Nipawin - November 29, 2000 - by: Mario deSatnis

I feel hurt

Recently, I have been thinking about the possible vested interest Premier Jean Chretien could
have had when he personally contacted the president of the Business Development Bank of
Canada (BDC) for the granting of a loan to his friend Mr. Yvon Duhaime(1). I must say that
I don't find much pleasure in digging out the corrupted behaviour of our leaders; rather,
as I write about their failures to serve the people and their success in helping themselves
and their friends.



express our opinions

Monday night's results of the election is another evidence of the state of decadence of our
leadership(2) and of our division among every boundary, of geography, of language, of
culture, of religion. While in the US there is the so called democratic fight between the
''machinary of law' of George Bush and the 'every vote counts' of Al Gore, we experience the
ultimate expression of democracy, that is the division among people. However, we have been
always of the opinion that democracy starts with the individual and the related opportunity to
express ourselves publicly, and therefore, even though we are disappointed about the state of
our democracy, we can still somehow express our opinions and imagine that we can still make


a difference.




We must make a difference, after all we are all different ourselves, and as a consequence we
have to celebrate our differences with our emotions at work, at home, in our communities. But
more and more I realize how entrenched, homogeneous, colorless and backward is the
mentality of our leadership.



superiority of research

Few days ago, Timothy Shire wrote the article "iVisit" and he showed us how new
technologies are helping us to shape a new world of networking communication where
we meet and see people of different countries, of different language, of different culture
and of different religion(3). The common denominator of this worlwide opportunity to
visit each other is our humaness(4), yet we still have leaders hailing the superiority of the
machine over people and the superiority of research over the education of people.



right place at the right time

So, for instance, we have Pat Atkinson, Minister of Health, who conceptualizes health care
as a machine to be fixed(5). In the past, Pat Atkinson allocated specific funds for the purpose
to alleviate waiting lines for surgery, however such waiting lines have increased. Pat Atkinson
is now fixing this problem by the development of a provincial waiting list database to assess
how long people currently wait for care. She says "It's having the right people provide the
right service at the right place at the right time."



mechanistic mentality

Poor Pat Atkinson, this obsolete conception of having the right people provide the right
service at the right place at the right time is a reflection of her mechanistic and narrow
mentality. This is the same mechanistic mentality which supported the development of the
Saskatchewan Health Information Network (SHIN) and the consequential waste of dozens
and dozens of millions of dollars. In fact, SHIN was supposed to provide "the right
information at the right time at the right place."




Today, the problem is not in providing the right information at the right time at the right
place(6). Today the problem in health care is the lack of conversation among the people, the
kind of clear conversations(7) where we express our humaness and share and leverage our
knowledge; rather than impose our autocratic hierarchical power, impose our superior selected
knowledge, and control the success of the deviant studies of our researches.



abysmal disaster

Our concentrated health researches have been an abysmal disaster(8), yet Pat Atkinson is
allocating more money for research for the simple reason to keep qualified health
professional in the province. She has stated "We have to have the facilities, we have to
have the scientists and we have to have the researchers."



shared vision

Journalists, academicians, doctors and health professionals have all spoken against the
Fyke's Commission on Medicare(9), yet Pat Atkinson states that Fyke's report will help
the government to develop a common vision. Ken Fyke mailed some 400,000 questionnaires
to all Saskatchewan households and he hopes to come up with a shared vision by the
assemblage of the related responses. I mean, rather than spending millions of dollars for Ken
Fyke's Commission, why don't we recycle Louise Simard's 'A Saskatchewan Vision for Health',
after all, our former minister of health Louise Simard is the current Chief Executive Officer of
the Saskatchewan Association of Health Organizations(10) (SAHO).



democratic beginning

Readers, you must tell me where is any creativity, any vibrant character, any humaness, any
common sense in our governments, our bureaucracies, and our businesses. We have been
left alone to express our individual voices, and we will start all over again to build a new
democratic beginning. Let us imagine changes, because it is with dreams that we realize
  List of relevant political and economics articles


Prime Minister Jean Chretien: coping with his rules of ethics and his no-fault government, by Mario deSantis, November 24, 2000


Canada isn't ready for change, Ted Byfield, November 28, 2000, National Post


iVisit, by Timothy Shire, November 26, 2000


The Cluetrain Manifesto: The End of Business as Usual, by Levine, Locke, Searls & Weinberger, 1999


Money alone won't rescue health care: Atkinson, by Kim Mannix, November 27, 2000, The StarPhoenix, Saskatoon, Saskatchewan


Knowledge Management and Virtual Organizations, by Yogesh Malhotra (Editor), April 1, 2000. An excerpt: Myth 1: Knowledge management technologies can deliver the right information to the right person at the right time. This idea applies to an outdated business model. Information systems in the old industrial model mirror the notion that businesses will change incrementally in an inherently stable market, and executives can foresee change by examining the past. The new business model of the Information Age, however, is marked by fundamental, not incremental, change. Businesses can't plan long-term; instead, they must shift to a more flexible "anticipation-of-surprise" model. Thus, it's impossible to build a system that predicts who the right person at the right time even is, let alone what constitutes the right information.


The Simplicity Manifesto, by Bill Jensen


HSURC Commission: Another Study, Another Dump, by Mario deSantis, November 2, 2000


Fyke's Medicare Survey and the Psychology of Influencing People, by Mario deSantis, October 27, 2000


Louise Simard is the New CEO for SAHO, by Mario deSantis, March 14, 2000