Blakeley H. Payne from MIT Media Lab shares her experience building a course on AI for middle-schoolers and surprising learnings along the way. For our September AI Ethics Twitter Chat, we invited Blakeley H. Payne (@BlakeleyHPayne), Researcher at MIT Media Lab to get her insights on "How should we teach Gen Z about AI?" and learn about the great course on AI she has built for middle schoolers. Let's start off with your insights on what's different or unique about Gen Z and their attitude towards tech compared to other generations? Blakeley H. Payne: A term my advisor likes to use is "AI natives." Children of this era have grown up with AI-mediated technologies since birth.
AI experts gathered at MIT last week, with the aim of predicting the role artificial intelligence will play in the future of work. Will it be the enemy of the human worker? Will it prove to be a savior? Or will it be just another innovation--like electricity or the internet? As IEEE Spectrum previously reported, this conference ("AI and the Future of Work Congress"), held at MIT's Kresge Auditorium, offered sometimes pessimistic outlooks on the job- and industry-destroying path that AI and automation seems to be taking: Self-driving technology will put truck drivers out of work; smart law clerk algorithms will put paralegals out of work; robots will (continue to) put factory and warehouse workers out of work.
In the ongoing discussion about how much Artificial Intelligence (AI) will impact the future of work, the outlook seems bleak. McKinsey & Company estimates that between 400 million and 800 million individuals could be displaced by automation and need to find new jobs by 2030 around the world. Yes, we're on the cusp of a changing workforce, thanks to a number of technological advancements anchored by AI. But, I believe that the best outcome for marketers will be a business environment that complements human ability with technology, rather than eliminates it. In the future I'm planning for, marketers are thriving because we've made the decision to let machines do what they do best, so marketers can do the same, and truly excel in their roles.
On 11 April 2019, Daniel Fiott was invited by the EU's Political and Security Committee (PSC) to participate in a lunch debate on Artificial intelligence (AI). The event was part of the PSC's initiative to enhance dialogue with think tanks, NGOS and academia on key challenges for EU foreign, security and defence policy. The event brought together PSC Ambassadors, as well as representatives from the European Commission and the European External Action Service. Daniel joined experts from the Centre for the Study of Existential Risk (CSAR) at the University of Cambridge and Tilburg University, and he outlined recent AI developments and implications for the defence sector, with a particular focus on the EU and AI developments in Russia, China and the United States. The legal challenges and ethical dilemmas of AI were also discussed.
"The primitive forms of artificial intelligence we already have, have proved very useful. But I think the development of full artificial intelligence could spell the end of the human race." Artificial Intelligence (AI) is the foremost robust technology of the 21st century, serving to unravel humanity's several complicated issues such as environmental or social and many more. Nevertheless people have a belief that AI based challenges are as giant as its advantages. Artificial Intelligence is basically the heart of the upcoming future of technology.
While it's perhaps prudent to take many of the doomsday predictions about the looming technological decimation of the labor market with a large pinch of salt, it is almost certain that whatever disruption does emerge will affect those in the most precarious position more than anyone. A recent report from the innovation group Nesta suggests that there are six million people in the U.K. who are in such a precarious position, and they caution that without assistance, these people will be stuck in a cycle of either low-pay and insecure employment or forced out of the workforce entirely. "The problem is that many people who are in low-paid work - or who aren't working at all - aren't able to access the information they need to plan for the future or the relevant training they need to gain new skills," the authors say. "They also tend to work in places and industries that are likely to lose out over the next decade, making it harder than ever for them to access good jobs." The challenge is compounded by the fact that those who are most at risk of disruption are also those least engaged with training and education.
This holiday season, more than 59 percent of retailers will introduce new methods of presenting their products. Among those, 23 percent plan to fundamentally transform the way they present their products. What's the one tool those retailers will use to determine how to measure their new presentation methods? AI has the power to analyze billions of data points in the blink of an eye and translate them into actionable insights. For a human, this would take an entire lifetime.
Daniel Faggella is the founder and CEO at Emerj. Called upon by the United Nations, World Bank, INTERPOL, and many global enterprises, Daniel is a sought-after expert on the competitive strategy implications of AI for business and government leaders. Business leaders, managers, and consultants with an eye on AI aren't just trying to learn what AI can do, they're trying to discover ways to gain an AI advantage. For this reason, discovering AI trends can be particularly important. Most of the work that we do with our AI Capability Map services is about finding trends in quantitative data – which requires hundreds of hours of expert research, and established frameworks for interpreting and categorizing data for insight.
When Arnold Schwarzenegger said "I'll be back" in The Terminator, he probably didn't realize the film would keep coming back in discussions about robots and artificial intelligence. Yet 35 years after Schwarzenegger portrayed a cyborg assassin from an AI-dominated future, much of Western discourse on robots is repeating a Terminator-like scenario: panic that robots will take our jobs, and that AI will take over the world, Skynet-style. Western culture has had a long history of individualism, warlike use of technology, Christian apocalyptic thinking and a strong binary between body and soul. These elements might explain the West's obsession with the technological apocalypse and its opposite: techno-utopianism. In Asia, it's now common to explain China's dramatic rise as a leader in AI and robotics as a consequence of state support from the world's largest economy.
Prepare for structural changes and ethical workplace transformation now by helping employees adjust to the role of machines in their jobs – it's no secret that the workforce of the future calls for a new approach in business-- one that is totally employee-centric and transparent. The rise of powerful analytics and automated decision-making will ultimately create a massive change in roles and tasks that will redefine work. Establish clear enterprise-wide policies now about the deployment of AI, including the use of data and standards of privacy – Through GDPR regulation and the American AI Initiative we've seen that ultimately, the lead in educating, training, and managing the AI-enabled workforce rests with business--and the sooner leaders set forth on this journey, the more influence they will have on coming initiatives and regulations. Build algorithms that are secure and have a strong "ethical compass" – When creating algorithms to deploy AI responsibly, security and governance of the data is crucial to the overall integrity of the model, as well as establishing clear lines of ownership to generate accountability. Ensure the goal and purpose of critical algorithms are clearly defined and documented to mitigate bias – Every leader should have a moral imperative to mitigate bias by governing AI along its entire lifecycle--from its ideation and build to its continuing evolution--and then take new steps to manage and guide an increasingly diverse workforce as the nature of work changes.