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Weak vs. Strong AI: Unraveling the Myths

Weak vs. Strong AI: Unraveling the Myths

by Raphaela Pouzar | Jul 22, 2024 | eLearning, Leadership and AI, Short Knowledge Bits | 0 comments

 

Weak vs Strong AI – Unraveling the Myths

You prefer to listen to this article? Click here to access our AI-generated audio version:

Weak vs Strong AI – Unraveling the Myths

Artificial Intelligence has become an integral part of our daily lives, from virtual assistants like Siri and Alexa to recommendation systems on Netflix and Amazon. However, there remains a significant misconception that AI can do more than humans, including possessing human-like understanding and reasoning abilities. To clarify these misconceptions, it’s essential to distinguish between “weak AI” and “strong AI,” the two paradigms within AI research.

Weak AI vs. Strong AI

Weak AI, also known as narrow AI, is designed to perform specific tasks such as image classification, game playing, or speech recognition. These systems excel at their designated functions but cannot understand or infer the underlying causes behind the data they process.

They operate based on pre-defined rules and large datasets, showcasing behavioristic characteristics rather than true cognitive processes. For example, deep learning, a subset of weak AI, uses artificial neural networks to identify patterns and make predictions but does not possess true understanding or consciousness.

In contrast, strong AI, or artificial general intelligence (AGI), aims to replicate human cognitive abilities. This includes reasoning, understanding, and the ability to learn from experiences like humans. Strong AI is not just a tool for problem-solving but is envisioned to have actual mental states, consciousness, and the capacity for imagination.

Despite its theoretical appeal, strong AI remains an elusive goal, as current AI systems lack common sense and the ability to comprehend hidden processes behind the data they analyze.

Misconceptions about AI Capabilities

One major misconception is that AI can surpass human capabilities in all aspects. While AI systems can outperform humans in specific tasks, such as playing chess or Go, they do not possess the holistic understanding and cognitive flexibility inherent to human intelligence. Current AI, intense learning models, are adept at processing vast amounts of data to make predictions but do so without understanding the context or causality behind the data.

Moreover, the myth that AI is “all algorithms” oversimplifies its complexity. AI systems rely not only on algorithms but also on high-quality data, effective user interfaces, and interdisciplinary research. Reducing AI to just a set of algorithms ignores the broader context of its development and application.

 

Weak vs strong AI-2

The Practical Implications of Weak AI

Despite the limitations of weak AI, its practical applications are profound. Weak AI systems provide scalable, efficient solutions for handling big data and have become ubiquitous in various industries. From spam filters and recommendation systems to voice assistants and navigation tools, weak AI enhances our daily lives by automating and optimizing routine tasks.

The Elusive Goal of Strong AI

Strong AI, with its promise of human-like cognition and understanding, remains a topic of extensive research and debate. Some argue that to achieve strong AI, future research should focus on developing compositional generative predictive models (CGPMs) that mimic the human brain’s ability to infer and understand the causes behind sensory inputs.

However, the realization of strong AI poses ethical and practical challenges, including the risk of manipulation and the need for these systems to align with long-term, homeostasis-oriented purposes. However, the development of strong AI is still a distant goal.

Conclusion

Understanding the distinction between weak AI and strong AI helps dispel common myths about AI capabilities. While weak AI systems provide valuable tools for specific tasks, strong AI remains a theoretical concept, far from realization.

Acknowledging these differences is crucial for setting realistic expectations and guiding future AI research and development. As AI technology continues to evolve, it is imperative to focus on ethical considerations and ensure that these advancements serve to enhance human potential rather than overshadow it.

