The Managerial Regime. By N.S. Lyons. A second excerpt from this most important but long article. The first, The China Convergence, is here.
Sometime around the second half of the 19th century a revolution in human affairs began to take place, occurring in parallel to and building on the industrial revolution. This was a revolution of mass and scale, which upended nearly every area of human activity and rapidly reorganized civilization …
Greatly enlarged populations flowed into and swelled vast urban centers; masses of workers began to toil in huge factories, and then in offices, laboring through an endless paper trail trying to keep track of it all …
In government, in business, in education, and in almost every other sphere of life, new methods and techniques of organization emerged in order to manage the growing complexities of mass and scale: the mass bureaucratic state, the mass standing army, the mass corporation, mass media, mass public education, and so on. This was the managerial revolution.
Rapidly accelerating in the 20th century, the managerial revolution soon began to instigate another transformation of society in the West: it gave birth to a new managerial elite. A new social class had arisen out of the growing scale and complexity of mass organizations as those organizations began to find that, in order to function, they had to rely on large numbers of people who possessed the necessary highly technical and specialized cognitive skills and knowledge, including new techniques of organizational planning and management at scale. Such people became the professional managerial class, which quickly expanded to meet the growing demand for their services. …
This meant the managerial class soon captured de facto control of all the mass organizations of society. …
Our new ruling class:
This managerial system developed into several overlapping, interlinked sectors that can be roughly divided into and categorized as: the managerial state, the managerial economy, the managerial intelligentsia, the managerial mass media, and managerial philanthropy.
Each of these five sectors features its own slightly unique species of managerial elite, each with its own roles and interests. But each commonly acts out of its own interest to reinforce and protect the interests of the other sectors, and the system as a whole. All of the sectors are bound together by a shared interest in the expansion of technical and mass organizations, the proliferation of managers, and the marginalization of non-managerial elements. …
This hegemonic, self-reinforcing system of overlapping managerial elite interests — public and private, economic, cultural, social, and governmental — can together be described as the managerial regime.
To identify or describe this regime as simply “the state” would be entirely insufficient. As we will see, the evolution of this broader regime is today the central factor of the China Convergence. …
Chinese or western? Hard or soft?
Political theorists since Aristotle have recognized that “a numerous middle class which stands between the rich and the poor” is the natural bedrock of any stable republican system of government, resisting both domination by a plutocratic oligarchy and tyrannical revolutionary demands by the poorest. By eliminating this class, which had been the powerbase of his Nationalist rivals, Mao paved the way for his intelligentsia-led Marxist-Leninist revolution to dismantle every remaining vestige of republican government, replace the old elite with a new one, and take total control of Chinese society. …
China, with its vast techno-bureaucratic socialist state, is still recognizably a managerial regime. More precisely, China is a hard managerial regime. …
In contrast, soft managerial regimes are largely inept and uncomfortable with the open use of force, and much prefer to instead maintain control through narrative management, manipulation, and hegemonic control of culture and ideas. The managerial state also downplays its power by outsourcing certain roles to other sectors of the managerial regime, which claim to be independent. Indeed they are independent, in the sense that they are not directly controlled by the state and can do what they want — but, being managerial institutions, staffed by managerial elites, and therefore stakeholders in the managerial imperative, they nonetheless operate in almost complete sync with the state.
Such diffusion helps effectively conceal the scale, unity, and power of the soft managerial regime, as well as deflect and defuse any accountability….
Every form of managerial regime shares the same fundamental characteristics and core values, including a devotion to technocratic scientism, utopianism, meliorism, homogenization, and one form or another of liberationism aimed at uprooting previous systems, norms, and values.
They all pursue the same imperative of expanding mass organizations and the managerial elite, of growing and centralizing their bureaucratic power and control, and of systematically marginalizing managerialism’s enemies. They all have the same philosophical roots. And all their elites share similar deep anxieties about the public. …
And the managerial class hates democracy:
Former CIA analyst Martin Gurri has coined the term “revolt of the public” to describe the ongoing phenomenon in which, around the world, the authority and legitimacy of elite institutions has collapsed as the digital revolution has undermined traditional elite gatekeepers’ ability to fully control access to information and monopolize public narratives.
This decline of hierarchical gatekeepers (such as legacy media) has helped to expose elite personal, institutional, and policy failures, as well as widespread corruption and the broader reality that the managerial system itself functions with little-to-no real public input or accountability.
This has helped fuel public frustration and anger with the endemic and mounting problems of the status quo, mobilizing insurgent political movements to present democratic challenges to the establishment.
But, for the managerial elite, the character of this revolt is even more threatening than Gurri’s summation implies. In the West, this underdog public rebellion is not only directed against the ruling managerial technocracy, but, critically, has been conducted by precisely the managerial elite’s historic class enemies: the remnants of the old bourgeois middle class.
For the managerial elite this was the apparition of a terrifying nightmare. They thought they’d broken and cast down the old order forever. Now it seemed to be trying to climb out of the grave of history, where it belonged, to take its revenge and drag them all back to the dark ages before enlightened managerial rule had brought the word of progress to the world. The prospect of real power returning to the hands of their traditional enemies appeared to be a mortal threat to the future of the managerial class.
Across the West, the managerial elite therefore immediately went into a frenzy over the danger allegedly presented by “populism” and launched their own revolt, declaring a Schmittian state of exception in which all the standard rules and norms of democratic politics could be suspended in order to respond to this existential “crisis.” In fact, some began to question whether democracy itself might have to be suspended in order to save it.
“It’s Time for the Elites to Rise Up Against the Ignorant Masses,” New York Time Magazine journalist James Traub thundered with an iconic 2016 piece in Foreign Policy magazine. This quickly became a view openly and proudly embraced among the managerial elite, who no longer hesitated to express their frustration with democracy and its voters.
This elite revolt against democracy cannot be fully understood as a reaction only to proximate events, however – no matter how outrageously orange and crude their apparition. Rather, the populist revolts that emerged in 2016 sparked such an intense, openly anti-democratic reaction because they played directly into a much deeper complex of managerial anxieties, dreams, and obsessions that has roots stretching back more than a century.
To be continued…
hat-tip David Archibald
