Archive for June, 2010

The Politics of Convergence II: Etsko Schuitema

Wednesday, June 30th, 2010

Convergence in Celtic Art

Convergence in Celtic Art

Maturation: The Human Being Becoming

At the level of intent all human beings are the same because the problem of intent is wired into the essence of being human. Being human is not a static thing, it is a moving thing. In a sense to be human is to be part of an ongoing process of maturation. This process of maturation is pinned between two points, namely birth and death. Both birth and death have an unconditional character.

At birth the totality of an infant’s potential lies before it. It is therefore here to get in the fullest, most unconditional sense of the word. It is equally true that at the moment of death one loses it all unconditionally. We arrive getting it all and we leave giving it all. The process of maturation that transmutes our lives implies a movement from one extreme of unconditional getting to the other of unconditional giving.

The difference between giving it all and having it all taken away lies in the intent of the one who is doing the giving. For example, assume that I have R100 stolen from me and my wife gives a neighbour in distress R100. There is clearly a huge difference in terms of how we experience what happened. I will be of the view that I was taken from and she will be of the view that she gave. That difference does not sit in the R100, it sits in the intent of the person going through the experience. I was taken from because I did not intend to give.

The process of the maturation in the direction of unconditional giving is, therefore, a process of the maturation of the will or of intention. All human beings are born and they die, irrespective of their cultural heritage. We are all here to face the same exam of irrevocable loss. To succeed at being human and to rediscover ubuntu means to cultivate the capacity to give unconditionally.

 Benevolent and Malevolent Intent

The above suggests that intent can pattern in one of two ways. Benevolent intent is concerned with the self being there to serve the other. Malevolent intent is concerned with getting the other to serve the self. Both maturity and ubuntu are concerned with action with benevolent intent.

When the self acts with malevolent intent the other resists the self and the relationship over time becomes conflict-ridden. This suggests that people who behave on the basis of malevolent intent will diverge. Their society by definition becomes increasing unstable and fractured over time. When the self acts on the basis of benevolent intent the self earns trust from others and harmony is cultivated over time. A society populated by people of benevolent intent will therefore be convergent and harmonious. They are people who are acting for reasons that are bigger than their own self-interest.

Benevolent Intent and Empowerment

Intention defines interest and therefore attention. A person demonstrates their maturity by what they pay attention to in the world. If you pay attention to what you want to get from the other, the other’s ability to withhold what you want makes you manipulable. They are strong and you are weak. The other has power over the self. The self can only react to the agenda set by the other. The self becomes the slave and the other is the master.

When the self pays attention to what it should be giving to the other, the other no longer has power over the self. The self slips out from underneath the control of the other in the situation. The self transcends the situation, grows and becomes powerful. The degree to which a person’s motive is conditioned by their expectation is the degree to which they are defined by the outcome of events. The more unconditional a person is with regard to what they are contributing the more they will define the outcome of events.

The empowerment of the self coincides with the shift of attention of the self from taking to giving, from expectation to contribution. Empowering people means to focus their attention on the contribution they can make. Disabling and enslaving people means to keep them occupied with their expectations.

Consistent with the distinction between expectation and contribution is the distinction between needs and values. An immature person will pay attention to their own needs in any given situation whereas a mature person would be more concerned with doing the right thing in the situation. A mature person acts consistently with the value that is operative in that situation.

Rights and Slavery, Duties and Freedom

Paying attention to one’s rights in a situation is means emphasising what the other owes the self. The focus on rights is therefore similar to the focus on expectation and needs, it cultivates the psychology of a victim in the self and breeds a world view of entitlement. By contrast the focus on duties places a persons attention on what they should be giving and it therefore cultivates the psychology of freedom. To construct one’s intention on expectations, needs and rights is to become the slave and the victim of the other. To pay attention to one’s contribution, values and duties is to cultivate freedom. Freedom is concerned with basing one’s intention and attention on one’s duties.

A bill of rights is by definition an attempt to redress the iniquities of the past. The attention that it cultivates is reactive and disabling. When it is the cornerstone of a political ideology it will cultivate a sense of expectation and entitlement in the citizen and will eventually establish a society that is falling apart.

If we wish to rise above the iniquities of the past we should be articulating a proactive political ideology that focuses people’s attention not on what has been done to them but on what they should do. The political discourse of the future has to be proactive and focused on what sits in peoples hands rather than what sits in the hands of others. It has to be concerned with a bill of duties.

