DEAR EDITOR – Please allow me space to air some of my reactions to the story in front of the Solomon star paper May 10, 2010 issue #4231.
I have to excuse on the onset my negligence to find out the process taken to confirm the incompetence of the director of SICHE.
In any case, I fail to see in the article any stories leading up to it. It rather established isolated. I also see strong political influential group within SICHE that seems to have major impact on the decision to remove the Director and it seems that the last one too.
The group eluded the lack of qualification and leadership as a major contribution to lagging SICHE to move to new heights.
What I do not see and hear is a regulatory system that verifies the incompetence of the removed director or the former. Likewise, all allegations seem to be internal rather than independent.
The fear here is some other institutions (even at secondary level) will take this pattern of regrouped subordinates who then organised and rally to remove any leader not meeting their needs, mostly personal needs and often not organisational needs.
Virtually, I see this practice as really lagging any developments than a strong leader who rationalise and ensuring support for propositions who can find sustainable solutions.
It must also be realised that all big and suitable plans may not be necessary; in fact any one that is done first is the first step.
Further more there needs to be constant communication, collaboration and support between all levels in an organisation in order to come up with most appropriate development.
An appropriate development can occur if timely, accurate and reliable information and data of current situation are available also.
I had a feeling that there will be continuous opposition occurring if any director of SICHE does not follow the individual needs of the CHENLA.
The question to ask is whether the individual needs of CHENLA will suit the needs of SICHE to grow and developed.
I hope that this article will find its match soon.
Sebastian Nuake
Honiara
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