| I forget the exact quote but the thing I've seen making the rounds sums it up pretty well: Computers were supposed to do the work so people could make art and write poetry. Now the computers are making art and writing poetry and I still have to have a job. In another life I'd love to do voice over work. (I even have a face for radio!) But, instead, technology is being used to avoid even having humans do that type of work. Sure, today it's PG, but they're definitely doing this with an eye to replacing actual voiceover actors. Every advance in AI is "how can we replace people and save money?" and not "how can people have better lives and work less?" And it's going to continue until it's "what the fuck do we do with all these jobless people who've been replaced?" |
> Every advance in AI is "how can we replace people and save money?" and not "how can people have better lives and work less?"
It's not just AI, but technology generally. And it's because when it comes to managing people, organizations for the most part don't actually concern themselves with getting their employees to produce value—that is, whether they are, and how much, and at what cost (to the business) it comes at, and where that measure of productivity lies (objectively) when scored against some rubric. Instead what they make their most immediate concern is whether their employees are exposed to sufficient toil. Look at any example that involves someone accepting a new job with a set of work duties/expectations where they proceed to automate part of their workload and thus provide the same value (or more) in comparison to what they were doing before, or in comparison to their coworkers, or in comparison to whomever would have ended up with the job if the person who did accept and automate it had accepted an offer elsewhere instead: they end up soliciting feedback (or opining themselves) about whether what they're doing is unethical.
This is the mechanism that wealth disparity through concentration of wealth comes from, but everyone (the employer and the employee alike) walks around as if they either don't notice it or—if they do—as if it's wrong when there's a known path for the concentration to flow upward but it isn't happening.