! !

Page ! of !1 25

Envisioning Futures: The future of work Prepared by: Maddie Cartmer (98132703), Matt Byers (11996853), Lana Hodgkinson (98128248), Juliette Kidston-Lattari (98104324), Delayne S-r,

7 June 2018

! !

Table of contents

Table of contents 2Rationale 3

Overview 3Horizon Scanning 3References that informed our thinking: 4Causal layered analysis 4Alternative futures diagram 5Backcasting 6

Design 6Response 7Appendix 8

Appendix A: Plan for Showcase 8Appendix B: Script for Job Interview 9Appendix C: Outline for Online Quiz 12Appendix D: Introductory Video 16Appendix E: Video Transcript 16Appendix F: Loose leaf designs 17Appendix G: Online Quiz with Participant’s Results 19Appendix H: Video of experience 24

References 25

Page ! of !2 25

! !

Rationale

Overview We began with the beautiful question, "In an increasingly digitised world, how will our experience with touch, tactility and tangibility change?”, stimulating thoughts about emerging technologies in virtual and augmented reality, and the integration of sensorial simulation. This thinking led us to questions such as “if only one person feels a raindrop, did it ever fall?”, exploring ideas of reality, non-reality, and the significance of being able to distinguish between the two. From our research and discussion we identified key trends surrounding these issues and generated a causal layered analysis (See Figure 1). We defined the dominant trend as a pro-technology sentiment rooted in ideas of perpetual growth and advancement of human utility and capabilities. We identified the counter-trend as a pro-human, more traditional sentiment that resists technological change, concerned with the social impact of technology.

We took these trends as the axes for a quadrant diagram, creating 4 alternate future visions (See Figure 2), isolating the future that evolved with a strong pro-tech trend and a strong pro-human counter trend. We then backcast events leading up to the year 2060, the setting of our final experience. With this future vision in mind, we were able to finalise our beautiful questions as; “What competitive advantage will humans have in 2060?”. The notion of ‘competitive advantage’ is a continuation of the dominant trend of human advancement and productivity, while the concern for the human impact of this advancement reflects the counter trend. This is a question we couldn’t answer ourselves and weren’t necessarily seeking an answer to. Rather, we wished to challenge archetypal responses and the question itself, “why would humans need to have a competitive advantage? Could we be fulfilled by work that is not productive?”.

Horizon Scanning Ageing population At the time of the 2016 census the proportion of older people over the age of 65 was at 16% due to higher standards in healthcare reducing death rates, and birth rates falling below a safe replacement rate (ABS 2016). In isolation, this can appear to be one of the major threats to national and global economies, with a smaller working age populace supporting a larger non-working age populace. However, Acemoglu and Restrepo conclude that there is no evidence to suggest a negative correlation between an ageing population and growth of GDP per capita (Acemoglu & Restrepo 2018). Molina on the other hand utilises a model based on the assumption that automation and labour are perfect substitutes in the economy (Molina 2017).

Future of trustAccording to the Edelman trust barometer the fear of job loss due to globalisation and automation, the Great Recession, the effects of global migration, and the loss of facts and objective truth have pushed the Western world into ‘post-trust’ phase (Edelman 2018). Most recently, organisations and authority figures have lost society’s trust due to the prevalence of fake

Page ! of !3 25

! !

news and the recent series of ‘trust fails’ (Dodge 2017). This is of great concern because it is well-documented that a lack of trust in institutions can stagnate economic growth (Yeates 2016).

Australia lagging behind in automation According to Evlin & O'Neill (2017) Australian companies currently invest less in robotics than their offshore competitors which is depressing the nation’s productivity. Current projections suggest that if Australian companies accelerated automation benefits could include: (1) a decrease in workplace injuries (Johnston 2017); (2) a rise in wages for workers who are redeployed to non-automatable tasks; (3) an increase in job satisfaction for low-skill workers; (4) increased global competitiveness for local industries (Evlin & O'Neill 2017); (5) company time savings; (6) boosts in productivity; and (7) significant increases in productivity and economic growth (Marin-Guzman & Bailey 2017).

