Season's Greetings

Wishing you all the best the season has to offer!

Inertia of Habit

I came across an interesting reading last week which made reference to the “inertia of habit”. Upon brief reflection a few definitions of this concept came to light:

1. A spirit: A habit is not devoid of action. Hence, the inertia is not something that is readily observable – at least not in the short term.
2. A resistance: The more often a habit successfully resists change, the more likely inertia will set in. Failed change not only brings inertia but it also breeds cynicism.
3. An excuse: The more often a habit is used as a reason for not changing; the more difficult it is to engage in possibilities of change, producing blind spots of inertia
4. An institution: A well entrenched habit is one that is accommodating everything around it. To change it changes everything else. The inertia emerges from an inability to cope with too much uncertainty.
5. A value: Values and beliefs produce a lens through which the world is understood and through which habits are formed. To change a habit is oftentimes synonymous to changing a value – something that is oftentimes considered extremely difficult to change – causing inertia.

To summarize my thoughts: changing a habit – whether personal or corporate – is an opportunity to make a habit of changing – and thus eliminating inertia.

With Christmas around the corner it is important to remember those who have very little. If not in the habit of giving – here is an opportunity to change a habit AND a life. In Afghanistan an orphan is a child who has lost his/her father. The tradition of families caring for their family members is so strong here that adoption is virtually unheard of. Visit this website and help an orphan in Afghanistan fight the inertia of poverty: http://www.afghanistan-parsa.org/index.htm

All in a Day

So what is it like to be a consultant in Kabul working on civil service management reform? Quite frankly, it is a unique experience that is extremely difficult to share with anyone who has not visited the country. That is just the way it is. Regardless, I thought I would at least attempt to frame the experiences for you.

My day begins with a scan of security alerts sent by email or text messaging. If all is “normal” there is a quick exchange of agendas between colleagues and off we go across roundabouts, traffic jams and local crowds. What follows is always filled with surprises and the most fantastic situations. At the end of the day, you can always count on one thing: you will learn more from your experiences than your client will learn from you. That is just the way it is.

Here are two of my most recent lessons:

· Waiting to meet a senior executive, I was sitting in an office filled with large sofas. Lounging across from me was a local heavy set man looking at me curiously. He asked me in Dari if melon was fattening. With the help of a translator I explained that fruits were in fact a very healthy food and considered not to cause obesity. He then explained to me that if you ate a melon after a big meal the melon was surely fattening.
Lesson: The impact of a “last straw” can serve to explain many things.

· Yesterday for lunch I was served french fries in my soup and sliced bananas with my meatballs. I quickly released the fries from their misfortune with a spoon and partially submerged them on a flatbed of ketchup. The meatballs were then swiftly slalomed across a hilly terrain of bananas onto a microwavable dish.
Lesson: Finding your comfort level is sometimes a rescue mission.

A Time for Us

I shook Pamela Whalen’s hand this weekend. She and her team led by Mr. John Manley were in Afghanistan to gather information that will help decide Canada's future in Afghanistan. I met Ms Whalen at a reception organized by the Ambassador of Canada, His Excellency Mr. Arif Z. Lalani, who kindly invited my Canadian colleagues and I to a reception to recognize and celebrate the contributions of Canadians to Afghanistan’s Reconstruction and Development.

This event was held at the Serena Hotel in downtown Kabul – the very hotel which on May 29, 2006 was looted by demonstrators in a riot initiated by an accident with a convoy and civilian cars killing and wounding several people. A few of my colleagues were at the Serena at the time. They returned with stories to tell instead of a box of doughnuts. Following this event the Serena Hotel was quick to convert their big store front windows to thick brick walls and we were quick at teaching the guesthouse Afghan cook how to make the doughnuts.

As this and other experiences were exchanged during the course of the evening I noted the remarkable degree of commitment in evidence amongst Canadians in Kabul. I am certain that the Canadian community in Afghanistan appreciated the opportunity to exchange business cards in a land where a passion for reconstruction and development is a story waiting to be told.

