(토요모임) [05. Nov. 2016] Saturday meeting topic

[Scarlet]

Howdy ! 

It's me Scarlett !   

This week we have 3 topics. 

◈ Leadership : Secrets of Leadership Success: Choose to Lead

---------------------------- Leadership 310: The Four Principles of 'Followership'

---------------------------- 12 Rules for Self-Leadership / 12 Rules for Self-Management

◈ Gender Parity : Gender Equality and Women’s Leadership in the Public sector

------------------------------ Closing the gender gap, according to the UN

◈ Technology : 11 thought-provoking questions raised by 'Westworld'

---------------------------- Stephen Hawking: AI will be 'either best or worst thing' for humanity

Hope you enjoy the topics. 

With luv 

Scarlett

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수신제가치국평천하[ 修身齊家治國平天下 ]

몸과 마음을 닦아 수양하고

집안을 가지런하게 하며 

나라를 다스리고 천하를 평한다.

출전 大學(대학).

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Secrets of Leadership Success: Choose to Lead

Introduction to the 10 Secrets of Leadership Success Series

By Susan M. Heathfield/ Updated October 12, 2016

Key leadership success secrets set the great leaders apart from the so-so leaders in today's organizations. Leadership style is learned from mentors, learned in seminars and exists as part of a person's innate personal leadership skill set developed over years, and existing possibly, from birth.

Nature or nurture is a question often asked about leadership. I answer, "yes," because I believe the combination of natural leadership skills and nurture through leadership development defines your leadership style.

Working from personal experience and research, I will define the characteristics of leadership that makes great leaders. I envision a series of interlinked articles, each of which focuses on one aspect of leadership.

Leadership differs from management and supervision although some people and organizations use the terms interchangeably. While the definitions of the terms differ, an individual may have the ability to provide all three.

Supervision means that an individual is charged with providing direction and oversight for other employees. The successful supervisor provides recognition, appreciation, training and feedback to reporting employees.

Management means to conduct the affairs of business, to have worked under control and to provide direction, to guide other employees, to administer and organize work processes and systems, and to handle problems. Managers monitor and control work while helping a group of employees more successfully conduct their work than they would have without her.

A manager’s job is often described as providing everything his reporting employees need to successfully accomplish their jobs. One famous quote from Warren Bennis, Ph.D. in On Becoming a Leader distinguishes management from leadership: “Managers are people who do things right, while leaders are people who do the right thing.”

While a supervisor and a manager may also exhibit leadership skill or potential, true leaders are rare. This is because the combination of skills, personality, and ambition essential to leadership are difficult to develop and exhibit.

According to Don Clark, on his excellent leadership resource, Big Dog's Leadership Page, Bernard "Bass' theory of leadership states that there are three basic ways to explain how people become leaders. The first two explain the leadership development for a small number of people. These theories are:

Some personality traits may lead people naturally into leadership roles. This is the Trait Theory.

A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.

People can choose to become leaders. People can learn leadership skills. This is the Transformational Leadership Theory.”

The Transformational Leadership Theory is the one I believe is correct for most leaders today. This belief forms the basis for my thinking about leadership.

The Key Leadership Trait

The first, and most important characteristic, of a leader is the decision to become a leader. At some point in time, leaders decide that they want to provide others with vision, direct the course of future events and inspire others to success.

Leadership requires the individual to practice dominance and take charge. If you choose to become a leader, whether in your workplace, community or during an emergency, the discussion of these characteristics will help you formulate the appropriate mix of traits, skills, and ambition.

Successful leaders choose to lead. Unlike Keanu Reeves as Neo in 1999’s smash hit, The Matrix, you get to decide whether you are “the one.” The first characteristic of a leader is Choice - leaders choose to lead.

Characteristics of a Successful Leadership Style

Much is written about what makes successful leaders. I will focus on the characteristics, traits and actions that, I believe, are key.

1. Be the person others choose to follow.
   
2. Provide vision for the future.
3. Provide inspiration.
4. Make other people feel important and appreciated.
5. Live your values. Behave ethically.
6. Leaders set the pace through your expectations and example.
7. Establish an environment of continuous improvement.
8. Provide opportunities for people to grow, both personally and professionally.
9. Care and act with compassion.

Article source : https://www.thebalance.com/lead-the-team-how-to-become-the-person-others-follow-1918610

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Leadership 310: The Four Principles of 'Followership'

APR 23, 2013/ Gary Peterson, CONTRIBUTOR

Once a year, gap intelligence hosts gapCon, a conference that celebrates our work, our people, and our wonderfully unique culture. Though attendance is limited only to our employees and friends of the company, we try to make gapCon as close to a “real” conference as possible. We have lanyards, symposiums, presentations, booths, and round tables. We also hand out pens, hats, coozies, and t-shirts.  I’ll write “Hosting a Conference About You” after gapCon 2013 (June 7th).

