The Turbulent Twenties

30 years ago Jack Goldstone published a model to determine a country’s vulnerability to political crisis based on how population changes shifted state, elite and popular behavior. It is called Demographic-Structural Theory and predicted a turbulent 21st century, for America, with “a populist, America-first leader who would sow a whirlwind of conflict.”

In 2010, Peter Turchin, applied Goldstone’s model to U.S. history, using contemporary data and predicted the “Turbulent Twenties,” forecasting a period of growing instability in the United States and western Europe.

Now there is even worse ahead. From Welcome to the Turbulent Twenties:

What creates the risk of political instability is the behavior of elites, who all too often react to long-term increases in population by committing three cardinal sins. First, faced with a surge of labor that dampens growth in wages and productivity, elites seek to take a larger portion of economic gains for themselves, driving up inequality. Second, facing greater competition for elite wealth and status, they tighten up the path to mobility to favor themselves and their progeny.
…Third, anxious to hold on to their rising fortunes, they do all they can to resist taxation of their wealth and profits, even if that means starving the government of needed revenues, leading to decaying infrastructure, declining public services and fast-rising government debts.
Such selfish elites lead the way to revolutions. They create simmering conditions of greater inequality and declining effectiveness of, and respect for, government. But their actions alone are not sufficient. Urbanization and greater education are needed to create concentrations of aware and organized groups in the populace who can mobilize and act for change.
…Typically, tensions build between elites who back a leader seeking to preserve their privileges and reforming elites who seek to rally popular support for major changes to bring a more open and inclusive social order. Each side works to paint the other as a fatal threat to society, creating such deep polarization that little of value can be accomplished, and problems grow worse until a crisis comes along that explodes the fragile social order.
These were the conditions that prevailed in the lead-up to the great upheavals in political history, from the French Revolution in the eighteenth century, to the revolutions of 1848 and the U.S. Civil War in the nineteenth century, the Russian and Chinese revolutions of the twentieth century and the many “color revolutions” that opened the twenty-first century. So, it is eye-opening that the data show very similar conditions now building up in the United States.
…Writing in the journal Nature in 2010, we pointed out that such trends were a reliable indicator of looming political instability and that they “look set to peak in the years around 2020.” In Ages of Discord, published early in 2016, we showed that America’s “political stress indicator” had turned up sharply in recent years and was on track to send us into the “Turbulent Twenties.”
Is the U.S. likely headed for still greater protests and violence? In a word, yes.
American politics has fallen into a pattern that is characteristic of many developing countries, where one portion of the elite seeks to win support from the working classes not by sharing the wealth or by expanding public services and making sacrifices to increase the common good, but by persuading the working classes that they are beset by enemies who hate them (liberal elites, minorities, illegal immigrants) and want to take away what little they have. This pattern builds polarization and distrust and is strongly associated with civil conflict, violence and democratic decline.
At the same time, many liberal elites neglected or failed to remedy such problems as opiate addiction, declining social mobility, homelessness, urban decay, the collapse of unions and declining real wages, instead promising that globalization, environmental regulations and advocacy for neglected minorities would bring sufficient benefits. They thus contributed to growing distrust of government and “experts,” who were increasingly seen as corrupt or useless, thus perpetuating a cycle of deepening government dysfunction.
How can Americans end our current Age of Discord? What we need is a new social contract that will enable us to get past extreme polarization to find consensus, tip the shares of economic growth back toward workers and improve government funding for public health, education and infrastructure.
The formula in both cases was clear and simple. First, the leader who was trying to preserve the past social order despite economic change and growing violence was replaced by a new leader who was willing to undertake much-needed reforms. Second, while the new leader leveraged his support to force opponents to give in to the necessary changes, there was no radical revolution; violence was eschewed and reforms were carried out within the existing institutional framework.
Third, the reforms were pragmatic. Various solutions were tried, and the new leaders sought to build broad support for reforms, recognizing that national strength depended on forging majority support for change, rather than forcing through measures that would provide narrow factional or ideologically-driven victories. The bottom line in both cases was that adapting to new social and technological realities required having the wealthy endure some sacrifices while the opportunities and fortunes of ordinary working people were supported and strengthened; the result was to raise each nation to unprecedented wealth and power.
https://www.noemamag.com/welcome-to-the-turbulent-twenties/

In my 2017 post on Riled Up Citizenry. I quoted The Lessons of History by Will and Ariel Durant. Then. as now, much of this is eerily familiar:

