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there are no scale economies,” said Claus Frimand, a Danish amusement-park expert at attractions consultants MR ProFun Management Group.

designing coasters “is a European tradition,

Europe has remained prosperous after years of financial crises and unemployment in part because of its dominance in any number of small but profitable businesses like roller coasters, which combine highly specialized engineering skills with a centuries-old tradition of innovation.

He noted that European coaster makers tap the same pool of engineers known for their “obsession with detail and precision” as German car makers.

Such high-margin exports support thousands of production and design firms that demand large numbers of skilled employees and pay wages that manufacturers in few parts of the world can afford.

Where we have a compelling advantage in Europe is cutting-edge stuff coming from companies you haven’t heard of,

global competition and shifting trends in Europe mean the advantage is “fragile,” he said.

Schwarzkopf and its main U.S. rival, Arrow Dynamics, chased orders and cut prices in heated pursuit of business that ultimately landed both in bankruptcy, industry veterans say. T

Of the world’s 20 leading countries for engineering skills, 15 are in Europe, according to a study by London-based analysts at the Centre for Economic and Business Research.

On a computer, you can simulate anything, but when it comes to production, it’s a question of how precisely you can bend the track,”

even though all outsource track fabrication to specialized metalworks. “You can come up with a nice design but if it has a rough ride, nobody will want to ride it,” he said.

A New York Times investigation in Brazil found that, time and again, videos promoted by the site have upended central elements of daily life

YouTube’s recommendation system is engineered to maximize watchtime, among other factors, the company says, but not to favor any political ideology.

Some parents look to “Dr. YouTube” for health advice but get dangerous misinformation instead, hampering the nation’s efforts to fight diseases like Zika. Viral videos have incited death threats against public health advocates.

And in politics, a wave of right-wing YouTube stars ran for office alongside Mr. Bolsonaro, some winning by historic margins. Most still use the platform, governing the world’s fourth-largest democracy through internet-honed trolling and provocation

Teachers describe classrooms made unruly by students who quote from YouTube conspiracy videos or who, encouraged by right-wing YouTube stars, secretly record their instructors

But the emotions that draw people in — like fear, doubt and anger — are often central features of conspiracy theories, and in particular, experts say, of right-wing extremism

As the system suggests more provocative videos to keep users watching, it can direct them toward extreme content they might otherwise never find. And it is designed to lead users to new topics to pique new interest

The system now drives 70 percent of total time on the platfor

Zeynep Tufekci, a social media scholar, has called it “one of the most powerful radicalizing instruments of the 21st century.”

Danah Boyd, founder of the think tank Data & Society, attributed the disruption in Brazil to YouTube’s unrelenting push for viewer engagement, and the revenues it generates.

Maurício Martins, the local vice president of Mr. Bolsonaro’s party in Niterói, credited “most” of the party’s recruitment to YouTube — including his own.

“Before that, I didn’t have an ideological political background,” Mr. Martins said. YouTube’s auto-playing recommendations, he declared, were “my political education.”

“It was like that with everyone,”

Sometimes I’m watching videos about a game, and all of a sudden it’s a Bolsonaro video,”

More and more, his fellow students are making extremist claims, often citing as evidence YouTube stars like Mr. Moura, the guitarist-turned-conspiracist.

“If social media didn’t exist, I wouldn’t be here,” he said. “Jair Bolsonaro wouldn’t be president.”

In the months after YouTube changed its algorithm, positive mentions of Mr. Bolsonaro ballooned. So did mentions of conspiracy theories that he had floated. This began as polls still showed him to be deeply unpopular, suggesting that the platform was doing more than merely reflecting political trends.

Jonas Kaiser and Yasodara Córdova, with Adrian Rauchfleisch of National Taiwan University, programmed a Brazil-based server to enter a popular channel or search term, then open YouTube’s top recommendations, then follow the recommendations on each of those, and so on.

By repeating this thousands of times, the researchers tracked how the platform moved users from one video to the next. They found that after users watched a video about politics or even entertainment, YouTube’s recommendations often favored right-wing, conspiracy-filled channels like Mr. Moura’s

Crucially, users who watched one far-right channel would often be shown many more.

The algorithm had united once-marginal channels — and then built an audience for them

One of those channels belonged to Mr. Bolsonaro, who had long used the platform to post hoaxes and conspiracies

The conspiracies were not limited to politics. Many Brazilians searching YouTube for health care information found videos that terrified them: some said Zika was being spread by vaccines, or by the insecticides meant to curb the spread of the mosquito-borne disease that has ravaged northeastern Brazi

The videos appeared to rise on the platform in much the same way as extremist political content: by making alarming claims and promising forbidden truths that kept users glued to their screens.

Doctors, social workers and former government officials said the videos had created the foundation of a public health crisis as frightened patients refused vaccines and even anti-Zika insecticides.

Not long after YouTube installed its new recommendation engine, Dr. Santana’s patients began telling him that they’d seen videos blaming Zika on vaccines — and, later, on larvicides. Many refused both.

Medical providers, she said, were competing “every single day” against “Dr. Google and Dr. YouTube” — and they were losing

Brazil’s medical community had reason to feel outmatched. The Harvard researchers found that YouTube’s systems frequently directed users who searched for information on Zika, or even those who watched a reputable video on health issues, toward conspiracy channels

As the far right rose, many of its leading voices had learned to weaponize the conspiracy videos, offering their vast audiences a target: people to blame

Eventually, the YouTube conspiracists turned their spotlight on Debora Diniz, a women’s rights activist whose abortion advocacy had long made her a target of the far right

Bernardo Küster, a YouTube star whose homemade rants had won him 750,000 subscribers and an endorsement from Mr. Bolsonaro, accused her of involvement in the supposed Zika plots.

As far-right and conspiracy channels began citing one another, YouTube’s recommendation system learned to string their videos together

However implausible any individual rumor might be on its own, joined together, they created the impression that dozens of disparate sources were revealing the same terrifying truth.

When the university where Ms. Diniz taught received a warning that a gunman would shoot her and her students, and the police said they could no longer guarantee her safety, she left Brazil.

“The YouTube system of recommending the next video and the next video,” she said, had created “an ecosystem of hate.

“‘I heard here that she’s an enemy of Brazil. I hear in the next one that feminists are changing family values. And the next one I hear that they receive money from abroad” she said. “That loop is what leads someone to say ‘I will do what has to be done.’

In Brazil, this is a growing online practice known as “linchamento” — lynching. Mr. Bolsonaro was an early pioneer, spreading videos in 2012 that falsely accused left-wing academics of plotting to force schools to distribute “gay kits” to convert children to homosexuality.

Mr. Jordy, his tattooed Niterói protégé, was untroubled to learn that his own YouTube campaign, accusing teachers of spreading communism, had turned their lives upside down.One of those teachers, Valeria Borges, said she and her colleagues had been overwhelmed with messages of hate, creating a climate of fear.

Mr. Jordy, far from disputing this, said it had been his goal. “I wanted her to feel fear,” he said

The group’s co-founder, a man-bunned former rock guitarist name Pedro D’Eyrot, said “we have something here that we call the dictatorship of the like.”

Reality, he said, is shaped by whatever message goes most viral.

Even as he spoke, a two-hour YouTube video was captivating the nation. Titled “1964” for the year of Brazil’s military coup, it argued that the takeover had been necessary to save Brazil from communism.Mr. Dominguez, the teenager learning to play guitar, said the video persuaded him that his teachers had fabricated the horrors of military rule.

The first time NASA attempted this hot fire test in January, the engines rumbled to life. But instead of firing for eight minutes, the rocket’s computer shut down the engines after only about one minute.

Although there are many other rockets available today, they are too small to launch spacecraft that can carry people to the moon.

Although the Space Launch System will be expensive — up to $2 billion a launch for a rocket that can be used only once — Congress has provided steadfast financial support for it so far.

“The reason why we test on the ground in that sort of environment is we want to control the system and monitor the system closely and make sure if we have a problem we can shut down,” said Steve Jurczyk, who is serving as NASA’s acting administrator as the agency waits for President Biden to name his nominee for the post

Because of the size of the Space Launch System core stage — more than 200 feet tall and 27.6 feet wide — the test stand has been modified with an additional steel superstructure.

An icon of the Industrial Revolution broke onto the scene in the early 1700s, when Thomas Newcomen designed the prototype for the first modern steam engine. Called the “atmospheric steam engine,” Newcomen’s invention was originally applied to power the machines used to pump water out of mine shafts. 

