Friday, May 6, 2022

Book Insights 2/3: A Human's Guide to Machine Intelligence - Kartik Hosanagar

This blog is a only a summary note of the book and does not capture the full content and all the details. 
This blog is written for academic purpose, please do provide citation to the book A Human's Guide to Machine Intelligence, Author - Kartik Hosanagar, Publisher - Penguin, for referencing. 

I encourage the readers to buy the book for a detailed reading. 
It's available on Amazon:
and Flipkart:


The book A Human's Guide to Machine Intelligence by Kartik Hosanagar, provides readers a valuable insights to two of the million dollar questions: How Algorithms Are Shaping Our Lives? and How We Can Stay In Control?

The book consist of three parts:


  • Free Will in an Algorithmic World
  • The Law of Unanticipated Consequences

  • Omelet Recipes for Computers: How Algorithms Are Programmed
  • Algorithms Become Intelligent: A Brief History of AI
  • Machine Learning and the Predictability-Resilience Paradox
  • The Psychology of Algorithms

  • In Algorithms We Trust
  • Which Is to Be Master - Algorithm or User?
  • Inside the Black Box
  • An Algorithmic Bill of Rights
  • Conclusion: The Games Algorithms Play

The Preface section, gives the journey of development of artificial intelligence. 

In 1992 Vishwanathan Anand played Fritz, a chess-playing software program and he won easily. In 1994, an improved version of Fritz beat Anand and several other grandmasters. By 1997, IBM's Deep Blue beat world chess champion Gary Kasparov in a six-game tournament. Deep Blue had the ability to explore 200 million possible chess positions in a mere second. Google's latest chess-playing software, AlphaZero, taught itself the game in just 4 hours. It explores only 80,000 positions per second, before making the move with the greatest likelihood of success. 

With advancement of AI, it's applications moved from the sphere of chess and games, into our daily lives. It gives examples of Flipkart's recommendation algorithm and speech-recognition start-up, Myntra's AI-generated apparel designs, GreyOrange deploying robots in warehouses, HDFC's OnChat chatbot and Recruitment companies using AI for screening resumes.

With AI permeating into all spheres of life, it also brings in unique challenges for e.g. data security, data privacy, job creation and job displacements, AI biases etc.

Introduction section: 

It talks about Microsoft's chatbot XiaoIce which was launched in 2014. It was developed after years of research on NLP (natural language processing) and conversational interfaces.  XiaoIce attracted more than 40 million followers and friends on WeChat and Weibo (social apps).  In other words, humans interacts with XiaoIce on a regular basis just as two human friends would do. 

Woebot is a Chatbot therapists being used to help people maintain their overall mental health. 

Microsoft introduced on Twitter in 2016 in US. It garnered 100,000 interactions in just 24 hours but soon it took an aggressive personality of it's own - sending out extremely racist, fascist and sexist tweets. Very next day, Microsoft shutdown the project's website.

Algorithm is a series of steps (logic) which one needs to follow to arrive at the defined outcome.

Traditionally, programmers used to develop algorithm and it was static by it's nature. 

With advancement in artificial intelligence (AI), algorithms now can take in data, learn new steps (logic) on it's own and can generate more-sophisticated versions of themselves.  

Machine learning (ML) is a subfield of AI, that empowers machines with self-learning ability so that it can improve with experience. 

Modern algorithms have incorporated both AI and ML. The most popular versions of these algorithms are built on neural networks, opaque machine learning techniques. The learned strategies and behaviours they incorporate even their human programmers can't anticipate, explain or sometimes even understand them. Thereby they are advancing beyond their decision support role (suggestions) to becoming autonomous systems that make decisions on our behalf.   

ProPublica published a report on how algorithms used in Florida courtrooms are positively biased towards whites and racist towards black defendants. 

In May 6, 2010, afternoon a large mutual fund group to sell 75,000 contracts in just 20 minutes, by using a single algorithm. This lead to domino effect as other companies trading algorithms seeing the market behaviour attempted to exist the market by selling more stocks. In about half an hour, nearly $ 1 trillion of market value was wiped out. This event became known as 'flash crash'.

Cathy O'Neil Data Scientist and Political Activist calls algorithms built on Big Data as "Weapon of Math Destruction". According to Philosopher Nick Bostrom the inherent unpredictability of AI poses an existential threat to humans. 

Despite of these concerns, modern AI-based algorithm are here to stay. Hence the author Kartik Hosanagar dwells into the mind of the algorithm and answers three related questions:

  1. What causes algorithms to behave in unpredictable, biased and potentially harmful ways?
  2. If algorithms can be irrational and unpredictable, how do you decide when to use them?
  3. How do we, as individuals who use algorithm in our personal or professional lives and as a society, shape the narrative of how algorithms impact us?


Free Will in an Algorithmic World

The author takes us through the daily routine of a senior research fellow, which seems random at one level, but he makes us wonder about the degree to which the algorithms of Facebook, Google, Tinder and Amazon plays a role in his life's day to day circumstances. Essentially, it makes us ask - To what extent are we in control of our own actions?

