Features
Managing employees during pandemic
The COVID-19 pandemic continues to impact the workplace, leaving businesses to struggle with challenges, while keeping employees happily employed. Whether one is working from home or going to work physically, with the repeated onslaught of new waves, the pandemic can dampen one’s enthusiasm for work and in turn lower performance. Working from home, being physically removed from the workplaces, co-workers, familiar daily routines and fragmented team cohesion can understandably cause a drop in morale.
Under such trying circumstances, researchers such as Stevens Institute of Technology, US, Associate Professor of Management, Wei Zheng, believes that fostering a sense of inclusion at work is vital. Based on her research in New York and New Jersey, two states most impacted at the outset of COVID-19 in the US, Zheng has reason to believe that certain definitive patterns in leadership behaviour affords employees a sense of stability, empowerment, and inclusion in spite of the crisis.
Showing appreciation is a surefire way of boosting work performance. According to her Harvard Business Review article ‘5 Strategies to Support Your Employees Through a Crisis’, recognizing, praising, and otherwise showing appreciation for a person’s work, dedication, effort, and contributions allows employees to feel proud and validated during a time when contact with co-workers was curtailed and job security is in question.
Every employee fulfils a different job role and support tailored to each individual, that takes into account individual needs, preferences, and circumstances, can go a long way in helping employees to accomplish work goals. This is vital because different employees have varying degrees of of familiarity with remote-work technology, while family situations, living arrangements, and socioeconomic circumstances also differ.
Zheng opines that those in leadership positions should be attuned to individual challenges. She has pointed out that employers should also be mindful of parents who would be expected to home-school children while simultaneously working from home. In such situations it would be advisable to offload their tasks to someone who has the bandwidth. Leaders are responsible for redistributing tasks among team members to accommodate changing situations. In research, titled ‘COVID-19 and the Workplace: Implications, Issues, and Insights for Future Research and Action’, National University of Singapore Associate Professor, Jayanth Narayanan says leaders should know when to delegate work to employees and not over-monitor in an attempt to manage the uncertainty associated with a virtual workforce.
Such behaviour has been observed to alleviate worker stress, foster positive feelings towards the leader as well as the team and create an atmosphere of trust and understanding that facilitates efficiency.
During such uncertain times, it’s easy to feel left out. In such situations it is advisable to make employees feel needed by seeking out their opinion and including them in the decision-making process. Employees in turn feel trusted, needed as insiders in their organizations. Entrusting employees with new responsibilities, such as managerial duties when supervisors are overloaded or mentoring co-workers, based on their expertise, or experience with remote work, boosts confidence and makes employees feel empowered. As a part of the group, employees learn to value group success.
These trying times, during which leadership capabilities are put to the test, have nonetheless afforded employers the opportunity to demonstrate inclusive and supportive behaviour. Zheng is of the opinion that virtual get-togethers also helps to relieve stress and help co-workers to get to know each other in an informal setting. In such a setting, one fosters a sense of group belonging, and employees are held accountable by peers, which can be far more effective than being bossed around.
Harvard Business School Working Knowledge Editor-in-Chief, Sean Silverthorne in his ’18 Tips Managers Can Use to Lead Through COVID’s Rising Waters’ concurs that employers should create every opportunity for small talk. “Small talk can play an important role in workplace happiness—and these casual interactions are the first to ‘go missing’ in the virtual environment,” says Business Administration Assistant Professor, Harvard Business School, Ashley Whillans in a research titled ‘COVID-19 and the Workplace: Implications, Issues, and Insights for Future Research and Action’. She points out that, establishing ‘Water cooler’ conversations, workplace equivalent of ‘Lindalanga Sangamaya’, could go a long way in promoting belonging.
Whillans points out that, according to recent studies, there are links between employee happiness and organizational outcomes, such as productivity, absenteeism, and motivation. But the new norm of ‘working from home’ can pose considerable challenges for maintaining worker satisfaction. “Many people feel pulled between work and home, having to accomplish work with constrained resources, and are facing high job demands—three factors that predict lower engagement and greater burnout,” says Whillans.
