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Loneliness
6 min read

The curse of loneliness and the hope of kindness

The tend-and-befriend response is present in many species, but it reaches a particular level of genius in ours, explains Roger Bretherton.
A person stands in a road under misty street lights.
Atharva Tulsi on Unsplash

Loneliness kills. I’ve known that for a while. It dawned on me when, as an undergraduate, I first read the anthropological studies of the so-called ‘voodoo death curse’. An admittedly politically incorrect name for a horrifying phenomenon that has haunted me ever since. The studies, reported in the early twentieth century, attempted to account for the highly effective way in which shaman in tribal cultures were able to pronounce death on aberrant members of their community. Often within days of coming under the curse, the hexed individual was dead. It looked like magic. 

Psychologists studying anxiety became interested in this phenomenon as an illustration of the connection between social stress and physical health. On closer examination, they noted that those on the receiving end of a death curse, not only came under the opprobrium of a powerful spiritual authority but were consequently entirely isolated from the community that gave them their identity. The moment the curse was decreed they became a non-person. They ceased to exist in the eyes of the collective. They became a ghoul, a wraith, an abomination to their people. They experienced a social exclusion so absolute and catastrophic that the stress of it killed them. Physical death swiftly followed social death. 

When we fall foul of the charismatic leader of a workplace... we may for a moment shiver in the chill breeze of the death curse.

But the death curse is not confined to stone age tribes and agrarian collectives. It is a ubiquitous artefact of human social life. In subtly disguised form it continues to stalk the industrialised societies of the West. We see it in any social situation that terminally frustrates our hardwired biological need to belong. When we are cast out of employment through redundancy, retirement, or sickness. When a social faux pas leaves us persona non grata. When our social media presence is more of a toenail than a footprint. When we fall foul of the charismatic leader of a workplace, a neighbourhood, a family, a church. We may for a moment shiver in the chill breeze of the death curse. We wonder briefly if the silence and the cold shoulders will kill us. 

We don’t often think about the all-too evident connection between belonging, stress and health- but we should, because social connectedness is the primary way we as a species have made it this far. Most of us are familiar with the physiological responses to acute stress. There are only a few of them. It’s like a multiple choice test, take your pick: a) fight, b) flight, c) freeze, d) faint, or e) some bespoke combo of all of the above. We probably also have some recognition that those of us living in information economies tend to spend too much time in these stressed states of mind. They are designed for short-term threats (like predators), not long-term projects and serial deadlines. The cortisol coursing through our veins designed to deliver us from danger now stops us sleeping at night, and lurks behind all the major killers of our culture: cancer, heart disease, and depression. 

But before we get to all that stressed-out running and punching and standing still like startled rabbits, there is a more common everyday way that human beings deal with stress. Our primary way of navigating a challenging and threatening world is our equally hardwired ability to reach out to others- the social engagement system. This tend-and-befriend response is present in many species, but it reaches a particular level of genius in ours. Our capacity to form groups that can coordinate action through a sense of unified purpose is what allowed our ancestors to take down woolly mammoths and survive ice ages. Our principal strength comes not from our ability to make fists, but to join hands. 

 

To fall out of connection with others is an existential threat. 

No wonder then, given our history as an eminently social species, that loneliness- the perceived shortfall between desired and actual social contact- is experienced as a menace to our survival. It once was, and still is. To fall out of connection with others is an existential threat. Clinical research has been reporting for decades that social support, or rather the lack of it, predicts and maintains pretty much every form of psychological distress we can bring to mind. In a small-scale way I repeat that finding with my own students every year. We annually distribute a 19-item well-being survey to several hundred university students. Most of it asks about the good stuff, happiness, quality of relationships, sense of purpose and so on. But one question asks them to rate, simply on a 1-10 scale, how lonely they are. Every time we run it on campus, this single lonely question predicts levels of depression, anxiety and stress, better than any other demographic. 

