Group items tagged

. Later, those who produced the most oxytocin were the most likely to give money to others they couldn't see.

"Our results show why puppies and babies are in toilet paper commercials," Zak said. "This research suggests that advertisers use images that cause our brains to release oxytocin to build trust in a product or brand, and hence increase sales."

A study published in the Journal of Consumer Research demonstrated that consumers who experienced fear while watching a film felt a greater affiliation with a present brand than those who watched films evoking other emotions, like happiness, sadness or excitement.

The rude comments made participants dig in on their stance

That emotions are critical -- maybe even more than previously thought -- to marketing.

In an analysis of the IPA dataBANK, which contains 1,400 case studies of successful advertising campaigns, campaigns with purely emotional content performed about twice as well (31 percent versus 16 percent) as those with only rational content (and did a little better than those that mixed emotional and rational content).

The emotional brain processes sensory information in one fifth of the time our cognitive brain takes to assimilate the same input

we're not just sharing the object, but we're sharing in the emotional response it creates."

When the study drew attention and controversy, there was a moment when they both could have said: "We didn't look carefully enough at this the first time. Now we can see that it doesn't meet our standards." Instead they allowed Facebook and the PR people to take the lead in responding to the controversy.

What should this reality signal to Facebook users? Is it time to pull-back? You have (almost) no rights. You have (almost) no control. You have no idea what they're doing to you or with you. You don't even know who's getting the stuff you are posting, and you're not allowed to know. Trade secret!

Are there any particular warnings here for journalists and editors in terms of their exposure on Facebook? Yeah. Facebook has all the power. You have almost none. Just keep that in mind in all your dealings with it, as an individual with family and friends, as a journalist with a story to file, and as a news organization that is "on" Facebook.

I am not in a commercial situation where I have to maximize my traffic, so I can opt out. Right now my choice is to keep my account, but use it cynically. 

does this level of experimentation indicate the prospect of a further undermining of audience-driven news priorities and traditional news values? The right way to think about it is a loss of power—for news producers and their priorities. As I said, Facebook thinks it knows better than I do what "my" 180,000 subscribers should get from me.

Facebook has "where else are they going to go?" logic now. And they have good reason for this confidence. (It's called network effects.) But "where else are they going to go?" is a long way from trust and loyalty. It is less a durable business model than a statement of power. 

I distinguished between the "thin" legitimacy that Facebook operates under and the "thick" legitimacy that the university requires to be the institution it was always supposed to be. (Both are distinct from il-legitimacy.) News organizations should learn to make this distinction more often. Normal PR exists to muddle it. Which is why you don't hand a research crisis over to university PR people.

some commentators have questioned the practice of A/B headline testing in the aftermath of this scandal—is there a clear connection? The connection to me is that both are forms of behaviourism. Behaviourism is a view of human beings in which, as Hannah Arendt said, they are reduced to the level of a conditioned and "behaving" animal—an animal that responds to these stimuli but not those. This is why a popular shorthand for Facebook's study was that users were being treated as lab rats.

Journalism is supposed to be about informing people so they can understand the world and take action when necessary. Action and behaviour are not the same thing at all. One is a conscious choice, the other a human tendency. There's a tension, then, between commercial behaviourism, which may be deeply functional in some ways for the news industry, and informing people as citizens capable of understanding their world well enough to improve it, which is the deepest purpose of journalism. A/B testing merely highlights this tension.

There is often a moment at a Trump rally when the candidate looks for or notices a small group of protesters. He points them out, sometimes in a mocking tone. This stirs up the crowd

point

Another easy target is the news media, and Trump likes to point out the location of the TV cameras in the back of the room and the reporters nearby as he berates the media as dishonest.

His well-tailored suits and bearing make him look fit and athletic.

. The firms’ employees, who often overlap, had contact in 2014 and 2015 with executives from Lukoil, the Russian oil giant.

Lukoil was interested in how data was used to target American voters, according to two former company insiders who said there were at least three meetings with Lukoil executives in London and Turkey.

Cambridge Analytica also included extensive questions about Russia’s president, Vladimir V. Putin, in surveys it was carrying out in American focus groups in 2014. It is not clear what — or which client — prompted the line of questioning, which asked for views on topics ranging from Mr. Putin’s popularity to Russian expansionism.

On two promotional documents obtained by The New York Times, SCL said it did business in Russia. In both documents, the country is highlighted on world maps that specify the location of SCL clients, with one of the maps noting that the clients were for the firm’s elections division. In a statement, SCL said an employee had done “commercial work” about 25 years ago “for a private company in Russia.”

Asked about the Russian oil company, a spokesman for SCL said that in 2014 the firm’s commercial division “discussed helping Lukoil Turkey better engage with its loyalty-card customers at gas stations.” The spokesman said SCL was not ultimately hired.

But Christopher Wylie, who helped found Cambridge Analytica and develop the company’s voter-profiling technology, said Lukoil showed interest in how the company used data to tailor messaging to American voters.

“I remember being super confused,” said Mr. Wylie, who took part in one of the Lukoil meetings.“I kept asking Alexander, ‘Can you explain to me what they want?’” he said, referring to Mr. Nix. “I don’t understand why Lukoil wants to know about political targeting in America.”

“We’re sending them stuff about political targeting — they then come and ask more about political targeting,” Mr. Wylie said, adding that Lukoil “just didn’t seem to be interested” in how the techniques could be used commercially.

A second person familiar with the discussions backed up Mr. Wylie’s account, but spoke on the condition of anonymity because of a confidentiality agreement.

Though Lukoil is not state-owned, it depends on Kremlin support, and its chief executive, Vagit Alekperov, has met with Mr. Putin on a number of occasions. Reuters reported last year that Lukoil and other companies received instructions from the state energy ministry on providing news stories favorable to Russian leadership.

