Collective intelligence augmented.

A professor at the Wharton School and a leading researcher on the impact of AI in organizations, Ethan Mollick offers the contemporary framework for human-AI collaboration. His notion of the “jagged frontier” shows that AI excels at some tasks and stumbles on others that seem just as close, which calls for a model of co-intelligence where the human stays in the loop (Co-Intelligence, 2024). With Co-Existence (2026), he turns to what comes next: learning to work and live with these machines.

In our mandates: our facilitation expertise is what locates that frontier at each stage of the process and manages the back-and-forth between what AI does better and what only a group of humans can accomplish.

An engineer and inventor, to whom we owe among other things the computer mouse, Douglas Engelbart argued as early as 1962 that the right tools and collaboration structures can augment a group’s intelligence (Augmenting Human Intellect); he would later speak of “collective IQ.” It is the verb that defines us: to augment.

In our mandates: our collective note-taking tools and our AI tools serve this idea: they give the group a hold on everything it produces.

Our positioning: this program is the direct source of our signature, augmented collective intelligence. The intelligence is already in your groups; our work is to create the conditions for it to express itself, then to augment it with the best tools of each era, from felt markers to generative AI.

A community psychologist and founder of Community At Work, Sam Kaner mapped a group’s natural path toward a participatory decision: first divergence, where all perspectives open up, then the groan zone, where views confront one another and integration takes place, and finally convergence toward common ground (Facilitator’s Guide to Participatory Decision-Making, 1996).

In our mandates: every process we design guides the group through these three phases, calibrating the exchange formats so the crossing is productive rather than paralyzing.

Marvin Weisbord, an organization development consultant, and Sandra Janoff, a psychologist, set out a principle we have made our own: the gatherings that yield the most are those where the person facilitating designs a frame solid enough for the group to take over, and has the discipline not to intervene while the group is finding its own way (Don’t Just Do Something, Stand There!, 2007).

In our mandates: fully present, almost invisible. We add no noise; we let the group’s signal express itself and we help it become visible.

A researcher at MIT and a leading figure in organizational learning, Peter Senge formalized the idea that the best-performing organizations are those that learn collectively, where systems thinking lets the group see overall patterns that no single individual perceives alone (The Fifth Discipline, 1990).

In our mandates: our interactive dashboards and analyses make visible to the group what it has produced, so it can learn from its own intelligence.