![of the 40th Regiment lay on the side the defenders chose for their
escape, the first under a bank sheltering them from the fire from the
pa. It is almost incredible that, before any one had gathered the
significance of what was going on, the Maori jumped over the heads
of the first line, and walked through the second line.
The war correspondent of the Auckland Southern Cross wrote of this
extraordinary happening: "The cry was heard that the rebels were
escaping, and a scene baffling description ensued. General Cameron,
Brigadier-General Carey, aides and gallant colonels of the staff were
rushing about to warn and gather men from the sap.... This
occupied minutes, and all this time not a man of the 40th appears to
have seen the Maori, who must have jumped over the heads of the
soldiers lining the road cut out of the steep embankment, and so
passed into the swamp and Ti-tree scrub, wounding two or three of
the 40th as a remembrance of their passing."
The Maori must have escaped unharmed, had it not been for a small
corps of colonial cavalry, who, led by Captains Jackson and Von
Tempsky, worked round the scrub and inflicted great loss upon the
natives as they emerged. Owing to the blunder, Rewi escaped along
with numbers of his countrymen.
The scene was now suddenly shifted to the Tauranga district on the
east, in the neighbourhood of the Bay of Plenty. The Maori here had
nothing to do with the quarrel, but emissaries from the Waikato had
constantly approached them, and many of the tribes were deeply
disaffected. No great distance separated the two districts; Wiremu
Tamihana owned considerable land in the Tauranga country, and, it
was well known, the Tauranga men had materially helped their
western neighbours. Fortunately, the Arawa tribes, which had an
immemorial feud with the Waikato,[66] took our side and, led by
Captain McDonnell of the Colonial Forces, defeated the tribes of the
Rawhiti at Maketu. A week later this initial success was forgotten in
view of the disaster which overtook the British at Tauranga.
General Cameron had towards the end of April transferred his
headquarters to Tauranga, and established himself with two](https://image.slidesharecdn.com/23385944-250523042134-353adf95/85/A-Managers-Guide-To-The-New-World-Of-Work-The-Most-Effective-Strategies-For-Managing-People-Teams-And-Organizations-Digital-Future-Of-Management-Mit-Sloan-Management-Review-68-320.jpg)
![Here is an outstanding example. After General Cameron had been
surprised at Nukumaru,[67] he passed on up the coast, leaving
unreduced the strong Wereroa pa, which was occupied in force by
the Maori. His reason, given to the Governor, was that he had only
fifteen hundred troops with him, and to attack the fort with less than
two thousand would be to court disaster. When five hundred friendly
Whanganui natives offered to take the pa, the General sneered at
their offer as "mere bounce" and, further, insisted that the Governor
knew it to be "mere bounce."
The Governor's reply was to collect a mixed force of five hundred
men, including three hundred of the "bouncing" friendlies, and
borrow two hundred regulars from General Waddy for moral support.
With these he marched upon the pa about which such a pother had
been raised. The Queen's troops, who were not allowed to fight—
though the enemy did not know that—acted as a camp guard, while
the colonials and friendlies worked by a circuitous and very difficult
route to the rear of the pa. Here they took a strong redoubt, which
commanded the fort, and captured fifty Maori on their way to join
the garrison. All this was effected without the loss of a man, and the
enemy, seeing themselves, as they supposed, surrounded,
evacuated the pa by the front. Had the regulars been allowed to
fight, the hostile force must have been annihilated; but, much to
their astonishment, they were allowed to walk off unopposed. The
numerically insignificant contingent of colonials and friendlies
entered the pa next day, having accomplished in two days, under
the Governor's eye, that which the commander-in-chief had for six
months declared to be impossible of accomplishment with less than
two thousand regulars. Perhaps, however, he was right.
As one result of this constant friction and of General Cameron's
representations to the British Government, there remained in the
colony in 1865 only five regiments, and these were employed in
guarding the districts which had been reduced. After March, 1865,
the Colonial Forces for the most part conducted the war in their own
way; but it would be absurd to deny that, but for the regulars who](https://image.slidesharecdn.com/23385944-250523042134-353adf95/85/A-Managers-Guide-To-The-New-World-Of-Work-The-Most-Effective-Strategies-For-Managing-People-Teams-And-Organizations-Digital-Future-Of-Management-Mit-Sloan-Management-Review-72-320.jpg)
![remained, the conquered tribes would have reassembled and obliged
the war to be fought over again, or necessitated an increase in the
strength of the colonials proportional to that of the Imperial troops
withdrawn. As it was, while the regulars stood on guard, the
colonials fought their fight unhampered by reviving sedition—fought
and, as we shall see, conquered.
FOOTNOTES:
[66] See p. 55.
[67] See p. 233.
CHAPTER XXIV
PAI MARIRE,[68] OR THE HAUHAU SECT
The early months of the year 1864 saw the first appearance of the
fanatical sect of the Pai Marire, or Hauhau. Various opinions exist as
to its cause of origin, but no member of it has put his own views on
record for the benefit of posterity. Some believe that the sect was
founded as a deliberate attempt to strengthen the weakening
attachment of the natives to the national cause, by giving them the
powerful bond of a common religion—so to call it. Others maintain
that the inception of the movement was in a madman's brain, and
that it was used for political purposes only when it was perceived
how readily the more ignorant and superstitious of the Maori
accepted it. Lastly, not a few insist that such a religious development
was the natural outcome of instilling half-a-dozen views of
Christianity into the receptive brain of an intelligent race, able and
accustomed to think for themselves. These last argue that, when the
Maori had listened to (in order of sequence) the Anglican, Wesleyan,
Baptist, and Catholic versions of the "faith once delivered," the](https://image.slidesharecdn.com/23385944-250523042134-353adf95/85/A-Managers-Guide-To-The-New-World-Of-Work-The-Most-Effective-Strategies-For-Managing-People-Teams-And-Organizations-Digital-Future-Of-Management-Mit-Sloan-Management-Review-73-320.jpg)
A Managers Guide To The New World Of Work The Most Effective Strategies For Managing People Teams And Organizations Digital Future Of Management Mit Sloan Management Review
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- 6. A Manager’s Guide to the New World of Work
- 7. The Digital Future of Management Series from MIT Sloan Management Review Edited by Paul Michelman How to Go Digital: Practical Wisdom to Help Drive Your Organization’s Digital Transformation What the Digital Future Holds: 20 Groundbreaking Essays on How Technology Is Reshaping the Practice of Management When Innovation Moves at Digital Speed: Strategies and Tactics to Provoke, Sus- tain, and Defend Innovation in Today’s Unsettled Markets Who Wins in a Digital World? Strategies to Make Your Organization Fit for the Future Why Humans Matter More Than Ever How AI Is Transforming the Organization A Manager’s Guide to the New World of Work: The Most Effective Strategies for Managing People, Teams, and Organizations
- 8. A Manager’s Guide to the New World of Work The Most Effective Strategies for Managing People, Teams, and Organizations MIT Sloan Management Review The MIT Press Cambridge, Massachusetts London, England
- 9. © 2020 Massachusetts Institute of Technology All rights reserved. No part of this book may be reproduced in any form by any electronic or mechanical means (including photocopying, recording, or information storage and retrieval) without permission in writing from the publisher. Library of Congress Cataloging- in- Publication Data is available. ISBN: 978-0-262-53944-9 10 9 8 7 6 5 4 3 2 1
- 10. Series Foreword ix Introduction: Managing Today for the Future xi I Managing People 1 1 Train Your People to Think in Code 3 David Waller 2 Leisure Is Our Killer App 9 Adam Waytz 3 Self-Reports Spur Self-Reflection 15 Angela Duckworth 4 Career Management Isn’t Just the Employee’s Job 23 Matthew Bidwell and Federica De Stefano 5 Can We Really Test People for Potential? 29 Reb Rebele Contents
- 11. vi Contents 6 Does AI- Flavored Feedback Require a Human Touch? 39 Michael Schrage 7 What Managers Can Gain from Anonymous Chats 43 Ryan Bonnici 8 Are Your Employees Driven to Digital Distraction? 47 Brian Solis II Managing Teams 53 9 Get Things Done with Smaller Teams 55 Chris DeBrusk 10 Why Teams Still Need Leaders 63 Lindred Greer, interviewed by Frieda Klotz 11 Why Teams Should Record Individual Expectations 71 Ken Favaro and Manish Jhunjhunwala 12 Collaborate Smarter, Not Harder 77 Rob Cross, Thomas H. Davenport, and Peter Gray 13 Improving the Rhythm of Your Collaboration 93 Ethan Bernstein, Jesse Shore, and David Lazer
- 12. Contents vii III Managing Organizations 111 14 Reframing the Future of Work 113 Jeff Schwartz, John Hagel III, Maggie Wooll, and Kelly Monahan 15 It’s Time to Rethink the IT Talent Model 121 Will Poindexter and Steve Berez 16 New Ways to Gauge Talent and Potential 127 Josh Bersin and Tomas Chamorro- Premuzic 17 Pioneering Approaches to Re- skilling and Upskilling 137 Lynda Gratton 18 How Managers Can Best Support a Gig Workforce 143 Adam Roseman 19 Unleashing Innovation with Collaboration Platforms 147 Massimo Magni and Likoebe Maruping IV Case Study 155 20 Rebooting Work for a Digital Era: How IBM Reimagined Talent and Performance Management 157 David Kiron and Barbara Spindel
- 13. viii Contents Commentary: HR Transformation as the Engine for Business Renewal 172 Anna A. Tavis Contributors 179 Notes 183 Index 195
- 14. Books in the Digital Future of Management series draw from the print and web pages of MIT Sloan Management Review to deliver expert insights and sharply tuned advice on navigating the unprecedented challenges of the digital world. These books are essential reading for executives from the world’s leading source of ideas on how technology is transforming the practice of management. Paul Michelman Editor in chief MIT Sloan Management Review Series Foreword
- 16. Welcome to the new world of work. In this book, we highlight the smartest new thinking and research on how leaders are navigating the unprecedented chal- lenges of the new digital workplace, an environment in which technology’s presence knows no bounds. You’ll find stories and insights from companies that are charting new courses— what they’ve tried, what’s worked, what’s failed, and what they’ve learned. In part I, “Managing People,” we look at the strategies that organizations use to help employees and managers adapt to a fast- changing world. How do companies help employees step away from always being connected? How do we as individuals embrace the technology that competes for part of our jobs? How do organizations help employees build the skills that will keep them employable? In this section, we present the following chapters on current challenges and solutions: • Train Your People to Think in Code. David Waller (Oliver Wyman Labs) argues that organizations need to solve prob- lems with reusable solutions to avoid reengineering the Introduction: Managing Today for the Future
- 17. xii Introduction process from the ground up— and that the best way to do so is to make code the natural language for sharing analysis across the business. • Leisure Is Our Killer App. Psychologist Adam Waytz (Kellogg School of Management at Northwestern University) lays out why the capacity to let our minds wander can give humans a surprising edge against advancing technologies in the battle for jobs. • Self-Reports Spur Self-Reflection. Angela Duckworth (Uni- versity of Pennsylvania) details how carefully crafted ques- tionnaires asking people to rate themselves can be a tool for self- reflection and self- development, making conversations about character easier to have by laying the foundations of a shared language. Self- awareness, as she notes, is one step toward self-actualization. • Career Management Isn’t Just the Employee’s Job. (both of the Wharton People Analytics initiative) draw from their team’s research into how organizations are helping their peo- ple build better careers and argue that analytics can be cre- atively used for career mapping and for identifying passive internal candidates. • Can We Really Test People for Potential? Reb Rebele (Whar- ton People Analytics initiative) explains that people metrics are hard to get right— in part because there can be even more variation within one individual’s personality than there is from person to person. • Does AI- Flavored Feedback Require a Human Touch? Michael Schrage (MIT Initiative on the Digital Economy) notes that direct managerial involvement both complements and competes with data- determined performance reviews.
