Technology – Page 3 – REVIEWS AND VIEWS OF LIFE

MEDIA SELF-INTEREST

One may question William’s characterization of Facebook’s “Careless People” as more like calculating self-interested managers than careless employees.

Books of Interest
Website: chetyarbrough.blog

Careless People (A Cautionary of Power, Greed, and Lost Idealism)

By: Sarah Wynn-Williams

Narrated By: Sarah Wynn-Williams

Sarah Wynn-Williams (Author, Ex-Meta executive, presently barred from criticism of Meta, formally known as Facebook.)

As noted in the sub-title of “Careless People”, Meta (formerly known as Facebook) is criticized as an international influencer of society that has lost its sense of ethics, i.e. the ability to see the difference between right and wrong. Facebook originally intended to be a forum for the connection of people interested in sharing ideas, communicating with others, and building positive social connection. Instead, the author’s experience as a Facebook’ executive found that expansion, profit, and political influence became an unethical pursuit by the major shareholders (particularly Mark Zukerberg) and managers of the corporation. She argues leadership of Facebook recklessly pursued income, expansion, and political influence around the world with little ethical oversight.

New Zealand (The birthplace of Sarah Wynn-Williams)

Ms. Williams was born in New Zealand but went to work for Facebook and became a U.S. citizen. Her work at Facebook led to a promotion that made her the Director of Global Public Policy which provided opportunity to travel the world soliciting business for Facebook in other countries. Her experience informs listeners of what Meta’s corporate goal: “give people the power to build community and bring the world closer together” became something less as a result of careless management oversight.

Williams begins with a story of a harrowing trip to Myanmar, presumably after their revolution in 2021.

The military coup that ousted the democratically elected government appears to have just begun when Williams had an audience to pitch the Facebook platform to its military government. Just getting to the building where the meeting was to be held was a trial but her position as a representative of Facebook ended with her arrival at a headquarters building of the new regime. It is an interesting story because it shows the power of Facebook association in a country that just had a coup d’état that ended civilian rule. Millions of Myanmar citizens were displaced by widespread human rights abuses with civilian arrests and violence. One wonders what “giving people the power to build community” means in what became a military totalitarian state. (When visiting the Baltics last year, our guide expressed a love for Myanmar’s citizens and the country but was told by Myanmar friends it is unsafe to visit since the coup.)

Williams worked directly with Sheryl Sandberg, the COO of Facebook.

Later, Williams explains a meeting with a Japanese official where Sandberg and Williams go to promote interest in Facebook which had not been a part of the Japanese media environment. The involvement of Williams was primarily to support Sandberg’s pitch. Williams indicates Sandberg was quite complementary of Williams’ assistance after the meeting which gives context to their relationship. A subsequent description of Sandberg’s strong, sometimes harsh, personality and influence on Facebook employees is given by Williams. The Japan’ meeting was successful because Facebook entered the market in 2010. Its popularity is said to have declined with Instagram and LINE being the dominant platforms, but Facebook maintains a presence in the country.

Societies interconnectedness is a boon and bane for 21st century society.

The pandering of Zukerberg, Bezos, Musk, Cook, and Pichai to world governments is made suspect by William’s experience as an employee of Facebook. Media companies have become too big to fail and too ungovernable to manage. Even though the internet more intimately connects the world, the platforms of today’s giants of information create a forum for control and conflict rather than a place to encourage social comity.

Robert Kaplan (Author of “Waste Land”.)

As noted by Robert Kaplan in “Waste Land”, the growing decline of Russia’s, China’s and America’s governments has been increased with world interconnectedness. It appears from William’s experience at Facebook, there is some truth in Kaplan’s observation. Kaplan’s solution is to dismantle these giants and encourage competition to defray their principal stockholder’s influence.

As the Turkish saying goes, “a fish rots from the head down”. Williams frequent contact with Mark Zuckerberg gives weight to her view of Facebook culture. Mr. Zuckerberg seems to carelessly lead Meta into the arena of politics by promoting Facebook’s media clout to political parties because it raises revenues with political advertising and influences government policy on media’ regulation. Frighteningly, Williams notes Zuckerberg considers running for President with the power of Meta to support his candidacy. One may question William’s characterization of Facebook’s “Careless People” as more like calculating self-interested managers than careless employees.

AMERICAN HOPE

From Fukuyama’s intellectual musing to our eyes and ears, one hopes he is correct about America’s future in the technological age.

Books of Interest
Website: chetyarbrough.blog

The Great Disruption (Human Nature and the Reconstitution of Social Order)

By: Francis Fukuyama

Francis Fukuyama (Author, political scientist, political economist, international relations scholar.)

