Sunday, October 31, 2010

To Sleep Less And Dream More by Gabriel Garcia Marquez


If for a moment God were to forget that I am a rag doll and granted me a piece of life, I probably wouldn't say everything that I think; rather, I would think about everything that I say.
I would value things, not for their worth but for what they mean. I would sleep less, dream more, understanding that for each minute we close our eyes, we lose sixty seconds of light.

I would walk when others hold back, I would wake when others sleep, I would listen when others talk.

And how I would enjoy a good chocolate ice cream!

If God were to give me a piece of life, I would dress simply, throw myself face first into the sun, baring not only my body but also my soul.

My God, if I had a heart, I would write my hate on ice, and wait for the sun to show. Over the stars I would paint with a Van Gogh dream a Benedetti poem, and a Serrat song would be the serenade I'd offer to the moon.

I would water roses with my tears, to feel the pain of their thorns and the red kiss of their petals... My God, if I had a piece of life... I wouldn't let a single day pass without telling the people I love that I love them.

I would convince each woman and each man that they are my favorites, and I would live in love with love.

I would show men how very wrong they are to think that they cease to be in love when they grow old, not knowing that they grow old when they cease to be in love!

To a child I shall give wings, but I shall let him learn to fly on his own. I would teach the old that death does not come with old age, but with forgetting.

So much have I learned from you, oh men ... I have learned that everyone wants to live at the top of the mountain, without knowing that real happiness is in how it is scaled.

I have learned that when a newborn child first squeezes his father's finger in his tiny fist, he has him trapped forever.

I have learned that a man has the right to look down on another only when he has to help the other get to his feet.

From you I have learned so many things, but in truth they won't be of much use, for when I keep them within this suitcase, unhappily shall I be dying

Saturday, October 30, 2010

Online University
Via: DegreeSearch.org

Study Finds Adversity Does Make Us Stronger By LAURA LANDRO


Wall Street Journal -Study Finds Adversity Does Make Us Stronger

By LAURA LANDRO

Friedrich Nietzsche was right—sort of.

The German philosopher's oft-quoted adage,
"What does not destroy me, makes me stronger,"
was put to the test as part of a national study of the effects of adverse life events on mental health by researchers at the University at Buffalo-the State University of New York and the University of California, Irvine.

The study, published in the latest issue of the Journal of Personality and Social Psychology, found that people who had experienced a few adverse events in their lives reported better mental health and well being than people with a history of frequent adversity and people with no history of misfortune.

The study, which included 2,398 participants ranging in age from 18 to 101, is part of a larger research effort started after Sept. 11, 2001 to test the notion of resilience—how successfully people adapt after exposure to stressful or potentially traumatic life events or circumstances.

In studies of human resilience over the last three decades, particular adverse events, including physical or sexual assault, the loss of a parent, homelessness and natural disasters, have generally been linked to poorer mental-health outcomes. Studies of people who suffer disability or unemployment have shown lower life satisfaction that lasted over at least several years. And more adversity has generally predicted worse outcomes.

But Mark Seery, a researcher at the Department of Psychology at the University at Buffalo who co-authored the new study, says many studies have focused on personal characteristics or social resources that promote resilience. But the potential benefits of exposure to some adversity, relative to no adversity, have received less attention, he says.

Dr. Seery says his study shows that, under the right conditions, experiencing some adversity may foster resilience. Participants were asked whether they had experienced each of 37 negative events and the ages at which they occurred. Subjects with a history of some lifetime adversity showed lower distress, fewer symptoms of post-traumatic stress, and higher life satisfaction. They also appeared to handle recent adverse events better than other participants. Dr. Seery says age, personality characteristics and social support systems had no measurable impact on the relationship between adversity and mental health.

"So much of the existing literature shows that having experience with a negative life event is bad, with negative effects on mental and physical health," says Dr. Seery. "But we've found that that is not the whole story, and that people are more resilient in general than we may think."

Adversity, Dr. Seery adds, can help people develop a "psychological immune system" to help them cope with the slings and arrows that life throws, while those with no experience of adversity may have a hard time dealing with tough times.

At the same time, higher levels of adversity, the study found, can overtax coping skills and support networks, creating feelings of hopelessness and loss of control, disrupting the development of toughness and taking a toll on mental health and well-being. Under those circumstances, Dr. Seery says, even the most minor hassles can seem overwhelming.

Dr. Seery says people who have experienced around two to four adverse events in their lifetimes appeared to be the best off. Recent events—within the last six to 18 months—signaled worse mental health on the whole, suggesting that it may take time for an experience of adversity to bolster resilience.

Ann Masten, an expert in resilience in young people at the University of Minnesota in Minneapolis, says that even if people are capable of adapting to adversity, it is still important to have community and social networks in place to help people deal with the aftermath of adverse events. "We do have enormous capacity for resilience, but that doesn't mean horrible experiences are good for you," says Dr. Masten. "We need to have a better understanding of how protective systems work and how to mobilize them when they aren't present."

About 53% of the adversity-study participants were female, and nearly 74% identified themselves as white, non-Hispanic.

Friday, October 29, 2010

Wednesday, October 27, 2010

Sunday, October 24, 2010

Saturday, October 23, 2010

120 Ways to Boost Your Brain Power


120 Ways to Boost Your Brain Power

Boost your Brain Power

Here are 120 things you can do starting today to help you think faster, improve memory, comprehend information better and unleash your brain’s full potential.

1. Solve puzzles and brainteasers.
2. Cultivate ambidexterity. Use your non-dominant hand to brush your teeth, comb your hair or use the mouse. Write with both hands simultaneously. Switch hands for knife and fork.
3. Embrace ambiguity. Learn to enjoy things like paradoxes and optical illusions.
4. Learn mind mapping.
5. Block one or more senses. Eat blindfolded, wear earplugs, shower with your eyes closed.
6. Develop comparative tasting. Learn to properly taste wine, chocolate, beer, cheese or anything else.
7. Find intersections between seemingly unrelated topics.
8. Learn to use different keyboard layouts. Try Colemak or Dvorak for a full mind twist!
9. Find novel uses for common objects. How many different uses can you find for a nail? 10? 100?
10. Reverse your assumptions.
11. Learn creativity techniques.
12. Go beyond the first, ‘right’ answer.
13. Transpose reality. Ask “What if?” questions.
14. SCAMPER!
15. Turn pictures or the desktop wallpaper upside down.
16. Become a critical thinker. Learn to spot common fallacies.
17. Learn logic. Solve logic puzzles.
18. Get familiar with the scientific method.
19. Draw. Doodle. You don’t need to be an artist.
20. Think positive.
21. Engage in arts — sculpt, paint, play music — or any other artistic endeavor.
22. Learn to juggle.
23. Eat ‘brain foods’.
24. Be slightly hungry.
25. Exercise!
26. Sit up straight.
27. Drink lots of water.
28. Deep-breathe.
29. Laugh!
30. Vary activities. Get a hobby.
31. Sleep well.
32. Power nap.
33. Listen to music.
34. Conquer procrastination.
35. Go technology-less.
36. Look for brain resources in the web.
37. Change clothes. Go barefoot.
38. Master self-talk.
39. Simplify!
40. Play chess or other board games. Play via Internet (particularly interesting is to play an ongoing game by e-mail).
41. Play ‘brain’ games. Sudoku, crossword puzzles or countless others.
42. Be childish!
43. Play video games.
44. Be humorous! Write or create a joke.
45. Create a List of 100.
46. Have an Idea Quota.
47. Capture every idea. Keep an idea bank.
48. Incubate ideas. Let ideas percolate. Return to them at regular intervals.
49. Engage in ‘theme observation’. Try to spot the color red as many times as possible in a day. Find cars of a particular make. Invent a theme and focus on it.
50. Keep a journal.
51. Learn a foreign language.
52. Eat at different restaurants – ethnic restaurants specially.
53. Learn how to program a computer.
54. Spell long words backwards. !gnignellahC
55. Change your environment. Change the placement of objects or furniture — or go somewhere else.
56. Write! Write a story, poetry, start a blog.
57. Learn sign language.
58. Learn a musical instrument.
59. Visit a museum.
60. Study how the brain works.
61. Learn to speed-read.
62. Find out your learning style.
63. Dump the calendar!
64. Try to mentally estimate the passage of time.
65. “Guesstimate”. Are there more leaves in the Amazon rainforest or neuron connections in your brain? (answer).
66. Make friends with math. Fight ‘innumeracy’.
67. Build a Memory Palace.
68. Learn a peg system for memory.
69. Have sex! (sorry, no links for this one! :) )
70. Memorize people’s names.
71. Meditate. Cultivate mindfulness and an empty mind.
72. Watch movies from different genres.
73. Turn off the TV.
74. Improve your concentration.
75. Get in touch with nature.
76. Do mental math.
77. Have a half-speed day.
78. Change the speed of certain activities. Go either super-slow or super-fast deliberately.
79. Do one thing at a time.
80. Be aware of cognitive biases.
81. Put yourself in someone else’s shoes. How would different people think or solve your problems? How would a fool tackle it?
82. Adopt an attitude of contemplation.
83. Take time for solitude and relaxation.
84. Commit yourself to lifelong learning.
85. Travel abroad. Learn about different lifestyles.
86. Adopt a genius. (Leonardo is excellent company!)
87. Have a network of supportive friends.
88. Get competitive.
89. Don’t stick with only like-minded people. Have people around that disagree with you.
90. Brainstorm!
91. Change your perspective. Short/long-term, individual/collective.
92. Go to the root of the problems.
93. Collect quotes.
94. Change the media you’re working on. Use paper instead of the computer; voice recording instead of writing.
95. Read the classics.
96. Develop your reading skill. Reading effectively is a skill. Master it.
97. Summarize books.
98. Develop self-awareness.
99. Say your problems out loud.
100. Describe one experience in painstaking detail.
101. Learn Braille. You can start learning the floor numbers while going up or down the elevator.
102. Buy a piece of art that disturbs you. Stimulate your senses in thought-provoking ways.
103. Try different perfumes and scents.
104. Mix your senses. How much does the color pink weigh? How does lavender scent sound?
105. Debate! Defend an argument. Try taking the opposite side, too.
106. Use time boxing.
107. Allocate time for brain development.
108. Have your own mental sanctuary.
109. Be curious!
110. Challenge yourself.
111. Develop your visualization skills. Use it at least 5 minutes a day.
112. Take notes of your dreams. Keep a notebook by your bedside and record your dreams first thing in the morning or as you wake up from them.
113. Learn to lucid dream.
114. Keep a lexicon of interesting words. Invent your own words.
115. Find metaphors. Connect abstract and specific concepts.
116. Manage stress.
117. Get random input. Write about a random word in a magazine. Read random sites using StumbleUpon or Wikipedia.
118. Take different routes each day. Change the streets you follow to work, jog or go back home.
119. Install a different operating system on your computer.
120. Improve your vocabulary.
121. Deliver more than what’s expected.

