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Javier E

Opinion | How to be Human - The New York Times - 0 views

www.nytimes.com/...social-skills-connection.html

listening conversation morality illuminator wisdom witness curiosity respect question company attention social skills community education psychology

shared by Javier E on 21 Oct 23 - No Cached
  • I have learned something profound along the way. Being openhearted is a prerequisite for being a full, kind and wise human being. But it is not enough. People need social skills
  • The real process of, say, building a friendship or creating a community involves performing a series of small, concrete actions well: being curious about other people; disagreeing without poisoning relationships; revealing vulnerability at an appropriate pace; being a good listener; knowing how to ask for and offer forgiveness; knowing how to host a gathering where everyone feels embraced; knowing how to see things from another’s point of view.
  • People want to connect. Above almost any other need, human beings long to have another person look into their faces with love and acceptance
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  • we lack practical knowledge about how to give one another the attention we crave
  • Some days it seems like we have intentionally built a society that gives people little guidance on how to perform the most important activities of life.
  • If I can shine positive attention on others, I can help them to blossom. If I see potential in others, they may come to see potential in themselves. True understanding is one of the most generous gifts any of us can give to another.
  • I see the results, too, in the epidemic of invisibility I encounter as a journalist. I often find myself interviewing people who tell me they feel unseen and disrespected
  • I’ve been working on a book called “How to Know a Person: The Art of Seeing Others Deeply and Being Deeply Seen.” I wanted it to be a practical book — so that I would learn these skills myself, and also, I hope, teach people how to understand others, how to make them feel respected, valued and understood.
  • I wanted to learn these skills for utilitarian reasons
  • If I’m going to work with someone, I don’t just want to see his superficial technical abilities. I want to understand him more deeply — to know whether he is calm in a crisis, comfortable with uncertainty or generous to colleagues.
  • I wanted to learn these skills for moral reasons
  • Many of the most productive researchers were in the habit of having breakfast or lunch with an electrical engineer named Harry Nyquist. Nyquist really listened to their challenges, got inside their heads, brought out the best in them. Nyquist, too, was an illuminator.
  • Finally, I wanted to learn these skills for reasons of national survival
  • We evolved to live with small bands of people like ourselves. Now we live in wonderfully diverse societies, but our social skills are inadequate for the divisions that exist. We live in a brutalizing time.
  • In any collection of humans, there are diminishers and there are illuminators. Diminishers are so into themselves, they make others feel insignificant
  • They stereotype and label. If they learn one thing about you, they proceed to make a series of assumptions about who you must be.
  • Illuminators, on the other hand, have a persistent curiosity about other people.
  • hey have been trained or have trained themselves in the craft of understanding others. They know how to ask the right questions at the right times — so that they can see things, at least a bit, from another’s point of view. They shine the brightness of their care on people and make them feel bigger, respected, lit up.
  • A biographer of the novelist E.M. Forster wrote, “To speak with him was to be seduced by an inverse charisma, a sense of being listened to with such intensity that you had to be your most honest, sharpest, and best self.” Imagine how good it would be to offer people that kind of hospitality.
  • social clumsiness I encounter too frequently. I’ll be leaving a party or some gathering and I’ll realize: That whole time, nobody asked me a single question. I estimate that only 30 percent of the people in the world are good question askers. The rest are nice people, but they just don’t ask. I think it’s because they haven’t been taught to and so don’t display basic curiosity about others.
  • Many years ago, patent lawyers at Bell Labs were trying to figure out why some employees were much more productive than others.
  • Illuminators are a joy to be around
  • The gift of attention.
  • Each of us has a characteristic way of showing up in the world. A person who radiates warmth will bring out the glowing sides of the people he meets, while a person who conveys formality can meet the same people and find them stiff and detached. “Attention,” the psychiatrist Iain McGilchrist writes, “is a moral act: It creates, brings aspects of things into being.”
  • When Jimmy sees a person — any person — he is seeing a creature with infinite value and dignity, made in the image of God. He is seeing someone so important that Jesus was willing to die for that person.
  • Accompaniment.
  • Accompaniment is an other-centered way of being with people during the normal routines of life.
  • If we are going to accompany someone well, we need to abandon the efficiency mind-set. We need to take our time and simply delight in another person’s way of being
  • I know a couple who treasure friends who are what they call “lingerable.” These are the sorts of people who are just great company, who turn conversation into a form of play and encourage you to be yourself. It’s a great talent, to be lingerable.
  • Other times, a good accompanist does nothing more than practice the art of presence, just being there.
  • The art of conversation.
  • If you tell me something important and then I paraphrase it back to you, what psychologists call “looping,” we can correct any misimpressions that may exist between us.
  • Be a loud listener. When another person is talking, you want to be listening so actively you’re burning calories.
  • He’s continually responding to my comments with encouraging affirmations, with “amen,” “aha” and “yes!” I love talking to that guy.
  • I no longer ask people: What do you think about that? Instead, I ask: How did you come to believe that? That gets them talking about the people and experiences that shaped their values.
  • Storify whenever possible
  • People are much more revealing and personal when they are telling stories.
  • Do the looping, especially with adolescents
  • If you want to know how the people around you see the world, you have to ask them. Here are a few tips I’ve collected from experts on how to become a better conversationalist:
  • Turn your partner into a narrator
  • People don’t go into enough detail when they tell you a story. If you ask specific follow-up questions — Was your boss screaming or irritated when she said that to you? What was her tone of voice? — then they will revisit the moment in a more concrete way and tell a richer story
  • If somebody tells you he is having trouble with his teenager, don’t turn around and say: “I know exactly what you mean. I’m having incredible problems with my own Susan.” You may think you’re trying to build a shared connection, but what you are really doing is shifting attention back to yourself.
  • Don’t be a topper
  • Big questions.
  • The quality of your conversations will depend on the quality of your questions
  • As adults, we get more inhibited with our questions, if we even ask them at all. I’ve learned we’re generally too cautious. People are dying to tell you their stories. Very often, no one has ever asked about them.
  • So when I first meet people, I tend to ask them where they grew up. People are at their best when talking about their childhoods. Or I ask where they got their names. That gets them talking about their families and ethnic backgrounds.
  • After you’ve established trust with a person, it’s great to ask 30,000-foot questions, ones that lift people out of their daily vantage points and help them see themselves from above.
  • These are questions like: What crossroads are you at? Most people are in the middle of some life transition; this question encourages them to step back and describe theirs
  • I’ve learned it’s best to resist this temptation. My first job in any conversation across difference or inequality is to stand in other people’s standpoint and fully understand how the world looks to them. I’ve found it’s best to ask other people three separate times and in three different ways about what they have just said. “I want to understand as much as possible. What am I missing here?”
  • Can you be yourself where you are and still fit in? And: What would you do if you weren’t afraid? Or: If you died today, what would you regret not doing?
  • “What have you said yes to that you no longer really believe in?
  • “What is the no, or refusal, you keep postponing?”
  • “What is the gift you currently hold in exile?,” meaning, what talent are you not using
  • “Why you?” Why was it you who started that business? Why was it you who ran for school board? She wants to understand why a person felt the call of responsibility. She wants to understand motivation.
  • “How do your ancestors show up in your life?” But it led to a great conversation in which each of us talked about how we’d been formed by our family heritages and cultures. I’ve come to think of questioning as a moral practice. When you’re asking good questions, you’re adopting a posture of humility, and you’re honoring the other person.
  • Stand in their standpoint
  • I used to feel the temptation to get defensive, to say: “You don’t know everything I’m dealing with. You don’t know that I’m one of the good guys here.”
  • If the next five years is a chapter in your life, what is the chapter about?
  • every conversation takes place on two levels
  • The official conversation is represented by the words we are saying on whatever topic we are talking about. The actual conversations occur amid the ebb and flow of emotions that get transmitted as we talk. With every comment I am showing you respect or disrespect, making you feel a little safer or a little more threatened.
  • If we let fear and a sense of threat build our conversation, then very quickly our motivations will deteriorate
  • If, on the other hand, I show persistent curiosity about your viewpoint, I show respect. And as the authors of “Crucial Conversations” observe, in any conversation, respect is like air. When it’s present nobody notices it, and when it’s absent it’s all anybody can think about.
  • the novelist and philosopher Iris Murdoch argued that the essential moral skill is being considerate to others in the complex circumstances of everyday life. Morality is about how we interact with each other minute by minute.
  • I used to think the wise person was a lofty sage who doled out life-altering advice in the manner of Yoda or Dumbledore or Solomon. But now I think the wise person’s essential gift is tender receptivity.
  • The illuminators offer the privilege of witness. They take the anecdotes, rationalizations and episodes we tell and see us in a noble struggle. They see the way we’re navigating the dialectics of life — intimacy versus independence, control versus freedom — and understand that our current selves are just where we are right now on our long continuum of growth.
  • The really good confidants — the people we go to when we are troubled — are more like coaches than philosopher kings.
  • They take in your story, accept it, but prod you to clarify what it is you really want, or to name the baggage you left out of your clean tale.
  • They’re not here to fix you; they are here simply to help you edit your story so that it’s more honest and accurate. They’re here to call you by name, as beloved
  • They see who you are becoming before you do and provide you with a reputation you can then go live into.
  • there has been a comprehensive shift in my posture. I think I’m more approachable, vulnerable. I know more about human psychology than I used to. I have a long way to go, but I’m evidence that people can change, sometimes dramatically, even in middle and older age.
sissij

By Demanding Too Much from Science, We Became a Post-Truth Society | Big Think - 1 views

bigthink.com/...dont-trust-the-experts-anymore

society science brain science research

shared by sissij on 10 Feb 17 - No Cached
  • The number of people who today openly question reality are not the tin-foil hat-wearing kind. Increasingly they are our friends, and those who hold positions of power.
  • Indeed, the public understanding of what constitutes valid evidence, and a worthy expert opinion, seems to be at an all time low.
  • Well, a new study suggests that this wealth of information might be the problem.
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  • A new study out of Germany has found that people are much more confident in the claims of a popular science article then they are in the claims of an academic article written for experts
  • It was also found that the subjects were more confident in their own judgments after reading a popular article, and that this was tied to a lessened desire to seek out more information from expert sources.
  • "easiness effect”
  • the issue arises from the manner in which popular science is presented; as opposed to how scientists themselves present data to each other and to the public.
  • This emboldens people to reject the ideas of experts who they see as superfluous to their understanding of an idea (which they have already grasped).
  • notably health
  • sissij on 10 Feb 17
     
    Although many people allege themselves being scientific when trying to convince others by using the scientific researches they read on the mass media, does that really make their points more reliable? Not really. The popular science is sometimes not as meticulous as the academic article article written for experts. In popular science articles, the authors often changed their writing style to favor the general population, like having a more certain tone. This appeals to readers' desire for simplicity and this tendency is called the "easiness effect", which I find is really similar to the logic fallacy we talked about in TOK. Science itself has more and more become a table that can make an argument seem more rational. However, science is all about the scientific method used in the research that is an art of systematic simplification. Without these element, the title "science" means nothing. --Sissi (2/10/2017)
Javier E

