Phenomenon called Anna:
Anna, a name needs no introduction today. From Kisan Baburao Hazare to Anna Hazare to Anna he has travelled a long journey through sheer hard work, dedication and altruistic outlook.
Anna is a rare example of a ‘self-made-man’, who rises from nowhere and becomes a role model for the masses. He is concerned about problems of people and takes initiatives to solve them. He goes out of the way to help people. At times his ways are innovative and unprecedented. For example, what he has done at Ralegaon Siddhi.
The creativity and out of the way going traits, which make such leaders exceptional also prevents them from joining an organization. They can vividly visualize what is in their mind and how will that yield results, but cannot convince that to people there, hence, the organizations may not allow them to work freely. Besides, organizations have their own discipline and decorum which they least bothered about. Such leaders, therefore, grow like a cult.
They take immense pride in their work and its worth even if it is at a small scale. They want more and more people to get benefitted. But as they try to expand, they face a lot of competition with people whose interests are jeopardised. People also find it difficult to follow an unconventional path, at least in the beginning. For example, Anna’s village, if he wants the whole country to be like that there will many lobbies working against and how many people will be willing to adopt that life style, anyone can guess. At the most such ideal work remains a good example, get recognition, praise and awards, but does not spread. They eventually die as a museum piece! Thus the story ends with Kisan Baburao Hazare to Anna Hazare. Some lucky ones become Anna. How?
To begin with such leader is rigid and reserved. People approach him to get support for their cause, but he could support only a few, because both sides are tied with principles and high conscience. However, he realizes that without collaboration he cannot reach out to more people.
As time passes his experience increases, he becomes confident and is willing to take up larger responsibilities. He starts delegating work and collaborating with newer people. As long as a public interest is served, he is ready to go ahead.
Some more people watch his methodology and growing acceptance, though do not ask to support their cause! They wait till the situations are favourable and one day in the camouflage of a larger nation interest these people (‘sponsor’) with a hidden agenda approach the leader through activists (‘managers’). The leader gets trapped! Once they creep in, a lot of people from widely different areas surround the leader. The movement, to common man looks spontaneously growing. But the disproportionate public and media response is actually managed. Their methodology remains dubious.
The leader takes it as the last battle of his life. He concentrate on his core demand, on that he is still very rigid and show is basic instinct intact, but to some extant his vision is blurs for the minor detail. He seldom bothers about the methodology so long the public interest is served. The leader at times during the course of the movement feels concerned and constrained but feels helpless in the environment largely dominated by the sponsor. The leader remains in the stat of dilemma. But the people around him constantly feed their version of reality and keep him aloof.
Typical structure of such movements is a pivotal figure, managers, supporters and sponsor.
Pivotal figure: A well acceptable personality with unimpeachable credentials, who want to serve the people at any cost till his last breath.
Managers: The people around the pivotal figure who manage the show. They want to serve people and want to ‘establish’ themselves. Some of them are pure managers and other the pointsman of the sponsor. They work diligently and have unquestionable dedication for the cause. They are great people in making who may end up in waiting! They are practical and know the ground reality of organizing a country wide movement which need a lot of resources and networking. They do it.
Sponsor: A group of people with huge resources, who are well connected and well versed in getting his work done. It is the invisible binding force behind the movement, responsible for unexpected and disproportionate support and coverage. His expectations are not clear till very late. He makes entry when there is time to reap the benefits. If the movement fails, the sponsor does not surface and his venture capital is dead! The sponsors are mainly big players and may also include foreign powers. They hi-jack the leader and get their work done and abandon the leader and the public and the nation at large.
Supporters: The common man who always thinks his voice will be heard this time! More often than not he is disappointed. The Anna supporters when go next time to get their work done will have to pay for the same!
Media and spectators are integral in any show, so also here!
Above all these compulsions and constraints, a leader like Anna has enormous power of honesty, dedication and people’s faith. The energy could be and must be utilize to do undoable tasks. Passing JanLokpal is one and there are many more. But not in the way which gives short term gain at the cost of long term pains! It is the responsibility of the political class to harness this energy for public good. They should rise above the party line and work for the people.
Anna and people should distinguish between those who are hi-jacking him for their ulterior motive and those who could be instrumental in making the good laws. Rather than inciting people to go against the ‘rule of law’ he should represent the section of the society whose faith in the Parliamentary democracy is fading and should bring them back to the main stream political process. That will make India strong, not the ‘sponsored’ agitations.