Thursday, October 21, 2010

Social Media Facts and Figures
Social Selling Software - InsideView.com

Sunday, October 17, 2010

Dalai Lama’s 18 rules for living


Dalai Lama’s 18 rules for living

At the start of the new millennium the Dalai Lama apparently issued eighteen rules for living. Since word travels slowly in the digital age these have only just reached me. Here they are.

1. Take into account that great love and great achievements involve great risk.
2. When you lose, don’t lose the lesson.
3. Follow the three Rs:
1. Respect for self
2. Respect for others
3. Responsibility for all your actions.
4. Remember that not getting what you want is sometimes a wonderful stroke of luck.
5. Learn the rules so you know how to break them properly.
6. Don’t let a little dispute injure a great friendship.
7. When you realize you’ve made a mistake, take immediate steps to correct it.
8. Spend some time alone every day.
9. Open your arms to change, but don’t let go of your values.
10. Remember that silence is sometimes the best answer.
11. Live a good, honourable life. Then when you get older and think back, you’ll be able to enjoy it a second time.
12. A loving atmosphere in your home is the foundation for your life.
13. In disagreements with loved ones, deal only with the current situation. Don’t bring up the past.
14. Share your knowledge. It’s a way to achieve immortality.
15. Be gentle with the earth.
16. Once a year, go someplace you’ve never been before.
17. Remember that the best relationship is one in which your love for each other exceeds your need for each other.
18. Judge your success by what you had to give up in order to get it.

OwenKelly blog

Wednesday, October 13, 2010

Hamburgers America's Favorite Food



www.mint.com

Eleitor num boteco do Leblon by João Ubaldo Ribeiro


Eleitor num boteco do Leblon
João Ubaldo Ribeiro
O Estado de S.Paulo


-Cara, eu vou te contar, parece perseguição, caso pensado do destino contra mim.

- É verdade, o Flamengo...

- Dispenso insinuações. Se é para desacatar, pode dizer, que eu mudo de mesa, não tem nada a ver com o Flamengo.

- Que é que foi então, a Martinha casou de novo, você está de genro novo outra vez?

- Não, quanto a isso tudo bem. Ela casa de seis em seis meses, eu já acostumei, já tenho até uma rotina de conhecer genro novo que eu sigo automaticamente, só misturo os nomes de vez em quando, mas ela também mistura, ninguém liga, eles são modernos. Sem problema, nessa área eu não tenho mais problema, é coisa do passado. Não, cara, é esse segundo turno, esse segundo turno não tinha nada que pintar, cortou a minha legal mesmo. Não digo que seja um grande problema, mas é mais uma frustraçãozinha, eu já tinha entrado em outra e agora vou ter de adiar até o segundo turno. Eu queria já estar comemorando hoje, mas vou ter que esperar até o dia 31.

- Não, vai esperar até 1.º de novembro. A eleição é que é no dia 31, o resultado só deve sair em 1.º de novembro.

- Mas eu não queria comemorar resultado nenhum, não estou falando em resultado. Por mim, pode dar o resultado que der, é tudo mera formalidade, as tetas continuam as mesmas, só substituíram algumas bocas. Não comemoro resultado nenhum, eles que comemorem, chega de ser otário. Eles é que entram no bem-bom e eu é que vou ficar aqui feito um bobo alegre, comemorando? Não é nada disso, é que eu já tinha me programado todo para esse momento. Minha última eleição, a última vez em que eu tenho de passar por isso.

- Também não é tão dramático assim, votar hoje em dia é muito fácil, ninguém demora muito.

- Você não está sacando nada, a questão não é essa. É a humilhação, eu não quero é sofrer a humilhação outra vez.

- Você vai me desculpar, mas então não saquei mesmo. Eu não vejo humilhação nenhuma nas eleições.

- É uma questão de sensibilidade. Você não tem a mesma sensibilidade que eu, eu sou um cara muito sensível e meu pai sempre incutiu nos filhos o senso do ridículo, o velho sempre passou para nós um grande senso de ridículo. E talvez você nunca tenha parado para pensar. Acho que meu problema é esse, eu paro muito para pensar e também tenho muito senso de ridículo. Na última eleição, não sei se lhe contei, eu tive uma crise de riso na frente da urna que os mesários quase chamam uma ambulância, grande mico. Na hora eu ri, mas a lembrança é muito desagradável. No fim do ano eu emplaco setentinha, quer dizer, era votar agora e nunca mais. Aí vem esse segundo turno adiar minha festa e renovar a humilhação.

- Eu ainda não entendi que humilhação é essa.

- É uma questão de sensibilidade mesmo. A você pode não afetar, a mim afeta muito. Em primeiro lugar, eleição é somente para carimbar o visto para eles se locupletarem nossa custa, não importa que papo mandem para cima da gente, tem que prestar atenção no que eles fazem, não no que eles dizem.

- Está certo que muitos deles sejam assim, mas não todos. Ainda há uns caras sérios por aí.

- Quem, os da esquerda?

- Não necessariamente, não é isso que eu quero dizer.

- Eu explico a diferença entre a esquerda e a direita. A turma da esquerda mete a mão esquerda no pirão, a da direita mete a mão direita e a do centro deve meter as duas, ou então o bocão logo direto. A função do eleitor é somente carimbar a autorização. E o comparecimento é obrigatório, tem que tomar parte na presepada, mesmo que não queira. Nem a liberdade de se recusar a fazer papel de besta o sujeito tem, é muita humilhação.

- Não concordo, você está sendo radical.

- Para que serve o título de eleitor? Você tem que ter o título, tem que mostrar nas repartições que nem o CPF. É para isso que o título serve, para mostrar que você tem título. Você parou para pensar nisso direito, não é humilhação? Os caras te obrigam a entrar numa fila e encarar burocracia para tirar um documento cuja única finalidade é mostrar que você tem esse documento. É como ganhar um diploma de diplomado. Atenção, cidadão, o título de eleitor é um elemento importante de sua cidadania e será exigido para tudo, só não será aceito para votar. Para votar, será aceito qualquer documento, menos o título de eleitor, e você acha que não estão curtindo com a cara da gente?

- Realmente acabou dando nessa confusão, mas é uma coisa que pode ser corrigida, é um pormenor sem importância. Claro que não vai ficar assim, eu tenho certeza de que vão consertar isso, devem bolar um título novo, com a fotografia do eleitor.

- Ah, devem. Vão fazer até melhor, eles não vão deixar passar essa. Vai sair um kit-eleitor, com um exemplar da Constituição, um CD com os hinos brasileiros e o título de eleitor, tudo obrigatoriamente comprado na mão de um único fornecedor. E, enquanto isso, o que eu faço com o título velho?

- Bem, há uma boa resposta para isso.

- Eu sei. E deve ser isso mesmo que eles estão querendo nos dizer, eles humilham.

Saturday, October 09, 2010

10 lessons of a web start up by Evan Williams.


10 lessons of a web start up

Evan Williams


#1: Be Narrow
Focus on the smallest possible problem you could solve that would potentially be useful. Most companies start out trying to do too many things, which makes life difficult and turns you into a me-too. Focusing on a small niche has so many advantages: With much less work, you can be the best at what you do. Small things, like a microscopic world, almost always turn out to be bigger than you think when you zoom in. You can much more easily position and market yourself when more focused. And when it comes to partnering, or being acquired, there's less chance for conflict. This is all so logical and, yet, there's a resistance to focusing. I think it comes from a fear of being trivial. Just remember: If you get to be #1 in your category, but your category is too small, then you can broaden your scope—and you can do so with leverage.





#2: Be Different
Ideas are in the air. There are lots of people thinking about—and probably working on—the same thing you are. And one of them is Google. Deal with it. How? First of all, realize that no sufficiently interesting space will be limited to one player. In a sense, competition actually is good—especially to legitimize new markets. Second, see #1—the specialist will almost always kick the generalist's ass. Third, consider doing something that's not so cutting edge. Many highly successful companies—the aforementioned big G being one—have thrived by taking on areas that everyone thought were done and redoing them right. Also? Get a good, non-generic name. Easier said than done, granted. But the most common mistake in naming is trying to be too descriptive, which leads to lots of hard-to-distinguish names. How many blogging companies have "blog" in their name, RSS companies "feed," or podcasting companies "pod" or "cast"? Rarely are they the ones that stand out.





#3: Be Casual
We're moving into what I call the era of the "Casual Web" (and casual content creation). This is much bigger than the hobbyist web or the professional web. Why? Because people have lives. And now, people with lives also have broadband. If you want to hit the really big home runs, create services that fit in with—and, indeed, help—people's everyday lives without requiring lots of commitment or identity change. Flickr enables personal publishing among millions of folks who would never consider themselves personal publishers—they're just sharing pictures with friends and family, a casual activity. Casual games are huge. Skype enables casual conversations.





#4: Be Picky
Another perennial business rule, and it applies to everything you do: features, employees, investors, partners, press opportunities. Startups are often too eager to accept people or ideas into their world. You can almost always afford to wait if something doesn't feel just right, and false negatives are usually better than false positives. One of Google's biggest strengths—and sources of frustration for outsiders—was their willingness to say no to opportunities, easy money, potential employees, and deals.





