Assimilation
Conformity
Compliance
Adherence
Coordination
Integration
All posts by anomalogue
Specere
Special – ORIGIN Middle English: shortening of Old French especial ‘especial’ or Latin specialis, from species ‘appearance’; literally ‘appearance, form, beauty,’ from specere ‘to look.’
Respect – ORIGIN late Middle English: from Latin respectus, from the verb respicere ‘look back at, regard,’ from re– ‘back’ + specere ‘look at.’
Inspect – ORIGIN early 17th cent.: from Latin inspect– ‘looked into, examined,’ from the verb inspicere (from in- ‘in’ + specere ‘look at’), or from its frequentative, inspectare.
Circumspect – ORIGIN late Middle English: from Latin circumspectus, from circumspicere ‘look around,’ from circum ‘around, about’ + specere ‘look.’
Suspect – ORIGIN Middle English (originally as an adjective): from Latin suspectus ‘mistrusted,’ past participle of suspicere, from sub- ‘from below’ + specere ‘to look.’
Despise – ORIGIN Middle English: from Old French despire, from Latin despicere, from de– ‘down’ + specere ‘look at.’
Distillation
Distillation process: Chaotic -> Complicated -> Complex -> Simple
Propaganda/advertising process: Chaotic -> Simplistic
Institutionalization process: Chaotic -> Complicated
How to learn
Unexpected events can be painful — but they are also instructive.
Following the trauma and disorientation of unexpected events, we go into learning mode. We study the unexpected event, explaining how it happened, cataloging its characteristics, identifying the early signs that the unexpected was about to happen.
Now we know how to expect the unexpected. We stay alert and vigilant and ready to respond.
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Innovation is a kind of unexpected event, and learning from innovation follows a similar pattern.
We usually find innovations a little implausible or unrealistic at first. Being new and unprecedented they don’t yet belong to reality as we’ve known it. (Think about everyone’s favorite example of radical innovation — how much ridicule was heaped upon it by precisely those who now celebrate its success.)
The innovations we admire most are the “disruptive” ones — the deep innovations that disorient and reorient our perceptions of what is realistic.
These deep innovations are the most instructive ones. Though at first glance disruptive innovations seem to burst into the world whole in flashes of intuition, closer scrutiny reveals that they generally owe their success to readily-discernible principles that had eluded us in the past — probably because we’d become engrained in the established ways of doing things.
These principles can be distilled into best practices and leveraged to create fresh new innovations.
And because these new innovations are founded on proven, well-established principles, we can justify them to sensible people who reject the squishy and subjective mythology of intuition and insight, and who demand a more objective, systematic and responsible approach to innovation.
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From the liner notes of the first Coolies album, which consisted entirely of Paul Simon covers:
Q: “Don’t the Coolies perform any original songs?”
A: “We do! Just ask Paul Simon — he wrote most of them.
An ideology of objectified ideologists
Voegelin, from Autobiographical Reflections:
“…I have been called every conceivable name by partisans of this or that ideology. I have in my files documents labeling me a Communist, a Fascist, a National Socialist, an old liberal, a new liberal, a Jew, a Catholic, a Protestant, a Platonist, a neo-Augustinian, a Thomist, and of course a Hegelian — not to forget that I was supposedly strongly influenced by Huey Long. This list I consider of some importance, because the various characterizations of course always name the pet bete noire of the respective critic and give, therefore, a very good picture of the intellectual destruction and corruption that characterize the contemporary academic world. Understandably I have never answered criticisms of this kind; critics of this type can become objects of inquiry but they cannot be partners in a discussion.”
The practical danger of this type of statement (though it is undeniably true in some cases) is that it provides a ready-made attitude by which a conservative soul can automatically reject a whole swath of -isms (like Postmodernism) as suspected ideology simply for being associated (however loosely) with known ideologies, or to even dismiss a new and apparently non-nonsensical or irrational philosophical position that requires effort to understand.
This sort of out-of-hand exteriorized dismissal (as an object to observe and explain rather than a fellow-I to hear out and learn from), is one of the most useful ideologist’s devices. And it prevents him from being a partner in a discussion because he’s too busy observing and inquiring into your true motives to hear what you’re trying to tell him.
