Featured Bullshit and verisimilitude
Neither tool nor companion
The model is not a tool and not a shared self. It is a companion in the work that has no interior life, and its emptiness is what forces me to do the caring.
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The model is not a tool and not a shared self. It is a companion in the work that has no interior life, and its emptiness is what forces me to do the caring.
Read this essay →Featured Pamamahalang Pilipino
On the shadow side of Filipino values: the same orientations that build solidarity can be turned, fluently, into extraction.
Read this essay →Featured Bullshit and verisimilitude
A single true-or-false axis cannot tell honest approximation from bullshit. Three independent questions can, and the second one does most of the work.
Read this essay →Featured Bullshit and verisimilitude
Two of my own positions pull against each other. Truth-agnostic text at scale corrodes our ability to tell true from false, yet I keep telling good actors to flood the same channel with verisimilitude. I have not reconciled them.
Read this essay →Featured Bullshit and verisimilitude
The word lying lets too many people off the hook. Bullshit, defined as indifference to the truth, names the real problem, and it is the more corrosive of the two.
Read this essay →Featured Pamamahalang Pilipino
A one-letter choice, and the case for an indigenous Filipino management theory built by recovery rather than invention.
Read this essay →A hypothetical: the statement is accurate, grieving, and still functions as bullshit. The reason looks structural, a communications chain built to limit liability that subordinates the truth no matter how much the people in it care.
Asking how a business changes the world is asking about its innovation. Innovation recombines existing capacities into a whole with new properties, and which way that recombination points is a moral choice rather than a technical one.
A worry about Diwa-Kapwa-Loob: if diwa is undone by being claimed, can it ground a management theory at all? It can, because naming a structure and claiming a personal virtue are different acts. The framework checks organizations; it does not certify people.
Purpose-washing is not caused by an organization being explicit about its values. It is caused by the gap between what the bylaws declare and what the configuration actually does. So audit the structure instead of trusting the proclamation.
The difference between a value you declare and a virtue you practice, and the discipline that turns one into the other.
Certain traits cannot survive being claimed. The moment a leader announces humility or servanthood, the announcement re-centers the self and produces the opposite of what it names.
Three familiar explanations for Philippine corruption, and why a scale mismatch explains more than any of them.
Awards from Geneva and a Vogue spread look like vanity until you watch them hold off the quarries. International attention becomes armour around a Philippine watershed, and I find that clever and uneasy at once.
A claim that disruptive innovation is itself a form of blending: existing technology, a new market segment, and a different cost structure, recombined. The disruption label centers whoever got displaced, not the act of creation.
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