- 18. Managing Today for the Future xiii • What Managers Can Gain from Anonymous Chats. Ryan Bon- nici (G2 Crowd) writes that managers who are brave enough to collect anonymous feedback from staff can use that infor- mation to help retain great employees, boost productivity, and build greater engagement. • Are Your Employees Driven to Digital Distraction? Brian Solis (Altimeter) lays out both big- picture strategies (such as rethinking open offices) and individual practices (such as con- centrating on a single task for 25 minutes followed by a break of 5 minutes) for maintaining focus in an ever- distracting dig- ital world. In part II, “Managing Teams,” we explore the way digital tools affect our work in groups. With so many tools available, both for connecting people and for analyzing the work they do together, what is the right role for a manager? How do managers help teams do their best work? In this part, we highlight specific approaches and suggestions: • Get Things Done with Smaller Teams. Chris DeBrusk (Oliver Wyman) describes 10 ways that smaller, more agile teams can achieve greater productivity for the organization— from compartmentalizing large, complex problems into separate, achievable pieces that a small team can easily take on and overdeliver, to actively managing away from having “indis- pensable” people in change and transformation projects. • Why Teams Still Need Leaders. In a Q&A, Lindred (Lindy) Greer, associate professor of management and organizations at the University of Michigan’s Ross School of Business, argues that when people collaborate remotely, good leaders both promote autonomy and use hierarchy to keep teams moving in the same direction.
- 19. xiv Introduction • Why Teams Should Record Individual Expectations. Ken Favaro (act2) and Manish Jhunjhunwala (Trefis) write about their own experience developing a basic spreadsheet to cap- ture the individual volume, price, and revenue expectations for both sides of a new partnership deal and converting that spreadsheet into an interactive dashboard viewable to inves- tors, directors, top executives, and employees involved in the partnership. • Collaborate Smarter, Not Harder. Rob Cross (Babson College), Thomas H. Davenport (Babson), and Peter Gray (McIntire School of Commerce at the University of Virginia) explain how the benefits of understanding patterns of collaboration can be reaped in all kinds of organizations, and that using analytics to make collaborative activities more transparent helps companies identify and exploit previously invisible drivers of revenue production, innovation, and employee effectiveness. • Improve the Rhythm of Your Collaboration. Ethan Bernstein (Harvard Business School), Jesse Shore (Boston University’s Questrom School of Business), and David Lazer (Northeastern University) note that as collaborative tools make interaction cheaper and more abundant, opportunities to think without interaction are becoming scarcer and more expensive. They explain why alternating between always- on connectivity and heads- down focus is essential for problem solving. In part III, “Managing Organizations,” we zoom out and look at the big picture. What are the trends and opportunities about the new world of work that leaders need to know about and plan for? How do new expectations around the customer experience— that it be fast, easy, and mobile- ready— influence
- 20. Managing Today for the Future xv the way organizations are structured? How should a leader be thinking about the management of people and operations overall? Here we lay out the big questions for managing in the digital age: • Reframing the Future of Work. Jeff Schwartz (Deloitte Con- sulting), John Hagel III (Deloitte’s Center for the Edge), Mag- gie Wooll (Center for the Edge), and Kelly Monahan (Deloitte Services LP) explore the opportunity that comes when com- panies expand their notions of value beyond cost to the company— and shift their focus from solely the company to the customer, workforce, and company. • It’s Time to Rethink the IT Talent Model. Will Poindexter and Steve Berez (both with Bain & Company’s Technology and Agile Innovation practices) explain why, to have a truly effec- tive digital organization, companies have to fix the speed bumps that slow down the rapid progress of agile software development. That means overcoming three impediments that work against agile in most organizations: rigid architec- ture, poor talent management, and lack of a product mindset. • New Ways to Gauge Talent and Potential. Josh Bersin (Ber- sin by Deloitte) and Tomas Chamorro- Premuzic (Manpower- Group) examine how, while most organizations still rely on traditional hiring methods such as résumé screenings and job interviews, a new generation of assessment tools is quickly gaining traction— and making talent identification more pre- cise and less biased. • Pioneering Approaches to Re- skilling and Upskilling. Lynda Gratton (London Business School) writes that everyone, whatever their age, will eventually have to spend time either
- 21. xvi Introduction re- skilling (learning new skills for a new position) or upskill- ing (learning current tasks more deeply). She argues that indi- viduals’ commitment to keeping their skills competitive will work only if corporations step up to make this possible. • How Managers Can Best Support a Gig Workforce. Adam Roseman (Steady) notes that the unpredictability that many contingent workers face, such as differing income from month to month and limited or no work benefits, makes their lives a real struggle. Managers can help alleviate stress with three steps: scheduling workers at least two weeks out, providing training, and offering small loans in times of finan- cial emergency. • Unleashing Innovation with Collaboration Platforms. Mas- simo Magni (Bocconi University) and Likoebe Maruping (J. Mack Robinson College of Business at Georgia State Univer- sity) write that their study of over 600 team members, team coordinators, and managers who use collaboration platforms suggests two key factors that affect how much of a benefit teams get from collaboration platforms: how well the col- laboration platform supports activities needed to integrate team knowledge despite geographically different locations, and whether team leaders can establish conditions that foster knowledge integration in a digital environment. And finally, in part IV, we share MIT Sloan Management Review’s case study, produced in collaboration with McKinsey & Company, into how IBM reimagined talent and performance management beginning in 2015. Its end goal: higher levels of employee engagement that would allow the organization to fully engage its people in a business transformation.
- 22. Managing Today for the Future xvii The case study dives deep into the digitalization possibilities of performance management: • Rebooting Work for a Digital Era. Until recently, IBM’s perfor- mance management system followed a traditional approach that revolved around year- long cycles, ratings, and annual reviews. David Kiron and Barbara Spindel explore how, after recognizing that this model was holding back the organiza- tion, IBM reimagined its performance management system to cultivate a high- performance culture with a system of shorter- term goals, continuous feedback, and regularly updated milestones. There is no one map or app that can guide us through all the challenges of the fast- evolving world of work. There are simply too many unknowns and too much yet to learn and experience. But we do believe that this book will help point you in the right direction. Enjoy the journey!
- 26. Most companies still equate doing analysis with writing formu- las in spreadsheets. But that’s an outdated approach. Now that organizations must cater to and engage with millions of indi- vidual customers, not just a handful of segments, they must cre- ate reusable solutions to avoid reengineering problems from the ground up again and again. And they want to benefit from the latest advances in machine learning and AI. They can’t do any of that if they simply throw regressions at whatever challenges they face. In short, companies need to retrain their people to think in code, not just formulas. This requires a significant shift in mindset. Many managers see code as the province of data scientists and the IT department. But organizations that make it the natural language for diffus- ing analysis across units, teams, and functions will benefit in three ways. First, thinking in code allows companies to cleanly separate data from analysis of the data, which means different teams can focus independently on the areas where they need to improve, leading to faster progress all around. Second, code is easy to trace, modify, share, and reuse— the entire open- source movement rests on this idea. By adopting key principles of Train Your People to Think in Code David Waller 1
- 27. 4 David Waller software development, such as version control, enterprise teams can be more efficient and collaborative as updates to files are tracked throughout their lifetime and changes can be reversed easily. Third, breakthroughs in machine learning and AI are imple- mented in code. By cloning the code researchers are using, individuals throughout the organization can gain access to state- of- the- art techniques in analysis, quickly and for free. What must managers do to move their workforce from formulas to code? I’ve observed that leaders in this area take the following steps. Tear Down the ‘Tower of Babel’ Communication barriers get in the way of idea sharing and col- laboration. This is not just true for text exchanges and spoken conversations— it’s equally true for code. But having to recast ideas in several programming languages requires additional expertise and can be cognitively demanding. What’s the solution? Select at most two analytical programming languages, but ide- ally one, as a companywide standard— something everyone can “speak.” To be clear: No single language is perfect for every situ- ation, and reasonable people can disagree on the choice of stan- dard, so teams should prepare for familiar change- management challenges. Companies can assuage naysayers and stay current by agreeing to revisit standards every couple of years. A good way to begin is to learn from what experts are doing. Seek out those highly regarded by peers and managers in your company’s core quantitative areas— for instance, in finance, in marketing, or at the center of any product group whose product relies on analytics. One global financial services company took
- 28. Train Your People to Think in Code 5 this approach and discovered that its top data scientists had set- tled on Python as a language. Even junior data scientists were sharing Python code through Jupyter Notebooks, a tool widely adopted in the scientific community for conducting and docu- menting reproducible research with code. People who have spent years honing their applied quantita- tive skills will inevitably be opinionated when it comes to the choice of tools and methods and would most likely be delighted if their unofficial standards became official. These individuals can act as torchbearers and teachers in the organization, so rais- ing their profiles and amplifying their impact is both sound business practice and a useful talent management strategy. Create Shared- Code Repositories Once people transcribe ideas in a common language, companies should take a cue from open- source communities and establish their own shared- code repositories and knowledge bases. As with any central system, companies need to be thoughtful about security and permissions, and they should tailor access credentials according to their own standards for confidential- ity or intellectual property protection. But creating a rich space where ideas can benefit from a wide array of contributions is a powerful way to promote learning and progress across organiza- tional boundaries. With shared- code repositories, multiple groups within an organization can use the same code files to solve similar prob- lems. For instance, the marketing team in a bank might want to know about customers who are thinking about mortgage refinancing to target them for certain products; the finance team might also want data on possible refinancing as it projects
- 29. 6 David Waller budgets and billings. The problem formulation is the same in both cases— how many people, and which ones, are likely to refinance— so why not use the same code to get to the answer? To get going quickly, pick a project, create a code repository around it, and invite contributions from a wide audience. Code- sharing platforms like GitHub and Bitbucket make this easy. It’s useful to start with broadly applicable and noncontroversial projects— such as time- series forecasting, generating customer segmentations, and calculating price elasticities, to name a few. Some organizations have gone beyond internal repositories and publicly shared their efforts. Leading technology companies like Google and Microsoft have been doing this for some time. But now, companies in other industries are also beginning to see the advantages of adopting this strategy. One telecom carrier, for example, has made its shared- code repositories part of the open- source community, which allows the company to avail itself of help from outsiders and potentially set the standard platform for the telecom industry. Make Code Business as Usual To generate the most value possible from advanced analytics, make code- based modeling the rule, not the exception. It should be as unremarkable and reflexive as attaching a spreadsheet to an email. This requires not just a change in perspective but also a change in habits. You can accelerate this shift in your organization by commu- nicating clear and specific expectations at all levels. You might, for instance, broadcast companywide messages emphasizing your focus on analytical excellence, explicitly connect it to company strategy in town hall- style meetings, and signal your
- 30. Code-based modeling should be as unremarkable and reflexive as attaching a spreadsheet to an email. This requires not just a change in perspective but also a change in habits.
