essay on information systems in organizations

Information Systems: Your Right and Your Protection Words: 1812
Business Information Systems and Classification Words: 2720
Accounting Information System Words: 2738
Information Systems Characteristics Words: 860
Information Systems: Types and Description Words: 596
Information Technology and System Types Words: 1021
Office Information Systems Words: 1101
Management Information Systems and Their Functions Words: 1148
Four Components of Information Systems Words: 502
Information Systems and Their Management Words: 584
Information Systems for Businesses Words: 2753
Management Information Systems’ Distinctive Features Words: 1111
Information System Development Methods Words: 3064

Information Systems in Organizations

Introduction.

In the modern world, the majority of organizations make use of the information systems to attain information necessary for effectively improving operations in the organization and accomplishing the tasks set aside in the organization. In an organization, an information system attains the data by collecting it, storing it, and processing the data to provide accurate and substantial information. Information systems do not necessarily require to be computerized but as the modern world dictates, the majority of the information systems depend on computers, which are more efficient than manual systems.

Information systems are normally grouped according to the tasks they are supposed to accomplish. Generally, there are four types of information systems depending on the organizational level they operate in. These four general categories are discussed in the section below.

Categories of information systems

Transaction processing systems.

In the context of information systems, a transaction is defined as the process of exchange between different groups of which, it is recorded and electronically stored in a computer. A good example of a transaction processing system is ATM cash withdrawal. The majority of the operations in an organization involve the use of transactions.

In these transactions, a transaction processing system functions by dictating the means of collecting data, processing it, storing it, modifying it, displaying it, and even canceling the transaction. The databases are used to store the data attained by the transaction processing systems. The majority of the transaction processing systems can accommodate numerous transactions simultaneously. The stored data in the databases by the Transaction processing systems are used in the production of periodically scheduled reports such as monthly bills (Parsons & Oja, 2010, p. 559).

Management information systems

The management information system is a type of information system that makes use of the data attained by the transaction processing system to produce reports that are useful in the decision-making process of an organizational manager. The data obtained by the transaction processing system is manipulated to obtain the reports used in decision-making.

In an organization, different levels of management have different types of information needs and it is the function of the management information systems to tackle these needs, for instance, the information needs of the management in an organization can be tackled by the production of ad hoc reports or schedule reports (Parsons & Oja, 2010, p. 561).

Decision support systems

Middle-level managers in organizations mainly make use of decision support systems to equip them with crucial data that they will use in making decisions on behalf of the organization. The term traces its roots in the late 1970s when it was used and is still used to equip the decision-makers in an organization with the necessary tools required in modeling and accessing data. In terms of semi-structured decisions, the decision-makers mainly make use of decision support systems.

This is because in analyzing the data, the decision-makers are not always sure of the process to follow, the necessary data required, or the right tools to be used. This category of information systems is designed to indicate the effectiveness of an organization against the objectives (Grossman & Livingstone, 2009, p. 529).

Strategic information systems

Strategic information systems are mainly used in the executive decision-making process. This type of information system develops the strategic decision-making abilities of the executives in an organization. The strategic information systems are generally categorized into two, according to the type of support they offer to an organization.

The first category of support is the timely and effective information search, which is used in retrieving crucial internal and external information but the organization’s top executives. The second category of support is the facilitation of first and comprehensive analytical decisions. It is suggested that with the use of this kind of support, the decision analysis by the top executives will be enhanced without slowing down the whole process of decision-making (Zhang, 2010, p.2).

Principles of organizational information systems

In an information system, the importance of the information achieved is supposed to be as important as the organizational objectives it attains in its decision-making process. In addition to this, foreseeing the impact of the information system on the organization and putting the knowledge acquired into good use is crucial in ensuring organizational goals are met and a successful personal career is established.

To achieve a successful information system the all the concerned parties, which include the managers, professionals of information systems, and the system users must work together. Not only does the incorporation of the information system into an organization add more value to the organization it also gives the organization a competitive edge (Stair, et al, 2009, p. 2).

Users of Information systems

Information systems are incorporated in almost any type of professional in the current technological world. In advertising products, sales representatives make good use of information systems by communicating with customers as well as monitoring and analyzing the sales trends. In organizations or firms, managers incorporate information systems in decision making especially when it comes to critical decisions.

In the offering of advice to the clients on saving for the future, the financial planners make use of the information systems. In addition to this, financial and accounting operations across the various types of businesses are carried out using the information system. Regardless of the type of business one is operating information system has emerged as a critical tool of ensuring the various business goals are met. The feedback process is attributed to achieving the business goals achievement such as profit increase and improved customer service (Stair, et al, 2009, p. 4).

Information systems are designed for the sole purpose of aiding an organization in achieving effective decision-making capacities. The transaction processing systems for instance are mainly involved while dealing with repetitive operations. The information is normally analyzed and structured as the data is obtained easily and later store in large volumes.

Management information system, which is mainly used by middle-level managers, is used mainly in tracking, monitoring, and controlling the progress of the organization, which is later on reported to the senior managers. The decision support system is mainly used by managers while dealing with unstructured decisions.

The data of the decision is retrieved and analyzed in this type of information system. It is in this type of information system that a manager of an organization can undertake the “what-if analysis” due to its ability to generate various types of solutions. Cooperation between the information system personnel and the organization managers is defined as the key to releasing the full potential of a new system.

Grossman, T. and Livingstone, L. J. (2009). The Portable MBA in Finance and Accounting . NJ: John Wiley & Sons, Inc.

Parsons, J. J. and Oja, D. (2010). New Perspectives on Computer Concepts 2011 . KY: Cengage Learning, Inc.

Stair, M. R., et al (2009). Fundamentals of Information Systems. KY: Cengage Learning, Inc.

Zhang, J. M. (2010). Can Firms Improve their Bottom-line Performance from Providing Information Systems Support for Strategic Decision Making? Connecticut: Sacred Heart University.

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Enterprise Resource Planning

The Role of Information Systems in Running the 21st Century Organization

Management Information Systems (MIS) focus on the use of Information and Communication Technologies (ICT) in managing organizations. In the 21 st century almost all organizations use Information and Communication Technologies to efficiently manage their operations, to help managers make better decisions and achieve competitive advantage, and to facilitate seamless internal and external communications with their employees, customers, partners, and other stakeholders.

Businesses Pre-Information Systems

Until the 1990s, before the widespread adoption of personal computers and the Internet, companies were using information systems to manage data processing and record-keeping activities associated with business transactions like maintaining the general ledger (book keeping), payroll, billing, inventory management, etc. The focus was mainly on maintaining files and databases related to day-to-day operations. Communications, both internal and external, relied on paper, telephone, faxes, and other analog media. Information systems have evolved over the last 40 years, including the move from the mainframe computer of the 1970s to personal computers becoming an integral part of the tracking and organizational process in the 1980s. The arrival of the mainstream internet in the 1990s expanded business capabilities and the role of information systems to a global system of interaction.

Today, the main focus of companies is to stay globally competitive by leveraging the capabilities of modern information and communication technologies (ICT). Companies can use ICT to provide products & services of the highest quality at affordable prices and top-rated customer service, and help the companies to enter new markets through e-commerce. Globalization, collaboration, and integration have become the new drivers in this competitive arena. To remain competitive, companies are investing in modern information systems like Enterprise Resource Planning (ERP) software, which integrate the different functional areas of the business, and provide consistent real-time data for fast decision making. ERP systems help companies manage their operations seamlessly across the globe.

Modern Day Use of Information Systems

In the past when a company received a customer order, whether it was for a service requested or for a product purchased, the order needed to go through a process of paper-based workflow that was passed along to different departments, inbox-to-inbox. Throughout this process, the order often had to be re-typed as it passed through various departments, increasing the potential for human error. There was no accurate account order status because there was no official tracking device to alert each department. In order to retrieve order status information, customers were frequently directed to contact the company’s warehouse for manual research!

Today, companies have eliminated the inaccuracy of paper-based tracking by implementing ERP systems . In a recent study conducted by Panorama Consulting Solutions, 63 percent of companies used their ERP software to eliminate inefficiencies in processes such as order tracking. Instead of standalone computer systems, ERP uses a unified program that links various functional departments such as finance, HR, manufacturing, warehouse, planning, purchasing, inventory, sales, and marketing. While each department may have its own set of software modules, the software is interconnected so that information can be shared throughout the organization. Once one department is finished updating and processing the order, it is automatically routed to the next department so that everyone is alerted to changes made.

