(The lack of) person to person storytelling

The world is a mess, and we want to work together to make it better. We can probably all agree on that much. But we need to come up with a plan we can agree on, and that plan will depend on what kind of a world we think we live in.

We live in a globally connected world, and are accustomed to getting both products and information from all over the globe. However the exchanges of products and information are not peer-to-peer exchanges from one normal person to another normal person, they are controlled by the powerful elites who run corporations and government.

We still get most of our information from media outlets run by corporations, and this information is necessarily coming from a very narrow viewpoint. We get the picture of the world that corporations want us to see.

Furthermore, while direct peer-to-peer communication, such as tweets, Facebook statuses, blog posts, etc, are becoming more important in our lives, these usually happen in a bubble: we see posts and tweets from friends and friends-of-friends and people whose opinions we find interesting, but we don’t communicate with people who are very different from ourselves. That means that everything we know about people who we haven’t met in our own lives comes from the corporate-controlled traditional media.

What all this amounts to is that we know a lot less about the world than we think we do, and our world-views are a lot less universal than we think they are.

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Collective intelligence, leadership, and dynamics of non-hierarchical groups

Leaders and followers

I’m going to suggest that in our society, whenever two or more people work together, each person takes the role of either leader or follower. (This is a gross over-simplification, but I believe it’s a useful one.) This is not intrinsic ‘human nature’, but a consequence of growing up in our particular society.

Leaders: Decide how the group’s chosen task will be done, delegate sub-tasks, and feel responsible for making sure the task as a whole is successful. They may feel stressed-out and over-worked (especially in voluntary groups). They likely feel personally invested in the task: if it goes well they will feel justifiably proud, while if it goes badly they will feel bad about themselves. If they or the project are criticised they are likely to feel angry and hurt, even if the criticism is gentle and well-intentioned.

Followers: Help complete the task as instructed by the leader. They probably won’t speak up if they think the task is not being done in the best way possible. They don’t feel responsible for the outcome of the task, but they want it to go well. If they dislike the leader’s decisions they will likely resent the leader silently or complain about the leader when they are not around.

In most situations in our lives these leader-follower roles are overt and official: for instance, parent-child, teacher-student, employer-employee, politician-citizen.

As Jo Freeman pointed out in the famous pamphlet The Tyranny of Structurelessness, feminist groups are often officially non-hierarchical, yet unofficially people still fall into the leader-follower pattern.

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