Former HP Executive Vice President, Vyomesh Joshi (VJ), was gracious enough to be our keynote speaker at last year’s gapCon. Though he spent his legendary career speaking in front of thousands, VJ managed to deliver a number of very big messages to the small crowd that occupied gapCon.

A big takeaway from VJ’s talk was a question he addressed about the “keys to being a great leader.”  VJ paused and said that it’s not about leadership, the real attribute is “followership” and that potential leaders should always ask themselves “Why would anyone want to follow me?”

VJ then described the four key attributes to strong “followership”

1) Trust: Through everyday behavior  “followership” requires that the leader provides evidence that they can be trusted.   Do you do what you say?  Do you answer questions honestly?  Are you transparent and share with the team your challenges, obstacles, and needs to achieve your larger goals?

2) Stability: Leaders with strong “followership” remain calm in the face of panic and give a sense of confidence to those around them.

3) Compassion: Strong “followership” leaders have unrelenting passion for people and show empathy when those folks are enduring hard times.

4) Hope: “Followership” requires that the leader has unwavering belief that their product/service will not only succeed, but will change lives.

Many times people are placed in leadership roles and inherently believe that their teams will follow them due to the title on their business card and not the substance of their character. Leadership is as much about being the person that people want to follow as it‘s about knowing where the team is headed.

Article source : http://www.forbes.com/sites/garypeterson/2013/04/23/the-four-principles-of-followership/#14a743dc5ebe

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12 Rules for Self-Leadership

BY ROSA

I had promised you I would follow up with my Rules for Self-Leadership this week, and they follow.

A Preface: Management and Leadership are not interchangeable words for me. We need both of them, for in part, management tends to be more internally focused (within a company, within an industry, within a person) whereas leadership is more externally focused on the future-forward actions you will take in the greater context of industry, community, or society. They have commonality to be sure, for instance, both are about capitalizing on human capacity, however they are defined by the differences we value in them: Management tends to be about systems and processes, whereas Leadership is more about ideas and experiments.

I believe there is both art and discipline in each, and I think of these rules as the discipline which helps reveal the great capacity of the art. Thus last time, twelve suggestions to help you self-manage, with a more disciplined you newly able to reveal your art. Now, twelve to help you self-lead, so a more disciplined you is newly able to reveal the art in others, those who choose you to lead them.

12 Rules for Self-Leadership:

1. Set goals for your life; not just for your job. What we think of as “meaning of life” goals affect your lifestyle outside of work too, and you get whole-life context, not just work-life, each feeding off the other.

2. Practice discretion constantly, and lead with the example of how your own good behavior does get great results. Otherwise, why should anyone follow you when you lead?

3. Take initiative. Volunteer to be first. Be daring, bold, brave and fearless, willing to fall down, fail, and get up again for another round. Starting with vulnerability has this amazing way of making us stronger when all is done.

4. Be humble and give away the credit. Going before others is only part of leading; you have to go with them too. Therefore, they’ve got to want you around!

5. Learn to love ideas and experiments. Turn them into pilot programs that preface impulsive decisions. Everything was impossible until the first person did it.

6. Live in wonder. Wonder why, and prize “Why not?” as your favorite question. Be insatiably curious, and question everything.

7. There are some things you don’t take liberty with no matter how innovative you are when you lead. For instance, to have integrity means to tell the truth. To be ethical is to do the right thing. These are not fuzzy concepts.

8. Believe that beauty exists in everything and in everyone, and then go about finding it. You’ll be amazed how little you have to invent and much is waiting to be displayed.

9. Actively reject pessimism and be an optimist. Say you have zero tolerance for negativity and self-fulfilling prophecies of doubt, and mean it.

10. Champion change. As the saying goes, those who do what they’ve always done, will get what they’ve always gotten. The only things they do get more of are apathy, complacency, and boredom.

11. Be a lifelong learner, and be a fanatic about it. Surround yourself with mentors and people smarter than you. Seek to be continually inspired by something, learning what your triggers are.

12. Care for and about people. Compassion and empathy become you, and keep you ever-connected to your humanity. People will choose you to lead them.

Post Author:

Rosa Say is the author of Managing with Aloha, Bringing Hawaii’s Universal Values to the Art of Business. She fervently believes that work can inspire, and that great managers and leaders can change our lives for the better. You can visit her on www.managingwithaloha.com.

Article source : http://www.lifehack.org/articles/featured/12-rules-for-self-leadership.html

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12 Rules for Self-Management

BY ROSA

Management is not just for managers, just as leadership is not just for leaders.

We all manage, and we all lead; these are not actions reserved for only those people who happen to hold these “positions” in a company. I personally think of management and leadership as callings, and we all get these callings to manage and lead at different times, and to different degrees.

