Thursday, December 31, 2020

Assam Assembly passes Bill on madrasa conversion

Amid protests from the Opposition members, the 126-member Assam Assembly on Wednesday passed a Bill to convert State-run madrasas into regular schools.

The Assam Repealing Bill, 2020 seeks to abolish the Assam Madrassa Education (Provincialization) Act, 1995 and the Assam Madrassa Education (Provincialization of Services of Employees and Re-Organisation of Madrassa Educational Institutions) Act, 2018.

The Bill also seeks to convert 97 provincialised Sanskrit tols (learning centres) into study and research centres affiliated to a university of Sanskrit and ancient studies in western Assam’s Nalbari from January 2022.

State Education Minister Himanta Biswa Sarma said the Bill was for government-run madrasas and there will be no steps to close down or regulate the private madrasas in Assam.

“All government madrasa institutes will be converted into upper primary, high and higher secondary schools with no change of status, pay, allowances and service conditions of the teaching and non-teaching staff,” he said.

Assam has 189 high and higher secondary madrasas run under the Board of Secondary Education, Assam and Assam Higher Secondary Education Council, respectively. The State has 542 pre-senior, senior and title madrasa and Arabic colleges run by the State Madrasa Education Board.


China uses tourism to smother Xinjiang’s culture

THE AFAQ KHOJA mausoleum in Kashgar is one of the holiest places in Xinjiang, a region in the far west of China. The site is politically charged, too. Several 19th-century uprisings against Chinese rule began with rebels making a pilgrimage to the shrine, and its tomb of Afaq Khoja, a divisive figure revered by some locals as a Sufi Muslim saint, and scorned by others as a traitor. It is beautiful, with stately domes and minarets rendered as exquisite as a jewel box by tiles of green, blue, yellow and brown. To one side lies an ancient cemetery fringed with poplar trees. Its mud and brick tombs were capped with snow when Chaguan visited. As remote as it is lovely, the shrine lies closer to Baghdad than to Beijing.

Not all Muslim sites are as protected. In recent years China has worked to stamp out any hint of religious fervour in Xinjiang. Perhaps a million of the region’s ethnic-Uyghurs have been accused of radical Islamic thinking and sent to re-education camps. Domes and minarets, deemed an “Arabic” import, have been removed from many buildings. An analysis of satellite images published in September 2020 by the Australian Strategic Policy Institute, a research group, estimates that over 8,000 mosques have been destroyed. That is one-third of all those recorded in Xinjiang by a census in 2004. Xinjiang’s government insists that it has never “forcibly demolished” religious sites, and has merely improved old mosques that were unsafe in earthquakes or heavy rain, or “poorly laid-out”. The claim is not hard to disprove. In the oasis city of Hotan, Chaguan saw the bare ground where the small Gulluk Kowruk mosque stood, and visited the corner of Wenhua and Taibei Roads, from which a larger mosque has simply vanished.

Monday, December 28, 2020

Trump Shouldn’t Escape Accountability by Richard C. Gross

Donald Trump’s fantasy election victory in the final weeks of his unorthodox presidency undermines Joe Biden’s forthcoming term in office and should be met with punishment by the incoming administration.

The outgoing president must be held accountable for his creeping autocratic actions during the past four years in which he tried to overturn American democracy. Impeachment accomplished nothing.

The repeated failures of Trump’s attempts to overthrow the election results in the courts, including the Supreme Court, and with the help of appointed allies and elected officials has led to more desperate measures.

One of the more surreal suggestions expressed in a contentious Dec. 18 meeting in the Oval Office — once the heart of the free world – reportedly was for Trump to declare martial law in the swing states and have the military run another election there.

That bright idea emerged from Gen. Michael Flynn, a fired national security adviser whom Trump pardoned from prison following his conviction for lying to the FBI. Flynn made the suggestion on the right-wing Newsmax TV outlet.

