The ‘power elite’ as we conceive it, also rests upon the similarity of its personnel, and their personal and official relations with one another, upon their social and psychological affinities. In order to grasp the personal and social basis of the power elite’s unity, we have first to remind ourselves of the facts of origin, career, and style of life of each of the types of circle whose members compose the power elite.
— C. Wright Mills. 1956. The Power Elite. Oxford University Press
A big question in political sociology is “what keeps leaders working together?” The drive to stay in public office and common business interests can encourage elites to cooperate, but politics is still messy. Different constituent groups and social movements demand that representatives support their interests, and the U.S. political system was originally designed to use this big, diverse set of factions to keep any single person or party from becoming too powerful.
Sociologists know that shared culture, or what Mills calls a “style of life,” is really important among elites. One of my favorite profiles of a style of life is Jeff Sharlet’s The Family, a look at how one religious fellowship has a big influence on the networks behind political power in the modern world. The book is a gripping case of embedded reporting that shows how this elite culture works. It also has a new documentary series:
When we talk about the religious right in politics, it is easy to jump to images of loud, pro-life protests and controversial speakers. What interests me about the Family is how the group has worked so hard to avoid this contentious approach. Instead, everything is geared toward simply getting newcomers to think of themselves as elites, bringing leaders together, and keeping them connected. A major theme in the first episode of the series is just how simple the theology is (“Jesus plus nothing”) and how quiet the group is, even drawing comparisons to the mafia.
Sociologists see similar trends in other elite networks. In research on how mindfulness and meditation caught on in the corporate world, Jaime Kucinskas calls this “unobtrusive organizing.” Both the Family and the mindfulness movement show how leaders draw on core theological ideas in Christianity and Buddhism, but also modify those ideas to support their relationships in business and government. Rather than challenging those institutions, adapting and modifying these traditions creates new opportunities for elites to meet, mingle, and coordinate their work.
When we study politics and culture, it is easy to assume that core beliefs make people do things by giving them an agenda to follow. These cases are important because they show how that’s not always the point; sometimes core beliefs just shape how people do things in the halls of power.