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Dick Pelletier — IEET

What can we expect when machines surpass humans in intelligence; a point in time that futurists predict could become reality by 2045.

The concept for the Singularity goes something like this: researchers are convinced that technology will eventually supersede human intelligence creating an amazing world filled with ‘smart’ machines. These machines will not only defeat us in chess and games like Jeopardy, but will also drive cars, write books and replace humans in customer service, and one day, emulate consciousness.

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Overmanagement by Mr. Andres Agostini

NATGEO   NASA
This is an excerpt from the conclusion section o, “…Overmanagement…,” that discusses some management strategies. To read the entire piece, just click the link at the end of article:

BEGINNING OF EXCERPT.

Question: What other contemporary issues particularly concern you? Do you find signs of
hope or resistance around these issues that, perhaps, you finding heartening?

Well, we can make a long list, including the things we’ve talked about, but it’s also worth
remembering that, hovering over the things we discussed, are two major problems. These
are issues that seriously threaten the possibility of decent human survival. One of them is
the growing threat of environmental catastrophe, which we are racing towards as if we
were determined to fall off a precipice, and the other is the threat of nuclear war, which
has not declined, in fact it’s very serious and in many respects is growing. The second one
we know, at least in principle, how to deal with it. There is a way of significantly reducing
that threat; the methods are not being pursued but we know what they are. In the case of
environmental catastrophe it’s not so clear that there will even be a way to control of
maybe reverse it. Maybe. But, the longer we wait, the more we defer taking measures, the
worse it’s going to be.

It’s quite striking to see that those in the lead of trying to do something about this
catastrophe are what we call “primitive” societies. The first nations in Canada, indigenous
societies in central America, aboriginals in Australia. They’ve been on the forefront of
trying to prevent the disaster that we’re rushing towards. It’s beyond irony that the richest
most powerful countries in the world are racing towards disaster while the so-called
primitive societies are the ones in the forefront of trying to avert it.

END OF EXCERPT.

Please see the full article at http://lnkd.in/bYP2nDC

Visionary; Philosopher; Author of bestselling novel ‘The Transhumanist Wager’

For a few billion people around the world, Christmas is the most important and relished holiday of the year. It’s the day with the most gift-giving, the most family get-togethers, the most religious activities, and the most colorful fairy tales that children and adults almost universally embrace with sacred fervor. For many nations, no other day comes close to being as special. For this reason, it seems almost unimaginable that another day — especially an unknown one looming on the horizon — will soon unseat Christmas as the most important day in the world. Nonetheless, for humanity, the course is set. The birth of an artificial intelligence equal or greater than that of human intelligence is coming. It’s called AI Day. And once it arrives, it will rapidly usher in a new age.

For decades, the concept of a man-made intelligence matching or surpassing our own — technically called AGI (artificial general intelligence) or Strong AI — has been steeped in science fiction. Upon hearing the term AI, many people immediately think of the sentient computer HAL in Stanley Kubrick’s masterpiece film 2001: A Space Odyssey. However, what most people fail to grasp is that once AI becomes self-aware and joins with the internet, it could grow its intelligence thousands of times in just mere days, perhaps hours. Frankly, it could quickly surpass all measurements of intelligence that humans are even capable of monitoring and recognizing.

“I think that Ray Kurzweil’s estimate that we will achieve human-level Artificial General Intelligence by around 2029 is a reasonable guesstimate,” says Dr. Ben Goertzel.

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By: Eray Ozkural - h+

Computing-efficency

During writing a paper for the 100 Year Starship Symposium, I wished to convince the starship designers that they should acknowledge the dynamics of high-technology economy, which may be crucial for interstellar missions. Thus motivated, I have made a new calculation regarding infinity point, also known as the singularity. According to this most recent revision of the theory of infinity point, it turns out that we should expect Infinity Point by 2035 in the worst case. Here is how and why.

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He knows this because when he had his genetic code read, he found out that he was likely to get age-related macular degeneration (AMD).