“He could order . . . the swing states, if he wanted to, he could take military capabilities, and he could place those in states and basically rerun an election in each of those states,” Flynn said.

Trump’s advisers reportedly squelched the idea.

Another proposal was for Trump’s fired lawyer and conspiracy theorist, Sidney Powell, to be appointed special counsel to investigate what the president views without a shred of evidence to be a fraudulent election. The wild idea reportedly was abandoned.

Attorney General William P. Barr, the onetime Trump sycophant who has resigned, appeared to be fed up with the president and his outrageous demands. He has served notice he will not investigate voter fraud, as Trump had asked.

“If I thought a special counsel at this stage was the right tool and was appropriate, I would name one,” he told a news conference. “But I haven’t, and I’m not going to.”

Apparently suffering delusions and bouts of extreme desperation, Trump has surrounded himself with a coven of radical conspiracists who tell him what he wants to hear about the election. All they needed was a cauldron.

“None of this should come as a surprise,” wrote Peter Wehner, vice president of the Ethics and Policy Center, in theatlantic.com Dec. 20. “. . . The key to deciphering him (Trump) was his psychology – his disordered personality, his emotional and mental instability, and his sociopathic tendencies.”

Much will be on Biden’s plate once he is sworn in as president, with the pandemic his first order of business. But in the wings is the question of what he should do, if anything, about the crimes Trump pursued while in office. Biden is anxious to unite the country, not risk dividing it further.

“President Biden should pursue legal action against Trump and even some of his Republican cronies in Congress and in the White House who have enabled Trump’s illegal actions,” Susan Tiefenbrun emailed me in response to a query. She is a retired professor emerita of international law at the Thomas Jefferson School of Law in San Diego, where she lives. She directed its Center for Global Legal Studies.

French President conferred the Legion of Honor, his country’s highest award, on her in 2003 for fostering cooperation between France and the United States.

“Trump has committed abuse of power, obstruction of justice, dereliction of duty to combat the COVID virus early . . . and he has tampered with the voting process, which is a felony,” she wrote. “All of these acts and many more are crimes worthy of serious consideration by the United States legal system.”

James Fallows, a staff writer for The Atlantic, proposed in the magazine’s January-February 2021 edition that Biden appoint at least three commissions to investigate Trump’s presidency. He quoted Sam Berger of the Center for American Progress as part of his reasoning for his recommendation.

“. . . There may be good-faith concerns that addressing the administration’s misconduct will be too divisive, set a bad precedent, or lead to political pushback from the administration’s supporters,” Berger wrote in  2019.

“But the lesson from the past four years is clear: The absence of accountability is treated as license to escalate abuses of power.”

I agree. Trump and fascist Trumpism has gotten away with too much. Ours is a country of laws, a hoped-for example to others, not some godforsaken outlier state.

“Today, it is not too much to say that we are only one election from the end of the American experiment,” wrote Reed Galen, co-founder of the anti-Trump Lincoln Project, in a recent opinion piece for the Post.

“Until and unless we excise and remove Trumpism from American life, the foundations of our democracy – that make all the other arguments and actions possible — will collapse,” he wrote. “We cannot allow this on our watch.”

Richard C. Gross, a correspondent, bureau chief and foreign editor of United Press International at home and abroad, retired as the opinion page editor of The Baltimore Sun.

A Country in Turmoil: Why Netanyahu is a Symptom, Not Cause of Israel’s Political Crisis by Ramzy Baroud

It is convenient to surmise that Israel’s current political crisis is consistent with the country’s unfailing trajectory of short-lived governments and fractious ruling coalitions. While this view is somewhat defensible, it is also hasty.

Israel is currently at the cusp of a fourth general election in less than two years. Even by Israel’s political standards, this phenomenon is unprecedented, not only in terms of the frequency of how often Israelis vote, but also of the constant shifting in possible coalitions and seemingly strange alliances.

