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The key Ingredient in Hospitality

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Human Relations: CONFESSIONS OF A GLOBAL GYPSY

Dr. Chandana (Chandi) Jayawardena DPhi
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca

Key Takeaway from Studies in France

I returned to Le Galadari Meridien Hotel in Colombo at the end of 1988 after company training in France and England. I was eager to share all that I had learned at the Institut International Meridien with my team in Sri Lanka. At the Institut, I had learned a lot about hotel finance, hospitality marketing, psychology and organizational behaviour.

There, influenced by the teaching of one of the French seminar facilitators, Alain Cardon, I increased my appreciation that human relations is the key ingredient for success in hospitality operations and management. Cardon inspired and challenged me at the same time. I was inspired to write books and do leadership coaching like he did, in time to come.

Alain had a unique, international background. He was born in Algeria, raised in Egypt, educated in the USA and France and had lived in Romania for some time. Very early in his career, these multinational experiences had served to train him to embrace diversity and to become a proficient, international, systematic team and organizational coach.

When I met Alain in Tours, France, in between his lectures to my group, he was writing chapters for his first book on leadership. Today, after publishing 28 books in English and French, Alain is a highly sought-after international, keynote speaker on systematic coaching. Alain taught us about human relations and his own concept of personality analysis. His personal style for executive coaching and team coaching was direct, confronting and empowering.

Alain categorized people into four main groups based on how they communicated, walked, talked and reacted to different situations. I told him that from my late teens I had been thinking a lot about different personalities and how to change the way I communicated with important people after quickly understanding their personalities. Alain liked to be challenged. When I disagreed with one aspect of his concept, he continued to debate with me after class till late evening, of course over a good bottle of Bordeaux wine.

Mastering Personality Analysis (PA)

When I was an 18-year-old student at Ceylon Hotel School (CHS), I was suspended for a month from school for cutting classes to go on a cross-country cycling adventure with nine others. As I wanted to keep this suspension a secret from my parents I found an unpaid job, but with free board and lodging at Barberyn Reef Hotel. That provided me with free time to think.

I thought about different people, their personalities and different ways to interact. Half the battle is won when an employee is able to analyse personalities quickly and adjust the way she/he communicates with each person (bosses, customers, peers, etc.).

During a CHS social trip in 1972, for the first time in my life, I realised how people, including our strict lecturers, behaved differently and more freely in more relaxing situations. I also learnt something new from my immediate supervisors in my first four, part-time jobs. Each of them had different personalities.

The West German Principal of CHS who suspended me, as well as my first boss, the Catering Manager of Hotel Samudra who fired me, were ‘no nonsense’ types. They liked to control others and boss around. I termed their personality type as “Toughie”.

My second boss, the Head Waiter of the Pegasus Reef Hotel, had a bubbly personality and loved dealing with all types of people. His personality was exactly the opposite of “Toughie”. I termed his personality type as “Softie”.

My third boss, the Butler at the famous Terrace of Mount Lavinia Hyatt Hotel, had another personality type in between “Toughie” and “Softie.” Owing to his attention to details and ‘prim and proper’ attitude, I identified him as another category – “Perfectie”.

Mr. Sudana Rodrigo, the owner of Barberyn Reef Hotel, and my fourth boss, ad a personality exactly opposite of “Perfectie”. He was a good man, but was a bit clumsy and often wore wrinkled clothing. He frequently got distracted and communicated with many messages at a time. Yet, he was practical, creative, funny and energetic. He was involved in many projects at a time and was not very punctual. In my mind I commenced identifying this personality type as “Confuzie”.

After serving a celebrity, who was my movie idol at Barberyn Reef Hotel, I realized that a smaller number of people did not fit into any of the four categories. Such people had a complicated personality. I termed that type of personality as “Complexie” – the fifth personality type of my evolving model.

None of these five personality categories were good or bad. My concept helped me to be flexible in the manner in which I communicated with these different personalities, particularly people who were important to me.