During his testimony, Mr. Zuckerberg repeatedly said Facebook has a tool for downloading your data that “allows people to see and take out all the information they’ve put into Facebook.”

Most basic information, like my birthday, could not be deleted. More important, the pieces of data that I found objectionable, like the record of people I had unfriended, could not be removed from Facebook, either.

“They don’t delete anything, and that’s a general policy,” said Gabriel Weinberg, the founder of DuckDuckGo, which offers internet privacy tools. He added that data was kept around to eventually help brands serve targeted ads.

When you download a copy of your Facebook data, you will see a folder containing multiple subfolders and files. The most important one is the “index” file, which is essentially a raw data set of your Facebook account, where you can click through your profile, friends list, timeline and messages, among other features.

Upon closer inspection, it turned out that Facebook had stored my entire phone book because I had uploaded it when setting up Facebook’s messaging app, Messenger.

Facebook also kept a history of each time I opened Facebook over the last two years, including which device and web browser I used. On some days, it even logged my locations, like when I was at a hospital two years ago or when I visited Tokyo last year.

what bothered me was the data that I had explicitly deleted but that lingered in plain sight. On my friends list, Facebook had a record of “Removed Friends,” a dossier of the 112 people I had removed along with the date I clicked the “Unfriend” button. Why should Facebook remember the people I’ve cut off from my life?

Facebook said unfamiliar advertisers might appear on the list because they might have obtained my contact information from elsewhere, compiled it into a list of people they wanted to target and uploaded that list into Facebook

Brands can obtain your information in many different ways. Those include:

■ Buying information from a data provider like Acxiom, which has amassed one of the world’s largest commercial databases on consumers. Brands can buy different types of customer data sets from a provider, like contact information for people who belong to a certain demographic, and take that information to Facebook to serve targeted ads

■ Using tracking technologies like web cookies and invisible pixels that load in your web browser to collect information about your browsing activities. There are many different trackers on the web, and Facebook offers 10 different trackers to help brands harvest your information, according to Ghostery, which offers privacy tools that block ads and trackers.

■ Getting your information in simpler ways, too. Someone you shared information with could share it with another entity. Your credit card loyalty program, for example

I also downloaded copies of my Google data with a tool called Google Takeout. The data sets were exponentially larger than my Facebook data.

For my personal email account alone, Google’s archive of my data measured eight gigabytes, enough to hold about 2,000 hours of music. By comparison, my Facebook data was about 650 megabytes, the equivalent of about 160 hours of music.

In a folder labeled Ads, Google kept a history of many news articles I had read, like a Newsweek story about Apple employees walking into glass walls and a New York Times story about the editor of our Modern Love column. I didn’t click on ads for either of these stories, but the search giant logged them because the sites had loaded ads served by Google.

In another folder, labeled Android, Google had a record of apps I had opened on an Android phone since 2015, along with the date and time. This felt like an extraordinary level of detail.

if you get a conservative economist who isn’t a charlatan and crank, you are more or less by definition getting someone with no influence on policymakers. But that’s not the only problem.

But even among conservative economists who didn’t go down that rabbit hole, there has been a moral collapse – a willingness to put political loyalty over professional standards.

the intellectual decadence. In macroeconomics, what began in the 60s and 70s as a usefully challenging critique of Keynesian views went all wrong in the 80s, because the anti-Keynesians refused to reconsider their views when their own models failed the reality test while Keynesian models, with some modification, performed pretty well.

By the time the Great Recession struck, the right-leaning side of the profession had entered a Dark Age, having retrogressed to the point where famous economists trotted out 30s-era fallacies as deep insights.

The second problem with conservative economic thought is that even aside from its complete lack of policy influence, it’s in an advanced state of both intellectual and moral decadence – something that has been obvious for a while, but became utterly clear after the 2008 crisis.

We saw that most recently in the way leading conservative economists raced to endorse ludicrous claims for the efficacy of the Trump tax cuts, then tried to climb down without admitting what they had done. We saw it in the false claims that Obama had presided over a massive expansion of government programs and refusal to admit that he hadn’t, the warnings that Fed policy would cause huge inflation followed by refusal to admit having been wrong, and on and on.

What accounts for this moral decline? I suspect that it’s about a desperate attempt to retain some influence on a party that prefers the likes of Kudlow or Stephen Moore.

no, you don’t see the same thing on the other side. Liberal economists have made plenty of bad predictions – if you never get it wrong, you’re not taking enough risks – but have generally been willing to admit to and learn from mistakes, and have rarely been sycophants to people in power. In this, as in so much else, we’re looking at asymmetric polarization.

And I think that’s true across the board. The left has genuine public intellectuals with actual ideas and at least some real influence; the right does not. News organizations don’t seem to have figured out how to deal with this reality, except by pretending that it doesn’t exist

Am I saying that there are no conservative economists who have maintained their principles? Not at all. But they have no influence, zero, on GOP thinking. So in economics, a news organization trying to represent conservative thought either has to publish people with no constituency or go with the charlatans who actually matter.

the real problem here is that media organizations are looking for unicorns: serious, honest, conservative intellectuals with real influence. Forty or fifty years ago, such people did exist. But now they don’t.

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.

As more of the nation’s teachers seek to integrate climate science into the curriculum, many of them are reckoning with students for whom suspicion of the subject is deeply rooted.

rejecting the key findings of climate science can seem like a matter of loyalty to a way of life already under siege.

Originally tied, perhaps, to economic self-interest, climate skepticism has itself become a proxy for conservative ideals of hard work, small government and what people here call “self-sustainability.”

“What people ‘believe’ about global warming doesn’t reflect what they know,” Dan Kahan, a Yale researcher who studies political polarization, has stressed in talks, papers and blog posts. “It expresses who they are.”

