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#437701 Robotics, AI, and Cloud Computing ...

IBM must be brimming with confidence about its new automated system for performing chemical synthesis because Big Blue just had twenty or so journalists demo the complex technology live in a virtual room.

IBM even had one of the journalists choose the molecule for the demo: a molecule in a potential Covid-19 treatment. And then we watched as the system synthesized and tested the molecule and provided its analysis in a PDF document that we all saw in the other journalist’s computer. It all worked; again, that’s confidence.

The complex system is based upon technology IBM started developing three years ago that uses artificial intelligence (AI) to predict chemical reactions. In August 2018, IBM made this service available via the Cloud and dubbed it RXN for Chemistry.

Now, the company has added a new wrinkle to its Cloud-based AI: robotics. This new and improved system is no longer named simply RXN for Chemistry, but RoboRXN for Chemistry.

All of the journalists assembled for this live demo of RoboRXN could watch as the robotic system executed various steps, such as moving the reactor to a small reagent and then moving the solvent to a small reagent. The robotic system carried out the entire set of procedures—completing the synthesis and analysis of the molecule—in eight steps.

Image: IBM Research

IBM RXN helps predict chemical reaction outcomes or design retrosynthesis in seconds.

In regular practice, a user will be able to suggest a combination of molecules they would like to test. The AI will pick up the order and task a robotic system to run the reactions necessary to produce and test the molecule. Users will be provided analyses of how well their molecules performed.

Back in March of this year, Silicon Valley-based startup Strateos demonstrated something similar that they had developed. That system also employed a robotic system to help researchers working from the Cloud create new chemical compounds. However, what distinguishes IBM’s system is its incorporation of a third element: the AI.

The backbone of IBM’s AI model is a machine learning translation method that treats chemistry like language translation. It translates the language of chemistry by converting reactants and reagents to products through the use of Statistical Machine Intelligence and Learning Engine (SMILE) representation to describe chemical entities.

IBM has also leveraged an automatic data driven strategy to ensure the quality of its data. Researchers there used millions of chemical reactions to teach the AI system chemistry, but contained within that data set were errors. So, how did IBM clean this so-called noisy data to eliminate the potential for bad models?

According to Alessandra Toniato, a researcher at IBM Zurichh, the team implemented what they dubbed the “forgetting experiment.”

Toniato explains that, in this approach, they asked the AI model how sure it was that the chemical examples it was given were examples of correct chemistry. When faced with this choice, the AI identified chemistry that it had “never learnt,” “forgotten six times,” or “never forgotten.” Those that were “never forgotten” were examples that were clean, and in this way they were able to clean the data that AI had been presented.

While the AI has always been part of the RXN for Chemistry, the robotics is the newest element. The main benefit that turning over the carrying out of the reactions to a robotic system is expected to yield is to free up chemists from doing the often tedious process of having to design a synthesis from scratch, says Matteo Manica, a research staff member in Cognitive Health Care and Life Sciences at IBM Research Zürich.

“In this demo, you could see how the system is synergistic between a human and AI,” said Manica. “Combine that with the fact that we can run all these processes with a robotic system 24/7 from anywhere in the world, and you can see how it will really help up to speed up the whole process.”

There appear to be two business models that IBM is pursuing with its latest technology. One is to deploy the entire system on the premises of a company. The other is to offer licenses to private Cloud installations.

Photo: Michael Buholzer

Teodoro Laino of IBM Research Europe.

“From a business perspective you can think of having a system like we demonstrated being replicated on the premise within companies or research groups that would like to have the technology available at their disposal,” says Teodoro Laino, distinguished RSM, manager at IBM Research Europe. “On the other hand, we are also pushing at bringing the entire system to a service level.”

Just as IBM is brimming with confidence about its new technology, the company also has grand aspirations for it.

Laino adds: “Our aim is to provide chemical services across the world, a sort of Amazon of chemistry, where instead of looking for chemistry already in stock, you are asking for chemistry on demand.”

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#437645 How Robots Became Essential Workers in ...

Photo: Sivaram V/Reuters

A robot, developed by Asimov Robotics to spread awareness about the coronavirus, holds a tray with face masks and sanitizer.

As the coronavirus emergency exploded into a full-blown pandemic in early 2020, forcing countless businesses to shutter, robot-making companies found themselves in an unusual situation: Many saw a surge in orders. Robots don’t need masks, can be easily disinfected, and, of course, they don’t get sick.

