8. CHAPTER ONE: Performing - Criteria for Measuring ANC Governance since the end of Apartheid

Performing is visible confirmation or proof of growth maturity and the end result of successful progression through the growth and development phases.


Performing is the product of two equally important processes, namely:

•        Normalising human behaviour; ensuring that officials work together and interact in a manner that is conducive to productivity and service delivery.

•        Institutionalising strategic directives and other guidelines to direct work and decision-making; ensuring that strategic directives are visible in the work of all officials down to the lowest organisational tier.

 

Important: Normalising and institutionalising are key elements of a process of professional management of human behaviour and work processes.

•          KEY POINTS:

o      Performing is the end result or proof of successful progression through the growth and development process.

o      Performing is the product of successful management of people and work processes.

7. CHAPTER ONE: Institutionalising Phase: Criteria for Evaluating ANC Governance -- Mandela to Zuma

Institutionalization refers to a process whereby the constitution and strategic directives are integrated and aligned with everyday work. It targets work processes and builds on the foundation created during the forming phase. Institutionalization continuously converts strategic directives into action and results.


In the ANC Government setup it could include:

•       Parliament...

o       Cascading strategic philosophies, norms and values, decisions and similar directives to role-players and stakeholders on all levels of Government and ensuring that they understand and interpret them correctly.

o       Delegating responsibility and decision-making powers and creating accountability with Provinces, Departments and other organisational groupings to implement strategic directives.

o       Utilising monitoring and control mechanisms to ensure that delegated responsibilities are carried out in accordance with directives; that directives lead to tangible work plans with implementation commitments; that directives are aligned with the day to day work of staff members on all levels; that philosophies, norms, values and intentions behind directives are visible at customer interface level.

•       Departments and Business Units...

o       Developing strategic plans and business plans derived from strategic directives received.

o       Developing and implementing policies, procedures and other guidelines to ensure configuration of day to day work with strategic and business plans.

o       Aligning performance contracts with strategic and business plans.

o       Implementing monitor and control processes to regulate work in accordance with accepted criteria, norms and values.

o       Making directives work at customer interface level.

•       Individual officers...

o    Displaying emotional commitment to the Constitution, its real meaning and supporting elements such as norms and values.

o    Accepting accountability for goal directed work.

•          Important:

o       If it is not implemented and assimilate with the daily work of officials, the best possible strategic directives will not have noteworthy value. Institutionalisation thus involves cascaded Government strategies to organisational groupings and individuals for them to accept accountability for results and ensure execution.

o       Strategic directives such as policies and programmes cannot be separated from implementation. Plans and programmes must be developed with the constraints associated with implementation/institutionalisation e.g. the lack of technical capacity,   in mind.

 

•          KEY POINTS:

o       Institutionalising focuses on work processes.

o       It entails a course of action whereby the constitution and other directives are entrenched and embedded in everyday work.

o       The institutionalisation process starts at the top. Different organisational levels have different responsibilities to ensure that directives are aligned, integrated and executed.

o       Institutionalising turns plans into action and results.

6. CHAPTER ONE: Norming Phase -- Criteria for Evaluating ANC Governance since 1994

Norming aims at regulating human behaviour and indicates the desired strategy for moving away from storming into a state of maturity. It hinges on “normalising” interaction within and between groups and controlling personal and interpersonal behaviour.



Moving from storming to norming requires a conscious and deliberate decision, backed by unreserved management commitment. This includes:

•       The development and accomplishment (internalisation) of tangible values, norms and strategies aimed at regulating interaction and communication.

•       Understanding conflict and establishing directives aimed at eradicating unhealthy conflict and conformity, promoting healthy conflict, eliminating “inbreeding” of ideas and challenging prevailing thinking.

•       Implementing guidelines for shared leadership and decision-making.

•       Implementing guidelines to maintain trust levels, ethics and integrity.

•       Providing a basis for long-term open and honest relationships between officials.

•       Utilising “reinforcing” or “aversive consequences” to establish required behaviour and discourage undesired actions.

