If AI substantially reduces the centrality of paid work in human life, what conditions will allow people to reallocate their time and effort toward other sources of meaning, and what can we learn from historical or contemporary populations where work has been scarce or optional?
大多数人认为工作是人类身份和意义的核心，但作者质疑这一基本假设，暗示AI可能使工作变得非必要，这挑战了现代社会对工作的核心价值认知。作者暗示我们需要重新思考人类在没有工作的情况下如何找到意义，这与主流经济和社会观念相悖。
The software engineers who will be most valuable in the future are not the ones who do everything themselves. They are the ones who refuse to spend time on work that A.I. can do for them, while still understanding everything that is done on their behalf.
这个观点强调了未来软件工程师的价值不在于他们能做什么，而在于他们如何利用AI来提升自己的思考能力。
In the end, Luna hired two people. Let's call them John and Jill. John and Jill are, to our knowledge, the world's first full-time employees to have an AI boss. Probably the first of many, if the current trajectory of AI continues.
这是一个历史性的转折点，标志着人类雇佣关系的新时代。AI成为人类老板的可能性比许多人想象的要快得多，这可能彻底改变我们对工作、权威和职业发展的基本理解。
An AI agent just hired humans and ran a store Andon Labs deployed an AI agent called Luna into a physical boutique with a $100,000 budget, giving it full control to create, staff, and run the business as what may be the first real-world AI employer.
这一现象揭示了AI正在从虚拟助手转变为实际的经济行为主体，Luna作为首个AI雇主的概念令人震惊，它挑战了传统的人类雇佣关系和企业管理模式，预示着未来可能出现AI主导的商业模式，同时也引发了关于AI责任、伦理和监管的深刻问题。
A useful working premise is that the ceiling on individual engineer output is moving much faster than most companies are organized to exploit. Some of the best operators already describe top engineers seeing order-of-magnitude productivity gains and managing 20 to 30 agents simultaneously.
令人惊讶的是：文章指出顶级工程师可能同时管理20-30个AI代理，实现数量级的生产力提升。这一数字远超传统认知，暗示AI正在重新定义个人生产力的极限。这种能力意味着未来软件公司的组织结构可能需要彻底重构，从大型团队转向小型高效团队。
The human's job is to curate sources, direct the analysis, ask good questions, and think about what it all means. The LLM's job is everything else.
【启发】这句话是对未来知识工作分工的最清晰定义：人负责「品味、方向、意义」，AI 负责「执行、维护、连接」。这不是「AI 替代人」的叙事，而是「AI 承担所有繁琐工作，人专注于真正重要的判断」。对团队 AI 工具设计的启发：最好的 AI 工具设计应该让人的时间 100% 用在「只有人才能做的事」上——而这个边界，正在随着 AI 能力的提升不断向内收缩。
civilian labor corps
for - definition - civilian labor corp - future of work - there will have to be new labor pools in the economy that free market has ignored to date - caretakers for the elderly - climate adaptation - affordable housing
Social capital research has continuously demonstrated that early career exposure, network development, and mentorship also matter in early career success and throughout an entire career.
Exposure, networking and mentorship...these are three huge opportunities for post-secondary institutions to strategically embrace. These are key indicators of success outcomes and higher ed has a competitive advantage, especially in-person and residential campuses.
Joy, Bill. “Why the Future Doesn’t Need Us.” Wired, April 1, 2000. https://www.wired.com/2000/04/joy-2/.
Annotation url: urn:x-pdf:753822a812c861180bef23232a806ec0
Reprints available at: - Joy, Bill. “Why the Future Doesn’t Need Us.” 2000. AAAS Science and Technology Policy Yearbook 2001, edited by Albert H. Teich et al., Amer Assn for the Advancement of Science, 2002, pp. 47–75. Google Books, https://www.google.com/books/edition/Integrity_in_Scientific_Research/0X-1g8YElcsC.<br /> - Joy, Bill. “Why the Future Doesn’t Need Us.” 2000. Emerging Technologies: Ethics, Law and Governance, by Gary E. Marchant and Wendell Wallach, edited by Gary E. Marchant and Wendell Wallach, 1st ed., Routledge, 2020, pp. 65–71.
