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The paper is organized as follows. It starts with a brief clarification of the target phenomenon: wisdom of crowds, in Surowiecki's book, covers a wide variety of phenomena which cannot be encompassed within a single approach, and I will spell out where my focus lies, viz. in the 'mindless' processes of aggregation of individual cognitive competences which tend to result in cognitive progress. I will then propose a contrastive characterization of rationality, intelligence and wisdom, as they apply to individuals. Next I will examine the possibility of extending these terms to collective entities or processes (leaving rationality to the side, for reasons which will become clear) and ask to what extent wisdom of crowds can be regarded as a form or realization of collective intelligence and/or collective wisdom. The answer will turn out to depend on which variety of collective processes one is considering: wisdom of crowds in the sense which is central to Surowiecki's argument will qualify as collective intelligence, not as collective wisdom. I will argue, on the other hand, that there exists a more familiar kind of collective process which does meet the requirements on a reasonable extension of the concept of wisdom to the collective level, but is at best distantly related to what Surowiecki reports on and commends.

see esp. Transformational Deisgn Transformational Design: 1) Defining and redefining the brief: Whereas traditionally designers are brought in to follow a brief, the transformation design approach involves an analysis of the wider implications of a design problem. 2) Collaboration between disciplines: Recognizing that complex problems need to be addressed through a multI-faceted approach, we rely on collaboration for results. 3) Employing participatory design techniques: Advocating bottom-up design methodology - involving users and front-line workers in the design process. Making the design process more accessible to 'non-designers'. 4) Building capacity not dependency: Transformational design seeks to leave behind not only a designed solution, but the tools, skills and organizational capacity to respond to change. 5) Designing beyond traditional solutions & 'systems thinking'. Applying design skills in non-traditional territories, and also creating non-traditional design outputs. 'Systems thinking' is the ability to consider an issue holistically rather than reductively. 6) Creating fundamental change: Transformational design aims high: to fundamentally transform systems and cultures.

case studies of iterative design process (prototyping, testing, analyzing, and refining work in progress)

This seems to be a designed system of feedback for designers as to the manufacturability of designs. The Three Dimensional Integrated Feedback System "3DIF" -- important for the learning and adaption process of responsive design (my term) 

by-products