1. The document discusses the concept of the panopticon and its evolution over time. It begins with Jeremy Bentham's original panopticon design for a prison that allowed for constant surveillance of inmates. 2. During the Industrial Revolutions, panoptic principles were applied to factories to maximize productivity and discipline of workers. Scientific management further broke down jobs into simplified, repetitive tasks. 3. In modern times, digital technologies have enabled new forms of panoptic control and surveillance through data collection. People may modify their behavior if they know their online habits are being monitored and analyzed.

1. LAST
WEEK
1

2. Q: HOW DID THEY REPRESENT ‘THE NEW
FRONTIER’?
2

3. 3

4. Q: WHAT IF YOU WERE LIVING IN THE ‘BLANK’
PART? WHAT DOES THAT DO DO YOU?
7

5. THIS
WEEK
8

6. CON
TODAY
•A. FIRST IND. REV. AND THE
DO WE HAVE MASTERY OVER OUR
PANOPTICON
TOOLS?
•B. SECOND IND. REV
TROL
ARE OUR TOOLS BEYOND OUR
CONTROL? OF CONTROL
•CRISIS
•CONTROL REVOLUTION
9

7. .......,•
'< .
..
til
P A TIC ON:
OR, THE
INS P E CT 10 N-HOUS E.
CONTAINING THE
IDEA of a NEW PRINCIPLE of CONSTRUCTION applicable to
any Sort of ESTABLISHMENT, in which Perfous of any
Defcription are to be kept under INSPECTION.
AND IN PARTICULAR TO
PENITENTIARY.H'oUSES, P 0 0 R - H 0 USE S.
P R ISO N S, MA NUFACTORIES,
HOUSES OF INDUSTRY, MAD - H 0 USE S,
WORK -H OUSE S, HOSPITALS,
AND S C H 0 0 L S.
WITH A PLAN OF MANAGEMENT ADAPTED TO THR PltINCIPLl..
IN A S E R I E S 0 F LET T E R S.
Written in the Year 1787,
FROM CREcnEFF IN TYHITE RUSS14, TO A FRIEND IN ENGLAND.
. .
By J ERE M Y BEN T HAM,
OF LINCOLN'S INN, E50...
11

8. A.
FIRST
INDUSTRIAL
REVOLUTION
12

9. late 18th
and
early 19th
centuries
13

10. 14

11. TECHNOLOGICAL
REVOLUTION
OF...
15

12. 20

13. THE
PANOPTICON
21

14. Morals reformed -
health preserved -
industry invigorated -
instruction diffused -
public burthens
lightened - Economy
seated - all by a
simple idea in
Architecture!-
---Jeremy Bentham (1748-1832)
22

15. 24

16. pan-opticon (all-seeing)
25

17. A Prison-Factory
A Penitentiary-house...designed at once as
a place of safe custody, and a place of
labour.
***Remember, the Panopticon was a reform
of dirty, dark, inhuman practices of
imprisonment)...reform ushered in these
losses of freedoms!)
27

18. Capitalist’s Dream:
The confinement, which is his
punishment, preventing his
carrying the work to another
market, subjects him to a
monopoly; which the contractor,
his master, like any other
monopolist, makes, of course, as
much of as he can.
33

19. 38

20. ‘...that the
persons to
be
inspected
should
always feel
themselves
as if under
inspection.’
44

21. Keepers and Employees
Under Watch
...a small tin tube might reach
from each cell to the
inspector's lodge, passing
across the area...the slightest
whisper of the one might be
heard by the other, especially if
he had proper notice to apply
his ear to the tube.
45

22. ...the apparent omnipresence of
the inspector ...combined with the
extreme facility of his real
presence.
46

23. 49

24. 50

25. The Presidio Modelo was a quot;model prisonquot; of Panopticon design, built on the former Isla de Pinos (now the Isla de la Juventud) in Cuba
51

26. 52

27. 53

28. Labor AND discipline
•The ultimate goal is a productive
body – productive in terms of
capitalist goals (i.e. a good,
docile worker).
54

29. BUREAUCRACY AND DISCIPLINE
•goal is not to punish but to
discipline
•docile workers, docile bodies
rather than ones that will revolt
•regulations, rules, records,
55

30. Millbank Penitentiary House, London, 1821
The prisoners were to be kept silent and made to produce various
commercial items. Bentham theorized that this would serve as
punishment while at the same time develop an appreciation of labor.
59

31. Q: SPATIALLY-SPEAKING...How is UWO like a city?
Like a prison?
Like a factory?
Like a panopticon?
60

32. THINK ABOUT PANOPTIC AND
BUREAUCRATIC PRINCIPLES AS
THEY ENTER THE MODERN
AGE...
61

33. THE GAZE IS
INTERNALIZED
62

34. B.
SECOND
INDUSTRIAL
REVOLUTION
67

35. BEGINNING ab.
1850...
68

36. ....led to....
need for more rail...
70

37. CHEMICAL
PETROLEUM
ELECTRICAL
AUTOMOTIVE
72

38. GROWTH
OF
COMPLEX
SYSTEMS
73

39. 1.
CRISIS
OF
CONTROL 74

40. GROWING:
1840S-1870S
75

41. PRODUCTION
•RAIL MILLS STRUGGLE TO
PRODUCE ENOUGH
•PRODUCERS OF MATERIAL
STRUGGLE WITH DEMAND
•CONTINUOUS MANUFACTURE
76

