Thursday, June 18, 2009

Giving an A


At the University of Southern California, a leadership course was taught each year to fifty of the most outstanding students out of twenty-seven thousand in the school, hand-picked by each department. At the end of the semester, the grader for the course was introduced to give one-third of the student A's, one-third B's and one-third C's--even though the work of any member of this class was likely to surpass that any other student in the university. Imagine the blow to the morale of the eager and hard-working student who received the requisite C.

Not just in this case, but in most case, grades say little about the work done. When you reflect to a student that he has misconstrued a concept or has taken a false step in a math problem, you are indicating something real about his performance, but when you give him B+, you are saying nothing at all about his mastery of the material, you are only matching him up against other students. Most would recognize at core that the main purpose of grades is to compare one student against another. Most people are also aware the competition puts a strain on friendships and too often consigns students to a solitary journey.

Michelangelo is often quoted as having said the inside every block of stone or marble dwells a beautiful statue;one need only remove the excess material to reveal the work of art within. If we were to apply this visionary concept to education, it would be pointless to compare one child to another. Instead all the energy would be focused on chipping away at the stone, getting rid of whatever is in the way of each child's developing skills, mastery, and self-expression.

We call this practice giving an A. It is an enlivening way of approaching people that promises to transform you as well as them. It is a shift in attitude that makes it possible for you to speak freely about your own thoughts and feeling while, at the same time, you support others to be all they dream of being. The practice of giving an A transports your relationships from the world of measurement into the universe of possibility.

An A can be given to anyone in any walk of life--to a waitress, to your employer, to your mother-in-law, to the members of the apposite team, and to the other drivers in traffic. When you give an A, you find yourself speaking to people not from a place of measuring how they stack up against your standards, but from a place of respect that gives them room to realize themselves. Your eye is on the statue within the roughness of the uncut stone.

This A is not an expectation to live up, but a possibility to live into.


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Wednesday, June 17, 2009

A Universe of Possibility


Let us suppose, now, that a universe of possibility stretches beyond the world of measurement to include all worlds: infinite, generative, and abundant. Unimpeded on a daily basis by the concern for survival, free from the generalized assumption of scarcity, a person stands in the great space of possibility in a posture of openness, with an unfettered imagination for what can be.

In the realm of possibility, we gain our knowledge by invention. We decide that the essence of a child is joy, and joy she is. Our small business attracts the label, "The Can-Do Company," and that exactly who we are. We speak with the awareness that language creates categories of meaning that open up new worlds to explore. Life appears as variety, pattern, and shimmering movement, inviting us in every moment to engage. The pie is enormous, and if you take a slice, the pie is whole again.

The action in a universe of possibility may be characterized as generative, or giving, in all senses of that word-producing new life, creating new ideas, consciously endowing with meaning, contributing, yielding, to the power of contexts. The relationship between people and environments is highlighted, not the people and things themselves. Emotion that are often relegated to the special category of spirituality are abundant here: joy, grace, awe, wholeness, passion, and compassion.

There are moments in everyone's life when an experience of integration with the world transcends the business of survival-like seeing a grandchild for the first time, witnessing an Olympic record broken or the uncommon bravery of an ordinary citizen. For many, the experience of attending the dismantling of the Berlin Wall or witnessing the emergence of Nelson Mandela from twenty=seven years of imprisonment may have been such a moment. Some find admission ti the realm of possibility at a religious gathering, some in meditation, some by listening to great music. Often people enter this state in the presence of natural beauty or at the sight of something of infinite magnitude, and expanse of ocean or a towering sky. These are moments when we forget ourselves and seem to become part of all being.


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Sunday, June 14, 2009

Bird Dog Biscuits


Rewarding people, and not just employees, for referring new hires to your company is both economical and effective. If you think about how much a search firm charges for finding warm bodies (20 to 30 percent of the first year's compensation), doesn't it just make sense to be willing to reward other people you know for doing the same thing? Many organizations, particularly technology-based ones, are paying hundreds to thousands of dollars to successful bird dogs, which is a bargain when you consider what these organizations are getting. Over 40 percent of Microsoft's new hires come from employee referrals. Nearly 65 percent of Silicon Graphic's new hires begin as referrals from current employees.