The Time of my Life

Returning from an international assignment always leaves me in a state of awe and reflection. The people met and the experiences acquired added to my reservoir of knowledge in a most inconspicuous manner. Strangely, whether in Kabul or in Kigali, the sum of these experiences is always revealed as a parting gift; never before. As soon as the first boarding pass is issued, the last suitcase is checked in and the first stamp is added to my passport, the contents of this gift begin to unravel. Each time I explore the contents of this gift it leaves me inspired, energized and extremely grateful. Here are a few thoughts found under the wrapper:

1. As international consultants, we cannot be successful in what we do unless we first understand that what we know is worthless unless the client feels otherwise. That is all there is to it.
2. We should never confuse our client’s will with that of the donor’s, but neither do we want to ignore who’s will bring about change.
3. International development can be applied in ways that exclude large numbers of people from ever participating or even being aware of what it is. We must never forget to tell.
4. We must remember that promoting development amongst clients is a career not a mission, and that both the client and the career are constantly developing.
5. For some people running out of breath is what brings a sense of accomplishment – international development is made for people like that…

… and I am having the time of my life.

Photo: new housing development in Kabul, 10.08

On Visions

Government of Botswana Vision 2016 (1996)

"By the year 2016, Botswana will be a compassionate and caring nation. Income will be distributed equitably. Poverty will have been eradicated, and there will be an efficient social safety net for those who suffer misfortune. All Batswana will have access to good quality health services, sanitation and nutrition. The negative impact of the AIDS epidemic in Botswana will have been halted and reversed."

Government of the Northwest Territories Vision of the 15th National Assembly (2004)
"Self-reliant individuals and families sharing the rewards and responsibilities of healthy communities and a prosperous and unified Northwest Territories."

Government of East Timor Vision 2020 (2002)
"A prosperous society with sufficient food, shelter, clothing and security for all its people All towns and villages with access to adequate and appropriate roads, transport, electricity and communication All East Timorese to be literate, skilled and participating in the economic, social and political life of the Nation. Increased productivity in all sectors, creating job opportunities for all"


National visions inspire people but they do not map the journey nor do they guarantee an outcome. It is the combination of a vision and the acquired experiences and culture of a people that produce the strength required to translate the vision and show the path. This unique combination of vision and people produce unique results – every time.

This same combination of experience and vision also makes results impossible to replicate elsewhere. In other words, the journey - or practices, tools, priorities, systems - selected by people to achieve X in one organization will not achieve the same X in another. The collective experiences and culture of a people will make their vision grow at a rate and in a manner that reflects that experience.

This means that tailoring a practice may make it fit but it may not necessarily guarantee results typical of this practice. It also means that the framework of organizations and rules built from people’s experiences will greatly influence the growth of a vision and the anticipated results. A vision is a public quest of a very personal kind. They promote inclusive results in a very exclusive manner.

Photo: Kabul Golf Course

The Treasure Chest

Blessed Eid!

September 13th marked the beginning of the holy month of Ramadan in Afghanistan. Ramadan is an Islamic religious observance which begins with the appearance of the new moon during the ninth month of the Islamic calendar, and ends once the full moon returns to the skies. During this time all Afgans begin a fasting ritual which forbids any eating and drinking during daylight hours. To break the fast during Ramadan is considered a sin. The exact beginning and ending of Ramadan is not confirmed until a day or so before it occurs. Likewise, the exact time which marks the beginning and end of the fasting also changes from day to day to reflect the shifting amount of daylight hours. It is a highly religious period driven by the rotation of the moon and the earth.

Eid is a muslim holiday that marks the end of Ramadan. This year it is anticipated to fall on this coming Friday or Saturday. Eid celebrations are very similar to the Christmas celebrations: there is a gift exchange, family feasts, singing, dancing and the traditional religious ceremonies. This week is quite busy in downtown Kabul. People are everywhere shopping for their loved ones, looking for the ingredients that will enhance their local dishes and preparing for the Eid celebrations.

One cannot help but be swept up by the excitement of people scurrying across local shops and bazaars with large plastic bags, bicycles loaded with new clothes, wooden carts filled with local vegetables or with overflowing wheelbarrows carrying a child or two– only if there is space. Even our guesthouse cook, Shafi has been singing, laughing and sharing increasingly more good humoured conversations with local staff, despite his weakened demeanor (…and brought me while I was writing this blog three cornfritters covered with ketchup so that I could do a taste test on his behalf.)

