Features
Just in time –Part 2
A couple of weeks later, Esaaba left home later than usual, and stopped by his service centre on her way to work. He smiled with surprise, but she noted that he was not exactly thrilled to see me.
‘I thought you would be at work by now,’ he said. ‘Yes, normally I would. But I decided to wait so that I could stop by and see you.’ ‘Thanks a lot. I appreciate that. Do come in.’ They walked past the several cars with their bonnets open, young men busy at work, and they responded to her greeting.
They entered his office, a medium sized air-conditioned room with a laptop computer on the desk, a fridge, and a shelf behind his desk with files and manuals. There was also a big open cupboard with what I guessed were spare parts. ‘So, you are welcome. Would you like some tea?’
‘No thanks. I already had breakfast. Actually, I won’t be more than a few minutes.’ ‘Okay. So, now you know where I work. You already know that I service German cars.
Most of my customers are owners of Mercedes, BMW and Golf. I get several others but these three are the main ones. I’ve been here two years, and I’m getting busier every week.’ ‘Glad to hear that. Good to know that you are finding your work productive.’
‘Well, yes, except that sometimes Ghanaian customers are a little difficult. I’m used to working with time and precision. Everything I do here is IT oriented, but our people are a little slow when it comes to technology. And when it comes to the staff, that’s a whole big issue. It’s often difficult to get them to understand simple processes.
You have to keep saying the same thing over and over again, until they get it. And I think Ghanaians are lazy. You have to virtually push them to work. Sorry, I shouldn’t be complaining like this to you, certainly not on your first visit’. ‘Of course it’s fine.
These are real everyday issues you can’t ignore. But I’m sure that as time goes on, you are developing your own mechanisms of dealing with people, even difficult customers and employees. Eventually you will win them over.’ ‘Well, I hope so. Sometimes it’s very difficult. Anyway, so how do you normally get to work?’
‘There’s a taxi rank just some fifty metres away from here. The taxi drops me very close to my department. And it’s the same coming back home. So I don’t have any transport issues’.
‘Okay, let me see you off before it gets too late.’
He saw her off and wished her a good day, and as she walked to join the taxi she reflected on her impressions of him at work. It was good to know that he was doing something productive, but while she understood that his German education and training inclined him towards punctuality and efficiency, she thought that anyone working in our environment, especially a Ghanaian, should find a way to handle customers and employees.
Customers would flock to you if they knew that you were efficient and punctual, so that could be an advantage. And employees could always be trained to work the way the employer wanted, depending on the motivation and the style used. Those were her early impressions, but she was quite willing to give Stanley time to come across with his plans for the future.
Some two months after he proposed, he had not said anything else. They met as usual and chatted over all manner of things, but he avoided the relationship issue. Esaaba started thinking of dropping hints about the subject, but one morning he stopped by the house as she was about to leave for work, and announced that he was going to Germany ‘for a few months.’
He was going to prepare to fully settle back in Ghana. He apologised for not informing her earlier, but he had had to take the decision in a hurry. He would call regularly, of course, and discuss everything’ then he was gone.
He called some three days after he arrived in Germany, and promised to call regularly. He honoured his promise, and called for a couple of months, mostly to talk about the two German brothers he was working with.
They had a great working relationship, and he hoped to get them interested in investing in Ghana. He believed that in spite of the challenges, Ghana was a very viable place to invest, and he was going to work hard to succeed in Ghana.
Quite a few Germany based Ghanaians had returned home to invest, and some were doing extremely well. He mentioned Kwasi Okyere, who had opened an organic farm with two branches in the Central and Eastern Regions, and was supplying vegetables to the supermarkets.
Then there was Dan Appiah, who was bringing rebuilt tractors for sale to Ghanaian farmers, and was struggling to meet the numerous orders he had received. There were many success stories to inspire him, he said, and he was certainly going to make it in Ghana.
And to top it all, he had met a beautiful lady, just the type of woman he wanted.
