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science has changed in some worrying ways in recent decades — especially biomedical research, which consumes a larger and larger share of government science spending.

the journal Nature reported that published retractions had increased tenfold over the past decade, while the number of published papers had increased by just 44 percent.

because journals are now online, bad papers are simply reaching a wider audience, making it more likely that errors will be spotted.

The National Institutes of Health accepts a much lower percentage of grant applications today than in earlier decades. At the same time, many universities expect scientists to draw an increasing part of their salaries from grants, and these pressures have influenced how scientists are promoted.

Dr. Fang and Dr. Casadevall looked at the rate of retractions in 17 journals from 2001 to 2010 and compared it with the journals’ “impact factor,” a score based on how often their papers are cited by scientists. The higher a journal’s impact factor, the two editors found, the higher its retraction rate.

Each year, every laboratory produces a new crop of Ph.D.’s, who must compete for a small number of jobs, and the competition is getting fiercer. In 1973, more than half of biologists had a tenure-track job within six years of getting a Ph.D. By 2006 the figure was down to 15 percent.

Yet labs continue to have an incentive to take on lots of graduate students to produce more research. “I refer to it as a pyramid scheme,

In such an environment, a high-profile paper can mean the difference between a career in science or leaving the field. “It’s becoming the price of admission,”

To survive professionally, scientists feel the need to publish as many papers as possible, and to get them into high-profile journals. And sometimes they cut corners or even commit misconduct to get ther

“What people do is they count papers, and they look at the prestige of the journal in which the research is published, and they see how may grant dollars scientists have, and if they don’t have funding, they don’t get promoted,” Dr. Fang said. “It’s not about the quality of the research.”

Dr. Ness likens scientists today to small-business owners, rather than people trying to satisfy their curiosity about how the world works. “You’re marketing and selling to other scientists,” she said. “To the degree you can market and sell your products better, you’re creating the revenue stream to fund your enterprise.”

Universities want to attract successful scientists, and so they have erected a glut of science buildings, Dr. Stephan said. Some universities have gone into debt, betting that the flow of grant money will eventually pay off the loans.

“You can’t afford to fail, to have your hypothesis disproven,” Dr. Fang said. “It’s a small minority of scientists who engage in frank misconduct. It’s a much more insidious thing that you feel compelled to put the best face on everything.”

, Dr. Stephan points out that a number of countries — including China, South Korea and Turkey — now offer cash rewards to scientists who get papers into high-profile journals.

To change the system, Dr. Fang and Dr. Casadevall say, start by giving graduate students a better understanding of science’s ground rules — what Dr. Casadevall calls “the science of how you know what you know.”

They would also move away from the winner-take-all system, in which grants are concentrated among a small fraction of scientists. One way to do that may be to put a cap on the grants any one lab can receive.

Such a shift would require scientists to surrender some of their most cherished practices — the priority rule, for example, which gives all the credit for a scientific discovery to whoever publishes results first.

To ease such cutthroat competition, the two editors would also change the rules for scientific prizes and would have universities take collaboration into account when they decide on promotions.

Even scientists who are sympathetic to the idea of fundamental change are skeptical that it will happen any time soon. “I don’t think they have much chance of changing what they’re talking about,” said Dr. Korn, of Harvard.

“When our generation goes away, where is the new generation going to be?” he asked. “All the scientists I know are so anxious about their funding that they don’t make inspiring role models. I heard it from my own kids, who went into art and music respectively. They said, ‘You know, we see you, and you don’t look very happy.’ ”

“I’ve been a programmer for 13 years, and I’ve always been one of the only women and queer people in the room. I’ve been harassed, I’ve had people make suggestive comments to me, I’ve had people basically dismiss my expertise. I’ve gotten rape and death threats just for speaking out about this stuff.”

“We see these stories, ‘Why aren’t there more women in computer science and engineering?’ and there’s all these complicated answers like, ‘School advisers don’t have them take math and physics,’ and it’s probably true,” said Lauren Weinstein, a man who has spent his four-decade career in tech working mostly with other men, and is currently a consultant for Google.“But I think there’s probably a simpler reason,” he said, “which is these guys are just jerks, and women know it.”

once programming gained prestige, women were pushed out. Over the decades, the share of women in computing has continued to decline. In 2012, just 18 percent of computer-science college graduates were women, down from 37 percent in 1985, according to the National Center for Women & Information Technology.

Some 1.2 million computing jobs will be available in 2022, yet United States universities are producing only 39 percent of the graduates needed to fill them, the N.C.W.I.T. estimates.

Twenty percent of software developers are women, according to the Labor Department, and fewer than 6 percent of engineers are black or Hispanic. Comparatively, 56 percent of people in business and financial-operations jobs are women, as are 36 percent of physicians and surgeons and one-third of lawyers.

an engineer at Pinterest has collected data from people at 133 start-ups and found that an average of 12 percent of the engineers are women.