- 31. 8 David Waller intentions to shareholders and the market as a whole by high- lighting your efforts in everything from annual Securities and Exchange Commission filings to investor calls. It’s also critical to provide— and protect— time for employee training. Developing coding skills requires focus, feedback, elapsed time, and repetition. Whatever modes of instruction you choose— boot camps, massive open online courses (MOOCs), customized onsite workshops— trainees must have dedicated blocks of time to learn without constantly toggling back to their day jobs. Context switching slows down the process consider- ably. Becoming a competent coder takes focus. Finally, you’ll need to set up a viable support structure. Prog- ress stalls when everyone repeatedly goes to the same few super users for help. Those individuals quickly become overwhelmed. Employees who are one step ahead in the journey can be tapped to mentor those who are just starting out. Few things provide a stronger incentive to learn something than knowing that you’ll have to teach it to others.
- 32. 2 Leisure Is Our Killer App Adam Waytz Depending on which forecasts you believe, we should be either moderately concerned1 or extremely concerned2 about robots taking our jobs in the near future. From truck drivers to lawyers to those designing the robots themselves, nobody is safe from being replaced by software, algorithms, and machines. Now that we are face- to- face (or face- to- screen) with that threat, an entire cottage industry has emerged around dispensing advice on how to prepare for it. Much of this advice centers on mastering skills that robots ostensibly cannot. What skills are needed to avoid being automated out of a job? One article suggests the answer is all of them: “The more skills, knowledge, and experience you have, the less likely you are to be replaced or automated, so acquire whatever you can, as fast as you can.”3 But this “more is more” approach isn’t sustainable, especially given the rapidly changing nature of work and the imperative to keep learning and adapting. When recommending specific areas for development, man- agement and technology experts tend to focus on two broad classes of skills that distinguish people from machines4 —what
- 33. 10 Adam Waytz I’ll refer to as sociability and variability. But homing in on those areas can still lead to burnout, leaving us even more vulnerable to obsolescence. It’s Exhausting to Be Human Akin to social and emotional intelligence, sociability involves understanding others’ emotions and seeing situations from alternative points of view, or what social psychologists call perspective- taking. It’s a skill set that enables empathic collabo- ration with colleagues and customers, and many organizations are making it a priority for employee development. The retail pharmacy chain Walgreens, for example, launched an initiative for its pharmacists and beauty consultants to undergo empathy training to help cancer patients find products to manage treat- ment side effects such as hair loss, dry skin, and fatigue.5 The push for employees to master sociability— increasingly common now that empathy has become a corporate buzzword— may partly be a response to the rise of automation. In research I conducted with Harvard Business School marketing professor Michael Norton,6 we found that people are particularly averse to robots taking jobs that require social and emotional skills (think social worker), but they are more comfortable with robots taking jobs that require analytical skills (think data analyst). Though the respondents were speaking for themselves, not for their employers, organizations seem inclined to divvy up work along similar lines. Variability, the second skill set experts urge us to develop in the automation age, is our capacity for managing change and variety at work. Robots are extremely good at doing the same
- 34. Leisure Is Our Killer App 11 thing over and over, and so, we logically assume, humans should be more dynamic. What does variability look like in practice? It largely involves three things: detecting outliers, multitasking, and learning. Detecting outliers means responding to informa- tion that is rare or unexpected. People tend to do this more effec- tively than machines. Recently, for example, automaker Tesla attempted to fully automate its assembly line but discovered its robots could not manage “unexpected orientations of objects,” which then required the attention of human workers.7 Multi- tasking and learning, the other two manifestations of variability, are workplace skills we’ve been talking about for some time. In the current era, however, they’ve taken on greater urgency as pressure builds for employees to work faster and stay relevant. Despite evidence that work involving sociability and variabil- ity can feel meaningful and motivating,8 applying these skills nonstop is exhausting. Jobs that require high levels of sustained sociability— for instance, nursing and customer service— are some of the most susceptible to burnout and what psychologists call compassion fatigue, which can impair job performance and increase turnover. Jobs that require a great deal of variability— those for which people must continually shift between roles or tasks, develop new skills, or keep many things cooking at once— can be similarly draining, with negative consequences for job performance and turnover.9 Leisure as a Solution Because sociability and variability, the qualities that set us apart from machines, are so taxing, leisure has become increasingly necessary for workers who fear being replaced by automation.
- 35. 12 Adam Waytz Those who feel threatened should relax? Yes, that’s my argu- ment, not because people are worry- free but because worrying tends to make matters worse, and leisure could actually give them an edge. Some organizations are recognizing the importance of lei- sure for preventing burnout generally— forcing employees to take more vacation, giving them dedicated free time at work, turning off work email after hours, and my personal favorite, implementing an on- holiday autoreply to email, as Daimler has done.10 To encourage employees to take real time off, the German automaker allows them to select an email setting that automatically deletes messages sent to them during vacation, lets senders know that the recipient will never see the messages, and encourages senders to email again after a specified date or to contact someone else. Programs like this one typically intend to reverse or prevent the negative effects of an always- on work culture. The 24/7 workplace simply keeps us plugged into our work, whereas the push toward sociability and variability makes that work more demanding. Leisure can mitigate the depleting effects from both sources. The Benefits of a Wandering Mind Beyond reducing employee burnout, however, leisure serves an additional function in the age of automation. Leisure itself is an activity that robots cannot perform, and it might actually make us better thinkers and workers. When I visited the San Francisco Bay Area to interview peo- ple in the technology industry for my research on the psycho- logical consequences of automation, I asked everyone I met the
- 36. Leisure Is Our Killer App 13 same question: “What is something a human can do that a robot cannot?” Henry Wang, a former venture capitalist associate who worked on investments in companies involved in artificial intel- ligence, gave my favorite answer: “A robot’s mind cannot wan- der.” Of course, this is supposed to be the advantage of robots, because it allows them to always stay on task. But this also means they cannot experience any of the benefits of mind- wandering, a state that occurs when we are at leisure. Several lines of research suggest that mind- wandering is asso- ciated with specific cognitive benefits. One study showed that adults with attention deficit hyperactivity disorder, whose minds are prone to wandering off- task, perform better than non- ADHD adults in real- world creative pursuits, such as the visual arts, and score higher on a laboratory test of creative original thinking.11 In other research, participants who twice took a simple creativity test (for instance, “How many unusual uses can you generate for a paper clip?”) performed better the second time around if given a nondemanding activity such as a simple memory task to spur mind- wandering before retaking the test. They came up with ideas that were more unique.12 What explains these findings? Recent studies led by Dart- mouth psychologist Meghan Meyer (and coauthored by me) sug- gest one possible answer.13 We found that people who are highly successful in real- world creative pursuits and laboratory creative tasks are better at thinking beyond the here and now and show increased neural activity in brain regions involved in this type of thinking. In other words, highly creative people think more deeply about different points in time (the past and present), dif- ferent places, and alternative realities. What does that have to do with the cognitive benefits of leisure? By encouraging our minds
- 37. 14 Adam Waytz to wander, leisure activities pull us out of our present reality, which in turn can improve our ability to generate novel ideas or ways of thinking. Again, this is something robots don’t experience. You can turn a machine off and on to reboot it, but this simply simulates sleep. Leisure is more than that. When we let our minds drift away from work, we return to our tasks capable of tackling them in more inventive and creative ways. By prioritizing leisure, we can nurture and protect the qualities that set humans apart and improve work in the process.
