Chinese President Xi's carton an online hit

 

For the original cartoon, check Where has President Xi’s time gone? 

Cartoon of hard-working Xi moves Chinese netizens

An online cartoon entitled "Where Has Chinese President Xi Jinping's Time Gone?" has hit the headlines, depicting the leader's hard work via cute animation.

It portrays Xi in a gray jacket and blue trousers with maps and charts featuring his busy schedules, including both domestic and foreign travels, the meetings he has presided over and his hobbies.

The cartoon, released by Beijing-based qianlong.com on Wednesday, has been much discussed in online forums, with "President Xi works too hard" and "the cartoon figure is so cute" typifying the comments.

Yang Mingxing, who is responsible for the cartoon, told Beijing News that her team was inspired to make the cartoon by comments Xi made at the Winter Olympic Games.

During his visit to Sochi for the opening ceremony of the Games, the president said in an interview with Russian media that he devoted most of his time to work while quoting a song named "Where Has Time Gone?" that was performed at this year's Spring Festival gala.

According to the cartoon, since Xi was elected general secretary of the Communist party of China (CPC) Central Committee in November 2012, he has made 12 research trips throughout China, covering 11 provincial-level regions.

The cartoon also shows that Xi has spent 39 days on five trips overseas, covering 14 countries on five continents, since he took the helm as Chinese president in March 2013.

In 2013, Xi attended meetings on a monthly basis, with the number of such commitments peaking at six. The most important meetings have been the annual gatherings of the National People's Congress, the country's top legislature, and the Chinese People's Political Consultative Conference, the top advisory body.

Xi chaired the group study session of the Political Bureau of the CPC Central Committee on 12 occasions, covering topics including anti-corruption drives, deepening reform and "cultural soft power."

During his tiny amount of spare time, Xi is a big reader and loves sports, turning his hand to swimming, climbing, ball games and martial arts, according to the cartoon.

In order to create a vivid image of the president, Yang's team gathered a number of his pictures to "grasp his expressions and features."

The clothes were based on his daily wear, and the cartoon figure stands with his feet pointing to different sides, an illustrators' technique designed to make the image more cute and friendly.

A netizen with the screen name "Xiaodipanwuxianda" suggested on Twitter-like Weibo.com that the comic maker should make a series of such animations.

"Guduqiudan" wrote, "President Xi works really hard and I should be introspective about where my own time has gone."

Zhu Lijia, professor with the Chinese Academy of Governance, said that such cartoon imagery breaks the conventional mystery surrounding leaders of China and creates closer ties with the Chinese people.

It is a sign for Chinese society to be more open and confident, Zhu added.

In October last year, Xi appeared in cartoon form for the first time in a five-minute animation that compared China's government system with that of the United States and Britain.

The video, produced by a studio called "On the road to revival," featured stories about Xi, U.S. President Barack Obama and British Prime Minister David Cameron.

The animation surprised Internet users with its frankness on leaders with both Chinese and English versions, and has been viewed over two million times online. - Xinhua

 Drawn together: Xi Jinping cartoon puts people over politics

Animated cartoon – The makings of a Chinese leader



The five-minute animation introduced the tough promotion process through which Chinese President Xi Jinping came to power from the grassroots. It is the first time a Chinese leader has appeared in cartoon images. The animation, with both Chinese and English versions, was produced by a studio called "On the road to revival," about which no more details are available. [Read more]

● Weibo posts

Public eats up Xi’s trip to steamed buns shop
President Xi Jinping's surprise visit to a fast food eatery on last December 28 in Beijing has drawn unprecedented attention, which shored up his everyman image that had rarely been seen among top-level Chinese officials in the past.

Blurred photos of Xi queuing at a restaurant, holding his own plates and dining at a table were posted online by Net users first in the afternoon. The photos were forwarded by Xinhuashidian, an official Weibo account run by the Xinhua News Agency.

Given no official media accompanied the president during his surprise visit to the eatery, all the photos and videos were taken by diners with their cellphones.

'Fan club to learn from Xi' welcomed by the public
A Sina Weibo account called Xuexifensituan, which means "Fan club to learn from Xi," became quite popular online for its real-time reports of Chinese Vice President Xi Jinping's inspection tour of Gansu Province in 2013.

