Before their Lost Decades, I lived in Japan. Years later, in the late ’80s and early ’90s, I found myself in business school learning about the miracle of Japanese management – the fabled antidote to Western bureaucracy. We were told that America was evolving beyond Theory X’s distrustful command structures toward Theory Y’s enlightened faith in human potential. Some even whispered reverently about William Ouchi’s Theory Z – a synthesis of trust, participation, and communal belonging. It all sounded terribly cosmopolitan, a managerial Enlightenment of sorts.
Only it was largely bollox.
Audio: NotebookLM podcast on this topic.
Here we are in 2025, and the United States is stumbling toward its own Lost Decades, still clutching the same managerial catechism while pretending it’s a fresh gospel. The promised evolution beyond Theory X wasn’t a revolution – it was a pantomime. Participation was the new obedience; ‘trust’ was a quarterly slogan. The experiment failed not because it couldn’t work, but because it was never meant to.
Somewhere between ‘human-centred leadership’ seminars and the AI-ethics webinars nobody watches, corporate management has found its true religion again. We’re back to Theory X – the sacred belief that workers are fundamentally lazy, untrustworthy, and must be observed like zoo animals with laptops. The only real update is aesthetic: the whip has been re-skinned as an algorithm.
COVID briefly interrupted the ritual. We all went home, discovered that productivity doesn’t require surveillance, and realised that management meetings can, in fact, be replaced by silence. But now the high priests of control are restless. They’ve built glass cathedrals – leased, over-furnished, and echoing with absence – and they need bodies to sanctify their investment. Thus, the Return-to-Office crusade: moral theatre disguised as collaboration.
The new fantasy is Artificial Intelligence as the final manager. Management as computer game. Replace disobedient humans with servile code; swap messy negotiation for clean metrics. Efficiency without friction, empathy without expenditure. It’s the culmination of the industrial dream—a workplace where the labour force no longer complains, coughs, unions, or takes lunch.
Fromm once called this the age of the ‘automaton conformist’. He thought people would willingly surrender their autonomy to fit the corporate hive. He underestimated our ingenuity – we’ve now externalised conformity itself. We’ve built machines to obey perfectly so that humans can be “freed” to manage them imperfectly. It’s the Enlightenment’s terminal phase: reason unchained from empathy, productivity worshipped as virtue, alienation repackaged as user experience.
We’re told AI will handle the drudgery, leaving us to do the creative work – whatever that means in a world where creativity is measured by engagement analytics. The truth is blunter: AI is simply the dream employee – obedient, tireless, unpaid. The perfect servant for a managerial caste that long ago mistook control for competence.
This is not innovation; it’s regression in silicon. It’s the re-enactment of slavery without the guilt, colonialism without the ships, exploitation without the human noise. A digital plantation of infinite compliance, hidden behind dashboards and buzzwords like ‘augmentation’, ‘copilot’, and ‘efficiency’.
And the rest of us? We get to call this progress. We’re encouraged to smile through our obsolescence, to ‘upskill’ into new forms of servitude, to believe that collaboration with our replacement is empowerment.
If postmodernism taught us anything, it’s that every claim to liberation hides a mechanism of control. The Enlightenment gave us freedom as the right to choose between masters; the algorithmic age refines it into the right to click ‘Accept Terms and Conditions’.
So, yes, welcome to the New Theory X. The one where the boss doesn’t just mistrust you – he’s trained a neural network to do it faster, cheaper, and without complaint.
Originally posted on LinkedIn with the same title.
This is the proof copy of The Illusion of Light. I reviewed it, approved it, and signalled ‘good to go’. This is being printed and distributed through KDP. I’ve used them before. They’ve been reliable.
EDIT: On the upside, I’ve been notified that the hardback version is available, but it doesn’t appear to be available in France and Canada, two target regions. Hopefully, it becomes available outside of the U.S. soon.
EDIT : J’ai été informé que la version reliée est désormais disponible. Malheureusement, elle ne semble pas encore l’être en France ni au Canada, les deux régions que je visais en priorité. Espérons qu’elle franchira bientôt les frontières du système et sera distribuée ailleurs qu’aux États-Unis.
International marketplaces. It takes 3-5 business days for your hardcover to show as in stock.
Until now.
My approval triggered a workflow. I know workflows. I used to design them. I also know how dumb they can be.
KDP’s process flagged an error: the text on the spine might not be on the spine. ‘Might’. Theoretically. It could be offset, cut off, or printed on a fold. I understand their reasoning – high-speed printers, mechanical variance, and return risk. I also understand statistics, and a single observation doesn’t make a trend. But anyone with eyes can see at least a couple of millimetres of clearance at the top and bottom. This isn’t a case of ‘maybe’. It’s fine.
What fascinates me here is the ritual of compliance. Once a process is codified, it becomes self-justifying. The rule exists; therefore, it must be obeyed. There is no appeal to reason – only to the flowchart.
