What Do Teachers Know About Student Privacy? Not Enough, Researchers Say

Curated on Posted on by Stefaan Verhulst

Nadia Tamez-Robledo at EdTech: “What should teachers be expected to know about student data privacy and ethics?

Considering so much of their jobs now revolve around student data, it’s a simple enough question—and one that researcher Ellen B. Mandinach and a colleague were tasked with answering. More specifically, they wanted to know what state guidelines had to say on the matter. Was that information included in codes of education ethics? Or perhaps in curriculum requirements for teacher training programs?

“The answer is, ‘Not really,’” says Mandinach, a senior research scientist at the nonprofit WestEd. “Very few state standards have anything about protecting privacy, or even much about data,” she says, aside from policies touching on FERPA or disposing of data properly.

While it seems to Mandinach that institutions have historically played hot potato over who is responsible for teaching educators about data privacy, the pandemic and its supercharged push to digital learning have brought new awareness to the issue.

The application of data ethics has real consequences for students, says Mandinach, like an Atlanta sixth grader who was accused of “Zoombombing” based on his computer’s IP address or the Dartmouth students who were exonerated from cheating accusations.

“There are many examples coming up as we’re in this uncharted territory, particularly as we’re virtual,” Mandinach says. “Our goal is to provide resources and awareness building to the education community and professional organization…so [these tools] can be broadly used to help better prepare educators, both current and future.”

This week, Mandinach and her partners at the Future of Privacy Forum released two training resources for K-12 teachers: the Student Privacy Primer and a guide to working through data ethics scenarios. The curriculum is based on their report examining how much data privacy and ethics preparation teachers receive while in college….(More)”.

A crowdsourced spreadsheet is the latest tool in Chinese tech worker organizing

Curated on Posted on by Stefaan Verhulst

Article by JS: “This week, thousands of Chinese tech workers are sharing information about their working schedules in an online spreadsheet. Their goal is to inform each other and new employees about overtime practices at different companies. 

This initiative for work-schedule transparency, titled Working Time, has gone viral. As of Friday—just three days after the project launched—the spreadsheet has already had millions of views and over 6000 entries. The creators also set up group chats on the Tencent-owned messaging platform, QQ, to invite discussion about the project—over 10000 people have joined as participants.

This initiative comes after the explosive 996.ICU campaign which took place in 2019 where hundreds of thousands of tech workers in the country participated in an online effort to demand the end of the 72-hour work week—9am to 9pm, 6 days a week.

This year, multiple tech companies—with encouragement from the government—have ended overtime work practices that forced employees to work on Saturdays (or in some cases, alternating Saturdays). This has effectively ended 996, which was illegal to begin with. While an improvement, the data collected from this online spreadsheet shows that most tech workers still work long hours, either “1095” or “11105” (10am to 9pm or 11am to 10pm, 5 days a week). The spreadsheet also shows a non-negligible number of workers still working 6 days week.

Like the 996.ICU campaign, the creators of this spreadsheet are using GitHub to circulate and share info about the project. The first commit was made on Tuesday, October 12th. Only a few days later, the repo has been starred over 9500 times….(More)”.

False Positivism

Curated on Posted on by Stefaan Verhulst

Essay by Peter Polack: “During the pandemic, the everyday significance of modeling — data-driven representations of reality designed to inform planning — became inescapable. We viewed our plans, fears, and desires through the lens of statistical aggregates: Infection-rate graphs became representations not only of the virus’s spread but also of shattered plans, anxieties about lockdowns, concern for the fate of our communities. 

But as epidemiological models became more influential, their implications were revealed as anything but absolute. One model, the Recidiviz Covid-19 Model for Incarceration, predicted high infection rates in prisons and consequently overburdened hospitals. While these predictions were used as the basis to release some prisoners early, the model has also been cited by those seeking to incorporate more data-driven surveillance technologies into prison management — a trend new AI startups like Blue Prism and Staqu are eager to get in on. Thus the same model supports both the call to downsize prisons and the demand to expand their operations, even as both can claim a focus on flattening the curve. …

The ethics and effects of interventions depend not only on facts in themselves, but also on how facts are construed — and on what patterns of organization, existing or speculative, they are mobilized to justify. Yet the idea persists that data collection and fact finding should override concerns about surveillance, and not only in the most technocratic circles and policy think tanks. It also has defenders in the world of design theory and political philosophy. Benjamin Bratton, known for his theory of global geopolitics as an arrangement of computational technologies he calls “theStack,” sees in data-driven modeling the only political rationality capable of responding to difficult social and environmental problems like pandemics and climate change. In his latest book, The Revenge of the Real: Politics for a Post-Pandemic World, he argues that expansive models — enabled by what he theorizes as “planetary-scale computation” — can transcend individualistic perspectives and politics and thereby inaugurate a more inclusive and objective regime of governance. Against a politically fragmented world of polarized opinions and subjective beliefs, these models, Bratton claims, would unite politics and logistics under a common representation of the world. In his view, this makes longstanding social concerns about personal privacy and freedom comparatively irrelevant and those who continue to raise them irrational…(More)”.

