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The problem with alchemy wasn’t that the alchemists had failed to turn lead into gold—no one could do that. The problem, rather, was that the alchemi… - Clay Shirky
" "The problem with alchemy wasn’t that the alchemists had failed to turn lead into gold—no one could do that. The problem, rather, was that the alchemists had failed uninformatively. As a group, the alchemists were notably reclusive; they typically worked alone, they were secretive about their methods and their results, and they rarely accompanied claims of insight or success with anything that we’d recognize today as documentation, let alone evidence. Alchemical methods were hoarded rather than shared, passed down from master to apprentice, and when the alchemists did describe their experiments, the descriptions were both incomplete and vague. As Boyle himself complained of the alchemists’ publications, “Hermetic Books have such involved Obscuritys that they may justly be compared to Riddles written in Cyphers. For after a Man has surmounted the difficulty of decyphering the Words & Terms, he finds a new & greater difficulty to discover the meaning of the seemingly plain Expression.”
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About Clay Shirky
Clay Shirky (born 1964) is an American writer, consultant and teacher on the social and economic effects of Internet technologies.
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Additional quotes by Clay Shirky
The members of the Invisible College did not live to see the full flowering of the scientific method, and we will not live to see what use humanity makes of a medium for sharing that is cheap, instant, and global (both in the sense of 'comes from everyone' and 'goes everywhere.') We are, however, the people who are setting the earliest patterns for this medium. Our fate won't matter much, but the norms we set will. Given what we have today, the Internet could easily become Invisible High School, with a modicum of educational material in an ocean of narcissism and social obsessions. We could, however, also use it as an Invisible College, the communicative backbone of real intellectual and civic change.
Wiko, a French phone company, went from concept to company when the founders were shopping for parts in Shenzhen (as one does). Wiko had trouble raising money—few investors believed a new European phone company could succeed—so they took an investment from the Chinese manufacturer Tinno Mobile. Wiko is thus mostly Chinese, both owned and supplied by Tinno, but given its thin veneer of French design and marketing it looks like a local firm to the French. The resulting excitement over Wiko as a homegrown business helped them to become the second largest phone vendor in France (after Samsung, as usual). This preserves the pattern of “designed elsewhere, made in China,” but with the twist that ownership, not just sourcing and manufacturing, has now moved to China as well.
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Then there are the phones designed for East Asian sensibilities. The same region that brought us the selfie stick also brought us Oppo, a company whose phone’s principal selling points include a high-quality camera and custom software that automatically airbrushes photos with faces in them. The ad campaigns emphasize a particularly performative form of femininity, since, in a nice touch, the software makes a guess about the gender of the subject—everyone gets smoother skin, but only the ladies get their lips reddened. Despite successful rollouts in Thailand and Korea, Oppo has not made much of a dent in markets outside East Asia. Their U.S. launch was a bust.
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