December 31, 2017

Today I will be reading the second installment of the Imprimis article titled "The Problem of Identity Politics and its Solution". 

Yesterday I read the first part of the article which covered the history of identity politics from 1973 to the present.

Matthew Continetti is the author/speechmaker that created the content for this article.  Mr. Continetti errs when he claims that the origin of identity politics is the novel called "The Gulag Archipelago".  Philosophy and more specifically metaphysics is the correct origin of political theory. 

Identity politics has its foundation in Descartes and metaphysical subjectivism:  Metaphysical subjectivism is the theory that reality is what we perceive to be real, and that there is no underlying true reality that exists independently of perception. 

If subjectivism were valid (which it is not) then the individual would have no other frame of reference to the world around him but identity.  Furthermore the individual would be able to be sure of nothing and would have no universal rights or wrongs to guide him/her.  The individual would only be able to act based on those character traits with which  he/she identified.

Even further, change for the subjectivist would be extremely difficult if not impossible.  Any suggestion that the subjectivist should change would be a threat to their identity.

December 9, 2017

Reading from an issue of Imprimis (Latin:  "in the first place") a publication of Hillsdale College.  This issue is excerpting parts of a speech given by an editor.  It is titled "Russian Collusion?"  The article is very detailed with lots of facts but it fails to draw a conclusion.  Was there collusion between the Trump team and the Russians?  The article seems to suggest/imply that there wasn't but it would have served everyone better if this was stated explicitly.

December 4, 2017

I read Management of the Absurd by Richard Farson to illustrate the cultural hold that the idealists have on this country.  One of the tenets of idealism is "possibility thinking".  If one is to pretend that "anything is possible" then one must suspend acknowledgement of reality.  One must also embrace new ways of experiencing the world.  Ways that aren't realistic but make up for realism in novelty and excitement.  Mr. Farson's book is one of those novel and exciting experiences.  It promises short cuts to efficacy and unlimited amounts of power.  The kind of power to operate with impunity.  No such thing of course exists.  All actions have consequences.  All decisions involve gains and losses.  Not because I say so but because the attempt to operate with impunity is in conflict with metaphysical reality.  In order to deal with reality, reality must first be consulted.

November 8, 2017

Chapter 22 of Richard Farson's Management of the Absurd is titled Everything We Try Works and Nothing Works.  What Mr. Farson failed to consider when writing this book is that an absurdity is a contradiction and a contradiction cancels itself out so that what we are left with is nothing.  A zero. If as the title suggests "nothing works" then we wouldn't bother to get out of bed.

Planning is an Ineffective Way to Bring About Change is the title of Chapter 23. And no, planning is not necessarily an effective way to bring about change it is an effective way to bring about goal completion.

Organizations Change Most by Surviving Calamities is the title of Chapter 24.  Organizations change most when forced to change:  Hostile takeovers and lawsuits are classic examples.

People that We Think Need Changing Are Pretty Good the Way they Are is the title of Chapter 25.  Since no one is perfect everyone needs changing at least in certain areas of their life and yes they are pretty good but not the best they can be.

Chapter 26:  Every Great Strength is a Great Weakness.  Classic Hegelian dialectic.  Every thesis has an anti-thesis and when clashed brings about a synthesis.  Untrue contradictions only bring about nothing.  A zero.

Chapter 27:  Morale is unrelated to productivity.  Morale is related to productivity (indirectly).  Morale is related to motivation which is related (directly) to productivity.

Chapter 28:  There are no Leaders, Only Leadership.  Ridiculous on its face.  Leadership is the quality that leaders exhibit.  No leaders...no leadership.

November 3, 2017

Michael Crichton said of the book:  " He irritated me (!).  He provoked me (!).  He made me nod, he made me smile and he made me shake my head...[He] reports more than experience; he gives us wisdom (?????)

Sunday October 22, 2017

Chapter 17:  "The Better Things are the Worse they Feel".  Right away the author hedges his bet:  "...we expect that our actions will produce satisfaction for those we try to help.  But they seldom do - not for long anyway." (italics mine) Mr. Farson has just contradicted himself and the rest of the chapter is moot.

