Showing posts with label Google. Show all posts
Showing posts with label Google. Show all posts

Monday, February 18, 2019

Surveillance Capitalism

The Age of Surveillance Capitalism

By Shoshana Zuboff





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You should read this book.

What’s your view as to the most pressing issue facing humankind today? Climate change? Nuclear war? Viral pandemic? Mine is surveillance capitalism.

Whoa, but aren’t the other issues of an existential nature, capable of wiping out the human race? Yes, but… in each case there are experts and activists working hard to make sure that doesn’t happen.

The problem with surveillance capitalism is that very few people outside of Google, Facebook, and other Big Tech even know what it is, and they aren’t working to stop it. Far from it.

You should read this book.

Shoshana Zuboff is a social psychologist who studies and writes about the impact of technology on people. I read her 1988 book, In The Age of the Smart Machine, where, over 30 years ago, she investigated the early impact of smart machines on people’s lives. But that was before Google, and Facebook, and surveillance capitalism.

Zuboff is a professor at Harvard Business School. She has spent her career researching how the information age has morphed into something not so positive: surveillance capitalism. What does that term even mean? Here are her many definitions, with which she begins the book:

Surveillance Capitalism, n:
1. A new economic order that claims human experience as free raw material for hidden commercial practices of extraction, prediction, and sales; 2. A parasitic economic logic in which the production of goods and services is subordinated to a new global architecture of behavioral modification; 3. A rogue mutation of capitalism marked by concentrations of wealth, knowledge, and power unprecedented in human history; 4. The foundational framework of a surveillance economy; 5. As significant a threat to human nature in the twenty-first century as industrial capitalism was to the natural world in the nineteenth and twentieth; 6. The origin of a new instrumentarian power that asserts dominance over society and presents startling challenges to market democracy; 7. A movement that aims to impose a new collective order based on total certainty; 8. An expropriation of critical human rights that is best understood as a coup from above: an overthrow of the people’s sovereignty.

I came across surveillance capitalism in my final job, working in cybersecurity and learning about the dark side of mobile phones with their persistent surveillance and egregious invasions of privacy. I have therefore been aware of how our corporate masters cynically capture many aspects of our lived experience so they can deliver “better” ads. The overall goal, as with all advertising, is to sell us more stuff. For this, our privacy is stealthily violated. This I already knew.

But I now know that I was only seeing the tip of the iceberg. Zuboff outlines how Google, Facebook and Big Tech can now take a “God’s eye view” of the data resulting from our lived experience--our location, calls, texts, emails, digital assistants, web surfing, online purchases, offline purchases, connections, friends, social media posts, likes, follows, and many other factors--and can appropriate that as their proprietary data and inferences which can be sold to advertisers, yes, but also to other entities including insurance companies, financial service companies, educational institutions, law enforcement, city, state and federal governments, and any other entity willing to pay.

We know that websites track us. We know our phone also tracks us, to the degree we should call is surveillance. But as the so-called Internet of Things (IoT) relentlessly comes into pervasive reality, we can (and are) being tracked by smart speakers, TVs, appliances, cars, toys, thermostats, smart vacuums, security systems, and soon--clothing and other wearables. Zuboff refers to the sum of surveillance devices as Big Other (sounds like Big Brother--get it?). And here’s a key point: It’s not big brother. It’s not the government. Out 4th amendment rights don’t protect us. This pervasive surveillance infrastructure--the Big Other--is controlled by our corporate masters. Companies such as Google and Facebook gather bazillion data points daily, and, using millions of servers deployed around the world, unseen but powerful, and deduce characteristics about us that we can’t know, can’t appeal, and which control our lives. Want a job? The algorithm that used to just scan resumes now adds everything it knows about you--right or wrong--to determine who gets the job. And who gets the loan. And who qualifies for the house. And what the length of your sentence is.

As time goes on, surveillance capitalism shifts from a system that can deliver you relevant ads, to one that controls your life. Without transparency or accountability.

