On the duty of system disobedience

“I heartily accept the motto, -”That government is best which governs the least;” and I should like to see it acted up to more rapidly and systematically. Carried out, it finally amounts to this, which also I believe,—“That government is best which governs not at all;” and when men are prepared for it, that will be the kind of government which they will have. Government is at best but an expedient; but most governments are usually, and all governments are sometimes, inexpedient.”

This is how Thoreau started his essay on what he termed ‘civil disobedience’. He had spent a night in jail for refusing to pay his state poll tax in protest against the institution of slavery, the extermination of Native Americans, and the war against Mexico. He makes the argument that citizens of a country have a duty to disobey rules and laws of a government when those rules and laws are unjust. To him, our moral authority stands above the legal authority of a government.

One of Thoreau’s answer’s to the problem was to disengage from a society he believed to be too political and to turn to self-reliance. But he lived in a time where that might have been possible. In today’s interconnected society none of us can be truly self-reliant. There are no longer cabins in the woods that we can retreat to when distancing ourselves. Today, our sense of place in society is less to do with our location and more to do with the systems that affect us. A footballer driving a Porsche through the streets of London has a very different sense of that place than the homeless person walking those same streets. They are both in the same place but the systems that affect each of them are different.

We have an ethical duty, Thoreau says, to be sceptical of government. I say we have an ethical duty to be sceptical of the systems of our society; political, philosophical, economic, educational, media, community.

Understanding systems is hard. The way we’re usually taught to understand something is to break it down into separate parts. Want to make a meal? The recipe breaks it down into a step-by-step process. Want to build a new piece of furniture? Follow the instructions. Want to learn to programme? Start with the basics and advance to more complicated things later. This is how we organise knowledge to make it more manageable. But understanding systems doesn’t work that way. If we break the system into parts we can no longer see how those parts interact and affect each other, and it’s the relationships between the parts that make it a system.

But there are some patterns for systems that can help us think better about them. In systems, distinctions can be made between and among things; things can be organised into part-whole systems; relationships can be made between and among things; and things can be looked at from the perspectives of other things. In an educational system, the classes are whole distinct systems and at the same time part of a system of other classes that make up a school. And schools are whole systems that are also parts of a educational system, which are affected by funding and policy systems. When one of the school systems, say the heating, changes it affects many other systems, such as how people behave and how the budget is spent. How the system of moving people between classrooms works can be looked at from the perspective of crowd movement and flow dynamics, or from the mental health and stress perspective. Systems don’t break down into recipes or instruction manuals.

And people are the uniquely weird parts of any system. We are made up of many systems, parts of other systems, affected by them all, but at the same we can be aware of the system and their affects, which means we are able to exercise our individual conscience that allows us to decide to disobey the systems. When a person works within a system they are part of that system, which is why to Thoreau the only answer was to disengage.

Did Thoreau’s night in jail change the system? No, of course not. The American government of the time carried on doing what it was doing. But writing about his thoughts on civil disobedience inspired Mahatma Gandhi when he was creating his concept of Satyagraha (non-cooperation). The idea of non-violent resistance helped to bring to an end the British rule over India. Dr. Martin Luther King Jr. was inspired by Thoreau and Gandhi. He adapted ideas about civil disobedience to the civil rights movement in the United States for the right to vote, desegregation, labour rights and other rights for people of colour.

In fact, it’s not much a stretch to say that ‘On the duty of civil disobedience’ was the bedrock for how protest and political activism are approached today. Thoreau didn’t affect the systems he was in, but his work affected the creation of entirely new systems for making the world a better place.

That’s the thing about doing work within systems; we can never know what change they might cause in another time and another place.

There is a need to directly fight injustice, of course there is, but any fight can only be conducted from within the system, as part of the system. We can and should also follow in the footsteps of Thoreau and do what we can to influence the creation of better systems in the future.

For an act to be civilly disobedient, it must involve some breach of law. For an act to be system disobedient, it simply has to involve a vision of a better future. We can all do that.

220716

Today

  • Bought some books
  • Walked on the beach
  • Read

Tomorrow

  • Irregular Ideas
  • Beach

220715

Today

  • Getting more definition on a test
  • Chatting about plans for how we work
  • Walk on the beach
  • Weeknotes
  • Timeline of digital work
  • Updated home page and about page on my website to try to help with some focus

Tomorrow

  • Walking in the woods
  • Looking in bookshops
  • Reading for 21st Century Charity
  • Writing more for the timeline of digital work

Weeknotes 311

Photo of the week:

Driving down into Borth just after sunset with Snowdonia national park in the distance.

This week I did:

Learning to test test and learn

There are some pieces of work that don’t require a full development process and can achieve their goals by focusing on small specific problems. This week I’ve been working on learning how we can run more tests to answer questions about delivering small specific solutions. It means being strict on goals, and using them to help you draw boxes around what you need to do to make the test happen, what you should do because it’s just good to do, what you shouldn’t do because you want to keep the work small and not interfere with the test results.

Lots of info, loosely held

This week’s irregular ideas was about information overload, and how we can deal with by keeping an open mind about the information we receive and being prepared to accept other information that changes how confident we are in what we think. I’m up to 45 subscribers, which is more than I ever thought I’d get.

Timeline of digital work

Because I’m a digital geek, I’ve been making a list of ideas, practices and technologies that created our idea of modern digital work. It includes obvious things like the invention of the Internet and the writing of the Agile manifesto, but also less obvious things like the introduction of API’s in 2000 and registering of the first domain name in 1985. I might merge it with TimelineOfModern.work or just turn it into a blog post.

And I thought about:

Non-competitive strategy

I wonder about the underlying assumptions of lots of strategy thinking and almost all the models as being in competitive environments. The Hidden Brain podcast had a episode about how people behave in groups and included some research about how, once in groups, people automatically feel competitive with other groups. And what is an organisation if not a group of people that tries to bind that group with culture, contracts and organisational boundaries. So, maybe competitive strategy is a reflection of human tendency. Perhaps best to think about strategy description rather than definition then, and use descriptions like Rumelt’s ‘a cohesive response to a significant challenge’, which in itself doesn’t imply a competitive environment.

Ways to think about problems

I’ve thought a bit about how we think about problems, and want to try to make it make sense enough for a blog post (not that any of my blog posts make any sense). Ways to include are ‘wicked problems’, the difference between problems that are difficult vs hard work, and puzzling puzzles where you can’t see what the solution looks like.

And read:

Charity Digital Skills Report

The 2022 Charity Digital Skills Report came out this week. It’s an interesting read (if you’re into that kind of thing, which I am) about the state of digital in the charity sector. There are so many things for charities to improve to be more digital, and so many ways for them to do it. Taking a strategic approach is impossible, there’s just too much complexity to create any kind of cohesive approach. Stigmergy is the only answer.

Emotionraising

Emotionraising: How to astonish, disturb, seduce and convince the brain to support good causes, was recommended to me and it’s a good source for my 21st century charity module on donations. It starts with the science of emotions about giving, which is really interesting. So much goes on in every single donation to a charity, from the motivations of the person to the convenience of the experience.

Learning Morse

I found an old pamphlet about learning Morse Code. It’s interesting to see how a lot of the ‘build in public’ creator economy on Twitter has a long history of people believing in their tools and creating ways to share their passion with others.