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Our foundation of Earth knowledge, largely derived from historically observed patterns, has been central to society’s progress. Early cultures kept track of nature’s ebb and flow, passing improved knowledge about hunting and agriculture to each new generation. Science has accelerated this learning process through advanced observation methods and pattern discovery techniques. These allow us to anticipate the future with a consistency unimaginable to our ancestors.

But as Earth warms, our historical understanding will turn obsolete faster than we can replace it with new knowledge. Some patterns will change significantly; others will be largely unaffected

The list of possible disruptions is long and alarming.

Historians of the next century will grasp the importance of this decline in our ability to predict the future. They may mark the coming decades of this century as the period during which humanity, despite rapid technological and scientific advances, achieved “peak knowledge” about the planet it occupies

One exception to this pattern-based knowledge is the weather, whose underlying physics governs how the atmosphere moves and adjusts. Because we understand the physics, we can replicate the atmosphere with computer models.

But farmers need to think a season or more ahead. So do infrastructure planners as they design new energy and water systems

The intermediate time period is our big challenge. Without substantial scientific breakthroughs, we will remain reliant on pattern-based methods for time periods between a month and a decade. The problem is, as the planet warms, these patterns will become increasingly difficult to discern.

The oceans, which play a major role in global weather patterns, will also see substantial changes as global temperatures rise. Ocean currents and circulation patterns evolve on time scales of decades and longer, and fisheries change in response. We lack reliable, physics-based models to tell us how this occurs.

Our grandchildren could grow up knowing less about the planet than we do today. This is not a legacy we want to leave them. Yet we are on the verge of ensuring this happens.

What none of these parents understand is that their children’s and teens’ destructive obsession with technology is the predictable consequence of a virtually unrecognized merger between the tech industry and psychology.

Dr. B.J. Fogg, is a psychologist and the father of persuasive technology, a discipline in which digital machines and apps — including smartphones, social media, and video games — are configured to alter human thoughts and behaviors. As the lab’s website boldly proclaims: “Machines designed to change humans.”

These parents have no idea that lurking behind their kids’ screens and phones are a multitude of psychologists, neuroscientists, and social science experts who use their knowledge of psychological vulnerabilities to devise products that capture kids’ attention for the sake of industry profit.

psychology — a discipline that we associate with healing — is now being used as a weapon against children.

This alliance pairs the consumer tech industry’s immense wealth with the most sophisticated psychological research, making it possible to develop social media, video games, and phones with drug-like power to seduce young users.

Likewise, social media companies use persuasive design to prey on the age-appropriate desire for preteen and teen kids, especially girls, to be socially successful. This drive is built into our DNA, since real-world relational skills have fostered human evolution.

Called “the millionaire maker,” Fogg has groomed former students who have used his methods to develop technologies that now consume kids’ lives. As he recently touted on his personal website, “My students often do groundbreaking projects, and they continue having impact in the real world after they leave Stanford… For example, Instagram has influenced the behavior of over 800 million people. The co-founder was a student of mine.”

Persuasive technology (also called persuasive design) works by deliberately creating digital environments that users feel fulfill their basic human drives — to be social or obtain goals — better than real-world alternatives.

Kids spend countless hours in social media and video game environments in pursuit of likes, “friends,” game points, and levels — because it’s stimulating, they believe that this makes them happy and successful, and they find it easier than doing the difficult but developmentally important activities of childhood.

While persuasion techniques work well on adults, they are particularly effective at influencing the still-maturing child and teen brain.

“Video games, better than anything else in our culture, deliver rewards to people, especially teenage boys,” says Fogg. “Teenage boys are wired to seek competency. To master our world and get better at stuff. Video games, in dishing out rewards, can convey to people that their competency is growing, you can get better at something second by second.”

it’s persuasive design that’s helped convince this generation of boys they are gaining “competency” by spending countless hours on game sites, when the sad reality is they are locked away in their rooms gaming, ignoring school, and not developing the real-world competencies that colleges and employers demand.

Persuasive technologies work because of their apparent triggering of the release of dopamine, a powerful neurotransmitter involved in reward, attention, and addiction.

As she says, “If you don’t get 100 ‘likes,’ you make other people share it so you get 100…. Or else you just get upset. Everyone wants to get the most ‘likes.’ It’s like a popularity contest.”

there are costs to Casey’s phone obsession, noting that the “girl’s phone, be it Facebook, Instagram or iMessage, is constantly pulling her away from her homework, sleep, or conversations with her family.

