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“Now that the audit of Maricopa is wrapping up, we need to audit Pima County – the 2nd largest county in AZ,” Mark Finchem, a member of the state legislature and the Trump-endorsed candidate for Arizona secretary of state tweeted. He urged readers to sign his “petition” for a Pima County audit — one that would give his campaign their personal information.

A state representative from Florida used the report to call for audits in every state in the country. 

The crash, which killed all 49 people on board as well as one person on the ground, should never have happened.

aptain’s response to the stall warning, the investigators reported, “should have been automatic, but his improper flight control inputs were inconsistent with his training” and instead revealed “startle and confusion.

Automation has become so sophisticated that on a typical passenger flight, a human pilot holds the controls for a grand total of just three minutes.

We humans have been handing off chores, both physical and mental, to tools since the invention of the lever, the wheel, and the counting bead.

And that, many aviation and automation experts have concluded, is a problem. Overuse of automation erodes pilots’ expertise and dulls their reflexes,

No one doubts that autopilot has contributed to improvements in flight safety over the years. It reduces pilot fatigue and provides advance warnings of problems, and it can keep a plane airborne should the crew become disabled. But the steady overall decline in plane crashes masks the recent arrival of “a spectacularly new type of accident,”

“We’re forgetting how to fly.”

The experience of airlines should give us pause. It reveals that automation, for all its benefits, can take a toll on the performance and talents of those who rely on it. The implications go well beyond safety. Because automation alters how we act, how we learn, and what we know, it has an ethical dimension. The choices we make, or fail to make, about which tasks we hand off to machines shape our lives and the place we make for ourselves in the world.

What pilots spend a lot of time doing is monitoring screens and keying in data. They’ve become, it’s not much of an exaggeration to say, computer operators.

Examples of complacency and bias have been well documented in high-risk situations—on flight decks and battlefields, in factory control rooms—but recent studies suggest that the problems can bedevil anyone working with a computer

That may leave the person operating the computer to play the role of a high-tech clerk—entering data, monitoring outputs, and watching for failures. Rather than opening new frontiers of thought and action, software ends up narrowing our focus.

A labor-saving device doesn’t just provide a substitute for some isolated component of a job or other activity. It alters the character of the entire task, including the roles, attitudes, and skills of the people taking part.

when we work with computers, we often fall victim to two cognitive ailments—complacency and bias—that can undercut our performance and lead to mistakes. Automation complacency occurs when a computer lulls us into a false sense of security. Confident that the machine will work flawlessly and handle any problem that crops up, we allow our attention to drift.

Automation bias occurs when we place too much faith in the accuracy of the information coming through our monitors. Our trust in the software becomes so strong that we ignore or discount other information sources, including our own eyes and ears

Automation is different now. Computers can be programmed to perform complex activities in which a succession of tightly coordinated tasks is carried out through an evaluation of many variables. Many software programs take on intellectual work—observing and sensing, analyzing and judging, even making decisions—that until recently was considered the preserve of humans.

Automation turns us from actors into observers. Instead of manipulating the yoke, we watch the screen. That shift may make our lives easier, but it can also inhibit the development of expertise.

Since the late 1970s, psychologists have been documenting a phenomenon called the “generation effect.” It was first observed in studies of vocabulary, which revealed that people remember words much better when they actively call them to mind—when they generate them—than when they simply read them.

When you engage actively in a task, you set off intricate mental processes that allow you to retain more knowledge. You learn more and remember more. When you repeat the same task over a long period, your brain constructs specialized neural circuits dedicated to the activit

What looks like instinct is hard-won skill, skill that requires exactly the kind of struggle that modern software seeks to alleviate.

In many businesses, managers and other professionals have come to depend on decision-support systems to analyze information and suggest courses of action. Accountants, for example, use the systems in corporate audits. The applications speed the work, but some signs suggest that as the software becomes more capable, the accountants become less so.

You can put limits on the scope of automation, making sure that people working with computers perform challenging tasks rather than merely observing.

Experts used to assume that there were limits to the ability of programmers to automate complicated tasks, particularly those involving sensory perception, pattern recognition, and conceptual knowledge

Who needs humans, anyway? That question, in one rhetorical form or another, comes up frequently in discussions of automation. If computers’ abilities are expanding so quickly and if people, by comparison, seem slow, clumsy, and error-prone, why not build immaculately self-contained systems that perform flawlessly without any human oversight or intervention? Why not take the human factor out of the equation?

The cure for imperfect automation is total automation.

That idea is seductive, but no machine is infallible. Sooner or later, even the most advanced technology will break down, misfire, or, in the case of a computerized system, encounter circumstances that its designers never anticipated. As automation technologies become more complex, relying on interdependencies among algorithms, databases, sensors, and mechanical parts, the potential sources of failure multiply. They also become harder to detect.

conundrum of computer automation.

Because many system designers assume that human operators are “unreliable and inefficient,” at least when compared with a computer, they strive to give the operators as small a role as possible.

People end up functioning as mere monitors, passive watchers of screens. That’s a job that humans, with our notoriously wandering minds, are especially bad at

people have trouble maintaining their attention on a stable display of information for more than half an hour. “This means,” Bainbridge observed, “that it is humanly impossible to carry out the basic function of monitoring for unlikely abnormalities.”

a person’s skills “deteriorate when they are not used,” even an experienced operator will eventually begin to act like an inexperienced one if restricted to just watching.

You can program software to shift control back to human operators at frequent but irregular intervals; knowing that they may need to take command at any moment keeps people engaged, promoting situational awareness and learning.

What’s most astonishing, and unsettling, about computer automation is that it’s still in its early stages.

most software applications don’t foster learning and engagement. In fact, they have the opposite effect. That’s because taking the steps necessary to promote the development and maintenance of expertise almost always entails a sacrifice of speed and productivity.

Learning requires inefficiency. Businesses, which seek to maximize productivity and profit, would rarely accept such a trade-off. Individuals, too, almost always seek efficiency and convenience.

Abstract concerns about the fate of human talent can’t compete with the allure of saving time and money.

