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Recently I wrote about Catherine Malabou’s research into brain plasticity and the devastating effects of traumatic experiences on a victim’s sense of self. Now we turn to Malabou’s 2008 book What Should We Do with Our Brain? and the relationship between the neuroscientific concept of flexible brain structures and the emphasis placed today on flexibility in the workplace.

Scientists in the first half of the twentieth century assumed the human brain functions in a top-down manner. Specific areas in the brain work on specific tasks and pass information to other parts of the brain, which operates like a central command center.

After World War Two, armed with more advanced research tools, scientists began viewing the brain as flexible. It turns out there isn’t a direct, top-down route for information-processing. Now it appears the brain “functions according to different, extremely complex, interpenetrating levels of regulation” (Malabou 43).

According to Malabou, Big Business employed this concept as justification for its corporate structure. Rather than taking direct orders from the Manager, employees today work in teams on projects spread across different departments. Workers must be self-starters, trained for a variety of tasks, and fluent in multiple interdepartmental “languages.” Malabou calls the collection of these skills employability:

“Employability” is synonymous with flexibility. We recall that flexibility, a management watchword since the seventies, means above all the possibility of instantly adapting productive apparatus and labor to the evolution of demand. It thus becomes, in a single stroke, a necessary quality of both managers and employees. (46)

But not everyone measures up: “In effect, anyone who is not flexible deserves to disappear” (46).

Depressed people, for example, maintain rigid thought patterns. Many don’t fit neatly into the box they’re supposed to think out of. When they don’t live up to the demands of workplace flexibility, the depressed get excluded. And when they’re shut out or made to feel incompetent, they withdraw further. The chronically depressed fail to make a life for themselves, and they fail to make a living: “Thus a depressive is a sick person who cannot stand this conception of a ‘careerist’ whose very existence is conceived as a business or a series of projects” (49).

Those on the outside of the flexibility model are dangerous. They must be contained at once: “How could we not think that depressive or disaffiliated individuals represent threats of turbulence, of breaks in transmission in the fluidity of the network?” (51).

I’ve know for many years that a career in corporate America is not for me. Does this make me dangerous? Searching for meaning beyond the confines of a cubicle won’t be easy, but I’ll get by. Wealth isn’t measured solely in dollars and cents.

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