42. DISTRIBUTION
•TRANSPORTATION SYSTEM
CANNOT KEEP UP
•NEW DEPT. STORES REQUIRE
DIVERSE STOCK
77

43. CONSUMPTION
•NEED TO STIMULATE
CONSUMPTION
•DIFFERENTIATE PRODUCES
•CREATE BRAND LOYALTY
78

44. CONTAINED:
1880S
79

45. INNOVATIONS IN...
•INFORMATION PROCESSING
•BUREAUCRATIC CONTROL
•COMMUNICATION
80

46. A.
CONTROL
AND
SAFETY 81

47. 82

48. OLD ‘SYSTEM’
•[FOR SIX TRAINS, TWO
TRACKS]
•1. TIMETABLES
•2. CONTINGENCY PLANS
83

49. NEW ‘SYSTEM’
•CONDUCTORS
•CENTRAL AND REGIONAL
OFFICE
•TELEGRAPH
84

50. NEW
COMMUNICATION
TECHNOLOGIES
85

51. 86

52. 87

53. NO LONGER
A CRISIS OF SAFETY,
BUT
CRISIS OF EFFICIENCY
88

54. B.
CONTROL
AND
EFFICIENCY 89

55. 2.
CONTROL
REVOLUTION
90

56. A.
BUREAUCRATI-
ZATION,
RATIONALI-
ZATION 91

57. 92

58. BY THE LATE NINETEENTH
CENTURY...CHANGES
94

59. BANK OF THE US.
•22 BRANCHES;
•1830S: MANAGED BY THREE
PEOPLE
95

60. US GOVERNMENT
•1831: MANAGED BY 661
CIVILIANS + THE PRESIDENT
•1880S: THIRTEEN THOUSAND
EMPLOYEES
96

61. 1.
BUREAU-
CRACY
97

62. A CONTROL TECHNOLOGY
98

63. CHARACTERISTICS
•DIVISION OF LABOR
•DEFINITION OF RESPONSIBILITIES
•HIERARCHICAL AUTHORITY
•SPECIALIZED COMMUNICATION
99

64. 100

65. 101

66. 102

67. 103

68. anomie
104

69. segmentation
105

70. 2.
RATIONAL-
IZATION
106

71. CHARACTERISTICS
•NOT ‘MANAGEMENT OF PEOPLE’
•BUT: ADMINISTRATION OF
‘THINGS’
•PEOPLE AS THINGS
107

72. DEFINITION: THE DESTRUCTION/
IGNORING OF INFORMATION TO
FACILITATE ITS PROCESSING
108

73. A. STANDARDIZED FORMS
109

74. 110

75. Bertillon card for Thomas Conway, arrested for larceny
112

76. 113

77. Q: WHAT DOES THE STANDARDIZED FORM
ELIMINATE?
114

78. PROBLEM SOLVED!
IGNORING
INFORMATION!
115

79. EXAMPLE:
THE TRANSCRIPT
116

80. 117

81. Q: HOW DOES IT REDUCE INFORMATION?
Q: WHAT DOES IT LEAVE OUT?
118

82. Q: HOW DOES THE TRANSCRIPT SEE YOUR LIFE?
119

83. B.
NEW
CONTROL
TECHNOLOGIES
122

84. 1.
MEDIA
123

85. 125

86. 126

87. 127

88. 2.
MASS
FEEDBACK
128

89. QUESTIONNAIRES
CENSUS (improved around 1850)
A.C. NEILSEN (1923)
GALLUP (1958)
129

90. 3.
SCIENTIFIC
MANAGEMENT
130

91. the ‘old’ factory...
131

92. 132

93. MACHINES COULD SERVE AS
MODEL FOR HUMAN LABOR
133

94. FREDERICK WINSLOW TAYLOR
AND SCIENTIFIC MANAGEMENT
134

95. a theory of management that
analyzes and synthesizes workflow
processes, improving labor
productivity.
135

96. 136

97. THE CLOCK
137

98. example:
138

99. McFACTORY, McTAYLORISM
•assembly line approach to food
•menial, repetitive and tedious
•division of labor between
management and worker: the
selection of the right worker
139

100. ‘one of the very first requirements
for a man who is fit to handle pig
iron as a regular occupation is that
he shall be so stupid and so
phlegmatic that he more nearly
resembles in his mental make-up
the ox than any other type’
-FW Taylor
140

101. separation between
thinking and doing
141

102. work is more efficient
by eliminating waste
(effort, material, etc.)
142

103. FRANK GILBRETH
TIME AND MOTION STUDIES (beginning 1920s)
143

104. IMPROVING EFFICIENCY
144

105. AIDING OTHERS...
145

106. BREAKING THE BODY DOWN INTO AN
ABSTRACTION
146

107. Q: WHAT DISAPPEARS UNDER THESE TESTS?
147

108. 148

109. Q: LIKE THE TRANSCRIPT, WHAT DO THESE
TESTS SHOW AND NOT SHOW?
149

110. the worker is de-skilled in general, yet highly skilled
in one narrow way.
150

111. Q: if someone is highly skilled in a narrow, repetitive
way, what does that do to human spirit? to a feeling
of ownership in comparison to...an artisan?
151

112. C.
THE
INFORMATION
AGE
153

113. DIGITAL
PANOPTICISM
154

114. 155

115. 156

116. 157

117. 158

118. 159

119. Q: DOES YOUR KNOWING THAT I CAN VIEW
STATISTICS ON YOUR HABITS CHANGE HOW
YOU MIGHT BEHAVE?
160