The small island of Igloolik, off the coast of the Melville Peninsula in the Nunavut territory of northern Canada, is a bewildering place in the winter.

, Inuit hunters have for some 4,000 years ventured out from their homes on the island and traveled across miles of ice and tundra to search for game. The hunters’ ability to navigate vast stretches of the barren Arctic terrain, where landmarks are few, snow formations are in constant flux, and trails disappear overnight, has amazed explorers and scientists for centuries. The Inuit’s extraordinary way-finding skills are born not of technological prowess—they long eschewed maps and compasses—but of a profound understanding of winds, snowdrift patterns, animal behavior, stars, and tides.

The Igloolik hunters have begun to rely on computer-generated maps to get around. Adoption of GPS technology has been particularly strong among younger Inuit, and it’s not hard to understand why.

But as GPS devices have proliferated on Igloolik, reports of serious accidents during hunts have spread. A hunter who hasn’t developed way-finding skills can easily become lost, particularly if his GPS receiver fails.

The routes so meticulously plotted on satellite maps can also give hunters tunnel vision, leading them onto thin ice or into other hazards a skilled navigator would avoid.

An Inuit on a GPS-equipped snowmobile is not so different from a suburban commuter in a GPS-equipped SUV: as he devotes his attention to the instructions coming from the computer, he loses sight of his surroundings. He travels “blindfolded,” as Aporta puts it

A unique talent that has distinguished a people for centuries may evaporate in a generation.

Computer automation severs the ends from the means. It makes getting what we want easier, but it distances us from the work of knowing. As we transform ourselves into creatures of the screen, we face an existential question: Does our essence still lie in what we know, or are we now content to be defined by what we want?

Taste does not simply equal your taste buds. It draws on information from all our senses as well as context. As a result, food is susceptible to the same trickery as wine. Adding yellow food dye to vanilla pudding leads people to experience a lemony taste. Diners eating in the dark at a chic concept restaurant confuse veal for tuna. Branding, packaging, and price tags are equally important to enjoyment. Cheap fish is routinely passed off as its pricier cousins at seafood and sushi restaurants. 

Just like with wine and classical music, we often judge food based on very different criteria than what we claim. The result is that our perceptions are easily skewed in ways we don’t anticipate. 

What does it mean for wine that presentation so easily trumps the quality imbued by being grown on premium Napa land or years of fruitful aging? Is it comforting that the same phenomenon is found in food and classical music, or is it a strike against the authenticity of our enjoyment of them as well? How common must these manipulations be until we concede that the influence of the price tag of a bottle of wine or the visual appearance of a pianist is not a trick but actually part of the quality?

To answer these questions, we need to investigate the underlying mechanism that leads us to judge wine, food, and music by criteria other than what we claim to value. And that mechanism seems to be the quick, intuitive judgments our minds unconsciously make

this unknowability also makes it easy to be led astray when our intuition makes a mistake. We may often be able to count on the price tag or packaging of food and wine for accurate information about quality. But as we believe that we’re judging based on just the product, we fail to recognize when presentation manipulates our snap judgments.

Participants were just as effective when watching 6 second video clips and when comparing their ratings to ratings of teacher effectiveness as measured by actual student test performance. 

The power of intuitive first impressions has been demonstrated in a variety of other contexts. One experiment found that people predicted the outcome of political elections remarkably well based on silent 10 second video clips of debates - significantly outperforming political pundits and predictions made based on economic indicators.

In a real world case, a number of art experts successfully identified a 6th century Greek statue as a fraud. Although the statue had survived a 14 month investigation by a respected museum that included the probings of a geologist, they instantly recognized something was off. They just couldn’t explain how they knew.

Cases like this represent the canon behind the idea of the “adaptive unconscious,” a concept made famous by journalist Malcolm Gladwell in his book Blink. The basic idea is that we constantly, quickly, and unconsciously do the equivalent of judging a book by its cover. After all, a cover provides a lot of relevant information in a world in which we don’t have time to read every page.

Gladwell describes the adaptive unconscious as “a kind of giant computer that quickly and quietly processes a lot of the data we need in order to keep functioning as human beings.”

In a famous experiment, psychologist Nalini Ambady provided participants in an academic study with 30 second silent video clips of a college professor teaching a class and asked them to rate the effectiveness of the professor.

In follow up experiments, Chia-Jung Tsay found that those judging musicians’ auditions based on visual cues were not giving preference to attractive performers. Rather, they seemed to look for visual signs of relevant characteristics like passion, creativity, and uniqueness. Seeing signs of passion is valuable information. But in differentiating between elite performers, it gives an edge to someone who looks passionate over someone whose play is passionate

Outside of these more eccentric examples, it’s our reliance on quick judgments, and ignorance of their workings, that cause people to act on ugly, unconscious biases

It’s also why - from a business perspective - packaging and presentation is just as important as the good or service on offer. Why marketing is just as important as product. 

Gladwell ends Blink optimistically. By paying closer attention to our powers of rapid cognition, he argues, we can avoid its pitfalls and harness its powers. We can blindly audition musicians behind a screen, look at a piece of art devoid of other context, and pay particular attention to possible unconscious bias in our performance reports.

But Gladwell’s success in demonstrating how the many calculations our adaptive unconscious performs without our awareness undermines his hopeful message of consciously harnessing its power.

As a former world-class tennis player and coach of over 50 years, Braden is a perfect example of the ideas behind thin slicing. But if he can’t figure out what his unconscious is up to when he recognizes double faults, why should anyone else expect to be up to the task?

flawed judgment in fields like medicine and investing has more serious consequences. The fact that expertise is so tricky leads psychologist Daniel Kahneman to assert that most experts should seek the assistance of statistics and algorithms in making decisions.

In his book Thinking, Fast and Slow, he describes our two modes of thought: System 1, like the adaptive unconscious, is our “fast, instinctive, and emotional” intuition. System 2 is our “slower, more deliberative, and more logical” conscious thought. Kahneman believes that we often leave decisions up to System 1 and generally place far “too much confidence in human judgment” due to the pitfalls of our intuition described above.

