
71 segments available
Why Western governments are so dangerously broken, and how to fix them before an even more catastrophic crisis. Dominic was Chief Advisor to the Prime Minister during COVID, and before that, director of Vote Leave (which masterminded the 2016 Brexit referendum). 𝐄𝐏𝐈𝐒𝐎𝐃𝐄 𝐋𝐈𝐍𝐊𝐒 * Transcript: https://www.dwarkeshpatel.com/p/dominic-cummings * Apple Podcasts: https://podcasts.apple.com/us/podcast/dominic-cummings-covid-brexit-fixing-western-governance/id1516093381?i=1000634919285 * Spotify: https://open.spotify.com/episode/6HHku14yskmTwQR0IcYXOw?si=MQcsWkwDTRauk5yp7ZtLZg * Follow me on Twitter: https://twitter.com/dwarkesh_sp 𝐓𝐈𝐌𝐄𝐒𝐓𝐀𝐌𝐏𝐒 00:00:00 - One day in COVID… 00:08:26 - Why is government broken? 00:29:10 - Civil service 00:38:27 - Opportunity wasted? 00:49:35 - Rishi Sunak and Number 10 vs 11 00:55:13 - Cyber, nuclear, bio risks 01:02:04 - Intelligence & defense agencies 01:23:32 - Bismarck & Lee Kuan Yew 01:37:46 - How to fix the government? 01:56:43 - Taiwan 02:00:10 - Russia 02:07:12 - Bismarck’s career as an example of AI (mis)alignment 02:17:37 - Odyssean education
Dominic Cummings shares his experience as Chief Advisor in Boris Johnson's government, describing the chaotic environment of Number 10 during the COVID crisis. He highlights the constant barrage of crises, from lockdown decisions to international pressures, and the challenges of managing priorities in such a tumultuous setting.
"Today I have the pleasure of speaking with Dominic Cummings. He was the chief advisor to Boris Johnson when he was Prime Minister and before that, he masterminded the Brexit campaign. Let's start ..."
Cummings discusses the lack of modern systems in Number 10, specifically the absence of a file-sharing system, which hindered effective communication and decision-making. He illustrates how bureaucratic infighting over technology choices delayed crucial responses during the pandemic, showcasing the inefficiencies of government operations.
"it's extremely hard to appreciate that you have these handful of people trying to come up with the answers to extremely hard problems. The weight of the news flooding in on you just makes it int..."
Cummings reflects on the fundamental issue of prioritization within the British government. He explains how the Prime Minister's time is constantly pulled in different directions by crises, making it difficult to focus on long-term goals and essential reforms, ultimately leading to a reactive rather than proactive governance model.
"resolved to hire some consultants for millions of pounds to spend a year doing a study on it. So one very small little thing in a way, but probably certainly anybody who's been at a kind of high f..."
In this segment, Cummings critiques the obsession with media relations in government. He argues that the focus on media performance detracts from addressing significant issues, as politicians prioritize public image over substantive governance, perpetuating a cycle of distraction and inefficiency.
"Most obviously, for example, some terrorist incident happens in central London. Prime Minister can't ignore that. It's going to involve the Prime Minister's time. Politics, the news, the governm..."
Cummings draws a parallel between the Prime Minister and a CEO, emphasizing how the Prime Minister's time is wasted on media engagements instead of strategic governance. He discusses the implications of this analogy for effective leadership and decision-making in a crisis.
"government. We've just won an election, partly by running against the previous decade of the Conservative Party. Can't pull that off again. We're actually going to have to do a whole bunch of th..."
Cummings elaborates on the media's influence over politicians, explaining how the culture within government prioritizes media visibility over effective governance. He shares anecdotes about the backlash faced when attempting to reduce media engagement, highlighting the entrenched nature of this dynamic.
"up in a system where they just don't know any better than dealing with the media all day. Now, if you actually understand communication, you know that communication is not the same as answering ..."