Concordia University, Professor of Management, Gary Johns in the same study, opines that sick employees should be encouraged to stay home with paid time off. Johns observes that many employees continue to go to work when sick, due to lack of paid sick leave. Work overload, lack of backup, and understaffing also pressure workers to attend when sick. Johns observes that glorifying ‘toughing it out’ as an indicator of work commitment, that certain occupational cultures encourage, contribute to the spread of the disease. Yet others continue to work just out of love for work and are highly work-engaged. As remedy Johns recommends what he refers to as a ‘multi-pronged solution to contagious presenteeism’: Removal of financial incentives for attendance by providing paid sick leave, re-evaluation of features that places undue pressure for attendance, and championing an organizational culture that fosters pro-health attitudes.
INSEAD Associate Professor, Jennifer Petriglieri suggests that high-risk employees should be accommodated by management. Among the practical steps employers can take to shield high-risk employees include: Extending the ability to work full time from home; providing additional or enhanced personal protective equipment; creating a physical barrier between work stations using Plexiglas screens or by providing individual office spaces; and changing work schedules to minimize contact between coworkers.
Silverthorne opines that those in leadership positions should guide their team to create new norms, protocols, and purpose. He identifies the Pandemic as the ideal time to encourage ‘working from home’ and reassess available resources; reexamining information, budgetary resources, and networks that will help the team reach its goals. Members’ constraints should also be discussed and understood. Silverthorne sees the pandemic as a turning point in history, like 9/11 or the Kennedy assassination, a time to reflect and take stock of ones own life. Does your work reflect your values? Is it satisfying? Such questions could help one to self analyse, making a better leader who can first and formost lead oneself, before he or she attempt to lead others.
He also reiterates the importance of attending to one’s own physical and mental health, maintaining that physical and mental health best practices are not a luxury, but an essential aspect of risk management. He recommends that employers cultivate what’s called the seven ‘C’ attributes: Calm, Confidence, Communication, Collaboration, Compassion, Cash. Employers or leaders should project a sense of calm, so as to allay employer fears. Leaders should demonstrate confidence, that they are able to lead the employees, the company and stakeholders with the minimum of difficulty to others.
Communication is vital at a time when many things are uncertain. Collaboration, by a mustering of all resources, capabilities of all employees, where everyone feels that they can contribute, can go a long way to overcoming this crisis. We are all a part of some community. While it is easy to lose this community feeling, at a time when everything in our gut says to maintain physical distance, leadership can contribute beneficially to foster a workplace community feeling, through model behaviour. During a crisis it’s those who are less resilient, in a workplace, that slip easily through the cracks. Compassion at a time of crisis, towards such employees is a salient leadership feature. But no management should lose sight of the most commercial of the seven C’s, Cash. Conserving cash is critical, especially during a crisis. (SP)
Features
Cyclones, greed and philosophy for a new world order
Further to my earlier letter titled, “Psychology of Greed and Philosophy for a New World Order” (The Island 26.11.2025) it may not be far-fetched to say that the cause of the devastating cyclones that hit Sri Lanka and Indonesia last week could be traced back to human greed. Cyclones of this magnitude are said to be unusual in the equatorial region but, according to experts, the raised sea surface temperatures created the conditions for their occurrence. This is directly due to global warming which is caused by excessive emission of Greenhouse gases due to burning of fossil fuels and other activities. These activities cannot be brought under control as the rich, greedy Western powers do not want to abide by the terms and conditions agreed upon at the Paris Agreement of 2015, as was seen at the COP30 meeting in Brazil recently. Is there hope for third world countries? This is why the Global South must develop a New World Order. For this purpose, the proposed contentment/sufficiency philosophy based on morals like dhana, seela, bhavana, may provide the necessary foundation.
Further, such a philosophy need not be parochial and isolationist. It may not be necessary to adopt systems that existed in the past that suited the times but develop a system that would be practical and also pragmatic in the context of the modern world.
