Identity Politics and Psychological Defense Values

If put into words, intelligence defense values would say something to the effect, “I’m smarter than you” or, “I’m smart; you’re not.” I have mentioned them before, but this post is about the less savory version.

Defense values are a special case of defensive habit, more commonly called “defense mechanisms,” that aim to fend off self-doubt and anxiety by giving us a pseudo-self-esteem—a salve, as it were, for the self-doubt and anxiety. Defense values may be any value, rational or irrational, that we use as our source of (pseudo) worthiness and efficacy.

The way the values are held in our minds and pursued are what makes them defensive. Feeling a jolt of excitement, for example, when thinking or talking about the value and especially bragging to others are signs that a defense value may be operating.

When expressing or practicing a defense value, we tend to feel special in the eyes of significant others, whomever that group of others might be, and superior to outsiders. Defense values are other directed and always carry an air of condescension. For example, “I make the best creamed spinach” (on earth, is the implication). Or, “I have a very high IQ” (a lot higher than yours). Or, on the irrational side of values, “I shoplift and never get caught” (unlike you, you sucker who doesn’t even try).

If someone does not like your creamed spinach, or does not like creamed spinach at all, and you feel crushed as a result, that is another clue that a defense value may be operating.

Defense values are always comparative and are therefore key to understanding group identity and identity politics. People gather together in groups, formally and informally, and think of themselves as belonging to groups, based on a common value. They identify with each other based on that value, whether it be one’s family, a cooking or gun club, a rogues’ gallery of criminals, or just shared philosophical, religious, or political values.

It matters whether the values are held in the members’ minds genuinely or defensively. Genuinely held values derive from the confidence of an authentic self-esteem that generates pleasant interactions among the groups’ members. Defensively held values generate psychological dependence that requires us, so to speak, to look over our shoulders to ensure that we are successful at impressing certain people, securing their approval, or maintaining our superiority over them, or all three. Such interactions lead to group rules of “political correctness,” whether or not the group is political in the literal sense.

Individual psychologies, of course, are complicated and exist along a continuum, so some members of a group may hold a genuine self-esteem, others may not, with many gradations in between. The more defensive the membership is, the more enforcement of certain “politically correct” rules comes into play. Extreme defensiveness of a group may generate such severe rules that admission to the group requires one to be a “true believer,” to identify with the “holy cause,” as Eric Hoffer (chap. 2) puts it.

This is the psychological source of the leftists’ identity politics that we have today. It does not display a strong personal identity based on an authentic self-esteem that practices courage, integrity, and independence as its primary virtues.

Defense values, like most defensive habits, begin in childhood and become so automatized that we are not aware of them, or of how they have developed, or that the habits are less than healthy and may be contributing to a less than happy life. They feel like, “That’s me, and I can’t do anything about it.”

Psychologist Edith Packer (esp. chap. 4, 5, and 10) identifies defense values as developing earlier in childhood than the other “helper” defenses,” such as repression, compulsiveness, projection, etc., although compulsiveness often quickly accompanies developing defense values.

Ironically, and sadly, it is profuse praise of children that encourages the development of defense values. For example, a young boy energetically helps mom or dad clean up a mess of spilled milk. The parent gushes, “You’re such a good little boy!” Repeated enough times, the  boy will begin compulsively to seek out similar praise. A girl who is good at school and is praised frequently with “You’re so smart” is on the path to developing an intelligence defense value.*

Family conversation can reinforce and cement the intelligence defense value by a parent (or both) repeatedly gushing: “So and so went to an Ivy League school and was top in his class,” or: “So and so teaches at that top-rated school, which means she is so smart to be there that she could not possibly be biased, ineffective, or unfair as a teacher.” Over the years, a child inhales the parents’ intelligence defense value that also expresses a good dose of condescension.

If we discover that we have an intelligence (or any other) defense value, we should not feel guilty or bad about ourselves. We should, however, work to replace the defenses we do have with genuine values.

To be sure, not all children accept parental values as illustrated in these examples, but such values are significant “environmental” influences on many children.

Intelligence defense values are endemic to certain groups in our culture. Academics are one, at any level, but especially at universities, and the higher the rating of the university, the stronger the intelligence defense value and, usually, the greater the condescension. And politicians and bureaucrats of the “deep state” are a second. Indeed, in some European countries, it is a badge of honor for a young person to land a job in the bureaucracy; the last thing such a person would want to do is work for a “greedy,” profit-making business. (This also, unfortunately, seems to be the case of many ivy league graduates in the United States.)

The self-esteem that derives from these group memberships is “pseudo” because self-esteem does not derive from other people. Authentic self-esteem is confidence that we are worthy—meaning loveable, worthy of being loved—and competent—mentally competent—to live our lives as healthy, happy human beings. Initially, we should derive this confidence from being loved by our parents and significant others around us, along with sincere, nonjudgmental respect from our teachers, and we should be (or should have been) taught how to introspect the contents and processes of our minds to identify and correct mistakes. As we mature, self-esteem becomes a quiet confidence, a quiet pride in effort and achievement, that gives us the courage, integrity, and independence to stand up to disapproval or criticism or fears of being challenged or condemned.

When the intelligence defense value becomes tied to a group identity, especially one involved in today’s identity politics, it can become a nasty political correctness and condescension, expressing envy and hatred toward anyone who is different or who disagrees.

Group conformity is the source of such behavior and group conformity is the desired result. It is external control psychology in action (1, 2) and has another name in the political sphere: collectivism.

