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Comment by 慕課 庫 on February 15, 2024 at 10:20am

(Pg 3) As Stephen Denning, former program director at the World Bank, said in the introduction to his book The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations, ‘‘Time after time, when faced with the task of persuading a group of managers or front-line staff in a large organization to get enthusiastic about a major change, I found that storytelling was the only thing that worked[2].’’

A case: telling the story of a new business model ‘‘It was a real trying period,’’ says Steve Altmiller, President and CEO of San Juan Regional Medical Center, reflecting back on his early years at the 175-bed, sole-community provider in Farmington, New Mexico.‘‘There I was, a new CEOatahistorically strong community hospital and suddenly everything was out of sync. We were taking lots of financial hits; our earnings were down; our hospital-sponsored health plan was going bankrupt; unions were trying to organize our nurses; and, we were making many operational and management changes that introduced lots of anxiety. It seemed like everything we talked about was negative, one problem after another. My board said we had to find a way to focus on something positive.’’

Altmiller decided to engage a top group of his leaders, directors, board members, and physicians in developing a comprehensive experience strategy that would change the company’s business model. Shortly into this two-year project it began calling itself the Galileo Group, for its goal was to discover a new and more personally meaningful center of the healthcare universe. In the midst of their work the members made a radical decision: they would focus first not on the patient experience but rather on the employee experience. ‘‘We can’t consistently provide the most personal patient experience until we can consistently provide the most personal, healing, professional experience. If you expect to be successful in individualizing the patient experience you’d better get good at individualizing to the employee,’’

Altmiller told us. ‘‘Our entire patient experience redesign will start with an exclusive focus on the employee experience. We’regoingtotrytopersonalizeeverything from recruitment to retirement because we think it will do more than anything else to help our employees understand what we want for patients. And in these times of staff shortages and heavycompetition for the best people, it would bea good strategy even if we weren’t planning on doing it for patients. As it is, we’ve come to believe that individualizing the experience will ensure our future success. You’ve got to be able to do it not just whent imes are good but when times are hard. We’re not just following a trend– we’re putting it in everything we do.’’

So a new mission, vision, and philosophy were developed, a new personalized benefit program put in place, and a completely new healing environment designed into the facility expansion project. Many other initiatives were being readied while the rollout of the first phase of changes was begun. And then something quite unexpected happened. The hard work, careful planning, and the innovative design– all of it resulted in confusion, not cohesion. ‘‘I realized pretty quickly,’’ Altmiller relates, ‘‘that while we had done a good job of
defining ‘the what,’ we were doing a bad job of communicating ‘the why.’ If we were ever going to connect the dots, it wasn’t going to be with another PowerPoint presentation. Instead we needed a ‘what’s the point’ experience.’’

Comment by 慕課 庫 on February 14, 2024 at 1:03pm

The story of ‘‘Raiders of the Lost Art’’ And so work began on a story– one designed todescribe the future of San Juan Regional. It became known as ‘‘Raiders of the Lost Art’’ (see the story map, Exhibit 1). As the name implies, through this adventure story wewere looking for something that had been lost, namely the art of personalized healthcare. The story took place in three distinct lands: the land of Medicus (Medical Professionals), the land of Communia (Regional Community), and the land of Patiem (Patients). In each land, operational statistics, industry trends, competitive issues, and organizational initiatives relating specifically to the subject of that area were provided.

Here’s a quick sampling of the lessons presented on a journey through each land: B In the land of Medicus, employees learned how the Baby Boomer generation affects not only the patient population they treat, but also the peers with which they work on a daily basis. B In the land of Communia, employees took an in-depth look at the hospital’s community satisfaction  results and discussed how they could change processes and/or work styles to improve these results in the future. B Lastly, in the land of Patiem, employees learned of the exciting new plans built into the Facility Expansion Project, which would provide a unique healing environment for employees as well as all patients and their families. These encounters were enlivened by an environment filled with props, presented by an Indiana Jones-like facilitator (with assistance from manager guides), and through map icons (landslides, volcanoes, rope bridges, mirages, a treasure chest, hidden caves, a bottomless pit, deserts, oceans, secret passageways, and lush gardens– to name just a few). But the Raiders of the Lost Art story was not only told–it was also asked.

