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Maybe it is cliche — I think I’ve used it myself — to say that scientific and intellectual explanations of how the brain works tends to mimic the highest technology of their time. Greek writers think that the brain works like a fluid clock. European writers in the Middle Ages said the ideas were used as gear tools. In the 19th century, the brain was like a telegraph; decades later, it was like a cell phone. After all, it is not uncommon for people to think that the brain works like a digital computer, and that perhaps they can make computers that work like a brain, or talk to them. Not easy, because, to compare aside, no one is really he knows how the brain works. Science can be fun like that.
The presence of a good illustration does not hinder anyone learning brain, yes. But sometimes they confuse the map of the area, and confuse a good illustration as a working idea. It is easy to do when it comes to complex systems that are connected to very large or very small dimensions for complete monitoring. This is true of the brain, the cross of the imaginary animal that makes human ideas from, researchers think, about 86 billion cells are woven by electronic mesh networks. And it is a reality for the city, a solid network in which millions of individual minds come together to form a group. Those who write about cities—I’ve done it myself–as well he loves to patrol in the parallelism of modern science. City and machine, city and animal, city and environment. Or the city is like a computer. For urban writer and journalist Shannon Mattern, she is a threat.
The new Mattern book is released on August 10; and a donation (modified by changes) at its discretion Location Notes singing The City Is Not a Computer: Some Urban Wisdom. In it, Mattern struggles with the ways in which the metaphor has contributed to the planning, renovation, and urbanization of the 20th century. Of all the ways in which information can spread on urban networks, Mattern says, it is probably better to have a public square to be a learning center than it is to be as central dashboards as most cities try to create. The problem is that the metrics that people choose to follow become a target for them to achieve. They become their metaphor, and they often make mistakes.
The first two editions were the most respected ones when they were first published — and still are. “City Console” is a wild history of information boards and control rooms designed to accommodate urban information. The training center focuses on urban operations, crime crime, student learning, and more. Improvements to missions, but of highways and toilets. My favorite example from the Mattern book is the 1970 experiments of Salvador Allende, former Chilean leader, to create something called Project Cybersyn, with a “ops room” filled with buttons and buttons that would make Captain Kirk proud, plus wall-mounted screens and bright red lights. Obviously, since no city had a real-world experience full of visuals, they instead show attractive images. That’s fine, but there’s a straight line from Cybersyn to the way most U.S. cities collect and display legal and other metropolitan areas CompStat software. They have to responding to the government, but they often justify unjust detention or refer to misleading numbers — short-term movements rather than the large number of people carried, say.
In the next article, cited, Mattern warns of the ambitions of Silicon Valley’s largest corporations to create “better cities.” At the time of writing, Amazon was still in the process of building a small headquarters in New York City, and Google also recommended the same in Toronto. (Google work, from Sidewalk Labs, he would not have had them tall wooden houses, stone-powered stones to resume operations on flies, self-propelled vehicles, and underground tunnels.) Now, obviously, in many of the big smart cities, technical-assisted services have failed or declined. Hudson’s courts in New York have not used anywhere near the professionalism and professionalism that its makers have promised (or perhaps is threatened). Cities are still gathering and sharing all types of data, but they are not really “wise.”
In a discussion last month, I asked Mattern why modern companies seem to have failed to recognize any cities, so far. He thinks it is because he missed the most important part of building a city. “Most of the city’s accounting and data management systems provide false information,” says Mattern. City keepers think they are finding a false reality when the filters they choose are what they see. “Whether it’s for reading, or when we can use things poetically and quickly in the city during a holiday,” says Mattern, “which makes us unaware that it is a metaphor.”
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