“It makes a hostile environment for me,” she said. “But I don’t want to raise my hand and call negative attention toward myself, and become the woman who is the problem — ‘that woman.’ In start-up culture they protect their own tribe, so by putting my hand up, I’m saying I’m an ‘other,’ I shouldn’t be there, so for me that’s an economic threat.”

“Many women have come to me and said they basically have had to hide on the Net now,” said Mr. Weinstein, who works on issues of identity and anonymity online. “They use male names, they don’t put their real photos up, because they are immediately targeted and harassed.”

“It’s a boys’ club, and you have to try to get into it, and they’re trying as hard as they can to prove you can’t,” said Ephrat Bitton, the director of algorithms at FutureAdvisor, an online investment start-up that she says has a better culture because almost half the engineers are women.

Writing code is a high-pressure job with little room for error, as are many jobs. But coding can be stressful in a different way, women interviewed for this article said, because code reviews — peer reviews to spot mistakes in software — can quickly devolve.

“Code reviews are brutal — ‘Mine is better than yours, I see flaws in yours’ — and they should be, for the creation of good software,” said Ellen Ullman, a software engineer and author. “I think when you add a drop of women into it, it just exacerbates the problem, because here’s a kind of foreigner.”

But some women argue that these kinds of initiatives are unhelpful.“My general issue with the coverage of women in tech is that women in the technology press are talked about in the context of being women, and men are talked about in the context of being in technology,” said a technical woman who would speak only on condition of anonymity because she did not want to be part of an article about women in tech.

The true work of the mathematician is not experienced until the later parts of graduate school, when the student is challenged to create knowledge in the form of a novel proof. It is common to fill page after page with an attempt, the seasons turning, only to arrive precisely where you began, empty-handed — or to realize that a subtle flaw of logic doomed the whole enterprise from its outset. The steady state of mathematical research is to be completely stuck. It is a process that Charles Fefferman of Princeton, himself a onetime math prodigy turned Fields medalist, likens to ‘‘playing chess with the devil.’’ The rules of the devil’s game are special, though: The devil is vastly superior at chess, but, Fefferman explained, you may take back as many moves as you like, and the devil may not. You play a first game, and, of course, ‘‘he crushes you.’’ So you take back moves and try something different, and he crushes you again, ‘‘in much the same way.’’ If you are sufficiently wily, you will eventually discover a move that forces the devil to shift strategy; you still lose, but — aha! — you have your first clue.

Tao has emerged as one of the field’s great bridge-­builders. At the time of his Fields Medal, he had already made discoveries with more than 30 different collaborators. Since then, he has also become a prolific math blogger with a decidedly non-­Gaussian ebullience: He celebrates the work of others, shares favorite tricks, documents his progress and delights at any corrections that follow in the comments. He has organized cooperative online efforts to work on problems. ‘‘Terry is what a great 21st-­century mathematician looks like,’’ Jordan Ellenberg, a mathematician at the University of Wisconsin, Madison, who has collaborated with Tao, told me. He is ‘‘part of a network, always communicating, always connecting what he is doing with what other people are doing.’’

Most mathematicians tend to specialize, but Tao ranges widely, learning from others and then working with them to make discoveries. Markus Keel, a longtime collaborator and close friend, reaches to science fiction to explain Tao’s ability to rapidly digest and employ mathematical ideas: Seeing Tao in action, Keel told me, reminds him of the scene in ‘‘The Matrix’’ when Neo has martial arts downloaded into his brain and then, opening his eyes, declares, ‘‘I know kung fu.’’ The citation for Tao’s Fields Medal, awarded in 2006, is a litany of boundary hopping and notes particularly ‘‘beautiful work’’ on Horn’s conjecture, which Tao completed with a friend he had played foosball with in graduate school. It was a new area of mathematics for Tao, at a great remove from his known stamping grounds. ‘‘This is akin,’’ the citation read, ‘‘to a leading English-­language novelist suddenly producing the definitive Russian novel.’’

For their work, Tao and Green salvaged a crucial bit from an earlier proof done by others, which had been discarded as incorrect, and aimed at a different goal. Other maneuvers came from masterful proofs by Timothy Gowers of England and Endre Szemeredi of Hungary. Their work, in turn, relied on contributions from Erdos, Klaus Roth and Frank Ramsey, an Englishman who died at age 26 in 1930, and on and on, into history. Ask mathematicians about their experience of the craft, and most will talk about an intense feeling of intellectual camaraderie. ‘‘A very central part of any mathematician’s life is this sense of connection to other minds, alive today and going back to Pythagoras,’’ said Steven Strogatz, a professor of mathematics at Cornell University. ‘‘We are having this conversation with each other going over the millennia.’’

