Radicals and managers jointly expand collective attention through their conflict.

Evidence

Along with the primacy of rooted attention, we should assert the DYNAMIC COMPLEMENTARITY OF MANAGEMENT AND RADICALITY: through the same conflicts that set them against each other, the radicals and the managers together extend the boundaries of our collective attention with respect to ecological questions. The ‘defenders’ [zadistes] who occupy the zones for development [zones d’amĂ©nagement diffĂ©rĂ© (ZAD)] by setting up zones for defence [zones Ă  dĂ©fendre] – as in the famous example of the land intended for the construction of an airport at Notre-Dame-des-Landes, near Nantes – push against productivist inertia, which is at once essential to a radical reorientation of our modes of development, and yet profoundly insufficient given the scale of the problems that we face. It is thanks to the pressure of radicals that managers become translators (who are themselves also essential), spreading ‘best practices’ – concretely, even if slowly and in watered down form – through the (political, economic, legal) institutions that govern our collective behaviour and constitute an absolutely inescapable level of mediation. — Yves Citton, The Ecology of Attention, 319

Categorization

  • CANDY: The ZAD acronym pun (zones d’amĂ©nagement diffĂ©rĂ© → zones Ă  dĂ©fendre) is a delightful linguistic detail worth repeating.
  • XREF: connects to: Two rival attention regimes define managerial and radical ecology — Yves Citton, The Ecology of Attention, 309; Failed negotiations in communal wars empower radicals over moderates; Political unity is strengthened rather than weakened by divergent attentions — Yves Citton, The Ecology of Attention, 347

Broader Connections