Leadership Mismatch – what Napoleon can tell us about the evolution of leaders

January 16, 2012

Elba seen from Tuscany

The Emperor Napoleon was a consummate manipulator of other people’s expectations regarding leadership roles, and here’s how you can be too…

In an RSA lecture Matthew Taylor engages Mark van Vugt, author of Selected, over the salience of Cultural Theory to van Vugt’s evolutionary theory of leadership. [about 30:00 in]

Professor van Vugt’s idea is that evolution has primed humans for particular types of leadership which are not now particularly helpful. There is a kind of mismatch between the leadership relevant to Stone Age peoples and the radically altered demands of today.

He and his collaborators identify two key types of leadership justification:

  • The first is the ‘servant’ leadership approach , which claims that leaders benefit the group at a cost to themselves.
  • The second is the ‘selfish’ leadership approach, which says the opposite – that leaders benefit themselves at a cost to the group.

Source: Gillet, J., et al. 2010

According to social psychology there are two dominant understandings of the evolution of leadership. The first sees leadership as a kind of by-product of the struggle for social dominance. The struggle for dominance takes place because the winners secure better access to ‘reproductively relevant resources’ (I think this means mates). The dominant individuals by definition ‘occupy the top positions in the hierarchy’ and therefore ‘can exercise power over lower-ranked individuals’.

The second approach sees leadership not as a by-product of dominance battles but as a key aspect of group coordination: Leaders are useful to their followers ‘because they can reap the benefits of being in a highly coordinated and cohesive group.’

If these are the only two versions of leadership allowable, we have a big problem. The ‘selfish’ dominance model fits very well with the Individualism worldview of Cultural theory. In this worldview the purpose of leadership is to advance the individual. While not everyone actually is a leader, everyone theoretically could be. The individualist exhortation is to find the niche within which it is possible to fulfil one’s leadership potential. A hundred business speakers’ careers have thrived on this approach (a recent example of this trope in full swing is to be found in Seth Godin’s Lynchpin and Tribes books – strap line: we need you to lead us).

The ‘servant’ coordination model fits very well with the Egalitarian worldview of Cultural Theory. In this worldview the purpose of leadership begins and ends with the benefit of the group as a whole. Ideal leadership is somewhat communal (for example the group of presbyters who lead a Presbyterian church, replacing the individual bishop with a leadership group. The presbyters hire and fire the minister, not the other way around). Ideal decisionmaking is consensual, in which all make the leadership decisions (for example in a Quaker business meeting).

A working hypothesis based on Cultural Theory would be that these (dominance vs. coordination or selfish vs. servant) are only two of the possible four worldviews or cultural biases available. They are the two which fit along the Group axis. Strong Group is associated with servant leaders, which weak group is associated with selfish leaders. However, in Cultural Theory there is another axis, the Grid axis, which considers the relative significance of regulation, rules, expected social roles. A strong Grid approach to leadership makes leadership strongly deterministic. Weak Grid leadership takes little account of (or actively disparages) organised institutions of leadership. Weak Grid leadership produces two varieties just described – Selfish (Individualist) and Servant (Egalitarian). The two strong Grid leadership patterns are Hierarchical leadership and Fatalist leadership.

We could say that on the Grid axis we are measuring over-determined leadership vs. under-determined leadership.

In over-determined leadership there is a pre-established understanding and expectation of what the leadership roles will look like. In the struggle for dominance would-be leaders are not creating the social hierarchy from scratch, instead they are following well worn upward steps. The over-determined leadership contest asks, for instance ‘who will be the next king?’ The role of monarch already exists, it is well-defined and the would-be leaders vie with one another to fill the pre-existing role. Thus the nature of leadership itself is almost entirely unproblematic. A strong grid organisation will have an ideology that assumes the leadership roles are fixed eternally. This is certainly true of the monarchy, where it is mythologised that successive rulers all descend from one another (yet a brief overview of any monarchy will quickly show this to be a fabrication). But it is also true of a modern bureaucracy in which the name plate on the office door or car parking space shows the job title eternally unchanged but the individual title holder ephemeral (again, an examination of actual workplaces shows this to be a fiction – in many workplaces the individuals outlast the management reorganisations that create and destroy their job titles and whole departments regularly and almost ceaselessly).

