If you keep trying to do something, and you never get anywhere—that’s where demoralization comes from. It’s a feedback loop that teaches you that it doesn’t matter what you do. Nothing ever gets any better. You accomplish nothing. It breeds cynicism and mistrust of whatever system one is trying to make a difference in.
Demoralized people learn to do nothing. Nothing makes a difference, so why bother? You see the system (say of government) as unresponsive and ineffective, and it is so entrenched you can never dislodge what you need to dislodge in order to break free the can-do spirit.
Having worked in progressive politics most of my life, I have seen a lot of demoralization. Although, perhaps you wouldn’t call it full demoralization. For some reason, the people who work in politics still have hope of making a difference. It’s the ones who never vote and never step out the door to try to do anything that are truly demoralized. They no longer feel a part of anything that matters. They have given up hoping for change (never mind that most of them would go for the wrong change if they were to become activists).
I would say that this kind of demoralization we’ve been talking about, whether amongst the electorate, or in the army, or in a malfunctioning bureaucracy is structural demoralization. It is created through a lack of responsiveness, and a lack of seeing any useful result from one’s efforts. It happens all over the place.
What can we do? We need to teach people how to empower themselves—at work and in families and schools and in government and in political policy. When I was growing up, the slogan “Question Authority” could be seen everywhere. That is the attitude that is a start, but slogans, of course, are never enough. Training in how to be effective, whether you are a manager or the managed, is crucial. Managers have an active interest in empowering their employees. However many do not see that. They can learn it, though.
Politicians have to see how empowering the electorate works to their advantage. Back room deals and reluctance to put public data on the internet must be thrown out, and openness brought in. Bureaucrats and other managers must do the same with their employees. They have to communicate goals clearly; show how employees efforts help achieve those goals, and constantly give useful feedback to help employees work more effectively. Good training is also very important. Employees need to be given all the assistance they need in order to be successful at their work.
As a manager, I see myself as a resource. If an employee has a problem, I help them fix it. I train them to do their work and then I let them do it. I want them to make as many decisions as they can. I want them to be creative in problem solving and in improving our product (analytical skills training). Empowerment, I believe, is the antidote to demoralization.