The author explains that popular design approaches (notifications and gamifications) are for increasing user engagement. It exploits and amplifies human vulnerabilities (need for social approval, instant gratification) making us act impulsively and against our better judgement. 

The author also makes us realise though we feel a sense of free will by making the final decision, in reality 99% of all possible alternatives are excluded in the search algorithms. (Google's algorithms determine which one are featured in the very top of the results page). Automated recommendations are also a major driver of choices we make about what to buy, what to watch and what music to listen online. 

Amazon, Walmart, Netflix, Spotify, Apple's iTunes, Google's YouTube algorithms gently nudge us in specific directions.

Social media websites algorithms are the chief drivers of the content we see. Facebook, Instagram and Twitter's algorithms determines which potential stories or posts you should read first, which you can read later and which you don't need to read at all. The news-feed algorithms in the social networking websites play a crucial role in reportage we read and the opinions we form about the world around us.

Algorithms are also selecting the social networks by itself. LinkedIn algorithm reminds you of the people you emailed recently to be added in your professional network. Facebooks algorithm recommend whom to add as friends and Tinder, are recommending who you date or marry.

The books presents a case study of where the algorithm for recommendations is not just based on the stated preferences submitted by their subscribers, rather it was based on their online behaviour (based on what profiles they checked and clicked). 

The Law of Unanticipated Consequences

The author presents Kevin Gibbs to us, who programmed Google search autocomplete predictor tool (suggestions). The predictions are based on the user's own recent search queries, on trending news stories and what other people were searching for on Google. This feature brings in so much of efficiency (time saving) but there is also an unintentional outcome. The autocomplete reveals the prejudice existing around the subject of search. Therefore is Google unintentionally leading impressionable people who did not initially seek this information to webpages filled with biases and prejudices?

Another case study presented to us, the world's first beauty contest judged by AI. Though more than 6,000 people from 100 countries participated, the 44 winners chose by the software were nearly all white. 

Google Photos in 2015 faced similar issue with it's photo-tagging algorithm. A photo of Jacky Alcine (a software engineer) and his friend were auto-tagged "Gorillas". They were indeed black individuals. The Image-processing algorithms hadn't been trained on a large enough number of photos of black people hence it was unable to distinguish for different skin tones.


Omelet Recipes for Computers: How Algorithms Are Programmed

In this chapter the author presents the recommendation engines of three digital music platforms: Pandora, and Spotify.

Pandora's algorithms are based on "content-based recommendation". These systems start with detailed information about a product's characteristics and then search for other products with similar qualities. algorithms are based on "collaborative filtering". For e.g. you like Yellow by Coldplay, then the algorithm will find someone who also likes Yellow by Coldplay and what else she listens to. The algorithm then recommends to you, these new songs.

Spotify algorithm tries to combine these two methods. 

Pandora has a deep understanding of music and vocabulary, which emerged from the Music Genome Project, in which musicologists listened to individual tracks and assigned more than 450 attributes to each. 

The collaborative filters lack in depth knowledge, it is simplistic in it's approach, easy to roll out and therefore has become te most popular class of automated product recommenders on the internet (e.g. Netflix, YouTube, Google News).

How does social media websties Facebook, LinkedIn, Tinder recommend people?

The common approach they take is to match based on similarities in demographic attributes - age, occupation, location, shared interests in topics and ideas discussed on social media. 

An alternative approach used by other algorithms relies on people's social networks themselves. For e.g. if you and I are not connected on LinkedIn but have more than a hundred mutual connections, we are notified that we should perhaps be connected.

Both systems are intuitive. They are based on homophily (our tendency to connect with those most like us).  

In this chapter, the author touches upon another interesting topic - Neighbourhoods (for brick and mortar stores and for Digital world).

With years of experience we all know the importance of location in real estate. If a store exists in a right location, it will have footfalls of the customers. The concept of location extends within grocery stores too, i.e. similar items are placed next to one another on the same shelf. Therefore, "neighbourhoods" allows us to quickly find what we as customers are looking for.

For Digitial neighbourhoods, the author gives examples from the early days of the World Wide Web when Yahoo and Geocities used to classify businesses by products and services they offer. It was conventional directory of products converted into website of organised products and services into various categories.

With information explosion this early form of online categorisation had it's natural death and it was replaced by Algorithms such as Search engines, Recommendation systems or Social news feeds. In other words, today's Digital Neighbourhhoods are managed with this new forms of algorithms.

Google's PageRank algorithm ranks webpages not only by the occurrence of search terms on the pages but also by the hyperlinks from other pages ("inlinks") that a page receives. 

Facebook's ad-targetting algorithms stems out of social connections since similar people tend to be friends and hence share similar affinity to brands/products/services.

Amazon's shopping recommendation "people who viewed/bought this product also viewed/bought these other products", creates a "network" of interconnected goods.  

Food for thought - Amazon's recommendation algorithm (collaborative filtering) does it increase diversity? Afterall, wasn't internet meant to be a democratization tool. 