Francis Fukuyama argues America is at the threshold of a social reconstitution. Fukuyama believes we are at Gladwell’s “Tipping Point” that is changing social norms and rebuilding America’s social order. He argues the innovation of technology, like the industrial revolution, is deconstructing social relationships and economics while reconstructing capitalist democracy.

Gladwell’s Revenge of the Tipping Point.

The immense power of big technology companies like Amazon, Google, and Facebook have outsized influence on American society. They change the tone of social interaction through their ability to disseminate both accurate and misleading information. They erode privacy and create algorithms tailored to disparate interest groups that polarize society. The media giant’s objective is to increase clicks on their platforms to attract more advertisers who pay for public exposure of their service, merchandise, and brand.

To reduce outsize influence of big tech companies, Fukuyama suggests more technology has an answer.

There should be more antitrust measures instituted by the government to break monopolistic practices and encourage competition with large technology companies. Algorithms created by oversight government organizations can ensure transparency and reduce harmful content to reduce big tech companies influence on society. (One doubts expansion of government agencies is a likely scenario in today’s government.)

On the one hand, technology has improved convenience, communication, and a wider distribution of information.

On the other, technology has flooded society with misinformation, invaded privacy, and polarized society. Technology has created new jobs while increasing loss of traditional industry jobs with automation. Trying to return to past labor-intensive manufacturing companies is a fool’s errand in the age of technology.

Luddites during the Industrial Revolution.

Like the industrial revolution, the tech revolution’s social impact is mixed with a potential for greater social isolation, and job displacement with the addition of wide distribution of misinformation. The positives of new technology are improvements in healthcare product and services, renewable energy, and climate understanding with potential for improved control.

Work-life balance in families has been disrupted by technology.

Face-to-face interactions become less and less necessary. Children’s access to technology impacts parental supervision and relationship. Fukuyama suggests setting boundaries for technology use needs to be a priority in American families. Technology can open the door to better education, but it also becomes a source of misinformation that can come from the internet of things. Employers have the opportunity to help with work-life balance by encouraging flexible hours and remote work. (Oddly, that suggestion is being undermined by the current government administration and many American companies.)

Economic growth, access to information, and global connectivity have been positively impacted by technology. However, the concentration of power, misinformation, and surveillance of social media has diminished privacy and eroded individual freedom. There are concerns about technology and how it is good and bad for democratic capitalism.

The good lies in increased efficiency, innovation and creation of new markets, through globalization. However, today’s American government shows how tariffs are a destroyer of globalization. Fukuyama implies A.I. and automation is displacing workers and aggravating economic inequality because it is being misunderstood for its true potential and also being misused. Personal data is used to manipulate consumers in ways that challenge the balance between corporations and consumers.

Fukuyama argues private parties will grow in America to create software that will filter and customize online services.

With that effort control of the influence of big tech companies will be diminished. With decentralization of big tech power and influence, society will theoretically become less polarized and more consensus oriented. The capitalist opportunity for tech savvy startups that diminish influence of big tech companies will re-create diversification like that which the matured industrial revolution gave to new manufacturers. Like Standard Oil and other conglomerates of the industrial revolution, businesses like Amazon, Google, and Facebook will have competition that diminishes their power and influence.

American Government will grow to regulate the internet of things just as it has grown to regulate banks, industries, and social services.

Service to citizens will become a bigger part of the economy as a replacement for manufacturing. Family life will re-invent itself as a force of society because of the time saved from manufacturing product to improve human relationships.

From Fukuyama’s intellectual musing to our eyes and ears, one hopes he is correct about America’s future in the technological age.

AI REGULATION

As Suleyman and Bhaskar infer, ignoring the threat of AI because of the difficulty of regulation is no reason to abandon the effort.

Books of Interest
Website: chetyarbrough.blog

The Coming Wave

By: Mustafa Suleyman with Michael Bhaskar

Narrated By: Mustafa Suleyman

Mustafa Suleyman (British entrepreneur, CEO Microsoft AI)

This is a startling book about AI because it is written by an AI entrepreneur who is the founder and former head of applied AI at DeepMind. He is also the CEO of Microsoft AI. What the authors argue is not understood by many who discount the threat of AI. They explain AI can collate information that creates societal solutions, as well as threats, that are beyond the thought and reasoning ability of human beings.

“The Coming Wave” is startling because it is written by two authors who have an intimate understanding of the science of AI.

They argue it is critically important for AI research and development to be internationally regulated with the same seriousness that accompanied the research and use of the atom bomb.

If AI has the monumental risk Suleyman and Bhaskar describe, it remains the responsibility of humanity to manage it wisely.