An army of automatons has since been deployed all over the world to help with the crisis: They are monitoring patients, sanitizing hospitals, making deliveries, and helping frontline medical workers reduce their exposure to the virus. Not all robots operate autonomously—many, in fact, require direct human supervision, and most are limited to simple, repetitive tasks. But robot makers say the experience they’ve gained during this trial-by-fire deployment will make their future machines smarter and more capable. These photos illustrate how robots are helping us fight this pandemic—and how they might be able to assist with the next one.

DROID TEAM

Photo: Clement Uwiringiyimana/Reuters

A squad of robots serves as the first line of defense against person-to-person transmission at a medical center in Kigali, Rwanda. Patients walking into the facility get their temperature checked by the machines, which are equipped with thermal cameras atop their heads. Developed by UBTech Robotics, in China, the robots also use their distinctive appearance—they resemble characters out of a Star Wars movie—to get people’s attention and remind them to wash their hands and wear masks.

Photo: Clement Uwiringiyimana/Reuters

SAY “AAH”
To speed up COVID-19 testing, a team of Danish doctors and engineers at the University of Southern Denmark and at Lifeline Robotics is developing a fully automated swab robot. It uses computer vision and machine learning to identify the perfect target spot inside the person’s throat; then a robotic arm with a long swab reaches in to collect the sample—all done with a swiftness and consistency that humans can’t match. In this photo, one of the creators, Esben Østergaard, puts his neck on the line to demonstrate that the robot is safe.

Photo: University of Southern Denmark

GERM ZAPPER
After six of its doctors became infected with the coronavirus, the Sassarese hospital in Sardinia, Italy, tightened its safety measures. It also brought in the robots. The machines, developed by UVD Robots, use lidar to navigate autonomously. Each bot carries an array of powerful short-wavelength ultraviolet-C lights that destroy the genetic material of viruses and other pathogens after a few minutes of exposure. Now there is a spike in demand for UV-disinfection robots as hospitals worldwide deploy them to sterilize intensive care units and operating theaters.

Photo: UVD Robots

RUNNING ERRANDS

In medical facilities, an ideal role for robots is taking over repetitive chores so that nurses and physicians can spend their time doing more important tasks. At Shenzhen Third People’s Hospital, in China, a robot called Aimbot drives down the hallways, enforcing face-mask and social-distancing rules and spraying disinfectant. At a hospital near Austin, Texas, a humanoid robot developed by Diligent Robotics fetches supplies and brings them to patients’ rooms. It repeats this task day and night, tirelessly, allowing the hospital staff to spend more time interacting with patients.

Photos, left: Diligent Robotics; Right: UBTech Robotics

THE DOCTOR IS IN
Nurses and doctors at Circolo Hospital in Varese, in northern Italy—the country’s hardest-hit region—use robots as their avatars, enabling them to check on their patients around the clock while minimizing exposure and conserving protective equipment. The robots, developed by Chinese firm Sanbot, are equipped with cameras and microphones and can also access patient data like blood oxygen levels. Telepresence robots, originally designed for offices, are becoming an invaluable tool for medical workers treating highly infectious diseases like COVID-19, reducing the risk that they’ll contract the pathogen they’re fighting against.

Photo: Miguel Medina/AFP/Getty Images

HELP FROM ABOVE

Photo: Zipline

Authorities in several countries attempted to use drones to enforce lockdowns and social-distancing rules, but the effectiveness of such measures remains unclear. A better use of drones was for making deliveries. In the United States, startup Zipline deployed its fixed-wing autonomous aircraft to connect two medical facilities 17 kilometers apart. For the staff at the Huntersville Medical Center, in North Carolina, masks, gowns, and gloves literally fell from the skies. The hope is that drones like Zipline’s will one day be able to deliver other kinds of critical materials, transport test samples, and distribute drugs and vaccines.

Photos: Zipline

SPECIAL DELIVERY
It’s not quite a robot takeover, but the streets and sidewalks of dozens of cities around the world have seen a proliferation of hurrying wheeled machines. Delivery robots are now in high demand as online orders continue to skyrocket.

In Hamburg, the six-wheeled robots developed by Starship Technologies navigate using cameras, GPS, and radar to bring groceries to customers.

Photo: Christian Charisius/Picture Alliance/Getty Images

In Medellín, Colombia, a startup called Rappi deployed a fleet of robots, built by Kiwibot, to deliver takeout to people in lockdown.

Photo: Joaquin Sarmiento/AFP/Getty Images

China’s JD.com, one of the country’s largest e-commerce companies, is using 20 robots to transport goods in Changsha, Hunan province; each vehicle has 22 separate compartments, which customers unlock using face authentication.

