Robotics Competition Quotes

The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove. APPLICATION

In Phoenix, they were called illegal aliens and pegged as criminals. They were alternately viewed as American, Mexican, or neither. Now, for a moment, they were simply teenagers at a robotics competition by the ocean.

Humans have limitations due to selfish genes, competitive genes, and the fear-driving genes. The aim of compassionate AI is to overcome those limitations through service, care, compassion, honesty, and genuine love.

automation technology so efficient that it is competitive with even the lowest-wage offshore workers.

The turnaround is being driven by automation technology so efficient that it is competitive with even the lowest-wage offshore workers.

At Newsweek, I get paid to meet amazing people and write about subjects that fascinate me: fusion energy, education reform, supercomputing, artificial intelligence, robotics, the rising competitiveness of China, the global threat of state-sponsored hacking.

In particular, the rise of companies like Google, Facebook, and Amazon has propelled a great deal of progress. Never before have such deep-pocketed corporations viewed artificial intelligence as absolutely central to their business models—and never before has AI research been positioned so close to the nexus of competition between such powerful entities. A similar competitive dynamic is unfolding among nations. AI is becoming indispensable to militaries, intelligence agencies, and the surveillance apparatus in authoritarian states.* Indeed, an all-out AI arms race might well be looming in the near future.

The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove.

Make good decisions and remember who loves you." I looked at him. "I thought it was 'remember who you are.'" The Butler looked back at me. "It is the very same thing," he said. "What?" "Young Master Carter, when you walk Ned for your mother; when you attend Miss Anne's robotics competition without observing that such attendance is, if you'll pardon the expression, 'a pain in the glutes'; when you cheer at Miss Charlotte's football match even though she barely had a touch; when you accompany your sister to a Turner art exhibition; when you take your young sisters to buy Dreamsicles; when you appear as exhibit A for Miss Emily's Favorite Person of the Week event; when you attend two ballet exhibitions despite your unfortunate and undiscerning distaste for the art; you are telling them that it is the same thing." "Is that sort of what being a gentleman is supposed to be?" "We are what we love, young Master Carter.

We chose not to discuss a world warmed beyond two degrees out of decency, perhaps; or simple fear; or fear of fearmongering; or technocratic faith, which is really market faith; or deference to partisan debates or even partisan priorities; or skepticism about the environmental Left of the kind I'd always had; or disinterest in the fates of distant ecosystems like I'd also always had. We felt confusion about the science and its many technical terms and hard-to-parse numbers, or at least an intuition that others would e easily confused about the science and its many technical terms and hard-to-parse numbers. we suffered from slowness apprehending the speed of change, or semi-conspiratorial confidence in the responsibility of global elites and their institutions, or obeisance toward those elites and their institutions, whatever we thought of them. Perhaps we felt unable to really trust scarier projections because we'd only just heard about warming, we thought, and things couldn't possibly have gotten that much worse just since the first Inconvenient Truth; or because we liked driving our cars and eating our beef and living as we did in every other way and didn't want to think too hard about that; or because we felt so "postindustrial" we couldn't believe we were still drawing material breaths from fossil fuel furnaces. Perhaps it was because we were so sociopathically good at collating bad news into a sickening evolving sense of what constituted "normal," or because we looked outside and things seemed still okay. Because we were bored with writing, or reading, the same story again and again, because climate was so global and therefore nontribal it suggested only the corniest politics, because we didn't yet appreciate how fully it would ravage our lives, and because, selfishly, we didn't mind destroying the planet for others living elsewhere on it or those not yet born who would inherit it from us, outraged. Because we had too much faith in the teleological shape of history and the arrow of human progress to countenance the idea that the arc of history would bend toward anything but environmental justice, too. Because when we were being really honest with ourselves we already thought of the world as a zero-sum resource competition and believed that whatever happened we were probably going to continue to be the victors, relatively speaking anyway, advantages of class being what they are and our own luck in the natalist lottery being what it was. Perhaps we were too panicked about our own jobs and industries to fret about the future of jobs and industry; or perhaps we were also really afraid of robots or were too busy looking at our new phones; or perhaps, however easy we found the apocalypse reflex in our culture and the path of panic in our politics, we truly had a good-news bias when it came to the big picture; or, really, who knows why-there are so many aspects to the climate kaleidoscope that transforms our intuitions about environmental devastation into n uncanny complacency that it can be hard to pull the whole picture of climate distortion into focus. But we simply wouldn't, or couldn't, or anyway didn't look squarely in the face of science.

