{"id":811,"date":"2026-04-22T21:20:22","date_gmt":"2026-04-22T21:20:22","guid":{"rendered":"https:\/\/howinfluenceworks.com\/?page_id=811"},"modified":"2026-04-23T01:03:36","modified_gmt":"2026-04-23T01:03:36","slug":"john-locke-and-the-essential-role-of-influence-in-civilization","status":"publish","type":"page","link":"https:\/\/howinfluenceworks.com\/index.php\/john-locke-and-the-essential-role-of-influence-in-civilization\/","title":{"rendered":"John Locke and the Essential Role of Influence in Civilization"},"content":{"rendered":"\n

by Donald Gorassini, howinfluenceworks.com<\/strong><\/p>\n\n\n\n

This website, howinfluenceworks.com<\/a>, examines social influence in all of its forms: good and bad; useful, neutral, and destructive; effective and ineffective; important and trivial. In this article, I consider a form of influence that is deeply ingrained in human nature and essential to social functioning.<\/p>\n\n\n\n

A group of people working together to solve a problem involves significant mutual influence among participants. Each person can influence others and be influenced by them. For example, in a team project, one member may offer a suggestion at one moment and go along with someone else\u2019s suggestion at another moment.<\/p>\n\n\n\n

In this blog, I will discuss an activity that the philosopher, John Locke (1632-1704), in his work, Essay Concerning Human Understanding, argued is the basis of civilization. It can be termed collaborative problem-solving<\/em>: members of society conjoin to solve a problem of significance.<\/p>\n\n\n\n

In a contemporary example of the approach, many citizens from various walks of life work together to improve treatment of a type of cancer. Individuals from science, companies, hospitals, universities, and governments all participate. It is only from this combined effort that an improved treatment can be developed and implemented.<\/p>\n\n\n\n

In a problem-solving quest, a human being must operate in a completely solitary manner and can go a step further and join forces with others.<\/p>\n\n\n\n

Locke argues that, in the solitary realm, an individual uses two main mental faculties, sensing and thinking, in dealing with the world. Sensing involves collecting information through the senses, while thinking involves reflecting on that information. Together, these faculties allow individuals to acquire knowledge, develop models of reality, create solutions to problems, and act accordingly.<\/p>\n\n\n\n

Collaboration in problem-solving involves both exerting and yielding influence. Individuals may reveal information, teach, praise, correct, assert opinions, or vote. They may also learn, receive encouragement, be corrected, or gain enlightenment. These verbs illustrate different forms of influence and yielding in collaborative problem-solving, but are not an exhaustive list.1<\/a><\/sup>A simple google search reveals many verbs that apply, under a number of categories. The list gives a flavour for the types of influence that can occur in a collaborative problem-solving context: 1. Guiding and Facilitating (Subtle Influence): Facilitate, Guide, Coach, Mentor, Moderate, Mediate, Encourage, Support, Prompt. 2. Persuading and Informing (Active Influence): Influence, Persuade, Advocate, Propose, Negotiate, Explain\/Clarify, Demonstrate\/Model, Challenge, Liaise, Recommend. 3. Activating and Empowering (Empowering Influence): Enable, Motivate, Inspire, Mobilize, Champion, Delegate. 4. Structuring and Refining (Cognitive\/Analytical Influence):\u00a0Brainstorm, Refine\/Ameliorate, Reconcile, Streamline, Structure\/Organize, Strategize, Synthesize, Troubleshoot. 5. Fostering Collaboration (Interpersonal Influence): Connect, Cooperate, Unite, Align, Cultivate, Listen (Actively). 6. Actionable Verbs for “Building Trust” in Collaboration: Validate, Appreciate\/Acknowledge, Respect, Involve, Share<\/span><\/p>\n\n\n\n

Collaborative problem-solving applied across various societal problems has significantly transformed the world. Without such efforts, we wouldn\u2019t have cars, air travel, mobile phones, computers, the internet, governments, laws, medical treatments, education, or modern farming practices. Society would be vastly different compared to what we know now.<\/p>\n\n\n\n

