对“人工智能读懂人的情绪方式”概括有误的一项是（）。
当人工智能客服读懂了人的情绪
张天勘
①近日，京东集团展示了“具有丰富的情绪感知能力”的智能客服等多项最新AI技术成果。据悉，该人工智能客服是业界首个大规模商用的情感智能AI客服，她不但能够识别人的情绪，更能够以人的情感来回答问题，她会安慰焦急的消费者说：“我理解您的心情，请放心，我们会第一时间为您处理……”
②尽管谷歌的AlphaGo战胜李世石、柯洁，成为全球人工智能网红，但它只会下围棋，不会与人交流，更没有情感。现在，如果一位客服、订票员在实时交流中与你交谈甚欢，并洞察你的内心，当你事后得知它不是人而是机器，你是很高兴呢，还是惊出了一身冷汗？这意味着，AI相似于人或等同于人，不仅具有人的思维，而且拥有人的情感。
③对此问题可能见仁见智，霍金的看法可能具有代表性，他认为“人工智能崛起要么是人类最好的事情，要么就是最糟糕的事情”。如果以人类最好的事情来衡量，就没有理由对AI能充分理解你的内心和情绪并与你进行流畅的交流而感到后怕或焦虑，管它人工客服还是智能客服，只要能迅速解决问题，让你（客户）满意和高兴，就是好的客服。
④据报道，京东智能客服主要是通过解析语义、理解意图、情绪识别来让AI理解人类，同时通过内容生成、文本摘要、情感对话等技术让AI被人类理解。而通过计算机视觉（视频），还可以拓宽人工智能服务于人的疆域，因为通过人脸识别，AI可以判断消费者的性别、年龄、情绪、时尚风格，不仅可以对个体进行有针对性的“人设”，让服装设计师量身定做每个人的服装，还可以设计或帮助设计师设计出符合人物特征和性格的家具、室内装修等。甚至通过人们吃饭喝酒后的脸部颜色、行为举止、言语和嗓音等，AI可以为每个人设计饮食方案。
⑤人工智能读懂人的情绪，了解人的内心还有更高级的形式和方式，不是靠语音和察言观色来与人互动，而是直接连接人的大脑，并采用AI来分析理解人的思维，读懂人的内心。比如，可以在大脑的特定皮质区植入微小的芯片（电极），或在头部佩戴一个包含多个电极的脑电图扫描仪（EGG）帽子，以收集大脑的生物电流（电信号），并通过AI破译这种信息，转换成计算机指令，以此可以服务于残疾人，指挥他们身上的机械手或机械腿行动。
⑥当然，AI也有可能像霍金所说的那样，成为最糟糕的事情，甚至导致人类灭亡。说“导致人类灭亡”是过于担心了，但人工智能的发展是否会导致人类现存社会秩序和伦理的混乱，是值得担忧的。例如，AI情感机器人介入人类的婚恋，是否会改变人类演化的方向？会不会冲击人类社会现存的伦理和法律？乐观的意见认为，人类社会有能力把各种AI的发展控制在社会认可的法律、伦理框架之内。
⑦不过，跨越奇点的超人工智能（在几乎所有领域都比人类大脑更聪明，包括科学创新、通识和社交技能等）也有可能出现，这才是最糟糕的事情。即便这样，在出现之前，人类的智慧也足以超前管控。所以，AI能读懂人心，并不值得恐惧，它们有情感有温度，反而能为人类高效、便捷和快速地服务。
（摘自新华网客户端，有删改）
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Land of the Wasted Talent Japanese firms face a demographic catastrophe. The solution is to treat women better. A．Unlike an earthquake, a demographic (人口的) disaster does not strike without warning. Japan’s population of 127m is predicted to fall to 90m by 2050. As recently as 1990, working-age Japanese outnumbered children and the elderly by seven to three. By 2050 the ratio will be one to one. As Japan grows old and feeble, where will its companies find dynamic, energetic workers B．For a company president pondering this question over a laboriously prepared breakfast of steamed rice, broiled salmon, miso soup (味噌汤) and artistically presented pickles, the answer is literally staring him in the face. Half the talent in Japan is female. "Outside the kitchen, those talents are woefully underemployed", as Sylvia Ann Hewlett and Laura Sherbin of the Centre for Work-Life Policy, an American think-tank, show in a new study called "Off-Ramps and On-Ramps: Japan". C．Nearly half of Japanese university graduates are female but only 67% of these women have jobs, many of which are part-time or involve serving tea. Japanese women with degrees are much more likely than Americans (74% to 31%) to quit their jobs voluntarily. Whereas most Western women who take time off do so to look after children, Japanese women are more likely to say that the strongest push came from employers who do not value them. A startling 49% of highly educated Japanese women who quit do so because they feel their careers have stalled (止步不前). D．The Japanese workplace is not quite as sexist as it used to be. Pictures of naked women, ubiquitous (普遍存在的) on salarymen’s desks in the 1990s, have been removed. Most companies have rules against sexual discrimination. But educated women are often shunted into dead-end jobs. Old-fashioned bosses see their role as prettifying the office and forming a pool of potential marriage partners for male employees. And a traditional white-collar working day makes it hard to pick up the kids from school. E．