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Posts Tagged ‘anarchist’

Economics as enterprise-architecture

March 13th, 2010 2 comments

Several people asked me to cross-post to other ‘economics’ sites the previous post on ‘Whuffie’ and currencies‘. I wasn’t comfortable doing so without editing-out the comments about the ‘Ready? Fire! Aim…’ syndrome, which were specific to the conversations to which that post referred: hence the re-work in this post here. I’ve also taken the opportunity to extend some parts, to link it more strongly to my ‘day-job’ of enterprise-architecture.

So: what can we learn if we tackle economics as enterprise-architecture? In other words, as if it was just another exercise in whole-of-enterprise architecture, the same as we would do for any large organisation (such as described in my book ‘Doing Enterprise-Architecture‘)? After all, ‘the economy’ is just another enterprise – it happens to be at a very large scale, but the exact same principles should apply.

(This’ll be another long one, hence I’ll place a ‘Read more…’ link here.)

Read more…

Whuffie, currency and the ‘ready-fire-aim’ syndrome

March 11th, 2010 8 comments

Spent much of the past couple of days getting overly-involved in two great threads on Venessa Miemis‘ ‘Emergent by Design‘ blog:

The first thread started with a very necessary attempt to distinguish between social-capital and reputation-based ‘currencies’ such as Cory Doctorow’s imaginary ‘Whuffie‘ (as described in his sci-fi novel “Down and Out in the Magic Kingdom” – the ‘magic kingdom’ being Disneyland, of course :-) ). The key distinction that Venessa drew – and I think she’s right – is that social-capital is collective, a ‘network effect’ of the social context, whereas reputation is an attribute within the frame of that social-network, typically attached or attributed to the individual: in other words, they’re not the same, and should definitely not be treated as being the same.

This lead to the second thread, about ‘the future of money’, because much of the discussion in the ‘Whuffie’ thread was about the supposed need for some kind of ‘alternative currency’. (Clearly some people in the thread had hoped that ‘Whuffie’ would be it, but despite the efforts of well-meant initiatives such as The Whuffie Bank, it became evident quite quickly that it wouldn’t and couldn’t work in a ‘currency-like’ way.) There was – and at present, still is – a lot of discussion about various ‘currency-like’ proposals, such as TimeBanks, ITEX cashless payment, ‘Quids’ alternate-currency, and so on.

But what I found immensely frustrating was that almost none of them were thinking in true economic terms – and I wasn’t very popular for pointing out this unfortunate fact. Instead of enquiring what an economy is, what it needs to do, what purpose it serves, and so on – what would seem to be essential first-principles concerns about the context – they’d all assumed automatically, without question, that some kind of currency was ‘the answer’, and hence rushed off to create it. In other words, exactly the same mistake as far too many IT-folks: “here’s the solution – how can we force your problem to fit it?”

Ready? Fire!!! … aim…?

oops…

Yeah… really frustrating…

No-one with any sense would doubt that there are serious problems with the present ‘money-economy’ – not so much ’serious problems’ as ‘close to catastrophic failure’, in fact. Everyone in that conversation recognised this – which is why they were pushing so hard for alternatives. But the catch was that none of the alternatives actually resolved the core reasons why a money-economy won’t work; most of the proposed ’solutions’ not only replicated those problems, but actually made some of them worse. What was so frustrating was that in each case it took no more than a couple of minutes’ analysis not only to show that it wouldn’t work, but why it wouldn’t work. Yet no-one, it seemed, wanted to hear this: instead, off they want, charging off down their respective blind-alleys in the blind certainty that they’d found ‘the solution’.