Adopting the Global Market

Many businesses have begun to participate in the global market, as it presents a chance for greater revenue and larger business prospects.

Already, the global information systems market has seen consistent demands from several businesses. The challenges vary depending on the size of businesses. For smaller businesses, controlling operations and storing information are less complicated. As businesses grow, especially those intersecting with global relations, information systems are used to manage operations accurately without growing the number of employees. The growing supply chains require that software solutions be used in the following sectors:

Web-based ordering
Customer relationship management
Product configuration

The Future of Information Systems

As companies try to reduce costs, improve productivity, employers are looking to ERP systems to help them grow and remain competitive globally. Information systems have enhanced productivity for businesses. A career in managing information systems is ideal for those looking to advance in a Fortune 500 company. As businesses and organizations today require more and more technical skills, companies are looking for employees who will help manage and operate the various information-based tools.

Among the many degree and certificate programs available online at The University of Scranton are the two programs pertaining to Enterprise Resource Planning (ERP) . These programs provide hands-on experience in utilizing SAP ERP, the market leader in ERP software today. The ERP programs offered at The University of Scranton are: (i) a stand-alone, 4-course Graduate Certificate program; and (ii) an ERP specialization within the MBA program.

The impact of information systems on organizations and markets

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Kurnia Putri R Athoillah M (2024) Artificial Intelligence and Machine Learning in Digital Transformation: Exploring the Role of AI and ML in Reshaping Businesses and Information Systems Advances in Digital Transformation - Rise of Ultra-Smart Fully Automated Cyberspace 10.5772/intechopen.1004406 Online publication date: 17-Jul-2024 https://doi.org/10.5772/intechopen.1004406
Mbangula D (2024) Exploring the Integration of ICT in Public Sector Management in Namibia Encyclopedia of Information Science and Technology, Sixth Edition 10.4018/978-1-6684-7366-5.ch039 (1-13) Online publication date: 1-Jul-2024 https://doi.org/10.4018/978-1-6684-7366-5.ch039
Forman C McElheran K (2024) Production Chain Organization in the Digital Age: Information Technology Use and Vertical Integration in U.S. Manufacturing Management Science 10.1287/mnsc.2019.01586 Online publication date: 30-Apr-2024 https://doi.org/10.1287/mnsc.2019.01586
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Reviewer: Jonathan Oseas

Information technology (IT) is being adopted throughout the business world. This paper claims that a rational economic model exists that explains the relationships between key measures of organizational structure and the use of information systems. The authors analyze the role of evolving information systems and their effects on the organizations using them as well as their effects on the markets served in this context. This analysis focuses on two important organizational attributes—firm size and the allocation or placement of the decision-making authority among the management players, called actors. In support of this analysis, two non-original and disparate economic theories are presented: agency theory and transaction cost economics. As described by the paper, agency theory holds that a business organization is built on a set of implicit employee contracts, which connect the self-interests of these somewhat independent employee agents. As a result, when business decisions are made, they may not be in the best interest of the firm in that stockholder profits may not be optimized. This situation is clearly costly for the investors, and additional problems may proliferate. Notwithstanding these problems, an economically viable organization may exist, although it is less than optimum as measured by traditional means. Transaction cost economics is essentially an orthogonal theory. It views a business firm as a solution to an existing market. It recognizes that market operations are not free and that transaction costs are an important part of economic activity analysis. Accordingly, the firm exists as a substitute for the market mechanism and subsists by reducing transaction costs. Profits are thus an arbitrage operation. The authors use both agency theory and transaction cost economics to develop relationships between information costs and the attributes of organizations. That is, firm size and placement of the organization decision process among the `actors' are a direct result of the costs associated with acquiring, storing, processing, and disseminating information. In short, IT can and does have a direct impact on optimal firm size by affecting the organization's underlying cost structure. Additional detail, definitions, and analysis are provided in the same vein. Descriptive examples further promote the authors' prem ise, but the detailed analysis given while explaining and enlarging the concepts is totally devoid of any calibration, metric, or statistics. The result is an uncalibrated model of a business firm, which has no useful application. In fact, since no formal evidence of cause and effect is presented, the entire premise is suspect. Clearly, the application of computers and information technology is necessary to the efficient operation of any but the smallest mom-and-pop enterprise. It is equally obvious that in an organization of any size, local job specialization dominates employee performance and its recognition. That is, sales sells, manufacturing produces product, and purchasing buys. Employee views of a company are dependent upon the internal structural interrelationships and may not be judged solely on the basis of an information-driven fixed model. By applying the concept of varying cost minimization, one can claim adherence to an economic model and define the ideal organization as one that minimizes the sum of these costs, but the practical application of this approach remains elusive. Beyond the superficial level, the authors have demonstrated little. Conclusions are drawn without supporting evidence from the examples chosen. For example, in discussing the somewhat complex relationship between H. Ross Perot and General Motors, the authors assert that GM bought out Perot to save computational transaction costs. They further claim that these gains were achieved by applying Perot's holdings to vertical integration within the GM structure. My view of the same events is that Perot sold out, thereby optimizing his return on investment in the classic economic sense. Clearly, Perot was a thorn in the side of the GM board and they were willing to take a financial bath in order to be rid of him. The case was clearly a conflict-of-interest situation, optimized for Perot and not GM. The product was computers and information technology, an area in which GM was hardly inadequate. The theory the authors promote is not applicable. The authors cite insider trading as an example of superior business information. To imply that technology of any kind is relevant to this case is more than misleading. That economically advantageous, though illegal, information can yield outrageous returns is true, but it has nothing to do with information technology, computers, economic models, economy of scale, or justification of expense other than bribery. The beginning and final sections are awkward and forced, while the middle flows smoothly and reads well. Unfortunately, the key premises and theory are embodied in the hard-to-read sections, while the best-written parts are fraught with poor scholarship. I found the use of the pronoun “her” (as in “her store”) forced, not because “his” would have flowed better but because the sentences could easily have been arranged to be sexually neutral. Perhaps the academic approach should have considered another economic theory, that of the cart before the horse. Consider that farmers who arrange their wagons and draft animals in this sequence will clearly have their goods arrive first to market, all other things being equal. Clearly, one whose goods arrive at the market first has an economic advantage over those who have their wagons pulled. If this kind of logic and view of economic models is to your liking, you should love this paper.

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The Role of Information Systems in Modern Organizations

Information Systems (IS) are a critical component of any modern organizations success. The ability of an organization to survive, in modern society, greatly depends on its ability to utilize IS, while staying current with industry trends, competitors, and technological advancements. The role of information systems in a modern organization is essential in conducting day-today operations, in the United States and most other advanced countries, for various reasons. Organizations are continuously striving to maximize their efficiency, so they are able to offer high quality products or services at the lowest possible costs, increasing profitability and standing out from competitors. This essay will explore the multiple ways and reasons Information Systems are a tremendous asset, in the development and implementation of strategic business strategies, and in structuring them in the most efficient ways to reach the organizations goals and objectives. One of the greatest features of IS is how customizable they can be, modified to serve the best interest of the organization and appropriately programmed to meet the pertinent needs. IS implementation may affect the strategies, culture, business processes, and could initiate complete organization restructuring. Newly utilized IS may require changes in personnel, employee retraining , and additional effort on managements part effectively communicating the necessity due to substantial employee resistance to change. It can be especially difficult changing routine, especially long term employees, and the implementation process must be strategized appropriately with continuous follow up and support.

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Home — Essay Samples — Information Science and Technology — Information Technology — Information System in Organization

Information System in Organization

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Table Of Contents

taking a driver's license test on a computer

information system , an integrated set of components for collecting, storing, and processing data and for providing information , knowledge, and digital products. Business firms and other organizations rely on information systems to carry out and manage their operations, interact with their customers and suppliers, and compete in the marketplace. Information systems are used to run interorganizational supply chains and electronic markets. For instance, corporations use information systems to process financial accounts, to manage their human resources, and to reach their potential customers with online promotions. Many major companies are built entirely around information systems. These include eBay , a largely auction marketplace; Amazon , an expanding electronic mall and provider of cloud computing services; Alibaba, a business-to-business e-marketplace; and Google , a search engine company that derives most of its revenue from keyword advertising on Internet searches. Governments deploy information systems to provide services cost-effectively to citizens. Digital goods—such as electronic books , video products, and software —and online services, such as gaming and social networking , are delivered with information systems. Individuals rely on information systems, generally Internet-based, for conducting much of their personal lives: for socializing, study, shopping, banking, and entertainment.