Chain of differentiations
Differentiated brands are rooted in differentiated offerings.
Differentiated offerings are rooted in differentiated strategies.
Differentiated strategies are rooted in differentiated operations.
Differentiated operations are rooted in differentiated organizational structures.
Differentiated organizational structures are rooted in differentiated roles.
Differentiated roles are rooted in differentiated personalities.
(By “differentiated personality”, I mean having a personality that doesn’t easily fit into a standard professional role definition.)
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Undifferentiated brands have things easier.
They have an easier time explaining themselves because they conform to expectations customers have already learned from their competitors. They have an easier time explaining their offerings because the offerings differ from others by well-established attributes. (“Ours is cheaper.” or faster, or lighter, or easier to use, or whatever.) They don’t have to put too much work into strategy, nor do they have to take risks with untried approaches to solving new problem. Instead they can assemble their strategy from readily-available and well-proven best practices. The same is true for their operations and hiring. They’ll find ready-made employees with ready-made knowledge of how to do things, who can just plug right into place and do their thing with no training required, and no adjustment to idiosyncrasies. Plug the role into the hole, and flip the switch and out comes industry-standard deliverables.
For all these reasons, and more, few companies choose to differentiate. Entire industries lack real differentiated brands. And it all works out fine, until it stops working.
Norms of is and norms of ought
Norms are ambiguous: they are observed as “is” and imposed/complied with as an “ought”.
In other words, they are treated as a hybrid of natural and moral fact, and it might be this that gives norms their power to shame us into conformity — into affecting the appearance that we are what we ought to be.
Fable of the Olive Gloss Army Jeep
When my Uncle Steve was in the Army he managed a warehouse. He was responsible for ordering and shipping supplies and managing inventory.
I say he “managed a warehouse”, but actually he managed two warehouses, an official one that belonged to the official Army supply network and a second unofficial gray-market warehouse that was part of a second network supplied by mistakes made by the official supply network’s. And because the official supply network did little but make mistakes, this second supply network was quite robust.
Due to the enormous number of procedures imposed on the network to guarantee maximum reliability and efficiency, the network was impossibly complicated, unreliable and inefficient. And that was the easy part. The processes involved in correcting a fuck-up was ten times more complicated, error-prone and slower than the process of generating a fresh fuck-up.
So, according to Uncle Steve, whenever he was forced to do things the Right Way the official warehouse system would invariably take aeons to complete his order and send him none of what he needed. Instead of attempting to correct the error, he would simply accept the incorrect order, put it into his second warehouse. He’d then use his second supply network to get what he needed a hundred times more reliably in one-hundredth the time.
At some point Uncle Steve started to collect mis-procured Jeep parts, a la “One Piece at a Time”. Soon, he’d assembled an entire vehicle. However, Uncle Steve made one strategic mistake that I feel sure he never regretted: he painted his new Army Jeep high-gloss olive. This extravagant touch attracted the attention of a general who immediately confiscated it for his own use.
The moral of this fable: The Right Way and the Effective Way of getting shit done is not necessarily the same. But even success is won despite the Right Way, once a success is won, the proponents of the Right Way will confiscate the success.
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Note, proponents of the Right Way confiscate successes as triumphs of the Right Way without the slightest curiosity about how the accomplishment was accomplished.
However, if shit goes wrong the proponents of the Right Way immediately look for deviations from Standard Procedure to explain why things went wrong.
Thus, due to the overwhelming power of selective curiosity, successes are always credited to the Right Way, and failures are always blamed on deviation from the Right Way — when if fact the only role the Right Way really plays in any success being as negligent, ineffectual and otherwise nonexistent as possible.
The Worst Mammal in the World
Click image for hi-res printable image.
Listen to the The Worst Mammal Overture. For maximum stupidity crank the volume.
I drew this picture somewhere around 1989. The Overture was recorded in 2003 as a sonic transcription of the visual image.
Method madness
Three books in my library: After Method, Beyond Method, Against Method.
Missing are Before Method, Within Method, For Method.
Who
What?, How?, Why? — these seem a natural triad of questions. Intuitively, the question Who? feels like a hybrid — an answer derived from the answers to these more fundamental questions.
