Introduction to the Amoeba Experiment

What happens when you fill a space with individuals from diverse professional backgrounds and skill sets, designed to spontaneously generate insights, ideas, and collaborations—without their prior knowledge?

This experiment not only seeks to understand collaborative dynamics but also aims to model a microcosm of a fairer economy where resources are optimised, and every contribution is valued.

Our experiment was driven by four main hypotheses, each designed to challenge conventional thinking and explore new possibilities: Organic development, Resource rethinking, Economic models innovation, and Tools and methods advancement.

Experiment Design and Cognitive Science Application

Using cognitive science principles, we designed activities that would not only engage but also challenge participants' perception and reasoning, mirroring real-world problem-solving scenarios.

The intent behind the Amoeba experiment was to explore the outcomes of an environment largely free from cultural biases, organisational structures, bureaucracy, funding constraints, and time pressures. And then create activities that stimulated and engaged the creative mind with the intent to organically (or naturally) induce and generate "ahaa, eureka, or coffee machine moments".

The experiments were designed around principles from cognitive science, which explores how people perceive, think, understand, and remember information. This interdisciplinary approach allowed us to craft activities that tapped into the collective intelligence of the group, fostering a milieu where participants could contribute to and elevate each other's ideas, leading to what is known as collective brilliance.

The insights from our economic model innovations have the potential to challenge and reshape traditional economic theories, promoting a more equitable distribution of resources and recognising diverse contributions.

Implementation and Observational Insights

Centered on organic development, the experiments tested if ideas and collaborations could emerge naturally without direct prompts to innovate. We observed the outcomes, gauged the impact of activities, and noted participants' comfort levels across various parameters, all conducted anonymously. This included everything from descriptions of the space, what they were able to do, pricing, and more.

For instance, activities were tailored to trigger diverse cognitive responses by utilising variable stimuli—such as changing room colors or ambient sounds based on the flow of discussion, enhancing cognitive diversity and idea generation.

Innovative Features and Spatial Dynamics

The space was designed to be multifunctional, serving as an office hotel, co-working space, event venue, community hub, or creative lab as needed, dynamically adapting to the users' requirements.

Described as not being what one might initially think, but rather what one might need—intentionally cryptic to foster curiosity and openness.

Challenges and First Principle Approaches

A key aspect of Amoeba was the decision to keep participants uninformed about the experiment's goals, avoiding preconceived notions and biases that might influence their creativity and interaction patterns.

The objective was to explore the unknown—to unravel the underlying mechanisms of spontaneous creativity and group dynamics without the bias of predefined expectations, providing a raw look into the natural progression of collaborative innovation.

Our objective was to methodically uncover the points of failure through extensive testing—identifying not just when and how discomfort or disengagement occurred, but exploring the deeper psychological and social triggers behind these moments.

Doing a First Principle methodology to assume nothing and break it down into the smallest parts. The intent was not to do something that worked, but the opposite. Investigate where it breaks, not telling what to do, when to do and not just "make it work", or "business as usual". Find out what actors were acting in good faith, and which weren't.

Local Context and Its Impact on the Experiment

This article describes the initial premise for the first phase of amoeba. It describes the introduction to the testbed over 2.5 years at Tredje L?nggatan in a turn of the century building in Gothenburg, Sweden.

Gothenburg, with its unique mix of historical context and modern challenges, provided the perfect backdrop for our experiments, allowing us to explore the gaps between public perceptions and private realities. And with some small changes, it can be a bustling, thriving city.

The experiment included handpicking the initial talent and competences (office hotel) to create an environment that would be able to attract the secondary effects such as co-working and events to create this mix.

Set and create activities that stimulates, inspires and create engagement. Stimulating all senses through experiences. From physical and mindful events such as yoga, qi-gong, and dancing to club music, to collective co-creation through drawing, provoking the mind through theatre and performances, to conferences, hackathons, film shoots, design markets, productivity knowledge. Connect the pragmatic with the philosophical, the digital to the physical, the business-focused to humanity-centered...

We applied principles of game theory and chaos theory in controlled settings, which, contrary to participants' expectations, guided the experimental outcomes.

Stages in 1st phase

1, Space Set up a space in an attractive location. Fill the space with people of a diverse background and blend in competences, skillsets, and ages. The space was built from the principle that it could become what you needed, when you needed it.

2, Components Identify and set up the components needed. Skills and competences that gave the project a serious tone, blending structured competences such as lawyers and economists with creative talent, agencies, engineers, sustainability leadership with artists, yoga instructors, and event creators.

3, Process Set an adaptable process in order to make sure the balance is right and ensure that the concept is on track.

4, Activities Set up activities that inspire and create engagement. See if this could be done organically, and not spoon-fed.

5, Community Start setting up foundations about a community. See to what extent what would work.

6, Development Create and build products, tools, and resources derived from these insights and test out in realtime in the environment.

Each of these stages was crucial for cultivating a space where participants could engage freely without the constraints of traditional workspace dynamics, leveraging cognitive flexibility and problem-solving skills that are central to cognitive science. The arrangement encouraged participants to apply metacognitive strategies—thinking about their thinking—which enhanced collaboration and innovation.

Outcomes and Future Explorations

With the end in mind The results coming out of this have been with a focus on useable tools, products, methods, and action. That are based on the insights, and observations that revealed much about hidden drivers, economic models, and human behavioral factors regarding taking initiatives, willingness to share, willingness to pay, co-creation models, trust, and what models will work in this new economy. The information gathered was also to test and see where and why the traditional shared economy model worked and where and why it didn't work. Find out the economic, behavioral, relational, decision-making aspects behind it.

As we continue to dissect and interpret the findings, the subsequent articles in this series will dive deeper into specific hypotheses, methodologies, and results. Expect detailed discussions on:

- The effectiveness of organic development in stimulating innovation.

- Resource utilisation beyond assets, facilities, traditional job roles and time constraints.

- Economic models that pivot from traditional capital and labor to a nuanced understanding of value and reciprocity.

- The crafting of tools and methods that respond dynamically to evolving business and social needs built to cut through silos in organisations, social structures, and large segments.

Broader Implications for Organisational Design

Applicability of amoeba’s methods in organisations

The insights gained from the amoeba experiment extend far beyond its initial scope, offering valuable lessons for organisational and business design. Businesses can emulate this model to enhance their organisation, making them more responsive to the intrinsic needs of their teams. By integrating adaptable spaces that respond not only to physical but also to cognitive needs, organisations can foster a more innovative and responsive culture.

The methodologies, tools, and workflows developed through the amoeba experiment have significant implications for almost all types of organizations. By adopting Amoeba’s principles of flexibility, organic interaction, and a reduced emphasis on hierarchical and structured approaches, companies can foster environments that enhance creativity and spontaneous collaboration. Such practices not only lead to increased innovation but also help in identifying hidden potential within teams, encouraging a more engaged and proactive workforce. This approach can be particularly transformative in industries where adaptability and quick thinking are prized, demonstrating that the amoeba model can serve as a blueprint for future organisational design and function.

Conclusion The amoeba experiment challenges traditional concepts of space for work and collaboration, pushing the boundaries of what is possible when environments adapt to the needs of their users. This introduction serves as a gateway into a series of explorations that will further unpack the complex dynamics of this innovative testbed. By understanding the intricate layers of human interaction and organisational behavior revealed through the amoeba experiment, we can reimagine future spaces and collaborations.

It is not what you think it is. It can be what you need. It is not a place. It is not a thing. It is an idea, it is a movement, it is a verb. To amoeba, to create temporary organisms that are meant to change, adapt, and evolve. This is just the beginning.

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