by Chris Billowsin Spirit Speculations0 commentstags: Comprehensive Analysis, Critics and Criticism, Defining Life, Extrapolation
Does Art have to be controversial to be real Art? When does Art slip into Performance and Entertainment? When does Criticism become irrelevant? The purpose of these questions is to tease out answers that hopefully will lead to a better understanding of Art. As long as there has been Artists there have been Critics. But there are other players besides these two players. In addition to Artists and Critics, there are Consumers and Reviewers that appreciate the Art. Each contributes to a delicate ecology. Artists are driven by the need to create Art. At times, Artists will seek feedback on what they create and sometimes that seeking will lead them to simply become Performers. As Performers they derive their feedback in the form of money, ticket sales, fame, etc. For a Performer the Art becomes a means to Performance and at the highest levels, the Performance becomes the Art itself (Cirque du Soleil is prime example of this). Performers and Consumers have thus created a balanced ecology. If the Performers give they Consumers what they want (a good performance or Entertainment), the Consumers will give the Performers what they want (money, accolades). The Art itself becomes a product that is […]
by Chris Billowsin Business Beller0 commentstags: Comprehensive Analysis, Corporations Don't Think, Defining Life, Foolishness, Institutional Learning, Summarizing a Business Organization
I can’t recall how I stumbled onto this concept and websites, but a while ago I found this riveting theory which I believe explains why most modern organizations are so inadequate at times and spend far too much time chasing the wrong priorities. I have touched on parts of this in previous blogs such as Driven to Distraction and Even the Best Systems Fall Victim and A List of Guidance. The reason why this happens is they fail to embrace Complexity Science. Basically, it is because our social institutions continue to operate like machines, believing that events can be tracked in a linear fashion and have measurable inputs that neatly match known outputs. While there is no denying that some institutions do operate like machines (take most factories), the fact that humans end up doing most of the work leaves the model sorely lacking. What is more accurate is to realize that all human based organizations are non-linear and complex. It is common for these systems to exhibit the following characteristics: Small inputs can lead to dramatically large consequences. Very slight differences in initial conditions produce very different outcomes. Global properties flow from aggregate behavior of individuals. Emergence (of order) […]
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