The account published the details of Xi's Gansu tour starting on February 3, 2013 and set itself apart by publishing close-up photos of the leader, some of which are exclusive. The man behind the account identified himself as an ordinary netizen when responding to the public's queries about his true identity, according to a report from the Shanghai-based Oriental Morning Post on February 5, 2013.

Having first been registered on November 21, 2012, this account had over 480,000 followers as of 4 pm, February 6, 2013.          Editor's Note

Previously, a video titled The makings of a Chinese leader went viral online in October last year via popular video website Youku, in which China's top leadership was presented in animation.

Latest News

Xi’s cartoon depiction breaks taboo
A cartoon depiction of President Xi Jinping in an infographic, the first such image of him carried by a State-run media outlet, has triggered much discussion of the new attitude toward publicizing China's top leadership.

Leader cartoon screened
A video depicting China's top leadership in an animated cartoon has been played during the five-day visit of a Chinese delegation sent to Laos to promote the spirit of the Third Plenary Session of the 18th Central Committee of the Communist Party of China (CPC) since December 18, cpc.people.com.cn reported on December 20, 2013.           Drawing the People Together

Comments

Chinese media:
Zhengzhou Evening Post
Cartoons are a good way to present officials as everyday people. Politics are a serious subject, but politicians are regular people. China’s grassroots officials should learn from the President and try to better connect with the people.

The Beijing News
Cartoons of China’s top leaderships not only bring them closer to the common people, but also help the public better understand their political views.

Chengdu Business Daily
Cartoons of top leaders are a modern and effective way to connect with the public. They help people learn about their leader’s schedules and activities through humor. The Party and the government are seeking new ways to connect with the public, such as through Weibo and WeChat, and this will increase in the future.

Weibo voices:
@小地盘无限大: The cartoon is very cute. Hope to see more.

@一零六点一: I like President Xi very much. He doesn’t use a lot of official jargon during his speeches and is easy to understand.

 - Web editor: guwei@globaltimes.com.cn 

Are you a manage or leader?

LEADERS and managers obviously have one thing in common they lead or manage teams; but as their titles suggest there are differences between leaders and managers.

As an executive search consultant I have interviewed many senior executives over the years and most of them have indicated that they would prefer to be led than to be managed.

However, I have observed that as an organisation grows it is almost impossible to scale up without a strong management structure. As such, I believe that leadership and management both have a part to play in the growth of an organisation.

The manager

My first encounter with a manager was on my first job. I was fresh out of school and had no knowledge of how an office operated let alone how to use the computer which ran the now obsolete Wordstar programme. I was in awe of my manager. She seemed to know where everything was and always spoke confidently regardless of whom she was addressing. She would also set our targets, monitor our progress and discipline us when necessary. If we accept the definition of a manager as one who directs and controls, then I would say that she played her role well but I found that I was doing the job because I had to and not because I wanted to. My manager was not concerned about engagement as long as we met our targets and would not entertain any queries that would challenge the norm. Whilst I didn't feel that she was someone I could confide in, I certainly respected her discipline and commitment to her job.

The leader

We have all come across leaders who have inspired us at some point in our lives. In comparison with the manager I mentioned earlier, the managing director of the same company was someone who was out to change the world. She was absolutely passionate about what she believed in and her passion was infectious. She spoke with such clarity of thought that I never questioned her beliefs and was glad to work weekends and long hours to be a part of something bigger than myself. Suffice to say that she was an inspiring individual who has influenced my professional and personal life even until today.

The difference

Warren Bennis lists the following comparisons between a manager and a leader in “On Becoming a Leader,” which was published in 1989:

• The manager administers; the leader innovates.
• The manager is a copy; the leader is an original. The manager maintains; the leader develops.
• The manager focuses on systems and structure; the leader focuses on people.
• The manager relies on control; the leader inspires trust.
• The manager has a short-range view; the leader has a long-range perspective.
• The manager asks how and when; the leader asks what and why.
• The manager has his or her eye always on the bottom line; the leader's eye is on the horizon.
• The manager imitates; the leader originates.
• The manager accepts the status quo; the leader challenges it.
• The manager is the classic good soldier; the leader is his or her own person.
• The manager does things right; the leader does the right thing.