Part Six:  Dilemmas of Change.  Chapter 18:  "We Think We Want Creativity or Change, But We Really Don't".  Who is "we"?  Is Mr. Farson writing about everybody? Just him and his family and friends?  No answer.  How does Mr. Farson define creativity and change?  He doesn't.  Again the author uses story-telling and verbal picture-painting to get across his point.  Unfortunately he includes only those stories and pictures that tend to support his pre-conceived notions.  No definitions, no facts, no logic = no communication.

Chapter 19:  "We Want for Ourselves not What We are Missing, but More of what We Already Have."  Again, who's "we"?  You and the mouse in your pocket?  Secondly, assuming that the statement is true, who cares?  Mr. Farson attempts to answer that question in the final paragraph of the chapter:  "The difficulty for all of us is that our absorption with what we do well may blind us to what will enable us to do even better."  So what?  Yet again in this chapter Mr. Farson has failed to state a problem much less a solution.

Chapter 20:  "Big Changes are easier to Make than Small Ones".  Taking this statement at face-value the author has asserted something that is counter-intuitive rather than absurd or paradoxical.

Chapter 21:  "We learn not from Our Failures, but Our Successes and the Failures of Others".  Again...who's "we"?  Secondly, the statement is deterministic and false.  Determinism, the attitude that people have no free-will and do what they do because they are forced to by powers beyond their control, is dead.  The statement is also a "faulty dilemma" suggesting that the only way to learn is by trial-and-error.  We learn because we want to know.  We know because we have (unlike the author) done research.

Thursday, October 12, 2017

I have read chapters 13, 14, 15 and 16 from Richard Farson's book titled Management of the Absurd. 

In Chapter 13:  "Every act is a Political Act" Mr. Farson attempt to make the case that, at least as far a managing is concerned, every act is about power.  "...every management act in some way redistributes or reinforces power."  As examples Mr. Farson uses verbal pictures to reinforce the stereotype that he is trying to create. 

I say that he is trying to create a stereotype because his conclusions are unwarranted and his evidence/proof is unsubstantiated.  When someone fails to use facts and logic in reaching a conclusion it is because they are trying to create a superstition or a stereotype.  Superstitions and stereotypes are appealing at first blush because they are shortcuts.  They promise results without having to spend time and effort.

All of this is important because American counter-culture promotes superstition and stereotyping as a method of "empowering" their movement with the ultimate aim of creating socialist revolution and paradise.

Chapter 14:  "The Best Resource for the Solution of Any Problem is the Person or Group that Presents the Problem"  Mr. Farson engages in story-telling to put across his point.  He tells stories about Carl Rogers and his consultation at a university.  Mr. Farson is also quite the adept picture painter painting pictures of various self-help groups and of a management study.  All of this is to create a "paradox" that in reality doesn't and can't exist again all for the creation of a movement the goal of which is to fulfill an idealistic fantasy.

"Organizations that Need Help Most Will Benefit from it Least" is the title of Chapter 15 and in it Mr. Farson attempts to manipulate the reader into going along with the idea that most companies are willfully blind about the need to change until it is too late.

By only looking for stories and pictures that support his pre-conceived notions Mr. Farson is able to manipulate readers into believing that "Individuals Are Almost Indestructible, but Organizations are Very Fragile".  If Mr. Farson was more thorough he would be able to find stories and pictures that support the opposite of what he is proposing:  General Motors and Dolly Madison to name but two.  

Sunday October 8, 2017

Yesterday I read Chapter 13 from the book titled Management of the Absurd by Richard Farson.  The title of the chapter is "All acts are Political Acts".

In this chapter Mr. Farson posits the idea that all management acts are in fact political acts.  In support of this "conclusion" Mr. Farson offers no evidence or proof but instead relies on story telling and verbal picture painting.  The man-made-reality-is-the-only-reality premise of the chapter would be very attractive if it were true.  Changing one's management style would then change the world.  Change the world into what - we don't know.

