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The Common Core promotes 10 so-called "College and Career Readiness Anchor Standards" for reading that emphasize technical skills like analyzing, integrating, and delineating a text. But these expectations deal very little with ensuring students are actually appreciating the literature at hand—and say nothing about the personal engagement and life lessons to which my principal was referring

Kate Kinsella, an influential author who consults school districts across the country and is considered "a guiding force on the National Advisory Board for the Consortium on Reading Excellence," recently told me to "ditch literature" since "literary fiction is not critical to college success." Kinsella continued, "What’s represented by the standards is the need to analyze texts rather than respond to literature.

As a teacher working within this regimented environment, my classroom objectives have had to shift. I used to feel deeply satisfied facilitating a rich classroom discussion on a Shakespearean play; now, I feel proud when my students explicitly acknowledge the aforementioned "anchor standards" and take the initiative to learn these technical skills.

But as a man who used to be a high school student interested in pursuing wisdom, I’m almost startled to find myself up late at night, literally studying these anchor standards instead of Hamlet itself.

It just feels like a very slow, gradual cultural shift that I don’t even notice except for sudden moments of nostalgia, like remembering a dream out of nowhere

I get it: My job is to teach communication, not values, and maybe that’s reasonable. After all, I’m not sure I would want my daughter gaining her wisdom from a randomly selected high-school teacher just because he passed a few writing and literature courses at a state university (which is what I did). My job description has evolved, and I’m fine with that

This arrangement, in theory, allows students to read the literature on their own, when they get their own time—and I’m fine with that. But then, where are they getting the time and space to appreciate the deeper lessons of classic literature, to evaluate its truth and appropriately apply it to their own lives?

research suggests that a significant majority of teens do not attend church, and youth church attendance has been decreasing over the past few decades. This is fine with me. But then again, where are they getting their wisdom?

I’m not talking about my child, or your child. I’m absolutely positive that my daughter will know the difference between Darcy and Wickham before she’s in eighth grade; and it's likely that people who would gravitate toward this story would appreciate this kind of thinking

I’m talking about American children in general—kids whose parents work all day, whose fathers left them or whose mothers died

even for the parents who do prioritize the humanities in their households, I’m not sure that one generation is actually sharing culturally relevant wisdom with the next one—not if the general community doesn’t even talk about what that wisdom specifically means. Each family can be responsible for teaching wisdom in their own way, and I’m fine with that. But then, does the idea of cultural wisdom get surrendered in the process?

Secular wisdom in the public schools seems like it should inherently spring from the literature that’s shaped American culture. And while the students focus on how Whitman’s "purpose shapes the content and style of his text," they’re obviously exposed to the words that describe his leaves of grass.

But there is a noticeable deprioritization of literature, and a crumbling consensus regarding the nation’s idea of classic literature. The Common Core requires only Shakespeare, which is puzzling if only for its singularity

The country’s disregard for the institutional transfer of cultural wisdom is evident with this single observation: None of the state assessments has a single question about the content of any classic literature. They only test on reading skills

But where are the students getting their wisdom?

Admittedly, nothing about the Common Core or any modern shifts in teaching philosophies is forbidding me from sharing deeper lessons found in Plato’s cave or Orwell’s Airstrip One. The fine print of the Common-Core guidelines even mentions a few possible titles. But this comes with constant and pervasive language that favors objective analysis over personal engagement.

Later, a kid who reminds me of the teenager I was in high school—a boy who is at different times depressed, excited, naive, and curious—asked me why I became an English teacher. I smiled in self-defense, but I was silent again, not knowing what to say anymore.