The truth is common algorithms reduce the diversity of items we consume, because these collaborative filtering might be biased towards popular items. Reason being, they recommend items based on what others are consuming and hence the obscure items are ignored. 

The author and team provide examples from simulation experiments they carried out which demonstrates these algorithms can create a rich-get-richer effect for popular items. Even though individuals might discover new items, aggregate diversity doesn't rise, and market share of popular items only increases. 

The author points towards Spotify's hybrid design (combination of collaborative filter with a content-based method) as a better solution to this problem. [Experts and AI/ML are deployed in the content based method for a detailed research in identifying the attributes of the product (song), than just reliance on popularity].

Food for thought - We generally don't evaluate, algorithms holistically hence the unintended consequences of an algorithm are overlooked.


A Brief History of AI

The author takes us back in time to 1783 by narrating the story of 'Mechanical Turk' a chess playing machine, which turned out to be a hoax involving  a hidden human player, a mechanical arm and a series of magnetic linkages. 

150 years later in 1950, Alan Turing published a paper posing a profound question: "Can machines think?" He imagined a computer might chat with humans and fool them to believe it is a human too. This came to be known as the Turning Test, to measure the intelligence of machines.

Soon after, John McCarthy proposed a workshop which will pursue the question how to make machines solve problems that only humans were assumed to be capable of solving. He names his conference the Dartmouth Summer Research Project on Artificial Intelligence which took place in 1956. In this workshop/conference, human-level intelligence was recognised as the gold standard to aim for in machines. It also established AI as a branch of science: What is thinking, what are machines, where do the two meet, how and to what end?

By 1959, Al Newell and Herb Simon had built a software the Logic Theorist which proved the theorems from the seminal work Principia Mathematica. 

By 1967 engineers at MIT developed Mac Hack VI the first computer to enter a human chess tournament and win a game. 

The AI community used different approaches for building intelligent systems:

  1. Rules of Logic
  2. Statistical techniques (infer probabilities of events based on data)
  3. Neural networks (inspired by how network of neurons in human brain fires to create knowledge)

By 1969 Neural Network approach lost favour when Marvin Minsky et al published a book Perceptrons which was critical of neural network, highlighting it's limitations.

Without much output and more of promises, 1970s and 1980s witness funding of AI research on a downward spiral. The funding got redirected to other areas of computer science, such as networking, databases and information retrieval.

The AI community had to set more-realistic near-term goals.

The previous approach of AI research was: AGI (artificial general intelligence), also described as 'strong AI'.

The newer approach of AI research became expert systems approach: ANI (artificial narrow intelligence), also described as 'weak AI'.

May 11, 1997, IBM's Deep Blue computer defeating Garry Kasparov was a very important milestone in the history of modern computing.

However, the ANI approach failed as the algorithms would fail in a given situation if these were not explicitly programmed. (There can be infinite number of situations in complex activities hence it's an endless task for a programmer to predict and write a code for all possible situations).

So by early 2000, there was a growing recognition among the researcher community that computers could never attain true intelligence without machine learning.

The advent of internet provided access to large datasets (Big Data) for training ML algorithms.

Processers which were originally designed to handle 3-D gaming graphics, found applications to process big data.

These three ingredients: Big data, Specialised processeors and AGI approach to research advanced the field of AI with many practical applications coming out. However, soon the 'traditional machine learning methods' emerged as the rate limiting step.

The recent explosion in ML is fueled by Deep Learning (essentially, digital neural networks arranged in several layers).

Deep learning models comprises of: 

  1. An Input layer (input data),
  2. An Output layer (desired prediction) and
  3. Multiple hidden layers (that combine patterns from previous layers to identify abstract and complex patterns in the data). 
In 1980s Geoff Hinton et al had developed a fast algorithm for training neural networks with multiple layers. Other researchers to follow, built upon this foundational work.

Today's Google's self-driving car prototypes, systems like DeepPatient at Mount Sinai hospital NY are outcomes of machine learning approach.

Machine Learning and the Predictability-Resilience Paradox

In this chapter the author gives example of the game Go (similar to chess, but more complex). In 2016, Google's Go-playing computer program, AlphaGo defeated Lee Sedol, the world champion from Korea. The Move 37, played by AlphaGo couldn't be understood by the programmers themselves.

The DeepLearning ML systems are becoming more intelligent, dynamic and more unpredictable. In other words, the explicit set of rule based algorithms were Predictable, whereas the DeepLearning ML were Resilient due to it's adaptability.

Human beings tacit knowledge is difficult to explain explicitly. The tacit dimension was put forth by Michael Polanyi in his 1966 book, The Tacit Dimension. 

David Autor refers to this as Polanyi's paradox - We know more than we can tell.

If technology has to solve complex creative problem, it's development has to move away from predictable systems and become resilient systems. Examples of such applications are Google's ranking algorithm, Google's self-driving cars, Google's ad-targetting algorithms.

Allowing learning from Big Data, taps into undiscovered knowledge hidden in data, which is escaping human beings.