Those who have read this blog know the perspective of this writer is that AI, whether it has greater risk than the atom bomb or not is a tool, not a controller, of humanity. The AI’ threat example given by Suleyman and Bhaskar is that AI has the potential for invention of a genetic modification that could as easily destroy as improve humanity. Recognizing AI’s danger is commendable but like the atom bomb, there will always be a threat of miscreant nations or radicals that have the use of a nuclear device or AI to initiate Armagedón. Obviously, if AI is the threat they suggest, there needs to be an antidote. The last chapters of “The Coming Wave” offer their solution. The authors suggest a 10-step program to regulate or ameliorate the threat of AI’s misuse.

Like alcoholism and nuclear bomb deterrence, Suleyman’s program will be as effective as those who choose to follow the rules.

There are no simple solutions for regulation of AI and as history shows neither Alcoholics Anonymous (AA) nor the Treaty on the Prohibition of Nuclear Weapons (TPNW) has been completely successful.

Suleyman suggests the first step in regulating AI begins with creating safeguards for the vast LLM capabilities of Artificial Intelligence.

This will require the hiring of technicians to monitor and adjust incorrect or misleading information accumulated and distributed by AI users. The concern of many will be the restriction on “freedom of speech”. Additionally, two concerns are the cost of such a bureaucracy and who monitors the monitors. Who draws the line between fact and fiction? When does information deletion become a distortion of fact? This bureaucracy will be responsible for auditing AI models to understand what their capabilities are and what limitations they have.

A second step is to slow the process of AI development by controlling the sale and distribution of the hardware components of AI to provide more time for reviewing new development impacts.

With lucrative incentives for new AI capabilities in a capitalist system there is likely to be a lot of resistance by aggressive entrepreneurs, free-trade and free-speech believers. Leaders in authoritarian countries will be equally incensed by interference in their right to rule.

Transparency is a critical part of the vetting process for AI development.

Suleyman suggests critics need to be involved in new developments to balance greed and power against utilitarian value. There has to be an ethical examination of AI that goes beyond profitability for individuals or control by governments. The bureaucracies for development, review, and regulation should be designed to adapt, reform, and implement regulations to manage AI technologies responsibly. These regulations should be established through global treaties and alliances among all nations of the world.

Suleyman acknowledges this is a big ask and notes there will be many failures in getting cooperation or adherence to AI regulation.

That is and was true of nuclear armament and so far, there has been no use of nuclear weapons to attack other countries. The authors note there will be failures in trying to institute these guidelines but with the help of public awareness and grassroots support, there is hope for the greater good that can come from AI.

As Suleyman and Bhaskar infer, ignoring the threat of AI because of the difficulty of regulation is no reason to abandon the effort.

BELIEF

Extending Harari’s idea of biophysics research and algo-rhythmic programming suggests a potential for immense changes in society. A singularity that melds A.I. with human brain function and algo-rhythmic programming may be tomorrow’s world revolution. Of course, that capability cuts both ways, i.e., for the good and bad of society.

Books of Interest
Website: chetyarbrough.blog

Homo Deus (A Brief History of Tomorrow)

By: Uval Noah Harari

Narrated By: Derek Perkins

Yuval Noah Harari (Author, Israeli medievalist, military historian, science writer.)

By any measure, Yuval Noah Harari is a well-educated and insightful person who will offend some and enlighten others with his opinion about religion, spirituality, the nature of human beings, and the future. He implies the Bible is a book of fiction that is historically proven to have been written by different authors with contradictions that only interpreters can reconcile as God’s work.

“Homo Deus” is a spiritual book suggesting humanity is on its own and has a chance to survive the future but only through the ability of human understanding and effort.

To Harari, the greatest threats to society are national leaders who believe in God, heaven and eternal life who discount human existence and use of science to improve human life on earth. The irony of Harari’s belief is that humanist leaders are the only hope for human life’ survival.

Harari argues science, free enterprise, and the growth of knowledge offer the best hope for the future of human life.

Neither capitalism nor communism are a guarantee of survival because of the increasing potential for error as human beings become more God-like. Advances in engineering, artificial intelligence, and biotechnology may replace the happenstance of human birth. The value of free enterprise is evident in the agricultural, industrial, and technological revolutions of history. However, as science improves the understanding of the mind and body of human beings, the technology of biogenetics offers hope for the future while running the risk of biological error with unforeseen consequences.

Harari’s book is the brave new world written about by Shakespeare in the 17th century and reimagined by Aldous Huxley in his 1932 dystopian novel “Brave New World”.

