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“It’s almost like people will say to you, ‘I want a strategy,’ and what they really mean is, ‘I want someone to understand,’” said Heather Havrilesky, an advice columnist and author of “What if This Were Enough?”

Be clear on the advice-seeker’s goals. When people approach Austin Kleon, author of “Steal Like an Artist,” for advice, he drills down and identifies the exact problem: “What do you want to know specifically that I can help you with?” This way, he won’t overwhelm the person with irrelevant information.

Consider your qualifications. People often go to those close to them for advice, even if family members and friends aren’t always in the best position to effectively assist, Dr. Tost said. Ask yourself: “Do I have the expertise, experience or knowledge needed to provide helpful advice in this situation?” If you do, fantastic! Advise away. If you don’t, rather than give potentially unhelpful advice, identify someone who is in a better position to help.

Words have power. Words can heal. A recent study found that doctors who simply offer assurance can help alleviate their patients’ symptoms. It’s essential to start the advice-giving conversation with this same reassuring tone.

People tend to resist when advice is preachy, Ms. Marshall said. Saying, “I’ve been there and here’s what I did,” makes people more receptive

Look for physical signs of relief. Examine facial cues and body language: eyes and mouth softening, shoulders lowering or letting breath out, for example. Those are good indicators your advice is resonating.

Identify takeaways (and give an out). It’s not realistic for people to act on every piece of advice you give. After discussing a problem and suggesting how to handle it, Ms. Marshall asks her clients what tidbit resonated with them the most.

“Your mileage may vary. Take what you need and leave the rest.”

Agree on next steps. Lastly, ask what kind of continued support is needed (if any) and what efforts should be avoided.

She identifies herself as having just started her second postdoc in the lab of the adviser trying to look down her shirt. A postdoctoral researcher already has a Ph.D., and frequently has her own funding, but does not yet have a permanent position or the institutional affiliation and (relative) job security that goes with it

Postdocs rely on the forbearance of an adviser who gives them lab space (and usually some other resources), an institutional affiliation, and, one hopes, some mentoring in how to succeed as a member of their scientific community.

terrible advice

postdoc wants an adviser that engages her as a scientist, someone committed to helping her gain both the competence and the confidence to become a full-fledged colleague in the scientific community. These are not goals that are fostered when the adviser regularly tries to look down the postdoc’s shirt.

Huang’s column suggested that, because workplaces are part of life, they are also places where we ought to expect people’s libido to influence their behavior. She wrote, “the kind of behavior you mention is common in the workplace.”

Huang offered her opinion that the adviser in question had not crossed that legal line. On that basis, Huang argued that even though leering is inappropriate workplace behavior, the postdoc should “put up with it, with good humor if you can.”

postdoc may have more power than a graduate student, she has significantly less power than her adviser, especially given the importance of networking in building one’s scientific reputation, establishing future collaborations, and locating a permanent position.

It matters not a whit whether the behavior rises to the level of unlawful sexual harassment. It

Telling this early career scientist to grin and bear unprofessional behavior from her adviser, rather than doing something to mitigate it, leaves her stuck in a professional relationship where it may never be possible to engage the adviser’s scientific interest without concerns about engaging his carnal interest

It will be hard to get mentoring without wondering if there are unspoken strings attached.

It will be hard for the postdoc to believe her adviser sees her as a colleague — or for her to see herself as one

So “Bothered” probably doesn’t want to confront her adviser in a way that comes across as accusing, and she should almost certainly have back-up from someone else in her scientific community with enough power to protect her

If it doesn’t look like there’s a reasonable way to ask the adviser to stop without repercussions, the postdoc’s confidants can help her develop an escape plan so “Bothered” can receive the mentoring (and salary and benefits) she needs without the hassle of an adviser’s unprofessional behavior.

the best advice begins with an expression of emotional support.

A third option is to dive right in and get the painful moment over with as quickly as possible.

Much of the epidemiological data underpinning the government’s dietary advice comes from studies run by Harvard’s school of public health. In 2011, directors of the National Institute of Statistical Sciences analyzed many of Harvard’s most important findings and found that they could not be reproduced in clinical trials.

