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White House Pushes 'Alternative Facts.' Here Are the Real Ones. - The New York Times - 0 views

  • Kellyanne Conway, counselor to President Trump, said on NBC’s “Meet the Press” on Sunday that the White House had put forth “alternative facts” to ones reported by the news media about the size of Mr. Trump’s inauguration crowd.
  • In leveling this attack, the president and Mr. Spicer made a series of false statements.Here are the facts.In a speech at the C.I.A. on Saturday, Mr. Trump said the news media had constructed a feud between him and the intelligence community. “They sort of made it sound like I had a ‘feud’ with the intelligence community,” he said. “It is exactly the opposite, and they understand that, too.”In fact, Mr. Trump repeatedly criticized the intelligence agencies during his transition to office and has questioned their conclusion that Russia meddled in the election to aid his candidacy. He called their assessment “ridiculous” and suggested that it had been politically motivated.
  • Mr. Trump said of his inauguration crowd, “It looked honestly like a million and a half people, whatever it was, it was, but it went all the way back to the Washington Monument.”Aerial photographs clearly show that the crowd did not stretch to the Washington Monument. An analysis by The New York Times, comparing photographs from Friday to ones taken of Barack Obama’s 2009 inauguration, showed that Mr. Trump’s crowd was significantly smaller and less than the 1.5 million people he claimed. An expert hired by The Times found that Mr. Trump’s crowd on the National Mall was about a third of the size of Mr. Obama’s in 2009.
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  • Speaking later on Saturday in the White House briefing room, Mr. Spicer amplified Mr. Trump’s false claims. “This was the largest audience to ever witness an inauguration — period — both in person and around the globe,” he said.There is no evidence to support this claim. Not only was Mr. Trump’s inauguration crowd far smaller than Mr. Obama’s in 2009, but he also drew fewer television viewers in the United States (30.6 million) than Mr. Obama did in 2009 (38 million) and Ronald Reagan did in 1981 (42 million), Nielsen reported. Figures for online viewership were not available.
  • Mr. Spicer said that Washington’s Metro system had greater ridership on Friday than it did for Mr. Obama’s 2013 inauguration. “We know that 420,000 people used the D.C. Metro public transit yesterday, which actually compares to 317,000 that used it for President Obama’s last inaugural,” Mr. Spicer said.Neither number is correct, according to the transit system, which reported 570,557 entries into the rail system on Friday, compared with 782,000 on Inauguration Day in 2013.
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    This article provides examples of alternative facts, and "real" facts.
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Yelp and the Wisdom of 'The Lonely Crowd' : The New Yorker - 1 views

  • David Riesman spent the first half of his career writing one of the most important books of the twentieth century. He spent the second half correcting its pervasive misprision. “The Lonely Crowd,” an analysis of the varieties of social character that examined the new American middle class
  • the “profound misinterpretation” of the book as a simplistic critique of epidemic American postwar conformity via its description of the contours of the “other-directed character,” whose identity and behavior is shaped by its relationships.
  • he never meant to suggest that Americans now were any more conformist than they ever had been, or that there’s even such a thing as social structure without conformist consensus.
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  • In this past weekend’s Styles section of the New York Times, Siegel uses “The Lonely Crowd” to analyze the putative “Yelpification” of contemporary life: according to Siegel, Riesman’s view was that “people went from being ‘inner-directed’ to ‘outer-directed,’ from heeding their own instincts and judgment to depending on the judgments and opinions of tastemakers and trendsetters.” The “conformist power of the crowd” and its delighted ability to write online reviews led Siegel down a sad path to a lackluster expensive dinner.
  • What Riesman actually suggested was that we think of social organization in terms of a series of “ideal types” along a spectrum of increasingly loose authority
  • On one end of the spectrum is a “tradition-directed” community, where we all understand that what we’re supposed to do is what we’re supposed to do because it’s just the thing that one does; authority is unequivocal, and there’s neither the room nor the desire for autonomous action
  • In the middle of the spectrum, as one moves toward a freer distribution of, and response to, authority, is “inner-direction.” The inner-directed character is concerned not with “what one does” but with “what people like us do.” Which is to say that she looks to her own internalizations of past authorities to get a sense for how to conduct her affairs.
  • Contemporary society, Riesman thought, was best understood as chiefly “other-directed,” where the inculcated authority of the vertical (one’s lineage) gives way to the muddled authority of the horizontal (one’s peers).
  • The inner-directed person orients herself by an internal “gyroscope,” while the other-directed person orients herself by “radar.”
  • It’s not that the inner-directed person consults some deep, subjective, romantically sui generis oracle. It’s that the inner-directed person consults the internalized voices of a mostly dead lineage, while her other-directed counterpart heeds the external voices of her living contemporaries.
  • “the gyroscopic mechanism allows the inner-directed person to appear far more independent than he really is: he is no less a conformist to others than the other-directed person, but the voices to which he listens are more distant, of an older generation, their cues internalized in his childhood.” The inner-directed person is, simply, “somewhat less concerned than the other-directed person with continuously obtaining from contemporaries (or their stand-ins: the mass media) a flow of guidance, expectation, and approbation.
  • Riesman drew no moral from the transition from a community of primarily inner-directed people to a community of the other-directed. Instead, he saw that each ideal type had different advantages and faced different problems
  • As Riesman understood it, the primary disciplining emotion under tradition direction is shame, the threat of ostracism and exile that enforces traditional action. Inner-directed people experience not shame but guilt, or the fear that one’s behavior won’t be commensurate with the imago within. And, finally, other-directed folks experience not guilt but a “contagious, highly diffuse” anxiety—the possibility that, now that authority itself is diffuse and ambiguous, we might be doing the wrong thing all the time.
  • Siegel is right to make the inference, if wayward in his conclusions. It makes sense to associate the anxiety of how to relate to livingly diffuse authorities with the Internet, which presents the greatest signal-to-noise-ratio problem in human history.
  • The problem with Yelp is not the role it plays, for Siegel, in the proliferation of monoculture; most people of my generation have learned to ignore Yelp entirely. It’s the fact that, after about a year of usefulness, Yelp very quickly became a terrible source of information.
  • There are several reasons for this. The first is the nature of an algorithmic response to the world. As Jaron Lanier points out in “Who Owns the Future?,” the hubris behind each new algorithm is the idea that its predictive and evaluatory structure is game-proof; but the minute any given algorithm gains real currency, all the smart and devious people devote themselves to gaming it. On Yelp, the obvious case would be garnering positive reviews by any means necessary.
  • A second problem with Yelp’s algorithmic ranking is in the very idea of using online reviews; as anybody with a book on Amazon knows, they tend to draw more contributions from people who feel very strongly about something, positively or negatively. This undermines the statistical relevance of their recommendations.
  • the biggest problem with Yelp is not that it’s a popularity contest. It’s not even that it’s an exploitable popularity contest.
  • it’s the fact that Yelp makes money by selling ads and prime placements to the very businesses it lists under ostensibly neutral third-party review
  • But Yelp’s valuations are always possibly in bad faith, even if its authority is dressed up as the distilled algorithmic wisdom of a crowd. For Riesman, that’s the worst of all possible worlds: a manipulated consumer certainty that only shores up the authority of an unchosen, hidden source. In that world, cold monkfish is the least of our problems.
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Jonah Lehrer on the Wisdom and Foolishness of Crowds | Head Case - WSJ.com - 1 views

  • America depends upon the wisdom of crowds.
  • The wisdom of crowds turns out to be an incredibly fragile phenomenon. It doesn't take much for the smart group to become a dumb herd. Worse, a new study by Swiss scientists suggests that the interconnectedness of modern life might be making it even harder to benefit from our collective intelligence.
  • All of a sudden, the range of guesses dramatically narrowed; people were mindlessly imitating each other. Instead of canceling out their errors, they ended up magnifying their biases, which is why each round led to worse guesses. Although these subjects were far more confident that they were right—it's reassuring to know what other people think—this confidence was misplaced.
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  • We live at a time when seemingly everything is available, but it's more likely than ever before that we're all reading the same thing. The lure of conformity is hard to resist. This research reveals the downside of our hyperconnected lives
  • Instead of thinking for ourselves, we simply cite what's already been cited. We should be wary of such influences. The only way to preserve the wisdom of the crowd is to protect the independence of the individual.
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On nonconformism, or why we need to be seen and not herded | Aeon Essays - 0 views

