Features
My experience in turning around the Merchant Bank of Sri Lanka (MBSL) – Episode 3
LESSONS FROM MY CAREER: SYNTHESISING MANAGEMENT THEORY WITH PRACTICE – PART 31
This is the third instalment of my experience in turning around MBSL from an almost hopeless situation of a billion-rupee loss to a healthy profit within five years. In this episode, I recount a number of people-related challenges and initiatives, particularly how several Japanese management techniques were introduced and how they were received by staff at different levels.
Implementing a quality culture and a more productive office with Japanese techniques
It took me some time to fully understand the organisation’s internal dynamics and, more importantly, its unofficial leadership structure. There were broadly two groups: what I call the “elitist lot” and the “simple lot”. Both groups were intelligent and capable, but there was a clear rift between them, one that had existed long before I arrived. I was even warned that I would be branded an elitist if I wore cuff links. I had worn cuff links all my life, but throughout my entire tenure at MBSL I deliberately avoided them. Over time, I came to be accepted as a simple man from the village—a description that featured generously in speeches made about me at Christmas parties and other functions. This helped me gain acceptance among the so-called simple group.
What was common to both camps was a deep sense of frustration. Each believed that their voices were not heard and that top management made decisions unilaterally—decisions that, more often than not, ended in disaster. Fortunately, this was not a difficult problem to address.
At one point, the Employers’ Federation offered to arrange a foreign consultant to conduct a Total Quality Management (TQM) programme for middle management and executives. If my memory serves me right, the programme consisted of half-day sessions spread over one week. At the end of the programme, the participants met me and expressed great enthusiasm about implementing what they had learned. However, they also made an important point: unless senior management went through a similar programme, any meaningful implementation would be extremely difficult. That message was clear, and I knew I had to organise a similar programme for the senior team.
Implementing Quality Circles
At that time, the war was raging and business sentiment was understandably dull. The political climate was also unsettling, with growing calls for a more private-sector-friendly government. In many ways, this environment provided a good opportunity to experiment with Japanese management techniques. I briefed staff on the concept of Quality Circles and how they could be implemented. The response was overwhelmingly positive.
Several Quality Circles were formed voluntarily, and they went on to complete many useful improvement projects. Because Quality Circles are voluntary, they are not driven by management pressure. Management’s role is limited to guiding members in selecting a problem, analysing it using prescribed tools, and developing a solution. The solution is then presented to management, and if approved, implemented by the Circle with management support.
The underlying principle is simple but powerful: those who actually do the work understand it better than anyone else. Their tacit knowledge enables shop-floor workers in factories and front-line employees in service organisations to identify and solve problems—or spot improvement opportunities—far more effectively at their level than management ever could. It is important to note that Quality Circles are not a form of worker participation in management, nor are they linked to trade unions.
Watching the internal Quality Circle presentations was a real pleasure. They were thoughtful, creative, and practical. These experiences align closely with the Job Characteristics Model of motivation proposed by Hackman and Oldham, which suggests that motivation arises from factors such as skill variety, task identity, task significance, job autonomy, and feedback. When one or more of these characteristics are present in a job, motivation is likely to increase. Quality Circles embody all of these characteristics, which explain their motivational power.
Implementing 5S
Once Quality Circles were well established, we moved on to implementing another Japanese technique: 5S. This five-step approach aims to reduce working capital by eliminating excess inventory, improve productivity by saving time, enhance personal and equipment health through cleanliness, and promote standardisation and discipline.
We set up a 5S committee and trained all staff. Initially, the project progressed very smoothly. However, some members of the union began to feel that I was promoting 5S merely to add another feather to my cap, rather than for the good of the organisation. Ironically, what worked against me was the fact that I had been a pioneer in introducing 5S to Sri Lanka and had previously conducted seminars, lectures, and successful implementations elsewhere. Certain disruptors discouraged the 5S committee from continuing, and the committee had little choice but to comply with the wishes of this unofficial, subsurface leadership. Implementation came to a halt.
