Interpreting Johnson’s observations

Despite the fact that I’ve spent more than three decades in journalism including investigative reporting, I could not become a full-time cynic but to some extent I’m a good skeptic as per the requirements of journalism. But, in order to avoid cynicism, I sometimes stop being skeptic which is against the good norms of healthy and objective journalism (Arizona State University professors and working journalists from US met me recently and quoting from their mentor Walter Cronkite, they said, ‘ a journalist must avoid being cynic though should not forego skepticism’). 

With this inability to draw proper distinction between skepticism and cynicism, I’ve become too lopsided in my opinions with a tinge of unnecessarily over-positive approach which my critics call favouritism. Some even go to the extent of criticizing me for my unwanted nostalgia towards my old constituency, I mean the bureaucracy as if the (old) bureaucrat within me has not yet died down despite so many years having been in the field of skepticism. 

This may not be factually and psychologically true as journalism is a good game-changer and no one can afford to remain a journalist and at the same time remain engaged in praises and eulogizing business. 

My explanation is that sometimes a pat on the back acts like an oasis in a desert and motivates the official machinery to be more efficient and committed to earn more appreciation. It is human nature but every time I’ve been appreciating some bureaucrat like Lahore police and administration captains and chieftains, I’ve also been giving some good suggestions emanating from my four decades of experience and dwelling in different spheres of human activity including business, agriculture, bureaucracy and then journalism.

This time the British Secretary of State for Foreign Affairs, Boris Johnson, also appears to be ensnared with this ‘motivation and morale building’ strategy as he has appreciated the ‘very fine’ functioning of Punjab police and administration especially its Lahore chapter’s chieftains. 

My inference is that it is in fact the recognition of Chief Minister Shahbaz Sharif’s keen eye with which he not only sees through the ‘abilities’ (or inabilities) of his officers throughout his province but also steers them through so many oddities when they are likely to go astray. This technique or ability is the most important ingredient- or requirement- of successful administration and policing. The civil servants including the police captains and administration chieftains learn these things at academies of administrative training and through multi-dimensional courses and refresher courses and then, of course, through the hard way by facing the music at the hands of public. But, Shahbaz Sharif seems to have learnt it from his inner inspiration that keeps him moving round the clock. It is his restlessness that is keeping the cops and the collectors busy and efficient. 

But why this entire burden should be put on one soul (Shahbaz Sharif) whatever the degree of his indefatigability? Why shouldn’t the public participation (and empowerment) be given a try? We have been hearing for long that Police Order/ Police Act provides for public watch through public safety commissions but in reality we couldn’t see the inception of this wonderful idea that could have helped curb the crime quite effectively. 

The CM ought to repose some kind of trust in the public thus transforming it into a key participant and constituent in the system of governance and public administration and thus in the system of policing with citizens’ collaboration. This formula has worked well in many parts of the world. In some parts of the country it has been tried in parts including for some time in Lahore in a different way but it must now be formalized and introduced in an organized form at the state level, to get optimal results. 

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