Our individual accomplishments, opinions, and contributions enable us to known our own unique identity and to take pleasure in feeling tht we are a significant member of the human family. However, at times, differences in the way we act, look, dress, or think can separate us from those around us. By definition, an accessible engagement does not exhaust the situation; there is no situational closure, physical or conventional, to cut it off from nonparticipants. What we find instead is some obligation and some effort on the part of both participants and bystanders to act as if the engagement were physically cut off from the rest of the situation. In short, a “conventional engagement closure” is found. Bystanders extend a type of civil inattention, but one that is designed for encounters, not for individuals. Bystanders are obliged to refrain from exploiting the communication position in which they find themselves, and to give visible expression to the participants of the gathering that they are focusing their attention elsewhere—a courtesy of some complexity, since a too studied inattention to what one is in a position to overhear can easily spoil a show of inattention. I do not want to overstress rational intent in situational behaviour. An individual is supposed to be entirely in or entirely out of an encounter. However, even the individual who wants to follow this rule cannot completely control the expressed direction of one’s attention. If one’s attention is attracted to an accessible encounter, then one’s attempt to conceal the fact is likely to be visible both to those with whom one ought to be participating and to those whom one ought to be disattending. #RandolphHarris 1 of 22

Since there are many reasons why an individual might want to overhear the content of an engagement of which one is not a member, one may often simulate inattention, giving the impression that conventional closure has been obtained, while in fact one is furtively attending to the talk. How much of this eavesdropping actually goes on, and in what situations, is difficult to assess. The expression of inattention and noninvolvement exhibited by those who are physically close to an encounter in which they are not participants can be observed in an extreme form at times when an individual could join the encounter (as far as its participants are concerned), but finds oneself “psychologically” incapable of doing so. What can then result is a kind of conversational parasitism, often observable on mental hospital wards. For example, one psychotic young woman I observed would sit alongside her mother and look straight ahead while the latter was engaged in conversation with a nurse, maintaining what appeared to be civil inattention in regard to the neighbouring engagement. However, while attempting to keep her face composed like that of an uninvolved, uninterested bystander, she would keep up a running line of derisive comment on what was being said, uttering these loud stage whispers under great verbal pressure, from the side of her mouth. The psychological issue here, presumably, was that of “dissociation.” However, the direction of flow taken by the two dissociated lines of conduct—conversational participation and civil inattention—seemed entirely determined by the social organization of communication that is standard for social situations in our society. #RandolphHarris 2 of 22

In a social situation, then, an individual may find oneself torn apart, but torn apart on a standard rack that is articulated in a standard way. There are circumstances in which it is difficult for participants to show tactful trust of bystanders and for bystanders to extend civil inattention; in brief, there are times when conventional closure is difficult to manage. For one example of this we can return to small enclosed place like elevators, where individuals may be so closely brought together that no pretense of not hearing can possibly be maintained. At such times, in middle-class America at least, there seems to be a tendency for participants of an encounter. A similar kind of issue seems to arise in near-empty bars, as novelists have pointed out: We were alone in that bar, it was still the middle of the morning and the presence of the barman there was embarrassing. One could not help overhearing. In his white impassive coat he was a figure of reticent authority. However, he probably realized this too, he was nice enough to keep bobbing down behind the bar and shoveling about his glasses and his little trays of ice. So Darke ordered two more as it were from no-one, and soon thee bobbed up. The cabdriver has something of the same kind of problem here as the bar man. So too has the individual who is momentarily left to his own resources while a person to whom he has been talking answers a telephone call; physically close to the engaged other and patently unoccupied, he must yet somehow show civil inattention. Similarly, in a three-person engagement, when a talker interrupts his talk to answers the phone, the two remaining persons may attempt a quiet, and often very limp, conversation. #RandolphHarris 3 of 22

Where civil inattention is physically difficult to manage, the scene is set for a special kind of dominance. In an elevator, for example, those in one of the engagements may continue fully engaged, forcing the others present to accept the role of nonpersons. Similarly, when two unacquainted couples are required to share the same booth in a restaurant, and they elect to forego trying to maintain an inclusive face engagement, one couple may tacitly give way to the louder interaction of the other. In these situations, the submissive couple may attempt to show independence and civil inattention by beginning a talk of their own. However, while it may appear convincing to the other couple, this weaker talk is not likely to convince it own participants, who, in carrying it on, will be admitting to each other not only that they have been upstaged, but that they are willing to try to pretend that they have not. In Britain, it is my impression that where one of the units present is of “good” speech, that is, received pronunciation, then it is this group that is likely to talk openly, as if the other could easily offer civil inattention and could easily stop their own conversation. This is one of the ways in which a visitor to Britain is struck by the startling vulgarity (according to American standards) of the British upper middle class. It may be added that strength in these cases derives not from muscle, but, typically, from social class. Given the fact that participants and bystanders are required to help maintain the integrity of the encounter, and given the complicating fact that bystanders of this encounter may well be participant of another, we may expect some tacit cooperation in maintaining conventional closure. #RandolphHarris 4 of 22

