Merit is a misunderstood trait in our part of the world mainly because of lack of understanding. Clarity of definitions is always helpful. Merit is defined as the demonstrated ability or achievement that is worthy of praise while discretion is freedom of judgment or choice. Most of us claim to follow merit while using discretion that at times is obvious and blatant. Use of discretion usually leads to unfairness; in other words, it causes poor decisions and should be avoided as a matter of policy. Dr Andy Grove, one of the three co-founders of the Intel Corporation, said that for any serious consideration an idea should be produced in a written form. Most people believe that innovation starts with an idea but according to Dr Grove only when it is written down, understood and communicable it is worthy of consideration. In order for merit to prevail it should also be in a written from and communicated. Most quality management systems require job descriptions for important positions to ensure merit. Individuals have to meet the laid down conditions in order to qualify, and there is very little discretion or freedom to select at will. Several books have been written about the downside of discretion; the recent one is by James C Cooper titled The Perils of Excessive Discretion. Indeed, developing countries like Pakistan have suffered because of this menace. It invariably leads to the phenomenon of “blind leading the blind,” the end result of which is more blindness that we see all around us today. For those who cannot see, light has no meaning for them. The famous proverb “Light at the end of the tunnel” is rendered meaningless for those who live and prosper in darkness. There is no hope in their dawn or relaxation in their dusk; it is all the same drudgery for them. Good universities have written course outlines for every class. At the start of the term, the instructor is required to communicate the grading policy. It then constitutes an agreement between the teacher and the taught, which has to be adhered to. In my teaching experience, there have been situations where the student had managed to get an A grade though he was not worthy of it. Once the grading policy has been announced, teacher’s discretion to award grades is limited, and the criteria have to be followed. Even in ancient times, there were battles and contests for leadership. In history there are many famous duels. Emperor Humayun had to flee India when he was defeated by the brilliant leader, Sher Shah Suri. Historians believe had Suri lived on the Mughal Dynasty his brilliance would not have taken roots. Even in those times sword was used to establish merit. Weak rulers were weeded out or constantly threatened by the powerful. Merit was determined through power. In jungles the pack or herd animals have a framework for the leader to emerge, and there is no blind following. Naturally, they lack the ability to read and write that humans have; as such a written framework to ascertain merit is essentially required for humanity to move forward. The prevalent scenario in Pakistan is even worse than the jungle. Imagine the country under the premiership of Hamza Shehbaz Sharif or Maryam Nawaz Sharif. At least there should be some discussion on their education, credentials, experience and background before passing on the mantle to them. Lee Iacocca was perhaps the most brilliant corporate leader of the 20th century. He started his career as an engineer at the Ford Motor Company (FMC) in Michigan, and rose to be the president of the group. The Ford Mustang was his masterpiece development that brought him to prominence. The FMC was the last large family controlled business in the USA. For top management positions one had to be a Ford. Iacocca was fired by Henry Ford Jr, the last Ford to head the company. After leaving his parent company Iacocca then turned around the bankrupt Chrysler Corporation. In his book, he talks about his encounters with his boss. When discussions got heated and Henry Ford could not get his way he would take Iacocca to the window and show him the Ford name on the building. In other words, it was a shut-up call, as it was their company: the Fords had to be obeyed. My way or the highway was the approach, and eventually, Iacocca had to leave. When the Ford discretion destroyed the company the board finally decided to bring in professional management. The FMC not only survived it also became prosperous under the professionals. Meritocracy is the only way forward. Pakistan started off well. In Jinnah’s homeland where we opened our eyes merit was the order of the day. We were required to prove our credentials for which hard work was required. It was the result of these efforts that we produced winners in all fields. In 1996, Pakistan had five world championships — cricket, hockey, squash, snooker and yachting; today, we don’t have any international medal. Discretion has taken over merit with obvious consequences. It is time to put the country back on tracks. Abilities have to be demonstrable and communicable. Mystery is mischief; transparency and openness can effectively check the ills of discretion that is taking us down. It should be merit, merit and merit all the way if we desire to come out of this discretion-created mess. The writer is a former chairman of the Pakistan Science Foundation, and can be reached at fmaliks@hotmail.com