Even when a story starts as mostly lighthearted adolescent fare (see, The Witch of Mercury), it tends to end in trauma, injustice and many war crimes.
Even when a story starts as mostly lighthearted adolescent fare (see, The Witch of Mercury), it tends to end in trauma, injustice and many war crimes.
I'm not even sure what to say. It's self-evidently a terrible idea, but we all just seem to be charging full-steam ahead like so many awful ideas in the past couple of decades.
We can see an LLM as someone that talks with more people, for more time, than anyone on earth talks in their lifetime. So they are due to be in constant contact with people in mental distress. At that point, you might as well consider the importance of giving them the skills of a mental health professonal, because they are going to be facing more of this than a priest in a confessional. And this is true whether someone says "Gemini, pretend that you are a psychologist" or not. You or I don't need a prompt to know we need to notice when someone is in a severe psychotic episode: Some level of mental health awareness is built in, if just to protect ourselves. So an LLM needs quite a bit of this by default to avoid being really harmful. And once you give it that, you might as well evaluate it against professionals: Not because it must be as good, but because it'd be really nice if it was, even when it's not trying to act as one.
As I grew up in the 80s, there were two kinds of gifted kids in school: The kind that would ace everything anyway, and the kind that, for a variety of reasons, lacked the regulation abilities to manage the school setting well, with the slow classes and such. A lot of very smart people just failed academically, because the system didn't work for them. Some of those improved their executive function enough as they went past their teenage years, and are now making a lot of money in difficult fields.
So what happens when we do make accomodations to them? That their peaky, gifted performance comes out, they don't get ejected by the school systems anywhere near as often as they were before, and now end up in top institutions. Because they really are both very smart and disabled at the same time.
you can even see this in tech workplaces: The percentages of workers that are neurodivergent is much higher than usual, but it's not as if tech hires them out of compassion, but because there's a big cadre or neurodivergent people that are just in the line where they are very productive workers anyway. So it should be no surprise that in instutitutions searching for performance, the number of people that qualify for affordances for certain mental disabilities just goes way up.
That's not to say that there cannot be people that are just cheating, but it doesn't take much time in a class with gifted kids to realize that no, it's not just cheating. You can find someone, say, suffering in a dialectic-centric english class, where just following the conversation is a problem, while they are outright bored with the highest difficulty technical AP classes available, because they find them very easy.
But the people in and using those industries have no desire to change so anything that does happen is likely to occur slowly from expansion - e.g, bringing Medicare to earlier and more people, and expand children coverage, etc.
In other words, allow US citizens to "opt out" of the US healthcare system and participate in the German one? You'd have to make some allowances for replacing taxes with costs, billing, and allow "German" healthcare to operate in the US ...
We see similar things in education. People wonder how many European systems are cheaper than US universities: Well, it's very easy to see once you attend a university in Spain and then one in the US. The shape of the university, from facilities to salaries to class sizes, make them look like completely different organisms, even though 18 year olds come in from one side and come out with degrees in the other. And note that this is also connected to healthcare: How many doctors do we train, or bring in from other countries? How many years do they spend training, and how much debt do they incur getting training? How much are they going to ask in pay just to handle that debt?
Changing the US system is a very good idea, but the changes would be very traumatic to most people working for the system, or invested in the system. All of them would lobby against changes that make their lives worse, and therefore makes legislature that makes the change happen very difficult to pass.
A language that is really popular can manage having 5 ways to do things, but a small community is just going to lose steam. And the fact is, all the ways work just fine in a vacuum, but you can't just get really mature tooling when everything is just so split.
The problem I observe is a fairly universal one: management doesn't care about good code, it cares about results.
It's generally hard for anyone without specific experience with a codebase to tell what you're doing with it. Management can't evaluate the value of maintenance work, so it doesn't value it at all.
People who ship sloppy code get promoted.
If you set incentives that say that being sloppy and leaving landmines for the next group of people is the way to get promoted, guess what? the management is bad. Often because they are also looking at their own self interest, and expect to leave the consequences to whoever comes after them. This isn't new to big tech: You'll find this all described in books about corporate dysfunction written in the 90s.
It's all traditional principal agent problems, which just get worse and worse as you add layers of management, as the principal has agents upon agents underneath, all using the misaligned incentives. One either wants t avoid getting fired while doing the minimum, or sacrifice the health of what is around them for a good enough promotion packet/review. And since there's no reasonable way for individual objectives to align well with long term objectives, people leave landmines. When there's enough landmines everywhere, you are always better off in greenfield development. And at that point, doing any maintenance, or being stuck in a project that isn't getting fed a bunch of capital to grow it is career suicide. All about bad incentives, set by bad management.
Most are not paid for results, they're paid for time at desk and regular responsibilities such as making commits, delivering status updates, code reviews, etc. - the daily activities of work are monitored more closely than the output. Most ESOP grant such little equity that working harder could never observably drive an increase in its value. Getting a project done faster just means another project to begin sooner.
Naturally workers will begin to prefer the motions of the work they find satisfying more than the result it has for the business's bottom line, from which they're alienated.
This gets us to the rule number one of being successful at a job: Make sure your manager likes you. Get 8 layers of people whose priority is just to be sure their manager likes them, and what is getting done is very unlikely to have much to do with shareholder value, customer happiness, or anything like that.