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59 pages 1 hour read

Rutger Bregman

Humankind: A Hopeful History

Nonfiction | Book | Adult | Published in 2019

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Themes

Innate Goodness of Humans

Rutger Bregman’s Humankind takes aim at one of the most enduring and cynical views of human nature: that humans are fundamentally self-interested, aggressive, and competitive. The book presents a counterargument based on an array of historical, psychological, and social evidence that suggests the opposite is true—that humans, in their core nature, are good.

This notion of innate goodness is not new, but what makes Bregman’s approach noteworthy is his multi-disciplinary reach. He pulls from anthropology, psychology, history, and current events to build a robust case. One of the most cited examples in the book is that of a “real-life Lord of the Flies” scenario. Contrary to William Golding’s famous novel, in which stranded children turn into savages, the real-life account showed that children isolated on an uninhabited island cooperated to survive and maintained a democratic form of governance. This story serves as a microcosm of Bregman’s central thesis, illustrating how, when left to their own devices, humans can rely on their inherent decency and collaborate rather than tear each other apart.

Bregman also draws on scientific research and experiments in various fields to support his stance. Studies in behavioral economics and psychology often reveal that people are much more willing to cooperate, even at a personal cost, than classic economic theories would predict. For instance, in the “Prisoner’s Dilemma,” a commonly cited game theory experiment, real-world outcomes frequently defy the selfish rationality that classical economics would predict. Many people choose cooperation over betrayal, emphasizing the presence of an innate moral compass.

Bregman often highlights the evolutionary advantages of goodness and cooperation. Rather than viewing Darwin’s “survival of the fittest” as a ruthless competition, Bregman interprets it as a call for collaborative survival. He mentions the example of early human societies, where cooperation in hunting, gathering, and protection was not just beneficial but essential for survival. Goodness, he says, is not a naive ideal but an evolutionary asset, hardwired into human biology.

In addition to challenging long-standing beliefs about human nature, this theme offers a new lens through which societal systems and policies can be evaluated and designed. If humans are innately good, the implications are profound. The innate goodness of humans would provide a foundation on which to build educational systems, corporate ethics, and social policies. Bregman urges readers to consider criminal justice systems centered around rehabilitation rather than punishment and education models that focus on fostering collaboration over competition.

Bregman also contrasts his views with philosophical doctrines that have propagated a more pessimistic view of human nature, like Thomas Hobbes’ theory in Leviathan (1651) that in a “state of nature” human life would be “solitary, poor, nasty, brutish, and short” (Hobbes, Thomas. Leviathan. Oxford at the Clarendon Press, 1651). Bregman challenges readers to take a second look at these long-held doctrines and question whether they have contributed to creating the very societal systems that perpetuate human suffering and inequality.

The theme of the Innate Goodness of Humans in Humankind invites readers to reevaluate their beliefs and assumptions. Its goal is not merely to offer a comforting view of human nature; rather, it emphasizes that this is not just an academic debate. Society’s views on human nature shape its laws, policies, and daily interactions. Bregman’s exploration of this theme is a call to action, urging people to design their systems and live their lives based on this more optimistic view of human capabilities. By doing so, humans can unlock the latent potential for greater fairness, justice, and collective well-being.

The Importance and Prevalence of Cooperation

Bregman forcefully challenges the conventional narrative—a sort of Darwinism misunderstood—that posits “survival of the fittest” as a contest of individual ruthlessness. Rather, Bregman makes a compelling argument that the narrative of human progress is deeply infused with the spirit of cooperation. This claim is not just a departure from established thought; it’s a robust rebuke to the idea that self-interest and rivalry are the prime engines of human development.

Bregman uses episodes that underscore cooperation as the hallmark of humanity, even under duress. One example is the 1914 Christmas truce during World War I. Soldiers on opposite sides of the battlefield didn’t just halt hostilities; they emerged from their trenches to commemorate Christmas together. This collaboration wasn’t a directive from generals or politicians but a groundswell of mutual sentiment among the rank and file, hinting at an intrinsic propensity for peace and fellowship. This event serves as an example of how, even when faced with the darkest of circumstances, the human instinct often bends toward cooperation rather than conflict.

Bregman’s argument isn’t just philosophical; he grounds it in empirical research. Studies probing the behavior of children in group scenarios reveal a striking picture: Cooperation isn’t a cultural overlay but a primal feature of human disposition. From their earliest days, children display a predisposition to share, collaborate, and engage in activities built on reciprocal aid. The ramifications of this finding are monumental: If cooperation is hardwired, then it becomes imperative for societal blueprints—laws, economies, and institutions—to cultivate rather than stifle this essential human characteristic.

Bregman directly addresses the realities of competition and antagonism that have colored human history, establishing The Impact of Societal Structures on Human Behavior as its own theme. In other words, his critique suggests that these behaviors often arise not from an innate human trait but from the scaffolding of societal structures that promote such conduct. Capitalism, for example, as a framework that thrives on competitive acquisition of scarce resources, tends to skew notions of what humans would spontaneously opt for. Bregman isn’t clamoring for an abolition of competitive systems, though; he advocates for a reassessment, a recalibration of the scales balancing competition and cooperation.

The overarching message of Bregman’s exploration culminates in optimism. If people reshape their systems and social environments to elevate cooperation, the byproduct could be a society that is not just fairer but more sustainable. Whether that means corporations prioritizing employee welfare over rivalry or nations synergizing to address universal crises, the potential is immense. By acknowledging that cooperation isn’t just virtuous but innate, the book opens up the possibilities of visualizing a future that harmonizes more authentically with the essence of being human.

The Impact of Societal Structures on Human Behavior

Beyond putting forth the idea that humans are naturally good, Bregman probes into how the systems in which people live can either magnify or stifle this inherent trait. Bregman does not approach human goodness as an isolated, unchanging quality. Rather, he paints a picture of the Innate Goodness of Humans as a trait in constant interaction with societal norms and structures.

According to Bregman, many of these structures work on a rather pessimistic, Hobbesian assumption—that people are naturally selfish and need to be tightly controlled. Readers can see this mindset clearly in systems like punitive justice, which aim more at punishing people than at helping them become better citizens. These systems assume that humans are born with defects that need to be “fixed”; however, Bregman makes the case that this approach often just keeps people stuck in a loop of bad behavior. This same logic applies in corporate life. Many businesses put competition on a pedestal, celebrating the kind of aggressive, me-first behavior that Bregman argues is actually not natural for humans. The irony here is that promoting cutthroat competition often harms the company in the long run. While it might lead to quick profits, it sacrifices things like employee happiness and long-term success.

Additionally, Bregman believes that acknowledging humans’ innate goodness can be a game-changer. Systems that work with humans’ natural tendencies for kindness and cooperation, like restorative justice programs or worker-owned companies, often produce better outcomes for everyone involved. Bregman avoids the risk of illusory thinking by backing his claims with real-world examples. These examples consistently portray how a more optimistic view of human nature can lead to laws and policies that are fairer and more compassionate.

The implications are substantial. Bregman wants readers to imagine this upbeat outlook on human nature integrated into all sectors of life—from schools that focus on teamwork instead of grades to healthcare systems that prioritize patient well-being over profits. Society, according to Bregman, could be looking at transformative changes on a grand scale.

The book goes beyond just suggesting that people are inherently good. It pushes readers to reevaluate the societal setups that shape how they act and make choices. Accordingly, the book shows that creating a fairer and kinder society isn’t just a lofty ideal—it’s possible if people align their systems with the better parts of their nature.

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By Rutger Bregman