On the one hand, Shakespeare offers a positive spin as his character, Miranda, sees people from outside her experience and says “How beauteous mankind is! O Brave! That has such people in’t”. While Huxley notes a future society that becomes conformist and lacks individuality and human emotion. Which way society will turn is unknown.

Harari argues capitalism is the best hope for continued scientific innovation because of the incentive it creates for exploration of the unknown.

The conformist demands of collective ownership of property and means of production by communism impede creativity. Capitalism is more creative and dynamic. However, capitalist incentive raises the specter of human nature that only sees financial gain without any concern for environmental or human cost. On balance, capitalism appears more likely to accelerate technology because communism more often follows than changes scientific direction.

The growth of knowledge comes from science and exploration of the unknown, but its use can be destructive as well as constructive.

Some think A.I. will lead the world to greater knowledge and prosperity while others believe it will destroy human life. A sceptic might suggest both views are wrong because A.I. is only a tool for recalling knowledge of the past to help humans make better decisions for the future. The real risk, as it has always been, is human leadership.

Harari believes, like Nietzsche, that God is dead because belief in God is losing its power and significance in the modern world.

Though many still believe in God, it seems more people are viewing God as a myth. The Pew Research Center reports a median of 45% of people across 34 countries still believe in God. However, the variation is wide with Brazil saying 70% believe while in Japan the percentage is only 20%. Harari implies belief in God is in decline.

Harari explains biophysics illustrates that human thought is algorithmic. He argues our thoughts, decisions, and behaviors can be understood to be a result of patterns created in human brains that are pre-determined. There is no “free-will” in Harari’s opinion. This is not to suggest aberrant behavior does not exist, but that human thought and action is determined by our experientially defined brain in the same way a computer is programmed. Experience from birth to adulthood is just part of a mind’s programming.

Harari implies understanding of brain function will change the world as massively as the Agricultural, Industrial, and technological revolutions.

Harari goes on to suggest humans have never been singular beings, but a multitude of beings split into two brains that mix and match their biogenetic and biochemical programming to think and act in pre-determined ways. Experiments have shown that the way the left half of a human brain sees and compels action is different than how the right brain sees and compels action. Each half thinks and acts independently while negotiating a concerted action when both halves are functioning normally. That negotiation between the two brain halves results in an algorithm for action based on the biochemical nature of the brain. The way two halves of the brain interact multiply the person we are or will become.

Imagine the potential of a mind that can recall the history of the world with biochemical programming that has the power to create new thoughts and actions.

WORRY OR NOT

Artificial intelligence is an amazing tool for understanding the past but its utility for the future is totally dependent on its use by human beings. A.I. may be a tool for planting the seeds of agriculture or operating the tools of industry but it does not think like a human being.

Books of Interest
Website: chetyarbrough.blog

Genesis (Artificial Intelligence, Hope, and the Human Spirit)

By: Henry A. Kissinger, Eric Schmidt, Craig Mundie

Narrated By: Niall Ferguson, Byron Wagner

NOTED BELOW: Henry Kissinger (former Secretary of State who died in 2023), Eric Schmidt (former CEO of Google), and Craig Mundie (a Senior Advisor to the CEO of Microsoft).

“Genesis” is these three authors view of the threat and benefits of artificial intelligence. Though Kissinger is near the end of his life when his contribution is made to the book, his co-authors acknowledge his prescient understanding of the A.I. revolution and what it means to world peace and prosperity.

On the one hand, A.I. threatens civilization; on the other it offers a lifeline that may rescue civilization from global warming, nuclear annihilation, and an uncertain future. To this book reviewer, A.I. is a tool in the hands of human beings that can turn human decisions for the good of humanity or to its opposite.

“Genesis” offers a mixed message.

A.I. gathers all the information in the known world, answers questions, and offers predictions based on human information recorded in the world’s past. It is not thinking but simply recalling the past with clarity beyond human capability. A.I. compiles everything originally noted by human beings and collates that information to offer a basis for future decision. Information comprehensiveness is not an infallible guide to the future. The future is and always will be determined by humans, limited only by human judgement, decision, and action.

Artificial intelligence is considered by some historians as equal to or greater than either the Agricultural or Industrial revolutions.

The danger of A.I. remains in the thinking and decisions of humans that have often been right, but sometimes horribly wrong. One does not have to look far to see our mistakes with war, discrimination, and inequality. In theory, A.I. will improve human decision making but good and bad decisions will always be made by humans, not by machines driven by Artificial Intelligence. A.I.’s threat lies in its use by humans, not by A.I.’s infallible recall and probabilistic analysis of the past. Our worry about A.I. is justified but only because it is a tool of fallible human beings.

Artificial Intelligence is just that, i.e. artificial.

