Society and technology fuel each other to feed progress

As we sit once more on the cusp of major change in our world with the advent of machine learning, algorithm-driven decision-making, and so-called artificial intelligence, it is time once again to ask a question that piqued commentators during the industrial revolution of the 19th Century: Does social change drive technological innovation or is the path taken by society determined by new technology.

Writing in the European Journal of International Management, Fred Phillips of the University of New Mexico in Albuquerque, USA, suggests that there is no need to answer such a question. Indeed, given that it can be argued perfectly well that both perspectives are true and that both perspectives are false, it is time for us to recognise that society and technology form a continuous feedback loop with each other. A nudge from one, leads to a change in the other, but that change then drives additional in the other and so on. We can thus say goodbye to determinism and welcome the circle of innovation.

The nuances of each deterministic viewpoint – society driving technological change and technology leading to societal change – were noticed by Schumpeter in 1943 who argued for a feedback cycle to explain change. However, most research since has been divisive talking of a social determinism or technological determinism as if the two paradigms could somehow exist in isolation. Phillips argues that we must now recognise the feedback loops as underpinning change and innovation. Such recognition could provide a clearer vision for innovators and technologists, policymakers and economists, businesses and society.

Phillips points out that our current technology and the nature of society today allow us to see more clearly the feedback cycles that underpin both and to override the linguistic biases that lead us into deterministic deadends when we could instead be rolling forward.

Phillips, F. (2023) ‘Goodbye to determinism: the circle of innovation’, European J. International Management, Vol. 19, No. 2, pp.295–306.