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MY EMPLOYERS AND CLIENTELLES




A THOUGHT

It’s wonderful to revisit the past, though not every memory is nostalgic some can drain your spirit to live. I find the present while learning valuable lessons from the past (so they’re not repeated), and focus on the future gives me a sense of closure, ownership, even drives me to move forward, and feels truly empowering.

Perhaps it's time to recite this daily mantra - that "enough is enough" - "no more being a victim, I'm retaking control of myself and my life"

BIODATA - NIK ZAFRI



 



NIK ZAFRI BIN ABDUL MAJID,
CONSULTANT/TRAINER
Email: nikzafri@yahoo.com, nikzafri@gmail.com
https://nikzafri.wixstudio.com/nikzafriv2

Kelantanese, Alumni of Sultan Ismail College Kelantan (SICA), Business Management/Administration, IT Competency Cert, Certified Written English Professional US. Has participated in many seminars/conferences (local/ international) in the capacity of trainer/lecturer and participant.

Affiliations :- Council/Network Member of Gerson Lehrman Group, Institute of Quality Malaysia, Auditor ISO 9000 IRCAUK, Auditor OHSMS (SIRIM and STS) /EMS ISO 14000 and Construction Quality Assessment System CONQUAS, CIDB (Now BCA) Singapore),

* Possesses almost 30 years of experience/hands-on in the multi-modern management & technical disciplines (systems & methodologies) such as Knowledge Management (Hi-Impact Management/ICT Solutions), Quality (TQM/ISO), Safety Health Environment, Civil & Building (Construction), Manufacturing, Motivation & Team Building, HR, Marketing/Branding, Business Process Reengineering, Economy/Stock Market, Contracts/Project Management, Finance & Banking, etc. He was employed to international bluechips involving in national/international megaprojects such as Balfour Beatty Construction/Knight Piesold & Partners UK, MMI Insurance Group Australia, Hazama Corporation (Hazamagumi) Japan (with Mitsubishi Corporation, JA Jones US, MMCE and Ho-Hup) and Sunway Construction Berhad (The Sunway Group of Companies). Among major projects undertaken : Pergau Hydro Electric Project, KLCC Petronas Twin Towers, LRT Tunnelling, KLIA, Petronas Refineries Melaka, Putrajaya Government Complex, Sistem Lingkaran Lebuhraya Kajang (SILK), Mex Highway, KLIA1, KLIA2 etc. Once serviced SMPD Management Consultants as Associate Consultant cum Lecturer for Diploma in Management, Institute of Supervisory Management UK/SMPD JV. Currently – Associate/Visiting Consultants/Facilitators, Advisors/Technical Experts for leading consulting firms (local and international), certification bodies including project management. To name a few – Noma SWO Consult, Amiosh Resources, Timur West Consultant Sdn. Bhd., TIJ Consultants Group (Malaysia and Singapore), QHSEL Consultancy Sdn. Bhd.

He is also currently holding the Position of Principal Consultant/Executive Director (Special Projects) - Systems and Methods, ESG, QHSE at QHSEL Consultancy Sdn. Bhd.* Ex-Resident Weekly Columnist of Utusan Malaysia (1995-1998) and have produced more than 100 articles related to ISO-9000– Management System and Documentation Models, TQM Strategic Management, Occupational Safety and Health (now OHSAS 18000) and Environmental Management Systems ISO 14000. His write-ups/experience has assisted many students/researchers alike in module developments based on competency or academics and completion of many theses. Once commended by the then Chief Secretary to the Government of Malaysia for his diligence in promoting and training the civil services (government sector) based on “Total Quality Management and Quality Management System ISO-9000 in Malaysian Civil Service – Paradigm Shift Scalar for Assessment System”

