By Olarinre Salako
Published in The Nigerian Tribune: Maiden edition of the Monday Backpage Column, Systems and Society. February 2, 2026.
Societies do not drift into order by accident, nor do they collapse solely because of bad intentions. More often than not, outcomes—whether stability or disorder—are the result of how systems are designed, how they interact, and whether they are maintained over time or discarded and rebuilt when necessary.
To understand where a society is headed, one must first understand the systems that govern how it functions.
A system, in its simplest sense, is a collection of interconnected components working together to produce a predictable outcome. This idea is not abstract or academic; it is part of everyday life. Consider a vehicle. A car is a complex mechanical and electrical system designed to convert chemical energy stored in fuel into kinetic energy that produces motion. Its components—engine, transmission, brakes, electronics—must function together in harmony. When they do, the vehicle moves smoothly. When one part fails, performance degrades. When failures are ignored, breakdown becomes inevitable. And since these components are built with materials, even with the best maintenance, they cannot function beyond their lifespan. Every system is designed with one.
Human beings have always relied on systems to extend their capabilities. In earlier times, mobility depended on physical strength or animals. Today, it depends on engineered systems—cars, trains, aircraft—built upon the same fundamental logic of energy conversion and coordinated design. Yet, even as technologies evolve, certain constants remain. Human legs are still part of our mobility system. Tools change; systems endure.
Society itself is no different. A society is not merely a collection of individuals living within a geographic space. It is a living, organised system through which human beings manage coexistence, resolve conflicts, transfer knowledge across generations, and pursue collective progress. Unlike animal societies, whose patterns of order are largely instinctive, inherited, and fixed, human societies are governed by consciously designed rules, norms, institutions, and shared agreements—systems that embody judgments about what ought to be, can be debated, amended, and re-made, and must ultimately be held to account.
All human societies are pluralistic in one form or another. Pluralism is not an anomaly; it is a defining feature of social life. Even the smallest unit of society, the family, is pluralistic. Within a single household exist differences in gender, temperament, emotional disposition, biological makeup, preferences for food, clothing, habits, and values. These differences do not automatically lead to conflict because families develop informal systems of rules, expectations, and roles that allow members to coexist. At the level of the nation-state, pluralism becomes more pronounced. Countries differ in language, ethnicity, religion, culture, history, and worldview.
Nigeria, in particular, is deeply pluralistic: multilingual, multiethnic, multireligious, and multicultural. This plurality is not Nigeria’s weakness; unmanaged plurality is. Where diversity exists without effective systems to manage it, disorder replaces harmony, and the erosion of order risks becoming normalised.
The fundamental challenge of any society, therefore, is not whether it is pluralistic, but how it organises its pluralism through functional design. For pluralistic societies to function optimally, there must be mechanisms that maintain harmony, enforce order, resolve disputes, and channel competition into productive outcomes. Without such systems, fear, suspicion, and violence become substitutes for governance.
This is where the importance of societal systems becomes clear. Every society relies on a constitutional framework—written or unwritten—and a layered set of institutional systems: political, legal, economic, security, educational, and administrative, through which it governs itself and coordinates collective life. These systems enable planning, development, justice, and continuity across generations. By providing predictability, they establish the foundation of trust upon which individuals and institutions can invest, innovate, and cooperate.
In modern states, laws serve as core organising systems. Different societies draw from different legal traditions—customary law, common law, religious law. But in a secular democratic setting, the constitution functions as the primary organising framework. It defines the rules of engagement, distributes authority, limits power, and sets the terms under which plural groups agree to live together.
In Nigeria’s context, the Constitution is not merely a legal document; it is a meta-system upon which other subsystems depend. The federating units, the arms of government, the security architecture, the courts, the economy, and the management of resources all operate within constitutional boundaries. The performance of these subsystems is reflected in tangible outcomes: territorial integrity, policing and security, access to justice, quality of education and healthcare, energy and industrial infrastructure, and economic opportunity.
When societal systems function well, outcomes may not be perfect, but they remain within acceptable bounds. When systems begin to malfunction, performance declines. At this stage, societies face a choice: repair, reform, or redesign. In engineering and industrial practice, systems are routinely monitored to detect early signs of failure. In the automotive industry, for example, predictive maintenance uses data and diagnostics to identify problems before breakdown occurs. Early intervention is usually cheaper, safer, and more effective.
The same logic applies to societal systems. When institutions show signs of strain, reform becomes necessary. Laws may need amendment. Processes may require adjustment. Oversight mechanisms may need strengthening. Ignoring these signals does not preserve stability; it merely postpones crisis and increases its eventual cost. More importantly, ignoring these signals often reflects a failure of statecraft among system operators and designers—collectively those entrusted with leadership and authority. Such failures are themselves shaped by the systems through which leadership is recruited and renewed.
There are times, however, when systems fail not because of minor faults, but because they are fundamentally misaligned with present realities. Some systems were poorly designed from the outset. Others may have reached the limits of their original design assumptions. In such cases, repair alone is insufficient. Replacement or comprehensive redesign becomes unavoidable.
One of the greatest obstacles to system reform in human societies is emotion—particularly fear. Fear of change. Fear of uncertainty. Fear of losing privilege or influence. These emotions are natural, especially in pluralistic societies where historical grievances and mutual suspicions exist.