In 2013, government advice to reduce salt intake (which remains in the current report) was contradicted by an authoritative Institute of Medicine study. And several recent meta-analyses have cast serious doubt on whether saturated fats are linked to heart disease, as the dietary guidelines continue to assert.

In clearing our plates of meat, eggs and cheese (fat and protein), we ate more grains, pasta and starchy vegetables (carbohydrates). Over the past 50 years, we cut fat intake by 25 percent and increased carbohydrates by more than 30 percent, according to a new analysis of government data. Yet recent science has increasingly shown that a high-carb diet rich in sugar and refined grains increases the risk of obesity, diabetes and heart disease — much more so than a diet high in fat and cholesterol.

Today, we are poised to make the same mistakes. The committee’s new report also advised eliminating “lean meat” from the list of recommended healthy foods, as well as cutting back on red and processed meats. Fewer protein choices will likely encourage Americans to eat even more carbs. It will also have policy implications: Meat could be limited in school lunches and other federal food programs.

It’s possible that a mostly meatless diet could be healthy for all Americans — but then again, it might not be. We simply do not know. There are no rigorous clinical trials on such a diet, and although epidemiological data exists for adult vegetarians, there is none for children.

We have to start looking more skeptically at epidemiological studies and rethinking nutrition policy from the ground up.

Until then, we would be wise to return to what worked better for previous generations: a diet that included fewer grains, less sugar and more animal foods like meat, full-fat dairy and eggs

This advice, when you encounter it in the midst of a cycle of breath-shortening attacks, may sound cruel.

First, Weekes says, you must decide to truly experience the panic, to let it burst out into your fingers, your gut, your skull.

Then, sink into it like a warm pool.

Finally, rather than mentally kicking your legs to keep your nose out of the water, flip onto your back. “Stop holding tensely onto yourself,” she writes, “trying to control your fear, trying ‘to do something about it’ while subjecting yourself to constant self-analysis.” Just float through it, observing that it’s happening and recognizing that it will end.

Weekes promises that “every unwelcome sensation can be banished, and you can regain peace of mind and body.”

her advice, hard-earned through her own lifelong anxiety, which would wake her out of sleep to torment her, is so simple that “Hope and Help” essentially turns into a soothing repetition of two points.

First, that what we’re mostly afraid of is fear. And second, that “by your own anxiety you are producing the very feelings you dislike so much.”

you can best fight your panic by refusing to fight the panic.

And in short: It works.

a cultish devotion to her simple and direct advice means that today the book is prized by the readers, including me, whom it has guided out of emotional suffocation. A scroll through its Amazon reviews turns up one gushing convert after another.

Weekes’s work has the particular effect of pushing me to see that something lies beyond the moments of slip-sliding terror I f

this one has potent advice for the present moment, when many of us feel we must push back our disquiet more tenaciously than ever. If you’re afraid, then be afraid. You might float through to the other side.

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.

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.

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.

He has encouraged the company’s HR executives to think about applying the games to the recruitment and evaluation of all professional workers.

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

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

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

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”

what most excites him are the possibilities that arise from monitoring the entire life cycle of a worker at any given company.

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.”

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.

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.

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.

I am an expert in all things digital, and I’m willing to help.

Tech is hard stuff, and new ventures should be attempted with extreme care, especially by those whose history of entrepreneurship is littered with the carcasses of, say, Trump Steaks.

Or Trump Water. Or Trump University. Or Trump magazine. Or Trump Casinos. Or Trump Mortgages. Or Trump Airlines. Or Trump Vodka. Or the Trump pandemic response. Or, of course, the 2020 Trump presidential campaign.

So, Mr. Trump, here’s my advice.

I advise you to embrace your myriad failures as if they’re your best friends.

Even if “fail” and “don’t work” are the same thing, in tech these are seen as a badge of honor rather than as a sign that you are terrible at executing a business plan and engage in only meaningless optics.

Engage in meaningless optics.

uckily, this fits right in your wheelhouse — a talent that you have displayed in spades since the beginnings of your career.

