The pressure on our school going kids

March 12, 2001

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INTRODUCTION: There are 16 boxes in this map and counting the obvious ones 30 relationships between them. The human mind can usually juggle not more than 3 to 4 objects in the mind at any one time. Therefore we use a mapping technique to help us see and frame the issues better. This is a helicopter map view of the Study pressure children in Singapore face. At the end of this map, readers will realize that the solutions to solve our problems are not straightforward. They involve trade-offs, which we may later regret. By looking at the whole picture, meaningful strategies that satisfy our longer term needs become clear.	How to Read Maps Maps Investment Maps Business Maps Experts Maps Other Maps Local Interest
(Fig 1) Let's not point fingers on who is to blame for the increasing pressure in school and at home. What is clear is that we have put ourselves into a vicious reinforcing loop (box 1 and box 2)
(Fig 2) With increasing pressure, we create and evolve coping strategies (box 3). They help to reduce the pressure. Note the counterbalancing influence from Box 3.
(Fig 3) But this is getting to be like another version of Parkinson's Law (box 4). The relief from Box 3 is traded away.
(Fig 4) Why are we doing all these? To achieve ever higher standards (box 5), so that we stay ahead in the global race (box 6)
(Fig 5) There is a growing perception that more people are not coping and are opting out (box 7). Some emigrate (box 9). Those who remain pressure the government on this issue (box 8).
(Fig 6) By increasing the talent import (box 10), the loss through emigration is mitigated. As they have evaluated the lifestyle prior to coming on board, they are capable of adapting to the fast paced society (i.e., a dotted line to Box 2)
(Fig 7) What is the distant goal to all these efforts? It is to achieve a global oasis of talent (box 1). Perhaps unintended, it will also relieve the pressure on the government (box 8) and help to maintain a favorable leadership gap with others (box 2)
(Fig 8) That multiple reinforcing loop matrix at Box 1, 2 and 4 with relief from Box 3 may not be sustainable. Too much pressure becomes counterproductive (box 3). When the law of diminishing returns kicks in, it is time to restructure (box 4), and build a new system (box 5). So the cycle repeat itself going back to Box 4, with each succeeding system better than the previous one.
(Fig 9) Shifts in demand pattern occasionally throws us off balance from providing what is valued globally (box 1). An advantage we enjoy could disappear overnight e.g., the Swiss watch industry in the 70s. It will provoke rapid and unpleasant restructuring (box 4).
(Fig 10) Reproducing a fragment of the map here. We have to frequently ask ourselves if we are not landing ourselves in Box 3. Stress helps to up our performance, but too much of it becomes counterproductive. There are many improvements we can make without adding to our Stress.
(Fig 11) Here is another fragment of our map. Instead of creating and living with so much stress, more effort could perhaps be concentrated on those tipping points, which if we are caught unprepared can be extremely costly and far more stressful.