Establishing a bill of duties implies shifting the attention of the citizens from their entitlement to their accountability. It cannot, therefore, be done effectively without a thorough revision of our view of crime and punishment. Our current attitude to crime is informed by the politics of rights. It creates a society that is demonstrably soft on crime. Pursuing a bill of duties would require re-opening the debate regarding a number of issues, most notably the death penalty.

steel_puzzle_sphere_1

The Politics of Convergence

If we wish to reconstruct this society we have to remind each other of the super ordinate vision that each South African has been the inheritor of. We are the rainbow nation. Our motto, in the language of an extinct San people, means “Unity in Diversity”. This is very significant. It is as if we have been given a message from our earliest human ancestors to rise above that which divides us and to aspire towards that which unites us. More than any other people in the world we are being called upon to be the people of convergence. We have the task of lighting the way for all of humanity.

It is not insignificant that our people have coined the phrase Ubuntu to describe this basic humanness. We are an experiment in rediscovering the basic human pattern that the whole world has an interest in. We have been given the most extraordinary historical send off on this journey.

We have had the Madiba’s example who created the miracle of reconciliation out of the most extreme and deliberate divergence, namely apartheid. Other societies struggle with reconciliation while being infinitely less heterogeneous than South Africa. The Northern Irish are still sitting on a powder keg despite the fact that both groups are Christian, have a common language, a common culture and common genetic material.

If we are rise to the historical occasion that faces us we have to understand that the first skirmish in the struggle for liberation has been successfully fought, and that skirmish was about the establishment of a bill of rights. To rest on this achievement would mean to lose the war. The war for human rights does not address slavery and oppression it recognises and entrenches it. We need to take the next step.

The real struggle for liberation is still to come. It is the struggle to establish a society that is free from tyranny because the citizen is the steward of his world. By definition these are not ones who the society takes care of, they are the ones who take care of society. They are citizens with duties, rather than citizens with rights.

The recovery of humanity cannot be separated from the recovery of humanity’s home- Africa. We will never rise above the quagmire of corruption, impoverishment and dependency by echoing the politics of 19th century Europe. The liberalism of Europe is passé because the politics of Africa is on the march. These are the politics of Convergence and the Bill of Duties.

Viva Ubuntu!

 

 

 

The Politics of Convergence I : Etsko Schuitema

Wednesday, June 30th, 2010

Nukta (Dot) by Gulgee

The Divergence

The current archeological view is that all human beings alive today are the decedents of a single ancestor who lived between 140000 and 150000 years ago in Southern Africa. It also appears that mankind spent the majority of this time on Africa, only leaving the continent around 40000 or 50000 years ago. For most of that African past we resembled San people, who are the people alive today who are thought to have the most in common with our earliest ancestors.

The original population of Africa by people appears to have been slow. The speculation is that it was opportunistic, with people being principally concerned with the hunting on the other side of the mountain rather than what lay on the other side of the world. When we left the continent, however, the great divergence began. Like the proverbial story of Babel, people diverged into the far corners of the globe developing in the process into people who looked different, who spoke different languages and who behaved in very different ways. The human story of the last 50000 years is a story of divergence.

The Convergence

However, the globe is just that, a globe. When divergent forces move far enough away from each other on a circular surface they end up converging on the other side. This is exactly what has been happening to mankind over the last century. If you go to virtually any city in the world today you will find mankind there. You will find all the races represented. You will probably find languages spoken from every continent if not every nation. We are entering a fundamentally new epoch in the human story. We are entering the time of convergence.

To succeed at the time of convergence must mean that we have discovered our basic humanity, that which lies beyond our diversity of race, language, culture and religion. If we are not going to wipe each other out at this time it will mean that we have discovered the core of being human that lies beyond our differences. It would mean that we have rediscovered ubuntu, humanness.

Ubuntu and Intent

Two people from different cultural backgrounds may do things to each other that may be construed to be discourteous and unacceptable on a behavioral level. The eye contact of a person from an Afrikaans background is normally very direct, whereas that of a person from a traditional Tswana background is much softer. Initially when these two people meet they may both establish a negative view of each other since each experience the behaviour of the other as offensive. The Afrikaner experiences the Tswana to be shifty and the Tswana experiences the Afrikaner to be invasive.