Casey says she wishes she could put her phone down. But she can’t. “I’ll wake up in the morning and go on Facebook just… because,” she says. “It’s not like I want to or I don’t. I just go on it. I’m, like, forced to. I don’t know why. I need to. Facebook takes up my whole life.”

B.J. Fogg may not be a household name, but Fortune Magazine calls him a “New Guru You Should Know,” and his research is driving a worldwide legion of user experience (UX) designers who utilize and expand upon his models of persuasive design.

“No one has perhaps been as influential on the current generation of user experience (UX) designers as Stanford researcher B.J. Fogg.”

the core of UX research is about using psychology to take advantage of our human vulnerabilities.

As Fogg is quoted in Kosner’s Forbes article, “Facebook, Twitter, Google, you name it, these companies have been using computers to influence our behavior.” However, the driving force behind behavior change isn’t computers. “The missing link isn’t the technology, it’s psychology,” says Fogg.

UX researchers not only follow Fogg’s design model, but also his apparent tendency to overlook the broader implications of persuasive design. They focus on the task at hand, building digital machines and apps that better demand users’ attention, compel users to return again and again, and grow businesses’ bottom line.

the “Fogg Behavior Model” is a well-tested method to change behavior and, in its simplified form, involves three primary factors: motivation, ability, and triggers.

“We can now create machines that can change what people think and what people do, and the machines can do that autonomously.”

Regarding ability, Fogg suggests that digital products should be made so that users don’t have to “think hard.” Hence, social networks are designed for ease of use

Finally, Fogg says that potential users need to be triggered to use a site. This is accomplished by a myriad of digital tricks, including the sending of incessant notifications

moral questions about the impact of turning persuasive techniques on children and teens are not being asked. For example, should the fear of social rejection be used to compel kids to compulsively use social media? Is it okay to lure kids away from school tasks that demand a strong mental effort so they can spend their lives on social networks or playing video games that don’t make them think much at all?

Describing how his formula is effective at getting people to use a social network, the psychologist says in an academic paper that a key motivator is users’ desire for “social acceptance,” although he says an even more powerful motivator is the desire “to avoid being socially rejected.”

the startup Dopamine Labs boasts about its use of persuasive techniques to increase profits: “Connect your app to our Persuasive AI [Artificial Intelligence] and lift your engagement and revenue up to 30% by giving your users our perfect bursts of dopamine,” and “A burst of Dopamine doesn’t just feel good: it’s proven to re-wire user behavior and habits.”

Ramsay Brown, the founder of Dopamine Labs, says in a KQED Science article, “We have now developed a rigorous technology of the human mind, and that is both exciting and terrifying. We have the ability to twiddle some knobs in a machine learning dashboard we build, and around the world hundreds of thousands of people are going to quietly change their behavior in ways that, unbeknownst to them, feel second-nature but are really by design.”

Programmers call this “brain hacking,” as it compels users to spend more time on sites even though they mistakenly believe it’s strictly due to their own conscious choices.

Banks of computers employ AI to “learn” which of a countless number of persuasive design elements will keep users hooked

A persuasion profile of a particular user’s unique vulnerabilities is developed in real time and exploited to keep users on the site and make them return again and again for longer periods of time. This drives up profits for consumer internet companies whose revenue is based on how much their products are used.

“The leaders of Internet companies face an interesting, if also morally questionable, imperative: either they hijack neuroscience to gain market share and make large profits, or they let competitors do that and run away with the market.”

Social media and video game companies believe they are compelled to use persuasive technology in the arms race for attention, profits, and survival.

Children’s well-being is not part of the decision calculus.

one breakthrough occurred in 2017 when Facebook documents were leaked to The Australian. The internal report crafted by Facebook executives showed the social network boasting to advertisers that by monitoring posts, interactions, and photos in real time, the network is able to track when teens feel “insecure,” “worthless,” “stressed,” “useless” and a “failure.”

The report also bragged about Facebook’s ability to micro-target ads down to “moments when young people need a confidence boost.”

These design techniques provide tech corporations a window into kids’ hearts and minds to measure their particular vulnerabilities, which can then be used to control their behavior as consumers. This isn’t some strange future… this is now.

