If you’re interested in machine learning, or, and especially if you have any involvement in big data, analytics, and related matters, before today is over you must read “Why scientific findings by AI can’t always be trusted,” (Maria Temming, Science News, Vol. 195, No. 7, 4/13/2019).

It describes research by Genevera Allen, a data scientist at Rice University, that attempts to answer a question asked in this space not long ago: With neural networks, which can’t explain their logic when presenting a conclusion, aren’t we just substituting trusting a machine’s guts for our own?

Allen’s conclusion: Yes, we are, and no, we shouldn’t.

Machine learning can, she says, be useful for providing preliminary results humans can later validate. “More exploratory algorithms that poke around datasets to find previously unknown patterns or relationships are very hard to verify,” she explains. “Deferring judgment to such autonomous systems may lead to faulty conclusions.”

Reinforcing the parallel with humans and their guts, Allen points out one of the more important limitations of machine learning: “… data-mining algorithms are designed to draw conclusions with no uncertainty.”

The people I know who trust their guts also seem to lack uncertainty.

Among those who should be less certain are those who figure the so-called “technological singularity” represents the biggest risk AI poses to humanity at large. The singularity — runaway AI where automated improvement cycles beget ever-more-advanced non-biological superintelligences — is the least of our concerns, for the simple reason that intelligence and motivation have little to do with each other.

To choose a banal example, Watson beat all human opponents at Jeopardy. We didn’t see a bunch of autonomous Watsons vying to become the next game-show contestants. Watson provided the ability; IBM’s researchers provided the motivation.

If we shouldn’t worry about the Singularity, what should concern us?

The answer: GPT-2 and, more broadly, the emerging technology of AI text generation.

And is so often the case, the danger doesn’t come from the technology itself. It comes from us pesky human beings who will, inevitably, use it for nefarious purposes.

This isn’t science fiction. The risk is now. Assuming you haven’t been living in a cave the past couple of years you know that Russian operatives deployed thousands of ‘bots across social media to influence the 2016 election by creating a Twitter echo chamber for opinions they wanted spread to audiences they considered vulnerable.

Now … add sophisticated text generation to these ‘bots capabilities.

You thought Photoshop was dangerous? Take it a step further: We already have the technology to convincingly CGI the faces of dead people onto living actors. What’s to stop a political campaign from using this technology to make it appear that their opponent gave a speech encouraging everyone to, say, embrace Satan as their lord and master?

Oh, and, by the way, as one of those who is or soon will be responsible for making your company more Digital,” it likely won’t be long before you find yourself figuring out whether, in this brave new world, it is more blessed to give than to receive. Because while less politically alarming, do you doubt your Marketing Department won’t want to be the last one on their block to have these new toys to play with?

The same technologies our geopolitical opponents have and will use to sell us their preferred candidates for office will undoubtedly help marketeers everywhere sell us their products and services.

How to solve this?

It’s quite certain prevention isn’t an option, although, as advocated in this space once or twice, we might hope for legislation restricting first amendment rights to actual human persons and not their technological agents, and, beyond that, explicitly limiting the subjects non-humans are allowed to speak about while also requiring all non-human messagers to clearly identify themselves as such.

We might also hope that, unlike the currently pitiful enforcement of the Do-Not-Call Implementation Act of 2003, enforcement of the Shut the ‘Bots Up Act of 2019 would be more vigorous.

Don’t hold your breath.

What might help at least a bit would be development of AI defenses for AI offenses.

Way back in 1997 I proposed that some independent authority should establish a Trusted Information Provider (TIP) certification that information consumers could use to decide which sources to rely on.

What we need now is like that, only using the same amplification techniques the bad guys are using. We need something a lot like spam filters and malware protection — products that use AI techniques to identify and warn users about ‘bot-authored content.

Of course, we’d then need some way to distinguish legitimate ‘bot-blocking software from phony alternatives.

Think of it as full employment for epistemologists.

Most IT managers started reading in the first grade. So far as I can tell, most stop shortly after they’re hired for their first full-time position.

I’m no longer surprised, but am chronically disappointed in the response when I ask members of IT leadership teams what they read to stay informed about industry developments. The usual response? Embarrassed shrugs, punctuated by acknowledgement that Gartner is their primary … make that sole source of strategic IT insights.

You’re reading this right now, which makes you an exception. On behalf of all of us who write and publish, thank you.

But if you’re in management and especially if you’re in IT management, reading is just the ante. It won’t win you the pot.

As a reader you’re aware that “Digital” has become a noun. As a regular KJR reader you know that, whether noun or adjective, Digital is about turning new technologies into new business capabilities and turning those new business capabilities into competitive advantage.

Presumably you read more than just KJR, familiarizing yourself with specific Digital technologies that seem especially promising for your company. That’s what prepares you for conversations about using them to increase marketshare, walletshare, and mindshare.

As a regular KJR reader you’re an IT leader no matter what your job title or official position on the organizational chart is. If you weren’t, your eyeballs would be elsewhere. And so, a reminder: The most important difference between a leader and an individual contributor is that individual contributors succeed. Leaders build organizations that succeed.

It might be my fault. I named this e-letter Keep the Joint Running to embody the principle that, as put forth in the KJR Manifesto, before you can be strategic you have to be competent.

Keeping the joint running is no small thing. That doesn’t mean it’s enough. It’s necessary, but it isn’t sufficient.

Reading isn’t just for management. Reading is the difference between a data warehousing team actively promoting hyperscale “schema on demand,” data-lake repositories and wondering why IT management brought in outside consultants to make them happen.

It’s the difference between developers embracing microservices architectures and saying, “This is no different from what we used to do with COBOL copylibs,” while IT management brings in outside consultants to develop new applications built on a microservices foundation.

It’s the difference between IT infrastructure management advocating replacing the company’s MPLS-based WAN with an ISP-centric connectivity model, and figuring they’re meeting their SLAs so it’s all good while the CIO brings in an IT services firm to make it happen.

So reading isn’t just important for management. It’s everyone’s tool for staying current and not slowly sliding into irrelevance.

It’s everyone’s tool, and as an IT leader it’s up to you to encourage every member of your organization to use it … to recognize that being knowledgeable matters. Maybe not quite as much as competence, but close.

What does this encouragement look like?

Here’s one possibility: With the rest of the IT leadership team, settle on a handful of promising Digital technologies and parcel out responsibility for turning “promising” into either “important” or “never mind.”

Then, each IT leadership team member involves their staff in the process. For small and medium-size IT organizations this might mean reserving two hours in everyone’s time budget for this purpose — one hour to read and one hour for discussion. The desired outcome: A briefing on the technology, that (1) defines and explains what it is; (2) lists and describes the new or enhanced business capabilities the technology might make possible; (3) assesses the technology’s maturity and market readiness; and (4) sketches an adoption roadmap that takes IT from incubation to integration.

And, by the way, once-and-done isn’t good enough. These briefs will be out of date as soon as they’re published, and new high-potential technologies are popping up all the time. Those who write the briefs are responsible for keeping them current.

Keeping track of Digital possibilities is a vital role for IT because the company’s org chart says it is. It is, that is, unless the CEO gave up on the CIO’s ability to provide this level of leadership and hired a chief digital officer to pick up the slack.

In our upcoming book, There’s No Such Thing as an IT Project, Dave Kaiser and I reserved a chapter to describe IT’s new role as business strategy leader. It’s a role that’s important for IT because a department that doesn’t know What’s Going On Out There is a department that neither receives or deserves respect from the rest of the business. It’s important for the rest of the business because …

Well if it isn’t, what’s all the fuss about Digital about?