Butz, M. V. (2021). Towards Strong AI. Künstl Intell, 35(1), 91–101. https://doi.org/10.1007/s13218-021-00705-x

Flowers, J. C. (2021). Strong and weak AI: Deweyan considerations. Künstl Intell. Retrieved from Worcester State University. jflowers@worcester.edu

Liu, B. (2021). “Weak AI” is likely to never become “Strong AI”, so what is its greatest value for us? arXiv preprint arXiv:2103.15294. https://doi.org/10.48550/arXiv.2103.15294

Nussbaum, F. G. (2023). A comprehensive review of AI myths and misconceptions. Review: AI Myths and Misconceptions (Version: October 31, 2023). Retrieved from frank@fgnussbaum.com

Raphaela Pouzar

Raphaela Pouzar

Marketing Team Assistant

Raphaela Pouzar, a Bachelor of Business Administration student at IMC Krems, works at MDI as a marketing assistant alongside her studies. Additionally, she is currently pursuing an AI certificate from Harvard Business School.

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From Typewriters to AI: Leadership Over the Past 60 Years

From Typewriters to AI: Leadership Over the Past 60 Years

by Rahpaela Pouzar | Jun 12, 2024 | Leadership and AI, MDI Inside, Short Knowledge Bits | 0 comments

Photo credits: Jenny Theolin

 

From Typewriters to AI: Leadership Over the Past 60 Years

This was our Leadership Horizon Conference of 2024! Click here and immerse yourself in the Highlights.

From Typewriters to AI: The Evolution of Technology and Leadership Over the Past 60 Years

As we stand on the brink of a new era in technology and leadership, it’s crucial to reflect on the journey that has brought us here. Today, personal computers and hybrid work models are standard, but the path to this reality has been filled with remarkable innovations and visionary leaders.

Celebrating 60 years of MDI’s impact on shaping and training leaders, we look back at the extraordinary changes in both technology and leadership since 1964. As Isaac Newton said, “If I have seen further, it is by standing on the shoulders of giants.” Let’s embark on a journey through time to appreciate how far we’ve come.

The Birth of the Digital Age

In 1964, while The Beatles’ “A Hard Day’s Night” topped the charts, Texas Instruments introduced the integrated circuit, marking the dawn of a new era in electronics. Baby Boomers began to integrate these new technologies into the workplace, setting the stage for the digital revolution.

The creation of ARPANET, the precursor to the internet, laid the foundation for a connected world. The 1970s witnessed dynamic shifts in leadership styles, transforming corporate culture. Personal computing emerged with Microsoft and Apple at the forefront, and by 1977, the introduction of the Apple II was revolutionizing both offices and homes.

    Leadership Horizon 2024

    Technological and Cultural Expansion

    The 1980s brought mobility and connectivity into the spotlight with innovations like the Osborne 1 and Motorola’s first mobile phone. The fall of the Berlin Wall in 1989 and the standardization of TCP/IP protocols in 1983 heralded a truly interconnected world.

    Cultural phenomena such as Star Wars captivated millions, redefining the nature of storytelling. As the new millennium approached, Google and Wikipedia transformed our access to and interaction with information. Pop culture evolved with “The Simpsons,” offering a satirical view of American life through the antics of a yellow cartoon family.

    The Digital and Data Revolution

    The introduction of the iPhone and iPad seamlessly integrated technology into daily life, showcasing the adaptability and drive of Millennials stepping into leadership roles. Platforms like TikTok are redefining media consumption, fueled by the creativity and engagement of a new generation.

    Technologies like Tesla’s Autopilot and Google’s advances in quantum computing hint at the incredible possibilities of the future. Contemporary leadership now embraces global movements for climate action, reflecting an evolving focus on sustainability and social responsibility.

    Embracing the New Era

    As we adapt to the ever-changing landscape of our world, the past six decades serve as a testament to the continuous journey of innovation and leadership. Looking ahead, it’s clear that the evolution of technology and leadership will persist, driven by creativity, adaptability, and a vision for a better future.

    As we celebrate the achievements of the past, we eagerly anticipate the exciting advancements that lie ahead, knowing that the journey of innovation and leadership continues.

    Raphaela Pouzar

    Raphaela Pouzar

    Team Assistant

    Raphaela Pouzar, a Bachelor of Business Administration student at IMC Krems, works at MDI as a marketing assistant alongside her studies. Her responsibilities include writing blog entries and creating videos in both English and German for our site.

