Features
“Unorthodox” tactics

CONFESSIONS OF A GLOBAL GYPSY
Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca
During my three years as the Director of Food & Beverage at the 500-room five-star hotel – Le Galadari Meridien in Colombo, I boldly tried out some “unorthodox” business tactics. I was learning, experimenting and fine-tuning a few concepts which helped me mid-career, especially after a couple of years when I became an international hotel General Manager. A few of these “unorthodox” methods failed or were rejected as unethical, but most worked well in improving our revenues, profits and team spirit. Here are a few examples:
BANQUET SPY
In late 1980s, seven, international branded hotels in Colombo (Le Meridien, Hilton, InterContinential, Ramada Renaissance, Holiday Inn, Oberoi and Taj) and three other properties with large banqueting facilities (Galle Face Hotel, Mount Lavinia Hotel and BMICH), competed for wedding business. They also competed for social, entertainment and corporate event business. On a normal day these ten properties hosted over 70 events and weddings.
With the opening of the Colombo Hilton in 1988, Le Galadari Meridien’s position as the leader in banquet business in Colombo was challenged. The culture in Colombo was to try the latest five-star hotel for up-market events. A key member of my management team – the Banquet Manager led the operational aspects of that department and sales related to the wedding business. A colleague of mine of the seven-member executive committee of the hotel, the Director of Sales led the hotels’ sales team to increase corporate banquet sales. We worked closely to ensure success, for the mutual benefit of our two divisions.
For success in the wedding business, the key was having the ‘personal touch’ with each wedding irrespective of the size of the reception. To handle four weddings a day was normal for our banquet staff, but it was often the most important day of the life of every bride, as well as for the groom and their families. We had to spend time with them, nurture relationships and look after details with empathy. We were able to achieve that to a great extent.
When it came to corporate events, we increased our attention to detail, public relations and customer service, but that was not enough. I told the key members of the banquet team and the sales team, that we needed to ‘think outside the box’ to continue our success in corporate banquet business. I was looking for new opportunities to do that.
Like all other major competitors in banquet business, Le Galadari Meridien had a large pool of casual banquet waiters, who were scheduled to work on a weekly basis, depending on the bookings. Having worked as a casual banquet waiter in top five five-star hotels in London just four years prior to that time, I appreciated that the training of all casual banquet waiters was essential. The Director of Human Resources, Training Manager, Banquet Manager and I attended the final selection interviews of all casual banquet waiters. After the selection, we trained them well and eventually hired the better ones to the permanent cadre.
One day, at an interview, I was impressed with an applicant for a casual banquet waiter position. This young man had only one-year part-time banqueting experience in a smaller five-star hotel. He was well groomed, spoke good English and did well at the interview. He also told the interview panel that as he was the proud owner of a second-hand motor cycle (which was a luxury for a young Lankan of 20 at then). Therefore, he would be able to come to work quickly from his home even during the hectic rush hour traffic. After hiring him, I noticed that this young man had a photographic memory. I asked him to meet me for a one-on-one meeting in my office.
I always believed in competitive intelligence. I was fascinated when reading a couple of books on how Japanese firms had forward-looking practices and produced knowledge about the competitive environment in order to improve organizational performance. It involves the systematic collection and analysis of information from multiple sources. In competition in any business, war or sport, it is essential to be engaged in competitive intelligence.
As done at Le Meridien, it was the normal practice at that time, for our nine competitors in the banquet business in Colombo, to display a prominent sign board listing details of each banquet event held on that day, in the lobby. The purpose of this sign board was to direct customers to different ballrooms and meeting rooms. That sign board was changed every night with details such as the host, the type of event, venue and time of each banquet booking for the next day.
When the newly recruited, part-time banquet waiter came to my office for our one-on-one meeting, he was nervous. I slowly explained my shrewd plan to him and he understood why I wanted him to visit each of the nine competitors every morning to gather information of all corporate and social events held that day. I arranged his overtime payment for four hours a day for that task, and also reimbursed the cost of gas for his motor cycle. When he returned, he worked serving at banquets for four hours a day. No one else knew about my private deal with him. It was a top-secret mission and he was my “spy”!
