Abstract
How does AI need to evolve in order to better support more effective decision-making in managing the many complex problems we face at every scale, from global climate change, collapsing ecosystems, international conflicts and extremism, through to all the dimensions of public policy, economics, and governance that affect human well-being? Research in complex decision-making at an individual human level (understanding of what constitutes more, and less, effective decision-making behaviors, and in particular the many pathways to failures in dealing with complex problems), informs a discussion about the potential for AI to aid in mitigating those failures and enabling a more robust and adaptive (and therefore more effective) decision-making framework, calling for AI to move well-beyond the current envelope of competencies.
Highlights
Human intelligence rests on billions of years of evolution from the earliest origins of life, and despite its undeniably unique nature within the biosphere, and the apparent gulf that distinguishes the human species from all others, it should be seen as an extremum within a continuum
If the environment is challenging enough, whether through the prevalence of threats, the scarcity of necessary resources or through intense competition for them, there is a high fitness pay-off for evolving both the necessary physical characteristics for sensing, processing and storing the relevant information, and the intelligence to exploit them. From this perspective we can define intelligence as the ability to produce effective responses or courses of action that are solutions to complex problems—in other words, problems that are unlikely to be solved by random trial and error, and that require the abilities to make finer and finer distinctions between more and more combinations of relevant factors and to process them so as to generate a good enough solution
To propose a set of desiderata for the advances in AI that are needed we turn to what we have learned about the specific limitations that plague human decision-makers in complex problems. We can break this down into two parts: the aspects of complex problems that we find so difficult, and what it is about our brains that limits our ability to cope with those aspects
Summary
College of Science and Engineering, Flinders University, Adelaide, SA, Australia. Reviewed by: Melanie E.
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