Just as steam engines needed coal, steam power allowed miners to go deeper and extract more of this relatively cheap energy source. The demand for coal skyrocketed throughout the Industrial Revolution and beyond, as it would be needed to run not only the factories used to produce manufactured goods, but also the railroads and steamships used for transporting them.

In the early 1800s, Richard Trevithick debuted a steam-powered locomotive, and in 1830 similar locomotives started transporting freight (and passengers) between the industrial hubs of Manchester and Liverpool. By that time, steam-powered boats and ships were already in wide use, carrying goods along Britain’s rivers and canals as well as across the Atlantic.

The latter part of the Industrial Revolution also saw key advances in communication methods, as people increasingly saw the need to communicate efficiently over long distances. In 1837, British inventors William Cooke and Charles Wheatstone patented the first commercial telegraphy system, even as Samuel Morse and other inventors worked on their own versions in the United States. Cooke and Wheatstone’s system would be used for railroad signalling, as the speed of the new trains had created a need for more sophisticated means of communication.

Though many people in Britain had begun moving to the cities from rural areas before the Industrial Revolution, this process accelerated dramatically with industrialization, as the rise of large factories turned smaller towns into major cities over the span of decades. This rapid urbanization brought significant challenges, as overcrowded cities suffered from pollution, inadequate sanitation and a lack of clean drinking water.

The beginning of industrialization in the United States is usually pegged to the opening of a textile mill in Pawtucket, Rhode Island, in 1793 by the recent English immigrant Samuel Slater. Slater had worked at one of the mills opened by Richard Arkwright (inventor of the water frame) mills, and despite laws prohibiting the emigration of textile workers, he brought Arkwright’s designs across the Atlantic. He later built several other cotton mills in New England, and became known as the “Father of the American Industrial Revolution.”

By the end of the 19th century, with the so-called Second Industrial Revolution underway, the United States would also transition from a largely agrarian society to an increasingly urbanized one, with all the attendant problems. By the mid-19th century, industrialization was well-established throughout the western part of Europe and America’s northeastern region. By the early 20th century, the U.S. had become the world’s leading industrial nation.

(4) a new organization of work known as the factory system, which entailed increased division of labour and specialization of function, (5) important developments in transportation and communication, including the steam locomotive, steamship, automobile, airplane, telegraph, and radio, and (6) the increasing application of science to industry.

(1) agricultural improvements that made possible the provision of food for a larger nonagricultural population, (2) economic changes that resulted in a wider distribution of wealth, the decline of land as a source of wealth in the face of rising industrial production, and increased international trade,

(3) political changes reflecting the shift in economic power, as well as new state policies corresponding to the needs of an industrialized society, (4) sweeping social changes, including the growth of cities, the development of working-class movements, and the emergence of new patterns of authority, and (5) cultural transformations of a broad order. Workers acquired new and distinctive skills, and their relation to their tasks shifted; instead of being craftsmen working with hand tools,

or Belgium. While B

ritain was establishing its industrial leadership, France was immersed in its Revolution, and the uncertain political situation discouraged large investments in industrial innovations.

In the ’90s, when Ericsson looked into the numbers for the two dozen or so clinics that use his process, he discovered, to his surprise, that couples were requesting more girls than boys, a gap that has persisted, even though Ericsson advertises the method as more effective for producing boys. In some clinics, Ericsson has said, the ratio is now as high as 2 to 1.

A newer method for sperm selection, called MicroSort, is currently completing Food and Drug Administration clinical trials. The girl requests for that method run at about 75 percent.

Even more unsettling for Ericsson, it has become clear that in choosing the sex of the next generation, he is no longer the boss. “It’s the women who are driving all the decisions,”

Now the centuries-old preference for sons is eroding—or even reversing. “Women of our generation want daughters precisely because we like who we are,”

what if equality isn’t the end point? What if modern, postindustrial society is simply better suited to women?

Even Ericsson, the stubborn old goat, can sigh and mark the passing of an era. “Did male dominance exist? Of course it existed. But it seems to be gone now. And the era of the firstborn son is totally gone.”

Ericsson’s extended family is as good an illustration of the rapidly shifting landscape as any other. His 26-year-old granddaughter—“tall, slender, brighter than hell, with a take-no-prisoners personality”—is a biochemist and works on genetic sequencing. His niece studied civil engineering at the University of Southern California. His grandsons, he says, are bright and handsome, but in school “their eyes glaze over. I have to tell ’em: ‘Just don’t screw up and crash your pickup truck and get some girl pregnant and ruin your life.’

Man has been the dominant sex since, well, the dawn of mankind. But for the first time in human history, that is changing—and with shocking speed. Cultural and economic changes always reinforce each other

And the global economy is evolving in a way that is eroding the historical preference for male children, worldwide

Over several centuries, South Korea, for instance, constructed one of the most rigid patriarchal societies in the world.

As recently as 1985, about half of all women in a national survey said they “must have a son.” That percentage fell slowly until 1991 and then plummeted to just over 15 percent by 2003. Male preference in South Korea “is over,” says Monica Das Gupta, a demographer and Asia expert at the World Bank. “It happened so fast. It’s hard to believe it, but it is.” The same shift is now beginning in other rapidly industrializing countries such as India and China.

As thinking and communicating have come to eclipse physical strength and stamina as the keys to economic success, those societies that take advantage of the talents of all their adults, not just half of them, have pulled away from the rest. And because geopolitics and global culture are, ultimately, Darwinian, other societies either follow suit or end up marginalized

None of the 30 or so men sitting in a classroom at a downtown Kansas City school have come for voluntary adult enrichment. Having failed to pay their child support, they were given the choice by a judge to go to jail or attend a weekly class on fathering, which to them seemed the better deal.

in the U.S., the world’s most advanced economy, something much more remarkable seems to be happening. American parents are beginning to choose to have girls over boys. As they imagine the pride of watching a child grow and develop and succeed as an adult, it is more often a girl that they see in their mind’s eye.

What if the modern, postindustrial economy is simply more congenial to women than to men?

what if men and women were fulfilling not biological imperatives but social roles, based on what was more efficient throughout a long era of human history? What if that era has now come to an end? More to the point, what if the economics of the new era are better suited to women?

Once you open your eyes to this possibility, the evidence is all around you. It can be found, most immediately, in the wreckage of the Great Recession, in which three-quarters of the 8 million jobs lost were lost by men.

The recession merely revealed—and accelerated—a profound economic shift that has been going on for at least 30 years

Earlier this year, for the first time in American history, the balance of the workforce tipped toward women, who now hold a majority of the nation’s job

With few exceptions, the greater the power of women, the greater the country’s economic success

Women dominate today’s colleges and professional schools—for every two men who will receive a B.A. this year, three women will do the same. Of the 15 job categories projected to grow the most in the next decade in the U.S., all but two are occupied primarily by women

Indeed, the U.S. economy is in some ways becoming a kind of traveling sisterhood: upper-class women leave home and enter the workforce, creating domestic jobs for other women to fill.

The postindustrial economy is indifferent to men’s size and strength. The attributes that are most valuable today—social intelligence, open communication, the ability to sit still and focus—are, at a minimum, not predominantly male. In fact, the opposite may be true

Yes, women still do most of the child care. And yes, the upper reaches of society are still dominated by men. But given the power of the forces pushing at the economy, this setup feels like the last gasp of a dying age rather than the permanent establishment

In his final book, The Bachelors’ Ball, published in 2007, the sociologist Pierre Bourdieu describes the changing gender dynamics of Béarn, the region in southwestern France where he grew up. The eldest sons once held the privileges of patrimonial loyalty and filial inheritance in Béarn. But over the decades, changing economic forces turned those privileges into curses. Although the land no longer produced the impressive income it once had, the men felt obligated to tend it. Meanwhile, modern women shunned farm life, lured away by jobs and adventure in the city

The role reversal that’s under way between American men and women shows up most obviously and painfully in the working class

The working class, which has long defined our notions of masculinity, is slowly turning into a matriarchy, with men increasingly absent from the home and women making all the decisions

“Let’s see,” he continues, reading from a worksheet. What are the four kinds of paternal authority? Moral, emotional, social, and physical. “But you ain’t none of those in that house. All you are is a paycheck, and now you ain’t even that. And if you try to exercise your authority, she’ll call 911. How does that make you feel? You’re supposed to be the authority, and she says, ‘Get out of the house, bitch.’ She’s calling you ‘bitch’!”

Just about the only professions in which women still make up a relatively small minority of newly minted workers are engineering and those calling on a hard-science background, and even in those areas, women have made strong gains since the 1970s.