In school, one learns about “the scientific method”—usually a straightforward set of steps, along the lines of “ask a question, propose a hypothesis, perform an experiment, analyze the results.”

That method works in the classroom, where students are basically told what questions to pursue. But real scientists must come up with their own questions, finding new routes through a much vaster landscape.

Since science began, there has been disagreement about how those routes are charted. Two twentieth-century philosophers of science, Karl Popper and Thomas Kuhn, are widely held to have offered the best accounts of this process.

For Popper, Strevens writes, “scientific inquiry is essentially a process of disproof, and scientists are the disprovers, the debunkers, the destroyers.” Kuhn’s scientists, by contrast, are faddish true believers who promulgate received wisdom until they are forced to attempt a “paradigm shift”—a painful rethinking of their basic assumptions.

Working scientists tend to prefer Popper to Kuhn. But Strevens thinks that both theorists failed to capture what makes science historically distinctive and singularly effective.

Sometimes they seek to falsify theories, sometimes to prove them; sometimes they’re informed by preëxisting or contextual views, and at other times they try to rule narrowly, based on t

Why do scientists agree to this scheme? Why do some of the world’s most intelligent people sign on for a lifetime of pipetting?

Strevens thinks that they do it because they have no choice. They are constrained by a central regulation that governs science, which he calls the “iron rule of explanation.” The rule is simple: it tells scientists that, “if they are to participate in the scientific enterprise, they must uncover or generate new evidence to argue with”; from there, they must “conduct all disputes with reference to empirical evidence alone.”

, it is “the key to science’s success,” because it “channels hope, anger, envy, ambition, resentment—all the fires fuming in the human heart—to one end: the production of empirical evidence.”

Strevens arrives at the idea of the iron rule in a Popperian way: by disproving the other theories about how scientific knowledge is created.

The problem isn’t that Popper and Kuhn are completely wrong. It’s that scientists, as a group, don’t pursue any single intellectual strategy consistently.

Exploring a number of case studies—including the controversies over continental drift, spontaneous generation, and the theory of relativity—Strevens shows scientists exerting themselves intellectually in a variety of ways, as smart, ambitious people usually do.

“Science is boring,” Strevens writes. “Readers of popular science see the 1 percent: the intriguing phenomena, the provocative theories, the dramatic experimental refutations or verifications.” But, he says,behind these achievements . . . are long hours, days, months of tedious laboratory labor. The single greatest obstacle to successful science is the difficulty of persuading brilliant minds to give up the intellectual pleasures of continual speculation and debate, theorizing and arguing, and to turn instead to a life consisting almost entirely of the production of experimental data.

Ultimately, in fact, it was good that the geologists had a “splendid variety” of somewhat arbitrary opinions: progress in science requires partisans, because only they have “the motivation to perform years or even decades of necessary experimental work.” It’s just that these partisans must channel their energies into empirical observation. The iron rule, Strevens writes, “has a valuable by-product, and that by-product is data.”

Science is often described as “self-correcting”: it’s said that bad data and wrong conclusions are rooted out by other scientists, who present contrary findings. But Strevens thinks that the iron rule is often more important than overt correction.

Eddington was never really refuted. Other astronomers, driven by the iron rule, were already planning their own studies, and “the great preponderance of the resulting measurements fit Einsteinian physics better than Newtonian physics.” It’s partly by generating data on such a vast scale, Strevens argues, that the iron rule can power science’s knowledge machine: “Opinions converge not because bad data is corrected but because it is swamped.”

Why did the iron rule emerge when it did? Strevens takes us back to the Thirty Years’ War, which concluded with the Peace of Westphalia, in 1648. The war weakened religious loyalties and strengthened national ones.

Two regimes arose: in the spiritual realm, the will of God held sway, while in the civic one the decrees of the state were paramount. As Isaac Newton wrote, “The laws of God & the laws of man are to be kept distinct.” These new, “nonoverlapping spheres of obligation,” Strevens argues, were what made it possible to imagine the iron rule. The rule simply proposed the creation of a third sphere: in addition to God and state, there would now be science.

Strevens imagines how, to someone in Descartes’s time, the iron rule would have seemed “unreasonably closed-minded.” Since ancient Greece, it had been obvious that the best thinking was cross-disciplinary, capable of knitting together “poetry, music, drama, philosophy, democracy, mathematics,” and other elevating human disciplines.

We’re still accustomed to the idea that a truly flourishing intellect is a well-rounded one. And, by this standard, Strevens says, the iron rule looks like “an irrational way to inquire into the underlying structure of things”; it seems to demand the upsetting “suppression of human nature.”

Descartes, in short, would have had good reasons for resisting a law that narrowed the grounds of disputation, or that encouraged what Strevens describes as “doing rather than thinking.”

In fact, the iron rule offered scientists a more supple vision of progress. Before its arrival, intellectual life was conducted in grand gestures.

Descartes’s book was meant to be a complete overhaul of what had preceded it; its fate, had science not arisen, would have been replacement by some equally expansive system. The iron rule broke that pattern.

by authorizing what Strevens calls “shallow explanation,” the iron rule offered an empirical bridge across a conceptual chasm. Work could continue, and understanding could be acquired on the other side. In this way, shallowness was actually more powerful than depth.

it also changed what counted as progress. In the past, a theory about the world was deemed valid when it was complete—when God, light, muscles, plants, and the planets cohered. The iron rule allowed scientists to step away from the quest for completeness.

The consequences of this shift would become apparent only with time

In 1713, Isaac Newton appended a postscript to the second edition of his “Principia,” the treatise in which he first laid out the three laws of motion and the theory of universal gravitation. “I have not as yet been able to deduce from phenomena the reason for these properties of gravity, and I do not feign hypotheses,” he wrote. “It is enough that gravity really exists and acts according to the laws that we have set forth.”