In this segment, Cummings discusses the limitations faced by government ministers in managing their departments. He explains how bureaucratic structures prevent effective personnel management, leading to a lack of accountability and exacerbating inefficiencies within the system.
"How much does it have to do with the fact that in the British political system, the people who are running these departments have to be an MP, so they have to be an elected official? Is that wh..."
Cummings recounts a critical meeting during the COVID crisis, illustrating how bureaucratic inertia delayed urgent decisions regarding PPE supplies. He emphasizes the necessity for the Prime Minister to cut through red tape to facilitate rapid responses in times of crisis.
"I'll tell you a story about it that kind of summarizes it. At the peak of COVID craziness in March 2020, on the day itself that the PM tested positive for CoVID, a bunch of people come into Numb..."
Cummings explores the potential for a Prime Minister to delegate authority to ministers, discussing the implications of such empowerment for effective governance. He reflects on the challenges of navigating legal constraints while attempting to drive swift action during emergencies.
"What if the Prime Minister said, I am giving a blank check. If I appoint you as minister, whatever you say, I'm going to sign it. So you can rule as if I agree on everything you said. Could they..."
Cummings critiques the government's response to COVID, noting how successful initiatives like the vaccine task force were dismantled rather than reinforced. He highlights the systemic issues that prevent learning from past successes, perpetuating a cycle of dysfunction within government.
"issues later.” But it also showed that even in a crisis where literally thousands of people are dying day after day after day, that large parts of the bureaucracy will still simply say “No. We a..."
In this closing segment, Cummings discusses the complacency within the government system, where inefficiencies are normalized. He reflects on the lack of accountability for failures during the pandemic and the disincentives for officials to advocate for necessary reforms.
"What incentive is there for people to speak out about how these things work? No one expects anything to change. Even after something as big as COVID, when you see what the reaction is, everyone ..."
Cummings critiques the British constitutional system, explaining how responsibility and authority are not delegated together, leading to inefficiency. He contrasts this with the successful principles of the Manhattan Project, emphasizing the need for clear leadership and accountability in government operations, particularly in crisis management.
"was essentially back to normal. You will be promoted for being the most insane process, and you will be demoted and blacklisted if you say this process is insane and try to do better. There's two ..."
Cummings recounts the struggles faced in implementing rapid testing during the pandemic, illustrating the bureaucratic hurdles that persisted despite urgent needs. He describes how even with high-level support, the system's inertia and resistance to change made it difficult to achieve effective outcomes.
"So those sorts of things come in. The treasury says, “The spending rules and how the people in the vaccine task force make decisions, that was an emergency thing. Now the normal rules apply aga..."
In this segment, Cummings explains the historical shift from a patronage-based system to a meritocratic civil service in Britain. He argues that this transition has led to a closed caste system that stifles talent and innovation, ultimately resulting in a bureaucracy that struggles to respond effectively in crises.
"At some point we should talk about what it would actually take to change the equilibrium. It might be first useful to talk about how did this come to be? So presumably, at some point, this is no..."
Cummings discusses how the promotion system within the civil service favors compliance over capability, leading to a culture that discourages talented individuals from remaining in the system. He highlights the consequences of this dynamic, where the most capable leave, leaving behind a leadership that perpetuates inefficiency.
"self-selection, largely because they go in idealistic, they're there for a few years, but then they look at what the process is to be promoted, and they look at their bosses, and the best of the..."
Reflecting on the COVID-19 crisis, Cummings questions why the government failed to seize the opportunity for significant reform. He contrasts his revolutionary approach with Boris Johnson's preference for maintaining the status quo, illustrating the tension between the need for change and the desire to avoid disruption.
"he was highly aggressive in saying, “This whole fucking disaster system has got to change. It nearly killed me. It's killed tens of thousands of other people. We've got to blow the whole thing u..."
Cummings elaborates on the political dynamics that hindered necessary reforms during the pandemic. He critiques the reluctance of political leaders to embrace change, focusing on their prioritization of social relations over substantive action, which ultimately stifled progress in addressing systemic issues.