What’s wrong with money, then? Short answer is: a lot. To give just a few examples:

  • It only deals with point-to-point transactions, not network-effects – especially at a societal level.
  • It’s designed to work with ‘alienable’ physical objects, but now no longer has any actual anchor in the real world – instead, we have literally trillions of supposed ‘money’ in imaginary ‘derivatives’ sloshing around the globe.
  • It’s very easy to ‘game’ via artificially-constructed price/value mismatches.
  • The implied ‘gravitation’ structure of money-based capital means that it tends to create ‘winner-takes-all’ accumulations – exacerbating social imbalances, often in the extreme, requiring separate action to try to redress the balance.
  • Attempts to link ‘intellectual property’ into the money-system have resulted in a system which purports to match finite ‘alienable’ entities (physical ‘things’) with potentially-infinite ‘non-alienable’ entities (information) – which by definition cannot balance.
  • Many organisations – particularly banks – are legally ‘entitled’ to invent money from nowhere, in effect assigning themselves an ever-increasing share of the society’s resources.
  • A currency, by definition, relies on trust in the institutions that manage that currency, which in this case is the banks – yet much of that trust has been lost, and at present remains at an all-time low (hence the strong societal interest in options for ‘alternative currencies’).
  • There are no built-in mechanisms to manage assignment of resources to those ‘outside’ of the monetary exchange-system (particularly children, parents, elderly, disabled and their carers, but also artists, scientists, thinkers, futurists, ‘creatives’ of any kind) – these stakeholders can only be served by ‘external’ mechanisms such as taxation (which are clunky and kludge-ridden at best), or by forcing them to do work within the money-economy (which means that their actual needed work can no longer be done).
  • There is a very strong tendency towards short-termism.
  • There is a very strong tendency to try to force everything into a crude, ludicrously-simplistic ‘double-entry life-keeping’.
  • There is a very strong tendency to assume that ‘value’ exists only in monetary terms, as ‘valuations’ of ‘resources’ – hence, for example, a forest supposedly has no value until it is cut down, a mountain has no value until mined for its minerals, and so on.
  • There is a very strong tendency to assume that anything which cannot be counted and ‘valued’ in monetary terms either does not matter or does not exist.

The societal impacts of these problems are rapidly approaching catastrophic levels. Yet none of the proposed ‘alternative currencies’ tackle more than a minute fraction of that list: most offer at best a localised kludge that might address a couple of issues whilst creating several more.

Let’s be blunt about this: the present system does not work. It actually never has – and that’s not surprising, because it was only ever intended to deal with point-to-point ‘trade’-transactions between fairly large groups (tribes, communities etc), hence it’s bit unfair to expect it to be able to run the entirety of an economy. But to create something that does work, we do need to go right back up to the level of the entire economy, and work our way back down from there. Which, yes, might – might – include some kind of ‘currency’ to tackle specific types of transactions: but not as the core of the economy itself.

This is actually no different from any other whole-of-enterprise architecture. (The only distinction is that it’s an ‘enterprise’ at the scale of an entire society, but that’s all.) So we would use the same overall approach:

  • Who (and/or what) are the stakeholders in this enterprise?
  • What are the core values? What is ‘value’ in this context? What is valued, and by whom? In other words, what determines ‘appropriate’ in this enterprise?
  • What are the assets, functions, locations, events, capabilities and decisions within this enterprise? – in other words, the resources of the enterprise that need to be managed, distributed, shared and used in the most appropriate manner.
  • What are the value-propositions that this enterprise needs to offer to and with its stakeholders?
  • What mechanisms and responsibilities would be needed to create, deliver and monitor those value-propositions?
  • What governance would be needed to ensure that all activities within the enterprise are optimised to be ‘on purpose’?
  • …and so on.

To me, every attempt at a currency will inherently fail because it cannot take network-effects into account: by its nature, a currency is a mechanism for governance of point-to-point transactions, without any direct means to link to whole-of-system impacts. So I honestly believe that all of these attempts at ‘alternative currencies’ are a waste of time: we should be far better served by putting the same effort into understanding how an economy actually works.

And the key to that, to my mind, comes down to perhaps the scariest fact of all: there are no rights. ‘Rights’ are a social fiction; but the mutual, interlocking responsibilities that underpin those purported ‘rights’ are a social reality. If we want those purported ‘rights’, where we need to start is with creating a better understanding the ways in which those real responsibilities need to interlock: a focus on ‘rights’, like a focus on ‘currency’, is at best an unhelpful distraction from this requirement.

