Tag Archives: students

#430988 The Week’s Awesome Stories From Around ...

BIOTECH
Lab-Grown Food Startup Memphis Meats Raises $17 Million From DFJ, Cargill, Bill Gates, OthersPaul Sawers | Venture Beat “Meat grown in a laboratory is the future, if certain sustainable food advocates have their way, and one startup just raised a bucketload of cash from major investors to make this goal a reality….Leading the $17 million series A round was venture capital (VC) firm DFJ, backer of Skype, Tesla, SpaceX, Tumblr, Foursquare, Baidu, and Box.”
ROBOTICS
Blossom: A Handmade Approach to Social Robotics From Cornell and GoogleEvan Ackerman | IEEE Spectrum “Blossom’s overall aesthetic is, in some ways, a response to the way that the design of home robots (and personal technology) has been trending recently. We’re surrounding ourselves with sterility embodied in metal and plastic, perhaps because of a perception that tech should be flawless. And I suppose when it comes to my phone or my computer, sterile flawlessness is good.”
AUTOMOTIVE
Mercedes’ Outrageously Swoopy Concept Says Nein to the Pod-Car FutureAlex Davies | WIRED “The swooping concept car, unveiled last weekend at the Pebble Beach Concoursd’Elegance, rejects all notions of practicality. It measures nearly 18.7 feet long and 6.9 feet wide, yet offers just two seats…Each wheel gets its own electric motor that draws power from the battery that comprises the car’s underbody. All told, they generate 750 horsepower, and the car will go 200 miles between charges.”
EDTECH
Amazon’s TenMarks Releases a New Curriculum for Educators That Teaches Kids Writing Using Digital Assistants, Text Messaging and MoreSarah Perez | TechCrunch“Now, the business is offering an online curriculum for teachers designed to help students learn how to be better writers. The program includes a writing coach that leverages natural language processing, a variety of resources for teachers, and something called “bursts,” which are short writing prompts kids will be familiar with because of their use of mobile apps.”
VIRTUAL REALITY
What We Can Learn From Immersing Mice, Fruit Flies, and Zebrafish in VRAlessandra Potenza | The Verge “The VR system, called FreemoVR, pretty much resembles a holodeck from the TV show Star Trek. It’s an arena surrounded by computer screens that immerses the animals in a virtual world. Researchers tested the system on mice, fruit flies, and zebrafish, and found that the animals reacted to the virtual objects and environments as they would to real ones.” Continue reading

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#430855 Why Education Is the Hardest Sector of ...

We’ve all heard the warning cries: automation will disrupt entire industries and put millions of people out of jobs. In fact, up to 45 percent of existing jobs can be automated using current technology.
However, this may not necessarily apply to the education sector. After a detailed analysis of more than 2,000-plus work activities for more than 800 occupations, a report by McKinsey & Co states that of all the sectors examined, “…the technical feasibility of automation is lowest in education.”
There is no doubt that technological trends will have a powerful impact on global education, both by improving the overall learning experience and by increasing global access to education. Massive open online courses (MOOCs), chatbot tutors, and AI-powered lesson plans are just a few examples of the digital transformation in global education. But will robots and artificial intelligence ever fully replace teachers?
The Most Difficult Sector to Automate
While various tasks revolving around education—like administrative tasks or facilities maintenance—are open to automation, teaching itself is not.
Effective education involves more than just transfer of information from a teacher to a student. Good teaching requires complex social interactions and adaptation to the individual student’s learning needs. An effective teacher is not just responsive to each student’s strengths and weaknesses, but is also empathetic towards the student’s state of mind. It’s about maximizing human potential.
Furthermore, students don’t just rely on effective teachers to teach them the course material, but also as a source of life guidance and career mentorship. Deep and meaningful human interaction is crucial and is something that is very difficult, if not impossible, to automate.
Automating teaching is an example of a task that would require artificial general intelligence (as opposed to narrow or specific intelligence). In other words, this is the kind of task that would require an AI that understands natural human language, can be empathetic towards emotions, plan, strategize and make impactful decisions under unpredictable circumstances.
This would be the kind of machine that can do anything a human can do, and it doesn’t exist—at least, not yet.
We’re Getting There
Let’s not forget how quickly AI is evolving. Just because it’s difficult to fully automate teaching, it doesn’t mean the world’s leading AI experts aren’t trying.
Meet Jill Watson, the teaching assistant from Georgia Institute of Technology. Watson isn’t your average TA. She’s an IBM-powered artificial intelligence that is being implemented in universities around the world. Watson is able to answer students’ questions with 97 percent certainty.
Technologies like this also have applications in grading and providing feedback. Some AI algorithms are being trained and refined to perform automatic essay scoring. One project has achieved a 0.945 correlation with human graders.
All of this will have a remarkable impact on online education as we know it and dramatically increase online student retention rates.

