Raiding the inarticulate since 2010

accelerated academy acceleration agency AI Algorithmic Authoritarianism and Digital Repression archer Archive Archiving artificial intelligence automation Becoming Who We Are Between Post-Capitalism and Techno-Fascism big data blogging capitalism ChatGPT claude Cognitive Triage: Practice, Culture and Strategies Communicative Escalation and Cultural Abundance: How Do We Cope? Corporate Culture, Elites and Their Self-Understandings craft creativity critical realism data science Defensive Elites Digital Capitalism and Digital Social Science Digital Distraction, Personal Agency and The Reflexive Imperative Digital Elections, Party Politics and Diplomacy digital elites Digital Inequalities Digital Social Science Digital Sociology digital sociology Digital Universities elites Fragile Movements and Their Politics Cultures generative AI higher education Interested labour Lacan Listening LLMs margaret archer Organising personal morphogenesis Philosophy of Technology platform capitalism platforms populism Post-Democracy, Depoliticisation and Technocracy post-truth psychoanalysis public engagement public sociology publishing Reading realism reflexivity scholarship sexuality Shadow Mobilization, Astroturfing and Manipulation Social Media Social Media for Academics social media for academics social ontology social theory sociology technology The Content Ecosystem The Intensification of Work The Political Economy of Digital Capitalism The Technological History of Digital Capitalism Thinking trump twitter Uncategorized work writing zizek

God View

All the biggest platforms have it, only Uber is honest enough (or careless) enough to name it accurately. From loc 3962-3979 of Brad Stone’s The Upstarts:

God View was an internal service that Uber made available to all of its employees, and it was one reason the company had grown so quickly. All of the hundreds of city offices had access to the same tools as employees in San Francisco and so could make decisions based on data in a decentralized way. Kalanick believed that a transparent corporate culture gave employees a sense of ownership of their projects, making them feel as if they were running startups within the larger company. And yet Uber had deployed God View without adequate privacy protections around the data, with little training of employees, and with no public privacy policy that informed the world of how Uber planned to use this sensitive information. It was a disaster waiting to happen.

, ,