If we are to go by what I can term as conventional wisdom, the coronavirus arose in China’s Hubei province in the city of Wuhan. According to the WHO, the Chinese government filed the country’s first confirmed Covid-19 case with the international health regulator on December 8, 2019, with the first case outside of China’s boarders reported in Thailand on January 13, 2020.
We now know, however, courtesy of a paper in The Lancet that was authored by doctors from Wuhan’s Jinhintan Hospital, that the first such case was logged on December 1. We have also come to learn that in point of fact, the first patient, the so-called Patient Zero, may have presented with the as yet unfathomed Covid-9 symptoms in a public health facility on November 17. This is according to a report in the South China Morning Post, which claims to have seen classified medical government reports.
The Post report says nine cases of Covid-19 sufferers, aged between 39 and 79, were attended to during the month of November alone and that a total of 266 people officially had the disease by December 31st. Clearly, the disease had been sedately circulating for some time before it exploded towards the end of the year considering that a great number of people do not present symptoms at all.
Yet the fact the disease was first announced in China and even laboratory-spawned in that country does not necessarily mean China was its veritable place of origin. It almost certainly had multiple origins and may have occurred much earlier in other places on the globe.
AMERICA’S FLU ILLNESS TSUNAMI
Unbeknownst to much of the world, Covid-19 struck in Europe and the USA about the same time it did so in China, if not much earlier, it has now emerged. This is not tabloid hogwash or simply idle gossip folks: it was reported by the highly estimable news outlets such as NBC News and The New York Times. Even Newsweek, which along with Time magazine constitute America’s leading two weekly political magazines, was adamant that the coronavirus outbreak must have occurred as early as September 2019 and that Wuhan was possibly not its birthplace as such. For some reason (or is it for partisan reasons?), the globally renowned broadcast media networks like CNN, BBC, and Sky News have chosen to self-gag on the matter.
If there’s one disease which is so notoriously recurrent and even death-dealing in the US, it is influenza – commonly referred to as the flu or common cold. Here in Africa, flu is no much of a big deal: it is so mild I personally do not know – nor have ever heard of – a single one person who died of flu. In the US, flu is some menace. For instance, in the 2017-18 season, over 61,000 deaths were linked to flu, and in the 2018-19 season, 34,200 succumbed to the disease. Every year, 10 percent of the US population, or 32 million people, contract flu, though only about 100,000 end up being hospitalised anyway.
In the US, the flu season ordinarily runs from October to May, straddling three of the country’s four-season set, namely fall (September to November), winter (December to February), and spring (March to May). The disease is particularly widespread in 16 states. Last year, the winter flu season began atypically early and with a big bang that had never been seen in 15 years according to a December 6, 2019 report by Associated Press (AP), a wire news agency. By the beginning of December or thereabouts, 1.7 million flu illnesses, 16,000 hospitalisations, and 900 flu-related deaths had taken place.
The Centre for Disease Control & Prevention (CDC) put the number of people already dead from flu-related illnesses as of mid-March 2019 at between 29,000 and 59,000. This was in addition to the misery of hundreds of thousands of flu-related hospitalisations and millions of medical visits for flu symptoms that have raged in the course of the season. Some hospitals in New Orleans have reported the busiest patient traffic ever at their emergency departments.
Health authorities in Louisiana, which was the first to be impinged, said flu-like illnesses began to rocket in the month of October. Said the AP report: “There are different types of flu viruses, and the one causing illnesses in most parts of the country is a surprise.” Dave Osthus, a flu statistician at the Los Alamos National Laboratory, was quoted as saying, “This could be a precursor to something pretty bad. But we don’t know what that is.” Well, maybe we can venture an answer to the conundrum: the flu situation was exacerbated by the coronavirus.
THE CASE OF A NEW JERSEY MAYOR
The story of Michael Mellaham, the mayor of the New Jersey city of Belleville, has been widely reported in the Western world, albeit in the comparatively fringe media houses primarily lest the finger of indictment shift from China to the US. Sometime in November last year, Mellaham came down with an ailment that presented with Covid-19-like symptoms such as aches, high fevers, chills, and a sore throat, the latter of which went on for a full month. Right at the onset of his diseased condition, Mellaham went to see his doctor, who told him not to worry as it was little more than flu and would peter out in a matter of days. The illness lingered for much longer though he at long last fought it off. It was the sickest he had ever been in his adult life.
In April this year, Mellaham took a Covid-19 test and he was found not with Covid-19 per se but its antibodies, which crystal-clearly evinced he had the disease at some stage in the recent past. This is what he told China Global Television Network (CGTN) in May: “We’re told that they (people with Covid-19-like symptoms) don’t have the flu. They just have bronchitis. They just have a bad cough or it’s a bad cold. I think that we just weren’t expecting Covid-19 then, so therefore the doctors didn’t know what to call it or what to expect.”