Photos: TPG/Getty Images

LIFE THROUGH ROBOTS
Robots can’t replace real human interaction, of course, but they can help people feel more connected at a time when meetings and other social activities are mostly on hold.

In Ostend, Belgium, ZoraBots brought one of its waist-high robots, equipped with cameras, microphones, and a screen, to a nursing home, allowing residents like Jozef Gouwy to virtually communicate with loved ones despite a ban on in-person visits.

Photo: Yves Herman/Reuters

In Manila, nearly 200 high school students took turns “teleporting” into a tall wheeled robot, developed by the school’s robotics club, to walk on stage during their graduation ceremony.

Photo: Ezra Acayan/Getty Images

And while Japan’s Chiba Zoological Park was temporarily closed due to the pandemic, the zoo used an autonomous robotic vehicle called RakuRo, equipped with 360-degree cameras, to offer virtual tours to children quarantined at home.

Photo: Tomohiro Ohsumi/Getty Images

SENTRY ROBOTS
Offices, stores, and medical centers are adopting robots as enforcers of a new coronavirus code.

At Fortis Hospital in Bangalore, India, a robot called Mitra uses a thermal camera to perform a preliminary screening of patients.

Photo: Manjunath Kiran/AFP/Getty Images

In Tunisia, the police use a tanklike robot to patrol the streets of its capital city, Tunis, verifying that citizens have permission to go out during curfew hours.

Photo: Khaled Nasraoui/Picture Alliance/Getty Images

And in Singapore, the Bishan-Ang Moh Kio Park unleashed a Spot robot dog, developed by Boston Dynamics, to search for social-distancing violators. Spot won’t bark at them but will rather play a recorded message reminding park-goers to keep their distance.

Photo: Roslan Rahman/AFP/Getty Images

This article appears in the October 2020 print issue as “How Robots Became Essential Workers.” Continue reading

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#437446 Can the voice of healthcare robots ...

Robots are gradually making their way into hospitals and other clinical facilities, providing basic assistance to doctors and patients. To facilitate their widespread use in health care settings, however, robotics researchers need to ensure that users feel at ease with robots and accept the help they can offer. This could potentially be achieved by developing robots that communicate in empathetic and compassionate ways. Continue reading

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#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.

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#437303 The Deck Is Not Rigged: Poker and the ...

Tuomas Sandholm, a computer scientist at Carnegie Mellon University, is not a poker player—or much of a poker fan, in fact—but he is fascinated by the game for much the same reason as the great game theorist John von Neumann before him. Von Neumann, who died in 1957, viewed poker as the perfect model for human decision making, for finding the balance between skill and chance that accompanies our every choice. He saw poker as the ultimate strategic challenge, combining as it does not just the mathematical elements of a game like chess but the uniquely human, psychological angles that are more difficult to model precisely—a view shared years later by Sandholm in his research with artificial intelligence.

“Poker is the main benchmark and challenge program for games of imperfect information,” Sandholm told me on a warm spring afternoon in 2018, when we met in his offices in Pittsburgh. The game, it turns out, has become the gold standard for developing artificial intelligence.

Tall and thin, with wire-frame glasses and neat brow hair framing a friendly face, Sandholm is behind the creation of three computer programs designed to test their mettle against human poker players: Claudico, Libratus, and most recently, Pluribus. (When we met, Libratus was still a toddler and Pluribus didn’t yet exist.) The goal isn’t to solve poker, as such, but to create algorithms whose decision making prowess in poker’s world of imperfect information and stochastic situations—situations that are randomly determined and unable to be predicted—can then be applied to other stochastic realms, like the military, business, government, cybersecurity, even health care.

While the first program, Claudico, was summarily beaten by human poker players—“one broke-ass robot,” an observer called it—Libratus has triumphed in a series of one-on-one, or heads-up, matches against some of the best online players in the United States.

Libratus relies on three main modules. The first involves a basic blueprint strategy for the whole game, allowing it to reach a much faster equilibrium than its predecessor. It includes an algorithm called the Monte Carlo Counterfactual Regret Minimization, which evaluates all future actions to figure out which one would cause the least amount of regret. Regret, of course, is a human emotion. Regret for a computer simply means realizing that an action that wasn’t chosen would have yielded a better outcome than one that was. “Intuitively, regret represents how much the AI regrets having not chosen that action in the past,” says Sandholm. The higher the regret, the higher the chance of choosing that action next time.