Considered another way, I believe we can all learn to be more self-governing through the disciplines of great management and great leadership; these are concepts that can give us wonderful tenets to live and work by.

For instance, these are what I’ve come to think of as Twelve Rules for Self-Management. Show me a business where everyone lives and works by self-managing, and I’ll bet it’s a business destined for greatness.

Twelve Rules for Self-Management

1.Live by your values, whatever they are. You confuse people when you don’t, because they can’t predict how you’ll behave.

2.Speak up! No one can “hear” what you’re thinking without you be willing to stand up for it. Mind-reading is something most people can’t do.

3.Honor your own good word, and keep the promises you make. If not, people eventually stop believing most of what you say, and your words will no longer work for you.

4.When you ask for more responsibility, expect to be held fully accountable. This is what seizing ownership of something is all about; it’s usually an all or nothing kind of thing, and so you’ve got to treat it that way.

5.Don’t expect people to trust you if you aren’t willing to be trustworthy for them first and foremost. Trust is an outcome of fulfilled expectations.

6.Be more productive by creating good habits and rejecting bad ones. Good habits corral your energies into a momentum-building rhythm for you; bad habits sap your energies and drain you.

7.Have a good work ethic, for it seems to be getting rare today. Curious, for those “old-fashioned” values like dependability, timeliness, professionalism and diligence are prized more than ever before. Be action-oriented. Seek to make things work. Be willing to do what it takes.

8.Be interesting. Read voraciously, and listen to learn, then teach and share everything you know. No one owes you their attention; you have to earn it and keep attracting it.

9.Be nice. Be courteous, polite and respectful. Be considerate. Manners still count for an awful lot in life, and thank goodness they do.

10.Be self-disciplined. That’s what adults are supposed to “grow up” to be.

11.Don’t be a victim or a martyr. You always have a choice, so don’t shy from it: Choose and choose without regret. Look forward and be enthusiastic.

12.Keep healthy and take care of yourself. Exercise your mind, body and spirit so you can be someone people count on, and so you can live expansively and with abundance.

Managers will tell you that they don’t really need to manage people who live by these rules; instead, they can devote their attentions to managing the businesses in which they all thrive. Chances are it will also be a place where great leaders are found.

Article source : http://www.lifehack.org/articles/lifestyle/12-rules-for-self-management.html

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<Questions>

Q1. What is a leader and leadership? Why do we need a leader? 

Q2. What is a follower and followership? Why do we need followership?

Q3. Do you have any leader who you have respected the most in history? Why do you respect him or her? 

Q4. Why do we face repeated scandal issues in every presidential term? What are the cause of those problems? Is it a systematic problem or each individual's problem? 

Q5. What would be the better government system for Future Korea? 

Q6. What is the most important factor to be a great leader? 

Q7. When you choose a leader what is the most important quality?

Q8. Are you a leader or a follower? 

Q9. Do you have any experiences as a leader? Did you find any difficulties while you are dedicated as a leader? How did you tackle it? 

Q10. Do you have any experiences as a follower? Did you find any difficulties while you are dedicated as a follower? How did you tackle it? 

Q11. If your social status is high or you are rich enough, could you pay your way out of what you had done? Did you experience those unfair cases? 

Q12. What is the most important ingredient to be a successful leader in future Korea ? 

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Gender Equality and Women’s Leadership in the Public sector

OECD The OECD Global Forum on Public Governance “Women’s Leadership in Public Life: Fostering Diversity for Inclusive Growth” (2-4 April 2014) highlighted that Gender equality and Women’s participation in economic and public life strengthens economic growth, equitable governance and public trust. This event, which builds on President Bachelet’s call as the Executive Director of UN Women during the 2012 Ministerial Council Meeting to advance gender equality in the public sector brought together a global network of leading gender equality actors from the government, parliaments, justice institutions, civil society and businesses from over 60 countries.

The 2014 Global Forum saw the launch of the path-breaking 2014 OECD publication on “Women, Government and Policy-Making in OECD countries: Fostering Diversity for Inclusive Growth”. The report presents an in-depth study using comparative data and policy benchmarks on women’s access to decision- making roles.

The OECD Global Forum and publication provide important evidence to support policy debate as well as the foundation for the upcoming OECD Guidelines on Gender Equality in Public Life and contributes to the OECD Gender Initiative and the OECD Development strategy.