#5: Be User-Centric
User experience is everything. It always has been, but it's still undervalued and under-invested in. If you don't know user-centered design, study it. Hire people who know it. Obsess over it. Live and breathe it. Get your whole company on board. Better to iterate a hundred times to get the right feature right than to add a hundred more. The point of Ajax is that it can make a site more responsive, not that it's sexy. Tags can make things easier to find and classify, but maybe not in your application. The point of an API is so developers can add value for users, not to impress the geeks. Don't get sidetracked by technologies or the blog-worthiness of your next feature. Always focus on the user and all will be well.





#6: Be Self-Centered
Great products almost always come from someone scratching their own itch. Create something you want to exist in the world. Be a user of your own product. Hire people who are users of your product. Make it better based on your own desires. (But don't trick yourself into thinking you are your user, when it comes to usability.) Another aspect of this is to not get seduced into doing deals with big companies at the expense or your users or at the expense of making your product better. When you're small and they're big, it's hard to say no, but see #4.





#7: Be Greedy
It's always good to have options. One of the best ways to do that is to have income. While it's true that traffic is now again actually worth something, the give-everything-away-and-make-it-up-on-volume strategy stamps an expiration date on your company's ass. In other words, design something to charge for into your product and start taking money within 6 months (and do it with PayPal). Done right, charging money can actually accelerate growth, not impede it, because then you have something to fuel marketing costs with. More importantly, having money coming in the door puts you in a much more powerful position when it comes to your next round of funding or acquisition talks. In fact, consider whether you need to have a free version at all. The TypePad approach—taking the high-end position in the market—makes for a great business model in the right market. Less support. Less scalability concerns. Less abuse. And much higher margins.





#8: Be Tiny
It's standard web startup wisdom by now that with the substantially lower costs to starting something on the web, the difficulty of IPOs, and the willingness of the big guys to shell out for small teams doing innovative stuff, the most likely end game if you're successful is acquisition. Acquisitions are much easier if they're small. And small acquisitions are possible if valuations are kept low from the get go. And keeping valuations low is possible because it doesn't cost much to start something anymore (especially if you keep the scope narrow). Besides the obvious techniques, one way to do this is to use turnkey services to lower your overhead—Administaff, ServerBeach, web apps, maybe even Elance.





#9: Be Agile
You know that old saw about a plane flying from California to Hawaii being off course 99% of the time—but constantly correcting? The same is true of successful startups—except they may start out heading toward Alaska. Many dot-com bubble companies that died could have eventually been successful had they been able to adjust and change their plans instead of running as fast as they could until they burned out, based on their initial assumptions. Pyra was started to build a project-management app, not Blogger. Flickr's company was building a game. Ebay was going to sell auction software. Initial assumptions are almost always wrong. That's why the waterfall approach to building software is obsolete in favor agile techniques. The same philosophy should be applied to building a company.





#10: Be Balanced
What is a startup without bleary-eyed, junk-food-fueled, balls-to-the-wall days and sleepless, caffeine-fueled, relationship-stressing nights? Answer?: A lot more enjoyable place to work. Yes, high levels of commitment are crucial. And yes, crunch times come and sometimes require an inordinate, painful, apologies-to-the-SO amount of work. But it can't be all the time. Nature requires balance for health—as do the bodies and minds who work for you and, without which, your company will be worthless. There is no better way to maintain balance and lower your stress that I've found than David Allen's GTD process. Learn it. Live it. Make it a part of your company, and you'll have a secret weapon.





#11 (bonus!): Be Wary
Overgeneralized lists of business "rules" are not to be taken too literally. There are exceptions to everything.

Thursday, October 07, 2010

For anyone under 50 reading this, I have some good news for you. 50 is pretty darned good!

25 Lessons I’ve Learned In 50 Years


1. 50 doesn’t feel like 50. It doesn’t feel like the age you imagined when you are in your 20’s or 30’s. For the most part, it feels the way you feel right now. But smarter and more confident. You also have more time and resources to enjoy life. So don’t fear it. Look forward to it.
2. Experience life before you settle down. Whatever it is you want to do or experience, do as much of it as you can before you have children. Especially travel. Live in a hovel and drive a beat-up Dodge Dart if you have to. But go have some really great, amazing, mind-blowing experiences.
3. Money and stuff are not all that important. Yes, you want enough to be comfortable and do the things you want to do. But accumulating for the sake of accumulating is so boring and empty. Feed the soul, not the ego.
4. Don’t try to impress people. That’s an act that brings nothing but a momentary ego boost. Be real with people instead. Connect with fewer people on a level that is deeper and more profound.
5. Let your kids fail. Your kids will be okay, even if you think they are headed for the juvie right now. Don’t come to their rescue all the time. Don’t manage every detail of their lives or over-schedule them with tao quan dao or viola lessons. Give them some boundaries, and then relax about them.
6. Bad things will happen. Part of living and getting older is experiencing upheavals in life. People lose jobs, get divorced, die. When you are younger, and things have gone pretty well, this can be shocking. The bad things won’t kill you. You will learn from them if you allow it.
7. Not much is worth fighting about. If you can avoid it, don’t fight. Step back from arguments with your spouse or family member or neighbor. When you feel anger surging up and you want to say that snarky thing on the tip of your tongue, just close your mouth and walk away. Let yourself calm down. You don’t have to be right or win the argument. It just doesn’t matter that much.
8. Little things stick with you. So pay attention to them. Like watching your child sleep. Preparing a meal with your family. Sharing a great laugh with an old friend. That is the real stuff life is made of.
9. Keep having fun. Fun is way underrated. With all of our responsibilities, fun seems like an indulgence. It shouldn’t be. It should be a requirement. Remember what you did to have fun when you were younger, and go do it again. Leave the house messy and the yard un-mowed for the weekend. You will remember the fun, not the clean house or yard. Make time for fun.
10. Make things simpler. Pick the five most important things in your life now, and focus on those things. Let the other stuff go. Let go of the activities, the events, the commitments, the shopping, the to-do lists. Stop the busyness and really enjoy the important things you have right now.
11. Keep your brain active. Don’t get into a mental rut. Do new things, learn new things, explore new ideas in all areas of your life. Keep challenging yourself and your mind. Be curious and interested in the world around you.
12. Hang out with younger people. Stay connected with what the generation behind you is doing and thinking. Establish friendships with them. You will benefit and learn from each other. Don’t act superior, because younger people may know a whole lot more than you do!
13. Keep exercising and eating healthy. You know this, but I’ll remind you anyway. The older you get, the more important a healthy lifestyle is. In my 20’s, I could shovel down a Wendy’s hamburger and fries every day and never see the difference. Now I just look at a hamburger and my butt gets bigger.
14. Manage aging, but why fight it? You can spend a fortune on face creams, plastic surgery, hair growth formulas, and botox, but eventually you realize you are fighting an uphill battle. Groom yourself nicely. Stay fit. Have unsightly things removed. But accept the beauty of aging. A striking mature man or woman is much more attractive than someone who looks overly taunt, tanned or top-heavy.
15. Everyone doesn’t have to like you and vice versa. One of my friends likes to say, “She’s not in my cluster.” Sometimes there are people in your life who are just not the right fit or who drain you dry. It is fine to back off from them or even let them go.
16. Marriages evolve and change. The feelings you had for the man or woman you married will mutate and evolve several times over the life of a marriage. Hopefully you will evolve in the same direction or at least embrace and accept the changes in the other person. It takes work, and sometimes it takes counseling. Don’t gloss over those changes or you may wake up next to a stranger one day.
17. Yes, you can still have great sex. When I was in my 20’s, I thought you stopped doing it when you were in your early 40’s. I assumed middle aged people would no longer want to disrobe in front of each other. I’m happy to inform you that this is not the case.
18. Tend to your friendships. Especially your oldest friendships. These are the people who know and love you best, in spite of your flaws. Treat them like the precious gems they are.
19. Stop worrying. Worry does absolutely nothing productive. In fact, it is counterproductive. The more you worry, the more you reinforce the problem or concern in your brain.
20. Everything is not always black or white. Life is often very ambiguous. Sometimes there isn’t a right or wrong decision or choice. Things are not always completely clear. You may not get THE answer, so you just have to wing it.
21. Take action on your dreams. If you’ve been putting things off — a new career, more education, the big trip — start taking action right now to make it happen. Don’t dream about it anymore. Start doing it.
22. Don’t dwell on your wounds. Everyone has something that has caused pain and has been limiting them in some way. If you need help to deal with it, then get it right away. Don’t let the past limit your future.
23. Embrace change. As uncomfortable as it is sometimes, change allows us to stretch and grow. New things feel awkward and scary at first, but those feelings go away, and you are left with something bigger and bolder in your life.
24. Be vulnerable. Allow yourself to feel, to be open and authentic. Tear down any emotional brick walls you have built around yourself and feel every exquisite emotion, both good and bad. This is real life. This is how you welcome new opportunities.
25. Count your blessings every day. I know, this is a refrigerator magnet line, but practice it daily anyway. There is so much good, so much beauty, so much love in your life. What more do you really need? You have so much right now, you just need to pause long enough to appreciate it.

Wednesday, October 06, 2010

Law of Diminishing Returns by Celes

Law of Diminishing Returns

Wikepedia Law of Diminishing Return

When I studied economics in junior college, I learned about the law of diminishing returns, referring to a phenomenon encountered in labor and production. If you studied economics before, that wouldn’t be new to you.

Let’s say you have a plot of land growing maize. You want to use fertilizer to get the maximum yield (other conditions such as sunlight, water and oxygen are already in place). Fertilizer is the input, and yield is the return. However to do that, you need to understand two principles:

(1) Every additional unit of fertilizer generates a different increase in yield. The first few units probably gives a burst in yield compared to without fertilizer. After that, adding more fertilizer will still give more yield, but at a decreasing rate.

