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Not All Dead White Men: Classics and Misogyny in the Digital Age

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Donna Zuckerberg

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“The art of the High Renaissance is absolutely secular in its outlook; even in the representations of religious subjects, it attains its ideal style not by contrasting natural with supernatural reality, but by creating a distance between the objects of natural reality itself - a distance which in the world of visual experience creates differences of value similar to those that exist between the elite and the masses in human society. Its harmony is the utopian ideal of a world from which all conflicts is excluded, and, moreover, not as a result of the rule of a democratic but of an autocratic principle. Its creations represent an enhanced, ennobled reality exempt from transitoriness and banality. Its most important stylistic principle is the restriction of the representation to the bare essentials.”

ArtPoliticsAristocracyEssentialismAutocraticHigh Renaissance
Book:The Social History of Art: Volume 2: Renaissance, Mannerism, Baroque
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“Many of us then thought that what we needed to do was to expand the category “women” so that it could embrace Black women, Latina women, Native American women, and so forth. We thought that by doing that we would have effectively addressed the problem of the exclusivity of the category. What we didn’t realize then was that we would have to rewrite the whole category, rather than simply assimilate more women in to an unchanged category of what counts as “women.”

FeminismTransformationGenderAssimilationEssentialism
Book:Freedom is a Constant Struggle: Ferguson, Palestine and the Foundations of a Movement
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“In gathering data from more than five hundred people about their experience on more than one thousand teams, I have found a consistent reality: When there is a serious lack of clarity about what the team stands for and what their goals and roles are, people experience confusion, stress, and frustration. When there is a high level of clarity, on the other hand, people thrive. When there is a lack of clarity, people waste time and energy on the trivial many. When they have sufficient levels of clarity, they are capable of greater breakthroughs and innovations—greater than people even realize they ought to have—in those areas that are truly vital. In my work, I have noticed two common patterns that typically emerge when teams lack clarity of purpose. PATTERN 1: PLAYING POLITICS In the first pattern, the team becomes overly focused on winning the attention of the manager. The problem is, when people don’t know what the end game is, they are unclear about how to win, and as a result they make up their own game and their own rules as they vie for the manager’s favor. Instead of focusing their time and energies on making a high level of contribution, they put all their effort into games like attempting to look better than their peers, demonstrating their self-importance, and echoing their manager’s every idea or sentiment. These kinds of activities are not only nonessential but damaging and counterproductive.”

PoliticsBusinessCorporationsCareerIncentivesCorporate CultureBusiness CultureEssentialism
Book:Essentialism: The Disciplined Pursuit of Less
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