November 20, 2024

Facebook Says It Failed to Stop Misogynous Pages

The activists, who sent more than 5,000 e-mails to Facebook’s advertisers and elicited more than 60,000 posts on Twitter, also prompted Nissan and more than a dozen smaller companies to say that they would withdraw advertising from the site.

In a blog post, Facebook said its “systems to identify and remove hate speech have failed to work as effectively as we would like, particularly around issues of gender-based hate.” The company said it would review how it dealt with such content, update training for its employees, increase accountability — including requiring that users use their real identities when creating content — and establish more direct lines of communication with women’s groups and other entities.

Women’s groups have complained to Facebook about misogynous content in the past, but pressure on the company escalated last week when a collective led by Women, Action and the Media; Laura Bates of the Everyday Sexism Project; and Soraya Chemaly, a writer and activist, published an open letter asking Facebook executives to “ban gender-based hate speech on your site.”

The letter highlighted Facebook pages with names like “Violently Raping Your Friend Just for Laughs” and “Kicking your Girlfriend in the Fanny because she won’t make you a Sandwich,” and other pages that included graphic images of women being abused.

The groups asked Facebook to improve how it trains moderators to recognize and remove such content. They also asked Facebook users to use the Twitter hashtag #FBrape to call on companies to stop advertising on Facebook if their ads have been placed alongside such content. A petition on the site change.org had almost 224,000 supporters by Tuesday evening.

“We thought that advertisers would be the most effective way of getting Facebook’s attention,” said Jaclyn Friedman, the executive director of Women, Action and the Media. “We had no idea that it would blow up this big. I think people have been frustrated with this issue for so long and feeling like they had no way for Facebook to pay attention to them. As consumers we do have a lot of power.”

David Reuter, a spokesman for Nissan, said in an interview on Tuesday that the automaker has stopped all advertising on Facebook until it could assure Nissan that its ads would not appear on pages with offensive content.

Nissan typically buys Facebook advertisements that target particular demographic groups, like men age 30 to 35, Mr. Reuter said. In Facebook’s system, those ads follow the users onto whatever pages they visit, potentially including those with offensive content.

“We are working with Facebook to understand this situation better and opt out of advertising on any pages that are offensive,” he said.

While more than a dozen smaller advertisers like Down Easy Brewing and eReader Utopia had agreed by Tuesday to remove their ads from Facebook, other major advertisers, including Zappos, Dove and American Express, stopped short of withdrawing their ads. Those companies did, however, issue responses through Facebook, e-mail or Twitter that they did not condone violence against women.

Dove, a beauty brand that has a campaign that focuses on “real beauty,” has come under intense pressure because of its marketing focus on women, Ms. Friedman said. One commenter on the Dove Facebook page wrote: “So, Dove, you’re willing to make money off of us, but not willing to lift a finger to let Facebook know violence against women isn’t acceptable?”

Representatives for Dove did not respond to requests for an interview, nor did representatives for Zappos or American Express.

Stacy Janicki, a senior partner and director of accounts at the advertising agency Carmichael Lynch, called Facebook’s response on Tuesday “a bit of a cop-out.”

“I think advertisers have a responsibility to consumers and media companies have a responsibility to advertisers to make sure they control the content on those sites,” Ms. Lynch said, adding that as Facebook and other social media companies seek to secure more advertising dollars, advertisers will have the power to walk away from content that does not represent them well.

“That’s the power and the curse of social media,” she said. “You can put anything on there, but the benefit is that you can elevate it and scale it to where advertisers will listen and ultimately Facebook will listen.”

Vindu Goel contributed reporting.

Article source: http://www.nytimes.com/2013/05/29/business/media/facebook-says-it-failed-to-stop-misogynous-pages.html?partner=rss&emc=rss

Corner Office: Terri Ludwig: Leadership Doesn’t Rest on Your Title

Q. Do you remember the first time you were somebody’s boss? 

A. The first time I had what I would call a real job managing people was at Credit Suisse First Boston.  I was running the sales operation for the global foreign currency business.   

Q. How old were you?   

A. About 29. There were about six people reporting to me.   

Q. Was that an easy transition for you?

A. I definitely learned a fair amount of lessons. On Wall Street, and it’s probably the same in other industries, just because you’re the biggest producer you often get put in the management role.  But just because you’re a great producer doesn’t mean that you’re necessarily a great manager.  So I had to really learn how to manage people.  And it was a little challenging because I walked into a situation where I had some underperforming team members. That was the first time I had to fire people.  There were people who were significantly older than me.  And there were a lot of gender issues, too.

Q. What were some things you did to work through that?

A. One thing that built my credibility with them was that I didn’t stop producing. So you’re kind of leading by example, and sharing what’s worked, and asking others what’s worked for them. I’m also pretty straightforward, and I think they appreciated that.  Here’s the goal, here’s the accountability, so how can we achieve this together?   

Q. What about earlier in your life? Were you in leadership roles?

A. My jobs out of the gate were ones that tended to be about taking care of children.  I was a swimming instructor.  I taught gymnastics.  I taught at a Head Start center.  I do think that those influenced me.  Very early on, I loved working with kids.  I really wanted to see people be successful, and I think I was a pretty natural teacher and coach to people.   

Q. And where did you get that from? 

A. My mom was a seventh- and eighth-grade science teacher.  She was very influential to me — very supportive of what I chose to do. I had her for a teacher in seventh grade, too. I saw the way she taught. She had a passion for her students, and I also think she tended to gravitate to the kids in her classroom who had difficulty and were kind of hard to teach. She wanted to make sure that they were also preparing themselves for success. She did a lot of after-school work, too. She was incredibly dedicated. That had an effect on me. Fast-forward to today, and I’m trying to help create opportunities for people so they can fulfill their potential. 

Q. Tell me about your decision to shift to the nonprofit world from Wall Street.

A. It was definitely always my intention to figure out how I could make a difference in the world. You get to a point in your life where you say, I’ve had great success, it was terrific, but I really had a longing and a desire to make a difference.  And so I applied to the Kennedy School of Government at Harvard for its midcareer program to figure out how to apply the skills that I had learned in a meaningful way. 

For the first time in my life, I really didn’t worry about the academics. I didn’t have to be valedictorian.  I said let’s go and just have fun, and meet people and really understand some of the opportunities.  And the area I got very excited about was bringing what I had learned in the financial markets to a meaningful sort of social mission.

Q. How many people work at Enterprise?   

A. 500 people.

Q. How would you say your management style has evolved over time?

A. I think I’m more self-aware. When you become C.E.O. of a large organization, you become aware that you telegraph things that you may not intentionally telegraph.  So you make sure that you’re really telegraphing the information that you want, and it’s important to make sure you’re keeping that energy really positive. 

You also really have to think about your audience and how you’re communicating.  I grew up on a trading desk, so I’m a bullet girl  —  give me the high points, let’s make a decision, let’s have action.  But when we’re dealing with governmental partners and a lot of other partners, or even within Enterprise, there’s a healthy process. And you have to think about how to get the best result and the best outcome, and go through a process without letting it become an obstacle. 

Article source: http://feeds.nytimes.com/click.phdo?i=fd7232c47f16d1cc176526ace35eb81c