Kapitel 1
The Edge That Built America: How Hypomania Drives Success
Did you know that America's most successful entrepreneurs, from the nation's founders to today's tech titans, share a specific personality trait? It's not just ambition or intelligence, but a mild form of mania called hypomania. In his groundbreaking book "The Hypomanic Edge," clinical psychologist John D. Gartner reveals how this energized mental state has fueled American achievement for centuries. When Gartner interviewed Silicon Valley CEOs during the 1990s tech boom, every single one recognized themselves in his list of hypomanic traits: boundless energy, racing thoughts, grand ambitions, minimal sleep requirements, and feelings of special destiny. This work has been hailed by business leaders like Jim Collins as essential reading for understanding the entrepreneurial mindset, and it offers a fascinating lens through which to view American exceptionalism. As we navigate an increasingly competitive global landscape, understanding this distinctly American temperament may be more crucial than ever.
Kapitel 2
America's Hidden Superpower: Understanding Hypomania
While full-blown mania is a debilitating illness requiring hospitalization, hypomania exists in a fascinating middle ground between normal and abnormal. Hypomanics overflow with infectious energy, irrational confidence, and big ideas. They think and move quickly, become irritated by questions, and possess an unshakable belief in their own special destiny. During the 1990s Internet boom, entrepreneurs were commonly described as "manic" in the media, but Gartner recognized they weren't truly manic but hypomanic - possessing a milder form often found in relatives of manic depressives.
Jim Clark, Netscape's cofounder, exemplified this with his perpetual motion, short attention span, and grandiose visions like his "magic diamond" for Healtheon that would "fix the U.S. healthcare system." Bill Gross of Idealab similarly displayed rapid speech, topic-jumping, and irrepressible optimism even after losing $800 million. When Gartner conducted a pilot study of ten Internet CEOs, 100% identified with hypomanic traits - a statistically significant finding suggesting he'd discovered something hiding in plain sight.
While mania and hypomania share genetic links and run in families, they differ dramatically in severity. Mania is a debilitating illness requiring hospitalization, often involving psychosis and dangerous behavior. Hypomania, by contrast, isn't inherently an illness but a temperament characterized by elevated mood that feels "highly intoxicating, powerful, productive and desirable" to those experiencing it. The key difference is severity - hypomania doesn't cause marked impairment requiring hospitalization.
While mania affects less than 1% of the population, hypomania affects 5-10%, suggesting its potential evolutionary advantage. Studies show relatives of manic patients have above-average income, achievement and creativity - hypomania gives them an edge through heightened motivation and energy. America functions as a perfect natural experiment for hypomanic temperament. As a "nation of immigrants," it represents a highly self-selected population - only the most ambitious, risk-tolerant individuals would undertake the dangerous journey to a new land. Studies show elevated rates of manic-depressive disorder among immigrants regardless of origin, with America, New Zealand and Canada (all immigrant nations) having the highest rates of bipolar disorder globally.
These hypomanic Americans have been America's greatest natural resource, powering a wilderness colony to global economic dominance in just a few hundred years. They weren't "well adjusted" but instead forced the world to adjust to them. Their stories are inspiring, comical, and sometimes tragic, as the same hubris that fueled their improbable rise often led to their downfall.
Kapitel 3
Columbus: The Original Messianic Entrepreneur
Christopher Columbus embodies the archetype of the American entrepreneur - like 1990s Internet CEOs, he boasted he would change the world and get rich doing it. His story reveals how hypomania can drive extraordinary achievement despite (or perhaps because of) delusional thinking.
Columbus claimed divine revelation launched his voyage of discovery - "With a hand that could be felt, the Lord opened my mind" to sailing west to reach the Indies. This vision became "a fire that burned within me," with scripture urging him "to press forward with great haste." He reported hearing celestial voices and claimed the Holy Spirit told him God would make his name "wonderfully proclaimed throughout the world."
Such religious revelations occur in 39% of manic patients, who experience intense closeness to God, hyperreal revelations, and conviction of being chosen for cosmic missions. Columbus's messianic vision expanded beyond mere discovery - he believed God had chosen him to help recapture Jerusalem using gold from the Indies. His grandiosity increased over time: by 1493 he renamed himself "Christoferens" (Christ-bearer), by 1500 claimed to have found the entrance to the Garden of Eden, and in 1502 declared he'd discovered Solomon's gold mines.
