Bruno Latour

Ethos Statement When I first started at Concordia University three years ago, I thought design had to do with anything with fashion and print based media. I never thought I would of have taught me how to use machinery, crafting and sewing techniques. Originally, I wanted to focus my career path on graphic design, but with further studies with the help of this program I can know saw I can do a little bit of everything. Being a designer to means that I can take what people see in their minds and…

In the research analysis “We are Petroleum”, author Duskin Drum uses practices-as-research performances to view the Gwich’in-Caribou relations in terms of North American-Petroleum relations. The Gwich’in are an indigenous people home to modern day Alaska and Northwestern Canada who are heavily integrated with the Porcupine Caribou herd. The Gwich’in have been fighting political and legal battles to protect the sacred calving grounds from oil and gas extraction corporations. Drum uses actual…

there, people think it is okay to use it without realizing that their research might be unethical. In paragraph 8, of the excerpt from Six Provocations for Big Data, boyd and Crawford quote Bruno Latour, who notes, “change the instruments, and you will change the entire social theory that goes with them.” Latour defines the “instruments” as the “Big Data.” If the information that is out there, is somewhat managed, than the amount of data will be minimized/manipulated and/or the privacy issues…

significance of the Earth being moved? In Bruno Latour’s “Agency at the Time of the Anthropocene,” the French multidisciplinary philosopher associates the importance of the Anthropocene epoch to humans by accentuating the fact that humans are quasi-subjects and have lost their autonomy. We distribute agency while also being acted on by other subjects; he claims that notion as the all-encompassing, distinctive quality that humanity exhibits. However, Latour does not directly consider the…

Unfortunately, some companies have mismanaged their greatest asset—their brands. This is what befell the popular Snapple brand almost as soon as Quaker Oats bought the beverage marketer for $1.7 billion in 1994. Snapple had become a hit through powerful grassroots marketing and distribution through small outlets and convenience stores. Analysts said that because Quaker did not understand the brand’s appeal, it made the mistake of changing the ads and the distribution. Snapple lost so much…