I will pay 50.00 for the following research paper on the article I have provided..Respond to the following questions:Summarize the article and align it with the author’s main point.How does this art

THE ONLY WAY IS ETHICS Controlling the march of the business robots m eans regaining the ability to think for oneself.

AUTHOR - J a m e s P e r r y THE Artificial Intelligence (AI) revolution, which appears to be shaping up nicely to be the IT sector’s second wind, is seemingly sweeping through every office, factory and general workspace in the country at the moment. AI fever is gripping the nation and we appear to have quickly reached our crossroads - the point where we determine w hether these changes in the way we live our lives will be of detriment, and Terminator one will greet us to hand us all our P45s, or, overall, it will be a positive thing and the more friendlier Terminator two (the re­ programmed one!) will greet us all with a smile and a thumbs up!

As a lawyer and manager of a volume team for a national law firm that uses a case management system, AI is a hot topic I am of course very interested in. If you read the headlines (who can miss them at the moment!) it is the age-old case of technology developing quicker than regulation and at the moment we are struggling with the change. Science seems to always get the balance right when it happens in their field but that is because science breakthroughs tend to start in the controlled environment of a lab. Business AI doesn't have a lab. It is out there spreading and taking root, available to all with no walls, boundaries or limits. For some reason, even though we have the capability to do great harm as well as great good, advancements in business AI are currently not subject to the same restrictions as advancements in science.

U N IN T E N D E D CONSEQUENCES There are also no business AI ethics in place yet. If the AI solution is a business one which will drive profit it instantly, in the minds of our boardrooms, qualifies as being for the greater good. To a degree it will be. However, along the way, the impact on the development and progression of our workforces is being overlooked; especially in the professional services sector where logic and critical analysis are key skills. Perhaps this is unintentionalbut failing to think about the consequences on workers is having a negative impact on business who don't set their mind to the problem.

Employee development and progression doesn’t seem to currently form any real part of this calculation because businesses are focusing too heavily on the primary outcome Only - profit. Batten down the profit hatches and then take stock is the panic reaction some areas of industry are gripped by at the moment. I am seeing this happen in many, many quarters.

As a result, our intelligence, development and progression as workers is suddenly under threat. We don’t want AI to result in a dip in our intelligence, otherwise it will become our greatest failure, rather than our greatest success. The problem is we haven't even really set our minds to this point yet let alone done anything about it.

An AI quota, which determines what can and cannot be automated, would be a positive step to put a brake on these advancements whilst we pause, reflect and decide which direction we should be heading in. Do we need a business AI lab to pass or fail our creations first perhaps before they are released on businesses? Should Government be stepping in to regulate this area in some way? This article sets out the reasons why I think quotas and controls are not just necessary but absolutely crucial for growth in the medium to long term. It is something I focus on as part of my job role.

To understand my point let me quickly take you back to a time where the only mobile was one you hung over a cot, a tablet was a pill the doctor told you to take and the only clouds we ever came across were those grey, fluffy ones which seem to have hung over Yorkshire all Summer! Apply the 80s wavy TV effect to your two-tonne, two-foot deep 80’s telly and let me take you back to the start of the consumer, technological revolution of the 1980s!

Ever since I was a small child, like most boys from the 80s, I’ve been fascinated by new technology, which deserves an award simply for perseverance because on the whole it was The Recognised Standard / www.cicm.com / April 2018 / PAGE 17 e pretty basic and rarely worked properly.

Computers were no exception to the rubbish tech rule of the 1980s and back then we were certainly easily amused. During Christmas 1983, changing the colour of my screen from cyan to magenta on my Commodore 16 was perceived as the absolutely height of technical sophistication and if you could make it automatically flash between the two colours you thought you were destined for great things! We called it technology but to my eight- and six-year old sons it seems only one up from fire and inventing the wheel!

They th in k Dot Matrix is a Great Aunt!

As basic as it may have been we still spent hours upon hours being told by the grey box that there was a ‘syntax erro r’ or the 'string is too long.’ These days of waiting for things to load (sometimes 1 would have my tea while I waited!) hang long in my memory. If my Father reads this I am sure he will rem em ber how 80s Tech brought anguish and anxiety to 80s families trying to help th e ir frustrated children. He would spend ages trying to fix th at syntax code for me just so I could go ‘ooooh’ at a coloured pentagon for a few m inutes before I got bored!

TANGIBLE ADVANTAGES However, as basic as th at all seems, there were the tangible advantages of learning some skills from this early technology. To achieve those fairy steps in technological advancement you had to actually use your brain, which would m ean working through something and th en enjoying the fruits of your labour when you got to the end of your programming task. As Heinz used to say when selling its ketchup in the 80s ‘th e best things come to those who wait’ and believe me it did and it does. We sometimes would cheer when something actually happened on that computer!

The point is th at back th en you had to understand a set of rules and be able to apply them to get your reward, a bit like practising law w hich is what I do. Practice of course makes perfect. Doing a task which requires a degree of thought forms and fuses the synapses in your brain until the familiarity of experience eventually tu rn s a beginner into an expert - which importantly for business is a person you could tu rn to when things get confusing or require a judgem ent call to be made.

