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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.

In a 2014 paper, the Australian psychology professor Arthur E. Poropat cites research showing that both conscientiousness (which he defines as a tendency to be “diligent, dutiful and hardworking”) and openness (characterized by qualities like creativity and curiosity) are more highly correlated with student performance than intelligence is.

Some already have. “Grit” — which the psychology professor Angela Duckworth of the University of Pennsylvania and her co-authors define in a 2007 paper as “perseverance and passion for long-term goals,” and which they see as overlapping in some ways with conscientiousness — has become part of the curriculum at a number of schools.

We know that these noncognitive traits can be taught. We also know that it is necessary for success. You look at anybody who has had long-term sustainable success, and every one of them exhibited at some point this grit, this tenacity to keep going.”

One result of the class, which includes lessons on people, like Malala Yousafzai, who have overcome significant challenges: Students “are now willing to do the hard thing instead of always running to what was easy.” Ms. Benedix also coordinates a districtwide grit initiative — since it began, she says, the number of high schoolers taking advanced-placement classes has increased significantly.

The advantage of having many different waves of data from the same people is that it enables researchers to speculate on whether changes in one characteristic cause changes in another. This can be done by asking whether changes at one time in one factor predict another more strongly than the reverse

irst, as we might expect, people’s personality characteristics and values are fairly stable. People’s responses to both the personality inventory and the values scale did not change much over time. However, the responses to the personality inventory changed less than the responses to the values survey.

Overall, some personality characteristics and some values are related. Agreeableness was correlated with the value of being prosocial (that is, wanting to engage in positive actions for society). Conscientiousness was correlated with conformity (which reflects that conscientious people tend to want to follow rules including societal rules). Extraversion was related to the value of enjoyment. Openness correlated with the value of self-direction. There were no strong correlations between neuroticism and any of the values.

In addition, personality traits appeared to influence a variety of measures of well-being. People high in agreeableness, conscientiousness, extraversion, and openness tended to show higher measures of well-being while being high in neuroticism was linked to decreased measures of well-being.

First, in an era in which key findings fail to replicate, this study solidifies the relationship between personality characteristics and values that have been observed before. It also demonstrates that both personality characteristics and values change slowly.

Second, this work suggests that changes in personality characteristics (which reflect people’s underlying motivation) have a bigger impact on values than changes in values have on people’s personality characteristics.

Third, this work suggests that both personality characteristics and values are related to people’s sense of well-being. However, personality characteristics seem to have a broad impact. Changes in personality can precede changes in well-being, but it appears that changes in well-being may actually have an impact on people’s values.

Moreover, using the child-rearing questionnaire, African-Americans score as far more authoritarian than whites

what, exactly, is an “authoritarian” personality? How do you measure it?

for more than half a century — social scientists have tried to figure out why some seemingly mild-mannered people gravitate toward a strongman

the philosopher (and German refugee) Theodor Adorno collaborated with social scientists at the University of California at Berkeley to investigate why ordinary people supported fascist, anti-Semitic ideology during the war. They used a questionnaire called the F-scale (F is for fascism) and follow-up interviews to analyze the “total personality” of the “potentially antidemocratic individual.”

The resulting 1,000-page tome, “The Authoritarian Personality,” published in 1950, found that subjects who scored high on the F-scale disdained the weak and marginalized. They fixated on sexual deviance, embraced conspiracy theories and aligned themselves with domineering leaders “to serve powerful interests and so participate in their power,”

“Globalized free trade has shafted American workers and left us looking for a strong male leader, a ‘real man,’” he wrote. “Trump offers exactly what my maladapted unconscious most craves.”

one of the F-scale’s prompts: “Obedience and respect for authority are the most important virtues children should learn.” Today’s researchers often diagnose latent authoritarians through a set of questions about preferred traits in children: Would you rather your child be independent or have respect for elders? Have curiosity or good manners? Be self-reliant or obedient? Be well behaved or considerate?

a glance at the Christian group Focus on the Family’s “biblical principles for spanking” reminds us that your approach to child rearing is not pre-political; it is shorthand for your stance in the culture wars.

