Column
Attention
Comment
Community
7 min read

The art of being inconvenienced

In our fast-paced attention-deficient society, Elizabeth Wainwright reflects on the value of inconvenience as a safeguard against the commodification of life.

Elizabeth Wainwright is a writer, coach and walking guide. She's a former district councillor and has a background in international development.

a newly laid hedge merges into an older one, next to a road
Photo by Annie Spratt on Unsplash.

It’s May as I write this, and I’m noticing Iris flowers everywhere. They don’t flower for long, but they are glorious when they do. There is another kind of Iris too - our newborn daughter Iris, born in May under a full moon; appropriately named the ‘flower moon’ in some cultures. And it really was a time of flowers - in her name, and in the Devon hedgerows outside which were bursting into life and nurturing a rainbow of wildflowers - pink campion, creamy hawthorn, yellow celandine, bluebell, violet, endless green. These hedgerows are ancient. ‘Hooper’s formula’ can give an estimate of just how ancient - counting the number of woody shrubs and trees in a 30m section and multiplying by 100 gives a rough estimate (one species for every 100 years). This makes the hedges and sunken earth-banked lanes around us well over 1000 years old, thousands of years in places. They feel essential to the structure of this place.  

The layers of land in this part of Devon are overlain and interwoven, sometimes reinforcing what was there before, sometimes obliterating it. Today the threat of obliteration looms larger than ever - development, forestry and rapidly changing agricultural practices all squeeze rural communities and landscapes to the edge. But these old hedgerows and earth banks seem to resist the march of development and ‘progress’ – continuing a line of resistance that stretches back to the local Celtic people resisting Anglo-Saxons, who in turn resisted the Normans. The hedges represent old ways, they hold their ground and ask us to slow down and prioritise other things than convenience and blind progress.  

Because for local farmers, it is not convenient to farm these small wonky fields with their thick-hedged edges. In other parts of the country, fields got bigger and bigger as hedges were ripped out, especially during the Second World War when food production was a priority. And the size of fields kept pace with the growing machinery used to farm them. Farmed fields in some parts of the country are now vast. But not here. Outside the window huge tractors thunder past, but they look out of place in these narrow lanes and small fields - old spaces that are less and less able to resist the damage of modern machines.   

I think inconvenience is good for love and for neighbourliness. Loving and knowing our neighbours are beautiful intentions, but they can quickly become easy words and abstract concepts.

But whilst these ancient hedgerows are inconvenient for modern farming, they are convenient for life, because things can exist here that wouldn’t if the hedges were removed - biodiversity, soil structure, shelter and food for countless species through the year; species that are under threat from intensive agriculture elsewhere. It is the inconvenience of the hedges and fields here that leaves room for life. 

I think about how this is true of other things; how inconvenience might bring life, how it might even be essential for our relationship with things that matter. Two specific things come to mind.    

First, I think inconvenience is good for love and for neighbourliness. Loving and knowing our neighbours are beautiful intentions, but they can quickly become easy words and abstract concepts. Putting the idea of neighbourliness into practice will be inconvenient - it will have an impact on me and my life, it will take time and might be awkward at first - but it is where the love and I think the hope is. The future has lately been sounding bleak - heatwaves and wildfires and temperatures higher than climate modelling has predicted; economies in turmoil; never ending conflicts. Loving our neighbour isn’t about niceness, or just for when it’s convenient – it’s for right now as the world burns, it’s for helping us know the world through the lives of others, it’s for rebuilding affection and life on earth.   

Second, I have found that inconvenience is good for knowing the Bible. When I first began reading it — curiously but non-committaly as a young adult — the thing that kept me coming back was its beauty. Much of its meaning was lost to me, but its sound and rhythm wasn’t. The Bible is inefficient, inconvenient. It is often impenetrable, mysterious, poetic. And poetry is often inconvenient - it asks us to slow down, to pay attention, to engage imagination and heart and feeling, to re-read something that might not at first be clear. And when its meaning or imagery sticks then it remains, I do not forget it. If the Bible’s authors wanted readers to understand something, to believe something, there are shorter and clearer ways to do so which might even guarantee particular outcomes like belief. But the Bible turns towards poetry and beauty and depth - not transfer of information, not efficiency, not convenience. It asks the reader to slow down and listen, to reach beyond the immediacy of information to another way of being and knowing. 