Not every judgment will be made in a field that is stable and regular enough for an algorithm to help us make judgments or predictions. But in those cases, he notes, “Hundreds of studies have shown that wherever we have sufficient information to build a model, it will perform better than most people.”

Experts can avoid the pitfalls of intuition more easily than laypeople. But they need help too, especially as our collective confidence in expertise leads us to overconfidence in their judgments. 

This article has referred to the influence of price tags and context on products and experiences like wine and classical music concerts as tricks that skew our perception. But maybe we should consider them a real, actual part of the quality.

Losing ourselves in a universe of relativism, however, will lead us to miss out on anything new or unique. Take the example of the song “Hey Ya!” by Outkast. When the music industry heard it, they felt sure it would be a hit. When it premiered on the radio, however, listeners changed the channel. The song sounded too dissimilar from songs people liked, so they responded negatively. 

It took time for people to get familiar with the song and realize that they enjoyed it. Eventually “Hey Ya!” became the hit of the summer.

Many boorish people talking about the ethereal qualities of great wine probably can't even identify cork taint because their impressions are dominated by the price tag and the wine label. But the classic defense of wine - that you need to study it to appreciate it - is also vindicated. The open question - which is both editorial and empiric - is what it means for the industry that constant vigilance and substantial study is needed to dependably appreciate wine for the product quality alone. But the questions is relevant to the enjoyment of many other products and experiences that we enjoy in life.

Maybe the most important conclusion is to not only recognize the fallibility of our judgments and impressions, but to recognize when it matters, and when it doesn’t

audited existing maps for 174 infectious diseases of clinical importance. Following a huge systematic review, they scored the maps for each disease according to how much of the known global range is covered and the quality of the data—whether they were up-to-date and whether they relied on accurate measures like molecular diagnostics or GPS coordinates, rather than unverified expert opinion.

even the highest-scoring diseases have room for improvement.

. They argue that technology can help to plug the gaps in our maps in the future, and they point to several untapped sources of data. For example, both PubMed and GenBank, which collect biomedical literature and gene sequences respectively, contain geospatial information for the majority of diseases that the team reviewed. And social networks like Twitter can provide invaluable real-time clues about spreading symptoms and illnesses, often tagged with geographical information. During the 2009 outbreak of H1N1 swine flu, for example, Twitter predicted outbreaks 1 or 2 weeks ahead of traditional surveillance measures.

I struggled because governments or researchers wouldn’t share their information,” he said. “But there was all this incredible knowledge on the web being discussed through professional networks or news media.”

believes that the problem now is not a lack of data but a deluge of it. Sites like HealthMap and BioCaster are already using learning algorithms to filter online sources for information relevant to infections. They are also using crowdsourcing tools that ask online volunteers to check if flagged social media chatter actually relates to the disease of interest.

When I speak of elite education, I mean prestigious institutions like Harvard or Stanford or Williams as well as the larger universe of second-tier selective schools, but I also mean everything that leads up to and away from them—the private and affluent public high schools; the ever-growing industry of tutors and consultants and test-prep courses; the admissions process itself, squatting like a dragon at the entrance to adulthood; the brand-name graduate schools and employment opportunities that come after the B.A.; and the parents and communities, largely upper-middle class, who push their children into the maw of this machine.

Our system of elite education manufactures young people who are smart and talented and driven, yes, but also anxious, timid, and lost, with little intellectual curiosity and a stunted sense of purpose: trapped in a bubble of privilege, heading meekly in the same direction, great at what they’re doing but with no idea why they’re doing it.

“Super People,” the writer James Atlas has called them—the stereotypical ultra-high-achieving elite college students of today. A double major, a sport, a musical instrument, a couple of foreign languages, service work in distant corners of the globe, a few hobbies thrown in for good measure: They have mastered them all, and with a serene self-assurance

Like so many kids today, I went off to college like a sleepwalker. You chose the most prestigious place that let you in; up ahead were vaguely understood objectives: status, wealth—“success.” What it meant to actually get an education and why you might want one—all this was off the table.

It was only after 24 years in the Ivy League—college and a Ph.D. at Columbia, ten years on the faculty at Yale—that I started to think about what this system does to kids and how they can escape from it, what it does to our society and how we can dismantle it.

I taught many wonderful young people during my years in the Ivy League—bright, thoughtful, creative kids whom it was a pleasure to talk with and learn from. But most of them seemed content to color within the lines that their education had marked out for them. Very few were passionate about ideas. Very few saw college as part of a larger project of intellectual discovery and development. Everyone dressed as if they were ready to be interviewed at a moment’s notice.

Look beneath the façade of seamless well-adjustment, and what you often find are toxic levels of fear, anxiety, and depression, of emptiness and aimlessness and isolation. A large-scale survey of college freshmen recently found that self-reports of emotional well-being have fallen to their lowest level in the study’s 25-year history.

So extreme are the admission standards now that kids who manage to get into elite colleges have, by definition, never experienced anything but success. The prospect of not being successful terrifies them, disorients them. The cost of falling short, even temporarily, becomes not merely practical, but existential. The result is a violent aversion to risk.

There are exceptions, kids who insist, against all odds, on trying to get a real education. But their experience tends to make them feel like freaks. One student told me that a friend of hers had left Yale because she found the school “stifling to the parts of yourself that you’d call a soul.”

What no one seems to ask is what the “return” is supposed to be. Is it just about earning more money? Is the only purpose of an education to enable you to get a job? What, in short, is college for?

The first thing that college is for is to teach you to think.

College is an opportunity to stand outside the world for a few years, between the orthodoxy of your family and the exigencies of career, and contemplate things from a distance.

it is only through the act of establishing communication between the mind and the heart, the mind and experience, that you become an individual, a unique being—a soul. The job of college is to assist you to begin to do that. Books, ideas, works of art and thought, the pressure of the minds around you that are looking for their own answers in their own ways.

