A better world is possible - Global Commons Institute

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Copyright Bruce Nixon 2010. All rights reserved. This electronic copy is provided free for personal, non-commercial use only. www.brucenixon.com Chapter 6 – Seeing the underlying system clearly – understanding what gets in the way of progress February 2009 “Systems blindness seems to permeate all facets of western society today” Bob Doppelt We need to see the system clearly and address the underlying issues if we are to succeed in tackling the threats to our existence and create a better, sustainable and just world. It is no use trying to change things by addressing symptoms. Problem solving and quick fixes don’t work, as New Labour’s history demonstrates. Why have so many campaigns to fight poverty and injustice largely failed - years of concerts, Live Aid, Live Earth? The lesson is we need to transform the system and focus on the inspiring possibility of a world people yearn for. The Possibility for greater happiness A global economic system designed to meet human needs, to create well-being, not excessive power and wealth for a small minority Everyone has enough and the opportunity for a healthy and fulfilling life - no one is hungry Our climate is stabilised We start restoring, respecting and nurturing the diversity of the ecosystem on which all life depends We pursue health, instead of a culture of dependency on the medicine; people and businesses take responsibility for health and well-being Difference and diversity are valued and celebrated Injustices and mistakes are acknowledged; conflicts resolved without violence We put an end to war, the threat of nuclear annihilation, and military economy Terrorism is a thing of the past Leaders understand they are servants Why are we so slow to respond to the global crisis, when effective action is urgently needed? Why, when faced with a threat far greater than WW2, are world leaders struggling to agree a coherent strategy? The paradox is that to save ourselves we have to give up focusing on self-interest and instead focus on the greater good. We humans change and learn slowly. But this time change is urgent and we need to learn fast! Apparently 41 percent in UK do not accept the overwhelming scientific consensus that global warming is largely man-made and almost a third of us think the link is not proved. Only 28 percent think it is happening and is the world’s most serious problem; just over half think it is serious but other problems are more serious. It’s partly that we in the West have never had it so good. We don’t want to give up the way we live. We put our own interests first. It’s hard to admit that a mindset in which so much has been invested for so long is not working. Primitive ways of reaching decisions Part of the problem lies in the way we reach vital decisions. Leaders don’t listen to whistleblowers. They marginalise, bully, penalise or fire people who express the dissenting views. This results in “group think” – the thinking of the herd of sheep that runs over the cliff. The whip system in Parliament is an example. Anything that constrains independent thinking and principled, 94
Copyright Bruce Nixon 2010. All rights reserved. This electronic copy is provided free for personal, non-commercial use only. www.brucenixon.com courageous action is dysfunctional. Adversarial debate is outdated, inadequate for dealing with the crisis we face today. We need ways of deliberating that use the full diversity of views, not opposing each other but listening, seeking a complete picture and reaching a consensus about what action is in everyone’s best interest and has widespread support. We witness this dysfunctional process daily. The mass of people are weary of it. Dysfunctional processes Abusive debate Bargaining, bullying and threats Blaming others and denying responsibility Defence and denial Expelling or killing dissenters Gathering together the like- minded – “One of us” Group think Marginalising and penalising dissent Reluctance to let go of power or advantage Resistance to change Suppression of truth There is a better way, the way of the most effective leaders, servant leaders. A better way The focus is on the possibility of something far better than the now The aim is a shared vision consensus that meets the needs, wishes and hopes of everyone and offers win; win solutions All the creative intelligence available is used - all the knowledge, expertise, understanding and experience Conflicting views that we may not wish to hear are encouraged Decision making involves the whole system, all stakeholders Diversity and difference are valued and respected We have open minds and continually learn Honest feedback about behaviour is given Mistakes and past injustices are admitted and apologies made No blame or abuse People agree to listen to each other with respect People appreciate each other and celebrate Personal responsibility, commitment, integrity, truth and authenticity are cardinal principles Conflict resolution and reconciliation are practised We shape and then are shaped by institutions. That is how a dangerous monoculture develops and organisations and government gradually become corrupted. It explains how good able men, like corporate leaders, participate in unethical, unsustainable business practices and bankers engage in the dodgy responsible for the credit crunch and the growing recession. People are appointed to head up inquiries or commissions who white wash. Ministers who toe the party line believe in their own integrity despite evidence to the contrary. Power has a tendency to corrupt. Most people have good intentions and care, especially about their loved ones. But clearly, there is something dysfunctional in the human psyche that has to be reckoned with. Safeguards have to be built into our institutions. 95
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