On the other hand the issues which are challenging us with this approach are: 

1. Adversarial machine learning i.e. learning from data which is intentionally manipulated by adversaries trying to make the system malfunction (e.g. sabotating Google's Self-driving cars by adding in wrong road signs). 

2. Algorithmic bias i.e. when machines learn from Big Data, it might pick up different kinds of biases. 

Probable solutions to overcome these issues: 

1. Deemphasize Big Data and instead focus on 'Better Data' i.e. carefully curate 'clean' datasets and learn from them. (However, studies show the outcome from learning from Big Data by far supersedes the outcome of learning from smaller/cleaner datasets). 

2. Reinforcement learning i.e. it doesn't tap into Big Data rather it creates Big Data. In other words,  algorithm learns from the data generated by itself through self-exploration. (e.g. Google AlphaGo Zero the newer version of Go-playing software).

3. Multiple approaches are simultaneously employed: e.g. Self-driving cars deploying both machine learning and rules-based systems manually coded by programmers.

4. Explainable or Interpretable machine learning: hottest areas in AI research, how to build ML systems that can explain their decisions.

The Psychology of Algorithms

In this chapter the author provides the 'Nature (genes) vs Nurture (environment)' model for explaining how the algorithms might be working. 

Nature refers to the logic of early computer algorithms which were fully programmed. Nurture refers to the modern algorithms which learns from real-world data. 

The author points out how XiaoIce and Tay both similar algorithms (chatbot) from Microsoft, behaved differently in different data environments. He then points out to March 2017 Microsoft's launching of Zo, another chatbot, which was explicitly programmed to avoid political controversies. 

These examples provides us a framework for deconstructing algorithmic systems:

Data <----->Algorithms <-----> People

  1. Data - on which the algorithms are trained
  2. Algorithms - their logic/programmed code
  3. People - the ways in which users interact with the algorithms

Various studies conducted provides the following insights:

  • The like-mindedness of our Facebook friends traps us in an echo chamber (filter bubble - in which we all have our own narrow information base).
  • We prefer reading news items that reinforce our existing views. 
  • Digital echo chambers is driven by the actions of online users.

Data, Algorithms and People all put together have a complex interactions and together plays a significant role in determining the outcomes of algorithmic systems.


In Algorithms We Trust

In this chapter, the author describes the paradox of human beings simultaneously trusting and mistrusting algorithms.

The incidences of May 2016 in U.S. highway 27A Tesla Model S sedan in self-driving mode meeting a fatal accident killing it's driver and in March 2018 in Tempe, Arizonia a self-driving vehicle being tested by Uber killing a pedestrian are cited, which arouse significant protest and mistrust in public opinion on adoption of self-driving technologies (algorithms).
This negative public opinion is contrary to the aggregate safety data of self-driven cars in comparison to human drivers.

On the other hand in U.S. by the end of 2017, independent robo-advisers investment companies such as Betterment, Wealthfront, Vanguard and others were collectively managing more than $200 billion in assests through their automated investment platforms (algorithms).  

Various studies conducted for understanding human behaviour towards algorithms gives several insights:

1. We do trust algorithms over humans when we are evaluating it against other humans. However, when we compare the algorithm against us (self) we trust ourselves more.

2. Human beings are more forgiving of their own mistakes than those of the algorithm.

3. Human beings lose confidence in algorithms much more than they do in human forecasters (predictions) when they observe both making the same mistake.

Which Is to Be Master - Algorithm or User?

The author takes us back in time and tells us the history of elevator and points out to us, elevator were a predecessor of today's fully automated driverless car. 
When operator less (driverless) elevators were first introduced, people were reluctant and opposed to this idea. People would walk into an elevator car and immediately step out, asking "Where's the elevator operator?". In 1950s there was a strike by elevator operators in New York City. In a reaction to this the building owners forced the issue and the designers added reassuring features, most prominent of them was a big red coloured "stop" button. There was an intercomm phoneline for speaking to a remote operator.
Though this stop button and a phone line didn't offer a real control to users, it still gave people a sense of control, that they could interrupt the automated system and take over it if they needed to do so. Eventually, the usage of automated elevators went up and people embraced this new operator less (driver less) elevators. 

The above history of elevators is consistent to contemporary research on 'People's Trust On Algorithms'. If users feel they have some control - however minimal it may be - their trust on the algorithm is significantly enhanced. 

Examples of such minimal control for example are, on Netflix users can respond with 'thumbs up' or 'thumbs down' feedback to recommendations, which in turn will be used by the algorithms to improve future recommendations.
Another example would be Google's search algorithm which offers decisional control by offering a long list of hits for every search query. The user can scroll through the list and choose the one that best fits their needs. 

The author ends the chapter by pointing out algorithmic decision making are evolving from Decision Support Systems to becoming Autonomous Decision Makers. With this evolution, the issue of Transparency is getting lot of buzz among the circuit of AI researchers and social scientists.

Inside the Black Box

In this chapter the author explains to us (readers) how our trust or mistrust develops towards algorithms. 