References that informed our thinking:Creative art: Westworld, Blade Runner Like any good exploration of the future we were inspired by some of our favourites from science fiction literature. This genre stems from a fear of the unknown and through the immersive nature of storytelling is able to evoke that same fear in those who experience it. We were particularly intrigued by the humanoid and the issues that arise when they become indiscernible from humans.

Novel: Origin by Dan BrownWe were heavily inspired by Dan Brown’s idea that humans and machines have already started to fuse together to create a single hybrid species. He suggests that within 50 years technology will become incorporated into human bodies to such an extent what we will no longer be able to classify ourselves as ‘homo sapiens’.

Causal layered analysis Fig. 1: Causal layered analysis: We identified the mainstream litany surrounding technological advancements such as AI, data analysis and automation.

Dominant trend: Technological advancement is inevitable

Counter-trend: What’s the human impact?

Litany

“Don’t fear the unknown”

“We can’t stop these changes”

“It’s natural for human beings to be curious and push the boundaries”

“Can’t stop companies pursuing competitive advantage”

“Why are we trying to deny our humanity”

“Technology is not the panacea, it’s the cause”

“These changes don’t consider the human impact, we’re only an afterthought”

“Technology is amoral”

Page ! of !4 25

! !

Alternative futures diagram

Fig. 2: Alternative futures diagram: We identified the four alternative versions of our future problem space which are influenced by current rates of technological advancement and future levels of social involvement

Social CausesGlobalisation, neoliberalism, wealth inequality, producer sovereignty, political disillusionment, disintegration of unions

Climate change, environmental degradation, waste, unethical labour & slavery

WorldviewsAtheism, neoliberalism, productivity, modernism, growth-based economics

Tribalism, minimalism, veganism, nationalism, people before productivity

Myths/MetaphorsEvolution, enlightenment, man / nature dichotomy, humans as master of own fates

We’re only human, looking to the past for meaning, technology is alienating people from each-other and themselves

Dominant trend: Technological advancement is inevitable

Counter-trend: What’s the human impact?

Page ! of !5 25

Rapid Technological Advancement

High ‘Humanism’ and Social Involvement

Low‘Humanism’ and Social Ambivalence

Technological Stagnation

Rapid automation + public backlash

Labour government is voted in and a human quota is introduced

Mistrust of AI’s with complex decision making power and human interaction

Companies create emotionally sensitive AI’s

Ethics and morality plugins developed

Mandatory AI transparency laws

Business world highly AI dense, entertainment and leisure world human focused

Rapid automation of blue-collar and white collar jobs

Leisure utopia - UBI introduced

Unions / left wing politics sidelined

Human interaction becomes a rarity, more services begin being delivered by AIs

Body modifications and AI integrations are tested and developed

Physical social interactions are supplemented by virtual and mixed-reality based interaction

Robots / AI’s become part of people social circles

Automation and AI displaces jobs extremely rapidly

GFC2 hits, compounded by lack of jobs, leading to global depression

Countries look inwards as global markets decline

Increasing protectionism supports industries that would have otherwise seen large automation rates

Social resentment of growth-driven technological advancement grows

Tech companies stocks begin to dip, indicating movement away from tech-sector growth

AI integrated drone warfare grows / drone ‘malfunctions’ and shoots down passenger plane

Worldwide backlash, questions asked about need for automation

Worker displacement gets worldwide attention

Big tech company releases personal Ai assistant, timing is wrong, people boycott it

% automation product packaging introduced

Focus on training highly-skilled workers to future-proof against AI automation

! !

Backcasting • With an ageing population artificially intelligent robots are created to help take care of the

elderly

• With the West’s decreasing trust in government institutions artificially intelligent robots are employed to replace current members of the government. They are tasked with creating evidence-based policy

• Human-only unions start to push the quota for artificially intelligent robots in the workplace, mandating the minimum number of robot hires

• Because Australia is lagging behind in automation we start to cut the human quota to maintain productivity and competitive advantage

• AI is given a mandatory ethics plug-in

• A diversity quota mandating the minimum number of human hires is created

Design Based on our beautiful question, we focused on how breakthroughs in AI might impact job security in the future. We created a future scenario where both technological sophistication and humanism are highly valued. Taking place in 2060, AI lead tech company Oracle Analytica is recruiting humans to meet a government enforced 'diversity' mandate.