The current blog discusses four key issues related to collaborative problem-solving: the underlying attitude that drives individual contributions, the advantages of group dynamics in enhancing solution quality, the conditions that foster a collaborative attitude, and the indelible nature of collaborative problem-solving in humanity.<\/p>\n\n\n\n

The Pivotal Attitude<\/h3>\n\n\n\n

Locke stresses that each individual in a problem-solving group is responsible for facilitating collaborative problem-solving. This section outlines the attitude that governs each person\u2019s participation. An attitude<\/em> consists of interrelated beliefs, feelings, and tactics that influence actions in group problem-solving situations.<\/p>\n\n\n\n

Beliefs<\/strong><\/p>\n\n\n\n

The following beliefs would make up the cognitive component of the attitude:<\/p>\n\n\n\n

    \n
  1. Assume that an external reality exists.<\/em><\/li>\n\n\n\n
  2. Assume that external reality can be known, even if imperfectly.<\/em><\/li>\n\n\n\n
  3. Assume that external reality bears on the pleasures and pains we feel.<\/em> It is thus crucial that we learn about external reality if we hope to solve problems that involve us. <\/li>\n\n\n\n
  4. Assume that our senses are the sole means of accessing the external world.<\/em> Thus, report your sensory experiences to the group and heed their reports of same.<\/li>\n\n\n\n
  5. Assume that you can use your power of thought to compose mental representations of the world tied more or less to reality.<\/em> Individuals can use their thoughts to create representations of the world based on sensory experiences (cows give milk) or fictional ideas (cows jump over the moon). In a collaborative environment, group members share their unique representations related to a specific problem.<\/li>\n\n\n\n
  6. Assume that the best possible solutions to problems arise when thinking is devoted to modeling the external world accurately.<\/em> We can, after a period of observation, create a reality-based mental model of cows, one that leads to dairy farming. We can, if we wish, create an entirely fanciful depiction, perhaps of a cow jumping over the moon. Only the former results in a practical result. In the collaborative setting, a number of depictions of the situation will be offered, some more useful than others<\/li>\n\n\n\n
  7. Assume that collaborative problem-solving is essential, not only in the practical realm, but in the moral realm.<\/em> Traffic rules exemplify this, as they not only facilitate smooth and safe traffic flow but also embody civic responsibilities. Locke argues that creating moral rules ultimately relies on sensory experiences; for example, that car crashes can hurt and kill. A collaborative setting provides a richer data set and higher quality solutions when it comes to either practical or moral applications.<\/li>\n\n\n\n
  8. Assume the importance of vetting proposed solutions before implementation. <\/em>It is usually possible to try only one solution at a time, so the wise choice is to try the most promising one first. In collaborative problem-solving, this type of determination is left up to the group.<\/li>\n\n\n\n
  9. Assume that all solutions are imperfect.<\/em> A proposed solution might fail, or an existing workable solution might be eclipsed by a better one. Thus, a particular problem-solving effort should be considered open-ended. In collaborative problem-solving, this self-correction process is thrown open to the group.<\/li>\n<\/ol>\n\n\n\n

    The foregoing beliefs comprise a behavioural strategy<\/em>. Feelings are necessary for providing the push that implementation requires.<\/p>\n\n\n\n

    Feelings<\/strong><\/p>\n\n\n\n

    Feelings encompass the emotions and motivations that propel participant behavior. These can include curiosity about solutions, hope for success, fear of failure, appreciation for the team, and joy in skill mastery. These feelings energize actions, with stronger feelings leading to greater effort in achieving group goals.<\/p>\n\n\n\n

    Tactics<\/strong><\/p>\n\n\n\n

    Collaborative problem-solving necessitates tactical expertise, as seen in the differences between experts and novices. This disparity can exist even when beliefs and feelings in the two groups are the same. Experts in cancer research possess knowledge of scientific literature, key contacts, research design, peer review, and laboratory management, allowing them to effectively tackle problems. Conversely, novices lack this foundational understanding, resulting in uncertainty when faced with similar challenges.<\/p>\n\n\n\n

    Triggering Situation<\/strong><\/p>\n\n\n\n

    When a problem plagues or excites the interest of many individuals, there is a likelihood that collaborative problem-solving will take place in response.<\/p>\n\n\n\n