    • LinkedIn

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    Challenges and Opportunities of AI in China

    Challenges and Opportunities of AI in China

    by Gunther Fürstberger | Jun 10, 2024 | Leadership and AI, MDI Inside, training new leader | 0 comments

    Challenges and Opportunities in China

    Do you prefer to listen to this article? Click here to listen to the AI-generated version!

    Challenges and Opportunities of AI in China

    While some see China’s intensive video surveillance as a realization of George Orwell’s bleak vision of the future in “1984”, others argue that China is a safer place as crimes are quickly detected due to these measures.

    I, too, am concerned with the question of the benefits and harms of the use of artificial intelligence in public administration in China. In this blog post, I report on my experiences and observations on my recent trip to China.

    Travel preparations with hurdles

    I reactivated my WeChat account to prepare for my trip. This turned out to be more complicated than I had expected. Only after repeated attempts and several hours of effort did I manage to reactivate my WeChat account with the help of a WeChat friend from Taiwan.

    This automatically sets up the WeChat payment service Weixin Pay. I could link it to my Mastercard after scanning my passport and approving a photo using my cell phone camera. I thought to myself: now the public authorities can track my payment activities if they are interested.

    My experience with digital payment systems in China

    However, WeChat payment did not work in China and the alternative Alipay also failed to verify my credit cards. However, I did meet Germans who had success with Alipay. My attempts to communicate with my credit card processors didn’t change anything.

    To my relief, I realized that cash is usually accepted after all and that I could pay online for the high-speed train from Beijing to Shanghai with a foreign credit card. But the locals pay for everything with their phones.

    Political moods in China

    In personal interactions, my Chinese conversation partners also proved to be critical of the government. As long as people are talking and not typing virtually, they are relaxed. I mainly encountered a pragmatic attitude.
    From a transactional analysis perspective, they are treated like children by the authorities.

    However, they did not care much as long as they feel safe and can pursue their economic activities. My current view on this: The trend towards personal surveillance will continue despite attempts at regulation, and not just in China. More cameras are being used every year:

     

    • Many installed cameras by public administrations, businesses, and homeowners.
    • In addition, billions of cell phone cameras and big data analysis possibilities worldwide can monitor a large part of our lives.

    The power of surveillance: AI, resistance and political stability

    Whether in democracies, autocracies, or hybrid systems – those in political power have instruments in their hands that they can use to either benevolently or to maintain power. It is usually a combination. What seems most problematic to me is that potential resistance can be nipped in the bud. The more benevolent a system of rule is, the less resistance there will be.

    Using AI, an autocratic government can protect itself almost to the point of unassailability. However, history has proven that a lot of power corrupts. The greater the differences in power and income, the stronger the resistance.

    AI in different leadership systems

    Even the most powerful autocrats are getting older and younger people are taking over their positions. These changes are often accompanied by power struggles and thus at least temporary destabilization. AI is a new and significant aspect of the leadership system, but not the only relevant one. Other aspects are e.g:

    • Collective benefit maximization and suffering minimization for all relevant stakeholders including minorities. If an authoritarian or democratic regime achieves sustainably good results in this respect, it has a better chance of remaining in office.
    • Intelligence and education of leaders and those being led
    • Beliefs of leaders and those being led (e.g. “only the collective counts” or “it’s safer with us”)
    • The legal and executive system
    • Incentive systems and social stratification

    I also wanted to use my trip to China to further develop my views on the following 2 questions in particular:

    1. Is democracy always the best form of government?

    I remain a supporter of democracy, while at the same time maintaining the view that sometimes intelligent, benevolent autocrats can achieve better results than bad democratically legitimized governments. Over the past three decades, China has achieved amazing results in terms of prosperity, innovation, and security, for example.

    My youthful conviction that democratic systems are economically superior to autocratic ones has long been called into question by China’s one-party system. On average, however, intelligent and benevolent parties come into government more often in democracies. Above all, problematic undesirable developments can be prevented more easily and quickly.

