ORGANIZATIONAL CANNIBALISM

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Rawlston Pompey

Tuesday, 04 December 2012 02:30

By Rawlston Pompey

Organizations were said to have their “...distinctive cultures, core values, rules, regulations and code of conduct.” They were known to have special attractions for “...prospective members.”

This, however, was dependent upon their ambition- “...aims and aspirations.” Some were attracted for “...national service and service to humanity; ...for career opportunities; ...some to wield power and authority and ...some for MONEY. In these organizations, people create conditions for various reasons-frequently “...some devious; ...some acrimonious and ...some grievous.” Notwithstanding, within the cultural framework, there were opportunities for advancement and the “...ambitious and the adventurous,” demonstrating an air of “...confidence, aggressiveness and assertiveness,” have always persevered and sought to remove obstacles, “legally or illegally” in realizing their dreams.” In political organizations, the Mighty Sparrow social commentary “...Good Citizen,” may provide some meaning or the Mighty Arrow “...Politicians Prayer.”

DISCRETE AND DECISIVE
Many leaders had failed simply because they felt that some pursuits appeared fraught with difficulties. The astute observer of reality would know that nothing comes without a fight or making sacrifices. With some pragmatism, many acting in, and/or outside the “…right psychological moment” [PM Spencer], some leaders had attained relative success in achieving “...organizational goals, objectives.” Indecision and/or Procrastination” were known to have resulted in “...derailment of set organizational goals and had “...shattered dreams, hopes and aspirations of members;” ...loss of confidence in leaders, friction and turmoil.” Hence, it has been seen that whether or not operating in a “...hostile or stable environment,” those who had prevailed were seen to have been the “...DISCRETE AND DECISIVE LEADERS.” These were the adventurous; ...pragmatic leaders, “...situationally” employing ruthless methodologies.

SELF-FULFILLING PROPHECY
Many leaders and/or potential leaders had indulged themselves in the “...Self-fulfilling Prophecy,” for success. In understanding the concept, it is simply “...A prediction that ‘directly or indirectly’ causes itself to become true” [Wikipedia]. Frequently, people harboring “...negativism” often failed. Conversely, those entertaining optimism often succeeded. Former Indian cricketer Sunil Gavascar always believed that he would score a century. Frequently, he had succeeded. United States President Barak Obama “...believed” that he would win the presidency.

PRESIDENTIAL CHALLENGES
There was failure in “...NEGATIVISM AND PESSIMISM.” Among the adventurous, there was no such thinking. It was always about success. Even in the face of tough economic and domestic challenges; ...having to contend with two military interventions in Iraq and Afghanistan; ...an obstructionist Republican Congress; ...a prolonged search for Bin Laden in Pakistan, with “...optimism, pragmatism, perseverance and support and cooperation from two of his fiercest presidential contenders, Vice President Joseph ‘Joe’ Biden and Secretary of State Hilary Clinton,” PRESIDENT BARAK OBAMA, succeeded in achieving two presidential terms and attainment of some of his presidential goals and objectives. He had stabilized the US economy and brought down some of the world’s most feared terrorists, including Bin Laden.

TRUST AND FAITH
He had demonstrated trust and confidence in their respective abilities, their patriotism and a commitment in working toward “...the common good.” Thus, he trusted people equally as much as he trusted his judgment. Trust and Faith were the operative words previously penned by current ALP Leader Honourable GASTON BROWNE, following the “...ABORTED NO CONFIDENCE MOTION” [Caribarena June 1, 2012]. Those who believed they had no chance of winning or succeeding were always “...doomed to failure.” Conversely, those who were inspired to “...tread where angels fear; ...employing prudence; ...pragmatism and optimism, were seen to be successful. With that said “...All things work together for good.”

PHILOSOPHICAL BELIEF
It has been the philosophical belief of some people that without “...pragmatism, operating in a political environment, “...theories, principles and sentimentality” might be sufficient to produce desired results. The recent ALP convention saw three senior members of the group declaring their intention in vying for the top “...leadership position” in the organization, and withdrawals of contenders Honourable Robin Yearwood and Molwyn Joseph, and victory for Gaston Browne, suggested otherwise. At the end of the contest, supporters and colleagues were left “...perplexed, disgruntled and disappointed,” while the citizenry was left baffled. How these developments will be addressed, may determine whether or not “...There will be peace in the valley for you or me.” Until then, everyone has to “...wait and see.”

