from the world's big
How governments are responding to the public's demand for more data transparency
Innovative use of blockchain tech, data trusts, algorithm assessments, and cultural shifts abound.
- A study published last year by the Pew Research Center found that most American's distrust the federal government, and there's plenty of evidence to suggest that the situation has yet to improve.
- Governments have more access than ever to our private information, which creates an inherent tension between how they can use data for the public good while ensuring they aren't abusing citizens' privacy rights.
- As emerging technologies mature, it will become more evident to the public which models are the most effective ways for governments to achieve the levels of transparency they've committed to delivering.
Government transparency is a central tenet of liberal democracies. In many countries, including the United States, transparency is enshrined into the constitution and laws, such as the Digital Accountability and Transparency Act.
Nevertheless, trust in government is on the decline. A study published last year by the Pew Research Center found that most American's distrust the federal government. Recent events such as the coronavirus pandemic, bailouts, and the Black Lives Matter protests casting a shadow over the Trump 2020 presidential campaign aren't likely to have improved the situation.
However, it's important to remember that this is hardly only an American problem. The Edelman Trust Barometer measures the trust in NGOs, business, government, and media. In 2020, the Barometer showed a drop in trust across many nations, including Canada, Australia, and the UK.
While governments risk decreasing public trust through their handling of events such as the pandemic, such events also create more pressure for governments to demonstrate transparency. The virus crisis results in inquiries into fields such as public health expenditure, while the protests are prompting calls to address institutional biases.
The increasingly prevalent use of technologies such as big data and AI means that governments have more access than ever to our private information. This creates an inherent tension between how governments can use data for the public good while ensuring they aren't abusing citizens' privacy rights.
European countries have recently been wrangling with this tension, as a privacy row has been brewing over the use of virus track-and-trace applications. An extremely effective way to curb infections happens to involve surveillance of the public with unprecedented precision and scale, and who's to say what all the implications of allowing it may be? Who will gain access to this data, either legitimately or by hacking? What will they do with it? Once the pandemic ends, what happens to these access privileges?
Using emerging technologies inevitably increases the scope and scale of government data collection. However, technology can also be put to use by governments that want to demonstrate their commitment to improving transparency.
Using blockchain to secure citizens’ data
The Austrian government has recently turned to blockchain as a means of establishing transparent communications about the COVID-19 crisis, between authorities, institutions, and citizens. Communication specialist A-Trust has launched the QualiSig project, on Ignis, part of the Ardor blockchain platform.
The project will use transparent, encrypted communications visible on the blockchain, and decentralized data storage to secure data against attacks. Citizens can control the use of their own data using qualified digital signatures.
Alexander Pfeiffer, Danube University Krems researcher, and partner to A-Trust, has a high degree of confidence that blockchain can help to increase trust in governments. "The more such solutions are used by government agencies and their partners, the more likely it is that citizens will regain confidence in the operations of these government authorities," he wrote in an email. "In addition, it will also be possible to work much more efficiently and on a much higher level of mutual trust between the parties involved."
This is the second time the Austrian government has engaged Jelurida, the Swiss firm that operates Ardor, in projects designed to improve transparency. In May this year, the Austrian government announced funding for a sustainability project designed to pinpoint sources of waste heat that could be redirected back into the energy grid. The "Hot City" project is a collaboration with the Austrian Institute of Technology and plans to use the Ignis chain for providing rewards to citizens submitting data about waste heat that can be harnessed for the public good.
An outspoken advocate of using blockchain to increase transparency, Lior Yaffe is the co-founder and director of Jelurida. "For the Austrian government, funding applied blockchain technologies has been a major priority for several years," he told Big Think. "Now, the Hot City and QualiSig projects show how a public blockchain can be used to store and display specific datasets, thus increasing transparency."
Demonstrating transparency in the electoral process
The potential for using blockchain to demonstrate electoral transparency has been hotly discussed for years now. The first such experiment took place in Denmark back in 2014, when the Liberal Alliance party used blockchain for one of its local elections.
