(This section was introduced in Patterns of Power: Edition 2; the latest version of it is at Pattern Descriptions and an archived copy of it is held at https://www.patternsofpower.org/version02a/26.htm. Readers of the Rough Guide should refer to https://www.patternsofpower.org/edition01/26.htm for the original contents of the section on Dimensions of Power and to https://www.patternsofpower.org/patterns/criteria/dimensions for the latest version of it.)
Leaders have responsibilities towards all who are under their control or influence. This includes a duty of prudence: to heed good advice and to take account of trends and foreseeable events.
Some leaders find it easier to aim for short-term popularity than to patiently explain a prudent policy which might work out better overall. Later, when problems emerge, they can conveniently ignore the fact that they could have prevented these problems by acting earlier. They can present themselves as being the victims of circumstance. This strategy works if the population doesn't realise how badly it has been served.
It is very difficult to measure prudence, even in retrospect. It is impossible to calculate precisely what would have happened if things have been done differently. The best that can be achieved is a comparison with other societies and arguments based upon previous experience. Leaders are more likely to be prudent if they know that such comparisons will be made and that they will be held accountable for their performance.
© PatternsofPower.org, 2014