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10th November 2006

How Operation of the UIA has been Systematically Undermined

a checklist

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Appointment of 'hands-off' Secretaries-General and Presidents

Cooptation of uninvolved eminent persons, as Active Members with statutory responsibilities, rather than as Honorary Members

Emphasis on unfeasible application of abstract, unquestionable principles

Insistence of elected administrators on generic solutions with which they were familiar and comfortable -- without questioning whether they had adequately understood the concrete situation to which they sought to apply such formula

Avoidance of debate on controversial, complex substantive issues

Inability to develop an effective pattern of electronic communications with, or between Active Members, Council Members or Bureau Members - and staff

Inability to enlist support of Active Members (including Council and Bureau Members) in enabling access to outside funding, support or useful contacts

Failure of those elected to the Council/Bureau:

Inability to give due consideration to documented analyses of challenges and opportunities formally presented by the Secretariat


Inadequate, inhibited response to financial challenges (despite formal warnings from auditors and Secretariat)

Failure to recognize and debate issues of inadequate leadership and strategic management

Unchallenged rejection of ethical responsibilities (soft loans, shared copyright, staff-related, contractual obligations)

Failure to engage responsibility of Active Members (especially Council Members) with statutory responsibilities - or to act on the implications

Failure to recognize and appropriately address developing internal organizational challenges

Misapplication of voluntary consultancy offered by Active (or Council) Members

Procrastination and blocking of concrete documented proposals by senior staff collaborators in response to the financial and strategic issues

Progressive demotivation and marginalization of skilled senior staff and collaborators

Projection of above inadequacies as arising from obstructionism by senior staff

Exploitation of statutory legalities to avoid addressing strategic management issues

Increasing focus on internal politics and dynamics, avoiding effective consideration of emerging challenges

Oct 2005-Sept 2006

Focus on reinforced administration through frequent Bureau meetings

Systematic use of future Centenary celebrations as a distraction from imminent management challenges

Continuing failure to recognize and address developing financial challenges and other strategic issues -- or to develop methods to deal with them, or to act on the implications of not being able to deal with them

Undermining senior staff authority, involvement and motivation through

Oct 2006-

Tacit recognition of Bureau /Council of its incompetence in relation to management, financial and strategic issues

Increasing avoidance of 'inconvenient', or possibly 'obsolete', statutory and bye-law issues:

Effective abdication of  responsibility of Bureau/Council by formally emphasizing responsibility of more junior staff (in the absence of more senior staff and without informing the latter)

Misapplication of inappropriately mandated, voluntary consultancy/human relations skills:

Inability to verify and evoke coherent consideration of issues such as those identified above

*** Cui Bono? ***

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