The official tech industry line is that persuasive technologies are used to make products more engaging and enjoyable. But the revelations of industry insiders can reveal darker motives.

Revealing the hard science behind persuasive technology, Hopson says, “This is not to say that players are the same as rats, but that there are general rules of learning which apply equally to both.”

After penning the paper, Hopson was hired by Microsoft, where he helped lead the development of the Xbox Live, Microsoft’s online gaming system

“If game designers are going to pull a person away from every other voluntary social activity or hobby or pastime, they’re going to have to engage that person at a very deep level in every possible way they can.”

This is the dominant effect of persuasive design today: building video games and social media products so compelling that they pull users away from the real world to spend their lives in for-profit domains.

Persuasive technologies are reshaping childhood, luring kids away from family and schoolwork to spend more and more of their lives sitting before screens and phones.

“Since we’ve figured to some extent how these pieces of the brain that handle addiction are working, people have figured out how to juice them further and how to bake that information into apps.”

Today, persuasive design is likely distracting adults from driving safely, productive work, and engaging with their own children — all matters which need urgent attention

Still, because the child and adolescent brain is more easily controlled than the adult mind, the use of persuasive design is having a much more hurtful impact on kids.

But to engage in a pursuit at the expense of important real-world activities is a core element of addiction.

younger U.S. children now spend 5 ½ hours each day with entertainment technologies, including video games, social media, and online videos.

Even more, the average teen now spends an incredible 8 hours each day playing with screens and phones

U.S. kids only spend 16 minutes each day using the computer at home for school.

Quietly, using screens and phones for entertainment has become the dominant activity of childhood.

Younger kids spend more time engaging with entertainment screens than they do in school

teens spend even more time playing with screens and phones than they do sleeping

kids are so taken with their phones and other devices that they have turned their backs to the world around them.

many children are missing out on real-life engagement with family and school — the two cornerstones of childhood that lead them to grow up happy and successful

persuasive technologies are pulling kids into often toxic digital environments

A too frequent experience for many is being cyberbullied, which increases their risk of skipping school and considering suicide.

And there is growing recognition of the negative impact of FOMO, or the fear of missing out, as kids spend their social media lives watching a parade of peers who look to be having a great time without them, feeding their feelings of loneliness and being less than.

The combined effects of the displacement of vital childhood activities and exposure to unhealthy online environments is wrecking a generation.

as the typical age when kids get their first smartphone has fallen to 10, it’s no surprise to see serious psychiatric problems — once the domain of teens — now enveloping young kids

Self-inflicted injuries, such as cutting, that are serious enough to require treatment in an emergency room, have increased dramatically in 10- to 14-year-old girls, up 19% per year since 2009.

While girls are pulled onto smartphones and social media, boys are more likely to be seduced into the world of video gaming, often at the expense of a focus on school

it’s no surprise to see this generation of boys struggling to make it to college: a full 57% of college admissions are granted to young women compared with only 43% to young men.

Economists working with the National Bureau of Economic Research recently demonstrated how many young U.S. men are choosing to play video games rather than join the workforce.

The destructive forces of psychology deployed by the tech industry are making a greater impact on kids than the positive uses of psychology by mental health providers and child advocates. Put plainly, the science of psychology is hurting kids more than helping them.

Hope for this wired generation has seemed dim until recently, when a surprising group has come forward to criticize the tech industry’s use of psychological manipulation: tech executives

Tristan Harris, formerly a design ethicist at Google, has led the way by unmasking the industry’s use of persuasive design. Interviewed in The Economist’s 1843 magazine, he says, “The job of these companies is to hook people, and they do that by hijacking our psychological vulnerabilities.”

Marc Benioff, CEO of the cloud computing company Salesforce, is one of the voices calling for the regulation of social media companies because of their potential to addict children. He says that just as the cigarette industry has been regulated, so too should social media companies. “I think that, for sure, technology has addictive qualities that we have to address, and that product designers are working to make those products more addictive, and we need to rein that back as much as possible,”

“If there’s an unfair advantage or things that are out there that are not understood by parents, then the government’s got to come forward and illuminate that.”

Since millions of parents, for example the parents of my patient Kelly, have absolutely no idea that devices are used to hijack their children’s minds and lives, regulation of such practices is the right thing to do.

Another improbable group to speak out on behalf of children is tech investors.

