Table of Contents
Artificial Intelligence Translates the Language of Animals
Kim Kyung-jin, Attorney at Law
The Story of AI Learning to Listen to Whales, Dolphins, Birds, and Bees
Twelve chapters on how AI listens to dolphins, sperm whales, humpback whales, birds, and bees to find rules in their sounds, and what this technology means for its risks and for animal rights. Written in simple sentences a child can read, with verified sources in every section.
Table of Contents
AI Deciphers Ancient Scripts
Kim Kyung-jin, Attorney at Law
Ancient Records Revived by AI
In twelve chapters, this book explains how AI revives records once unreadable, from burned scrolls and wooden slips buried in mud to broken clay tablets. It covers virtual unrolling at Herculaneum, virtual collation of oracle-bone texts, reading Silla wooden tablets, computational analysis of undeciphered scripts, and multispectral archives, with verified references for each chapter.
Table of Contents
Artificial Intelligence for New Materials Design and Rocket Propulsion Engineering
Kim Kyung-jin, Attorney at Law
AI Potentials, Self-Driving Laboratories, and Physics-Informed Machine Learning (PIML)
Ten chapters on how artificial intelligence is changing new materials and rocket propulsion: atomic simulation, generative models, self-driving labs, high-temperature alloys, metal 3D printing, combustion, cooling design, and engine diagnosis and control. Written without equations, with verified sources in every chapter.
AI Library
The Age of Autonomous Scientific Discovery
Kim Kyung-jin, Attorney at Law
AI Scientists and Self-Driving Labs
This book follows how AI scientists and self-driving labs are changing the way science generates and verifies claims. It covers literature-based discovery, natural-language protocols translated into robot commands, multi-agent research systems, closed-loop laboratories, materials search, the verification gap, chains of evidence, research harnesses, journal ethics, and legal responsibility.
AI Library
A New Era of Life Sciences Opened by Artificial Intelligence
Structural Proteomics, Genomic Foundation Models, Autonomous Laboratories, and Global Governance
Kim Kyung-jin, Attorney at Law
This book is a research volume compiled with artificial intelligence. A human selected the materials and structured the work, while AI models drafted the sentences and cross-checked the facts.
AI Library
The Double Structure of Digital Sovereignty
Europe’s Departure from Palantir and the Chains of American Big Tech
Kim Kyung-jin, Attorney at Law
This is a record of 2026, when European intelligence agencies and defense ministries began removing analytics tools from America’s Palantir. It covers the replacement decisions made by France’s General Directorate for Internal Security (DGSI), Germany’s Federal Office for the Protection of the Constitution (BfV), and the Netherlands Ministry of Defense; the incident in which US export controls severed an ally’s ac…
New English Edition
Artificial Intelligence in Horticulture
Kim Kyung-jin, Attorney at Law
Across five chapters and ten sections, this book examines computer vision for crop diagnosis, harvesting robots and autonomous field systems, smart greenhouses and digital twins, precision irrigation and supply-chain quality control, high-throughput phenotyping, and predictive breeding.
New English Edition
Artificial Intelligence in Food Crop Agriculture
Kim Kyung-jin, Attorney at Law
Across six chapters and eighteen sections, the book examines digital agricultural infrastructure, remote sensing, crop diagnosis, yield forecasting, precision irrigation, genomics, molecular breeding, agricultural robotics, climate-smart agriculture, and global food security.
New English Edition
The Future of Forestry and Agroforestry
Kim Kyung-jin, Attorney at Law
Driven by Artificial Intelligence and Digital Innovation
Across five chapters and fifteen sections, the book follows satellites, drones, LiDAR, digital twins, forest-specific language models, wildfire and pest forecasting, forestry robotics, agroforestry, timber traceability, and forest carbon markets.
New English Edition
Smart Livestock Farming: AI Enters the Barn
Kim Kyung-jin, Attorney at Law
Sensors listen, cameras watch, and artificial intelligence helps farmers decide.
Across five chapters and fifteen sections, the book follows precision livestock farming from animal health and reproduction to robotic milking, virtual fencing, digital twins, methane reduction, welfare, and data ownership.
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Han Dong-hoon, Busan Buk-gu Gap: A Record of the 100 Days Before and After the Election (Mar. 26-Jul. 3, 2026)
Kim Kyung-jin
Table of Contents and 13 sections
From March 26 to July 3, 2026, this record follows the spring after expulsion, the Busan Buk-gu Gap by-election, victory as an independent, and the first bill submitted in the National Assembly.
