The Canberra Spirituality Church offers fortnightly Sunday Services, Classes, Special Events and Workshops to enhance personal and spiritual growth and foster wholeness in mind-body-spirit.

All services held at

• Pearce Community Centre in Collett Place, Pearce.
• Services are held on the 2nd and 4th Sunday evenings at 7pm.
• Healing from 6.45pm.
• Stay for tea afterwards and meet some like-minded folk!
• Your donations help grow this Church, and your presence is always appreciated.

• XMAS FAIR – Buy all your presents in one day!
• Saturday 5 December 2009
• 2pm-8pm

With Xmas not far away, it’s time to start thinking about gifts for your loved ones and the Canberra Spirituality Church’s Xmas Spiritual Fair is a great place to go shopping.

The Spiritual Fair will be held on Saturday 5 December from 2pm to 8pm at the Pearce Community Centre in Collett Place, Pearce where the Church’s services are held.

Another great series of free talks will be part of the day and readers will also be available.

• No service December 27.
• First service in 2010 is January 24

Inclusive Heart-centred Spirituality

INCLUSIVE – All people welcome… All paths honoured

HEART-CENTRED – Choosing love and peace, and replacing ignorance and fear with awareness and courage

SPIRITUALITY – Supporting your connection with the One. We honour the many names for God, the many paths to God, the many ways to worship God.Universal love is within each of us guiding us to dynamically express our wholeness, wisdom and abundance. We acknowledge the universal wisdom in the teachings of many spiritual masters and on varied spiritual paths.

Our mission is to be a sanctuary where we support a diversity of spiritual ideas, and where all can know Universal energies.

Pastor Lucy is on the Pastoral Care Unit team of The Canberra Hospital, Woden and is available for staff, patients and their loved ones.

Events and Classes

• Healing Circle for experienced Healers
• Development of Healing Class for beginners
• Both run by well-known local healer, Lesley Schneider, $8 a class
• Mediumship training – dates coming soon!

Healing List – if you would like to add a loved one’s name to our Sunday service healing list hat will be read out during our Healing Meditation, please contact Lucy

Prayer List – if you would like to send a prayer up to Spirit through our church, please contact Lucy with details of your prayer.

What is a Spirituality Church? The word ‘Church’ is a bit off-putting…

A Spirituality Church is similar to any church in that it offers a place for you to slip out of the rest of your busy life and find that place within you that knows how to connect with Spirit, how to trust the flow of your life and how to look at your life from a more loving, powerful and harmless perspective.

What it is not similar to would be a traditional church in a religious sense of the word. It is believed that one often travels through religious lives to spiritual lives – the difference being that Spirituality is about the expansion of Light, learning how to trust the connection to one’s own initiative and intuition and breaking free of the old religious man-made rules about duty, guilt, shame, segregation and authority.

We are all connected to God, Goddess, Great Spirit, Universal Light, Buddha, Mohammed, Jesus – whoever and whatever your belief system allows – and we also carry a spark of that divinity within us to develop and heal ourselves with, and the others.

To take our Light beyond us is our life purpose and in essence, it not what we do during our time on this planet – it is about who we are, and what we choose to project, every day.

At our church, the mood is light, meditative, healing and the music is contemporary and uplifting, with an interesting talk each service about an aspect of life and how to get the best out of it.

Then, at the end of a service is the medium, who, as someone connected to both the physical and the spiritual worlds (a bit like a telephone operator) can offer messages from either loved ones in Spirit or advice from your team of guides. Everyone has this ability, and these mediums are no different to you, except that they are using themselves as an instrument through which Light (and with it information, knowledge or healing) is passed – similar to a bridge between ‘heaven’ and ‘earth’. By learning how to clear a space within oneself, we can all use this ability.

We also offer mediumship, healing, reiki, spiritual and personal growth courses and classes for those who would like to develop their own inner wisdom and abilities, and am always happy to offer volunteer positions at Church for those who would like to now take their work beyond themselves.

In time, we will also be offering childcare for those who can only attend with their children, in particular single parents and a library will be re-established for those eager to learn and study. 

For more info please visit our website www.lucybaker.net/CanberraSpiritualityChurch.htm

Overview of the Requirements

Today’s organisations compete by using flexibility, speed and innovation
and their managers therefore require excellent technical expertise as well as all round management ability. New organisations have thus been devised whose design emphasises flexibility, speed and innovation, because there is clear evidence that good managers achieve the best results through such organisations and thus are likely to bring about amore competitive economy and higher performing enterprises.

Indeed it is likely that future waves of technological innovation and other challenges will require Australian organisations to recreate themselves on a more or less continuous basis. To do so they will need multi-skilled managers with great capacity to learn and relearn their own roles and the bases of their enterprises’ competitive advantages (Enterprising Nation, 1995).

The New Emphasis on Organisation Development

The issue thus for Australia is thus to how best to achieve world completive management skills and organisation development, on a continuos basis, by giving access to high standards of management and leadership skills training and thus make possible great success in the area of organisation development.