The under-determined leadership contest, in contrast, actively worries about the nature of leadership itself. Roles, expectations, precedents are all much more fluid and subject to reinterpretation. Instead of slotting into a given role, weak Grid leaders bring with them their own leadership style. A clear example is Napoleon Bonaparte, who went from being a Corsican nationalist lieutenant Colonel to being a French republican captain then General then First Consul in a Republic (he wrote his own constitution) to Emperor in a self-created empire (he crowned himself and subsequently made kings of his brothers, brother-in-law and son). His political formation was in weak Grid Corsica: “As the nation [Corsica] was perishing I was born” (McLynn 1998: 37).

Napoleon was a consummate manipulator of other people’s expectations regarding leadership roles. On his return to France having escaped from the Isle of Elba (see photo at top) he faced unarmed and alone the French 5th Regiment that had orders to re-arrest him. “Here I am.” he told them, “Kill your Emperor if you wish.” Instead they shouted “Vive l’Empereur!” and marched with him to Paris to depose Louis XVIII (McLynn 1998: 605).

Mismatch hypothesis: ‘our modern environments look very different from our ancestral environments’ Example: why do we tend to vote for taller political candidates when height has nothing to do with their job as politicians.

The assumption being made here is that we are genetically predisposed to be impressed by tall people because our Stone Age ancestors were. But this is a cognitive trap, since it no longer matters how tall the leader is.

A counter-suggeston is that only certain cultural biases are interested in the height of the leader.  Individualist leadership is definitely interested, but only to the extent that height can be used as a proxy for individual prowess. Hierarchical leadership is impressed largely because height (like gender, race, age etc) is one more easy item to rank. Egalitarian leadership is quite unimpressed by height (in Australia, this tendency is known as the ‘tall poppy syndrome’ and any potential leader who stands out above the crowd will be ruthlessly cut down to size). Fatalist leadership knows full well that one’s height is the luck of the draw.

Interestingly, despite his many and various leadership achievements, tall is one thing Napoleon wasn’t.

My suggestion: it’s the environment that creates the leadership much as the terrain creates the apparent complexity of the ant’s path across the beach (Simon 1969: 24-25; cf. Agre 1997: 56)

References

Avolio, B., Walumbwa, F. O., Weber, T. J. (2009). Leadership: Current theories, research and future directions. Annual Review of Psychology, 60, 421-449.

Gillet, J., et al. Selfish or servant leadership? Evolutionary predictions on leadership personalities in coordination games. Personality and Individual Differences (2010), doi:10.1016/j.paid.2010.06.003

Frank McLynn 1998 Napoleon . London: Pimlico.

Mark van Vugt and Anjana Ahuja 2010 Selected: Why some people lead, why others follow, and why it matters. London: Profile.

Image Credit: CC, adapted from Gabriele Delhey/Wikimedia

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A typology of disagreement

January 12, 2012
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How are differences of opinion to be characterised?

That is to say, if there is more than one opinion, what is its status in relation to the others? Are there different types of difference of opinion? It’s hard to write about this matter because as soon as we do so we resort to language that is essentially metaphorical. These metaphors condition our thought and tend to beg the questions. So, for instance, to use the term conflicting opinions or competing opinions or incommensurable opinions is to assume that conflict, competition or incommensurability is a given. Of course, ‘opinion’ itself is a matter of opinion. One person’s opinion is another person’s fact. Even the term difference is somewhat metaphorical. What if it turns out our opinions don’t actually differ, after all? Perhaps by means of  Hegelian synthesis or some such trick, they can be reconciled to one another.

