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No Exit makes it very clear that the life of a startup founder is a miserable one, and that engineers are invariably happier when they’re working for a big company.

Financially, starting up a company in Silicon Valley makes very little sense. You have a very high chance (indeed, a certainty) of having to scrape by on a very low income in a very expensive city. At a time of your life when you should be out enjoying life and meeting friends and generally having lots of fun, you will instead be unhappily tethered to your laptop at all times. In return for sacrificing a six-figure salary elsewhere and general enjoyment of life, you’re given a lottery ticket: you get a minuscule chance of making untold millions of dollars.

So where does it come from, this intense Silicon Valley desire to buy the most expensive lottery ticket in the world?

The Silicon Valley trade is also pretty close to being zero-sum. Even on a purely financial basis, if you add up all the profits from successful investments, they barely cover the losses on all the unsuccessful ones. A few big-name angels and VCs can do OK for themselves, but in aggregate the industry of investing in startups does not make money.

Essentially the way that the startup ecosystem works is by taking the valuable labor of thousands of hopeful founders, and converting it into large amounts of capital for a tiny number of successes

On its face, the winners, here, are the people with the big successful exits. But after reading No Exit, a different conclusion presents itself. The real winners are the happy and well-paid engineers, enjoying their lives and their youth while working for great companies like Google. In the world of startups, the only winning move is not to play.

Everything in American culture would lead one to think that it is easy to launch a new restaurant, hair salon, company, or fill in the blank. I wouldn’t go so far to say that those who do it have a false sense of entitlement – but there’s seemingly no sense of contentment in being a no. 2 or lower in a company.

most of the website or mobile app start-ups that you guys in the general media (I will lazily generalize like you all do and lump you all together) lazily or ignorantly refer to as “tech” or “silicon valley” are not founded by computer engineers. They are started by coders, which are a couple notches below computer engineers on the knowledge and experience scale. They are willing to forego a big steady paycheck because they are short on knowledge and experience, and are not usually “incredibly qualified engineers – in fact, they are mostly just qualified to work on mobile apps and economically unsustainable web start-ups. Their value to established companies that need to develop products that generate revenue and profits is questionable, at best.

I don’t know if you have ever worked for a very large multi-national company that compartmentalizes your job into little tasks so that your skills can be exploited for a few years, and then discarded when they are obsolete. Many big companies are poorly managed, and while they may offer stable employment in the short term, when the errors of their executives impose their costs on the company, the employees usually pay the price. And then what do they do? People who avoid working for large companies and seek the excitement of start-ups have a different value system than you and all those who would choose the illusion of job security.

“It is in my mind one of the great, unreported ironies of the first Obama administration.”

“People are asking us, how do they protect their privacy?” Mr. Meinrath said.

Radio Free Asia, a United States government-financed nonprofit, has given $1 million to explore multiple overseas deployments. The countries involved have not been revealed, Mr. Meinrath said, adding, “I can’t talk about specific locations because lives could be at risk.”

The mesh software, called Commotion, is a major redesign of systems that have been run for years by experts across Europe, said Mr. Meinrath, who is now director of the New America Foundation’s X-Lab. The idea, he said, was to take the technology out of what he calls “the geekosphere” and make it accessible to the public. (Commotion is available to download free from the project’s website.)

Resilience could become the prime argument for mesh networks, with privacy as a bonus, said Jonathan Zittrain, a professor of law and computer science at Harvard and co-founder of the Berkman Center for Internet and Society. That is similar to the original Internet, before it was controlled by corporate hands and scoured by government spies, he said.“It makes mesh more like the Internet than the Internet,” he said.

the you-should-have-been-a-doctor angle may speak to our anxieties about career choice in a time when fewer and fewer jobs seem secure. Is there a field that could have protected us from the recession and its lingering effects? And should we have gotten into it when we had the chance?

“I don’t think doctors taking up top places in the chart is any secret, everyone knows they get paid a lot. Many people also commented on why that is: long hours, malpractice insurance, high stress, etc.” He also noted that though medical careers may pay a lot, they can be expensive to get into

“As more and more automated machinery (robots, if you like) are brought in to generate efficiency gains for companies, more and more jobs will be displaced, and more and more income will accumulate higher up the corporate ladder.”