It must be reiterated that without controlling the force of collective greed the present destructive socioeconomic system cannot be changed. Hence the need for a philosophy that incorporates the means of controlling greed. Dhana, seela, bhavana may suit Sri Lanka and most of the East which, as mentioned in my earlier letter, share a similar philosophical heritage. The rest of the world also may have to adopt a contentment / sufficiency philosophy with strong and effective tenets that suit their culture, to bring under control the evil of greed. If not, there is no hope for the existence of the world. Global warming will destroy it with cyclones, forest fires, droughts, floods, crop failure and famine.
Leading economists had commented on the damaging effect of greed on the economy while philosophers, ancient as well as modern, had spoken about its degenerating influence on the inborn human morals. Ancient philosophers like Plato, Aristotle, and Epicurus all spoke about greed, viewing it as a destructive force that hindered a good life. They believed greed was rooted in personal immorality and prevented individuals from achieving true happiness by focusing on endless material accumulation rather than the limited wealth needed for natural needs.
Jeffry Sachs argues that greed is a destructive force that undermines social and environmental well-being, citing it as a major driver of climate change and economic inequality, referencing the ideas of Adam Smith, John Maynard Keynes, etc. Joseph Stiglitz, a Nobel Laureate economist, has criticised neoliberal ideology in similar terms.
In my earlier letter, I have discussed how contentment / sufficiency philosophy could effectively transform the socioeconomic system to one that prioritises collective well-being and sufficiency over rampant consumerism and greed, potentially leading to more sustainable economic models.
Obviously, these changes cannot be brought about without a change of attitude, morals and commitment of the rulers and the government. This cannot be achieved without a mass movement; people must realise the need for change. Such a movement would need leadership. In this regard a critical responsibility lies with the educated middle class. It is they who must give leadership to the movement that would have the goal of getting rid of the evil of excessive greed. It is they who must educate the entire nation about the need for these changes.
The middle class would be the vanguard of change. It is the middle class that has the capacity to bring about change. It is the middle class that perform as a vibrant component of the society for political stability. It is the group which supplies political philosophy, ideology, movements, guidance and leaders for the rest of the society. The poor, who are the majority, need the political wisdom and leadership of the middle class.
Further, the middle class is the font of culture, creativity, literature, art and music. Thinkers, writers, artistes, musicians are fostered by the middle class. Cultural activity of the middle class could pervade down to the poor groups and have an effect on their cultural development as well. Similarly, education of a country depends on how educated the middle class is. It is the responsibility of the middle class to provide education to the poor people.
Most importantly, the morals of a society are imbued in the middle class and it is they who foster them. As morals are crucial in the battle against greed, the middle class assume greater credentials to spearhead the movement against greed and bring in sustainable development and growth. Contentment sufficiency philosophy, based on morals, would form the strong foundation necessary for achieving the goal of a new world order. Thus, it is seen that the middle class is eminently suitable to be the vehicle that could adopt and disseminate a contentment/ sufficiency philosophy and lead the movement against the evil neo-liberal system that is destroying the world.
The Global South, which comprises the majority of the world’s poor, may have to realise, before it is too late, that it is they who are the most vulnerable to climate change though they may not be the greatest offenders who cause it. Yet, if they are to survive, they must get together and help each other to achieve self-sufficiency in the essential needs, like food, energy and medicine. Trade must not be via exploitative and weaponised currency but by means of a barter system, based on purchase power parity (PPP). The union of these countries could be an expansion of organisations,like BRICS, ASEAN, SCO, AU, etc., which already have the trade and financial arrangements though in a rudimentary state but with great potential, if only they could sort out their bilateral issues and work towards a Global South which is neither rich nor poor but sufficient, contented and safe, a lesson to the Global North. China, India and South Africa must play the lead role in this venture. They would need the support of a strong philosophy that has the capacity to fight the evil of greed, for they cannot achieve these goals if fettered by greed. The proposed contentment / sufficient philosophy would form a strong philosophical foundation for the Global South, to unite, fight greed and develop a new world order which, above all, will make it safe for life.
by Prof. N. A. de S. Amaratunga
PHD, DSc, DLITT
Features
SINHARAJA: The Living Cathedral of Sri Lanka’s Rainforest Heritage
When Senior biodiversity scientist Vimukthi Weeratunga speaks of Sinharaja, his voice carries the weight of four decades spent beneath its dripping emerald canopy. To him, Sri Lanka’s last great rainforest is not merely a protected area—it is “a cathedral of life,” a sanctuary where evolution whispers through every leaf, stream and shadow.
