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Don't patronise: what the R20 means for development

The R20 meeting at the G20 global summit sheds light on development. Christopher Wadibia makes the case for a change in perception.

Chris Wadibia is an academic advising on faith-based challenges. His research includes political Pentecostalism, global Christianity, and development. 

Swami Govinda Dev Giri Maharaj, Dr. Valeria Martano, and Archbishop Henry Ndukuba, are greeted by R20 founder Yahya Cholil Staquf.
G20religion.org

God is dead,' wrote Friedrich Nietzsche in 1882, in an effort to argue that every European imagination, community, and enterprise developed by faith in the Christian God would inevitably degenerate relative to Europe's dwindling commitment to belief in the former. Nietzsche's argument preceded the once popular secularisation thesis. The view that societies would increasingly adopt non-religious values and institutions as they modernise influenced global development discourse in the 20th century following World War II.   

However, in 2023, a year that marks more than 140 years since Nietzsche first popularised the atheistical three-word phrase ‘God is dead’, anyone familiar with the mechanics and forces driving the modern global development project would point out that faith-aligned actors play a pivotal, and even in some cases, unrivalled role. These actors promote growth, progress, and development globally, especially in the Global South.  

Albeit, Nietzsche once argued that Europe's declining belief in the Christian God signaled God's death, the fact that at least 85% of the world's over eight billion people claim some form of faith. Couple that with the reality that faith actors deliver the majority of local development services in many regions across the globe, and the suggestions is that God has risen from the grave and traded European burial clothes for globalised vocational attire. Far from being dead, God is alive and more engaged in developing the earth than ever before.  

Aside from state and private-sector investment, since the second half of the 20th century, the faith sector, comprised of thousands of actors, has become increasingly responsible for developing the modern world. A recent study on faith-aligned impact investment, completed by researchers at Oxford University's Said Business School, showed that four of the world's most influential religious groups (Christianity, Islam, Dharmic, and Judaism) collectively hold at least $5 trillion in net assets. The study linked this $5 trillion in assets to faith-aligned investment in addressing social and climate-oriented challenges globally.  

The study, which analysed over 360 distinctive organisations, attributed over $260 billion to Christian-aligned capital. Given the difficulty of securing accurate data on the total assets and capital held by the world's many thousands of churches and Christian  organisations, it should be acknowledged that this estimate sits far below the real net assets in Christendom that have been invested into global development. However, a key takeaway from this study is that Christian-aligned capital remains a game-changing force in the global development sector. After all, those organisations serve the approximately 2.4bn Christians alive today.  

  

'The R20's mission was grand but straightforward: fill the gap in world leadership that stresses politics and economics rather than faith and spirituality.'

In November 2022, two weeks before the G20 summit in Bali which brought together the leaders of the 20 countries with the world's biggest economies, another gathering took place in Indonesia that attracted less publicity. For the first time ever, the R20 (the G20 Religious Forum) united leaders from the major religions of the G20 countries whose heads of state would flock to Bali a few weeks later. The R20's mission was grand but straightforward: fill the gap in world leadership that stresses politics and economics rather than faith and spirituality as resources to provide solutions to pressing global challenges.  

One of the R20's more high profile speakers was Archbishop Henry Ndukuba, who currently serves as Anglican Primate for the Church of Nigeria. In his speech, Ndukuba cited the violent persecution of Christians and liberal Muslims in the majority Muslim region of Northern Nigeria. The R20's goal of elevating faith and spirituality in the hierarchy of resources that can be enlisted to engage with global issues should be viewed as noble. However, in practice, the concept of the world's major faith communities petitioning global peace and development stakeholders to be recognised as legitimate contributors to the sacred project of redeeming the brokenness of the world reeks of obsequious servility.  

Moreover, this unequal power relation fatefully overlooks the substantial contributions to peace and development made every day across the world by faith actors. Many of the world's major faith traditions share the vision of developing the world into a place devoid of disease, poverty, and suffering. The global faith and spirituality sector is truly not without its imperfections, but for centuries this multi-faith comity has invested immense resources into making earth look more like heaven. It does so by leveraging faith as a conduit to gather assets that aid in the deeply holy process of chiseling away at the degenerative evils and satanic forces plaguing the world until all that remains is the latter's Edenic base.  

The time has come for the world's faith actors to stop begging secular state actors to recognise them as stakeholders committed to promoting global peace and development. Getting on with the heavenly work of building God's cosmos, in anticipation of the New Creation, requires faith that God will provide the right people, ideas, and resources and that secular state actors should be viewed as partners instead of patrons in this divine enterprise.  

'The work we do in the present, then, gains its full significance from the eventual design in which it is meant to belong.'

N.T. Wright

Secular state actors should better understand what is driving those faith actors and the desire to balance the partnership. In his influential book Surprised by Hope, NT Wright argues that continuities will exist between Christian work completed in service to God in the present age and the eternal life that God's people will enjoy in the New Creation. Wright reasons,

'The work we do in the present, then, gains its full significance from the eventual design in which it is meant to belong. Applied to the mission of the church, this means that we must work in the present for the advance signs of that eventual state of affairs when God is ‘all in all’, when his kingdom has come and his will is done ‘on earth as in heaven’.' 

Every day a faith actor funds a school, hospital, or social development project somewhere in the world. They see these projects function in God's ongoing programme of redeeming the world by means of the intellects and imaginations of themselves and those who benefit. In their eyes, all are made in God's own image. In a world where they see sin's footprints manifest by way of suffering, violence, and destruction, every actor inspired by the faith in their heart to challenge the existence of the former should recognise that the impulse to build a better world is a nudge from heaven foreshadowing the New Eden to come. 

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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.