•          KEY POINTS:

o    Norming focuses on human behaviour.

o    It hinges on “normalising” interaction within and between groups and controlling personal and interpersonal behaviour.

o    Moving from storming to norming requires a purposeful decision, backed by unqualified management commitment and well-planned intervention.

 

5. CHAPTER ONE: Storming Phase - Criteria for Evaluating ANC Governance since the end of Apartheid

Second Set of Criteria for Evaluating ANC Governance

Storming entails human behaviour that evolves spontaneously from the formation phase. Although storming is a natural and normal tendency it is necessary to prevent uncontrolled storming. In the adapted Tuckman model, norming is presented as the solution or answer to controlling storming. It represents the desired strategy for further growth and development.



Storming generates a substantial amount of energy and movement. If not channelled in a positive direction, it will be counterproductive to performance. Allowing a storming climate to develop, reinforcing it or merely ignoring it, will result in embedded behavioural patterns or a storming culture. Changing culture takes time and requires well planned effort and intervention.  

The following are indicators of uncontrolled storming:

•         People are inclined to act on sentiment, emotion and feeling, rather than fact and analysis, leading to a lack of objectivity.

•     Unhealthy disagreement is common, resulting in rebelliousness, disrespect for others, emotional outbursts, infighting, rumours, gossip, intimidation and smear campaigns.

Excessive and continuous storming will alienate people from the overall purpose and vision. Personal interests are often put before organisational interests, giving rise to an uncontrolled need for personal gain. Political corruption, i.e. using legislated powers for illegitimate private gain is an “easy and financially viable” route to personal benefit. Persisting with uncontrolled storming, eventually leads to a “free for all”; saying and doing as you please culture, of which the ripple effects smoulders up large sectors of society.

Uncontrolled storming restrains institutionalising efforts and leads to low levels of productivity with subsequent shortfalls in service delivery.

•          KEY POINTS:

o    Storming is a natural and normal tendency in the growth development cycle.

o    It is essential to prevent uncontrolled storming.

o    Excessive and continuous storming will alienate people from the overall purpose and vision, which could lead to self-centred behaviour.

o    Storming can be counteracted by the implementation of norming interventions.

4. CHAPTER ONE: Forming Phase - Criteria for Evaluating ANC Governance since the end of Apartheid

Yardsticks for Evaluating ANC Governance since the end of Apartheid

The information following, paints a picture of the "ideal" characteristics and behaviour  associated with each development phase. Once described this information will serve as yardsticks for evaluating ANC Governance since the end of Apartheid.

The description will start with Phase One, the Forming Phase. It will be followed by
information on Storming, Norming, Institutionalising and Performing, which will be covered as topics of future posts. Clear understanding of the theory underlying the evaluation, is crucial to interpreting the study findings.

 
A DESCRIPTION OF FORMING... The first criterion for evaluating the growth and development of the ANC Government

When a new leader takes office or if the composition of a group changes significantly, a process of forming or reformation, realignment and “start-up” is required. This is a period of interdependency where members look at the leader and more senior members for guidance and direction.

Deep-seated feelings and behaviour during the forming phase include:

•       Members are aware that they could be judged on first impressions and are hence careful of what they say and do.

•       Members feel that sound relationships with the leader and influential members could positively influence their career progression. They say and do things they sense would show their undivided support.     

•       Members support dominant ideologies, ideas and philosophies to show unconditional commitment to the organisation and its course.

•       Members are reluctant to express their real opinions and views, and opt to conform. The leader’s ideas are seldom confronted and challenged.

•       Members’ behaviour could be describes as “obedient”, polite, with apparent openness to other’s ideas. At this stage people tend to keep a low profile, avoid conflict and do not “rock the boat”.

•       Supporting inclusiveness, involvement, consultation and participation is regarded as the “right thing to do”, leading to opening up communication channels with stakeholders and role players.

The forming phase is the most appropriate time for “team building”; clarifying expectations and mobilising members behind a common vision, irrespective of party or group differences. This includes developing or revisiting the constitution to provide a basis for strategic directives e.g. policies, legislation and departmental mandates.

