Seems a nice term of phrase for what the academy might once have been (and still should be). But I guess the the definition of the Fourth Estate in a networked world is broad.
[Barry] John ran in another dimension of time and space. His opponents ran into the glass walls which covered his escape routes from their bewildered clutches
He is one of 10 case studies in Black Tudors, an enlightening and constantly surprising book about the men and women of African origin who found themselves on a cold island on the fringe of Europe amid a pale and pockmarked people.
“Whenever a company decides it’s ok to screw its suppliers, its customers, or its employees, it is only a matter of time until it gets around to screwing all 3 groups. That is because the idea that screwing people is ok becomes the corporate mindset.”
Comment by Howard on I, Cringely
This was a comment on on the political question of our time by Janesh Ganash in the FT, but to me it has a wider relevance, including how we think about higher education. Of course, people will keep perseverating, believing the contrary.
There is no human resources solution to an ideological problem.
Education is an admirable thing,” wrote Oscar Wilde, “but it is well to remember from time to time that nothing that is worth knowing can be taught.
I now add the phrase “learning outcomes” to the list of words and phrases that should never be used, along with “stakeholders,” “imbricate,” “aporia” and “performative.”)
It was not deliberate policy; it simply seemed to be only men who applied, usually refugees from the twin miseries of academia: low salaries and high tables.
Ah, those were the days…
The Fear Index, Robert Harris
When you ask me that question I am gonna revert to my ethnic heritage and answer your question with a question: On what planet do you spend most of your time? As you stand there with a picture of the President defaced to look like Hitler, and compare the effort to increase health care to the Nazis, my answer to you is, as I said before, it is a tribute to the First Amendment that this kind of vile, contemptible nonsense is so freely propagated. Ma’am, trying to have a conversation with you would be like arguing with a dining room table: I have no interest in doing it.
Barney Frank, in response to questioner at a town-meeting in Dartmouth, Massachusetts, broadcast on CNN (18 August 2009).
Just last week, when faced with a report that its advertising numbers promised an American audience that, in certain demographics, well exceeded the number of such humans in existence, judging by U.S. Census Bureau numbers, Facebook told the Wall Street Journal that its numbers “are not designed to match population or census estimates. We are always working to improve our estimates.” Facebook’s intercourse with the public need not adhere to the so-called norms of so-called reality.
It’s almost vanishingly rare that we pick a new device that we always have with us,” the historian of mobile technology Jon Agar says. “Clothes—a Paleolithic thing? Glasses? And a phone. The list is tiny.
In 2014, Wall Street analysts attempted to identify the world’s most profitable product, and the iPhone landed in the top slot—right above Marlboro cigarettes. The iPhone is more profitable than a relentlessly marketed drug that physically addicts its customers.
The One Device, Brian Merchant
There’s a great line in Beckett,” she says, searching for a quote to capture this equipoise of light and dark. “I can’t remember who says it. ‘You’re on Earth. There’s no cure for that.’ There’s as much common sense in that as in all of Sophocles or Socrates or anyone else.”
Feels like it too.
“What we see unfolding right before our eyes is nothing less than Moore’s Law applied to the distribution of misinformation: an exponential growth of available technology coupled with a rapid collapse of costs.”
“In a profession that is all about untapping individual potential, increasingly impersonal corporatism hangs like a dark cloud”
”There are the cohorts of bureaucrats in every university making a living out of keeping score of publications and citations, manipulating the impact of papers and producing empty marketing verbiage extolling the supposed research excellence of their institutions.”
“Fortunately, Bowie’s schooling didn’t interfere with his education.”
“Management is the antidote to innovation.”
FT. Comment on an article about GSK.
This is via the ever insightful Status-Q:
“A couple of months ago I quoted this phrase from Sam Altman:”
‘The hard part of standing on an exponential curve is: when you look backwards, it looks flat, and when you look forward, it looks vertical. And it’s very hard to calibrate how much you are moving because it always looks the same.’
I talk about a variant of it that I thought Larry Summers used, although when I have tried to check my memory, I turn nothing up. I see two straight lines, one with a shallow gradient close to zero, the other with a steep one, joined at an inflection point. When you are on the shallow line, you never perceive anything is changing. And even when you know things are going to change — or you wish for change —you have no idea when. At least with an exponential function you can calculate: with a sudden shift, all you can do is pray. An optimist is somebody who wishes the inflection point comes soon. As does the fool.