(2) There is an optimal point where adding X amount of fertilizer which will give you maximum yield. This is known as the point of diminishing returns. Any additional fertilizer beyond that will lead to a smaller increase in yield which does not justify the cost of buying more fertilizer. This is where the law of diminishing returns kicked in. The law refers to how every additional unit of input you put in leads to lesser and lesser additional output.

law-of-diminishing-returns

(3) If you continue to keep adding beyond that the point of diminishing returns, you will reach a stage where not only does your output not increase, your overall output decreases! In the case of the fertilizers, your overall yield will decrease because your crops get damaged or even killed.

Here’s another example – If you run a big restaurant and only have a cook, you are only going to get Y amount of cooked meals. Adding more cooks will definitely result in higher supply of cooked meals – initially. After that, you will reach a point where your additional output per new cook decreases instead even though the new cooks you are hiring have the exact same level of expertise as the existing ones. That’s because there is a limited number of kitchen supplies (pots, pans, stove, etc) which they can use.

If you continue to keep hiring beyond that point, you will hit a stage where overall output decreases with every new cook! That’s because everyone is going to start jostling and competing for kitchen supplies inside the kitchen, which results in a chaotic situation and affects the work of existing cooks. Cooking will less effective than if there are lesser cooks. This is also what they mean when they say ‘too many cooks spoil the broth’. ;)
Law of Diminishing Returns in Our Life

So how does this apply to the domain of personal growth? Everywhere! :D If you look closely, you can see this law in effect in different areas, probably more than you are normally aware of:

* Learning curve: After working at a new workplace for a period of time, your learning curve starts to slow down
* Daily work: After spending X amount of time at a certain task, your level of output decreases
* Recreation: After playing games/watching shows/engaging in your hobby for X number of hours, your enjoyment level decreases
* Sleep: After sleeping for X amount of hours, the amount you get rejuvenated by becomes smaller
* Exercise: After exercising for X amount of time, the amount of exercise you can do becomes lesser
* Friends: After spending X amount of time with your friends consecutively, your additional utility you get from hanging out decreases
* Eating: After eating X amount of food, your satisfaction of the additional food becomes lesser
* And many, many more

The ability to recognize the point of diminishing returns and cut off further activity from that point onwards can result in a huge benefits. These benefits can manifest in the form of increased productivity, fulfillment, happiness and vitality, depending on what area you are using it in.

If you are not conscious of the point of diminishing returns, you will fall into the trap of investing more input then your return is worth. That results in ineffective usage of your energy. This is something neurotic perfectionists are often guilty of. They keep hammering at a task, refusing to let go of it even till the last minute, because they want to beat them into perfection. In trying to fulfill their satisfaction of having a ‘perfect’ or near perfect outcome, they jeopardize the bigger picture. The effort they invested in trying to get the last few nuggets of output in place could have been more effectively spent in generating a lot more output in tasks. This is why quitting to win is so important.

The law of diminishing returns is related to the 80-20 rule. With 80-20 rule, 20% of your effort usually leads to 80% of output. The law of diminishing returns kicks in beyond the 20th percentile. With every additional unit of effort after the 20th percentile (this figure is dependent on the situation nature), the amount of output you get in return is minimal.

How do you find the point of diminishing returns then? It’s easy when the task is something quantifiable (such as with money, weight loss, time, etc). However, it gets tricky if you are involving intangibles, such as amount of happiness, fulfillment, quality of written work, and so on.

There isn’t a hard and fast rule to identify this. Obviously, if there is a radar that goes off whenever we hit the point of diminishing returns, that’ll make things a lot simpler ;) My advice is to use your gut feeling. Get a good sense of when you think you are not getting your worth of returns for the effort you are putting in. The best way to develop your gut is (1) keep building up your experience (2) constantly evaluate and exercise your gut every step of the way.

The point of diminishing returns doesn’t remain there forever. With increased skill level through leveling up, it takes more input for you to hit the point where you are getting negative output. When I initially started off writing posts at my blog in Dec ’08, the quality of the writing started to decrease in the 3rd hour of writing or so. After 6 months of experience in writing, I can maintain the same quality of output even beyond the 4th hour. The point of diminishing returns has moved outwards since I’m now a more seasoned writer and I’m becoming more and more connected with my inner muse.
Be aware of diminishing returns in your life

Are there any areas in your life where the law of diminishing returns is in action? Here are some examples:

* Career:
o Are the additional hours you are spending at work justified with the additional work you finish?
o Are you past the point where you can learn and grow in your current role? Is it time to request promotion/advancement?
o Have you lost the passion for your work? Is it time to pursue something else you enjoy more?
* Relationships:
o Are you trying to keep up with so many friends that you are losing balance in your other priorities?
o Are you spending so much of your time with your partner that it has become an act of habit which does not result in increased fulfillment?
* Daily life:
o Are you sleeping more than necessary to become well-rested?
o Are you watching TV/playing games/engaging in recreation beyond what you really enjoy?
o Are you spending more time on facebook/twitter/social networking sites/forums than is necessary?

Exercise your gut and become conscious of the diminishing point. This will be an extremely important skill to use as you optimize your days and maximize not just your productivity, but also your happiness level.

Einstein’s Secret to Amazing Problem Solving (and 10 Specific Ways You Can Use It)


Einstein’s Secret to Amazing Problem Solving (and 10 Specific Ways You Can Use It)

Einstein's Secret to Jaw-Dropping Problem Solving

Einstein is quoted as having said that if he had one hour to save the world he would spend fifty-five minutes defining the problem and only five minutes finding the solution.

This quote does illustrate an important point: before jumping right into solving a problem, we should step back and invest time and effort to improve our understanding of it. Here are 10 strategies you can use to see problems from many different perspectives and master what is the most important step in problem solving: clearly defining the problem in the first place!
The Problem Is To Know What the Problem Is

The definition of the problem will be the focal point of all your problem-solving efforts. As such, it makes sense to devote as much attention and dedication to problem definition as possible. What usually happens is that as soon as we have a problem to work on we’re so eager to get to solutions that we neglect spending any time refining it.

What most of us don’t realize — and what supposedly Einstein might have been alluding to — is that the quality of the solutions we come up with will be in direct proportion to the quality of the description of the problem we’re trying to solve. Not only will your solutions be more abundant and of higher quality, but they’ll be achieved much, much more easily. Most importantly, you’ll have the confidence to be tackling a worthwhile problem.
Problem Definition Tools and Strategies

The good news is that getting different perspectives and angles in order to clearly define a problem is a skill that can be learned and developed. As such, there are many strategies you can use to perfect it. Here are the 10 most effective ones I know.
1. Rephrase the Problem

When a Toyota executive asked employees to brainstorm “ways to increase their productivity”, all he got back were blank stares. When he rephrased his request as “ways to make their jobs easier”, he could barely keep up with the amount of suggestions.

Words carry strong implicit meaning and, as such, play a major role in how we perceive a problem. In the example above, ‘be productive’ might seem like a sacrifice you’re doing for the company, while ‘make your job easier’ may be more like something you’re doing for your own benefit, but from which the company also benefits. In the end, the problem is still the same, but the feelings — and the points of view — associated with each of them are vastly different.

Play freely with the problem statement, rewording it several times. For a methodic approach, take single words and substitute variations. ‘Increase sales’? Try replacing ‘increase’ with ‘attract’, ‘develop’, ‘extend’, ‘repeat’ and see how your perception of the problem changes. A rich vocabulary plays an important role here, so you may want to use a thesaurus or develop your vocabulary.
2. Expose and Challenge Assumptions

Every problem — no matter how apparently simple it may be — comes with a long list of assumptions attached. Many of these assumptions may be inaccurate and could make your problem statement inadequate or even misguided.

The first step to get rid of bad assumptions is to make them explicit. Write a list and expose as many assumptions as you can — especially those that may seem the most obvious and ‘untouchable’.

That, in itself, brings more clarity to the problem at hand. But go further and test each assumption for validity: think in ways that they might not be valid and their consequences. What you will find may surprise you: that many of those bad assumptions are self-imposed — with just a bit of scrutiny you are able to safely drop them.

For example, suppose you’re about to enter the restaurant business. One of your assumptions might be ‘restaurants have a menu’. While such an assumption may seem true at first, try challenging it and maybe you’ll find some very interesting business models (such as one restaurant in which customers bring dish ideas for the chef to cook, for example).
3. Chunk Up

Each problem is a small piece of a greater problem. In the same way that you can explore a problem laterally — such as by playing with words or challenging assumptions — you can also explore it at different “altitudes”.

If you feel you’re overwhelmed with details or looking at a problem too narrowly, look at it from a more general perspective. In order to make your problem more general, ask questions such as: “What’s this a part of?”, “What’s this an example of?” or “What’s the intention behind this?”.

For a detailed explanation of how this principle works, check the article Boost Your Brainstorm Effectiveness with the Why Habit.

Another approach that helps a lot in getting a more general view of a problem is replacing words in the problem statement with hypernyms. Hypernyms are words that have a broader meaning than the given word. (For example, a hypernym of ‘car’ is ‘vehicle’). A great, free tool for finding hypernyms for a given word is WordNet (just search for a word and click on the ‘S:’ label before the word definitions).
4. Chunk Down

If each problem is part of a greater problem, it also means that each problem is composed of many smaller problems. It turns out that decomposing a problem in many smaller problems — each of them more specific than the original — can also provide greater insights about it.

‘Chunking the problem down’ (making it more specific) is especially useful if you find the problem overwhelming or daunting.

Some of the typical questions you can ask to make a problem more specific are: “What are parts of this?” or “What are examples of this?”.

Just as in ‘chunking up’, word substitution can also come to great use here. The class of words that are useful here are hyponyms: words that are stricter in meaning than the given one. (E.g. two hyponyms of ‘car’ are ‘minivan’ and ‘limousine’). WordNet can also help you finding hyponyms.
5. Find Multiple Perspectives

Before rushing to solve a problem, always make sure you look at it from different perspectives. Looking at it with different eyes is a great way to have instant insight on new, overlooked directions.

