A strong case for planning for the day when machines can outsmart us.
A leading computer scientist urges a “radically new direction” for artificial intelligence research to ensure that superhuman AI benefits humankind.
“The march towards superhuman intelligence is unstoppable, but success might be the undoing of the human race,” warns Russell (Computer Science and Engineering/Univ. of California), co-author of Artificial Intelligence (1995), a widely used textbook. In this authoritative trade debut, he examines the idea of human and machine intelligence, the problems involved in creating extremely intelligent machines, and the need to retain human control of them. Although more scientific breakthroughs are needed, he writes, AI will certainly be the dominant technology of the future. We must have a serious discussion of “the implications of introducing a second intelligent species onto Earth.” After all, “making something smarter than yourself could be a bad idea.” Examining the enormous potential of AI, from its evolving benefits (home robots for the elderly, tutoring for children) to its misuses (automated blackmail, autonomous weapons), Russell writes that AI researchers must refocus their work if humans are to remain in charge. Rather than developing machines that optimize fixed, known objectives—a driving idea of 20th-century technology—they must design systems that defer to human preferences and intentions. As the author writes, “they will ask humans questions or ask for permission when appropriate; they will do ‘trial runs’ to see if we like what they propose to do; they will accept correction when they do something wrong.” An accessible writer, Russell is addressing nonspecialist readers, and he largely succeeds, although some will find his detailed explications challenging. (Refreshingly, he appends the most technical text.) The author is strongly optimistic that increasingly powerful machines that achieve our objectives are feasible. There is still time to change course: If a team of AI’s leading experts, with unlimited resources, was charged today with creating “an integrated, human-level intelligent system by combining all our best ideas, the result would be failure.”
A strong case for planning for the day when machines can outsmart us.Pub Date: Oct. 8, 2019
ISBN: 978-0-525-55861-3
Page Count: 352
Publisher: Viking
Review Posted Online: July 27, 2019
Kirkus Reviews Issue: Aug. 15, 2019
An informative and creatively multilayered Google guidebook from the businessman’s perspective.
Two distinguished technology executives share the methodology behind what made Google a global business leader.
Former Google CEO Schmidt (co-author: The New Digital Age: Reshaping the Future of People, Nations and Business, 2013) and former senior vice president of products Rosenberg share accumulated wisdom and business acumen from their early careers in technology, then later as management at the Internet search giant. Though little is particularly revelatory or unexpected, the companywide processes that have made Google a household name remain timely and relevant within today’s digitized culture. After several months at Google, the authors found it necessary to retool their management strategies by emphasizing employee culture, codifying company values, and rethinking the way staff is internally positioned in order to best compliment their efforts and potential. Their text places “Googlers” front and center as they adopted the business systems first implemented by Google founders Larry Page and Sergey Brin, who stressed the importance of company-wide open communication. Schmidt and Rosenberg discuss the value of technological insights, Google’s effective “growth mindset” hiring practices, staff meeting maximization, email tips, and the company’s effective solutions to branding competition and product development complications. They also offer a condensed, two-page strategy checklist that serves as an apt blueprint for managers. At times, statements leak into self-congratulatory territory, as when Schmidt and Rosenberg insinuate that a majority of business plans are flawed and that the Google model is superior. Analogies focused on corporate retention and methods of maximizing Google’s historically impressive culture of “smart creatives” reflect the firm’s legacy of spinning intellect and creativity into Internet gold. The authors also demarcate legendary application missteps like “Wave” and “Buzz” while applauding the independent thinkers responsible for catapulting the company into the upper echelons of technological innovation.
An informative and creatively multilayered Google guidebook from the businessman’s perspective.Pub Date: Sept. 23, 2014
ISBN: 978-1455582341
Page Count: 320
Publisher: Business Plus/Grand Central
Review Posted Online: July 21, 2014
Kirkus Reviews Issue: Aug. 15, 2014
More uncommonly sensible investment guidance from a master of the game. Drawing on his experience at Fidelity's Magellan Fund, a high- profile vehicle he quit at age 46 in 1990 after a spectacularly successful 13-year tenure as managing director, Lynch (One Up on Wall Street, 1988) makes a strong case for common stocks over bonds, CDs, or other forms of debt. In breezy, anecdotal fashion, the author also encourages individuals to go it alone in the market rather than to bank on money managers whose performance seldom justifies their generous compensation. With the caveat that there's as much art as science to picking issues with upside potential, Lynch commends legwork and observation. ``Spending more time at the mall,'' he argues, invariably is a better way to unearth appreciation candidates than relying on technical, timing, or other costly divining services prized by professionals. The author provides detailed briefings on how he researches industries, special situations, and mutual funds. Particularly instructive are his candid discussions of where he went wrong as well as right in his search for undervalued securities. Throughout the genial text, Lynch offers wry, on-target advisories under the rubric of ``Peter's Principles.'' Commenting on the profits that have accrued to those acquiring shares in enterprises privatized by the British government, he notes: ``Whatever the Queen is selling, buy it.'' In praise of corporate parsimony, the author suggests that, ``all else being equal, invest in the company with the fewest photos in the annual report.'' Another bull's-eye for a consummate pro, with appeal for market veterans and rookies alike. (Charts and tabular material— not seen.)
Pub Date: March 1, 1993
ISBN: 0-671-75915-9
Page Count: 320
Publisher: Simon & Schuster
Review Posted Online: May 19, 2010
Kirkus Reviews Issue: Jan. 1, 1993
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