He cited a 2013 study that examined how likely a variety of jobs were to be eventually usurped by computers. The sobering result: According to the study authors, Carl Benedikt Frey and Michael A. Osborne, “about 47 percent of total U.S. employment is at risk.” And learning to code won’t necessarily save you: “Even the work of software engineers may soon largely be computerizable.”

among the jobs with the least risk of computerization, according to the study authors, were occupational therapists, audiologists and “physicians and surgeons.” O.K., Mom, O.K.

Over the holidays last year, according to the research firm Strategy Analytics, Apple vacuumed up nearly 90 percent of the profits in the smartphone business.

How will the search company — or anyone else, for that matter — ever make much money from Android?

Google is sanguine about Android’s prospects and said the company’s original vision for Android was never solely about huge profits. “The bet that Larry, Sergey and Eric made at the time was that smartphones are going to be a thing, there’s going to be Internet on it, so let’s make sure there’s a great smartphone platform out there that people can use to, among other things, access Google services

The fact that Google does not charge for Android, and that few phone manufacturers are extracting much of a profit from Android devices, means that much of the globe now enjoys decent smartphones and online services for low prices

at the same time, given the increasing threats to Google’s advertising business, we might also wonder how long that largess can continue.

A brighter spot for Google is the revenue it collects from sales via Android’s app store, called Google Play. For years, Android apps were a backwater, but sales have picked up lately. In 2014, Google Play sold about $10 billion in apps, of which Google kept about $3 billion (the rest was paid out to developers). Apple makes more from its App Store. Sales there exceeded $14 billion in 2014, and rising iPhone sales in China have led to a growing app haul for Apple. Still, Google’s app revenue is becoming an increasingly meaningful piece of its overall business, and it is also growing rapidly.

even if hot Silicon Valley start-ups still create apps for iOS first, app makers in other parts of the world see Android as a surer path to the masses. “The reality is that folks like you should play a role in educating the Silicon Valley,” she said.

Google’s strategy of giving Android to phone makers free has led to a surge of new entrants in the phone business, several of which sell high-quality phones for cut-rate prices. Among those is Xiaomi, a Chinese start-up making phones that have become some of the most popular devices in China.

Because Xiaomi and others don’t make much of a profit by selling phones, they’re all looking for other ways to make money — and for many, the obvious business is in apps offering mail, messaging and other services that compete with Google’s own moneymaking apps.

The situation is especially painful for Google in China, the world’s fastest-growing smartphone market, where Google’s apps are blocked. Even in the rest of Asia, where many low-cost phone manufacturers do include Google’s apps on their phones, there’s growing interest in finding some alternative to Google’s version of Android. About 30 percent of Android smartphones shipped in the last quarter of 2014 were actually modified, or forked, versions of the OS that may not be very hospitable to Google’s services, according to the firm ABI Research

Cyanogen, has raised about $100 million from several investors — and has signed a “strategic partnership” with Google’s arch-competitor Microsoft — to sell phone makers an alternative user interface that works on top of Google’s Android.

“We share services revenue with the phone makers — and today they get very little of that from Google,” said Kirt McMaster, Cyanogen’s chief executive. “There are very few companies in the world today that really like Google. Nobody wants Google to run the table with this game. So it’s a good time to be a neutral third party. We’re Switzerland, and we want to share that revenue with our ecosystem partners in a meaningful way.”

in the long run, the rise of Android switching sets up a terrible path for Google — losing the high-end of the smartphone market to the iPhone, while the low end is under greater threat from noncooperative Android players like Xiaomi and Cyanogen.

Google itself is perhaps the most significant example of using software to mine the collective intelligence of humans and then making it freely available in the form of a digital library.

Most of the manual labor still being done in our economy seems to be of the kind that’s hard to automate.

And then there’s globalization. Once, only manufacturing workers needed to worry about competition from overseas, but the combination of computers and telecommunications has made it possible to provide many services at long range.

high-wage jobs performed by highly educated workers are, if anything, more “offshorable” than jobs done by low-paid, less-educated workers.

the notion that putting more kids through college can restore the middle-class society we used to have is wishful thinking. It’s no longer true that having a college degree guarantees that you’ll get a good job, and it’s becoming less true with each passing decade.