Thursday October 5, 2017

On Tuesday I read Chapter 10 from the book Management of the Absurd by Richard Farson.  The title of Chapter 10 is:  "In Communication Form is more Important than Content".  The chapter is divided up into four sections.  An introductory section followed by "The Power of the Invisible", ""Where we sit Matters" and "Remembering Rituals".

In the introductory section the author claims that feelings are more important than words, mode of expression is more important than words and that corporate image is "a triumph of form over content".

In the second section Mr. Farson creates meta-messages that he claims are in hidden school curriculum and management training programs and that meta-messages are more powerful than the message itself.

In section three Richard Farson gives another example of form over content by describing how it is that people arrange themselves at business meetings.  As the arrangement changes so does the form of the meeting.

In the last section Mr. Farson reminds us that "the feelings, the arrangements, the rituals, the physical and social design...are crucially important".

No where in this chapter does Mr. Farson define his terms.  What is the difference between form and content?  No answer.  Also, Mr. Farson seems to suggest that form and content are actually the same.

Mr. Farson erroneously starts with the premise that ideas are true until proven false - a fallacy.

The attractiveness of this chapter and as a matter of fact the whole book comes from the illusion that one is being let in on a secret that one is being taught things that are esoteric.  Shortcuts that will allow the reader to get an edge in the workplace.  Too bad that the book fails to deliver.

Sunday October 1, 2017

Yesterday I read chapter 9 from Richard Farson's book titled Management of the Absurd.  The chapter "The More we Communicate the less we Communicate" attempts to convince the reader that communication is the problem not the solution for managers:  "...most organizations, in fact, are over communicating:  meetings, conferences, memos, phone calls and electronic mail overwhelm managers and employees alike."  Communication, according to Mr. Farson, is inefficient, boring and irrelevant.  In support of his assertions he cites two experiments and a research project.  The origins of the experiments in the chapter are unidentified and the research project is from the Western Behavioral Sciences Institute.  In one of the experiments apparently communication not only fails to provide useful information but actually serves to paralyze the organization.  In the second "Accurate information has become both tedious and stifling."  As far as the research project is concerned Mr. Farson concludes that accurate information may be less important to managers that other things.

Just as in previous chapters Mr. Farson jumps to conclusions in this chapter.  He is counting on the reader "taking his word for it" and glossing over the lack of support for his conclusions, the fallacies and the lack of an answer to the problems posed in chapter 9:  If communication is the problem, what is the solution?  Less communication?  How much is enough?  No answers to any of these questions.

Yes, Mr Farson there are metaphysical as well as man-made realities.

Thursday, September 28, 2017

Today I read two chapters from Richard Farson's book "Management of the Absurd".  Chapter 6 and Chapter 8 (I read chapter 7 last Tuesday).

Chapter 6 Most Problems that People have are not Problems.  Again in this chapter as in the previous ones.  Mr. Farson fails to define his terms or provide any references.  He does make a passing reference to a "philosopher" named Abraham Kaplan and then goes on to demand that everyone reading his book simply take-his-word-for-it.  He wants everyone to assume he is right and that his conclusions are valid while he claims that:  1.  Most problems are predicaments.  2. Predicaments can't be solved only coped with.  3.  Coping requires interpretive rather than analytical thinking.

Chapter 8 We Think that we Invent Technology, but Technology also Invents us.  This chapter is not only devoid of foundation but also smuggles determinism.  Determinism is the falsehood that states that humans have no free will and that human behavior is determined by forces beyond human control.  Once determinism has been smuggled in the rest is easy.  Technology forces us to...1.  Live in suburbs.  2.  Fence our yards.  3.  Abuse our children.  4.  Reorganize our organizations.  This chapter also boldly declares that technology is autonomous, that it has a life of its own, that it "rides mankind" and that it rolls over us like an unstoppable juggernaut.

The ultimate aim of this book is leadership.  If you want to learn to be a good leader, a good change-agent then read Richard Farson's book to do as he does not do as he says.

September 26, 2017

Last Sunday I read Chapter 5 and today I read Chapter 7 of Richard Farson's book "Management of the Absurd".