First, if bystanders are to deist in some way from exploiting their communication opportunities, then it will fall upon the participants to limit their action and words to one that will not be too hard to disattend. And this keeping down of the excitement level is, in fact, what is generally found. Interestingly enough, this tendency is matched by another that moves in the opposite direction, namely, acting in such a way as to show confidence in the willingness of bystander not to exploit their situation. Thus, as already suggested, whispering or obvious use of code terms will often be thought impolite, in part because it casts a doubt on bystanders’ willingness to be inattentive. One consequence of the combination of these rules of conventional closure may be mentioned. It is a rule of conversation that participants show consideration for one another, by, for example, avoiding facts about which the other might be touchy, or by showing constraint in raising criticism, and so forth. Disparagement of persons not present, on the other hand, is usually quite acceptable, offering a basis of preferential solidarity for those in the encounter. In addition, the conversation may well involve business matters that an absent other cannot safely be made privy to. It follows, therefore, that the run of comments in a conversational encounter may have to be altered strategically when a relevantly excluded person approaches, lest the content of the talk put too much strain upon one’s willingness to offer civil attention; when one approaches with the intention of entering the encounter, even more delicacy is required. #RandolphHarris 5 of 22

The well-known example is that of the individual who comes into a room to find that conversation has suddenly stopped and that other present are seeking in a flustered way to find a new and tenable topic. Sometimes, as a relevantly excluded other approaches, a particular physical point is reached where the conversation can be altered without either letting the oncomer hear what would be embarrassing to one (or what would embarrass the speakers for one to hear) or giving one an impression that something embarrassing regarding one has been suppressed. This distance will, of course, vary with the social skill of the participants. Sometimes, too, a given room will have a special “safe region,” from which vantage point any newcomer can be spied in time to safely alter the content to talk without showing that an alteration was necessary. In these circumstances we sometimes find skill-showing, where the talkers daringly and cooly continue their talk up to the very last moment for altering it safely. Many people experience emotional states they cannot understand and identify. They often wonder at the intensity, origin, explanation, and duration of emotions. They also worry about what they might do as a result of these emotions. They may even question whether the emotions are “normal” or not. Of course, this happens to all of us at times. It is one of the risks of being thinking, sensitive people. We begin questioning, analyzing our own experiences. We also categorize them, because that is what our rationalistic, scientific society expects. #RandolphHarris 6 of 22

And when we cannot find a neat explanation or pigeonhole for a particular experience, we either bend it to fit another category, deny it, repress it, or project it onto somebody else (“I am not angry; you are!!”). If we cannot do any of these things because we are too honest with ourselves, we may conclude that the feeling is a bad one or a “sick” one. What do you do when a person who has been a good worker begins to turn in shoddy work? You can fire the individual, but that really does not solve the matter. You can berate the worker, but this usually causes resentment. Sometimes, especially when someone has been on the job for a long time, it is best to call the individual into the office and tell the individual that one is a finer employee. Compliment them on the amount of time they have spent on the job, the quality of their typical work and the quantity. Explain to them that they have received a lot of compliments about their great work. Then gently explain that in the present their work has been slipping and is taking too long and not up to standards. And ask them if there is a way to find a resolution to the problem. Many times, an honest employee will say that they not realized that their productivity has been declining, and they will promise to excel in future projects. In fact, the average person can be led readily if you have one’s respect and if you show that you respect that person for some kind of ability. #RandolphHarris 7 of 22