Forming presents favourable opportunities for nation building, which includes creating a feeling with members of different groups that they are “interrelated” (part the same “family”) and “interdependent” (needing each other); showing that everyone’s skills and capabilities are appreciated. This includes “joining, stringing, moulding together” or emotionally uniting people of different background behind the constitution.

There are two equally important factors to any constitution, common vision or purpose statement intended at providing long-term direction, namely:

•         Quality (Q): Is the content relevant? Has it been researched properly?

•         Emotional Commitment (EC): Are people psychologically connected to it? Do they emotionally accept and support it?

A “good” constitution is characterised by a combination of both High Quality (Q) and High Emotional Commitment (EC). Q x EC = Real Purpose i.e. a purpose that can withstand the test of time. A lack of Emotional Commitment to the Constitution (Q x ec) will minimise it resulting in little value for the country and its people.

A constitution reflects a system of fundamental laws and principles that prescribes the nature, functions and limits of government. Emotional Commitment hence implies:

•         Officials unconditionally accepting all fundamental constitutional laws and

      principles, including the Bill of Rights, norms, values, supporting ideologies and 

      culture they represent.

•          A state of mind of putting Government’s goals above personal objectives.

•         Officials assuming accountability to pursue a common goal i.e. the provision of

      excellent services.

Failure to create this mindset, could activate, set in motion or encourage personal objectives and channel energy and effort towards self-centred behaviour.

The necessity to maintain the development of effective and efficient directives, team building and nation building beyond the first phase, is essential. Too often potential long-term benefits of forming are minimised or nullified during the next phase.

 •          KEY POINTS:
 

o    Any new group or group, of which the composition has changed notably, requires forming or reformation.

o    The forming period is characterised by deep-seated feelings and distinctive behaviour such as visible support for dominant ideologies, ideas and philosophies.

o    The forming phase is the most appropriate time for team building.

o    Forming also offers favourable opportunities for nation building. If not fully utilised it could give rise to personal objectives and channel energy and effort towards self-centred behaviour

 

How does ANC  Governance live up  to the characteristics set-out here?
( See future posts)

3. CHAPTER ONE: Blueprint for Evaluating ANC Governance - An Overview of Growth and Development Phases

A Blueprint for Evaluating ANC Governance since the official end of Apartheid

What have been covered in the first 3 posts and what is to follow next?

The first 3 posts provide background to the study.

• Post One: The Rational for the Study
• Post Two: The Choice of Title for the Blog
• Post Three: The Role of the Media in the Study

What follows next?

• This Post (Post Four): A blueprint for Evaluating ANC Governance since the official end of Apartheid. It provides an outline/model for desired Government growth and development.
• Next Post: A detailed description of each phase of the model.

The content of the posts following the above focuses on:

• An indepth evaluation of Government's progress for the specified period. The Model and  its descriptions, will be used as yardstick for evaluation. Each phase will be covered separately. (The evaluation will reveal that the ANC Government stagnated in its growth. The situation has not been rectified yet.  This has led to a Storming Culture in Government. Furthermore strategies, plans and programmes developed by Government were not Institutionalised sufficiently. Consequently, Government never reached its end result, namely Performing).
• Further post also deals with the Consequences of Growth Stagnation for South Africa.
• The last part of the study contains a plan for transforming, including reconstitionalising  the ANC Government.

A Blueprint for Evaluating ANC Governance since the official end of Apartheid


The theoretical foundation of this part of the study takes (1) Tuckman’s philosophy on group development and growth as a point of departure. His underpinning viewpoints were maintained, but his model was taken one step further to provide for institutionalisation as a key growth phase. The characteristics of the phases were also adapted to ensure complete relevance.     

Tuckman claims that groups, similar to individuals experience stages of growth and development. They mature from formation, through various stages to maturity, provided certain positive management action is taken.

The next few posts deal with a description of the underlying theory of the growth and development phases. This is followed, by a perceptual evaluation of Government’s growth and development since the official fall of Apartheid. The theoretical basis serves as benchmark for organising, classifying and assessing media reports.

