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there are plenty of behaviors that require self-control that have held steady or even improved in recent decades

Cigarette smoking has fallen sharply since the Mad Men days.

Alcohol consumption peaked in 1980 and has fallen back to the same level as 1960

Seat belts,

are now used by 9 out of 10 motorists.

the ratio of household consumption to household net worth just hit a postwar low: In 2018 consumption was 13.2 percent of net worth, down from 16.3 percent in 1946.

it isn’t clear that savings habits have worsened since World War II.

Nevertheless, like every generation before us, we crave more self-control.

science shows that helping people do better in the internal tug-of-war of self-control depends on creating the right external environment.

some temptations require hard paternalism

some choices are not in our best interest. Taxing, regulating, restricting or even banning especially addictive drugs may lead to more freedom

Cellphones and soda

the benefits of constraining access may, in some cases, justify the costs

we recommend nudges — subtle changes in how choices are framed that make doing what’s in our long-term interest more obvious, easier or more attractiv

deploy science-backed strategies that make self-control easier.

putting temptations out of sight and out of reach:

disabling apps that, upon reflection, do more harm than good.

Anything you can do to put time and effort between you and indulgence makes self-control easier.

This does not mean they will succeed in fixing every problem their tech creates — and in some cases their fixes may well raise other problems, like questions about their power over freedom of expression. But at least they can try to address the wide variety of externalities posed by tech, which may have been impossible for an internet more fragmented by smaller firms.

Rob Atkinson, president of the Information Technology and Innovation Foundation, a think tank, and co-author of “Big Is Beautiful,” a coming book that extols the social and economic virtues of big companies.

“As long as their innovation rents are recycled into research and development that leads to new products, then what’s to complain about?”

At the same time, they are all locked in intense battles for new markets and technologies. And not only do they keep creating new tech, but they are coming at it in diverse ways — with different business models, different philosophies and different sets of ethics.

it was perhaps inevitable that we would see the rise of a handful of large companies take control of much of the modern tech business.

But it wasn’t inevitable that these companies would be based in and controlled from the United States. And it’s not obvious that will remain the case — the top tech companies of tomorrow might easily be Chinese, or Indian or Russian or European. But for now, that means we are dealing with companies that feel constrained by American laws and values.

They are the masters; we are not. They are built to addict us, as the social psychologist Adam Alter’s new book “Irresistible” points out — and to madden us, distract us, arouse us and deceive us.

We primp and perform for them as for a lover; we surrender our privacy to their demands; we wait on tenterhooks for every “like.” The smartphone is in the saddle, and it rides mankind.

the internet, like alcohol, may be an example of a technology that should be sensibly restricted in custom and in law.

Used within reasonable limits, of course, these devices also offer us new graces. But we are not using them within reasonable limits.

there are also excellent reasons to think that online life breeds narcissism, alienation and depression, that it’s an opiate for the lower classes and an insanity-inducing influence on the politically-engaged, and that it takes more than it gives from creativity and deep thought. Meanwhile the age of the internet has been, thus far, an era of bubbles, stagnation and democratic decay — hardly a golden age whose customs must be left inviolate.

So a digital temperance movement would start by resisting the wiring of everything, and seek to create more spaces in which internet use is illegal, discouraged or taboo. Toughen laws against cellphone use in cars, keep computers out of college lecture halls, put special “phone boxes” in restaurants where patrons would be expected to deposit their devices, confiscate smartphones being used in museums and libraries and cathedrals, create corporate norms that strongly discourage checking email in a meeting.

Then there are the starker steps. Get computers — all of them — out of elementary schools, where there is no good evidence that they improve learning. Let kids learn from books for years before they’re asked to go online for research; let them play in the real before they’re enveloped by the virtual

The age of consent should be 16, not 13, for Facebook accounts. Kids under 16 shouldn’t be allowed on gaming networks. High school students shouldn’t bring smartphones to school. Kids under 13 shouldn’t have them at all.

I suspect that versions of these ideas will be embraced within my lifetime by a segment of the upper class and a certain kind of religious family. But the masses will still be addicted, and the technology itself will have evolved to hook and immerse — and alienate and sedate — more completely and efficiently.

