In the 1970s, the story goes, a CEO met with environmental activists only to tell them: “I agree with you. Now go out and make me do it.” Businesses operating from a responsive mindset require relentless outside pressures to do the right thing. What is needed in the present moment is not uncritical celebration of “woke” companies working to ingratiate themselves into certain political constituencies, which would likely expand the current us-versus-them political divides into the private sector. Recognizing the dominance of the responsive mindset means all businesses, woke and un-woke alike, will need a healthy degree of “vigilant belligerence” from wider society as they navigate a politically contentious era. But perhaps at a more basic level, concerned citizens need to continually evaluate the degree to which profit-seeking, market-responsive entities should be tasked with preserving the social and political goods necessary for a flourishing society.
–Andrew Lynn, “The Limits of Corporate Activism”
Technique, which transforms culture into luxury, puts so many cultural modalities at the reader’s disposal that none of them has any more importance than any other; the customer becomes a butterfly dipping into whatever flower he chooses. … Technique erects a screen between the author and his readers. Miniature fireworks issue from the magic bottle, but not revolt. A few printed pages out of the deluge of printed matter will never make the butterfly revolutionary.
–Jacques Ellul, The Technological Society (1970), trans. John Wilkinson [originally published as La Technique l’enjeu du siécle, 1954]
I asked both Barber and Pope of Brigham Young what their thoughts on American politics are now that Trump has been in office eight months.
Pope argued in an email that there has been too much emphasis on polarization and not enough on partisanship.
While elites — elected officials and party activists — are ideologically polarized, the best the general public “can manage is a kind of tribal partisanship that does not really reflect the content of the elite discussion,” Pope wrote:
Citizens pick a team, but they don’t naturally think like the team leadership does. And when Trump tells Republicans to think in a new way, lots of people happily adopt that new position because they were never that committed to the old ideas anyway. They’re just committed to the label.
–Thomas B. Edsall, Trump Says Jump. His Supporters Ask, How High?
When people are searching for meaning, their minds seem to gravitate toward thoughts of things like aliens that do not fall within our current scientific inventory of the world. Why? I suspect part of the answer is that such ideas imply that humans are not alone in the universe, that we might be part of a larger cosmic drama. As with traditional religious beliefs, many of these paranormal beliefs involve powerful beings watching over humans and the hope that they will rescue us from death and extinction.
–Clay Routledge, Don’t Believe in God? Maybe You’ll Try U.F.O.s
Routledge ends with this: “The Western world is, in theory, becoming increasingly secular — but the religious mind remains active. The question now is, how can society satisfactorily meet people’s religious and spiritual needs?”
In a still-influential paper from 1937 titled “The Nature of the Firm,” the economist and Nobel laureate Ronald Coase established himself as an early observer and theorist of corporate concerns. He described the employment contract not as a document that handed the employer unaccountable powers, but as one that circumscribed those powers. In signing a contract, the employee “agrees to obey the directions of an entrepreneur within certain limits,” he emphasized. But such characterizations, as Anderson notes, do not reflect reality; most workers agree to employment without any negotiation or even communication about their employer’s power or its limits. The exceptions to this rule are few and notable: top professional athletes, celebrity entertainers, superstar academics, and the (increasingly small) groups of workers who are able to bargain collectively.
Yet because employment contracts create the illusion that workers and companies have arrived at a mutually satisfying agreement, the increasingly onerous restrictions placed on modern employees are often presented as “best practices” and “industry standards,” framing all sorts of behaviors and outcomes as things that ought to be intrinsically desired by workers themselves. Who, after all, would not want to work on something in the “best” way? Beyond employment contracts, companies also rely on social pressure to foster obedience: If everyone in the office regularly stays until seven o’clock every night, who would risk departing at five, even if it’s technically allowed? Such social prods exist alongside more rigid behavioral codes that dictate everything from how visible an employee’s tattoo can be to when and how long workers can break for lunch.
–Miya Tokumitsu, The United States of Work