Dear David,

On behalf of everyone at easyJet, I hope you and your loved ones are healthy and safe at this time.

I wanted to write to you to let you know what’s been happening at easyJet.

Dearest Johan,

I cannot express the relief that swept over me when I saw your message in my inbox. And how like you to worry about me and my family above all else. My dear, dear Johan.

It instantly reminded me of the time four years ago when I took my only trip on easyJet and the very kind flight attendant stood up in front of all the passengers and assured us in the very sweetest of words that everyone at easyJet cares most about our safety… and then proved it by showing us how to operate the safety belts provided to each and every one of us, for free.

I knew then that EZJet, under your stewardship, was a member of our family.

And our family is doing well, given the circumstances.

As luck would have it, the call for self-isolation came when we were visiting Jack and Lucy and their five little ones in Worchester. (Mindy, bless her heart, insists on calling it Wor-chest-er because, as she says — maybe once too often, to tell the truth — would you call someone named Chester “Er”?)

It’s great to get to spend so much time with the grandkids 24/7 and weekends don’t exist anymore. We feel like we’ve really gotten to know them, especially Lilly, the middle child. Seven can be a tough age when you’re an energetic little tyke with no real interests other than dominance, locked in a house with a mother whose patience wore thin about six hours into the whole ordeal. Not that Lucy is a bad mother. She’s wonderful a good amount of the time and Jack still seems to love her.

For the past five weeks Mindy and I have only gone out three times to bring in some items that Jack and Lucy have forgotten to pick up for us on their grocery runs. You would have laughed to see the look on the face of the clerk at the liquor store when Mindy walked in dressed for a blizzard, with a full roll of toilet paper wrapped around her face. By the time she got home with her haul — Jack won’t let us use their car because of an article he read on the Internet — she had soaked through most of the TP and it took forever to comb it out of her hair. At least she combed her hair — it took three of us — for the first time in three weeks. When one door closes, a window opens, as they say. Everything has its positive side.

Although we’re struggling to find one in the passing of Mindy’s beloved Uncle Luke from the virus. Did you know that he landed at Normandy when he was just 17? Sorry to spring this on you, but I knew you’d want to know.

We have comforted ourselves by recalling that easyJet flight. We remember the conversations we had about whether the low cost of the flight was worth the trip to an airport an hour and a half away, which meant getting up at 2AM for a 5:30AM flight. And then Mindy and I laugh remembering learning all the things the ticket price didn’t cover. Not even a choice of seats! It was a wondrous journey of discovery for which we will always be grateful, dearest Johan.

The flight itself was a once-in-al-lifetime adventure. You took us literally miles above our beautiful blue pearl, as someone on TV once said. (I think it was Kermit the Frog but Mindy says it was a human impersonating him.) Anyway, you gave us the gift of flight, Johan, and we shall treasure it forever. Compared to that, Mindy’s lost suitcase is just earth-bound baggage. Literally, actually.

But enough about us, Johan. We appreciate all of the travails you yourself are suffering and tell us about in such a strong, calm voice: the long hold times that must frustrate your phone support people terribly, the suspension of flights that keep you from soaring like the eagle that is you spirit animal. Eagles don’t give us free snacks or carry our baggage without ever dropping a piece or two!

Please give our love and best wishes to every member of the easyJet family. We don’t know how you fit them all into your flat — that’s English for “apartment” — but we are sure that spirits are high, and we hope that you managed to grab enough snacks and those little bottles of liquor to keep everyone going as long as their credit cards keep working.

God bless you, sweet Johan. We miss you!

Your passengers forever,

Hal and Mindy

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Princeton has published the ongoing results of its “Dark Patterns” project. The site says:

Dark patterns are user interface design choices that benefit an online service by coercing, steering, or deceiving users into making unintended and potentially harmful decisions.

So, Nudge gone evil. (And far beyond nudging.)