Researcher Kizilcec points out for human beings, there is such a thing as the 'right' amount of transparency - not too little, not too much. According to him, the same applies to algorithms - Too Much Information (TMI) and Too Little Information both, can undermine user trust. 

The nature of trust deficit are of following types: 
  • Weakened competence belief - when we suspect if the algorithm truly has the required expertise.
  • Weakened benevolence belief - when we suspect if the algorithm is trying to maximize it's gains.
  • Weakened integrity belief - when we suspect if the algorithm is upholding values (e.g. honesty, fairness)

Research on decision support systems shows:

  • A HOW explanation of the algorithm, alleviates the person's weakened competence belief.
  • A WHY explanation of the algorithm, alleviates the person's weakened benevolence belief.
  • A TRADE-OFF explanation of the algorithm, alleviates the person's weakened integrity belief.
The above examples of trust is from the end-user's (non-technical person) perspective. However from the point of view of a Technical person or an Auditor or a Regulator - higher the transparency of the algorithm, higher is their degree of trust.

So how we as a society can achieve a high level of transparency, so that regulators can audit the algorithms?

The obvious answer is through Technical Transparency - making the source code public.

However, this is approach is not so simple to implement, as for-profit companies their algorithms are their intellectual property, they have an economic value and it can't be made public for obvious reasons. 

Also the modern algorithms (AI based) even if the source code is available for scrutiny/audit, the very nature of these algorithms (significant portions of their logic come through machine learning) makes it difficult to understand it's behaviour and hence audit it.

An Algorithmic Bill of Rights

The author starts this chapter with the Three Laws of Robotics by science fiction writer Issac Asimov, which was written in the year 1942, in a short story "Runaround".

He then lists out the algorithmic bill of rights, by US Public Policy Council of the Association for Computing Machinery (ACM) published in January 2017. These principles cover seven general areas:

  1. Awareness - those who design, implement, and use algorithms must be aware of there potential biases and possible harm, and take these into account in their practices.
  2. Access and redress - those who are negatively affected by algorithms must have systems that enable them to question the decisions and seek redress.
  3. Accountability - organizations that use algorithms must take responsibility for the decisions those algorithms reach, even if it is not feasible to explain how the algorithms arrive at those decisions.
  4. Explanation - those affected by algorithms should be given explanations of the decisions and the procedures that generated them.
  5. Data provenance - those who design and use algorithms should maintain records on the data used to train the algorithms and make those record available to appropriate individuals to be studied for possible biases.
  6. Auditability - algorithms and data should be recorded so that they can be audited in cases of possible harm.
  7. Validation and testing - organizations that use algorithms should test them regularly for bias and make the results publicly available.  

There is reference made for Ben Shneiderman, a professor of computer science at the University of Maryland who issued a call for a National Algorithmic Safety Board. In Dec 2017, New York City passed a law to set up a new Automated Decision System Task Force for monitoring the algorithms used by municipal agencies. 

The chapter, also draws our attention to EU's legislation the General Data Protection Regulation (GDPR). GDPR has two main sections:

Nondiscrimination - using algorithms to profile individuals is intrinsically discriminatory. Therefore, GDPR bans decisions which are solely based on the use of sensitive data (personal data).

Right to explanation - this addresses the issues related to transparency. It mandates that the users can demand for the data behind the algorithmic decisions made for them.

In September 2016, the tech giants came together to create 'The Partnership on AI' for self-regulation, which is focusing on four key areas: 

1. Best practices for implementing safety-critical AI systems in areas such as health care and transportation; 2. Detecting and addressing biases in AI systems; 3. Best practices for humans and machines to work together; and 4. Social, psychological, economic and policy issues posed by AI.

The author strongly advocates the users of algorithms - you and I should also step up and contribute in drafting the bill of rights for humans impacted by algorithms. 

Kartik Hosanagar (author) proposes four main pillars of an algorithmic bill of rights:

  1. Transparency of data
  2. Transparency of algorithmic procedures
  3. Providing a feedback loop to the users for communication and to have some degree of control
  4. User's responsibility to be aware of the risk of unanticipated consequences 

This book leaves us with a food for thought or should I say buffet of thoughts - 

"Together, we have to answer one of the more pressing questions we face today. How will we conceive, design, manage, use and govern algorithms so they serve the good of all humankind?" - Kartik Hosanagar

Sunday, July 25, 2021

Book Insights 1/3- THE SQUIGGLY CAREER by Helen Tupper & Sarah Ellis

It has been a while I have been contemplating with the idea of writing book summaries. Given the time constraints we all have, book summaries serve as a valuable resource as you can pick the key takeaways and learnings in couple of minutes of your reading. 

This blog is a only a summary note of the book and does not capture the full content and all the details. 
This blog is written for academic purpose, please do provide citation to the book The Squiggly Career, Authors - Helen Tupper and Sarah Ellis, Publisher - Penguin Random House, UK.