As such, we can conclude that not all managers are leaders and some managers may never become leaders. Whilst many of us have come across individuals commonly known as “born-leaders,” who simply thrive in situations that call for a leader to step up to the plate, there are also many who made the transition from manager to leader. This then begs the question: How does one make the shift from a manager mindset to that of a leader?

Given that any kind of change takes time and usually uncomfortable if not painful, I would offer these six areas as the first step in the transition process from manager to leader.

Something bigger than themselves: A leader usually has a cause to champion. A manager who strives to make this transition would have to find something that he or she strongly believes in, in the context of their own organisations or field of expertise. This could include something they feel needs to be changed or an innovative idea they want to see implemented. For instance, a regional sales director whom I interviewed as a potential candidate for an executive search project shared with me that he was hired by his current employer to develop the market for the company's products in Malaysia. However, he felt that there wasn't sufficient demand for their products in one country and he expanded the customer base into China. He successfully created a whole new market for the company and needless to say he was given a promotion for his achievements.

A strategic mindset: A potential leader would also benefit from developing a more strategic view of the business and the industry in which they operate in. For example, managers are usually focused on a function such as finance, sales or human resource. A manager who wants to transition into the realm of a leader would first need to understand how his or her role as a manager adds value to the entire company, the community and the industry. When a manager is able to see the bigger picture, then better decisions can be made that would benefit the business rather than the individual.

Ability to multi-task effectively: Most leaders have the innate ability to deal with many things at once. I'm not referring to being on the laptop or smartphone while meetings are going on, as this will probably be more distracting that productive. Multi-tasking effectively deals more with being able to group similar tasks together and work on more than one item at a time. When there is downtime, this period can then be used to review new information or put together a new group of tasks to be kicked-off next.

Recognising trends: A leader is generally able to see patterns and trends in seemingly unimportant data, even without the help of customer relationship management software tools. They are able to make sense of information whilst managers are often only capable of data gathering and some basic analysis of the information captured.

Long term vs short term: Leaders have a long-term view of the company's direction and the macro factors that affect the business. Their broader view of the situation also gives them an added advantage when dealing with obstacles as they are able to see beyond the immediate issue and make more informed decisions. On the other hand, managers may only deal with short- to medium-term goals and this lack of foresight may limit their ability to make decisions as compared with the strategic view that a leader is able to take.

Ability to communicate effectively: Communication is without a doubt one of the most important skills a leader must develop. Ideally, a leader would be someone who can communicate in a clear message by being both tactful and direct at the same time. A manager without sufficient foresight or empathy tends to be more directive and concise in delivering a message.

Would organisations prefer to hire managers or leaders?

In my view, an organisation needs both managers and leaders for sustainable success. Leaders are usually the ones we see in the limelight, who are highly influential in an organisation. They are also the ones who inspire the rest of the team with their good performance, passion or superb knowledge of an industry. However, they are usually not the ones who would get into the details and execution of projects. This is not an issue for organisations with sufficient structure and headcount to support these leaders but organisations with very leaner teams need leaders who can be hands-on when necessary; failing which the organisation would require the skills and expertise of good managers to fill the gaps. Therefore, in a world where many individuals are able to operate as either a manager or a leader; the ability to wear both the manager and leader hats interchangeably is a highly sought-after commodity.

Talking HR by Pauline NG

Pauline Ng, the managing director of BTI Consultants, encourages all managers who want to become leaders to make the transition but to keep their “manager hats” handy.

We need competent leaders!

Competent leader vital for Information, Communications and Culture Ministry  

The candidate should be someone well rounded, well experienced, not too old or too young

FOR some time now, there has been talk on whether culture is a good fit for the Information, Communications and Culture Ministry (MICC). Some believe culture would be better off parked under the Tourism Ministry.

Culture and tourism, to them, are lines out of the same song not quite jiving with communications or information.

Then, there is talk of some areas of duplication between MICC and the Science, Technology and Innovation Ministry (Mosti). Both should merge as there are common areas, it has been said.

These ministries aside, some folk have been lobbying that a new ministry, the Information, Communications and Technology (ICT) Ministry, be set up with the MICC being done away with.

