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#430743 Teaching Machines to Understand, and ...

We humans are swamped with text. It’s not just news and other timely information: Regular people are drowning in legal documents. The problem is so bad we mostly ignore it. Every time a person uses a store’s loyalty rewards card or connects to an online service, his or her activities are governed by the equivalent of hundreds of pages of legalese. Most people pay no attention to these massive documents, often labeled “terms of service,” “user agreement,” or “privacy policy.”
These are just part of a much wider societal problem of information overload. There is so much data stored—exabytes of it, as much stored as has ever been spoken by people in all of human history—that it’s humanly impossible to read and interpret everything. Often, we narrow down our pool of information by choosing particular topics or issues to pay attention to. But it’s important to actually know the meaning and contents of the legal documents that govern how our data is stored and who can see it.
As computer science researchers, we are working on ways artificial intelligence algorithms could digest these massive texts and extract their meaning, presenting it in terms regular people can understand.
Can computers understand text?
Computers store data as 0s and 1s—data that cannot be directly understood by humans. They interpret these data as instructions for displaying text, sound, images, or videos that are meaningful to people. But can computers actually understand the language, not only presenting the words but also their meaning?
One way to find out is to ask computers to summarize their knowledge in ways that people can understand and find useful. It would be best if AI systems could process text quickly enough to help people make decisions as they are needed—for example, when you’re signing up for a new online service and are asked to agree with the site’s privacy policy.
What if a computerized assistant could digest all that legal jargon in a few seconds and highlight key points? Perhaps a user could even tell the automated assistant to pay particular attention to certain issues, like when an email address is shared, or whether search engines can index personal posts. Companies could use this capability, too, to analyze contracts or other lengthy documents.
To do this sort of work, we need to combine a range of AI technologies, including machine learning algorithms that take in large amounts of data and independently identify connections among them; knowledge representation techniques to express and interpret facts and rules about the world; speech recognition systems to convert spoken language to text; and human language comprehension programs that process the text and its context to determine what the user is telling the system to do.
Examining privacy policies
A modern internet-enabled life today more or less requires trusting for-profit companies with private information (like physical and email addresses, credit card numbers and bank account details) and personal data (photos and videos, email messages and location information).
These companies’ cloud-based systems typically keep multiple copies of users’ data as part of backup plans to prevent service outages. That means there are more potential targets—each data center must be securely protected both physically and electronically. Of course, internet companies recognize customers’ concerns and employ security teams to protect users’ data. But the specific and detailed legal obligations they undertake to do that are found in their impenetrable privacy policies. No regular human—and perhaps even no single attorney—can truly understand them.
In our study, we ask computers to summarize the terms and conditions regular users say they agree to when they click “Accept” or “Agree” buttons for online services. We downloaded the publicly available privacy policies of various internet companies, including Amazon AWS, Facebook, Google, HP, Oracle, PayPal, Salesforce, Snapchat, Twitter, and WhatsApp.
Summarizing meaning
Our software examines the text and uses information extraction techniques to identify key information specifying the legal rights, obligations and prohibitions identified in the document. It also uses linguistic analysis to identify whether each rule applies to the service provider, the user or a third-party entity, such as advertisers and marketing companies. Then it presents that information in clear, direct, human-readable statements.
For example, our system identified one aspect of Amazon’s privacy policy as telling a user, “You can choose not to provide certain information, but then you might not be able to take advantage of many of our features.” Another aspect of that policy was described as “We may also collect technical information to help us identify your device for fraud prevention and diagnostic purposes.”

We also found, with the help of the summarizing system, that privacy policies often include rules for third parties—companies that aren’t the service provider or the user—that people might not even know are involved in data storage and retrieval.
The largest number of rules in privacy policies—43 percent—apply to the company providing the service. Just under a quarter of the rules—24 percent—create obligations for users and customers. The rest of the rules govern behavior by third-party services or corporate partners, or could not be categorized by our system.

The next time you click the “I Agree” button, be aware that you may be agreeing to share your data with other hidden companies who will be analyzing it.
We are continuing to improve our ability to succinctly and accurately summarize complex privacy policy documents in ways that people can understand and use to access the risks associated with using a service.

This article was originally published on The Conversation. Read the original article. Continue reading

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#430734 Why XPRIZE Is Asking Writers to Take Us ...

