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4. Sir Murrary does not discuss the extent to which the
drawing together of development plans and the new identi-
fication of the people with the success of those plans, is
his own personal achievement. But there is no doubt that
the appointment of a diplomat as Governor of Hong Kong is
proving an outstanding success, which many people of all
persuasions in the Colony admit was unexpected.
5. He also does not examine in detail, presumably because
his report will be read inside the Hong Kong administration,
the extent to which his development plans depend on the
reorganisation of the structure of Government and the careful
deployment of individual skills. The Hong Kong Government
machine is highly centralised, and is inevitably somewhat
insulated from public opinion in the Colony. The difficulty
of getting enough top class expatriate administrators in the
rump of a colonial empire to run a sophisticated modern
society, is compounded by the unwillingness of the Hong Kong
Chinese to accept Civil Service salaries (high though these
are in Hong Kong), or to identify themselves totally with the
British administration.
The appointment of McKinsey's as
management consultants is therefore a vital part of the
Governor's programme. Their rather doctrinaire approach to
management problems is not, however, proving too easy to adapt
to the special circumstances of Hong Kong.
5. The third branch of the Hong Kong problem identifying
the people with an entity which will never be a state and a
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