The Tuah Syndrome: Resistance to change

by Maria Zain

(Harakah): Formal organisations are often described as inorganic. They are highly resistant to change and do not deviate from their normal practices that have been carved into stone tradition over the years. Culturally, they are cold and fall under autocratic leadership.

They observe strict reporting lines and their decision making is often slow – their decisions' effectiveness also are shallow, usually after they fail to address pertinent issues within the organisation or in the external environment.

Due to their lack of flexibility as well as lack of transparency, those who are privy to the results of the decision (i.e. employees, suppliers and even clients) do not have their opinions and ideals that represent their interests, incorporated into the result of the decision. This usually breeds resentment and builds poor rapport between the different hierarchical levels as well as with the different affiliated parties.

The Formality of Change

Poor communication lines, however, are not the prime reason for distasteful cultural breakdowns. The "change factor" instigates a higher level of irritancy and stubbornness that hinders fresh new blood to infiltrate the old system. The formal organisation is classified as one that has a saturated level of productivity. Members of the organisation "go through the motions" in a robotic, scheduled manner without innovation or the initiative to change.

Not only is the change factor a signalling threat to the formal organisation's cultural norm and its practices, it is a blazing sign of disrespect and defiance. Those who encourage change and instigate new policies and practices are challenging the norm – that tradition carved in stone.

Leadership and Change

Leadership is the nucleus that solidifies the formal organisation. Decision making especially, can only be channelled to the person in charge. Processes and work flows operate rigidly in accordance with the autocracy that forms the nucleus of leadership.

In an organic, modern organisation, leadership plays an important role in delegation and empowerment. Though the leader is still respected as the person in charge, he has the liberty of passing on responsibilities to other subordinates with the underlying means of sharing the rewards of positive outcomes.

Empowerment however, also involves responsibility of failure. Those with acquired decision-making responsibilities are also jointly responsible for any negative results and feedback. An organic organisation therefore reduces the problem of blind loyalty; it requires subordinates to think for themselves, provide a thorough assessment of the problem at hand; and at times, question the norms, and move out of their comfort zone.

Over twenty years ago, Malaysian textbooks relaying "Sejarah Melayu" spoke of Hang Jebat, a warrior under the administration of the Sultan of Malacca. He runs amuck after he learns of the alleged death of Admiral Hang Tuah. Caught in between his friendship of Hang Tuah and his animosity towards the Sultan's amoral affairs, Jebat challenges the authority that he had always served loyally, until he felt the need to take a different stand.

Tuah on the other hand, became furious at his comrade's outburst of treason. In turn, he sought to protect the Sultan, the same man who had ordered his execution (for allegedly coveting a palace maid-servant). He resurfaced from his hiding place and killed Jebat. Changes in Malaysian History

Warriors Jebat and Tuah are mentioned in passing in today's textbooks; with a greater emphasis on Hang Tuah, as the Admiral during the Sultan's reign. The new syllabi include later events that mark the milestone developments of Malaysia – such as the erection of the Twin Towers, that were once, for a short time, the tallest buildings in the world.

Tuah and Jebat have nearly become part of folklore in today's society – especially for those whose interests do not necessarily lie in "Sejarah Melayu." But many still believe in Tuah and Jebat. Tuah is remembered as the Admiral who demonstrated unfaltering loyalty towards his leader, so much so that it has been described as blind loyalty; whereas Jebat is remembered as the hero who died in efforts to protect Tuah's honour – just by challenging the Sultan.

Changing Malaysian Culture

Though Jebat is the hero to many, Malaysian culture, inseminated from the tender age of seven, nurtures children to learn as Tuah did. In the past, and even now, the learning system does not encourage - even the youngest of children - to ask questions or to ask too many questions. A stone-hard tradition is to "do whatever you are told," or "to listen to the teacher at all times."

Not allowing to be questioned fortifies authority and respect (in a dictatorial old-fashioned way) but at the same time it inhibits curiosity as well as the learning curve, in those who are actually willing to learn. Of course times are changing, slowly - but they are changing. The formal organisation is metamorphosing into an organic one; children are allowed to partake more in the learning process at home and at school.