College is not the only chance to learn to think, but it is the best. One thing is certain: If you haven’t started by the time you finish your B.A., there’s little likelihood you’ll do it later. That is why an undergraduate experience devoted exclusively to career preparation is four years largely wasted.

Elite schools like to boast that they teach their students how to think, but all they mean is that they train them in the analytic and rhetorical skills that are necessary for success in business and the professions.

Everything is technocratic—the development of expertise—and everything is ultimately justified in technocratic terms.

Religious colleges—even obscure, regional schools that no one has ever heard of on the coasts—often do a much better job in that respect.

At least the classes at elite schools are academically rigorous, demanding on their own terms, no? Not necessarily. In the sciences, usually; in other disciplines, not so much

professors and students have largely entered into what one observer called a “nonaggression pact.”

higher marks for shoddier work.

today’s young people appear to be more socially engaged than kids have been for several decades and that they are more apt to harbor creative or entrepreneurial impulses

they tend to be played out within the same narrow conception of what constitutes a valid life: affluence, credentials, prestige.

Experience itself has been reduced to instrumental function, via the college essay. From learning to commodify your experiences for the application, the next step has been to seek out experiences in order to have them to commodify

there is now a thriving sector devoted to producing essay-ready summers

To be a high-achieving student is to constantly be urged to think of yourself as a future leader of society.

what these institutions mean by leadership is nothing more than getting to the top. Making partner at a major law firm or becoming a chief executive, climbing the greasy pole of whatever hierarchy you decide to attach yourself to. I don’t think it occurs to the people in charge of elite colleges that the concept of leadership ought to have a higher meaning, or, really, any meaning.

The irony is that elite students are told that they can be whatever they want, but most of them end up choosing to be one of a few very similar things

As of 2010, about a third of graduates went into financing or consulting at a number of top schools, including Harvard, Princeton, and Cornell.

Whole fields have disappeared from view: the clergy, the military, electoral politics, even academia itself, for the most part, including basic science

It’s considered glamorous to drop out of a selective college if you want to become the next Mark Zuckerberg, but ludicrous to stay in to become a social worker. “What Wall Street figured out,” as Ezra Klein has put it, “is that colleges are producing a large number of very smart, completely confused graduates. Kids who have ample mental horsepower, an incredible work ethic and no idea what to do next.”

t almost feels ridiculous to have to insist that colleges like Harvard are bastions of privilege, where the rich send their children to learn to walk, talk, and think like the rich. Don’t we already know this? They aren’t called elite colleges for nothing. But apparently we like pretending otherwise. We live in a meritocracy, after all.

Visit any elite campus across our great nation, and you can thrill to the heart-warming spectacle of the children of white businesspeople and professionals studying and playing alongside the children of black, Asian, and Latino businesspeople and professionals

That doesn’t mean there aren’t a few exceptions, but that is all they are. In fact, the group that is most disadvantaged by our current admissions policies are working-class and rural whites, who are hardly present

The college admissions game is not primarily about the lower and middle classes seeking to rise, or even about the upper-middle class attempting to maintain its position. It is about determining the exact hierarchy of status within the upper-middle class itself.

This system is exacerbating inequality, retarding social mobility, perpetuating privilege, and creating an elite that is isolated from the society that it’s supposed to lead. The numbers are undeniable. In 1985, 46 percent of incoming freshmen at the 250 most selective colleges came from the top quarter of the income distribution. By 2000, it was 55 percent

The major reason for the trend is clear. Not increasing tuition, though that is a factor, but the ever-growing cost of manufacturing children who are fit to compete in the college admissions game

Wealthy families start buying their children’s way into elite colleges almost from the moment they are born: music lessons, sports equipment, foreign travel (“enrichment” programs, to use the all-too-perfect term)—most important, of course, private-school tuition or the costs of living in a place with top-tier public schools.

s there anything that I can do, a lot of young people have written to ask me, to avoid becoming an out-of-touch, entitled little shit? I don’t have a satisfying answer, short of telling them to transfer to a public university. You cannot cogitate your way to sympathy with people of different backgrounds, still less to knowledge of them. You need to interact with them directly, and it has to be on an equal footing

Elite private colleges will never allow their students’ economic profile to mirror that of society as a whole. They can’t afford to—they need a critical mass of full payers and they need to tend to their donor base—and it’s not even clear that they’d want to.

Elite colleges are not just powerless to reverse the movement toward a more unequal society; their policies actively promote it.

The SAT is supposed to measure aptitude, but what it actually measures is parental income, which it tracks quite closely

U.S. News and World Report supplies the percentage of freshmen at each college who finished in the highest 10 percent of their high school class. Among the top 20 universities, the number is usually above 90 percent. I’d be wary of attending schools like that. Students determine the level of classroom discussion; they shape your values and expectations, for good and ill. It’s partly because of the students that I’d warn kids away from the Ivies and their ilk. Kids at less prestigious schools are apt to be more interesting, more curious, more open, and far less entitled and competitive.

The best option of all may be the second-tier—not second-rate—colleges, like Reed, Kenyon, Wesleyan, Sewanee, Mount Holyoke, and others. Instead of trying to compete with Harvard and Yale, these schools have retained their allegiance to real educational values.

Not being an entitled little shit is an admirable goal. But in the end, the deeper issue is the situation that makes it so hard to be anything else. The time has come, not simply to reform that system top to bottom, but to plot our exit to another kind of society altogether.

The education system has to act to mitigate the class system, not reproduce it. Affirmative action should be based on class instead of race, a change that many have been advocating for years. Preferences for legacies and athletes ought to be discarded. SAT scores should be weighted to account for socioeconomic factors. Colleges should put an end to résumé-stuffing by imposing a limit on the number of extracurriculars that kids can list on their applications. They ought to place more value on the kind of service jobs that lower-income students often take in high school and that high achievers almost never do. They should refuse to be impressed by any opportunity that was enabled by parental wealth

More broadly, they need to rethink their conception of merit. If schools are going to train a better class of leaders than the ones we have today, they’re going to have to ask themselves what kinds of qualities they need to promote. Selecting students by GPA or the number of extracurriculars more often benefits the faithful drudge than the original mind.

reforming the admissions process. That might address the problem of mediocrity, but it won’t address the greater one of inequality

The problem is the Ivy League itself. We have contracted the training of our leadership class to a set of private institutions. However much they claim to act for the common good, they will always place their interests first.

