Nature - Intertwingled: Information Changes Everything - page 8

Yes, once again, I'm making myself uncomfortable. I'm an advisor to the School of Library and
Information Science at San José State University. Since 2009, the program has embraced a 100%
online model. Ironically, I'm here for a face to face meeting. And I'm using this visit to California
as an opportunity to dip my toes into the infamous sharing economy.
So, I'm not in a cab, and I'm not hitchhiking. I'm in a black town car with an Uber-qualified
driver named Gustavo. I hailed him via mobile app. I must admit it was fun watching the little
black car icon drive to my location. I already know a bit about my driver. He's passed Uber's in-
surance and background checks and has a 5 star rating. At the end of my flat rate ride (paid by
phone) I can rate him and even write a review. Of course, while I'm rating Gustavo, he's also
rating me, which matters because drivers often ignore the requests of customers with three stars
or less. So, if I'm obnoxious or give him a bad rating, he may return the favor, and cost me a
ride. The system isn't perfect, but neither are taxis.
We've all struggled to hail a cab or waited in line or on hold. And we've all endured rudeness,
bad driving, and cabbies who simply get lost. But not all of us suffer alike. While in Washington,
D.C. a few years ago, I helped a friend catch a cab. A taxi pulled over, but when the driver saw
my friend would be riding alone, he drove away before she could get in. I was shocked, but she
wasn't. As a black woman, she'd been there before. This bigotry is nearly invisible in the world
of yellow cabs, but it would be hard to hide in Uber. They've built a new “architecture of trust”
that re-frames the rules and relationships between passengers and drivers.
The design of these information systems is tricky. Before pickup, Uber drivers and passengers
see each other's ratings and may decline a ride based on the number of stars. After a ride,
drivers see the rating they're given but not the review. Passengers see neither. Drivers are told
by Uber not to solicit 5-star ratings, nor confront passengers about low ratings, but both do oc-
cur. Balancing privacy and transparency for optimal performance and trust in the system re-
quires constant tuning.
Figure 1-5. Rideshares rely on trust and ratings.
Despite these challenges, Uber has built a platform that integrates mobile phones, social net-
works, and GPS to disrupt the business of transport. Their success is evident in the backlash
from rage over “surge pricing” to lawsuits and fines in cities around the world. Interestingly,
their defense is all about categorization. Uber insists they are not a taxi company nor a limo ser-
vice. They simply match drivers and passengers. So they aren't subject to established regula-
tions, licensing, or insurance requirements.