What mattered, to Newton and his contemporaries, was his theory’s empirical, predictive power—that it was “sufficient to explain all the motions of the heavenly bodies and of our sea.”

Descartes would have found this attitude ridiculous. He had been playing a deep game—trying to explain, at a fundamental level, how the universe fit together. Newton, by those lights, had failed to explain anything: he himself admitted that he had no sense of how gravity did its work

Strevens sees its earliest expression in Francis Bacon’s “The New Organon,” a foundational text of the Scientific Revolution, published in 1620. Bacon argued that thinkers must set aside their “idols,” relying, instead, only on evidence they could verify. This dictum gave scientists a new way of responding to one another’s work: gathering data.

Quantum theory—which tells us that subatomic particles can be “entangled” across vast distances, and in multiple places at the same time—makes intuitive sense to pretty much nobody.

Without the iron rule, Strevens writes, physicists confronted with such a theory would have found themselves at an impasse. They would have argued endlessly about quantum metaphysics.

ollowing the iron rule, they can make progress empirically even though they are uncertain conceptually. Individual researchers still passionately disagree about what quantum theory means. But that hasn’t stopped them from using it for practical purposes—computer chips, MRI machines, G.P.S. networks, and other technologies rely on quantum physics.

One group of theorists, the rationalists, has argued that science is a new way of thinking, and that the scientist is a new kind of thinker—dispassionate to an uncommon degree.

As evidence against this view, another group, the subjectivists, points out that scientists are as hopelessly biased as the rest of us. To this group, the aloofness of science is a smoke screen behind which the inevitable emotions and ideologies hide.

At least in science, Strevens tells us, “the appearance of objectivity” has turned out to be “as important as the real thing.”

The subjectivists are right, he admits, inasmuch as scientists are regular people with a “need to win” and a “determination to come out on top.”

But they are wrong to think that subjectivity compromises the scientific enterprise. On the contrary, once subjectivity is channelled by the iron rule, it becomes a vital component of the knowledge machine. It’s this redirected subjectivity—to come out on top, you must follow the iron rule!—that solves science’s “problem of motivation,” giving scientists no choice but “to pursue a single experiment relentlessly, to the last measurable digit, when that digit might be quite meaningless.”

If it really was a speech code that instigated “the extraordinary attention to process and detail that makes science the supreme discriminator and destroyer of false ideas,” then the peculiar rigidity of scientific writing—Strevens describes it as “sterilized”—isn’t a symptom of the scientific mind-set but its cause.

The iron rule—“a kind of speech code”—simply created a new way of communicating, and it’s this new way of communicating that created science.

Other theorists have explained science by charting a sweeping revolution in the human mind; inevitably, they’ve become mired in a long-running debate about how objective scientists really are

In “The Knowledge Machine: How Irrationality Created Modern Science” (Liveright), Michael Strevens, a philosopher at New York University, aims to identify that special something. Strevens is a philosopher of science

Compared with the theories proposed by Popper and Kuhn, Strevens’s rule can feel obvious and underpowered. That’s because it isn’t intellectual but procedural. “The iron rule is focused not on what scientists think,” he writes, “but on what arguments they can make in their official communications.”

Like everybody else, scientists view questions through the lenses of taste, personality, affiliation, and experience

geologists had a professional obligation to take sides. Europeans, Strevens reports, tended to back Wegener, who was German, while scholars in the United States often preferred Simpson, who was American. Outsiders to the field were often more receptive to the concept of continental drift than established scientists, who considered its incompleteness a fatal flaw.

Strevens’s point isn’t that these scientists were doing anything wrong. If they had biases and perspectives, he writes, “that’s how human thinking works.”

Eddington’s observations were expected to either confirm or falsify Einstein’s theory of general relativity, which predicted that the sun’s gravity would bend the path of light, subtly shifting the stellar pattern. For reasons having to do with weather and equipment, the evidence collected by Eddington—and by his colleague Frank Dyson, who had taken similar photographs in Sobral, Brazil—was inconclusive; some of their images were blurry, and so failed to resolve the matter definitively.

it was only natural for intelligent people who were free of the rule’s strictures to attempt a kind of holistic, systematic inquiry that was, in many ways, more demanding. It never occurred to them to ask if they might illuminate more collectively by thinking about less individually.

In the single-sphered, pre-scientific world, thinkers tended to inquire into everything at once. Often, they arrived at conclusions about nature that were fascinating, visionary, and wrong.

How Does Science Really Work?Science is objective. Scientists are not. Can an “iron rule” explain how they’ve changed the world anyway?By Joshua RothmanSeptember 28, 2020

The scale of this phenomenon is contributing to the emergence of mental health professionals who specialize in DNA-related discoveries, and strengthening a growing movement advocating everyone’s right to know his or her genetic identity.

In the tug between a person’s right to know her genetic origins and her parents’ right to privacy, which should prevail? Mothers may not want to share how their children came into the world.

Maybe a child was donor-conceived during an era when experts encouraged parents not to disclose this truth to their children. Or perhaps the circumstances involved coercion or violence

The reality of our genes may collide with the narratives we hold dear. We construct stories about who we are and what we value; about our parents’ characters and our spouses’ loyalties. The results of consumer genetic testing can serve as Rorschach tests for our beliefs about family, morality and the past.

At first, Longwell also thought that an appeal to facts could move reluctant Trump voters to change their mind. But when she played them videos that clearly showed Trump lying, they shrugged it off. In part, this was because they did not hold him to the same standards as other politicians. Instead, she thinks, they saw him as a businessman and a celebrity, someone exempt from normal morality. “They say, ‘Yes, he lies. But he’s honest, he’s authentic, he’s real,’” Longwell said.

physical and emotional well-being

But mentality is a huge part of the game too

so setbacks not only hurt their performance but also their ego and sense of self.