How has the consumer tech industry responded to these calls for change? By going even lower.

Facebook recently launched Messenger Kids, a social media app that will reach kids as young as five years old. Suggestive that harmful persuasive design is now honing in on very young children is the declaration of Messenger Kids Art Director, Shiu Pei Luu, “We want to help foster communication [on Facebook] and make that the most exciting thing you want to be doing.”

the American Psychological Association (APA) — which is tasked with protecting children and families from harmful psychological practices — has been essentially silent on the matter

APA Ethical Standards require the profession to make efforts to correct the “misuse” of the work of psychologists, which would include the application of B.J. Fogg’s persuasive technologies to influence children against their best interests

Manipulating children for profit without their own or parents’ consent, and driving kids to spend more time on devices that contribute to emotional and academic problems is the embodiment of unethical psychological practice.

“Never before in history have basically 50 mostly men, mostly 20–35, mostly white engineer designer types within 50 miles of where we are right now [Silicon Valley], had control of what a billion people think and do.”

Some may argue that it’s the parents’ responsibility to protect their children from tech industry deception. However, parents have no idea of the powerful forces aligned against them, nor do they know how technologies are developed with drug-like effects to capture kids’ minds

Others will claim that nothing should be done because the intention behind persuasive design is to build better products, not manipulate kids

similar circumstances exist in the cigarette industry, as tobacco companies have as their intention profiting from the sale of their product, not hurting children. Nonetheless, because cigarettes and persuasive design predictably harm children, actions should be taken to protect kids from their effects.

in a 1998 academic paper, Fogg describes what should happen if things go wrong, saying, if persuasive technologies are “deemed harmful or questionable in some regard, a researcher should then either take social action or advocate that others do so.”

I suggest turning to President John F. Kennedy’s prescient guidance: He said that technology “has no conscience of its own. Whether it will become a force for good or ill depends on man.”

The APA should begin by demanding that the tech industry’s behavioral manipulation techniques be brought out of the shadows and exposed to the light of public awareness

Changes should be made in the APA’s Ethics Code to specifically prevent psychologists from manipulating children using digital machines, especially if such influence is known to pose risks to their well-being.

Moreover, the APA should follow its Ethical Standards by making strong efforts to correct the misuse of psychological persuasion by the tech industry and by user experience designers outside the field of psychology.

It should join with tech executives who are demanding that persuasive design in kids’ tech products be regulated

The APA also should make its powerful voice heard amongst the growing chorus calling out tech companies that intentionally exploit children’s vulnerabilities.

The hippocampus is crucial to many aspects of daily life. It allows us to orient in space and know where we are by creating cognitive maps. It also allows us to recall events from the past, what is known as episodic memory. And, remarkably, it is the part of the brain that neuroscientists believe gives us the ability to imagine ourselves in the future.

“when people use tools such as GPS, they tend to engage less with navigation. Therefore, brain area responsible for navigation is less used, and consequently their brain areas involved in navigation tend to shrink.”

avigation aptitude appears to peak around age 19, and after that, most people slowly stop using spatial memory strategies to find their way, relying on habit instead.

“If we are paying attention to our environment, we are stimulating our hippocampus, and a bigger hippocampus seems to be protective against Alzheimer’s disease,” Bohbot told me in an email. “When we get lost, it activates the hippocampus, it gets us completely out of the habit mode. Getting lost is good!”

practicing navigation is a powerful form of engagement with the environment that can inspire a greater sense of stewardship

That distrust causes much of the world’s strife and violence and is one of the reasons the “new atheists,” including British evolutionary biologist Richard Dawkins, PhD, and neuroscientist Sam Harris, PhD, want to see religion disappear.

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?

“This virus has a surface protein that is primed to lock on that receptor and slip its RNA into the cell,”

Once inside, that RNA inserts itself into the cell’s own replication machinery and makes multiple copies of the virus. These burst out of the cell, and the infection spreads. Antibodies generated by the body’s immune system eventually target the virus and in most cases halt its progress.

“A Covid-19 infection is generally mild, and that really is the secret of the virus’s success,” adds Ball. “Many people don’t even notice they have got an infection and so go around their work, homes and supermarkets infecting others.”

the virus can cause severe problems. This happens when it moves down the respiratory tract and infects the lungs, which are even richer in cells with Ace-2 receptors. Many of these cells are destroyed, and lungs become congested with bits of broken cell. In these cases, patients will require treatment in intensive care.