Michael Ruse, author of Science and Spirituality: Making Room for Faith in the Age of Science, has written about the ways in which we can characterise the debate between science and religion.  He identifies four approaches, namely:

  • Warfare
  • Independence
  • Dialogue
  • Integration

The contribution of this post is to suggest that these are not merely choices freely made but are pathways already prescribed by social circumstances. We can’t just wake up in the morning and decide that today the relationship between science and religion will be conflictual, and that tomorrow it will be dialogical. The social environment in which the relationship exists conditions to a large extent the way it is characterised. Our pre-existing assumptions and ways of organising make particular lines of reasoning seem ‘natural’ rather than ‘forced’. This point matters because of our tendency to see things as being ‘just the way they are’, without further reflection. If science and religion appear to be in conflict, we tend to jump straight to ontology (‘they just are in conflict – that’s how it really is’), without reflecting on our epistemology (‘how do we know how it really is?’). It is hard to see how the likes of Richard Dawkins and PZ Myers could stop being combative, or how the likes of the Catholic Church could stop trying to be all-encompassing. Notice that method and conclusion amount to the same thing.

The relationship between the four approaches identified by Prof Ruse can be clarified by means of Grid-Group Cultural Theory, under which rubric much thought has already gone into the cultural biases, or worldviews which shape our disagreements. Viewed in this context the religion/science debate tells us as much about the institutional framework of the debate as it does about the truth of the matter.

Approach     Metaphor     Typical institution       Cultural Bias

Warfare            Competition    the market                            Individualist

Independence Isolation          courtroom/prison              Fatalist

Dialogue          Consensus       deliberative democracy     Egalitarian

Integration     Nested Truth    bureaucracy                         Hierarchical

The dialogue approach is in the spirit of deliberative democracy, or of Jurgen Habermas’s communicative action.

The Integration approach is in keeping with Donald Davidson’s ideas expressed in his seminal article ‘On the very idea of a conceptual scheme’. Differences of opinion are subordinated to a hierarchical concept of Truth.

The independence approach is in keeping with Thomas Kuhn’s concept of separate paradigms, or the idea of separate (perhaps overlapping) magisteria.

Finally the warfare approach is closest to an understanding of knowledge as competition, with the survival of the fittest and ‘the marketplace of ideas’.

My suggestion is that these types of disagreement don’t just apply to the science and religion debate, but to all disagreements. Michael Ruse has successfully described the totality of parsimonious ways in which a disagreement may be characterised in any field. These relate closely to the ideal type worldviews or cultural biases of Cultural Theory. An interim conclusion is that while you can have any facts you like, your choice of difference of opinion is strictly limited (Prof Marco Verweij’s ‘constrained relativism‘ perhaps).

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Dirt – is it ‘matter out of place’?

January 10, 2012

Keep calm and pick up a broom

“The Wellcome exhibition starts with a quote from Mary Douglas, the great social anthropologist who wrote Purity and Danger. Dirt she defined as “matter out of place”. She remains a key thinker, prefiguring many of the bigger, better known French structuralists. In analysing taboos about the pure and the impure, the sacred and the profane, Douglas makes us see that context is everything. Dirt, then, is in the “eye of the beholder”.” [The Guardian]

Admirers of the anthropologist Mary Douglas would have appreciated the exhibition on dirt, which took place in 2011 at London’s Wellcome Gallery.

If dirt is a matter of cultural bias, the question of who cleans up becomes an important indication of social organisation.

Egalitarianism: Everyone cleans up; strong group motivation based on moral imperatives. Recent example: Egyptian revolution – the protesters cleaned up after themselves. Cleaning denotes status. Anyone seen to be not cleaning is morally inferior to the group.

Fatalism: No one cleans up. Why bother, it will just get messy again (and keeping it messy is an important, unstated method of social protest). ‘Mattter out of place’ isn’t ‘dirt’ – it’s a succinct description of the whole of life. Ability to cause dirt to someone else’s property denotes status. Example: graffiti.

Individualism: I’ll clean up! (There’s brass to be made from muck). Example: the entire recycling industry. The rag and bone man of my childhood.

