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Taking Sri Lanka Forward- Excerpts from C. Narayanasuwami’s “Managing Development: People, Policies and Institutions

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Confronting issues of debt restructuring, economic stability and sustainability- a long-term perspective

Sri Lanka’s financial crisis has created greater awareness of the need for financial, economic and institutional reform and the development of a holistic approach to the planning, implementation and monitoring of economic and social policies and programs. Substantial efforts have been made in Sri Lanka for over one year or so to restructure debt and increase revenues but the conditions for long-term economic stability are yet to be fully addressed as these require multi-faceted initiatives at different levels. Reform measures are unlikely to be implemented expeditiously given the current socioeconomic pressures. Any reform initiatives will be time consuming and will require political cohesion and commitment.

The visit of the IMF team this month will throw some light on measures to be adopted with immediate and long-term results orientation.It would be prudent to think in terms of overall structural changes, some requiring immediate attention and others planned for a longer-term intervention. Looking at similar emergencies encountered in South America, South Africa and Asian countries such as Pakistan a number of short and long-term structural changes are warranted. Do the current programs, policies and the institutional framework provide adequate flexibility to enhance public sector performance, governance mechanisms and institutional capacity to address stabilisation issues? We had reviewed a few books and reports on economic management and found that considerable efforts need to be made to bring the country to sustainable levels of economic performance.

We reviewed, among others, a recent publication authored by a Sri Lankan Asian Development Bank Professional, Mr. C. Narayanasuwami, previously of the Ceylon Civil Service who last headed the then Agrarian Research and Training Institute (now known as Hector Kobbekaduwa Agrarian Research and Training Institute) prior to joining the international civil service.

The book was released simultaneously in Colombo, Manila and Sydney. Some of the key aspects covered in the book entitled, ‘Managing Development: People, Policies and Institutions’ apply to the situation in several developing countries in the Asia-Pacific region with a few areas specifically addressing issues of particular relevance to Sri Lanka. Governance. The section on Governance, for example, deals primarily with the Sri Lankan situation and acknowledges that ‘sound governance would require (i) an effective policy framework, (ii) a qualified, competent, trained, and skilled workforce at different levels, (iii) an appropriate emoluments and salary structure that takes into account differences in performance levels, (v) a corruption free management system, and (vi) an overall politico-legal framework that supports non-discriminatory policies and promotes initiative and dynamism in project and program execution.

Evidently, transparency, predictability, accountability, stakeholder participation, rule of law, an efficient and uncorrupted public service, independence of judiciary, and media freedom, among others, are vital components of good governance. Sri Lanka has suffered substantially in upholding many of these values largely due to the adoption of undemocratic and often ill-conceived policies and practices in implementing varied development programs. No significant changes have occurred to reverse the culture of corruption and public sector inefficiencies and instil discipline in the maintenance of law and order’.

Public Sector Performance. Reference is made to the deterioration of public service standards in Sri Lanka and the following excerpt captures the current weaknesses that impede development performance.‘Over the past 30 years, about 40 percent of development projects failed to achieve their intended objectives within the stipulated time frames or within the expected budgetary allocations because of the lack of capacity to plan, implement, and deliver in a coordinated and integrated manner.

Some of the major factors that contributed to this situation are identified as follows; (i) politicization of the public service, (ii) lack of an enabling environment for improving performance, (iii) inadequate punitive strategies, (iv) inconsistent recruitment standards for public services, (v) inadequacies in the compensation and benefit packages, (vi) disproportionate expansion in the public sector-at present at least one-third of the public sector personnel are considered as superfluous and (vii) ethnic conflict and its debilitating impact on public sector morale’.

‘The politicization of the public service initially arose out of a felt need, largely driven by the desire to transform a highly elitist pro-western bureaucracy to meet the demands of a nation that had emerged from the shackles of colonialism. However, when public servants used this opportunity to seek favours and ignore tradition-bound value systems and ethical conduct, a service that built its reputation on its ability to withstand political pressures, maintain impartiality, objectivity and transparency in its dealings since the time of the British rule, began to crumble.

Loyalty was linked to political parties and individuals rather than to institutions and programs’. We consider the situation a major impediment to implementation of vital development projects. Capacity for decision-making is virtually non-existent due to the politicisation of the public sector. A radical transformation of the public sector is called for. Capacity Constraints. The book identifies capacity constraints as a major impediment to project/program implementation and provides some insights based on ADB experience in developing countries.

ADB has defined capacity as ‘strengthening the national framework within a developing member country (DMC) that affects the direction, management, and sustenance of the development process in a sector and the economy as a whole’. ‘In recent years ADB has linked capacity building closely with governance and has emphasized that good governance implies the capacity to provide citizens with an acceptable level of public services in an effective and efficient manner. Despite efforts made by multilateral agencies capacity constraints continue to pose challenges to development initiatives, as proven in Sri Lanka.

The limited success is attributable to shortcomings in the approaches adopted and the inability of countries like Sri Lanka to change, adapt, adjust and learn from lessons of experience’. The book refers to the efforts made and states as follows; ‘Over the years, a substantial number of development projects in most of the sectors failed to realise their full potential due to inadequate implementation capacities.