The same technology that renders humans useless might also make it feasible to feed and support the unemployable masses through some scheme of universal basic income.

The real problem will then be to keep the masses occupied and content. People must engage in purposeful activities, or they go crazy. So what will the useless class do all day?

One answer might be computer games. Economically redundant people might spend increasing amounts of time within 3D virtual reality worlds, which would provide them with far more excitement and emotional engagement than the “real world” outside.

This, in fact, is a very old solution. For thousands of years, billions of people have found meaning in playing virtual reality games. In the past, we have called these virtual reality games “religions”.

Muslims and Christians go through life trying to gain points in their favorite virtual reality game. If you pray every day, you get points. If you forget to pray, you lose points. If by the end of your life you gain enough points, then after you die you go to the next level of the game (aka heaven).

As religions show us, the virtual reality need not be encased inside an isolated box. Rather, it can be superimposed on the physical reality. In the past this was done with the human imagination and with sacred books, and in the 21st century it can be done with smartphones.

Consumerism too is a virtual reality game. You gain points by acquiring new cars, buying expensive brands and taking vacations abroad, and if you have more points than everybody else, you tell yourself you won the game.

we saw two others kids on the street who were hunting the same Pokémon, and we almost got into a fight with them. It struck me how similar the situation was to the conflict between Jews and Muslims about the holy city of Jerusalem. When you look at the objective reality of Jerusalem, all you see are stones and buildings. There is no holiness anywhere. But when you look through the medium of smartbooks (such as the Bible and the Qur’an), you see holy places and angels everywhere.

In the end, the real action always takes place inside the human brain. Does it matter whether the neurons are stimulated by observing pixels on a computer screen, by looking outside the windows of a Caribbean resort, or by seeing heaven in our mind’s eyes?

Indeed, one particularly interesting section of Israeli society provides a unique laboratory for how to live a contented life in a post-work world. In Israel, a significant percentage of ultra-orthodox Jewish men never work. They spend their entire lives studying holy scriptures and performing religion rituals. They and their families don’t starve to death partly because the wives often work, and partly because the government provides them with generous subsidies. Though they usually live in poverty, government support means that they never lack for the basic necessities of life.

That’s universal basic income in action. Though they are poor and never work, in survey after survey these ultra-orthodox Jewish men report higher levels of life-satisfaction than any other section of Israeli society.

Hence virtual realities are likely to be key to providing meaning to the useless class of the post-work world. Maybe these virtual realities will be generated inside computers. Maybe they will be generated outside computers, in the shape of new religions and ideologies. Maybe it will be a combination of the two. The possibilities are endless

In any case, the end of work will not necessarily mean the end of meaning, because meaning is generated by imagining rather than by working.

People in 2050 will probably be able to play deeper games and to construct more complex virtual worlds than in any previous time in history.

But what about truth? What about reality? Do we really want to live in a world in which billions of people are immersed in fantasies, pursuing make-believe goals and obeying imaginary laws? Well, like it or not, that’s the world we have been living in for thousands of years already.

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.

Raising marine fish is a different proposition. The harsh ocean environment makes production risky, and the biology of these species makes many of them difficult and costly to breed and grow.

Improvements in technology have reduced, though not eliminated, the amount of fish used in feeds, especially for farmed salmon. It now takes half as much fresh fish to raise salmon as it did 20 years ago.

Marine fish farming is currently done in sheltered bays and sea lochs. But there is growing interest in a new high-tech method that raises fish in huge submersible cages anchored far from land in the open ocean. It’s risky business, with high operating costs. Expensive infrastructure is vulnerable to intense storms.

Historically, U.S. officials, often encouraged by public opinion, have wanted Cherokees to adopt U.S. legal and cultural practices. When not attempting to terminate the tribe, U.S. officials have sided with freedmen whenever tribal citizenship disputes reach U.S. courts. U.S. politicians have also repeatedly threatened to withhold federal money should the Cherokee Nation not grant freedmen citizenship.