What made Columbus extraordinary wasn't his plan (which experts correctly identified as flawed) but his unshakable faith in himself. Biographers note he was "a stranger to doubt" and "mystified that others could be so skeptical." This irrational certainty prevented him from giving up his divine mission despite rejection from the Portuguese king, who dismissed him as "more fanciful and imaginatively inspired than accurate."
After fifteen years of struggle, Columbus finally secured his meeting with Queen Isabella of Spain. His "passionate eloquence" about his God-given mission moved the queen to "confidence and sympathy." They talked deep into the night, with Columbus's hypomanic speech seeming unstoppable. Yet when a committee of Spain's most respected scholars reviewed his proposal, they found it deeply flawed on both theological and scientific grounds, calling his hypotheses "mad" and his errors "colossal."
When Spain finally agreed to fund his expedition after defeating the Moors, Columbus displayed breathtaking hypomanic grandiosity, demanding unprecedented noble titles - to be knighted, made a don, grand admiral, and viceroy - with all titles remaining in his family perpetually. He further demanded 10 percent ownership of everything found in his discoveries. His refusal to negotiate these "absurd, mad, inconceivable, and ludicrous" demands nearly derailed the entire venture until Spain's minister of finance intervened.
Though Columbus briefly became viceroy over the new world, his administrative failures forced his removal. While he failed to usher in the Apocalypse as he'd imagined, his messianic conviction opened the curtain on American history. His story demonstrates how hypomanic individuals can achieve the seemingly impossible through a combination of vision, persistence, and irrational self-belief - even when their specific ideas are deeply flawed.
Kapitel 4
Prophets in the Promised Land: Religious Visionaries Build America
America was settled by Protestant prophets fleeing religious persecution in England, aiming to build utopias with their zealous followers. These new Moseses were not ordinary people but bipolars with messianic missions of cosmic importance, forever shaping America's character.
John Winthrop's diary perfectly fits the pattern William James identified in religious visionaries - dramatic "highs and lows in his relations with the Holy Spirit." At times, he experienced ecstatic religious moments, feeling "ravished with Christ's love" and "forced to immeasurable weeping." At other times, he felt profoundly worthless: "What am I but dust! A worm, a rebel wallowing in the blood and filth of my sins," sometimes experiencing passive suicidal ideation before transformative religious experiences brought "joy unspeakable."
Winthrop organized the Great Migration in 1629, convinced God would soon bring "heavy affliction" upon England. Fellow clergy shared his apocalyptic vision - John Cotton advised that "a wise man who forseeth a plague should hide himself," while Thomas Hooker declared "God told me yesterday night that he should destroy England." These settlers represented a lunatic fringe whose paranoia matched their grandiosity - they weren't just fleeing persecution but founding a New Jerusalem as God's chosen "New Israel" on "an errand in the wilderness."
The Great Migration reflected both religious zeal and entrepreneurial spirit. In his recruitment letter, Winthrop framed America's development as a religious duty while emphasizing economic opportunity. As Max Weber later observed in "The Protestant Ethic and the Spirit of Capitalism," religious zealots and entrepreneurs share a personality type - obsessive vision-pursuers. When these fanatics applied missionary intensity to commerce, they accumulated capital which, due to their ascetic values, they reinvested rather than spent, creating commercial empires.
After two grueling months at sea, Winthrop delivered what became America's most influential sermon, declaring God had made a covenant with them as his new chosen people. He defined America as a "city on a hill" - a beacon calling all peoples to God, with "cosmic significance" for "the redemption of the world." This Puritan heritage has imbued Americans with "a sense of mission" and "divine favor" that Europeans see as self-righteousness.
Roger Williams, another hypomanic religious visionary, found even Winthrop's godly city insufficiently pure. Contemporary observers described Williams as "divinely mad" with racing thoughts characteristic of hypomania. John Cotton compared Williams's mind to "a windmill whirling so fast that it set itself on fire." His extreme positions and poor judgment led to his banishment from Massachusetts, but through an erratic reversal, Williams achieved a breakthrough of religious genius in founding Rhode Island.