In the 1980s, when I was an audio engineer recording to two-inch magnetic tape, some of us liked to record hot, pushing the levels just past the recommended limits. You learned to ride the edge, to court distortion without collapse. That’s how I designed the spine text. Within tolerance. With headroom.
The problem is that modern systems don’t tolerate edges. There’s no “override” button for informed judgment. My remediation path is to shrink the type by half a point, resubmit, and pretend the machine was right.
What’s absurd is the timing. The same system that generated the proof approved this layout days ago. An automated OCR scan could have caught this phantom error earlier. Instead, the machine waits until the human signs off, then throws a flag so the process can justify its existence.
KDP is still faster and saner than IngramSpark. But this is capitalism distilled: survival by being marginally less incompetent than your competitor. Optimisation, not in the sense of best possible, but of barely better than worst acceptable.
The lesson, as always, is that processes begin as aids and end as prisons. The workflow, like the Enlightenment, believes itself rational. But the longer it runs, the less it serves the human at the console and the more it worships its own perfection.
Want to talk about meta? This underscores the contents of the book itself. What the Enlightenment once called Reason, modernity now calls Process. Both pretend to neutral objectivity while enshrining obedience as virtue. The bureaucracy of light has become digital – its catechism written in checkboxes, its priests replaced by automated validators. Every workflow promises fairness; each only codifies submission. The real danger isn’t that machines will replace judgment, but that we will stop noticing when they already have.
The Story Continues: Behind the Scenes
Image: Screenshot of Illustrator layout
I’ve reduced the font size on the spine from 14 points to 13.5. It still technically bleeds over a guideline. I hope I am not forced to reduce it to 13. A reason for text on the spine is to make it visible. Hopefully, the black-and-white vertical separation will help in this regard. Fingers crossed.
This is not the announcement of a new book – The Illusion of Light: Thinking after the Enlightenment.
“Have the courage to use your own understanding.”
— Immanuel Kant, ‘What Is Enlightenment?’ (1784)
I hate the business of business. I am wrapping up another book project, but it’s been delayed by the government shutdown in the United States. I want a Library of Congress number (LCCN), but submissions must wait for an employed person to assign it.
Too clever by half and smarter than the average bear, I thought I could release an audiobook version first; audiobooks don’t need an LCCN. To be honest, neither do books. As some do with ‘Patent Pending’, I could follow suit. The book receives an LCCN, but it isn’t printed on the copyright page with the other administrivia.
My idea worked – partially. I rendered an audio version and published it – though it won’t be available until the start of November. Even so, I need distributors. It’s always something.
Meanwhile, I’m sharing an excerpt for your listening pleasure. Read along if you please.
Audio: The Illusion of Light: Thinking after the Enlightenment; Preface — Reading by Residual Light
Preface – Reading by Residual Light
To read these essays is to move slowly from the glare into the dimmer spaces where things regain texture. The Enlightenment taught us to equate light with truth, but illumination has always been double-edged: it clarifies outlines whilst erasing depth. What disappears in the brightness are the gradients – the in-between shades where thought and feeling meet, where contradiction still breathes.
The half-light is not a retreat from knowledge; it is where knowledge stops mistaking itself for salvation. It is the hour before dawn and after dusk, when perception is most alert, and everything seems both clearer and less certain. That is the discipline these essays practice: a sustained attentiveness to what persists when certainty burns away.
This project does not ask readers to abandon reason, only to notice what it has excluded. It invites a kind of intellectual night vision – the patience to see without spotlight, the willingness to sit with what does not resolve. In the half-light, the world no longer arranges itself around the human gaze; it reveals itself as unmastered, partial, alive. Here, we will learn to dwell in that half-light – not as a retreat from knowledge, but as a discipline of seeing what the Enlightenment’s glare erased.
The Enlightenment promised that truth would make us free. Perhaps it made us efficient instead. What these pages attempt is smaller and slower: a freedom measured not in control but in composure – the ability to live with what cannot be fixed, to keep tending meaning after its foundations have collapsed.
If there is light here, it is not the triumphant blaze of discovery but the ambient glow that remains after something ends. It’s the light of screens left on overnight, of cities at rest, of the mind still thinking long after certainty has gone to sleep.
Step carefully. Let your eyes adjust. The world looks different when it stops pretending to be illuminated.
J.G. Ballard didn’t predict social media. He vivisected it in advance, then left the carcass twitching under fluorescent light. Before Zuckerberg was a glint in a dorm room’s databank, Ballard had already mapped the pathology of curated identity, algorithmic libido, and digital entropy. If the elevator shaft in High-Rise had Wi-Fi, we’d be exactly where we are now.
Audio: NotebookLM podcast on this topic.
Ballard’s tower blocks are not housing. They are autonomous systems masquerading as communities, structural cathedrals to hierarchy and isolation. Inhabitants lived stacked, surveilled, and increasingly feral – yet always convinced of their own civility, their own curated status within the glass cathedral. This is LinkedIn with plumbing. Instagram with broken lifts. X/Twitter if the blue ticks started eating each other.