At each map icon, when some new challenge or initiative was presented, a series of small group discussions were held that involved every employee in the session in a deeper examination. Questionslike, ‘‘Does this surprise you?’’, ‘‘How do you think this will affect us?’’, ‘‘Are we doing enough?’’, and‘‘What else would you do?’’ engagedemployeesinstrategy workas neverbefore.And as word of the exciting work spread throughout the hospital, more and more employees wanted to be involved.

Intheend, nearly 70 percent of SanJuan Regional’s1,300 employees attended the voluntary day-long sessions. Almost 900 distinct process, program, and facility suggestions were captured and then analyzed, with approximately half of them implemented. All of a sudden, the connection between management and employee changed. Skepticism, fear, and apathy were replaced by understanding, excitement, and a sense of partnership. According to both soft and hard measures, morale improved, turnover plummeted, and employee satisfaction scores climbed dramatically. New initiatives were understood and embraced; for example, over 80 percent of the employees have signed up for the customized benefits program that is more personally relevant and less expensive to the provider. Further, San Juan Regional recently opened a Child Discovery Center with almost 70 percent of its capacity filled by the children of employees (see Box 1).

Comment by 慕課 庫 on February 13, 2024 at 2:30pm

‘‘ Welearned awholenewwayformanagementandemployeesto work together to make dramatic new things happen. So we have committed to this type of storytelling and feedback to be done every 18 months.’’

The story helps win a local election During the time it was practicing its storytelling initiative, San Juan Regional was developing plans for a major facility expansion and renovation to create a state-of-the-art healing environment and in order to help fulfill its new mission, vision, and philosophy. Indeed, many of the employee suggestions that came out of the Raider’s story were focused on this new facility. Unfortunately, the hospital could raise only about half of the money required to complete the project.

As an alternative, San Juan Regional could go to its community for financial support through bond issues or tax initiatives. But the last three times it had done so– all for much less money than was needed this time– it had been turned down. The Raiders of the Lost Art story sessions were completed about four months before the gross receipts tax election. Subsequently, largely without any help from management, employees began to talk to each other, to their families, and to their friends and neighbors. Their tone was an enthusiastic one; they talked about what the project was and, more importantly, what the expansion project meant to patients, families, healthcare professionals, and local businesses. In other words, they talked about everything they had learned from– and contributed to– the story. When Election Day finally arrived, the mood was a mix of anticipation and anxiety. What would happen if the voters said no again?

How would the hospital ever fulfill its aspirations? And with new hospitals being built in surrounding communities, could San Juan Regional ever compete successfully should a no vote occur? As the votes were counted, it was obvious that there had been a major change in public sentiment. San Juan Regional’s tax initiative had received 84 percent of the vote! More than four out of every f ive voters supported this tax initiative, which had a higher price tag than the initiatives they had voted down in the past. Construction has now begun on a new facility that will let San Juan Regional provide a healthcare experience that lives up to its new mission, vision, and philosophy, and will enable it to recapture the Lost Art of Personalized Healthcare.

Comment by 慕課 庫 on February 12, 2024 at 2:59pm

Riddle of the Sphinx

Since the day of the last Raiders session things have changed dramatically, and will continue to do so. Therefore, the need for another story, and down theroadanotherone after that, and one after that. Steve Altmiller said, ‘‘When we decided to do theRaiders story,I lookedat it as R&D. At worst, we would learn something, and what we had done up to that point wasn’t working anyway. At best, we would build a whole new capacity that would enable us to do newthings better, faster, and, ultimately, less expensively. So it seemed it was worth the risk. When Raiders was such a big success, I wanted to use that success as a building block. I didn’t want anyone to see it as a one-time thing done primarily to pass the gross receipts tax. That would have missed the whole point of what we learned. We learned a whole new wayfor management and employees to work together to make dramatic new things happen. Sowehavecommittedto this type of storytelling and feedback to be done every 18 months. It’s just the way we’re going to do things from now on.’’