Both chapters had to do with technology and how it shapes us and backfires.  In both chapters Mr. Farson fails to define his terms.  For instance what exactly constitutes "technology"? 

September 24, 2017

I have been reading from a non-fiction work by Richard Farson called "Management of the Absurd".  I am going to read chapter 4 today.  So far the book is a fascinating look into American counter-culture and how counter culture proponents attempt to get into the American psyche.  Mr. Farson's efforts involve substituting story-telling and verbal picture-painting for definitions and references. Another sophisticated technique used by the author is the liberal use of fallacies such as "take my word for it", "post hoc, ergo propter hoc" and "true until proven false".  It's an entertaining read despite its flaws.

September 3, 2017

Yesterday I read Law 44 "Disarm and Infuriate with the Mirror Effect".  The author (Robert Greene) insists that mirroring your "opponents"  actions will bring you power by frustrating and angering them. Mr. Greene gives an example from grade school in which another child mimics your every word.  Yes this is infuriating and it usually results in the rebuke and ostracizing of the child doing the mimicry.  There is no true power in holding up a mirror to anyone.  Power is the authority to meet one's responsibilities.  Any power in excess is usurpation or tyranny.  This law doesn't teach one how to be responsible it teaches one to manipulate, bully and intimidate. 

August 24, 2017

From the 48 Laws of Power by Robert Greeene:  Law 39 Stir up waters to catch fish.  The chapter concludes that in order for one to gain power one should manipulate others to loose their "cool" or otherwise throw a temper tantrum in order to undermine that person.  Also one is advised to keep one's "cool" and not be lured into displays of anger which may make one look ridiculous and weak.  The author insists that when someone gets angry at another's behavior one is counter-productive because life is determined.  That people lack free will and only act in reaction to forces or events beyond their control.  This is obviously and demonstrably false.  We know by the evidence of our senses that the individual does have free will and because we know this we also know that the individual has the responsibility to exercise their free will in a responsible manner.  Mr. Greene uses several anecdotes that illustrate not lack of free will but the use of poor judgment.  It is free will in conjunction with poor judgment that gets people in trouble and free will in conjunction with good judgement that "empowers" them.

August 13, 2017

I read last Thursday the 37th law of power about creating grand spectacles.  Like most if not all of the "laws" of power the key to this "law" is a vivid imagination.  Most of the "laws" in this book depend also on an environment that concentrates power in order for them to be valid.  Concentration of power was the rule decades and centuries ago but today thanks to improvements in communication power is diffuse.  Nobody rules.  Everyone represents.  The "48 Laws of Power" are entertaining and amusing but irrelevant in modern society.

August 15, 2017

I read Law 36 Disdain things that you cannot have because ignoring them is the best revenge.
Ignoring things may or may not help one psychologically but it will do no good realistically.

August 10, 2017

Today I read Law 33 from the book titled The 48 Laws of Power.  Law 33 tells one to find a person's "thumbscrew" in order to better manipulate them.  The chapter was replete with anecdotes from German and French royalty from over one hundred years ago.  It is yet another chapter that seems to have little relevance to the average person.  At least part of the reason that these laws seem inapplicable to modern life is that power today is much more diffuse than it was one hundred years ago.  Even the few dictators that remain are unable to exercise absolute power.  All of the advice in this book may serve to make one more powerful in one's workplace and social circles but may very well prove counter productive where it comes to making friends and establishing intimate relationships.

Aug 5, 2017

The 48 Laws of Power by Robert Greene is a very entertaining book but not very instructive.  The examples used in the book include anecdotes of kings, queens, ministers, presidents and secretaries of state but no examples or anecdotes that involve the butchers, bakers and candle-stick makers of the world.  Another flaw of the book is its lack of ethics, its immorality.  The book promotes a pragmatic might-makes-right the-ends-justify-the-means kind of attitude.  In other words socialism.  Socialism and socialists are fascinated with power.  Capitalism on the other hand is interested in right and wrong because right and wrong goes with the rule of law and the rule of law allows contract formation and enforcement. The relationship between individuals is not about power (force) but about cooperation (negotiation).