Participants were first asked to complete a survey to determine whether they were suitable to join the human workforce at Oracle Analytica. The survey called into question participants’ basic physical and emotional needs as human beings, insinuating that these were burdens to success. In this climate, it was almost impossible for humans to qualify for a position. After being disqualified, participants were directed to other companies more suited to their “human skill level”, such as the ‘Bird Watchers Association’ or the ‘Ditch Diggers Group’ (see Appendix F, Figure 3). Other participants were invited to proceed to the interview process, conducted by two artificial intelligent humanoids.

Through an immersive storytelling experience, the interview aimed to make participants question their value (and fallibility) as a human. Through a heavily directed line of questioning, participants were made to feel incapable and undervalued. We explored how workplace values of efficiency, productivity and mitigating chance in a complex AI dominated environment would diminish human value. The AI dominant workforce represented the current trend towards efficiency for the sake of economic growth and 'progress'. The human quota being introduced represented the counter trend to protect human agency. Our scenario aimed to highlight the paradox between human fallibility, complexity and technological efficiency.

Page ! of !6 25

! !

Response The structure of our experience was to write questions for which we would predict the answers and plan pre-written responses (See Appendix A & B). We were unsure how successful this method would be, as we had limited time to crowd-source responses beforehand and there was an inevitability that people would have unexpected answers. Despite this, almost every participant responded the way we expected with common understandings and opinions. This was especially true for our question “what are your uniquely human traits that make you valuable” - almost all respondents said creativity, emotional intelligence, or tried to break the mould and say things like unpredictability, distractibility, and self-determination (See appendix H for video of experience). By challenging the common assumption that these traits would remain uniquely human, we forced participants to really consider what it might feel like to exist alongside AI’s with equal or greater capacities.

Our online quiz was also designed to generate a similar response (see Appendix C). It focused more on taken-for-granted human needs like food, light, and sleep, and recast them as inefficiencies to be mitigated. It was evident in the ‘physical compatibility’ section of the quiz that participants answered quite unrealistically. For example, 47% of respondents indicated that they would work between 41-100 hours and 18% of respondents indicated they only needed enough space to fit their body and desk to work. Although it is unclear why the respondents answered in this manner, one plausible reason is that the quiz may have pressured them to push the limits of their physical and cognitive abilities in order to fairly compete with their AI counterparts.

In examining our participant’s responses, we felt that we were successful in getting people to think deeply about our beautiful question. These responses included:

“This makes it seem like it’s impossible to compete [with an AI]”

“It makes me perceive AI as not a companion but as a competitor”

“[The experience] makes you wonder what makes you human when everything that makes you human can be programmed”

These are exactly the responses we wanted to garner,

“It’s interesting to feel the pressure to be like, and conform to, an AI”

“I felt like there was pressure on me to up my numbers. I feel like I needed to pick higher brackets”

“I’m not as good as a computer, I need all this stuff” (Nick Hazel)

Page ! of !7 25

! !

Appendix

Appendix A: Plan for Showcase To do for the Envisioning Futures showcase (As of 25/05/18):

• Create storyboard & script - Matt

• Characters - HR manager, Sherlockian AI

• Tests - Gullibility test, joke, lifestyle test

• Design ‘company’ slogan/logo and print out banners/business cards etc- Delayne

• Organise company ‘freebies’ for our display- Jules

• Create ‘compare yourself to an AI’ quiz- Jules

• Create company video to play in the background- Maddie & Lana

Plan for Envisioning Futures showcase (As of 29/05/18)

General necessities

• Storyboard & script (Matt to organise)

• 2 characters (Matt and Maddie)

• Bird watchers and hole diggers cards (Delayne to make)

• 1 pager with world context (Delayne to make)

Outfit

• Corporate style uniforms- White tops and black bottoms

• Business cards for AI’s (Delayne to organise)

• Name tags (Jules to organise)

Outside the room

• Screen playing video (Maddie and Lana to organise)

• IPads and laptops with ‘compare yourself to an AI’ quiz (Jules to organise)

• Banner with company slogan (Delayne to organise)

Inside the room

• Projector projecting company logo (Delayne to make logo)

Page ! of !8 25

! !