And so a second story was prepared and told, this one entitled ‘‘The Riddle of the Sphinx’’(see the story map, Exhibit 2). Through solving various riddles and an anagram posed by an Ancient Egyptian Sphinx, San Juan Regional employees solved the many confusions that plague an industry as complicated as healthcare. For example, the employees’ first riddle revolved around various communications confusions– such as an in-depth look at the most recent employee satisfaction survey (wherein communications between employees and their managers ranked 4 percent below the national norm). The next riddle comprised all of the confusions related to staffing. Here, employees learned about the ne west work/life balance programs recently put into place by the hospital. Riddle three considered an assortment of processconfusions. Duringthisstage, employeesbrainstormed ideastomoreeffectivelytreat patients despite ever-increasing industry regulations.

The next riddle addressed numerous patient-expectation confusions. In one example, employees were asked for ideas about ways to decrease the number of patients who seek treatment elsewhere because they were unaware that San Juan Regional offers those specific treatments. The final riddle asked employees to uncover technology confusions, through conceiving new ways to more effectively train staff members on increasingly complicated technologies throughout the system. Best of all, as these riddles and confusions were addressed and discussed, employee ideas were meticulously recorded so they could be used in future initiatives. From an environment and employee engagement point of view, Riddle of the Sphinx was an even bigger production than Raiders. ‘‘We wanted to capture the same element of surprise and amazement we had in Raiders, and we knew that would require an even more elaborate experience, since Raiders had raised everybody’s expectations so high,’’ said Altmiller.

And so it was. The Sphinx story took over a recently closed elementary school and transformed it into Ancient Egypt. The Raiders story ended under crossed palm trees (‘‘X’’ marked the spot), so that’s where the Sphinx story began. A Disney-esque pre-show and post-show video was produced to engage employees in the storyline before the work began and to summarize the story’s key moral once it was over

Comment by 慕課 庫 on February 11, 2024 at 4:16pm

(Con't fr above) Addressing the art of what’s possible, Steve Altmiller summarizes his experience with storytelling this way, ‘‘Before we started our storytelling work, the reaction to most of the things in our experience strategy plan was ‘You can’t do that in Farmington.’After Raiders  and Sphinx, we are doing all of the things in the plan. That’s a big difference.’’



So the key message executives should take away from this story on stories is this: Don’t just  spend countless hours, valuable brain cells, and barrels full of money doing the research,  analysis, goal-setting, and implementation planning necessary to come up with an industry-altering strategy. If you want your change message to actually take hold– if you want it to transform how things are done in your world– then weave your message about the new strategy into a compelling and memorable story. When more leaders immerse their employees in compelling and inspirational strategy stories, more companies will thrive happily ever after.

(How storytelling can drive strategic change,  Article  in  Strategy and Leadership · January 2006 [DOI: 10.1108/10878570610637876], Four Author including: Notes:  1. B. Joseph Pine II and James H. Gilmore (1999), The Experience Economy: Work Is Theatre & Every Business a Stage, Harvard Business School Press, Boston, MA, chapter 10 in particular. 2. Stephen Denning (2000), The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations, Butterworth-Heinemann, Woburn, MA, p. xiii.  Corresponding author: Gary Adamson is the corresponding author and can be contacted at: gary@starizon.org)

Comment by 慕課 庫 on January 29, 2024 at 4:27pm

Cerita Lisan sebagai Sumber Pelancongan: Suatu Perbandingan di Malaysia dan Singapura

ABSTRACTS

This essay will discuss the role of oral literature in Malaysia and Singapore’s tourism. Oral literature, either in the form of common short stories, or in the form of legends has a wider function in the contemporary era. In the past it was a tool of entertainment. However today it has become a point in attracting tourists. Looking at Mohd Khalid Taib’s (1991) and Trevor’s (2009) views, this essay intends to present a few oral stories that have been attracting tourists to Malaysia or Singapore. From Malaysia’s side, the stories chosen are from Pulau Langkawi and Gunung Jerai in Kedah. While in Singapore the focus is on a few islands that have become tourist locations. The second objective of this essay is to look into how the oral stories are used as attractions and later uploaded to websites, or how the story is rewritten at a certain place or built as a monument to give a visual picture of the story. This comparative approach allows to inspect how these oral literature is manipulated for tourism purpose.

