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What's Wrong With Growing Blobs of Brain Tissue? - The Atlantic
These increasingly complex organoids aren't conscious—but we might not know when they cross that line.

I don't know why you would even *want* to do this tbh... What's the application?
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12 weeks ago by nhaliday
Becoming a Man - Quillette
written by William Buckner

“In the puberty rites, the novices are made aware of the sacred value of food and assume the adult condition; that is, they no longer depend on their mothers and on the labor of others for nourishment. Initiation, then, is equivalent to a revelation of the sacred, of death, sexuality, and the struggle for food. Only after having acquired these dimensions of human existence does one become truly a man.” – Mircea Eliade, Rites and Symbols of Initiation: The Mysteries of Birth and Rebirth, 1958

“To be a man in most of the societies we have looked at, one must impregnate women, protect dependents from danger, and provision kith and kin.” – David D. Gilmore, Manhood in the Making, 1990

“Keep your head clear and know how to suffer like a man.” – Ernest Hemingway, The Old Man and the Sea, 1952

There are commonalities of human behavior that extend beyond any geographic or cultural boundary. Every known society has a sexual division of labor – many facets of which are ubiquitous the world over. Some activities are universally considered to be primarily, or exclusively, the responsibility of men, such as hunting large mammals, metalworking, and warfare. Other activities, such as caregiving, cooking, and preparing vegetable foods, are nearly always considered primarily the responsibility of women.


Across vastly different societies, with very dissimilar political systems, it is often similar sets of skills that are considered desirable for their (predominately male) leaders. A man can gain status through displays of key talents; through his ability to persuade; by developing and maintaining important social relationships; and by solving difficult problems. In his classic paper on the political systems of ‘egalitarian’ small-scale societies, anthropologist Christopher Boehm writes, “a good leader seems to be generous, brave in combat, wise in making subsistence or military decisions, apt at resolving intragroup conflicts, a good speaker, fair, impartial, tactful, reliable, and morally upright.” In his study on the Mardu hunter-gatherers of Australia, anthropologist Robert Tonkinson wrote that the highest status was given to the “cooks,” which is the title given to “the older men who prepare the many different ceremonial feasts, act as advisors and directors of most rituals (and perform the most important “big” dances), and are guardians of the caches of sacred objects.”

Anthropologist Paul Roscoe writes that some of the important skills of ‘Big Men’ in New Guinea horticulturist societies are, “courage and proficiency in war or hunting; talented oratory; ability in mediation and organization; a gift for singing, dancing, wood carving, and/or graphic artistry; the ability to transact pigs and wealth; ritual expertise; and so on.” In the volume Cooperation and Collective Action (2012), Roscoe notes further that the traits that distinguish a ‘Big Man’ are “his skills in…conflict resolution; his charisma, diplomacy, ability to plan, industriousness, and intelligence” and “his abilities in political manipulation.” In their paper on ‘The Big Man Mechanism,’ anthropologist Joseph Henrich and his colleagues describe the common pathways to status found across cultures, noting that, “In small-scale societies, the domains associated with prestige include hunting, oratory, shamanic knowledge and combat.”


In his book How Can I Get Through To You? (2002), author Terrence Real describes visiting a remote village of Maasai pastoralists in Tanzania. Real asked the village elders (all male) what makes a good warrior and a good man. After a vibrant discussion, one of the oldest males stood up and told Real;

I refuse to tell you what makes a good morani [warrior]. But I will tell you what makes a great morani. When the moment calls for fierceness a good morani is very ferocious. And when the moment calls for kindness, a good morani is utterly tender. Now, what makes a great morani is knowing which moment is which! (Real, 64)

This quote is also favorably cited by feminist author bell hooks in her book The Will to Change (2004). While hooks and Real offer perspectives quite different from my approach here, the words of the Massai elder illustrate an ideal conception of masculinity that may appeal to many people of diverse ideologies and cultural backgrounds. A great warrior, a great man, is discerning – not needlessly hostile nor chronically deferential, he instead recognizes the responsibilities of both defending, and caring for, his friends and family.


As anthropologist David G. Gilmore notes in Manhood in the Making, exhortations such as “be a man” are common across societies throughout the world. Such remarks represent the recognition that being a man came with a set of duties and responsibilities. If men failed to stay cool under pressure in the midst of hunting or warfare, and thus failed to provide for, or protect, their families and allies, this would have been devastating to their societies.

Throughout our evolutionary history, the cultures that had a sexual division of labor, and socialized males to help provide for and protect the group, would have had a better chance at survival, and would have outcompeted those societies that failed to instill such values.

Some would argue, quite reasonably, that in contemporary, industrialized, democratic societies, values associated with hunting and warfare are outmoded. Gilmore writes that, “So long as there are battles to be fought, wars to be won, heights to be scaled, hard work to be done, some of us will have to “act like men.”” Yet the challenges of modern societies for most people are often very different from those that occurred throughout much of our history.

