Lifeboat Foundation: Safeguarding Humanity
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Transhumanists are into improvements, and many talk about specific problems, for instance Nick Bostrom. However, Bostrom’s problem statements have been criticized for not necessarily being problems, and I think largely this is why one must consider the problem definition (see step #2 below).

Sometimes people talk about their “solutions” for problems, for instance this one in H+ Magazine. But in many cases they are actually talking about their ideas of how to solve a problem, or making science-fictional predictions. So if you surf the web, you will find a lot of good ideas about possibly important problems—but a lot of what you find will be undefined (or not very well defined) problem ideas and solutions.

These proposed solutions often do not attempt to find root causes or assume the wrong root cause. And finding a realistic complete plan for solving a problem is rare.

8D (Eight Disciplines) is a process used in various industries for problem solving and process improvement. The 8D steps described below could be very useful for transhumanists, not just for talking about problems but for actually implementing solutions in real life.

Transhuman concerns are complex not just technologically, but also socioculturally. Some problems are more than just “a” problem—they are a dynamic system of problems and the process for problem solving itself is not enough. There has to be management, goals, etc., most of which is outside the scope of this article. But first one should know how deal with a single problem before scaling up, and 8D is a process that can be used on a huge variety of complex problems.

Here are the eight steps of 8D:

  1. Assemble the team
  2. Define the problem
  3. Contain the problem
  4. Root cause analysis
  5. Choose the permanent solution
  6. Implement the solution and verify it
  7. Prevent recurrence
  8. Congratulate the team

More detailed descriptions:

1. Assemble the Team

Are we prepared for this?

With an initial, rough concept of the problem, a team should be assembled to continue the 8D steps. The team will make an initial problem statement without presupposing a solution. They should attempt to define the “gap” (or error)—the big difference between the current problematic situation and the potential fixed situation. The team members should all be interested in closing this gap.

The team must have a leader; this leader makes agendas, synchronizes actions and communications, resolves conflicts, etc. In a company, the team should also have a “sponsor”, who is like a coach from upper management. The rest of the team is assembled as appropriate; this will vary depending on the problem, but some general rules for a candidate can be:

  • Has a unique point of view.
  • Logistically able to coordinate with the rest of the team.
  • Is not committed to preconceived notions of “the answer.”
  • Can actually accomplish change that they might be responsible for.

The size of an 8D team (at least in companies) is typically 5 to 7 people.

The team should be justified. This matters most within an organization that is paying for the team, however even a group of transhumanists out in the wilds of cyberspace will have to defend themselves when people ask, “Why should we care?”

2. Define the Problem

What is the problem here?

Let’s say somebody throws my robot out of an airplane, and it immediately falls to the ground and breaks into several pieces. This customer then informs me that this robot has a major problem when flying after being dropped from a plane and that I should improve the flying software to fix it.

Here is the mistake: The problem has not been properly defined. The robot is a ground robot and was not intended to fly or be dropped out of a plane. The real problem is that a customer has been misinformed as to the purpose and use of the product.

When thinking about how to improve humanity, or even how to merely improve a gadget, you should consider: Have you made an assumption about the issue that might be obscuring the true problem? Did the problem emerge from a process that was working fine before? What processes will be impacted? If this is an improvement, can it be measured, and what is the expected goal?

The team should attempt to grok the issues and their magnitude. Ideally, they will be informed with data, not just opinions.

Just as with medical diagnosis, the symptoms alone are probably not enough input. There are various ways to collect more data, and which methods you use depends on the nature of the problem. For example, one method is the 5 W’s and 2 H’s:

  • Who is affected?
  • What is happening?
  • When does it occur?
  • Where does it happen?
  • Why is it happening (initial understanding)?
  • How is it happening?
  • How many are affected?

For humanity-affecting problems, I think it’s very important to define what the context of the problem is.

3. Contain the Problem

Containment

Some problems are urgent, and a stopgap must be put in place while the problem is being analyzed. This is particularly relevant for problems such as product defects which affect customers.

Some brainstorming questions are:

  • Can anything be done to mitigate the negative impact (if any) that is happening?
  • Who would have to be involved with that mitigation?
  • How will the team know that the containment action worked?

Before deploying an interim expedient, the team should have asked and answered these questions (they essentially define the containment action):

  • Who will do it?
  • What is the task?
  • When will it be accomplished?

A canonical example: You have a leaky roof (the problem). The containment action is to put a pail underneath the hole to capture the leaking water. This is a temporary fix until the roof is properly repaired, and mitigates damage to the floor.