Keywords: Oral story; legends; tourism; Malaysia; Singapore; approach

PENDAHULUAN

Folklore atau Oral Tradition atau Tradisi Lisan (lihat Dundes 1965 dan Mohd Taib Osman 1982) merupakan satu konsep yang merujuk kepada segala bentuk kesenian dan kepakaran yang ada sesuatu masyarakat. Sama ada folklore atau Tradisi Lisan, di dalamnya terkandung cerita-cerita lisan / cerita rakyat, persembahan, seni pertukangan / kraf, lagu-lagu rakyat, puisi rakyat, jenaka, teka teki dan banyak lagi. Kepakaran tersebut dimiliki oleh sesuatu masyarakat dan bersifat tempatan, yakni ia tidak secara meluas dan hanya diketahui oleh masyarakat pemilik sahaja. Kepakaran dan kesenian ini juga lazimnya dikuasai dan diperturunkan kepada satu generasi kepada satu generasi secara lisan.

（Cerita Lisan sebagai Sumber Pelancongan: Suatu Perbandingan di Malaysia dan Singapura ; Oral Story as Source for Tourism: A Comparative between Malaysia and Singapore ；by Mohamad Luthfi Abdul Rahman；International Journal of the Malay World and Civilisation (Iman) 3(3), 2015: 19 - 27 [http://dx.doi.org/10.17576/IMAN-2015-0303-02])

Comment by 慕課 庫 on January 29, 2024 at 2:40pm

Kebiasaannya tidak ada sebarang pengajian formal untuk perwarisan ini dalam konteks yang sebenar. Makalah ini hanya akan memfokuskan dan dibatasi kajian kepada cerita lisan sepenuhnya atau disebut sebagai folktales (Dundes 1965). Terdapat pelbagai bentuk genre dalam kesusasteraan lisan di alam Melayu. Ada cerita lisan yang panjang dan dituturkan oleh seorang tukang cerita yang biasanya dipanggil penglipur lara. Cerita sebegini dikatakan sebagai cerita lipur lara jika ia berfungsi untuk member hiburan kepada khalayak pendengarnya (Mustafa Mohd Isa 1987). Ada juga cerita lisan yang memerihalkan tentang seseorang tokoh tertentu yang dipercayai benar-benar hidup suatu masa dulu. Tokoh ini pula secara kelazimannya memiliki beberapa keistimewaan yang tidak ada pada manusia biasa, ini disebut sebagai cerita legenda. Ada juga cerita lisan yang lebih mendapat perhatian dan penghormatan daripada masyarakat yang memiliki dan mewarisi cerita tersebut. Mereka menganggapnya sebagai suci dan sakral serta tidak boleh dibuat sembarangan terhadap cerita tersebut.

Cerita yang dianggap mitos seperti itu seringkali memerihalkan tentang sesuatu makhluk, jin atau sebarang watak yang dianggap sebagai penaung atau pelindung kepada masyarakat mereka. Cerita sebegini banyak terdapat di kalangan masyarakat Orang Asli kerana adakalanya terdapat ritual tertentu yang dilakukan berkaitan dengan watak dalam cerita mitos tersebut (lihat Mohamad Luthfi Abdul Rahman 2008).

Namun, di sebalik cerita-cerita lisan yang besar dan bersifat elit dalam konteks yang tersendiri, masyarakat di Nusantara ini sebenarnya turut memiliki cerita-cerita lisan yang pendek dan korpus ini sangat besar kerana boleh dikatakan ia berada di semua tempat:

…memang terdapat cara berseni dalam menutur cerita berdasarkan pengalaman kami sendiri merakamkan, dengan pita rakaman, cerita-cerita dari Tuk Selampit, Awang Batil ataupun Cik Ti di Hulu Tembeling. Penceritaan mereka ini berbeza daripada ibu kita bercerita tentang cerita-cerita teladan atau cerita binatang pendek ataupun penceritaan yang berlaku di sekeliling unggun api di kalangan kumpulan-kumpulan pembalak atau pemungut hasil hutan di rimba raya. Amin Sweeney member istilah ‘stylized’ bagi penceritaan oleh penglipur lara, sementara ‘non-stylized’ bagi penceritaan dalam bahasa lisan sehari-hari bagi cerita-cerita pendek seperti lelucon atau cerita binatang (Mohd. Taib Osman dalam Hassan Ahmad 2004:1xi).