I was deeply disappointed, as was the committee. By then, we had even applied for the Taiki Akimoto 5S Award.
About a month later, we hosted a lecture by Dian Gomes, who had led a garment factory to an exceptionally high standard of 5S implementation. His talk on motivating employees was inspiring. The session went on until about 6.00 p.m. Dian knew that we too had applied for the 5S Award, and at one point he remarked, rather provocatively: “Your MD may be the guru of 5S in Sri Lanka, but we will eventually win because my people’s motivation and commitment will surpass that of every other organisation. You have no chance of winning.”
The following morning, just after 10.00 a.m., the 5S committee came to see me and said they had a presentation and wanted me in the Boardroom at 10.30 a.m. I agreed. What I saw there left me stunned. The presentation was powerful and deeply moving. It spoke of teamwork, of the beauty of 5S already implemented, and of the spirit of MBSL. It was far too comprehensive to have been prepared in the two hours since office opened.
The committee explained what had happened. After Dian Gomes’ remark, they felt insulted and galvanised to prove him wrong. Instead of going home disheartened, they had worked through the night to prepare the presentation. It included photographs of their activities and even images from an outdoor training programme they had attended. I was genuinely touched.
That very day, 5S was restarted. From that point on, I deliberately stepped back. The committee made it their own project and pursued it with determination. Eventually, we went on to win the top award in the service sector.
When the Japanese expert arrived to evaluate us, one of our senior officers confidently stated, “We have already won.” The expert was surprised and asked how that could be. The officer replied that we were now serving our customers better and faster because of 5S, and that mattered more to us than the award itself.
The Quality Month
November is celebrated worldwide as International Quality Month, a practice that originated in Japan in the 1960s. It focuses on quality improvement, the application of quality tools, and customer and employee satisfaction. Typical activities include special customer events, employee training, quizzes, expert talks, and motivational speeches by top management.
MBSL decided to celebrate Quality Month with a range of activities. Each division visited other divisions to learn about their operations. Cross-functional teams were formed to undertake improvement projects, which they later presented to the entire staff through drama, song, or other creative talents. Some initially dismissed these activities as childish, but many of those same critics later participated with great enthusiasm. The experience of understanding other departments and working in cross-functional teams significantly improved mutual understanding and organisational cohesion.
Frequent change of Chairmen
During my seven years at the helm of MBSL, I worked under five different Chairmen. This frequent turnover made life difficult for the management team, largely due to shifting policies and priorities. At that time, it was customary for the Chairman of the Bank of Ceylon (BOC) to also serve as Chairman of MBSL.
The first was Mrs Dayani de Silva, who was hands-on and far more than a typical non-executive Chairman. She actively liaised with government bodies and was fully committed to turning MBSL around. She was followed by Mr Ken Balendra, a strictly non-executive Chairman, during whose tenure I personally handled negotiations with the Treasury, the Ministry of Finance, and the Central Bank of Sri Lanka.
Next came Mrs Sumi Moonesinghe, who had little faith in MBSL’s ability to recover and suggested alternative options. After her resignation, Mr Ngahawatta served briefly as Chairman. By this stage, I had begun to feel the strain. When Mr Sunil Mendis took over as Chairman of the Bank of Ceylon, he was openly reluctant to assume the chairmanship of MBSL.
At the same time, another issue was troubling us. While successive Chairmen were generally supportive, the senior management and trade unions of the Bank of Ceylon were not particularly favourably disposed towards MBSL. We were even prevented from advertising ourselves as a “subsidiary of the Bank of Ceylon”. Despite my efforts to improve relations, it remained difficult. Apparently, earlier MBSL management had been perceived as arrogant, a sentiment that surfaced clearly during a liquidity crunch.
