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Here’s a philosophical exercise. Imagine a situation in which a civilian commits an injustice, the kind against which you believe it is permissible to use deception, subterfuge or violence to defend yourself or others. For instance, imagine your friend makes an improper stop at a red light, and his dad, in anger, yanks him out of the car, beats the hell out of him, and continues to strike the back of his skull even after your friend lies subdued and prostrate. May you use violence, if it’s necessary to stop the father? Now imagine the same scene, except this time the attacker is a police officer in Ohio, and the victim is Richard Hubbard III, who in 2017 experienced just such an attack as described. Does that change things? Must you let the police officer possibly kill Hubbard rather than intervene?

Most people answer yes, believing that we are forbidden from stopping government agents who violate our rights. I find this puzzling. On this view, my neighbours can eliminate our right of self-defence and our rights to defend others by granting someone an office or passing a bad law. On this view, our rights to life, liberty, due process and security of person can disappear by political fiat – or even when a cop has a bad day. In When All Else Fails: The Ethics of Resistance to State Injustice (2019), I argue instead that we may act defensively against government agents under the same conditions in which we may act defensively against civilians. In my view, civilian and government agents are on a par, and we have identical rights of self-defence (and defence of others) against both. We should presume, by default, that government agents have no special immunity against self-defence, unless we can discover good reason to think otherwise. But it turns out that the leading arguments for special immunity are weak.

hanging people’s behaviour is key to tackling the world’s health, social and environmental problems, such as obesity, sustainable living and cybersecurity. To change behaviour, though, we need to know what works, for whom, where and how. But research is generated far faster than humans can access and use it. A search on Google Scholar for “behaviour change” produced over 60,000 hits for the first six months of 2018. Evidence on behaviour change interventions is also messy. Different terms are often used to describe similar things – “physical activity” and “exercise”, for example. This means different people can often mean different things when discussing or researching behaviour change. This lack of shared vocabulary limits our progress in discovering what interventions work best.

Simply defined, gamification is the use of game elements – point-scoring, levels, competition with others, measurable evidence of accomplishment, ratings and rules of play – in non-game contexts. Games deliver an instantaneous, visceral experience of success and reward, and they are increasingly used in the workplace to promote emotional engagement with the work process, to increase workers’ psychological investment in completing otherwise uninspiring tasks, and to influence, or “nudge”, workers’ behaviour.

According to Burawoy, production at Allied was deliberately organised by management to encourage workers to play the game. When work took the form of a game, Burawoy observed, something interesting happened: workers’ primary source of conflict was no longer with the boss. Instead, tensions were dispersed between workers (the scheduling man, the truckers, the inspectors), between operators and their machines, and between operators and their own physical limitations (their stamina, precision of movement, focus). The battle to beat the quota also transformed a monotonous, soul-crushing job into an exciting outlet for workers to exercise their creativity, speed and skill. Workers attached notions of status and prestige to their output, and the game presented them with a series of choices throughout the day, affording them a sense of relative autonomy and control. It tapped into a worker’s desire for self-determination and self-expression. Then, it directed that desire towards the production of profit for their employer.

Former Google “design ethicist” Tristan Harris has also described how the “pull-to-refresh” mechanism used in most social media feeds mimics the clever architecture of a slot machine: users never know when they are going to experience gratification – a dozen new likes or retweets – but they know that gratification will eventually come. This unpredictability is addictive: behavioural psychologists have long understood that gambling uses variable reinforcement schedules – unpredictable intervals of uncertainty, anticipation and feedback – to condition players into playing just one more round.

More than a few thoughts emerged from the exercise, but the one that stands out is that the customer, the ultimate arbiter of success, must be held in awe.

Most of the strategies and practices advocated by Amazon’s founder have broad applicability, but a central mystery remains: Bezos himself, his combination of early life experience, intellect, emotional abilities and communication skills. Being Bezos isn’t teachable.