Statistics also hires begin the employees will generally refer higher-quality candidates than other sources because their reputation is on the line as well. Similarly, most people with whom you do business and with whom you have developed a relationship (vendors, customers, suppliers, etc.) will also be judicious in the types of people they refer. Current employees and others with whom you do business can be your best recruiters (and screeners) because they already know and understand what you do, your values, your culture, and all those intangibles that cannot be as effectively communicated in an ad or through other traditional sources. In any event, isn't it the job of human resources to screen and select the best people? This just improves the odds for them.

In fact, one of the best times to ask employees for referrals is when they are newly hired. Not only do they want to please their new employer, but they just left another organization for some reason, and there are probably others in the new hire's circle of influence who may also be interested in improving their lot in life. This isn't limited to former coworkers; it could also include spouses, friends, mentors, and many others. (Just as an aside, if you ask for references, you know that they are always going to speak well of the candidate, so instead of just asking them for their input, see if they are looking for a job, too.)

Most companies require more than just a warm lead or a name. In some, bird dogs are expected to talk with the candidates before the interview to tell them about and sell them on the company, to host them during their visit (also see "Birds of a Feather"), to talk with them afterward to see if they have any questions or concerns, and finally to talk with them after an offer is extended to help close the deal.

Another important twist on this concept is in how you pay the bonus. In order to improve and reward retention as well as hiring, some organizations pay the bird dog bonus in installments. In other words, the bird dog might get half of the bonus on the date of hire and the other half six months to a year later, or some other variation of the installment plan.This give the bird dog (friend) a stake in keeping his or her referral with the company long enough for you to realize a return on your investment. It encourages an ongoing, supportive buddy system. It also creates an incentive for the bird dog to stick around because if the bird dog leaves, she or he loses too. Both the new employee and referring employee must stay if the referring enployee is to get paid in full.

One company actually pays the bird dog a second bonus after one year if the employee he or she referred receives an excellent performance review. (Also see "Headhunter Hostage Pay.") There are even some companies that pay different amounts based upon the level and difficulty of the position (s) to be filled. In other words, for "commodity" talent, you might pay a few hundred dollars, but for "rare" talent, it could be thousand. Again,if you compare the cost of traditional sourcing, this is an obvious bargain.

There are also companies that will pay a special bounty for stealing talent from the competition. In fact, some are particularly interested in stealing the competition's top internal recruiters, because this not only improves the company's recruiting ability, but also cripples the competition's recruiting efforts for a while.

Lastly,some organizations enter referring employees into a drawing (the more referrals hired, the more entries in the drawing) and periodically award somethi8ng really grand, like a new car. MCI WorldCom gave away a brand new Porsche and was even smart enough to display the car in the lobby where everyone had to walk by it every day.


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Saturday, June 13, 2009

Birds of a Feather


Finding and recruiting the best and the brightest talent has become as much an art as a science. That's why you have to do more than just sell yourself and your company. This is especially true with entry-level and younger candidates,who place great emphasis on the quality of their non work life, their peers, and other so-called intangibles.

"Birds of a Feather" is a way to involve non-Human Resources, peer-level people in the recruitment process. They can serve as hosts, tour guides, or in any other role that allows your candidate to get to know firsthand someone who has already been through what she or he is considering. Because they are of the same general age, background, and experience, there is also an enhanced credibility and connection.

Cisco Systems starts the connection on their Web site. The "Make Friend@Cisco" icon begins a process of establishing an email pen pal. The objective is to connect potential recruits to real people in the company. What's in it for Cisco employees? A referral bonus (see "Bird Dog Biscuits") if the person is eventually hired! The referring employees also get a Cisco Lotto Card. Lotto winners receive mugs, athletic bags, or some other logo paraphernalia.