As a group, the people drawn to mathematics tend to value certainty and logic and a neatness of outcome, so this game becomes a special kind of torture. And yet this is what any ­would-be mathematician must summon the courage to face down: weeks, months, years on a problem that may or may not even be possible to unlock. You find yourself sitting in a room without doors or windows, and you can shout and carry on all you want, but no one is listening.

An effort to prove that 1 equals 0 is not likely to yield much fruit, it’s true, but the hacker’s mind-set can be extremely useful when doing math. Long ago, mathematicians invented a number that when multiplied by itself equals negative 1, an idea that seemed to break the basic rules of multiplication. It was so far outside what mathematicians were doing at the time that they called it ‘‘imaginary.’’ Yet imaginary numbers proved a powerful invention, and modern physics and engineering could not function without them.

Early encounters with math can be misleading. The subject seems to be about learning rules — how and when to apply ancient tricks to arrive at an answer. Four cookies remain in the cookie jar; the ball moves at 12.5 feet per second. Really, though, to be a mathematician is to experiment. Mathematical research is a fundamentally creative act. Lore has it that when David Hilbert, arguably the most influential mathematician of fin de siècle Europe, heard that a colleague had left to pursue fiction, he quipped: ‘‘He did not have enough imagination for mathematics.’’

Many people think that substantial progress on Navier-­Stokes may be impossible, and years ago, Tao told me, he wrote a blog post concurring with this view. Now he has some small bit of hope. The twin-prime conjecture had the same feel, a sense of breaking through the wall of intimidation that has scared off many aspirants. Outside the world of mathematics, both Navier-­Stokes and the twin-prime conjecture are described as problems. But for Tao and others in the field, they are more like opponents. Tao’s opponent has been known to taunt him, convincing him that he is overlooking the obvious, or to fight back, making quick escapes when none should be possible. Now the opponent appears to have revealed a weakness. But Tao said he has been here before, thinking he has found a way through the defenses, when in fact he was being led into an ambush. ‘‘You learn to get suspicious,’’ Tao said. ‘‘You learn to be on the lookout.’’

with the development of non-invasive brain imaging techniques, we have gathered evidence that suggests our brains are hard-wired to be unrealistically optimistic. When we learn what the future may hold, our neurons efficiently encode unexpectedly good information, but fail to incorporate information that is unexpectedly bad.

Underestimating risk makes us less likely to practice safe sex, save for retirement, buy insurance or undergo medical screenings.

Take the financial crisis of 2008. Each investor, homeowner, banker or economic regulator expected slightly better profits than were realistically warranted. On its own, each bias would not have created huge losses. Yet when combined in one market they produced a giant financial bubble that did just that.

The optimal solution then? Believe you will live a long healthy life, but go for frequent medical screenings. Aspire to write the next “Harry Potter” series, but have a safety net in place too.

To try to cover up the obvious shortcomings of their profoundly antisocial pedagogical model, many business schools tack on courses in ethics, corporate social responsibility, and the like, then shrug their collective shoulders when their graduates behave in ways that would make Vikings and pirates blush.

The only truly socially responsible management curriculum would be one built from the ground up out of the liberal arts – economics, of course, but also history, philosophy, political science, psychology, and sociology – because those are the core disciplines of social scientific and humanistic inquiry.

Properly understood, they are not “subjects” but ways of thinking about human beings, their behaviors, their institutions (of which businesses are just a small subset), and the ways they interact with the natural world. Only intelligent people with broad and deep backgrounds in the liberal arts can consistently make ethical decisions that are good for stakeholders, consumers, and the world they share.

Precisely because they are not deeply rooted in the liberal arts, many business schools try to inculcate messages into the brains of their students that are unscientific, mere fashions that cycle into and then out of popularity.

No one can seriously purport to understand corporate X (finance, formation, governance, social responsibility, etc.) today who does not understand X’s origins and subsequent development. Often, then, the historian of corporate X is the real expert, not the business school professor who did a little consulting, a few interviews, and a survey.

Lurking somewhere in the background of most great business leaders, ones who helped their companies, their customers, and the world, is a liberal arts education.

Instead of forcing students to choose between a broad liberal arts degree or a business career, business schools and liberal arts departments ought to work together to integrate all methods of knowing into a seamless whole focused on key questions and problems important to us all

There is not a single question of importance in the business world that does not have economic, historical, philosophical, political, psychological, and sociological components that are absolutely crucial to making good (right and moral) decisions. So why continue to divide understanding of the real world into hoary compartments

For boys and girls raised in two-parent households, there were only modest differences between the sexes in terms of success at school, and boys tended to earn more than their sisters in early adulthood.

At the same time, the divorce rate for college graduates has declined from 34.8 percent among those born between 1950 and 1955 to 29.9 percent among those born between 1957 and 1964. In contrast, the divorce rate for those without college degrees increased over the same period from 44.3 percent to 50.6 percent.