So, it is good that loneliness is back in the news. Only last month the US Surgeon General, Vivek Murthy, issued a report on the devastating health impact of loneliness. It affects a large proportion of the population- he cites 50% in the US, but UK estimates tend to be more conservative. It is apparently as damaging to our health as smoking 15 cigarettes a day, and twice as risky as downing six alcoholic drinks daily. Public health officials are partial to measuring mortality in fags and booze. But Vivek Murthy did something very un-like a public health official: he spoke about his own loneliness. How his very success in office had severed ties with friends and family, leaving him isolated, lonely and having to learn to re-connect. He proposes six pillars for addressing the societal scourge of loneliness, but as yet no government funding has been allocated to the initiative. 

It is when we give to others that we know we are known- we matter. 

When the experts are asked what we can do about loneliness they tend to advocate a multi-level approach. As individuals, we should Get Out. If we are lonely there are things we can do about it. Volunteering, exercise, singing, therapy, reconnecting with old friends, Counter-intuitively, we are more likely to benefit from activities in which we give something, in which we care or contribute. It is when we give to others that we know we are known- we matter. 

As groups we should Look Out. Not everybody is able to overcome the barriers to social contact. Some people through physical or mental disability need others to look out for them. I witnessed a heart-warming example of this recently. There is a notorious character who lives locally. He dresses in black, has wild hair, walks with a limp, and speaks in grunts. He’s harmless, but he scares children. I don’t know what trauma or substance reduced him to this state, but he staggers past us twice a day on the way to his allotment. A few weeks ago thieves broke into his shed and stole all his gardening tools. He was pitifully distressed. But within hours the entire neighbourhood had mobilised through social media, and equipped him with every trowel, fork and hoe, that could be spared. I can’t help feeling that there is something in us as people that wants to act kindly like this, and cultivating this instinct gives me hope that we as a society can beat back the spectre of loneliness.

Loneliness it seems may not be just a bug in our software, it may be encoded in our cultural firmware- part of its operating system. 

Which leads us to the third level of action, we need to Sort Out the dehumanising trends of our culture that inevitably generate and enable the pandemic of loneliness. As Mother Teresa famously observed, loneliness is the price we pay for wealth in the West, it is our true poverty. There may be something inspiring about the ruggedly individualistic, materialistically motivated, hyper-competitive, ideal of success that presides over our culture. But the studies of psychological wellbeing unanimously conclude that every one of those motivating values leads to misery, distrust and isolation. Loneliness it seems may not be just a bug in our software, it may be encoded in our cultural firmware- part of its operating system. Perhaps that is why most government-led attempts to alleviate the problem (in the UK and US at least) smack of tokenism. As the old organisational mantra goes: our social system is perfectly designed to bring about the outcomes it produces. So, what do we need? Nothing much. Just a completely transformed society. If only there was one of those knocking around, somewhere. 

Article
Character
Community
Economics
4 min read

Local businesses can love their neighbours, here’s how

The powerful partnerships quietly transforming Britain's towns
A knitted post box topper shows a group of people and the word powerhouse.
Celebrating Didcot's Powerhouse group.

In just three years, an Oxfordshire market town has cracked a code that's eluded community development experts for decades. The Didcot Powerhouse Fund has delivered £400,000 in grants to nearly 9,000 residents, proving that when local businesses and civic leaders work together, they can achieve remarkable results. 

Didcot's success is all the more remarkable given its context. Surrounded by world-class science campuses and the prosperity they bring, the town is simultaneously home to pockets of serious social and economic deprivation. This stark inequality demanded a fresh model for corporate giving – one that could bridge the gap between the wealth generated by cutting-edge research facilities and the struggling families living in their shadow. 

The fund's approach offers a blueprint for addressing one of Britain's most persistent challenges: how to harness private sector resources for genuine community benefit. Within five months of launching, it had generated £100,000 in grants. By year three, it had distributed 70 grants across Greater Didcot's 46,000 residents, tackling everything from domestic abuse support to youth skills training. 