The Coming Software Apocalypse - The Atlantic - 1 views

www.theatlantic.com/...540393

software programming failure design

shared by Javier E on 26 Sep 17 - No Cached
  • Our standard framework for thinking about engineering failures—reflected, for instance, in regulations for medical devices—was developed shortly after World War II, before the advent of software, for electromechanical systems. The idea was that you make something reliable by making its parts reliable (say, you build your engine to withstand 40,000 takeoff-and-landing cycles) and by planning for the breakdown of those parts (you have two engines). But software doesn’t break. Intrado’s faulty threshold is not like the faulty rivet that leads to the crash of an airliner. The software did exactly what it was told to do. In fact it did it perfectly. The reason it failed is that it was told to do the wrong thing.
  • Software failures are failures of understanding, and of imagination. Intrado actually had a backup router, which, had it been switched to automatically, would have restored 911 service almost immediately. But, as described in a report to the FCC, “the situation occurred at a point in the application logic that was not designed to perform any automated corrective actions.”
  • The introduction of programming languages like Fortran and C, which resemble English, and tools, known as “integrated development environments,” or IDEs, that help correct simple mistakes (like Microsoft Word’s grammar checker but for code), obscured, though did little to actually change, this basic alienation—the fact that the programmer didn’t work on a problem directly, but rather spent their days writing out instructions for a machine.
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  • Code is too hard to think about. Before trying to understand the attempts themselves, then, it’s worth understanding why this might be: what it is about code that makes it so foreign to the mind, and so unlike anything that came before it.
  • Technological progress used to change the way the world looked—you could watch the roads getting paved; you could see the skylines rise. Today you can hardly tell when something is remade, because so often it is remade by code.
  • Software has enabled us to make the most intricate machines that have ever existed. And yet we have hardly noticed, because all of that complexity is packed into tiny silicon chips as millions and millions of lines of cod
  • The programmer, the renowned Dutch computer scientist Edsger Dijkstra wrote in 1988, “has to be able to think in terms of conceptual hierarchies that are much deeper than a single mind ever needed to face before.” Dijkstra meant this as a warning.
  • As programmers eagerly poured software into critical systems, they became, more and more, the linchpins of the built world—and Dijkstra thought they had perhaps overestimated themselves.
  • What made programming so difficult was that it required you to think like a computer.
  • “The problem is that software engineers don’t understand the problem they’re trying to solve, and don’t care to,” says Leveson, the MIT software-safety expert. The reason is that they’re too wrapped up in getting their code to work.
  • Though he runs a lab that studies the future of computing, he seems less interested in technology per se than in the minds of the people who use it. Like any good toolmaker, he has a way of looking at the world that is equal parts technical and humane. He graduated top of his class at the California Institute of Technology for electrical engineering,
  • “The serious problems that have happened with software have to do with requirements, not coding errors.” When you’re writing code that controls a car’s throttle, for instance, what’s important is the rules about when and how and by how much to open it. But these systems have become so complicated that hardly anyone can keep them straight in their head. “There’s 100 million lines of code in cars now,” Leveson says. “You just cannot anticipate all these things.”
  • a nearly decade-long investigation into claims of so-called unintended acceleration in Toyota cars. Toyota blamed the incidents on poorly designed floor mats, “sticky” pedals, and driver error, but outsiders suspected that faulty software might be responsible
  • software experts spend 18 months with the Toyota code, picking up where NASA left off. Barr described what they found as “spaghetti code,” programmer lingo for software that has become a tangled mess. Code turns to spaghetti when it accretes over many years, with feature after feature piling on top of, and being woven around
  • Using the same model as the Camry involved in the accident, Barr’s team demonstrated that there were actually more than 10 million ways for the onboard computer to cause unintended acceleration. They showed that as little as a single bit flip—a one in the computer’s memory becoming a zero or vice versa—could make a car run out of control. The fail-safe code that Toyota had put in place wasn’t enough to stop it
  • . In all, Toyota recalled more than 9 million cars, and paid nearly $3 billion in settlements and fines related to unintended acceleration.
  • The problem is that programmers are having a hard time keeping up with their own creations. Since the 1980s, the way programmers work and the tools they use have changed remarkably little.
  • “Visual Studio is one of the single largest pieces of software in the world,” he said. “It’s over 55 million lines of code. And one of the things that I found out in this study is more than 98 percent of it is completely irrelevant. All this work had been put into this thing, but it missed the fundamental problems that people faced. And the biggest one that I took away from it was that basically people are playing computer inside their head.” Programmers were like chess players trying to play with a blindfold on—so much of their mental energy is spent just trying to picture where the pieces are that there’s hardly any left over to think about the game itself.
  • The fact that the two of them were thinking about the same problem in the same terms, at the same time, was not a coincidence. They had both just seen the same remarkable talk, given to a group of software-engineering students in a Montreal hotel by a computer researcher named Bret Victor. The talk, which went viral when it was posted online in February 2012, seemed to be making two bold claims. The first was that the way we make software is fundamentally broken. The second was that Victor knew how to fix it.
  • This is the trouble with making things out of code, as opposed to something physical. “The complexity,” as Leveson puts it, “is invisible to the eye.”
  • in early 2012, Victor had finally landed upon the principle that seemed to thread through all of his work. (He actually called the talk “Inventing on Principle.”) The principle was this: “Creators need an immediate connection to what they’re creating.” The problem with programming was that it violated the principle. That’s why software systems were so hard to think about, and so rife with bugs: The programmer, staring at a page of text, was abstracted from whatever it was they were actually making.
  • “Our current conception of what a computer program is,” he said, is “derived straight from Fortran and ALGOL in the late ’50s. Those languages were designed for punch cards.”
  • WYSIWYG (pronounced “wizzywig”) came along. It stood for “What You See Is What You Get.”
  • Victor’s point was that programming itself should be like that. For him, the idea that people were doing important work, like designing adaptive cruise-control systems or trying to understand cancer, by staring at a text editor, was appalling.
  • With the right interface, it was almost as if you weren’t working with code at all; you were manipulating the game’s behavior directly.
  • When the audience first saw this in action, they literally gasped. They knew they weren’t looking at a kid’s game, but rather the future of their industry. Most software involved behavior that unfolded, in complex ways, over time, and Victor had shown that if you were imaginative enough, you could develop ways to see that behavior and change it, as if playing with it in your hands. One programmer who saw the talk wrote later: “Suddenly all of my tools feel obsolete.”
  • hen John Resig saw the “Inventing on Principle” talk, he scrapped his plans for the Khan Academy programming curriculum. He wanted the site’s programming exercises to work just like Victor’s demos. On the left-hand side you’d have the code, and on the right, the running program: a picture or game or simulation. If you changed the code, it’d instantly change the picture. “In an environment that is truly responsive,” Resig wrote about the approach, “you can completely change the model of how a student learns ... [They] can now immediately see the result and intuit how underlying systems inherently work without ever following an explicit explanation.” Khan Academy has become perhaps the largest computer-programming class in the world, with a million students, on average, actively using the program each month.
  • The ideas spread. The notion of liveness, of being able to see data flowing through your program instantly, made its way into flagship programming tools offered by Google and Apple. The default language for making new iPhone and Mac apps, called Swift, was developed by Apple from the ground up to support an environment, called Playgrounds, that was directly inspired by Light Table.
  • “Typically the main problem with software coding—and I’m a coder myself,” Bantegnie says, “is not the skills of the coders. The people know how to code. The problem is what to code. Because most of the requirements are kind of natural language, ambiguous, and a requirement is never extremely precise, it’s often understood differently by the guy who’s supposed to code.”
  • In a pair of later talks, “Stop Drawing Dead Fish” and “Drawing Dynamic Visualizations,” Victor went one further. He demoed two programs he’d built—the first for animators, the second for scientists trying to visualize their data—each of which took a process that used to involve writing lots of custom code and reduced it to playing around in a WYSIWYG interface.
  • Victor suggested that the same trick could be pulled for nearly every problem where code was being written today. “I’m not sure that programming has to exist at all,” he told me. “Or at least software developers.” In his mind, a software developer’s proper role was to create tools that removed the need for software developers. Only then would people with the most urgent computational problems be able to grasp those problems directly, without the intermediate muck of code.
  • Victor implored professional software developers to stop pouring their talent into tools for building apps like Snapchat and Uber. “The inconveniences of daily life are not the significant problems,” he wrote. Instead, they should focus on scientists and engineers—as he put it to me, “these people that are doing work that actually matters, and critically matters, and using really, really bad tools.”
  • Bantegnie’s company is one of the pioneers in the industrial use of model-based design, in which you no longer write code directly. Instead, you create a kind of flowchart that describes the rules your program should follow (the “model”), and the computer generates code for you based on those rules
  • In a model-based design tool, you’d represent this rule with a small diagram, as though drawing the logic out on a whiteboard, made of boxes that represent different states—like “door open,” “moving,” and “door closed”—and lines that define how you can get from one state to the other. The diagrams make the system’s rules obvious: Just by looking, you can see that the only way to get the elevator moving is to close the door, or that the only way to get the door open is to stop.
  • . In traditional programming, your task is to take complex rules and translate them into code; most of your energy is spent doing the translating, rather than thinking about the rules themselves. In the model-based approach, all you have is the rules. So that’s what you spend your time thinking about. It’s a way of focusing less on the machine and more on the problem you’re trying to get it to solve.
  • “Everyone thought I was interested in programming environments,” he said. Really he was interested in how people see and understand systems—as he puts it, in the “visual representation of dynamic behavior.” Although code had increasingly become the tool of choice for creating dynamic behavior, it remained one of the worst tools for understanding it. The point of “Inventing on Principle” was to show that you could mitigate that problem by making the connection between a system’s behavior and its code immediate.
  • On this view, software becomes unruly because the media for describing what software should do—conversations, prose descriptions, drawings on a sheet of paper—are too different from the media describing what software does do, namely, code itself.
  • for this approach to succeed, much of the work has to be done well before the project even begins. Someone first has to build a tool for developing models that are natural for people—that feel just like the notes and drawings they’d make on their own—while still being unambiguous enough for a computer to understand. They have to make a program that turns these models into real code. And finally they have to prove that the generated code will always do what it’s supposed to.
  • tice brings order and accountability to large codebases. But, Shivappa says, “it’s a very labor-intensive process.” He estimates that before they used model-based design, on a two-year-long project only two to three months was spent writing code—the rest was spent working on the documentation.
  • uch of the benefit of the model-based approach comes from being able to add requirements on the fly while still ensuring that existing ones are met; with every change, the computer can verify that your program still works. You’re free to tweak your blueprint without fear of introducing new bugs. Your code is, in FAA parlance, “correct by construction.”
  • “people are not so easily transitioning to model-based software development: They perceive it as another opportunity to lose control, even more than they have already.”
  • The bias against model-based design, sometimes known as model-driven engineering, or MDE, is in fact so ingrained that according to a recent paper, “Some even argue that there is a stronger need to investigate people’s perception of MDE than to research new MDE technologies.”
  • “Human intuition is poor at estimating the true probability of supposedly ‘extremely rare’ combinations of events in systems operating at a scale of millions of requests per second,” he wrote in a paper. “That human fallibility means that some of the more subtle, dangerous bugs turn out to be errors in design; the code faithfully implements the intended design, but the design fails to correctly handle a particular ‘rare’ scenario.”
  • Newcombe was convinced that the algorithms behind truly critical systems—systems storing a significant portion of the web’s data, for instance—ought to be not just good, but perfect. A single subtle bug could be catastrophic. But he knew how hard bugs were to find, especially as an algorithm grew more complex. You could do all the testing you wanted and you’d never find them all.
  • An algorithm written in TLA+ could in principle be proven correct. In practice, it allowed you to create a realistic model of your problem and test it not just thoroughly, but exhaustively. This was exactly what he’d been looking for: a language for writing perfect algorithms.
  • TLA+, which stands for “Temporal Logic of Actions,” is similar in spirit to model-based design: It’s a language for writing down the requirements—TLA+ calls them “specifications”—of computer programs. These specifications can then be completely verified by a computer. That is, before you write any code, you write a concise outline of your program’s logic, along with the constraints you need it to satisfy
  • Programmers are drawn to the nitty-gritty of coding because code is what makes programs go; spending time on anything else can seem like a distraction. And there is a patient joy, a meditative kind of satisfaction, to be had from puzzling out the micro-mechanics of code. But code, Lamport argues, was never meant to be a medium for thought. “It really does constrain your ability to think when you’re thinking in terms of a programming language,”
  • Code makes you miss the forest for the trees: It draws your attention to the working of individual pieces, rather than to the bigger picture of how your program fits together, or what it’s supposed to do—and whether it actually does what you think. This is why Lamport created TLA+. As with model-based design, TLA+ draws your focus to the high-level structure of a system, its essential logic, rather than to the code that implements it.
  • But TLA+ occupies just a small, far corner of the mainstream, if it can be said to take up any space there at all. Even to a seasoned engineer like Newcombe, the language read at first as bizarre and esoteric—a zoo of symbols.
  • this is a failure of education. Though programming was born in mathematics, it has since largely been divorced from it. Most programmers aren’t very fluent in the kind of math—logic and set theory, mostly—that you need to work with TLA+. “Very few programmers—and including very few teachers of programming—understand the very basic concepts and how they’re applied in practice. And they seem to think that all they need is code,” Lamport says. “The idea that there’s some higher level than the code in which you need to be able to think precisely, and that mathematics actually allows you to think precisely about it, is just completely foreign. Because they never learned it.”
  • “In the 15th century,” he said, “people used to build cathedrals without knowing calculus, and nowadays I don’t think you’d allow anyone to build a cathedral without knowing calculus. And I would hope that after some suitably long period of time, people won’t be allowed to write programs if they don’t understand these simple things.”
  • Programmers, as a species, are relentlessly pragmatic. Tools like TLA+ reek of the ivory tower. When programmers encounter “formal methods” (so called because they involve mathematical, “formally” precise descriptions of programs), their deep-seated instinct is to recoil.
  • Formal methods had an image problem. And the way to fix it wasn’t to implore programmers to change—it was to change yourself. Newcombe realized that to bring tools like TLA+ to the programming mainstream, you had to start speaking their language.
  • he presented TLA+ as a new kind of “pseudocode,” a stepping-stone to real code that allowed you to exhaustively test your algorithms—and that got you thinking precisely early on in the design process. “Engineers think in terms of debugging rather than ‘verification,’” he wrote, so he titled his internal talk on the subject to fellow Amazon engineers “Debugging Designs.” Rather than bemoan the fact that programmers see the world in code, Newcombe embraced it. He knew he’d lose them otherwise. “I’ve had a bunch of people say, ‘Now I get it,’” Newcombe says.
  • In the world of the self-driving car, software can’t be an afterthought. It can’t be built like today’s airline-reservation systems or 911 systems or stock-trading systems. Code will be put in charge of hundreds of millions of lives on the road and it has to work. That is no small task.
Javier E

