Ms Mansplaining

I’ve often wondered vaguely where the term “mansplaining” — the patronising way in which men who know nothing about a subject insist on explaining it to a woman — came from. Now I know, courtesy of a ‘Lunch with the FT’ feature in today’s Financial Times. The phrase was coined by the American writer and essayist, Rebecca Solnit. It was prompted by an experience she had at one of those high-end Aspen think-rests in which rich members of the US elite persuade themselves that they are really really interested in ideas. Reflecting on it later, she published a wonderful essay, “Men Explain Things to Me” in Guernica.

It’s terrific. This how it starts…

I still don’t know why Sallie and I bothered to go to that party in the forest slope above Aspen. The people were all older than us and dull in a distinguished way, old enough that we, at forty-ish, passed as the occasion’s young ladies. The house was great–if you like Ralph Lauren-style chalets–a rugged luxury cabin at 9,000 feet complete with elk antlers, lots of kilims, and a wood-burning stove. We were preparing to leave, when our host said, “No, stay a little longer so I can talk to you.” He was an imposing man who’d made a lot of money. He kept us waiting while the other guests drifted out into the summer night, and then sat us down at his authentically grainy wood table and said to me, “So? I hear you’ve written a couple of books.”

I replied, “Several, actually.”

He said, in the way you encourage your friend’s seven-year-old to describe flute practice, “And what are they about?”

They were actually about quite a few different things, the six or seven out by then, but I began to speak only of the most recent on that summer day in 2003, River of Shadows: Eadweard Muybridge and the Technological Wild West, my book on the annihilation of time and space and the industrialization of everyday life.

He cut me off soon after I mentioned Muybridge. “And have you heard about the very important Muybridge book that came out this year?”

So caught up was I in my assigned role as ingénue that I was perfectly willing to entertain the possibility that another book on the same subject had come out simultaneously and I’d somehow missed it. He was already telling me about the very important book–with that smug look I know so well in a man holding forth, eyes fixed on the fuzzy far horizon of his own authority.

Here, let me just say that my life is well-sprinkled with lovely men, with a long succession of editors who have, since I was young, listened and encouraged and published me, with my infinitely generous younger brother, with splendid friends of whom it could be said–like the Clerk in The Canterbury Tales I still remember from Mr. Pelen’s class on Chaucer–“gladly would he learn and gladly teach.” Still, there are these other men, too. So, Mr. Very Important was going on smugly about this book I should have known when Sallie interrupted him to say, “That’s her book.” Or tried to interrupt him anyway.

But he just continued on his way. She had to say, “That’s her book” three or four times before he finally took it in. And then, as if in a nineteenth-century novel, he went ashen. That I was indeed the author of the very important book it turned out he hadn’t read, just read about in the New York Times Book Review a few months earlier, so confused the neat categories into which his world was sorted that he was stunned speechless–for a moment, before he began holding forth again. Being women, we were politely out of earshot before we started laughing, and we’ve never really stopped.

Lovely, isn’t it. She’s a very good essayist. Remember her lovely LRB Diary piece about the luxury coaches which ferry Silicon Valley’s overpaid elites from the San Francisco that their stock options have rendered unaffordable for normal human beings?

It begins:

The buses roll up to San Francisco’s bus stops in the morning and evening, but they are unmarked, or nearly so, and not for the public. They have no signs or have discreet acronyms on the front windshield, and because they also have no rear doors they ingest and disgorge their passengers slowly, while the brightly lit funky orange public buses wait behind them. The luxury coach passengers ride for free and many take out their laptops and begin their work day on board; there is of course wifi. Most of them are gleaming white, with dark-tinted windows, like limousines, and some days I think of them as the spaceships on which our alien overlords have landed to rule over us.

Learning from Marx

Interesting interview with Gareth Stedman-Jones about his new book about Marx. I was struck in particular by this Q&A.

What should we keep from Marx’s thinking then?
The one thing we should preserve from what he said is really the sense of the overpowering nature of capitalism; of its dynamism; of the way it undercuts hierarchies; something which is restless and never ceasing to ‘move’. The idea of something so volatile and unstable has been with us – and is as much with us now as it was then – that’s really something which I would want to credit him with above all.

The second point I think is where he came from in terms of an intellectual formation. He was part of the Young Hegelian movement and that involves a critique of religion, which ends up with the idea of reversal: that it’s not God who created man but man created God. Marx transfers that thought into the way we identify with commodity production, commercialist society, capitalism. Where we think of ourselves as the creatures of a system rather than those who create the system – and that I think is also an important insight.

President Zuck

There’s a fascinating article in The Verge based on an interview with Travis McGinn, an opinion pollster who was hired by Facebook to lead an ongoing polling operation to track minute changes in public perceptions of the company’s founder and CEO, Mark Zuckerberg.

It was a very unusual role,” McGinn says. “It was my job to do surveys and focus groups globally to understand why people like Mark Zuckerberg, whether they think they can trust him, and whether they’ve even heard of him. That’s especially important outside of the United States.”

McGinn tracked a wide range of questions related to Zuckerberg’s public perception. “Not just him in the abstract, but do people like Mark’s speeches? Do they like his interviews with the press? Do people like his posts on Facebook? It’s a bit like a political campaign, in the sense that you’re constantly measuring how every piece of communication lands. If Mark’s doing a barbecue in his backyard and he hops on Facebook Live, how do people respond to that?”

Facebook worked to develop an understanding of Zuckerberg’s perception that went beyond simple “thumbs-up” or “thumbs-down” metrics, McGinn says. “If Mark gives a speech and he’s talking about immigration and universal health care and access to equal education, it’s looking at all the different topics that Mark mentions and seeing what resonates with different audiences in the United States,” he says. “It’s very advanced research.”

Well, well. Now when was the last time a corporation devoted that kind of resource to determine how the great unwashed perceives its CEO? And — since nothing strategic goes on at Facebook without the boss’s say-so, what does it tell us of Zuckerberg’s delusions about himself?

“Facebook is Mark, and Mark is Facebook,” McGinn says.

“Mark has 60 percent voting rights for Facebook. So you have one individual, 33 years old, who has basically full control of the experience of 2 billion people around the world. That’s unprecedented. Even the president of the United States has checks and balances. At Facebook, it’s really this one person.”
McGinn claimed that he joined Facebook “hoping to have an impact from the inside.“

”I thought, here’s this huge machine that has a tremendous influence on society, and there’s nothing I can do as an outsider. But if I join the company, and I’m regularly taking the pulse of Americans to Mark, maybe, just maybe that could change the way the company does business. I worked there for six months and I realized that even on the inside, I was not going to be able to change the way that the company does business. I couldn’t change the values. I couldn’t change the culture. I was probably far too optimistic.”

This sounds extraordinarily naive of McGinn. Didn’t he understand the business model on which the company is based?