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Why Write

(Reproduced verbatim from the 1st post on an old blog of mine - December 3, 2011) Questioning leads to better understanding, gre...

Tuesday 11 October 2016

The Context of Government Communication Today

As a fast-aging yet hopefully youthful practitioner of Government communication in the world's largest democracy, I have been a rather curious observer and passionate student of the fast-changing media and communication scenario in India, as well as in the world at large. This humble inquiry has so far yielded many more questions than answers. Nevertheless, I take the opportunity afforded by the online medium to share some learnings, observations and insights. It is my hope that some of them turns out to be of some value to you too.



In this post, I would like to reflect specifically on the transformed context in which Government communication has to operate in India today.

The Communication Context Today



The communication domain has been witnessing nothing short of a revolution recently. The public sphere has undergone a multidimensional transformation. 

New Realities of the Information Age: Transformational Forces

A confluence of various forces has pedalled this transformation.




    New Realities of the Information Age: Trends

    The new information age is thus characterized by the following trends:


    • Exponential increase in volume, velocity and variety of data and information
    • Every ‘connected’ person is now a public broadcaster
    • News breaks – and dies - 24/7/365
    • Yet, often, it is not news that breaks; thanks to the almost pervasive editorialization of news
    • Communicators are trying to cut down on ‘middlemen’; there is an increasing disintermediation of communication, facilitated by social media
    • Overabundance of information, leading to a scarcity of attention among the consumers of information; yes, we live in an attention economy (concept propounded by Herbert Simon)
    • Increasing acceleration of change & uncertainty in the media & communication sector



    The democratization of communication has made fundamental shifts in the size, scope and nature of both the supply and demand for communication from organizations of all types, especially Government organizations; further, both supply and demand for such communication will only continue to increase in future. This has given the communication function a pre-eminent place in the larger domain of governance – the governance of any organization in general, and that of the nation in particular.

    New Realities of the Information Age: Implications

    This shift leads to the following implications:

    New Realities of the Information Age: Imperatives


    In this scenario, organizational and Government communication has to confront and embrace the following new imperatives:


    Note: In case you are hearing it for the first time, it is not who I say that "If content is king, context  is God". Click here to find out who said it, and what he means by it.

    Let me close with this for now. Hope the context of Government communication articulated above presents one more (brief and admittedly incomplete) perspective on the challenges and opportunities this field offers, and potentially gives enough room for excitement, learning and joy for the passionate and aspiring practitioner, observer and student of the Indian media and communication industry.

    Thank you very much for your kind attention. 

    - Dheep Joy Mampilly IIS, @DheepJoy, dheepjoym@gmail.com

    (The above content has been excerpted from the introductory part of a presentation I gave on behalf of my team, in July 2015, to senior officers and regional unit heads of our organization, on the immense potential of regional social media in India)

    Friday 19 August 2016

    Reviewing the Selection Process for India's Steel Frame

    (A Committee chaired by Shri B. S. Baswan has been constituted by the Union Public Service Commission on 12th August, 2015 in order to examine various issues related to the Civil Services Examination, with respect to the eligibility, scheme and pattern of the examination. The Committee is expected to submit its report this month - i.e. August 2016.

    The Committee has conducted a wide range of consultations, as a part of which it had sought answers to questionnaires. I am reproducing below the inputs I provided for one such questionnaire for Training Academies, most of which I am told, have been included in the response by the Training Academy for Indian Information Service. Hope you find this useful!)

    General


    1) Are the candidates from some disciplinary areas better suited to the needs of your Service(s)? Please specify the disciplinary areas.

    The Indian Information Service (IIS) is a service that stands at the intersection of technology, communication and governance, all three of which are evolving and changing at a very fast pace. This, coupled with the need to innovate and to take upon ever-larger responsibilities and challenges of an administrative nature, may give some advantage to those candidates with backgrounds in technology, management and/or communication/journalism/Public Relations. However, the need for constant innovation mandates a much larger emphasis on the aptitude, inclination and commitment of the candidate, rather than on his/her disciplinary area. Further, given the role of knowledge as well as ignorance in innovation, especially in communication, there is a need to maintain diversity of disciplinary areas amongst members of the service. What is more important than the particular disciplinary area is the standard of excellence upheld by the candidates in their respective areas. 