Evidence suggests that funds allocated by multilateral agencies lapsed on several occasions due to less than satisfactory disbursement processes, The factors that impeded more effective utilization of foreign aid is summarised as follows;(i)inadequate understanding of management systems, including a thorough understanding of the broad based objectives and goals of projects/programs, (ii) rigidity of policy structures that were bound by archaic regulations irrelevant to modern concepts of management, (iii) presence of multiple institutions whose roles overlapped with one another making decision making difficult because of conflicts that had political undertones, (iv) inadequate monitoring of development operations that had high foreign equity and funding support, and (v) weak public accountability and transparency that raised concerns among donors, and inadequate counterpart budget provisions.

Overall, lack of a results-based management system, complex administrative procedures, poor policy and institutional environment, weak procurement systems, and inadequate counterpart budget provisions contributed to the slow absorption of aid resources’.

The above excerpts coincide with some of the management shortcomings identified by the World Bank and the IMF in their deliberations with the Government in recent months.A major area identified as a constraint to development operations by international donors is the weak institutional capacity of implementing agencies. The book has a lot to offer in this regard and some useful excerpts are provided below;

Institution Building

. ‘institution building is aimed at strengthening capabilities for planning, organising, implementing, monitoring and evaluating development projects and programs sponsored by public, private, or grassroots level organisations. The major focus of governments should be on the approaches and issues related to increasing the capability of development institutions to make effective use of available human, physical, and financial resources.

The strengths and weaknesses of institutions as well as behavioural factors have often influenced the nature and pace of the development process. Many failures in development projects are not only due to production or technological inadequacies but also to institutional deficiencies, largely because self-sustaining capacity to implement projects is not emphasized at the time of project formulation. Studies of rural development in Asia have confirmed that inadequacies in the institutional framework have hindered the effective implementation of rural development programs’.

‘Institutional development has been impeded by shortages of trained staff, including competent middle-level managers who could provide the leadership to manage development projects. The available key staff are often burdened with multiple assignments and are denied the opportunity to provide the required focus and direction for project implementation.

The designers of complex projects do not examine thoroughly the capacities of each agency to implement complex components. Programs that depend on key individuals had collapsed when they left and equivalent replacements were not found. This raises the question of leadership and the importance of formulating appropriate policies and procedures for attracting and retaining staff in developing countries’.

The foregoing analysis covers a large number of countries in the Asia-Pacific region. It applies to the situation in Sri Lanka as well and though senior politicians and administrators are aware of the issues highlighted, very little has been done to address the issues primarily due to the lack of political will to institute radical change in the approaches to institutional reform. Little has been done up to date to transform the overall institutional framework. It is realised that the most important element in institution building is leadership but the efforts made to redress this inadequacy have had disastrous results. Nothing short of a substantial change to the institutional framework will remedy this situation’.

Leadership.

The book provides some insights into the role of leadership to provide the right impetus to improve managerial capability and to eventual success in project/program delivery. We quote some extracts below;

‘The most important element in institution building is leadership because change processes require intensive, skilful, and highly committed management, both of internal and of environmental relationships.

Managing uncertainty is part of the process of leadership and this requires immense skills and capacity for organisational learning. It is said that leadership is many things. It is meticulously shifting the attention of the institution through the mundane language of management systems. It is altering agenda so that new priorities get enough attention. It is being visible when things are going awry and invisible when they are working well. It is building a loyal team at the top that speaks more or less with one voice. Leadership does not refer to mere exercise of power but motivating, mobilizing, and transforming a group of individuals engaged in a common task to deliver effectively and efficiently the overall output expected of the agency.

Project completion reports and audits of completed projects undertaken by multilateral agencies have documented the success and failure of projects that have benefitted or suffered from competent or incompetent leadership. Similarly, the success stories of big private corporations in the developed world lend support to the spectacular achievement of leaders who were able to work within the framework of approved budgets and staff and yet motivate staff to achieve higher goals’

The above excerpt illustrates the significance of leadership in delivering successful outcomes. Sri Lanka has many examples which have proven that the right leadership stimulated progress and achieved expected successes. However, in recent years this has been an issue which even the President has had to lament on. There are key areas under the IMF/ World Bank assistance programs that envisage quick and methodical implementation of reform measures and development initiatives.

The lack of an institutional arrangement where a capable, experienced and proven leader assumes responsibility for the total implementation of key reform initiatives, including management of development projects, supported by a team of chosen set of administrative and professional staff is the need of the hour. It is important that the organisational structure provides for freedom of action within stipulated limits and concedes considerable authority to implement processes without reference to multiple sources. The political head of this organisational entity should ideally be the Finance Minister or the President himself who would ensure the independence of the entity to work diligently to deliver expected outputs on time and within budget.

