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March 12, 2018 06:31 am

YouTube, the Great Radicalizer

Zeynep Tufekci, writing for the New York Times: Before long, I was being directed to videos of a leftish conspiratorial cast, including arguments about the existence of secret government agencies and allegations that the United States government was behind the attacks of Sept. 11. As with the Trump videos, YouTube was recommending content that was more and more extreme than the mainstream political fare I had started with. Intrigued, I experimented with nonpolitical topics. The same basic pattern emerged. Videos about vegetarianism led to videos about veganism. Videos about jogging led to videos about running ultramarathons. It seems as if you are never "hard core" enough for YouTube's recommendation algorithm. It promotes, recommends and disseminates videos in a manner that appears to constantly up the stakes. Given its billion or so users, YouTube may be one of the most powerful radicalizing instruments of the 21st century. This is not because a cabal of YouTube engineers is plotting to drive the world off a cliff. A more likely explanation has to do with the nexus of artificial intelligence and Google's business model. (YouTube is owned by Google.) For all its lofty rhetoric, Google is an advertising broker, selling our attention to companies that will pay for it. The longer people stay on YouTube, the more money Google makes. What keeps people glued to YouTube? Its algorithm seems to have concluded that people are drawn to content that is more extreme than what they started with -- or to incendiary content in general. Is this suspicion correct? Good data is hard to come by; Google is loath to share information with independent researchers. But we now have the first inklings of confirmation, thanks in part to a former Google engineer named Guillaume Chaslot. Mr. Chaslot worked on the recommender algorithm while at YouTube. He grew alarmed at the tactics used to increase the time people spent on the site. Google fired him in 2013, citing his job performance. He maintains the real reason was that he pushed too hard for changes in how the company handles such issues.

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