
(updated April 11, 2012)
Chris spent the last two years researching and writing his new book Twilight of the Elites: America After Meritocracy about the crisis of authority in America, accelerating inequality, and the failure of elites. In the book Chris asks, how did we get to this point of historically low levels of trust in our institutions?
Here Chris explains some of the themes and stories you can expect to read in the book:
Twilight of the Elites: America After Meritocracy is now available for pre-order and will be out in June. In this, the first excerpt released from the book, Chris explains how extreme inequality not only makes life worse for the lower and middle class, but for elites as well.
You can read the excerpt below and visit this link to get more information and pre-order your copy:
http://www.scribd.com/doc/87051659/Twilight-of-the-Elites-by-Christopher-Hayes-Excerpt
"One Percent Pathologies"
Nearly all of the commentary on America’s growing inequality focuses on the ways in which skewed distribution of income and wealth is bad for those on the bottom of the pyramid: the way it leads to stagnating wages and competition for scarce positional goods; the way it alienates the middle and working classes and the poor. But we largely ignore the effect of extreme inequality that is, in the long run, the most destructive: the way it makes those at the top of the social pyramid worse. Desmond Tutu, the heroic archbishop who helped lead the triumphant battle against South African apartheid, made a similar observation about the effects of the apartheid system on the white ruling class. “[E]ven the supporters of apartheid were victims of the vicious system which they implemented and which they supported so enthusiastically,” he wrote in his book No Future Without Forgiveness. “In the process of dehumanizing another, in inflicting untold harm and suffering, inexorably the perpetrator was being dehumanized as well.
”What Tutu was referring to was the moral and spiritual damage that extreme inequality wrought on even those who presided over and dominated the apartheid system. But there are actual cognitive, organizational, and social costs to such systems as well. The slave economy of the antebellum South conferred massive material gains on a very small number of extremely wealthy white plantation owners. But it also severely stunted the development of the region. With a steady supply of low-cost human labor, there was no incentive to invent and industrialize, so that by the time of the Civil War the North was far richer than the South, though the South contained far more of the nation’s richest men. The kind of inequality in twenty-first-century America is a far, far cry from slavery or apartheid, of course. The lowest rungs are nowhere near as degraded and immiserated as those of previous eras.
But extreme inequality of the particular kind that we have produces its own particular kind of elite pathology: it makes elites less accountable, more prone to corruption and self-dealing, more status-obsessed and less empathic, more blinkered and removed from informational feedback crucial to effective decision making. For this reason, extreme inequality produces elites that are less competent and more corrupt than a more egalitarian social order would. This is the fundamental paradoxical outcome that several decades of failed meritocratic production have revealed: As American society grows more elitist, it produces a lesser caliber of elites.
The kind of inequality that is at the core of the problem is what we might call “fractal inequality.” Fractals are nifty shapes rendered by computers based on recursive mathematical formulas that exhibit the characteristics of self-similarity. They have a psychedelic look and are often characterized by a series of spirals of tentacle-like cornices. If you look closely at a fractal and zoom in on one of those tentacles, you’ll see that it too features a set of smaller, identical tentacles, arranged in the exact same way as the larger ones from which it shoots. Zoom in again, and the pattern repeats. You could, theoretically, zoom in infinitely and keep seeing the same images over and over, each tentacle sprouting smaller identical copies, and on and on.
Fractal inequality functions the same way, with the same vast inequality reinscribing itself at every level of analysis. If you look at the broad income distribution of income gains you’ll see the distance between the bottom 90 percent and top 10 percent is similar to the distance between the top 10 percent and the top 1 percent, which is similar to the gap between the top 1 percent and the top .1 percent.
You can think of it as one of those nesting Russian matryoshka dolls, or as a strange, surreal M. C. Escher–like tower, the top of which recedes ever upward the higher you climb. Such a distributional structure reliably induces a dizzying vertigo among those ambitious souls who aim to scale it. The successful overachiever can only enjoy the perks of his relatively exalted status long enough to realize that there’s an entire world of heretofore unseen perks, power, and status that’s suddenly come within view and yet remains out of reach.
I caught a glimpse of this in 2010 when I attended the Davos World Economic Forum, the annual gathering of the global ruling class that takes place each January in Switzerland. When you arrive at the Zurich airport, your first instinct is to feel a bit of satisfaction that you are one of the select few chosen to hobnob with the most powerful people on Earth. Airport signs welcome and direct you to a special booth where exceedingly polite staff give you a ticket for a free shuttle bus that will drive you the two hours to the small ski-resort town in the Alps.