For example, if you own a business and are trying to ‘increase sales’, try to view this problem from the point of view of, say, a customer. For example, from the customer’s viewpoint, this may be a matter of adding features to your product that one would be willing to pay more for.

Rewrite your problem statement many times, each time using one of these different perspectives. How would your competition see this problem? Your employees? Your mom?

Also, imagine how people in various roles would frame the problem. How would a politician see it? A college professor? A nun? Try to find the differences and similarities on how the different roles would deal with your problem.
6. Use Effective Language Constructs

There isn’t a one-size-fits-all formula for properly crafting the perfect problem statement, but there are some language constructs that always help making it more effective:

* Assume a myriad of solutions. An excellent way to start a problem statement is: “In what ways might I…”. This expression is much superior to “How can I…” as it hints that there’s a multitude of solutions, and not just one — or maybe none. As simple as this sounds, the feeling of expectancy helps your brain find solutions.
* Make it positive. Negative sentences require a lot more cognitive power to process and may slow you down — or even derail your train of thought. Positive statements also help you find the real goal behind the problem and, as such, are much more motivating.
For example: instead of finding ways to ‘quit smoking’, you may find that ‘increase your energy’, ‘live longer’ and others are much more worthwhile goals.
* Frame your problem in the form of a question. Our brain loves questions. If the question is powerful and engaging, our brains will do everything within their reach to answer it. We just can’t help it: Our brains will start working on the problem immediately and keep working in the background, even when we’re not aware of it.
* If you’re still stuck, consider using the following formula for phrasing your problem statement:
“In what ways (action) (object) (qualifier) (end result)?”
Example: In what ways might I package (action) my book (object) more attractively (qualifier) so people will buy more of it (end result)?

7. Make It Engaging

In addition to using effective language constructs, it’s important to come up with a problem statement that truly excites you so you’re in the best frame of mind for creatively tackling the problem. If the problem looks too dull for you, invest the time adding vigor to it while still keeping it genuine. Make it enticing. Your brain will thank (and reward) you later.

One thing is to ‘increase sales’ (boring), another one is ‘wow your customers’. One thing is ‘to create a personal development blog’, another completely different is to ‘empower readers to live fully’.
8. Reverse the Problem

One trick that usually helps when you’re stuck with a problem is turning it on its head.

If you want to win, find out what would make you lose. If you are struggling finding ways to ‘increase sales’, find ways to decrease them instead. Then, all you need to do is reverse your answers. ‘Make more sales calls’ may seem an evident way of increasing sales, but sometimes we only see these ‘obvious’ answers when we look at the problem from an opposite direction.

This seemingly convoluted method may not seem intuitive at first, but turning a problem on its head can uncover rather obvious solutions to the original problem.
9. Gather Facts

Investigate causes and circumstances of the problem. Probe details about it — such as its origins and causes. Especially if you have a problem that’s too vague, investigating facts is usually more productive than trying to solve it right away.

If, for example, the problem stated by your spouse is “You never listen to me”, the solution is not obvious. However, if the statement is “You don’t make enough eye contact when I’m talking to you,” then the solution is obvious and you can skip brainstorming altogether. (You’ll still need to work on the implementation, though!)

Ask yourself questions about the problem. What is not known about it? Can you draw a diagram of the problem? What are the problem boundaries? Be curious. Ask questions and gather facts. It is said that a well-defined problem is halfway to being solved: I would add that a perfectly-defined problem is not a problem anymore.
10. Problem-Solve Your Problem Statement

I know I risk getting into an infinite loop here, but as you may have noticed, getting the right perspective of a problem is, well, a problem in itself. As such, feel free to use any creative thinking technique you know to help. There are plenty to choose from:

You may want to give yourself an Idea Quota of problem statements. Or write a List of 100 problems to solve. SCAMPER your problem definition. These are just some of dozen techniques you can try.

Of course, how much effort you invest in defining the problem in contrast to how much effort you invest in solving your actual problem is a hard balance to achieve, though one which is attainable with practice.

Personally, I don’t think that 55 minutes of defining a problem versus 5 minutes acting on it is usually a good proportion. The point is that we must be aware of how important problem defining is and correct our tendency to spend too little time on it.

In fact, when you start paying more attention to how you define your problems, you’ll probably find that it is usually much harder than solving them. But you’ll also find that the payoff is well worth the effort.

Litemind

Exploring ways to use our minds efficiently.