If you want to improve a person in a certain respect, act as though that particular trait were already one of the individual’s outstanding characteristics. Assume a virtue, if you have it not. And it might be well to assume and state openly that other people have the virtue you want them to develop. Give them a fine reputation to live up to, and they will make prodigious efforts rather than see you disillusioned. When people are given a standard of behaviour and a reputation that is expected of them, you may find that the individual will find it impossible not to follow through. If you want to excel in that difficult leadership role of changing the attitude or behaviour of others, give the other person a fine reputation to live up to. There can be good example of a self-fulfilling prophecy. [Somebody asked whether “Chief Feature” id est, the prime feature of false personality) was a food for false personality.] Chief feature is not food. Chief feature is false personality. False personality in most cases is based on one feature which enters into everything. Some day we will take some examples of chief feature and you will see how it is really that which makes false personality. “What is the best way to look for one’s chief feature?” someone asked. Simply see yourself. I do not know how to explain it better. It is possible one may find something—chief feature of the moment. It is imaginary personality; this is chief feature for everybody. “Can one alter one’s chief feature?” asked someone else. First it is necessary to know it. If you know it, much will depend on the quality of your knowing. If you know it well, then it is possible to change it. #RandolphHarris 8 of 22

“When an attitude at the back of a negative emotion is very old and habitual, possibly a feature, how can I attack it?” Begin from the feature. Find the feature, talk about it and so on. It is necessary to think about false personality and in some cases you can see definitely a kind of chief feature coming into everything, like the axis round which everything turns. It can be shown, but the person will say, “Absurd, anything but not that!” Or sometimes it is so obvious that it is impossible to deny it, but with the help of buffers one can forget it again. I have known people who gave me a name to their chief feature several times and remembered it for some time. Then I met them again and they had forgotten, or when they remembered they had one face, and began to speak as though they had never spoken about it at all. You must come near to it yourself. When you feel it yourself, then you will know; if you are only told, you may always forget. “Can I get a clue to false personality by thinking of events in the past?” Sometimes you may. Either in the past or in your friends. However, you must understand that you also have false personality, not only your friends! “Can we see false personality without help?” There is nothing again it theoretically, only I never saw such a case and nobody else I know saw such a case. Even with help people are not generally prepared to see it. It is as if you were to show a man his reflection in a real, actual mirror, and he were to say, “This is not me. This is not a reflection of me.” However, if a man is prepared, it is sometimes possible to recognize a feature of weakness in oneself. If a man knows this feature, if he begins to keep it in mind and to remember it, then there may be a certain moment when he is free from this feature, when his action is not determined by this weakness. #RandolphHarris 9 of 22

Sometimes our features or weaknesses take simple forms like laziness, but in other cases their forms are so well disguised that there are no ordinary words to describe them, and they can only be described by some kind of diagram or drawing. Laziness is for some people 75 percent of their lives or more. Sometimes laziness is very important, sometimes it is the chief feature of false personality. Very often it is chief feature, and all the rest depends on laziness and serves laziness. However, remember that there are different kinds of laziness. It is necessary to find them by observing yourself and observing other people. For instance, there are very busy people who are always doing something and yet their minds may be lazy. That happens more often than anything else. Laziness is not only the desire to sit and do nothing. However, the goal is to prevent others from exploiting any systematic behaviour of yours. If they have a preference for a particular action, that would mean only that they had chosen the worst course from your perspective. The basic idea is that one resorts to chance as the means of keeping the other player from exploiting any systematic behaviour on your part. Turning this idea into practice is more subtle. Many of us do not wish to settle for knowing just a little bit of other people, especially those we care about. So, we mut find ways of opening up avenues of approach. By experimenting, we can invite these people to come out into the sunlight and experience as much of life as possible. Why should we? If a person is happy being a Bluffer or an Expert or a Life of the Party, is it our business to take on the role of disturbing the individual? Well, it is important not to taunt or torment but to dare the other person to become more fully what one is. #RandolphHarris 10 of 22

In complex systems, it is difficult to determine what should be rewarded or which choice is appropriate. Measurement of success is often infrequent, and shifting context makes few observations comparable. Deliberation costs for choices can be high, especially if they require the apparatus of formal logic or statistics, or social processes of choice such as scientific peer review—not to speak of court proceedings. Feedback is ambiguous. Circumstances, even goals, are changing. All of this follows from the fundamental premise: we are coping with system that are complex and adaptive, not simple or static. In the short run we are not likely to have a direct approach that “get it completely right.” We will need as well the indirect methods of harnessing complexity. The difficulty of attributing credit in real experience can be reinforced by considering a few examples. The war in Vietnam provides a striking case. Although war usually produces large rewards (and punishments) and, in the end, provides clear feedback on the result, none of the other circumstances for effective learning obtains. For the Americans, the Vietnam War was not a victory. However, exactly what lessons and no obvious way to determine which candidates are most appropriate. Despite these impediments, lessons were learned by the American military. These included the need for decisive force in any future war, the need to avoid slow escalation, and the need to avoid civilian interference in the conduct of the war. These lessons—“strategies,” in our terms—were applied to the planning and conduct of the Gulf War and seemed to be effective in that application. #RandolphHarris 11 of 22

