人工智能与人工智识之间的区别
内容总结：
谷歌云特约报道：选择你的首个生成式AI应用场景
随着生成式人工智能的浪潮席卷全球，许多企业正积极探索如何将其落地。专家建议，初涉此领域的公司应首先聚焦于能够改善人类信息体验的环节，而非一味追求技术替代。
在拉斯维加斯举行的AI4大会上，伦敦帝国理工学院电子电气工程系荣誉高级研究员贾米尔·埃尔·伊马德提出一个核心观点：“机器拥有智能，但缺乏人类独有的‘智慧’。”他区分了“智能”与“才智”：才智是读取大量知识并能快速检索回答，而智能则是提出书本上从未出现过的、天马行空的构想。从牛顿到爱因斯坦，真正推动人类进步的正是后者——想象力与情感，这是任何算法都无法复制的。
伊马德直言，当前的人工智能本质上是“人工才智”，建立于统计与二进制运算之上，既无意识也无同理心。即便未来出现“认知AI”尝试模仿大脑，人类大脑中860亿神经元的复杂结构至今仍无法被任何超级计算机模拟。
针对企业界热衷的“自主AI”，他发出警告：完全放手让机器掌控决策是危险的，可能导致“数字暴政”。他强调“引导式自主AI”的重要性，即AI系统必须置于人类的监督和责任框架之下，因为机器没有责任心和情感。
对于“AI导致失业潮”的普遍忧虑，伊马德持乐观态度，称我们正处于“最幸运的一代”。他认为，AI将接管大量枯燥、重复的“账房式”工作，从而迫使人类回归创造性和人际交往的本质。他预测，未来会出现“人性化师”这类新职业，专注于维护工作场所的温情与人际连接。
对企业而言，伊马德建议，追求利润无可厚非，但若想实现可持续增长，就必须重视员工价值。那些建立包容、富有同情心的企业文化，并积极为员工提供AI时代再培训计划的公司，才能在变革中真正胜出。
中文翻译：
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选择你的首批生成式AI应用场景
要开始使用生成式AI，首先应聚焦于能够改善人类与信息交互体验的领域。
智能包含想象力和情感，这些是机器无法复制的特质。成功的企业关注人，关注人类能做而机器不能做的事情。
许多人认为生成式AI将彻底改变商业格局，消除众多岗位，最终导向OpenAI首席执行官萨姆·奥尔特曼和SpaceX所有者埃隆·马斯克等科技领袖所称的通用人工智能。
另一些人则更多将这项技术视为一种生产力工具，可以帮助最大化人类潜能并创造新的机遇。贾米尔·埃尔·伊马德是一位资深技术专家，也是伦敦帝国理工学院电子电气工程系的荣誉高级研究员。他认为，尽管AI强大，但它本质上缺乏人类所拥有的那种智能。
在上周于拉斯维加斯举行的AI4大会上的这次采访中，他谈到了他认为的智能与才智之间的区别，以及他认为在AI时代哪些类型的工作将受到重视。
你认为通用人工智能有可能实现吗？
贾米尔·埃尔·伊马德：AI今天在自然语言处理方面能做到的事情令人惊叹。
智能是一个很大的词。人类有一种习惯，总是高估自己所创造的东西；我们低估了大自然。
我们目前拥有的并不是智能。我们拥有的是才智。这是不同的。才智是指一个人读了很多书，能够在测验中凭借这些知识储备作答。超级聪明。智能是指有人提出了一个任何书中都没有的疯狂想法。
在历史上，真正产生重大影响的人，从牛顿到爱因斯坦，所有这些伟大的思想家和科学家；他们提出的并不是书中已有的内容。
对我来说，智能关乎想象力。作为人类，我们幸运地拥有想象力。没有其他物种拥有这种能力。我们可以梦想某件事，然后将其变为现实。我们可以跳出固有思维。
这就是智能，还有情感……所有使一个人聪明的特质，在机器中都是找不到的。
机器更快；它们计算比我们快。它们分析比我们快。它们可以存储更多数据，而且不会遗忘。但是……如果让我重新命名AI，我会称之为“人工才智”，而把智能留给人类。
智能是生物性的。零和一，那不是智能。我在一种叫做汇编代码的机器上工作了35年，我们一直在做统计近似，猜测接下来会发生什么。没有智能，没有意识。这一切都是统计学。
现在有一股新浪潮，我们或许可以利用二进制原理来创造认知型AI。认知型AI有点像在模仿大脑。
我们头中有860亿个神经元。我们无法模拟（这些神经元）。我们现在无法构建——无论是IBM还是英伟达——他们都无法构建860亿个神经元并模拟它们。
这是我们身体中唯一无法模拟的器官。我们可以模拟肾脏、肺和心脏，但无法模拟那个。
您使用了“引导式自主AI”这个术语。这对企业和商业意味着什么？
埃尔·伊马德：关于自主的讨论很多。自主是一个很大的词。一台机器完全控制局面或你交给它的任何任务，那仍然非常危险。
即使在职场中，人类相比这些机器也要聪明得多。人类仍然承担着责任。我的意思是，在一家公司里，当你有所有人——包括CEO，甚至董事会——他们都有一个权力清单。
这就是责任的含义。如果我们不在这些模型上设置责任机制，我们就是在制造数字暴政。
我担心我们最终可能会被没有人类监督的自主系统所掌控。这些机器没有同理心或热情。
您说这是最幸运的一代，因为AI创造了就业机会。然而，许多人仍然担心失业的影响可能超过机遇。为什么您认为情况恰恰相反？
埃尔·伊马德：如果有选择，你觉得整天坐在那里填写电子表格做会计工作真的有意义吗？那是我们生来该做的事吗？那是人类能够贡献的吗？这太糟糕了。我们现在有很多糟糕的工作，我们接受它们，因为现实就是这样。无聊、重复。
AI会把这些工作中的很多从我们手中夺走。这给我们留下了创造力。每个时代都会创造新工作，旧工作消失。
AI也是一样，我们会看到新工作出现。这些工作将涉及人类。这是AI无法击败我们的一个方面：我们的人性。
我在我的一篇文章中创造了一个工作岗位，叫做“人性化师”。保持人性本身就是一个工作。我们需要保持我们的人性。我们需要重新审视我们在工作场所和与客户之间的互动方式。
这在商业环境中如何应用，尤其是当有些人认为大多数企业更看重利润而非人性时？
埃尔·伊马德：营利性企业看重利润。但如果你想要可持续的利润而非短期收益，你就需要照顾好你的员工。还有什么比创造一种富有同情心、包容和尊重的职场文化更能让员工发挥出色的呢？
所以，人类，我们很奇怪。利润并不总是我们关心的东西。好的企业在理解这一点后才会成长。
那些制定计划帮助员工适应AI时代进行再培训，并确保大多数员工都能提供价值的企业将会成功。
编者注：为清晰简洁起见，本报道经过编辑。
英文来源：
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Choosing Your First Generative AI Use Cases
To get started with generative AI, first focus on areas that can improve human experiences with information.