Hierarchy: cleaning denotes status. The cleaners are socially lower than the cleaned. This is made to appear self-evident,obviously true, inevitable.

Mary Douglas saw dirt as ‘matter out of place’ not because dirt simply is matter out of place, in some essential or definitional sense, but because she tended to align herself with an Hierarchical view of the world. In hierarchical institutions ‘a place for everything and everything in its place’ is a key maxim. The parade ground, for instance, is proof that neatness, order and regimentation is everything. The strong assumption of the Hierarchy is that the army that walks together the most neatly is obviously the most intimidating and the most likely to win a battle. Extremely clean, neat, ironed and polished uniforms will definitely go a long way to providing certainty about a nation’s capacity to repel invaders.

Individualism will see dirt as matter under-priced. Treasure from trash is a leading business model.

Fatalism will see dirt as inevitable – and take a quiet, stoic pride in it.

Egalitarianism will see some kinds of dirt as proof that ‘we’re all in this together’. But large scale trans-national dirt like radiation or carbon dioxide is seen as a threat against which we need to all pull together as one.

See also: The Toxicity Panic

Image credit: Brett Jordan/Flickr

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Experts and Cultural Cognition

December 20, 2011

Dan Kahan‘s blog at the Cultural Cognition Project makes some conjectures about whether experts think in similar ways to non-experts. Specifically he wonders whether experts exhibit the kinds of cultural biases already demonstrated by non-experts. Do experts use cultural cognition?

My observation is that there would need to be care taken to avoid something like the fundamental attribution error. That is to say, being an ‘expert’ in a given field is strongly conditioned by situation. So the very choice of who the experts are may be conditioned by unacknowledged cultural bias. My conjecture is that experts therefore say what their audiences and sponsors expect them to, otherwise they would be unrecognizable as experts. In situations where the message is critiqued, so is the messenger’s status as an expert. In situations where the message is positively received, the messenger’s status as expert is regarded as obvious.

Three possible examples:

Who is an expert in local economic development? Rob Hopkins, the founder of the Transition Towns movement, tends to have a strongly Egalitarian outlook on the world. He recently complained that the ‘growth as usual’ mindset of local council officers called into question their competence as expert in their own field. His position is that true economic development experts would take into account peak oil, economic crises and climate change and allow for the possibility that economic growth, as it has been understood, may be a thing of the past.

Second example: Climate science has its experts and it is an open question as to whether the geologist Ian Plimer is one of them. At one level he is not an expert in climate science since that is not his area of professional competence. However, he has written a book on the subject and since he is a ‘climate sceptic’, there are some people who wish to present him as an expert in climate change. His new book for students was launched by a former prime minister of Australia.

The third example is that of US judges, experts in legal deliberation, many of whom are appointed on specifically political grounds. Voters have a sense of the liberal and conservative candidates for office and they vote accordingly. To those of us living in places where the judiciary is appointed on merit rather than elected, this appears strange indeed. After all, what could be less political than judgements concerning the facts?

In these examples the kinds of statements made by ‘experts’ are received not on the basis of whether the person in question actually has qualifications or professional standing, but on whether their words fit with a particular cultural bias. That is to say, each cultural bias already has its own experts, who are brought into the argument in order to cast doubt on the competence of the other side’s supposed expertise.

So before we can identify how experts behave it’s necessary to create a definition of expert that is broadly acceptable across the conflicting cultural solidarities described by Cultural Theory. The three examples given above show that this may be quite difficult.

 

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Equality and Hierarchy in Denmark

December 1, 2011
Hedeby
Hedeby, probable site of the first school in Denmark

Further reflections on the concept of horizontal and vertical teaching methods.

A recent edition of the journal Social Analysis (55.2, 2011) is entirely devoted to the contrast between hierarchical and egalitarian pressures on Danish Society.

