女人在聊天中说给你一个拥抱
Not too long ago I walked into a bar and handed my driver’s license to the bouncer. He skimmed my details, handed it back, folded his arms, and looked out into the cosmos. “You better get that renewed: it’s almost expired.” I read the details on my ID for the first time in years. Damn. He was right. Time to go to the DMV. I kept a straight face but threw an imaginary fist pump. Man oh man I love the DMV.
不久前，我走进一家酒吧，将驾照交给保镖。 他浏览了我的细节，将其递回，双臂交叉，然后望向宇宙。 “您最好将其更新：它快到期了。” 我多年来第一次阅读ID上的详细信息。 该死的。 他是对的。 是时候去DMV了。 我面无表情，但投掷了一个假想的拳头泵。 伙计，伙计，我爱DMV。
When you tell people you’re going to the DMV they usually look at you like your dog just died. I’m not enthusiastic about filling out forms, paying fees, or taking tests but I don’t understand the dread. The DMV is amazing. Rich or poor we all go to the DMV and, unlike most places we go, more money doesn’t buy more things: it’s the great equalizer. At the DMV we are raw humanity with nothing else to do but sit next to each other and wait. For years my only goal at the DMV was to get out as quickly as possible. I wish I had known sooner that there was something magical happening.
当您告诉别人您要去DMV时，他们通常会看着您，就像您的狗刚死了一样。 我并不热衷于填写表格，支付费用或参加考试，但我不理解这种恐惧。 DMV很棒。 不管我们贫富，我们都去过DMV，与我们去过的大多数地方不同，更多的钱不会买更多的东西：这是绝佳的均衡器。 在DMV，我们是原始的人类，除了彼此相邻坐着等待之外，别无其他。 多年来，我在DMV上的唯一目标是尽快离开。 我希望我早点知道发生了一些神奇的事情。
It was on a frantic fall morning that my eyes were opened. I pushed my way through the dirty glass doors of the Department of Motor Vehicles, preoccupied with the notification bubble looming over my email app. I grabbed a number, sat down, and took off my hat to scratch my head… oh geez… a hat? “Well,” I laughed “it doesn’t get more cliche than hat hair in an ID picture.” Getting comfortable in my chair I noticed that almost everyone was sitting. “That’s funny.” I thought. “People complain about standing in line at the DMV but where are the lines?” There was plenty of seating and if I didn’t know any better I would have thought people were enjoying themselves. Some people played games on their phones, some took naps while others prayed earnestly to the electronic “Now Serving” sign. A few families had even created small living rooms where they crowded around small screens to watch YouTube. This was just a room full of humans in their natural habitat. So where did the trope of “standing in line” at the DMV come from? When was the last time anyone had done that?
在一个疯狂的秋天早晨，我睁开了眼睛。 我穿过汽车部门肮脏的玻璃门，沉迷于电子邮件应用程序中出现的通知气泡。 我抓住一个数字，坐下，脱下帽子挠了挠头……哦，天哪……一顶帽子？ “好吧，”我笑着说，“在证件照中，没有比帽子头发更陈词滥调了。” 我坐在椅子上感到很舒服，我注意到几乎每个人都坐在那里。 “那很好笑。” 我想。 “人们抱怨在DMV排队，但排队在哪里？” 那里有很多座位，如果我不满意，我会以为人们会很开心。 有些人在手机上玩游戏，有些则小睡，而另一些人则认真地向电子“立即上菜”标志祈祷。 几个家庭甚至创造了小客厅，他们挤在小屏幕上观看YouTube。 这只是一个充满人类自然栖息地的房间。 那么DMV的“排队”概念是从哪里来的呢？ 上一次有人这样做是什么时候？
Despite the variety of activities, one thing we all had in common that morning was the little slip of paper with a number printed on the front. I watched a woman finish her business with the DMV employee. As she turned to walk away from the counter the electronic sign above the desk changed from “72” to “73”. The gentleman next to me stood up. That number held our place in an imaginary line instead of a physical one. Everyone was following the same simple set of instructions and it made our lives a little better. No sweaty mobs were pushing against tired stanchions. Eliminating the human line and replacing it with an electronic one didn’t eliminate the humans it elevated them. And that is when it hit me, for all the anxiety about the algorithms taking over our lives, here was one that was having a positive impact. The experience was intuitive and hardly noticeable, a true innovation albeit a simple one.
