Review

Ambition

Culture

3 November 2023

6 min read

The awe and outrage of Musk's toxic ingenuity

Walter Isaacson’s Elon Musk, is a biographic rollercoaster reckons Krish Kandiah. One marked by magnificent moments and moral crossroads.

Krish Kandiah

Krish is a social entrepreneur partnering across civil society, faith communities, government and philanthropy. He founded The Sanctuary Foundation.

Elon Musk, wearing a dark suit, stands on a stage to a white robotic looking surgical robot.

Elon Musk at a demonstration of the Neuralink technology in 2020.

There is something both inspiring and unnerving about Elon Musk. He is a game-changing pioneer and innovator in so many industries pivotal to our future: rockets, electric cars, solar panels, batteries, satellite Wi-Fi, and Artificial Intelligence. But he is also no stranger to scandal, controversy and allegation. In his latest biography, author Walter Isaacson explores the toxicity as well as the ingenuity that has come to be associated with the richest man on the planet. As he reveals Musk’s series of successes, and what has been sacrificed to acquire them, I found myself going on an emotional journey: from compassion to awe to outrage.

Compassion: a man familiar with misery

In the opening chapter of his book Isaacson draws attention to the trauma in Elon’s childhood. Perhaps unsurprisingly, Elon was socially awkward at school. When he once pushed back at a boy who bumped into him, he was being beaten up so badly his face was unrecognisable. When he returned from hospital Musk reports how his father reacted: “I had to stand for hours. He yelled at me and called me an idiot and told me that I was just worthless.” There are a number of similar stories from Musk’s seemingly brutal childhood. Errol Musk, Elon’s father, features heavily in a series of shocking revelations including that he slept with his own stepdaughter, fathering two children with her. The background of Musk’s chaotic childhood, his experience of domestic abuse, and his series of fractured relationships provides a context for some of the strange, indeed outrageous things catalogued in the book.

Having worked for many years with children in the care system and with refugee experience, I understand a little about the impact of trauma and how it can change the brain in profound ways. There is a great deal of evidence showing how adverse childhood experiences can cause long-lasting impact on decision-making, impulse control, relationship building, mental health management and emotional regulation. While many turn to alcohol, drugs or self-harm as coping mechanisms, others, perhaps like Musk, channel the pain into ambitions and achievements.

I found myself feeling profoundly sorry for Musk. No child should have to experience such prolonged cruelty both at school and at home. All of us need to know that we are loved and valued, independent of anything we have done or anything that has been done to us.

Awe: a man of magnificent moments

Musk’s ideas have revolutionised so many industries. The automotive industries move to electric power owes a lot to the innovation of Tesla. His Space X programme is currently changing the way we think about space travel. His company was the first to create self-landing reusable rockets and was the first private owned company to develop a liquid-propellant rocket that reached orbit; the first to launch, orbit, and recover a spacecraft; the first to send a spacecraft to the International Space Station; and the first to send astronauts to the International Space Station. He is also trying to revolutionise Artificial Intelligence (AI) through his company xAI - a direct competitor to Open AI even though he was one of their early backers.

Musk has a complex relationship with AI as he is not only one of the lead innovators in the field but also the most prominent of the 33,000 signatories of a letter calling for a pause to ‘Giant AI Experiments’ until there is, in Musk’s words, “a regulatory body established for overseeing AI to make sure that it does not present a danger to the public."

AI, alongside each of the other major interest areas in Musk’s work, is way beyond any dreams I ever had of a futuristic world. Musk has managed not only to imagine the unimaginable, but to find a way to get there with impressive speed, scale and sustainability values. The more I read about the innovations involved in each step of each project, the more impressed I am with the genius behind them.

Outrage: a man without a moral compass?

Despite Walter Isaacson’s clear respect for all Musk is achieving, he paints a warts-and-all picture of his book’s subject. We see a man who is ruthless in his hirings and firings, who has often treated staff and colleagues badly. In 2018, he famously called a rescue diver, helping to save teenage boys from a flooded cave in Thailand, a ‘paedo’, in what seemed to be a reaction to a snub to his offer of using his minisub.

In light of these sorts of outbursts, and his apparent desire to save the world from looming environmental disaster, it is no wonder that some people have accused Musk of having a messiah complex. Yet if he does, it is a very different mindset from the true messiah. He appears to me to be morally, emotionally and financially the polar opposite to the Jesus whose willingness to sacrifice himself on behalf of those in need was central to his claim to be sent from God. From the way Isaacson describes Musk, I see him more as a man on a mission to save himself than to save those around him.

