The Filter Bubble - Eli Pariser [27]
Among techies, these two paradigms came to be known as push technology and pull technology. A Web browser is an example of pull technology: You put in an address, and your computer pulls information from that server. Television and the mail, on the other hand, are push technologies: The information shows up on the tube or at your doorstop without any action on your end. Internet enthusiasts were excited about the shift from push to pull for reasons that are now pretty obvious: Rather than wash the masses in waves of watered-down, lowest-common-denominator content, pull media put users in control.
The problem is that pull is actually a lot of work. It requires you to be constantly on your feet, curating your own media experience. That’s way more energy than TV requires during the whopping thirty-six hours a week that Americans watch today.
In TV network circles, there’s a name for the passive way with which Americans make most of those viewing decisions: the theory of least objectionable programming. Researching TV viewers’ behavior in the 1970s, pay-per-view innovator Paul Klein noticed that people quit channel surfing far more quickly than one might suspect. During most of those thirty-six hours a week, the theory suggests, we’re not looking for a program in particular. We’re just looking to be unobjectionably entertained.
This is part of the reason TV advertising has been such a bonanza for the channel’s owners. Because people watch TV passively, they’re more likely to keep watching when ads come on. When it comes to persuasion, passive is powerful.
While the broadcast TV era may be coming to a close, the era of least objectionable programming probably isn’t—and personalization stands to make the experience even more, well, unobjectionable. One of YouTube’s top corporate priorities is the development of a product called LeanBack, which strings together videos in a row to provide the benefits of push and pull. It’s less like surfing the Web and more like watching TV—a personalized experience that lets the user do less and less. Like the music service Pandora, LeanBack viewers can easily skip videos and give the viewer feedback for picking the next videos—thumbs up for this one, thumbs down for these three. LeanBack would learn. Over time, the vision is for LeanBack to be like your own personal TV channel, stringing together content you’re interested in while requiring less and less engagement from you.
Steve Jobs’s proclamation that computers are for turning your brain on may have been a bit too optimistic. In reality, as personalized filtering gets better and better, the amount of energy we’ll have to devote to choosing what we’d like to see will continue to decrease.
And while personalization is changing our experience of news, it’s also changing the economics that determine what stories get produced.
The Big Board
The offices of Gawker Media, the ascendant blog empire based in SoHo, look little like the newsroom of the New York Times a few miles to the north. But the driving difference between the two is the flat-screen TV that hovers over the room.
This is the Big Board, and on it are a list of articles and numbers. The numbers represent the number of times each article has been read, and they’re big: Gawker’s Web sites routinely see hundreds of millions of page views a month. The Big Board captures the top posts across the company’s Web sites, which focus on everything from media (Gawker) to gadgets (Gizmodo) to porn (Fleshbot). Write an article that makes it onto the Big Board, and you’re liable to get a raise. Stay off it for too long, and you may need to find a different job.
At the New York Times, reporters and bloggers aren’t allowed