- 38. 3 Self-Reports Spur Self-Reflection Angela Duckworth “Know thyself.” —Socrates I’ve been studying grit for 15 years, but the notion that some people stick with things much longer than others is not at all new. A century ago, Stanford psychologist Catherine Cox stud- ied the lives of 301 eminent achievers. Cox concluded that the artists, scientists, and leaders who change the world have a strik- ing tendency to hold fast to their goals and to work toward these far- off ambitions with dogged tenacity. Picking up where Cox left off, I wanted to see whether grit— the combination of passion and perseverance toward long- term goals— would predict achievement in the 21st century. I was curious about how this aspect of our character relates to age, gender, and education. I wanted to unpack grit’s motivational, behavioral, and cognitive underpinnings. In short, my aim was to study grit scientifically. To do so, I needed to measure it. Why are scientists like me obsessed with measurement? In the immortal words of Lord Kelvin: “When you can measure what you are speaking about, and express it in numbers, you know
- 39. 16 Angela Duckworth something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind; it may be the beginning of knowledge, but you have scarcely in your thoughts advanced to the stage of science, whatever the matter may be.”1 That is, a valid measure illuminates what you’re trying to understand, and understanding is the whole point of scientific inquiry. Questionnaires are one way to assess personal qualities like grit. Performance tasks, informant ratings, biodata, and inter- views are alternatives. But in psychological research, in part because of their low cost and ease of administration, self- report questionnaires are far more common. The disadvantages of asking people to rate themselves are obvious. You can, if you’re motivated, fake your way to a higher score. You may interpret the questionnaire items differently than other people. You might hold yourself to higher (or lower) standards. The list goes on. But self- report questionnaires have unique advantages, too. Nobody in the world but you— not your boss, your best friend, or even your spouse— has 24/7 access to your thoughts, feelings, and behavior. Nobody has more interest in the subject (you) than yourself. And collecting data using questionnaires can be incredibly efficient: In my experience, it takes about six seconds for the average adult to read, reflect, and respond to a question- naire item. For those reasons, I decided to develop a self- report question- naire for grit. I began by interviewing high achievers. I asked these exceptional women and men, who had all garnered acco- lades in their respective fields, how they had become successful.
- 40. Self-Reports Spur Self-Reflection 17 And I inquired about their heroes and what they most admire about them. Next, I distilled these observations into self- report statements that, whittled down to the 12 most reliable and valid, became the Grit Scale.2 Further streamlining those to eight items, I then created the Short Grit Scale.3 Perseverance was indexed, for example, by items like “I finish whatever I begin.” Passion indicators were harder to develop, in part because when you ask people whether they have long- term goals, they tend to answer affirmatively. So instead, I wrote reverse- coded statements like “I have difficulty maintaining my focus on projects that take more than a few months to complete.” With this questionnaire, I discovered that grit predicts pro- fessional and academic success, particularly in domains that are both challenging and personally meaningful.4 I found grit to be essentially unrelated to talent and intelligence. Instead, grit pre- dicts how much you practice in order to improve. Grit scores increase with age and, perhaps relatedly, go hand in hand with the motivation to seek purpose and meaning in life, as opposed to pleasure.5 As a scientist, I hadn’t thought much about the effect that taking the Grit Scale might have on people. Then I met two visionary educators named Dave Levin and Dominic Randolph. Dave cofounded the KIPP charter school network, and Dominic is the head of school at Riverdale Country School. Both educators were passionate about character develop- ment and wanted to help their students grasp what it means to exemplify character strengths like grit, gratitude, and curiosity. In their experience, talking about character in the abstract was fruitless because, well, exhortations like “Show some grit!” are utterly mysterious to a 13- year- old who can’t read your mind.
- 41. 18 Angela Duckworth Their intuition was that young people would benefit from knowing about qualities like grit in more granular detail. They believed that engaging in conversation— not just once but repeatedly— about specific thoughts, feelings, and behaviors exemplifying character would scaffold self- awareness and, in turn, growth. In sum, they believed that carefully crafted ques- tionnaires might make that conversation easier to have by laying the foundations of a shared language of character development. Together, Dave, Dominic, and I worked to develop a ques- tionnaire that became known as the Character Growth Card. Unlike the original Grit Scale, items for grit and other charac- ter strengths were written with adolescents in mind and in fact were generated in collaboration with middle school students and their teachers. After establishing that the Character Growth Card was reli- able and valid both in its self- report version and as an informant rating form designed for teachers to assess their students, Dave and Dominic invited students and teachers in their schools to complete the questionnaire at the end of each marking period. Next, the item- level data was openly shared with each student, their teachers, and the students’ parents. Unlike academic grades or standardized achievement test scores, there were no stakes: This information was not used to reward or punish “good” or “bad” behavior. Instead, openly discussing these observations was the whole point. In his famous book Last Lecture, Carnegie Mellon University professor Randy Pausch said that “educators best serve students by helping them be more self- reflective.”6 And Dave and Domi- nic saw the questionnaire as a tool to do exactly that. So did Anson Dorrance, a soccer coach I met a few years later.
- 42. Self-Reports Spur Self-Reflection 19 Anson is the most decorated coach in women’s soccer history and among the most celebrated coaches in any sport. His team, the University of North Carolina Tar Heels, has won a record 22 national championships. He coached the US women’s national team to their first World Cup title and more recently racked up his record 1,000th career victory. In our very first conversation, Anson told me he decided to give the Grit Scale to all 31 players on his team. I was surprised. In such a tiny sample, the questionnaire would not be precise enough for scientific research. Two beats later, I realized that Anson wouldn’t be doing scientific research, anyway. So why go to the trouble? “I give it so that my players have a deeper appreciation for the critical qualities of successful people,” Anson explained. “In some cases, the scale captures them, and in some cases, it exposes them.” Year after year, returning players take the Grit Scale again. Anson thinks that reading the Grit Scale questions and then reflecting on how they do or don’t apply helps his players see how gritty they are now, relative to before. The questions don’t automatically make anyone grittier, of course. But self- awareness, he reasons, is one step toward self- actualization. Frankly, the idea that a questionnaire like the Grit Scale might be useful as a tool for self- reflection hadn’t occurred to me until Dave and Dominic, and then Anson, suggested it. But in retro- spect, the notion seems blindingly obvious. After all, in my former career as a management consultant, I’d taken the Myers- Briggs Type Indicator (MBTI). Despite doubtful psychometric properties and limited predictive validity, human resources specialists recognize, respect, and administer the MBTI more than any other measure.7 If you’re reading this, there’s a
- 43. There’s a good chance that you’ve taken the MBTI— and taken its four-letter horoscope seriously.
- 44. Self-Reports Spur Self-Reflection 21 good chance that you’ve taken the MBTI— and taken its four- letter horoscope seriously. (I am, for the record, an ENFP.) Because the limitations of the MBTI have been so eloquently described elsewhere, I’ll simply point out that millions of peo- ple might be wrong about the validity of its insights, but they aren’t wrong about the need— urgent and sincere— for insight itself. We pay good money and invest precious time in the MBTI because we want to know ourselves better. Do I know for sure whether self- report questionnaires indeed accomplish that purpose? Was it helpful to publish the Grit Scale in my book at the behest of my editor, who said, “Angela, trust me. People will want to take the scale. They want to learn some- thing about themselves”? There’s indirect evidence that reflecting on the items in self- report personality questionnaires might catalyze self- awareness and personal development. We know, for example, that asking hypothetical questions about a specific behavior can bias us to engage in that behavior in the future.8 It is also well- established that self- monitoring, the intentional and consistent observation of your own behavior, supports self- control in domains as diverse as dieting, abstinence from drink- ing, and schoolwork.9 More recently, a handful of positive psychology intervention studies suggests that identifying and then being encouraged to develop your strengths may increase well- being.10 Although more research is needed, I am compelled by the possibility that questionnaires might deepen self- awareness of strengths like grit. I am intrigued by the possibility that ques- tionnaires used in this way might contribute to shared language, common understanding, and, ultimately, a culture of character.
- 45. 22 Angela Duckworth For a century, psychologists have been obsessed with mea- surement for the purpose of scientific research. For much lon- ger, human beings have been concerned with self- awareness and self-development. How gritty are you? As a scientist, I’d like to know. But per- haps you, too, are just as curious. And perhaps the same measures developed for research might help you know yourself a bit bet- ter. If self- awareness illuminates the path to self- development, a questionnaire is a good place to begin.
- 46. 4 Career Management Isn’t Just the Employee’s Job Matthew Bidwell and Federica De Stefano Careers are much more complex than they used to be, even within organizations. Now that companies have replaced rigid hierarchies with flatter, more fluid team- based structures to pro- mote agile ways of working, they have also made it much harder for employees to figure out what their next job should be, let alone the one after that. This challenge is also increasingly a concern for employers, who must— for the sake of engagement and retention— show high performers how they can progress within the organization. During the past year, researchers on the Wharton People Analytics team talked with managers at 14 industry- leading companies and hosted two daylong meetings to explore how organizations are helping their people build better careers. Through those discussions, we identified a couple of key ways that companies are using analytics to tackle the challenge. Forging Pathways in Fluid Environments A common first step for companies that apply analytics to building careers is to use HR data to map out the paths that
- 47. 24 Matthew Bidwell and Federica De Stefano people have pursued in the past. Because conventional career ladders based on a hierarchical organization chart have essen- tially disappeared, companies are starting to analyze the myr- iad ways people have advanced to highlight different pathways employees might pursue. At its simplest, such career mapping uses historical data to show what prior incumbents of a given role have gone on to do, allowing people who are currently in that job to see a range of plausible options for their next career move. In other cases, companies identify the jobs that have fed a given role to show the variety of paths employees can take toward a position they covet. Either way, analytics is being used to uncover options for advancement and growth that are not defined by formal organization charts but instead emerge from the decentralized decisions of employees and hiring managers as they craft careers within the organization. A more ambitious and forward- looking version of career map- ping also incorporates data on the kinds of skills and competen- cies needed for each job, looking for overlaps in profiles across jobs. Although not every company has such data, and develop- ing competency profiles for different jobs from scratch can be a long and costly process, this approach can potentially highlight which roles are more similar in their requirements than they appear. This method is particularly valuable in fast- changing fields, where the continual emergence of new jobs and the dis- appearance of older ones make it difficult to infer career paths from historical data. For example, many of the skills required for an HR analytics role— such as experience with organizational data and reporting, analytical proficiency, and the ability to communicate with busi- ness partners— may also be found within an organization’s pool of financial analysts. Identifying these overlaps helps create new
- 48. Career Management Isn’t Just the Employee’s Job 25 career opportunities for people in both roles, providing them with unexpected paths for internal development and growth, and it establishes new sources of talent for their teams. For jobs that are hard to fill, this approach can streamline search efforts and generate significant savings for the organization. As an additional benefit, bringing skills into the career- mapping pro- cess can help managers give employees actionable advice about which skills they would need to develop to transition into their next roles. Connecting With ‘Passive’ Internal Candidates A number of organizations are also trying to be more proactive about finding “passive” internal candidates— people who would most likely be very good at certain jobs but may not know about those openings or may not have considered applying. Identi- fying those candidates involves developing analytic models to predict how well each of the current employees within the orga- nization would fit the profile for a given role. Recruiters can then reach out to the best fits and solicit applications. Being able to identify internal candidates doesn’t just hold down recruitment costs— evidence suggests that internal hires consistently outper- form people brought in from the outside.1 As a result, a num- ber of established organizations have been exploring how to use analytics to better identify promising candidates within their ranks, and a suite of startups are developing products that could help companies matchmake between their jobs and their people. Building the models themselves is analytically very simple, requiring only rudimentary statistical or machine learning capa- bilities. The bigger challenge for most organizations is building and maintaining the robust data about jobs and employees that
- 49. 26 Matthew Bidwell and Federica De Stefano those models draw on. Some companies have rigorous and up- to- date information on job requirements— but almost none have the information on employee skills needed to figure out a good match. One way organizations are trying to solve this problem is by building an internal LinkedIn- like system in which people can post their profiles and increase their internal visibility. After all, LinkedIn has much better data on most people’s skills than their employers currently possess. But early attempts to implement internal skill profiles have suffered from chicken- and- egg prob- lems: Recruiters don’t use the systems because the profiles are not completed, so people don’t bother to complete the profiles. Some employers are making updated skill profiles a manda- tory part of the performance review process, which might help. Others are exploring creating skill profiles directly from people’s work products. For example, IBM is scraping data from internal documents and workflow information to infer workers’ skills before asking people to validate their profiles.2 Both approaches seem promising, although it is too early to confirm their effec- tiveness. What is clear, though, is that as organizations take more interest in managing the careers of their employees, they will need to substantially improve the quality of the data they maintain on them. Taking the Long View Systems to map internal career paths and identify internal can- didates tend to have a short- term focus: What job should some- body take next? Yet in many cases, employees’ careers within an organization will extend well beyond that next job. It’s
- 50. Career Management Isn’t Just the Employee’s Job 27 important to also consider what kinds of career paths most often lead to longer- term success. For instance, you might ask: In the end, is it better to allow people to deepen their expertise in a particular specialization or to foster broader skill sets by moving employees across func- tions? The analytics team at one financial company discovered that “broadening” moves early in a career slowed progression initially but eventually allowed people to rise higher in the organization. Such benefits of breadth are consistent with what we know about executive hiring, but it is not clear that varied careers are always a good idea.3 Understanding the trade- offs of a given move both short and long term— and communicating openly with employees about how things may play out over their careers— can help people see the benefits of building their career within the company, promoting loyalty, retention, and engagement. It can build rela- tionships that are meant to last.