Reviewing the book further we found some interesting thoughts and ideas that are relevant to many countries in the region, including Sri Lanka. The book covers a wide ground on the subjects of monitoring and evaluation and their relevance and significance for project development, management and evaluation. An interesting observation is ‘that in most countries of the developing world, monitoring is often conceived as collection of information and development of reporting systems, with little attention paid to using the information and reporting systems as effective management tools for controlling financial and physical performance. Management controls provide the project implementors the tools for determining whether or not the organisation is proceeding toward the objective as planned. Control has to do with making events conform to plans. It is an organic function of management which coordinates the project affairs so that project objectives are achieved’.

Control is exercised through various tools and one such tool is performance indicators which are identified at the design stage of a project as they are key variables in determining whether a project is progressing as envisaged during design. Performance indicators have to be specific, measurable, attainable, reliable and time-bound (SMART). Indicators are the quantitative or qualitative variables that provide a simple and reliable means to measure achievement, to reflect the changes connected to an intervention, or to help assess the performance of an organisation against the stated outcome. A comprehensive monitoring system postulates the need for good performance indicators, realistic target setting and collection of appropriate baseline data that would provide a comparison to gauge results during and after implementation’.

These are tools that are essential for project management and such systems have been established and are operational in Sri Lanka. There are however doubts whether the systems are being put to effective use for project management. There have been reports that lack of competent staff have often hampered the execution of appropriate strategies for implementation of a sound monitoring program. In the context of the current economic crisis it would be absolutely crucial to fine tune these tools for better collection, analysis and reporting of progress in the achievement of targets.

Evaluation

The role of evaluation in development management is being increasingly appreciated by developing countries due to continued interactions and emphasis by donors on accountability and performance management issues. There is however, a long way to go to institutionalise evaluation infrastructure in the context of emerging need to improve the quality of decision making. Some excerpts from the book under review provide interesting insights into the role and function of evaluation in improving policy formulation.’ The OECD defines evaluation as the systematic and objective assessment of an ongoing or completed project, program, or policy, including its design, implementation and results.

The aim is to determine the relevance and fulfillment of objectives, development efficiency, effectiveness, impact and sustainability. ‘An evaluation should provide information that is credible and useful, enabling the incorporation of lessons learned into the decision-making process of both recipients and donors’ Evaluation differs from monitoring-monitoring is essentially a management activity confining its concerns to the implementation cycle of program/project. Monitoring is concerned with day-to-day management aspects whereas evaluation deals with ongoing and post-project impact and effectiveness of a project. Evaluation ascertains the relevance of the project, challenges all aspects of the project design, examines performance of inputs and implementing agents against targets and may even enable redesigning or re-planning of project activities’.

‘Evaluation also uses performance indicators formulated at the design stage of a project to measure outputs, outcomes and impact. The selection of indicators is governed by the changes that are sought or anticipated. In general terms, performance indicators are included under three broad categories-economic, social and environmental’.

The above references to monitoring and evaluation are intended to highlight their relevance in the context of ongoing efforts to resuscitate the economy. It is important to ascertain whether these tools of management are currently being used to assess development operations to obtain sufficient and acceptable outcomes demanded by donors and investment partners.

The current crisis calls for the establishment of an appropriate mechanism to continuously measure results and take remedial measures, when required, to improve outcomes. For projects to succeed and improve incomes and revenues anticipated at the outset, closer supervision, monitoring and evaluation would be a prerequisite and will be demanded by donors whether it is the world Bank, IMF or ADB.

Our review of the book was intended to ascertain areas that could provide information on lessons learned to improve performance, particularly to removing the constraints to progress and economic advancement in the context of the serious economic and financial issues faced by Sri Lanka leading to bankruptcy announcement.

Though no immediate solutions could be discerned due to the nature of the subjects covered, considerable insights were gained on the long-term public sector management issues that require prompt remedial initiatives. The issues discussed herein such as removing the constraints to capacity development, improving implementation capacities of agencies, public sector performance and enhancing the approaches to management of investment projects, including greater emphasis to the establishment of a sound institutional framework are valid and require closer attention.

Overall, the need of the hour is to institutionalise the implementation machinery that could serve as a catalyst to produce results. Malaysia and Singapore introduced super implementation frameworks to achieve success in project and program delivery. Sri Lanka needs a super implementation department or ministry under the overall supervision of the President to initiate constant project reviews, alter strategies of implementation when needed, and set up effective small units under competent leaders for physical, social, environmental and procurement related aspects of implementation. Leadership is the primary component that will orchestrate delivery. Consequently, the appointment of a highly competent head/leader to organise, manage and deliver becomes crucial. If such a leader is appointed there will definitely be greater success in achieving the goals of recovery faster.



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Artificial Intelligence: From Snake Oil to Apocalypse

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Pope signing encyclical on AI

by Rajan Philips

AI Snake Oil

– is the title of a 2024 book authored by Arvind Narayanan and Sayash Kapoor, two Indo-American computer science academics at Princeton University. The book became a popular primer on the subject. The long subtitle – “What Artificial Intelligence Can DO, What it Can’t, and How to Tell the Difference” – is summarily indicative of what the book is about. Within two years, however, the somewhat tempering message of the book would appear to have been overtaken by fears of an AI apocalypse that have been unleashed following a very public resignation by Jacob Coxon, a 27 year old AI Engineer from Anthropic. Mr. Coxon has worked at both OpenAI and Anthropic, the two main US incubators of Artificial Intelligence. On Tuesday, September 8, Coxon resigned from Anthropic, accusing the leading AI firms of “racing straight to self-improving superintelligence and gambling with our lives.”