He dressed well for this work and spent maximum fifteen at each stop. He followed the same routine per competitor every morning – starting with a quick glance at the banquet sign board. Then he would lock himself in a public toilet in the lobby and record all of the details of each banquet on a small note pad. I cannot mention his name, as today he is a leading hotelier in Sri Lanka.
Around 12 noon every weekday, I would analyse the data collected by him. Through this initiative I had a very good understanding of the previous corporate banquet clients of our hotel now using competitor facilities, as well as new businesses and opportunities. I used this information to suggest to the sales team, whom to target in their sales calls and what to offer to increase our business. It worked well.
INTERNAL SALES
We mastered our external sales well for room and restaurant business, food festivals and stage shows that my team produced. Our promotional mix included regular sales calls, creative media advertisements, direct mail, innovative public relations and special sales promotions. In addition, I commenced focusing on our internal sales promotions by using lobby and elevator posters, food and wine displays as well as different gimmicks.
One day, I decided to introduce a competition to all service staff working in the ten food and beverage outlets at the hotel. The competition was aimed at increasing food sales as well as beverage sales. When I brain stormed with the Maître d’hôtel (restaurant managers), the team members managing the more expensive outlets with higher average checks were happy. A a few others felt that it would not be a fair competition, if I decided on the winners based on total sales volume.
At that point, I explained the criteria for the competition – teams were competing and not individual employees. Also, that the winners would be based on the greatest percentage improvement of average checks over the previous year, and not the total volume of revenue made. All agreed, and the competitive spirit we created exceeded all my targets and expectations.
I arranged for the Food and Beverage Analyst and the Food & Beverage Controller to provide a weekly leader analysis of the competition, during each weekly food and beverage team meetings. With the training department, I arranged special training on ‘up-selling’ food and beverage products. This initiative enhanced not only the revenue and profits, but also the team spirit. That year we increased average checks by 15%!
COMMUNICATION FLOW
Often in large units/hotels with 600/700 or more employees in several divisions and departments, the communication flow tends to slow down and at times, gets ‘lost in translation’. I always felt that once decisions were made by the executive committee and they identified who should be informed, the communication flow must be lightning fast and effective. The divisional heads should develop practical processes to ensure that condensed and interesting versions of the key messaging, flow seamlessly. Everything depended on the accuracy and the speed of information flow.
At Le Meridien the seven members of the executive committee (General Manager, Director of Rooms Division, Director of Food & Beverage, Financial Controller, Director of Human Resources, Director of Sales and Director of Engineering) had their weekly meeting every Tuesday at 4:00 pm. I did not want to send long memos to managers in my team without explaining key decisions made at the executive committee meeting. I wanted to do that face to face and as quickly as possible.
Therefore, I arranged for the weekly Food & Beverage Management meeting to be held every Wednesday morning. I would share all relevant information and decisions from the executive committee meeting, with my management team, promptly. I ensured that the meeting was short and the minutes were distributed, within an hour. By 3:00 pm each Wednesday, all 10 department heads in my division had a short, stand-up briefing with their operational teams. As a result, all 230 staff in my division were aware of key ‘must know’ information of the week within 24 hours.
One day, when the General Manager of the hotel had visited the coffee shop for a cup of coffee around 3:30 pm on a Wednesday, he was amazed how well informed the busboy who cleared his table was. This employee had mentioned that the staff were pleased about a corporate decision taken a day before that.
“How did you do that so fast, Chandi?”, the pleasantly surprised General Manager asked me. “That decision was made in Paris by the Le Meridien President on Tuesday morning, my boss, the VP – Asia sent me a fax about it on Tuesday afternoon from Singapore, and I informed you and the other EXCO members in Colombo about it less than 24 hours ago. Now a busboy in your coffee shop knows about that decision!” he added in a voice that blended happiness with amazement. He was very impressed.