I wonder what kind of metaphysical prejudice underlies this “naturalness”?
I’m trying on this on for awhile: Who?, How?, What? as primary, with and Why? as the derivative hybrid…
(No, we will not be having any quatrads on this blog, so don’t even try it.)
Hyperbole
Some reasonable comparisons appear hyperbolic because of a hyperbolic understanding of one of the terms of the comparison.
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Such accusations preserve the hyperbolic understanding of the term — and help prevent the understanding from being revisited.
Confabulation of method
It’s interesting to see how confabulation of method can result in excessive exaltation of algorithmic methods, often in the name of “being scientific” (a notion which has been exploded by such thinkers as Thomas Kuhn, Bruno Latour and John Law) and also in the opposite direction: dismissal of method in favor of excessive exaltation of intuition.
Both types of confabulation obscure the true path to success. For those who subscribe to these confabulations and try to put them into faithful practice will find the path to success mysteriously obstructed.
Experience research, strategy, design
Experience research helps an organization learn about other people so it can respond to their needs, perceptions and personalities more thoughtfully. The hope is that the research will turn up some new tidbit or constellation of tidbits (sometimes dead simple, sometimes complex) that so far everyone else has overlooked.
These insights, as we usually call them, enable the organization who commissioned the research to gain first-mover status is addressing and satisfying unmet needs, or in finding better ways to satisfy needs.
Experience research also helps us form clearer images of the types of people will use a design. These images — usually in the form of personas — serve a number of purposes. They both inspire and guide team members’ intuition during ideation and design. They are also a valuable critical tool, useful for reality checking design approaches at the macro- and micro-level, and for assessing the probable effectiveness of candidate concepts and designs in order to narrow the possibilities to the most promising (hopefully prior to testing).
The primary use of experience research is to inform experience strategy and experience design to help organizations provide better customer experiences. Better how? Better, as defined by the customer. Why? Because if the customer thinks the experience is better, the customer will 1) in the near-term behave in a way that profits the organization (support the business strategy), and 2) the organization will earn the loyalty of the customer (build brand equity).
This view of experience research and experience strategy and design is, to the best of my knowledge, the predominant one.
This vision of experience research/strategy/design is inadequate. Something elusive but essential is omitted.
Confabulated norms
Jonathan Haidt’s excellent and very accessible Happiness Hypothesis describes a fascinating phenomenon called confabulation which, to put it simply means that we often do not really understand the processes that drive our own behaviors, but despite this fact we unhesitatingly and innocently invent fictional explanations.
The concept of confabulation is not new. Nietzsche, for instance, observed it and ridiculed it from a hundred angles. Haidt, however, scientifically isolates the phenomenon, and promotes it from a very probable suspicion to a demonstrated fact: our own explanations of why we do things are often pure speculation. I can testify as a usability tester that we also confabulate how we do things.
Basically, any tacit mental process — any activity of the mind that cannot speak for itself — will be spoken for by the part of the mind that verbalizes, knows only verbalization and refuses to consider real anything that is not verbalized.
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All this is fascinating enough, but I’m interested in something far more practical.
I’m interested in that next step we take when we accomplish something really admirable.
We ask: “How was that accomplished?”
And we confabulate an answer: “I followed my method.”
The confabulated method becomes a norm — a best practice — and is then imposed on others.
After all, hasn’t this method been shown to be effective? It is a reliable route to success.
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Sometimes this imposition of method is resisted on the grounds that the full context is not being considered. It is not applicable to certain types of problems (this method will not be effective in this situation), or, less commonly, to certain temperaments of practitioners (this method might work great for you, given your cognitive style and background, but it might not be as helpful to this other person who is different from you in many ways.)
But confabulation opens up a whole other can of worms. Maybe the method didn’t cause the success. Maybe the method enabled some other tacit process to unfold in its own mysterious way. Maybe the method simply didn’t harm the tacit process, but gave it some cover of respectability. Or maybe the tacit processes happened despite the method. OR — maybe the method actually diminished the result, but not so completely that it ended in failure.