Colonists, later U.S. citizens, wanted to acquire Cherokee land and to make Cherokees more like whites in terms of their religious, government and economic practices. That meant that Cherokees would have to abandon their practice of holding land communally, which made land difficult for U.S. settlers to acquire because they could not deal with individuals.

After the war, the U.S. forced the Cherokee Nation to sign the Treaty of 1866. The tribe’s 1839 Constitution, affirming previous laws, had stated that Cherokee citizens must be descended from Cherokees, not their Black slaves. But in this peace treaty, Cherokees agreed to make their former slaves full tribal citizens.

Over multiple years, family income fluctuates, and so the distribution of multiyear income is moderately more equal than the distribution of single-year income.

n one sense, the growth of inequality in the last part of the twentieth century comes as a surprise. In the 1950s, the bottom part of the income distribution contained large concentrations of two kinds of families: farm families whose in-kind income was not counted in Census data, and elderly families, many of whom were ineligible for the new Social Security program

Over subsequent decades, farm families declined as a proportion of the population while increased Social Security benefits and an expanding private pension system lifted elderly incomes. Both trends favored greater income equality but were outweighed by four main factors.

Family structure. Over time, the two-parent, one-earner family was increasingly replaced by low-income single-parent families and higher-income two-parent, two-earner families

Trade and technology increasingly shifted demand away from less-educated and less-skilled workers toward workers with higher education or particular skills. The result was a growing earnings gap between more- and less-educated/skilled workers.

With improved communications and transportation, people increasingly functioned in national, rather than local, markets. In these broader markets, persons with unique talents could command particularly high salaries.

In 2002, immigrants who had entered the country since 1980 constituted nearly 11 percent of the labor force (see immigration). A relatively high proportion of these immigrants had low levels of education and increased the number of workers competing for low-paid work.

A second offset to estimated inequality is economic mobility. Because most family incomes increase as people’s careers develop, long-run incomes are more equal than standard single-year statistics suggest

Is inequality of wages and incomes bad? The question seems ludicrous. Of course inequality is bad, isn’t it? Actually, no. What matters crucially is how the inequality came about.

Inequality of wages and incomes is clearly bad if it results from government privileges. Many people would find such an outcome unjust, but even more important to many economists is that such inequality sets up perverse incentives.

But inequality in wages and incomes in relatively free economies serves two important social functions.

Most university administrators don’t expect their athletics programs to make a lot of money. Only about 25 of the 1,100 NCAA member schools’ athletics departments generate a profit.

public universities with NCAA Division I football teams received about 6% more in state funding annually than other institutions.

Many colleges and universities depend on varsity sports – like rowing, track and swimming – to attract more students to attend.

Most students who play college sports – including all of those at Division III and Ivy League programs – are not on an athletic scholarship.

Playing sports can also help with the transition into college. An intercollegiate team provides a ready-made social group that can help the new team member adjust to their new school.

Research also shows that hiring managers value college sports experience

The financial savings for athletics departments are immediate and obvious. But a longer-term impact will be seen on enrollment, campus life and the communities where colleges are located.

As of today, 189 economies have signed up or are supported by the facility, but more is needed.

"5-point plan to protect humanity against another pandemic like Covid-19,"

The more vaccine candidates we have, the more likely we are to end the pandemic quickly.

poorer countries will be left behind and all of us will be less safe.

killed over 2 million adults and children in a single year at its peak.

or so long the powerful have had room to speak, to say anything they wanted, and back it up with economic and violent force. For people used to power, speaking on the net gives them a granularity in their speech without precedent. It empowers them to speak in ever more sophisticated and persuasive ways.

I found myself on Twitter one night speaking to men’s rights advocates about sexual consent. I tried my gentleness, I tried to explain my concerns, my doubts, the outcomes I feared when people weren’t able to give sober and informed consent. I never got angry, but also tried to understand their fears. Eventually it resolved into a productive conversation. They were always hesitant, but they couldn’t seem to stay mad at me. I came to understand more about how men come to that position, and how to meet them where they are. Undoubtedly it won’t always work, but for those who only want to scream and never to talk, I can at least now see the depth of their fear and feel compassion for them.