I encourage the readers to buy the book for a detailed reading. 
It's available on Amazon: 

This book summary is of THE SQUIGGLY CAREER, authors – Helen Tupper and Sarah Ellis, published by Penguin Random House UK, which I read (rather listened to it on Audible).

There are total of eight chapters in the book.

·       Welcome to Your Squiggly Career

·       Chapter 1: The Squiggly Career

·       Chapter 2: Super Strengths

·       Chapter 3: Values

·       Chapter 4: Confidence

·       Chapter 5: Networks

·       Squiggly Careers Summaries

·       Chapter 6: Future Possibilities

·       Chapter 7: Squiggly Career Conundrums

·       Chapter 8: 100 Pieces of Career Advices

Welcome to Your Squiggly Career Summary

Today’s careers are no more like Staircase/Ladders, rather they are Spaghetti like Squiggly Careers.

The five career skills required in this modern world of work are:

1.      Super strengths (things you are great at and applying these at work)

2.      Values (What motivates and drives you?)

3.      Confidence (Belief in yourself, build your resilience and support system)

4.      Networks (People help people, build a network based on giving)

5.      Future possibilities (Career plans are things of the past, explore the possibilities and take control)

Chapter1: The Squiggly Career (Summary)

1.      The career ladder analogy has lost it’s usefulness for describing today’s career.

2.      The Who, What, When, Why and Where of Work are all changing simultaneously.

3.      No size fits all approach to career development has become irrelevant and impossible.

4.      No one cares about your career as much as you do. Self-reflection, Self-awareness and Continuous Learning is a must-do and not nice thing to do.

5.      JD (job description) is no more stagnant in today’s VUCA (volatile, uncertain, complex and ambiguous) work environment.

6.      Rethink on your relationship with learning. Identify yourself  as a learner than being a knower.   

7.      9 am to 5 pm schedule is fast disappearing.

8.      Design your own operating system.

9.      Understanding your Why of work will improve your decision making at work and make you feel fulfilled at work.

10.   Five skills which will make you succeed: Super strengths, Values, Confidence, Networks and Future possibilities.


Chapter 2: Super strengths (Summary)

1.      Strengths are the things you are good at. Super strengths are the things you are brilliant at.

2.      Spent 80% of your time focusing on your strengths stronger and 20% of your time in mitigating any specific weaknesses relevant to your job.

3.      Strengths are the combination of your natural talents and learned experiences.

4.      Natural talents are what you are good at. We often underestimate them and the positive impact it has on work.

5.      Ask your colleague/friends/family for three words that describe you (feedback).

6.      Your learned strengths are combination of your work, knowledge, expertise and behaviour.

7.      You can find and evaluate your own super strengths vs strengths by four criteria success, frequency, openness and happiness.

8.      Know what you want people to say about you when you are not in the room.

9.      Ask for strength based feedback – e.g. can you tell me when I was in my best this week?

10.   Take practical action to ensure your strengths are visible and stands out. E.g. Job crafting, taking special projects, team-based strength identification, online presence.


Chapter 3: Values (Summary)

1.      Values makes you YOU. It motivates and drives you.

2.      Values are formed in three phases: spongy, copycat and rebel. They are fully established by the time you reach your early 20’s.

3.      Knowing your values helps you in three ways: a. Knowing your values at work, b. Using empathy and c. Using values as a career compass to make better decisions.

4.      You have 3 to 5 core values which are your strongest motivator, which are ultimately most important to you.

5.      You have a set of value which effects your work and personal life. Values are not for value judgement.

6.      Values can positively and negatively affect you. Hence knowing and making use of values positively will have a productive impact in your career.

7.      Careers must have and must not give clues to your values.

8.      Defining what your values means to you, will help you share them with other people at work.

9.      Understanding others values helps in creating teams with high trust, empathy and where everyone feels comfortable being themselves.

10.   Knowing your values and living them is a work for life. So do revisit them regularly.


Chapter 4: Confidence (Summary)

1.      Confidence is a skill. It can be learned, practiced and improved.

2.      Confidence gremlins holds you back at work and everyone has them.

3.      Work out  to identify the triggers of your confidence gremlins and when it holds you back.

4.      To test and overcome your confidence gremlins, take small actions.

5.      Reward yourself for taking actions towards your confidence gremlins.

6.      Confidence and success goes hand in hand. More successes you get, the more confidence you build.

7.      The three R of building a success mindset: Recognise, Record and Run your own race.

8.      Build your support system around with people who love you, understand you, challenge you and inspire you.

9.      Use confidence boosters to calm yourself down in tense moments.

10.   Our top three confidence boosters are: Watch your words, Be in your body and Practice makes perfect. 


Chapter 5: Networks (Summary)

1.      Networking is people helping people.

2.      In a Squiggly career, your network helps you to develop meaningful relationship, gain access to diverse perspective and build your brand.

3.      Everyone can build a network, whether you are an introvert or an extrovert. Best relationships are build with authenticity and which is right for you.

4.      To build a brilliant network you need three Ds: to be Discerning, to be Deliberate  and to be Diverse in your approach.

5.      Access the strengths and gaps in your networks by identifying the network you have which supports your current role, future possibilities and personal development.