    2) Please indicate two issues, which in your opinion are crucial for improving the present selection system.
    • A serious lacuna in the present selection system is that all stages of the selection process evaluate only individual performance, while one of the foremost qualities a civil servant requires is the ability to work together, to inspire and take people along. To this end, some processes that evaluate the affinity of the candidate to work in a group needs to be incorporated into the selection process. 
    • As elaborated in the answer to Question no. 12, candidates should not be allowed to appear in the Exam again upon entering service. If a candidate is desirous of appearing again, he/she should either forfeit his/her selection to the allotted service (before joining) or resign from the current service before applying for the exam (as applicable). This is necessary in order to ensure stability in services and to promote focus, better camaraderie and professional excellence.
    • The number of possible attempts may be reduced to two for General Candidates and correspondingly for other categories.
    • A very serious drawback in the present selection system is that it is very much at the mercy of chance. Due to various systemic reasons and a combination of correct facts and incorrect perceptions, it is observed from empirical evidence that the majority of the candidates getting into IIS accord it a relatively low preference in the list of services into which recruitment happens through the Civil Services Exam. This, coupled with the option to appear in the exam while being in service, leads to a situation where not only is the inclination to join the service low but also that in quite a few cases, the motivation level continues to be below the desired level even after joining service.
    • The criteria for confirmation in service upon successful completion of Probation need to be made much more stringent, in order to ensure more committed performance by candidates during their Probation period.

    Existing scheme

    3) Is the existing scheme and pattern of CSE able to fulfill the objective of selecting suitable officers for civil services?

    No, the existing scheme falls short in some crucial areas that are the backbone of a modern professional 21st century civil service. The current scheme fails in its ability to identify and accord due merit to the following qualities in the selection process.
    • Integrity
    • Commitment to professional excellence
    • Ability to work together, to collaborate, to build great teams and robust systems
    • Ability to question respectfully, think, innovate and bring in change
    • A steadfast desire to change the world, to make a difference
    4) Do the candidates selected possess the necessary aptitude and skills for undertaking the probationary training programme?

    By and large, yes. However, they often do not have the necessary motivation to excel in the training programme, due in large part to the generalized selection process into the service, and to the continuing attempts by most officer trainees to enter into services they prefer more, which in turn has a negative effect on even the committed and motivated trainees.

    5) Have the changes that have been made in the scheme and pattern since CSE 2011 resulted in an improvement in the quality of selected candidates?


    The available evidence in this regard, especially based on a rather small data set, is deemed to be insufficient in order to establish any causal connection between the change in scheme and pattern of CSE and the quality of selected candidates. 

    6) Is the perception that the existing scheme of CSE is favourable to ‘urban’ candidates valid? Is there any bias in favour of candidates from particular disciplines?

    Yes, the perception is valid.

    No, the recent change stipulating that the CSAT will only be of qualifying nature with a 33% cutoff score, eliminates any conceivable bias to anyone in the Preliminary examination. Further, it is felt that the other two stages of the exam do not have any bias as well in this regard.

    Subject coverage

    7)  Should English language proficiency be tested in CSP?

    No. However, the training programme on induction into the service should include training in both written and spoken communication in English. The trainee should be confirmed in service, only upon his/her acquisition of a satisfactory level of proficiency in the language, which needs to be tested adequately.

    8)Is it necessary to continue with the English and Indian language qualifying papers in CSM?

    No. Proficiency in either English or any Indian language is sufficient in order to acquire competence in the other. Further, given that this is implicitly tested in the other papers, separate papers for English and Indian language are absolutely unnecessary.

    9) Is it necessary to test candidates in an optional subject in CSM? If yes, should they be tested in a subject that they have studied at University? What should the number of optional subject papers?

    Yes, it is necessary to test candidates in an optional subject in CSM. This enables us to gauge the ability of the candidate to acquire specialized knowledge in a given field, as opposed to a broad ‘general’ knowledge, and if tested well, is a measure of focus, depth and refined understanding.

    No, they should be given the freedom to choose a subject of their choice. This ensures a more level playing field than otherwise; this is all the more important given that choice of subjects at University is more often than not an accident of nurture and culture, than a measured intelligent decision, reflective of the individual’s nature or inclination.

    The present system – of two papers for the one optional subject candidates choose – may be continued, as testing of in-depth knowledge seems to necessitate two papers. 

    10) Is there a need to (re)introduce additional papers for selection to the Indian Administrative Service/ Indian Foreign Service/ any other Service? If yes, what should be the content and weight of such additional papers?

    Yes, there is a need to introduce some additional papers and processes.

    Papers/evaluation processes/exercises may be introduced in order to test the affinity and ability of the candidate to work with others in a group setting.

    Case study based evaluation method may be employed in either the Mains or the Personality Test. 

    Eligibility and logistics

    11) Should minimum percentage of marks at graduation be prescribed in the eligibility criteria

    Yes, this could serve as a useful filter. However, the bar should be kept sufficiently low, so as to not prejudice candidates from disadvantaged backgrounds and from Universities which award low average marks.

    12) Should candidates who have been selected at a previous CSE be allowed to write the Examination again, after joining a Service?

    No. If a candidate wishes to appear again, he/she may do so, subject only to his/her forfeiting the selection into the service allotted to him/her.

    At present, this rule is applicable to Indian Administrative Service and Indian Foreign Service. There is no conceivable reason why this should be applicable to only these and not to other services.