Building the Behavior Change Toolkit: Designing and Testing a Nudge and a Boost

Curated on Posted on by Stefaan Verhulst

Blog by Henrico van Roekel, Joanne Reinhard, and Stephan Grimmelikhuijsen: “Changing behavior is challenging, so behavioral scientists and designers better have a large toolkit. Nudges—subtle changes to the choice environment that don’t remove options or offer a financial incentive—are perhaps the most widely used tool. But they’re not the only tool.

More recently, researchers have advocated a different type of behavioral intervention: boosting. In contrast to nudges, which aim to change behavior through changing the environment, boosts aim to empower individuals to better exert their own agency.

Underpinning each approach are different perspectives on how humans deal with bounded rationality—the idea that we don’t always behave in a way that aligns with our intentions because our decision-making is subject to biases and flaws.

A nudge approach generally assumes that bounded rationality is a constant, a fact of life. Therefore, to change behavior we best change the decision environment (the so-called choice architecture) to gently guide people into the desired direction. Boosting holds that bounded rationality is malleable and people can learn how to overcome their cognitive pitfalls. Therefore, to change behavior we must focus on the decision maker and increasing their agency.

In practice, a nudge and a boost can look quite similar, as we describe below. But their theoretical distinctions are important and useful for behavioral scientists and designers working on behavior change interventions, as each approach has pros and cons. For instance, one criticism of nudging is the paternalism part of Thaler and Sunstein’s “libertarian paternalism,” as some worry nudges remove autonomy of decision makers (though the extent to which nudges are paternalistic, and the extent to which this is solvable, are debated). Additionally, if the goal of an intervention isn’t just to change behavior but to change the cognitive process of the individual, then nudges aren’t likely to be the best tool. Boosts, in contrast, require some motivation and teachability on the part of the boostee, so there may well be contexts unfit for boosting interventions where nudges come in handy….(More)”.

Exponential Tech Doesn’t Serve Social Good

Curated on Posted on by Stefaan Verhulst

Essay by Douglas Rushkoff: “We all want to do good. Well, a great many of us want to do good. We recognize that the climate is in peril, corporations are dangerously extractive, wealth disparity is at all-time highs, our kids are self-destructively addicted to social media, politics has descended into a reality TV show with paranoid features, and that civilization itself has only about another 20 years before some combination of the above threats makes life unrecognizable or even unsustainable.

The good news, at least according to the majority of invitations I get to participate in conferences and with organizations, is that there’s an app or technology or network or platform or, most often these days, a token that can fix some or all of this. The latest frame around the technosolutionist frenzy is called web 3.0, which has come to mean the decentralized sort of internet characterized by TOR networks (basically, Napster and BitTorrent where everything is hosted everywhere) and the blockchain (a new form of automated ledger).

This generation of distributed technology, it is hoped, will engender and facilitate a new era of environmental stewardship, economic equality, racial justice, democratic values, and civic harmony. Even better, the tokens at the heart of these blockchains for global good will make people rich. Sure, those who get in early will do the best, but the magic of smart contracts will somehow raise all boats, letting us feel great about doing well by doing good — secure in the knowledge that the returns we’re seeing on all this “impact investing” are the deserved surplus fruits of our having dedicated our careers and portfolios to public service.

But getting such efforts off the ground is always the hard part. There are so many terrific people and organizations out there, each building platforms and apps and networks and blockchains, too. How do we break through the noise and bring all those many decentralized organizations together into the one, single centralized decentralized network? And once we do, how do we prove that ours really is the one that will solve the problems? Because without enough buy-in, figuratively and literally, the token won’t be worth anything and all that good won’t get done….(More)”.

Towards Better Governance of Urban Data: Concrete Examples of Success

Curated on Posted on by Stefaan Verhulst

Blogpost by Naysan Saran: “Since the Sumerians of the fourth millennium BCE, governments have kept records. These records have, of course, evolved from a few hundred cuneiform symbols engraved on clay tablets to terabytes of data hosted on cloud servers. However, their primary goal remains the same: to improve land management.