Esaaba found those words really heart-warming, but she was not thrilled. She hoped and prayed that he would be able to achieve those objectives. She tried to encourage him, saying for example that having already been to Ghana to start working in his preferred line of business, all he needed was to prepare adequately and come back with full vigour.
And fortunately too, he had two wealthy partners who would provide him with technical and financial support. With hard work, he could win jobs from the big industrial and commercial organizations.
After two months, however, he fell silent. She waited for a couple of weeks, and dropped a few WhatsApp messages. But even though he opened them, he did not reply. She called on two occasions, and he did not answer. So she decided to wait for a while.
Perhaps he needed some time to sort himself out’. Regular communication from her could give the impression that he was obliged to hurry up and come to Ghana to be with her. She dropped a few messages to greet him and hope that he was doing well. Then she stopped.
Her parents may have gotten some hint from somewhere, because they started asking. ‘How are things going between you and Stanley?’ Mama asked. ‘I haven’t heard from him in a couple of months. But before then, things were going very well’. ‘How can that be, Esaaba? You mean things were going well, then all of a sudden, he went quiet, and you haven’t heard from him for two months?’
‘That’s exactly what happened Mama’. We had been chatting regularly. He had been telling me about his work in Germany, the two brothers he was working with, and how he was hoping to get them interested in working with him in Ghana. He was looking forward to resuming work here in a big way. He counted himself lucky to have a girl like me as his support.
On my part I assured him that he had done well to have started the service centre. With his knowledge of the market, he only needed good preparation to come and excel. Everything was going well as far as our conversations are concerned. When he stopped communicating. I kept sending him messages and calling. He never replied any of them’.
‘Listen, Esaaba’, Dada said. ‘We are your parents, so tell us exactly what has happened. Are you sure you haven’t had arguments with him which have caused him to back off? You know you are a very confident person. Sometimes you need to humble yourself a little, especially when it comes to men and relationships. Tell us, what exactly happened?’
‘Dada, are you telling me that I am telling lies? Well, fortunately my phone records all conversations, so I can play all of them for you now. I can also show you the WhatsApp messages we have exchanged. Let me get them all for you now’. ‘You don’t need to get angry,’ Mama said. ‘We only want the best for you. That’s why …..’
‘You want the best for me, so you must tell me that I am lying? I don’t know what is happening with Stanley in Hamburg. Perhaps he is facing challenges with the job, perhaps he has found new partners, perhaps he is moving to a new house and needs to raise money. It could be anything.
Why should you assume that I’m lying? And Dada, I don’t think it is fair that you should imply that I have said something to offend Stanley because I am a confident person. Stanley is an individual with the right to make his own choices. I don’t control him. I think I have said enough’. ‘Then we will call him ourselves and find out what is happening’, he said as I walked away. ‘Here is his number’, Esaaba said as she took a pen tore a sheet from her note pad. ‘Call him’.
The following evening, as Esaaba walked home from the taxi rank, she saw a note from Stanley, stopped to read it and, shaking her head, walked home very angry. She entered the hall and found Baaba chatting with their parents. ‘Good evening’, she greeted, trying to sound warm. ‘How is it, Baaba?’ ‘All is well.
I hear things are not going well with you and Stanley. Anything the matter?’ I don’t know on what basis you concluded that things are not going well. I haven’t heard from him in a couple of months.
I don’t know what challenges he’s facing’. ‘But if he hasn’t called in two months then something is surely wrong. I’m sure there’s something you are not telling us’. ‘Why don’t you go to hell, Baaba? If you won’t mind your own business, then go to hell’.
‘Your sister is asking such a harmless question, and you ask her to go to hell, Esaaba?’ ‘Please, Dada, I think I need to go somewhere quickly and sort myself out before things go badly wrong.
I have just received this note from Stanley. Let me read it to you: “Esaaba, you father called me last night to ask about my plans and the arrangements for our marriage. I think I need to tell you that your parents are interfering in my personal life, and I don’t like it. I must tell you that the reason why I bought you the ring and made that unusual proposal is that they called me and virtually told me to come and marry you. Kindly tell them to get off my back. Regards”.