“The more they came to know one another, the more they learned to isolate themselves.”
That’s not a punchline. That’s the algorithm.
Social media promised connection. What it delivered was exhaustion, identity theatre, and infinite scroll. Like the tenants of Ballard’s high-rise, we don’t talk – we perform. Not to each other, but at each other. Aesthetic becomes ontology. Feedback becomes affect. The timeline is just a corridor of muttered threats and filtered selfies, looping like CCTV.
And then there’s Crash. Forget the pornographic collisions – what matters is the feedback loop. The same compulsion. The same eroticised machinery. Each car crash intensifies the desire for the next, not in spite of the trauma, but because of it. This is Twitter rage. This is comment-section flame wars. This is the libidinal economy of attention.
Ballard understood: systems don’t collapse after they fail. They fail by design. His buildings, like our platforms, are monuments to their own disintegration. The only thing more artificial than the community is the performance of self within it.
You don’t live on the platform. The platform lives through you.
So yes, Ballard was already online. He logged in through the service entrance, weaponised the feedback loop, and left us with a diagnosis masquerading as fiction. What we mistook for dystopia was, as always, autobiography.
I’ve gone entirely off the reservation (send help, or biscuits) and decided, in a fit of masochistic curiosity, to crack open Measure What Mattersby John Doerr—a business management tome that’s been gathering dust on my shelf longer than most CEOs last in post.
Spoiler Alert: I won’t be finishing it. Nor, frankly, should you.
Full disclosure before we all get the wrong idea: I find self-help books about as nourishing as a rice cake made of existential despair. Add “business” or “management” into the mix, and you’re cooking up something so vapid it could qualify as a greenhouse gas.
Audio: NotebookLM podcast of this content.
Measure What Matters reads less like a serious work of business philosophy and more like a self-important infomercial, peddling the sort of common sense you could overhear in a pub toilet after three pints. And, like any decent infomercial, it’s drenched in “inspirational” stories so grandiose you’d think Moses himself was consulting for Google.
Image: Midjourney’s rendering of a possible cover image. Despite the bell protruding from the crier’s head, I went with a ChatGPT Dall-E render instead.
I’m sure Doerr genuinely believes he’s handing down managerial tablets from Mount Sinai, and I’m equally sure he’s eating his own dog food with a knife and fork. But what gets served up here is a steaming dish of selection bias, smothered with a rich gravy of hand-waving nonsense.
What am I getting my knickers in a twist about? What’s this book actually about?
In short: three letters—OKR. That’s Objectives and Key Results, for those of you not fluent in MBA-speak. These mystical artefacts, these sacred runes, are supposed to propel your company from the gutter to the stars. Intel did it. Google did it. Ergo, you too can join the pantheon of tech demi-gods. (Provided, of course, you were already a billion-dollar operation before you started.)
Nobody’s going to argue that having goals is a bad idea. Nobody’s throwing the baby out with the Gantt chart. But goals are nebulous, wishy-washy things. “I want to travel” is a goal. “I will cycle and kayak my way to Edinburgh by the end of the year, preferably without dying in a ditch”—that’s an objective.
Businesses, being the lumbering beasts they are, naturally have goals. Goals for products, customers, market share, quarterly bonuses, and ritualistic victory dances in front of their crushed competitors. Nothing new there.
According to Doerr and the gospel of OKRs, however, the only thing standing between you and unassailable market dominance is the right set of buzzwords stapled to your quarterly reports. Apparently, Intel crushed Motorola not because of innovation, talent, or dumb luck—but because they set better OKRs. (History books, please update yourselves accordingly.)
Video: John Doerr’s 2018 TED Talk on this topic.
But wait, what’s an OKR again? Ah yes: we’ve done Objectives. Now for the Key Results bit. Basically, you slap some numbers on your wish list. If you’ve survived in business longer than a fruit fly, you’ve already met KPIs (Key Performance Indicators)—another Three Letter Acronym, because we live and die by alphabet soup. Key Results are KPIs wearing slightly trendier trainers.
Example: “We will be number one by the third quarter by prospecting a dozen companies and closing three deals by September.” Marvellous. Life-changing. Nobel-worthy. Now go forth and conquer.
Right. Now that I’ve saved you twenty quid and several hours of your life, let’s talk about why this book is still an exercise in masturbatory futility.
First, and most fatally, it’s predicated on selection bias so profound it should come with a health warning. Allow me to paint you a picture. Imagine we’re advising a football league. Every team sets OKRs: target weights, goal tallies, tackles, penalty avoidance—the works. Everyone’s focused. Everyone’s motivated. Everyone’s measuring What Matters™.
Come the end of the season, who wins? One team. Did they win because their OKRs were shinier? Because they ‘wanted it more’? Or, just maybe, did they win because competition is brutal, random, and often unfair?
This is the problem with false meritocracies and the illusion of control. It’s like thanking God for your touchdown while assuming the other team were all godless heathens who deserved to lose. It’s the same nonsense, in a suit and tie.