And, to demonstrate to prospects that Cisco has a practical sense of humor, there is even a button on the Web site that says "oh, no!My boss is coming," which when clicked immediately pulls up a new screen with the "Seven Habits of Highly Successful Employees" or "Gift for Bosses & Co-workers". After all, most people surf of for new jobs while at work in their current one, regardless of policies intended to restrict such behavior.

Let's take it a step further. If and when an out-of-town candidate is invited to visit your company, the peer host can pick her up at the airport, show her around the area, escort her through the interview day and generally be an "at-ease link" in the recruitment process.

This idea not only is a real plus for the candidate, but can also be positioned as a perk for the host employee. Many employees would love to get away from the daily grind once in a while to represent the company in this way. This is particularly true of people who are in jobs that do not have a lot of outside activities or contact.

One caveat, however: Any non-Human Resources people you involve in the recruitment process should be trained. Perhaps a group orientation for peer host could cover the dos and don't of recruitment (i.e., the types of question and inquiries that are off limits and why), what their role is and isn't, what routes to take to and from the airport to give the best impression, what to do in the event of a problem, and so on.

Even though the host many not be conducting interviews and you may not consider him to be part of the selection process, the law may see things differently, since valuable insights may be obtained during the candidates' non structured times with their peer hosts. At the end of the visit, allow your peer hosts to complete a simple observation form, which is completely optional and open-ended.

You've got nothing to lose and everything to gain. Just be aware that your host can now be legally construed to be a participant in the screening process, which is why some basic training in recruitment (dos and don'ts) is essential.


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Wanna Trade?


When human resources personnel at Service Ware walk through the halls where the produce customer care software, they typically hear the staff oohing and aahing about the hottest new science fiction films. Thus, when a marketing company approached Service Ware about a recruiting thrust tied to a popular sci-fi flick, the light bulb clicked on. The result was perhaps one of the most unusual one-time recruiting events: a special showing of George Lucas's Star Wars: Episode I, The Phantom Menace at two theaters located in what Service Ware defined as "candidate-rich" locales.

About six weeks before the scheduled commercial debut of the film,Service Ware placed a large ad in the local paper's Sunday classified section featuring a galactic theme and artwork and offering two free tickets for submission of a quality resume. The company also produced a series of introductory slides promoting the company. (Lucas would not permit full-motion video to immediately precede the showing).

What is the learning point?Find ways to trade (barter) something your recruits want in exchange for something you want (resume). You can combine this with the "Rock Me, Baby!" idea and the tickets to a concert. Or tweak the "All the Wrong Places" idea and give away tickets to sporting events. Set up a booth outside the event several hours or a half-day in advance and be very specific about what types of candidates and resumes will qualify for the tickets. Make it a tailgate party.

Identify your primary market of candidates and what activities and "things" they like, then offer a barter. Keep up with concerts and other special events coming to your area and buy tickets in bulk. Or, if you really want to make a splash, sponsor the event. Then get the word out. Believe me, if you build it, they will come. The best way to find out what types of barters would have the most appeal is to ask the people you already have, who are of the same ilk. Maybe those with the best ideas can serve as hosts.

As the case with most of the ideas in this book,your options are almost unlimited. Just find out what would have the greatest appeal (and don't forget to leverage the public relations impact), then go for it!




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Headhunter Hostage Pay


OK, so maybe you can't rely exclusively on your in-house recruiters-which means it hat it may be time to go to the "out-house" recruiters. But who says you can't change the way they are paid? They work for you, don't they? With the trend toward pay for performance on the rise, start looking at how you pay everyone, including your third-party service providers. This idea can be applied to more than just headhunters.

Pay drives behavior. If you pay headhunters for finding people,that's what they'll do. Whenever I speak to a room full of recruiters, employment mangers, and the like, and suggest paying for retention or success, they look at me like I have two heads. (I think that's the reason.) That no the way it's done! Says who?

There are plenty of search firms that will guarantee their placements for to ninety days, which usually means that they will offer you a credit toward the next search, as if it's OK to keep trying and failing. You've lost a lot more than the cost of the fee already! But few, if any, will offer to tie any portion of their fee to the person's actually staying and doing the job. Even used cars have warranties.

