How you get that from the OP leaves me scratching my head. What they said:
>> I can't help be hopeful that AI's sheer potential might come to invert that curve. At the very least we could really use a revolutionary technology and now we may have one.
And you get "god" and "(human) salvation" out of that?
This is pure projection. Anti-AI zealots are projecting things onto the technology and its users that simply do not (generally) exist.
Yes, I think people have this fantasy that Jazz has anything new to offer in terms of music theory. That's false, everything used in Jazz was already part of the practice of classical music sometimes centuries ago. For example, improvisation was common in Mozart time and extended chords were common already in the 19th century. The only difference may be the terminology used in Jazz circles, but this is something that can be learned later if you want to specialize in that style.
Some people are interested in making sure these simulations have the same status of humans, and some others want to make gods of them. That's the problem.
Indeed. I went into this at a bit more depth a while ago over here, where I also try to draw some conclusions on what that means for us: https://news.ycombinator.com/item?id=49328871
But the AI industry is not run by engineers. They pay engineers to do what they want, but the founders are hacks that are good at getting funding from investors and favors from government. That's why we don't see an engineering-oriented strategy in what they do.
This to me is another level of dishonesty. Imagine if a company producing math software starts to hear "rumors" someone is using their software to prove an important result and start massive runs of that software to beat the team. That may not be illegal per se but it is incredibly deceitful. I wonder if the original mathematicians should start a lawsuit for theft of intelectual property.
I would expect this for service providers that provide their "free" services but the mathematicians said they paid OpenAI to help generate this result. This is a clear conflict of interest. Similar to inside trading. Or the same lawyer being hired from two opposing sides which is a big no no. There are rules and laws that already deal with this in other industries and I expect that there will have to be regulation developed for cases where there is a conflict between AI customers and AI provider interest.
At this point these models have been trained to recognize every important math and science result based on context. They can easily flag conversations concerning the top 100 open problems in mathematics and use them for their advancement.
There also is an insentive to silently give prominent people (e.g. Linus) or reasearchers like this custom tuned system prompts or even more powerful models.
Yes, and this puts in check the credibility of everything they say their model "discovered". Who knows what is really behind these "discoveries", what kind of backroom deals they did with other researchers who didn't have a chance or desire to disclose what happened?
I know this is mostly true at huge companies, but having spent my career at various "small" corporations, with maybe a few thousand employees total (and only ~50 of which were in IT). I was always surprised when the CEO knew names of people like me, the lowly developer 5 layers below them on the org chart, but beyond that, remembered the last conversation we had, or an interest we might have shared (golf, hiking, travel, etc.).
Even as a temporary consultant, at a company for only a couple of months, I remember seeing the CEO walk the hallway, greeting every single person on the way between a meeting room and the bathroom. I can barely remember my family member's names, or the last thing we talked about, let alone have the memory space for all that information to seem kind and courteous to "low level" employees.
In my entire career, I've never worked at a behemoth-sized company, though, so my experience has been much more "intimate" environments, and primarily in consulting firms or satellite offices away from the main HQ (even by only a couple blocks some times). So everyone in the office knew each other.
I worked at a 10,000 person company ~15y ago. I was a lowly employee at the time; just a run of the mill Research Analyst writing code in SAS. I got on the elevator w/the CEO, said hello, and he knew exactly who I was and what I did.
Two important grounding items for me when I went into management and my career accelerated:
1. Take the worst boss I ever had (coincidentally at the same company) and make sure that I do the exact opposite of everything they did when leading others.
2. Mirror the actions of that CEO and make sure I remember every single person and what they did; it leaves a lasting impression on people.
A good CEO according to the market, which is what counts in the US, is one that drives up the valuation of a company and increases profit in a mature company. It has nothing to do with personal interaction as most of us would prefer.
Well then you and I differ - I certainly dont turn to the market to define what is good, I guess thats what happens when you worship money, or are operating on the engineers fallacy where you ignore things that are hard to quantify numerically (e.g. empathy)
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