Ajal 6 sense
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The document discusses implementing common sense in expert systems. It explains that expert systems currently lack common sense because they only know equations and variables, not real-world knowledge. This knowledge is needed to perform human-like reasoning. The document proposes representing this knowledge as formal ontologies - sentences in logical language that describe concepts and relationships in a domain. However, building complete ontologies is challenging due to the vastness of common sense knowledge and tediousness of the knowledge engineering process. The document also discusses representing knowledge as a graph and how this could help computers better understand language and perform common sense reasoning.
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Secondary Effects or Long RangeSecondary Effects or Long Range
ConsequencesConsequences
A person
“…must trace not merely the immediate
results but the results in the long run, not
merely the primary consequences but the
secondary consequences, and not merely
the effects on some special group but the
effects on everyone.”
- Henry Hazlitt [1979]
Economics in One Lesson](https://image.slidesharecdn.com/ajal6sense-180121033703/85/Ajal-6-sense-26-320.jpg)
Ajal 6 sense
- 1. AN HOLISTIC APPROACH ON SELF – REALIZATION , MENTAL ATTRIBUTES AND BEHAVIOURAL TRAITS Presented by Ajal. A JSENSES
- 3. NON SENSE
- 9. Ea t Ea t SpeechSpeech TasteTaste The tongue moves and pushes a small bit of food along with saliva into your esophagus, which is a food pipe that leads from your throat to your stomach. • The top of your tongue is covered with a layer of bumps called papillae • . Papillae help grip food and move it around while you chew. • They contain your taste buds, so you can taste everything.
- 11. Visual, Auditory & KinaestheticVisual, Auditory & Kinaesthetic
- 12. If I couldIf I could SHOWSHOW you ayou a CLEARCLEAR way in which weway in which we could (potential benefit or their values), you wouldcould (potential benefit or their values), you would at least want toat least want to LOOKLOOK at it, wouldn't you?at it, wouldn't you? So if thisSo if this LOOKS GOODLOOKS GOOD to you we can go aheadto you we can go ahead andand FOCUSFOCUS on how to do it. Can’t we?on how to do it. Can’t we?
- 13. If I couldIf I could TELLTELL you a way in which we couldyou a way in which we could (potential benefit or their values), you would at(potential benefit or their values), you would at least want toleast want to HEARHEAR about it, wouldn't you?about it, wouldn't you? So if thisSo if this SOUNDS GOODSOUNDS GOOD we can go ahead andwe can go ahead and DISCUSSDISCUSS how to do it. Can’t we?how to do it. Can’t we?
- 14. If I could help youIf I could help you GET A HOLD OFGET A HOLD OF aa CONCRETECONCRETE way in which we could (potential benefit or their values),way in which we could (potential benefit or their values), you would at least want toyou would at least want to GET A FEELGET A FEEL for itfor it , wouldn't, wouldn't you?you? If thisIf this FEELS SOLIDFEELS SOLID to you we can go ahead andto you we can go ahead and FIRM UPFIRM UP on how to do it. Can’t we?on how to do it. Can’t we?
- 15. Exercise: Timed pair shareExercise: Timed pair share 1.1. Topic: YOUR CHOICETopic: YOUR CHOICE 2.2. Take 5 minutes to thinkTake 5 minutes to think 3.3. Partner A shares partner B listensPartner A shares partner B listens 4.4. Partner B responds then says” One thing IPartner B responds then says” One thing I learned listening to you was..”learned listening to you was..” 5.5. Partners switch rolesPartners switch roles
- 16. Common sense is not so common why ?
- 17. Search Query: “someone smiling” Caption: “A mother helping her child take her first step” When you are happy, you smile You become happy when someone you love accomplishes a milestone Taking one’s first step is a milestone Parents love their children
- 18. Need of the hour ! • The need is to reconsider the goals • Mental Amplification • Thanks to engineering, we can travel faster and farther than our muscles can take us, see things we can’t otherwise see, talk louder than our lungs can shout.
- 19. Expert Systems • So why do the “expert” systems have this problem? • Because they don’t have common sense • The expert systems only know equations and variables.
- 20. So How do we implement Common Sense?
- 21. What is this “Knowledge”? • Millions of facts, rules of thumb etc. • Represented as sentences in some language. • If the language is Logic, then computers can do deductive reasoning automatically. • This representation of a set of concepts within a domain and the relationships between those concepts is called Ontology • The sentences are expressed in formal logic notation. • The words and the logic sentences about them are called Formal Ontology
- 22. Drawbacks • There is no single Ontology that works in all cases. • Adding knowledge is a very tedious process.
- 23. 23 Decisions areDecisions are made at themade at the margin.margin.
- 24. 24 Marginalism…Marginalism… Few, if any, decisions are “all-or-nothing”. Marginal means additional or one more. We are constantly facing marginal choices.
- 25. CommonSenseEconomics.com 25 Marginal Decision Examples…Marginal Decision Examples… How much do you clean your house or room? ◦ Do you clean until 100% of the dirt and clutter has been removed when its just you and no company is expected?
- 26. 26 Secondary Effects or Long RangeSecondary Effects or Long Range ConsequencesConsequences A person “…must trace not merely the immediate results but the results in the long run, not merely the primary consequences but the secondary consequences, and not merely the effects on some special group but the effects on everyone.” - Henry Hazlitt [1979] Economics in One Lesson
- 27. What Is Organizational Behaviour?What Is Organizational Behaviour? 1. What is organizational behaviour? 2. Isn’t organizational behaviour common sense? Or just like psychology? 3. How does knowing about organizational behaviour make work and life more understandable?
- 28. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc. Flexibility Control Mentor Innovator BrokerFacilitator Monitor Producer Coordinator Director InternalFocus ExternalFocus Roles and Skills in the New Environment
- 29. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc. The Layers of I vs We The Organization Negotiation Conflict Communication Groups and teams Power and politics The Group Emotions Values and attitudes Perception Personality Motivating self and others The Individual Change Organizational culture Decision making Leadership Groups and teams
- 30. Cause and Effect Equation?Cause and Effect Equation?
- 31. Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc. Toward an Discipline Social psychology Psychology Behavioural science Contribution Unit of analysis Output Anthropology Sociology Political science Study of Organizational Behaviour Organization system Learning Motivation Perception Training Leadership effectiveness Job satisfaction Individual decision making Performance appraisal Attitude measurement Employee selection Work design Work stress Group dynamics Work teams Communication Power Conflict Intergroup behaviour Formal organization theory Organizational technology Organizational change Organizational culture Conflict Intraorganizational politics Power Organizational culture Organizational environment Behavioural change Attitude change Communication Group processes Group decision making Group Comparative values Comparative attitudes Cross-cultural analysis Individual
- 32. Know your outcomeKnow your outcome Communication needs an outcome
- 33. References 1. Marvin Minsky, Why People Think Computers Can’t, AI Magazine, vol. 3 no. 4, Fall 1982. 2. Douglas B Lenat, Keynote address: computers vs common sense, Proceedings of the 1991 ACM SIGMOD international conference on Management of data, April 1991. 3. Douglas B Lenat, R V Guha, Karen Pittman, Dexter Pratt and Mary Shepherd, Cyc: toward programs with common sense, Communications of the ACM, 1990. 4. Douglas B Lenat, George Miller and Toshio Yokoi, CYC, WordNet, and EDR: critiques and responses, Communications of the ACM, 1995. 5. Talk by Douglas Lenat, Google techtalks, May 2006