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1 Ines Mergel Perspektive Mitmachstaat: Crowdsourcing Open Innovation Extrem niedriges Vertrauen in “Getting the job done”

Crowdsourcing Open Innovation in der oeffentlichen Verwaltung

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Ines Mergel

Perspektive Mitmachstaat: Crowdsourcing Open Innovation

Extrem niedriges Vertrauen in “Getting the job done”

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Anstieg der Nutzerzahlen auf social networking services

65% der Erwachsenen nutzen SNS

http://www.pewinternet.org/Commentary/2012/March/Pew-Internet-Social-Networking-less-detail.aspx

http://www.pewinternet.org/Commentary/2012/March/Pew-Internet-Social-Networking-less-detail.aspx

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Zugang zu Informationen & Nachrichten

Pew: The State of News Media 2012: http://stateofthemedia.org/2012/mobile-devices-and-news-consumption-some-good-signs-for-journalism/what-facebook-and-twitter-mean-for-news/

Government should be collaborative. Collaboration actively engages Americans in the work of their Government. Executive departments and agencies should use innovative tools, methods, and systems to cooperate among themselves, across all levels of Government, and with nonprofit organizations, businesses, and individuals in the private sector. Executive departments and agencies should solicit public feedback to assess and improve their level of collaboration and to identify new opportunities for cooperation.

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Open Innovation Memo

EXECUTIVE OFFICE OF THE PRESIDENT NATIONAL SCIENCE AND TECHNOLOGY COUNCil

WASHINGTON, D.C. 20502

June 8, 2011

MEMORANDUM FOR THE NATIONAL SCIENCE & TECHNOLOGY COUNCIL COMMITTEE ON TECHNOLOGY

FROM:

SUBJECT:

Aneesh Chopra, US Chief Technology Director for Technology, Office of Science & Technology c .----

Winning the Future through Open Innovation a Progress Report on Our Open Government Initiative

President Obama is determined to win the future by out-innovating, out-educating and out-building our global competition. In his Strategy for American Innovation, he frames the government's role as (1) investing in the building blocks for innovation (infrastructure, research and development [R&D], and an educated workforce); (2) promoting market-based innovation; and (3) catalyzing breakthroughs for national priorities (e.g., health care, energy, manufacturing, and education).

Key to catalyzing breakthroughs in national priorities is to unlock opportunities for productivity improvement, including the ability to harness information technologies in new and creative ways. A recent McKinsey study estimates that in the healthcare sector alone, the potential benefits from deploying data-harvesting technologies and skills could be $300 billion a year. 1

We invest more in pet food R&D than we do in R&D for the electric grid.2 A recent PCAST report estimates that R&D expenditures in K-12 education account for only 0.2% of revenues in comparison to pharmaceutical companies, which invest approximately 15% of their revenues in R&D.3

Amidst the execution of our innovation strategy is a mistrust of Washington's ability to get the job done. For too long, the American people have worked harder for less buying power, grown more concerned for their job and health security, and lost faith in the next generation's ability to live a better life than their own. Legacy perceptions of Washington have reinforced the belief that the government benefits the special interests and the well-connected at the expense of the American people. The public sector has struggled to harness technology to boost productivity.

Key to addressing these two challenges - the trust deficit and the need for a forward-leaning vision for our economy - is our ability to harness the entrepreneurial spirit of innovators through a portfolio of technology and innovation policies that emphasize the government's role as "impatient convener" - one that delivers results in shorter time frames and builds on existing legal and budgetary frameworks.

I Steve Lohr, New Ways to Exploit Raw Data May Bring Surge of Innovation, a Study Says, The New York Times, (May 13,2011). 2 Alex Kingsbury, "A 'Smart' Electrical Grid Could Secure the Energy Supply," U.S. News and World Report, (April 7,2010). 3 President's Council of Advisors on Science and Technology report, "Prepare and Inspire: K-12 Science, Technology, Engineering, and Math (STEM) Education for America's Future" (2010).

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“Open Innovator’s Tool Kit”

EXECUTIVE OFFICE OF THE PRESIDENT NATIONAL SCIENCE AND TECHNOLOGY COUNCIL

WASHINGTON, D.C. 20502

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February 8th, 2012

MEMORANDUM FOR THE NATIONAL SCIENCE & TECHNOLOGY COUNCIL COMMITTEE ON TECHNOLOGY

FROM: Aneesh Chopra, US Chief Technology Officer and Associate Director for Technology, Office of Science & Technology Policy

