16.8.23
Orwell was right
A short comic by Mike Dawson. Stick to the end for a valid point.
Labels: Comics, Communication, Politics, Writing
7.8.23
The Problem with Counterfeit People
A sensible proposal in The Atlantic from philosopher Daniel Dennett. Is anyone campaigning for a law or regulation to this effect?
Creating counterfeit digital people risks destroying our civilization. Democracy depends on the informed (not misinformed) consent of the governed. By allowing the most economically and politically powerful people, corporations, and governments to control our attention, these systems will control us. Counterfeit people, by distracting and confusing us and by exploiting our most irresistible fears and anxieties, will lead us into temptation and, from there, into acquiescing to our own subjugation.
There may be a way of at least postponing and possibly even extinguishing this ominous development, borrowing from the success—limited but impressive—in keeping counterfeit money merely in the nuisance category for most of us (or do you carefully examine every $20 bill you receive?).
As [historian Yuval Noah] Harari says, we must “make it mandatory for AI to disclose that it is an AI.” How could we do that? By adopting a high-tech “watermark” system like the EURion Constellation, which now protects most of the world’s currencies. The system, though not foolproof, is exceedingly difficult and costly to overpower—not worth the effort, for almost all agents, even governments. Computer scientists similarly have the capacity to create almost indelible patterns that will scream FAKE! under almost all conditions—so long as the manufacturers of cellphones, computers, digital TVs, and other devices cooperate by installing the software that will interrupt any fake messages with a warning.
Will A.I. become the new McKinsey?
So, I would like to propose another metaphor for the risks of artificial intelligence. I suggest that we think about A.I. as a management-consulting firm, along the lines of McKinsey & Company. Firms like McKinsey are hired for a wide variety of reasons, and A.I. systems are used for many reasons, too. But the similarities between McKinsey—a consulting firm that works with ninety per cent of the Fortune 100—and A.I. are also clear. Social-media companies use machine learning to keep users glued to their feeds. In a similar way, Purdue Pharma used McKinsey to figure out how to “turbocharge” sales of OxyContin during the opioid epidemic. Just as A.I. promises to offer managers a cheap replacement for human workers, so McKinsey and similar firms helped normalize the practice of mass layoffs as a way of increasing stock prices and executive compensation, contributing to the destruction of the middle class in America.
A former McKinsey employee has described the company as “capital’s willing executioners”: if you want something done but don’t want to get your hands dirty, McKinsey will do it for you. That escape from accountability is one of the most valuable services that management consultancies provide. Bosses have certain goals, but don’t want to be blamed for doing what’s necessary to achieve those goals; by hiring consultants, management can say that they were just following independent, expert advice. Even in its current rudimentary form, A.I. has become a way for a company to evade responsibility by saying that it’s just doing what “the algorithm” says, even though it was the company that commissioned the algorithm in the first place.