Don’t let the bucket of water example fool you—containment can be massive, e.g. corporate bailouts. Of course, the team must choose carefully: Is the cost of containment worth it?

4. Root Cause Analysis

There can be many layers of causation

Whenever you think you have an answer to a problem, as yourself: Have you gone deep enough? Or is there another layer below? If you implementt a fix, will the problem grow back?

Generally in the real world events are causal. The point of root cause analysis is to trace the causes all the way back for your problem. If you don’t find the origin of the causes, then the problem will probably rear its ugly head again.

Root cause analysis is one of the most overlooked, yet important, steps of problem solving. Even engineers often lose their way when solving a problem and jump right into a fix which later on turned out to be a red herring.

Typically, driving to root cause follows one of these two routes:

  1. Start with data; develop theories from that data.
  2. Start with a theory; search for data to support or refute it.

Either way, team members must always remember keep in mind that correlation is not necessarily causation.

One tool to use is the 5 Why’s, in which you move down the “ladder of abstraction” by continually asking: “why?” Start with a cause and ask why this cause is responsible for the gap (or error). Then ask again until you’ve bottomed out with something that may be a true root cause.

There are many other general purpose methods and tools to assist in this stage; I will list some of them here, but please look them up for detailed explanations:

  • Brainstorming: Generate as many ideas as possible, and elaborate on the best ideas.
  • Process flow analysis: Flowchart a process; attempt to narrow down what element in the flow chart is causing the problem.
  • Fishikawa: Use a Fishikawa (aka Cause and Effect) diagram to try narrowing down the cause(s).
  • Pareto analysis: Generate a Pareto chart, which may indicate which cause (of many) should be fixed first.
  • Data analysis: Use trend charts, scatter plots, etc. to assist in finding correlations and trends.

And that is just the beginning—a problem may need a specific new experiment or data collection method devised.

Ideally you would have a single root cause, but that is not always the case.

The team should also come up with various correction actions that solve the root cause, to be selected and refined in the next step.

5. Choose the Permanent Solution

The solution must be one or more corrective actions that solve the cause(s) of the problem. Corrective action selection is additionally guided by criteria such as time constraints, money constraints, efficiency, etc.

This is a great time to simulate/test the solution, if possible. There might be unaccounted for side effects either in the system you fixed or in related systems. This is especially true for some of the major issues that transhumanists wish to tackle.

You must verify that the corrective action(s) will in fact fix the root cause and not cause bad side effects.

6. Implement the Solution and Verify It

This is the stage when the team actually sets into motion the correction action(s). But doing it isn’t enough—the team also has to check to see if the solution is really working.

For some issues the verification is clean-cut. Some corrective actions have to be evaluated with effectiveness, for instance some benchmark. Depending on the time scale of the corrective action, the team might need to add various monitors and/or controls to continually make sure the root cause is squashed.

7. Prevent Recurrence

It’s possible that a process will revert back to its old ways after the problem has been solved, resulting in the same type of problem happening again. So the team should provide the organization or environment with improvements to processes, procedures, practices, etc. so that this type of problem does not resurface.

8. Congratulate the Team

Party time! The team should share and publicize the knowledge gained from the process as it will help future efforts and teams.

Image credits:
1. Inception (2010), Warner Bros.
2. Peter Galvin
3. Tom Parnell
4. shalawesome

I want self knowledge. It’s part of what I do in life. For me it isn’t work, it’s love, but by the same token, it isn’t for everybody, nor should it be. There’s no money in it, not everyone feels passionate about it, not everyone has the aptitude, many are turned off by introspection, considering it a waste of time and many don’t believe in ‘that sort of thing.’ Well, I enjoy educating myself, and I get part of my ongoing education and a sense of satisfaction from ‘that sort of thing’ that also harmonizes with my supporting the work of the Lifeboat Foundation.

At the same time I’m aware of a certain ‘unconscious’ role that I forged in my early life crucible so as to get me what I wanted at a time when my thinking and my ‘worldview’ were primitive to say the least. What might anyone ‘want’ in such a situation? Imagine. Using whatever genetic and epigenetic equipment entered this life with me I interacted in complexity with the other participants in the crucible, emerging as … what? Here lie the origins of liberated or not,according to psychological dynamic thinking.

Notice how hard it is to get rid of that ‘I.’ I wish I knew more about my ‘I.’