    2. What are the benefits and harms of the new surveillance possibilities offered by AI?

    It is strange for me to see cameras even on forest paths in the Wudang Mountains. At the same time, I have rarely felt as safe at night in cities with millions of inhabitants as I do in China. In addition to security, efficiency is also a strong argument in favor of biometric recognition methods.

    I have been used to the idea for years that we are heading towards a transparent world. We are already ensuring that with our smartphones, Apple watches, etc. If we live in a society in which individual freedom and uniqueness are accepted within the harmful limits of others, transparency has little to threaten me.

    But that brings us back to question 1: if my data is being used by government agencies to maintain power or execute ideological -isms, then it may already be too late.

    Regulation with a sense of proportion

    Unfortunately, we know that even liberal democracies can become dictatorships. In recent years, in particular, there have been ominous developments in various Western countries where attempts have been made to weaken democracies through violence or manipulation.

    And we have also seen how quickly countries have become involved in wars. I therefore believe that regulation with a sense of proportion is necessary, especially when it comes to the use and storage of collected data.

    A summary of my learning journey

    For me, this learning journey was not about judging in the sense of right and wrong, but about interpreting developments in the context of history, culture, population density, religion, etc. I took one final inspiration from a leadership outcome that with me: China shows that switching to e-mobility and attractive public transportation is possible. Why are we going the other way again with combustion engines?

    Mag. Gunther Fürstberger

    Mag. Gunther Fürstberger

    CEO | MDI Management Development International

    Gunther Fürstberger is a management trainer, author and CEO of Metaforum and MDI – a global consulting company providing solutions for leadership development. His main interest is to make the world a better place through excellent leadership. He has worked for clients including ABB, Abbvie, Boehringer Ingelheim, DHL, Hornbach, PWC and Swarovski. His core competence is leadership in digital transformation. He gained his own leadership experience as HR Manager of McDonald’s Central Europe/Central Asia.  At the age of 20 he already started working as a trainer.

    • LinkedIn

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    Successful Team Building for Boehringer Ingelheim RCV

    Successful Team Building for Boehringer Ingelheim RCV

    by Anita Berger | Mar 29, 2024 | Customer Story, International leadership development, MDI Inside | 0 comments

    Successful Team Building for Boehringer Ingelheim RCV

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    Click below to access our AI-generated audio version:

    Successful Team Building for Boehringer Ingelheim RCV

    In the interview with our MDI trainer and partner, Anita Berger

    On June 29, 2023, around 85 participants gathered at the Casino Baden to participate in a team-building event for Boehringer Ingelheim RCV under the management of Csilla Ponner. A resounding success that not only strengthened team cohesion but also laid the foundation for an unforgettable Christmas edition on December 19, 2023, at the picturesque Schloss Laxenburg.

    These outstanding events were accompanied by our experienced MDI trainer and partner, Anita Berger. In this interview, Anita, who worked closely with the key individuals on shaping content and concepts, provides us with insights into the success factors and inspiring moments of these special events.

    Dear Anita, please introduce yourself briefly to our readers and mention the role you play in collaboration with Boehringer Ingelheim RCV.

    “Learn and act,” that’s what I stand for, and I want to contribute to moving and enriching individuals and organizations.

    I’ve been working with Boehringer Ingelheim RCV for more than 10 years, in various roles and formats:

    • At large group events
    • In-process support for team development measures and workshops
    • In individual and team coaching
    • In training sessions on linear and lateral leadership topics.

    Can you give us a brief overview of the successful team building for Boehringer Ingelheim RCV in June and December 2023?

    What were the goals of the events?

    We had specific thematic focuses derived from the strategic priorities of the business area for each event. The first event aimed at identifying additional ways to further improve effective communication and cooperation:

    • What influence does our mindset and perception have on our behavior and thus our interaction with others?
    • In the context of a communication boost: What are essentials for effective communication?

