Written by Roger McNamee in TIME magazine:
"I am really sad about Facebook.
I got involved with the company more than a decade ago and have taken great pride and joy in the company’s success … until the past few months. Now I am disappointed. I am embarrassed. I am ashamed. With more than 1.7 billion members, Facebook is among the most influential businesses in the world. Whether they like it or not–whether Facebook is a technology company or a media company–the company has a huge impact on politics and social welfare. Every decision that management makes can matter to the lives of real people. Management is responsible for every action. Just as they get credit for every success, they need to be held accountable for failures. Recently, Facebook has done some things that are truly horrible, and I can no longer excuse its behavior."
Nine days before the November 2016 election, I sent the email above to Facebook founder Mark Zuckerberg and chief operating officer Sheryl Sandberg. It was the text for an op-ed I was planning to publish about problems I was seeing on Facebook. Earlier in the year, I noticed a surge of disturbing images, shared by friends, that originated on Facebook Groups ostensibly associated with the Bernie Sanders campaign, but it was impossible to imagine they came from his campaign. I wanted to share with Sandberg and Zuckerberg my fear that bad actors were exploiting Facebook’s architecture and business model to inflict harm on innocent people.
I am a longtime tech investor and evangelist. Tech has been my career and my passion. I had been an early adviser to Zuckerberg–Zuck, to many colleagues and friends–and an early investor in Facebook. I had been a true believer for a decade. My early meetings with Zuck almost always occurred in his office, generally just the two of us, so I had an incomplete picture of the man, but he was always straight with me. I liked Zuck. I liked his team. I was a fan of Facebook. I was one of the people he would call on when confronted with new or challenging issues. Mentoring is fun for me, and Zuck could not have been a better mentee. We talked about stuff that was important to Zuck, where I had useful experience. More often than not, he acted on my counsel.
When I sent that email to Zuck and Sheryl, I assumed that Facebook was a victim. What I learned in the months that followed–about the 2016 election, about the spread of Brexit lies, about data on users being sold to other groups–shocked and disappointed me. It took me a very long time to accept that success had blinded Zuck and Sheryl to the consequences of their actions. I have never had a reason to bite Facebook’s hand. Even at this writing, I still own shares in Facebook. My criticism of the company is a matter of principle, and owning shares is a good way to make that point. I became an activist because I was among the first to see a catastrophe unfolding, and my history with the company made me a credible voice.
This is a story of my journey. It is a story about power. About privilege. About trust, and how it can be abused.
The massive success of Facebook eventually led to catastrophe. The business model depends on advertising, which in turn depends on manipulating the attention of users so they see more ads. One of the best ways to manipulate attention is to appeal to outrage and fear, emotions that increase engagement. Facebook’s algorithms give users what they want, so each person’s News Feed becomes a unique reality, a filter bubble that creates the illusion that most people the user knows believe the same things. Showing users only posts they agree with was good for Facebook’s bottom line, but some research showed it also increased polarization and, as we learned, harmed democracy.
To feed its AI and algorithms, Facebook gathered data anywhere it could. Before long, Facebook was spying on everyone, including people who do not use Facebook. Unfortunately for users, Facebook failed to safeguard that data. Facebook sometimes traded the data to get better business deals. These things increased user count and time on-site, but it took another innovation to make Facebook’s advertising business a giant success.
From late 2012 to 2017, Facebook perfected a new idea–growth hacking–where it experimented constantly with algorithms, new data types and small changes in design, measuring everything. Growth hacking enabled Facebook to monetize its oceans of data so effectively that growth-hacking metrics blocked out all other considerations. In the world of growth hacking, users are a metric, not people. Every action a user took gave Facebook a better understanding of that user–and of that user’s friends–enabling the company to make tiny “improvements” in the user experience every day, which is to say it got better at manipulating the attention of users. Any advertiser could buy access to that attention. The Russians took full advantage. If civic responsibility ever came up in Facebook’s internal conversations, I can see no evidence of it.
The people at Facebook live in their own bubble. Zuck has always believed that connecting everyone on earth was a mission so important that it justified any action necessary to accomplish it. Convinced of the nobility of their mission, Zuck and his employees seem to listen to criticism without changing their behavior. They respond to nearly every problem with the same approach that created the problem in the first place: more AI, more code, more short-term fixes. They do not do this because they are bad people. They do this because success has warped their perception of reality. They cannot imagine that the recent problems could be in any way linked to their designs or business decisions. It would never occur to them to listen to critics–How many billion people have the critics connected?–much less to reconsider the way they do business. As a result, when confronted with evidence that disinformation and fake news had spread over Facebook and may have influenced a British referendum or an election in the U.S., Facebook followed a playbook it had run since its founding: deny, delay, deflect, dissemble. Facebook only came clean when forced to, and revealed as little information as possible. Then it went to Plan B: apologize, and promise to do better.
Thanks to Facebook’s extraordinary success, Zuck’s brand in the tech world combines elements of rock star and cult leader. He is deeply committed to products and not as interested in the rest of the business, which he leaves to Sandberg. According to multiple reports, Zuck is known for micromanaging products and for being decisive. He is the undisputed boss. Zuck’s subordinates study him and have evolved techniques for influencing him. Sheryl Sandberg is brilliant, ambitious and supremely well organized. Given Zuck’s status as the founder, the team at Facebook rarely, if ever, challenged him on the way up and did not do so when bad times arrived. (A Facebook spokesperson replies: “People disagree with Mark all the time.”)
You would think that Facebook’s users would be outraged by the way the platform has been used to undermine democracy, human rights, privacy, public health and innovation. Some are, but nearly 1.5 billion people use Facebook every day. They use it to stay in touch with distant relatives and friends. They like to share their photos and their thoughts. They do not want to believe that the same platform that has become a powerful habit is also responsible for so much harm. Facebook has leveraged our trust of family and friends to build one of the most valuable businesses in the world, but in the process, it has been careless with user data and aggravated the flaws in our democracy while leaving citizens ever less capable of thinking for themselves, knowing whom to trust or acting in their own interest. Bad actors have had a field day exploiting Facebook and Google, leveraging user trust to spread disinformation and hate speech, to suppress voting and to polarize citizens in many countries. They will continue to do so until we, in our role as citizens, reclaim our right to self-determination.
We need to begin to reform Facebook and Big Tech in these key areas:
Read The Full Article in TIME