“Students may be starting to reject pronouns and BLM,” writes Kathleen Stock for the Times, “but ideology is embedded in organisations.” She continues:
A friend of mine who teaches in a famous North American liberal arts college, full of achingly cool rich kids, tells me her undergrads are “so over” pronoun rounds, eye-rolling whenever staff try to introduce them in the classroom. Taste-making East Coast broadsheets are dipping nervous toes in the water on subjects such as unfair male advantage in women’s sport and the experimental status of medicalised child transition, having avoided or spiked such stories for years.
Meanwhile in Britain, football players taking the knee are an increasingly rare sight. Organisations such as Sports England and the Arts Council are quietly exiting Stonewall’s Diversity Champions scheme, and the once-ebullient charity no longer feels confident enough to advertise the list of members on its own website.
So can the rest of us — the ones who knew all along that wokeness was a pseudo-progressive hobby for guilty rich people, role-playing as meaningful political action — relax? Unfortunately not yet.
Wokeness is a bit like a hulking great boulder launched into the middle of a calm lake: waves will be crashing on the shoreline long after the epicentre bears no trace.
Thanks to wild and unevidenced claims made at the height of wokemania by lobbying groups, thousands of organisations have been left with unfair, illiberal and sometimes even illegal policies that blatantly cater to the special interests of a few: rules about how social spaces can be accessed and by whom; what data can and cannot be collected; what conversations are allowed and which are not.
Policies tend to dictate organisational behaviour long after those who first championed them move on ideologically; and especially when propped up by a raft of specially created career positions, whose occupants have a financial interest in maintaining the momentum.
And alongside such policies, superficially moralised gestures have become embedded in many workplaces, embraced by senior figures for no better reason than they think everyone else is doing it too and by junior figures because the boss is doing it.
In effect, the storm-surge of wokeness throughout British institutions from 2020 onwards was what the political scientist Cass Sunstein has called a “reputational cascade”: a relatively small number of people started acting in a certain way, each for roughly independent reasons; then at a certain point, a wider group of people started observing the behaviour of the smaller group and copying them, each privately assuming their reputations would be damaged if they did not. Before long, this pattern expanded exponentially, helped by the odd bit of public witch-burning.
If you don’t keep up with the moral version, you risk losing your social circle or even your job. But the reputational cascade that was wokeness didn’t just deter dissent from those frightened to swim against the perceived tide. It also incentivised opportunists, who actively used the surging tide to swim further ahead than their competitors.
Perhaps, though, we shouldn’t be too gloomy. For of course, the existence of a reputational cascade doesn’t require sincere belief in the rectitude or wisdom of whatever behaviours you are copying, only the sincere belief that nearly everybody else thinks such behaviours are good ones.
As organisations start to cotton on properly to the fact the tides of fashion are turning, it will be interesting to see what happens next.
Worth reading in full.