“genius is 1 percent inspiration and 99 percent perspiration.” I might rephrase that for your entry into tech by saying, genius is 1 percent instigation and 99 percent perfidy.

Instigation and perfidy, in fact, make the perfect formula for a modern-day social network, so you are already well on your way, given your skill set.

Crazy ALL-CAP declarations designed to foment anger? Check.

Baseless conspiracies? Check

Incessant lies? Check.

Self-aggrandizing though badly spelled streams that actually reveal a profound lack of self-esteem? Check.

Link-baiting hateful memes? Double check.

Inciting violence over election fraud with both explicit and cryptic messages to your base, in order to get them to think they should attack the Capitol, like, for real? Checkmate

hate-tweet at you, and, of course, all the fake media

You didn’t start the fire — well, maybe you did — but you definitely need to keep stoking it.

A social network requires a lot of it, including servers, apps and content moderation tools. You’ll need a whole army of geeks whom you’ll have to pay real money.

As for your future competitors … Twitter has seen its shares rise sharply since it tossed you off for life.

You still might get a reprieve over at Facebook, where an oversight board is contemplating your fate. We’ll see what the chief executive, Mark Zuckerberg, decides after the board makes a ruling.

Keep in mind, Mr. Zuckerberg really is the most powerful man in the world; that was even the case when you were in the Oval Office.

And while he once bear-hugged your administration, he is now sidling up to President Biden.

Avoid MeinSpace and InstaGraft, for obvious reasons. The narcissist in you might go for The_Donald, which you might now be able to use, since Reddit banned the 800,000-member forum with that name for violating its rules against harassment, hate speech, content manipulation and more.

(Sounds like just the kind of folks you like and who like you.)

Trumpets are brash and loud, and they’re often badly played and tinny. Right on brand, I’d say.

I’m not losing my son to this.”

are watching their children slide down an increasingly slippery path into an all-consuming digital life.

There

“There will be a period of epic withdrawal,”

that children’s brains, well through adolescence, are considered “plastic,” meaning they can adapt and shift to changing circumstances.

elling parents not to feel guilty about allowing more screen time, given the stark challenges of lockdowns. Now, she said, she’d have given different advice if she had known how long children would end up stuck at home.

I probably would have encouraged families to turn off Wi-Fi except during school hours so kids don’t feel tempted every moment, night and day,”

nine months of 2020, an increase of 82 percent over the year before.

In the United States, for instance, children spent, on average, 97

minutes a day on YouTube in March and April, up from 57 minutes in February, and nearly double the use a year prior

“The Covid Effect.”

What concerns researchers, at a minimum, is that the use of devices is a poor substitute for activities known to be central to health, social and physical development, including physical play and other interactions that help children learn how to confront challenging social situations.

Dr. Briasouli said. Some days, she said, she watches her son sit with three devices, alternating play among them.

These are the tools of their lives,” he said. “Everything they will do, they will do through one of these electronic devices, socialization included.”

“he laughs and has some social interaction with his buddies,”

said he believed that adults and children alike could, with disciplined time away from devices, learn to disconnect. But doing so has become complicated by the fact that the devices now are at once vessels for school, social life, gaming and other activities central to life.

Dr. Radesky said that the mingling of all of these functions not only gives children a chance to multitask, it also allows young people to “escape” from any uncomfortable moment they may face.

Instead, he hangs out online with his old frie

I’ve failed you as a father,”

For example, surgeons are more likely to recommend surgery than non-surgeons. Radiation-oncologists recommend radiation more than other physicians. This is known as specialty bias.

patients with localized prostate cancer (a condition that has multiple effective treatment options) who heard their surgeon disclose his or her specialty bias were nearly three times more likely to have surgery than those patients who did not hear their surgeon reveal such a bias.

To be sure, physicians who disclose a financial conflict of interest or a specialty bias do not necessarily give poor advice.

When bias is unavoidable, as with specialty bias, options such as patient educational materials could alert patients to this problem without hearing it directly from the physician. Another solution could be multidisciplinary treatment consultations, in which patients meet multiple specialists at the same time.