But you can’t help but notice that other guests, the ones who landed on the same plane, but who were sitting in first class, are being greeted by an army of attractive red-coated escorts who help them with their bags before whisking them off in gleaming black Mercedes S-Class sedans for the two-hour drive.
Suddenly your perspective shifts. At first you had viewed yourself as special and distinct from all those poor saps who would never be allowed into the inner sanctum of global power that is the World Economic Forum. But now you realize that, in the context of Davos attendees, you are a member of the unwashed masses, crammed into a bus like so much coach chattel.
And while you’re having this realization those same special VIPs whom you’ve quickly come to envy are enjoying their ride inside their plush, leather confines. But later that night they will find out over cocktails that those who are the true insiders don’t fly on commercial flights into Zurich; they take private jets and then transfer to helicopters, which make the trip from Zurich in about thirty minutes and feature breathtaking views of the Alps.
This constant envy is the dominant experience of the Davos conference, an obsessive looking over the shoulder instilled by the participants’ knowledge that the reality of fractal inequality means there are infinite receding layers of networking happening that one doesn’t even know about! “The point about Davos is that it makes everyone feel wildly insecure,” observed Anya Schiffrin, the wife of Nobel Prize–winning economist and frequent Davos attendee Joseph Stiglitz. “Billionaires and heads of state alike are all convinced that they have been given the worst hotel rooms, put on the least interesting panels, and excluded from the most important events/most interesting private dinners. The genius of World Economic [Forum] founder Klaus Schwab is that he has been able to persuade hundreds of accomplished businessmen to pay thousands of dollars to attend an event which is largely based on mass humiliation and paranoia.
-Brett Brownell (@brettbrownell) is video and web producer for Up with Chris Hayes which airs on MSNBC Saturday and Sunday morning.





You dirty rotten oil industry whores in Congress are going to be held accountable for your policy of giving the profitable oil and gas companies tax breaks and subsidies. (Chris Hayes on Rachel Maddow explained/exposed the system very well) THIS, while cutting away services for the least of brothers/sisters/children. This money could be used
Think the core of our planet Earth is a burning ball of centrifugal force that keeps gravity and the poles on course. What keeps that fire burning? Ahhhh maybe the oil… the oil companies are drilling deeper and deeper to get. GOD’s plan a natural wonder that destroyed most life on Earth during the time of the Dinosaurs. A million years pass and now we use the remains of the past as energy.
The messenger tells us that once the oil is almost gone, the Earth must generate more to survive. Guess what will be the oil of the future? Natural disasters will bury most of humanity if we do not change our energy policy. GOD in all his wisdom gave human beings the Sun, the wind, the wave and brain power to figure it out. The oil industry owns many cheap energy patents that it is holding back. The PEOPLE MUST MAKE DEMANDS OR WE ARE FINISHED! Lloyd the Baptist predicted this years ago on jinnbad.blogspot.com
(12/20/2009)
Big Oil buys our politicians and news anchors because profit is their only motive. They are programmed to leave rational stance off the table. The likes of the Koch Bros would dump toxins in your backyard and turn Americans into slaves if they could get away with it. Jail/prison and debt slaves are the next best thing. The Conservatives on the Supreme Court have lost their souls… it’s a generational curse too so their kids/grand kids are in trouble. They must REPENT now before it is too late…
Particular hierarchies do have repeating structures, but they are not always based on dark emotions- envy, self flattering, one-upmanship, the elusive attainment of status due to an the infinite regress Hayes suggests.
Other hierarchies have alternate replicated patterns. Hayes should interview Gates or Buffet about the fractal replication in their organizations, and consider whether they strike him as suffering from the ailments he lists in the above passage.
Is Hayes suggesting all elites suffer this kind of pattern? Probably it is more nuanced than this. I look forward to reading it.
I look at this passage as a manager of workers that produce intellectual content (software) at a large scale (hundreds of millions of users, billions in revenue). The notion of who are the elites, where real power and status is, and what the promotion means are very different than what Hayes is describing. I am unaware of how this passage fits into Hayes' overall theme, so my comments are not at all a criticism or an expression of disagreement. I look forward to reading it because what he is speaking of is important.