So if we want a society of broadly shared prosperity, education isn’t the answer — we’ll have to go about building that society directly. We need to restore the bargaining power that labor has lost over the last 30 years, so that ordinary workers as well as superstars have the power to bargain for good wages. We need to guarantee the essentials, above all health care, to every citizen.

But with the web, “all of the sudden we began moving to a market where first mover advantage became enormous,” he said. Connection speeds were growing faster, Americans were starting to shop online, and multiplying e-commerce sites fought gladiatorial battles to control most every area of spending.

If the dawn of the start-up era meant that consumer-oriented ideas were becoming more important than proprietary technology, he asked himself aloud, shouldn’t more women have flooded in?

“The notion that diversity in an early team is important or good is completely wrong,” he added. “The more diverse the early group, the harder it is for people to find common ground.”

David Sacks, on the other hand, was unmarried and unencumbered, and in 1999 he left politics, his law degree and a job at the consulting firm McKinsey & Company to join his Stanford Review friends at a technology start-up, because of “the desire to live on the edge, to fight an epic battle, to experience in a very diluted way what previous generations must have felt as they prepared to go to war,” he wrote at the time. For his generation, he wrote, “instead of violence, unbridled capitalism has become the preferred vehicle for channeling their energy, intellect and aggression.”

his lack of social grace became an asset, according to Mr. Thiel and other former colleagues. He did not waste time on meetings that seemed pointless, and he bluntly insisted that the engineers whittle an eight-page PayPal registration process down to one.

But those debates did a great deal for Mr. Sacks. After graduation, he and Mr. Thiel published “The Diversity Myth,” a book-length critique of Stanford’s efforts. Within a few more years, he, Mr. Thiel, Mr. Rabois and others had transformed themselves into a close-knit network of technology entrepreneurs — innovators who created billion-dollar business after billion-dollar business, using the ideas, ethos and group bonds they had honed at The Stanford Review.

he and Mr. Thiel now had a setting in which to try out their ideas about diversity and meritocracy. “In the start-up crucible, performing is all that matters,” Mr. Sacks wrote about that time. He wanted to give all job applicants tests of cognitive ability, according to his colleague Keith Rabois, and when the company searched for a new chief executive, one of the requirements was an I.Q. of 160 — genius level.

intentionally or not, he stated something many people quietly believed: The same thing that made Silicon Valley phenomenally successful also kept it homogeneous, and start-ups had an almost inevitable like-with-like quality.

The kind of common ground shared by the early PayPal leaders “is always the critical ingredient on the founding teams,” Mr. Thiel said in an interview. “You have these great friendships that were built over some period of time. Silicon Valley flows out of deep relationships that people have built. That’s the structural reality.”

Another woman from the class of 1994 was quoted in the Fortune article: Trae Vassallo, who was Traci Neist when she built the taco-eating machine all those years ago, attended Stanford Business School with Ms. Herrin and Ms. Bianchini, co-founded a mobile device company, and then joined Kleiner Perkins, a premier venture capital firm.

The success of the struggle to create PayPal, and its eventual sale price, gave the men a new power: the knowledge to create new companies and the ability to fund their own and one another’s. Billion-dollar start-ups had been rare. But in the next few years, the so-called PayPal Mafia went on to found seven companies that reached blockbuster scale, including YouTube, LinkedIn, Yelp and a business-messaging service called Yammer, founded by Mr. Sacks and sold a few years later to Microsoft for $1.2 billion.

Since 1999, the number of female partners in venture capital has declined by nearly half, from 10 percent to 6 percent, according to a recent Babson College study.

in early 2014, Ms. Vassallo was quietly let go. The firm was downsizing over all, especially in green technology, one of Ms. Vassallo’s specialties, and men were shown the exit as well. But in interviews, several former colleagues said it was far from an easy environment for women, with all-male outings and fierce internal competition for who got which board seat — meaning internal credit — for each company, not to mention a sexual discrimination lawsuit filed by a female junior partner, scheduled for trial in early 2015.

They also said that Ms. Vassallo, earnest and so technical that she started a robotics program at a local girls’ school, had not been as forceful, or as adept a politician, as some of her male peers.

