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sissij

Good reasoning needn't make you an unfeeling robot - 1 views

  • There are two brain networks, called in the literature the “Default Mode Network” and the “Task Positive Network” – and it was shown these activate in different reasoning situations, but rarely together. One network lit up when subjects were asked to reason about physical systems (including the mechanical properties of inanimate objects); the other lit up when subjects were asked to reason about social situations (including the mental states of other people).
  • Some people have jumped to bad conclusions on the basis of this evidence, claiming that it shows “analytic thinking” and “empathy” are in tension, and that when we reason carefully, we can’t see the human cost of our decisions.
  • These are all open questions where the logician, the linguist and the philosopher enter the picture, to help us understand how we can represent and reason about the world.
  •  
    This article is saying that emotion and reasoning is not in conflict. Although our brain has two distinctive system of thinking, it doesn't tension between thinking and feeling. So our emotion and our reasoning is coexisting. A good reasoning doesn't conflict with moral judgment. Good reasoning is also coming up with possibilities to consider the options to explore. However, this topic is still debatable. --Sissi (11/29/2016)
Javier E

Facebook will start telling you when a story may be fake - The Washington Post - 0 views

  • The social network is going to partner with the Poynter International Fact-Checking Network, which includes groups such as Snopes and the Associated Press, to evaluate articles flagged by Facebook users. If those articles do not pass the smell test for the fact-checkers, Facebook will label that evaluation whenever they are posted or shared, along with a link to the organization that debunked the story.
  • Mosseri said the social network still wants to be a place where people with all kinds of opinions can express themselves but has no interest in being the arbiter of what’s true and what's not for its 1 billion users.
  • The new system will work like this: If a story on Facebook is patently false — saying that a celebrity is dead when they are still alive, for example — then users will see a notice that the story has been disputed or debunked. People who try to share stories that have been found false will also see an alert before they post. Flagged stories will appear lower in the news feed than unflagged stories.
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  • Users will also be able to report potentially false stories to Facebook or send messages directly to the person posting a questionable article.
  • The company is focusing, for now, on what Mosseri called the “bottom of the barrel” websites that are purposefully set up to deceive and spread fake news, as well as those that are impersonating other news organizations. “We are not looking to flag legitimate organizations,” Mosseri said. “We’re looking for pages posing as legitimate organizations.” Articles from legitimate sites that are controversial or even wrong should not get flagged, he said.
  • The company will also prioritize checking stories that are getting lots of flags from users and are being shared widely, to go after the biggest targets possible.
  • "From a journalistic side, is it enough? It’s a little late.”
  • Facebook is fine to filter out other content -- such as pornography -- for which the definition is unclear. There's no clear explanation for why Facebook hasn't decided to apply similar filters to fake news. “I think that’s a little weak,” Tu said. “If you recognize that it’s bad and journalists at the AP say it’s bad, you shouldn’t have it on your site.”
  • Others said Facebook's careful approach may be warranted. "I think we'll have to wait and see early results to determine how effective the strategy is," said Alexios Mantzarlis, of Poynter's International Fact-Checking Network. "In my eyes, erring on the side of caution is not a bad idea with something so complicated," he said
  • Facebook is also trying to crack down on people who have made a business in fake news by tweaking the social network's advertising practices. Any article that has been disputed, for example, cannot be used in an ad. Facebook is also playing around with ways to limit links from publishers with landing pages that are mostly ads — a common tactic for fake-news websites
  • With those measures in place, “we’re hoping financially motivated spammers might move away from fake news,” Mosseri said
  • Paul Horner, a fake news writer who makes a living writing viral hoaxes, said he wasn't immediately worried about Facebook's new crackdown on fake news sites. "It's really easy to start a new site. I have 50 domain names. I have a dedicated server. I can start up a new site within 48 hours," he said, shortly after Facebook announced its new anti-hoax programs.  If his sites, which he describes as "satire"-focused, do end up getting hit too hard, Horner says he has "backup plans."
Javier E

Quitters Never Win: The Costs of Leaving Social Media - Woodrow Hartzog and Evan Seling... - 2 views

  • Manjoo offers this security-centric path for folks who are anxious about the service being "one the most intrusive technologies ever built," and believe that "the very idea of making Facebook a more private place borders on the oxymoronic, a bit like expecting modesty at a strip club". Bottom line: stop tuning in and start dropping out if you suspect that the culture of oversharing, digital narcissism, and, above all, big-data-hungry, corporate profiteering will trump privacy settings.
  • Angwin plans on keeping a bare-bones profile. She'll maintain just enough presence to send private messages, review tagged photos, and be easy for readers to find. Others might try similar experiments, perhaps keeping friends, but reducing their communication to banal and innocuous expressions. But, would such disclosures be compelling or sincere enough to retain the technology's utility?
  • The other unattractive option is for social web users to willingly pay for connectivity with extreme publicity.
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  • go this route if you believe privacy is dead, but find social networking too good to miss out on.
  • While we should be attuned to constraints and their consequences, there are at least four problems with conceptualizing the social media user's dilemma as a version of "if you can't stand the heat, get out of the kitchen".
  • The efficacy of abandoning social media can be questioned when others are free to share information about you on a platform long after you've left.
  • Second, while abandoning a single social technology might seem easy, this "love it or leave it" strategy -- which demands extreme caution and foresight from users and punishes them for their naivete -- isn't sustainable without great cost in the aggregate. If we look past the consequences of opting out of a specific service (like Facebook), we find a disconcerting and more far-reaching possibility: behavior that justifies a never-ending strategy of abandoning every social technology that threatens privacy -- a can being kicked down the road in perpetuity without us resolving the hard question of whether a satisfying balance between protection and publicity can be found online
  • if your current social network has no obligation to respect the obscurity of your information, what justifies believing other companies will continue to be trustworthy over time?
  • Sticking with the opt-out procedure turns digital life into a paranoid game of whack-a-mole where the goal is to stay ahead of the crushing mallet. Unfortunately, this path of perilously transferring risk from one medium to another is the direction we're headed if social media users can't make reasonable decisions based on the current context of obscurity, but instead are asked to assume all online social interaction can or will eventually lose its obscurity protection.
  • The fourth problem with the "leave if you're unhappy" ethos is that it is overly individualistic. If a critical mass participates in the "Opt-Out Revolution," what would happen to the struggling, the lonely, the curious, the caring, and the collaborative if the social web went dark?
  • Our point is that there is a middle ground between reclusion and widespread publicity, and the reduction of user options to quitting or coping, which are both problematic, need not be inevitable, especially when we can continue exploring ways to alleviate the user burden of retreat and the societal cost of a dark social web.
  • it is easy to presume that "even if you unfriend everybody on Facebook, and you never join Twitter, and you don't have a LinkedIn profile or an About.me page or much else in the way of online presence, you're still going to end up being mapped and charted and slotted in to your rightful place in the global social network that is life." But so long it remains possible to create obscurity through privacy enhancing technology, effective regulation, contextually appropriate privacy settings, circumspect behavior, and a clear understanding of how our data can be accessed and processed, that fatalism isn't justified.
carolinewren

Sarah Palin dives in poll ratings as Tina Fey impersonates her on Saturday Night Live -... - 0 views

