Ministry
|
Stop Doing
[Do less of (-)]
|
Start Doing
[Do more of (+)]
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Continue Doing
[No change]
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Indicators of Progress
for the Ministry
|
Impact on other
Government spendings
|
Family Development
(sometimes managed as
youth / tribal development)
PERSISTENT ISSUE:
- Growth of the core
family unit (husband,
wife and children) to
create a key safety net
at every level.
SYSTEMIC VISION:
Quality of collaboration
rather than controls exerted
by couples on each other.
|
ACTIONS BY:
GOVERNMENT:
- Food Baskets / Youth /
Education / Farmers'
Funds
- Leading citizens to
believe that it is the
corporate responsibility
of the government to
take care of the children
of one's personal family.
This risks keeping
citizens in perpetual
child-/youth-like
behaviours (one does
not grow up: [30 = 13,
40 = 14, 50 = 15, 60=16]
(the legal adult age for
many countries in the
world). This could also
encourage families to
bear children without
parents assuming any
controls on one's actions.
CITIZENS:
- Encouraging young
persons to believe that
should they bear
children, their parents
(grandparents' of the
child) would assume
responsibility for the
(physical, mental,
emotional) development
of their (grand-)children
whilst they 'hit towns and
cities' for sources of
income.
- Families and in particular
women believing that
should they bear a child
(particularly out of
wedlock), that their
needs in turn will be
provided for either by
the child's father, the
extended family or even
the state.
- Assuming when parents
'spend money'on their
children, this serves as a
means of exerting
control (physical
intimacy) on the child's
behaviour and on the
other hand, an access to
the means / wealth of
their partner's families.
Same applies for
husbands on their wife
and vice-versa (easy
way out!).
PRIVATE SECTOR:
-
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ACTIONS BY:
GOVERNMENT:
-
CITIZENS:
- Support building of dual
parent-child relations rather
than single-headed
households to build a strong
"net" within the core (rather
than the extended) family.
- Extended family to ensure
biological parents rather than
extended family members
bring up the children
otherwise benefits from all of
the above is lost on the
growing teenager (where
feelings of belief in self is
nurtured rather than fear of
others). This should not be
subserve the needs of the
families to protect their
properties and wealth from
other families. Extended
families to encourage young
couple to learn to 'stand on
their feet' and grow their own
wealth rather than depend on
the wealth of others.
- Encouraging young to work
for the families' (rather than
the self's) keep.
- Encourage stories of couples
in success rather than
failures. The voice of 'the
parent' to subserve the 'voice
of the couple'.
PRIVATE SECTOR:
-
SOCIAL-SUPPORT SYSTEMS:
- Support building of parent-
teenager relations (including
parenting teenage
accountability and
responsibility without
imposing punishment).
- Support building of
relationship between couple,
particularly the emotional
intimacy between the male
and femal persons. See
more below on the segment
on 'NACA'.
|
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See declining need for
funding of:
- Youth empowerment
programmes
- Alcohol levey
- Constitution sports
leagues
|
See declining need for
funding of:
- Policing systems
- Tribal systems
- Destitution programmes
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National AIDs Coordination
Agency (NACA)
PERSISTENT ISSUE:
- Wipeout of the HIV/AIDs
infections
SYSTEMIC VISION:
Quality of collaboration
rather than controls exerted
by couples on each other.
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ACTIONS BY:
GOVERNMENT:
- Education programmes
on HIV as extensive as
they are today.
Programmes could
become more selective
and targetted.
- Need for male
circumcision.
- Need for male and
female condoms.
CITIZENS:
- Need for mothers to
'control' or wield a heavy
hand of authority on
their sons. Sons in turn
wield the same heavy
hand on their (young)
spouse in turn creating
the next generation of
women when they
become mothers
themselves, they learn to
'take over the baton' and
wield it on their sons who
are growing up. It is a
never-ending cycle that
viciously destroys all
semblance of the core
family unit (the father,
mother (as partners) and
their direct children).
This cycle is symbolic or
remnants of stories of
the 'Shaka-Zulus' and
spells the entrenching of
structures that build
allegiances between & /
or within tribes and
eventually huge empires
that strive to strike terror
/ induces fear in others
as a means of protecting
/ sustaining one's way of
life (remove the enemy
or 'he will rise up against
you' - ubiquitiously
expressed as the
'African culture') -
Preserver of the self /
survival of the fittest!
