Sarah Drinkwater
@sarahdrinkwater
Knowledge beachcomber interested in the ownership economy, flourishing communities, ecosystem building, magic, and knowledge as an end to itself.
Sarah Drinkwater
Future Fund June 2022 Update
ftxfuturefund.orgPodcast series: a tale of money, murder, madness, and—of course—genius.
Once Upon a Time… at Bennington College on Apple Podcasts
Dunbar actually doesn’t say that we devote “grooming time” to the whole social group of 150. Rather he says that the 150 is made up from welding together much smaller “primary networks”: coalitions, friendship groups. Intensive grooming (language, for humans) is reserved for close friends. Our intimate group is very small, averaging just five.
Matt Webb • Dunbar’s number and how speaking is 2.8x better than picking fleas
My central contention is that late capitalism not only accelerates the flow of capital, but also accelerates the rate at which subjects assume identities. Identity formation is inextricably linked to the urge to consume, and therefore the acceleration of capitalism necessitates an increase in the rate at which individuals assume and shed... See more
Jonah Peretti • Negations: Capitalism and Schizophrenia
I think the McLuhan-esque take is to say that Fandoms are themselves voluntary culture-war militias recruited from the general population.
An argument could be made that groups like Antifa, BLM, Proud Boys, Patriot Front, etc... are in essence fandom para-military orgs with $$$.
Bits of information provide neither meaning nor orientation. They do not congeal into a narrative. They are purely additive. From a certain point onwards, they no longer inform — they deform. They can even darken the world. This puts them in opposition to truth. Truth illuminates the world, while information lives off the attraction of surprise,... See more
NOEMA • All That Is Solid Melts Into Information
The way managers are taught to run companies seems to be like modular design in the sense that you treat subtrees of the org chart as black boxes. You tell your direct reports what to do, and it's up to them to figure out how. But you don't get involved in the details of what they do. That would be micromanaging them, which is bad.
Hire good people and give them room to do their jobs. Sounds great when it's described that way, doesn't it? Except in practice, judging from the report of founder after founder, what this often turns out to mean is: hire professional fakers and let them drive the company into the ground.
