The following is my attempt at answering my friend Chad Seagren’s article, “Service in a Free Society,” which offers a thoughtful and critical response to General Stanley McChrystal’s “Step Up For Your Country,” which appeared in Newsweek in January. While McChrystal calls for national service, which he believes will lead to a more ethically responsible society, Seagren counters that we serve one another every day in the open market.
I do not offer any perspectives as a former military member or economist, but the topics fascinate me professionally and personally: what constitute service? How do we define its purpose and measure its efficacy? How does it compare to other kinds of human interaction? As you can see at the end of my piece, I have not thoroughly reasoned out my own understanding. I am hoping that this will stir some conversation among the readers of this blog, particularly my friend Chad.
Chad Seagren’s article rightly argues against General Stanley McChrystal’s op-ed in Newsweek, which proposes a call for national service. Seagren’s essay also explains with convincing clarity the importance of the market in the lives of American citizens, especially in light of its complexity and our reliance on it for almost every material necessity for survival and a comfortable life. Its very complexity, argues Seagren, is the root of our tendency to overlook the ways that we “serve” one another in daily life, from ensuring the availability of fresh produce in stores to assuring the quality and safety of the airplane engines keeping a mobile society functioning. As such, the market is a construct that provides an environment in which “millions of individuals” serve those they know and strangers alike. Because people often serve one another without actually interacting, a call for compulsory service indeed can waste talent, time, and resources.
While the argument is compelling, particularly in its logic that, without the proper division of labor and the completion of that labor by individuals, the “vast majority of people [on] earth would soon die of starvation.” This language urges the reader to consider the nature and importance of the service rendered by “the server” to “the served.” Unfortunately, it does little to distinguish that from service activities in which participants gain mutual understanding—in which both serve and are served. Seagren’s logic is sound and, as phrased, the emergency is real. Indeed, we serve one another by performing tasks that best match our talents. Collectively, we all can gain from such division of labor. Even here, the focus is our survival only. If defined in this visceral way, then “serving another” does not need to go beyond an exchange of “service rendered” for an incentive, most often monetary.
Defining “service” in these terms re- and misdirects questions about “why” we serve. Only once we have properly defined the desired outcomes of service, as mutually learning and benefiting experiences, can we determine what kinds of service would most effectively render them. If quality service rendered is the only desired product of engaging in service activities, then the market champions it. But if the goal is mutual understanding and relationship among peoples of differing cultures and lifestyles, then we need to move beyond both General McChrystal’s call for national service and Seagren’s advocacy of a laissez-faire market as a foundation for service.
Before we redefine service according to more appropriate desired outcomes, let us note one crucial aspect of Seagren’s essay that lies at the foundation for his argument but is not justified by it. Seagren’s logic premises that the market is a living thing, capable of interacting with the human players in it. While the market can be organic in the sense that its nature and rules change with the actors, interacting with the market does not lead one to become more sympathetic and understanding of other human beings, except to sell them a product. The market is just an environment in which people interact, but the environment is independent of why we should serve, and therefore of what should constitute service to produce the desired outcomes.
If all we want is a system in which we can provide for one another but do not need to interact with one another, then the market provides that. If we want just enough sympathy and understanding to convince a buyer, then the market provides that. If we want more from human interaction, then not only is the market irrelevant, but so is any other construct or environment. Human interaction that leads to sympathy and mutual understanding does not rely on environment, although some are more conducive to such interactions.
In fact, Seagren’s anecdote about his father’s career best illustrates this detachment among the players when they interact only with the market and not directly with one another. It is true that the product built or inspected by a worker “serves” the consumer of that product, but the detached process necessitated by the market for maximum output precludes human interaction and understanding. To a great extent, the criticism directed at super-sized businesses waves this as its primary battle flag. Seagren’s argument that “outcomes should trump motives” would be useful defense for corporations like Walmart and Costco, which are putting out of business smaller competitors (and business models) but “serving” more people and on a grander scale. At this point, Seagren defers to Adam Smith for a definition of selfish service as the more effective kind; the more self-interest one has, the more one applies one’s talents and therefore serves others. Again, if service rendered is the only desired outcome, then selfish service easily trumps selfless service.