One day I spoke with a man who hated the idea that he might have white privilege. I tried to explain gently what it meant, but he could only see his own suffering and misfortune, and those without his privilege doing better than him. I talked to him more about his story, looking for a place to explain in terms he would understand what this thing was, and why it was there even if he didn’t see it as benefitting him. Eventually he pulled his trump card: his life was so bad he was suicidal. The only reason he hadn’t killed himself, he told me, was that he didn’t have the courage. I realized this wasn’t a political conversation at all, this was a soul in pain, crying for help.

Beyond the text and pictures we see before us is the skin, and beneath, the blood and viscera, all the way to the cavern of the brain, the mind made of time and memories. We are, every one of us, creatures of need and connection, not merely eschewing disconnection but beings literally incapable of unconnected life.

“This study is an important step in trying to understand the roots of common-sense understanding of other people’s actions. It shows quite strikingly that in some sense, the basic math that is at the heart of how economists think about rational choice is very intuitive to babies who don’t know math, don’t speak, and can barely understand a few words

“Abstract, interrelated concepts like cost and value — concepts at the center both of our intuitive psychology and of utility theory in philosophy and economics — may originate in an early-emerging system by which infants understand other people's actions,” she says. 

In other words, they apply the well-known logic that all of us rely on when we try to assess someone’s preferences: The harder she tries to achieve something, the more valuable is the expected reward to her when she succeeds.”

“We have to recognize that we’re very far from building AI systems that have anything like the common sense even of a 10-month-old,” Tenenbaum says. “But if we can understand in engineering terms the intuitive theories that even these young infants seem to have, that hopefully would be the basis for building machines that have more human-like intelligence.

Although Congress is now debating new Federal privacy legislation, I’m not optimistic that policymakers will be able to craft a law that will address these issues in a meaningful way — if they can create any law at all. There are too many stakeholders involved in the debate, each protecting their own economic self interest and competitive advantage in the marketplace

We need to engage more, make better informed decisions, use privacy settings and tools, and hold companies accountable when they misuse our data and violate our trust

As we debate privacy, we also shouldn’t forget that all of this new tech produces enormous benefits for our society - from curing diseases to easing traffic and reducing pollution

"I just wanted to make it clear that I will not sit back, nor should anybody sit back and allow these guys to attack the needs of low-income workers, especially at a time when in this particular bill there are $500 billion available to the President for all kinds of corporate welfare and chicanery," he added. "They don't object to that, they worry about people getting a few bucks more."

Much of the nation has made the gut-wrenching choice to stop about half the economy and encourage most workers to stay home in an effort to save as many lives as possible

The average unemployment benefit check is currently $385 a week, which is less than half the typical weekly paycheck in the United States. The amount is slated to rise an additional $600 a week once President Trump signs the relief bill into law, a substantial increase meant to tide workers over as they are forced to stay home

All employees now have their temperature tested on the way into the warehouse. He’s had lengthy discussions with each worker about whether they should take the health risk of coming to work. They now run two shifts and mandate that employees stand about 10 feet from each other. Between the shifts, they sanitize the whole facility — doorknobs, surfaces, bathrooms, tools.

defined by Burkeman as “a machine for misusing your life.” Social media platforms like Twitter and Facebook don’t just distract us from more important matters, he argues, “they change how we’re defining ‘important matters’ in the first place.”

Social media also amounts to “a machine for getting you to care about too many things, even if they’re each indisputably worthwhile.” Hence the urge to depict every policy problem as an urgent if not existential crisis

social media has turned all of us into “angrier, less empathetic, more anxious or more numbed out” versions of ourselves.

our political and policy debates tend towards what Burkeman calls “paralyzing grandiosity” – the false notion that in the face of problems like climate change, economic inequality, and ongoing threats to democracy “only the most revolutionary, world-transforming causes are worth fighting for.” It’s a sentiment that derives from and reinforces catastrophism and absolutism

Four Thousand Weeks is filled to the brim with practical advice that we can easily adapt

Embrace “radical incrementalism.

we lack the patience to tolerate the fact that most of the things we want to happen won’t occur in one fell swoop.

