Change is inevitable. Yet if we are to believe that a new era
is dawning we must, and this is an
obligation, seek to understand what is fundamental about the changes unfolding
around us that will bring about a transformative
transition, that is; a transition where things are made anew.
We are told that we are entering into a ‘post’ era. That new
generations will be ‘post-literate’; transcending the need to read and write – perhaps
even ‘post-language’ where communication is mediated by technologies directly
from one mind to another without the need for words. That we are headed towards
a ‘postcapitalist’ political economy: one where technological innovation will
force 20th Century capitalism to out-evolve itself. That we will
live in a ‘post-labour’, ‘post-work’ world; one that could either be
techno-utopian or techno-dystopian, depending on who you ask. That we will live
in a ‘post-gendered’, ‘post hetero-normative world’; where identity will be
more flexible and difference and otherness will enjoy broader social
acceptance. That borders and boundaries will become more fluid. And that there
is perhaps a prospect of a ‘post-politics’ emerging that will upend and replace
the political dichotomies of the 20th Century.
But perhaps more profoundly, that we will become a
‘posthuman’ society, where the anthropocentric view of humans as the centre of
the world will be replaced by a recognition of humans as part of a broader
ecology of interactions with non-human species enjoying an equal status; their
undeniable interconnectedness, interdependence and inter-reliance taking
precedence over human exceptionalism. A society where we increasingly inhabit
the planetary significance of our daily choices, one that will increasingly be
mediated by technologies that reside inside and outside of our bodies, and
perhaps, even our minds.
There is a thread running through all these ‘post’
discourses; and that thread has come to be known by the often contested term;
the fourth industrial revolution or 4IR. The posthuman “other” characterizes
the fourth industrial revolution. Whether it is artificial intelligence or automation;
the cyborg or human-machine augmentation; mutation or hybridization at the genetic
level; the increasing dominance of augmented reality as central to human
socio-economic interaction, or whether it is the identity fluidity that emerges
from some or a combination of these factors; the posthuman society is
characterized by the phenomenon of merging with the other. However, agonistic
or not the reaction to this is, it is the posthuman position that merging and
interdependence will increasingly characterize the condition of the other,
whether we speak of the other of
science fiction, or of histories that have hitherto been denied.
Yet what is this posthuman society of the other? And can it really decouple from its past?
Clearly, it cannot do so neatly. It will
likely be a fraught and agonistic process; a process that is more likely to
become stuck in an oscillation between the realities of its inheritance and the
mirages it aspires to actualizing. It is clear – to me at least – that there is
great danger in lapsing into a blinkered technology-centric vision of the
fourth industrial revolution. Not only does it present its aspirations as
inevitable outcomes; it presents transformative transition as linear, when it
is anything but linear. Rather it is characterized by evolutionary change,
which is distinctly non-linear, metastable and unpredictable. What future does
this posthuman society then auger? And how can we grapple with it?
Posthumanism is a post-dualistic theory: it is a theory that
favours neither this nor that binary
option for categorizing phenomena; it departs from the position that is always
both. In this; posthumanism and the posthuman society, acknowledges the
complexity of the transition that is unfolding. And that complexity is
ultimately (well, currently) a human one to wrestle with, as it necessitates
grappling with the ethics of the
fourth industrial revolution and what it will mean for a posthuman society. For
ethics, and the principles that inform ethics, are central to navigating new
futures; they provide the foundation upon which leaders can navigate the turbulent
‘whitewaters’ of change.
When we look at how the fourth industrial revolution is
positioned in popular discourse, there is very little serious thought given to
ethics, which is key to leadership. The emphasis is on the technological and
not the social aspects of organization. Yet it is critical to think through the
fourth industrial revolution from the perspective of posthumanism; as it is a
philosophical project that is concerned with the ethics of precisely this new future.
Moreover, what are the implications for how society is
organized? How will human beings live, love, work, play, endure crises, express
themselves, explore their spirituality and materiality, form and break bonds
constitute families and communities, vote, engage in the political realm and
take political action, and so forth. Indeed, how do we want them to?
Indeed, the question is even greater; how might our values,
beliefs and norms evolve or co-evolve
with the socio-technological changes of the posthuman era? Will we be able to
distinguish signals from the noise? How will being hyper-connected, embedded,
immersed in the augmented realities that we are embedded in affect us? At what
point do we begin to drown in the noise while synthetic agents gain greater
clarity, perhaps ultimately replacing us?
And what kind of ethics – or rather – ethical frameworks do we require to effectively navigate the changes that will unfold, that is; especially those that are emergent, unpredictable?
Clearly, a morality based ethics will suffer in an
environment where rapid and unforeseen changes dominate the socio-technological
society and its organization. Morality is relative, that is; between human
beings, but also over time. Morality based ethics will not be able to cope with
the vast changes that are set to unfold. It simply cannot remain constant with
respect to temporal change. So where will we derive an ethics for the fourth
industrial revolution from?