6.      The best network is build on what you can give, without expectations of immediate gain.

7.      To identify what you can give to a network, start with your strengths and passion and how these can be helpful to other people.

8.      Not everyone will say yes to networking request. So don’t get disheartened and take it personally.

9.      Know what role you are playing in a network: Consumer, Connector, Contributor or Creator.

10.   Developing a network takes time, energy and it is a work in progress.


Chapter 6: Future Possibilities (Summary)

1.      The stage life of education, work and retirement is getting replaced by multi-stage, multi-transitional squiggly career.

2.      Ditch your career plan in favour of exploring future possibilities.

3.      Define your obvious, ambitious, dreams and pivot possibilities.

4.      For discovering a future possibility, be specific what you need to know and who can help you.

5.      Future possibilities focus on your What and career vision focuses on your Why.

6.      Use a vision board (manifesto) to point out what is important for you.

7.      Treat yourself as work in progress to future proof your future career.

8.      People with high CQ (Curiosity Quotient) are better placed to work effectively in ambiguity and uncertainty.

9.      Feedback should be regular.

10.   Grit is more important than talent as an indicator for success.


Chapter 7: Squiggly Career Conundrums (Summary)

Seven common career conundrums:

1.      Should I start a side project?

2.      How do I find a mentor.

3.      What should I do if my organization does not invest in training?

4.      How do I achieve work-life balance?

5.      Should I stay? Or should I go?

6.      How do I build my personal brand?

7.      How can I be a leader, when I don’t have a team?

Should I start a side project?

Starting side projects is becoming mainstream.

Side projects can be related to your passion (hobby), problem solving (unmet needs), or idea testing side project (pilot).

Tips for starting your side projects:

·        Start your side project and don’t wait for perfection.

·        Collaborate with others on your side project.

·        Share your side projects with many others.

·        Learn and leap-frog.

·        Have fun.

One book to read: Do Fly: Find Your Way. Make a Living. Be Your Best Self – Gavin Strange.

One video to watch: Don’t Complain, Create – Tina Roth Eisenberg.

How do I find a mentor?

Don’t limit yourself to one type of mentor (e.g. seniority). Find mentors based on their expertise and not on their age.

Mentoring relationship can be short term or long term, depending on the career needs.

Become a mentor yourself.

While reaching out for mentoring, don’t make it too formal. You can request for informal conversation time on specific areas where you are looking for advice.

It’s not necessary to know all your mentors personally. You can learn from distant learning mentors.

Three self-reflection questions before seeking for a mentor: What do I want to learn and why? Whom I already know who can help me learn what I want to learn or can get me connected to someone? How can I ask for mentoring in a way which is interesting and meaningful to me.

One book to read: Forget a Mentor, Find a Sponsor: The New Way to Fast Track Your Career. – Sylvia Ann Hewlett

One video to watch: The secret to great opportunities? Tanya Menon

What should I do if my organization does not invest in training?

Take ownership of your own career development.

Apply for grants for funding your own learning, Seek support from your manager/organization (flexibility in time for pursuing learning).

Create your own curriculum from MOOCs.

Create your own learning style and learning community.

Be a learning advocate.

 One book to read: Mindset: Changing The Way You Think – Carol S. Dweck

One video (YouTube channel) to watch:

How do I achieve work-life balance?

What balance means to you, requires self-reflection.

Consider Work Life Integration.

Focus on two inter-related aspects: Feelings and Choices.

Strive to have some control on the time you spend and make conscious choices and decisions.

Choices to make: Get good sleep (7-8 hours), Do exercise, Take a break (have a downtime), Turn off notifications and stop overuse of technology, Make a friend, Don’t be apologetic/guilty.

One book to read: Thrive: The Third Metric to Redefining Success and Creating a Life of Well-Being, Wisdom and Wonder – Arianna Huffington.

One video to watch: How to Gain Control of Your Free Time? Laura Vanderkam

 Should I stay? Or should I go?

Are you Happy? And Are you Learning? (your answer should be yes)

What’s the job after the next job? (think new possibilities, take your time and don’t feel pressurized to take up a role if it does not suit you).

Apply your strengths and your values at work.

Enjoy the journey rather than the destination. (in squiggly career destination is unclear)

Work on improving your working relationship with your manager.

Consider are you running from something in your old role? (if you are running away from something it will impact your quality of decision) Or Are you drawn towards something in your new role? (positive drive will have a long term positive impact).

One book to read: The Start of You: Adapt to the Future, Invest in Yourself, and Transform Your Career – Reid Hoffman

One video to watch: Why You Will Fail to Have a Great Career Larry Smith Ted Talk

How do I build my personal brand?

Build your authentic personal brand so that interesting opportunities and possibilities come to you.

Make your brand visible.

Five personal brand principles: Start with your strengths and values, Being mindful your personal brand is everywhere, Make a positive Impact, Win-win: your personal brand should benefit you and your organization, Invest your time and energy in building your personal brand.