عید شما مبارک:
ایام عید را برای تمام مردم افغانستان از صمیم قلب تبریک میګویم


حلال عید را در کنج ابروی تو میبینم - مبارک باد برتو عید و برمن دیدن رویت



[Eid Mubarak! [Blessed Eid!] to all of Afghanistan! Traditional Afghan Poem: I can see the moon on your eyebrow, The EID should be congratulating for you and by seeing your face it is a form of congratulations of EID directed to me. As translated by Azim Hakimzada]

4th Photo: Urban Afghan on bicycle

3rd Photo: carpets laid on bridge and on banks of Kabul River Oct. 7.07

2nd Photo: Local lady in midday rush Oct. 7.07

1st Photo: Oct. 7.07 Bazaar in downtown Kabul Oct. 7.07

The Roof Top

A little girl skipping rope on a roof top inspired me today. As I was overlooking the houses and buildings from my small seating area on the roof, I noticed her skipping rope amongst the rubbles left on the roof of an adjoining house. I quietly witnessed her cadence and was stricken by the familiarity of her skipping rope. This very same contraption also managed to keep me quite busy in my pre-teens. The skipping rope is in fact quite a remarkable toy. It not only triggers a consistent outcome - that of girls skipping rope - but it also brings a certain amount of enjoyment; which brought me back to my work in Afghanistan

The international development vocabulary sometimes falls short of promoting mutual understanding. Both the legal and medical professions have their dictionary of special terminology. It might be equally of service to introduce an “international development dictionary” to standardize communication and promote understanding across territorial boundaries.

For example, the words “capacity building” appear in almost every document produced by international consultants; every log frame designed by delivering entities; and every terms of reference crafted by international donors. It has been overused, abused and confused for everything that has anything remotely in common with training, growth, progress and improvement. Hence, decoding the term “capacity building” has not only become a project in itself, but it has also broadened the “do to” list to something that includes everything that never ends. There are other words such as modalities, infrastructure, institution, support, commitment, systematic, that can be just as confusing to all involved.

As with the skipping rope, an international development dictionary could promote understanding, standards and applications, and possibly trigger a reliable and consistent set of actions . Both the dictionary and the skipping rope through clarity and simplicity would have similar effects: bring about a consistent set of activities and similar outcomes – across oceans and across cultures. Something to ponder as I end my day on the roof top…

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.

At the Apex of Public Service

Notwithstanding government policies that can shape, raise or lessen nationalism, globalization, or glocalization, civil servants allegiance and loyalty to serve their country with pride in public service remains an unshakeable expectation. While change brought by reforms, modernization and renewals is the norm, there remains a well entrenched overarching set of principles at the apex of public institutions that guide decisions and actions serving a nation’s people. Typically, civil servants are called to understand and respect the rule of law and good governance in public services. Integrity, objectivity, impartiality, trust, respect, quality, office secrecy, equality, professionalism and honesty – are some of the principles and values that are embraced by civil servants, public officers and public servants whether in Canada or abroad.

Some of the most critically acclaimed strengths contributing to the endurance of civil service management principles include:

1. A civil service code of conduct with solid implementation and reporting mechanisms
2. Legislation that enables the application of values (e.g. Human Rights)
3. Institutions with powers to investigate and resolve conflicts pertaining to value-based legislation
4. Institution of government specializing in ethics and anti-corruption
5. Institution of government responsible for conducting performance and financial audits reporting directly to the legislative branch of government
6. Ad-hoc and permanent institutions of government with investigatory powers reporting directly to the legislative branch of government
7. Decentralized accountability frameworks and performance measurement systems that produce public reports containing the right information, at the right time and in the right format.
8. Reward and recognition systems that celebrate exemplary performance in public service.

Photo: Rock of Gibraltar, UK, June, 2006

Fearless Inspiration

Fear of change, fear of failure or fear of loosing a job can immobilize us; reduce productivity, innovation and the quality of our relationships. Fear is part of life but it can be managed in the workplace to reduce its impact. Here is fuel for thought:

· Seek information and clarity from credible sources to reduce uncertainty
· Examine fears from other’s perspective to understand the emotional interplay
· Encourage dialogue to help reflect and deflect issues
· Identify root causes of fear with daily journaling
· Find strength by establishing trusting relationships
· Promote confidentiality but minimize secrecy
· Resist filling information gaps with speculations
· Practice a healthy lifestyle - faithfully
· Value feedback and practice laughter
· Help others manage their fear and learn from it
· Empower people to find solutions to bring control and comfort

I found several of these to be quite powerful.

Photos: Construction workers in Kampala, Uganda 12.06

A Daily Regimen of Vitamins

Organizations require a high quality, simple, low cost daily regimen of vitamins to inject stamina and sparkle throughout. Here is a recommended cocktail to be administered daily by leaders:

Vitamin A: Acknowledge good work. Always be on the lookout for the person with the behaviour that will boost performance and improve morale if repeated frequently. Although performance appraisals and reward ceremonies serve organizations well, feedback is always most effective when provided immediately following a praiseworthy performance.

Vitamin B: Bare it. Good governance calls for transparency. Take time in the day to uncover information that will help someone better understand a business decision. This will help people curb their cravings for rumours while sharpening their appetite for authenticity.