What concerns me massively is th at I am witnessing a silent shift in the way in which we all work and we are watching it float by us, hoping it won't cause any harm. Nobody has realised th at every expert was once a beginner and AI certainly hasn't figured thisbit out! The modern-day advantage of having access to libraries o f online information and tools to work quicker and more efficiently is currently failing, in my opinion, to defeat the negative outcome of a worker’s opportunity to become an expert as described above. It is also damaging the worker’s positive experience of work, which is a crucial aid to learning. I m ean whoever did well at school in a subject they didn’t enjoy! To get the most out of a workforce they have to enjoy w hat they do and the monotony of repetition AI tends to create will not achieve this goal. Dumb it down with AI and your workforce will switch off so you have to find a balance.

EX PO SED SIT U A T IO N S A ju n io r worker's ability to be exposed to situations where th eir neural pathways become deeper as th eir experience and exposure to solving th eir particular set of bespoke work problems is very im portant but this opportunity is quickly diminishing faster than ever because all this technology, we are hell-bent on convincing ourselves m ust be the answer w ithout questioning it, is reducing those im portant opportunities to learn. It is happening in every sector - not just law and credit where I work. The opportunity to m aster something is not as present as it once was and instead of having drat precious time to wade through the treacle of a problem an d wrestle with it, it seems that the T1000 is taking workers by th e hand and tip-toing with them across their neural pathways, leaving little impression on them. The end result is a frustrated worker who doesn’t understand or even rem em ber how they got to th eir destination when completing a task. A worker, who as a consequence loses his sense of achievement or worse still, never experiences it. They just p unch th eir keyboard day-in, day- out because the com puter tells them to - we need to stop this.

During Christmas 1983, changing the colour of my screen from cyan to magenta on my Commodore 16 was perceived as the absolutely height of technical sophistication and if you could make it automatically flash between the two colours you thought you were destined for great things!

jmsed Standard / www.cicm.com / April 2018 / PAGE 18 AUTHOR - J a m e s P e r r y If a se n io r worker can only ach ieve se n io r status by carrying out ju n ior tasks m anually first th en don't au tom ate all your ju n ior tasks just b e c a u se you can, oth erw ise you w ill create a sk ills gap in your workforce.

By analogy, it is a bit like us never needing a map anymore; working life is becoming a bit like always driving with your Sat Nav on. However, the skill of orienteering when driving which has voluntarily been surrendered (mainly to stop family arguments) is acceptable. In contrast, a worker’s basic right to learn, progress and thrive has not. As the most intelligent species on o ur planet is th a t something we really want? I have to say I have seen many people start to suffer from this academic amnesia. People are not as good at solving problems as they once were and it is because th e support they get from IT is not exactly right. It's a little bit out and it needs tweaking a bit to improve the user experience and protect our ability to learn! At the m om ent there is a significant problem w ith Artificial Intelligence in situations where our understanding of the work we do is still fundamentally important? Just like in yours maths exams you get more marks for your calculations th a n your answers. Workers need to not only know how they arrived at an answer but also need to manually practice the question.

Unfortunately, Air France knows only too well about this, and it is a problem which has been coined as the ‘paradox of automation.’ A few years ago, an aeroplane crashed killing all of its passengers. When th e authorities investigated they found th a t all the pilots on-board failed to figure out how, or if, the auto-pilot had failed. The error made was simple and should not have happened.

W hen they checked to see how many hours of actual flying time the pilots had recently done it was clear that due to the lack of time the pilots actually flew the plane themselves they had lost the ability to act quickly, as an expert, in those emergency situations. This was because flying in auto­ pilot had damaged th e ir ability to think.

It had filled in th e ir neural pathways and even the most experienced pilot on the flight had seemingly become de-skilled over time because he had been driven by the computer, not the other way around.HUMAN INPUT So what is the solution? As w ith any problem, the first step is to recognise it.

If autom ation is invading your business and is not being controlled then assess the need for having hum an input, how often it will be needed in your business and make sure employees can still do it all manually. If a senior worker can only achieve senior status by carrying out ju n io r tasks m anually first th en don't automate all your ju n io r tasks ju st because you can, otherwise you will create a skills gap in your workforce. It will maybe give a business a short-term profit but in th e long-term the business will suffer!

Also make it a part of your risk-audit to spot check understanding and ensure that you always have experts w ithin your ranks. Then pay those people properly to retain them for the long term and respect the fact th at they are your organisation's goalkeeper. They might not touch the ball as many times as other staff b u t when they do it really does count. Then, once your plan is in place, m arket th a t strategyand set yourself apart from competitors by acknowledging and respecting the fact th at you are in the “business of b ra in s” and always will be! As a result, you will attract the best staff and clear water will begin to appear between you and your rivals. I am absolutely confident o f that and it is a philosophy I adopt and support.

If we don't do it th e n the skilled worker will become extinct because the habitat will not exist to support the creation and m aintenance of those skills.

And do it because if you don’t adapt in the right way and take a sensible approach to business AI then w ith all the heavy, business regulation in place, if the co m puter gets it wrong ju s t th a t once and there is nobody there to fix it at that precise moment, th en it really could be ‘Hasta la vista’ for your business!

James Perry is a Solicitor and Technical Director for DWF LLP. a Top 30 National Law Firm. He is also the Vice-Chair o f the Civil Section o f the Law Society If the com pu ter gets it wrong just that o n ce and there is n obod y th ere to fix it at that p rec ise m om ent, then it really could b e ‘Hasta la vista' for your business!

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