My friend Ed Wischmeyer commented astutely on my previous post on useless resources (you can read his comment here). He got me thinking a lot more about what I had written, and in particular I got to thinking about what, exactly, was I trying to criticize about resources? So I replied, and in the process ended up writing another post on the subject:

Yes, I do see all the positive ways of seeing “resources”, and, indeed, if all people did was to recognize their talents and use them for the glory of God, this world would be a much better place indeed! :-)

Admittedly, what I’m trying to get at here is slightly out of left field, and is a combination of two criticisms: (1) a criticism of our constant evaluation of what is useful and what is not; and (2) a criticism of the pressure to “manage and control”.

The first criticism comes from a reaction against “functionalism” - the idea that everything has to have some kind of function. This kind of thinking has no place for things that do not have any function - unless some way can be found to assign some function to them. So, for example, “painting” would be considered to have no function, unless someone was able to convincingly state the value of art and why painting has a positive function in society, perhaps by highlighting its therapeutic function, or its cathartic function, or its expressive function, and maybe eventually its monetary function.

The second criticism comes from a reaction against “consumerism” in general and “mechanization” as a dependent thought process stemming from consumerist tendencies. In a society that increasingly values consuming goods as a central activity, human interaction becomes more impersonal and more centered around exchange of goods or services based on monetized value. Supply and demand of goods and services drive everything about societal and social life, to the extent that even care for the invalid or the elderly has become a monetized service sector industry today.

What started out as a barter mechanism for the exchange of material goods has become a barter mechanism for the exchange of our very souls.

When everyone is so entrenched in the dominant thinking patterns of consumerism, there is a subconscious tendency to micromanage all our activities and evaluate them in the light of how efficient we are in consuming our goods: what is the cheapest price we can pay for some service? What is the shortest track we can take to get to a particular destination (or to achieve a particular career objective)?

On the tails of consumerism come two particularly insidious beasts: “mechanization” and “positivism”. The quicker and cheaper we can produce, the better and faster we can consume, so we become a society focused on mechanizing every aspect of our lives. We either develop technology to do things for us - which we then out-source to be made by some other country, mechanizing THEIR society as a result - or we mechanize our own daily lives to be “more productive.” We willingly subject ourselves to the tyranny of “Personal Digital Assistants” who do more disruption than assistance. Dinnertimes become fragmented by the frequent incursion of work, entertainment, and scheduled activities, to the extent that we simply nod along when KFC airs a commercial exhorting us to “get out of the kitchen and stop by a KFC for a wholesome home-style meal on the go!”

Of course, in a society where we have become consumers, where our very identity is caught up in consumerism (when all the news articles refer to us as “consumers” and when our spending is tracked on the “consumer spending index” and when presidential candidates are referred to as “consumer advocates” and the most valuable resource is “Consumer Reports”), then we look at everything as something to be consumed: our friends, our relatives, our neighbors, our coworkers, all become part of a system where each person is trying to function as the most productive consumer they can be.

Which leads to a necessary development of “positivism” - a way to measure everything scientifically and provide objective metrics by which different things can be evaluated critically. We measure everything, because, as consumers, we demand the right to have the choice of deciding for ourselves which product is best for us, and for us to make that choice we demand objective metrics that evaluate our products for us. Everything has a measurable index associated with it these days: everyone asks you to fill out a survey after you have consumed their product, from KFC to the hospital, and everything has a user-review index system of one to five stars.

If it is not measurable then it is not worth measuring.

All of this colors how we see our very lives: when everything around us is constantly being measured and evaluated and judged based on how productive it is in a system of consumption, we ourselves develop an inner system of calibrating our selves constantly to how well we conform to our surroundings. We then feel guilty if we are not productive enough, if we are being outspent by someone else with more money, if we cannot do something as efficiently as the young whippersnapper in the next cubicle who has a crack-berry and has MATLAB on his cellphone.

Because measurements and evaluations are all ways that we use to manage our consumption and production efficiently. We want to make sure that we are investing our time and efforts wisely, efficiently, for the best use for the greatest benefit. We develop elaborate systems of justifying or quantifying benefits - some of which are cultural while some are counter-cultural. Even the ones that run counter to consumerism, such as willingly caring for an invalid, we feel the need to justify somehow in terms of the matrix of consumption of resources.

This leads to a rampant culture of management in our society - everyone becomes a manager, and everyone is constantly being managed by someone else, according to some arbitrary system of management paradigms and objectives. Corporations become “organizations” with “core values” and “quarterly objectives” that all management layers “synchronize” with and integrate their workforces accordingly. Even toddlers have figured out how to manage their parents. And parents are managed by coaches’ schedules.

If something does not align with our core values, or our yearly objectives, then it does not fit on our schedules.

And that’s what I am criticizing :-)