As major new technologies for recording and processing information were invented over the millennia, new capabilities appeared, and people became empowered. The invention of the printing press by Johannes Gutenberg in the mid-15th century and the invention of a mechanical calculator by Blaise Pascal in the 17th century are but two examples. These inventions led to a profound revolution in the ability to record, process, disseminate , and reach for information and knowledge. This led, in turn, to even deeper changes in individual lives, business organization , and human governance.

The first large-scale mechanical information system was Herman Hollerith ’s census tabulator. Invented in time to process the 1890 U.S. census, Hollerith’s machine represented a major step in automation , as well as an inspiration to develop computerized information systems.

One of the first computers used for such information processing was the UNIVAC I, installed at the U.S. Bureau of the Census in 1951 for administrative use and at General Electric in 1954 for commercial use. Beginning in the late 1970s, personal computers brought some of the advantages of information systems to small businesses and to individuals. Early in the same decade the Internet began its expansion as the global network of networks. In 1991 the World Wide Web , invented by Tim Berners-Lee as a means to access the interlinked information stored in the globally dispersed computers connected by the Internet, began operation and became the principal service delivered on the network. The global penetration of the Internet and the Web has enabled access to information and other resources and facilitated the forming of relationships among people and organizations on an unprecedented scale. The progress of electronic commerce over the Internet has resulted in a dramatic growth in digital interpersonal communications (via e-mail and social networks), distribution of products (software, music, e-books, and movies), and business transactions (buying, selling, and advertising on the Web). With the worldwide spread of smartphones , tablets , laptops, and other computer-based mobile devices, all of which are connected by wireless communication networks, information systems have been extended to support mobility as the natural human condition.

As information systems enabled more diverse human activities, they exerted a profound influence over society. These systems quickened the pace of daily activities, enabled people to develop and maintain new and often more-rewarding relationships, affected the structure and mix of organizations, changed the type of products bought, and influenced the nature of work. Information and knowledge became vital economic resources. Yet, along with new opportunities, the dependence on information systems brought new threats. Intensive industry innovation and academic research continually develop new opportunities while aiming to contain the threats.

Components of information systems

The main components of information systems are computer hardware and software , telecommunications, databases and data warehouses, human resources, and procedures. The hardware, software, and telecommunications constitute information technology (IT), which is now ingrained in the operations and management of organizations.

Today throughout the world even the smallest firms, as well as many households, own or lease computers. Individuals may own multiple computers in the form of smartphones , tablets , and other wearable devices. Large organizations typically employ distributed computer systems, from powerful parallel-processing servers located in data centres to widely dispersed personal computers and mobile devices, integrated into the organizational information systems. Sensors are becoming ever more widely distributed throughout the physical and biological environment to gather data and, in many cases, to effect control via devices known as actuators. Together with the peripheral equipment—such as magnetic or solid-state storage disks, input-output devices , and telecommunications gear—these constitute the hardware of information systems. The cost of hardware has steadily and rapidly decreased, while processing speed and storage capacity have increased vastly. This development has been occurring under Moore’s law : the power of the microprocessors at the heart of computing devices has been doubling approximately every 18 to 24 months. However, hardware’s use of electric power and its environmental impact are concerns being addressed by designers. Increasingly, computer and storage services are delivered from the cloud—from shared facilities accessed over telecommunications networks.

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Organizational Structure Using Information Systems

Table of contents, how information systems (is) impact organizations, reporting relationships, informal networks.

Hill, B. (2019, March 07). The Importance of a Good Organizational Structure. Retrieved from Chron: https://smallbusiness.chron.com/importance-good-organizational-structure-3792.html
Pearlson, K. E., Saunders, C. S., & Galletta, D. F. (2015). Managing and using information systems: a strategic approach. Hoboken, NJ: John Wiley & Sons, Inc.
Vitale, M.R., Ives, B., & Beath, C.M. (1986). Linking Information Technology and Corporate Strategy: An Organizational View. ICIS Proceedings. Paper 30. http://aisel.aisnet.org/icis1986/30

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Federal Reserve Board issues final joint guidance to help certain large banks further develop their resolution plans

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August 05, 2024

Statement by Governor Michelle W. Bowman on Final Guidance for Certain Domestic and Foreign Banking Organizations Regarding Future Resolution Plans, and Extension of Resolution Plan Submission Date

The revised final guidance includes several improvements from the proposal. For example, it explicitly states that the agencies are not prescribing a preferred resolution strategy for any firm, instead preserving the role of each firm's management to adopt whatever strategy they deem appropriate based on the unique characteristics of the firm. The revised guidance also does not include expectations around derivatives and trading activities for specified firms that have limited derivatives and trading operations, acknowledging that the current rule sufficiently addresses this topic. Finally, the guidance also extends the resolution plan submission deadline for firms subject to the guidance from March 31, 2025 to October 1, 2025, with the goal of providing firms sufficient time to factor the revised guidance into their resolution plans.

While the final guidance is improved over the proposal, I continue to have several reservations, and would hope that the agencies revisit resolution planning rules and guidance over time as we learn more about the real-world utility of these plans.

As a threshold matter, I think we should ask whether a holding company-level resolution plan is needed for large banks that predominantly hold their assets in a bank subsidiary. Under the Federal Deposit Insurance Corporation's (FDIC) insured depository institution rule, large banks with more than $100 billion in assets are required to submit comprehensive resolution plans, with more limited resolution planning requirements for banks with between $50 billion and $100 billion in assets. I think we should revisit over time whether the incremental benefit of requiring a holding company-level resolution plan for a large bank that holds predominantly all of its assets in a bank subsidiary is worth the burden and expense to the firm in preparing the plan, and the allocation of resources by agency staff to review the plan.

At the time the agencies proposed this resolution planning guidance in 2023, they concurrently proposed a rule that would require certain holding companies and their bank subsidiaries to issue and maintain outstanding a minimum amount of long-term debt, debt that could be "bailed-in" to recapitalize the firm in the event of the firm's resolution. The agencies acknowledged that a long-term debt requirement could have a material impact on a firm's resolution strategy. Despite the link between these efforts, the agencies are finalizing resolution planning guidance without a clear path forward on the proposed long-term debt requirement. I am concerned that this bifurcated approach will be confusing to firms, and potentially waste resources as firms start working to prepare a 2025 resolution plan submission that need not address any new long-term debt requirements—even if such requirements are adopted before the plan is submitted. In addition to any new long-term debt requirement, also outstanding are plans to revise Basel III capital standards, standards that also may impact a firm's capital structure, preferred resolution strategy, and business plans over time. Coordinating these various rulemaking and guidance initiatives would have been more efficient and productive, and would likely have resulted in resolution plans that are more informative to regulators.

Lastly, I would note that the revised resolution plan guidance retains a scaled back expectation that some firms provide a "least-cost resolution" analysis. Under the final guidance, firms would not be required to conduct the same analysis that the FDIC would conduct during resolution proceedings. While the guidance provides some additional detail about supervisory expectations for what a firm's least-cost analysis should include, I remain concerned that firms may face challenges in producing reliable and useful information.

I would note that the FDIC considered this guidance at a public FDIC Board meeting on July 30. In my view, addressing important matters in a public forum helps promote transparency about the work of the agency. The process would have been much more transparent had the Board followed the lead of the FDIC in considering this matter during a public meeting.

Finally, I want to recognize and express my appreciation for the staffs of the Federal Reserve and the FDIC in reviewing public comments on the proposal, and working collaboratively to prepare the revised final resolution planning guidance.

essay on information systems in organizations

Democracy challenged

‘A Crisis Coming’: The Twin Threats to American Democracy

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By David Leonhardt

David Leonhardt is a senior writer at The Times who won the Pulitzer Prize for his coverage of the Great Recession.

