|
|
|
|
|
by YeGoblynQueenne
724 days ago
|
|
Yeah, very good points. To be fair there are people who have argued the big data side who have clearly solid knowledge of AI and are not just SV suits, for example I remember Yann LeCun in a debate with Christopher Manning, where Manning was arguing for the importance of "structure" and LeCun was arguing against it. Or see the "Bitter Lesson", mentioned in a parent comment. That may have become a total shibboleth of the Silicon bros but Rich Sutton, who wrote the eponymous article, is the guy who wrote the book on Reinforcement Learning (literally). And then Rodney Brooks' replied with his "Better Lesson" (https://rodneybrooks.com/a-better-lesson/). So there's a lot of debate in this and I don't reckon we'll have a consensus soon. It should be clear which side I'm on- I work with firmly model-based AI ("planning is the model-based approach to autonomous behaviour" has become my shibboleth - see Bonnet and Geffner's book on planning: https://link.springer.com/book/10.1007/978-3-031-01564-9) so maybe it's a deformation professionelle. And even LCun's recent plans for JEPA are very consciously model-based, except he wants to learn his models from data; which is not a bad idea I suppose. |
|
But even if this kind of thinking is totally organic, I think it could arise from the delayed nature of the results of data-driven methods. Often a major structural breakthrough for a data-driven approach drastically predates the most obviously impactful results from that breakthrough, because the result impressive enough to draw people's attention comes from throwing lots of data and compute at the breakthrough. The people who got the impressive result might not even be the same team as the one that invented the structure they're relying on, and it's really easy to get the impression that what changed the game was the scale alone, I imagine even if you're on one of those research teams. I've been really impressed by some of the lines of research that show that you can often distill some of these results to not rely so heavily on massive datasets and enormous parallel training runs, and think we should properly view results that come from these to be demonstrations of the power of the underlying structural insights rather than new results. But I think this clashes with the organizational priorities of large tech firms, which often view scale as a moat, and thus are motivated to emphasize the need for it