Instruction Modeling

2020 ◽  
pp. 78-106
Author(s):  
George A. Khachatryan
Keyword(s):  
Artificial Intelligence ◽  
Decision Making ◽  
Expert Systems ◽  
Classroom Teachers ◽  
High Quality ◽  
Teaching Expertise ◽  
Intelligence System ◽  
The Core ◽  
Russian Mathematics ◽  
Human Decision

This chapter describes the core ideas behind instruction modeling. A promising way to improve mathematics instruction is to import successful approaches from other countries; however, it is exceptionally difficult to do this, since instructional traditions are cultural and the volume of teaching expertise that needs to be transferred is vast. Computers offer a possible way to ease the barriers. Expert systems (invented c. 1970) are a type of artificial intelligence system that uses rules to mimic human decision-making. Following the pattern suggested by expert systems, an instruction modeler studies high-quality offline instruction and then designs computer programs that aim to recreate this instruction. Many important activities cannot be automated, and therefore instruction modeling is necessarily blended learning: some instruction takes place online, while other activities are led by classroom teachers. To illustrate these ideas, this chapter describes several instruction modeling programs created by Reasoning Mind. It also discusses Russian mathematics education, explaining why it is a successful instructional tradition and a suitable choice for instruction modeling.

Who’s making the decisions? How managers can harness artificial intelligence and remain in charge

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pooya Tabesh
Keyword(s):  
Artificial Intelligence ◽  
Machine Learning ◽  
Decision Making ◽  
Big Data ◽  
Digital Transformation ◽  
Decision Processes ◽  
Decision Makers ◽  
Content Type ◽  
Human Decision ◽  
Practical Implications

Purpose While it is evident that the introduction of machine learning and the availability of big data have revolutionized various organizational operations and processes, existing academic and practitioner research within decision process literature has mostly ignored the nuances of these influences on human decision-making. Building on existing research in this area, this paper aims to define these concepts from a decision-making perspective and elaborates on the influences of these emerging technologies on human analytical and intuitive decision-making processes. Design/methodology/approach The authors first provide a holistic understanding of important drivers of digital transformation. The authors then conceptualize the impact that analytics tools built on artificial intelligence (AI) and big data have on intuitive and analytical human decision processes in organizations. Findings The authors discuss similarities and differences between machine learning and two human decision processes, namely, analysis and intuition. While it is difficult to jump to any conclusions about the future of machine learning, human decision-makers seem to continue to monopolize the majority of intuitive decision tasks, which will help them keep the upper hand (vis-à-vis machines), at least in the near future. Research limitations/implications The work contributes to research on rational (analytical) and intuitive processes of decision-making at the individual, group and organization levels by theorizing about the way these processes are influenced by advanced AI algorithms such as machine learning. Practical implications Decisions are building blocks of organizational success. Therefore, a better understanding of the way human decision processes can be impacted by advanced technologies will prepare managers to better use these technologies and make better decisions. By clarifying the boundaries/overlaps among concepts such as AI, machine learning and big data, the authors contribute to their successful adoption by business practitioners. Social implications The work suggests that human decision-makers will not be replaced by machines if they continue to invest in what they do best: critical thinking, intuitive analysis and creative problem-solving. Originality/value The work elaborates on important drivers of digital transformation from a decision-making perspective and discusses their practical implications for managers.

scholarly journals How should we regulate artificial intelligence?

2018 ◽  
Vol 376 (2128) ◽  
pp. 20170360 ◽  
Author(s):  
Chris Reed
Keyword(s):  
Artificial Intelligence ◽  
Neural Networks ◽  
Decision Making ◽  
Current System ◽  
General System ◽  
Fundamental Rights ◽  
Ex Post ◽  
Ex Ante ◽  
Human Decision

Using artificial intelligence (AI) technology to replace human decision-making will inevitably create new risks whose consequences are unforeseeable. This naturally leads to calls for regulation, but I argue that it is too early to attempt a general system of AI regulation. Instead, we should work incrementally within the existing legal and regulatory schemes which allocate responsibility, and therefore liability, to persons. Where AI clearly creates risks which current law and regulation cannot deal with adequately, then new regulation will be needed. But in most cases, the current system can work effectively if the producers of AI technology can provide sufficient transparency in explaining how AI decisions are made. Transparency ex post can often be achieved through retrospective analysis of the technology's operations, and will be sufficient if the main goal is to compensate victims of incorrect decisions. Ex ante transparency is more challenging, and can limit the use of some AI technologies such as neural networks. It should only be demanded by regulation where the AI presents risks to fundamental rights, or where society needs reassuring that the technology can safely be used. Masterly inactivity in regulation is likely to achieve a better long-term solution than a rush to regulate in ignorance. This article is part of a discussion meeting issue ‘The growing ubiquity of algorithms in society: implications, impacts and innovations'.

