Affinity as an organizing principle

Reading this blog post by a political scientist explaining the problem with our fractured information landscape, and how calls for more information and media literacy are not likely solutions:

“In short, decades of research have demonstrated that our political beliefs and behavior are thoroughly motivated and mediated by our social identities: i.e., the many cross-cutting social groupings we feel affinity with. And as long as we do not account for this profound and pervasive dependence, our attempts to address the epistemic failures threatening contemporary democracies will inevitably fall short. More than any particular institutional, technological, or educational reform, promoting a healthier democracy requires reshaping the social identity landscape that ultimately anchors other democratic pathologies.”

As always, this drives me back to Haraway’s cyborg, a useful metaphor for thinking about our political, environmental and social tangle and how it butts up against emerging tech and science. (In Haraway’s context, it was the rise of STEM as a driving force in academia at the dawn of the computer age.) Bagg’s argument lands in familiar territory for anyone who’s wrestled with the cyborg metaphor. Both reject the assumption that better information alone will save us from ourselves, whether from context collapse or the dualisms (binaries, heh) that structure how we think about technology, nature, humanity and politics.

Bagg arrives at something parallel from political science: We trust information that affirms the groups we belong to. (Business and marketing, for what it’s worth, tell us the same thing from a slightly different angle: you’re most likely to convert on a recommendation from a trusted friend. The next best thing in our current media landscape: a trusted influencer you identify with, which is why TikTok increasingly feels like QVC.) The problem isn’t that people lack access to truth, it’s that they’ve lost affinity with the experts, institutions and collaborative practices that produce expertise.

Both perspectives point toward the same conclusion: you have to recognize shared affinities through the slow work of creating conditions where people want to trust each other across differences.