  • When we are herding, neuroimaging experiments show increased activation in the amygdala area of the brain, where fear and other negative emotions are processed. While you may feel vulnerable and exposed on your own, being part of the herd gives you a distinct sense of protection. You know in your guts that, in the midst of others, the risk of being hit by a car is lower because it is somehow distributed among the group’s members
  • The more of them, the lower the risk. There is safety in numbers. And so much more than mere safety.
  • Herding also comes with an intoxicating sense of power: as members of a crowd, we feel much stronger and braver than we are in fact.
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  • The same person who, on his own, wouldn’t ‘hurt a fly’ will not hesitate to set a government building on fire or rob a liquor store when part of an angry mass. The most mild-mannered of us can make the meanest comments as part of an online mob.
  • Once caught up in the maelstrom, it is extremely difficult to hold back: you see it as your duty to participate. Any act of lynching, ancient or modern, literal or on social media, displays this feature. ‘A murder shared with many others, which is not only safe and permitted, but indeed recommended, is irresistible to the great majority of men,’ writes Elias Canetti in Crowds and Power (1960).
  • The herd can also give its members a disproportionate sense of personal worth. No matter how empty or miserable their individual existence may otherwise be, belonging to a certain group makes them feel accepted and recognised – even respected. There is no hole in one’s personal life, no matter how big, that one’s intense devotion to one’s tribe cannot fill, no trauma that it does not seem to heal.
  • to a disoriented soul, they can offer a sense of fulfilment and recognition that neither family nor friends nor profession can supply. A crowd can be therapeutic in the same way in which a highly toxic substance can have curative powers.
  • Herding, then, engenders a paradoxical form of identity: you are somebody not despite the fact that you’ve melted into the crowd, but because of it
  • You will not be able to find yourself in the crowd, but that’s the least of your worries: you are now part of something that feels so much grander and nobler than your poor self
  • Your connection with the life of the herd not only fills an inner vacuum but adds a sense of purpose to your disoriented existence.
  • The primatologist Frans de Waal, who has studied the social and political behaviour of apes for decades, concludes in his book Mama’s Last Hug (2018) that primates are ‘made to be social’ – and ‘the same applies to us.’ Living in groups is ‘our main survival strategy’
  • we are all wired for herding. We herd all the time: when we make war as when we make peace, when we celebrate and when we mourn, we herd at work and on vacation. The herd is not out there somewhere, but we carry it within us. The herd is deeply seated in our mind.
  • As far as the practical conduct of our lives and our survival in the world are concerned, this is not a bad arrangement. Thanks to the herd in our minds, we find it easier to connect with others, to communicate and collaborate with them, and in general to live at ease with one another. Because of our herding behaviour, then, we stand a better chance to survive as members of a group than on our own
  • The trouble starts when we decide to use our mind against our biology. As when we employ our thinking not pragmatically, to make our existence in the world easier and more comfortable in some respect or another, but contemplatively, to see our situation in its naked condition, from the outside.
  • In such a situation, if we are to make any progress, we need to pull the herd out of our mind and set it firmly aside, exceedingly difficult as the task may be. This kind of radical thinking can be done only in the absence of the herd’s influence in its many forms: societal pressure, political partisanship, ideological bias, religious indoctrination, media-induced fads and fashions, intellectual mimetism, or any other -isms, for that matter.
  • a society’s established knowledge is the glue that keeps it together. Indeed, this unique concoction – a combination of pious lies and convenient half-truths, useful prejudices and self-flattering banalities – is what gives that society its specific cultural physiognomy and, ultimately, its sense of identity
  • By celebrating its established knowledge, that community celebrates itself. Which, for the sociologist Émile Durkheim, is the very definition of religion.
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The Crowd Pleaser - NYTimes.com - 0 views

  • Obama seems self-sufficient while Romney seems other-directed.
  • I’m borrowing the phrase “other-directed” from David Riesman’s 1950 classic, “The Lonely Crowd.”
  • Riesman argued that different eras nurture different personality types. The agricultural economy nurtured tradition-directed individuals. People lived according to the ancient cycles, customs and beliefs. Children grew up and performed the same roles as their parents.
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  • The industrial era favored the inner-directed personality type. The inner-directed person was guided by a set of strong internal convictions, like Victorian morality. The inner-directed person was a hardy pioneer, the stolid engineer or the resilient steelworker — working on physical things. This person was often rigid, but also steadfast.
  • The other-directed personality type emerges in a service or information age economy. In this sort of economy, most workers are not working with physical things; they are manipulating people. The other-directed person becomes adept at pleasing others, at selling him or herself. The other-directed person is attuned to what other people want him to be. The other-directed person is a pliable member of a team and yearns for acceptance. He or she is less notable for having a rigid character than for having a smooth personality.
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E.D. Hirsch Jr.'s 'Cultural Literacy' in the 21st Century - The Atlantic - 0 views