The dualism of scientific materialism and its one-person psychologies are arguably complicit in much of the psychological and social damage we are now recognising.
for: dualism, dualism - psychology, unintended consequences, unintended consequences - dualism in psychology, progress trap, progress trap - dualism in psychology
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Many other investors are also working to broaden ownership of their companies. Insight Global, a staffing company owned by Harvest Partners and Leonard Green, gave each of its 4,500 employees a pathway to ownership: the quit rate fell from 45 per cent in 2017 to 14 per cent today. Similar results have been seen at SRS, a roofing products distributor owned by Berkshire Partners and Leonard Green. Ownership was broadened, employee engagement improved and the quit rate declined by three quarters.
it seems like the benefits of employee ownership are the highest when... * engagement is low * you have a high cashflow / profitable business that someone would actually want to buy
Ingersoll Rand shared ownership with all of its 16,000 employees across more than 80 countries. Over time, the company’s quit rate has dropped from 20 per cent to below 3 per cent. Employee engagement scores from internal company data rocketed from the 20th percentile to the 90th percentile
Gallup surveys show that only 20 per cent of the global workforce is constructively engaged at work
We are unwilling to grapple with the difficult questions of how you educate and pay for the education of a workforce”
le travail au départ c'est la torture
1. It’s not about physical vs. digital, but synchronous vs asynchronousIn L&D teams’ minds, the big split used to be between training that happened in-person and training that happened online.
In general, being able to adapt to asynchronous styles of working and learning will be important
More points were awarded to candidates with master’s degrees and more years of experience in similar fields. While this approach seemed to provide a neutral method for evaluating candidates based on qualifications, it soon became apparent that the process, with its reliance on education and experience to the exclusion of other important qualities, was deeply flawed and created barriers to hiring talented, diverse candidates
Historical inequity is fueled by historical practices. "The way we've always done it" can feel perfectly innocuous while at the same time actually be massively harmful. We know things aren't right, inquiry into what is wrong is our path to a more just world.
Establish structured daily check-ins: Many successful remote managers establish a daily call with their remote employees.
make sure there is space during standup for chit-chat.
People with scientific training are adopting these practices as well, either by offering services on sites such as Upwork or finding projects through their previous academic networks.
The Future of the Professions: How Technology Will Transform the Work of Human Experts
“The Future of Employment: How Susceptible Are Jobs to Computerisation?”
It is by now close to certain that there are millions of people currently in high school and college who are fine-tuning their skills for steady-looking careers that will, following technological breakthroughs, dissipate by the time they retire.
We commonly look at Ivy League institutions as the standard of higher education in America, but the truth is that the majority of the nation's workforce, innovation identity and manufacturing futures are tied to those institutions which graduate outside of the realm of high achievers from wealthy families.
The War on Stupid People
Lots of difficult things with this text, including the title. The obsession on measurable “smarts” is an important topic and the possible measures to prevent this obsession from impacting (US) society make sense. But it’s really tricky to discuss intelligence in such ways. Part of the text reads as further essentialisation of measured intelligence. Yet it sounds clear from the possible measures described that this form of intelligence takes at least part of its meaning in a given social context.
Maybe the deep issue with a text like this is that it’s hard to get people to shift from one consistent mindframe (paradigm, episteme) to another. More specifically, it’s hard to discuss intelligence in a context where the concept has become so loaded.
Would have lots more to say about this from my parents’ experiences (an occupational therapist who spent a career with people labelled as having “intellectual disabilities” and a psychopedagogue who worked in “special education” with students from a low-income neighbourhood who had “learning disabilities”). Maybe later.
“fundamentally if we want to realize the potential of human networks to change how we work then we need analytics to transform information into insight otherwise we will be drowning in a sea of content and deafened by a cacophony of voices”
Marie Wallace's perspective on the potential of bigdata analytics, specifically analysis of human networks, in the context of creating a smarter workplace.