Tuesday, October 15, 2024
"Triple hat-trick" Remains an Extraordinarily Rare and Elusive Occurrence
A "triple hat-trick" in cricket refers to an extraordinary achievement where a bowler takes four wickets in four consecutive deliveries.
While the term "hat-trick" typically refers to taking three wickets with three successive balls, a "triple hat-trick" extends that by one more ball and wicket.
It is an extremely rare feat in cricket due to the difficulty of dismissing four batsmen in as many consecutive deliveries.
Some people may informally use the term "triple hat-trick" to describe even more consecutive dismissals (e.g., five wickets in five balls), but technically, the term applies to four in four.
No cricketer has ever officially achieved a "triple hat-trick" (four wickets in four consecutive deliveries) in an international match.
However, there have been several instances where bowlers have come close by taking hat-tricks or even four wickets in five balls.
Here are a few notable achievements related to multiple wickets in short spans:
Lasith Malinga (Sri Lanka):
Malinga took four wickets in four balls against South Africa in the 2007 ICC Cricket World Cup.
This is one of the most famous examples where a bowler came close to achieving a "triple hat-trick," as he dismissed four South African batsmen in consecutive deliveries (two at the end of one over and two at the beginning of the next).
Curtly Ambrose (West Indies):
While Ambrose did not take four consecutive wickets, he once took seven wickets for just one run in a devastating spell against Australia in 1993, though these were not all on consecutive deliveries.
While the feat of four in four deliveries has happened in other formats or lower-level cricket, the "triple hat-trick" remains an extraordinarily rare and elusive occurrence in top-level international matches.
While the term "hat-trick" typically refers to taking three wickets with three successive balls, a "triple hat-trick" extends that by one more ball and wicket.
It is an extremely rare feat in cricket due to the difficulty of dismissing four batsmen in as many consecutive deliveries.
Some people may informally use the term "triple hat-trick" to describe even more consecutive dismissals (e.g., five wickets in five balls), but technically, the term applies to four in four.
No cricketer has ever officially achieved a "triple hat-trick" (four wickets in four consecutive deliveries) in an international match.
However, there have been several instances where bowlers have come close by taking hat-tricks or even four wickets in five balls.
Here are a few notable achievements related to multiple wickets in short spans:
Lasith Malinga (Sri Lanka):
Malinga took four wickets in four balls against South Africa in the 2007 ICC Cricket World Cup.
This is one of the most famous examples where a bowler came close to achieving a "triple hat-trick," as he dismissed four South African batsmen in consecutive deliveries (two at the end of one over and two at the beginning of the next).
Curtly Ambrose (West Indies):
While Ambrose did not take four consecutive wickets, he once took seven wickets for just one run in a devastating spell against Australia in 1993, though these were not all on consecutive deliveries.
While the feat of four in four deliveries has happened in other formats or lower-level cricket, the "triple hat-trick" remains an extraordinarily rare and elusive occurrence in top-level international matches.
Sunday, October 13, 2024
Nominating Visually Impaired Candidate in an Election - Inclusiveness or Political Exploitation
Nominating a visually impaired candidate in an election is a progressive move that reflects inclusivity and a commitment to diversity.
However, such a decision comes with both pros and cons and if the person is voted in, certain preparations will be necessary to ensure they can fulfill their role effectively.
Pros
1. Promotes exclusivity and representation:
Nominating a visually impaired person sends a powerful message about the importance of diversity in politics. It highlights the value of providing representation to people with disabilities and shows that barriers to participation can be overcome.
2. Advocacy for disability rights:
A candidate with firsthand experience of living with a disability is likely to be a strong advocate for policies that support the disabled community. This could lead to more inclusive public policies and improvements in accessibility across the country.
3. Challenges societal biases:
Electing someone with a visual impairment can help shift public perceptions about the abilities of disabled individuals. It demonstrates that leadership and governance are not limited by physical limitations but rather by intellect, vision, and dedication.
4. Encourages broader participation:
This decision can inspire other marginalized groups, including people with disabilities, to engage in politics and public service, knowing that their conditions do not prevent them from holding office.
Cons
1. Public perception and prejudice:
There may still be some level of societal prejudice or skepticism about whether a person with a disability can effectively perform the duties required of a politician. Some voters may have concerns about their capacity to engage with certain tasks or represent them fully.