Research of the 1990s clearly identified that Australia’s providers of management education and training and development had succeeded in providing many basic functional skills but an over-emphasis on the more analytical (academic) areas of management which is still commonplace, had neglected the development of strategic skills (suitable for leadership, coordination and successful implementation) and the people skills — needed to bring about cooperation and good communication — also a necessary requirement for a successful manager.

Since the 1990s there has been very significant attempts often led by the Australian Government to bring about successful changes of this nature, by upgrading vocational education and training and reform to management education. (Enterprising Nation, 1995:xix).

These initiatives can be expected continue to develop and diversify given the significant evidence for such support of managers and the continuing need for organisations to be efficient and effective in today’s highly integrated economy, which must meet the challenges of much reduced tariff protection arising from Government policy in the 80s and 90s, and the continuing importance in the world’s economy of the interdependence of the Australian economy with that of other nations stemming from the nature of globalisation.

The Day-to-Day Challenge of Most Managers

Managers face a daily context of routine and risk areas to exercise management and leadership skills. Thus for most:
“… the urgent is often the enemy of the important. The need for decision and action on immediate crises too frequently seems to preclude the serious, careful study of fundamental and long range problems that are so essential to foresighted leadership. Then the neglected problems of the future suddenly arise in their true importance and become new urgencies to which we must quickly respond, generally with improvisations that are too little and too late” (Kennedy, 1960:32).

This observation above, reflects the trust in the belief by Australian managers and other leaders that analytical and other means of training are important sources of information and help in the formation of management and leadership competencies but the application of this knowledge is valuable, so long as it is applied successfully in the non theoretical context of daily experience and uncertainty of the work place or in the board room because. It is widely held that successful judgments of this nature make possible successful resolution of the practical rather than academic (theoretical) issues that arise and thus personal and organisational efficiency is best determined by an executive or other leader.

Business and Organisational Efficiency

Efficiency is the major preoccupation of expert managers whether they are within small, medium or large-scale organisations and its achievement is the primary goal of resourcing organisational development.

Therefore the development of management and leadership skills, which result within a business organisation, are often of a high level. However efficiency is an elusive term, but cooperation by staff particularly at the organisation level is a fundamental process underpinning its achievement. For example:

“Efficiency of effort is the fundamental sense with which we are concerned is efficiency relative to securing of necessary personal contributions (of staff) to the cooperative system (an organisation).
The life of an organisation depends on its ability to secure and maintain the personal contributions (through cooperation) of energy (including transfer of control of materials or money equivalent) necessary to effect its purposes.
(This) ability is a composite of many efficiencies and inefficiencies in the narrow senses of these words (within an organisation), and it is often the case that inefficiency in some respect can be treated as the cause of total failure (sometimes).
But certainly in most organisation(s) … there is no basis for comparison of the efficiencies of separate aspects (because organisations function as a complex system of many aspects and efficiency can thus result from diverse positive and negative factors)”(Barnard, 1968:93).

However it is apparent from observation and experience that efficiency in other types organisations, which are not intended to serve purely material ends, is not therefore based on material considerations only. For example Barnard (1968:93) argues thus:

“There are many organisations of great power and permanency in which the idea of productive efficiency is utterly meaningless because there is no material production”.

Therefore Barnard (1968:93) again also observes the efficiency sort after and frequently attained by such organisations is based largely on non-material (often personal or subjective) factors explaining:

“Churches, patriotic societies, scientific societies, theatrical and musical organisations, are cases where the original flow of material inducements (incentives leading people to cooperate) is towards the organisation, not from it — a flow (which can be) necessary to provide resources with which to supply material to supply (these) material inducements (incentives to cooperate) to the small minority who require them in such organisations”.

Barnard (1968:93) argues further therefore of the necessity — for a balanced and comprehensive understanding of the nature of efficiency required for managers and other leaders — if efficiency is to be achieved by them at both the personal (subjective) and organisational level (the business context or task) arguing:
In most cases where the primary purpose of organisation(s) is the production of material things, insufficiency with respect to the non-material inducements (incentives), leads to the attempt (by managers or other leaders) to substitute material inducements (incentives for non-material incentives). Under favourable circumstances, to a limited degree, and for a limited time, this substitution may be effective. But to me, at least, it appears utterly contrary to the nature of men to sufficiently induce (them) by material or monetary considerations to contribute enough effort to a cooperative system (an organisation) to enable it to be productively efficient to the degree necessary for persistence over an extended period of time.

The Attainment of Efficiency and Effectiveness

Managers and other leaders usually work within the framework of an organisational setting. Therefore the task of the manager is clearly understood to get the best results from the use of resources and the application of appropriate management and leadership skills usually at the organisational level. This is best achieved if there is balance and good judgment when structuring tasks by a manager so that the organisation achieves its objectives in a fair but efficient manner, so it can compete or even lead in the market place, or in the case of a public sector agency for example achieve a highly significant leadership position or reputation.

Absolute efficiency (ideal efficiency) is rarely attainable by managers and leaders but managers and other leaders can often achieve more practical (and thus achievable) improvements in organisational efficiency with (and sometimes through) improvements in effectiveness (improvements in efficiency at the individual employee and executive level which scan pill over to the organisational level also).