Consumers should be aware of their reactions to disclosure and take time out to reconsider their options and seek second opinions. And advisers and policy makers must understand the potential unintended consequences when using disclosure as a solution to manage bias.

Ignatius advises creating a list, but also takes it a step further by urging people to listen to their feelings as they consider the pros and cons for each option.

he asks individuals to consider: Do some pros or cons stand out because they bring you a sense of peace, joy or hope? Or feelings of dread, anxiety or despair?

He advises probing the origin of the feelings to find out if they come, for example, from desires for power or greed, fear of what others may think, a desire to do good or to be selfless.

Ignatius teaches that freedom from attachment to a particular choice or outcome is essential

Ignatius also advises that individuals share their deliberations with a confidant, advice that he followed when making his own decisions.

the process of sharing emotions with others helps make sense of our thoughts and feelings.

Ignatius advises individuals to act on reason, feeling confident that they have invested their time and energy to make a good choice.

How can non-religious people use this advice? I argue they can consider how their decisions will affect the vulnerable, the poorest and the most marginalized

He also urged people to make decisions for the “greater glory of God.”

Ignatius offers three imaginative exercises if no clear choice emerges:

Imagine that a friend comes to you with the same situation

Imagine that you are on your deathbed

Imagine a conversation with the divine

3. Seek Confirmation

2. Imaginative Reflection

The emotions they feel following a decision, such as peace, freedom, joy, love or compassion, might give an indication if it is the right choice.

He realized that pursuing worldly honor was not as fulfilling as doing the work of God.

In today’s hurried world, a 16th-century Catholic mystics’ advice may seem quaint or his process tedious. However, many modern psychological approaches confirm the value of such reflective practices.

Imaginative reflections like these offer clarity to decision-making by providing another perspective to the decision at hand.

Harvard Business School, I think put out a study a few years ago, showing that something like 30% of all hiring for what's called sort of bachelor's level jobs are for skill sets that don't require a bachelor's. So that alone exclude something like 70% of African Americans for no reason.

This whole pandemic, what it's done, it's unmasked the huge disparities that exist in our society already. I mean, the fact of the matter is this educational one we just talked about in terms of access to broadband and hardware. But you look at the disparities. I mean, the African American according to a study at Yale is 3.5 times more likely to die from COVID than a white. Somebody who's Latinix is three times more likely to die. So this has unmasked these huge structural elements of racism that existed in this country for a long time. And we need to step up to those structural elements that determine the lives of so many people.

Well, this virus doesn't really care about that. And if you're going to do it, if you're going to exercise your liberty at my personal expense, then we can't control the pandemic. And the Europeans are looking at that and they're saying, "We don't want you bringing that into our shores."

We have to have the psychological armor to defend ourselves against the racism that's all around us, that's the first piece of advice.

The second piece of advice I give is that, you really can't plan your career. You have to take advantage of all the opportunities that you have before you. And I believe that at least in my own instance, what helped me a lot was that I wanted a certain level of autonomy and accountability. And when you do that, you get more responsibility because you are willing to go outside the lane of what most people do.

it's sort of humorous to me when people say to me, "I don't see color. I don't even notice that you're a Black man." Every minute of my life, I realize I'm a Black man. How they don't realize it is beyond me. But I really think it's important for young African Americans to have their own communities, to reinforce one another so that they can deal with that incoming.

My father Otis Frazier 's father, Richard Frazier , was born in 1861. And so I have only one generation between me and slavery, which is quite unusual for someone at this stage. And my father only had a third grade education and what passed for third grade education for an African American child in South Carolina, between 1906 to 1909. But he was self-taught. He had immaculate habits of speech and dress and behavior, and he was his own man. And he gave me the single most important piece of advice I've ever had when I was growing up in the inner city. And here it is, he would say to me, Kenny, what other people think about you is none of your damn business. And the sooner you learn that, the better off you'll be

now I can see when you're running a company like Merck and Wall Street is criticizing you because you don't do what they want you to do, I can hear my father saying, you know what they think about you is none of your damn business.