We’ve got to resist the need for speed and desire for rapid resolution of problems, letting them instead take the time they take. In part, that means accepting even limited progress rather than giving up and growing cynical

Take a break

Burkeman’s advice to rest for rest’s sake, “to spend some of our time, that is, on activities in which the only thing we’re trying to get from them is the doing itself.”

Burkeman suggests we find some hobby we enjoy for its own sake, not because there’s some benefit we think we can derive from it.

When we somewhat sheepishly admit to a hobby, he writes, “that’s a sign you’re doing it for its own sake, rather than some socially sanctioned outcome.”

he joy we find in our hobbies can bleed into other parts of our lives as well, and if they’re more social in nature that can help build relationships unrelated to politics and policy that are necessary to make democracy work.

“Consolidate your caring” and think small. “To make a difference,” Burkeman argues, “you must focus your finite capacity for care.”

What matters is that we make things slightly better with our contributions and actions, not that we solve all the world’s at once.

Social media also amounts to “a machine for getting you to care about too many things, even if they’re each indisputably worthwhile.” Hence the urge to depict every policy problem as an urgent if not existential crisis

social media has turned all of us into “angrier, less empathetic, more anxious or more numbed out” versions of ourselves.

Finally, our political and policy debates tend towards what Burkeman calls “paralyzing grandiosity” – the false notion that in the face of problems like climate change, economic inequality, and ongoing threats to democracy “only the most revolutionary, world-transforming causes are worth fighting for.” It’s a sentiment that derives from and reinforces catastrophism and absolutism as ways of thinking about politics and policy

That sentiment also often results in impotent impatience, which in turn leads to frustration, anger, and cynicism when things don’t turn out exactly as we’ve hoped. But it also allows us to avoid hard choices required in order to pull together the political coalitions necessary to effect actual change.

Four Thousand Weeks is filled to the brim with practical advice

Embrace “radical incrementalism.”

Burkeman suggests we find some hobby we enjoy for its own sake, not because there’s some benefit we think we can derive from it

Take a break

rest for rest’s sake, “to spend some of our time, that is, on activities in which the only thing we’re trying to get from them is the doing itself.”

we should cultivate the patience to see our goals through step-by-step over the long term. We’ve got to resist the need for speed and desire for rapid resolution of problems, letting them instead take the time they take.

“To make a difference,” Burkeman argues, “you must focus your finite capacity for care.”

“Consolidate your caring” and think small.

it’s perfectly fine to dedicate your time to a limited subset of issues that you care deeply about. We’re only mortal, and as Burkeman points out it’s important to “consciously pick your battles in charity, activism, and politics.”

our lives are just as meaningful and worthwhile if we spend our time “on, say caring for an elderly relative with dementia or volunteering at the local community garden” as they are if we’re up to our eyeballs in the minutiae of politics and policy. What matters is that we make things slightly better with our contributions and actions

once we give up on the illusion of perfection, Burkeman observes, we “get to roll up [our] sleeves and start work on what’s gloriously possible instead.”

The volatility of chatbots has made it impossible to predict their impact. In one second, the systems impress by fielding a complex request for a five-day itinerary, making Google’s search engine look archaic. A moment later, they disturb by taking conversations in dark directions and launching verbal assaults.

The result is an industry gripped with the question: What do we do now?

The A.I. systems could disrupt $100 billion in cloud spending, $500 billion in digital advertising and $5.4 trillion in e-commerce sales,

As Microsoft figures out a chatbot business model, it is forging ahead with plans to sell the technology to others. It charges $10 a month for a cloud service, built in conjunction with the OpenAI lab, that provides developers with coding suggestions, among other things.

Smaller companies like Box need help building chatbot tools, so they are turning to the giants that process, store and manage information across the web. Those companies — Google, Microsoft and Amazon — are in a race to provide businesses with the software and substantial computing power behind their A.I. chatbots.

“The cloud computing providers have gone all in on A.I. over the last few months,

“They are realizing that in a few years, most of the spending will be on A.I., so it is important for them to make big bets.”

