A Dangerous Partnership: the Managerial Revolution and the Immigration Revolution

“New populations moving into a country creates ready-made client groups to which the managerial state can administer, gaining new voting blocs, which continue to vote for the party of the managerial state.”

Toward the end of my March essay in this magazine on mass immigration and the American nation, I wrote that the immigration revolution is a partner to the managerial revolution. In other words, it is a new type of governance that has made the demographic revolution that has occurred almost an inevitability. If we, in the Anglosphere, want to do something about transformative levels of immigration, we need to understand and dismantle the new form of governance that came to power before—and became entrenched after—World War II.

Managerialism

Our current immigration regime is an outgrowth of our contemporary political regime. There will always be an elite minority that has the commitment and ability to lead society. There will also always be an ideology that motivates the elite and provides legitimacy in the eyes of the majority. The silent majority is largely irrelevant because its beliefs do not influence and shape elite formation and action by themselves.

According to sociologist James Davison Hunter, individuals and ideas are less important than institutions and networks in catalyzing cultural change. This change is “the work of world-making and world-changing are, by and large, the work of elites: gatekeepers who provide creative direction and management within spheres of social life. Even where the impetus for change draws from popular agitation, it does not gain traction until it is embraced and propagated by elites.” As Richard Pipes pointed out, “rebellions happen; revolutions are made.”