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Think about how decisions are made in most organizations. A group of people sit around in a room and try to verbalize what ought to be done. The group wants to verbally understand what is about to happen. The groups wants to know what will be done, how it will be done and why it can be expected to work.
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I’ve been reading literature from the field of Science and Technology Studies. Practitioners of STS use ethnographic research methods to watch how science is actually done. What they see confirms what Thomas Kuhn also saw: Science tends to suppress much of the experience and behavior of scientists, and to emphasize the discoveries — not only in scientific writing, but also in accounts of how science is done. The histories of science are rewritten in such a way that progress to the present appears straight and steady.
Kuhn:
Textbooks, however, being pedagogic vehicles for the perpetuation of normal science, have to be rewritten in whole or in part whenever the language, problem-structure, or standards of normal science change. In short, they have to be rewritten in the aftermath of each scientific revolution, and, once rewritten, they inevitably disguise not only the role but the very existence of the revolutions that produced them. (Kuhn, Structure of Scientific Revolutions)
Latour:
On June 2, 1881, in the little village of Pouilly-le-Fort in Beauce, Louis Pasteur defeated a terrible disease of sheep and cows, called anthrax. A friend of Pasteur’s gives this account: “Pouilly-leFort is as famous today as any other battlefield. Monsieur Pasteur, a new Apollo, was not afraid to deliver oracles, more certain of success than that child of poetry would be. In a program laid out in advance, everything that was to happen was announced with a confidence that simply looked like audacity, for here the oracle was pronounced by science itself, that is to say, it was the expression of a long series of experiments, of which the unvarying constancy of the results proved with absolute certainty the truth of the law discovered” (Bouley: 1 883, p. 439). The strategy was conceived entirely in advance; Pasteur concocted it and had every detail figured out; it went according to plan, following a strict order of command from Pasteur to the sheep by way of his assistants and the caretakers. (Latour, The Pasteurization of France)
The cash value of this idea?
What we understand to be scientific is not actually how science is accomplished.
My position is that the same is true in nearly every sphere of human activity, and doubly so wherever creativity happens. This includes education, management, design, social research — basically area of life where people are especially maniacal about method and most aggressively impose processes, standards, protocols and norms of every kind on one another.
Here’s how it goes:
- New ideas are conceived in intuitive leaps.
- The leaped-to ideas are tested in some way or another, artificially or in actuality.
- The leaps that pass the test are considered leaps forward to a goal.
- The leap forward is then traced backwards and rationalized. Reason creeps bit by bit from the goal to the origin, and attempts to account for the distance traversed in an unbroken chain of explanations.
- Then cause and effect are reversed. The story of the leap is confabulated. It is retold as a story of a steady and rational creeping forward toward a goal.
- The story makes perfect sense, and is accepted as the true account of the success.
- The creeping story is then formalized into a method, and imposed as a norm.
- Further attempts at progress are evaluated against their similarity to the proven method.
- Those who have strong belief in the method and who follow it faithfully produce respectable but unspectacular results. Those who ignore the method and flaunt that fact win little institutional support. Those who play the method game, but who leave themselves intuitive freedom win the most success.
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I’ve had the unnerving experience of being forced to improvise when method failed, and succeeding — but discovering after that methods were attributed to my success, and that nothing I could say would persuade those who saw method where there was none that my success was fortunate (and easily could have been otherwise) and that none of it had a thing to do with following method. Had my improvisation failed, there is no doubt in my mind it would have been blamed on my deviation from method.
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I think most methods are sheer chickenshit (in the technical sense).
I think most successes are accomplished by what most people would call bullshit. “Eureka” moments. Apples hitting the head. Ideas in the shower.
The key is entirely in testing — to establish that the leap is a good one — and then in the rational creep backwards to account for why the idea makes sense — but NOT as the method for how it was accomplished!
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People who refuse to leap out of methodological conscience are depriving themselves of the pleasure of creativity. They limit themselves to incremental innovation.
People who leap without testing the leap deprive their sponsors of reasonable assurance. There’s nothing wrong with jumping to conclusions. All creative conclusions — good and bad — are jumped to. The key is to test them before acting on them. Whether they turn out for the better or for the worse, any untested leap is reckless.