the Pentagon is hosting a $3.5 million, international competition that will pit robot against robot in an obstacle course designed to test their physical prowess, agility, and even their awareness and cognition.

Altogether, the world of autos—and their fuel suppliers—has become the arena for a new kind of competition. It is no longer just about selling cars to consumers for personal use. No longer just automakers versus automakers, no longer gasoline brands versus gasoline brands. It has become multidimensional. Gasoline-powered cars versus electric cars. Personal ownership of cars versus mobility services. And people-operated cars versus robotic driverless cars. The result is a battle among technologies and business models, and a struggle for market share. Change does happen, just not overnight

On a personal level for many people, you know you’re a commodity when your job is handed to a robot or a computer with artificial intelligence capabilities.

A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove.

Roomba, made headlines when the company’s CEO, Colin Angle, told Reuters about its data-based business strategy for the smart home, starting with a new revenue stream derived from selling floor plans of customers’ homes scraped from the machine’s new mapping capabilities. Angle indicated that iRobot could reach a deal to sell its maps to Google, Amazon, or Apple within the next two years. In preparation for this entry into surveillance competition, a camera, new sensors, and software had already been added to Roomba’s premier line, enabling new functions, including the ability to build a map while tracking its own location. The market had rewarded iRobot’s growth vision, sending the company’s stock price to $102 in June 2017 from just $35 a year earlier, translating into a market capitalization of $2.5 billion on revenues of $660 million.1 Privacy

Unlike predominantly home-centred industries, the primacy concern for large firms was not so much to cut wages as to cut their workforce through robotization and subcontracting. On the other hand, internationalizing core advanced industries has also been in the vanguard of efforts to reduce social overhead costs of production in the United States. That is to say, as they traded national oligopoly for world industry status, they have become increasingly concerned with reducing costs of inputs that are not internationally competitive, including health provision, communications, domestic transport, construction, as well as safety and environmental regulation.

Marx’s specific argument was that, for certain technical reasons, value, and therefore profits, can only be extracted from human labor. Competition forces factory owners to mechanize production, so as to reduce labor costs, but while this is to the short-term advantage of the individual firm, the overall effect of such mechanization is actually to drive the overall rate of profit of all firms down. For almost two centuries now, economists have debated whether all this is really true. But if it is true, the otherwise mysterious decision by industrialists not to pour research funds into the invention of the robot factories that everyone was anticipating in the sixties, and instead to begin to relocate their factories to more labor-intensive, low-tech facilities in China or the Global South, makes perfect sense.

Various employees take turns showing mascots the real world; Derek usually takes Marco or Polo. His first idea is to take them outside, around the office park where Blue Gamma is headquartered, and show them the strips of grass and shrubbery that divide the parking lot. He points out the crablike robot that tends to the landscaping, product of an earlier venture in bringing digients into the real world. The robot is equipped with a stiletto-like trowel for pulling weeds, and its toil is purely instinct driven; it’s descended from generations of winners in an evolutionary gardening competition conducted in Data Earth hothouses.

The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge.

And you don’t understand how hard it is to be a girl competing with boys who don’t even realize that they, unlike us, are perceived as more competent no matter what they do.” "You got a taste of what it’s like,” Neelam says. “But I’ve been competing in math and science my whole life. I’ve been told girls can’t win math competitions or can’t built robots my whole life. My brothers are all pre-med, but I’ve been told every single day to act like a lady, to smile and be polite, to be pretty and dainty—and what boy ever has to hear that? Not once,” she snaps, “and what you don’t understand is that when you come into this world unprepared and unfocused and without even a fundamental understanding of what you’re doing, you have nothing to fight back with.