Here's an offer they can't refuse: Offer to pay more than normal. If the person stays for a certain period of time (maybe a year) and if key,clearly defined performance objectives are met, the search firm will be eligible for a performance bonus or some other incentive, like first preference in future searches. You can create whatever incentive you want, but if it is above and beyond the "normal" compensation, the search firm has no room to complain. My suggestion is to make the base fee less than standard, with a kicker (the added incentive) that can take it above the standard fee.

The first response you will get from headhunters is that they have no control over these things. However, headhunters do have control over sending you people with the core competencies and credentials, if you, the employer, can identify them. In fact, it's their responsibility to do so. Headhunters are paid to screen and select, not just to find warm bodies. And, if they are not willing to get paid more than usual for doing more than usual, find another firm.

You can apply this pay for performances concept to any number of variables, but the biggest ones should be retention and performance. And you should be willing and able to pay a premium(albeit a minimal one) for someone who stays long enough and contributes significantly enough to provide a return on you investment. Another way to tie the longer-term value to the headhunter's compensation is to tie the headhunter's bonus to the employee's first-year pay, rather than to the hiring salary. This works only if you have a strong pay for performance plan in place already. And if you do, the better the person performs, the more the headhunters stands to earn, too.

The managing director for the Chicago-based firm A. T. Kearney actually recommends this type of gain sharing for his firm. For example, in one case, the firm negotiated with a Fortune 100 technology company to place executive in a new, high-end sales operation. In exchange, the firm earns bonuses based on the sales performance of the executives they place.

Some companies are actually paying outside consultants in equity (stock). The Parthenon Group, a Boston management consulting firm, is one that accepts equity payments. They give up a portion of generous fee to build an investment portfolio that includes a hot new company. The advantage to the client is that it encourages consultants to focus on long-term success, rather than quick fixes. It also increases the odds that the consultants will perform at their best because they stand to profit from your profit. It ties both client and vendor to the same goal(s). It's now a shared risk, instead of a onesided deal.

Smaller companies and start-ups are particularly suited for this type of arrangement because they usually have limited cash, but also have lots of potential (they hope). It also allows smaller or younger companies to start utilizing the services outside consultants and benefiting from their expertise earlier than they might otherwise he able to afford under traditional fee-for-services arrangements. Hold 'em hostage for their bounty!


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Press Release of the Future


This is a visioning technique that involves projecting what the press might be saying about you or your organization if you are successful in accomplishing your mission, goals, or objectives.

One example of how this technique was used successfully was in educating and exciting an entire workforce about a company's vision and mission statements. A "contest" was set up in which employees were to write a fictitious press release five years into the future with the assumption that the company's vision had been achieved. Not only did this get everyone to learn the vision and mission, but the employees actually applied that learning to a visualized future state. That's the first step to real organizational change.

To ensure thoroughness of thought,be sure that the basic journalistic questions of who, what, when, where, why, and how are answered. In this case, the most important question is the how, because this will help define the tangible actions that will need to be taken to realize the company's vision and mission. A follow-on activity is to have a panel of judges made up of a cross section of employees select the best entries in a variety of categories, such as most creative, most motivating, most competitive,etc.

Then publish your own newspaper with all the press releases in it and ask for people's reactions, as well as how they plan to put their words into action. This also reduces resistance to change because the future is now desirable, definable, and determined by those who have to make it happen.


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Friday, June 12, 2009

Let Your Hands Do the Thinking


Another creative thinking technique involves thought association. Like word association, in which I say and you tell me what other words come to mind, this technique draws associations to totally unrelated entities.

Let's say wanted to look at your business in a totally new light. Take a phone book,open it to the Yellow Pages, and let your your hand do the thinking. Someone starts fanning the pages, and someone else inserts a a ginger or a pen or a piece of paper at random to select a page. Then someone else takes a stab at the page with eyes closed to select a category. It might be anything from AA (Alcoholics Anonymous or the Automobile Association) to Zoos.