At the level of politics, where facts cease to be relevant (Applying Principles, pp. 307-09), fines and imprisonment can be recommended and imposed by the group’s enforcers. This leads ultimately, in the totalitarian state that this eventually establishes, to the recommendation and imposition of executions.

Frail egos do not tolerate differences or disagreements.


*The correct principle to use when relating to children in these situations is Haim Ginott’s: Describe, don’t evaluate. Let the child draw the evaluative conclusion. As Ginott says (1, chap. 2; 2, chap. 5), “Direct praise of personality, like direct sunlight, is uncomfortable and blinding.” . . . “It creates anxiety, invites dependency, and evokes defensiveness.” (Interestingly, advertising man David Ogilvy (Applying Principles, pp. 201-03) gave the same advice to his copywriters: Describe the product factually. Avoid evaluative terms, especially superlatives. Let the consumer draw the evaluative conclusion.)

On the Worst—and Best—Rising to the Top

When initiated coercion is legalized, it attracts those who are willing to use it.*

Those who are more willing to use legalized, initiated coercion than those who are hesitant will advance faster in the system. Eventually, the more willing rise to the top. The more willing, then, use the initiated coercion against those they have bypassed and anyone else who gets in their way.

This in essence, though not his words, is the identification made by F. A. Hayek in his 1944 book The Road to Serfdom (chapter 10, “Why the Worst Get on Top”).

The identification explains how and why an interventionist, increasingly bureaucratized government becomes a dictatorship.

The way Hayek put it is that “democratic statesmen” expect citizens to approve of their coercive policies peacefully through discussion and majority vote. As this does not work, and leads to chaos, those with “lower moral and intellectual standards” step in to take over. They appeal to the “docile and gullible,” uniting them with a “hatred of an enemy” and “envy of the better off.”

A casualty along the way is language, meaning the rise of Goebbelsian propaganda, with the word “liberty” being the first to go, or rather, turned on its head, Orwellian fashion, into its opposite.

By “democratic statesmen,” Hayek means the democratic socialists who thought they could avoid a Marxist violent revolution by voting their brand of initiated coercion into power. Instead, they paved the way for the Lenins, Stalins, Mussolinis, and Hitlers of the twentieth century.

The “docile and gullible” in today’s political climate are the patsies of the socialist/fascist left. They are those alleged victims who in reality are beneficiaries and opportunists of our entitlement culture. They are the ones who clamor for coerced handouts and privileges in the name of reparations for past discrimination and in the form of protections and other initiated coercions against the hated enemies, their alleged current persecutors.

The “hated enemies” of today have congealed around several targets. Historically, ever since the rise of the early Progressives from their democratic socialist beginnings, and continuing in the present, the favorite Marxist whipping boy has always been, and still is, big business—“America’s Persecuted Minority,” as Ayn Rand so aptly put it.

Other hated targets include white straight males and, of course, our current president, and anyone who dares to disagree with the socialist/fascist left’s mantra.

Envy of those “better off” targets is the motivation of our contemporary “democratic statesmen” and their “docile and gullible” followers.

Envy—not a self-confident, self-responsible, and independent psychology.

The way, indeed, is being paved for a modern-day . . . well, who knows what.

In contrast to the upward mobility of the worst in government, the most competent and able, self-responsible, and independent individuals—the best—rise to the top in free-market businesses.

When ability is recognized and rewarded, as in a private, profit-making business in a totally free market, which means where there are no interfering regulations imposed as a result of initiated coercion, the most competent at identifying what will improve human life and most able to deliver created goods and services to their customers will advance.

In business, competence and ability are rewarded. In a bureaucratized government, willingness to develop new laws and regulatory rules and the desire to execute them, which means more opportunities to coerce, is the criterion of advancement.

In business, the criterion and means of success, and therefore the means to high profits to sustain and grow the business, is customer satisfaction, that is, making products better than the competition to meet the objective needs (the requirements for an improved life) and wants (optional tastes) of the customer.

The day to day work, whether by employee or entrepreneur, entails a myriad of detailed communications, both outside the company, with customers and suppliers, and within the company, to employees in the various departments necessary to run the business. All of this “myriad detail,” then, must be coordinated to produce and deliver the product in a timely, need- and want-satisfying manner.

Those who possess the greatest ability to communicate with others and to motivate them in a positive way, and who can retain the greatest detail, which includes surveying the company for means of improvement and, especially, the market for opportunities, will be the ones to advance.

Today, however, we do not have the kind of freedom I have described above. Today, we live in a “mixed economy,” which means a mixture of freedom and dictatorship.

Business people today are harassed by thousands of regulations—legalized, initiated coercion—that deflect attention from the proper operation of their companies.

As a result, the incentives become mixed. Some incentive of customer satisfaction remains, but much of the time today is spent on compliance with the regulations, many of which conflict with customer satisfaction.

Increased prices is the most obvious conflict, but reduced supply and elimination of some products from the line also follow the increased regulation.

In heavily regulated industries, the “best” who rise to the top are likely to be the ones who are good at working with regulators, complying with the rules. In such industries, the business has become so bureaucratized that it operates much like a government bureau—meaning incompetent and indifferent to customer needs and wants.

It’s not uncommon for “successful” bureaucrats in these businesses to join government agencies to become regulators themselves and administrators of legalized, initiated coercion.

This is where we are today. Only time will tell how far the socialist/fascist left pushes us.


* “Legalized, initiated coercion” is the pernicious opposite of the constitutionally valid and rights-based self-defensive use of force.