    The Advantages of Collaboration<\/h3>\n\n\n\n

    People working together provide a powerful tool of problem-solving, eclipsing what could be contributed by an individual working alone.<\/p>\n\n\n\n

      \n
    1. Involving multiple individuals in problem-solving improves idea quality. Gathering input from the entire group ensures that the best ideas are sampled and considered, leading to more effective solutions.<\/li>\n\n\n\n
    2. The group can serve as a powerful source of critical evaluation, similar to the peer review process in science, allowing for an improved quality of ideas and a ranking of solutions based on their likely effectiveness.<\/li>\n\n\n\n
    3. This collaborative vetting fosters greater commitment to the chosen solution and minimizes second-guessing compared to decisions made without collaboration.<\/li>\n\n\n\n
    4. A group will likely extend its evaluation of a solution beyond implementation. For the same reasons a group enhances pre-implementation vetting, it is the source of good ideas for improvement of a solution that is in effect.<\/li>\n\n\n\n
    5. Some problems are too large for one person to solve. For example, the design of a modern locomotive requires a number of teams, each specializing in a specific problem (e.g., the motor, the controls, the cooling system, the frame, fabricating, project financing, oversight, marketing, service). Members of one team will have different skills, interests, and functions than members of another.<\/li>\n\n\n\n
    6. The public nature of the process insures widespread exposure of the solution. The pathway thus becomes cleared for the solution to contribute to the vitality of an entire society.<\/li>\n<\/ol>\n\n\n\n

      With these advantages, one may ask what determines the pivotal attitude and how it might be maximized.<\/p>\n\n\n\n

      Determinants of the Pivotal Attitude<\/h3>\n\n\n\n

      Once a number of people experience a common problem, several variables determine whether or not a problem-solving group will form and go into action.<\/p>\n\n\n\n

        \n
      1. The attitude will be expressed by those individuals already cordial to and comfortable with its use. They hold the assumptions (importance of modelling and data), experience the feelings (curiosity, comfort collaborating, industry), and use the tactics (careful observation, reasoning from data, offering suggestions) necessary for participation in the process.<\/li>\n\n\n\n
      2. Familiarity with a specific collaborative context influences participation. For instance, a scientist, accustomed to teamwork in research, is more likely to engage in scientific problem-solving than is a layperson. Similarly, a software engineer may readily collaborate on coding projects, while someone without technical knowledge might hesitate to join. Familiarity enhances confidence and effectiveness in collaborative efforts.<\/li>\n\n\n\n
      3. When a problem directly impacts group members, their engagement in collective problem-solving increases. This relevance to their personal experiences of pleasure and pain motivates individuals to collaborate, share insights, contribute solutions, ultimately choose the solution most likely to bring desired results, and refine the solution post-implementation.<\/li>\n\n\n\n
      4. Locke emphasized the promotion of individual liberty as a crucial factor. This principle would be relevant at various stages of the collaborative problem-solving process, including the freedom to acquire and report sensory experiences, suggest solutions, and participate in the vetting process.<\/li>\n\n\n\n
      5. There would have to be an atmosphere of trust. You would have to expect fellow problem-solvers to be following the same attitude as you, for example that mental representations are grounded on sensory experience and not, say, a political agenda.<\/li>\n<\/ol>\n\n\n\n

        Thus, in collaborative problem-solving, optimal solutions arise when the issue is significant, participants can freely share ideas, and there is mutual commitment and trust among group members. For example, in a team developing a new product, the stakes are high (consequential), everyone can voice opinions (freedom to contribute), team members are dedicated to innovation (commitment), and they rely on each other’s expertise (trust).<\/p>\n\n\n\n

        The Ingrained Nature of the Pivotal Attitude<\/h3>\n\n\n\n

        The attitude that drives a person to participate in collaborative problem-solving is an ingrained<\/em> one in humanity and thus unlikely to extinguish. An examination of its nature and use suggests this. The attitude is characterized by constancy, spontaneity, unmindfulness, certitude, efficiency, and exclusivity.<\/p>\n\n\n\n