Even if the company rule book says that flexitime is allowed, those who work from home are seen as uncommitted to the team. Employees are expected to show their faces before 9am, typically after a long commute on a train so packed that the gropers cannot tell whom they are groping. Staff are also under pressure to stay late, regardless of whether they have work to do: nearly 80% of Japanese men get home after 7pm, and many attend semi-compulsory drinking binges in hostess bars until the small hours. Base salaries are low salarymen are expected to fill their pay packets by putting in heroic amounts of overtime. F．Besides finding these hours just a bit inconvenient, working mothers are unlikely to get much help at home from their husbands. Japanese working mums do four hours of child care and housework each day—eight times as much as their spouses. Thanks to restrictive immigration laws, they cannot hire cheap help. A Japanese working mother cannot sponsor a foreign nanny for a visa, though it is not hard for a nightclub owner to get "entertainer" visas for young Filipinas in short skirts. That says something about Japanese lawmakers’ priorities. And it helps explain why Japanese women struggle to climb the career ladder: only 10% of Japanese managers are female, compared with 46% in America. G．Japanese firms are careful to recycle paper but careless about wasting female talent. Some 66% of highly educated Japanese women who quit their jobs say they would not have done so if their employers had allowed flexible working arrangements. The vast majority (77%) of women who take time off work want to return. But only 43% find a job, compared with 73% in America. Of those who do go back to work, 44% are paid less than they were before they took time off, and 40% have to accept less responsibility or a less prestigious title Goldman Sachs estimates that if Japan made better use of its educated women, it would add 8.2m brains to the workforce and expand the economy by 15%—equivalent to about twice the size of the country’s motor industry. H．What can be done For Japanese women, the best bet is to work for a foreign company. Two-thirds of university-educated Japanese women see European or American firms as more female-friendly than Japanese ones. Foreign firms in Japan (and similarly sexist South Korea) see a wealth of undervalued clever women and make a point of hiring them. One woman who switched from a Japanese bank to a foreign one marvelled that "The women here have opinions. They talk back. They are direct." I．Japanese companies have much to learn from the gaijin (外国的). IBM Japan encourages flexitime. BMKK the Japanese arm of Bristol-Myers Squibb, a drug firm, has a programme to woo back women who have taken maternity leave. Why can’t native Japanese firms do likewise A few, such as Shiseido, a cosmetics firm, try hard. But apparently small concessions to work-life balance can require a big change in the local corporate mindset. Working from home should be easy: everyone has broadband (宽带). "But Japanese bosses are no! used to judging people by their performance", sighs Yoko Ishikura, an expert on business strategy at Keio University. J．The firms that make the best use of female talent are often those where women can find sponsors. Most of the women interviewed for the study by Ms Hewlett and Ms Sherbin who got back on the career track after time off did so because a manager remembered how good they were and lobbied for them to be rehired. Eiko, one of the women interviewed, felt pressure from her male colleagues to quit when she became pregnant and announced that she was leaving to do an MBA. Her clear-sighted boss realised that this was not what she really wanted to do. He suggested leaving Tokyo and working at another branch with a more supportive atmosphere. Eiko transferred to Hong Kong, where career women are admired and nannies are cheap.
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