This is a revealing definition of “human rights,” I’d argue, particularly as it’s one that never addresses things like liberty, equality, or justice. It never addresses freedom of expression or freedom of assembly or freedom of association.

in certain countries, a number of people say they do not use the Internet yet they talk about how much time they spend on Facebook. According to one survey, 11% of Indonesians who said they used Facebook also said they did not use the Internet. A survey in Nigeria had similar results:

Evgeny Morozov has described this belief as “Internet-centrism,” an ideology he argues permeates the tech industry, its PR wing the tech blogosphere, and increasingly government policy

“Internet-centrism” describes the tendency to see “the Internet” – Morozov uses quotations around the phrase – as a new yet unchanging, autonomous, benevolent, and inevitable socio-technological development. “The Internet” is a master framework for how all institutions will supposedly operate moving forward

“The opportunity to connect” as a human right assumes that “connectivity” will hasten the advent of these other rights, I suppose – that the Internet will topple dictatorships, for example, that it will extend participation in civic life to everyone and, for our purposes here at this conference, that it will “democratize education.”

Empire is not simply an endeavor of the nation-state – we have empire through technology (that’s not new) and now, the technology industry as empire.

Facebook is really just synecdochal here, I should add – just one example of the forces I think are at play, politically, economically, technologically, culturally.

it matters at the level of ideology. Infrastructure is ideological, of course. The new infrastructure – “the Internet” if you will – has a particular political, economic, and cultural bent to it. It is not neutral.

This infrastructure matters. In this case, this is a French satellite company (Eutelsat). This is an American social network (Facebook). Mark Zuckerberg’s altruistic rhetoric aside, this is their plan – an economic plan – to monetize the world’s poor.

The content and the form of “connectivity” perpetuate imperialism, and not only in Africa but in all of our lives. Imperialism at the level of infrastructure – not just cultural imperialism but technological imperialism

“The Silicon Valley Narrative,” as I call it, is the story that the technology industry tells about the world – not only the world-as-is but the world-as-Silicon-Valley-wants-it-to-be.

To better analyze and assess both technology and education technology requires our understanding of these as ideological, argues Neil Selwyn – “‘a site of social struggle’ through which hegemonic positions are developed, legitimated, reproduced and challenged.”

This narrative has several commonly used tropes

It often features a hero: the technology entrepreneur. Smart. Independent. Bold. Risk-taking. White. Male

“The Silicon Valley narrative” invokes themes like “innovation” and “disruption.” It privileges the new; everything else that can be deemed “old” is viewed as obsolete.

It contends that its workings are meritocratic: anyone who hustles can make it.

“The Silicon Valley narrative” fosters a distrust of institutions – the government, the university. It is neoliberal. It hates paying taxes.

“The Silicon Valley narrative” draws from the work of Ayn Rand; it privileges the individual at all costs; it calls this “personalization.”

“The Silicon Valley narrative” does not neatly co-exist with public education. We forget this at our peril. This makes education technology, specifically, an incredibly fraught area.

Here’s the story I think we like to hear about ed-tech, about distance education, about “connectivity” and learning: Education technology is supportive, not exploitative. Education technology opens, not forecloses, opportunities. Education technology is driven by a rethinking of teaching and learning, not expanding markets or empire. Education technology meets individual and institutional and community goals.

That’s not really what the “Silicon Valley narrative” says about education

It is interested in data extraction and monetization and standardization and scale. It is interested in markets and return on investment. “Education is broken,” and technology will fix it

If “Silicon Valley” isn’t quite accurate, then I must admit that the word “narrative” is probably inadequate too

The better term here is “ideology.”

Facebook is “the Internet” for a fairly sizable number of people. They know nothing else – conceptually, experientially. And, let’s be honest, Facebook wants to be “the Internet” for everyone.

We tend to not see technology as ideological – its connections to libertarianism, neoliberalism, global capitalism, empire.

The California ideology ignores race and labor and the water supply; it is sustained by air and fantasy. It is built upon white supremacy and imperialism.

As is the technology sector, which has its own history, of course, in warfare and cryptography.

So far this year, some $3.76 billion of venture capital has been invested in education technology – a record-setting figure. That money will change the landscape – that’s its intention. That money carries with it a story about the future; it carries with it an ideology.

When a venture capitalist says that “software is eating the world,” we can push back on the inevitability implied in that. We can resist – not in the name of clinging to “the old” as those in educational institutions are so often accused of doing – but we can resist in the name of freedom and justice and a future that isn’t dictated by the wealthiest white men in Hollywood or Silicon Valley.