Among Nik Zafri’s clients : Adabi Consumer Industries Sdn. Bhd, (MRP II, Accounts/Credit Control) The HQ of Royal Customs and Excise Malaysia (ISO 9000), Veterinary Services Dept. Negeri Sembilan (ISO 9000), The Institution of Engineers Malaysia (Aspects of Project Management – KLCC construction), Corporate HQ of RHB (Peter Drucker's MBO/KRA), NEC Semiconductor - Klang Selangor (Productivity Management), Prime Minister’s Department Malaysia (ISO 9000), State Secretarial Office Negeri Sembilan (ISO 9000), Hidrological Department KL (ISO 9000), Asahi Kluang Johor(System Audit, Management/Supervisory Development), Tunku Mahmood (2) Primary School Kluang Johor (ISO 9000), Consortium PANZANA (HSSE 3rd Party Audit), Lecturer for Information Technology Training Centre (ITTC) – Authorised Training Center (ATC) – University of Technology Malaysia (UTM) Kluang Branch Johor, Kluang General Hospital Johor (Management/Supervision Development, Office Technology/Administration, ISO 9000 & Construction Management), Kahang Timur Secondary School Johor (ISO 9000), Sultan Abdul Jalil Secondary School Kluang Johor (Islamic Motivation and Team Building), Guocera Tiles Industries Kluang Johor (EMS ISO 14000), MNE Construction (M) Sdn. Bhd. Kota Tinggi Johor (ISO 9000 – Construction), UITM Shah Alam Selangor (Knowledge Management/Knowledge Based Economy /TQM), Telesystem Electronics/Digico Cable(ODM/OEM for Astro – ISO 9000), Sungai Long Industries Sdn. Bhd. (Bina Puri Group) - ISO 9000 Construction), Secura Security Printing Sdn. Bhd,(ISO 9000 – Security Printing) ROTOL AMS Bumi Sdn. Bhd & ROTOL Architectural Services Sdn. Bhd. (ROTOL Group) – ISO 9000 –Architecture, Bond M & E (KL) Sdn. Bhd. (ISO 9000 – Construction/M & E), Skyline Telco (M) Sdn. Bhd. (Knowledge Management),Technochase Sdn. Bhd JB (ISO 9000 – Construction), Institut Kefahaman Islam Malaysia (IKIM – ISO 9000 & Internal Audit Refresher), Shinryo/Steamline Consortium (Petronas/OGP Power Co-Generation Plant Melaka – Construction Management and Safety, Health, Environment), Hospital Universiti Kebangsaan Malaysia (Negotiation Skills), Association for Retired Intelligence Operatives of Malaysia (Cyber Security – Arpa/NSFUsenet, Cobit, Till, ISO/IEC ISMS 27000 for Law/Enforcement/Military), T.Yamaichi Corp. (M) Sdn. Bhd. (EMS ISO 14000) LSB Manufacturing Solutions Sdn. Bhd., (Lean Scoreboard (including a full development of System-Software-Application - MSC Malaysia & Six Sigma) PJZ Marine Services Sdn. Bhd., (Safety Management Systems and Internal Audit based on International Marine Organization Standards) UNITAR/UNTEC (Degree in Accountacy – Career Path/Roadmap) Cobrain Holdings Sdn. Bhd.(Managing Construction Safety & Health), Speaker for International Finance & Management Strategy (Closed Conference), Pembinaan Jaya Zira Sdn. Bhd. (ISO 9001:2008-Internal Audit for Construction Industry & Overview of version 2015), Straits Consulting Engineers Sdn. Bhd. (Full Integrated Management System – ISO 9000, OHSAS 18000 (ISO 45000) and EMS ISO 14000 for Civil/Structural/Geotechnical Consulting), Malaysia Management & Science University (MSU – (Managing Business in an Organization), Innoseven Sdn. Bhd. (KVMRT Line 1 MSPR8 – Awareness and Internal Audit (Construction), ISO 9001:2008 and 2015 overview for the Construction Industry), Kemakmuran Sdn. Bhd. (KVMRT Line 1 - Signages/Wayfinding - Project Quality Plan and Construction Method Statement ), Lembaga Tabung Haji - Flood ERP, WNA Consultants - DID/JPS -Flood Risk Assessment and Management Plan - Prelim, Conceptual Design, Interim and Final Report etc., Tunnel Fire Safety - Fire Risk Assessment Report - Design Fire Scenario), Safety, Health and Environmental Management Plans leading construction/property companies/corporations in Malaysia, Timur West Consultant : Business Methodology and System, Information Security Management Systems (ISMS) ISO/IEC 27001:2013 for Majlis Bandaraya Petaling Jaya ISMS/Audit/Risk/ITP Technical Team, MPDT Capital Berhad - ISO 9001: 2015 - Consultancy, Construction, Project Rehabilitation, Desalination (first one in Malaysia to receive certification on trades such as Reverse Osmosis Seawater Desalination and Project Recovery/Rehabilitation), ABAC Centre of Excellence UK (ABMS ISO 37001) Joint Assessment (Technical Expert)

He is also rediscovering long time passions in Artificial Intelligence, ICT and National Security, Urban Intelligence/Smart Cities, Environmental Social and Governance, Solar Energy, Data Centers - BESS, Tiers etc. and how these are being applied.

* Has appeared for 10 consecutive series in “Good Morning Malaysia RTM TV1’ Corporate Talk Segment discussing on ISO 9000/14000 in various industries. For ICT, his inputs garnered from his expertise have successfully led to development of work-process e-enabling systems in the environments of intranet, portal and interactive web design especially for the construction and manufacturing. Some of the end products have won various competitions of innovativeness, quality, continual-improvements and construction industry award at national level. He has also in advisory capacity – involved in development and moderation of websites, portals and e-profiles for mainly corporate and private sectors, public figures etc. He is also one of the recipients for MOSTE Innovation for RFID use in Electronic Toll Collection in Malaysia.

Note :


TO SEE ALL ARTICLES

ON THE"LABEL" SECTION BELOW (RIGHT SIDE COLUMN), YOU CAN CLICK ON ANY TAG - TO READ ALL ARTICLES ACCORDING TO ITS CATEGORY (E.G. LABEL : CONSTRUCTION) OR GO TO THE VERY END OF THIS BLOG AND CLICK "Older Posts"

Friday, December 26, 2025

INFO TAMBAHAN - SILSILAH KELUARGA

Dua persoalan utama yang sering diajukan kepada saya berkaitan silsilah keturunan keluarga

Soalan 1

Terdapat dua jalur utama dalam keturunan Ummi dan Baba saya:

  • Tok Ayah Wan Hassan telah berkahwin dengan Halimah Saad, nenda saya, dan daripada perkahwinan inilah baba saya Wan Abdul Majid dilahirkan,

  • Tok Wan Omar pula berkahwin dengan Nik Zainab, nenda saya, dan daripada perkahwinan ini lahirlah ummi saya Nik Zawahir.

Ibu dan bapa saya merupakan sepupu, dan hubungan ini berpunca daripada Wan Abdullah (ayah kepada Wan Hassan dan Wan Omar) yang berkahwin dengan dua wanita yang berbeza:

1) Wan Mas (keturunan Tuan Dewi/Kembang), ibu kepada Tok Wan Omar

2) Wan Mah (Wan Fatimah), ibu kepada Tok Ayah Wan Hassan

Kekeliruan sering berlaku kerana Tok Ayah Wan Hassan juga pernah berkahwin dengan Wan Fatimah (keturunan Mufti Wan Musa dan namanya sama dengan ibu mertuanya), yang melahirkan Wan Ahmad, bapa saudara saya, seorang veteran Utusan Malaysia. Oleh sebab nama dan hubungan yang bertindih, salasilah ini sering disalahfahami.

Soalan 2

Atas sebab inilah saya kurang gemar menghuraikan silsilah secara “bercabang-ranting”, sebaliknya lebih selesa menggunakan pendekatan terus kepada punca (direct).

Persoalan seterusnya ialah - bagaimana pula ada ahlul bayt berpangkal "Syed/Syarifah" menjadi saudara rapat kepada saya?

Contohnya (Ayah Ku) Syed Abdul Rahman dan adik-beradiknya adalah sepupu kepada Ummi saya. (menjadikan Syed Abdul Rahman sebagai ayahanda sepupu saya)

Jawapannya perlu ditelusuri melalui Nik Zainab, nenda saya yang berkahwin dengan Tok Wan Omar`.

