Super God-Level Top Student
Chapter 952 - 362: Deceiving Subordinates but Not Superiors?

When all of Xilin City was mobilizing to implement an intelligent solution, the development department of the Capital, along with several key officials, was simultaneously reviewing the "Report on Advancing Xilin City's Smart City Construction" submitted by the Xilin Mathematical Research Institute.

The benefits of opening Dou Dou's decision-making interface to the decision-making authorities could be described as twofold.

On one hand, the relevant decision-making departments in the Capital could use the software to understand Dou Dou's intelligent decision-making process.

On the other hand, for the Xilin Mathematical Research Institute, it provided them an unobstructed feedback channel that could directly reach the top-level decision-makers at any time—a channel that was also highly valued.

The management methods of artificial intelligence, as an emerging technology and productivity tool, have always attracted attention. Many people are curious about the extent to which Dou Dou is capable.

Furthermore, Dou Dou's interface has an additional advantage—any department-specific documents that need to be reported can only be received through their respective exclusive interfaces. Of course, the general interface is a separate matter.

If various departments promptly provide feedback after receiving the reports, the general interface could also generate corresponding data.

In a certain sense, this technology is highly conducive to comprehensive control. However, this series of updates specifically catered to existing systems is part of Dou Dou's adaptation.

In Dou Dou's own words, its purpose is to let users truly experience convenience and efficiency.

...

"What does everyone think of this report? Feel free to speak openly; don't hold back. After all, an artificial intelligence governance system really is something new. We used to say we crossed the river by feeling for the stones, but in this matter, there is no precedent to reference. We can only explore by fumbling for stones in the river, so mistakes are not something to fear."

The conference room quickly erupted with responses.

"I've thoroughly studied the entire report, including the plans sent to Xilin's local departments during the decision-making process. I noticed that the plan submitted to Xilin's local departments differs from the one submitted to us."

This statement elicited surprised reactions from many present.

Most of the attendees had only reviewed the report specifically submitted to them and hadn't sought out the other version. After all, folks are generally quite busy and don't have the time to comb through the vast records in Dou Dou's decision tree.

"Oh? Is that so? Liu, tell us more—what are the differences?"

"For instance, in the report we received, the construction of a smart city management system requires incorporating the salaries of grassroots units, such as community workers, into the intelligent management system. Only this way can we ensure the implementation of smart property management.

It's explained further that while the intelligent management system doesn't handle administrative or personnel management, it uses a reasonable allocation of grassroots salaries to sustain the normal operation of fundamental smart devices. Essentially, it imports the contribution-based management model from scientific research over to this domain. Yet, this part of the content is absent in the report provided to Xilin."

When these words were spoken, everyone in the conference room exchanged looks.

This truly was intriguing. It seemed to prove Dou Dou's exceptional intelligence—or perhaps that artificial intelligence had begun to understand human thinking patterns.

For Xilin, the community is the most grassroots management unit, and nearly all employees, though not appointed as official staff, must report their work to the district when employed there. Their wages are usually standardized within a unified framework. Typically, remuneration is not task-based but contract-type-based.

For instance, there's a distinction between staff with formal appointments and temporary hires, or between regular members and contract workers.

This has always been how it works.

According to Dou Dou's plan, implementing a contribution-based system for grassroots community workers to determine salaries would mean reforming Xilin's local wage system—a move likely to face substantial resistance.

Thus, this clause was entirely omitted from the version given to the locals.

But in the report submitted to us, it occupies a conspicuous position.

Although the conference attendees hadn't specifically reviewed the blueprint provided to Xilin, what they could see in their own report was the importance of this initiative for maintaining and constructing intelligent infrastructure across the city. It even determined whether the intelligent property management system could be successfully implemented.

Moreover, it argued convincingly that smart cities must adhere to a human-centric principle. Only by stimulating grassroots workers' proactive involvement could the intelligent urban construction proceed effectively and guarantee the system's operational efficiency.

"Haha, it seems the Xilin Mathematical Research Institute has grand ambitions. Qiao has really outdone himself—this artificial intelligence is capable of scheming, applying manipulative strategies. It's quite amusing!" After a brief silence, the prominent official seated at the head of the table broke the hush with a chuckle.

"Indeed, this shows that the AI truly understands where the greatest resistance to implementing such a smart city system would come from. It's a sharp sense of human nature, no doubt!"

Indeed, for Xilin City, reform of this magnitude would undoubtedly qualify as a significant event.

But from the higher-ups' perspective, if Xilin were merely treated as a pilot city for smart city construction, this change would at most qualify as slightly aggressive. Furthermore, if we set aside the perspective of local management and adhere strictly to Dou Dou's approach, this would mean bypassing local administrative departments to directly access first-hand data...

Truth be told, for the functional management departments in the Capital, this kind of temptation would be hard to resist.