The slim, bearded, 51-year-old former mayor explained himself thus: "What really moves me to do things that other people consider original is my passion to teach." He has long been known for theatrical displays to gain people's attention and, then, to make them think.

Mockus, the only son of a Lithuanian artist, burst onto the Colombian political scene in 1993 when, faced with a rowdy auditorium of the school of arts' students, he dropped his pants and mooned them to gain quiet. The gesture, he said at the time, should be understood "as a part of the resources which an artist can use." He resigned as rector, the top job of Colombian National University, and soon decided to run for mayor.

The fact that he was seen as an unusual leader gave the new mayor the opportunity to try extraordinary things, such as hiring 420 mimes to control traffic in Bogotá's chaotic and dangerous streets. He launched a "Night for Women" and asked the city's men to stay home in the evening and care for the children; 700,000 women went out on the first of three nights that Mockus dedicated to them.

When there was a water shortage, Mockus appeared on TV programs taking a shower and turning off the water as he soaped, asking his fellow citizens to do the same. In just two months people were using 14 percent less water, a savings that increased when people realized how much money they were also saving because of economic incentives approved by Mockus; water use is now 40 percent less than before the shortage.

"The distribution of knowledge is the key contemporary task," Mockus said. "Knowledge empowers people. If people know the rules, and are sensitized by art, humor, and creativity, they are much more likely to accept change."

Mockus taught vivid lessons with these tools. One time, he asked citizens to put their power to use with 350,000 "thumbs-up" and "thumbs-down" cards that his office distributed to the populace. The cards were meant to approve or disapprove of other citizens' behavior; it was a device that many people actively - and peacefully - used in the streets.

He also asked people to pay 10 percent extra in voluntary taxes. To the surprise of many, 63,000 people voluntarily paid the extra taxes. A dramatic indicator of the shift in the attitude of "Bogotanos" during Mockus' tenure is that, in 2002, the city collected more than three times the revenues it had garnered in 1990.

Another Mockus inspiration was to ask people to call his office if they found a kind and honest taxi driver; 150 people called and the mayor organized a meeting with all those good taxi drivers, who advised him about how to improve the behavior of mean taxi drivers. The good taxi drivers were named "Knights of the Zebra," a club supported by the mayor's office.

Yet Mockus doesn't like to be called a leader. "There is a tendency to be dependent on individual leaders," he said. "To me, it is important to develop collective leadership. I don't like to get credit for all that we achieved. Millions of people contributed to the results that we achieved ... I like more egalitarian relationships. I especially like to orient people to learn."

Harvard Gazette Archives
March 11, 2004
María Cristina Caballero,
Fellow at Harvard University's Center for Public Leadership

LINKS
Visionarios por Colombia

BIBLIOGRAPHY
Bogota Report Más libros y menos maestros: educción y bibliotecas El despertar de las bibliotecas: ¿hasta dónde podemos llegar? Etnia, región y nación: el fluctuante discurso de la identidad Biblored, the Colombia Innovative Network