Timothy Janysek

“sometimes in life doing what we shouldn't do is the emergency”
― Bryce Courtenay, The Power of One

“Maybe each human being lives in a unique world, a private world different from those inhabited and experienced by all other humans. . . If reality differs from person to person, can we speak of reality singular, or shouldn't we really be talking about plural realities? And if there are plural realities, are some more true (more real) than others? What about the world of a schizophrenic? Maybe it's as real as our world. Maybe we cannot say that we are in touch with reality and he is not, but should instead say, His reality is so different from ours that he can't explain his to us, and we can't explain ours to him. The problem, then, is that if subjective worlds are experienced too differently, there occurs a breakdown in communication ... and there is the real illness.”
― Philip K. Dick

“What are the roots that clutch, what branches grow
Out of this stony rubbish? Son of man,
You cannot say, or guess, for you know only
A heap of broken images, where the sun beats,
And the dead tree gives no shelter, the cricket no relief,
And the dry stone no sound of water. Only
There is shadow under this red rock,
(Come in under the shadow of this red rock),
And I will show you something different from either
Your shadow at morning striding behind you
Or your shadow at evening rising to meet you;
I will show you fear in a handful of dust. ”
― T.S. Eliot, The Waste Land and Other Poems

“More often than not, that was a tough sell. If you go to a business and tell it you can save it $50,000 per year in labor costs if it eliminates this one job, then your AI product better eliminate that entire job. Instead, what entrepreneurs found was that their product was perhaps eliminating one task in a person’s job, and that wasn’t going to be enough to save their would-be customer any meaningful labor costs. The better pitches were ones that were not focused on replacement but on value. These pitches demonstrated how an AI product could allow businesses to generate more profits by, say, supplying higher quality products to their own customers. This had the benefit of not having to demonstrate that their AI could perform a particular task at a lower cost than a person. And if that also reduced internal resistance to adopting AI, then that only made their sales task easier. The point here is that a value-enhancing approach to AI, rather than a cost-savings approach, is more likely to find real traction for AI adoption.”
― Ajay Agrawal, Power and Prediction: The Disruptive Economics of Artificial Intelligence