Increased fear of
others. Reduced belief
in the self and others.
Hatred for and seeking
revenge against others.
These ideas counter
(anti-thesis) notions
such as shared vision,
team learning, personal
mastery, mental models
and systemic thinking.
- The voice of 'the parent'
(authority, teacher)
within us. To increase
rather, the voice of the
couple (as partners
particularly with the
opposite gender and is
not one's blood relation
as such a relation is the
hardest to develop)
within us. The latter is
harder to do. The
former is an 'easy way
out'!
- Encouraging women to
"be the heads" (of
anything) - "if the man
can do it, the woman can
do it too" cliches or that
a woman particularly the
mother wields 'her
power' or need to
overcome others
through exerting the
'physical strength' of her
son.Downplaying any
particular gender as 'the
head of the household'
(this is the voice of the
mother of the son
speaking, through whom
she exerts her control on
other families).
- Assuming when parents
'spend money'on their
children, this serves as a
means of exerting
control (physical
intimacy) on the child's
behaviour and on the
other hand, an access to
the means / wealth of
their partner's families.
Same applies for
husbands on their wife
and vice-versa (easy
way out!).
- Families and in particular
women believing that
should they bear a child
(particularly out of
wedlock), that their
needs in turn will be
provided for either by
the child's father, the
extended family or even
the state.
- Encouraging the alpha-
male (all consuming
male-centred) behaviour.
- Discouraging couples
behaving emotional
intimacy (of course
limiting overt sexual)
intimacy) in public. Not
discouraging the act
becomes a more sign of
matured outlook on
couple behaviour.
PRIVATE SECTOR:
- Encouraging sexual
overtones in interactions
over the public space
either in public or
privately or for
commercial reasons (to
hype up business or
media activities).
|
ACTIONS BY:
GOVERNMENT:
-
CITIZENS:
- Support the building of
relations between couple.
The couple learns what it
takes to build emotional
rather than physical or
material or sexual intimacy.
- Elders leading by example.
Elders to focus on leading
their own successful married
lives themselves (till death do
us part) if they are to help set
examples for their children
rather than believe in talking
'at them' about what are
'correct' behaviours.
- Extended family to ensure
biological parents rather than
extended family members
bring up the children
otherwise benefits from all of
the above is lost on the
growing teenager. This
should not be subserve the
needs of the families to
protect their properties and
wealth from other families.
Extended families to
encourage young couple to
learn to 'stand on their feet'
and grow their own wealth
rather than depend on the
wealth of others.
- Encouraging young to work
for the families' (rather than
the self's) keep.
- Encourage stories of couples
who are successful in
developing their relationship
rather than stories of failures
(in the media).
- The voice of 'the parent' to
subserve the 'voice of the
couple'.
PRIVATE SECTOR:
-
SOCIAL SUPPORT SYSTEMS:
- Use of media (auditory and
visual) to dispel myths
genders have about each
other and to encourage
populace to trace the origins
of the myths.
- Share stories nation-wide to
learn from couples who have
made it successful at staying
married. Be subtle with the
strategy. No loudhailing.
- Support building of
relationship between couple,
particularly the emotional
intimacy between the male
and femal persons.
For ways men and women may
build relations with each other:
click here.
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See declining need for
funding of:
- ARVs
- National / district-level
counter measures for
HIV/AIDs
|
See declining need for
funding of:
- Investments in HIV/AIDs
counter-measures in the
public-sector
organizations
- Land / utility
infrastructure usage and
servicing needs per
person (as citizens learn
to share households,
utilities)
See increasing need for
secular (as opposed to
religious / traditional)
support for building
relations between:
- Couples
- Parents and children
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Labour
PERSISTENT ISSUE:
- Level of disputes
between labour and
management in the
private sector
SYSTEMIC VISION:
Quality of collaboration
rather than controls exerted
by management and staff
on each other.
|
ACTIONS BY:
GOVERNMENT:
- Dispute resolution
CITIZENS:
PRIVATE SECTOR:
- For markets to grow,
locals to overcome levels
of mistrust it holds for
foreigners (in the
grocery, construction
and textile industries) –
To do so, locals also
learn to appreciate the
(differences) in the ways
of seeing and thinking by
the foreigners.
|
ACTIONS BY:
GOVERNMENT:
- Fostering ways labour and
management sees challenges
and the opportunities
systemically so as to "grow
the economy", the less the
department needs to be in
fire-fighting mode to resolve
labour disputes.