The achievement of such results depends on the balanced knowledge and application of technical (usually material) factors and people skills such as leadership, which can lead to these desirable changes Barnard (1968:94) also argues this way stating:

“To establish conditions under which individual pride of craft and of accomplishment can be secured without destroying the material economy of standardised production (through the use of physical resources) in cooperative operation (a business context) is a problem of real efficiency. To maintain a character of personnel that is an attractive condition of employment involves a delicate art and much insight in the selection (and rejection) of personal services offered, whether the standard of quality be high or low. To have an organisation that lends prestige and secures the loyalty of desirable persons is a complex and difficult task in efficiency. — It is for these reasons those good organisations — commercial, governmental, military, academic and others — will be observed to devote great attention and sometimes great expense to the non-economic inducements (incentives) because they are indispensable to fundamental efficiency, as well as to effectiveness (at the individual and organisational level) in many cases.”

Change Management

Leadership and management skills make possible the application of competencies, and other knowledge, usually based on experience, which therefore requires constructive understanding and implementation of change within an organisation, in order that its organisation development is to continue to be of benefit and make possible further achievements in critical areas of organisation performance.

However enhancing organisational development is a process of paradox, because it supports existing organisation processes (as already argued) but through value adding to enhance future performance, some aspects of what has already proven achievable through existing organisational development approaches will become less significant or indeed redundant when new ideas concerning development are introduced.

The changes introduced may therefore have significant temporary or longer term negative impacts at the organisational level, and can sometimes be a source of increased or indeed very significant stress leading for example to the detioration of health essential for good performance for one or more employees.

Indeed confusion and misunderstanding within the organisation ranks can result, and may be difficult to correct giving rise to controversy and unwillingness to embrace what has been proposed: The typical employee in such an organisation may then perceive what has been done then as a too great a challenge and possibly overwhelming. Confusion and misunderstanding as argued here has been long observed in these circumstances:

“To avoid looking foolish, they feel compelled to demonstrate that others’ opinions are always wrong. When everything else fails, they resort to the argument that such and such was good enough (for others in the past). Having said this, they act as if the affair (the business outcome) had been settled and congratulate themselves on having exposed the pretender (the key executive or leader responsible) who claimed to be wiser… But yet these same men rarely see what really was excellent among the ideas and practices of the past, and whenever someone suggests that a particular thing perhaps might be done better than former times, these men cling tenaciously to the past” (Greene and Dolan, 1967:33).

Consequently executives and other leaders when bringing about change at the organisation level, require many leadership insights such as planning skills to make possible, in a balanced fashion increases in efficiency, which enhance the much needed cooperation by staff, and which can be understood well enough by them so that any conflict between their personal goals and to what is expected at the individual staff member level is minor and therefore help make possible successful implementation of the change processes required.

Future Priorities for Australian Policy

Traditionally, Australia has relied on its natural endowments to create competitive advantage for its firms (and other business organisations).
However, as competitive success depends more and more on behaviourally-based factors and less on traditional market positions, the management of intellectual and human assets is likely to become more important than the management of physical assets. It is therefore now vital for Australia’s economic future that business (and other organisations) receive(s) a substantial share of our most able young people (Enterprising Nation, 1995:1276). This approach would make possible the success of future generations of managers and similar leaders because they would be then be well placed and well and enabled to the challenge of the business tasks that lie ahead.

Australia needs to better understand and continuously improve the way it develops and utilises the talents of managers because for too long careers in business and administration been undervalued leading the best students to seek training in better known and organised as prestige areas for study and training such as medicine and law.

In this regard the following key recommendation made in the Keating years, and continues to be appropriate but do not appear to be yet honoured (more than likely for political reasons over the Howard years).

“The Government, preferably the Prime Minister, should on suitable occasions specifically address young Australians on their career choices, seeking to shift community perceptions of a business career and to establish in the community’s mind the national importance of having talented young Australians choosing careers in business (or other organisations)” (Enterprising Nation, 1995: 1277).

Australia needs to embrace such approaches as above urgently, if it is to equip managers with the appropriate competencies and insights to face today and the challenges ahead.

Bibliography

Barnard, C 1968, The Functions of the Executive, Harvard University Press,, Cambridge Massachusetts.

Enterprising Nation. 1995, Report of the Industry Task Force on Leadership and Management Skills – Renewing Australia’s Managers to Meet the Challenges of the Asia-Pacific Century, Australian Government Publishing Service, Canberra, April.

— Report of the Industry Task Force on Leadership and Management Skills –Research Report Volume 2 – Renewing Australia’s Managers to Meet the Challenges of the Asia-Pacific Century, Australian Government Publishing Service, Canberra, April.

Green, J, Dolan, J 1967, The Essential Thomas More, Mentor Omega, New York.

Kennedy, J 1960, The Strategy of Peace, Harper and Row, London.

In identifying social justice in Australia, and indeed elsewhere, we must first distinguish two levels of social justice.

