Are we a nation in denial?

That's lifted from "Desert the island mentality" by   Anthony Giddens , The Guardian, 14th Oct 2007. [From Encyclopedia Britannica: Anthony Giddens - British political adviser and educator. Trained as a sociologist and social theorist; director of the  London School of Economics and Political Science , 1997-2003, later professor emeritus. An influential adviser to British Prime Minister  Tony Blair , he had a concept of a " third way " -a political program not limited by the traditional left-right political dichotomy-which was seen as underpinning Blair's  Labor  government. In 2004 Giddens became a member of the  House of Lords and received a life peerage as Baron Giddens of Southgate in the London Borough of  Enfield . He has written numerous books.]

"At the moment, it seems to me, we are a nation in denial - in denial about our limited capacity to influence world events on our own, and in denial about our dependence upon our European neighbors.

"Rather than making vain attempts to pin down the idea of ​​Britishness, we should focus firmly on what kind of Britain we want.

"A solidarity society needs an over-arching definition of purpose. There is no reason why patriotism should be a monopoly of the right ... "Britain for British workers" - that's the slogan of the British National party in this country. Identical phrases pepper the speeches of far-right leaders such as Jean-Marie Le Pen and Joerg Heider. The narrow nationalism of Thatcher and Tebbit is exactly the kind from which we on the left should be trying to break away, as well as from the 'island mentality' on which it is based.

"We should focus firmly on what kind of Britain we want. It is important to redefine our national sense of purpose, but as an overall project of structural change. We should look to the future rather than the past, and we should focus upon institutions rather than only attitudes and symbols.

"At the same time we need close scrutiny of Britain's role in the wider world. Our identity as a nation does not just depend upon what we say, but upon what we do; and not only on how we perceive ourselves, but upon how others perceive us. Image-building alone has little effect, as the advocates of Cool Britannia found. National identity has to be forged in the context of geopolitical realities. Even if Britain does have the world's fifth largest economy, we are a nation of 60 million people in a world of 6 billion, and where some of the major forces affecting our lives can not be controlled even by the largest of states acting alone. "

The writer is in New York as he writes, and it's been over a month since he returned from the family's annual homecoming to the Philippines. So Baron Giddens' "island mentality" came reminiscent of the time he was in corporate America. Because then after sitting at the head office for over a month following visits to overseas locations, he would sense what corporate types call "New York-centric" aka island mentality.

In other words, the business is not in the corporate headquarters. It is out in the over 200 countries. That when the enterprise can not respond to the consumers in these different markets, it is bound to fail. Because the competition never sleeps. They are as committed to these consumers. Moreover, what is today's excellence is tomorrow's commonplace.

The writer officially retired 16 years ago and to be a volunteer development worker in Eastern Europe is a refreshing way to overcome the island mentality for one based in New York. It may be where Wall Street is and where Broadway is, and where art and culture are synonymous. However, it is still not the center of the universe. It even produced the embarrassment we call Donald Trump, that has resurrected the "Ugly American" or gringo to the Latinos. So why New Yorkers will not ever vote for the guy.

Let's get back to the Philippines. Because of the embarrassment associated with being the region's economic laggard, we would want to toot our horn time and again. It protects and preserves our self-esteem. Still, we can not be in denial. Otherwise, we succumb to inaction, to the status quo. Does it come down to island mentality?

For example, " We should focus firmly on what kind of Britain we want. It is important to redefine our national sense of purpose, but as an overall project of structural change. We should look to the future rather than the past, and we should focus upon institutions rather than only attitudes and symbols. "

Consider how NEDA captured the vision of Juan de la Cruz:  "In 2040, all Filipinos will enjoy a stable and comfortable lifestyle, secure in the knowledge that we have enough for our daily needs and unexpected expenses, that we can plan and prepare for our own and our children's futures. Our families live together in a place of our own, yet we have the freedom to go where we desire, protected and enabled by a clean, efficient, and fair government. "

On the other hand, let's dissect the challenge posed to Britain. (A) To redefine a national sense of purpose and look to the future rather than the past would come from foresight, (B) an overall project of structural change demands a "growth mindset" not a "fixed mindset," and (C) to focus upon institutions presupposes a sense of community and the common good.

Consider:  "We need close scrutiny of Britain's role in the wider world. Our identity as a nation does not just depend upon what we say, but upon what we do; and not only on how we perceive ourselves, but upon how others perceive us. Image-building alone has little effect. "

Does an island mentality explain why we are hard put to step up to the plate? Going by the ten years of the blog's existence, being on the outside looking in, our instincts of denial are palpable. In other words, if the writer had stayed put in the Philippines, he probably would not have the perspective he has developed over the decades.

The evidence? First, it was the Asian Tigers that left us in the dust. Then, like clockwork, every other nation in the region is doing the same thing. What to do? Build, Build, Build? Train 1 and Train 2? Imposing a tariff on imported rice? Competition Commission?