Classical economics expects inequalities, right? They take the metaphor of speciation in nature and apply it to specialization. People in an organization make unequal contributions due to their unequal skills. The organization that is best at identifying people with excellence in those skills crucial to their success will succeed where their competitors fail. The suitability of metaphors has to do with how closely they fit a situation.
Nineteenth and early twentieth century industries required large numbers of people doing non specialized work. That is what the machines did- they devalued the unique skills and aptitudes of workers, making them interchangeable. The particular task each worker performed is broken off- a fractal bit of the overall work, but this is the sense of specialization without the worker being especially special. Amongst the masses of workers on the line, some had greater merit than others, but valuation of this merit was a matter of delivering points of incremental improvements in efficiency. Such line workers of merit were promoted to line supervisors so that they could identify and repeat such behavior among their workers. The percolating process of such promotion might appear to be identification of elites, but nothing could be further from the truth. There was nothing especially special about them, and that was the point and threat of the system- that each manager at every level understood they were replaceable with any number of eager underlings vying for their position. Such systems of "meritocracy" share the attributes Hayes was describing in the above passage.
Post industrial intellectual industries are based on identification of unique individuals talent. I am not a triumphalist about this new pattern of identification of elites- there are staggering challenges presented.
There has always been businesses based on such uniqueness. Great writers, singers, chefs, talking heads. The best of the best achieve extraordinary compensation, and the core of the business has to do with excellence of the person actually creating the product. Rarefied speciation is rewarded, and the talented worker is not replaceable, living in the antithesis of the industrial system of "meritocracy". In the post industrial world, organizations require large numbers of such workers of unique and rare aptitudes collaborating on joint projects. Film making, concerts and operas are the closer analogs to such organizations than are enterprises based on individuals- rock stars, writers, celebrity actors and talking heads.
An example of such collaborative enterprises are companies who compete to develop world class products like iPads, Facebook and Twitter. Managers are more like conductors or boxing trainers, but the important thing is that the skill set required from one level of the hierarchy to the next is not a repetition. Good musicians do not necessarily make good conductors and good conductors may not be good musicians. Their logos as a musician or a composer is a permutation of the other's skills, like true fractals are. Each level of the progression of numbers is not a repetition, but a permutation unique from the prior step. A segment of a fractal expressing a great musician may contain sub-segments identical to that of a great composer when viewed at a magnified scale, but this identity is unexpressed- invisible at the scale of the everyday world populated by either musicians or composers.
Intellectual work requires ever closer modeling of the object of intellectual attention. Mandelbrot came across the idea of fractals when considering how to create the closest fitting of the coastline of Britain (article). The rarer one's skills, the closer one can get to the unique nature- in the case of the business of Wall Street, the movie Margin Call has clever mathematicians who model the behavior of the markets. In industrial technologies it is possible for Henry Ford type CEOs to understand each detail of the manufacturing process. This is not so of the upper management of companies whose competitiveness hinges on how innovative its workers are. In Margin Call, the company's competitiveness and very survival from day to day depended on the quality of its mathematical models. Yet not only did the CEO not have any background that would help him judge the quality of these models, he did not have even the most rudimentary grasp of how they worked, and what their blind spots were. Companies with the workers who can best model the correct contours of the market behavior are the companies that survive. Leadership that cannot understand the activity of the elites at the very foundation of its organization are doomed to failure.
This is why John Shirley nearly drove Apple into bankruptcy. A software company's products will triumph over others if their algorithms are significantly better than those of competitors. Developing efficient algorithms is an art, requiring both intuition and mental discipline. The elite of a software company are the hundreds of developers who are capable of developing such high quality algorithms. The upper management of such companies are conductors, but individual workers have the power and status because breakthroughs they create lead to glorious new products. It's not just that the managers have to understand what their elites do. If the management cannot take actions that elicit such generation of breakthoughs, the company is doomed.
It is as if the managers are more like assistants who have the macro view to keep the superorganism swarm of developers well supplied and moving along in coherent directions. There is inequality, but it is a much more like natural speciation, than it is unnatural conversion of workers into replacable cogs. Of course, such companies have many other activities that are typical of the old attitudes of inequality that Hayes describes. My remarks are confined to the activities of innovation at the heart of post industrial businesses.
Here, there needs to be greater appreciation of the twilight of the old age of elites, and the dawn of an age where uniqueness and individuation among line workers is at the heart of the success of an enterprise, and compensation of those workers is reflective of their crucial role.
Nuts, my edits didn't get saved in time. The main error was John Sculley, not John Shirley for Apple.