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Capitalism and the Pyramid of Shame

March 12th, 2010 marc No comments

I finally got around to watching Michael Moore’s movie, “Capitalism: A Love Story“.

ShameMoore builds his story around case studies that illustrate the abuses of power that occur when wealth becomes concentrated in the hands of groups who are absolved of responsibility to their community by the amoral dictates of increasing profits. His story is not so much a polemic about the theory of Capitalism as a call to conscience. How is it, he asks, that human beings can act in ways that do profound harm to others, and not be overwhelmed by paralyzing shame?

Although I am sympathetic to Moore’s call to conscience, I have lived long enough to understand that any personal sense of shame is readily rationalized away. People don’t just do what they do. They do what they do “because” (fill-in justifiable cause here: __________).  You see, shame is not something that abides in the minds of individuals. Shame is something that is done to individuals by communities of people who hold certain values dear and who continually reaffirm those shared values in right actions. People who violate community values are not shameful, they are shamed. So when we think about shame we must always ask ourselves what are our shared values? What kinds of actions make us more worthy of being US? What kinds of actions should be shamed?

Paradox: A community that holds individual profit as the dearest value, shames those who profit less. You shame those who profit less than you and you are shamed by those who profit more than you.

Have we created an eternal pyramid of shaming from which there is no exit? Is this what we choose to embrace as our Novus Ordo Seclorum, our “New Order of the Ages”? If so, then shame is on us.

Pyramid of shame?

Pyramid of shame? **

**I suppose it could just as well be called the pyramid of gloat.

HST“In a nation ruled by swine, all pigs are upwardly mobile—and the rest of us are fucked until we can put our acts together: not necessarily to win, but mainly to keep from losing completely. We owe that to ourselves and our crippled self-image as something better than a nation of panicked sheep.”

—Hunter S. Thompson, The Great Shark Hunt, 1979

Zen and the Art of Falling

March 8th, 2010 marc No comments
In Tibetan, authentic presence is wangthang, which literally means, ‘field of power’… The cause or the virtue that brings about authentic presence is emptying out and letting go. You have to be without clinging.
Chogyam Trungpa
My wife is a Physical Therapist. She has explained to me that walking upright, which is a means of locomotion most fully expressed by human beings, is actually quite remarkable. The process is one of taking a stable system and intentionally driving it into a state of instability — falling — and then regaining stability, over and over again.

In Tibetan, authentic presence is wangthang, which literally means, ‘field of power’… The cause or the virtue that brings about authentic presence is emptying out and letting go. You have to be without clinging.

Chogyam Trungpa

My wife is a Physical Therapist. She has explained to me that walking upright, which is a means of locomotion most fully expressed by human beings, is actually quite remarkable. The process is one of taking a stable system and intentionally driving it into a state of instability — falling — and then regaining stability, over and over again.

baby walkFirst we stand. Next we hurl ourselves forward into a fall. We then catch our fall and regain our stance. If you watch a human infant learning to walk, you will see this instinctual process unfolding quite clearly.

The process of knowing (of creating knowledge) is very similar to this. We construct a stable explanation of the world and stand on it. As the world changes beneath our minds, we fall. As we fall, we struggle to reconcile our explanation of the world in order to reassert a stable stance.

In ideology and dogma, we try to cling to a stable stance — a truth — from which we will no longer fall and from which we need no longer move forward. But the world does not comply with our attempts to avoid our fear of falling. The world changes beneath our clinging minds and, sooner or later, we must fall despite our best efforts.

Since the world is always changing beneath our minds,  the length of the fall we will take in knowing will be greater the longer we try to avoid falling. The danger of relying on ideology and dogma increases over time. History is filled with tales of fatal falls.

There is another option though. We can chose to master the art of knowing in much the same way we master the art of walking.

Like walking, the process of knowing — this falling forward —- goes unexamined in our everyday experience. To change this — to depart the habit and master the art —- we must be letting go in much the same way as the infant learns to walk by falling. To move forward, we must step off the brink of our belief, stepping into the fall, and trust that we will survive. In this way our knowing becomes more powerfully useful given our aims and intentions. Our journeying minds can then take us where we chose to go!