This is one lesson that helped me throughout my global career. As Alain’s concept was similar to my thinking in many ways, I was very happy. Moreover, I felt validated by an expert on human relations. For the first time, I decided to share and teach my concept, now modified with Alain’s philosophy.

PA in Action @ Le Galadari Meridien Hotel

Soon after returning from France, I spoke about my concept with the Training Manager of the hotel – Sunil Dissanayake (presently the Director/CEO of BMICH). Sunil was one of my batchmates from CHS and a good friend. “Chandi, I will organize a full-day workshop for middle managers with you as the presenter on ‘Personality Analysis’ (PA),” Sunil supported me. We agreed to do a pilot workshop for 26 managers and supervisors from my division. As the Director of Food and Beverage, I had 13 managers in my team managing different departments.

Soon after the commencement of this workshop, I realized the usefulness of the concept and how managers can improve departmental motivation, productivity, revenue, and service via PA. After a brief introduction, I got all participants to do a self-analysis and identify their personality type. After that I got the whole group to evaluate each other’s personality.

During the lunch break I was fascinated to note how people with similar personalities liked to be together and sit next to each other when we had lunch. I also realized that in departments where there were conflicts between the manager and supervisor, always it was because they belonged to opposite personality types. I wanted to experiment further.

I had six Maîtres D’hôtel (Restaurant Managers), each of them who managed one or two departments. Each of them had an assistant titled Supervisor or Senior Captain. As I believed in cross-training and to avoid having managers settle into comfort zones, I rotated them annually. Soon after the workshop, I shuffled Maître D’hôtel posts and coupled each with a supervisor with a similar personality. That action worked like a charm. During my last year at that hotel, my division had the smoothest operation without any conflicts in the food and beverage outlets. That lack of conflict, in turn, improved the customer service, customer satisfaction, revenue and departmental profits. I no longer had to spend any time on conflict resolutions in those six departments.

PA Seminars around the Globe

Soon after delivering my first-ever PA workshop as a pilot at the hotel, I received a call from the Training and Development Manager of Air Lanka Catering Services Limited. She said, “Chandi, I heard that you have developed an amazingly, effective seminar with a new concept. Can you present a few seminars for our senior managers and middle managers, who are from four different countries?” I agreed and delivered two seminars for them.

During the last 34 years, I have delivered around 100 PA seminars around the world on themes similar to ‘Personality Analysis: The Best Tool for Hospitality Managers’. This program has been the most popular among many of the teams of people I led as a hotelier and a dean, taught as a professor or coached as a leadership consultant. I have presented seminars on this concept in fifteen countries since 1989: Aruba, Botswana, Canada, England, Ghana, Guyana, India, Iraq, Jamaica, Kenya, The Maldives, Nigeria, Sri Lanka, United Arab Emirates and Zambia.

During the pandemic I delivered a few PA webinars to members of professional associations and a special lecture on Zoom to a group of master’s degree students at the University of Colombo, where I contribute as a visiting faculty member. The full video clip of this webinar is available on: https://www.youtube.com/watch?v=xED1WJWaiHQ

Over the years, I was always happy to share continuously, fine-tuned versions of personality types according to my categorizations identified 50 years ago – “Softie”, “Toughie”, “Perfectie”, “Confuzie” and “Complexie.” To me it is still relevant and useful, almost every day, when I deal with people in webinars, classrooms, boardrooms or even at Bridge tables when I direct my weekly games.

PA – Adjustments in Dealing with Bosses

A few months after I returned from France, I was saddened to hear that my mentor and boss — General Manager of the hotel — Jean-Pierre Kaspar, would be transferred soon. We commenced working in Colombo around the same time in 1986. Soon after he settled into his new job in Colombo, Mr. Kaspar became my mentor. We had similar personalities. Our offices on the mezzanine floor were next to each other. Often, in late afternoons, we had a casual chat over a cup of espresso and cookies in his office. I soon became his trusted wingman.