  • Palin's poll ratings are telling a more devastating story.
  • engage with the process much earlier on – not least with their Sunday morning political talk shows
  • It currently commands 10 million viewers – a creditable figure for a primetime drama, let alone a late-night sketch show.
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  • Other satirical shows, such as The Daily Show with Jon Stewart and The Colbert Report, are also enjoying record ratings, as well as influence far beyond their own viewers.
  • Even bigger than Saturday Night Live have been the presidential and vice-presidential debates. Sarah Palin's set-to with Joe Biden on October 2 attracted nearly 70 million viewers – a record for a vice-presidential debate and the highest-rated election debate since 1992
  • It is impossible to imagine a similar level of engagement with political television in this country. Gordon Brown and David Cameron would not only have to debate each other on TV – an unlikely scenario in itself – but pull in an audience bigger than the finals of Britain's Got Talent and Strictly Come Dancing put together
  • American networks do have some advantages over the BBC and ITV in planning and executing their political coverage
  • four-year timetable, avoiding the unholy scramble when a British general election is called at a month's notice.
  • In a Newsweek poll in September, voters were asked whether Palin was qualified or unqualified to be president. The result was a near dead-heat. In the same poll this month, those saying she was "unqualified" outnumbered those saying she was "qualified" by a massive 16 points
  • "I think we're learning what it means to have opinion journalism in this country on such a grand scale," says Stelter. "It's only in the last six to 12 months that those lines have hardened between Fox and MSNBC. I think the [ratings] numbers for cable have surprised people.
  • I think that shows that people are looking for different stripes of political news."
  • American political TV certainly is polarised. When Governor Palin attacked the media in her speech at the Republican convention last month, the crowd chanted "NBC"
  • Gwen Ifill, a respected anchor on the non-commercial channel PBS, who moderated the vice-presidential debate, saw her impartiality attacked because she is writing a book about African-American politics that mentions Obama in its title
  • America's networks comprehensively outstrip this country in both volume and quality of political coverage.
  • All three major US networks – ABC, CBS and NBC – offer a large amount of serious (and unbiased) political coverage, both in their evening network newscasts and in their morning equivalents of GMTV
  • Impartiality and the public service ethos hardly characterise Tina Fey's performances. Tonight's presidential debate forms part of a series driven largely by commercial networks, not publicly funded channels. Neither Fox News nor MSNBC was set up as a sop to a regulator
Javier E

Heady Stakes for 'Black-ish' on ABC - NYTimes.com - 0 views

  • hovering above all that is a more subtle — and quietly clever — narrative arc, involving the gap between parents and children and how each generation has a different awareness of what it means to be black in 2014.
  • I want it to succeed because the show arrives when black characters on mainstream broadcast networks who directly deal with issues like race are incredibly rare.
  • so far, his approach seems to be a hit. The premiere resonated with critics and attracted a robust 11 million viewers, besides generating a lot of positive reactions and discussions on social media. In a vote of confidence, ABC has given the show a full-season order.
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  • it seems as if networks think that post-racial story lines are the only acceptable ways of showcasing black characters on television.
  • TV is resplendent with ethnically diverse casts, from procedurals like “Law & Order: SVU” and “NCIS: Los Angeles” to hits like “Scandal” and “Elementary” to sitcoms like “New Girl” and “Brooklyn Nine-Nine.”  But the characters on those series don’t often deal directly with racial issues in everyday life and, by not doing so, perpetuate another kind of colorblindness, one that homogenizes characters and treats race as inconsequential, when it is anything but.
  • “The PC way of handling culture has been to not talk about it,” Kenya Barris, the show’s creator, said in an interview. “But we should be talking about it.”
  • What black viewers are left with instead, said Dayna Chatman, a media researcher at the Annenberg School for Communication and Journalism at the University of Southern California, is a dynamic that “makes whiteness the norm.”
  • reality television often showcases African-Americans, but since that genre is often about over-the-top performances, she said, it isn’t “particularly representative or flattering.”
  • there’s no middle ground: Either race is largely absent or exaggerated to the point of caricature.
  • The lack of texture and diversity on television is harder to ignore amid the rise of streaming and online series (say, Netflix’s “Orange Is the New Black” or Issa Rae’s “The Misadventures of Awkward Black Girl”) as well as social media like Instagram and Vine (see King Bach’s account). They offer a welcome and much more nuanced window into black humor and culture.
  • “The business explanation is always that this isn’t what the marketplace is asking for,”
  • He said ABC and cable networks pursued him and the “Black-ish” pilot “very aggressively.” Contrary to popular belief, networks “are looking for something that deals with diversity,” he said. “The problem has been timing and having the right package behind it.”
  • “This is the first time in American history where the most famous people in America are black,” he said, naming the Obama family and the musicians Kanye West and Beyoncé. “But there’s still a really obvious invisibility on television.”
  • Mr. Barris said he was determined to do more than create a successor to “The Cosby Show,” although “Black-ish” draws from its legacy. But while the popularity of the Huxtable family centered on its warmth and relatability, it was, Mr. Barris said, “about a family that happened to be black.” He added that he wanted his show to be much more cognizant of modern racial identity, and to reflect the class and racial dynamics of being black in America.
  • “We are hyperaware of how people and the media perceive us,” she said. “And who gets it and who doesn’t get it.”
  • In 2005, Mr. Chappelle walked away from his lucrative show on Comedy Central after expressing discomfort that the line between his social commentary and racial satire had grown too thin.
  • Today, there are a few other shows operating in the space left behind by Mr. Chappelle, including “Key & Peele” on Comedy Central and “Black Jesus” on Adult Swim. But those are cable outlets with smaller audiences, whereas “Black-ish” is on a mainstream network.
Javier E

The Tech Industry's Psychological War on Kids - Member Feature Stories - Medium - 0 views