“All the social sciences are brought to bear to try to explain all the evil that persists in the world, even though the liberal Enlightenment worldview says that we should be able to perfect things,” said Mr. Strouse, the Trump voter

what should have been obvious:

“Trump’s electoral strength — and his staying power — have been buoyed, above all, by Americans with authoritarian inclinations,” wrote Matthew MacWilliams, a political consultant who surveyed voters during the 2016 election

The child-trait test, then, is a tool to identify white people who are anxious about their decline in status and power.

new book, “Prius or Pickup?,” by ditching the charged term “authoritarian.” Instead, they divide people into three temperamental camps: fixed (people who are wary of change and “set in their ways”), fluid (those who are more open to new experiences and people) and mixed (those who are ambivalent).

“The term ‘authoritarian’ connotes a fringe perspective, and the perspective we’re describing is far from fringe,” Mr. Weiler said. “It’s central to American public opinion, especially on cultural issues like immigration and race.”

Other scholars apply a typology based on the “Big Five” personality traits identified by psychologists in the mid-20th century: extroversion, agreeableness, conscientiousness, neuroticism and openness to experience. (It seems that liberals are open but possibly neurotic, while conservatives are more conscientious.)

Historical context matters — it shapes who we are and how we debate politics. “Reason moves slowly,” William English, a political economist at Georgetown, told me. “It’s constituted sociologically, by deep community attachments, things that change over generations.”

“it is a deep-seated aspiration of many social scientists — sometimes conscious and sometimes unconscious — to get past wishy-washy culture and belief. Discourses that can’t be scientifically reduced are problematic” for researchers who want to provide “a universal account of behavior.”

in our current environment, where polarization is so unyielding, the apparent clarity of psychological and biological explanations becomes seductive

Attitudes toward parenting vary across cultures, and for centuries African-Americans have seen the consequences of a social and political hierarchy arrayed against them, so they can hardly be expected to favor it — no matter what they think about child rearing

— we know that’s not going to happen. People have wicked tendencies.”

as the social scientific portrait of humanity grows more psychological and irrational, it comes closer and closer to approximating the old Adam of traditional Christianity: a fallen, depraved creature, unable to see himself clearly except with the aid of a higher power

The conclusions of political scientists should inspire humility rather than hubris. In the end, they have confirmed what so many observers of our species have long suspected: None of us are particularly free or rational creatures.

Allen Strouse is not the archetypal Trump voter whom journalists discover in Rust Belt diners. He is a queer Catholic poet and scholar of medieval literature who teaches at the New School in New York City. He voted for Mr. Trump “as a protest against the Democrats’ failures on economic issues,” but the psychological dimensions of his vote intrigue him. “Having studied Freudian analysis, and being in therapy for 10 years, I couldn’t not reflexively ask myself, ‘How does this decision have to do with my psychology?’” he told me.

their preoccupation with childhood and “primitive and irrational wishes and fears” have influenced the study of authoritarianism ever since.

Gelfand and Harrington predicted that “‘tight’ states would exhibit a higher incidence of natural disasters, greater environmental vulnerability, fewer natural resources, greater incidence of disease and higher mortality rates, higher population density, and greater degrees of external threat.”

The South dominated the tight states: Mississippi, Alabama Arkansas, Oklahoma, Tennessee, Texas, Louisiana, Kentucky, South Carolina and North Carolina

states in New England and on the West Coast were the loosest: California, Oregon, Washington, Maine, Massachusetts, Connecticut, New Hampshire and Vermont.

Cultural differences, Gelfand continued, “have a certain logic — a rationale that makes good sense,” noting that “cultures that have threats need rules to coordinate to survive (think about how incredibly coordinated Japan is in response to natural disasters).

“Rule Makers, Rule Breakers: How Tight and Loose Cultures Wire the World” in 2018, in which she described the results of a 2016 pre-election survey she and two colleagues had commissioned

The results were telling: People who felt the country was facing greater threats desired greater tightness. This desire, in turn, correctly predicted their support for Trump. In fact, desired tightness predicted support for Trump far better than other measures. For example, a desire for tightness predicted a vote for Trump with 44 times more accuracy than other popular measures of authoritarianism.