I call this process surfing the wave of knowledge creation.

Rabbit Hole of Knowing

February 28th, 2010 marc No comments

The nature of knowing is the central problem of human existence. Some images came to mind as I thought about this. You might want to contemplate this, as I did— or not.

Our being in the world “out there” is probably something like this:

outthere
Read more…

The Gadget Revolution – What’s In Store For U

February 27th, 2010 marc 3 comments

The gadgets you own will soon be you.

NYT today – “Cellphones Let Shoppers Point, Click and Purchase“ “We see the smartphone being used more and more in the shopping experience,” said Dick Cantwell, Cisco’s vice president for retail at Cisco’s Internet business solutions group.

As the more daring retailers see it, the potential benefits outweigh the risks. More aggressive profiling of shoppers — along with a novel, entertaining shopping experience — could help increase sales. And the technology may help retailers save money by cutting workers, essentially substituting electronic guidance for store clerks.

cell phone crowdThe gadget revolution is ramping up! Technological innovators understand that people are fed up with having to be tied to their homes in order to insulate themselves from the stress of interacting with fleshy, sneezy, dirty, human beings. In the beginning, avoiding human contact on the run was limited to primitive devices like the Sony Walkman. Next came the sexy iPod. But it was the ubiquitous mobile phone that made it possible for the average Joe to turn-on, plug-in, and tune out, no matter how many living, breathing, people were polluting his physical space.

Today, iPhones and Smart Phones are transforming our on-the-go peoplescape into a bloodless and stress free cyborg community. The unpleasant ambiguities of human contact — the gestures and smells and shifty glances of others —- can be scrubbed into succinct twitters, 6 mega-pixel snapshots, and instant data scans. Hands sullied by shakes, pats, hugs, and counting money, will soon become a thing of the past. The possibilities are as limitless as the imagination of those who want your money but not the messy inconvenience of you.

The Day Joe Stack Got Eaten

February 19th, 2010 marc No comments

A sound of cornered-animal fear and hate and surrender and defiance . . . like the last sound the treed and shot and falling animal makes as the dogs get him, when he finally doesn’t care about anything but himself and his dying.

Ken Kesey (1935 – ) One Flew Over the Cuckoo’s Nest, 1962

Joe Stack

Poor Joe Stack, may he rest in peace, is already becoming a folk hero among the addled populist right wing, including the incredibly confused “Tea Party” crowd, who enshrine an ideology in which they  imagine that each person should be “free” from “big government” to pursue his or her self interest. Yet their model of a society unfettered by “big government” can only create a predator-prey feeding chain in which a few big animals feed on the many smaller animals. This is exactly what we should expect to get when we cleave to the idea of free markets unfettered by government.

Yesterday Joe, who was neither insane nor crazy, only dazed, confused, thrashing and biting from his corner, got eaten.

In an unfettered free market, the relationship between predator and prey — hunter and hunted — is really not that difficult to understand. Read more…

Prisoners of Our Own Achievement

November 5th, 2009 marc 1 comment

I was greeted this morning by an insightful  ”JCS Online” post by my friend, Gregory Mercurius Nixon. As I understand it, he is arguing that even our emotional experiences, those “feelings” we imagine to be most pure and elemental, are inexorably bound up in our symbolic nature. Our experience in its entirety, is cooked into a symbolic stew such that we can never again experience the world or ourselves, in the raw. This is the cornerstone of a theory of knowledge.

Greg signed-off with the following quote:

‘As compared with the other animals man lives not merely in a broader  reality; he lives, so to speak, in a new dimension of reality. There  is an unmistakable difference between organic reactions and human  responses. In the first case a direct and immediate answer is given to  an outward stimulus; in the second the answer is delayed. It is  interrupted and retarded by a slow and complicated process of thought.  Yet there is no remedy against this reversal of the natural order. Man  cannot escape from his own achievement. He cannot but adopt the  conditions of his own life. No longer in a merely physical universe,  man lives in a symbolic universe. Language, myth, art, and religion  are parts of this universe. They are the varied threads which weave  the symbolic net, the tangled web of human experience.’ (pp. 24-25)

Cassirer, Ernst (1944). *An essay on man: An introduction to a  philosophy of human culture*. New Haven/London: Yale University Press.