Well, enough of that, so for now, in one way or another I resolved my early life core dilemma in a way that left a pattern. A role in a drama learned early on in life endures. It endures, firstly because certain psycho-biological infrastructure is embedded in various functions of ‘me’ and secondly because my drama serves a purpose for me. If I didn’t use it, it would fade away in disuse. I value it. Simplistically said, if I ‘succeed’ it’s because I’m superior, if I ‘fail’ it’s because I’m misunderstood. A hero in a world of fools. My drama is my treasure, I’ll resist if someone tries to persuade or coerce me to let go of my treasure, and if I imagine it’s the only tool I have, I can’t imagine life without it. Who said that life was rational?

Then suddenly one day I’m an adult-nothing to do with chronological age-and, yes, it can happen suddenly, and I see my treasure as a load on my back, a burden, a fantasy born in fantasy. So why not dump it? But what about…? What if … ? It’s still hard to imagine life without it. Well, maybe I can bargain. Maybe I’ll undertake a program of ‘reeducation’ or therapy in which I’ll hear what I want to hear, then I can have my cake and eat it.

And I’ll continue blaming others or circumstances for what I don’t like about life. Right back in crucible mode.

Hunched long term in my crucible while knowing better, I’ll not only dislike myself but I’ll also feel guilty, and feeling guilty I’ll escalate until eventually I’ll hate myself. And you know what? Out of self hate come the ‘isms.’ What is racism but self loathing projected!

Why is all this important? Why should anyone care? To some it may sound like a lot of navel gazing anyway. Well, folks, listen to this: What if secret desires conflict significantly with a socially adopted role? There lie the ingredients of a psychological ‘double life.’ And you know what, it manifests. I might just sabotage my own efforts to get what I want in my life drama. Or what if I find myself in an impossible situation that I hate and I want out? I can always create a scene. And what about espionage, industrial spying, political spying? How about hacking? How about the destructive use of technology yet to be developed? Well, is the life drama important, or isn’t it?

There’s more: It’s just possible that wars in the air, on land and on sea originate in battles originating in early life crucibles. The war within becoming the war without.

Without fear there can be no courage, to paraphrase Eddie Rickenbacker, the great American flying hero, a man who happened to know something about fear and also about courage.

To be sure, in the never-ending search for truth there is and there probably cannot be any rigid ritualized method. We don’t have a unified theory of the human condition, and bottom line when I examine mind with mind, I find plenty of mystery to tickle my sense of wonderment.

Not to forget the ‘I.’ I wonder where the ‘I’ comes from. What can it be?

In conclusion, the only advice I can give is to myself, the only life role I can identify is my own, and only I can come to grips with the egocentricity that is my own life drama …

It’s a beginning.

I’ve been an entrepreneur most of my adult life. Recently, on a long business flight, I began thinking about what it takes to become successful as an entrepreneur — and how I would even define the meaning “success” itself. The two ideas became more intertwined in my thinking: success as an entrepreneur, entrepreneurial success. I’ve given a lot of talks over the years on the subject of entrepreneurship. The first thing I find I have to do is to dispel the persistent myth that entrepreneurial success is all about innovative thinking and breakthrough ideas. I’ve found that entrepreneurial success usually comes through great execution, simply by doing a superior job of doing the blocking and tackling.

But what else does it take to succeed as an entrepreneur — and how should an entrepreneur define success?

Bored with the long flight, sinking deeper into my own thoughts, I wrote down my own answers.

Here’s what I came up with, a “Top Ten List” if you will:

10. You must be passionate about what you are trying to achieve. That means you’re willing to sacrifice a large part of your waking hours to the idea you’ve come up with. Passion will ignite the same intensity in the others who join you as you build a team to succeed in this endeavor. And with passion, both your team and your customers are more likely to truly believe in what you are trying to do.

9. Great entrepreneurs focus intensely on an opportunity where others see nothing. This focus and intensity helps to eliminate wasted effort and distractions. Most companies die from indigestion rather than starvation i.e. companies suffer from doing too many things at the same time rather than doing too few things very well. Stay focused on the mission.

8. Success only comes from hard work. We all know that there is no such thing as overnight success. Behind every overnight success lies years of hard work and sweat. People with luck will tell you there’s no easy way to achieve success — and that luck comes to those who work hard. Successful entrepreneurs always give 100% of their efforts to everything they do. If you know you are giving your best effort, you’ll never have any reason for regrets. Focus on things you can control; stay focused on your efforts and let the results be what they will be.