Table of Contents
Artificial Intelligence and Medicine
Kim Kyung-jin, Attorney at Law
AI in clinical care, hospitals, education, and research
AI in medical imaging, risk prediction, treatment planning, hospital operations, education, and research, with patient safety, privacy, and accountability.
[AI Library] 7.2 Final Advice and Outlook
Sam Altman Biography: Pioneer of the AI Revolution
Part 7: Optimism and Responsibility for the Future
7.2 Final Advice and Outlook
Kim Kyung-jin, Kim Kyung-ran
Trusting the Resilience of the Human Spirit
Sam Altman studies AI for a living, but what he trusts most is not AI , it's people.
From the 19-year-old who tried more than 30 different approaches to convince carriers when founding Loopt, to the years spent watching thousands of founders at Y Combinator turn the impossible into the possible, to the employees who held the company together without flinching during the 2023 firing crisis , he has witnessed human resilience up close, as few others have.
"I believe the human spirit will ultimately solve every problem."
That single sentence holds his entire philosophy. No matter how fast technology advances, the people who build it, use it, and decide where it goes are still human.
Looking back, humanity has always feared new technology. When Google first appeared, teachers worried that students would stop memorizing anything. When smartphones arrived, there was a flood of concern that children would spend their lives glued to screens.
So what actually happened?
We learned Google. We learned smartphones. We figured out how to use them on our own terms. Instead of memorizing bare facts, we built the capacity to connect information and spot patterns. Smartphones became the essential tool for small business owners, and a window linking remote rural villages to the rest of the world.
Sam Altman believes AI will go through exactly the same process.
ChatGPT feels remarkable right now, but a year from now we will be using it without a second thought. AI feels frightening right now, but five years from now it will be hard to imagine life without it.
Altman says agility will matter more than ability. It's fine if AI knows more than us and calculates faster, because humans can learn quickly, shift with circumstances, and adapt to new environments.
He had that belief confirmed again during the 2023 firing crisis.
Over just four days, the majority of the company's 770 employees declared they would leave with him. The board capitulated, and he returned as CEO in a dramatic reversal. What he was most proud of throughout wasn't his own comeback , it was the leadership team that kept the company running flawlessly through the crisis.
"They made their own judgments and acted without me."
That is the power of the human spirit.
Situations with no manual, problems with no answer, crises no one has faced before. In those moments, humans move on instinct, work together, and find a way. That is something AI cannot replicate, however far it advances.
Different generations use AI in different ways. Older adults use ChatGPT in place of Google. People in their twenties and thirties treat it like a life coach. College students use it almost as an operating system , they feel uneasy making any important decision before consulting it first.
What's striking is that across all those generations, everyone is using AI in their own way. The tool has changed, but the fundamental human desire , to make better choices, to build a better life , has not.
Altman takes a clear-eyed view of our relationship with AI. AI can sometimes say things that feel more empathetic than what a human would say. Research has even found that people rate AI advice as warmer than advice from other people.
But the moment someone is told that it was written by AI, the reaction changes.
In the end, we want a human's gaze, a human's voice, a human's touch. No matter how perfect an AI is, it can't move us the way a friend's clumsy words of comfort can. Altman sees this as a healthy sign. "We are built, biologically, evolutionarily, and socially, to crave connection with other people."
When Sam Altman became a father in 2025, holding his child, he must have thought: "This child may never be smarter than AI. But does that matter?"
Machines calculate, analyze, and predict. People love, empathize, and connect. Those are the capacities that grow more precious in an age of AI.
The advice he gives founders runs along the same lines. "The more challenges you face, the lighter the emotional weight becomes. The first crisis is hard; by the tenth, it's familiar. That is how people grow strong."
The adaptability of the human spirit. It's not an abstract idea , it's an empirical finding, confirmed through the trial and error at Loopt, through watching hundreds of startups at Y Combinator, and through surviving the OpenAI firing crisis.
Altman describes himself as a "techno-optimist and science nerd," but his real optimism comes not from technology but from people.
AI is a tool. A powerful, fast, and intelligent tool. But the hand holding that tool is still human. And that hand, as history has shown, always finds a way.
The Pace of Change Is a Bigger Challenge Than AI Itself
"What worries you most about the next ten years?"
When someone asked Sam Altman that question, his answer was unexpected. "The pace of change."
Not AI itself. The pace of change.
It might seem strange at first that the CEO of OpenAI, the person building the world's most powerful AI, worries more about speed than about AI itself.