Crucifixion

Crucifixion, P. Picasso, 1930 (The tangled web of human experience)

What is leadership and why does it always arise in every human enterprise?

October 14th, 2009 Business Consultant 2 comments

In my post, “Forward Thinking about Leadership” I proposed a set of questions that come to mind when we begin thinking about leadership as part of a system rather than as a set of personality attributes assignable to individuals. Here are some thoughts about possible answers to the first question. (I would very much like to hear other people’s thoughts on this subject as well.)

soloIf we were actually capable of independent action, there would be no need for leadership. I would do my thing, and you would do yours. Life would be a random walk of every-man-for-himself. But in the course of our lives, we are never independent actors. We are inexorably woven into a set of collaborative relations consisting of family, friends, workplace, community, nation, and world.

As an extreme-case mind experiment, try to imagine an action you have taken or might take that is in some way, not systematically interconnected with the actions of others.

In 2004 I crossed several thousand miles of ocean as a solo sailor. At first blush, it seems that this qualifies as independent action. Not really. My course was set for some distant safe harbor, built and inhabited by others. My boat and all the tools on my boat were the embodiment of designs envisioned and realized by others. The  navigation charts I used and books I read were ongoing conversations with others. Even my brief periods of sleep were punctuated by dreams populated with imagined others.

My solo sailing venture entailed a system of action in which I served as both leader and follower. In leading, I made decisions about where and when to go. As a follower, I was led by the designers of  my boat, equipment, charts and guides, and the wisdom of the many others who had shaped my knowledge and understanding of seafaring. I was never alone. I was always leading and following. My seemingly self-aimed actions were led by the system of tools and knowledge that I had acquired from others in the course of a lifetime of sailing.

One conclusion to be drawn from this example is that leading and following are always present in every human enterprise. You simply can’t escape it.

So what is the part we call leading? Read more…

Grist for the Mill – Score, Cycles, and Roxana of Bactria

October 7th, 2009 Critical Thinker 2 comments

In an effort to get my feet back on the ground…

I recently decided to volunteer as a SCORE consultant to small business enterprises. This is basically doing what I have been doing for 30 years, but without the pay checks. I am hoping that this will provide me with the opportunity to get back down to the nitty-gritty of enterprise methods.

“If you can’t describe what you are doing as a process, you don’t know what you’re doing.” W. E. Deming

Speaking of knowing what you’re doing…

In a run of interesting articles (see my blog entry, “Risky Business“) “The New Yorker” has struck a resonant chord again, this time with the October 12th, 2009 article, “The  Secret Cycle”*  by Nick Paumgarten. (However unlikely, I can’t help but wonder if he read my my blog entry on the same subject.)

* Sadly, Paumgarten’s article can only be read (online or off) if you are a New Yorker subscriber. It is excellent and I recommend reading it if you can.

Paumgarten explores the numerological business-cycle theory of financial guru, Martin Armstrong. Armstrong dreamed up his theory by staring at patterns in financial data.— sort of like seeing cuddly animals in the shapes of clouds. Armstrong sees a financial cycle of 8.6 years and deduces that this cycle is a function of the universal constant PI, which he explains, is the “Geometry of time itself”.

Armstrong managed to parlay his theory into a financial consulting business that paid him as much as $10,000 per hour and, according to the U.S. government, a decidedly non-cyclical Ponzi scheme that defrauded investors out of more than a billion dollars. He sold “cycles” but invested in “pyramids”! He continues his good works from a prison camp at Fort Dix.

I offered up my thoughts on the subject of business cycles in my post, “Business Cycles – The Greatest Con Never Told“. The upshot is that cyclists pray on a trick of the human mind — to see meaning in patterns whether meaningful or not. The predators among us lie in wait, relying on our habitual thinking to make us easy prey. Enterprising and innovative minds understand that the patterns we see are not “out there”. Patterns are of our own making, and if we so choose, we can construct them in creatively useful ways. This idea lies at the core of Walter Shewhart’s concept of process behavior and the utility of 3-sigma.