After a category is selected, the group then brainstorms, or what-ifs, how their company or department or whatever other challenge they are working on is like Alcoholics Anonymous. Or how their company is like a zoo. Who is the ringmaster? How are the animals trained? What makes our zoo better than the others? What liabilities or risk must we assume?

Letting your hands do the thinking allows people to look at issues, challenges, and solutions from a completely different perspective, with some humor and out-of-box thinking. Political correctness is no longer a barrier. Like "whatiffing," this technique also makes weirdness normal.


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Wall of Fame


A key building block of organizational success is showing of your successes to the world. Many employees are never aware of what is going right, who is doing well,or even why or whether they should feel proud. Even if you take advantage of opportunities to reward or recognize accomplishments as they occur, it is equally as important to archive and showcase these accomplishments on an ongoing basis. Think of it as a trophy case.

And don't limit your "Wall of Fame" to major product or service breakthroughs (that might produce a tiny trophy case for a while).
Include letters of commendation and awards from outside the organization, both individual and organizational, and take advantage of any opportunity you can to make your people feel that they are in the company of winners. In fact, peer recognition awards are every bit as appropriate for the "Wall of Fame" as any other type of recognition.

Most of all, be sure your "Wall of Fame" is visible to outsiders, such as customers, vendors, and candidates. Locate it in the lobby or in some other "first impression" location. And please keep it current and keep it clean! Nothing is more depressing or contradictory or sends a more mixed message than a display of moldy and tarnished old trophies in showcase layered in dust. The "Wall of Fame" can be a powerful PR tool as well as a motivational one.


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All the Right Places


Anyone on public relations or advertising will tell you that favorable press coverage or published articles are better than paid-for advertising any day, and they're free! So why not find ways, whenever and wherever possible, to get your company and your people in the press in a positive light? A press release announcing a new hire, a promotion, an award, or any other good news not only is good PR for your company, but is also a powerful and free way to recognize and reward your people.

The second important piece of this idea is to be sure to send these press releases to the publications that are important to your employees, as well as to you. In other words, send your notices of new hires, promotions, awards, etc., to their hometown newspapers, their professional journals, their associations, their clubs, their college press, and any other places where they will be seen and recognized in their own circles of influence, past and present.

Another benefit of this idea is the positive exposure your company will get in common recruiting circles, especially in the college papers and professional journals. People notice people with whom they have places and backgrounds in common, and they especially notice if their comrades are experiencing success or recognition. If you found one great employee from this school, town, or association, there's a decent chance that there might be another one there.

The easiest and best way to make this idea work is to have a press photo for every employee and new hire and have them fill out a publicity form with the name, address, and any other contact information for any publications, organizations, etc., that they would like to have notified in the even a press release is sent out. This not only makes it easier for you to keep up to date, but can also serve as a consent form by the employee as well. It's free, it's easy, and its works.


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Friday, June 5, 2009

Lenin


ON January 25 1924, Lenin died. A writer recalled that day, nothing: 'At 4:00 exactly, all radio, all telegraph lines, transmitted one message: "Stand up, comrades, Illich is being lowered into his grave!" Everything stopped everywhere in Russia for five minutes. Trains stopped, ships stopped.'

But not hope. In 1924 the poet Mayakovsky wrote the lines of poetry:

'Lenin' and 'Death'
These words are enemies
'Lenin' and 'Life'
Are comrades

To Mayakovsky, Lenin lived in the past,present and future. A metaphor--but people at that time believed in the literal possibility of eternal life in the world. Leonid Krasin, a Soviet minister, was convinced that there world be a time when science would be so astounding that it could bring great figures of history back to life. In March 1924, he began the project of preserving Lenin's body. The Burial Committee was renamed the Perpetuation Committee. The leader's body was embalmed like the pharaohs of ancient Egypt. There seemed to be the hope that later on,once science reached its peak, the the mummy would rise again--and the words in Mayakovsky's poem would be proven true.

