He sat there and made me look
through every single one, and he would tell me the back story to basically every single video and photo in that folder.
Other people, including Adam Alter, a marketing professor at NYU, have championed theses similar to Harris’s; but according to Josh Elman, a Silicon Valley veteran with the venture capital firm Greylock Partners, Harris is “the first putting it together in this way”—articulating the problem, its societal cost, and ideas for tackling it. Elman compares the tech industry to Big Tobacco before the link between cigarettes and cancer was established: keen to give customers more of what they want, yet simultaneously inflicting collateral damage on their lives. Harris, Elman says, is offering Silicon Valley a chance to reevaluate before more immersive technology, like virtual reality, pushes us beyond a point of no return. All this talk of hacking human psychology could sound paranoid, if Harris had not witnessed the manipulation firsthand. Raised in the Bay Area by a single mother employed as an advocate for injured workers, Harris spent his childhood creating simple software for Macintosh computers and writing fan mail to Steve Wozniak, a co founder of Apple. He studied computer science at Stanford while interning at Apple, then embarked on a master’s degree at Stanford, where he joined the Persuasive Technology Lab. Run by the experimental psychologist B. J. Fogg, the lab has earned a cultlike following among entrepreneurs hoping to master Fogg’s principles of “behavior design”—a euphemism for what sometimes amounts to building software that nudges us toward the habits a company seeks to instill. One of Instagram’s co founders is an alumnus. In Fogg’s course, Harris studied the psychology of behavior change, such as how clicker training for dogs, among other methods of conditioning, can inspire products for people. For example, rewarding someone with an instantaneous “like” after they post a photo can reinforce the action, and potentially shift it from an occasional to a daily activity. Harris learned that the most successful sites and apps hook us by tapping into deep seated human needs. When LinkedIn launched, for instance, it created a hub and spoke icon to visually represent the size of each user’s network. That triggered people’s innate craving for social approval and, in turn, got them scrambling to connect. “Even though at the time there was nothing useful you could do with LinkedIn, that simple icon had a powerful effect in tapping into people’s desire not to look like losers,” Fogg told me. Harris began to see that technology is not, as so many engineers claim, a neutral tool; rather, it’s capable of coaxing us to act in certain ways. And he was troubled that out of 10 sessions in Fogg’s course, only one addressed the ethics of these persuasive tactics. Fogg says that topic is “woven throughout” the curriculum. Harris dropped out of the master’s program to launch a start up that installed explanatory pop ups across thousands of sites, including The New York Times’. It was his first direct exposure to the war being waged for our time, and Harris felt torn between his company’s social mission, which was to spark curiosity by making facts easily accessible, and pressure from publishers to corral users into spending more and more minutes on their sites. Though Harris insists he steered clear of persuasive tactics, he grew more familiar with how they were applied. He came to conceive of them as “hijacking techniques”—the digital version of pumping sugar, salt, and fat into junk food in order to induce bingeing. McDonald’s hooks us by appealing to our bodies’ craving for certain flavors; Facebook, Instagram, and Twitter hook us by delivering what psychologists call “variable rewards. ” Messages, photos, and “likes” appear on no set schedule, so we check for them compulsively, never sure when we’ll receive that dopamine activating prize. Delivering rewards at random has been proved to quickly and strongly reinforce behavior. Checking that Facebook friend request will take only a few seconds, we reason, though research shows that when interrupted, people take an average of 25 minutes to return to their original task. Sites foster a sort of distracted lingering partly by lumping multiple services together. To answer the friend request, we’ll pass by the News Feed, where pictures and auto play videos seduce us into scrolling through an infinite stream of posts—what Harris calls a “bottomless bowl,” referring to a study that found people eat 73 percent more soup out of self refilling bowls than out of regular ones, without realizing they’ve consumed extra. The “friend request” tab will nudge us to add even more contacts by suggesting “people you may know,” and in a split second, our unconscious impulses cause the cycle to continue: Once we send the friend request, an alert appears on the recipient’s phone in bright red—a “trigger” color, Harris says, more likely than some other hues to make people click—and because seeing our name taps into a hardwired sense of social obligation, she will drop everything to answer. In the end, he says, companies “stand back watching as a billion people run around like chickens with their heads cut off, responding to each other and feeling indebted to each other. Hack To Reopen Snapchats
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”Even so, a niche group of consultants has emerged to teach companies how to make their services irresistible. One such guru is Nir Eyal, the author of Hooked: How to Build Habit Forming Products, who has lectured or consulted for firms such as LinkedIn and Instagram. A blog post he wrote touting the value of variable rewards is titled “Want to Hook Your Users? Drive Them Crazy. ” While asserting that companies are morally obligated to help those genuinely addicted to their services, Eyal contends that social media merely satisfies our appetite for entertainment in the same way TV or novels do, and that the latest technology tends to get vilified simply because it’s new, but eventually people find balance. “Saying ‘Don’t use these techniques’ is essentially saying ‘Don’t make your products fun to use. ’ That’s silly,” Eyal told me. “With every new technology, the older generation says ‘Kids these days are using too much of this and too much of that and it’s melting their brains. ’ And it turns out that what we’ve always done is to adapt. ”Google acquired Harris’s company in 2011, and he ended up working on Gmail’s Inbox app. He’s quick to note that while he was there, it was never an explicit goal to increase time spent on Gmail. A year into his tenure, Harris grew concerned about the failure to consider how seemingly minor design choices, such as having phones buzz with each new email, would cascade into billions of interruptions. His team dedicated months to fine tuning the aesthetics of the Gmail app with the aim of building a more “delightful” email experience. But to him that missed the bigger picture: Instead of trying to improve email, why not ask how email could improve our lives—or, for that matter, whether each design decision was making our lives worse? Six months after attending Burning Man in the Nevada desert, a trip Harris says helped him with “waking up and questioning my own beliefs,” he quietly released “A Call to Minimize Distraction and Respect Users’ Attention,” a 144 page Google Slides presentation. In it, he declared, “Never before in history have the decisions of a handful of designers mostly men, white, living in SF, aged 25–35 working at 3 companies”—Google, Apple, and Facebook—“had so much impact on how millions of people around the world spend their attention … We should feel an enormous responsibility to get this right. ” Although Harris sent the presentation to just 10 of his closest colleagues, it quickly spread to more than 5,000 Google employees, including then CEO Larry Page, who discussed it with Harris in a meeting a year later. “It sparked something,” recalls Mamie Rheingold, a former Google staffer who organized an internal QandA session with Harris at the company’s headquarters. “He did successfully create a dialogue and open conversation about this in the company. ”Harris parlayed his presentation into a position as product philosopher, which involved researching ways Google could adopt ethical design. But he says he came up against “inertia. ” Product road maps had to be followed, and fixing tools that were obviously broken took precedence over systematically rethinking services. Chris Messina, then a designer at Google, says little changed following the release of Harris’s slides: “It was one of those things where there’s a lot of head nods, and then people go back to work.