Love of a Nation

Biotech billionaire Vivek Ramaswamy stirred up a political firestorm not long ago when, in attempting to defend the importation of foreign workers through the H-1B visa program, he criticized America’s native culture as one of “mediocrity” and “normalcy.” Calling for “more math tutoring” and “fewer sleepovers” for America’s youth in order to render them employable, he declared on X that “‘Normalcy’ doesn’t cut it in a hyper-competitive global market for technical talent.” Jumping into the ensuing debate, Elon Musk offered an alternative analogy, portraying America as a global sports franchise that ought to contract the best players no matter their origin. “Thinking of America as a pro sports team that has been winning for a long time and wants to keep winning is the right mental construct” for Americans to hold, he wrote.

Unsurprisingly, neither proposed mental construct landed very well with President Trump’s populist-nationalist base and Ramaswamy was soon duly shuffled off to a term of exile in Ohio. In the one view, “America” is merely a glorified economic zone, just one part of a “competitive global market” in which labor and capital flow freely. In the other, America is a professional franchise whose sole objective is to maximize winnings. In both cases America is viewed as analogous to a corporation. In such a corporation, management’s only responsibility is to profits; it has no inherent responsibility to employees or their wellbeing, something of interest only insofar as it translates into productivity.

The corporate machine views employees merely as interchangeable human resources, to whom it owes no loyalty. Indeed, if it is to effectively devote itself to profit maximization the company can afford no permanent relational bonds with any of those who work for it, as it must be able to fire or replace them based on cold utilitarian calculus. There are thus few experiences employees find as irritating as that common workplace psyop in which management proclaims the corporate office to be a “family.” Employees know implicitly that it is natural affections and iron-clad mutual loyalties, or at least strong relational bonds, that are precisely what distinguish a family. Their corporate employer, in contrast, won’t hesitate to dump them by the wayside the moment they fall into the wrong column of a spreadsheet. For their part, employees are liable to return the sentiment and retain no lasting loyalty to the company – though perhaps plenty of resentment.

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