They're Watching You at Work - Don Peck - The Atlantic - 2 views

www.theatlantic.com/...354681

data analytics work Big Data university potential aptitude

shared by Javier E on 16 Dec 13 - No Cached
  • Predictive statistical analysis, harnessed to big data, appears poised to alter the way millions of people are hired and assessed.
  • By one estimate, more than 98 percent of the world’s information is now stored digitally, and the volume of that data has quadrupled since 2007.
  • The application of predictive analytics to people’s careers—an emerging field sometimes called “people analytics”—is enormously challenging, not to mention ethically fraught
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  • By the end of World War II, however, American corporations were facing severe talent shortages. Their senior executives were growing old, and a dearth of hiring from the Depression through the war had resulted in a shortfall of able, well-trained managers. Finding people who had the potential to rise quickly through the ranks became an overriding preoccupation of American businesses. They began to devise a formal hiring-and-management system based in part on new studies of human behavior, and in part on military techniques developed during both world wars, when huge mobilization efforts and mass casualties created the need to get the right people into the right roles as efficiently as possible. By the 1950s, it was not unusual for companies to spend days with young applicants for professional jobs, conducting a battery of tests, all with an eye toward corner-office potential.
  • But companies abandoned their hard-edged practices for another important reason: many of their methods of evaluation turned out not to be very scientific.
  • this regime, so widespread in corporate America at mid-century, had almost disappeared by 1990. “I think an HR person from the late 1970s would be stunned to see how casually companies hire now,”
  • Many factors explain the change, he said, and then he ticked off a number of them: Increased job-switching has made it less important and less economical for companies to test so thoroughly. A heightened focus on short-term financial results has led to deep cuts in corporate functions that bear fruit only in the long term. The Civil Rights Act of 1964, which exposed companies to legal liability for discriminatory hiring practices, has made HR departments wary of any broadly applied and clearly scored test that might later be shown to be systematically biased.
  • about a quarter of the country’s corporations were using similar tests to evaluate managers and junior executives, usually to assess whether they were ready for bigger roles.
  • He has encouraged the company’s HR executives to think about applying the games to the recruitment and evaluation of all professional workers.
  • Knack makes app-based video games, among them Dungeon Scrawl, a quest game requiring the player to navigate a maze and solve puzzles, and Wasabi Waiter, which involves delivering the right sushi to the right customer at an increasingly crowded happy hour. These games aren’t just for play: they’ve been designed by a team of neuroscientists, psychologists, and data scientists to suss out human potential. Play one of them for just 20 minutes, says Guy Halfteck, Knack’s founder, and you’ll generate several megabytes of data, exponentially more than what’s collected by the SAT or a personality test. How long you hesitate before taking every action, the sequence of actions you take, how you solve problems—all of these factors and many more are logged as you play, and then are used to analyze your creativity, your persistence, your capacity to learn quickly from mistakes, your ability to prioritize, and even your social intelligence and personality. The end result, Halfteck says, is a high-resolution portrait of your psyche and intellect, and an assessment of your potential as a leader or an innovator.
  • When the results came back, Haringa recalled, his heart began to beat a little faster. Without ever seeing the ideas, without meeting or interviewing the people who’d proposed them, without knowing their title or background or academic pedigree, Knack’s algorithm had identified the people whose ideas had panned out. The top 10 percent of the idea generators as predicted by Knack were in fact those who’d gone furthest in the process.
  • What Knack is doing, Haringa told me, “is almost like a paradigm shift.” It offers a way for his GameChanger unit to avoid wasting time on the 80 people out of 100—nearly all of whom look smart, well-trained, and plausible on paper—whose ideas just aren’t likely to work out.
  • Aptitude, skills, personal history, psychological stability, discretion, loyalty—companies at the time felt they had a need (and the right) to look into them all. That ambit is expanding once again, and this is undeniably unsettling. Should the ideas of scientists be dismissed because of the way they play a game? Should job candidates be ranked by what their Web habits say about them? Should the “data signature” of natural leaders play a role in promotion? These are all live questions today, and they prompt heavy concerns: that we will cede one of the most subtle and human of skills, the evaluation of the gifts and promise of other people, to machines; that the models will get it wrong; that some people will never get a shot in the new workforce.
  • scoring distance from work could violate equal-employment-opportunity standards. Marital status? Motherhood? Church membership? “Stuff like that,” Meyerle said, “we just don’t touch”—at least not in the U.S., where the legal environment is strict. Meyerle told me that Evolv has looked into these sorts of factors in its work for clients abroad, and that some of them produce “startling results.”
  • consider the alternative. A mountain of scholarly literature has shown that the intuitive way we now judge professional potential is rife with snap judgments and hidden biases, rooted in our upbringing or in deep neurological connections that doubtless served us well on the savanna but would seem to have less bearing on the world of work.
  • We may like to think that society has become more enlightened since those days, and in many ways it has, but our biases are mostly unconscious, and they can run surprisingly deep. Consider race. For a 2004 study called “Are Emily and Greg More Employable Than Lakisha and Jamal?,” the economists Sendhil Mullainathan and Marianne Bertrand put white-sounding names (Emily Walsh, Greg Baker) or black-sounding names (Lakisha Washington, Jamal Jones) on similar fictitious résumés, which they then sent out to a variety of companies in Boston and Chicago. To get the same number of callbacks, they learned, they needed to either send out half again as many résumés with black names as those with white names, or add eight extra years of relevant work experience to the résumés with black names.
  • a sociologist at Northwestern, spent parts of the three years from 2006 to 2008 interviewing professionals from elite investment banks, consultancies, and law firms about how they recruited, interviewed, and evaluated candidates, and concluded that among the most important factors driving their hiring recommendations were—wait for it—shared leisure interests.
  • Lacking “reliable predictors of future performance,” Rivera writes, “assessors purposefully used their own experiences as models of merit.” Former college athletes “typically prized participation in varsity sports above all other types of involvement.” People who’d majored in engineering gave engineers a leg up, believing they were better prepared.
  • the prevailing system of hiring and management in this country involves a level of dysfunction that should be inconceivable in an economy as sophisticated as ours. Recent survey data collected by the Corporate Executive Board, for example, indicate that nearly a quarter of all new hires leave their company within a year of their start date, and that hiring managers wish they’d never extended an offer to one out of every five members on their team
  • In the late 1990s, as these assessments shifted from paper to digital formats and proliferated, data scientists started doing massive tests of what makes for a successful customer-support technician or salesperson. This has unquestionably improved the quality of the workers at many firms.
  • In 2010, however, Xerox switched to an online evaluation that incorporates personality testing, cognitive-skill assessment, and multiple-choice questions about how the applicant would handle specific scenarios that he or she might encounter on the job. An algorithm behind the evaluation analyzes the responses, along with factual information gleaned from the candidate’s application, and spits out a color-coded rating: red (poor candidate), yellow (middling), or green (hire away). Those candidates who score best, I learned, tend to exhibit a creative but not overly inquisitive personality, and participate in at least one but not more than four social networks, among many other factors. (Previous experience, one of the few criteria that Xerox had explicitly screened for in the past, turns out to have no bearing on either productivity or retention
  • When Xerox started using the score in its hiring decisions, the quality of its hires immediately improved. The rate of attrition fell by 20 percent in the initial pilot period, and over time, the number of promotions rose. Xerox still interviews all candidates in person before deciding to hire them, Morse told me, but, she added, “We’re getting to the point where some of our hiring managers don’t even want to interview anymore”
  • Gone are the days, Ostberg told me, when, say, a small survey of college students would be used to predict the statistical validity of an evaluation tool. “We’ve got a data set of 347,000 actual employees who have gone through these different types of assessments or tools,” he told me, “and now we have performance-outcome data, and we can split those and slice and dice by industry and location.”
  • Evolv’s tests allow companies to capture data about everybody who applies for work, and everybody who gets hired—a complete data set from which sample bias, long a major vexation for industrial-organization psychologists, simply disappears. The sheer number of observations that this approach makes possible allows Evolv to say with precision which attributes matter more to the success of retail-sales workers (decisiveness, spatial orientation, persuasiveness) or customer-service personnel at call centers (rapport-building)
  • There are some data that Evolv simply won’t use, out of a concern that the information might lead to systematic bias against whole classes of people
  • the idea that hiring was a science fell out of favor. But now it’s coming back, thanks to new technologies and methods of analysis that are cheaper, faster, and much-wider-ranging than what we had before
  • what most excites him are the possibilities that arise from monitoring the entire life cycle of a worker at any given company.
  • Now the two companies are working together to marry pre-hire assessments to an increasing array of post-hire data: about not only performance and duration of service but also who trained the employees; who has managed them; whether they were promoted to a supervisory role, and how quickly; how they performed in that role; and why they eventually left.
  • What begins with an online screening test for entry-level workers ends with the transformation of nearly every aspect of hiring, performance assessment, and management.
  • I turned to Sandy Pentland, the director of the Human Dynamics Laboratory at MIT. In recent years, Pentland has pioneered the use of specialized electronic “badges” that transmit data about employees’ interactions as they go about their days. The badges capture all sorts of information about formal and informal conversations: their length; the tone of voice and gestures of the people involved; how much those people talk, listen, and interrupt; the degree to which they demonstrate empathy and extroversion; and more. Each badge generates about 100 data points a minute.
  • he tried the badges out on about 2,500 people, in 21 different organizations, and learned a number of interesting lessons. About a third of team performance, he discovered, can usually be predicted merely by the number of face-to-face exchanges among team members. (Too many is as much of a problem as too few.) Using data gathered by the badges, he was able to predict which teams would win a business-plan contest, and which workers would (rightly) say they’d had a “productive” or “creative” day. Not only that, but he claimed that his researchers had discovered the “data signature” of natural leaders, whom he called “charismatic connectors” and all of whom, he reported, circulate actively, give their time democratically to others, engage in brief but energetic conversations, and listen at least as much as they talk.
  • His group is developing apps to allow team members to view their own metrics more or less in real time, so that they can see, relative to the benchmarks of highly successful employees, whether they’re getting out of their offices enough, or listening enough, or spending enough time with people outside their own team.
  • Torrents of data are routinely collected by American companies and now sit on corporate servers, or in the cloud, awaiting analysis. Bloomberg reportedly logs every keystroke of every employee, along with their comings and goings in the office. The Las Vegas casino Harrah’s tracks the smiles of the card dealers and waitstaff on the floor (its analytics team has quantified the impact of smiling on customer satisfaction). E‑mail, of course, presents an especially rich vein to be mined for insights about our productivity, our treatment of co-workers, our willingness to collaborate or lend a hand, our patterns of written language, and what those patterns reveal about our intelligence, social skills, and behavior.
  • people analytics will ultimately have a vastly larger impact on the economy than the algorithms that now trade on Wall Street or figure out which ads to show us. He reminded me that we’ve witnessed this kind of transformation before in the history of management science. Near the turn of the 20th century, both Frederick Taylor and Henry Ford famously paced the factory floor with stopwatches, to improve worker efficiency.
  • “The quantities of data that those earlier generations were working with,” he said, “were infinitesimal compared to what’s available now. There’s been a real sea change in the past five years, where the quantities have just grown so large—petabytes, exabytes, zetta—that you start to be able to do things you never could before.”
  • People analytics will unquestionably provide many workers with more options and more power. Gild, for example, helps companies find undervalued software programmers, working indirectly to raise those people’s pay. Other companies are doing similar work. One called Entelo, for instance, specializes in using algorithms to identify potentially unhappy programmers who might be receptive to a phone cal
  • He sees it not only as a boon to a business’s productivity and overall health but also as an important new tool that individual employees can use for self-improvement: a sort of radically expanded The 7 Habits of Highly Effective People, custom-written for each of us, or at least each type of job, in the workforce.
  • the most exotic development in people analytics today is the creation of algorithms to assess the potential of all workers, across all companies, all the time.
  • The way Gild arrives at these scores is not simple. The company’s algorithms begin by scouring the Web for any and all open-source code, and for the coders who wrote it. They evaluate the code for its simplicity, elegance, documentation, and several other factors, including the frequency with which it’s been adopted by other programmers. For code that was written for paid projects, they look at completion times and other measures of productivity. Then they look at questions and answers on social forums such as Stack Overflow, a popular destination for programmers seeking advice on challenging projects. They consider how popular a given coder’s advice is, and how widely that advice ranges.
  • The algorithms go further still. They assess the way coders use language on social networks from LinkedIn to Twitter; the company has determined that certain phrases and words used in association with one another can distinguish expert programmers from less skilled ones. Gild knows these phrases and words are associated with good coding because it can correlate them with its evaluation of open-source code, and with the language and online behavior of programmers in good positions at prestigious companies.
  • having made those correlations, Gild can then score programmers who haven’t written open-source code at all, by analyzing the host of clues embedded in their online histories. They’re not all obvious, or easy to explain. Vivienne Ming, Gild’s chief scientist, told me that one solid predictor of strong coding is an affinity for a particular Japanese manga site.
  • Gild’s CEO, Sheeroy Desai, told me he believes his company’s approach can be applied to any occupation characterized by large, active online communities, where people post and cite individual work, ask and answer professional questions, and get feedback on projects. Graphic design is one field that the company is now looking at, and many scientific, technical, and engineering roles might also fit the bill. Regardless of their occupation, most people leave “data exhaust” in their wake, a kind of digital aura that can reveal a lot about a potential hire.
  • professionally relevant personality traits can be judged effectively merely by scanning Facebook feeds and photos. LinkedIn, of course, captures an enormous amount of professional data and network information, across just about every profession. A controversial start-up called Klout has made its mission the measurement and public scoring of people’s online social influence.
  • Mullainathan expressed amazement at how little most creative and professional workers (himself included) know about what makes them effective or ineffective in the office. Most of us can’t even say with any certainty how long we’ve spent gathering information for a given project, or our pattern of information-gathering, never mind know which parts of the pattern should be reinforced, and which jettisoned. As Mullainathan put it, we don’t know our own “production function.”
  • Over time, better job-matching technologies are likely to begin serving people directly, helping them see more clearly which jobs might suit them and which companies could use their skills. In the future, Gild plans to let programmers see their own profiles and take skills challenges to try to improve their scores. It intends to show them its estimates of their market value, too, and to recommend coursework that might allow them to raise their scores even more. Not least, it plans to make accessible the scores of typical hires at specific companies, so that software engineers can better see the profile they’d need to land a particular job
  • Knack, for its part, is making some of its video games available to anyone with a smartphone, so people can get a better sense of their strengths, and of the fields in which their strengths would be most valued. (Palo Alto High School recently adopted the games to help students assess careers.) Ultimately, the company hopes to act as matchmaker between a large network of people who play its games (or have ever played its games) and a widening roster of corporate clients, each with its own specific profile for any given type of job.
  • When I began my reporting for this story, I was worried that people analytics, if it worked at all, would only widen the divergent arcs of our professional lives, further gilding the path of the meritocratic elite from cradle to grave, and shutting out some workers more definitively. But I now believe the opposite is likely to happen, and that we’re headed toward a labor market that’s fairer to people at every stage of their careers
  • For decades, as we’ve assessed people’s potential in the professional workforce, the most important piece of data—the one that launches careers or keeps them grounded—has been educational background: typically, whether and where people went to college, and how they did there. Over the past couple of generations, colleges and universities have become the gatekeepers to a prosperous life. A degree has become a signal of intelligence and conscientiousness, one that grows stronger the more selective the school and the higher a student’s GPA, that is easily understood by employers, and that, until the advent of people analytics, was probably unrivaled in its predictive powers.
  • the limitations of that signal—the way it degrades with age, its overall imprecision, its many inherent biases, its extraordinary cost—are obvious. “Academic environments are artificial environments,” Laszlo Bock, Google’s senior vice president of people operations, told The New York Times in June. “People who succeed there are sort of finely trained, they’re conditioned to succeed in that environment,” which is often quite different from the workplace.
  • because one’s college history is such a crucial signal in our labor market, perfectly able people who simply couldn’t sit still in a classroom at the age of 16, or who didn’t have their act together at 18, or who chose not to go to graduate school at 22, routinely get left behind for good. That such early factors so profoundly affect career arcs and hiring decisions made two or three decades later is, on its face, absurd.
  • I spoke with managers at a lot of companies who are using advanced analytics to reevaluate and reshape their hiring, and nearly all of them told me that their research is leading them toward pools of candidates who didn’t attend college—for tech jobs, for high-end sales positions, for some managerial roles. In some limited cases, this is because their analytics revealed no benefit whatsoever to hiring people with college degrees; in other cases, and more often, it’s because they revealed signals that function far better than college history,
  • Google, too, is hiring a growing number of nongraduates. Many of the people I talked with reported that when it comes to high-paying and fast-track jobs, they’re reducing their preference for Ivy Leaguers and graduates of other highly selective schools.
  • This process is just beginning. Online courses are proliferating, and so are online markets that involve crowd-sourcing. Both arenas offer new opportunities for workers to build skills and showcase competence. Neither produces the kind of instantly recognizable signals of potential that a degree from a selective college, or a first job at a prestigious firm, might. That’s a problem for traditional hiring managers, because sifting through lots of small signals is so difficult and time-consuming.
  • all of these new developments raise philosophical questions. As professional performance becomes easier to measure and see, will we become slaves to our own status and potential, ever-focused on the metrics that tell us how and whether we are measuring up? Will too much knowledge about our limitations hinder achievement and stifle our dreams? All I can offer in response to these questions, ironically, is my own gut sense, which leads me to feel cautiously optimistic.
  • Google’s understanding of the promise of analytics is probably better than anybody else’s, and the company has been changing its hiring and management practices as a result of its ongoing analyses. (Brainteasers are no longer used in interviews, because they do not correlate with job success; GPA is not considered for anyone more than two years out of school, for the same reason—the list goes on.) But for all of Google’s technological enthusiasm, these same practices are still deeply human. A real, live person looks at every résumé the company receives. Hiring decisions are made by committee and are based in no small part on opinions formed during structured interviews.
Javier E

Wine-tasting: it's junk science | Life and style | The Observer - 0 views

www.guardian.co.uk/...-tasting-junk-science-analysis

taste sense perception research

shared by Javier E on 03 Jul 13 - No Cached
  • google_ad_client = 'ca-guardian_js'; google_ad_channel = 'lifeandstyle'; google_max_num_ads = '3'; // Comments Click here to join the discussion. We can't load the discussion on guardian.co.uk because you don't have JavaScript enabled. if (!!window.postMessage) { jQuery.getScript('http://discussion.guardian.co.uk/embed.js') } else { jQuery('#d2-root').removeClass('hd').html( '' + 'Comments' + 'Click here to join the discussion.We can\'t load the ' + 'discussion on guardian.co.uk ' + 'because your web browser does not support all the features that we ' + 'need. If you cannot upgrade your browser to a newer version, you can ' + 'access the discussion ' + 'here.' ); } Wor
  • Hodgson approached the organisers of the California State Fair wine competition, the oldest contest of its kind in North America, and proposed an experiment for their annual June tasting sessions.Each panel of four judges would be presented with their usual "flight" of samples to sniff, sip and slurp. But some wines would be presented to the panel three times, poured from the same bottle each time. The results would be compiled and analysed to see whether wine testing really is scientific.
  • Results from the first four years of the experiment, published in the Journal of Wine Economics, showed a typical judge's scores varied by plus or minus four points over the three blind tastings. A wine deemed to be a good 90 would be rated as an acceptable 86 by the same judge minutes later and then an excellent 94.
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  • Hodgson's findings have stunned the wine industry. Over the years he has shown again and again that even trained, professional palates are terrible at judging wine."The results are disturbing," says Hodgson from the Fieldbrook Winery in Humboldt County, described by its owner as a rural paradise. "Only about 10% of judges are consistent and those judges who were consistent one year were ordinary the next year."Chance has a great deal to do with the awards that wines win."
  • French academic Frédéric Brochet tested the effect of labels in 2001. He presented the same Bordeaux superior wine to 57 volunteers a week apart and in two different bottles – one for a table wine, the other for a grand cru.The tasters were fooled.When tasting a supposedly superior wine, their language was more positive – describing it as complex, balanced, long and woody. When the same wine was presented as plonk, the critics were more likely to use negatives such as weak, light and flat.
  • In 2011 Professor Richard Wiseman, a psychologist (and former professional magician) at Hertfordshire University invited 578 people to comment on a range of red and white wines, varying from £3.49 for a claret to £30 for champagne, and tasted blind.People could tell the difference between wines under £5 and those above £10 only 53% of the time for whites and only 47% of the time for reds. Overall they would have been just as a successful flipping a coin to guess.
  • why are ordinary drinkers and the experts so poor at tasting blind? Part of the answer lies in the sheer complexity of wine.For a drink made by fermenting fruit juice, wine is a remarkably sophisticated chemical cocktail. Dr Bryce Rankine, an Australian wine scientist, identified 27 distinct organic acids in wine, 23 varieties of alcohol in addition to the common ethanol, more than 80 esters and aldehydes, 16 sugars, plus a long list of assorted vitamins and minerals that wouldn't look out of place on the ingredients list of a cereal pack. There are even harmless traces of lead and arsenic that come from the soil.
  • "People underestimate how clever the olfactory system is at detecting aromas and our brain is at interpreting them," says Hutchinson."The olfactory system has the complexity in terms of its protein receptors to detect all the different aromas, but the brain response isn't always up to it. But I'm a believer that everyone has the same equipment and it comes down to learning how to interpret it." Within eight tastings, most people can learn to detect and name a reasonable range of aromas in wine
  • People struggle with assessing wine because the brain's interpretation of aroma and bouquet is based on far more than the chemicals found in the drink. Temperature plays a big part. Volatiles in wine are more active when wine is warmer. Serve a New World chardonnay too cold and you'll only taste the overpowering oak. Serve a red too warm and the heady boozy qualities will be overpowering.
  • Colour affects our perceptions too. In 2001 Frédérick Brochet of the University of Bordeaux asked 54 wine experts to test two glasses of wine – one red, one white. Using the typical language of tasters, the panel described the red as "jammy' and commented on its crushed red fruit.The critics failed to spot that both wines were from the same bottle. The only difference was that one had been coloured red with a flavourless dye
  • Other environmental factors play a role. A judge's palate is affected by what she or he had earlier, the time of day, their tiredness, their health – even the weather.
  • Robert Hodgson is determined to improve the quality of judging. He has developed a test that will determine whether a judge's assessment of a blind-tasted glass in a medal competition is better than chance. The research will be presented at a conference in Cape Town this year. But the early findings are not promising."So far I've yet to find someone who passes," he says.
Javier E