CHANGING ENVIRONMENT
There were also those who believed that in organizations, there may be no “...dissenting voices; ...human adventurism; ...rivalry, competitiveness or challenges” in the conduct of civic affairs. These were the dynamisms that were fundamental to individual and organizational interest. These provide for “...increased productivity; ...personnel upward mobility; ...attainment of “...Self Actualization” [Abraham Maslow Theory] and “...Leadership Transition.” The latter was said to be fraught with “...relinquishing and/or transitional difficulties”. These were to be seen in “...love, sports and not the least politics.”

LIVING ORGANISMS
Even in a “...state of dormancy,” organizations were likened to all “...LIVING ORGANISMS.” Those who understood their cultures were those serving in them. They were likened to the “...dormancy” in volcanoes. If there was one person within the ALP membership who was cognizance of this may have been Member of Parliament Honourable Molwyn Joseph. Even when nothing was audible or visible, there were internal developments. Accordingly, when jolted for change “...people who run them MUST adapt and respond to change” [Laurence Arnold-Pulse of the People]. Invariably, in an organization, some members had “...entertained no timidity; ...displayed no inhibitions; ...concealed no ambitions; ...masked no feelings; ... held no hidden agendas or secrets of their ambitions and/or intentions-noble or ignoble. They were determined only to rush in “...where angels dread.” Invariably, “...fortune favors the brave.” Incidentally, individuals like these were often faced with mounting organizational challenges. Conscious of a “...Changing Political Environment,” the new ALP Leader, GASTON BROWNE may easily be placed among those with such traits.

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HUMILIATING DEFEAT
Last Sunday’s [Nov.25, 2012] historic developments saw the changing of the leadership of the Antigua Labour Party (ALP), and possibly marked the end of an era. Not only did it send shock wave across the nation, but also ushered in the possibility of a paradigm shift in leadership, organizational reform, policy-directions and dispensation. Finance Minister Honourable Harold Lovell shared no such sentiments. For him, though he considered it “...laudable,” it was obvious that he entertained no optimism of change, either in philosophical leadership or “...policies.” Those developments within the ALP, on the one hand, resulted in a “...HUMILIATING DEFEAT” for the former leader of the ALP by former Chairman and most formidable contender, Gaston Browne, “...fiercest” among three contenders, he emerged victorious with a final count of “...213 to the incumbent’s “...180” of the approximately “...400 listed delegates” to the Convention. It was a “...defeat/victory” that appeared to have inspired chagrin and provoked divisiveness among the general membership of the organization.

ORGANIZATIONAL HEALING
Showing magnanimity, if not an appeasement gesture, the new leader had graciously titled the member he had rivaled, “...Leader Emeritus.” With no immediate move toward assuming the prestigious parliamentary position of “...Leader of Her Majesty’s Loyal Opposition,” the former leader appeared to have been spared further “...organizational humiliation.” He may, however, be forced into voluntary relinquishment of the “...parliamentary leadership” as the group’s Constitution provides. Pundits, however, believed that such “...positional retention” might very well be dependent upon how “...wounded hearts were healed; ...how quickly strain removed from relations; ...bruised ego respond to embracement; ...fences mended and differences among “...party executives, irate members and the support base” settled. Thus, the first order of business was that of “...ORGANIZATIONAL HEALING-” it is about “...being of one accord and guiding the organization’s affairs with discretion. Further it is about - “...promoting unity; ...putting away acrimony and practicing humility” [Message: Dr. David Dorset: Dec. 2, 2012].

PERCEPTIONS
Seemingly conscious of “...perceptions” expressed by Lovell, the new ALP Leader gave assurances that there will only be room for “...EMBRACEMENT.” When he declared that there would be none for “....PUPETEERING,” he had signaled an intention to act independently.  In an organization, however, it was about “...inclusivity- cohesion and participative leadership; ...  consensus among members; ... discipline; ...respect for human worth and dignity; ... team-building; ...camaraderie; ... and working towards the attainment of organizational goals and objectives.” In an organization “...One-manism” breathes contempt; ...induces rivalry and rifts; ...provokes antagonism and animosity; ...weakens or destroys confidence and leadership and produces “...organizational maladies.”