Where this gets gets scarier still is that our entire present economic model is based on a concept of ‘right of possession’ – hence a ‘right to personal property’. But there are no rights: only responsibilities are real. And in a network, there is no ‘personal’: only the network is real. Right at the fundamentals of economics, ‘personal property’ is just another fiction – and a very dangerous fiction at that. Yet personal responsibilities for societal resources – the appropriate management, maintenance and use of those resources – are real. And as with ‘rights’, those interlocking responsibilities result in something that looks almost exactly the same as ‘personal property’ – but we now know how we get there, via those responsibilities.

If we turn it this way round, we end up with something that looks very similar to what we have at present: but it resolves all of the structural flaws of a ‘money-type’ economy, and we also know exactly how we get there.

Once we know that that’s what we need to aim for, then we can start talking about ‘intermediate currencies’ and the rest, as part of a transitional ‘roadmap’ towards that more workable model. But those ‘alternative currencies’ are only an intermediate step, and we don’t start from there.

That’s what would change these sad attempts at ‘Ready? Fire! Aim…’ into a more viable ‘Ready? Aim? Fire!’ – and rekindle the fire in our social economy.

Notes on ‘Business Anarchist’

March 5th, 2010 3 comments

Several people have asked me for more information about the book I’m writing at present, ‘The Business Anarchist‘, so here’s a quick summary of the themes and structure.

Who or what is a ‘business-anarchist‘? Anyone who works with inherent uncertainty in business in an intentional, disciplined way – working with the uncertainty rather than trying to ‘control’ it. Often it’s not so much a person as part of a business-role – a necessary part of that business-role. (Most of the examples in the book will come from my own field of whole-of- enterprise architecture, but the same principles apply in just about every other type of business-role.)

Why ‘anarchist’? Anarchy is about working without rules, working ‘outside the box’. When ‘business as usual’ breaks down, a disciplined form of anarchy is probably the only way through to something new that works well in the new business context.

‘Kiddies-anarchy’ and real anarchy: Anarchy has had a very bad press in the past, mainly because of what I describe as ‘kiddies-anarchy’ – an overdose of presumed ‘rights’ without responsibilities, especially in terms of causing disruption and destruction without any awareness or respect of the consequences for anyone else. Real anarchy is very different – arguably the most difficult of all political forms, because there are no easy rules to fall back on or to blame. Some entire organisations have been run on anarchic lines – the Quakers have done so for centuries – and even some businesses – such as Ricardo Semler’s Semco Group – but here we’re mainly focussing on an often-unnoticed yet everyday set of roles and responsibilities within an ordinary, everyday type of business.

What kind of business? Any business, and any type of business – for-profit, not-for-profit, government or social – from a huge global conglomerate right down to the local bridge-club or the school parent/teacher association.

Business-analyst and business-anarchist: Business-analysts deal with certainty and predictability: they refine the figures, crunch the numbers, track the trends. When your business world is reasonably stable, you need your analysts to help you optimise efficiency and maximise returns. But when your business world is not certain, not predictable, that’s when you’ll need your anarchists. And you’ll need your anarchists then, too. Your analysts can only tell you how to do more of the same, better – which is good, of course, in its own context, but it doesn’t help when what you really need to do is something different.

What’s different about how business-anarchists work? The quickest one-line answer is that analysts rely on rules and algorithms; anarchists rely on guidelines and principles.

What principles should business-anarchists rely on? Obviously this varies from one context to another, but from my work in whole-of-enterprise architecture the three most important design-principles seem to be these:

  • There are no rules;
  • There are no rights; and
  • Money doesn’t matter.

These three principles, and a fourth follow-on principle, Always enhance adaptability, provide the overall structure for the book.