CREATING THE ‘BUZZ’
In any business, a key for success is creating the ‘buzz’ through creative messaging to motivate and empower teams. When relevant people are treated well and communicated with effectively, they get excited about the organization, and they usually talk positively about products, services and people of the organization. That is simply a “win-win” situation.
At Le Meridien we did exactly that well, with our internal customer – the employees. Given the role played by a large number of top western musicians providing live music in three outlets, seven days a week, I treated them as members of our hotel family. As a result, the musicians acted as partners and ambassadors of the hotel among many of their fans. It was a simple formula.
We used the same concept of creating the ‘buzz’ in promoting every food festival, theme night and stage show we organized. Selling and public relations should never be limited to a small sales team, but to all of the staff as well as the associates such as other service providers (sponsors, suppliers and entertainers). As a result, we were always in the limelight and the ‘talk of the town’,
In addition to a host of younger artistes and bands who performed at the night club and the lobby bar at Le Meridien, we decided to do something different at our prime restaurant – La Palme D’or. I contracted a band led by a veteran musician who attracted an elite niche market. That band – Harold Seneviratne Combo was requested to provide music appropriate to a weekly theme night called: ‘Nostalgia ‘60’, which had to be extended by popular demand.
A GRAY LIE
In late 1980, there were no international, fast-food chains operating in Sri Lanka. As a result, some of the five-star hotels included items such as pizzas and hamburgers in the a la carte menus in the coffee shops. These relatively inexpensive dishes attracted attention and popularity, particularly in Colombo. With a view of riding that wave, I planned a month-long hamburger promotion at La Brasserie, hotel’s coffee shop. We wanted a creative advertising campaign.
The new General Manager of the hotel, Paul Finnegan told me, “I hear that our main competitor – Colombo Hilton is planning a similar Hamburger promotion in two months’ time. Can you organize this promotion sooner?” I agreed with him and placed it on a fast track. When he suggested that we should create a story that Le Meridien was planning to break a world record with the number of hamburgers we would serve during the month of April in 1989, I was not keen about lying about a world record.
“Come on, Chandi. It would be fun. Why don’t you use your creative mind to come up with something newsworthy, interesting and gives us a lot of publicity?” Paul motivated me to lie. I knew that ‘Gray lies’ were said to consist of lies that were ambiguous in nature or held the characteristics of a real lie yet, were still viewed as justifiable given the circumstance. With the blessings of my boss who was a chartered accountant, I worked on an interesting and ‘fun’ advertising campaign to promote ten special hamburger dishes created by our Executive Chef, Emile Castillo.
With input from Herman Gunasekera, the Managing Director of Creative Services Limited, who handed all advertisements for Le Galadari Meridien, we created a story line for the campaign. It claimed: “The Guinness Book of World Records lists 50,429 hamburgers sold during the month of July, 1986 at O’Malley’s Downtown Pub in Chicago, as the current world record. La Brasserie Coffee Shop of Le Galadari Meridien Hotel aims to break that world record during the month of April, 1989.”
To break that ‘fake’ world record, we had to serve over 1,681 hamburgers a day, which was an impossible target. However, I arranged a large black board prominently placed at the entrance to La Brasserie with a heading:
‘OUR PERFORMANCE SO FAR TO BREAK A WORLD RECORD IN HAMBURGER SALES…’
We had just three lines on the black board:
=World Record = 50,429 in a month
=Hamburgers served at La Brasserie so far in April =
=Balance number of Hamburgers we need to serve in April to break the world record =
I then gave ‘fake’ daily hamburger sales numbers to Christopher Ramsey, maître d’hôtel of La Brasserie. In an attempt, to sound real, I gave him different ‘fake’ numbers every day. His job was to enter those figures on the black board at the end of each day, irrespective of the actual numbers of hamburgers sold every day. This joke or the gimmick created so much ‘buzz’ and media publicity, we actually sold a large number of hamburgers. Based on the number I provided, we eventually surpassed the world record by a couple of dozens of hamburgers on April 30th. We received unprecedented publicity and we had to extend the hamburger promotion by another month! That was my last food promotion organized in Colombo.