"and you've got Brexit done and you've got the Vote leave team in Number 10 who've said before they arrived here they're going to change civil service. Okay, well, now, obviously this is all goin..."
In this segment, Cummings emphasizes the critical role of the Prime Minister in initiating systemic change within the government. He reflects on the missed opportunity to implement reforms after the COVID crisis, highlighting the need for decisive leadership to break free from entrenched bureaucratic norms.
"Starmer is so obviously rubbish on the other side, we don't actually have to change very much either. On your blog, when you've written about all these other reformers throughout history, they were ..."
Cummings critiques the perception of power within the British political system, revealing how the real decision-making authority often lies with younger, less visible officials rather than elected representatives. He discusses the disconnect between public perception and the actual workings of government, emphasizing the need for transparency.
"The overwhelming majority of people in politics fundamentally prioritize social relations within the insider network. That is just what totally dominates their life day in, day out, year in, yea..."
Cummings contrasts the older, entrenched civil service with the younger, capable individuals in the Prime Minister's office. He explains how this unique structure leads to a mismatch in power dynamics, where young aides often have more authority than seasoned ministers.
"If you look at Brexit, the foreign secretary was almost completely irrelevant to all of the Brexit negotiations. The Prime Minister's private secretary, a very able character, much more able tha..."
Cummings discusses the loss of capable young officials from the government, attributing it to a flawed HR system that promotes mediocrity. He emphasizes the importance of retaining talented individuals who can effectively contribute to governance.
"So it's an oddity in the system and it's purely around the PM. The way the system works is in all the different departments, the gerontocracy is in charge and you have this appalling HR system t..."
Cummings reflects on the UK's poor productivity growth and the lack of a dedicated team in Number 10 to address economic issues. He explains how the Treasury's anti-growth stance hampers progress and outlines efforts made in 2020 to integrate economic policy with Number 10.
"Well, there's a few. IThere's a guy called Jono Evans who did Brexit negotiations. There is a brilliant young woman called Hannah who coordinated deep state stuff with Mi5 and things like that. ..."
Cummings shares insights on Rishi Sunak's appointment as Chancellor, praising his intelligence and work ethic. He critiques the Treasury's traditional role in limiting growth and discusses the need for a collaborative approach between Number 10 and Number 11.
"Now, in 2020, we started a whole bunch of things to actually make it a core part and shake up the way that the system worked. We changed how the power relations between Number 10 and the treasur..."
Cummings elaborates on the structural conflict between the Prime Minister's office and the Treasury, highlighting how this dynamic affects governance. He advocates for transparency and collaboration to address economic challenges effectively.
"Speaking of the treasury, you helped promote Sunak to Chancellor of the Exchequer. He was, from what I understand, relatively unknown before that. What did you notice about him that made you deci..."
Cummings critiques Sunak's leadership style, arguing that he lacks control over the government and fails to challenge the status quo. He discusses the characteristics necessary for effective leadership in the current political landscape.
"of financial information from Number 10, which is obviously completely insane. How can you have a Prime Minister making judgments about all sorts of things if his own treasury is hiding data? In..."
Cummings raises concerns about the dysfunction within the UK's national security apparatus, questioning the effectiveness of intelligence agencies and their ability to manage critical threats. He emphasizes the need for reform to address systemic issues.
"I'm more curious about the broader lessons about personality that this reveals than him necessarily. In the American context for example, FDR clearly had control of the government, and as far as..."
Cummings discusses the bureaucratic challenges facing the UK's nuclear and biosecurity sectors. He highlights the lack of transparency and accountability, warning that hidden budget issues and safety concerns could lead to catastrophic failures.
"This is the same government that has nukes, that deals with biosecurity, counterterrorism, and all kinds of other things that I'm sure I'm not even aware of. If the general government is this dysf..."
Cummings reflects on the historical luck that has prevented disasters in the UK's nuclear and biosecurity systems. He warns that this luck may not continue and stresses the importance of addressing underlying vulnerabilities.