What makes Didcot remarkable isn't just the money – it's the method. The fund, chaired by Oxfordshire Deputy Lieutenant Elizabeth Paris, doesn't simply write cheques. It convenes businesses, charities, local government and faith leaders in the same room, mapping community needs and systematically filling gaps. This year's annual impact event, hosted by the European Space Agency, drew 160 guests who would rarely otherwise meet. 

This model represents a fundamental shift from traditional corporate social responsibility. Rather than companies making isolated charitable donations, the Didcot approach creates sustained partnerships that leverage professional networks, legal expertise and grant-writing skills alongside financial resources. 

The success reflects a broader civic renewal happening across Britain, much of it led by the country's 5.5 million small and medium enterprises (SMEs). Across the UK, these businesses are showing what it means to contribute not just economically, but socially, to their local communities. They do so quietly — through their skills, relationships, and a belief in stewardship. 

Last winter, fuel-allowance reductions left many families wondering how to heat their homes. In East Yorkshire, a coalition of community groups supported by an SME mobilised at speed, distributing thousands of pounds in emergency vouchers. Similar efforts in Cambridgeshire and Nottinghamshire reached nearly 300 residents with targeted help. These acts made all the difference close to home. 

SMEs employ 60 per cent of the UK workforce, but their real power lies in their embeddedness within local communities. They understand local needs in ways that distant corporations or central government cannot. And SMEs, as groups of individuals united by a common purpose, have the unique ability to be good neighbours in the communities they serve. The most effective business leaders understand that creating real value comes from cooperation – from working alongside others to meet shared needs.  

Successful SMEs engage actively with their local communities because doing so helps them understand the people they serve, earns trust, and provides services that genuinely matter. This requires spending time with people, asking thoughtful questions, and recognising that local relationships are central to resilience.  

Through my role as Lord-Lieutenant of Oxfordshire, alongside our team of 40 Deputy-Lieutenants, I witness this transformation first-hand. We engage with tens of thousands of people annually and can report that this quiet civic renewal is both important and accelerating. 

From the Isle of Wight, where former vehicle technician Jan retrained as an energy retrofit assessor to help neighbours cut bills and carbon emissions, to East Yorkshire, where community groups and local firms mobilised to distribute emergency fuel vouchers, SMEs are proving themselves to be critical civic actors. 

The most striking example may be Inveraray on Scotland's west coast, where the historic Local Pier had been shuttered for a decade. A local charity, supported by regional SMEs, raised over £275,000 across seven funding bids. The pier reopened in April 2024, now hosting monthly farmers' markets. As Linda Divers, Chair of Inveraray Community Council, said at the ribbon-cutting: "That vote of confidence turned a dream into reality." 

This matters because trust – the foundation of effective community action – is built through personal relationships. A 2023 King's College London study found that 98 per cent of UK residents trust people they know personally. SMEs, rooted in their communities, are uniquely positioned to nurture and leverage this trust. 

Parliament is taking notice. The Business and Trade Committee has launched an inquiry into what small firms need to thrive, with Chair Liam Byrne calling them "the engine room of growth and our biggest employer." 

The potential is enormous. Imagine businesses helping food banks become comprehensive community hubs. Picture digital skills clinics helping charities navigate AI-ready grant applications. Envision hundreds more professionals like Jan, retrained into green jobs that serve both local communities and environmental goals. 

The Didcot model shows this isn't utopian thinking – it's happening now. What's needed is recognition that the story is changing: from businesses as standalone economic actors to businesses as community builders, aligned with local purpose. 

At its heart, this kind of community investment reflects a deep, shared commitment to neighbourly love – not as a sentiment, but as a practical responsibility. To be a good neighbour is to recognise the inherent worth in every person, and to act with generosity, care, and purpose.  

It even calls us to see one another not as strangers or competitors, but as people closely connected, each carrying something of the same human dignity and potential. This recognition demands action: to build relationships that endure, to work for the good of all, and to strengthen the ties that bind communities together. 

The work of SMEs and local leaders across the UK embodies these values, offering a powerful example of faith in action within public life. In an era of declining social capital and institutional trust, it offers hope that Britain's communities will continue to build themselves from the ground up. We should celebrate it – and help it grow. 

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