operational stagnation

Operating without meaning, life full of standardized decisions with standardized outcomes, seems to be the norm. Sanitary risks with expected rewards. Stale, plastic plants in plastic painted vases with plastic limbs and plastic fruit. It’s all so clean. It’s all so…expected.

Things are not done in real time because of a reason that is happening in the present, things are done in real time based on reams and reams of paper that say this is how things were done in some other time, and they produced three fold, maybe even four fold, so plug it in. Make it work. It will work. It must. If it is done perfectly, measuredly, precisely, things will work, things will be returned with positive returns. Things will be precisely correct. The dry paper says so.

This is how things operate. Boardrooms and calculators and decisions based on black numbers on white computer screens. Nothing is relevant. Only operational.

I want to make decisions based on meaning. I want to do things that have meaning for me. I want to feel what I am doing, why I am doing, not just that I am doing something.

Put this here, they say. Why? Because that’s where it goes. It’s always gone there. It always will. Why? Because that’s where it goes. Can’t you read? they say.

This is how things operate. Remember when you were a kid and you asked questions about things you were doing? Remember how good it felt to know why you were doing something, not just that you were simply doing a thing? Organic decisions based off of organic actions, made in real-time so that in the future all the x’s and y’s that point to the past will have meaning, not just a significance based on irrelevance.

This is how things operate. Stagnant life.

~ by kevinthomas on March 21, 2008.