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Unintended Consequences The New India Awakes to Their Own Western Crises


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Observations and feedback - 1st International Conference on Vedic Foundations of Indian Management on April 19-21, 2012 in Haridwar, India in collaboration with Faculty of Management Studies, University of Delhi and Center for Indic Studies, University of Massachusetts (Dartmouth), USA. The conference was hosted by the University of Patanjali, Haridwar.

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Unintended Consequences The New India Awakes to Their Own Western Crises

  1. 1. Unintended Consequences The New India Awakes to Their Own Western Crises Maureen Kelsey, Dehli, India - 28 April 2012Recently, I was invited by ISOL conference organizer to participate in and presentat the 1st International Conference on Vedic Foundations of Indian Management onApril 19-21, 2012 in Haridwar, India in collaboration with Faculty of ManagementStudies, University of Delhi and Center for Indic Studies, University ofMassachusetts (Dartmouth), USA. The conference was hosted by the University ofPatanjali, Haridwar.The conference was a first step to bring spirituality into business and to reinventmanagement and education in order to transform the economy, organizations,government and society.In summary, the ISOL chairman stated in opening remarks, it’s a matter of spirit,and I couldn’t agree with him more.While it’s a beginning, the why(s), how to(s) and in what ways the first step istaken is at least of equal importance to taking that first step.During the afternoon of day one, I shared a quote by Carl Jung after a visit to Indiain 1938:It is quite possible that India is the real world, and that the white man lives in amadhouse of abstractions. Life in India has not yet withdrawn into the capsule ofthe head. It is still the whole body that lives. No wonder the European feelsdreamlike; the complete life of India is something of which he merely dreams.When you walk with naked feet, how can you ever forget the earth?Clearly, as validated by presenter after presenter, this India no longer exists.So, India suffers the same profound crises as the West—greed, corruption, scams,scandals, trust and legitimacy of business leaders and government, collapsingwestern models, loss of ethos, wealth inequality, resource scarcity, sustainability,the educational system…..words repeated over and over.One could easily acknowledge that a consensus was reached in a call to return totheir roots; good news—these roots are those expressed so eloquently, or to usethe word of the session moderator “beautifully”, by Carl Jung in 1938.Having significant feet-on-the-ground global experience, there was a familiardynamic that occurred—people feel free, less fearful to share their thoughts andfeelings with the foreigner. This was the case, and the comments offeredcompletely resonated. After all, we are all human. 1|P a ge
  2. 2. Some clarification: the conference did not look or feel like an ’international’conference in the sense of scope, inclusion and language.The scope was India; foreigner participation was negligible, and quite a fewpresenters spoke Hindi with no translation provided, while participants from otherparts of India have only a functional knowledge or no knowledge at all of thislanguage, like the few foreigners.If a representative from the University of Massachusetts (Dartmouth), USA,attended, no introduction was made, nor information provided as to in what waythis University was part of the collaboration.An undertone of anti-western sentiment was unambiguous. This was demonstratedthrough attitudes, behaviors and ideas in areas of exclusion, isolation and blaming.While Western models are surely at a point of “collapsing” and great dissatisfactionunderstandable, ‘scapegoating’ existed, easily recognizable.Surely, these models were adopted by the Indian institutional power structure andwere widely acknowledged as prevalent today.Positive reactions were noted to the verbalized idea of “turning away from West toEast to the Japanese system of quality”, the origin of which is W. Edwards Deming.Further, Japan suffers the profound crises like the West and an enormous price isbeing paid by the people, as well as Nature and our planet resulting fromFukashima. In addition, loneliness becoming a ‘norm’ is recognized as one of thebig issues in Japan? expression—when you point your finger at another, there are 4 more pointingback at you—comes to mind, and it would be beneficial to consider:Mans task is to become conscious of the contents that press upward from theunconscious. We cannot change anything until we accept it. Condemnation does notliberate, it oppresses. Carl JungI had an association with the stage of anger in the grieving process, anunderstandable human reaction to waking up to the reality of profound, multi-faceted, complex crises. 2|P a ge