“Who’s doing what?” he asks them. “What is our role? Everyone’s telling us we’re supposed to be the head of a nuclear family, so you feel like you got robbed. It’s toxic, and poisonous, and it’s setting us up for failure.” He writes on the board: $85,000. “This is her salary.” Then: $12,000. “This is your salary. Who’s the damn man? Who’s the man now?” A murmur rises. “That’s right. She’s the man.”

In 1950, roughly one in 20 men of prime working age, like Henderson, was not working; today that ratio is about one in five, the highest ever recorded.

Men dominate just two of the 15 job categories projected to grow the most over the next decade: janitor and computer engineer. Women have everything else—nursing, home health assistance, child care, food preparation

Many of the new jobs, says Heather Boushey of the Center for American Progress, “replace the things that women used to do in the home for free.” None is especially high-paying. But the steady accumulation of these jobs adds up to an economy that, for the working class, has become more amenable to women than to men.

The list of growing jobs is heavy on nurturing professions, in which women, ironically, seem to benefit from old stereotypes and habits.

The men in that room, almost without exception, were casualties of the end of the manufacturing era. Most of them had continued to work with their hands even as demand for manual labor was declining.

Many professions that started out as the province of men are now filled mostly with women—secretary and teacher come to mind. Yet I’m not aware of any that have gone the opposite way. Nursing schools have tried hard to recruit men in the past few years, with minimal success. Teaching schools, eager to recruit male role models, are having a similarly hard time

The range of acceptable masculine roles has changed comparatively little, and has perhaps even narrowed as men have shied away from some careers women have entered. As Jessica Grose wrote in Slate, men seem “fixed in cultural aspic.” And with each passing day, they lag further behind.

women are also starting to dominate middle management, and a surprising number of professional careers as well. According to the Bureau of Labor Statistics, women now hold 51.4 percent of managerial and professional jobs—up from 26.1 percent in 1980

About a third of America’s physicians are now women, as are 45 percent of associates in law firms—and both those percentages are rising fast.

When we look back on this period, argues Jamie Ladge, a business professor at Northeastern University, we will see it as a “turning point for women in the workforce.”

A white-collar economy values raw intellectual horsepower, which men and women have in equal amounts. It also requires communication skills and social intelligence, areas in which women, according to many studies, have a slight edge. Perhaps most important—for better or worse—it increasingly requires formal education credentials, which women are more prone to acquire,

The men are black and white, their ages ranging from about 20 to 40. A couple look like they might have spent a night or two on the streets, but the rest look like they work, or used to. Now they have put down their sodas, and El-Scari has their attention, so he gets a little more philosophical

Companies began moving out of the city in search not only of lower rent but also of the “best educated, most conscientious, most stable workers.” They found their brightest prospects among “underemployed females living in middle-class communities on the fringe of the old urban areas.” As Garreau chronicles the rise of suburban office parks, he places special emphasis on 1978, the peak year for women entering the workforce. When brawn was off the list of job requirements, women often measured up better than men. They were smart, dutiful, and, as long as employers could make the jobs more convenient for them, more reliable

Near the top of the jobs pyramid, of course, the upward march of women stalls. Prominent female CEOs, past and present, are so rare that they count as minor celebrities,

Only 3 percent of Fortune 500 CEOs are women, and the number has never risen much above that.

What are these talents? Once it was thought that leaders should be aggressive and competitive, and that men are naturally more of both. But psychological research has complicated this picture. In lab studies that simulate negotiations, men and women are just about equally assertive and competitive, with slight variations. Men tend to assert themselves in a controlling manner, while women tend to take into account the rights of others, but both styles are equally effective,

Researchers have started looking into the relationship between testosterone and excessive risk, and wondering if groups of men, in some basic hormonal way, spur each other to make reckless decisions. The picture emerging is a mirror image of the traditional gender map: men and markets on the side of the irrational and overemotional, and women on the side of the cool and levelheaded.

the perception of the ideal business leader is starting to shift. The old model of command and control, with one leader holding all the decision-making power, is considered hidebound. The new model is sometimes called “post-heroic,” or “transformational”

he aim is to behave like a good coach, and channel your charisma to motivate others to be hardworking and creative. The model is not explicitly defined as feminist, but it echoes literature about male-female differences

Most important, women earn almost 60 percent of all bachelor’s degrees—the minimum requirement, in most cases, for an affluent life.

Firms that had women in top positions performed better, and this was especially true if the firm pursued what the researchers called an “innovation intensive strategy,” in which, they argued, “creativity and collaboration may be especially important”

he association is clear: innovative, successful firms are the ones that promote women. The same Columbia-Maryland study ranked America’s industries by the proportion of firms that employed female executives, and the bottom of the list reads like the ghosts of the economy past: shipbuilding, real estate, coal, steelworks, machinery.

To see the future—of the workforce, the economy, and the culture—you need to spend some time at America’s colleges and professional schools

emographically, we can see with absolute clarity that in the coming decades the middle class will be dominated by women.

Women now earn 60 percent of master’s degrees, about half of all law and medical degrees, and 42 percent of all M.B.A.s

“We never explicitly say, ‘Develop your feminine side,’ but it’s clear that’s what we’re advocating,” s

n a stark reversal since the 1970s, men are now more likely than women to hold only a high-school diploma.

ne would think that if men were acting in a rational way, they would be getting the education they need to get along out there,” says Tom Mortenson, a senior scholar at the Pell Institute for the Study of Opportunity in Higher Education. “But they are just failing to adapt.”

I visited a few schools around Kansas City to get a feel for the gender dynamics of higher education. I started at the downtown campus of Metropolitan Community College. Metropolitan is the kind of place where people go to learn practical job skills and keep current with the changing economy, and as in most community colleges these days, men were conspicuously absent.

the tidal wave of women continues to wash through the school—they now make up about 70 percent of its students. They come to train to be nurses and teachers

As for the men? Well, little has changed. “I recall one guy who was really smart,” one of the school’s counselors told me. “But he was reading at a sixth-grade level and felt embarrassed in front of the women. He had to hide his books from his friends, who would tease him when he studied. Then came the excuses. ‘It’s spring, gotta play ball.’ ‘It’s winter, too cold.’ He didn’t make it.”

“The economy isn’t as friendly to men as it once was,” says Jacqueline King, of the American Council on Education. “You would think men and women would go to these colleges at the same rate.” But they don’t.

Men, it turned out, had a harder time committing to school, even when they desperately needed to retool. They tended to start out behind academically, and many felt intimidated by the schoolwork. They reported feeling isolated and were much worse at seeking out fellow students, study groups, or counselors to help them adjust.

Mothers going back to school described themselves as good role models for their children. Fathers worried that they were abrogating their responsibilities as breadwinner.

it began showing up not just in community and liberal-arts colleges but in the flagship public universities—the UCs and the SUNYs and the UNCs.

Guys high-five each other when they get a C, while girls beat themselves up over a B-minus. Guys play video games in each other’s rooms, while girls crowd the study hall. Girls get their degrees with no drama, while guys seem always in danger of drifting away.

realized how much the basic expectations for men and women had shifted. Many of the women’s mothers had established their careers later in life, sometimes after a divorce, and they had urged their daughters to get to their own careers more quickly. They would be a campus of Tracy Flicks, except that they seemed neither especially brittle nor secretly falling apart.

Among traditional college students from the highest-income families, the gender gap pretty much disappears. But the story is not so simple. Wealthier students tend to go to elite private schools, and elite private schools live by their own rules.

Quietly, they’ve been opening up a new frontier in affirmative action, with boys playing the role of the underprivileged applicants needing an extra boost

among selective liberal-arts schools, being male raises the chance of college acceptance by 6.5 to 9 percentage points

the U.S. Commission on Civil Rights has voted to investigate what some academics have described as the “open secret” that private schools “are discriminating in admissions in order to maintain what they regard as an appropriate gender balance.”

To avoid crossing the dreaded 60 percent threshold, admissions officers have created a language to explain away the boys’ deficits: “Brain hasn’t kicked in yet.” “Slow to cook.” “Hasn’t quite peaked.” “Holistic picture.”