That being said, the six thousand years of civilization separating us from the Sumerians has seen the birth of democracy, and with that birth, a second goal has been grafted onto the first: cities must now earn the trust of their citizens with respect to how they manage those citizens’ data. This goal cannot be achieved without good data governance, which defines strategies for the efficient and transparent use and distribution of information.

To learn more about the state of the art in municipal data management, both internally and externally, we went to meet with two experts who agreed to share their experiences and best practices: François Robitaille, business architect for the city of Laval; and Adrienne Schmoeker, former Deputy Chief Analytics Officer for the City of New York, and Director at the New York City Mayor’s Office of Data Analytics where she managed the Open Data Program for three years….(More)”

Why the world needs more Mavericks

Curated on Posted on by Stefaan Verhulst

Essay by Ian Burbidge: “As we turn our minds to the work that will be needed following the global pandemic of Covid-19, the challenges that confront society remain significant: from preventing the climate crisis to tackling racial justice, improving mental health to ending poverty. We need new ways of thinking and acting in the world. 

For those of us of a certain age ’Maverick’ will evoke images of an uber-confident fighter pilot buzzing control towers and generally flouting the rules of the navy in the 1980s Top Gun movie. A common feature of those at the top of their game, who are seemingly untouchable in their work, or who simply see things differently, is that the unusual perspective and skillset from which they operate enables them to push the boundaries of what’s common or acceptable practice.

Without someone stretching the realms of what’s possible in the first place there isn’t room for the rest of us to experiment or play with the new possibilities that open up as a result.

Sometimes this can stretch a limiting mindset, just as the 4 minute mile was once thought to be beyond the possibility of the human body. Sometimes it simply breaks new ground, as Kevin Peterson’s switch hit in cricket did. Sometimes it confounds social expectations, as Emilia Earhart being the first woman to make a solo non-stop transatlantic flight. Some are well known, others less so. Wynne Fletcher, my Nan, trained during the second world war as a wireless mechanic yet on arrival at a Lincolnshire airbase was sent to the typing pool. She soon found a way to overcome the assumptions of the base commander and do the job she was really there for, ensuring the equipment on board the aircraft was operating effectively, on occasion accompanying the crew on bombing sorties.

Conformists don’t tend to push boundaries or challenge convention because the very act of operating within the rules suggests a mindset or approach that is not going to be comfortable outside of them.

Of course, we need people like this; they provide the stable foundation that creates the order without which everything falls apart. Dynamic change happens from a place of stability. But it can’t happen without those who catalyse such change. To do that, they have to see and do things differently, and that’s a core characteristic of those we call mavericks.

Samuel Maverick was a Texas lawyer, politician and land baron who refused to brand his calves. His logic was if all the other cattle owners branded theirs then any unbranded animals would be recognised as his. This created a new kind of unbranded brand, and inadvertently increased his stock as a result. Samuel went against the grain. It’s from him that we draw the Oxford English dictionary definition of a maverick as someone who “thinks and acts in an independent way, often behaving differently from the expected or usual way”.

Understanding the value that such people bring to the world is therefore an important contribution to our account of what it takes to create change and bring value to the world, especially if we care about pushing humanity forward….(More)”.

Data Stewardship Re-Imagined — Capacities and Competencies

Curated on Posted on by Stefaan Verhulst

Blog and presentation by Stefaan Verhulst: “In ways both large and small, COVID-OVID-19 has forced us to re-examine every aspect of our political, social, and economic systems. Among the many lessons, policymakers have learned is that existing methods for using data are often insufficient for our most pressing challenges. In particular, we need to find new, innovative ways of tapping into the potential of privately held and siloed datasets that nonetheless contain tremendous public good potential, including complementing and extending official statistics. Data collaboratives are an emerging set of methods for accessing and reusing data that offer tremendous opportunities in this regard. In the last five years, we have studied and initiated numerous data collaboratives, in the process assembling a collection of over 200 example case studies to better understand their possibilities.

Among our key findings is the vital importance and essential role that needs to be played by Data Stewards.

Data stewards do not represent an entirely new profession; rather, their role could be understood as an extension and re-definition of existing organizational positions that manage and interact with data. Traditionally, the role of a data officer was limited either to data integrity or the narrow context of internal data governance and management, with a strong emphasis on technical competencies. This narrow conception is no longer sufficient, especially given the proliferation of data and the increasing potential of data sharing and collaboration. As such, we call for a re-imagination of data stewardship to encompass a wider range of functions and responsibilities, directed at leveraging data assets toward addressing societal challenges and improving people’s lives.

DATA STEWARDSHIP: functions and competencies to enable access to and re-use of data for public benefit in a systematic, sustainable, and responsible way.

