I am grateful – not for the first time – to Keith Grint for alerting me to a distinction made by Amitai Etzioni in 1964 in his book ‘Modern Organisations’:
Etzioni distinguished between Coercive, Calculative and Normative Compliance. Coercive or physical power was related to total institutions, such as prisons or armies; Calculative Compliance was related to ‘rational’ institutions, such as companies; and Normative Compliance was related to institutions or organizations based on shared values, such as clubs and professional societies. This compliance typology fits well with the typology of problems: Critical Problems are often associated with Coercive Compliance; Tame Problems are associated with Calculative Compliance and Wicked Problems are associated with Normative Compliance.
As regular readers of this blog (lovely to see you the other night, mum) will know, I think that more and more policy problems are ‘wicked’ by which I mean they are complex, intractable in the sense that they can be managed but probably not solved, contested both in terms of diagnosis and prescription, and – crucially – solutions involve changes not just in policy and processes but changes in social expectations, norms and behaviours. The latter point links wickedness to the ‘social aspiration gap’ (which I have argued separates our collective hopes for the future from the trajectory upon which current modes of thought and action set us) and to ‘social productivity’ the idea at the heart of our 2020 Public Services Commission report that public services should be judged by their capacity to help people meet their own needs.
I have decided to try to delve deeper into this question of normative leadership; why do we need it, what exactly is it, what are the best examples of it in practice, what are the factors which build it and inhibit it?
Last week, following a tip-off from Caroline Haynes at KPMG, I gave the example of transformative normative leadership provided by the fat-busting Mayor of Oklahoma – if you didn’t follow this link you really should, it’s a great story. My thinking is at an early stage but the working definition of successful normative leadership is ‘the achievement by those in authority of enduring and benign change in social norms, which may involve, but does not primary rely upon, regulatory compulsion or financial inducement’.
Keith Grint differentiates this type of leadership through three dichotomies: questions not answers, relationships not structures, reflection not reaction. This is a good starting point but I want to suggest other dimensions such as a focus on substantive mission not procedural means, a willingness to accept the risk of public failure, leadership y through exemplary action not mere exhortation.
My weekend request to readers is for more examples of normative leadership. It need not be mayors, or even politicians. It could be a head teacher, a social entrepreneur or a community organiser. But it is someone who successfully took it upon themselves to persuade people voluntarily to change their habits for the good of society.
This is the leadership we need right now. It is not the kind being offered by conventional leaders but rather than blame them, I am looking through this project to inspire them to believe it is worth trying to be braver and more ambitious.
And as it’s Friday, here is an old joke from the Soviet era to exemplify the failure of normative leadership:
Worried about the stirrings of revolt in the Gdansk shipyards, Soviet Premier Andropov takes Polish Premier General Jaruzelski on a walk in Moscow. He stops a young boy and asks:
‘Tell me, young comrade, who is your mother?
‘My mother is this great Communist nation, mother to all Soviet children’ replied the boy.
‘And who is your father?’ asks Andropov.
‘Why, that is Comrade Andropov the elder and father to the nation’.
‘And’ says Andropov ‘what do you want to be when you grow up?’
‘My ambition is to be a cosmonaut’ says the boy.
‘You see’ says Andropov to a chastened Jaruzelski, ‘this is the ideological rigour you must instil’.
Back in Poland, Jaruzelski goes on a great propaganda drive in school, on the media and through every organ of the Party.
A few months later comes the return visit and the two leaders are out walking in Warsaw. General Jaruzelski stops a child.
‘Tell me, young comrade, who is your mother?’
‘My mother’ replied the boy ‘is the Communist state, mother to all Polish youth.’
‘And tell me,’ says Jaruzelski ‘who is your father?’
‘Why my father is General Jaruzelski, father to all Poland’.
‘And finally’, says Jaruzelski, turning to Andropov with a complacent smile ‘what would you like to be when you grow up?’
‘Oh’ says the boy ‘that’s easy – an orphan’.
In his fifth post for the RSA Living Change Campaign, Matthew Taylor explores some of the implications of the framework he has outlined over the last month and asks why ideas like these aren’t more widely known and used.
As we emerge from Covid-19, Ruth Hannan argues there is an opportunity to shift from short-term solutions to approaches based on deeper understanding of citizens’ needs and which focus on systemic change.
If young people are to flourish in this new world of rapid change and insecurity, we need policies that support young people in the here and now, whilst also protecting their futures. Thinking about economic security is one way to do this.