Vitamin C: Communicate. Central to a healthy organization is communication: a two-way vertical and horizontal dialogue that creates role models driven by the dictum "Don't trust us, track us." Doing something daily that motivates people to communicate with honesty and follow through will build trusting relationships and yield positive results for the organization.

Vitamin D: Develop. Cultivating a capacity for sustainability allows us to persist and improve – especially during periods of great change. Seizing opportunities throughout the day to share know-how and experience with employees, clients and stakeholders will sow seeds of confidence, innovation and strength.

Vitamin E : Evaluate. At least once a day, ask why. It provides an opportunity for introspection, assessment and ultimately incites change for improved performance.

Photo: Shopkeeper of dry goods in Afghanistan 2005

To Conceive a Vision

Before returning to Canada, I visited the city of Dubai in the United Arab Emirates located on the Persian Gulf. I had often overnighted in this city on my way to other destinations but this time my flight connections were several days apart, allowing me to explore life beyond the window of my hotel room.

I was amazed by the growth in Dubai. The master minds behind this city's architectural prowess, the Jebel Ali Free Zone (Jafza), and the growing tourism industry have worked in harmony to produce one of the world’s fastest growing cities. Emerging as a municipality that thinks like a nation and a monument that belongs to the world, the city of Dubai features more than 120 nationalities (1 in 4 being a national resident) and holds between 15% and 25% of the world’s cranes. Imagine achieving a vision with such diversification and prosperity.

In very little time I found myself secretly deliberating the power of a vision. I remembered a dear friend of mine from the US telling me repeatedly: “Conceive, believe and you will achieve.” To work, a good vision should be born from ideas that will facilitate belief and achievement – namely, a mixture of these principal ingredients:

• A tabula rasa that minces preconceived notions, groupthink, quid pro quos and conflicts to a pulp;
• A seductive courage where ideas are allowed to escape from comfort zones while barriers are reduced to dust;
• A level of engagement and commitment that bounds the unlikely, releases the detached and celebrates the heroes;
• A learning gateway that sparks dialogue, channels thought and opens the mind to new possibilities.

Photo 1: Wooden boat sitting at a pier in downtown Dubai, UAE, May 21, 2007.

A Simple Climb

Leaders responsible for the management of a civil service reform must bring about the ideal combination of makeup, order and pace of change to create a confidence level that will lead to desired results. Taking the time to build the stamina for change and reduce the amount of effort required to make the change is critical to a successful reform. I was again reminded of this while in Bali, Indonesia. Here is my story.

Early last Wednesday I climbed Mount Batur on the island of Bali, a volcano still smoldering at its peak, with pools of hot water and dangerous crevices. The trek uphill began at 3:00 am, synchronizing arrival time to the top with the onset of the day’s sunrise. A successful climb at a good steady pace takes a little more than an hour and a half. The climb requires a good grip on rocks and branches to move upward; a steady foothold on volcanic ashes and pebbles to prevent a backward drop and a watchful eye on the faint glimmer of light spewing from the small flashlight that guides the path.

Midway up the hill and to my astonishment, a shadow glided its way passed us. It was crowned by a tall woven basket, assisted by a long walking stick and followed by the clacking sound of flip flop sandals. I could feel my jaw drop on the volcanic floor of that mountain. Squinting across the darkness I recognized the figure of a woman. Here I was with the latest design in hiking boots and sportswear featuring waterproof breathable fabric with glow in the dark designs, carrying bottled springwater and panting like my dog in the middle of a thunderstorm, while with the simplest attire, this elegant Balinese woman had achieved a level of efficacy that left me motionless. I watched in complete admiration as the darkness melted her away.

When we arrived at the small cabin at the top of Mount Batur the Balinese woman had emptied her basket of cold drinks, eggs, bread and the like, had started a fire, made the coffee and was ready to greet her guests, as she did every day. I had sweat at my brow, a growling stomach, a face flushed from the strain and legs that were muttering unfamiliar crackles at the joints. Having reached a superbly tailored level of fitness she had teased her climb to a fine art; mastered the walking stick so as to relieve the pressure on her legs and balance her body weight; and developed an enchanting stride that connected with Mount Batur in a way that made it difficult to discern the lady from the mountain.

There are parallels between this experience and civil service reforms from which two important messages emerge:

1. Practice not only makes perfect but it also makes it easier.
2. Simplicity breeds great achievements.

Transforming years of standards, values, customs, routines and conventions into something new that produces high performing practices is a great challenge that governments undertake continuously. Consciously building capacity to reduce the amount of effort required to make the next change should be a built in requirement to any reform. Leaders should strive to simplify change and build stamina for future changes - at every opportunity.

