Vogelman, L. (1990). Reducing Violence in South Africa: The contribution business can make. Research report written for the Centre for the Study of Violence and Reconciliation.
Lloyd Vogelman
Research report written for the Centre for the Study of Violence and Reconciliation, 1990.
Lloyd Vogelman is a founder and former Director of the Centre for the Study of Violence and Reconciliation.
The death of over a thousand people in the last few months in the townships on the Reef, parallels the worst of civil violence in South Africa's history. The loss of life, the destruction of property and thousands of injuries will have an enduring effect on the millions who bore witness to it or were immediate victims. The advent of intense and widespread violence becomes even more tragic considering that the historical moment in South Africa demands negotiation and national reconciliation. This paper, however, does not address the range of causes and the various protagonists involved in the current violence. Rather, I'd like to focus on what business can do to both reduce violence and limit the psychological devastation that results from it.
Business is well-placed to make a significant contribution, not only because of access to capital but also because of an extensive expertise in running organisation and social responsibility programmes. Furthermore, the workplace is a central site where members of the black community who are experiencing the violence, meet daily.
While many companies have responded in a sympathetic manner to the violence their employees experience, in general a shortcoming of the response of business in the Transvaal was that it only took shape after the most extreme violence began. One hopes that the concern about violence will not recede as the violence abates. For any decrease in violence is likely to be short-term. I have no doubt that in the coming months we will see another upsurge of violence as the contestation for power increases and the recession bites deeper.
Business' contribution should ideally range from the political and socio-economic domain to programmes directed specifically at employees. The ambit of assistance is enormous and I will only make a few recommendations.
The Need for a Political Settlement
In a similar vein to the business world, for those working to combat violence, the current political chaos makes it impossible to devise and implement national plans with long-term goals. While policy can be developed in preparation for a post-Apartheid South Africa, it remains abstract until we are faced with the task of implementing it. Thus, the upsurge of crime is not challenged by national anti-crime programmes which are operative over a five year span. Our practical work has short-term vision and involves crisis management.
To begin to move away from the political chaos and towards national reconstruction, a political settlement which safeguards democracy is required as quickly as possible. Business as an organised force is well placed to actively encourage this.
A primary benefit of a democratic South Africa (should we have it) is that it would give us a democratic parliament. South Africa is desperate for as many institutions as possible which open up avenues for non-violent conflict resolution. A democratic parliament is one such vehicle.
Negotiation Skills
One principal reason violence has not plagued the workplace as it has the community, is because conflict resolution in the labour sphere has been institutionalised relatively effectively. Unlike the political realm, the labour arena has two groups (employers and employees) who in most cases can deliver on and who have developed experience in negotiation. This is distinct from the civic and political domain where negotiation politics is new and where local level structures are often not strong enough to enforce accords. Since both business and trade unions have developed sound organisational and negotiation skills, they are well-placed to assist community activists in these areas.
Rebuilding Civic Structures
The above proposal highlights the problem of the disorganisation of community and civic bodies. Part of their disarray can be attributed to the determination of the P.W. Botha government to crush civic structures. By 1987 they had been largely successful in their enterprise. Unfortunately we are now paying the price for this policy, for it is only local level leadership who share a daily life experience with township residents who can assert a disciplined approach to social and political action. The current violence has further disrupted the development of these local level organisations, and business can play a vital role in encouraging their reconstruction.
Safeguarding Neutrality through Consultation
Before outlining specific proposals for the workplace, I am well aware of extreme caution within the business community in implementing such programmes for fear of being labelled partisan by members of the workforce who belong to different political factions which may not have benefited from the assistance provided by a particular company. Obviously if the risks are too great, the implementation of programmes is not feasible. However, assessment of the risks should not be intuitive, it requires extensive consultation with the relevant trade unions. The reason some companies get caught in the middle is because sufficient consultation has not taken place.
Education
If business is to respond appropriately to the violence its employees face, it must educate itself about the nature of the violence and the situational circumstances that surround it. This should be done not only by reading newspapers but also through joint discussions with staff about social issues in the townships. Another useful mechanism is the establishment of joint monitoring teams with trade unions. Such teams also help foster a relationship of trust and common purpose with employee organisations.