- 52. 5 Can We Really Test People for Potential? Reb Rebele Have you ever taken an aptitude or work personality test? Maybe it was part of a job application, one of the many ways your prospective employer tried to figure out whether you were the right fit. Or perhaps you took it for a leadership development program, at an offsite team- building retreat, or as a quiz in a best- selling business book. Regardless of the circumstances, the hope was probably more or less the same: that a brief test would unlock deep insight into who you are and how you work, which in turn would lead you to a perfect- match job and heretofore unseen leaps in your productivity, people skills, and all- around potential. How’s that working out for you and your organization? My guess is that results have been mixed at best. On the one hand, a good psychometric test can easily outperform a résumé scan and interview at predicting job performance and reten- tion. The most recent review of a century’s worth of research on selection methods, for example, found that tests of general mental ability (intelligence) are the best available predictors of job performance, especially when paired with an integrity test.1
- 53. 30 Reb Rebele Yet assessing candidates’ and employees’ potential presents sig- nificant challenges. We’ll look at some of them here. People Metrics Are Hard to Get Right For all the promise these techniques hold, it’s difficult to mea- sure something as complex as a person for several reasons: Not all assessments pass the sniff test. Multiple valid and reli- able personality tests have been carefully calibrated to measure one or more character traits that predict important work and life outcomes. But other tests offer little more than what some schol- ars call “pseudo- profound bullshit”— the results sound inspiring and meaningful, but they bear little resemblance to any objec- tive truth.2 People often differ more from themselves than they do from one another. Traditional psychological assessments are usually designed to help figure out whether people who are more or less something (fill in the blank: intelligent, extraverted, gritty, what have you), on average, do better on whatever outcomes the organization or researcher is most interested in. In other words, they’re meant to capture differences among people. But several studies have found that, during a two- week period, there can be even more variation within one individual’s personality than there is from person to person.3 As one study put it, “The typical individual regularly and routinely manifested nearly all levels of nearly all traits in his or her everyday behavior.”4 Between- person differences can be significant and meaningful, but within- person variation is underappreciated.
- 54. Many personality tests provide valid measures of traits that predict important outcomes. Countless others offer results that sound meaningful but bear little resemblance to any objective truth.
- 55. Random documents with unrelated content Scribd suggests to you:
- 56. Remember the pa of Ruapekapeka! Great and simple souls! What must have been their feelings when a volley from those who had taught them the holy lesson laid many of them low? There is no implication intended that the Maori were uniformly chivalrous and the Pakeha uniformly the opposite—the records of the war would never justify such,—but it ought not to be difficult for the civilised white man to be generous and chivalrous, whereas such instances as those just quoted are probably unique in the annals of war between the white and the coloured races. The wars in New Zealand had for the most part their origin in agrarian questions, and were concluded by diplomatic negotiations. They were not—nor was it ever contemplated that they should be— wars of extermination. The Pakeha strove by means more or less legal, if not legitimate, to push the Maori from the soil on which their feet had been firmly planted for six hundred years. The old owners resented the attempt and, in some instances, the manner in which the attempt was made. When argument was exhausted, then, and then only, came the final appeal to arms, and a war resulted which has brought about lasting peace. When the war began there were 170,000 whites in New Zealand, while the Maori population was reckoned at 32,000, of whom about 20,000 were available as fighting men. Remember, the Maori of 1859 were very different from even their immediate forebears. Cannibalism was as extinct as the moa. The intelligent natives had recognised the value of the Pakeha methods and studied them with advantage. Many possessed their own holdings, farmed their own ground, and progressed in the education which was freely offered them. There were Maori assessors in the Courts of the Superintendents, and a Maori chief was attached to the Governor's staff as adviser on purely native questions. The two races were distinctly drawn to one another about this period, and the white portion at any rate hardly looked for trouble. What gave the colonists an added sense of security was their knowledge that the great leaders of the past were all dead, or
- 57. nearing their end. Heke had died of consumption in 1850. Te Rauparaha preceded him to Reinga in 1849, being buried by his son, Thompson Rauparaha, who had been educated in England and was a lay-reader. Rangihaeata helped to bury his old friend, and followed him seven years later to the shades, having never during the whole of his seventy years abated his hatred of the Pakeha. Rangihaeata was a man of great strength and splendid presence, and it is told that, when on one occasion he met Sir George Grey at a korero, or palaver, his costume was entirely and markedly Maori, in contrast to that of many of his countrymen, who wore blankets instead of mats, or were clothed in ordinary European dress. In reply to the Governor, Rangihaeata assumed his proudest, sternest expression, and spoke defiantly. "I want nothing of the white men," he concluded, and, with a sneer at his compatriots, "I wear nothing of their work." Sir George smilingly indicated a peacock's feather which surmounted the chief's carefully dressed hair. "Ah! True; that is European," said Rangihaeata with vehement scorn, plucking the feather from his hair and casting it on the ground. Of the rest of the stern warriors who had been in grips with the Pakeha, Pomare was dead, Te Tanewha was gone to join the long line of his ancestors, and Waka Nene, their reliable friend, was growing old. In the opinion of many the great past had died with the dead heroes, and was dead for ever. It was in November, 1859, that Governor Gore Browne arrived at Taranaki and announced that, if any native had land to sell, along with a good title, he was there to buy for the Crown. A Maori named Teira—the nearest approach he could make to "Taylor"—offered to part with six hundred acres at Waitara, and this block the Governor agreed to buy, if Teira's title were proved good. The Commissioner was satisfied as to the title; surveyors were sent to mark boundaries, and were promptly ordered off by Wiremu Kingi Te Rangitake (William King), the chief of Teira's tribe, who had already declared that he would not allow the land to be sold.
- 58. Governor Browne was a soldier, and diplomacy was not for him. He at once sent a force to compel Wiremu Kingi to withdraw his opposition, and these found the Maori strongly entrenched, and quite willing to take up the gage of battle. The Taranaki settlers retired with the soldiers to New Plymouth, and the Maori ravaged the settlement, which extended twenty miles north and south, and eight or ten inland. The fighting which followed during the ensuing months was chiefly remarkable for the first appearance of the colonial force in the field, where they then and afterwards did such good work. For most obvious reasons—were they known—the writer would be the last to disparage the regular forces; but they were hampered by method, and the bush fighting of the Maori was a style of warfare to which they were quite unused. Not a few, without intending disrespect to the regular forces, strongly hold that, had the conduct of military operations been left to McDonnell, Von Tempsky, Whitmore, Atkinson, and a few others, they, with their militia and volunteers, would have brought the war to a successful close in half the time, at half the cost, and with infinitely less loss to their own side. For these fought the Maori in the Maori style, and the natives feared these men, who knew them and the bush, with a fear they never felt for the redcoats, whom, in their queer way, they often expressed themselves sorry to be obliged to shoot. One example will show the difference in method. General Cameron, a man of great experience—elsewhere—and proved courage, one day in 1865 marched from Whanganui with drums beating, colours flying, and bands playing, at the head of as gallant a company of regulars and volunteers as ever went out to war. After a march of fifteen miles they came to the lake of Nukumaru, five miles from the rebel pa of Wereroa, and here the General gave orders to encamp. At this, Major Witchell, who was in command of the military train, most of his men being mounted colonials, rode up and said, with a salute, "General, don't you think that we are rather too near the bush?"