The authors conclude the Genie cannot be put back in the bottle. A.I. is a danger but it is a humanly manageable danger that is a part of human life.

The risk is in who the decision maker is when A.I. correlates historical information with proposed action. The authors infer the risk is in human fallibility, not artificial intelligence.

A.I.’ PROGRAMMING

A.I. machines do not think! It is critically important for users of A.I. to continually measure the human results of “A.I. based” decisions. Users must be educated to understand A.I. is a tool of humanity, not an oracle of truth. A.I. must be constantly reviewed and reprogrammed based on its positive contribution to society.

Books of Interest
Website: chetyarbrough.blog

Prediction Machines (The Simple Economics of Artificial Intelligence)

By: Ajay Agrawal, Joshua Gans, Avi Goldfarb

Narrated By: U Ganser

Authors, from left to right: Ajay Agrawal (Professor at Rotman School of Management @ University of Toronto), Joshua Gans (Chair in Technical Innovation and Entrepreneurship at the Rotman School), Avi Goldfarb (Chair in Artificial Intelligence, Healthcare, and Marketing at the Rotman School).

This is a tedious book about the mechanics of artificial intelligence and how it works, i.e., at least in its early stages of development.

Like in the early days of computer science, the phrase “garbage in, garbage out” comes to mind. “Prediction Machines” makes the point that A.I. is software creation for “…Machines” that are only as predictive as the ability of its programmers. Agrawal, Gans, and Goldfarb give a step-by-step explanation of a programmer’s thought process in creating a predictive machine that does not think but can produce predictions.

The obvious danger of A.I. is that users may believe computers think when in fact they only reproduce what they are programmed to reveal.

They can be horribly wrong based on misrepresentation or misunderstanding of the real world by programmers who are trapped in their own beliefs and prejudices. A. I.’s threat rests in the hands of those who view it as a “god-like” oracle of truth when it is only a tool of human beings.

The horrible and unjust murder of the United Health Care executive reminds one of how critical it is for all business managers to be careful about how A.I. is used and the way it affects its customers.

“Prediction Machines” is a poorly written book that illustrates how a programmer methodically organizes information with decisions and actions triggered by A.I.’ users who believe machines can be programmed to think. A.I. machines do not think!

Managers must be alert and always inspect what they expect.

It is critically important for users of A.I. to continually measure the human results of “A.I. based” decisions. Users must be educated to understand A.I. is a tool of humanity, not an oracle of truth. A.I. must be constantly reviewed and reprogrammed based on its positive contribution to society.

AMBITION

It takes more than ambition to build a successful organization or company. Unless one is a genius who can continually innovate, it takes management structure that encourages others to innovate and work for a common organizational purpose.

Books of Interest
Website: chetyarbrough.blog

Bad Blood (Secrets and Lies in a Silicon Valley Startup)

By: John Carreyrou

Narrated By: Will Damron

John Carreyrou (Author, French-American investigative reporter for the NY Times)

Ambition is the strong desire or drive to achieve something. The public story of Theranos is examined by investigative reporter, John Carreyrou. His subject is Elizabeth Holmes, a bright young woman who drops out of Yale to pursue an idea. Her idea is to create a blood testing system intended to diagnose medical conditions with potential for measuring effectiveness of drug treatment for existing disease. Her ability to sell an idea exceeded her ability to organize a company to create a product that accomplished that end.

Most companies or organizations will either fail or stagnate when led by only one innovator. There are exceptions but it requires an extraordinary leader, like a Steve Jobs, Ginni Rometty, Mary Barra, or Elon Musk. Their leadership skills may rub people the wrong way, but they have a superior perception of reality that is not singularly based on loyalty. They have the innate ability to offer enough innovation to grow their companies. (At the risk of offending supporters, loyalty is the threat of Trump’s management style. Trump principally bases his organizational decisions on loyalty.)

Elizabeth Holmes may have had a great idea, but her poor management skills are appallingly revealed in Carreyrou’s interviews with former employees of Theranos.

The only consistent management criteria practiced by Holmes is loyalty. If an employee appears disloyal to her vision of the company, they are fired. Any organization that principally relies on loyalty discourages innovation and becomes entirely dependent on orders of its leadership. Particularly in the tech industry, innovation is critical.

Elizabeth Holmes misled investors, patients, and doctors. She is convicted for fraud and conspiracy in 2022. She is serving an 11-year sentence in a Federal Prison Camp in Bryan, Texas.

