Robert P. Waters, Author
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The Circus We Call Work

10/10/2018

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In May of 2017 The Ringling Bros. and Barnum & Bailey Circus gave its final performance in New York City. For 147 years people were entertained around the world under the big tents until, sadly, the financial problems increased as did animal rights activism. I started thinking about The Ringling Brothers during the impeachment trial. I heard some commentators calling the process, “a circus.”
With no further mention about what happened during the past five weeks on the Hill, I wrote down a few phrases we use in our work environment that have a direct link to the lively, exciting and entertaining circus world, 147 years and counting:

​
Whose running this 3-ring circus?
I’m walking a tightrope around here
Our processes are like going through a ring of fire
I work with a bunch of clowns
Too much work. It's a juggling act
​I’m surrounded by lions
This department is a circus
A freak show!
My boss is a ringmaster
Get this monkey off my back
I’m jumping through hoops
Our proposal puts us in the center ring
 A merger! It's like being on a circus train
This job is like trying to ride two horses at one time
​The show must go on 

 
“It’s a Barnum and Bailey world, just as phony as it can be. But it wouldn’t be make-believe if you believed in me” (It’s Only a Paper Moon, 1933)

Image: The Strobridge Litho. Co., Cincinnati & New York. - Library of Congress, Public Domain

Robert Waters
​2018/2020
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Who Can Fool Artificial Intelligence?

10/5/2018

 
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Business executives, besides pivoting and innovating and disrupting – are also proclaiming. Their future is relatively “the betterment of society.” Because Marketing and CEO's tell the future in metaphors, the future must be relatively simple. How in the world could they personalize clouds for global unity, platforms that serve all mankind, be faithful to science – without using metaphors? Few of us actually comprehend the technical realms of cloud networks or AI. It's much easier to say they've tapped into the deep reservoir of the human brain-of-things.   
Marketing does not require the business world to be too discerning when the public consciousness has already accepted, even become awestruck by the possibility of becoming smarter and better.
 
(i.e.) ‘Artificial intelligence seems to be so abstract. I can’t touch it but everyone is getting it. It must be the future I am seeking, to be superhuman.’

The marketing of future is redundant at this moment. More than the tech firms are speaking of it: it’s every business.  Here I diverge – to talk about people.
IF businesses market future by promising "how biological brain research can drive A.I. innovations, and what it might take to make leaps in A.I. capabilities."   - don’t they also need employees to step forward to create and deliver? Of course. But past performance and career achievements cannot authenticate futurists, even where no good definition of it exists. There is an analytical problem for the hiring body. Presently, business culture values metrics more than relying on the language we use to personally define ourselves.  We over-value science and its theories to translate human attributes into another language. *Neuro-psychology is one popular assessment tool for translation. By definition, metrics need data, data needs structure, structure needs a translation language. So goes the individual into that relative cloud where evidential and logical human capabilities become metaphors before the employer, the physician, the government, the school. What is the metaphor? Your brain is intelligent, we determine IQ with tests, the tests are science-trusted, science has given us AI, AI will give us the future.

 This is not a workforce only phenomenon.  The real test for all of us is about who can fool the artificial intelligence. That is the future.

*Neuropsychology, as compared to psychology, ascribes human values to thought patterns, reasoning patterns and using definitions within neurology, therefore, brain-centered and not skills-centered.

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