Charles Bowden on "Murder City: Ciudad Ju�rez and the Global Economy’s New Killing Fields"

Charles Bowden on "Murder City: Ciudad Ju�rez and the Global Economy’s New Killing Fields":

oh man this is dark.

"And I think the war on drugs is ending, because, frankly, it’s no longer the darkness at the edge of town. I do stories all over this country. I don’t care where you go, the drugs are everywhere. I don’t care where you go, people are being arrested. I did a story in western North Dakota, county of—you know, got more people in this room maybe than the county. They busted eighty meth labs in a year. What are you going to say, that these are, you know, the lesser breed or something? I mean, these are a bunch of people that look like potatoes that plow fields. That’s what our war on drugs has come to. We’re killing ourselves with our war. We’re not helping anyone."

Op-Ed Columnist - The Humble Hound - NYTimes.com

Op-Ed Columnist - The Humble Hound - NYTimes.com

from a lovely column by David Brooks...

Alongside the boardroom lion model of leadership, you can imagine a humble hound model. The humble hound leader thinks less about her mental strengths than about her weaknesses. She knows her performance slips when she has to handle more than one problem at a time, so she turns off her phone and e-mail while making decisions. She knows she has a bias for caution, so she writes a memo advocating the more daring option before writing another advocating the most safe. She knows she is bad at prediction, so she follows Peter Drucker’s old advice: After each decision, she writes a memo about what she expects to happen. Nine months later, she’ll read it to discover how far off she was.

In short, she spends a lot of time on metacognition — thinking about her thinking — and then building external scaffolding devices to compensate for her weaknesses.

She believes we only progress through a series of regulated errors. Every move is a partial failure, to be corrected by the next one. Even walking involves shifting your weight off-balance and then compensating with the next step.

She knows the world is too complex and irregular to be known, so life is about navigating uncertainty. She understands she is too quick to grasp at pseudo-objective models and confident projections that give the illusion of control. She has to remember George Eliot’s image — that life is like playing chess with chessmen who each have thoughts and feelings and motives of their own. It is complex beyond reckoning.

She spends more time seeing than analyzing. Analytic skills differ modestly from person to person, but perceptual skills vary enormously. Anybody can analyze, but the valuable people can pick out the impermanent but crucial elements of a moment or effectively grasp a context. This sort of perception takes modesty; strong personalities distort the information field around them. This sort of understanding also takes patience. As the Japanese say, don’t just study a topic. Get used to it. Live in it for a while.

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