Bertitik tolak daripada pandangan ini jelas bahawa cerita lisan pendek yang dituturkan oleh orang tua-tua di kampung sebenarnya mempunyai kedudukannya yang tinggi. Ia bukanlah sekadar cerita-cerita hiburan sebaliknya mengandungi rakaman silam tentang sesuatu masyarakat (lihat Jamilah Hani 2010). Cerita lisan pendek sebegini adakalanya menceritakan tentang asal usul sesuatu kejadian, asal usul nama tempat, memerihalkan tentang sesuatu peristiwa aneh yang pernah berlaku dan juga kisah tentang tokoh-tokoh tempatan yang pernah menjadi kenangan penduduk setempat kerana memiliki keistimewaan atau jasa bakti tertentu kepada masyarakat kampung berkenaan.

Comment by 慕課 庫 on January 29, 2024 at 12:23am

CERITA LISAN DAN PELANCONGAN

Jika ditinjau dari kajian yang terdahulu, Haron Daud (2011) pernah memperkatakan tentang perkaitan antara tradisi lisan dan pelancongan di Malaysia. Beliau telah menyarankan beberapa perkara supaya setiap tradisi lisan itu diangkat kembali dan ditempatkan di suatu tempat seperti perkampungan budaya untuk menarik kedatangan pelancong. Walau bagaimanapun, kajian Haron Daud tersebut hanya memfokuskan kepada tradisi lisan yang berbentuk persembahan sahaja seperti dikir barat, mak yong, main puteri, boria, wayang kulit dan lain-lain lagi.

Kelainannya, makalah ini secara lebih khusus akan memfokuskan cerita lisan atau sesetengahnya yang bersifat legenda yang berkaitan dengan sesuatu tempat yang terkenal sebagai tempat pelancongan di zaman kini sama ada di Malaysia dan di Singapura.

Jika difikirkan, agak aneh untuk mengaitkan keduadua bidang yang kelihatannya agak berbeza dari sudut dan perspektifnya. Hal ini pernah disuarakan secara sinis oleh Haron Daud (2011) apabila beliau menyebut:

Dalam konteks Malaysia didapati hubungan tradisi lisan dengan pelancongan semacam dipisahkan oleh satu jurang yang dalam dan luas, dan dalam situasi hidup mati. Pelancongan sedang berkembang maju sedangkan tradisi lisan sedang mencari lubang kubur untuk disemadikan.

Pada hakikatnya memang agak asing jika dibandingkan kedua-dua bidang ini, apatah lagi untuk digandingkan bagi menjalankan satu peranan yang besar. Namun demikian, jika dilihat dari satu sudut yang positif, cerita lisan yang berbentuk naratif sememangnya mampu menarik perhatian khalayak.

Segala yang berbentuk cerita mampu memberikan hiburan dan tatapan kepada khalayak sama ada di zaman silam ataupun di zaman kontemporari. Media hiburan seperti filem atau drama pun sememangnya bertolak daripada cerita. Hanya bagaimana kaedah cerita lisan itu dimanfaatkan untuk pelancongan sahaja yang menjadi cabarannya. Dalam konteks pelancongan pula, cerita lisan mempunyai perkaitan apabila sesuatu tempat yang dikunjungi itu turut memiliki cerita yang tersendiri. Cerita itu pula bukanlah cerita yang baru tetapi cerita-cerita yang telah diungkapkan oleh masyarakat silam dan ia diketahui oleh masyarakat setempat. Cerita-cerita yang berkaitan dengan sesuatu tempat pelancongan yang menarik seolaholah muncul sebagai satu pakej. Apatah lagi jika ia mempunyai beberapa bentuk muka bumi atau unsur alam yang agak aneh dan seterusnya ada cerita yang menghuraikan dan menerangkan keadaan tersebut. Cerita-cerita lisan yang berkait dengan sesuatu tempat itu memang pernah diungkapkan oleh beberapa pengkaji sebelum ini.