If you rationalize the successful leaps, figure out what made the leap work, you might discover principles that can fuel future leaps, and you can also integrate the accomplishment into the organizations body of knowledge. There’s value in the creep backwards.
BUT: do not reverse cause and effect and require everyone to demonstrate how they will creep to success before they are permitted to move.
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If you hate dumb puns stop reading now.
National make-up sex
Some couples seem to fight all the time because they’re addicted to make-up sex.
Similarly, I think a big chunk of the USA scares the shit out of itself to experience the intoxication of feeling galvanized as One Nation in the face of a terrifying enemy.
That’s the best I’ve come up with to explain the strange combination of terror and palpable giddiness that dominates Fox News.
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Then there’s the fact that emergencies demand hypocrisy: We have to be (temporarily) unfree to be free; we have to close ranks and be dittoheads if we want to preserve individualism against “liberal fascists”; we have to fight protracted wars if we ever wish to have lasting peace. The list goes on and on.
If your temperament is utterly misaligned with the values of the tradition to which you are committed, emergencies are the most expedient way to resolve the self-conflict.
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Come to think of it, Borges observed the terror-giddiness combo back in the 1940s… Continue reading National make-up sex
Unknowns
From John Law’s After Method: Mess in Social Science Research:
Presence is, obviously, what is made present or (as I shall sometimes say) condensed ‘in-here’. … these are presences enacted into being within practices. Some are representations while others are objects or processes. Presence, then, is any kind of in-here enactment.
Manifest absence goes with presence. It is one of its correlates since presence is incomplete and depends on absence. To make present is also to make absent. …
Otherness, or absence that is not made manifest, also goes with presence. It too is necessary to presence. But it disappears. Perhaps it disappears because it is not interesting while it goes on routinely… Perhaps it disappears because it is not interesting… Perhaps (though no doubt this is an overlapping category) it disappears because what is being brought to presence and manifest absence cannot be sustained unless it is Othered…
It follows that method assemblage is also about the crafting and enacting of boundaries between presence, manifest absence and Otherness. These boundaries are necessary. Each category depends on the others, so it is not that they can be avoided. To put it differently, there will always be Othering. What is brought to presence — or manifest absence — is always limited, always potentially contestable. How it might be crafted is endlessly uncertain, endlessly revisable. Normative methods try to define and police boundary relations in ways that are tight and hold steady. An inquiry into slow method suggests that we might imagine more flexible boundaries, and different forms of presence and manifest absence. Other possibilities can be imagined, for instance if we attend to non-coherence.
I hate to affirm a neoconservative’s thought process, but these correspond to Donald Rumsfeld’s distinctions between known knowns, known unknowns and unknown unknowns, and honestly Rumsfeld’s articulation is much clearer:
[T]here are known knowns; there are things we know we know.
We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns – the ones we don’t know we don’t know.
But, as Yogi Bera said:
In theory there is no difference between theory and practice. In practice there is.
Though Rumsfeld was absolutely clear on the fact that unknown unknowns exist, his approach to his work precluded any practical relationship with them. This is because he was so occupied with his knowns (his facts and his explicit questions) that anything that threatened the integrity and clarity of his knowns had to be Othered — until that otherness was able to overwhelm his sense of certainty.
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Camper Van Beethoven – “Sweethearts”
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It’s easy to admit that there are questions we cannot yet answer and to acknowledge that there are questions that we cannot yet ask, because they have not yet dawned on us. But it is completely another matter to live one’s life prepared to allow new questions to dawn on us.
And to be completely frank, this is because we think we already know what a new question dawning on us feels like and feels like, and what the open state of mind looks and feels like — and we are utterly wrong about it.
We think it just comes upon us like some glorious transfiguration of the problem from everyday dullness into some sort of brilliant eureka moment. We think the insight will hit us like a brand new set of opinions about the world we’re already seeing. These are the fantasies of people who have never lived the reality of radical thought, largely because their ignorant preconceptions preclude the reality.
Fact is, a fresh, new question in your mind feels terrible. It feels like shit to begin to have a new thought. It feels as terrible as going into labor.