Photo 1: View from Mnt Batur Volcano at sunrise 1,717 metres above sea level
Photo 2: Our Host: The Balinese Woman

A Tribute to Asians

The month of May is Asian Heritage Month in Canada. It provides an opportunity to celebrate the rich history of Asian Canadians.

This entry is to acknowledge the cultural contributions of these people while sitting in front of my lap top in a quaint little restaurant overlooking the Badung Straight. Marveling at the shaded Penida Island anchoring the horizon I can see why the Balinese strongly believe in magic and the power of spirits. Their culture has grown from a mixture of long standing traditions, Hinduism, the Dutch who colonised the island and the development and modernization that has taken place since Indonesia’s independence in 1949.

Having been here only two days, I can hardly give the region the amount of descriptive admiration it deserves. Even so, I was fortunate enough to meet three young boys playing near a beach bordering the village of Candidasa, whose exuberance for the art of kite flying carried a glow that skated all the way to Canada – and captured quite well what words could never achieve.

Happy Asian Heritage Month!

Photo: Candidasa Beach, May 14, 2007

Mindful Resourcing

Resourcing is a fascinating concept.

Having enough of what is needed to do something is critical to achieving goals- whether it be a government goal or your own. All resources are consumable given sufficient time. Resource consumption could be charted as demonstrated here. To chart the y axis at 0 and the x axis at 0 = inactivity.

Some resources are renewable while others are not. It depends on the properties making up the resource and the way resources are managed by people and the environment. What is renewable may not necessarily resurface in the same form and what is none renewable is often the target of innovation – probably more out of necessity than economy.

The management of resources is critical to our ability to bring longevity and prosperity to this world. Here are a few suggestions on how we can contribute to this management:

CODE is a Canadian charitable organization that has been promoting education and literacy in the developing world for more than 40 years. It provides a handbook with both policy and practical information for donors and recipients of book donation projects. It is intended as an educational and training tool for those interested in such endeavour.

Ottawa Area Grandmother Group created from the Stephen Lewis Foundation’s Grandmothers to Grandmothers Campaign is having Spring Garden Tour and Plant Sale Saturday May 12, 2007 between 1:00 and 4:00 at 25 Inuvik Cr., Kanata to raise funds for African grandmothers raising grandchildren who have lost their parents to AIDS.

Sole Responsibility is a non-profit organization formed by a group of runners in Ottawa who want to donate gently used running and walking shoes of all shapes and sizes overseas to refugees in Africa. From now until May 31, bring your running or walking shoes and a twoonie (for shipping costs) to the following drop off sites in Ottawa:
All Bridgehead Coffeehouses Bushtukah -203 Richmond Road
Mountain Equipment Co-op - 366 Richmond Road
CBC Building – 181 Queen Street
Motionware – Hazendean Mall

A Spirit of Community

April 28 was the last Saturday of the month. In Rwanda the last Saturday of each month brings the Umuganda - a national communal labour system which has grown into a Rwandan tradition. On that day, everyone in Rwanda is expected to participate in community work.

From early in the morning till about noon no one is allowed to drive their vehicles and businesses are expected to stay closed. Police scan the streets to make sure everyone contributes to the country’s Umuganda. Citizens are given a card to be signed by the authorities to indicate their participation. For the most part, there are no sanctions imposed for absences – the community spirit and the comfort of being part of a larger team appears to be sufficient.

So, people bring their tools and do their share. They sweep the streets, cut the grass, plant the trees or repair the roads. Throughout Rwanda groups of people meet to do their community work. It is said that this practice promotes unity, pride, development and nationalism. On March 1st, residents of Nyankenke Sector in Gicumbi District have even converted their Thursday afternoons dedicated to their recently completed Gacaca

[1] (pronounced Ga-cha-cha) proceedings, into a Umuganda aimed at building shelters for Genocide survivors.[2]

But it’s not all about doing the work. Tuesday May 1st is International Labour Day; a day to celebrate the social and economic achievements of the working class and labor movement. In Rwanda, national celebrations will be held at the Amahoro Stadium[3] in Kigali. It begins at 8:00 o’clock with the arrival of the population and ends at noon with the presentation of certificates and speeches. Everybody is invited to this event. All national celebrations are well attended.