Williams recognized that throughout history, "the more godly the more persecuted," and that when "the persecuted of England became the persecutors of New England," the common denominator was state-controlled churches corrupted by temporal power. He secured a charter declaring that "No person shall be in any wise molested, punished, disquieted or called in question for any difference in opinion in matters of religion" - effectively drafting a rough version of the First Amendment.
William Penn's "holy experiment" began in 1681 when the king granted him a huge tract of land in America. Penn created something revolutionary: a colony with guaranteed religious freedom for all faiths and voting rights for all freeholders regardless of religion. Pennsylvania attracted diverse settlers with its religious tolerance and cheap, fertile land, becoming what historian Edward Channing called "the founder of the United States." Philadelphia became America's cultural heart and first national capital, where both the Declaration of Independence and Constitution were written. It was here that Jefferson, gazing at the bustling streets of seekers each pursuing their own vision, conceived of the previously unheard-of right to "the pursuit of happiness."
Kapitel 5
Alexander Hamilton: The Hypomanic Architect of America's Economy
Alexander Hamilton rose from unimaginable beginnings-a bastard, penniless orphan, and immigrant-to become one of America's most consequential founders. His life was a constant charge against the nation's biggest problems, from winning the revolution to designing its economy, until his final fatal encounter with Aaron Burr.
Born out of wedlock on the Caribbean island of Nevis, Hamilton's illegitimate birth haunted him throughout life. At thirteen, he became a destitute orphan when his mother died of fever. After a brief stay with a cousin who committed suicide, Hamilton was completely alone in what he called "this selfish rapacious world."
While working as a clerk for merchant Nicholas Cruger, sixteen-year-old Hamilton revealed his burning ambition in a letter to his friend: "I condemn the groveling condition of a clerk... I would willingly risk my life, though not my character, to exalt my station.... I wish there was a war." Hamilton idolized Julius Caesar, whose biography became the template for his grandiose self-image. When Cruger left Saint Croix for medical treatment, Hamilton-just sixteen-took charge of the business for six months with remarkable confidence.
The American Revolution provided Hamilton the war he'd longed for. His fearlessness bordered on recklessness, as demonstrated when the massive 34-gun British warship Asia opened fire and everyone fled except Hamilton, who calmly continued dragging his cannon uphill. Like most hypomanics, risk simply failed to register emotionally with him.
After four years with Washington, their relationship dramatically ruptured when Hamilton kept Washington waiting for ten minutes. When Washington angrily accused him of disrespect, Hamilton impulsively resigned on the spot-a classic hypomanic error in judgment. Washington attempted reconciliation, but Hamilton stubbornly refused the olive branch.
With the Revolutionary War over, America was no longer a colony but not yet a country. The Articles of Confederation had left the federal government powerless, unable to collect revenue from the states. Hamilton, now a New York assemblyman, found himself battling George Clinton, the boss-like governor who ran New York as a personal fiefdom and opposed surrendering power to a federal government.
At the Constitutional Convention, Hamilton grew increasingly agitated. After three weeks of uncharacteristic silence, he impulsively delivered a six-hour speech proposing radical ideas: a president and senators elected for life, praise for the British monarchy, and hints at abolishing state powers. His friend Gouverneur Morris called it an "indiscretion" that would "plague him for the rest of his life."
Hamilton, Madison, and John Jay joined forces to sell the Constitution to the public through The Federalist Papers. In a hypomanic burst of productivity, Hamilton wrote fifty-one of the eighty-five essays, often penning text while the type was being set. Though originally planned for twice-weekly publication, Hamilton doubled the pace, nearly killing himself with the effort.
When Washington began his presidency in 1789, America was in fiscal chaos-bankrupt with no revenue, defaulting on Revolutionary War debts, lacking viable currency, and recovering from depression. Hamilton, as Treasury Secretary, solved these problems through his economic genius. Washington was amazed, having never known Hamilton had "any knowledge of finance." Robert Morris simply replied, "He knows everything, Sir; to a mind like his nothing is amiss."
Hamilton immediately produced his forty-thousand-word Report on Public Credit in a three-month "surge of desperate speed," working with "almost superhuman" capacity. His solution was for the federal government to assume all state and federal war debts, consolidating them into one national debt serviced with reliable monthly payments. This established America's credit and sparked "America's first bull market" as government securities rose from 10 cents on the dollar.