On the other hand, for the Soviet Union the Vietnam War was a success. The lessons drawn from the way by the Soviet Union emphasized that their Vietnamese allies won because of their great will and courage, assisted by military aid from Communist nations. These optimistic lessons would not have warned the Soviets about the dangers of their later intervention in Afghanistan. Biological systems also face difficulties in attributing credit. Consider birds, which determine from experience the visual characteristics of dangerous predators. Their situation illustrates one of the many interesting complications of credit attribution in a Complex Adaptive System: exploitation by others. The method is mimicry—as when many species of moths evolve spots on their wings that resemble the eyes of larger predators. This works because the birds develop a “prediction” of danger from appearance and rely on it to avoid predators. One presumes that the birds’ capability to associate certain appearances with danger, which is a mechanism for attributing credit, serves the birds well overall. However, the moths can also exploit the birds’ imperfect credit attribution to avoid being eaten. Once again coevolution increases complexity and inhibit prediction. For a nonbiological example of the limits of credit attribution, consider the person who ends the year with the highest sales volume, receives a significant bonus, and is singled out to be emulated. Years later, more careful cost accounting may show that most of the sales actually lost money for the firm because of eventual refunds or support costs. #RandolphHarris 12 of 22

The business literature is rife with stories of performance indicators that failed to capture important aspects of a complex setting. These misattributions may occur because of casual connections that no one understands, or because some employees, like the spotted moths, come to mimic features that other employees, like the birds, have come to associate with success or failure. The difficulties of credit attribution are endemic in Complex Adaptive Systems. Our aim is not to escape the, though we recommend that when it is feasible. Instead, our aim is to suggest how the side effects of inevitable mistakes of attribution can be turned to some advantage. Each of these three categories is constructed as a composite of actual cases in which complexity makes some mistakes of attribution inevitable. They illustrate a few different problems of inference that are highly characteristic of credit attribution in complex system: the mistake of crediting or blaming a part when a larger ensemble is responsible, the mistake of attributing credit or blame to a particular ensemble of factors when in fact a different ensemble is responsible, and the mistake of crediting a misconstrued strategy, where the action involved produced success, but the conditions in which the action should be taken have been misunderstood. The first type of mistake, crediting a part when a larger ensemble is responsible, is very common in Complex Adaptive Systems since they so often involve a number of entangled factors. It is easy to notice that a single or strategy is associated with a series of successes (or failures). #RandolphHarris 13 of 22

If you are not positioned to observe the operation of other necessary forces, you reach an incorrect conclusion that it alone causes the results. Consider a manager of a department that uses project teams assembled for specific tasks. If it is the practice in the unit to reward team members whose work contributed to notable success, a manager can almost be sure that there will be some occasions where an individual receives credit for what was produced by the interplay among contributions of several team members—what is sometimes labeled the group’s “chemistry.” We have stressed insufficient exploration in examples throughout this essay because we so often have seen variation being undervalued by managers of Complex Adaptive Systems. However, for this case, let us stipulate that the manager believes the department has a problem of insufficient exploitation. Perhaps “back channel” communication suggests that a project group has done well by ensemble effect rather than the efforts of the most prominent individual. How can the manager get “mileage” out of discovering those attribution mistakes without knowing what caused them? One approach is to make a special effort to reassemble that identical team for a later problem, retaining (and exploiting) the uncredited ensemble that may be there. Doing this has a cost, of course. It reduces the ability to mix and match individuals to the characteristic of the next task. Harnessing complexity does not always come for free. #RandolphHarris 14 of 22

Infinite varieties of deception (and self-deception) are found in the masses of data, information, and knowledge that flow through the government’s mind-work mill every day. Space constraints make it impossible to continue illustrating and classifying them here. Instead, we will list just a few more in abbreviated form. THE OMISSION TACTIC. Because politic is so intensely adversarial, political messages are even more consciously selective than most. Typically, they have gaping holes where someone applied the Omission Tactic and ripped relevant or balancing facts out of them. THE GENERALITY TACTIC. Here details that might lead to bureaucratic or political opposition are glossed over with airy abstraction. Diplomatic communiques are rife with examples—which accounts for their frequently brain-numbing style. TIMING TACTICS. Here the most common approach is to delay sending a message until it is too late for the receiver to do anything about it. Thick budget documents are dumped in the laps of legislators who are supposed to respond to them in a few days—well before they can intelligently digest and analyze them. White House speechwriters are known to deliver their drafts of a presidential speech at the latest possible moment, allowing other staffers minimum time to money with the text. THE DRIBBLE TACTIC. Here, data, information, and knowledge are doled out in tiny takes at different times, rathe than compiled into a single document. In this way the pattern of events is broken up and made less visible to the receiver. #RandolphHarris 15 of 22