Rwandans value community involvement. It seeds new relationships, ideas and opportunities – concepts that are well understood by the agrarian society. This cultural mindset is well summarized in the country's national motto:

UBUMWE-UMURIMO-GUKUNDA IGIHUGU
Unity, Labour and Patriotism




[1] A form of volunteer based community justice system inspired by tradition to accelerate the adjudication of crimes against humanity arising from the Genocide.
[2] The Times News, Kigali, March 5, 2007.
[3] According to LGen Roméo Dallaire this Stadium held over 12,000 people under his protection during the Genocide.

Photo: Farmland just outside of Kigali, Rwanda. 11.06

Organizational Appetite

According to Webster’s Dictionary the word appetite refers to an inherent craving. We use it mostly to refer to a person’s desire for food but it is can also apply to an organization’s desire for change. Here are a few tasteful parallels about the food we eat and the changes organizations absorb.

.....As in the case of our own appetite for food, an appetite which is too big or too small can result in an unhealthy state or a slow and painful demise.

.....As with the grade of the food we eat, the higher the quality of input, the better the performance.

....As with the taste of the food we eat, the more satisfying the experience, the easier it is to bring others.

...As with the quality of prepared foods we eat, the more it is preprocessed, the higher the risk of crippling absorption.

....As with the timespan for food production, a faster completion cycle does not necessarily contribute to long term sustainability.

....As with the energy in the food we eat, without proper management, the likelihood of energies linking to desired results is next to nil, while the chances of unexpended energies appearing in unwanted places swell

up. Î

Happy Earth Day!

Picture: Shopping mom in Butare, Rwanda 04.04.07

More Rules - or not

Ivan Illich, an Austrian philosopher explains in his work Vernacular Values how society disabled the average person with the emergence of the profession. He argued that in the beginning, people did most on their own, from learning their language to giving birth. Results may have varied but people’s autonomy, empowerment and control saw their best moments.

Principles of quality control, integrity and the protection of individual rights are modern day contributors to the professional specializations. The work performed by about 20 per cent of Canadian professionals has been permanently anchored in a sea of rules.[1] The regulatory framework for professions such as nurses, veterinarian, teachers, electrician, plumber, physiotherapist, medical doctor, engineer including lawyers who write the rules has greatly contributed to the makings of the Canadian workforce, career choices, and human resources practices.

Similarly, legislative policy instruments have a fundamental impact on the way the civil service is organized, controlled and allowed to progress. Since legislation is central to civil service reforms it is absolutely critical that mindful consideration be given to the process, content and long term impact created by proposed changes.

Several elements of a legislative policy instrument are critical to producing desired results. Of importance are:

1. vision led: the rule is clearly linked with the achievement of broader long term outcomes;
2. value rich: the rule is based on values that inspire the implementers to make the change and those affected to support the change;
3. delegation: the framework for decision-makers and decision-making processes relating to interpretation and application of the rule is built to promote the desired change;
4. integration: there is harmony between the rule and what isn’t changed;
5. sustainability: there is sufficient absorption capacity to make the change proposed by the rule;
6. affordability: the cost without rules outweighs the cost with rules plus the cost to make the change proposed by the rule.

[1] Canadian Information Centre for International Credentials , Fact Sheet no. 2 http://www.cicic.ca/en/page.aspx?sortcode=2.17.20#2

Picture: Vientiane, Laos, 2005

A Commemoration

Kigali, April 8, 2007

This week marks the 13th genocide anniversary in Rwanda. Rwandans everywhere in the world commemorate a week of mourning for the victims of the 1994 Genocide. The theme for this year is “Taking Care of Survivors and Fighting for Justice.” This commemoration brings activities planned by the government and several marches displaying banners with the words “Never Again” in Kinyarwanda. Remembering together is comforting and comfort is at the arch of each step forward.

Yesterday I took a very long walk in the city of Kigali. I saw many children. At the top of the list was a fretful toddler sitting on a small rock while the oldest sister poured water over his head with one hand while busily washing him with the other. Preschoolers greeted me with hugs and hand shakes as they crossed my path on the reddish lock stone sidewalks. I saw clothes lay to dry on rocks and cement fences, and several Atraco taxi minibuses filled with people who I am sure appreciate a break from walking long distances on the hilly terrain of Kigali.

Good government, community and business development, sports, dance, arts and crafts, the hands of time and the smiles on people’s faces have all contributed to the healing and the national accomplishments that have gained worldwide recognition. Through it all, these ingredients are but a small visible slice of a formula that created a passion for growth in a nation that had almost disappeared.

Joyeuses Pâques! Happy Easter!