Should these two people each take the opportunity to find out what the other person intends with their behaviour their view of each other is very likely to improve substantially. What the Tswana will learn is that when the Afrikaner is looking him the eye he is saying that he is being honest and straight. That he has nothing to hide. What the Afrikaner will learn is that when the Tswana is softening his eye contact it is a mark of respect and of not being predatory or invasive.

Both will essentially discover the same about the other. Both will discover that the other party intended to be correct with them. They both had the same intention and that intention was benevolent. Once this has been established they are likely to be a little embarrassed with regard to their own presumption because they will find something which they have in common, namely intent. There can only be divergence on the level of behaviour since behaviour is culturally determined. If we seek to converge it will only happen if we have understood the issue if intent. The key variable that accounts for ubuntu or a humanness that transcends all culture is that of intent.

Maturation: The Human Being Becoming

At the level of intent all human beings are the same because the problem of intent is wired into the essence of being human. Being human is not a static thing, it is a moving thing. In a sense to be human is to be part of an ongoing process of maturation. This process of maturation is pinned between two points, namely birth and death. Both birth and death have an unconditional character.

At birth the totality of an infant’s potential lies before it. It is therefore here to get in the fullest, most unconditional sense of the word. It is equally true that at the moment of death one loses it all unconditionally. We arrive getting it all and we leave giving it all. The process of maturation that transmutes our lives implies a movement from one extreme of unconditional getting to the other of unconditional giving.

The difference between giving it all and having it all taken away lies in the intent of the one who is doing the giving. For example, assume that I have R100 stolen from me and my wife gives a neighbour in distress R100. There is clearly a huge difference in terms of how we experience what happened. I will be of the view that I was taken from and she will be of the view that she gave. That difference does not sit in the R100, it sits in the intent of the person going through the experience. I was taken from because I did not intend to give.

The process of the maturation in the direction of unconditional giving is, therefore, a process of the maturation of the will or of intention. All human beings are born and they die, irrespective of their cultural heritage. We are all here to face the same exam of irrevocable loss. To succeed at being human and to rediscover ubuntu means to cultivate the capacity to give unconditionally.

 

The painting in the article is ‘Nukta’ (Dot) by famous abstract painter Gulgee.

 

 

 

 

 

 

 

Chip Conley speaks on ‘Counting What Makes Life Worthwhile’:TEDTalks

Monday, June 28th, 2010

 

chip-conley

http://www.ted.com/talks/chip_conley_measuring_what_makes_life_worthwhile.html

Telenor and the Enablement of Convergence: Etsko Schuitema

Monday, June 21st, 2010

es-mugshot

The Divergent Species

 

I recently did a fascinating piece of work for Telenor Pakistan, where it became apparent to me that this business was deeply benign, not only because of how it was run, but also by the nature of what iT does. To get an appropriate view of the contribution that this business (and other businesses like it) makes we need to understand the pickle we are in as a species.

 

If you want something from someone else that person’s ability to withhold what you want, gives that person power over you. When the self wants something from the other the other’s ability to withhold what the self wants, it creates the conditions where the other has power over the self. This makes the other dangerous to the self. However, not only is the other dangerous to the self, but from the point of view of the other, when the other sees the self trying to get something from the other, the other experiences the self as dangerous.

 

Therefore, when you want something from somebody else that person is dangerous to you and you are dangerous to them. The necessary outcome of this is conflict and competition. The net result of this conflict is the self and the other cannot occupy the same place. The repel each other. They diverge.

 

This has been our story as a species. From the days of our earliest common ancestor (reputedly an African who lived between 120000 and 150000 years ago) we have been diverging, and in the process we have become increasingly distinct, inhabiting different parts of the globe, developing different languages, cultures and physical characteristics.

 

However, the planet is a globe. When you move far away enough from the other on a globe you meet up on the other side. You converge. What is apparent is that the intent rules that sufficed when we were a divergent species are of little use in a convergent world. In any city today you will find people from every continent speaking languages from every content. We are living cheek by jewel with each other. There is no ‘there’ to go to. There are too many of us. Unless we learn how to learn live together, how to co-operate rather than compete, we are done for as a species.

 

Becoming Convergent

 

When you deal with the other on the basis of how you can be helpful to the other, what you should give to the other, then you are no longer looking at what you want from them. That person cannot withhold what you want and therefore no longer has power over you. The self slips out from under the other’s ability to manipulate the self. The self becomes free and safe from the other.