Covid-19 expert Karl Friston: 'Germany may have more immunological "dark matter"' | Wor... - 0 views

www.theguardian.com/...more-immunological-dark-matter

germany modeling pandemic uk math research Technology

shared by Javier E on 31 May 20 - No Cached
  • Our approach, which borrows from physics and in particular the work of Richard Feynman, goes under the bonnet. It attempts to capture the mathematical structure of the phenomenon – in this case, the pandemic – and to understand the causes of what is observed. Since we don’t know all the causes, we have to infer them. But that inference, and implicit uncertainty, is built into the models
  • That’s why we call them generative models, because they contain everything you need to know to generate the data. As more data comes in, you adjust your beliefs about the causes, until your model simulates the data as accurately and as simply as possible.
  • A common type of epidemiological model used today is the SEIR model, which considers that people must be in one of four states – susceptible (S), exposed (E), infected (I) or recovered (R). Unfortunately, reality doesn’t break them down so neatly. For example, what does it mean to be recovered?
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  • SEIR models start to fall apart when you think about the underlying causes of the data. You need models that can allow for all possible states, and assess which ones matter for shaping the pandemic’s trajectory over time.
  • These techniques have enjoyed enormous success ever since they moved out of physics. They’ve been running your iPhone and nuclear power stations for a long time. In my field, neurobiology, we call the approach dynamic causal modelling (DCM). We can’t see brain states directly, but we can infer them given brain imaging data
  • Epidemiologists currently tackle the inference problem by number-crunching on a huge scale, making use of high-performance computers. Imagine you want to simulate an outbreak in Scotland. Using conventional approaches, this would take you a day or longer with today’s computing resources. And that’s just to simulate one model or hypothesis – one set of parameters and one set of starting conditions.
  • Using DCM, you can do the same thing in a minute. That allows you to score different hypotheses quickly and easily, and so to home in sooner on the best one.
  • This is like dark matter in the universe: we can’t see it, but we know it must be there to account for what we can see. Knowing it exists is useful for our preparations for any second wave, because it suggests that targeted testing of those at high risk of exposure to Covid-19 might be a better approach than non-selective testing of the whole population.
  • Our response as individuals – and as a society – becomes part of the epidemiological process, part of one big self-organising, self-monitoring system. That means it is possible to predict not only numbers of cases and deaths in the future, but also societal and institutional responses – and to attach precise dates to those predictions.
  • How well have your predictions been borne out in this first wave of infections?For London, we predicted that hospital admissions would peak on 5 April, deaths would peak five days later, and critical care unit occupancy would not exceed capacity – meaning the Nightingale hospitals would not be required. We also predicted that improvements would be seen in the capital by 8 May that might allow social distancing measures to be relaxed – which they were in the prime minister’s announcement on 10 May. To date our predictions have been accurate to within a day or two, so there is a predictive validity to our models that the conventional ones lack.
  • What do your models say about the risk of a second wave?The models support the idea that what happens in the next few weeks is not going to have a great impact in terms of triggering a rebound – because the population is protected to some extent by immunity acquired during the first wave. The real worry is that a second wave could erupt some months down the line when that immunity wears off.
  • the important message is that we have a window of opportunity now, to get test-and-trace protocols in place ahead of that putative second wave. If these are implemented coherently, we could potentially defer that wave beyond a time horizon where treatments or a vaccine become available, in a way that we weren’t able to before the first one.
  • We’ve been comparing the UK and Germany to try to explain the comparatively low fatality rates in Germany. The answers are sometimes counterintuitive. For example, it looks as if the low German fatality rate is not due to their superior testing capacity, but rather to the fact that the average German is less likely to get infected and die than the average Brit. Why? There are various possible explanations, but one that looks increasingly likely is that Germany has more immunological “dark matter” – people who are impervious to infection, perhaps because they are geographically isolated or have some kind of natural resistance
  • Any other advantages?Yes. With conventional SEIR models, interventions and surveillance are something you add to the model – tweaks or perturbations – so that you can see their effect on morbidity and mortality. But with a generative model these things are built into the model itself, along with everything else that matters.
  • Are generative models the future of disease modelling?That’s a question for the epidemiologists – they’re the experts. But I would be very surprised if at least some part of the epidemiological community didn’t become more committed to this approach in future, given the impact that Feynman’s ideas have had in so many other disciplines.
Javier E

Why it's as hard to escape an echo chamber as it is to flee a cult | Aeon Essays - 0 views

aeon.co/...hamber-as-it-is-to-flee-a-cult

echo-chamber epistemic bubble trust goodwill Descartes network information truth rationality cult filter reliability corroborated bias psychology

shared by Javier E on 29 Jul 22 - No Cached
  • there are two very different phenomena at play here, each of which subvert the flow of information in very distinct ways. Let’s call them echo chambers and epistemic bubbles. Both are social structures that systematically exclude sources of information. Both exaggerate their members’ confidence in their beliefs.
  • they work in entirely different ways, and they require very different modes of intervention
  • An epistemic bubble is when you don’t hear people from the other side. An echo chamber is what happens when you don’t trust people from the other side.
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  • start with epistemic bubbles
  • That omission might be purposeful
  • But that omission can also be entirely inadvertent. Even if we’re not actively trying to avoid disagreement, our Facebook friends tend to share our views and interests
  • An ‘echo chamber’ is a social structure from which other relevant voices have been actively discredited. Where an epistemic bubble merely omits contrary views, an echo chamber brings its members to actively distrust outsiders.
  • an echo chamber is something like a cult. A cult isolates its members by actively alienating them from any outside sources. Those outside are actively labelled as malignant and untrustworthy.
  • In epistemic bubbles, other voices are not heard; in echo chambers, other voices are actively undermined.
  • The way to break an echo chamber is not to wave “the facts” in the faces of its members. It is to attack the echo chamber at its root and repair that broken trust.
  • Looking to others for corroboration is a basic method for checking whether one has reasoned well or badly
  • They have been in the limelight lately, most famously in Eli Pariser’s The Filter Bubble (2011) and Cass Sunstein’s #Republic: Divided Democracy in the Age of Social Media (2017).
  • The general gist: we get much of our news from Facebook feeds and similar sorts of social media. Our Facebook feed consists mostly of our friends and colleagues, the majority of whom share our own political and cultural views
  • various algorithms behind the scenes, such as those inside Google search, invisibly personalise our searches, making it more likely that we’ll see only what we want to see. These processes all impose filters on information.
  • Such filters aren’t necessarily bad. The world is overstuffed with information, and one can’t sort through it all by oneself: filters need to be outsourced.
  • That’s why we all depend on extended social networks to deliver us knowledge
  • any such informational network needs the right sort of broadness and variety to work
  • Each individual person in my network might be superbly reliable about her particular informational patch but, as an aggregate structure, my network lacks what Sanford Goldberg in his book Relying on Others (2010) calls ‘coverage-reliability’. It doesn’t deliver to me a sufficiently broad and representative coverage of all the relevant information.
  • Epistemic bubbles also threaten us with a second danger: excessive self-confidence.
  • An ‘epistemic bubble’ is an informational network from which relevant voices have been excluded by omission
  • Suppose that I believe that the Paleo diet is the greatest diet of all time. I assemble a Facebook group called ‘Great Health Facts!’ and fill it only with people who already believe that Paleo is the best diet. The fact that everybody in that group agrees with me about Paleo shouldn’t increase my confidence level one bit. They’re not mere copies – they actually might have reached their conclusions independently – but their agreement can be entirely explained by my method of selection.
  • Luckily, though, epistemic bubbles are easily shattered. We can pop an epistemic bubble simply by exposing its members to the information and arguments that they’ve missed.
  • echo chambers are a far more pernicious and robust phenomenon.
  • amieson and Cappella’s book is the first empirical study into how echo chambers function
  • echo chambers work by systematically alienating their members from all outside epistemic sources.
  • Their research centres on Rush Limbaugh, a wildly successful conservative firebrand in the United States, along with Fox News and related media
  • His constant attacks on the ‘mainstream media’ are attempts to discredit all other sources of knowledge. He systematically undermines the integrity of anybody who expresses any kind of contrary view.
  • outsiders are not simply mistaken – they are malicious, manipulative and actively working to destroy Limbaugh and his followers. The resulting worldview is one of deeply opposed force, an all-or-nothing war between good and evil
  • The result is a rather striking parallel to the techniques of emotional isolation typically practised in cult indoctrination
  • cult indoctrination involves new cult members being brought to distrust all non-cult members. This provides a social buffer against any attempts to extract the indoctrinated person from the cult.
  • The echo chamber doesn’t need any bad connectivity to function. Limbaugh’s followers have full access to outside sources of information
  • As Elijah Millgram argues in The Great Endarkenment (2015), modern knowledge depends on trusting long chains of experts. And no single person is in the position to check up on the reliability of every member of that chain
  • Their worldview can survive exposure to those outside voices because their belief system has prepared them for such intellectual onslaught.
  • exposure to contrary views could actually reinforce their views. Limbaugh might offer his followers a conspiracy theory: anybody who criticises him is doing it at the behest of a secret cabal of evil elites, which has already seized control of the mainstream media.
  • Perversely, exposure to outsiders with contrary views can thus increase echo-chamber members’ confidence in their insider sources, and hence their attachment to their worldview.
  • ‘evidential pre-emption’. What’s happening is a kind of intellectual judo, in which the power and enthusiasm of contrary voices are turned against those contrary voices through a carefully rigged internal structure of belief.
  • One might be tempted to think that the solution is just more intellectual autonomy. Echo chambers arise because we trust others too much, so the solution is to start thinking for ourselves.
  • that kind of radical intellectual autonomy is a pipe dream. If the philosophical study of knowledge has taught us anything in the past half-century, it is that we are irredeemably dependent on each other in almost every domain of knowledge
  • Limbaugh’s followers regularly read – but do not accept – mainstream and liberal news sources. They are isolated, not by selective exposure, but by changes in who they accept as authorities, experts and trusted sources.
  • we depend on a vastly complicated social structure of trust. We must trust each other, but, as the philosopher Annette Baier says, that trust makes us vulnerable. Echo chambers operate as a kind of social parasite on that vulnerability, taking advantage of our epistemic condition and social dependency.
  • I am quite confident that there are plenty of echo chambers on the political Left. More importantly, nothing about echo chambers restricts them to the arena of politics
  • The world of anti-vaccination is clearly an echo chamber, and it is one that crosses political lines. I’ve also encountered echo chambers on topics as broad as diet (Paleo!), exercise technique (CrossFit!), breastfeeding, some academic intellectual traditions, and many, many more
  • Here’s a basic check: does a community’s belief system actively undermine the trustworthiness of any outsiders who don’t subscribe to its central dogmas? Then it’s probably an echo chamber.
  • much of the recent analysis has lumped epistemic bubbles together with echo chambers into a single, unified phenomenon. But it is absolutely crucial to distinguish between the two.
  • Epistemic bubbles are rather ramshackle; they go up easily, and they collapse easily
  • Echo chambers are far more pernicious and far more robust. They can start to seem almost like living things. Their belief systems provide structural integrity, resilience and active responses to outside attacks
  • the two phenomena can also exist independently. And of the events we’re most worried about, it’s the echo-chamber effects that are really causing most of the trouble.
  • new data does, in fact, seem to show that people on Facebook actually do see posts from the other side, or that people often visit websites with opposite political affiliation.
  • their basis for evaluation – their background beliefs about whom to trust – are radically different. They are not irrational, but systematically misinformed about where to place their trust.
  • Many people have claimed that we have entered an era of ‘post-truth’.
  • Not only do some political figures seem to speak with a blatant disregard for the facts, but their supporters seem utterly unswayed by evidence. It seems, to some, that truth no longer matters.
  • This is an explanation in terms of total irrationality. To accept it, you must believe that a great number of people have lost all interest in evidence or investigation, and have fallen away from the ways of reason.
  • echo chambers offers a less damning and far more modest explanation. The apparent ‘post-truth’ attitude can be explained as the result of the manipulations of trust wrought by echo chambers.
  • We don’t have to attribute a complete disinterest in facts, evidence or reason to explain the post-truth attitude. We simply have to attribute to certain communities a vastly divergent set of trusted authorities.
  • An echo chamber doesn’t destroy their members’ interest in the truth; it merely manipulates whom they trust and changes whom they accept as trustworthy sources and institutions.
  • in many ways, echo-chamber members are following reasonable and rational procedures of enquiry. They’re engaging in critical reasoning. They’re questioning, they’re evaluating sources for themselves, they’re assessing different pathways to information. They are critically examining those who claim expertise and trustworthiness, using what they already know about the world
  • none of this weighs against the existence of echo chambers. We should not dismiss the threat of echo chambers based only on evidence about connectivity and exposure.
  • Notice how different what’s going on here is from, say, Orwellian doublespeak, a deliberately ambiguous, euphemism-filled language designed to hide the intent of the speaker.
  • echo chambers don’t trade in vague, ambiguous pseudo-speech. We should expect that echo chambers would deliver crisp, clear, unambiguous claims about who is trustworthy and who is not
  • clearly articulated conspiracy theories, and crisply worded accusations of an outside world rife with untrustworthiness and corruption.
  • Once an echo chamber starts to grip a person, its mechanisms will reinforce themselves.
  • In an epistemically healthy life, the variety of our informational sources will put an upper limit to how much we’re willing to trust any single person. Everybody’s fallible; a healthy informational network tends to discover people’s mistakes and point them out. This puts an upper ceiling on how much you can trust even your most beloved leader
  • nside an echo chamber, that upper ceiling disappears.
  • Being caught in an echo chamber is not always the result of laziness or bad faith. Imagine, for instance, that somebody has been raised and educated entirely inside an echo chamber
  • when the child finally comes into contact with the larger world – say, as a teenager – the echo chamber’s worldview is firmly in place. That teenager will distrust all sources outside her echo chamber, and she will have gotten there by following normal procedures for trust and learning.
  • It certainly seems like our teenager is behaving reasonably. She could be going about her intellectual life in perfectly good faith. She might be intellectually voracious, seeking out new sources, investigating them, and evaluating them using what she already knows.
  • The worry is that she’s intellectually trapped. Her earnest attempts at intellectual investigation are led astray by her upbringing and the social structure in which she is embedded.
  • Echo chambers might function like addiction, under certain accounts. It might be irrational to become addicted, but all it takes is a momentary lapse – once you’re addicted, your internal landscape is sufficiently rearranged such that it’s rational to continue with your addiction
  • Similarly, all it takes to enter an echo chamber is a momentary lapse of intellectual vigilance. Once you’re in, the echo chamber’s belief systems function as a trap, making future acts of intellectual vigilance only reinforce the echo chamber’s worldview.
  • There is at least one possible escape route, however. Notice that the logic of the echo chamber depends on the order in which we encounter the evidence. An echo chamber can bring our teenager to discredit outside beliefs precisely because she encountered the echo chamber’s claims first. Imagine a counterpart to our teenager who was raised outside of the echo chamber and exposed to a wide range of beliefs. Our free-range counterpart would, when she encounters that same echo chamber, likely see its many flaws
  • Those caught in an echo chamber are giving far too much weight to the evidence they encounter first, just because it’s first. Rationally, they should reconsider their beliefs without that arbitrary preference. But how does one enforce such informational a-historicity?
  • The escape route is a modified version of René Descartes’s infamous method.
  • Meditations on First Philosophy (1641). He had come to realise that many of the beliefs he had acquired in his early life were false. But early beliefs lead to all sorts of other beliefs, and any early falsehoods he’d accepted had surely infected the rest of his belief system.
  • The only solution, thought Descartes, was to throw all his beliefs away and start over again from scratch.
  • He could start over, trusting nothing and no one except those things that he could be entirely certain of, and stamping out those sneaky falsehoods once and for all. Let’s call this the Cartesian epistemic reboot.
  • Notice how close Descartes’s problem is to our hapless teenager’s, and how useful the solution might be. Our teenager, like Descartes, has problematic beliefs acquired in early childhood. These beliefs have infected outwards, infesting that teenager’s whole belief system. Our teenager, too, needs to throw everything away, and start over again.
  • Let’s call the modernised version of Descartes’s methodology the social-epistemic reboot.
  • when she starts from scratch, we won’t demand that she trust only what she’s absolutely certain of, nor will we demand that she go it alone
  • For the social reboot, she can proceed, after throwing everything away, in an utterly mundane way – trusting her senses, trusting others. But she must begin afresh socially – she must reconsider all possible sources of information with a presumptively equanimous eye. She must take the posture of a cognitive newborn, open and equally trusting to all outside sources
  • we’re not asking people to change their basic methods for learning about the world. They are permitted to trust, and trust freely. But after the social reboot, that trust will not be narrowly confined and deeply conditioned by the particular people they happened to be raised by.
  • Such a profound deep-cleanse of one’s whole belief system seems to be what’s actually required to escape. Look at the many stories of people leaving cults and echo chambers
  • Take, for example, the story of Derek Black in Florida – raised by a neo-Nazi father, and groomed from childhood to be a neo-Nazi leader. Black left the movement by, basically, performing a social reboot. He completely abandoned everything he’d believed in, and spent years building a new belief system from scratch. He immersed himself broadly and open-mindedly in everything he’d missed – pop culture, Arabic literature, the mainstream media, rap – all with an overall attitude of generosity and trust.
  • It was the project of years and a major act of self-reconstruction, but those extraordinary lengths might just be what’s actually required to undo the effects of an echo-chambered upbringing.
  • we need to attack the root, the systems of discredit themselves, and restore trust in some outside voices.
  • Stories of actual escapes from echo chambers often turn on particular encounters – moments when the echo-chambered individual starts to trust somebody on the outside.
  • Black’s is case in point. By high school, he was already something of a star on neo-Nazi media, with his own radio talk-show. He went on to college, openly neo-Nazi, and was shunned by almost every other student in his community college. But then Matthew Stevenson, a Jewish fellow undergraduate, started inviting Black to Stevenson’s Shabbat dinners. In Black’s telling, Stevenson was unfailingly kind, open and generous, and slowly earned Black’s trust. This was the seed, says Black, that led to a massive intellectual upheaval – a slow-dawning realisation of the depths to which he had been misled
  • Similarly, accounts of people leaving echo-chambered homophobia rarely involve them encountering some institutionally reported fact. Rather, they tend to revolve around personal encounters – a child, a family member, a close friend coming out.
  • hese encounters matter because a personal connection comes with a substantial store of trust.
  • We don’t simply trust people as educated experts in a field – we rely on their goodwill. And this is why trust, rather than mere reliability, is the key concept
  • goodwill is a general feature of a person’s character. If I demonstrate goodwill in action, then you have some reason to think that I also have goodwill in matters of thought and knowledge.
  • f one can demonstrate goodwill to an echo-chambered member – as Stevenson did with Black – then perhaps one can start to pierce that echo chamber.
  • the path I’m describing is a winding, narrow and fragile one. There is no guarantee that such trust can be established, and no clear path to its being established systematically.
  • what we’ve found here isn’t an escape route at all. It depends on the intervention of another. This path is not even one an echo-chamber member can trigger on her own; it is only a whisper-thin hope for rescue from the outside.
marleen_ueberall