Firstly by identifying the circumstances where each is a possibility. Absolute justice, which is a highly theoretical and abstract level of achievement, is not possible in practical everyday settings, because of the limitations of the human condition. This is due, to factors stemming from imperfect information and other factors such as those required for human accomplishment, including personal development, and the inadequate range and appropriateness of management and leadership skills available to individuals and organisations at present and for the foreseeable future. In these circumstances when problems of justice are analysed, it appears appropriate to distinguish then between absolute (a theoretical or academic concern) and relative justice (normally referred to as a fair go) but recognised as a form of imperfect justice.

It would therefore be appropriate to observe the activities used to improve social justice, in a country such as a Australia, especially through development of appropriate government policy and monitoring of justice concerns (aspects therefore of relative justice), rather than the highly desirable, but not realisable concerns of absolute justice.

Consequently the object of individuals, organisations and groups should be to optimise solutions in such a manner, which recognises constraints, and development paths, which cannot be altered for some time. It is consequently well known, (and consistent with the expectations outlined above) that the available established channels to justice to an individual or society wide in Australia are often too restrictive.

This has often been observed in a variety of facets of Australian life, especially the legal profession. Consequently the formal legal process in our society (especially court processes and conveyancing), which can embrace judicial review of statutes and resolution of conflict between aspects of legislation, the interpretation of the common law and, the future requirements that might stem from the emergence of a Bill of Rights, has meant that the current Australian legal process is very bureaucratic, and the process design and leadership competencies of practioners, is now restricted usually to the access provided by trained professionals (individual lawyers and those responsible for formal roles within the justice system such as the judges).

The legal system has therefore, principally provided channels for decision makers and advocates within the justice system, to lead and develop the legal profession by reliance on formal university and similar competencies, (of a legal nature), rather than also seek access to the advantages of leadership resources and competencies, which can be often more comprehensive than traditional legal frameworks.

The net result, as a result of using the Australian legal system is that only questions of relative justice (a fair go) are the usual outcome and not an absolute (a completely idealistic solution) of a problem when tackled is achieved.

This observation has been frequently asserted and can mean that other approaches to changing policy and governance processes should be brought into play to achieve better results rather than rely on the present pattern of the Australian legal system, as in the case of lobbying for policy change and implementation.

It is a widely held belief that Australia is a just society because all votes are approximately equal in value. However reliance on the electoral system does not guarantee equality of influence, which one would expect to be the outcome of a just society. Lobbying in Australia (and indeed elsewhere) is highly organised, well funded but insufficiently transparent to ensure that lobbying processes are fair and democratic (qualities expected in a just society).

Thus it could be the case that some individuals or organisations taking part, are more equal than others. Consequently there is a danger that when lobbying is linked to campaign donations then situations of frank corruption may result. It has been observed for a long period that lobbyists wine and dine for the benefit of clients, Members of Parliament and public servants and also implement expensive information campaigns, but no proper public record is usually kept of this. Consequently these activities may well be inimical to the public good and undermine other processes making possible a better society.

Therefore there appears to be much more that needs to be done to subject lobbying activities in Canberra to scrutiny, if Australian Government policy is to be directed to achieve a just society.

There are model ways forward which Australia could emulate such as the monitoring and regulation of lobbyists in Canada, the United States Congress, US States administrations and those of the European Community, each of which places great emphasis on much better keeping track of lobbying activities and campaign donations through better provision and maintenance of the public record. Each Australian, State, Territory and local government also needs much better monitoring and control of this type through legislation and better licensing requirements.

Justice outcomes are not just the result of the legal process and lobbying as outlined above. Justice for an individual and Australian society can be directly affected through application of leadership and management skills (which are becoming increasingly much the same), in the Australian community. These skills are an outcome of support of business welfare and efficiency through maintenance development of management organisation development practices, which optimise both technical and human performance goals.

Although attempts to identify those best at leadership has been attempted for over a long period it was not till the late 1980s and 1990s that the management and personal development book sellers in Australia, helped promote works to help identify the qualities and performance requirements of an effective leader, which could best achieve high levels of business performance and business development. We therefore need to enhance leadership selection, research and development if Australia is to thrive in a dramatically altered world where creativity and innovation are the drivers of prosperity.

The underlying reason for this is that leadership is a complex issue and so open to many variations when required to solve business and community issues because leaders are expected to stimulate others, and be creative in a fast-paced and unpredictable world.

For some organisations (especially when outsourcing and networking occurs) this has meant dramatic change with the consequence that leadership must now operate across multiple networks. Motivating others in these circumstances is a key competency of such a leader. However although there have been numerous studies concerning the identification leaders (which would include social justice skills) no individual study was able to discern any traits that could be reliably used to set leaders apart from others for business or community purposes.

This report also found that it was better to rely on organisational and a community wide recognition process to identify leaders rather than rely on artificial techniques to do so, but it was true that good leadership would lead to satisfactory or better results and inferior leadership to poor or worse results. The research, which had been commissioned by the David Karpin “Industry Task Force on Leadership and Management Skills” of 1995 reported to the Australian Government, suggesting a range of measures to support leadership training and development, including a community wide, leadership skills development program, because of the needs for continuos improvement in this critical area..