  • she cried, “They took my f***ing phone!” Attempting to engage Kelly in conversation, I asked her what she liked about her phone and social media. “They make me happy,” she replied.
  • Even though they were loving and involved parents, Kelly’s mom couldn’t help feeling that they’d failed their daughter and must have done something terribly wrong that led to her problems.
  • My practice as a child and adolescent psychologist is filled with families like Kelly’s. These parents say their kids’ extreme overuse of phones, video games, and social media is the most difficult parenting issue they face — and, in many cases, is tearing the family apart.
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  • What none of these parents understand is that their children’s and teens’ destructive obsession with technology is the predictable consequence of a virtually unrecognized merger between the tech industry and psychology.
  • Dr. B.J. Fogg, is a psychologist and the father of persuasive technology, a discipline in which digital machines and apps — including smartphones, social media, and video games — are configured to alter human thoughts and behaviors. As the lab’s website boldly proclaims: “Machines designed to change humans.”
  • These parents have no idea that lurking behind their kids’ screens and phones are a multitude of psychologists, neuroscientists, and social science experts who use their knowledge of psychological vulnerabilities to devise products that capture kids’ attention for the sake of industry profit.
  • psychology — a discipline that we associate with healing — is now being used as a weapon against children.
  • This alliance pairs the consumer tech industry’s immense wealth with the most sophisticated psychological research, making it possible to develop social media, video games, and phones with drug-like power to seduce young users.
  • Likewise, social media companies use persuasive design to prey on the age-appropriate desire for preteen and teen kids, especially girls, to be socially successful. This drive is built into our DNA, since real-world relational skills have fostered human evolution.
  • Called “the millionaire maker,” Fogg has groomed former students who have used his methods to develop technologies that now consume kids’ lives. As he recently touted on his personal website, “My students often do groundbreaking projects, and they continue having impact in the real world after they leave Stanford… For example, Instagram has influenced the behavior of over 800 million people. The co-founder was a student of mine.”
  • Persuasive technology (also called persuasive design) works by deliberately creating digital environments that users feel fulfill their basic human drives — to be social or obtain goals — better than real-world alternatives.
  • Kids spend countless hours in social media and video game environments in pursuit of likes, “friends,” game points, and levels — because it’s stimulating, they believe that this makes them happy and successful, and they find it easier than doing the difficult but developmentally important activities of childhood.
  • While persuasion techniques work well on adults, they are particularly effective at influencing the still-maturing child and teen brain.
  • “Video games, better than anything else in our culture, deliver rewards to people, especially teenage boys,” says Fogg. “Teenage boys are wired to seek competency. To master our world and get better at stuff. Video games, in dishing out rewards, can convey to people that their competency is growing, you can get better at something second by second.”
  • it’s persuasive design that’s helped convince this generation of boys they are gaining “competency” by spending countless hours on game sites, when the sad reality is they are locked away in their rooms gaming, ignoring school, and not developing the real-world competencies that colleges and employers demand.
  • Persuasive technologies work because of their apparent triggering of the release of dopamine, a powerful neurotransmitter involved in reward, attention, and addiction.
  • As she says, “If you don’t get 100 ‘likes,’ you make other people share it so you get 100…. Or else you just get upset. Everyone wants to get the most ‘likes.’ It’s like a popularity contest.”
  • there are costs to Casey’s phone obsession, noting that the “girl’s phone, be it Facebook, Instagram or iMessage, is constantly pulling her away from her homework, sleep, or conversations with her family.
  • Casey says she wishes she could put her phone down. But she can’t. “I’ll wake up in the morning and go on Facebook just… because,” she says. “It’s not like I want to or I don’t. I just go on it. I’m, like, forced to. I don’t know why. I need to. Facebook takes up my whole life.”
  • B.J. Fogg may not be a household name, but Fortune Magazine calls him a “New Guru You Should Know,” and his research is driving a worldwide legion of user experience (UX) designers who utilize and expand upon his models of persuasive design.
  • “No one has perhaps been as influential on the current generation of user experience (UX) designers as Stanford researcher B.J. Fogg.”
  • the core of UX research is about using psychology to take advantage of our human vulnerabilities.
  • As Fogg is quoted in Kosner’s Forbes article, “Facebook, Twitter, Google, you name it, these companies have been using computers to influence our behavior.” However, the driving force behind behavior change isn’t computers. “The missing link isn’t the technology, it’s psychology,” says Fogg.
  • UX researchers not only follow Fogg’s design model, but also his apparent tendency to overlook the broader implications of persuasive design. They focus on the task at hand, building digital machines and apps that better demand users’ attention, compel users to return again and again, and grow businesses’ bottom line.
  • the “Fogg Behavior Model” is a well-tested method to change behavior and, in its simplified form, involves three primary factors: motivation, ability, and triggers.
  • “We can now create machines that can change what people think and what people do, and the machines can do that autonomously.”
  • Regarding ability, Fogg suggests that digital products should be made so that users don’t have to “think hard.” Hence, social networks are designed for ease of use
  • Finally, Fogg says that potential users need to be triggered to use a site. This is accomplished by a myriad of digital tricks, including the sending of incessant notifications
  • moral questions about the impact of turning persuasive techniques on children and teens are not being asked. For example, should the fear of social rejection be used to compel kids to compulsively use social media? Is it okay to lure kids away from school tasks that demand a strong mental effort so they can spend their lives on social networks or playing video games that don’t make them think much at all?
  • Describing how his formula is effective at getting people to use a social network, the psychologist says in an academic paper that a key motivator is users’ desire for “social acceptance,” although he says an even more powerful motivator is the desire “to avoid being socially rejected.”
  • the startup Dopamine Labs boasts about its use of persuasive techniques to increase profits: “Connect your app to our Persuasive AI [Artificial Intelligence] and lift your engagement and revenue up to 30% by giving your users our perfect bursts of dopamine,” and “A burst of Dopamine doesn’t just feel good: it’s proven to re-wire user behavior and habits.”
  • Ramsay Brown, the founder of Dopamine Labs, says in a KQED Science article, “We have now developed a rigorous technology of the human mind, and that is both exciting and terrifying. We have the ability to twiddle some knobs in a machine learning dashboard we build, and around the world hundreds of thousands of people are going to quietly change their behavior in ways that, unbeknownst to them, feel second-nature but are really by design.”
  • Programmers call this “brain hacking,” as it compels users to spend more time on sites even though they mistakenly believe it’s strictly due to their own conscious choices.
  • Banks of computers employ AI to “learn” which of a countless number of persuasive design elements will keep users hooked
  • A persuasion profile of a particular user’s unique vulnerabilities is developed in real time and exploited to keep users on the site and make them return again and again for longer periods of time. This drives up profits for consumer internet companies whose revenue is based on how much their products are used.
  • “The leaders of Internet companies face an interesting, if also morally questionable, imperative: either they hijack neuroscience to gain market share and make large profits, or they let competitors do that and run away with the market.”
  • Social media and video game companies believe they are compelled to use persuasive technology in the arms race for attention, profits, and survival.
  • Children’s well-being is not part of the decision calculus.
  • one breakthrough occurred in 2017 when Facebook documents were leaked to The Australian. The internal report crafted by Facebook executives showed the social network boasting to advertisers that by monitoring posts, interactions, and photos in real time, the network is able to track when teens feel “insecure,” “worthless,” “stressed,” “useless” and a “failure.”
  • The report also bragged about Facebook’s ability to micro-target ads down to “moments when young people need a confidence boost.”
  • These design techniques provide tech corporations a window into kids’ hearts and minds to measure their particular vulnerabilities, which can then be used to control their behavior as consumers. This isn’t some strange future… this is now.
  • The official tech industry line is that persuasive technologies are used to make products more engaging and enjoyable. But the revelations of industry insiders can reveal darker motives.
  • Revealing the hard science behind persuasive technology, Hopson says, “This is not to say that players are the same as rats, but that there are general rules of learning which apply equally to both.”
  • After penning the paper, Hopson was hired by Microsoft, where he helped lead the development of the Xbox Live, Microsoft’s online gaming system
  • “If game designers are going to pull a person away from every other voluntary social activity or hobby or pastime, they’re going to have to engage that person at a very deep level in every possible way they can.”
  • This is the dominant effect of persuasive design today: building video games and social media products so compelling that they pull users away from the real world to spend their lives in for-profit domains.
  • Persuasive technologies are reshaping childhood, luring kids away from family and schoolwork to spend more and more of their lives sitting before screens and phones.
  • “Since we’ve figured to some extent how these pieces of the brain that handle addiction are working, people have figured out how to juice them further and how to bake that information into apps.”
  • Today, persuasive design is likely distracting adults from driving safely, productive work, and engaging with their own children — all matters which need urgent attention
  • Still, because the child and adolescent brain is more easily controlled than the adult mind, the use of persuasive design is having a much more hurtful impact on kids.
  • But to engage in a pursuit at the expense of important real-world activities is a core element of addiction.
  • younger U.S. children now spend 5 ½ hours each day with entertainment technologies, including video games, social media, and online videos.
  • Even more, the average teen now spends an incredible 8 hours each day playing with screens and phones
  • U.S. kids only spend 16 minutes each day using the computer at home for school.
  • Quietly, using screens and phones for entertainment has become the dominant activity of childhood.
  • Younger kids spend more time engaging with entertainment screens than they do in school
  • teens spend even more time playing with screens and phones than they do sleeping
  • kids are so taken with their phones and other devices that they have turned their backs to the world around them.
  • many children are missing out on real-life engagement with family and school — the two cornerstones of childhood that lead them to grow up happy and successful
  • persuasive technologies are pulling kids into often toxic digital environments
  • A too frequent experience for many is being cyberbullied, which increases their risk of skipping school and considering suicide.
  • And there is growing recognition of the negative impact of FOMO, or the fear of missing out, as kids spend their social media lives watching a parade of peers who look to be having a great time without them, feeding their feelings of loneliness and being less than.
  • The combined effects of the displacement of vital childhood activities and exposure to unhealthy online environments is wrecking a generation.
  • as the typical age when kids get their first smartphone has fallen to 10, it’s no surprise to see serious psychiatric problems — once the domain of teens — now enveloping young kids
  • Self-inflicted injuries, such as cutting, that are serious enough to require treatment in an emergency room, have increased dramatically in 10- to 14-year-old girls, up 19% per year since 2009.
  • While girls are pulled onto smartphones and social media, boys are more likely to be seduced into the world of video gaming, often at the expense of a focus on school
  • it’s no surprise to see this generation of boys struggling to make it to college: a full 57% of college admissions are granted to young women compared with only 43% to young men.
  • Economists working with the National Bureau of Economic Research recently demonstrated how many young U.S. men are choosing to play video games rather than join the workforce.
  • The destructive forces of psychology deployed by the tech industry are making a greater impact on kids than the positive uses of psychology by mental health providers and child advocates. Put plainly, the science of psychology is hurting kids more than helping them.
  • Hope for this wired generation has seemed dim until recently, when a surprising group has come forward to criticize the tech industry’s use of psychological manipulation: tech executives
  • Tristan Harris, formerly a design ethicist at Google, has led the way by unmasking the industry’s use of persuasive design. Interviewed in The Economist’s 1843 magazine, he says, “The job of these companies is to hook people, and they do that by hijacking our psychological vulnerabilities.”
  • Marc Benioff, CEO of the cloud computing company Salesforce, is one of the voices calling for the regulation of social media companies because of their potential to addict children. He says that just as the cigarette industry has been regulated, so too should social media companies. “I think that, for sure, technology has addictive qualities that we have to address, and that product designers are working to make those products more addictive, and we need to rein that back as much as possible,”
  • “If there’s an unfair advantage or things that are out there that are not understood by parents, then the government’s got to come forward and illuminate that.”
  • Since millions of parents, for example the parents of my patient Kelly, have absolutely no idea that devices are used to hijack their children’s minds and lives, regulation of such practices is the right thing to do.
  • Another improbable group to speak out on behalf of children is tech investors.
  • How has the consumer tech industry responded to these calls for change? By going even lower.
  • Facebook recently launched Messenger Kids, a social media app that will reach kids as young as five years old. Suggestive that harmful persuasive design is now honing in on very young children is the declaration of Messenger Kids Art Director, Shiu Pei Luu, “We want to help foster communication [on Facebook] and make that the most exciting thing you want to be doing.”
  • the American Psychological Association (APA) — which is tasked with protecting children and families from harmful psychological practices — has been essentially silent on the matter
  • APA Ethical Standards require the profession to make efforts to correct the “misuse” of the work of psychologists, which would include the application of B.J. Fogg’s persuasive technologies to influence children against their best interests
  • Manipulating children for profit without their own or parents’ consent, and driving kids to spend more time on devices that contribute to emotional and academic problems is the embodiment of unethical psychological practice.
  • “Never before in history have basically 50 mostly men, mostly 20–35, mostly white engineer designer types within 50 miles of where we are right now [Silicon Valley], had control of what a billion people think and do.”
  • Some may argue that it’s the parents’ responsibility to protect their children from tech industry deception. However, parents have no idea of the powerful forces aligned against them, nor do they know how technologies are developed with drug-like effects to capture kids’ minds
  • Others will claim that nothing should be done because the intention behind persuasive design is to build better products, not manipulate kids
  • similar circumstances exist in the cigarette industry, as tobacco companies have as their intention profiting from the sale of their product, not hurting children. Nonetheless, because cigarettes and persuasive design predictably harm children, actions should be taken to protect kids from their effects.
  • in a 1998 academic paper, Fogg describes what should happen if things go wrong, saying, if persuasive technologies are “deemed harmful or questionable in some regard, a researcher should then either take social action or advocate that others do so.”
  • I suggest turning to President John F. Kennedy’s prescient guidance: He said that technology “has no conscience of its own. Whether it will become a force for good or ill depends on man.”
  • The APA should begin by demanding that the tech industry’s behavioral manipulation techniques be brought out of the shadows and exposed to the light of public awareness
  • Changes should be made in the APA’s Ethics Code to specifically prevent psychologists from manipulating children using digital machines, especially if such influence is known to pose risks to their well-being.
  • Moreover, the APA should follow its Ethical Standards by making strong efforts to correct the misuse of psychological persuasion by the tech industry and by user experience designers outside the field of psychology.
  • It should join with tech executives who are demanding that persuasive design in kids’ tech products be regulated
  • The APA also should make its powerful voice heard amongst the growing chorus calling out tech companies that intentionally exploit children’s vulnerabilities.
katedriscoll