Hamilton's second economic initiative was creating a national bank to print paper currency, provide liquid capital for commerce, facilitate tax collection, lend money to the government in emergencies, regulate the national banking system, and issue shares of stock. The bank sparked America's first speculative bubble ("Bancomania") with shares quadrupling in value immediately. When the bubble burst in the Panic of 1792, Hamilton stabilized markets by purchasing thousands of shares. In response to this crisis, merchants organized under the "Buttonwood Agreement"-the foundation of what would become the New York Stock Exchange.
After Washington's death in 1799, Hamilton lost his most powerful protector. Without Washington's steadying influence, Hamilton made critical political missteps, most notably splitting the Federalist vote by backing Charles Pinckney against President Adams in 1800, inadvertently helping Jefferson win the presidency.
Hamilton's rivalry with Aaron Burr, another bipolar politician, intensified. Despite hating Jefferson, Hamilton had intervened in the contested 1800 election to prevent Burr from becoming president, considering him truly dangerous. After losing the New York governor's race, a humiliated and depressed Burr challenged Hamilton to a duel over a relatively minor slight. Hamilton, who had been deeply depressed, showed a sudden euphoric mood shift before the duel-possibly indicating suicidal intent. He fired into the air, while Burr shot to kill.
Hamilton was buried on Wall Street-a fitting resting place for the founder of America's economy. Before Hamilton, Wall Street was just a street.
Kapitel 6
Andrew Carnegie: From Radical Roots to Industrial Revolution
Only four generations after Hamilton's death, America had surpassed Great Britain to become the world's preeminent manufacturing economy. Andrew Carnegie's life perfectly illustrates this miraculous economic transformation.
Carnegie descended from a line of hypomanic Scottish rebels-his parents, grandparents, and great-grandparents were socialist revolutionaries. Ironically, the grandson of one of Scotland's first socialists became one of history's most famous capitalists. This genealogy demonstrates that the same genetically inherited temperament that creates a left-wing political revolutionary can also produce an industrial one.
The Industrial Revolution destroyed his father Will's livelihood as a handloom weaver when steam-powered looms transformed damask linen from expensive art into cheap commodity. Seeing his proud family plummet into poverty, the young boy resolved: "I would cure that when I became a man." While Will sank into permanent depression, thirteen-year-old Andrew approached America as an epic adventure.
Carnegie's meteoric rise at the Pennsylvania Railroad came through bold risk-taking. When a train derailment created gridlock with his boss absent, Carnegie took the extraordinary risk of issuing train orders under his boss's initials-a move that could have meant dismissal or worse if he'd made an error. Instead of firing him, Scott was impressed by his "white-haired Scotch devil" and promoted him.
Beyond competence, Carnegie possessed the hypomanic's talent for making others feel good about themselves. He showered Scott with hero worship, his infectious enthusiasm transforming his boss into a devoted mentor-a pattern that would serve Carnegie throughout his career, turning bosses into champions and employees into disciples.
In 1856, Scott offered Carnegie ten shares in Adams Express for $500-an astronomical sum for him. The $10 dividend check that arrived was a revelation: "Eureka! Here is the goose that lays the golden eggs." It was his first income from capital rather than labor. By 1865, Carnegie had parlayed his borrowed $500 into more than $400,000.
After his spiritual crisis, Carnegie decided to focus on manufacturing rather than finance. During a trip to England in 1872, he visited Henry Bessemer's steelworks and witnessed how exposing molten iron to cold air burned off impurities and produced steel. Carnegie immediately grasped the revolutionary implications and rushed back to Pittsburgh to invest everything in steel production.
Carnegie's three-step formula for success was revolutionary: "Cut costs, scoop the market, and run the mills full." Unlike competitors who only calculated profits annually, Carnegie obsessively tracked production costs weekly, measuring every process and material down to individual bricks. His "hard driving" approach-running furnaces at full blast 24/7 except Christmas and July 4th-shocked British steelmakers who considered it "reckless." Under his relentless pushing, production increased by an astonishing 20,000 percent from when he started to his retirement.