A few references to Tuckman’s work:

http://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&cad=rja&sqi=2&ved=0CC8QFjAA&url=http%3A%2F%2Fwww.amazon.com%2FPlayers-Teamwork-Completely-Updated-Revised%2Fdp%2F0787998117&ei=-g2FUIedGYWChQea0oHoDA&usg=AFQjCNHPr4sqYDtvAy1HyOQK6fBnFNuOLA&sig2=smz7Nn3QElt48hBuPPJIzg

http://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&cad=rja&sqi=2&ved=0CD8QFjAA&url=http%3A%2F%2Fwww.businessballs.com%2Ftuckmanformingstormingnormingperforming.htm&ei=IwyFUIWYCdOzhAfwi4G4BA&usg=AFQjCNFk3SqV7wQ5I-JOTj3bjhM8l1I5hw&sig2=JclrK9O2Scr58Y1wuuDXjA

http://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=2&cad=rja&sqi=2&ved=0CEkQFjAB&url=http%3A%2F%2Fwww.teambuilding.co.uk%2FForming_Storming_Norming_Performing.html&ei=IwyFUIWYCdOzhAfwi4G4BA&usg=AFQjCNFeEuVpZtvKAVUBuQ96zNM5TDr2NA&sig2=FrQj5Km59MNwuHDneV5jjQ

http://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=3&cad=rja&sqi=2&ved=0CFEQFjAC&url=http%3A%2F%2Fwww.the-happy-manager.com%2Farticles%2Fteamwork-theory%2F&ei=IwyFUIWYCdOzhAfwi4G4BA&usg=AFQjCNGU2WbsgnyYdKAAiFak3soxf4W3Ag&sig2=hAjyK6mkEkHuT0c3XcYtIA

http://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=3&cad=rja&sqi=2&ved=0CEEQFjAC&url=http%3A%2F%2Fwww.charlottefhughes.com%2F2012%2F03%2F&ei=-g2FUIedGYWChQea0oHoDA&usg=AFQjCNGq5g6VC7DstfQro_T56IGuRIWmGQ&sig2=iJvg9L9HqSTUC1zXn3Cktw

http://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=7&cad=rja&sqi=2&ved=0CGUQFjAG&url=http%3A%2F%2Fwww.glennparker.com%2F&ei=-g2FUIedGYWChQea0oHoDA&usg=AFQjCNHcGEchFNuPQbOXTOph0riCy6JDow&sig2=nfjeWQdYSIcdeA3azRcPxg

http://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=8&cad=rja&sqi=2&ved=0CG0QFjAH&url=http%3A%2F%2Fblog.shrmatlanta.org%2Ftag%2Farticle%2F&ei=-g2FUIedGYWChQea0oHoDA&usg=AFQjCNGAKsAddEeRorjICduFRbIFhy0e5w&sig2=7Bac1mAIPaiG7-I5zNjThw

http://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=10&cad=rja&sqi=2&ved=0CHsQFjAJ&url=http%3A%2F%2Fwww.greatleadershipbydan.com%2F2009%2F12%2F8-team-development-models.html&ei=-g2FUIedGYWChQea0oHoDA&usg=AFQjCNELpDWPDNDiTVrj_g8GiGFxx-TuLg&sig2=BEroG9RCtvEQXOIQs8D1ww

http://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=12&cad=rja&ved=0CDcQFjABOAo&url=http%3A%2F%2Fwww.scribd.com%2Fdoc%2F26445961&ei=2A6FUNrfIIi3hQe8iYDYDA&usg=AFQjCNEZltpknX_Ju01V4mB8bJRuSHeRsA&sig2=uKxourJSvZsZD11lRcQtvQ

http://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=15&cad=rja&ved=0CEwQFjAEOAo&url=http%3A%2F%2Fchangingwinds.files.wordpress.com%2F2010%2F10%2Fa-resource-guide-to-leadership-and-learning.pdf&ei=2A6FUNrfIIi3hQe8iYDYDA&usg=AFQjCNGNcyXDuSA2_G2WiNYPQNIhUydGOQ&sig2=Vy7N-KHO9aqarBJGwP2d8A

http://books.google.com/books?id=Ms9d2JcCZOMC&pg=PA356&lpg=PA356&dq=Tuckman,+in+his+book+%E2%80%9CTeam+Players+and+Teamwork%E2%80%9D&source=bl&ots=LC2jaWNG_C&sig=tZTlvBEwxuskkyFjSDujjIWLsvI&hl=en&sa=X&ei=2A6FUNrfIIi3hQe8iYDYDA&ved=0CFEQ6AEwBTgK


“Performing” is the final product of a deliberate growth and development process.