Kakak kepada Nik Zainab ialah Tuan Kembang (Che Kembang/Ku Kembang). Mereka berkongsi ibu yang sama, iaitu Nik Jah (moyang saya) tetapi berlainan bapa (Nik Jah sendiri telah berkahwin beberapa kali dan mempunyai zuriat dari suami yang berbeza). Tuan Kembang adalah anak kepada seorang kerabat Long Gaffar (tidak dapat dikesan)

Tuan Kembang telah berkahwin dengan Syed Nor daripada keluarga Al-Edrus/As-Saqqaf, yang mempunyai kaitan dengan keluarga Tok Ku Paloh/Syed Assaqqaf. Daripada perkahwinan ini lahirlah salah seorangnya (Ayah Ku) Syed Abdul Rahman, sepupu kepada ibu saya.

Dalam tradisi keluarga berpangkal Syed, adalah perkara biasa anak-anak menggunakan gelaran seperti Tuan, Engku dan Syarifah. Juga menjadi tradisi memanggil mereka yang berpangkat Syed sebagai "Ku". Oleh itu, anak-anak Syed Abdul Rahman merupakan dua pupu saya. 

Syed Abdul Rahman juga pernah berkahwin dengan Engku Khadijah, kakak kepada Tan Sri Engku Ibrahim bin Engku Ngah (Penyimpan Mohor Besar Raja-Raja). Anak-anak daripada perkahwinan ini juga merupakan dua pupu saya, dan pada masa yang sama adik-beradik tiri kepada anak-anak Tuan Kembang.

Catatan Tambahan

Nik Hassan, bapa kepada Nik Jah, turut pernah berkahwin dengan seorang daripada kerabat Long Gaffar (maklumat lanjut tidak dapat dikesan). Nik Hassan dan ramai dari keturunan saya juga telah disemadikan berhampiran maqam Long Gaffar, menandakan hubungan yang rapat antara keluarga ini sejak dahulu.

Nota

Perkahwinan antara keluarga saya dengan keturunan Long Gaffar adalah tradisi dari Tuan Halus (keturunan asal) di mana Tuan Halus merupakan anak kepada Long Nuh. Keturunan Tuan Halus bermula dari Nik Muhammad juga telah mengahwini kerabat Long Gaffar sebagai mengekalkan tradisi keluarga.

Bermulanya pangkal "Nik" dalam keturunan saya adalah dari "Nik Muhammad" cucunda kepada Long Nuh. Pertukaran "Nik" kepada "Wan" bermula dari Nik Muhammad iaitu anaknya "Wan Abdul Rahman", pertukaran ini dipercayai dilakukan sebagai mengelakkan dari diburu Siam (kes yang sama berlaku kepada keturunan Tuan Lembut dan Raja Bakar) 

1) Tuan Halus

2) Nik Muhammad 

3) Wan Abdul Rahman 

4) Wan Abdul Manaf

5) Wan Abdullah 

6) Wan Hassan                                   Wan Omar 

7) Wan Abdul Majid (Baba saya)       Nik Zawahir (Ummi saya)

SELF-REFLECTION

If we are grateful for the happiness of others, we are in fact learning to be grateful for what God has bestowed upon ourselves. Yet often we observe the calmness of other people’s lives not to learn from it, but to search for its flaws disguised behind carefully chosen words.


We grow noisy when attention is not given as we expect; this is a sign of restlessness and insecurity within our own souls.

We advise others not to give up, while in truth we ourselves are struggling with despair.

We hope that goodness will emerge from what we share, yet at the same time we are reluctant to accept the views and corrections of others.

Truly, the words of the elders and the Sufi masters are wise: reflect upon yourself first, before being busy judging the reflection in someone else’s mirror.

In short: we want to do the right thing, but we go about it in the wrong way.

Thursday, December 25, 2025

NEW WAVE ERA


I really like the blue blazer. It gives off strong New Wave / New Romantic 80s vibes. Feels very “post-punk sophistication” stylish without being loud
 

Wednesday, December 24, 2025

EATING SNOW: A LAST RESORT BORN OF SCARCITY


In extreme cold or survival situations, some people consume snow for hydration despite understanding the dangers. Eating snow can actually worsen dehydration and increase the risk of hypothermia, as the body must expend precious energy to melt it internally. It is only considered a last resort when no liquid water is available.
(Although snow can be collected fresh and white, away from pollutants, then melted and boiled before consumption, ideally with added electrolytes to reduce health risks)
For the poor and vulnerable, this practice is not a choice it is a consequence of deprivation.
Resource Scarcity: Low-income families often lack basic winter necessities such as proper clothing, heating, or insulated housing. What others experience as a “snow day” can instead highlight the harsh reality of limited resources and exposure to cold.
Infrastructure Failure: When freezing temperatures cause water pipes to burst or electricity to fail, those without financial means may be forced to melt snow for basic needs, drinking, cooking, or even flushing toilets because alternative water sources are unaffordable or inaccessible.
Displaced Populations: In 2025, families living in conflict zones or displacement camps such as in Gaza face severe hunger and cold as winter floods and snowfall destroy fragile shelters. With clean water scarce and aid limited, melting snow may become one of the few remaining options for hydration and survival.
Imagine how fortunate we are to live in Malaysia, where water flows freely from our taps, food is accessible, and shelter is rarely threatened by extreme cold.
Many of us move through our days without pausing to reflect on these blessings, simply because they are always there. Yet elsewhere, people endure winter without warmth, melt snow just to drink, and struggle daily for necessities we often take for granted.
Gratitude grows when we compare comfort with hardship and awareness reminds us that abundance is not universal, nor guaranteed. Recognising this should humble us, soften our hearts, and encourage responsibility: to be thankful, to avoid waste, and to care for those less fortunate.

Monday, December 22, 2025

KENAPA KITA SUKA TEMPAT BERSEJARAH, TAMADUN PURBA - ADAKAH IANYA SUDAH TERTANAM DALAM DNA KITA?