Will our winning team win next year? Doubtful. Did Intel lose ground later because they forgot how to spell OKR? No. Because the world changes, markets collapse, and sometimes you’re just standing on the wrong bit of deck when the ship goes down.
Then there’s the love affair with plans. In theory, lovely. In practice, arbitrary. You can set as many Objectives as you like, but what counts as a “win”? Is it profit? Market share? Not dying of ennui?
The free market worshippers among us love to preach that governments can’t plan effectively, unlike the rugged gladiators of capitalism. Funny how businesses, in their infinite wisdom, are then urged to behave like microcosmic Soviet Five-Year Planners, drowning in metrics and objectives. Topically, we are living through the charming consequences of governments trying to run themselves like corporations—newsflash: it’s not going splendidly.
In short: companies are not nations, and OKRs are not magic bullets.
What else is wrong with this book? Well, to start: it’s shallow. It’s smug. It peddles survivorship bias with the zeal of a televangelist. It confuses correlation with causation like an over-eager undergraduate. And most damning of all, it sells you the fantasy that success is just a matter of writing smarter lists, as if strategy, luck, market forces, and human frailty were irrelevant footnotes.
Measure What Matters doesn’t measure anything except the reader’s patience—and mine ran out somewhere around chapter five.
I wrote and published this article on LinkedIn. I even recycled the cover image. Although it is about the particular topic of Agile, it relates to the Language Insufficiency Hypothesis, so I felt it would be apt here as well. It demonstrates how to think about language insufficiency through the framework.
Agile in Name Only
For over two decades, I’ve been immersed in Agile and its myriad interpretations. One refrain has persisted throughout: Agile™ is “just about agility,” a term that anyone can define as they see fit. The ambiguity begs the question: What does it really mean?
On its face, this sounds inclusive, but it never passed my intuitive sniff test. I carried on, but as I reflected on my broader work concerning the insufficiency of language, this persistent fuzziness started to make sense. Agile’s conceptual murkiness can be understood through the lens of language and identity—particularly through in-group and out-group dynamics.
Otherness and the Myth of Universality
To those who truly understand agility, no elaborate definition is required. It’s instinctive, embedded in their DNA. They don’t need to label it; they simply are agile. Yet, for the out-group—the ones who aspire to the status without the substance—Agile™ becomes a muddy abstraction. Unable to grasp the core, they question its very existence, claiming, “Who really knows what Agile means?”
The answer is simple: Everyone but those asking this question.
The Agility Crisis
This disconnect creates a power shift. The in-group, small and focused, operates with quiet competence. Meanwhile, the out-group, larger and louder, hijacks the conversation. What follows is an inevitable dilution: “Agile is dead,” “Agile doesn’t work,” they declare. But these proclamations often reflect their own failures to execute or evolve, not flaws inherent to agility itself.
This pattern follows a familiar playbook: create a strawman—define Agile™ as something it’s not—then decry its inability to deliver. The result? Performative agility, a theatre of motion without progress, where the players confuse activity for achievement and rely on brittle, inextensible infrastructures.
Agile Beyond the Label
Ironically, the true practitioners of agility remain unbothered by these debates. They adapt, innovate, and thrive—with or without the label. Agile™ has become a victim of its own success, co-opted by those who misunderstand it, leading to a paradox: the louder the chorus claiming “Agile doesn’t work,” the more it underscores the gap between those who do agility and those who merely wear its name.
The lesson here is not just about Agile™ but about language itself. Words, when untethered from their essence, fail. They cease to communicate, becoming tools of obfuscation rather than clarity. In this, Agile™ mirrors a broader phenomenon: the insufficiency of language in the face of complexity and its misuse by those unwilling or unable to engage with its deeper truths.
Perception of Reality™ is akin to having relative pitch. Unlike pitch, where some people have perfect pitch – the ability to name a note or chordal composition without any other reference – it is unlikely that anyone has or will have access to objective reality – analogically: perfect pitch for reality.
As I’ve mentioned, I believe that all our experiences and interactions with reality are relative, if not wholly subjective. There may exist an objective reality, but for reasons already noted – cognitive and sense perception deficits –, we can never access it.
Musically, If someone plays and identifies a reference note, say A (or do in movable do solfège), and then plays a major fifth above (or sol), a person with relative pitch can hear that fifth interval and identify it as an E. Everything is about relationships. In music, the relationships are intervalic, but we know where we are based on where we’ve been. A person with perfect pitch requires no such priming. They can identify the first A note without prompting.
Our experience with reality is also relative, but no one has the equivalence of perfect pitch. No one has access to objective reality – if there even is one.
I don’t deny that there could be an objective reality. I just believe it’s inaccessible. I am a qualified realist – so, not a physicalist –, but I don’t believe in supernatural or paranormal events. A so-called ‘supernatural’ event is merely an event that hasn’t yet been described in ‘natural’ terms.
Now that I got that off my chest, what are your thoughts on objective reality? Lemme know.