7. The road to success is going to be long, so remember to enjoy the journey. Everyone will teach you to focus on goals, but successful people focus on the journey and celebrate the milestones along the way. Is it worth spending a large part of your life trying to reach the destination if you didn’t enjoy the journey along the way? Won’t the team you attract to join you on your mission also enjoy the journey more as well? Wouldn’t it be better for all of you to have the time of your life during the journey, even if the destination is never reached?

6. Trust your gut instinct more than any spreadsheet. There are too many variables in the real world that you simply can’t put into a spreadsheet. Spreadsheets spit out results from your inexact assumptions and give you a false sense of security. In most cases, your heart and gut are still your best guide. The human brain works as a binary computer and can only analyze the exact information-based zeros and ones (or black and white). Our heart is more like a chemical computer that uses fuzzy logic to analyze information that can’t be easily defined in zeros and ones. We’ve all had experiences in business where our heart told us something was wrong while our brain was still trying to use logic to figure it all out. Sometimes a faint voice based on instinct resonates far more strongly than overpowering logic.

5. Be flexible but persistent — every entrepreneur has to be agile in order to perform. You have to continually learn and adapt as new information becomes available. At the same time you have to remain persistent to the cause and mission of your enterprise. That’s where that faint voice becomes so important, especially when it is giving you early warning signals that things are going off-track. Successful entrepreneurs find the balance between listening to that voice and staying persistent in driving for success — because sometimes success is waiting right across from the transitional bump that’s disguised as failure.

4. Rely on your team — It’s a simple fact: no individual can be good at everything. Everyone needs people around them who have complimentary sets of skills. Entrepreneurs are an optimistic bunch of people and it’s very hard for them to believe that they are not good at certain things. It takes a lot of soul searching to find your own core skills and strengths. After that, find the smartest people you can who compliment your strengths. It’s easy to get attracted to people who are like you; the trick is to find people who are not like you but who are good at what they do — and what you can’t do.

3. Execution, execution, execution — unless you are the smartest person on earth (and who is) it’s likely that many others have thought about doing the same thing you’re trying to do. Success doesn’t necessarily come from breakthrough innovation but from flawless execution. A great strategy alone won’t win a game or a battle; the win comes from basic blocking and tackling. All of us have seen entrepreneurs who waste too much time writing business plans and preparing PowerPoints. I believe that a business plan is too long if it’s more than one page. Besides, things never turn out exactly the way you envisioned them. No matter how much time you spend perfecting the plan, you still have to adapt according to the ground realities. You’re going to learn a lot more useful information from taking action rather than hypothesizing. Remember — stay flexible and adapt as new information becomes available.

2. I can’t imagine anyone ever achieving long-term success without having honesty and integrity. These two qualities need to be at the core of everything we do. Everybody has a conscience — but too many people stop listening to it. There is always that faint voice that warns you when you are not being completely honest or even slightly off track from the path of integrity. Be sure to listen to that voice.

1. Success is a long journey and much more rewarding if you give back. By the time you get to success, lots of people will have helped you along the way. You’ll learn, as I have, that you rarely get a chance to help the people who helped you because in most cases, you don’t even know who they were. The only way to pay back the debts we owe is to help people we can help — and hope they will go on to help more people. When we are successful, we draw so much from the community and society that we live in we should think in terms of how we can help others in return. Sometimes it’s just a matter of being kind to people. Other times, offering a sympathetic ear or a kind word is all that’s needed. It’s our responsibility to do “good” with the resources we have available.

Measuring Success — Hopefully, you have internalized the secrets of becoming a successful entrepreneur. The next question you are likely to ask yourself is: How do we measure success? Success, of course, is very personal; there is no universal way of measuring success. What do successful people like Bill Gates and Mother Teresa have in common? On the surface it’s hard to find anything they share — and yet both are successful. I personally believe the real metric of success isn’t the size of your bank account. It’s the number of lives where you might be able to make a positive difference. This is the measure of success we need to apply while we are on our journey to success.

Naveen Jain is a philanthropist, entrepreneur and technology pioneer. He is a founder and CEO of Intelius, a Seattle-based company that empowers consumers with information to make intelligent decisions about personal safety and security. Prior to Intelius, Naveen Jain founded InfoSpace and took it public in 1998 on NASDAQ. Naveen Jain has been awarded many honors for his entrepreneurial successes and leadership skills including “Ernst & Young Entrepreneur of the Year”, “Albert Einstein Technology Medal” for pioneers in technology, “Top 20 Entrepreneurs” by Red Herring, “Six People Who Will Change the Internet” by Information Week, among other honors.