In short, more fiscal and monetary interventions? They are textbook prescriptions which we have adhered to for decades. Think of all the supposed reforms behind the slew of legislation that made us wonder if we must now reduce the number of our laws and statutes. The acid test is: How do we pull all these interventions together to attain an ecosystem that is a virtuous circle?

Our inexperience in development puts us between a rock and a hard place. That is why massive undertakings benefit from the market test concept for example. The key is to learn how to put a virtuous circle in place and why to have several balls up in the air is a guaranteed failure. Take two examples, the 42 industry road maps we keep working on and tourism. To prioritize is fundamental and it dates back to the story of creation.

That one bright idea does not a creation make. "Let there be light," was one great idea yet the ecosystem did not come about until the sixth day. So there is the adage, "There are six ways to Sunday." It is a grand lesson in lateral thinking and scenario planning. Sadly, because of the crab mentality, we never developed the instincts of innovation aka creation.

Recall in the case of Malaysia, Mahathir saw no compelling reason to prioritize the development of his hometown. He knew his priorities. Which in our value system is suspect and why between the local government reforms - beyond land reform - and the party-list system, we institutionalized parochialism and insularity and perpetuated political patronage and enshrined local lords that at the end of the day ours is a culture of impunity. The evidence?

You can name them. Beyond Ampatuan, for example, there are Duterte, Binay, and Marcos among countless. How many times did we replicate corruption that is the Bureau of Customs because local lords succeeded through legislation to create their local Customs branch?

Let's get back to the 42 industry road maps and tourism. Beyond the imperative to prioritize is the reality of Pareto. Forty-two industries can not deliver equal economic impact; otherwise, the Soviet empire will still be around. What to do? The writer was chatting with someone from the public sector and gave the following examples: Out of the 42 industries, take 20% or the eight that will provide the most significant economic impact. Then out of the 8 prioritize the 20% or the two that will deliver the quickest wins because winning will give us the confidence to move forward instead of being sucked by the status quo.

The key is to create an ecosystem that is a virtuous circle rapidly so that we gain the experience and learn the lessons of development - and innovation, global competitiveness and beyond.

If in tourism the best islands draw the biggest foreign tourists - especially the big spenders - then figure out the six ways to get to that virtuous circle. It means not an airport here and there but a total system - as in an ecosystem that will make these islands indeed attract these tourists. It demands to connect the dots for them - from the time they land at NAIA, go full circle until they are ready to depart sated because of a beautiful Philippine experience. 

Why NAIA? Because closing our eyes on NAIA while promoting Cebu, for example, is classic denial. We can not ever create a virtuous circle if we entertain denial. Moreover, Cebu is not the model of a virtuous circle. It is a microcosm of our deficiencies in tourism like our gated communities, where one's favorite is a diamond in the rough. 

So we need to overcome our inward-looking bias and look outward and benchmark. Why is St. Barth in the French Caribbean the playground of the rich and famous? 

Let's get back to New York. It needs to look outward and benchmark too, to Singapore and Dubai for example. So Hudson Yards came about. 

What are we missing? See above re "Desert the island mentality." Recall how the Asian Tigers shocked the world by demonstrating how to traverse the road from poverty to prosperity rapidly. Moreover, the world always goes with the winners. 

Unsurprisingly, foreign investment continues to seek them. Not to be left behind, every other nation in the region followed suit. So the Asian century is now upon us.

Are we a nation in denial?

"Why independence, if the slaves of today will be the tyrants of tomorrow? And that they will be such is not to be doubted, for he who submits to tyranny loves it. "[We are ruled by Rizal's 'tyrants of tomorrow,' Editorial, The Manila Times, 29th Dec 2015]

" Now I know why Paul dared to speak of 'the curse of the law' (Galatians 3:13). Law reigns and discernment is unnecessary, which means there is little growth or change in such people. When you do not grow, you remain an infant. "[Faith and Science, Open to Change, Richard Rohr's Daily Meditation, 23rd Oct 2017]

"As a major component for the education and reorientation of our people, mainstream media - their reporters, writers, photographers, columnists and editors - have an obligation to this country. . . "[Era of documented irrelevance: Mainstream media, critics and protesters, Homobono A. Adaza, The Manila Times, 25th Nov 2015]

"National prosperity is created, not inherited. It does not grow out of a country's natural endowments, its labor pool, its interest rates, or its currency's value, as classical economics insists. . . A nation's competitiveness depends on the capacity of its industry to innovate and upgrade. "[The Competitive Advantage of Nations,  Michael E. Porter , Harvard Business Review, March-April 1990]

"You have to have a dream, whether big or small. Then plan, focus, work hard and be very determined to achieve your goals. "[Henry Sy Sr., Chairman Emeritus and Founder, SM Group (1924 - 2019)]

"Learning and innovation go hand in hand. The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow. "[William Pollard, 1911-1989, physicist-priest, Manhattan Project]

"Development [is informed by a people's] worldview, cognitive capacity, values, moral development, self-identity, spirituality, and leadership. . . "[Frederic Laloux, Reinventing organizations, Nelson Parker, 2014]