Get out of your mind: Lessons on embracing difference from South Africa and beyond

By Luyanda Mpahlwa

This dynamic change management offering from a Robben Island freedom fighter-turned Berlin architect and a pioneering global change management expert is a how-to-guide for South African business and organisational leaders on how to manage diverse people in ways most beneficial for aims, that move both organisations and the country forward.

Luyanda and Klaus combine decades of professional knowledge and experience as individuals and as a team to provide critical insight into a changing world.

• Language: English
• Publisher: Tafelberg
• Release date: Jul 16, 2021
• ISBN: 9780624091479

Luyanda Mpahlwa

Dr Luyanda Mpahlwa is a Cape Town based architect and urban designer. He obtained his master's in architecture at the Technical University of Berlin. He is the Director of DesignSpaceAfrica. He is also a former Robben Island political prisoner who went into exile in 1986.

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Tafelberg

Dedicated to the Mpahlwa family, my wife, Uli, my children, my networks and to communities living in marginalised environments from whom I have derived much wisdom and inspiration. – LUYANDA

I want to dedicate this book to my family, especially my wife Margarete, and to all who are involved in helping the people of South Africa. – KLAUS

AUTHORS’ NOTE: To avoid the constant use of the masculine pro-noun ‘he’, the plural form ‘they’ has been used. This plural form, in use in English since the fourteenth century, has returned and is rapidly replacing the use of the masculine singular pronoun which was introduced in the eighteenth century.

FOREWORD

Scholars and observers have proffered that identity politics has become one of the key driving socio-political forces of the 21st century, and that this is largely attributed to the failure of globalisation to generate inclusive growth and development. Commercially and technologically the world is more connected than any other time in human history, but this has not translated to integration of humanity for common purpose or appreciation of our interdependence. Instead, a deep sense of alienation has taken root and social injustices have proliferated while a few have benefitted disproportionately in various ways. In the last decade identity politics have manifested in the form of the rise of populist political movements, anti-immigration and anti-refugee sentiments, the Black Lives Matter movement and the protracted Israeli-Palestinian political quagmire. More recently these have been amplified in responses to the global pandemic that is COVID-19.

This book by Luyanda Mpahlwa and Klaus Doppler is one of the most compelling, intuitive and insightful meditations on the issue of identity politics and encounters with diversity or what we can refer to as the ‘other’. The interpretations offered by the authors are drawn from the two countries, South Africa and Germany, which largely shaped the discourse of identity politics in the 20th century, and whose long shadows cast themselves upon 21st century discourse on race, ethnicity and identity. Mpahlwa draws from his life experience in apartheid South Africa and right into the era of democratic transition, which was a giant experiment on how to deal with divisions of the past. Doppler draws from his own experience through WWII, post-war reconstruction and the reunification of Germany.

What is most important about this book is that it is not only a clinical dissection of negative histories of identity politics but also that it offers ways of finding solutions through different interpretations of diversity. In this way, we find a greater appreciation of our interdependence. The most dominant platforms for the transmission of ideas and prejudices, and where many difficult conversations happen, are the mass digital platforms of communication. This is one of the key features of the 4th Industrial Revolution. This book provides a convincing analysis of the interface of digital communication and efforts to resolve negative and alienating uses of identity.

Get Out of Your Mind is a sophisticated dialogue of two biographical histories and how they have been shaped by their environments in dealing with diversity of identities. It is out of these real life encounters that the authors offer pathways towards grappling with negative aspects of identity and possibilities of celebrating diversity. Reading this book has significantly improved my diversity sensitivity IQ as it invited me to reflect on my own experiences and encounters through a different prism that shows both separation of colours and their points of convergence.

Somadoda Fikeni

PREFACE

‘Although we live in the same environment everyone lives in a different world.’ ARTHUR SCHOPENHAUER

The main social and economic developments of recent years – political tensions, military conflicts, technological innovations and, last but not least, climate change – have led to sometimes massive unrest and a wave of migration into many countries. There are no signs that this development is diminishing. In addition, while we were writing this book, the world was and remains in the throes of the fight against the Coronavirus pandemic.

We will deal with this situation, those involved and those affected by it, because, whether we like it or not, everyone should become more informed about what is happening in the world today. We all assess ourselves in relation to others. This increases the demand for participation or the fear of losing possessions or having to share them with others. It is true that the class of the ‘haves’ can barricade themselves, as is happening in Brazil or South Africa, for example. But, in doing so, they provoke aggression from the ‘have-nots’ who live in favelas or townships. Issues such as rural migration, urbanisation and population explosion are still topical and explosive for developing and emerging countries.

