Get over 50% off tuition for Introduction to Intrapreneurship online course

Could the U.S. government shutdown be an opportunity for innovation? Being outside the confines of the office presents an opportunity for employees of any agency to develop the ideas and skills needed to advance innovation. In other words, here’s a chance for furloughed U.S. federal workers to focus on government innovation, and TechChange wants to help: starting today, TechChange is offering furloughed U.S. federal employees to take our Introduction to Intrapreneurship course for only $50.

More than ever, U.S. federal employees must find ways to maximize impact on a budget in one of the largest bureaucracies in the world. But where does innovation in a big bureaucracy come from? Ideas can come from every level of an organization, and are sometimes initiated by middle management or those in junior level-roles in a hierarchy. There’s a saying that, “Scarcity fuels innovation.” Outside the normal confines of the office, in a fresh setting, creates a breeding ground for new and innovative ideas. Thus the furlough is a great opportunity for government workers to discover and plan for new value-creating ideas.

Fortunately, government innovation has precedence. Todd Park, the Chief Technology Officer of the United States of America, is a great example of a government innovator. At the age of 24, he co-founded AthenaHealth, a company providing digital healthcare business services including electronic medical record services and virtual medical billing that went public on NASDAQ in 2007. In 2009, he accepted a job in the White House as the Chief Technology Officer of Health and Human Services (HHS) where he championed open innovation for government initiatives. He launched a series of hackathons and “datapaloozas” to make government data more available to public. In 2012, Park was promoted to CTO of the United States and special advisor to the president on technology. He has since launched the Presidential Innovation Fellows program.

TechChange wants to make it easier to empower U.S. federal employees to become intrapreneurs, applying entrepreneurial and start-up practices like Todd Park, to create innovation within their respective government agencies. Our Introduction to Intrapreneurship course, which was recently mentioned in Fast Company, is an opportunity for furloughed workers and other institutional innovators to learn from each other and be empowered to inspire change at their respective organizations, whether it be a federal government agency, an NGO, or a corporation.

As you can probably tell, we’re all very excited here at TechChange. Former TechChanger, long-time Ushahidi guru, and eternal Zen Archer Rob Baker has been selected as part of the second round of the Presidential Innovation Fellows program. Yes, Rob will be contributing to Open Data Initiatives at USAID  where he will develop innovative solutions in areas of national significance.

For those who are unfamiliar with the program, the White House website has details:

“The Presidential Innovation Fellows (PIF) program pairs top innovators from the private sector, non-profits, and academia with top innovators in government to collaborate during focused 6-13 month “tours of duty” to develop solutions that can save lives, save taxpayer money, and fuel job creation. Each team of innovators is supported by a broader community of interested citizens throughout the country.”

But don’t just take it from the White House. Have a listen to last year’s fellows about what their experience meant:

While we’re pretty stoked about open data in general (and even teach it as part of our course on Open Government) and this development in particular, the timing couldn’t be more perfect for our first-ever upcoming course on intrapreneurship. Intrapreneurship is defined as entrepreneurial behavior from within a large, established institution. But the truly interesting part of this program is that it shows an angle that institutions should consider: institutionalizing a process for insourcing innovative talent and new ideas. While most of our posts have thus far focused on the role of individuals in pushing their organizations forward, the truth is that forward-thinking organizations are looking just as hard for entrepreneurs to help rethink their business. After all, if ideas like this can deliver solid results for an institution as large as the federal government, then your organization is hard-pressed to find an excuse.

And so from the bottom of our hearts and the top our nerd attic, we’re sending our best to Rob and all of the incoming fellows! We know you’ll crush it.

Rob Baker Speaking at DUPictured: Rob Baker speaking at DU

 

If you’re interested in contributing to PIF projects, you can learn about current and future rounds of the PIF program at whitehouse.gov/innovationfellows, contribute code on GitHub, or visit Data.gov to help turn openly available government data into new products, services, and jobs. 

If you are interested in using technology for peacebuilding consider taking our course, Technology for Conflict Management and Prevention, starting July 23rd. 


 

Social media plays a major role in raising awareness about mass atrocities. In the most visible example, Invisible Children’s Kony 2012 video has garnered more than 90 million YouTube views. But the utility of social media for preventing atrocities goes beyond advocacy—a utility that the U.S. government (USG) should explore and embrace. How can the USG best leverage these tools for its atrocity prevention efforts?

For one, the White House should commission a study that assesses the value of creating a Mass Atrocities Prevention Center (MAPC) to collect, analyze, and distribute intelligence on atrocities from all relevant sources including social media platforms.

There are, of course, dangers in establishing new bureaucratic structures. In many cases, they muddle lines of communications and authority. But, certain new structures have significantly enhanced the USG’s response to complex threats. One such example is the National Counterterrorism Center (NCTC), which could serve as a model for the MAPC.

The NCTC was created as a fusion center for intelligence from a range of disparate sources on terrorist activities.

As with terrorism, there is a wide range of potentially useful sources for garnering intelligence on atrocities. Social media platforms that are household names—YouTube, Twitter, and Facebook—can be used for documenting and warning about atrocities. Less well-known but equally useful initiatives such as Ushahidi and Small World News can serve a similar purpose.

Organizations are already using these tools to bring atrocities into the public eye. Amnesty International’s Eyes on Syria and Resolve’s LRA Crisis Tracker are two notable examples in this regard.

The USG should now look at ways to leverage the information from these and other “open” (i.e. unclassified) sources in its atrocity prevention efforts.

The MAPC would thus build a strong working relationship with the intelligence community’s Open Source Center given that, based on the center’s stated mission, it’s theoretically best positioned to collect intelligence from social media platforms.  As an independent center, the MAPC would then be able to synthesize open source with classified intelligence on atrocity threats.

A challenge brought by social media and other technological developments is the tsunami of information now available on any given event. In fact, humans today create as much information every fifteen minutes as collected by the Library of Congress in over two centuries. And endemic in the information overflow is falsehoods and untruths.

The 2008 Albright-Cohen task force on genocide prevention readily recognized these challenges:

“The bounty of information—which can only be expected to grow in the future—does not necessarily ease the analytic challenge. First, the amount of material can be overwhelming, and second, it is hard to judge the accuracy of the reporting. For example, a crucial and difficult task for analysts is to distinguish systematic killing of civilians from more general­ized background violence, as most if not all mass atrocities occur in the context of a larger conflict or a campaign of state repression.  The accuracy of analysts’ warnings will also depend on the extent to which they can identify warning signs or indicators of genocide and mass atrocities.”

The MAPC should have a directorate—based on the NCTC’s Directorate of Strategic Operational Planning (DSOP)—that develops an analytic framework for managing the high volume and veracity of intelligence flows. The MAPC’s version of the DSOP would inter alia identify the most relevant sources, develop a framework for analyzing social media, and create a comprehensive mass atrocity prevention intelligence strategy that synthesizes open and classified sources.

In sum, social media could be an important tool for improving the USG’s intelligence on mass atrocities. But the intelligence community and policymakers won’t be able to leverage these sources unless the USG has the bureaucratic structure in place do so. As of now, this structure doesn’t exist. The White House should consider standing up a MAPC to change the status quo.

 

Andrew Miller recently participated in TC104: Global Innovations in Digital Organizing. He works on conflict prevention at a Washington, DC think-tank and can be found on Twitter at @andrewmiller802.