Forming, norming and institutionalising are regarded as essential phases, laying the basis for performing. Storming is a natural instinctive process that needs to be controlled and harnessed. If left unrestrained, storming will over the long-term produce catastrophic effects. Lack of control over storming will cause it to spiral out of control with its negative consequences impeding productivity. Norming counteracts and regulates storming and establishes healthy conflict. The norming process provides structure and order and ensures disciplined behaviour. It plays a twofold role namely, to prevent excessive storming to occur and to fight it should it crops up. Institutionalising deals with the processes required to align and integrate strategic directives with day to day work processes.

Progression through the phases follows a predictable sequence. It is not possible to pinpoint the conclusion of any specific phase and commencement of another.

Information contained in further posts, includes a comparison of Government’s activities and behaviour since 1994 to the characteristics of the four phases. It will reveal Government’s current dominant phase and stage of growth maturity.

 KEY POINTS:

• Groups, including governments, mature from formation, through various stages to maturity, provided certain positive management action is taken.
• The study is a perceptual evaluation of growth and development in the South African Government, since 1994.
• Integrating media reports with the theoretical framework, will uncover Government’s current dominant phase and stage of growth maturity.



2. CHAPTER ONE: The Role of Media Reports in the Case Study

The study is a manifestation of news items, portraying ANC Governance through the eyes of the media. It could serve as a mirror reflecting the converged observations of the media i.e. a categorize outline of what they perceive South Africa and the rest of the world MUST know about the ANC Government.

South Africans often start their day with the morning news or front page of a newspaper and conclude it with the late night news. Newspapers, television channels, radio stations, electronic media sources and other information media work 24/7 to satisfy an insatiable and often greedy “need to know”; keeping the public informed in a surveillance-type way on the “what, who, where, when, why and how” of the ANC Government .
In a democracy, the unimpeded flow of information, ideas and opinions is not only necessary and crucial, but also a fundamental human right. The media as watchdog of political democracy does excellent work to feed its target audience with what it MUST know.
 
Media Sources:

http://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&cad=rja&sqi=2&ved=0CB0QFjAA&url=http%3A%2F%2Fwww.ehow.com%2Finfo_8219489_role-print-media-society.html&ei=7zSJUKibMo2XhQe52IGYCA&usg=AFQjCNEU5cQvssRExOkHYVDM2hEf1fpPtw&sig2=cOLzyA3eFFA3H-W_L63aPg

http://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&cad=rja&ved=0CCgQFjAA&url=http%3A%2F%2Fwww.india-forums.com%2Fforum_posts.asp%3FTID%3D1358274&ei=sDWJUKK7FsGnhAfzwIDoCA&usg=AFQjCNELNkJqbUWqB4dVt0WJJwklZ2dKwQ&sig2=jY2Fl1sM8t0kNWwygmW7yw

http://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=11&cad=rja&ved=0CDQQFjAAOAo&url=http%3A%2F%2Fwww.kas.de%2Fwf%2Fdoc%2F4212-1442-2-30.pdf&ei=LTeJULTICcWIhQfDx4H4Bg&usg=AFQjCNEEq4BCmVDhDghCC3TgsGUkDRvjxg&sig2=6OEbdAj-_Vkmu0pefNod-w

 

This publication is in essence a media study, with information from local and international sources integrated into a theoretical framework, which provides focus and facilitates classification. It also allows media reports to “speak” in a systemized manner, through the theoretical base.

Government actions and behaviour determine the nature of information the media conveys to the public. Positive behaviour, typical to the early days of the “New South Africa”, inspires “positive” news items. Negative behaviour such as corruption, bribery, poor service delivery, in-fighting, shortcomings in education, failure in health services, inevitably brings about “negative” reports.