    The opportunity to appear in the examination again, on joining a service, while potentially beneficial to individual candidates, has been found to be highly detrimental to the overall morale and quality of not only the induction trainings, but also the service conditions thereafter. The fact that most candidates utilize this option has been found to result in their reduced commitment and focus to the induction training in the service they are in. This has in some cases set in a vicious circle, leading to lesser motivation among colleagues as well as course instructors to aspire for high standards of excellence.

    Further, this increases the attrition rate in many services, upsetting human resource planning, leading to huge spillover effects at higher levels as well and thereby leading to a resource shortage at multiple levels in the service. This is particularly true of IIS. The resulting under-capacity prejudicially affects both the scope and quality of what the service is able to deliver.

    In light of the above, it is only fair and fitting that candidates are allowed to write the exam again, subject only to their forfeiting or resigning from the service they have been allotted.

    13) Will the rigour of CSM be compromised if it is of objective type?

    It may be recalled that while subjective papers allow for potentially more rigour in questioning, the effectiveness of such papers depends critically on the rigour employed in evaluating the answers. On the latter measure, objective papers are perfect.

    In light of this, it is felt that it would be prudent, given the need for economy, efficiency, equity and fairness (both real and perceived), to switch to objective type question papers for at least some of the papers in CS (M).


    Subjective questions could be retained in one or two papers, such as “General Essay” and optional papers, to give some room for expression of the unique personality, world-view and thinking process of the candidate.

    14) What should be the periodicity of syllabus revision in CSE to ensure up-to-date competitive evaluation of merit?

    To ensure competitive evaluation of merit, it is felt that the CSE syllabus should be revised at least once every two years.

    15) What general measures can be taken to reduce the time-cycle of CSE, from the stage of notification of Examination to the declaration of final results? 
    • The CS (P) is understood to be a screening test, not a selection test. Given this, it is not clear why a candidate who clears the Preliminary exam in one year is required to sit for the same again in another year. Rather, a candidate who clears CS (P) in a given year may be allowed to directly appear for the CS (M) exam in subsequent years (as per his/her eligibility otherwise), till a stipulated timeframe – say in two subsequent years. Though this has no effect on the time-cycle of CSE itself, it does have a huge effect on the time-cycle of CSE for the individual candidate
    • The final results are based on the aggregate score obtained in CS (M) and Personality Test. Given this, the option of conducting Personality Test for all candidates appearing in CS (M) may be explored. The resultant need to conduct the Personality Test for a larger candidate pool may potentially be offset by the concurrent evaluation of CS (M) and conduct of Personality Tests; this could enable completion of Personality Tests by the time evaluation of CS (M) papers is done, thereby allowing us to declare the final results soon after. In order to cope up with the need to interview more candidates, the screening criteria in CS (P) could potentially be made more stringent, striking a prudent tradeoff between Type I and Type II errors.
    • With reference to Question No. 13 above, the switch to objective type gives room for considerable reduction in time-cycle of CSE.

    *****







    Saturday 30 July 2016

    Why Write

    (Reproduced verbatim from the 1st post on an old blog of mine - December 3, 2011)


    Questioning leads to better understanding, greater wisdom and a better life. In fact, all of us owe our very survival to our own willingness and ability to question. Hence, it is fitting that I ask myself why I am here.
    Here is why (I think) I want to write.
    1. I love writing.
    2. I have something of some meaning to say.
    3. I believe I can write well - fairly well.
    4. Hence I believe a fair share of the readers - myself included - would enjoy, derive some value from and appreciate my writing, and hence me. (Lessons learned from the past indicate that it does not demand a huge leap of faith to subscribe to this belief.)
    5. I want to get better (and better) at all of the above.
    And here is why I want to want to keep writing and why I want to keep wanting to write - in other (and simpler) words, why I think I should write and keep writing.
    1. Because (I think) I want to write.
    2. Writing demands a 'slowing down' - a departure from the otherwise turbulent disequilibrium that often characterizes my mind. Thus I hope it would compel me to observe and get in closer and deeper touch with the worlds inside as well as outside myself. I should promptly add that I am indebted primarily to two sources for pointing out to me the supreme importance of 'slowing down and observing' - i) my own (two) younger brothers whose meticulous, sensitive, empathetic, humble and careful approach to life and living has come to define a lot of what I am and ii) the great Indian philosopher Jiddu Krishnamurti, whose central message in all of his talks is to 'slow down and observe', as pointed out by Fr. George Stephen (a priest known for his highly effective and practical spiritual 'retreats')  in the book "Be Fruitful". I would reflect more on the importance of this theme in my later posts.
    3. Writing provides me a wonderful opportunity to thus immerse myself in and enjoy the beauty and goodness of the people who have touched me and thus also to proclaim and share this joy with you.
    4. I think writing is a great and meaningful tool to influence minds - and indeed be influenced as well; it can be a rich and evolving learning experience.
    5. I believe it would enable me to continually become more honest and humble.
    6. I believe it would make me read (and reflect) more.
    I do find other reasons that can be advanced to justify my desire to write. However, I have already run into the problem of not being able to present these reasons in a mutually exclusive (let alone collectively exhaustive) manner.

