Heatwaves may increase aggressive patient behaviour on mental health wards, according to the first study of its kind, published today in the Royal College of Psychiatrists BJPsych Open journal.
Humans expect that AI is benevolent and trustworthy. A new study reveals that at the same time humans are unwilling to cooperate and compromise with machines. They even exploit them.
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Simon Fraser University s International CyberCrime Research Centre (ICCRC) is engaged in a new project to develop artificial intelligence tools to fight COVID-19-related misinformation campaigns on social media.
Throughout the pandemic, anti-science theories on social media that portray COVID-19 as a hoax or downplay the risk of infection have contributed to unnecessary transmission and death. Some research suggests that one-in-three people have encountered false or misleading information about COVID-19 on social media. And while COVID-19 vaccines are rolling out, misinformation on social media still fuels vaccine hesitancy in Canada and resistance to public health measures such as mask wearing.
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In the largest experiment studying people s risky choices to date, researchers show how machine learning can be used to test and improve long-stagnant theories of human decision-making. Understanding and predicting how people make decisions has been a longstanding goal in psychology and economics, which has led to a proliferation of competing theories and models of decision-making. But many of these theories are often difficult to distinguish from each other and few provide discrete or novel insights into human behavior. As a result, there remains little consensus on the best decision theory or model and little gain in their predictive power. Recently, efforts to discover and evaluate new decision-making theories have been enhanced using machine learning. However, while these data-driven approaches can accelerate the discovery of new predictive models of human judgments, the results are limited by small datasets and are often uninterpretable. To address this, Joshua Peter
Leaders who encourage their employees to learn on the job and speak up with ideas and suggestions for change have teams that are more effective and resilient in the face of unexpected situations, according to new research from Rice University and the University of Windsor.