Not long after, the embalmed body was placed in a pyramid shaped sarcophagus plated with glass. That transparent pyramid was placed in a room beneath a red marble platform. On that platform the leaders of the Communist Party stood as they watched the parades in the Red Square, outside the Kremlin. Beneath them, in nthe dark, Lenin lay illuminated.

I once saw that body, and was disappointed the mummy was just like a wax statue at Madame Tussaud's. Although Lenin's mausoleum was simpler, less ornamented, than the great temple for Ho Chi Minh at Hanoi, the effort to preserve the Bolshevik leader was merely and would unimpressive illusion. Mayakovsky (who later committed suicide) would definitely have been disappointed.

The year, 1991:the Soviet Union comes to an end. The Marxist-Leninist project is declared a failure. Capitalism comes. A McDonald's restaurant opens in Moscow, and booms. On the first few days, the queues to enter this American food hall are longer than the lines of pilgrims at the Red Square. A news item:the state budget for the Lenin Mausoleum laboratory is cut from 100% to 20%. In 1997, President Yeltsin recommended a referendum to decide whether it wouldn't be better to close the mausoleum and for Lenin's body to be buried beside his mother. Parliament rejected the recommendation, but a grandchild of the ex Communist leader had in idea: take Lenin's body around the world as an exhibition--it would bring in money....

If Nadezhda Krupskaia were still alive, she would be struck to the core to see what happened to her husband's body. Five days after Lenin died, Krupskaia appealed, through the Pravda newspaper, to the workers and farmers, for the grief at Illich's death to be expressed in another way. 'Don't make a monument to him', she pleaded. 'If you wish to honour the name of Vladimir Illich--build baby-centres, kindergartens, homes, schools'. But in those days of mourning almost no one heard her plea.

And a revolution that aims to change the world with scientific fervour--a modern revolution--apparently cannot keep itself going, precisely because of an illusion brought by modernity itself. Vladislav Todorov, a Bulgarian intellectual from the Institute for Arts Research at Sofia, wrote Red Square, Black Square:Organon for Revolutionary Imagination (published in 1995) and we find there a reflection on that monument which should not have been built: The mummy of Lenin is the point at which modernisation is terminated and the omnipresence of the Party is imposed.

People say that modernity is disenchantment, people's loss of the magical in the world, but in the Red Square something magical was inadvertently reborn. They guaranteed the science could liberate mankind from supersition and all kinds of ideologies, for science could direct the world. But what happened was not liberation, but rather control, which arose as paradigm. The revolution became repression, the awareness of class became ideology, and new idols arose.When Marx wrote of man going astray in 'reification' (or Verdinglichung), he was actually like a prophet of old calling attention to the disaster of idolatry. But revolution ofteh eats its own words.

In a corner of a Seattle, in the state of Washington, America, there is and idol of Lenin beside a busy street. An American tourist bought the statue and carried it from a town in the former Soviet Union, when the people there decided to dismantle the two-metre high statue. In Seattle,the thing was offered for sale. Until last year, there were no takers. Even idols,like anything turned into material objects, can quickly transform into commodities, to be traded on the market.

That is what has happened in the world since Lenin was preserved in a pyramid of glass. But in Indonesia, in 2001, like some miracle this mummy has been brought back to life. Not in homage, bu tin terror--and people are burning 'communist' books, yelling 'beware the danger of communism,' and have entered once more into a time of ignorance, with a supersition, one thousand stories of ghosts from the now petrified forest, the jungle that no longer has a name.


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Wednesday, June 3, 2009

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Janus


A NATION is not born through magic. It is born with two faces. Like 'Janus" an intellectual said--and a yelling Janus, it seems.

When I was fifteen, I sang for Bung Karno. The first President was visiting and staying at the official residence (of the former colonial government Resident) in our city. A thousand junior high school children had been readied to appear at 6:30 in the yard of that old ornate house, to sing a morning chorus for the Head of State. As one of the members of that huge choir I stood tall and trembling when Bung Karno appeared at the door, waved his baton and a thousand voices were heard, "Since ancient times...."

I still remember that song so to this day, and its feeling: for we sang of Indonesia, our land of birth, a country that came from the dawn of history, and we were the people of that country, from ancient times of this day, and would persevere 'until the end of the world'.