• Table with 2 chairs (for the interviewers) on one side and 5 on the other (for the interviewees)

• Origami paper (Ask Max to donate some paper and make us a piece of origami)

Appendix B: Script for Job Interview Characters:

• Human-loving AI HR manager: Patronisingly supportive, treats human like a child. As ‘Human relations’ manager, they’ve had an empathy plugin, but it’s a working progress and they’ve basically ended up like an eastern suburbs mum who’s trying to be PC but ends up being obliviously insensitive.

• AI Interviewer head of intelligence & efficiency: Cold, arrogant, impatient, dismissive, resents having to hire humans. Doesn’t have any human interaction plugin, their job is strictly to perform tasks and do them as efficiently as possible. The idea of hiring humans really grinds their gears, they just can’t wrap their processor around it.

Scene: at a long table at a job interview for __company__ in the future (what is the company / what do they do?) Participant/s plays the role of interviewee, with two company reps seated opposite, with ipads (or clipboards). The participant/s walk in and are greeted by the HR manager who sets the context. HR manager: “Hi everyone, please come in. Thanks for all your applications, they made for some interesting reading! As you know you’re all here at Oracle Analytica as part of an interview / a group interview for a role in the ‘new products team’. Before we go any further I’d just like to address a few things. Firstly, in accordance with the (Mandatory AI transparency) act, we do have to tell you that, we are both humanoid AI’s, so not ‘human’ in the traditional sense of the word, but we ask that you please just respect us as sentient beings. I of course being our newly appointed ‘human resources’ manager, have an empathy plugin, which is why I’m so fun, conversational, and down to earth, haha...

Secondly, I’m sure you’re all aware of the government’s recent introduction of the ‘human quota’, which of course is an attempt to increase the representation of humans in our workforce who are finding it a little hard to keep up with humanoid AI’s. Now on this, I know some people are going around calling this a ‘glorified diversity hire’ and silly things like that, but I want you to know that we don’t think about it that way, we really think you guys can give this job a real crack and bring a uniquely human perspective for us…”

AI Interviewer: “...having said that, we do have certain standards of efficiency that we have to maintain, don’t expect us to drop our standards just because of your tiny inferior brains. Frankly the idea of a human quota makes no logical sense to me. China and our other major competitors have set their human quota to less than half of ours. The idea of having you take on responsibilities would hurt me if I had the capacity to feel pain. But I don’t. Pain is a useless function.”

Page ! of !9 25

! !

HR manager: [pause] “...Wow, ok…‘TMI’ am I right guys? (laughs painfully) Well, on that, this seems like a perfect time to get into the interview…”

First set piece: Resumes

HR manager: “First, lets go through your / everybody’s resumes. Participant 1, you said you studied a Bachelor of Creative Intelligence and Innovation...Wow! What a cool bunch of words, can you tell us what skills you actually learnt from that degree though…”

“...(or) your resume says you have experience with innovation, can you tell us what skills you have in this area?”

Typical answers / potential responses:

• Transdisciplinarity - that’s great, most of our AI’s are experts in hundreds of fields...would you be happy to work as an assistant for one? Maybe grab the virtual coffee runs

• Complexity theory - ooh you mightn’t have heard, but “complexity” isn’t really a term we use here, we prefer the term “AI simple”

• Problem solving -

• Futures thinking - that’s nice, but our AI’s can usually give us predictions that are more accurate than human hypotheses by a magnitude of thousands, leave this one to the big boys

• Team leadership skills - we’re afraid all our leadership positions are mandatorily filled by AI’s - company policy - did they teach you how to be just a plain old team member?