There are no rules: Rules provide a spurious sense of certainty that can let us down badly when our business-world changes around us. The real world is much messier and more complex than any system of rules that we could devise. Hence at times it’s necessary to start off from the assumption and expectation that there are no rules: instead, we have to rewrite the rule-book, by working back to the core-principles from which the rules originally arose. A simple everyday business-example of this is embedded in the ISO-9000 standard on quality-systems:  work-instructions provide ‘the rules’ that we need for real-time practice and process, but when the world changes, we need to rewrite the work-instructions by working upward to procedure, policy and, if necessary, overall vision.

There are no rights: ‘Rights’ are an important social fiction, but as with rules, they don’t actually exist in the real world, and in themselves they tell us almost nothing about how to create the conditions that such ‘rights’ would require. In practice, apparent ‘rights’ arise from mutual, interlocking responsibilities – so it’s those responsibilities, and not the purported ‘rights’, that are where we need to start. This has important implications for business-architecture and enterprise-architecture that will be explored in some depth in the book – for example, we need to ask serious questions about “What do shareholders own?” if they possess all the ‘rights’ for the business but without any real responsibilities.

Money doesn’t matter: Money is important for every business, of course, especially in a commercial context – but as with rules or ‘rights’, it’s not the place where we need to start. Money is also only one small part of the overall economy in which the business operates: reputation, trust, attention and respect all need to exist before any money will be placed on the table. And if we state – or show – that we’re only interested in ‘making money’ from our customers and community, why would anyone want to engage with us? As with other ‘rights’, money is solely a social fiction, and profit is an outcome of being ‘on purpose’ to values: to achieve the profits that we may desire, we first need to start from values, with a values-architecture that describes how we engage with everyone within the extended-enterprise of the business.

Always enhance adaptability: Change is the only certainty: we therefore need to design for that fact. Mistaken notions about rules, rights and money often serve only to slow us down, placing the business at risk as the world changes around us. This sections of the book explores how to embed the ‘business-anarchist’ principles into everyday business-practice, especially in business-architecture and enterprise-architecture.

More details to follow over the next few days, including book-cover, cover-blurb, ISBN numbers and so on. Publication-date is fixed as late-April, so I need to keep moving! :-)

On reflexive methodology

December 27th, 2009 5 comments

Apologies: this is going to be another long one, and probably more technical than most people want to see (especially at Christmas? :-) ). But I do promise that it’ll be useful to you if you’re interested in methodology of any kind; and I also promise that despite the problems that arose from the last couple of posts here, it won’t be an angry rant. :-(

The point I’m trying to address here is this: what methodologies do we need to use to assess the validity of methodologies? As with the previous posts, this is still very much a work-in-progress: there’ll necessarily be a certain amount of ‘feeling my way’, and almost certainly a few mis-steps along the way. So please do allow me some room and leeway as you read this; and also, to get the best out of this for yourself and your own work-context, please do expect to have to do some in-depth thinking and cross-correlation of your own.

What I’m trying to tackle here are some of the most complex and paradoxical problems in the methodology of methodology itself: none of this is ‘kiddies’-level’ stuff, and you’ll need a solid background in theory and practice of methodology before you can make much sense of it. So please don’t assume automatically that I’m ‘wrong’, or that I’m some kind of religious nut, because you’ll miss the whole point of this if you do. This does also need to be a collective development, so as before, constructive comments and criticism would be most welcome!

Read on, anyway.

Read more…

Is Cynefin a cult?

December 25th, 2009 7 comments

(Following up on the furore from my previous post – somewhat tongue-in-cheek, of course, but with a serious point.)

After Dave Snowden started accusing everyone – especially me – of ‘pseudoscience’ and ‘psychobabble’ – I began to worry. What if he’s right? What if everything I do is just pseudoscience, caught up in a cult?