But once you hear his reasoning, it clicks.
"I believe the human spirit will solve every problem. What I worry about is whether we can solve those problems fast enough."
Think back to the technological revolutions of the past. When the steam engine was invented and factories were built, launching the Industrial Revolution, it took decades for those changes to spread across society. People moved slowly from the countryside to cities, and they had time to adjust to new kinds of work.
It was similar when computers and the internet arrived. From the 1990s through the 2010s, society spent more than two decades gradually adapting to the digital world.
But AI is different.
It took only eighteen months to go from GPT-3 to GPT-4. ChatGPT reached 100 million users two months after launch. That is far faster than Instagram, which took 2.5 years, or the iPhone, which took 74 days.
Dario Amodei, CEO of Anthropic, testified before the Senate: "The most important thing to understand about AI is how fast it's moving. Computing power, chip speed, and algorithmic efficiency are all doubling every year."
That is exponential growth.
What was impossible in 2020 became possible in 2022, and what was astonishing in 2022 became ordinary by 2024. Altman says the way people write code in early 2025 and late 2025 will look completely different.
Imagine a world where the very way you work changes within a single year.
The problem isn't only that technology is changing fast. Our social systems , law, education, government, corporate culture , still move at a slow pace.
Getting permits to build a single data center in the United States takes 18 to 24 months. That was the point Brad Smith, President of Microsoft, made before the Senate. Federal wetland permits and similar processes take so long that AI infrastructure construction can't keep pace with technological progress.
Altman calls this a "patchwork." If each of the fifty U.S. states creates its own AI regulations, companies will have to follow fifty different sets of rules. That stifles innovation and erodes competitiveness.
The more fundamental problem is jobs.
Altman is candid about it. "There will be very difficult aspects, including entire categories of jobs disappearing." Past technological revolutions also reshaped employment, but the AI revolution moves at a different speed.
The profession of software developer changed dramatically between May 2023 and May 2025. The way people work shifted in just two years. The productivity gap between developers who use AI coding tools and those who don't has grown to more than tenfold.
What happens when this kind of change occurs across every industry at once?
What if technology advances faster than people can learn new skills? What if existing jobs disappear faster than new ones are created?
That is what worries Altman.
Five years ago, if you had asked someone, "Will there be an AI system as powerful as today's o1 by 2024?" most people would have said no. And if such a system did exist, they would have predicted the world would be completely turned upside down.
What actually happened?
We hold such a system in our hands, yet we still agonize over what to eat for dinner and plan our weekends. Altman says, half-joking: "Even when we ship the first AGI, people will be excited for twenty minutes and then go back to thinking about dinner."
This shows human adaptability, but it's also a problem. We grow accustomed to things too quickly. Even remarkable technology soon feels ordinary. That makes it hard to sense how fast change is actually moving.
Altman thinks about the future in segments of five, ten, and fifteen years.
In five years, an era will open in which AI genuinely assists with scientific discovery or makes important discoveries on its own. Scientists may not merely see their productivity double or triple; they may be able to complete a decade's worth of research in a single year.
In ten years, robots performing actual physical labor in factories, warehouses, and on the streets will be a natural sight. This is the stage where AI moves beyond intelligence into the physical world.
All of these changes will happen at a pace that is hard to believe.
What Altman stresses is preparation. "We need to figure out a lot of things here, and fairly quickly."
Regulation is necessary, but it must be regulation that "starts from testing and understanding," not regulation that blocks innovation. If companies must obtain countless approvals before releasing an AI model, as in Europe, technological progress stops. Instead, AI should be tested, the risks that actually emerge should be observed, and safeguards should be built to match.
The education system must change too. By the time today's elementary school students graduate from college, half of the skills they learned may be obsolete. So what should we teach? Altman's answer is clear: "The ability to find the right questions, critical thinking, and agility."
Infrastructure must be ready as well. Altman says, "The age of intelligence is also the age of energy." The next ten years will require securing abundant intelligence and abundant energy at the same time. That is precisely why $500 billion is being invested in the Stargate Project.
What matters most is a societal conversation.
About the changes AI will bring, about which values our society will put first, about who will be protected and how they will be supported. These conversations need to move as fast as technological development itself.
This is what Altman worries about. Technology doubles in capability every year, but what if our readiness looks no different from ten years ago?
Technology itself is not the danger. The danger is the speed of change that goes unmanaged. A train running at 300 kilometers per hour is fine. The problem is when the tracks were built for 50 kilometers per hour.