And speaking of ambushes and enterprises…

At this very moment, our leader, Obama, is in the thick of the Afghanistan conundrum. I am following this story with great interest because, and I repeat myself pridefully, I was there before most people knew the place even existed. My brilliant cyber-colleague and friend, Greg Nixon, read my “Tom Cruise in Afghanistan” blog entry and suggested I read Steven Pressfield’s historical war novel, “The Afghan Campaign“. As always, I did as instructed.

As art, the book is a disaster — the dialog is almost unbearable. But the main point of the story strikes the right chords. If you can’t beat ‘em with your game, join ‘em in their own game.

Obama’s problem is figuring out to whom he, or proxy Tom Cruise, should propose marriage. Where is Roxana of Bactria when you need her?

Dogging Suspicion

September 23rd, 2009 marc No comments
inside-dogs

Click image to listen to the interview

Last night I listened to Tom Ashbrook’s interview with psychologist/author Alexandra Horowitz. In her book, “Inside of a Dog”, she set out to explain the behavior of dogs in society with humans, from the dog’s point of view.

They’re not simple humans. They’re not friendly wolves. Dogs are highly evolved for compatibility with homo sapiens. But the way they sense the world is vastly different from our own. These “creature of the nose,” she says, can actually smell time. And when they do see, they see more of the world in every second (than us).

She asserts that the bond between dogs and humans began with the dawn of Homo sapiens. The dogs were pre-wolfish, scavenging camp followers. The characteristic that triggered a benign symbiotic interaction between the two species (human and canine) was almost surely the fact that canines lock eyes with each other….and with humans. She contends that it was the deep mutual gaze between dogs and humans that bridged the unbridgeable gap between dog being and being human.

But the bridge between dog and human is not a meeting of the minds. It is not a mutual understanding grounded in shared intentions. The dog’s view of the world and the human’s world view may be compatible, but in all  other respects, are wholly different! Says NY Times Sunday Times book reviewer, Cathleen Schine:

“[Horowitz's] work draws on that of an early-20th- century German biologist, Jakob von Uexküll, who proposed that “anyone who wants to understand the life of an animal must begin by considering what he called their umwelt . . . : their subjective or ‘self-world.’ ” Hard as we may try, a dog’s-eye view is not immediately accessible to us, however, for we reside within our own umwelt, our own self-world bubble, which clouds our vision.”

In the balance of her interview, Horowitiz explains her ideas about how a dog sees the world and why they do what they do.

In one example, Horwowitz suggests that the face licking we get from our dogs when we return home, is not an act of affection. It is a behavior that triggers the regurgitation of food acquired by other pack members during their day’s hunt.

Now here’s what really caught my attention. A caller offered an observation to Horowitz and Ashbrook. She said, and I paraphrase, “I am not sure I want your explanation of my dog’s doggish motives. If I saw doggy ends in his every act, what joy would remain in my relationship with him?  Suspicion would come between myself and his every facial lick. It wouldn’t work.”

The caller had touched on a profound idea. Does my dog lick my face in order to make me regurgitate? I have never regurgitated for her, so why would she continue to lick in abject futility? It doesn’t work!

When we impute motives to a dog’s behavior we deconstruct the physical and emotional symbiotic bridge between us. The dog’s does not think about his human buddy as a means to his doggy ends, and those of us who revel in our relationship with our doggy buddies do not regard them as a means to our human ends. The bonds between canine and human  were carved out of a long evolutionary process. Those bonds are what they are and they continue to be what they are because they work! There is no more to it than that, and when we deconstruct those bonds by imputing means-to-end motivations, our suspicion destroys the relationship that works — dog and human, moving forward in the business of living.

One of the themes I constantly return to is something I call the fallacy of motivation. My position is that the psychological concept of motivation, in which all individuals action is interpreted as a means to some self-interested end, is a destroyer of the bonds that define us as human beings. We are told that although we cannot see the motives of others, and we cannot rely on others to confess their “true” motives, we can and should infer their motives. This suggests that it is only by doing this that we can defend ourselves against malevolent intentions and manipulate the actions of others by appealing to the motives behind their actions. In other words, we must always regard the acts of others with unrelenting suspicion.