Will it simply be a survivalist ‘non-ethics’ that informs
leaders and leaderships, a spiral to the bottom where power and the ‘tragedy of
the commons’ is replaced by the ‘tragedy of the private’? Where accumulation by
a few intensifies and inequality grows?
Where democratic integrity is sacrificed in the desperate
scramble for political/raw power; where nothing else matters but ‘winning’.
Where the performative is amplified, elevated above all else in the
hyper-linked, high frequency update information era?
If we are to purposively construct the posthuman society, or
at least guide it into existence; we will have to ‘dig deep’, so to speak. We
will need to identify the principles that we can agree on instead. So as things
change over time we need to be able to rely on principles that are; (firstly)
temporally robust and (secondly) that we can renegotiate as required. These
principles will have to be post-dualistic in nature; they will need to be both
resilient yet adaptive at the same time. This is what a post-dualistic
framework for deriving ethics requires.
What jarring complexity is this? Where neither good nor bad, virtue nor evil; dictates the transformation that unfolds. That it is always both, a duality that persists and pervades regardless of the professed ethics of an era. We will get to this later.
First, let us ground this discussion in a set of thoughts
about the organization of the future:
What will the organization of the future look like? How will
it be designed? What will its societal role be? What kind of ‘citizen’ or
‘legal person’ will the organization of the future be? How sustainable will it
be, not just in terms of its profit margins, but in terms of how it uses
resources and impacts the environment? Most of all, what do we want it to be?
These questions cannot escape that when we tackle the future there is always a
strong normative element to it; it is not just about what will emerge, but what
we want the future to be. Although we
cannot entirely control what emerges, we have to strive to actualize the future
we want from what ultimately unfolds in reality. We are grappling, so to speak,
with the process of becoming.
What can we do to position leadership for a future that is
currently thought of in binary terms; of an imminent techno-utopia or
techno-dystopia? Well, first and foremost, we have to acknowledge that what
emerges from the fourth industrial revolution will largely be undecideable –
note; not neutral – but undecideable. Every innovation will likely be a coin
with two sides; a duality of possibilities lying latent within it. How it meets
society and co-evolves with it, and what that reflexivity reproduces, cannot be
easily discerned. We have no crystal balls to rely on. Well at least I don’t,
and my conviction is that only snake oil salesman pretend to know!
My feeling is that this duality between techno-utopian and
techno-dystopian utility, enabled by the full range of possibilities that each
innovation hosts, will ultimately emerge as complex phenomena; those that do
not easily fit into this box or that, or this binary classification or that. Rather,
each innovation will seed, grow and reproduce in the territories that provide
them with a clear need, and a clear means through which the innovation can
be adapted to meet that need. And their value and sustainability will in turn
be a result of how well they help sustain the boundaries of those territories,
and perhaps extend them. That is; in how well it helps reproduce and entrench the
territory that it seeds in.
And as the new technological, social, economic, cultural,
environmental, institutional and organizational factors emerge, combine,
disperse and recombine; new forms will be born in each of these domains. Natality will likely characterize the
state of things.
So, in this new era, how will organizations be designed? How
will they function?
1. They will need to enhance their
adaptive and creative capacity.
a. Diversity, inclusion and valuing
codependence over individualism is necessary for this.
b. So is a transdisciplinary skills base
that can facilitate cross-pollination of ideas and perspectives.
2. They may need to be able to expand
and contract relatively quickly in order to survive.
a. Perhaps they will have to think more
carefully about how they distribute their functions, processes and controls – as
well as their assets and resources – in order to be able to do so.
b. Might that also be the case for the
skills, capabilities and networks that underlie their core competences?
c. Linked to this, might they be
increasingly decentralized? Where networks of organizations replace one large
organization (“web-like, scattered and polycentred” as Rosi Braidotti – the
eminent scholar of posthumanism, puts it).
3. They may need to build in
redundancies into their organizational design, so that they can quickly access
multiple fall-back configurations in order to adapt.
a. This has implications for
organizational design that prioritizes efficiency measures over adaptability.
Efficiency does not equal resilience.
b. They will also likely increasingly
need to prioritise sub-optimisation over efficiency: Simply optimizing every
contributing part of an organization will not be enough; indeed, in complexity
theory the sub-optimisation principle states that when the parts of a system
are optimized the whole functions sub-optimally and vice-versa. This may seem
counterintuitive but it is true of all natural systems, including our bodies;
if your body’s parts were all functioning optimally now you would be dead
within minutes.
4. Hierarchy versus heterarchy: While
hierarchies are important, they may need to become more fluid, that is; more
heterarchical, where agents, functions, controls and processes rise to
authority depending on how the context evolves, that is, a more complex,
adaptive hierarchy.
Moreover, the question of how organizations will look and
function is tied up with the questions of how societies will be organized, and
how governments – even democracies – will function. But we do not have the time
to go into that here.
…
On the question of what principles should inform the ethics
of the fourth industrial revolution and the posthuman era, I alone cannot
prescribe them. Perhaps a better question to ask is,
“What should guide these principles?”