Yusuf Mehdi, the head of Bing, said the company was wrestling with how the new version would make money. Advertising will be a major driver, he said, but the company expects fewer ads than traditional search allows.

Google, perhaps more than any other company, has reason to both love and hate the chatbots. It has declared a “code red” because their abilities could be a blow to its $162 billion business showing ads on searches.

“The discourse on A.I. is rather narrow and focused on text and the chat experience,” Mr. Taylor said. “Our vision for search is about understanding information and all its forms: language, images, video, navigating the real world.”

Sridhar Ramaswamy, who led Google’s advertising division from 2013 to 2018, said Microsoft and Google recognized that their current search business might not survive. “The wall of ads and sea of blue links is a thing of the past,” said Mr. Ramaswamy, who now runs Neeva, a subscription-based search engine.

As that underlying tech, known as generative A.I., becomes more widely available, it could fuel new ideas in e-commerce. Late last year, Manish Chandra, the chief executive of Poshmark, a popular online secondhand store, found himself daydreaming during a long flight from India about chatbots building profiles of people’s tastes, then recommending and buying clothes or electronics. He imagined grocers instantly fulfilling orders for a recipe.

“It becomes your mini-Amazon,” said Mr. Chandra, who has made integrating generative A.I. into Poshmark one of the company’s top priorities over the next three years. “That layer is going to be very powerful and disruptive and start almost a new layer of retail.”

In early December, users of Stack Overflow, a popular social network for computer programmers, began posting substandard coding advice written by ChatGPT. Moderators quickly banned A.I.-generated text

t people could post this questionable content far faster than they could write posts on their own, said Dennis Soemers, a moderator for the site. “Content generated by ChatGPT looks trustworthy and professional, but often isn’t,”

When websites thrived during the pandemic as traffic from Google surged, Nilay Patel, editor in chief of The Verge, a tech news site, warned publishers that the search giant would one day turn off the spigot. He had seen Facebook stop linking out to websites and foresaw Google following suit in a bid to boost its own business.

He predicted that visitors from Google would drop from a third of websites’ traffic to nothing. He called that day “Google zero.”

Because chatbots replace website search links with footnotes to answers, he said, many publishers are now asking if his prophecy is coming true.

, strategists and engineers at the digital advertising company CafeMedia have met twice a week to contemplate a future where A.I. chatbots replace search engines and squeeze web traffic.

The group recently discussed what websites should do if chatbots lift information but send fewer visitors. One possible solution would be to encourage CafeMedia’s network of 4,200 websites to insert code that limited A.I. companies from taking content, a practice currently allowed because it contributes to search rankings.

Courts are expected to be the ultimate arbiter of content ownership. Last month, Getty Images sued Stability AI, the start-up behind the art generator tool Stable Diffusion, accusing it of unlawfully copying millions of images. The Wall Street Journal has said using its articles to train an A.I. system requires a license.

In the meantime, A.I. companies continue collecting information across the web under the “fair use” doctrine, which permits limited use of material without permission.

Just like midlife, quarterlife can bring its own crisis — trying to separate from your parents or caregivers and forge a sense of self is a struggle. But the generation entering adulthood now faces novel, sometimes debilitating, challenges.

Many find themselves so mired in day-to-day monetary concerns, from the relentless crush of student debt to the swelling costs of everything, that they feel unable to consider what they want for themselves long term

“We’ve been constrained by this myth that you graduate from college and you start your life,” she said. Without the social script previous generations followed — graduate college, marry, raise a family — Ms. Byock said her young clients often flailed around in a state of extended adolescence.

nearly one-third of Gen Z adults are living with their parents or other relatives and plan to stay there.

Many young people today struggle to afford college or decide not to attend, and the “existential crisis” that used to hit after graduation descends earlier and earlier

Ms. Byock said to pay attention to what you’re naturally curious about, and not to dismiss your interests as stupid or futile.

Experts said those entering adulthood need clear guidance for how to make it out of the muddle. Here are their top pieces of advice on how to navigate a quarterlife crisis today.