  • much of this angst can be interpreted as part of a noisy but inexorable endgame: the end of white supremacy. From this vantage point, Americanness and whiteness are fitfully, achingly, but finally becoming delinked—and like it or not, over the course of this generation, Americans are all going to have to learn a new way to be American.
  • What is the story of “us” when “us” is no longer by default “white”? The answer, of course, will depend on how aware Americans are of what they are, of what their culture already (and always) has been.
  • The thing about the list, though, was that it was—by design—heavy on the deeds and words of the “dead white males” who had formed the foundations of American culture but who had by then begun to fall out of academic fashion.
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  • Conservatives thus embraced Hirsch eagerly and breathlessly. He was a stout defender of the patrimony. Liberals eagerly and breathlessly attacked him with equal vigor. He was retrograde, Eurocentric, racist, sexist.
  • Lost in all the crossfire, however, were two facts: First, Hirsch, a lifelong Democrat who considered himself progressive, believed his enterprise to be in service of social justice and equality. Cultural illiteracy, he argued, is most common among the poor and power-illiterate, and compounds both their poverty and powerlessness. Second: He was right.
  • A generation of hindsight now enables Americans to see that it is indeed necessary for a nation as far-flung and entropic as the United States, one where rising economic inequality begets worsening civic inequality, to cultivate continuously a shared cultural core. A vocabulary. A set of shared referents and symbols.
  • So, first of all, Americans do need a list. But second, it should not be Hirsch’s list. And third, it should not made the way he made his. In the balance of this essay, I want to unpack and explain each of those three statements.
  • If you take the time to read the book attached to Hirsch’s appendix, you’ll find a rather effective argument about the nature of background knowledge and public culture. Literacy is not just a matter of decoding the strings of letters that make up words or the meaning of each word in sequence. It is a matter of decoding context: the surrounding matrix of things referred to in the text and things implied by it
  • That means understanding what’s being said in public, in the media, in colloquial conversation. It means understanding what’s not being said. Literacy in the culture confers power, or at least access to power. Illiteracy, whether willful or unwitting, creates isolation from power.
  • his point about background knowledge and the content of shared public culture extends well beyond schoolbooks. They are applicable to the “texts” of everyday life, in commercial culture, in sports talk, in religious language, in politics. In all cases, people become literate in patterns—“schema” is the academic word Hirsch uses. They come to recognize bundles of concept and connotation like “Party of Lincoln.” They perceive those patterns of meaning the same way a chess master reads an in-game chessboard or the way a great baseball manager reads an at bat. And in all cases, pattern recognition requires literacy in particulars.
  • Lots and lots of particulars. This isn’t, or at least shouldn’t be, an ideologically controversial point. After all, parents on both left and right have come to accept recent research that shows that the more spoken words an infant or toddler hears, the more rapidly she will learn and advance in school. Volume and variety matter. And what is true about the vocabulary of spoken or written English is also true, one fractal scale up, about the vocabulary of American culture.
  • those who demonized Hirsch as a right-winger missed the point. Just because an endeavor requires fluency in the past does not make it worshipful of tradition or hostile to change.
  • radicalism is made more powerful when garbed in traditionalism. As Hirsch put it: “To be conservative in the means of communication is the road to effectiveness in modern life, in whatever direction one wishes to be effective.”
  • Hence, he argued, an education that in the name of progressivism disdains past forms, schema, concepts, figures, and symbols is an education that is in fact anti-progressive and “helps preserve the political and economic status quo.” This is true. And it is made more urgently true by the changes in American demography since Hirsch gave us his list in 1987.
  • If you are an immigrant to the United States—or, if you were born here but are the first in your family to go to college, and thus a socioeconomic new arrival; or, say, a black citizen in Ferguson, Missouri deciding for the first time to participate in a municipal election, and thus a civic neophyte—you have a single overriding objective shared by all immigrants at the moment of arrival: figure out how stuff really gets done here.
  • So, for instance, a statement like “One hundred and fifty years after Appomattox, our house remains deeply divided” assumes that the reader knows that Appomattox is both a place and an event; that the event signified the end of a war; that the war was the Civil War and had begun during the presidency of a man, Abraham Lincoln, who earlier had famously declared that “a house divided against itself cannot stand”; that the divisions then were in large part about slavery; and that the divisions today are over the political, social, and economic legacies of slavery and how or whether we are to respond to those legacies.
  • But why a list, one might ask? Aren’t lists just the very worst form of rote learning and standardized, mechanized education? Well, yes and no.
  • it’s not just newcomers who need greater command of common knowledge. People whose families have been here ten generations are often as ignorant about American traditions, mores, history, and idioms as someone “fresh off the boat.”
  • The more serious challenge, for Americans new and old, is to make a common culture that’s greater than the sum of our increasingly diverse parts. It’s not enough for the United States to be a neutral zone where a million little niches of identity might flourish; in order to make our diversity a true asset, Americans need those niches to be able to share a vocabulary. Americans need to be able to have a broad base of common knowledge so that diversity can be most fully activated.
  • as the pool of potential culture-makers has widened, the modes of culture creation have similarly shifted away from hierarchies and institutions to webs and networks. Wikipedia is the prime embodiment of this reality, both in how the online encyclopedia is crowd-created and how every crowd-created entry contains links to other entries.
  • so any endeavor that makes it easier for those who do not know the memes and themes of American civic life to attain them closes the opportunity gap. It is inherently progressive.
  • since I started writing this essay, dipping into the list has become a game my high-school-age daughter and I play together.
  • I’ll name each of those entries, she’ll describe what she thinks to be its meaning. If she doesn’t know, I’ll explain it and give some back story. If I don’t know, we’ll look it up together. This of course is not a good way for her teachers to teach the main content of American history or English. But it is definitely a good way for us both to supplement what school should be giving her.
  • And however long we end up playing this game, it is already teaching her a meta-lesson about the importance of cultural literacy. Now anytime a reference we’ve discussed comes up in the news or on TV or in dinner conversation, she can claim ownership. Sometimes she does so proudly, sometimes with a knowing look. My bet is that the satisfaction of that ownership, and the value of it, will compound as the years and her education progress.
  • The trouble is, there are also many items on Hirsch’s list that don’t seem particularly necessary for entry into today’s civic and economic mainstream.
  • Which brings us back to why diversity matters. The same diversity that makes it necessary to have and to sustain a unifying cultural core demands that Americans make the core less monochromatic, more inclusive, and continuously relevant for contemporary life
  • it’s worth unpacking the baseline assumption of both Hirsch’s original argument and the battles that erupted around it. The assumption was that multiculturalism sits in polar opposition to a traditional common culture, that the fight between multiculturalism and the common culture was zero-sum.
  • As scholars like Ronald Takaki made clear in books like A Different Mirror, the dichotomy made sense only to the extent that one imagined that nonwhite people had had no part in shaping America until they started speaking up in the second half of the twentieth century.
  • The truth, of course, is that since well before the formation of the United States, the United States has been shaped by nonwhites in its mores, political structures, aesthetics, slang, economic practices, cuisine, dress, song, and sensibility.
  • In its serious forms, multiculturalism never asserted that every racial group should have its own sealed and separate history or that each group’s history was equally salient to the formation of the American experience. It simply claimed that the omni-American story—of diversity and hybridity—was the legitimate American story.
  • as Nathan Glazer has put it (somewhat ruefully), “We are all multiculturalists now.” Americans have come to see—have chosen to see—that multiculturalism is not at odds with a single common culture; it is a single common culture.
  • it is true that in a finite school year, say, with finite class time and books of finite heft, not everything about everyone can be taught. There are necessary trade-offs. But in practice, recognizing the true and longstanding diversity of American identity is not an either-or. Learning about the internment of Japanese Americans does not block out knowledge of D-Day or Midway. It is additive.
  • As more diverse voices attain ever more forms of reach and power we need to re-integrate and reimagine Hirsch’s list of what literate Americans ought to know.
  • To be clear: A 21st-century omni-American approach to cultural literacy is not about crowding out “real” history with the perishable stuff of contemporary life. It’s about drawing lines of descent from the old forms of cultural expression, however formal, to their progeny, however colloquial.
  • Nor is Omni-American cultural literacy about raising the “self-esteem” of the poor, nonwhite, and marginalized. It’s about raising the collective knowledge of all—and recognizing that the wealthy, white, and powerful also have blind spots and swaths of ignorance
  • What, then, would be on your list? It’s not an idle question. It turns out to be the key to rethinking how a list should even get made.
  • the Internet has transformed who makes culture and how. As barriers to culture creation have fallen, orders of magnitude more citizens—amateurs—are able to shape the culture in which we must all be literate. Cat videos and Star Trek fan fiction may not hold up long beside Toni Morrison. But the entry of new creators leads to new claims of right: The right to be recognized. The right to be counted. The right to make the means of recognition and accounting.
  • It is true that lists alone, with no teaching to bring them to life and no expectation that they be connected to a broader education, are somewhere between useless and harmful.
  • This will be a list of nodes and nested networks. It will be a fractal of associations, which reflects far more than a linear list how our brains work and how we learn and create. Hirsch himself nodded to this reality in Cultural Literacy when he described the process he and his colleagues used for collecting items for their list, though he raised it by way of pointing out the danger of infinite regress.
  • His conclusion, appropriate to his times, was that you had to draw boundaries somewhere with the help of experts. My take, appropriate to our times, is that Americans can draw not boundaries so much as circles and linkages, concept sets and pathways among them.
  • Because 5,000 or even 500 items is too daunting a place to start, I ask here only for your top ten. What are ten things every American—newcomer or native born, affluent or indigent—should know? What ten things do you feel are both required knowledge and illuminating gateways to those unenlightened about American life? Here are my entries: Whiteness The Federalist Papers The Almighty Dollar Organized labor Reconstruction Nativism The American Dream The Reagan Revolution DARPA A sucker born every minute
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Crowd-Sourcing Brain Research Leads to Breakthrough - NYTimes.com - 0 views

  • these guys finally did what needed to be done to take a real stab at merging imaging and genomics
  • Brain imaging studies are expensive and, as a result, far too small to reliably tease out the effects of common gene variations. These effects tend to be tiny, for one thing, and difficult to distinguish from the background “noise” of other influences. And brain imaging is notoriously noisy: not only does overall brain size vary from person to person, for instance, but so do the sizes of specialized brain regions like the hippocampus, which is critical for memory formation.
  • persuaded research centers around the world to pool their resources and create one large database. It included genetic and extensive brain imaging results from about 21,000 people. The team then analyzed the collective data to see whether any genes were linked to brain structure.
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The Art of Focus - NYTimes.com - 1 views