"Similarly, on the nuclear side, I spent a lot of time in 2020 in bunkers without phones, talking to officials about the state of the nuclear enterprise, weapons safety infrastructure. And the tr..."
Cummings discusses the alarming state of Chinese infiltration into critical infrastructure and data systems in the UK. He emphasizes the need for awareness and action to protect national security from foreign threats.
"trying to reassure me that I shouldn't really worry about this. At the end of the meeting, I asked, “So James, what do you think about this?” Of course, these people have no idea who he was. And..."
Cummings contrasts the capabilities of Western intelligence agencies with their analytical shortcomings. He argues that while they possess extraordinary tools, their prioritization and focus on critical issues are severely lacking.
"And then imagine that it turned out that these things are controlled by and owned by Chinese intelligence. That gives you a kind of nightmare picture. That is the reality. I can't go into the sp..."
Cummings calls for a more aggressive approach from intelligence agencies regarding emerging threats, particularly in AI. He critiques the current political disinterest and risk aversion that hampers effective intelligence operations.
"on large parts of that system at all now. When I dug into these things inside the Cabinet Office, I was essentially the only political person in a long time who'd actually even been discussing i..."
Cummings critiques the British defense system's slow adoption of new technologies, particularly drones, and the disconnect between younger military personnel and senior leadership. He reflects on the implications of Ukraine's conflict for future military engagements, questioning the effectiveness of traditional military assets like aircraft carriers against modern asymmetric threats.
"censoring in large parts of the system and much less aggression than most people would assume. How about defense? In Ukraine, we're seeing very asymmetric returns on different kinds of new weapons..."
In this segment, Cummings outlines the failures of the UK's defense procurement system, emphasizing the need for reform in light of recent military conflicts. He argues that the current approach is outdated and ineffective, leading to wasted resources and vulnerabilities in the face of modern warfare challenges.
"Well, in war games, if they're dealing with any kind of serious peer opponent the British aircraft carriers immediately flee to the edge of the war game so that they don't get sunk immediately. ..."
Cummings reflects on historical governance failures and their implications for modern democracies. He discusses the cyclical nature of regime changes and the importance of understanding past mistakes to avoid future crises. He raises concerns about the potential for conflict and economic instability, drawing parallels to historical events.
"What happens when we have to face the music and when does that happen? I don't know. Maybe there's a conflict and many personnel on the aircraft carrier drown. Or maybe not even with defense speci..."
In this concluding segment, Cummings explores the fragility of democratic systems and the role of elite culture in governance. He questions the sustainability of current political structures and the potential for future crises, emphasizing the need for a cultural shift among leaders to ensure effective governance and prevent societal collapse.
"Conflict matters a lot. Technology matters. And they matter in ways that are very contingent and hard to predict and very nonlinear. And ideas matter most of all. But almost none of that really c..."
Cummings critiques the current political landscape, highlighting how the old system's madness discourages capable individuals from participating. He uses Elon Musk as an example of how the establishment reacts negatively to those who challenge the status quo, illustrating the disconnect between elite opinions and actual capabilities.
"more the competent people retreat to their fish ponds. They look up, they build walled gardens, and they cultivate their fish ponds, they try and build their own companies where they can do things..."
Cummings discusses the paradox of winning elections in a dysfunctional political system. He argues that while it may be easier to win by focusing on voters, the challenges of governing effectively remain, as evidenced by the failures of past administrations to implement meaningful reforms despite having a mandate.
"across the political world, academia, in the media, you can see on Twitter, they're all very happy to give their personal takes on Elon Musk as manager and his startup abilities. And they take e..."
Cummings reflects on the establishment's failure to learn from past electoral defeats, emphasizing their tendency to create conspiracy theories rather than confront the reality of their mistakes. He critiques the current political figures for their irrational decisions that do not align with winning elections.
"Take me out of the equation. Let's think about the general thing. Winning an election, in a lot of ways, is the easy part because in a lot of ways, the madness of the old system actually makes it ..."
