It has seemed to me, for a very long time, that modern AI systems would need to be integrated with standard RDBMS systems for reliable persistant storage of raw information, some sort of no-sql database (memcache or some variant) for persistant storage of associations, some sort of document database for blocks of textual information, a SPARQL system for searching semantically-marked information within the document database, and a more old-fashioned back-propogation NN to provide a store of understanding that the user can directly manipulate.

Probabalistic classifiers are all fine and good, but only for a subset of the tasks needed. The above structure is a very loose, wildly-speculative initial framework. It's almost certain that if you actually tried building an integrated multi-model system, that you'd end up making a lot of changes to this basic idea, but that you'd end up having to implement the same core concepts that are identified in it.

The British government, in a desperate bid to increase profitability, has trademarked Alan Turing himself.

How is ChatGPT supposed to know the difference? Both involve hands and mouths, so clearly it's the same context. :P

From their careful selection of text, they WANTED it to mean something else so badly that they couldn't handle putting in the full text. It's a common blight on today's Internet, where people want other people's writings to mean something other than what was meant by the writer, so carefully select the words they read.

That's the entire point. Trying to solve other people's problems NEVER WORKS. You CANNOT control others into responsible behaviour, but you CAN place them in a position where they will choose to be responsible of their own accord. It is the ONLY way that works. It is the only way that has ever worked. If you look at computer programming, you will see this repeated over and over - well-meaning "hard rules" are ignored, STANDARDS are kept.

You must give them parameters and force them to find their own solution within those.

yes yes "i'm old and cranky"

So, "People With Disabilities Don't Exist" then?

My father was recently paralyzed by Guillain-Barré, so I'll let him know, thanks.

I don't care how much of an idiot you are, you're simply too stupid to respond to further. I don't want things to be as they were in my childhood. Back then, things were a mess. BECAUSE government tried either to micromanage everything or manage nothing at all. The idea of a third way, where governing is about just that, placing control mechanisms in place but not do the management, is obviously far beyond your pea-brain.

Oh god. If I spent enough time digging through my ancient Slashdot posts, somewhere back there there are posts of me going, "While I loved the strategy behind Falcon 9, I'm really not keen on this plan to make Starship out of huge carbon fibre tanks, that sounds like a really failure-prone solution..." I'm glad they only spent like a year on that idea before deciding it was dumb; somewhere back there there's also a bunch of posts of me cheering their switch to steel ;) . SpaceX still keep having random COPV problems (most of which they don't even make themselves). Not too encouraging for the notion of the cold gas thruster add-on to the Roadster, where the plan is to replace the back seat with COPVs, so you have a COPV right behind your head.

Electron has been getting by on CF, and honestly I'm impressed, but they've also been only working with very small launch vehicles thusfar. We'll see how neutron goes...

The problem is that you can ALWAYS get around rules. It isn't possible to make perfect rules for anything above a minimal level of complexity - that's just a variant of the Turing-Church Halting Problem.

So you are forced to invert the dynamics. There's no real alternative. Instead of you creating a high level of complexity that the departments will work their arses off to avoid, you force the departments themselves to create the regimens that they're prepared to live with. But you have to do so cleverly. They will always create regimens that mean they do the least work necessary (because that's cheap on resources and they will ALWAYS consider this sort of extra work to be an imposition) and have the least amount of culpability.

So you need to meet three conditions:
1. The department can't evade the bits they're actually able to do
2. The department CAN pass on work they're not equipt to do, but ONLY if it's their responsibility to oversee the department they pass it onto
3. The department IS inescapably culpable for failure to either do the work OR ensure that others do it

You do NOT need the frameworks for each department, and should not attempt to draw those up. Those will be departmentally-specific and timeframe-specific. Far, far better have people who actually know the specific context do that work. No department likes to look like it's being forced to do anything, so making the actual detailed specifics internal, you're utilising their psychology. They're not being "forced", they're defining their additional responsibilities and duties. From a psychological angle, they're much more likely to be receptive to this perspective.

But because the departments are all internally writing their own management protocols, YOU DON'T HAVE TO. You only need to have a framework which obliges them to write up what they will request. This is MUCH lighter and, because it is much lighter, it is far less prone to have failure points where generic ideas don't work for a specific type of work.

If we want to look at this in software terms, only an idiot would write an overly-restrictive langauge that imposes a strict model of thought regardless of the type of work. If you want to provide a high level of confidence in correctness, you don't try to impose it through a myriad of complex hurdles and rigorously controlled APIs. You achieve it by incorporating contracts (function X is guaranteed to take in data meeting these requirements, and is guaranteed to deliver data meeting these other requirements). Contract programming is much, much lighter on the development process, doesn't impose on the programmer, and yet creates a very high level of assurance. Mostly because programmers aren't working to try and cheat with irritating APIs.

In Linux terms, you want a lightweight virtual layer handling filesystems in general, the filesystem policies should be handled by the filesystem not the main kernel. You want the main kernel to be doing as little of the work as possible. As soon as it is heavy and micromanaging everything, you're going to end up with something slow and unstable, that really can't do a whole lot.

You want to push the complexity to the edges, that's where complexity belongs. The bit that changes slowly, can't handle special cases, has least visibility into what is needed, and is really a very blunt instrument wants to be lightweight. One reason for having things like Common Law and Case Law is precisely because the legal system figured all this out centuries ago.

I disagree. It actually needs less regulation.

The siloing of knowledge and duties is why it was always somebody else's problem. So you simply take out all the regulations that obligate siloing and replace all of that kerfufle with a single rule: "If it's on your plate and nobody else has published that they've done the work so far, it's your responsibility, silos be damned, and failure leaves you liable".

That's it.

That's all we need. A removal of siloed thinking and a duty to complete all of the scheduled work regardless of whose toes it tramples.

That would have solved the problem. But, because departments never like to give up powers they obtain, a side-effect would be that departments would be proactive. They wouldn't walk down piers, looking for strange things. Rather, if they heard of strange things that are their department, if they don't want to be shamed, then they need to ask the company for more information. Because then it's on their plate and not that of a rival department.

The other benefit of using this approach is that it isn't about the special cases, it's about the general problem that underlies all of the special cases of this sort: nobody takes responsibility until it's already a disaster.

If a department is liable for pretending the problems aren't there, then the department wil CYA. If the only way to do so is to do all the outstanding work, regardless of title, then that work will get done. If the only way to get it done right IS to give it to the right department, and they're on the hook until that has happened, you're damned right it'll happen.

I've worked in the public sector, I've seen the paranoia and closed-mindedness first-hand. That's not going to go away. So you solve the issue by exploiting those traits, since you can't eliminate them.

Don't get me wrong, there's a lot to say about printing small rocket parts, such as for the engines. But they were printing basically sheet metal cylinders, which is such an immensely slow and inefficient way to go about it, and it left them with parts that were heavier and less aerodynamic (rougher surface). Crazy that idea ever got any funding.

The one seen over Moscow might have been, with a bit more thrust...

"SapceX has got to be a huge scam too" - SpaceX launches the vast majority of the world's commercial cargo to orbit. The Falcon 9 FT has the highest success rate of any rocket with a statistically significant number of launches under its belt, and is dirt cheap. SpaceX's core operations are roughly breakeven, but that's including subsidizing the development of Starship. Starlink is a money printer.

There are lots of things sketchy about the SpaceX IPO, to say the least, but SpaceX, as a company, has been extremely successful with rocketry.

Ah, I see what you mean, now. Yeah. I do my best to make lore make sense, but that's one I can't fix.