Published Sept. 17, 2022 Updated June 21, 2023

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The United States has experienced deep political turmoil several times before over the past century. The Great Depression caused Americans to doubt the country’s economic system. World War II and the Cold War presented threats from global totalitarian movements. The 1960s and ’70s were marred by assassinations, riots, a losing war and a disgraced president.

These earlier periods were each more alarming in some ways than anything that has happened in the United States recently. Yet during each of those previous times of tumult, the basic dynamics of American democracy held firm. Candidates who won the most votes were able to take power and attempt to address the country’s problems.

The current period is different. As a result, the United States today finds itself in a situation with little historical precedent. American democracy is facing two distinct threats, which together represent the most serious challenge to the country’s governing ideals in decades.

The first threat is acute: a growing movement inside one of the country’s two major parties — the Republican Party — to refuse to accept defeat in an election.

The violent Jan. 6, 2021, attack on Congress , meant to prevent the certification of President Biden’s election, was the clearest manifestation of this movement, but it has continued since then. Hundreds of elected Republican officials around the country falsely claim that the 2020 election was rigged. Some of them are running for statewide offices that would oversee future elections, potentially putting them in position to overturn an election in 2024 or beyond.

“There is the possibility, for the first time in American history, that a legitimately elected president will not be able to take office,” said Yascha Mounk, a political scientist at Johns Hopkins University who studies democracy.

Vote Margins by State in Presidential Elections since 1988

Senate representation by state.

Residents of less populated states like Wyoming and North Dakota, who are disproportionately white, have outsize influence.

1 voter in Wyoming

has similar representation as

1 voter in North Dakota

6 voters in Connecticut

7 voters in Alabama

18 voters in Michigan

59 voters in California

has similar

representation as

Landslides in 2020 House Elections

There were about twice as many districts where a Democratic House candidate won by at least 50 percentage points as there were districts where a Republican candidate won by as much.

Landslide (one candidate won

by at least 50 percentage points)

Barbara Lee

Calif. District 13

Jerry Nadler

N.Y. District 10

Diana DeGette

Colo. District 1

Donald Payne Jr.

N.J. District 10

Jesús García

Ill. District 4

Landslide (one candidate won by at least 50 percentage points)

Presidential Appointments of Supreme Court Justices

Supreme Court appointments

Presidential election winners

Popular vote

Electoral College

Party that nominated a justice

David H. Souter (until 2009)

Clarence Thomas

Ruth Bader Ginsburg (until 2020)

Stephen G. Breyer (until 2022)

John G. Roberts Jr.

Samuel A. Alito Jr.

Sonia Sotomayor

Elena Kagan

Neil M. Gorsuch

Brett M. Kavanaugh

Amy Coney Barrett

Ketanji Brown Jackson

Supreme Court

Presidential election

nominated a justice

Souter (until 2009)

Ginsburg (until 2020)

Breyer (until 2022)

State Legislators and Election Lies

The share of Republican state legislators who have taken steps, as of May 2022, to discredit or overturn the 2020 presidential election results

Pennsylvania

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Information Systems and Outsourcing Essay

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How organizations can gain a strategic advantage with information systems

Contribution of an is sourcing strategy toward gaining a strategic advantage, review of literature on offshore is outsourcing, discussion of managerial challenges.

The usefulness of utilizing appropriate information systems (IS) for efficient management is documented. It is worth saying that the advances in the application of advanced IT infrastructure has motivated organizations to develop and adopt I formation Systems (IS) and IT strategies to facilitate the design of business strategies. This process aims at supporting organizational missions and getting them on an edge of advantage over their competitors (Ramanathan, 2009).

The nature of the contemporary business environment has necessitated that organizations design mechanisms in delivering on their objectives. Studies reveal that information systems have this potential to offer strategic advantages to organizations seeking greater performance. The following are some of the ways through which IS may lend numerous advantages to organizations.

Strategic IS helps organizations to gain competitive advantages through contributing toward organizational goals. Organizations can gain from the efficiencies offered by IS strategic placements to substantially increase performance and productivity. A firm that obtains and implement IS systems have the ability to increase productivity and quality in the production processes.

Computer applications such as cloud-based data systems have the capacity to reduce costs of IT that account for an increased expenditures of an organizations. The impact of digital economy is enormous and firms should take advantage of the strategic cost-effectiveness of applying relevant IS strategies.

Innovation and creativity is critical in delivering intended objectives. Firms can achieve this element by investing heavily in research and development (R&D). studies on firms that invested substantial resources in R&D recorded steady growth compared to firms that lagged behind in terms of application and use of IS enabled research and development.

Organizations can reap from the usefulness of IT infrastructure in reaching a wide market. Supply chains remain the true examples of businesses that have gained profitability through the implementation of the best of breed IS strategies. Similarly, the intention of organizations is to remain a market leader in respect of price, quality and reliability.

IS and IT systems have proven successful in leveraging organizations against increased operational costs. Using this intrinsic advantage, organizations can model their pricing structures in order to exercise price leadership. In addition, IS systems have the capacity of assisting firms to reach best quality customers who have the potential of moving firms to higher levels of returns and profitability

Research documents that organizations with strong and efficient IS systems posses within themselves the ability to explore various market fundamentals that remain unexploited by firms with weak or no proper IS infrastructures. IS sourcing has far-reaching influence on a firm’s ability to create competitive advantage over and above its competitors in the industry. Businesses seek to gain competitive intelligence through informational search (Hira & Hira, 2008).

Informational advantages aim at enabling an organization to gain market knowledge. In ensuring that organizations achieve this goal, the management can adopt strategic IS. When an organization has enough information regarding its customer needs, supplier information, and information about their immediate competitors, they are likely to benefits from informational benefits compared to firm with little information about their respective market elements.

Development of efficient and robust information system may be an expensive attempt to get things in place. Therefore, organizations that project to utilize such IS strategies may source IT services from vetted vendors. An excellent example could be the use of vendor-based cloud computing and data warehousing. Research estimates that organizations can cut on operational costs by about 30% with sourced IS systems.

This draws from the fact that firms do not incur costs related to maintenance of IS infrastructure, labor and data security costs. Clearly, organizations end up with reduced costs translating to reduced market prices for their products.

In this sense, firms implementing outsourced IS have the strategic advantage of modeling lower prices compared to firms that have extended IT costs. In return, firms can achieve to implement cost-leadership strategies capable of resulting in increased market share, image as well as building a strong brand image.

In today’s business operations, offshore outsourcing has become the most popular form of business information outsourcing. The application of offshore information has Working Papers on Information Systems have the potential in moving organizations to higher levels of strategic business position.

The application of IS offshore outsourcing demands a detailed comparison of various capabilities in order to achieve several objective. Firms engaged in offshore forms of outsourcing have the challenge of facing the barriers of language, cultural diversities, and differences in time zones as well as varied organizational cultures ( Windle, 2005) .

Studies reveal that the firms using offshore outsourcing in gaining strategic IS experiences changes in the internal arrangements of business departments or units.

It is worth noting that engaging in offshore outsourcing means getting together with other firms to overcome the challenges of limited IT and IS elements. Ranganathan & Balaji (2007) noted that in the process of acquiring an offshore IT infrastructure, an organization faces the challenges of strategic cultural orientation in order to align itself to the differences in culture (Chaffey, 2002).

The end-users of the acquired IS system usually report the problem of working with the offshore team consisting o completely different cultures. Although the utilization of offshore IS has great potential in shifting the productivity of an organization toward a sustainable phase, such an organization should put up structures necessary to cushion itself against the challenges of diversity.

Currently, firms have focused on the concept of strategic intelligence through developing plausible informational frameworks. The thinking behind this move has been that organizations wishing to perform over and above the industry average must gain intelligence of the market in order to safeguard themselves against the vulnerabilities of lack of particular information concerning their operational environment.

Ranganathan & Balaji (2007) noted that firms might develop though two strategic ways in order to design their organizational capabilities. In a bid to obtain organizational capabilities, a firm may do so through making use of its past outsourcing experiences (Knaus, 2007).

Proponents of capability thinking assert that companies that utilize their long-term past experiences have the capacity to outperform their immediate competitors because these set o accumulated experiences wilt be challenging or difficult to model of imitate by other participants in the same industry.