Of the credibility of the test he took, known as IgM (Immunoglobulin M Test), the first antibody a body makes when it fights a new infection, Mellaham said, “The IgM is the more recent antibody, which would have shown that that antibody is more recent in my system, that my body more recently fought the coronavirus.”
The first publicly admitted case of coronavirus-triggered morbidity in the US was announced in January this year and involved a Californian who had recently returned from Wuhan, but as Mellaham pointedly put it, “that doesn’t mean it wasn’t here (on US soil) before that”.
SUDDENLY “MANY PIXELS”
On May 7, 2020, The New York Times reported of two men aged 57 and 69 who died in their homes in Santa Clara, California, on February 6 and 17 respectively, and this was 23 days before the US announced its first Covid-19 fatality in Kirkland, Washington, on February 29. Their demise was attributed to flu post-mortem but it later emerged that they had been victims of the novel coronavirus. Since they had never travelled outside their community for years, they must have contracted the disease within the locality.
The Santa Clara county’s chief medical office Sarah Cody said the deaths of the two was probably the tip of the iceberg of unknown size. Dr Jeffrey Smith, the Santa Clara county executive, he too a medical doctor, opined that the coronavirus must have been spreading in California unrecognised for a long time now.
Indeed, if we take stock of the fact that passengers on board the Grand Princess cruise ship, which departed California on February 11, developed Covid-19 whilst on board, the odds certainly are that Covid-19 hit much earlier in the US than it hit the headlines. As Cody pointedly put it, “We had so few pixels you could hardly pick out the image. Suddenly, we have so many pixels all of sudden that we now realise we didn’t know what we were looking for.”
THE FRENCH CONNECTION
In Europe, a radiology research team at the Albert Schweitzer Hospital in Colma, France, has traced the first Covid-19 case in that country to November 16, 2019 according to reports by NBC News and The New York Times. The researchers came to this finding after examining 2500 chest X-rays taken from November 1, 2019 to April 30 this year.
French authorities declared the first Covid-19 case on January 24 having detected it in three nationals who had recently been to China, though it has now transpired that whilst one finger was point to China, four were point back at France itself.
It came to light last month that a sample taken from a French patient with pneumonia on December 27 subsequently tested positive for the coronavirus. “There’s no doubt for us it was already there in December,” Dr Yves Cohen, head of intensive care at the Avicenne and Jean Verdier hospitals in the northern suburbs of Paris, told The New York Times on May 4 this year. “It is quite possible that there were isolated cases that led to transmission chains that died down.”
Weighing in on the matter too, Michel Schmitt, who led the Albert Schweitzer Hospital research, said, “The testimonies are really rich; they show that people felt that something strange was going on, but they were not in a capacity to raise the alarm.”
THE CAMBRIDGE AND UCL FINDINGS
Meanwhile, two independent research projects by two of Britain’s premier institutions of learning have turned up evidence that Covid-19 was in Europe as early as the third quarter of 2019. Following a study to understand the historical processes that led to the Covid-19 pandemic, the University of Cambridge found that the coronavirus outbreak appears to have started between September 13 and December 7 in 2019.
The University College London’s Genetics Institute (UCL) analysed genomes from the Covid-19 virus in over 7,500 people and deduced that the pandemic must have started between October 6 and December 11 in 2019. The UCL team analysed virus genomes, using published sequences from over 7,500 people with Covid-19 across the globe. Their report, titled HYPERLINK “https://www.sciencedirect.com/science/article/pii/S1567134820301829” \l “s0045” \t “_blank” Emergence of Genomic Diversity and Recurrent Mutations in SARS-CoV-2, was published in the May 6, 2020 edition of the journal Infection, Genetics and Evolution.
“One of the saddest lessons of history is this: If we’ve been bamboozled long enough, we tend to reject any evidence of the bamboozle. We’re no longer interested in finding out the truth. The bamboozle has captured us. It’s simply too painful to acknowledge, even to ourselves, that we’ve been taken. Once you give a charlatan power over you, you almost never get it back.” Carl Sagan
Corruption is a heavy price to pay. The clean ones pay and suffer at the mercy of people who cannot have enough. They always want to eat and eat so selfishly like a bunch of ugly masked shrews. I hope God forgives me for ridiculing his creatures, but that mammal is so greedy. But corruption is not the new kid on the block, because it has always been everywhere.