(Oops – another long one: better split it here with a ‘Read more…’ link)

Read more…

New posts on my SideWise blog

November 26th, 2009 2 comments

Been some time here since I mentioned my other more business-oriented weblog, SideWise.biz. I’ve added a fair few items over the past few months:

  • The market as economy: how ‘the market’ consists of much more than just transactions, and how three distinct forms of ‘the economy’ intersect in one place
  • Power, responsibility and bullying in the workplace: “When power in the workplace transmutes into bullying, we have a problem. A big problem.”
  • Surviving the skills-learning labyrinth: “How do you and your staff learn new skills? And what can be done to make it quicker and easier to learn those needed skills? One answer is to explore the patterns in the skills-learning process.”
  • Making continuous-improvement visible: If continuous-improvement consists of many small, almost-imperceptible changes, how do we make overall improvement visible? This article explores how.
  • Money is the root of all… wasted time?: The usual claim is that ‘money makes the world go round’; but if so, why is it that the world seems to come to a halt each money has to change hands? This article explores the importance of a whole-of-system view of economics.
  • The rise of the business-anarchist: To get the best from a stable system, you need business-analysts; but when the world is changing around you, you need the help of your business-anarchists! This article explains who they are, what they do, how they help to manage change, and how to find them within your own organisation.
  • Ten ways to fail – and how to avoid them: “Success often arises just from avoiding failure.” This article explores ten key causes of failure, and what to do to avoid them.
  • Where have all the good skills gone?: This article explore a rarely-acknowledged cause of the current ’skills-shortage’: an incomplete understanding of the limits of automation.
  • The relationship is the asset: “‘Our people are our greatest asset!’ How often have you stopped to think about what that phrase means – and what it implies in real business practice?”

More to follow over the next few weeks, of course. Share and Enjoy, perhaps?

The fun theory

October 11th, 2009 1 comment

Found this Volkswagen initiative via Swedish social-media expert Oscar Berg:

Notice the success-metrics: two-thirds more people used the stairs rather than the escalator.

Now: how do we apply those same principles to organisational design and enterprise-architectures? :-)

New weblog – ‘Thinking sidewise’

July 5th, 2009 No comments

Following up a recommendation from Shawn Callahan of Australian narrative-knowledge consultancy Anecdote, I’ve started a new weblog, thinking side-wise.

This existing weblog has developed a more technical emphasis around enterprise architecture, together with an assortment of other personal themes, all of which would best be described as somewhat esoteric. :-) The new weblog is for a more general business-executive audience, exploring how to create new possibilities, new opportunities and options in business by ‘thinking side-wise’ about the structure and nature of business, and its role within the broader enterprise of society at large. Some of these ideas will no doubt seem strange, confusing, controversial, provocative, even downright disruptive – but that’s the whole point when we’re aiming to create constructive change, surely? :-)

So to start off in the right spirit, the first main post should be suitably challenging for most business execs: “What do shareholders own?” (The question itself should seem harmless enough; the real answer isn’t – especially for business. :-) )

Please let others know that these ideas are out there: Share and Enjoy, if you would?

Aliens, anarchists and analysts

June 19th, 2009 No comments

A ‘tweet’ on Twitter pointed me to Colin Beveridge’s post ‘Enterprise Aliens‘, on his “Trillion Dollar Bonfire” website. (Colin estimates that over the past few decades at least a trillion dollars have been wasted worldwide on useless corporate IT – hence the website name.) His theme is that for enterprise architects and executives alike it can be useful to view the enterprise as if from the viewpoint of some imaginary alien or Outsider, so as to break free from corporate groupthink. As he says, this has strong precedents in folklore:

Every culture has age-old tales about rulers disguising themselves to pass among their subjects, often learning vital lessons about policy and behaviours that otherwise go unreported.

(One key cultural point is that the unwitting providers of those often painful ‘lessons’ must be protected against punishment for their honesty. Much the same theme is echoed by Oscar Berg’s recent post ‘Management by Listening Around‘ on his “The Content Economy” blog, about the processes, practices and ethics of using social software to ‘listen around’ in anonymous fashion for real-world management review.)