I contend that the reduction of human interaction to a theory of psychological, means-to-end motivation, is a powerfully self-fulfilling accident of human knowing. Our tendency to reduce the world into orderly parts spills over into a process of reducing ourselves to parts. In our relentless drive to turn all the world into a predictable clockwork mechanism, we destroy the bonds carved out over millions of years of evolution, that have brought us into existence as social beings and propelled us forward in the creation of our society and culture — the bonds that work!

Consider this idea. What if the motives you use to explain your behavior and the behavior of others, are no more than inventions (rationalizations) you create to make the world sensible? Is it possible that the forces that shape your doing what you do, and others in doing what they do, are not what you imagine them to be? Can you imagine that?

There is a great deal of scientific evidence to suggest that this may be so.

Enterprise Methods: End the Reign of Terror

August 9th, 2009 Business Consultant No comments

I woke up this morning and made my way out the front door to pick up the daily newspaper on my driveway. Near my front gate, an Orb spider was weaving a wonderfully symmetrical web across my path. I stopped for a while to watch it at work. After spinning a run, it would laboriously ascend to a perch on a thread of its own construction and then, in a series of acrobatic drops, sweep a new strand of silk along the arc of its emerging work of functional art. After a few minutes, I grabbed a stick and swept away the web that was blocking my path to the newspaper. The spider dropped, then swung away in the breeze. I proceeded along my way, confident in the knowledge that the spider would begin building its web anew, and hopeful that it would choose a new location that would no longer block my path to news of the day.

spider-web

"Oh what a tangled web we weave." (Click to visit site with web construction video)

What causes the spider to weave its webs? Does it require some special motivation? Does the spider anticipate some future gain? Does it weave its web out of some fear of future dangers? These questions are silly. The spider weaves webs because spiders and their web-weaving physiology and behavior have come into being over the eons through a process of natural selection. Spiders weave webs because their webs have worked over the ages of spiders becoming spiders.

I have described human beings as first and foremost, enterprising creatures who swim upstream against the tides of entropy with aims and intentions that can be powerfully harnessed using aiming and the definition of mission. Our enterprising nature is why we weave our webs, not out of spider silk, but out of symbols that become woven into an ever-emerging web of knowledge. To be human is to laboriously expend energy to ascend from the unpredictable chaos of the world toward a more predictable, orderly, and valuable world of our own creation.

Read more…

Enterprise Methods: What Business Are You In?

August 7th, 2009 Business Consultant No comments

Many of the businesses I have visited have produced what they call a “Mission Statement”. These are typically pledges of goodness that come to be displayed prominently on a wall plagues and Web pages. Most are assertions of commitment to customers, quality, and and service, and all are inevitably festooned with meaningless superlatives like “best”, “world class”, “highest”, and “most”.

When I ask managers, workers, and even customers, about the meaning, believability, and usefulness of these pretty words, most reply, with a wink and a nod, that they are basically window dressing and have little with the business of business. Basically on par with Hallmark greeting card sentimentality, the reality of the workaday world soon makes it clear to all, that their sentiments as no more than “wouldn’t be nice if…?”

As is so often the case, the failure to understand theory renders the most powerful of tools, into useless decoration. Worse yet, the job that needs to be done remains undone.

Read more…

Enterprise Methods: The Nature of Enterprise

August 6th, 2009 Business Consultant No comments

In business, we become habituated to thinking that is too abbreviated. We fall into a mind-set that our enterprise is about financial profit and rivet our attention on doing whatever it takes to maximize the bottom line. Of  course, some enterprises really are about nothing more than the bottom line. For example, many but not all bank robbers are in the profit business and their enterprises reflect straightforward theory and to-the-point methodology: “Your money or your life”.

( Come to think of it, we put bank robbers in jail if we can catch them, don’t we?)

But most business ventures do not fall into the same category as bank robbery. In most cases, profits are incidental to the value a business creates in the form of product and service. If your business does this very well, you, your employees, and your customers will profit. If your business does this poorly, everyone loses.

To overcome the problems that result from habitual thinking, it is important that you carefully consider the nature of the business enterprise, or any enterprise for that matter. If you do this, you will force your mind to attend to the issues that really matter with regard to the long term success and sustainability of your enterprise.