Still, some common components of the traditional, idealized masculine identity I describe here may continue to be useful in the modern era, such as providing essential resources for the next generation of children, solving social conflicts, cultivating useful, practical skills, and obtaining socially valuable knowledge. Obviously, these traits are not, and need not be, restricted to men. But when it comes to teaching the next generation of young males what socially responsible masculinity looks like, it might be worth keeping these historical contributions in mind. Not as a standard that one should necessarily feel unduly pressured by, but as a set of productive goals and aspirations that can aid in personal development and social enrichment.

The Behavioral Ecology of Male Violence:

“Aggressive competition for access to mates is much
more beneficial for human males than for females…”
~Georgiev et al. 1


To understand why this pattern is so consistent across a wide variety of culturally and geographically diverse societies, we need to start by looking at sex differences in reproductive biology.

Biologically, individuals that produce small, relatively mobile gametes (sex cells), such as sperm or pollen, are defined as male, while individuals that produce larger, less mobile gametes, such as eggs or ovules, are defined as female. Consequently, males tend to have more variance in reproductive success than females, and a greater potential reproductive output. Emperor of Morocco, Moulay Ismael the Bloodthirsty (1672–1727) was estimated to have fathered 1171 children from 500 women over the course of 32 years,6 while the maximum recorded number of offspring for a woman is 69, attributed to an unnamed 18th century Russian woman married to a man named Feodor Vassilyev.


Across a wide variety of taxa, the sex that produces smaller, mobile gametes tends to invest less in parental care than the sex that produces larger, less mobile gametes. For over 90 percent of mammalian species, male investment in their offspring ends at conception, and they provide no parental care thereafter.7 A male mammal can often increase his reproductive success by seeking to maximize mating opportunities with females, and engaging in violent competition with rival males to do so. From a fitness perspective, it may be wasteful for a male to provide parental care, as it limits his reproductive output by reducing the time and energy he spends competing for mates.
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april 2018 by nhaliday
The Western Elite from a Chinese Perspective - American Affairs Journal
I don’t claim to be a modern-day Alexis de Tocqueville, nor do I have much in common with this famous observer of American life. He grew up in Paris, a city renowned for its culture and architecture. I grew up in Shijiazhuang, a city renowned for being the headquarters of the company that produced toxic infant formula. He was a child of aristocrats; I am the child of modest workers.

Nevertheless, I hope my candid observations can provide some insights into the elite institutions of the West. Certain beliefs are as ubiquitous among the people I went to school with as smog was in Shijiazhuang. The doctrines that shape the worldviews and cultural assumptions at elite Western institutions like Cambridge, Stanford, and Goldman Sachs have become almost religious. Nevertheless, I hope that the perspective of a candid Chinese atheist can be of some instruction to them.


So I came to the UK in 2001, when I was 16 years old. Much to my surprise, I found the UK’s exam-focused educational system very similar to the one in China. What is more, in both countries, going to the “right schools” and getting the “right job” are seen as very important by a large group of eager parents. As a result, scoring well on exams and doing well in school interviews—or even the play session for the nursery or pre-prep school—become the most important things in the world. Even at the university level, the undergraduate degree from the University of Cambridge depends on nothing else but an exam at the end of the last year.

On the other hand, although the UK’s university system is considered superior to China’s, with a population that is only one-twentieth the size of my native country, competition, while tough, is less intimidating. For example, about one in ten applicants gets into Oxbridge in the UK, and Stanford and Harvard accept about one in twenty-five applicants. But in Hebei province in China, where I am from, only one in fifteen hundred applicants gets into Peking or Qinghua University.

Still, I found it hard to believe how much easier everything became. I scored first nationwide in the GCSE (high school) math exam, and my photo was printed in a national newspaper. I was admitted into Trinity College, University of Cambridge, once the home of Sir Isaac Newton, Francis Bacon, and Prince Charles.

I studied economics at Cambridge, a field which has become more and more mathematical since the 1970s. The goal is always to use a mathematical model to find a closed-form solution to a real-world problem. Looking back, I’m not sure why my professors were so focused on these models. I have since found that the mistake of blindly relying on models is quite widespread in both trading and investing—often with disastrous results, such as the infamous collapse of the hedge fund Long-Term Capital Management. Years later, I discovered the teaching of Warren Buffett: it is better to be approximately right than precisely wrong. But our professors taught us to think of the real world as a math problem.

The culture of Cambridge followed the dogmas of the classroom: a fervent adherence to rules and models established by tradition. For example, at Cambridge, students are forbidden to walk on grass. This right is reserved for professors only. The only exception is for those who achieve first class honors in exams; they are allowed to walk on one area of grass on one day of the year.

The behavior of my British classmates demonstrated an even greater herd mentality than what is often mocked in American MBAs. For example, out of the thirteen economists in my year at Trinity, twelve would go on to join investment banks, and five of us went to work for Goldman Sachs.