    So, let me stop here - leaving what has been written imperfect, and the rest unsaid (and perfect!). I close with the hope that I find this journey to be a fruitful and enjoyable one - for me and hopefully for you as well in some small way.

    Please do let me know if this humble post instills/strengthens your desire to start/keep writing.
    Thank you for your time,
    Your thoughts are most welcome,
    God bless.



    (Reproduced verbatim from the 1st post on an old blog of mine - December 3, 2011)

    Wednesday 20 July 2016

    Discovering the purpose of one’s life

    (Reproduced verbatim from a post on one of my old blogs - written on December 6, 2011)

    Over the last few days, I was battling with what I believed to be a reasonably serious problem, though I did think  it was nevertheless a nice problem to have. Stated very simply and somewhat crudely, the problem that occupied my mind is that I did not have an answer to the following, very innocent and deceptively simple question:

    “What should I do (in life)?”



    I thought I would be much more at peace if and when I have a clear, convincing (to my inner self) and enduring answer to this question, which made me want to find the answer as soon as possible.



    The quest to find an answer to the above question – which arguably many people face at some point in their lives – brought my attention to what is plausibly an even more fundamental question: 

    “How does one figure out what one should do (in life)?”

    In other words, I was wondering whether there could be a universally applicable “algorithm” or “process”, following which each individual could  arrive at his/her own specific and unique answer to the first question posed above.

    It did not take me long to discover that I did not have an answer to the second (and to my mind a more fundamental) question either. I therefore considered it advisable to focus my energies on finding an answer to this question first, which would in turn guide me towards the answer to the first.

    (A little more reflection now makes me realize that many, if not most, people would have found an answer to the first question without asking themselves the second question and/or without knowing the answer to the second question and/or even without asking themselves even the first question! They might just have come to “know” it – convincingly yet in a somewhat mystical manner. But alas, I seem not to have seen the answer yet. Or have I?)

    Anyway, let us stay with the second question for the time being. The quest to answer this made me think about values and the value typology propounded by the social psychologist Milton Rockeach (the Rockeach Value Survey is a values classification instrument founded on this value typology). This typology consists of two sets of values, each set containing eighteen individual value items. One set, called terminal values, refers to desirable end states of existence. These are the goals a person would like to achieve during his/her lifetime. The other set, called instrumental values, refers to preferable modes of behaviour, or means of achieving the terminal values.


    Coming back to our question (i.e., the second), I was wondering how one can incorporate this dichotomous value framework in coming up with a process to find an answer to the first question. Is there a conflict between terminal and instrumental values? If yes, should I give priority to my terminal or instrumental values?  Or is there a way of marrying the two seamlessly?

    I went to bed yesterday, my mind occupied with and somewhat troubled by these decidedly nagging questions.

    Before I proceed further, I should point out that I believe firmly in God (indeed, I need to continually make my belief firmer and stronger). I also believe that God has a plan for each one of us – a plan that is for our good, only for our good, for our individual as well as collective  good and a plan that is much more beautiful and better than what we can ever imagine. Hence I believe it is our sacred call to realize His vision of us by doing His will.


    Ok, so I got up today morning with a fresh mind, and was not quite thinking about the questions mentioned above. And it turned out that I had an open conversation with my (two, younger) brothers about some matters that concern us as a family. During the conversation, one of my brothers highlighted the important distinction between career and life, which also made me recollect what my “General Psychology” Professor told us in one of his classes: that we should always remember that career is only a subset of life (one might add that it is only a proper subset).

    This makes me wonder whether I was asking the wrong set of questions after all. Instead of asking “What should I do (in life)?”, should I rather be asking “Who should I be?” ? I wonder. I still wonder.

    I find a lot of merit in trying to answer this question, rather than the earlier ones. For one, it seems a lot easier! Secondly, perhaps it would inevitably lead me to the former set of answers. Or would it?

    I think it depends to a large extent on how much of the fulfillment we need in life we need to derive from work and hence how much meaningful our work should be.

    Well, for now, let me close here. Will keep reflecting on these and sharing my thoughts with you.

    Thank you for reading,
    Welcoming your thoughts,
    God bless.

    (Reproduced verbatim from a post on one of my old blogs - written on December 6, 2011)

    Postscript:

    It has been close to five years since I wrote the above; the experiences and reflections of these years have led me to closer to my life's purpose. I will be sharing these soon. Meanwhile, here is one book I read (in 2012) which I would like to strongly recommend: How will you Measure your Life?