When seeking a just society in Australia it is necessary to recognise that achievement of justice, society wide and at the individual level cannot be achieved in an absolute sense. This approach arises because absolute justice is a theory based ideal concept only, which cannot be achieved in reality. It is only therefore possible to seek an optimisation to a series of constraints, which restrict the solution possible until other circumstances apply. This type of result can be achieved for example by waiting for an opportunity, which might arise when improvements to existing constraints no longer apply at some other point in time.

Acceptance of this approach means that to be effective when settling current issues of justice stemming (as illustrated) from legal processes, the activities of professional lobbyists and when applying management and leadership skills at the organisational level and indeed community wide (a significant level of patience) may be needed for a better outcome to be possible for the time being.

References

Holden, J 2006, The Culture of Leadership” [on line] http://www.ozco.gov.au/news_and_hot_topics/speeches/the_culture_of_leadership/ [accessed 11 March 2007].

Kendal, S 2007, “Development of Leadership Competencies in Australia”, Public Administration Today, Issue 11, April-June 2007.

Lawrence, C MP 2007, “Railroading Democracy”, Democratic Audit of Australia, Paper 6/07, March.
 

Senator Kennedy was a practical and man of honest faith and humanity with gifts of kindness and discernment often inspired by the best aspects of religion and understanding of the conscience and personal issues of so many who looked to him to make balanced calls for his own country and without hesitation the needs of so many around the world.

His professional and wonderful profile for locals or even the best from other nations with whom he no doubt networked and endeavoured to resolve so many of the seemingly insoluble problems first and of course in his maturity assisted the steady way forward always in well considered mature attempts wherever policy was needed around the world in securing the best and not just to be happy only with something less.

Over the years it has been an honour to have contact occasionally on a family-to-family basis with the Senators family. For example the Australian Prime Minister Mr Whitlam made it possible after the follow up and stress of the dismissal episode here in Canberra in the 1970s to meet the Senator and briefly if I recollect correctly Mrs Kennedy the former wife of President John Kennedy. I have to say that I felt unequal in such important event and secretly prayed that one day some of my best ideas and contributions might match the family and of course the Senator. Later I received a very kind letter from the Senator inviting me to Washington one day and to call in. I am sorry such a wonderful invitation was not followed up by me when so wonderfully given.

One aspect of the Senator’s courage was the way he admitted the need to correct the past, for example from not having successful policy and what is rare but a wonderful quality of the Senator to acknowledge flaws and to firmly with all of us in mind to be more effective and wherever possible much better and even superior given his strong conscience driven commitment to personal development and change.

I honestly believe his life demonstrated what the best qualified and the most honest men of responsibility should aim for and have achieved not just at a personal level but fully recognised and famous for achievement in the public domain throughout the world.

I was very pleased, as an Australian when the Senator’s passing had been announced to the public that Great Britain had honoured the Senator with an honorary knighthood for outstanding public and political service to the world. In Australia it is known such recognition is rare and to be only for the finest.

May he rest in peace.
 

As a young person concerned about issues broader than those of one’s immediate surroundings it is often difficult to feel engaged and active in significant global problems. Concerns such as climate change, human rights, class and gender equality and global poverty often feel beyond the scope of our influence. For many, sharing ideals and goals with multinational movements is often not enough to feel engaged and active in achieving change in areas that need to be addressed.

In fact, there are significant opportunities to engage locally in issues of global significance. One such example of a locally based and globally engaged organisation is the Oaktree Foundation. The Oaktree Foundation is and Australian non-Government organisation that is run entirely by volunteers under the age of 26 who are determined to do something real about extreme poverty. One of the best things about the Oaktree Foundation is that it engages young people in active responses to one of the most pressing concerns of our generation – extreme poverty.

This year I have been a participant in the Oaktree Foundation’s Generate program and have had the opportunity to undertake several projects and experiences that have, in some small ways, contributed to the local drive to increase our nation’s official development assistance to 0.7% of gross national income as well as the global push to end extreme poverty.

The Generate program engages young people in a number of awareness and fundraising activities with a wide range of benefits and tangible results. Not only is it a vehicle for educating young people about poverty and development, it is also an opportunity to equip them with the skills necessary to achieve real change about issues that they care deeply about. Organising petitions, a territory wide schools conference and letter writing campaigns were all successfully undertaken. As well as this, endeavours such as cocktail nights, barefoot barbeques and games nights were all important in raising money for overseas projects. One of the most successful events ran, in terms of raising both awareness and money, was a sponsorship walk around Lake Burley Griffin which raised $6000.

In terms of political endeavours as part of the Oaktree Foundation’s Generate program I had the opportunity to meet with several local and national politicians as well as hopefully influencing the decision making processes of many more. Sitting down and talking with those who are formulating government policy on such important areas was an invaluable experience..

Undertaking these activities was in many ways challenging but was also highly rewarding. Being able to actively participate in an area that I feel strongly about and for which I have great concerns was as fantastic as it was fulfilling. The opportunity to make an active contribution to such an important global movement should never be passed up easily.

