I can prove that 'William Shakespeare' is buried in Westminster Abbey – scholar | Culture | The Guardian
The New York Times: “…In the coming weeks, executives from Facebook and Twitter will appear before congressional committees to answer questions about the use of their platforms by Russian hackers and others to spread misinformation and skew elections. During the 2016 presidential campaign, Facebook sold more than $100,000 worth of ads to a Kremlin-linked company, and Google sold more than $4,500 worth to accounts thought to be to the Russian government. Agents with links to the Russian government set up an endless array of fake accounts and websites and purchased a slew of advertisements on Google and Facebook, spreading dubious claims that seemed intended to sow division all along the political spectrum — “a cultural hack,” in the words of one expert. Yet the psychology behind social media platforms — the dynamics that make them such powerful vectors of misinformation in the first place — is at least as important, experts say, especially for those who think they’re immune to being duped. For all the suspicions about social media companies’ motives and ethics, it is the interaction of the technology with our common, often subconscious psychological biases that makes so many of us vulnerable to misinformation, and this has largely escaped notice. Skepticism of online “news” serves as a decent filter much of the time, but our innate biases allow it to be bypassed, researchers have found — especially when presented with the right kind of algorithmically selected “meme.”…”
Today sees the publication of the Thriving at Work report, commissioned by the UK Prime Minister. It was co-authored by Paul Farmer, CEO of MIND, and Lord Dennis Stevenson, businessman and entrepreneur, who has also been open about his own battles with mental health.
We say we want data privacy—then researchers put free pizza in front of us
Optus Business Insights Blog, Oct 2017. Like many large organisations, the ATO was struggling to meet the changing demands, unexpected needs, and new expectations of today’s fast-paced, tech-driven and digitally enabled world. The agency required a thorough digital transformation to keep its customer service and operations as relevant, efficient and enjoyable as possible. ATO case study.