Even worse, in some cases, a person’s immune system goes into overdrive, attracting cells to the lungs in order to attack the virus, resulting in inflammation

This process can run out of control, more immune cells pour in, and the inflammation gets worse. This is known as a cytokine storm.

Just why cytokine storms occur in some patients but not in the vast majority is unclear

Doctors examining patients recovering from a Covid-19 infection are finding fairly high levels of neutralising antibodies in their blood. These antibodies are made by the immune system, and they coat an invading virus at specific points, blocking its ability to break into cells.

Instead, most virologists believe that immunity against Covid-19 will last only a year or two. “That is in line with other coronaviruses that infect humans,

“It is clear that immune responses are being mounted against Covid-19 in infected people,” says virologist Mike Skinner of Imperial College London. “And the antibodies created by that response will provide protection against future infections – but we should note that it is unlikely this protection will be for life.”

“That means that even if most people do eventually become exposed to the virus, it is still likely to become endemic – which means we would see seasonal peaks of infection of this disease. We will have reached a steady state with regard to Covid-19.”

Skinner is doubtful. “We have got to consider this pandemic from the virus’s position,” he says. “It is spreading round the world very nicely. It is doing OK. Change brings it no benefit.”

In the end, it will be the development and roll-out of an effective vaccine that will free us from the threat of Covid-19,

the journal Nature reported that 78 vaccine projects had been launched round the globe – with a further 37 in development.

vaccines require large-scale safety and efficacy studies. Thousands of people would receive either the vaccine itself or a placebo to determine if the former were effective at preventing infection from the virus which they would have encountered naturally. That, inevitably, is a lengthy process.

some scientists have proposed a way to speed up the process – by deliberately exposing volunteers to the virus to determine a vaccine’s efficacy.

Volunteers would have to be young and healthy, he stresses: “Their health would also be closely monitored, and they would have access to intensive care and any available medicines.”

The result could be a vaccine that would save millions of lives by being ready for use in a much shorter time than one that went through standard phase three trials.

phase-three trials are still some way off, so we have time to consider the idea carefully.”

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.

“Is there a weight of evidence that says we can totally ignore both dietary cholesterol and LDL? Absolutely not,” he said. “You can legitimately say we’re starting to rethink some things, but ignoring LDL could absolutely result in heart attacks and strokes.

The medical community’s understanding of the danger of cholesterol is changing. Many cardiologists are starting to think that independent of other considerations, the level of LDL in our blood may not be as important as it previously seemed.

In November, the American Heart Association and the American College of Cardiology released new guidelines that redefined the use of statins. While they continue to recommend that people at high risk for heart disease and people with LDL levels above 189 take a statin, the long-standing goal of lowering one’s LDL level to 70 is no longer deemed worthwhile to monitor.

Katz acknowledges that dietary cholesterol may be an innocuous part of an overall healthy diet. “The problem is that people are going to get their dietary cholesterol from things other than fish and eggs; they’re going to get it from meats and dairies. The problem with diets like that is if you eat more of A, you’re probably going to eat less of B. So people who are eating more meat and dairy and high-fat, high-cholesterol foods are eating fewer plants—they’re not eating beans; they’re not eating lentils. So yes, I think it’s entirely confabulated and contrived, and potentially dangerous on the level of lethal.”

Having talked to all of these people and read their work, here is how I walk away from this. Oxidative stress will increasingly be the target of medical treatments and preventive diets. We’ll hear more about the role of blood sugar in Alzheimer’s and continue to focus on moderating intake of refined carbohydrates. The consensus remains that too much LDL is bad for you. We do not have reason to believe that gluten is bad for most people. It does cause reactive symptoms in some people. Peanuts can kill some people, but that does not mean they are bad for everyone

I agree with Katz that the diets consistently shown to have good long-term health outcomes—both mental and physical—include whole grains and fruits, and are not nearly as high in fat as what Perlmutter proposes.

we ought to listen to Tristan Harris and his campaign. “Religions and governments don’t have that much influence over people’s daily thoughts,” he recently told Wired magazine. “But we have three technology companies” – he meant Facebook, Google and Apple – “who have this system that frankly they don’t even have control over … Right now, 2 billion people’s minds are already jacked in to this automated system, and it’s steering people’s thoughts toward either personalised paid advertising or misinformation or conspiracy theories. And it’s all automated; the owners of the system can’t possibly monitor everything that’s going on, and they can’t control it.”