Frontiers | A Neural Network Framework for Cognitive Bias | Psychology - 0 views

  • Human decision-making shows systematic simplifications and deviations from the tenets of rationality (‘heuristics’) that may lead to suboptimal decisional outcomes (‘cognitive biases’). There are currently three prevailing theoretical perspectives on the origin of heuristics and cognitive biases: a cognitive-psychological, an ecological and an evolutionary perspective. However, these perspectives are mainly descriptive and none of them provides an overall explanatory framework for
  • the underlying mechanisms of cognitive biases. To enhance our understanding of cognitive heuristics and biases we propose a neural network framework for cognitive biases, which explains why our brain systematically tends to default to heuristic (‘Type 1’) decision making. We argue that many cognitive biases arise from intrinsic brain mechanisms that are fundamental for the working of biological neural networks. To substantiate our viewpoint, we discern and explain four basic neural network principles: (1) Association, (2) Compatibility, (3) Retainment, and (4) Focus. These principles are inherent to (all) neural networks which were originally optimized to perform concrete biological, perceptual, and motor functions. They form the basis for our inclinations to associate and combine (unrelated) information, to prioritize information that is compatible with our present state (such as knowledge, opinions, and expectations), to retain given information that sometimes could better be ignored, and to focus on dominant information while ignoring relevant information that is not directly activated. The supposed mechanisms are complementary and not mutually exclusive. For different cognitive biases they may all contribute in varying degrees to distortion of information. The present viewpoint not only complements the earlier three viewpoints, but also provides a unifying and binding framework for many cognitive bias phenomena.
  • The cognitive-psychological (or heuristics and biases) perspective (Evans, 2008; Kahneman and Klein, 2009) attributes cognitive biases to limitations in the available data and in the human information processing capacity (Simon, 1955; Broadbent, 1958; Kahneman, 1973, 2003; Norman and Bobrow, 1975)
Javier E

