David S. Read

For background on this post, please see my last entry, Part 1: Questions and Baselining.

What separates today’s machine learning from human learning? One word: concepts.

“How so?” you might ask. To see what I mean, let’s start by looking at standard machine learning inputs and outputs. I’ll focus on supervised learning.

Supervised Machine Learning

Supervised machine learning is an approach where we start with a set of records. In each record, one field contains the correct answer, known as the target attribute. The other fields in the record contain related information, formally known as descriptive attributes. For example, we might have a set of measurements for flower petals and the flower’s name for each set of measures. We want the computer to learn how to identify different types of flowers. For those of you with machine learning experience, you’ll recognize the Iris data set as the inspiration for my example.

Supervised machine learning is similar to how we might teach children some set of math facts. We give them many examples of addition problems and answers. Over time we would like them to understand the mechanics of addition and solve novel problems. We have a similar goal with supervised learning. We want to give the computer lots of examples with the correct answers and have it figure out how to answer new problems.

Decision Trees

Table 1: Flower Data Petal Length Petal Width Flower (Answer) 2 1.7 Rose 2.5 2.1 Rose 3.2 0.5 Daisy 3.6 0.6 Daisy

Figure 1: Example Decision Tree

We’ll begin looking at what the machine is learning using a basic supervised approach, decision trees. In this case, the computer looks at the correct answer, the target attribute. It uses the descriptive attributes in the record to create a decision that would use that record’s data to arrive at the correct result. In Table 1, there are four records. For each, there are two measurements for rose petals and daisy petals. The resulting decision tree might look like Figure 1.

This is a simple example, but the interesting point is that the computer is limited to making a decision using the data in the record. As discussed in my previous post, the text “Rose” doesn’t mean anything to the system. We could add additional data to the record, such as details about petal color and whether the stem has thorns. But the machine learning process won’t have that information available without explicitly adding it to the data. Since the computer doesn’t know what the text “Rose” means, it can’t incorporate other knowledge about roses into its decision tree.

This is a considerable hurdle in machine learning. As people learn new information, they build a knowledge base and apply it to new learning. That isn’t how these discreet learning processes work. And that limitation is imposed chiefly because the computer isn’t using concepts.

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In this series of posts, I’m delving into the limitations of machine learning and AI, hamstrung by current techniques, while considering technologies and practices to transform business intelligence efforts beyond the status quo.

Question of Intelligence

What is intelligence? What underlies intelligence? What aspects of intelligence do we want machine learning to demonstrate? What is artificial intelligence as opposed to intelligence? What capabilities does a computer need to achieve intelligence? Can programs be written to derive intelligence within a modern computer?

Questions delving into intelligent systems go on and on. I’m going to spend a few blog entries exploring machine learning and our quest to create and benefit from intelligent computer systems. Through this discussion, I’ll explore these questions.

Framing the Discussion

Note that my focus is business automation, what are organizations seeking to gain from machine learning and intelligent systems. I am purposefully avoiding a philosophical discussion of intelligence. To that end, a primary assumption is that we are interested in applying human-style intelligence to advance business or operational success. Put another way, animals and plants demonstrate intelligence of differing types; however, mimicking these is not an organization’s goal when employing machine learning.

Key Terms

To begin, I need working definitions for learning and intelligence. These will serve as touchstones for exploring computer-based learning and intelligence. Merriam-Webster’s dictionary provides helpful initial entries for each. The definition for “learn” is “to gain knowledge or understanding of or skill in by study, instruction, or experience.” While “Intelligence” is defined in two parts, “the ability to learn or understand or to deal with new or trying situations” and “the ability to apply knowledge to manipulate one’s environment or to think abstractly as measured by objective criteria (such as tests).”

The terms knowledge and understanding appear in both definitions and are vital to successful machine learning applications. Knowledge and understanding are based on information.

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The Cognitive Corporation™ is a framework introduced in an earlier posting.  The framework is meant to outline a set of general capabilities that work together in order to support a growing and thinking organization.  For this post I will drill into one of the least mature of those capabilities in terms of enterprise solution adoption – Learn.

Business rules, decision engines, BPM, complex event processing (CEP), these all invoke images of computers making speedy decisions to the benefit of our businesses.  The infrastructure, technologies and software that provide these solutions (SOA, XML schemas, rule engines, workflow engines, etc.) support the decision automation process.  However, they don’t know what decisions to make.

The BPM-related components we acquire provide the how of decision making (send an email, route a claim, suggest an offer).  Learning, supported by data analytics, provides a powerful path to the what and why of automated decisions (send this email to that person because they are at risk of defecting, route this claim to that underwriter because it looks suspicious, suggest this product to that customer because they appear to be buying these types of items).

I’ll start by outlining the high level journey from data to rules and the cyclic nature of that journey.  Data leads to rules, rules beget responses, responses manifest as more data, new data leads to new rules, and so on.  Therefore, the journey does not end with the definition of a set of processes and rules.  This link between updated data and the determination of new processes and rules is the essence of any learning process, providing a key function for the cognitive corporation.

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