  • in order to pursue their intellectual adventures, children need a secure social base:
  • The way to discover a terrifying longing is to liberate yourself from the self-censoring labels you began to tell yourself over the course of your mis-education. These formulas are stultifying
  • The lesson from childhood, then, is that if you want to win the war for attention, don’t try to say “no” to the trivial distractions you find on the information smorgasbord; try to say “yes” to the subject that arouses a terrifying longing, and let the terrifying longing crowd out everything else.
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  • Don’t structure your encounters with them the way people do today, through brainstorming sessions (those don’t work) or through conferences with projection screen
  • Focus on the external objects of fascination, not on who you think you are. Find people with overlapping obsessions.
  • this creates a space internally into which one can be absorbed. In order to be absorbed one has to feel sufficiently safe, as though there is some shield, or somebody guarding
  • Instead look at the way children learn in groups. They make discoveries alone, but bring their treasures to the group. Then the group crowds around and hashes it out. In conversation, conflict, confusion and uncertainty can be metabolized and digested through somebody else.
  • 66 percent of workers aren’t able to focus on one thing at a time. Seventy percent of employees don’t have regular time for creative or strategic thinking while at work.
  • Many of us lead lives of distraction, unable to focus on what we know we should focus on.
  • I wonder if we might be able to copy some of the techniques used by the creatures who are phenomenally good at learning things: children.
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When No One Is Just a Face in the Crowd - NYTimes.com - 0 views

  • Facial recognition technology, already employed by some retail stores to spot and thwart shoplifters, may soon be used to identify and track the freest spenders in the aisles.
  • And companies like FaceFirst, in Camarillo, Calif., hope to soon complement their shoplifter-identification services with parallel programs to help retailers recognize customers eligible for special treatmen
  • . “Instantly, when a person in your FaceFirst database steps into one of your stores, you are sent an email, text or SMS alert that includes their picture and all biographical information of the known individual so you can take immediate and appropriate action.”
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  • Because facial recognition can be used covertly to identify and track people by name at a distance, some civil liberties experts call it unequivocally intrusive. In view of intelligence documents made public by Edward J. Snowden, they also warn that once companies get access to such data, the government could, too. “This is you as an individual being monitored over time and your movements and habits being recorded,”
  • facial recognition may soon let companies link a person’s online persona with his or her actual offline self at a specific public location. That could seriously threaten our ability to remain anonymous in public.
  • industry and consumer advocates will have to contend with nascent facial-recognition apps like NameTag; it is designed to allow a user to scan photographs of strangers, then see information about them — like their occupations or social-network profiles.
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Opinion | What Do We Actually Know About the Economy? (Wonkish) - The New York Times - 0 views

  • Among economists more generally, a lot of the criticism seems to amount to the view that macroeconomics is bunk, and that we should stick to microeconomics, which is the real, solid stuff. As I’ll explain in a moment, that’s all wrong
  • in an important sense the past decade has been a huge validation for textbook macroeconomics; meanwhile, the exaltation of micro as the only “real” economics both gives microeconomics too much credit and is largely responsible for the ways macroeconomic theory has gone wrong.
  • Finally, many outsiders and some insiders have concluded from the crisis that economic theory in general is bunk, that we should take guidance from people immersed in the real world – say, business leaders — and/or concentrate on empirical results and skip the models
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  • And while empirical evidence is important and we need more of it, the data almost never speak for themselves – a point amply illustrated by recent monetary events.
  • chwinger, as I remember the story, was never seen to use a Feynman diagram. But he had a locked room in his house, and the rumor was that that room was where he kept the Feynman diagrams he used in secret.
  • What’s the equivalent of Feynman diagrams? Something like IS-LM, which is the simplest model you can write down of how interest rates and output are jointly determined, and is how most practicing macroeconomists actually think about short-run economic fluctuations. It’s also how they talk about macroeconomics to each other. But it’s not what they put in their papers, because the journals demand that your model have “microfoundations.”
  • The Bernanke Fed massively expanded the monetary base, by a factor of almost five. There were dire warnings that this would cause inflation and “debase the dollar.” But prices went nowhere, and not much happened to broader monetary aggregates (a result that, weirdly, some economists seemed to find deeply puzzling even though it was exactly what should have been expected.)
  • What about fiscal policy? Traditional macro said that at the zero lower bound there would be no crowding out – that deficits wouldn’t drive up interest rates, and that fiscal multipliers would be larger than under normal conditions. The first of these predictions was obviously borne out, as rates stayed low even when deficits were very large. The second prediction is a bit harder to test, for reasons I’ll get into when I talk about the limits of empiricism. But the evidence does indeed suggest large positive multipliers.
  • The overall story, then, is one of overwhelming predictive success. Basic, old-fashioned macroeconomics didn’t fail in the crisis – it worked extremely well
  • In fact, it’s hard to think of any other example of economic models working this well – making predictions that most non-economists (and some economists) refused to believe, indeed found implausible, but which came true. Where, for example, can you find any comparable successes in microeconomics?
  • Meanwhile, the demand that macro become ever more rigorous in the narrow, misguided sense that it look like micro led to useful approaches being locked up in Schwinger’s back room, and in all too many cases forgotten. When the crisis struck, it was amazing how many successful academics turned out not to know things every economist would have known in 1970, and indeed resurrected 1930-vintage fallacies in the belief that they were profound insights.
  • mainly I think it reflected the general unwillingness of human beings (a category that includes many though not necessarily all economists) to believe that so many people can be so wrong about something so big.
  • . To normal human beings the study of international trade and that of international macroeconomics might sound like pretty much the same thing. In reality, however, the two fields used very different models, had very different intellectual cultures, and tended to look down on each other. Trade people tended to consider international macro people semi-charlatans, doing ad hoc stuff devoid of rigor. International macro people considered trade people boring, obsessed with proving theorems and offering little of real-world use.
  • does microeconomics really deserve its reputation of moral and intellectual superiority? No
  • Even before the rise of behavioral economics, any halfway self-aware economist realized that utility maximization – indeed, the very concept of utility — wasn’t a fact about the world; it was more of a thought experiment, whose conclusions should always have been stated in the subjunctive.
  • But, you say, we didn’t see the Great Recession coming. Well, what do you mean “we,” white man? OK, what’s true is that few economists realized that there was a huge housing bubble
  • True, a model doesn’t have to be perfect to provide hugely important insights. But here’s my question: where are the examples of microeconomic theory providing strong, counterintuitive, successful predictions on the same order as the success of IS-LM macroeconomics after 2008? Maybe there are some, but I can’t come up with any.
  • The point is not that micro theory is useless and we should stop doing it. But it doesn’t deserve to be seen as superior to macro modeling.
  • And the effort to make macro more and more like micro – to ground everything in rational behavior – has to be seen now as destructive. True, that effort did lead to some strong predictions: e.g., only unanticipated money should affect real output, transitory income changes shouldn’t affect consumer spending, government spending should crowd out private demand, etc. But all of those predictions have turned out to be wrong.
  • Kahneman and Tversky and Thaler and so on deserved all the honors they received for helping to document the specific ways in which utility maximization falls short, but even before their work we should never have expected perfect maximization to be a good description of reality.
  • But data never speak for themselves, for a couple of reasons. One, which is familiar, is that economists don’t get to do many experiments, and natural experiments are rare
  • The other problem is that even when we do get something like natural experiments, they often took place under economic regimes that aren’t relevant to current problems.
  • Both of these problems were extremely relevant in the years following the 2008 crisis.
  • you might be tempted to conclude that the empirical evidence is that monetary expansion is inflationary, indeed roughly one-for-one.
  • But the question, as the Fed embarked on quantitative easing, was what effect this would have on an economy at the zero lower bound. And while there were many historical examples of big monetary expansion, examples at the ZLB were much rarer – in fact, basically two: the U.S. in the 1930s and Japan in the early 2000
  • These examples told a very different story: that expansion would not, in fact, be inflationary, that it would work out the way it did.
  • The point is that empirical evidence can only do certain things. It can certainly prove that your theory is wrong! And it can also make a theory much more persuasive in those cases where the theory makes surprising predictions, which the data bear out. But the data can never absolve you from the necessity of having theories.
  • Over this past decade, I’ve watched a number of economists try to argue from authority: I am a famous professor, therefore you should believe what I say. This never ends well. I’ve also seen a lot of nihilism: economists don’t know anything, and we should tear the field down and start over.
  • Obviously I differ with both views. Economists haven’t earned the right to be snooty and superior, especially if their reputation comes from the ability to do hard math: hard math has been remarkably little help lately, if ever.
  • On the other hand, economists do turn out to know quite a lot: they do have some extremely useful models, usually pretty simple ones, that have stood up well in the face of evidence and events. And they definitely shouldn’t defer to important and/or rich people on polic
  • : compare Janet Yellen’s macroeconomic track record with that of the multiple billionaires who warned that Bernanke would debase the dollar. Or take my favorite Business Week headline from 2010: “Krugman or [John] Paulson: Who You Gonna Bet On?” Um.The important thing is to be aware of what we do know, and why.Follow The New York Times Opinion section on Facebook and Twitter (@NYTopinion), and sign up for the Opinion Today newsletter.
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The Shame Culture - The New York Times - 5 views