Visits to townships is another means of obtaining information about the living experience of employees. It is refreshing to hear about the visit of a number of chief executives to hostels in the townships. Furthermore, there has been serious investigation about the conversion of these hostels into more comfortable living areas. Such transformation is essential considering that hostels were the breeding grounds and starting points for much of the violence.
Flexibility around Working Time
A prime difficulty individuals face when living in war zones is transport and travel. Venturing out frequently results in loss of life. One effect is that individuals fear going to work. At these times, the option of different pay systems needs to be explored. Instead of no work no pay, it may be possible for days off to be deducted from the employee's annual leave.
Regarding working hours, flexibility through, for example, changing shift times can lessen the anxiety workers have about coming to or returning from work. It is important to note that several of the most bloody attacks in the last two months took place in the evening or in the early hours of the morning. Thus different shift times may be consequential in saving lives or avoiding injuries.
Financial Support
Living in communities saturated with violence is costly. Firstly it demands a change of living habits which add to monthly expenses. For instance, individuals may choose to take taxis which are more expensive, rather than travel on trains which are less safe. Rather than buying in bulk from supermarkets and risk losing all their purchases, individuals may buy fewer items from stores which are more costly but closer to their homes.
Financial cost is felt in its most extreme form in damage to houses and their contents. Many employees have worked long and hard to purchase items of furniture only to see it destroyed in seconds. Death too, is costly in South Africa – funeral charges are high. The provision of financial assistance to employees who have had houses damaged or have lost members of their family would go a long way to lessen the trauma that comes with such losses.
Victim Aid Programmes
Medical Aid
Much can be done to assist victimised employees with their medical, psychological and legal problems. With reference to physical injury, the creation of a company medical unit which can deal with both injury and disability stemming from the violence would be of enormous assistance. In addition, schemes which look to provide sheltered employment for employees who have been permanently disabled would be pivotal in improving the quality of life for the disabled who face long-term difficulties. Such measures also communicate to other members of the workforce that the company's concern with them extends beyond the scope of their physical capacity.
Psychological Counselling
The provision of psychological counselling through, for example, the employment of a social worker would help decrease some of the psychological difficulties arising from the violence. Heightened stress can have a significant negative impact on the family. It leads to irritability, conflict and frequently violence in the form of wife battery or child abuse. On an individual level, sleep disturbance, appetite problems, concentration difficulties, anxiety about the welfare of the family and an obsession with developments in the townships are common. Counselling, as well as home visits by the social worker to employees, would make a small contribution in dealing with some of these problems. Furthermore, structured social support helps combat some of the long term symptoms of extreme stress.
Retribution
A psychological problem which impinges on the legal domain is the inability of victims to extract retribution. When retribution has occurred, it has frequently been informal. This is largely the result of the black community's distrust and lack of confidence in the police. Thus individuals take the law into their own hands. One of the features of informal retribution is its excessive and brutal nature. Necklacing has been one tragic example of the politics and psychology of revenge that has gripped South Africa.
To foster the process of judicial retribution, black employees will need encouragement to report their victimisation and they will want to see some results for their trouble. Business, by giving time off or by accompanying the victim in the reporting of an offence, can promote this process. When there is evidence of little progress in the police investigation, management need to inquire as to the reasons for this. Even if such a programme results in only a few offenders being apprehended, it makes two vital points. To employees, that the company is sympathetic about their plight and their desire for retribution. To the police, that they are accountable and that lack of progress is only acceptable if they have exhausted their resources.
Temporary Accommodation
Temporary accommodation for workers who have lost homes or who are unable to return home, is another useful aid. The furnishing of mattresses and a place to sleep are of assistance to employees while they are looking for more permanent accommodation.
Memorial Services
The holding of memorial services at the workplace for employees who have been killed provides an opportunity for workplace friends to mourn their loss. It again intimates that the company respects their employees beyond their working lives.
Conclusion
All these solutions have their problems and their execution involves a lengthy and arduous process. However, the implementation of even a few is likely to make a positive contribution to working relationships. At a broader level they add value to human life and in South Africa we can do with a lot more of that.
© Centre for the Study of Violence and Reconciliation
CSVR is a multi-disciplinary institute that seeks to understand and prevent violence, heal its effects and build sustainable peace at the community, national and regional levels.