The 2016 election, Gelfand continued, “turned largely on primal cultural reflexes — ones that had been conditioned not only by cultural forces, but by a candidate who was able to exploit them.”

Gelfand said:Some groups have much stronger norms than others; they’re tight. Others have much weaker norms; they’re loose. Of course, all cultures have areas in which they are tight and loose — but cultures vary in the degree to which they emphasize norms and compliance with them.

In both 2016 and 2020, Donald Trump carried all 10 of the top “tight” states; Hillary Clinton and Joe Biden carried all 10 of the top “loose” states.

The tight-loose concept, Gelfand argued,is an important framework to understand the rise of President Donald Trump and other leaders in Poland, Hungary, Italy, and France,

cultures that don’t have a lot of threat can afford to be more permissive and loose.”

The gist is this: when people perceive threat — whether real or imagined, they want strong rules and autocratic leaders to help them survive

My research has found that within minutes of exposing study participants to false information about terrorist incidents, overpopulation, pathogen outbreaks and natural disasters, their minds tightened. They wanted stronger rules and punishments.

Gelfand writes that tightness encourages conscientiousness, social order and self-control on the plus side, along with close-mindedness, conventional thinking and cultural inertia on the minus side.

Looseness, Gelfand posits, fosters tolerance, creativity and adaptability, along with such liabilities as social disorder, a lack of coordination and impulsive behavior.

If liberalism and conservatism have historically played a complementary role, each checking the other to constrain extremism, why are the left and right so destructively hostile to each other now, and why is the contemporary political system so polarized?

Along the same lines, if liberals and conservatives hold differing moral visions, not just about what makes a good government but about what makes a good life, what turned the relationship between left and right from competitive to mutually destructive?

As a set, Niemi wrote, conservative binding values encompassthe values oriented around group preservation, are associated with judgments, decisions, and interpersonal orientations that sacrifice the welfare of individuals

She cited research thatfound 47 percent of the most extreme conservatives strongly endorsed the view that “The world is becoming a more and more dangerous place,” compared to 19 percent of the most extreme liberals

Conservatives and liberals, Niemi continued,see different things as threats — the nature of the threat and how it happens to stir one’s moral values (and their associated emotions) is a better clue to why liberals and conservatives react differently.

Unlike liberals, conservatives strongly endorse the binding moral values aimed at protecting groups and relationships. They judge transgressions involving personal and national betrayal, disobedience to authority, and disgusting or impure acts such as sexually or spiritually unchaste behavior as morally relevant and wrong.

Underlying these differences are competing sets of liberal and conservative moral priorities, with liberals placing more stress than conservatives on caring, kindness, fairness and rights — known among scholars as “individualizing values

conservatives focus more on loyalty, hierarchy, deference to authority, sanctity and a higher standard of disgust, known as “binding values.”

Niemi contended that sensitivity to various types of threat is a key factor in driving differences between the far left and far right.

For example, binding values are associated with Machiavellianism (e.g., status-seeking and lying, getting ahead by any means, 2013); victim derogation, blame, and beliefs that victims were causal contributors for a variety of harmful acts (2016, 2020); and a tendency to excuse transgressions of ingroup members with attributions to the situation rather than the person (2023).

Niemi cited a paper she and Liane Young, a professor of psychology at Boston College, published in 2016, “When and Why We See Victims as Responsible: The Impact of Ideology on Attitudes Toward Victims,” which tested responses of men and women to descriptions of crimes including sexual assaults and robberies.

We measured moral values associated with unconditionally prohibiting harm (“individualizing values”) versus moral values associated with prohibiting behavior that destabilizes groups and relationships (“binding values”: loyalty, obedience to authority, and purity)

Increased endorsement of binding values predicted increased ratings of victims as contaminated, increased blame and responsibility attributed to victims, increased perceptions of victims’ (versus perpetrators’) behaviors as contributing to the outcome, and decreased focus on perpetrators.

A central explanation typically offered for the current situation in American politics is that partisanship and political ideology have developed into strong social identities where the mass public is increasingly sorted — along social, partisan, and ideological lines.