Mr. Kaspar had suggested that after I work as the Director of Food & Beverage of Le Galadari Meridien for three years, I would be ready for a transfer to a Le Meridien Hotel in the Far East or the Middle East for three years at the same level, but on an expatriate contract. That was identified as my route to eventually get promoted as an expatriate Le Meridien General Manager.

“I am asked to take over a challenging Le Meridien property in the Bahamas at short notice. They seem to have serious union challenges there, and I am required to leave Colombo as soon as possible. Don’t worry about your transfer to another country. I will mark it as top priority in my handover document to the new General Manager who has been transferred from Paris to Colombo,” Mr. Kaspar said.

When the new General Manager, Paul Finnegan arrived, everything changed. This Irish born Chartered Accountant had been the Financial Controller of a 1,000-bedroom Le Meridien in Paris. His management style was totally different. More importantly, his personality was exactly the opposite to Mr. Kaspar’s personality. My knowledge of PA became useful in immediately changing the way I communicated with my new boss. Mr. Finnegan, who was clearly a “Toughie” in contrast to Mr. Kaspar who was a “Softie.”

Three days after his arrival Mr. Finnegan was yet to talk with any of the divisional heads, who were all getting a bit anxious. I decided to take the bull by the horns. I went to his Personal Assistant and asked for an appointment. She slowly went into his office and explained my request. I heard him asking, “Who?” in a deep, gruff voice. The Personal Assistant came out and told me, “You have only five minutes.”

When I entered the General Manager’s office, it was totally different. Mr. Kaspar’s personality was evident in the way he had kept his office – a lot of light, plants, trophies, flowers and family photos. He had an open-door policy. Now the office was nearly dark, with one light over his desk, and no plants, flowers and photos. The windows were closed and a closed-door policy had taken effect.

I introduced myself and welcomed Mr. Finnegan to Sri Lanka and the hotel, but he was certainly not interested in small talk. He listened to me without any signs of interest and responded with one-word answers, twice. When I left his office within five minutes, I decided to totally change the way I communicated with the General Manager. Even my official memos to the new General Manager became as short as possible, getting to the point and the bottom line straight away. Mr. Finnegan liked that, and I got along well with him, unlike some other divisional heads.

On every weekday, the General Manager had a morning briefing with eight managers. It was held in the board room adjoining the General Manager’s office. As the board table had only eight chairs, I had arranged for a banquet chair to be kept permanently in the board room, to accommodate all nine attendees. During his second week in Colombo, Mr. Finnegan started holding morning briefings, with two small changes.

His meetings usually had one way communication. The other change he made, confirmed his personality type in my mind. He had ordered the removal of the banquet chair. When someone pointed out that we have nine attending, Mr. Finnegan said, “the last to arrive will attend the meeting standing!”

Training and Human Resource Development

In 1988, Le Meridien launched a chain-wide training and development initiative. They introduced three levels of recognition for employees who completed various types of in-house and external, training programs while earning Le Meridien training credits. The reward was a certificate and Le Meridien pin with a Logo in three colours indicating three levels of proficiency. These were called Logo White, Logo Blue and Logo Red (the highest level).

Sunil Dissanayake, who was an excellent Training Manager, championed this scheme in Colombo. I supported his efforts by motivating all 230 employees in my division to compete for Logo rewards. I wanted all managers in my division, to compete for higher Logo rewards. In leading others, one must lead from front while setting a good example. It was a great motivational tool to improve human relations with our internal customers. Thanks to my additional credits with Le Meridien training, I earned the Logo Red, and Sunil was very happy.

Relationship with SLAPS

I first heard about The Sri Lanka Association of Personal Secretaries (SLAPS) when I joined Le Galadari Meridien Hotel in mid-1986. A well-known Management Consultant, Mr. Eric B. M. de Silva had founded SLAPS in 1978, and every year it was getting bigger and more active. By 1988, SLAPS membership was getting close to 1,000. Later it was re-branded as The Sri Lanka Association of Administrative & Professional Secretaries (SLAAPS).