This of course begs the question, why that is so? The common answer was and still is – abuse and misuse of power by those in power and weak institutions, disempowered to control the leaders. In 1996, the then President of The World Bank, James D. Wolfensohn named the ‘C-Word’ for the first time during an annual meeting of the Bretton Woods Institutions. A global fight against corruption started. Transparency International began its work. Internal and external audits mushroomed; commissions of inquiry followed and ever convoluted public tender procedures have become a bureaucratic nightmare to the private sector, trying to fight red tape.
The result is sobering corruption today is worse than it was 25 years ago. There is no denying that strong institutions help, but how does it come that in the annual Transparency International Ranking the same group of countries tend to be on the top while another group of countries, many African among them, tend to be on the bottom? Before one jumps to simple and seductive conclusions let us step back a moment.
Wolfensohn called corruption a cancer that destroys economies like a cancer destroys a body. A cancer is, simplified, good cells in a body gone bad, taking control of more and more good cells until the entire body is contaminated and eventually dies. So, let us look at the good cells of society first: they are family ties, clan and tribe affiliation, group cohesion, loyalty, empathy, reciprocity.
Most ordinary people like the reader of these lines or myself would claim to share such values. Once we ordinary people must make decisions, these good cells kick in: why should I hire a Mrs. Unknown, if I can hire my niece whose strengths and weaknesses I know? If I hire the niece, she will owe me and support my objectives.
Why should I purchase office furniture from that unknown company if I know that my friend’s business has good quality stuff? If I buy from him, he will make an extra effort to deliver his best and provide quality after sales service? So, why go through a convoluted tender process with uncertain outcome? In the unlikely case my friend does not perform as expected, I have many informal means to make him deliver, rather than going through a lengthy legal proceeding?
This sounds like common sense and natural and our private lives do work mostly that way and mostly quite well.
The problem is scale. Scale of power, scale of potential gains, scale of temptations, scale of risk. And who among us could throw the first stone were we in positions of power and claim not to succumb to the temptations of scale? Like in a body, cancer cells start growing out of proportion.
So, before we call out for new leaders – experience shows they are rarely better than the old ones – we need to look at ourselves first. But how easy is that? If I were the niece who gets the job through nepotism, why should I be overly critical? If I got a big furniture contract from a friend, why should I spill the beans? What right do I have to assume that, if I were a president or a minister or a corporate chief procurement officer I would not be tempted?
This is where we need to learn. What is useful, quick, efficient, and effective within a family or within a clan or a small community can become counterproductive and costly and destructive at larger corporate or national scale. Our empathy with small scale reciprocity easily permeates into complacency and complicity with large scale corruption and into an acquiescence with weak institutions to control it.
Our institutions can only be as strong as we wish them to be.
I was probably around ten years old and have always been that keen enthusiastic child that also liked to sing the favourite line of, ‘the world will become a better place.’ I would literally stand in front of a mirror and use my mom’s torch as a mic and sing along Michael Jackson’s hit song, ‘We are the world.’
Despite my horrible voice, I still believed in the message. Few years later, my annoyance towards the world’s corrupt system wonders whether I was just too naïve. Few years later and I am still in doubt so as to whether I should go on blabbing that same old boring line. ‘The world is going to be a better place.’ The question is, when?
The answer is – as always: now.
This is pessimistic if not fatalistic – I challenge Sagan’s outlook with a paraphrased adage of unknown origin: Some people can be bamboozled all of the time, all people can be bamboozled some of the time, but never will all people be bamboozled all of the time.
We, the people are the only ones who can heal society from the cancer of corruption. We need to understand the temptation of scale and address it. We need to stop seeing ourselves just a victim of a disease that sleeps in all of us. We need to give power to the institutions that we have put in place to control corruption: parliaments, separation of power, the press, the ballot box. And sometimes we need to say as a niece – no, I do not want that job as a favour, I want it because I have proven to be better than other contenders.
It is going to be a struggle, because it will mean sacrifices, but sacrifices that we have chosen, not those imposed on us.
Let us start today.
*Bokani Lisa Motsu is a student at University of Botswana
Parliament, the second arm of State through its parliamentary committees are one of Botswana’s most powerful mechanisms to ensure that government is held accountable at all times. The Accounting Officers are mostly Permanent Secretaries across government Ministries and Chief Executive Officers, Director Generals, Managing Directors of parastatals, state owned enterprises and Civil Society.
So parliament plays its oversight authority via the legislators sitting on a parliamentary committee and Accounting Officers sitting in the hot chair. When left with no proper checks and balances, the Executive is prone to abuse the arrangement and so systematic oversight of the executive is usually carried out by parliamentary committees. They track the work of various government departments and ministries, and conduct scrutiny into important aspects of their policy, direction and administration.