At the time, the chair of the party's IT group made a bold prediction. "Voting is the most important process in a democratic society," he said. "Here, there is no doubt that new technology will play an increasing role going forward."
However, as things stand in 2020, blockchain in elections hasn't moved forward at quite the pace many had previously predicted. Most local and national elections still take place using the same pen-and-paper process that has been in place for decades.
Nevertheless, the Indian election commission is among the latest to join the many government bodies that continue to experiment in this area.
Using transparency to combat corruption
Countries that have had problems with corruption going back generations have an especially steep mountain to climb when it comes to gaining public trust. Ukraine is one such example. As part of a bailout agreement in 2015, the International Monetary Fund demanded that the country's government do more to fight corruption.
In 2017, the Ukrainian government engaged blockchain firm Bitfury to store all of its data on the blockchain, in an attempt to demonstrate better transparency. In September that year, the justice ministry successfully used the technology for auctioning seized assets, and later transferred state property and land registries to the platform.
"We want to make the system of selling seized assets more transparent and secure," Deputy Justice Minister Serhiy Petukhov told Reuters, "so that the information there is accessible to everyone so that there aren't concerns about possible manipulation."
Creating a culture of transparency
While technology can be a useful tool for governments to demonstrate transparency, it's not the only means. Some countries, particularly those in northern Europe such as Norway and Denmark, are renowned for their culture of governmental transparency.
Canada also ranks highly in transparency from an international perspective, although its Corruption Perceptions Index score has been dropping.
It's intriguing that domestic perceptions don't always appear to align with these rankings. Against the backdrop of the COVID-19 crisis, some quarters of the Canadian academia have been highly critical of Justin Trudeau's government.
"Canada has a culture of secrecy. And it's one of the worst things about Canada," Amir Attaran, professor of law and epidemiology at University of Ottawa, told the CBC. "Our lack of transparency is a Canadian cultural trait, and it's one that hurts us. It's also part of a larger belief that the government knows best. But it doesn't."
In the same piece, Jean-Noé Landry, who works for a non-profit that advises governments on data transparency, takes a more nuanced approach. He attributes a culture with a high level of government trust as a potential pitfall when it comes to demanding transparency in a crisis such as COVID-19. As he puts it, Canadians "trust the government more in these kinds of situations, and maybe we lower our guard a bit and go along with them. [COVID-19] is not the type of thing where we should be lowering our standards."
Inside the algorithms
One government that has been almost universally lauded for its handling of the coronavirus pandemic is New Zealand's. Even before the crisis, the government there has been taking some impressive measures to demonstrate transparency. One example is its "algorithm assessment" program, launched in 2018, designed to introduce more transparency into how the government is deploying AI for its citizens.
Fourteen government agencies used a self-assessment method, underpinned by the government's own "principles for safe and effective use of data and analytics." The outcome was a report that acknowledged the need to retain human oversight over machine-led decisions and recommended using independent experts in the areas of privacy, ethics, and data expertise.
"We must prepare for the ethical challenges AI poses to our legal and political systems," stated Clare Curran, New Zealand's Minister for Digital Services, "as well as the impact AI will have on workforce planning, the wider issues of digital rights, data bias, transparency, and accountability are also important for this Government to consider."
Data trusts, a work in progress
In the UK, the Open Data Institute (ODI) has been working on several pilots to implement "data trusts" in collaboration with various government agencies, in an attempt to create more transparency. The ODI defines a data trust as a "legal structure that provides independent stewardship of data." They aim to increase access to data, along with providing confidence in the use of it.
The Institute worked on three pilots with varying degrees of success. The pilots attempted to bring transparency to food waste, illegal wildlife trade, and smart city implementation with a focus on parking data for green vehicles.
The findings from all three pilots were consolidated into a "lessons learned" document that highlighted the need to flesh out the overall concept and gain a shared understanding of what it means to all stakeholders for data trusts to become successful.
The ODI continues its work in this regard, exploring the use of data trusts and other data stewardship models.
Trust in flux
The events of 2020 so far have amounted to a perfect storm as far as testing government trust goes. Social distancing and shelter in place rules mean that there's a more significant reliance than ever on technology. However, governments need to continue to walk a tightrope of ensuring that they deploy the best technology available while demonstrating transparency.
