Rules of Engagement

I was recently reminded by a colleague of the innate need in every human being to build familiarity and order in their environment. Rules, processes, guidelines and even the shape of our toothbrush contribute to building familiarity and order. These norms and standards create the terms of engagement that build stability between individuals and the world around them. Put simply, these expectations are a product of accumulated experiences acquired by individuals, bottled over time and served daily. People like you and I continuously refer to these terms of engagement to facilitate our daily need for sustenance as well as our longer term need for growth, achievement and self-actualization.

Every society has a distinct set of terms of engagement. For example, in some countries it is quite atypical to see price tags on goods. Buyers and sellers are simply expected to negotiate a price. Similarly, a public officer offering improved government services for personal gain may be quite normal to individuals in a society whose population is competing for the basic necessities of life; however, it can also be considered a serious disgrace by individuals living in a society with a well developed social infrastructure. Hence, definitions of values such as fairness, equity, integrity and transparency are influenced by these terms of engagement.

In Afghanistan, the Constitution states in Article Three Ch. 1, Art. 3 the following: “In Afghanistan, no law can be contrary to the beliefs and provisions of the sacred religion of Islam.” Religious beliefs in Afghanistan are embedded in the daily lives of Afghans as well as in the content of the laws and rules governing their country. Understanding this distinction builds an appreciation of the terms of engagement in place between individuals and their society, the framework within which individuals interact with each other and their society - and within which development should occur. It also provides insight on the definition and application of values guiding Afghanistan laws and the law making process.

Things are rarely as they appear to be at first sight. It is therefore encouraging that humans seek familiarity and order in their environment – regardless of where they are. It transforms unrest and uncertainty into understanding and respect.

Photo: Kabul, Afghanistan September 24, 2007

Acculturizing the Merit Principle

A consistent requirement of a human resources management program in a developing country continues to be the institutionalization of the merit based principle. The merit based principle simply refers to processes that take into account the skills, knowledge and abilities of individuals to build organizational capacity. Introducing merit based principles is often a very difficult undertaking because it clashes with the cultural values and beliefs of a people; it calls for significant changes to existing human resources practices and it builds accountability where none existed.

Following the aftermath of 9.11, it was almost impossible to draw a line around the Afghanistan civil service. Consequently, the merit based principle was introduced by the international community in 2003 as a means of defining the number of positions required by the civil service to meet government commitments. It also served to build capacity by filling those positions with qualified people. Through the years, this work has not only established a continuous process of improvement for the Government of Afghanistan but it has also challenged cultural beliefs – something that persists to this day.

Unsurprisingly, the merit based principle in a country such as Afghanistan distorts and colours the lenses through which a people have relied upon to understand the world. A competitive process may seem perfectly normal and rationale to an individual from Sudbury, Ontario but there is a good chance that it might be seen as hugely “over the top” for someone from Jalalabad, Nangarhar.

Regardless, it is important to note that it is not the change in cultural norms that spurs on development in a country, but rather the debate that ensues about whether foreign values and beliefs are reasonable, logical and valuable to a people. The results it creates bring a unique solution to a unique environment as well as a visible pride of ownership. Acculturization is a process worthy of documentation and measurement. It is also a source of “best practices” and innovation not to be underestimated.

A Room with a View

With the summer season in its final chapter I look forward to resuming weekly blogging activities. There is no shortage of reform activities, challenges and reflections as I settle into my room in the city of Kabul.

The Islamic Republic of Afghanistan is home for approximately 26 million people. It is a post-conflict and landlocked country located between Asia and the Middle East and one of the poorest in the world. Its links to terrorism, illegal drugs and regional militias brings it at the centre of media attention as well as foreign policies produced by developed countries.

Public administrative reform, although at the apex of my work is seldom a priority emanating from the electorate -whether in Afghanistan or Canada. A need for administrative reform is more likely prompted by the political masters who see it as a solution to performance gaps between what are and what should be the results achieved by government. The reform work calling for progress and improvement in Afghanistan is fuelled by a cornucopia of agreements between the donor community and the government. It is an international partnership endeavour bringing a diversity of solutions from a host of cultures and disciplines from around the world. It is indeed a fascinating process to witness and participate.

The upcoming weeks will feature entries about the process of reform in public administration and its close sister: civil service management as seen from my small room with a view.