...到机会与风险有多少;另一个是要看到有哪些风险是我们肯定不想去承受的,这类风险我们称之为像这种灾难性风险(catastrophic risks),我们绝对是希望绝对需要避免的。这是科氏管理的一个愿景。
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我们应不应该在机器人学研究中遵循一条预防原则,来减缓或停滞工作,直到可能的灾难性风险被解决?
Should we follow a precautionary principle in robotics research, to slow or halt work until we have addressed possible catastrophic risks?
水坝工程师低估了灾难性山体滑坡的风险。
The dam builders underestimate the risks of a catastrophic landslide.
最多,也只能在风险(如灾难性的技术失败)发生后进行简单的响应。
At best, an IT organization can simply react tactically to risks (e.g., catastrophic technical failures) after the fact.
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