Table of Contents

1 2014 OECD Forum on Women’s Leadership in Public Life

2 Women, Government and Policy-Making in OECD countries: Fostering Diversity for Inclusive Growth

2.1 The Business case for women in the public sphere

2.2 Women in the public sector

2.3 Women’s access to positions of power

2.4 Addressing stereotypes and Promoting Men’s involvement

2.5 A holistic and institutional approach for advancing gender equality

3 Policy dialogue and the way forward

4 See also

5 External links

2014 OECD Forum on Women’s Leadership in Public Life

The Global Forum provided a unique opportunity to engage with leading actors from government, parliaments, justice institutions, civil society and business worldwide, to explore concrete actions on the following challenges:

Closing gender gaps in public life – Women’s access to public leadership positions, whether in politics, the legal profession, the private sector or academia, remains elusive across the world. Women comprise only one in ¬five parliamentarians and just 27% of judges worldwide. A mere 22% per cent of senior managers in economic and strategic positions in the European Union’s public sector are women. Why are women still signi¬ficantly under-represented in decision-making roles, despite increasing participation in the labour force and strong representation in the public sector? What does it take to empower women to lead in public life?

Strengthening women’s voice – Despite progress and women’s proven ability to lead, women’s voter turnout is consistently lower than men’s at both local and national levels across the world. What are the main barriers to women’s political participation and expression‎? What is the role of government and political parties to address this gap?

Increasing the inclusiveness of policy making and programme delivery – the capacity of governments to incorporate gender considerations into government spending, policies and programmes – e.g. looking at how different policy choices affect both men and women – remains uneven. What does it take to develop more inclusive policy-making and budgeting processes? What are the main barriers to and opportunities for engaging a wide range of stakeholders in policy discussions? What tools do governments have? What data and evidence are needed?

To address these challenges and help Governments deliver on their commitments of fostering inclusive growth, restoring public trust and enhancing women’s de facto equality in all arenas, the Global Forum explored different approaches to making the state:

An equal opportunity employer

A democratic power

An inclusive policy-maker

The forum also provides an excellent foundation for the OECD Guidelines on Gender Equality in Public Life, to be released in 2015, which is also expected to support the G20’s work on gender equality.

Women, Government and Policy-Making in OECD countries: Fostering Diversity for Inclusive Growth

The report provides comparative data and policy benchmarks on women’s access to public leadership and inclusive gender-responsive policy-making across OECD countries. The study underlines that gender mainstreaming and strategic government capacities were crucial to promote gender equality and achieve sound governance and drive economic growth.

The Business case for women in the public sphere

Empowering women and fully leveraging their skills and leadership in the global economy, in politics and in society are essential to maximising a nation’s competitiveness, since diverse leadership is more likely to find innovative solutions to foster inclusive growth. Indeed, lower levels of inequality in countries are correlatively linked with a greater share of women in legislatures. Moreover, a positive relationship between women ministers and confidence in national governments and the increased presence of women cabinet ministers is associated with a rise in public health spending across many countries. Women politicians more often bring attention to such issues as gender-based violence, family-friendly policies and responsiveness to citizen needs. Ensuring that decision-making bodies reflect the diversity of the societies they represent guarantees a balanced perspective in designing and implementing these rules, thus enabling an inclusive approach to policy making and service delivery.

Yet despite educational improvements and increased women’s representation in the public sector, challenges still remain in women’s access to opportunities and equal treatment in public life.

Women in the public sector

Women tend to be concentrated in lower-grade and lower-pay occupations despite good representation in the public sector. For example, across OECD countries, women occupy about 65% of secretarial positions in central governments. Women are more likely than men to work part-time or have temporary contracts, due mainly to family care responsibilities. While such work arrangements can help balance work and family life in the short and medium-terms, they are also viewed as less compatible with executive leadership and management positions less than 1% of women employed part-time are in top management jobs.

Efforts are thus needed to develop employment paths to ease the move from part-time to full-time work, to reduce persistent gender pay gaps and to enable women to embark on diverse career paths.

Women’s access to positions of power

Major structural, legal and social barriers to women’s empowerment in public life persist and range from discrimination, mechanisms of promotion, women’s choice of career path, difficulty in achieving work-life balance, requirements for judicial appointments, stereotypes and social attitudes.

Some countries are undertaking a variety of measures to increase diversity, such as equality laws, targets and quotas, training and development programmes, promoting flexible working arrangements and family-friendly policies, work-shadowing schemes to encourage women to apply to high-level posts, and awareness-raising campaigns.

Furthermore, special transitional quotas may be necessary to bring skilled women into top positions. Other measures may also focus on changing corporate culture, addressing the legal barriers to becoming a judge, support merit-based promotion, move to portfolio-based career paths and results based management, support national law associations, impose budget reductions for not meeting diversity targets.

Addressing stereotypes and Promoting Men’s involvement

Addressing inequalities in the distribution of unpaid work, changing the laws and the institutions that discriminate women, establishing mechanisms to improve work-life balance and encouraging men to participate more are important to ensure women’s access to public life.