SUBJECT: Open �##$*�($&1'��$$! �(

On June 8, 2011, I wrote to you describing (����"�#�'(&�(�$#1'��%%&$����($�/open innovation0�. tapping citizen expertise to make government smarter and more responsive to private sector demands. This note builds upon those ideas and introduces a new online resource . the /Open �##$*�($&1'��$$! �(0�(��(���(�!$�'�(���%$&(�olio of additional policy tools deployed by agency leaders seeking to spur innovation in government within existing authorities. Background �#���'���&'(���,��#�$��������&�'���#(����"����&��(���(���#�+!,��&��(���%$'�(�$#�$��/����������#$!$�,�������&0�($�%&$*����&��$""�#��(�$#'�$#���'�Memorandum on Transparency and Open Government. Fulfilling a campaign commitment, he designated the position as an Assistant to the President and member of both the National Economic and Domestic Policy Councils to help the country meet its goals from job creation, to reducing health care costs, to protecting the homeland. In his remarks �##$)#��#��(���/Strategy for American Innovation0 1, President Obama said, /���(�'�+�,���*���%%$�#(���(�����&'(-ever chief technology officer, charged with looking at ways (���#$!$�,���#�'%)&��##$*�(�$#'�(��(���!%��$*�&#"�#(��$�����((�&��#��"$&���������#(��$��0 �(��'���(�' �+�1*��'��#���%!$,��������(�*�!,���&$''�$)&�#�(�$#1'�"$'(��##$*�(�*���$"%�#��'�.Procter & Gambl�1'�/�$##��(���*�!$%0�'(&�(��,�($�'$)&�������$���('��##$*�(�$#s from the outside; "�-$#1'�/�)'(��$��(0�awards to celebrate innovative ideas from within; and �����$$ 1'�/��*�!$%"�#( Platform0 that generated an estimated 180,000 jobs in 2011 focused on growing the economy while returning benefits to Facebook in the process.2 Despite access to the same technologies applied by these innovators, our government had historically failed to tap into the expertise of the American people to help solve our n�(�$#1'�biggest challenges. )(�(��# '�($�,$)&���&��+$& ��+�1&��$#�(����##$*�(�*��%�(����$��(��&��+�1*� begun expanding the available options for policymakers by:

1/�&�'���#(����"����,'��)(��(&�(��,��$&�"�&���#��##$*�(�$#0, accessed on www.whitehouse.gov, (September 21, 2009). 2/���������$$ �%%� �$#$",�0��!-Horn Hann, Siva Viswanathan and Byungwan Koh , University of Maryland, September 2011

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Open Innovation

  “Closed innovation”

  “Altes” Paradigma

  Volle Kontrolle über den Prozess

  Intern-fokussierte Logik

  Open Innovation

  “Disruptive innovation”: Drastische Änderung der sozialen Innovationsprozesse

  Nicht die Technologie selber (Telefon, oder eMail), sondern die Art und Weise wie Technologie genutzt wird

  Öffnet die Grenzen zwischen Verwaltung, Bürgern und anderen Organisationen

  Grösste Herausforderung: N.I.H.-Syndrom (not invented here)

Wisdom of the crowd

Grosse Gruppen sind smarter als wenige elitäre Denker:

1.  Probleme lösen

2.  Zukunftsprognosen

3.  Entscheidungsfindung

4.  Neuartige Ideen

Surowiecki (2005)

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Passives crowdsourcing

  Digitalisierung von Büchern, Zeitungen und alten Radioshows

Aktives crowdsourcing

•  Designvorschläge •  Image-Kampagnen •  etc.

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Challenge.gov Kostenlos für alle Bundesbehörden

  Intern

  Extern

Open Innovation-Prozess

1. •  Problemdefinition •  Ideensammlung

2. •  Redaktionelle Bearbeitung •  Kondensierung

3. •  Bürger stimmen ab •  Verbessern gewählte Lösung

4. •  Implementierung •  Breite Anwendung

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Externe Nutzung: Smart city: Manor, TX

MANOR, TEXAS

Interne Nutzung: NYC Mitarbeiter

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Interne & externe Beteiligung Wikiplanning.org

Wisdom of the crowd

Notwendige Voraussetzungen:

1.  Diversität

2.  Unabhängigkeit

3.  Dezentralisierung

4.  Aggregation

Kritik:

Herdentrieb & Panik

“A person is

smart. People are stupid.”

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Lessons learned...

  Freiwillige Teilnahme

  Fester Zeitrahmen

  Direkte Feedback-Mechanismen

  Email loops

  Transparenz der Vorgänge

  Anreize: Gaming-Elemente, Währung

  Gesellschaftliche Anerkennung

  “Store front”

Manor, TX “Store front”

INCENTIVES

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Harford County “Store front”

INCENTIVES

Kann Bürgerbeteiligung funktionieren?

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Vielen Dank!

@inesmergel

http://inesmergel.wordpress.com

http://www.linkedin.com/inesmergel

http://www.facebook.com/inesmergel