  • Some sort of moral system is coming into place. Some new criteria now exist, which people use to define correct and incorrect action. The big question is: What is the nature of this new moral system?
  • In a guilt culture you know you are good or bad by what your conscience feels. In a shame culture you know you are good or bad by what your community says about you, by whether it honors or excludes you. In a guilt culture people sometimes feel they do bad things; in a shame culture social exclusion makes people feel they are bad.
  • the omnipresence of social media has created a new sort of shame culture. The world of Facebook, Instagram and the rest is a world of constant display and observation. The desire to be embraced and praised by the community is intense. People dread being exiled and condemned. Moral life is not built on the continuum of right and wrong; it’s built on the continuum of inclusion and exclusion.
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  • First, members of a group lavish one another with praise
  • This creates a set of common behavior patterns.
  • Second, there are nonetheless enforcers within the group who build their personal power and reputation by policing the group and condemning those who break the group code
  • Third, people are extremely anxious that their group might be condemned or denigrated. They demand instant respect and recognition for their group
  • Campus controversies get so hot so fast because even a minor slight to a group is perceived as a basic identity threat.
  • The ultimate sin today, Crouch argues, is to criticize a group, especially on moral grounds. Talk of good and bad has to defer to talk about respect and recognition.
  • this shame culture is different from the traditional shame cultures, the ones in Asia, for example. In traditional shame cultures the opposite of shame was honor or “face” — being known as a dignified and upstanding citizen
  • In the new shame culture, the opposite of shame is celebrity — to be attention-grabbing and aggressively unique on some media platform.
  • On the positive side, this new shame culture might rebind the social and communal fabric. It might reverse, a bit, the individualistic, atomizing thrust of the past 50 years.
  • On the other hand, everybody is perpetually insecure in a moral system based on inclusion and exclusion. There are no permanent standards, just the shifting judgment of the crowd. It is a culture of oversensitivity, overreaction and frequent moral panics, during which everybody feels compelled to go along.
  • 26 Comments If we’re going to avoid a constant state of anxiety, people’s identities have to be based on standards of justice and virtue that are deeper and more permanent than the shifting fancy of the crowd
  • In an era of omnipresent social media, it’s probably doubly important to discover and name your own personal True North, vision of an ultimate good, which is worth defending even at the cost of unpopularity and exclusion.
  • The guilt culture could be harsh, but at least you could hate the sin and still love the sinner. The modern shame culture allegedly values inclusion and tolerance, but it can be strangely unmerciful to those who disagree and to those who don’t fit in.
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They're Watching You at Work - Don Peck - The Atlantic - 2 views

