How Facebook Failed the World - The Atlantic - 0 views
www.theatlantic.com/...620479
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In the United States, Facebook has facilitated the spread of misinformation, hate speech, and political polarization. It has algorithmically surfaced false information about conspiracy theories and vaccines, and was instrumental in the ability of an extremist mob to attempt a violent coup at the Capitol. That much is now painfully familiar.
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these documents show that the Facebook we have in the United States is actually the platform at its best. It’s the version made by people who speak our language and understand our customs, who take our civic problems seriously because those problems are theirs too. It’s the version that exists on a free internet, under a relatively stable government, in a wealthy democracy. It’s also the version to which Facebook dedicates the most moderation resources.
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Elsewhere, the documents show, things are different. In the most vulnerable parts of the world—places with limited internet access, where smaller user numbers mean bad actors have undue influence—the trade-offs and mistakes that Facebook makes can have deadly consequences.
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According to the documents, Facebook is aware that its products are being used to facilitate hate speech in the Middle East, violent cartels in Mexico, ethnic cleansing in Ethiopia, extremist anti-Muslim rhetoric in India, and sex trafficking in Dubai. It is also aware that its efforts to combat these things are insufficient. A March 2021 report notes, “We frequently observe highly coordinated, intentional activity … by problematic actors” that is “particularly prevalent—and problematic—in At-Risk Countries and Contexts”; the report later acknowledges, “Current mitigation strategies are not enough.”
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As recently as late 2020, an internal Facebook report found that only 6 percent of Arabic-language hate content on Instagram was detected by Facebook’s systems. Another report that circulated last winter found that, of material posted in Afghanistan that was classified as hate speech within a 30-day range, only 0.23 percent was taken down automatically by Facebook’s tools. In both instances, employees blamed company leadership for insufficient investment.
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last year, according to the documents, only 13 percent of Facebook’s misinformation-moderation staff hours were devoted to the non-U.S. countries in which it operates, whose populations comprise more than 90 percent of Facebook’s users.
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Among the consequences of that pattern, according to the memo: The Hindu-nationalist politician T. Raja Singh, who posted to hundreds of thousands of followers on Facebook calling for India’s Rohingya Muslims to be shot—in direct violation of Facebook’s hate-speech guidelines—was allowed to remain on the platform despite repeated requests to ban him, including from the very Facebook employees tasked with monitoring hate speech.
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The granular, procedural, sometimes banal back-and-forth exchanges recorded in the documents reveal, in unprecedented detail, how the most powerful company on Earth makes its decisions. And they suggest that, all over the world, Facebook’s choices are consistently driven by public perception, business risk, the threat of regulation, and the specter of “PR fires,” a phrase that appears over and over in the documents.
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“It’s an open secret … that Facebook’s short-term decisions are largely motivated by PR and the potential for negative attention,” an employee named Sophie Zhang wrote in a September 2020 internal memo about Facebook’s failure to act on global misinformation threats.
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In a memo dated December 2020 and posted to Workplace, Facebook’s very Facebooklike internal message board, an employee argued that “Facebook’s decision-making on content policy is routinely influenced by political considerations.”
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To hear this employee tell it, the problem was structural: Employees who are primarily tasked with negotiating with governments over regulation and national security, and with the press over stories, were empowered to weigh in on conversations about building and enforcing Facebook’s rules regarding questionable content around the world. “Time and again,” the memo quotes a Facebook researcher saying, “I’ve seen promising interventions … be prematurely stifled or severely constrained by key decisionmakers—often based on fears of public and policy stakeholder responses.”
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And although Facebook users post in at least 160 languages, the company has built robust AI detection in only a fraction of those languages, the ones spoken in large, high-profile markets such as the U.S. and Europe—a choice, the documents show, that means problematic content is seldom detected.
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A 2020 Wall Street Journal article reported that Facebook’s top public-policy executive in India had raised concerns about backlash if the company were to do so, saying that cracking down on leaders from the ruling party might make running the business more difficult.
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Employees weren’t placated. In dozens and dozens of comments, they questioned the decisions Facebook had made regarding which parts of the company to involve in content moderation, and raised doubts about its ability to moderate hate speech in India. They called the situation “sad” and Facebook’s response “inadequate,” and wondered about the “propriety of considering regulatory risk” when it comes to violent speech.
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“I have a very basic question,” wrote one worker. “Despite having such strong processes around hate speech, how come there are so many instances that we have failed? It does speak on the efficacy of the process.”
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Two other employees said that they had personally reported certain Indian accounts for posting hate speech. Even so, one of the employees wrote, “they still continue to thrive on our platform spewing hateful content.”
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Taken together, Frances Haugen’s leaked documents show Facebook for what it is: a platform racked by misinformation, disinformation, conspiracy thinking, extremism, hate speech, bullying, abuse, human trafficking, revenge porn, and incitements to violence
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It is a company that has pursued worldwide growth since its inception—and then, when called upon by regulators, the press, and the public to quell the problems its sheer size has created, it has claimed that its scale makes completely addressing those problems impossible.
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Instead, Facebook’s 60,000-person global workforce is engaged in a borderless, endless, ever-bigger game of whack-a-mole, one with no winners and a lot of sore arms.
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Zhang details what she found in her nearly three years at Facebook: coordinated disinformation campaigns in dozens of countries, including India, Brazil, Mexico, Afghanistan, South Korea, Bolivia, Spain, and Ukraine. In some cases, such as in Honduras and Azerbaijan, Zhang was able to tie accounts involved in these campaigns directly to ruling political parties. In the memo, posted to Workplace the day Zhang was fired from Facebook for what the company alleged was poor performance, she says that she made decisions about these accounts with minimal oversight or support, despite repeated entreaties to senior leadership. On multiple occasions, she said, she was told to prioritize other work.
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A Facebook spokesperson said that the company tries “to keep people safe even if it impacts our bottom line,” adding that the company has spent $13 billion on safety since 2016. “Our track record shows that we crack down on abuse abroad with the same intensity that we apply in the U.S.”
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Zhang's memo, though, paints a different picture. “We focus upon harm and priority regions like the United States and Western Europe,” she wrote. But eventually, “it became impossible to read the news and monitor world events without feeling the weight of my own responsibility.”
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Indeed, Facebook explicitly prioritizes certain countries for intervention by sorting them into tiers, the documents show. Zhang “chose not to prioritize” Bolivia, despite credible evidence of inauthentic activity in the run-up to the country’s 2019 election. That election was marred by claims of fraud, which fueled widespread protests; more than 30 people were killed and more than 800 were injured.
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“I have blood on my hands,” Zhang wrote in the memo. By the time she left Facebook, she was having trouble sleeping at night. “I consider myself to have been put in an impossible spot—caught between my loyalties to the company and my loyalties to the world as a whole.”
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What happened in the Philippines—and in Honduras, and Azerbaijan, and India, and Bolivia—wasn’t just that a very large company lacked a handle on the content posted to its platform. It was that, in many cases, a very large company knew what was happening and failed to meaningfully intervene.
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solving problems for users should not be surprising. The company is under the constant threat of regulation and bad press. Facebook is doing what companies do, triaging and acting in its own self-interest.