When the Executive Committee of SLAPS met me in 1986 to discuss a large-scale coffee morning event they were organizing at the hotel, I was very impressed with their commitment and efficiency. Knowing the influence secretaries had in their organizations when it came to business to five-star hotels in Colombo, I offered them several concessions for that event.

Soon I became an admirer and a friend of SLAPS. They made Le Galadari Meridien their main venue for meetings and events. Their President in 1988, Ms. Renuka Corea, liked some of my suggestions and we collaborated in organizing the ‘Secretary of the Year’ event and ‘Boss of the Year’ event. I helped them to create a new competition — SLAPS Queen, and a new event — SLAPS Nite, a large dinner dance held at Le Meridien in 1988.

SLAPS honoured me by inviting me to be the Chief Judge for Secretary of the Year Competition in 1989. In addition, they appointed me as the Vice Patron of SLAPS for three years. I keep in touch with a few of the Past-President of SLAPS from the late 1980, whom I consider my good friends. By mid-1989 when I decided to leave Sri Lanka to commence my global career, they pleasantly surprised me by organizing a farewell event and awarding me a special trophy.

I still have that trophy in my study. There are two, engraved messages on it. One says: “To Mr. Chandana Jayawardena – In honour of the deep appreciation and the unselfish services given to SLAPS while serving with outstanding leadership, vision and ability of upgrading the place of work – Le Meridien”.

Thank you, SLAPS!



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Features

The university bought AI, now it’s buying back the pencil

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SERIES: THE GREAT DIGITAL RETHINK — PART IV OF V

Higher education spent 30 years going paperless. It digitised the lecture, the library, the exam hall and the staffroom. Then a student typed ‘write me an essay on Keynesian economics’ into a chatbot and handed it in. Now universities are doing something they have not done since the typewriter arrived: they are bringing back the pen.

The Most Digitised Place on Earth

If you wanted to find the institution most thoroughly transformed by digital technology, over the past three decades, the university is a strong candidate. The library card catalogue, once a tactile index of civilisation, is a database accessible from a phone in bed. Essays are submitted through portals, graded on screen, returned with tracked-change comments. Research is conducted on platforms, published in digital journals, cited by algorithms. Administrative life, timetabling, enrolment, fees, complaints, is almost entirely online. The university is, in the most literal sense, a paperless institution.

But the pen is coming back. And the reason is artificial intelligence, the very technology that was supposed to represent the final and irresistible triumph of digital over analogue in higher education.

Digital technology entered universities promising to make assessment smarter, faster and more flexible. It has instead produced a crisis of academic integrity so acute that the most sophisticated educational institutions in the world are responding by retreating to the oldest assessment technology available: a human being, a piece of paper, a pen, and a room with a clock on the wall.

Seven Thousand Caught. How Many Not?

In 2025, investigative reporting revealed that UK universities recorded nearly 7,000 confirmed cases of AI-assisted cheating in the 2023-24 academic year alone, roughly five cases per 1,000 students, five times the rate of the previous year. Experts quoted in the reporting were consistent in their view that confirmed cases represent a fraction of actual AI-assisted submissions. Nobody knows what the real number is. That, in itself, is the problem.

A student who prompts a language model to draft an essay on Keynesian economics, then edits the output to match their own voice and argumentation style, may produce something that no detection tool can reliably identify as machine-generated. The model writes fluently, cites credibly and argues coherently. The student submits with a clear conscience, having persuaded themselves that they were ‘using a tool’, in the same way they might use a calculator or a spell-checker.

Universities have responded with a spectrum of policies ranging from total prohibition of AI to the handwritten exam re-enters the story.

5,000 cases of AI cheating confirmed in a single year in UK universities. Experts say that’s the tip of the iceberg. The pen is suddenly looking very attractive again.