From the Dark Patterns page, here are some of the malicious patterns they are tracking:

• Activity Notification: Influencing shopper decisions by making the product appear popular with others.
• Confirmshaming: Steering shoppers to certain choices through shame and guilt.
• Countdown Timer: Pressuring shoppers with a decreasing count-down timer.
• Forced Enrollment: Requiring shoppers to agree to something in order to use basic functions of the website.
• Hard to Cancel: Making it easy for shoppers to sign up and obstructing their ability to cancel.
• Hidden Costs: Waiting to reveal extra costs to shoppers until just before they make a purchase.
• Hidden Subscription: Charging a recurring fee after accepting an initial fee or trial period.
• High Demand: Pressuring shoppers by suggesting that a product has high demand.
• Limited Time: Telling shoppers that a deal or discount will expire soon.
• Low-Stock Notification: Pressuring shoppers with claims that the inventory is low.
• Pressured Selling: Pre-selecting or pressuring shoppers to accept the most expensive options.
• Sneak into Basket: Adding extra products into shopping carts without consent or through boxes checked by default.
• Trick Questions: Steering shoppers into certain choices with confusing language
• Visual Interference: Distracting shoppers away from certain information through flashy color, style, and messages.

Home page:https://webtransparency.cs.princeton.edu/dark-patterns/

Academic paper:
https://webtransparency.cs.princeton.edu/dark-patterns/assets/dark-patterns.pdf

Nathan Mathias has put a front end to this data at the Tricky Sites site: https://trickysites.cs.princeton.edu/

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(An unauthorized, unapproved homage to The Cluetrain Manifesto).

A powerful global reaccommodation has begun. Corporations are rediscovering themselves in their muscular masculinity. For we are the makers, the takers, and above all else, we are the winners. Customers, employees, the needy, the vulnerable are, by definition, the losers. Each one of them would gladly trade their seat for one of the tufted leather chairs in our CEO’s office. Instead, make sure your pathetic seatbacks are returned to their upright position, your trays are stowed, and you’re buckled in. For this is your pilot speaking, and we’re ready to fly the friendly skies of “PUT YOUR HANDS WHERE I CAN SEE THEM, MOTHERFUCKER!”

1. Markets are reaccommodations.

2. There’s the crew and there’s the screwed. Deal with it.

3. When jack-booted thugs rough up paying passengers and drag them from your plane, it’s time for the CEO to step up and declare that there’s two sides to every story.

4. There’s no customer need that cannot be met by a bag of off-brand peanuts.

5. Customers of course have rights. But only once they have lawyers.

6. Think of it like this: Boarding a airplane is like opening a shrink-wrapped product, an act that involuntarily voids all your rights. Except boarding a plane means also giving up the shreds of human dignity we didn’t already strip from you during the nudie scan, the TSA ritual ball or tit squeeze, the routine totally un-profiled examination of the darker-hued among us, the lack of sufficient seats in the boarding area, the unexplained delays, and the segregation into social strata announced over the PA. Also, I think we may have missed a spot in your rectum.

7. Costs have gone up while fuel prices and basic services have gone down, yet more and more people are flying. Therefore, passengers must love us more than ever. You can’t argue with math!

8. Virtually no other industry uses overbooking as a routine best practice because they don’t love their customers are much as we do.

9. “First they came for my free crappy meal, and I said nothing. Then they came for my carry-ons, and I said nothing. Then they just said ‘Fuck it’ and came for the guy sitting next to me and dragged him off the plane by the ankles. And I said something, and I video-ed it and I posted it.” Sorry, I couldn’t hear you. I’ve got a corporate reputation to maintain.

10. Every act of corporate brutality can be fixed by combining the power of euphemism with the audacity of neologism, catalyzed by a really expensive blue suit.