A Three-Vector Approach to Blind Spots in Cybersecurity

2019 ◽  
pp. 93-104
Author(s):  
Mika Westerlund ◽  
Dan Craigen ◽  
Tony Bailetti ◽  
Uruemu Agwae
Keyword(s):  
Decision Making ◽  
Economic Losses ◽  
Malicious Activity ◽  
The Core ◽  
Human Decision ◽  
Blind Spots ◽  
Vector Approach

Cyberattacks are often successful due to “blind spots”: biases and preconceived information that affect human decision making. Blind spots that obstruct a person's view of malicious activity may result in massive economic losses. This chapter examines eight cases of successful cyberattacks from economic, technological, and psychological perspectives to blind spots, termed the “core vectors.” While previous research has focused on these vectors in isolation, this chapter combines the vectors for an integrated view. As a result, the chapter provides a novel list of blind spots that enable cybercrime.

Organizational Data Mining (ODM)

2011 ◽  
pp. 1-8
Author(s):  
Hamid R. Nemati ◽  
Christopher D. Barko
Keyword(s):  
Artificial Intelligence ◽  
Data Mining ◽  
Decision Making ◽  
Information Technology ◽  
Competitive Advantage ◽  
Current Status ◽  
Decision Making Process ◽  
Actionable Knowledge ◽  
The Core ◽  
Mining Tools

An increasing number of organizations are struggling to overcome “information paralysis” — there is so much data available that it is difficult to understand what is and is not relevant. In addition, managerial intuition and instinct are more prevalent than hard facts in driving organizational decisions. Organizational Data Mining (ODM) is defined as leveraging data mining tools and technologies to enhance the decision-making process by transforming data into valuable and actionable knowledge to gain a competitive advantage (Nemati & Barko, 2001). The fundamentals of ODM can be categorized into three fields: Artificial Intelligence (AI), Information Technology (IT), and Organizational Theory (OT), with OT being the core differentiator between ODM and data mining. We take a brief look at the current status of ODM research and how a sample of organizations is benefiting. Next we examine the evolution of ODM and conclude our chapter by contemplating its challenging yet opportunistic future.

Artificial Intelligence Inroads Into HR

2022 ◽  
pp. 231-246
Author(s):  
Swati Bansal ◽  
Monica Agarwal ◽  
Deepak Bansal ◽  
Santhi Narayanan
Keyword(s):  
Artificial Intelligence ◽  
Decision Making ◽  
Human Resources ◽  
Generation Y ◽  
Industry 4.0 ◽  
Career Aspirations ◽  
Work Life ◽  
Human Decision ◽  
The Right ◽  
Talent Acquisition

Artificial intelligence is already here in all facets of work life. Its integration into human resources is a necessary process which has far-reaching benefits. It may have its challenges, but to survive in the current Industry 4.0 environment and prepare for the future Industry 5.0, organisations must penetrate AI into their HR systems. AI can benefit all the functions of HR, starting right from talent acquisition to onboarding and till off-boarding. The importance further increases, keeping in mind the needs and career aspirations of Generation Y and Z entering the workforce. Though employees have apprehensions of privacy and loss of jobs if implemented effectively, AI is the present and future. AI will not make people lose jobs; instead, it would require the HR people to upgrade their skills and spend their time in more strategic roles. In the end, it is the HR who will make the final decisions from the information that they get from the AI tools. A proper mix of human decision-making skills and AI would give organisations the right direction to move forward.

Finding Cost-Effective Applications for Expert Systems

1993 ◽  
Vol 115 (1) ◽  
pp. 56-61
Author(s):  
P. J. Hartman
Keyword(s):  
Artificial Intelligence ◽  
Decision Making ◽  
Expert Systems ◽  
Processing Speed ◽  
Development Process ◽  
Cost Effective ◽  
Risk Assessments ◽  
Problem Complexity ◽  
Practical Application ◽  
The Right

Expert systems are one of the few areas of artificial intelligence which have successfully made the transition from research and development to practical application. The key to fielding a successful expert system is finding the right problem to solve. AI costs, including all the development and testing, are so high that the problems must be very important to justify the effort. This paper develops a systematic way of trying to predict the future. It provides robust decision-making criteria, which can be used to predict the success or failure of proposed expert systems. The methods focus on eliminating obviously unsuitable problems and performing risk assessments and cost evaluations of the program. These assessments include evaluation of need, problem complexity, value, user experience, and the processing speed required. If an application proves feasible, the information generated during the decision phase can be then used to speed the development process.

scholarly journals A Review: Artificial Intelligent Approach for Enhancing Adaptability in an Adaptive E-Learning Environment

2021 ◽  
Vol 10 (4) ◽  
pp. 37-42
Author(s):  
M.P.L. Perera
Keyword(s):  
Artificial Intelligence ◽  
Neural Networks ◽  
Decision Making ◽  
Fuzzy Logic ◽  
Artificial Intelligent ◽  
Human Decision ◽  
Decision Making Processes ◽  
E Learning ◽  
Intelligent Approach ◽  
Learning Frameworks

Adaptive e-learning the aim is to fill the gap between the pupil and the educator by discussing the needs and skills of individual learners. Artificial intelligence strategies that have the potential to simulate human decision-making processes are important around adaptive e-Learning. This paper explores the Artificial techniques; Fuzzy Logic, Neural Networks, Bayesian Networks and Genetic Algorithms, highlighting their contributions to the notion of the adaptability in the sense of Adaptive E-learning. The implementation of Artificial Neural Networks to resolve problems in the current Adaptive e-learning frameworks have been established.

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