At one point, when interest rates were rising sharply, a depositor withdrew funds from our commercial paper programme, leaving us short of cash. We had to almost plead with BOC for short-term funding. While approving the facility, the General Manager remarked in Sinhala, “Issara me gollo apita part demma,” meaning that in the past we had been very arrogant towards them.
This prompted me to propose to the Chairman of BOC that the General Manager of BOC should serve as Chairman of MBSL, enabling better coordination and rationalisation of operations. Mr Sunil Mendis accepted the idea and agreed to table it at the next Board meeting of BOC. To ensure it was not overlooked, I even asked the Chairman’s secretary to send a reminder note while the meeting was in progress.
The proposal was approved, and Mr Palihena, the General Manager, was appointed Chairman. This proved to be a positive move, allowing closer coordination for the benefit of both institutions. At MBSL, we followed a similar principle: as Managing Director of MBSL, I also served as Chairman of our subsidiary, Merchant Credit of Sri Lanka.
All these initiatives set the tone for the next and perhaps most critical phase—the capital reduction. More on that in the next episode.
(The writer, a Consultant on Productivity and Japanese Management Techniques Retired Chairman/Director of several listed and unlisted companies
Recipient of the APO Regional Award for Promoting Productivity in the Asia-Pacific Region
Recipient of the Order of the Rising Sun, Gold and Silver Rays from the Government of Japan
Email: bizex.seminarsandconsulting@gmail.com)
By Sunil G. Wijesinha
Features
Rebuilding Sri Lanka: 78 Years of Independence and 78 Modules of Reform
“The main theme of this year’s Independence Day is “Rebuilding Sri Lanka,” so spoke President Anura Kumara Dissanayaka as he ceremonially commemorated the island’s 78th independence anniversary. That was also President AKD’s second independence anniversary as President. Rebuilding implies that there was already something built. It is not that the NPP government is starting a new building on a vacant land, or whatever that was built earlier should all be destroyed and discarded.
Indeed, making a swift departure from NPP’s usual habit of denouncing Sri Lanka’s entire post independence history as useless, President AKD conceded that “over the 78 years since independence, we have experienced victories and defeats, successes and failures. We will not hesitate to discard what is harmful, nor will we fear embracing what is good. Therefore, I believe that the responsibility of rebuilding Sri Lanka upon the valuable foundations of the past lies with all of us.”
Within the main theme of rebuilding, the President touched on a number of sub-themes. First among them is the he development of the economy predicated on the country’s natural resources and its human resources. Crucial to economic development is the leveraging of our human resource to be internationally competitive, and to be one that prioritises “knowledge over ignorance, progress over outdated prejudices and unity over division.” Educational reform becomes key in this context and the President reiterated his and his government’s intention to “initiate the most transformative era in our education sector.”
He touched on his pet theme of fighting racism and extremism, and insisted that the government “will not allow division, racism, or extremism and that national unity will be established as the foremost strength in rebuilding Sri Lanka.” He laid emphasis on enabling equality before the law and ensuring the supremacy of the law, which are both necessary and remarkable given the skepticism that is still out there among pundits
Special mention was given to the Central Highlands that have become the site of repeated devastations caused by heavy rainfall, worse than poor drainage and inappropriate construction. Rebuilding in the wake of cyclone Ditwah takes a special meaning for physical development. Nowhere is this more critical than the hill slopes of the Central Highlands. The President touched on all the right buttons and called for environmentally sustainable construction to become “a central responsibility in the ‘Rebuilding Sri Lanka’ initiative.”. Recognizing “strong international cooperation is essential” for the rebuilding initiative, the President stated that his government’s goal is to “establish international relations that strengthen the security of our homeland, enhance the lives of our people and bring recognition to our country on a new level.”
The President also permitted himself some economic plaudits, listing his government’s achievements in 2025, its first year in office. To wit, “the lowest budget deficit since 1977, record-high government revenue after 2006, the largest current account balances in Sri Lanka’s history, the highest tax revenue collected by the Department of Inland Revenue and the sustained maintenance of bank interest rates at a long-term target, demonstrating remarkable economic stability.” He was also careful enough to note that “an economy’s success is not measured by data alone.”