Gender stereotypes influence gender relations, and are frequently harmful, both for men and women. Changing gender norms is essential to eliminate persistent gender inequalities in social and legal institutions.

Men’s role in caring and fathering needs to be bolstered. Men need to make sure to use the family-oriented arrangements that exist for them. Parental leave with “take it or lose it” conditions is an excellent example.

Media plays a critical role in perpetuating and breaking stereotypes. The image of women in the media is a critical issue for advancing the gender equality agenda. Media has to be involved in promoting gender equality and women’s rights.

A holistic and institutional approach for advancing gender equality

Gender issues should be embedded in mainstream governance, management and policy processes. Indeed, institutional mechanisms to develop gender-sensitive policies and government accountability for closing the gender gap are critical for advancing gender equality:

Successful development and implementation of broader policies promoting gender equality across all policy sectors (such as employment, education, entrepreneurship, housing, access to finance and beyond) depends on strategic government capacities to adopt a coordinated and whole-of-government approach to promoting gender equality, and mainstreaming gender into all stages of policy making and service delivery cycles. More specifically, this requires:

Developing a clear, government-wide strategy that can outline a course for gender equality reform;

Establishing strong and gender-diverse public institutions and mechanisms to ensure accountability and sustainability of gender initiatives;

Strengthening tools for evidence-based policy making (Gender Impact assessment and Gender-Responsive Budgeting);

Gathering and using reliable evidence disaggregated by gender for informed policy decisions.

Policy dialogue and the way forward

The OECD provides a platform to continue promoting an effective dialogue on these critically important issues.

The OECD will also support governments in mainstreaming Gender equality in all government departments and policies. It will further foster a gender perspective in all its work and in its dealings with governments, to ensure that gender-disaggregated data become the norm and that institutions do not discriminate against women but take positive action to increase women’s participation at the highest levels of decision making.

The OECD will continue this dialogue on a global basis and will also work more closely with countries on a regional basis, such as in Latin America and South East Asia.

For more information, please contact Ms Tatyana Teplova at tatyana.teplova@oecd.org

Article source : http://www.wikigender.org/wiki/gender-equality-and-womens-leadership-in-the-public-sector/

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Closing the gender gap, according to the UN

Written by Jeni Klugman/ Laura Tyson/ Professor, Haas School of Business, University of California, Berkeley

Published Monday 24 October 2016

One year ago, the United Nations adopted the 17 Sustainable Development Goals (SDGs), one of which aims for true gender equality by 2030.

Empowering women and girls is morally right and economically smart. Several recent studies confirm‎ that there are substantial economic- and human-development costs associated with pervasive and significant gender gaps in economic opportunities and outcomes.

A recent report by the UN Secretary-General’s High-Level Panel, which we authored, identifies actions that governments, businesses, nongovernmental organizations, and multilateral development agencies can take now to close these gaps and accelerate progress toward achieving the SDGs’ overarching goal of inclusive economic growth. The report shows that greater gender equality in a country is associated with better education and health, higher per capita income, faster and more inclusive economic growth, and greater international competitiveness.

A widely cited McKinsey Global Institute study finds that closing gender gaps in labor-force participation rates, part-time versus full-time work, and the composition of employment would add 12-25% to global GDP by 2025. Other studies, using a variety of methodologies, find similar prospective gains, especially in low-fertility countries such as Japan, South Korea, and Germany, and in countries (for example, in the Persian Gulf) with low labor-force participation rates for women.

The business case for gender quality is also compelling, because women make substantial contributions to all parts of the value chain. The UN report identifies numerous benefits for companies that have pursued gender equality in employment, pay, and leadership, including the ability to attract, motivate, and retain talented workers, and to address complex problems with more diverse teams. And several new studies find that companies with more women in top leadership and board positions have higher financial returns.

More than 90% of girls worldwide now finish primary school, and more women than men are now graduating from college in most regions. Yet, despite these gains, large gender gaps persist in all kinds of work – whether paid or unpaid, formal or informal, public or private, agricultural or entrepreneurial.

Globally, only 50% of women aged 15 and above are in paid employment, compared with about 75% of men. At the same time, women do about three times more unpaid work than men do. When women are paid, their jobs tend to reflect gender stereotypes and provide relatively low earnings, poor working conditions, and limited opportunities for career advancement.

Even when women perform the same or equal-value jobs as men, they are paid less, on average (although the size of the pay gap varies considerably around the world). Women are under-represented in leadership positions in both business and government. And, compared to businesses owned by men, enterprises owned by women are smaller, employ fewer people, and are more concentrated in sectors with limited opportunities for profit and growth.

The UN report identifies four overarching and interconnected factors that impede gender equality in all forms of work, and at all levels of development: adverse social norms, discriminatory laws and insufficient legal protections, gender gaps in unpaid household and care work, and unequal access to digital, financial, and property assets.