As emerging technologies mature, it will become more evident to the public which models are the most effective ways for governments to achieve the levels of transparency they've committed to delivering.
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Higher education faces challenges that are unlike any other industry. What path will ASU, and universities like ASU, take in a post-COVID world?
- Everywhere you turn, the idea that coronavirus has brought on a "new normal" is present and true. But for higher education, COVID-19 exposes a long list of pernicious old problems more than it presents new problems.
- It was widely known, yet ignored, that digital instruction must be embraced. When combined with traditional, in-person teaching, it can enhance student learning outcomes at scale.
- COVID-19 has forced institutions to understand that far too many higher education outcomes are determined by a student's family income, and in the context of COVID-19 this means that lower-income students, first-generation students and students of color will be disproportionately afflicted.
What conditions of the new normal were already appreciated widely?<p>First, we understand that higher education is unique among industries. Some industries are governed by markets. Others are run by governments. Most operate under the influence of both markets and governments. And then there's higher education. Higher education as an "industry" involves public, private, and for-profit universities operating at small, medium, large, and now massive scales. Some higher education industry actors are intense specialists; others are adept generalists. Some are fantastically wealthy; others are tragically poor. Some are embedded in large cities; others are carefully situated near farms and frontiers.</p> <p>These differences demonstrate just some of the complexities that shape higher education. Still, we understand that change in the industry is underway, and we must be active in directing it. Yet because of higher education's unique (and sometimes vexing) operational and structural conditions, many of the lessons from change management and the science of industrial transformation are only applicable in limited or highly modified ways. For evidence of this, one can look at various perspectives, including those that we have offered, on such topics as <a href="https://www.insidehighered.com/digital-learning/blogs/rethinking-higher-education/lessons-disruption" target="_blank">disruption</a>, <a href="https://www.nytimes.com/2020/02/20/education/learning/education-technology.html" target="_blank">technology management</a>, and so-called "<a href="https://www.insidehighered.com/sites/default/server_files/media/Excerpt_IHESpecialReport_Growing-Role-of-Mergers-in-Higher-Ed.pdf" target="_blank">mergers and acquisitions</a>" in higher education. In each of these spaces, the "market forces" and "market rules" for higher education are different than they are in business, or even in government. This has always been the case and it is made more obvious by COVID-19.</p> <p>Second, with so much excitement about innovation in higher education, we sometimes lose sight of the fact that students are—and should remain—the core cause for innovation. Higher education's capacity to absorb new ideas is strong. But the ideas that endure are those designed to benefit students, and therefore society. This is important to remember because not all innovations are designed with students in mind. The recent history of innovation in higher education includes several cautionary tales of what can happen when institutional interests—or worse, <a href="https://www.insidehighered.com/news/2016/02/09/apollos-new-owners-seek-fresh-start-beleaguered-company" target="_blank">shareholder</a> interests—are placed above student well-being.</p>
Photo: Getty Images<p>Third, it is abundantly apparent that universities must leverage technology to increase educational quality and access. The rapid shift to delivering an education that complies with social distancing guidelines speaks volumes about the adaptability of higher education institutions, but this transition has also posed unique difficulties for colleges and universities that had been slow to adopt digital education. The last decade has shown that online education, implemented effectively, can meet or even surpass the quality of in-person <a href="https://link-springer-com.ezproxy1.lib.asu.edu/article/10.1007/s10639-019-10027-z" target="_blank">instruction</a>.</p><p>Digital instruction, broadly defined, leverages online capabilities and integrates adaptive learning methodologies, predictive analytics, and innovations in instructional design to enable increased student engagement, personalized learning experiences, and improved learning outcomes. The ability of these technologies to transcend geographic barriers and to shrink the marginal cost of educating additional students makes them essential for delivering education at scale.