Tag Archives: hard
#437466 How Future AI Could Recognize a Kangaroo ...
AI is continuously taking on new challenges, from detecting deepfakes (which, incidentally, are also made using AI) to winning at poker to giving synthetic biology experiments a boost. These impressive feats result partly from the huge datasets the systems are trained on. That training is costly and time-consuming, and it yields AIs that can really only do one thing well.
For example, to train an AI to differentiate between a picture of a dog and one of a cat, it’s fed thousands—if not millions—of labeled images of dogs and cats. A child, on the other hand, can see a dog or cat just once or twice and remember which is which. How can we make AIs learn more like children do?
A team at the University of Waterloo in Ontario has an answer: change the way AIs are trained.
Here’s the thing about the datasets normally used to train AI—besides being huge, they’re highly specific. A picture of a dog can only be a picture of a dog, right? But what about a really small dog with a long-ish tail? That sort of dog, while still being a dog, looks more like a cat than, say, a fully-grown Golden Retriever.
It’s this concept that the Waterloo team’s methodology is based on. They described their work in a paper published on the pre-print (or non-peer-reviewed) server arXiv last month. Teaching an AI system to identify a new class of objects using just one example is what they call “one-shot learning.” But they take it a step further, focusing on “less than one shot learning,” or LO-shot learning for short.
LO-shot learning consists of a system learning to classify various categories based on a number of examples that’s smaller than the number of categories. That’s not the most straightforward concept to wrap your head around, so let’s go back to the dogs and cats example. Say you want to teach an AI to identify dogs, cats, and kangaroos. How could that possibly be done without several clear examples of each animal?
The key, the Waterloo team says, is in what they call soft labels. Unlike hard labels, which label a data point as belonging to one specific class, soft labels tease out the relationship or degree of similarity between that data point and multiple classes. In the case of an AI trained on only dogs and cats, a third class of objects, say, kangaroos, might be described as 60 percent like a dog and 40 percent like a cat (I know—kangaroos probably aren’t the best animal to have thrown in as a third category).
“Soft labels can be used to represent training sets using fewer prototypes than there are classes, achieving large increases in sample efficiency over regular (hard-label) prototypes,” the paper says. Translation? Tell an AI a kangaroo is some fraction cat and some fraction dog—both of which it’s seen and knows well—and it’ll be able to identify a kangaroo without ever having seen one.
If the soft labels are nuanced enough, you could theoretically teach an AI to identify a large number of categories based on a much smaller number of training examples.
The paper’s authors use a simple machine learning algorithm called k-nearest neighbors (kNN) to explore this idea more in depth. The algorithm operates under the assumption that similar things are most likely to exist near each other; if you go to a dog park, there will be lots of dogs but no cats or kangaroos. Go to the Australian grasslands and there’ll be kangaroos but no cats or dogs. And so on.
To train a kNN algorithm to differentiate between categories, you choose specific features to represent each category (i.e. for animals you could use weight or size as a feature). With one feature on the x-axis and the other on the y-axis, the algorithm creates a graph where data points that are similar to each other are clustered near each other. A line down the center divides the categories, and it’s pretty straightforward for the algorithm to discern which side of the line new data points should fall on.
The Waterloo team kept it simple and used plots of color on a 2D graph. Using the colors and their locations on the graphs, the team created synthetic data sets and accompanying soft labels. One of the more simplistic graphs is pictured below, along with soft labels in the form of pie charts.
Image Credit: Ilia Sucholutsky & Matthias Schonlau
When the team had the algorithm plot the boundary lines of the different colors based on these soft labels, it was able to split the plot up into more colors than the number of data points it was given in the soft labels.
While the results are encouraging, the team acknowledges that they’re just the first step, and there’s much more exploration of this concept yet to be done. The kNN algorithm is one of the least complex models out there; what might happen when LO-shot learning is applied to a far more complex algorithm? Also, to apply it, you still need to distill a larger dataset down into soft labels.
One idea the team is already working on is having other algorithms generate the soft labels for the algorithm that’s going to be trained using LO-shot; manually designing soft labels won’t always be as easy as splitting up some pie charts into different colors.
LO-shot’s potential for reducing the amount of training data needed to yield working AI systems is promising. Besides reducing the cost and the time required to train new models, the method could also make AI more accessible to industries, companies, or individuals who don’t have access to large datasets—an important step for democratization of AI.
