Years ago, I listened to a man discussing how to rescue troubled organizations. Among other things, he said real change was never easy, and it was never accepted by most of the people — even in organizations that were failing badly, and the only way to make change “stick” was to make it fast and radical. Incremental change didn’t work, and in particular, slow change didn’t work. And if you went into an organization and took 3 to 6 months ‘studying the problem’ you’d be co-opted by the system and end up accomplishing little.

There’s an interesting political philosophy that explains that wisdom, a book written during the English civil war, by a rather dour individual – Thomas Hobbes: Leviathan. In it, Hobbes describes how governments work to bring order.

But, it’s in the details where Hobbes really gets interesting, because while the system and process Hobbes was discussing was that of an all-powerful government, the essence of his argument applies to any organization; the larger the organization, the better the fit.

In any organization, those who obey the rules are treated well by the organization; those who break the rules are viewed as a threat. Those who aid the organization are rewarded by it; the more they aid it, the more the reward. Conversely, those who do anything that threatens the organization are the enemy. The larger or more powerful the organization, the more extreme are both rewards and punishments. This is particularly true in regards to government, and specifically, to the federal bureaucracy. Loyalty flows not to some amorphous “nation,” but to your specific organization, to the bureaucracy; it’s the bureaucracy that’s protecting you and providing for you.

Virtually every organization acts this way: you join a club or group of some sort, you provide it support, and the more you help it, the higher you go in the club; maybe you become the club president. A company is much the same: you join, you adopt the rules of the company (always wear green shirts, smile at the customers, sell more widgets, etc.) and you get promoted.

But large government bureaucracies are, of course, what Hobbes was talking about: join the Navy, become a “Navy Man,” do Navy things in a Navy way: the Navy promotes you. Loyalty to the Navy is “expected.”

But where does your real loyalty lie? Is it with the company? The club? The Navy? Or is it to your families and to the Constitution (which in the case of the Navy, is what you swore to protect – not the Navy)? To Hobbes (a strong monarchist), the monarch, and his bureaucracy, was the state.

Modern nations, in particular the United States, have a different perspective: the bureaucracy is a servant and a tool of a nation. Power technically resides in the citizenry. But in fact, power flows increasingly into the bureaucracy, pulled out of the hands of the citizens; bureaucracy becomes the master, the people the servants.

Given enough time, organizations become very protective; they develop rules and language that protect them from outsiders. Consider the rise of the Mandarins in Imperial China, who built a bureaucratic structure – to enforce the Emperor’s laws – that was so complex, and used such arcane language, that no one could understand it, except them. Their power and position was therefore protected. Anyone who’s watched the budget process in the DOD will begin to get an idea of this sort of “insider language.”

The “Mandarins” become the leaders of their “Deep State.” Every bureaucracy will, in fact, strive for that. Every bureaucracy will use the tools at hand: the ability to craft rules and regulations and processes, both in the budget process and in the hiring and firing process, that seek to ensure that only those internal to the bureaucracy itself can effect change. And anyone outside the bureaucracy who tries to change things, who “threatens” the organization, is the real enemy. The bureaucracy will burrow in and fight for survival; it’s needs being far more important than the needs of any such amorphous thing as “the nation.”

Which leaves us where?

The federal bureaucracy is huge, complex, and committed to itself. Mr. Trump wants to change it. The bureaucracy is fighting back. Many members of the bureaucracy are committed to their organization, fully convinced they’re doing the right thing. For them, as members of the bureaucracy, the rest of the nation simply is wrong. Call them mandarins, or the “deep state;” call them what you will. But Hobbes understood them. And they are real.

Copyright 2017 Arrias
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