System Error: Where Big Tech Went Wrong and How We Can Reboot

摘要

SYSTEM ERROR: Where Big Tech Went Wrong and How We Can Reboot by Rob Reich, Mehran Sahami, and Jeremy M. Weinstein. New York: HarperCollins Publishers, 2021. 352 pages. Hardcover; $27.99. ISBN: 9780063064881. *Remember when digital technology and the internet were our favorite things? When free Facebook accounts connected us with our friends, and the internet facilitated democracy movements overseas, including the Arab Spring? So do the authors of this comprehensive book. "We shifted from a wide-eyed optimism about technology's liberating potential to a dystopian obsession with biased algorithms, surveillance capitalism, and job-displacing robots" (p. 237). *This transition has not escaped the notice of the students and faculty of Stanford University, the elite institution most associated with the rise (and sustainment) of Silicon Valley. The three authors of this book teach a popular course at Stanford on the ethics and politics of technological change, and this book effectively brings their work to the public. Rob Reich is a philosopher who is associated with Stanford's Institute for Human-Centered Artificial Intelligence as well as their Center for Ethics in Society. Mehran Sahami is a computer science professor who was with Google during the startup years. Jeremy Weinstein is a political science professor with experience in government during the Obama administration. *The book is breathtakingly broad, explaining the main technical and business issues concisely but not oversimplifying, and providing the history and philosophy for context. It accomplishes all this in 264 pages, but also provides thirty-six pages of notes and references for those who want to dive deeper into some topics. The most important section is doubtless the last chapter dealing with solutions, which may be politically controversial but are well supported by the remainder of the book. *Modern computer processors have enormous computational power, and a good way to take advantage of that is to do optimization, the subject of the first chapter. Engineers love optimization, but not everything should be done as quickly and cheaply as possible! Optimization requires the choice of some quantifiable metric, but often available metrics do not exactly represent the true goal of an organization. In this case, optimizers will choose a proxy metric which they feel logically or intuitively should be correlated with their goal. The authors describe the problems which result when the wrong proxy is selected, and then excessive optimization drives that measure to the exclusion of other possibly more important factors. For example, social media companies that try to increase user numbers to the exclusion of other factors may experience serious side effects, such as the promotion of toxic content. *After that discussion on the pros and cons of optimization, the book dives into the effects of optimizing money. Venture capitalists (VCs) have been around for years, but recent tech booms have swelled their numbers. The methodology of Objectives and Key Results (OKR), originally developed by Andy Grove of Intel, became popular among the VCs of Silicon Valley, whose client firms, including Google, Twitter, and Uber, adopted it. OKR enabled most of the employees to be evaluated against some metric which management believed captured the essence of their job, so naturally the employees worked hard to optimize this quantity. Again, such a narrow view of the job has led to significant unexpected and sometimes unwanted side effects. *The big tech companies are threatened by legislation designed to mitigate some of the harm they have created. They have hired a great many lobbyists, and even overtly entered the political process where possible. In California, when Assembly Bill 5 reclassified many independent contractors as employees, the affected tech companies struck back with Proposition 22 to overturn the law. An avalanche of very expensive promotion of Proposition 22 resulted i