We in education would be naive, I think, to think that the designs that venture capitalists and technology entrepreneurs have for us would be any less radical than creating a new state, like Draper’s proposed state of Silicon Valley, that would enormously wealthy and politically powerful.

When I hear talk of “unbundling” in education – one of the latest gerunds you’ll hear venture capitalists and ed-tech entrepreneurs invoke, meaning the disassembling of institutions into products and services – I can’t help but think of the “unbundling” that Draper wished to do to my state: carving up land and resources, shifting tax revenue and tax burdens, creating new markets, privatizing public institutions, redistributing power and doing so explicitly not in the service of equity or justice.

I want to show you this map, a proposal – a failed proposal, thankfully – by venture capitalist Tim Draper to split the state of California into six separate states: Jefferson, North California, Silicon Valley, Central California, West California, and South California. The proposal, which Draper tried to collect enough signatures to get on the ballot in California, would have created the richest state in the US – Silicon Valley would be first in per-capita income. It would also have created the nation’s poorest state, Central California, which would rank even below Mississippi.

that’s not all that Silicon Valley really does.

One person who took part in a study into aphantasia said he had started to feel "isolated" and "alone" after discovering that other people could see images in their heads. Being unable to reminisce about his mother years after her death led to him being "extremely distraught".

Adam Zeman, a professor of cognitive and behavioural neurology, wants to compare the lives and experiences of people with aphantasia and its polar-opposite hyperphantasia.His team, based at the University of Exeter, coined the term aphantasia this year

How we imagine is clearly very subjective - one person's vivid scene could be another's grainy picture.But Prof Zeman is certain that aphantasia is real. People often report being able to dream in pictures, and there have been reported cases of people losing the ability to think in images after a brain injury. He is adamant that aphantasia is "not a disorder" and says it may affect up to one in 50 people.

It can take long hours of deliberation and difficult rounds of confronting yourself about why you want something and what it's good for. Being honest with yourself is critical.

Then, you have to believe that your dream will come true. This strong belief will become apparent to others in the way you speak

"People are afraid to plain out ask for what they want because they have fear of being rejected. In the US, you ask for what you want again and again until you get what you want. Here, it's almost like an offence. If someone says 'no' to my ideas, wishes or hopes that can have devastating consequences

establishing the common goal frame

just getting to the point of asking for what they want can be difficult. Cultural norms and even specific settings can impact how the conversation goes

In Germany, for instance, people may dance around sensitive matters out of politeness and are reluctant to do anything that could be perceived as self-promotion. This is, of course, in contrast to the reputation Germans have for being direct. But, when it comes to selling themselves, Germans can be shy about asking

"Often, people have a cinema of the mind playing in an eternal loop," Barho said. They are unable to put their plan into action because they face real or perceived external blockers or obstacles.You can break yourself out of this loop in a really simple way: talk openly, clearly, and effectively about what it is you want with those people who can help you.

Asian cultures, it’s uncommon to ask for something unless you're very sure you'll get it. "Because people don't want to lose face, they are more careful in building a case and having compelling reasons to ask for something specific

If the person reappears with the idea developed further and can show why he or she can succeed, Staenberg is all ears.

"If it's authentic and true, the goal you are working toward will be met. The goal is your path. So often, people don't spend the upfront time to be quiet with themselves and contemplate the goal."

We insist that meritocracy works and combine it with a valorization of hard work (which itself stems from our country’s majority-Protestant roots). To maintain the story that success is accessible to all, we’ve developed a tendency to seek out and elevate simplistic formulas that we hope come with guarantees. Stay pure until marriage, and your marriage will flourish. Follow the “success sequence,” and you’ll never be poor. Go to the right school, and all career doors will open. Elect the right candidate, and America will be great once more.

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.

There are other avenues still, said Jascha Kaykas-Wolff, the chief marketing officer of Mozilla, the nonprofit organization behind the popular Firefox browser, including advertisers and large tech platforms collecting vastly less user data and still effectively customizing ads to consumers.

The greatest likelihood is that the internet companies, frightened by the tumult, will accept a few more rules and work a little harder for transparency.