It takes a long time to come to terms with the agony, to work through it and to process the just-detected-but-as-yet-still-unknown unknown into a feeling of new potential, of intellectual expansiveness and inspiration.
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To learn the answer to a known unknown, simply ask the question that fills in the gap in your knowledge. Ask the sorts of questions that elicit a factual response, the kind of question that begins with “what”, “how”, “who”, or “why”.
One strategy for uncovering an unknown unknown is to learn from other people: invite another person to relate a story. Instead of asking an explicit question, ask for a story or ask the person to tell you about some area you are interested in.
The more you request instruction instead of asking for answers to questions the more able you will be to learn something you didn’t anticipate and were unable to anticipate prior to the encounter.
Doing what we are supposed to
When things go wrong we assume people have not done what they know is right. Sometimes this is true.
But sometimes things go wrong because people want to do exactly what they know is right, when the reality they are acting into does not afford such exactitude.
Out of a desire for moral clarity, for clean definition of right and wrong, for unambiguous, algorithmic rules of conduct — upstanding citizens can become fanatics and reduce reality so far that it becomes brittle. It becomes necessary for such people to aggressively shut out all sources of ambiguity. It is necessary to close their ears to the full testimony of their senses, to the ramifications of reason, and to the objections and appeals of their neighbor — and in effect, they make the mind a place of its own, a heaven-fortress of faith which protects the faithful from everything that conflicts with it: the realities that transcend the facts of the faith.
Tralfamadorians
Blame John Law (and his reckless linking of ethnography to fractal geometry) for the following spew of unrefined semithoughts, which is really an unsuccessful attempt to digest what I’ve just read.
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There is no space in life. Everything happens in points on lines.
All of life happens on a single point in time that is sometimes a recollection of memory or an anticipation of some possibility or an absorption in a moment. That point projects time. And in the point is a point where we are. That point comes and goes and roams about with our attention, but it is always projecting space. And then there’s that weird thing we call “others”. In each other we project projections that sort of overlap with our own in some incomprehensible fashion. And when we try to imagine all these dots on all these twisting curving lines all together in some vast tangled-together unity, and we try to comb it all out, twist the threads together and try to make them interweave in some orderly textile pattern, we invent 3rd person reality, where everyone lives without anyone living there, really. We live on our thread, conceptualizing our contextile life-fabric. (By the way, that style of 3rd person conceptualization understood as somehow more real than the 1st person experience of conceptualizing it is the essence of metaphysical thinking. The reverse practice, of reducing the 3rd person to the 1st — describing the process by which 3rd person conceptions are produced and leaving alone the question of what-is-made-out-of-what — is phenomenological thinking. Or that’s how I understand it, anyway.)
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History is the 3rd person account of what nobody ever experiences except as an account of what happened. Yet most people experience history as the template for what might be happening now or in the future, though such things never ever happen. This is why we never feel a part of history.
And science is exactly the same way. Science happens on the thread, too, to individuals. Science, too, projects a contextile into which we imagine ourselves and all things woven.
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I think nothing feels truly real to us until it is ethnographed back into the 1st person realities we experience. To make them relatable, we have to take these amazingly ingenious abstractions we’ve made — things like great events, physical laws, economies — and show how each and every one of them occurs on the thread of a life, by relating them narratively, as events in someone’s life.
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I’m sorry about this post, but I’m not deleting it.
Horizon anxiety
Every time I use the word “horizon” I experience a pine-mouthy aftertaste of anxiety.
This anxiety always means the same thing: the wrongness of a conception has fully ripened, and it is time to stop thinking through it — by way of it — and instead to try to step outside of it in order to discover its inadequacy.
The spatial model of knowledge with a point-of-view, a perspective and an outer-limiting vanishing point, might render some important conceptions inconceivable.
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By the way, anxiety is grossly underrated as an intellectual tool. People who listen to that hippie dolt Joseph Campbell and “follow their bliss” journey straight up their own assholes.
If you want knowledge, head in the opposite direction and follow what displeases you in ways you can’t articulate.
If you do that and then accidentally blunder into some bliss, you’ll discover sweeter, more enduring and productive delusions — what we euphemistically refer to as truth.
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I’m perpetually dissatisfied because that’s good method.