There is also a mounting understanding that one of the single most important aspects of modern parenting is to be all too aware of how much social media can mess with people’s minds, and to limit our children’s screen time.

a culture that actually embraces the idea of navigating the internet with a discriminating sensibility and an emphasis on basic moderation.

“This isn’t some kind of philosophical conversation. This is an urgent concern happening right now.” Amid an ocean of corporate sophistry and doublethink, those words have the distinct ring of truth.

Between Aug. 1 and the Super Bowl in early February, the N.F.L. administered almost one million tests to players and staff.

Many other organizations have sought safety in mass testing.

When the coronavirus closed down the country last spring, many colleges and universities sought her advice on how to safely reopen.

Now, a new analysis suggests that schools, businesses and other organizations that want to keep themselves safe should think beyond strictly themselves.

By dedicating a substantial proportion of their tests to people in the surrounding community, institutions could reduce the number of Covid-19 cases among their members by as much as 25 percent, researchers report in a new paper, which has not yet been published in a scientific journal.

“It’s natural in an outbreak for people to become self-serving, self-focused,”

“If you’ve been in enough outbreaks you just understand that testing in a box doesn’t makes sense. These things are communicable, and they’re coming in from the community.”

“really profound implications, especially if others can replicate it,” said David O’Connor

“We want to start using more sophisticated modeling and probably economic theory to inform what an optimal testing program would look like.”

Dr. Sabeti is an epidemic veteran, part of teams that responded to an Ebola outbreak in West Africa in 2014 and a mumps outbreak in the Boston area a few years later.

The University of Illinois is testing its students, faculty and staff twice a week and has conducted more than 1.6 million tests since July.

At a time when testing resources were in short supply, many of these institutions were proposing intensive, expensive testing regimens focused entirely on their own members

‘You’re in a drought in a place with a lot of forest fires, and you have a shortage of fire alarms,’” she recalled. “‘And if you run out and buy every fire alarm and install it in your own house, you’ll be able to pick up a fire the moment it hits your house, but at that point it’s burning to the ground.’”

‘You’re in a drought in a place with a lot of forest fires, and you have a shortage of fire alarms,’” she recalled. “‘And if you run out and buy every fire alarm and install it in your own house, you’ll be able to pick up a fire the moment it hits your house, but at that point it’s burning to the ground.’”

Using real-world data from C.M.U., the researchers created a baseline scenario in which 1 percent of people at the school, and 6 percent of those in the surrounding county, were infected by the coronavirus, and the university was testing 12 percent of its members every day.

Under these conditions, the researchers found, if the university used all of its tests on its own members, it would have roughly 200 Covid-19 cases after 40 days

The researchers then tweaked the model’s parameters in various ways: What if the virus were more prevalent? What if students and staff did not report all their contacts? What if they were better about mask-wearing and social distancing? What if the university deployed more tests, or fewer?

Unsurprisingly, the more testing the university did, and the more information it had about its members’ close contacts, the fewer Covid-19 cases there were

But in virtually every scenario, sharing at least some tests with the broader community led to fewer cases than hoarding them.

Some universities are beginning to adopt this outlook.

“A virus does not respect geographic boundaries,” Dr. Pollock said. “It is ludicrous to think that you can get control of an acute infectious respiratory disease like Covid-19, in a city like Davis that hosts a very large university, without coordinated public health measures that connect both the university and the community.”

There are barriers to the more altruistic approach, including internal political pressure to use testing resources in house and concerns about legal liability.

the researchers hope that their model convinces at least some institutions to rethink their strategy, not only during this epidemic but also in future ones.

“An outbreak is an opportunity to buy a lot of community good will, or to burn a lot of community good will,” Dr. Sabeti said. “We could have spent an entire year building up that relationship between organizations and institutions and their communities. And we would have done all that hard work together, as opposed to everybody turning inward.”

Morin acknowledges many clients are scared of “getting in trouble” for what they confess in therapy. “They may worry that the therapist will terminate their sessions because they aren’t making progress or they may be concerned the therapist will somehow punish them,” she says.

