Accelerating Change 2004 :: Physical Space, Virtual Space, and Interface
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One way AC2004 unleashes collective intelligence is via our Saturday evening Collective Intelligence Dinner.

The Collective Intelligence Dinner (closed to press) blends small-group brainstorming with large-group idea presentation to gain individualized perspectives on a range of Challenge Questions (i.e., issues of importance for group foresight). It is an efficient way to plumb the knowledge banks of our distinguished attendees and to improve the quality of their networking and participation in the conference's themes.

Challenge questions (in science, technology, business and humanist dialogs) are placed on signs around "Brainstorming" tables that seat approx. eight individuals, one question per table. Attendees self-organize around their table of choice, either by question, by dinner partner, or randomly, on a first-come, first-seated basis.

Formal discussion of the challenge question at each table is requested during the last 45 minutes of the 90 minute dinner. Interested individuals take notes during the discussion, attributing specific points or ideas to attendees by name, when allowed. Next, in the "Reporting" phase, a group-appointed speaker from each participating table gives a four to five minute summary of these notes to the main group. (Attribution of comments by name is encouraged.)

Our CI dinner has been designed with the assistance of Tanya Jones, who has managed similar creative events for the Foresight Institute, among other organizations. Special thanks to Romana Machado for the "Collective Intelligence" name.

Two billion years ago our ancestors were microbes; a half-billion years ago, fish; a hundred million years ago, something like mice; ten million years ago, arboreal apes; and a million years ago, proto-humans puzzling out the taming of fire. Our evolutionary lineage is marked by mastery of change. In our time, the pace is quickening.

Carl Sagan


When the rate of change on the outside exceeds the rate of change on the inside, the end [of a business] is near.

Jack Welch

Analysis • Forecasting • Action

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