In these chapters, Kentaro Toyama explored how technology
and digitizing the world has changed what people value. He started chapter five with an anecdote
about book stores in Harvard Square while he was in college and by 2013 Amazon
held a third of all book sales in the US and about sixty percent of e-books. Towards the end of chapter five, Kentaro
Toyama had a section titled The Tech
Commandments, which I found really interesting. The Tech Commandment categorizes how values
have shifted because of technology.
Toyama acknowledges that could be an exaggeration, but they are not an
extreme stretch. The Tech Commandments consists
of:
-
Measurement
over meaning: value only that which can be counted
-
Quantity
over quality: Do only those things that affect millions over people
-
Ultimate
goals over root causes: Focus narrowly on the end goal to ensure success
-
Destinationalism
over path dependency: Ignore history
and context, take a single hop to the destination
-
External
over internal: Do not expect people to change; instead, focus exclusively
on their external circumstances
-
Innovation
over tried-and-true: never do anything that has been done before, at least
not without new branding
-
Intelligence
over wisdom: Maximize cleverness and creativity, not mundane effort. Use intelligence and talent to justify
arrogance, selfishness, immaturity and rankism. (Rankism is abuse humiliation,
exploitation, or subjugation based on any kind of social rank)
-
Value
neutrality over value engagement: Bypass values and ethics by pretending to
value neutrality
-
Individualism over collectivism: Let competition
lead to efficiency; avoid cooperation, which breeds complacency and
corruption. Any inhibition of individual
expression, including compromise to support the common good, is the same as
oppression.
-
Freedom
over responsibility: Encourage more choices; discourage discernment in
choosing. Any temperance of liberty,
including encouragement of responsibility is tantamount to tyranny.
I found these commandments to be
pretty close to what I’ve observed around me.
A lot of what he talks about in these chapters is about how people are
focused more on making their lives easier and looking for the quick fix or the
easiest path rather than the most rewarding or what brings us the most success
and fulfillment in the long run. An
example of “quick fixes” that he used that I really liked was “Teaching to the
Test.” Toyama explained that because
schools are under so much pressure to have high test scores they “turn to quick
fixes: technologies and methodologies that drill students in minor variations
of common test questions. However,
rather than fostering curious, productive, well-informed, and well-adjusted
citizens, the mindless drilling erodes students’ motivation to learn.”(Toyama
94) I think that this is completely the
case, at least where I’m from, because a large portion of our core classes only
focused on the two standardized tests that we had to take and feeding us
practice questions so the school would look good compared to surrounding towns.
In chapter 6, Toyama talked about
his time at the Technology Access Foundation (TAF). He talked about how powerful of a tool
technology can be, but how teachers have to be very careful with it, using the
example of how some classes open a laptop and start their school work, but
others open a laptop and instantly start watching YouTube videos. He talk about how there should be set rules
that are explained at the beginning of the school year and stuck to. Toyama explained how it took him a while
being at TAF before figuring out which rules worked for him and his class and
took some adjusting to get it right. In
this case they were just using laptops and had figure how to best use them, but
there are now people who specialize in technology for education. Schools higher these specialists to work in
the school and figure out what kind of technology, whether it be software or different
devices, and work with the teachers to see what will best help their classes
learn in a productive, and maybe even fun, way.