29/03/2026
Solving the World’s Crisis
The world seems almost lunatic, run by people (and their Gods) who create problems and then pretend to solve them while multiplying them. In religion, politics, business, healthcare, and beyond, the appearance of control often replaces genuine sanity and real solutions.
We see it in policies that generate crises only to be “managed” with more bureaucracy. We see it in institutions that prioritise optics over outcomes, and we see it in systems that reward complexity because it hides failure. The result is a cycle of dependence as problems justify authority, and authority perpetuates problems. When appearance becomes the goal, truth is inconvenient, and simplicity is dismissed as naïve.
Breaking this cycle requires intentional changes that must begin in our minds.
First, we embrace radical transparency so that decisions, data, and trade-offs are visible and understandable to the people they affect. Sunlight limits the space where performative solutions prosper.
Second, we cultivate accountability through consequences, ensuring that leaders and organisations are assessed based on measurable outcomes, not just narratives. If a solution doesn’t reduce the problem, it must be revised or discarded.
Third, we welcome decentralisation and empower local actors who are closest to the problem. Smaller, accountable units can adapt faster and are harder to hide behind.
Fourth, we embrace incentive realignment to delay reward and achieve long-term impact, rather than short-term wins and public relations. What gets rewarded gets repeated.
Fifth, we fortify civic and ethical literacy by equipping people to question authority, understand systems, and demand evidence-based solutions.
Finally, we favour simplicity because the best solutions often remove unnecessary layers rather than add new ones. Clarity is proof of sophistication rather than its enemy.
If we replace performance with purpose and control with responsibility, we can move from managing crises to actually solving them.
Deede NGOZI, thinking in public