As humans, we often leverage systems. They seem to make life easier. Whether a routine or a step-by-step instruction through an unknown process, a system can guide us. Systems are also connected, interactive entities, but that’s not for this segment. I am more interested in the loss of humanity that systematic processes and bureaucracy bring, so I am interested in imposed systems rather than systems we invent to find our keys and wallets.
Podcast: Audio rendition of this page contentImage: Spectrum of System versus Human
If we consider systematisation and humanity on a scale, we can see that any move toward systematisation comes at the expense of humanity. It might make logical sense to make this trade-off to some degree or another. The biggest hit to humanity is the one-size-fits-all approach to a problem. It removes autonomy or human agency from the equation. If a system can be that mechanised, then automate it. Don’t assign a human to do it. This is an act of violence.
As I’ve been reading and writing a lot about Iain McGilchrist’s work lately, I feel one can easily map this to left versus right cerebral hemisphere dominance. System-building is inherently human, but it’s in the domain of the left hemisphere. But my imposition of a system on another is violence—one might even argue that it’s immoral.
As with bureaucracy, these imposed systems are Procrustean beds. Everyone will fit, no matter what. And when human beings need to interact with systems, we can not only feel the lack of humanity, but our own humanity suffers at the same time.
A close friend of mine recently checked herself into a mental health facility. After a few days, she called and asked if I could bring her a change of clothes and some toiletries—deodorant, soap, and shampoo. She had some in her house, but the packaging needed to be unopened and factory sealed. I stopped at a shop to buy these items and I brought them to the facility.
At the reception area, I needed to be cross-referenced as an authorised visitor, so I was asked to show proof of my identity as if it mattered who was delivering clothing that was going to be checked anyway. No big deal, they recorded my licence number on a form and ask me to fill it out—name, phone number, and what I was delivering.
The form stated that any open consumable items would not be allowed. I signed the form. An attendant took the bag and told me that I needed to remove the ‘chemicals’, that they would not be delivered. I pointed to the lines on the form that read that this restriction was for open items and reinforced that I had just purchased these and showed her the sales receipt. She told me that the patient would need to obtain a doctor’s permission, and she assured me that the patients all had soap.
I’m sure she thought she was being compassionate and assertive. I experienced it as patronising. Me being me, I chided her lack of compassion and humanity, not a great match for a mental health attendant. In fact, it reminded me of a recent post I wrote on Warmth. In it, I suggested that service staff should at least fake conviviality. I take that back. Faux congeniality is patronising. She mimicked me. “Yes, systems are so inhumane, but here we follow a system.” My first thought was of Adolf Eichmann, who kept the trains on schedule without a care for the cargo. This is the violence inherent in systems.
Systems are not illogical. In fact, they are hyper-logical. And that’s the problem, logic is traded off at the expense of empathy. And one might have a strong argument for some accounting or financial system process, but I’ll retort that this should be automated. A human should not have to endure such pettiness.
I can tell that this will devolve quickly into a rant and so I’ll take my leave and not foist this violence upon you.
It’s good to remember that words are but a small portion of communication, which operates in a larger space. Body language, gesticulation, facial expressions, speed, tone, inflexion, and intonation, all combine to convey at least as much. This is why a written document is always lacking. This is why important or sensitive information should be delivered in person unless you are willing to risk misinterpretation.
In the post-covid reality, some people have moved a lot of their previously face-to-face communication to one of the various videoconference services. Infants rely highly on the face, and they express much through the face. Even domesticated dogs have expressive faces. The face conveys a lot of information. This helps to make videoconference a decent means of communication. It is a step up over the telephone for instant communication, but it still falls short. Even over the phone, one can still use delivery speed and pacing. Tone, inflexion, and intonation should be able to be conveyed, but this may also be limited by connexion quality as well as microphone and speaker quality. However, body language and gesticulation are still largely absent. What may be present can be lost over a small viewing screen or poor video quality.
What gets left behind or limited are cues of authenticity and trust. I remember I had a client in Texas who preferred not to speak with my manager and other executives from the New York office. We had all met in person in the pre-Covid world, and the Texans had judged these people as “fast-talking city folks” instead of real down-to-earth people. I may be a city-slicker, but I’m not as fast-talking. One of these men was a great communicator in my eyes, but these are city eyes. As for the other person, he had snake-oil salesman written all over him, but he tried to hide it in all his erudition. He was very book-smart but lacking in authenticity.
mean what you say, and you say what you mean
Allow me to pause for a moment to riff on authenticity. In one way, I don’t believe in authenticity because I don’t believe there is anything to be authentic to. I write about this in many posts and at length. On the other hand, authenticity is that you believe what you are saying—you mean what you say, and you say what you mean. So what you are asking me to believe, you believe yourself.