I’ve come to see that what we really need is to create one where you don’t have to go to the Ivy League, or any private college, to get a first-rate education.

High-quality public education, financed with public money, for the benefit of all

Everybody gets an equal chance to go as far as their hard work and talent will take them—you know, the American dream. Everyone who wants it gets to have the kind of mind-expanding, soul-enriching experience that a liberal arts education provides.

We recognize that free, quality K–12 education is a right of citizenship. We also need to recognize—as we once did and as many countries still do—that the same is true of higher education. We have tried aristocracy. We have tried meritocracy. Now it’s time to try democracy.

In the wake of this catastrophic violation, Mark Zuckerberg must be forced to testify before Congress and should be held accountable for the negligence of his company. Facebook has systematically failed to enforce its own policies. The only solution is external oversight.

What is it about a new year? How does our psychology influence how we think about that and making fresh starts? We do what social psychologists call temporal accounting -- that is, we have a ledger in our head of how we are spending our time. What we’re trying to do, in some cases, is relegate our previous selves to the past: This year we’re going to do a lot better.

breaks are much more important than we realize.

Many hard-core workplaces think of breaks as a deviation from performance, when in fact the science of breaks tells us they’re a part of performance.

Research shows us that social breaks are better than solo breaks -- taking a break with somebody else is more restorative than doing it on your own. A break that involves movement is better than a stationary one. And then there's the restorative power in nature. Simply going outside outside rather than being inside, simply being able to look out a window during a break is better. And there's the importance of being fully detached,

Every day I write down two breaks that I’m going to take. I make a 'break list,' and I try to treat them with the same reverence with which I’d treat scheduled meetings. We would never skip a meeting.

When you're giving feedback to employees, should you give good news or bad news first?

Here’s where you should go first: If you’re not the default choice

If you are the default choice, you’re better off not going first. What happens is that early in a process, people are more likely to be open-minded, to challenge assumptions. But over time, they wear out, and they’re more likely to go with the default choice.

Also, if you’re operating in an uncertain environment -- and this is actually really important -- where the criteria for selections are not fully fully sharp, you’re better off going at the end. In the beginning, the judges are still trying to figure out what they want.

In fact, what researchers have found is that at the beginning, project teams pretty much do nothing. They bicker, they dicker. Yet astonishingly, many project teams she followed ended up really getting started in earnest at the exact midpoint. If you give a team 34 days, they’ll get started in earnest on day 17. This is actually a big shift in the way organizational scholars thought about how teams work.

There are two key things a leader can do at a midpoint. One is to identify it to make it salient: Say "ok guys, it’s day 17 of this 35 day project. We better get going."

The second comes from research on basketball. It shows that when teams are ahead at the midpoint, they get complacent. When they’re way behind at the midpoint, they get demoralized. But when they’re a little behind, it can be galvanizing. So what leaders can do is suggest hey, we’re a little bit behind.

One of the issues you explore is when it pays to go first — whether you’re up for a competitive pitch or trying to get a job. When is it good to go first

If you ask people what they prefer, four out of five prefer getting the bad news first. The reason has to do with endings. Given the choice, human beings prefer endings that elevate. We prefer endings that go up, that have a rising sequence rather than a declining sequence.

But election integrity advocates worry the disinformation won't truly begin to recede until political leaders such as Trump stop questioning the election's legitimacy.

Even in an election where almost all the voting was recorded on paper ballots and rigorous audits were done more than ever before, none of that helps if millions of people are working with an alternative set of facts,

Even if an election is run perfectly, it doesn't matter to a sizable portion of the public who believes it was unfair. No amount of transparency at the county and state level can really combat the sort of megaphone that Trump wields

"When we're in the realm of coupling disinformation from both foreign and domestic sources, and government and nongovernment sources, and none of it is really grounded in reality ... evidence doesn't help much,

Uncertainty produces anxiety, but you can counter that, in part, by understanding what to expect on Election Day this year.

This year, Dr. Tillery observed, there’s a significant chance the presidential election will not be called on Tuesday night.

“Voters should get some comfort from knowing that we do have counting procedures and auditing procedures and voter notification procedures that would make it better for us to be calm and let those processes play out,”

Other analog activities can help you cope, too. “Anxious thoughts race by,” Dr. Stosny said, “and the faster they go, the less realistic they get.” Instead of dwelling on them, write them out longhand; this will slow down and moderate their frenetic pace. Next to each source of fear, write down how you’ll respond to it.

Be on the lookout for viral disinformation: Check the provenance of news articles or memes making polarizing political claims or calling the election before a mainstream news outlet has done so.

“Humans are quite resilient,” she said. “There’s a strong possibility that you will be able to cope.”

f a family member approaches you with anger, try to respond with compassion. Consider setting a time limit on your political discussions, Dr. Lee said, agreeing in advance to a fun, shared activity when your time is up.

If you’re feeling anxious or overwhelmed, or need to take time out of a challenging conversation, go for a walk or run, and try to spend at least 30 minutes outside.

68 percent of adults report finding the election to be a significant source of stress. This is due, at least in part, to the vitriol and name-calling exhibited by candidates,

“One of the things Covid has made abundantly clear in so many aspects of our life is that we have a lot of cracks in the system,”

“This is the first step in a long journey of really reimagining what America is going to look like and what America is going to be about,” Ms. Holland said. “That’s not going to end when the voting does.”

a self-driving car could have avoided choosing between two bad outcomes by making a decision earlier on — the speaker pointed out that, when entering the alley, the car could have determined that the space was narrow and slowed to a speed that would keep everyone safe.

Auditors have to inspect the algorithm without accessing sensitive user data.

Other considerations come into play as well, such as balancing the removal of misinformation with the protection of free speech.