Holmes’ ambition, in addition to her prison sentence, led to a $500,000 SEC’ fine and the return of 18.9 million shares of a company that no longer exists. Furthermore, the SEC ordered a ten-year ban on serving as an officer or director of a public company which, of course, becomes moot with her imprisonment. The irony of Carreyrou’s story is that Holme’s idea is presently being pursued by Babson Diagnostics, Stanford Researchers, and Becton Dickinson. Whether she will ever reap any reward from another company’s success seems remote, but it will presumably be based on patents filed, and licensing agreements based on former Theranos patents.

“Sunny” Balwani was also tried and convicted for Theranos’ misdeeds.

The 16th century phrase “birds of a feather flock together” comes to mind when Ramesh “Sunny” Balwani joins Theranos in 2009. He had loaned the company $13 million but he also knew Holmes from her days when she was learning Chinese in a Stanford summer program. At some point they became lovers despite a 19-year age difference. Carreyrou notes Balwani became a multi-millionaire with the sale of his tech company, Commerce One” in 2000. He was convicted of tax evasion for the sale but claimed the evasion was caused by his tax accountant which he sued for recovery for back taxes he had to pay. (There is a settlement amount between the tax accountant and Balwani, but it is not revealed.) Carreyrou explains Balwani was a martinet who brooked little disagreement when he became COO of Theranos in 2009. (Part of Holme’s defense was that Balwani was the principal behind Theranos misdeeds, but the court obviously disagreed.)

In 2022, Balwani was sentenced to 13 years in a federal prison for his involvement in what is characterized as Theranos fraudulent activities.

There are business management lessons in Carreyrou’s book about the misdeeds of Theranos. It takes more than ambition to build a successful organization or company. Unless one is a genius who can continually innovate, it takes management structure that encourages others to innovate and work for a common organizational purpose.

PATTERN ME

One may conclude from Hawkin’s research that human beings remain the smartest if not the wisest creatures on earth. The concern is whether our intelligence will be used for social and environmental improvement or self-destruction.

Books of Interest
Website: chetyarbrough.blog

On Intelligence

By: Jeff Hawkins, Sandra Blakeslee

Narrated By: Jeff Hawkins, Stefan Rudnicki

Jeff Hawkins (Author, American neuroscientist and engineer)

Jeff Hawkins co-founder of Palm Computing and co-creator of PalmPilot, Treo, and Handspring.

Hawkins and Blakeslee have produced a fascinating book that flatly disagrees with the belief that computers can or will ever think.

Hawkins develops a compelling argument that A.I.’ computers will never be thinking organisms. Artificial Intelligence may mislead humanity but only as a tool of thinking human beings. This is not to say A.I. is not a threat to society but it is “human use” of A.I. that is the threat.

Hawkins explains A. I. in computers is a laborious process of one and zero switches that must be flipped for information to be revealed or action to happen.

In contrast to the mechanics of computers and A.I., human minds use pattern memory for action. Hawkins explains human memory comes from six layers of neuronal activity. Pattern memory provides responses that come from living and experiencing life while A.I. has a multitude of switches to flip for recall of information or a single physical action. In contrast, the human brain instantaneously records images of experience in six layers of neuronal brain tissue. A.I. has to meticulously and precisely flip individual switches to record information for which it must be programmed. A.I. does not think. It only processes information that it is programmed to recall and act upon. If it is not programmed for a specific action, it does not think, let alone act. A.I. acts only in the way it is programmed by the minds of human beings.

MEMORY & INTELLIGENCE

So, what keeps A.I. from being programmed to think in patterns like human beings? Hawkins explains human patterning is a natural process that cannot be duplicated in A.I. because of the multi-layered nature of a brain’s neuronal process. When a human action is taken based on patterning, it requires no programming, only the experience of living. For A.I., patterning responses are not possible because programming is too rigid based on ones and zeros, not imprecise pictures of reality.

What makes Jeff Hawkins so interesting is his broad experience as a computer scientist and neuroscientist. That experience gives credibility to the belief that A.I. is only a tool of humanity. Like any tool, whether it is an atom bomb or a programmed killing machine, human patterning is the determinate of world peace or destruction.

A brilliant example given by Hawkins of the difference between computers and the human brain is like having six business cards in one’s hand. Each card represents a complex amount of information about the person who is part of a business. With six cards, like six layers of neuronal receptors, a singular card represents a multitude of information about six entirely different things. No “one and zero” switches are needed in a brain because each neuronal layer automatically forms a model that represents what each card represents. Adding to that complexity, are an average of 100billion neurons in the human body conducting basic motor functions, complex thoughts, and emotions.

There are an estimated 100 trillion synaptic connections in the human body.

The largest computer in the world may have a quintillion yes and no answers programmed into its memory but that pales in relation to a brains ability to model existence and then think and act in response to the unknown.