So Mama and Dada, you think you want the best for me? Thank you for what you’ve done. And Beesiwa, go to hell. I will be moving out of this house, very soon’. Then she walked off.
Ekow De Heer
Features
The right mindset is everything
This year June and part of July, is an enjoyable season for football lovers due to the World Cup which is held every four years. The World Cup is such a huge event and also very prestigious so it is highly competitive.
Countries registered with the Federation of International Football Association, (FIFA) become automatic members. FIFA organises tournaments on the five continents of the world, to enable countries to be selected to play in the World Cup competition.
Governments support their national teams to ensure qualification to the World Cup due to the prestigious nature of the tournament. Certain countries even go to the extent of renting a place of their choice, instead of the accommodation provided by FIFA, to ensure that they win the ultimate crown, as Germany did in the 2014 tournament in Brazil.
Mental strength a requisite for emerging victorious in football matches at such high professional level and everything must be done to endure that players are focused on the matches ahead of them.
There is however, a peculiar situation in this year’s World Cup, where it is being hosted by three countries namely the United States of America, Mexico and Canada and where one of the host countries, is at war with one of the competing countries.
The United States of America, is waging a war against Iran. The US has prevented Iran from staying in the US where they were originally scheduled by FIFA to play their matches. The US using its power as the host country, has refused to let Iran to stay and FIFA has provided a place in Mexico for the Iranian team to stay. They have to spend about five hours to fly to the US and prepare to get ready for their matches, each match day.
They are also forced to leave the US as soon as they finish playing their matches, without resting. Despite this inhumane treatment being forced on them by the USA, the Iranian team is mentally strong and have managed to draw their two matches played.
This is a clear manifestation of mental toughness, resulting from having the right mindset.
Life has a way of often dealing bad cards to a lot of people but it is important that when it happens like that, you look at what you can do with what you have, to still achieve the goals you have set for yourself.
There is a saying that when life throws you a lemon you make lemonade out of it. The barriers confronting you might be great, but it is the attitude you display that makes the difference.
The Iranians have really shown that the right mindset is indeed everything you need to be successful. They looked at their situation and assessed what was not going in their favour and found appropriate steps to address it.
Given the teams Iran was to play, the challenge was indeed huge, given the circumstances they found themselves in, but the right mindset to never give up, did the trick for them.
As human beings, we are always confronted with challenges, right from the day we start to crawl, the day we take our first steps and as we continue to grow into adulthood. Challenges are part of our daily lives and we must therefore condition our minds, that we shall encounter them and so must constantly be innovative in overcoming them, when we encounter them.
We need as a country, to develop a critical thinking skill capabilities in our youth, as an investment in the future fortunes of this country. Developing the right mindset, will enable us overcome every challenge. God bless.
By Laud Kissi-Mensah
Features
The fragmentation of knowledge: Why humanity is data-rich but wisdom-poor
Introduction
We live in the most measured era in human history. Every click, heartbeat, transaction, and weather fluctuation is logged. Yet despite this flood of information, our ability to make sound judgments, sustain coherent societies, and solve cross-domain problems seems to be declining. The problem is not a lack of data. It is fragmentation: knowledge has been broken into isolated silos, optimised for speed and specialisation, while the capacity for synthesis—what we call wisdom-has atrophied.
This article examines why fragmentation happened, what it costs, and how to recover integrative understanding.
1. How knowledge fragmented
1.1 The rise of specialisation
The 20th century rewarded depth over breadth. Academic tenure, corporate roles, and professional credentials all favor narrow expertise. A neuroscientist rarely reads economics; an economist rarely reads theology. This division increased precision but eliminated cross-talk. The boundary zones where complex problems live-climate and behaviour, technology and ethics, health and finance—became no-man’s-land.