First, there are irreversible changes in the workplace, particularly the rise of jobs requiring social skills (even STEM jobs) that will continue to make it hard for men who lack those skills.

Men are really going to have to change their act or have big problems. I think of big guys from the cave days, guys who were good at lifting stuff and hunting and the things we got genetically selected out for. During the industrial revolution that wasn’t so bad, but it’s not going to be there anymore.

This vulnerability, in turn, makes boys more susceptible toattention deficit hyperactivity disorder, and conduct disorders as well as the epigenetic mechanisms that can account for the recent widespread increase of these disorders in U.S. culture.

Schore argues that a major factor in rising dysfunction among boys and men in this country is the failure of the United States to provide longer periods of paid parental leave, with the result that many infants are placed in day care when they are six weeks old.

Females consistently score higher on tests of emotional and social intelligence. Sex differences in sociability and social perceptiveness have been shown to have biological origins, with differences appearing in infancy and higher levels of fetal testosterone associated with lower scores on tests of social intelligence.

Second, male children suffer more from restricted or nonexistent parental leave policies and contemporary child care arrangements, as well as from growing up in single-parent households. Advertisement Continue reading the main story

It has been a longstanding objective of right-wing regimes to push women back into traditional gender roles. Is that what’s going on here? Or could it be something less pernicious and more important?

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.

And yet they did. What I learned in Hum 110 is that so-called Western civilization is a narrative much like any other—except that it happens to affect just about everyone on earth. No matter where we were born or what we look like or what we believe, the narrative of Western civilization is part of the cultural water we swim in. By taking me back to the origins of that narrative, Hum 110 did me the great favor of hauling it into view—and impressing me with the universal right and duty to question it.

Members of Reedies Against Racism argue that Hum 110 simply perpetuates the most familiar version of the Western-civilization narrative—that positioning Plato and Aristotle at the very center of the college curriculum helps ensure their continued influence, along with the continued silencing of other voices from the past. This is worth considering

To many of the campus protesters, then, the Hum 110 syllabus looks like a monument overdue for toppling; online discussions have even compared it to the Confederate flag.

I respect the beauty and boldness and skill displayed in all these texts, and I respect the expertise of those who devote their lives to studying them. But I learned in Hum 110 that to respect a text is to keep experimenting with it, and to keep testing its relevance. Some of these works have already survived thousands of years of scrutiny; let’s see if they can take a few millennia more.

In my experience, the Hum 110 syllabus wasn’t a tool of exclusion but a route to inclusion.

The syllabus is more diverse, as is the faculty that teaches it and the student body that reads it. This is not to say that the syllabus is perfect—far from it. It’s to say that it isn’t carved in stone—and unlike a monument or a flag, it’s not meant to teach reverence. In fact, Hum 110 is intended to teach precisely the opposite.

Not long ago, a friend of mine told me about some classical theater she’d seen. “I enjoyed it,” she said, “but I don’t feel like it’s really mine.” She wasn’t talking about representation, about whether someone who looked or acted like her had appeared on stage. She just felt that despite her smarts, and her multiple graduate degrees, she wasn’t familiar enough with the work to engage with it.

But by exposing the roots of the narrative known as Western civilization, Hum 110 opened a door to me that’s never closed.

What I really learned in Hum 110 is that the ancient Greeks—and the rest of our collective cultural ancestries, for that matter—are mine. They’re mine and yours and theirs and ours, to honor with our sharpest spears.

When I graduated from college there was a finite number of career ladders in front of me: teacher, lawyer, doctor, business. Now college graduates enter a world with four million footstools. There are many more places to perch (a start-up, an NGO, a coffee shop, a consultancy) but few of the footstools pay a sustaining wage, seem connected with the others or lead to a clear ladder of rungs to climb upward.

People in their 20s seem to be compelled to bounce around more, popping up here and there, quantumlike, with different jobs, living arrangements and partners while hoping that all these diverse experiences magically add up to something.

Naturally enough, their descriptions of their lives are rife with uncertainty and anxiety

All the while social media makes the comparison game more intrusive than ever, and nearly everybody feels as if he or she is falling behind.

And how do we as a society prepare young people for this uncertain phase? We pump them full of vapid but haunting praise about how talented they are and how their future is limitless

we preach a gospel of autonomy that says all the answers to the deeper questions in life are found by getting in touch with your “true self,” whatever the heck that is.

Now I think that laissez-faire attitude trivializes the experiences of young adulthood and condescends to the people going through them.

telling people “30 is the new 20” is completely counterproductive.

colleges have to do much more to put certain questions on the table, to help students grapple with the coming decade of uncertainty: What does it mean to be an adult today? What are seven or 10 ways people have found purpose in life? How big should I dream or how realistic should I be? What are the criteria we should think about before shacking up? What is the cure for sadness? What do I want and what is truly worth wanting?