    The second event focused on how to increase effectiveness in decision-making processes:

    • What influences the way we make decisions?
    • What (group) dynamics exist in decision-making processes?
    • What decision-making processes are involved? What strategies are needed for each?

    For all topics, we developed easily applicable tools through concrete exercises that participants could easily integrate into their daily lives. Additionally, we had team-building activities for participants to experience the themes with a lot of fun.

    The overarching theme for all events was “togetherness” and strengthening identification with the department.

     

    How did the preparations for the events go? Were there any particular challenges you had to face?

    I’d like to divide this question into:

    1. Coordination of content and design with the department
    2. Onboarding, content and delivery briefing, and alignment of the trainers who facilitated the breakout sessions.
    3. Onboarding and alignment regarding the team-building activities.

    1. Coordination of content and design with the department

    Preparations with the department were characterized by a very constructive and open exchange, as well as strong trust in ideas and suggestions. It was mainly about identifying suitable topics and designs to enable valuable and implementation-oriented learning for a very diverse group of participants.

    Finding times for coordination was challenging, requiring high flexibility from all of us. The support from the assistant to the department head Sabine Herold-Gmaschitz was excellent, creating a perfect framework for successful events.

    2. Onboarding, content and delivery briefing, and alignment of the trainers who facilitated the breakout sessions.

    It was important to onboard the trainers well so that they had a good understanding of the organization, its challenges, and the participants, especially since the majority had not worked with this organizational unit before.

    It was also about briefing them on the content and exercises, some of which they were not familiar with so that they felt well-supported. This led to a great exchange and a very productive collaboration among the trainers.

    3. Onboarding and alignment regarding the successful team building for Boehringer Ingelheim RCV activities.

    The focus here was mainly on framing the team-building activities so that the day was experienced as a cohesive flow.

    Anita Berger

    Anita Berger

    MDI partner and trainer

    Anita Berger is an executive coach, consultant, and trainer with a strong focus on leadership development in the VUCA/BANI world, design and facilitation of transformation processes and organizational culture development, as well as international human resources management. She is a co-owner and partner of MDI, Management Development International. With over 25 years of experience in management and leadership positions (including in the management of Coca-Cola Hellenic Austria & Slovenia & Konica Minolta Business Solutions) in various industries and company sizes, from medium-sized businesses to international corporations. Numerous contributions focus on leading virtual and hybrid teams, agile change management, organizational and leadership culture, as well as strategic talent management.
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    Purpose – Why Hybrid is more than a Buzzword

    Prefer to listen to the article? Click below to access our AI speech-generated audio. However, if you want to read it as usual, keep scrolling.

    Purpose – Why Hybrid is more than a Buzzword

    Is hybrid just a new trend? And what do different life realities of our employees have to do with it? In his new Rise Course, our MDI trainer and partner Peter Grabuschnig shares all his knowledge on Hybrid Leadership.

    It offers a reflective look at your leadership behavior in times of new work, work location, and increasing flexibility. In this blog article, we will introduce you to the first pillar of the 3P model – Purpose. Enjoy reading!

    What does hybrid even mean?

    Even though the word hybrid can have different meanings in different contexts, one thing is clear – Hybrid is a mixture of two or more components. When we refer to Hybrid, we mean a combination of different workplaces, such as the office, the home office, or even abroad.

    However, if we are honest, hybrid is still not perfect. That’s why I recommend considering how to enable more flexibility for employees in the future.

    So who and what does this hybrid lifestyle have an impact on?

    1. Ourselves:

    In many companies you can now decide for yourself whether to work from home or at the office. This has significantly increased our flexibility.

    2. The team:

    Simply talking to our colleagues or going for a quick coffee break is not as easy as it used to be. Also, when planning office times, it is more likely to exclude others by forming groups or avoiding certain colleagues.

    3. Leadership:

    This goes far beyond the team level. It requires transparent communication, clear goals, and a strong commitment to the company. Maintaining performance and much more is expected of you as a leader.