Image Credit: pen_ash from Pixabay Continue reading
Posted in Human Robots
#437357 Algorithms Workers Can’t See Are ...
“I’m sorry, Dave. I’m afraid I can’t do that.” HAL’s cold, if polite, refusal to open the pod bay doors in 2001: A Space Odyssey has become a defining warning about putting too much trust in artificial intelligence, particularly if you work in space.
In the movies, when a machine decides to be the boss (or humans let it) things go wrong. Yet despite myriad dystopian warnings, control by machines is fast becoming our reality.
Algorithms—sets of instructions to solve a problem or complete a task—now drive everything from browser search results to better medical care.
They are helping design buildings. They are speeding up trading on financial markets, making and losing fortunes in micro-seconds. They are calculating the most efficient routes for delivery drivers.
In the workplace, self-learning algorithmic computer systems are being introduced by companies to assist in areas such as hiring, setting tasks, measuring productivity, evaluating performance, and even terminating employment: “I’m sorry, Dave. I’m afraid you are being made redundant.”
Giving self‐learning algorithms the responsibility to make and execute decisions affecting workers is called “algorithmic management.” It carries a host of risks in depersonalizing management systems and entrenching pre-existing biases.
At an even deeper level, perhaps, algorithmic management entrenches a power imbalance between management and worker. Algorithms are closely guarded secrets. Their decision-making processes are hidden. It’s a black-box: perhaps you have some understanding of the data that went in, and you see the result that comes out, but you have no idea of what goes on in between.
Algorithms at Work
Here are a few examples of algorithms already at work.
At Amazon’s fulfillment center in south-east Melbourne, they set the pace for “pickers,” who have timers on their scanners showing how long they have to find the next item. As soon as they scan that item, the timer resets for the next. All at a “not quite walking, not quite running” speed.
Or how about AI determining your success in a job interview? More than 700 companies have trialed such technology. US developer HireVue says its software speeds up the hiring process by 90 percent by having applicants answer identical questions and then scoring them according to language, tone, and facial expressions.
Granted, human assessments during job interviews are notoriously flawed. Algorithms,however, can also be biased. The classic example is the COMPAS software used by US judges, probation, and parole officers to rate a person’s risk of re-offending. In 2016 a ProPublica investigation showed the algorithm was heavily discriminatory, incorrectly classifying black subjects as higher risk 45 percent of the time, compared with 23 percent for white subjects.
How Gig Workers Cope
Algorithms do what their code tells them to do. The problem is this code is rarely available. This makes them difficult to scrutinize, or even understand.
Nowhere is this more evident than in the gig economy. Uber, Lyft, Deliveroo, and other platforms could not exist without algorithms allocating, monitoring, evaluating, and rewarding work.
Over the past year Uber Eats’ bicycle couriers and drivers, for instance, have blamed unexplained changes to the algorithm for slashing their jobs, and incomes.
Rider’s can’t be 100 percent sure it was all down to the algorithm. But that’s part of the problem. The fact those who depend on the algorithm don’t know one way or the other has a powerful influence on them.
This is a key result from our interviews with 58 food-delivery couriers. Most knew their jobs were allocated by an algorithm (via an app). They knew the app collected data. What they didn’t know was how data was used to award them work.
In response, they developed a range of strategies (or guessed how) to “win” more jobs, such as accepting gigs as quickly as possible and waiting in “magic” locations. Ironically, these attempts to please the algorithm often meant losing the very flexibility that was one of the attractions of gig work.
The information asymmetry created by algorithmic management has two profound effects. First, it threatens to entrench systemic biases, the type of discrimination hidden within the COMPAS algorithm for years. Second, it compounds the power imbalance between management and worker.
Our data also confirmed others’ findings that it is almost impossible to complain about the decisions of the algorithm. Workers often do not know the exact basis of those decisions, and there’s no one to complain to anyway. When Uber Eats bicycle couriers asked for reasons about their plummeting income, for example, responses from the company advised them “we have no manual control over how many deliveries you receive.”
Broader Lessons
When algorithmic management operates as a “black box” one of the consequences is that it is can become an indirect control mechanism. Thus far under-appreciated by Australian regulators, this control mechanism has enabled platforms to mobilize a reliable and scalable workforce while avoiding employer responsibilities.