Before, there were social structures that could guide young adults as they gradually figured out the big questions of life. Now, those structures are gone. Young people are confronted by the existential questions right away. They’re going to feel lost if they have no sense of what they’re pointing toward, if they have no vision of the holy grails on the distant shore.

A $1,000 increase in student loan debt, researchers found, lowered the odds of marriage by 2 percent a month among female bachelor’s degree recipients in the first four years after graduation. That finding has been bolstered by more recent research showing a similar trend.

Student loan debt is hampering the growth of small businesses

a significant and economically meaningful negative correlation” between rising student loan debt and falling small-business formation. The mechanism isn’t hard to grasp: If you’re paying off a student loan, you’re less able to pull together the cash needed to start a business.

The authors note that small businesses are responsible for “approximately 60 percent of net employment activity in the U.S.”

Student loan debt is delaying marriage and family formation

This year, the Federal Reserve issued a report showing that student loan debt prevented about 400,000 young families from purchasing homes, accounting for about a quarter of the drop in home-ownership rates in this demographic from 2005 to 2014

Student loan debt makes it harder to weather financial crises

From 2007 to 2009, households with student loans saw 12.4 percent of their total net worth evaporate, while the net worth of those without such loans fell by 9.3 percent

Student loan debt is preventing young people from saving for retirement

Student loan debt can cause graduates to give up on their dreams

The returns on higher education aren’t what they once were

er parents divorced when she was a toddler, and she was raised in a crowded Brooklyn apartment by her mother, her mother’s sister and her grandparents, all of whom unstintingly adored her

“Four loving adults had made me the center of their lives

Always the smartest kid in the room (she was a remarkable test-taker), Turkle flourished early as an intellectually confident person, easily winning a scholarship to Radcliffe, support for graduate school at Harvard

Newly graduated from Radcliffe, she was in Paris during the May 1968 uprising and was shocked by the responses of most French thinkers to what was happening in the streets

Each in turn, she observed, filtered the originality of the scene through his own theories.

Few saw these galvanizing events as the demonstration they so clearly were of a hungry demand for new relations between the individual and society.

The anecdotes that illustrate this marriage encapsulate, in an inspired way, the dilemma Turkle has spent her whole life exploring:

My interests were moving from ideas in the abstract to the impact of ideas on personal identity. How did new political ideas change how people saw themselves? And what made some ideas more appealing than others?”

For the people around her, it embodied “the science of getting computers to do things that would be considered intelligent if done by people.” Nothing more exciting. Who could resist such a possibility? Who would resist it? No one, it turned out.

“The worst thing, to Seymour,” she writes, would have been “to give children a computer that presented them only with games or opaque applications. … A learning opportunity would be missed because you would have masked the intellectual power of the machine. Sadly, this is what has happened.”

In a memoir written by a person of accomplishment, the interwoven account of childhood and early influences is valuable only insofar as it sheds light on the evolution of the individual into the author of the memoir we are reading.

with Turkle’s story of her marriage to Seymour Papert her personal adventures struck gold.

“good conversation” was valued “more highly than common courtesy. … To be interesting, Seymour did not have to be kind. He had to be brilliant.” And if you weren’t the sort of brilliant that he was, you were something less than real to him.

electrified

the rupture in understanding between someone devoted to the old-fashioned practice of humanist values and someone who doesn’t know what the word “human” really means.

In 1972, using duct tape and spare parts in the basement on the campus of the University of California, Berkeley, Dr. Clauser and a graduate student, Stuart Freedman, who died in 2012, endeavored to perform Bell’s experiment to measure quantum entanglement. In a series of experiments, he fired thousands of light particles, or photons, in opposite directions to measure a property known as polarization, which could have only two values — up or down. The result for each detector was always a series of seemingly random ups and downs. But when the two detectors’ results were compared, the ups and downs matched in ways that neither “classical physics” nor Einstein’s laws could explain. Something weird was afoot in the universe. Entanglement seemed to be real.

in 2002, Dr. Clauser admitted that he himself had expected quantum mechanics to be wrong and Einstein to be right. “Obviously, we got the ‘wrong’ result. I had no choice but to report what we saw, you know, ‘Here’s the result.’ But it contradicts what I believed in my gut has to be true.” He added, “I hoped we would overthrow quantum mechanics. Everyone else thought, ‘John, you’re totally nuts.’”

the correlations only showed up after the measurements of the individual particles, when the physicists compared their results after the fact. Entanglement seemed real, but it could not be used to communicate information faster than the speed of light.

In 1982, Dr. Aspect and his team at the University of Paris tried to outfox Dr. Clauser’s loophole by switching the direction along which the photons’ polarizations were measured every 10 nanoseconds, while the photons were already in the air and too fast for them to communicate with each other. He too, was expecting Einstein to be right.