Read more…

Enterprise Methods: The Fallacy of “Motivation”

August 5th, 2009 marc No comments
Motivation

Motivation

In my “Power of Aiming” post,  I used the terms “aim” and “intention” in a manner that may have seemed interchangeable, but there is an important difference between these concepts.

Aiming is something we do as part of a method. Intention, on the other hand, is what guides our conscious actions even when we do not acknowledge its influence. In other words, we are always acting intentionally, but when we realize the importance of our intentionality, we can harness it by aiming. My “Power of Aiming” post is concerned with transforming intention into aiming, but the astute reader will detect something at the core of the concept that is rather striking. What does the idea of “intentionality” say about the common sense concept of “motivation” that is everywhere in our conversation about human behavior?

Read more…

Enterprise Methods: The Power of Aiming

August 4th, 2009 Business Consultant No comments

On this blog I have devoted a great deal of time to the abstraction of theory. In my “Methods of Enterprise” posts, I will be departing from this indulgence and in order to offer some specific methodologies for improving an enterprise.

There are many specific methods that an enterprising organization can use to improve the efficacy of their efforts. Fans of Dr. W. E. Deming often have favorites. Some people focus on the use of statistical methods and control charts. Others want to displace performance evaluations and incentives. And still others look to employ Lean methods to improve the efficiency of processes.

The problem that is typically encountered comes from the fact that none of these methods can stand alone. Instead, they must be employed as part and parcel of and overall strategy that is based in comprehensive theory of enterprise.1

Nevertheless, in a discussion of methods, we have to start somewhere and I can think of no better place to begin than with the methodology of “aiming”. I will try to keep this discussion of aiming in the context of an overall theory of enterprise.

Deming and Aiming

The importance of aiming has been consistently misunderstood, and is often skipped by enterprise leadership because it is seen as being too fluffy, too imprecise, and not directly related to the “bottom line”. But Dr. W. E. Deming regarded aiming as a method of the utmost importance, placing it in the prominent position of Point 1 in his famous “14 Points“.

Deming also said, “A system has an aim” and it is by way of aiming the system that an enterprise can realize what he called a “constancy of purpose” that is the essential component of “continuous improvement”

In other words, if you are going to create and drive a system of enterprise, you must assert the aims of that system or you will not be able to create the constancy of purpose necessary to improve continuously.

So let’s be clear. In Dr. W. E. Deming’s view, aiming was neither trivial nor optional.

Below I explain the concept of aiming in the context of a theory by which enterprising organizations innovate and improve by creating new knowledge. Then I give an example of how U.S. automakers failed because they did not understand the process of aiming.

Read more…

  1. This is why the idea of using Deming’s 14 Points as a list of items to be ticked off, is nonsense. The points must be understood as a whole.

I Long for an Honest Con

August 3rd, 2009 Vagabond No comments

James Kwack wrote about telecom “innovation” on Simon Johnson’s “Baseline Scenario” blog…

“NewYork Times technology columnist David Pogue is mounting a campaign against those canned messages that cellular carriers play after the greeting on your mobile phone voicemail… – you know, the ones that say “to leave a voice message, wait for the beep,” only they take 30 seconds doing so, for th sole purpose of chewing up the mobile phone minutes of the person calling you.”

James Kwack’s post made me think about how the best cons are the ones in which the Marks don’t even know they have been had. How I long for the days when you knew you had been suckered.

Take for example, my experience many years ago when I was just an 18 year old lad.

Shell Game (borrowed from http://ttoes.wordpress.com/2009/07/08/stimulus-shell-game/)

Shell Game (borrowed from http://ttoes.wordpress.com/2009/07/08/stimulus-shell-game/)

As I was leaving the bank in Long Beach with a dear $50.00 cash, there were a number of people gathered on the sidewalk and a tremendous excitement was about. I stepped over to see what was causing the commotion and saw a man running a shell game complete with walnut shells and a dried pea. I knew what I was looking at and immediately assured myself that I would stay clear. Out of curiosity though, I stayed, but only to observe.

Read more…