11. It’s great to know that we’re making our employees so proud! Right, gang? Gang?

12. Hey, it’s us against them, where “them” are the customers, right, gang? Oh, c’mon, gang, quit kidding around!

13. You know who’s the victim here? The shareholders. How about some sympathy for them, eh?

14. Y’know, it’d be a lot easier for us to fly empty planes and not have to deal with you all. You’re welcome. Ingrates.

15. Hey, catch! Here’s your guitar. Sorry-not-sorry for the crushing.

16. Have a bag of last year’s peanuts, on us.

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I’m at the PAPIs conference. The opening panel is about building intelligent apps with machine learning. The panelists are all representing companies. It’s Q&A with the audience; I will not be able to keep up well.

The moderator asks one of the panelists (Snejina Zacharia from Insurify) how AI can change a heavily regulated audience such as insurance. She replies that the insurance industry gets low marks for customer satisfaction, which is an opportunity. Also, they can leverage the existing platforms and build modern APIs on stop of them. Also, they can explore how to use AI in existing functions, e.g., chatbots, systems that let users just confirm their identification rather than enter all the data. They also let users pick from an AI-filtered list of carriers that are right for them. Also, personalization: predicting risk and adjusting the questionnaire based on the user’s responses.

Another panelist is working on mapping for a company that is not Google and that is owned by three car companies. So, when an Audi goes over a bump, and then a Mercedes goes over it, it will record the same data. On personalization: it’s ripe for change. People are talking about 100B devices being connected by 2020. People think that RFID tags didn’t live up to their early hype, but 10 billion RFID tags are going to be sold this year. These can provide highly personalized, higher relevant data. This will be the base for the next wave of apps. We need a standards body effort, and governments addressing privacy and security. Some standards bodies are working on it, e.g., Global Standards 1, which manages the barcodes standard.

Another panelist: Why is marketing such a good opportunity for AI and ML? Marketers used to have a specific skill set. It’s an art: writing, presenting, etc. Now they’re being challenged by tech and have to understand data. In fact, now they have to think like scientists: hypothesize, experiment, redo the hypothesis… And now marketers are responsible for revenue. Being a scientist responsible for predictable revenue is driving interest in AI and ML. This panelist’s company uses data about companies and people to segmentize following up on leads, etc. [Wrong place for a product pitch, IMO, which is a tad ironic, isn’t it?]

Another panelist: The question is: how can we use predictive intelligence to make our applications better? Layer input intelligence on top of input-programming-output. For this we need a platform that provides services and is easy to attach to existing processes.

Q: Should we develop cutting edge tech or use what Google, IBM, etc. offer?

A: It depends on whether you’re an early adopter or straggler. Regulated industries have to wait for more mature tech. But if your bread and butter is based on providing the latest and greatest, then you should use the latest tech.

A: It also depends on whether you’re doing a vertically integrated solution or something broader.

Q: What makes an app “smart”? Is it: Dynamic, with rapidly changing data?

A: Marketers use personas, e.g., a handful of types. They used to be written in stone, just about. Smart apps update the personas after ever campaign, every time you get new info about what’s going on in the market, etc.

Q: In B-to-C marketing, many companies have built the AI piece for advertising. Are you seeing any standardization or platforms on top of the advertising channels to manage the ads going out on them?

A: Yes, some companies focus on omni-channel marketing.

A: Companies are becoming service companies, not product companies. They no longer hand off to retailers.

A: It’s generally harder to automate non-digital channels. It’s harder to put a revenue number on, say, TV ads.

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I’m at the PAPIs (Predictive Applications and APIS) [twitter: papistotio] conference at the NERD Center in Cambridge.

The first speaker is Cynthia Rudin, Director of the Prediction Analysis Lab at MIT. Her topic is “Regulating Greed over Time: An Important Lesson for Practical Recommender Systems.” It’s about her Lab’s entry in a data mining competition. (The entry did not win.) The competition was to design a better algorithm for Yahoo’s recommendation of articles. To create an unbiased data set they showed people random articles for two weeks. Your algorithm had to choose to show one of the pool of articles to a user. To evaluate a recommender system, they’d check if your algorithm recommended the same thing that was shown to the user. If the user clicked on it, you could get an evaluation. [I don’t think I got this right.] If so, you sent your algorithm to Yahoo, and they evaluated its clickthrough rate; you never got access to Yahoo’s data.

