In recent discussions, I’ve increasingly focused on the tensions within our societies, particularly around the concepts of power and balance. More recently, my attention has shifted towards smaller entities within our societies: companies. I am grateful to those who have engaged with my posts, as these conversations provide valuable perspectives on the ideas I share. It’s been pointed out that while our current societal structures may not be ideal, capitalism remains an accepted system. Imagining alternatives often leads to controversy or the challenge of avoiding extreme opposites.

Exploring Representativity and Cohesion

This reflection prompts me to consider the balance between different systems and the notion of representativity within democracies. However, a compelling question arises: what unites us within a group, whether it’s a company or a nation? Last weekend, I delved into the role of think tanks in shaping political debates. The Institut Montaigne caught my attention, leading me to subscribe to their newsletter. This week, I read an interesting note from Louis-Joseph Maynié, Lieutenant Colonel de l’Armée de Terre, titled “Esprit de défense : l’affaire de tous“, and I’ve also been prompted by my manager about our company’s values. These make me explore why we might give up some power or safety for the good of the group.

The Military Command and Cohesion

It is no surprise that military organisations have deeply analysed what makes a soldier and an army unit effective. They explore why soldiers are willing to risk their lives for their country. Lieutenant Colonel Maynié expands on theories by Marshal Foch and General de Grandmaison, identifying three key forces that contribute to the efficiency of a collective and its connection to the individual:

1. Moral Forces – These encompass the will and emotions that drive individuals.
2. Material Forces – These involve the ability and actions that enable individuals to perform.
3. Conceptual Forces – These include the knowledge and rational thinking that guide individuals.

This reminds me of the strong need for a collective identity that inspires people to unite under a common cause. In our current societies, the rise of individualism and fragmented communities often hinders our ability to achieve cohesion and defend shared interests. The challenge lies in finding something within the collective that motivates us to go beyond our personal interests and fight for a greater purpose.

Drawing parallels between the civil forces of a nation and the workforce of a company, we must ask: What inspires you to stand up for your country? What drives you to get up in the morning for your company?

The Psychological Forces of a Collective

What is required for a group to achieve cohesion? The first element, which might not be immediately obvious, is the status of the collective in the minds of its members and how it is perceived externally. The collective should instil pride in its members, motivating them to defend it against outside challenges. This often stems from a compelling narrative that the group embraces and rallies behind. Effective communication and alignment among individuals are crucial. While the “them against us” mentality can strengthen communities, more diverse collectives like companies or nations require leaders to craft a unifying story that transcends such divides.

The second element involves overcoming individualism within the collective. Here, individuals feel a sense of duty or responsibility towards the group, allowing them to set aside personal interests for the greater good. This often arises from shared values or cherished relationships, such as those with family, friends, or the nation.

Finally, trust is essential for the cohesion and longevity of any collective. It acts as the glue that binds members together, ensuring cooperation and mutual support. Without trust, the collective risks fragmentation and discord, as individuals may prioritise their own interests over those of the group. Establishing trust requires deliberate effort and attention to key principles that uphold the integrity and unity of the collective.

Building Trust in the Collective

Trust is fundamental to the success of any collective, and it hinges on several key principles:

1. Accountability – Trust begins with the assurance that laws apply equally to all members of the group. When leaders or individuals receive favouritism or leniency, it breaks trust and can lead to division.

2. Fair Social Contract – A fair social contract ensures that everyone, especially those at the bottom, is treated with dignity and fairness. This prevents rebellion and fosters a sense of security. Leaders must maintain equilibrium and penalise deviations fairly, as seen in wealth distribution issues or equilibrium cycles.

3. Earned Leadership – Leadership should be based on meritocracy or democratic election. In a meritocratic system, promoting unfit individuals undermines trust. Ensuring promotions are earned through proven abilities is crucial to maintaining trust.

4. Transparency – Information should be freely available to uphold accountability. Dishonest information can lead to rumours and unfairness, damaging trust. While not all information can be shared due to sensitivity, withholding it without regard for collective prejudice should be sanctioned. In democracies, oversight committees often ensure leaders do not misuse sensitive information.

5. Shared Values and Norms – Shared values and norms are the foundation of the collective, guiding decisions and actions. They must be universally accepted to sustain trust and enable growth. While this can resemble indoctrination, it is essential for cohesion in nations, religions, or companies. For companies with global reach, these values should be approved to maintain trust and foster external growth.

As I consider these principles, it becomes clear that fostering trust is not just beneficial but essential for the cohesion and success of any collective, be it a company or a nation.

Conclusion

Examining the state of our nations, it seems there are many communities excluded from the national or supra-national narrative. This division can hinder our ability to tackle new challenges and accept downward social mobility. Similarly, companies must ensure a trusting relationship with all stakeholders. This requires shared values and norms, accountability, and a collective sense of responsibility for the greater good.

Do you believe there are additional factors to consider? What strategies have you applied successfully in your collectives? Have you observed other elements that contribute to cohesion? I invite you to share your thoughts and experiences. Feel free to reach out to me at night-thoughts@poyer.org.

Note: I’ve just finished reading End Times by Peter Turchin and was recommended Nexus by Yuval Noah Harari. While writing this post, I stumbled upon a webinar/talk from the The Policy Institute at King’s College London featuring Peter Turchin discussing End Times which you might enjoy watching.