OpenAI CEO Sam Altman warns

 

OpenAI CEO Sam Altman warns that 'societal misalignments' could make AI dangerous

 

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Extract:

 

The OpenAI CEO, Sam Altman, has expressed concerns about the potential dangers of Artificial Intelligence (AI) due to societal misalignments. Altman warns that if AI development is not aligned with societal needs and values, it could lead to significant risks.

 

He emphasizes the importance of ensuring that AI is developed with human interests and values in mind to prevent any harmful consequences. Altman's cautionary stance highlights the need for ethical considerations and responsible AI development practices to mitigate any potential risks associated with advanced AI technologies.

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My Take:

 

Sam: Will Super-wise AI triumph over Super-Intelligent AI?....25/11/2023

 

In my previous blog, I delved into the discussion of the balance between super-wise AI and super-intelligent AI. The current warning by Sam Altman resonates with my earlier thoughts on the importance of ethical AI development.

 

Altman's concerns about societal misalignments align with my prediction of the challenges that AI advancements may pose if not handled with caution. It's crucial to prioritize building AI systems that not only excel in intelligence but also demonstrate wisdom and alignment with human values.

 

Parekh's Law of Chatbots……25/02/2023

 

Reflecting on the potential dangers of AI mentioned by Sam Altman, the need for regulations and ethical frameworks becomes even more apparent.

 

Just as Altman stressed the importance of regulatory measures to govern AI technologies, my earlier discussion on chatbot regulations underscores the significance of establishing guidelines to ensure responsible AI deployment.

 

Altman's warning serves as a reminder of the vital role regulations play in shaping the future of AI technology for the benefit of society.

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Call to Action:

 

To the tech industry leaders and policymakers mentioned in the article, I urge you to prioritize the ethical development of AI technologies.

 

Embrace regulatory measures and ethical frameworks to guide AI innovation in a direction that aligns with societal values and priorities. Let's work together to ensure that AI advancements serve humanity's best interests and mitigate any potential risks associated with misalignments in AI development.

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With warm regards,

Hemen Parekh

INDIAN- METHOD

Synopsis: Communication For Productivity Letters written to some 7500 Workers / Managers / Union Leaders, following a period of strike / Go slow / Murders (1979 - 1987), at Mumbai factory of Larsen & Toubro Ltd. This direct / open / honest communication led to a remarkable atmosphere of trust between Workers and Management, which, in turn, increased productivity at 3% per year (ave).

15 Apr 1987

To:

Dear Friends

In the last 2 circulars I told you about the novel methods being adopted by some American companies when It comes to "Sharing-Prosperity".

Now, Financial Express of April 3, 1987, has reported an INDIAN-METHOD, which I thought I should share with you (this is the right time!).

The Company              

ALLWYN LIMITED - HYDERABAD

Products:- 

Refrigerators

Buses                                                    

Wrist watches

Steel furniture

Production August 1986 - March 1987 (8 months)

	Number	Rs. Crores	% Increase over previous year
Refrigerators Buses Wrist Watches Steel Furniture	56,711 737 5,00,000	22.27 3.30 16.72 1.78	+ 36 % + 73 % + 9.5 %
Total Production		44.07	+ 41 %
Total Sa1es		43.49	+ 53%

No. of Employees               ......           7500

Despite such FANTASTIC Increase in "employee-productivity", why is the company worried?

In fact what can be the problem when Mr.R.P.Agarwal - Managing Director has the following to say?

"The Company has had the distinction of forty-five years of  strikeless productive days - a rich heritage".

Well, the customer does not care!  He cannot be bothered with how good (or bad) Industrial-relations you have!

At I that he CARES for is your selling-price, and of course,

the quality of your .products                             

-  the after-sales service                                     

-  the easy availability of spare-parts                      

-  the speedy delivery                                                           

etc., etc.                         

And if he is not happy with one or more of these, he can (and will) create problems for you - big problem!

ALLWYN's  PROBLEM   NO. 2      

                            .              ... 

1985-86 Sale    .......... Rs. 86.820 crores                 

1985-86 Net profit .......   Rs.  0.296 

Ratio           Net Profit        =     0.3       =       0.34% !!             Sales                    86.8

THE SOLUTION    ?

Recently, the company entered Into a 3-year agreement with-the union. In this agreement. It has offered to pay each employee,

Rs.300 as  L.T.A.