To meet these challenges, Cen and Shah developed an auditing procedure that does not need more than black-box access to the social media algorithm (which respects trade secrets), does not remove content (which avoids issues of censorship), and does not require access to users (which preserves users’ privacy).

which is known to help reduce the spread of misinformation

In labor markets, for example, workers learn their preferences about what kinds of jobs they want, and employers learn their preferences about the qualifications they seek from workers.

But learning can be disrupted by competition

it is indeed possible to get to a stable outcome (workers aren’t incentivized to leave the matching market), with low regret (workers are happy with their long-term outcomes), fairness (happiness is evenly distributed), and high social welfare.

For instance, when Covid-19 cases surged in the pandemic, many cities had to decide what restrictions to adopt, such as mask mandates, business closures, or stay-home orders. They had to act fast and balance public health with community and business needs, public spending, and a host of other considerations.

But of course, no county exists in a vacuum.

These complex interactions matter,

“Accountability, legitimacy, trust — these principles play crucial roles in society and, ultimately, will determine which systems endure with time.” 

Forensic science, which drives the plots of movies and television shows, is accorded great respect by the public. And in the proper hands, it can provide persuasive insight. But in the wrong hands, it can trap innocent people in a vise of seeming inerrancy—and it has done so far too often. What’s more, although some forensic disciplines, such as DNA analysis, are reliable, others have been shown to have serious limitations.

Yezzo is not like Annie Dookhan, a chemist in a Massachusetts crime laboratory who boosted her productivity by falsifying reports and by “dry labbing”—that is, reporting results without actually conducting any tests.

Nor is Yezzo like Michael West, a forensic odontologist who claimed that he could identify bite marks on a victim and then match those marks to a specific person.

The deeper issue with forensic science lies not in malfeasance or corruption—or utter incompetence—but in the gray area where Yezzo can be found. Her alleged personal problems are unusual: Only because of them did the details of her long career come to light.

to the point of alignment; how rarely an analyst’s skills are called into question in court; and how seldom the performance of crime labs is subjected to any true oversight.

More than half of those exonerated by post-conviction DNA testing had been wrongly convicted based on flawed forensic evidence.

The quality of the work done in crime labs is almost never audited.

Even the best forensic scientists can fall prey to unintentional bias.

Study after study has demonstrated the power of cognitive bias.

Cognitive bias can of course affect anyone, in any circumstance—but it is particularly dangerous in a criminal-justice system where forensic scientists have wide latitude as well as some incentive to support the views of prosecutors and the police.

The complaint — filed last month with the Securities and Exchange Commission and the Department of Justice, as well as the FTC — says thousands of employees still had wide-ranging and poorly tracked internal access to core company software, a situation that for years had led to embarrassing hacks, including the commandeering of accounts held by such high-profile users as Elon Musk and former presidents Barack Obama and Donald Trump.

the whistleblower document alleges the company prioritized user growth over reducing spam, though unwanted content made the user experience worse. Executives stood to win individual bonuses of as much as $10 million tied to increases in daily users, the complaint asserts, and nothing explicitly for cutting spam.

Chief executive Parag Agrawal was “lying” when he tweeted in May that the company was “strongly incentivized to detect and remove as much spam as we possibly can,” the complaint alleges.

Zatko described his decision to go public as an extension of his previous work exposing flaws in specific pieces of software and broader systemic failings in cybersecurity. He was hired at Twitter by former CEO Jack Dorsey in late 2020 after a major hack of the company’s systems.

“I felt ethically bound. This is not a light step to take,” said Zatko, who was fired by Agrawal in January. He declined to discuss what happened at Twitter, except to stand by the formal complaint. Under SEC whistleblower rules, he is entitled to legal protection against retaliation, as well as potential monetary rewards.

“Security and privacy have long been top companywide priorities at Twitter,” said Twitter spokeswoman Rebecca Hahn. She said that Zatko’s allegations appeared to be “riddled with inaccuracies” and that Zatko “now appears to be opportunistically seeking to inflict harm on Twitter, its customers, and its shareholders.” Hahn said that Twitter fired Zatko after 15 months “for poor performance and leadership.” Attorneys for Zatko confirmed he was fired but denied it was for performance or leadership.

A person familiar with Zatko’s tenure said the company investigated Zatko’s security claims during his time there and concluded they were sensationalistic and without merit. Four people familiar with Twitter’s efforts to fight spam said the company deploys extensive manual and automated tools to both measure the extent of spam across the service and reduce it.

Overall, Zatko wrote in a February analysis for the company attached as an exhibit to the SEC complaint, “Twitter is grossly negligent in several areas of information security. If these problems are not corrected, regulators, media and users of the platform will be shocked when they inevitably learn about Twitter’s severe lack of security basics.”

Zatko’s complaint says strong security should have been much more important to Twitter, which holds vast amounts of sensitive personal data about users. Twitter has the email addresses and phone numbers of many public figures, as well as dissidents who communicate over the service at great personal risk.

This month, an ex-Twitter employee was convicted of using his position at the company to spy on Saudi dissidents and government critics, passing their information to a close aide of Crown Prince Mohammed bin Salman in exchange for cash and gifts.

Zatko’s complaint says he believed the Indian government had forced Twitter to put one of its agents on the payroll, with access to user data at a time of intense protests in the country. The complaint said supporting information for that claim has gone to the National Security Division of the Justice Department and the Senate Select Committee on Intelligence. Another person familiar with the matter agreed that the employee was probably an agent.

“Take a tech platform that collects massive amounts of user data, combine it with what appears to be an incredibly weak security infrastructure and infuse it with foreign state actors with an agenda, and you’ve got a recipe for disaster,” Charles E. Grassley (R-Iowa), the top Republican on the Senate Judiciary Committee,

Many government leaders and other trusted voices use Twitter to spread important messages quickly, so a hijacked account could drive panic or violence. In 2013, a captured Associated Press handle falsely tweeted about explosions at the White House, sending the Dow Jones industrial average briefly plunging more than 140 points.