Jawapannya bukanlah DNA secara literal, tetapi ia memang tertanam dalam fitrah manusia. Antara sebab utama mengapa manusia, tanpa mengira bangsa atau latar, tertarik kepada tamadun lama:


1. NALURI INGIN TAHU ASAL-USUL (Evolutionary Curiosity)

Manusia ialah makhluk yang belajar melalui cerita dan pengalaman silam. Dengan memahami bagaimana orang dahulu hidup, kita secara tidak sedar cuba memahami:

dari mana kita datang, bagaimana kita sampai ke tahap hari ini, apa yang membuat sesuatu tamadun bangkit atau runtuh?

Ini membantu otak kita meramal masa depan berdasarkan masa lalu, satu kelebihan "survival" yang tertanam dalam manusia sejak ribuan tahun.

2. IMAGINASI ALAT EMPATI

Apabila kita berdiri di runtuhan purba atau melihat artifak lama, imaginasi kita mengisi kekosongan:

siapa yang berjalan di sini?, apa yang mereka fikirkan? adakah mereka juga takut, berharap, ada sifat kasih-sayang seperti kita?

Ini bukan fantasi kosong, ia latihan empati melintas zaman. Sebab itu tapak sejarah sering terasa “sunyi tetapi seolah-olah hidup”.

3. PENCARIAN MAKNA DAN KESINAMBUNGAN

Dalam dunia moden yang cepat dan sementara, sejarah menawarkan rasa kekal. Ia mengingatkan kita:

manusia pernah hebat tanpa teknologi moden, kejayaan bukan jaminan keabadian, runtuhnya tamadun ialah peringatan, bukan nostalgia

Kita melihat masa lalu untuk menilai nilai hari ini.

4. MEMORI KOLEKTIF BUKAN DNA

Bukan genetik dalam erti kata saintifik, tetapi memori budaya dan kolektif:

kisah yang diwariskan, simbol, seni bina, ritual, bahasa dan mitos

Ini membentuk identiti manusia sebagai makhluk yang mengingat, bukan sekadar hidup.

5. RASA KEFANAAN

Runtuhan purba secara senyap membisikkan:

“Kami pernah berkuasa. Kami pernah yakin. Kini kami tinggal sejarah.”

Ia menyentuh sesuatu yang mendalam dalam jiwa, kesedaran bahawa kita juga hidup sementara.

SEBENARNYA APA?

Manusia memandang ke belakang bukan kerana mahu tinggal di sana, tetapi kerana kita mahu memahami diri sendiri. Sejarah ialah cermin panjang dan setiap tamadun lama yang kita kagumi sebenarnya sedang bertanya soalan kepada kita:

Apakah yang akan tinggal daripada kita, nanti?

Itu sebabnya imaginasi kita tidak pernah sunyi di tempat bersejarah.

6. ADAKAH KITA MEMBURU MISTIK?

Sebahagiannya, ya terutamanya penyiasat paranormal tetapi ini bukan majoriti.

Ramai yang merasakan suasana luar biasa di tapak bersejarah kerana:

Kesunyian, usia tempat, dan simbol kematian/keagungan

Otak manusia cenderung mencipta naratif apabila maklumat tidak lengkap. Keadaan ini dipanggil "pattern-seeking behavior"

Apabila emosi + imaginasi + persekitaran tertentu bertemu, pengalaman itu ditafsir sebagai "mistik", walaupun secara neurologi ia adalah tindak balas biasa otak manusia.

Namun, kebanyakan pengunjung tidak pergi untuk mencari hantu atau kejadian ghaib. Mereka mencari rasa kehadiran masa lalu, bukan fenomena mistik.

7. BENARKAN DNA LANGSUNG TIDAK MEMAINKAN PERANAN?

Jawapan saya: DNA memainkan peranan secara tidak langsung, bukan sebagai “memori sejarah”.

Yang diwarisi melalui DNA ialah:

Kecenderungan ingin tahu, keupayaan imaginasi naluri penceritaan dan empati sosial

Ini semua alat, bukan kandungan. DNA tidak menyimpan memori tentang Mesir Purba atau Angkor Wat, tetapi ia membentuk otak yang mampu tertarik kepada naratif silam.

Analogi mudah: DNA memberi “perisian asas”, budaya dan pengalaman mengisi “data”.

a. Mengapa rasa “seakan pernah di sini” boleh berlaku?

Fenomena ini sering dikaitkan dengan:

Déjà vu, "Memory Reconstruction" (otak mencantumkan maklumat lama + imaginasi), Culture Priming (kita sudah melihat gambar, dokumentari, cerita sebelumnya dan mungkin kita melawat kawasan berkenaan untuk kali pertama)

Ia bukan bukti memori genetik, tetapi bukti betapa kuatnya otak manusia membina pengalaman bermakna.

b. Kenapa naratif mistik sering muncul di tapak lama?

Kerana tapak purba mempunyai:

Kisah kematian, peperangan, kejatuhan dan simbol ritual dan keagamaan (orang biasa menggunakan perkataan "aura")

Struktur yang tidak lagi difahami sepenuhnya, apabila pengetahuan atau hilang, mitos menggantikannya. Ini berlaku dalam semua tamadun, bukan hanya satu budaya.

c. Jadi apa sebenarnya yang dicari manusia?

Bukan mistik semata-mata, dan bukan DNA secara literal.

Manusia sedang mencari:

rasa kesinambungan,makna di sebalik kefanaan

Jawapan sunyi kepada soalan hati: “Siapa kita, sebenarnya?”

Ada yang mencari mistik tanpa menyedari DNA tidak menyimpan memori sejarah, tetapi DNA membentuk otak yang lapar akan makna. Selebihnya datang daripada budaya, cerita, dan pengalaman hidup

Kita tidak mencari roh tamadun lama tetapi kita sedang mencari pantulan diri kita di dalamnya.