Monday, October 04, 2010

El ogro filantrópico by Octavio Paz


El ogro filantrópico por Octavio Paz
terrenos de anarquía y guerra civil, los mexicanos hemos vivido a la sombra de gobiernos alternativamente despóticos o paternales pero siempre fuertes: el rey-sacerdote azteca, el virrey, el dicta- dor, el señor presidente. La excepción
es el corto período que Cosío Villegas Ila- ma la República Restaurada y durante el cual los liberales trataron de limar las garras del Estado heredado de Nueva España. Esas garras se llamaban (se Ila- man): burocracia y ejército. Los libera- les querían una sociedad fuerte y un Es- tado débil. Tentativa ejemplar que pronto fracasó: Porfirio Díaz invirtió los términos e hizo de México una socie- dad débil dominada por un Estado fuer- te. Los liberales pensaban que la mo- dernización sería la obra -como en otras partes del mundo: Inglaterra, Francia, Estados Unidos- de la bur-
guesía y la clase media. No fue así y con Díaz el Estado comienza a conver- tirse en el agente de la modernización. Cierto, la acción económica del régi- men se apoyó en las empresas privadas y en el capitalismo extranjero. Pero la fundación de empresas industriales y la construcción de fábricas y ferrocarriles no fue tanto la expresión del dinamis- mo de una clase burguesa como el re- sultado de una deliberada política gu- bernamental de estímulos e incentivos. Además, lo decisivo no fue la acción económica sino el fortalecimiento del Estado. Para que un organismo sea ca- paz de llevar a cabo tareas históricas como la modernización de un país, el primer requisito es que sea fuerte. Con Porfirio Díaz el Estado mexicano reco- bró el poder que había perdido durante los conflictos y guerras que sucedieron a la Independencia.
El historiador conservador Carlos Pereyra señala que las convulsiones políticas y el estado caótico del país hasta la dictadura de Díaz fueron. esen- cialmente. una consecuencia de la de- bilidad de los gobiernos desde la Inde- pendencia. El Estado novohispano había sido una construcción de extraor- dinaria solidez y que fue capaz de hacer frente lo mismo a los revoltosos enco- menderos que a los obispos despóticos. Al derrumbarse, dejó una clase rica muy poderosa y dividida en facciones irreconciliables. La ausencia de un po- der central moderador tanto como la inexistencia de tradiciones democráti- cas explican que las facciones no tarda-
sen en acudir a la fuerza para dirimir sus diferencias. Así nació la plaga del mili- tarismo: la espada fue la respuesta a la debilidad del Estado y al poderío de las facciones. ¿Por qué era débil el Estado mexicano? La debilidad, dice Pereyra, era una consecuencia de la pobreza. Aclaro: no pobreza del país sino del po- der político. El Estado era pobre frente a una Iglesia dueña de la mitad del país y una clase de propietarios y hacendados inmensamente ricos. ¿Cómo someter a los obispos y cómo lograr que prevale- ciera la ley en una sociedad donde cada jefe de familia se sentía un monarca? Bajo la dictadura del general Díaz el Es- tado mexicano empezó a salir de la po- breza. Los gobiernos que sucedieron a Díaz, pasada la etapa violenta de la Re- volución, impulsaron el proceso de enri- quecimiento y muy pronto, con Calles. otro general, el gobierno mexicano ini- ció su carrera de gran empresario. Hoy es el capitalista más poderoso del país aunque, como todos sabemos, no es ni el más eficiente ni el más honrado.
El Estado revolucionario hizo algo más que crecer y enriquecerse. Como el Japón durante el periodo Meiji, a través de una legislación adecuada y de una política de privilegios, estímulos y cré- ditos, impulsó y protegió el desarrollo de la clase capitalista. El capitalismo mexicano nació mucho antes que la Revolución pero maduró y se extendió hasta llegar a ser lo que es gracias a la acción y a la protección de los gobier- nos revolucionarios. Al mismo tiempo. el Estado estimuló y favoreció a las or- ganizaciones obreras y campesinas. ES- tos grupos vivieron y viven a su sombra. ya que son parte del PRI*. No obstante. sería inexacto y simplista reducir su re- lación con el poder público a la del súb- dito y el señor. La relación es bastante más compleja: por una parte, en un ré- gimen de partido único como es el de México, las organizaciones sindicales y populares son la fuente casi exclusiva de legitimación del poder estatal; por la otra, las uniones populares, sobre todo las obreras, poseen cierta libertad de maniobra. El gobierno necesita a IoS sindicatos tanto como los sindicatos al gobierno. En realidad, las dos únicas fuerzas capaces de negociar con el go- bierno son los capitalistas y los dirigen-
* Partido Revolucionario Institucional. en el poder. con distintos nombres, desde 1929.
tes obreros. Por último, no contento con impulsar y, en cierto sentido, mo- delar a su imagen al sector capitalista y al obrero, el Estado postrrevolucionario completó su evolución con la creación de dos burocracias paralelas. La prime- ra está compuesta por administradores y tecnócratas; constituye el personal gubernamental y es la heredera históri- ca de la burocracia novohispana y de la porfirista. Es la mente y el brazo de la modernización. La segunda está forma- da por profesionales de la política y es la que dirige. en sus diversos niveles y escalones, al PRI. Las dos burocracias viven en continua ósmosis y pasan in- cesantemente del Partido al Gobierno y viceversa.
La descripción que acabo de hacer es apresurada y esquemática pero no es inexacta. Por ella no es difícil com- probar que el poder central. en México, no reside ni en el capitalismo privado ni en las uniones sindicales ni en los parti- dos políticos sino en el Estado. Trinidad secular. el Estado es el Capital. el Tra- bajo y el Partido. Sin embargo, no es un Estado totalitario ni una dictadura. En la Unión Soviética el Estado es el propie- tario de las cosas y de los hombres, quiero decir: es el dueño de los medios de producción, de los productos y de los productores. A su vez, el Estado es la propiedad del Partido Comunista y el Partido es la propiedad del Comité Cen- tral. En México el Estado pertenece a la doble burocracia: la tecnocracia admi- nistrativa y la casta política. Ahora bien, estas burocracias no son autónomas y viven en contínua relación -rivalidad,- complicidad, alianzas y rupturas- con los otros dos grupos que comparten la dominación del país: el capitalismo pri- vado y las burocracias obreras. Estos grupos, por lo demás, tampoco son ho- mogéneos y están divididos por quere- llas de intereses, ideas y personas. Ade- más, hay otro sector, cada vez más in- fluyente e independiente: la clase me- dia y sus voceros, los estudiantes y los intelectuales. La función de los frailes y los clérigos en Nueva España la desem- peñan ahora los universitarios y los es- critores. El lugar que antes ocupaban la teología y la religión, lo ocupa hoy la
ideología. Por fortuna México es una sociedad más y más plural y el ejercicio de la crítica -único antídoto contra las ortodoxias ideológicas- crece a medi- da que el país se diversifica.
Letras, letrillas, letrones
La acción de todas estas clases, gru- pos e individuos se despliega dentro de un marco: el contexto internacional. Al- gunos países, a través de distintos gru- pos. influyen indirectamente en la opi- nión, sobre todo entre los estudiantes, los periodistas y otros sectores profe- sionales. A veces, como en el caso de Cuba, esa influencia no está en relación ni con su poderío real -su fuerza mili- tar es impresionante pero no es propia sino dependiente de la Unión Soviéti- ca- ni con sus avances en materia eco- nómica, social o cultural. En nuestro si- glo la ideología no sólo es un vidrio de
aumento: también es un cristal defor- mante que produce toda clase de abe- rraciones, no cromáticas sino morales. En el caso de los Estados Unidos, por el contrarío, no es necesario acudir a la ideología para explicarse las imágenes que provoca en la conciencia de los me- xicanos: su poder es múltiple y ha sido constante en nuestra historia desde ha- ce siglo y medio. Un poder que es eco- nómico, científico, técnico, militar y cul- tural. El poderío norteamericano asume la forma de la fascinación, es decir, sus- cita una reacción contradictoria hecha de atracción y revulsión. Su influencia es particularmente profunda -y con frecuencia nefasta- en la vida econó- mica: asimismo, penetra en los domi- nios de la técnica, la ciencia, la cultura. la sensibilidad popular y, claro, la polítí- ca. La presencia de los Estados Unidos en la vida mexicana es una evidencia histórica que no necesita demostra- ción: posee una realidad física. mate- rial. La observación que he hecho a pro- pósito de la relación ambigua que pre- valece entre los sindicatos y el Estado mexicano. puede aplicarse. hasta cierto punto, a la que nos une con Washíng- ton; quiero decir: es una relación de do- minación que no puede reducirse pura v simplemente al concepto de dependen- cia y que permite cierta libertad de ne- gociación y de movimientos. Hay un
margen de acción. Por más estrecho que nos parezca ese margen, es de todos modos mucho más amplio que el de Po- lonia, Hungría, Checoslovaquia o Cuba frente a la Unión Soviética. Porsupuesto. en momentosde crisis política la influen- cia del Embajador de Estados Unidos en México puede ser - y de hecho ha sido- tan importante y decisiva como la del Sá trapa del Gran Rey durante la guerra de
Peloponeso.
Los autores radicales que, a princi- pios de siglo, se ocuparon de la historia social de la Rusia pre-revolucionaria -Plejanov, Trotsky, Lenin- coíncídian en señalar la debilidad de la burguesía frente al Estado autoritario. Una de las características del capitalismo ruso fue su dependencia del Estado zarista. La burguesía jamás logró liberarse del to- do de la tutela de la autocracia. Esta fla- queza le impidió finalmente llevar a ca- bo la tarea que, según los marxistas. constituía su misión histórica: la mo- dernización de Rusia. Toda la polémica entre los bolcheviques y los mencheví- ques arranca de las distintas posiciones
que unos y otros adoptaron frente a es- ta situación. Aparte de la debilidad de la burguesía, hay que mencionar otro fac- tor que se omite con frecuencia: el Es-
tado zarista no podía ser un agente efi- caz de modernización porque en su es- tructura, en sus cuadros dirigentes y en el espíritu que lo animaba era todavía. en gran parte, un Estado patrimonialis- ta, en el sentido en que Max Weber em- plea esta expresión. En suma, es indu- dable que la debilidad de la burguesía rusa frente al Estado patrimonialísta fue la causa determinante de la suerte ulte- rior de la Revolución. La burocracia so- viética, sucesora de la autocracia. se enfrentó a la tarea que históricamente
-según los marxistas- correspondía a la burguesía (la modernización) pero el resultado fue diametralmente opuesto tanto a las previsiones de los menchevi- ques como a las de los bolcheviques. La conjunción del poder político y del po- der económico -ambos absolutos- no produjo ni la revolución democrática burguesa ni el socialismo sino la im- plantación de una ideocracía totalitaria.
diferencias capitales. La primera: entre el Estado novohispano y el moderno se interpone el breve pero imborrable pe- riodo democrático de la República Res- taurada (1867- 1876). La segunda: mientras el Estado totalitario liquidó a la burguesía rusa, sometió a los campe- sinos ya los obreros, exterminó a sus ri- vales políticos, asesinó a sus críticos y creó una nueva clase dominante, el Es- tado mexicano ha compartido el poder no sólo con la burguesía nacional sino con los cuadros dirigentes de los gran- des sindicatos. Ya he apuntado que la relación entre los gobiernos mexicanos, los dirigentes obreros y campesinos y la burguesía es ambigua, una suerte de alianza inestable no exenta de quere- llas. sobre todo entre el sector privado y el público. Todo esto puede condensar- se en una diferencia que las engloba a todas y que es capital: mientras en Ru- sia el Partido es el verdadero Estado, en México el Estado es el elemento subs- tancial y el Partido es su brazo y su íns- trumento. Así, aunque México no es realmente una democracia tampoco es una ideocracía totalitaria.