Serious blows can lead to fatigue, anxiety, and depression. Yet different strategies can help alleviate the stress that can accompany athletics.

Mental training is often neglected

Saying he had no regrets, he added: "I believe in all circumstances I behaved reasonably and legally. The legal rules do not inevitably cover all circumstances - including those I found myself in." Also on Monday, Johnson expressed "regret" for the "confusion, anger and pain" experienced by the British people as a result of the controversy; when pressed on whether he believes Cummings' decision has compromised the government's coronavirus message, Johnson doubled down on his support for Cummings, asserting, "I do not believe that anybody at Number 10 has done anything to undermine our message."

"The regulations made clear, I believe, that risks to the health of a small child were an exceptional situation."

To talk of the British sense of fair play is almost a cliché. But there is certainly a particular sensitivity among Britons to suggestions of hypocrisy which have thus far thwarted Cummings' attempts to brush off criticism of his excursion, and which contrast with, say, the relative lack of fuss in the US over the revelation that Ivanka Trump, President Donald Trump's daughter, traveled from Washington DC to New Jersey to celebrate Passover last month.

A controversial figure who relishes his role as an outsider, he also has a common touch when it comes to distilling a message with a brilliance complemented by Johnson's own flair for capturing the national mood. So while it was Johnson, then-Mayor of London, who in 2016 sensed an appetite for leaving the EU which his more senior colleagues missed, it was Cummings, head of the Vote Leave Campaign, who boiled it down to the simple and devastatingly effective slogan of "Take Back Control."

For a man known for his gregarious nature, the British Prime Minister has few close political friends; his inexperienced cabinet was appointed as much for their loyalty and support for his key policy of leading the UK out of the European Union as any long-term affinity with Johnson.

At the start of the lockdown, Dr. Catherine Calderwood, Scotland's Chief Medical Officer, fell on her sword after admitting two overnight visits at her seaside holiday cottage, having fronted the campaign urging Scots to stay home. Though Calderwood apologized for her actions and initially said she planned to stay on in her post, she later released a statement that she had quit and acknowledging that the "justifiable focus" on her actions could pose a distraction to the response to the pandemic.

As senior adviser since summer 2019 when Johnson became Prime Minister, the notoriously prickly Cummings has rubbed many Downing Street denizens the wrong way. But when coronavirus hit, it was he who crafted the message, "Stay Home, Protect the NHS, Save Lives," which has come to define Britain's battle against the virus and the protective shield the country threw around its beloved health service.

The hitherto wildly popular Johnson's favorability ratings have begun to slip while a recent poll by YouGov found 49% disapproved of the Prime Minister's path out of lockdown compared to 36% who supported it.

The former Chief Constable of Durham Police, Mike Barton, has warned that Cummings' behavior, and the Prime Minister's defense of it, will make attempts to enforce the lockdown impossible, potentially endangering the slow but steady progress the UK has made in reducing the spread of the virus.

The consequences could be even more serious if a mass loss of faith in both the Johnson government and his lockdown results in the public breaking the rules just at the moment the Prime Minister is urging them to stand firm.

This was the despairing prediction of a Kurdish man trying to save his family from the Turkish advance, speaking to CNN's Nick Paton Walsh inside Syria.

Over the weekend, Wall Street Journal columnist and former Ronald Reagan speechwriter Peggy Noonan summed up Trump's national security leadership like this: "Foreign-policy decisions in this administration look like the ball in a pinball machine in some garish arcade with flashing lights and some frantic guy pushing the levers ping ping ping and thinking he's winning."

Finally, some good news. China and the United States seem to have stepped back from the brink with a trade war truce.

I was relieved -- we wouldn't have to make what felt like an impossible decision -- but then I kept reading. My father had noted that he did not want to be supported by a ventilator or hooked up to a feeding tube for any length of time. He had been connected to both for nearly two weeks.

There was grief on her face, but also curiosity. What had finally gotten to her younger son, the one who so rarely showed emotion during his father's hospitalization?

I called the hospital and approved the DNR. They told me his status was still dire. I called my dad's closest friends and started preparing them for the worst.

My father's lungs showed no signs of progress. The double pneumonia they diagnosed days before was worsening. His kidneys were failing. Dialysis was required but would put a strain on his blood pressure, which was already dangerously low. There was a special form of dialysis designed for delicate situations like this -- continuous veno-venous hemofiltration -- but it wasn't available at Lawrence

The morning after I searched for my father's health directive and drafted his obituary, I woke up and tried to turn on my laptop. It wouldn't start. When it eventually booted up, it asked if I wanted to restore an unsaved document. No, I thought, let's see what happens today.

It was the same doctor as yesterday, the one who asked about the DNR. "Look, your dad is on a ventilator. That's a form of life support. He's experiencing kidney failure and requires dialysis. His situation is still very acute. He was in good health before the Covid, but his kidney, heart, and lungs are 69 years old. It's tough for them to recover. But the numbers from today are undeniably better than yesterday. There's been an improvement at almost every level. Your dad is a tough guy."

One of my close friends, a nurse practitioner, would help me understand all the terminology and its implications. He was treating Covid patients at an ICU upstate. At the end of our calls I'd ask him how he was doing. "We ran out of gowns," he told me one day. "My ICU is out of ventilators -- we're diverting people to Albany," he said another time.

"There's a difference between good intentions and good outcomes," I explained to her. She would wave me away and pick up. Inevitably the call would bring her tears. I stewed on the porch. My brother, uncle and I would spend hours trying to ease her mind and pacify her anxiety. Any inquiry or outreach was like sticking a finger in the open wound of her anguish.

I called my friend, the nurse practitioner, and gave him the latest update. He seemed upset. "You OK, dude?" "A nurse from my hospital died," he explained.