Coxon’s warnings were soon endorsed by his peers. Evan Hubinger, Alignment Science Lead at Anthropic, not only agreed with Coxon but went further and warned of a greater than 10 percent chance that “advanced AI” could cause human extinction within the next decade. Mr. Hubinger made sure to emphasize that the current AI models do not present any existential threat and that the risk with them is relatively low. Other Engineers and Coxon himself have since been amplifying over the social media the threat posed by allowing AI expansion to continue unbridled even in the near future. Corporate leaders followed suit with calls for government control.

AI’s Weekend Escapade

Anthropic CEO Dario Amodei published a 3,000 word essay on Saturday, September 12 – written with or without AI input, no one knows – in which he warned about AI’s capacity for “recursive self-improvement” that can spin out of human control. While there have been a number of ‘incidents’ involving different AI models, Amodei drew attention to the mid-July cybersecurity incident in which OpenAI agents or bots (computer programs doing automated, repetitive tasks), who were part of an internal test run by the company, took advantage of the safety fences that had been lowered for test purposes, and acting autonomously escaped from their home ‘sandbox’ (a virtual computer in the cloud), entered the open internet, and intruded the production systems of an AI infrastructure company, the Franco-American Hugging Face.

The rogue agents performed more than 17,000 recorded operations over a weekend, before someone at Hugging Face noticed the intrusion. Hugging Face did not know the source of the AI intruders at first; so, it informed law enforcement. No one at OpenAI knew until Hugging Face people traced the source and informed OpenAI. According to OpenAI, sabotage was not the motive behind the ‘misaligning’ (deviating from human intent) escapade of its artificial agents, but cheating – cheating to overperform in the test after they autonomously discovered that the answers to their test were available in another publicly available test that was in the system run by Hugging Face. Remarkably and unexpectedly, the AI agents found a way to communicate with each other, took steps to hide their tracks, and to selectively disable some among them to avoid detection.

The operation was plain and simple hacking. If OpenAI engineers had done it, it would have been a crime and they may have been prosecuted. Not so with AI agents, who cannot be charged and put on trial. A way out has been suggested to treat AI agents similar to wild animals and holding owners liable for any harm done by their charges.

In his essay, CEO Amodei outlines a three step approach for “pacing the frontier” – to build AI at a balanced rate that will ensure safety while amassing benefits. The three steps, which Anthropic is committed to abide by, are: Embedded Evaluators – third party evaluators to operate within companies: Democratic Co-ordination – frontier AI companies in democratic countries to co-ordinate and achieve common safety standards and restrain unchecked AI progress; and Global Co-ordination – all world governments to co-ordinate and achieve compliance to the extent possible.

The titans in the American AI world, including Open AI CEO Sam Altman, have joined the call for the government to step in and slow down their creations. After the OpenAI incident, more than 1,300 computer scientists working in a highly competitive environment came together to issue a joint statement, titled “Pacing the Frontier,” calling on Washington to facilitate an international effort to develop the necessary technical and governance rules for the industry. The New York Times correspondents David Sanger and Dustin Volz have called the scientists’ appeal ” a deliberate echo of Albert Einstein’s letter to Franklin D. Roosevelt about the potential power of nuclear weapons.”

Not everyone is crying for ‘pacing.’ There is healthy skepticism at both the corporate and scientific fronts in the industry. Small tech companies are accusing that the pacing call by tech titans is really a ruse for establishing a ‘Silicon Valley cartel control” that will smother their little cousins. They draw their cue from the rather costly slip that Mr. Amodei showed in his essay – calling on Washington to grant an anti-trust waiver to facilitate industry co-ordination. The anti-trust law does not prevent AI companies from working together to improve safety. This has been quickly pointed out by Alvaro Bedoya, a former US Federal Trade Commissioner.

According to Aidan Gomez who runs the Cohere AI company in Toronto, Amodei’s three-step proposal also may not have prevented the OpenAI incident. In Gomez’s view the incident may have been due to poor instructions, weak virtual security around the test, and long periods of unsupervised testing. All three factors were there in the OpenAI incident. It has since transpired that there was an error in the OpenAI test instructions due to a typo, and that is what drove the agents to their escapade, to complete a faulty test set by humans.

Malicious Humans

There is consensus in the middle, as seen by John Hopkins Professor Gillian Hadfield, that there is a case for an immediate technical co-ordination and a more long-term regulatory response. The political world is even more divided. King Charles and Pope Leo are sufficiently exercised but the US president, who loves AI images fabricating him as Christ, calls the whole existential threat a hoax. On the other hand, former President Obama wants his Party to formulate a clear position for itself, on AI and its Data Centre dormitories, before the next wave of elections. China dismisses the new fears as a page out of the old cold war playbook. Elsewhere, at the BRICS summit in Delhi which went largely underreported in the west, nothing much was said on AI except one summitry paragraph #81.