Remember the old Brazilian quip that “the economy is doing well but not the people.” President AKD spoke to the importance of converting “the gains at the top levels of the economy … into improved living standards for every citizen,” and projected “the vision for a renewed Sri Lanka … where the benefits of economic growth flow to all people, creating a nation in which prosperity is shared equitably and inclusively.”
Rhetoric, Reform and Reality
For political rhetoric with more than a touch of authenticity, President AKD has no rival among the current political contenders and prospects. There were pundits and even academics who considered Mahinda Rajapaksa to be the first authentic leadership manifestation of Sinhala nationalism after independence, and that he was the first to repair the rupture between the Sri Lankan state and Sinhala nationalism that was apparently caused by JR Jayewardene and his agreement with India to end the constitutional crisis in Sri Lanka.
To be cynical, the NPP or AKD were not the first to claim that everything before them had been failures and betrayals. And it is not at all cynical to say that the 20-year Rajapaksa era was one in which the politics of Sinhala nationalism objectively served the interests of family bandyism, facilitated corruption, and enabled environmentally and economically unsustainable infrastructure development. The more positive question, however, is to ask the same pundits and academics – how they would view the political authenticity of the current President and the NPP government. Especially in terms of rejecting chauvinism and bigotry and rejuvenating national inclusiveness, eschewing corruption and enabling good governance, and ensuring environmental stewardship and not environmental slaughter.
The challenge to the NPP government is not about that it is different from and better than the Rajapaksa regime, or than any other government this century for that matter. The global, regional and local contexts are vastly different to make any meaningful comparison to the governments of the 20th century. Even the linkages to the JVP of the 1970s and 1980s are becoming tenuous if not increasingly irrelevant in the current context and circumstances. So, the NPP’s real challenge is not about demonstrating that it is something better than anything in the past, but to provide its own road map for governing, indicating milestones that are to be achieved and demonstrating the real steps of progress that the government is making towards each milestone.
There are plenty of critics and commentators who will not miss a beat in picking on the government. Yet there is no oppositional resonance to all the criticisms that are levelled against the government. The reason is not only the political inability of the opposition parties to take a position of advantage against the government on any issue where the government is seen to be vulnerable. The real reason could be that the criticisms against the government are not resonating with the people at large. The general attitude among the people is one of relief that this government is not as corrupt as any government could be and that it is not focused on helping family and friends as past governments have been doing.
While this is a good situation for any government to be in, there is also the risk of the NPP becoming too complacent for its good. The good old Mao’s Red Book quote that “complacency is the enemy of study,” could be extended to be read as the enemy of electoral success as well. In addition, political favouritism can be easily transitioned from the sphere of family and friends to the sphere of party cadres and members. The public will not notice the difference but will only lose its tolerance when stuff hits the fan and the smell becomes odious. It matters little whether the stuff and the smell emanate from family and friends, on the one hand, or party members on the other.
It is also important to keep the party bureaucracy and the government bureaucracy separate. Sri Lanka’s government bureaucracy is as old as modern Sri Lanka. No party bureaucracy can ever supplant it the way it is done in polities where one-party rule is the norm. A prudent approach in Sri Lanka would be for the party bureaucracy to keep its members in check and not let them throw their weight around in government offices. The government bureaucracy in Sri Lanka has many and severe problems but it is not totally dysfunctional as it often made out to be. Making government efficient is important but that should be achieved through internal processes and not by political party hacks.
Besides counterposing rhetoric and reality, the NPP government is also awash in a spate of reforms of its own making. The President spoke of economic reform, educational reform and sustainable development reform. There is also the elephant-in-the-room sized electricity reform. Independence day editorials have alluded to other reforms involving the constitution and the electoral processes. Even broad sociopolitical reforms are seen as needed to engender fundamental attitudinal changes among the people regarding involving both the lofty civic duties and responsibilities, as well as the day to day road habits and showing respect to women and children using public transport.