Another Iris speaks - not flower, not daughter, but a singer through our kitchen speakers - Iris Dement is singing a song called Working on a World I May Never See. It makes me think about the importance of investing in hedgerows and neighbours, a declaration of belief that their possibility offers more than the efficiency and productivity they sacrifice. Because we are not made for efficiency, or blind progress, or productivity. I think we are made to love, and to work on a world we may never see; an ask that I increasingly see requires not just ‘development’ and technology and financial investment, but investment in love and neighbours and place. But as the world hurtles on, love seems diminished, its power underestimated or increasingly it seems, unknown. I notice talk of love sometimes met with cynicism, as if it’s a warm fuzzy idea but not something to take seriously, as if it might be world-shaking. But I think it is — or it could be if we let it.   

And so I welcome inconvenience, I welcome the courage and patience it teaches me.

The hedgerows and my neighbours and parts of the Bible remind me to take love seriously. They slow me down with their long-way-roundedness, their use of 100 words or species where one would be more efficient, their conjuring of feeling and images where information might be quicker. They ask me to pay attention, they offer beauty, they bring my gaze to things they matter.   

In Eric Fromm’s 1956 book The Art of Loving he examines various kinds of love, and then explores the disintegration of love in the modern western world, which is in part he says because:   

“Modern man has transformed himself into a commodity; he experiences his life energy as an investment with which he should make the highest profit, considering his position and the situation on the personality market. He is alienated from himself, from his fellow men and from nature. His main aim is profitable exchange of his skills, knowledge, and of himself, his "personality package" with others who are equally intent on a fair and profitable exchange. Life has no goal except the one to move, no principle except the one of fair exchange, no satisfaction except the one to consume.”

(All this written before the arrival of the ‘personality market’ of social media, and before Amazon’s all-consuming invitation to consume).  

In examining this commodification of life, and in a line that touches on our fondness for convenience, Fromm says:

“Modern man thinks he loses something—time—when he does not do things quickly. Yet he does not know what to do with the time he gains—except kill it.” 

He goes on to argue that love is not a sentiment but a practice; one that involves discipline, concentration, and patience. These aren’t things that a fast-paced attention-deficient society leaves much room for. He says too that

“Love is not primarily a relationship to a specific person; it is an attitude, an orientation of character which determines the relatedness of a person to the world as a whole…” 

The hedgerows outside and the poetry of Bible teach me patience and concentration, and they shift my centre of relatedness outwards, from my own need for convenience, from focus on my life and just the people in it, to the wider world - worlds seen and unseen.    

Fromm says

“To be loved, and to love, need courage, the courage to judge certain values as of ultimate concern—and to take the jump and to stake everything on these values.”

And so I welcome inconvenience, I welcome the courage and patience it teaches me. The life-giving ‘inconvenience’ of the ever-changing hedgerows, and neighbourliness, and the Bible, and many other things help me to slow down and pay attention, they help me to know and to love, they help me to work on a world I may never see.  

Article
Comment
Justice
Leading
Politics
5 min read

The consequences of truth-telling are so severe our leaders can’t admit their mistakes

When accountability means annihilation, denial is the only way to survive
A woman talks in an interivew.
Baroness Casey.
BBC.

Why do our leaders struggle so profoundly with admitting error? 

Media and inquiries regularly report on such failures in the NHS, the Home Office, the Department of Work and Pensions, HMRC, the Metropolitan Police, the Ministry of Defence, and so many more public institutions. Often accompanied by harrowing personal stories of the harm done. 

In a recent white paper (From harm to healing: rebuilding trust in Britain’s publicly funded institutions), I defined “harm” as a holistic concept occurring where physical injury or mental distress is committed and sustained and explained that harm is generally something that is caused, possibly resulting in injury or loss of life.  

When we look at harm from an institutional perspective, structural power dynamics inevitably oppress certain groups, limit individual freedoms, and negatively affect the safety and security of individuals. But when we look at it through the lens of the individuals who run those institutions, we see people who often believe that they are acting in good faith, believe that their decisions won’t have a significant impact, who don’t have time to think about the decisions they are making, or worse still, prefer to protect what is in their best interest.  

Even well-intentioned leaders can become complicit in cycles of harm - not just through malice, but through their lack of self-awareness and unwillingness to put themselves in the shoes of the person on the receiving end of their decisions.  