Less than 10 years after graduation, he and Mr. Thiel had been transformed from outcasts into favorites with a reputation for seeing the future. Far from the only libertarians in Silicon Valley, they had finally found an environment that meshed perfectly with their desire for unfettered competition and freedom from constraints. The money they made seemed like vindication of their ideas.

As classmates started conversations with greetings like “How’s your fund?” some of those who did not work in technology joked that they felt like chumps. The Stanford campus had gone computer science crazy, with the majority of students taking programming courses. A career in technology didn’t feel like a risk anymore — it felt like a wise bet, said Jennifer Widom, a programming professor turned engineering dean. Computer science “is a degree that guarantees you a future, regardless of what form you decide to take it in,” she said.

The nature of start-ups was shifting again, too, this time largely in women’s favor. From servers onward, many components could be inexpensively licensed instead of custom-built. Founders could turn to a multiplying array of investment sources, meaning they no longer had to be supplicants at a handful of male-run venture firms. The promise that the Internet would be a leveler was finally becoming a bit more fulfilled.

The frenzy had an unlikely effect on the some members of the Stanford Review group: They were becoming cheerleaders for women in technology, not for ideological reasons, but for market-based ones.

Like many others, he was finding that the biggest obstacle to starting new companies was a dearth of technical talent so severe they worried it would hinder innovation.

The real surprise of the reunion weekend, however, was that more of the women in the class of ’94 were finally becoming entrepreneurs, later and on a smaller scale than many of the men, but founders nonetheless.

The rhythms of their lives and the technology industry were finally clicking: Companies were becoming easier to start just as their children were becoming more self-sufficient, and they did not want to miss another chance.

Public health experts also point out that there’s much we don’t know about how foods nourish us. Stripping out and recombining a food’s constituent parts or growing it in a petri dish is unlikely to replicate all the benefits.

High-tech food entrepreneurs, mostly white, well-educated young men who have spent much of their lives fueling up on fast food, say they want to provide more convenience and better taste.

Instead of centrifuging out plant proteins, “Why not just eat the vegetables?”

ike sex, food is fraught with emotional, psychological, social, cultural, gender and religious associations. Sharing a meal is how we establish and maintain relationships. It is how we celebrate and mourn. Some attach their identity to the food they eat. Others use it to exert or lose control. These unpredictable and perhaps intransigent views and expectations may be Food 2.0’s most daunting challenge.

Mr. Obama’s decision to accuse North Korea of ordering the largest destructive attack against an American target — and to promise retaliation, which has begun in the form of new economic sanctions — was highly unusual: The United States had never explicitly charged another government with mounting a cyberattack on American targets.

Using BetterWorks software, workers set goals, like “Sign 10 new customers by May,” and enter them into an internal system that can be viewed by other employees — it looks almost identical to the dashboard function used by Fitbit fitness trackers. Co-workers can give each other encouragement (“cheers”) or shaming (“nudges”). A worker’s profile shows a digital tree that grows with accomplishments and shrivels with poor productivity

One of the main ways people become more productive on the job is by using their supposed downtime to do even more work. Many drivers did things like loading, unloading and inspecting their trucks during federally required breaks, Ms. Levy said

“If you distract workers with the idea that they are playing the game, they don’t challenge the rules of the game,

Companies like BetterWorks — Workday, Workboard or SuccessFactors also make goal-setting software — are importing similar concepts to office jobs where performance has historically been more subjective.

Culture Amp’s product is essentially a set of continuous, anonymous surveys that lets companies know how their workers are feeling and rates them against other companies in the same industry.

on occasion, Google X will send projects back to the core company so they can have a more immediate benefit. That is what happened to Google’s neural network project (formerly called “Google Brain”) a so-called machine learning effort in which researchers use algorithms to teach computers to do things like read text or understand spoken language.

“It would be fair to say Google Brain is producing in value for Google something that would be comparable to the total costs in Google X — just that one thing we’ve spun out,” Mr. Teller said.

His newfound interest in cars and racing, he said, was in some ways connected to his interest in tech.

“It’s a fiddly technological skill that you can always improve on,” Mr. Schachter said. “The same kind of guy who might be upgrading the video card on their computer for better performance might also be upgrading their car.” There’s also the visceral thrill. “When you make software, it’s an unreal product,” he said. “Building something physical is attractive in different ways.”