THE TIDAL WAVE TACTIC. When someone complains about being kept uninformed, the shrewd player ships him or her so much paper that the recipient is drowned and cannot find the essential facts in all the froth. THE VAPOR TACTIC. Here a host of vaporous rumors are released, along with some true facts, so that receivers cannot distinguish the latter from the former. THE BLOW-BACK TACTIC. Here a false story is planted overseas so that it will be picked up and reprinted by the domestic press. This tactic is employed by intelligence and propaganda agencies. But sometimes the blow-back is inadvertent—or seems to be. This CIA once planted a story in the Italian press about the terrorist Red Brigade. This account was picked up and incorporated in a book published in the United States of America, the galley proofs of which were read by then-Secretary of State Al Haig. When Haig commented on the story in a press conference, his remark then, in turn, incorporated in the finished version of the book. This self-referential process is more common than imagined. THE BIG LIE TACTIC. Made famous by Hitler’s propaganda minister, Josef Goebbels, it is based on the idea that if a lie is macro enough it will be believed more readily than any number of mere micro-lies. In this category was the 1987 report spread by Moscow claiming that the World AIDS epidemic was launched by agents in Maryland. Widely disseminated around the World, the story is utterly repudiated by Soviet scientists. #RandolphHarris 16 of 22

THE REVERAL TACTIC. Few examples of tampering with, or massaging, the facts require as much chutzpah as the Reversal Tactic. This simply turns a given message inside out. An example occurred not long ago in Israel, where no love was lost between Prime Minister Yitzhak Shamir and Foreign Minister Shimon Peres. At one point Shamir instructed the Foreign Ministry to notify its embassies around the World that Peres had no authority to promote an interactional conference aimed at resolving the Arab-Israeli problem. Peres’s staff at the Foreign Ministry received the Prime Minister’s message, but simply scrapped it and sent out cables saying the exact opposite. When a senior official was later asked how that could happen, he replied: “How can you ask me such a question? This is war.” Given this lengthy list of technique widely used for doctoring the messages that flow through government offices, it becomes apparent that few statements, messages, or “facts” in political or governmental life can be taken at face value. Almost nothing is power-neutral. Most data, information, and knowledge circulating in government are so politically processed that even if we ask, Cui bono?—whose interest is served?—and even if we think we have got the answer, we may still not be able to cut through the “spin” to the reality beneath it. And all this occurs before the media further reprocesses reality to fit its own requirements. Media massage merely further denatures the “facts.” The implications of what we have just seen go to the crux of the relationship between democracy and knowledge. An informed public is held to be a precondition for democracy. However, what do we mean by “informed”? #RandolphHarris 17 of 22

Restricting government secrecy and gaining public access to documents are necessary in any democracy. However, these are only feeble first steps. For to understand those documents we need to know how they have been doctored along the way as they passed from hand to hand, level to level, and agency to agency in the bureaucratic bowels of government. The full “content” of any message does not appear on the page or the computer screen. In fact, the most important political content of the document may be this history of its processing. At a still deeper level, the ubiquity of these most commonly exploited info-tactics casts doubt on any lingering notion that governing is a “rational” activity or that leaders are capable of “objectively based” decision. Winston Churchill was right when he refused to read “sifted and digested” intelligence analyses, insisting instead on seeing the “authentic documents…in their original form,” so he could draw his own conclusions. However, it is obviously impossible for any decisionmaker to read all the raw data, all the information, and grapple with all the knowledge needed for decision. What we have seen here are just a few of the tricks of the trade exploited by streetwise political in-fighters and savvy staffers in World capitals from Seoul to Stockholm or Bonn to Beijing. Smart politicians and bureaucrats know in their bellies that data, information, and knowledge are adversarial weapons—loaded and ready to be fired—in the power struggles that constitute political life. #RandolphHarris 18 of 22