  • Predictive statistical analysis, harnessed to big data, appears poised to alter the way millions of people are hired and assessed.
  • By one estimate, more than 98 percent of the world’s information is now stored digitally, and the volume of that data has quadrupled since 2007.
  • The application of predictive analytics to people’s careers—an emerging field sometimes called “people analytics”—is enormously challenging, not to mention ethically fraught
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  • By the end of World War II, however, American corporations were facing severe talent shortages. Their senior executives were growing old, and a dearth of hiring from the Depression through the war had resulted in a shortfall of able, well-trained managers. Finding people who had the potential to rise quickly through the ranks became an overriding preoccupation of American businesses. They began to devise a formal hiring-and-management system based in part on new studies of human behavior, and in part on military techniques developed during both world wars, when huge mobilization efforts and mass casualties created the need to get the right people into the right roles as efficiently as possible. By the 1950s, it was not unusual for companies to spend days with young applicants for professional jobs, conducting a battery of tests, all with an eye toward corner-office potential.
  • But companies abandoned their hard-edged practices for another important reason: many of their methods of evaluation turned out not to be very scientific.
  • this regime, so widespread in corporate America at mid-century, had almost disappeared by 1990. “I think an HR person from the late 1970s would be stunned to see how casually companies hire now,”
  • Many factors explain the change, he said, and then he ticked off a number of them: Increased job-switching has made it less important and less economical for companies to test so thoroughly. A heightened focus on short-term financial results has led to deep cuts in corporate functions that bear fruit only in the long term. The Civil Rights Act of 1964, which exposed companies to legal liability for discriminatory hiring practices, has made HR departments wary of any broadly applied and clearly scored test that might later be shown to be systematically biased.
  • about a quarter of the country’s corporations were using similar tests to evaluate managers and junior executives, usually to assess whether they were ready for bigger roles.
  • He has encouraged the company’s HR executives to think about applying the games to the recruitment and evaluation of all professional workers.
  • Knack makes app-based video games, among them Dungeon Scrawl, a quest game requiring the player to navigate a maze and solve puzzles, and Wasabi Waiter, which involves delivering the right sushi to the right customer at an increasingly crowded happy hour. These games aren’t just for play: they’ve been designed by a team of neuroscientists, psychologists, and data scientists to suss out human potential. Play one of them for just 20 minutes, says Guy Halfteck, Knack’s founder, and you’ll generate several megabytes of data, exponentially more than what’s collected by the SAT or a personality test. How long you hesitate before taking every action, the sequence of actions you take, how you solve problems—all of these factors and many more are logged as you play, and then are used to analyze your creativity, your persistence, your capacity to learn quickly from mistakes, your ability to prioritize, and even your social intelligence and personality. The end result, Halfteck says, is a high-resolution portrait of your psyche and intellect, and an assessment of your potential as a leader or an innovator.
  • When the results came back, Haringa recalled, his heart began to beat a little faster. Without ever seeing the ideas, without meeting or interviewing the people who’d proposed them, without knowing their title or background or academic pedigree, Knack’s algorithm had identified the people whose ideas had panned out. The top 10 percent of the idea generators as predicted by Knack were in fact those who’d gone furthest in the process.
  • What Knack is doing, Haringa told me, “is almost like a paradigm shift.” It offers a way for his GameChanger unit to avoid wasting time on the 80 people out of 100—nearly all of whom look smart, well-trained, and plausible on paper—whose ideas just aren’t likely to work out.
  • Aptitude, skills, personal history, psychological stability, discretion, loyalty—companies at the time felt they had a need (and the right) to look into them all. That ambit is expanding once again, and this is undeniably unsettling. Should the ideas of scientists be dismissed because of the way they play a game? Should job candidates be ranked by what their Web habits say about them? Should the “data signature” of natural leaders play a role in promotion? These are all live questions today, and they prompt heavy concerns: that we will cede one of the most subtle and human of skills, the evaluation of the gifts and promise of other people, to machines; that the models will get it wrong; that some people will never get a shot in the new workforce.
  • scoring distance from work could violate equal-employment-opportunity standards. Marital status? Motherhood? Church membership? “Stuff like that,” Meyerle said, “we just don’t touch”—at least not in the U.S., where the legal environment is strict. Meyerle told me that Evolv has looked into these sorts of factors in its work for clients abroad, and that some of them produce “startling results.”
  • consider the alternative. A mountain of scholarly literature has shown that the intuitive way we now judge professional potential is rife with snap judgments and hidden biases, rooted in our upbringing or in deep neurological connections that doubtless served us well on the savanna but would seem to have less bearing on the world of work.
  • We may like to think that society has become more enlightened since those days, and in many ways it has, but our biases are mostly unconscious, and they can run surprisingly deep. Consider race. For a 2004 study called “Are Emily and Greg More Employable Than Lakisha and Jamal?,” the economists Sendhil Mullainathan and Marianne Bertrand put white-sounding names (Emily Walsh, Greg Baker) or black-sounding names (Lakisha Washington, Jamal Jones) on similar fictitious résumés, which they then sent out to a variety of companies in Boston and Chicago. To get the same number of callbacks, they learned, they needed to either send out half again as many résumés with black names as those with white names, or add eight extra years of relevant work experience to the résumés with black names.
  • a sociologist at Northwestern, spent parts of the three years from 2006 to 2008 interviewing professionals from elite investment banks, consultancies, and law firms about how they recruited, interviewed, and evaluated candidates, and concluded that among the most important factors driving their hiring recommendations were—wait for it—shared leisure interests.
  • Lacking “reliable predictors of future performance,” Rivera writes, “assessors purposefully used their own experiences as models of merit.” Former college athletes “typically prized participation in varsity sports above all other types of involvement.” People who’d majored in engineering gave engineers a leg up, believing they were better prepared.
  • the prevailing system of hiring and management in this country involves a level of dysfunction that should be inconceivable in an economy as sophisticated as ours. Recent survey data collected by the Corporate Executive Board, for example, indicate that nearly a quarter of all new hires leave their company within a year of their start date, and that hiring managers wish they’d never extended an offer to one out of every five members on their team
  • In the late 1990s, as these assessments shifted from paper to digital formats and proliferated, data scientists started doing massive tests of what makes for a successful customer-support technician or salesperson. This has unquestionably improved the quality of the workers at many firms.
  • In 2010, however, Xerox switched to an online evaluation that incorporates personality testing, cognitive-skill assessment, and multiple-choice questions about how the applicant would handle specific scenarios that he or she might encounter on the job. An algorithm behind the evaluation analyzes the responses, along with factual information gleaned from the candidate’s application, and spits out a color-coded rating: red (poor candidate), yellow (middling), or green (hire away). Those candidates who score best, I learned, tend to exhibit a creative but not overly inquisitive personality, and participate in at least one but not more than four social networks, among many other factors. (Previous experience, one of the few criteria that Xerox had explicitly screened for in the past, turns out to have no bearing on either productivity or retention
  • When Xerox started using the score in its hiring decisions, the quality of its hires immediately improved. The rate of attrition fell by 20 percent in the initial pilot period, and over time, the number of promotions rose. Xerox still interviews all candidates in person before deciding to hire them, Morse told me, but, she added, “We’re getting to the point where some of our hiring managers don’t even want to interview anymore”
  • Gone are the days, Ostberg told me, when, say, a small survey of college students would be used to predict the statistical validity of an evaluation tool. “We’ve got a data set of 347,000 actual employees who have gone through these different types of assessments or tools,” he told me, “and now we have performance-outcome data, and we can split those and slice and dice by industry and location.”
  • Evolv’s tests allow companies to capture data about everybody who applies for work, and everybody who gets hired—a complete data set from which sample bias, long a major vexation for industrial-organization psychologists, simply disappears. The sheer number of observations that this approach makes possible allows Evolv to say with precision which attributes matter more to the success of retail-sales workers (decisiveness, spatial orientation, persuasiveness) or customer-service personnel at call centers (rapport-building)
  • There are some data that Evolv simply won’t use, out of a concern that the information might lead to systematic bias against whole classes of people
  • the idea that hiring was a science fell out of favor. But now it’s coming back, thanks to new technologies and methods of analysis that are cheaper, faster, and much-wider-ranging than what we had before
  • what most excites him are the possibilities that arise from monitoring the entire life cycle of a worker at any given company.
  • Now the two companies are working together to marry pre-hire assessments to an increasing array of post-hire data: about not only performance and duration of service but also who trained the employees; who has managed them; whether they were promoted to a supervisory role, and how quickly; how they performed in that role; and why they eventually left.
  • What begins with an online screening test for entry-level workers ends with the transformation of nearly every aspect of hiring, performance assessment, and management.
  • I turned to Sandy Pentland, the director of the Human Dynamics Laboratory at MIT. In recent years, Pentland has pioneered the use of specialized electronic “badges” that transmit data about employees’ interactions as they go about their days. The badges capture all sorts of information about formal and informal conversations: their length; the tone of voice and gestures of the people involved; how much those people talk, listen, and interrupt; the degree to which they demonstrate empathy and extroversion; and more. Each badge generates about 100 data points a minute.
  • he tried the badges out on about 2,500 people, in 21 different organizations, and learned a number of interesting lessons. About a third of team performance, he discovered, can usually be predicted merely by the number of face-to-face exchanges among team members. (Too many is as much of a problem as too few.) Using data gathered by the badges, he was able to predict which teams would win a business-plan contest, and which workers would (rightly) say they’d had a “productive” or “creative” day. Not only that, but he claimed that his researchers had discovered the “data signature” of natural leaders, whom he called “charismatic connectors” and all of whom, he reported, circulate actively, give their time democratically to others, engage in brief but energetic conversations, and listen at least as much as they talk.
  • His group is developing apps to allow team members to view their own metrics more or less in real time, so that they can see, relative to the benchmarks of highly successful employees, whether they’re getting out of their offices enough, or listening enough, or spending enough time with people outside their own team.
  • Torrents of data are routinely collected by American companies and now sit on corporate servers, or in the cloud, awaiting analysis. Bloomberg reportedly logs every keystroke of every employee, along with their comings and goings in the office. The Las Vegas casino Harrah’s tracks the smiles of the card dealers and waitstaff on the floor (its analytics team has quantified the impact of smiling on customer satisfaction). E‑mail, of course, presents an especially rich vein to be mined for insights about our productivity, our treatment of co-workers, our willingness to collaborate or lend a hand, our patterns of written language, and what those patterns reveal about our intelligence, social skills, and behavior.
  • people analytics will ultimately have a vastly larger impact on the economy than the algorithms that now trade on Wall Street or figure out which ads to show us. He reminded me that we’ve witnessed this kind of transformation before in the history of management science. Near the turn of the 20th century, both Frederick Taylor and Henry Ford famously paced the factory floor with stopwatches, to improve worker efficiency.
  • “The quantities of data that those earlier generations were working with,” he said, “were infinitesimal compared to what’s available now. There’s been a real sea change in the past five years, where the quantities have just grown so large—petabytes, exabytes, zetta—that you start to be able to do things you never could before.”
  • People analytics will unquestionably provide many workers with more options and more power. Gild, for example, helps companies find undervalued software programmers, working indirectly to raise those people’s pay. Other companies are doing similar work. One called Entelo, for instance, specializes in using algorithms to identify potentially unhappy programmers who might be receptive to a phone cal
  • He sees it not only as a boon to a business’s productivity and overall health but also as an important new tool that individual employees can use for self-improvement: a sort of radically expanded The 7 Habits of Highly Effective People, custom-written for each of us, or at least each type of job, in the workforce.
  • the most exotic development in people analytics today is the creation of algorithms to assess the potential of all workers, across all companies, all the time.
  • The way Gild arrives at these scores is not simple. The company’s algorithms begin by scouring the Web for any and all open-source code, and for the coders who wrote it. They evaluate the code for its simplicity, elegance, documentation, and several other factors, including the frequency with which it’s been adopted by other programmers. For code that was written for paid projects, they look at completion times and other measures of productivity. Then they look at questions and answers on social forums such as Stack Overflow, a popular destination for programmers seeking advice on challenging projects. They consider how popular a given coder’s advice is, and how widely that advice ranges.
  • The algorithms go further still. They assess the way coders use language on social networks from LinkedIn to Twitter; the company has determined that certain phrases and words used in association with one another can distinguish expert programmers from less skilled ones. Gild knows these phrases and words are associated with good coding because it can correlate them with its evaluation of open-source code, and with the language and online behavior of programmers in good positions at prestigious companies.
  • having made those correlations, Gild can then score programmers who haven’t written open-source code at all, by analyzing the host of clues embedded in their online histories. They’re not all obvious, or easy to explain. Vivienne Ming, Gild’s chief scientist, told me that one solid predictor of strong coding is an affinity for a particular Japanese manga site.
  • Gild’s CEO, Sheeroy Desai, told me he believes his company’s approach can be applied to any occupation characterized by large, active online communities, where people post and cite individual work, ask and answer professional questions, and get feedback on projects. Graphic design is one field that the company is now looking at, and many scientific, technical, and engineering roles might also fit the bill. Regardless of their occupation, most people leave “data exhaust” in their wake, a kind of digital aura that can reveal a lot about a potential hire.
  • professionally relevant personality traits can be judged effectively merely by scanning Facebook feeds and photos. LinkedIn, of course, captures an enormous amount of professional data and network information, across just about every profession. A controversial start-up called Klout has made its mission the measurement and public scoring of people’s online social influence.
  • Mullainathan expressed amazement at how little most creative and professional workers (himself included) know about what makes them effective or ineffective in the office. Most of us can’t even say with any certainty how long we’ve spent gathering information for a given project, or our pattern of information-gathering, never mind know which parts of the pattern should be reinforced, and which jettisoned. As Mullainathan put it, we don’t know our own “production function.”
  • Over time, better job-matching technologies are likely to begin serving people directly, helping them see more clearly which jobs might suit them and which companies could use their skills. In the future, Gild plans to let programmers see their own profiles and take skills challenges to try to improve their scores. It intends to show them its estimates of their market value, too, and to recommend coursework that might allow them to raise their scores even more. Not least, it plans to make accessible the scores of typical hires at specific companies, so that software engineers can better see the profile they’d need to land a particular job
  • Knack, for its part, is making some of its video games available to anyone with a smartphone, so people can get a better sense of their strengths, and of the fields in which their strengths would be most valued. (Palo Alto High School recently adopted the games to help students assess careers.) Ultimately, the company hopes to act as matchmaker between a large network of people who play its games (or have ever played its games) and a widening roster of corporate clients, each with its own specific profile for any given type of job.
  • When I began my reporting for this story, I was worried that people analytics, if it worked at all, would only widen the divergent arcs of our professional lives, further gilding the path of the meritocratic elite from cradle to grave, and shutting out some workers more definitively. But I now believe the opposite is likely to happen, and that we’re headed toward a labor market that’s fairer to people at every stage of their careers
  • For decades, as we’ve assessed people’s potential in the professional workforce, the most important piece of data—the one that launches careers or keeps them grounded—has been educational background: typically, whether and where people went to college, and how they did there. Over the past couple of generations, colleges and universities have become the gatekeepers to a prosperous life. A degree has become a signal of intelligence and conscientiousness, one that grows stronger the more selective the school and the higher a student’s GPA, that is easily understood by employers, and that, until the advent of people analytics, was probably unrivaled in its predictive powers.
  • the limitations of that signal—the way it degrades with age, its overall imprecision, its many inherent biases, its extraordinary cost—are obvious. “Academic environments are artificial environments,” Laszlo Bock, Google’s senior vice president of people operations, told The New York Times in June. “People who succeed there are sort of finely trained, they’re conditioned to succeed in that environment,” which is often quite different from the workplace.
  • because one’s college history is such a crucial signal in our labor market, perfectly able people who simply couldn’t sit still in a classroom at the age of 16, or who didn’t have their act together at 18, or who chose not to go to graduate school at 22, routinely get left behind for good. That such early factors so profoundly affect career arcs and hiring decisions made two or three decades later is, on its face, absurd.
  • I spoke with managers at a lot of companies who are using advanced analytics to reevaluate and reshape their hiring, and nearly all of them told me that their research is leading them toward pools of candidates who didn’t attend college—for tech jobs, for high-end sales positions, for some managerial roles. In some limited cases, this is because their analytics revealed no benefit whatsoever to hiring people with college degrees; in other cases, and more often, it’s because they revealed signals that function far better than college history,
  • Google, too, is hiring a growing number of nongraduates. Many of the people I talked with reported that when it comes to high-paying and fast-track jobs, they’re reducing their preference for Ivy Leaguers and graduates of other highly selective schools.
  • This process is just beginning. Online courses are proliferating, and so are online markets that involve crowd-sourcing. Both arenas offer new opportunities for workers to build skills and showcase competence. Neither produces the kind of instantly recognizable signals of potential that a degree from a selective college, or a first job at a prestigious firm, might. That’s a problem for traditional hiring managers, because sifting through lots of small signals is so difficult and time-consuming.
  • all of these new developments raise philosophical questions. As professional performance becomes easier to measure and see, will we become slaves to our own status and potential, ever-focused on the metrics that tell us how and whether we are measuring up? Will too much knowledge about our limitations hinder achievement and stifle our dreams? All I can offer in response to these questions, ironically, is my own gut sense, which leads me to feel cautiously optimistic.
  • Google’s understanding of the promise of analytics is probably better than anybody else’s, and the company has been changing its hiring and management practices as a result of its ongoing analyses. (Brainteasers are no longer used in interviews, because they do not correlate with job success; GPA is not considered for anyone more than two years out of school, for the same reason—the list goes on.) But for all of Google’s technological enthusiasm, these same practices are still deeply human. A real, live person looks at every résumé the company receives. Hiring decisions are made by committee and are based in no small part on opinions formed during structured interviews.
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Covid-19: How Much Herd Immunity is Enough? - The New York Times - 0 views