Clearly, some percentage of boys are just temperamentally unsuited to college, at least at age 18 or 20, but without it, they have a harder time finding their place these days

“Forty years ago, 30 years ago, if you were one of the fairly constant fraction of boys who wasn’t ready to learn in high school, there were ways for you to enter the mainstream economy,” says Henry Farber, an economist at Princeton. “When you woke up, there were jobs. There were good industrial jobs, so you could have a good industrial, blue-collar career. Now those jobs are gone.”

the disparities start before college. Throughout the ’90s, various authors and researchers agonized over why boys seemed to be failing at every level of education, from elementary school on up

identified various culprits: a misguided feminism that treated normal boys as incipient harassers (Christina Hoff Sommers); different brain chemistry (Michael Gurian); a demanding, verbally focused curriculum that ignored boys’ interests (Richard Whitmire)

t’s not all that clear that boys have become more dysfunctional—or have changed in any way. What’s clear is that schools, like the economy, now value the self-control, focus, and verbal aptitude that seem to come more easily to young girls.

movement is growing for more all-boys schools and classes, and for respecting the individual learning styles of boys

In their desperation to reach out to boys, some colleges have formed football teams and started engineering programs.

allowing generations of boys to grow up feeling rootless and obsolete is not a recipe for a peaceful future. Men have few natural support groups and little access to social welfare; the men’s-rights groups that do exist in the U.S. are taking on an angry, antiwoman edge.

Marriages fall apart or never happen at all, and children are raised with no fathers. Far from being celebrated, women’s rising power is perceived as a threat.

his is the first time that the cohort of Americans ages 30 to 44 has more college-educated women than college-educated men, and the effects are upsetting the traditional Cleaver-family dynamics. In 1970, women contributed 2 to 6 percent of the family income. Now the typical working wife brings home 42.2 percent, and four in 10 mothers—many of them single mothers—are the primary breadwinners in their familie

ncreasing numbers of women—unable to find men with a similar income and education—are forgoing marriage altogether. In 1970, 84 percent of women ages 30 to 44 were married; now 60 percent are.

or all the hand-wringing over the lonely spinster, the real loser in society—the only one to have made just slight financial gains since the 1970s—is the single man, whether poor or rich, college-educated or not. Hens rejoice; it’s the bachelor party that’s over.

The sociologist Kathryn Edin spent five years talking with low-income mothers in the inner suburbs of Philadelphia. Many of these neighborhoods, she found, had turned into matriarchies, with women making all the decisions and dictating what the men should and should not do. “I think something feminists have missed,” Edin told me, “is how much power women have” when they’re not bound by marriage

he women, she explained, “make every important decision”—whether to have a baby, how to raise it, where to live. “It’s definitely ‘my way or the highway,’

Thirty years ago, cultural norms were such that the fathers might have said, ‘Great, catch me if you can.’ Now they are desperate to father, but they are pessimistic about whether they can meet her expectations.” The women don’t want them as husbands, and they have no steady income to provide. So what do they have?

Nothing,” Edin says. “They have nothing. The men were just annihilated in the recession of the ’90s, and things never got better. Now it’s just awful.”

The phenomenon of children being born to unmarried parents “has spread to barrios and trailer parks and rural areas and small towns,” Edin says, and it is creeping up the class ladder. After staying steady for a while, the portion of American children born to unmarried parents jumped to 40 percent in the past few years.

Many of their mothers are struggling financially; the most successful are working and going to school and hustling to feed the children, and then falling asleep in the elevator of the community college.

Still, they are in charge. “The family changes over the past four decades have been bad for men and bad for kids, but it’s not clear they are bad for women,”

Over the years, researchers have proposed different theories to explain the erosion of marriage in the lower classes: the rise of welfare, or the disappearance of work and thus of marriageable men

the most compelling theory is that marriage has disappeared because women are setting the terms—and setting them too high for the men around them to reach.

The whole country’s future could look much as the present does for many lower-class African Americans: the mothers pull themselves up, but the men don’t follow. First-generation college-educated white women may join their black counterparts in a new kind of middle class, where marriage is increasingly rare.

Japan is in a national panic over the rise of the “herbivores,” the cohort of young men who are rejecting the hard-drinking salaryman life of their fathers and are instead gardening, organizing dessert parties, acting cartoonishly feminine, and declining to have sex. The generational young-women counterparts are known in Japan as the “carnivores,” or sometimes the “hunters.”

American pop culture keeps producing endless variations on the omega male, who ranks even below the beta in the wolf pack.

At the same time, a new kind of alpha female has appeared, stirring up anxiety and, occasionally, fear. The cougar trope started out as a joke about desperate older women. Now it’s gone mainstream, even in Hollywood,

the more women dominate, the more they behave, fittingly, like the dominant sex. Rates of violence committed by middle-aged women have skyrocketed since the 1980

“Security and privacy have long been top companywide priorities at Twitter,” said Twitter spokeswoman Rebecca Hahn. She said that Zatko’s allegations appeared to be “riddled with inaccuracies” and that Zatko “now appears to be opportunistically seeking to inflict harm on Twitter, its customers, and its shareholders.” Hahn said that Twitter fired Zatko after 15 months “for poor performance and leadership.” Attorneys for Zatko confirmed he was fired but denied it was for performance or leadership.

the whistleblower document alleges the company prioritized user growth over reducing spam, though unwanted content made the user experience worse. Executives stood to win individual bonuses of as much as $10 million tied to increases in daily users, the complaint asserts, and nothing explicitly for cutting spam.

Chief executive Parag Agrawal was “lying” when he tweeted in May that the company was “strongly incentivized to detect and remove as much spam as we possibly can,” the complaint alleges.

Zatko described his decision to go public as an extension of his previous work exposing flaws in specific pieces of software and broader systemic failings in cybersecurity. He was hired at Twitter by former CEO Jack Dorsey in late 2020 after a major hack of the company’s systems.

“I felt ethically bound. This is not a light step to take,” said Zatko, who was fired by Agrawal in January. He declined to discuss what happened at Twitter, except to stand by the formal complaint. Under SEC whistleblower rules, he is entitled to legal protection against retaliation, as well as potential monetary rewards.

A person familiar with Zatko’s tenure said the company investigated Zatko’s security claims during his time there and concluded they were sensationalistic and without merit. Four people familiar with Twitter’s efforts to fight spam said the company deploys extensive manual and automated tools to both measure the extent of spam across the service and reduce it.

In 1998, Zatko had testified to Congress that the internet was so fragile that he and others could take it down with a half-hour of concentrated effort. He later served as the head of cyber grants at the Defense Advanced Research Projects Agency, the Pentagon innovation unit that had backed the internet’s invention.

Overall, Zatko wrote in a February analysis for the company attached as an exhibit to the SEC complaint, “Twitter is grossly negligent in several areas of information security. If these problems are not corrected, regulators, media and users of the platform will be shocked when they inevitably learn about Twitter’s severe lack of security basics.”

Zatko’s complaint says strong security should have been much more important to Twitter, which holds vast amounts of sensitive personal data about users. Twitter has the email addresses and phone numbers of many public figures, as well as dissidents who communicate over the service at great personal risk.

This month, an ex-Twitter employee was convicted of using his position at the company to spy on Saudi dissidents and government critics, passing their information to a close aide of Crown Prince Mohammed bin Salman in exchange for cash and gifts.

Zatko’s complaint says he believed the Indian government had forced Twitter to put one of its agents on the payroll, with access to user data at a time of intense protests in the country. The complaint said supporting information for that claim has gone to the National Security Division of the Justice Department and the Senate Select Committee on Intelligence. Another person familiar with the matter agreed that the employee was probably an agent.

“Take a tech platform that collects massive amounts of user data, combine it with what appears to be an incredibly weak security infrastructure and infuse it with foreign state actors with an agenda, and you’ve got a recipe for disaster,” Charles E. Grassley (R-Iowa), the top Republican on the Senate Judiciary Committee,

Many government leaders and other trusted voices use Twitter to spread important messages quickly, so a hijacked account could drive panic or violence. In 2013, a captured Associated Press handle falsely tweeted about explosions at the White House, sending the Dow Jones industrial average briefly plunging more than 140 points.

After a teenager managed to hijack the verified accounts of Obama, then-candidate Joe Biden, Musk and others in 2020, Twitter’s chief executive at the time, Jack Dorsey, asked Zatko to join him, saying that he could help the world by fixing Twitter’s security and improving the public conversation, Zatko asserts in the complaint.

The complaint — filed last month with the Securities and Exchange Commission and the Department of Justice, as well as the FTC — says thousands of employees still had wide-ranging and poorly tracked internal access to core company software, a situation that for years had led to embarrassing hacks, including the commandeering of accounts held by such high-profile users as Elon Musk and former presidents Barack Obama and Donald Trump.

But at Twitter Zatko encountered problems more widespread than he realized and leadership that didn’t act on his concerns, according to the complaint.

Twitter’s difficulties with weak security stretches back more than a decade before Zatko’s arrival at the company in November 2020. In a pair of 2009 incidents, hackers gained administrative control of the social network, allowing them to reset passwords and access user data. In the first, beginning around January of that year, hackers sent tweets from the accounts of high-profile users, including Fox News and Obama.