Seagren then argues that those who seek monetary gains, and therefore are selfish, also serve. And he criticizes those who claim that any activity seeking profit cannot be considered service because it is not a selfless act. The implied logic is that those who argue against personal gains would posit that “true service” is void of self-interest. That is far from reality, and thinking so can pose a real danger to any capacity to connect with and serve other human beings at all.
There is no such thing as selfless service. Even that which appears as such carries motives of personal satisfaction, a sense of rightness or righteousness, or moral obligation in the religious or political sense. I agree with Seagren (and Adam Smith) that “profits” should drive service as much as it drives human interaction in the market. Ironically, especially if one views the profits of service as personal moral gains, the argument against collective service, defined and mandated by the government, makes the most sense. Attempts to dictate or regulate a human endeavor stemming from self-interest and personal and cultural contexts cannot get far. One can look to any other attempt to legislate morality just in our country, which is rich in its cultural diversity, to see the futility of it. If the federal government defines what forms of service is worthwhile of its rewards, then collective service robs the individual of her ability to serve others when it does not match what might be politically convenient for the ruling party or when the prescribed service violates her personally held beliefs. The value of service exists more presciently on the individual level, and certain environments can more easily produce and preserve it than others.
How we define “profits,” then, leads us to define what types of service can yield the best results. If monetary gains—an economic incentive—is not the point, and if no service is truly selfless, then what should one seek to profit from interacting with other human beings? We do not need to go much farther beyond mutual learning and understanding to answer the question and redirect the discussion of what activities and environments are the most conducive. So important is mutual learning and understanding to service that, without it, one can do more harm than good in an attempt to better another life. A business model that fails to account for the customer base and its idiosyncrasies probably would enjoy a short life. Likewise, an insistence on serving another human being without a real effort to understand that person’s culture and circumstances can bring disastrous results, such as small- and large-scale dependency. Furthermore, the damages are done not only on the one who “is served” but also on the one who “serves.” In international volunteering experiences, for example, recent research has pointed to the despondency and disillusionment of young and idealistic people feeling like they have made little difference or, worse, added to the problem by spending valuable resources of the host organizations.
In the balanced construct in which service benefits both parties, the relationship is not a “giver-receiver” one—or, to put it more accurately in terms of how one-sided “service” is perceived, “giver-given.” It is precisely this inability to see what the giver “gets” or the resistance to defining the relationship in such selfish terms that hinders true service, in which both sides benefit. Human interactions in proximity carry effects, benign or profound, on all involved. Service occurs when such interactions result in mutually understood gains, even if the gains seem unequal or one-sided for the moment. Seagren’s essay comes close to determining exactly what those who serve gain from the experience, but he mislabels it a “sense of responsibility to the State.” Such reasoning is predicated on the belief that service should be “selfless” to the server. Yet, it is precisely this shortcoming in our ability to define service in terms of real gains for the server that corners us into overlooking them. If the server sees herself bound as a human to the one receiving the benefits of the act of service, then the gains are selfish indeed. Acts of service must account for this selfish gain by the server. To remove it is to create a hole filled up all too conveniently by lofty ideals such as “civic duty” and “national service.”
In a mutual-service model, we can focus on the individual’s understanding of her interactions with others, act by act and moment by moment. Cultivating such mindsets and approaches cannot be the government’s task. It lies at the community level, beyond the family but not at the national policy level. The ways that we encourage and allow for relationships that serve are as diverse as the individuals forming those relationships. They define the activity and the terms of the exchange. One might ask, how does this service-based interaction differ from any other type of human interaction? It is different once the participants define it as such.
This is where I am in understanding and grasping the idea of service, and this is something that sits at the front of my mind in my job at the school as director of service learning. I have far to go in defining what such a comprehensive and complicated concept can mean in terms of human interactions. Thanks, Chad, for your thoughtful article, and I hope that others will join in the discussion.