ORGANIZATIONAL MALADIES
In many organizations-formal/informal-governmental/civic, with memberships of diverse background, there was always the inevitability of “...Organizational Maladies” developing among the membership. These maladies were living organisms, sometimes created by members, management and sometimes by leaders. They include “…non-conformists; ...pessimists; ...saboteurs; strife-makers; ...factions, cliques and CELLS.” They operate like “...termites to wood or ...maggots to carcass.” Thus, before one could say “...Jesus wept” [John 11:35], organizations were infested with them and members afflicted. In some instances, the “...cells” created environments for“...Treachery and Tribalism.” These had often emboldened a spirit of hostility and resentment in members, conditioned by “...malpractices”-including “...corruption and bribery.” Revelations by apparently “...sequestered” former Deputy Prime Minister Honourable Wilmoth Daniel, speak to these truths. If it were not so senior “...FIFA and local Football officials” may have escaped sanctions for “...inappropriate behavior by the governing body.”

RESISTANCE TO CHANGE
These cells sometimes promote disaffection among members and showed resistance to attitudinal, policy and/or organizational change. Likened to the human body, the cells, operating like “...cancer,” kills healthy ones and ultimately killed the body. These were pronounced by a climate conducive only to “...squabbles; ...petty jealousy; ...antagonism; ...arrogance; ...disloyalty and treachery.” Only the pragmatic, perceptive, decisive and effective leaders survived in such environment. In organizations, “...they kill potentialities; ...dampened spirit; ...made leadership malignant; ...rendering leaders ineffective and politically impotent. Then they killed them-politically, either at “...Conventions” or national elections.

PUBLIC TRUST
Frequently, individuals, even with noble intentions, had unwittingly been forced into awkward positions; ...compromising their integrity and “...Betraying Organizational, membership and Public Trust.” Most, having to resort to employing “...unconventional methodologies and ruthlessness.” Such approaches to organizational or governmental leadership had always been fraught with difficulties. Not only were they to be seen as inconsistent with democracy and the “...universally accepted and practiced principles of management,” but also “...TYRANNY.” These were counter-productive to harmonious human relations and achievement of organizational goals and objectives.

CANNIBALISM/ TRIBALISM
Amidst cries of “...unscrupulous behavior,” seemingly carefully orchestrated through “...internal/external” forces and/or by people of “...influence and affluence,” the concepts “...Organizational Cannibalism-Tribalism” may have manifested itself within the ALP group in the year-2012. Tribalism was said to be “...A way of thinking or behaving in which people are more ...LOYAL TO THEIR TRIBE” than to their “...friends, country and other social groups” [Wikipedia]. In an organization, this practice was dangerous, as individual interest supersedes that of the organization. In the context of political groupings of “...individual diversity, the composition of “...an affluent few,” was said to be the most dangerous. Each has his own agenda, purpose and usefulness. These exist in every organization-“...secular and religious.”

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CULTIVATING CANNIBALISM
Thus, those with such tendencies had often instigated “...CANNIBALISM” within organizational membership. Then there were infestations by “......back-biters; ...rumor-mongers to spread propaganda; ...human satellites to see and report even that which was never seen. Then there were the “...opportunists to grab opportunities; ...the nepotists to get the best; and ...cronies to get everything. These were known to have cultivated within the organization “...upstarts; ...instigators/agitators and strife-makers.” These were also known to have provoked “...friction, animosity, enmity and divisiveness among members.” Consequently, it might not” be too difficult discerning how turmoil and instability may be clandestinely induced, and where “...treachery and rivalry” exist, allegiance, loyalty and support may be placed. Biblical teachings, however taught “...Let nothing be done through strife or vainglory; ...But in the lowliness of mind, let each esteem each other better than themselves” [Philippians 2:3]. Thus, it was incumbent upon those who lead to be observant of these “...CANNIBALISTIC TENDENCIES” within the membership.

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