The Comeback of the Exam Hall

The move back is being driven not by a sudden rediscovery of pedagogical virtue but by the uncomfortable realisation that the alternatives, take-home essays, online submissions, project-based work submitted asynchronously, are now so vulnerable to AI assistance that they cannot reliably measure what the degree certificate claims to certify.

There is an additional irony, familiar to readers of this series, in the fact that AI-based exam has itself been in retreat since 2024, after mounting evidence of privacy violations, algorithmic bias and the fundamental absurdity of software that flags a student as a potential cheat for looking away from the screen to think. The technology brought in to protect digital assessment from human dishonesty has been replaced, in an increasing number of institutions, by a human invigilator. The wheel has turned.

The Open Laptop and Wandering Mind

The evidence is clear that open laptops in lectures serve, for a significant proportion of students, as gateways to everything except the lecture. Social media, news sites, messaging apps and casual browsing are the default destinations. The problem is not merely the student who disappears into their own digital world, research has documented a ‘second-hand distraction’ effect in which one student’s off-task screen use degrades the concentration of those seated nearby, whose peripheral vision catches the movement and brightness of the screen. A single open laptop in a lecture theatre affects not one student but several. The lecturer at the front of the room is competing, without knowing it, with whatever is trending on social media three rows back.

The note-taking research is more nuanced, as this series has noted previously. The finding that handwritten notes produce better conceptual understanding than typed notes is real but context-dependent, and the effect is attenuated when laptop users are trained to take generative rather than transcriptive notes. The practical takeaway for university teaching is not ‘ban laptops universally’ but something more specific: that the design of teaching environments, the explicit instruction given about how to take notes.

One student’s open laptop in a lecture degrades the concentration of every student seated nearby. The screen in your peripheral vision is not your problem. It’s everyone’s.

Critical Hybridity: What Comes After the Backlash

Universities are too large, too diverse and too committed to digital infrastructure to undergo the kind of clean reversal visible in Nordic primary schools. They are not going to remove learning management systems, abandon online submission portals or stop using video conferencing for international collaboration. The digital transformation of higher education is, in most respects, real, useful and irreversible. The question is not whether to be digital, but which parts of university life benefit from being analogue.

What is emerging, hesitantly and imperfectly, might be called critical hybridity: the deliberate combination of digital and analogue practices based on what each is genuinely good for, rather than on what is cheapest, most fashionable or most convenient for administrators. Digital tools are excellent for access to information, for collaboration across distance, for rapid feedback on low-stakes work, for accessibility accommodations. Analogue settings, the supervised exam, the handwritten essay, the seminar discussion, the laboratory session, are excellent for demonstrating individual capability under conditions that cannot be delegated, automated or faked.

And What About the Rest of the World?

The universities of Finland, Sweden, Australia, the UK and their peers in the wealthy world have the institutional capacity, the data, the legal frameworks, the staff development resources, the research culture, to navigate this transition with some sophistication.

Universities in lower-income systems face a different set of pressures. Many are still in the phase of building digital capacity, installing platforms, training staff to use them, extending online learning to students in geographically dispersed or underserved communities. For them, the digital transformation of higher education is still a project in progress, still a marker of institutional modernity, still a goal rather than a problem. The AI cheating crisis, visible and acute in well-resourced universities, is less immediately pressing in systems where AI tool access is still uneven and where examination culture has remained more traditional.

But the AI tools are coming, and they are coming fast, and they are not arriving with an instruction manual explaining how to use them honestly. The universities that are grappling with this are acquiring knowledge that should, in principle, be shared. Whether it will be is the question this series will address in its final instalment: who learns from whom in global education, and who is always left holding the bill for everyone else’s experiments.

