Using Adversarial Collaboration to Harness Collective Intelligence
There are many mysteries in the universe. One of the most significant, often considered the final frontier in science, is understanding how our subjective experience, or consciousness, emerges from the collective action of neurons in biological systems. While substantial progress has been made over the past decades, a unified and widely accepted explanation of the neural mechanisms underpinning consciousness remains elusive. The field is rife with theories that frequently provide contradictory explanations of the phenomenon. To accelerate progress, we have adopted a new model of science: adversarial collaboration in team science. Our goal is to test theories of consciousness in an adversarial setting. Adversarial collaboration offers a unique way to bolster creativity and rigor in scientific research by merging the expertise of teams with diverse viewpoints. Ideally, we aim to harness collective intelligence, embracing various perspectives, to expedite the uncovering of scientific truths. In this talk, I will highlight the effectiveness (and challenges) of this approach using selected case studies, showcasing its potential to counter biases, challenge traditional viewpoints, and foster innovative thought. Through the joint design of experiments, teams incorporate a competitive aspect, ensuring comprehensive exploration of problems. This method underscores the importance of structured conflict and diversity in propelling scientific advancement and innovation.
A Manifesto for Big Team Science
Progress in psychology has been frustrated by challenges concerning replicability, generalizability, strategy selection, inferential reproducibility, and computational reproducibility. Although often discussed separately, I argue that these five challenges share a common cause: insufficient investment of resources into the typical psychology study. I further suggest that big team science can help address these challenges by allowing researchers to pool their resources to efficiently and drastically increase the amount of resources available for a single study. However, the current incentives, infrastructure, and institutions in academic science have all developed under the assumption that science is conducted by solo Principal Investigators and their dependent trainees. These barriers must be overcome if big team science is to be sustainable. Big team science likely also carries unique risks, such as the potential for big team science institutions to monopolize power, become overly conservative, make mistakes at a grand scale, or fail entirely due to mismanagement and a lack of financial sustainability. I illustrate the promise, barriers, and risks of big team science with the experiences of the Psychological Science Accelerator, a global research network of over 1400 members from 70+ countries.