In a world of accelerating change, educating the public about the implications of technological advancements is extremely important. We can continue to write informative articles and speculate about the kind of future that lies ahead. Or instead, we can take readers on an immersive journey by using science fiction to paint vivid images of the future for society.
The XPRIZE Foundation recently announced a science fiction storytelling competition. In recent years, the organization has backed and launched a range of competitions to propel innovation in science and technology. These have been aimed at a variety of challenges, such as transforming the lives of low-literacy adults, tackling climate change, and creating water from thin air.
Their sci-fi writing competition asks participants to envision a groundbreaking future for humanity. The initiative, in partnership with Japanese airline ANA, features 22 sci-fi stories from noteworthy authors that are now live on the website. Each of these stories is from the perspective of a different passenger on a plane that travels 20 years into the future through a wormhole. Contestants will compete to tell the story of the passenger in Seat 14C.
In addition to the competition, XPRIZE has brought together a science fiction advisory council to work with the organization and imagine what the future will look like. According to Peter Diamandis, founder and executive chairman, “As the future becomes harder and harder to predict, we look forward to engaging some of the world’s most visionary storytellers to help us imagine what’s just beyond the horizon and chart a path toward a future of abundance.”
The Importance of Science Fiction
Why is an organization like XPRIZE placing just as much importance on fiction as it does on reality? As Isaac Asimov has pointed out, “Modern science fiction is the only form of literature that consistently considers the nature of the changes that face us.” While the rest of the world reports on a new invention, sci-fi authors examine how these advancements affect the human condition.
True science fiction is distinguished from pure fantasy in that everything that happens is within the bounds of the physical laws of the universe. We’ve already seen how sci-fi can inspire generations and shape the future. 3D printers, wearable technology, and smartphones were first seen in Star Trek. Targeted advertising and air touch technology was first seen in Philip K. Dick’s 1958 story “The Minority Report.” Tanning beds, robot vacuums, and flatscreen TVs were seen in The Jetsons. The internet and a world of global instant communication was predicted by Arthur C. Clarke in his work long before it became reality.
Sci-fi shows like Black Mirror or Star Trek aren’t just entertainment. They allow us to imagine and explore the influence of technology on humanity. For instance, how will artificial intelligence impact human relationships? How will social media affect privacy? What if we encounter alien life? Good sci-fi stories take us on journeys that force us to think critically about the societal impacts of technological advancements.
As sci-fi author Yaasha Moriah points out, the genre is universal because “it tackles hard questions about human nature, morality, and the evolution of society, all through the narrative of speculation about the future. If we continue to do A, will it necessarily lead to problems B and C? What implicit lessons are being taught when we insist on a particular policy? When we elevate the importance of one thing over another—say, security over privacy—what could be the potential benefits and dangers of that mentality? That’s why science fiction has such an enduring appeal. We want to explore deep questions, without being preached at. We want to see the principles in action, and observe their results.”
An Extension of STEAM Education
At its core, this genre is a harmonious symbiosis between two distinct disciplines: science and literature. It is an extension of STEAM education, an educational approach that combines science, technology, engineering, the arts, and mathematics. Story-telling with science fiction allows us to use the arts in order to educate and engage the public about scientific advancements and its implications.
According to the National Science Foundation, research on art-based learning of STEM, including the use of narrative writing, works “beyond expectation.” It has been shown to have a powerful impact on creative thinking, collaborative behavior and application skills.
What does it feel like to travel through a wormhole? What are some ethical challenges of AI? How could we terraform Mars? For decades, science fiction writers and producers have answered these questions through the art of storytelling.
What better way to engage more people with science and technology than through sparking their imaginations? The method makes academic subject areas many traditionally perceived as boring or dry far more inspiring and engaging.
A Form of Time Travel
XPRIZE’s competition theme of traveling 20 years into the future through a wormhole is an appropriate beacon for the genre. In many ways, sci-fi is a precautionary form of time travel. Before we put a certain technology, scientific invention, or policy to use, we can envision and explore what our world would be like if we were to do so.
Sci-fi lets us explore different scenarios for the future of humanity before deciding which ones are more desirable. Some of these scenarios may be radically beyond our comfort zone. Yet when we’re faced with the seemingly impossible, we must remind ourselves that if something is within the domain of the physical laws of the universe, then it’s absolutely possible.
Stock Media provided by NASA_images / Pond5 Continue reading

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#430686 This Week’s Awesome Stories From ...

