GOOD governance, also known as humane governance, has to do with management of the people’s business within the confines of laws, international conventions, charters and time-honoured principles, tempered by respect for the people.

President David Granger is known to express his thoughts on matters impacting Guyanese and decisions taken by the state and government, irrespective of tier, by calling for a humane approach in doing things. For quite some time this thought, much less expressed view, was absent or played minimal part in influencing decisions.

It cannot be over-emphasised that all Guyanese, irrespective of historical experiences, have more in common with what unite us. It redounds to the strengthening of nationhood when attention is paid to our commonalities. As such, it would be difficult to find amongst us anyone who does not want to be treated humanely, including those who act inhumanely to others.

It is often overlooked that in making decisions or what is being said, what the person first registers is the tone/treatment being meted out and from this would flow acceptance or rejection. Colloquially said, it is not what you do but how you do it. Within recent weeks, President Granger weighed in on the relocating of Georgetown vendors and called for the matter to be handled humanely.

In his Weekly Public Interest programme broadcast on 9th September, he said: “I would urge the City Council to deal with these issues in a humane manner, at the same time ensuring that before any move is made, any action is taken, there is an alternative.”

APNU+AFC councillor Andrea Marks also took a similar approach at the Council’s statutory meeting on 13th September, where in expressing the need for City Hall to do its work, called on her colleagues and the town’s administration to, “let’s do it in the right way.”

Another issue the President spoke to is the less-than-humane treatment meted out to NCN staff, Natasha Smith and Jocelle Archibald-Hawke. Ms Smith’s issue surrounded her pregnancy and the latter was disciplined for expressing an opinion, for which an apology was requested and made, but was found not to be to management’s satisfaction.

Another noted public pronouncement on pursuing the humane approach came recently from Vice- President and Minister of Public Security, Khemraj Ramjattan. New prison officers were charged by him to seek “balance between security and control in the prisons on the one hand, but maintain humanity and justice on the other.”

He went on to say, “It is very important that we know the two hands as it were. Proper balance between security and control and humanity and justice is very vital for a public service that is as vital in the public security sector.”

What is encouraging is that should the charge be enforced, it could minimise conflicts in the prison population, which adversely affect the society. Andrew Coyle’s handbook, ‘A Human Rights Approach to Prison Management’ (2nd edition) notes that human rights are an integral part to good prison management, not only because it is the right thing to do, but because it works in ensuring operational efficiency and stable relations between staff and inmates.

When society sees officials, elected and appointed, are placing emphasis on humane governance such are encouraging signs in responding to calls to make the political culture receptive to and respectful of the people. It breathes life into the society and its motto, “One People, One Nation, One Destiny.”

Many can recall the truism instilled in us from young to ‘do unto others as you’d like them to do unto you.’ This is the principle that not only informs religious thinking, but underpins human rights declarations and laws. There is an abundance of literature and best practices on humane governance and management and in the technological age such are easily accessible.

Treating each other humanely ought not to be reliant on status in society — social, economic, or political — but because it is the decent thing to do and necessary for establishing and maintaining human relations sans conflicts. It is also the making of good politics/ management to avoid internecine, confrontational relations with the very people relied on for support and success.