- 59. General Cameron glanced towards the bush, distant half a mile, the interval being covered with high toë-toë, a grass something like that called "pampas," and replied, "Do you imagine, Major, that any number of natives would dare to attack two thousand of Her Majesty's troops?" The Major thought it very likely; but he could say no more. He was confident that there were Maori in the bush, and the high grass offered excellent cover to such skilled guerilla. He probably realised also how much depended upon his own initiative, for, though he ordered his men to dismount, he bade them not offsaddle. Suddenly the roar of musketry broke out, and the toë-toë was violently agitated as the Maori, still unseen, dodged hither and thither. That one discharge accounted for sixteen men, among them Adjutant-General Johnston, a capable officer; but, thanks to Major Witchell, that was the sum of the disaster. "Mount!" he shouted, and his men, riding as they knew how to ride, chased the Maori back into the bush, save thirty-six who lay dead among the grass to balance the account of the sixteen. How narrow was the General's own escape is shown by the fact that a Maori was shot hard by his tent, in the centre of the camp. It was not until he had allowed himself to be surprised again next day and lost five more men that General Cameron concluded that the bush was too close, and that the Maori would actually attack two thousand of Her Majesty's troops. This incident belonged to a later stage of the war. We are still with the troops in Taranaki, in the autumn of 1860, when General Pratt, who had arrived to take command, was about to besiege one of the Maori strongholds in the orthodox manner. Before this could be done, a truce was negotiated by the Christian Waikato chief, Wiremu Tamihana Te Whaharoa (William Thompson), who represented the King faction. Waikato had sent a contingent to the aid of Taranaki—in the old days it would have been very different —although they had no personal interest in the dispute; but these
- 60. had been repulsed with loss, and it was then that Tamihana suggested a truce. This was in May, 1861, fourteen months after the Governor's soldiers had marched against Wiremu Kingi. Major Witchell's charge at Nukumaru Men were everywhere satisfied that nothing more would come of this year of skirmishing, and few, if any, regarded it as preliminary to a long and dreadful war. Things fell again into their places; three new provinces—Hawke's Bay or Napier, Marlborough and Southland —were added to the rest, the Bank of New Zealand was incorporated, and only those within the innermost circle knew that underneath the seeming calm was deep-rooted unrest. But so it was. Governor Browne demanded, very much in the imperative mood, the submission of all concerned in the late rising, and a general oath of allegiance to the Crown. The Maori said neither yea nor nay; they simply did nothing. Whereon the Governor, wroth at their contumacy, declared his intention to invade Waikato and bring the insolent rebels to their knees. It is hard to see how one who has never taken an oath of allegiance can be a rebel; but that may pass. The colonists who heard the Governor's fulmination could not believe their ears, called his attention to the state of unpreparedness throughout the colony, and urged that to invade Waikato would be
- 61. to invite an alliance of the sympathisers with that powerful tribe against the British. But the Governor had the power, believed that he had the means, and reiterated his determination. At this critical juncture Britain intervened to give her youngest child breathing time. Sir George Grey, Governor of Cape Colony, was instructed to proceed to New Zealand, and there resume the reins of government; and, when Governor Browne understood this, he held his hand, much to the relief of the colonists. For the next two years Governor Sir George Grey tried by every means short of war to bring about a peaceful solution of the difficulty which had arisen out of the Waitara block of land. He had the powerful aid of Bishop Selwyn; but all was useless, for the Waikato declined to submit the question to arbitration. And then the face of the situation was suddenly changed, and the natives placed entirely in the wrong. The district of Tataraimaka, fifteen miles south of New Plymouth, had been for fifteen years in undisputed possession of European settlers, even the Maori admitting their title to be good. The natives had ravaged this block during the trouble of 1860-1861 and, as they now refused to withdraw from it, Sir George Grey cut the knot of the difficulty by declaring his intention to abandon all claim to the Waitara block and to drive the Taranaki tribes out of Tataraimaka. Sir George never allowed "I dare not" to "wait upon I would," and the military were soon on their way. Confident of the support of the Waikato, the men of Taranaki sent to the king's headquarters for instructions. The answer came back at once, sternly laconic: "Begin your shooting!" An escort party were ambushed on the 4th of May, 1863, and the Taranaki began their shooting by murdering—for war was not declared—Lieutenant Tragett, Dr. Hope, and five soldiers of the 57th Regiment. Apart from this, the Waikato showed their determination to stand shoulder to shoulder with the Taranaki tribes and force a contest.
- 62. Only a month earlier Mr. (afterwards Sir John) Gorst, resident magistrate in the heart of the Waikato country, had been expelled by the leaders, and the printing-press whence he had issued literature opposed to Kingism seized. The Waikato had a press of their own, which had been presented to them by the Emperor of Austria, and they issued a news-sheet which they called Hokioi, after a fabulous bird of great power. Mr. Gorst, on his side, published the Pihohoi, which is the name of a tiny lark; and, as the principles of "The Lark" were dead against Kingism, the king's men suppressed the paper with an alacrity worthy of Russian censors. The King party immediately after this came into direct conflict with Sir George Grey himself. Marching in force to a spot on the lower Waikato upon which Sir George proposed to build a court-house and police barracks, the malcontents hurled all the ready-fitted timbers into the river, declaring the district outside British jurisdiction. After this exhibition of power and determination, the Waikato despatched war-runners in all directions to rouse the Maori and inspire them to "drive the Pakeha Rat into the sea." The runners carried a circular letter exhorting the natives to "sweep out their yard" and to remember the national whakatauki, or motto, "Me mate te tangata me mate mo te whenua" (the death of the warrior is to die for the land). "We will sweep out our yard," went on the letter, and concluded with a line from a stirring war-song, well known throughout the North Island: "Grasp firm your weapons! Strike! Fire!" Though skirmishing was going on, neither side actually admitted being at war; but Auckland itself being threatened, General Cameron was hurriedly called north with every available man of his command. A glance at the map will show that the Waikato river makes a bend where the Maungatawhiri creek falls into it, and then pursues a course almost due west to the sea. At this junction, some forty miles south of Auckland, and east of the river's mouth, was the frontier line of the defiant Waikato. The King tribes had long ago said that the crossing of this line would be regarded by them as a belligerent
- 63. act, and when General Cameron, on the 13th of July, 1863, led his troops across it, the Waikato war began without any more formal notice. CHAPTER XXII THE QUEEN MOVES First blood was to the Maori on the 17th of July at Koheroa, near that rectangular bend just referred to which the Waikato river makes towards the sea. The tribesmen had cleverly divided into two columns, one of which swung round through the dense forest on the Wairoa ranges and attacked the British rear, where they forced an escort of the Royal Irish under Captain Ring to retire with the loss of one killed and four wounded. A sharper fight, later in the day, left the advantage once more with the British. Colonel Austin was in command of the advance post at Koheroa, General Cameron occupying a redoubt on the ranges overlooking the river. The colonel, observing large masses of natives gathering on the ranges to his front, immediately advanced in skirmishing order. The enemy retired towards the Maramarua creek in their rear, but, when two miles had been covered in a running fight, suddenly made a stand in a very difficult position, which they had already fortified with breastworks and rifle-pits, and which, from the nature of the ground, it was impossible to turn. So terrific a volley was poured upon a detachment of the 14th, which had never till then been under fire, that for all their pluck the lads wavered. General Cameron had just arrived to take command and, seeing the unsteadiness of the leading files, ran to the front, twenty paces in advance of all, and stood there, a mark for every bullet, cheering on his men. British soldiers never yet failed to answer a call like that. The slight hesitation disappeared in a moment, and the men rushed forward and drove the enemy out of
- 64. their pits at the point of the bayonet. The pursuit was maintained for five miles, the Maori making defiant stands at one prepared position after another—much as the Boers used to do at a later period,—but they were finally driven into headlong flight, with a loss of between sixty and eighty. The colonists were greatly disappointed when, instead of following up his victory, General Cameron sat down at Wangamirino creek and watched the rebels while they strongly fortified Meri-Meri, three miles distant, making no attempt to dislodge them. Alleging that his transport service must be thoroughly organised, General Cameron remained where he was until the end of October, and all through the long weeks over a thousand horses panted and strained, dragging the heavy commissariat waggons along the forty-mile metalled road between Auckland and the Waikato. The transport service ran grave risk of traps and ambuscades, but, as no vessels suitable for river navigation were available, the military stores could be sent by no other way. The General at last considered himself ready to advance; but first very properly reconnoitred Meri-Meri in one of the iron-screened steamers which the Governor had sent him. Then, on the 31st of October, he moved forward over six hundred men, left them in position, and returned for another detachment with which to attack the Maori fortification both front and rear. But when he arrived with detachment number two, there were no Maori there to fight. They had abandoned Meri-Meri under the very eyes of detachment number one, instead of remaining, as they clearly ought to have done, to be surrounded. It was as well; for Meri-Meri was very strongly entrenched, and great loss of life must have attended an assault. The Maori rarely fought as they were expected to fight, and, as in the case of the Boers, their personnel was constantly changing, some of them going home, and others, who had so far done no fighting, taking their places. After the evacuation of Meri-Meri, a considerable number withdrew temporarily from the field, while the
- 65. rest, reinforced by a fresh contingent, set to work to fortify Rangiriri, twelve miles higher up the Waikato. Against this General Cameron advanced on the 20th of November with a land force of eight hundred men, five hundred more on board two river steamers, two Armstrong guns and two gunboats, whose duty it would be to pitch shell into the pa from their position on the river. The fort, trenched and pitted, had a formidable look; but the Maori had for once omitted to leave open a way of escape in their rear, and, besides, they were numerically too weak to defend the long line of fortification. From three o'clock until five that afternoon the gunners poured shot and shell into the entrenchments at a range of six hundred yards, and then the troops, led by the gallant 65th, drove the enemy from the trenches into a central redoubt, which defied all efforts to take it. The men of the red and white roses swung raging back to make way for a contingent of the Royal Artillery and, when these, too, were beaten off, Commander Mayne of H.M.S. Eclipse twice in succession led his jolly tars against the impregnable redoubt. Not even they could succeed, and night closed in on the combatants, putting an end to the slaughter, and leaving the Maori still in possession. All night long the sappers laboured at a trench, and all night long the Maori within the redoubt kept up a terrific howling, flinging challenges, and occasionally something more practical, at the besiegers; but, when morning dawned, there stood on the fatal parapet a chief of note, and asked for an interpreter. In a few moments one hundred and eighty-three warriors and one hundred and seventy-five stand of arms were surrendered to General Cameron. The mistakes of Oheawai were repeated at Rangiriri, and the wonder is that the troops got off as cheaply as they did; a fact only to be accounted for by the numerical weakness of the Maori. These knew well the courage of the men arrayed against them; but the desperate valour with which they defended their works helped to