Many other traditional contexts have an explicit role to provide that ‘alien view’ function: the court jester, for example, or the formal appointment of an ecclesiastical lawyer as ‘Devil’s Advocate’ in reviewing the life and works of a proposed candidate for Catholic sainthood. In both those cases, though in different ways, one function of the role is to disrupt the groupthink and the ‘yes-men’ mentality, and, if possible, provide a palatable way to break through wishful thinking and face the more subtle complexities of reality. In short, to be an anarchist in the midst of the wishful groupthink-’rules’ and regulations of the realm. Enterprise alien as business anarchist.

Which leads to another theme: the roles of analyst and anarchist within enterprise architecture, and within business in general. To use the mediaeval court metaphor, most of the king’s advisers and elders are analysts: they assess best practice from the past, and extrapolate those lessons to the future. The jester’s job is to think sideways, to parody, critique, disrupt – in short, to be an anarchist – and we might note that whilst there may be dozens of elders all jockeying for the prime positions, there’s usually just the one jester. Sure, there’s humour in the act, but often it’s there only to make the critique more palatable, to use self-deprecation to deflect attack: it’s a serious role with serious responsibilities.

The analyst as ‘insider’; the anarchist as ‘outsider’, alien, Other. For each analyst role in business, there’s a matching anarchist whose role is to bring the analysis down to the ground and get real. Compare the the opposing emphases of the roles:

  • causality model
    • business analyst: linear – analysis in terms of assumed rules of derivation
    • business anarchist: non-linear – causal relationships either not identifiable or identifiable only retrospectively (”small pieces loosely joined … always a little bit broken”)
  • temporal focus
    • business analyst: before action (plan) or after action (assessment / analysis)
    • business anarchist: during action (’the Now’)
  • management model
    • business analyst: top-down, controls for predictability – emphasis on machines or IT
    • business anarchist: bottom-up, direction for inherent uncertainty – emphasis on people
  • scientific analogue
    • business analyst: Newtonian physics as metaphor – mass-markets, large-scale statistics, Taylorist ’scientific management’
    • business anarchist: chaos-physics as metaphor – ‘market of one’, quantum effects, self-organisation, enterprise as ecosystem
  • systems-development approach
    • business analyst: ‘engineering the enterprise’, Waterfall development
    • business anarchist: emergent systems, Agile development

Perhaps the simplest way to summarise is that the analyst relishes taking things apart, but purports to put them together; whilst the anarchist puts things together to work with the real context in real-time, but is blamed for taking things apart in ways that the analysts don’t expect.

That clash is also clear if we merge those summaries above in Cynefin terms:

  • business analyst: rule-based + abstract time = ‘complicated’ or ‘knowable’ domain
  • business anarchist: non-linear + real-time = ‘chaotic’ domain

…which, in practice, are almost diametric opposites – no wonder there’s a clash. :-)

Yet a key aim of the enterprise architecture must be to provide a framework in which these inherent differences can be resolved. Too often, for example, I’ve seen examples where every nominal business-process is beautifully documented, but what they describe is not how the work is actually done in practice. Management relies on its analysts, but have no grasp at all of what the foreman or equivalent does to keep things moving along as smoothly as possible in the chaos of real-world practice. Anyone can analyse supermarket checkout queues en-masse – the statistics are easy enough to follow, to give average service-times, mean, standard-deviation and the rest – giving rise to the nice illusion of predictability, control. But in the chaos of real queue-flows, the ‘quick-service’ line can easily end up slower than the main checkouts – which hits hard on customer (dis-)satisfaction, for a start. And when it takes longer to get out of the store than it does to select purchases – as seems to occur more often than not in one of this town’s supermarkets – potential customers soon learn to stay out in droves, whether the prices are good or not: price is not the only measure of perceived value here… But the sources of such business issues are all but invisible in statistical analysis: to see them, and to resolve them in business practice, we need the eye of the Outsider, the alien, the anarchist.

Seems an idea worth exploring further, anyway.