2. Accessibility and adaptability challenges:
Government offices and public spaces might not yet be fully accessible, making it difficult for the candidate to navigate their role. This could present a logistical challenge unless sufficient accommodations are made in advance.
3. Communication barriers:
While a visually impaired politician may be highly capable, communication and document access (especially in non-digital formats) could be a challenge. This may limit their ability to interact with certain information channels or constituents who rely on written materials.
4. Political exploitation:
In some cases, there may be criticism or accusations that the party is using the visually impaired candidate as a token gesture to garner votes from sympathetic voters, without real consideration for their policies or leadership.
Preparations if the Candidate is Elected
1. Assistive technology and equipment:
The candidate will need access to technologies such as screen readers, braille displays, and voice recognition software to handle written documents, emails, and other correspondence. Offices should be equipped with these assistive devices.
2. Personal assistant or accessibility officer:
A dedicated assistant could help with tasks that require visual perception, such as navigating large gatherings, interpreting non-verbal cues, or managing documents in meetings.
3. Accessible infrastructure:
Government buildings, offices, and public spaces should be equipped with accessible infrastructure, including ramps, tactile guidance paths, and accessible restrooms, to ensure mobility and independence for the candidate.
4. Specialized training for staff:
The candidate’s staff may need training on disability awareness and how to support their boss effectively, ensuring smooth communication and office functioning.
5. Public outreach adaptations:
The visually impaired politician may rely more on radio, social media, and voice-based platforms for outreach, so extra emphasis may be needed on digital and auditory forms of communication when connecting with the public.
6. Parliamentary procedures and materials:
If elected to parliament, provisions should be made for accessible versions of legislative documents, motions, and reports. Parliamentary sessions may also need adjustments in how visual presentations are handled during debates.
However, such a decision comes with both pros and cons and if the person is voted in, certain preparations will be necessary to ensure they can fulfill their role effectively.
Pros
1. Promotes exclusivity and representation:
Nominating a visually impaired person sends a powerful message about the importance of diversity in politics. It highlights the value of providing representation to people with disabilities and shows that barriers to participation can be overcome.
2. Advocacy for disability rights:
A candidate with firsthand experience of living with a disability is likely to be a strong advocate for policies that support the disabled community. This could lead to more inclusive public policies and improvements in accessibility across the country.
3. Challenges societal biases:
Electing someone with a visual impairment can help shift public perceptions about the abilities of disabled individuals. It demonstrates that leadership and governance are not limited by physical limitations but rather by intellect, vision, and dedication.
4. Encourages broader participation:
This decision can inspire other marginalized groups, including people with disabilities, to engage in politics and public service, knowing that their conditions do not prevent them from holding office.
Cons
1. Public perception and prejudice:
There may still be some level of societal prejudice or skepticism about whether a person with a disability can effectively perform the duties required of a politician. Some voters may have concerns about their capacity to engage with certain tasks or represent them fully.
2. Accessibility and adaptability challenges:
Government offices and public spaces might not yet be fully accessible, making it difficult for the candidate to navigate their role. This could present a logistical challenge unless sufficient accommodations are made in advance.
3. Communication barriers:
While a visually impaired politician may be highly capable, communication and document access (especially in non-digital formats) could be a challenge. This may limit their ability to interact with certain information channels or constituents who rely on written materials.
4. Political exploitation:
In some cases, there may be criticism or accusations that the party is using the visually impaired candidate as a token gesture to garner votes from sympathetic voters, without real consideration for their policies or leadership.
Preparations if the Candidate is Elected
1. Assistive technology and equipment:
The candidate will need access to technologies such as screen readers, braille displays, and voice recognition software to handle written documents, emails, and other correspondence. Offices should be equipped with these assistive devices.
2. Personal assistant or accessibility officer:
A dedicated assistant could help with tasks that require visual perception, such as navigating large gatherings, interpreting non-verbal cues, or managing documents in meetings.
3. Accessible infrastructure:
Government buildings, offices, and public spaces should be equipped with accessible infrastructure, including ramps, tactile guidance paths, and accessible restrooms, to ensure mobility and independence for the candidate.
