Dancing like elephants

As we all grow older, it takes humility to reverse the dependence-independence-interdependency-dependence life cycle of maturity. As we age, our physical system forces us to slow down. In science this is called the second law of thermo-dynamics – all systems lose energy over time.

Management theory also argues that all management systems also lose energy over time, based on the same law. And, unless we re-energize organisations, they will succumb to entropy over time. Negative entropy takes the form of leadership of human and organisational systems working hard to re-energise systems that lose energy over time.

While Prime Minister Najib Abdul Razak is trying to re-energise Malaysia, former premier Dr Mahathir Mohamad sometimes does not know that he is growing older and that his now orthodox arguments are no more relevant.

Irrelevancy is a common problem for all of us, especially as we age. A sign of irrelevancy is that we cannot let go of the past and keep reverting to the past; often, for in both problem-definition and seeking resolutions to newer problems.

For example, Mahathir said recently in China that we need a two-thirds majority government to tackle the global economic crisis in Malaysia. He is, I think, absolutely wrong. He based his logic on his then neo-orthodoxy model applied to the East Asian financial crisis that involved freezing and fixing the exchange controls in Malaysia. That was the good, right and correct resolution for Malaysia then. But not any more because the world is moving very fast.

To therefore propose that Malaysia needs a two-thirds majority government, by his definition “a strong government”, is no longer relevant in 21st century Malaysia. In fact, that proposal becomes orthodoxy for Malaysia today. More accurately, that is exactly what Malaysians will no longer allow especially after March 8 last year. What is really needed is a two-party system that we must all embrace and encourage.

If the Najib administration completes its review of the Internal Security Act, and if it is done well, then it will receive two-thirds majority support in Parliament from a bipartisan vote. What is needed are good, right and popular policies that meet the test of the majority interest.

Many have commented on the need for a radical review of the public services. But unless the newer framework is premised on meritocracy and international standards of excellence, without undue consideration for ethnicity and other partisan concerns, there can be no serious change. The 21st century demands much more.

This June, my son will purse a degree in Economics and Computer Science in the US. Allow me to reflect on whether this up-and-growing world-class Malaysian will ever come home. Will he ever join the Malaysian public service like six of his uncles and aunts? What could it offer to attract him home to serve the nation willingly and voluntarily?

I do not think we have to go very far to learn the answers. If we are humble enough, a simple visit to Singapore can teach us how they developed a first-world public service that is second to none.

Let me therefore propose to Mohd Sidek Hassan, the Chief Secretary to the Government, that he should lead a team of secretaries-general to brainstorm how and why Malaysia’s public service is second class, when the foundation and history of both countries are almost identical.

For good measure, he should take along those from the second echelon of the ministries, as well as representatives of the legislature, the executive, the judiciary and the media. Also take ordinary citizens who run and drive many of the NGOs, and at least one ulama, a priest and a pastor.

They can help keep focus on uprightness and integrity. They can help comment on and question Singapore’s uprightness, including its poor record with popular democracy and press freedom.

Culture of excellence

Am I crazy or out of my depth with my proposal? I do not think so.

Najib has talked about a culture of excellence. A culture of excellence is only built when there is mutual respect and high personal regard for one another.

But we also need very high standards for performance excellence. We cannot simply base it on kampong standards and expect world-class performance. World-class performance, whether now or in few more years, needs world-class players and leaders.

In my almost 40 years of observing the public service, one thing has become obvious to me: to build a world-class public service we need world-class recruits. We cannot recruit world-class recruits using kampong-class methods.

Excellent companies worldwide are using new psychometric measures and competency tests to select the best. If we are not doing the same; we are only using our grandfathers’ way of doing things.

My 90-year-old father, until today, has not made the switch to the computer. His Remington typewriter is still his best tool. Can I blame him? Of course not. But should we use his experience and knowledge to select new members for the public service? No. We need to unlearn before we can learn again.

Peter Vaill, my professor of management, talks about true leadership in turbulent times. He calls such times and processes “white-water rafting”.

How will new leaders face the rapids and boulders? What are the leadership skills and processes needed? Will the captain of an ocean-going vessel be able to lead in conditions of white-water rapids?

Do we not need to teach elephants how to dance, as Prof Rosabeth Moss Kanter suggests? I wish the PM and his public service team well as they seek to learn to dance, like elephants, within white-water conditions!