- 66. convince the British General that they, too, were foemen not to be despised. The battle of Rangiriri had this great advantage, that it opened the gorge of Taupiri, where disaster might well have overtaken the troops, had the Maori been in a position to defend it. As it was, General Cameron was able to push forward, and on the 6th of December to occupy Ngaruawahia, where King Matutaere had established his headquarters, and where his father, old Potatau, was buried. Matutaere had not waited for General Cameron and, unduly fearful of desecration, had carried away with him the mouldering remains of the old king. One thing he had left behind, as being too heavy for a flying column, and that was a flagstaff of most exalted height, from the peak of which his royal standard had lately floated. The standard was gone, but the flagstaff had not been cut down, and the Union Jack soon proclaimed to any watching Waikato that the first game of the rubber had been won by the British. CHAPTER XXIII THE BLACK KNIGHT GIVES CHECK Shortly before the occupation of Ngaruawahia the New Zealand Settlements Act was passed, giving the Governor power to confiscate the lands of insurgent Maori, the Imperial Government having relinquished control of native affairs. These were now entirely in the hands of the colonists, and it was hoped that their knowledge of the requirements of the Maori, together with the success which had attended General Cameron's arms, would combine to bring about lasting peace. There was, indeed, talk of peace between Sir George Grey and Wiremu Tamihana; but it came to nothing, and the Maori meanwhile threw up fortifications at Pikopiko and Paterangi, on the Waipa, a branch of the Waikato. Dislodged thence, and severely handled in a
- 67. skirmish on the Mangapiko river, in which Captain Heaphy of the New Zealand forces gained the Victoria Cross, the Maori, commanded by their great fighting chief, Rewi, were again defeated at Rangiaohia. This was late in February, 1864, and the Waikato, undismayed at their numerous disasters, entrenched themselves at Orakau, in the heavily-wooded Taranaki country. Orakau was unusually strong, and General Carey, with great judgment, completely surrounded it before opening his attack. Even so, he fell at dawn on the 30th of March into the old mistake of attempting to storm the impregnable. After three unsuccessful assaults by regulars and colonials, the General determined to approach the defences by the less costly, if slower method of sap and trench. All was ready by the 2nd of April, and the Armstrong guns soon silenced the enemy's fire, while the soldiers managed to burn no less than 48,000 rounds of ammunition. General Cameron at this stage very humanely ordered a parley, as there were many women and children within the pa; but to his summons to surrender the Waikato sent back the defiant answer, "This is the word of the Maori: We will fight for ever and ever and ever!" (Ka whawhai tonu; Ake, Ake, Ake!) "Send out the women and children," urged General Cameron. "No; the women also will fight for their country," was the heroic response, and the General had no choice but to order the troops to assault. The first men up, some twenty in number, led by Captain Hertford of the Colonial Force, were received with a volley which put the captain and ten of his men hors de combat, while on the other side of the pa the 65th had no better success. But the Maori were worn out with the three days' struggle; they had lost heavily, and Rewi now gave the order to evacuate the pa, which was, it will be remembered, completely invested. How the Maori managed to escape has never been satisfactorily explained. In the words of an eye-witness, "a solid column of Maori, the women, children and great chiefs in the centre, marched out as cool and steady as if they had been going to church." A double line
- 68. of the 40th Regiment lay on the side the defenders chose for their escape, the first under a bank sheltering them from the fire from the pa. It is almost incredible that, before any one had gathered the significance of what was going on, the Maori jumped over the heads of the first line, and walked through the second line. The war correspondent of the Auckland Southern Cross wrote of this extraordinary happening: "The cry was heard that the rebels were escaping, and a scene baffling description ensued. General Cameron, Brigadier-General Carey, aides and gallant colonels of the staff were rushing about to warn and gather men from the sap.... This occupied minutes, and all this time not a man of the 40th appears to have seen the Maori, who must have jumped over the heads of the soldiers lining the road cut out of the steep embankment, and so passed into the swamp and Ti-tree scrub, wounding two or three of the 40th as a remembrance of their passing." The Maori must have escaped unharmed, had it not been for a small corps of colonial cavalry, who, led by Captains Jackson and Von Tempsky, worked round the scrub and inflicted great loss upon the natives as they emerged. Owing to the blunder, Rewi escaped along with numbers of his countrymen. The scene was now suddenly shifted to the Tauranga district on the east, in the neighbourhood of the Bay of Plenty. The Maori here had nothing to do with the quarrel, but emissaries from the Waikato had constantly approached them, and many of the tribes were deeply disaffected. No great distance separated the two districts; Wiremu Tamihana owned considerable land in the Tauranga country, and, it was well known, the Tauranga men had materially helped their western neighbours. Fortunately, the Arawa tribes, which had an immemorial feud with the Waikato,[66] took our side and, led by Captain McDonnell of the Colonial Forces, defeated the tribes of the Rawhiti at Maketu. A week later this initial success was forgotten in view of the disaster which overtook the British at Tauranga. General Cameron had towards the end of April transferred his headquarters to Tauranga, and established himself with two
- 69. thousand men before a strong fortification of the enemy, which is remembered as the "Gate Pa." This fort was built upon a neck of land which fell away on each side to a swamp. On the summit of the neck the chief redoubt had been constructed and, flanking it, were lines of rifle-pits and shelters, covered with wattle or earth, rendering the place almost impregnable. The position had been completely invested, and the bombardment opened on the morning of the 28th of April, 1864. The Maori lay grimly silent behind their defences while our great guns banged and boomed, belching their storm of shot and shell at—emptiness! The cunning foe had planted their standard one hundred yards in rear of their pa, while the besiegers fondly imagined it to be placed in the centre. For two hours the waste of ammunition went on before the mistake was discovered; but, even when the great guns roared furiously at the redoubt, as if wroth at the saturnine jest played upon them, the Maori made no sign; so that none could tell whether they were lying close, like scared rabbits in their burrows, or whether—though this was not likely—they had already stolen away and escaped. The afternoon was advanced when, with their reserves well up, the troops poured through a wide breach in an angle of the redoubt. They met with little opposition, and those on the plain actually believed the pa to be taken. Not so. In the very moment of victory occurred one of those inexplicable panics which, rarely enough, seize the most seasoned troops; the positions were reversed in an instant, and the Maori masters of the situation. As the troops dashed cheering through the breach, the Maori attempted to slip out at the rear of the pa; but, seeing the men of the 65th, the whole mass of them surged back and came face to face with the foremost of those who had entered from the front. These, startled at sight of so many savage foes rushing furiously upon them, pressed upon their comrades, who in turn faltered, and
- 70. the troops in another moment turned and ran, shouting, "They are there in thousands!" Undaunted by this terrible sight, the reserves dashed up to encourage their dismayed comrades, but to no purpose. The Maori, momentarily inactive from sheer astonishment, recovered and poured a disastrous fire upon the mob of struggling men, twenty- seven of whom were killed and sixty-six wounded. It is useless to try to explain away this unhappy incident. It is enough to say that the men of the 43rd Regiment two months later atoned for their behaviour, and wiped out their defeat by utterly routing the Maori at Te Ranga, where the position was not at all unlike that at the Gate Pa. Despite the fact that there were now arrayed against them some ten thousand British regulars, and five thousand colonial troops, the Maori made no overtures of surrender—save for a few at Tauranga. Instead, they withdrew from the Waikato plain, as well as from those parts occupied by the soldiers, and joined forces with the Whanganui rebels in the fastnesses of the latter's country, where they were able to indulge in their favourite bush-fighting and guerilla warfare. Here, too, their resistance was strengthened by the growth of a shocking superstition, which bred in them a fanatical hate, and lent to their methods a brutality never previously exhibited in their conflicts with the Pakeha. Another development which strongly influenced the remainder of the war occurred about the time when the operations at Tauranga were brought to a close. Until the early part of 1864 the Colonial Forces had played a subordinate part in the war—not from choice—though their conduct had been invariably deserving of the highest praise. The time was now at hand when they were to become principals instead of supernumeraries, and by their own strenuous efforts bring about the end of a struggle which General Cameron had more than once frankly despaired of finishing.
- 71. "The nature of the country forbids the idea of a decisive blow being struck in the Whanganui district," he once wrote to Sir George Grey, "and if Her Majesty's troops are to be detained in the colony until one is struck, I confess I see no prospect of their leaving New Zealand." No doubt General Cameron was right in considering the country indicated as probably the most difficult in New Zealand in which to engage in military operations; but, even in the more accessible Waikato plains, he had not conducted the war with that dash which the colonists knew to be necessary for the speedy subjugation of the natives. Even the Maori considered him slow and, notwithstanding his personal courage, contemptuously styled him "the sea-gull with the broken wing," because of his tendency to avoid the bush and encamp upon or near the shore. Lastly, his Fabian policy had cost the colony an enormous sum, and the British Government, irritated by the expense of its generous response to the colony's appeal for aid, now demanded £40 per head per annum for all soldiers kept in New Zealand at the request of the Colonial Government, after the 1st of January, 1865. The answer of the colony to this was to beg the Home Government to remove the Imperial troops to the last man, declaring the colony ready and able to undertake its own defence. This "self-relying" policy of the Weld Ministry relieved the colonists of a great burden; for the poll-tax was to be paid only for soldiers remaining at the request of the New Zealand Government. Furthermore, the relations between Sir George Grey and General Cameron had for long been none too cordial, and one thing added to another brought about the departure of some of the British regiments. To put the matter in a nutshell, the Governor asked the soldier to dare and do more than the latter believed he could accomplish with the troops at his disposal; so he refused point blank. The Governor thereupon dared and did on his own initiative, and proved the soldier wrong.