 

Similarly, because the other now experiences the self as helpful the other, the other sees themselves as safe from the self. When the self constructs its intent on the basis of being helpful to the other the self is safe from the other and the other is safe from the self. The result of this is harmony, co-operation. 

 

While you deal with others on the basis of what you want from them you diverge. You are increasing disconnected and alienated from them. When you deal with other on the basis of the intent to give or be helpful, you converge; you become related and connected to them. You can co-exist.

 

The Technology of Convergence

telenor_mukshpuri_peak1

Telecommunications businesses like Telenor Pakistan provide the connectivity that puts a Pathan villager in the Hindu Kush next door to me. They create a framework whereby I can begin to relate to this person, whereby I can increasingly experience him as a person like me rather than something foreign, alien and dangerous. They therefore create the platform that enables my compassion, my intent to serve. They cannot and do not provide the intent to serve, because only I can do that. However, they provide the technology that enables that intent by connecting me with all my fellow descendents of Adam. Life, existence, the Totality of the Other has graced us with the technological means to transcend the pettiness and moribund competitiveness of our current intent. Will we rise to the occasion?

telenor_logo4

Leadership in Education Part III : The Issue of Power: Shahpur Jamall

Monday, June 21st, 2010

MI-064-0266

 

The student teacher relationship at its core is a relationship of “power”.  The teacher has the power to compel students to do what s/he wants. Be it “stand up”, “sit down”, “go the office”, “finish the assignment” or “leave my class”.  The problem is that when a teacher forces, or compels students to work, they resent it. This is true of human nature across the board. We all resent being compelled to do things.  However a teacher has power over students, which means s/he has the institutional authority to punish them if they don’t obey, so children end up complying, but it is usually to the minimum level necessary to avoid missing break, or getting detention.

 

Therefore when students act under compulsion two things happen.

 

One is that they put in the minimum effort required to get the assignment done, which leads over time to a habit of mediocrity and under performance.

 

The second effect is that these young people who are already prone to challenging authority as part of the predefined journey to independence and adulthood, either find a sneaky backdoor way to disrupt the class, or they sometimes even openly confront the teacher’s authority. This ultimately leads to a power struggle and makes teaching and learning difficult.

 

 

 

 

 

 

 

 

 

 

Schuitema Heroes - Akhtar Hameed Khan

Saturday, June 19th, 2010

india-banyan

Some people realise their purpose in life earlier on. They keep striving for it for decades and their struggle yields fruit as they themselves age or after their worldly departure. But their earnest struggle leaves a legacy for generations to come.

 

Akhtar Hameed Khan was such a man. His deep desire to serve, his wisdom, humility and knowledge, and his perseverance bore fruit in the later part of his life. And yet his legacy continues to affect the lives of the impoverished masses all over the developing world to date.     

 

 

In 1980, Akhtar Hameed Khan at the ripe age of 66 founded the NGO called Orangi Pilot Project in Karachi, Pakistan as a participatory development initiative. The project changed how the world saw the concepts of micro credit, rural development, community organisation and grassroots change.

 

Akhtar was born in 1914 to a wealthy noble family in India. As a young boy he was encouraged by his mother to read famour Urdu and Persian poets. He took keen interest in philosophy, literature and history and was inclined towards Sufism.

 

He served as a British Government Civil Servant before the partition took place. Before long he resigned from his prestigious job as according to him, ‘I realized that if I did not escape while I was young and vigorous, I will forever remain in the trap, and terminate as a bureaucratic big wig.’ To understand the lives of the common people better, he worked as a labourer and a locksmith in a little village in India for two years.

 

akhtar-hameed-painting

 

He went on to teach in Delhi and took up the same vocation when he came to Pakistan. He was posted as a Principal of Comilla Victoria College in East Pakistan (presently Bangladesh) in 1950 where he founded the stellar Comilla Cooperatives that used enterprising ideas of microfinance and other participatory models for rural development. The initiatives were a network of interdependent programmes that depended on community’s will and intent to change their lives.

 

They included the establishment of: a training and development centre; a road-drainage embankment works programme; a decentralised, small scale irrigation programme; and, a two-tiered cooperative system with primary cooperatives operating in the villages, and federations operating at sub-district level.