It’s a useful way of thinking—but one that is incredibly difficult for the human mind to implement. We are notoriously bad at anticipating our future emotions. How much will we regret doing something? How much will we regret not doing something else? For us, it’s an emotionally laden calculus, and we typically fail to apply it in quite the right way. For a computer, it’s all about the computation of values. What does it regret not doing the most, the thing that would have yielded the highest possible expected value?

The second module is a sub-game solver that takes into account the mistakes the opponent has made so far and accounts for every hand she could possibly have. And finally, there is a self-improver. This is the area where data and machine learning come into play. It’s dangerous to try to exploit your opponent—it opens you up to the risk that you’ll get exploited right back, especially if you’re a computer program and your opponent is human. So instead of attempting to do that, the self-improver lets the opponent’s actions inform the areas where the program should focus. “That lets the opponent’s actions tell us where [they] think they’ve found holes in our strategy,” Sandholm explained. This allows the algorithm to develop a blueprint strategy to patch those holes.

It’s a very human-like adaptation, if you think about it. I’m not going to try to outmaneuver you head on. Instead, I’m going to see how you’re trying to outmaneuver me and respond accordingly. Sun-Tzu would surely approve. Watch how you’re perceived, not how you perceive yourself—because in the end, you’re playing against those who are doing the perceiving, and their opinion, right or not, is the only one that matters when you craft your strategy. Overnight, the algorithm patches up its overall approach according to the resulting analysis.

There’s one final thing Libratus is able to do: play in situations with unknown probabilities. There’s a concept in game theory known as the trembling hand: There are branches of the game tree that, under an optimal strategy, one should theoretically never get to; but with some probability, your all-too-human opponent’s hand trembles, they take a wrong action, and you’re suddenly in a totally unmapped part of the game. Before, that would spell disaster for the computer: An unmapped part of the tree means the program no longer knows how to respond. Now, there’s a contingency plan.

Of course, no algorithm is perfect. When Libratus is playing poker, it’s essentially working in a zero-sum environment. It wins, the opponent loses. The opponent wins, it loses. But while some real-life interactions really are zero-sum—cyber warfare comes to mind—many others are not nearly as straightforward: My win does not necessarily mean your loss. The pie is not fixed, and our interactions may be more positive-sum than not.

What’s more, real-life applications have to contend with something that a poker algorithm does not: the weights that are assigned to different elements of a decision. In poker, this is a simple value-maximizing process. But what is value in the human realm? Sandholm had to contend with this before, when he helped craft the world’s first kidney exchange. Do you want to be more efficient, giving the maximum number of kidneys as quickly as possible—or more fair, which may come at a cost to efficiency? Do you want as many lives as possible saved—or do some take priority at the cost of reaching more? Is there a preference for the length of the wait until a transplant? Do kids get preference? And on and on. It’s essential, Sandholm says, to separate means and the ends. To figure out the ends, a human has to decide what the goal is.

“The world will ultimately become a lot safer with the help of algorithms like Libratus,” Sandholm told me. I wasn’t sure what he meant. The last thing that most people would do is call poker, with its competition, its winners and losers, its quest to gain the maximum edge over your opponent, a haven of safety.

“Logic is good, and the AI is much better at strategic reasoning than humans can ever be,” he explained. “It’s taking out irrationality, emotionality. And it’s fairer. If you have an AI on your side, it can lift non-experts to the level of experts. Naïve negotiators will suddenly have a better weapon. We can start to close off the digital divide.”

It was an optimistic note to end on—a zero-sum, competitive game yielding a more ultimately fair and rational world.

I wanted to learn more, to see if it was really possible that mathematics and algorithms could ultimately be the future of more human, more psychological interactions. And so, later that day, I accompanied Nick Nystrom, the chief scientist of the Pittsburgh Supercomputing Center—the place that runs all of Sandholm’s poker-AI programs—to the actual processing center that make undertakings like Libratus possible.

A half-hour drive found us in a parking lot by a large glass building. I’d expected something more futuristic, not the same square, corporate glass squares I’ve seen countless times before. The inside, however, was more promising. First the security checkpoint. Then the ride in the elevator — down, not up, to roughly three stories below ground, where we found ourselves in a maze of corridors with card readers at every juncture to make sure you don’t slip through undetected. A red-lit panel formed the final barrier, leading to a small sliver of space between two sets of doors. I could hear a loud hum coming from the far side.