The Cambridge Analytica case, said Vera Jourova, the European Union commissioner for justice, consumers and gender equality, was not just a breach of private data. “This is much more serious, because here we witness the threat to democracy, to democratic plurality,” she said.

Although many people had a general understanding that free online services used their personal details to customize the ads they saw, the latest controversy starkly exposed the machinery.

Consumers’ seemingly benign activities — their likes — could be used to covertly categorize and influence their behavior. And not just by unknown third parties. Facebook itself has worked directly with presidential campaigns on ad targeting, describing its services in a company case study as “influencing voters.”

“If your personal information can help sway elections, which affects everyone’s life and societal well-being, maybe privacy does matter after all.”

some trade group executives also warned that any attempt to curb the use of consumer data would put the business model of the ad-supported internet at risk.

“You’re undermining a fundamental concept in advertising: reaching consumers who are interested in a particular product,”

If suspicion of Facebook and Google is a relatively new feeling in the United States, it has been embedded in Europe for historical and cultural reasons that date back to the Nazi Gestapo, the Soviet occupation of Eastern Europe and the Cold War.

“We’re at an inflection point, when the great wave of optimism about tech is giving way to growing alarm,” said Heather Grabbe, director of the Open Society European Policy Institute. “This is the moment when Europeans turn to the state for protection and answers, and are less likely than Americans to rely on the market to sort out imbalances.”

In May, the European Union is instituting a comprehensive new privacy law, called the General Data Protection Regulation. The new rules treat personal data as proprietary, owned by an individual, and any use of that data must be accompanied by permission — opting in rather than opting out — after receiving a request written in clear language, not legalese.

the protection rules will have more teeth than the current 1995 directive. For example, a company experiencing a data breach involving individuals must notify the data protection authority within 72 hours and would be subject to fines of up to 20 million euros or 4 percent of its annual revenue.

“With the new European law, regulators for the first time have real enforcement tools,” said Jeffrey Chester, the executive director of the Center for Digital Democracy, a nonprofit group in Washington. “We now have a way to hold these companies accountable.”

Privacy advocates and even some United States regulators have long been concerned about the ability of online services to track consumers and make inferences about their financial status, health concerns and other intimate details to show them behavior-based ads. They warned that such microtargeting could unfairly categorize or exclude certain people.

the Do Not Track effort and the privacy bill were both stymied.Industry groups successfully argued that collecting personal details posed no harm to consumers and that efforts to hinder data collection would chill innovation.

“If it can be shown that the current situation is actually a market failure and not an individual-company failure, then there’s a case to be made for federal regulation” under certain circumstances

The business practices of Facebook and Google were reinforced by the fact that no privacy flap lasted longer than a news cycle or two. Nor did people flee for other services. That convinced the companies that digital privacy was a dead issue.

If the current furor dies down without meaningful change, critics worry that the problems might become even more entrenched. When the tech industry follows its natural impulses, it becomes even less transparent.

“To know the real interaction between populism and Facebook, you need to give much more access to researchers, not less,” said Paul-Jasper Dittrich, a German research fellow

There’s another reason Silicon Valley tends to be reluctant to share information about what it is doing. It believes so deeply in itself that it does not even think there is a need for discussion. The technology world’s remedy for any problem is always more technology

You will, in other words, find yourself propelled through a book

in book after book, if you do push on through one chapter break, and then on through the chapter break after that, something amazing happens. Subplots that would once have been murky to the point of incomprehensibility (what was the deal with that dead sea captain again?) step into the light

A writer’s voice — Grace Paley at her slangy best, Nicholson Baker at his hypomanic craziest — starts to seep into and color the voice of your innermost thoughts.

the mind — for all its endless rationalizations and solemn prohibitions — is in fact a ceaseless pleasure hound. Once I’m actually enjoying a book, it really does feel as if the pages are turning themselves

When I’ve found the right book, and I’m reading it the right way, reading is fun — head-tingling, goosebump-raising fun.

Haidt suggests that this means that whatever reasons they could come up with seem to be just along for the ride: it was their feelings doing the work of judgment.

