I’ve been pretty obsessed about the difference between smart people and wise people for years. I tried to write a book called “The Attitude of Wisdom” a couple times. And the virtues of wise people – those who have the courage to act on their knowledge, but the humility to doubt what they know – is one of the main themes in Hard Facts. We show how leaders including Xerox’s Ann Mulcahy, Intel’s Any Grove, Harrah’s Gary Loveman, and IDEO’s David Kelley turn this attitude into organizational action. Perhaps the best description I’ve ever seen of how wise people act comes from the amazing folks at Palo Alto’s Institute for the Future. A couple years ago, I was talking the Institute’s Bob Johansen about wisdom, and he explained that – to deal with an uncertain future and still move forward – they advise people to have “strong opinions, which are weakly held.” They've been giving this advice for years, and I understand that it was first developed by Instituite Director Paul Saffo. Bob explained that weak opinions are problematic because people aren’t inspired to develop the best arguments possible for them, or to put forth the energy required to test them. Bob explained that it was just as important, however, to not be too attached to what you believe because, otherwise, it undermines your ability to “see” and “hear” evidence that clashes with your opinions. This is what psychologists sometimes call the problem of “confirmation bias.”

Bug très sympa: Google suivait les open redirect cross-domains et pouvait donc faire confiance à un sitemap pas hébergé sur le bon domaine.

The old story of AI is about human brains working against silicon brains. The new story of IA will be about human brains working with silicon brains. As it turns out, most of the world is the opposite of a chess game: Non-zero-sum — both players can win.

Un neurone dans les LSTM, qui donne le sentiment général. Alors que ça n'était pas du tout un des objectifs initial.

Plein de conseils concrets, sur énormément de plans différents.