“The absence of concrete evidence about how the algorithms operate”, the Victorian government’s inquiry into the “on-demand” workforce notes in its report, “makes it hard for a driver or rider to complain if they feel disadvantaged by one.”
The report, published in June, also found it is “hard to confirm if concern over algorithm transparency is real.”
But it is precisely the fact it is hard to confirm that’s the problem. How can we start to even identify, let alone resolve, issues like algorithmic management?
Fair conduct standards to ensure transparency and accountability are a start. One example is the Fair Work initiative, led by the Oxford Internet Institute. The initiative is bringing together researchers with platforms, workers, unions, and regulators to develop global principles for work in the platform economy. This includes “fair management,” which focuses on how transparent the results and outcomes of algorithms are for workers.
Understandings about impact of algorithms on all forms of work is still in its infancy. It demands greater scrutiny and research. Without human oversight based on agreed principles we risk inviting HAL into our workplaces.
This article is republished from The Conversation under a Creative Commons license. Read the original article.
Image Credit: PickPik Continue reading
Posted in Human Robots
#437265 This Russian Firm’s Star Designer Is ...
Imagine discovering a new artist or designer—whether visual art, fashion, music, or even writing—and becoming a big fan of her work. You follow her on social media, eagerly anticipate new releases, and chat about her talent with your friends. It’s not long before you want to know more about this creative, inspiring person, so you start doing some research. It’s strange, but there doesn’t seem to be any information about the artist’s past online; you can’t find out where she went to school or who her mentors were.
After some more digging, you find out something totally unexpected: your beloved artist is actually not a person at all—she’s an AI.
Would you be amused? Annoyed? Baffled? Impressed? Probably some combination of all these. If you wanted to ask someone who’s had this experience, you could talk to clients of the biggest multidisciplinary design company in Russia, Art.Lebedev Studio (I know, the period confused me at first too). The studio passed off an AI designer as human for more than a year, and no one caught on.
They gave the AI a human-sounding name—Nikolay Ironov—and it participated in more than 20 different projects that included designing brand logos and building brand identities. According to the studio’s website, several of the logos the AI made attracted “considerable public interest, media attention, and discussion in online communities” due to their unique style.
So how did an AI learn to create such buzz-worthy designs? It was trained using hand-drawn vector images each associated with one or more themes. To start a new design, someone enters a few words describing the client, such as what kind of goods or services they offer. The AI uses those words to find associated images and generate various starter designs, which then go through another series of algorithms that “touch them up.” A human designer then selects the best options to present to the client.
“These systems combined together provide users with the experience of instantly converting a client’s text brief into a corporate identity design pack archive. Within seconds,” said Sergey Kulinkovich, the studio’s art director. He added that clients liked Nikolay Ironov’s work before finding out he was an AI (and liked the media attention their brands got after Ironov’s identity was revealed even more).
Ironov joins a growing group of AI “artists” that are starting to raise questions about the nature of art and creativity. Where do creative ideas come from? What makes a work of art truly great? And when more than one person is involved in making art, who should own the copyright?
Art.Lebedev is far from the first design studio to employ artificial intelligence; Mailchimp is using AI to let businesses design multi-channel marketing campaigns without human designers, and Adobe is marketing its new Sensei product as an AI design assistant.
While art made by algorithms can be unique and impressive, though, there’s one caveat that’s important to keep in mind when we worry about human creativity being rendered obsolete. Here’s the thing: AIs still depend on people to not only program them, but feed them a set of training data on which their intelligence and output are based. Depending on the size and nature of an AI’s input data, its output will look pretty different from that of a similar system, and a big part of the difference will be due to the people that created and trained the AIs.
Admittedly, Nikolay Ironov does outshine his human counterparts in a handful of ways; as the studio’s website points out, he can handle real commercial tasks effectively, he doesn’t sleep, get sick, or have “crippling creative blocks,” and he can complete tasks in a matter of seconds.
Given these superhuman capabilities, then, why even keep human designers on staff? As detailed above, it will be a while before creative firms really need to consider this question on a large scale; for now, it still takes a hard-working creative human to make a fast-producing creative AI.
Image Credit: Art.Lebedev Continue reading
Posted in Human Robots