Labour must not turn its back on pluralism

Tribal differences have obstructed progressive change in the past. They must not do so again.

In one day last week we saw the UK Independence Party (UKIP) record its best ever by-election result, a Liberal Democrat Deputy Prime Minister speak against his own government to support Labour's leader (whose own party was chalking up solid by-election wins as Lib Dem support evaporated) while a panicky Tory vice chair called for a deal with UKIP. Let's be suspicious of instant punditry that tries to tell us 'what this all means'.  But, at the very least, it's safe to conclude that politics is not going to return 'to normal' anytime soon.

Normal, to my generation, meant an essentially two-party battle with those odd (Liberal) Lib Dems occasionally winning. A younger generation saw that disappear in Wales and Scotland years ago, and a three-party system became the norm in England. But that, too, is now crumbling. We may not know where the votes of the disaffected will go, but with each passing election, fewer and fewer are likely to return en masse to Labour, the Tories or the Lib Dems.

While that much is commonplace, too few people have asked what this means for progressive politics and for the chances of achieving progressive change. Labour instinctively believes that, even if politics is more volatile, it can become the default choice for progressive voters.

In the short-term, that may be true in parts of England where the Lib Dems attracted a part of the progressive vote. It no longer works in Scotland and Wales, though, and all the signs are that it's not a long-term bet for England either. Rather than Labour re-establishing itself as the sole party of choice for progressive voters, it's more likely that the progressive vote will be split as it has now been for decades.

In these circumstances, the chances of progressive change will depend on a political system and a political culture that enables the progressive views of voters to be reflected in the government of the day.  It requires a pluralist political culture, a willingness to cooperate with others in order to deliver values that are shared among the voters of different political parties.  A one nation Britain not only needs a one nation Labour Party capable of garnering support from many different voters in many different parts of the country, but an open approach to politics that builds alliances for progressive change.

The launch of Labour for Democracy on 4 December is an attempt to break down tribal sectarianism and promote a pluralist culture within the Labour movement. The focus is not on coalitions or cross-party deals, but on finding ways of delivering what progressive voters want. We've already shown that, in the main, past Lib Dem voters hold similar values to Labour's, and quite different to most Tory voters. It's also clear that, despite the failures of the coalition, the public still generally want politicians to work together when they can, rather than exaggerate their differences.

This isn't the easiest time to make the pluralist case. The Lib Dems' governmental and electoral performance is hardly encouraging, and has revealed a culture at times as sectarian as anything Labour has to offer. Meanwhile, Labour is doing well, and, of course, every party activist will work as hard as they can for every Labour vote. It is tempting to see pluralism as a sign of weakness, a lack of confidence; even an unwanted attempt to give Nick Clegg a permanent and undeserved place in government.

But we must be bigger than that. Tribal differences have obstructed progressive change in the past. Voter allegiances to the major parties are declining as fast as the icecaps are melting. There are even signs that the ‘progressive majority’ that split its vote in the 1980s is itself shrinking in the face of recession and insecurity.  If we want to change Britain in a progressive direction, Labour must show it is willing to work with, not just lead, everyone who will support all or part of that change.

Labour leader Ed Miliband was supported by Nick Clegg in calling for the implementation of the Leveson report. Photograph: Getty Images.

John Denham was a Labour MP from 1992 to 2015, and a Secretary of State 2007 to 2010.

GARY WATERS
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In defence of expertise: it’s time to take the heart out of “passionate” politics

What we need is cool logic.

We are living through a bonfire of the experts. During the EU referendum campaign, Michael Gove explained that people had had enough of them. A few weeks later, his fellow Tory MPs took him at his word and chose a relative ingénue to run against Theresa May.

After declaring for Andrea Leadsom in the Tory leadership race, Michael Howard was asked whether it might be a problem that she had never held a position higher than junior minister. Howard, whose long career includes stints as home secretary and opposition leader, demurred: “I don’t think experience is hugely important.”