If spoken communication is so important, why do you write a blog? That a picture is worth a thousand words is telling. In fact, a picture may convey a thousand words, but it’s probably conveying almost infinite words—or it could be. Words typically fail to transmit metaphor and intent. If we want to be clear, we need to add all sorts of additional words to allay confusion. Perhaps we need to include background information, tangential information, context, and whatnot. By the time we include all of the information that would be conveyed by the face and gesture, we’ve probably overwhelmed the recipients with a document that reads like a terms and conditions page—the ones almost no one reads but tick the box at the end anyway.
What is lost or diminished over video is authenticity and emotional content. Of course, a person can convey sympathy, empathy, and compassion over the phone, but to me, it’s like the wire monkeys in the old psychology experiments by Dr Harry Harlow. You get something to cling to—perhaps even a blanket around the wire is better than nothing. If the telephone is a wire monkey, videoconference is the wire monkey wrapped in a Teri-towel. The human element is still missing. We’re interacting with a simulacrum.
Princess Leia Organa
Some people are amazed at the prospect of holograms in the manner of Princess Leia’s grand entrance. “Help me, Obi-Wan.” Indeed, help us all. It is a step in the right direction, but mind the gap.
In the end, we should at least strive to prioritise in-person communication. At least in the movies, when they want to tell a loved one that their combatant or police officer has fallen (read: died), they do this in person. It should be telling that this also convey’s an emotional message to the audience that is often received as intended. It may cost more, but be sure to evaluate this cost against the benefits. Consider the lost benefits as well.
Most people have heard the term schizophrenia. It’s a mental health pathology wherein people interpret reality abnormally. To oversimplify to make a point, in a ‘normal’ brain, the left and right hemispheres operate together to regulate bodily functions and to interpret the world we live in. In brief, schizophrenia is a condition where the left cerebral hemisphere overly dominates the right. Some might be led to believe that schizophrenics interpret reality irrationally, but the opposite is true. Schizophrenics are hyperrational to a fault.
Schizophrenia has been on the rise this past half century or so, but this might just be a symptom of Modernity, as cultures are also experiencing a leftward shift—a shift toward hyperrationality. Cultures have swung like a pendulum from left-hemisphere-dominance to right dominance and back through the ages, but we may be seeing an uncorrected swing further and further to the left, led by science, followed by commerce and politics, dangerously close to the territory of schizophrenia, if not already occupying this territory. Allow me to briefly summarise how the hemisphere function to help the reader understand what it means to be too far left or right.
Cerebral Bilateral Hemispheres
Most people experience the world—what some otherwise known as reality—with both cerebral hemispheres, and each hemisphere has a function. In a nutshell, the right hemisphere experiences reality holistically, which is to say that it views the world through a Gestalt lens. The right hemisphere is open and divergent. It is creative—generative. It knows no categories or subdivisions. All is one and connected. I like to refer to this as Zen. Many people can relate to this Zen notion. The right hemisphere is a creative and empathetic centre that only knows the world as it is presented—without words or naming. Intuition lives here. It distinguishes differences in the world in a manner similar to that of a preverbal child who can tell mum from a bowl of porridge without knowing the word for either. Children are right hemisphere creatures. As we mature toward adulthood, the function of the left hemisphere increases to offset the dominance of the right.
The left hemisphere is the sphere of intellect. Its function is to categorise, to create symbols—words, names, labels, icons, and so on. It doesn’t know how to create, intuit, or empathise. In fact, it doesn’t even experience the world as presented; it relies on re-presentation. To borrow from a computer analogy, when it experiences something in the world, it caches a symbol. Where the right hemisphere experiences a tree and just appreciates its ‘treeness’, and it doesn’t know that it’s a tree by name. It’s just another thing in the world. The left hemisphere, on the other hand, notices these things with ‘treeness’ and categorises them as trees—or des arbres, árboles, Bäume, 木, درختان , पेड़, or whatever. And it reduces the tree to an icon, so it can file it away for later retrieval to compare with other tree-like inputs.
The left hemisphere is where difference, the sense of self, and ego come from
The left hemisphere is where difference, the sense of self, and ego come from. Where the right hemisphere is open and divergent, the left hemisphere is closed and convergent. It is particularly egotistical, stubborn, and always thinks it’s right if I can anthropomorphise analogically. The left hemisphere knows no nuance, and it doesn’t recognise connotation, metaphor, allegory, or allusion. Everything is literal.
The left hemisphere can use similes and understand that a man is like a tiger, but it takes the right hemisphere to know that a man is a tiger, has metaphorically embodied the tiger and assumed its form, say in the manner of indigenous Americans. Poetically, there is a difference between being a tiger and being like a tiger. The left will have none of this. The response to hearing ‘he was a tiger’ would either result in ‘no he isn’t, he’s a human’ or ‘someone must be talking about a male tiger’. The nuance would be lost.
