Carol Dweck’s 2006 book, Mindset: The New Psychology of Success, introduced how fixed and growth mindsets can impact growth.
For 10 years, the mindset change concept has gained prominence in the African development discourse, with Rwanda and Uganda having carried out successful community-driven, self-help rural development programmes drawing from the model of the New Village Movement national campaign in South Korea from 1970.
In the Malawi 2063, mindset change is one of the enablers towards an inclusively wealthy and self-reliant nation.
Mindset change has become a catchphrase that requires deeper reflection to clarify thoughts and pursue coherent action for good governance.
Here are some deep-rooted practices the leadership and citizenry must address for growth and prosperity.
(1).Dependency syndrome: The long-term vision rightly indicates: “As Malawians, we denounce our hitherto attitude of dependency on donors and handouts, materialism and self-accumulation through corrupt practices. We will instead embrace and commit to self-discipline, self-initiative and self-dependency.’
Self-dependency requires breaking the vicious circle of dependency. Recipients of government support through cash transfers and other programmes must be aware that such measures are time-bound until they can fend for themselves. The government, too, needs to realise the same regarding its dependency on external donors and explore pathways for self-reliance.
Moving away from dependency requires introspection of political ideas, values and policies. Malawi needs to reflect on alternative political ideologies that promote fair distribution of resources while securing fundamental civil and political rights.
Such rigours were not possible during the one-party era. In the post-1990s, the global political environment limited the scope for debating ideological alternatives and the newly democratising countries accepted the international monetary institution’s prescription of liberalism with the dawn of globalisation.
Now is the opportune time for this introspection to realise the Malawi 2063 development strategy.
National development strategies require collective ownership of national resources and shared responsibility towards maintaining infrastructure.
Due to a lack of ownership and maintenance, we often see medical clinics; schools and welfare centres become dilapidated or non-functional shortly after being handed over to the government or communities. Poor decentralisation has stalled many good development projects.
(2). Patronage system: Giving spoils to the one surrounding abwana (the big boss) does not auger with the demands of the 21st-century democratic system, which should give way to merit and competence in public appointments.
Mindset change requires a shift from shady political compromises and backroom deals, riddled with corruption as presidents awarded government positions to political supporters.
The prevailing ‘big man’ political culture of the country tends to polarise attitudes and actions as either strongly anti-government or anti-opposition.
Such polarisation also affects institutions like the Anti-corruption Bureau.
(3).Personalised leadership: In public institutions, the leaders issue orders and the rank and file obey meekly regardless of professional merit.
Personalisation has not paved the way for strengthening institutions.
For example, the Anti-Corruption Bureau (ACB)history indicates that the institutional performance has been way below what it would have been with a more committed political leadership.
It suggests a low level of institutionalisation.
One study on ACB stated, “In Malawi, it is not likely for anybody to stand up for principles as the system does not protect you; persons do.”
This leaves the head of such an institution and the institution itself vulnerable.
(4). Court injunctions: It has become a culture to use or abuse the courts to halt the policy actions or settle disputes. Many such instances are tantamount to abuse of the court when parties ‘shop around’ for judges willing to issue a particular injunction. Injunctions are regularly misused, undermining the government and scandalising the courts and the legal profession.
Let us embrace a mindset to deliver our responsibilities diligently and be vigilant to ensure our governance institutions perform effectively with impartiality and effectiveness.
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