Driving The Transition: The large iwi-based corporations - epitomised by Ngai Tahu's impressive corporate structure, headed by Mark Solomon (above) are driving the transition from tribal traditionalism to the rational bureaucratic norms of secular society. The journey was difficult and uncomfortable for the Pakeha's ancestors, it will be no less so for Maori.
IF WINSTON PETERS did not exist, Pakeha New Zealand would
have to invent him. Very few politicians are willing to risk the opprobrium
which inevitably accompanies serious criticism of things Maori. But as a Maori
himself, Mr Peters enjoys a sort of immunity from “sickly white liberal”
prosecution. It’s as well that he does. Otherwise, holding Maori individuals
and institutions to account for the expenditure of public funds would be even
more difficult than it is.
And Mr Peters willingness to point the finger at his own
people’s shortcomings would appear to be catching. Over the past month we have
witnessed two important examples of Maori journalists exposing what they claim
to be serious problems with the management of significant amounts of public
money by Maori trusts.
The first of these exposés involved accusations of
mismanagement against senior figures within the Kohanga Reo movement. It was
Maori Television’s Annabelle-Lee Harris and Mihingarangi Forbes who broke the story. In an item entitled
“Feathering the Nest”, the Native Affairs programme drew attention to unusual patterns of credit
card expenditure and a number of large unreceipted donations.
Considerable effort was devoted to thwarting the Native Affairs investigation – not least
an unsuccessful attempt to secure a court injunction against the programme’s broadcast.
As a result of Native
Affairs courageous journalism, the Ministers of Education and Maori Affairs
have jointly demanded a full investigation of the alleged irregularities.
The second example involved what might be called a
“whistle-blowing” broadcast alleging
serious instances of mismanagement at Tokoroa’s Maori radio station Raukawa
FM. In an extraordinary sequence of events, the station manager, Rosina Hauiti,
last month took to the airwaves with a long list of allegations against the
station’s trustees. When the latter attempted to evict her from the building,
Ms Hauiti barricaded herself against all-comers.
Though charges and counter-charges continue to fly, Ms
Hauiti’s broadcast, like Ms Forbes, has produced the desired outcome – an official
intervention. Te Mangai Paho, the station’s principal funder (to the tune of
$384,100 per annum) has asked the accounting firm, Deloitte, to investigate Ms
Hauiti’s allegations as part of their scheduled review of the trust board’s
activities.
Speaking at the NZ First Party’s annual conference in
Christchurch on Saturday, 19 October, the NZ First leader recalled the late
1980s and early 90s when many businesses engaged in “the greatest deceit” until
dragged into line by improved systems of accountability.
Mr Peters said Maoridom had called for transparency in the
past, but now fended off legitimate investigation with accusations of “Maori
bashing”.
He claimed that: “Certain ones have gone back to that
behaviour, where to challenge them was to challenge their mana, their breeding,
any concocted excuse to get out of their responsibility to their own people and
the taxpayer. It means that honest Maori, who are the great bulk of Maori, are
imaged in the worst possible light, and it cheats them of a certain future.”
This newfound willingness to hold itself to account signals that
a profound sociological shift is underway in Maoridom. Max Weber, the
nineteenth century “father” of modern sociology, would have immediately recognised
the processes at work.
As Maori capitalism develops (most obviously in the form of the
large iwi-based corporation) it is producing scores of tertiary-educated, highly-skilled
young graduates. Increasingly, these young Maori professionals are unwilling to
tolerate either the business inefficiencies generated by traditional practices,
or the injustices so often associated with charismatic leadership. They are
past making excuses for, or (even worse) covering up the behaviour of those who
will not budge from the old ways.
Weber, himself, described the process as a progression from
the pre-modern to the modern: “The
fate of our times is characterised by rationalisation and intellectualisation and, above all, by the ‘disenchantment of
the world’.”
The Maori Party’s
co-leader, Tariana Turia, is emblematic of Maori who still dwell in the
“enchanted” realms of Maoridom. Early on in her political career she spoke
openly about having a constant invisible companion: a spirit guardian who
protected her from harm and guided her through important decisions.
Suffice to say this is not the sort of leadership-style, or decision-making
process, the big iwi corporates’ young professionals are being taught at the
Auckland Business School. Nor are they encouraged to regard the keeping of
accurate records and being able to account for all items of expenditure as
responsibilities fit only for lesser breeds. When dealing with shareholders –
or taxpayers – neither inherited rank nor charismatic power is entitled to a
free pass.
The transition from tribal traditionalism to the rational
bureaucratic norms of secular society has largely been accomplished in the nations from which Pakeha New Zealand's forebears originated. It was not an easy or a comfortable journey. Nor will it be
for Maori – as the recent examples cited above attest.
Transparency and enchantment do not dwell in the same house.
This essay was
originally published in The Press of Tuesday,
22 October 2013.