Education is fundamental to all of this, but I am not suggesting another new module or website linkages for that. Of course, the government has not created 78 reform modules as I say tongue-in-cheek in the title, but there are close to half of them, by my count, in the education reform proposals. The government has its work cut out in furthering its education reform proposals amidst all the criticisms ranged against them. In a different way, it has also to deal with trade union inertia that is stymieing reform efforts in the electricity sector. The government needs to demonstrate that it can not only answer its critics, but also keep its reform proposals positively moving ahead. After 78 years, it should not be too difficult to harness and harmonize – political rhetoric, reform proposals, and the realities of the people.
by Rajan Philips
Features
Our diplomatic missions success in bringing Ditwah relief while crocodiles gather in Colombo hotels
The Sunday newspapers are instructive: a lead story carries the excellent work of our Ambassador in Geneva raising humanitarian assistance for Sri Lanka in the aftermath of Ditwah. The release states that our Sri Lankan community has taken the lead in dispatching disaster relief items along with financial assistance to the Rebuilding Sri Lanka fund from individual donors as well as members of various community organizations.
The International Federation of Red Cross and Red Crescent Societies In Geneva had initially launched an appeal for Swiss francs CHF 5 million and the revised appeal has been tripled to CHF 14 million to provide life saving assistance and long term resilience building for nearly 600,000 of the most vulnerable individuals; the UN office for Coordination of Humanitarian Affairs has contributed US$4.5 million; the WHO has channeled US$175,000; In addition, our mission is working closely with other UN and International organizations in Geneva for technical support to improve disaster preparedness capacity in the long term in Sri Lanka such as through enhanced forecasting to mitigate risks and strengthen disaster preparedness capacities.
In stark contrast it is ironic to see in the same newspaper, a press release from a leading think tank in Colombo giving prominence to their hosting a seminar in a five star hotel to promote the extraction of Sri Lanka’s critical minerals to foreign companies under the guise of “international partners”. Those countries participating in this so called International Study Group are Australia, India, Japan and the US, all members of a regional defence pact that sees China as its main adversary. Is it wise for Sri Lanka to be drawn into such controversial regional arrangements?
This initiative is calling for exploitation of Sri Lanka’s graphite, mineral sands, apatite, quartiz, mica and rare earth elements and urging the Government to introduce investor friendly approval mechanisms to address licencing delays and establish speedy timelines. Why no mention here of the mandatory Environment Impact Assessment (EIA) or traditional public consultations even though such extraction will probably take place in areas like Mannar with its mainly vulnerable coastal areas? Is it not likely that such mining projects will renew commotion among poor mainly minority communities already badly affected by Ditwah?
It would be indeed pertinent to find out whether the think tank leading this initiative is doing so with its own funds or whether this initiative is being driven by foreign government funds spent on behalf of their multinational companies? Underlying this initiative is the misguided thinking defying all international scientific assessments and quoting President Trump that there is no global climate crisis and hence environmental safeguards need not be applied. Sri Lanka which has experienced both the tsunami and cyclone Ditwah is in the eye of the storm and has been long classified as one of the most vulnerable of islands likely to be effected in terms of natural disasters created by climate change.
Sri Lanka’s mining industry has so far been in local hands and therefore it has been done under some due process protecting both local workers involved in handling hazardous materials and with some revenue coming to the government. What is now being proposed for Sri Lanka is something in the same spirit as President Donald Trump visualized for redeveloping Gaza as a Riviera without taking into consultation the wishes of the people in that land and devoid of any consideration for local customs and traditions. Pity our beautiful land in the hands of these foreigners who only want to exploit our treasure for their own profit and leave behind a desolate landscape with desperate people.