Does Democracy Need Truth?: A Conversation with the Historian Sophia Rosenfeld | The Ne... - 0 views

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democracy truth

shared by marleen_ueberall on 04 Jun 20 - No Cached
  • Does Democracy Need Truth?: A Conversation with the Historian Sophia Rosenfeld | The New Yorker
  • Ever since Donald Trump announced his Presidential candidacy, in June of 2015, there has been considerable concern about whether his allergy to truth is endangering American democracy
  • the relationship between truth and democracy was fraught for centuries before the time of Twitter and Trump.
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  • One, it’s a story about how democracy itself is always based on uncertain notions of truth, in moral terms and in epistemological terms. The other is a story about a continual conflict between a kind of expert truth and a more populist, everyday, common-sense truth that supposedly stems not from experts but the wisdom of the crowd.
  • Democracy insists on the idea that truth both matters and that nobody gets to say definitively what it is. That’s a tension that’s built into democracy from the beginning, and it’s not solvable but is, in fact, intrinsic to democracy.
  • We don’t want to have one definitive source of truth. Part of the reason ideas evolve and culture changes is that we’re constantly debating what is an accurate rendition of reality in some form.
  • Can we accept evolution as a set truth or not? They have not exploded to the point where they’ve destabilized our political or social life, but they’ve been a controversial question for over a hundred years. That’s a public contest that, actually, democracy’s pretty good for. You know, you contest things in court, you contest things in universities, you contest things in the public sphere.
  • I think it’s important that there be a contest about what is true and also about, How do you know what’s true? Where does your information come from? I would say, largely, science has won. That is, that the mainstream educational institutions, the National Institutes of Health, et cetera, all accept that evolution is as close as we’re going to get to truth.
  • One says that experts often make [bad] decisions because there’s been no popular input on them—not just because they don’t know enough but because they haven’t actually taken account of popular knowledge.
  • The most common example involves things like the World Bank coming up with a plan about water use in some part of the world without studying how people actually think and use water, simply imagining a kind of technocratic solution with no local input, and it turns out to be totally ineffective because it runs contrary to cultural norms and everyday life. There’s every chance that experts alone get things wrong.
  • Social media and the Internet more broadly have clearly had a rather revolutionary effect on not just what we take to be true but how truths circulate, what we believe, how we know anything.
  • new technology causes certain kinds of panics about truth. The Internet is particularly important because of its reach and because of the algorithmic way in which it promotes what’s popular rather than what’s true. It creates a culture of untruth, probably, that other forms of publishing can’t easily.
  • I actually approve of fact-checking, even if I think it’s often not very effective, because it doesn’t persuade people who aren’t already inclined to want to look at fact-checking. And I don’t think it’s much of a substitute for real politics
  • I don’t think facts are pure in any sense. You know, if I give you something like an unemployment rate, it implies all kinds of interpretative work already about what is work and who should be looking for it and how old you should be when you’re working.
  • It’s important that that’s part of democracy, too—questioning received wisdom. If somebody says that’s how it is, it’s correct to think, Is that really how it is? Do I have enough information to be sure that’s how it is?
  • Conspiracy theories, the complex ones that arise from the bottom, tend to involve seeing through official truths and often seeing how the rich and powerful have pulled the wool over people’s eyes, that what looked like this turned out to be that because there was a kind of subterfuge going on from above.
  • Whereas, the climate-change one, which we know has been sort of promoted by the Koch brothers and others in business interest groups, as you say, didn’t start really organically as much as it became a kind of position of industry that then took on a life of its own because it got mixed in with a whole bunch of other assumptions, whether it was about political norms, government overreach, guns.
Javier E

The Navy's USS Gabrielle Giffords and the Future of Work - The Atlantic - 0 views

www.theatlantic.com/...590647

skills lifelong learning specialization inclusion expertise grit conscientiousness multitasking knowledge Research agility

shared by Javier E on 22 Jun 19 - No Cached
  • Minimal manning—and with it, the replacement of specialized workers with problem-solving generalists—isn’t a particularly nautical concept. Indeed, it will sound familiar to anyone in an organization who’s been asked to “do more with less”—which, these days, seems to be just about everyone.
  • Ten years from now, the Deloitte consultant Erica Volini projects, 70 to 90 percent of workers will be in so-called hybrid jobs or superjobs—that is, positions combining tasks once performed by people in two or more traditional roles.
  • If you ask Laszlo Bock, Google’s former culture chief and now the head of the HR start-up Humu, what he looks for in a new hire, he’ll tell you “mental agility.
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  • “What companies are looking for,” says Mary Jo King, the president of the National Résumé Writers’ Association, “is someone who can be all, do all, and pivot on a dime to solve any problem.”
  • The phenomenon is sped by automation, which usurps routine tasks, leaving employees to handle the nonroutine and unanticipated—and the continued advance of which throws the skills employers value into flux
  • Or, for that matter, on the relevance of the question What do you want to be when you grow up?
  • By 2020, a 2016 World Economic Forum report predicted, “more than one-third of the desired core skill sets of most occupations” will not have been seen as crucial to the job when the report was published
  • I asked John Sullivan, a prominent Silicon Valley talent adviser, why should anyone take the time to master anything at all? “You shouldn’t!” he replied.
  • Minimal manning—and the evolution of the economy more generally—requires a different kind of worker, with not only different acquired skills but different inherent abilities
  • It has implications for the nature and utility of a college education, for the path of careers, for inequality and employability—even for the generational divide.
  • Then, in 2001, Donald Rumsfeld arrived at the Pentagon. The new secretary of defense carried with him a briefcase full of ideas from the corporate world: downsizing, reengineering, “transformational” technologies. Almost immediately, what had been an experimental concept became an article of faith
  • But once cadets got into actual command environments, which tend to be fluid and full of surprises, a different picture emerged. “Psychological hardiness”—a construct that includes, among other things, a willingness to explore “multiple possible response alternatives,” a tendency to “see all experience as interesting and meaningful,” and a strong sense of self-confidence—was a better predictor of leadership ability in officers after three years in the field.
  • Because there really is no such thing as multitasking—just a rapid switching of attention—I began to feel overstrained, put upon, and finally irked by the impossible set of concurrent demands. Shouldn’t someone be giving me a hand here? This, Hambrick explained, meant I was hitting the limits of working memory—basically, raw processing power—which is an important aspect of “fluid intelligence” and peaks in your early 20s. This is distinct from “crystallized intelligence”—the accumulated facts and know-how on your hard drive—which peaks in your 50
  • Others noticed the change but continued to devote equal attention to all four tasks. Their scores fell. This group, Hambrick found, was high in “conscientiousness”—a trait that’s normally an overwhelming predictor of positive job performance. We like conscientious people because they can be trusted to show up early, double-check the math, fill the gap in the presentation, and return your car gassed up even though the tank was nowhere near empty to begin with. What struck Hambrick as counterintuitive and interesting was that conscientiousness here seemed to correlate with poor performance.
  • he discovered another correlation in his test: The people who did best tended to score high on “openness to new experience”—a personality trait that is normally not a major job-performance predictor and that, in certain contexts, roughly translates to “distractibility.”
  • To borrow the management expert Peter Drucker’s formulation, people with this trait are less focused on doing things right, and more likely to wonder whether they’re doing the right things.
  • High in fluid intelligence, low in experience, not terribly conscientious, open to potential distraction—this is not the classic profile of a winning job candidate. But what if it is the profile of the winning job candidate of the future?
  • One concerns “grit”—a mind-set, much vaunted these days in educational and professional circles, that allows people to commit tenaciously to doing one thing well
  • These ideas are inherently appealing; they suggest that dedication can be more important than raw talent, that the dogged and conscientious will be rewarded in the end.
  • he studied West Point students and graduates.
  • Traditional measures such as SAT scores and high-school class rank “predicted leader performance in the stable, highly regulated environment of West Point” itself.
  • It would be supremely ironic if the advance of the knowledge economy had the effect of devaluing knowledge. But that’s what I heard, recurrentl
  • “Fluid, learning-intensive environments are going to require different traits than classical business environments,” I was told by Frida Polli, a co-founder of an AI-powered hiring platform called Pymetrics. “And they’re going to be things like ability to learn quickly from mistakes, use of trial and error, and comfort with ambiguity.”
  • “We’re starting to see a big shift,” says Guy Halfteck, a people-analytics expert. “Employers are looking less at what you know and more and more at your hidden potential” to learn new things
  • advice to employers? Stop hiring people based on their work experience. Because in these environments, expertise can become an obstacle.
  • “The Curse of Expertise.” The more we invest in building and embellishing a system of knowledge, they found, the more averse we become to unbuilding it.
  • All too often experts, like the mechanic in LePine’s garage, fail to inspect their knowledge structure for signs of decay. “It just didn’t occur to him,” LePine said, “that he was repeating the same mistake over and over.
  • The devaluation of expertise opens up ample room for different sorts of mistakes—and sometimes creates a kind of helplessness.
  • Aboard littoral combat ships, the crew lacks the expertise to carry out some important tasks, and instead has to rely on civilian help
  • Meanwhile, the modular “plug and fight” configuration was not panning out as hoped. Converting a ship from sub-hunter to minesweeper or minesweeper to surface combatant, it turned out, was a logistical nightmare
  • So in 2016 the concept of interchangeability was scuttled for a “one ship, one mission” approach, in which the extra 20-plus sailors became permanent crew members
  • “As equipment breaks, [sailors] are required to fix it without any training,” a Defense Department Test and Evaluation employee told Congress. “Those are not my words. Those are the words of the sailors who were doing the best they could to try to accomplish the missions we gave them in testing.”
  • These results were, perhaps, predictable given the Navy’s initial, full-throttle approach to minimal manning—and are an object lesson on the dangers of embracing any radical concept without thinking hard enough about the downsides
  • a world in which mental agility and raw cognitive speed eclipse hard-won expertise is a world of greater exclusion: of older workers, slower learners, and the less socially adept.
  • if you keep going down this road, you end up with one really expensive ship with just a few people on it who are geniuses … That’s not a future we want to see, because you need a large enough crew to conduct multiple tasks in combat.
  • hat does all this mean for those of us in the workforce, and those of us planning to enter it? It would be wrong to say that the 10,000-hours-of-deliberate-practice idea doesn’t hold up at all. In some situations, it clearly does
  • A spinal surgery will not be performed by a brilliant dermatologist. A criminal-defense team will not be headed by a tax attorney. And in tech, the demand for specialized skills will continue to reward expertise handsomely.
  • But in many fields, the path to success isn’t so clear. The rules keep changing, which means that highly focused practice has a much lower return
  • In uncertain environments, Hambrick told me, “specialization is no longer the coin of the realm.”
  • It leaves us with lifelong learning,
  • I found myself the target of career suggestions. “You need to be a video guy, an audio guy!” the Silicon Valley talent adviser John Sullivan told me, alluding to the demise of print media
  • I found the prospect of starting over just plain exhausting. Building a professional identity takes a lot of resources—money, time, energy. After it’s built, we expect to reap gains from our investment, and—let’s be honest—even do a bit of coasting. Are we equipped to continually return to apprentice mode? Will this burn us out?
  • Everybody I met on the Giffords seemed to share that mentality. They regarded every minute on board—even during a routine transit back to port in San Diego Harbor—as a chance to learn something new.
Javier E