Comment by 慕課 庫 on January 27, 2024 at 3:17pm

Mohd Khalid Taib (1991) telah menggariskan beberapa kategori kecil dalam menentukan sifatsifat cerita atau legenda asal usul sesuatu tempat:

1. Berunsur historiografik: masih rapat dengan fakta-fakta sejarah tempatan
2. Berunsur tokoh istimewa: tokoh yang menjadi pengasas di sesuatu tempat, memiliki kuasa luar biasa seperti memiliki sifat wali atau keramat
   
   3. Berunsur tanda-tanda alam yang masih dapat dilihat pada bentuk-bentuk tertentu pada sisi alam semula jadi
   
   4. Berunsur cerita orang tua-tua: tokoh, aksi watak, latar masa, dan latar tempat lebih mirip kepada apa yang wujud dalam genre cerita rakyat.

Dalam konteks cerita lisan di Malaysia dan Singapura yang dikaji banyak berkaitan dengan ciri ketiga dan keempat iaitu penamaan tempat yang berkaitan dengan bentuk muka bumi seperti Cerita Gunung Mat Cincang di Langkawi yang dikaitkan dengan rupa bentuk gunung dan juga Cerita Pulau Ubin di Singapura yang dikaitkan batu-batu di pulau tersebut. Manakala ciri keempat pula lebih mendominasi cerita-cerita lisan ini kerana kebanyakannya memang kisah-kisah yang mempunyai plot, watak, aksi yang menarik dan mendebarkan. Ciri ini jelas terpapar dalam Cerita Pulau Kusu mengisahkan tentang watak binatang dan manusia yang bertemu dalam keadaan genting di laut, manakala Cerita Merlion di Singapura juga turut memunculkan watak sejenis makhluk aneh yang berjaya menentang kuasa alam. Cerita Mahsuri, Batu Kapal dan Tok Syeikh di Kedah pula menjelmakan watak seorang wanita yang luar biasa, watak gergasi yang boleh menyumpah menjadi batu dan juga watak orang alim yang dianggap keramat. Berikut adalah beberapa cerita lisan berkaitan pelancongan yang dikumpul melalui kajian lapangan / wawancara informan dan juga melalui koleksi yang termuat dalam beberapa laman web.

SINGAPURA CERITA PULAU KUSU (KUSU ISLAND)

Diceritakan pada awal abad ke-19 dua orang pengamal agama telah datang ke Pulau Kusu untuk tujuan pertapaan. Seorang Arab bernama Dato Syed Rahman dan seorang Cina bernama Yam. Suatu hari Yam jatuh sakit. Makanan mereka juga mula kehabisan. Syed Rahman tidak tinggalkan Yam keseorangan dan terus berdoa untuk kesembuhan Yam. Secara tiba-tiba muncul sebuah kapal yang penuh dengan makanan dan Yam pula sembuh sepenuhnya. Mereka anggap pulau tersebut penuh dengan kebaikan.

Dalam satu lagi versi, dikatakan dua orang nelayan, sorang Melayu dan seorang Cina telah dilanda ribut yang kuat dan tercampak ke laut. Namun secara tiba-tiba muncul seekor kura-kura gergasi dan menjelma sebagai sebuah pulau. Nelayan tersebut berjaya naik ke pulau tersebut dan selamat daripada lemas. Untuk membalas jasa kurakura yang dianggap suci itu mereka telah membina tempat ibadat untuk orang Cina dan juga tempat ibadat untuk Orang Melayu di atas pulau tersebut.

CERITA PULAU UBIN

Pada zaman dahulu dikatakan ada tiga ekor binatang iaitu gajah, katak dan khinzir telah mencabar antara satu sama lain untuk berenang menyeberangi ke pantai Johor dari Singapura. Namun mereka berjanji, sesiapa yang gagal akan menjadi batu. Percubaan oleh katak telah gagal, katak akhirnya bertukar menjadi batu dan itulah Pulau Sekudu (Pulau Katak).

