2,562 research outputs found

    A Rule of Persons, Not Machines: The Limits of Legal Automation

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    Office of Criminal Justice Programs Annual Report 2012-2013

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    https://digitalcommons.memphis.edu/govpubs-tn-finance-administration-office-criminal-justice-programs/1009/thumbnail.jp

    Automating Society : Taking Stock of Automated Decision-Making in the EU

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    This is the first comprehensive study regarding the state of automated decision-making in Europe. Experts have looked at the situation at the EU level but also in 12 Member States: Belgium, Denmark, Finland, France, Germany, Italy, Netherlands Poland, Slovenia, Spain, Sweden and the UK. They assessed not only the political discussions and initiatives in these countries but also present a section "ADM in Action" for all states, listing examples of automated decision-making already in use

    Automating Society: Taking Stock of Automated Decision-Making in the EU. BertelsmannStiftung Studies 2019

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    Imagine you’re looking for a job. The company you are applying to says you can have a much easier application process if you provide them with your username and password for your personal email account. They can then just scan all your emails and develop a personality profile based on the result. No need to waste time filling out a boring questionnaire and, because it’s much harder to manipulate all your past emails than to try to give the ‘correct’ answers to a questionnaire, the results of the email scan will be much more accurate and truthful than any conventional personality profiling. Wouldn’t that be great? Everyone wins—the company looking for new personnel, because they can recruit people on the basis of more accurate profiles, you, because you save time and effort and don’t end up in a job you don’t like, and the company offering the profiling service because they have a cool new business model

    Office of Criminal Justice Programs Annual Report 2011-2012

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    https://digitalcommons.memphis.edu/govpubs-tn-finance-administration-office-criminal-justice-programs/1010/thumbnail.jp

    Management. A continuing bibliography with indexes

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    This bibliography cites 604 reports, articles, and other documents introduced into the NASA scientific and technical information system in 1979 covering the management of research and development, contracts, production, logistics, personnel, safety, reliability and quality control. Program, project, and systems management; management policy, philosophy, tools, and techniques; decision making processes for managers; technology assessment; management of urban problems; and information for managers on Federal resources, expenditures, financing, and budgeting are also covered. Abstracts are provided as well as subject, personal author, and corporate source indexes

    Algorithm vs. Algorithm

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    Critics raise alarm bells about governmental use of digital algorithms, charging that they are too complex, inscrutable, and prone to bias. A realistic assessment of digital algorithms, though, must acknowledge that government is already driven by algorithms of arguably greater complexity and potential for abuse: the algorithms implicit in human decision-making. The human brain operates algorithmically through complex neural networks. And when humans make collective decisions, they operate via algorithms too—those reflected in legislative, judicial, and administrative processes. Yet these human algorithms undeniably fail and are far from transparent. On an individual level, human decision-making suffers from memory limitations, fatigue, cognitive biases, and racial prejudices, among other problems. On an organizational level, humans succumb to groupthink and free-riding, along with other collective dysfunctionalities. As a result, human decisions will in some cases prove far more problematic than their digital counterparts. Digital algorithms, such as machine learning, can improve governmental performance by facilitating outcomes that are more accurate, timely, and consistent. Still, when deciding whether to deploy digital algorithms to perform tasks currently completed by humans, public officials should proceed with care on a case-by-case basis. They should consider both whether a particular use would satisfy the basic preconditions for successful machine learning and whether it would in fact lead to demonstrable improvements over the status quo. The question about the future of public administration is not whether digital algorithms are perfect. Rather, it is a question about what will work better: human algorithms or digital ones

    Management: A bibliography for NASA managers

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    This bibliography lists 706 reports, articles, and other documents introduced into the NASA scientific and technical information system in 1984. Entries, which include abstracts, are arranged in the following categories: human factors and personnel issues; management theory and techniques; industrial management and manufacturing; robotics and expert systems; computers and information management; research and development; economics, costs, and markets; logistics and operations management; reliability and quality control; and legality, legislation, and policy. Subject, personal author, corporate source, contract number, report number, and accession number indexes are included
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