One of the things that Julia Peyton-Jones and I try to do with the Serpentine Gallery Marathons, on which we've collaborated with Edge many times, is to provide a format that isn't like a normal conference: it takes place over 24 or 48 hours. And it happens in the Serpentine Gallery Pavilion, so this creates a connection between art and architecture. And then one connects to all the other disciplines through the invited speakers. It's a kind of knowledge festival. The marathon is a hybrid. It's a group show, because artists are doing performances, but they're given time and not space. But it's also a conference because there are lectures and presentations. This year's Marathon, which takes place at The Serpentine Gallery the weekend of October 18-20, will be about "Extinction".
HANS ULRICH OBRIST is the co-director of the Serpentine Gallery in London. He is the editor of A Brief History of Curating, Formulas for Now and the author of several books including, Hans Ulrich Obrist: Sharp Tongues, Loose Lips, Open Eyes, Ears to the Ground, A Brief History of New Music, and Ways of Curating. Hans Ulrich Obrist's Edge Bio Page
What are the arts but products of the human mind which resonate with our aesthetic and emotional faculties? What are social issues, but ways in which humans try to coordinate their behavior and come to working arrangements that benefit everyone? There's no aspect of life that cannot be illuminated by a better understanding of the mind from scientific psychology. And for me the most recent example is the process of writing itself.
STEVEN PINKER is the Johnstone Family Professor in the Department of Psychology at Harvard University. He is the author of ten books, including The Language Instinct, How the Mind Works, The Better Angels of Our Nature, and The Sense of Style (September). Steven Pinker's Edge Bio page
"No one ever got fired for buying IBM" is a wonderful example of understanding loss aversion. The advertising and marketing industry kind of knew this stuff mattered, but where we were disgracefully bad is that no one really attempted to sit down and codify it. When I discovered Nudge—Predictably Irrational—was another one, when I started discovering there was a whole field of literature about this thing for which we have no name—these powerful forces which no one properly understood—that was incredibly exciting. The effect of these changes can be an order of magnitude. This is the important thing. ...
...Markets actually work because they're adaptive and they're responsive to new information. Bad things get killed, good things get promoted. But most of the time what you'll find in business is no one has the faintest idea of why the things that work actually work. What's very useful here is that finally a group of academics with money, time, and high intelligence were finally sitting down to codify and make sense of things, which we'd been aware of for years but which, to our shame, we'd never attempted to actually try and systematize.
RORY SUTHERLAND is Executive Creative Director and Vice-Chairman, OgilvyOne London; Vice-Chairman, Ogilvy & Mather UK; Columnist, The Spectator. Rory Sutherland's Edge Bio page
One way to look at the trajectory of Chinese thought is that it's driven by this tension I call "the paradox of wu-wei." Wu-wei is effortless action or spontaneity. They all want you to be wu-wei, but none of them think you are right now. You've got to try to be wu-wei, but how do you try not to try? How do you try to be spontaneous? I call it the paradox of wu-wei, and I argue it's at the center of all their theorizing about other things. There are theories about human nature, there are theories about self-cultivation, there are theories about government. These are all ways of grappling with this central tension that's driving a lot of the theorizing."
EDWARD SLINGERLAND is Professor of Asian Studies and Canada Research Chair in Chinese Thought and Embodied Cognition at the University of British Columbia. He is the author of Trying Not to Try: The Art and Science of Spontaneity. Educated at Princeton, Stanford and the University of California, Berkeley, he is an internationally renowned expert in Chinese thought, comparative religion, and cognitive science. In addition to over twenty academic journal articles in a range of fields, he has written several scholarly books, including What Science Offers the Humanities and a translation of the Analects of Confucius. Edward Slingerland's Edge Bio Page
Even though cosmology doesn't have that much to do with information It certainly does have to do with revolution and phase transitions, in fact phase transitions in both the literal and the figurative sense of the word.
Inflationary theory itself is a twist on the conventional Big Bang theory. The shortcoming that inflation is intended to fill in is the basic fact that although the Big Bang theory is called the Big Bang theory it is, in fact, not really a theory of a bang at all; it never was.
Think about it this way: previously we thought that our universe was like a spherical balloon. In the new picture, it's like a balloon producing balloons, producing balloons. This is a big fractal. The Greeks were thinking about our universe as an ideal sphere, because this was the best image they had at their disposal. The 20th century idea is a fractal, the beauty of a fractal. Now, you have these fractals. We ask, how many different types of these elements of fractals are there, which are irreducible to each other? And the number will be exponentially large, and in the simplest models it is about 10 to the degree 10, to the degree 10, to the degree 7. It actually may be much more than that, even though nobody can see all of these universes at once.
KEVIN KELLY is Senior Maverick at Wired magazine. He helped launch Wired in 1993, and served as its Executive Editor until January 1999. He is currently editor and publisher of the popular Cool Tools, True Film, and Street Use websites. His most recent books are Cool Tools, and What Technology Wants. Kevin Kelly's Edge Bio Page
Imagine the following scenario: You have two different tribes, your collectivist tribe over here—where everything's in common, and your individualist tribe over there. Imagine these tribes not only have different ways of cooperating, but they rally around different gods, different leaders, different holy texts that tell them how they should live—that you're not allowed to sing on Wednesdays in this group, and in this group over here, women are allowed to be herders, but in this group over there, they're not; different ways of life; different ways of organizing society. Imagine these societies existing separately, separated by a forest that burns down. The rains come, and then suddenly you have a nice lovely pasture, and both tribes move in.
Now the question is: How are they going to do this? We have different tribes that are cooperative in different ways. Are they going to be individualistic? Are they going to be collectivists? Are they going to pray to this god? Are they going to pray to that god? Are they going to be allowed to have assault weapons or not allowed to have assault weapons? That's the fundamental problem of the modern world—that basic morality solves the tragedy of the commons, but it doesn't solve what I call the "tragedy of common sense morality." Each moral tribe has its own sense of what's right or wrong—a sense of how people ought to get along with each other and treat each other—but the common senses of the different tribes are different. That's the fundamental and moral problem.
JOSHUA D. GREENE is the John and Ruth Hazel Associate Professor of the Social Sciences and the director of the Moral Cognition Laboratory in the Department of Psychology, Harvard University. He studies the psychology and neuroscience of morality, focusing on the interplay between emotion and reasoning in moral decision-making. His broader interests cluster around the intersection of philosophy, psychology, and neuroscience. He is the author of Moral Tribes: Emotion, Reason, and the Gap Between Us and Them. Joshua D. Greene's Edge Bio Page