Interactional digital algorithm 345 me that artificial intelligence alone is sufficient. The challenges and risks pointed out are those for which we don’t have algo- rithms – we don’t have solutions designed or steps defined to achieve them. In contrast to the challenges of artificial intelligence, we will need flexible natural bits of intelligence, with their ten- tative processes and abductive inferences, to diversify and compose themselves. We depend on experimentation, conjecture, and heuristic processes. It’s not a question of abandoning Arti- ficial Intelligence – but of whether we will be able to think and feel beyond it. This means that we cannot rely solely on more and bet- ter algorithms to address the challenges and corrections identified. This issue implies a necessary social and individual inven- tiveness on the part of social sectors in their relationship with interactional processes nucleated by algorithms – to activate them, to select between their effects, to circumvent their generic guiding effectiveness through ad hoc redirections according to the preferences, interpretations and specific circumstances of different users. The diversity of challenges and exceptions to the use of the interactional algorithm shows that there is no comprehensive solution to problems. A variety of counter-tactics must be activated – by area of action, by specified perspectives, and by focused social strategies. On the other hand, one cannot rely solely on a case-by- case approach to “fix flaws” in singular algorithms. One broad issue relates to the set of risks and challenges concerning the very logic of the algorithms in question: their interactional pro- cess, which affects human actions at all levels, from individuals to groups and sectors up to society in general. Thus, between the inefficient extremes of case-by-case and the search for a singular comprehensive solution, I believe that an understanding of the correlations between the specific challenges and the resulting interactional deformations favors the overall perception of the multiplicity of actions and counter- ing strategies – of which we will point out some lines that we consider to be possible productive priorities.
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