  • Scientists initially estimated that 60 to 70 percent of the population needed to acquire resistance to the coronavirus to banish it. Now Dr. Anthony Fauci and others are quietly shifting that number upward.
  • It gives Americans a sense of when we can hope to breathe freely again.
  • And last week, in an interview with CNBC News, he said “75, 80, 85 percent” and “75 to 80-plus percent.”
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  • He is doing so, he said, partly based on new science, and partly on his gut feeling that the country is finally ready to hear what he really thinks.
  • Now that some polls are showing that many more Americans are ready, even eager, for vaccines, he said he felt he could deliver the tough message that the return to normal might take longer than anticipated.
  • We really don’t know what the real number is. I think the real range is somewhere between 70 to 90 percent.
  • not sure there will be enough voluntary acceptance of vaccines to reach that goal.
  • They also came with a warning: All answers are merely “guesstimates.”
  • Humans move around, so studying disease spread among them is far harder.
  • It took about two months to be certain that there were many asymptomatic people who had also spread the virus.
  • The more transmissible a pathogen, the more people must become immune in order to stop it.
  • Dr. Dean noted that to stop transmission in a crowded city like New York, more people would have to achieve immunity than would be necessary in a less crowded place like Montana.
  • If we can vaccinate almost all the people who are most at risk of severe outcomes, then this would become a milder disease.”
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New York State Sues NYPD Over Its Handling Of 2020 Racial Justice Protests : NPR - 0 views