Several months later, a hacker was able to guess an employee’s administrative password after gaining access to similar passwords in their personal email account. That hacker was able to reset at least one user’s password and obtain private information about any Twitter user.

Twitter continued to suffer high-profile hacks and security violations, including in 2017, when a contract worker briefly took over Trump’s account, and in the 2020 hack, in which a Florida teen tricked Twitter employees and won access to verified accounts. Twitter then said it put additional safeguards in place.

This year, the Justice Department accused Twitter of asking users for their phone numbers in the name of increased security, then using the numbers for marketing. Twitter agreed to pay a $150 million fine for allegedly breaking the 2011 order, which barred the company from making misrepresentations about the security of personal data.

After Zatko joined the company, he found it had made little progress since the 2011 settlement, the complaint says. The complaint alleges that he was able to reduce the backlog of safety cases, including harassment and threats, from 1 million to 200,000, add staff and push to measure results.

But Zatko saw major gaps in what the company was doing to satisfy its obligations to the FTC, according to the complaint. In Zatko’s interpretation, according to the complaint, the 2011 order required Twitter to implement a Software Development Life Cycle program, a standard process for making sure new code is free of dangerous bugs. The complaint alleges that other employees had been telling the board and the FTC that they were making progress in rolling out that program to Twitter’s systems. But Zatko alleges that he discovered that it had been sent to only a tenth of the company’s projects, and even then treated as optional.

“If all of that is true, I don’t think there’s any doubt that there are order violations,” Vladeck, who is now a Georgetown Law professor, said in an interview. “It is possible that the kinds of problems that Twitter faced eleven years ago are still running through the company.”

“Agrawal’s Tweets and Twitter’s previous blog posts misleadingly imply that Twitter employs proactive, sophisticated systems to measure and block spam bots,” the complaint says. “The reality: mostly outdated, unmonitored, simple scripts plus overworked, inefficient, understaffed, and reactive human teams.”

One current and one former employee recalled that incident, when failures at two Twitter data centers drove concerns that the service could have collapsed for an extended period. “I wondered if the company would exist in a few days,” one of them said.

The current and former employees also agreed with the complaint’s assertion that past reports to various privacy regulators were “misleading at best.”

For example, they said the company implied that it had destroyed all data on users who asked, but the material had spread so widely inside Twitter’s networks, it was impossible to know for sure

As the head of security, Zatko says he also was in charge of a division that investigated users’ complaints about accounts, which meant that he oversaw the removal of some bots, according to the complaint. Spam bots — computer programs that tweet automatically — have long vexed Twitter. Unlike its social media counterparts, Twitter allows users to program bots to be used on its service: For example, the Twitter account @big_ben_clock is programmed to tweet “Bong Bong Bong” every hour in time with Big Ben in London. Twitter also allows people to create accounts without using their real identities, making it harder for the company to distinguish between authentic, duplicate and automated accounts.

In the complaint, Zatko alleges he could not get a straight answer when he sought what he viewed as an important data point: the prevalence of spam and bots across all of Twitter, not just among monetizable users.

Zatko cites a “sensitive source” who said Twitter was afraid to determine that number because it “would harm the image and valuation of the company.” He says the company’s tools for detecting spam are far less robust than implied in various statements.

The complaint also alleges that Zatko warned the board early in his tenure that overlapping outages in the company’s data centers could leave it unable to correctly restart its servers. That could have left the service down for months, or even have caused all of its data to be lost. That came close to happening in 2021, when an “impending catastrophic” crisis threatened the platform’s survival before engineers were able to save the day, the complaint says, without providing further details.

The four people familiar with Twitter’s spam and bot efforts said the engineering and integrity teams run software that samples thousands of tweets per day, and 100 accounts are sampled manually.

Some employees charged with executing the fight agreed that they had been short of staff. One said top executives showed “apathy” toward the issue.

Zatko’s complaint likewise depicts leadership dysfunction, starting with the CEO. Dorsey was largely absent during the pandemic, which made it hard for Zatko to get rulings on who should be in charge of what in areas of overlap and easier for rival executives to avoid collaborating, three current and former employees said.

For example, Zatko would encounter disinformation as part of his mandate to handle complaints, according to the complaint. To that end, he commissioned an outside report that found one of the disinformation teams had unfilled positions, yawning language deficiencies, and a lack of technical tools or the engineers to craft them. The authors said Twitter had no effective means of dealing with consistent spreaders of falsehoods.

Dorsey made little effort to integrate Zatko at the company, according to the three employees as well as two others familiar with the process who spoke on the condition of anonymity to describe sensitive dynamics. In 12 months, Zatko could manage only six one-on-one calls, all less than 30 minutes, with his direct boss Dorsey, who also served as CEO of payments company Square, now known as Block, according to the complaint. Zatko allegedly did almost all of the talking, and Dorsey said perhaps 50 words in the entire year to him. “A couple dozen text messages” rounded out their electronic communication, the complaint alleges.

Faced with such inertia, Zatko asserts that he was unable to solve some of the most serious issues, according to the complaint.

Some 30 percent of company laptops blocked automatic software updates carrying security fixes, and thousands of laptops had complete copies of Twitter’s source code, making them a rich target for hackers, it alleges.

A successful hacker takeover of one of those machines would have been able to sabotage the product with relative ease, because the engineers pushed out changes without being forced to test them first in a simulated environment, current and former employees said.

“It’s near-incredible that for something of that scale there would not be a development test environment separate from production and there would not be a more controlled source-code management process,” said Tony Sager, former chief operating officer at the cyberdefense wing of the National Security Agency, the Information Assurance divisio

Sager is currently senior vice president at the nonprofit Center for Internet Security, where he leads a consensus effort to establish best security practices.

The complaint says that about half of Twitter’s roughly 7,000 full-time employees had wide access to the company’s internal software and that access was not closely monitored, giving them the ability to tap into sensitive data and alter how the service worked. Three current and former employees agreed that these were issues.

“A best practice is that you should only be authorized to see and access what you need to do your job, and nothing else,” said former U.S. chief information security officer Gregory Touhill. “If half the company has access to and can make configuration changes to the production environment, that exposes the company and its customers to significant risk.”

The complaint says Dorsey never encouraged anyone to mislead the board about the shortcomings, but that others deliberately left out bad news.

When Dorsey left in November 2021, a difficult situation worsened under Agrawal, who had been responsible for security decisions as chief technology officer before Zatko’s hiring, the complaint says.

An unnamed executive had prepared a presentation for the new CEO’s first full board meeting, according to the complaint. Zatko’s complaint calls the presentation deeply misleading.

The presentation showed that 92 percent of employee computers had security software installed — without mentioning that those installations determined that a third of the machines were insecure, according to the complaint.

Another graphic implied a downward trend in the number of people with overly broad access, based on the small subset of people who had access to the highest administrative powers, known internally as “God mode.” That number was in the hundreds. But the number of people with broad access to core systems, which Zatko had called out as a big problem after joining, had actually grown slightly and remained in the thousands.

The presentation included only a subset of serious intrusions or other security incidents, from a total Zatko estimated as one per week, and it said that the uncontrolled internal access to core systems was responsible for just 7 percent of incidents, when Zatko calculated the real proportion as 60 percent.

Zatko stopped the material from being presented at the Dec. 9, 2021 meeting, the complaint said. But over his continued objections, Agrawal let it go to the board’s smaller Risk Committee a week later.

Agrawal didn’t respond to requests for comment. In an email to employees after publication of this article, obtained by The Post, he said that privacy and security continues to be a top priority for the company, and he added that the narrative is “riddled with inconsistences” and “presented without important context.”

On Jan. 4, Zatko reported internally that the Risk Committee meeting might have been fraudulent, which triggered an Audit Committee investigation.

Agarwal fired him two weeks later. But Zatko complied with the company’s request to spell out his concerns in writing, even without access to his work email and documents, according to the complaint.

Since Zatko’s departure, Twitter has plunged further into chaos with Musk’s takeover, which the two parties agreed to in May. The stock price has fallen, many employees have quit, and Agrawal has dismissed executives and frozen big projects.

Zatko said he hoped that by bringing new scrutiny and accountability, he could improve the company from the outside.

“I still believe that this is a tremendous platform, and there is huge value and huge risk, and I hope that looking back at this, the world will be a better place, in part because of this.”

NHTSA said it has an “active investigation” of Autopilot. “NHTSA generally does not comment on matters related to open investigations,” NHTSA spokeswoman Veronica Morales said in a statement. In 2021, the agency adopted a rule requiring carmakers such as Tesla to report crashes involving their driver-assistance systems.Beyond the data collection, though, there are few clear legal limitations on how this type of advanced driver-assistance technology should operate and what capabilities it should have.

