Showing posts with label feedback. Show all posts
Showing posts with label feedback. Show all posts

Sunday, January 23, 2011

Some problems with the use of data mining in social sciences

Old science?




Anderson 2008 believes that the impact of huge databases has changed the methodology of Science:


"The scientific method is built around testable hypotheses. These models, for the most part, are systems visualized in the minds of scientists. The models are then tested, and experiments confirm or falsify theoretical models of how the world works. This is the way science has worked for hundreds of years.
Scientists are trained to recognize that correlation is not causation, that no conclusions should be drawn simply on the basis of correlation between X and Y (it could just be a coincidence). Instead, you must understand the underlying mechanisms that connect the two. Once you have a model, you can connect the data sets with confidence. Data without a model is just noise.
But faced with massive data, this approach to science — hypothesize, model, test — is becoming obsolete. ....
There is now a better way. Petabytes allow us to say: "Correlation is enough." We can stop looking for models. We can analyze the data without hypotheses about what it might show. We can throw the numbers into the biggest computing clusters the world has ever seen and let statistical algorithms find patterns where science cannot.
The best practical example of this is the shotgun gene sequencing by J. Craig Venter. Enabled by high-speed sequencers and supercomputers that statistically analyze the data they produce, Venter went from sequencing individual organisms to sequencing entire ecosystems. In 2003, he started sequencing much of the ocean, retracing the voyage of Captain Cook. And in 2005 he started sequencing the air. In the process, he discovered thousands of previously unknown species of bacteria and other life-forms.
If the words "discover a new species" call to mind Darwin and drawings of finches, you may be stuck in the old way of doing science. Venter can tell you almost nothing about the species he found. He doesn't know what they look like, how they live, or much of anything else about their morphology. He doesn't even have their entire genome. All he has is a statistical blip — a unique sequence that, being unlike any other sequence in the database, must represent a new species.
This sequence may correlate with other sequences that resemble those of species we do know more about. In that case, Venter can make some guesses about the animals — that they convert sunlight into energy in a particular way, or that they descended from a common ancestor. But besides that, he has no better model of this species than Google has of your MySpace page. It's just data. By analyzing it with Google-quality computing resources, though, Venter has advanced biology more than anyone else of his generation."
I have issues with this approach. The first is that it is naive to believe that pure induction is possible.  An old, probably apocryphal story is told of an amateur scientist in the early days of the Royal Society who became enamoured of the Baconian inductive method of Science. So for thirty years he observed everything, wrote up his diaries and presented them, a mass of unorganised data, to the RS where they still lie, in the archives, unanalysed. But the 'scientist' was fooling himself. Before you collect data you must decide what to measure, before you observe you must select what you observe. Thus your beliefs (which are essentially unformed, unacknowledged theories) influence and pre-judge the facts from which you then construct your theories. There is likely to be a little confirmation bias in this loop, particularly so if the data is about people as in the social sciences.

My second concern is with the danger of false positives.  (Rajaraman 2008) suggests that "adding more, independent data usually beats out designing ever-better algorithms to analyze an existing data set".  Perhaps they key word here is 'independent' because if you look for patterns you are going to find them. Statisticians use significance limits, often 1%,  to determine whether a pattern occurs by pure random chance. But if you have a large data set of say 100 variables and you correlate each with each of the others you will trawl 10,000 patterns. At a 1% level you would expect to find 100 correlations by chance! How will you tell which are true correlations and which are false positives?

Thirdly, there is a concern about the objectivity of the data. Genome sequences are relatively easy to observe although there is always the possibility of contamination. But in the social sciences it is far more difficult for the observer NOT to 'contaminate' the observation. For example, if a subject is aware that they are being observed they may behave differently, often to conform to what they believe the observer expects of them. An example of this is social desirability bias. This can be exacerbated in action research in education when the observing experimenter may also be the teacher seeking to achieve better grades for the pupils who are at the same time the subjects of the experiment. Ethical considerations suggest that you can't not get involved. "On one hand, institutions might be vulnerable to charges of “profiling” students when they draw conclusions from student data; on the other, they could be seen as irresponsible if they don’t take action when data suggest a student is having difficulty." Educause 2010. But Goodhart's Law, quoted by Snowdon (2011) as  "the minute a measure becomes a target it ceases to be a measure" (although more accurately it is 'once a measure becomes a target it loses its value as a measure') suggests that the taking of action significantly undermines the research. 

This feedback effect has huge implications. Traditionally social sciences have used statistics based on the Gaussian bell-curve. There is significant research (Taleb 2007; Ball 2004; Buchanan 2000) to suggest that Mandelbrotian power-law statistics may be more appropriate. This is because there is often feedback between observer and observed. Feedback (also found in earthquake modelling and avalanches of grains in sand-piles) changes the maths. 

I still agree that the data mining has massive potential but its application to social sciences raises significant concerns which need to be addressed.

References


Anderson C 2008 The end of theory: the data deluge makes the scientific method obsolete Wired Magazine 23rd June 2008 available at http://www.wired.com/science/discoveries/magazine/16-07/pb_theory accessed 17th January 2011


Ball P 2004 Critical Mass: how one things leads to another Heinemann London


Buchanan M 2000 Ubiquity Weidenfield & Nicolson, London


Educause 2010 7 things you should know about analytics available at http://net.educause.edu/ir/library/pdf/ELI7059.pdf accessed 17th January 2011


Rajaraman A 2008 More data usually beats better algorithms Blog post 24th March 2008 in Datawocky available at http://anand.typepad.com/datawocky/2008/03/more-data-usual.html accessed 17th January 2011


Snowdon D 2011 A grain of sand: innovation diffusion blog posted on 11th January 2011 in Cognitive Edge available at http://www.cognitive-edge.com/blogs/dave/2011/01/a_grain_of_sand_innovation_dif.php accessed 17th January 2011


Taleb NN 2007 The Black Swan: the impact of the highly improbable Random House, New York

Sunday, November 7, 2010

Networks

If the 'rip, mix, burn' model of education (see my post of the 28th October) is valid then it is worth investigating the 'mix' phase. Mix is when ideas come together. One way of doing this is by bringing together people who have different ideas (another way is by one person reading lots of different books!).