On the other hand, capabilities may also be achieved not only through internal modalities but also through deliberate investment through organizational frameworks and routine (King, 1996). In relating critical capability thinking and IS offshore outsourcing, significant advantage would be gained though using the past outsourcing experience. It follows that organizations may gain substantially from the extreme importance of their past knowledge and skill with various vendors.

Ranganathan & Balaji (2007) illustrates how organizations that used platforms of other firms to build their capacities. Regardless of the approach used, IS executives must be cautious about the necessary tools and resources necessary for creating strategic advantage through outsourcing. Distinct and specific advantages can be sought after by skillful analysis of the available vendors whose market positioning can help to yield multiple advantages.

Although strategic outsourcing via offshore outsourcing has proven advantageous over a long period, studies have displayed challenges associated with this kind of IS sourcing.

In his studies, Windle (2005) explores some of the potential problems that might accompany offshore outsourcing. He notes that often, firms that used this form experienced routine disruptions in general workflow, thus bringing about operational inefficiencies. Besides creating routine disruption to the organizational work practices, end users also experienced problem arising from the operational problems.

In a separate study conducted by Callon (1996), firms utilizing offshore outsourcing to gain strategic advantage inevitably faced problems of layoffs and imbalance in staff functions. Problems associated with sourcing for experienced staff to serve in foreign subsidiaries due to strategic partnership with offshore vendors afford numerous challenges (Hemmatfar, Salehi & Bayat, 2010).

A research conducted by Ahlemann (2009) reveals that firms that excel in offshore outsourcing have the capacity to design and advance high-level strategic processes. In this study to explore the relevance of strategic thinking, Ahlemann (2009) attempt to designate the concept of capability, as a systematic thinking on the facets of IS offshore.

This systematic process involves the ability to identify relevant and plausible items in offshore outsourcing and assessment of the existing state of a firm in order to establish an appropriate route toward transition. Systematic thinking enables firms to routinely explore their connections and the desired strategic IS elements to formulate the most appropriate responses to the outsourcing needs (Sarker & Sarker, 2009).

The most important element of offshore outsourcing is systematic thinking aimed at ensuring that only applicable components applied in a bid to discover sustainable strategies (Callon, 1996; Lacity & Rottman, 2008). Relationship Governance- it refers to the process of managing the relationship between the offshore vendor company and the firm seeking strategic offshore services.

Usually managers from both ends must be willing to examine themselves against the contractual relationship sought after in order to realize a proper position without limiting the organization’s operational elements such as key success factors (CSFs), professional values, and organizational values and culture. Problems set in where organizations failed to manage relationships leading to the creation of the offshore alliances.

In a study conducted to investigate the successful application of offshore management strategies, Hemmatfar, Salehi & Bayat (2010) found that less effective firms in coordinating failed to invest adequately in the off-shoring structures and routines.

A case in example is the MarketCo, which failed to invest in offshore structures due to inappropriate governance structures. Although creating a comprehensive contract schema can offer the best relationship protection mechanisms, studies show that the inability to unite this element with proper and appropriate

The process of attaining the strategic business advantage through establishing a plausible IS strategy remains a he challenge to most management in various organizations (Torkzadeh & King, 2008). Although the application of IS systems and strategies have demonstrated to serve organizations, some firms have failed to benefit from their eminent advantages.

Challenges of implementation of the relevant IS strategies range from choice of proper strategies that suit the conditions of the firm. Additionally, firms face the challenges of resistance to change as evidenced by lack of flexible organizational cultures. Firms that lag behind in terms of designing a sustainable set of organizational core values may be vulnerable to challenges of ineffective implementation of IS strategies ( Canadian Institute of Chartered Accountants, 2003)

Inclusion in the entire process of seeking up to outsourcing offshore services demands that managers remain actively engaged. Studies on offshore outsourcing have documented that organizations whose managers remained reserved during the offshoring-experienced problems of managing relationships with the external vendor businesses (Blokdijk, 2008).

Irregular meeting, uncoordinated strategies led to poor outcomes due to tendencies of withdrawing executive attention from the processes of off-shoring (Chaffey, 2002). Challenges of human resource management continue to face most firms trying to access global offshore vendor services. Since diversity among firms is eminent, firms must employ specialized tools such as software configuration management and collaboration tools to efficiently coordinate and distribute resources (Torkzadeh & King, 2008).

Managerial executives encounter challenges of identifying, acquiring, and deploying necessary HR capacities to manage internal and offshore utilities. Therefore, the management of an outsourcing firm should incorporate all the staff in the process of outsourcing to achieve unity of purpose.

Cultural divert as a basic concept in business outsourcing can challenge the stability of an outsourcing as well as the outsourced firm. Both entities must compromise on their strict organizational cultures in order t appeal to the desirable mix of cultures gained from the strategic partnership.

Ahlemann, F., 2009. Towards a conceptual reference model for project management information systems. International Journal of Project Management , 27(1), pp.19-30.

Blokdijk, G., 2008. Outsourcing 100 Success Secrets: 100 Most Asked Questions: The Missing IT, Business Process, Call Center, Hr -Outsourcing to India, China and More Guide. London: Lulu.com.

Callon, J.D., 1996. Competitive Advantage through Information Technology . New York: McGraw Hill, USA.

Canadian Institute of Chartered Accountants., 2003. Information Technology Outsourcing . Web.

Chaffey, D., 2002. E-business and E-C management. England: Prentice-Hall.

Hemmatfar, M., Salehi, M., & Bayat, M. (2010 ). Competitive Advantages and Strategic Information Systems. International Journal of Business and Management, 5(7), pp.1-11

Hira, R., & Hira, A., 2008. Outsourcing America: the true cost of shipping jobs overseas and what can be done about it . New York, NY: AMACOM Div American Mgmt Assn.

King, W.R., 1996. Achieving global strategic advantage. Information Systems Management , 13 (4), p. 57.

Knaus, M. , 2007. Macro Economic Issues of Offshore Outsourcing . New York, NY: GRIN Verlag.

Lacity, M.C., & Rottman, J., 2008. Offshore outsourcing of IT work Electronic book: client and supplier perspectives. New York, NY: Palgrave Macmillan.

Ramanathan, T.R., 2009. The Role of Organisational Change Management in Offshore Outsourcing of Information Technology Services: Qualitative Case Studies from a Multinational Pharmaceutical Company. Washingto, DC: Universal-Publishers.

Ranganathan, C., & Balaji, S., 2007. Critical Capabilities for Offshore Outsourcing of Information Systems. Working Papers on Information Systems.

Sarker, S., & Sarker, S., 2009. Exploring Agility in Distributed Information Systems Development Teams: An Interpretive Study in an Offshorin g Context. Information Systems Research , 20(3), pp. 440- 461.

Torkzadeh, G., & King, W.R., 2008. Information Systems Off shoring: Research Status and Issues , MIS Quarterly , 32 (2), pp. 205- 225.

Windle, L.P., 2005. Successful Strategic Outsourcing. Retrieved from https://www.facilitiesnet.com/equipmentrentaltools/article.aspx?id=2860

The Main Purpose and Nature of Operational Management
Project Time Horizon and Budget
OHS in the Australian Offshore Petroleum Industry
Offshore Drilling Assets Maintenance and Management
Offshore Outsourcing by American Corporations, Companies, and Firms
Air Canada: Identifying Possible Alternatives to Current Challenges
Design plans for Quick Fit Furniture PLC
High commitment practices in UAE/ GCC /Middle East/ Arab Countries and in the world (COMM)
Social networking sites for recruiting and screening job candidates
PEST analysis on Italian restaurants in London
Chicago (A-D)
Chicago (N-B)

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Towards principles of brain network organization and function

Kulkarni, Suman
Bassett, Dani S.

The brain is immensely complex, with diverse components and dynamic interactions building upon one another to orchestrate a wide range of functions and behaviors. Understanding patterns of these complex interactions and how they are coordinated to support collective neural activity and function is critical for parsing human and animal behavior, treating mental illness, and developing artificial intelligence. Rapid experimental advances in imaging, recording, and perturbing neural systems across various species now provide opportunities and challenges to distill underlying principles of brain organization and function. Here, we take stock of recent progresses and review methods used in the statistical analysis of brain networks, drawing from fields of statistical physics, network theory and information theory. Our discussion is organized by scale, starting with models of individual neurons and extending to large-scale networks mapped across brain regions. We then examine the organizing principles and constraints that shape the biological structure and function of neural circuits. Finally, we describe current opportunities aimed at improving models in light of recent developments and at bridging across scales to contribute to a better understanding of brain networks.