My generation was the last one to learn to use a slide rule in school. Today that skill is totally obsolete. So is the ability to identify the Soviet Socialist Republics on a map, the ability to write an operation in FORTAN, or how to drive a car with a standard transmission.

We live in a world of instant access to information and where technology is making exponential advances in synthetic biology, nanotechnology, genetics, robotics, neuroscience and artificial intelligence. In this world, we should not be focused on improving the classrooms but should be devoting resources to improving the brains that the students bring to that classroom.

To prepare students for this high-velocity, high-technology world the most valuable skill we can teach them is to be better learners so they can leap from one technological wave to the next. That means education should not be about modifying the core curricula of our schools but should be about building better learners by enhancing each student’s neural capacities and motivation for life-long learning.

Less than two decades ago this concept would have been inconceivable. We used to think that brain anatomy (and hence learning capacity) was fixed at birth. But recent breakthroughs in the neuroscience of learning have demonstrated that this view is fundamentally wrong.

In the past few decades, neuroscience research has demonstrated that, contrary to popular belief, the brain is not static. Rather, it is highly modifiable (“plastic”) throughout life, and this remarkable “neuroplasticity” is primarily experience-dependent. Neuroplasticity research shows that the brain changes its very structure with each different activity it performs, perfecting its circuits so it is better suited to the task at hand. Neurological capacities and competencies are both measurable and significantly consequential to educational outcomes.

This means that the neural capacities that form the building blocks for learning — attention & focus, memory, prediction & modeling, processing speed, spatial skills, and executive functioning — can be improved throughout life through training. Just as physical exercise is a well-known and well-accepted means to improve health for anyone, regardless of age or background, so too can the brain be put “into shape” for optimal learning.

If any of these neural capacities are enhanced, you would see significant improvements in a person’s ability to understand and master new situations.

While these basic neural capacities are well known by scientists and clinicians today, they are rarely used to develop students into better learners by schools, teachers or parents. There is too little awareness and too few tools available for enhancing a student’s capacity and ability to learn. The failure to focus on optimizing each student’s neural capacities for learning is resulting in widespread failure of the educational systems, particularly for the underprivileged.

Gone are the days when you could equip students with slide rules and a core of knowledge and skills and expect them to achieve greatness. Our children already inhabit a world where new game platforms and killer apps appear and are surpassed in dizzying profusion and speed. They are already adapting to the dynamics of the 21st century. But we can help them adapt more methodically and systematically by focusing our attention on improving their capacity to learn throughout their lives.

This far-reaching and potentially revolutionary conclusion is based on recent research breakthroughs and thus may be contrary to the past beliefs of many teachers, administrators, parents and students, who have historically emphasized classroom size and curriculum as the key to improved learning.

Just as new knowledge and understanding is revolutionizing the way we communicate, trade, or practice medicine so too must it transform the way we learn. For students, that revolution is already well under way but it’s happening outside of their schools. We owe it to them to equip them with all the capabilities they’ll need to thrive in the limitless world beyond the classroom.

I believe that while it’s important to leave better country for our children, it’s more important that we leave better children for our country.

Naveen Jain is a philanthropist, entrepreneur and technology pioneer. He is a founder and CEO of Intelius, a Seattle-based company that empowers consumers with information to make intelligent decisions about personal safety and security. Prior to Intelius, Naveen Jain founded InfoSpace and took it public in 1998 on NASDAQ. Naveen Jain has been awarded many honors for his entrepreneurial successes and leadership skills including “Ernst & Young Entrepreneur of the Year”, “Albert Einstein Technology Medal” for pioneers in technology, “Top 20 Entrepreneurs” by Red Herring, “Six People Who Will Change the Internet” by Information Week, among other honors.

Some countries are a threat as possible sources of global risk. First of all we are talking about countries which have developed, but poorly controlled military programs, as well as the specific motivation that drives them to create a Doomsday weapon. Usually it is a country that is under threat of attack and total conquest, and in which the control system rests on a kind of irrational ideology.

The most striking example of such a global risk are the efforts of North Korea’s to weaponize Avian Influenza (North Korea trying to weaponize bird flu http://www.worldnetdaily.com/news/article.asp?ARTICLE_ID=50093), which may lead to the creation of the virus capable of destroying most of Earth’s population.