Despite his idealism, Carnegie was blind to the inhumane conditions in his mills. Workers endured twelve-hour shifts for twelve consecutive days, followed by a grueling twenty-four-hour shift on the thirteenth day. Carnegie, who romanticized his own childhood poverty, paid workers a mere 14 cents per hour-insufficient to support a family. The culmination came in 1892 when his manager Henry Clay Frick transformed a wage dispute into the bloody Homestead Strike, leading to deadly violence. The public backlash was furious, with newspapers calling Carnegie "a moral coward without a grain of decency."
By 1901, Carnegie had tired of business and accepted J.P. Morgan's buyout offer of $480 million. Morgan combined Carnegie's company with competitors to create U.S. Steel, the world's first billion-dollar company. Carnegie's retirement was never about money-it was time to honor the contract he had written to himself decades earlier.
Carnegie believed his libraries would help workers transcend their circumstances, just as books had helped him rise from poverty. His philanthropic impact was enormous-$50 million for 2,811 libraries in eleven countries, each inscribed with "Let there be light." Through this massive "democratization of knowledge," Carnegie believed he was nudging humanity higher in its evolution.
Carnegie's peace crusade ended in devastating failure. His attempts to broker peace between Theodore Roosevelt and the German kaiser backfired spectacularly. His crowning achievement-a multimillion-dollar "Peace Palace" at The Hague-was scheduled for dedication in August 1914, just as World War I erupted. The news devastated Carnegie: "All my air castles have collapsed around me like a house of cards." He fell into profound depression, saying he was just "waiting for his turn" to die.
Kapitel 7
Hollywood's Hypomanic Founders: The Selznick-Mayer Dynasty
When eastern European Jews fled to America at the turn of the century, they created a new industry: mass media. Jewish immigrants established respected newspapers, founded major publishing houses, and most famously, invented Hollywood. Many of these media enterprises began as family businesses, with bipolar traits running through virtually every member of the Jewish families that built the movie industry.
The mass Jewish emigration from Russia began after the assassination of Tsar Alexander II in 1881, when Jews were scapegoated through contradictory accusations: they were blamed both for being the socialists behind the plot and for being capitalist exploiters causing social unrest. Violent pogroms swept across Russia and Poland-"orgies of destruction" where mobs burned, looted, raped, and murdered while authorities either stood by or participated.
Lewis Selznick fled Russia at just twelve years old, displaying extraordinary chutzpah while his seventeen siblings remained in Kiev. His jewelry empire collapsed under its own ambition-"he always went too far too fast"-but Selznick pivoted to the nascent film industry. With characteristic audacity, he bluffed his way into Universal Pictures, falsely claiming each partner had hired him, and even appointed himself general manager before being discovered.
Louis B. Mayer, Hollywood's most powerful mogul for three decades, embodied hypomanic intensity in everything he did. His emotional extremes were legendary-he would "cry, weep, beg, kiss, love, hate, scream" in meetings, sometimes even fainting. As MGM's patriarch, he knew intimate details about thousands of employees' lives and fiercely protected them. Above all, Mayer believed in America with evangelical fervor, celebrating his birthday on July 4th with massive parties where stars serenaded him with custom lyrics.
Myron Selznick, Lewis's son, was aggressive from childhood. Like his father, Myron defied authority. After his father's bankruptcy, he created a new profession: the talent agent. He systematically broke the studio system's trust by poaching stars whose contracts were expiring, triggering massive salary escalations. By 1937, his agency grossed $15 million yearly with a client list of Hollywood's biggest stars.
David Selznick's film genius emerged early-at ten discussing Broadway plays with his father for film potential, at twelve attending business meetings, and by fourteen earning $750 weekly as an executive in his father's company. At twenty-four, David sought work at MGM, where Louis B. Mayer initially refused to hire anyone named Selznick. David's hypomanic productivity was immediate-he read every studio script, submitted endless story ideas, and "stuffed the suggestion box at the commissary so full it had to be emptied daily instead of weekly."
David and Irene Mayer's relationship revealed his extreme mood swings early on. At his Christmas party preparations, David oscillated between manic enthusiasm (buying excessive gifts for people not even invited) and crushing depression (hiding in tears, confessing "I get melancholia"). David's grief was overwhelming when his father died suddenly-he collapsed at the funeral and "cried out in his sleep for him" for two years.