“Sinharaja is the largest and most precious tropical rainforest we have,” Weeratunga said.
“Sixty to seventy percent of the plants and animals found here exist nowhere else on Earth. This forest is the heart of endemic biodiversity in Sri Lanka.”
A Magnet for the World’s Naturalists
Sinharaja’s allure lies not in charismatic megafauna but in the world of the small and extraordinary—tiny, jewel-toned frogs; iridescent butterflies; shy serpents; and canopy birds whose songs drift like threads of silver through the mist.
“You must walk slowly in Sinharaja,” Weeratunga smiled.
“Its beauty reveals itself only to those who are patient and observant.”
For global travellers fascinated by natural history, Sinharaja remains a top draw. Nearly 90% of nature-focused visitors to Sri Lanka place Sinharaja at the top of their itinerary, generating a deep economic pulse for surrounding communities.
A Forest Etched in History
Centuries before conservationists championed its cause, Sinharaja captured the imagination of explorers and scholars. British and Dutch botanists, venturing into the island’s interior from the 17th century onward, mapped streams, documented rare orchids, and penned some of the earliest scientific records of Sri Lanka’s natural heritage.
These chronicles now form the backbone of our understanding of the island’s unique ecology.
The Great Forest War: Saving Sinharaja
But Sinharaja nearly vanished.
In the 1970s, the government—guided by a timber-driven development mindset—greenlit a Canadian-assisted logging project. Forests around Sinharaja fell first; then, the chainsaws approached the ancient core.
“There was very little scientific data to counter the felling,” Weeratunga recalled.
- Poppie’s shrub frog
- Endemic Scimitar babblers
- Blue Magpie
“But people knew instinctively this was a national treasure.”
The public responded with one of the greatest environmental uprisings in Sri Lankan history. Conservation icons Thilo Hoffmann and Neluwe Gunananda Thera led a national movement. After seven tense years, the new government of 1977 halted the project.
What followed was a scientific renaissance. Leading researchers—including Prof. Savithri Gunathilake and Prof. Nimal Gunathilaka, Prof. Sarath Kottagama, and others—descended into the depths of Sinharaja, documenting every possible facet of its biodiversity.
“Those studies paved the way for Sinharaja to become Sri Lanka’s very first natural World Heritage Site,” Weeratunga noted proudly.
- Vimukthi
- Nadika
- Janaka
A Book Woven From 30 Years of Field Wisdom
For Weeratunga, Sinharaja is more than academic terrain—it is home. Since joining the Forest Department in 1985 as a young researcher, he has trekked, photographed, documented and celebrated its secrets.
Now, decades later, he joins Dr. Thilak Jayaratne, the late Dr. Janaka Gallangoda, and Nadika Hapuarachchi in producing, what he calls, the most comprehensive book ever written on Sinharaja.
“This will be the first major publication on Sinharaja since the early 1980s,” he said.
“It covers ecology, history, flora, fauna—and includes rare photographs taken over nearly 30 years.”
Some images were captured after weeks of waiting. Others after years—like the mysterious mass-flowering episodes where clusters of forest giants bloom in synchrony, or the delicate jewels of the understory: tiny jumping spiders, elusive amphibians, and canopy dwellers glimpsed only once in a lifetime.
The book even includes underwater photography from Sinharaja’s crystal-clear streams—worlds unseen by most visitors.
A Tribute to a Departed Friend
Halfway through the project, tragedy struck: co-author Dr. Janaka Gallangoda passed away.
“We stopped the project for a while,” Weeratunga said quietly.
