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CHANGE AND THE KNOWLEDGE GAP IN THE PUK-KDP
LEADERSHIP AND SKILL SET RECORDS
By Heval Hylan
Like it or not, we are all responsible for leading the desired changes to ensure better future for our next generation. The irony of corrupted Barzani-Talabani family members about change is that, at one level, they want to change or wish things would change. At the same time, on another level, they are the first to resist change. However, they neglect the people aspects of permanent change.
One of the most interesting phenomena is living with a new movement that is engineering itself and implementing breakthrough change. The process of assimilating breakthrough change always follows a common evolution.
For the thieves the understanding of change is different. They are trying to dig new tunnels to transfer their hidden assets in the first stage, and work hard to avoid the waves of change because there is denial, disbelief and rationalization for the "as is." Then there is also competition, where change is ridiculed and violently opposed until proven otherwise.
The early successes of change begin to build positive force, and success breeds more success. Next is the realisation that the change movement can learn and benefit from change, rather than wait and become victims of change. In today’s Kurdistan, change has become so self-evident that PUK-KDP became nervous about the waves of change.
The way the KDP-PUK reacted to resist change in particularly during election period was by raising their hidden brutality. And the outcome we experienced was a jumble of behaviors and resources going off in different directions, and no results.
However with the support of change minded people, the change movement is required to focus on the following:
One of the most interesting phenomena is living with a new movement that is engineering itself and implementing breakthrough change. The process of assimilating breakthrough change always follows a common evolution.
For the thieves the understanding of change is different. They are trying to dig new tunnels to transfer their hidden assets in the first stage, and work hard to avoid the waves of change because there is denial, disbelief and rationalization for the "as is." Then there is also competition, where change is ridiculed and violently opposed until proven otherwise.
The early successes of change begin to build positive force, and success breeds more success. Next is the realisation that the change movement can learn and benefit from change, rather than wait and become victims of change. In today’s Kurdistan, change has become so self-
The way the KDP-
However with the support of change minded people, the change movement is required to focus on the following:
1. Delegation of Change. These include:
(a) actions such as delegation of change to people and organisations who made the change;
(b) learn from the visible failure of PUK-KDP;
(c) not being the first person to pull the change plug in favor of short-term results; and
(d) be aware of people who say: "I'm all for change as long as I don't have to change."
2. Out of Box. Leadership barriers are typically caused by a lack of strategic direction and a low commitment to breakthrough change. Breakthroughs are usually the result of "out-of-box" judgments or unexpected opportunities that strategic planning and benchmarking had not considered.
3. Appearances of Progress. There is pressing need for the appearance of progress via heaps of activities, and the awareness of change with results. Sometimes change might cause dilemma because of the lack of knowledge about needs, or a poorly aligned implementation process.
4. Good Teamwork. It is vital to admit that change happened within a set of departments with a hierarchical family ruled ladder. Therefore there is no reason to be a fear of control which encourages inaction until the approval is settled. Remember the KDP-PUK leaderships are not ready to give away power.
We also experienced during the Barzani-Talabani rules that their disciples want empowerment, but they are not ready for the responsibilities of being empowered. They have not been allowed to operate outside of these PUK-KDP models; they "bunker down" and wait for direction and instructions from a higher authority. In other words, they have difficulty viewing and understanding the change as a boundary-less.
5. Belief in Change. Individual belief in positive and fruitful change includes a commitment and confidence to lead and manage change due to direct voice from the people of Kurdistan to the people of Kurdistan. A belief that it can be done, and continue the intellectual battle scars from previous attempts to change, and a strong presence of the no fear barriers.
6. Removing Fear Wall. The key is that fear fence must be dealt with as soon as they are discovered because they are notorious for throwing a breakthrough change process off track. Fear barriers are created by KDP-PUK dictatorship, and they can only be removed by Kurdish people. Permanent breakthrough change doesn't happen until people are willing to accept and embrace change.
There is no doubt that the Change movement has it is own flexible agenda. The reason I am using the word: :flexible: because I believe that they are there to listen to peoples view and change accordingly. However there are some useful points need to keep in our minds as change supporters:
1. The recognition for breakthrough change been established and supported by the majority of the Kurdish people.
2. There is a genuine and a shared vision of breakthrough improvement.
3. There is a new agenda which attributes and detailed design elements of the end-to-end implementation blueprint.
4. There are knowledge gaps in the PUK-KDP leadership and skill set records