Intelligence is anything but artificial
Credit: CBS, New York.

Intelligence is anything but artificial

Lots of hype recently over "AI" (aka Artificial Intelligence). Financial markets are bidding up companies' stocks specializing in it, great example being NVDA out of the United States, which has seen it's stock nearly double in the past 12 months. Search firms cannot find enough people to work in "AI", and in fact graduates of "AI" programs are said to be fetching mid triple digit compensation packages - right out of school. And Shark Tank star and Dallas Stars' owner Mark Cuban has often commented on some of the rewards - and risks - of AI, and its implementation.

But what does most AI intend to do? Some common themes include proactive selling, service; intuitive responses to problem solving; evolving learning based on variables, and big data mining to drive better decision making. Most of the AI benefits could be distilled into one thing - adaptive learning. The ability to pivot and adjust actions and reactions based on insights. What I find so interesting about this phenomenon is that AI is actually aspiring to be a "better human" in many ways.

How many times have you thought to yourself "gee I wish that person understood me more...", or "if I could only communicate better with that person so they could understand my intentions." Well, that's exactly what AI intends to do.

According to Forbes out of the 20 skills the most successful people are said to hold, most are based on adaptive learning. Is that any surprise? How many of us have seen a highly successful executive pivot quickly based on new information? Or show empathy for a situation, and change direction based on that? Or perhaps changing their minds when their boss shows a different opinion?

Did you catch that? That last reference would be what we may judge as a "bad pivot" or a behavior that shows lack of integrity. How do we differentiate between what we determine are good pivots and bad pivot points? We know when leaders are authentic we believe them, and tend to respect them more, even if we disagree with them. If they change their minds often we tend to listen to them less, and wait for them to make a final decision. Therefore, there is a limit to adaptation, and its merits.

Establishing trust and building a management culture of authenticity is not easy. Most professional cultures are guarded and sometimes limit -- or even stifle -- open communication. When is the last time you heard an executive say "what do you mean? I don't understand. Please explain it to me." Or, "I'm not familiar with that piece of the business, please teach me that." Historically, there is a built-in guard that asserts knowing is powerful, and not knowing is weakness.

However, that's changing. And changing quickly. Which is a good thing - mostly. Those entering the professional world now have grown up with information at their fingertips - they didn't have to do research in musty books (or microfiche for those over 45) in the school library to find an answer to a question - they just googled it. So the information asymmetry that used to exist between those with a strong knowledge base and those without it is now challenged, and continues to shrink as information access explodes. There are good things that come from the changes in information access - it's more inclusive as we can all absorb and engage in far more information on a daily basis than previously, and our learning capacity and learning curve greatly improved. But it also means we can grow lazy, and become apathetic to learning itself. The lowest denominator being we value experience and knowledge less - essentially devaluing knowledge of our peers to "a google away." What do we think that does for people who spent their lives learning something? Can be debilitating.

And what about how we communicate? Have you walked on a sidewalk lately? I feel it my civic duty to report it's a health and safety hazard. Most people are on their phones texting and not looking at all where they are going. I feel we maybe one step away from having motion sensors attached to us, or built into our phones to avoid collisions - much like in cars have already. And what about a dinner party? Have you recently witnessed a group of friends on their phones sitting together in silence? I've seen it too many times.

All these observations are symptoms of a greater problem. We are not spending enough energy learning from each other. We rely on technology to teach us, and value less the relationships and trust that comes from those relationships to enhance our lives and experiences in professional and personal spheres. All while we are investing in teaching machines to build trust with us through adaptive learning. So we may not be far off from the theory that machines will be trusted by people more than people themselves. One of my favorite demonstrations of that was in the movie I Robot. Brilliant example of what could go wrong.

It's not a sky falling scenario (yet), but it is one where we need to ensure we don't lose sight on what's important. We are social creatures. And the more we rely on technology to teach us or appease us, the less we appreciate the person standing right next to us.

I recently heard of a study that showed the majority of people in a coffee line up on their phones are not actually on their phones - they faked it to avoid having to interact with the person next to them. I guess they should have got their robot to fetch their coffee for them? I'm going to play my 8-track and talk with friends on the landline phone for hours.


Travis Israel Staley

Construction Project Manager with expertise in Relationship-building and Problem Solving

4 年

Funny I worked on IRobot. I was part of the team that built physical models that were meshed with live action and digital work. It was a wonderful experience though stressful - we were a group of high level makers/artists on a very tight schedule. During the course of the gig we often discussed an AI Artist. I wonder what the code looks like for “crushing self-doubt.” :)

Austen Barnes

President at Barnes Advanced Technology, Inc

5 年

I agree Tim. AI can analyze data but it cannot create new concepts. And most new things affecting a given field originate from outside that field. Like the laser enabled laparascopic surgery. We have to become multi disciplined to perform best. Managers must stay loose to manage effectively.

Renee Melanson

Sales & Account Executive

6 年

Great article, Tim Barnes! We should catch up one of these days.

回复
Dean Paddock

Vice President, Community Engagement at YMCA Calgary

6 年

Now I feel bad for catching up on my emails while I wait for my Americano. JK. This was a great read. It made me think about a topic I don’t often think about. Thanks for provoking. It might take me some time to formulate an opinion or question...be sure to check back with me the next time you see me in the Starbucks line ;)

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