尽管有各种各样的活动，但是那天早晨我们所有人的共同之处是，纸上的小纸条上印有数字。 我看着一位女士完成与DMV员工的生意。 当她转身离开柜台时，桌子上方的电子标牌从“ 72”变为“ 73”。 我旁边的绅士站了起来。 这个数字将我们放在虚构的位置，而不是实际的位置。 每个人都遵循相同的简单指令集，这使我们的生活变得更好了。 没有出汗的暴民在抵抗疲倦的柱子。 消除人员界限并用电子装置代替它并不能消除将其提升的人员。 就在那一刻，让我为之震惊的是，尽管算法困扰了我们的生活，但它却产生了积极的影响。 这种体验是直觉的，几乎不会引起注意，尽管是简单的体验，但却是真正的创新。
At it’s most basic level an algorithm is a list of rules or steps or decisions that complete a task. The marrow of invention is identifying a thing to be done and detailing the steps to do it: it’s the creation of an algorithm. The usefulness of the invention depends on the gravity of the task and the coherence of the steps. Paraphrasing an idea often attributed to Einstein, an elegant solution is as simple as possible and no simpler. Entrepreneurs take great care to paint the importance of the problem they are solving and how they plan to solve it. Their ability to tell that story determines how likely they are to pique the interest of investors. When their innovation involves people it is often focused on efficiency or productivity. We want solutions that help us find jobs, advertise products, reduce crime, minimize climate change, eliminate car accidents, and generally improve our lives with less effort from us. Buzz words like AI, chatbots, robots, smart, machine learning, adaptive, and autonomous permeate our sci-fi fantasies for a Jetsonian future. Underlying all of those dreams is a belief that much of what we do can be reconstructed as a set of algorithms.
在最基本的级别上，算法是完成任务的规则或步骤或决策的列表。 发明的精髓是确定要完成的事情，并详细说明完成该任务的步骤：这是算法的创建。 本发明的有用性取决于任务的重要性和步骤的连贯性。 解释通常归因于爱因斯坦的想法，一种优雅的解决方案是尽可能简单而不是简单。 企业家非常谨慎地描述他们正在解决的问题的重要性以及如何计划解决这个问题。 他们讲这个故事的能力决定了他们激发投资者兴趣的可能性。 当他们的创新涉及人员时，它通常专注于效率或生产率。 我们需要能够帮助我们找到工作，宣传产品，减少犯罪，最大程度减少气候变化，消除交通事故，并总体上以更少的精力改善我们的生活的解决方案。 像AI，聊天机器人，机器人，智能，机器学习，自适应和自主等流行语充斥着我们的科幻幻想，为Jetsonian的未来而生。 所有这些梦想的根本是一种信念，即我们可以将许多工作重构为一组算法。
While the take-a-number-system may be simplistic it does represent an elegant solution with largely positive impacts on our day-to-day life. Stoplights are another algorithm that has possibly saved more lives and more time than any other modern innovation. But not every algorithm has treated us so well. Ill-conceived algorithms have had dramatic impacts on our lives and, like broken air-conditioners, are hard to ignore. Social media platforms claimed that they had cracked the code on social interaction and had found the algorithm for creating communities. In reality, their algorithms were largely designed to promote usage not connection and the result has been a fractured society siloed along religious and political fault lines. Social networks weren’t designed for humans they were designed for profits and marketed to humans. Such visible failures should make us wary of silicon panacea but we also can’t avoid them. The reality is that we live in an algorithmic world, it’s literally in our DNA, and the rising tide of AI/ML solutions is only deepening the need for a thoughtful approach to how we apply those solutions to people. Contrasting take-a-number with Facebook may seem like a stretch but it does give us some clues about how to avoid malignant innovations.