There is not really important, what is primary: an irrational ideology, increased secrecy, the excess of military research and the real threat of external aggression. Usually, all these causes go hand in hand.

The result is the appearance of conditions for creating the most exotic defenses. In addition, an excess of military scientists and equipment allows individual scientists to be, for example, bioterrorists. The high level of secrecy leads to the fact that the state as a whole does not know what they are doing in some labs.

In addition, these dangerous countries might be hiding under the guise of seemingly prosperous and democratic countries in their military-industrial complex. This list surely do not include poorest countries (Mali) and small rich countries (like Denmark).

List of countries, like falling in this category:
Well known rogue-nations: S. Korea, Iran, Pakistan,
“superpower”: China, Russia and the U.S..
Weak rogue nation: Burma, Syria and other poor countries.
In addition, a paranoid military program could be inside the outwardly prosperous countries: Japan, Taiwan, Switzerland.
This list does not include countries with a developed, but are rational and have controlled military program: Israel, Britain, France, etc. Also, the list do not include contries, which only buy weapons, like Saudi Arabia.

There is the idea of preemptive strikes against rogue countries which goal is regime change in all these countries, and through this create a safer world. This concept can be called “Rumsfeld Doctrine”. Under this doctrine were conducted military operations in Afghanistan and especially in Iraq at the beginning of the XXI century. However, this doctrine has collapsed, as weapons of mass destruction has not been found in Iraq. A more powerful adversaries such as Iran and North Korea, were too strong for United States, and, moreover, they intensified the development of weapons of mass destruction.

The strike itself could provoke rogue nation to use weapons which are already created, for example, biological weapons. Or control over bioweapon will be lost during destruction of buildings, where they are stored. Furthermore, chaos can lead to attempts to sell such weapons. However, the longer is delayed the decision of the problem, the more these countries will have time to enrich, to accumulate, to grow up.

My opinion is that at the current stage of history we should not attempt to bomb all potential rogue nations. But in principle it is a good thing that regime of Saddam Hussein was toppled, as it is unknown, what it now would do, if it still exist. We should wait near-singularity era, when one country through the development of nanotech, and / or AI will be in a situation to disarm as painlessly as possible their potential enemies, as it will be stronger than they in thousands times. Since the exponential acceleration of progress will lead to the fact that the gap between the strongest and laggards will continue to grow and advance on the usual 2–10 years will be equivalent to the advance in centuries.

“Jobs for every American is doomed to failure because of modern automation and production. We ought to recognize it and create an income-maintenance system so every single American has the dignity and the wherewithal for shelter, basic food, and medical care. I’m talking about welfare for all. Without it, you’re going to have warfare for all.”

This quote from Jerry Brown in 1995 echoes earlier fears that automation would cause mass unemployment and displacement. These fears have not materialized, due to surging economic growth, the ability of the workforce to adjust, and the fact that the extent of automation is largely limited to physical, repetitive tasks. This is beginning to change.

In recent years, before the current recession, automation in already well established areas has continued to make productivity improvements. “Robotics and other computer automation have reduced the number of workers on a line. Between 2002 and 2005, the number of auto production workers decreased 8.5 percent while shipments increased 5 percent. Assembly plants now require as little as 15 to 25 labor hours per vehicle.” The result of these productivity gains has been a higher quality, less expensive product.

As machines become smarter, less repetitive “white collar” jobs will become subject to automation. Change will come so rapidly, the workforce will not be able to adjust, with real opportunities for alternative work decreasing. The earlier fears of mass unemployment will become realized. This mass displacement could lay the foundation for civil unrest and a general backlash against technology. The full extent of this change is unlikely to happen for another generation, with strong growth in China and other emerging economies. Regardless of exact timing or mechanism, the fact is that this transition to full automation has already begun, and micro economics dictate that it will continue. The choice between an inefficient, expensive, human labor force and an efficient, cheap, automated labor force is clear at the micro level, which will drive the pace of change.

What is needed now is a new economic paradigm, new theories, and a new understanding for the new coming age. We are not far away from a time when it will be possible to provide every human with a clean, safe place to live, with excellent healthcare and ample food, through the provision of automated labor. If it is possible to provide these things as a birth right, while not infringing upon the rights of others, then it should be done. As long as we are human, no matter how virtual our world becomes, we will still have basic physical needs that should be accessible by everyone, as owners by heritage to this offspring of our species. The correct lessons from the failures and shortcomings of Marxism and Austrian Economics must be learned. The introduction of something never before possible, an intelligent omnipresent and free labor source (free once machines are able to replicate themselves from the mine, to design and manufacture, without any human input), is a game changer.