Health Facts Aren't Enough. Should Persuasion Become a Priority? - The New York Times - 0 views

www.nytimes.com/...cts-importance-persuasion.html

knowledge psychology

shared by Javier E on 23 Jul 19 - No Cached
  • In a paper published early this year in Nature Human Behavior, scientists asked 500 Americans what they thought about foods that contained genetically modified organisms.
  • The vast majority, more than 90 percent, opposed their use. This belief is in conflict with the consensus of scientists
  • The second finding of the study was more eye-opening. Those who were most opposed to genetically modified foods believed they were the most knowledgeable about this issue, yet scored the lowest on actual tests of scientific knowledge.
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  • A small percentage of the public believes that vaccines are truly dangerous. People who hold this view — which is incorrect — also believe that they know more than experts about this topic.
  • the study was also conducted in France and Germany, with similar results.
  • those with the least understanding of science had the most science-opposed views, but thought they knew the most
  • Many Americans take supplements, but the reasons are varied and are not linked to any hard evidence
  • Most of them say they are unaffected by claims from experts contradicting the claims of manufacturers. Only a quarter said they would stop using supplements if experts said they were ineffective. They must think they know better.
  • the Dunning-Kruger effect, named for the two psychologists who wrote a seminal paper in 1999 entitled “Unskilled and Unaware of It.”
  • A lack of knowledge leaves some without the contextual information necessary to recognize mistakes, they wrote, and their “incompetence robs them of the ability to realize it.”
  • communication strategies on G.M.O.s — intended to help the public see that their beliefs did not align with experts — wound up backfiring
  • attempting to provide corrective information to voters about death panels wound up increasing their belief in them among politically knowledgeable supporters of Sarah Palin.
  • A 2015 study published in Vaccine showed that giving corrective information about the flu vaccine led patients most concerned about side effects to be less likely to get the vaccine.
  • “knowledge deficit model,” an idea that the lack of support for good policies, and good science, merely reflects a lack of scientific information.
  • Scientists need to be formally trained in communication skills, they said, and they also need to realize that the knowledge deficit model makes for easy policy, but not necessarily good results.
  • It seems important to engage the public more, and earn their trust through continued, more personal interaction, using many different platforms and technologies
  • Bombarding people with more information about studies isn’t helping. How the information contained in them is disseminated and discussed may be much more important.
Javier E

The Science of Snobbery: How We're Duped Into Thinking Fancy Things Are Better - The At... - 0 views

www.theatlantic.com/...279571

psychology judgment intuition bias unconscious expertise perception

shared by Javier E on 26 Aug 17 - No Cached
  • Expert judges and amateurs alike claim to judge classical musicians based on sound. But Tsay’s research suggests that the original judges, despite their experience and expertise, judged the competition (which they heard and watched live) based on visual information, just as amateurs do.
  • just like with classical music, we do not appraise wine in the way that we expect. 
  • Priceonomics revisited this seemingly damning research: the lack of correlation between wine enjoyment and price in blind tastings, the oenology students tricked by red food dye into describing a white wine like a red, a distribution of medals at tastings equivalent to what one would expect from pure chance, the grand crus described like cheap wines and vice-versa when the bottles are switched.
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  • Taste does not simply equal your taste buds. It draws on information from all our senses as well as context. As a result, food is susceptible to the same trickery as wine. Adding yellow food dye to vanilla pudding leads people to experience a lemony taste. Diners eating in the dark at a chic concept restaurant confuse veal for tuna. Branding, packaging, and price tags are equally important to enjoyment. Cheap fish is routinely passed off as its pricier cousins at seafood and sushi restaurants. 
  • Just like with wine and classical music, we often judge food based on very different criteria than what we claim. The result is that our perceptions are easily skewed in ways we don’t anticipate. 
  • What does it mean for wine that presentation so easily trumps the quality imbued by being grown on premium Napa land or years of fruitful aging? Is it comforting that the same phenomenon is found in food and classical music, or is it a strike against the authenticity of our enjoyment of them as well? How common must these manipulations be until we concede that the influence of the price tag of a bottle of wine or the visual appearance of a pianist is not a trick but actually part of the quality?
  • To answer these questions, we need to investigate the underlying mechanism that leads us to judge wine, food, and music by criteria other than what we claim to value. And that mechanism seems to be the quick, intuitive judgments our minds unconsciously make
  • this unknowability also makes it easy to be led astray when our intuition makes a mistake. We may often be able to count on the price tag or packaging of food and wine for accurate information about quality. But as we believe that we’re judging based on just the product, we fail to recognize when presentation manipulates our snap judgments.
  • Participants were just as effective when watching 6 second video clips and when comparing their ratings to ratings of teacher effectiveness as measured by actual student test performance. 
  • The power of intuitive first impressions has been demonstrated in a variety of other contexts. One experiment found that people predicted the outcome of political elections remarkably well based on silent 10 second video clips of debates - significantly outperforming political pundits and predictions made based on economic indicators.
  • In a real world case, a number of art experts successfully identified a 6th century Greek statue as a fraud. Although the statue had survived a 14 month investigation by a respected museum that included the probings of a geologist, they instantly recognized something was off. They just couldn’t explain how they knew.
  • Cases like this represent the canon behind the idea of the “adaptive unconscious,” a concept made famous by journalist Malcolm Gladwell in his book Blink. The basic idea is that we constantly, quickly, and unconsciously do the equivalent of judging a book by its cover. After all, a cover provides a lot of relevant information in a world in which we don’t have time to read every page.
  • Gladwell describes the adaptive unconscious as “a kind of giant computer that quickly and quietly processes a lot of the data we need in order to keep functioning as human beings.”
  • In a famous experiment, psychologist Nalini Ambady provided participants in an academic study with 30 second silent video clips of a college professor teaching a class and asked them to rate the effectiveness of the professor.
  • In follow up experiments, Chia-Jung Tsay found that those judging musicians’ auditions based on visual cues were not giving preference to attractive performers. Rather, they seemed to look for visual signs of relevant characteristics like passion, creativity, and uniqueness. Seeing signs of passion is valuable information. But in differentiating between elite performers, it gives an edge to someone who looks passionate over someone whose play is passionate
  • Outside of these more eccentric examples, it’s our reliance on quick judgments, and ignorance of their workings, that cause people to act on ugly, unconscious biases
  • It’s also why - from a business perspective - packaging and presentation is just as important as the good or service on offer. Why marketing is just as important as product. 
  • Gladwell ends Blink optimistically. By paying closer attention to our powers of rapid cognition, he argues, we can avoid its pitfalls and harness its powers. We can blindly audition musicians behind a screen, look at a piece of art devoid of other context, and pay particular attention to possible unconscious bias in our performance reports.
  • But Gladwell’s success in demonstrating how the many calculations our adaptive unconscious performs without our awareness undermines his hopeful message of consciously harnessing its power.
  • As a former world-class tennis player and coach of over 50 years, Braden is a perfect example of the ideas behind thin slicing. But if he can’t figure out what his unconscious is up to when he recognizes double faults, why should anyone else expect to be up to the task?
  • flawed judgment in fields like medicine and investing has more serious consequences. The fact that expertise is so tricky leads psychologist Daniel Kahneman to assert that most experts should seek the assistance of statistics and algorithms in making decisions.
  • In his book Thinking, Fast and Slow, he describes our two modes of thought: System 1, like the adaptive unconscious, is our “fast, instinctive, and emotional” intuition. System 2 is our “slower, more deliberative, and more logical” conscious thought. Kahneman believes that we often leave decisions up to System 1 and generally place far “too much confidence in human judgment” due to the pitfalls of our intuition described above.
  • Not every judgment will be made in a field that is stable and regular enough for an algorithm to help us make judgments or predictions. But in those cases, he notes, “Hundreds of studies have shown that wherever we have sufficient information to build a model, it will perform better than most people.”
  • Experts can avoid the pitfalls of intuition more easily than laypeople. But they need help too, especially as our collective confidence in expertise leads us to overconfidence in their judgments. 
  • This article has referred to the influence of price tags and context on products and experiences like wine and classical music concerts as tricks that skew our perception. But maybe we should consider them a real, actual part of the quality.
  • Losing ourselves in a universe of relativism, however, will lead us to miss out on anything new or unique. Take the example of the song “Hey Ya!” by Outkast. When the music industry heard it, they felt sure it would be a hit. When it premiered on the radio, however, listeners changed the channel. The song sounded too dissimilar from songs people liked, so they responded negatively. 
  • It took time for people to get familiar with the song and realize that they enjoyed it. Eventually “Hey Ya!” became the hit of the summer.
  • Many boorish people talking about the ethereal qualities of great wine probably can't even identify cork taint because their impressions are dominated by the price tag and the wine label. But the classic defense of wine - that you need to study it to appreciate it - is also vindicated. The open question - which is both editorial and empiric - is what it means for the industry that constant vigilance and substantial study is needed to dependably appreciate wine for the product quality alone. But the questions is relevant to the enjoyment of many other products and experiences that we enjoy in life.
  • Maybe the most important conclusion is to not only recognize the fallibility of our judgments and impressions, but to recognize when it matters, and when it doesn’t
dicindioha

Chinese Scientist Blasts Trump's Climate-Change Talk - China Real Time Report - WSJ - 1 views

blogs.wsj.com/...0127cpollute

shared by dicindioha on 09 Feb 17 - No Cached
  • A global-warming skeptic, Mr. Trump has vowed to cancel the accord, which the Obama administration helped broker, in his first 100 days as president.
  • “I think he is cute, saying whatever comes to his mind. I think the U.S. is a cute country too, because a person like him became the president,” said Prof. Ding.
  • The president said in a 2012 tweet that the Chinese created “the concept of global warming.”
  • ...5 more annotations...
  • His argument: that a per capita count of emissions would be more equitable and treat all people the same.
  • One cannot both enjoy the benefits of industrialization and completely avoid the damages of it, he said.
  • “Steel made in China is sold to the U.S. The emission is done in China but the consumption happens in the U.S. It’s unfair to attribute that emission to China,” he said.
  • Unlike in the U.S., climate-change skeptics in China are an extremely rare breed—something that Mr. Ding posited was the result of better science education.
  • urged other nations to stick to the Paris agreement, calling it a “responsibility we must assume for future generations.”
  • dicindioha on 09 Feb 17
     
    I previously bookmarked an article about Australia's role in the Paris accords, and then I did not realize the world is in jeopardy of losing the U.S.'s involvement in it. We are one of the leading producers of gas emissions in the world, so that is scary to think about. It is interesting to see that people in such power as the leader of a forefront country do not trust the science that supports global warming, and it is kind of scary. I think it was also interesting that Prof. Ding said steel made in China is sold to the US, where people use it, so it's unfair to attribute the emission to China. That is an interesting argument considering they are making it in order to sell it, but yes we are using it, so it seems both are at fault here, possibly not just to the US. This climate change argument is all over and after our discussions about trusting science it is amazing to see the different sides up for debate that should be difficult to debate unless people debating are expert scientists in global warming/climate change.
Javier E

New Truths That Only One Can See - NYTimes.com - 1 views

www.nytimes.com/...ths-that-only-one-can-see.html

science research bias replication expert seeing confirmation bias

shared by Javier E on 22 Jan 14 - No Cached
  • Replication, the ability of another lab to reproduce a finding, is the gold standard of science, reassurance that you have discovered something true. But that is getting harder all the time.
  • With the most accessible truths already discovered, what remains are often subtle effects, some so delicate that they can be conjured up only under ideal circumstances, using highly specialized techniques.
  • Taking into account the human tendency to see what we want to see, unconscious bias is inevitable.
  • ...8 more annotations...
  • He and his colleagues could not replicate 47 of 53 landmark papers about cancer. Some of the results could not be reproduced even with the help of the original scientists working in their own labs.
  • Paradoxically the hottest fields, with the most people pursuing the same questions, are most prone to error, Dr. Ioannidis argued. If one of five competing labs is alone in finding an effect, that result is the one likely to be published. But there is a four in five chance that it is wrong. Papers reporting negative conclusions are more easily ignored.
  • The effect is amplified by competition for a shrinking pool of grant money and also by the design of so many experiments — with small sample sizes (cells in a lab dish or people in an epidemiological pool) and weak standards for what passes as statistically significant. That makes it all the easier to fool oneself.
  • The fear that much published research is tainted has led to proposals to make replication easier by providing more detailed documentation, including videos of difficult procedures.
  • A call for the establishment of independent agencies to replicate experiments has led to a backlash, a fear that perfectly good results will be thrown out.
  • Scientists talk about “tacit knowledge,” the years of mastery it can take to perform a technique. The image they convey is of an experiment as unique as a Rembrandt.
  • Embedded in the tacit knowledge may be barely perceptible tweaks and jostles — ways of unknowingly smuggling one’s expectations into the results, like a message coaxed from a Ouija board.
  • Exciting new results will continue to appear. But as the quarry becomes more elusive, the trophies are bound to be fewer and fewer.
Javier E

Opinion | David Brooks: I Was Wrong About Capitalism - The New York Times - 0 views

www.nytimes.com/...david-brooks-capitalism.html

error bias causes personal misjudgment capitalism psychology knowledge

shared by Javier E on 22 Jul 22 - No Cached
  • sometimes I’m just slow. I suffer an intellectual lag.
  • Reality has changed, but my mental frameworks just sit there. Worse, they prevent me from even seeing the change that is already underway — what the experts call “conceptual blindness.”
  • For a while this bet on free-market economic dynamism seemed to be paying off. It was the late 1980s and 1990s
  • ...6 more annotations...
  • In the early 1990s, The Journal sent me on many reporting trips to the U.S.S.R.
  • I saw but did not see the enormous amount of corruption that was going on. I saw but did not see that property rights alone do not spontaneously make a decent society. The primary problem in all societies is order — moral, legal and social order.
  • By the time I came to this job, in 2003, I was having qualms about the free-market education I’d received — but not fast enough. It took me a while to see that the postindustrial capitalism machine — while innovative, dynamic and wonderful in many respects — had some fundamental flaws.
  • The most educated Americans were amassing more and more wealth, dominating the best living areas, pouring advantages into their kids. A highly unequal caste system was forming. Bit by bit it dawned on me that the government would have to get much more active if every child was going to have an open field and a fair chance.
  • the financial crisis hit, the flaws in modern capitalism were blindingly obvious, but my mental frames still didn’t shift fast enough.
  • Sometimes in life you should stick to your worldview and defend it against criticism. But sometimes the world is genuinely different than it was before. At those moments the crucial skills are the ones nobody teaches you: how to reorganize your mind, how to see with new eyes.
catbclark