The nurses and doctors who took care of my father -- first for four days at NewYork-Presbyterian Lawrence Hospital, then for nearly a month at NewYork-Presbyterian/Columbia -- were always empathetic, straightforward and willing to trust me with complicated details.

About a week after writing -- then refusing to recover -- my father's obituary, his condition was continuing to improve.

"He's only improving," I told her, "because of the life-saving care you guys have given him. The whole city is in awe of you. They should have a parade for you down the Canyon of Heroes."

Covid-19 was new and largely unstudied. Maybe one of these seemingly odd treatments would work.

"Yesterday was a stumble, but we're getting back on course," I emailed the group. "We always knew this recovery wasn't going to be a straight line. It's important to remain resilient and optimistic even when there are temporary setbacks."

"Oh Lou, I've been waiting for your call. I have such good news. They are planning to extubate him tomorrow. They are going to take your father off the ventilator!" She was practically screaming with excitement. I was speechless.

I had been withholding certain information from my family and friends during this whole ordeal. My dad had developed a blood clot two weeks into his hospitalization. Clots are extremely dangerous, of course, but it was small and in a relatively manageable location.

I called my brother and told him about the plan to get my father off the ventilator. Since there were a number of contingencies, we debated telling my mother. She was living and dying with every update.

My father's breathing was labored on the morning they were planning to extubate. They delayed the procedure a day. That next morning, April 16, a doctor called. I was in the shower and rushed out to answer my cell. He said they were doing the extubation within the hour. What do we want to do if the extubation fails?

"It went as well as we could have hoped for," the doctor said. "His vitals are stable and he's breathing well. He's resting now." She explained that my father was disoriented and it probably wasn't a great idea to speak with him that day. Whatever, I thought, I'll speak with him when he gets home. He had been on a ventilator for 28 days.

I called the doctor later in the day. She told me my dad seemed distressed. He was trying to speak, but his vocal cords were too swollen. "It's so frustrating," she told me. "I don't know what he wants to tell me."

"Each facility has their own Covid rules," she explained. "I'll send you over a list." On the list was the nursing home where my grandfather had died several years before. My father had visited him every day.

I called the step-down unit where he had been the past three days. They transferred me to his nurse. "He's doing better, love. We took him off the pressor and his blood pressure is in a good range. His heart rate is good. He's breathing fine. The doctors decided he didn't need to go back to the ICU. He's ok."

"I've repeatedly said that recovery isn't a straight line. ... Yesterday we managed the roller coaster ride as a family. My brother, uncle and I were with my mother the entire day. We never lost hope or confidence in my dad's medical care and ultimate recovery. If there's a light at the end of the tunnel, it's a blinking one. Right now, it shines again."

I drove back to my mom's house. I scanned the block for my brother's car. He had not arrived. I parked. I have to wait for him and then tell my mother, brother and uncle all at once, right? Should I call my wife first? Should I call my dad's best friend?

I called my wife. I called my dad's best friend. I called the guys he grew up with. I called his former colleagues. I began every conversation the same way, "This is that call." I listened to each of them yell and cry and ask if I was serious. Then I said I had to make another call.

I wrote about my father's career. How he got his law degree at night school and became a prosecutor at the city, state, and federal level. How he convicted mobsters, drug dealers, and those who abused power.

I wrote about my dad's volunteer work -- at the Special Olympics, at an organization he founded that helps police families with special needs, and at just about any Italian-American group that needed a lawyer. He was so proud of his Italian-American heritage. He loathed the mafioso caricatures and stereotypes found on TV -- he wrote countless op-eds attacking those -- but he revered the old-school virtues he associated with his Italian-American upbringing: loyalty, humility, hard work, dedication to family.

He was a Covid patient for 31 days. It was a painful experience, but ultimately unimportant. It doesn't matter how a man dies. It matters how he lives.

The faith of those who believed in Progress was based on the assumption that one could discern a purpose to the human enterprise, even without the theological scaffolding that supported the Christian edifice of belief. Science and technology were the chief instruments of Progress, and · i.Lac_cumulation of reliable in orma on a out nature _1b_n, would bring ignorance, superstition, and suffering to an end.

In T ~chnopoly, we are driven to fill our lives with the quesUo "accesTinformation.

But the genie that came out of the bottle proclaiming that information was the new god of culture was a deceiver. It solved the problez:n of information scarcity, the disadvantages o_f wh~s~ious. But it gave no wami g_ahout the dan_gers of information7rttn,

!:ion of what is called a_ curriculum was a logical step toward 1./ organizing, limiting, and discriminating among available sources of information. Schools became technocracy's first secular bureaucracies, structures for legitimizing some parts of the flow of infgrmatiQD and di"s.ci.e.diling other earts. School;;ere, in short, a ~eans of governing the ecology of information.

it is why in _a TechnoE,.oly there can be no transcendent sense of purpose or meaning, no cultural coherence.

There were several reasons for the rapid growth of the common school, but none was more obvious than that it was a necessary response to the anxiefies and confusion aroused by information on the loose. The inven-

The milieu in which T echnopoly flourishes is one in which the tie between information and human purpose has been severed, i.e., inf~rmation appears indiscriminately, directed at no one in particular, in enormous volume and at high speeds; and disconnected from theory, meaning, or purpose.

Abetted ~~orm of ed~~on that in itself has been em _lie~any co~e~ent world-view, Technopoly deprives us of the social, p·olitical, historical, mefaphys1cal, logical, or spiritual bases for knowing what is beyond belief.