“Tesla has decided to take these much greater risks with the technology because they have this sense that it’s like, ‘Well, you can figure it out. You can determine for yourself what’s safe’ — without recognizing that other road users don’t have that same choice,” former NHTSA administrator Steven Cliff said in an interview.“If you’re a pedestrian, [if] you’re another vehicle on the road,” he added, “do you know that you’re unwittingly an object of an experiment that’s happening?”

Banner researched Tesla for years before buying a Model 3 in 2018, his wife, Kim, told federal investigators. Around the time of his purchase, Tesla’s website featured a video showing a Tesla navigating the curvy roads and intersections of California while a driver sits in the front seat, hands hovering beneath the wheel.The video, recorded in 2016, is still on the site today.“The person in the driver’s seat is only there for legal reasons,” the video says. “He is not doing anything. The car is driving itself.”

Musk made a similar assertion about a more sophisticated form of Autopilot called Full Self-Driving on an earnings call in July. “Now, I know I’m the boy who cried FSD,” he said. “But man, I think we’ll be better than human by the end of this year.”

While the video concerned Full Self-Driving, which operates on surface streets, the plaintiffs in the Banner case argue Tesla’s “marketing does not always distinguish between these systems.”

Not only is the marketing misleading, plaintiffs in several cases argue, the company gives drivers a long leash when deciding when and how to use the technology. Though Autopilot is supposed to be enabled in limited situations, it sometimes works on roads it’s not designed for. It also allows drivers to go short periods without touching the wheel and to set cruising speeds well above posted speed limits.

Identifying semi-trucks is a particular deficiency that engineers have struggled to solve since Banner’s death, according to a former Autopilot employee who spoke on the condition of anonymity for fear of retribution.

Tesla complicated the matter in 2021 when it eliminated radar sensors from its cars, The Post previously reported, making vehicles such as semi-trucks appear two-dimensional and harder to parse.

“If a system turns on, then at least some users will conclude it must be intended to work there,” Koopman said. “Because they think if it wasn’t intended to work there, it wouldn’t turn on.”Andrew Maynard, a professor of advanced technology transitions at Arizona State University, said customers probably just trust the technology.“Most people just don’t have the time or ability to fully understand the intricacies of it, so at the end they trust the company to protect them,” he said.

I’ve seen arguments that it goes back to the 1978 Bakke decision, when the Supreme Court effectively greenlit affirmative action in the name of diversity.

the problem with Bakke isn’t that it allowed diversity to be a consideration in admissions decisions. It’s that university administrators turned an allowance into a requirement, so a kind of racial gerrymander now permeates nearly every aspect of academic life, from admissions decisions to faculty appointments to the racial makeup of contributors to essay collections

If affirmative action had been administered with a lighter hand — more nudge than mandate — it might have survived the court’s scrutiny last year. Instead, it became a pervasive regime that frequently got in the way of the universities’ higher goals, particularly the open exchange of ideas.

skin color was the first thing The Harvard Crimson noted in its story about her taking office, and her missteps and questions about her academic work gave ammunition to detractors who claimed she owed her position solely to her race.

This is the poisoned pool in which Harvard now swims. Whenever it elevates someone like Gay, there’s an assumption by admirers and detractors alike that she’s a political symbol whose performance represents more than who she is as a person

dehumanization is the price any institution pays when considerations of social engineering supplant those of individual achievement.

It may take a generation after the end of affirmative action before someone like Gay can have the opportunity to be judged on her own merits, irrespective of her color.

the damage that the social-justice model has done to higher education will take longer to repair. In 2015, 57 percent of Americans expressed high confidence in higher education, according to a Gallup survey. Last year, the number had fallen to 36 percent, and that was before the wave of antisemitic campus outbursts. At Harvard, early admission applications fell by 17 percent last fall.

Harvard also sets the tone for the rest of American higher ed — and for public attitudes toward it. One of the secrets of America’s postwar success wasn’t simply the caliber of U.S. universities. It was the respect they engendered among ordinary people who aspired to send their children to them.

That respect is now being eroded to the point of being erased. For good reason

People admire, and will strive for, excellence — both for its own sake and for the status it confers. But status without excellence is a rapidly wasting asset, especially when it comes with an exorbitant price. That’s the position of much of American academia today. Two hundred thousand dollars or more is a lot to pay for lessons in how to be an anti-racist.

the intellectual rot is pervasive and won’t stop spreading until universities return to the idea that their central purpose is to identify and nurture and liberate the best minds, not to engineer social utopias.

The ban applies only to national security missions, but the Pentagon’s request has also frustrated those who have pressed to end American reliance on Russia for NASA and commercial spaceflights, at a time when relations between the two countries have become tenser than in any other period since the Cold War.

“I don’t know what the Pentagon’s position can be, except for them and the Obama administration trying to placate Putin,

The Pentagon’s position, however, has powerful support from the nation’s intelligence chief and two of the most influential defense contractors, Boeing and Lockheed Martin.

When the House passed its annual defense authorization bill, it approved language that would ease the ban.

The debate is an example of the seismic shift in relations between the United States and Russia, ending a quarter century of tentative and sometimes strained efforts to cooperate.

The arrangement attracted opposition because of Energomash’s majority state ownership and, according to an article by Reuters last year, a minority share tied to one of Mr. Putin’s closest friends, the billionaire Yuri V.

“Certainly we cannot have Vladimir Putin and his cronies profit from the sale of rocket engines,”

The debate over the Russian engines has become entangled in an emerging rivalry among the companies vying for the lucrative business of space launches, amounting to $70 billion in contracts for military and intelligence missions alone

Smil’s “prime movers,” which he defines as “energy converters able to produce kinetic (mechanical) energy into forms suitable for human use.” For most of the time that there have been humans on earth, the best prime movers have been people

while Smil agrees with pretty much everyone else that the next big energy transition is from nonrenewable to renewable resources, he is cautious about the timing. At one level, the change is plainly inevitable.

Things really kicked off with the invention of the steam engine in the 1700s—the first prime mover powered by fuels (100,000W in 1800; 3,000,000W in 1900). This was followed by the steam turbine (75,000W in 1890; 25,000,000W in 1914). The prime-mover revolution is rounded out by the internal-combustion engine in the later half of the 1800s and the gas turbine in the 1930s

Smil is concerned with the series of transitions that have occurred throughout human history, both in terms of resources and prime movers. These transitions are somewhat interrelated, but not completely. For example, you can run a steam turbine off of wood, coal, or nuclear power so a transition between those resources does not necessitate a change in prime movers. On the other hand, you can’t feed an internal-combustion engine with wind or wood. At the moment, all of our best prime movers rely heavily on fossil fuels.

how prime movers have increased in power over the course of history. Remember that orange lifted to a counter? If you expend that effort over a second, that's 1W (a watt) of work. Smil calculates that the average healthy human can sustain 60W–100W of work throughout a working day. At some point in prehistory, people started yoking domesticated animals (250W–800W depending on the breed). Then came sails, then a few thousand years later, waterwheels (2,000W–4,000W in medieval times) and then a thousand years after that, windmills (1,000W–10,0000W in 1900).

The barriers to total conversion—much like the problems that plague our energy infrastructure—are a funny mixture of policy, technology, infrastructure, and physics

Where he does differ is in his opinion about how quickly it can happen. Where Gore calls for a complete conversion to renewables in 10 years, Smil thinks the transition will take generations.

For example, the possibility that nuclear power might take up any of the load in the U.S. seems extremely low, given that no new plants have been built since the 1970s. That’s not a physics problem, that’s a policy problem.

As far as converting to wind and solar, Smil sees much bigger technological and infrastructural hurdles. A switch to renewables means a transition in terms of both resources and prime movers.

The character of renewable resources is fundamentally different from that of fossil fuels. Where fuels are highly dense stores of energy and relatively easy to reliably transport, the renewables are characterized by the highly fickle ebbs and flows of nature. Some days are sunny, others have clouds.

Energy density is sometimes used to discuss the capacity of volumes of batteries and fuel. Smil is interested instead in measuring energy per unit of the earth’s surface. He uses the figure as a means to try to compare the various means of producing energy and the demands for using it.

to measure the energy density of coal, you look at how much energy you get from burning coal and divide that by how much of the earth’s surface needs to be given over to coal production to get it.

Because the best way of mitigating the irregularity in how they generate power is to create interconnected grids, an energy regime based on wind and solar needs to lay a lot of power lines through a lot of jurisdictions and permitting regimes. Physics meets infrastructure, and policy. Renewables are simply more diffuse.