Intelligence involves imagination and emotions, attributes that machines can’t replicate. Successful companies pay attention to people and to what they can do that machines can’t.
Many argue that generative AI will radically transform businesses, eliminating many roles and ultimately leading to what technology leaders such as OpenAI CEO Sam Altman and SpaceX owner Elon Musk describe as artificial general intelligence.
Others see the technology more as a productivity tool that can help maximize human potential and create new opportunities. Jamil El Imad is a longtime technology expert who is an honorary senior research fellow at Imperial College London’s Department of Electrical and Electronic Engineering. His view is that while AI is powerful, it ultimately lacks the sort of intelligence humans possess.
In this interview, at the AI4 conference in Las Vegas last week, he discussed what he thinks is the difference between intelligence and intellect and what type of jobs he thinks will be valued in the age of AI.
Do you think artificial general intelligence is possible?
Jamil El Imad: It’s fantastic what AI can do today with natural language.
Intelligence is a big word. Humans have a habit of always overstating what they create; we understate nature.
What we have now is not intelligence. We have intellect. It's different. Intellect is when somebody reads a lot of books and can sit in a quiz and answer from that body of knowledge. Super smart. Intelligence is when someone comes up with a crazy idea that isn't in any book.
In history, the people who really made a difference, from Newton to Einstein, all these great thinkers and scientists; they didn't come up with what's in the book.
Intelligence, to me, is about imagination. We are blessed as humans with your imagination. No other species has that. We can dream of something and then make it a reality. We can think outside the box.
This is intelligence, which is emotions … all these attributes that make someone intelligent are not found in machines.
The machines are faster; they can compute faster than we can. They can analyze faster than we can. They can store a lot more data, and they don't lose their memory. But … if I were to rename AI, I would call it artificial intellect and give the intelligence to humans.
Intelligence is biological. Zeros and ones, that is not intelligence. I worked on a machine called an assembly code for 35 years, and we were doing statistical approximation, guessing what’s going to happen next. There's no intelligence, there's no awareness. This is all statistics.
There is a new wave, where we may be able to use binary principles, to create cognitive AI. Cognitive AI is mimicking the brain a little bit.
There are 86 billion neurons in our heads. We cannot simulate [those neurons]. We cannot now build, not IBM nor Nvidia; they cannot build 86 billion neurons and simulate them.
That's the only organ in our body that we cannot simulate. We can simulate a kidney, lungs and heart, but we cannot simulate that.
You use the term "guided autonomous AI." What does that mean for enterprises and businesses?
El Imad: There's a lot of talk about autonomous. Autonomous is a big word. A machine having full control of the situation or whatever assignment you've given it, that is still very dangerous.
Even in the workplace, humans, you know, are quite intelligent compared to these machines. They still have accountability. I mean, in a corporation, when you have everybody, including the CEO, even the board, they have a schedule of authority.
That's what accountability is. If we don’t have accountability on these models, we are creating digital tyranny.
I worry that we could end up being run by autonomous systems with no human oversight. These machines don’t have empathy or passion.
You say that this is the luckiest generation because of job opportunities created by AI. However, many still fear that the impact of job losses might outweigh the opportunities. Why do you think the reverse is true?
El Imad: Given a choice, would you think it’s so meaningful to work in accounts and sit there all day plugging in spreadsheets? Is that what we’re designed for? Is that what humans can offer? It’s horrible. We have so many horrible jobs now, and we accept it because this is how it is. It's boring, repetitive.
AI will take a lot of these jobs away from us. That leaves us with creativity. With each era, new jobs are created, and old jobs disappear.
The same thing with AI, we will see new jobs coming. These jobs will involve humans. That's one thing AI cannot beat us in: our humanity.
I've created a job in one of my articles called The Humanizer. Keeping the human itself is a job in itself. We need to keep our humanity. We need to revisit how we interact with each other in our workplace and with our customers.
How does that apply in business settings, especially when some would argue that most businesses value profit more than humanity?
El Imad: Businesses that are for-profit value profit. But if you want sustainable profits rather than short-term gains, you need to look after your employees. What better way to get these employees to perform than by creating a workplace culture that is compassionate, inclusive and respectful?
So, humans, we are weird. Profit is not always what we care about. Good companies grow when they understand that.
Companies that have programs to retrain for the age of AI and ensure that most employees have value to offer will be successful.
Editor’s note: This story was edited for clarity and conciseness.