Social norms determine economic outcomes for women in several ways: they shape women’s decisions about which occupational and educational opportunities to pursue; they affect the distribution of unpaid work within households and wages in paid care activities such as nursing and teaching, which employ a high proportion of women; and they reflect and reinforce discriminatory gender stereotypes and implicit biases that limit women’s pay and promotion prospects.

In many countries, adverse social norms are also codified in laws that limit women’s professional choices and their ability to obtain passports, travel outside their homes, start businesses, and own or inherit property. A recent International Monetary Fund analysis finds that this kind of legal discrimination is associated with lower levels of educational attainment for women, wider gender-pay gaps, and fewer women-owned businesses. Moreover, according to the World Bank, 103 countries do not legally mandate gender non-discrimination in hiring, and 101 do not require equal remuneration for work of equal value in formal-sector jobs.

Hundreds of millions of women work informally, without any protection, either in law or in practice, of their social and labor rights. In India, for example, some 120 million women (around 95% of women in paid labor) work informally, as do around 12 million women in Mexico (around 60% of employed women). People working informally often have no voice to demand better workplace conditions or pay, and this is especially true for women, who also face sexual harassment, violence, and restrictions on their reproductive rights.

Large gender gaps in unpaid work and care are a major driver of diminished economic opportunities for women. The household work and care responsibilities of women are reflected in a sizeable “motherhood pay penalty.” Around the world, mothers with dependent children earn, on average, less than women without dependent children, and less than fathers with similar household and employment characteristics. In fact, there is some evidence of a “fatherhood pay premium” – a positive relationship between a man’s wages and how many children he has.

Reducing and redistributing the time required for unpaid care responsibilities requires investments by both the private and public sectors – in infrastructure, affordable care services, early childhood education, family leave, and family-friendly workplaces. Such investments are beneficial not only for individuals and families, but also for businesses and the economy as a whole, because they increase women’s labor-force participation rates and productivity, create paid jobs in care services, and improve children’s school performance, boosting their future educational-attainment levels and productivity.

Drawing on evidence from around the world, the UN report provides numerous examples of proven and possible measures to tackle the constraints on women’s economic opportunities. At this year’s annual World Bank and IMF meetings, world leaders sought policies to spur faster, more inclusive growth. They would do well to move gender equality to the top of the list.

Article source : https://www.weforum.org/agenda/2016/10/closing-the-gender-gap-according-to-the-un?utm_content=buffer9e2e0&utm_medium=social&utm_source=facebook.com&utm_campaign=buffer

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<Questions>

Q1. Globally, many have interest in women empowerment and women social involvement. How about Korea? Do we need women empowerment? 

Q2. Do you find glass ceiling in your working place? Please share it with us ! 

Q3. What is the big difference between women's leadership style and men's leadership style?

Q4. Do we have enough leadership training program for women? How about for men? 

Q5. If your daughter want to be a leader in this society, would you let her do it or let her give up her dream? Why or why not?

Q6. How would you foster your daughter's leadership?

Q7. What is the Confucianism? Do you think Confucianism affect women's social activities? 

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11 thought-provoking questions raised by 'Westworld'

Kevin Loria and Dave Mosher/ Oct. 23, 2016

Note: Spoilers are ahead for previously aired Westworld episodes, as is some potentially spoiler-y speculation for future episodes.

Something is wrong in "Westworld."

HBO's sci-fi western drama — a serialized reboot of Michael Crichton's 1973 thriller by the same name — depicts a fantastical robot-filled "theme park" of the future.

Westworld guests can interact with artificially intelligent "hosts" — gunslingers, brothel madams, a farmer’s daughter, Native Americans, and more — taking part in all the sex and violence that can be jammed into these characters’ storylines. And all of it teed up by the people who are essentially Westworld's game designers.

But as visitors ride, terrorize, shoot, and sleep with the park's robot hosts, the designers operating behind the scenes soon discover that something is off.

Along the way, Westworld’s story brushes up against all kinds of uneasy questions — mainly scientific and philosophical — about the complex intersection of technology and people.

While we can't say where the show is going, or whether it will ever answer any of these questions, here are some of the most interesting ones we’ve spotted so far.

Do we all live in a simulation?

Everyone in Westworld wakes up to go about their day — working, drinking, fighting, whatever it may be — without knowing that their entire existence is a simulation of a “real world” created by the park’s designers.

Physicists and philosophers say that in our world, we can’t prove we don’t live in some kind of computer simulation.

Some think that if that is the case, we might be able to "break out" by noticing any errors in the system, something the Westworld robots seem to be brushing up against.

Can we control artificial intelligence?