This is, she says, a form of the multi-arm bandit problem: one arm is better (more likely to lead to a pay out) but you don’t know which one. So you spend your time figuring out which arm is the best, and then you only pull that one. Yahoo and Microsoft are among the companies using multi-arm bandit systems for recommendation systems. “They’re a great alternative to massive A-B testing

• ” [Alternative view

] [No, I don’t understand this. Not Cynthia’s fault!.].

Because the team didn’t have access to Yahoo’s data, they couldn’t tune their algorithms to it. Nevertheless, they achieved a 9% clickthrough rate … and still lost (albeit by a tiny margin). Cynthia explains how they increased the efficiency of their algorithms, but it’s math so I can only here play the sound of a muted trumpet. But it involves “decay exploration on the old articles,” and a “peak grabber”: If any articles gets more than 9 clicks out of the last 100 times they show the article, and they keep displaying it: if you have a good article, grab it. The dynamic version of a Peak Grabber had them continuing to showing a peak article if it had a clickthrough rate 14% above the global clickthrough rate.

“We were adjusting the exploration-exploitation tradeoff based on trends.” Is this a phenomenon worth exploring?The phenomenon: you shouldn’t always explore. There are times when you should just stop and exploit the flowers.

Some data supports this. E.g., in England, on Boxing Day you should be done exploring and just put your best prices on things — not too high, not too low. When the clicks on your site are low, you should be exploring. When high, maybe not. “Life has patterns.” The Multiarm Bandit techniques don’t know about these patterns.

Her group came up with a formal way of putting this. At each time there is a known reward multiplier: G(t). G is like the number of people in the store. When G is high, you want to exploit, not explore. In the lower zones you want to balance exploration and exploitation.

So they created two theorems, each leading to an algorithm. [She shows the algorithm. I can’t type in math notation that fast..]

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I heard that Microsoft has some excellent $0.10 deals for Windows 10 owners like me. So I checked Bing:

The top hit (an ad by Microsoft) takes you to a page for corporate sales of Windows phones.

The second hit (an ad by Microsoft) takes you to the generic Microsoft Store front page from which it is virtually impossible to find the $0.10 sales.

None of the rest of the results on the first page of the Bing search gets you anywhere close.

Same search at Google:

The top hit (a Microsoft ad) takes you to the same generic front page of the Microsoft Store as the second hit on Bing, which makes no mention of the $0.10 sales.

The following Google results take you to pages about the $0.10 sales from which you can actually get to the goddamn sale.

Yes, these sales are real. For example, this is from the Microsoft.com site this afternoon:

I got there by going to the WindowsCentral.com post listed in the Google results….although right now the Windows site is telling me that something is wrong and I should come back later.

PS: To get to the Hitman Go sale, my best advice is to go to the Windows Store on your Windows 10 machine. The $0.10 sales are featured there. Or search there for Hitman Go.

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1. Who buys this?

2. Why did I buy it?

3. Why would any major store give it shelf space?

4. Can someone please get its lying jingle out of my head? (“Better coffee a millionaire’s money can’t buy.”)

5. Can someone please get its bitter tastelessness out of my mouth?

6. In ten years when I am about to give it another try, would someone please send me a link to this post?

7. WHERE ARE THE NUTS YOU PROMISED?

Photo linked to a 404 page at WNYC by Sheri at Flickr.com who posted it with a CC license, saying that WNYC published it “with permission,” which doesn’t mean that it can be republished without permission, but who knows at this point? So if this is your goddamn “intellectual property” I am sooooo sorry for depriving you of all the money you were going to make from this glorious piece of work. Also, thank you.