It seems that the only constant in the process of forming coalitions following each election is that Arab parties must not, under any circumstances, be allowed into a future government. Decision-making in Israel has historically been reserved for the country’s Jewish elites. This is unlikely to change anytime soon.

Even when the Arab parties’ coalition, the Joint List, imposed itself as a possible kingmaker following the September 2019 elections, the centrist Kahol Lavan (Blue and White) list refused to join forces with Arab politicians to oust Israeli Prime Minister, Benjamin Netanyahu. Kahol Lavan’s leader, Benny Gantz, preferred to go back to the polls on March 2 and eventually join forces with his arch-enemy, Netanyahu, than make a single concession to the Joint List.

Gantz’s decision did not only expose how racism occupies a central role in Israeli politics, but also illustrated Gantz’s own foolishness. In rejecting the Joint List, he committed an act akin to political suicide. On the very day, March 26, that he joined a Netanyahu-led coalition, his own Blue and White alliance collapsed, with Yair Lapid of Yesh Atid and Moshe Ya’alon of Telem breaking away immediately from the once-dominant coalition.

Worse, Gantz lost not just the respect of his own political constituency, but of the Israeli public as well. According to an opinion poll released by Israel’s Channel 12 News on December 15, if elections were to be held on that day, Gantz’s Blue and White would receive only 6 seats out of 120 seats available in the Israeli Knesset. Gantz’s former coalition partner, Yesh Atid, according to the same poll, would obtain an impressive 14 seats.

While Netanyahu’s Likud Party will remain on top with 27 seats, Gideon Sa’ar’s “New Hope – Unity for Israel,” would come a close second with 21 seats. Sa’ar’s is a brand new party, which represents the first major split from the Likud since the late Israeli Prime Minister, Ariel Sharon, formed the offshoot Kadima party in 2005.

Netanyahu and Sa’ar have a long history of bad blood between them, and although anything is possible in the formation of Israel’s political alliances, a future right-wing coalition that brings them both together is a dim possibility. If Sa’ar has learned anything from Gantz’s act of political self-mutilation, it is that any coalition with Netanyahu is a grave and costly mistake.

Ideological differences between Netanyahu and Sa’ar are quite minimal. In fact, both are fighting to obtain the vote of essentially the same constituency – although Sa’ar is hoping to extend his appeal to the disgruntled and betrayed Blue and White voters, who are eager to see someone – anyone – oust Netanyahu.

Never in the history of Israel, spanning seven decades, had a single individual served as the focal point of the country’s many political currents. While beloved by some, Netanyahu is much loathed by many, to the extent that entire parties or whole coalitions are formed simply to remove him from politics. That in mind, the majority of Israelis agree that the man is corrupt, as he has been indicted in three separate criminal cases.

However, if this is the case, how is a politically controversial and corrupt leader able to remain at the helm of Israeli politics for over 14 years? The typical answer often alludes to the man’s unmatched skills of manipulation and backdoor shady dealings. In the words of Yossi Verter, writing in the daily Haaretz, Netanyahu is “a first-class master swindler”.

This analysis alone, however, is not enough to explain Netanyahu’s durability as the longest-serving Israeli Prime Minister. There is an alternative reading, however, one that is predicated on the fact that Israel has been, for quite some time, navigating uncharted political territories without a specific destination in mind.

Prior to the inception of Israel on the ruins of historic Palestine in 1948, Israel’s Jewish political elites clashed quite often over the best way to colonize Palestine, how to deal with the British Mandate over the country, among other weighty subjects. These differences, however, largely faded away in 1948, when the newly-founded country unified under the banner of Mapai – the predecessor to Israel’s current Labor party – which dominated Israeli politics for decades.

Mapai’s dominance received a major boost after the Israeli occupation of the remainder of Palestine in 1967. The building and expansion of more Jewish colonies in the newly-acquired territories breathed life into the mission of Israel’s founding fathers. It was as if Zionism, the founding ideology of Israel, was rediscovered once more.