Even in this jaw-dropping season, that comment caused significant mandibular dislocation. I thought: the next Tory leader will become prime minister at a time of national crisis, faced with some of the UK’s most complex problems since the Second World War. If experience doesn’t matter now, it never does. What does that imply about the job?

Leadsom’s supporters contended that her 25 years in the City were just as valuable as years spent at Westminster. Let’s leave aside the disputed question of whether Leadsom was ever a senior decision-maker (rather than a glorified marketing manager) and ask if success in one field makes it more likely that a person will succeed in another.

Consider Ben Carson, who, despite never having held elected office, contested the Republican presidential nomination. He declared that Obamacare was the worst thing to happen to the United States since slavery and that Hitler may have been stopped if the German public had been armed. Yet Carson is not stupid. He is an admired neurosurgeon who pioneered a method of separating conjoined twins.

Carson is a lesson in the first rule of expertise: it does not transfer from one field to another. This is why, outside their domain, the most brilliant people can be complete dolts. Nevertheless, we – and they – often assume otherwise. People are all too ready to believe that successful generals or entrepreneurs will be good at governing, even though, more often than not, they turn out to be painfully inept.

The psychologist Ellen Langer had her subjects play a betting game. Cards were drawn at random and the players had to bet on whose card was higher. Each played against a well-dressed, self-assured “dapper” and a shabby, awkward “schnook”. The participants knew that it was a game of chance but they took more risks against the schnook. High confidence in one area (“I’m more socially adept than the schnook”) irrationally spilled over into another (“I’ll draw better cards”).

The experiment points us to another reason why we make poor judgements about competence. We place too much faith in social cues – in what we can see. As voters, we assume that because someone is good at giving a speech or taking part in a debate, they will be good at governing. But public performance is an unreliable indicator of how they would cope with running meetings, reading policy briefs and taking decisions in private. Call it the Boris principle.

This overrating of the visible extends beyond politics. Decades of evidence show that the job interview is a poor predictor of how someone will do in the job. Organisations make better decisions when they rely on objective data such as qualifications, track record and test scores. Interviewers are often swayed by qualities that can be performed.

MPs on the Commons education select committee rejected Amanda Spielman, the government’s choice for the next head of Ofsted, after her appearance before them. The committee didn’t reject her because she was deficient in accomplishments or her grasp of education policy, but because she lacked “passion”. Her answers to the committee were thoughtful and evidence-based. Yet a Labour MP told her she wasn’t sufficiently “evangelical” about school improvement; a Tory asked her to stop using the word “data” so often. Apparently, there is little point in being an expert if you cannot emote.

England’s football team is perennially berated in the media for not being passionate enough. But what it lacks is technique. Shortly before Wales played England in the European Championship, the Welsh striker Gareth Bale suggested that England’s players lacked passion. He knew exactly what he was doing. In the tunnel before kick-off, TV cameras caught the English goalkeeper Joe Hart in a vessel-busting frenzy. On the pitch, Hart allowed Bale to score from an absurdly long range because he was incapable of thinking straight.

I wish there were less passion in politics and more cool logic; less evangelism and more data. Unthinking passion has brought the Labour Party to its knees and threatens to do the same to the country. I find myself hungering for dry analyses and thirsting for bloodless lucidity. I admire, more than ever, those with obscure technical knowledge and the hard-won skills needed to make progress, rather than merely promise it.

Political leadership is not brain surgery but it is a rich and deep domain. An effective political leader needs to be an expert in policy, diplomacy, legislative process and how not to screw up an interview. That is why it’s so hard to do the job well when you have spent most of your time in boardrooms or at anti-war rallies.

If democratic politicians display contempt for expertise, including their own, they can hardly complain if those they aspire to govern decide to do without the lot of them. 

Ian Leslie is a writer, author of CURIOUS: The Desire to Know and Why Your Future Depends On It, and writer/presenter of BBC R4's Before They Were Famous.

This article first appeared in the 21 July 2016 issue of the New Statesman, The English Revolt