## Delphi Methods and Ensemble Classifiers

Ensemble classifiers are a bit like Delphi methodology, in that they utilize multiple models (or experts) to arrive at a model that offers better predictive performance than would a single model (Dalkey & Helmer, 1963; Acharya, 2019). These are independent or parallel classifiers, implementing a majority vote amongst the classifiers like the Delphi method. A variety of individual classifiers can be used, including logistic regression, nearest neighbor methods, decision trees, Bayesian analysis, or discriminate analysis. According to Dietterich (2002), ensemble classification overcomes three major problems: Statistical, Computational, and Representational. The Statistical problem involves the hypothetical space being too large for the data itself, producing multiple accurate hypotheses yet only one being chose. The Computational problem involves the algorithm’s inability to guarantee the best hypothesis. The Representational problem involves the hypothetical space being devoid of any good approximation of the target.

Ensemble methods include bagging, boosting, and stacking. Bagging is considered a parallel or independent method; boosting and stacking are both sequential or dependent methods. Parallel methods are used when the independence between the base classifiers is advantageous, including error reduction; sequential methods are used when dependence between the classifiers is advantageous, such as correcting mislabeled examples or converting weak learners (Smolyakov, 2017).

Random forests are not exactly ensemble classifiers but do produce results from multiple decision trees and aggregate the results, like Bagging (Liberman, 2017). These train on different datasets and features, both randomly selected. Bias and variance errors are mitigated by way of low correlation between the models. Again, like ensemble classifiers and even Delphi method decision-making, learners operating as a committee should outperform any of the individual learners.

References

Connolly, T. & Begg, C. (2015).  Database Systems: A Practical Approach to Design, Implementation, and Management (6th ed.). London, UK: Pearson.

Dalkey, N., & Helmer, O. (1963). An experimental application of the Delphi method to the use of experts. Management Science9(3), 458-467.

Dietterich, T. G. (2000). Ensemble methods in machine learning. International workshop on multiple classifier systems (pp. 1-15). Springer Berlin Heidelberg.

Dietterich, T. G. (2002). Ensemble Learning. In The Handbook of Brain Theory and Neural Networks, Second Edition, (M.A. Arbib, Ed.), (pp. 405-408). Cambridge, MA: The MIT Press.

Smolyakov, V. (2017). Ensemble learning to improve machine learning results. Retrieved from https://blog.statsbot.co/ensemble-learning-d1dcd548e936

Tembhurkar, M. P., Tugnayat, R. M., & Nagdive, A. S. (2014). Overview on data mining schemes to design business intelligence framework for mobile technology. International Journal of Advanced Research in Computer Science, 5(8).

## Decision making with Delphi

The Delphi method brings subject matter experts with a range of experiences together in multiple rounds of questioning to arrive at the strongest consensus possible on a topic or series of topics (Okoli & Pawlowski, 2004; Pulat, 2014). The first round is typically used to generate the ideas for subsequent rounds’ weighting and prioritizing, by way of a questionnaire. This first round is the most qualitative of the steps. Subsequent rounds are more quantitative. According to Pulat (2014), ideas are listed and prioritized by a weighted point system with no communication between the subject matter experts. This is meant to avoid confrontation (Dalkey and Helmer, 1963). Results and available data requested by one or more experts can be shown to all experts, or new information that is considered potentially relevant by an expert (Dalkey & Helmer, 1963; Pulat, 2014).

While Delphi begins with and keeps a sense of qualitative research about it, traditional forecasting utilizes mostly quantitative methods, utilizing mathematical formulations and extrapolations as mechanical bases (Wade, 2012). Using past behavior as a predictor of future positioning, a most likely scenario is extrapolated (Wade, 2012; Wade, 2014). This scenario modeling confines planning to a formulaic process much like regression modeling. Both Delphi and traditional forecasting utilize quantitative methods, the difference being to what degree. A key question in deciding which method to use is what personalities are involved. Delphi methodology gives the most consideration to big personalities and potentially fragile egos, avoiding any direct confrontation or disagreements.

References

Dalkey, N., & Helmer, O. (1963). An experimental application of the Delphi method to the use of experts. Management Science9(3), 458-467.

Okoli, C., & Pawlowski, S. D. (2004). The Delphi method as a research tool: an example, design considerations and applications. Information & Management42(1), 15-29.

Pulat, B. (2014) Lean/six sigma black belt certification workshop: Body of knowledge. Creative Insights, LLC.

Wade, W. (2012) Scenario Planning: A Field Guide to the Future. John Wiley & Sons P&T. VitalSource Bookshelf Online.