It was not until 1977 that the erstwhile negligible Israeli right formed a government for the first time in the country’s history. That date also ushered in a new age of political instability, which worsened with time. Still, Israeli politicians remained largely committed to three main causes in this specific order: the Zionist ideology, the party and the politicians’ own interests.

The assassination of the Labor Party leader, Yitzhak Rabin, at the hands of a right-wing Israeli zealot in 1995, was a bloody manifestation of the new era of unprecedented fragmentation that followed. A decade later, when Sharon declared the ‘Disengagement from Gaza’ plan of 2005, he further upset a barely functioning political balance, leading to the formation of Kadima, which threatened to erase the Likud from the political map.

Throughout these turbulent times, Netanyahu was always present, playing the same divisive role, as usual. He led the incitement against Rabin and, later, challenged Sharon over the leadership of the Likud. On the other hand, he was also responsible for resurrecting the Likud and he kept it alive notwithstanding its many ideological, political and leadership crises. The latter fact explains Likud’s loyalty to Netanyahu, despite his corruption, nepotism and dirty politics. They feel that, without Netanyahu’s leadership, the Likud could easily follow the same path of irrelevance or total demise as was the case with the Labor and Kadima parties, respectively.

With none of Israel’s founding fathers alive or relevant in the political arena, it is hard to imagine what course Israel’s future politics will follow. Certainly, the love affair with the settlement enterprise, ‘security’ and war is likely to carry on unhindered, as they are the bread and butter of Israeli politics. Yet, without a clear ideology, especially when combined with the lack of a written Constitution, Israeli politics will remain hostage to the whims of politicians and their personal interests, if not that of Netanyahu, then of someone else.

Sunday, December 20, 2020

A STATEMENT ON INTERNATIONAL HUMAN SOLIDARITY DAY 2020

E-mail: info@rohingya.my or secretaria.crom@gmail.com

www.rohingya.my

A call to End Inhuman Atrocities against Ethnic Rohingya and Other Minorities of Burma”

 

20 December, people around the world remark as International Human Solidarity Day with some core objectives to celebrate unity in diversity, to remind governments to respect their commitments to international agreements, to raise public awareness of the importance of solidarity, to encourage debate on the ways to promote solidarity for the achievement of the Sustainable Development Goals, including poverty eradication and as a day of action to encourage new initiatives for poverty alleviation.

 

Burmese Government has not been respecting human values even being a member state of the United Nations which was created to draw the peoples and nations of the world together to promote peace, human rights and social and economic development with basic promise of unity and harmony among its members, expressing in the concept of collective security that relies on the solidarity of its members to unite “to maintain international peace and security.”

 

Since 19th April 1948, Burma/Myanmar has been a member of the United Nations and hence she is obliged to respect United Nations Charter and all principles and treaties to which she is party to.

 

But, in Burma/Myanmar, all level of authorities are grossly involved in undermining common objectives of the creation of the United Nations that lead to inhuman atrocities against indigenous Rohingya Arakanese and other ethnic minorities like Chin, Kachin, Karen, Karenni, Kuki, Mon, Naga, Pa-O, Palaung, Rakhaing, Shan and etc.

 

For decades, entire Burmese people have been deprived of even enjoying basic and fundamental rights such as right to safety and surety by way of unilateral rulings of the

Government and hence people have been struggling to transform the government into the

Genuine Federal Democratic System, meanwhile, calling it to halt human rights violations and to ensure peace and stability.

 

Through the peoples’ struggle, including the Rohingya, National League for Democracy (NLD), has managed to secure absolute majority votes to form new administration in recent apartheid election on 8 November 2020 in which it disenfranchised ethnic Rohingya as a whole, while an estimated 1.5 million voters from ethnic minorities including Rakhaing, Rohingya, Chin and etc. are not allowed to participate in the election, ostensibly because of security concerns, disregarding the voting rights of the people in the name of conflict zones. If the Government of Burma/Myanmar is really in belief of democracy, NLD must turned back to its original commitment National Reconciliation by ensuring the Rights of Self-Determination to ethnic minorities as denoted in the United Nations Charter.

