For Plato and many medieval philosophers, imagination was construed primarily as a mimetic act of mirroring, representing, copying. This approach was often associated with deceit and illusion, with confounding original realities with secondary substitutes. By contrast, for Kant and the romantics—including German idealists and existentialists like Sartre—imagination was hailed as a productive force in its own right, the source of all true meaning and value.
Bachelard resisted both extremes. For him, imagination was at once receptive and creative—an acoustic of listening and an art of participation. The two functions, passive and active, were inseparable. The world itself dreams, he said, and we help give it voice.
More than ever, people are choosing how to spend their time based on the amount of attention they can garner—and you and I are no exception. Everyone is susceptible to this logic. But what I want to argue in this piece is that tech startup founders are particularly susceptible to this tendency.
Working at and around startups for several years, I’ve noticed many founders prioritizing culture, visibility, and perception over product, customer development, and strategy. Maybe this is to be expected in a time where culture moves faster and is perceived as more important than ever. But I find it unusual that the tech industry seems unaware of a whole class of typical mistakes founders make in pursuit of cultural relevance.
Early stage companies often deal with questions like “Why don’t we have as much adoption as we’d like at this time?” “Why aren’t we driving enough sales?” “Why is our churn rate so high and how do we raise retention?” and my favorite, “Why do we have no users?”
There are many ways to address these issues, but I find that companies frequently—and incorrectly—identify their public presence as the way to solve them.