https://youtu.be/xM6SUDbqQc0

• Event
  • Funding the Commons Tokyo 2024
    • Designing for Plurality
      • 7/25 16:50~17:20
• Slide
  • Presentation Script: Plurality in Japan
• Links
  • ANNO Takahiro's Manifesto
    • Google Slide (in Japanese)
    • Auto-generated Website from GitHub
      • (good for machine translation)
    • Published Talk to the City report (in Japanese)
      • (Here is other large-scale Talk to the City report in Japanese, English and Mandarin: AI and Copyright Public Comment Analysis)
    • Blog posts by ANNO-team(in Japanese)
      • 都知事候補 安野たかひろ選挙活動ストーリー｜#安野たかひろ 事務所（公式）｜note
      • 安野たかひろ＜都知事選2024＞振り返りストーリー｜#安野たかひろ 事務所（公式）｜note
  • The book by KAWAKITA Jiro(in Japanese)
  • Introduction of Nameraka (Smooth) Society
• License: CC0

Draft

(concept) Connecting to the Japanese context will help Japanese people better understand Plurality, and it will also provide an opportunity for people around the world to gain new insights from Plurality. Many still find Plurality difficult to understand. I believe that increasing layers of understanding through descriptions from diverse perspectives, connections with various examples, and parallel rephrasing is beneficial.

slides

story outline draft

(TODO decide title and make cover page)

Wikiを介した非同期の知識ネットワーク構築 Asynchronous knowledge network building through Wiki

日本語版出版予定のアナウンス short announcement of planned Japanese version publication(1 page)

• (it is not worthful information for English speakers)
• show Japanese version visual

英語版は5/20にリリースされた オードリーとグレンとコミュニティによって執筆された 日本語版の作成が進行中、年内には刊行予定 日本では日本語でコミュニケーションするコミュニティがWikiシステムを用いた公開のフォーラムで進行した、参加者は44人 この本は既に日本社会に大きな影響を与えている The English version was released on May 20th. It was written by Audrey, Glen, and the ⿻Plurality community. The Japanese version is in progress and is scheduled to be published within the year. In Japan, a community communicating in Japanese on a public forum using a Wiki system, with 44 participants. This book has already had a significant impact on Japanese society...

broad listening in the Tokyo gubernatorial election anno2024 ブロードリスニングはこの本でも紹介されている概念である。日本では先日7/7の東京都知事選の候補者の安野たかひろがブロードリスニングをマニフェストに掲げた。 Broad listening is a concept introduced in this book. In Japan, ANNO Takahiro, a candidate in the recent 7/7 Tokyo gubernatorial election, has made broad listening a part of his manifesto.

ANNO Takahiro Manifesto p.81

高速な民意反映 High-speed reflection of the will of the people

Instead of "broadcast," we should use "broad listening."

ブロードキャスト: 一人の声を多数へ発信 Broadcast: One voice for many

既存の意見募集 Existing Request for Opinions 受け取り側がパンク Too much information

ブロードリスニング: 多くの声を上手に収集 Broadlistening: Collecting Many Voices Well

テクノロジーを使って、 「発信」 だけでなく 「受信」 をアップデート Using technology to update not only "outgoing" but also "incoming"

Source: 「主観か客観かではなく、一人の主観から大勢の主観へ」 西尾泰和 This work is marked with 0 1.0 (この図はCCO ライセンスのもの) Source: "From the subjectivity of one to the subjectivity of many, not subjectivity or objectivity" NISHIO Hirokazu (2023) This illustration is CCO licensed

https://takahiroanno2024.github.io/tokyoai-analysis/20240625-qt-to-manifesto/ X上での安野たかひろのポストに対して公開されている引用ポストを収集し、AIによりまとめを作成。Perspective APIを使用し、攻撃的なコメントは除外している。1,191件を分析。 We collected publicly available quote posts in response to Anno's posts on X (Twitter), used the Perspective API to exclude offensive comments, got 1,191 posts. We use an OSS tool "Talk to the City" by AI Objectives Institute to create this visualization.

(not used)

• 

  • p.86

• これは都議会議事録の可視化である

• This is a visualization of the proceedings of the Metropolitan Council.

broadlistening I love this concept. 人間の認知能力の増強である It is an augmentation of human cognitive abilities.

LLMがもたらす組織構造の変化 This illustration of broad listening derives from "Changes in organizational structure by LLM" 経営者的思考 managerial thinking

階層的組織構造 人間の認知能力を超えて組織のサイズが大きくなったことによって必要になった

Hierarchical organizational structures were necessitated by an increase in the size of the organization beyond human cognitive capacity. LLM will decrease this necessities.

