Bernard Shaw's Remarkable Religion: A Faith That Fits the Facts
Bernard Shaw's Remarkable Religion: A Faith That Fits the Facts
Bernard Shaw's Remarkable Religion: A Faith That Fits the Facts
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Ethics, Economics, and Government 175<br />
debauch an ignorant public at will” (Pref. Heartbreak House 5:16–17).<br />
Pseudo-democracy, which stops at providing votes for everybody, is a disaster<br />
because it assures <strong>the</strong> election of demagogues and frauds who have<br />
no interest in educating <strong>the</strong> public. Their purpose is to exploit, not to serve.<br />
Government by <strong>the</strong> Best Does Not Mean Inequality<br />
Shaw lacked a common assumption most of us share: <strong>the</strong> idea that<br />
“bosses” have some sort of God-given, natural rights of ownership over<br />
those <strong>the</strong>y boss. We assume that employees work for <strong>the</strong>ir employer, that<br />
children belong to <strong>the</strong>ir parents. For Shaw <strong>the</strong> relation of boss and bossed<br />
was necessary and potentially beneficial while that of master and slave was<br />
useless and destructive. We reluctantly accept <strong>the</strong> need for bosses (in no<br />
area of group endeavor have we managed to do without <strong>the</strong>m), but because<br />
of our unwarranted assumptions about <strong>the</strong>ir rights we constantly rebel<br />
against <strong>the</strong>m. Our anarchistic ideals conflict destructively with our idolatry<br />
of power. Perhaps we should revise our thinking. 4<br />
Dictators and Democracy<br />
Shaw trusted government, not because he placed all his hope in tyrants but<br />
because he had faith in people. The average person is not capable of government;<br />
nei<strong>the</strong>r is she capable of making a decent pair of boots, but she<br />
can recognize good boots when she sees <strong>the</strong>m. More important, she allows<br />
<strong>the</strong> cobbler to go on about his business. She does not criticize every stitch<br />
and rivet or hamper him at every step because she does not trust him to do<br />
his job. If we turn legislation and administration over to those with <strong>the</strong><br />
capacity for it, Shaw felt, we have as good a reason to trust <strong>the</strong>m as to trust<br />
<strong>the</strong> shoemaker. Governments are limited by <strong>the</strong> superstitions and ignorance<br />
of <strong>the</strong> citizenry, just as <strong>the</strong> professions are confined by <strong>the</strong> follies of<br />
<strong>the</strong> laity and cobblers constrained by <strong>the</strong> tastes of <strong>the</strong>ir customers. <strong>That</strong> is<br />
why all change must come ultimately from <strong>the</strong> laity (Pref. Doctor’s Dilemma<br />
3:296–97). The ignorance of <strong>the</strong> people is always an obstacle to<br />
progress. The obvious answer is to educate <strong>the</strong>m. People could not govern<br />
<strong>the</strong>mselves, even if perfectly informed, not because <strong>the</strong>y are intrinsically<br />
depraved or vicious but because <strong>the</strong> people cannot do anything in <strong>the</strong> mass<br />
except as a mob does it (Sixteen Self Sketches 52). It is true that <strong>the</strong> consciences<br />
of most people are not well-developed and suffer more or less<br />
severely from myopia. Leaders must not only be talented; <strong>the</strong>y must have<br />
larger consciences. They must be moved by a sense of responsibility for <strong>the</strong><br />
community at large. “Government presents only one problem: <strong>the</strong> discov-