Amazon US customers have one week to opt out of mass wireless sharing | Amazon | The Gu... - 1 views

  • Amazon customers have one week to opt out of a plan that would turn every Echo speaker and Ring security camera in the US into a shared wireless network, as part of the company’s plan to fix connection problems for its smart home devices.
  • The proposal, called Amazon Sidewalk, involves the company’s devices being used as a springboard to build city-wide “mesh networks” that help simplify the process of setting up new devices, keep them online even if they’re out of range of home wifi, and extend the range of tracking devices such as those made by Tile.
  • The feature works by creating a low-bandwidth network using smart home devices such as Amazon Echoes and Ring security cameras. At its simplest, it means that a new Echo can set itself up using a neighbour’s wifi, or a security camera can continue to send motion alerts even if its connection to the internet is disrupted, by piggybacking on the connection of another camera across the street.
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  • “In addition to capturing everyone’s shopping habits (from amazon.com) and their internet activity (as AWS is one of the most dominant web hosting services) … now they are also effectively becoming a global ISP with a flick of a switch, all without even having to lay a single foot of fiber”
  • Amazon is not the first company to look to create such a network. Apple has taken a similar approach with the company’s range of AirTag item trackers, which can connect to the internet through any compatible iPhone they come into contact with, not simply their owner’s.
blythewallick

What the brains of people with excellent general knowledge look like: Some people seem ... - 0 views

  • "Although we can precisely measure the general knowledge of people and this wealth of knowledge is very important for an individual's journey through life, we currently know little about the links between general knowledge and the characteristics of the brain,"
  • This makes it possible to reconstruct the pathways of nerve fibres and thus gain an insight into the structural network properties of the brain. By means of mathematical algorithms, the researchers assigned an individual value to the brain of each participant, which reflected the efficiency of his or her structural fibre network.
  • The participants also completed a general knowledge test called the Bochum Knowledge Test, which was developed in Bochum by Dr. Rüdiger Hossiep. It is comprised of over 300 questions from various fields of knowledge such as art and architecture or biology and chemistry. The team led by Erhan Genç finally investigated whether the efficiency of structural networking is associated with the amount of general knowledge stored.
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  • "We assume that individual units of knowledge are dispersed throughout the entire brain in the form of pieces of information," explains Erhan Genç. "Efficient networking of the brain is essential in order to put together the information stored in various areas of the brain and successfully recall knowledge content."
  • To answer the question of which constants occur in Einstein's theory of relativity, you have to connect the meaning of the term "constant" with knowledge of the theory of relativity. "We assume that more efficient networking of the brain contributes to better integration of pieces of information and thus leads to better results in a general knowledge test,
Javier E

'The Godfather of AI' Quits Google and Warns of Danger Ahead - The New York Times - 0 views

  • he officially joined a growing chorus of critics who say those companies are racing toward danger with their aggressive campaign to create products based on generative artificial intelligence, the technology that powers popular chatbots like ChatGPT.
  • Dr. Hinton said he has quit his job at Google, where he has worked for more than decade and became one of the most respected voices in the field, so he can freely speak out about the risks of A.I. A part of him, he said, now regrets his life’s work.
  • “I console myself with the normal excuse: If I hadn’t done it, somebody else would have,”
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  • Industry leaders believe the new A.I. systems could be as important as the introduction of the web browser in the early 1990s and could lead to breakthroughs in areas ranging from drug research to education.
  • But gnawing at many industry insiders is a fear that they are releasing something dangerous into the wild. Generative A.I. can already be a tool for misinformation. Soon, it could be a risk to jobs. Somewhere down the line, tech’s biggest worriers say, it could be a risk to humanity.
  • “It is hard to see how you can prevent the bad actors from using it for bad things,” Dr. Hinton said.
  • After the San Francisco start-up OpenAI released a new version of ChatGPT in March, more than 1,000 technology leaders and researchers signed an open letter calling for a six-month moratorium on the development of new systems because A.I technologies pose “profound risks to society and humanity.
  • Several days later, 19 current and former leaders of the Association for the Advancement of Artificial Intelligence, a 40-year-old academic society, released their own letter warning of the risks of A.I. That group included Eric Horvitz, chief scientific officer at Microsoft, which has deployed OpenAI’s technology across a wide range of products, including its Bing search engine.
  • Dr. Hinton, often called “the Godfather of A.I.,” did not sign either of those letters and said he did not want to publicly criticize Google or other companies until he had quit his job
  • Dr. Hinton, a 75-year-old British expatriate, is a lifelong academic whose career was driven by his personal convictions about the development and use of A.I. In 1972, as a graduate student at the University of Edinburgh, Dr. Hinton embraced an idea called a neural network. A neural network is a mathematical system that learns skills by analyzing data. At the time, few researchers believed in the idea. But it became his life’s work.
  • Dr. Hinton is deeply opposed to the use of artificial intelligence on the battlefield — what he calls “robot soldiers.”
  • In 2012, Dr. Hinton and two of his students in Toronto, Ilya Sutskever and Alex Krishevsky, built a neural network that could analyze thousands of photos and teach itself to identify common objects, such as flowers, dogs and cars.
  • In 2018, Dr. Hinton and two other longtime collaborators received the Turing Award, often called “the Nobel Prize of computing,” for their work on neural networks.
  • Around the same time, Google, OpenAI and other companies began building neural networks that learned from huge amounts of digital text. Dr. Hinton thought it was a powerful way for machines to understand and generate language, but it was inferior to the way humans handled language.
  • Then, last year, as Google and OpenAI built systems using much larger amounts of data, his view changed. He still believed the systems were inferior to the human brain in some ways but he thought they were eclipsing human intelligence in others.
  • “Maybe what is going on in these systems,” he said, “is actually a lot better than what is going on in the brain.”
  • As companies improve their A.I. systems, he believes, they become increasingly dangerous. “Look at how it was five years ago and how it is now,” he said of A.I. technology. “Take the difference and propagate it forwards. That’s scary.”
  • Until last year, he said, Google acted as a “proper steward” for the technology, careful not to release something that might cause harm. But now that Microsoft has augmented its Bing search engine with a chatbot — challenging Google’s core business — Google is racing to deploy the same kind of technology. The tech giants are locked in a competition that might be impossible to stop, Dr. Hinton said.
  • His immediate concern is that the internet will be flooded with false photos, videos and text, and the average person will “not be able to know what is true anymore.”
  • He is also worried that A.I. technologies will in time upend the job market. Today, chatbots like ChatGPT tend to complement human workers, but they could replace paralegals, personal assistants, translators and others who handle rote tasks. “It takes away the drudge work,” he said. “It might take away more than that.”
  • Down the road, he is worried that future versions of the technology pose a threat to humanity because they often learn unexpected behavior from the vast amounts of data they analyze. This becomes an issue, he said, as individuals and companies allow A.I. systems not only to generate their own computer code but actually run that code on their ow
  • And he fears a day when truly autonomous weapons — those killer robots — become reality.
  • “The idea that this stuff could actually get smarter than people — a few people believed that,” he said. “But most people thought it was way off. And I thought it was way off. I thought it was 30 to 50 years or even longer away. Obviously, I no longer think that.”
  • Many other experts, including many of his students and colleagues, say this threat is hypothetical. But Dr. Hinton believes that the race between Google and Microsoft and others will escalate into a global race that will not stop without some sort of global regulation.
  • But that may be impossible, he said. Unlike with nuclear weapons, he said, there is no way of knowing whether companies or countries are working on the technology in secret. The best hope is for the world’s leading scientists to collaborate on ways of controlling the technology. “I don’t think they should scale this up more until they have understood whether they can control it,” he said.
  • Dr. Hinton said that when people used to ask him how he could work on technology that was potentially dangerous, he would paraphrase Robert Oppenheimer, who led the U.S. effort to build the atomic bomb: “When you see something that is technically sweet, you go ahead and do it.”
  • He does not say that anymore.
karenmcgregor

