Powerful insight into a ubiquitous yet still shadowy company.
A tech journalist traces how YouTube works—or fails to.
Bloomberg reporter Bergen seeks to bring the behemoth into the light. Though YouTube has billions of users and countless hours of content, the founders of the company—Steve Chen, Chad Hurley, and Jawed Karim—are largely unknown outside of the tech industry. YouTube’s current CEO, Susan Wojcicki, has a low profile by the standards of the social media business. When it started in 2005, the concept of having users provide content was simple, but the mechanics were complex. Once the site was operational, the growth rate was astonishing. Videos about games, music, fashion, celebrities, and, of course, cats: There seemed to be something by—and for—everyone. When Google paid $1.65 billion for YouTube 10 months after its launch, it seemed like an incredible amount. Of course, it turned out to be an excellent investment. The massive size of YouTube, however, presents a host of managerial problems. “It’s a tanker, an enormous business steered with small, careful turns,” writes Bergen. “Even if she wanted to, Wojcicki probably couldn’t steer it entirely in a chosen direction. She is a steward of a platform with a life of its own.” A central issue has always been the proliferation of posts that were unsuitable, including fake news, pornography, conspiracy theories, and terrorist videos. They appear faster than the algorithms and moderators can deal with them. The deluge stemmed from the open-to-all business model, and constant changes to the rules have often generated more confusion than clarity. As the author shows, all this raises fundamental questions: When does content moderation become censorship? Where is the line between disinformation and a different opinion? What are the obligations of a social media platform? There are no easy answers. Bergen mostly keeps the story straight, but any account of the company is going to be a tale of barely controlled disarray. That is part of YouTube’s attraction—for better or worse.
Powerful insight into a ubiquitous yet still shadowy company.Pub Date: Sept. 6, 2022
ISBN: 978-0-593-29634-9
Page Count: 464
Publisher: Viking
Review Posted Online: May 10, 2022
Kirkus Reviews Issue: June 1, 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
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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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