The inability for people — in particular young college students like those in Haidt’s study — to be immediately articulate about why they’ve made an intuitive judgment doesn’t necessarily show that their judgment is the outcome of non-rational process, or even that they lack reasons for their view. Intuitions, moral or otherwise, can be the result of sources that can be rationally evaluated and calibrated.

Moreover, rational deliberation is not a switch to be thrown on or off. It is a process, and therefore many of its effects would have to be measured over time.

as other studies have suggested when people are given more time to reflect, they can change their beliefs to fit the evidence, even when those beliefs might be initially emotionally uncomfortable to them.

it seems downright likely that rational deliberation is going to be involved in the creation of new moral concepts — such as human rights. In short, to show that reasons have no role in value judgments, we would need to show that they have no role in changes in moral views over time.

Haidt takes from this a general lesson about the value of defending our views with reasons. Just as those who do the “right” thing are not really motivated by a desire for justice, those who defend their views with reasons are not “really” after the truth.

even if appeals to evidence are sometimes effective in changing our political values over time, that’s only because reasons themselves are aimed at manipulating others into agreeing with us, not uncovering the fact

Even if we could start seeing ourselves as giving reasons only to manipulate, it is unclear that we should.  To see ourselves as Glauconians is to treat the exchange of reasons as a slow-moving, less effective version of the political correctness drug I mentioned at the outset. And we are right to recoil from that. It is a profoundly undemocratic idea.

To engage in democratic politics means seeing your fellow citizens as equal autonomous agents capable of making up their own minds. And that means that in a functioning democracy, we owe one another reasons for our political actions. And obviously these reasons can’t be “reasons” of force and manipulation,

Glauconians are marketers; persuasion is the game and truth is beside the point. But once we begin to see ourselves — and everyone else — in this way, we cease seeing one another as equal participants in the democratic enterprise. We are only pieces to be manipulated on the board.

to see one another as reason-givers doesn’t mean we must perceive one another as emotionless, unintuitive robots. It is consistent with the idea, rightly emphasized by Haidt, that much rapid-fire decision making comes from the gut. But it is also consistent with the idea that we can get better at spotting when the gut is leading us astray, even if the process is slower and more ponderous than we’d like

“People are suffering. People are dying. Entire ecosystem are collapsing.

ou say you hear us and that you understand the urgency, but no matter how sad and angry I am, I do not want to believe that, because if you really understood the situation and still kept on failing to act, then you would be evil, and that I refuse to believe."

“You’re failing us, but the young people are starting to understand your betrayal. The eyes of all future generations are upon you. And if you choose to fail us, I say, we will never forgive you.”

as a species, we are not doing nearly enough to avoid always being watched or otherwise digitally recorded.

our location, your purchases, video and audio from within your home and office, your online searches and every digital wandering, biometric tracking of your face and other body parts, your heart rate and other vital signs, your every communication, recording, and perhaps your deepest thoughts or idlest dreams

in the future, if not already, much of this data and more will be collected and analyzed by some combination of governments and corporations, among them a handful of megacompanies whose powers nearly match those of governments

Over the last year, as part of Times Opinion’s Privacy Project, I’ve participated in experiments in which my devices were closely monitored in order to determine the kind of data that was being collected about me.

I’ve realized how blind we are to the kinds of insights tech companies are gaining about us through our gadgets. Our blindness not only keeps us glued to privacy-invading tech

it also means that we’ve failed to create a political culture that is in any way up to the task of limiting surveillance.

few of our cultural or political institutions are even much trying to tamp down the surveillance state.

Yet the United States and other supposedly liberty-loving Western democracies have not ruled out such a future

like Barack Obama before him, Trump and the Justice Department are pushing Apple to create a backdoor into the data on encrypted iPhones — they want the untrustworthy F.B.I. and any local cop to be able to see everything inside anyone’s phone.

the fact that both Obama and Trump agreed on the need for breaking iPhone encryption suggests how thoroughly political leaders across a wide spectrum have neglected privacy as a fundamental value worthy of protection.

Americans are sleepwalking into a future nearly as frightening as the one the Chinese are constructing. I choose the word “sleepwalking” deliberately, because when it comes to digital privacy, a lot of us prefer the comfortable bliss of ignorance.

