“Slavery for example, or other forms of tyranny, are inherently monstrous but the individuals participating in them could be the nicest guys you can imagine – benevolent, friendly, nice to their children, even nice to their slaves… but in their institutional role they are monsters because the institution is monstrous.”—
The same easily applies to cops, soldiers, politicians, and CEOs.
“…if you have more traffic accidents, the GDP goes up. If you put more people in jail, the GDP goes up. It’s a funny measure of growth. There are kinds of actual growth which would be beneficial, such as developing mass transportation… Or take something as simple as weatherization of houses. That’s growth, but it’s very beneficial.”—
“Corporatization can have considerable influence in other ways. Corporate managers have a duty. They have to focus on profit making and seeking to convert as much of life as possible into commodities. It’s not because they’re bad people; it’s their task. Under Anglo-American law, it’s their legal obligation as well. There’s a lot to say about this topic, but one element of it concerns the universities and much else. One particular consequence is the focus on what’s called efficiency. It’s an interesting concept. It’s not strictly an economic concept. It has crucial ideological dimensions. If a business reduces personnel, it might become more efficient by standard measures with lower costs. Typically, that shifts the burden to the public, a very familiar phenomenon we see all the time. Costs to the public are not counted, and they’re colossal. That’s a choice that’s not based on economic theory. That’s based on an ideological decision, which applies directly to the “business models,” as they’re called, of the universities. Increasing class-size or employing cheap temporary labor, say graduate students instead of full-time faculty, may look good on a university budget, but there are significant costs. They’re transferred and not measured. They’re transferred to students and to the society generally as the quality of education, the quality of instruction is lowered.”—Noam Chomsky (via sombrefan)
“So if you decide not to make use of the opportunities that you have; not to try to live your life in a way which is constructive and helpful, you end up looking back and say: ‘Why did I bother living?’”—― Noam Chomsky (via slolane)
“You can’t control people by force anymore, but you can get them to focus on nothing but maxing out five credit cards, okay you got them under control. They don’t talk to anybody. They have no ideas. They don’t think you can do anything.”—Noam Chomsky (via noam-chomsky)
“Well, that’s the effect of good propaganda: getting people not to think in terms of their own interests, let alone the interest of communities and the class they’re part of.”—Noam Chomsky (via noam-chomsky)
“It’s always good idea to start by asking about the facts. Whenever you hear something said very confidently the first thing that should come to mind is, Wait a minute, is that true?”—Noam Chomsky (via noam-chomsky)
You can’t pursue any kind of inquiry without a relatively clear framework that’s directing your search and helping you choose what’s significant and what isn’t… If you don’t have some sort of a framework for what matters—always, of course, with the proviso that you’re willing to question it if it seems to be going in the wrong direction.
You have to know how to evaluate, interpret, and understand…And cultivating that capacity to seek what’s significant, always willing to question whether you’re on the right track—that’s what education is going to be about, whether it’s using computers and the Internet, or pencil and paper, or books.
Passing tests doesn’t begin to compare with searching and inquiring and pursuing topics that engage us and excite us. That’s far more significant than passing tests and, in fact, if that’s the kind of educational career you’re given the opportunity to pursue, you will remember what you discovered.
“税金を払ってくれたり現地雇用を盛り上げてくれる優良企業の誘致合戦が極まる中、東京は完全に出遅れ組。外資誘致の代名詞のようなロンドンで生活しているから余計感じるのだろうけど、外部や異文化との付き合い方、平たくいうと「外部の受け入れ方」にロンドンと東京ではかなりの違いがあります。前回の日本出張の時に経産省の対日投資支援担当の方に色々お話を伺った中で、外国企業が感じる「日本市場に進出したい外国人が思うここが問題トップ３」は「①ビジネスコストの高さ②日本市場の閉鎖性③人材確保の難しさ」とありました。アベノミクス特区、国家戦略特区、どぶろく特区などなど、特区で法人税を下げたりして①を軽減出来たとしても、②と③の解決はなかなか難しいんだろうなと想像します。”—異文化とつきあう事 | 欧州とデザインとビジネスと | Europe, Design, and Business