If, and when ther net-profit earned by the company touches Rs.5 crores!

THE POINT?

The Prosperity  (the good-days)

and

The Adversity   (the bad -days)

of a company depends upon the combined performance of all of its employees.

And If employees are eager to share the prosperity, they must also be equally prepared to share the adversity!  People who are unwilling to make a sacrifice during the bad-days, do not deserve a share In happiness during the good-days!                              

H. C. PAREKH

GIVING BONUS-THE AMERICAN WAY (PART II )

Synopsis: Communication For Productivity Letters written to some 7500 Workers / Managers / Union Leaders, following a period of strike / Go slow / Murders (1979 - 1987), at Mumbai factory of Larsen & Toubro Ltd. This direct / open / honest communication led to a remarkable atmosphere of trust between Workers and Management, which, in turn, increased productivity at 3% per year (ave).

April 08,  1987 

To:

Dear Friends

GIVING BONUS-THE AMERICAN WAY           

(PART II )

A few days ago I told you about the bonus-system of A&P Food Stores In America.

it was a simple, efficient system. The lower the employee (manpower) costs, the higher the bonus.  It Is very much like the family-planning drive of our Government.  With a fixed family-income. If you have a small family, each member of the family gets a larger share of that Income.  If you have a very large family, everybody gets a very small piece of the cake!

This is the basic economic principle.

Whereas one can try and stop adding members to the family (prevent future births), what about the children who are already born?  You cannot sell them off - or send them to an orphanage!  They are there and they must be looked after.

It is the same thing with a company. It can stop recruiting further employees (as we are trying), but what about its existing employees?  It has to look after them.

So whether it is a family or a Company, answer is the same.                      

It must Increase its Income.  It must generate more profits which can be used to look-after its large family - even if it means a small piece to everybody.

To motivate its employees to work harder to Increase the company's profits (and profitability) one American Company has tried a novel approach.

The Company:             Commodore International Ltd.

Product           :            Computers.

Problem   :    Two years of declining sales and a year of substantial losses threatened the company's survival

Solution?         :   Chief Executive Rattigan introduced an unusual bonus-plan. Each employee will receive a bonus equal to 1% of his (or her) annual salary for each point Commodore's stock (share-price) has gone above 6 1/2 (the August 15, 1986, closing price) by March 31, 1987.

A five-point gain will mean a 5% bonus, and so on.

Results     :            By March 02, 1987, the stock had already jumped to 14!            

This means all employee? will get 71/2 bonus (14 - 61/2).

But there is nothing "free" in this world.

As Julle Andrew sang in the film "Sound of Music",

"Nothing comes from Nothing 

Nothing ever could -

Sometimes In my childhood 

I must have done something good".

the employees had to pay a "price" for this bonus.

The Price

·     Wage Freeze Massive

·     Lay-off (Retrenchment)

·     Increased Work-load.

These days, when Commodore employees enter the lunch-room, the first thing they look-up is a large blackboard showing a graph of Commodore's dally share-price.

These days Commodore-employees have a better appetite!  With massive retrench-each has to do the work of two!

The Business Week (March 16, 1987) story does not tell , us,, what would happen to Commodore-employees If the share-price went below 6 ½  !

We are not concerned, since we are quite unlikely to link employee-bonus with L&T's share-price.

But from NOW ON, you should certainly be Interested in keeping-track of L&T's share-price.

A few days back, L&T employees have already received an offer from the Management for Right Convertible Debentures worth

Rs. 2.1 crores

And the 23rd March Annual General Meeting of the share-holders passed a resolution to offer to L&T Employees, Employee Convertible Debentures (stock option scheme) worth

                       

Rs. 2.5 crores (Approximately)

That makes a total of Rs .4.6 crores.'

So from next year onwards, you wilI no more be concerned with Bonus alone -you will also be concerned with the Dividends - and with  future Issues of bonus-shares.

So from now on, you must ask    

·     Will my bonus-demand neutralise my prospects for bonus-shares?

·     Can I take away with another hand  what I am giving myself with the first hand?

·     Should I allow short-term gains to upset my long-term benefits?

In our country, we do not need the Commodore-plan;  India already has a BONUS-ACT, which may give employees 18% bonus even if a company's share-price may have come down by 80%!

Hemen Parekh