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An assessment of the revolutionary potential of artificial intelligence and robotics traces how technology arrived at this point and how artificial life, machine consciousness, extreme prosperity, and technological warfare will be hotly debated issues of the near future. A great turning point in the history of our species is at hand. AI and robotics are poised to redefine what it means to be human. So … what exactly does that mean for you? In [this book], Byron Reese suggests that technology has fundamentally reshaped humanity just three times in history: 100,000 years ago, we harnessed fire, which led to language; 10,000 years ago, we developed agriculture, which led to cities and warfare; and 5,000 years ago, we invented the wheel and writing, which led to the nation-state. Now, we are on the doorstep of a fourth great change brought about by two technologies: artificial intelligence and robotics. The Fourth Age provides extraordinary background and context on how we got to this point, and how– rather than what–we should think about the complex web of topics we’ll soon all be facing: machine consciousness, automation, drastic shifts in employment and the workforce, creative computers, radical life extension, artificial life, the ethics of AI, autonomous warfare, superintelligence, and extreme prosperity, to name only a few. By asking questions like

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The psychology classic-a detailed study of scientific theories of human nature and the possible ways in which human behavior can be predicted and controlled-from one of the most influential behaviorists of the twentieth century and the author of Walden Two.

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Find out what makes us human by learning where we came from.

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The foremost authority on innovation and growth presents a path-breaking book every company needs to transform innovation from a game of chance to one in which they develop products and services customers not only want to buy, but are willing to pay premium prices for.How do companies know how to grow? How can they create products that they are sure customers want to buy? Can innovation be more than a game of hit and miss? Harvard Business School professor Clayton Christensen has the answer. A generation ago, Christensen revolutionized business with his groundbreaking theory of disruptive innovation. Now, he goes further, offering powerful new insights. After years of research, Christensen has come to one critical conclusion: our long held maxim–that understanding the customer is the crux of innovation–is wrong. Customers don’t buy products or services; they

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