4. Specialized training for staff:
The candidate’s staff may need training on disability awareness and how to support their boss effectively, ensuring smooth communication and office functioning.
5. Public outreach adaptations:
The visually impaired politician may rely more on radio, social media, and voice-based platforms for outreach, so extra emphasis may be needed on digital and auditory forms of communication when connecting with the public.
6. Parliamentary procedures and materials:
If elected to parliament, provisions should be made for accessible versions of legislative documents, motions, and reports. Parliamentary sessions may also need adjustments in how visual presentations are handled during debates.
Overall, this move promotes equity and sends a strong message about the possibilities of leadership for all citizens, regardless of physical ability, provided the right infrastructure is in place to support them.
Friday, October 11, 2024
Meritocracy in Leadership Appointments.
The recent appointment of a former Sri Lanka Air Force chief as the Chairman of Airport and Aviation Services (Sri Lanka) (Private) Limited, the state-run airport management company, has been the subject of much debate.
While it may seem like a newsworthy event, in reality, it follows a long-established pattern of selecting top military personnel for civilian roles.
This practice, however, raises several questions.
First, the company is registered as a "Private" entity, yet government influence over decision-making appears as strong as ever.
How private can it truly be when the government retains control over its leadership appointments?
More troubling is the broader implication of bringing in an outsider, someone who, while distinguished in his chosen field, is not very familiar with the intricacies of managing a specialized organization like Airport and Aviation Services.
Why isn't there a system in place to groom leaders from within the company?
Many successful private sector companies invest in the training and professional development of their employees, ensuring that when a top position becomes vacant, there are capable candidates ready to step in.
This not only maintains continuity but boosts morale and productivity by demonstrating a clear path to career progression.
When employees know that their hard work and commitment can lead to leadership roles, it creates a sense of motivation and loyalty.
On the other hand, if the top positions are seen as reserved for outsiders, often with political connections, any sense of fairness and meritocracy within the organization is lost, and morale inevitably suffers.
So, why hasn’t such a career development program been implemented in these state-linked enterprises?
One possibility is that these leadership roles are intentionally kept available for political appointees, ensuring a means of rewarding loyalists and “back-scratchers.”
Another possibility is that even within the organization, political influence has played a role in staffing, leading to a workforce that may not have the skills or merit to rise through the ranks.
Regardless of the reason, the end result is the same: inefficiency and frustration among capable individuals within the organization.
If the goal is to truly manage this company like a private enterprise, it’s time to abandon the old patterns of political patronage and establish a genuine system of career development and progression.
This would not only empower employees but also help the organization thrive in a competitive, global aviation industry.
While it may seem like a newsworthy event, in reality, it follows a long-established pattern of selecting top military personnel for civilian roles.
This practice, however, raises several questions.
First, the company is registered as a "Private" entity, yet government influence over decision-making appears as strong as ever.
How private can it truly be when the government retains control over its leadership appointments?
More troubling is the broader implication of bringing in an outsider, someone who, while distinguished in his chosen field, is not very familiar with the intricacies of managing a specialized organization like Airport and Aviation Services.
Why isn't there a system in place to groom leaders from within the company?
Many successful private sector companies invest in the training and professional development of their employees, ensuring that when a top position becomes vacant, there are capable candidates ready to step in.
This not only maintains continuity but boosts morale and productivity by demonstrating a clear path to career progression.
When employees know that their hard work and commitment can lead to leadership roles, it creates a sense of motivation and loyalty.
On the other hand, if the top positions are seen as reserved for outsiders, often with political connections, any sense of fairness and meritocracy within the organization is lost, and morale inevitably suffers.
So, why hasn’t such a career development program been implemented in these state-linked enterprises?
One possibility is that these leadership roles are intentionally kept available for political appointees, ensuring a means of rewarding loyalists and “back-scratchers.”
Another possibility is that even within the organization, political influence has played a role in staffing, leading to a workforce that may not have the skills or merit to rise through the ranks.
Regardless of the reason, the end result is the same: inefficiency and frustration among capable individuals within the organization.
If the goal is to truly manage this company like a private enterprise, it’s time to abandon the old patterns of political patronage and establish a genuine system of career development and progression.
This would not only empower employees but also help the organization thrive in a competitive, global aviation industry.
Thursday, October 10, 2024
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