What happened to people ecologically affected social-political developments, including the content of the rules people made and how they enforced them

Just as ecological factors differing from region to region over the globe produced different cultural values, ecological factors differed throughout the U.S. historically and today, producing our regional and state-level dimensions of culture and political patterns.

Joshua Hartshorne, who is also a professor of psychology at Boston College, took issue with the binding versus individualizing values theory as an explanation for the tendency of conservatives to blame victims:

I would guess that the reason conservatives are more likely to blame the victim has less to do with binding values and more to do with the just-world bias (the belief that good things happen to good people and bad things happen to bad people, therefore if a bad thing happened to you, you must be a bad person).

Belief in a just world, Hartshorne argued, is crucial for those seeking to protect the status quo:It seems psychologically necessary for anyone who wants to advocate for keeping things the way they are that the haves should keep on having, and the have-nots have got as much as they deserve. I don’t see how you could advocate for such a position while simultaneously viewing yourself as moral (and almost everyone believes that they themselves are moral) without also believing in the just world

Conversely, if you generally believe the world is not just, and you view yourself as a moral person, then you are likely to feel like you have an obligation to change things.

I asked Lene Aaroe, a political scientist at Aarhus University in Denmark, why the contemporary American political system is as polarized as it is now, given that the liberal-conservative schism is longstanding. What has happened to produce such intense hostility between left and right?

There is variation across countries in hostility between left and right. The United States is a particularly polarized case which calls for a contextual explanatio

I then asked Aaroe why surveys find that conservatives are happier than liberals. “Some research,” she replied, “suggests that experiences of inequality constitute a larger psychological burden to liberals because it is more difficult for liberals to rationalize inequality as a phenomenon with positive consequences.”

Numerous factors potentially influence the evolution of liberalism and conservatism and other social-cultural differences, including geography, topography, catastrophic events, and subsistence styles

Steven Pinker, a professor of psychology at Harvard, elaborated in an email on the link between conservatism and happiness:

t’s a combination of factors. Conservatives are likelier to be married, patriotic, and religious, all of which make people happier

They may be less aggrieved by the status quo, whereas liberals take on society’s problems as part of their own personal burdens. Liberals also place politics closer to their identity and striving for meaning and purpose, which is a recipe for frustration.

Some features of the woke faction of liberalism may make people unhappier: as Jon Haidt and Greg Lukianoff have suggested, wokeism is Cognitive Behavioral Therapy in reverse, urging upon people maladaptive mental habits such as catastrophizing, feeling like a victim of forces beyond one’s control, prioritizing emotions of hurt and anger over rational analysis, and dividing the world into allies and villains.

Why, I asked Pinker, would liberals and conservatives react differently — often very differently — to messages that highlight threat?

It may be liberals (or at least the social-justice wing) who are more sensitive to threats, such as white supremacy, climate change, and patriarchy; who may be likelier to moralize, seeing racism and transphobia in messages that others perceive as neutral; and being likelier to surrender to emotions like “harm” and “hurt.”

While liberals and conservatives, guided by different sets of moral values, may make agreement on specific policies difficult, that does not necessarily preclude consensus.

there are ways to persuade conservatives to support liberal initiatives and to persuade liberals to back conservative proposals:

While liberals tend to be more concerned with protecting vulnerable groups from harm and more concerned with equality and social justice than conservatives, conservatives tend to be more concerned with moral issues like group loyalty, respect for authority, purity and religious sanctity than liberals are. Because of these different moral commitments, we find that liberals and conservatives can be persuaded by quite different moral arguments

For example, we find that conservatives are more persuaded by a same-sex marriage appeal articulated in terms of group loyalty and patriotism, rather than equality and social justice.

Liberals who read the fairness argument were substantially more supportive of military spending than those who read the loyalty and authority argument.

We find support for these claims across six studies involving diverse political issues, including same-sex marriage, universal health care, military spending, and adopting English as the nation’s official language.”

