I said “Would you like a rope? You know that haul you have is not secured properly.”
“No,” he said, “but I see you have string!”
“If this comes into motion—” I said, “you should use a rope.”
“Any poison ivy on that? ” he asked me, and I told him my rope had been in the barn peacefully for years.
He took a length of it to the bedside table. He had no concept for what wood could endure.
“Table must have broken when I lashed it onto the truck,” he said.
And, when he was moving the sewing machine, he let the cast iron wheels—bang, bang on the stair.
I had settled down to pack up the flamingo cookie jar, the cutlery, and the cookware, but stopped briefly, for how many times do you catch sudden sight of something heartfelt?
I saw our milk cows in their slow...

In the late nineteenth century Alfred Jarry created a prototype of the modern wannabe in his pot-bellied Père Ubu, a figure that raises entitlement to a high art. Ubu doesn’t want to be king; others urge him to it. But he is also the others. And when he does become king, CEO, or US president, he doesn’t know what it means, or if it means anything at all. He just states his claim. And so he shimmies from statement to power. And having obtained power, Ubu decerebrates the world, exposing the grounds for groundlessness, to paraphrase Ortega y Gasset. Ubu is a tautomaniac, that is, he can be explained in his own terms and is thus always in the right (being in the right is all he is). He needs no proof, but on the contrary wants “to turn the absurd into the highest power of thought” (Deleuze & Guattari)....

• transhumanism
• art theory
• postmodernism
• artistic practice
• re-enactment
• realism

I really should not have hired him, but he seemed like he could fill in for my regular cook. Schneider had called in sick it seemed like it could drag on, so I took him on without too much fuss. He was a stocky, small man who could speak only broken German. At the end of the day, business had to go on, and the guests were hungry.

The complex relationships that you maintain often are unclear, even to yourself. So too the code that goes along with them. It is hard to decipher. It is only when things go off the rails that you recognize how well the self-regulation mechanisms were working: how Schneider would organize his purchases, how he would talk to the staff, how he put together the ingredients, and how truly he was interested in keeping business humming.

On the surface, the assistant chef worked in the same...