Jerry Brown was right. The trick is to not be too far ahead of your time.

Many people think that the issues Lifeboat Foundation is discussing will not be relevant for many decades to come. But recently a major US Governmental Agency, the TSA, decided to make life hell for 310 million Americans (and anyone who dares visit the USA) as it reacts to the coming Great Filter.

What is the Great Filter? Basically it is whatever has caused our universe to be dead with no advanced civilizations in it. (An advanced civilization is defined as a civilization advanced enough to be self-sustaining outside its home planet.)

The most likely explanation for this Great Filter is that civilizations eventually develop technologies so powerful that they provide individuals with the means to destroy all life on the planet. Technology has now become powerful enough that the TSA even sees 3-year-old girls as threats who may take down a plane so they take away her teddy bear and grope her.

Do I agree with the TSA’s actions? No, because they are not risk-based. For example, they recently refused to let a man board a plane even when he stripped down to his underwear that “left nothing to the imagination” as he attempted to prove that he didn’t have a bomb on his body. Instead they arrested him, handcuffed and paraded him through two separate airport terminals in his underwear, stole his phone, and arrested a bystander who filmed the event and stole her camera as well. Obviously the TSA’s actions in this instance did nothing to protect Americans from mad bombers. And such examples are numerous.

But is the TSA in general reacting to real growing threats as the Great Filter approaches? You bet it is. The next 10 years will be interesting. May you live in interesting times.

The Stoic philosophical school shares several ideas with modern attempts at prolonging human lifespan. The Stoics believed in a non-dualistic, deterministic paradigm, where logic and reason formed part of their everyday life. The aim was to attain virtue, taken to mean human excellence.

I have recently described a model specifically referring to indefinite lifespans, where human biological immortality is a necessary and inevitable consequence of natural evolution (for details see www.elpistheory.info and for a comprehensive summary see http://cid-3d83391d98a0f83a.office.live.com/browse.aspx/Immo…=155370157).

This model is based on a deterministic, non-dualistic approach, described by the laws of Chaos theory (dynamical systems) and suggests that, in order to accelerate the natural transition from human evolution by natural selection to a post-Darwinian domain (where indefinite lifespans are the norm) , it is necessary to lead a life of constant intellectual stimulation, innovation and avoidance of routine (see http://www.liebertonline.com/doi/abs/10.1089/rej.2005.8.96?journalCode=rej and http://www.liebertonline.com/doi/abs/10.1089/rej.2009.0996) i.e. to seek human virtue (excellence, brilliance, and wisdom, as opposed to mediocrity and routine). The search for intellectual excellence increases neural inputs which effect epigenetic changes that can up-regulate age repair mechanisms.

Thus it is possible to conciliate the Stoic ideas with the processes that lead to both technological and developmental Singularities, using approaches that are deeply embedded in human nature and transcend time.

California Dreams Video 1 from IFTF on Vimeo.

INSTITUTE FOR THE FUTURE ANNOUNCES CALIFORNIA DREAMS:
A CALL FOR ENTRIES ON IMAGINING LIFE IN CALIFORNIA IN 2020

Put yourself in the future and show us what a day in your life looks like. Will California keep growing, start conserving, reinvent itself, or collapse? How are you living in this new world? Anyone can enter,anyone can vote; anyone can change the future of California!

California has always been a frontier—a place of change and innovation, reinventing itself time and again. The question is, can California do it again? Today the state is facing some of its toughest challenges. Launching today, IFTF’s California Dreams is a competition with an urgent challenge to recruit citizen visions of the future of California—ideas for what it will be like to live in the state in the next decade—to start creating a new California dream.

California Dreams calls upon the public look 3–10 years into the future and tell a story about a single day in their own life. Videos, graphical entries, and stories will be accepted until January 15, 2011. Up to five winners will be flown to Palo Alto, California in March to present their ideas and be connected to other innovative thinkers to help bring these ideas to life. The grand prize winner will receive the $3,000 IFTF Roy Amara Prize for Participatory Foresight.

“We want to engage Californians in shaping their lives and communities” said Marina Gorbis, Executive Director of IFTF. “The California Dreams contest will outline the kinds of questions and dilemmas we need to be analyzing, and provoke people to ask deep questions.”