DeepMind’s AI Is Teaching Itself Parkour, and the Results Are AdorableJames Vincent | The Verge“The research explores how reinforcement learning (or RL) can be used to teach a computer to navigate unfamiliar and complex environments. It’s the sort of fundamental AI research that we’re now testing in virtual worlds, but that will one day help program robots that can navigate the stairs in your house.”
Now You Can Broadcast Facebook Live Videos From Virtual RealityDaniel Terdiman | Fast Company“The idea is fairly simple. Spaces allows up to four people—each of whom must have an Oculus Rift VR headset—to hang out together in VR. Together, they can talk, chat, draw, create new objects, watch 360-degree videos, share photos, and much more. And now, they can live-broadcast everything they do in Spaces, much the same way that any Facebook user can produce live video of real life and share it with the world.”
I Watched Two Robots Chat Together on Stage at a Tech EventJon Russell | TechCrunch“The robots in question are Sophia and Han, and they belong to Hanson Robotics, a Hong Kong-based company that is developing and deploying artificial intelligence in humanoids. The duo took to the stage at Rise in Hong Kong with Hanson Robotics’ Chief Scientist Ben Goertzel directing the banter. The conversation, which was partially scripted, wasn’t as slick as the human-to-human panels at the show, but it was certainly a sight to behold for the packed audience.”
Scientists Used CRISPR to Put a GIF Inside a Living Organism’s DNAEmily Mullin | MIT Technology Review“They delivered the GIF into the living bacteria in the form of five frames: images of a galloping horse and rider, taken by English photographer Eadweard Muybridge…The researchers were then able to retrieve the data by sequencing the bacterial DNA. They reconstructed the movie with 90 percent accuracy by reading the pixel nucleotide code.”
AI Creates Fake ObamaCharles Q. Choi | IEEE Spectrum“In the new study, the neural net learned what mouth shapes were linked to various sounds. The researchers took audio clips and dubbed them over the original sound files of a video. They next took mouth shapes that matched the new audio clips and grafted and blended them onto the video. Essentially, the researchers synthesized videos where Obama lip-synched words he said up to decades beforehand.”
Stock Media provided by adam121 / Pond5 Continue reading

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#430668 Why Every Leader Needs to Be Obsessed ...