6.0 NOTA TAMBAHAN

Penjelasan Sains dan Psikologi

a) Cryptomnesia (ingatan tersembunyi)

Kita mungkin, pernah mendengar cerita, melihat dokumentari, gambar, perbualan, mendengar kisah lisan tanpa sedar

Maklumat itu tersimpan, lalu muncul semula sebagai “ingatan sendiri”. Otak tidak menyimpan label: “ini cerita orang lain”.

b) Imaginasi + empati yang luar biasa

Sesetengah dari kita malah kanak-kanak:

Sangat empatik, Pandai membayangkan emosi orang lain, bijak membina perincian

c) Mengapa manusia tetap tertarik dengan penjelasan mistik?

Kerana ia: memberi makna, mungkin mengurangkan rasa takut, menawarkan kesinambungan identity. Ini keperluan emosi dan eksistensial

Manusia cenderung mencari makna lebih daripada kebenaran teknikal. Itulah sebabnya kisah sebegini terus hidup, merentas budaya dan zaman.

7.0 KENAPA KITA JARANG MEMPERSOALKAN FAKTA HURAIAN SEJARAH MALAH MUDAH PULA MENERIMANYA?

Soalan ini sebenarnya lebih kritikal daripada yang kelihatan, kerana ia menyentuh cara manusia berfikir, bukan sekadar sejarah.

Jawapannya: kita bukan tidak mampu mempersoalkan, tetapi otak manusia cenderung untuk menerima terutama apabila sesuatu itu disampaikan dalam bentuk cerita.

a. Ada otak manusia “diprogram” untuk mendengar cerita, bukan fakta

Sejarah yang diceritakan oleh orang awam biasanya disusun sebagai naratif, ada watak baik/jahat dan ada konflik dan penutup. Malah ada yang meletakkan "bukti-bukti" tertentu yang nampak seperti meyakinkan.

Otak manusia lebih mudah menyerap cerita berbanding data mentah. Sebab itu kisah nenek moyang, cerita perang, atau “orang dulu-dulu” terasa lebih benar walaupun tanpa bukti.

b. Autoriti tidak formal masih dianggap autoriti

Walaupun orang itu bukan ahli sejarah, tiada rujukan akademik, Jika dia : lebih tua, berpengalaman, bercakap dengan yakin, “nampak tahu”, otak kita memberinya status autoriti secara automatik. Ini dikenali sebagai "authority bias"

c. “Social trust” dan adab budaya

Dalam banyak budaya (termasuk budaya kita):

mempertikai cerita orang tua dianggap biadab atau bertanya terlalu banyak dilihat sebagai kurang ajar

Akibatnya:

kita memilih untuk percaya demi keharmonian sosial bukan demi ketepatan fakta.

d. Sejarah lisan ≠ sejarah palsu (tetapi ia tidak lengkap)

Sejarah lisan itu sebenarnya penting sebagai petunjuk dan mencerminkan emosi dan pengalaman,

Tetapi masalah timbul apabila:

ia diterima sebagai fakta mutlak tanpa semakan/rujuk silang dan tanpa konteks masa, tempat, dan kepentingan

Orang awam biasanya menceritakan apa yang mereka faham, bukan apa yang benar sepenuhnya.

e. Confirmation bias: kita percaya apa yang selari dengan kepercayaan sedia ada

Jika cerita itu:

menyokong identiti kita, menguatkan naratif kumpulan apatah mengesahkan apa yang kita mahu percaya, kita akan jarang mempersoalkannya.

Yang bercanggah pula: kita akan tolak dan melabelkannya sebagai “menyeleweng” atau “asing”

f. Malas berfikir secara kritikal

Mempersoalkan sejarah memerlukan:

membaca, membandingkan sumber, menerima ketidakpastian

Ramai orang tidak mahu menanggung beban ini. Lebih mudah:

“Terima sahaja, itu cerita orang lama.”

7. ADA SEJARAH DIGUNAKAN UNTUK CETUSAN EMOSI DAN BUKAN KEBENARAN

Dalam wacana awam, sejarah kerap digunakan untuk membangkitkan kemarahan, atau membina identiti “kami vs mereka” dan tidak kurang akan menghalalkan tindakan yang sama berulang pada hari ini.

Ya, apabila emosi masuk menguasai kita, logik pasti akan keluar senyap-senyap.

Kesimpulan

Kita tidak mempersoalkan sejarah kerana:

otak gemarkan cerita, kita hormat autoriti tidak formal, budaya menolak soal jawab dan emosi lebih kuat daripada fakta dan berfikir kritikal itu melelahkan

Namun, mempersoalkan bukan bermakna menafikan.

Ia bermaksud - "menghormati masa lalu dengan tidak mempermainkan kebenaran"

Dan mungkin soalan paling penting ialah:

jika kita mewarisi cerita tanpa soalan, apakah yang sebenarnya kita wariskan kepada generasi seterusnya?

8. KENAPA ADA PERISTIWA RASUKAN/HISTERIA DI KAWASAN LAMA?

Tanpa menolak ajaran agama mengenai kewujudan jin, soalan ini akan saya jawab dengan sangat berhati-hati, kerana ia melibatkan pengalaman manusia yang sebenar, tetapi tafsirannya sering bercampur antara psikologi, budaya dan kepercayaan.

Peristiwa rasukan dan histeria di kawasan lama bukan disebabkan tempat itu “memiliki kuasa khas”, tetapi akibat gabungan faktor psikologi, sosial, persekitaran dan budaya.

Mari kita huraikan secara berperingkat dan berimbang tanpa menolak ajaran agama mengenai adanya makhluk jin.

a. Apakah sebenarnya yang berlaku dalam “rasukan” dan histeria?

Dari sudut sains, kebanyakan kes ini tergolong dalam:

Mass psychogenic illness (histeria beramai-ramai), dissociative state (pemutusan sementara kesedaran diri), stress-induced trance

Ia bukan pura-pura, dan bukan juga semestinya fenomena ghaib.

b. Kenapa kawasan lama sering menjadi “pentas” kejadian ini?

a) Persekitaran yang mencetuskan tekanan psikologi

(i) Kawasan lama biasanya sunyi, gelap, terpencil, asing dan tidak dikenali,

(ii) Otak manusia mentafsir ini sebagai ancaman, lalu:

(iii) hormon stres meningkat, kawalan emosi lemah dan minda menjadi lebih mudah terpengaruh

c) Otak menerima "the power of suggestion" (sering digunakan dalam proses "brainwashing" dan "regressive hypnosis")

Jika seseorang dibesarkan dengan cerita kawasan “keras” atau mendengar peringatan, amaran atau kisah seram lebih awal dan percaya tempat lama berkait dengan tragedi

Maka minda sudah “diprogram” lebih awal.