After a teenager managed to hijack the verified accounts of Obama, then-candidate Joe Biden, Musk and others in 2020, Twitter’s chief executive at the time, Jack Dorsey, asked Zatko to join him, saying that he could help the world by fixing Twitter’s security and improving the public conversation, Zatko asserts in the complaint.

In 1998, Zatko had testified to Congress that the internet was so fragile that he and others could take it down with a half-hour of concentrated effort. He later served as the head of cyber grants at the Defense Advanced Research Projects Agency, the Pentagon innovation unit that had backed the internet’s invention.

But at Twitter Zatko encountered problems more widespread than he realized and leadership that didn’t act on his concerns, according to the complaint.

Twitter’s difficulties with weak security stretches back more than a decade before Zatko’s arrival at the company in November 2020. In a pair of 2009 incidents, hackers gained administrative control of the social network, allowing them to reset passwords and access user data. In the first, beginning around January of that year, hackers sent tweets from the accounts of high-profile users, including Fox News and Obama.

Several months later, a hacker was able to guess an employee’s administrative password after gaining access to similar passwords in their personal email account. That hacker was able to reset at least one user’s password and obtain private information about any Twitter user.

Twitter continued to suffer high-profile hacks and security violations, including in 2017, when a contract worker briefly took over Trump’s account, and in the 2020 hack, in which a Florida teen tricked Twitter employees and won access to verified accounts. Twitter then said it put additional safeguards in place.

This year, the Justice Department accused Twitter of asking users for their phone numbers in the name of increased security, then using the numbers for marketing. Twitter agreed to pay a $150 million fine for allegedly breaking the 2011 order, which barred the company from making misrepresentations about the security of personal data.

After Zatko joined the company, he found it had made little progress since the 2011 settlement, the complaint says. The complaint alleges that he was able to reduce the backlog of safety cases, including harassment and threats, from 1 million to 200,000, add staff and push to measure results.

But Zatko saw major gaps in what the company was doing to satisfy its obligations to the FTC, according to the complaint. In Zatko’s interpretation, according to the complaint, the 2011 order required Twitter to implement a Software Development Life Cycle program, a standard process for making sure new code is free of dangerous bugs. The complaint alleges that other employees had been telling the board and the FTC that they were making progress in rolling out that program to Twitter’s systems. But Zatko alleges that he discovered that it had been sent to only a tenth of the company’s projects, and even then treated as optional.

“If all of that is true, I don’t think there’s any doubt that there are order violations,” Vladeck, who is now a Georgetown Law professor, said in an interview. “It is possible that the kinds of problems that Twitter faced eleven years ago are still running through the company.”

The complaint also alleges that Zatko warned the board early in his tenure that overlapping outages in the company’s data centers could leave it unable to correctly restart its servers. That could have left the service down for months, or even have caused all of its data to be lost. That came close to happening in 2021, when an “impending catastrophic” crisis threatened the platform’s survival before engineers were able to save the day, the complaint says, without providing further details.

One current and one former employee recalled that incident, when failures at two Twitter data centers drove concerns that the service could have collapsed for an extended period. “I wondered if the company would exist in a few days,” one of them said.

The current and former employees also agreed with the complaint’s assertion that past reports to various privacy regulators were “misleading at best.”

For example, they said the company implied that it had destroyed all data on users who asked, but the material had spread so widely inside Twitter’s networks, it was impossible to know for sure

As the head of security, Zatko says he also was in charge of a division that investigated users’ complaints about accounts, which meant that he oversaw the removal of some bots, according to the complaint. Spam bots — computer programs that tweet automatically — have long vexed Twitter. Unlike its social media counterparts, Twitter allows users to program bots to be used on its service: For example, the Twitter account @big_ben_clock is programmed to tweet “Bong Bong Bong” every hour in time with Big Ben in London. Twitter also allows people to create accounts without using their real identities, making it harder for the company to distinguish between authentic, duplicate and automated accounts.

In the complaint, Zatko alleges he could not get a straight answer when he sought what he viewed as an important data point: the prevalence of spam and bots across all of Twitter, not just among monetizable users.

Zatko cites a “sensitive source” who said Twitter was afraid to determine that number because it “would harm the image and valuation of the company.” He says the company’s tools for detecting spam are far less robust than implied in various statements.

“Agrawal’s Tweets and Twitter’s previous blog posts misleadingly imply that Twitter employs proactive, sophisticated systems to measure and block spam bots,” the complaint says. “The reality: mostly outdated, unmonitored, simple scripts plus overworked, inefficient, understaffed, and reactive human teams.”

The four people familiar with Twitter’s spam and bot efforts said the engineering and integrity teams run software that samples thousands of tweets per day, and 100 accounts are sampled manually.

Some employees charged with executing the fight agreed that they had been short of staff. One said top executives showed “apathy” toward the issue.

Zatko’s complaint likewise depicts leadership dysfunction, starting with the CEO. Dorsey was largely absent during the pandemic, which made it hard for Zatko to get rulings on who should be in charge of what in areas of overlap and easier for rival executives to avoid collaborating, three current and former employees said.

For example, Zatko would encounter disinformation as part of his mandate to handle complaints, according to the complaint. To that end, he commissioned an outside report that found one of the disinformation teams had unfilled positions, yawning language deficiencies, and a lack of technical tools or the engineers to craft them. The authors said Twitter had no effective means of dealing with consistent spreaders of falsehoods.

Dorsey made little effort to integrate Zatko at the company, according to the three employees as well as two others familiar with the process who spoke on the condition of anonymity to describe sensitive dynamics. In 12 months, Zatko could manage only six one-on-one calls, all less than 30 minutes, with his direct boss Dorsey, who also served as CEO of payments company Square, now known as Block, according to the complaint. Zatko allegedly did almost all of the talking, and Dorsey said perhaps 50 words in the entire year to him. “A couple dozen text messages” rounded out their electronic communication, the complaint alleges.

Faced with such inertia, Zatko asserts that he was unable to solve some of the most serious issues, according to the complaint.