Any student with a smartphone can access a wealth of information and free courses from universities around the world. MOOCs have allowed valuable courses to become available to millions of students. But at the moment, not all participants can receive customized feedback for their work. Currently, this is limited by manpower, but in the future that may not be the case.
What chatbots like Jill Watson allow is the opportunity for hundreds of thousands, if not millions, of students to have their work reviewed and all their questions answered at a minimal cost.
AI algorithms also have a significant role to play in personalization of education. Every student is unique and has a different set of strengths and weaknesses. Data analysis can be used to improve individual student results, assess each student’s strengths and weaknesses, and create mass-customized programs. Algorithms can analyze student data and consequently make flexible programs that adapt to the learner based on real-time feedback. According to the McKinsey Global Institute, all of this data in education could unlock between $900 billion and $1.2 trillion in global economic value.
Beyond Automated Teaching
It’s important to recognize that technological automation alone won’t fix the many issues in our global education system today. Dominated by outdated curricula, standardized tests, and an emphasis on short-term knowledge, many experts are calling for a transformation of how we teach.
It is not enough to simply automate the process. We can have a completely digital learning experience that continues to focus on outdated skills and fails to prepare students for the future. In other words, we must not only be innovative with our automation capabilities, but also with educational content, strategy, and policies.
Are we equipping students with the most important survival skills? Are we inspiring young minds to create a better future? Are we meeting the unique learning needs of each and every student? There’s no point automating and digitizing a system that is already flawed. We need to ensure the system that is being digitized is itself being transformed for the better.
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#430785 Weird ‘Rocks’ at Robotics ...

Students searching for a Mars-like landscape in a Canadian park took an unexpected detour into paleontology. Continue reading

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#430761 How Robots Are Getting Better at Making ...

