Boris Perisset brings expertise in visuals, campaigns and enterpreneurship to Wedecide

Boris Perisset
Boris Perisset brings broad expertise to Wedecide

Boris Perisset has agreed to support Wedecide as design co-founder.

Boris studied graphic design in Luzern and was owner and creative director of Feinheit AG, 2006-2015. To return from project acquisition and project management to more creative tasks, he redimensioned himself into Atelier Perisset in 2016 and started teaching at the F&F School Zurich in the same year. Over all these years, he has had a large number of political clients and supported some campaigns with his experience.

Together with friends, Boris has made some own attempts towards improving political processes. He sees the Wedecide model as an answer to the growing gap of influence between the digitalized global economy and the national political systems.

His experience both as a visual creator and as a process-oriented enterpreneur helps to make Wedecide become real.

Christof Täschler develops the branding for Wedecide

Christof Täschler
Christof Täschler develops the branding for Wedecide

Christof Täschler has agreed to support Wedecide as design co-founder.

Christof studied graphic design in St. Gallen and, together with two colleagues, founded the interdisciplinary design collective He is the author of 2 design books and has taught design at different schools in Zurich and Buenos Aires. He realizes web and print publications and is a dedicated lover of the Swiss style in branding and design generally.

Christof has with great interest helped some political initiatives to develop their visual identity. Based on his awareness of critical social and political developments today, he is interested in bringing the Wedecide model into reality.

André Golliez celebrates his first anniversary in the Wedecide project

André Golliez
André Golliez celebrates his first anniversary in the Wedecide project

When André Golliez joined the project in early 2017, there was not yet anything like “Wedecide”. André had just got a mail that put the not-so-great 2016 into perspective with an outlook to better days, and he wanted to know more, and later decided to offer his advice, experience, and network.

André started with a master in computer science from ETH Zurich in 1986 and spent many years as IT manager in the engineering industry and the financial sector, and since 1999 as self-employed IT consultant for large institutions searching expertise in IT strategy and IT governance. From 2004 to 2009, he was President of the Swiss Computer Science Society.

André is a dedicated data politician. In recent years, he co-founded and still presides the Swiss Open Data Association, and the Swiss Data Alliance, a non-partisan initiative for data-driven innovation, growth and well-being in Switzerland. He believes in the usefulness of the Wedecide model and aims to help it becoming realized from small to large scale.

Enrico Tenaglia joined Wedecide as project manager

Enrico Tenaglia, Ph.D.
Enrico Tenaglia supports Wedecide as project manager

Enrico Tenaglia, Ph.D., has agreed to support Wedecide as co-founder for the area of project management.

Enrico studied biochemistry and molecular biosciences in Torino and in Madrid, with a research stay in Toronto and finally leaving the Spanish capital with a Ph.D. with honors. Since 2014, he is research scientist at the EPFL Laboratory of Life Science Electronics in Lausanne, and an experienced manager of complex research projects.

His interest in social sciences, politics and societal participation have brought Enrico to supporting Wedecide. At the moment, he explores the chances of using the Wedecide model for improving the representation, participation and responsibility of migrants in Swiss communities.