The future? Musk, a man at a crossroads.

Isaacson closes his book with the following analysis:

“But would a restrained Musk accomplish as much as Musk unbound? Is being unfiltered and untethered integral to who he is? Could you get the rockets to orbit or the transition to electric vehicles without accepting all aspects of him, hinged and unhinged? Sometimes great innovators are risk-seeking man-children who resist potty training. They are reckless, cringeworthy, sometimes even toxic. They can also be crazy. Crazy enough to think they can change the world.”

I find this a disconcerting epilogue to the book. It suggests that we can pardon toxicity in the name of innovation, that the ends always justify the means, that morality and decency can take second place to advancement and wealth. If this stance were to be applied to, say, the development of AI, Musk’s fears of it becoming a danger to the public may sadly well be realised.

While factors such as grand ambition, the contribution to society, early years trauma, and mental health struggles may provide a robust explanation of why a person may be toxic, toxicity itself can never be excused. No amount of wealth can undo the harm toxic masculinity does to those around us. No amount of charitable giving can buy a person a generous spirit or moral compass. No amount of environmental awards can create the sort of world we really want to live in in the future – a world where people treat one another with the respect they need and deserve.

Elon Musk’s biography is unusual because he is still mid-journey. Who knows what else he may go on to achieve or fail at, to create or destroy? Will his AI revolution be a force for good, helping to create a better future for those who need it most, or will it become the behemoth of the doomsayers? What will future editions add to his biography? Is being ‘untethered’ really integral to who Musk is, or can he change? The visionary in me would love to imagine a redemption and transformation story for Musk that can unleash a compassionate generosity that could even overshadow his creative genius. The sceptic in me fears he may end up doing more harm than good.

Article

Character

Culture

Leading

Virtues

19 September 2024

6 min read

What is Putin thinking? And how would you know?

The self-centeredness of modern culture is antithetical to strategic thinking.

Emerson Csorba

Emerson writes on geopolitics. He is also a business executive and holds a doctorate in theology.

Preisdent Putin stands behind a lectern with a gold door and Russian flag behind him.

What is Putin thinking?

In a world of Google Maps when walking on city streets, or of Waze when driving, it is difficult to ever become lost.

The AI algorithm provides us with the shortest route to our destination, adjusting whenever we make the wrong turn. We do not need to think for ourselves, technology instead showing the way forward.

But there are times where it is possible to get lost. This happens less in a city with its clearly set-out streets, and more so when taking the wrong turn in open expanses: hiking in the mountains, traversing farmers’ fields or while navigating at sea. In each of these situations, a miscalculation may lead to peril.

It is in these situations that we must carefully think through our steps, determining how to proceed, or whether to turn back. Often, these situations are ambiguous, the right way forward unclear.

Much of life – perhaps more than we wish to acknowledge – is like this, more akin to a walk across an open field with multiple possible routes forward, than a technology-enabled walk through a city.

When making important decisions, our grasp of a given situation, of others’ intentions and motives, and the networks facilitating and constraining action, are less evident than we may initially think.

This acknowledgement of uncertainty is no reason for delay, but rather a basis for careful deliberation in determining what to do, and how to proceed. It is necessary if we are to pursue what we believe is right, in a manner that may produce positive results.

In a recent interview with the BBC Newscast podcast, University of Durham Chancellor Dr Fiona Hill – who previously served as White House National Security Council Senior Director for European and Russian Affairs, and currently as Co-Lead of the UK’s Strategic Defence Review – provides listeners with a powerful reminder on how to proceed within ambiguous situations, especially in navigating the choppy seas, or rocky terrains, of human relationships.

Strategic empathy requires self-restraint when natural impulses urge a person to make rapid conclusions about the reality of a given situation – the default human tendency.

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Dr Hill uses the term “strategic empathy” to consider how the political West might proceed in its relationship with Russia, and specifically with Vladimir Putin.

Strategic empathy is a serious commitment to understanding how another person thinks, considering their worldview, their key sources of information (in other words, their main three or four advisors, who have a person’s ear), and other emotional considerations that underpin decision-making.

It is much more than just putting oneself in other’s shoes, as is often said about empathy. The approach is one of realism, suspending judgment based on self-protective or self-aggrandising illusions, in favour of what is actually the case.