You got a taste of what it's like," Neelam says. "But I've been competing in math and science my whole life. I've been told girls can't win math competitions or can't built robots my whole life. My brothers are all pre-med, but I've been told every single day to act like a lady, to smile and be polite, to be pretty and dainty-and what boy ever has to hear that? Not once," she snaps, "and what you don't understand is that when you come into this world unprepared and unfocused and without even a fundamental understanding of what you're doing, you have nothing to fight back with. Take Mac," Neelam says, suddenly adamant. "You saw how much he favors Teo and Dash, right? But when you pointed it out he called you a bad teammate, he told you to work harder. I work hard because no matter what I do, people will always tell me I should have done more. So I do the most. Because I understand that it doesn't end here!" Neelam rises to her feet, agitated, and starts pacing in front of me. "If you really want to be an engineer, then get ready," she says with a glare at me. "Get ready to hear no. Get ready to hear you can't. Get ready for I just don't like her or she's not likable. Sure, you're lucky, you're pretty and bubbly and people like you," she adds with another look of annoyance, "but you're even worse off than I am for that, because they won't take you seriously. This team? This team only takes you seriously because Teo Luna did, and lucky you." She practically spits it at me. "Lucky you, because he doesn't take me seriously, and thanks to him nobody on our team ever will.

The advance of computerization and automation technologies has meant that many medium-skilled jobs—clerks, travel agents, bookkeepers, and factory workers—have been replaced with new technologies. New jobs have arisen in their place, but those jobs are often one of two types: either they are high-skilled jobs, such as engineers, programmers, managers, and designers, or they are lower-skilled jobs such as retail workers, cleaners, or customer service agents. Exacerbating the trends caused by computers and robots are globalization and regionalization. As medium-skilled technical work is outsourced to workers in developing nations, many of those jobs are disappearing at home. Lower-skilled jobs, which often require face-to-face contact or social knowledge in the form of cultural or language abilities, are likely to remain. Higher-skilled work is also more resistant to shipping overseas because of the benefits of coordination with management and the market. Think of Apple’s tagline on all of its iPhones: “Designed in California. Made in China.” Design and management stay; manufacturing goes.

Human extinction may occur through the evolution of a purely-technological robotic system with no need for fallible human intellects. Ironically enough, this would occur even if Ray Kurzweil’s fantasy of a purely technical solution to death were discovered. Even if it were possible to keep humans alive forever, it would violate the laws of self-propagating systems to do so if these humans had lost their usefulness. The latter is guaranteed by exactly these laws, since the robotic minds would continually develop themselves in order to gain competitive advantage in the context of Natural Selection:

One of the other racers is riding a robot chicken,” said Carl. “And we’re going to smash it up.” “Destroying the competition, I like it,” said Spidroth. “Maybe you two fools aren’t as idiotic as I first thought.

The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command.

In times of dramatic change, the large and slow cannot compete with the small and nimble. But being small and nimble requires a whole lot more than just understanding the Six Ds of exponentials and their expanding scale of impact. You’ll also need to understand the technologies and tools driving this change. These include exponential technologies like infinite computing, sensors and networks, 3-D printing, artificial intelligence, robotics, and synthetic biology and exponential organizational tools such as crowdfunding, crowdsourcing, incentive competitions, and the potency of a properly built community. These exponential advantages empower entrepreneurs like never before. Welcome to the age of exponentials.

Why can’t we consistently get a quality product out the door on time at the cost that can beat the competition? Something is wrong. I don’t know what it is, but something basic is very wrong. I must be missing something. I’m running what should be a good plant. Hell, it is a good plant. We’ve got the technology. We’ve got some of the best n/c machines money can buy. We’ve got robots. We’ve got a computer system that’s supposed to do everything but make coffee. We’ve got good people. For the most part we do. Okay, we’re short in a couple of areas, but the people we have are good for the most part, even though we sure could use more of them. And I don’t have too many problems with the union. They’re a pain in the ass sometimes, but the competition has unions too.