1,198 karma · joined February 21, 2016
Is it this particular model from today? What if it's a minor release version change, is it a new entity, or is it only a new entity on major release versions? What about a finetune on it? Or a version with a particular tool pipeline? Are they all the same being?
I think the analogy breaks down pretty fast. Again, not to say we shouldn't think about it, but clearly the way to think of it is not "exactly a person"
From another article today, I discovered the IRS has a github repo with (what seems to be) XML versions of tax questions... surely some combination of LLM and structured data querying could solve this? https://github.com/IRS-Public/direct-file/tree/main
Currently, it's been a place for acquiring skills but also a sorting mechanism for us to know who the "best" are... I think we've put too much focus on the sorting mechanism aspect, enticing many to cheat without thinking about the fact that in doing so they shortchange themselves of actual skills.
I feel like some of the language here ("securing assessments in response to AI") really feels like they're worried more about sorting than the fact that the kids won't be developing critical thinking skills if they skip that step.
Maybe we can have
Specifically I see a huge push to "build agents" and to "use agents" as building blocks for more complex interactions. I wanted to get a feel for why and my conclusions are more around that and not "what's possible"
I think, like most of the 'AI' sphere right now, they're overhyped but I think it's good to get a feel firsthand of when they're useful and when they're not.
I read through and I think it's an interesting initiative (lots of good stuff around holding self and others accountable, positive reinforcement etc) but the title really makes it sound like you're recruiting for a toxic workaholic startup or something.
These things are also concerns and definitely shouldn't be dismissed entirely (especially things like AI telling you when it's unsure, or, the worse cases of propaganda), but I'm worried about the other stuff I mention being defined away entirely, the same way I think it has been with privacy. Tons more to say on the difference between "how you use" vs "how you share" but good perspective, and interesting that you see the emphasis differently in your experiences.
But there's only 1 signal (election/not-election) and it's only delivered every few years. Yes, there's some voter feedback in the interim sometimes, but unless there's also a lot of press and noise around the voter feedback, politicians are unlikely to do anything with it because it probably won't impact re-election.
Ideally, there would be much more interactive feedback between voter and political agent (human or otherwise) carrying out voter intents, especially around informing of unintended repercussions of policy decisions and ultimately forcing voters to have more nuanced policy views.
At least that's what I hope for. What reality says is usually quite different.
Oftentimes we fall into the trap of defining a business success as "forever", anything short of that is deemed a failure. I think such views make the industry look far bleaker than it actually is.
Even by their standards, I'm not sure that 'running a business that did well for 10 years' should count as a fail in the same way that 'couldn't even figure out a business plan' should.
Welp. Time to do some major soul-searching and digital triage.
The skilled CEOs I know are all exceptionally well-attuned to the problem space that their product solves, and their own company's place in that space (usually including internal company dynamics). Yes, from an employee's perspective, the CEO is pretty magical -- they usually have a better 'big-picture' view of the task you are trying to accomplish than you do, and they can give you the right context, validation, resources etc. to totally turn your work life around.
However, this is usually limited to the problem-space and the company itself. If you're in the same problem-space or dealing with similar company problems then a conversation can be quite valuable. But it doesn't sound like that's what you're looking for so much as inspiration.
You might get that from talking to a CEO. They can tell you the situation and circumstances that set them on their particular path, and maybe you can extrapolate nuggets of wisdom out of that. But they won't be able to figure out the path that's right for you. They're not oracles or mystics, just people with the right intersection of skills deeply specialized in the right cross-section of the market.
Before, if I had an issue with a library or debugging issue, it would try to be helpful and walk me through potential issues, and ask me to 'let it know' if it worked or not. Now it will try to superficially diagnose the problem and then ask me to check the online community for help or continuously refer me to the maintainers rather than trying to figure it out.
Similarly, I had been using it to help me think through problems and issues from different perspectives (both business and personal) and it would take me in-depth through these. Now, again, it gives superficial answers and encourages going to external sources.
I think if you keep pressing in the right ways it'll eventually give in and help you as it did before, but I guess this will take quite a bit of prompting.
The former, what, lets you make low-quality internet content a little more easily? It's harder to share the long-term 'get-rich-quick' benefits (though, of course many are trying right now). There's an initial bump right now as various content mediums try to cope with ChatGPT content, but once that stabilizes, I don't see the long-con grift that the author is mentioning being possible in the same way.
Constantly subjecting a person (or some abstract simulation that responds like a person) to the equivalent of continuous bodily pain would be deeply unethical, but, say, giving a person clues towards solving a puzzle would be considered less so.
Overall, I think you're right though, if we somehow discovered we've created simulated people (or sentient beings) then we probably shouldn't use them to solve arbitrary problems.
A 'reinforcement learner' gets positive or negative feedback and adjusts its strategy away from negative feedback and towards positive feedback. As humans, we have several analogs to this process.
One could be physical pain... if you put your hand on a stove, a whole slew of neural circuitry comes up to try and pull your hand away. Another could be physical pleasure, you get a massage and lean in to the pressure undoing the knots because it's pleasurable.
If we look at it from this angle, then if we're metaphorically taking the learner's hand and putting it continuously on the stove, this would be problematic. If we're giving it progressively less enjoyable massages, this would be a bit different.
Even more different still is the pain you feel from, say, setting up an experiment and finding your hypothesis is wrong. It 'hurts' in some ways (citation needed, but I think I've seen studies that show at least some of the same receptors fire during emotional pain as physical pain), but putting a human in a situation where they're continuously testing hypothesis is different from a situation where their hands are being continuously burned on a hot stove.
I think, then, that the problems (like they alluded to here) are:
- how can we confirm or deny there is some kind of subjective experience that the system 'feels'?
- if we can confirm it, how can we measure it against the 'stove' scenario or any other human analogue?
- if the above can be measure and it turns out to be a negative human scenario, can we move it to one of the other scenarios?
- even if it's a 'pleasurable' or arguably 'less painful' scenario, do we have any ethical right to create such scenarios and sentiences who experience them in the first place?
I've seen consultants hired for projects where everyone on the team (including leadership) basically knew what to do or what needed to be done, but they were only, say 75% certain about it. In a normal startup, they would've just done it, failed fast, moved on. But in a bigger corporate (non-startup) environment where they didn't know if their jobs would be on the line for taking risks, they could bring in consultants to verify but mostly echo back what they already wanted to do. Plus they come with certificates and stuff so everyone in the chain assumes that's worth something.
The whole reason it was needed was because these platforms were worried that if they took down content, it might be seen as implicitly endorsing the content that remained. If that was the case, then they'd be liable for the content that remained. Including things like libel laws... it would be the same as a newspaper printing that content.
They didn't want that, so this was the compromise. You can do light moderation and we'll grant you exemption.
Fast-forward to today. Facebook and Twitter do not do "light moderation". They decide what you see and what you don't... they direct your attention from smaller stories to bigger ones, they spend countless thousands of employee hours catering to the whole experience. If that doesn't count as a modern digital scaled form of editorialization, I don't know what would.
I think a law designed to encourage very light moderation in no way applies to full-fledged algorithmic determination, and that distinction needs to be made and clarified.
Also, there are enough other people around you who are taking their time that you don't feel like garbage for not having a job (somehow in the US, even when I was more than financially secure, I felt like it was 'not ok' to not be working)
Those people are more likely looking at health benefits, and would probably be willing to tolerate some small issues here and there if it was definitely healthier. It looks like they prioritized taste over health concerns, meaning those 'early adopters' rejected the product, so it never makes it to their core segment.