• Reframing problem

• Pitch skills -

• Creative methods - you spoke about creative methods - how much time would it take you to run a crazy 8’s method for example? Oh, a minute or so…(shakes head and mutters)

• Lean startup

• Systems thinking -

• Human centred design: Actually we prefer the term ‘sentient being centred design’ - calling it human centred design is basically like saying that AI’s like us are worthless beings so - all good! We all make mistakes...

“Participant 2, it says here you played sport all through your university years. What was the point of tha.. I mean, what did you learn from that?”

• Teamwork -

• Discipline

• Time management

Page ! of !10 25

! !

Second set piece: Physical requirementsAI Interviewer: “I think it’s more worthwhile if we focus on a simpler task. Why don’t we try physical requirements. Answer the following questions truthfully please:

HR manager: “Don’t worry guys there are no wrong answers!”

AI Interviewer: “We’ll see…”

• Approximately how many hours a week are you prepared to work?

• How much light do you need to work?

• How much space do you need to work?

• Do you require lunch breaks, toilets breaks, or other inefficiencies?

• What is your typing speed?

• How much verbal praise do you require to maintain high productivity?

• Do you require social interaction with your colleagues?

(shakes head and takes notes throughout, crossing names off)

Third set piece: what uniquely human traits do you have that make you valuable?HR manager: “Lets move away from the physical requirements maybe, I mean they’re fallible organic beings ok, I don’t think it’s fair to expect them not to have to cry themselves to sleep and have 8 toilet breaks a day...Hey guys don’t worry, we understand - it’s totally normal and everyone does it...well, again, we don’t, but that’s different...Anyway, let's get back to what makes you guys unique. As humans you’ve all got some wicked abnormaliti…I mean, capabilities! Uh, why don’t you tell us about those then; what are the uniquely human traits you have that make you valuable?”

• Creativity - creativity yes I love that! So human! So unique! Haha, well that is of course until we figured out the neuroscience behind creativity and invented the ‘unpredictable thought algorithm’ haha. But look, I’ll write it down anyway…”creativity”…nice!

• Empathy / emotional intelligence - I find it interesting that you think empathy and emotional intelligence is a uniquely ‘human’ trait, I mean are you saying I’m emotionless? My emotions plugin was derived from decades of neurological research and facial recognition analysis. As a matter of fact we’ve got cameras trained on all of you right now tracking your emotional state as we speak!” Now that’s emotional intelligence am I right!” (AI efficiency head hands someone a stress ball)

• Personality -

• Humour -

Page ! of !11 25

! !

• Free will / unpredictability - “Yeah look free will is great for art, and expression, and turning up late for work, but it’s not all that good when it comes to working 3 days straight without complaining, so let’s put that in the

• Human perspective, knows what humans want - “That’s actually a good idea we’d love to pick your brains to get some more data on the inner working of human consciousness. We’ve got a cool little program where we sit you in a room and you get to play with play-doh all day while we track your brain waves. If you’re interested in that there’s a door down the hall marked ‘test subjects’, just head in there after the interview”.

Fourth set piece: origami makingAI Interviewer: “Ok, back to the simple stuff. I’m going to give you all a piece of paper. You each have 30 seconds to create a unique or interesting shape. Your time starts now”

(participants make something) “...ok times up, what have you managed to achieve. (improvise this) wow a plane, how original, does it fly? Hmm, yeah not very well. What’s that? Mm nice try...Look here's something I prepared earlier. As in 10 seconds ago. As in 10 seconds after I downloaded a 'how to make origami' plugin. Remotely. From this desk.”