In 1937, David's doctor prescribed benzedrine to help him work through the night-a decision that would prove disastrous. The amphetamine pushed him from hypomania into full-blown mania, creating symptoms nearly identical to a manic episode: sleeplessness, grandiosity, impulsivity, and paranoia.
During the making of "Gone With the Wind," David warned Irene they were "in a war together." He worked around the clock, often going days without sleep, gambling until dawn, then returning to work. His "memo mania" reached unprecedented heights-dictating 1.5 million words during production, with messengers delivering his often pound-heavy memos to cast and crew at all hours until a rebellion established a 9 PM curfew.
After two years of searching for the perfect Scarlett O'Hara and spending $100,000 on nationwide screen tests, David finally found Vivien Leigh through his brother Myron on the night filming began with Atlanta's burning. His obsessive rewriting drove everyone mad-he hired and fired eleven writers, including F. Scott Fitzgerald, and drove director George Cukor to quit.
Despite "Gone With the Wind" sweeping the 1939 Oscars and being hailed as "the greatest film ever made," David's post-production breakdown led to catastrophic decisions. In a state of "extreme exhaustion," he impulsively disbanded Selznick International Pictures and sold his quarter interest in the film to partner Jock Whitney for $400,000-who promptly resold it to MGM for $2 million. The film would eventually gross nearly a billion dollars for MGM, leaving David watching his masterpiece make money for others for the rest of his life.
The year 1947 marked the downfall of both David and Louis B. Mayer. David produced "The Paradine Case," his "first complete failure since going independent" and his last Hollywood production. Meanwhile, television sales rocketed while movie ticket sales plummeted. MGM's revenues dropped a staggering 75%, and Mayer was fired in 1950, ending the House of Mayer dynasty.
Kapitel 8
Craig Venter: Decoding Life Itself
In countless articles, Craig Venter is described as a genetic pioneer, maverick, gene master, and "the bad boy of science." Though never labeled as such in print, Venter himself acknowledges: "I probably have a very mild case of manic depression." When presented with the diagnostic criteria for bipolar type II, he admitted, "That characterizes some pretty big stretches of my life.... It's bumming me out to be so textbook."
Craig Venter grew up a rebellious blond-haired boy with an irritating smirk, compelled to challenge anything more powerful than himself. Yet despite these inauspicious beginnings, Venter always sensed he was "destined to do something great"-what he calls "delusions of grandeur." He describes an inexplicable certainty that he would "accomplish something greater than normal" and occupy "a powerful historic position."
Venter's carefree surfer lifestyle ended abruptly when drafted in 1964. In Vietnam's Da Nang Field Hospital, Venter witnessed overwhelming carnage that drove him to swim out to sea intending suicide. A sudden moment of clarity-"What the fuck am I doing?"-turned him back to shore. This near-death experience became transformative, leaving him determined to do something great enough to change history if he survived.
At UC San Diego, Venter blazed through his bachelor's degree in just two years while working in biochemist Nathan Kaplan's lab. As an undergraduate, he devised an ingenious experiment proving adrenaline receptors existed outside nerve cells, earning publication in a prestigious journal. Despite accumulating twelve prestigious publications and completing his PhD in three years, Venter's brilliance was matched by his social tone-deafness.
In 1984, Venter and his new wife Claire Fraser secured positions at the prestigious National Institutes of Health. There, Venter constantly brainstormed grand schemes, using Claire as a sounding board. When Venter proposed sequencing an entire X chromosome-a thousand times more ambitious than anything previously accomplished-his grant application was rejected as preposterously grandiose.
Undeterred, Venter made a scientific breakthrough by developing a method to separate genes from "junk DNA," focusing on the 3% of DNA containing actual genes rather than sequencing the entire genome line by line as the Human Genome Project was doing. When Venter applied for NIH funding for mapping the genome of Haemophilus influenzae, reviewers rejected his grant proposal as "ridiculous" and "overly ambitious." Undeterred, Venter proceeded without government funding. In 1995, he succeeded in sequencing the H. flu genome, receiving the NIH's final rejection letter after he had already completed the project.