 

Under the Comilla Co-operatives scheme, Dr. Khan also introduced microsavings. Initially the villagers could not grasp the concept, and Arthur F. Raper wrote of these villagers in his book: “‘What does the man [Dr. Khan] mean — telling us [villagers] to save?’…‘When we tell him we are too poor to save, he says that is why we must save.’” Raper went on to write in reference to said scheme: “The savings in the early days appear tiny indeed. During April, savings of the first seven agriculture societies ranged from Rs.12.00 to Rs. 65.00. The per-member monthly savings ranged from Rs.0. 60 (12 cents) to Rs. 2.65.”

 

Crediting Dr. Khan on microcredit, Louis A. Picard, Robert Groelsema, and Terry F. Buss wrote in their book entitled, Foreign Aid and Foreign Policy: Lessons for the Next Half-Century: “The village small cooperative loan system set up through Comilla was a forerunner of the Grameen Bank, now considered a major breakthrough in terms of microcredit.”

 

His work at Comilla earned him the Ramon Magsaysay Award (some call it Asia’s Nobel Prize) and an honorary doctorate of law from the Michigan State University.

 

When Bangladesh was formed in 1971, Akhtar moved back to Pakistan but continued his advisory role to development initiatives in both Bangladesh and Pakistan. He also served as visiting faculty at the Princeton, Lund, Harvard and Oxford Universities.

 

The Comilla Cooperatives however failed after Akhtar’s departure. After a few years only 61 out 600 cooperatives were working due to ineffective internal and external controls, misappropriation of funds and stagnation. It also led Akhtar and the later pioneers of micro credit to introduce some level of internal control into micro credit initiatives formed later on.  

 

akhtar-hameed-khanUnfazed by Comilla’s lack of growth, Akhtar established his Orangi Pilot Porject (OPP) in the impoverished slum periphery of Karachi with a view to help the people change their lives themselves.

 

The project initially focused on creating a system of underground sewers, using local materials and labour, and succeeded in laying hundreds of kilometres of drainage pipes along with auxiliary facilities. Within a decade of the initiative, local residents had established schools, health clinics, women’s work centres, cooperative stores and a credit organisation to finance enterprise projects. By 1993, OPP had managed to provide low-cost sewers to more than 72,000 houses. The project subsequently diversified into a number of programmes, including a people’s financed and managed low-cost sanitation programme; a housing programme; a basic health and family planning programme; a programme of supervised credit for small family enterprise units; an education programme; and a rural development programme in the nearby villages.   

 

What makes the project really special is that it is solely funded and developed by the community itself. The people are the stewards of their own destiny. 

 

The model has to date been applied in South Africa, Chile, Central Asian states, Nepal, Sri Lanka, India. In addition, the model is being studied in Cambodia, Vietnam, Philippines, Japan and other First World Academic institutions for further applications.

 

Akhtar Hameed Khan died in 1999 at the ripe age of 85 and left behind a wonderful, sustainable legacy of service.

 

Read on about the Orangi Pilot Project in our post:How Slum Dwellers Changed Their Fate - The Orangi Pilot Project

 

References:

http://en.wikipedia.org/wiki/Akhtar_Hameed_Khan

http://www.oppoct-microcredit.com/Dr.%20Akhtar%20Hamid%20Khan.htm

http://www.asiantribune.com/news/2009/10/06/remembering-dr-akhtar-hameed-khan

The Schuitema online store is now open for business: http://store.schuitema.co.za/

Saturday, June 19th, 2010

The Schuitema online store is now open for business: http://store.schuitema.co.za/

How Slum Dwellers Changed Their Fate - Orangi Pilot Project Pakistan

Wednesday, June 16th, 2010
 
A entrepreneur making incense sticks at her home in Orangi

An entrepreneur making incense sticks at her home in Orangi

When a society starts to decay, the rot starts to infect every level beginning from the individual. When the implications of the rot become clear enough, the individuals begin to say that a change is needed at the top!

 

The milkmen who sell milk mixed with polluted water and chemicals, the shopkeeper who religiously sweeps the dust off his shop into the sewage drain close by, the grocer who judiciously sticks inflated price tags onto old stock that he got at cheaper prices, the lady who shoves her way through the queue everyday insisting she does not have time, the family that steals electricity to avoid paying bills, the fuel pump manager who stops sales anticipating a price increase… all of them are quick to blame the system and believe only an ethically and morally upright man at the top with an iron fist can change the scene.