In the case of Putin, Dr Hill helpfully reminds listeners that his worldview is drastically different than that of Westerners, and that significant intellectual effort (and specifically, intellectual humility in setting aside one’s own default frames of reference) is necessary to consider decisions from Putin’s perspective, and so make the right decisions from ours.

Technology is here an assistant but not a cure-all. Whereas AI might – based on a gathering of all possible publicly available information written by and about a particular person – help to predict a person’s next move, this prediction is imperfect at best.

There are underlying factors – perhaps a deeply engrained sense of historical grievance and resentment in the case of Putin – that shapes another’s action and that can scarcely be picked up through initial conversation. These factors may not make sense from our perspectives, or be logical, but they exist and must be treated seriously.

This empathy is strategic, because effective strategy is the “How?” of any mission. Whereas a person’s or organisation’s mission, vocation or purpose (all words that can be used relatively interchangeably) is the “Why?” of a pursuit, strategy is the “How?” which itself consists of the questions “Who?” “What?” “When?” and “Where?”

To understand how to act strategically requires a prior effective assessment of reality. This requires going beyond what others say, our initial perception of a situation, any haughty beliefs that we simply know what is happening, or even the assessments of supposedly well-connected and expert contacts.

Dr Hill’s strategic empathy is an appeal to listeners to ask questions – digging as much as possible – to arrive at an assessment that approximates reality to the greatest degree possible. This exercise might be aided by AI, but it is at its heart a human endeavour.

Strategic empathy requires self-restraint when natural impulses urge a person to make rapid conclusions about the reality of a given situation – the default human tendency. The persistent asking of questions is difficult – requiring mental, emotional and intellectual endurance.

There is considerable wisdom in Dr Hill’s reflections on strategic empathy, which extend well beyond the fields of intelligence, geopolitics or defence. The idea of strategic empathy helps show us that in much of modern culture – which glorifies the self, individuals putting their wants, needs and desires before those of others – developing strategy is very difficult.

The key then, when deliberating on potential right courses of action in ambiguous situations, is to not begin believing that the right way is clear. It rarely is.

Why is this the case? When popular culture favours phrases such as “You do you,” the you becomes a barrier to asking questions, with some aloofness to the situation, necessary for understanding how another thinks. People are encouraged to focus on themselves at the expense of others, and so fail to understand others’ worldviews and ways of operating.

Simply put, the self-centeredness of modern culture is antithetical to strategy. It impedes deliberation, which involves patience in the gradual formation of purpose for action. It wages war against the considered politics or statesmanship that many want to see return. In place of this is crisis or catastrophe, in which self-focus leads to clashes with others that could otherwise be avoided or worked through carefully.

The Biblical story of the serpent in the garden is another vantage point for the idea of strategic empathy. Soon after Adam and Eve eat the apple in the garden and become “like gods, knowing good and evil,” God searches for them and asks “Where are you?”

It is right after individuals try to become the judges of good and evil – “like gods,” that Adam and Eve find themselves lost: God’s “Where are you?”

Put differently, when a person is convinced they are right, but without asking questions, they make mistakes, they likely suffer unnecessarily because of this, and then become anchorless – the “Where are you?”

This applies to countries as much as it does to people: the more they moralize, seeking to become the judges of good and evil in a complex geopolitical landscape, the more they drift from their sense of purpose.

The key then, when deliberating on potential right courses of action in ambiguous situations, is to not begin believing that the right way is clear. It rarely is. A belief in evident rightness often leads to error, whereas the ability to suspend such judgment helps reveal – often gradually – the right path forward.

The strategic empathy approach requires both assertiveness – in asking good questions and maintaining persistence in doing so – and self-restraint in the face of believing that the right answer is clear.

The glue between assertiveness on the one hand and restraint on the other is faith, which helps a person to move forward in a trusting manner, but without exerting oneself so much so that they become the centre of the situation.

So, while Google Maps, Waze or other technologies might be at our disposal in our travels, both real and metaphorical, these technologies only get us so far.

The right way forward is seldom initially clear when navigating ambiguous situations, the frequency and stakes of which increase as we embark boldly – with faith – on the adventure of life.

Dr Hill’s strategic empathy – asking questions, listening carefully, suspending a self of sense, seriously considering diverging worldviews, and adjusting as necessary – helps us to achieve the understanding and direction we need.

Indeed, this approach is fundamental to a more effective and resilient political West. It is necessary for sounder deliberation, better strategy and statesmanship, in an increasingly ambiguous world.