The introduction begins with a discussion of the work of the anthropologist Marianne Gullestad (1946–2008). Gullestad developed a theory of Scandinavian social life based on the two dichotomies of hierarchy-equality and individualism-holism , which she derived from Louis Dumont (Dumont, Homo æqualis Paris: Gallimard, 1977). It continues:

“Our ethnographies suggest that simple dichotomies between egalitarianism and hierarchy or between individualism and holism do not hold.” (p.13)

One of the articles, by Karen Fog Olwig, focuses specifically on education in Danish kindergartens: ‘Children’s sociality: the ‘Civilizing’ Project in the Danish Kindergarten’.

These kinds of analysis would benefit from a consideration of the Cultural Theory typology in which besides hierarchical (vertical) and egalitarian (horizontal) approaches to education there are also Individualist and Fatalist institutional arrangements.

More generally, it’s possible to be suspicious of comparative national analyses which reify types of behaviour and then seek to apply them to national population groups, as though distinctive national characteristics were so easily demonstrated in this manner.

My concern here is that analyses which identify national characteristics do less to clarify those characteristics than they do to reinforce a kind of nationalist essentialism. This reassuring thought – that we’re doing the right thing when we organise along national lines – seems to me to have had its high point in the mid to late Nineteenth Century with the development of modern nation states, and then another peak after the Second World War with the rise of post-colonial independence movements. It is getting another airing in our time as part of a collective anxiety about globalisation. Most recently, the decline of European currency forces a rethink of national economic arrangements. The national is being renegotiated and redefined.

I’m arguing here that the process of identifying national characteristics is at least partly born from a certain cultural anxiety regarding national identities in an era of globalisation. So to argue that some nations have particularly ‘vertical’ teaching methods and that this impacts on governmental effectiveness, as do the authors of the study previously mentioned, reveals something about the context and preoccupations of the research itself. There is a market for clients (broadly construed) who are interested in reinforcing their ideas about the social reality, the solidity, of nation states.

Analyses inspired by the Cultural Theory approach of anthroplogist Mary Douglas instead start from the assumption that cultural differences are to be found as much within social groups as between them. That is to say, the cultural biases inherent in institutions operate at all scales, from the household (Gullestad’s ‘kitchen table society‘) to the global. This is not to deny the possibility of empirically observable national characteristics, but to contextualise them in a series of nested (Hierarchical), or competing (Individualist), or incompatible (Fatalist), or wholistic (Egalitarian) scales. An interest in identifying the dominant scale (natonal, supranational, something else?) reveals a Hierarchical cultural bias.

Where can Cultural Theory aid these kinds of investigation?

First, as mentioned, it identifies, parsimoniously, a further two ‘ideal types’, beyond ‘horizontal’ egalitarianism and ‘vertical’ hierarchy.

Second, it allows for a questioning of national characteristics as particularly national.

Third, following on from this, it renders visible contesting social forces within societies and institutions. So for example, where Hierarchical approaches to social organisation appear dominant, Cultural Theory can show how they may not be quite as dominant as seen at first sight (because they fit within a dynamic of contested worldviews), and it can show where the possibilities of change lie in already existing institutions and relationships.

To end on the idea of anxiety about national identity in an era of globaliisation, two books are particularly helpful on this:

David Held and Henrietta L. Moore, eds (2008) Cultural Politics in a Global Age: Uncertainty, Solidarity and Innovation. Oxford: Oneworld.

 Henrietta L. Moore (2011) Still Life: Hopes, Desires and Satisfactions. Cambridge: Polity.

References

Bruun, Maja Hojer; Jakobsen, Gry Skrædderdal; Krøijer, Stine (2011) Introduction: The Concern for Sociality—Practising Equality and Hierarchy in Denmark, Social Analysis, Volume 55, Number 2, Summer, pp. 1-19. [http://dx.doi.org/10.3167/sa.2011.550201]

Louis Dumont (1977) Homo æqualis Paris: Gallimard.