虽然数字获取系统可能过于简单，但它确实代表了一种优雅的解决方案，对我们的日常生活产生了很大的积极影响。 红绿灯是另一种算法，与任何其他现代创新相比，它可能节省更多的生命和更多的时间。 但是并不是每个算法都对我们如此好。 构思错误的算法对我们的生活产生了巨大影响，并且像破损的空调一样，很难被忽视。 社交媒体平台声称他们已经破解了社交互动代码，并找到了创建社区的算法。 实际上，他们的算法主要是为了促进使用而不是联系而设计的，其结果是社会分裂成宗教和政治断层线 。 社交网络不是为人类而设计的，它们是为获利而设计并向人类推销的。 这种明显的失败应该使我们警惕万能的硅，但我们也无法避免。 现实情况是，我们生活在一个算法世界中，这确实存在于我们的DNA中，而AI / ML解决方案的不断上升的潮流只是加深了对我们如何将这些解决方案应用于人的思考方法的需求。 与Facebook进行数字对比似乎有些困难，但这确实为我们提供了一些避免恶性创新的线索。
Although I’m a physicist by training, I left R&D and jumped into HR a few years ago because I was fascinated with humans banding together and calling themselves a company. Despite my employer having a long successful history in Silicon Valley, it was incredible to me that such a chaotic mass of people, spread across the world, could coordinate to accomplish anything. I wondered if there was any way to help any of them do their job just a little better. My first assignment was in Talent Acquisition where I watched recruiters race to keep up with demanding hiring managers, navigate complicated workflows, and struggle to find time to find candidates. Understanding these recruiters became a bit of an obsession. Why had they become recruiters? What were the parts of their job they loved? Which parts did they hate? I learned about the software tools they used and the tools that were on the market. I learned about how the profession had evolved over the last century, the nuances of working at an agency versus an in-house recruiting team, and what it meant to find “good” candidates. Through all this exploration an opportunity began to crystalize. Almost every recruiter I talked to LOVED the relationships they had built with their candidates and their hiring managers; they loved that part of the work and they were proud of it. That’s when I started to think back on my experience at the DMV. Was there a way to eliminate “lines” and let these recruiters do what they do best?
尽管我是一名经过培训的物理学家，但几年前我离开了研发部门，跳入了人力资源部门，因为我着迷于人们团结在一起并自称为公司的情况。 尽管我的雇主在硅谷拥有悠久的成功历史，但令我感到不可思议的是，如此混乱的人群遍布世界各地，可以协调完成任何事情。 我想知道是否有任何方法可以帮助他们做得更好。 我的第一个任务是在人才招聘中，我看到招聘人员竞相跟上苛刻的招聘经理的关系，浏览复杂的工作流程，并努力寻找时间来寻找候选人。 了解这些招聘人员变得有些执迷。 他们为什么要成为招聘人员？ 他们喜欢的工作是什么部分？ 他们讨厌哪些部分？ 我了解了他们使用的软件工具以及市场上的工具。 我了解了该职业在过去一个世纪的发展过程，了解了在代理机构与内部招聘团队中工作的细微差别，以及寻找“优秀”候选人的含义。 通过所有这些探索，机会就开始形成。 我与之交谈的几乎每个招聘人员都喜欢他们与应聘者和招聘经理建立的关系。 他们喜欢这部分工作，并为此感到自豪。 从那时起，我开始回想起我在DMV的经历。 有没有消除“线”并让这些招聘人员做他们最擅长的方法？
Dunbar’s number is a hypothetical limit to the number of relationships a human can sustain, for most of us that limit is somewhere around 150. Let’s imagine the brain of the typical recruiter. I’d guess that about half of their relationships are friends and family and another fifty are probably colleagues and hiring managers. That leaves only about twenty-five slots available for candidates. No matter how hard they try recruiters will hit a limit when it comes to connecting with other humans. The challenge was clear: instead of helping them to talk to more people could we help them know which people they needed to talk to?