Some 30 percent of company laptops blocked automatic software updates carrying security fixes, and thousands of laptops had complete copies of Twitter’s source code, making them a rich target for hackers, it alleges.

A successful hacker takeover of one of those machines would have been able to sabotage the product with relative ease, because the engineers pushed out changes without being forced to test them first in a simulated environment, current and former employees said.

“It’s near-incredible that for something of that scale there would not be a development test environment separate from production and there would not be a more controlled source-code management process,” said Tony Sager, former chief operating officer at the cyberdefense wing of the National Security Agency, the Information Assurance divisio

Sager is currently senior vice president at the nonprofit Center for Internet Security, where he leads a consensus effort to establish best security practices.

Zatko stopped the material from being presented at the Dec. 9, 2021 meeting, the complaint said. But over his continued objections, Agrawal let it go to the board’s smaller Risk Committee a week later.

“A best practice is that you should only be authorized to see and access what you need to do your job, and nothing else,” said former U.S. chief information security officer Gregory Touhill. “If half the company has access to and can make configuration changes to the production environment, that exposes the company and its customers to significant risk.”

The complaint says Dorsey never encouraged anyone to mislead the board about the shortcomings, but that others deliberately left out bad news.

The complaint says that about half of Twitter’s roughly 7,000 full-time employees had wide access to the company’s internal software and that access was not closely monitored, giving them the ability to tap into sensitive data and alter how the service worked. Three current and former employees agreed that these were issues.

An unnamed executive had prepared a presentation for the new CEO’s first full board meeting, according to the complaint. Zatko’s complaint calls the presentation deeply misleading.

The presentation showed that 92 percent of employee computers had security software installed — without mentioning that those installations determined that a third of the machines were insecure, according to the complaint.

Another graphic implied a downward trend in the number of people with overly broad access, based on the small subset of people who had access to the highest administrative powers, known internally as “God mode.” That number was in the hundreds. But the number of people with broad access to core systems, which Zatko had called out as a big problem after joining, had actually grown slightly and remained in the thousands.

The presentation included only a subset of serious intrusions or other security incidents, from a total Zatko estimated as one per week, and it said that the uncontrolled internal access to core systems was responsible for just 7 percent of incidents, when Zatko calculated the real proportion as 60 percent.

When Dorsey left in November 2021, a difficult situation worsened under Agrawal, who had been responsible for security decisions as chief technology officer before Zatko’s hiring, the complaint says.

Agrawal didn’t respond to requests for comment. In an email to employees after publication of this article, obtained by The Post, he said that privacy and security continues to be a top priority for the company, and he added that the narrative is “riddled with inconsistences” and “presented without important context.”

On Jan. 4, Zatko reported internally that the Risk Committee meeting might have been fraudulent, which triggered an Audit Committee investigation.

Agarwal fired him two weeks later. But Zatko complied with the company’s request to spell out his concerns in writing, even without access to his work email and documents, according to the complaint.

Since Zatko’s departure, Twitter has plunged further into chaos with Musk’s takeover, which the two parties agreed to in May. The stock price has fallen, many employees have quit, and Agrawal has dismissed executives and frozen big projects.

Zatko said he hoped that by bringing new scrutiny and accountability, he could improve the company from the outside.

“I still believe that this is a tremendous platform, and there is huge value and huge risk, and I hope that looking back at this, the world will be a better place, in part because of this.”

Behavioral economics is at the center of the so-called replication crisis, a euphemism for the uncomfortable fact that the results of a significant percentage of social science experiments can’t be reproduced in subsequent trials

this key result was not replicated in similar experiments, undermining confidence in a whole area of study. It’s obvious that we do associate old age and slower walking, and we probably do slow down sometimes when thinking about older people. It’s just not clear that that’s a law of the mind.

And these attempts to “correct” human behavior are based on tenuous science. The replication crisis doesn’t have a simple solution

Journals have instituted reforms like having scientists preregister their hypotheses to avoid the possibility of results being manipulated during the research. But that doesn’t change how many uncertain results are already out there, with a knock-on effect that ripples through huge segments of quantitative social scienc

The Johns Hopkins science historian Ruth Leys, author of a forthcoming book on priming research, points out that cognitive science is especially prone to building future studies off disputed results. Despite the replication crisis, these fields are a “train on wheels, the track is laid and almost nothing stops them,” Dr. Leys said.

These cases result from lax standards around data collection, which will hopefully be corrected. But they also result from strong financial incentives: the possibility of salaries, book deals and speaking and consulting fees that range into the millions. Researchers can get those prizes only if they can show “significant” findings.

It is no coincidence that behavioral economics, from Dr. Kahneman to today, tends to be pro-business. Science should be not just reproducible, but also free of obvious ideology.

Technology and modern data science have only further entrenched behavioral economics. Its findings have greatly influenced algorithm design.

The collection of personal data about our movements, purchases and preferences inform interventions in our behavior from the grocery store to who is arrested by the police.

Setting people up for safety and success and providing good default options isn’t bad in itself, but there are more sinister uses as well. After all, not everyone who wants to exploit your cognitive biases has your best interests at heart.

Despite all its flaws, behavioral economics continues to drive public policy, market research and the design of digital interfaces.

One might think that a kind of moratorium on applying such dubious science would be in order — except that enacting one would be practically impossible. These ideas are so embedded in our institutions and everyday life that a full-scale audit of the behavioral sciences would require bringing much of our society to a standstill.

There is no peer review for algorithms that determine entry to a stadium or access to credit. To perform even the most banal, everyday actions, you have to put implicit trust in unverified scientific results.

We can’t afford to defer questions about human nature, and the social and political policies that come from them, to commercialized “research” that is scientifically questionable and driven by ideology. Behavioral economics claims that humans aren’t rational.

That’s a philosophical claim, not a scientific one, and it should be fought out in a rigorous marketplace of ideas. Instead of unearthing real, valuable knowledge of human nature, behavioral economics gives us “one weird trick” to lose weight or quit smoking.

Humans may not be perfectly rational, but we can do better than the predictably irrational consequences that behavioral economics has left us with today.