Manakala gajah dan khinzir juga gagal menyeberangi dan kedua-duanya bertukar menjadi batu serentak dan itulah terjadinya Pulau Ubin. Nama ubin itu sendiri dikaitkan dengan batu-batu.

Comment by 慕課 庫 on January 25, 2024 at 9:05pm

MERLION

Diceritakan pada suatu malam penduduk yang tinggal di selatan laut Temasek terkejut dengan ribut yang kuat dan ombak yang sangat ganas. Awam hitam telah muncul dan menutup sinaran bulan sehingga keadaan menjadi gelap gelita. Penduduk yang ketakutan hanya mampu berdoa untuk keselamatan mereka.

Namun tiba-tiba kelihatan satu cahaya di tengah laut muncul. Muncul kelibat satu makhluk aneh iaitu separuh badan singa dan separuh ikan sedang mengaum ganas seakan-akan sedang mencabar alam yang gelap itu. Alam terus menyerang makhluk tersebut dengan kilat dan halilintar. Penduduk sangat takut dan tidak pernah melihat fenomena tersebut. Lama-kelamaan alam kembali cerah dan ribut berhenti serta air laut menjadi tenang semula. Makhluk itu meraikan kejayaannya dengan berdiri di atas Gunung Imbiah di Pulau Belakang Mati atau Pulau Sentosa sehingga keesokan harinya. Selepas itu Merlion kembali ke laut dengan meninggalkan jejak yang bercahaya di belakangnya.

Namun demikian, ada versi cerita Merlion yang lain. Merlion itu dikatakan seekor binatang yang ditemui oleh Sang Nila Utama semasa pembukaan Temasek. Kepala singa itu sebagai simbol kemegahan negara, manakala ekor ikan itu sebagai simbol Singapura sebagai pelabuhan terkenal. (dilakarkan berhampiran patung Merlion)

MALAYSIA
CERITA LEGENDA MAHSURI DI PULAU LANGKAWI

Mahsuri merupakan seorang wanita yang telah difitnah oleh seorang penghulu yang bernama Wan Yahaya dan memakai gelaran Datuk Pekerma Jaya.

Punca fitnah adalah atas dasar iri hati isteri penghulu tersebut iaitu Wan Mahora kerana Mahsuri seorang yang cantik dan sering mendapat perhatian ramai

lelaki termasuk suaminya. Mahsuri telah difitnah berkelakuan sumbang dengan seorang perantau ketika suami Mahsuri tiada di rumah. Tanpa usul periksa penghulu telah jatuhkan hukuman bunuh kepada Mahsuri. Semasa ditikam darah putih telah memancut keluar dan ketika itulah Mahsuri telahmenyumpah Langkawi tidak akan aman selama tujuh keturunan.

CERITA GUNUNG MAT CINCANG DI PULAU

LANGKAWI

Dipercayai zaman dahulu ada dua orang yang gagah perkasa. Ada versi mengatakan mereka itu gergasi yang bernama Mat Cincang dan Mat Raya. Suatu masa kedua-dua anak mereka ingin berkahwin.

Maka segala persiapan dan makanan disediakan dengan begitu hebat. Namun tiba-tiba berlaku pergaduhan besar antara Mat Cincang dan Mat Raya. Akibat amukkan itu habis belanga di lempar ke bawah oleh Mat Cincang. Belanga itu jatuh ke bawah dan pecah. Tempat itu sekarang dikenali sebagai Belangan Pecah. Kemudian dilempar juga bekas makanan dan tumpah semua kuah yang telah dimasak. Kuah itu mengalir dan terhimpun di suatu tempat, itulah dinamakan pekan Kuah sekarang.

Mat Raya pula lemparkan cincin pertunangan dan jatuh ke dalam laut. Lalu tempat itu dinamakan Selat Cincin. Selepas itu muncul seorang bernama Mat Sawar yang menenangkan pergaduhan itu. Sebab itulah antara Gunung Mat Cincang dan Gunung Raya, di tengah-tengahnya ada satu Bukit Sawar. （Con't Below）

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