In their AI Snake Oil book, the two computer scientists, Narayanan and Kapoor (N&K) devote a whole chapter (#5) to the question: Is Advanced AI an Existential Threat?” The question is not a new one, and as N&K reminds us, “has been a staple of fiction since long before the first computers were built.” In fact, watching the 2023 movie “Mission Impossible: Dead Reckoning” is said to have “spurred” President Joe Biden to issue the first EO (Executive Order) to regulate AI on 23 October 2023. Trump ceremonially rescinded it within hours of his inauguration on 20 January 2025, after packing his inaugural address invitees with all the CEOs of America’s AI universe.

N&K trace the existential fears about AI to the hype about AI’s snake oil abilities – the sales pitch that leads to “overreliance” on AI “as a replacement of human expertise instead as a way to augment it.” Particularly overrated are the predictive abilities of AI, which are different from its more useful generative abilities. There are likely egotistical biases in those given to apocalyptic predictions. A great part of the attraction to AI research at the highest level is “the prospect of building a powerful technology that could alter human history.” A corollary of this allure is the “grandeur” associated with AI work. At the same time, many AI researchers “vehemently reject doomsday predictions,” including those in the “AI ethics research community.”

While AI has made humans more powerful now than anytime in history, it is conceivable that human-AI combination will be more powerful than AI acting alone. N&K hit the nail on the head in warning that “we should be more concerned about what people will do with AI than with what AI will do on its own.” For “the biggest risks to humanity will arise from people misusing AI, not from AI going rogue.” The answer is in looking for specific threats that may arise from bad actors misusing AI. There is a range of them, including inflicting biological harm, flying AI powered drones, or carryout relentless cyberattacks.

Evidence of such misuses is presented in a report that Anthropic released on September 10, two days before its CEO’s essay. The report, titled “Detecting and countering misuse of AI: September 2026”, details the identification and disruption of what it calls “the most notable and novel threat activity” in the use of its Claude AI system by state and non-state actors in some African countries, for the purpose of cyber operations, influence operations, disinformation, surveillance, dissent suppression, and bio terror.

The United Arab Emirates is implicated in one such operation in Sudan, where the UAE is known to be the main benefactor of the Rapid Support Forces (RSF), the paramilitary group that controls the western parts of Sudan. According to Anthropic, a local network with UAE connections has used the Claude AI system to create a fake human rights organization and made AI generated presentations to the UNHRC in Geneva. The network has also prepared dossiers and personal files on journalists, European parliamentarians, and UNHRC rapporteurs, who have been critical of RSF’s operations and the UAE’s support for them.

AI Cold War

In its introduction to the report, Anthropic notes that “as models become increasingly capable, their risks will increase, unless AI developers and society’s defenders act to make them safer.” Remarkably, the focus on AI developers and society’s defenders is all US-centric and almost totally exclusive of China. President Trump’s decision to leave AI alone, which is obviously driven by his deregulatory profit instincts, not to mention crass self interest, is wholly predicated on portraying China as an AI competitor and the assertion that America cannot afford to become second to China in the AI race. It takes two tango, and China is not backing away and is calling the American hype over AI as a new manifestation of the old cold war.

The geopolitical competition over AI is creating “two increasingly incompatible tech stacks,” according to a June 2026 assessment by the Boston Consulting Group. While the US is the leader in frontier AI models, talent, and capital deployment, China is advancing on cost-optimized models and accelerating adoption across its economy. Those in the middle are trying to navigate the divide: “the EU is building sovereign compute; Japan is aligning with the US through massive capital investments; and India is using its scale to engage multiple ecosystems simultaneously without committing.” For AI companies, “the choice of AI stack will increasingly determine where an organization can operate and its exposure to geopolitical volatility.”

The opportunity for global co-ordination is being missed almost deliberately by the two AI superpowers. As UN Secretary General Antonio Guteress said this week, “National action is essential, but global co-ordination is indispensable.” But UN’s voice for global co-ordination is a voice in the wilderness. This is unfortunate in spite of the comparable and complementary regulatory frameworks that exist in the US, EU and China. N&K describe them in their book as being vertical in the US – where multiple federal agencies are tasked with enforcing regulations; horizontal in Europe – with different laws applying across the different AI sectors; and both vertical and horizontal in China.

A different voice in the wilderness came from the Vatican. On 25 May 2026, Pope Leo XIV issued his first encyclical, entitled ‘Magnifica Humanitas: On Safeguarding the Human Person in the Time of Artificial Intelligence.’ The encyclical calls for the disarming of AI, not by “rejecting technology, but preventing it from dominating humanity,” and by adopting a framework of safeguards based on the five principles of common good, universal access, subsidiarity, solidarity and social justice.

