Template:M intro systems financialisation: Difference between revisions
Amwelladmin (talk | contribs) Created page with "====The desire for digital certainty==== James C. Scott’s observation that a top-down organisation can only operate by what it sees, which necessarily misses nuance. Robert Michels’ iron law of oligopoly, that at scale all organisations concentrate “power” and become top-down The madness of crowds and our interconnectedness: if it was hard to be exceptional before the internet, it is so much harder now. Yet we kid ourselves that we are all exception..." |
Amwelladmin (talk | contribs) No edit summary |
||
| Line 1: | Line 1: | ||
Definitions - financialisation is reducing things to their most calculable amounts. So: David Graeber’s social debt versus monetary debt. | |||
Distils down to a worldview that analogue, informal, requiring judgment, requiring [[metis]] is expensive, slow and unscalable and therefore ''bad''. | |||
====The desire for digital certainty==== | ====The desire for digital certainty==== | ||
[[James C. Scott]]’s observation that a top-down organisation can only operate by what it sees, which necessarily misses nuance. | [[James C. Scott]]’s observation that a top-down organisation can only operate by what it sees, which necessarily misses nuance. | ||
| Line 7: | Line 11: | ||
[[Averagarianism]] | [[Averagarianism]] | ||
[[Outsourcing]] and [[offshoring]] as the relentless [[financialisation]] of the internal firm. | |||
The {{br|Peter Principle}} that we rise to our own level of incompetence so will be dispositionally bad at the hard parts of our job. The basic narcissism or Dunning Krugerism of those prepared to do what it takes to climb the greasy pole required to want to be a chief executive officer or politician - those who want the job enough to get it | The {{br|Peter Principle}} that we rise to our own level of incompetence so will be dispositionally bad at the hard parts of our job. The basic narcissism or Dunning Krugerism of those prepared to do what it takes to climb the greasy pole required to want to be a chief executive officer or politician - those who want the job enough to get it | ||
| Line 18: | Line 24: | ||
It is there but we really have to want it - and stand up for it. | It is there but we really have to want it - and stand up for it. | ||
James C Scott: [[Metis]]. | |||
Chris Anderson’s {{Br|The Long Tail: How Endless Choice is Creating Unlimited Demand}}: there really ''is'' a long tail out there — proverbial doom metal merchants lecturing insightfully on Nietzsche — but we are allowing it to wither on the vine. Our moral responsibility, if we want to keep it, is to support it. But are they dying out like local bookstores? We need to nurture them. | |||
The informal and formal lines of information in any organisation - in this take [[Jane Jacobs]], [[desire lines]] | The informal and formal lines of information in any organisation - in this take [[Jane Jacobs]], [[desire lines]] | ||
====The battleground: onworld v offworld==== | ====The battleground: onworld v offworld==== | ||
Revision as of 16:45, 21 May 2024
Definitions - financialisation is reducing things to their most calculable amounts. So: David Graeber’s social debt versus monetary debt.
Distils down to a worldview that analogue, informal, requiring judgment, requiring metis is expensive, slow and unscalable and therefore bad.
The desire for digital certainty
James C. Scott’s observation that a top-down organisation can only operate by what it sees, which necessarily misses nuance.
Robert Michels’ iron law of oligopoly, that at scale all organisations concentrate “power” and become top-down
The madness of crowds and our interconnectedness: if it was hard to be exceptional before the internet, it is so much harder now. Yet we kid ourselves that we are all exceptional. If we are all competing at the same thing, we have almost no chance of excelling. These are the Bayesian priors. But everyone of us is different.
Outsourcing and offshoring as the relentless financialisation of the internal firm.
The Peter Principle that we rise to our own level of incompetence so will be dispositionally bad at the hard parts of our job. The basic narcissism or Dunning Krugerism of those prepared to do what it takes to climb the greasy pole required to want to be a chief executive officer or politician - those who want the job enough to get it
Data modernism and the conviction that everything now can be solved, and mankind is something to be overcome.
Fundamental ineffability
Stand for something, or you’ll fall for anything.
- —Anon.
It is there but we really have to want it - and stand up for it.
James C Scott: Metis.
Chris Anderson’s The Long Tail: How Endless Choice is Creating Unlimited Demand: there really is a long tail out there — proverbial doom metal merchants lecturing insightfully on Nietzsche — but we are allowing it to wither on the vine. Our moral responsibility, if we want to keep it, is to support it. But are they dying out like local bookstores? We need to nurture them.
The informal and formal lines of information in any organisation - in this take Jane Jacobs, desire lines