Presumption of incompetence: man vs machine

Behind this messy argument is a deeper concern I have that we are doing a disservice to young people by presuming that they really do need more than a decade to learn advanced skills. We can subject young people to more intense education than we are now, and that they could have college-graduate level skills before they become 18 years old. Yet, we think that such an expectation is unwise as if it risks losing something more valuable. Perhaps we fear the young person’s loss to easy access to the presumption of innocence.

Cosmic teachers

Just like the fact that I can’t interest an advanced piano teacher doesn’t diminish the fact that such teachers exist, the fact that science can’t engage the immaterial teacher says nothing about the existence of such a teacher. The teacher is simply uninterested in engaging, and have every good reason to not engage.

The meaning of persuasion in the age of data

A data-driven economy is not a free economy. While there remains promise that algorithms acting on vast amounts of rapidly arriving data can produce a better economy, I am suspicious that such an economy will eventually languish because it robs the human actors of their ability to negotiate. The vitality of a free economy derives from individual freedom to negotiate terms of engagement. Eventually, A data-driven economy may prove to be superior but it will succeed only by suppressing natural human negotiation. Human actors negotiating in a data-driven economy must negotiate with machines. Applying approaches that work for other humans to machines instead is criminalized as cybercrime. Human negotiation involves coming to terms with weaknesses as well as strengths. Exploiting weaknesses of machines is a crime.

Similar operations of agile teams and machine learning: man imitating machine

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.