Each time the park wakes up (or the simulation restarts?), the hosts are supposed to go about their routines, playing their roles until some guest veers into the storyline. The guest might go off on an adventure with the host — or they might rape or kill them. In any case, when the story resets, the hosts' memories are wiped clean.

Supposedly.

For some reason, a few hosts seem to remember their disturbing past lives. This may be related to a “software update” created by park founder Dr. Robert Ford (played by Anthony Hopkins) or it may have something to do with his mysterious co-founder, Arnold.

Luckily, and for a variety of reasons, AI researchers today believe out-of-control AI is a myth and that we can control intelligent software. Then again, few computer and linguistic scientists thought machines could ever learn to listen and speak as well as people — and now they can on a limited level.

How far off are the intelligent machines of Westworld?

Behind the scenes at Westworld's headquarters, advanced industrial tools can 3D-print the bodies of hosts from a mysterious white goop. Perhaps it's made of nanobots, or some genetically engineered tissue, or maybe it's just plastic that's later controlled by as-yet-undisclosed advanced technology.

There's a lot of mystery here, and as we find out in one episode (when a host smashes his own head in with a rock), the "thinking" part of the machines is definitely located in the head. But what's it made of? And what powers these strange constructs? And how are the batteries recharged, if at all? Can (and how do) they feel pain and pleasure?

These automatons seem like an engineer's dream as well as her nightmare.

Nothing like this exists in the real world, but researchers and entrepreneurs are working hard to advance soft robots, ultra-dense power sources, miniaturized everyday components (some down to an atomic scale), and other bits and pieces that might ultimately comprise a convincing artificial human.

What is consciousness?

As park founder Ford explains to Bernard in episode three, the other park co-founder, Arnold, had been obsessed with trying to “create consciousness” in the Westworld robot hosts. He gave them memory, improvisation, and self-interest, but had been looking for one more key to consciousness before his death. Was it found?

This is a complicated one, as scientists still don’t understand what’s responsible for human self-awareness. But many scientists believe that different creatures have different levels of consciousness — could the robots have developed this to some degree?

Either way, some researchers don't think consciousness is a necessary condition to harm people.

Can robots evolve?

"Evolution forged the entirety of sentient life on this planet using only one tool: the mistake," Ford tells Bernard in the season premiere — something Bernard later murmurs to Dolores (Evan Rachel Wood) in one of their strange, late-night conversations.

Could the robots be evolving, and could this be responsible for some growing degree of consciousness? Might this give them other abilities, like the ability to harm hosts, something they’ve been programmed not to do?

Scientists like Stephen Hawking fear evolving robots is a realistic prospect. But artificial intelligence isn't Hawking's forte, and AI experts interviewed by Business Insider are fairly certain machines of the future will do exactly what we program them to do, and no more. Then again, neural network systems are learning to teach themselves new tricks, including Google's DeepMind (it recently taught itself to speak).

What is free will?

Along with claiming that they aren't conscious, Ford says the robots have no free will, no agency. “They only feel what we tell them to feel,” he tells a member of the Delos staff in episode three as he slices the face off a host with a scalpel.

Yet there’s some clear implication that the hosts may somehow have some degree of consciousness beyond their programming. Along with consciousness, have they developed the ability to make choices about what they want in the world?

It’s hard to answer, as we still debate whether we have free will in the first place — how much we decide our actions and how much they’re influenced by our programming, through genetics and upbringing. Perhaps Westworld’s robots are arriving at a similar question.

How do we behave when we have no limits?

Westworld is like a live-action Grand Theft Auto (or Red Dead Redemption) video game, where players — guests — can go along with the story and participate in the “quests” offered by hosts or they can simply cause chaos in the open world.

Some, like Logan (Ben Barnes), seem to think that they can use this system to reveal their true selves. “This is where you find out who you really are,” he tells William (Jimmi Simpson).

The show seems to imply that most people revel in bad behavior, given the chance, but perhaps there’s some other, more redeeming psychological layer to the way guests interact inside a "fake" world.

What could a mysterious pandemic do to the world?

We still don't know what's changing the Westworld hosts and causing them to remember their pasts. But as behavioral programmer Elsie (Shannon Woodward) fears, it seems to be contagious.

When Dolores whispers to Maeve (Thandie Newton) the Shakespeare quote, "These violent delights have violent ends," something seems to come over her.

Pandemics are among the greatest threats to our world, something that’s almost impossible to prepare for. Westworld seems to have its own vulnerability to some viral threat.

How far past the uncanny valley has Ford take the robots?

In episode three, Ford tells Bernard that the hosts began to pass the Turing test after the first year of the park, meaning they’ve been able to pass for human for decades at this point. Aside from shooting a host to find out whether they’re vulnerable to bullets or not (fellow guests are invincible), only the creators or the experienced can tell whether someone is a cyborg or not.