That song, certainly, was one element in the nationalist narrative. This narrative circulates because Janus's face has differing voices. The first face yells to show itself as unique. 'Our nation is not the same as yours, we are different from them, and because of this, our nation had to be born'. And thus a thesis is expounded about unique cultural expression, specific national customs, and about the wholeness of all this--an eternal wholeness because it can traverse centuries. One of the creators of this Indonesian narrative was Muhammad Yamin, a nationalist figure from the early twentieth century: to him,Indonesia's flag--the Venerable Red and White--was one thousand years old, just because its two colors were found in sacred expression in times past.

But nationalism also has another form, just as a nation has yet another face. The second face yells out ambition for modernity. On that morning, one part of Bung Karno's message to us that I still remember was the need for youth to deviate from or abandon the direction determined by the older generation. It was as thought Bung Karno was echoing the voice of modernists (including the Marxists) who resolved: 'Our nation is a new emerging force'--a force in a new era.

A new era, including 'globalisation' these days, certainly needs some principles--which precisely oppose all that is hailed as the unique, as identity, of a nation. With Weber we know that modernity demands a power that is efficient and effective, and therefore has to be compact, one-directional. In forming this power, all that is considered various, untidy, 'wild', 'primitive' and wasteful is cut out.

Two faces, two yells. And not only this: with their hands, called 'the state', these two face sometimes oppress each other. Or compromise. And so the Indonesian communications satellite that was bought from the United States is called Palapa, a world tapped from the fourteenth century story of the Majapahit kingdom. And the planed assembled in Bandung is called Tutuka, the name of a character from the hadow puppet repertoire.

Yet we know that such compromise is merely powder and lipstick.For modernity is often synonymous with worry, trembling, but also the sense of sin, in facing things out there in the undergrowth of times past--like the Dutch colonials in Couperus's famous novel, The Hidden Force (Stille Kracht), who confront a mysterious force disturbing their colonial home. "Where are those stones being thrown from,Addie?" Young Theo is ashen-faced, as is his pretty stepmother. Those who threw them are certainly 'the impudent Javanese.' Yet the stepmother knows in her heart of hearts that is not 'the impudent Javanese' doing the throwing--but what is the difference between the magical, the primitive, and the impudent?

Modernisation indeed has many theorems and much ammunition. It does not inspire tranquillity forever. When various conflicts between the modern and the 'non modern' occur--and more often that not there is something surely despicable in this--we even become anxious.We are nervous seeing the tremors of the country tugging in all direction. We want to create a barricade. We want to build a space where people can be carefree in a world of living, not a world of system and administration. And so, at some moment, people have yelled for custom and the authenticity of tradition to be defended against the claws of the state, because it turns out that modernisation is an sanction for repression.

But--and here lies the problem--repression is not only here. What about polygany, female circumcision, jumping into the pyre as a sign of loyalty to one's dead husband? Janus's second face usually replies: there has to be the ambition for modernity.Strange, at times. When South Africa was under white government, the world was divided into two under apartheid: and so the Black tribal groups were left alone to follow their customs, including polygamy. When the black nationalists won and apartheid was wiped out, then it was precisely the Parliament that introduced marriage legislation forbidding men to take more than one wife.

Confusing, perhaps, but maybe there is nothing wrong with that: Janus's faces will keep on speaking, rustling, jostling, and contradicting each other.
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Tuesday, June 2, 2009

Politics


IN 1921, Semaoen wrote a novel, Hikajat Kadiroen (The Story of Kadiroen) This sentences is from the preface: "I hope this tory that I written in prison with tears of misery will be enjoyed by many, namely all readers and ordinary people".

It's not known whether many people enjoyed it at the time. Actually, the novel was not intended to entertain. It was more like propaganda for the Communist Party an engrossing story. Speeches, statements, predictable dialogue; all were important aspect of the body of text. Written in clumsy Malay, the novel indeed probably had no other ambition. Literature, at this stage, was no more nor less than a project of politics. But it is interesting that Hikajat Kadiroen, a book about a youth who becomes attracted to communism, illustrates something, rather strange about the fate of a tale.