- Help labour appreciate
"Where does their salary
come from?": That "Salary <>
Revenue" but "Salary =
Revenue - Cost"
- Foster systemic development
of industries - encourage
industries to appreciate the
upstream and downstream
applications of their industry.
- Encourage protection of
greens (that increases rainfall
and reduces aridness) in the
region and development of
raw materials, making the
local economy increasingly
productive.
CITIZENS:
PRIVATE SECTOR:
- Locals grow to become
investors (FDIs) of other
countries.
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|
See declining need for
funding of:
- Labour dispute
resolution units
|
See declining need for
funding of:
- Industrial Relations
Court and related arms
of the judicial systems
including those in the
private sector
See inclining need for
funding of:
- Step 1: Systemic
greening of the country
- Step 2: Production of
raw materials within the
country
- Step 3: Discussions by
private sector on
systemic growth of
industries
|
Labour
PERSISTENT ISSUE:
SYSTEMIC VISION:
Helping the ones who
created the problem to
appreciate the problem
systemically (as a whole)
|
ACTIONS BY:
GOVERNMENT:
- Discourage youth
entrepreneurship to a
point of exclusion of
other groups / sectors –
encourage the youths
instead to work with
adults rather than pit
them against each other
- Discourage public sector
capital investment in the
private sector (over time)
- Discourage reliance on
foreign capital
investments (over time)
CITIZENS:
- Discourage “what if /
safety net” mentality
- Discourage the
development of
extended families
- Discourage men
attempting to lead
women in different
families (sisters,
mothers, relations, non-
relations, etc.). Let their
men learn to lead their
own families, even if they
are not successful
(encourage them to
keep trying)
- Over-involvement of
mothers, sisters,
politicians in their
brothers’ lives (don't
push it – but notice it)
PRIVATE SECTOR:
- Random investment of
industries
- Discourage investing in
subsequent industries
(tertiary) without
developing earlier ones
(primary and secondary)
within the country
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ACTIONS BY:
GOVERNMENT:
- Encourage youth to stay in
school (15-21) and
apprenticeship (22-29) before
venturing out on their own
(beyond 30s)
- Encourage use of land for
raw material production for
primary industries for use in
secondary industries (added
benefit of greening the
country and encouraging
rainfalls (investments in crop
rather than pastoral / wildlife
activities) – to encourage
males to lead this
- Encourage locals / citizens
(not foreign) capital
investments (start small and it
will grow over time)
CITIZENS:
- Let families see and
understand these realities
with the government and
country – share the trends
with them
- Encourage the development
of core families. Women to
learn to ease up and let men
learn to lead today. Men
needs to be allowed to learn
how to lead (by themselves -
not by other men or mothers)
- Encourage “what could be /
the potential or possibilities”
mentality at all levels
- Assist couples in public
domains to appreciate the
distinctions in emotional
needs by gender types.
Letting couples have the time
and space beyond being
sexually intimate to build
emotional intimacies between
them
- Families to encourage men
(their sons) to 'leave their
nests' and lead their own
families - not lead daughter-in-
laws into one's (matriarchal)
family.
PRIVATE SECTOR:
- Systemic development of
industries (primary
secondary tertiary)
- Foster skills development of
young males in private sector
and particularly in rural
developments: (rurals) For
primary industries, e.g. crop
farming, fishing and forestry
(urban) For secondary
industries, i.e. to process and
manufacture using raw
materials from primary
industries
- Directory of mentors and
experts by sector to facilitate
individual choices.
|
|
See declining need for
funding of:
- Youth entrepreneurship
programmes
- Gender (economic)
development
programmes
|
See declining need for
funding of:
- Need for attracting
foreign investments
- Public sector funding in
private sector
development
- Entrepreneurship
development
programmes
|
Youth Development
PERSISTENT ISSUE:
- Willingness of youths to
"grow up" emotionally
into wanting to become
adults to serve the
needs beyond self to
include others.
