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” 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. ”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. ” Harris told me some colleagues misinterpreted his message, thinking that he was proposing banning people from social media, or that the solution was simply sending fewer notifications. Google declined to comment. Through Time Well Spent, his advocacy group, Harris hopes to mobilize support for what he likens to an organic food movement, but for software: an alternative built around core values, chief of which is helping us spend our time well, instead of demanding more of it. Thus far, Time Well Spent is more a label for his crusade—and a vision he hopes others will embrace—than a full blown organization. Harris, its sole employee, self funds it. Yet he’s amassed a network of volunteers keen to get involved, thanks in part to his frequent cameos on the thought leader speaker circuit, including talks at Harvard’s Berkman Klein Center for Internet and Society; the O’Reilly Design Conference; an internal meeting of Facebook designers; and a TEDx event, whose video has been viewed more than 1 million times online. Tim O’Reilly, the founder of O’Reilly Media and an early web pioneer, told me Harris’s ideas are “definitely something that people who are influential are listening to and thinking about. ” Even Fogg, who stopped wearing his Apple Watch because its incessant notifications annoyed him, is a fan of Harris’s work: “It’s a brave thing to do and a hard thing to do.