“Sometimes people don’t really mean to lie, but they minimize their problems because they can’t quite accept them yet,” Morin says. “Someone with a substance abuse problem might insist she didn’t drink much this week even though she drank heavily every day. Individuals often need help coming to terms with their problems before they can be honest with themselves.”

“I don’t want to talk about trauma because discussing it is going to overwhelm me,” Farber says of this mindset. “It’s going to bring me back to an experience or experiences that have been so difficult [and] so overwhelming, and I’m fearful that if I talk about it, it will re-traumatize me.”

Altering the truth in an attempt at kindness is still problematic, though, because it limits how effective treatment can be. “If you’re censoring your experience, then the therapist can’t be helpful to you,” Kolod says. Therapists are aware clients sometimes omit the truth or downplay the significance of certain life experiences, and there has been research on how mental health professionals can better spot dishonesty and adapt their treatment accordingly.

The move is “critical to confronting the climate crisis and reducing harmful air pollution,” Heinrich tweeted.

The Obama administration’s methane rule sought to rein in methane pollution from fossil fuel operations by requiring operators to monitor and prevent leaks from wells, pipelines and other facilities.

“We have over 100,000 wellheads that are not capped, leaking methane,” Biden said. “What are we doing? And by the way, we can put as many pipe fitters and miners to work capping those wells at the same price that they would charge to dig those wells.”

Savannah elephants have declined by at least 60% over the last half-century.

“Africa’s elephants play key roles in ecosystems, economies and in our collective imagination all over the world,”

The report did include some good news. Anti-poaching programs in some regions of Gabon and the Republic of the Congo have helped forest elephant numbers stabilize.

Psychiatric patients were managed in the community, with short stay admissions to psychiatry wards if required. On average, patients had two to three weeks of hospitalisation in mixed-gender wards.

And the level of illicit drug and alcohol use in the inpatient population, both prior to and during hospitalisation, heightens the level of behavioural disinhibiton in this population.

In response to escalating assaults in inpatient units, the United Kingdom government adopted a strict policy of gender segregation on psychiatric wards in 2006.

The report does not detail how many incidents involved women, but comment is made that both men and women are vulnerable.

The latest plan to combat violence against women sets out important programs in primary prevention, white ribbon campaigns, work with Indigenous communities and employment-related policies. But has no mention of action to be taken to prevent violence against women in psychiatric wards.

For many decades, women with severe mental disorders were thought to be “too unreliable” to believe when they told their stories of harassment, assault and rape

Over the past years, we have seen improvement in the reporting systems implemented in mental health services and better management of violence against patients, with some shift in the culture of inpatient units; but it is still not good enough.

Investment in improved building designs of psychiatric wards is urgently needed, with special areas designated for women. Wards should be designed to be safe places of healing, with sensitivity for the traumatic backgrounds of many female patients.

Close monitoring of the situation by the general community and governments will ensure violence in psychiatry units is not tolerated.

That is until the pandemic, when she ended up in the emergency room because she had a bad reaction to a drug prescribed to bring down her elevated blood pressure.

when the hospital gave her the option of going home and monitoring herself, or staying an extra night, she chose to stay. It was the first time she had felt calm in a year.

Primal Scream phone line

explored the emotional and economic pressures on a generation of moms,

hough there is additional federal support to families, more Americans are vaccinated every day and job loss is not quite as dire as it was in the early days of the pandemic, unemployment claims remain higher than they were in previous economic crises

And moms are still not OK.

“Despite the increased labor force participation of mothers, mothers are still having a really hard time,”

Despite their return to the labor force, they are not having much relief at home, and by that I mean, many children are still home-schooling.

She added that the burden of remote school has fallen disproportionately on the shoulders of mothers

Almost every mother I have spoken to during the pandemic, no matter what their financial and family circumstances, has expressed guilt about complaining

Lower-income parents have already been hit harder by unemployment than their higher-income and college-educated counterparts.

Research has shown that in states where children received only remote instruction during the pandemic, mothers’ labor force participation has been lower than in those where children attended school in person.

“Now it’s like 76 percent of moms and 94 percent of dads with college degrees,” he said. This suggests that where families could afford for one parent to step back from work to deal with domestic labor, mothers were bearing the brunt.

While I can list these labor market statistics all day, the emotional impact of Covid-19 is ongoing, devastating and harder to quantify.