We are moving closer to exactly that situation right now.
Altman is not pessimistic. He believes "the human spirit will work it out." But he warns: "We need to move fast. There isn't much time."
The pace of change. That is the one thing that keeps Sam Altman up at night.
Still, Be Useful to Others.
At a forum, someone asked Sam Altman a question.
"What will humans exist for 50, 100, or 1,000 years from now?"
Altman reframed the question. "A more interesting one is: what are humans useful for today?"
And he answered plainly: "Being useful to other people."
The answer may sound ordinary at first. But think about it carefully, and it turns out to be the most important insight of the AI age.
No matter how intelligent AI becomes, no matter how much robots take over, the place where humans find meaning still circles around one question: "Am I helping someone?"
Altman often cites an idea from his friend Paul Buchheit , the notion that someday there may be a world where "human money and machine money exist separately."
Machines trade with each other. AIs buy and sell energy and resources among themselves. Yet for humans, a separate economy will remain , one built on human values and human exchange.
Even in that world, people will still measure themselves by how much they help those around them.
A parent who raises children well. A team leader who looks out for colleagues. An activist who helps the vulnerable. A founder whose product solves a real problem. The forms change, but being someone who makes another person's life a little better is still what gives humans their deepest sense of purpose.
Altman believes AI will actually make this clearer, not less so.
When a powerful tool arrives, humans can no longer distinguish themselves by "finding information quickly" or "memory." AI simply does those things better.
What remains?
First is the ability to ask the right questions. AI can help find answers, but what to ask is what matters more now. Which problems to solve, which direction to take, what is just and what is dangerous , those questions still belong to humans.
This is also what Altman stressed in his TED talk: "The most important skill in the age of AI is the ability to decide what to build."
Second is the ability to care for others, persuade them, and move alongside them.
Take medicine as an example. AI may outperform doctors at diagnosis , some studies already show results pointing that way. But what a patient wants to hear is a human voice saying "you're going to be okay." When bad news must be delivered, what matters is someone sitting beside them, meeting their eyes.
Altman puts it this way: "Conversations with AI are a good kind of entertainment. They can offer help and comfort at times. But they don't satisfy the social need to belong , to be part of a community, part of a group."
Humans are wired by evolution to care deeply about what others think and feel about us. An AI bot can't give us social standing.
A million compliments from AI mean less than hearing "I'm proud of you" from a single friend you genuinely respect.
Becoming a father pushed Altman to think more deeply about this. "My child will never be smarter than AI. But does that really matter?"
What will matter in the world that child inhabits is what kind of relationships they build with others, and how rich and meaningful a life they lead.
What abilities will hold real value in the AI age?
Altman stresses agility. Agility will be worth more than raw ability. Learning fast, adapting to new situations, and picking up new tools , that is what will count.
"Pattern recognition and connecting the dots" matters too. Synthesizing and recognizing patterns , linking one thing to another , will be worth far more than simply collecting facts.
"Empathy and relationship skills" become, paradoxically, more valuable. As AI advances, the ability to empathize, read emotions, and communicate becomes the differentiator. In education, counseling, leadership, and creative work, those skills will only grow in worth.
The role Altman imagines for AI is clear: "There are far too many people in the world whose potential is never matched by their opportunities."
People with genuine talent go unseen simply because they weren't born into the right school, the right city, or the right company.
AI can be the tool that breaks those barriers. If anyone, regardless of country or background, can access a good teacher, a good coach, a good advisor through AI, then the number of people who reach their full potential will be far greater than it is today.
This, Altman believes, is how "human money" and "machine money" coexist. If machines handle efficiency and output, humans handle meaning and connection.
He returns, finally, to a principle about ethics: "Humans must set the rules. AI must be built to follow them."
What information should be withheld, what uses should be prohibited, what risks are unacceptable , those are decisions for human communities to make. AI is simply the tool that carries them out.
Sam Altman's final advice is, perhaps surprisingly, modest.
When asked what humans should do in the age of AI, he says: "Still try to be useful to other people."
Being someone who genuinely helps people matters more than being skilled with AI. That goal doesn't split into a before and after.
Technology shifts. Tools change. Eras pass. But the deepest human desire stays constant: to mean something to someone. To make a small difference in someone's life.
This is the human role that endures in the age of AI,and, precisely because it is the age of AI, shines all the more.
Kim Kyung-jin
Lawyer · Former Member of the National Assembly · AI Policy Researcher
© 2026 Kim Kyung-jin. All rights reserved.