空気が支配する日本ではブロードリスニングが重要 Cultures of Japanese Organization Erin Meyerの研究によれば日本は階層的で合意重視の極端な文化

• Erin Meyer's research shows that Japan is a hierarchical, consensus-oriented culture of extremes.

• 

  • To Lead Across Cultures, Focus on Hierarchy and Decision Making

• from Words as Public Goods

• Erin Meyer's research shows that Japan is a hierarchical but consensus-oriented culture.

• Japanese culture is different from that of many countries around the world. Mutual understanding of each other's cultures would be beneficial in building a new society.

• Vulcan belief that beauty, growth, progress -- all result from the union of the unlike.

空気が支配する日本ではブロードリスニングが重要

Avoids Confrontation

Anonymity The majority of Japanese people do not want to express their opinions using their real names. All Japanese speakers at international conferences are outliers of Japanese culture.

リーダーは対立する人々の匿名の声を広く聞かなければならない(listen broadly) Leaders of Japanese organization must listen broadly to the anonymous voices of those in conflict.

KJ Method to make collective wisdom

1: Jiro Kawakita's idea of "not fitting into known groups," そんな日本で開発された衆知を集める方法が川喜田二郎のKJ法である The KJ Method (also known as Affinity Diagram or Affinity Mapping) developed by KAWAKITA Jiro is a way to gather collective wisdom that was developed in Japan.

The KJ Method is a technique for generating collective intelligence from large amounts of descriptive data.

The KJ Method (also known as Affinity Diagram or Affinity Mapping) developed by KAWAKITA Jiro in Japan is a way to make collective wisdom from large amounts of descriptive data

Also known as affinity map, but there appears to be a major misunderstanding in translating and exporting the concept. しかし概念を翻訳して輸出する際に大きな誤解が生じているように見える

川喜田二郎とブロードリスニング Jiro Kawakita and Broad Listening Jiro Kawakita(1967)

Good: Democratic / Bad: Autocratic Even a distant monkey fits naturally

• Even a distant monkey that could not join a group naturally merges into the group. Theme

大分けから小分けにもっていくのはまったく邪道である。かならず小分けから大分けに進まなければならないのである。これがこの方法の 決定的な問題点のひとつであ る(第7図参照)。... 自分の心のなかに、「これだけの紙きれの資料は、自分の考えによれば、内容的に市場調査・品質管理・労務管理と三つに大きく仕切るのが正しい」などというたぐいの、グループ分けについての独断的な原理をあらかじめ頭の中にもっているからである。その独断的な分類のワクぐみを適用し、そのできあいのワクの中にたんに紙きれの資料をふるい分けて、はめこんでいるにすぎないのである。これでは KJ法の発想的意義はまったく死んでしま う。 発想法 p.77

• It is completely wrong to move from broad categories to finer ones. We must always proceed from finer categories to broader ones. This is one of the critical issues with this method. ...
• This is because in your mind, you already have a preconceived notion about how to categorize the pieces of information, such as "According to my understanding, it is correct to broadly categorize these pieces of paper into market research, quality control, and labor management." You are merely applying this arbitrary classification framework and sorting the pieces of information into these preconceived categories. This completely nullifies the creative significance of the KJ Method.

あらかじめ頭の中にもっているグループ分けの原理を適用し、そのできあいのワクの中にたんに紙きれの資料をふるい分けて、はめこんでいるだけでは KJ法の発想的意義はまったく死んでしまう。(西尾要約)

• Merely applying the existing principles of grouping in your mind and sorting the pieces of information into these ready-made frameworks completely nullifies the creative significance of the KJ Method.

We must let go of existing frameworks. "ready-made grouping frameworks"

先入観によって作られたグループ境界を壊さなければならない We must break down the boundaries of groups created by preconceptions.

Ken Suzuki's idea of "NAMERAKA(smooth)" boundary blurring,

世界をフラットではなく、ステップでもなく、NAMERAKA(smooth)にしよう FLAT 均質 homogeneous / singular

STEP 差異がある 分断 differences / divided into parts

smooth boundary without division

均一にするのではなく、しかし分断をなくして境界をなめらかにする We should not to make world homogeneous to resolve division. We should make the boundaries NAMERAKA(smooth).

✅

人々の認知能力を増強することは境界をなめらかにする Augmenting human cognitive abilities smoothes boundaries.

これが分断を超えて協力するために必要なことだと思う this is what we need to do to work together across the divide