 

It never occurs to them that a society thrives on the good intent of the individuals determined to keep their own conduct fair and straight. Ordinary individuals can help change a system from the very level of the common folk that sustain it. The Orangi Pilot Project in Pakistan that was initiated by the late Akhtar Hameed Khan some three decades ago is a shining example.

 

Orangi – A Mega slum

A typical Pakistani slum drain

A typical Pakistani slum drain

Orangi was a squatter community in Karachi; the biggest city of Pakistan (the third most populous city of the world). Back in the 1970’s it was a slum area with no sewage system and fresh water, no road network and appalling living conditions. The area had a migrant influx after the creation of Bangladesh so that about a million people were packed together in an area of 32 square kilometers. Some sources even state Orangi to be the largest informal settlement in Asia. The population mostly consists of people running micro enterprises from home, low-income white collared job holders and others serving wealthier neighborhoods as maids and servants.

 

Squatter communities crop up in Karachi when migrants from other parts of the country acquire cheap plots of land for living, from wealthy land owners by paying bribes. The land owners never legalise the transaction and hence the community never gets recognized as a settlement by the government and receives no services and utilities.

 

The fate of the town changed with a man named Akhtar Hameed Khan made the people of the area realize that THEY could solve their problems themselves.

Orangi - how it changed

An Orangi street before the Project

An Orangi street before the Project

The Orangi Pilot Project initially focused on creating a system of underground sewers, using local materials and labour, and succeeded in laying hundreds of kilometres of drainage pipes along with auxiliary facilities. Within a decade of the initiative, local residents had established schools, health clinics, women’s work centres, cooperative stores and a credit organisation to finance enterprise projects. The people built everything with their own money and even built the facilities themselves, learning everything in the process.

The street after sanitation works

The street after sanitation works

 

By 1993, OPP had managed to provide low-cost sewers to more than 72,000 houses. The project subsequently diversified into a number of programmes, including a people’s financed and managed low-cost sanitation programme; a housing programme; a basic health and family planning programme; a programme of supervised credit for small family enterprise units; an education programme; and a rural development programme in the nearby villages.

 

The beauty of the OPP model is that it does not require large funds, foreign or local, or expensive imported expertise and is totally indigenous. The models of the OPP and the Orangi Charitable Trust (OCT)  are being replicated in numerous settlements in Pakistan, both in Karachi and other urban centres, and their principles are being applied to development programmes in South Africa, Central Asia, Nepal, Sri Lanka and India. The OPP Research and Training Institute receives training groups not only from these countries, but also from the Philippines, Cambodia, Vietnam, Japan and the First World.

 

Academic institutions dealing in development, planning and economics, the world over, study these models and international agencies and NGOs try to adapt them to their needs.

By 2001 the OPP had benefited more than 60,000 families, and inspired thousands of others to work independently. Over 400 collector sewers have been built, and collectively the community has invested some 82 million Rupees (around US$1.4 million) in their sewage system. Community goods and traffic can now move more freely, supporting home-based enterprises and trading; infant deaths have fallen dramatically and health of the general population has greatly improved.

Pakistan's Independence Day celebrations in a neat Orangi street

Pakistan's Independence Day celebrations in a neat Orangi street

The Low Cost Housing Program of the OPP enables improvement in building components and construction technique that benefits more than 2,500 homes in Orangi each year through provision of credit and technical guidance to building component manufacturing yards, training of youths and masons and mobilization of house owners.

 

The OPP Education Programme has benefited more than 700 schools with teachers’ training and start up grants.

The Health Programme has benefited about 300 health clinics set up by the people themselves and has supported more than 500 Traditional Birth Attendants who have been properly trained. The result has been a phenomenal decrease in infant and maternal mortality rates.

The Micro Credit Enterprise of the OPP has supported more than 7000 small business with a credit recovery rate of 93%.

The people have so far invested $2 million of their own money into the works whereas had they depended on the government to do so, the cost would have been $10 million.

Orangi Town is a quintessential example of how the fate of society can change if the individuals decide to have it changed!  