All this talk has resurfaced now that Prime Minister Datuk Seri Najib Razak, fresh off his election win, is busy selecting candidates for his new Cabinet line-up that might be announced in the coming days.

There is certainly some overlap between Mosti and MICC, making sense for them to be merged into one entity. Arts, on the other hand, could be part of the Youth and Sports Ministry or spun off into a new ministry under Arts and Heritage.

It is not an easy decision, but whatever the outcome, one things is for sure Malaysia's Cabinet should not be bigger than China's, which has a population of 1.6 billion, as opposed to our 28 million.

Australia and Singapore have gone though the same phase that Malaysia is going through now in terms of merging and segregating its various ministries. In 2001, Singapore's Ministry of Communications and Information (MCI) was expanded to include Arts.

Over a decade later, the Arts and Heritage portfolios became a part of the culture ministry. At present, the role of the MCI is to oversee the development of the ICT, media and design sectors, public libraries and the government's information and public communications policies.

On a similar note, Australia expanded its Communications Ministry to include Arts in 1994. Four years later, the ministry expanded to include information technology (IT).

However, in 2007, Arts became a part of the Environment/Heritage Ministry. The Communications/IT Ministry was renamed as the Broadband, Communications and Digital Economy.

Even the United Nations has a specialised agency to deal with technology in the form of the International Telecommunication Union because the role of the Internet and broadband transcends all boundaries.

The vision of Malaysia's MICC is to be a pioneer in promoting the 1Malaysia Concept based on national principles to achieve a harmonious and gracious nation. The ministry's main aspiration is to enhance Malaysia as a global ICT hub in the region, to ensure information from all sources of media is accurate and precise and to preserve and promote Malaysia's heritage and culture to the world.

Culture preservation is vital in the era of the social media, but once there is widespread awareness, culture can be placed under the Arts, Culture and Heritage Ministry, or could even be one of the units under the Prime Minister's Department or the Tourism Ministry.

There are even suggestions that MICC be part of the Prime Minister's Department so that it would fall directly under the Prime Minister's purview. However, whether this is feasible remains to be seen.

Communications and information have become vital because of the digital era, and their role in Malaysia might need to be reviewed. Australia and Singapore felt the “need to change because of the need to redistribute and re-focus its ministerial workload to improve public communications and engagement for an increasingly diverse society in the age of social media and rapid technology progress”.

All this brings us to the next question: Who is best to lead the MICC?

There are many talented people out there, but the industry feels the choice of candidate should encompass someone “well rounded, well experienced, but not too old or too young”. The person, while having sound knowledge of Law and Economics, should also fulfil the most important criterion being savvy enough about the workings of the Internet and the new/social media.

The choice of candidate is important because there is no room for mistakes, unlike the blunders made in the past over spectrum allocation and technology choices. Most importantly, the candidate should not regress but rather, take the nation forward on the digital path.

Friday Reflections - By B.K. Sidhu

● Deputy news editor B K Sidhu has some candidates in mind, but they are not politicians.

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New economic thinking

LAST weekend, over 400 top economists, thought leaders, three Nobel Laureates and participants gathered in Hong Kong for the fourth Annual Institute for New Economic Thinking (INET) conference, co-hosted by the Fung Global Institute, entitled “Changing of the Guard?”



So what was new?

In the opening session, Dr Victor Fung, founding chairman of Fung Global Institute, quoted Henry Kissinger as saying, “Americans think that for every problem, there is an ideal solution. The Chinese, and Indians and other Asians think there may be multiple solutions that open up multiple options.”

That quote summed up the difference between mainstream economic theory being taught in most universities and the need to build up a new curriculum that teaches the student to realise that there is no flawless equilibrium in an imperfect world and that there is no “first-best solution”.

Instead, what is important is to teach the aspiring economist to ask the right questions, and to question what it is that we are missing in our analysis. It is important to remember that theory is not reality, it is only a conceptualisation of reality.

Nobel Laureate Friedrich Hayek, one of the leading thinkers on open societies and free markets, explained why the practice of mainstream economics is flawed. In 1977, he said, “A whole generation of economists have been teaching that government has the power in the short run by increasing the quantity of money rapidly to relieve all kinds of economic evils, especially to reduce unemployment.