SERIES ROADMAP Part I: From Ed-Tech Enthusiasm to De-Digitalisation | Part II: Phones, Pens & Early Literacy | Part III: Attention, Algorithms & Adolescents | Part IV: Universities, AI & the Handwritten Exam (this article) | Part V: A Critical Theory of Educational De-Digitalisation

(The writer, a senior Chartered Accountant and professional banker, is Professor at SLIIT, Malabe. The views and opinions expressed in this article are personal.)

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Lest we forget – 2

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Dulles brothers John (right) and Allen

In 1944 Juan José Arévalo was democratically elected President of Guatemala. At the time a Boston-based banana company in Guatemala, called the United Fruit Company (UFC), had established and was running the country’s harbour, railways and electricity, to facilitate UFC’s fruit export business. It was a ‘state within a state’. The UFC received many concessions, yet corruption was rampant and local workers got a mere pittance as wages ($90 per year). Some 70% of the citizens, mostly of Mayan Indian origin, worked for 3% of the landowners who owned in excess of 550,000 acres. In fact, more than half of government employees were in the payroll of UFC. Needless to say, life under those tyrannical conditions was tough for ordinary Guatemalans who were illiterate and owed their souls to the UFC.

Those were the days of the ‘Cold War’, when a Communist was supposedly seen behind every bush – or a ‘Red under the bed’ – by US Senator Joseph McCarthy and all anti-Communists. A few years later, teachers in Guatemala, and other workers in general, demanded higher wages and were involved in strikes.

In 1951 there was another democratic election, and Jacobo Árbenz was appointed President with a promise to make the lives of Guatemala’s three million citizens better. He implemented a land reform act (No. 900) which forced UFC to sell back undeveloped land to the government, who in turn distributed it to the poor folk for farming sugar, coffee and bananas. It had been UFC’s practice not to develop all the land they owned, keeping some of it on ‘standby’ in case of hurricanes or plant disease. In fact, UFC had utilised only 15% of the land they owned. The new Guatemalan President himself contributed a sizable amount of his own land to the new scheme, while compensation paid to UFC, based on declared land value in the company’s own tax declarations, amounted to US$1.2 million.

However, it was USA’s Secretary of State, John Foster Dulles (after whom Dulles International Airport in Washington, DC is named), not UFC, who sent a letter to the Guatemalan government demanding the enormous sum of US$16 million in reparations. John Dulles and his brother, Allen W. Dulles, then head of the Central Intelligence Agency (CIA), had worked together as partners of the law firm Sullivan & Cromwell – which, not coincidentally, represented UFC. Allen Dulles was also a shareholder and board member of UFC.

Jacobo Árbenz

The Dulles brothers were staunch Calvinists by religious denomination, and to them everything had to be ‘black or white’. At a secret meeting with the UFC board the two brothers were sold a lie saying that President Árbenz was a Communist, which was in turn conveyed to US President Dwight Eisenhower, who allocated money for covert operations to be conducted in Guatemala. Correspondents of The New York Times and Time magazine, sent to Guatemala and paid for by the UFC, began fabricating stories, known today as ‘fake news’, which were duly published by those respected and widely read publications.

One day in Washington, DC, Allen Dulles met Kermit Roosevelt – son of the late US President Theodore Roosevelt – who was in the process of engineering an Iranian regime change, and Dulles offered Roosevelt the opportunity to do something similar in Guatemala. But Roosevelt refused, claiming that there were too many loose ends to contend with. Subsequently, John E. Peurifoy was appointed as US Ambassador to Guatemala to direct operations from within.

The first attempt to undermine the Guatemalan government, code-named ‘Operation PBFORTUNE’, failed due to information leaks. A second attempt, dubbed ‘PBSUCCESS’, was launched later. Using a CIA-established radio station in Miami, Florida, called ‘The Voice of Liberation’ and pretending to be a rebel radio station inside Guatemala, the incumbent President Árbenz was accused of being a Communist. But in reality he was not a Communist, and did not have a single member of the Communist Party in his government. All he had done was to legalise the Communist Party in Guatemala, saying that they were all citizens of the country and democracy demanded it. Yet disinformation was spread liberally by the CIA, by means of fake radio broadcasts and aerial leaflet drops from unmarked American airplanes flown by foreign pilots. The same aircraft were then used to bomb Guatemala.

