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92 WEAPONS OF MASS INSTRUCTION<br />

Even with the Internet I saw how easy it was to cross the line into<br />

a passive state unless good discipline was exercised, and I knew from<br />

experience how hard that was to come by.<br />

Casting about for a working hypothesis with which to fashion antidotes<br />

to the damage, I quickly abandoned preaching as a solution.<br />

Whatever could be said against TV; games, the Internet, and all the<br />

rest, had been said to these kids so many times their minds refused<br />

to hear the words anymore. Relief would have to come from a different<br />

quarter; if these things were truly bad as I believed, if they diminished<br />

the intellect and corrupted the character as I felt, a solution<br />

would have to be found in the natural proclivity <strong>of</strong> the young to move<br />

around physically, not sit, before we suppress that urge with confinement<br />

to seats in school and with commercial blandishments to watch<br />

performers rather than to perform oneself<br />

The master mechanism at work to cause harm was a suppression<br />

<strong>of</strong> natural feedback circuits which allow us to learn from our mistakes.<br />

Somebody trying to learn to sail alone in a small boat will inevitably<br />

tack too far lefr and too far right when sailing into a wind,<br />

when the destination is straight ahead, but practice will correct that<br />

beginner's error because feedback will instruct the sailor's reaction<br />

and judgement. In the area <strong>of</strong> mastering speech, with all its complex<br />

rhythms <strong>of</strong> syntax, and myriad notes and tones <strong>of</strong> diction, the<br />

most crucial variable is time spent in practice. And in both instances<br />

the more challenging the situation, the quicker that competence is<br />

reached.<br />

The principal reason bureaucracies are so stupid is that they cannot<br />

respond efficiently to feedback. Think <strong>of</strong> school management,<br />

compelled by law to follow rules made long ago and far away - as<br />

if human situations are so formulaic they can be codified. Management<br />

resents feedback from parents, teachers, students, or outside<br />

criticism because its internal cohesion depends upon rules, not give<br />

and take.<br />

The absolute necessity for feedback from everywhere in taking an<br />

education, (even from one's enemies), forced me to look closely at how

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