In one test of persuadability on the right, Feinberg and Willer assigned some conservatives to read an editorial supporting universal health care as a matter of “fairness (health coverage is a basic human right)” or to read an editorial supporting health care as a matter of “purity (uninsured people means more unclean, infected, and diseased Americans).”

Conservatives who read the purity argument were much more supportive of health care than those who read the fairness case.

“political arguments reframed to appeal to the moral values of those holding the opposing political position are typically more effective

In “Conservative and Liberal Attitudes Drive Polarized Neural Responses to Political Content,” Willer, Yuan Chang Leong of the University of Chicago, Janice Chen of Johns Hopkins and Jamil Zaki of Stanford address the question of how partisan biases are encoded in the brain:

society. How do such biases arise in the brain? We measured the neural activity of participants watching videos related to immigration policy. Despite watching the same videos, conservative and liberal participants exhibited divergent neural responses. This “neural polarization” between groups occurred in a brain area associated with the interpretation of narrative content and intensified in response to language associated with risk, emotion, and morality. Furthermore, polarized neural responses predicted attitude change in response to the videos.

The four authors argue that their “findings suggest that biased processing in the brain drives divergent interpretations of political information and subsequent attitude polarization.” These results, they continue, “shed light on the psychological and neural underpinnings of how identical information is interpreted differently by conservatives and liberals.”

The authors used neural imaging to follow changes in the dorsomedial prefrontal cortex (known as DMPFC) as conservatives and liberals watched videos presenting strong positions, left and right, on immigration.

or each video,” they write,participants with DMPFC activity time courses more similar to that of conservative-leaning participants became more likely to support the conservative positio

Conversely, those with DMPFC activity time courses more similar to that of liberal-leaning participants became more likely to support the liberal position. These results suggest that divergent interpretations of the same information are associated with increased attitude polarizatio

Together, our findings describe a neural basis for partisan biases in processing political information and their effects on attitude change.

Describing their neuroimaging method, the authors point out that theysearched for evidence of “neural polarization” activity in the brain that diverges between people who hold liberal versus conservative political attitudes. Neural polarization was observed in the dorsomedial prefrontal cortex (DMPFC), a brain region associated with the interpretation of narrative content.

The question is whether the political polarization that we are witnessing now proves to be a core, encoded aspect of the human mind, difficult to overcome — as Leong, Chen, Zaki and Willer sugges

— or whether, with our increased knowledge of the neural basis of partisan and other biases, we will find more effective ways to manage these most dangerous of human predispositions.

Substantial research has already been conducted in the realm of social trust, however, Freitag and Bauer contend that endemic methodological shortcomings have consistently yielded inconclusive data.

defined personality values using psychology's "Big Five" personality traits (agreeableness, openness to experience, extraversion, conscientiousness, and neuroticism-emotional stability)

The study results showed that people often trust total strangers more than they trust their friends.

Freitag and Bauer did highlight the limitations of their research. They expressly cautioned that the role of education, our networks, and our trust in institutions, matter and cannot be underestimated.

Your ancestors came in chains. In your book the dream of the comfortable suburban life is a “fairy tale.” For you, slavery is the original American sin, from which there is no redemption. America is Egypt without the possibility of the Exodus. African-American men are caught in a crushing logic, determined by the past, from which there is no escape.

The innocent world of the dream is actually built on the broken bodies of those kept down below.

I think you distort American history. This country, like each person in it, is a mixture of glory and shame. There’s a Lincoln for every Jefferson Davis and a Harlem Children’s Zone for every K.K.K. — and usually vastly more than one. Violence is embedded in America, but it is not close to the totality of America.

In your anger at the tone of innocence some people adopt to describe the American dream, you reject the dream itself as flimflam. But a dream sullied is not a lie. The American dream of equal opportunity, social mobility and ever more perfect democracy cherishes the future more than the past. It abandons old wrongs and transcends old sins for the sake of a better tomorrow.

This dream is a secular faith that has unified people across every known divide. It has unleashed ennobling energies and mobilized heroic social reform movements. By dissolving the dream under the acid of an excessive realism, you trap generations in the past and destroy the guiding star that points to a better future.

