UNDER the unseen layer, raw energy awaits to be harnessed and channelized. Sciences on one hand have explored, harnessed and channelized material and natural energy, whereas humanities have struggled to harness and channelize raw human energy into predictable behavior. Science’s role cannot be undermined, but human energy and behavior, individually and collectively, lie at the core of how the world around us has evolved over centuries.
Distinct humans with underlying instincts and desires respond in their own way to any effort directed toward channelizing their raw energy. From primitive instincts of survival to an evolved sense of belonging, fame, recognition and power—fueled by basic animalistic desiresthese elements determine how individuals respond to the manipulation efforts of individuals, groups and states.
Fear has proved to be the most effective tool in directing human behavior. Underneath advertising campaigns, political and state manipulation and organizational policies, one can sense fear looming: fear of ill health, losing social acceptance, getting old, punishments, losing jobs, promotions, family and wealth.
Niccolò Machiavelli in The Prince famously argued that it is safer to be feared than loved if a ruler cannot be both, warning that a ruler must avoid being hated as the same causes rebellion and downfall. Robert Greene in “The 48 Laws of Power” has extended this principle of fear to corporate, social and psychological tactics to gain control and power.
Societies and organizations are built around laws, rules and policies to provide peaceful grounds for citizens and employees where their intellectual as well as physical beings are protected, allowing them to prosper and harness their potential for the maximum benefit of all. The fear of laws defines the boundaries of peace within which the populace can play as per the set rules.
What happens when the fear of individuals in power overtakes the fear of law? Decisionmakers get surrounded by sycophants. Loyalty instead of competence is rewarded; those who are competent become evasive or leave. Impression management takes precedence over substance. Corruption and incompetency go unchecked. Inefficiencies start to surface in terms of economic and moral values. The system gradually starts to decay vertically and horizontally. Fear gets inculcated deep down in the individual and collective psyche, remaining at the core for years to come. Economic downfall is just a symptom; underneath, something much bigger is happening. The majority now look toward basic survival rather than growth in the system. Insecurities take over, impeding the very process of creativity, innovation and improvement.
Becoming vulnerable to external threats, the system is further damaged and weakened by opponents through known and unknown interventions. Indifference in the masses takes over the ability to bring change and resist threats. The system no longer remains a whole, but rather disintegrates into multiple systems within a system, trying to survive, exercise authority and gain autonomy. This conflict degenerates the whole, resulting in a total collapse with new powers emerging to take control.
To rebuild, we must slowly and gradually rebuild what fear has destroyed: trust. This trust cannot be built overnight; it requires a long-term strategy where competence is rewarded over blind loyalty. Moving people away from basic survival and back toward growth takes time and consistent effort. Only by restoring this trust step-by-step can we stop the system from breaking apart and collapsing completely.
—The author is an analyst and corporate professional with extensive experience evaluating organizational culture, leadership and systemic behavior.