Which brings up the fan theory that everyone wants an answer to: Is there a secret robot among the staff?

Will people actually abuse artificially intelligent robots?

In Westworld, guests can get drunk, stumble into otherwise peaceful scenes, and shoot up hosts for the hell of it. And they do in the show. (A lot.)

Viciously abusing robots might seem like a problem of the future, but scientists and engineers are actively studying the phenomenon — and teaching mechanoids to avoid their attackers.

In a 2015 study, researchers looked on as children kicked, punched, and threw objects at robots in a public mall. Then they turned this data into algorithms designed to avoid damage to the bots.

Can we upload our minds into machines?

In one episode, Ford casually reminds Bernard that human progress has solved all of problems, save one: death. Meanwhile, the Man in Black (Ed Harris) is searching for a secret maze in the theme park that seems to be the key to it all.

There is perhaps a strong suggestion here, if not outright foreshadowing, of "mind uploading" — the idea that one could recreate his or her own brain in a machine, breaking the shackles of the fragile body we're born with and moving into an immortal phase of life.

Today's reality is that, we barely understand how the brain's individual neurons work, let alone the connections between them — and how they all work together to form consciousness and personhood. And even if we do, the concept of transferring our brains may be impossible according to physics.

You can watch the latest episode of "Westworld" Sundays at 9 p.m. on HBO, HBO GO, and HBO Now.

Article source : http://www.businessinsider.com/westworld-science-questions-theories-2016-10/#can-we-control-artificial-intelligence-2

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Stephen Hawking: AI will be 'either best or worst thing' for humanity

Professor praises creation of Cambridge University institute to study future of artificial intelligence

Alex Hern/ Wednesday 19 October 2016 21.05 BST

Professor Stephen Hawking has warned that the creation of powerful artificial intelligence will be “either the best, or the worst thing, ever to happen to humanity”, and praised the creation of an academic institute dedicated to researching the future of intelligence as “crucial to the future of our civilisation and our species”.

Hawking was speaking at the opening of the Leverhulme Centre for the Future of Intelligence (LCFI) at Cambridge University, a multi-disciplinary institute that will attempt to tackle some of the open-ended questions raised by the rapid pace of development in AI research.

“We spend a great deal of time studying history,” Hawking said, “which, let’s face it, is mostly the history of stupidity. So it’s a welcome change that people are studying instead the future of intelligence.”

While the world-renowned physicist has often been cautious about AI, raising the risk that humanity could be the architect of its own destruction if it creates a superintelligence with a will of its own, he was also quick to highlight the positives that AI research can bring.

“The potential benefits of creating intelligence are huge,” he said. “We cannot predict what we might achieve when our own minds are amplified by AI. Perhaps with the tools of this new technological revolution, we will be able to undo some of the damage done to the natural world by the last one – industrialisation. And surely we will aim to finally eradicate disease and poverty.

“Every aspect of our lives will be transformed. In short, success in creating AI could be the biggest event in the history of our civilisation.”

Huw Price, the centre’s academic director and the Bertrand Russell professor of philosophy at Cambridge University, where Hawking is also an academic, said that the centre came about partially as a result of the university’s Centre for Existential Risk. That institute, mocked by the tabloid press as offering “Terminator Studies”, examined a wider range of potential problems for humanity, while the LCFI has a narrow focus.

“We’ve been trying to slay the ‘terminator’ meme,” Price said, “but like its namesake, it keeps coming back for more.”

AI pioneer Margaret Boden, professor of cognitive science at the University of Sussex, praised the progress of such discussions. As recently as 2009, she said, the topic wasn’t taken seriously, even among AI researchers. “AI is hugely exciting,” she said, “but it has limitations, which present grave dangers given uncritical use.”

The academic community is not alone in warning about the potential dangers of AI as well as the potential benefits. A number of pioneers from the technology industry, most famously the entrepreneur Elon Musk, have also expressed their concerns about the damage that a super-intelligent AI could wreak on humanity.

Article source : https://www.theguardian.com/science/2016/oct/19/stephen-hawking-ai-best-or-worst-thing-for-humanity-cambridge

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<Questions>

Q1. Did you watch american drama 'Westworld'? What was your first impression on that program? 

Q2. What is the definition of consciousness? Do you think artificial intelligence can have consciousness?

Q3. Can we control artificial intelligence?

Q4. What do you want to do if you don't have no limits legally or ethically?

Q5. Can we upload our minds into machines?

Q6. How do you think about the future of AI? Is it best thing or worst thing for humanity?

[김연철]

스칼렛 항상 수고요 !!^^

[Scarlet]

No problem. !~ 수원으로 떠나기 전에 모임에 자주와서 좋은 의견 공유해주길바랭 !~
간만에 봐서 반가웠엉,