These American antics were observed by a young Argentinian doctor who happened to be in Guatemala at the time. His name was Ernesto ‘Che’ Guevara, who despite his anti-imperialist revolutionary fervour, chose not to become involved. Later, however, ‘Che’ went to Mexico where he joined the Cuban Castro brothers, Fidel and Raul, in their ultimately successful revolution which culminated in the dethroning of Cuba’s pro-US President Fulgencio Batista, and establishment of a Communist government in the Caribbean’s largest island.

Meanwhile in Guatemala, demoralised by the flood of fake news, in 1954 President Jacobo Árbenz stepped down from office and sought refuge in the Mexican Embassy. He was replaced as President by a US-backed, exiled military man, Carlos Castillo Armas, who was described as “bold but incompetent”.

Carlos Castillo Armas

Carlos Castillo Armas

Guatemalan citizens loyal to the old regime were eliminated according to hit lists prepared by the CIA. Unmarked vans kidnapped people who were tortured and burnt to death. Ultimately, land was given back to the UFC.

It was a rule by terror that lasted for nearly 40 years, during which an estimated 200,000 people died. According to The Guardian, thousands of now declassified documents tell how the US initiated and sustained a murderous war conducted by Guatemalan security forces against civilians suspected of aiding left wing guerrilla movements, with the USA responsible for most of the human rights abuses.

This, I believe, became a template for destabilising and inducing regime change by the USA in other countries.

In the words of former US President Bill Clinton in 1999: “It is important that I state clearly that support for military forces or intelligence units which engaged in violent and widespread repression of the kind described in reports was wrong, and the United States must not repeat that mistake. We must and we will instead continue to support the peace and reconciliation process in Guatemala.”

God Bless America and no one else!

BY GUWAN SEEYA

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The Easter investigation must not become ethno-religious politics

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Zahran and other bombers

Representatives of almost all the main opposition parties were in attendance at the recent book launch by Pivithuru Hela Urumaya leader Udaya Gammanpila. The book written by the PHU leader was his analysis of the Easter bombing of April 2019 that led to the mass killing of 279 persons, caused injuries to more than 500 others and caused panic and shock in the entire country. The Easter bombing was inexplicable for a number of reasons. First, it was perpetrated by suicide bombers who were Sri Lankan Muslims, a community not known for this practice. They targeted Christian churches in particular, which led to the largest number of casualties. The bombing of Sri Lankan Christian churches by Sri Lankan Muslims was also inexplicable in a country that had no history of any serious violence between the two religions.

There were two further inexplicable features of the bombing. The six suicide bombings took place almost simultaneously in different parts of the country. The logistical complexity of this operation exceeded any previously seen in Sri Lanka. Even during the three decade long civil war that pitted the Sri Lankan military against the LTTE, which had earned international notoriety for suicide attacks, Sri Lanka had rarely witnessed such a synchronised operation. The country’s former Attorney General, Dappula de Livera, who investigated the bombing at the time it took place, later stated, upon retirement, that there was a “grand conspiracy” behind the bombings. That phrase has remained central to public debate because it suggested that the visible perpetrators may not have been the only planners behind the attack.

The other inexplicable factor was that intelligence services based in India repeatedly warned their Sri Lankan counterparts that the bombings would take place and even gave specific targets. Later investigations confirmed that warnings were transmitted days before the attacks and repeated again shortly before the explosions, yet they were not acted upon. It was these several inexplicable factors that gave rise to the surmise of a mastermind behind the students and religious fanatics led by the extremist preacher Zahran Hashim from the east of the country, who also blew himself up in the attacks. Even at the time of the bombing there was doubt that such a complex and synchronised operation could have been planned and executed by the motley band who comprised the suicide bombers.