This reminds one of the brilliant explanation of Sherlock Holmes’ mind palace by Sir Arther Conan Doyle. Holmes prodigious memory is based on recall of images recorded in rooms of his mind palace.

Hawkins explains computers do not “think” because human thought is based on modeling their experience of life in the world. A six layered system of image modeling is beyond foreseeable capabilities of computers. This is not to suggest A.I. is not a danger to the world but that it remains in the hands and minds of human beings.

What remains troubling about Hawkin’s view of how the brain works is the human brains tendency to add what is not there in their models of the world.

The many examples of eye-witness accounts of crime that have convicted innocent people is a weakness because people use models of experience to remember events. Human minds’ patterning of reality can manufacture inaccurate models of truth because we want our personal understanding to make sense which is not necessarily truth.

The complexity of the six layers of neuronal receptors is explained by Hawkins to send signals to different parts of the human body when experience’ models are formed.

That is why in some cases we have a fight or flight response to what we see, hear, or feel. It also explains why there are differences in recall for some whose neuronal layers operate better than others. It is like the difference between a Sherlock Holmes and a Dr. Watson in Doyle’s fiction. It is also the difference between the limited knowledge of this reviewer and Hawkins’ scientific insight. What one hopes science comes up with is a way to equalize the function of our neuronal layers to make us smarter, and hopefully, wiser.

AI TRANSITION

The potential of AI is akin to the Industrial Revolution, yet it could surpass it significantly if managed correctly by humans.

Books of Interest
Website: chetyarbrough.blog

The AI-Savvy Leader (Nine Ways to Take Back Control and Make AI Work)

By: David De Cremer

Narrated By: David Marantz

David De Cremer (Author, Belgian born professor at Northeastern University in Boston, and behavioral scientist with academic studies in economics and psychology.)

“The AI-Savvy Leader” should be required reading for every organization investing in artificial intelligence for performance improvement. From government to business, to eleemosynary organizations, De Cremer offers a guide for organizational transition from physical labor to labor-saving benefits of AI.

AI offers the working world the opportunity to increase their productivity without the mind-numbing physical labor of assembly lines and administrative scut work.

Like assembly line production implemented by Ford and work report filing and writing during the industrial revolution, AI offers an opportunity to increase productivity without the mind-numbing physical labor of assembly line work and after-work’ analysis reports. With AI, more time is provided to workers to think and do what can be done to be more productive.

Arguably, AI is similar to the industrial revolutions transition to assembly line work. Assembly line work improved over time by changes that made it more productive. Why would one think that AI is any different? It is just another tool for improving productivity. The concern is that AI means less labor will be required and that workers will lose their jobs. De Cremer notes loss of employment is one of the greatest concerns of employees working for an organization transitioning to AI. Too many times organizations are looking at reducing costs with AI rather than increasing productivity.

The solution identified by De Cremer is to make AI transition human centered.

His point is that organizations need to understand the human impact of AI on employees’ work process. AI should not only be viewed as a cost-cutting process but as a process of reducing repetitive work for labor to make added contributions to an organization’s goals. AI does not guarantee continued employment, but reduced manual labor offers time and incentive to improve organization productivity through employee’ cooperation rather than opposition. AI is mistakenly viewed as an enemy of labor when, in fact, it is a liberator of labor that provides time to do more than tighten bolts on an auto body frame.

AI is not a panacea for labor and can be a threat just like industrialization was to many craftsmen.

But, like craftsman that went to work for industries, today’s labor will join organizations that have successfully transitioned to AI with a human-centered rather than cost-reduction mentality. Labor productivity is only a part of what any AI transition provides an organization. What is often discounted is customer service because labor is consumed by repetitive work. If AI improves labor productivity, more time can be provided to an organization’s customers.

When AI is properly human centered, the customer can be offered more personal attention by fellow human beings employed by an AI organization.

Too many organizations are using AI to respond to customer complaints. Human-centered AI becomes a win-win opportunity because labor is not consumed by production and has the time to understand customer unhappiness with service or product. AI does not think like a human. AI only responds based on the memory of what AI has been programmed to recall. With human handling of customer complaints, problems are more clearly understood. Opportunity for customer satisfaction is improved.

De Creamer acknowledges AI has introduced much closer monitoring of worker performance and carries some of the same mind-numbing work introduced in assembly line manufacturing.

De Creamer suggests negative consequences of AI should be dealt with directly with employees when AI becomes a problem. Part of a human-centered AI organization’s responsibility is allowing employees to take breaks during their workday without being penalized for slackening production. Repetitive tasks have always been a drain on productivity, but it has to be recognized and responded to in the light of overall productivity of an organization.