One book to read: The Story Factor: Inspiration, Influence, and Persuasion through the Art of Story Telling – Annette Simmons

One video to watch: How to Build Your Personal Brand

How can I be a leader, when I don’t have a team?

Time is changing. Organizations are adopting more agile ways of working and are looking outcomes rather than functioning out of organizational chart.

Many organizations are experimenting with Holacracy (a method of decentralized management and organizational governance. Self-governance by team themselves).  (Look up

Successful Leaders have the following qualities in common: Good listener, Self-aware, Stay Curious, Ability to Influence and Persuade others, Invest in self-learning and developing others.

Think laterally.

Lateral leadership ideas – Volunteer yourself, Take up a problem to solve, Become a Mentor, Look for opportunities for gaining exposure to leadership activities, Focus on your strengths and lateral leadership experiences.

One book to read: Why Should Anyone Be Led By You? Rob Goffee and Gareth Jones

Chapter 8: 100 Pieces of Career Advice (Summary)

This chapter has 100 career advices from people who have inspired the authors in their career journey.

Learning Resources from Squiggly Careers authors:

Visit Helen Tupper and Sarah Ellis website: Amazing If

Tune into Squiggly Careers Podcast


Happy Learning by reading, watching and listening! 

Please do share this blogpost. There may be someone out there who might benefit from your small generous act of sharing.

Thursday, December 17, 2020


I am on diet is a common phrase of our times. After all fast food, confectionaries, beverages (the addictive trio salt, sugar and fat) has become our way of life, over time. 

Industrialization of food, has resulted in the prevalence of microwave dinners, fast food, packaged and processed foods, food-consumerism culture, large-scale food production, grocery shelves stocked with microwaveable, super-sized, bite-sized and on-the-go meals, plastic-wrapped and frozen food. In essence, there is no gastronomic experience but rather efficiency and utility of food, just to re-fuel ourselves.   

Over time, we are suffering the negative consequences of obesity and lifestyle diseases, since the advent of industrialization of food.

Clay Johnson in his book The Information Diet: A Case for Conscious Consumption, draws a parallel between the industrialization of food and the industrialization of information.

So what is industrialization of information? 

Webster dictionary defines Information Age as a time in which information has become a commodity that is quickly and widely disseminated and easily available especially through the use of computer technology. 

With Information floodgates open, countless content irrespective of meaningful or not, keeps rushing at us in countless formats through our laptops, tablets, mobiles. 

Johnson points out, we modern humans are mindlessly spending endless hours everyday consuming information through screens (mobiles, tab, laptops) and speakers. "Just as we have grown morbidly obese on sugar, fat and flour - so too, have we become gluttons for texts, instant messages, emails, RSS feeds, downloads, videos, status updates and tweets." - Johnson.

Indeed a food for thought, to chew upon isn't it? 

There is so much of overload of information, many of it is junk, irrelevant, forced upon, distracting, devoid of any value, meaningless which does not cater to our wellbeing and growth. But we end up consuming them because we aren't mindful enough and we have got habituated to it over a period of time. 

In this context, if we see the term 'Information overload' is a misnomer. 

Clay Johnson argues blaming the abundance of information itself is as absurd as blaming the abundance of food for obesity. It's not that the fast food on it's own is coming out of the fast food joints and popping into our mouth. It is we who are making the choice to consume it over healthy food. (Makes perfect common sense isn't it? Ultimately it's about cultivating good habits and making healthy choices).

He proposes an alternative phrase, 'Information Over-Consumption' which is a truer reflection of the reality.

Parallels drawn between the industrialization of food and the industrialization of information is quite evident to us now. Eating too much food can lead to obesity, and consuming too much information can lead to cluelessness.

Just like over-eating leads to negative health outcomes, Information Over-Consumption leads to various negative outcomes across Physical (obesity, hypertension, sedentary death syndrome, diabetes, heart disease), Psychological (distorted sense of time, shallow social relationship, reality dysmorphia, screen addiction) and Social (agnotology, epistemic closure, democratic failure) dimensions.

In the background of this contemporary issue, Clay Johnson in his book The Information Diet: A Case for Conscious Consumption, makes a strong case of cultivating good habits and to become selective about the information we consume as we are about the information we consume.

Remember Maslow's Needs for Hierarchy? The pyramid model of hierarchy of human needs.

Extrapolating the idea of Clay Johnson's Information Diet, Future Crunch a weekly newsletter proposed an 'Information Pyramid' model in the lines of Maslow's Needs of Hierarchy model.

The Information Pyramid model gives us a visualization of what kind of information we should  consciously consume and what kind of information we should consciously minimize. 

We should consciously cultivate a good habit and make smarter choice to consume more of Consensual Information (newsletters, podcasts, specialist publications) & Humanistic Information (books, audiobooks, essays, documentaries) and minimize the consumption of Non-consensual Information (email, messages, notifications) & Algorithmic Information (news, social media).

Bottom-line, let's make smarter, conscious decision to stop Information Over-Consumption in today's Information Age for our own sanity, well-being & growth.