SYSTEMIC VISION:
Quality of collaboration
rather than controls exerted
by parents, teachers,
government, society and
the youths on each other.
|
ACTIONS BY:
GOVERNMENT:
- Perception that the
Ministry needs to ensure
the youths are ‘provided
for / parented / mothered
/ fathered’ well
- That we assume the
main potential of youths
is to be in employment
for economic reasons.
We assume such things.
We do not really know
for sure if that is the only
thing that they want,
unless we ask them.
Testing one as adults,
allows them to grow up
and behave as adults
themselves.
CITIZENS:
-
PRIVATE SECTOR:
-
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ACTIONS BY:
GOVERNMENT:
- Is this a Ministry of Youth or
Ministry of Community
Development?
CITIZENS:
- The quality of relations adults
have with each other impacts
the quality of relations youths
enjoy as adults when they
become older (they emulate
their parents). The ways of
lives of the adults influence
the next generation in
creating a way of life as
youths that eventually leads
them to recreating the very
same lifes as adults they saw
in their parents, in the next
generation. Else we risk
genders harbouring and
turning negative emotions on
each other.
- Individuals / youths grow up
to restore balance of all ages.
PRIVATE SECTOR:
-
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See declining need for
funding of:
|
See declining need for
funding of:
See inclining need for
funding of:
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Education and Skills
Development
PERSISTENT ISSUE:
- Level of learning
(presented non-
systemically as
education)
SYSTEMIC VISION:
Quality of collaboration
rather than controls exerted
by teachers and students
on each other.
|
ACTIONS BY:
GOVERNMENT:
- Education
- Teaching
- Funding / sponsorsip for
students
- Use of punitive
measures from ages of
young adults onwards
(from teenage years)
- That children can learn
from the adults but they
cannot teach us. We
learn from our past when
we are young. We live in
the present in our
youth. And we learn
from our future in our
children in our
adulthood! The quest of
learning is kept
continuously alive in
living through these
thhree different frames.
Keeping our children in
our past, “kills” the quest
for learning.
CITIZENS:
- Emphasizing the part
‘that is half-empty’ rather
than the part that is ‘half-
filled’. Focusing on the
part that is not working,
and reminding the child
why he/she is not good
enough rather than
belief in oneself. An
angry child compensates
the lack of self-beliefs by
assuming over-riding
beliefs that money is
everything and while
people may not respect
oneself, they would
respect the person who
has money! This child
grows up ignoring or
disrespecting others and
the whole and works at
any cost to make quick
wins and monetary gains
(this comes close to
stealing).
PRIVATE SECTOR:
- Relying on government
to keep private sector
schools open for
business.
|
ACTIONS BY:
GOVERNMENT:
- Shaping the capacity for
accountability and
responsibility at all levels by
students and not limited to
students only (including
parents and the community)
- Building the community's
involvement (led by parents)
in the child's learning.
- Learning thrives at the higher
levels (self-esteem/self-
actualization needs) of
Maslow’s Hierarchy of Needs.
- Tertiary Education: Building
systemic (circular causality)
awareness of interrelations
(in space and time) as
opposed to linear causality-
based curriculum subjects.
CITIZENS:
- Homes: Parents exhibiting
tendencies of being on a
learning journey themselves
(asking questions and
learning answers from the
child) and not suggest that as
an adult one has arrived.
This allows the parents to
‘feed the child’ but ‘also
keeps him/her hungry’ on the
quest for learning.
- Parent encouraging
themselves and their children
to sponsor one's education
through life.
