The assumption is that the initial condition of the fully automated economy and government is ideal in terms of a modern middle-class experience for everyone with a guaranteed income and free entertainment. It can only get worse from there. Humans offer nothing to improve the future of the automation. Inevitably, they will segregate into groups. Those groups will strive for improvements of their condition where their best opportunity is at the expense of other groups. The automation will adapt.
I think this daily expense account is more realistic than a basic income to provide for the basic welfare of the unemployed in a fully automated economy. It is also helpful to illustrate how dismal this state of affairs will be. The expense account is a daily ration, and a cot in a shelter. But the shelter will have plenty of available virtual-reality head consoles.
To give this concept a name to contrast with MGTOW, I suggest the term MUTAW: men unable to afford women.
I have been spending a lot of time trying to rationalize the increase in health insurance premiums that I’ll have to pay in 2017. The new rate will be more than double the rate for 2016, and more than 5 times what it was before affordable care act was passed. To be fair, this increase…
The unfulfilled task also represents a cost to the capable but not qualified worker. In an employment scenario, such a worker will have the opportunity to prove his otherwise unexpected capabilities. Through the opportunity of participating in the crisis task, the employee may discover an unexpected capability. Successful completion of the task will result in recognition of this capability both by the employer and within the larger market place.
Current debate about artificial intelligence automating jobs usually consider that the jobs at risk are low-skilled jobs. The advancements in AI simply raise that lower level of jobs that can be more economically performed by machines. For example, there is now talk of autonomously driving trucks that will put truck-drivers out of work. Even…
What matters is the diversity of personal experiences of the individual team members, not the experiences of the broader populations represented by that individual team member. Even if the social-group experiences were relevant, the individual will have access to only a tiny fraction of the experiences we expect him to represent. The genome itself is not a communication channel for sharing intelligence among living humans.
Following the lessons from computer neural networks, we should recognize that intelligence in an organizational neural network arises within the network itself. It does not dependent on hierarchical decision makers. Neural-network organizations have no need for individually accountable human decision makers such as managers or officers. Such an outcome is consistent with the goals of evidence-based decision making that ideally obligate decisions based on the evidence alone and not on whim of a designated leader.
The advice of following a passion may translate to the idea of following a muse. Mike Rowe has a point in that this may be bad advice. We judge the advice to be bad advice when it doesn’t lead to success in life. As illustrated in the example of playing multi-player computer games, the advice to follow that kind of muse will not result in financial or career success. Some people may not see financial or career success as something that will give them happiness. If Aristotle is correct in defining ultimate good as happiness, career or financial success may get in the way. True happiness may be in the pursuit of the muses in obscure poverty. For those who measure happiness that way, then following the muses may be exactly the right advice. The right advice is to pursue happiness by following the muses even if that requires dropping out of the labor market.
In modern times, the reality of the workplace is that the environment is constantly changing very quickly. Getting hired into a hot job one day can lead to returning to unemployment a few months later. Workers are adapting to the new reality of constant changing work. One of the adaptations is accepting the ideals of life-long learning and gaining new skills to be prepared for the next job that will be needed sooner than one may anticipate. It is reasonable to imagine another cultural shift to be more strategic about when to be employed. There is nothing to gain by staying on a dying job and there is little to gain by catching a job at the peak. The rational approach is to get out before the job dies its natural death and strive to get out in front on a wave that has not yet developed. A portion of the non-participating labor may be behaving like the water surfers swimming further out, ignoring the immediate waves, in order to catch a wave at its beginning so as to allow for the longest ride and then leaving the wave before it crashes ashore. Good surfers spend more time swimming than they do surfing.