This is from CP Snow’s ’Two Cultures’. I have never read the book, always warming to critiques of it from others. But I like this snippet quoted by John Naughton, recently.
“I can’t help thinking of the Venetian republic in their last half-century. Like us, they had once been fabulously lucky. They had become rich, as we did, by accident. They had acquired immense political skill, just as we have. A good many of them were tough-minded, realistic, patriotic men. They knew, just as clearly as we know, that the current of history had begun to flow against them. many of them gave their minds to working out ways to keep going. It would have meant breaking the pattern into which they had been crystallised. They were fond of the pattern, just as we are fond of ours. They never found the will to break it.”
Maybe I should go back and look at it. CP Snow, Two Cultures
Optimism is the idea that we can build things that fail gracefully
This was a quote from Cory Doctorow on a Guardian Podcast interview at the Hay Book Festival. I do not see much of this in my professional life, but he calls it right.
No matter. Try again. Fail again. Fail better.
Barack Obama and Hillary Clinton, like Cameron and François Hollande, belong to the exam-passing classes.
In truth, everyone knows that values are actually marketing exercises, used by organisations as slogans. They have little to do with actual behaviour in organisations. They infantilise people, reduce them to ciphers.
“Elegance is not a dispensable luxury but a quality that decides between success and failure”
“Anyone who tries to make a distinction between education and entertainment doesn’t know the first thing about either.” — Marshall McLuhan
That’s a question I just got at our most recent all-hands meeting. I’ve been reminding people that it’s Day 1 for a couple of decades. I work in an Amazon building named Day 1, and when I moved buildings, I took the name with me. I spend time thinking about this topic.
“Day 2 is stasis. Followed by irrelevance. Followed by excruciating, painful decline. Followed by death. And that is why it is always Day 1.”
Resist Proxies: As companies get larger and more complex, there’s a tendency to manage to proxies. This comes in many shapes and sizes, and it’s dangerous, subtle, and very Day 2. A common example is process as proxy. Good process serves you so you can serve customers. But if you’re not watchful, the process can become the thing. This can happen very easily in large organizations. The process becomes the proxy for the result you want. You stop looking at outcomes and just make sure you’re doing the process right. Gulp. It’s not that rare to hear a junior leader defend a bad outcome with something like, “Well, we followed the process.”
(Do you know what they know they want?)
Good inventors and designers deeply understand their customer. They spend tremendous energy developing that intuition. They study and understand many anecdotes rather than only the averages you’ll find on surveys. They live with the design. I’m not against beta testing or surveys. But you, the product or service owner, must understand the customer, have a vision, and love the offering. A remarkable customer experience starts with heart, intuition, curiosity, play, guts, taste. You won’t find any of it in a survey.
Jeff Bezos here. I dislike process, and in education or research, whatever promise it offers, is offset by its tendency to lead to institutional denigration of those who keep their eyes on reality.
Given your past views on measuring quality in universities, what do you think of the teaching excellence framework, which the government would like to use to measure teaching quality?
The government needs to think more about the evidence we have showing that measuring performance, and in particular ranking performance, creates strong incentives – but all too often the wrong incentives.
What is the biggest threat facing higher education today?
Too much emphasis on comparative achievement, not enough on the pleasure of learning or the importance of doing at least some things really well.
Amen. Nora O’Neill interviewed in the THE
From the Obit of Derek Walcott.
He would cup a breast as he fondled a white stone from the beach. These propensities, noted when he was teaching in America in the 1980s and 1990s, cost him the chance to be, in 1999, Britain’s poet laureate and, ten years later, professor of poetry at Oxford. He was not concerned, for he did not want to drop his anchor long on any northern shore.
For my studies I moved to Berlin and later to Innsbruck in the Tyrolean Alps. Innsbruck was a great place to study: The teaching in both philosophy and economics happened in small groups and the professors were fantastic teachers. Geoscience was a very broad course and had the advantage that we traveled a lot and spend quite some time out in the field.
‘Some diversity training-programs, for example, are like blistering — they are somewhat painful to endure and have no beneficial effects.’
Timothy Wilson in Redirect, the book that nobody from HR seems to have read.
Not a literal quote, but an impressionism.
You are a participant in whatever happens… and there is chaos.
You are not stuck in traffic, you are the traffic
Optimism and pessimism all together. Joi Ito here.