        Constancy<\/em>. Collaborative problem-solving has been universal over the world over human history. The result has been adjustment of societies to their situations.<\/p>\n\n\n\n

        Spontaneity<\/em>. The attitude that drives and directs someone to collaborate with others to solve a problem tends to occur on the mere presence of the right situation, namely when a problem of consequence arises and there are others with whom one might collaborate to seek a solution. Conscious thought in these settings is rapidly directed to the task itself, not to the rationale for its pursuit. Thus, we see that when a problem plagues or simply arouses the curiosity of several people (the cause of cancer, reducing the threat of nuclear war, determining how birds fly), a group or groups go to work trying find a solution.<\/p>\n\n\n\n

        Unmindfulness<\/em>. The attitude underlying an individual’s participation in group problem-solving is introspectively obscure. Thus, the person would likely have difficulty verbalizing its content if challenged. In contrast to the intuitive manner in which the attitude operates, considerable effort would be required to overturn one or more of its assumptions; for example, convincing someone that no external reality exists.<\/p>\n\n\n\n

        Certitude<\/em>. The activation of the attitude comes with a sense of assurance that one is doing the right thing.<\/p>\n\n\n\n

        Efficiency<\/em>. Despite all of its complicated assumptions, and hence all that might go wrong, it operates efficiently.<\/p>\n\n\n\n

        Exclusivity<\/em>. There does not appear to be any viable alternative mode in existence that allows a group to adjust to its challenges. It seems the only way to act in the face of a group problem, aside from doing nothing or acting haphazardly, is collaborative problem-solving.<\/p>\n\n\n\n

        The pivotal attitude, detailed above, seems to be a deeply ingrained structure in some members of the human species. Due to its widespread implementation, there have been the remarkable, exciting, and (yes) horrifying changes in the world experienced over its history. Expect more.<\/p>\n\n\n\n

        Conclusions<\/h3>\n\n\n\n

        Civilization’s progress is largely attributable to collective problem-solving, driven by a mindset called the pivotal attitude. This attitude fosters mutual influence among group members in their quest for effective solutions. Its expression varies among individuals and situations, and although some conditions may hinder it, the pivotal attitude remains a lasting characteristic of humanity.<\/p>\n\n\n\n

        Things to Ponder<\/h3>\n\n\n\n
          \n
        1. Is there an alternative to collaborative problem-solving–other than doing nothing or acting haphazardly–that a group or society might employ in response to its problems?<\/li>\n\n\n\n
        2. Is the attitude that motivates individuals to participate in collaborative problem-solving intrinsic to humanity?<\/li>\n\n\n\n
        3. Are there any examples you can cite in which a belief of the pivotal attitude has been questioned?<\/li>\n<\/ol>\n\n\n\n

          <\/p>\n","protected":false},"excerpt":{"rendered":"

          by Donald Gorassini, howinfluenceworks.com This website, howinfluenceworks.com, examines social influence in all of its forms: good and bad; useful, neutral, and destructive; effective and ineffective; important and trivial. In this article, I consider a form of influence that is deeply ingrained in human nature and essential to social functioning. A group of people working together […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"open","ping_status":"closed","template":"","meta":{"inline_featured_image":false,"footnotes":"[]"},"class_list":["post-811","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/howinfluenceworks.com\/index.php\/wp-json\/wp\/v2\/pages\/811","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/howinfluenceworks.com\/index.php\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/howinfluenceworks.com\/index.php\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/howinfluenceworks.com\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/howinfluenceworks.com\/index.php\/wp-json\/wp\/v2\/comments?post=811"}],"version-history":[{"count":14,"href":"https:\/\/howinfluenceworks.com\/index.php\/wp-json\/wp\/v2\/pages\/811\/revisions"}],"predecessor-version":[{"id":832,"href":"https:\/\/howinfluenceworks.com\/index.php\/wp-json\/wp\/v2\/pages\/811\/revisions\/832"}],"wp:attachment":[{"href":"https:\/\/howinfluenceworks.com\/index.php\/wp-json\/wp\/v2\/media?parent=811"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}