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Horizontal vs. Vertical: An International Comparison of Teaching Methods

October 27, 2011

There are many typologies for understanding social behaviour. This one uses the concept of vertical and horizontal teaching methods. It might benefit from comparison with the Cultural Theory approach to similar social phenomena. Vertical teaching is Hierarchical and horizontal teaching methods are Egalitarian. But Cultural Theory would suggest that there are four basic cultural biases and these are expressed institutionally. Individualist teaching methods emphasise personal project work and self directed learning. This third approach is neither horizontal nor vertical, but it is identified and described by cultural theory. Then there is a fourth ideal type. Anyone who has attended a school will probably have a personal experience of what Fatalist education might entail.

Horizontal vs. Vertical: An International Comparison of Teaching Methods – http://www.freakonomics.com/2011/10/25/horizontal-vs-vertical-an-international-comparison-of-teaching-methods/

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Explaining Political Judgement

October 3, 2011
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Fourcultures has previously reviewed the work of Perri 6 , Professor of social policy at Nottingham Trent University.  The Institutional Dynamics of Culture (which he edited with Gerald Mars) remains the most important compendium of sources on Mary Douglas’s cultural theory.

His latest book is Explaining Political Judgement, which looks to be a very thorough explanation of the relevance of Cultural Theory to the kinds of decisions made during the Cuban Missile Crisis, and to the social sciences more generally.

“Explaining political judgement” lays out a full specification of a neo-Durkheimian institutional theory of political judgement, emphasising its causal mechanisms as much as its typology. It argues that political judgement is best understood as a form of thought style, and it proposes a set of measures for capturing thought styles in political decision-making. These styles are best explained, it argues, by the work of informal institutions shaping the ways in which decision-makers are organised. Those institutions shape judgement by quotidian ritual processes in meetings and exchange of memoranda etc. To make an illustrative case for the theory’s promise, plausibility and for its comparative merits over rival explanations in the social sciences, the book re-examines the evidence about decision-making by the US, Soviet and Cuban governments in the period immediately before and during the Cuban missile crisis of 1962. The case has been chosen to set the argument in direct comparative relationship with one of the great classics of the social sciences, Graham Allison’s “Essence of decision” (2nd edn, 1999, with Philip Zelikow). “Explaining political judgement” concludes with arguments about the prospects for the neo-Durkheimian approach generally.

 

 

 

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Am I an Atom?

September 6, 2011

Science Museum

Nice quote from the introduction to journalist and academic Jeff Jarvis’s new book, Public Parts:

“Society splinters and splits and then reshapes in new forms. Think of us as atoms in molecules. Centuries ago, our molecules were villages and tribes; location defined us and often religion guided us. In Europe, Gutenberg empowered Luther to smash society apart into atoms again, until those elements reformed into new societies, defined by new religions and now nations. Come the industrial revolution—for which Gutenberg himself was the first faint but volatile spark—the atoms flew to bits again and reformed once more, now as cities, trades, and economies. We atomize. We reform into new molecules. We don’t evolve so much as we blow up in wrenching bursts of violence, breaking strong, old bonds and forcing us to feel disconnected until we can connect again. This is not a debate about whether we are meant to be alone or together, whether our natural state is independent or social, private or public. We are meant to be both; we just change the formula, given chance and necessity. We like to think that we finally find the right balance and discover our natural state. And then technologies come along and ruin our dear, old assumptions and order. That is what is happening today.”

Great metaphor – except that it assumes the Individual [atom] is always and everywhere, deep down, the fundamental unit of society [molecule]. Some societies make this assumption. Others don’t. This isn’t to criticise – simply to note that every metaphor carries its own freight.

Found at

http://www.buzzmachine.com/2011/02/13/public-parts-atomize-reform/

Image Credit: Science Museum, London

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The medium is the bias

September 4, 2011
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We don’t carry cultural biases around in our heads so much as encounter them in our environments. Humans require the flexibility to be able to engage with different cultural biases in different contexts. A person who is acculturated to be biased in one particular way will either gravitate towards that way of working or be somewhat handicapped in contexts outside of their cultural comfort zone. Imagine a right handed person working with their left hand: they can do it but it isn’t comfortable. Unfortunately we mostly aren’t even aware that we are operating in culturally biased environments and our flexibility is unconscious rather than reflective. Cultural theory offers a heuristic approach to recognising, naming and making sense of these cultural biases so that we can operate on a more ambidextrous manner.

