CHAPTER5: CLOSING REMARKS
This thesis was concerned with the survival of whakapapa as an organisational process for Mäori society. It also examined the challenges and changes to its continuation as such from non-whakapapa driven systems of organisation. One system stems from the processes ordered by whakapapa which is tradition-based and aims to move Mäori forward without compromising the cultural integrity of the groups. The other processes are ordered and shaped by State-driven policies and legislation and aim to move Mäori forward as modern legal-bureaucratic entities. Mäori, as part of a wider nation-state, must comply with the laws of the State in order to maintain relationships with non-Mäori groups and Government alike. Therefore all Mäori groups currently have both whakapapa systems and legal-bureaucratic systems within their organisational processes, whether they are, for example, in the form of Trust Boards or Marae committees. Mäori have also gained experience in the State-driven organisational methods and this has expanded their ways of acting and contributing economically, politically, and socially. Somewhere though there needs to be a balance sought between the two processes that does not deny the distinct identity of Mäori, but allows continued growth and development in all parts of society. In the case study in chapter four I discussed in detail the two conflicting governance processes as they exist in the contemporary structure of Te Rünanga o Ngäi Tahu. This study highlighted the implications for the wider Mäori community of relying too heavily on non-Mäori processes, and of attempting to justify change after the fact. By corporatising culture and calling it “tikanga-based,” Mäori will increasingly move towards governance processes that are dependant more on State law and policies than on whakapapa.
Too see the rest of the chapter, click on the Google Docs link below:
http://docs.google.com/Doc?id=df9bf7w7_119hjj9c8cw
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