We will not deal in detail with the current political, economic, technological and social situation in individual countries. There are numerous publications and continuously updated reports and commentaries on this. Instead, we will limit ourselves to a general overview of the current global situation and possible future developments. The decisive question is: what needs to be done to survive successfully in this context or – to put it differently – to be ready for the future?

One thing is unavoidable: we will increasingly encounter people, situations, cultures, and behaviour patterns that are foreign to us, that are simply different. Our world is changing so much and sometimes so surprisingly fast that we have to question previous practices and negotiation processes. It is no longer business as usual, as the world is becoming the proverbial global village. As a result of this new reality, we are forced to share information and experiences from disparate continents and cultures.

Nobody demands an optimal solution for everything at once. But since we will not be able to avoid encounters with ‘the other’ in the long run, we could use this opportunity and learn how to organise such encounters in a way that benefits both sides.

We will demonstrate the socio-psychological processes that occur automatically when one group meets with another. We will also describe why we think this is the case, and how we can bring about noticeably more satisfying developments, or at least make them more likely, if we are not happy with the conventional course of events. Developments that we consider desirable and practicable, but which do not happen by themselves.

By now, most people are aware, at least theoretically, that in times when completely different and sometimes opposing elements collide, the chances of success and survival depend on timeous action, whether as an individual, an organisation or in politics. It is always a matter of dealing with these changes in the environment – either taking note of them and finding ways to react to them, or consciously ignoring them. The basic question is: are we acting for each other, with each other, alongside each other or against each other? We are in the middle of a situation and cannot avoid making a decision. An unwavering ‘business as usual’ approach is not an option. To take that course is to deny and suppress reality.

Although many people note these changes, they feel threatened, insecure and frightened. They push the responsibility away from themselves and instead look to politics, expecting the political systems to offer solutions that guarantee them the preservation of their familiar, ideal world.

However, there are also people who, especially in turbulent times, are determined to take the responsibility for their lives and development into their own hands. Leaders, politicians, teachers, and consultants also see their task in these times as aiding other people and organisations on their path to sustainability. They all need a double set of tools: on the one hand, they need to grasp what is happening at the moment and what challenges arise from that. On the other hand, they must have the competence, the necessary energy and the courage to go beyond theoretical discussions and take action.

Change can be planned rationally, yet in practical implementation the processes are always emotionally charged. This emotional charge comes about because change means having to deal intensively with other perspectives, interests, interpretive sovereignties, and logics of thinking and being. It is crucial to be open to change and to accept that different cultures may think and act differently from one’s own precepts. The ability and willingness to leave one’s own world of thought and experience, to enter unfamiliar and uncertain terrain and to link different worlds with each other is a decisive factor for ensuring the success of change.

This leads us to address these questions: what role do we play in this event? Why do we find it so difficult to look at situations from different perspectives in an unbiased way and to evaluate them without bias? How do we overcome these hurdles? How closely and complexly is our own self-image or identity linked to the ideas we have of others? How and why do we deal with otherness? And why do many well-rehearsed patterns of behaviour no longer fit the new situation?

We will show means and possibilities and open up new ways for the restructuring of one’s own identity, for the development of companies and other organisations as well as for the expansion of personal competence as a politician, manager, advisor, leader or as someone who takes the freedom to form his or her life independently with a view to shaping a sustainable future. Based on various projects and case studies, we will also outline some decisive levers that serve as navigation aids for dealing with ‘the other’, and the different logics of thinking and being. Our aim is to create better conditions for organisations and those who play a key role in wishing to shape a ‘sustainable future’, especially in a context that is unstable, imponderable, complex and ambiguous, and will remain this way in the long run.

The way different countries, people and interest groups are reacting to the threat of the Coronavirus can be seen as a kind of permanent ‘live show’ except that no one can choose whether they want to watch or even play along. Everyone is personally and existentially affected. Everyone is a player, willingly or unwillingly.

There are different logics of thinking that govern the handling of the tension between democratic values and the necessarily strict measures used to combat the virus. In the Western world, the measures that restrict freedom of movement are not readily accepted by the citizens. A great deal of communication is needed to convince people to comply. In African and other developing countries, similar or stricter measures are consistently implemented by governments, arguing that ‘the uncontrolled spread of the virus would overstretch health systems, with disastrous consequences for the respective country’. It is apparent that in some countries citizens have little opportunity of expressing their opinions. The key question everywhere is: will it be possible to cope with the threat of the pandemic and learn from how it was dealt with so that we can be better prepared for similar threats in the future?

In this book we also give our personal insights into our different worlds and ways – as a creative architect in the rainbow nation of South Africa, and as an experienced change management pioneer in the German-speaking world. We show how we personally deal with the topic of identity, culture and otherness. We offer a mixture of our personal experiences and our knowledge. In other words, we have a range of experience, applied practice and theory derived from our personal circumstances. With this insight, we want to encourage readers to take stock and perhaps tap into new creative energy with regard to shaping a sustainable future.