Ben.Lynch Augusta, Georgia 1 day ago I've followed Mr. Coates for sometime now and tend to agree with his viewpoints. As a white southern male who works in our segregated education systems, it took years for me to actually apprehend my day to day interactions with black children in poverty. For the longest time, I simply couldn't understand the behaviors I saw, the reactions, and at first I reacted with contempt, but then I began to understand little by little. I don't think I can express it to anyone here, let alone Mr. Brooks, but it is something that one only appears to get by letting it sink into your bones day after day, hour after hour. The conditions are terrible and promise to remain so for the rest of my career. My students know, even if they lack the rhetorical chops to express it, that the game is rigged, that what we sell, meaning America at large, to make ourselves feel better, to feel just, is demonstrably a false bill of goods that does nothing to solve the actual problems of their life. These students are so used to being crushed that they can't even begin to articulate that they are being crushed because it's simply how it is. Some suppose Mr. Coates is overly dour, overly negative, but he provides a necessary contrapuntal to those who assume that the arc of the universe inevitably bends toward justice. Struggle can and often does end in defeat. The wicked often sleep as well as the just and sometimes better. The sins of the fathers remain fixed around the necks of the sons and daughters.

“Each negative event a person faces leads to an attempt to cope, which forces people to learn about their own capabilities, about their support networks — to learn who their real friends are. That kind of learning, we think, is extremely valuable for subsequent coping,” up to a point.

A subset of the participants, 194, reported that they had experienced not one of the fairly comprehensive list of 37 events on the survey. “We wondered: Who are these people who have managed to go through life with nothing bad happening to them?”

Dr. Cohen Silver said. “Are they hyper-conscientious? Socially isolated? Just young? Or otherwise unique?” They weren’t, the researchers found. Stranger still, they were not the most satisfied with their lives. Their sense of well-being was about the same, on average, as people who had suffered up to a dozen memorable blows.

It was those in the middle, those reporting two to six stressful events, who scored highest on several measures of well-being, and who showed the most resilience in response to recent hits.

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.

based on the correlations presented here, knowing the scores of one identical twin gives you a pretty good indication of the scores of the other.”

the Democratic Party — supportive of abortion rights, same-sex marriage and the primacy of self-expressive individualism over obligation to family — is irreconcilably alien to a segment of the electorate.

If these predispositions are, as Friesen and Ksiazkiewicz argue, to some degree genetically rooted, they may not lend themselves to rational debate and compromise.

concluded from their study comparing identical and fraternal twins that “the correlation between religious importance and conservatism” is “driven primarily, but usually not exclusively, by genetic factors.” The substantial “genetic component in these relationships suggests that there may be a common underlying predisposition that leads individuals to adopt conservative bedrock social principles and political ideologies while simultaneously feeling the need for religious experiences.”

the outcome of the 19 presidential elections since 1940: Nine Republican victories; 10 for Democrats. In those races, the winner received less than 53 percent of the vote in 10 elections. This equilibrium suggests that political opinion may be less volatile, and more firmly grounded, than is sometimes suspected.

“To the extent that my political opinions can be predicted by my genome, or by an identical twin separated from me at birth who grew up halfway across the world,” Pinker writes, “I have reason to question whether those opinions are justifiable by reason or evidence rather than a reflection of my temperament.”

“the discovery that political ideologies are partly heritable points our attention to what the common psychological threads of competing ideologies are – namely temperamental differences such as authoritarianism, conscientiousness, and openness to experience, together with intellectual differences such as intelligence. These could help pinpoint some of the common denominators beneath competing ideologies which cut across the particular hot buttons of the particular era.”

such research can enhance our understanding of the larger framework within which public discourse and debate shape key outcomes.

We need every tool available to increase our understanding of our systems of self-governance and of how we came to be the political animals that we are.

ranslates to increases in academic performance

rating themselves on a "humble-ometer," people generally did not see themselves as others see them

other team members gave better evaluations to those they viewed as humble

Then they took tests -- first individually, then with fellow group members, who gave feedback on each member's work. Students earned credit for individual and group performances

They measured "intellectual humility," based on such traits as "open to criticism" and "knows what he/she is not good at." They also measured "intellectual arrogance," based on such traits as "is close-minded" and "believes own ideas superior to others' ideas.