Why Do Many Reasonable People Doubt Science? - National Geographic Magazine - 0 views

ngm.nationalgeographic.com/...achenbach-text

science bias knowledge education Doubt Evolution Controverse Vaccin Reasonable

shared by catbclark on 24 Feb 15 - No Cached
  • Actually fluoride is a natural mineral that, in the weak concentrations used in public drinking water systems, hardens tooth enamel and prevents tooth decay—a cheap and safe way to improve dental health for everyone, rich or poor, conscientious brusher or not. That’s the scientific and medical consensus.
  • when Galileo claimed that the Earth spins on its axis and orbits the sun, he wasn’t just rejecting church doctrine. He was asking people to believe something that defied common sense
  • all manner of scientific knowledge—from the safety of fluoride and vaccines to the reality of climate change—faces organized and often furious opposition.
  • ...61 more annotations...
  • Empowered by their own sources of information and their own interpretations of research, doubters have declared war on the consensus of experts.
  • Our lives are permeated by science and technology as never before. For many of us this new world is wondrous, comfortable, and rich in rewards—but also more complicated and sometimes unnerving. We now face risks we can’t easily analyze.
  • The world crackles with real and imaginary hazards, and distinguishing the former from the latter isn’t easy.
  • In this bewildering world we have to decide what to believe and how to act on that. In principle that’s what science is for.
  • “Science is not a body of facts,” says geophysicist Marcia McNutt,
  • “Science is a method for deciding whether what we choose to believe has a basis in the laws of nature or not.”
  • The scientific method leads us to truths that are less than self-evident, often mind-blowing, and sometimes hard to swallow.
  • We don’t believe you.
  • Galileo was put on trial and forced to recant. Two centuries later Charles Darwin escaped that fate. But his idea that all life on Earth evolved from a primordial ancestor and that we humans are distant cousins of apes, whales, and even deep-sea mollusks is still a big ask for a lot of people. So is another 19th-century notion: that carbon dioxide, an invisible gas that we all exhale all the time and that makes up less than a tenth of one percent of the atmosphere, could be affecting Earth’s climate.
  • we intellectually accept these precepts of science, we subconsciously cling to our intuitions
  • Shtulman’s research indicates that as we become scientifically literate, we repress our naive beliefs but never eliminate them entirely. They lurk in our brains, chirping at us as we try to make sense of the world.
  • Most of us do that by relying on personal experience and anecdotes, on stories rather than statistics.
  • We have trouble digesting randomness; our brains crave pattern and meaning.
  • we can deceive ourselves.
  • Even for scientists, the scientific method is a hard discipline. Like the rest of us, they’re vulnerable to what they call confirmation bias—the tendency to look for and see only evidence that confirms what they already believe. But unlike the rest of us, they submit their ideas to formal peer review before publishing them
  • other scientists will try to reproduce them
  • Scientific results are always provisional, susceptible to being overturned by some future experiment or observation. Scientists rarely proclaim an absolute truth or absolute certainty. Uncertainty is inevitable at the frontiers of knowledge.
  • Many people in the United States—a far greater percentage than in other countries—retain doubts about that consensus or believe that climate activists are using the threat of global warming to attack the free market and industrial society generally.
  • news media give abundant attention to such mavericks, naysayers, professional controversialists, and table thumpers. The media would also have you believe that science is full of shocking discoveries made by lone geniuses
  • science tells us the truth rather than what we’d like the truth to be. Scientists can be as dogmatic as anyone else—but their dogma is always wilting in the hot glare of new research.
  • But industry PR, however misleading, isn’t enough to explain why only 40 percent of Americans, according to the most recent poll from the Pew Research Center, accept that human activity is the dominant cause of global warming.
  • “science communication problem,”
  • yielded abundant new research into how people decide what to believe—and why they so often don’t accept the scientific consensus.
  • higher literacy was associated with stronger views—at both ends of the spectrum. Science literacy promoted polarization on climate, not consensus. According to Kahan, that’s because people tend to use scientific knowledge to reinforce beliefs that have already been shaped by their worldview.
  • “egalitarian” and “communitarian” mind-set are generally suspicious of industry and apt to think it’s up to something dangerous that calls for government regulation; they’re likely to see the risks of climate change.
  • “hierarchical” and “individualistic” mind-set respect leaders of industry and don’t like government interfering in their affairs; they’re apt to reject warnings about climate change, because they know what accepting them could lead to—some kind of tax or regulation to limit emissions.
  • For a hierarchical individualist, Kahan says, it’s not irrational to reject established climate science: Accepting it wouldn’t change the world, but it might get him thrown out of his tribe.
  • Science appeals to our rational brain, but our beliefs are motivated largely by emotion, and the biggest motivation is remaining tight with our peers.
  • organizations funded in part by the fossil fuel industry have deliberately tried to undermine the public’s understanding of the scientific consensus by promoting a few skeptics.
  • Internet makes it easier than ever for climate skeptics and doubters of all kinds to find their own information and experts
  • Internet has democratized information, which is a good thing. But along with cable TV, it has made it possible to live in a “filter bubble” that lets in only the information with which you already agree.
  • How to convert climate skeptics? Throwing more facts at them doesn’t help.
  • people need to hear from believers they can trust, who share their fundamental values.
  • We believe in scientific ideas not because we have truly evaluated all the evidence but because we feel an affinity for the scientific community.
  • “Believing in evolution is just a description about you. It’s not an account of how you reason.”
  • evolution actually happened. Biology is incomprehensible without it. There aren’t really two sides to all these issues. Climate change is happening. Vaccines really do save lives. Being right does matter—and the science tribe has a long track record of getting things right in the end. Modern society is built on things it got right.
  • Doubting science also has consequences.
  • In the climate debate the consequences of doubt are likely global and enduring. In the U.S., climate change skeptics have achieved their fundamental goal of halting legislative action to combat global warming.
  • “That line between science communication and advocacy is very hard to step back from,”
  • It’s their very detachment, what you might call the cold-bloodedness of science, that makes science the killer app.
  • that need to fit in is so strong that local values and local opinions are always trumping science.
  • not a sin to change your mind when the evidence demands it.
  • for the best scientists, the truth is more important than the tribe.
  • Students come away thinking of science as a collection of facts, not a method.
  • Shtulman’s research has shown that even many college students don’t really understand what evidence is.
  • “Everybody should be questioning,” says McNutt. “That’s a hallmark of a scientist. But then they should use the scientific method, or trust people using the scientific method, to decide which way they fall on those questions.”
  • science has made us the dominant organisms,
  • incredibly rapid change, and it’s scary sometimes. It’s not all progress.
  • But the notion of a vaccine-autism connection has been endorsed by celebrities and reinforced through the usual Internet filters. (Anti-vaccine activist and actress Jenny McCarthy famously said on the Oprah Winfrey Show, “The University of Google is where I got my degree from.”)
    • catbclark
      catbclark on 05 Mar 15
       
      Power of celebraties, internet as a source 
  • The scientific method doesn’t come naturally—but if you think about it, neither does democracy. For most of human history neither existed. We went around killing each other to get on a throne, praying to a rain god, and for better and much worse, doing things pretty much as our ancestors did.
  • We need to get a lot better at finding answers, because it’s certain the questions won’t be getting any simpler.
  • That the Earth is round has been known since antiquity—Columbus knew he wouldn’t sail off the edge of the world—but alternative geographies persisted even after circumnavigations had become common
  • We live in an age when all manner of scientific knowledge—from climate change to vaccinations—faces furious opposition.Some even have doubts about the moon landing.
  • Why Do Many Reasonable People Doubt Science?
  • science doubt itself has become a pop-culture meme.
  • Flat-Earthers held that the planet was centered on the North Pole and bounded by a wall of ice, with the sun, moon, and planets a few hundred miles above the surface. Science often demands that we discount our direct sensory experiences—such as seeing the sun cross the sky as if circling the Earth—in favor of theories that challenge our beliefs about our place in the universe.
  • . Yet just because two things happened together doesn’t mean one caused the other, and just because events are clustered doesn’t mean they’re not still random.
  • Sometimes scientists fall short of the ideals of the scientific method. Especially in biomedical research, there’s a disturbing trend toward results that can’t be reproduced outside the lab that found them, a trend that has prompted a push for greater transparency about how experiments are conducted
  • “Science will find the truth,” Collins says. “It may get it wrong the first time and maybe the second time, but ultimately it will find the truth.” That provisional quality of science is another thing a lot of people have trouble with.
  • scientists love to debunk one another
  • they will continue to trump science, especially when there is no clear downside to ignoring science.”
Javier E

Facebook will now ask users to rank news organizations they trust - The Washington Post - 0 views

www.washingtonpost.com/...-news-organizations-they-trust

fb news media objectivity censorship trust credibility politics judgment disinformation social media bias

shared by Javier E on 20 Jan 18 - No Cached
  • Zuckerberg wrote Facebook is not “comfortable” deciding which news sources are the most trustworthy in a “world with so much division."
  • "We decided that having the community determine which sources are broadly trusted would be most objective," he wrote.
  • The new trust rankings will emerge from surveys the company is conducting. "Broadly trusted" outlets that are affirmed by a significant cross-section of users may see a boost in readership, while less known organizations or start-ups receiving poor ratings could see their web traffic decline
  • ...14 more annotations...
  • The company's changes include an effort to boost the content of local news outlets, which have suffered sizable subscription and readership declines
  • The changes follow another major News Feed redesign, announced last week, in which Facebook said users would begin to see less content from news organizations and brands in favor of "meaningful" posts from friends and family.
  • Currently, 5 percent of Facebook posts are generated by news organizations; that number is expected to drop to 4 percent after the redesign, Zuckerberg said.
  • On Friday, Google announced it would cancel a two-month-old experiment, called Knowledge Panel, that informed its users that a news article had been disputed by independent fact-checking organizations. Conservatives had complained the feature unfairly targeted a right-leaning outlet.
  • More than two-thirds of Americans now get some of their news from social media, according to Pew Research Center.
  • That shift has empowered Facebook and Google, putting them in an uncomfortable position of deciding what news they should distribute to their global audiences. But it also has led to questions about whether these corporations should be considered media companie
  • "Just by putting things out to a vote in terms of what the community would find trustworthy undermines the role for any serious institutionalized process to determine what’s quality and what’s not,” he said.
  • rther criticism that the social network had become vulnerable to bad actors seeking to spread disinformation.
  • Jay Rosen, a journalism professor at New York University, said that Facebook learned the wrong lesson from Trending Topics, which was to try to avoid politics at all costs
  • “One of the things that can happen if you are determined to avoid politics at all costs is you are driven to illusory solutions,” he said. “I don’t think there is any alternative to using your judgement. But Facebook is convinced that there is. This idea that they can avoid judgement is part of their problem.”
  • Facebook revealed few details about how it is conducting its trust surveys,
  • "The hard question we've struggled with is how to decide what news sources are broadly trusted," Zuckerberg wrote. "We could try to make that decision ourselves, but that's not something we're comfortable with. We considered asking outside experts, which would take the decision out of our hands but would likely not solve the objectivity problem. Or we could ask you -- the community -- and have your feedback determine the ranking."
  • Some experts wondered whether Facebook's latest effort could be gamed.
  • "This seems like a positive step toward improving the news environment on Facebook," Diresta said. "That said, the potential downside is that the survey approach unfairly penalizes emerging publications."
Javier E

What Do We Lose If We Lose Twitter? - The Atlantic - 0 views

www.theatlantic.com/...672158

social media twitter effect

shared by Javier E on 17 Nov 22 - No Cached
  • What do we lose if we lose Twitter?
  • At its best, Twitter can still provide that magic of discovering a niche expert or elevating a necessary, insurgent voice, but there is far more noise than signal. Plenty of those overenthusiastic voices, brilliant thinkers, and influential accounts have burned out on culture-warring, or have been harassed off the site or into lurking.
  • Twitter is, by some standards, a niche platform, far smaller than Facebook or Instagram or TikTok. The internet will evolve or mutate around a need for it. I am aware that all of us who can’t quit the site will simply move on when we have to.
  • ...15 more annotations...
  • Perhaps the best example of what Twitter offers now—and what we stand to gain or lose from its demise—is illustrated by the path charted by public-health officials, epidemiologists, doctors, and nurses over the past three years.
  • They offered guidance that a flailing government response was too slow to provide, and helped cobble together an epidemiological picture of infections and case counts. At a moment when people were terrified and looking for any information at all, Twitter seemed to offer a steady stream of knowledgeable, diligent experts.
  • But Twitter does another thing quite well, and that’s crushing users with the pressures of algorithmic rewards and all of the risks, exposure, and toxicity that come with virality
  • t imagining a world without it can feel impossible. What do our politics look like without the strange feedback loop of a Twitter-addled political press and a class of lawmakers that seems to govern more via shitposting than by legislation
  • What happens if the media lose what the writer Max Read recently described as a “way of representing reality, and locating yourself within it”? The answer is probably messy.
  • here’s the worry that, absent a distributed central nervous system like Twitter, “the collective worldview of the ‘media’ would instead be over-shaped, from the top down, by the experiences and biases of wealthy publishers, careerist editors, self-loathing journalists, and canny operators operating in relatively closed social and professional circles.”
  • many of the most hyperactive, influential twitterati (cringe) of the mid-2010s have built up large audiences and only broadcast now: They don’t read their mentions, and they rarely engage. In private conversations, some of those people have expressed a desire to see Musk torpedo the site and put a legion of posters out of their misery.
  • Many of the past decade’s most polarizing and influential figures—people such as Donald Trump and Musk himself, who captured attention, accumulated power, and fractured parts of our public consciousness—were also the ones who were thought to be “good” at using the website.
  • the effects of Twitter’s chief innovation—its character limit—on our understanding of language, nuance, and even truth.
  • “These days, it seems like we are having languages imposed on us,” he said. “The fact that you have a social media that tells you how many characters to use, this is language imposition. You have to wonder about the agenda there. Why does anyone want to restrict the full range of my language? What’s the game there?
  • in McLuhanian fashion, the constraints and the architecture change not only what messages we receive but how we choose to respond. Often that choice is to behave like the platform itself: We are quicker to respond and more aggressive than we might be elsewhere, with a mindset toward engagement and visibility
  • it’s easy to argue that we stand to gain something essential and human if we lose Twitter. But there is plenty about Twitter that is also essential and human.
  • No other tool has connected me to the world—to random bits of news, knowledge, absurdist humor, activism, and expertise, and to scores of real personal interactions—like Twitter has
  • What makes evaluating a life beyond Twitter so hard is that everything that makes the service truly special is also what makes it interminable and toxic.
  • the worst experience you can have on the platform is to “win” and go viral. Generally, it seems that the more successful a person is at using Twitter, the more they refer to it as a hellsite.
Javier E

I Was Trying to Build My Son's Resilience, Not Scar Him for Life - The New York Times - 0 views

www.nytimes.com/...building-child-psychology.html

resilience character psychology

shared by Javier E on 01 Nov 23 - No Cached
  • Resilience is a popular term in modern psychology that, put simply, refers to the ability to recover and move on from adverse events, failure or change.
  • “We don’t call it ‘character’ anymore,” said Jelena Kecmanovic, director of Arlington/DC Behavior Therapy Institute. “We call it the ability to tolerate distress, the ability to tolerate uncertainty.”
  • Studies suggest that resilience in kids is associated with things like empathy, coping skills and problem-solving, though this research is often done on children in extreme circumstances and may not apply to everybody
  • ...10 more annotations...
  • many experts are starting to see building resilience as an effective way to prevent youth anxiety and depression.
  • One solution, according to experts, is to encourage risk-taking and failure, with a few guardrail
  • For instance, it’s important that children have a loving and supportive foundation before they go out and take risks that build resilience
  • “Challenges” are challenging only if they are hard. Child psychologists often talk about the “zone of proximal development” — the area between what a child can do without any help and what a child can’t do, even with help
  • How do you find the bar? Dr. Ginsburg recommends asking your child: “What do you think you can handle? What do you think you can handle with me by your side?”
  • The best way to build resilience is doing something you are motivated to do, no matter your age
  • Experts say the more activities children have exposure to, the better.
  • Sometimes parents just have to lay down the law and force children to break out of their comfort zone
  • “If you don’t persevere through something that’s a little bit hard, sometimes you never get the benefits,”
  • don’t expect your kid to appreciate your efforts, Dr. Kecmanovic said: “They will scream ‘I hate you
Javier E