I won't go too far in describing what these technologies can do to children, because it makes me too upset. Suffice it to say, something called "persuasive technology" has been weaponized by Facebook and others to manipulate children's emotions for commercial gain.

Zuboff is not a technologist, but she puts tech in perspective. She compares surveillance capitalism to the industrial revolution, totalitarianism, the cultural trend towards individualism, and how behavior modification became accepted (which also caused me to drop out of college as a psych major, coincident with B.F. Skinner’s publishing Beyond Freedom and Dignity). Zuboff cites philosophers, social scientists, economists, psychologists, and of course tech industry leaders. In this book she provides a 360-degree perspective on the many factors that influence this movement. And she sounds a warning.

Naomi Klein says “everyone needs to read this book as an act of digital self defense.” Robert Reich says “Her sweeping analysis demonstrates the unprecedented challenges to human autonomy, social solidarity, and democracy perpetrated by this rogue capitalism.”

Rogue capitalism. You don’t have to be a techie to understand it, but you have to pay attention.

You should read this book.

Monday, March 5, 2018

What Makes A Great Manager?


More than most companies, Google operates based on data. So in 2008 when they wanted to identify what makes great managers great, they began analyzing performance reviews, feedback surveys and nominations for top-manager awards. They correlated phrases, words, praise and complaints. This became Project Oxygen, which resulted in 8 behaviors that are characteristic of great managers as identified by employees and teams' performance.

Google, like so many high-tech companies, had previously assumed that the best engineers make the best managers. This was partly due to their bias that management doesn't matter. In fact, that's what Project Oxygen originally set out to prove.

But that's not what the Project Oxygen data showed. From employee feedback and Google's ongoing assessment over the years, great management is highly correlated with great outcomes. And it turns out that what the data showed was that management does indeed matter.

Google understood that employee turnover was a challenge that they, like every other company in Silicon Valley, experienced to their detriment. And one of the top reasons employees leave is because they don't like or don't get along with their manager.

But good management provides benefits over and about turnover reduction. Software development is a team sport, and to facilitate successful development outcomes requires more than being able to code in your sleep. In fact, in Project Oxygen's initial assessment of 8 great management behaviors, technical prowess came in dead last. That's not what employees want or need from their manager. What was the top behavior Google employees wanted from a manager? To be a good coach.

Now, 10 years after Project Oxygen was initiated, Google has updated their list from 8 to 10 items, and tweaked some of the originals. Here's their current list of Google Manager Behaviors:




Coincidently, about a decade ago I also put my management thoughts into a blog post. I felt that much of the literature was focused on tactical skills and practices, and while laudable those skills led to good rather than great outcomes. The difference, in my view, is one of motivation: How does a manager inspire people to "be extraordinary"? It's one thing to get a product out the door; it's quite another to achieve excellence or to disrupt your space. In my experience, that requires more than just normal effort. It will never happen unless the team has the attitude that they will do everything they can to be successful.

The key skill required to get from good to great, in my option, is something I'll call, for lack of a better term, charisma. By that I mean the ability to inspire and persuade. Or another way to look at it is this: Every company function, starting with sales but not excluding engineering, requires the ability to close. To get the sale. To persuade stakeholders of your technical strategy. To secure new investors. To close a recruit with multiple offers. To lobby for additional headcount. To sell a customer or prospect on your solution's merits. To negotiate a better price with a major vendor. To convince a group of skeptical engineers that the current project matters in ways that they can relate to. In other words, to perform many common functions in a dynamic company environment.

Charisma is not a perfect term, as it sometimes implies shallowness. Most engineers have a strong BS sense, and anything said that's insincere or not supported by data will lead to a lack of respect and a downward spiral of morale.

Google's item 5, above, probably comes closest to capturing this. Being a good communicator is essential and all to often lacking. And anything like charisma should also include what Google references in item 3, especially concern for success and well-being.

No matter how high our tech is, most companies consist of people working with people. When everyone is on the same page, a good outcome is likely. When everyone is a true believer in the company and the project--when they're totally onboard--then a great outcome is much more likely.