Interview with a Packet Tracer Assignment Writing Help Expert - 0 views

Welcome, everyone! Today, we have the privilege of gaining insights from an expert in the field of Packet Tracer assignments. Our distinguished guest from https://www.computernetworkassignmenthelp....

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started by karenmcgregor on 29 Dec 23 no follow-up yet
Javier E

It's Not Just the Discord Leak. Group Chats Are the Internet's New Chaos Machine. - The... - 0 views

  • Digital bulletin-board systems—proto–group chats, you could say—date back to the 1970s, and SMS-style group chats popped up in WhatsApp and iMessage in 2011.
  • As New York magazine put it in 2019, group chats became “an outright replacement for the defining mode of social organization of the past decade: the platform-centric, feed-based social network.”
  • unlike the Facebook feed or Twitter, where posts can be linked to wherever, group chats are a closed system—a safe and (ideally) private space. What happens in the group chat ought to stay there.
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  • In every group chat, no matter the size, participants fall into informal roles. There is usually a leader—a person whose posting frequency drives the group or sets the agenda. Often, there are lurkers who rarely chime in
  • Larger group chats are not immune to the more toxic dynamics of social media, where competition for attention and herd behavior cause infighting, splintering, and back-channeling.
  • It’s enough to make one think, as the writer Max Read argued, that “venture-capitalist group chats are a threat to the global economy.” Now you might also say they are a threat to national security.
  • thanks to the private nature of the group chats, this information largely stayed out of the public eye. As Bloomberg reported, “By the time most people figured out that a bank run was a possibility … it was already well underway.”
  • The investor panic that led to the swift collapse of Silicon Valley Bank in March was effectively caused by runaway group-chat dynamics. “It wasn’t phone calls; it wasn’t social media,” a start-up founder told Bloomberg in March. “It was private chat rooms and message groups.
  • Unlike traditional social media or even forums and message boards, group chats are nearly impossible to monitor.
  • as our digital social lives start to splinter off from feeds and large audiences and into siloed areas, a different kind of unpredictability and chaos awaits. Where social networks create a context collapse—a process by which information meant for one group moves into unfamiliar networks and is interpreted by outsiders—group chats seem to be context amplifiers
  • group chats provide strong relationship dynamics, and create in-jokes and lore. For decades, researchers have warned of the polarizing effects of echo chambers across social networks; group chats realize this dynamic fully.
  • Weird things happen in echo chambers. Constant reinforcement of beliefs or ideas might lead to group polarization or radicalization. It may trigger irrational herd behavior such as, say, attempting to purchase a copy of the Constitution through a decentralized autonomous organization
  • Obsession with in-group dynamics might cause people to lose touch with the reality outside the walls of a particular community; the private-seeming nature of a closed group might also lull participants into a false sense of security, as it did with Teixiera.
  • the age of the group chat appears to be at least as unpredictable, swapping a very public form of volatility for a more siloed, incalculable version
Javier E

Facebook Has 50 Minutes of Your Time Each Day. It Wants More. - The New York Times - 0 views

  • Fifty minutes.That’s the average amount of time, the company said, that users spend each day on its Facebook, Instagram and Messenger platforms
  • there are only 24 hours in a day, and the average person sleeps for 8.8 of them. That means more than one-sixteenth of the average user’s waking time is spent on Facebook.
  • That’s more than any other leisure activity surveyed by the Bureau of Labor Statistics, with the exception of watching television programs and movies (an average per day of 2.8 hours)
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  • It’s more time than people spend reading (19 minutes); participating in sports or exercise (17 minutes); or social events (four minutes). It’s almost as much time as people spend eating and drinking (1.07 hours).
  • the average time people spend on Facebook has gone up — from around 40 minutes in 2014 — even as the number of monthly active users has surged. And that’s just the average. Some users must be spending many hours a day on the site,
  • time has become the holy grail of digital media.
  • Time is the best measure of engagement, and engagement correlates with advertising effectiveness. Time also increases the supply of impressions that Facebook can sell, which brings in more revenue (a 52 percent increase last quarter to $5.4 billion).
  • And time enables Facebook to learn more about its users — their habits and interests — and thus better target its ads. The result is a powerful network effect that competitors will be hard pressed to match.
  • the only one that comes close is Alphabet’s YouTube, where users spent an average of 17 minutes a day on the site. That’s less than half the 35 minutes a day users spent on Facebook
  • ComScore reported that television viewing (both live and recorded) dropped 2 percent last year, and it said younger viewers in particular are abandoning traditional live television. People ages 18-34 spent just 47 percent of their viewing time on television screens, and 40 percent on mobile devices.
  • People spending the most time on Facebook also tend to fall into the prized 18-to-34 demographic sought by advertisers.
  • Users spent an average of nine minutes on all of Yahoo’s sites, two minutes on LinkedIn and just one minute on Twitter
  • What aren’t Facebook users doing during the 50 minutes they spend there? Is it possibly interfering with work (and productivity), or, in the case of young people, studying and reading?
  • While the Bureau of Labor Statistics surveys nearly every conceivable time-occupying activity (even fencing and spelunking), it doesn’t specifically tally the time spent on social media, both because the activity may have multiple purposes — both work and leisure — and because people often do it at the same time they are ostensibly engaged in other activities
  • The closest category would be “computer use for leisure,” which has grown from eight minutes in 2006, when the bureau began collecting the data, to 14 minutes in 2014, the most recent survey. Or perhaps it would be “socializing and communicating with others,” which slipped from 40 minutes to 38 minutes.
  • But time spent on most leisure activities hasn’t changed much in those eight years of the bureau’s surveys. Time spent reading dropped from an average of 22 minutes to 19 minutes. Watching television and movies increased from 2.57 hours to 2.8. Average time spent working declined from 3.4 hours to 3.25. (Those hours seem low because much of the population, which includes both young people and the elderly, does not work.)
  • The bureau’s numbers, since they cover the entire population, may be too broad to capture important shifts among important demographic groups
  • “You hear a narrative that young people are fleeing Facebook. The data show that’s just not true. Younger users have a wider appetite for social media, and they spend a lot of time on multiple networks. But they spend more time on Facebook by a wide margin.”
  • Among those 55 and older, 70 percent of their viewing time was on television, according to comScore. So among young people, much social media time may be coming at the expense of traditional television.
  • comScore’s data suggests that people are spending on average just six to seven minutes a day using social media on their work computers. “I don’t think Facebook is displacing other activity,” he said. “People use it during downtime during the course of their day, in the elevator, or while commuting, or waiting.
  • Facebook, naturally, is busy cooking up ways to get us to spend even more time on the platform
  • A crucial initiative is improving its News Feed, tailoring it more precisely to the needs and interests of its users, based on how long people spend reading particular posts. For people who demonstrate a preference for video, more video will appear near the top of their news feed. The more time people spend on Facebook, the more data they will generate about themselves, and the better the company will get at the task.
carolinewren