 

In this regard, we call upon entire people of Burma, regardless of race, religion, color and etc. to express strong Human Solidarity for an urgent ending of inhuman atrocities by ensuring equal rights to every single national of the country through the amendment of 1982 Citizenship Law for the restatement of Rohingya’s national status without further delay.

 

We also call of the world populations for global solidarity to exert effective pressure on Burmese Government to rebuild Burma with International Standard Mechanism, while ending inhuman atrocities against indigenous ethic Rohingya and other minorities of Burma.

 

We request both of International and Regional communities, especially the Association of South East Asian Nations (ASEAN) and South Asian Association for Regional Cooperation (SAARC) to have effective engagement on Burma issue to stop occupation of Arakan Natural Resources and find durable solution to the plight of Rohingya and other minorities of Burma, especially the issue of Arakan and its peoples’ Sovereignty. ##

 

Authentic Informal Leaders Transform Culture

For innovation to flourish, enable a creative culture throughout your organization

In today’s hyper-competitive landscape, innovation is essential for an organization to thrive.

We live in a fast-paced world, where even the biggest companies can be disrupted, rest in peace… Blockbuster and Kodak. Making a company innovative from the roots up is no easy task. To lead like an innovator means investing in the right mindset, culture, incentives, and support throughout your organization. It means looking beyond a single brilliant idea and instead creates an iterative system focused on the creation of value and scalable growth.

It’s a company culture where innovation is welcomed as part of the work, rather than as an interruption of it. If everyone isn’t on board with innovation then the resistance to change won’t allow for true success. Many established organizations have a status quo culture that causes one to prefer avoiding loss over winning. This attitude is a barrier to change and holds innovation back.

The truly hard part is transforming your culture to best enable innovation to flow and sustain it for the long term. Trying to change an entire company’s culture is a superhuman feat. I subscribe to the view toward building off of current positive cultural qualities and making them stronger. Changing an entire culture is too hard, fraught with peril and extremely risky.

This article leverages the framework from Jon R. Katzenbach’s great book, “A Critical Few: Energize Your Company’s Culture by Choosing What Really Matters”. The book argues that an organization’s culture already contains the components it needs to fuel successful transformation. Leaders can affect lasting, positive cultural change by encouraging behaviors that promote creativity and innovation. One does not need to replace the old culture but needs to find the aspects of it that can help you move forward. I highly recommend reading the details in his book.

Let’s look at this book through the lens of improving innovation in the organization.

As the name suggests, Katzenbach suggests focusing on a few critical things rather than trying to boil the ocean. Keep it simple, make progress, iterate. He frames his approach in four areas:

  1. A Few Critical Traits to best reflect on what is valued currently
  2. A Few Critical Behaviors in order to cultivate innovation
  3. A Few Authentic Informal Leaders (AILs)
  4. Measuring Cultural Action

Behaviors

The focus for this article discusses the behaviors helpful to encourage innovation.

My favourite quotes from the book around behaviors…

People are much more likely to act their way into a new way of thinking than to think their way into a new way of acting. (Richard Pascale/The Power of Positive Deviance)

The idea is that changing behaviors, rather than mindsets, is the most practical way to intervene in an organisation’s culture is at the heart of the critical few approaches. Long-term organizational change efforts include simple, clear changes in specific behaviors. (Charles Duhigg/The Power of Habit)

Narrowing to a few critical behaviors is essential. Most efforts to address and change culture are too comprehensive, programmatic, esoteric and urgent.”