Michael Hunkapiller approached Venter in 1997 with a bold proposal. Hunkapiller's company PerkinElmer had developed a faster gene sequencer, and calculations showed it could sequence the human genome much more quickly than the Human Genome Project's timeline. The new company was named Celera, Latin for "speed," with the motto "Speed counts. Discovery can't wait"-perfectly capturing Venter's approach.
In May 1998, Venter publicly declared that Celera would sequence the entire human genome by 2001, four years ahead of the public project and at one-tenth the cost. The scientific community mobilized against him. James Watson frantically paced the lobby declaring "He's Hitler" and asking Francis Collins if he would be "Churchill or Chamberlain."
Venter built Celera into "the command deck of a starship"-housing the world's most powerful civilian computer in one building and rows of $300,000 gene-sequencing machines in another. Operating 24/7 with $100,000 monthly electricity bills, Venter's facility mapped as much DNA each day as the entire consortium had collectively done in two years.
On June 26, 2000, Venter and Collins stood beside President Clinton in the White House to announce a "tie" in sequencing the human genome. Clinton called it "a day for the ages" and "the most wondrous map ever produced by mankind." The celebrated "tie" was actually political theater orchestrated by Clinton to resolve the partisan rivalry.
In April 2002, Venter shocked the scientific community by revealing that the human genome Celera had sequenced was actually his own DNA. This violated the careful procedure established by Arthur Caplan, Celera's bioethics advisor, who had arranged for DNA from a diverse cross-section of ethnic and racial groups to create a genome "belonging to all of humanity."
After being fired from Celera, Venter sought "something else to do to change the world." On November 14, 2003, he and Hamilton Smith announced they had built a virus "from scratch," synthesizing DNA and assembling nucleotides in the correct order using the genomic sequence as a cookbook. The Department of Energy enthusiastically funded Venter's new nonprofit, hoping his work would yield designer microorganisms capable of producing hydrogen fuel, devouring oil spills, and consuming greenhouse gases.
This breakthrough marked an early step in "synthetic biology," where scientists aim to design and build biological systems the way they build machines. The potential applications are "limitless"-for both good and evil. Up until 2003, only God could claim to have created life. Now that honor must be shared with a hypomanic American.
Kapitel 9
The Future of Hypomania in America and Beyond
Does hypomania predate humanity? Recent observations by primatologists reveal that charismatic leadership began before humans evolved. Dr. John Mitani observed a chimp named Ellington who generates excitement merely by appearing. Other males hoot and jump with pleasure in anticipation, beginning a wild dance that resembles intoxication. Afterward, Ellington leads an all-day march to ambush neighbors, pushing forward his troops when they tire.
Human civilization's history of territorial expansion and warfare parallels this pattern, virtually always led by charismatic, alpha-like males. This may explain why bipolars exist in every studied society-any group without bipolar genes likely went extinct long ago. The paradox is that the traits pushing mankind toward continuous advancement are actually quite primitive. Capitalism itself represents sublimated territorial competition, with market share as the new territory.
Everything the world loves and hates about America stems from our hypomanic temperament. We are a hypomanic nation, and we will continue to act like one, sometimes wisely, sometimes not. America's hypomanic immigrant genes have made us what we are. But after the September 11 attacks, America may be tempted to abandon the pro-immigrant ethos that made her great-an understandable but terrible mistake.
Andrew Carnegie called immigration America's "golden stream." When that stream dries up, it will mark the beginning of the decline of the American Empire.
In the near future, genetic testing may allow couples to abort a manic-depressive fetus, just as they can with Down syndrome. Or genetic counselors might offer to "fix" these "diseased" genes before conception through simple procedures covered by health insurance. For individual couples, choosing against mental illness may seem like a no-brainer.
But what would be the collective result of these rational individual decisions? It would be sadly ironic if Craig Venter's genetic technology led to the extinction of Homo sapiens var. Venter. Genes that survived millions of years of brutal competition could disappear in a generation without a fight.
Hypomanics exist on earth for good reason. If we remove them from the gene pool, tomorrow's Christopher Columbuses will never be born, and our descendants won't find their new worlds. Successful entrepreneurs are what economist Joseph Nye called "lucky fools." Believing with utter certainty that your new company will succeed when the odds are remote is irrational. But occasionally, a fool gets lucky. If we want to keep human genius alive, we'll have to suffer fools gladly.