“I cry on Tuesdays and Fridays. Sometimes I have an extra bonus day, like on this Monday,”

when she called into the Primal Scream line

Why Tuesdays and Fridays? On Tuesdays, her husband has a lot of meetings, and her day isn’t light either, so even though she is trading off baby care, it’s “really high octane all day.”

It’s a matter of having kept things nominally together all week, and then you have this big letdown,”

She said she has felt “terrified” for two years, after being anxious during her pregnancy as well, because she wanted her daughter so badly.

“I must have buckets of cortisol,”

“More than parental status or gender, education has been most decisive in who has lost jobs during the pandemic,”

But mothers shouldn’t have to slap on a Pollyanna smile.

, there was already a gender gap in caregiving before the pandemic, and moms were more likely than dads to step back from paid work to fill any family needs.

The past year has only exacerbated the difficulties caregivers face in the United States.

We can acknowledge that things could be worse, but at the same time honor the fact that our circumstances are still so far from good.

The reason is that the best available evidence on how the brain works shows that the brain does not deal with the kind of things that beliefs and desires are supposed to trade with: contents.

When we believe or desire, something is believed or desired: that I have bread, that it rains, that the Parliament passes the bill, etc. Beliefs and desires are about something.

. After being presented with the assassin and the crime, the book moves on to explain why, even if always wrong, narratives in general, and historical narratives in particular, are so compelling for us. Even if we have no claim to truth or correctness for our narratives, narratives seem to be highly convincing in moving us to act

Furthermore, we cannot but think in terms of them. Rosenberg's explanation for this 'addiction to stories' is that it has been entrenched in us by evolutionary processes that took place over the last million years of natural history

Narrative explanations emerged out of Darwinian processes of natural selection -- or "environmental filtration", in the less purposive parlance Rosenberg prefers -- that allowed our ancestors to coordinate efforts, collaborate and flourish, moving from the bottom to the top of the Pleistocene's food chain. Rosenberg argues that while the basic mechanisms of mindreading pervasive in the animal kingdom, based on mutual tracking and monitoring of animals' behavior, are a sound method for getting agents to coordinate behavior, these mechanisms' more recent successor, the theory of mind, crafted by the use of co-evolved languages, turned those mindreading abilities into a theory with empirical hypothesis about agents' beliefs and desires but no facts to match them.

The error historians allegedly make lies in mistaking stories for real explanations, surmising that behind our behavior there are purposes, rational motivations.

Historians -- in particular narrative historians -- make a pervasive use of folk psychological explanations, i.e., explanations that describe events in terms of the beliefs and desires of historical agents, including individuals and groups.

In order for folk psychological and historical narratives to be right there have to be facts of the matter about what sentences in such explanation refer to that make them true.

Folk psychological explanations of actions in terms of platitudes about beliefs and desires pairings evolved in natural history closely related to mind-reading mechanisms that allowed our ancestors to deal with cooperation and coordination problems.

There are no interpretative mechanisms in the brain (at any level of description) that can vindicate the attribution of contents to beliefs and desires.

There are no facts of the matter that allow us to select belief/desire pairings as those actually operating 'behind' an agent's behavior.

Folk psychological explanations do not track any facts and thus can't be correct.

Mining companies have been advised to temporarily suspend work in the river that originates at Mount Merapi, and tourism companies have been asked to temporarily stay away from "areas of potential danger and crater openings" up to 3 miles away.

The last major eruption of Mount Merapi, in 2010, killed over 300 people.

scientists have been monitoring the dwindling population of right whales in the North Atlantic.

the animals’ lengths have declined by roughly 7 percent since 1981

“We saw 5 and even 10-year-old whales that were about the size of 2-year-old whales,” Dr. Stewart said. In one case, an 11-year-old whale was the same size as a 1½-year-old whale.

Entanglement in fishing gear is an ever-present threat for the mammals and one of the primary drivers of their decline.

Whales who don’t drown or starve right away will often drag gear for several years.

“What we think is going on here is that dragging these big trailing heaps of gear is creating all this extra drag, which takes energy to pull around, and that’s energy that they would probably otherwise be devoting to growth,

​Smaller right whales are less resilient to climate change as they do not have the nutritional buffer they need to adapt during lean food years,”

the species can hardly afford declines in its birthrate.

“this population has recovered from very small numbers before, so it’s not completely grim.

“If we all were to demand these management changes of our elected officials the situation would change dramatically.”