I’ll be more direct. Don’t expect to have an innovative culture by hanging posters and slogans of how innovative you’re going to be. Transformation happens in the trenches where people actually perform the work for the organization. Changed behavior, habitually sustained, equals changed mindset – simple, compelling and permanent.

In my mind, it’s giving everyone in the company the green light to think about what could be, not just do your job. Giving them room to think about solutions to the opportunities they see.

Useful behaviours to develop an innovation culture

  • Instil creative confidence without fear of rejection or failure
  • Encourage team members to share their perspectives
  • Build on other’s ideas with ‘yes, and’ rather than ‘no, but’
  • Active listening to build trust to demonstrate empathy
  • Start at the end to thoroughly understand the problem, not jumping at a solution
  • Foster continual learning and discovery
  • Share feedback on the status of ideas
  • Celebrate learning moments- they’re not failures, just steps in the discovery
  • Recognize each other for achievements, back-up and support teammates
  • Inspire relationships and collaboration between divisions and departments
  • Stimulate diversity in thinking, perspectives, and backgrounds to consult and collaborate 
  • Encourage others to reach beyond their comfort zone
  • Involve everyone to collect and discuss customer observations and insights
  • Hold people accountable for their actions and commitments

So what are the critical behaviors that would be successful for your organisation? You will be looking for behaviors that, when encouraged, will move your organization in the direction of your stated aspirations and your strategic intent. This is, in a nutshell, working with, rather than against the grain of your current culture.

One of the most powerful moments usually occurs when one leader turns to another and says, “What will you do differently, starting today?” The best leaders demonstrate the selected behaviors every day and at every opportunity. When the company leadership steps up and walks the talk, people take notice and then take action. A symbolic act is a deliberate, purposeful action taken by the leadership that sends a strong archetypal message.

These symbolic acts have a notable impact on the people in the organizations in which leaders serve—they catalyze and deepen emotional commitment to both the organization overall and to the leader as an individual. This kind of emotional commitment, over time, helps each person take similar chances, to act and behave in new ways that might feel unnatural at first but ultimately become rewarding and self-reinforcing.

Authentic Informal Leaders (AILs)

“When organizations are undergoing major challenges, such as strategic or operational transformation, engaging authentic informal leaders can help the greater organization accomplish what would otherwise be considered impossible.” This is one of Jon Katzenbach’s book’s most profound and simple truths.

AILs are the kinds of trusted individuals whose opinions and advice should guide you at every stage of your cultural journey. AILs are subsets of an organization who are influential, thanks not to their formal leadership role but to their total dedication to that organization’s mission and purpose. They reflect something strong about the overall traits of the larger whole and are capable of extraordinary acts. AILs are not on your executive team or highly placed on the org chart.

AILs are much more than just an ambassador role to share executive messages to the staff. This is not a one-way communication flow. The importance of the role lies in their ability to provide feedback and assist in crafting the transformation process. AILs can help leaders understand any skepticism the lurks at the lower levels.

Work with AILs should be ongoing throughout your culture transformation process, taking the form of a series of discussions. You will ask for AILs’ feedback on leaders’ ideas. You will also ask them how they achieve their goals. Working with the energy of AILs is the best place to dig into cultural obstacles and to determine how you can align strategy, operating model, and culture. AILs are also the very best source of ideas for how to attach the high-minded aspirations of any culture program to real, tangible business results.

Continuous improvement and innovation is vital for an organization’s growth and success. A collaborative, creative and engaged team is foundational to enable innovation efforts. Ensuring a culture that supports innovation is challenging. However, by thoroughly understanding your organizational traits and behaviors and focusing on transforming the few critical behaviors desired,  provides a process to get the fly-wheel moving and making progress on transforming your culture.

Ric Pratte, Innovation Catalyst and US-based 100%Open Associate

Israel’s road to genocide by Avi Shlaim and Jamie Stern-Weiner

  In inflicting overwhelming force on Gaza’s civilian population with the intention of expelling it abroad, Israel’s devastating response to...