The pandemic created a unique opportunity for profound societal transformation by cultivating mass-distributed leadership, integrating humanities, arts and social sciences with science and technology.
The COVID-19 pandemic, while causing immense disruption and suffering, also presented a unique opportunity for profound societal change. This is the subject of a thought-provoking research paper by Prof Dr Jim Macnamara of the University of Technology Sydney.
Macnamara uses critical analysis to draw on anthropological concepts of liminality and community to argue that the pandemic created a phase of “macro-liminality” – a transitional period during which our normal ways of thinking are suspended. He argues that this paves the way for new social structures and understanding.
The paper challenges the notion that simply speaking up as citizens is enough to drive change, highlighting how the public’s voices are often systematically ignored by those in power, even on critical issues such as climate change. Grassroots movements and mass mobilisations, while important, also face significant resistance from entrenched elites.
Macnamara proposes that the key to societal transformation lies in cultivating mass-distributed leadership – empowering each of us to emerge and advocate for change across all levels and sectors of society rather than relying on a small cadre of prominent figures. This micro-leadership model is presented as an alternative to traditional top-down models.
The research also emphasises the potential for greater integration of humanities, arts, and social science perspectives with science and technology to develop solutions centring human needs. Universities are identified as having a crucial role in fostering this transdisciplinary approach.
Ultimately, Macnamara contends that the pandemic represents a rare “long durée” – an extended liminal moment that we must seize to reflect, rethink, and strive to build a better society rather than defaulting to the pre-crisis status quo. Achieving this will require a concerted effort to cultivate and support mass-distributed leadership.
While the paper’s arguments are compelling, they also raise important questions. How can we practically support the emergence of this mass-distributed leadership? What role might digital technologies and platforms play? And how do we ensure that the marginalised and underrepresented voices are centred in this process?
Grappling with these questions will be essential to make the most of this liminal moment and drive meaningful, inclusive societal transformation. As communicators, we have a vital part to play in sparking and shaping this dialogue, ensuring that all voices are heard and valued.
The COVID-19 crisis was a source of tremendous hardship, but within it lies the seed of opportunity. By coming together to envision and advocate for a better future, we may yet find ways to transmute this suffering into lasting positive change. This challenge will require creativity, collaboration and courage.
Insights for management and public relations practice
- Embrace mass-distributed leadership: Empower and support employees to become micro-leaders who champion positive change rather than relying solely on a small group of designated leaders.
- Foster integration of humanities, arts, and social sciences with STEM: Promote interdisciplinary collaboration and encourage the application of diverse perspectives to address complex societal challenges.
- Seize the opportunity for reflection and transformation: Critically examine your organisation’s practices, engage in meaningful conversations about societal issues, and actively work towards transformative change rather than reverting to pre-crisis norms.
Reference
Macnamara, Jim. 2024. “The Long Now and Liminality: Will We Create Communitas? A Macro-Social Perspective of COVID-19.” Media International Australia, April, 1329878X241243093.
Diary of a PhD student 