Martin Luther King Jr supposedly said, “the ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.” In contemporary politics, leaders are neither selected nor (largely) do they remain, because of their humility. Humility is synonymous with weakness and showing weakness must be avoided at all cost. Responsibility is perceived as something that lies outside of us, rather than something we can take ownership of from within.  

So, why do leaders struggle so profoundly with admitting error? 

The issue is cultural and three-fold. 

First, we don’t quantify or systematically address human error, allowing small mistakes to escalate. 

We then enable those responsible to evade accountability through institutional protection and legal barriers. 

Finally, we actively discourage truth-telling by punishing whistle-blowers rather than rewarding transparency. Taken together, these create the very conditions that transform errors into institutional harm.  

Nowhere is this plainer than in Baroness Casey’s recent report on Group-based Child Sexual Exploitation and Abuse that caused the Government to announce a grooming gangs inquiry. In this case, the initial harm was compounded by denial and obfuscation, resulting not just in an institutional failure to protect children, but system-wide failures that have enabled the so-called “bad actors” to remain in situ. 

Recently, this trend was bucked at Countess of Chester Hospital where the police arrested three hospital managers involved in the Lucy Letby investigation. Previously, senior leadership had been protected, thus allowing them to evade accountability. Humble leadership would look like acting when concerns are raised before they become scandals. However, in this case, leadership did act; they chose to bury the truth rather than believe the whistle-blowers.

Until we separate admission of error from institutional destruction, we will continue to incentivise the very cover-ups that erode public trust. 

The answer to our conundrum is obvious. In Britain, accountability is conflated with annihilation. Clinging onto power is the only option because admitting error has become synonymous with career suicide, legal liability, and is tantamount to being hanged in the gallows of social media. We have managed to create systems of governing where the consequences of truth-telling are so severe that denial is the only survival mechanism left. We have successfully weaponised accountability rather than understanding it as the foundation of trust. 

If Rotherham Metropolitan Borough Council had admitted even half of the failures Alexis Jay OBE identified in her 2013 report and that Baroness Casey identifies in her 2025 audit, leaders would face not only compensation claims but media storms, regulatory sanctions, and individual prosecutions. It’s so unthinkable to put someone through that that we shrink back with empathy as to why someone might not speak up. But this is not justice. Justice is what the families of Hillsborough have been seeking in the Public Authority (Accountability) Bill: legal duties of candour, criminal offences for those who deliberately mislead investigations or cover-up service failures, legal representation, and appropriate disclosure of documentation. 

Regardless of your political persuasion, it has to be right that when police misconduct occurs, officers should fear not only disciplinary action and criminal charges. When politicians admit mistakes, they should face calls for their resignation. Public vilification is par for the course. Being ejected from office is the bare minimum required to take accountability for their actions.  

The white paper shows that the cover-up always causes more damage than the original error. Institutional denial - whether relating to the Post Office sub-postmasters, the infected blood scandal victims, grooming gang victims, Grenfell Towers victims, Windrush claimants, or Hillsborough families - compounds the original harm exponentially.  

In a society beset with blame, shame, and by fame, it is extraordinary that this struggle to admit error is so pervasive. Survivors can and will forgive human fallibility. What they will not forgive is the arrogance of institutions that refuse to acknowledge when they have caused harm.  

The white paper refers to a four-fold restorative framework that starts with acknowledgment, not punishment. The courage to say “we were wrong” is merely the first step. Next is apology and accountability followed by amends. It recognises that healing - not just legal resolution - must be at the heart of justice, treating both those harmed and those who caused it as whole human beings deserving of dignity.  

Until we separate admission of error from institutional destruction, we will continue to incentivise the very cover-ups that erode public trust. I was recently struck by Baroness Onora O’Neill who insisted that we must demand trustworthiness in our leaders. We cannot have trustworthiness without truth-telling, and we cannot have that without valuing the act of repairing harm over reputation management. True authority comes from service, through vulnerability rather than invulnerability; strength comes through the acknowledgement of weakness not the projection of power.  

We must recognise that those entrusted with power have a moral obligation to those they serve. That obligation transcends institutional self-interest. Thus, we must stop asking why leaders struggle to admit error and instead ask why we have made truth-telling so dangerous that lies seem safer.