</p><p>As a bonus, and it is no small thing given that they are the core cause for innovation, students embrace and enjoy digital instruction. It is their preference to learn in a format that leverages technology. This should not be a surprise; it is now how we live in all facets of life.</p><p>Still, we have only barely begun to conceive of the impact digital education will have. For example, emerging virtual and augmented reality technologies that facilitate interactive, hands-on learning will transform the way that learners acquire and apply new knowledge. Technology-enabled learning cannot replace the traditional college experience or ensure the survival of any specific college, but it can enhance student learning outcomes at scale. This has always been the case, and it is made more obvious by COVID-19.</p>
What conditions of the new normal were emerging suspicions?<p>Our collective thinking about the role of institutional or university-to-university collaboration and networking has benefitted from a new clarity in light of COVID-19. We now recognize more than ever that colleges and universities must work together to ensure that the American higher education system is resilient and sufficiently robust to meet the needs of students and their families.</p> <p>In recent weeks, various commentators have suggested that higher education will face a wave of institutional <a href="https://www.businessinsider.com/scott-galloway-predicts-colleges-will-close-due-to-pandemic-2020-5" target="_blank">closures</a> and consolidations and that large institutions with significant online instruction capacity will become dominant.</p> <p>While ASU is the largest public university in the United States by enrollment and among the most well-equipped in online education, we strongly oppose "let them fail" mindsets. The strength of American higher education relies on its institutional diversity, and on the ability of colleges and universities to meet the needs of their local communities and educate local students. The needs of learners are highly individualized, demanding a wide range of options to accommodate the aspirations and learning styles of every kind of student. Education will become less relevant and meaningful to students, and less responsive to local needs, if institutions of higher learning are allowed to fail. </p> <p>Preventing this outcome demands that colleges and universities work together to establish greater capacity for remote, distributed education. This will help institutions with fewer resources adapt to our new normal and continue to fulfill their mission of serving students, their families, and their communities. Many had suspected that collaboration and networking were preferable over letting vulnerable colleges fail. COVID-19's new normal seems to be confirming this.</p>
President Barack Obama delivers the commencement address during the Arizona State University graduation ceremony at Sun Devil Stadium May 13, 2009 in Tempe, Arizona. Over 65,000 people attended the graduation.
Photo by Joshua Lott/Getty Images<p>A second condition of the new normal that many had suspected to be true in recent years is the limited role that any one university or type of university can play as an exemplar to universities more broadly. For decades, the evolution of higher education has been shaped by the widespread imitation of a small number of elite universities. Most public research universities could benefit from replicating Berkeley or Michigan. Most small private colleges did well by replicating Williams or Swarthmore. And all universities paid close attention to Harvard, Princeton, MIT, Stanford, and Yale. It is not an exaggeration to say that the logic of replication has guided the evolution of higher education for centuries, both in the US and abroad.</p><p>Only recently have we been able to move beyond replication to new strategies of change, and COVID-19 has confirmed the legitimacy of doing so. For example, cases such as <a href="https://www.washingtonpost.com/education/2020/03/10/harvard-moves-classes-online-advises-students-stay-home-after-spring-break-response-covid-19/" target="_blank">Harvard's</a> eviction of students over the course of less than one week or <a href="https://www.nhregister.com/news/coronavirus/article/Mayor-New-Haven-asks-for-coronavirus-help-Yale-15162606.php" target="_blank">Yale's apparent reluctance</a> to work with the city of New Haven, highlight that even higher education's legacy gold standards have limits and weaknesses. We are hopeful that the new normal will include a more active and earnest recognition that we need many types of universities. We think the new normal invites us to rethink the very nature of "gold standards" for higher education.</p>
A graduate student protests MIT's rejection of some evacuation exemption requests.