    For the Seekers:

    1. How to Read the 3 Signs Telling You Your Purpose in Life
    2. 7 Strange Questions that help you find your life purpose
    3. 3 Unexpected Ways to Find Your Life Purpose
    4. How to Discover Your Life Purpose in About 20 Minutes
    5. How to Know Your Life Purpose in 5 Minutes: Adam Leipzig at TEDxMalibu

    Sunday 17 July 2016

    Should the Indian Bureaucracy Learn to Say No to "Yes Sir/Madam"?

    Case I: It's all in the Name

    August 2004. It was our first week at Oracle, a multinational software company. We were told that we were supposed to call everyone by name - the first name would suffice. No substitutes or suffixes such as Sir or Madam.

    We were fresh out of university, and it was our first experience, working in an MNC. We could not accept it immediately; despite the instruction, we addressed some seniors as Sir and were promptly corrected 2-3 more times, before we adopted the cultural norm of the organization. And yes, having adopted it, we were quite happy and comfortable using it. We soon realized that there were no exceptions to the rule whatsoever; even the CEO (then Larry Ellison) used to be addressed as Larry, by everyone.

    Case II: What's in a Name? It's all in the Rank

    October 2014. It had been more than a year since I joined Indian Information Service, as a developmental storyteller (so to say), in Government of India. I happened to call someone senior to me in the organization as "Ms. Namita" (name changed). The "Ms" was rather feeble, duly compensated by the emphatic reply: I am your senior, you shall not call me Namita, you have to call me Ma'am.

    (I have the highest regard for this senior lady officer; however, I am not disclosing her name, lest I happen to embarrass her. Though she does not need to be embarrassed, she was just trying to enforce a cultural norm).

    Though I clarified that there was a Ms. which seem to have left unheard, the message was loud and clear. In fact, I was a fool to have been such a slow learner - of the Government culture.

    Fast forward to July 2016. While speaking to a senior officer, I happened to refer to a Minister by her (full) name, raising a question mark not only in the officer's mind but also on his face. Well, I am a very slow learner indeed.


    The Manifestations of Organizational Hierarchy

    Why do you think Oracle and Government of India differ so much in this cultural norm? It is not because the latter is a more hierarchical organization (Oracle too is a hierarchical organization, though not as much as Government). I think it is rather because of the different ways in which hierarchy manifests itself in the daily work lives of their employees.


    In Oracle, the hierarchy is manifested largely in functional ways - in reporting relationships; in other words, in facilitating distribution of tasks among various levels and in enforcing their completion. In Government too, the functional manifestation is a towering reality; however, unlike Oracle, in Government, what was designed arguably as a solely functional tool has come to have huge cultural and even social spillovers. Of course, the influence has been bidirectional - the social and cultural history of India has played a big role in both the origin and entrenchment of these spillovers

    We can reflect on these externalities in another post; for the moment, let us focus on just the facet of Sir/Ma'am - an apparently small yet strongly emblematic example.

    Sir/Ma'am: The Grammar of Indian Bureaucracy

    It is my bet that a content analysis of the everyday conversations involving bureaucrats would assign a very big cloud to Sir/Ma'am. More spoken sentences than one would imagine tend to sport either Sir or Ma'am somewhere. And especially while giving explanations, the word tends to accompany even individual clauses. Further, Sir/Ma'am is a valid and oft-used sentence, in its own right. 

    Now, the last part especially is something that disturbs me. Let me clarify.

    The Slippery Slope: From Sir/Ma'am to Yes Sir/Ma'am and beyond

    I hate being forced - culturally - to call all seniors as Sir/Ma'am. I would have preferred - and perhaps even loved! - to do it as per my own volition. However, I can tolerate this - I am tolerating it! But more than the personal discomfiture, I am disturbed by the apparent deleterious consequences of this cultural norm

    Hypothesis: The cultural norm of Sir/Ma'am in the Indian bureaucracy leads to a significant increase in conformance and groupthink, thereby reducing the quality of executive decisions.

    Note: In the absence of research backed by evidence, I am only advancing this as a hypothesis, not an assertion. Yes, but I do suspect that this holds, backed by anecdotal experiences.

    Yes, the Sir/Ma'am is all too often Yes Sir/Ma'am. We pride ourselves on being the world's largest democracy; however, democracy seems to be in rather shortly supply (and demand) within the bureaucracy. Indeed, the system (technically) gives sufficient room for dissent. However, the organizational and cultural elements of the system tend to make people behave differently - for superiors to demand consent, and subordinates to supply it. 

    Often, projects of grand scale that are guided not by the right motives are executed, because someone somewhere bent down to an unequivocal Yes. By adopting a cultural vocabulary that is prejudiced against alternate voices, the Indian bureaucracy seems to amplify the innate tendency of individuals and groups to dance to the voices of power - often scuttling organizational effectiveness. Even those superiors who venture to take decisions in a participatory fashion have to go to the extra mile to convince their team that No Sir/Ma'am is acceptable and even welcome.