by Dr Sarala Fernando
Features
The Architect of Minds – An Exclusive Interview with Professor Elsie Kothelawala on the Legacy of Professor J. E. Jayasuriya
This year marks a significant milestone as we commemorate the 35th death anniversary of a titan in the field of education, Professor J. E. Jayasuriya. While his name is etched onto the covers of countless textbooks and cited in every major policy document in Sri Lanka, the man behind the name remains a mystery to many. To honour his legacy, we are joined today for a special commemorative interview. This is a slightly expanded version of the interview with Professor Elsie Kothelawala. As a former student who rose to become a close professional colleague, she offers a rare, personal glimpse into his life during his most influential years at the University of Peradeniya.
Dr. S. N. Jayasinghe – Professor Kothelawala, to begin our tribute, could you tell us about the early years of Professor J. E. Jayasuriya? Where did his journey start?
Prof. Elsie Kothelawala – He was born on February 14, 1918, in Ahangama. His primary education actually began at Nawalapitiya Anuruddha Vidyalaya. He then moved to Dharmasoka College in Ambalangoda and eventually transitioned to Wesley College in Colombo. He was a brilliant student, in 1933, he came third in the British Empire at the Cambridge Senior Examination. This earned him a scholarship to University College, Colombo, where he graduated in 1939 with a First-Class degree in Mathematics.
Q: – His professional rise was meteoric. Could you trace his work life from school leadership into high academia?
A: – It was a blend of school leadership and pioneering academia. At just 22, he was the first principal of Dharmapala Vidyalaya, Pannipitiya. He later served as Deputy Principal of Sri Sumangala College, Panadura.
A turning point came when Dr. C.W.W. Kannangara invited him to lead the new central school in the Minister’s own electorate, Matugama Central College. Later, he served as Principal of Wadduwa Central College. In 1947, he traveled to London for advanced studies at the Institute of Education, University of London. There, he earned a Post Graduate Diploma in Education and a Master of Arts in Education. Upon returning, he became a lecturer in mathematics at the Government Teachers’ Training College in Maharagama. He joined the University of Ceylon’s Faculty of Education as a lecturer in 1952 and later, in 1957, he advanced to the role of Professor of Education. Professor J. E. Jayasuriya was the first Sri Lankan to hold the position of Professor of Education and lead the Department of Education at the University of Ceylon.
The commencement of this department was a result of a proposal from the Special Committee of Education in 1943, commonly known as the Kannangara Committee.
Q: – We know he left the university in 1971. Can you tell us about his work for the United Nations and UNESCO?
A: – That was a massive chapter in his life. After retiring from Peradeniya, he went global. He moved to Bangkok to serve as the Regional Advisor on Population Education for UNESCO. He spent five years traveling across Asia, to countries like Pakistan, the Philippines, Indonesia, and Malaysia, helping them build their educational frameworks from the ground up.
Even after that, his relationship with the United Nations continued. He returned to Sri Lanka and served as a United Nations Advisor to the Ministry of Education for two years. He was essentially a global consultant, bringing the lessons he learned in Sri Lanka to the rest of the world.
Q: – How did you personally come to know him, and what was the nature of your professional relationship?
A: – I first encountered him at Peradeniya during my Diploma in Education and later my MA. He personally taught me Psychology, and I completed my postgraduate studies under his direct supervision. He was notoriously strict, but it was a strictness born out of respect for the subject. The tutorials were the highlight. Every day, he would select one student’s answer and read it to the class. It kept us on our toes! He relied heavily on references, and his guidance was always “on point.” After my MA, he encouraged me to apply for a vacancy in the department. Even as a lecturer, he supervised me, I had to show him my lecture notes before entering a hall.
Q: – He sounds quite imposing! Was there any room for humor in his classroom?
A: – He had a very sharp, dry wit. Back then, there was a fashion where ladies pinned their hair in high, elaborate piles. He once remarked, “Where there is nothing inside, they will pile it all up on the outside.” Needless to say, that hairstyle was never seen in his class again!
