Research Article
Traditional Labour Systems of the Tagin Tribe in the Pre-Historic Era
Issue:
Volume 15, Issue 1, February 2026
Pages:
1-7
Received:
8 January 2026
Accepted:
19 January 2026
Published:
30 January 2026
Abstract: Background: This study explores the labour system that existed among the Tagin tribe during the prehistoric era. Before the introduction of monetary wages, the Tagins relied on locally available sources of labour, such as family members, clan groups, neighbours, relatives, slaves, and reciprocal exchange of work (Rwkyi). During that era, workers were compensated through cultural and customary forms of payment, such as rice beer, meat, rice, millet, local ornaments, and sometimes livestock, such as chickens. Objectives: The study aims to understand the traditional labour system of the Tagin Tribe during the prehistoric era. It seeks to examine the sources of labour, its uses, the participation of women, forms of payment, and methods used to measure compensation. Additionally, this research intends to document the traditional labour practices of the Tagin tribe. Method: This study uses qualitative and ethnohistorical methods. Findings: The findings indicate that the Tagin labour system was deeply rooted in cooperation and reciprocity, where work was both a social duty and a cultural practice. This traditional system ensures the survival of the community in a challenging environment and plays an important role in maintaining social harmony and collective responsibility.
Abstract: Background: This study explores the labour system that existed among the Tagin tribe during the prehistoric era. Before the introduction of monetary wages, the Tagins relied on locally available sources of labour, such as family members, clan groups, neighbours, relatives, slaves, and reciprocal exchange of work (Rwkyi). During that era, workers we...
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Research Article
The Architecture of Stability: Historical Continuity, Institutional Preparedness over Panic, and Strategic Contingency in the Age of Artificial Intelligence
Partha Majumdar*
Issue:
Volume 15, Issue 1, February 2026
Pages:
8-17
Received:
22 January 2026
Accepted:
30 January 2026
Published:
9 February 2026
Abstract: The rapid advancement of Artificial Intelligence (AI) has created a polarised public response, oscillating between utopian visions and existential fear. This analysis refutes these extremes, arguing that such anxiety is not a new phenomenon but a recurring historical cycle associated with the externalisation of human faculties. By examining historical precedents, the text reframes the AI challenge as a manageable variable rather than an uncontrollable force. The Socratic critique of writing, which warned of cognitive atrophy from externalised memory, is presented as an ancient parallel to modern concerns about AI fostering superficial competence. Similarly, the 19th-century Luddite movement is reinterpreted not as an irrational opposition to technology, but as a rational response by skilled artisans to the deskilling of their labour and the degradation of product quality-an analogue to fears that AI will devalue human expertise. Further parallels from the 20th-century "calculator wars" in education illustrate how curricula shifted from rote computation to higher-order problem-solving. These historical examples collectively argue that technological disruptions compel a redefinition of human competence and create new opportunities, rather than simply leading to cognitive or economic decline. Building on this historical perspective, the analysis proposes that the antidote to technological anxiety is a disciplined, managerial approach grounded in rigorous contingency planning. Through corporate case studies-contrasting Kodak’s strategic inertia with Fujifilm’s successful diversification, alongside the proactive pivots of Intel and Netflix-the text illustrates that organisational resilience depends on the ability to critically reassess core capabilities and cannibalise legacy models when necessary. This evidence informs a comprehensive, tiered risk management framework designed for professionals and institutions. "Plan A" focuses on Mitigation and Integration, advocating a "Centaur" model in which humans and AI collaborate as distinct but complementary agents, preserving human authority and using cognitive forcing functions to prevent automation complacency. "Plan B," a Contingency and Diversification strategy, involves developing multi-skilled, "M-shaped" professionals and cultivating an "analogue hedge" in roles requiring physical presence or legal accountability. Finally, "Plan C" outlines a strategy for Resilience and Sovereignty, serving as a last resort against systemic failure through the development of technological sovereignty via locally controlled AI and the willingness to execute a radical pivot to entirely new sectors. The overarching thesis is that by establishing these explicit contingency plans, organisations can transform existential risk into a manageable operational procedure, navigating the AI revolution with strategic preparedness rather than reactive panic.
Abstract: The rapid advancement of Artificial Intelligence (AI) has created a polarised public response, oscillating between utopian visions and existential fear. This analysis refutes these extremes, arguing that such anxiety is not a new phenomenon but a recurring historical cycle associated with the externalisation of human faculties. By examining histori...
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