She recommends scheduling reminders to check in with yourself, roughly every three months, to examine where you are in your life and whether you feel stuck or dissatisfied

From there, she said, you can start to identify aspects of your life that you want to change.

“Start to give your own inner life the respect that it’s due,”

But quarterlife is about becoming a whole person, Ms. Byock said, and both groups need to absorb each other’s characteristics to balance themselves out

However, there is a difference between self-interest and self-indulgence, Ms. Byock said. Investigating and interrogating who you are takes work. “It’s not just about choosing your labels and being done,” she said.

Be patient.

Quarterlifers may feel pressure to race through each step of their lives, Ms. Byock said, craving the sense of achievement that comes with completing a task.

But learning to listen to oneself is a lifelong process.

Instead of searching for quick fixes, she said, young adults should think about longer-term goals: starting therapy that stretches beyond a handful of sessions, building healthy nutrition and exercise habits, working toward self-reliance.

“I know that seems sort of absurdly large and huge in scope,” she said. “But it’s allowing ourselves to meander and move through life, versus just ‘Check the boxes and get it right.’”

take stock of your day-to-day life and notice where things are missing. She groups quarterlifers into two categories: “stability types” and “meaning types.”

“Stability types” are seen by others as solid and stable. They prioritize a sense of security, succeed in their careers and may pursue building a family.

“But there’s a sense of emptiness and a sense of faking it,” she said. “They think this couldn’t possibly be all that life is about.”

On the other end of the spectrum, there are “meaning types” who are typically artists; they have intense creative passions but have a hard time dealing with day-to-day tasks

“These are folks for whom doing what society expects of you is so overwhelming and so discordant with their own sense of self that they seem to constantly be floundering,” she said. “They can’t quite figure it out.”

That paralysis is often exacerbated by mounting climate anxiety and the slog of a multiyear pandemic that has left many young people mourning family and friends, or smaller losses like a conventional college experience or the traditions of starting a first job.

Stability types need to think about how to give their lives a sense of passion and purpose. And meaning types need to find security, perhaps by starting with a consistent routine that can both anchor and unlock creativity.

perhaps the prototypical inspiration for staying calm in chaos: Yoda. The Jedi master is “one of the few images we have of what feeling quiet amid extreme pain and apocalypse can look like,

Even when there seems to be little stability externally, she said, quarterlifers can try to create their own steadiness.

establishing habits that help you ground yourself as a young adult is critical because transitional periods make us more susceptible to burnout

He suggests building a practical tool kit of self-care practices, like regularly taking stock of what you’re grateful for, taking controlled breaths and maintaining healthy nutrition and exercise routines. “These are techniques that can help you find clarity,”

Don’t be afraid to make a big change.

It’s important to identify what aspects of your life you have the power to alter, Dr. Brown said. “You can’t change an annoying boss,” he said, “but you might be able to plan a career change.”

That’s easier said than done, he acknowledged, and young adults should weigh the risks of continuing to live in their status quo — staying in their hometown, or lingering in a career that doesn’t excite them — with the potential benefits of trying something new.

quarterlife is typically “the freest stage of the whole life span,

Young adults may have an easier time moving to a new city or starting a new job than their older counterparts would.

Know when to call your parents — and when to call on yourself.

Quarterlife is about the journey from dependence to independence, Ms. Byock said — learning to rely on ourselves, after, for some, growing up in a culture of helicopter parenting and hands-on family dynamics.

there are ways your relationship with your parents can evolve, helping you carve out more independence

That can involve talking about family history and past memories or asking questions about your parents’ upbringing

“You’re transitioning the relationship from one of hierarchy to one of friendship,” she said. “It isn’t just about moving away or getting physical distance.”

Every quarterlifer typically has a moment when they know they need to step away from their parents and to face obstacles on their own

That doesn’t mean you can’t, or shouldn’t, still depend on your parents in moments of crisis, she said. “I don’t think it’s just about never needing one’s parents again,” she said. “But it’s about doing the subtle work within oneself to know: This is a time I need to stand on my own.”