Wedecide in 9 slides

Wedecide in 9 slides

  1. 1. We decide. Wedecide.
    • We organize network-based collective decisions, i.e. decisions in which • you always decide whether to have direct influence (on the cost of forming an own opinion and being responsible) or if you want to be represented, and • all civil society actors may help you with representation and decision ease], • because we believe that good and legitimate decisions are necessary to have a good life and to save the world.
    • With initial clients, we build demonstration cases and grow the project to a worldwide social movement.
    • We develop and search first projects. Will YOU help us?
  2. 2. Collective decisions: Important yet nontrivial
    Good and legitimate collective decisions are necessary • Extreme opposite: Failed states. • Institutional quality predicts systemic success.
    Benevolent dictators do not work • Rich societies are too complex.
    Grass-roots decisions do not work • Too much effort to decide everything.
    Representative decisions cease to work • Depend on clear-cut group identifications. • Ceasing in Western societies. • Never-existing outside.
  3. 3. Solution: The Wedecide model
    Meta-decision freedom • Everyone decides which decisions to decide, which to be represented
    Actor-openness • Trust in every actor can be used for representation or decision ease
    Compromise and more • Many options for decisions • Both online/offline access • Many systemic options
    Trust deposit • Trust continuously stored, as base for representation and evaluation a.k.a. ‘Civil-society-based collective decision making’
  4. 4. Product
    Product • Offering decision-making for a fixed period • Hosting of evaluations, trust, counting process • Secure backup storage • Help with constitutional adjustments
    Price differentiation • By #users, #decisions • Non-profits vs. polities / for-profits
  5. 5. Markets
    Starting with accessible organizations • Universities • Cities addressing migrants • Parties
    Turning to large cases later • Public enterprises • NGO coalitions • Cities addressing citizens • Corporations
    Perspective applications • Nation states • Supranational level EU, global (climate!)
  6. 6. Competition and market strategy
    First-mover • Developer and first provider.
    Imitation? • Threat: Idea and technological development can be copied
    Counter-imitation strategy via network effects and public governance: Network effects • Especially for political actors. Legitimacy • Necessary for group motivation. • For-profit enterprises (e.g. FB) face conflicting goals.
    Going public • The enterprise will be turned into a public enterprise governed by elected board members in a fixed schedule.
  7. 7. Use for YOUR project!
    You are • an organization, group or coalition • interested in strong democracy for you and in general • open for new ways
    You want • to grow through good and legitimate decisions • to grow the responsibility of your individual members
    You have • more than about 300 individual members • internal trust relations and groups
    We offer you • a platform to decide about representatives and issues • the activation of your members and internal actors • consensus orientation, stability and transparency
  8. 8. More information? • • Hanno Scholtz (Founder) +41 79 755 3227 linkedin/hanno-scholtz • André Golliez (Network Co-Founder)

Making collective decisions is not easy, and the larger the collective the more difficult.

But efficient collective decision-making processes are a huge public good. In the long run, everyone benefits.

They are, however, not a matter of course. They do not emerge automatically. Although some rather efficient procedures have such a long history that they are sometimes seen as being “naturally” given, all collective decision-making processes have to be introduced, and it is not a law that in any case the first procedure implemented is the best.

Larger collectives make for more individuals to be involved. And for more complex decisions, i.e. more options with more different aspects to be evaluated. Both problems have current solutions, but both solutions can be better. offers improved collective decisions-making processes using network-based collective decision making (NBCDM). NBCDM is a method for making collective decisions using web-based information and communication technologies (ICT) with the four characteristics counting, trusted actor deployment, storage, and retrieval:

Counting: Collective decisions by counting individual support NBCDM makes decisions by counting relative citizen support for options.

TAs: Option support distributions: Self-made or delegated to trusted actors Citizens may determine their option support distributions themselves, or they may trust actors (individuals or all kind of organizations, abbreviated as TAs, trusted actors) who openly provide option support distributions, and arguments for these.

Storage: Continuously stored support of trusted actors Support for TAs is stored electronically in a “voting account” which sends the one vote of every citizen to them in a deliberately fine-grained distribution.

Retrieval: Option support distributions: Derived, inspectable, adaptable For specific decisions, TAs provide option support rankings. They may refrain from doing so, if a decision does not relate to their trusted profile. If citizens do not bother at all about the decision, they are represented by their TAs who forward their support to options. Citizens can, however, inspect the support forwarded from TAs to options, form an own opinion, and either confirm, correct, or completely overwrite their TA-derived option support.

With these four aspects, NBCDM is able to improve all kind of mid- to large-scale collective decision making processes.

About the book

2020s vs. 1940s: Two Global Crises in Analysis and Solution [Book cover]
Two Steps to Modernity: Two Global Crises in Analysis and Solution
Have you from time to time had the feeling of a dejà-vu? There are so many things now comparable to the early 20th century, from migration over terrorism to economic crises.

This book shows: this is no coincidence. Understanding that modernity has two steps is a key for understanding world history from the 19th to the 21st century, and shaping it to the better.

In the 2020s, institutional innovations bring a climax of crises as long as innovations in organizations are not yet matched on the macro level, and their solution when they finally do. In the current second transition of modernity, modern interaction principles have been introduced within organizations since 1968, but the general acceptance of individualized responsible linkages in democracy and career development as base for regained stability and prosperity still stands out. Read more!

Searching for new institutions: Hanno Scholtz

Dr. Hanno Scholtz (Photo: Vera Markus)
Dr. Hanno Scholtz

Hanno Scholtz is a social scientist specialized in analytical, comparative and historical sociology. He has taught at various universities including Zurich, Konstanz, Berne, and Leipzig, is Privatdozent in sociology at UZH Zurich, holds degrees in economics (Univ. Mannheim) and political science (FU Berlin) and is board member in ISA research committees on Comparative and on Rational Choice Sociology.

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