Taking the Lead: How City Officials Can Promote Civility MATT LEHRMAN CIVILITY IN LOCAL GOVERNMENT IS SIMILAR TO THE GUARDRAILS ON A HIGHWAY—PROVIDING STRUCTURE BY WHICH MUNICIPAL LEADERS AND THE PUBLIC CAN NAVIGATE AROUND EACH OTHER. SECURING THE TRAVEL LANES PROVIDES MUTUAL SAFETY FOR PEOPLE HEADING IN ALL DIRECTIONS. When civility breaks down, however, people and perspectives collide—resulting in misunderstandings and disagreements that can harm relationships and fracture a community’s sense of togetherness. Guardrails can’t provide complete protection from conflicts, but they are the fundamental structures of cooperation and coexistence. In the first half of this article, I’m going to make the strategic, and perhaps idealistic, case for celebrating disagreement. If you’ve already been on the receiving end of anger and vitriol, I’ll understand if you skip to the second half, which offers thoughts on how to stand strong against incivility. TAKING THE LEAD Every city official owns the responsibility for the infrastructure of civility in their municipality. Whatever your personal agenda or philosophy, you are—by nature of your position—undeniably responsible for ensuring access, information, and respect for all, including for those with whom you disagree. Creating an environment that is open, fair, and considerate to everyone is crucial. This means basing your decisions on factual information, being transparent in your actions and decision-making processes, and being accountable for promoting a sense of pride and togetherness throughout your community. By prioritizing civility, you set a positive example and build trust and confidence—not just in local government, but in your community’s essential quality of togetherness. A civil local government is not just nice to have but a must-have. It is the foundation upon which a healthy and functioning democracy is built. WELCOMING DISAGREEMENTS Disagreement is not a sign of dysfunction, but rather a prerequisite for effective decision-making in a free society. The ideal of democracy is that it enables people with assorted knowledge, values, and lived experiences to come together to recognize and solve community problems. The civic leadership for which you’re responsible cannot be achieved without the presence of diverse and even passionate perspectives and viewpoints. Disagreement also helps to expose underlying assumptions and biases. When individuals with different perspectives come together, they are often forced to articulate and defend their assumptions and values—a process that reveals hidden biases and assumptions. By engaging with dissenting viewpoints, municipal leaders can gain a more comprehensive understanding of the problem they are trying to solve. Diverse perspectives can help to identify issues that may have been overlooked or underappreciated. In this way, disagreement can be a catalyst for creativity and innovation. When citizens are encouraged to express their views and engage in constructive dialogue, they are more likely to hold their leaders accountable for their decisions. Can you make yourself comfortable with feedback and criticism? By engaging with—rather than avoiding or repelling—diverse perspectives, even dissent, you have the potential to create a culture of accountability that ensures decision-making is truly transparent and responsive. As a civic leader, when you say “community,” it’s especially important for people to remember that you are responsible to serve not a specific constituency but the entire population of your city. While it may be tempting to focus on the interests of your most vocal supporters or a community’s loudest voices, doing so can lead to short-term thinking and neglect of the long-term interests of the broader community. Disagreement builds trust and strengthens relationships. When individuals feel that their opinions are valued and respected, they are more likely to be invested in that decision-making process. By creating forums for meaningful dialogue, municipal leaders demonstrate their commitment to the community and build relationships of trust and mutual respect. In this way, disagreement can be a powerful force for social cohesion and community building. While disagreement can be challenging and uncomfortable, leaders must foster an environment that encourages open and honest communication. This may require the development of formal mechanisms for soliciting feedback and dissent, such as public forums or advisory committees. Leaders must also be prepared to model constructive dialogue and demonstrate a commitment to the values of transparency, accountability, and inclusivity. STANDING STRONG AGAINST INCIVILITY The American ideal of government is rooted in the belief that reasonable people can work together to find solutions to shared problems. Compromise is not a weakness, and ample time and space exist to make community decisions. While not everyone will always agree on the final outcome, the process must be fair and thorough—ensuring that everyone feels heard. This is encapsulated in the American motto, e pluribus unum: “Out of many, one.” Unfortunately, this ideal is being threatened by the prevalence of anger and outrage in American media, where clicks, shares, and time spent engaging translate into profit. This business model has created a market for incivility and negativity that pervades our society, leading to issues such as polarization and divisiveness. It’s a conundrum. To counteract this, local governments must actively practice respectful communication and behavior that promotes SOUTHERN CITY Quarter 2 2023 30
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