I’d agree w/ the point that giving subordinates plans and the freedom to execute them as best as they can tends to work out better, but that seems to be strongly dependent on other context, in particular the field they’re working in (ex. software engineering vs. civil engineering vs. military engineering), cultural norms (ex. is this a place where agile engineering norms have taken hold?), and reward distributions (ex. does experimenting by individuals hold the potential for big rewards, or are all rewards likely to be distributed in a normal fashion such that we don’t expect to find outliers).
My general model is in certain fields humans look more tool shaped and in others more agent shaped. For example an Uber driver when they’re executing instructions from the central command and control algo doesn’t require as much of the planning, world modeling behavior. One way this could apply to AI is that sub-agents of an agent AI would be tools.
I agree. I don’t think agents will outcompete tools in every domain; indeed in most domains perhaps specialized tools will eventually win (already, we see humans being replaced by expensive specialized machinery, or expensive human specialists, lots of places). But I still think that there will be strong competitive pressure to create agent AGI, because there are many important domains where agency is an advantage.
Expensive specialized tools are themselves learned by and embedded inside an agent to achieve goals. They’re simply meso-optimization in another guise. eg AlphaGo learns a reactive policy which does nothing which you’d recognize as ‘planning’ or ‘agentiness’ - it just maps a grid of numbers (board state) to another grid of numbers (value function estimates of a move’s value). A company, beholden to evolutionary imperatives, can implement internal ‘markets’ with ‘agents’ if it finds that useful for allocating resources across departments, or use top-down mandates if those work better, but no matter how it allocates resources, it’s all in the service of an agent, and any distinction between the ‘tool’ and ‘agent’ parts of the company is somewhat illusory.
I’d agree w/ the point that giving subordinates plans and the freedom to execute them as best as they can tends to work out better, but that seems to be strongly dependent on other context, in particular the field they’re working in (ex. software engineering vs. civil engineering vs. military engineering), cultural norms (ex. is this a place where agile engineering norms have taken hold?), and reward distributions (ex. does experimenting by individuals hold the potential for big rewards, or are all rewards likely to be distributed in a normal fashion such that we don’t expect to find outliers).
My general model is in certain fields humans look more tool shaped and in others more agent shaped. For example an Uber driver when they’re executing instructions from the central command and control algo doesn’t require as much of the planning, world modeling behavior. One way this could apply to AI is that sub-agents of an agent AI would be tools.
I agree. I don’t think agents will outcompete tools in every domain; indeed in most domains perhaps specialized tools will eventually win (already, we see humans being replaced by expensive specialized machinery, or expensive human specialists, lots of places). But I still think that there will be strong competitive pressure to create agent AGI, because there are many important domains where agency is an advantage.
Expensive specialized tools are themselves learned by and embedded inside an agent to achieve goals. They’re simply meso-optimization in another guise. eg AlphaGo learns a reactive policy which does nothing which you’d recognize as ‘planning’ or ‘agentiness’ - it just maps a grid of numbers (board state) to another grid of numbers (value function estimates of a move’s value). A company, beholden to evolutionary imperatives, can implement internal ‘markets’ with ‘agents’ if it finds that useful for allocating resources across departments, or use top-down mandates if those work better, but no matter how it allocates resources, it’s all in the service of an agent, and any distinction between the ‘tool’ and ‘agent’ parts of the company is somewhat illusory.