The multiverse of science fiction is populated by robots that are indistinguishable from humans. They are usually smarter, faster, and stronger than us. They seem capable of doing any job imaginable, from piloting a starship and battling alien invaders to taking out the trash and cooking a gourmet meal.
The reality, of course, is far from fantasy. Aside from industrial settings, robots have yet to meet The Jetsons. The robots the public are exposed to seem little more than over-sized plastic toys, pre-programmed to perform a set of tasks without the ability to interact meaningfully with their environment or their creators.
To paraphrase PayPal co-founder and tech entrepreneur Peter Thiel, we wanted cool robots, instead we got 140 characters and Flippy the burger bot. But scientists are making progress to empower robots with the ability to see and respond to their surroundings just like humans.
Some of the latest developments in that arena were presented this month at the annual Robotics: Science and Systems Conference in Cambridge, Massachusetts. The papers drilled down into topics that ranged from how to make robots more conversational and help them understand language ambiguities to helping them see and navigate through complex spaces.
Improved Vision
Ben Burchfiel, a graduate student at Duke University, and his thesis advisor George Konidaris, an assistant professor of computer science at Brown University, developed an algorithm to enable machines to see the world more like humans.
In the paper, Burchfiel and Konidaris demonstrate how they can teach robots to identify and possibly manipulate three-dimensional objects even when they might be obscured or sitting in unfamiliar positions, such as a teapot that has been tipped over.
The researchers trained their algorithm by feeding it 3D scans of about 4,000 common household items such as beds, chairs, tables, and even toilets. They then tested its ability to identify about 900 new 3D objects just from a bird’s eye view. The algorithm made the right guess 75 percent of the time versus a success rate of about 50 percent for other computer vision techniques.
In an email interview with Singularity Hub, Burchfiel notes his research is not the first to train machines on 3D object classification. How their approach differs is that they confine the space in which the robot learns to classify the objects.
“Imagine the space of all possible objects,” Burchfiel explains. “That is to say, imagine you had tiny Legos, and I told you [that] you could stick them together any way you wanted, just build me an object. You have a huge number of objects you could make!”
The infinite possibilities could result in an object no human or machine might recognize.
To address that problem, the researchers had their algorithm find a more restricted space that would host the objects it wants to classify. “By working in this restricted space—mathematically we call it a subspace—we greatly simplify our task of classification. It is the finding of this space that sets us apart from previous approaches.”
Following Directions
Meanwhile, a pair of undergraduate students at Brown University figured out a way to teach robots to understand directions better, even at varying degrees of abstraction.
The research, led by Dilip Arumugam and Siddharth Karamcheti, addressed how to train a robot to understand nuances of natural language and then follow instructions correctly and efficiently.
“The problem is that commands can have different levels of abstraction, and that can cause a robot to plan its actions inefficiently or fail to complete the task at all,” says Arumugam in a press release.
In this project, the young researchers crowdsourced instructions for moving a virtual robot through an online domain. The space consisted of several rooms and a chair, which the robot was told to manipulate from one place to another. The volunteers gave various commands to the robot, ranging from general (“take the chair to the blue room”) to step-by-step instructions.
The researchers then used the database of spoken instructions to teach their system to understand the kinds of words used in different levels of language. The machine learned to not only follow instructions but to recognize the level of abstraction. That was key to kickstart its problem-solving abilities to tackle the job in the most appropriate way.
The research eventually moved from virtual pixels to a real place, using a Roomba-like robot that was able to respond to instructions within one second 90 percent of the time. Conversely, when unable to identify the specificity of the task, it took the robot 20 or more seconds to plan a task about 50 percent of the time.
One application of this new machine-learning technique referenced in the paper is a robot worker in a warehouse setting, but there are many fields that could benefit from a more versatile machine capable of moving seamlessly between small-scale operations and generalized tasks.
“Other areas that could possibly benefit from such a system include things from autonomous vehicles… to assistive robotics, all the way to medical robotics,” says Karamcheti, responding to a question by email from Singularity Hub.
More to Come
These achievements are yet another step toward creating robots that see, listen, and act more like humans. But don’t expect Disney to build a real-life Westworld next to Toon Town anytime soon.
“I think we’re a long way off from human-level communication,” Karamcheti says. “There are so many problems preventing our learning models from getting to that point, from seemingly simple questions like how to deal with words never seen before, to harder, more complicated questions like how to resolve the ambiguities inherent in language, including idiomatic or metaphorical speech.”
Even relatively verbose chatbots can run out of things to say, Karamcheti notes, as the conversation becomes more complex.
The same goes for human vision, according to Burchfiel.
While deep learning techniques have dramatically improved pattern matching—Google can find just about any picture of a cat—there’s more to human eyesight than, well, meets the eye.
“There are two big areas where I think perception has a long way to go: inductive bias and formal reasoning,” Burchfiel says.
The former is essentially all of the contextual knowledge people use to help them reason, he explains. Burchfiel uses the example of a puddle in the street. People are conditioned or biased to assume it’s a puddle of water rather than a patch of glass, for instance.
“This sort of bias is why we see faces in clouds; we have strong inductive bias helping us identify faces,” he says. “While it sounds simple at first, it powers much of what we do. Humans have a very intuitive understanding of what they expect to see, [and] it makes perception much easier.”
Formal reasoning is equally important. A machine can use deep learning, in Burchfiel’s example, to figure out the direction any river flows once it understands that water runs downhill. But it’s not yet capable of applying the sort of human reasoning that would allow us to transfer that knowledge to an alien setting, such as figuring out how water moves through a plumbing system on Mars.
“Much work was done in decades past on this sort of formal reasoning… but we have yet to figure out how to merge it with standard machine-learning methods to create a seamless system that is useful in the actual physical world.”
Robots still have a lot to learn about being human, which should make us feel good that we’re still by far the most complex machines on the planet.
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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.
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