In anticipation of the 2021 Performance Philosophy conference, I've been thinking about "problems" in the sense that Deleuze discussed them. I particularly like Bourassa's parsing of the term in the book Deleuze and American Literature:
"Problems, far more than solutions, open our eyes. It is said that every solution is worthy of its problems and that every problem gets the answer that it merits. So we can talk about good and bad problems, problems that are more or less worthy. And this is truly the challenge of thinking. Not to get the 'correct' answers, but to formulate the worthy problems, problems that carry their answers with them in the clarity and rightness of their form. [...] The difference between a bad problem and a good one is that the bad problem demands a solution that will quickly be recognized and validated. When we read the essay that portentously comes to the same conclusion as the last dozen essays of its kind, we are in the presence of a worn-out problems. A good problem is one that changes our vision, makes new things visible, breaks up the previous divisions, and installs new ones (which may themselves be replaced). The good problem is often the articulation of a mystery that has not been voiced, and in the setting out of the mystery, much comes to us, not as answers, but as singular points of the question we have posed" (2009, 195; this appears in the conclusion where the problem being put forth is that of the Nonhuman)."
In this sense, a Performance Philosophy problem would be one of the mysteries that have evolved within the seams of the organization since its emergence in 2013.
I'm interested in the problem of "No," and I'd like to explore it along the following lines:
Will Daddario is a historiographer, philosopher, and teacher. He currently lives in Asheville, North Carolina.