Q: – Looking at the 1960s and 70s, what reforms did he promote that were considered innovative for that time?
A: – As Chairman of the National Education Commission (1961), he was a visionary. He promoted the Neighborhood School Concept to end the scramble for prestige schools. He also proposed a Unified National System of education and argued for a flexible school calendar. He believed holidays should vary by region, matching agricultural harvest cycles so rural children wouldn’t have to miss school.
Q: – One of his major contributions was in “Intelligence Testing.” How did he change that field?
A: – He felt Western IQ tests were culturally biased. He developed the National Education Society Intelligence Test, the first standardized test in national languages, and adapted the Raven’s Non-Verbal Test for Sri Lankan children. He wanted to measure raw potential fairly, regardless of a child’s social or linguistic background.
Q: – How would you describe his specific contribution to the transition to national languages in schools?
A: – He didn’t just support the change, he made it possible. When English was replaced as the medium of instruction, there was a desperate lack of materials. He authored 12 simplified Mathematics textbooks in Sinhala, including the Veeja Ganithaya (Algebra) and Seegra Jyamithiya (Geometry) series. He ensured that “language” would no longer be a barrier to “logic.”
Q: – After his work with the UN and UNESCO, why did he become known as the “Father of Population Education”?
A: – While in Bangkok, he developed the conceptual framework for Population Education for the entire Asian region. He helped dozens of countries integrate population dynamics into their school curricula. He saw that education wasn’t just about reading and writing, it was about understanding the social and demographic realities of one’s country.
Q: – Madam, can you recall how Professor Jayasuriya’s legacy was honoured?
A: – Professor Jayasuriya was truly a unique personality. He was actually one of the first Asians to be elected as a Chartered Psychologist in the U.K., and his lectures on educational psychology and statistics were incredibly popular. During his time at the University of Ceylon, he held significant leadership roles, serving as the Dean of the Faculty of Arts and even as acting Vice Chancellor. His impact was so profound that the Professor J. E. Jayasuriya Memorial Lecture Theatre at the Faculty of Education in Peradeniya was named in his honor.
Beyond his institutional roles, he received immense recognition for his service, including honorary D. Lit and D. Sc degrees from the University of Colombo and the Open University, respectively. Perhaps his most global contribution was his ‘quality of life’ approach to population education developed for UNESCO in the mid-1970s. As O. J. Sikes of UNFPA noted in the International Encyclopedia on Education, it became the predominant teaching method across Asia and is still considered the fastest-growing approach to the subject worldwide.
Q: – Finally, what is the most profound message from his life that today’s educators and policymakers should carry forward?
A: – The lesson is intellectual integrity. When the government’s 1964 White Paper distorted his 1961 recommendations for political gain, he didn’t stay silent, he wrote Some Issues in Ceylon Education to set the record straight.
He believed education was a birthright, not a competitive filter. Today’s policymakers must learn that education policy should be driven by pedagogical evidence, not political expediency. As our conversation came to a close, Professor Elsie Kothelawala sat back, a reflective smile on her face. It became clear that while Professor J. E. Jayasuriya was a man of rigid logic, and uncompromising discipline, his ultimate goal was deeply human, the upliftment of every Sri Lankan child.
Thirty-five years after his passing, his presence is still felt, not just in the archives of UNESCO or the halls of Peradeniya, but in the very structure of our classrooms. He was a pioneer who taught us that education is the most powerful tool for social mobility, provided it is handled with honesty. As we commemorate this 35th memorial, perhaps the best way to honor his legacy is not just by remembering his name, but by reclaiming his courage, the courage to put the needs of the student above the convenience of the system.
Professor Jayasuriya’s life reminds us that a true educator’s work is never finished, it lives on in the teachers he trained, the policies he shaped, and the national intellect he helped ignite.
by the Secretary J.E.Jayasuriya Memorial Foundation : Dr S.N Jayasinghe
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