By early May, 1989, I received a telephone call from one of my friends and school mates, Athula Senanayake. He had been promoted as the Food & Beverage Manager of Colombo Hilton, a few months prior to that. “Chandana, congratulations on your latest achievement! However, I am being given a hard time by my GM because of you. In front of all my colleagues, during the morning briefing today, he asked me when would I be able to break a world record!”, Athula told me in a frustrated voice. To his annoyance, I laughed out loud.
“Machan, don’t worry too much. We never broke a world record. It was all fake! A joke which resulted in lot of publicity.” I told my friend. After a long pause, Athula said angrily, ‘You lying bastard! Your bloody hamburger promotion resulted in a miserable month for me! Shame on you!”
FINAL ‘CONFESSIONS…’ ARTICLE
After one more article on Feb. 26, the concluding article of this
weekly column: ‘Confessions of a Global Gypsy’ will be published on Mar. 5 by the Sunday Island. Thank you for your readership over the last two years.
Features
Democracy faces tougher challenges as political Right beefs-up presence

It is becoming increasingly evident that the democracy-authoritarianism division would be a major polarity in international politics going forward. It shouldn’t come as a surprise if quite a few major states of both East and West gain increasing inspiration from the ‘world’s mightiest democracy’ under President Donald Trump from now on and flout the core principles of democratic governance with impunity.
It is the political Right that would gain most might in this evolving new scheme of things. Whether it be the US itself, France, Israel or Turkey, to name just a few countries in the news, it is plain to see that the Right is unleashing its power with hardly a thought for the harm being done to key democratic institutions and norms.
In fact, Donald Trump and his Republican hard liners led from the front, so to speak, in this process of unleashing the power of the Right in contemporary times. It remains a very vital piece of history that the Right in the US savaged democracy’s most valued institutions on January 6, 2021, when it ran amok with the tacit backing of Trump in the US Capitol.
What was being challenged by the mob most was the ‘will of the people’ which was manifest in the latter’s choice of Joe Biden as US President at the time. To date Trump does not accept that popular verdict and insists that the election in question was a flawed one. He does so in the face of enlightened pronouncements to the contrary.
The US Right’s protégé state, Israel, is well on course to doing grave harm to its democratic institutions, with the country’s judiciary being undermined most. To cite two recent examples to support this viewpoint, the Israeli parliament passed a law to empower the country’s election officials to appoint judges, while Prime Minister Netanyahu has installed the new head of the country’s prime security agency, disregarding in the process a Supreme Court decision to retain the former head.
Such decisions were made by the Netanyahu regime in the face of mounting protests by the people. While nothing new may be said if one takes the view that Israel’s democratic credentials have always left much to be desired, the downgrading of a democratic country’s judiciary is something to be sorely regretted by democratic opinion worldwide. After all, in most states, it is the judiciary that ends up serving the best interests of the people.
Meanwhile in France, the indications are that far Right leader Marine Le Pen would not be backing down in the face of a judicial verdict that pronounces her guilty of corruption that may prevent her from running for President in 2027. She is the most popular politician in France currently and it should not come as a surprise if she rallies further popular support for herself in street protests. Among other things, this will be proof of the growing popular appeal of the political Right. Considering that France has been a foremost democracy, this is not good news for democratic opinion.
However, some heart could be taken from current developments in the Gaza and Turkey where the people are challenging their respective dominant governing forces in street protests largely peacefully. In the Gaza anti-Hamas protests have broken out demanding of the group to step down from power, while in Turkey, President Erdogan’s decades-long iron-fist rule is being challenged by pro-democracy popular forces over the incarceration of his foremost political rival.
Right now, the Turkish state is in the process of quashing this revolt through a show of brute force. Essentially, in both situations the popular demand is for democracy and accountable governance and such aims are generally anathema in the ears of the political Right whose forte is repressive, dictatorial rule.