This article is part of a series exploring the skills leaders must learn to make the most of rapid change in an increasingly disruptive world. The first article in the series, “How the Most Successful Leaders Will Thrive in an Exponential World,” broadly outlines four critical leadership skills—futurist, technologist, innovator, and humanitarian—and how they work together.
Today’s post, part five in the series, takes a more detailed look at leaders as technologists. Be sure to check out part two of the series, “How Leaders Dream Boldly to Bring New Futures to Life,” part three of the series, “How All Leaders Can Make the World a Better Place,” and part four of the series, “How Leaders Can Make Innovation Everyone’s Day Job”.
In the 1990s, Tower Records was the place to get new music. Successful and popular, the California chain spread far and wide, and in 1998, they took on $110 million in debt to fund aggressive further expansion. This wasn’t, as it turns out, the best of timing.
The first portable digital music player went on sale the same year. The following year brought Napster, a file sharing service allowing users to freely share music online. By 2000, Napster hosted 20 million users swapping songs. Then in 2001, Apple’s iPod and iTunes arrived, and when the iTunes Music Store opened in 2003, Apple sold over a million songs the first week.
As music was digitized, hard copies began to go out of style, and sales and revenue declined.
Tower first filed for bankruptcy in 2004 and again (for the last time) in 2006. The internet wasn’t the only reason for Tower’s demise. Mismanagement and price competition from electronics retailers like Best Buy also played a part. Still, today, the vast majority of music is purchased or streamed entirely online, and record stores are for the most part a niche market.
The writing was on the wall, but those impacted most had trouble reading it.
Why is it difficult for leaders to see technological change coming and right the ship before it’s too late? Why did Tower go all out on expansion just as the next big thing took the stage?
This is one story of many. Digitization has moved beyond music and entertainment, and now many big retailers operating physical stores are struggling to stay relevant. Meanwhile, the pace of change is accelerating, and new potentially disruptive technologies are on the horizon.
More than ever, leaders need to develop a strong understanding of and perspective on technology. They need to survey new innovations, forecast their pace, gauge the implications, and adopt new tools and strategy to change course as an industry shifts, not after it’s shifted.
Simply, leaders need to adopt the mindset of a technologist. Here’s what that means.
Survey the Landscape
Nurturing curiosity is the first step to understanding technological change. To know how technology might disrupt your industry, you have to know what’s in the pipeline and identify which new inventions are directly or indirectly related to your industry.
Becoming more technologically minded takes discipline and focus as well as unstructured time to explore the non-obvious connections between what is right in front of us and what might be. It requires a commitment to ongoing learning and discovery.
Read outside your industry and comfort zone, not just Fast Company and Wired, but Science and Nature to expand your horizons. Identify experts with the ability to demystify specific technology areas—many have a solid following on Twitter or a frequently cited blog.
But it isn’t all about reading. Consider going where the change is happening too.
Visit one of the technology hubs around the world or a local university research lab in your own back yard. Or bring the innovation to you by building an internal exploration lab stocked with the latest technologies, creating a technology advisory board, hosting an internal innovation challenge, or a local pitch night where aspiring entrepreneurs can share their newest ideas.
You might even ask the crowd by inviting anyone to suggest what innovation is most likely to disrupt your product, service, or sector. And don’t hesitate to engage younger folks—the digital natives all around you—by asking questions about what technology they are using or excited about. Consider going on a field trip with them to see how they use technology in different aspects of their lives. Invite the seasoned executives on your team to explore long-term “reverse mentoring” with someone who can expose them to the latest technology and teach them to use it.
Whatever your strategy, the goal should be to develop a healthy obsession with technology.
By exploring fresh perspectives outside traditional work environments and then giving ourselves permission to see how these new ideas might influence existing products and strategies, we have a chance to be ready for what we’re not ready for—but is likely right around the corner.
Estimate the Pace of Progress
The next step is forecasting when a technology will mature.
One of the most challenging aspects of the changes underway is that in many technology arenas, we are quickly moving from a linear to an exponential pace. It is hard enough to envision what is needed in an industry buffeted by progress that is changing 10% per year, but what happens when technological progress doubles annually? That is another world altogether.
This kind of change can be deceiving. For example, machine learning and big data are finally reaching critical momentum after more than twenty years of being right around the corner. The advances in applications like speech and image recognition that we’ve seen in recent years dwarf what came before and many believe we’ve just begun to understand the implications.
Even as we begin to embrace disruptive change in one technology arena, far more exciting possibilities unfold when we explore how multiple arenas are converging.
Artificial intelligence and big data are great examples. As Hod Lipson, professor of Mechanical Engineering and Data Science at Columbia University and co-author of Driverless: Intelligent Cars and the Road Ahead, says, “AI is the engine, but big data is the fuel. They need each other.”
This convergence paired with an accelerating pace makes for surprising applications.
To keep his research lab agile and open to new uses of advancing technologies, Lipson routinely asks his PhD students, “How might AI disrupt this industry?” to prompt development of applications across a wide spectrum of sectors from healthcare to agriculture to food delivery.
Explore the Consequences
New technology inevitably gives rise to new ethical, social, and moral questions that we have never faced before. Rather than bury our heads in the sand, as leaders we must explore the full range of potential consequences of whatever is underway or still to come.
We can add AI to kids’ toys, like Mattel’s Hello Barbie or use cutting-edge gene editing technology like CRISPR-Cas9 to select for preferred gene sequences beyond basic health. But just because we can do something doesn’t mean we should.
Take time to listen to skeptics and understand the risks posed by technology.
Elon Musk, Stephen Hawking, Steve Wozniak, Bill Gates, and other well-known names in science and technology have expressed concern in the media and via open letters about the risks posed by AI. Microsoft’s CEO, Satya Nadella, has even argued tech companies shouldn’t build artificial intelligence systems that will replace people rather than making them more productive.
Exploring unintended consequences goes beyond having a Plan B for when something goes wrong. It requires broadening our view of what we’re responsible for. Beyond customers, shareholders, and the bottom line, we should understand how our decisions may impact employees, communities, the environment, our broader industry, and even our competitors.
The minor inconvenience of mitigating these risks now is far better than the alternative. Create forums to listen to and value voices outside of the board room and C-Suite. Seek out naysayers, ethicists, community leaders, wise elders, and even neophytes—those who may not share our preconceived notions of right and wrong or our narrow view of our role in the larger world.
The question isn’t: If we build it, will they come? It’s now: If we can build it, should we?
Adopt New Technologies and Shift Course
The last step is hardest. Once you’ve identified a technology (or technologies) as a potential disruptor and understand the implications, you need to figure out how to evolve your organization to make the most of the opportunity. Simply recognizing disruption isn’t enough.
Take today’s struggling brick-and-mortar retail business. Online shopping isn’t new. Amazon isn’t a plucky startup. Both have been changing how we buy stuff for years. And yet many who still own and operate physical stores—perhaps most prominently, Sears—are now on the brink of bankruptcy.
There’s hope though. Netflix began as a DVD delivery service in the 90s, but quickly realized its core business didn’t have staying power. It would have been laughable to stream movies when Netflix was founded. Still, computers and bandwidth were advancing fast. In 2007, the company added streaming to its subscription. Even then it wasn’t a totally compelling product.
But Netflix clearly saw a streaming future would likely end their DVD business.
In recent years, faster connection speeds, a growing content library, and the company’s entrance into original programming have given Netflix streaming the upper hand over DVDs. Since 2011, DVD subscriptions have steadily declined. Yet the company itself is doing fine. Why? It anticipated the shift to streaming and acted on it.
Never Stop Looking for the Next Big Thing
Technology is and will increasingly be a driver of disruption, destabilizing entrenched businesses and entire industries while also creating new markets and value not yet imagined.
When faced with the rapidly accelerating pace of change, many companies still default to old models and established practices. Leading like a technologist requires vigilant understanding of potential sources of disruption—what might make your company’s offering obsolete? The answers may not always be perfectly clear. What’s most important is relentlessly seeking them.
Stock Media provided by MJTierney / Pond5 Continue reading