Transparency

June 6th, 2009 No comments

Better write something here, if only to counter the mood of the previous post.

That ‘downer’ was real, and still is, to some extent. A few friends and colleagues expressed concern; some were kind enough to offer advice (for which many thanks); yet for me this is my normal way of life, and hence my responsibility to deal with its consequences. My apologies if that post worried anyone: that was not its intent. It’s just that with no other outlet available, just about the only way of coping with the stress is to be open and honest about, and not pretend that it doesn’t exist.

Few people who live conventionally-’normal’ lives as employees and family-folks and the like will have much experience or, often, much understanding, of what life is like out on here the ‘bleeding edge’. ‘Normal’ lives are stressful enough, I know; and the lives for those guys out on the streets selling ‘Big Issue’ and the like is stressful in the extreme. So I’m well aware I’m luckier than most, in that although by choice I have no home of my own at present, I do have somewhere to live, and enough savings to live off for a while longer, even though they’re dwindling fast. I have no explicit commitments, no mortgage, no family, no ties, nothing. In effect, I have a kind of freedom of manoeuvre that many others might envy. But with that freedom comes responsibility, to create in other ways for the society in which we live: and in my case that seems to come out in the form of deep-exploration.

“Some sow, some reap”, it says in the Bible somewhere. Yet before anyone can sow, someone has to clear the ground for that sowing to take place; and before that, someone has to explore the landscape, to find places where sowing could be viable. And that’s what I do: explore the metaphoric landscape. It’s the only true work I know: oh, I can do other work, of course, and do it well – my standard fallback of information-architecture, for example – but it isn’t my vocation, my ‘real work’, and that conventional work isn’t where this scrambled society gains the most value from my existence. I explore ideas, and the practical implications of those ideas, on a very large scale: that’s what I do best.

But there’s a catch. Just like a physical explorer, much of this work is hard, and literally painful: carving a path through uncharted metaphoric territory also brings with it no small amount of metaphoric thorns and brambles and gorse, falls and failures, dead-ends and seeming defeat, in the short-term at least. Sometimes, just as with physical exploration, it’s hard to keep going: in fact often the only way to keep going is the certain knowledge that there’s no way back.

And whilst the wilderness of the wide-open spaces is exhilarating, that too takes its toll, in the form of an often crushing sense of aloneness and isolation: not only that there’s no-one else there to share it with, but the bleak fact that few will understand it when we finally make it back ‘home’. Just as with the physical explorers of old – and of the present day, for that matter – this strange process of exploration does have value: but that value may not make sense to others for years, decades, perhaps even whole lifetimes. That’s a long time to know that few others will understand or value what we do: hence a sense of isolation back ‘home’ in the ‘normal’ world that’s even more intense than the isolation ‘out there’, driving us back into the wild again as the only place where we seem to ‘fit’. Wild ideas of other worlds, even in a metaphoric sense, make little sense in the comfortably delusory ’safety’ of suburbia. Hence explorer as natural anarchist: the task itself leads to an imposed alienation – literally, ‘making Other’ – leading to self-alienation as a way of life.

And yes, there’s another catch. Some explore, some clear the ground, some sow, some reap: but it’s only at the point of harvest that all of that work ‘pays off’. Hence, in our self-centred culture, so focussed on the ‘now’, there’s an inevitable obsession with harvest, harvest, harvest, with little awareness of what has to happen before the harvest can exist. Just as of old, there needs to be foresight enough to see the whole of the pattern; and just as of old, in our absurd possession-based ‘economy’, an explorer needs a patron with foresight enough to fund that exploration. Yet right now, such foresight is hard to find – especially with the current panic about a ‘credit crunch’, and even more especially in the US, where financial law all but enforces short-termism to prop up the personal profit of stockholder ‘owners’. Hence right now it’s hard to survive as an explorer of ideas – even though it’s all too plain to see that such ideas are urgently needed. Which is a problem – both for me in person, of course, but much more for the wider society.