邓巴(Dunbar)的人数是人类可以维持的亲属关系数量的假想极限，对于我们大多数人来说，该极限大约为150。让我们想象一下典型招聘者的大脑。 我猜他们的关系中约有一半是朋友和家人，另外五十可能是同事和招聘经理。 仅剩下约25个空位供候选人使用。 无论他们如何努力，招聘人员在与其他人建立联系时都会达到极限。 挑战很明显：我们可以帮助他们知道需要与哪些人交谈，而不是帮助他们与更多人交谈。
With our challenge in hand, we were ready to deploy an algorithm that would take a direct path to human value — relationships. Each layer of abstraction between human values and the success criteria of an algorithm creates an opportunity to make life more painful rather than less. In the search for an algorithm that would help our recruiters prioritize, I talked to many brilliant and ambitious innovators in the talent acquisition technology space. Although most of them used similar words to describe their product and its benefits, their understanding of the humans doing the work varied tremendously. Most providers took an engineering view of hiring and made sweeping statements about recruiters as efficiency widgets in some imaginary assembly line. A few had fastidiously documented the decisions and work habits of the recruiters and gave acute insight into how their design decisions mapped to those habits. It was from the latter group that our team carefully selected an innovative company to partner with on our journey. Of course, the AI we purchased was just the beginning of the story. We spent months co-creating with the users how it would integrate into their workflow. We were careful about the words we used to assure the workforce that this AI was not here to replace them but here to work alongside them. We focused the humans on what they do best, building relationships, and we focused the AI on what it could do best, sifting through mountains of information. The implementation of this AI did not require recruiters to upskill but rather to right-skill and in the end, it was a match made in Hilbert space.
面对挑战，我们已准备好部署一种算法，该算法将直接通往人的价值-关系。 人的价值观和算法的成功标准之间的每一层抽象都为使生活更加痛苦而不是减少痛苦创造了机会。 在寻找一种可以帮助我们的招聘人员确定优先次序的算法时，我与人才招聘技术领域的许多杰出而雄心勃勃的创新者进行了交谈。 尽管大多数人使用相似的词语来描述其产品及其收益，但是他们对从事这项工作的人的理解却千差万别。 大多数供应商从工程学角度考虑招聘问题，并在一些假想的装配线中就招聘人员作为效率性小部件发表了详尽的声明。 一些人精心记录了招聘人员的决策和工作习惯，并对他们的设计决策如何适应这些习惯给予了深刻的了解。 在后一组中，我们的团队精心选择了一家创新公司与我们合作。 当然，我们购买的AI只是故事的开始。 我们花了几个月的时间与用户共同创建如何将其集成到他们的工作流程中。 我们对用来向员工保证该AI并不是要取代它们而是在这里与它们并肩工作的词语保持谨慎。 我们将人类的注意力集中在他们最擅长的方面，建立人际关系，而我们将AI的焦点放在其最擅长的方面，筛选大量信息。 这种AI的实现并不需要招聘人员提高技能，而是要求提高技能，最后，这是在希尔伯特空间进行的一次比赛。
The funny thing about employing an algorithm is that, like a person, its first day on the job is just the first day. A team of very smart analysts, business process designers, and data scientists will forever be monitoring and tweaking the partnership. Although I’ve moved onto a new challenge, I ask my colleagues how it’s going whenever I get a chance. Their work will never be done but I’m watching for the day that the algorithm simply melts into the experience of people talking to people, like take-a-number at the DMV. The opportunities for AI/ML are multiplying each year as computational power increases and methods are refined. We are rightfully nervous about what that means for our society and our workforce, but I don’t think that it has to be a Black Mirror dystopia. I’m excited to be living in and working on a future where robots humanize our world rather than simply automate it.
使用算法的有趣之处在于，就像人一样，工作的第一天就是第一天。 一个非常聪明的分析师，业务流程设计师和数据科学家组成的团队将永远监视和调整合作伙伴关系。 尽管我已经面临新的挑战，但只要有机会，我都会向同事询问进展情况。 他们的工作将永远不会完成，但是我正在注视这一天，该算法会简单地融入人们与人交谈的体验中，例如DMV中的号码接听。 随着计算能力的提高和方法的完善，人工智能/机器学习的机会每年都在增加。 我们理所当然地担心这对我们的社会和劳动力意味着什么，但我认为这不一定是“黑镜反乌托邦”。 我很高兴能生活在一个未来，让机器人人性化我们的世界，而不是简单地实现它的自动化。
翻译自: https://uxdesign.cc/dont-upskill-hug-a-robot-instead-f5c13d7ceab4
女人在聊天中说给你一个拥抱
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