Then there’s the fact that cars are becoming much more like computers. Racecars now carry something like an automotive Fitbit, sophisticated sensors that precisely measure just about everything that’s happening on the track, from G-force to where drivers are braking and accelerating. All this data can be tracked and analyzed, turning racing into a sport of empiricism as much as of instinct.

At some point during every conversation I had with a tech guy who is interested in racing, there would come an awkward moment in which he would ask me not to paint him as an extravagant, sexist cretin. Mr. Schachter told me, “Try to tone down the rich guy hobby thing.

Mr. Bonforte said that many of his friends preferred to stay silent about racing because “the things that make us smell like the 1 percent, we’re very nervous about.” He added that while he has invited several women to come to the track, none had accepted his offer. The rise of a new boys’ club in Silicon Valley — one that was apparently leading to new deals and other business prizes — was “a totally valid concern,

Mr. Schachter pointed out that the most popular car for racing enthusiasts is a Mazda Miata, older models of which sell for less than $5,000. Renting a car for a day on the track costs a few hundred.

in some of capitalism’s most rarefied circles including Harvard Business School, where last fall Seth Klarman, a highly influential billionaire investor, delivered what he described as a “plaintive wail” to the business community to fix capitalism before it was too late.

“It’s a choice to maintain pleasant working conditions . . . or harsh ones; to offer good benefits or paltry ones.” If business leaders didn’t “ask hard questions about capitalism,” he warned that they would be asked by “ideologues seeking to point fingers, assign blame and make reckless changes to the system.

Leading politicians, such as Trump, Sanders and Sen. Elizabeth Warren (D-Mass.), were advocating positions on tariffs, wealth taxes and changes in corporate governance that would have been unthinkable a few years ago.

One of the most popular classes at Harvard Business School, home to the next generation of Fortune 500 executives, was a class on “reimagining capitalism.” Seven years ago, the elective started with 28 students. Now there were nearly 300 taking it

“Winners Take All,” a book by Anand Giridharadas, a journalist and former McKinsey consultant, that had hit the bestseller list and was provoking heated arguments in places like Silicon Valley, Davos and Harvard Business School. Giridharadas’s book was a withering attack on America’s billionaire class and the notion that America’s iconic capitalists could use their wealth and creativity to solve big social and economic problems that have eluded a plodding and divided government.

For many of the students, schooled in the notion that business could make a profit while making the world a better place, Giridharadas’s ideas were both energizing and disorienting. Erika Uyterhoeven, a second-year student, recalled one of her fellow classmates turning to her when Giridharadas was finished. “So, what should we do?” her colleague asked. “Is he saying we shouldn’t go into banking or consulting?

Added another student: “There was a palpable sense of personal desperation.”

“The best thing that happened to me was that I lost my 2014 election,” he said. “Had I won . . . maybe I would’ve been a traditional neoliberal. It really forced my self-reflection and it pointed out every weakness I ever had.”

Mixed in with the valley’s usual frothy optimism about disruption and inventing the future was a growing sense that the tech economy had somehow broken capitalism. The digital revolution had allowed tech entrepreneurs to build massive global companies without the big job-producing factories or large workforces of the industrial era. The result was more and more wealth concentrated in fewer hands.

some feared things were only going to get worse. Robots were eliminating much factory work; online commerce was decimating retail; and self-driving cars were on the verge of phasing out truck drivers. The next step was computers that could learn and think.

thinking computers might be able to diagnose diseases better than doctors by drawing on superhuman amounts of clinical research, said Brockman, 30. They could displace a large number of office jobs. Eventually, he said, the job shortages would force the government to pay people to pursue their passions or simply live

To Brockman, a future without work seemed just as likely as one without meat, a possibility that many in the valley viewed as a near certainty. “Once we have meat substitutes as good as the real thing, my expectation is that we’re going to look back at eating meat as this terrible, immoral thing,”

The same could be true of work in a future in an era of advanced artificial intelligence. “We’ll look back and say, ‘Wow, that was so crazy and almost immoral that people were forced to go and labor in order to be able to survive,’ ” he said

Khanna had a different view. He saw the country’s problems primarily as the product of growing income inequality and a lack of opportunity.