    4. Company:

    Many companies are already considering what hybrid means for them and what benefits they can derive from it. One international client I advised even had the most productive year after the change to a hybrid setup.

    Another customer decided to reduce the number of office buildings to 60%. The latter, however, is not a sustainable solution as there are days on which more people will want to go to the office.

    An Appeal for better leaders

    Why should I as a leader care about leading a hybrid team?

    Around 45% of the global workforce, at least according to McKinsey, can do hybrid work. Whether we like it or not, for these 45% the newly gained flexibility plays an enormous role in balancing work and life.

    Hybrid is also exciting from an evolutionary point of view – we went through the agricultural era, the age of industrialization, and the labor movement. Today, our computers and smartphones dictate when and where we work.

    By deciding where we work, we are now able to balance our work and personal lives much better. Not only that, it has also improved other aspects:

    1. Technology:

    We had to learn how to use new technologies and things are now working that we couldn’t have thought possible a few years ago. For example, taking part in an online workshop with the whole team from home.

    From a technical point of view, a lot has developed in the last few years. Some new technologies such as VR will digitalize our collaboration even further in the future. It would, for example, make it possible to meet in a virtual room in 3D instead of just looking at your laptop in two dimensions.

    Other developments such as AI or augmented reality are also revolutionizing the way we collaborate remotely.

    2. Employees:

    We can no longer avoid a hybrid setup – that is mainly because our employees have demanded it and even threatened to quit if they can’t work in a flexible environment.

    So to be an attractive employer today, you need to think carefully about what you need your employees to do in the office, where flexibility makes sense, and what you can offer them.

    Let’s now take a closer look at the individual life realities of our team members…

    People have different expectations and life concepts, their job has to suit them. If it doesn’t fit, you look for another job. The fact that many aspects of our work can be taken over by machines gives us more freedom to create.

    The classical performance-based society which encourages a lot of overtime and focuses on presence is becoming increasingly outdated.

    A Microsoft study has shown the situation regarding hybrid working among employees and their individual preferences. Two out of 10 respondents would like to work exclusively from the office. This can be due to a variety of reasons, such as feeling lonely at home.

    Surprisingly, 3 out of 10 don’t want to go back to the office at all. This could be due to care obligations, for example. Half of the respondents want a combination. Some prefer one home office day per week, while others would like to have more. These figures give us an idea of how many different life realities we as leaders now have to juggle.

    Hybride Arbeit

    The one-size-fits-all approach is no longer possible and there is no uniform solution that satisfies everyone. We have to respond individually to each employee and develop a suitable solution for the whole team.

    The work environment has changed considerably, but the requirements for leadership have remained the same. Employees still expect recognition, fairness, open and transparent communication, a motivating work environment in which they can develop, and flexibility to balance life and work.

    The leadership priorities have shifted. For example, in the hybrid daily routine, much more attention needs to be paid to communication, so that everyone knows everything they need to know.

    What has changed is not the content but the context in which we work. Thus, we need to adapt our systems and behavior to the context to be successful.

    I would like to give you one more piece of food for thought. I would like to invite you to take a retrospective look at the last 6 months of your work.

    • What experiences have you had in terms of hybrid working? What has (not) worked well?
    • What were/what are your challenges?
    • What challenges will your team face in the future? What would you like to develop or continue from what you have already experienced and tried out?

    You can do this task individually, with a colleague, or even in a small workshop with your whole team.

    We hope you have enjoyed this snippet from Peter’s Rise course! You can contact us if you are interested in this course or follow along on our blog, where we will share other content of the course as well.

    Click Here to Contact us
    Peter Grabuschnig

    Peter Grabuschnig

    Trainer, Coach & MDI Partner

    Peter is a partner and trainer at MDI, advising major international corporations on implementing hybrid work policies and building a hybrid work and leadership culture.

    He is considered an expert in training design. With his Webinar Guru Framework he has developed a tool that helps to design training content for successful and activating virtual learning.

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