Semaoen was more of a leftist Sarekat Islam activist than a writer. Just prior to writing this novel, he was imprisoned for four months because the newspaper where he worked, Sinar Hindia, published an article by the socialist figure H.J.F.M. Sneevliet titled "Hunger and the Show of Power". This novel, which labelled itself with the old noun "hikajat" ("story"), was a story about a youth who wanted to become an assistant resident but then, as a "satria" (an old word for noble warrior), become attracted by communist ideas--a combination of the "old" and the "new". The story is loaded with ideals of liberation from traditional customs of the nobility and colonialism--yet strangely, at its end we do not find a class struggle. There is also no criticism of the Dutch as the figures of colonialism. An assistant resident is depicted as someone who "loves the Natives". But maybe because of this Hikajat Kadiroen was not one of the books banned at a time when anything sounding "leftist" or mentioning revolution was frightening. It became one book lined up among others, routine, like a character without a stage.

Probably a tale indeed ends up tending to take on its own development. It escapes from the initial planning of the author. Whether ideas or ideology, intention or program,perhaps it is like a command, an Utterance. But this command eventually finds life on the journey, where bends and slopes are unpredictable.And this is just what happens in a political novel, a work of propaganda moreover, which usually must be straight and thunderous and effective, for politics means a struggle for victory.

But what is politics, actually? If we listen to Semaoen and others of his time, the word has connections to the "struggle" of "satria". Kadiroen tales shows a moral story, this one at a time of smothering colonialism. But there are also others that show politics is by nature concerned with trifles.

One day in 1970, an American poet came to Indonesia and gave a disappointing talk. He was speaking on the relationship between a writer and politics, but what he read out was a short essay about his experience with recycled bottles. Don't get me wrong. This poet came from a small town in California. That town had a population of only fifteen thousand, and at one time he became a member of the local parliament. He submitted his nomination,campaigned and won because he had an interesting program about how to recycle bottles that where thrown away after people had been drinking in the parks each weekend.

He is talk was actually amusing and clever, fresh, and semi self deprecating, but members of the audiences in Indonesia grumbled and asked: what, is this politic? Isn't "politic" in Indonesia almost synonymous with the work of Making History and Changing the World? In other words, something serious, boisterous, tense, -something,whether carried out or not, having heavy consequences?

Maybe this is why Mao's interpretation--coming from a country similarly precarious--sort of fits with our context in Indonesia, when he said that politics is war without the spilling of blood.Even though it is not entirely true, of course.For blood can also spill. Indonesia has a long history of "politics" as something that can make someone exiled or imprisoned,kidnapped and murdered. In other words "politics" is drama. And in a dream like this there are inevitably those read and heroes, those seen as victim, those appearing as cowards, and those heard of as traitors. From this viewpoint, 'politics' becomes something fused with grand narratives and large scenarios, not with recycled bottles.

But perhaps this will not always be so. One day, Indonesia will enter a time when politics has lost drama, and any kind of grand scenario will become an Utterance--an ideological formula or big plans--which will not be capable of creating an absolute, straight journey. And when it is that the Utterance becomes dull, then politics will inevitably become routine. What will then be important will no longer be a number of brave heroes, but rather people who are patient.And there, what will have a role to play will no longer be yells of battle, but rather negotiation. Negotiation will become normal, and people will begin to see the wisdom of compromise. There will no longer be an atmosphere shaped by crisis, no longer an atmosphere of emergency so that the army comes to feel of obligatory to enter the arena, with its guns.

Certainly this process will become bland, a bit like organizing bottle recycling. But it will mean a loss of meaning? . No. For no matter what, this is an activity that is tied to the desire to nurture life within a frame of community,within a police, which is where the word 'politics' comes from. And there it will be possible for 'satria' to be born, who are called in the Hikajat Kadiroen--in a rather confusing sentence--those who 'renounce all their own needs for the common people'. Even without a stage.
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