Final set piece: you’re fired! (not hired)

HR manager: “Well look - I think we’ve all had a really great time today, what do you guys think? Yeah! I’ve had fun! But look it’s a really long process going through our human applicants and from what we’ve seen today, you’re all probably looking at a 50% chance of ending up on our pre-approval candidacy list…”

AI Interviewer: “Basically it’s a no. Don’t expect a call”

HR manager: “But yeah, we can hope can’t we! You guys do the hope thing best of all, that’s for sure. Anyway look, it’s not the end of the world, as you know you’re all humans so you’re all eligible for the Universal Basic Income…”

AI Interviewer: “Emphasis on ‘Basic’...”

HR manager: “...so yeah, in the meantime why don’t you check out these guys, they might be more up your alley. (hands business cards for the birdwatchers association and ditch diggers association)

Just something to think to yourself about as you leave, what competitive advantage do humans really have in this world?

Appendix C: Outline for Online Quiz Landing page (with company logo)

Page ! of !12 25

! !

Interested in working for Oracle Analytica?

Hello human. Thank you for your interest in working for Oracle Analytica. In accordance with the current government’s most recent attempts to increase the representation of humans in our workforce we have increased our human quota to 49%. This is great news for you! Please be aware that opportunities for employment remain quite limited, however. In order for us to assess your eligibility for Oracle Analytica accurately we require you to answer each question as honestly as possible. We wish you luck…

Physical compatibility- “Here we will determine how physically capable you are of working for Oracle Analytica.”

Question 1: Approximately how many hours a week are you prepared to work?

• 0-20 (1 point)

• 21-40 (1 point)

• 41-60 (2 points)

• 61-80 (2 points)

• 81-100 (2 points)

• 101-120 (2 points)

• 121-140 (2 points)

• 141-160 (2 points)

• 161-168 (Current AI protocol) (3 points)

How much light do you need to work? (pictures to go with each option)

• Bright lighting (1 point)

• Standard lighting (1 point)

• Low lighting (2 points)

• I don’t require lighting (Current AI protocol) (3 points)

Do you require facilities to work effectively? (Facilities include toilets, fresh water, food, fresh air etc)

• No (Current AI protocol) (3 points)

• Sometimes (2 points)

• Yes (1 point)

Page ! of !13 25

! !

How much space do you need to work? (pictures to go with each option)

• Just enough to fit in my body and desk (Current AI protocol) (3 points)

• Enough space to fit my desk and a few other accessories (2 points)

• A small cubicle (2 points)

• A standard cubicle (1 point)

• A standard office (1 point)

• A large office (1 point)

How many breaks do you require a day? (this includes bathroom breaks) (Scale with numbers as skulls)

Work ethic- “Here we will determine if your work ethic is suited for Oracle Analytica.”

What is your typing speed? (words per min)

• 1-35 (1 point)

• 36-70 (1 point)

• 71-105 (1 point)

• 106-140 (2 points)

• 141-175 (2 points)

• 176-205 (2 points)

• 206-240 (Current AI protocol) (3 points)

What is your approach to problem solving?

• I identify and analyse the problem, develop and test a set of hypothesis, test a number of potential solutions, and implement the most successful solution (2 points)

• I try to get a high-level view of the problem before creating and implementing a solution that seems most appropriate (1 point)

• I consult experts in the field and create and implement a decision based on their advice (1 point)

• I generate thousands of possible solutions and pick the one that is most appropriate to the problem at hand (Current AI protocol) (3 points)

Page ! of !14 25

! !

How much verbal praise do you require to maintain high productivity?

• I require regular feedback and praise from my employers to know that I am doing a good job (1 point)

• I like to occasionally receive praise on my work (2 points)

• I do not require praise. It wastes time and distracts me from my work (Current AI protocol) (3 points)

Human, you're almost done! How are you feeling? Please try and concentrate for a few more minutes-you can do it! (Scale with thumbs up representing numbers 1-5)

Scenarios- “Here we will determine how you perform under pressure. This will help us determine if you are suited for work at Oracle Analytica.”

Scenario 1: You get a call from a client claiming they didn’t receive the invoice you sent to them yesterday. What do you do?

