Broken Code

Informationen zum Autor Jeff Horwitz Klappentext "A behind-the-scenes look at the manipulative tactics Facebook used to grow its business, how it distorted the way we connect online, and the company insiders who found the courage to speak out"-- Leseprobe 1 Arturo Bejar's return to Facebook's Menlo Park campus in 2019 felt like coming home. The campus was bigger than when he'd left in 2015Facebook's staff doubled in size every year and a halfbut the atmosphere hadn't changed much. Engineers rode company bikes between buildings, ran laps on a half-mile trail through rooftop gardens, and met in the nooks of cafés that gave Facebook's yawning offices a human scale. Bejar was back because he suspected something at Facebook had gotten stuck. In his early years away from the company, as bad press rained down upon it and then accumulated like water in a pit, he'd trusted that Facebook was addressing concerns about its products as best it could. But he had begun to notice things that seemed off, details that made it seem like the company didn't care about what its users experienced. Bejar couldn't believe that was true. Approaching fifty, he considered his six years at Facebook to be the highlight of a tech career that could only be considered charmed. He'd been a Mexico City teenager writing computer games for himself in the mid-1980s when he'd gotten a chance introduction to Apple co-founder Steve Wozniak, who was taking Spanish lessons in Mexico. After a summer being shown around by a starstruck teenage tour guide, Wozniak left Bejar an Apple computer and a plane ticket to come visit Silicon Valley. The two stayed in touch, and Wozniak paid for Bejar to earn a computer science degree in London. Just do something good for people when you can, Wozniak told him. Success followed. After working on a visionary but doomed cybercommunity in the 1990s, Bejar spent more than a decade as the Chief Paranoid in Yahoo's once-legendary security division. Mark Zuckerberg hired him as a Facebook director of engineering in 2009 after an interview held in the CEO's kitchen. Though Bejar's expertise was in security, he'd embraced the idea that safeguarding Facebook's users meant more than just keeping out criminals. Facebook still had its bad guys, but the engineering work that Facebook required was as much social dynamics as code. Early in his tenure, Sheryl Sandberg, Facebook's chief operating officer, asked Bejar to get to the bottom of skyrocketing user reports of nudity. His team sampled the reports and saw they were overwhelmingly false. In reality, users were encountering unflattering photos of themselves, posted by friends, and attempting to get them taken down by reporting them as porn. Simply telling users to cut it out didn't help. What did was giving users the option to report not liking a photo of themselves, describing how it made them feel, and then prompting them to share that sentiment privately with their friend. Nudity reports dropped by roughly half, Bejar recalled. A few such successes led Bejar to create a team called Protect and Care. A testing ground for efforts to head off bad online experiences, promote civil interactions, and help users at risk of suicide, the work felt both groundbreaking and important. The only reason Bejar left the company in 2015 was that he was in the middle of a divorce and wanted to spend more time with his kids. Though he was away from Facebook by the time the company's post-2016 election scandals started piling up, Bejar's six years there instilled in him a mandate long embedded in the company's official code of conduct: assume good intent. When friends asked him about fake news, foreign election interference, or purloined data, Bejar stuck up for his former employer. Leadership made mistakes, but when they were given the information they always did the right thing, he would say.

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