It’s been quite the week in politics in the UK. After a seemingly unending series of scandals from No 10, Downing Street, a flurry of resignations has been making headlines, not least of all the Prime Minister's.
One of those who stepped down was MP Laura Trott saying, "trust in politics is – and must always be – of the upmost importance, but sadly in recent months this has been lost."
Trust is very much the buzzword. And in recent days, it has been plastered in headlines and punctuated discussions. A loss of trust in government seemed to be the last straw this week in Britain.
The Chinese philosopher Confucius told his disciple Tsze-kung that three things are needed for government: weapons, food and trust. If a ruler can't hold on to all three, he should give up the weapons first and the food next. Trust should be guarded to the end: "without trust we cannot stand.”
But this is about more than just the current scandals in government in Britain or domestic politics. Trust is seemingly nosediving.
Poll after poll makes for depressing and disheartening reading. In the West, people are suffering a crisis of trust in institutions. Think of protests in the US to "‘defund the police", because black people understandably feel their trust has been undermined. The mistrust is potent and appears rampant. Whether it is in the police, big public organisations, leaders, Supreme Court judges – notably in America, to a lesser or greater degree, in more than one country, trust seems to be broken.
Most often people have little choice but to simply get on with life
But is this crisis in trust new? Haven’t we seen it before?
An internet search of "crisis of trust" throws up headlines from varying eras and contexts. Human society, it seems, has on one too many occasions experienced similar crises. But even as we profess broken trust, by and large, the majority of us carry on with daily life. Do we have a choice?
This is the great paradox of asking ordinary people how much we trust institutions of society: there is a notable difference in how much we think we trust versus how much we are required to exercise trust. After all, to conduct daily life we constantly, and by default, trust people – in assuming that others will do as they say, that services we purchase will be delivered, that food we buy will not be poisonous, that employers will pay our wages, that the government will continue to keep the country’s wheels turning, that businesses will continue powering the economy, etc.
But take the example in the west of low trust in the media. The Digital News Report 2022 by the Reuters Institute for the Study of Journalism found that just 34 per cent say they trust UK news. There is an irony of newspapers being trusted to report the lack of trust. So we may say we don’t trust, but we continue with our lives in ways that do. Because otherwise it requires us to make alternative choices. But to even have the choice to trust or not and to exercise that choice, or to find an alternative, is a privilege.
More from Shelina Janmohamed
Globally, people assert certain standards and beliefs about the kinds of behaviours that are expected of politicians, businesses and public institutions. People have the right to have those expectations met – of communication, accountability, integrity and transparency.
In the UK, what feels most poignant and heartbreaking in discussions about trust is magnified by the current cost-of-living crisis. If for hours and days your attention and energy are all occupied with putting food on the table and keeping a roof over your head, then it's not easy to prioritise whether or not to trust politicians, businesses and other public institutions. Conversely, the matter of whether on a day-to-day basis, considering everything else that people have to think about, they actively decide to withdraw trust and direct it elsewhere are moot points. Most often people have little choice but to simply get on with one's job and get on with life.
Which is why resignations and declarations on the grounds that trust has been lost, despite a collective feeling that it was lost long ago, seem so dispiriting.
As the 20th century British novelist E M Forster writes in Howards End: “To trust people is a luxury in which only the wealthy can indulge; the poor cannot afford it.”
MATCH INFO
Everton 2 (Tosun 9', Doucoure 93')
Rotherham United 1 (Olosunde 56')
Man of the Match Olosunde (Rotherham)
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ASHES FIXTURES
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Elvis
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TO A LAND UNKNOWN
Director: Mahdi Fleifel
Starring: Mahmoud Bakri, Aram Sabbah, Mohammad Alsurafa
Rating: 4.5/5
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F1 The Movie
Starring: Brad Pitt, Damson Idris, Kerry Condon, Javier Bardem
Director: Joseph Kosinski
Rating: 4/5
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- Premier League-standard football pitch
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Email sent to Uber team from chief executive Dara Khosrowshahi
From: Dara
To: Team@
Date: March 25, 2019 at 11:45pm PT
Subj: Accelerating in the Middle East
Five years ago, Uber launched in the Middle East. It was the start of an incredible journey, with millions of riders and drivers finding new ways to move and work in a dynamic region that’s become so important to Uber. Now Pakistan is one of our fastest-growing markets in the world, women are driving with Uber across Saudi Arabia, and we chose Cairo to launch our first Uber Bus product late last year.
Today we are taking the next step in this journey—well, it’s more like a leap, and a big one: in a few minutes, we’ll announce that we’ve agreed to acquire Careem. Importantly, we intend to operate Careem independently, under the leadership of co-founder and current CEO Mudassir Sheikha. I’ve gotten to know both co-founders, Mudassir and Magnus Olsson, and what they have built is truly extraordinary. They are first-class entrepreneurs who share our platform vision and, like us, have launched a wide range of products—from digital payments to food delivery—to serve consumers.
I expect many of you will ask how we arrived at this structure, meaning allowing Careem to maintain an independent brand and operate separately. After careful consideration, we decided that this framework has the advantage of letting us build new products and try new ideas across not one, but two, strong brands, with strong operators within each. Over time, by integrating parts of our networks, we can operate more efficiently, achieve even lower wait times, expand new products like high-capacity vehicles and payments, and quicken the already remarkable pace of innovation in the region.
This acquisition is subject to regulatory approval in various countries, which we don’t expect before Q1 2020. Until then, nothing changes. And since both companies will continue to largely operate separately after the acquisition, very little will change in either teams’ day-to-day operations post-close. Today’s news is a testament to the incredible business our team has worked so hard to build.
It’s a great day for the Middle East, for the region’s thriving tech sector, for Careem, and for Uber.
Uber on,
Dara
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Europa League final
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Where: Parc OL, Lyon, France
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