Comment: If you speak Mandarin, your brain is different | SBS News - 1 views

  • We speak so effortlessly that most of us never think about it. But psychologists and neuroscientists are captivated by the human capacity to communicate with language.
  • Untangling the brain’s mechanisms for language has been a pillar of neuroscience since its inception. New research published in the Proceedings for the National Academy of Sciences about the different connections going on in the brains of Mandarin and English speakers, demonstrates just how flexible our ability to learn language really is.
  • Victims of stroke or traumatic brain injury to either of these crucial areas on the left side of the brain exhibited profound disabilities for producing and understanding language.
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  • six to ten months children have already learned to be sensitive to the basic sounds, known as phonemes, that matter in their native language.
  • language requires real-time mappings between words and their meanings. This requires that the sounds heard in speech – decoded in the auditory cortex – must be integrated with knowledge about what they mean – in the frontal cortex.
  • Modern theories on connectionism – the idea that knowledge is distributed across different parts of the brain and not tucked into dedicated modules like Broca’s area – have compelled researchers to take a closer look.
  • found that these differences between Mandarin Chinese and English change the way the brain’s networks work.
  • non-tonal language such as English, tone might convey emotional information about the speaker, but indicates nothing about the meaning of the word that is spoken
  • Mandarin Chinese is a tonal language in which the same basic sounds can refer to vastly different things based on the tone with which it is spoken
  • researchers took advantage of the basic differences between Mandarin Chinese and English to investigate the differences between the language networks of native speakers of tonal and non-tonal languages. Thirty native Chinese speakers were matched on age, gender, and handedness (they were all right-handed) with a sample of native English speakers. All participants listened to intelligible and unintelligible speech and were asked to judge the gender of the speaker.
  • The first difference was the operation of the brain networks shared by English and Chinese speakers
  • English speakers showed stronger connectivity leading from Wernicke’s area to Broca’s area. This increased connectivity was attributed to English relying more heavily on phonological information, or sounds rather than tones.
  • Chinese speakers had stronger connections leading from an area of the brain called the anterior superior temporal gyrus – which has been identified as a “semantic hub” critical in supporting language – to both Broca’s and Wernicke’s area.
  • increased connectivity is attributed to the enhanced mapping of sound and meaning going on in people who speak tonal languages.
  • second difference showed activation in an area of the brain’s right hemisphere, but only among the Chinese speakers
  • findings emphasise the importance of developing a bilateral network between the two brain hemispheres to speak and understand languages, particularly for tonal languages like Mandarin Chinese.
Javier E

The Social Network and the Dunbar Number | Mind & Matter - WSJ.com - 0 views

  • Mr. Dunbar's eponymous number is 147.8, plus or minus a lot, and it is the size of the average human being's social network of friends, as predicted by the size of the average human brain
  • Mr. Dunbar famously noticed that there is a tight correlation between the size of a primate's brain and the size of the social group its species generally forms. On this basis human beings should live in groups of around 150. The neat thing about this prediction was the way it seemed to fit the number of good friends most people have, as measured by the length of address books, the size of hunter-gatherer bands, the population of neolithic villages and the strength of army units. In recent years, Facebook has also seemed to confirm the hunch, with rosters of friends often settling around the Dunbar number.
  • Mr. Dunbar's "social brain hypothesis" rests on another idea—the theory of mind—which argues that we use our brains to imagine what others are thinking. So, drilling down further into the physiology of the brain, Mr. Dunbar's team has now found that a rich social network also goes with the ability to reason about others' intentional states.
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  • human beings evolved big brains not to understand the world, but to understand each other.
Javier E

Baseball or Soccer? - NYTimes.com - 1 views

  • Baseball is a team sport, but it is basically an accumulation of individual activities. Throwing a strike, hitting a line drive or fielding a grounder is primarily an individual achievement. The team that performs the most individual tasks well will probably win the game.
  • In soccer, almost no task, except the penalty kick and a few others, is intrinsically individual. Soccer, as Simon Critchley pointed out recently in The New York Review of Books, is a game about occupying and controlling space. If you get the ball and your teammates have run the right formations, and structured the space around you, you’ll have three or four options on where to distribute it. If the defenders have structured their formations to control the space, then you will have no options. Even the act of touching the ball is not primarily defined by the man who is touching it; it is defined by the context created by all the other players.
  • Most of us spend our days thinking we are playing baseball, but we are really playing soccer. We think we individually choose what career path to take, whom to socialize with, what views to hold. But, in fact, those decisions are shaped by the networks of people around us more than we dare recognize.
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  • “Soccer is a collective game, a team game, and everyone has to play the part which has been assigned to them, which means they have to understand it spatially, positionally and intelligently and make it effective.”
  • Then there is the structure of your network. There is by now a vast body of research on how differently people behave depending on the structure of the social networks. People with vast numbers of acquaintances have more job opportunities than people with fewer but deeper friendships
  • This influence happens through at least three avenues. First there is contagion. People absorb memes, ideas and behaviors from each other the way they catch a cold.
  • soccer is like a 90-minute anxiety dream — one of those frustrating dreams when you’re trying to get somewhere but something is always in the way. This is yet another way soccer is like life.
  • Let me simplify it with a classic observation: Each close friend you have brings out a version of yourself that you could not bring out on your own. When your close friend dies, you are not only losing the friend, you are losing the version of your personality that he or she elicited.
  • Once we acknowledge that, in life, we are playing soccer, not baseball, a few things become clear. First, awareness of the landscape of reality is the highest form of wisdom. It’s not raw computational power that matters most; it’s having a sensitive attunement to the widest environment,
  • Second, predictive models will be less useful. Baseball is wonderful for sabermetricians. In each at bat there is a limited range of possible outcomes. Activities like soccer are not as easily renderable statistically, because the relevant spatial structures are harder to quantify
  • Finally, there is the power of the extended mind. There is also a developed body of research on how much our very consciousness is shaped by the people around us.
  • Is life more like baseball, or is it more like soccer?
Javier E