Me falta mencionar otra característi- ca notable del Estado mexicano: a pe- sar de que ha sido el agente cardinal de la modernización, él mismo no ha logra- do modernizarse enteramente. En mu- chos de sus aspectos, especialmente en su trato con el público y en su mane- ra de conducir los asuntos, sigue siendo patrimonialista. En un régimen de ese tipo el jefe de Gobierno -el Príncipe o el Presidente- consideran al Estado como su patrimonio personal. Por tal razón. el cuerpo de los funcionarios y empleados gubernamentales, de los ministros a los ujieres y de los magís- trados y senadores a los porteros. lejos de constituir una burocracia imperso-
nal, forman una gran familia política lí- gada por vínculos de parentesco, amis- tad, compadrazgo, paisanaje y otros factores de orden personal. El patrímo- nialísmo es la vida privada incrustada en la vida pública. Los ministros son los familiares y los criados del rey. Por eso.
He recordado el caso de Rusia por- que, por más alejado que parezca. ilu- mina indirectamente las peculiaridades de la situación mexicana. Como en la Rusia de principios de siglo, el proyecto histórico de los intelectuales mexicanos y asimismo, el de los grupos dirigentes y el de la burguesía ilustrada. puede condensarse en la palabra moderniza- ción (industria, democracia, técnica, aunque todos los cortesanos comul-
laicismo. etc.). Como en Rusia. ante la relativa debilidad de la burguesía nati- va. el agente central de la moderniza- ción ha sido el Estado. Por último. co- mo en Rusia, nuestro Estado es el here- dero de un régimen patrimonial: el vi- rreinato novohispano. No obstante, hay
guen en el mismo altar, los regímenes patrímonialistas no se petrifican en or- todoxias ni se transforman en burocra- cias. Son lo contrario de una iglesia y de ahí que, a la inversa de lo que ocurre en cuerpos como la Iglesia Católica y el Partido Comunista, los vínculos entre
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los cortesanos no sean ideológicos sino personales. En las burocracias políticas y eclesiásticas el orden jerárquico es sagrado y está regido por reglas objeti- vas y por principios inmutables, tales como la iniciación. el noviciado o aprendizaje, la antigüedad en el servi- cio, la competencia, la diligencia, la obediencia a los superiores, etc. En el régimen patrimonial lo que cuenta en último término es la voluntad del Prínci- pe y de sus allegados.
En el interior del Estado mexicano hay una contradicción enorme y que nadie ha podido o intentado siquiera re- solver: el cuerpo de tecnócratas y ad- ministradores, la burocracia profesio- nal, comparte los privilegios y los ries- gos de la administración pública con los amigos, los familiares y los favoritos del Presidente en turno y con los amigos, los familiares y favoritos de sus Minis- tros. La burocracia mexicana es moder- na, se propone modernizar al país y sus valores son valores modernos. Frente a ella. a veces como rival y otras como asociada, se levanta una masa de ami- gos, parientes y favoritos unidos por la- zos de orden personal. Esta sociedad cortesana se renueva parcialmente ca- da seis años, es decir, cada vez que as- ciende al poder un nuevo Presidente. Tanto por su situación como por su ideología implícita y su modo de reclu- tamiento, estos cuerpos cortesanos no son modernos: son una supervivencia del patrimonialismo. La contradicción entre la sociedad cortesana y la buro- cracia tecnócrata no inmoviliza al Esta- do pero sí vuelve difícil y sinuosa su marcha. No hay dos políticas dentro del Estado: hay dos maneras de entender la política. dos tipos de sensibilidad y de moral.
Lo mismo en Inglaterra que en Fran- cia, los regímenes modernos se esfor- zaron desde el principio por dotar al nuevo Estado burgués de una burocra- cia ad-hoc, radicalmente distinta a la de las monarquías de los siglos XVII y
XVIII. Mejor dicho. como ha mostrado admirablemente Norbert Elías, las bu- rocracias del siglo XIX y del XX, en Oc- cidente, se formaron dentro del Tercer Estado y la “nobleza de toga”, en lucha permanente contra la sociedad cortesa- na de los regímenes absolutistas. Por
Su evolución fue la misma de la bur- guesía, que pasó del derecho a la eco- nomía y de la lógica jurídica a la lógica de la empresa privada. Así, impuso la racionalidad económica, esencialmente cuantitativa. en el despacho de los ne- gocios del Estado. Exigencia imposible: el Estado no es una empresa. Las ga- nancias y las pérdidas de una nación se calculan de una manera distinta a la que nos enseñan las reglas de contabili- dad. Esta es una contradicción que el Estado burgués liberal no ha podido re- solver. Desde la perspectiva de la admi- nistración de las cosas, las burocracias de las sociedades democráticas bur- guesas han sido incomparablemente
superiores no sólo a las de las antiguas monarquías sino a las de los Estados totalitarios de nuestros días. Agrego que, además de ser más eficaces, han sido más humanas y más tolerantes. Pero esta superioridad de orden profe- sional y moral se convierte en inferiori- dad si se pasa de la administración a la política. La inferioridad se vuelve mani- fiesta en el dominio de las relaciones in- ternacionales.
Abundan los ejemplos de la inepti- tud política de las democracias burgue- sas. Su actitud ante Hitler fue una mez- cla extraordinaria de inconsistencia y de ceguera. Al principio, su intransigen- cia y su egoísmo frente a Alemania fa- vorecieron el surgimiento del nazismo; después, a veces por cálculo y otras por cobardía, fueron cómplices del dicta- dor. Su política con Stalin no fue más clarividente. La misma mezcla de rea- lismo pérfido y a corto plazo inspira su actitud ante las satrapías y tiranías del
Nuevo y el Viejo,Mundo. El oportunis- mo no explica enteramente estas fla-
quezas e incoherencias. La falla es con- génita y ya apunté la razón más arriba: el Estado no es una fábrica ni un nego- cio. La lógica de la historia no es cuanti- tativa. La racionalidad económica de- pende de la relación entre el gasto y el producto, la inversión y la ganancia, el trabajo y el ahorro. La racionalidad del Estado no es la utilidad ni el lucro sino el poder: su conquista, su conservación y su extensión. El arquetipo del poder no está en la economía sino en la gue- rra, no en la relación polémica capital/ trabajo sino en la relación jerárquica je- fes/soldados. De ahí que el modelo de las burocracias políticas y religiosas sea la milicia: la Compañía de Jesús, el Par- tido Comunista.
La naturaleza peculiar del Estado mexicano se revela por la presencia en su interior de tres órdenes o formacio- nes distintas (pero en continua comuni- cación y ósmosis): la burocracia guber- namental propiamente dicha. más o menos estable, compuesta por técnicos y administradores, hecha a imagen y semejanza de las burocracias de las so- ciedades democráticas de Occidente; el conglomerado heterogéneo de ami- gos, favoritos, familiares, privados y protegidos, herencia de la sociedad cor- tesana de los siglos XVII y XVIII: la bu- rocracia política del PRI, formada por profesionales de la política, asociación no tanto ideológica como de intereses faccionales e individuales, gran canal de la movilidad social y gran fraternidad abierta a los jóvenes ambiciosos. gene- ralmente sin fortuna, recién salidos de las universidades y los colegios de edu- cación superior. La burocracia del PRI está a medio camino entre el partido político tradicional y las burocracias que militan bajo una ortodoxia y que operan como milicias de Dios o de la
Historia. El PRI no es terrorista, no quiere cambiar a los hombres ni salvar al mundo: quiere salvarse a sí mismo. Pero eso quiere reformarse. Pero sabe que su reforma es inseparable de la del país. La cuestión que la historia ha planteado a México desde 1968 no consiste únicamente en saber si el Es- tado podrá gobernar sin el PRI sino si los mexicanos nos dejaremos gobernar sin un PRI.
El tema de la Reforma Política, como se llama a las recientes tentativas del Gobierno mexicano por introducir el
su origen, sus métodos de trabajo, sus jerarquías y su moral, la nueva burocra- cia fue la negación del patrimonialismo. pluralismo, merece una pequeña digre-
Letras, letrillas, letrones bbbob.bbbbbbbbbbbbbb.*b*.bbbbbbbbbbbbbbbbbobbbb...bb*bbobebbbeob*bbebbbbbbbbbbbbbbbbbbbb.bbbb*bb*bbbbbb*.e*bb
sión. El PRI nació de una necesidad: asegurar la continuidad de régimen postrrevolucionario, amenazado por las querellas entre los jefes militares sobre- vivientes de las guerras y trastornos que sucedieron al derrocamiento de Porfirio Díaz. Su esencia fue un com- promiso entre la auténtica democracia de partidos y la dictadura de un caudillo como en los otros paises de América Latina. El régimen nacido de la Revolu- ción Mexicana vivió durante muchos años sin que nadie pusiese en duda su legitimidad. Los sucesos de 1968, que culminaron en la matanza de varios cientos de estudiantes, quebrantaron gravemente esa legitimidad, gastada además por medio siglo de dominación ininterrumpida. Desde 1968 los Go- biernos mexicanos buscan, no sin con-
tradicciones, una nueva legitimidad. La fuente de la antigua era por una parte. de orden histórico o más bien. genea- lógico, pues el régimen se ha conside- rado siempre no sólo el sucesor sino el heredero, por derecho de primogenito- ra, de los caudillos revolucionarios; por la otra, de orden constitucional. ya que era el resultado de elecciones formal- mente legales. La nueva legalidad que busca el régimen se funda en el recono- cimiento de que existen otros partidos y proyectos políticos, es decir, en el plu- ralismo. Es un paso hacia la democra- cia.
A la larga, si no se malogra, la Refor- ma Política realizará el sueño de mu- chos mexicanos, sin cesar diferido des- de la Independencia: transformar al país en una verdadera democracia mo- derna. A corto plazo, sin embargo, es Ií- cito dudar que baste con unas cuantas medidas de orden legal para cambiar las estructuras políticas de una socie- dad. En efecto, ante todo hay que pre- guntarse: ¿cuáles son los partidos polí- ticos que podrían disputarle al PRI su dominación? Si descartamos a los par- tidos peleles que durante años han de- sempeñado el papel de títeres en la far- za electoral, el único rival serio del PRI ha sido el PAN. Es un partido naciona- lista, católico y conservador que, como su nombre lo indica (Partido Acción Na- cional), estuvo emparentado en su ori- gen con tendencias más o menos influi- das por el pensamiento de Maurras y de su Action Française (el monarquismo v el antisemitismo excluidos). El PAN ha sido el eterno derrotado en las eleccio- ..............................................................................................................
nes. aunque no siempre legalmente. No hay que olvidar que el PRI no es un par- tido que ha conquistado el poder: es el brazo político del poder. Hasta ahora sólo a unos cuantos les ha importado que el PRI gane invariablemente las elecciones. Esta indiferencia explica por qué ni el PAN ni ninguno de los otros grupos de oposición, de la derecha o la izquierda. han sido capaces de organi- zar un movimiento de resistencia nacio- nal. El descontento del pueblo mexica- no no se ha expresado en formas políti- cas activas sino como abstención y es- cepticismo. Hoy el régimen busca una nueva legalidad en el pluralismo y en esto reside la novedad de la situación.’ Pero la crisis del sistema político mexi- cano no ha beneficiado al PAN, que no ha podido capitalizar en su favor el des- contento contra el partido oficial. Al contrario: hoy el PAN es más débil que hace quince años. Para colmo, desga- rrado por luchas intestinas, padece una suerte de crisis de identidad. Aunque trata de olvidar sus inclinaciones autori- tarias y “maurrasianas”, no ha logrado convertirse en un partido demócrata- cristiano. ¿Y los otros partidos?