“Plato’s reduction of political evolution to a sequence of monarchy, aristocracy, democracy, and dictatorship found another illustration in the history of Rome. During the third and second centuries before Christ a Roman oligarchy organized a foreign policy and a disciplined army, and conquered and exploited the Mediterranean world. The wealth so won was absorbed by the patricians, and the commerce so developed raised to luxurious opulence the upper middle class. Conquered Greeks, Orientals, and Africans were brought to Italy to serve as slaves on the latifundia; the native farmers, displaced from the soil, joined the restless, breeding proletariat in the cities, to enjoy the monthly dole of grain that Caius Gracchus had secured for the poor in 12 3 B.C. Generals and proconsuls returned from the provinces loaded with spoils for themselves and the ruling class; millionaires multiplied; mobile money replaced land as the source or instrument of political power; rival factions competed in the wholesale purchase of candidates and votes; in 53 B.C. one group of voters received ten million sesterces for its support. When money failed, murder was available: citizens who had voted the wrong way were in some instances beaten close to death and their houses were set on fire. Antiquity had never known so rich, so powerful, and so corrupt a government. The aristocrats engaged Pompey to maintain their ascendancy; the commoners cast in their lot with Caesar; ordeal of battle replaced the auctioning of victory; Caesar won, and established a popular dictatorship. Aristocrats killed him, but ended by accepting the dictatorship of his grandnephew and stepson Augustus (27 B.C.). Democracy ended, monarchy was restored; the Platonic wheel had come full turn.”

Update October 9 2020

David Brooks has an article in The Atlantic magazine on this theme, called “America is having a moral convulsion“:

“American history is driven by periodic moments of moral convulsion. The late Harvard political scientist Samuel P. Huntington noticed that these convulsions seem to hit the United States every 60 years or so: the Revolutionary period of the 1760s and ’70s; the Jacksonian uprising of the 1820s and ’30s; the Progressive Era, which began in the 1890s; and the social-protest movements of the 1960s and early ’70s.
These moments share certain features. People feel disgusted by the state of society. Trust in institutions plummets. Moral indignation is widespread. Contempt for established power is intense.
A highly moralistic generation appears on the scene. It uses new modes of communication to seize control of the national conversation. Groups formerly outside of power rise up and take over the system. These are moments of agitation and excitement, frenzy and accusation, mobilization and passion.
In 1981, Huntington predicted that the next moral convulsion would hit America around the second or third decade of the 21st century—that is, right about now. And, of course, he was correct.”

Jeff Bezos on Day 1 vs Day 2

I love this letter from Jeff Bezos and wanted to quote it at length. The full letter is at Recode.

2016 Letter to Shareholders

April 12, 2017

“Jeff, what does Day 2 look like?”

That’s a question I just got at our most recent all-hands meeting. I’ve been reminding people that it’s Day 1 for a couple of decades. I work in an Amazon building named Day 1, and when I moved buildings, I took the name with me. I spend time thinking about this topic.

“Day 2 is stasis. Followed by irrelevance. Followed by excruciating, painful decline. Followed by death. And that is why it is always Day 1.”

To be sure, this kind of decline would happen in extreme slow motion. An established company might harvest Day 2 for decades, but the final result would still come.

I’m interested in the question, how do you fend off Day 2? What are the techniques and tactics? How do you keep the vitality of Day 1, even inside a large organization?

Such a question can’t have a simple answer. There will be many elements, multiple paths, and many traps. I don’t know the whole answer, but I may know bits of it. Here’s a starter pack of essentials for Day 1 defense: customer obsession, a skeptical view of proxies, the eager adoption of external trends, and high-velocity decision making.

True Customer Obsession

There are many ways to center a business. You can be competitor focused, you can be product focused, you can be technology focused, you can be business model focused, and there are more. But in my view, obsessive customer focus is by far the most protective of Day 1 vitality.

Why? There are many advantages to a customer-centric approach, but here’s the big one: customers are always beautifully, wonderfully dissatisfied, even when they report being happy and business is great. Even when they don’t yet know it, customers want something better, and your desire to delight customers will drive you to invent on their behalf. No customer ever asked Amazon to create the Prime membership program, but it sure turns out they wanted it, and I could give you many such examples.

Staying in Day 1 requires you to experiment patiently, accept failures, plant seeds, protect saplings, and double down when you see customer delight. A customer-obsessed culture best creates the conditions where all of that can happen.

Resist Proxies

As companies get larger and more complex, there’s a tendency to manage to proxies. This comes in many shapes and sizes, and it’s dangerous, subtle, and very Day 2.

A common example is process as proxy. Good process serves you so you can serve customers. But if you’re not watchful, the process can become the thing. This can happen very easily in large organizations. The process becomes the proxy for the result you want. You stop looking at outcomes and just make sure you’re doing the process right. Gulp. It’s not that rare to hear a junior leader defend a bad outcome with something like, “Well, we followed the process.” A more experienced leader will use it as an opportunity to investigate and improve the process. The process is not the thing. It’s always worth asking, do we own the process or does the process own us? In a Day 2 company, you might find it’s the second.