- 72. Here is an outstanding example. After General Cameron had been surprised at Nukumaru,[67] he passed on up the coast, leaving unreduced the strong Wereroa pa, which was occupied in force by the Maori. His reason, given to the Governor, was that he had only fifteen hundred troops with him, and to attack the fort with less than two thousand would be to court disaster. When five hundred friendly Whanganui natives offered to take the pa, the General sneered at their offer as "mere bounce" and, further, insisted that the Governor knew it to be "mere bounce." The Governor's reply was to collect a mixed force of five hundred men, including three hundred of the "bouncing" friendlies, and borrow two hundred regulars from General Waddy for moral support. With these he marched upon the pa about which such a pother had been raised. The Queen's troops, who were not allowed to fight— though the enemy did not know that—acted as a camp guard, while the colonials and friendlies worked by a circuitous and very difficult route to the rear of the pa. Here they took a strong redoubt, which commanded the fort, and captured fifty Maori on their way to join the garrison. All this was effected without the loss of a man, and the enemy, seeing themselves, as they supposed, surrounded, evacuated the pa by the front. Had the regulars been allowed to fight, the hostile force must have been annihilated; but, much to their astonishment, they were allowed to walk off unopposed. The numerically insignificant contingent of colonials and friendlies entered the pa next day, having accomplished in two days, under the Governor's eye, that which the commander-in-chief had for six months declared to be impossible of accomplishment with less than two thousand regulars. Perhaps, however, he was right. As one result of this constant friction and of General Cameron's representations to the British Government, there remained in the colony in 1865 only five regiments, and these were employed in guarding the districts which had been reduced. After March, 1865, the Colonial Forces for the most part conducted the war in their own way; but it would be absurd to deny that, but for the regulars who
- 73. remained, the conquered tribes would have reassembled and obliged the war to be fought over again, or necessitated an increase in the strength of the colonials proportional to that of the Imperial troops withdrawn. As it was, while the regulars stood on guard, the colonials fought their fight unhampered by reviving sedition—fought and, as we shall see, conquered. FOOTNOTES: [66] See p. 55. [67] See p. 233. CHAPTER XXIV PAI MARIRE,[68] OR THE HAUHAU SECT The early months of the year 1864 saw the first appearance of the fanatical sect of the Pai Marire, or Hauhau. Various opinions exist as to its cause of origin, but no member of it has put his own views on record for the benefit of posterity. Some believe that the sect was founded as a deliberate attempt to strengthen the weakening attachment of the natives to the national cause, by giving them the powerful bond of a common religion—so to call it. Others maintain that the inception of the movement was in a madman's brain, and that it was used for political purposes only when it was perceived how readily the more ignorant and superstitious of the Maori accepted it. Lastly, not a few insist that such a religious development was the natural outcome of instilling half-a-dozen views of Christianity into the receptive brain of an intelligent race, able and accustomed to think for themselves. These last argue that, when the Maori had listened to (in order of sequence) the Anglican, Wesleyan, Baptist, and Catholic versions of the "faith once delivered," the
- 74. various contentions became so jumbled up in some minds that their owners began to study the Bible for themselves. The result of the research of some of the less enlightened was the formation of a "religion" which was a grotesque blend of Judaism, Paganism, and elementary Christianity (very little of this last) which was used as a means to an end by those who utterly scorned it—the end being the destruction of British supremacy. The author of the creed, one Te Ua, does indeed seem to have been a mild-mannered lunatic. He broke out rather violently about the time of a shipwreck on the Taranaki coast, and, while tied and bound for the good of the community, indulged in a madman's dream which he subsequently proclaimed as a "revelation." Having managed to free himself, Te Ua declared that the archangels Michael and Gabriel, together with many spirits, had landed from the wreck and given him power to burst his bonds. His companions, finding this story hard to believe, again secured Te Ua, and this time with a chain. No use. With an effort of that strength which sometimes appears in the insane, Te Ua snapped the chain and leaped at a bound into the position of a seer. Te Ua's muddled brain recalling something of the story of Abraham and Isaac, he went out and began to break his son's legs in obedience to a divine command to kill the youth. He was presently stopped by Gabriel, who restored the boy whole and sound to his father, and gave the latter orders to assemble all believers round a niu, or sacred pole. Grouped there in a circle, they must dance, apostrophise the Trinity, sing hymns and what not, in return for which, those found worthy—note the saving clause—should receive the gift of tongues and be invulnerable in battle. While praying, dancing or fighting, the sectaries were constantly to ejaculate the syllables "Hauhau," forming a word supposed to mean the wind (hau), by which the angels were wafted from the wreck when first they communicated with the great Te Ua. Te Ua was not long in making converts to his strange faith; and on the 4th of April, 1864, a body of them fell upon a detachment of the
- 75. 57th and military settlers, who were destroying crops in the Kaitaka ranges. Captain Lloyd, who was in command, fought most bravely when cut off from his men, and died fighting. His body and the bodies of seven other white men were discovered a few days later, all minus the heads, which had been carried away. No one knew what to make of this innovation; but it was afterwards ascertained that Captain Lloyd's head had been preserved after the Maori fashion, and was being carried throughout the North Island, and exhibited to tribe after tribe as the medium through which God would occasionally speak to his people. The frenzy of the Hauhau. The Incantation The tribes were also informed that legions of angels would some day appear and assist the Hauhau to annihilate the Pakeha. Once that degenerate lot had been got rid of, the angels would escort from heaven an entirely new brand of men, who should teach the Maori all the Europeans knew, and more. Unconsciously prophetic, the final promise in this farrago of nonsense was that all Maori who fulfilled
- 76. certain conditions should be instantly endowed with power to understand and speak the English language. The new men were evidently to resemble the Briton! Notwithstanding its blasphemous absurdities, the Pai Marire sect gained so many converts, and spread so far and fast, that it seemed at one time as if all the Maori in the North Island would rebel. It is well, however, to keep in mind that many of those who followed the prophet's drum did so for their own purposes, and privately mocked at his uninspired ravings. The wonder is that the new faith did not immediately wither away; for the Hauhau lost at the very outset so many killed and wounded at Sentry Hill, near Taranaki, that all conceit as to their invulnerability should have been driven out of them. Among the dead was a prominent sub-prophet, Hepanaia, and the story was circulated and believed that the reverse was wholly due to this man's faulty behaviour—a very convenient way of accounting for the non- fulfilment of the archangel's promises. Wishful to counterbalance the effect of this defeat, the Hauhau determined to attack Whanganui. The prophet Matene (Martin) sent a conciliatory message to the Whanganui tribe of Ngati-Hau, and with a number of disaffected Waikato swept down the river in war- canoes, intent to wipe out the settlement and the town. But the Ngati-Hau, being friendly to the Pakeha, made alliance with the Ngati-Apa, and paddled up-stream to meet the advancing Hauhau. They were three hundred, and the prophet checked his advance at sight of them. A parley ensued, one side demanding, the other refusing, permission to pass down the river. Matene threatening violence, the Ngati-Hau challenged him to make good his bold words, and it was presently arranged that the two companies should meet next morning on the island of Moutoa— scene of many a fight—and decide the question by ordeal of battle. It was agreed that neither party should ambush or surprise the other, and the Hauhau landed at dawn on Moutoa to find the Ngati- Hau awaiting them.
- 77. The Whanganui, with mistaken generosity, opposed only a hundred of their number to one hundred and thirty Hauhau. They were divided into an advanced guard of fifty men, and an equal number in support, while the remainder stood upon the river bank as spectators. The vanguard, under Tamihana Te Aewa, was subdivided into three parties, each headed by a fighting chief, Riwai Tawhitorangi, Hemi Nape, and Kereti, while the chief, Haimona, led the supports. Matene and his Hauhau, uttering their harsh, barking howl, were allowed to land and form up unopposed, when they immediately began their incantations, howling fragments of Scripture and making passes after the manner of a hypnotist. The Whanganui, convinced of the invulnerability of their foe, waited until the latter, still incanting, had advanced within thirty paces, and then fired. Not one Hauhau fell. At this moment a Christian Maori rushed in between the two parties and beseeched them not to fight. As he stood there, the Hauhau returned a volley; the mediator fell dead and, worse still, so did Riwai, Kereti, and several others. The vanguard began to retreat, shouting, "It is absurd to fire at those who cannot be wounded," and only Hemi Nape stood firm, giving back shot for shot, and bringing down more than one of the "invulnerables." To him rushed Tamihana Te Aewa, forcing forward a few whom he had been able to rally; but, even as they reached his side, Hemi Nape fell dead. Then Tamihana roared his battle-cry, and with his tupara shot two grinning Hauhau, whose spirits plunged so suddenly into the waters of Reinga that their bodies knew not of their departure, but ran on for several paces ere they realised their condition and fell. A third half halted, amazed at the extraordinary sight, and him Tamihana brained with the stock of his empty gun, sending him with a splash into the dark waters after his comrades. A fourth came at him, howling like a wild dog; but Tamihana seized a spear and drove it so deep into the man's heart, that even his great strength could not withdraw it. And while he tugged and wrenched, lo! a bullet
- 78. shattered his arm, and a fifth Hauhau rushed upon him to slay him. But Tamihana, stooping swiftly, caught up Hemi Nape's gun and, swinging it round his head with one hand, smote his enemy such a blow that the man's skull cracked like an egg-shell, and his brains gushed out. Truly, the guardian of the portals of Reinga had no time that day to close them while Tamihana was at work. Yet more might Tamihana have slain; but, even as he slew, single- handed, his fifth man, he fell to the ground with a broken knee. By this time, those who ran had come to the tail of the island, whence, looking back, they saw their chief upon the ground, and the Hauhau rushing up to finish him. Then was Haimona Hiroti shame- smitten and, driving his spear into the earth, he cried aloud, "I go no farther! Back with me, all who would not live with shame upon their faces!" And twenty brave men followed Haimona, and all together they charged home, some calling upon Atua for aid, and some invoking the Christians' God. But the Hauhau, having only one god to cry to, became struck with fear, and in their turn broke and fled to their canoes. Few there were who reached them, so mightily did Haimona Hiroti and his score smite, and so many did they slay; but some ran very fast, and these escaped, taking no thought of those behind. Then Matene, their prophet, finding himself abandoned, cast himself into the river and swam for the bank opposite to that whereon the men of Ngati-Hau and others were gathered, watching the fight and shouting lustily. Up to the very head of the island charged Haimona Hiroti, seeking still to slay. But not one was left. Then, when he saw the swimmer and knew him for Matene, Haimona cried aloud to Te Moro, "See! there swims your fish!" and thrust his bone mere into his hand. And Te Moro plunged into the stream and, swimming very fast, overtook the "fish" before he reached the bank and seized him by the hair, which he wore long, after the manner of the Hauhau. Then Matene turned in the water and, making passes in the air with his hands, barked at Te Moro, "Hauhau! Hauhau! Hau! Hau! Hau!" as is the way
- 79. with these people. But Te Moro, swimming round him, drew back his head and smote him with the bone mere only one blow; but it was enough. Then Te Moro swam back and, having laid Matene at Haimona's feet, offered him his bone mere. But Haimona said, "Keep it"; and Te Moro very gladly kept it, for there were two notches in it where it had suffered owing to the thickness of Matene's skull. And, when Te Moro's children's children shall show the mere to their children and tell the tale of it, should any doubt, there will the notches be to prove that their ancestor slew Matene, and with that very weapon.
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