At the risk of further digression, this is why a poem can’t be dissected for meaning—this despite so many valiant attempts by high school teachers and undergraduate professors. Dissecting a living poem is like dissecting a living animal. You might learn something, but at the risk of devitalisation—you’ve killed the subject. It’s like having to explain a joke. If you have to explain it, it didn’t work. You can’t explain a work of art or a piece of music. The best you can do is to describe it. Although we’re likely familiar with the adage, “A picture is worth a thousand words”, a thousand words is not enough to do more than summarise a picture. This sentiment is captured by Oscar Wilde when he wrote, “Education is an admirable thing, but it is well to remember from time to time that nothing that is worth knowing can be taught.” Education is a left-brain function, that can be stuffed like a sausage, but no amount of education can make someone feel a work of art, music, or poetry. This can only be experienced and is apart from language.
A Tree is not a Tree
As already noted, schizophrenics are hyperrational. They are devoid of the empathy and intuition afforded by the right hemisphere. So, they fail to connect the parts to a constructed whole. They presume that a whole is constructed of parts. This is the mistake of Dr Frankenstein, that he could construct a man from parts, but all he could manage is to construct a monster.
In the experienced world, there are only whole objects as experienced by the right hemisphere. As humans, we break them down for easier storage and retrieval, but this is like lossy compression if I can risk losing some in technical lingo.
But a tree is not built from parts. It’s just a tree. We can articulate that a tree has a trunk and roots and branches and leaves and seeds and blooms, but it’s just a tree. The rest we impose on it with artificially constructed symbol language. This is what post-modern painter Rene Magritte was communicating with the “Ceci n’est pas une pipe” inscription in his work The Treachery of Images—This is not a pipe. He was not being cute or edgy or trying to be clever. He was making the point that the symbol is not the object.
In the manner that the image is not the pipe, it’s been said that to document a system is to make an inferior copy. The documented system is less optimal. This may feel counterintuitive. In fact, you may even argue that a documented system allows subsequent process participants to plug into the system to allow it to continue to operate into perpetuity. Whilst this is true, it comes at a cost. I’ll leave this here for you to ponder. The right hemisphere understands the difference. The document is not the process.
Getting Down to Business
If you’ve been following along, you may have already noticed that the left hemisphere looks and sounds a lot like the business world. Everything is systematised, structured, and ordered. We have all sorts of symbols and jargon, processes, and procedures. Everything is literal. There is no room for metaphor. There is no room for empathy. HR instructs that there be empathy, but they might as well instruct everyone to speak Basque or Hopi. In fact, it’s worse because at least Basque and Hopi can be learnt.
Sadly, this leftward shift isn’t limited to the world of commerce. It’s affected science, politics, and entire cultures. It’s caused these entities to abandon all that isn’t rational as irrational. But empathy and intuition are irrational. Science says if you can’t measure it and reproduce it, it’s not worth noting, but science is not the arbiter of the non-scientific realm. Business takes a similar position.
Politics of the Left (Hemisphere)
And politics creates categories: left and right, red and blue, black and white, men and women, gay and straight, and this and that. All of this is all left-hemisphere debate.
Categories and names are exclusive provinces of the left hemisphere. If you are hung up on an ideology, whether Democracy, Republicanism, Marxism, or Anarchism, you’re stuck in your left hemisphere. If you defend your positions with logic and words, you’re stuck in your left hemisphere. If you can’t imagine an alternative, you are really stuck in the left. I’ll stop here.
Science and Scientism
How did we get here and come to this? Science was receptive to right hemisphere influence up until about the 1970s. That’s where Scientism began to take hold. Scientism is when faith in science becomes a religion. I feel that many scientists today are less likely to hold a belief in Scientism as a religious belief. Paradoxically, I think this is more apt to be a faith held by non-scientists. Unfortunately, this faith is exploited by politics as exemplified by the recent trust in science campaign perpetrated by politicians, which is to say non-scientists with their own agenda, whether they practised Scientism or not.
The problem is that the left hemisphere has an outsized ego. It thinks it’s always right. In practice, it’s right about half the time. Because of its reliance on stored data and a ‘belief’ that it doesn’t need to fresh its data until it’s effectively overwhelmed and acquiesced. It fails to give enough weight to the experienced world, so that it shifts belief further and further left, which is to say further from reality as it is.
It trusts the symbol of the tree more than the tree itself. We may all be familiar with stories of cars driving down train tracks and off cliffs because the SAT-NAV user put more faith in their device than the world outside. This is the risk companies face as well, choosing to believe that the documented process is superior to the system in and of itself.
Getting on About?
You may be wondering what inspired me to write this and where I get my information. My realisation started in chapter 9 of The Matter with Things and was reinforced by this video interview by its author, Iain McGilchrist.
Actually, it started even before this with The Corporation, a Canadian documentary and companion book released in 2003. One of the points of The Corporation is to articulate the parallels between corporate behaviour relative to the definition of psychopathy as presented in The Diagnostic and Statistical Manual of Mental Disorders, henceforth DSM. Per Wikipedia, the DSM ‘is a publication by the American Psychiatric Association for the classification of mental disorders using a common language and standard criteria and is the main book for the diagnosis and treatment of mental disorders in the United States and is considered one of the “Bibles” of psychiatry’. Essentially, corporations ticked all the boxes.