Anna, a name needs no introduction today. From Kisan Baburao Hazare to Anna Hazare to Anna he has travelled a long journey through sheer hard work, dedication and altruistic outlook.
Anna is a rare example of a ‘self-made-man’, who rises from nowhere and becomes a role model for the masses. He is concerned about problems of people and takes initiatives to solve them. He goes out of the way to help people. At times his ways are innovative and unprecedented. For example, what he has done at Ralegaon Siddhi.
The creativity and out of the way going traits, which make such leaders exceptional also prevents them from joining an organization. They can vividly visualize what is in their mind and how will that yield results, but cannot convince that to people there, hence, the organizations may not allow them to work freely. Besides, organizations have their own discipline and decorum which they least bothered about. Such leaders, therefore, grow like a cult.
They take immense pride in their work and its worth even if it is at a small scale. They want more and more people to get benefitted. But as they try to expand, they face a lot of competition with people whose interests are jeopardised. People also find it difficult to follow an unconventional path, at least in the beginning. For example, Anna’s village, if he wants the whole country to be like that there will many lobbies working against and how many people will be willing to adopt that life style, anyone can guess. At the most such ideal work remains a good example, get recognition, praise and awards, but does not spread. They eventually die as a museum piece! Thus the story ends with Kisan Baburao Hazare to Anna Hazare. Some lucky ones become Anna. How?
To begin with such leader is rigid and reserved. People approach him to get support for their cause, but he could support only a few, because both sides are tied with principles and high conscience. However, he realizes that without collaboration he cannot reach out to more people.
As time passes his experience increases, he becomes confident and is willing to take up larger responsibilities. He starts delegating work and collaborating with newer people. As long as a public interest is served, he is ready to go ahead.
Some more people watch his methodology and growing acceptance, though do not ask to support their cause! They wait till the situations are favourable and one day in the camouflage of a larger nation interest these people (‘sponsor’) with a hidden agenda approach the leader through activists (‘managers’). The leader gets trapped! Once they creep in, a lot of people from widely different areas surround the leader. The movement, to common man looks spontaneously growing. But the disproportionate public and media response is actually managed. Their methodology remains dubious.
The leader takes it as the last battle of his life. He concentrate on his core demand, on that he is still very rigid and show is basic instinct intact, but to some extant his vision is blurs for the minor detail. He seldom bothers about the methodology so long the public interest is served. The leader at times during the course of the movement feels concerned and constrained but feels helpless in the environment largely dominated by the sponsor. The leader remains in the stat of dilemma. But the people around him constantly feed their version of reality and keep him aloof.
Typical structure of such movements is a pivotal figure, managers, supporters and sponsor.
Pivotal figure: A well acceptable personality with unimpeachable credentials, who want to serve the people at any cost till his last breath.
Managers: The people around the pivotal figure who manage the show. They want to serve people and want to ‘establish’ themselves. Some of them are pure managers and other the pointsman of the sponsor. They work diligently and have unquestionable dedication for the cause. They are great people in making who may end up in waiting! They are practical and know the ground reality of organizing a country wide movement which need a lot of resources and networking. They do it.
Sponsor: A group of people with huge resources, who are well connected and well versed in getting his work done. It is the invisible binding force behind the movement, responsible for unexpected and disproportionate support and coverage. His expectations are not clear till very late. He makes entry when there is time to reap the benefits. If the movement fails, the sponsor does not surface and his venture capital is dead! The sponsors are mainly big players and may also include foreign powers. They hi-jack the leader and get their work done and abandon the leader and the public and the nation at large.
Supporters: The common man who always thinks his voice will be heard this time! More often than not he is disappointed. The Anna supporters when go next time to get their work done will have to pay for the same!
Media and spectators are integral in any show, so also here!
Above all these compulsions and constraints, a leader like Anna has enormous power of honesty, dedication and people’s faith. The energy could be and must be utilize to do undoable tasks. Passing JanLokpal is one and there are many more. But not in the way which gives short term gain at the cost of long term pains! It is the responsibility of the political class to harness this energy for public good. They should rise above the party line and work for the people.
Anna and people should distinguish between those who are hi-jacking him for their ulterior motive and those who could be instrumental in making the good laws. Rather than inciting people to go against the ‘rule of law’ he should represent the section of the society whose faith in the Parliamentary democracy is fading and should bring them back to the main stream political process. That will make India strong, not the ‘sponsored’ agitations.
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