    Besides thus contributing to poor decision-making, the external projection of the Sir culture from within the organization to the societal sphere has contributed in increasing social distance between the public servant and the citizen. In our culture, we carry our professional identity everywhere - even outside work. Due to this, a Sir in bureaucracy often remains a Sir on the street as well - thereby influencing the power relation that would be established in the social sphere.

    Sir/Ma'am: A Functional Necessity for the Indian Bureaucracy?

    Despite the above, I am not quite arguing for an abandonment of this norm. Not yet. The norm cannot be viewed in isolation; a holistic approach needs to be taken. One that appreciates the vitality of this norm in sustaining the executive machinery of the Government, given the current situation.

    In my assessment and experience, the Government system relies heavily on authority in eliciting organizational performance. It is a system that is sustained more by stick than by carrot. A private sector organization where individual progress is strongly dependent on performance would find it suitable to have an open and non-hierarchical culture. On the other hand, a system where variance in individual career progression is minimal would be more dependent on such soft forms of power.

    Also, it is often said that the bureaucracy has been so designed to ensure stability. This putative bias towards continuity as opposed to change is also one factor which seems to favour the continuance of the Yes Sir/Ma'am culture. 

    Though I believe that change is the only permanent thing, and that the Government too needs to innovate continuously (here is why), and should therefore look at institutionalizing continuous change and innovation, not eternal stability. Which is why I believe Yes Sir/Ma'am is an innovation killer in the Government (you can find many more killers here).

    Postscript: My personal Sir/Ma'am policy

    I do call seniors as Sir/Ma'am. However, this has no correlation with the respect I have for them. One may have the highest regard for someone and yet may call him by name; and one can call someone Sir/Ma'am, and yet give him nothing more than the basic respect one gives all human beings in general. (This is another issue I have with this culture; it concentrates more on show of respect, rather than respect itself).

    And I have often encouraged my juniors to call me by name, to not regard me principally as a senior. But yes, it is often awkward to say this in our current culture, and many don't follow my advice anyway.

    Your Thoughts

    So, what do you think? Do you agree with my hypothesis? Is Yes Sir/Ma'am desirable? Or should we learn to say no to it? Requesting your invaluable views. Thank you.

    Wednesday 15 June 2016

    Rescuing a Weak Association: A 'Logical' Reflection

    I would start by expressing my debt and gratitude. To God, to my near and dear, and to a professional community and its Association of whom I have been very fortunate to be a part, for a while now. 

    The community has been sitting on a minefield of opportunity for a while now, with a decisive chance to craft a glorious, meaningful and inspiring future, as opposed to the opposite. 

    But there is a problem. Newton's first law is proving to be just too powerful; inertia has been the norm, collective action with a missionary zeal and visionary direction has been largely absent. 

    A recent occasion brought this into sharp relief. It is time to elect the next set of office bearers for the Association. Elections were notified; however, not a single nomination was received for any of the five posts for the fourteen posts on offer! Yes, that is right: zero nominations from a community with a few hundred members.

    Is it surprising? Well, it was, for me! And for many others too, I would presume. 

    However, a little reflection leads me to believe that it there was no need to be surprised; the situation lends itself to a convincing explanation, if only we understand the situation well and analyze it correctly.

    The Freerider Problem


    I think this is a classic instance of the freerider problem

    Given below is a simplistic, yet sufficiently realistic, game-theoretic formulation of the problem.

    1) The Decision

    So, both you and I are members of the said Association. The fundamental decision facing both of us is reduced to the following: Should I or should I not contribute actively in the functioning of Association?

    2) The Decision Factors

    We can identify the following two factors that can influence an individual's decision:
    • Net Benefit (to the individual) of a strong Association – b, comprising elements such as:
      • More and better avenues for personal fulfillment at work (benefit)
      • Less room to game the system to secure undue favours/postings (cost)
    • Net Cost of individual contribution - c, comprising elements such as:
      • Investment of time and effort in making the contribution (cost)
      • Learning and growth in the act of contributing (benefit)
      • Appreciation and recognition from colleagues for contributing (benefit)

    Note:
    • While the former is the personal benefit due to a strong Association (outcome), the latter is the personal cost incurred in the process of building one.
    • These are perceived values (assumed to be same for all members)
    • As indicated above, the word 'net' allows the presence of both benefits and costs for each of the two variables; however, both b and c are assumed to be positive (so we assume that the cost of individual contribution exceeds the benefit of the same)

    3) The 'Game Play'

    Following is the payoff table for this game:


    Others don’t contribute
    Others contribute
    You don’t contribute
    0,0
    b, b-c
    You contribute
    -c, 0
    b-c, b-c


    (The first figure in each cell indicates the payoff for you, the second one for others).

    This is a simplistic representation of what is actually an n-person game (with n decision makers).

    So, what do we have? If no one contributes, there is no pain, no gain. If everyone contributes, everyone incurs the same benefit and cost (bottom right cell), resulting in a net individual payoff of b-c to every Association member. 

