I spent yesterday afternoon working with a group of students on an MA in Social Activism and Change. \u00a0I had been invited to speak to the group because of my work on facilitating ‘social change’ using person centred and responsive methodologies.<\/p>\n
We contrasted top down, strategic approaches for social change with bottom up, responsive approaches – and explored the detrimental impact on civic participation of relying on the ‘Vision of the Anointed’ to frame our change processes. \u00a0A little explanation. \u00a0Vision of the Anointed<\/a> is the title of a book by Thomas Sowell, an American historian, economist and social commentator. \u00a0 The anointed are\u00a0usually\u00a0a small group of ‘professionals’ and ‘political leaders’, or ‘campaigners’ and their work frequently follows a well trodden path:<\/p>\n We can see this dynamic playing out now with climate change, peak oil, low carbon economics, the benefits culture, anti social behaviour, drug misuse and so on.<\/p>\n This\u00a0archetype\u00a0for social change is based on an assumption that the problems of society can <\/em><\/strong>be identified by the anointed and can <\/em><\/strong>be\u00a0resolved by their vision. \u00a0Where does this leave the ‘unanointed’. \u00a0Those of us who aren’t involved in the\u00a0process\u00a0of identification of\u00a0problems\u00a0and\u00a0development\u00a0of vision? \u00a0Well we can adopt several positions. We can:<\/p>\n In each of these cases we are giving power to the anointed. \u00a0Even if we oppose their plans, we will argue for the ‘anointment’ of a different group of leaders with different values and different visions. \u00a0Power remains with the anointed – whether they are on our side or not. \u00a0Their social policies too\u00a0will\u00a0have\u00a0benefits\u00a0and\u00a0detriments. \u00a0We are relying on an anointed group to take\u00a0responsibility\u00a0for our success as\u00a0individuals\u00a0and as a society. \u00a0We can then sit back and hurl either brickbats or bouquets – depending on our\u00a0values\u00a0and\u00a0beliefs. \u00a0WE are off the hook. We call\u00a0this\u00a0politics.<\/p>\n In my work I accept that their\u00a0will\u00a0always be an anointed and they will always be developing and\u00a0implementing\u00a0policies. \u00a0 Some of which may work for us. \u00a0Some against. \u00a0With the dominance of the\u00a0current\u00a0economic growth paradigm you are more likely\u00a0to benefit if you are economically active – especially at higher levels. \u00a0If you have money to invest you are\u00a0likely\u00a0to benefit even more. \u00a0Of course we can vote and we can take part in the processes that shape their visions. \u00a0The\u00a0strategic\u00a0plans of the anointed may be necessary – but they are not sufficient.<\/p>\n We should not rely on\u00a0them\u00a0to make our lives better. \u00a0They do not hold the keys to progress for us. \u00a0We do, if we have the courage and confidence to recognise it. \u00a0Often though we collude with the anointed as they unwittingly ‘put the leash’ on our enterprise, creativity and civic participation as they envelop <\/em><\/strong>us in\u00a0their\u00a0plans.<\/p>\n An\u00a0approach\u00a0to social policy and change that relies on the ‘vision of the anointed’ is like an ‘old school’ business that says to its employees – come to work, do as your told, work hard on implementing our cunning plans and policies and we will see you alright. \u00a0Just comply. \u00a0Don’t think. \u00a0Just do. \u00a0We have clever people in the\u00a0boardroom\u00a0who will see us right. \u00a0Compliance and order are the key\u00a0organising\u00a0values.<\/p>\n Many modern organisations have recognised that in fact with ‘every pair of hands a brain comes free’. \u00a0The organisation is turned upside down. \u00a0It is employees in the frontline who are asked to be\u00a0enterprising\u00a0and innovative in making things better. \u00a0They brains in the\u00a0boardroom\u00a0find ways to keeping this innovation and enterprise ‘on mission’. \u00a0Their job is to facilitate the emergence of\u00a0strategy\u00a0from a social process\u00a0involving\u00a0many brains. \u00a0They don’t have an elite planning ‘cathedrals of the future’ developing blueprints for others to implement. \u00a0 They instead manage a messy bazaar of ideas and innovation helping all the traders to promote their ideas and \u00a0form\u00a0allegiances\u00a0for progress. \u00a0They value a culture of enterprise over compliance. \u00a0They are chaordic <\/a>systems.<\/p>\n Person centred and\u00a0responsive\u00a0work helps people to recognise the\u00a0limitations\u00a0of the anointed and helps them to recognise that the best hope for making things better, in ways that they value, lies less in engaging with the anointed and more in engaging with their own sense of purpose and practical association, collaboration and organisation with their peers. \u00a0It lies in their own enterprise and endeavour. \u00a0From a collection of enterprising and creative individuals emerges a diverse and sustainable community.<\/p>\n\n
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