Among other revelations: Advertising companies and data brokers are keeping insanely close tabs on smartphones’ location data, tracking users so precisely that their databases could arguably compromise national security or political liberty.

Tracking technologies have become cheap and widely available — for less than $100, my colleagues were able to identify people walking by surveillance cameras in Bryant Park in Manhattan.

The Clearview AI story suggests another reason to worry that our march into surveillance has become inexorable: Each new privacy-invading technology builds on a previous one, allowing for scary outcomes from new integrations and collections of data that few users might have anticipated.

The upshot: As the location-tracking apps followed me, I was able to capture the pings they sent to online servers — essentially recording their spying

On the map, you can see the apps are essentially stalking me. They see me drive out one morning to the gas station, then to the produce store, then to Safeway; later on I passed by a music school, stopped at a restaurant, then Whole Foods.

But location was only one part of the data the companies had about me; because geographic data is often combined with other personal information — including a mobile advertising ID that can help merge what you see and do online with where you go in the real world — the story these companies can tell about me is actually far more detailed than I can tell about myself.

I can longer pretend I’ve got nothing to worry about. Sure, I’m not a criminal — but do I want anyone to learn everything about me?

more to the point: Is it wise for us to let any entity learn everything about everyone?

The remaining uncertainty about the surveillance state is not whether we will submit to it — only how readily and completely, and how thoroughly it will warp our society.

Will we allow the government and corporations unrestricted access to every bit of data we ever generate, or will we decide that some kinds of collections, like the encrypted data on your phone, should be forever off limits, even when a judge has issued a warrant for it?

In the future, will there be room for any true secret — will society allow any unrecorded thought or communication to evade detection and commercial analysis?

How completely will living under surveillance numb creativity and silence radical thought?

Can human agency survive the possibility that some companies will know more about all of us than any of us can ever know about ourselves?

Despite its dependence on hard evidence, science is a creative discipline. That creativity needs nurturing, even in this age of performance targets and impact assessments. Scientist need to flex their imaginations, too.

“Let us dare to dream,” the chemist August Kekulé once suggested, “and then perhaps we may learn the truth.”

Physics isn’t the only field that might benefit from a judicious dose of what-iffery. Attempts to understand consciousness are also just inching forward

for example, a good instructor would teach Martin Luther King Jr.’s “I Have a Dream” speech by encouraging a conversation that involved analyzing the text and identifying the evidence, both factual and rhetorical, that makes it persuasive. “The opposite of what we’d want is a classroom where a teacher might ask only: ‘What was the year the speech was given? Where was it given?’ ”

in the past, assembling the SAT focused on making sure the questions performed on technical grounds, meaning: Were they appropriately easy or difficult among a wide range of students, and were they free of bias when tested across ethnic, racial and religious subgroups? The goal was “maximizing differentiation” among kids, which meant finding items that were answered correctly by those students who were expected to get them right and incorrectly by the weaker students. A simple way of achieving this, Coleman said, was to test the kind of obscure vocabulary words for which the SAT was famous

In redesigning the test, the College Board shifted its emphasis. It prioritized content, measuring each question against a set of specifications that reflect the kind of reading and math that students would encounter in college and their work lives. Schmeiser and others then spent much of early last year watching students as they answered a set of 20 or so problems, discussing the questions with the students afterward. “The predictive validity is going to come out the same,” she said of the redesigned test. “But in the new test, we have much more control over the content and skills that are being measured.”

Evidence-based reading and writing, he said, will replace the current sections on reading and writing. It will use as its source materials pieces of writing — from science articles to historical documents to literature excerpts — which research suggests are important for educated Americans to know and understand deeply. “The Declaration of Independence, the Constitution, the Bill of Rights and the Federalist Papers,” Coleman said, “have managed to inspire an enduring great conversation about freedom, justice, human dignity in this country and the world” — therefore every SAT will contain a passage from either a founding document or from a text (like Lincoln’s Gettysburg Address) that is part of the “great global conversation” the founding documents inspired.