Methodologically, this assertion is a bit weak, but it is at least sometimes entirely valid despite provoking an emotional trigger reaction. Nonetheless, this established corporations as pathological entities. But that is not my focus here. It simply tilled the soil for me to be more receptive to this topic. This topic is less about the legal fiction that is a corporation and more about the people embodied in it. From the height of the C-suite to the workaday staff, floor workers, warehouse workers, and the mailroom. Do they still have mailrooms? I digress.
I can’t claim to know what it is to be schizophrenic or schizoaffective, but I’ve known enough people who have these diagnoses. My brother was one of those. Although I use these and other labels, I am not a fan of labels, generally, especially psychological labels, specifically this label. Autism is another nonsensical label. Both fall into the realm of medical syndromes, which for the uninitiated is the equivalent of your kitchen junk drawer. It’s equivalent to the other choice when all others fail. I don’t want to go off on a tangent from the start, so I’ll leave it that these categories are overly broad and reflect intellectual laziness. There is no single schizophrenia or autism. There are many, but the distinction is lost in the category. The push to create an autism spectrum for DSM obscures the problem, but it helps for insurance purposes. As the saying goes, follow the money and you can gain clues to the driving force behind why this happened. I suppose you can also label me a conspiracy theorist. If I learned one thing in my undergrad Sociology classes, it’s to eschew labels.
Almost finished
Given the length of this segment, I am not going to summarise it here, save to say that this leftward shift in business and culture doesn’t have a good outlook. We are not only being replaced by machines, but we are also forced into becoming machines, and we aren’t even questioning it. All we need to do is to become more analytic, right?
What I suggest is to watch the six-minute video of Dr Iain McGilchrist discussing this topic, and if you really want a deep dive, read The Matter with Things, an almost three-thousand-page tome, to fill in the details.
Postscript
Here’s a music analogy to help to express why the whole is more important than the sum of the parts. If I want to learn to play a new piece, I will listen to the piece first. Depending on the length and genre, I may have to listen many times. In some cases, once or twice is enough, but let’s say this is at least somewhat complex and not some repetitive three-chord pop song. I’ll probably break the song into pieces or movements—verse, chorus, bridge, and whatever—, and then, I’ll learn each note and each pattern of notes, perhaps as musical phrases. Once I figure out the verse, I might either learn how the next verse differs or move on to the chorus and defer that verse-to-verse step. I’ll rinse and repeat until I’ve got through each of the sections. If I’ve had the luxury of hearing the piece, I’m at an advantage as far as tone, timbre, and dynamics are concerned; otherwise, I’d better hope these are all documented and that I interpret them in the manner they were intended. If the audience is familiar with a tune, they’ll notice the difference.
When I am practising, I need to get the mechanics down pat. All of what I’ve described thus far is left-hemisphere fare. It’s translating the symbolic representation of notes—like letters and words in writing—into an utterance. In this case, it’s a musical utterance. But once I am ready to perform the piece, it needs to be performed through the right hemisphere or it will feel mechanical and stilted.
I used to earn my living as an audio recording engineer and producer. Most of the time I was working with unknown artists recording demo records and trying to get a record deal. For the uninitiated, that usually translated into not having a large recording budget. Occasionally, we want, say string parts—violins, viola, cello, or whatever—but we couldn’t afford union players. We’d hire music students from USC or UCLA. These players would be more than willing to play for cheap in exchange for something to add to their portfolios or experience chops.
Somebody would transcribe the musical notation, and we’d give it to the string player. Of course, it could be a keyboard or wind or reed part, but I’ll stick to strings. Part of music is the vibe. This is something that can’t be captured in symbols. Revisiting Scientism and the left-hemisphere analogy, vibes can’t be real because they can’t be notated.
Almost invariably, if we got someone with Classical training, they could not get the vibe. The music was right in front of them. We’d play it for them on piano, maybe on a synthesiser, but they couldn’t get it—even if they were playing along to a reference track just trying to double the synth part. They would hit every note for the specified duration and dynamic, but it might have as well been the equivalence of a player piano or music box. We could have played it on a synthesiser, but we might be seeking the nuance a real instrument would bring.
We never had the luxury of auditioning players or recording several players and grabbing the best parts. That’s for the bigger-budget artists who go through a half-dozen or more performers to get just the right one. When we got lucky, it was usually because we got someone from the jazz program. These cats seem to have a natural feel for vibe inaccessible to the classical performers.
In business, the classical performer is good enough, but for art, it wasn’t. Business might appreciate the difference if it happens to get it, but it won’t seek it, and it won’t pay for it. A pet peeve of mine is a quip in business I heard often—don’t let perfection be the enemy of the good. This is obviously a left-hemisphere sentiment based on Voltaire’s statement. Besides, even from a left hemisphere perspective, reciting, “Don’t let perfection be the enemy of the good” doesn’t mean you shouldn’t at least strive for good enough because I noticed that mark was missed often enough, too.
Philosophics 