Photo: Maddie Meyer/Getty Images<p>Finally, and perhaps most importantly, we had started to suspect and now understand that America's colleges and universities are among the many institutions of democracy and civil society that are, by their very design, incapable of being sufficiently responsive to the full spectrum of modern challenges and opportunities they face. Far too many higher education outcomes are determined by a student's family income, and in the context of COVID-19 this means that lower-income students, first-generation students and students of color will be disproportionately afflicted. And without new designs, we can expect postsecondary success for these same students to be as elusive in the new normal, as it was in the <a href="http://pellinstitute.org/indicators/reports_2019.shtml" target="_blank">old normal</a>. This is not just because some universities fail to sufficiently recognize and engage the promise of diversity, this is because few universities have been designed from the outset to effectively serve the unique needs of lower-income students, first-generation students and students of color.</p>
Where can the new normal take us?<p>As colleges and universities face the difficult realities of adapting to COVID-19, they also face an opportunity to rethink their operations and designs in order to respond to social needs with greater agility, adopt technology that enables education to be delivered at scale, and collaborate with each other in order to maintain the dynamism and resilience of the American higher education system.</p> <p>COVID-19 raises questions about the relevance, the quality, and the accessibility of higher education—and these are the same challenges higher education has been grappling with for years. </p> <p>ASU has been able to rapidly adapt to the present circumstances because we have spent nearly two decades not just anticipating but <em>driving</em> innovation in higher education. We have adopted a <a href="https://www.asu.edu/about/charter-mission-and-values" target="_blank">charter</a> that formalizes our definition of success in terms of "who we include and how they succeed" rather than "<a href="https://www.washingtonpost.com/opinions/2019/10/17/forget-varsity-blues-madness-lets-talk-about-students-who-cant-afford-college/" target="_blank">who we exclude</a>." We adopted an entrepreneurial <a href="https://president.asu.edu/read/higher-logic" target="_blank">operating model</a> that moves at the speed of technological and social change. We have launched initiatives such as <a href="https://www.instride.com/how-it-works/" target="_blank">InStride</a>, a platform for delivering continuing education to learners already in the workforce. We developed our own robust technological capabilities in ASU <a href="https://edplus.asu.edu/" target="_blank">EdPlus</a>, a hub for research and development in digital learning that, even before the current crisis, allowed us to serve more than 45,000 fully online students. We have also created partnerships with other forward-thinking institutions in order to mutually strengthen our capabilities for educational accessibility and quality; this includes our role in co-founding the <a href="https://theuia.org/" target="_blank">University Innovation Alliance</a>, a consortium of 11 public research universities that share data and resources to serve students at scale. </p> <p>For ASU, and universities like ASU, the "new normal" of a post-COVID world looks surprisingly like the world we already knew was necessary. Our record breaking summer 2020 <a href="https://asunow.asu.edu/20200519-sun-devil-life-summer-enrollment-sets-asu-record" target="_blank">enrollment</a> speaks to this. What COVID demonstrates is that we were already headed in the right direction and necessitates that we continue forward with new intensity and, we hope, with more partners. In fact, rather than "new normal" we might just say, it's "go time." </p>
Melting ice is turning up bodies on Mt. Everest. This isn't as shocking as you'd think.
- Mt. Everest is the final resting place of about 200 climbers who never made it down.
- Recent glacial melting, caused by climate change, has made many of the bodies previously hidden by ice and snow visible again.
- While many bodies are quite visible and well known, others are renowned for being lost for decades.
Why leave the bodies there at all? Why not bring people down as soon as they die?<p>It costs a lot of money to go get a body on the highest mountain in the world, up to $80,000 to be <a href="https://people.com/human-interest/dead-bodies-mount-everest-glaciers-melt/" target="_blank">precise</a>. Then there is the problem of actually doing it, since some attempts to retrieve bodies are forced by difficult conditions to abandon their efforts.</p><p>Some people, such as mountaineer <a href="http://www.alanarnette.com/" target="_blank">Alan Arnette</a>, argue that the bodies should be left there. He told the BBC, "Most climbers like to be left on the mountains if they died. So it would be deemed disrespectful to just remove them unless they need to be moved from the climbing route or their families want them."</p> This doesn't stop people from wanting the bodies taken down or dealt with in other ways. <a href="https://en.wikipedia.org/wiki/David_Sharp_(mountaineer)" target="_blank">David Sharp</a>'s body was moved out of sight in 2007. <a href="https://en.wikipedia.org/wiki/George_Mallory" target="_blank">George Mallory'</a>s body took 75 years to find and was given an Anglican burial in 1999. Over time, the elements often move bodies away from the main routes up the mountain to more isolated areas where they remain undisturbed.