The idea is that the test will emphasize words students should be encountering, like “synthesis,” which can have several meanings depending on their context. Instead of encouraging students to memorize flashcards, the test should promote the idea that they must read widely throughout their high-school years.

The Barbara Jordan vocabulary question would have a follow-up — “How do you know your answer is correct?” — to which students would respond by identifying lines in the passage that supported their answer.

. No longer will it be good enough to focus on tricks and trying to eliminate answer choices. We are not interested in students just picking an answer, but justifying their answers.”

the essay portion of the test will also be reformulated so that it will always be the same, some version of: “As you read the passage in front of you, consider how the author uses evidence such as facts or examples; reasoning to develop ideas and to connect claims and evidence; and stylistic or persuasive elements to add power to the ideas expressed. Write an essay in which you explain how the author builds an argument to persuade an audience.”

The math section, too, will be predicated on research that shows that there are “a few areas of math that are a prerequisite for a wide range of college courses” and careers. Coleman conceded that some might treat the news that they were shifting away from more obscure math problems to these fewer fundamental skills as a dumbing-down the test, but he was adamant that this was not the case. He explained that there will be three areas of focus: problem solving and data analysis, which will include ratios and percentages and other mathematical reasoning used to solve problems in the real world; the “heart of algebra,” which will test how well students can work with linear equations (“a powerful set of tools that echo throughout many fields of study”); and what will be called the “passport to advanced math,” which will focus on the student’s familiarity with complex equations and their applications in science and social science.

“Sometimes in the past, there’s been a feeling that tests were measuring some sort of ineffable entity such as intelligence, whatever that might mean. Or ability, whatever that might mean. What this is is a clear message that good hard work is going to pay off and achievement is going to pay off. This is one of the most significant developments that I have seen in the 40-plus years that I’ve been working in admissions in higher education.”

The idea of creating a transparent test and then providing a free website that any student could use — not to learn gimmicks but to get a better grounding and additional practice in the core knowledge that would be tested — was appealing to Coleman.

(The College Board won’t pay Khan Academy.) They talked about a hypothetical test-prep experience in which students would log on to a personal dashboard, indicate that they wanted to prepare for the SAT and then work through a series of preliminary questions to demonstrate their initial skill level and identify the gaps in their knowledge. Khan said he could foresee a way to estimate the amount of time it would take to achieve certain benchmarks. “It might go something like, ‘O.K., we think you’ll be able to get to this level within the next month and this level within the next two months if you put in 30 minutes a day,’ ” he said. And he saw no reason the site couldn’t predict for anyone, anywhere the score he or she might hope to achieve with a commitment to a prescribed amount of work.

Reversing those protections is a dream for cable and telephone companies, which want to capitalize on the value of such personal information.

Apparently, the Trump administration and its allies in Congress value privacy for themselves over the privacy of the Americans who put them in office. What is good business for powerful cable and phone companies is just tough luck for the rest of us.

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.

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.

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.

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

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.

Worker and union rights established in the New Deal era are fading, and Census Bureau figures released last fall show that income inequality in the U.S. is at its highest level on record.

Today, nearly 40 million Americans remain poor, and a majority of students in many schools do not have enough to eat

One-third of African Americans there lived in poverty in 2018, the year for which the most recent data is available. Most of the city’s public-school students need subsidized lunches, and black child-poverty rates are above 50%

Tax and budget cuts in the 1980s and again after the 2007–2008 financial meltdown destroyed budgets and crippled education. And though the police department is now “integrated,” police-community relations remain tense and often explosive.

This all sounds too familiar to a country that spends twice as much on health care as any other advanced nation, where “right to work” laws subvert unions, where gun violence is at epidemic levels, where greed overpowers concern for the earth, where the top 1% of earners own more wealth than 90% of the rest of us combined.

To address interrelated evils, King called for a revolution of values

To his dying day, King saw a new dispensation of economic justice as attainable. On April 3, 1968, he told a mass meeting of sanitation strikers and their supporters to remember that “either we go up together or we go down together.”

More than a half-century later, that promised land of economic justice remains out of reach.