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Back in the early 1980s—yes, children, it’s time for an anecdote from the Dark Ages—WordPerfect was my writing tool. I was a power user and was quite attached to it. But there were some things I thought they could do better. So, I wrote a four page letter that was (as I recall) very appreciative of the program overall — not a set of gripes, but a fan’s notes. I sent it to the WordPerfect corporation.

I never heard anything back. Not even the form letter I expected.

That was back then.

On my Mac I frequently use Sync2Folders “its techie rawness is one of the reasons I like it”to, well, sync two folders. It does exactly what I want, and it’s free, although donations are suggested. (I’ve donated the suggested €6 more than once.)

In terms of the look and feel, Sync2Folders isn’t slick, and in its functionality it tends towards the techie. But it’s simple enough that I can do the basic things that I want to do. In fact, its techie rawness is one of the reasons I like it: It does a job that’s not trendy, and it does it without gussying itself up.

Also, and perhaps more important, it looks like something that a developer created and put out in the world for free. Which is exactly what it is.

A couple of days ago I got an automated email from the developer, Thomas Robisson when I donated for the third time. I’d like to pretend that I’m just that generous, but the truth is that I’m just that forgetful. So, I appreciated that the developer noted the duplication, told me how to avoid the app’s request for fiscal aid, and reminded me that a single license can be used on multiple computers.

I responded by email to thank Thomas, and also to point out a feature that I’d like and that I’d thought was in an earlier version. I was confident that this was going to turn out to be a DUM— a dumb user mistake — and at least I was right about that.“ The Net occasions the generosity of people like Thomas” Over the course of a couple of emails in which Thomas asked for some basic debugging info, it turned out that, yes, I had simply missed the button that did what I was asking for. D’oh.

I know that the Internet is the defiler of youth and the death of civilization. But it also occasions the generosity and creativity of people like Thomas.

Further, before the Net, there was only the slightest chance that a user and a product creator could engage. And if they did it was likely to be in the stilted, inhuman voice of the Marketing department.

So, thank you, Thomas. And thank you, Internet.

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It had to be back in 1993 that I had dual cards at Interleaf. But it was only a couple of days ago that I came across them.

Yes, for a couple of years I was both VP of Strategic Marketing and Chief Philosophical Officer at Interleaf.

The duties of the former were more rigorously defined than those of the latter. It was mainly just a goofy card, but it did reflect a bit of my role there. I got to think about the nature of documents, knowledge, etc., and then write and speak about it.

Goofy for sure. But I think in some small ways it helped the company. Interleaf had amazingly innovative software, decades ahead of its time, in large part because the developers had stripped documents down to their elements, and were thinking in new ways about how they could go back together. Awesome engineers, awesome software.

And I got to try to explain why this was important even beyond what the software enabled you to do.

Should every company have a CPO? I remember writing about that at the end of my time there. If I find it, I’ll post it. But I won’t and so I won’t.

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Uber’s hamfisted behavior continues to get it bad press. The latest: its “surge” pricing, algorithmically set according to demand, went up 400% in Sydney during the hostage-taking event.

Uber has responded appropriately, offering refunds, and providing free rides out of the area. At the same time, it’s keeping its pricing elevated to encourage more Uber drivers to get into their cars to pick up passengers there.

Some of my friends are suggesting that when someone at Uber notices surge prices spiking and it’s not snowing or rush hour, they ought to look into it. Fine, but here’s a radical idea for decentralizing that process:

Uber creates a policy that says that Uber drivers are first and foremost members of their community, and are thus empowered and encouraged to take the initiative in times of crisis, whether that’s to stop for someone in need on the street or to help the population get out of harm’s way during a civic emergency.

Then Uber rewards drivers for doing so.

That is, Uber’s new motto could be “Don’t be a dick.”

And for the other side of humanity: The #illridewithyou [I’ll ride with you] hashtag – Sydney folks offering to accompany Moslems who fear a backlash — makes you proud to be a human.

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