    Now comes the more interesting part. If you don't contribute while others contribute, you will still derive the same benefit from a strong Association as everyone else (assuming your marginal/incremental contribution to the collective benefit is negligible when everyone else is active); however, others have paid a cost for this, while it comes free for you - you are a freerider! 

    On the other hand, if others freeride on you, the benefit is zero to everyone (assuming that you will be able to accomplish nothing by yourself); however, you have paid a very heavy cost this time!

    We are now ready for the climax!

    4) The Decision

    Let's wear your shoes, and inhabit your mind. There are two possible scenarios that can occur: others contribute, or they don't. 

    Here is what the payoff table looks like, in the scenario when others don't contribute:

    If you contribute, your payoff is -c (a negative value); if you don't contribute, it is 0. So the better option for you in this case is: Don't contribute.

    And in the scenario when others contribute:
    In this case, if you contribute, your payoff is b-c, while if you don't contribute, it is b. Since b is greater than b-c, the better option for you in this case too is: Don't contribute.

    Having considered the two possible scenarios, your better option in every scenario is: Don't Contribute!

    5) The Implications

    What happens if every member of the Association thinks like this? No one contributes! Which is one possible explanation for the situation we are facing.

    6) Any Way Out?

    Note that the game has been assumed to be one-step (not multi-step), parallel (not sequential) and two-person (not n-person). 

    And it is heavily dependent on b and c - i.e., on the members' perceptions of the benefits of a strong Association, and the perceived benefits and costs of the act of contributing actively to it. Changing these values is one possible remedy, that can completely transform the outcome. For example, just imagine what would happen if c were negative! In other words, if there is a net benefit (and not cost) to be gained from the act of contributing to the Association. The Association and the community would benefit from active contribution by one and all!

    In the same vein, the members would do well to ask themselves: Are we making an accurate estimate of the benefit of a strong Association? Can we do a better job of communicating the same amongst our fellow members? Doing so can alter the mean value of b, again fundamentally changing the game for good.

    And indeed, the model does not consider that life is sequential and evolutionary. In fact, this has supposedly  contributed to the current situation; members who actively contributed apparently had to contend with little company, fighting thereby a losing battle. This has led to very unfavourable values for both b and c.

    At the same time, this also gives us room for hope! If some members are willing to take the seemingly irrational act of contributing actively, it can potentially alter the game dynamics, inspiring more people to join in. Thereby changing people's expectations and inspiring action.

    But it is an uphill task indeed. For irrationality does come naturally to humans, but few people may choose to be irrational by design, on purpose!

    The Case for Effective Leadership

    An effective leadership can hopefully address all of the above issues: it can inspire individuals enough to see meaning (and thereby benefit) in contributing to the Association; it can better communicate the potential of a strong Association and also enable the community to better discover its true potential; and it can help enroll more people into a unifying vision that elevates, guides and energizes. And help everyone stay hungry and foolish.

    What do you think about what you just read? Your feedback is most welcome and would be highly valued. Thank you!

    Further Reading:
    1. The Free Rider Problem: Stanford Encyclopedia of Philosophy
    2. Nash equillibrium
    3. Prisoner's Dilemma

    Saturday 28 May 2016

    Hello, Transform India First, Hello Later!

    Two days ago, the Government of India, under the leadership of PM Shri Narendra Modi, celebrated its first second birthday. A variety of communication tools have been adopted by the Government to convey its birthday message. Notable among them: a free caller tune, named Transforming India, after the eponymous website and campaign. 

    Of course, subscribers of other telecom providers too can activate the Transforming India hello tune for free: you can listen to it here.

    But this post is not about the Transforming India caller tune.

    Caller tune: A Call to the Future

    It is about why the caller tune is a unique and potentially potent communication tool; in the ever-expanding set of tools available to any organization that wants - and needs - to connect and stay connected, ever better, with its stakeholders; and especially so for a Government organization; and even more so for the Government of India!

    As a communication tool, we can find that the caller tune possesses a good combination of very interesting characteristics - some 'obvious' and some not-so-obvious, some unique and some not unique. Together, these features make it a unique tool.

    1) The 'Ah Ha' Opportunity

    Surprise! The caller tune is unexpected; it is not something you expect to hear when you call someone (as of today). Even less expected is a particular caller tune.


    This is very useful for success in the ongoing World War III - waged by ideas and their proponents. War for the ever-scarcer attention of their targets to the ever-more-infinite information that is being made available.

    What makes this unique is that the surprise element is offered by the caller tune tool itself, not the message (content). This is a double-edged sword, as with all surprises: the message can make it or break it. But yes, by helping capture attention, the tool gives the message a better chance at 'making it'.

    2) She's Yours!

    Or he! And well, only for those precious seconds. But yes, almost surely for that brief crucial time!