Everest’s chilling landmarks<div class="rm-shortcode" data-media_id="V4Kz3Zfc" data-player_id="FvQKszTI" data-rm-shortcode-id="9959d7e5b2866ad9f61ab823a5b60cbf"> <div id="botr_V4Kz3Zfc_FvQKszTI_div" class="jwplayer-media" data-jwplayer-video-src="https://content.jwplatform.com/players/V4Kz3Zfc-FvQKszTI.js"> <img src="https://cdn.jwplayer.com/thumbs/V4Kz3Zfc-1920.jpg" class="jwplayer-media-preview" /> </div> <script src="https://content.jwplatform.com/players/V4Kz3Zfc-FvQKszTI.js"></script> </div> <p>The bodies that remain in view are often used as waypoints for the living. Some of them are well-known markers that have earned <a href="https://www.ranker.com/list/creepy-stories-about-deaths-and-dead-bodies-on-mount-everest/sabrina-ithal" target="_blank">nicknames</a>. </p><p> For instance, the image above is of "<a href="https://en.wikipedia.org/wiki/Green_Boots" target="_blank">Green Boots</a>," the unidentified corpse named for its neon footwear. Widely believed to be the body of Tsewang Paljor, the remains are well known as a guide point for passing mountaineers. Perhaps it is too well known, as the climber David Sharp died next to Green Boots while dozens of people walked past him — many presuming he was the famous corpse. </p><p>A large area below the summit has earned the discordant nickname "Rainbow Valley" for being filled with the bright and colorfully dressed corpses of maintainers who never made it back down. The sight of a frozen hand or foot sticking out of the snow is so common that Tshering Pandey Bhote, vice president of Nepal National Mountain Guides Association claimed: "Most climbers are mentally prepared to come across such a sight."</p><p>Other bodies are famous for not having been found yet. Andrew "Sandy" Irvine, the climbing partner of George Mallory, may have been one of the first two people to reach the summit of Everest a full 30 years before Edmund Hillary and Tenzing Norgay did it. Since they never made it back down, nobody knows just how close to the top they made it. </p><p>Mallory's frozen body was found by chance in the '90s without the Kodak cameras he brought up to record the climb with. It has been speculated that Irvine might have them and <a href="https://web.archive.org/web/20130303001517/http://www.velocitypress.com/Mallory__Irvine.html#A127_Film" target="_blank">Kodak </a>says they could still develop the film if the cameras turn up. Circumstantial evidence suggests that they died on the way back down from the summit, Mallory had his goggles off and a photo of his wife he said he'd put at the peak wasn't in his coat. If Irvine is found with that camera, history books might need rewriting. </p><p>As Everest's glaciers melt its morbid history comes into clearer view. Will the melting cause old bodies to become new landmarks? Will Sandy Irvine be found? Only time will tell. </p>
Human brains evolved for creativity. We just have to learn how to access it.
- An all-star cast of Big Thinkers—actors Rainn Wilson and Ethan Hawke; composer Anthony Brandt; neuroscientists David Eagleman, Wendy Suzuki, and Beau Lotto; and psychologist Scott Barry Kaufman—share how they define creativity and explain how our brains uniquely evolved for the phenomenon.
- According to Eagleman, during evolution there was an increase in space between our brain's input and output that allows information more time to percolate. We also grew a larger prefrontal cortex which "allows us to simulate what ifs, to separate ourselves from our location in space and time and think about possibilities."
- Scott Barry Kaufman details 3 brain networks involved in creative thinking, and Wendy Suzuki busts the famous left-brain, right-brain myth.
Manly Bands wanted to improve on mens' wedding bands. Mission accomplished.
- Manly Bands was founded in 2016 to provide better options and customer service in men's wedding bands.
- Unique materials include antler, dinosaur bones, meteorite, tungsten, and whiskey barrels.
- The company donates a portion of profits to charity every month.
The proposal calls for the American public to draft two candidates to lead the executive branch: one from the center-left, the other from the center-right.