Quantum predictions held true, but there were still more possible loopholes in the Bell experiment that Dr. Clauser had identified

For example, the polarization directions in Dr. Aspect’s experiment had been changed in a regular and thus theoretically predictable fashion that could be sensed by the photons or detectors.

Anton Zeilinger

added even more randomness to the Bell experiment, using random number generators to change the direction of the polarization measurements while the entangled particles were in flight.

Once again, quantum mechanics beat Einstein by an overwhelming margin, closing the “locality” loophole.

as scientists have done more experiments with entangled particles, entanglement is accepted as one of main features of quantum mechanics and is being put to work in cryptology, quantum computing and an upcoming “quantum internet

One of its first successes in cryptology is messages sent using entangled pairs, which can send cryptographic keys in a secure manner — any eavesdropping will destroy the entanglement, alerting the receiver that something is wrong.

, with quantum mechanics, just because we can use it, doesn’t mean our ape brains understand it. The pioneering quantum physicist Niels Bohr once said that anyone who didn’t think quantum mechanics was outrageous hadn’t understood what was being said.

In his interview with A.I.P., Dr. Clauser said, “I confess even to this day that I still don’t understand quantum mechanics, and I’m not even sure I really know how to use it all that well. And a lot of this has to do with the fact that I still don’t understand it.”

very early ages we [in America] see struggle as an indicator that you're just not very smart," Stigler says. "It's a sign of low ability — people who are smart don't struggle, they just naturally get it, that's our folk theory. Whereas in Asian cultures they tend to see struggle more as an opportunity."

For the most part in American culture, intellectual struggle in schoolchildren is seen as an indicator of weakness, while in Eastern cultures it is not only tolerated, it is often used to measure emotional strength.

to understand why these two cultures view struggle so differently, it's good to step back and examine how they think about where academic excellence comes from.

American mother is communicating to her son that the cause of his success in school is his intelligence. He's smart — which, Li says, is a common American view.

children are not creative. Our children do not have individuality. They're just robots. You hear the educators from Asian countries express that concern, a

"So the focus is on the process of persisting through it despite the challenges, not giving up, and that's what leads to success," Li says.

Obviously if struggle indicates weakness — a lack of intelligence — it makes you feel bad, and so you're less likely to put up with it. But if struggle indicates strength — an ability to face down the challenges that inevitably occur when you are trying to learn something — you're more willing to accept it.

American students "worked on it less than 30 seconds on average and then they basically looked at us and said, 'We haven't had this,'" he says.

Japanese students worked for the entire hour on the impossible problem.

Westerns tend to worry that their kids won't be able to compete against Asian kids who excel in many areas but especially in math and science. Jin Li says that educators from Asian countries have their own set of worries.

"The idea of intelligence in believed in the West as a cause," Li explains. "She is telling him that there is something in him, in his mind, that enables him to do what he does."

in the Japanese classrooms that he's studied, teachers consciously design tasks that are slightly beyond the capabilities of the students they teach, so the students can actually experience struggling with something just outside their reach. Then, once the task is mastered, the teachers actively point out that the student was able to accomplish it through the students hard work and struggle.

Despite recent gains in industrial development and increasing numbers of engineering graduates, Mexico is floundering socially, politically and economically because so many of its citizens do not read. Upon taking office in December, our new president, Enrique Peña Nieto, immediately announced a program to improve education. This is typical. All presidents do this upon taking office.

Put the leader of the teachers’ union, Elba Esther Gordillo, in jail — which he did last week. Ms. Gordillo, who has led the 1.5 million-member union for 23 years, is suspected of embezzling about $200 million.

Nobody in Mexico organizes as many strikes as the teachers’ union. And, sadly, many teachers, who often buy or inherit their jobs, are lacking in education themselves.

During a strike in 2008 in Oaxaca, I remember walking through the temporary campground in search of a teacher reading a book. Among tens of thousands, I found not one. I did find people listening to disco-decibel music, watching television, playing cards or dominoes, vegetating. I saw some gossip magazines, too.

I picked out five of the ignorant majority and asked them to tell me why they didn’t like reading. The result was predictable: they stuttered, grumbled, grew impatient. None was able to articulate a sentence, express an idea.

In 2002, President Vicente Fox began a national reading plan; he chose as a spokesman Jorge Campos, a popular soccer player, ordered millions of books printed and built an immense library. Unfortunately, teachers were not properly trained and children were not given time for reading in school. The plan focused on the book instead of the reader. I have seen warehouses filled with hundreds of thousands of forgotten books, intended for schools and libraries, simply waiting for the dust and humidity to render them garbage.

When my daughter was 15, her literature teacher banished all fiction from her classroom. “We’re going to read history and biology textbooks,” she said, “because that way you’ll read and learn at the same time.” In our schools, children are being taught what is easy to teach rather than what they need to learn. It is for this reason that in Mexico — and many other countries — the humanities have been pushed aside.

it is natural that in secondary school we are training chauffeurs, waiters and dishwashers.

he educational machine does not need fine-tuning; it needs a complete change of direction. It needs to make students read, read and read.

