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Facts unfolded with coronavirus crisis

Apr 26,2020 - Last updated at Apr 26,2020

Coronavirus crisis made many things clear and unhidden, and it shed the light on the strengths and weaknesses (areas for improvement) in the performance of various institutions. It unfolded several facts, such as:

First: True belonging to the country and inherent loyalty to leadership by citizens.

Second: The disciplined responsible civilised culture of Jordanian citizens with its reflections on their actual behaviour and performance. It is not always true that governments do their best, but people have demands difficult to fulfill.

Third: The professionalism of armed forces and security institutions in managing the crisis as a role model to be benchmarked by government institutions.

Fourth: The real capabilities and skills of officials, re-ranking them on the scale of competencies, and giving clear evidence on the extent to what the current choices are suitable for leadership positions.

Fifth: The big gap between words and deeds. There is a clear need to change the mindset of government management and how to behave and perform collectively.

Sixth: It is no longer correct to describe and portray the citizens as nothing may satisfy them. Definitely, they are not the cause of most of our challenges and problems as officials sometimes are claiming.

Seventh: The importance of supporting and providing the private sector with needed facilities. Actually, the private sector significantly contributes to the country’s position and its competitive advantage globally.

Eight: There is nothing impossible, with will and determination we are able to lead the world in specific field or fields.

Our overall performance of the coronavirus crisis management was outstanding and unprecedented at the international level.

As an area for improvement, I noticed that the only weak link in crisis management as a whole was the performance of some ministries and government institutions. Without mentioning the names, they should improve the way of delivering missions and services and thus their contributions to the overall performance of crisis management at the national level.

Everything is clear and everyone is able to distinguish between good performance and poor performance, regardless of the number of attempts, direct and indirect hints, press conferences held, and press releases published.

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