The Oaktree Foundation’s Generate Program is designed for university students and will take place again in 2010. For more information and to apply, go to www.theoaktree.org.

By Jacob Mugavin

Australia is increasingly becoming an important source of leadership in its own region (South East Asia and the Pacific) but of course its role as a leader has been restricted because of the initial slow pace of economic development since federation in 1900 but that particular characteristic has changed greatly as many migrants from all over the world seek a safe haven and to benefit from the many opportunities for wealth creation and fair distribution of the benefits that Australian policies have made the economy strong and an acknowledged success.

Increasingly Australian affairs and policies are being studied closely all over the world because of their originality and the success when implemented to support often through well designed safety nets even those who go by the wayside and therefore are so vulnerable when it is believed most if not all should be well off especially given the wide range of resources and talent available to its community. For example Australians were amongst the first to have community wide franchise to vote and develop policies such as the national health care support program which originated far earlier than many other countries especially the United States and even some European nations. The long term wealth and welfare of the Australians is also no longer vulnerable to the problem of distance which restricted its interaction and contribution to other communities. Communication technologies for example which have revolutionised communication, public relations, news services and political accountability all around the world have negated these significant disadvantages especially in Australia’s case in this century.
Communications abundance using modern techniques however does not automatically ensure the triumph of either the theory or practice of a modern democracy such as Australia because sometimes circumstances also mean a degree of failure to be committed to stand by all comers for the sake of the development and maintenance of democracy within Australian boundaries and in its relationships with other communities.

The way forward for Australians now depends on filling the gap with leadership, in government, management and public affairs which can stem through the development of first rate leadership skills learned by its own experiences (especially personal development) and importantly with globally important nations such as the United States so that the changes resulting support the best attitudes and democratic thinking.
Importantly President Obama who has now held office in the United States for twelve months or so has become well known for helping the public leadership of the Australians in the nations Parliament to accept the challenges for the world find remedies to lead the Australians who preceded in the 1940’s and those still close to them especially in the Parliament. I have been lucky to have many conversations in public with Mr Obama and sometimes United States accredited diplomats regarding the then political and military perspective of America in the lead up to world war two, the consequential role of the United States in the Pacific and tough political controversies then local to Australia which for all purposes were restricted for many years until now to support the strategic role of the United States in Australia’s region and to restrict debate of America’s role in the Pacific and South Asia. Mr Obama and other United States Presidents has faced many quicksand situations because some politicians from many sides in Parliament came to believe they had been abandoned by America in the open discussions of these topics especially those issues stemming from the dismissal issues of the Whitlam Government in the 70’s.

I have been given the privilege many times to develop open dialogue with Mr Obama about what now appears to be true since the approach of world war two and then the subsequent conflict in the Pacific. He has striven to speak frankly and put right misconceptions which in my case led to human rights abuses, understood now by most Australians to protect me and my family when the national human rights consultation process would not support any method to put my rights in order because of the danger, controversies and deadly nature of the circumstances unless American leadership could find a positive way forward without loosing face, especially for past actions here. He has done so because every attempt to commence dialogue about my personal circumstances through the normal public arena of politics led others to wish well but back off completely from any clarification due to personal fears of controversies and sensations which scared them off.

Australians have been able to learn positively from American leadership. Most of the circumstances are known but not verified through the community grapevine. I am also dependent on some of this feedback also especially from colleagues in the various parties in the Parliament and very often with the help of the Australian Federal Police who have stood by me all the way. The situation is politically dangerous because widespread knowledge of the role of German relations in the run up to the war in Australia and subsequently were too hot for even well qualified political leadership. Consequently improvisation through dialogue with Obama and diplomats in public situations became the principle way forward and I am grateful for what has been done.
My role in the dismissal issues of the Whitlam government in the 1980s proved too threatening to the old German league (which had allies understood as the far right in the United States over a very long period). Even though I was overwhelmingly supported by Jimmy Carter in the dismissal problems of the Whitlam Government I became threatened even in my own home (then 25 kilometres from the downtown centre of Canberra) by the allied combination of the Fraser and Hawke leadership who individually and collectively wished to be hidden from public view because of the outcome of the war in this sector had not been made public and consequently such pressure could force the hand of America to leave them alone so the public would continue to have major misconceptions of their parties role and history. The environment at my place was one of hate and led to a plan to do me great harm including-murder Stephen Kendal. This situation was later made public by the Australian Federal Police and dialogue with President Bush in public. It appears even high level criminals (the mafia no less) were also present. The threat to me was resolved by police intervention-the person intending to be fatal for me personally was taken away to prison or shot in my defence-police never indicate exactly what took place but are very supportive. Prior to this I was confronted by American negotiators attending to a handover to the Hawke Labor government in my place of work which then was the offices of Australian Customs in Canberra. They were used to the final say and their confrontational attitude became clearer later when a group of the (now understood) Hawke negotiators (one from Canberra, feared now for his cruelty, dogmatism and criminal boasts-as now understood through the grapevine) and also negotiator from Adelaide on behalf of the old German political card –in a last man left standing approach- for example both appeared to have weapons-the German league negotiator even threatening fatal harm to me in the presence of a high level American negotiator so as to make certain for themselves continuation of the American position of the earlier role of America as in the 1940s. Due to the heat I backed off for a saner moment so also did the American negotiator who later made clear to an audience of diplomats that a long term position-for dialogue concerning what took place-was desirable and to take place firstly through the local government agencies of Australia-because the resultant dialogue could then be supportive of change because local government plays a key role in the selection and development of leaders in Australia. The Americans and myself both agreed to this understanding as the way to go.