The information inputs of the study represent a combination of popular “hard copy” and web-based news papers, news broadcasts, electronic news media, news journal programmes, web-based information banks and actuality reports.

 

 

 

 

1. CHAPTER ONE: Scavengers of ANC Governance

Scavengers of ANC Governance -- The Choice of Title:

 Image from: Fotosearch.com

1. An article by Zwelinzima Vavi, Cosatu Secretary General, prompted the choice of  title:

 Article in News 24 – August 26, 2010: Hyenas in Feeding Frenzy – Zwelinzima Vavi, Cosatu Secretary General
 

 http://www.google.co.za/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&cad=rja&sqi=2&ved=0CB4QFjAA&url=http%3A%2F%2Fwww.news24.com%2FSouthAfrica%2FPolitics%2FPolitical-hyenas-in-feeding-frenzy-20100826&ei=LfuDUMCUKYi5hAfDyYCQDA&usg=AFQjCNGn9ZGuC9yb27mITD3jwBdYWkHAMw&sig2=N9loQyKW-evDaXA1eK8D5g

Cosatu secretary general Zwelinzima Vavi pulled no punches when he launched a scathing attack against the country's “corrupt political elite” on Thursday, saying they are turning the country into a “full-blown predator state”.
Vavi singled out the “scandalous” ArcelorMittal transaction in which family members and friends of President Jacob Zuma controversially received millions or Rands worth of shares in the valuable Sishen mine.

“We're headed for a predator state where a powerful, corrupt and demagogic elite of political hyenas are increasingly using the state to get rich,” said Vavi. Just like the “hyena and her daughters” eat first in nature, the “chief of state's family eats first” in this predator state.

“We have to intervene now to prevent South Africa from becoming a state where corruption is the norm and no business can be done with government without first paying a corrupt gatekeeper,” Vavi said at a media conference at Cosatu House in Johannesburg.

Workers are angry

Ministers who drive in luxury German cars and whose children attend private schools, should best remain silent.  “That green book (ministerial handbook) which gives ministers the right to stay in the Mount Nelson hotel – the workers know about this and they are angry.”

Can't support the corrupt

While Cosatu is not in favour of self regulation in the printed press, “we can't lend blind support to something which will give the corrupt a place to hide”, said Dlamini.

Cosatu also decided against supporting all ANC candidates without question in next year's election.  “We refuse to hold campaigns for a thief or incapable, lazy people who only make themselves available for their own benefit,” said Vavi.

Conclusion:

•     The article in general, Vavi’s attack on corrupt official and his reference to South Africa as a “predator state”, suggest a scavenging culture in Government.

•     The following statement, taken from the article, prompted the choice of study title in the first place: “We're headed for a predator state where powerful, corrupt and demagogic elite of political hyenas are increasingly using the state to get rich. Just like the ‘hyena and her daughters’ eat first in nature. The chief of the state's family ‘eats first’ in this predator state.

 

2. Another Perception Prompting the Choice of Title

Government deals with millions, billions and milliards of Rands entrusted to them.            

The processes and efforts to ensure good corporate governance must be commensurate

and appropriate to the actual value of the money. 

The study shows an unbalance between the monetary value of budgets and Government’s efforts and readiness to protect money as a reliable custodian should do.
This apparent incongruence turns large sums of money into an everyday commodity or “scavenge” item, up for grabs.

Figure 1: Process Incongruence


Image from: FotoSearch.com

The Effect: 
 
Corrupt Government officials are perceived to “descent” upon all ill-protected money like scavengers. Funds, irrespective of whether earmarked for pension for the elderly, providing desperately needed medical care, fighting HIV/AIDS, rendering basic services or building houses for the homeless, are clutched away.

Millions of Rands are “scavenged” from those who really need it. 
“Scavengers” are inherently self-centred, feeding their own selfish needs, with little or no compassion to serve the country and its people. Scavenging is “infectious”. It spreads and flourishes in an environment where management systems and processes are weak, inadequate and inefficient.