Theory of Successful Māori Businesses

Theory of Successful Māori Businesses

Where Māori organisations fail to observe the important values and protocols of tikanga Māori they become dysfunctional and debilitated in that they fail to meet

Hypothesis One:

y ycritical objectives.

Where tikanga is restored, then Māori organisations will become functional and robust.

There are real barriers to the development of Maori assets:

External • Location, size, suitability for agriculture and barriers horticulture, etc.

Hypothesis One:

• Lack of capital, current indebtedness

Internal • Inappropriate governance structure forbarriers development activities

• Lack of skill knowledge and experience in• Lack of skill, knowledge and experience inland use or management

• lack of trust and satisfaction of owners witheach other

and there is an approach which will allow Māori to overcome these problems

Hypothesis Two:

There are real barriers to the development of rural Maori land:

External • Location, size, suitability for agriculture and barriers horticulture

Hypothesis One:


Internal • Inappropriate governance structure forbarriers development activities

• Lack of skill, knowledge and experience inland use or management


and there is an approach which will allow Māori to overcome these problemsovercome these problems

There are real barriers to the development of rural Maori land:

External • Location, size, suitability for agriculture and barriers horticulture

Hypothesis One:


External • Inappropriate governance structure forbarriers development activities

• Lack of skill knowledge and experience in• Lack of skill, knowledge and experience inland use or management


and there is an approach which will allow Māori to overcome these problems

Prior to prolonged contact with Europeans around the end of the eighteenth century, Māori society was characterised by:

Hypothesis One:

•All land collectively (hapū) owned

•Leadership by consent of the people

•Ventures began and ended at the Marae

The transformation of Māori social relationships and institutions after European colonisation

Hypothesis One: The ability of missionaries to treat European diseases with medicines out of bottles indicated a European god with highly desirable powers;god with highly desirable powers;

• Growing acceptance of Christian beliefs undermined traditional Māori leadership, placing the priest alongside ariki and rangatira and elevatingeven former slaves who could read scripture beyond their former station;


Hypothesis One:• The ability of missionaries to treat European diseases with medicines out

of bottles indicated a European god with highly desirable powers;

Growing acceptance of Christian beliefs undermined t diti l Mā i l d hi l i th i t traditional Māori leadership, placing the priest alongside ariki and rangatira;


Hypothesis One:As European influence increased a Treaty with Britain was introduced giving the Crown the right to establish a government as a means of controlling European activities while promising the protection of lands, sea and forest resources, and traditional authority and customs of Māori.

The Present

• Much land paralysed by multiple shareholding

Hypothesis One:

• Tikanga of hui replaced by majority vote

• Tikanga of mana tangata still largely intact

The Future – Scenario One

Hypothesis One: • Land paralysed by multiple shareholding

• Leadership by statutory bodies• Leadership by statutory bodies

• The Marae disused and desolate

Consideration of the differences between Māori and Pākehādecision making models shows where the protocols of tikanga decision making models shows where the protocols of tikanga and legislated structures can be in conflict.

Tikanga Pākehā Meeting Procedure

Resolution

formulated

Meeting

discusses

Meeting

votes on

Public

discussion

Tikanga Pākehā Meeting Procedure

Hypothesis One:

by proposer resolution resolution follows

Idea or Hui called Discussion Resolution

The progress of a traditional hui almost completely reverses the Pākehā model.

Idea or

Proposal

Floated

Hui called

and

established

Discussion

until

consensus

Resolution

formulated

by hui

Tikanga Māori Hui Procedure

The Future – Scenario Two

Hypothesis One: • Land productive and providing surpluses

• Leadership a consquence of tikanga• Leadership a consquence of tikanga

• Marae the focus of culture and business

The People Want Scenario Two

• There is a set of common values (tikanga)There is a set of common values (tikanga)

• There is a set of common objectives

• The expectations on leaders are very highp y g

• People want to identify as whānau and hapū

TTiTikTikandkanga Māori •Tikanga•Mana

Customary lawHonour – bestowed and earned

•Whakapapa•Wairuatanga•Kaumatuatanga

Common ancestryThe integrated spiritual worldElders providing community leadership

Hypothesis One:

•Utu•Kaitiakitanga•Whakawhanaungatanga

Ensuring balance and harmonyProtecting what has been givenStrengthening family bondsg g

•Manaakitanga•Whakarite Mana•Hui

g gGenerosity in all interactionsMaking agreements workFull participation in decisionsp p

Contemporary Māori Values

Hui

Support For Core Values

Kaitiakitanga

Manaakitanga

Whakarite Mana

Hypothesis One:

Utu

Whakawhanaungatanga

Kaitiakitanga

Whakapapa

Wairuatanga

Kaumatuatanga

Tikanga

Mana

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

The Common Objectives Objectives

•Investments well managed •People employed for their ability

•Honest, ethical governance

•Capable managers

•Government actually helps

•Tikanga is upheld

Hypothesis One:•Good information and analysis of investments

•Shareholders are informed and participate

Research consistently shows that these are the real interests of Māori whānau and hapū.

The theory is that the way that Māori business people identify their self interest is naturally The theory is that the way that Māori business people identify their self interest is naturally aligned with these objectives, and can be reinstated through education at whānau and hapu level, achieving a shared language of business and commitment to the objectives.

Whakapumau Te Mauri

The education programme involves a number of distinct stages:

Powhiri for participants and facilitators.

Wh k hā tWhakawhānaungatanga.

Hangaia Te Kaupapa.

Survey of values of participants

Hypothesis One:

Situation Analysis

Worst Case Scenarios

Kowhai Raparapa

Action Planning

Difficult Situations

Negotiation TechniquesNegotiation Techniques

Analysing Maori Organisations

Capabilities of Trustees, Directors and Executives

Whakapumau Te Mauri


Whakawhānaungatanga.

Hangaia Te Kaupapa.


Situation Analysis

Hypothesis One:

Situation Analysis


Kowhai Raparapa

Action Planning


Negotiation Techniques

Analysing Maori Organisations


Whakapumau Te Mauri


Whakawhānaungatanga.

H i T KHangaia Te Kaupapa.


Situation Analysis

Hypothesis One:


Kowhai Raparapa

Action Planning


Negotiation Techniques

Analysing Maori OrganisationsAnalysing Maori Organisations


Hypothesis One:

The difference between a Māori theory of successful business and non-Māori theories lies in the way self interest is defined.

The theory of successful Māori business is that The theory of successful Māori business is that Māori self interest is closely identified with whānau and hapū self interest.

There can be wide variation in what Māori id h i h d hi ill consider are their whanau, and this will vary

from situation to situation.

Theory of Successful Māori Businesses

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