Cummings examines historical leaders like FDR and Churchill, questioning who in contemporary politics truly leads effectively. He argues that modern leaders often lack the grip on their respective systems necessary to enact real change, drawing parallels to past leaders' challenges.
"them, repeatedly, every day, do things that make no sense. If your assumption is that they're optimizing for winning the election, why would Rishi Sunak say: judge me on whether or not I stop th..."
Cummings posits that a new subset of elites must emerge to address the pressing issues facing governance today. He stresses that these individuals must prioritize solving problems over maintaining their positions within the existing political hierarchy.
"Probably FDR, you'd say. Not even LBJ? I don't know enough about LBJ to say. I mean, my impression is that for all his amazing skills, he didn't manage to grip the Pentagon and the intelligence se..."
Cummings discusses the necessity of creating institutions that embrace constant rejuvenation to avoid the pitfalls of bureaucratic stagnation. He argues that without mechanisms for reinvention, any new government will eventually mirror the failures of its predecessors.
"that actually decides that its fundamental goal is to solve a set of problems. Its fundamental goal is not maneuvering the social hierarchy of existing political and media elites. Like that's th..."
Cummings outlines a radical approach to reforming government departments, advocating for the establishment of parallel systems rather than attempting to reform existing ones. He emphasizes the need for significant personnel changes to achieve meaningful improvements.
"it the undersecretaries? How big does that minimum group need to be to take charge? Everything depends on particular historical circumstances. I mean, you could do it with a relatively small numb..."
Cummings addresses the difficulty of attracting talented individuals to government roles, noting that many capable people are deterred by bureaucratic inefficiencies. He highlights the importance of creating an environment where skilled individuals can make a real impact.
"If you go back to your Singapore example, so far it's been successful in preserving that culture. It's like: here's what our real goals are and the different elements of the government system ha..."
Cummings expresses the urgency for a new political force to emerge in response to the failures of current leadership. He reflects on the historical tendency for new movements to arise from crises, emphasizing the importance of capable individuals stepping forward to lead.
"constant rejuvenation. And that's a mix of basically sunsetting, closing and rebuilding. Let's get more specific. Let's talk about the Ministry of Defense. Would you just lay off a huge chunk of i..."
Cummings discusses the inherent challenges of establishing a new political party, highlighting the paradox of needing both voter support and political talent. He critiques the first-past-the-post electoral system for creating barriers to new political entities.
"Well, the examples you gave of people like Groves and everything, this is a very particular time in history, wartime and also depression. So there's not many private sector alternatives. How would..."
Cummings discusses the missed opportunity presented by Brexit, where the chaos following the referendum could have allowed for a transformation of the political landscape. He reflects on the challenges of creating a new political entity that could effectively replace the old parties in a first-past-the-post system.
"Exactly. What is the trick to getting these people to ditch the existing system? Well, it's extremely hard in the first past the post system. When I did some research in America recently, I asked ..."
Cummings emphasizes the importance of prioritizing people and ideas over technology in political campaigns. He argues that a culture focused on understanding and serving voters is essential for building effective political tools, contrasting this with the old parties' lack of voter engagement.
"On Brexit. If it's possible to build a new political machine that's relatively cheap to do and is much more effective than the current political parties at winning elections, what is it that you..."
Cummings reflects on the complexities of political messaging, particularly in relation to Brexit. He discusses the necessity of simplification in mass communication and the inherent challenges of aligning long-term political goals with immediate voter concerns.
"With Brexit. Afterwards on your blog, you're writing about why you did Brexit and how the government is dysfunctional in these ways and it's similar to the things we're talking about. We've got ..."
Cummings highlights the lack of interest in civil service reform among both insiders and the public. He notes that while it is a crucial topic for effective governance, it often goes unaddressed in political discourse, reflecting a broader disconnect between political priorities and public engagement.
"Is that the way you think about it? To some extent, that's always what politics is. Because as I said before, you could only ever talk about a relatively small fraction of all the things that you ..."
