A disturbing examination of how social media technology spun out of control and what it means for the future.
Who is in control of our massive social media networks? According to this thought-provoking book, no one.
For the many Americans who feel that the past 15 years has been an endless cascade of crises and confusion, Auerbach presents some interesting observations. The author worked as a software engineer at Microsoft and Google, so he provides expertise as well as an understanding of tech companies. The central cause of the chaos is the rise of the titular meganets. The author defines a meganet as a “persistent, evolving, and opaque data network joining humans and computers.” Facebook is the best illustrative case, but there are others, and they share the characteristics of unprecedented growth in size and speed. Despite armies of programmers and incredibly complicated algorithms, as well as CEOs and governing boards, control remains elusive. The pace at which information is input, disseminated, and copied defies attempts to impose order. Even if Mark Zuckerberg and others wanted to prevent the spread of disruption, trolling, and disinformation, they are no longer capable of doing so. Determining which information is valid and useful is effectively impossible when every view has not only contrary data, but a slew of opposing opinions. The other side of this is the collection of huge amounts of data on individuals, with sorting and collation done by sophisticated AI technology. Auerbach takes the view that AI is not as reliable and unbiased as many want to believe, and he explores several instances where it has gone frighteningly wrong. Even more, it is a feature and not a glitch that the feedback process promotes extreme views and belligerent rhetoric. Auerbach proposes technical ideas to tame meganets, but they don’t sound persuasive. “We search for where the power really lies, when it does not lie anywhere,” he says. “Or else it lies everywhere at once, which is no more help.”
A disturbing examination of how social media technology spun out of control and what it means for the future.Pub Date: March 14, 2023
ISBN: 9781541774445
Page Count: 352
Publisher: PublicAffairs
Review Posted Online: Nov. 28, 2022
Kirkus Reviews Issue: Dec. 15, 2022
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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