  3. 3. As this was my first academia conference, I learned the format was typical from aseasoned, well traveled professor, his experience being Europe, US and India. Howit works—the system decides who is most important and prioritizes time (from 1hour to 10 minutes) for presentations, which are habitually reading a previouslysubmitted paper.On the morning of day 2, an Indian presenter shared that while 75 delegatesregistered, only 30 were present by his headcount, a 60% dropped out; actually, Ihad observed this dropout the afternoon of day 1. One reason for this, provided bythe same well-traveled professor, is that the system cares mostly about a paperand attendance on a CV / resume. Another common reason shared by variousprofessors—boring.Sharing my overall observations, together with the overused declarations abouthaving “the solution”, with the above-mentioned Indian presenter, he replied, “it’slike designing a product without the customer” to which I said, “Yes, and it appearsthere is no broad awareness, like it all goes over the head.” His reply: “like a frogin a well” which I enjoyed greatly, as he is entrenched in this academic system. Thelevel of attendance did not recover.There were bright lights, in particular the presentation on leadership and practiceand another that had the style of a chat with good friends about thoughts andreflections—a call to look deeper into Elinor Ostrom’s Tragedy of the Commons,sustainability, the abundance mindset, Carl Jung’s topology, cultural diversity andinterdependence, MIT’s innovation, among others—very insightful.So, what about the spirit?As one who has studied and practiced the enormous body of learning of Carl Jung,rightfully so, spirit is a BIG word that could be discussed at length. Here is anabstract that includes a brief summary about spirit.“Carl Gustav Jung (July 26, 1875, Kesswil, – June 6, 1961, Küsnacht) was a Swisspsychiatrist, influential thinker, and founder of analytical psychology. Jungs uniqueand broadly influential approach to psychology has emphasized understanding thepsyche through exploring the worlds of dreams, art, mythology, world religion andphilosophy. Although he was a theoretical psychologist and practicing clinician formost of his life, much of his lifes work was spent exploring other realms includingEastern and Western philosophy, alchemy, astrology, sociology, as well as literatureand the arts. His most notable contributions include his concept of the psychologicalarchetype, the collective unconscious, and his theory of synchronicity. Jungemphasized the importance of balance and harmony. He cautioned thatmodern humans rely too heavily on science and logic and would benefitfrom integrating spirituality and appreciation of the unconscious realm. 3|P a ge
  4. 4. Jungian ideas are not typically included in curriculum of most major universitiespsychology departments, but are occasionally explored in humanities departments.”Spiritual quotes:Everything that irritates us about others can lead us to an understanding ofourselves.As far as we can discern, the sole purpose of human existence is to kindle a light inthe darkness of mere being.The shoe that fits one person pinches another; there is no recipe for living thatsuits all cases.Your vision will become clear only when you look into your heart. Who looksoutside, dreams. Who looks inside, awakens. “Relations between the Ego and the Unconscious”, Jung wrote”But the more we become conscious of ourselves through self-knowledge, and actaccordingly, the more the layer of the personal unconscious that is superimposedon the collective unconscious will be diminished. In this way there arises aconsciousness which is no longer imprisoned in the petty world of the ego, butparticipates freely in the wider world of objective interests. This widenedconsciousness is no longer that touchy, egotistical bundle of personal wishes, fears,hopes and ambitions which has always to be compensated or corrected byunconscious countertendencies; instead, it is a function of relationships to the worldof object (.e. outer objective reality), bringing the individual into absolute, bindingand indissoluble communion with the world at large.”Like –‘snapping out of it’.Or, perhaps, the speech by Peter Senge, addressing graduates on Feb 22nd at theUniversity of Guelph, answers this question as well as how it connects to education,business and society. Peter is a senior lecturer at the Massahusetts Institute ofTechnology’s Sloan School of Management. His most recent work focuses onsustainability. Here is some text of his speech with the link provided following tolisten to it in its entirety.….How on earth will be live together?.... What is the inner state that we bring?What is our focus? Where are we? What matters to me? How can I make mycommunity better? ... And of course, community can be expanded.…Good fortunetends to come to those who most are focused elsewhere, they’re not focused ongetting their fortune….This is not a random phenomena. It is directly influenced bythe state of our consciousness as we do what we do. Consciousness: You can tell 4|P a ge
  5. 5. where people are coming from, what’s their orientation, what’s their spirit, what’stheir energy, what’s the state of consciousness? That inner state that we bring isfar more influential than all the skills, than all the knowledge, than all theconnections, than all the resources—all of those are important but they aresomehow forged into something that make a difference based on that inner state…most important is the cultivation of the inner state, and that inner state is ourrelatedness; we are social animals--the curiosity to strive to learn and our ability tolearn and work together… While all the other things are important…, our lovingrelationships define us; so that inner state is a state of relatedness. The idea ofcompassion is a byproduct of having a sense of connection and that sense ofconnection is innate in us. One simple way to define education, I would prefer overall others, is developing the capacity to do what you are naturally capable of doing,to embody and enact Nature’s deep imprint. If we can stay true to that spirit ofeducation, a lot of the big problems of the world will become solvable in waysthey’re not otherwise, because they’re not going to be solved by solved by skillsand talent and connections and resources; they are important, but they’ll getsolved by inner orientation and our capacity to be connected to one another andLife. to maximize our efforts and expand our impact to convert good intentions intoreal positive change for the better? How can we make our community better?No culture can live, if