• I apologise for the mistake and tell the client that I will resend the invoice immediately (knowing that I am wasting Oracle Analytica's valuable resources by doing so) (3 points)

• I ask the client to re-check their inbox for the invoice, it is likely that the mistake occurred on their end (2 points)

• Knowing that I successfully sent the invoice I dismiss the client's claims and return to work (1 point)

Scenario 2: You come to the realisation that your employer is failing to deliver the full value and quality on the products/services paid for by your clients. What do you do?

• I loudly accuse my employer of taking advantage of their clients and threaten to report them if they don’t fix it (1 point)

• I discreetly mention it to my employer. It is likely that they don’t even realise that this is happening (2 points)

• I do nothing. It is not my place to challenge the authority of my employer (3 points)

Scenario 3: You are working when a fire breaks out in your office. How do you respond?

• I ensure that my colleagues exit the office before evacuating myself (1 point)

• I exit the building immediately. I know that my colleagues can take care of themselves (2 points)

Page ! of !15 25

! !

• I exit the building, ensuring that I have salvaged as much company property as possible. It would be a shame to lose these valuable assets (3 points)

So... how difficult did you find the entrance assessment? (Scale from 1-10)

Possible results

• Congratulations! You are perfectly suited to working for Oracle Analytica. When can you start? (33 points received)

• Well done for trying! Your score has qualified you for Oracle Analytica's pre-approval candidate list. You should expect to hear from us in 6-9 months. (If 22-32 points received)

• Unfortunately your score has disqualified you from working for Oracle Analytica. Thank for trying. Please do not apply again. (If 21 points and lower received)

Appendix D: Introductory VideoLink (Oracle Analytica.mov): https://drive.google.com/open?id=1zR9IT1TrYdTdDWOS5EEYYXhHtRfV1lR4

Appendix E: Video TranscriptThe year is 2060 and the world has become a nanny state governed by Ai. Humans - emotional, imprecise, gullible and fallible – can no longer be trusted to make decisions in an increasingly complex world. in this state, it has been mandated for ethical reasons that each organisation must have a human employee percentage of at least 49%. This decision comes after, in 2025, it was mandated that every organisation had to have at least 7% Ai for the sake of efficiency and economic growth. Tech, Ai and robotics manufacturing sectors experience major booms after this mandate. These industries become dominated by Ai entities.

The decision to enforce the human employee quota in these sectors has been met with frustration and resignation from the Ai community, who see the humans as slow, inefficient and unable to make the complex connections needed for creative outcomes.

Today, Oracle Analytica is conducting a group human hiring session for the new human product development team.

Page ! of !16 25

! !

Appendix F: Loose leaf designs

Page ! of !17 25

!"#$%&'" !"#$%&'"

%() *)+, -. /010 +23 4() 56,73 (+. 8)96:) + 2+22* .4+4) ;6<),2)3 8* "-= >?:+2. @ ):64-62+7A -:B,)9-.)A ;?77-87) +23 C+77-87) – 9+2 26 762;), 8) 4,?.4)3 46 :+D) 3)9-.-62. -2 +2 -29,)+.-2;7* 96:B7)E 56,73= -2 4(-. .4+4)A -4 (+. 8))2 :+23+4)3 C6, )4(-9+7 ,)+.62. 4(+4 )+9( 6,;+2-.+4-62 :?.4 (+<) + (?:+2 ):B76*)) B),9)24+;) 6C +4 7)+.4 FGH=

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

%63+*A M,+97) "2+7*4-9+ -. 9623?94-2; + ;,6?B (?:+2 (-,-2; .)..-62 C6, 4() 2)5 (?:+2 B,63?94 3)<)76B:)24 4)+:=

%() *)+, -. /010 +23 4() 56,73 (+. 8)96:) + 2+22* .4+4) ;6<),2)3 8* "-= >?:+2. @ ):64-62+7A -:B,)9-.)A ;?77-87) +23 C+77-87) – 9+2 26 762;), 8) 4,?.4)3 46 :+D) 3)9-.-62. -2 +2 -29,)+.-2;7* 96:B7)E 56,73= -2 4(-. .4+4)A -4 (+. 8))2 :+23+4)3 C6, )4(-9+7 ,)+.62. 4(+4 )+9( 6,;+2-.+4-62 :?.4 (+<) + (?:+2 ):B76*)) B),9)24+;) 6C +4 7)+.4 FGH=

