The Good People of Pakistan 

The good people of Pakistan deserve better. It has been 78 long years since independence and the good people of this country are still waiting for good days to arrive.

Since its independence in 1947, Pakistan has been home to a resilient, hardworking, and generous people. Farmers who till their land with dedication, laborers who build cities brick by brick, educators who teach despite meagre resources, and youth who dream of a better tomorrow. The moral and cultural core of Pakistan has always been its people. Yet, despite their best efforts, they have repeatedly been let down by a system that has failed to evolve, reform, or deliver justice. The tragedy of Pakistan is not the absence of good people, it is the betrayal of these people by a broken system.

From the outset, Pakistan’s institutions were shaped by colonial legacies of centralized power, bureaucratic inertia, and elite control. Instead of dismantling this apparatus post-independence, successive governments, military and civilian alike, co-opted it. The state became less of a servant to its citizens and more of a protector of privilege. Corruption, nepotism, inefficiency, and a lack of accountability spread across public institutions. The system was never designed to empower the common man, and it never did.

There is no shortage of talent, resources, or patriotism in Pakistan. The people are not the problem, they are the solution. But they have been asked for too long to give more to a state that gives them too little in return. The time has come to flip that equation. Only then can Pakistan unlock the greatness its people have always had within them. In the end, systems don’t change people, people change systems. But they need the right motivations, fair rules, and a chance to believe again

Yet Pakistanis continue to work, strive, and give. Every time there is a natural disaster in the form of floods or earthquakes, charitable donations flood in from ordinary citizens. When floods hit in 2010, the world saw the generosity of Pakistanis, both at home and from abroad. The Edhi Foundation, funded almost entirely by public donations, became one of the largest welfare organizations in the world. This is not a failed society; it is a failed system trying to govern a still hopeful society.

Behavioral economics teaches us that people respond to incentives— both positive and negative. Human behavior is not just shaped by logic or self-interest, but by perceptions of fairness, social norms, and expectations of reward or punishment. When incentives are misaligned, misbehaviour follows suit.

In Pakistan, the prevailing incentive structure is warped. Merit is rarely rewarded whereas connections and corruption often are. Hard work is underpaid and unrecognized, while shortcuts and sycophancy are rewarded. Dishonesty goes unpunished, while integrity often becomes a liability. Over time, such distortions condition people to “play the game” rather than do the right thing. When rules don’t apply equally, why follow them?

A salaried person pays taxes while a feudal landlord or an industrialist enjoys tax exemptions. A student studies diligently but watches a less deserving peer get into a good university through influence. A police officer tries to uphold the law, only to be transferred for not pleasing political or military masters. These are not isolated incidents— they form the behavioral ecosystem of the Pakistani system. And when the system continuously punishes virtue and rewards vice, even good people begin to lose faith.

For Pakistan to prosper, the system must be rebuilt completely to reward the behavior that leads to collective progress. The following principles, grounded in behavioral economics, can potentially help reorient the country toward a more functional future and better governance.

Reward transparency and competence: Public institutions must institute merit-based hiring and promotion systems, supported by performance metrics. Digital governance tools like e-procurement, online portals, AI powered auditing can reduce opportunities for discretion and corruption. Public praise and recognition for good service (like best teachers and doctors, cleanest union councils, most efficient departments) can shift social norms toward excellence.

Penalize corruption in a consistent and visible manner: Accountability should not be selective, high-profile consistent penalties for corruption, regardless of political affiliation, set a powerful example. Behavioral studies show that punishment only works when it is swift, certain, and seen by everyone. Pakistan’s current accountability mechanisms are often none of those. Creating independent, depoliticized watchdogs with enforcement authority is critical. It is a given that no country can truly prosper without proper implementation of rule of law for everyone.

Decentralize power to align responsibility with outcomes: Centralized governance creates detachment between decisions and their consequences. Local governments, empowered with budgets and responsibilities, can create more direct accountability. When mayors are elected and held responsible for roads, schools, and sanitation, citizens can better reward or penalize them at the ballot box provided the ballot boxes are not stolen or replaced. Proximity makes accountability real. Hybrid systems or parallel systems of governance never work.

Nudge through defaults and social norms: Behavioral nudges like setting tax compliance as the default option, or publicly displaying neighborhood cleanliness scores can shift behaviours without coercion. People behave better when they know they are being observed and compared. Highlighting “most honest departments” or “most tax-paying neighbourhoods or industries” can set desirable norms.

Reinvest in civic identity and collective goals: A system built only on punishment is brittle. Pakistan must reintroduce civic education, promote national unity beyond ethnic or sectarian lines, and celebrate stories of collective action. Behavioral economics reminds us that identity matters. People contribute more when they feel part of something larger than themselves.

What Pakistan needs is not just economic reform or political change, it needs a reimagining of its social contract. The state must stop treating its citizens as subjects to be managed and start treating them as stakeholders in a shared project. That contract must be built on trust, and trust like broken glass, is hard to piece back together.

There is no shortage of talent, resources, or patriotism in Pakistan. The people are not the problem, they are the solution. But they have been asked for too long to give more to a state that gives them too little in return. The time has come to flip that equation. Only then can Pakistan unlock the greatness its people have always had within them.

In the end, systems don’t change people, people change systems. But they need the right motivations, fair rules, and a chance to believe again.