The Big Difference Between This AI Craze and the Dot Com Bubble in the 90s

Photo Credit: Robynne O

“Tech startups are rushing to build the next game-changing innovation that will ‘change the world;’ while financiers are also rushing to fund each one in the hopes that they will own a stake in whatever world-leading companies emerge.”

This could just as easily describe the AI boom over the last few years and the Dot Com Bubble in the late 1990s. Both have a few major features in common: new technology produced a craze. In the Dot Com Bubble that was the internet, and now it is all the new AI technology. In the 90s, the hype caused people to overvalue tech companies, funding companies that never had a chance in the first place. This created a stock market bubble that eventually burst causing many overinflated companies to go belly up. The same will likely say the same thing about the current explosion in AI investment.

At the same time, the internet did significantly change the world. Among other things, it created new companies, including the corporate giants like Google and Facebook. Thus, investment, even significant investment, did make sense. The overinvestment may have created a bubble with many losers, but there were still many financial winners as well. The same likely could be said about this AI craze.

There is one very important difference, however. A difference that could significantly worsen how new AI technology develops and becomes implemented in our society:

The internet was created by a decade-long series of government-corporate sponsorships with the overall goal to decentralize communications (this book https://www.penguinrandomhouse.com/books/534709/the-code-by-margaret-omara/ is a fascinating detailed discussion of that history), but the recent AI technology has been mostly created by a handful of highly centralized large corporations, most often with the goal of creating a centralized “super-AI” or suite of AI products. This difference may prove crucial to how these technologies develop.

The internet was created to be decentralized, and decentralization became ingrained into the ethos of the technology. No single government or corporation uniquely controls what gets put onto the internet, and even as major companies/websites like Google, Facebook, and Amazon now dominate the internet ecosystem, they do not actively control or prevent people from contributing to the vast world that we call the internet. There are a lot of details about how to best implement this decentralization, as anyone who has sat through net neutrality or internet content debates knows, but the internet overall became a sprawling web that anyone could help create.

The latest AI systems, in contrast, tend to be created by one large company seemingly with the goal of becoming the AI platform everyone uses. Large portions of current funding has gone into creating massive, super-AIs to be able to be the first company to create the supposedly massively intelligent AI so that they can own and thus profit from whatever it can do. This goal encourages consolidation.

Now, AI technologies like large-language models have a certain amount of centralization almost baked into their development. For example, it takes a lot of people and resources to scour the internet and create a large-language model, and more still to run and maintain such a large computational system everyday. Thus this industry may tend towards a certain amount of consolidation, but that doesn’t seem to explain all of the centralization.

The internet also takes a tremendous amount of resources to be able to allow billions of people to be able to communicate on multiple devices simultaneously. Other similar communication systems (such as the system of phone lines connecting everyone by phone) historically tended to create natural monopolies because of how much resources it took to build a phone network system, and inherently, the internet is not that different. Yet the usage of the internet became different. We don’t see a supply side monopoly in the same way. (Overtime, monopsony has arisen, where a few social media companies disproportionately leverage their widespread usage to their advantage, but that is different.) The communications themselves became something everyone had access to.

This centralization seems to have had a tremendous impact on how the current AI technology has developed and will continue to develop. AI seems focused on the interests of big (mostly tech) corporations. One of these companies’ main goals seems to be to automate routine human tasks. This can have an appeal with regular people, but this is really a priority of “business management” interested in saving money by increasing efficiency. Further, many companies are using the hype around this “AI revolution” as a face-saving way to reduce headcount anyways. Finally, the AI interfaces are built to suck users in, to make them want to use it more and more, in ways pretty common on most apps and major websites today. This too tends to be a business management interest.

A new major technology, like say this current generation of AI technologies, usually provides different people with varying amounts of opportunities, helping some and hurting others. Who it helps or hurts is often rooted in who designed it and what their interests/goals lead to it being designed in the first place.

For example, it’s not surprising that agentic coding platforms like Claude Code are really useful for software engineers. It seems to transform their space. Originally, most of the software engineer’s time was spent on busywork instead of the “cool” parts of programming, and Claude Code more or less automates their busywork, allowing them to focus on the cool stuff. Software engineers and other techies were the main people who created Claude Code, so of course, it’s useful for that space.

Many in other professions seem noticeably more cautious about the introduction of AI into their fields. For artists, for example, AI image generation tools seem to allow others to make their art without them. It takes away some of the most interesting parts of making art. Instead, the tools process their past art and allow others to make it without them. Here the process was designed for regular people in mind who do not have the ability to create their own art and noticed how it benefits them over artists.