Unfortunately this is true so far as the short run is concerned. The fact is that such expansions of the quantity of money, which seems to have a short-run beneficial effect, become in the long run the cause of a much greater unemployment. But what politician can possibly care about long-run effects if in the short run he buys support?”

Sounds familiar on present day quantitative easing?

In his 1974 Nobel Laureate Lecture entitled “The Pretense of Knowledge”, Hayek showed healthy scepticism: “This failure of the economists to guide policy more successfully is closely connected with their propensity to imitate as closely as possible the procedures of the brilliantly successful physical sciences an attempt which in our field may lead to outright error.”

Hayek understood what is today recognised as quantitative model myopia. What cannot be easily measured quantitatively can be ignored. Then it is a small step to assume that what can be ignored does not exist. But it is precisely what cannot be measured and cannot be seen the “Black Swan” effect that can kill you.

In other words, economists must deal with the real world of asymmetry information, that there exists Knightian uncertainty, named after University of Chicago economist Frank Knight, what we call today unknown unknowns.

Unknown unknowns arise not just from accidents of Mother Nature, but from the unpredictability of human behaviour, such as market disorder, which is clearly complex and ever-changing.

If unknown unknowns are common in real life, then a lot of the economic models that appear to give us precise answers may be wrong. In other words, for every question, there is no unique answer and the solutions are “indeterminate”.

George Soros, who helped found INET, explained his theory of reflexivity based on the complex interaction between what he called the cognitive function (human conception of reality) and the manipulative function (the attempt by man to change reality).

His theory of reflexivity in markets differs from mainstream general equilibrium theory in one fundamental aspect. General equilibrium models assume that market systems are self-equilibrating, going back to stable state. Borrowing from engineering systems theory, we now know that this is a situation of negative feedback a system that gets disturbed fluctuates smaller and smaller till it returns to stable state.

The trouble with nature and markets is that positive feedback can also happen. The fluctuations get larger and larger until the system breaks down. Nineteenth century Scottish scientist James Maxwell discovered that steam engines can explode if there is no governor (or automatic valve) to control the steam building up.

At about the same time, English bankers learnt that banks can go into panic regularly without the creation of a central bank to regulate the system. Markets therefore need a third party the state to be the system “governor”. Free market believers think that the market will take care of itself. John Maynard Keynes was the first to recognise that when free markets get into a liquidity trap, the state must step in to stimulate expenditure and get the economy out of its collective depression.

In the 21st century, we have evolved beyond Keynes and free market ideology. Belief in unfettered markets has created a world awash with liquidity and leverage, but the capacity of advanced country governments to intervene Keynesian style has been constrained by their huge debt burden.

Larry Summers has pointed out that Keynes invented not a General Theory, but a Special Theory for governments to intervene to get out of the liquidity trap. The fact that we are still struggling with the liquidity trap means that economists are searching for new solutions, such as borrowing from psychology to explain economic behaviour.

The INET conference introduced the thinking of French literary philosopher, Rene Girard, and his theory of memetic desire, to explain how social behaviour more often than not get into unsustainable positive feedback situations, either excessive optimism or pessimism. How do you get out of such situations? Girard introduced the concept of sacrifice. We will have to wait for the next conference to explore this new angle.

Intuitively, all life is a contradiction. The sum of all private greed is not a public good. It does not add up. Someone has to sacrifice, either the public or a leader.

Schumpeter's great insight about capitalism is that there is creative destruction. He only restated the old Asian philosophy that change is both creative and destructive. But out of change comes new life.

In sum, contradictions are creative. What is new is often old, but what is old can be new.

 
Tan Sri Andrew Sheng is president of Fung Global Institute.

Schools to create 'Asian leaders' in Asian Century

This picture taken on July 23, 2012 shows 53 students from 14 countries holding hoops with their fingers as part of a cooperation learning exercise at a class of the International School of Asia, Karuizawa (ISAK) at Japan's mountain resort town Karuizawa in Nagano prefecture, central Japan. -- PHOTO: AFP 

KARUIZAWA, Japan (AFP) - Asia may be driving growth in the world economy but a Japanese businesswoman behind an innovative new school believes the region is over-reliant on Western-style leadership.