The release of the new encyclical marked the 135th anniversary of Rerum Novarum, the historic social encyclical of his namesake predecessor Pope Leo XIII issued in 1891. The historical contrasts are remarkable. Rerum Novarum (Of New Things) was the Catholic response to the miserable conditions of the 19th century industrial working class while opposing both laissez faire capitalism that was causing the misery of the workers, and socialism that was promising emancipation through revolution. In the age of Artificial Intelligence, the old working class organizations have all but disappeared and the status of work itself has come into question, along with the possibility a basic income for everyone.

Marx may have seen it coming: “Once adopted into the production process of capital, the means of labour passes through different metamorphoses, whose culmination is the automatic system of machinery… set in motion by an automaton, a moving power that moves itself; this automaton consisting of numerous mechanical and intellectual organs, so that the workers themselves are cast merely as its conscious linkages.”

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Why the spelling Sri Lankan names in English vary

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Have you wondered why the same name (eg. Jayatillake) is often spelt differently?

(This is largely AI generated with some human intervention)

Sri Lankan people write their names in English in multiple different ways primarily because there is no single standardized system for converting Sinhala and Tamil sounds into the English alphabet. Variations stem from linguistic phonetics, centuries of colonial rule, and legal document traditions.

1. Phonetic Gaps Between Local Languages and English

Sinhala and Tamil scripts are strictly phonetic and possess sounds that do not have direct one-to-one equivalents in the 26-letter English alphabet.

Dental vs. Retroflex Consonants: Sinhala has distinct letters for dental ‘t/d’ sounds (made with the tongue against the teeth) and retroflex ‘t/d’ sounds (tongue curled back). When transliterated, some people use th for the dental sound (Rathnayake, Goonathilake), while others use t (Ratnayake, Gunatilake).

The Vowel Mapping Dilemma: The short schwa vowel sound (common in words like Vardhana or Krama) gets interpreted differently by different writers. This creates variations like Jayawardena vs. Jayewardene, or Wickramasinghe vs. Wickremesinghe.

2. Colonial British Spelling Conventions

During British rule in Ceylon (1796 1948), colonial administrators registered birth records and names in English. English speakers often struggle to pronounce a short ‘a’ at the end of a word (e.g., pronouncing Nayaka as “Nayak-ay”).

To force an English speaker to pronounce the ending vowel, British clerks frequently wrote an “e” at the end of Sanskrit- and Sinhala-derived roots:

-nayaka became -nayake (Rathnayake)

-singha became -singhe (Wickramasinghe)

-vardhana became -wardene (Jayewardene)

-ratna became -ratne (Karunaratne)

Family branches that adopted modern Sanskritized or academic transliterations later changed these back to -na, -ha, or -ka, while others kept the British-era spelling.

3. Portuguese and Dutch Colonial Influences

A large portion of Sri Lankans carry surnames of Portuguese origin due to 150+ years of Portuguese rule along the coasts. Over centuries, these names evolved into distinct English spellings:

Pereira vs. Perera

Pieris vs. Peiris vs. Peries vs, Peeris vs. Pireis (and more)

De Silva vs. de Silva vs. de Sylva vs. de Zilwa etc.

Fernandopulle vs. Fernando

Different families registered their inherited foreign names using whichever English spelling was used by the official clerk on duty at the time of birth registration.

4. Tamil Phonetics and Soft/Hard Consonants

In Sri Lankan Tamil name transliteration, a single Tamil consonant character can represent both a soft and a hard sound depending on its position in the word. English transliterators choose different letters to represent these sounds:

T vs. TH: Thiruchelvam vs. Tiruchelvam

K vs. G: Murugesan vs. Murukesan

P vs. B: Santhapillai vs. Santhabillai

5. Legal Document Inertia

In Sri Lanka, legal identity is tied strictly to the spelling on a person’s official Birth Certificate and National Identity Card (NIC). If a registrar in 1950 in handwriting spelled a grandfather’s surname as Gunasekara instead of Gunasekera, that exact spelling remains legally binding for subsequent generations, preserving minor spelling variations across extended families.

6. Caste spellings

The English spellings of Sri Lankan names sometimes have caste indicators. Eg. Goonewardene (karawa) vs. Gunawardene (govigama).

Some families have distinctive name spelling. Eg. Wikramanayake vs. more common Wickremanayake.

English language journalists once upon a time were told to “spell a man’s name the way he spells it.

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The Sepala Ekanayake hi-jack: Then ambassador’s take on what happened in Bangkok

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Hijacked Alitalia aircraft

(Excerpted from “Madame-Sir”, Manel Abeysekera’s memoir of SL’s first woman career diplomat. This book was first published in 2010)

It was when we were in the Residence at Soi 20 that I had to handle the second hi-jack — that of the Alitalia ‘plane by Sepala Ekanayake. It was a year after that by the Indonesian Muslim Fundamentalists and the aborted Coup in Bangkok.