The Fall of Facebook - The Atlantic - 0 views

  • When a research company looked at how people use their phones, it found that they spend more time on Facebook than they do browsing the entire rest of the Web.
  • Digital-media companies have grown reliant on Facebook’s powerful distribution capabilities.
  • this weakens the basic idea of a publication. The media bundles known as magazines and newspapers were built around letting advertisers reach an audience. But now virtually all of the audiences are in the same place, and media entities and advertisers alike know how to target them: they go to Facebook, select some options from a drop-down menu—18-to-24-year-old men in Maryland who are college-football fans—and their ads materialize in the feeds of that demographic.
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  • when Google was the dominant distribution force on the Web, that fact was reflected in the kinds of content media companies produced—fact-filled, keyword-stuffed posts that Google’s software seemed to prefer.
  • while, once upon a time, everyone with a TV and an antenna could see “what was on,” Facebook news feeds are personalized, so no one outside the company actually knows what anyone else is seeing. This opacity would have been impossible to imagine in previous eras.
  • it is the most powerful information gatekeeper the world has ever known. It is only slightly hyperbolic to say that Facebook is like all the broadcast-television networks put together.
  • Facebook is different, though. It measures what is “engaging”—what you (and people you resemble, according to its databases) like, comment on, and share. Then it shows you more things related to that.
  • Facebook has built a self-perpetuating optimization machine. It’s as if every time you turned on the TV, your cable box ranked every episode of every show just for you. Or when you went to a bar, only the people you’d been hanging out with regularly showed up
  • It’s all enough to make you wonder whether Facebook, unlike AOL or MySpace, really might be forever
  • “In three years of research and talking to hundreds of people and everyday users, I  don’t think I heard anyone say once, ‘I love Facebook,’ ”
  • The software’s primary attributes—its omniscience, its solicitousness—all too easily provoke claustrophobia.
  • users are spreading themselves around, maintaining Facebook as their social spine, but investing in and loving a wide variety of other social apps. None of them seems likely to supplant Facebook on its own, but taken together, they form a pretty decent network of networks, a dispersed alternative to Facebook life.
Javier E

Facebook Overhauls News Feed to Focus on What Friends and Family Share - The New York T... - 0 views

  • it would prioritize what their friends and family share and comment on while de-emphasizing content from publishers and brands
  • The changes are intended to maximize the amount of content with “meaningful interaction” that people consume on Facebook, Mark Zuckerberg, the company’s chief executive, sai
  • The social network wants to reduce what Mr. Zuckerberg called “passive content” — videos and articles that ask little more of the viewer than to sit back and watch or read — so that users’ time on the site was well spent.
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  • “We want to make sure that our products are not just fun, but are good for people,” Mr. Zuckerberg said. “We need to refocus the system.”
  • The change may also work against Facebook’s immediate business interests. The company has long pushed users to spend more time on the social network. With different, less viral types of content surfacing more often, people could end up spending their time elsewhere. Mr. Zuckerberg said that was in fact Facebook’s expectation, but that if people end up feeling better about using the social network, the business will ultimately benefit.
  • The goal of the overhaul, ultimately, is for something less quantifiable that may be difficult to achieve: Facebook wants people to feel positive, rather than negative, after visiting.
  • . Publishers, nonprofits, small business and many other groups rely on the social network to reach people, so de-emphasizing their posts will most likely hurt them
  • Thursday’s changes raise questions of whether people may end up seeing more content that reinforces their own ideologies if they end up frequently interacting with posts and videos that reflect the similar views of their friends or family.
  • Facebook has conducted research and worked with outside academics for months to examine the effects that its service has on people. The work was spurred by criticism from politicians, academics, the media and others that Facebook had not adequately considered its responsibility for what it shows its users.
  • “Just because a tool can be used for good and bad, that doesn’t make the tool bad — it just means you need to understand what the negative is so that you can mitigate it,” he said.
  • Facebook and other researchers have particularly homed in on passive content. In surveys of Facebook users, people said they felt the site had shifted too far away from friends and family-related content, especially amid a swell of outside posts from brands, publishers and media companies.
  • “This big wave of public content has really made us reflect: What are we really here to do?” Mr. Zuckerberg said. “If what we’re here to do is help people build relationships, then we need to adjust.”
  • Product managers are being asked to “facilitate the most meaningful interactions between people,” rather than the previous mandate of helping people find the most meaningful content, he said.
  • “It’s important to me that when Max and August grow up that they feel like what their father built was good for the world,” Mr. Zuckerberg said.
Javier E

Early Facebook and Google Employees Form Coalition to Fight What They Built - The New Y... - 0 views

  • A group of Silicon Valley technologists who were early employees at Facebook and Google, alarmed over the ill effects of social networks and smartphones, are banding together to challenge the companies they helped build.
  • The campaign, titled The Truth About Tech, will be funded with $7 million from Common Sense and capital raised by the Center for Humane Technology. Common Sense also has $50 million in donated media and airtime
  • . It will be aimed at educating students, parents and teachers about the dangers of technology, including the depression that can come from heavy use of social media.
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  • Chamath Palihapitiya, a venture capitalist who was an early employee at Facebook, said in November that the social network was “ripping apart the social fabric of how society works.”
  • The new Center for Humane Technology includes an unprecedented alliance of former employees of some of today’s biggest tech companies. Apart from Mr. Harris, the center includes Sandy Parakilas, a former Facebook operations manager; Lynn Fox, a former Apple and Google communications executive; Dave Morin, a former Facebook executive; Justin Rosenstein, who created Facebook’s Like button and is a co-founder of Asana; Roger McNamee, an early investor in Facebook; and Renée DiResta, a technologist who studies bots.
  • Its first project to reform the industry will be to introduce a Ledger of Harms — a website aimed at guiding rank-and-file engineers who are concerned about what they are being asked to build. The site will include data on the health effects of different technologies and ways to make products that are healthier
  • “Facebook appeals to your lizard brain — primarily fear and anger,” he said. “And with smartphones, they’ve got you for every waking moment.”
  • Apple’s chief executive, Timothy D. Cook, told The Guardian last month that he would not let his nephew on social media, while the Facebook investor Sean Parker also recently said of the social network that “God only knows what it’s doing to our children’s brains.”Mr. Steyer said, “You see a degree of hypocrisy with all these guys in Silicon Valley.”
  • The new group also plans to begin lobbying for laws to curtail the power of big tech companies. It will initially focus on two pieces of legislation: a bill being introduced by Senator Edward J. Markey, Democrat of Massachusetts, that would commission research on technology’s impact on children’s health, and a bill in California by State Senator Bob Hertzberg, a Democrat, which would prohibit the use of digital bots without identification.
  • Mr. McNamee said he had joined the Center for Humane Technology because he was horrified by what he had helped enable as an early Facebook investor.
  • Truth About Tech campaign was modeled on antismoking drives and focused on children because of their vulnerability.
  • He said the people who made these products could stop them before they did more harm.
Javier E

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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