Daily Papers

NLP is in a period of disruptive change that is impacting our methodologies, funding sources, and public perception. In this work, we seek to understand how to shape our future by better understanding our past. We study factors that shape NLP as a field, including culture, incentives, and infrastructure by conducting long-form interviews with 26 NLP researchers of varying seniority, research area, institution, and social identity. Our interviewees identify cyclical patterns in the field, as well as new shifts without historical parallel, including changes in benchmark culture and software infrastructure. We complement this discussion with quantitative analysis of citation, authorship, and language use in the ACL Anthology over time. We conclude by discussing shared visions, concerns, and hopes for the future of NLP. We hope that this study of our field's past and present can prompt informed discussion of our community's implicit norms and more deliberate action to consciously shape the future.

Many recent improvements in NLP stem from the development and use of large pre-trained language models (PLMs) with billions of parameters. Large model sizes makes computational cost one of the main limiting factors for training and evaluating such models; and has raised severe concerns about the sustainability, reproducibility, and inclusiveness for researching PLMs. These concerns are often based on personal experiences and observations. However, there had not been any large-scale surveys that investigate them. In this work, we provide a first attempt to quantify these concerns regarding three topics, namely, environmental impact, equity, and impact on peer reviewing. By conducting a survey with 312 participants from the NLP community, we capture existing (dis)parities between different and within groups with respect to seniority, academia, and industry; and their impact on the peer reviewing process. For each topic, we provide an analysis and devise recommendations to mitigate found disparities, some of which already successfully implemented. Finally, we discuss additional concerns raised by many participants in free-text responses.

There has been growing interest in utilizing occupational data mining and analysis. In today's job market, occupational data mining and analysis is growing in importance as it enables companies to predict employee turnover, model career trajectories, screen through resumes and perform other human resource tasks. A key requirement to facilitate these tasks is the need for an occupation-related dataset. However, most research use proprietary datasets or do not make their dataset publicly available, thus impeding development in this area. To solve this issue, we present the Industrial and Professional Occupation Dataset (IPOD), which comprises 192k job titles belonging to 56k LinkedIn users. In addition to making IPOD publicly available, we also: (i) manually annotate each job title with its associated level of seniority, domain of work and location; and (ii) provide embedding for job titles and discuss various use cases. This dataset is publicly available at https://github.com/junhua/ipod.

While AI agents show potential in scientific ideation, most existing frameworks rely on single-agent refinement, limiting creativity due to bounded knowledge and perspective. Inspired by real-world research dynamics, this paper investigates whether structured multi-agent discussions can surpass solitary ideation. We propose a cooperative multi-agent framework for generating research proposals and systematically compare configurations including group size, leaderled versus leaderless structures, and team compositions varying in interdisciplinarity and seniority. To assess idea quality, we employ a comprehensive protocol with agent-based scoring and human review across dimensions such as novelty, strategic vision, and integration depth. Our results show that multi-agent discussions substantially outperform solitary baselines. A designated leader acts as a catalyst, transforming discussion into more integrated and visionary proposals. Notably, we find that cognitive diversity is a primary driver of quality, yet expertise is a non-negotiable prerequisite, as teams lacking a foundation of senior knowledge fail to surpass even a single competent agent. These findings offer actionable insights for designing collaborative AI ideation systems and shed light on how team structure influences creative outcomes.