I simply could not believe my ears when I was called by the Thai Foreign Ministry and informed that a Sri Lankan by the name of Sepala Ekanayake had hi-jacked an Alitalia Boeing with 169 passengers on board and wanted the ‘plane fuelled and flown to Colombo; my first reaction was that it must be an Eelamist under an assumed Sinhala name and I had our copy of our Immigration “black” list of those who should not be allowed to land in Sri Lanka checked for the name but, though there was an Ekanayake listed, his first name was not Sepala.

Sepala Ekanayake

I next telexed the Foreign Ministry about the hi-jack and requested all information on Ekanayake to enable me have some idea of my protagonist. Our Police was simply marvelous and sent the information promptly: which was that [1] his father had re-married and his step mother had treated him badly resulting in his becoming unmanageable in school which in turn had made him a school drop out [2] he had later learnt electrical wiring and other technical skills [3] he had illegally slipped into Italy where he married an Italian Montessori teacher and they and their son lived in Modena [4] though he was not wanted for any offence in Sri Lanka or in Italy he had been involved in a brawl in Sri Lanka in which he had broken a man’s arm though there was no evidence on which to indict him [5] he had been given short jail sentences in Pakistan and Yugoslavia for drug peddling of small quantities of heroin-hence the short sentences.

Hector (my husband) and I accompanied by (embassy staffer) Premaratne went to the Airport and were directed to the Alitalia Office where there was also the Italian Ambassador Signor Ripandelli. Both he and I offered to board the ‘plane but were refused permission by the Alitalia authorities probably because the hi-jacker had threatened to blow up the plane if anything was done without his permission or his requests refused, by triggering off the explosives he said he had round his neck and shoulders which he had covered with a shawl.

We were briefed that he had boarded the ‘plane in New Delhi and hi-jacked it when it was approaching Bangkok. Unlike most hi-jackers, he had not toted a gun but said he would not hesitate to activate the explosives round his neck and shoulders. He had explained that he had boarded the ‘plane without them and that they had been brought on board by his collaborators and left in the toilet for him to collect and string together. After doing so he had astutely occupied the Air Hostess’ seat against the body of the aircraft so that no one could surprise him from behind and declared that he was hi-jacking it; the manouevre was carried out so smoothly that the passengers thought that the reason for the unscheduled stop was a technical problem.

Sepala Ekanayake

He had said that the reason for the hi-jack was because his wife had taken their four-year old son from Sri Lanka without his permission with the connivance of the Italian Embassy in Colombo; his demands were: [1] the child to be brought to Bangkok and handed over to him [2] $300,000 to pay his collaborators and [3] all passengers to be allowed to disembark without being searched to prevent his collaborators even accidentally being detained. The reason for the hi-jack was most unusual but we had no option but to accept it.

I was asked by the Thai Authorities to negotiate with him and I asked Premaratne to listen very carefully – as I was going to speak to him in Sinhala – to detect in his choice of language or accent any trace of his being a Tamil which might give him away as a possible Eelamist. I spoke to Ekanayake through the radio link provided between the Alitalia Office and the Captain for the purpose and, having introduced myself by name and as the Sri Lankan Ambassador to Thailand, I asked him whether he wished me to speak in English or Sinhala and he opted for the latter. After listening to his tale of woe, I informed him that he had committed an international crime and that it was hardly likely that his requests would be granted, little guessing at that time that they would!

Though everyone hoped that he would be overpowered at some stage, whenever he was tired or sleepy, it was not to be because, whenever anyone approached, he would become alert. Thus the hours passed and one of my problems was in communicating with our Foreign Secretary because Air Lanka did not have a direct telephone link to Colombo which I could have used and the Alitalia Office was much too pre-occupied and was connected to Rome.

However, the spirit of solidarity among women came to my rescue as some officials in charge of Airline and other offices at the Airport were women – Royal Nepalese Airlines and World Travel Service – and those ladies invited me to their offices and offered the use of their telephones for which I was extremely grateful. Ironically, the difference regarding action by the Italian Ambassador and myself in this tense situation was that, Rome asked him to take instructions from the Alitalia Captain, whereas I was left to my own devices!

As I have a deep belief in God and realized that I had only Him and my good sense to rely on, I prayed that God give me His help to save the lives of the 169 passengers. As if in answer, I often felt that He was putting words in my mouth as I found myself speaking to Ekanayake in different tones and equally amazingly that he was being cooperative with me in whatever I asked him to do. For example, I found myself speaking sternly to him at times and persuasively at others, especially once his wife and son were sent to Bangkok by the Italian Government.

Once she and the child joined me in the Alitalia Office, I even tried to counsel her regarding her marriage, pointing out that several foreign wives were living happily with their Sri Lankan husbands and that there was no reason why she too should not. I told her that, in my opinion, though her husband had committed an international crime, he did not seem criminal minded in that he had allowed meals to be taken on board and had not terrorized the passengers or the crew except threatening to blow himself and the ‘plane should his request for his son to be brought to him in Bangkok be refused.