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#430667 Welcome to a More Discoverable ...

This week we’ve rolled out our first major round of improvements to Singularity Hub since our ground-up redesign last December. If we did it right, you’ll find that discovering the technological goodies you come here for is much easier, and so too are other Singularity University offerings you might be interested in.
The first and most major change is in the way Hub’s navigation is structured.
The previous categories in our header (Tech, Future, Health, Science) have been replaced by a single page, Topics, which profiles the most popular tech topics across our site. The featured topics in this menu will be updated regularly based on article performance, so you can keep up with what’s trending in AI, biotech, neuroscience, robotics, or whatever is making the biggest splash most recently.
Rolling our hottest topic category tags into one header dropdown allowed us to create greater focus on some of our newest and best offerings.
Our header now prominently features In Focus, which includes articles on how leaders can make the most of today’s accelerating pace of change by learning to think like futurists, innovators, technologists, and humanitarians. We’ve always been technological optimists, and we want to to make it easy for leaders to find the stories that help make hopeful problem-solvers of us all.
We’ve added a section for Experts, which features leaders in the Singularity University community and showcases their thought leadership including interviews and books. In Events, we highlight Singularity University’s global library of local happenings and summits.
Lastly, we’re excited that our growing original video efforts—from our Ray Kurzweil series to our weekly tech news roundup posts—now live under a central Videos section on Hub. This also gives us a place to highlight our favorite video posts from around the web, including the sci-fi shorts we love so much.
Cruising through the rest of Hub, particularly our homepage, you’ll find a much greater variety of content options, including new stories, top stories, event coverage, and videos. In short, it’s everything a homepage should be. On posts, we’ve tried to keep things as clean as possible, and we put a lot of hours into laboriously streamlining our content tagging structure, making it much easier for you to click through category tags into other stories you might like.

Here’s what @singularityhub looked like 2 years ago, 2 weeks ago, & today. Check it out: https://t.co/7cmlTJwc7d pic.twitter.com/jDayIEIFNv
— Singularity Hub (@singularityhub) July 13, 2017

You’ll also see greater visibility into Singularity University events, along with clearer ways to keep up with Hub and SU both, from simple email newsletter signups to callouts for the SingularityU Hub iOS app and events like SU’s Experts on Air series.
We hope you enjoy the ever-evolving, ever-improving Singularity Hub, and we’d love to hear your feedback. Feel free to tweet us, and let us know your thoughts. You can also pitch us or email us. And as always, thank you for your support. Continue reading

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