Diane S. Bégin, Kigali, Rwanda

Drape it for Good

Formulas for sustainability provide a window to progress. Here is one draped in a venn diagram:

Ownership: Characterized by stakeholder consultations, bottom up participation, leadership engagement, partnerships, good governance, and pride.

Incentive: Characterized by a pressing need for change, reward and recognition, performance based reward systems, institutionalized reinforcement, empowerment, performance indicators, and value.

Competency: Characterized by multi level change competencies, technical training needs analysis and just-in-time training, blended learning, active lfeedback, lessons learned, and confidence.

To Work your Plan (Play)

It is easy to understand how important the application of project management skills has become to the international development community. Donors, international development firms, consultants and their client governments are constantly looking for better ways of managing projects to achieve results. Here are a few interesting points picked up from recent experiences:

1. Although a project might have the most sophisticated project management approaches, it takes time and persistence to build momentum – especially where resources, leadership and co-ordination is at a premium. Hence, projects should plan for time to build momentum and engagement even though very few if any project results or milestones are reached. It takes time to build a common set of ideas and vision for a reform. Sometimes it is more important to show persistence than results, even if it does look like inertia at times.

2. Small wins create momentum. When “bigger picture” results described in project sheets appear out of reach, creating small wins is a tangible way forward. These can include early positive feedback from stakeholders, or the discovery of new possibilities, the resolution of a difficult challenge or early steps that demonstrate engagement to build the required change. Continuous small wins such as these can create remarkable momentum for change.

To my neighbourhood’s football (soccer) players, small wins and persistence were unshakable concepts of great significance. Their play tells the story.

Un bouquet pour maman

Lorsque j’étais petite fille je passais des grandes secousses à poursuivre des activités qui me plaisaient beaucoup mais qui causaient souvent des ennuis à ma mère – comme insister qu’elle me donne la permission pour quelque chose qui était hors de la question, agacer ma sœur, courir après mon frère ou veiller tard.

Ma mère me disait toujours: ‘Diane tu n’as pas de borne!’ Ma mère n’est plus sur cette terre mais ses mots résonnent encore dans ma tête. Garder l’équilibre dans tout ce qu’on fait est important et elle m’en rappelle chaque jour.

Demain marquera 10 ans depuis qu’elle est partie et je veux dédier cette journée à sa douce mémoire. Demain, je porterai dans mon cœur un bouquet de baisers pour maman.

Pent-up Priorities

Leaders and their teams are faced daily with tough choices. Setting priorities and staying the course is extremely difficult, especially in developing countries where the risks, the uncertainties and the fragility of the systems of government are so high. Being a big fan of brevity and simplicity the pentagon was borrowed to produce a light representation of the relationship between priorities and key elements of civil service management.

A = Everything is a priority
B = Desired results
C = Performance indicators
D = Employees
E = Leadership

A + B = Under achievement
A + C = Information overflow
A + D = Employee burnout
A + E = Leadership turnover

B + C = Dashboard
B + D = Alignment
B + E = Vision

C + D = Performance management
C + E = Accountability management

D + E = Team

A Line of Sight

Each of us should live within our personal set of values and beliefs. Doing so facilitates achievement. Organizational structures are characterized by our values and beliefs. Careful selection, promotion and application of a set of organizational values can also facilitate the manifestation of desired results. Translating those values into policies, strategic and operational objectives, individual competencies and management decisions takes great commitment and discipline. This is referred to as alignment.

Whilst the intent of a Civil Service Reform (CSR) is to bring about progress – make things better - it must align with the greater purpose and reflect the values and beliefs of priority to the people to be successful. For example, the objectives of the Public Service for 21st Century Programme (PS21) in Singapore are: to nurture an attitude of service excellence, and to foster an environment which welcomes change. This vision presents values and beliefs that should be apparent throughout the reform agenda. Giving little attention to these values can bring about serious disconnects and affect the launch and engagement of key parts of a reform.

Clearly mapping values and beliefs of a nationally shared vision to CSR strategies and projects brings congruency and alignment. The bottom line in measuring the success of alignment is the degree to which the CSR brings people together to work on the things about which they care about most. The line of sight between what they are doing and what they care about becomes crystal clear and brings purpose. Alignment will help build commitment and synergy among top managers in the service – an important pre-requisite to any reform.

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Picture: Mom selling bananas with baby near roadside on way to Kampala, Uganda

Museums and Memorials

This blog entry is dedicated to the museums and memorials of Rwanda. I recently visited the Kigali Genocide Memorial Center in Kigali and the Rwanda National Museum in Butare with my colleagues. One provided a cultural, geographic, historical, political and economic account of the country while the other provided a sobering portrayal of a society gone wrong.