Let me suggest some practical guidelines:
·
First;
that we live in a world with finite resources. That doing more with less resources
will prove critical to how well we navigate the prospect of resource scarcity
and that the kind of societies and world we will live in will depend on it. Whether
we live in a world that is characterized by inequality and scarcity, or whether
we live in a world of abundance and equitable distribution will depend on it.
·
Second;
that we are both a part of, and depend on our life-supporting ecosystems. We
are indisputably part of the natural systems on which we depend for our
survival. And in the anthropocene humankind is driving changes in theses
natural systems that are unprecedented. We are not only changing the global
climate, we are also severely degrading global ecosystems. 18 years ago the
millennium ecosystem assessment found that 12 out of 24 of the global
life-supporting ecosystems were severely degraded.
·
Third;
that we should endeavour, as far as possible, to retain human connection. That
communities and societies cannot thrive when people are individuated and
atomized, where social bonds are mediated through superficial ties
characterized by momentary, transient and ephemeral interactions. We need to be
able to cultivate deep bonds that allow us to feel rooted.
·
Fourth;
that politics cannot function if people are relegated to the private realm and
live lives that are devoid of any engagement in the public realm.
·
Fifth;
that complex change is irreversible; it cannot be rolled back. We will have to
build the adaptive capacity to be able to cope with changes that we cannot
control, for there will likely be many. The paradigm of control will need to be
replaced by one of adaptability. This adaptability requires building both
adaptive capacity and creative capacity; embracing a more inclusive and dynamic
process for contestation and cooperation from which ethical positions can
emerge.
·
Sixth;
that we have long blurred the lines between our biological bodies and
technologies, and that while the fourth industrial revolution promises to
leapfrog the synthesis between human beings and technologies it is not a new
phenomenon. That we have precedents that we can draw on in this respect; it is
not a break with history but an inevitable consequence of it.
·
Seventh;
that the virtual realm is already a full part of our reality; that reality is –
and perhaps has always been – augmented by the technologies through which we
communicate. That all our societal systems – political, educational,
socio-cultural, economic, recreational and so forth will evolve with it. The
question is not if, but how we evolve with it, and on what terms.
·
Eighth;
that undecideability will characterize much of the decision-making about how to
navigate change and the unknown; that decisions will have to be made that are
deeply fraught and fundamentally irresolvable. The notion of what is “just”
will increasingly be fraught with contestation.
·
Ninth;
that potential changes in the nature of work need to be accommodated in such a
manner that systemic changes are embraced that can help absorb and convert these
changes so that meaningful and purpose-filled lives are actualized.
·
Tenth;
that the ethics of leadership will need to broaden, become more inclusive and
cater for both human and non-human species and systems, as well as their
interdependencies.
·
There
are perhaps more, but we need to move on …
So how we navigate between the false dichotomies ascribed by
utopian and dystopian techno-mirages will ultimately depend on what kind of leadership is provided through the
myriad and multi-leveled transitions that society will likely undergo. And that
in turn will require an ethics – of leadership – that is located in a framework
of principles that we can generally agree on; principles that speak to the kind
of society we would like to live in, yet can
still evolve. Principles that can be used to make decisions that guide the
trajectory in one way or another, towards a suitable set of outcomes; given the
balance of probabilities. That is, a set of principles that also accommodates
what is evolutionary about the
‘techno-society’ that is set to unfold with the advent of the fourth industrial
revolution. A set of principles that we must agree to renegotiate along the way
without losing what we value of what
we are. And a leadership ethics that can accommodate change, and allows for its
own renegotiation, on strict and reliable – yet inescapably subjective – terms.
From an academic perspective, the notion of a non-universalizable
ethics stands in confrontation to the roots of the philosophy of ethics that
characterizes the Western Academy. Rather, as Rosi Braidotti puts it:
“… it [i.e. the Western
Academy] perpetuates the institutionalized habit of thought – reactive and
sedentary – of erecting philosophy to the role of a master theory. The image of
the philosopher as the legislator of knowledge and the judge of truth – a model
rooted in the Kantian school – is the exact opposite of what posthuman critical
theory is arguing for; post-identitarian, non-unitary and transversal
subjectivity based on relations with human and non-human others.”
[inserted text]
Rather, she argues for a posthuman ethics that is an ethics
of “collectivity and relationality”, one that can contest and transform power. In
closing, it is worth reminding ourselves that what is most powerful about this
view, is that we will all be part of
constructing the ethics of the posthuman era; that the ethics of the era will
be emergent, and that will require,
above all; strong social organization
to navigate. Perhaps a posthuman perspective on the ethics of the fourth
industrial revolution then ultimately offers us a critical opportunity; an
opportunity to reconstitute a meaningful polis from which a more inclusive,
dynamic and resilient society can emerge.
Thank you!
***Note: This is a transcript of an address delivered to the Alumni Reunion of the Graduate School of Business, University of Cape Town at the Radisson Red Hotel on 20th October 2018.