The onus is on the thriving democracies of the world to ensure that the Right anywhere is prevented from coming to power in the name of the core principles and values of democracy. Right now, it is the European Union that could fit into this role best and democratic opinion is obliged to rally behind the organization. Needless to say, peaceful and democratic methods should be deployed in this historic undertaking.
Although the UN is yet to play an effective role in the current international situation, stepped up efforts by it to speed up democratic development everywhere could yield some dividends. Empowerment of people is the goal to be basically achieved.
Interestingly, the Trump administration could be seen as being in league with the Putin regime in Russia at present. This is on account of the glaringly Right wing direction that the US is taking under Trump. In fact, the global balance of political forces has taken an ironic shift with the hitherto number one democracy collaborating with the Putin regime in the latter’s foreign policy pursuits that possess the potential of plunging Europe into another regional war.
President Trump promised to bring peace to the Ukraine within a day of returning to power but he currently is at risk of cutting a sorry figure on the world stage because Putin is far from collaborating with his plans regarding Ukraine. Putin is promising the US nothing and Ukraine is unlikely to step down from the position it has always held that its sovereignty, which has been harmed by the Putin regime, is not negotiable.
In fact, the China-Russia alliance could witness a firming-up in the days ahead. Speculation is intense that the US is contemplating a military strike on Iran, but it would face strong opposition from China and Russia in the event of such an adventurist course of action. This is on account of the possibility of China and Russia continuing to be firm in their position that Western designs in the Gulf region should be defeated. On the other hand, Iran could be expected to hit back strongly in a military confrontation with the US.
Considering that organizations such as the EU could be expected to be at cross-purposes with the US on the Ukraine and connected questions, the current world situation could not be seen as a replication of the conventional East-West polarity. The East, that is mainly China and Russia, is remaining united but not so the West. The latter has broadly fragmented into a democratic states versus authoritarian states bipolarity which could render the international situation increasingly unstable and volatile.
Features
Chikungunya Fever in Children

Chikungunya fever, a viral disease transmitted by mosquitoes, poses a significant health concern, particularly for children. It has been around in Sri Lanka sporadically, but there are reports of an increasing occurrence of it in more recent times. While often associated with debilitating joint pain in adults, its manifestations in children can present unique challenges. Understanding the nuances of this disease is crucial for effective management and prevention.
Chikungunya fever is caused by the chikungunya virus (CHIKV), an alphavirus transmitted to humans through the bites of infected Aedes aegypti and Aedes albopictus mosquitoes. These are the same mosquitoes that transmit dengue and Zika viruses, highlighting the overlapping risks in many areas of the world. It is entirely possible for chikungunya and dengue to co-circulate in the same area, leading to co-infections in individuals.
When a mosquito bites a person infected with CHIKV, it ingests the virus. After a period of growth and multiplication of the virus within the mosquito, the virus can be transmitted to another person through subsequent bites. Therefore, the mosquito acts as a vector or an intermediate transmitting agent that spreads the disease, but not as a reservoir of the disease. The spread of chikungunya is influenced by environmental factors that support mosquito breeding, such as stagnant water and warm climates. Urbanization and poor sanitation can exacerbate the problem by creating breeding grounds for these mosquitoes.
The clinical presentation of chikungunya in children can vary, ranging from mild to severe. While some infected children may even be asymptomatic and be normal for all intents and purposes, others can experience a range of symptoms, including a sudden onset of high fever, a common initial symptom. Pain in the joints of the body, while being a hallmark of chikungunya in adults, may be less pronounced in children. However, they can still experience significant discomfort and this must be kept in mind during processes of diagnosis and treatment. It is also important to remember that joint pains can present in various forms, as well as in different locations of the body. There is no characteristic pattern or sites of involvement of joints. Muscle aches and pains can accompany the fever and joint pain as well. A headache, too, could occur at any stage of the disease. Other symptoms may include nausea, vomiting, and fatigue as well.