She, while admitting that her husband was not really criminal minded, said that she could not cope with his sudden impulses such as wanting to go to Australia with their son without any plans as to how he would earn a living there. When she was with me I spoke sternly with him that I had no intention of sending her and their son to him in the ‘plane as she was petrified; before the ‘plane in which they had flown to Bangkok landed, he had wanted to hear his son’s voice to make sure that it was indeed he, and this had been facilitated from ‘plane to ‘plane and so he knew that both of them had come.

Manel Abeysekera who died on Sept. 10 at age 93 was Sri Lanka’s first woman career diplomat

One advantage I had was that I understood Italian as it was the language assigned to me in the Foreign Service and which I had studied for one academic year at New Hall. Cambridge. No one knew it nor did I tell anyone at the Airport but I had the good fortune to be able to understand what was being said by the Alitalia officers and the Captain, which enabled me to follow developments – even the Italian Ambassador had forgotten that I had exchanged pleasantries with him in his language when I had called on him when I took up duties in Bangkok.

I asked Ekanayake to allow the passengers to disembark and, after what seemed an eternity, they were allowed to do so, without any security check as was one of his demands; thereafter, I asked that he allow the stewardesses and stewards to disembark and that too was done. Then only the Captain and Ekanayake remained on board and he asked that his wife come on board with the $300,000. I said that she would go up the gangway with the satchel of money but not board the ‘plane. However, before she did that, I asked him to divest himself of what he had round his shoulders and place it between him and the Captain as otherwise she would not do so.

At first he did not reply, but to my great relief, he complied as was conveyed by the Captain to the Alitalia Office. Thereafter, Ekanayake met his wife halfway on the gangway and took over the satchel of money and went back to the ‘plane.

How the money was obtained was most interesting. As I have already indicated, the Alitalia Office was invariably crowded. This was because there were passengers of several nationalities and representatives of their diplomatic missions were there to took after their interests. Unlike in the Indonesian Garuda hi-jack, these passengers spoke different languages and they did not collectively understand a common tongue.

When I learnt that Ekanayake wanted $300,000 I mentioned it to the Japanese representative, pointing out that as it was evening it may not be possible to get such a large sum of money quickly, which in turn might annoy Ekanayake and result in dire consequences. He got the message and shot out of the room; not much later a Thai woman bank official appeared with the satchel. I suspect that the Japanese had loaned the Thais the money who paid it to Ekanayake and later recovered it from Alitalia.

As I was marooned in the Alitalia Office for nearly 38 hours without a shower or a change of clothes, I used to visit the nearby ladies room to have a wash. On these occasions as I went along I saw several media personnel sleeping on the floor, longing to have news of developments on the hi-jack. When they saw me they would sit up and ask me for news and I tried to oblige as best I could without revealing details of the negations; I used to also tease them by saying that one thing was sure and when they excitedly asked what that would be, I said that it was that they would not get any sleep that night, which made them laugh and relax!

In contrast, the Italian Ambassador, who also passed them on his way to the men’s room, would ignore their questions or be abrupt with them; this resulted in the “Nation” newspaper reporting in an article on the hi-jack that they give the Sri Lankan Ambassador a big bouquet and the Italian Ambassador a brickbat! As I have said, my prayer helped me no end – to think clearly and act with foresight, so that, for instance, I had had the presence of mind to ask Premaratne to bring along the visa stamp and ink pad in case we had to give Ekanayake’s wife a visa to go to Sri Lanka, which we did.

The root cause of Ekanayake’s errant behaviour as I have stated from our Police reports was his early childhood aggravated by his having to steer his own canoe as a youth and rely on his brains of which, in my opinion, he had plenty but which, alas, had not been guided. For instance, his intelligence can be seen from the fact that he had prudently obtained a visa for India in case his collaborators failed to bring on board the electrical gadgetry he required for the hi-jack.

Other aspects in which the Police reports helped me was that, since they said that he had learnt electrical wiring, his claim that he had explosives round his shoulders which he could detonate may well be true and that one could not take any risks over that. Further, the fact that the Police report said that though he was not wanted in Italy or Sri Lanka, made me realize that, if the hi-jack issue ended in negotiations, he may ask to go to Italy or Sri Lanka. I also knew that his going to Italy was unlikely as the Italian Authorities would not allow it; under our Constitution however, if a citizen was not wanted for a crime – and he was not – he could return home provided he was not carrying arms against the State.

So, when the Thai Minister of Communications, H.E.Admiral Amorn Sirigaya, was earlier inquiring from me what was likely to be the denouement of the whole episode, I told him that if he allowed everyone to disembark, then he would have to go somewhere from Bangkok unless he was shot or arrested by the Thai Authorities when he stepped off the ‘plane; knowing the Thai dislike of blood being spilt on Thai soil – from my experience of the previous Garuda hi-jack – I felt that they would let him go.

Yet, when the Minister asked me whether he would be allowed to go to Sri Lanka, I did not answer him but said that I could make the enquiry provided Thailand would give him safe passage; later the Minister told me that he had consulted his Prime Minister and the answer was in the affirmative. ‘So I informed our Foreign Secretary Mr. W. T. Jayasinghe accordingly and also about my understanding of our Constitutional provision to which I have already referred.

(Next week: The drama continues)

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