And that is what it meant to be a man to me, was to get up every morning, go to work, take care of your family, take your family to church on Sunday and to make sure that your children understood the importance of education and opportunity. And so, while I was born in a really tough inner city neighborhood, I always tell people I had the good fortune to be born in my mother and my father's house. More my father, because my mother died when I was really young and I was raised by a father who was not sentimental about his children, but had high standards. And it helped me a lot to have to live up to my father's standards, which I'm still living up to.

You similarly don’t want to come crashing down on your knee so you break your kneecap or do that maneuver where you kind of pedal with your feet to catch yourself, which can lead to broken bones in your foot and ankle.

Paratroopers’ goal is to fall sideways in the direction the wind is carrying them — in no way resisting the momentum of the fall. When the balls of their feet barely reach the ground, they immediately distribute the impact in rapid sequence up through the calf to the thigh and buttocks.

Accept that you’re falling and go with it, round your body, and don’t stiffen and distribute the energy so you take the fall in the widest area possible,

Young children are arguably the best fallers because they have yet to develop fear or embarrassment, so they just tumble and roll without tensing up and trying to catch themselves.

WebMD is a corporation that started as an ad-supported health-alarmism site with revenues of $504 million in 2010

the Mayo Clinic is a nonprofit medical-practice-and-research group that started as a clinic. Mayo’s storied past as the country’s premier research hospital, in Rochester, Minn., and its storied present as one of Fortune’s “100 Best Companies to Work For” surface in the integrity of the site itself, which — though not ad-free — is spare and neatly organized, with the measured, learned voice of the best doctors

The integrity of the whole institution is on the line with this site, and the Mayo Clinic has every motivation to keep its information authoritative and up to date.

Here is how it works: Each suitor proposes to his first-choice mate; each woman has her own list of favorites. (The economists worked from the now-quaint premise that men only married women, and did the proposing.) She rejects all proposals except her favorite — but does not give him a firm answer. Each suitor rejected by his most beloved then proposes to his second choice, and each woman being wooed in this round again rejects all but her favorite.

The courting continues until everyone is betrothed. But because each woman has waited to give her final answer (the “deferred acceptance”), she has the opportunity to accept a proposal later from a suitor whom she prefers to someone she had tentatively considered earlier. The later match is preferable for her, and therefore more stable.

The deferred acceptance algorithm, Professor Pathak said, is “one of the great ideas in economics.” It quickly became the basis for a standard lesson in graduate-level economics courses.

In the case of rejection, the algorithm looks to make a match with a student’s second-choice school, and so on. Like the brides and grooms of Professors Gale and Shapley, students and schools connect only tentatively until the very end of the process.

Professor Abdulkadiroglu said he had fielded calls from anguished parents seeking advice on how their children could snare the best match. His advice: “Rank them in true preference order.”

It seems that most students prefer to go to school close to home, and if nearby schools are underperforming, students will choose them nevertheless. Researching other options is labor intensive, and poor and immigrant children in particular may not get the help they need to do it.

over the past several years policy makers across the Western world have pretty much ignored the professional consensus on government spending and everything else, placing their faith instead in doctrines most economists firmly reject.

Am I saying that the professional consensus is always right? No. But when politicians pick and choose which experts — or, in many cases, “experts” — to believe, the odds are that they will choose badly.

Moreover, experience shows that there is no accountability in such matters. Bear in mind that the American right is still taking its economic advice mainly from people who have spent many years wrongly predicting runaway inflation and a collapsing dollar.

All of which raises a troubling question: Are we as societies even capable of taking good policy advice?

Economists used to assert confidently that nothing like the Great Depression could happen again. After all, we know far more than our great-grandfathers did about the causes of and cures for slumps, so how could we fail to do better? When crises struck, however, much of what we’ve learned over the past 80 years was simply tossed aside.

macroeconomics, of course, isn’t the only challenge we face. In fact, it should be easy compared with many other issues that need to be addressed with specialized knowledge, above all climate change. So you really have to wonder whether and how we’ll avoid disaster.

I actually think Peterson was right to observe that it’s remarkable how many students at the universities where they tested some of his theories hadn’t been told these things. Though I thought it was interesting that he seemed to think that teaching this kind of thing was a job for the educational system rather than the parents

I think perhaps we’re both lucky in that though our backgrounds are different, we both come from relatively stable families with parents and surrounding adults who inculcated these “rules” intrinsically, from our youth on. So the Peterson gospel doesn’t feel new to us.

