The market for attention is unlike any other market. In an ordinary market, the supplier is paid for what the buyer receives. In the attention market, the supplier — the media company, the social platform, the application — is paid by an advertiser for delivering the buyer's attention to that advertiser. The buyer, in this architecture, is not the customer. The buyer is the product. The actual customer is the one who buys the buyer's attention. This inversion shapes everything about how these platforms are designed: not to serve the user, but to retain the user's attention as long and as intensively as possible, so that it can be sold.
The mechanisms used to retain attention are well documented: variable reward schedules (borrowed from the psychology of slot machines), social validation through quantified approval (the like, the share, the retweet), infinite scroll, autoplay, notifications calibrated to trigger anxiety and anticipation. Each of these is a technique from the behavioural sciences, deployed not to inform the user but to disrupt the user's ability to disengage.
The consequence is a public environment in which the cognitive and emotional resources of citizens are continuously extracted for private profit. This is not a metaphor. Attention is a finite resource — an hour spent on one stimulus is an hour not spent on another. When a platform succeeds in colonising that resource, the cost is borne not by the advertiser, not by the platform, but by the person whose attention was consumed and the society that depends on the quality of their engagement.