  • New York Attorney General Letitia James has filed a lawsuit against the New York City Police Department, citing "a pattern of using excessive force and making false arrests against New Yorkers during peaceful protests" that sought racial justice and other changes.
  • It's now seeking a court order "declaring that the policies and practices that the NYPD used during these protests were unlawful."
  • Along with the court order, the attorney general is asking for policy reforms and a monitor to oversee the NYPD's tactics and handling of future protests.
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  • A video last May apparently showed police SUVs surging into a crowd that had surrounded them during a protest in Brooklyn.
  • n July, plainclothes officers were seen on video as they "aggressively detained a woman at a protest and hauled her away in an unmarked vehicle,"
  • inflicting significant physical and psychological harm and leading to great distrust in law enforcement."
  • "this longstanding pattern of brutal and illegal force ends. No one is above the law — not even the individuals charged with enforcing it."
  • "failed to prevent and address the pattern or practice of excessive force and false arrests by officers against peaceful protesters in violation of the First, Fourth, and Fourteenth Amendments of the United States Constitution"
  • says the NYPD made a practice out of "kettling" — corralling people by using physical force and obstructions — to arrest protesters rather than allowing crowds to disperse.
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US Postal Service removing mailboxes for security reasons ahead of inauguration - CNN - 0 views

  • The US Postal Service has temporarily removed some mailboxes in several major cities across the country,
  • "It's part of our normal procedures to keep our employees and customers safe during times of protest or when large crowds are gathered near postal facilities, on postal routes, or by mailboxes
  • At least 14 post offices in the nation's capital will be temporarily closed as well on Inauguration Day.
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  • The expansion of security measures to other locations across the nation is based on the Postal Service's awareness of "planned protests or other situations involving large crowds" in key cities and areas
  • States and cities around the country are preparing for unrest ahead of the January 20 inauguration.
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Football and racist language: Reclaiming the Y-word | The Economist - 0 views

  • Game theory Sports Previous Next Latest Game theory Latest from all our blogs Football and racist language Reclaiming the Y-word Nov 9th 2012, 16:28 by B.R. ENGLISH football grounds in the 1980s were not pleasant places. Fans were squeezed into caged terraces which were often left open to the elements. Hooliganism was rife and the country was in a state of moral panic as lurid images of fighting youths became a fixture on news bulletins. Margaret Thatcher, the prime minister, convened a "war cabinet". Ken Bates, the chairman of Chelsea football club, suggested electrifying the fences in the stadiums to keep the warring factions apart. By the end of the decade English football reached its nadir. In 1985, 39 Italian football fans had been killed in Heysel, Belgium after a riot by Liverpool supporters. In 1989, Liverpool supporters themselves were the victims as 96 lost their lives at Hillsborough as a result of incompetent policing.Some time toward the beginning of that decade, aged around ten, your correspondent was taken to his first away game by his father, a fanatical supporter of Tottenham Hotspur. The game was a derby with Chelsea, a bitter London rival. Chelsea's fans were among the game’s most notorious. Many were skinheads; foot soldiers of extreme right-wing parties such as the National Front and the British Movement. Tottenham, because of the area in North London in which it is situated, had a large and visible Jewish following. It did not make for a pleasant combination. At one point during the first half the hostile Chelsea crowd fell suddenly silent. Quietly at first came a hissing sound, like someone letting out gas from a canister. Before long the hissing reached crescendo. It was a terrifying sound for a small boy. But I was too young to grasp the significance. Only later was I filled in: the Chelsea fans were mimicking the sound of cyanide being released at a Nazi concentration camp. As the years wore on, the abuse towards Spurs fans became less subtle. When clubs with a large right-wing following came to Tottenham’s White Hart Lane stadium, such as Chelsea, West Ham, Leeds and Manchester United, the anti-semitism was relentless. One common song ran:Spurs are on their way to BelsenHitler's going to gas ‘em againThe Yids from TottenhamThe Yids from White Hart Lane The Y-word. It was the most relentless chant of all. Thousand of opposition fans, faces snarled, would come together in spiteful mantra: “Yiddo! Yiddo!” It was directed towards Tottenham fans and players alike. It would go on for minutes at a time, many times in a game. After a while it was so commonplace that one became immune to it. At some point during that time, something odd began to happen. Tottenham fans began to appropriate the Y-word. Gradually they began to refer to themselves as Yids. The club’s supporters started to describe themselves as the “Yid Army”. Soon the word was being chanted solely by Tottenham fans referring to themselves in a spirit of celebration and of togetherness. It had been reclaimed in much the same way that the word “nigger” was taken back by black hip-hop artists and “queer” was by gays.As a result, the word died as an insult, at least within football grounds.
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Struggle For Smarts? How Eastern And Western Cultures Tackle Learning : Shots - Health ... - 1 views

  • In 1979, when Jim Stigler was still a graduate student at the University of Michigan, he went to Japan to research teaching methods and found himself sitting in the back row of a crowded fourth grade math class.
  • and one kid was just totally having trouble with it. His cube looked all cockeyed, so the teacher said to him, 'Why don't you go put yours on the board?' So right there I thought, 'That's interesting! He took the one who can't do it and told him to go and put it on the board.'"
  • the kid didn't break into tears. Stigler says the child continued to draw his cube with equanimity. "And at the end of the class, he did make his cube look right! And the teacher said to the class, 'How does that look, class?' And they all looked up and said, 'He did it!' And they broke into applause." The kid smiled a huge smile and sat down, clearly proud of himself.
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  • very early ages we [in America] see struggle as an indicator that you're just not very smart," Stigler says. "It's a sign of low ability — people who are smart don't struggle, they just naturally get it, that's our folk theory. Whereas in Asian cultures they tend to see struggle more as an opportunity."
  • For the most part in American culture, intellectual struggle in schoolchildren is seen as an indicator of weakness, while in Eastern cultures it is not only tolerated, it is often used to measure emotional strength.
  • to understand why these two cultures view struggle so differently, it's good to step back and examine how they think about where academic excellence comes from.
  • American mother is communicating to her son that the cause of his success in school is his intelligence. He's smart — which, Li says, is a common American view.
  • children are not creative. Our children do not have individuality. They're just robots. You hear the educators from Asian countries express that concern, a
  • "So the focus is on the process of persisting through it despite the challenges, not giving up, and that's what leads to success," Li says.
  • Obviously if struggle indicates weakness — a lack of intelligence — it makes you feel bad, and so you're less likely to put up with it. But if struggle indicates strength — an ability to face down the challenges that inevitably occur when you are trying to learn something — you're more willing to accept it.
  • American students "worked on it less than 30 seconds on average and then they basically looked at us and said, 'We haven't had this,'" he says.
  • Japanese students worked for the entire hour on the impossible problem.
  • Westerns tend to worry that their kids won't be able to compete against Asian kids who excel in many areas but especially in math and science. Jin Li says that educators from Asian countries have their own set of worries.
  • "The idea of intelligence in believed in the West as a cause," Li explains. "She is telling him that there is something in him, in his mind, that enables him to do what he does."
  • in the Japanese classrooms that he's studied, teachers consciously design tasks that are slightly beyond the capabilities of the students they teach, so the students can actually experience struggling with something just outside their reach. Then, once the task is mastered, the teachers actively point out that the student was able to accomplish it through the students hard work and struggle.
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    An interesting look into the differences between how Eastern and Western cultures see academic struggle
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Why Are Pessimists Ignored? - NYTimes.com - 0 views

  • in any emergency, it is optimism that triumphs, and the prophets of doom who are pushed aside.
  • People interested in truth seek out those who disagree with them. They look for rival opinions, awkward facts and the grounds that might engender hesitation. Such people have a far more complicated life than the optimists
  • It is easy to trace disasters, in retrospect, to the bursts of unfounded optimism that gave rise to them.
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  • we can trace the major disasters of 20th century politics to the impeccably optimistic doctrines of Marx, Lenin, Mao, and the many others for whom progress was the inevitable tendency of history. Pessimism, so obviously vindicated in retrospect, is almost always ineffective at the time. Why is this?
  • Our approaches to questions of that kind have been strongly influenced in recent years by evolutionary psychology, which tells us that we are endowed with traits of character and patterns of feeling that were “adaptive” in the conditions from which human societies first emerged. And what was adaptive then might be profoundly maladaptive today, in the mass societies that we ourselves have created. It was adaptive in those small bands of hunter-gatherers to join the crowd, to persecute the doubter, to go cheerfully forward against the foe. And from these traits have sprung certain patterns of thinking that serve the vital purpose of preventing people from perceiving the truth, when the truth will discourage them.
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