1.2 The incentive structure of information
Modern media and algorithms reward novelty, speed, and emotional arousal. A 30-second explanation of “3 habits for better focus” outperforms a 2-hour synthesis of attention, neurochemistry, and environment. Platforms optimise for engagement, not understanding. The result is a marketplace where shallow, decontextualised fragments outcompete integrated arguments.
1.3 Technological abundance without integration
Sensors, databases, and AI can generate terabytes of data per day. But data without a model is noise. We have thousands of variables measuring sleep, mood, and productivity, yet no consensus on how they interact causally. The tools for collection outpaced the tools for synthesis.
2. The symptoms of a wisdom deficit
2.1 Personal level
People can recite studies on sleep hygiene but still burn out. They track macros, steps, and heart-rate variability but lack a coherent philosophy of health. Information overload creates decision paralysis, not clarity.
2.2 Organisational level
Companies track 200 KPIs but cannot decide what matters. Dashboards multiply while strategic coherence erodes. Meetings become data dumps rather than sense-making sessions. The organisation knows everything and understands nothing.
2.3 Societal level
Policy is “evidence-based” but fails in practice because it ignores context, history, and second-order effects. Debates devolve into dueling statistics because neither side shares a common framework for interpretation. Public trust erodes when experts contradict each other on narrow points but cannot explain the larger picture.
3. Why data alone does not produce wisdom
3.1 Data lacks context
A number gains meaning only within a causal model. Without a model, data is ambiguous. The same drop in GDP can signal recession, a statistical artifact, or a deliberate degrowth policy. Data tells you what happened; wisdom explains why it matters.
3.2 Wisdom requires time horizons
Data captures moments. Wisdom requires tracking patterns over years and decades. The long feedback loops that reveal whether a policy, habit, or technology is sustainable are invisible in real-time dashboards.
3.3 Wisdom demands integration
Wisdom emerges at the intersection of domains. Understanding burnout requires thermodynamics, psychology, and organizational design. Understanding inflation requires history, political economy, and human psychology. Fragmented knowledge cannot make these connections because the training to do so does not exist.
4. Recovering integrative understanding
4.1 Practice model building
Force yourself to explain one phenomenon using three unrelated fields. Example: explain addiction using neuroscience, economics, and ritual theory. The friction of translation reveals hidden assumptions and creates new insights.
4.2 Return to first principles
Strip away domain jargon and ask: what are the fundamental forces here? Energy, information, incentives, and human nature recur across fields. Recognizing these patterns allows transfer of insight.
4.3 Prioritise slow synthesis
Wisdom cannot be produced on the same cycle as content. Reserve time for reading across domains, for conversation without an agenda, and for writing that connects rather than reports. Long-form thinking is the antidote to fragmentation.
4.4 Design institutions for integration
Universities, companies, and policy bodies need roles whose job is synthesis, not production. Historians in tech firms, systems thinkers in hospitals, philosophers in policy units. Without institutional ownership, integration does not happen.
5. Conclusion
The fragmentation of knowledge was a byproduct of progress. Specialisation gave us depth, technology gave us data, and incentives gave us speed. But without synthesis, these gains become liabilities. We end up data-rich and wisdom-poor: able to measure everything and understand nothing.
Recovering wisdom does not require destroying specialization. It requires building bridges back between silos, rewarding synthesis as a distinct skill, and revaluing slow, integrative thinking. Data tells us what is. Wisdom tells us what to do about it.
If we want to solve the problems that span domains—mental health, climate, inequality, technological disruption—we must rebuild the lost art of connection. The tools are available. What is missing is the intention to use them.
By Robert Ekow Grimond-Thompson
News1 week agoFSD Africa, others launch Green Project Preparation Facility to unlock investment in climate infrastructure in Ghana
News1 week agoMerck Foundation holds 13th Africa Asia Luminary with 12 First Ladies to advance healthcare capacity across Africa and Asia
News1 week agoBryan Acheampong calls for unity, urges Kennedy Agyapong to support Dr. Bawumia