Thus, we should think more about who is involved in building the AI technology, because that will influence what kinds of problems it gets built to solve. Right now, it seems to favor the interests of business elites and large corporations. I am not necessarily trying to morally condemn these people and corporations (maybe some are good people, maybe some are bad), but I want to point out how slanted their interests involved in building this technology have been and suggest we may need to broaden who “leads the charge” in the development of AI.

So what? What can we do about this? The interests with which a technology is first developed sets a course for how that technology is conceived and what kinds of things people imagine it doing, but nothing is ever completely set in stone. Technologies often grow and evolve over history, becoming used for purposes very different from their original conception. But obviously, the sooner one does this the better. Given that the technology is still young, this is the best time to incorporate other forms of thinking. How it develops now will have cascading impacts on what AI looks like in the future.

How can we build AI in different ways and move beyond the specific interests that hog the AI field now? Exactly how, I don’t know. It’s worth thinking about. I wrote this article to help you think about the problem and get your juices going. Maybe together we can develop a way to build AI in a way that serves the interests of regular people.

The Principle of the Five Why’s and How Can You Use It Better Listen to Others

Photo Credit: Trung Nhan Tran

The Five Why’s is a common technique among UX researchers and other qualitative researchers that has personally transformed my approach to conversations. UX researchers interview people all the time, and to understand what they think about something, they always make sure to ask five “why” questions about their opinion in order to get to the heart of their opinion on the matter. Humans often rush into assumptions and judgements about what the other person thinks, and this forces us to slow down and get to the heart of how they view the world. 

Let’s consider a classic UX research example. Say you just developed a great new app, and you wanted to see whether people actually find it useful. So, you observe several people using the app and ask them what they think. The first person says, “I find it frustrating.” This is really useful information, but obviously, more details would help even more. So, a natural response would be, “Why do you find it frustrating?” 

Say the person gives a quick answer like, “I find the interface confusing, so I can’t do what I want to do” or whatever their frustration might be. This gives you a better understanding of their frustrations, but you can dig even more. According to the Principle of the Five Why’s you should ask at least five follow-up questions about why (or in some cases, how) they feel the way they do. 

This allows you to hone in exactly what their underlying needs and expectations are and how well your product meets those needs for them. Now, technically, not all follow-up questions have to be “why”. The idea is that like, “why” questions, ask questions that nonjudgmentally help uncover the underlying reasons for the opinions. For example, in this scenario, I may next ask, “What about the interface do you find confusing?” or “What are you trying to do, and how is it preventing you from doing it?” Both of these are not “why” questions, but they help orient me to understand why the person feels frustrated. Sometimes you have to learn some basic data about what their experience was before you uncover the next level of detail about why they had that experience. 

I often use this principle in regular conversations as well. Too often people assume they know what the person is thinking and make assessments based on their initial judgements. Asking follow-up questions forces us to slow down and consider in-depth what that person is trying to communicate. After listening, one can still disagree with a person’s conclusions, but at least you will know why. In almost every situation, I have found at least some points of agreement even when I thought we had opposing, conflictual perspectives. 

It also calms you down. In tense conversations, we often simply react. Maybe we presume they meant something hostile and respond in turn. This helps us survive threats but clouds our ability to empathize with others and reason through their ideas. Asking questions allows us to pause and reflect for a few more moments on what else might be influencing where they are coming from. 

Feel free to try it in regular conversations, especially potential arguments or other tense conversations. Pause and ask a few “why” questions to understand the layers behind their thoughts before launching into your perspective on the matter. It will change the course of the conversation. Worst case scenario, by the end of it, you will still disagree with them just as much as you did initially, but often you will learn something and will discover a way to carry on nonconfrontationally in a way that involves both of you getting what you want. If you disagree, you have lost little by hearing them out and gained the ability to disagree productively since you now know exactly where the other person is coming from. 

Now in every interaction, you don’t have to literally ask five questions. That exact number may not fit every interaction. The spirit of the rule is to ask follow-up questions that force you to engage with the reasons underneath someone’s impressions. For me, I often ask follow-up questions until it feels uncomfortable, until I feel my thoughts well up so strongly within me that I am eager to jump in. Then, I ask just two more follow-up questions. In the unlikely event that I still think they are totally wrong by the end of those two questions, I can jump in with my perspective. This slows me down and forces me to practice more constraint and helps me see a path to empathize and/or disagree in a positive and productive manner.