A case in point: email. Here’s an excerpt from Johnny Ryan’s book on social networking:

“E-mail stripped away the accumulated layers of formality that had been observed in correspondence of the ink age:

‘One could write tersely and type imperfectly, even to an older person in a superior position and even to a person one did not know very well, and the recipient took no offense. The formality and perfection that most people expect in a typed letter did not become associated with network messages, probably because the network was so much faster, so much more like the telephone.’

Strict hierarchies were flattened, and the barriers between individuals at different levels of an organization’s hierarchy were minimized. Staff at ARPA now found that they could easily contact the Director, Stephen Lukasik, by e-mail. Similarly, Lawrence Roberts used e-mail to bypass principal investigators and communicate directly with contractors below them.

As e-mail spread throughout facilities connected to ARPANET, the rapid-fire e-mail exchanges between people at different levels of the academic hierarchy established new conventions of expression.”

The point is that in the 1970s the new medium of email effectively forced an Egalitarian cultural bias to be adopted inside an otherwise strongly Hierarchical organization. In the terms of Cultural Theory, email is a Weak Grid medium.

The upshot of this is that if your organization relies heavily on one cultural bias or another (and nearly all do) it may be important to consider carefully the quality of match between the cultural bias of the medium and the cultural bias of the organization. For example it would probably be a bad idea for the monarch to use email, since the medium implicitly undermines the cultural power of the institution. It isn’t just that the medium risks trivialising the sender, The medium actually implies particular social relationships which may or may not be conducive to the sender’s institutional arrangements.

Note that the English monarchy has intuitively understood this. If you want to contact the Queen in 2011 you have to write a letter.

The official website says:

“If you wish to write a formal letter, you can open with ‘Madam’ and close the letter with the form ‘I have the honour to be, Madam, Your Majesty’s humble and obedient servant’. This traditional approach is by no means obligatory. You should feel free to write in whatever style you feel comfortable.”

…as long as it’s snail mail. This is just as well, since if you tried to tweet the Queen (which you can’t) the formal closing would take up over half of your 140 character allowance.

Conversely, those seeking to change cultural biases could do worse than to ‘bring the war to the enemy’ by seeking to force them to use culturally inappropriate media to convey their messages.

Unlike the Queen, Prince William has a Twitter account. When I looked it had 27,387 followers. This figure contrasts rather sharply with the number of followers the monarchy is supposed to have (many millions in several Commonwealth countries). In other words the very use of a Weak-Grid medium such as Twitter undermines the Strong-Grid hierarchical rationale of its user.

For those who do not operate in Hierarchical institutions these examples of blue-bloods using the Internets may serve to illustrate the horror with which many who defend a Hierarchical worldview look at contemporary social change. This horror can be hard to understand – isn’t it an over-reaction? Well, no. While most of us just see Twitter and Facebook. For the Hierarchical worldview these are further evidence of the end of civilization as we know it – and they are not wrong.

Sources:

http://arstechnica.com/tech-policy/news/2011/03/from-the-first-email-through-the-well-and-usenet-a-pre-history-of-social-networking.ars/2

Johnny Ryan 2010 A History of the Internet and the Digital Future. London: Reaktion and Chicago: University of Chicago Press.

http://www.royal.gov.uk/HMTheQueen/ContactTheQueen/Overview.aspx

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It matters who presents the message

August 22, 2011

unsafe area

Who would you trust to tell you what the risks are?

Research from the Cultural Cognition project suggests the cultural identity of the presenter matters significantly to the public reception of a particular message about risk. In other words, we need our experts to be our experts, not the other side’s experts.

It follows from this that one way of reducing the polarization of debates on risk may be to provide a variety of views on an issue from within a particular cultural bias. Two examples of this in practice are presented below, one quite successful, the other less so.

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