Lin Kobayashi believes Asia is over-reliant on Western-style leadership (AFP/File, Shingo Ito)

Ms Lin Kobayashi hopes her foundation outside Tokyo will help change that by breeding a wave of political and business leaders - but with what she sees as a more "Asian" way of thinking.

Building work on the International School of Asia, Karuizawa (ISAK) began in September. The launch of classes, all taught in English, is planned for 2014 making it Japan's first international boarding high school.

Ms Kobayashi, 38, a former investment analyst at Morgan Stanley, said the school will bring together students from a wide range of cultures and socio-economic backgrounds, with scholarships for poor students funded by donations.

Lin Kobayashi hopes her foundation will help to breed a wave of political and business leaders (AFP/File, Shingo Ito)

But she said she wasn’t aiming to simply rival elite schools such as  Britain’s Harrow or Dulwich College, which have set up Western-style campuses  in places such as China, Hong Kong and Thailand.

And she added she wanted to change what she sees as an assumption in Asia  that it was preferable to seek out education systems in which Western-style  leadership was taught.

“Asia is already at the centre of the world’s economy, but is still relying  on Western-style leadership that thinks charisma is only to be found in a loud,  top-down approach,” said Kobayashi, formerly of the Japan Bank for  International Cooperation and also the UN Children’s Fund in Manila.

“I think we need Asia-oriented leaders who value consensus and harmony and  can combine that with deep background knowledge about the complicated history  and diverse cultures of Asia.”

— Regional history —

The foundation has so far collected 1.5 billion yen ($19 million) in  donations and private funding to cover initial costs, while inviting prominent  business figures to come on board as advisors.

In July it opened its third annual 10-day summer school, with 53 students  from 14 countries. The course cost 300,000 yen.

Kobayashi said the school will place particular emphasis on regional  history, a subject that divides a continent where narratives differ widely from  country to country and are at the root of various territorial stand-offs.

Tensions have recently flared between Japan and China in a row over  disputed islands in the East China Sea, with trade between the two countries  looking set to suffer. The relationship was worth well in excess of $300  billion last year.

“We don’t teach one-sided history. It is important to learn about diversity  of historical perspectives and the multi-ethnic structure of the region,”  Kobayashi said, adding that she wanted to bring in teachers from many different  backgrounds.

Lzaw Saw Nai, a 14-year-old student from Myanmar who joined this year’s  summer school, said he was “very much interested in leadership”.

“We have political and many other problems in my country,” he said. “I feel  I should do something, but first I need to learn. So, I came here.”

Tareq Habash, 13, from Palestine, said: “My country is in need of leaders  who can understand the need of the country and not just for what they want for  themselves.”

— “Free-thinking” —

Kobayashi said she hopes potential future leaders of Japan, a place where  politics is often criticised for its lack of talent, will also benefit.

“Japanese education does not do enough to train people to lead,” she said,  adding that this was something the country desperately needed in a region  increasingly dominated by a rising China.

In the wake of defeat in World War II, Tokyo fashioned an education system  that prized uniformity.

While observers say this was one of the things that helped drive the  miracle of recovery, they also argue that uniformity is now hampering progress,  amid calls for strong, free-thinking leaders who can drive the country forward.

Yoshiaki Nomura, an expert in leadership education at Osaka University,  said the idea of the new Asian school was timely.

“I think a curriculum that will foster a new elite is needed,” said Nomura.

"We have learnt a lot about classic theories of Western leadership, but I often  feel that what we need in Asia may be different.”

Jun Nakahara, associate professor of higher education at the University of  Tokyo, agreed that leadership is not always an innate quality but rather “something you have to learn about”.

But he said on-the-job experience may be more valuable than classroom-based  learning.

“They have to provide students with opportunities for practical experience  in which they can exercise their own leadership,” he said.

He added that the school could be a ground for future networking  opportunities but that it would “take some time” before it enjoyed the kind of  influence of its established rivals in the West.

Sources: AFP/NST/Asia News Network

China's leadership changes

Xi will have to address a slowing of economic growth that threatens party's claim to prosperity [Reuters]

China's new Politburo standing committee, from left, Xi Jinping, Li Keqiang, Zhang Dejiang, Yu Zhengsheng, Liu Yunshan, Wang Qishan and Zhang Gaoli. Photo: Reuters

Ruling Communist Party unveils new seven-member Politburo Standing Committee that will govern nation for next decade.