The disease leaves the sufferer with a very narrow field of vision.

As head of bio-technology at the world’s most futuristic learning institution, Singularity University, he found the news “burdensome” at first.

“I had never heard of AMD, I had no family history of it and in many ways it was the worst story you can get in genetic diagnosis, ‘Here’s something that you didn’t know about which we can’t do anything about,’” he says.

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Reuven Cohen,

It’s that time of the year again. You know, that time of year when technologists, pundits and bloggers get into the festive spirit and share technology predictions for the coming year. Being partially curious and possibly not wanting to be left out of the fun, I thought I’d throw my hat into the ring with my own set of prognoses. In terms of timeframe, whether it’s 2014 or 2050 is another story. Alas, this is a story about intersecting trends, asking the simple yet infinitely complex question of where is technology taking us?

The famous computer scientist Alan Kay can best sum up my opinion on technology predictions in his famous 1971 quote; “Don’t worry about what anybody else is going to do… The best way to predict the future is to invent it. Really smart people with reasonable funding can do just about anything that doesn’t violate too many of Newton’s Laws!”

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Transleadership! By Mr. Andres Agostini

TRANSLEADERSHIP
This is an excerpt from the conclusion section of, “…Transleadership!…” that discusses some management, leadership and futurism theories and practices and strategies.

To read the entire piece, just click the link at the end of article:

EXCERPT. Ensuing:

(…SUMMATION OF WHAT A TRANSLEADERSHIP LEADER DOES AND IS …)

# 1 – Is An Actionable Statesman.

# 2 – Thoroughly moral and ethical in deed and spontaneously projected example.

# 3 – Happily located and navigating through Century 21.

# 4 – By far, focused on solid and increasing education and perpetual mind expansion, chiefly those acquired by solving truly complex problems systematically.

# 5 – Self-Pedagogue forever. Teaches to self-tech to his / her crew for Life.

# 6 – Leads, Co-Leads, Follows, Co-Follows, Executes, Co-Executes, Builds, Co-Builds, Envisions, Co-Envisions, Paves and Co-Paves Never-Thought-Of Pathways.

# 7 – Intuitive, Counterintuitive, and seamlessly blends both of the above.

# 8 – Takes all – encompassing curiosity as it is operated in real time – beyond known and unknown extremes.

# 9 – Makes every mistake – own or that of the competitor – into his / her won victory.

# 10 – Doesn’t care how fluid and amorphous the limits, contexts and the dynamics of his / her blurred theater of operations are.

# 11 – Can strategize and prevail through many operational frameworks at once without getting bewildered.

# 12 – Challenges every assumption, doctrine and dogma ruthlessly and relentlessly, beginning with his / her own ones.

# 13 – Learns something practical, meaningful, and decisively productive every day.

# 14 – Heightens crew’s sense of urgency and of focus.

# 15 – Re-adapts and re-invents resiliently and effortlessly regardless of whatever constraints and increasing pressures stemming from the frame of reference.

# 16 – Operates multidimensionally and cross-functionally.

# 17 – Constantly and boldly sets pre-conditions to maximize the likelihood of his / her triumphs.

# 18 – Always selects and develops his / her leadership constituency.

# 19 – Creates and applies his / her own – along with that of the team – body of knowledge.

# 20 – Does never ever institute “best practices,” but UNIQUE, premium-graded approaches.

# 21 – Carries on much swifter that “life cycles” intrinsic to products, services, challenges, and complex problem solving.

# 22 – Does not get concerned about his / her adversaries since the uniqueness and ever-upgrading quality of tactics, strategies and stratagems as applied.

# 23 – Harmonizes issues immediately.

# 24 – His / her leadership is always (and robustly so) linked to concrete and unambiguous objective and goals.

# 25 – Always updates his methods, approaches, techniques, tactics, strategies, especially using those that are extraneous to so-called and already disrupted “history.” (Which one, that wrote by winners or that stated by losers or that always failing to have sufficient objectivity?)