## Thick Data and Big Data

In March 1968, Robert F. Kennedy said, of the Gross Domestic Product index: “It measures neither our wit nor our courage, neither our wisdom nor our learning, neither our compassion nor our devotion to our country, it measures everything in short, except that which makes life worthwhile.”

“What is measurable is not always what is valuable.” Wang (2016b) paraphrased Kennedy, originally referencing GDP and its inability to measure the qualitative human condition. With the exponential increase in attention to Big Data as of late, the focus on speed and scale have left out things that are “sticky” or “difficult to quantify” (Wang, 2016b). This disparity reflects the traditional gap between qualitative and quantitative research. In fact, Wang found referring to the qualitative efforts in traditional terms (e.g., ethnography) was met with enough skepticism and pushback that a new term friendly to data jargon had to emerge—and thus the term thick data was born.

At first glance, thick data is not attractive in the traditional sense of big data. It is inefficient, does not scale up, and is usually not reproducible. However, when combined with big data, it fills the gaps that the quantitative measures leave open. While big data can identify patterns, it cannot explain why those patterns exist. If big data can go broad, thick data can go deep. Thick data relies on human learning and complements the findings from machine learning that big data cannot provide adequate context for. It shows the social context of specified patterns and is able to handle irreproducible complexity. It is the qualitative complement to quantitative data, the color and nuance to a black-and-white picture.

Forces against the adoption of thick data typically stem from bias against qualitative data. Again, it is messy…inefficient, sticky, complicated, and nuanced. Most of the big data world values what can be quantified and the relationships that can be mapped. As (Wang, 2016a) notes, quantifying is addictive, and it can be easy to throw out data that doesn’t fit a numerical value. It isn’t a zero-sum game, however. Both big data and thick data complement each other. But “silo culture”—the same phenomenon that disrupts data integration and wreaks havoc across enterprise data environments—threatens the symbiosis between these two (Riskope, 2017). While thick data is not an innovation in the same sense of cutting-edge artificial intelligence or new developments in IoT technology, it is an innovation in how we think about the world around us and what is important when studying that world.

References

Riskope. (2017). Big data or thick data: Two faces of a coin.  Retrieved from https://www.riskope.com/2017/05/24/big-data-or-thick-data-two-faces-of-a-coin/

Wang, T. (2016a). The human insights missing from big data.  Retrieved from https://www.ted.com/talks/tricia_wang_the_human_insights_missing_from_big_data

Wang, T. (2016b). Why big data needs thick data.  Retrieved from https://medium.com/ethnography-matters/why-big-data-needs-thick-data-b4b3e75e3d7

## Five thousand days of the World Wide Web

In 2007, Kevin Kelly looked back on the last 5,000 days of the World Wide Web and asked: what’s to come? Now, with years of hindsight since that talk, we ask: what next?

One thing I have to call attention to here is the latter part of the talk, in which Kelly discusses codependency and the exchange of privacy for convenience. Total personalization equals total transparency. From a development and data perspective, nothing is outlandish about that statement. But as we have seen in the social fabric over the last few years, not everyone understands or agrees with that logic. There is a demand for personalization without the transparency. I believe the watershed moment in that space will be a split between those who eschew all personalization in order to maintain privacy, and those who are determined to innovate a way around having personalization and privacy to the degree that we expect now.

That is not my prediction for an innovation in the next two decades. For that, think back to 2012, when Google Glass was first introduced to the public. It was a product ahead of its time and failed to gain traction. Less than ten years later, Google is refining the product for a more sophisticated release and targeted audiences are paying attention. Looking ahead to 2030 and beyond, augmented reality products will be as commonplace as the personal vital signs wearable (Apple Watch) or natural language processor in the living room (Amazon Alexa). Forces working in their favor are both tangible and intangible. Augmented reality is already here, most notably in current iPhone models. This has introduced the concept in an incremental and friendly way in an existing device as opposed to a bombshell new product class. Consumers are able to experience the tangible technology on devices they are already familiar with, gain confidence, and accept the new products that push the envelope. These are a mix of technological, cultural, and social forces.

These same forces can work against adoption. The development of augmented reality now centers around headsets and devices with cameras, but what of the technologies that can project fully-functional desktops and workstations into the ephemera to be touched and manipulated as though they were physically there? The interface running Tony Stark’s lab in Iron Man is not run through Google Glass but is just simply there. Assuming these can be done, take my earlier point about transparency and privacy, and apply it to these technologies that, by definition, augment the very reality we function in. If people are uncomfortable now with the personalization/transparency tradeoff, a new device that alters how they see and interact with the world might simply be a bridge too far.

References