A reddish elevated rash, referred to in medical jargon as a maculopapular rash, is frequently observed in children, sometimes more so than in adults. While chikungunya is known to cause such a rash, there is a specific characteristic related to nasal discoloration that is worth noting. It is called the “Chik sign” or “Brownie nose” and refers to an increased darkening of the skin, particularly on the nose. This discolouration just appears and is not associated with pain or itching. It can occur during or after the fever, and it can be a helpful clinical sign, especially in areas with limited diagnostic resources. While a generalised rash is a common symptom of chikungunya, a distinctive darkening of the skin on the nose is a particular characteristic that has been observed.
In some rare instances, particularly in infants and very young children, chikungunya can lead to neurological complications, such as involvement of the brain, known as encephalitis. This is associated with a change in the level of alertness, drowsiness, convulsions and weakness of limbs. Equally rarely, some studies indicate that children can experience bleeding tendencies and haemorrhagic manifestations more often than adults.
Diagnosis is typically made through evaluating the patient’s symptoms and medical history, as well as by special blood tests that can detect the presence of CHIKV antibodies (IgM and IgG) or the virus itself through PCR testing.
There is no specific antiviral treatment for chikungunya. Treatment focuses on relieving symptoms and allowing the body to recover on its own. Adequate rest is essential for recovery, and maintaining hydration is crucial, especially in children with fever. Paracetamol in the correct dosage can be used to reduce fever and pain. It is important to avoid aspirin, as it can increase the risk of a further complication known as Reye’s syndrome in children. In severe cases, hospitalisation and supportive care may be necessary.
While most children recover from chikungunya without any major issues, some may experience long-term sequelae. Joint pain can persist for months or even years in some individuals, impacting their quality of life. In rare cases, chikungunya can lead to chronic arthritis. Children that have suffered from neurological complications can have long term effects.
The ultimate outcome or prognosis for chikungunya in children is generally favourable. Most children recover fully within a few days or a couple of weeks. However, the duration and severity of symptoms can vary quite significantly.
Prevention is key to controlling the spread of chikungunya. Mosquito control is of paramount importance. These include eliminating stagnant water sources where mosquitoes breed, using mosquito repellents, wearing long-sleeved clothing and pants, using mosquito nets, especially for young children and installing protective screens on windows and doors. While a chikungunya vaccine is available, its current use is mainly for adults, especially those traveling to at risk areas. More research is being conducted for child vaccinations.
Chikungunya outbreaks can strain healthcare systems and have significant economic consequences. Public health initiatives aimed at mosquito control and disease surveillance are crucial for preventing and managing outbreaks.
Key considerations for children are that some of them, especially infants and young children, are more vulnerable to severe chikungunya complications and early diagnosis and supportive care are essential for minimising the risk of long-term sequelae. Preventing mosquito bites is the most effective way to protect children from chikungunya. By understanding the causation, clinical features, treatment, and prevention of chikungunya, parents, caregivers, and healthcare professionals can work together to protect children from this illness that could sometimes be quite debilitating.
Dr B. J. C. Perera
MBBS(Cey), DCH(Cey), DCH(Eng), MD(Paed), MRCP(UK), FRCP(Edin), FRCP(Lond), FRCPCH(UK), FSLCPaed, FCCP, Hony. FRCPCH(UK), Hony. FCGP(SL)
Specialist Consultant Paediatrician and Honorary Senior Fellow, Postgraduate Institute of Medicine, University of Colombo, Sri Lanka.
Joint Editor, Sri Lanka Journal of Child Health and Section Editor, Ceylon Medical Journal
Founder President, Sri Lanka College of Paediatricians – 1996-97)
Features
The Great and Little Traditions and Sri Lankan Historiography

Power, Culture, and Historical Memory:
(Continued from yesterday)
Newton Gunasinghe, a pioneering Sri Lankan sociologist and Marxist scholar, made significant contributions to the study of culture and class in Sri Lanka by incorporating the concepts of great and little traditions within an innovative Marxist framework. His theoretical synthesis offered historians a fresh perspective for evaluating the diversity of past narratives.
At the same time, Michel Foucault’s philosophical intervention significantly influenced the study of historical knowledge. In particular, two of his key concepts have had a profound impact on the discipline of history:
1. The relationship between knowledge and power – Knowledge is not merely an objective truth but a manifestation of the power structures of its time.