    Yes, a caller tune offers the marketer a captive audience, much like that in a cinema hall. A movie-goer would happily endure ads, for the reward of watching the film. So would a caller, in order to talk to the person at the other end. 'Flipping calls' is not (yet) as popular (feasible in fact!) as flipping TV/radio channels, or scrolling laser-fast through timelines. 

    3) It's Social!

    Yes! Fundamentally, a caller tune is a type of social media! Though perhaps a 'weak' form of it.

    It therefore shares some key features of social media, such as:
    • Reliance on social proof: you learn your friend has subscribed to the caller tune, you are now a little more likely to be influenced by its message, and a little more likely to subscribe to the tune as well. 
    • Ability for the communicator to spread the message, while maintaining 'social distance': an important complementary property of the above; as a communicator, you need not bear the burden and possible embarrassment of having to spread the word of your good deeds, you can let others do it for you! Making it more credible and effective as well.
    • User-initiated action: Though callers don't create content in the sense users on social networks like Twitter and Facebook do, the caller tune is 'served' in response to a user-initiated action. Which is good. The communicator does not have to intrude into and eat away the user's time, as ads on TV, radio and newspapers do.

    4) Not Fully Social either!

    At the same time, it is not 'pure-play social'. It differs from 'conventional' social media channels in the following ways:
    • The communicator is absent: The starting point for most brands and campaigns in social media is to establish a presence. Not here. The communicating organization need not - and is often not - present on the telecom network. Speaking of the Transforming India caller tune, there is no single mobile number where you can reach "the Government of India". Well, for the purpose of the caller tune, there need not be.
    • A different kind of network effect: Most people are more likely to retweet a tweet which has already been retweeted 100 times as opposed to an identical one that has already been retweeted 10 times. A manifestation of the way the network effect plays out in social networks. It seems that caller tunes operate by a different and less visible set of network effects. You call up a friend and find she has a caller tune; how do you know how many already have it? You need to make some additional effort - outside the environment where you encountered it - unlike a tweet/FB post. (Some have been trying to change this dynamics).
    So what happens here? The organization pays the telecom service providers for enabling users to subscribe to the tune; publicity is given to the same; users start subscribing; if things work out well, the user base grows and the caller tune message spreads without any communication at all by the communicating organization in the host ecosystem  - i.e., the telecom network.

    Given this dynamics behind the diffusion of the message embedded in the caller tune, how should we describe the caller tune tool? How much of it is each of owned, shared and paid media?

    5) Yeh Dil Maange More

    We live in a switching society. Deluged in various messages, shifting attention to something else has become a natural instinct. And of course, it is no one but the individual who is charge of his/her attention.

    That's where caller tunes stand out. Someone listening to a caller tune would often be cut short by the receiver! For a change, the caller is at the mercy of the receiver for the allocation of his/her attention, as far as his/her ability to listen to the tune is considered.

    I am not aware of the effect of this dynamic on the caller. But I think it would have a salutary effect. What has been left unsaid and unheard can create a void - even if small - in the mind of the caller. Even if what little he/she heard was just not dull (let alone delightful), the person may come searching for the tune some time in future, as Yeh Dil Maange More.

    The caller tune thus allows the communicator to leverage the power of incompleteness - by its very design. Just like many marathon TV serials - where almost every episode ends with a loose end, or a new beginning!

    6) A message more truly for him/her

    A personalized caller tune can be chosen (based on language, and possibly other parameters as well). This is an advantage over other media, where communication is often un-targeted, and targeting requires you to have separate channels for content in each language.

    This is especially important for any organization that needs to reach out to people in diverse cultures and regions, such as the Government of India.

    7) Long Live the Short Caller Tune

    No, I am not wishing a long life for it. Rather, I think the caller tune gives the short message a longer active life than most other messages. Think of a tweet, a FB post, a TV programme, a radio show, a newspaper report. It appears to me that a caller tune has a much higher chance of a longer life, online videos and articles being a possible exception.

    The Transforming India hello tune for instance, is available for free for a period of 999 days. It has the potential to spread organically without any need for external intervention, for such a long period of time.

    What is in it for the Government?

    I am of the firm conviction that marketing communication will be most effective when the marketer is as absent as possible from the communication! The same is true of a certain type of Government communication - that which is designed to influence and persuade people to a certain point of view. 

    That is just a part of the reason why something like a caller tune is a potent tool in the hands of an imaginative government.

    Before we say Bye

    This post is incomplete, like caller tunes. There are many gaps - I would be grateful if you could help me fill them. 

    A very good guidepost to the future of Government communication in India, and elsewhere.

    Update (on June 1, 2016) to original post 
    I received a piece of feedback that one important point was missed out. That a caller tune like 'Transforming India' which seeks to influence the audience and promote a certain point of view can be received very negatively by those who are not strong supporters. It could thus lead to their 'tuning out' or even active aggressive behaviour. As highlighted in point 1 above, the message can make it or break it. This should be kept in mind.

    - Dheep Joy Mampilly @DheepJoy, dheepjoym@gmail.com