Determined Attempt

The book by PHU leader Gammanpila is a determined attempt to make explicable the inexplicable by marshalling logic and evidence that this complex and synchronised operation was planned and executed by Zahran himself. This is a possible line of argumentation in a democratic society. Competing interpretations of public tragedies are part of political discourse. However, the timing of the intervention makes it politically more significant. The launch of the PHU leader’s book comes at a critical time when the protracted investigation into the Easter bombing appears to be moving forward under the present government.

The performance of the three previous governments at investigating the bombing was desultory at best. The Supreme Court held former President Maithripala Sirisena and several senior officials responsible for failing to act on prior intelligence and ordered compensation to victims. This judicial finding gave legal recognition to what victims had long maintained, that there was a grave dereliction of duty at the highest levels of the state. In recent weeks the investigation has taken a dramatic turn with the arrest and court production of former State Intelligence Service chief Suresh Sallay on allegations linked directly to the attacks. Whether these allegations are ultimately proven or disproven, they indicate that the present phase of the investigation is moving beyond negligence into possible complicity.

This is why the present moment requires political sobriety. There is a danger that the line of political division regarding the investigation into the Easter bombing can take on an ethnic complexion. The insistence that the suicide bombers alone were the planners and executors of the dastardly crime makes the focus invariably one of Muslim extremism, as the suicide bombers were all Muslims. This may unintentionally narrow public attention away from the unanswered questions regarding intelligence failures, possible political manipulation, and the allegations of a broader conspiracy that remain under active investigation. The minority political parties representing ethnic and religious minorities appear to have realised this danger. Their absence from the book launch was politically significant. It suggests an unwillingness to be drawn into a narrative that could once again stigmatise an entire community for the crimes of a handful of extremists and their possible handlers.

Another Tragedy

It would be another tragedy comparable in political consequence to the havoc wreaked by the Easter bombing if moderate mainstream political parties, such as the SJB to which the Leader of the Opposition belongs, were to subscribe to positions merely to score political points against the present government. They need to guard against the promotion of anti-minority sentiment and the fuelling of majority prejudice against ethnic and religious minorities. Indeed, opposition leader Sajith Premadasa in his Easter message said that justice for the victims of the 2019 Sri Lanka Easter Sunday attacks remains a fundamental responsibility of the state and noted that seven years on, both past and present governments have failed to deliver accountability. He added that building a society grounded in trust and peace, uniting all ethnicities, religions and communities, is vital to ensure such tragedies do not occur again.

Sri Lanka’s post war history offers too many examples of how unresolved security crises become vehicles for majoritarian mobilisation. The Easter tragedy itself was followed by waves of anti-Muslim suspicion and violence in some parts of the country. Responsible political leadership should seek to prevent any return to that atmosphere. There are many other legitimate issues on which the moderate and mainstream opposition parties can take the government to task. These include the lack of decisive action against government members accused of corruption, the passing of the entire burden of rising fuel prices on consumers instead of the government sharing the burden, and the failure to hold provincial council elections within the promised timeframe. These are issues that touch the daily lives of citizens and the health of democratic governance. They offer the opposition ample ground on which to build credibility as a government in waiting.

The search for truth and justice over the Easter bombing needs to continue until all those responsible are identified, whether they were direct perpetrators, negligent officials, or political actors who may have exploited the tragedy. This is what the victim families want and the country needs. But this search must not be turned into a partisan and religiously divisive matter such as by claiming that there are more potential suicide bombers lurking in the country who had been followers of Zaharan. If it is, Sri Lanka risks replacing one national tragedy with another. coming together to discredit the ongoing investigations into the Easter bombing of 2019 is an unacceptable use of ethno-religious nationalism to politically challenge the government. The opposition needs to find legitimate issues on which to challenge the government if they are to gain the respect and support of the general public and not their opprobrium.

by Jehan Perera

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