…Good inventors and designers deeply understand their customer. They spend tremendous energy developing that intuition. They study and understand many anecdotes rather than only the averages you’ll find on surveys. They live with the design.

…Embrace External Trends

The outside world can push you into Day 2 if you won’t or can’t embrace powerful trends quickly. If you fight them, you’re probably fighting the future. Embrace them and you have a tailwind.

These big trends are not that hard to spot (they get talked and written about a lot), but they can be strangely hard for large organizations to embrace. We’re in the middle of an obvious one right now: machine learning and artificial intelligence.

…High-Velocity Decision Making

Day 2 companies make high-quality decisions, but they make high-quality decisions slowly. To keep the energy and dynamism of Day 1, you have to somehow make high-quality, high-velocity decisions. Easy for start-ups and very challenging for large organizations. The senior team at Amazon is determined to keep our decision-making velocity high. Speed matters in business – plus a high-velocity decision making environment is more fun too. We don’t know all the answers, but here are some thoughts.

First, never use a one-size-fits-all decision-making process. Many decisions are reversible, two-way doors. Those decisions can use a light-weight process. For those, so what if you’re wrong?

Second, most decisions should probably be made with somewhere around 70% of the information you wish you had. If you wait for 90%, in most cases, you’re probably being slow. Plus, either way, you need to be good at quickly recognizing and correcting bad decisions. If you’re good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure.

Third, use the phrase “disagree and commit.” This phrase will save a lot of time. If you have conviction on a particular direction even though there’s no consensus, it’s helpful to say, “Look, I know we disagree on this but will you gamble with me on it? Disagree and commit?” By the time you’re at this point, no one can know the answer for sure, and you’ll probably get a quick yes.

This isn’t one way. If you’re the boss, you should do this too. I disagree and commit all the time.

…Fourth, recognize true misalignment issues early and escalate them immediately. Sometimes teams have different objectives and fundamentally different views. They are not aligned. No amount of discussion, no number of meetings will resolve that deep misalignment. Without escalation, the default dispute resolution mechanism for this scenario is exhaustion. Whoever has more stamina carries the decision.

…

“You’ve worn me down” is an awful decision-making process. It’s slow and de-energizing. Go for quick escalation instead – it’s better.

So, have you settled only for decision quality, or are you mindful of decision velocity too? Are the world’s trends tailwinds for you? Are you falling prey to proxies, or do they serve you? And most important of all, are you delighting customers? We can have the scope and capabilities of a large company and the spirit and heart of a small one. But we have to choose it.

Japanese “catholic” schooling

One of the things I love about my daughter’s school is their emphasis on created rounded individuals. Academic achievement is important but so is developing character and a moral foundation.

In this article about a Japanese school I saw many overlaps with how Danish schools operate.

“..His Japanese elementary school spent as much time cultivating life skills, or “seikatsuryoku,” as it did on academics. The country takes a holistic approach to educating young children, packing in the scholastics but also instilling traits to be responsible members of society. Think World Cup soccer fans who clean the stadium after cheering a game.

Here are the the non-academic things they emphasize:

1. Being part of a community. One of the key words at his school was “rentai,” or solidarity. …“Aisatsu,” or greetings, were stressed as a way to broach new relationships. Emphasis on teamwork encouraged children to accept one another and taught them to read the status quo and think of how to stay in good standing with the group.
2. Getting around a new town. All Japanese children go to school on their own.
3. Time management/organization. Japanese children keep track of their assignments by copying into notebooks the list of homework written on the blackboard, etching a to-do list in their minds. Students must also remember what to take to school.
4. Troubleshooting. Japanese schools have an “integrated studies” period designed to improve problem-solving skills.
5. Cleaning. Japanese students tidy up their own classrooms.
6. Dining. Japanese students must eat everything that is served for lunch (unless they have allergies). Leaving food is regarded as wasteful and disrespectful to those who prepared the meal.
7. Handling conflict. At the start of first grade, my son told me he ran from pillar to pillar when moving between classes, taking shelter to avoid a bigger bully boy. He had physical tussles with another boy, rolling around on the classroom floor. The teachers did not intervene unless physical injury or psychological trauma seemed imminent. The school philosophy was to let the kids sort out their own problems.
8. Endurance. …His school required either a one- or two-kilometer ocean swim before graduation.
9. Setbacks….He learned that his only choice was to live with his shortcomings or aim higher. He accepted that reality and alternated between the two options.

This is a lovely list of values to impart. The handling conflict (item 7) is a perfect antidote to the poison of victimhood culture.