Legions of robots now carry out our instructions unreflectively. How do we ensure that these creatures, regardless of whether they’re built from clay or silicon, always work in our best interests? Should we teach them to think for themselves? And if so, how are we to teach them right from wrong? ... In 2017, this is an urgent question. Self-driving cars have clocked up millions of miles on our roads while making autonomous decisions that might affect the safety of other human road-users. Roboticists in Japan, Europe and the United States are developing service robots to provide care for the elderly and disabled. One such robot carer, which was launched in 2015 and dubbed Robear (it sports the face of a polar-bear cub), is strong enough to lift frail patients from their beds; if it can do that, it can also, conceivably, crush them. Since 2000 the US Army has deployed thousands of robots equipped with machineguns, each one able to locate targets and aim at them without the need for human involvement (they are not, however, permitted to pull the trigger unsupervised).
- Also: The New Yorker - A.I. verus M.D. > 15min
- Also: Fast Company - Here’s The Unofficial Silicon Valley Explainer On Artificial Intelligence 5-15min
- Also: Fortune - How AI Is Changing Your Job Hunt 5-15min
- Also: Vanity Fair - Elon Musk’s Billion-Dollar Crusade To Stop The A.I. Apocalypse 5-15min
- Also: Backchannel - The AI Cargo Cult: The Myth of Superhuman AI 5-15min
That first year, the National Bank of Washington was swallowed up by Pacific National Bank of Seattle, which in 1981 was bought by Los Angeles-based First Interstate Bancorp, which in 1996 was bought by San Francisco-based Wells Fargo, which in 1999—as the consolidation frenzy was reaching its peak—merged with Norwest, a Minneapolis-based bank, in a $34 billion deal. ... Wells Fargo, which was founded in 1852 as a stagecoach express to carry valuable goods to and from the gold mines in the West, had a storied brand, so the new, combined company kept that name. But if Norwest’s name didn’t survive, its corporate culture did. ... In Kovacevich’s lingo, bank branches were “stores,” and bankers were “salespeople” whose job was to “cross-sell,” which meant getting “customers”—not “clients,” but “customers”—to buy as many products as possible. ... Achieving sales goals wasn’t easy. ... Wells Fargo’s own analysis found that between 2011 and 2015 its employees had opened more than 1.5 million deposit accounts and more than 565,000 credit-card accounts that may not have been authorized. Some customers were charged fees on accounts they didn’t know they had, and some customers had collection agencies calling them due to unpaid fees on accounts they didn’t know existed. Gaming was so widespread that it had even spawned related terms, such as “pinning,” which meant assigning customers personal-identification numbers, or PINs, without their knowledge in order to impersonate them on Wells Fargo computers and enroll them in various products without their knowledge. ... The quotas for the bankers at Guitron’s branch totaled 12,000 Daily Solutions each year, including almost 3,000 new checking accounts. Without fraud, the math didn’t work.