Cummings discusses the importance of bringing unconventional talent into government, particularly those with entrepreneurial and project management skills. He reflects on the unique capabilities of individuals who can drive change and get things done within the bureaucratic system.
"While we're talking about talent, [you obviously put out that famous post](https://dominiccummings.com/2020/01/02/two-hands-are-a-lot-were-hiring-data-scientists-project-managers-policy-experts-ass..."
Cummings critiques the idea of military intervention in Taiwan, arguing that it is an illogical and dangerous proposition. He emphasizes the need for a peaceful resolution to the Taiwan issue, contrasting it with historical precedents of Western military engagement.
"can get things done fast vibe. So it's just highly dependent. Is a war over Taiwan with China worth it for the US and the UK and the West together? Obviously not. It's a completely insane idea. It'..."
Cummings discusses the implications of extending a nuclear umbrella to Taiwan, arguing that it lacks credibility and could lead to catastrophic consequences. He compares this strategy to historical instances of strategic ambiguity, warning against the dangers of miscalculation.
"willfully antagonizing China over a place filled with Chinese. It's fucking stupid. But it has worked in the past where the Soviets had the huge Red army in Europe and with nuclear deterrence, we ..."
Cummings shares his experiences in Russia, describing it as a mafia state and reflecting on the challenges of operating within such a system. He discusses the lessons learned about incentives and the stark realities of doing business in a corrupt environment.
"Yeah, and not responsible. You spent time in Russia when you were a younger man. You were trying to start an airline there, right? Yeah. What did you learn about Russia, and do you think the regim..."
Cummings draws parallels between Bismarck's political maneuvers and contemporary discussions on AI alignment. He explores how attempts to constrain powerful entities often lead to unintended consequences, highlighting the challenges of aligning goals with broader societal values.
"That lesson with incentives, for example, is isomorphic to other institutions you've seen, or was that specific to Russia? Everything is crazier and more insane in Russia, but I think it definitel..."
Cummings discusses the paradox of Western political systems that prevent authoritarian figures from rising to power while simultaneously fostering chronic incompetence. He reflects on the implications of this dynamic for effective governance.
"How come? They'd be crushed by the system. You could imagine in China, some Machiavellian character coming through. You could say the CCP has done that to some extent. A Machiavellian character co..."
Cummings shares insights on how history is written, emphasizing the discrepancies between public narratives and the reality of political events. He reflects on his own experiences and the challenges of capturing the true essence of historical moments.
"Yeah, or hard for a good statesman to take over as well. You are somebody who has actually lived through and participated at a high level in a hinge point in history, with masterminding Brexit an..."
Cummings discusses the challenges of preserving digital communications in the modern age compared to historical records. He highlights the potential loss of critical information and the implications for understanding contemporary political events.
"of it is really recorded anywhere. I mean, there might be some sketchy WhatsApp conversations here and there. The odd person keeps a diary, which can be useful for sure, but it was pretty rare, ..."
Cummings explores Bismarck's legacy, particularly how intelligence and power dynamics interact in politics. He reflects on the historical context of Bismarck's strategies and their relevance to current discussions about governance and authority.
"You were giving a talk or participating in a panel at the Orwell Festival of Political Writing about Bismarck, and you had a quote there that I thought was so interesting and I want you to explain..."
Cummings analyzes the factors contributing to Britain's decline as a global superpower, attributing it primarily to the impact of World War I. He discusses the long-term consequences of the war on Britain's political and economic landscape.
"Okay, big picture. What is the cause of Britain no longer being the global superpower it once was? Is it decolonization? Post war socialism? Is it the war itself? The productivity stuff started ha..."
Cummings argues for the importance of basic research in Britain, not just for economic growth but for national security and independence. He critiques the current state of British research and emphasizes the need for a comprehensive approach to innovation and development.
"His answer is, “Well, of course, like a whole generation of great leaders was destroyed.” I'm curious why the opposite thing isn't more common, where you have all these generals who have seen Worl..."