But perhaps the Mexican government is not ready for its people to be truly educated. We know that books give people ambitions, expectations, a sense of dignity. If tomorrow we were to wake up as educated as the Finnish people, the streets would be filled with indignant citizens and our frightened government would be asking itself where these people got more than a dishwasher’s training.

"Textbooks are useful as background narrative. It's difficult to talk about the Gulf of Tonkin Resolution if students don't know where Vietnam is, or the Lincoln-Douglas debates if they don't know who Abe Lincoln was before he was Daniel Day-Lewis.

The website's lessons have been downloaded 800,000 times and spawned a lively online community of history educators grateful for the camaraderie

just 30 percent of the people who teach history-related courses in U.S. public high schools both majored in the field and are certified to teach it.

" By reading these challenging documents and discovering history for themselves, he says, "not only will they remember the content, they'll develop skills for life."

Teachers can download the lessons and adapt them for their own purposes, free of charge. Students learn how to examine documents critically, just as historians would, in order to answer intriguing questions: Did Pocahontas really rescue John Smith? Was Abraham Lincoln a racist? Who blinked first in the Cuban Missile Crisis, the Russians or the Americans?

But when a ten-pound textbook becomes the script for a whole year's worth of instruction, a precious learning opportunity is lost. "Many students go through their entire middle and high school and never encounter the actual voice of a historical participant,"

The Common Core curriculum will bring radical changes in the standardized state tests that youngsters have been taking for decades. Instead of filling in multiple-choice bubbles, they will be expected to write out short answers that demonstrate their ability to analyze texts, and then cite those texts to support arguments—the exact skills that Reading Like a Historian fosters.

Wineburg realized that the art of historical thinking is not something that comes naturally to most people; it has to be cultivated. Students have to be taught to look at the source of a document before reading it, figure out the context in which it was written, and cross-check it with other sources before coming to a conclusion.

In 2008, Reisman was ready to conduct a test of the curriculum at five schools in the San Francisco Unified School District. As expected, students in the test classes showed an increased ability to retain historical knowledge, as well as a greater appreciation for history, compared to the control group. What took everyone by surprise, though, was how much the test students advanced in basic reading.

Fremont 11th grader Ayanna Black agrees. "In other history courses I have taken, I wasn't able to fully understand what was going on. It seemed that it was just a bunch of words I had to memorize for a future test," she says. "Now that I contextualize the information I am given, it helps me understand not only what is being said but also the reason behind it." The approach, she says, "leads me to remembering the information out of curiosity, rather than trying to pass a test."

Scholars in the Stanford History Education Group hope to develop more online lesson plans in world history

Wineburg devoured history books as a kid and did well in Advanced Placement courses at his public high school. But when he entered Brown University, he was shocked at how ill-prepared he was in the subject. Employed after college as a high school history teacher, he saw similar weaknesses in his students. "The best ones could repeat what the text said," he recalls, "but when I asked them to critically examine whether they believed the text, I could have been speaking Martian."

Wineburg and his PhD students have teamed up with the library on another project: a website called Beyond the Bubble,where teachers can learn how to evaluate their students using short written tests called History Assessments of Thinking. Each HAT asks students to consider a historical document—a letter drawn from the archives of the NAACP, for example—and justify their conclusions about it in three or four sentences. By scanning the responses, teachers can determine quickly whether their pupils are grasping basic concepts.

Wineburg hopes to make Reading Like a Historian lesson plans completely paperless, with exercise sheets that can be filled out on a laptop or tablet computer.

Though the work has been hard in history this year, she appreciates what it's taught her. "I've learned that you don't just read what is put in front of you and accept it, which is what I had been doing with my textbook all summer," she explains. "It can be frustrating to analyze documents that are contradictory, but I'm coming to appreciate that history is a collection of thousands of accounts and perspectives, and it's our job to interpret it."

if evolution didn’t determine human behavior, what did? The most common explanation is the effect of cultural norms. That, for instance, society tends to view promiscuous men as normal and promiscuous women as troubled outliers, or that our “social script” requires men to approach women while the pickier women do the selecting. Over the past decade, sociocultural explanations have gained steam.

In her study, when men and women considered offers of casual sex from famous people, or offers from close friends whom they were told were good in bed, the gender differences in acceptance of casual-sex proposals evaporated nearly to zero.

Everyone has always assumed — and early research had shown — that women desired fewer sexual partners over a lifetime than men.