Entries may come from anyone anywhere and can include, but are not limited to, the following: Urban farming, online games replacing school, a fast food tax, smaller, sustainable housing, rise in immigrant entrepreneurs, mass migration out of state. Participants are challenged to use IFTF’s California Dreaming map as inspiration, and picture themselves in the next decade, whether it be a future of growth, constraint, transformation, or collapse.

The grand prize, called the Roy Amara Prize, is named for IFTF’s long-time president Roy Amara (1925−2000) and is part of a larger program of social impact projects at IFTF honoring his legacy, known as The Roy Amara Fund for Participatory Foresight, the Fund uses participatory tools to translate foresight research into concrete actions that address future social challenges.

PANEL OF COMPETITION JUDGES

Gina Bianchini, Entrepreneur in Residence, Andreessen Horowitz

Alexandra Carmichael, Research Affiliate, Institute for the Future, Co-Founder, CureTogether, Director, Quantified Self

Bill Cooper, The Urban Water Research Center, UC Irvine

Poppy Davis, Executive Director, EcoFarm

Jesse Dylan, Founder of FreeForm, Founder of Lybba

Marina Gorbis, Executive Director, Institute for the Future

David Hayes-Bautista, Professor of Medicine and Health Services,UCLA School of Public Health

Jessica Jackley, CEO, ProFounder

Xeni Jardin, Partner, Boing Boing, Executive Producer, Boing Boing Video

Jane McGonigal, Director of Game Research and Development, Institute for the Future

Rachel Pike, Clean Tech Analyst, Draper Fisher Jurvetson

Howard Rheingold, Visiting Professor, Stanford / Berkeley, and theInstitute of Creative Technologies

Tiffany Shlain, Founder, The Webby Awards
Co-founder International Academy of Digital Arts and Sciences

Larry Smarr
Founding Director, California Institute for Telecommunications and Information Technology (Calit2), Professor, UC San Diego

DETAILS

WHAT: An online competition for visions of the future of California in the next 10 years, along one of four future paths: growth, constraint, transformation, or collapse. Anyone can enter, anyone can vote, anyone can change the future of California.

WHEN: Launch – October 26, 2010
Deadline for entries — January 15, 2011
Winners announced — February 23, 2011
Winners Celebration — 6 – 9 pm March 11, 2011 — open to the public

WHERE: http://californiadreams.org

For more information on the California Dreaming map or to download the pdf, click here.

Call for Essays:

The Singularity Hypothesis
A Scientific and Philosophical Assessment

Edited volume, to appear in The Frontiers Collection, Springer

Does an intelligence explosion pose a genuine existential risk, or did Alan Turing, Steven Hawking, and Alvin Toffler delude themselves with visions ‘straight from Cloud Cuckooland’? Should the notions of superintelligent machines, brain emulations and transhumans be ridiculed, or is it that skeptics are the ones who suffer from short sightedness and ‘carbon chauvinism’? These questions have remained open because much of what we hear about the singularity originates from popular depictions, fiction, artistic impressions, and apocalyptic propaganda.

Seeking to promote this debate, this edited, peer-reviewed volume shall be concerned with scientific and philosophical analysis of the conjectures related to a technological singularity. We solicit scholarly essays offering a scientific and philosophical analysis of this hypothesis, assess its empirical content, examine relevant evidence, or explore its implications. Commentary offering a critical assessment of selected essays may also be solicited.

Important dates:

  • Extended abstracts (500–1,000 words): 15 January 2011
  • Full essays: (around 7,000 words): 30 September 2011
  • Notifications: 30 February 2012 (tentative)
  • Proofs: 30 April 2012 (tentative)

We aim to get this volume published by the end of 2012.

Purpose of this volume

Central questions

Extended abstracts are ideally short (3 pages, 500 to 1000 words), focused (!), relating directly to specific central questions and indicating how they will be treated in the full essay.

Full essays are expected to be short (15 pages, around 7000 words) and focused, relating directly to specific central questions. Essays longer than 15 pages long will be proportionally more difficult to fit into the volume. Essays that are three times this size or more are unlikely to fit. Essays should address the scientifically-literate non-specialist and written in a language that is divorced from speculative and irrational line of argumentation. In addition, some authors may be asked to make their submission available for commentary (see below).

(More details)

Thank you for reading this call. Please forward it to individuals who may wish to contribute.

Amnon Eden, School of Computer Science and Electronic Engineering, University of Essex
Johnny Søraker, Department of Philosophy, University of Twente
Jim Moor, Department of Philosophy, Dartmouth College
Eric Steinhart, Department of Philosophy, William Paterson University