Intellectual
RENAISSENCE!
" The Renaissence,"
as the BBC English Dictionary defines it, "was the period in Europe
during the 14th, 15th and 16th centuries during which there was a great
revival of interest in art, literature, and learning."
It was "An age
full of hope and promise, which rejoices in a greater array of nobly-gifted
souls than the world has seen for a thousand years."
That is how, in the 1430s, a Florentine scholar named Metteo Palmieri
described the dawn of new era.
Palmieri was a chronicling one of the most dramatic developments
in history, when Europe finally turnes its back on the Middle Ages.
The sense of 'renewal' - the awareness of classical herritage - led
to the age becomming known as the Renaissence.
It was dominated by an unbounded optimism in the continual advance of
human knowledge amd of human genius, particularly in art and literature.
Today, we can see that the thirst for knowledge and the race to acquire
skills in all spheres of learning has not waned.
This augurs well for our newly developing nation to prgress in all arena
of development and project herself into the new millennium towards a
developed-nation status under Vision 2020.
The Civil Service has set itself certain agendas in order for it to
become a public service organisation which can lead the nation to the
new millenium and beyond.
And one of these agendas is the streamlining of its human resource development
ptogrammes - the quality of its personnel as well as the services that
they can dispense.
The State Secretary, YB Tan Sri Datuk Amar Haji Hamid Bugo, in lounching
the "Minggu Q" in Sri Aman on 15th April 1999 propounded the concept
he called "Intelectual Renaissence."
He told civil servants that "a Civil Service of the highest quality
could only be achieved if there was intelectual renaissence among
all parties concerned."
RAKAN Sarawak got
in touch with a number of civil servants in the state to get their opinion
on the matter.
Many were encougraged to lay down their thoughts and ideas on the subject.
However there are some, perhaps, who are not aware or have not followed
the news and development in the media who have yet to express their
opinion on the subject.
The following are some of the contributions which RAKAN Sarawak
have gathered to date. More will be brought to you in our future issues.
Encik
Ubaidillah Haji Abdul Latip,
the Resident, Limbang Division
has
this to say on 'Intellectual
Renaissance". |
 |
"I am of the opinoin that the concept is timely in our quest foe excellence,
not om;y in shaping tomorrow's Civil Service but also the future development
of tne nation.
History os the best source of reference in relation to the rise and
fall of nations.
Luminaries of the past, especially in relation to the Golden Age of
Islamic Civilization had shown their contribution to nation building
and the development of science and technology.
It was the culture and traditional of learning that was deeply ingrained
in the society that made renaissance or resurgance possible.
Perhaps the concept of learning organisation has been talked a lot.
However, there has been little prgress along this line.
Therefore the concept of intelectual renaissance is timely
and most appropriate in the age of IT, where, many, if not all of the
sectors of the ation will be knowledge driven.
Intellectual Renaissance can be applied to the Civil Service
as much as it is applicable to any other organisations.
This is through the Human Resources functions. The rapid change that
we are currently experiencing therefore means that the Human Resourse
functions need to operate at the leading edge of these changes.
Meaning it has to start transforming itself through Intellectual
Renaissance!
Some programmes that are relevant here include imbuing the rading
habits, supporting self-esteem, encouraging part-time courses at first
degree, Masters, or PhD levels.
Onece these spirit of Intellectual Renaissanceis internalised is
internalised in all civil servants, it goes without saying that high
performance Civil Service is within reach.
Action Learning and Action Research for instance, are useful tools for
this purpose too - the list not limited."
From the District Office of Saratok, in Sri Aman Division, Mr
Chai Moi Fong, the District Officer, has this to say on the
subject of 'Intellectual Renaissance.'
"It is my opinion that what the State Secretary has in mind when he
propounded the concept of 'Intellectual Renaissance' is that
he would like to see some of the following to be adopted by civil servants
in the state."
1. He goes to the book store at least once a month and buy a book or
two for reading and for his own library. He buys two books for each
of his children for their birthday presents ad oppesed to the norm of
buying toys or bicycle.
2. He spends less time loitering or sitting in coffee shops or buying
vegetables during office hours. Instead he updates himself with circulars,
etc or reading newspapers, books or magazines.
3. He has a PC for himself and his fanily in his house or quarters.
4. He exercises regularly to keep himself fit for duties at his office
as well as within the community.
5. He is dedicated and has unquestinable loyalti to the leaders and
goverment of the day.
6. He flies the state and national flags at his house or quaters on
any natinal celebration.
7. He subcribes to and parctice trans-parency. Whatever he does, he
is always mindful and conscious of the fact that he is a government
officer who has to preserve the good name of the Civil Service.
"I think the State Secretary wants a "born again Civil Service" and
I think it can be dine by putting our priorities in order and instilling
good holistic values in the system."
Mr. William C C Song of the Human Resource Management
Unit, Resource Division, Chief Minister's Department opines what 'Intellectual
Renaissance' mean to him.
"Tan Sri Hamid made it clear in his speech that by 'Intellectual
Renaissance,' he did not mean great intellectual prowess as evidenced
by a string of university degress.
Nor did he imply that unlike in the past, present day civil servants
do not think.
To me, the message brings to mind the need to think more than ever
before in my job, however mundane or routine the job may appear
to be.
Moreover, if we want to make a difference, we have to 'think right.'
There are a number of
reasons why I agree with Tan Sri Hamid's observation.
Firstly, in our quest for quality, we are obviously overly concerned
with forms rather subtance.
Like in any other big organisation. we in the Civil Service try to make
our jobs simple by documenting and following rules and regulations,
procedures. work instructions, job descriptions, division of responsibility
and lines of authority.
This maze of forms or structures makes it so easy for us to execute
our job mechanically.
Under the circumstances, it almost requires deliberate will to exercise
thinking and judgement when are face to face with the customers, when
ir is the most critical thing to do.
Secondly, we are working in a relatively more complex environment.
Our customers are more busy and impatient.
They want things fast and they find it difficult to tolerate mistakes.
We fell stressful in the workplace on top of the demands from our family,
colleagues, subordinates and bosses.
In order not to succumb to these stresses, we have to prepare ourselves
mentally as well as physically for the job in hand.
Last but not least, our customers and stakholders are becoming
more well-informed and if we are not mentally alert and don't use our
best judgement, we are likely to disppoint them.
Quality will then make an exit through the nearest window, thus leaving
us with work procedures, instructions, etc."
