Developing People Cultural Capital

1
Developing People/ Cultural Capital
Facilitated by Willie Te Aho
2
key points made

• Speaker Whatarangi Winiata
• What will the Maori economic leaders of 2025 look
  like?
• They will be aware that to be a Maori economic
  leader they have to be Maori first and an
  economic leader concurrently or secondly.
• Being Maori includes being an active
  contributor to the long term survival of Maori as
  a people, Te Kakano i ruia mai I Rangiatea,
  through the expression of kaupapa Maori and the
  pursuit of tikanga Maori (Maori practices and
  organisational arrangements) that are prescribed
  by kaupapa Maori.
• For a decade either side of the year 1900, when
  our population sat at 40,000, the extinction of
  toto Maori was the concern now at 600,000 and
  with 750,000 of us in sight for the year 2021,
  the concern is with Maori as a distinct cultural
  group.

3

• The Maori economic leaders of 2025 will be those
  who accept economic opportunities to maximise
  their contribution to the expression of kaupapa
  Maori and the pursuit of tikanga Maori and
  through these the long term survival of Maori as
  a people they will be contributors to refining
  and enriching the matauranga continuum inherited
  from Te Kakano I ruia mai I Rangiatea.
• They will be people who adopt indices of genuine
  progress expressed in values and avoid outdated
  and misleading indices of progress such as Gross
  National Product (GNP) and Gross Domestic Product
  (GDP).
• Mana-a-ropu is the favourable view that other
  ropu tikanga Maori have of you and mana-a-ropu
  derives from the quality of management of your
  affairs, including the expert expression of
  kaupapa Maori, and, in turn, this includes the
  predisposition to extend manaakitanga.

4

• How can we play to our cultural strengths while
  creating wealth?
• Ropu tuku iho, whanau, hapu and iwi and other
  ropu tikanga Maori seek to maintain and enhance
  mana-a ropu.
• For ropu tikanga Maori the creation and
  accumulation of financial wealth is more a
  constraint than a goal it is popular as a sign
  of good management and financial wealth assists
  with the expression of manaakitanga but, by
  itself, financial wealth is not sufficient to be
  an enhancer of mana-a-ropu.
• Accordingly, ropu tikanga Maori will seek to
  maximise mana-a-ropu subject to resource
  constraints they will not seek to maximise
  financial wealth at the expense of kaupapa and
  tikanga Maori. To do so would be to act in ways
  contrary to contributing to the long term
  survival of Maori as people.

5
key points made

• Is Maori economic development best pursued in a
  wholistic
• framework that takes account of socio-cultural
  goals?
• As a popular index of progress, GNP undermines
  the long term survival prospects of Maori as
  people because it ignores, and therefore
  diminishes the importance of a wide range of
  accomplishments that are vital to our survival
  such as whanau, hapu and iwi and other ropu
  tikanga Maori activity that gives expression to
  kaupapa and tikanga Maori. An alternative
  measure, currently known as the Genuine Progress
  Index (GPI) is being developed and refined by the
  Maori Party in its policy work to reflect true
  multi-dimensional progress.
• GNP, which traces its beginnings to the
  depression years of the 1930s, is increased by
  negative activity such as the building and
  running of jails the Ngawha and any other prison
  projects show up as a plus in calculating GNP. By
  contrast, the Genuine Progress Index, the GPI,
  shows this activity as a deduction and gives the
  clear message that the building of prisons is the
  opposite of progress.

6

• At Te Wananga-o-Raukawa we teach models of the
  promotion and measurement of wellbeing of ropu
  tuku iho and of other ropu tikanga Maori. Of the
  seventeen variables in these models, financial
  wealth, land and fisheries are but three of the
  seventeen variables.
• We have adopted ten kaupapa to guide the affairs
  of the wananga. These are the familiar
  manaakitanga, rangatiratanga, whanaungatanga,
  kotahitanga, wairuatanga, ukaipotanga,
  pukengatanga, kaitiakitanga, reo and whakapapa.
  We have also just concluded a quality management
  systems audit against kaupapa conducted by an
  outside organisation. Teaching and research are
  not ends in themselves, but rather, opportunities
  to express these kaupapa.

7
(conclusion)

• The Maori economic leaders to 2025, will be
  contributors to the long-term survival of Maori
  as a people. They will choose economic
  endeavours as their domain in which to give
  expression to kaupapa and tikanga Maori will be
  identified as a distinct cultural group globally.
• The behaviour of these people will be explained
  by the desire to fulfill the pepeha
• E kore au engaro he kakano I ruia mai i
  Rangiatea.

8
key points made

• Speaker Claudette Hauiti
• What will Maori leaders of 2025 be like?
• At the moment most Maori in the industry are
  creators. In the future, the Maori creators of
  today need to be business people who take care of
  the creators.
• They will be bilingual.
• An even split between companies run by tane and
  wahine.
• The majority will be urban based because of
  resources.
• Core business will include TV and film making.

