Tariq Mahmood Awan
Whenever I meet civil servants, the very notion of narcissism comes to my mind. Let’s begin with a pun!
Once, a senior civil servant was cracking insensitive jokes among his junior colleagues. All were hilariously responding except one. Others rebuked the silent one, asking why he did not enjoy it. He must have a poor sense of humor!
The silent one finally replied. I have just resigned from the service.
Hence, most of the civil servants’ jokes are directly proportionate to the quality of their administrative acumen and skills.
Narcissism, in its simplest form, is a personality style characterized by excessive self-admiration, a sense of entitlement, and a lack of empathy for others. While healthy doses of self-confidence are essential, narcissism crosses the line into a pathological pattern of behavior that can negatively impact both the individual and those around them.
However, it’s essential to understand that narcissism exists on a spectrum, ranging from healthy self-esteem to malignant narcissism, a severe form of the disorder characterized by exploitative and manipulative behavior.
Here are some different types of narcissism:
Grandiose Narcissism: This type, often considered the “classic” narcissist, involves an inflated sense of self-importance, grandiose fantasies, and a need for constant admiration. They believe they are superior to others and deserve special treatment.
Vulnerable Narcissism: This type is less obvious but can be equally damaging. They have a fragile self-esteem that relies heavily on external validation. They often feel envious of others and prone to criticism, leading to feelings of shame and anger.
Covert Narcissism: These individuals appear shy and unassuming on the surface but harbor deeply ingrained feelings of superiority and resentment. They manipulate situations to gain sympathy and attention while subtly putting others down.
Malignant Narcissism: This is the most severe form, characterized by a combination of narcissism, antisocial personality disorder, and sadistic traits. They are manipulative, exploitative, and lack remorse for their actions.
Histrionic Narcissism: This type craves attention and excitement and often uses dramatic or theatrical behavior to get it. They may exaggerate their emotions and experiences to be the center of focus.
Somatic Narcissism: Individuals with this type derive their sense of self-worth from their physical appearance and achievements. They are preoccupied with their looks and constantly seek validation for their beauty or physical prowess.
When we amalgamate all the forms of narcissism, it develops the culture of bureaucracy in Pakistan. The recipe has a long history of colonial hangovers, power obsessions, and cultural hypocrisies. Remember, it’s merely a subjective outpouring of negating an exploitative system of bureaucracy. Then these are just some of the types of narcissism, and individuals may exhibit traits from various categories. It’s also crucial to note that diagnosing any mental health condition requires professional expertise. If you suspect you or someone you know might be struggling with narcissism, seeking professional help is crucial for understanding the root of the behavior and developing healthy coping mechanisms.
I am not generalizing all civil servants, as generalizations about entire groups can be dangerous; there’s no denying that the perception of a narcissistic attitude within specific segments of the Pakistani bureaucracy is widespread. This perception is fueled by experiences of citizens encountering arrogance, entitlement, and a disconnect from the public’s needs. While not every bureaucrat exhibits these traits, understanding the potential roots and addressing them is crucial for improving public service and fostering trust.
Bureaucrats might view themselves as superior to the public, deserving of special treatment and unquestioning obedience. This can manifest in dress codes seen as ostentatious, dismissive communication, and a refusal to acknowledge mistakes. Difficulty understanding or caring about the public’s concerns and struggles can lead to apathy and a cold bureaucratic approach. This can be seen in long wait times, unhelpful responses, and a disregard for individual circumstances. Furthermore, seeking constant praise and validation can lead to self-promotion and an unwillingness to accept criticism. This can manifest in public pronouncements highlighting achievements without acknowledging systemic issues. Importantly, using their position for personal gain or to exert undue influence on others can be a hallmark of narcissistic behavior. This can include taking bribes, manipulating rules for personal benefit, or creating unnecessary hurdles for the public.
Understanding the Roots of narcissism is critical. Several factors might contribute to this perceived narcissistic attitude. The colonial culture is the fundamental reason for the bureaucratic narcissism in Pakistan, followed by the weak public orientation of the power system in Pakistan. The inherent power dynamic between bureaucrats and the public can foster a sense of entitlement, especially in a system with limited accountability. If training programs don’t emphasize empathy, public service values, and accountability, it can create a breeding ground for self-serving attitudes. In some cultures, respect for authority figures can be ingrained, potentially leading to a lack of challenge towards bureaucratic behavior.
The Path to Reform is vital and requires cultural and administrative transformation. It requires a multi-pronged approach. Promoting a culture of public service within the bureaucracy and emphasizing empathy, accountability, and responsiveness is critical. This can be achieved through training programs, leadership development, and performance evaluations focused on service quality. Then, these may be the secondary options, as most of these are being carried out. The principle requirement is cultural change, and people must negate and criticize the narcissistic approach of bureaucracy in Pakistan. Then, it is also critical that these should be the people who hold civil servants accountable. Therefore, the political executive must represent the will of the people among federal, provincial, and local governments. Increasing transparency in decision-making, complaint mechanisms, and disciplinary actions can deter misconduct and hold bureaucrats accountable.
Streamlining and strengthening grievance redressal mechanisms can give citizens a voice and ensure their concerns are addressed effectively. Fostering regular interaction between bureaucrats and the public through citizen forums, feedback mechanisms, and community outreach programs can build trust and bridge the gap. Empowering citizens through legal literacy programs and access to information can help them hold bureaucrats accountable and navigate the system effectively.
Combating the perception of a narcissistic bureaucracy in Pakistan is a complex challenge but not an insurmountable one. By addressing the root causes and implementing systemic reforms, the public service can be transformed into a more empathetic, accountable, and citizen-centric institution. This will not only improve public service delivery but also foster trust and strengthen the social fabric of the nation.
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