“But Dr. Thilak Jayaratne reminded us that Janaka lived for this forest. So we completed the book in his memory. One of our authors now watches over Sinharaja from above.”
An Invitation to the Public
A special exhibition, showcasing highlights from the book, will be held on 13–14 December, 2025, in Colombo.
“We cannot show Sinharaja in one gallery,” he laughed.
“But we can show a single drop of its beauty—enough to spark curiosity.”
A Forest That Must Endure
What makes the book special, he emphasises, is its accessibility.
“We wrote it in simple, clear language—no heavy jargon—so that everyone can understand why Sinharaja is irreplaceable,” Weeratunga said.
“If people know its value, they will protect it.”
To him, Sinharaja is more than a rainforest.
It is Sri Lanka’s living heritage.
A sanctuary of evolution.
A sacred, breathing cathedral that must endure for generations to come.
By Ifham Nizam
Features
How Knuckles was sold out
Leaked RTI Files Reveal Conflicting Approvals, Missing Assessments, and Silent Officials
“This Was Not Mismanagement — It Was a Structured Failure”— CEJ’s Dilena Pathragoda
An investigation, backed by newly released Right to Information (RTI) files, exposes a troubling sequence of events in which multiple state agencies appear to have enabled — or quietly tolerated — unauthorised road construction inside the Knuckles Conservation Forest, a UNESCO World Heritage site.
At the centre of the unfolding scandal is a trail of contradictory letters, unexplained delays, unsigned inspection reports, and sudden reversals by key government offices.
“What these documents show is not confusion or oversight. It is a structured failure,” said Dilena Pathragoda, Executive Director of the Centre for Environmental Justice (CEJ), who has been analysing the leaked records.
“Officials knew the legal requirements. They ignored them. They knew the ecological risks. They dismissed them. The evidence points to a deliberate weakening of safeguards meant to protect one of Sri Lanka’s most fragile ecosystems.”
A Paper Trail of Contradictions
RTI disclosures obtained by activists reveal:
Approvals issued before mandatory field inspections were carried out
Three departments claiming they “did not authorise” the same section of the road
A suspiciously backdated letter clearing a segment already under construction
Internal memos flagging “missing evaluation data” that were never addressed
“No-objection” notes do not hold any legal weight for work inside protected areas, experts say.
One senior officer’s signature appears on two letters with opposing conclusions, sent just three weeks apart — a discrepancy that has raised serious questions within the conservation community.
“This is the kind of documentation that usually surfaces only after damage is done,” Pathragoda said. “It shows a chain of administrative behaviour designed to delay scrutiny until the bulldozers moved in.”
The Silence of the Agencies
Perhaps, more alarming is the behaviour of the regulatory bodies.
Multiple departments — including those legally mandated to halt unauthorised work — acknowledged concerns in internal exchanges but issued no public warnings, took no enforcement action, and allowed machinery to continue operating.
“That silence is the real red flag,” Pathragoda noted.
“Silence is rarely accidental in cases like this. Silence protects someone.”
On the Ground: Damage Already Visible
Independent field teams report:
Fresh erosion scars on steep slopes
Sediment-laden water in downstream streams
Disturbed buffer zones
Workers claiming that they were instructed to “complete the section quickly”
Satellite images from the past two months show accelerated clearing around the contested route.
Environmental experts warn that once the hydrology of the Knuckles slopes is altered, the consequences could be irreversible.
CEJ: “Name Every Official Involved”
CEJ is preparing a formal complaint demanding a multi-agency investigation.
Pathragoda insists that responsibility must be traced along the entire chain — from field officers to approving authorities.
“Every signature, every omission, every backdated approval must be examined,” she said.
“If laws were violated, then prosecutions must follow. Not warnings. Not transfers. Prosecutions.”
A Scandal Still Unfolding
More RTI documents are expected to come out next week, including internal audits and communication logs that could deepen the crisis for several agencies.
As the paper trail widens, one thing is increasingly clear: what happened in Knuckles is not an isolated act — it is an institutional failure, executed quietly, and revealed only because citizens insisted on answers.
by Ifham Nizam
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