There is not a single line written by Jefferson, Adams, Paine, Hamilton, or Franklin that does not take for granted that when information is made available to citizens they are capable of managing it. This is not to say that the Founding Fathers believed information could not be false, misleading, or irrelevant. But they believed that the marketplace of infonpation and ideas was sufficiently ordered so that citizens could make sense of what they read and heard and, through reason, judge ·its μsefulness to their lives. Jefferson's proposals for education, Paine'~ arguments for self-governance, Franklin's arrangements for community affairs assume coherent, commonly shared principles.that allow us to debate such questions as: What are the responsibilities of citizens? What is the nature of education? What constitutes human progress? What are the limitations of social structures?

New forms of public discourse came into being through newspapers, pamphlets, broadsides, and books.

First Amendment to the United States Constitution stands as a monument to the ideolo_g~~ print. It says: "Congress shall make no law respecting the establishment of religion, or prohibiting the free exercise thereof; or abridging freedom of speech or of the press; or of the right of the people peaceably to assemble, and to petition the government for a redress of grievances." In these forty-five words we may find the fundamental values of the literate, reasoning_giind as fostered by the print revolution: a belief in privacy, individuality, intellectual freedom, open criticism, and ~.' adio .

telegraphy created the idea of context-free . 1 informatig_n::= that fs'~the idea that the value of information need ;;~t be ti~ to any function it might serve in social and political

decision-making and action. The telegraph made information into a commodity, a "thing" that could be bought and sold irrespective of its uses or meaning. 2

a new definition qf information came into being. Here was information that rejected the necessit ·of interco~nectedness, proceeded without conte~rgued for instancy against historic continuity, and offere · ascination· in place of corn !exit and cohe ence.

the fourth stage of the information revolution occurred, broadcasting. And then the fifth, computer technology. Each of these brought with it new forms of information, unpre~edented amounts of it, and increased speeds

photography was invented at approximately the same time a~phy, and initiated the Ehi:rd stage of the information revolution. Daniel Boorstin has called it "the graphic revolution," bec~use the photograph and other ico~ogr~phs br~ on a massive intrusion of ima es into the symbolic environment:

~ the beginning of the seventeenth century, an entirely new information environment had been created by_12rint

It is an improbable world. It is a world in which the idea of human progress, as Bacon ex~sed it, has been g~ by the idea of technological progress.

echnopoly is a state of cttlture., It is also a st~te of mind. It consists in the deification of technology, which means that the culture seeks its authorization in te0,~logy, finds · .atisf~tions in technolo , and takes its orders from technolog-¥,

Th_e relationship between information and the mechanisms ( for its control is fairly simple ~ec · ·ology increases the available supply of information. As the supply is increased, \ control mechanisms are strained. Additional control mech\ anisms ~re needed to cope with new information. When addi1 tional control mechanisms are themselves technical, they in tum I further increase the supply of information. When the supply of information is no longer controllable, a general breakdown in psychic tranquillity and social purpose occurs. Without defenses, people have no way of finding meaning in their experiences, lose their capacity to remember, and have difficulty imagining reasonable futures.

any decline in the force of i~~~ti'?n_s makes people vulnerable to information chaos. 1 To say that life is destabilized by weakened institutions is merely to say that information loses its use and therefore becomes a source of confu;~n rather than coherence.

T echnop_oly, then, is to say it is what h~pens to society when the defe~ainst informati;~ glut have broken down.

the school as a mechanism for information control. What its standards are can usually be found in, a curriculum or, with even more clarity, in a course catalogue. A college catalogue lists courses, subjects, and fields of study that, taken together, amount to a certified statement of what a serious student ought to think about.

In the West, the family as an institution for the management of nonbiological information began with the ascendance of print. As books on every conceivable subject become available, parent_~ were forced int°._the roles of guard-· ians'... protectors, nurturers, and arbiters of taste and rectitude. \ Their function was to define what it means to be a child by \ excluding from the family's domain information that would 1. undermine its purpose.

all_ theories are oversimplifications, or at least lead to oversimplification. The rule of law is an oversimplification. A curriculum is an oversimplification. So is a family's conception of a child. T~~t is the funt!ion _o._Ltheories-_ to o~~~~ip:lp}}_fy, and thus to assist believers in_ organiziDg, weighting, _ _an~_ excluding information. Therein lies the power of theories.

The political party is another.

The most imposing institutions for the control of information are religio!1 ~nd the st~J:f, .. They do their work in a somewhat more abstract way than do courts, schools, families, or political parties. The_y m?n~g~__Ji;1formation throug~ creation of mytJ:is and stories that express theories about funq1m1entaf question_s_:_ __ 10:_hy are we here, where have we come from, and where are we headed?

any educational institution, if it is to function well in the mana~~nt of information, must have a theory about its purpose and meaning-'. .!n'!::!Sl. have the means to give clear expression to its_ theory, and must do so, to a large extent, by excluding information.

Those who reject the Bible's theory and who believe, let us say, in the theory of Science are also protected from unwanted information. Their theory, for example, instructs them to disregard information about astrology, dianetics, and creationism, which they usually label as medieval superstition or subjective opinion.

thought-world that functions not only without a transcendent; narrative to provide moral underpinnings but also without strong social institutions to control the flood of information produced by technology.

In the r case of the United States, the great eighteenth-century revolution was not indifferent to commodity capitalism but was nonetheless infused with profound moral content. The U~!ed States was not merely an experiment in a new form of governance; it wai1nefu1fillmenl-oFGocf s plan. True, Adams, Jeffe;son, and Painere1ected-fne supernatural elements in the Bible,· but they never doubted that their experiment had the imprimatur of \ Providence. People were to be free but for a eurp_9se. Their [ God~giv_e~ig[ifs im li~_? obli ations and responsibilities, not L onfytoGod but to other nations, to which the new republic would be a guide and a showcase of what is possible-w~en reason and spirituality commingle.

American Technopoly must rel,y, to an obsessive extent, on technica( ~ethods to control the flow of information. Three such means merit speci attention.