“Mass adoption of renewable energies would thus necessitate a fundamental reshaping of modern energy infrastructures,” Smil writes. We'd go from harvesting energy from concentrated sources and diffusing it outwards, to gathering energy from diffuse sources and concentrating it inwards towards relatively few centers. This is, fundamentally, a very different way of organizing how we use land.

This is not impossible, and in the long run it is probably inevitable. But we underestimate the effort required and changes that will be necessary at our peril.

The switch from wood to coal ushered in industrialization which completely upended social-structures and human relationships all over the world. The rise of oil transformed geo-politics, turning some countries into energy superpowers overnight. No one knows how deeply our society might be transformed by the transition to renewables. Or whether we'll be able to do it fast enough.

The modern GE was built by Jack Welch, the youngest CEO and chairman in company history when he took over in 1981. He ran it for 20 years, becoming the rare CEO who was also a household name, praised for his strategic and operational mastery.

their most obvious problem. GE couldn’t live without GE Capital, still so big it was essentially the nation’s seventh largest bank. But investors couldn’t live with GE Capital and its unshakable shadow of risk, either.

it worked more like a collection of businesses under the protection of a giant bank. As the financial sector came to drive more of the U.S. economy, GE Capital, the company’s finance arm, powered more of the company’s growth. At its height, Capital accounted for more than half of GE’s profits. It rivaled the biggest banks in the country, competed with Wall Street for the brightest M.B.A.s and employed hundreds of bankers.

The industrial spine of the company gave GE a AAA credit rating that allowed it to borrow money inexpensively, giving it an advantage over banks, which relied on deposits. The cash flowed up to headquarters where it powered the development of new jet engines and dividends for shareholders.

Capital also gave General Electric’s chief executives a handy, deep bucket of financial spackle with which to smooth over the cracks in quarterly earnings reports and keep Wall Street happy

GE shares were trading at 40 times its earnings when Welch retired in 2001, more than double where it had historically. And much of those profits were coming from deep within Capital, not the company’s factories.

When the financial crisis hit, Capital fell back to earth, taking GE’s share price and Immelt with it. The stock closed as low as $6.66 in March 2009. General Electric was on the brink of collapse. The market for short-term loans, the lifeblood of GE Capital, had frozen, and there was little in the way of deposits to fall back on. The Federal Reserve stepped in to save it after an emergency plea from Immelt.

the near-death experience taught investors to think of GE like a bank, a stock always vulnerable to another financial collapse

At its peak, General Electric was the most valuable company in the U.S., worth nearly $600 billion in August 2000. That year, GE’s third of a million employees operated 150 factories in the U.S., and another 176 in 34 other countries. Its pension plan covered 485,000 people.

What if the GE Jack Welch built didn’t work any more?

Cracks in the performance of the company’s industrial lines—its power turbines, jet engines, locomotives and MRI machines—would now be plain to see, some executives worried, without Capital’s cash to help cover the weak quarters and pay the sacrosanct dividend

Most of the shortfall came from its service contracts, which should have been the source of the easiest profits. Instead, the heart of the industrial business was hollow. And its failure was about to tip the entire company into crisis.

Former colleagues compared him to Bill Clinton because of his magnetic ability to hold the focus of a room. He sounded like a leader. He was a natural salesman.

Immelt was so confident in GE’s managerial excellence that he projected a sunny vision for the company’s future that didn’t always match reality. He was aware of the challenges, but he wanted his people to feel like they were playing for a winning team. That often left Immelt, in the words of one GE insider, trying to market himself out of a math problem.

Alstom’s problems hadn’t gone away, but now its stock was cheaper, and Immelt saw the makings of a deal that fit perfectly with his vision for reshaping his company. GE would essentially swap Capital, the cash engine that no longer made sense, for a new one that could churn out profits each quarter in the reliable way that industrial companies were supposed to.

To the dismay of some involved, GE’s bid crept upward, from the €30 a share that the power division’s deal team already believed was too high, to roughly €34, or almost $47. Immelt and Kron met one-on-one, and the deal team realized the game was over. The principals had shaken hands.

The visions for the present and the future were both fundamentally flawed. As GE’s research department was preparing white papers heralding “The Age of Gas,” the world was entering a multiyear decline in the demand for new gas power plants and for the electricity that made them profitable.

When advisers determined that the concessions to get the deal approved might have grown costly enough to trigger a provision allowing GE to back out, some in the Power business quietly celebrated, confiding in one another that they assumed management would abandon the deal. But Immelt and his circle of closest advisers wanted it done. That included Steve Bolze, the man who ran it and hoped someday to run all of General Electric.

“Steve’s our guy,” McElhinney said in one meeting. If Bolze was elevated to CEO, those behind him in Power would rise too. “Get on board,” he said. “We have to make the numbers.”

Immelt, trapped in Welch’s long shadow, craved a bold move to shock his company out of the doldrums that had plagued his tenure. It was time for GE to be reinvented again.

In the dry language of accounting in which he was so fluent, Flannery was declaring a pillar of Immelt’s pivot had failed: GE had been sending money out the door to repurchase its stock and pay dividends but wasn’t bringing in enough from its regular operations to cover them. It wasn’t sustainable. Buybacks and dividends are generally paid out of leftover funds.

when GE spun off Genworth, there was a chunk of the business, long-term-care insurance, that lingered. Policies designed to cover expenses like nursing homes and assisted living had proved to be a disaster for insurers who had drastically underestimated the costs

The bankers didn’t think the long-term-care business could be part of the Genworth spinoff. To make the deal more attractive, GE agreed to cover any losses. This insurance for insurers covered about 300,000 policies by early 2018, about 4% of all such policies written in the country. Incoming premiums weren’t covering payouts.

Two months after Miller flagged the $3 billion, it was clear the problem was a great deal larger. GE was preparing for it to be more than $6 billion and needed to come up with $15 billion in reserves regulators required it to have to cover possible costs in the future. The figure was gigantic. By comparison, even after the recent cut, GE’s annual dividend cost $4 billion.

JP Morgan analyst Steve Tusa, who led the pack in arguing that GE was harboring serious problems, removed his sell rating on the stock this week. GE’s biggest skeptic still thinks the businesses are broken but the risks are now known. The stock climbed back above $7 on Thursday, but is down more than 50% for the year and nearly 90% from its 2000 zenith.

Chinese and American companies are on relatively even footing when it comes to breadth. Though American Internet companies have a smaller domestic user base than China, which has over a billion users on 4G devices, the best American companies can also draw in users from around the globe, bringing their total user base to over a billion.

when it comes to depth of data, China has the upper hand. Chinese Internet users channel a much larger portion of their daily activities, transactions and interactions through their smartphones. They use their smartphones for managing their daily lives, from buying groceries at the market to paying their utility bills, booking train or bus tickets and to take out loans, among other things.

Weaving together data from mobile payments, public services, financial management and shared mobility gives Chinese companies a deep and more multi-dimensional picture of their users. That allows their AI algorithms to precisely tailor product offerings to each individual. In the current age of AI implementation, this will likely lead to a substantial acceleration and deepening of AI’s impact across China’s economy. That is where the “data gap” appears

The radically different business model in China, married to Chinese user habits, creates indigenous branding and monetization strategies as well as an entirely alternative infrastructure for apps and content. It is therefore very difficult, if not impossible, for any American company to try to enter China’s market or vice versa

companies in both countries are pursuing their own form of international expansion. The United States uses a “full platform” approach — all Google, all Facebook. Essentially Australia, North America and Europe completely accept the American methodology. That technical empire is likely to continue.

The Chinese have realized that the U.S. empire is too difficult to penetrate, so they are looking elsewhere. They are trying, and generally succeeding, in Southeast Asia, the Middle East and Africa. Those regions and countries have not been a focus of U.S. tech, so their products are not built with the cultures of those countries in mind. And since their demographics are closer to China’s — lower income and lots of people, including youth — the Chinese products are a better fit.

The jobs that AI cannot do are those of creators, or what I call “empathetic jobs” in services, which will be the largest category that can absorb those displaced from routine jobs. Many jobs will become available in this sector, from teaching to elderly care and nursing. A great effort must be made not only to increase the number of those jobs and create a career path for them but to increase their social status, which also means increasing the pay of these jobs.

Policy-wise, we are seeing three approaches. The Chinese have unleashed entrepreneurs with a utilitarian passion to commercialize technology. The Americans are similarly pro-entrepreneur, but the government takes a laissez-faire attitude and the entrepreneurs carry out more moonshots. And Europe is more consumer-oriented, trying to give ownership and control of data back to the individual.

