Drilling for data is a massive undertaking that requires more resources than most nonprofits have. Outside experts can help, but work cultures need to change. How can digital nomads become full-time partners in this new data endeavor?
I’m beyond thrilled to share that I’m now managing editorial for the Digital Impact portfolio hosted by the Digital Civil Society Lab at Stanford PACS. Funded by the Bill & Melinda Gates Foundation, Liquidnet, and Knight Foundation, the initiative works to improve digital culture and infrastructure by helping social sector practitioners and policymakers to use resources safely, ethically, and effectively.
Digital Impact includes a diverse portfolio of resources enriched with perspectives from every corner of the public sphere and beyond. Our community of expert contributors, virtual roundtable series, and dynamic toolkit draw on the experiences of organizations working toward integrating appropriate data management and governance throughout their work.
Facebook has been shaken to its core as it came to grips with being perhaps the most powerful media outlet in the world. Among other things, the company grappled with claims of liberal political bias, accusations that it was destroying the free press, and outrage that it had sold ads to Russians trying to influence the 2016 election. What was it like inside the company as these crises unfolded? How has Facebook changed as a result? What is it doing now to address its shortcomings?
WIRED’s Nicholas Thompson and Fred Vogelstein spoke with more than 50 current or former Facebook employees to answer these questions in an enthrallingly detailed article titled “Inside the Two Years that Shook Facebook.” Thompson and Vogelstein realized in October that they were both interested in writing features on different aspects of the epic tale, so they decided to team up. Having worked together on “The Plot to Kill Google” in 2009, they knew it would be a happy marriage. The result is an investigative tour de force.
Individuals can do things that increase or decrease how easy it is to publish their data, but the digital economy is designed to capture our data. Blaming users is like blaming a victim for getting kidnapped.
Which is not to say that civil society organizations have it easy – there’s no practical way to track the full range of commercially available applications, their data policies, or the number of ways they could collect or lose control of data and cause harm. Civil society organizations may understand how dangerous their situation is, but that doesn’t mean they can monitor the entire market.
The knee-jerk reaction is to push for government regulation or human rights. While we should always work toward better laws, there are a lot of flaws to putting all our eggs in that basket. The law isn’t good at classifying data or risk, regulators have limited jurisdictions, and courts are terrible at adjudicating these kinds of cases.
Even worse, the 2018 World Justice Report declared “a crisis for human rights,” after showing that rule of law and human rights systems are weakening in 2/3 of the countries measured. When it comes to data capture – the law isn’t particularly effective, and where it is, it’s good at punishing the criminal, not saving the victim.
The good news, is that like protecting yourself from kidnapping, there aren’t perfect answers, but there’s a lot of little things we can do that, together, make a big difference. We don’t need international treaties to write better procurement contracts, we don’t need government interdiction to have workplace policies, and we don’t need commercial regulation to negotiate privacy policies that do more than boilerplate terms of service.
Early efforts to use blockchain technology for financial transactions are gathering momentum with the launch of a pilot project between Propy, a blockchain startup, and a Vermont city to use the digital ledger to record real estate deals.
Blockchain serves as a distributed ledger framework that posts transactions in real-time as cryptographically unique “blocks,” visible to authorized users. These blocks cannot be reversed or changed, with new additions to the ledger posted on top of the register of existing transactions.
The agreement between state and local officials and the startup based in Palo Alto, California, is among the first government projects designed to use crypto-currency technology in property transactions. Propy touted the deal this week as “paving the way to further government involvement.”
I don’t think I fully grasped the implications of this until my own access was cut off from Rutgers University. Because of this, I cannot see beyond snippets of the latest articles written by my peers unless I’d like to pay the exorbitant per article fee.
Each of these obstacles is a microcosm of the systemic problems plaguing the academic world today. Information is hoarded by institutions more interested in profitability than pedagogy.
Ownership is privileged over access and universities become less bastions of public knowledge than toll-extracting gatekeepers, hoarding scholarship for the privileged few able to have the connections to get in and to afford skyrocketing tuition costs.
Access, in academia and beyond, is a political question relegated to the back burner, one that needs to be reckoned with to have any chance of saving “higher learning.”
The Field Study Handbook by Jan Chipchase is for anyone who has traveled and felt missed opportunities. Conversations that fell short of their potential. Questions left unanswered. Experiences that didn’t feel quite right. This handbook was designed to help you connect to the world out there in new ways.