del Partido Comunista francés, el más conservador y centralista de los tres grandes partidos europeos. (Althusser lo ha descrito hace unos meses, en Le Monde, como una organización cerrada de tipo militar. una “fortaleza”.) Otra característica de la situación mexicana: la nula influencia de los intelectuales de izquierda en esta evolución del Partido Comunista de México. El cambio de los Partidos Comunistas europeos, como es sabido, se debe en buena parte a la crítica de sus intelectuales disidentes; en México -salvo raras excepciones co- mo las de José Revueltas, Eduardo Lizal- de y otros pocos más- los intelectuales marxistas han sido los fieles aunque po- co imaginativos apologistas del “socia- lismo histórico”, a través de todas sus contradictorias metamorfosis, de Stalin a Brejnev.
El Partido Demócrata Mexicano tie- ne orígenes semejantes a los del PAN. aunque su clientela no es la clase me- dia sino los campesinos pobres de la re-
El Partido Comunista Mexicano. a pesar de que fue fundado hace más de cincuenta años, antes que el PRI, es una agrupación pequeña, con nula o es- casa influencia entre los trabajadores. Sin embargo. gracias a su control de aI- gunos grupos de estudiantes y, sobre todo, a su dominación en varios sindica- tos de empleados y profesores. se ha hecho fuerte en las Universidades. El Partido Comunista de México es un partido universitario y esta paradoja.
gión central. Un partido auténticamen- te plebeyo. Es el descendiente directo de la Unión Nacional Sinarquista. una organización animada por un populis- mo nacionalista y religioso en el que no era difícil reconocer, al lado de retazos de ideologías fascistas, las aspiraciones tradicionales de los movimientos revo- lucionarios campesinos. Entre los sinar- quistas todavía estaba viva la tradición de los levantamientos agrarios. nota constante de la historia de México des- de el siglo XVII. Extraño amasijo: la her-
que habría escandalizado a Marx. signi- fica una conquista estratégica aprecia- ble. Las Universidades son uno de los puntos sensibles del país. Desde hace poco, inspirado y alentado sin duda por el ejemplo de los europeos (Italia. Espa- ña y Francia), el Partido Comunista de México se ha declarado partidario del pluralismo democrático, aunque sin re- nunciar al “centralismo democrático”
crisis de identidad semejante a la del PAN, y no acaba de definir su nuevo perfil democrático. Sin embargo, a pe- sar de ser un partido pobre lo mismo en recursos materiales que en ideas. tiene
leninista. Este cambio implica en cierto modo una autocrítica de su pasado es- talinista. Por desgracia, no ha sido una crítica explícita; además, ha sido dema- siado tímida y está llena de lagunas v reticencias. Es revelador que el Partido Comunista mexicano, en varias decla- raciones y manifestaciones recientes. se haya mostrado afín a las posiciones
todavía influencia entre los campesinos y la clase media baja del centro del país. Un rasgo común de estos parti- dos: los tres quisieran olvidar su pasado autoritario. Pero no acaban de exorcisar las sombras de Maurras, Mussolini y Stalin... Una agrupación política que no arrastra ningún pasado terrible y que surgió de un genuino anhelo de cambio social y democrático: el Partido Mexi- cano de los Trabajadores. Nacido de la crisis de 1968, su aparición fue vista con gran simpatía por muchos grupos de estudiantes e intelectuales; asimis-
mandad religiosa, la falange fascista y la jacquerie revolucionaria. El Partido Demócrata Mexicano atraviesa por una
mo, por los veteranos de los descala- bros del movimento obrero en el pasa- do. Por desgracia, este partido todavía no ha sido capaz de formular un progra- ma claro ni, lo que no es menos grave, claramente democrático. Un programa que le otorgue fisonomía política y que lo distinga de los otros grupos de iz- quierda. Podría mencionara otros parti- dos independientes pero son minúscu- Ios y sin fuerza apreciable.
El espectador más distraído descu- bre inmediatamente en este panorama dos grandes ausencias. Una, la de un partido conservador como el Republi-
cano de los Estados Unidos o los parti- dos conservadores de la Gran Bretaña, Francia, Alemania y España; otra, la de un auténtico partido socialista, con in- fluencia entre los trabajadores, los inte- lectuales y la clase media. Esto último es lo verdaderamente lamentable y re- vela cruelmente una de las carencias más graves de México y de América La- tina: la inexistencia de una tradición so- cialista democrática. ¿El pluralismo mexicano que prepara la Reforma Polí- tica estará compuesto por partidos mi- noritarios y que difícilmente merecen el calificativo de democráticos? Lo más probable es que ese remedo del plura- lismo, lejos de aliviarla, agrave la crisis de legitimidad del régimen. Si así fuese. el desgaste del PRI se acentuaría y el
Estado, para no disolverse, tendría que apoyarse en otras fuerzas sociales:’ no en una burocracia política como el PRI sino, según ha sugerido recientemente Jean Meyer. en la burocracia militar.’ Hay, sin embargo, otro remedio. Pero es un remedio visto con horror por la clase política mexicana: dividir al PRI. Tal vez su ala izquierda, unida a otras fuerzas, podría ser el núcleo de un ver- dadero partido socialista.
La Reforma política ha sido concebi- da por uno de los hombres más inteli- gentes de México, un verdadero inte- lectual que es asimismo un político sa- gaz. Sin embargo, como se ha visto, es- te proyecto se enfrenta al mismo muro que ha cerrado el paso a otras iniciati- vas de nuestros intelectuales y hom- bres de Estado, de Juárez y los liberales de 1857 a nuestros días. No es un mu- ro de piedras ni ideas ni intereses: es un muro de vacío. Entre “la idea y la reali-
Technocrates en uniforme: L’Etat Symbio- tique, Critique, Aout-Septembre 1977.
dad, entre el impulso y el acto, cae la sombra”. Como en el poema de Eliot, ¿México es “la tierra muerta, la tierra de cactos”, cubierta de ídolos rotos y de imágenes apolilladas de santos y san- tas? ¿No hacemos sino “dar vueltas y vueltas al nopal”? Pero ese nopal no es, en nuestra mitología, la planta del reino de los muertos; al contrario: es la planta herádica de la fundación de México Tenochtitlán y sus frutos sangrientos simbolizan la unión del principio solar y el agua primordial. Tal vez hemos equi- vocado el camino; tal vez la salida está en volver al origen.
Aclaro: no condeno prematura y pre- cipitadamente a la Reforma Política. ES benéfica incluso dentro de sus limita-
ciones. Creo que hay que profundizarla y, por decirlo así, democratizarla: des- cender del nivel de los partidos; que es el nivel de la ideología, al de los intere- ses y sentimientos concretos y particu- lares de los pueblos, los barrios y los grupos. En el caso de la Reforma Políti- ca la expresión “volver al origen” quiere decir: tratar de insertarla en las prácti- cas democráticas tradicionales de nuestro pueblo. Esas prácticas y esas tradiciones -ahogadas por muchos años de opresión y recubiertas por unas estructuras legales formalmente demo- cráticas pero que son en realidad abs- tracciones deformantes- están vivas todavía. Vivas en muchas formas de convivencia social y, sobre todo, vivas en la memoria colectiva. Pienso. por ejemplo, en la democracia espontánea de los pequeños pueblos y comunida- des, en el autogobierno de los grupos indígenas, en el municipio novo-
hispano y en otras formas políticas tra- dicionales. Ahí está, creo, la raíz de una posible democracia mexicana. Sólo que para que la Reforma Política llegase al pueblo real, el Estado tendría que co- menzar por su autorreforma. Si demo- cracia es pluralismo, lo primero que hay que hacer es descentralizar. (Es posi- ble? Por una parte, la otra tradición his- tórica mexicana es el centralismo. En México la realidad de realidades se Ila- ma, desde Izcóatl, poder central. Contra esa realidad se estrellaron los liberales y federalistas del siglo pasado. Ade- más, burocracia es sinónimo de centra- lismo y el Estado mexicano, como to- dos los del siglo XX, inexorablemente tiende a convertirse en un Estado buro- crático.
La situación de los partidos políticos es uno de los signos de la ambigua mo- dernidad de México. Otro signo es la corrupción. Desde la perspectiva de la persistencia del patrimonialismo es más fácil entender este fenómeno. En todas las cortes europeas, durante los siglos XVII y XVIII. se vendían los em- pleos públicos y había tráfico de in- fluencias y favores. Durante la regencia de Mariana de Austria, el privado de la reina, Don Fernando Valenzuela (el Duende de Palacio), en un momento de apuro del erario público, decidió con- sultar con los teólogos si era lícito ven- der al mejor postor los altos cargos, en- tre ellos los virreinatos de Aragón, Nue- va España, Perú y Nápoles. Los teólo- gos no encontraron nada en las leyes divinas ni en las humanas que fuese contrario a este recurso. La corrupción de la administración pública mexicana. escándalo de propios y extraños, no es en el fondo sino otra manifestación de la persistencia de esas maneras de pen- sar y de sentir que ejemplifica el dicta- men de los teólogos españoles. Perso- nas de irreprochable conducta privada. espejos de moralidad en su casa yen su barrio, no tienen escrúpulos en dispo- ner de los bienes públicos como si fue- sen propios. Se trata no tanto de una inmoralidad como de la vigencia in- consciente de otra moral: en el régimen patriomonial son más bien vagas y fluc- tuantes las fronteras entre la esfera pú- blica y la privada, la familia y el Estado.
Si cada uno es el rey de su casa, el reino es como una casa y la nación como una familia. Si el Estado es el patrimonio del Rey, ¿cómo no va a serlo también de
Letras, letrillas, letrones
sus parientes, sus amigos, sus servido- res y sus favoritos? En España el Primer Ministro se llamaba, significativamen- te, Privado.
La presencia de la moral patrimonia- lista cortesana en el interior del Estado mexicano es otro ejemplo de nuestra incompleta modernidad. Lo mismo en los estratos más bajos -la sociedad campesina y sus creencias religiosas y morales- que en la clase medía y en la alta burocracia tropezamos con la mez- cla desconcertante de rasgos modernos y arcaicos. La modernización de Méxi- co, iniciada a fines del siglo XVIII por los virreyes de Carlos III, sigue siendo un proyecto realizado sólo a medias y que afecta sólo a la superficie de las conciencias. La mayoría de nuestras
actitudes profundas ante el amor. la muerte, la amistad, la cocina, la fiesta, no son modernas. Tampoco lo son
nuestra moralidad pública. nuestra vida
familiar, el culto a la Virgen, nuestra imagen del Presidente... ¿Por qué? En otros escritos he tratado de responder a esta pregunta. Aquí sólo repetiré que desde la gran ruptura hispánica -la cri- sís del final del siglo XVIII y su conse- cuencia: la Independencia- los mexi- canos hemos adoptado varios proyec- tos de modernización. Todos ellos no sólo se han revelado inservibles sino que nos han desfigurado. Máscaras de Robespierre y Bonaparte. Jefferson y Lincoln, Comte y Marx, Lenin y Mao: si la historia es teatro, la de nuestro país ha sido una mascarada interrumpida una y otra vez por el estallido del motín y la revuelta. No predico el regreso a un pasado, imaginario como todos los pa- sados, ni pretendo volver al encierro de una tradición que nos ahogaba. Creo que, como los otros países de América Latina, México debe encontrar su pro- pía modernidad. En cierto sentido debe
inventarla. Pero inventarla a partir de las formas de vivir y morir, producir y gastar, trabajar y gozar que ha creado nuestro pueblo. Es una tarea que exige, aparte de circunstancias históricas y sociales favorables, un extraordinario realismo y una imaginación no menos extraordinaria. No necesito recordar que el renacimiento de la imaginación. lo mismo en el dominio del arte que en el de la política, siempre ha sido prepa- rado y precedido por el análisis y la crí- tica. Creo que a nuestra generación y a la que sigue les ha tocado este queha- cer. Pero antes de emprender la crítica de nuestras sociedades, de su historia y de su presente, los escritores híspanoa- mericanos debemos empezar por la crí- tica de nosotros mismos. Lo primero es curarnos de la intoxicación de las ideo- logías simplistas y simplificadoras.
México, D. F., a 28 de Marzo de 1978.