Cummings shares insights on combating NIMBYism and the challenges of housing development in the UK. He reflects on his experiences in government, advocating for a strategy that focuses on tangible results rather than public persuasion.
"The science and technology staff is important for us to develop, but not just for economic reasons. But it's also very, very far from a magic bullet. There's a whole bunch of stuff that we have ..."
Cummings introduces the concept of 'Odyssean education,' advocating for a curriculum that prepares leaders to tackle complex problems by synthesizing knowledge across disciplines. He stresses the need for diverse skills in political leadership.
"whereby we come up with some equivalent of take back control, but for planning, and then we persuade everyone and the public will shift and start cheering house building. I don't think that's re..."
Cummings discusses the importance of training leaders who can synthesize knowledge across various fields. He contrasts the capabilities of historical figures like John von Neumann with contemporary educational practices, emphasizing the need for practical experience.
"“Look at what's happened. Now, do you want to go back? Do you want the people who don't like this to take over?” You see what I mean? I think the idea of coming up with some kind of agenda on it ..."
Cummings critiques elite educational systems, particularly PPE (Politics, Philosophy, Economics), for fostering superficial thinking. He argues that this leads to a lack of practical problem-solving skills among political leaders.
"that especially having gone through COVID and the horrors around that. The way to deal with that is to have different kinds of people with different kinds of skills. But you also need some peopl..."
Cummings emphasizes the need for a blend of theoretical knowledge and practical experience in governance. He advocates for creating pathways that allow intellectuals to engage with real-world problems, enhancing their understanding of government operations.
"It totally depends on temperament and personality. Two of the most interesting intellectual people, 20th century are [John von Neumann](https://en.wikipedia.org/wiki/John_von_Neumann) and [Kurt ..."
Cummings proposes a multifaceted approach to developing talent in governance, suggesting that both younger and established individuals can contribute valuable insights. He calls for experimentation with different educational and professional pathways.
"I think elite universities now definitely don't train this sort of thing. The way that I think about it is this. It's easy to imagine creating new courses for 17 to 23 year olds where they do a ..."
Cummings critiques the mindset of political elites, arguing that they often lack genuine concern for solving problems. He highlights the disconnect between elite perceptions and the realities of voter sentiment, emphasizing the need for authentic priorities in politics.
"How does PPE (Politics, Philosophy, Economics) fuck up the people who go through it? Because basically, almost every Prime Minister has gone through it, and even US presidents? Clinton was a Rh..."
Cummings reflects on his combative reputation in politics, discussing how having clear priorities can influence decision-making. He argues that genuine commitment to policy is rare among politicians, which can create opportunities for those who do care.
"Yeah, the debug loop is broken. It's like you're debugging a program, but you can only do it a month after you write the program or something. Yeah, exactly. Imagine if you could only debug the ..."
Cummings concludes with a discussion on the philosophical concept of 'pessimism of the intellect and optimism of the will.' He reflects on its implications for governance and the mindset needed to navigate complex political landscapes.
"have them all. Practically by definition. Not worrying what the media says and not worrying about everyone hating you, I think, is a very powerful advantage. All the way through the referendum an..."
Cummings articulates the concept of 'pessimism of the intellect and optimism of the will,' suggesting that while historical patterns indicate potential disaster, it is crucial to continue striving for improvement. This philosophical perspective underscores the importance of resilience and effort in the face of adversity, offering a hopeful outlook amidst challenges.
"Okay, final question. What does pessimism of the intellect and optimism of the will mean to you? If you look at history, then you have to expect that what happens to everyone else is likely to hap..."
In the closing remarks, the interviewer expresses gratitude for Cummings' insights, highlighting the value of his unique position within the government. This segment emphasizes the importance of combining high-level intellectual analysis with detailed knowledge of political strategies, showcasing the depth of understanding that Cummings brings to discussions about governance.
"Dominic, this is a huge pleasure. I honestly learned so much. You really can't get this anywhere else. Having somebody who is as thoughtful as you inside the government, so that you can have bot..."