It is not rocket science that effective oversight requires that committees be totally independent and able to set their own agendas and have the power to summon ministers and top civil servants to appear and answer questions. Naturally, Accounting Officers are the highest ranking officials in the government hierarchy apart from cabinet Ministers and as such wield much power and influence in the performance of government. To illustrate further, government performance is largely owed to the strategic and policy direction of top technocrats in various Ministries.
It is disheartening to point out that the recent parliament committees — as has been the case all over the years — has laid bare the incompetency, inadequacy and ineptitude of people bestowed with great responsibilities in public offices. To say that they are ineffective and inefficient sounds as an understatement. Some appear useless and hopeless when it comes to running the government despite the huge responsibility they possess.
If we were uncertain about the degree at which the Accounting Officers are incompetent, the ongoing parliament committees provide a glaring answer. It is not an exaggeration to say that ordinary people on the streets have been held ransom by these technocrats who enjoy their air conditioned offices and relish being chauffeured around in luxurious BX SUV’s while the rest of the citizenry continue to suffer. Because of such high life the Accounting Officers seem to have, with time, they have gotten out of touch with the people they are supposed to serve.
An example; when appearing before the recent Public Accounts Committee (PAC), Office of the President Permanent Secretary, Thuso Ramodimoosi, looked reluctant to admit misuse of public funds. Although it is clear funds were misused, he looked unbothered when committee members grilled him over the P80 million Orapa House building that has since morphed into a white elephant for close to 10 successive years. To him, it seems it did not matter much and PAC members were worried for nothing.
On a separate day, another Accounting officer, Director of Public Service Management (DPSM), Naledi Mosalakatane, was not shy to reveal to PAC upon cross-examination that there exist more than 6 000 vacancies in government. Whatever reasons she gave as an excuse, they were not convincing and the committee looked sceptical too. She was faltering and seemed not to have a sense of urgency over the matter no matter how critical it is to the populace.
Botswana’s unemployment rate hoovers around 18 percent in a country where majority of the population is the youth, and the most affected by unemployment. It is still unclear why DPSM could underplay such a critical matter that may threaten the peace and stability of the country. Accounting Officers clearly appear out of touch with the reality out there – if the PAC examinations are anything to go by.
Ideally the DPSM Director could be dropping the vacancy post digits while sourcing funds and setting timelines for the spaces to be filled as a matter of urgency so that the citizens get employed to feed their families and get out of unemployment and poverty ravaging the country. The country should thank parliamentary committees such as PAC to expose these abnormalities and the behaviour of our leaders when in public office. How can a full Accounting Officer downplay the magnitude of the landless problem in Botswana and fail to come with direct solutions tailor made to provide Batswana with the land they desperately need?
Land is a life and death matter for some citizens, as we would know.
When Bonolo Khumotaka, the Accounting Officer in the Ministry of Land Management, Water and Sanitation Services, whom as a top official probably with a lucrative pay too appears to be lacking sense of urgency as she is failing on her key mandate of working around the clock to award the citizens with land especially those who need it most like the marginalised. If government purports they need P94 billion to service land to address the land crisis what is plan B for government? Are we going to accept it the way it is?
Government should wake up from its slumber and intervene to avoid the 30 years unnecessary waiting period in State land and 13 years in Tribal land. Accounting Officers are custodians of government policy, they should ensure it is effective and serve its purpose. What we have been doing over the years, has proved that it is not effective, and clearly there is a need for change of direction.
His Excellency Dr Mokgweetsi EK Masisi, the President of the Republic of Botswana found it appropriate to invoke Section 17 (1) of the Constitution of the Republic of Botswana, using the powers vested in him to declare a State of Public Emergency starting from the 2nd April 2020 at midnight.
The constitutional provision under Section 17 (2b) only provided that such a declaration could be up to a maximum of 21 days. His Excellency further invoked Section 93 (1) to convene an extra- ordinary meeting of Parliament to have the opportunity to consult members of parliament on measures that have been put in place to address the spread and transmission of the virus. At this meeting Members of Parliament passed a resolution on the legal instruments and regulations governing the period of the state of emergency, and extended its duration by six (6) months.
The passing of the State of Emergency is considered as a very crucial step in fighting the near apocalyptic potential of the Novel COVID-19 virus. One of the interesting initiatives that was developed and extended to the business community was a 3-month wage subsidy that came with a condition that no businesses would retrench for the duration of the State of Public Emergency. This has potentially saved many people’s jobs as most companies would have been extremely quick to reduce expenses by downsizing. Self-preservation as some would call it.
