The peculiar thing about this historical moment is that we’re afraid of two contradictory futures at once. On the one hand, we’re told that robots are coming for our jobs and that their superior productivity will transform industry after industry. If that happens, economic growth will soar and society as a whole will be vastly richer than it is today. But at the same time, we’re told that we’re in an era of secular stagnation, stuck with an economy that’s doomed to slow growth and stagnant wages. In this world, we need to worry about how we’re going to support an aging population and pay for rising health costs, because we’re not going to be much richer in the future than we are today. Both of these futures are possible. But they can’t both come true. Fretting about both the rise of the robots and about secular stagnation doesn’t make any sense. Yet that’s precisely what many intelligent people are doing.
Jump up ^ John Reid Blackwell (October 18, 2011). “Snagajob snags top place to work award – Richmond Times Dispatch: Metro-Richmond’s Latest Business & Economic News”. .timesdispatch.com. Retrieved June 4, 2013.
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In the tony northern suburbs of New York City, IBM Research is pushing super-smart computing into the realms of such professions as medicine, finance, and customer service. IBM’s efforts have resulted in Watson, a computer system best known for beating human champions on the game show Jeopardy! in 2011. That version of Watson now sits in a corner of a large data center at the research facility in Yorktown Heights, marked with a glowing plaque commemorating its glory days. Meanwhile, researchers there are already testing new generations of Watson in medicine, where the technology could help physicians diagnose diseases like cancer, evaluate patients, and prescribe treatments.
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In 2011, Snagajob was named the best small business to work for by the Great Place to Work Institute. Virginia Governor Bob McDonnell visited Snagajob headquarters the day of the announcement to offer his congratulations.
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None of this is to say that automation and AI aren’t having an important impact on the economy. But that impact is far more nuanced and limited than the doomsday forecasts suggest. A rigorous study of the impact of robots in manufacturing, agriculture, and utilities across 17 countries, for instance, found that robots did reduce the hours of lower-skilled workers—but they didn’t decrease the total hours worked by humans, and they actually boosted wages. In other words, automation may affect the kind of work humans do, but at the moment, it’s hard to see that it’s leading to a world without work. McAfee, in fact, says of his earlier public statements, “If I had to do it over again, I would put more emphasis on the way technology leads to structural changes in the economy, and less on jobs, jobs, jobs. The central phenomenon is not net job loss. It’s the shift in the kinds of jobs that are available.”
That robots, automation, and software can replace people might seem obvious to anyone who’s worked in automotive manufacturing or as a travel agent. But Brynjolfsson and McAfee’s claim is more troubling and controversial. They believe that rapid technological change has been destroying jobs faster than it is creating them, contributing to the stagnation of median income and the growth of inequality in the United States. And, they suspect, something similar is happening in other technologically advanced countries.
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Nevertheless, automation will indeed destroy many current jobs in the coming decades. As McAfee says, “When it comes to things like AI, machine learning, and self-driving cars and trucks, it’s still early. Their real impact won’t be felt for years yet.” What’s not obvious, though, is whether the impact of these innovations on the job market will be much bigger than the massive impact of technological improvements in the past. The outsourcing of work to machines is not, after all, new—it’s the dominant motif of the past 200 years of economic history, from the cotton gin to the washing machine to the car. Over and over again, as vast numbers of jobs have been destroyed, others have been created. And over and over, we’ve been terrible at envisioning what kinds of new jobs people would end up doing.
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Still, Katz doesn’t dismiss the notion that there is something different about today’s digital technologies—something that could affect an even broader range of work. The question, he says, is whether economic history will serve as a useful guide. Will the job disruptions caused by technology be temporary as the workforce adapts, or will we see a science-fiction scenario in which automated processes and robots with superhuman skills take over a broad swath of human tasks? Though Katz expects the historical pattern to hold, it is “genuinely a question,” he says. “If technology disrupts enough, who knows what will happen?”
It is this onslaught of digital processes, says Arthur, that primarily explains how productivity has grown without a significant increase in human labor. And, he says, “digital versions of human intelligence” are increasingly replacing even those jobs once thought to require people. “It will change every profession in ways we have barely seen yet,” he warns.
Of course, if automation is happening much faster today than it did in the past, then historical statistics about simple machines like the ATM would be of limited use in predicting the future. Ray Kurzweil’s book The Singularity Is Near (which, by the way, came out 12 years ago) describes the moment when a technological society hits the “knee” of an exponential growth curve, setting off an explosion of mutually reinforcing new advances. Conventional wisdom in the tech industry says that’s where we are now—that, as futurist Peter Nowak puts it, “the pace of innovation is accelerating exponentially.” Here again, though, the economic evidence tells a different story. In fact, as a recent paper by Lawrence Mishel and Josh Bivens of the Economic Policy Institute puts it, “automation, broadly defined, has actually been slower over the last 10 years or so.” And lately, the pace of microchip advancement has started to lag behind the schedule dictated by Moore’s law.
Despite the system’s remarkable ability to make sense of all that data, it’s still early days for Dr. Watson. While it has rudimentary abilities to “learn” from specific patterns and evaluate different possibilities, it is far from having the type of judgment and intuition a physician often needs. But IBM has also announced it will begin selling Watson’s services to customer-support call centers, which rarely require human judgment that’s quite so sophisticated. IBM says companies will rent an updated version of Watson for use as a “customer service agent” that responds to questions from consumers; it has already signed on several banks. Automation is nothing new in call centers, of course, but Watson’s improved capacity for natural-language processing and its ability to tap into a large amount of data suggest that this system could speak plainly with callers, offering them specific advice on even technical and complex questions. It’s easy to see it replacing many human holdouts in its new field.
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Take the bright-orange Kiva robot, a boon to fledgling e-commerce companies. Created and sold by Kiva Systems, a startup that was founded in 2002 and bought by Amazon for $775 million in 2012, the robots are designed to scurry across large warehouses, fetching racks of ordered goods and delivering the products to humans who package the orders. In Kiva’s large demonstration warehouse and assembly facility at its headquarters outside Boston, fleets of robots move about with seemingly endless energy: some newly assembled machines perform tests to prove they’re ready to be shipped to customers around the world, while others wait to demonstrate to a visitor how they can almost instantly respond to an electronic order and bring the desired product to a worker’s station.
Snag is the largest platform for hourly work with 90 million registered hourly workers and 450,000 employer locations nationwide. With Snag, employers staff up faster, hire smarter and keep shifts filled. Snag’s platform for hiring and managing teams allows people to … Read more
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Shawn Boyer served as Snagajob’s CEO from the website’s launch in early 2000, to 2013; leading the company from a start-up to national employment network. Boyer was named America’s Small Business Person of the year in 2008 by the Small Business Administration and Virginia Business magazine’s Person of the Year in 2009.
As the editor of MIT Technology Review, I spend much of my time thinking about the types of stories and journalism that will be most valuable to our readers. What do curious, well-informed readers need to know about emerging technologies? As a… More writer, I am particularly interested these days in the intersection of chemistry, materials science, energy, manufacturing, and economics.