Again like explorers of old, I provide reports of my explorations: hence the books that have been my main visible work for the past year or so. Most of those, such as the Enterprise Architecture series, aim to provide information that’s immediately useful in day-to-day practice – metaphorically, closer to clearing the ground after exploration, rather than the exploration itself. But I haven’t yet published – dared to publish? – much as yet on the real deep-explorations, not least because much of it is downright scary in everyday terms. Some examples of the metaphoric landscapes that I’ve seen in my travels:

  • There are no rights – only responsibilities. Rights are a delusion, and often a dangerous delusion at that; in a social context, only responsibilities are real, whilst purported ‘rights’ are often (mostly?) used as a means to avoid those responsibilities, or to foist them on to someone else either in the present or elsewhen. A Bill of Rights sounds like a great idea, but the self-centredness that arises from it will destroy any society that uses ‘rights’ rather than responsibilities as its core foundation-stone. The evidence for this fact is clear everywhere, but is not likely to be popular anywhere – especially in the US.
  • There is a great deal of truth in the old anarchist slogan “all property is theft”, because our society’s core model of property is based on ‘right’ of exclusion. Private possession of property, we are told, is an inalienable right. Yet responsibilities are real, ‘rights’ are not; a responsibility-based model of property – characteristic of most ‘traditional’ societies – is viable, whereas a ‘rights’-based (possession-based) model is not. Once again, the evidence for this fact is clear everywhere, but there’s a sizeable amount of effort being put into ignoring it.
  • In the long term, a possession-based economy is not and cannot be sustainable. The only way a possession-based economy can be made to appear to work is to run it as a pyramid-game – hence our culture’s obsession with supposedly-infinite ‘growth’, and hence also bizarre distortions such as the notion that an ‘economy’ depends on people indulging in uneconomic behaviour. Hence sustainability will not be possible without changing the entire economic model on which the dominant culture has operated for the past five thousand years or so. Once again, the evidence for this fact all too obvious, yet this also is not likely to be a popular idea – especially in present-day business, which for the most part believes that it depends on propping up the delusion that the current ‘economy’ actually works.
  • Another, perhaps even less palatable fact: women are violent – just like men. To be more precise, the blunt fact is that not only are women violent, but the scale and severity of their violence matches or even exceeds the violence of men. (And yes, I do include the evils of war and the like in that statement.) It is easy to pretend that women are not violent – and indeed, vast swathes of law, and the entire ‘women’s rights’ industry, are founded on the arbitrary and ultimately indefensible assertion that every flaw in the world is the exclusive fault of men. But the moment we understand what violence actually is, in (dys-)functional terms, and look at the issues systemically, rather than through ‘convenient’ blame-based selective snapshots whose primary purpose is the evasion of women’s personal responsibilities for their own actions and behaviours, the evidence for that fact is all too clear: as a society, we do a great deal of work to reduce (and punish) men’s violence, yet instead to exacerbate (and condone) women’s violence, requiring men alone to sort out the resultant mess. It will not be possible to resolve key societal problems such as domestic violence until we face up to the fact and the sheer scale of women’s violence, reject the wildly-unequal so-called ‘equal’ ‘rights’ for women embedded in so much current law and custom, and instead require equal responsibilities from women as much as from men. And yep, I’m well aware just how unpopular that fact will be, too: but it is fact, and the longer we evade that fact, the more long-term harm will be done to our society.

Plenty more home-truths where those came from, but I’ll be unpopular enough as it is just from those few points above… <wrygrin> Hence, yes, not surprising that I don’t get much support for what I do. <alsowrygrin> And hence, yes, no real surprise at the isolation.

My apologies if any of the above upsets you: but that’s who I am; that’s what I do; that’s my work, my life, and I don’t have much choice about that. I don’t have any choice about what I see, what I feel, though I do have choice and responsibilities in what I do with what I see and feel. Simplest to be open and honest about it: if others don’t like it, well, I just have to live with that fact too. And complain about it from time to time – not that it makes any difference!

Oh well.