July 2nd 2017

I read Law 15 of the 48 Laws of Power on Sunday.  The Law was instructing us to crush our enemies completely. There were lots of examples from Chinese history including Mao Tse Tung who drove Chiang Kye Shek off of mainland China and into exile on Taiwan. The chapter is repleat with advise from various philosophers to be merciless and ruthless.  I realized something as I was reading this chapter...that throughout the book the individuals that are used as examples both winning and losing are people I wouldn't want to associate with much less emulate. The book is very entertaining but serves more as a warning than a model or blueprint or instruction manual. A warning to always subordinate might to right.

July 1, 2017

I read Law 14 of the 48 Laws of Power.  I corrected the audio artifacts (popping and clicking) that plagued last week's show.  Law 14 is about subterfuge.  Acting like a friend and being a spy.  The chapter included anecdotes from a successful art dealer and a French foreign minister.  This is another "law" that I can see having no validity for the average person.  If one is already powerful (art dealer, foreign minister) the law may have some use.  But for the rest of us "butchers, bakers and candlestick makers", the law is impotent.

June 27, 2017

I've got a new microphone for my LG V20.  I had been using the microphone that came with the cellphone but it picked up a lot of ambient sound.  So, I bought this uni-directional mic to improve the quality of the broadcasts.  I noticed that the background noise is kept to a minimum but there are some popping and clicking noises present.  I think it may be that the mic is not making good contact when I move the cellphone around.  Either that or I need a pop-filter.  In any case the latest episode of Story Time was the law that instructs one to appeal to another person's self-interest when asking for help.  The theory is that everyone will be more motivated to help if they can see how it is in their best interests to do so.  I had a personal experience that illustrates this idea well.  I was parked in a parking lot and a man asked me to move my car to a different spot because he was expecting a moving truck to arrive and was concerned that my car would be in the way.  I didn't see the need to move my car because the lot was rather large and I told him so.  He responded by offering me $20.00 to move my car...guess what?

Chapters 2 and 3 of "The 48 Laws of Power"

All about obfuscation and keeping people off balance.  Use smoke screens to hide your intentions.  Use "red herrings" to lead people astray.  Examples are given using Louis XIV, yellow kid Weil, Henry Kissinger and Chinese emperors. The examples and stories used to illustrate this book are irrelevant to the average individual.  How many of you have been an emperor? A king? A secretary of state?  Me neither. How many of us are looking to create awe and fear in other people?  None.  All of us want respect.  Enough respect to raise our children and lead our employees.  The examples and stories should have come from the perspective of the average person.  The parent, the supervisor, the teacher, the soccer coach. 

Chapter 1 of "The 48 Laws of Power"

Yesterday I read and published my 43rd podcast!  I read Chapter 1 of the book titled "The 48 Laws of Power".  The chapter is titled "Never Outshine the Master." The chapter recommended that any person refrain from "showing up" their boss.  The chapter was complete with anecdotes about the observance of the law (Galileo), transgression of the law (Louis XIV and his finance minister) as well as advice about when it is okay to "outshine" (when your boss is weak and on his way out).  Next Tuesday I will read chapter 2 about friends and enemies.

The 48 Laws of Power

Two days ago I started reading a book titled "The 48 Laws of Power".  I read the preface and today I will read Chapter 1:  "Never Outshine the Master".  It is a fascinating book and I hope that it will prove to be popular with my listeners.

Latest Goings On

I am now and have been for several weeks now podcasting Story Time on my own via Spreaker.  Spreaker is an application that I can use to broadcast, record and promote my podcast.  It promotes the podcast automatically on Facebook, Twitter and YouTube.  I am very impressed with the performance of Spreaker so far.  I am podcasting twice a week on Tuesdays and Thursdays.  I am about to start reading the book titled "The 48 Laws of Power" on Tuesday April 4th.  I am in the planning stages of adding a podcast called "You're Welcome" and I have set up e-mail accounts for both "Story Time" and "You're Welcome".