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humans have a special capacity for perceiving and even anticipating natural phenomena and its patterns.

This innate sense has been largely forgotten, according to Gooley, because modern lifestyles demand we engage in mostly logical, deductive thinking, rather than using our intuition. Our ability to extract meaning from interrelated phenomena such as bird behavior, wind direction, plant growth, and sunlight has atrophied. By searching out these relationships and patterns in nature, Gooley writes, he has rediscovered a manner of experiencing the outdoors through intuition. With some practice, he assures us that we can, too.

Gooley describes the nature instinct as an awareness of the outdoors that allows him to observe and understand before conscious thought. He can sense direction from a tree or predict the behavior of animals, and only afterwards analyzes how he knew these things to be true. While he uses gut feeling or the sixth sense (a common but debunked theory of navigational aptitude in the 19th century and early 20th century), he settles instead on the term “fast thinking.”

Basically chauffeurs, truck drivers anyone who does driving for a living their jobs will be disrupted more in the 15 to 20 year time frame and many jobs that seem a little bit complex, chef, waiter, a lot of things will become automated we'll have automated stores, automated restaurants, and all together in 15 years, that's going to displace about 40 percent of the jobs in the world.

Because I believe in the sanctity of our soul. I believe there is a lot of things about us that we don't understand. I believe there's a lot of love and compassion that is not explainable in terms of neural networks and computation algorithms. And I currently see no way of solving them. Obviously, unsolved problems have been solved in the past. But it would be irresponsible for me to predict that these will be solved by a certain timeframe.

Gamification is the application of game elements into nongame spaces. It is the permeation of ideas and values from the sphere of play and leisure to other social spaces. It’s premised on a seductive idea: if you layer elements of games, such as rules, feedback systems, rewards and videogame-like user interfaces over reality, it will make any activity motivating, fair and (potentially) fun. ‘We are starving and games are feeding us,’ writes Jane McGonigal in Reality Is Broken (2011). ‘What if we decided to use everything we know about game design to fix what’s wrong with reality?’

But gamification’s trapping of total fun masks that we have very little control over the games we are made to play – and hides the fact that these games are not games at all. Gamified systems are tools, not toys. They can teach complex topics, engage us with otherwise difficult problems. Or they can function as subtle systems of social control.

The problem of the gamified workplace goes beyond micromanagement. The business ethicist Tae Wan Kim at Carnegie Mellon University in Pittsburgh warns that gamified systems have the potential to complicate and subvert ethical reasoning. He cites the example of a drowning child. If you save the child, motivated by empathy, sympathy or goodwill – that’s a morally good act. But say you gamify the situation. Say you earn points for saving drowning children. ‘Your gamified act is ethically unworthy,’ he explained to me in an email. Providing extrinsic gamified motivators, even if they work as intended, deprive us of the option to live worthy lives, Kim argues. ‘The workplace is a sacred space where we develop ourselves and help others,’ he notes. ‘Gamified workers have difficulty seeing what contributions they really make.’

But the ability to tag that data may be China’s true A.I. strength, the only one that the United States may not be able to match. In China, this new industry offers a glimpse of a future that the government has long promised: an economy built on technology rather than manufacturing.

“We’re the construction workers in the digital world. Our job is to lay one brick after another,” said Yi Yake, co-founder of a data labeling factory in Jiaxian, a city in central Henan province. “But we play an important role in A.I. Without us, they can’t build the skyscrapers.”

While A.I. engines are superfast learners and good at tackling complex calculations, they lack cognitive abilities that even the average 5-year-old possesses. Small children know that a furry brown cocker spaniel and a black Great Dane are both dogs. They can tell a Ford pickup from a Volkswagen Beetle, and yet they know both are cars.A.I. has to be taught. It must digest vast amounts of tagged photos and videos before it realizes that a black cat and a white cat are both cats. This is where the data factories and their workers come in.