People are looking for meaning in what they do. There is a more equitable, inclusive and empathic way of engaging the world out there. This is a call for remembering what makes us human. I wanted to create an artifact, a beautiful thing that takes up space in your life and nudges you with its presence.
I wanted to create an artifact. A beautiful thing. That takes up space in your life. And nudges you with its presence. To travel, and experience the world with an open mind, and fresh eyes. So that when you return you are ready to shape the world. There’s a bigger mission here than simply how to conduct research. That reframes the relationship between those who make things and those who consume them.
You end up with a lot of people who want to travel and learn and be empathic, but they’re not really being truthful about their intent. Basically ask yourself, why am I doing this? And be honest about the answer.
Years of limited oversight and unchecked growth have turned Facebook into a force with incredible power over the lives of its 2 billion users. But the social network has given rise to unintended social consequences, and they’re starting to catch up with it.
Facebook is behind the curve in understanding that “what happens in their system has profound consequences in the real world,” said Fordham University media-studies professor Paul Levinson. The company’s knee-jerk response has often been “none of your business” when confronted about these consequences, he said.
That response may not work much longer for a company whose original but now-abandoned slogan — “move fast and break things” — still seems to govern it.
“There’s a general arrogance — they know what’s right, they know what’s best, we know how to make better for you so just let us do it,” said Notre Dame professor Timothy Carone, who added that it’s true of Silicon Valley giants in general. “They need to take a step down and acknowledge that they don’t have all the answers.”
A more progressive spirit in the world of business wouldn’t be a bad thing. But it’s unlikely that more substantial and lasting progressive social change will come from a new corporate ethic. While proponents of progressive business often proclaim to be the vanguard of a new ‘revolution’ wherein the role of business in society as we know it will change, it is worth noting that progressive business is by no means a new idea.
For example, the 1956 book The American Business Creed — the most comprehensive account of US business ideology ever written — laid bare a conceptual tension between two kinds of business ideologies: ‘the classical business creed’ and ‘the managerial business creed.’ Where the former saw profit-maximization as the central goal of corporations, the latter saw social responsibility as the key goal.
Where the managerial creed existed alongside a rising middle class, today’s proponents of ‘progressive business’ find themselves in an almost contrary environment. There is no comparable, countervailing force to Big Business.
Where the mid-century managerial creed operated on the basis of there being a contradiction between being for-profit and for-society, contemporary proponents of progressive business often reject that there is any. And where progressive business people might increase the wellbeing of stakeholders to their particular corporations, other institutions such as social democracy and labour and social movements would be necessary if the goal is to raise the welfare of all citizens.
Progressive business is an idea with a longer history than commonly recognized. This history shows that while progressive business can certainly help achieve good things, it should not be a substitute for progressive politics.
Corporate social responsibility (CSR) has grown increasingly strategic, and a broader concept of sustainability has gained ground.
Public pressure to address negative corporate externalities, and pressing social, economic, and environmental issues drove the evolution of these practices. Over time, they have blurred the lines between the public, private, and civil sectors, and redefined traditional roles and structures in the process.
International nongovernmental organizations (NGOs) try to fill the gaps amid calls for greater efficiency and more demonstrable impact, but with fewer resources, more constraints, and increased competition for donor dollars. The public sector and civil society are increasingly looking to the private sector to play a larger role. The question is no longer if companies have a responsibility to society, but how best to execute it.
Many companies are stepping up to the call, navigating the competing demands of shareholders to deliver maximum profits in the short-term, and the demands of employees, consumers, and other stakeholders to respond to long-term social issues. Yet others still struggle to deliver cohesive and authentic programs.
A more integrated approach has the potential to transform such initiatives into programs that benefit business and society.
Mayor José Antonio Rodríguez Salas has spent years turning his small Spanish town into one of the most active users of Twitter anywhere in the world.
For Jun’s 3,500 residents, more than half of whom have Twitter accounts, their main way to communicate with local government officials is now the social network. Need to see the local doctor? Send a quick Twitter message to book an appointment. See something suspicious? Let Jun’s policeman know with a tweet.
For José María de la Torre Sarmiento, an architect who stopped by Jun’s town hall after work to verify his Twitter account, the chance to quickly send tweets remained preferable to submitting government forms that took weeks to process.
“I work from home and use internet services all the time,” he said during the five-minute verification. “Why can’t I do the same thing when I use public services?”