Story:
Maori philosophical practices and principles are inspiring and engaging: True culture in the workplace

By Nancy Tuaine - Manager at Whanganui River Maori Trust Board

December 15, 2011 at 1:11am

Maori - Indigenous

Iwi - tribal

Traditional leadership

Moonshots

Focus the work of management on a higher purpose

Embed the ethos of community and citizenship

Enable communities of passion

Summary

Maori Businesses and Organisations are often intergenerational and the strategic vision has been set in history or created to establish a future for the next generation. The vision is often framed by culture and tradition and whakatauki - proverbs are commonly used to inspire and motivate followers. 'He Ao Apopo, He Ao Tea' this whakatauki or proverb by Rangtitakuku Metekingi, Whanganui describes that 'Tomorrow is a new day and the new day will bring clarity'. It encourages us to keep going, to stay motivated and that the answer will come in time.

Practice is based on the cultural value system that is founded in respect so ensures that employees are treated well, and valued. These foundations encourage a culture where employees are engaged and inspired to perform not just for personal rewards but for the recognition of collective achievement and commitment to a broader philosophy of achievement for the business, organisation or people.

Values such as:

Manaaki to show respect or kindness

Aroha to show care, empathy, charity and respect

Kaitiakitanga which includes stewardship, guardianship and wise use of resources

Hapai to uplift others

Mahi Tahi working together

Kotahitanga collectivity and united in purpose

Context

Maori philosophical practices and principles have the ability to inspire and engage employees in an organisation. The principles are based on a responsibility of care, care to those involved in the organisation and businesses and those that do business with them.

The Whanganui River Maori Trust Board is the organisation I have used to exemplify the ability of Maori philosophical practices and principles to inspire and engage employees.

The vision for the Trust Board was established in history through the continuous efforts of our ancestors to gain recognition of their rights and interests in the Whanganui River, 1888 was the first petition to the Crown. This vision was legally recognised in 1988 with the establishment of a Trust Board by the Crown to negotiate on behalf of Whanganui Iwi with the Crown in relation to the Whanganui River its lands, waters and other Taonga - treasurers.

The management and employees of the Trust Board are committed totally to fulfilling the vision of these ancestors. Firstly because they have a sense of belonging and ownership of the vision all being linked through geneaology to the Whanganui River but also because of the legacy of the vision. It is this vision that drives management and employees to perform to the best of their ability.

Triggers

The political climate has a big impact on the ability of a Maori organisation such as the Trust Board to achieve settlement with the Crown. The time delay in particular over the last decade has meant that significant leadership and holders of the vision have started to pass away. This has also begun the transition from traditional leadership to contemporary leadership.

Traditional leaders held positions of power but had the leadership qualities to lead and inspire people to work towards the vision. Contemporary Maori society are more inqusitive, more technology savy require to be informed rather than trust in the decisions made which is what happened traditionally. It is this transition that is requiring the management of today to utilise the philosophical practices and principles even more to guide their management.

Key Innovations & Timeline

There are three key strategies employed when transitioning between leadership:
Reinforcement of the vision is continuous
.
The vision focuses on the physical attributes of the River the fact that it is continous it binds everyone along its length together, what someone does at the top affects someone at the bottom. The vision is used to retain collectivity amongst the people externally and internally.

Values lead practice internally and externally

Manaaki respect and kindness is shown to everyone who interacts with the organisation and to fellow colleagues

Aroha management and employees are required to show care, empathy, charity and respect and serve the wider needs of the Iwi - tribe.

Kaitiakitanga known as Tangatatikitanga in my Iwi-tribe, stewardship, guardianship and wise use of resources relate to care and protecting not only the assets but also the environment and those things that the next generation will receive from you.

Hapai to uplift others as a manager it is your responsibility to build and foster the skills of your employees externally it is to provide opportunities for other.

When signficant changes occur such as the change in leadership it was critical that we looked to our cultural paradigms to provide stability throught the transition. These philosophies, practices and principles all reminded us about our responsibility of care and duty to fullfill the vision of our ancestors.

Communication is critical. The beneficiaries of the Iwi - tribe are spread throughout the world you have to use all forms of technology to interact.

Challenges & Solutions

CHALLENGE :Participation by the wider tribal members is sporadic and inconsistent so often information is repeated and misunderstood.

SOLUTION: A wide communication strategy is required:

For those living at home within the tribal landscape hui - meetings are held periodically to report progress to the people. Newsletters are used to communicate major progress to the wider tribal population. The Iwi - tribe has a website where descendents can learn about the history and receive updates on progress. Facebook is used to connect to the younger generation and specific youth events are held that focus on exposing the young people to their Maori, Iwi - tribal identity.

CHALLENGE: Political decisions are often complex and not easily understood by the membership that make final decisions about ratifying any settlement with the Crown.

SOLUTION: Information is shared regularly so that people follow the progress including the ups and downs of the process. Where possible both parties provide opportunities to engage with the wider population sharing the burden of communicating a difficult message but also sharing responsibility and ownership of decisions.

CHALLENGE: The change from traditional leadership to contemporary leadership, when traditional leadership passess there is a time of uncertainty and people worry about who will step up and be the next leader.

SOLUTION: Breakdown the roles in transition a team of people pick up the respective roles that once the traditional leader may have carried in isolation. The team work to communicate the new pathway of leadership and clarity of roles is determined. The team collectively meet periodically to ensure that the Iwi - tribe maintains a consistent approach

Benefits & Metrics

The most significant benefit is that the Iwi - tribe is able to continue to fullfil the vision that has been handed down to them. Whilst the shape and form of how this is done may have and be continually changing the Maori philosophical practices and principles remain.

Performance is measured by the satisfaction of the people who provide their feedback directly when attending meetings or send it via the email. The people are asked to ratify the steps of progress so this is an immediate confirmation that the work is being achieved and the people are happy.

Lessons

Our Maori culture has significant place in the way that we do business our philosophical practices and principles provide foundations that inspire and engage us to achieve intergenerationally.

Our Maori culture adds value to our business and those that we interact with and has similarities with the theories of Management and Leadership that I have studied.

Leadership is a process and dependent on a number of interellated things, yes you need the person or the people but the vision and the values are what gives it life.

Credits

Exposure to this work environment would not have been possible without the support and encouragement of the late Sir Archie Taiaroa who in December 2002 along with the Iwi at Ngapuwaiwaha Marae in Taurumarunui gave me my job.

Materials

Chellie Spiller, L. E. (2011). Relational Well-Being and Wealth: Maori Business and Ethic of Care. Journal of Business Ethics, 155.

Clydesdale, G. (2007). Cultural evolution and economic growth: New Zealand Maori. Entrepreneurship & Regional Development, 67.

http://www.wrmtb.co.nz/assets/rivertime.html

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