"The Chicago Economics Department was in intellectual ferment, although the central issues of the 1930's were very different from those in later times. I had never before encountered minds of that quality at close quarters and they influenced me strongly"
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“Intellectual ferment” is Stigler’s tactful way of describing something more combustible than polite seminar chatter: a department actively reorganizing how people were allowed to think about the economy. The phrase carries a double charge. Ferment evokes creation and instability at once, suggesting that Chicago in the 1930s wasn’t merely producing ideas; it was bubbling with disagreement, ambition, and the sense that the stakes were real.
Stigler’s careful qualifier - “the central issues of the 1930’s were very different from those in later times” - is doing quiet rhetorical work. He’s preempting the lazy shorthand that treats “Chicago economics” as a single, timeless ideology. In the Depression decade, the urgent questions were mass unemployment, collapse, and the legitimacy of sweeping state intervention. Chicago’s later public image - market triumphalism, deregulation confidence - wasn’t yet the settled brand. Stigler signals that the department’s identity was forged in crisis, not comfort.
The most revealing line is personal: “minds of that quality at close quarters.” This isn’t abstract admiration; it’s proximity as conversion technology. Stigler frames influence as almost atmospheric: you don’t get persuaded so much as saturated. Subtext: elite intellectual ecosystems don’t just sharpen arguments, they shape instincts - what counts as a good question, what kinds of answers feel respectable, which uncertainties get mocked out of the room.
There’s a hint of origin story here, too. By anchoring his development to that environment, Stigler reinforces a Chicago self-myth: rigorous, hard-nosed, and formed by debate intense enough to leave a mark.
Stigler’s careful qualifier - “the central issues of the 1930’s were very different from those in later times” - is doing quiet rhetorical work. He’s preempting the lazy shorthand that treats “Chicago economics” as a single, timeless ideology. In the Depression decade, the urgent questions were mass unemployment, collapse, and the legitimacy of sweeping state intervention. Chicago’s later public image - market triumphalism, deregulation confidence - wasn’t yet the settled brand. Stigler signals that the department’s identity was forged in crisis, not comfort.
The most revealing line is personal: “minds of that quality at close quarters.” This isn’t abstract admiration; it’s proximity as conversion technology. Stigler frames influence as almost atmospheric: you don’t get persuaded so much as saturated. Subtext: elite intellectual ecosystems don’t just sharpen arguments, they shape instincts - what counts as a good question, what kinds of answers feel respectable, which uncertainties get mocked out of the room.
There’s a hint of origin story here, too. By anchoring his development to that environment, Stigler reinforces a Chicago self-myth: rigorous, hard-nosed, and formed by debate intense enough to leave a mark.
Quote Details
| Topic | Learning |
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