Francis Fukuyama is wrong. There is another ideological conflict to be fought-between "liberal democracy" as conceived in the eighteenth century, with all its transcendent moral underpinnings, and T echnopoly, a twentieth-century

in at- ~ tempting to make the most rational use of information, bureaucracy ignores all information and ideas that do not contribute to efficiency

in principle a bureaucracy is simply a coordinated series of techniques for reducing the amount of information that requires processing.

The transformation of bureaucracy from a set of techniques·> designecfto serve social ~tutions to an auton-;;mous metainstitution that largely serves itself came as a result of several developments in the mid-andlate-nineteenth century: rapid ../ industrial growth, improvements in transportation and commu- ·✓ nication, the extension of government into ever-larger realms of V public and business affairs, the increasing centralization of gov- v ernmental structures.

Along the way, it ceased to be merely a servant of social institutions an

became ~ their master. Bureaucracy now not only solves problems but creates them. More important, it defines what our problems are---and they arec!.lways, in the bureaucra!!c view, problems of l . , efficiency.

Th_~-role of t!;_e ~xpert is to concentrate o_l}_one_ .H~ld of knowledge, sift through all that is available, eliminate that -.--:-: __ __:~---------which has no bearing on a problem, and use what is left !Q. !!§Sist in solving a probl~.

Institutions ca~~aked~cisions on the basis of scores and. sfatistics, and. there certainly may be occasions where there is no reasonable alternative. But unless such decisions are made with profound skepticism-that is, acknowledged as being made for administrative convenience-they are delusionary.

The god they serve does not speak \ of righteousness or goodness or mercy or grace. Their god speaks of efficiency, precision, objectivity. And that is why such concepts as sin and evil disappear in Technopoly. They come from a moral universe that is irrelevant to the theology of expertise. And so the priests of Technopoly call sin "social deviance," which is a statistical concept, and they call evil "psychopathology," which is a medical concept. Sin and evil disappear because they cannot be measured and objectified, and therefore cannot be dealt with by experts.

But something else, something even more powerful, was going on. Many Trump supporters grew to hate his critics even more than they came to love Trump. For them, Trump’s detractors were not just wrong but wicked, obsessed with getting Trump, and hell-bent on destroying America

For Trump supporters to admit that they were wrong about him—and especially to admit that Trump’s critics had been right about him—would blow their circuits. If they ever do turn on Trump, they will admit it only to themselves and maybe a few close intimates

asking Trump supporters to focus on his moral turpitude is like asking them to stare into the sun. They can do it for a split second, and then they have to look away. The Trump years have been all about looking away.

The way that people tend to argue today, particularly online, makes things worse.

You wouldn’t blame anyone involved for feeling as if they’re under fire, and no one is likely to change their mind when they’re being attacked.

odds are that neither camp is having any effect on the other; on the contrary, the attacks make opponents dig in deeper.

If you want a chance at changing minds, you need a new strategy: Stop using your values as a weapon, and start offering them as a gift.

hilosophers and social scientists have long pondered the question of why people hold different beliefs and values

One of the most compelling explanations comes from Moral Foundations Theory, which has been popularized by Jonathan Haidt, a social psychologist at NYU. This theory proposes that humans share a common set of “intuitive ethics,” on top of which we build different narratives and institutions—and therefore beliefs—that vary by culture, community, and even person.

Extensive survey-based research has revealed that almost everyone shares at least two common values: Harming others without cause is bad, and fairness is good. Other moral values are less widely shared

political conservatives tend to value loyalty to a group, respect for authority, and purity—typically in a bodily sense, in terms of sexuality—more than liberals do.

Sometimes conflict arises because one group holds a moral foundation that the other simply doesn’t feel strongly about

even when two groups agree on a moral foundation, they can radically disagree on how it should be expressed

When people fail to live up to your moral values (or your expression of them), it is easy to conclude that they are immoral people.

Further, if you are deeply attached to your values, this difference can feel like a threat to your identity, leading you to lash out, which won’t convince anyone who disagrees with you.

research shows that if you insult someone in a disagreement, the odds are that they will harden their position against yours, a phenomenon called the boomerang effect.

so it is with our values. If we want any chance at persuasion, we must offer them happily. A weapon is an ugly thing, designed to frighten and coerce

effective missionaries present their beliefs as a gift. And sharing a gift is a joyful act, even if not everyone wants it.

he solution to this problem requires a change in the way we see and present our own values

A gift is something we believe to be good for the recipient, who, we hope, may accept it voluntarily, and do so with gratitude. That requires that we present it with love, not insults and hatred.

1. Don’t “other” others.

Go out of your way to welcome those who disagree with you as valued voices, worthy of respect and attention. There is no “them,” only “us.”

2. Don’t take rejection personally.

just as you are not your car or your house, you are not your beliefs. Unless someone says, “I hate you because of your views,” a repudiation is personal only if you make it so

3. Listen more.

when it comes to changing someone’s mind, listening is more powerful than talking. They conducted experiments that compared polarizing arguments with a nonjudgmental exchange of views accompanied by deep listening. The former had no effect on viewpoints, whereas the latter reliably lowered exclusionary opinions.

when possible, listening and asking sensitive questions almost always has a more beneficial effect than talking.

howing others that you can be generous with them regardless of their values can help weaken their belief attachment, and thus make them more likely to consider your point of view

for your values to truly be a gift, you must weaken your own belief attachment first

we should all promise to ourselves, “I will cultivate openness, non-discrimination, and non-attachment to views in order to transform violence, fanaticism, and dogmatism in myself and in the world.”

if I truly have the good of the world at heart, then I must not fall prey to the conceit of perfect knowledge, and must be willing to entertain new and better ways to serve my ultimate goal: creating a happier world

generosity and openness have a bigger chance of making the world better in the long run.