Quantitative Biology - Neurons and Cognition;
Condensed Matter - Statistical Mechanics;
Physics - Biological Physics

Announcing the NeurIPS 2023 Paper Awards

Communications Chairs 2023 2023 Conference awards , neurips2023

By Amir Globerson, Kate Saenko, Moritz Hardt, Sergey Levine and Comms Chair, Sahra Ghalebikesabi

We are honored to announce the award-winning papers for NeurIPS 2023! This year’s prestigious awards consist of the Test of Time Award plus two Outstanding Paper Awards in each of these three categories:

Two Outstanding Main Track Papers
Two Outstanding Main Track Runner-Ups
Two Outstanding Datasets and Benchmark Track Papers

This year’s organizers received a record number of paper submissions. Of the 13,300 submitted papers that were reviewed by 968 Area Chairs, 98 senior area chairs, and 396 Ethics reviewers 3,540 were accepted after 502 papers were flagged for ethics reviews .

We thank the awards committee for the main track: Yoav Artzi, Chelsea Finn, Ludwig Schmidt, Ricardo Silva, Isabel Valera, and Mengdi Wang. For the Datasets and Benchmarks track, we thank Sergio Escalera, Isabelle Guyon, Neil Lawrence, Dina Machuve, Olga Russakovsky, Hugo Jair Escalante, Deepti Ghadiyaram, and Serena Yeung. Conflicts of interest were taken into account in the decision process.

Congratulations to all the authors! See Posters Sessions Tue-Thur in Great Hall & B1-B2 (level 1).

Outstanding Main Track Papers

Privacy Auditing with One (1) Training Run Authors: Thomas Steinke · Milad Nasr · Matthew Jagielski

Poster session 2: Tue 12 Dec 5:15 p.m. — 7:15 p.m. CST, #1523

Oral: Tue 12 Dec 3:40 p.m. — 4:40 p.m. CST, Room R06-R09 (level 2)

Abstract: We propose a scheme for auditing differentially private machine learning systems with a single training run. This exploits the parallelism of being able to add or remove multiple training examples independently. We analyze this using the connection between differential privacy and statistical generalization, which avoids the cost of group privacy. Our auditing scheme requires minimal assumptions about the algorithm and can be applied in the black-box or white-box setting. We demonstrate the effectiveness of our framework by applying it to DP-SGD, where we can achieve meaningful empirical privacy lower bounds by training only one model. In contrast, standard methods would require training hundreds of models.

Are Emergent Abilities of Large Language Models a Mirage? Authors: Rylan Schaeffer · Brando Miranda · Sanmi Koyejo

Poster session 6: Thu 14 Dec 5:00 p.m. — 7:00 p.m. CST, #1108

Oral: Thu 14 Dec 3:20 p.m. — 3:35 p.m. CST, Hall C2 (level 1)

Abstract: Recent work claims that large language models display emergent abilities, abilities not present in smaller-scale models that are present in larger-scale models. What makes emergent abilities intriguing is two-fold: their sharpness, transitioning seemingly instantaneously from not present to present, and their unpredictability , appearing at seemingly unforeseeable model scales. Here, we present an alternative explanation for emergent abilities: that for a particular task and model family, when analyzing fixed model outputs, emergent abilities appear due to the researcher’s choice of metric rather than due to fundamental changes in model behavior with scale. Specifically, nonlinear or discontinuous metrics produce apparent emergent abilities, whereas linear or continuous metrics produce smooth, continuous, predictable changes in model performance. We present our alternative explanation in a simple mathematical model, then test it in three complementary ways: we (1) make, test and confirm three predictions on the effect of metric choice using the InstructGPT/GPT-3 family on tasks with claimed emergent abilities, (2) make, test and confirm two predictions about metric choices in a meta-analysis of emergent abilities on BIG-Bench; and (3) show how to choose metrics to produce never-before-seen seemingly emergent abilities in multiple vision tasks across diverse deep networks. Via all three analyses, we provide evidence that alleged emergent abilities evaporate with different metrics or with better statistics, and may not be a fundamental property of scaling AI models.

Outstanding Main Track Runner-Ups

Scaling Data-Constrained Language Models Authors : Niklas Muennighoff · Alexander Rush · Boaz Barak · Teven Le Scao · Nouamane Tazi · Aleksandra Piktus · Sampo Pyysalo · Thomas Wolf · Colin Raffel

Poster session 2: Tue 12 Dec 5:15 p.m. — 7:15 p.m. CST, #813

Oral: Tue 12 Dec 3:40 p.m. — 4:40 p.m. CST, Hall C2 (level 1)

Abstract : The current trend of scaling language models involves increasing both parameter count and training dataset size. Extrapolating this trend suggests that training dataset size may soon be limited by the amount of text data available on the internet. Motivated by this limit, we investigate scaling language models in data-constrained regimes. Specifically, we run a large set of experiments varying the extent of data repetition and compute budget, ranging up to 900 billion training tokens and 9 billion parameter models. We find that with constrained data for a fixed compute budget, training with up to 4 epochs of repeated data yields negligible changes to loss compared to having unique data. However, with more repetition, the value of adding compute eventually decays to zero. We propose and empirically validate a scaling law for compute optimality that accounts for the decreasing value of repeated tokens and excess parameters. Finally, we experiment with approaches mitigating data scarcity, including augmenting the training dataset with code data or removing commonly used filters. Models and datasets from our 400 training runs are freely available at https://github.com/huggingface/datablations .

Direct Preference Optimization: Your Language Model is Secretly a Reward Model Authors: Rafael Rafailov · Archit Sharma · Eric Mitchell · Christopher D Manning · Stefano Ermon · Chelsea Finn

Poster session 6: Thu 14 Dec 5:00 p.m. — 7:00 p.m. CST, #625

Oral: Thu 14 Dec 3:50 p.m. — 4:05 p.m. CST, Ballroom A-C (level 2)

Abstract: While large-scale unsupervised language models (LMs) learn broad world knowledge and some reasoning skills, achieving precise control of their behavior is difficult due to the completely unsupervised nature of their training. Existing methods for gaining such steerability collect human labels of the relative quality of model generations and fine-tune the unsupervised LM to align with these preferences, often with reinforcement learning from human feedback (RLHF). However, RLHF is a complex and often unstable procedure, first fitting a reward model that reflects the human preferences, and then fine-tuning the large unsupervised LM using reinforcement learning to maximize this estimated reward without drifting too far from the original model. In this paper, we leverage a mapping between reward functions and optimal policies to show that this constrained reward maximization problem can be optimized exactly with a single stage of policy training, essentially solving a classification problem on the human preference data. The resulting algorithm, which we call Direct Preference Optimization (DPO), is stable, performant, and computationally lightweight, eliminating the need for fitting a reward model, sampling from the LM during fine-tuning, or performing significant hyperparameter tuning. Our experiments show that DPO can fine-tune LMs to align with human preferences as well as or better than existing methods. Notably, fine-tuning with DPO exceeds RLHF’s ability to control sentiment of generations and improves response quality in summarization and single-turn dialogue while being substantially simpler to implement and train.