In the film, which is the sequel to the 2006 hit Cars, artists have recreated the minutiae of city life, from dirt in gutters and weeds growing in cracks to the patina on weathered buildings. Each frame took an average of 13 hours to complete, double the previous time

For one scene involving a chase around London, Pixar created nearly 20 miles of "landscape and environment". Apurva Shah, supervising technical designer, said: "We started with the actual map and layout of London. Even though our world is very caricatured, we wanted it to be as true as possible."

economists are reassessing their belief that technological progress lifts all boats, and are beginning to worry about the new configuration of work.

“We automate the pieces that can be automated,” said Paul Hart, a senior vice president running the radio-frequency power business at NXP’s plant in Chandler. “The work force grows but we need A.I. and automation to increase the throughput.”

“The view that we should not worry about any of these things and follow technology to wherever it will go is insane,”

But the industry doesn’t generate that many jobs

Because it pushes workers to the less productive parts of the economy, automation also helps explain one of the economy’s thorniest paradoxes: Despite the spread of information technology, robots and artificial intelligence breakthroughs, overall productivity growth remains sluggish.

Axon, which makes the Taser as well as body cameras used by police forces, is also automating whatever it can. Today, robots make four times as many Taser cartridges as 80 workers once did less than 10 years ago

The same is true across the high-tech landscape. Aircraft manufacturing employed 4,234 people in 2017, compared to 4,028 in 2010. Computer systems design services employed 11,000 people in 2017, up from 7,000 in 2010.

To find the bulk of jobs in Phoenix, you have to look on the other side of the economy: where productivity is low. Building services, like janitors and gardeners, employed nearly 35,000 people in the area in 2017, and health care and social services accounted for 254,000 workers. Restaurants and other eateries employed 136,000 workers, 24,000 more than at the trough of the recession in 2010. They made less than $450 a week.

While Banner invests heavily in technology, the machines do not generally reduce demand for workers. “There are not huge opportunities to increase productivity, but technology has a significant impact on quality,” said Banner’s chief operating officer, Becky Kuhn

The 58 most productive industries in Phoenix — where productivity ranges from $210,000 to $30 million per worker, according to Mr. Muro’s and Mr. Whiton’s analysis — employed only 162,000 people in 2017, 14,000 more than in 2010

Employment in the 58 industries with the lowest productivity, where it tops out at $65,000 per worker, grew 10 times as much over the period, to 673,000.

The same is true across the national economy. Jobs grow in health care, social assistance, accommodation, food services, building administration and waste services

On the other end of the spectrum, the employment footprint of highly productive industries, like finance, manufacturing, information services and wholesale trade, has shrunk over the last 30 years

“In the standard economic canon, the proposition that you can increase productivity and harm labor is bunkum,” Mr. Acemoglu said

By reducing prices and improving quality, technology was expected to raise demand, which would require more jobs. What’s more, economists thought, more productive workers would have higher incomes. This would create demand for new, unheard-of things that somebody would have to make

To prove their case, economists pointed confidently to one of the greatest technological leaps of the last few hundred years, when the rural economy gave way to the industrial era.

In 1900, agriculture employed 12 million Americans. By 2014, tractors, combines and other equipment had flushed 10 million people out of the sector. But as farm labor declined, the industrial economy added jobs even faster. What happened? As the new farm machines boosted food production and made produce cheaper, demand for agricultural products grew. And farmers used their higher incomes to purchase newfangled industrial goods.

The new industries were highly productive and also subject to furious technological advancement. Weavers lost their jobs to automated looms; secretaries lost their jobs to Microsoft Windows. But each new spin of the technological wheel, from plastic toys to televisions to computers, yielded higher incomes for workers and more sophisticated products and services for them to buy.

In a new study, David Autor of the Massachusetts Institute of Technology and Anna Salomons of Utrecht University found that over the last 40 years, jobs have fallen in every single industry that introduced technologies to enhance productivity.

The only reason employment didn’t fall across the entire economy is that other industries, with less productivity growth, picked up the slack. “The challenge is not the quantity of jobs,” they wrote. “The challenge is the quality of jobs available to low- and medium-skill workers.”

the economy today resembles what would have happened if farmers had spent their extra income from the use of tractors and combines on domestic servants. Productivity in domestic work doesn’t grow quickly. As more and more workers were bumped out of agriculture into servitude, productivity growth across the economy would have stagnated.