 

 

Read about Akhtar Hameed Khan in our upcoming post…  

 

References:

http://www.oppoct-microcredit.com/Dr.%20Akhtar%20Hamid%20Khan.htm

http://en.wikipedia.org/wiki/Akhtar_Hameed_Khan

http://www.tve.org/ho/series3/fundingthefuture_reports/returndraingang_pakistan.html

http://www.oppinstitutions.org/bevolutionofsp.htm

http://hopebuilding.pbworks.com/Orangi-Pilot-Project-proves-poor-people-in-slums-can-meet-own-sewage-and-water-needs

 

Photos:

http://farm3.static.flickr.com/2102/2185891084_d4df26c629.jpg

web.mit.edu/…/examples/orangi-pro.html

http://hamaraorangi.ucoz.com/photo/

http://ipsnews.net/pictures/HBW.jpg

 

 

 

 

Schuitema on Twitter

Saturday, June 12th, 2010

 

 

twitter1

Schuitema is now on Twitter!

Check us out at http://twitter.com/SchuitemaGroup for the latest posts on the blog, our programmes in progress and words of wisdom!

Schuitema is also present on the facebook as a page and has a resource of articles, videos and updates for you.

Minding your own Business in a Team

Friday, June 11th, 2010

flamingos-in-flight

The caption above may sound like a joke to team leaders and members alike. After all, a team is all about sharing and exchange. There are no individuals in a team; it’s a cohesive, collective group.  

 

However, minding your own business in a team is crucial for goal achievement too. Affirming the individuality of team members leads to its cohesiveness as a single body that’s far superior than the individuals in it.  

 

Imagine a team of rowers. All of them have been given a set of targets in terms of speed and direction. They have to help steer the boat together as a single team and yet if the boat has to achieve the targets, each rower has to do his bit. Rower A must keep an eye on his own limb movement, timing and speed rather than concentrate on Rower C’s slip ups. Rower C must feel accountable for the slips ups on his/her own part and not blame others for the unique contribution s/he has to make in rowing the boat. This is in essence, minding your own business.

 

Schuitema believes that this ‘minding your own business’ in a team happens when each team member knows exactly what s/he is supposed to do. We call this specifying a team member’s unique set of accountabilities and the collective responsibilities.

 

In an organization likewise, achieving growth and excellence depends on what each member of the organization contributes. In set ups where work flows through a set of people to become results, there is often a sense of helplessness if there are no clear accountabilities and responsibilities. 

 

Accountabilities and Responsibilities:

We define accountability as the unique set of contributions an employee has to make in order to achieve a set of specified goals in a given period of time. The employee is to be rewarded or remonstrated as per these contributions. These contributions are not mutual with anyone else. Responsibilities on the other hand are shared set of tasks that aim towards a specific goal.

 

For instance, when I worked for a commercial bank in Pakistan as a Process Improvement Project Manager at its Service & Quality department, one of my key responsibilities was to facilitate the process improvement teams that were made on a project basis for any particular area of the bank. Once the process was improved the team would present its recommendations and implement them accordingly with the consent of all the concerned departments represented in the team.

 

The teams were formed by the request of Business Unit Heads (senior most management tier of the bank) to the Quality department. This meant that the ownership of the process improvement was with the concerned department all along, my job was to facilitate the improvement.

 

My unique contributions included:  

 

·       All the meetings I conducted to explain the team objectives,

·       Ensure that the meetings were effective, regular, relevant and productive.  

·       Explain the quality tools the team would use to improve the cash management process,

·       The follow ups in each meetings from members regarding their deliverables,

·       Getting the improved process vetted from each department concerned, and

·       Making the final presentation to the senior management

 

My accountability was not to ensure the improvement of the process because I shared this objective with the rest of the team. I was also not responsible for ensuring that team members finished their deliverables within the stipulated time, since that again depended on the team members and others they had to get the work processed from.

 

My boss would be completely aware of what I was uniquely responsible for and would explain his department’s areas of intervention to other departments if they queried. Since I also knew my accountabilities specifically, I would not lose sleep over procrastinating team mates or be anguished about the process not taking the shape it was supposed to.

 

My focus instead was on what I could do in the situation alone. I could improve the trainings on the quality tools, I could send reminder emails to members delaying their deadlines, I could ask the team founder to intervene in case his department was getting sidetracked etc.

 

Because of this structured environment, our department was one of the most productive ones at the bank since all of us knew exactly what we were supposed to do in a given situation. We did not have to wait endlessly for what others were not delivering, we would simply move on to the next level of action that pertained to our job description.   

 

This also helped us to stay motivated since we knew we were doing our best to meet the project objectives. And it also kept our department going despite massive organizational changes.

 

  

 

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