A refreshingly contrarian take on AI and the clouds of hyperbole surrounding it.
The bots probably aren’t going to kill you, but they’re probably not going to save you, either.
Linguist Bender and sociologist Hanna, the founders of a merrily debunking podcast about all things AI, write that there’s hoopla aplenty about how AI will make our lives better—or perhaps worse. In an opening salvo, they write, gamely, “each time we think we’ve reached peak AI hype—the summit of bullshit mountain—we discover there’s worse to come.” There are real concerns, of course, especially for people of color, whom AI facial recognition algorithms are altogether too likely to identify as crime suspects and who are likely to be judged risky candidates for pretrial release if they’ve been charged. Those “daily harms being done in its name” are more profound than a feared robot apocalypse, as are other sequelae of AI: the replacement of human workers with machines, the shredding of career tracks with gig work, the collapse of creative industries. (Actually, the authors add, AI probably won’t replace your job, “but it will make your job a lot shittier.”) Those holding that AI promises a shining future for all are selling just as much of a bill of goods as the doomsayers. AI—or, better, its antecedent, machine learning—has done some useful things along the way, the authors allow, but on a relatively modest scale: spell-checking, for instance, and advances in medical image processing. Those who buy into the end-of-the-rainbow stuff are courting trouble, they add, such as a lawyer who let ChatGPT write a brief for him that turned out to be so full of holes as to land him in front of a judge. The con of which they write is more comprehensive still, though, based on errant machine-driven financial speculation, data and IP theft, the deprecation of human skills, and other clear and present dangers.
A refreshingly contrarian take on AI and the clouds of hyperbole surrounding it.Pub Date: May 13, 2025
ISBN: 9780063418561
Page Count: 288
Publisher: Harper/HarperCollins
Review Posted Online: Feb. 15, 2025
Kirkus Reviews Issue: March 15, 2025
PERSPECTIVES
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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