Presumably, if the ideas are too different, there will only be incomprehension and misunderstanding. It is like two cultures coming together when people fight rather than trades. It is like listening to jazz for the first time; it sounds like a cacophony. So there has to be some common ground. But if the ideas are too similar there won't be sufficient mix. Thomas Kuhn's Structure of Scientific Revolutions might distinguish between the creeping progress phase when the ideas are very similar and the revolutionary phase.


Networking is a way of bringing people together. The power of Facebook shows how much people enjoy (social) networking. Other websites, such as LinkedIn, exist to encourage professional networking. The rise of the coffee house gave birth to Lloyds but it was probably also responsible for the rapid spread of ideas that became known as the Enlightenment and gave us the scientific, political and commercial concepts on which the modern world is based. 


Reinelt (2010) suggests that "Networks scale when people in networks reach across divides (e.g., race, sector, issue, interest) and build bridges that enable them to exchange ideas, share resources, and collectively self-organize to influence fields and policies. Boundary-spanning begins with conversations to find connections. These connections form clusters that lead to stronger webs of relationships and eventually robustly link networks to other networks -- a fundamental prerequisite for scaling. " 


Ricchiuto 2010 offers the 4 Laws of social networks:

  • Serendipity "happens at the intersection of (network) consciousness and being transparent about one's gifts and passions"
  • "Innovation happens at the intersection of learning and cultivating diverse connections"
  • "Influence happens at the intersection of credibility and location in the network"
  • Networks grow when there are many introductions and the people who are introduced are generous, giving without expecting reciprocity.
This tells us little other than that Ricchiuto believes that networks work if the people in them are transparent, generous and credible; if they cultivate diverse connections and make intorductions; and if they are ready to learn. 



Malcolm Gladwell (2000; p259) lists the factors that cause what he calls social epidemics: "We are powerfully influenced by our  surroundings, our immediate context, and the personalities of those around us .... Merely by manipulating the size of a group, we can dramatically improve its reception to new ideas. By tinkering with the presentation of information, we can significantly improve its stickiness. Simply by finding and reaching those few special people [people who cultivate friendships; people who have acknowledged in-depth expertise such that other people will take their advice, and people who know how to persuade] .... we can shape the course of social epidemics." 


For Gladwell, therefore, networks need to be the right size, and in the right context, and the people  in them need to be well-connected, persuasive and acknowledged experts. It also helps is the information is 'sticky'.


Krebs (2010c) created a network map showing the political affiliations of the candidates in the 2010 NY gubernatorial race: it dramatically illustrates a partisan politics. A network like this is going to create disturst and misunderstanding rather than the 'mix' phase of learning.








One of the things we know about networks is that they generate feedback loops. In another posting, Krebs (2010b) points out that positive feedback created the bubble in the sub-prime mortgage market that led to collapse. This is easy to spot in hindsight; why couldn't the players within the feedback loops spot the dangers earlier? His suggestion is that each part of the feedback loop was below the 'network horizon' of the other part. "In networks, any path longer than 2 steps is usually considered "over the horizon" -- one cannot see, nor influence, over the horizon. In networks, distance leads to distortion, delay, and increased risk."


He has already explained this idea in an earlier post (2010a)."After one step the message begins to grow fuzzy, after two it is becoming very noisy, and after three it is basically useless -- background hum. We might be all separated by six degrees but it is the first two steps that really matter." He also points out that nodes in the network differ in how quickly they pass on information. So if you want to get your message out there DON'T rely on a single connector or maven; get your message to several nodes in different parts of the network or as Krebs puts it: build in redundancy.


This delay idea leads me to think of the beer game described by Senge (2006). In this modelling of inventory stocks it is an inbuilt delay in receiving information which leads to disastrous stock fluctuations. 


If you consider twitter as a network there are perhaps three sorts of tweeter:

  • Those who follow many and are followed by a few: these tweeters learn a lot and develop a great deal of expertise: in Gladwell's terms these are the mavens who collect knowledge and therefore develop a reputation for expertise: their followers listen to them;
  • Those who follow a few but are followed by many: these are the salesmen, the persuaders
  • Those who follow many and are followed by many: these are the connectors

Might also be worth reading this post (14th December 2009)

References
Gladwell M  2000 The Tipping Point Abacus London


Krebs V 2010a Spread of Influence in a Network (27th February 2010) blog posting on TNT - The Network Thinkers http://www.thenetworkthinkers.com/ accessed 7th November 2010


Krebs V 2010b In the Dance of Debt - Who is Leading? (10th October 2010) blog posting on TNT - The Network Thinkers http://www.thenetworkthinkers.com/ accessed 7th November 2010

Krebs V 2010c Networks on the radio (30th October 2010) blog posting on TNT - The Network Thinkers http://www.thenetworkthinkers.com/ accessed 7th November 2010


Ricchiuto J 2010 The 4 Laws of Networks (17th Feb 2010) on Network Weaving available at http://networkweaver.blogspot.com/2010/02/4-laws-of-networks.html accessed 7th November 2010.

Reinelt 2010 Comment (22nd Feb 2010) on blog Network Weaving available at http://networkweaver.blogspot.com/2010/02/4-laws-of-networks.html accessed 7th November 2010.

Senge P 2006 The Fifth Discipline. The art and practice of the learning organisation. Random House London