To me, Costco represents the best of American capitalism. It is a corporation known for having its customers and employees in mind, while at the same time it has compensated its shareholders handsomely over the years. To the customers, it offers the best combination of quality and low cost. Whenever it manages to reduce costs, it passes the savings on to customers immediately. Achieving a 10 percent gross margin with prices below Amazon’s is truly incredible. After I had been there once, I found it hard to shop elsewhere.

Meanwhile, its salaries are much higher than similar retail jobs. When the recession hit in 2008, the company increased salaries to help employees cope with the difficult environment. From the name tags the staff wear, I have seen that frontline employees work there for decades, something hard to imagine elsewhere.

Stanford was for me a distant second to Costco in terms of the American capitalist experience. Overall, I enjoyed the curriculum at the GSB. Inevitably I found some classes less interesting, but the professors all seemed to be quite understanding, even when they saw me reading my kindle during class.

One class was about strategy. It focused on how corporate mottos and logos could inspire employees. Many of the students had worked for nonprofits or health care or tech companies, all of which had mottos about changing the world, saving lives, saving the planet, etc. The professor seemed to like these mottos. I told him that at Goldman our motto was “be long-term greedy.” The professor couldn’t understand this motto or why it was inspiring. I explained to him that everyone else in the market was short-term greedy and, as a result, we took all their money. Since traders like money, this was inspiring. He asked if perhaps there was another motto or logo that my other classmates might connect with. I told him about the black swan I kept on my desk as a reminder that low probability events happen with high frequency. He didn’t like that motto either and decided to call on another student, who had worked at Pfizer. Their motto was “all people deserve to live healthy lives.” The professor thought this was much better. I didn’t understand how it would motivate employees, but this was exactly why I had come to Stanford: to learn the key lessons of interpersonal communication and leadership.

On the communication and leadership front, I came to the GSB knowing I was not good and hoped to get better. My favorite class was called “Interpersonal Dynamics” or, as students referred to it, “Touchy Feely.” In “Touchy Feely,” students get very candid feedback on how their words and actions affect others in a small group that meets several hours per week for a whole quarter.

We talked about microaggressions and feelings and empathy and listening. Sometimes in class the professor would say things to me like “Puzhong, when Mary said that, I could see you were really feeling something,” or “Puzhong, I could see in your eyes that Peter’s story affected you.” And I would tell them I didn’t feel anything. I was quite confused.

One of the papers we studied mentioned that subjects are often not conscious of their own feelings when fully immersed in a situation. But body indicators such as heart rate would show whether the person is experiencing strong emotions. I thought that I generally didn’t have a lot of emotions and decided that this might be a good way for me to discover my hidden emotions that the professor kept asking about.

So I bought a heart rate monitor and checked my resting heart rate. Right around 78. And when the professor said to me in class “Puzhong, I can see that story brought up some emotions in you,” I rolled up my sleeve and checked my heart rate. It was about 77. And so I said, “nope, no emotion.” The experiment seemed to confirm my prior belief: my heart rate hardly moved, even when I was criticized, though it did jump when I became excited or laughed.

This didn’t land well on some of my classmates. They felt I was not treating these matters with the seriousness that they deserved. The professor was very angry. My takeaway was that my interpersonal skills were so bad that I could easily offend people unintentionally, so I concluded that after graduation I should do something that involved as little human interaction as possible.

Therefore, I decided I needed to return to work in financial markets rather than attempting something else. I went to the career service office and told them that my primary goal after the MBA was to make money. I told them that $500,000 sounded like a good number. They were very confused, though, as they said their goal was to help me find my passion and my calling. I told them that my calling was to make money for my family. They were trying to be helpful, but in my case, their advice didn’t turn out to be very helpful.

Eventually I was able to meet the chief financial officer of my favorite company, Costco. He told me that they don’t hire any MBAs. Everyone starts by pushing trolleys. (I have seriously thought about doing just that. But my wife is strongly against it.) Maybe, I thought, that is why the company is so successful—no MBAs!


Warren Buffett has said that the moment one was born in the United States or another Western country, that person has essentially won a lottery. If someone is born a U.S. citizen, he or she enjoys a huge advantage in almost every aspect of life, including expected wealth, education, health care, environment, safety, etc., when compared to someone born in developing countries. For someone foreign to “purchase” these privileges, the price tag at the moment is $1 million dollars (the rough value of the EB-5 investment visa). Even at this price level, the demand from certain countries routinely exceeds the annual allocated quota, resulting in long waiting times. In that sense, American citizens were born millionaires!

Yet one wonders how long such luck will last. This brings me back to the title of Rubin’s book, his “uncertain world.” In such a world, the vast majority things are outside our control, determined by God or luck. After we have given our best and once the final card is drawn, we should neither become too excited by what we have achieved nor too depressed by what we failed to … [more]
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january 2018 by nhaliday
Super Goethe | by Ferdinand Mount | The New York Review of Books
Goethe: Life as a Work of Art
by Rüdiger Safranski, translated from the German by David Dollenmayer
Liveright, 651 pp., $35.00
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december 2017 by nhaliday

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