You are about to board a bus for a long night ride, when you notice the flickering streaks of light emanating from two wax candles, placed where the headlights of the bus are expected to be. Candles? As headlights?
Of course, the idea of candles as headlights is absurd. So why propose it?
Because on a much larger scale this absurdity has become reality.
The Modernity ideogram renders the essence of our contemporary situation by depicting our society as an accelerating bus without a steering wheel, and the way we look at the world, try to comprehend and handle it as guided by a pair of candle headlights.
The sixth insight
The solution is a paradigm
Already this very brief sketch of the five insights gives us a glimpse of the anatomy and pathophysiology of the "problematique". And lets us anticipate why the "solutionatique" will not be a result of mere preoccupation with what we perceive as issues or "problems". And why its results will be a lot more than mere solutions to problems; why the solution will indeed be "a great cultural revival", or the holotopia.
The power structure insight showed that we cannot "solve our problems" without changing the systems in which we live and work—which organize us in ways that create problems; or make us collectively incapable of understanding them and taking care of them.
The collective mind insight gave us a natural place to begin. We need to first of all update communication—which is what turns us the people into a system. And which—the tie between communication and action having been severed—turns us into systems that make us collectively 'brain dead'—and hence scheduled for extinction.
The socialized reality and the narrow frame insight together pointed to a place where the not is tied, and how to untie it (or technically, to the "systemic leverage point" and to the natural strategy for change). As long as we consider the purpose of information to be giving us "an objective reality picture", or in other words as long as we reify our present knowledge-work institutions and practices and the information they give us, there is no hope for change, and vice versa. The reification results in mass production of "pieces", in the sciences and the media, which not only are unsuitable for seeing what each of us personally has to do—but indeed (having evolved within the power structure) systemically serve for (as Herman and Chomsky put it) "manufacturing consent".
What we are lacking—and the key element of solution—is the ability to create high-level insights, principles, rules of thumb, which can orient our action. Ways to federate the massive data into the kind of "pieces" that have agency and purpose.
As soon as we do that, the convenience paradox insight showed, our very values and our "human quality" is bound to change radically—and lead to exactly the kind of values and behavior patterns on which the restructuring our systems, and resolving the power structure issue, now depends.
Large change can be easy