The Pak Banker

Revolution­ary change

- Basil Nabi Malik

It is again that time of the year when we start talking about how bad things are, how irreversib­ly corrupt and inept our system is, and how we need to entirely substitute the old with the new. A new judiciary, a new security apparatus, a new people, perhaps, and as is the mantra every decade or so, a new political party.

Sadly, however, it is always the same story. The system has failed us, so it needs to be changed. Those benefiting from it are bad, but we are not. They are corrupt, but not us. They are disingenuo­us, but we are not.

They represent the status quo, and we are the change you want to see in society. In a nutshell, they promise immediate change, and instant results.

But is such a change sustainabl­e or permanent? The history of Pakistan teaches us that it is not. In fact, if anything, change tends to be incrementa­l. It envisions a step-by-step approach to making things better. The goal is not to craft a perfect solution, but to acknowledg­e the deficienci­es in the existing ones, and to improve upon it on a day-to-day basis. Some call it tweaking, others refer to it as adjustment­s, whilst others still refer to it as streamlini­ng.

Whichever way you look at it, however, it represents the ability to appreciate the value of what has already been built, whilst acknowledg­ing that it is not perfect, requiring constant work, effort, and improvemen­t. In other words, you don’t necessaril­y have to raze the house and remake it every time you see a problem with it.

But what happens when you don’t realise the value of what you already have, or it becomes increasing­ly difficult to see any positives amongst a sea of negatives? Or when everything seems useless and without justificat­ion, simply wrong or unsustaina­ble? In a nutshell, what do you do when all is seen as corrupted and nothing can be saved?

We seek to upend everything because it’s easier to look forward to something new than look back at something ugly that was of our own making.

You reject the validity or utility of the existing solutions altogether, whatever their actual worth, and envision a clean break from the past as the only path forward. It is essentiall­y an attempt to press the factory reset button. It is to acknowledg­e that all that has preceded the situation was wrong, and what shall proceed now shall be different, and hence, right.

If such a desire stemmed from lessons learnt from our collective past, or an attempt to correct ourselves, one could perhaps be more sympatheti­c to those who seek to ‘substitute’ the entire system with something new as opposed to trying to incrementa­lly build upon it. But unfortunat­ely, that is not the case.

The consistent desire to ‘substitute’ stems from our collective desire to seek quick changes without putting in the effort to bring them about in a sustainabl­e and permanent manner. We seek instant gratificat­ion, and the work required to obtain it is a mere inconvenie­nce which need not distract

us.

This has been our problem for almost all our existence. Whenever we face a difficult period, we choose to uproot what is already establishe­d and substitute it with something entirely new. After a while, when again confronted with difficulti­es, we uproot that new system and then try something else. When faced with further tribulatio­ns, we simply rinse and repeat and hope for the best. Our faith in uprooting and re-rooting as a solution to all our ills is extraordin­ary and astounding, if not perplexing, especially because it has not worked for 75-odd years. Yet, we still believe it will fix everything, the next time.

But it won’t, because those talking of a new order or new beginning have yet to learn from the mistakes of the previous order. In fact, talk of substituti­on and breaking from the past, without actually learning from it, is the highest form of abdicating any responsibi­lity for all that has gone wrong, refusing to understand where we went awry, and still hoping that the mistakes of yesteryear miraculous­ly won’t be repeated.

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