In finance, the greater fool theory suggests that one can sometimes make money through the purchase of overvalued assets — items with a purchase price drastically exceeding the intrinsic value — if those assets can later be resold at an even higher price.

fund

A bottom-up approach involves aiming for maximum participation at a society-wide level. While this relates to achieving “mass and speed” of response, it also connects to psychological and philosophical research on the need for belonging and agency. One way a bottom-up approach can achieve maximum participation is through asking individuals, “How do you help us win?” or “How do you help us reach our destination of safe Earth?” This differs from most employment circumstances that issue top-down-directed work. It is anticipated that surprising answers will emerge, which allows people to align their aptitude and best skills to the mission. Two examples follow: Retired elite athletes have skills in goal setting, visualizing success, and motivating action. They could be employed as ecocoaches, supporting teams that are working on difficult transition tasks or leading health and fitness programs for the community. An elderly woman loves exploring thrift shops. She might contribute in circular economy and local recycling programs.

Its called the Dunning-Kruger effect

such as Elon Musk and the scientists who drafted the Great Barrington Declaration — are giants in their fields. They risk everything, weathering exhausting personal attacks from all sides, in order to battle the crowd.

Anyone who's dealt with networks knows that the network knows more than the individual."

view-helpers form-helpers form-helper view-helper button buttons form forms

Funding organizations like universities and foundations can get in touch with authors to back their future work, or spot trends of where breakthroughs are being made so they can funnel resources correctly

The goal of this framework is to envision afuture of crowd work that cansupport more complex, creative, and highly valued work. At the highest level, a platformis needed for managing pools of tasksandworkers. Complex tasks must be decomposed into smaller subtasks, each designed with particular needs and characteristics which must be assignedto appropriate groups of workerswho themselves must be properly motivated, selected(e.g., through reputation), and organized (e.g., through hierarchy). Tasks may be structured through multi-stage workflowsin which workers may collaborateeither synchronously or asynchronously. As part of this, AImay guide (and be guided by) crowd workers. Finally, quality assuranceis needed to ensure each worker’s output is of high quality and fits together.

n human computation, people act as computational components and perform the work that AI systemslack the skillstocomplete

A promising approach that addresses some worker output issues examines the way that workers do their work rather than the output itself, using machine learning and/or visualization to predict the quality of a worker’s output from their behavior [119,120]

Of the research foci, quality control has arguably received the most attention so far. Approaches for quality control largely fall into two camps: up-front task design and post-hoc result analysis. Task design aimsto design tasks that are resistant to low-quality work.

Many tasks worth completing require cooperation –yet crowdsourcing has largely focused on independent work. Distributed teams have always facedchallenges in cultural differences and coordination[60], but crowd collaboration now must createrapport over much shorter timescales(e.g., one hour) and possibly wider culturalor socioeconomic gaps

Finally, it will be amajor research undertaking to invent and describe the tasks and techniques that succeed with synchronous collaboration

The two core challenges for realtime crowdsourcing will be 1) scaling upto increased demand for realtime workers, and 2) making workers efficient enough to collectively generateresultsahead of time deadlines.

Volunteer crowdsourcing platforms have evolved their own hierarchies and decision-making processes [104,156], appropriating techniques from other online communities where appropriate [101]. Most paid approaches have workers make hierarchical decisions collectively: for example, task decomposition and integration[75,80],quality oversight of each others’ contributions[78,100], and leader elections to represent collective opinions[83].

Complex tasks have dependencies, changing requirements, and require multiple types of expertise.

n the sections below, we survey and analyze the 12research focithat comprise our model. First, we consider the future of the work processesand how the workis organized and accomplished. Second, we consider the integration of crowd work and computation, including the symbiosis between human cognition, artificial intelligence(AI), and computationally-enabled crowd platforms. Finally, we consider crowd workers and how we can develop jobs, reputation systems, motivations, and incentives that will benefit them.

Unlike traditional organizations in which workers possess job security and managers can closely supervise and appropriately reward or sanction workers, or distributed computing systems in which processors are usually highly reliable, crowd work poses uniquechallenges for both workers and requestersranging fromjob satisfactiontodirection-setting, coordination, and quality control.

These same requirements exist in distributed computing, in which tasks need to be scheduled so that they can be completed in the correct sequence and in a timely manner, with data being transferred between computing elements appropriately.

However, crowd work can bea double-edged sword,equally capable of enhancing or diminishing the quality of workers’ lives.We maysee echoes of past labor abuses in globally distributed crowd work: extremely low pay for labor,with marketplaces such as Amazon’s Mechanical

We focus this paper on paid,onlinecrowd work, which we define here as the performance of tasks online by distributed crowd workers who are financially compensated by requesters(individuals, groups, or organizations). In this sense, crowd work is a socio-technical work systemconstituted through a set of relationships that connect organizations, individuals, technologies and work activities

Furthermore, and differentiating digital time from clock time, he suggests that a lack of adherence to chronological time is compounded by the fact that digital technologies connect with a flow of information that is al-ways and instantly available. He argues that continual change, which is bound up with web services such as social network sites, blogs and the news, is central to the experi-enced need for constant connectivity.

Research in HCI has illustrated how this notion of immedi-acy is upheld through the social conventions associated with technologies, as well as through their design. For ex-ample, Harper et al. [16] have described the lived experi-ence (or durée, following Bergson [6]) of Facebook as be-ing located firmly in the now, and have noted that this ne-cessitates a particular approach to the performance of iden-tity on the site by its users. They observe that interactions privilege the present and underpin an impression of events unfolding as they happen (even if this is not the case in terms of spatial time, or Bergson’s temps). Because of this, the performance of identity is one of the moment: users reported feeling it inappropriate to post old content, and were similarly aggrieved when others uploaded photos that surfaced ‘out of time’.

Research by narrative theorist Ruth Page [35] (a co-author on the above paper) considers fur-ther how Facebook users learn to interpret social media posts when reading the newsfeed. While the series of snip-pets of ‘breaking news’ posted by a variety of members of one’s social network do not offer a typical narrative, readers nevertheless draw their own story-like experience, using their knowledge of those posting content to build a backsto-ry, whilst imagining what may happen next.

A Crowd-authoring Project on theScholarship of Educational Technology

— online outsourcing. Udacity has a network of paid graders across the world who are well versed in each of its courses; when students submit their projects, one of these graders picks up the work and quickly assesses it, including detailed comments about the student’s progress. The graders can earn $50 to $100 an hour.