Pressing for Institutional Change: PH'5Q4C

Change = Evolution = ?Improvement?

Each level or type of activist work seeks to bring about change in the societal institution in a distinctive way. The Spiral that emerges by cumulatively adding types therefore describes the intensification of pressures for change.

This Spiral process is about promoting and clarifying desirable changes in thinking about what is needed—not about delivering tangible improvements.

Delivery of change is not part of this framework. Actual change with the view to improvement is akin to evolution by trial-and-error. It occurs within organisations: governmental and non-governmental, for-profit and non-profit. It is also dependent on the contribution of the public. In all these cases, values and beliefs shape choices. As a result, the significance of any implemented change and its long-term selection may not be known for years or even decades.

Actions have unforeseen effects, often perverse, as the law of unintended consequences comes into play. In other words, if change does result, then an evolution is occurring, but whether that is a genuine and sustainable improvement is intrinsically uncertain at the time.

While improvement of the an institution overall in terms of its intrinsic function may indeed occur, the effect on wider society remains debatable because the institution is so complicated and interacts with other institutions.

In THEE, a Spiral refers to a trajectory of cumulative psychosocial stages whereby a particular entity progressively develops, strengthens, improves or grows. The pattern takes place in two Cycles with Stages defined by the Typesin the TET.

Movement from one Stage/Mode to the next Stage/Mode requires deliberate effort. However, the entity can typically stop developing at any Stage in the Spiral if the results at that point are judged acceptable.

Whatever the Stage of development, essential aspects of all Stages are potentially in play, as described by the related Tree—in this case the Tree of Consent as explained in a later section.

Two Cycles of Intensification

The intensification of pressure for change operates, as usual, with 7 Stages over 2 Cycles so as to move needs from being served in accord with vested interests to being served in the public interest.

Cycle-1 commences in Stage-1 in Level-1 with the assertion of vested interests in terms of personal needs and social values.

The community's experience of almost any institutional service is usually unsatisfactory in part. For any change to occur, public concerns must progressively build awareness to generate a social accord in relation to the institution:

  • in Stage-2 by advocating remedies
  • in Stage-3 by in-depth analyses
  • in Stage-4 by constructing narratives.

Having reached this point, the institution is stabilized and there is a widespread understanding that it serves some vested interests well while serving others poorly or even ignoring them. The interests that benefit are typically larger organisations, elites or the governing regime, but sometimes it is a particular section of the public.

Cycle-2 commences in Level-1 also, but now stabilized by a narrative. Cycle-2 therefore boosts awareness and alters beliefs by progressively developing the political will to confront vested interests through exposure:

  • in Stage-5 by selecting statistics
  • in Stage-6 by challenging perspectives
  • in Stage-7 by demanding transparency.

Drivers for Spiral Progression

Everyone strives to get their needs met. And the implication of a democratic society is everyone is equal in this regard. Inequality is unavoidable in practice, but if it is deliberately fostered by authorities using public money, then it appears unfair.

Unfair inequality flouts fundamental beliefs underpinning a progressive liberal democracy. Taken to extremes, it leads to social instability and regression to authoritarianism.

Dissatisfaction in regard to the proper meeting of needs in a fair way leads to pressure for change. Those who are willing to "speak truth to power" press for change and move the process from Stage to Stage. In-group individuals and others who feel passionately involved, as well as governmental bodies, academics in the field, and the more forward thinking larger organisations, all can choose to play a role.

External events may also impact on the institution causing practical and financial stresses and leading to diverse views of the best response.

With that introduction, consider how work in the various Stages cumulates to intensify the pressure for change.

Originally posted: 14-Nov-2022. Last updated: 30-Apr-2023.