Following our experiences and practice, we give an insight into essential social psychological findings and show how these can be harnessed for personal action. Using concrete examples, we describe how larger projects can achieve successful long-term impact. Finally, we turn our attention to what changes are currently on the horizon, and how we can act if we want to help shape them.

What Motivates Us (1)

Luyanda Mpahlwa

‘Design for social change lays the basis and foundation for my practice of architecture.’

Change in the context of a changing and dynamic world

Society is facing a changing world. The term ‘global village’ may sound like a cliché, but it is real, and it expresses the fact that boundaries between nations and countries are becoming less relevant, with people moving across borders and across continents, to seek better opportunities elsewhere. Globalisation is driven by the growing interdependence and integration of the world’s national economies and this is affecting global and urban migration. These migrations come with both positive and negative elements. We have to learn to deal with and accept the difference of the ‘other’, and, at the same time, strive to maximise the positive aspects which could enrich our cultures and our economies while strengthening our sense of identity. Across the world, nations are increasingly facing this challenge.

The spread of the Coronavirus is also showing us, that borders are becoming irrelevant and global solutions are required in this crisis now threatening the existence of things as we know them.

All countries face the threat of COVID-19, irrespective of their economic status and wealth. At the same time, in the context of the Coronavirus, the movement of people between countries as tourists, or immigrants and refugees is now taking another dimension. We shall deal with this later in the book.

Immigration is nothing new. The history of the United States of America (USA), for example, is a history of migration, starting with the subjugation of the indigenous Americans, the import of slaves from Africa, and centuries of immigrants from Europe, which culminated in the bitter and tragic Civil War. Currently, more immigrants from South America and the Caribbean are seeking their fortunes in the USA. This is not only confined to the United States. Migration is a global phenomenon that has an impact on the social fabric of nations, on cultures and on business management and practice. As a result, all societies must respond and adapt to these developments. We need systems and strategies that will ensure sustainable futures because the changes being wrought across the world are no longer reversible.

An interesting and worrying development in the USA is that the people most affected and dying from COVID-19 are the immigrant minorities, African Americans and the Hispanic communities. This illustrates a wealth gap and economic disparity. The reality of the global village and globalisation of economies, together with the crisis of refugees and immigrants traversing the globe in search of better opportunities, challenges scholars and change management agents to provide insights on how to navigate meaningfully through these challenges. While we can acknowledge the negative aspects of these phenomena, our focus should be on how to maximise the opportunities they present. How can such a fusion of cultures and economies enrich society and prepare humanity for a shared future? To do this, we need to develop new theories and a different understanding of our changing environment. Democracy, freedom and equal opportunity should be applicable to all citizens.

In another development in the global context in the last two decades, Europe has evolved into a strong economic zone, the Euro Zone. Recently, this economic zone experienced a major setback with the exit of the United Kingdom (UK) in January 2021, exactly twenty years after it was established. The national and economic interests of the ruling classes in the UK seemed to go against the vision of a united Europe, and this threw the European Union into chaos. If nothing else, it was illustrative of the ever-changing dynamics of our world.

My contribution to this book is based on my personal experiences and reflections.

In 1986, with the help of Amnesty International, I left South Africa due to political pressure and the injustice of apartheid. I went into exile in Germany, where I lived and studied for fifteen years.

This experience brought new perspectives, which have enriched my life and continue to define my worldview. At the same time, I have developed a stronger sense of identity as an architect, a thinker and urban practitioner. Although I am from South Africa, I regard myself as a kind of global citizen. Given that the world is a dynamic place facing constant changes, I believe we need new ways of thinking and engagement. We should not be afraid of change, and we should embrace it to find the positive attributes that ‘the other’ can contribute.

Change in the context of South Africa

In a book Sawubona Africa – embracing four worlds in South African management¹, the authors argue that the South African economy and business practice have been largely influenced by Western models. However, in order for South Africa to manage its current and future business environment, ‘the [ethnic] diversity and the social business culture’ must be acknowledged. The authors further note that ‘this is critical for organisational effectiveness’ and that ‘managers need to understand the cultural and behavioural context in which they are developing their approach to business’. The theoretical framework for the book is informed by the so-called four-world model. Put simply, this model characterises the different business approaches in the world. The theory asserts that business management culture can be defined in four quadrants: North, East, South and West. The North is characterised by ‘rationalism’; the East by ‘holism’; the South by ‘humanism’; and the West by ‘pragmatism & entrepreneurship’. The question is: how do we maximise the opportunities presented by this analysis to improve the world order?

From my perspective, the social and humanistic approaches of the South are beginning to play a bigger role in the political discourse and business management practices in South Africa, and in other parts of the world. The