The fact that there are whole swaths of our generation who are advantaged by already knowing this information about how to make your life better, and another whole swath who is being left behind, character and life-formation wise, because they don’t. And they are left to rely on Jordan Peterson.

He is convinced of the importance and significance of these stories, these words — and religion, and its significance. At one point he stated that he didn’t have a materialist view of the world, but actually a “deeply religious” one.

Just in the week or so I was reading “12 Rules,” I had several men my age come up to me on buses or in coffee shops and strike up conversations with me about Peterson — the one thing they all talked about right away was how the book had a lot of “hard truths” that they needed to hear

largely the message you come away with is that if you don’t like the way things are going, it’s your fault and your fault alone. And that’s an easier message to believe when you’re a white male and systemic obstacles aren’t really a thing you run into.

Jordan Peterson professes not to be religious, but he is. His book is built on what he describes as archetypal myths from different cultures, but leans *very* heavily on Judeo-Christian ones especially — Cain and Abel and the stories of Jesus’s life, from his temptation in the desert to his death and resurrection.

This tendency was even more pronounced in his live lecture. Basically every line, every piece of advice he gave, was supported by a Bible verse. At one point, he quoted the gospel of Matthew: “Knock and the door will be opened to you” — and said, “This is how life works, ACTUALLY” — basically glaring at the crowd and daring them to disagree.

One thing that’s definitely central to the book is telling people (particularly men) that life is hard, and you need to get it together.

He’s not keeping great company. But I think his personal work and statements are generally benign, in many cases actually helpful, in that they urge young people to seek out a better-structured and more meaningful life.

I agree it’s inaccurate to label him as alt-right, though that is a low bar to clear. Frankly I see him more as a mainstream conservative. I think part of the reason people get this wrong is that there’s a big gap between what boosted his fame and what the central thrust of his book is

I think “traditionalist” is probably the best label for him — both because his views are traditionalist and because his worldview is so dependent on traditions (or at least what he sees as traditions.)

The idea is that because people and environments are always changing, partners must provide one another with enough corrective feedback so they can be “on the same page.” 

Gottman and his colleagues found that couples who remained stoic during conflicts actually tended to fare worse than couples that were more “volatile".

These couples exert a healthy amount of influence on one another, both positively and negatively. But as long as their interactions favor the positive, they tend to enjoy relatively stable relationships over the long term.

The 5:1 ratio also seems to ring true in the business world.

The results showed that the most successful teams made an average of 5.6 positive comments per every negative one, while the average ratio among the lowest performing teams was just 0.36 to 1.

Negative feedback can prevent you from driving off a cliff.

The guilt I felt about this compelled me to objectively review the literature on mRNA vaccines. Not being an expert in virology or biochemistry, I realized I had to quickly master unfamiliar words like “transfection” and concepts about gene sequences. Slowly, the information I was devouring started changing my beliefs.

I learned that research into using mRNA for vaccinations and cancer therapies has been ongoing for the past 30 years. Trial and error have refined this modality so that it was almost fully fledged by the time Covid hit

The mRNA from the vaccine is broken down quickly in our cells, and the coronavirus spike protein is expressed only transiently on the cell surface.

Furthermore, this type of vaccine is harnessing a technique that viruses already use.

It was humbling to have to change my mind. As I booked my vaccination time slot, I realized how lucky I am to have access to all this research, as well as the training to understand it.

As medical professionals, we cannot afford to be paternalistic and trust that people will follow advice without all the facts. This is especially true in Australia, where the vast majority of us have never witnessed firsthand the ravages that this disease can inflict.

Like all new converts, I am now a true believer: I’d like everyone to be vaccinated. But autonomy is a precious tenet of a free society, and I’m glad the ethicists have advised against mandating the vaccine

just hope that with more robust discussion and the wider dissemination of scientific knowledge, we may sway people like me — who have what may be valid reservations — to get the vaccine.