In his best-selling book, “On The Origin of  Species”, English naturalist Charles Darwin said that it’s not the strongest or the most intelligent species that survives, but rather the one that’s most responsive to change. This theory, formulated in 1859, remains relevant in every sector to this day. In this blog, we’ll explore the connection between Darwin’s insight and the importance of resilience in Nepal’s civil service. It is undeniable that the civil service holds the key to the government’s success and must be resilient and responsive to changing circumstances.

This blog is based on an in-depth discussion that took place between young government officials that was facilitated by Bhishma Kumar Bhusal, a Joint Secretary in the Ministry of Home Affairs and a celebrated senior government official. The event formed one of the online learning webinars of Accountability Lab Nepal’s Integrity School. The Integrity School is a platform created for young government officials to share experiences with their peers, discuss practical ways of building personal integrity for shifting values and setting trends, and promote innovation within the public administration in Nepal. Read more about it here. 

Understanding a resilient public service 

Resilient public services refer to government departments that have the capacity to withstand pressure and achieve goals despite major disruptions. It involves the ability to work in difficult and varied environments, as well as bounce back from adversity. Additionally, resilience encompasses transparency, accountability, and the sustainability of the operations of any public organization. Personal resilience is often a good starting point that leads to organizational versatility. This, in turn, contributes to a resilient civil service and government.

Building resilience is a challenge

We all know that building resilience is not necessarily an easy task. There are various challenges in terms of building resilience in our governance system which include behavioral and psychological factors. Civil servants – like most human beings – are creatures of comfort. They often crave predictability and tend to remain within their comfort zone. A lack of flexibility and innovation, and poor diversification and centralization in the workplace can also deplete resilience. Civil servants who attempt to introduce reform and fail to do so are often demotivated. Additionally, if flaws crop up while people are working with good intentions and these lead to negative outcomes, this affects morale as well. Many civil servants argue that individual efforts alone are insufficient to cultivate resilience, with many blaming the weakness of the system that governs them. 

Rays of hope 

Despite these challenges, there are still rays of hope. Civil service professionals are increasingly recognizing the importance of building resilience within their ranks. In recent years, determination, vision, self-confidence, self-organization, and self-review have been on the rise among civil servants. They are placing honesty, integrity, impartiality, and objectivity at the heart of their performances. Their hard work and unwavering integrity have sparked a remarkable shift and they continue to perform at high levels, regardless of senior leadership in the government. This dedication has increased the popularity of many civil servants among citizens. Accountability Lab Nepal has seen evidence of this with the thousands of nominations consistently received for the Integrity Icon campaign which “names and fames” honest government officials and is led by citizens themselves. It indicates a changing narrative within the civil service. Read more about it here. 

Successful case studies

Another promising example comes from Shadananda Rijal, Immigration Assistant at the Department of Immigration who participated in the Integrity School’s third cohort. He recalls a time when confusion arose regarding certain work procedures in his workplace, leading to service delivery delays to particular groups of citizens. Mr. Rijal initially informed the executive officer about the issue, but his suggestion was ignored. However, he didn’t give up and thoroughly studied the laws and policies. With knowledge and courage, he once again approached the officer and highlighted the law that outlined the procedure clearly. This time, the officer had no choice but to listen. Mr. Rijal has had a series of such experiences where his ideas were initially ignored but eventually accepted. His recommendation is for civil servants to remain updated about rules and regulations because a strong command of the law, coupled with good communication skills, is essential in building unshakeable resilience.  

Dwarika Ojha, a Non-Gazetted First Class Officer at the Department of Money Laundering Investigation is another member of the Integrity School’s third cohort with a good story to tell. Integrity has been a central aspect of her personal and professional life.  Ms. Ojha shares how she has observed a lack of proper synchronization between teams and team leaders in her work life. One finds that while the quality of leadership in some instances is good, cooperation from junior staff is lacking. In other instances, the resilience of junior staff working under challenging conditions fails to make an impact due to the overbearing influence of senior staff.  She believes that the integrity of civil servants in decision-making roles matters significantly – even if the path of integrity is rocky and filled with twists and turns. Ms. Ojha suggests that when working under difficult conditions, civil servants should remain committed to performing according to their core values and never compromise on integrity.  In instances where the workplace can be especially challenging for women, she adds that hard work, honesty, and consistency ultimately pay off. 

4Cs to develop a resilient mindset 

As we could see from these examples, cultivating a resilient mindset is the key to promoting resilience in the civil service of Nepal. Drilling down further, we came up with 4 Cs during our discussion. 

1. First and foremost, one must be committed. It is essential to have a clear purpose for serving the country. This includes effective prioritization of roles and responsibilities and open acknowledgment of challenges and adverse events. Developing the capacity to cope with a wide range of geographical and cultural diversity is key to fostering a  strong team.
2. Second, setting strong communication channels in the workplace is vital to creating a sense of stability and connectivity. Clear communication about the work processes, delegation of authority, and reporting structures are necessary. Communication should be proactive and go two ways.
3. Third, being open to correction is crucial. Learning from past mistakes and failures allows for growth and improvement. It is important to evaluate one’s potential and understand what has worked and what has not, focusing on making small improvements over time.
4. Lastly, consistency is key. Resilience is not built overnight but requires time and persistence. Regardless of how adverse the circumstance may be, one must keep moving forward.

The road to success is often paved with failures. This applies not only to personal lives but also to one’s career. Resilience cannot be built unless one is willing to fail. Nepal faces numerous economic and social crises, so having a civil service that acknowledges these challenges is essential. The civil service should be structured around the purpose of building resilience. It requires decentralization over conventionalism, innovation over stagnation, and leadership that promotes positive changes and innovation. 

Sangita Subedi