In our vision, data stewards are professionals empowered to create public value (including official statistics) by re-using data and data expertise, identifying opportunities for productive cross-sectoral collaboration, and proactively requesting or enabling functional access to data, insights, and expertise. Data stewards are active in both the public and private sectors, promoting trust within and outside their organizations. They are essential to data collaboratives by providing functional access to unlock the potential of siloed data sets. In short, data stewards form a new — and essential — link in the data value chain….(More)”.

What is the Power Footprint of International Organizations?

Curated on Posted on by Stefaan Verhulst

Blog at WeRobotics: “It’s undeniable that international nonprofit organizations headquartered in the West hold a vast amount of power compared to local organizations in the “Majority World”. Systemic factors, such as colonialism and racism, have enabled international nonprofit organizations (INGOs) to increase their authority, control, and influence in multiple industries like humanitarian aid and global development. You might say that these NGOs have a large “power footprint.” Power itself is of course not inherently bad. All organizations need some level of power to drive change. But power can become menacing when centralized and rooted in a singular worldview. The result, as we’ve seen in the INGO space, is a Western-centric system that drives change in a foreign-led, top-down, and techno-centric manner…

How do we measure our own power footprints to create more visibility and transparency? Can we co-create practical metrics to measure the power footprint of INGOs? Can we make the consequences or byproducts of said footprints more visible? Can we gain inspiration from other fields? How is the carbon footprint measured, for example?…

We realize full well that measuring power footprints is a wholly different undertaking to measuring carbon footprints. Analogies can capture the imagination and serve as powerful metaphors, however. Heavy industries have significant positive impact by creating countless jobs and higher standards of living. Over time, however, the cumulative impact of large carbon footprints triggers a global climate emergency. In a similar vein, the massive power footprints of INGOs may be contributing to another global emergency: the pandemic of inequality. There’s lots to unpack here, so we’re working on a longer peer-reviewed piece that expands on these ideas and several other points that we don’t have the space to get into here.

In sum, we know that power is relational, complicated, and polarizing. We also know we’ve got to start somewhere. We need to co-create a transparent mechanism to make the invisible visible and ensure that the reduction of power footprints is real and not just symbolic. The alternative is to continue having the same conversations over and over without ever doing something to affect change. So we’ve developed 5 very preliminary metrics for illustrative purposes, and applied them to our own INGO, WeRobotics.

Each proposed metric is rooted in a question to ourselves and fellow INGOs:

  1. Are our country offices (or equivalent) independent?
  2. Are they locally-led?
  3. Can they exit at any time?
  4. Are we ceding market share?
  5. Do we have a clear Endgame or exit strategy?…(More)”

Consumers Are Becoming Wise to Your Nudge

Curated on Posted on by Stefaan Verhulst

Article by Simon Shaw: “The broader question, one essential to both academics and practitioners, is how a world saturated with behavioral interventions might no longer resemble the one in which those interventions were first studied. Are we aiming at a moving target?

This was the basis for a research project we completed in February 2019 examining reactions of the British public to a range of behavioral interventions. We took a nationally representative sample of 2,102 British adults, and undertook an experimental evaluation of some of marketers’ most commonly used tactics.

We started by asking participants to consider a hypothetical scenario: using a hotel booking website to find a room to stay in the following week. We then showed a series of nine real-world scarcity and social proof claims made by an unnamed hotel booking website.

Two thirds of the British public (65 percent) interpreted examples of scarcity and social proof claims used by hotel booking websites as sales pressure. Half said they were likely to distrust the company as a result of seeing them (49 percent). Just one in six (16 percent) said they believed the claims. 

The results surprised us. We had expected there to be cynicism among a subgroup—perhaps people who booked hotels regularly, for example. The verbatim commentary from participants showed people see scarcity and social proof claims frequently online, most commonly in the travel, retail, and fashion sectors. They questioned truth of these ads, but were resigned to their use:

“It’s what I’ve seen often on hotel websites—it’s what they do to tempt you.”

“Have seen many websites do this kind of thing so don’t really feel differently when I do see it.”

In a follow up question, a third (34 percent) expressed a negative emotional reaction to these messages, choosing words like contempt and disgust from a precoded list. Crucially, this was because they ascribed bad intentions to the website. The messages were, in their view, designed to induce anxiety:

 “… almost certainly fake to try and panic you into buying without thinking.”

“I think this type of thing is to pressure you into booking for fear of losing out and not necessarily true.”

For these people, not only are these behavioral interventions not working but they’re having the reverse effect. We hypothesize psychological reactance is at play: people kick back when they feel they are being coerced….(More)”.