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

%63+*A M,+97) "2+7*4-9+ -. 9623?94-2; + ;,6?B (?:+2 (-,-2; .)..-62 C6, 4() 2)5 (?:+2 B,63?94 3)<)76B:)24 4)+:=

Fig. 3: Oracle Analytica page description: Participants would receive this document to give them information on the world in which Oracle Analytica is operating

! !

Page ! of !18 25

Fig. 4: Alternative employment cards: Participants would receive these cards if they failed the online quiz or interview

Fig. 5: Name tags: Our team members wore these name tags to mark ourselves as ‘AI’

! !

Appendix G: Online Quiz with Participant’s Results

�

Page ! of !19 25

! !

!

Page ! of !20 25

! !

!

Page ! of !21 25

! !

!

Page ! of !22 25

! !

!

Page ! of !23 25

! !

Appendix H: Video of experienceVideo link: (OA Showcase.mov): https://drive.google.com/open?id=1zR9IT1TrYdTdDWOS5EEYYXhHtRfV1lR4

Page ! of !24 25

! !

References ABS 2016, Ageing Population, Australian Bureau of Statistics, <http://www.abs.gov.au/ausstats/

abs@.nsf/Lookup/by Subject/2071.0~2016~Main Features~Ageing Population~14%3E. Acemoglu, D. & Restrepo, P. 2018, 'Artificial Intelligence, Automation and Work', Eonomics of

Artificial Intelligence pp. 1-42. Bishop, B. 2017, 'Americans have lost faith in institutions. That's not because of Trump or 'fake

news.'', The Washington Post, <https://www.washingtonpost.com/posteverything/wp/2017/03/03/americans-have-lost-faith-in-institutions-thats-not-because-of-trump-or-fake-news/?noredirect=on&utm_term=.a638d15fee71>.

Brown, D. 2017, Origin, Transworld Publishers. Dodge, B. 2017, 'Dealing With Declining Trust Among Consumers', Forbes, <https://

www.forbes.com/sites/forbesagencycouncil/2017/04/11/dealing-with-declining-trust-among-consumers/#44ea3d08f880>.

Edelman 2018, 2018 Edelman Trust Barometer. Evlin, L. & O'Neill, M. 2017, 'Australia must embrace AI revolution with automation set to affect

every job, report says', ABC News <http://www.abc.net.au/news/2017-08-08/australia-must-embrace-ai-revolution-alphabeta-report/8774044>.

Grossman, L. 2011, '2045: The Year Man Becomes Immortal', Time, <http://content.time.com/time/magazine/article/0,9171,2048299-1,00.html>.

Marin-Guzman, D. & Bailey, M. 2017, 'Automation could add $2.2 trillion to Australian economy by 2030', The Australian Financial Review <https://www.afr.com/news/economy/automation-could-add-22-trillion-to-australian-economy-by-2030-20170808-gxrks6>.

Molina, A.R. 2017, 'Automation, Population Aging, and Growth', Lund University. Shahiduzzaman, S., Kowalkiewicz, M. & Barrett, R. 2018, 'Why it's unlikely the benefits of job

automation will be shared equally', The Conversation, <http://www.abc.net.au/news/2018-02-05/the-benefits-of-job-automation-wont-be-shared-equally/9391404>.

Smith, P. 2018, 'Google flags $1.2trn automation boost to Australian economy', The Australian Financial Review, <http://www.afr.com/technology/technology-companies/google/google-flags-12trn-automation-boost-to-australian-economy-20180220-h0wdq5>.

Yeates, C. 2016, 'How a loss of trust hurts the economy', Sydney Morning Herald, <https://www.smh.com.au/business/banking-and-finance/how-a-loss-of-trust-hurts-the-economy-20160613-gphkui.html>.

Page ! of !25 25