2. The necessity of considering the ‘other’ in any conceptual construction – Every idea or framework takes shape in relation to its opposite, highlighting the duality inherent in all intellectual constructs.
These concepts challenged historians to rethink their approaches, prompting them to explore the dynamic interplay between knowledge, power, and culture. The existence of Little Tradition prompted historians to pay attention to ‘other’ histories.
The resurgence of ethnic identities and conflicts has brought renewed attention to the dichotomy of culture, steering the discourse in a new direction. The ethnic resurgence raises three key issues. First, the way non-dominant cultures interpret the past often differs from the narratives produced by dominant cultures, prompting the question: What is historical truth? Second, it underscores the importance of studying the histories of cultural identities through their own perspectives. Finally, and most importantly, it invites reflection on the relationship between ‘Little Traditions’ and the ‘Great Tradition’—how do these ‘other’ histories connect to broader historical narratives?
When the heuristic construct of the cultural dichotomy is applied to historical inquiry, its analytical scope expands far beyond the boundaries of social anthropology. In turn, it broadens the horizons of historical research, producing three main effects:
1. It introduces a new dimension to historical inquiry by bringing marginalised histories to the forefront. In doing so, it directs the attention of professional historians to areas that have traditionally remained outside their scope.
2. It encourages historians to seek new categories of historical sources and adopt more innovative approaches to classifying historical evidence.
3. It compels historians to examine the margins in order to gain a deeper understanding of the center.
The rise of a new theoretical school known as Subaltern Studies in the 1980s provided a significant impetus to the study of history from the perspective of marginalised and oppressed groups—those who have traditionally been excluded from dominant historical narratives and are not linked to power and authority. This movement sought to challenge the Eurocentric and elitist frameworks that had long shaped the study of history, particularly in the context of colonial and postcolonial societies. The writings of historians such as Ranajit Guha and Eric Stokes played a pioneering role in opening up this intellectual path. Guha, in particular, critiqued the way history had been written from the perspective of elites—whether colonial rulers or indigenous upper classes—arguing that such narratives ignored the agency and voices of subaltern groups, such as peasants, laborers, and tribal communities.
Building upon this foundation, several postcolonial scholars further developed the critical examination of power, knowledge, and representation. In her seminal essay Can the Subaltern Speak?, Gayatri Chakravorty Spivak questioned whether marginalized voices—especially those of subaltern women—could truly be represented within dominant intellectual and cultural frameworks, or whether they were inevitably silenced by hegemonic. Another major theorist in this field, Homi Bhabha, also focused on the relationship between knowledge and social power relations. His analysis of identity formation under colonialism revealed the complexities of power dynamics and how they persist in postcolonial societies.
Together, these scholars significantly reshaped historical and cultural studies by emphasising the voices and experiences of those previously ignored in dominant narratives. Their work continues to influence contemporary debates on history, identity, and the politics of knowledge production.
The Sri Lankan historiography from very beginning consists of two distinct yet interrelated traditions: the Great Tradition and the Little Traditions. These traditions reflect different perspectives, sources, and modes of historical transmission that have influenced the way Sri Lanka’s past has been recorded and understood. The Great Tradition refers to the formal, written historiography primarily associated with elite, religious, and state-sponsored chronicles. The origins of the Great Tradition of historiography directly linked to the introduction of Buddhism to the island by a mission sent by Emperor Asoka of the Maurya dynasty of India in the third century B.C. The most significant sources in this tradition include the Mahāvaṃsa, Dīpavaṃsa, Cūḷavaṃsa, and other Buddhist chronicles that were written in Pali and Sanskrit. These works, often compiled by Buddhist monks, emphasise the island’s connection to Buddhism, the role of kingship, and the concept of Sri Lanka as a sacred land linked to the Buddha’s teachings. The Great Tradition was influenced by royal patronage and aimed to legitimise rulers by presenting them as protectors of Buddhism and the Sinhala people.