State media says Xi Jinping is to take the reins of China's all-powerful Communist Party in a leadership transition that will put him in charge of the world's number-two economy for the next decade.

Xi, the current vice president and successor to President Hu Jintao, assumes power at an uncertain time with the party facing urgent calls to clean its ranks of corruption and overhaul its economic model as growth stutters.

His long-expected ascension as head of the ruling party took place at 0400 GMT along with the unveiling of a new Politburo Standing Committee, the nation's top decision-making body.

According to tradition, the members marched out before the media in a pecking order agreed after years of factional bargaining, a process which intensified in the months leading up to the five-yearly reshuffle.

In-depth coverage of China's Communist Party congress

Xi will consolidate his position at the apex of national politics by being named China's president by the rubber-stamp legislature next March, for a tenure expected to last through two five-year terms.

The standing committee, which had nine members under Hu has been slimmed to seven and includes Vice Premier Li Keqiang, which would set him on the path to be be appointed premier from next March.

Other members include Zhang Dejiang, Yu Zhengsheng, Liu Yunshan, Wang Qishan and Zhang Gaoli.

They will be tasked with addressing a rare deceleration of economic growth that threatens the party's key claim to legitimacy - continually improving the livelihoods of the country's 1.3 billion people.

China also bubbles with localised unrest often sparked by public rage at corruption, government abuses, and the myriad manifestations of anger among the millions left out of the country's economic boom.

The communists have a monopoly on political power in China and state appointments are decided within the party.

The process began with behind-the-scenes horse-trading and political deals.

It was essentially finalised on Wednesday when the party ended a week-long congress by announcing a new Central Committee of 205 people.

On Thursday, the Central Committee approved the higher leadership bodies, including the elite Politburo Standing Committee.

Factional politics

Observers believe two main factions have been jockeying for power, one centred largely on proteges of former president Jiang Zemin and another linked to allies of Hu.

Xi is considered a consensus figure who leans toward Jiang, while Li has long been seen as a Hu protege.

Analysts say that despite rivalries between the two camps which are largely divided on patronage lines, they broadly agree China must realign its economy away from a dependence on exports, while maintaining a firm hand on dissent.

The government has ramped up security in Beijing and on the nation's popular social media sites to prevent any criticism during the gathering.

The run-up to this year's congress was unsettled by events surrounding Bo Xilai, a political star seen as a candidate for a top post until a scandal in which his wife was convicted of murdering a British businessman.

The sensational affair torpedoed Bo's political career, he will face trial for charges of corruption and abuse of power, and added to the intrigue in the run-up to the transition.

Agencies
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China and US, different but similar

The US and China are said to practise very different systems, but only if the details are excluded.

THE world’s two biggest economies exercised the selection of their next leaders just two days apart.

The international media made the usual observation that here were two systems working in ways that could not be more different. That is valid only up to a point, beyond which it only obscures the realities of the US and Chinese systems.

Externally, US democracy is said to offer citizens a choice of government every four years. If an incumbent fails to deliver as promised, voters can vote him out the next time.

China’s one-party system undertakes no regular elections for the public. Every 10 years, the Communist Party meets at a National Congress to identify the country’s next president and prime minister.

The common implication is that while the US system offers freedom of choice, China’s does not. These contrasting stereotypes become fuzzy in practice, however.

The US system sets two presidential terms of four years each as the limit for any individual. If an incumbent opts for re-election, his party is unlikely to entertain any challenger from the party’s ranks.

Thus the party’s candidate is predetermined, beyond the control of even party members. For the other party, some jostling among prospective candidates precedes the eventual candidate, over which ordinary party members may have no choice.

For both parties, money and party machinery (monetised infrastructure) are prerequisites. Any candidate, whether from one of the two main parties or any other, can have no hope of seriously running for the presidency without the vast financial backing required.

That is why in the US and many other Western democratic systems, the choice voters have is only one out of two parties. Third, fourth, fifth and other parties have no real chance, regardless of the value of their policies or the virtues of their candidates.

The supposedly free mainstream news media is also an accessory to this limitation. They give alternative parties scant print space or air time, on the premise that they have little clout, which ensures that they continue to have little clout.

