You're aware this is basically how AlphaGo was trained - playing against itself?
1,465 karma · joined October 12, 2010
You're aware this is basically how AlphaGo was trained - playing against itself?
It's also tough when it's reframed in terms of 'what are your expectations'.
I was wondering what the best way to field those questions is.
Honestly, I don't think we get out of this hole until demographic churn (ugly phrase yeah) rebalances the electorate.
If we look at the 1992 election there's a 13% gap in conservative votes between the youngest and oldest brackets [1]. By 2019 that's a 36-46% gap [2].
[1] https://www.ipsos.com/en-uk/how-britain-voted-1992 [2] https://yougov.co.uk/politics/articles/26925-how-britain-vot...
Also, the existence of such a law should have a chilling effect on this behaviour. Even if it doesn't get rid of it. E.g. presumably HR policies & training will have to be updated to highlight it on pain of exposing employers to legal action.
Keep things simple? Yeah, meet your new standard 6 key board, who needs the other 20 letters anyway: https://m.media-amazon.com/images/I/61C8GdWvptL._AC_SL1500_....
Or maybe, absent other evidence, it might make more sense to tentatively take people's self reports at face value. Or at least hold off backing some particular elaborate alternative which involves people being wrong about the things they have most information on.
Someone comes to you and says, "my job is pointless and should not exist."
The conclusion is drawn, "Actually their job is vital and their self-report is deluded."
Not enough detail in someone's response? Here are some ideas:
1. Ask moar polite. Not, "I don't think the story adds up."
2. Assume the story is yet true and go to prove it to your satisfaction. Post the links and thank op for the interesting nerd snipe.
3. Enter the proposition into your mental database with some lower level of confidence and move on.
There was likely a similar group of people bitching in 1999. The dotcom bubble did happen, and yet dot coms also happened.
The point is that to see the upside, you need to evaluate what new capabilities the tech offers, whether they're interesting, and who is doing the real work (if it exists).
There are switching costs which mean the employee often takes a hit on attempting to move. It's like buying a car, car doesn't work as advertised so someone says, "well stop whining and sell it, you're in market." Like yes, but also nope.
Amen, preach it from the mountain.
Can't say I agree performance is bottom of the priority pile. As someone who does numerical work semi regularly, performance can radically change the usefulness of software (interactive versus batch for example).