“Let me tell you what you’re going to see before we walk in,” Nystrom told me. “Once we get inside, it will be too loud to hear.”

I was about to witness the heart of the supercomputing center: 27 large containers, in neat rows, each housing multiple processors with speeds and abilities too great for my mind to wrap around. Inside, the temperature is by turns arctic and tropic, so-called “cold” rows alternating with “hot”—fans operate around the clock to cool the processors as they churn through millions of giga, mega, tera, peta and other ever-increasing scales of data bytes. In the cool rows, robotic-looking lights blink green and blue in orderly progression. In the hot rows, a jumble of multicolored wires crisscrosses in tangled skeins.

In the corners stood machines that had outlived their heyday. There was Sherlock, an old Cray model, that warmed my heart. There was a sad nameless computer, whose anonymity was partially compensated for by the Warhol soup cans adorning its cage (an homage to Warhol’s Pittsburghian origins).

And where does Libratus live, I asked? Which of these computers is Bridges, the computer that runs the AI Sandholm and I had been discussing?

Bridges, it turned out, isn’t a single computer. It’s a system with processing power beyond comprehension. It takes over two and a half petabytes to run Libratus. A single petabyte is a million gigabytes: You could watch over 13 years of HD video, store 10 billion photos, catalog the contents of the entire Library of Congress word for word. That’s a whole lot of computing power. And that’s only to succeed at heads-up poker, in limited circumstances.

Yet despite the breathtaking computing power at its disposal, Libratus is still severely limited. Yes, it beat its opponents where Claudico failed. But the poker professionals weren’t allowed to use many of the tools of their trade, including the opponent analysis software that they depend on in actual online games. And humans tire. Libratus can churn for a two-week marathon, where the human mind falters.

But there’s still much it can’t do: play more opponents, play live, or win every time. There’s more humanity in poker than Libratus has yet conquered. “There’s this belief that it’s all about statistics and correlations. And we actually don’t believe that,” Nystrom explained as we left Bridges behind. “Once in a while correlations are good, but in general, they can also be really misleading.”

Two years later, the Sandholm lab will produce Pluribus. Pluribus will be able to play against five players—and will run on a single computer. Much of the human edge will have evaporated in a short, very short time. The algorithms have improved, as have the computers. AI, it seems, has gained by leaps and bounds.

So does that mean that, ultimately, the algorithmic can indeed beat out the human, that computation can untangle the web of human interaction by discerning “the little tactics of deception, of asking yourself what is the other man going to think I mean to do,” as von Neumann put it?

Long before I’d spoken to Sandholm, I’d met Kevin Slavin, a polymath of sorts whose past careers have including founding a game design company and an interactive art space and launching the Playful Systems group at MIT’s Media Lab. Slavin has a decidedly different view from the creators of Pluribus. “On the one hand, [von Neumann] was a genius,” Kevin Slavin reflects. “But the presumptuousness of it.”

Slavin is firmly on the side of the gambler, who recognizes uncertainty for what it is and thus is able to take calculated risks when necessary, all the while tampering confidence at the outcome. The most you can do is put yourself in the path of luck—but to think you can guess with certainty the actual outcome is a presumptuousness the true poker player foregoes. For Slavin, the wonder of computers is “That they can generate this fabulous, complex randomness.” His opinion of the algorithmic assaults on chance? “This is their moment,” he said. “But it’s the exact opposite of what’s really beautiful about a computer, which is that it can do something that’s actually unpredictable. That, to me, is the magic.”

Will they actually succeed in making the unpredictable predictable, though? That’s what I want to know. Because everything I’ve seen tells me that absolute success is impossible. The deck is not rigged.

“It’s an unbelievable amount of work to get there. What do you get at the end? Let’s say they’re successful. Then we live in a world where there’s no God, agency, or luck,” Slavin responded.

“I don’t want to live there,’’ he added “I just don’t want to live there.”

Luckily, it seems that for now, he won’t have to. There are more things in life than are yet written in the algorithms. We have no reliable lie detection software—whether in the face, the skin, or the brain. In a recent test of bluffing in poker, computer face recognition failed miserably. We can get at discomfort, but we can’t get at the reasons for that discomfort: lying, fatigue, stress—they all look much the same. And humans, of course, can also mimic stress where none exists, complicating the picture even further.

Pluribus may turn out to be powerful, but von Neumann’s challenge still stands: The true nature of games, the most human of the human, remains to be conquered.

This article was originally published on Undark. Read the original article.

Image Credit: José Pablo Iglesias / Unsplash Continue reading

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