Apabila satu orang menunjukkan simptom, ia:

mencetuskan reaksi berantai, merebak melalui empati dan ketakutan

Ini fenomena sosial yang didokumentasikan di seluruh dunia, merentas budaya dan agama.

d) Kumpulan, emosi dan jangkitan psikologi

Histeria jarang berlaku seorang diri.

Ia sering berlaku apabila:

berada dalam kumpulan, emosi menular (panic contagion) dan mungkin juga individu merasa “selamat” untuk melepaskan tekanan

Otak manusia mudah meniru reaksi orang lain tanpa sedar.

e) Tekanan dalaman yang terpendam

Ramai yang terlibat sebenarnya:

memendam tekanan emosi, takut bersuara, tidak tahu meluahkan perasaan

Keadaan luar hanya pencetus, bukan punca sebenar.

f. Kenapa simptomnya kelihatan seperti “rasukan”?

Kerana budaya menyediakan bahasa dan bentuk ekspresi.

Di tempat lain pun, simptom sama boleh muncul di mana mangsa akan:

pengsan, menangis tidak terkawal, ketawa atau menjerit, lumpuh sementara malah ada yang bercakap dalam bahasa yang tidak difahami.

Dalam budaya yang biasa dengan naratif rasukan akan menyebabkan minda memilih simbol yang difahami.

Namun sekali lagi ditegaskan, ini tidak bermakna saya menolak bacaan ayat-ayat suci bagi mengurangkan "gangguan mental mahupun spiritual"

g. Adakah ini bermaksud pengalaman mereka “tidak benar”?

Tidak. Pengalaman itu benar sebagai pengalaman, tetapi tafsiran puncanya sering tersasar.

Perkara penting:

  • Jangan memperlekehkan individu terlibat
  • Jangan juga terus mengesahkan punca ghaib tanpa penilaian

Kedua-duanya boleh memudaratkan.

h) Kenapa kejadian ini semakin jarang di tempat yang diurus baik?

Kajian dan pemerhatian menunjukkan:

- kawasan terang dan selamat = kurang kejadian
- penerangan rasional atau berbentuk keagamaan = kurang histeria
- pengurusan emosi dan sokongan = pemulihan lebih cepat

Ini menunjukkan peranan besar faktor psikologi dan sosial, bukan lokasi semata-mata.

TETAPI

Histeria dan “rasukan” bukan dicipta oleh runtuhan lama sebaliknya mungkin kawasan lama hanya pencetus (trigger), bukan punca

Faktor utama ialah

- psikologi manusia,
- tekanan emosi
- mungkin "power of suggestion" mengenai budaya/suasana setempat atau telah diprogram ke dalam otak sebelum ke kawasan berkenaan
- jangkitan emosi dalam kumpulan

Manusia bukan lemah kerana mengalami perkara ini. Yang lemah ialah cara kita memahami dan menanganinya.

Memahami fenomena ini secara matang menjadikan kita lebih berempati, bukan lebih takut.

9.0 RUNTUHAN LAMA ADA FREKUENSI TERTENTU DAN MEMPENGARUHI KITA MELIHAT SESUATU YANG TIDAK ADA?

Saya akan menjawab dengan berhati-hati sekali lagi tanpa menolak ajaran agama mengenai kewujudan jin.

1. “Frekuensi Runtuhan”

Dakwaan biasa:

a) batu lama menyimpan tenaga
b) tempat purba memancarkan getaran tertentu
c) frekuensi itu “membuka deria” manusia

Sebenarnya, batu, tembok dan runtuhan tidak menghasilkan gelombang bermaklumat yang boleh mempengaruhi persepsi visual manusia secara spesifik.

2. Jadi kenapa sesetengah orang “melihat” atau “merasakan” sesuatu?

a) Itu sebenarnya bunyi fnfrasound (bunyi frekuensi rendah)

Bunyi < 20 Hz (tidak didengar telinga) yang biasanya berpunca dari contohnya - angin melalui lorong sempit, struktur lama dan persekitaran semula jadi

Kesan yang biasa dialami - rasa tidak selesa, sedikit cemas dan “rasa seperti diperhatikan”

Namun, infrasound tidak menyebabkan halusinasi visual jelas, hanya sensasi emosi kabur.

b) Keadaan persekitaran tapak lama

Tapak bersejarah biasanya mempunyai:

pencahayaan rendah, bayang-bayang kompleks,bentuk tidak simetri, tekstur batu yang terhakis

Sekali lagi otak manusia diprogram untuk mencari pola (pattern recognition) dan ada yang menyebabkan pareidolia - melihat wajah, figura atau bentuk bermakna dalam objek rawak. Ini sebab kita “nampak muka” pada awan atau kayu.

atau scotoma, terma yang digunakan dari sudut perubatan dan metafor bagi menerangkan "titik buta" (blind spot) Sering dikaitkan dengan frasa "the mind sees what it wants to see" frasa biasa di gunakan dalam konteks psikologi.

Selain itu jawapan mirip kepada yang telah saya tuliskan di atas:

a) kes rasukan/histeria iaitu "the power of suggestions",
b) pra-informasi mengenai tempat itu "keras",
c) tubuh agak keletihan begitu juga dengan emosi, bersendirian,
d) pernah melihat dokumentari atau kisah kepahlawanan lama,
membaca kisah lagenda

Otak kita akan menaikkan tahap berjaga-jaga, mentafsir rangsangan biasa sebagai luar biasa

Ini bukan satu penipuan, tetapi cara otak melindungi diri (defense mechanism)

Apabila berada di lokasi sebenar, otak menggabungkan memori + imaginasi + emosi = manifestasi pengalaman terasa “nyata”.

c. Bagaimana pula dengan Medan Elektromagnetik (EMF)

Benar, EMF tahap tinggi boleh mengganggu saraf malah dapat menganggu fikiran tetapi tapak runtuhan biasa tidak mempunyai EMF yang cukup kuat - ada kes tercetuskan penglihatan berstruktur, seperti figura, wajah dan peristiwa.

d. Kenapa kisah Frekuensi ini Menarik?