It’s true that the old German leaguers from the 40s made it clear they would never change their views about me. Each of the principals who set the confrontations up at my home soon died after their role became known. There has been informed speculation that because of the danger to their health (the bandits were in their prime in the 1940s) could no longer function further-some say the unexpected outcome was their demise due to the intense stress, and poor health due to ageing-informed sources in Canberra have stated publicly that the confrontations between the bandits led to their own internal war (all this is like hearing of a nightmare) meaning that the group in at least some circumstances murdered each other-but thankfully not myself and my family

I am not a professional diplomat or negotiator therefore I have no special advice to support the many revelations which have taken place, some of which have a significant impact on the American reputation as the model democracy and military power. Mr Obama usually therefore speaks personally through a public means of communication but not physically present. This work has to be accepted at face value but there are technologies available to agencies such as the State Department for a negotiator to speak with a similar voice but this does not mean what is said should be interpreted as dishonest but it would certainly be convenient. All this has been done to resolve an impossible situation for Australians and myself. Prior to Obama dialogue by President Bush also directly relevant took place using the same open techniques but revealed a lot of angst on his part because much of the antagonism reflected in his statements and leadership through his then negotiator which could only result in further misgivings by Australians and the international audience of a President especially in the United States role which had to devise the Hawke Labor Government (in an atmosphere of intimidation) and which sided with the far right of the United States . Hence the community (including the many of overseas countries) have gradually developed a close knowledge of what has taken place. All this has happened because these power disputes of this nature follow surprising paths and unexpected outcomes and their developments can be communicated widely almost instantly.

The core problem for United States relations stems from what has been made public concerning the Battle of the Coral Sea in 1942 off Australia’s east coast. Obama has admitted that at this stage in the Pacific there was a crossover war for the benefit of Germany for its own advantage. Apparently atomic weapons were used to resolve the battle and destroy the defending forces (which would have been British and allied forces). Although there is no denial, most say in Canberra that I should have known this myself but attempts to get confirmation from the United States and German authorities about this has led to no denial and still further dialogue by Obama to limit the damage to the United States, and those families in the Australian community which benefited from what became the United States takeover of this country done in secret, to protect then United States strategy and global dominance and access to Australia’s resources which are amongst the most vast in the world. When possible Obama acknowledges the wrong doing but maturity and continuing development of democracy here which has outgrown the original American approach and so is still of longer term benefit for Australia. As a result Australians have to look back with criticism in mind as they had a simplistic view of the United States as the saviour from Japan in the Coral Sea battle. The Coral Sea battle then was far more significant than the fall of Singapore in this part of the world. Obama was admirable to proceed to fix all this without loosing out all over the world and it could be that the news of this leadership role for Canberra politicians has led to acceptance of his role in the world peace process and as a consequence the Nobel Peace prize. It should of course be kept in mind that Australian leadership had only a modest international role in the world war two period and there was popular criticism of the United Kingdom because of its traditional dominance so the United States role in Australia which was imposed may have been welcome by some. The problem for the current generation is that the availability of transparency led by Obama has taken away unnecessary privilege and led to criticism of those who benefited politically because the forces were destroyed off the coast. This problem of transparency did not just conflict with vested interests in the political arena but also the reputations of the media that could trade on the inside running of current events the quick sands still stemming for America from ever making public the alliance made against defenders back in world war two.

Obama has been game to take the process further because the change of policy in the Coral Sea Battle reportedly led to the collapse of the United Kingdom as a world power since then because future direction would be given by Washington as in the case of Japan in the world war two conflicts also. This is contrary to what was spelled out as the special relationship then believed by so many to exist based on friendship and a mutual alliance which was argued in public by Winston Churchill especially in his speeches. The facts remain to be spelled out but according to what has been said Washington directed trials (as in Japan) which led to executions even of the Royal family. Authorities for example in the United Kingdom have never clarified whether this is true but also do not deny what has been said. Obama does not put barriers in people’s way to spell out what has now been passed on through the grapevine but no after verification. These aspects need to be considered but no local authority in the Australian government has assisted leaving all this much of the time to me and dialogue with the United States made possible by Obama because they see no personal benefit for them (knowing only how to fit in) as it requires a balanced call they are ill-equipped to make and the knowledge their parties in the 1940s accepted the Coral Sea reversal as an impossible circumstance (from which they profited) the discussion of which would ruin their role and loose any confrontational advantage with United States leaders who had insisted on secrecy in the 1940s and since then seeking as it was easier to seek patronage rather than develop the leadership skills required of an advanced modern nation which given time could approach the scope and reputation of a very significant nation corresponding eventually in many ways to the present role of the United States. In these circumstances Canberra continued not to fill the gaps for Australia with leadership as the locals lacked sufficient wisdom and competency.