Additional traits also were evaluated, among them assertiveness, intelligence, self-discipline, openness and sense of humor

intellectually arrogant whom they saw as being high in dominance, extraversion and wanting to be the center of attention, but low in agreeableness and conscientiousness

But it's more challenging for groups to recognize what behavior reveals another person's humility, as opposed to simply being shy or unsure

Learning something new requires first acknowledging your own ignorance and being willing to make your ignorance known to others

We conducted two online surveys of a total of 1,258 adults in the United States. Each participant completed a variety of standard questionnaires to measure his or her impulsiveness, ethnocentrism and personal insecurity. (Professors Chua and Rubenfeld describe insecurity as “a goading anxiety about oneself and one’s place in society.” Since this concept was the most complex and counterintuitive element of their theory, we measured it several different ways, each of which captured a slightly different aspect.)Next, the participants completed a test of their cognitive abilities. Then they reported their income, occupation, education and other achievements, such as receiving artistic, athletic or leadership awards, all of which we combined to give each person a single score for overall success. Finally, our participants indicated their age, sex and parents’ levels of education.

First, the more successful participants had higher cognitive ability, more educated parents and better impulse control.

This finding is exactly what you would expect from accepted social science. Long before “The Triple Package,” researchers determined that the personality trait of conscientiousness, which encompasses the triple package’s impulse control component, was an important predictor of success — but that a person’s intelligence and socioeconomic background were equally or even more important.

Our second finding was that the more successful participants did not possess greater feelings of ethnocentrism or personal insecurity. In fact, for insecurity, the opposite was true: Emotional stability was related to greater success.

Finally, we found no special “synergy” among the triple package traits. According to Professors Chua and Rubenfeld, the three traits have to work together to create success — a sense of group superiority creates drive only in people who also view themselves as not good enough, for example, and drive is useless without impulse control. But in our data, people scoring in the top half on all three traits were no more successful than everyone else.

To be clear, we have no objection to Professors Chua and Rubenfeld’s devising a novel social-psychological theory of success. During the peer-review process before publication, our paper was criticized on the grounds that a theory created by law professors could not have contributed to empirical social science, and that ideas published in a popular book did not merit evaluation in an academic journal.We disagree. Outsiders can make creative and even revolutionary contributions to a discipline, as the psychologists Amos Tversky and Daniel Kahneman did for economics. And professors do not further the advancement of knowledge by remaining aloof from debates where they can apply their expertise. Researchers should engage the public, dispel popular myths and even affirm “common sense” when the evidence warrants.

it did not stand up to direct empirical tests. Our conclusion regarding “The Triple Package” is expressed by the saying, “What is new is not correct, and what is correct is not new.”

it’s important not to lose focus on the fact that for all its problems, our modern food system has us living longer and less deprived than centuries past. The challenge is striking balance.

whole grains have consistently shown to be parts of the diets of the longest-lived, healthiest people.

Changing the way we eat is a major change. It will involve multiple decisions every day. Presumably our old habits existed for reasons—convenience, enjoyment, availability, cost, marketing, etc. Modifying the habits that these conditions created means hard work and requires dedication to a cause. I’m not convinced that concern for the health of our bodies years in the future is sufficient.

Viktor Frankl wrote in Man’s Search for Meaning that the key is to avoid the temptation to pursue happiness—like that being sold to us through all of the new-year deals—but to pursue meaning. Piles of research have shown that a sense of purpose is a central to long, healthy life.

There’s purpose to be had in how we eat—in how conscientious we can be, how minimally we can disrupt the world for those that will come after us and those working to produce and procure our food. I think this is a sustainable and worthy resolution for a healthier way to eat, if you’re intent on making one. It works for the mind and body at once, and, most importantly, not just our own.

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.

For a start, every wi-fi network you connect to sees a list of the other networks you’ve connected to in the past, and most networks are given an easily identifiable name.

You can delete the activity that Google stores, which the Detox tells you how to do.