Eric Kandel's Visions - The Chronicle Review - The Chronicle of Higher Education - 0 views

chronicle.com/...131095

art aesthetics brain science research consciousness psychology

shared by Javier E on 18 Mar 12 - Cached
  • Judith, "barely clothed and fresh from the seduction and slaying of Holofernes, glows in her voluptuousness. Her hair is a dark sky between the golden branches of Assyrian trees, fertility symbols that represent her eroticism. This young, ecstatic, extravagantly made-up woman confronts the viewer through half-closed eyes in what appears to be a reverie of orgasmic rapture," writes Eric Kandel in his new book, The Age of Insight. Wait a minute. Writes who? Eric Kandel, the Nobel-winning neuroscientist who's spent most of his career fixated on the generously sized neurons of sea snails
  • Kandel goes on to speculate, in a bravura paragraph a few hundred pages later, on the exact neurochemical cognitive circuitry of the painting's viewer:
  • "At a base level, the aesthetics of the image's luminous gold surface, the soft rendering of the body, and the overall harmonious combination of colors could activate the pleasure circuits, triggering the release of dopamine. If Judith's smooth skin and exposed breast trigger the release of endorphins, oxytocin, and vasopressin, one might feel sexual excitement. The latent violence of Holofernes's decapitated head, as well as Judith's own sadistic gaze and upturned lip, could cause the release of norepinephrine, resulting in increased heart rate and blood pressure and triggering the fight-or-flight response. In contrast, the soft brushwork and repetitive, almost meditative, patterning may stimulate the release of serotonin. As the beholder takes in the image and its multifaceted emotional content, the release of acetylcholine to the hippocampus contributes to the storing of the image in the viewer's memory. What ultimately makes an image like Klimt's 'Judith' so irresistible and dynamic is its complexity, the way it activates a number of distinct and often conflicting emotional signals in the brain and combines them to produce a staggeringly complex and fascinating swirl of emotions."
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  • His key findings on the snail, for which he shared the 2000 Nobel Prize in Physiology or Medicine, showed that learning and memory change not the neuron's basic structure but rather the nature, strength, and number of its synaptic connections. Further, through focus on the molecular biology involved in a learned reflex like Aplysia's gill retraction, Kandel demonstrated that experience alters nerve cells' synapses by changing their pattern of gene expression. In other words, learning doesn't change what neurons are, but rather what they do.
  • In Search of Memory (Norton), Kandel offered what sounded at the time like a vague research agenda for future generations in the budding field of neuroaesthetics, saying that the science of memory storage lay "at the foothills of a great mountain range." Experts grasp the "cellular and molecular mechanisms," he wrote, but need to move to the level of neural circuits to answer the question, "How are internal representations of a face, a scene, a melody, or an experience encoded in the brain?
  • Since giving a talk on the matter in 2001, he has been piecing together his own thoughts in relation to his favorite European artists
  • The field of neuroaesthetics, says one of its founders, Semir Zeki, of University College London, is just 10 to 15 years old. Through brain imaging and other studies, scholars like Zeki have explored the cognitive responses to, say, color contrasts or ambiguities of line or perspective in works by Titian, Michelangelo, Cubists, and Abstract Expressionists. Researchers have also examined the brain's pleasure centers in response to appealing landscapes.
  • it is fundamental to an understanding of human cognition and motivation. Art isn't, as Kandel paraphrases a concept from the late philosopher of art Denis Dutton, "a byproduct of evolution, but rather an evolutionary adaptation—an instinctual trait—that helps us survive because it is crucial to our well-being." The arts encode information, stories, and perspectives that allow us to appraise courses of action and the feelings and motives of others in a palatable, low-risk way.
  • "as far as activity in the brain is concerned, there is a faculty of beauty that is not dependent on the modality through which it is conveyed but which can be activated by at least two sources—musical and visual—and probably by other sources as well." Specifically, in this "brain-based theory of beauty," the paper says, that faculty is associated with activity in the medial orbitofrontal cortex.
  • It also enables Kandel—building on the work of Gombrich and the psychoanalyst and art historian Ernst Kris, among others—to compare the painters' rendering of emotion, the unconscious, and the libido with contemporaneous psychological insights from Freud about latent aggression, pleasure and death instincts, and other primal drives.
  • Kandel views the Expressionists' art through the powerful multiple lenses of turn-of-the-century Vienna's cultural mores and psychological insights. But then he refracts them further, through later discoveries in cognitive science. He seeks to reassure those who fear that the empirical and chemical will diminish the paintings' poetic power. "In art, as in science," he writes, "reductionism does not trivialize our perception—of color, light, and perspective—but allows us to see each of these components in a new way. Indeed, artists, particularly modern artists, have intentionally limited the scope and vocabulary of their expression to convey, as Mark Rothko and Ad Reinhardt do, the most essential, even spiritual ideas of their art."
  • The author of a classic textbook on neuroscience, he seems here to have written a layman's cognition textbook wrapped within a work of art history.
  • "our initial response to the most salient features of the paintings of the Austrian Modernists, like our response to a dangerous animal, is automatic. ... The answer to James's question of how an object simply perceived turns into an object emotionally felt, then, is that the portraits are never objects simply perceived. They are more like the dangerous animal at a distance—both perceived and felt."
  • If imaging is key to gauging therapeutic practices, it will be key to neuroaesthetics as well, Kandel predicts—a broad, intense array of "imaging experiments to see what happens with exaggeration, distorted faces, in the human brain and the monkey brain," viewers' responses to "mixed eroticism and aggression," and the like.
  • while the visual-perception literature might be richer at the moment, there's no reason that neuroaesthetics should restrict its emphasis to the purely visual arts at the expense of music, dance, film, and theater.
  • although Kandel considers The Age of Insight to be more a work of intellectual history than of science, the book summarizes centuries of research on perception. And so you'll find, in those hundreds of pages between Kandel's introduction to Klimt's "Judith" and the neurochemical cadenza about the viewer's response to it, dossiers on vision as information processing; the brain's three-dimensional-space mapping and its interpretations of two-dimensional renderings; face recognition; the mirror neurons that enable us to empathize and physically reflect the affect and intentions we see in others; and many related topics. Kandel elsewhere describes the scientific evidence that creativity is nurtured by spells of relaxation, which foster a connection between conscious and unconscious cognition.
  • Zeki's message to art historians, aesthetic philosophers, and others who chafe at that idea is twofold. The more diplomatic pitch is that neuroaesthetics is different, complementary, and not oppositional to other forms of arts scholarship. But "the stick," as he puts it, is that if arts scholars "want to be taken seriously" by neurobiologists, they need to take advantage of the discoveries of the past half-century. If they don't, he says, "it's a bit like the guys who said to Galileo that we'd rather not look through your telescope."
  • Matthews, a co-author of The Bard on the Brain: Understanding the Mind Through the Art of Shakespeare and the Science of Brain Imaging (Dana Press, 2003), seems open to the elucidations that science and the humanities can cast on each other. The neural pathways of our aesthetic responses are "good explanations," he says. But "does one [type of] explanation supersede all the others? I would argue that they don't, because there's a fundamental disconnection still between ... explanations of neural correlates of conscious experience and conscious experience" itself.
  • There are, Matthews says, "certain kinds of problems that are fundamentally interesting to us as a species: What is love? What motivates us to anger?" Writers put their observations on such matters into idiosyncratic stories, psychologists conceive their observations in a more formalized framework, and neuroscientists like Zeki monitor them at the level of functional changes in the brain. All of those approaches to human experience "intersect," Matthews says, "but no one of them is the explanation."
  • "Conscious experience," he says, "is something we cannot even interrogate in ourselves adequately. What we're always trying to do in effect is capture the conscious experience of the last moment. ... As we think about it, we have no way of capturing more than one part of it."
  • Kandel sees art and art history as "parent disciplines" and psychology and brain science as "antidisciplines," to be drawn together in an E.O. Wilson-like synthesis toward "consilience as an attempt to open a discussion between restricted areas of knowledge." Kandel approvingly cites Stephen Jay Gould's wish for "the sciences and humanities to become the greatest of pals ... but to keep their ineluctably different aims and logics separate as they ply their joint projects and learn from each other."
Javier E

Why Is It So Hard to Be Rational? | The New Yorker - 0 views

www.newyorker.com/...y-is-it-so-hard-to-be-rational

psychology rationality thinking intellectual reason Bayesian logic Culture crisis

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  • an unusually large number of books about rationality were being published this year, among them Steven Pinker’s “Rationality: What It Is, Why It Seems Scarce, Why It Matters” (Viking) and Julia Galef’s “The Scout Mindset: Why Some People See Things Clearly and Others Don’t” (Portfolio).
  • When the world changes quickly, we need strategies for understanding it. We hope, reasonably, that rational people will be more careful, honest, truthful, fair-minded, curious, and right than irrational ones.
  • And yet rationality has sharp edges that make it hard to put at the center of one’s life
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  • You might be well-intentioned, rational, and mistaken, simply because so much in our thinking can go wrong. (“RATIONAL, adj.: Devoid of all delusions save those of observation, experience and reflection,”
  • You might be rational and self-deceptive, because telling yourself that you are rational can itself become a source of bias. It’s possible that you are trying to appear rational only because you want to impress people; or that you are more rational about some things (your job) than others (your kids); or that your rationality gives way to rancor as soon as your ideas are challenged. Perhaps you irrationally insist on answering difficult questions yourself when you’d be better off trusting the expert consensus.
  • Not just individuals but societies can fall prey to false or compromised rationality. In a 2014 book, “The Revolt of the Public and the Crisis of Authority in the New Millennium,” Martin Gurri, a C.I.A. analyst turned libertarian social thinker, argued that the unmasking of allegedly pseudo-rational institutions had become the central drama of our age: people around the world, having concluded that the bigwigs in our colleges, newsrooms, and legislatures were better at appearing rational than at being so, had embraced a nihilist populism that sees all forms of public rationality as suspect.
  • modern life would be impossible without those rational systems; we must improve them, not reject them. We have no choice but to wrestle with rationality—an ideal that, the sociologist Max Weber wrote, “contains within itself a world of contradictions.”
  • Where others might be completely convinced that G.M.O.s are bad, or that Jack is trustworthy, or that the enemy is Eurasia, a Bayesian assigns probabilities to these propositions. She doesn’t build an immovable world view; instead, by continually updating her probabilities, she inches closer to a more useful account of reality. The cooking is never done.
  • Rationality is one of humanity’s superpowers. How do we keep from misusing it?
  • Start with the big picture, fixing it firmly in your mind. Be cautious as you integrate new information, and don’t jump to conclusions. Notice when new data points do and do not alter your baseline assumptions (most of the time, they won’t alter them), but keep track of how often those assumptions seem contradicted by what’s new. Beware the power of alarming news, and proceed by putting it in a broader, real-world context.
  • Bayesian reasoning implies a few “best practices.”
  • Keep the cooked information over here and the raw information over there; remember that raw ingredients often reduce over heat
  • We want to live in a more rational society, but not in a falsely rationalized one. We want to be more rational as individuals, but not to overdo it. We need to know when to think and when to stop thinking, when to doubt and when to trust.
  • But the real power of the Bayesian approach isn’t procedural; it’s that it replaces the facts in our minds with probabilities.
  • Applied to specific problems—Should you invest in Tesla? How bad is the Delta variant?—the techniques promoted by rationality writers are clarifying and powerful.
  • the rationality movement is also a social movement; rationalists today form what is sometimes called the “rationality community,” and, as evangelists, they hope to increase its size.
  • In “Rationality,” “The Scout Mindset,” and other similar books, irrationality is often presented as a form of misbehavior, which might be rectified through education or socialization.
  • Greg tells me that, in his business, it’s not enough to have rational thoughts. Someone who’s used to pondering questions at leisure might struggle to learn and reason when the clock is ticking; someone who is good at reaching rational conclusions might not be willing to sign on the dotted line when the time comes. Greg’s hedge-fund colleagues describe as “commercial”—a compliment—someone who is not only rational but timely and decisive.
  • You can know what’s right but still struggle to do it.
  • Following through on your own conclusions is one challenge. But a rationalist must also be “metarational,” willing to hand over the thinking keys when someone else is better informed or better trained. This, too, is harder than it sounds.
  • For all this to happen, rationality is necessary, but not sufficient. Thinking straight is just part of the work. 
  • I found it possible to be metarational with my dad not just because I respected his mind but because I knew that he was a good and cautious person who had my and my mother’s best interests at heart.
  • between the two of us, we had the right ingredients—mutual trust, mutual concern, and a shared commitment to reason and to act.
  • Intellectually, we understand that our complex society requires the division of both practical and cognitive labor. We accept that our knowledge maps are limited not just by our smarts but by our time and interests. Still, like Gurri’s populists, rationalists may stage their own contrarian revolts, repeatedly finding that no one’s opinions but their own are defensible. In letting go, as in following through, one’s whole personality gets involved.
  • in truth, it maps out a series of escalating challenges. In search of facts, we must make do with probabilities. Unable to know it all for ourselves, we must rely on others who care enough to know. We must act while we are still uncertain, and we must act in time—sometimes individually, but often together.
  • The realities of rationality are humbling. Know things; want things; use what you know to get what you want. It sounds like a simple formula.
  • The real challenge isn’t being right but knowing how wrong you might be.By Joshua RothmanAugust 16, 2021
  • Writing about rationality in the early twentieth century, Weber saw himself as coming to grips with a titanic force—an ascendant outlook that was rewriting our values. He talked about rationality in many different ways. We can practice the instrumental rationality of means and ends (how do I get what I want?) and the value rationality of purposes and goals (do I have good reasons for wanting what I want?). We can pursue the rationality of affect (am I cool, calm, and collected?) or develop the rationality of habit (do I live an ordered, or “rationalized,” life?).
  • Weber worried that it was turning each individual into a “cog in the machine,” and life into an “iron cage.” Today, rationality and the words around it are still shadowed with Weberian pessimism and cursed with double meanings. You’re rationalizing the org chart: are you bringing order to chaos, or justifying the illogical?
  • For Aristotle, rationality was what separated human beings from animals. For the authors of “The Rationality Quotient,” it’s a mental faculty, parallel to but distinct from intelligence, which involves a person’s ability to juggle many scenarios in her head at once, without letting any one monopolize her attention or bias her against the rest.
  • In “The Rationality Quotient: Toward a Test of Rational Thinking” (M.I.T.), from 2016, the psychologists Keith E. Stanovich, Richard F. West, and Maggie E. Toplak call rationality “a torturous and tortured term,” in part because philosophers, sociologists, psychologists, and economists have all defined it differently
  • Galef, who hosts a podcast called “Rationally Speaking” and co-founded the nonprofit Center for Applied Rationality, in Berkeley, barely uses the word “rationality” in her book on the subject. Instead, she describes a “scout mindset,” which can help you “to recognize when you are wrong, to seek out your blind spots, to test your assumptions and change course.” (The “soldier mindset,” by contrast, encourages you to defend your positions at any cost.)
  • Galef tends to see rationality as a method for acquiring more accurate views.
  • Pinker, a cognitive and evolutionary psychologist, sees it instrumentally, as “the ability to use knowledge to attain goals.” By this definition, to be a rational person you have to know things, you have to want things, and you have to use what you know to get what you want.
  • Introspection is key to rationality. A rational person must practice what the neuroscientist Stephen Fleming, in “Know Thyself: The Science of Self-Awareness” (Basic Books), calls “metacognition,” or “the ability to think about our own thinking”—“a fragile, beautiful, and frankly bizarre feature of the human mind.”
  • A successful student uses metacognition to know when he needs to study more and when he’s studied enough: essentially, parts of his brain are monitoring other parts.
  • In everyday life, the biggest obstacle to metacognition is what psychologists call the “illusion of fluency.” As we perform increasingly familiar tasks, we monitor our performance less rigorously; this happens when we drive, or fold laundry, and also when we think thoughts we’ve thought many times before
  • The trick is to break the illusion of fluency, and to encourage an “awareness of ignorance.”
  • metacognition is a skill. Some people are better at it than others. Galef believes that, by “calibrating” our metacognitive minds, we can improve our performance and so become more rational
  • There are many calibration methods
  • nowing about what you know is Rationality 101. The advanced coursework has to do with changes in your knowledge.
  • Most of us stay informed straightforwardly—by taking in new information. Rationalists do the same, but self-consciously, with an eye to deliberately redrawing their mental maps.
  • The challenge is that news about distant territories drifts in from many sources; fresh facts and opinions aren’t uniformly significant. In recent decades, rationalists confronting this problem have rallied behind the work of Thomas Bayes
  • So-called Bayesian reasoning—a particular thinking technique, with its own distinctive jargon—has become de rigueur.
  • the basic idea is simple. When new information comes in, you don’t want it to replace old information wholesale. Instead, you want it to modify what you already know to an appropriate degree. The degree of modification depends both on your confidence in your preëxisting knowledge and on the value of the new data. Bayesian reasoners begin with what they call the “prior” probability of something being true, and then find out if they need to adjust it.
  • Bayesian reasoning is an approach to statistics, but you can use it to interpret all sorts of new information.
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