PRIVATE SECTOR:
- Fostering the spirit of learning
/ facilitation / hunger for
learning
- Schools: Teacher is a
Facilitator and the focus of
learning is on the child
focused on the needs of that
child
- Organizations: Creating
leaders who are stewards,
inquiring and building
systemic awareness of the
realities one is facing and
encouraging inquiry and
clarifying one’s personal
aspirations therefore learning
at the workplace that help
create results that really
matter.
|
Co-development of
curriculum with
students and
community
|
See declining need for
funding of:
- Sponsorship of students
- Maintenance and
development of
education infrastructure
|
See declining need for
funding of:
- Crime, alcohol, drug
addiction control units
- Judicial systems
See inclining need for
funding of:
- Professorships and
research (deepening
one's expertise in
chosen field of teaching)
- Doctorships
|
Public Service Management
PERSISTENT ISSUE:
- Level of disputes
between officers and
management in the
public sector
SYSTEMIC VISION:
Quality of collaboration
(rather than controls
exerted) by management
and staff on each other.
|
ACTIONS BY:
GOVERNMENT:
- Needing to establish
significance of hierarchy
and authority
- Need for punitive
systems (carrot and the
stick)
- Needing for monitoring
and evaluation systems
or emphasis on HR
systems and practices
- Needing to defend the
sector against the unions
- Management of public
service officers
- Needing to retain or
recruit staff.
- Putting all "the eggs" in
one basket and harping
on "the few good ones"
to pull all of the
(thinking) through. The
rest would follow what we
want/ thinking and gets
the job done as told!
- Assuming people do not
like to be told what to
do. This reinforces the
belief that when we tell
them what to do, and
accompany them with
"carrots and sticks" the
job will get done!
- Overemphasizing the
need for individuals to
'behave by standards
prescribed as desirable
for organizations to
function together (like
clockwork)' rather then
learning to appreciate
the causes why
individuals are neither
learning to achieve nor
exceed the standards by
him/herself.
- Allowing oneself (DPSM)
to (be led to) assume a
'parent/child' stance
within the ways one
'manage' the public
sector officers. The
more the management
acts as a 'parent' the
more officers behave as
a 'child'.
- Play up standard
HRM/HRD practices (see
inner part of loop) that
reinforces individualism
and discourages lateral
conversations.
- Significance of
leadership for
stewardship.
CITIZENS:
PRIVATE SECTOR:
|
ACTIONS BY:
GOVERNMENT:
- Consider developing
stewardship in leadership that
naturally engenders
individuals to turn to each
other rather than only with the
leader in building quality
collective thinking and actions
and therefore learn to
become a productive
workforce.
- Individuals learning to lead
themselves without being led
by others. This leads
individuals to watch for
interrelatedness of issues
which require individuals
improve the quality of
listening and inquiry amongst
each other.
- The time is best used by
paying attention to quality of
conversations, aspirations
and clarity of understanding
complexities at the
workplace. This would help
shift the responsibility of
creating quality work/force to
the officers themselves.
Working with forces that see
staff wanting to retain
themselves because of
seeing the pride in
contributing to the nation and
seeing the nation grow. This
makes the public sector more
attractive to new recruits and
seeing remuneration levels
grow without demanding for it.
Encourage quality of
conversations (asking of
questions or clarifying one's
ways of thinking) that help
individuals become clearer of
their current realities (why
things happen the way they
do).
- This allows them to eventually
clarify and deepen their
personal visions, a stepping
stone towards creating
shared visions for the public
sector.
- Building capacity of public
sector organizations to build
shared visions and
collaborations within their
organizsation and across the
country.
- Not to ignore the effects and
experiences at childhood in
schools and in the families
have an impact of quality of
work and the workforce at the
workplace later in their lives.
- The clearer are those visions,
the greater would be the
levels of commitment
individuals exercise on their
jobs.
- Explore and share
conversations on the outer
loop that help individuals
identify their realities at the
workplace and the purpose /
reason / causes for their
existence.
- Play up aspects of the loop
that are not encouraged
today such as inviting
individuals to ask questions
(not just of management but
more so) with each other,
building conversations to
clarify and deepen their
current and future realities
and eventually helping
organizations build shared
visions (sharing the KSLs of
their respective organizations
with other organizations).
CITIZENS:
PRIVATE SECTOR:
- Building a stronger private
sector that see the need for
fewer persons needing to
want a job in the public-sector.
|
|
See declining need for
funding of:
- Public sector employees
at rates faster than the
country (re)gains its
margins.
- Monitoring and
evaluation system (at
expanding rates)
|
See declining need for
funding of:
- Growing public sector
organizations at the
expense of the private
sector
|