In 2009, another long-assumed gender difference in mating — that women are choosier than men — also came under siege

in 2003, two behavioral psychologists, Michele G. Alexander and Terri D. Fisher, published the results of a study that used a “bogus pipeline” — a fake lie detector. When asked about actual sexual partners, rather than just theoretical desires, the participants who were not attached to the fake lie detector displayed typical gender differences. Men reported having had more sexual partners than women. But when participants believed that lies about their sexual history would be revealed by the fake lie detector, gender differences in reported sexual partners vanished. In fact, women reported slightly more sexual partners (a mean of 4.4) than did men (a mean of 4.0).

the fact that some gender differences can be manipulated, if not eliminated, by controlling for cultural norms suggests that the explanatory power of evolution can’t sustain itself when applied to mating behavior.

“Some sexual features are deeply rooted in evolutionary heritage, such as the sex response and how quickly it takes men and women to become aroused,” said Paul Eastwick, a co-author of the speed-dating study. “However, if you’re looking at features such as how men and women regulate themselves in society to achieve specific goals, I believe those features are unlikely to have evolved sex differences. I consider myself an evolutionary psychologist. But many evolutionary psychologists don’t think this way. They think these features are getting shaped and honed by natural selection all the time.” How far does Darwin go in explaining human behavior?

Blame the much-documented rise of the “hookup culture” among young people, characterized by spontaneous, commitment-free (and often, alcohol-fueled) romantic flings. Many students today have never been on a traditional date,

Hookups may be fine for college students, but what about after, when they start to build an adult life? The problem is that “young people today don’t know how to get out of hookup culture,”

In interviews with students, many graduating seniors did not know the first thing about the basic mechanics of a traditional date. “They’re wondering, ‘If you like someone, how would you walk up to them? What would you say? What words would you use?’ ”

Traditional courtship — picking up the telephone and asking someone on a date — required courage, strategic planning and a considerable investment of ego (by telephone, rejection stings). Not so with texting, e-mail, Twitter or other forms of “asynchronous communication,” as techies call it. In the context of dating, it removes much of the need for charm; it’s more like dropping a line in the water and hoping for a nibble.

Online dating services, which have gained mainstream acceptance, reinforce the hyper-casual approach by greatly expanding the number of potential dates. Faced with a never-ending stream of singles to choose from, many feel a sense of “FOMO” (fear of missing out), so they opt for a speed-dating approach — cycle through lots of suitors quickly.

“I’ve seen men put more effort into finding a movie to watch on Netflix Instant than composing a coherent message to ask a woman out,” said Anna Goldfarb, 34, an author and blogger in Moorestown, N.J. A typical, annoying query is the last-minute: “Is anything fun going on tonight?” More annoying still are the men who simply ping, “Hey” or “ ’sup.”

The mass-mailer approach necessitates “cost-cutting, going to bars, meeting for coffee the first time,” he added, “because you only want to invest in a mate you’re going to get more out of.”

in  a world where “courtship” is quickly being redefined, women must recognize a flirtatious exchange of tweets, or a lingering glance at a company softball game, as legitimate opportunities for romance, too.

THERE’S another reason Web-enabled singles are rendering traditional dates obsolete. If the purpose of the first date was to learn about someone’s background, education, politics and cultural tastes, Google and Facebook have taken care of that.

Dodgy economic prospects facing millennials also help torpedo the old, formal dating rituals. Faced with a lingering recession, a stagnant job market, and mountains of student debt, many young people — particularly victims of the “mancession” — simply cannot afford to invest a fancy dinner or show in someone they may or may not click with.

“Maybe there’s still a sense of a man taking care of a woman, but our ideology is aligning with the reality of our finances,” Ms. Rosin said. As a man, you might “convince yourself that dating is passé, a relic of a paternalistic era, because you can’t afford to take a woman to a restaurant.”

“A lot of men in their 20s are reluctant to take the girl to the French restaurant, or buy them jewelry, because those steps tend to lead to ‘eventually, we’re going to get married,’ ” Mr. Edness, 27, said. In a tight economy, where everyone is grinding away to build a career, most men cannot fathom supporting a family until at least 30 or 35, he said.

Even in an era of ingrained ambivalence about gender roles, however, some women keep the old dating traditions alive by refusing to accept anything less. Cheryl Yeoh, a tech entrepreneur in San Francisco, said that she has been on many formal dates of late — plays, fancy restaurants. One suitor even presented her with red roses. For her, the old traditions are alive simply because she refuses to put up with anything less. She generally refuses to go on any date that is not set up a week in advance, involving a degree of forethought. “If he really wants you,” Ms. Yeoh, 29, said, “he has to put in some effort.”

“Counterterrorism tries to do two things,” explained Professor Max Abrahms, a political scientist at Northeastern University who studies terrorism. “You try to neutralize existing terrorists and you try to not breed new ones. The surest way to breed new ones is if you’re indiscriminate—for instance, punishing non-violent, moderate Muslims.” 

the world of business is more international and companies’ reaches are more global than ever before, so you might actually find that your familiarity with, and fluency in, another country could be a résumé plus.