Academic turns city into a social experiment: Mayor Mockus of Bogotá and his spectacularly applied theory

Antanas Mockus had just resigned from the top job of Colombian National University. A mathematician and philosopher, Mockus looked around for another big challenge and found it: to be in charge of, as he describes it, "a 6.5 million person classroom."

Mockus, who had no political experience, ran for mayor of Bogotá; he was successful mainly because people in Colombia's capital city saw him as an honest guy. With an educator's inventiveness, Mockus turned Bogotá into a social experiment just as the city was choked with violence, lawless traffic, corruption, and gangs of street children who mugged and stole. It was a city perceived by some to be on the verge of chaos.

People were desperate for a change, for a moral leader of some sort. The eccentric Mockus, who communicates through symbols, humor, and metaphors, filled the role. When many hated the disordered and disorderly city of Bogotá, he wore a Superman costume and acted as a superhero called "Supercitizen." People laughed at Mockus' antics, but the laughter began to break the ice of their extreme skepticism.

Mockus, who finished his second term as mayor this past January, recently came to Harvard for two weeks as a visiting fellow at the Kennedy School's Institute of Politics to share lessons about civic engagement with students and faculty.

"We found Mayor Mockus' presentation intensely interesting," said Adams Professor Jane Mansbidge of the Kennedy School, who invited Mockus to speak in her "Democracy From Theory to Practice" class. "Our reading had focused on the standard material incentive-based systems for reducing corruption. He focused on changing hearts and minds - not through preaching but through artistically creative strategies that employed the power of individual and community disapproval. He also spoke openly, with a lovely partial self-mockery, of his own failings, not suggesting that he was more moral than anyone else. His presentation made it clear that the most effective campaigns combine material incentives with normative change and participatory stakeholding. He is a most engaging, almost pixieish math professor, not a stuffy 'mayor' at all. The students were enchanted, as was I."

A theatrical teacher
The slim, bearded, 51-year-old former mayor explained himself thus: "What really moves me to do things that other people consider original is my passion to teach." He has long been known for theatrical displays to gain people's attention and, then, to make them think.

Mockus, the only son of a Lithuanian artist, burst onto the Colombian political scene in 1993 when, faced with a rowdy auditorium of the school of arts' students, he dropped his pants and mooned them to gain quiet. The gesture, he said at the time, should be understood "as a part of the resources which an artist can use." He resigned as rector, the top job of Colombian National University, and soon decided to run for mayor.

The fact that he was seen as an unusual leader gave the new mayor the opportunity to try extraordinary things, such as hiring 420 mimes to control traffic in Bogotá's chaotic and dangerous streets. He launched a "Night for Women" and asked the city's men to stay home in the evening and care for the children; 700,000 women went out on the first of three nights that Mockus dedicated to them.

When there was a water shortage, Mockus appeared on TV programs taking a shower and turning off the water as he soaped, asking his fellow citizens to do the same. In just two months people were using 14 percent less water, a savings that increased when people realized how much money they were also saving because of economic incentives approved by Mockus; water use is now 40 percent less than before the shortage.

"The distribution of knowledge is the key contemporary task," Mockus said. "Knowledge empowers people. If people know the rules, and are sensitized by art, humor, and creativity, they are much more likely to accept change."

Mockus taught vivid lessons with these tools. One time, he asked citizens to put their power to use with 350,000 "thumbs-up" and "thumbs-down" cards that his office distributed to the populace. The cards were meant to approve or disapprove of other citizens' behavior; it was a device that many people actively - and peacefully - used in the streets.

He also asked people to pay 10 percent extra in voluntary taxes. To the surprise of many, 63,000 people voluntarily paid the extra taxes. A dramatic indicator of the shift in the attitude of "Bogotanos" during Mockus' tenure is that, in 2002, the city collected more than three times the revenues it had garnered in 1990.

Another Mockus inspiration was to ask people to call his office if they found a kind and honest taxi driver; 150 people called and the mayor organized a meeting with all those good taxi drivers, who advised him about how to improve the behavior of mean taxi drivers. The good taxi drivers were named "Knights of the Zebra," a club supported by the mayor's office.

Yet Mockus doesn't like to be called a leader. "There is a tendency to be dependent on individual leaders," he said. "To me, it is important to develop collective leadership. I don't like to get credit for all that we achieved. Millions of people contributed to the results that we achieved ... I like more egalitarian relationships. I especially like to orient people to learn."...
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Harvard Gazette