“It’s a crucial part of making your new digital lifestyle work, and their actions online matter. Every time they tag you, mention you or upload data about you, it adds to your data build-up, no matter how conscientious you’ve been.”

Still, psychologists do not have a good handle on the types of people who are prone to buy into Big Lie theories, especially the horror-film versions.

The theories afford some psychological ballast, a sense of control, an internal narrative to make sense of a world that seems senseless.

“With all changes happening in politics, the polarization and lack of respect, conspiracy theories are playing a bigger role in people’s thinking and behavior possibly than ever,”

Conspiracy theories are as old as human society, of course, and in the days when communities were small and vulnerable, being on guard for hidden plots was likely a matter of personal survival,

More than 1 in 3 Americans believe that the Chinese government engineered the coronavirus as a weapon, and another third are convinced that the Centers for Disease Control and Prevention has exaggerated the threat of Covid-19 to undermine President Trump.

“You really have a perfect storm, in that the theories are directed at those who have fears of getting sick and dying or infecting someone else,”

About 60 percent scored low on the scales, meaning they were resistant to such theories; the other 40 percent ranged above average or higher.

For example, qualities like conscientiousness, modesty and altruism were very weakly related to a person’s susceptibility. Levels of anger or sincerity bore no apparent relation; nor did self-esteem.

The personality features that were solidly linked to conspiracy beliefs included some usual suspects: entitlement, self-centered impulsivity, cold-heartedness (the confident injustice collector), elevated levels of depressive moods and anxiousness (the moody figure, confined by age or circumstance).

It’s a pattern of magical thinking that goes well beyond garden variety superstition and usually comes across socially as disjointed, uncanny or “off.”

when distracted, people are far more likely to forward headlines and stories without vetting their sources much, if at all.

They have a core constituency, and in the digital era its members are going to quickly find one another.

Dr. Byrne and her colleagues measured risky decision-making by presenting people with a gambling scenario. They could choose between two bets: One offered a guaranteed amount of money, while the other offered the possibility of a larger amount of money but also the possibility of receiving no cash. A different exercise measured people’s preference for immediate versus delayed rewards: Participants could choose a certain amount of money now, or a larger amount later.

Study subjects also reported Covid-19 precautions they had taken in their daily lives, including masking and social distancing.

with Covid-19, people don’t feel sick immediately after an exposure so the benefits of wearing a mask, social distancing or getting vaccinated aren’t immediately apparent. “You don’t see the lives you potentially save,” she says

“People generally are more motivated by immediate gratification or immediate benefits rather than long-term benefits, even when the long-term benefits are much greater,

Research has also found being extroverted or introverted affects how people make decisions about Covid-19 precautions. A recent study of more than 8,500 people in Japan published in the journal PLOS One in October 2020 found that those who scored high on a scale of extraversion were 7% less likely to wear masks in public and avoid large gatherings, among other precautions.

The study also found that people who scored high on a measure of conscientiousness—valuing hard work and achievement—were 31% more likely to follow Covid-19 public-health precautions.

Scientists believe that a person’s propensity to take risks is partly genetic and partly the result of early life experiences

Certain negative childhood experiences including physical, emotional or sexual abuse, parental divorce, or living with someone who was depressed or abused drugs or alcohol are linked to risky behavior in adulthood like smoking and drinking heavily, other research has found.

Studies of twins have generally found that about 30% of the difference in individual risk tolerance is genetic

And scientists have discovered that the brains of people who are more willing to take risks look different than those of people who are more cautious.

ambling task had differences in the structure and function of the amygdala, a part of the brain involved in detecting threats, and the prefrontal cortex, a region involved in executive

Even people who have the same information and a similar perception of the risks may make different decisions because of the ways they interpret the information. When public-health officials talk about breakthrough infections in vaccinated individuals being rare, for example, “rare means different things” to different people

The parents in these cases are often completely bewildered by the accusations. They often remember a totally different childhood home and accuse their children of rewriting what happened.

a more individualistic culture has meant that the function of family has changed. Once it was seen as a bond of mutual duty and obligation, and now it is often seen as a launchpad for personal fulfillment. There’s more permission to cut off people who seem toxic in your life.