Outstanding Datasets and Benchmarks Papers

In the dataset category :

ClimSim: A large multi-scale dataset for hybrid physics-ML climate emulation

Authors: Sungduk Yu · Walter Hannah · Liran Peng · Jerry Lin · Mohamed Aziz Bhouri · Ritwik Gupta · Björn Lütjens · Justus C. Will · Gunnar Behrens · Julius Busecke · Nora Loose · Charles Stern · Tom Beucler · Bryce Harrop · Benjamin Hillman · Andrea Jenney · Savannah L. Ferretti · Nana Liu · Animashree Anandkumar · Noah Brenowitz · Veronika Eyring · Nicholas Geneva · Pierre Gentine · Stephan Mandt · Jaideep Pathak · Akshay Subramaniam · Carl Vondrick · Rose Yu · Laure Zanna · Tian Zheng · Ryan Abernathey · Fiaz Ahmed · David Bader · Pierre Baldi · Elizabeth Barnes · Christopher Bretherton · Peter Caldwell · Wayne Chuang · Yilun Han · YU HUANG · Fernando Iglesias-Suarez · Sanket Jantre · Karthik Kashinath · Marat Khairoutdinov · Thorsten Kurth · Nicholas Lutsko · Po-Lun Ma · Griffin Mooers · J. David Neelin · David Randall · Sara Shamekh · Mark Taylor · Nathan Urban · Janni Yuval · Guang Zhang · Mike Pritchard

Poster session 4: Wed 13 Dec 5:00 p.m. — 7:00 p.m. CST, #105

Oral: Wed 13 Dec 3:45 p.m. — 4:00 p.m. CST, Ballroom A-C (level 2)

Abstract: Modern climate projections lack adequate spatial and temporal resolution due to computational constraints. A consequence is inaccurate and imprecise predictions of critical processes such as storms. Hybrid methods that combine physics with machine learning (ML) have introduced a new generation of higher fidelity climate simulators that can sidestep Moore’s Law by outsourcing compute-hungry, short, high-resolution simulations to ML emulators. However, this hybrid ML-physics simulation approach requires domain-specific treatment and has been inaccessible to ML experts because of lack of training data and relevant, easy-to-use workflows. We present ClimSim, the largest-ever dataset designed for hybrid ML-physics research. It comprises multi-scale climate simulations, developed by a consortium of climate scientists and ML researchers. It consists of 5.7 billion pairs of multivariate input and output vectors that isolate the influence of locally-nested, high-resolution, high-fidelity physics on a host climate simulator’s macro-scale physical state. The dataset is global in coverage, spans multiple years at high sampling frequency, and is designed such that resulting emulators are compatible with downstream coupling into operational climate simulators. We implement a range of deterministic and stochastic regression baselines to highlight the ML challenges and their scoring. The data (https://huggingface.co/datasets/LEAP/ClimSim_high-res) and code (https://leap-stc.github.io/ClimSim) are released openly to support the development of hybrid ML-physics and high-fidelity climate simulations for the benefit of science and society.

In the benchmark category :

DecodingTrust: A Comprehensive Assessment of Trustworthiness in GPT Models

Authors: Boxin Wang · Weixin Chen · Hengzhi Pei · Chulin Xie · Mintong Kang · Chenhui Zhang · Chejian Xu · Zidi Xiong · Ritik Dutta · Rylan Schaeffer · Sang Truong · Simran Arora · Mantas Mazeika · Dan Hendrycks · Zinan Lin · Yu Cheng · Sanmi Koyejo · Dawn Song · Bo Li

Poster session 1: Tue 12 Dec 10:45 a.m. — 12:45 p.m. CST, #1618

Oral: Tue 12 Dec 10:30 a.m. — 10:45 a.m. CST, Ballroom A-C (Level 2)

Abstract: Generative Pre-trained Transformer (GPT) models have exhibited exciting progress in capabilities, capturing the interest of practitioners and the public alike. Yet, while the literature on the trustworthiness of GPT models remains limited, practitioners have proposed employing capable GPT models for sensitive applications to healthcare and finance – where mistakes can be costly. To this end, this work proposes a comprehensive trustworthiness evaluation for large language models with a focus on GPT-4 and GPT-3.5, considering diverse perspectives – including toxicity, stereotype bias, adversarial robustness, out-of-distribution robustness, robustness on adversarial demonstrations, privacy, machine ethics, and fairness. Based on our evaluations, we discover previously unpublished vulnerabilities to trustworthiness threats. For instance, we find that GPT models can be easily misled to generate toxic and biased outputs and leak private information in both training data and conversation history. We also find that although GPT-4 is usually more trustworthy than GPT-3.5 on standard benchmarks, GPT-4 is more vulnerable given jailbreaking system or user prompts, potentially due to the reason that GPT-4 follows the (misleading) instructions more precisely. Our work illustrates a comprehensive trustworthiness evaluation of GPT models and sheds light on the trustworthiness gaps. Our benchmark is publicly available at https://decodingtrust.github.io/.

Test of Time

This year, following the usual practice, we chose a NeurIPS paper from 10 years ago to receive the Test of Time Award, and “ Distributed Representations of Words and Phrases and their Compositionality ” by Tomas Mikolov, Ilya Sutskever, Kai Chen, Greg Corrado, and Jeffrey Dean, won.

Published at NeurIPS 2013 and cited over 40,000 times, the work introduced the seminal word embedding technique word2vec. Demonstrating the power of learning from large amounts of unstructured text, the work catalyzed progress that marked the beginning of a new era in natural language processing.

Greg Corrado and Jeffrey Dean will be giving a talk about this work and related research on Tuesday, 12 Dec at 3:05 – 3:25 pm CST in Hall F.

2023 Conference

Announcing NeurIPS 2023 Invited Talks

Reflections on the neurips 2023 ethics review process, neurips newsletter – november 2023.

What Kamala Harris has said so far on key issues in her campaign

As she ramps up her nascent presidential campaign, Vice President Kamala Harris is revealing how she will address the key issues facing the nation.

In speeches and rallies, she has voiced support for continuing many of President Joe Biden’s measures, such as lowering drug costs , forgiving student loan debt and eliminating so-called junk fees. But Harris has made it clear that she has her own views on some key matters, particularly Israel’s treatment of Gazans in its war with Hamas.

In a departure from her presidential run in 2020, the Harris campaign has confirmed that she’s moved away from many of her more progressive stances, such as her interest in a single-payer health insurance system and a ban on fracking.

Harris is also expected to put her own stamp and style on matters ranging from abortion to the economy to immigration, as she aims to walk a fine line of taking credit for the administration’s accomplishments while not being jointly blamed by voters for its shortcomings.

Her early presidential campaign speeches have offered insights into her priorities, though she’s mainly voiced general talking points and has yet to release more nuanced plans. Like Biden, she intends to contrast her vision for America with that of former President Donald Trump. ( See Trump’s campaign promises here .)

“In this moment, I believe we face a choice between two different visions for our nation: one focused on the future, the other focused on the past,” she told members of the historically Black sorority Zeta Phi Beta at an event in Indianapolis in late July. “And with your support, I am fighting for our nation’s future.”

Here’s what we know about Harris’ views:

Harris took on the lead role of championing abortion rights for the administration after Roe v. Wade was overturned in June 2022. This past January, she started a “ reproductive freedoms tour ” to multiple states, including a stop in Minnesota thought to be the first by a sitting US president or vice president at an abortion clinic .

On abortion access, Harris embraced more progressive policies than Biden in the 2020 campaign, as a candidate criticizing his previous support for the Hyde Amendment , a measure that blocks federal funds from being used for most abortions.

Policy experts suggested that although Harris’ current policies on abortion and reproductive rights may not differ significantly from Biden’s, as a result of her national tour and her own focus on maternal health , she may be a stronger messenger.

High prices are a top concern for many Americans who are struggling to afford the cost of living after a spell of steep inflation. Many voters give Biden poor marks for his handling of the economy, and Harris may also face their wrath.

In her early campaign speeches, Harris has echoed many of the same themes as Biden, saying she wants to give Americans more opportunities to get ahead. She’s particularly concerned about making care – health care, child care, elder care and family leave – more affordable and available.

Harris promised at a late July rally to continue the Biden administration’s drive to eliminate so-called “junk fees” and to fully disclose all charges, such as for events, lodging and car rentals. In early August, the administration proposed a rule that would ban airlines from charging parents extra fees to have their kids sit next to them.

On day one, I will take on price gouging and bring down costs. We will ban more of those hidden fees and surprise late charges that banks and other companies use to pad their profits.”

Since becoming vice president, Harris has taken more moderate positions, but a look at her 2020 campaign promises reveals a more progressive bent than Biden.

As a senator and 2020 presidential candidate, Harris proposed providing middle-class and working families with a refundable tax credit of up to $6,000 a year (per couple) to help keep up with living expenses. Titled the LIFT the Middle Class Act, or Livable Incomes for Families Today, the measure would have cost at the time an estimated $3 trillion over 10 years.

Unlike a typical tax credit, the bill would allow taxpayers to receive the benefit – up to $500 – on a monthly basis so families don’t have to turn to payday loans with very high interest rates.