AI, like the industrial revolution, is shown as a great opportunity for human beings.

De Creamer suggests AI is not and will never be human. To De Creamer AI is a recallable knowledge accumulator and is only a programmed tool of human minds, not a replacement for human thought and understanding. The potential of AI is akin to the Industrial Revolution, yet it could surpass it significantly if managed correctly by humans.

LABOR REVOLUTION

Todays’ workers are like the trees in life, i.e., they communicate with each other and provide for the needs of society.

Books of Interest
Website: chetyarbrough.blog

“The Problem with Change”

By: Ashley Goodall

Narrated by: Ashley Goodall

Ashley Goodall (Author, organizational consultant, served as a Senior VP at Cisco for 6 years and HR at Deloitte for 14 years.)

As an experienced Human Resources manager, Ashley Goodall addresses “The Problem with Change” in 21st century corporations. In the first chapters of his book, Goodall focuses on corporate change brought on by industry consolidation but later broadens his assessment of business management based on his experience and opinion.

**Goodall argues today’s businesses need to build from the bottom up rather than the top down.**

Arguably, today’s business enterprises become highly successful because of their employees and the way they are managed. As has been true since the industrial revolution, growing a business requires employees. The way employees are managed is slowly changing, in part because of changes in American capitalism. In America, a labor revolution has begun with the growth of knowledge workers and technology. In earlier times, business management was successfully managed from the top down.

Henry Ford (1863-1947) American industrialist who successfully created the incredibly successful Ford Motor company with top-down management.

Top-down management has become much less effective in the 21st century with knowledge workers who have a better understanding of their contribution to the success of a company than their CEOs. Goodall infers many American corporations continue to operate from the top down based on one criteria of performance–return on assets (some say profit, others say costs of doing and staying in business). The mistake of top-down management in modern times, is that return on assets is compromised because of its narrow focus on balance sheet numbers.

Goodall explains “The Problem of Change” is compounded with industry consolidation because top-down management diminishes the effectiveness of an acquired company’s knowledge workers.

Workers are only viewed as cost centers, not revenue producers. Goodall notes an acquiring corporation compounds their cost of acquisition and diminishes profitability by losing knowledge workers. “The Problem of Change” is both for the acquirer and the acquired. There is loss of motivation by workers who feel threatened by job loss and loss to the acquirer because too little value is given to the contribution made by knowledge workers.

Being employed in a capitalist society is part of one’s identity.

To lose a job, is a major loss for one’s identity. Goodall explains an acquiring company could benefit from consulting employees on their future after acquisition. Patience of the acquirer, and transparency with employees could inure to the benefit of both. Questions should be asked of employees about what their experience can contribute to the acquirer’s future plans. The acquirer should take some time to evaluate acquisitions before reorganizing.

Goodall refers to experimental studies that show how animals confined to a cage are shown how to escape a shock by jumping out, while other caged animals are not shown how to escape. Their responses are different. The uneducated animals presume the shock has become a part of their lives and choose to cower in their cages. An acquiring company needs to be transparent when acquiring a company so employees can make a rational decision to either jump or accept change. How many employees are cowering in their cages rather than leaving a company or having a company change their way of managing knowledge workers?

Empowerment is in the hands of an employee when he/she has an opportunity to explain what they can do for an acquiring company. With patience and transparency, the acquiring company may find that a particular team of knowledge workers may have an idea that will offer bigger opportunities.

Here is where Goodall explains how teams of knowledge workers are key to corporate success. Humans are social creatures. Whether introverted or extroverted, we wish to be a part of something bigger than ourselves.

In this technological age, the complications of work and life are beyond the comprehension of most individuals. It is natural for workers to seek help from other employees to understand their job and how it contributes to a company’s goals. That natural tendency leads to the development of teams, particularly in more technological companies. There is a synergy in teams that comes from one individual who likes doing something while others don’t. (Coding, for example, is a laborious and boring process for some but a fascination for others.)

In a corporate acquisition, the acquirer can choose to be transparent about their objectives with employees. An acquiring company can capitalize on existing teams or generate movement toward creating new teams in line with the needs of the new company. Of course, it can also lead to the exodus of employees who realize they do not fit the new company’s culture. What Goodall infers is leaving a company is better than living as a cowering employee that does not fit the new company’s culture.

**Goodall ends his book by characterizing workers like transplanted trees.**

Trees communicate with each other through their root system. Some trees flourish better than others based on when they were transplanted. If they were transplanted when young, they flourished; when older, they still grew but had fewer branches and leaves. All still offer a product needed by society. Todays’ workers are like the trees in life, i.e., they communicate with each other and provide for the needs of society.

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