Kerana ia :

  • memberi penjelasan mudah untuk pengalaman kompleks
  • lebih menarik daripada jawapan psikologi di mana manusia merasakan dirinya dilabel sebagai "gila", "sakit jiwa" dll - satu penilaian ini amat salah. Manusia merasakan sesuai jiwanya sesuai dengan naratif mistik dan spiritual. Ya - manusia lebih selesa dengan makna daripada menerima mekanisme sebenar.

Apa yang dirasai itu nyata sebagai pengalaman, tetapi puncanya bukan kerana tenaga atau frekuensi mistik, kita tidak “diganggu” oleh runtuhan lama.

Kita sedang berhadapan dengan cara otak kita mentafsir kesunyian, sejarah dan kefanaan.

Yang sering saya pesan pada rakan-rakan - di mana saya juga seorang peminat sejarah tetapi bukanlah tahap pakar - Yang Paling Penting pada saya : Kita kena belajar sejarah tetapi dengan dua tujuan sahaja - iaitu mengekalkan hal yang bermanfaat seperti budaya, adat resam dll, dan kita juga mempelajarinya untuk tidak mengulangi kesilapan lama.

Majulah ke hadapan tetapi jangan lupa kisah asal usul kita. Bina dan dokumenkan sejarah baru untuk anak cucu kita.

A MOMENT OF CONTEMPLATION


I’ve learned that silence by the sea speaks louder than crowds, as the wind steadies my steps and the stars remind me why I began, and when the path feels uncertain, faith becomes my compass, while every stone beneath my feet reminds me how far I’ve come.

MISREPRESENTATION OF "PROFESSIONAL"

Apart from genuinely capable people, there are also individuals who present themselves as “experts” or “professionals” using convincing profiles for the purpose of misleading others. Such misrepresentation can affect the credibility of legitimate professionals.

I have no issue associating with or working alongside former convicts who have genuinely turned over a new leaf, my concern lies with the vague and misleading representation of “professionals” today that is used to deceive others.

Sunday, December 21, 2025

A MATTER OF PERSPECTIVE


We have lived through many eras and witnessed significant change and progress. Across these periods, sensitive issues surrounding race, religion, and politics have always existed. Some choose to remain distant, leaving such matters to those in authority be it institutions or politicians. Others feel compelled to look deeper, to understand and share their perspectives.

History, however, cannot be rewritten, nor can its roots be removed; they exist for a reason, perhaps to test our faith or to remind us to accept destiny as it unfolds. Ultimately, the choice is ours. Yet we know best how to safeguard our faith, uphold the dignity of our people, and decide for ourselves whether to accept or reject any political ideology or faction
Perspective is a powerful tool, yet it can also become a weakness, especially when it narrows our view, causing us to focus on minor details while missing the bigger picture.

How to Conduct a Proper and Productive Business Meeting


Disclaimer: The points highlighted here serve as a sample framework. Different industries may adopt varying styles, but most of the guidance provided can be adapted and incorporated to enhance the effectiveness of your meetings.

Business meetings are essential for aligning teams, reviewing performance, making strategic decisions, and solving operational issues. However, many meetings end up being unproductive, taking too long, going in circles, or dominated by arguments without actionable outcomes. Conducting meetings in a structured, result-oriented manner ensures time is used effectively and objectives are met.

COMMON SIGNS OF AN UNPRODUCTIVE MEETING

  • Excessive Duration: Meetings that drag on for hours without a clear purpose cause fatigue and disengagement. While in some emergency situations longer meetings may be necessary, it is important to include breaks to maintain focus and prevent burnout,
  • Repetition of Topics: Rehashing the same discussions wastes time and frustrates participants,
  • Excessive Arguing: Prolonged debates without resolution stall progress. The Chairperson must act as a moderator, ensuring discussions remain focused. Issues that cannot be resolved during the meeting should be documented and addressed outside the meeting or carried forward to the next session only if necessary.
  • Lack of Preparation: Participants who come unprepared cause delays and incomplete discussions. When the meeting notice is sent in advance, participants are expected to be fully prepared. Not all matters need to be reported, omit items that are unnecessary to present and focus only on actual progress.
  • No Clear Outcomes: Decisions or next steps are not documented, leading to confusion post-meeting.
PRE-MEETING PREPARATION

  • Meeting Notice: Send a formal notice to all department heads well in advance, clearly stating the date, time, location, and agenda. If a department head cannot attend due to another important assignment, they should send a representative. However, if more than 2–3 department heads are unable to attend, they must provide valid reasons and solid justification for rescheduling the meeting to a more suitable date,
  • Distribution of Previous Meeting Minutes: Circulate the minutes of the last meeting before the new session. (See below : Conducting the Meeting)
  • Agenda Setting: Include the following items in the agenda:
1. Arising matters from each department (GM, HR/Training, Tender, Finance and Administration, Marketing, Contracts/Legal, Operations, QA/QC, Safety)

2. Presentation of Audit and Assessment Results: Present findings from various audits and assessments, which may include internal QHSE audits and inspections, HIRARC or project risk assessments, financial audits, due diligence, HR/Industrial Relations/Disciplinary and Training Reports and other relevant evaluations. Highlight key observations, root causes of issues, and areas requiring corrective or preventive action, ensuring that actionable insights are clearly communicated to all relevant departments, 

