How do we tackle inequality and exclusion? How do we have high quality but affordable public services? How do we provide dignity and care for an aging population? How do we modernise our infrastructure? How do we stabilise our economy?
As we plough through Party Conference season, questions like these are perplexing our leaders and policy researchers as we struggle collectively to see a route to a stable and thriving society. What you will notice, though, is how rarely these problems are tackled head-on by leaders. They will talk about the things they believe in, and their desire to tackle the tough problems facing our country, but the solutions they then propose seem to be so much smaller in scope and limited in impact. Too often it seems that the problems exist on a much bigger scale than the tools and techniques we have to solve them.
In it, Matthew argues that there are three fundamental drivers of social power:
- hierarchical authority – “I’ll do what I’m told”
- social solidarity – “I’ll do what everyone else is doing”
- individual aspiration – “I’ll do what I want”
All three are fundamental to our nature as human beings, but the balance between them has changed considerably over the last century.
Hierarchy has been enfeebled, by our loss of faith in our leaders and institutions, and by the social technologies that now enable us to mobilise against them. Our trust in strangers and solidarity with our neighbours has been stretched by increased social diversity, the fracturing of the class system and growing social inequality. Of the three, individualism is now the strongest, but it has become narrow and materialistic, undermined by the inefficacy of markets to organise our needs, and by the lack of strong hierarchy and social solidarity to restrain it.
The result is a growing fatalism about problems that cannot be solved through individualism alone – problems like climate change, the pensions crisis and the economy. Our leaders proclaim bold rhetoric designed to appeal to our other social drivers, such as the appeal for solidarity in the “Big Society” movement, but the solutions they propose don’t match the rhetoric.
We are not creating the kinds of solutions that can tackle our problems, Matthew argues, because we are not designing solutions which make use of all the sources of our social power.
To solve our biggest social problems, we must build up the strength of all three of these social drivers, and harness them together to create solutions that involve everyone. And he argues that to do so, we need a design mindset, not a policy one.
(There’s a lovely story about the sociology of queueing around 18 minutes too.)