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• How can we play to our cultural strengths while
  creating
• wealth?
• Imperative that we know the industry environment.
• Business is to entertain educate in an
  entertaining way.
• TV aims to elicit emotion thats its nature.
• Know key clients and product (small business must
  be hugely competitive and aggressive because of
  limited putea available).
• Keep up with key clients changing tastes/viewing
  preferences.
• Understand international trends.
• Understand commercial imperative need to
  attract viewers from outside the Maori market.
• Product is about people- already Pakeha companies
  are looking at Maori as a market opportunity.
  This will increase in the future. Maori
  companies need to be more competitive and more
  aggressive.

10

• TV is, by nature, exploitative. Maori companies
  need to be positively exploitative with integrity
  (eg Mana Wahine and Gang Girls).
• Power of media media presents an opportunity to
  try to sell Maori to non-Maori. Practitioners
  have a responsibility to make sure we know that
  Maori are New Zealand.
• Sustainability a lot of Maori companies have
  been set up but have not been able to be
  sustained.
• Capitalism is positive - if it sells our culture
  positively. Maori can be leading the TV industry
  if we keep our eye on the ball of business.
• Maori business needs to be aggressive but know
  the environment.
• In 2025 we will be younger, fitter, more
  aggressive and competitive but we will always
  be Maori first.

11
key points made

• Speaker Garry Nicholas
• Must identify, nurture and empower rangatahi to
  be what they want to be.
• Struggle of the artist/the creator.
• Not currently a lot of cross fertilisation even
  within the creative industry.
• Increasing capability within wananga and
  university in relation to the culture and arts
  sectors.
• How can we play to play to our cultural
  strengths while creating wealth?
• We are already doing it.

12

• Is Maori economic development best pursued in a
  holistic
• framework that takes account of socio-cultural
  goals?
• Of course it is.
• Toi Maori
• It is good to have a construct outside the Govt
  process.
• Need partnerships and vision for joint ventures.
• Have worked quietly with the current capability.
• We look to contribute back to our people.
• Successful models cluster small family
  businesses together publicity marketing
  catalogues good plan in place.
• Set high goals promote the uniqueness and
  quality of Maori arts.
• Importance of stick-ability.
• Speak with authority and integrity - there are
  people who will listen.

13

• People panels questions to panelists
• Q. How do we rebalance our leaders address the
  issues of
• gender and age will it change in 20 years and
  how will
• we get there?
• TV sector is heavily weighted towards women as
  practitioners, with men in front of the camera.
• Increasingly over time as more Maori companies
  enter the market, a more realistic representation
  of iwi will occur (age and gender).
• When women decide things are to change they
  change men dont have the same success.

14
key points made / agreed in workshops
How do we grow the Maori economic leaders of 2025?

• Success-ploitation create an environment
  where its okay to be successful
  showcasing,role modelling, normalising and
  targeting rangatahi through PR campaigns,
  leadership, incubators.
• Multi-values create balanced leaders with
  multi-value skills primarily founded on cultural
  values.
• Maori Brown Table build an echelon of Maori
  businesses to spearhead and normalise a Maori
  round table that has strong collectivism beliefs.

15
key points made / agreed in workshops
How do we grow the Maori economic leaders of 2025?

• Succession planning / future proofing.
• Leadership tools that are kaupapa Maori based.
• Success-ploitation begins with whanau normalise
  leadership.

16
key points made / agreed in workshops
How do we grow the Maori economic leaders of 2025?

• Grow the leadership potential of all our
  rangatahi.
• Secure resources to establish a Maori leadership
  institute.
• Develop and implement succession plans focused on
  tomorrows leaders for implementation by todays
  leaders.

17
key points made / agreed in workshops
How do we grow the Maori economic leaders of 2025?

• The retention of nga taonga tuku iho when
  utilising the tools of Pakeha, maintain our
  tikanga without compromise.
• Be more deliberative about recognising and
  nurturing leadership potential in everyone.
• Recognise and define the generic set of traits
  and attributes that underpin leadership.

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key points made / agreed in workshops
How do we grow the Maori economic leaders of 2025?

• Summary by Whata Winiata
• Need to distinguish between leadership and
  rangatiratanga
• te kai a te rangatira - he korero
• te tuku o te rangatira - he manaaki
• te mahi a te rangatira - he whakatira e te iwi
• The emphasis on excellence is vital excellence
  across all areas, including kaupapa and tikanga.

19
key points made / agreed in workshops
How do we grow the Maori economic leaders of 2025?

• Leadership can come from within the whanau, hapu
  and iwi, and perhaps it should come from within
  there.
• Kaumatua know and can provide advice on who the
  performers are.
• Important to achieve excellence in these areas
  too.