What most of them do not yet know, however, is that all these Machiavellian ploys and devices must now be regarded as kindergarten stuff. For the struggle for power changes when knowledge about knowledge becomes the prime source of power. In the era of “meta-tactics” in the mind-work mills we call government, is moving the power game to an even higher level. Over centuries, the trend ha seemed to be toward centralization, beginning with the rise of factories and industrial towns. What drove these developments was the high cost of machinery and plant operations, the need to be near power sources, the impracticality of transportation among many small, dispersed sites, and the need for face-to-face communication. Beginning with the first industrial revolution, factories employed large numbers of people in one place, leading to overcrowding and making local economies dependent on one industry and sometimes on a single company. Costly equipment necessitated central locations for textile production, rather than the cottage industries where a lone woman could earn a livelihood carding wool and creating thread on a spinning wheel (providing the origin of the term spinster). By the 1930s, the belief in the virtues of centralization and central panning—the supposed efficiencies and economies of scale—led to nationwide or continentwide experiments in centralization. However, over the last decade, these large-scale experiments have been dismantled, from Britain’s privatization of nationalized utilities to the beginning of a return to the market system in Eastern European countries. #RandolphHarris 19 of 22

Because the old limits on transportation, energy sources, and communication have fallen, business is now decentralizing. Between 1981 and 1986, the Forbes 500 companies cut their employees by 1.8 million. However, during those same years, total civilian jobs went up by 9.2 million. Start-up companies created 14 million jobs; small companies created another 4.5 million. Telecommuting is booming, as are new businesses, independent professionals, and cottage industries. We have also seen the resurgence of small, but highly diverse stores: gourmet-food shops, specialty ethnic shops, tea and coffee, purveyors, organic and health-food stores, bakeries, yogurt shops, gourmet ice cream stores, convenience stores offering twenty-four-hour access, shops selling packaged food plus snacks. These stores epitomize something fundamental: At some point, what we want is not a standard good at an ever-cheaper price, but special things customized to meet our own individual tastes or needs. The trend for advanced technologies seems to be leading away from centralization. Will nanotechnology counter or accelerate this trend? By reducing the cost of equipment, by reducing the need for large numbers of people to work on one product, and brining greater ability to produce the customized goods that people want, nanotechnology will probably continue the twentieth-century toward decentralization. The results, though, will be disruptive to existing businesses. #RandolphHarris 20 of 22

The computer industry perhaps provides a clue to what might happen as costs are lowered by nanotechnology. The computer-software industry is characterized by the garage-shop start-up. When your equipment is inexpensive—affordable PCs built around lost-cost chips—and your can make a product by throwing in some ingenuity and human labour, it is possible to start a new industry on a shoestring. In 1900, when cars were simple, there were many car manufacturers. By the 1980s, if you were not an industrial giant like General Motors or Ford, BMW or Honda, you had to be John De Lorean to even get a shot at acquiring the capital to play in the business. If molecular manufacturing can slash the capital costs for producing cars or other plant-intensive equipment, we will see the equivalent of garage-shop businesses springing up to offer new products, and hiring workers away from the industrial giants of today just as the personal computer has destroyed the dominance of the mainframe. The American dream is to be an entrepreneur, and the technological trends of the twentieth century point in that direction. Nanotechnology probably continues it. In one area, however, the late twentieth-century trend has been toward uniformity. The nations of Western Europe are in the process of uniting under one set of economic rules, and parts of Eastern Europe are anxious to join them. #RandolphHarris 21 of 22

More and more supranational and transnational organizations knit the World together. The growth of trade has motivated economic integration. Molecular manufacturing will work against this trend as well, permitting radical decentralization in economic terms. This will help groups that wish to step aside from the stream of change, enabling them to be more independent of the turbulent outside World, picking and choosing what technologies they use. However, it will also help groups that wish to free themselves from the constraints of the international community. Economic sanctions will have little force against countries that need no imports or exports to maintain a high standard of living. And export restrictions will likewise do little to hamper a military buildup. By weakening the ties of trade, molecular manufacturing threatens to weaken the glue of that holds nations together. We need that glue, though, to deal with the arms-control issues raised by molecular manufacturing itself. This problem, caused by the potential for decentralization, may loom large in the coming years. Therefore, apparently, we have to come to grips with the ongoing conflict in our institutionalized way of viewing ourselves. Since we currently have some patterns of living that view man as a Thinker, they need to be enlarged to recognize man’s need to be a Feeler too. To do so would involved our educational systems, literary and publishing ventures, scientific, technological, and governmental agencies. Similarly, the agencies that view man only as emotional, like the entertainment, recreational, theological, ecclesiastical, and art media, need to be retooled to take into account the important place intellect and reason have in our lives. #RandolphHarris 22 of 22

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