Google’s deference to data has been taken to extremes. To determine the best color of a toolbar on the website, Marissa Mayer, when she was one of Google’s top executives before going to Yahoo, once ordered staff to test 41 gradations of blue to see which ones people used more. In 2009, Google’s top designer, Douglas Bowman, quit in a huff because he couldn’t stand the constant quantification of everything. “I had a recent debate over whether a border should be 3, 4 or 5 pixels wide, and was asked to prove my case. I can’t operate in an environment like that,” he wrote on a blog announcing his resignation. “When a company is filled with engineers, it turns to engineering to solve problems. Reduce each decision to a simple logic problem. That data eventually becomes a crutch for every decision, paralyzing the company.”
This is the dictatorship of data. And it recalls the thinking that led the United States to escalate the Vietnam War partly on the basis of body counts, rather than basing decisions on more meaningful metrics. “It is true enough that not every conceivable complex human situation can be fully reduced to the lines on a graph, or to percentage points on a chart, or to figures on a balance sheet,” said McNamara in a speech in 1967, as domestic protests were growing. “But all reality can be reasoned about. And not to quantify what can be quantified is only to be content with something less than the full range of reason.” If only the right data were used in the right way, not respected for data’s sake.
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The Dictatorship of Data
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