The result is that when either the Republi­can or the Democratic Party wins the presidency, they differ little in the flesh. With hardly any alternative ideas penetrating this political establishment, Republicans and Democrats tend to become more conservative.

As far-right neo-conservatives entered the fray in the 2000 election, both parties moved further to the right. Critics describe the two main parties as merely two wings of the same party, or as being two right wings of the Republican Party.

The US presidency is also the choice of the system rather than of the people. The eventual winner is “elected” by the electoral vote of the Electoral College, rather than the popular vote of ordinary voters.

There are currently only 538 members of the Electoral College who decide on the next president and vice-president out of a choice of two teams. The candidacy that can secure 270 votes wins the White House.

In China, 2,270 delegates of the Communist Party meet at the National Congress every five years to elect the party’s highest decision-making body, the Central Committee (CC). Some 350 members of the CC then decide on the party’s General Secretary and members of the Politburo, Standing Committee and Central Military Commission.

The CC is said to experience high turnovers at election time. In each of the past half-dozen national congresses, more than 60% of committee members have been replaced.

There has also been no shortage of candidates, particularly for this year’s 18th National Congress. It was the first time that nominees for the 2,270 party delegates had been assessed, with candidates continuing to outnumber the available slots.

At this latest National Congress, both a new CC and a new Central Commission for Discipline Inspection were elected. The Communist Party’s Constitution is also being amended, with the main themes being intra-party democracy and fighting corruption.

The governing party’s Standing Committee has also sought the views of other political parties in China on the draft report for the 18th National Congress. President Hu Jintao, as party General Secretary, pledged to strengthen cooperation with the other parties.

Beijing has thus become a magnet for journalists during the week more than for previous National Congresses. More than 1,000 international journalists gained accreditation, with another 400 from Taiwan, Hong Kong and Macau.

If more of Beijing’s proceedings were in English, they would enjoy wider global coverage. That day may soon come as China’s prospect grows.

In 1997, China granted the Carter Center in the US the role of observing village-level elections around the country. The next level of governance, the provincial level, has also experimented with elections for the general public, with only the national level still to do so.

Since 2002, the Carter Center has also played a significant part in voter education in China, on issues like improved governance and political reform. In both rural and urban areas, the Carter Center works with China’s Ministry of Civil Affairs and with NGOs
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Meanwhile during the week’s 18th National Congress in Beijing, a multitude of issues surfaced for the government to consider. Among these are challenges from growing income disparities, corruption, inadequate market access for local businesses, environmental degradation and moral decay from public indifference to private suffering.

As elsewhere, the responsibility of government is to ensure fulfilment of public welfare without neglecting private business needs. Whereas in the US critics of the government accuse Washington of adopting socialist policies, critics of Beijing accuse the government of abandoning them.

The world’s two largest economies are often compared to see how different they are, while neglecting how much they are similar and how exactly they actually differ. Economically they have become so interdependent within a single global system as to become mutually complementary.

By implication, they are also not as different politically as is so often presumed. While classical ideologists may persist, the reality is that the political business of government has largely become managing national economies competently in a single globalised world.

Kenichi Ohmae is wrong; countries are in no danger of being replaced by corporations in the present or the foreseeable future, no matter how much some corporate budgets dwarf some national incomes. Rather, countries will remain unitary entities, albeit essentially as political economies increasingly governed by national economic needs and supranational economic parameters.

A symptom of this is how economic ideo­logies have replaced political ideologies between the world’s leading major powers. The Washington Consensus of supposedly antagonistic public and private sectors is under serious challenge by the Beijing Consensus of a harmonious complementary relationship between state and industry.

The latter model in Asia originated in Japan, and was soon adopted by the Newly Industrialising Economies (NIEs) of Taiwan, Hong Kong, South Korea and Singapore. Now China is the main player of this game, with its size of play earning it the “Beijing Consensus” as the name of the game.

But some of it had already been seen before in Europe, particularly Germany. It had also been evident in the US itself, in a different time and under a different name.

All of which serves to confirm the unitary nature of the global economy, with time, circumstance and level of development being the real differentials.

BEHIND THE HEADLINES By BUNN NAGARA

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