Given the widespread knowledge and the Obama led process of dialogue the local film industry should be expected to examine the facts established to correct now what seems paranoid and over the top but cannot be done maturely without what has transpired so far and what needs yet to be done. The over reliance on secrecy, especially concerning the role of the United Kingdom (and its allies) if what has been said is true may still need a just peace as an outcome to be negotiated especially in the area of economic relations as so many United Kingdom assets and achievements may not yet be fully available for that community even if placed around the globe especially the United States. Also a commemoration day to celebrate those who perished in the Coral Sea battle, as known in the grapevine, is long overdue given its political and moral significance in light of what has been told to have occurred in reality here.

It’s said that the many political issues I have had to face are due unknown to me that I am a relative of the Royals put down in the 1940s-although again not verified-my role as a Trojan horse in Australia is explained best by this claim.

The role of Obama and me has been to fix paranoia in Canberra and also Washington about these issues, which continue to be faced openly in public dialogue in Australia. This should be welcome by all. My observations are well intended, had to be made under duress and the situations so impossible myself and family, because when the problems reach this scale my family and I would have no well being or rights, especially given what was intended for me and beyond my control for such a long period. Everyone in the establishment apart from the police backed off. Consequently I am so grateful Obama has done so much.

(An ideal reference paper on the present role of the media and techniques such as the internet are best found in a paper by a United Kingdom academic John Keane-Media Decadence and Democracy-a Senate Occasional Lecture, Parliament House, Canberra, Friday August 28th 2009)
 

Democracy and freedom of speech are usually seen as twins resulting from freedom of association and a free press. However in Washington, as elsewhere, the urgent is often the enemy of the important. John F Kennedy for example believed that the need for decision and action to resolve the pressure of crises frequently precludes the serious and careful study of fundamental and long-range problems that require foresighted leadership. The result often being that the neglected problems of the future suddenly in their true importance and become tough emergencies needing top leadership to resolve with improvisations that are too little or too late.

Very few should be made to believe that the world of democracy (especially in America) which has many power sharing institutions has ever been a level playing field for the media because more often than not elected and unelected representatives strive to define and determine news outcomes that can be a critical source of prestige or the success of foes who will not be tolerated. Even if information is limited politics does not fade away.

In the twenty first century global communication is the fundamental channel for news of all types with the result there is no immunity from news sources even though these may not be perfect and the standards of journalism idealised have not been achieved as desired. The saturation of the world’s communities with news however can lead to paranoia about policies of individual countries and the nature of international relations-certainly true in the case of the United States. The flaws and sometimes abandonment of journalistic standards does not necessarily lead to instances of permanent change, which becomes irreversible. People are now therefore in a stronger position to put right media issues if the theory and practice of democracy as in America are to be acceptable.

In the case of the United States there has developed strong concentration of ownership and therefore control of editorial opinion, which helps management efficiency of the news but can lead to significant news bias especially in cases where the community is dependent on the review process in the press and news broadcasting. It could be said that the result is so negative that the critical functions of the community and therefore its institutions cannot succeed because of the few alternative ideas in the market place.. In the American case one researcher found that in 1984 some fifty large companies controlled all media, by 1987 the number was only twenty-six, and then only ten by 1996 and by 2005 there were only fours principal media companies. It doesn’t look like this trend will not continue in the case of America and many other societies. The result too often is that the media barons and those protected by them fall in love with their status and own opinions because they are shielded from scrutiny

Many believe that in the case of America’s Barrack Obama, he is the first important public official to take on this establishment lack of thinking and fully take on board the modern weapons of public relations and politics. It seems he is especially game because he is also taking on board criticisms directly aimed at him as well as the flack from other observers and politicians on past US decisions including the relationship with Cuba and central and South America.

For example Obama’s role in Australia in leading a public dialogue process here since elected ,about world war two and events that followed in Australia (especially in Canberra) have been full and frank. He made it clear to me and an audience for example that the Battle of the Coral Sea in 1942 was resolved using atomic weapons to the benefit of Germany in this sector. The weapons used destroyed defenders off the coast and should not be believed much longer as only a battle that prevented Japanese advance into Australian territory. The world war two censorship of this event (most likely organised by the United Kingdom) left the story telling to veterans and crafted history stories to diver the attention of the public for its own immediate and later advantage because neither the world or Australians would be able to savvy the significance for them and Europe especially the United Kingdom which is also blacked out news, familiar enough at war time and in Australia’s case now clearly not required.

However it’s best to say (and it is my experience) that negotiations with Obama (a force for good) have been done with the strong democratic profile of his party and supportive of the political beliefs of Australians who are not babies about government red tape, which can include managed news of all types. Obama in my view has done well to improve Australian democracy by taking on an establishment now brought down to earth about its own reputation especially its controversial role in the war years and subsequently (all embarrassing to the United States now) and even my personal safety because of deadly circumstances since living in Canberra having being brought up a Sydney guy with an eventual important role in politics-local, national and international.