Jebat lives on without his name emblazoned in text books leaving more Malaysians compelled to install the need of free-will; to be able to question the norm; and to move on beyond the comfort zone in efforts to embrace the change factor and eliminate blind loyalty altogether. Self-empowerment creates the need for fresh new blood in the system and is an ever-changing learning curve in its own right. Installing the Jebat factor is like pouring water onto the stone-cold tradition. The rock eventually cracks and splits open as the water freezes and liquidises in accordance with its surroundings. Leadership therefore, remains autocratic, if there is no Jebat.

Changing Leadership Dynamics

Leadership progression is an essential key to the shifting of organisations / bodies / individuals to have an organic outlook to the surroundings. Leadership styles are seen everywhere: in the corporate world, within the government, on reality shows, prime time television dramas and even in cartoons.

Legendary sci-fi drama, Star Trek, for example, travels through time displaying different forms of leadership qualities through their ship captains such as James Kirk, Jean-Luc Picard, Benjamin Sisko and Kathryn Janeway.

Kirk (William Shatner) demonstrates the autocratic leadership style in the operations of the ship, and also in combat whereas Picard (Patrick Stewart) is illustrated as the captain who manages by objectives – his diplomacy and flexibility leaves him strongly undefeated by enemy lines.

Sisko is played by African American actor Avery Brooks, and Janeway, the first female captain, (Kate Mulgrew), both represent diversity in leadership – a major cultural change that causes dismay to formal organisations - even ones that exist today.

Star Trek: A Product of Islamic History?

Though history books may change and should change to reflect newer milestones, the book called the Qur'an, does not – it has already incorporated the complete lifestyle for all Muslims including those elements related to management and leadership. Through the narrations of the Qur'an and the complementary Hadiths, all four management styles and salient issues embossed in Captains Kirk, Picard, Sisco and Janeway characters can be found.

Prophet Muhammad (peace and blessings be upon him) demonstrated both of Kirk and Picard's portrayed leadership qualities. The former was mostly seen during Islam's early years where focus on new principles needed to be emphasised. As the first civilisation formed in Madinah, the shura (the consultation panel), was established to incorporate the diverse interests of Muslims at the time – Prophet Muhammad (peace and blessings be upon him) has always been seen by scholars to take a consultative approach in his leadership style. Amongst his consultants were Abu Bakr Siddiq, Ali bin Abi Talib and Umm Salama. This style was empowered upon the other iconic leaders, besides those already mentioned - such as Umar bin Khattab, Uthman bin Affan and Abdul Rahman bin Auf.

Delegations to leaders that fell out of the norm's realm sprouted "change factors" through Usamah bin Zaid (an extremely young leader); Bilal bin Ra'bah (an Ethiopian slave); Salman al-Farisi (a Persian); and many women who bravely challenged the norm, including sisters Aishah and Asma bint Abu Bakr, Zainab bint Jahsh, Fatimah bint Muhammad and Saffiyah bint Hayy (who was also a Jewish revert).

Formation of Civilisation through Change

The first formation of civilisation promoted the "change factor" through the different leaders such as Bilal, Umar, Ali, Aishah, Saffiyyah and Umm Salama (may Allah be pleased with all of them). The Prophet (peace and blessings be upon him) praised those who were not shy to ask questions; the young began to teach the elderly to read; the weak challenged rulings that were enacted in public, when they felt new legislation were unjust; and women held important positions in public organisations (Bukhari).

The first generation of Muslims challenged nearly all their cultural norms through the directives of the Qur'an; they were the "Jebats" in their own rights. Through the evolving diverse society, a new breed of principles were put into practice – needless to say, they encompass all aspects relevant for a human's survival throughout his or her lifetime; and were formulated with sensitivity to changes in time.

The principles still apply until today; however, cultural norms over the centuries have formed and have been solidified in tradition. Only the organisation / body / individual that is organic enough will be able to overturn saturated practices that have allowed productivity to wane.

The Organics of Change

The organic structure is classified by one that has a strong learning curve and is open to change. It requires bravery and empowerment that can question the saturated processes, yet has to be executed in a manner that is embalmed with responsibility of one's actions.

Most importantly the organic organisation / authority / body / individual embraces the change factor as part of the cultural norm – changes do not lead to disruptions but rather reduce the robotic and cold cultural hindrances of progress.

They eliminate the Tuah syndrome of resentment towards change and encompass the zeal of the first generation of Muslims who were brave enough to overturn and discontinue obsolete, ineffective and amoral pagan practices.-ES