Essay
Comment
Identity
Politics
7 min read

Outsourcing our identities: the corrosive effect of political tribalism

Political identities need to connect with core identities, Andy Flannagan reflects on how political disagreement can distort the lives of participants.
Across the heads of a roadside crowd, men wearing orange sashes and military band uniforms march along.
An Orange parade in Larkhall, Scotland.
Ross Goodman, CC BY 2.0, via Wikimedia Commons.

I spent the first 24 years of my life in Northern Ireland. I am incredibly proud to say that it is my homeland. I am still a regular visitor. I love it. I love the people. However, that doesn’t change the fact that my beautiful, yet broken home provides a disturbing case study in what can happen when two communities live in the same space, but separately.  

That is sadly what is happening in the USA right now, and increasingly what is happening in the UK too. What is at the root of an inability to co-exist with those with whom we disagree? There are many answers to that question. I am not saying that what follows is the only answer, but that perhaps some ancient realities underly our present-day struggles. 

When we hold too tight to an identity and someone pokes it, we get angry. But what shifts us from holding something healthily to grasping it with a clenched fist? 

It is difficult to have an academic discussion about where the border (if any) should be in Ireland. The hurt and history go deep. Reactions are visceral. You only have to note the violent responses to a green, white and gold flag flying on a civic building, or an unwelcome red, white and blue kerbstone appearing overnight to realise that something deeper is being triggered. Similar to the ‘culture war’ issues that plague our present, these coloured symbols illicit emotional reactions because they challenge our very identity.  

When we hold too tight to an identity and someone pokes it, we get angry. But what shifts us from holding something healthily to grasping it with a clenched fist? In the political realm these tribal identities may be conservative, progressive, brexiteer, remainer, Democrat, Republican, or many others. 

We all need what I would call these ‘secondary identities’ to survive and get things done in this world. We need a sense of belonging to a tribe. But without a strong primary identity, we cling to these secondary identities so tightly that we are unable to engage healthily when someone challenges them. I’ll put my cards on the table. I believe that the primary identity of every human (whether we believe in a deity or not) is that we are made in the image of God. We have divine DNA in us. It’s the common thread of our humanity, designed to represent (or image) the kind, just leadership of God to the world. 

This is our core identity. This is the thing that people should see if they bite into us like a stick of rock. But if we lose connection with that core, we will still find our identity elsewhere. Our God-given desire to get a sense of who we are and where we fit in continues to operate.  

The problem with idols is that once you give your primary allegiance to them they exact an increasingly large price from you, without you even noticing it. 

The ancient scriptures also give us a useful language for what happens when we give over too much of our identity to a cause or group. The nation of Israel were experts at doing this. In their bones they wanted to worship something or someone, but rather than the hard yards of a mystical journey with a God who was often playful or invisible, they chose the more tangible, internet-speed version and created an idol from what they already had and what they already knew. Cue golden calves and strange statues. 

This grasping for simplicity, and tangible immediacy, helps to explain why Brexit or wokeness have become an idol. And why Trump has become an idol too. In Northern Ireland, the Irish flag has become an idol, as has the Union Jack. And the problem with idols is that once you give your primary allegiance to them they exact an increasingly large price from you, without you even noticing it.  

We often talk about shifts in culture without recognising that the word culture is derived from the same root as the word cult. ‘Culture’ provides invisible, uncontested leadership – it is that which we presume to be true, without stopping to question it, as we would not question a cult leader. 

This is about avoiding the outsourcing of our identity to things that may be good, but that shouldn’t control us. 

In my work with Christians in Politics, bringing Christians together from across the political spectrum, I have become fairly good at spotting when folks start to lose touch with their primary identity. You notice it from the visceral, speedy reactions on social media, subliminally prioritising their immediate emotional state above the emotions of others.  

Sadly, this accelerated during the COVID lockdowns, when it was all too easy to spot the radicalisation of previously fairly centred people. More time than usual on social media, more fear than usual from living through the global pandemic, all leading to them spending more time down algorithm-induced rabbit holes. 

This is not about the elimination of emotion. Nor producing an anodyne, academic, rational public square. After all, many who believe that they are made in the image of God also follow the human who they believe perfected that image, and he spent plenty of time raging against injustice and turning over tables.  

This is about avoiding the outsourcing of our identity to things that may be good, but that shouldn’t control us. Such things should influence us, but they shouldn’t forge us.  

The term idol is useful as it is now in popular usage thanks to TV shows like American Idol. Something in us knows that such here-one-minute-gone-the-next celebrity is not exactly bad for us, but also that such celebrity does not exist without a large number of people giving inappropriate amounts of time and attention (proportional to their talent) to these celebrity lives. 

There is a reason people try to keep religion and politics away from polite dinner table discussions. 

The challenge is that the most toxic idols are often actually really good things. Money. Food. Sex. These are good things. But as many of us know, if they start to control us rather than serve us, our happiness, waistlines, and marriages may be in trouble. With this understanding we can affirm someone’s political activism and enthusiasm as a good thing. We can affirm a political ideology as broadly helpful, but critique it when it has clearly become an idol in someone’s life, commanding time, energy and in real senses – worship. 

There is a visceral quality to our present debates that goes far beyond the discussion of policies. The enraged offence and wild language thrown at the other side speak of a deep and unhealthy suffusion of our identities to these tribes. 

The reactions we see on social media are the reactions of a child when their iPad is taken away. It is primal. Bearing in mind the toxicity of the social media-scape, it is easy to see how tribes are needed for protection, but if our responses to every situation are the knee-jerk reaction of our tribe, then we leave no space for breath, reflection or even prayer. And there is certainly no time to consult some ancient wisdom. There is a reason people try to keep religion and politics away from polite dinner table discussions. Nobody likes their identity being questioned. But rather than avoid these subjects, could we instead be so rooted in our primary identity that a disagreement doesn't have to lead to the end of fellowship and embrace? 

Tom Wright often points out that in life we will always need progressive (things need to change) moments but at times we also need conservative (things need to stay the same) moments. History is littered with both being significant. To pretend that one is always more important than the other is intellectually vacuous.

Our 'othering' of them renders them less human in our eyes and we are then able to countenance appalling things happening to them,

The same is true of parenting. There are times when a progressive response is required (okay you can start eating solid food now) and times when a conservative response is required (no, we still don't pour milk on the laptop). On a more serious note, discussions around parenting styles that sit on a spectrum between earth-motherly co-sleeping and Gina Ford military drilling are another good example of when disagreements within and between families get visceral. Again, it is because we don't just feel that this is a theoretical discussion. So much of our identity is unhealthily tied up in our insecurities around parenting that we feel that our very person is being attacked. The political and parenting spectra are eerily similar. 

Failing to remember that we are all made in the image of God and all part of the one human family also leaves the door open to the next level of ugliness – it leaves us able to dismiss' those we disagree with. They become people who are easy to label, mock, and dismiss. Our 'othering' of them renders them less human in our eyes and we are then able to countenance appalling things happening to them. They may become people we would rather see removed from proceedings than have reconciled to us. We forget the words of theologian Vinoth Ramachandrara, who said that:  

"when you stand face to face with another human being, made in the image of God, you are standing in the presence of a vehicle of the divine".  

Yes we need to be part of earthly tribes, but we also mustn't lose our identity to the tribe.  

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.