By DAVID BROOKS ADVERTISING By DAVID BROOKS New York Times News Service We’re clearly heading into an age of brilliant technology. Computers are already impressively good at guiding driverless cars and beating humans at chess and Jeopardy. As Erik Brynjolfsson
By DAVID BROOKS
New York Times News Service
We’re clearly heading into an age of brilliant technology. Computers are already impressively good at guiding driverless cars and beating humans at chess and Jeopardy. As Erik Brynjolfsson and Andrew McAfee of the Massachusetts Institute of Technology point out in their book “The Second Machine Age,” computers are increasingly going to be able to perform important parts of even mostly cognitive jobs, like picking stocks, diagnosing diseases and granting parole.
As this happens, certain mental skills will become less valuable because computers will take over. Having a great memory will probably be less valuable. Being able to be a straight-A student will be less valuable – gathering masses of information and regurgitating it back on tests. So will being able to do any mental activity that involves following a set of rules.
But what human skills will be more valuable?
In the news business, some of those skills are already evident. Technology has rewarded sprinters (people who can recognize and alertly post a message on Twitter about some interesting immediate event) and marathoners (people who can write large conceptual stories), but it has hurt middle-distance runners (people who write 800-word summaries of yesterday’s news conference). Technology has rewarded graphic artists who can visualize data, but it has punished those who can’t turn written reporting into video presentations.
More generally, the age of brilliant machines seems to reward a few traits. First, it rewards enthusiasm. The amount of information in front of us is practically infinite; so is that amount of data that can be collected with new tools. The people who seem to do best possess a voracious explanatory drive, an almost obsessive need to follow their curiosity. Maybe they started with obsessive gaming sessions, or marathon all-night study sessions, but they are driven to perform extended bouts of concentration, diving into and trying to make sense of these bottomless information oceans.
In his book, “Smarter Than You Think,” Clive Thompson describes the work of Deb Roy, who wired his house with equipment so he and his team could monitor and record every word he and his wife uttered while his son was learning to speak. That is total commitment and total immersion in an attempt to understand the language learning process.
Second, the era seems to reward people with extended time horizons and strategic discipline. When Garry Kasparov was teaming with a computer to playing freestyle chess (in which a human and machine join up to play against another human and machine), he reported that his machine partner possessed greater “tactical acuity,” but he possessed greater “strategic guidance.”
That doesn’t seem too surprising. A computer can calculate a zillion options, move by move, but a human can provide an overall sense of direction and a conceptual frame. In a world of online distractions, the person who can maintain a long obedience toward a single goal, and who can filter out what is irrelevant to that goal, will obviously have enormous worth.
Third, the age seems to reward procedural architects. The giant Internet celebrities didn’t so much come up with ideas, they came up with systems in which other people could express ideas: Facebook, Twitter, Wikipedia, etc. That is to say they designed an architecture that possesses a center of gravity, but which allowed loose networks of soloists to collaborate.
One of the oddities of collaboration is that tightly knit teams are not the most creative. Loosely bonded teams are, teams without a few domineering presences, teams that allow people to think alone before they share results with the group. So a manager who can organize a decentralized network around a clear question, without letting it dissipate or clump, will have enormous value.
Fifth, essentialists will probably be rewarded. Any child can say, “I’m a dog” and pretend to be a dog. Computers struggle to come up with the essence of “I” and the essence of “dog,” and they really struggle with coming up with what parts of “I-ness” and “dog-ness” should be usefully blended if you want to pretend to be a dog.
This is an important skill because creativity can be described as the ability to grasp the essence of one thing, and then the essence of some very different thing, and smash them together to create some entirely new thing.
In the 1950s, the bureaucracy was the computer. People were organized into technocratic systems in order to perform routinized information processing. But now the computer is the computer. The role of the human is not to be dispassionate, depersonalized or neutral. It is precisely the emotive traits that are rewarded: the voracious lust for understanding, the enthusiasm for work, the ability to grasp the gist, the empathetic sensitivity to what will attract attention and linger in the mind.
Unable to compete when it comes to calculation, the best workers will come with heart in hand.