As a presidential candidate, Harris also advocated for raising the corporate income tax rate to 35%, where it was before the 2017 Tax Cuts and Jobs Act that Trump and congressional Republicans pushed through Congress reduced the rate to 21%. That’s higher than the 28% Biden has proposed.

Affordable housing was also on Harris’ radar. As a senator, she introduced the Rent Relief Act, which would establish a refundable tax credit for renters who annually spend more than 30% of their gross income on rent and utilities. The amount of the credit would range from 25% to 100% of the excess rent, depending on the renter’s income.

Harris called housing a human right and said in a 2019 news release on the bill that every American deserves to have basic security and dignity in their own home.

Consumer debt

Hefty debt loads, which weigh on people’s finances and hurt their ability to buy homes, get car loans or start small businesses, are also an area of interest to Harris.

As vice president, she has promoted the Biden administration’s initiatives on student debt, which have so far forgiven more than $168 billion for nearly 4.8 million borrowers . In mid-July, Harris said in a post on X that “nearly 950,000 public servants have benefitted” from student debt forgiveness, compared with only 7,000 when Biden was inaugurated.

A potential Harris administration could keep that momentum going – though some of Biden’s efforts have gotten tangled up in litigation, such as a program aimed at cutting monthly student loan payments for roughly 3 million borrowers enrolled in a repayment plan the administration implemented last year.

The vice president has also been a leader in the White House efforts to ban medical debt from credit reports, noting that those with medical debt are no less likely to repay a loan than those who don’t have unpaid medical bills.

In a late July statement praising North Carolina’s move to relieve the medical debt of about 2 million residents, Harris said that she is “committed to continuing to relieve the burden of medical debt and creating a future where every person has the opportunity to build wealth and thrive.”

Health care

Harris, who has had shifting stances on health care in the past, confirmed in late July through her campaign that she no longer supports a single-payer health care system .

During her 2020 campaign, Harris advocated for shifting the US to a government-backed health insurance system but stopped short of wanting to completely eliminate private insurance.

The measure called for transitioning to a Medicare-for-All-type system over 10 years but continuing to allow private insurance companies to offer Medicare plans.

The proposal would not have raised taxes on the middle class to pay for the coverage expansion. Instead, it would raise the needed funds by taxing Wall Street trades and transactions and changing the taxation of offshore corporate income.

When it comes to reducing drug costs, Harris previously proposed allowing the federal government to set “a fair price” for any drug sold at a cheaper price in any economically comparable country, including Canada, the United Kingdom, France, Japan or Australia. If manufacturers were found to be price gouging, the government could import their drugs from abroad or, in egregious cases, use its existing but never-used “march-in” authority to license a drug company’s patent to a rival that would produce the medication at a lower cost.

Harris has been a champion on climate and environmental justice for decades. As California’s attorney general, Harris sued big oil companies like BP and ConocoPhillips, and investigated Exxon Mobil for its role in climate change disinformation. While in the Senate, she sponsored the Green New Deal resolution.

During her 2020 campaign, she enthusiastically supported a ban on fracking — but a Harris campaign official said in late July that she no longer supports such a ban.

Fracking is the process of using liquid to free natural gas from rock formations – and the primary mode for extracting gas for energy in battleground Pennsylvania. During a September 2019 climate crisis town hall hosted by CNN, she said she would start “with what we can do on Day 1 around public lands.” She walked that back later when she became Biden’s running mate.

Biden has been the most pro-climate president in history, and climate advocates find Harris to be an exciting candidate in her own right. Democrats and climate activists are planning to campaign on the stark contrasts between Harris and Trump , who vowed to push America decisively back to fossil fuels, promising to unwind Biden’s climate and clean energy legacy and pull America out of its global climate commitments.

If elected, one of the biggest climate goals Harris would have to craft early in her administration is how much the US would reduce its climate pollution by 2035 – a requirement of the Paris climate agreement .

Immigration

Harris has quickly started trying to counter Trump’s attacks on her immigration record.

Her campaign released a video in late July citing Harris’ support for increasing the number of Border Patrol agents and Trump’s successful push to scuttle a bipartisan immigration deal that included some of the toughest border security measures in recent memory.

The vice president has changed her position on border control since her 2020 campaign, when she suggested that Democrats needed to “critically examine” the role of Immigration and Customs Enforcement, or ICE, after being asked whether she sided with those in the party arguing to abolish the department.

In June of this year, the White House announced a crackdown on asylum claims meant to continue reducing crossings at the US-Mexico border – a policy that Harris’ campaign manager, Julie Chavez Rodriguez, indicated in late July to CBS News would continue under a Harris administration.

Trump’s attacks stem from Biden having tasked Harris with overseeing diplomatic efforts in Central America in March 2021. While Harris focused on long-term fixes, the Department of Homeland Security remained responsible for overseeing border security.

She has only occasionally talked about her efforts as the situation along the US-Mexico border became a political vulnerability for Biden. But she put her own stamp on the administration’s efforts, engaging the private sector.

Harris pulled together the Partnership for Central America, which has acted as a liaison between companies and the US government. Her team and the partnership are closely coordinating on initiatives that have led to job creation in the region. Harris has also engaged directly with foreign leaders in the region.

Experts credit Harris’ ability to secure private-sector investments as her most visible action in the region to date but have cautioned about the long-term durability of those investments.

Israel-Hamas

The Israel-Hamas war is the most fraught foreign policy issue facing the country and has spurred a multitude of protests around the US since it began in October.

After meeting with Israeli Prime Minister Benjamin Netanyahu in late July, Harris gave a forceful and notable speech about the situation in Gaza.

We cannot look away in the face of these tragedies. We cannot allow ourselves to become numb to the suffering. And I will not be silent.”

Harris echoed Biden’s repeated comments about the “ironclad support” and “unwavering commitment” to Israel. The country has a right to defend itself, she said, while noting, “how it does so, matters.”

However, the empathy she expressed regarding the Palestinian plight and suffering was far more forceful than what Biden has said on the matter in recent months. Harris mentioned twice the “serious concern” she expressed to Netanyahu about the civilian deaths in Gaza, the humanitarian situation and destruction she called “catastrophic” and “devastating.”

She went on to describe “the images of dead children and desperate hungry people fleeing for safety, sometimes displaced for the second, third or fourth time.”

Harris emphasized the need to get the Israeli hostages back from Hamas captivity, naming the eight Israeli-American hostages – three of whom have been killed.

But when describing the ceasefire deal in the works, she didn’t highlight the hostage for prisoner exchange or aid to be let into Gaza. Instead, she singled out the fact that the deal stipulates the withdrawal by the Israeli military from populated areas in the first phase before withdrawing “entirely” from Gaza before “a permanent end to the hostilities.”

Harris didn’t preside over Netanyahu’s speech to Congress in late July, instead choosing to stick with a prescheduled trip to a sorority event in Indiana.

Harris is committed to supporting Ukraine in its fight against Russian aggression, having met with Ukrainian President Volodymyr Zelensky at least six times and announcing last month $1.5 billion for energy assistance, humanitarian needs and other aid for the war-torn country.

At the Munich Security Conference earlier this year, Harris said: “I will make clear President Joe Biden and I stand with Ukraine. In partnership with supportive, bipartisan majorities in both houses of the United States Congress, we will work to secure critical weapons and resources that Ukraine so badly needs. And let me be clear: The failure to do so would be a gift to Vladimir Putin.”

More broadly, NATO is central to our approach to global security. For President Biden and me, our sacred commitment to NATO remains ironclad. And I do believe, as I have said before, NATO is the greatest military alliance the world has ever known.”

Police funding

The Harris campaign has also walked back the “defund the police” sentiment that Harris voiced in 2020. What she meant is she supports being “tough and smart on crime,” Mitch Landrieu, national co-chair for the Harris campaign and former mayor of New Orleans, told CNN’s Pamela Brown in late July.

In the midst of nationwide 2020 protests sparked by George Floyd’s murder by a Minneapolis police officer, Harris voiced support for the “defund the police” movement, which argues for redirecting funds from law enforcement to social services. Throughout that summer, Harris supported the movement and called for demilitarizing police departments.

Democrats largely backed away from calls to defund the police after Republicans attempted to tie the movement to increases in crime during the 2022 midterm elections.

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