The National Museum displayed an introductory panel stating that 25% of the world’s surface is fit for human habitation of which 4.3% is in Africa. At the Memorial in Kigali we were welcomed by a guide who explained that the site held 256,000 people buried in graves 4 metres deep – enough depth to stack 4 coffins, each carrying 4 to 5 bodies. We were stimulated intellectually and emotionally by those visits. In very different ways, they served to strengthen our understanding and admiration of this country's vision of the future.

I thank you Rwanda for allowing us to better understand you through your excellent museums and memorials. Even my little Rwandan friend from Butare has his thumb up in agreement...

Next on deck: Back to Civil Service Reform with a thought on strategic goals.

Risking a Break

I was given an impossible task this week: "Il faut le casser sans le briser". Sometimes the degree of change required to implement a reform reaches so deep into the bowels of an organization that breaking without damaging seems like the simplest way to describe what needs to be done.

Being involved in a government reform in a developing country is somewhat like building a house of cards: it is a slow process where each step brings more weight to a fragile base and a new vulnerability.

According to the United Nations Development Programme there are very few examples, in developing countries where objectives of a reform have been met and sustained.[1] Reforms are high risk ventures and understanding the risks circling a reform reduces vulnerabilities. Due diligence is fundamental to the survival of risk-based ventures – and reforms are definitely a member of that family.

A risk is a possibility that something will occur. Processes for identifying, calculating, prioritizing and mitigating risks abound. Here are a few useful sites:

Nonprofit Risk Management Centre

University of Alberta

The Risk Management Guide

ALARM The National Forum for Risk Management in the Public Sector

Treasury Board of Canada Risk Management

The Institute of Risk Management

[1] Public Administration Reform Practice Note p.19 http://www.undp.org/policy/practicenotes.htm

Civil Service Reform

My arrival in Rwanda was as previous visits except this time the customs officer mentioned something about my becoming a Rwandese. I suppose my passport tells a story.

Progress was made in Rwanda since my departure in December last year. The construction of the new US Embassy’s main building is well into its third floor, the equipment at the nearby fitness club has been repaired, the walls at MIFOTRA have been newly painted and my favorite restaurant has grown a third of its original size to accommodate the new customers and prices.

Change is a good thing in Rwanda. Civil service reform is also about change, perhaps not so visible. There is no need for cranes, paint, new flooring or rare mechanical devices. Government reforms – those that bring new ways of managing a civil service – often owe their success to variables that are not so obvious to the eye. Those sited are:

Degree of risk
Alignment with strategic and operational goals
Competing priorities
Project management capacity
Sustainability
Compliance with rules
Organizational appetite
Commitment to innovation and learning
Leadership engagement
Benefits and rewards
Supporting research
Organizational and cultural fit
Available funds
Competencies
Return on investment
Performance measurement system
Potential partners and alliances
Communication

We will discuss these variables in the upcoming blogs. In the meantime, to find out more about Civil Service Reform visit:

Governance and Social Resource Development Resource Centre, DFID
The World Bank

Introduction to Rwanda

After having spent two full months in Canada, I am preparing for my 5th work assignment in Rwanda to provide support with several reform projects in HR. Bags are packed and travel details confirmed. I should find myself in Amsterdam on the 15th and at work in the capital city of Kigali by the 16th.

Rwanda is a landlocked developing country in central Africa east of the Central Democratic Republic of Congo, south of Uganda, west of Tanzania and north of Burundi. With a surface area of 26,338 sq km Rwanda is about half the size of Nova Scotia (Canada’s second smallest province) which sits at 55,490 sq km. The population in Rwanda is 7.8 M about 7 times greater than in Nova Scotia.

Rwanda is recovering from a civil war and genocide in which at least 800,000 people were killed, leaving 95,000 children orphaned. The country is now working to rebuild its economic and social infrastructure.

To read more about Rwanda visit:

http://www.gov.rw/
http://www.acdi-cida.gc.ca/rwanda-e
http://www.unrwanda.org/
http://www.rwandagateway.org/article.php3?id_article=127
http://www.unicef.org/infobycountry/rwanda_genocide.html

Welcome to HRSB Concepts Inc

HRSB Concepts is a firm created from the hopes and dreams of civil servants who work for the betterment of society. We are graced by the contributions of people who through commitment and fortitude bring about lasting change in the management of their civil service.

This blog will keep you informed of the latest developments about us.