# 26 – Continuously learns lessons – and improves those – both from incurred mistakes and from captured successes.

# 27 – Extracts information and knowledge – to be shared and brainstormed with the crew – out of everything done, thought, as well as to be executed regardless of the incumbent.

# 28 – Wins only based on merit, principle, legitimacy and lawfulness.

# 29 – Strategizes the granularity of detail of everything. There is no such a thing as a leader that is not a strategist and visionary.

# 30 – Embraces leading-edge (even weird) science and its stemming technological derivatives immediately.

# 31 – Enjoys phenomena and prevails as he / she navigates through said phenomena.

# 32 – Is never commonsensical and always challenging long-held assumptions as he / she institutes the most unorthodox and exuberant novel practices (lavishly so).

# 33 – De-tools, tools, re-tools the amplification of the individual and collective intelligence within his / her crew.

# 34 – Instills how to operate autonomously and jointly – in pursuit of the same goals and objectives – to his / her followers and co-leaders.

# 35 – Learns from his / her mistakes, but empathizes to learn also from the mistakes of others.

# 36 – Fluidly shares experience and practical knowledge across every incumbent in the crew.

# 37 – Only thinks and performs a la unthinkable thinking.

# 38 – Disrupt the boundaries of unthinkable thinking, always going beyond such boundaries.

# 39 – Transforms new problems and old problems into actionable breakthrough opportunities.

# 40 – In his / her case and exercising this type of leadership, strongly and coherently insists on and applies three aspects: CIVILITY, CIVILITY, CIVILITY!

# 41 – Before chaos, he / she instills more and more chaos – of greater magnitude, scale and speed – to level off and outsmart the frame of reference targeted.

# 42 – Drives OPS with directness and / or indirectness, as well as with the loose/control hybridization mode.

# 43 – Shares of defined values

# 44 – Elicits conceptions of practiced futures to deal with and countermeasure way in advance.

# 45 – Fuses technology innovation with business strategy as a tool for competitive advantage.

# 46 – Conceives early and distinguishes it and exploits it strategic surprises attributable to competitors.

# 47 – Ascertains that there is not a single stone left unturned.

END OF EXCERPT.

Please see the entire presentation at http://lnkd.in/dP2PmCP

Superslide. By Mr. Andres Agostini
SYNAPSE
This is an excerpt from the conclusion section of, “…Superslide (…A Three-Meter Slide).…” that discusses some management and futurism theories and practices. To read the entire piece, just click the link at the end of article:

EXCERPT. Ensuing:

“…Jeff Immelt realizes that the world changes every day and that his job is to keep GE competitive in that changing world. But his ability to take the company where it needs to go is greatly facilitated by the fact that he has a clear understanding of where he is starting…”

“…Stewart’s ranking reflects a massive movement underway to actually measure intellectual capital … The concept is correct and we put Stewart’s work right at the front … to reinforce the importance for companies to continue defining, measuring and improving ways of generating new intellectual capital … Teaching Organizations are the needed response to today’s emphasis on knowledge creation. Today, intellectual assets trump physical assets in nearly every industry.…”

“…Despite the boom and bust of the recent dot-bomb era, there is no question that we are in the early stages of an era in which technology and biotechnology will have inescapable consequences for how businesses are run and organized. The practices, systems, policies and mind-sets that prevailed in the old industrial economy will not do the job. The foregone conclusion of the late 1990s that the old industrial behemoths would be agile start-ups is equally wrong for the times.…”

“…Rather, we now know that the winners of the future will adapt and innovate to exploit emerging technological and social changes. They will be big, fast, and smart. The winners will create value by having a workforce that is more aligned, energized and smarter than their competitors. They will leverage size and act with speed across internal and external organizational boundaries.…”

END OF EXCERPT.

Please see the entire presentation at http://lnkd.in/dGjf3mm