An AI arms race would be a grave mistake. The AI boom is more akin to the spread of electricity in the early Industrial Revolution than nuclear weapons during the Cold War. Those who take the arms-race view are more interested in political posturing than the flourishing of humanity. The value of AI as an omni-use technology rests in its creative, not destructive, potential.

In a way, having parallel universes should diminish conflict. They can coexist while each can learn from the other. It is not a zero-sum game of winners and losers.

We will see a massive migration from one kind of employment to another, not unlike during the transition from agriculture to manufacturing. It will largely be the lower-wage jobs in routine work that will be eliminated, while the ultra-rich will stand to make a lot of money from AI. Social inequality will thus widen.

If you were to draw a map a decade from now, you would see China’s tech zone — built not on ownership but partnerships — stretching across Southeast Asia, Indonesia, Africa and to some extent South America. The U.S. zone would entail North America, Australia and Europe. Over time, the “parallel universes” already extant in the United States and China will grow to cover the whole world.

There are also issues related to poorer countries who have relied on either following the old China model of low-wage manufacturing jobs or of India’s call centers. AI will replace those jobs that were created by outsourcing from the West. They will be the first to go in the next 10 years. So, underdeveloped countries will also have to look to jobs for creators and in services.

I am opposed to the idea of universal basic income because it provides money both to those who don’t need it as well as those who do. And it doesn’t stimulate people’s desire to work. It puts them into a kind of “useless class” category with the terrible consequence of a resentful class without dignity or status.

To reinvigorate people’s desire to work with dignity, some subsidy can help offset the costs of critical needs that only humans can provide. That would be a much better use of the distribution of income than giving it to every person whether they need it or not. A far better idea would be for workers of the future to have an equity share in owning the robots — universal basic capital instead of universal basic income.

GM’s view contrasts with other auto-making giants, including Toyota Motor Corp. TM 0.93% and Ford Motor Co. F -0.32% , which are working on full electrics but also expanding their U.S. hybrid offerings

Last week, Continental AG, one of the world’s biggest car-parts makers, said it would cut investment in conventional engine parts because of a faster-than-expected fall in demand—yet another sign the industry is accelerating the shift to electric vehicles.

Today, auto companies generally lose money on each electric car they sell, mostly because of the high cost of lithium-ion batteries. Concerns about the battery range, along with a lack of places to plug in, also deter buyers from considering electric vehicles. Those factors make going straight to all-electric cars a risky strategy

Hybrids, which were popularized by Toyota’s Prius last decade as a social statement, accounted for about 3% of U.S. sales in 2018, according to research firm LMC Automotive. Sales of plug-in electric vehicles were around 1% of the total market—mostly thanks to the success of Tesla Inc.’s offerings.

pouring investment into both hybrids and electrics strains car-company finances, Morgan Stanley analyst Adam Jonas said. “It’s time to pick a path and commit to it,”

VW and GM are focused on all-electric cars largely because of China, where new regulations require car companies to sell a minimum number of zero-emissions vehicles to avoid financial penalties.

VW plans to use its electric-car expansion in China to build scale and drive down prices faster in the U.S., said Scott Keogh, VW’s U.S. chief.

Auto companies are spending $225 billion to develop more than 200 new plug-in vehicles through 2023, a figure that doesn’t include hybrids

For now, both hybrids and electric cars are more expensive to produce than comparable gas-powered vehicles. A hybrid system can add roughly $2,000 to a vehicle’s cost, while a fully electric version costs an additional $6,000 to $10,000,

Toyota’s sales chief for North America, said that with U.S. electric-vehicle sales expected to lag behind Europe and China, the company needs a nearer-term remedy. “That’s why we feel so confident in hybrids

“Planes just don’t blow up in mid air,” said Richard Aboulafia, vice president for analysis at Teal Group, an aviation consulting firm. “It doesn’t work like that.”

Iranian news organizations tied to the government referred to technical problems with the plane, but they did not elaborate or cite evidence.

After the crash, Ukraine’s embassy in Iran initially issued a statement ruling out terrorism or a rocket attack as a cause of the crash. But the statement was later removed from the embassy’s website and replaced by one saying it was too early to draw any conclusions.

An airliner should be able to fly even if one engine fails. An “uncontained” engine failure, in which parts of the engine disintegrate, can spray shrapnel that damages and even destroys the plane, but such events are rare.

After an accident, the “black boxes” are often sent to the plane’s maker for analysis, but Iran would not send the flight data recorders to Boeing, an American company, Mr. Abedzadeh said in an interview with Mehr. “We will not give the black box to the manufacturer and the Americans,” Mehr quoted him as saying.

President Volodymyr Zelensky of Ukraine said he had ordered the prosecutor general to open a criminal investigation into the crash and that the country’s entire civil aviation fleet would be checked.

On Tuesday, the Federal Aviation Administration barred American airliners from flying over Iran, citing a risk that commercial planes would be mistaken for military aircraft. Several non-American carriers rerouted flights on Wednesday to avoid Iraq and Iran, according to Flightradar24.

The airline said it was canceling flights to Tehran indefinitely and promised a full investigation into the causes of the crash, involving officials from Ukraine, Iran and Boeing.

The airline began in the 1990s as newly independent Ukraine’s state flag carrier but was subsequently privatized. Its website calls the business a “public private entity.”

The researchers identified a common set of drastic changes that the United States would need to make over the next decade to stay on pace for zero emissions.

This year, energy companies will install 42 gigawatts of new wind turbines and solar panels, smashing records. But that annual pace would need to nearly double over the next decade

The capacity of the nation’s electric grid would have to expand roughly 60 percent by 2030 to handle vast amounts of wind and solar power

By 2030, at least 50 percent of new cars sold would need to be battery-powered, with that share rising thereafter.

Most homes today are heated by natural gas or oil. But in the next 10 years, nearly one-quarter would need to be warmed with efficient electric heat pumps, double today’s numbers.

Virtually all of the 200 remaining coal-burning power plants would have to shut down by 2030.

Wind and solar power could be backed up by batteries, some existing nuclear reactors and a large fleet of natural-gas plants that run only occasionally or have been modified to burn clean hydrogen.

To start, the United States could make enormous strides over the next decade by rapidly scaling up solutions already in use today, like wind, solar, electric cars and heat pumps. Doing so would require $2.5 trillion in additional investments by governments and industry by 2030.

“The scale of what we have to build in a very short time frame surprised me,” said Christopher Greig, a senior scientist at Princeton’s Andlinger Center for Energy and the Environment.

Devices that suck carbon dioxide from the atmosphere could help offset emissions.

But most of those technologies are still in early development. That would have to change quickly.

“We need to be building up our options now,” said Jesse Jenkins, an energy systems engineer at Princeton.

The studies found that, if done right, getting to net zero appears broadly affordable, largely because technologies like wind and solar have become so much cheaper than anyone expected over the past decade.

“It’s not a question of whether we have enough land, because we do,” said Eric Larson, a senior research engineer at Princeton. “But with that many new projects, you have to ask if they’ll run into local opposition.”

Then there are jobs to consider. Net zero would mean eliminating coal and drastically reducing oil and gas use, displacing hundreds of thousands of fossil-fuel workers.

On the flip side, millions of new green jobs would spring up for workers retrofitting homes or building wind farms, though those jobs might not be located in the same regions.

Politicians would need to figure out how to gain public acceptance for the sweeping changes unfolding, while protecting vulnerable Americans from harm.

What both studies do illustrate is that there’s little room for delay.

“It may seem like 2050 is a long way off,” said Dr. Jenkins. “But if you think about the timelines for policies, business decisions and capital investments, it’s really more like the day after tomorrow.”

That’s why the Union Army’s first offensive action of the Civil War was to cross the Potomac into Virginia in the early morning of May 24, 1861 and capture high ground in Alexandria and Arlington, including the family estate of Confederate General Robert E. Lee (which eventually became Arlington National Cemetery). The Union infantry quickly dug the first earthen forts, Fort Runyon and Fort Corcoran, to prevent the Confederates from installing cannons that could easily strike the capital.

The formidable task of fortifying Washington, D.C. fell to Major General John Barnard, a respected Army engineer. Winkle says Barnard quickly recognized that the greatest challenge was Washington, D.C.’s sprawling layout, the result of architect Pierre L’Enfant’s ambitious grid design

Over the winter of 1861 and 1862, Barnard directed a team of Army engineers, soldiers, formerly enslaved people and prisoners of war to build the first 37 earthen forts that created a 35-mile defensive perimeter around the capital.