The growing awareness of robots’ impact on the working class raises anew a very old question: Could automation go too far? Mr. Acemoglu and Pascual Restrepo of Boston University argue that businesses are not even reaping large rewards for the money they are spending to replace their workers with machines.

the cost of automation to workers and society could be substantial. “It may well be that,” Mr. Summers said, “some categories of labor will not be able to earn a subsistence income.” And this could exacerbate social ills, from workers dropping out of jobs and getting hooked on painkillers, to mass incarceration and families falling apart.

Silicon Valley’s dream of an economy without workers may be implausible. But an economy where most people toil exclusively in the lowliest of jobs might be little better.

he noticed that social media seemed to impair others’ ability to concentrate—an essential skill for professional and personal success. “Right around the transition to mobile” from desktop computers, he tells me, he observed that for many people a passing interest in social media was morphing into “compulsive use.

Then came the smartphone—a pocket-size supercomputer that travels everywhere. Social media became a ubiquitous presence. That suited the commercial interests of social-media companies, which “couldn’t triple or quadruple the user-engagement numbers if people log on Monday just to see if someone is back from vacation.” They needed to reel users back in.

“And this is where you get the rise of, let’s say, the ‘like’ button or tagging photos,” or retweets and heart buttons—what Mr. Newport calls “small indicators of approval.”

The reinforcement is all the more insidious for being intermittent. Sometimes you’re rewarded for checking in, sometimes you’re frustrated. “It just short-circuits the dopamine system,” Mr. Newport says—which feeds the compulsion. He likens using social media at work to “having a slot machine at your desk.”

“Is anyone better off for having wasted hours and hours of time this past week exhaustively engaging half-formed back-and-forth yelling on social media?

the answer is yes for one group in particular: the executives at the giant social-media conglomerates, who sucked up all those extra ‘user engagement’ minutes like an oil tycoon who just hit a gusher.”

‘I’m on this more than is useful, more than is healthy. It’s keeping me from my kids, It’s keeping me from my friends. It’s keeping me from things I used to enjoy. I think it’s hurting the quality of my life.’

“we should have been more wary about this idea” of taking human sociality—“incredibly powerful and shaped by a million years of evolution”—and allowing 22-year-olds in California to reinvent it.

What people need, he thinks, is “a full-fledged philosophy” of how to use technology.

an experiment he called a “digital declutter.”

The prescription: Take a month off from all digital technologies you don’t absolutely have to use—including Facebook, Twitter, Instagram, even casual texting with friends. Spend the days figuring out what you’d like to do with your time. At the end of the experiment, resume technologies only to the extent that they’re the best way to accomplish something you value deeply

ne theme he noticed is that time online had crowded out activities like joining a church committee or a running club. Mr. Newport calls them “analog social media,”

people had failed to realize the extent to which the internet “had subtly pushed the analog leisure they used to like out of their life.”

When the digital declutterers regained time to cook or see close friends, “they essentially lost their taste” for staring at the screen and scrolling.

he’s been at the self-improvement game for a while. He started out writing books about how students could stand out in high school and college. His career followed his interests as he progressed from graduate student to professor and wondered why some people thrive professionally and others don’t. That led to his career-advice books, “So Good They Can’t Ignore You” and “Deep Work.”

It turns out that “focusing on fast and flexible communication—my argument is—didn’t make us more productive.” Instead, “it made our brains much, much less effective at the actual work.”

To have an excellent career, Mr. Newport argues, you need periods of uninterrupted concentration to produce work of unambiguous value. Many jobs lack a clear measure of value, so that employees treat “busyness as a proxy for productivity” and let email distract them from real work.

Some may protest—as I did—that if they quit Instagram they’ll lose track of old friends. Mr. Newport replies that “this idea that it’s important to maintain hundreds or thousands of weak-tie connections” is recent and untested. “I can’t see any great evidence that this is important to have.”

it can keep you from “investing more time into the types of relationships that have defined human sociology for centuries, which are close friends, family members and community.”