Most organisations would have tried to reduce costs by letting go of people, retreated and tried their best to live long enough to fight another day. In my view there is silver lining that we need to look at and consider. The fact that organisations are not allowed to retrench has forced certain companies to look at the people with a long-term view.
Most leaders have probably had to wonder how they are going to ensure that their people are resilient. Do they have team members who innovate and add value to the organisation during these testing times? Do they even have resilient people or are they just waiting for the inevitable end? Can they really train people and make them resilient? How can your team members be part of your recovery plan? What can they do to avoid losing the capabilities they need to operate meaningfully for the duration of the State of Public Emergency and beyond?
The above questions have forced companies to reimagine the future of work. The truth is that no organisation can operate to its full potential without resilient people. In the normal business cycle, new teams come on board; new business streams open, operations or production sites launch or close; new markets develop, and technology is introduced. All of this provides fresh opportunities – and risks.
The best analogy I have seen of people-focused resilience planning reframes employees as your organisation’s immune system, ready and prepared to anticipate risks and ensure they can tackle challenges, fend off illness and bounce back more quickly. So, how do you supercharge your organizational immune system to become resilient?
COVID-19 has helped many organisations realize they were not as prepared as they believed themselves to be. Now is the time to take stock and reset for the future. All the strategies and plans prior to COVID-19 arriving in Botswana need to be thrown out of the window and you need to develop a new plan today. There is no room for tweaking or reframing. Botswana has been disrupted and we need to accept and embrace the change. What we initially anticipated as a disease that would take a short term is turning out to be something we are going to have to live with for a much longer time. It is going to be a marathon and therefore businesses need to have a plan to complete this marathon.
Start planning. Planning for change can help reduce employee stress, anxiety, and overall fear, boosting the confidence of staff and stakeholders. Think about conducting and then regularly refreshing a strategic business impact analysis, look at your employee engagement scores, dig into your customer metrics and explore the way people work alongside your behaviours and culture. This research will help to identify what you really want to protect, the risks that you need to plan for and what you need to survive during disruption. Don’t forget to ask your team members for their input. In many cases they are closest to critical business areas and already have ideas to make processes and systems more robust.
Revisit your organisational purpose. Purpose, values and principles are powerful tools. By putting your organisation’s purpose and values front and center, you provide clear decision-making guidelines for yourself and your organisation. There are very tough and interesting decisions to make which have to be made fast; so having guiding principles on which the business believes in will help and assist all decision makers with sanity checking the choices that are in front of them. One noticeable characteristic of companies that adapt well during change is that they have a strong sense of identity. Leaders and employees have a shared sense of purpose and a common performance culture; they know what the company stands for beyond shareholder value and how to get things done right.
Revisit your purpose and values. Understand if they have been internalised and are proving useful. If so, find ways to increase their use. If not, adapt them as necessities, to help inspire and guide people while immunizing yourself against future disruption. Design your employee experience. The most resilient, adaptive and high performing companies are made up of people who know each other, like each other, and support each other.
Adaptability requires us to teach other, speak up and discuss problems, and have a collective sense of belonging. Listening to your team members is a powerful and disruptive thing to do. It has the potential to transform the way you manage your organisation. Enlisting employees to help shape employee experience, motivates better performance, increases employee retention and helps you spot issues and risks sooner. More importantly, it gives employees a voice so you can get active and constructive suggestions to make your business more robust by adopting an inclusive approach.
Leaders need to show they care. If you want to build resilience, you must build on a basis of trust. And this means leaders should listen, care, and respond. It’s time to build the entire business model around trust and empathy. Many of the employees will be working under extreme pressure due to the looming question around what will happen when companies have to retrench. As a leader of a company transparency and open communication are the most critical aspects that need to be illustrated.
Take your team member into confidence because if you do have to go through the dreaded excise of retrenchment you have to remember that those people the company retains will judge you based on the process you follow. If you illustrate that the business or organization has no regard for loyalty and commitment, they will never commit to the long-term plans of the organisation which will leave you worse off in the end. Its an absolutely delicate balance but it must all be done in good faith. Hopefully, your organization will avoid this!
This is the best time to revisit your identify and train your people to encourage qualities that build strong, empathetic leadership; self-awareness and control, communication, kindness and psychological safety. Resilience is the glue that binds functional silos and integrates partners, improves communications, helps you prepare, listen and understand. Most importantly, people-focused resilience helps individuals and teams to think collectively and with empathy – helping you respond and recover faster.
Article written by Thabo Majola, a brand communications expert with a wealth of experience in the field and is Managing Director of Incepta Communications.