3. Corrective and Preventive Actions, Risk Mitigation and Improvement plans

CONDUCTING THE MEETING

  • Opening: The meeting should start on time, with the Chairperson summarizing the agenda or delivering a short keynote address,
  • Review of Previous Minutes: Confirm passing of last meeting’s minutes and track any actions taken. Approval/Passing Proposals should be confirmed by at least two attendees to ensure consensus. If revisions are needed, such as rewording or adding facts and evidence, the Secretary must take note and make the necessary updates before the minutes are officially issued, 
  • Arising Matters: Each department presents updates:
1. Try to solve at least 4 issues (out of 10) during the meeting, focusing on matters with sufficient data and clarity. Issues lacking adequate data or input can be deferred to the next meeting,

2. Presenting Audits and Assessments: Share audit findings, performance metrics, or assessments clearly, identify root causes of any gaps or issues, propose corrective actions (to fix current issues) and preventive actions (to avoid recurrence), Risk Mitigation Discussion: Departments highlight risks, propose solutions, and agree on implementation responsibilities,

3. Decision Making: Ensure actionable items are assigned to responsible individuals with clear deadlines. When setting deadlines, they must be both measurable and achievable. Separate ad hoc meetings can be scheduled to monitor progress if needed. Deadlines should be realistic and based on the issues being addressed, avoiding overly ambitious targets. New announcements or changes in the system should be presented under “Any Other Matters,” usually at the end of the meeting.

KEY PRACTICES FOR PRODUCTIVITY

1. Time Management: Allocate specific durations to each agenda item to prevent the meeting from overrunning. The Chairperson should highlight this in their opening remarks, briefly explaining the importance of staying on schedule to ensure all topics are addressed efficiently,

2. Facilitated Discussions: The Chairperson should moderate discussions, keeping arguments focused and constructive,

3. Documentation: Record all decisions, actions, deadlines, and responsible parties in real-time. While not always mandatory, the Chairperson (often the MD) or the Secretary should inform participants if the meeting is being recorded whether by video, audio, or another recording device to ensure transparency and accountability. Department heads may also request permission to record the meeting, but confidential or sensitive information should not be shared with their staff,

4. Follow-Up: Circulate meeting minutes promptly after the meeting, highlighting unresolved issues for the next session,

5. Limit Attendees to Relevant Parties: Only individuals who are directly responsible or involved in decision-making should attend meetings. Representatives attending on behalf of a department/HOD must maintain confidentiality and respect the sensitivity of issues discussed, and should not share details with other staff or peers. It is advisable for representatives especially new attendees or those unfamiliar with such meetings to discuss meeting etiquette and protocols with their HOD beforehand,

6. Use Visual Aids: Utilize charts, dashboards, and slides to convey information clearly and efficiently. Ensure that all analyses are supported by genuine data, avoid presentations that may look visually appealing but lack substantive content or actionable insights.

POST-MEETING ACTIONS

  • Track progress on assigned tasks and review them in the next meeting,
  • Ensure unresolved issues are revisited with additional data or proposals,
  • Conduct periodic post assessment of meeting effectiveness to continuously improve outcomes.

CONCLUSION

A proper business meeting is structured, concise, and solution-oriented. By preparing in advance, focusing discussions on actionable items, and documenting decisions effectively, organizations can transform meetings from time-consuming obligations into powerful tools for strategic progress and operational efficiency.

Friday, December 19, 2025

KINDNESS CAN BE COMPLICATED THESE DAYS

(Image for illustration purposes only)

I recall an incident in early 2020, just before the MCO. It was around 7.00 pm, and I was waiting for a Grab in front of a school. A small girl, perhaps in Year 2, approached me, visibly frightened and close to tears. She said her mother, a single parent, had forgotten to pick her up.

I cancelled my Grab. By chance, a bus arrived, so I paid for both of us and stayed close to her. I chose the bus deliberately, so there were witnesses, and even informed the bus driver of the situation. I did not send her home myself, as I didn’t want to create any misunderstanding. When she reached her stop, she said her house was nearby.

Kindness feels complicated these days, but I’m grateful she made it home safely. As for her predicament, I honestly don’t know who to blame.





Thursday, December 18, 2025

The Technical Problem That Can’t Be Fixed by Technology


Problem Statement - Modern flood mitigation systems fail even when designed correctly, funded adequately, and maintained to specification.

The Fascinating Part - In many cities, flood control infrastructure, retention ponds, culverts, sensors, early-warning systems, and drainage networks meets international engineering standards.

Hydraulic models are accurate. Rainfall data is available in real time. Yet flash floods still occur with devastating regularity.

Why? Because the system’s weakest component is not concrete, steel, or software. It is HUMAN BEHAVIOUR.

Where the “Technical” System Breaks

Drains engineered for design flows are deliberately obstructed, not by failure but by people disposing of food waste, plastics, construction debris, and even furniture into drains.

Flood retention areas are technically preserved on paper but socially repurposed into parking spaces, informal markets, storage yards, or illegally built structures.

Early-warning alerts are issued correctly but ignored due to alert fatigue, distrust of authorities, or the belief that “it won’t happen to me.”

Maintenance schedules exist but are bypassed when inspectors falsify reports, contractors rush jobs, or communities resist temporary disruptions.

The Eye-Opener

Engineers can calculate a 100-year storm. They can design a culvert for peak discharge. They can install sensors, alarms, and redundancies.

But no equation can compensate for:

- A shop owner blocking a drain to stop smells
- A resident throwing waste because “everyone else does”
- A driver ignoring barricades to save five minutes
- A community normalising small violations until they become systemic failures

The Real “Root Cause Analysis”

When floods happen, post-mortems often blame:

Climate change, extreme rainfall, inadequate design standards, but the uncomfortable truth is this:

Many disasters are NOT engineering failures. They are behavioural compliance failures embedded inside technically sound systems.

Why This Changes How We See “Technical Problems”

This problem cannot be solved by bigger drains, smarter sensors, higher walls, more data but it requires :

- Changing social norms, enforcing accountability consistently
- Designing systems that assume non-compliance
- Aligning incentives so good behaviour is easier than bad behaviour

SO

The most advanced infrastructure will always fail if human behaviour is treated as an external variable instead of a core design parameter.

The paradox?

The system works perfectly until people behave normally.

That is the technical problem no technology alone can fix.