In contrast, the Little Tradition represents oral histories, folk narratives, and local accounts that were passed down through generations in vernacular languages such as Sinhala and Tamil. These traditions include village folklore, ballads, temple stories, and regional histories that were not necessarily written down but played a crucial role in shaping collective memory. While the Great Tradition often portrays a centralised, Sinhala-Buddhist perspective, the Little Tradition captures the diverse experiences of various communities, including Tamils, Muslims.
What about the history of those who are either unrepresented or only marginally represented in the Great Tradition? They, too, have their own interpretations of the past, independent of dominant narratives. Migration from the four corners of the world did not cease after the 3rd century BC—so what about the cultural traditions that emerged from these movements? Can we reduce these collective memories solely to the Sokari Nadagams?
The Great Traditions often celebrate the history of the ruling or majority ethnic group. However, Little Traditions play a crucial role in preserving the historical memory and distinct identities of marginalised communities, such as the Vedda and Rodiya peoples. Beyond caste history, Little Traditions also reflect the provincial histories and historical memories of peripheral communities. Examples include the Wanni Rajawaliya and the Kurunegala Visthraya. The historical narratives presented in these sources do not always align with those of the Great Tradition.
The growth of caste histories is a key example of Little Historical Traditions. Jana Wansaya remains an important source in this context. After the 12th century, many non-Goigama castes in Sri Lanka preserved their own oral historical traditions, which were later documented in written form. These caste-based histories are significant because they provide a localised, community-centered perspective on historical developments. Unlike the dominant narratives found in the Great Tradition, they capture the social, economic, and cultural transformations experienced by different caste groups. For instance, the Karava, Salagama, and Durava castes have distinct historical narratives that have been passed down through generations.
Ananda S. Kulasuriya traced this historical tradition back to the formal establishment of Buddhism, noting that it continued even after the decline of the Polonnaruwa Kingdom. He identified these records as “minor chronicles” and classified them into three categories: histories of the Sangha and Sasana, religious writings of historical interest, and secular historical works. According to him, the first category includes the Pujavaliya, the Katikavatas, the Nikaya Sangrahaya, and the Sangha Sarana. The second category comprises the Thupavamsa, Bodhi Vamsa, Anagatha Vamsa, Dalada Sirita, and Dhatu Vamsa, along with the two Sinhalese versions of the Pali Hatthavanagalla Vihara Vamsa, namely the Ehu Attanagalu Vamsa and the Saddharma Ratnakaraya. The third category consists of works that focus more on secular events than religious developments, primarily the Rajavaliya. Additionally, this category includes the Raja Ratnakaraya and several minor works such as the Sulu Rajavaliya, Vanni Rajavaliya, Alakesvara Yuddhaya, Sri Lanka Kadaim Pota, Kurunegala Vistaraya, Buddharajavaliya, Bamba Uppattiya, Sulu Pujavaliya, Matale Kadaim Pota, Kula Nitiya, and Janavamsaya (Kulasuriya, 1978:5). Except for a few mentioned in the third category, all other works are products of the Great Historical tradition.
Over the last few decades, Gananath Obeyesekera has traversed the four corners of Sri Lanka, recovering works of the Little Historical Traditions and making them accessible for historical inquiry, offering a new lens through which to reread Sri Lankan history. Obeyesekera’s efforts to recover the Little Historical Traditions remind us that history is never monolithic; rather, it is a contested space where power, culture, and memory continuously shape our understanding of the past. By bringing the Little Historical Traditions into the fold of Sri Lankan historiography, Obeyesekera challenges us to move beyond dominant narratives and embrace a more pluralistic understanding of the past. The recovery of these traditions is not just an act of historical inquiry but a reminder that power shapes what we remember—and what we forget. Sri Lankan history, like all histories, is a dialogue between great and little traditions and it is to engage both of them. His latest work, The Doomed King: A Requiem for Sri Vikrama Rajasinghe, is a true testament to his re-reading of Sri Lankan history.
BY GAMINI KEERAWELLA
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