it attempts to be exclusive. Mahatma GandhiInterdependence – creating abundance, opportunity and increased prosperitythrough cooperation and collaborationClose the gaps in knowledge and understanding of cultural diversity andinterdependence which were plentiful–to more balanced gender participation tonational recognition of multi-cultures, to transnational participation, to inclusion ofdiverse styles, to inclusion of the missing voices of key stakeholders…. Where werestudents, heads of companies, like Wipro, entrepreneurs, social enterprises, NGOs,government reps…..?Already, for a long time we live in a global world—interdependence. Let’s take amoment to look at interdependence as defined by Wikipedia:“...a dynamic of being mutually and physically responsible to, and sharing acommon set of principles with others. This concept differs distinctly from"dependence" in that an interdependent relationship implies that all participants areemotionally, economically, ecologically and or morally "interdependent." Somepeople advocate freedom or independence as a sort of ultimate good; others do thesame with devotion to ones family, community, or society. Interdependencerecognizes the truth in each position and weaves them together. Two states thatcooperate with each other are said to be interdependent. It can also be defined as 5|P a ge
  6. 6. the interconnectedness and the reliance on one another socially, economically,environmentally and politically.” psychoanalyst Eugene Pascal wrote: “Human dignity is by and large aproduct of a naturally spontaneous expression of who we intrinsically are.”Consider what one does not know and understand, one can come to fear, hate andeven attack. Fear and hate are products of ignorance.Every individual, ethnic group and country has a unique contribution to make onthe levels of personal, local, national and global in perceiving, evaluating andsolving lifes challenges. Understanding this reduces longstanding mutual conflicts,frustrations and risks.Comprehending the affect of typology in the human family, allows one to movebeyond arrogant tolerance. We can then see that we all are a part of globalconsciousness, each with our distinct contributions. One of the primary methods ofmanaging interdependence is intercultural dialogue. The need for thiscommunication and intercultural competencies is evident. Skills are needed tomanage differences creatively.Let’s take a look at the great strength, positive energy and experiences that resultwhen one embraces and celebrates diversity taking into account ourinterdependence. Benefits delivered are real dialogue, exchange of ideas, exploringvaried perspectives and robust collaboration bringing creativity, depth, range,balance and innovation. When we allow differing perspectives, we stimulateexploration, increasing and expanding our options.When one embraces and celebrates culture, diversity and collaboration: Benefitsdelivered are real dialogue, exchange of ideas, exploring varied perspectives androbust collaboration bringing creativity, depth, range, balance and innovation.When we allow differing perspectives, we stimulate exploration, increasing andexpanding our options.Diverse outlooks compel us to uncover potentially damaging implicit, inferredassumptions. We are freed up to synthesize new ideas combining options previouslyconsidered at odds. We are energized to develop processes capable of supportinginnovative solutions built on consensus that are enduring.The growth and complexities of a global economy and the coordinated efforts torespond to these crises have increased the line of reasoning for a more sustainedand systemic global cooperation.There is no animal or creature, no plant life, nothing in the hierarchy of Nature withwhich we are not intimately, spiritually interlinked. The new sciences have provenwe are all part of the same energy system and came from a field of energy that hasno limit. We are interdependent and infinite in our abilities. 6|P a ge
  7. 7. Every one of us is an instrument of culture; it is necessary to establish a newculture of conscious harmonious interconnectedness by bringing light to our ownshadows, and this necessitates agents of calm.Look deep into nature, and then you will understand everything better. No problemcan be solved from the same level of consciousness that created it. Albert EinsteinThe creation of something new is not accomplished by the intellect but by the playinstinct acting from inner necessity. The creative mind plays with the objects itloves. Carl JungLittle to no attention was given to strategy, systems thinking, design, eco-systems,the organization (including learning organizations), change and transformation,SMEs / entrepreneurship, social enterprises and the use of social media,considering we live in accelerated times when innovations like YouTube, facebookand twitter, in something like the blink of the eyes, revolutionized the way wecommunicate and behave.What is innovation?“Innovation is the creation of better or more effective products, processes,services, technologies, or ideas that are accepted by markets, governments, andsociety. Innovation differs from invention in that innovation refers to the use of anew idea or method, whereas invention refers more directly to the creation of theidea or method itself.Innovation can therefore be seen as the process that renews something that existsand not, as is commonly assumed, the introduction of something new. Furthermorethis makes clear innovation is not an economic term by origin, but dates back tothe Middle Ages at least. Possibly, even earlier.The central meaning of innovation thus relates to renewal. For this renewal to takeplace it is necessary for people to change the way they make decisions, they mustchoose to do things differently, make choices outside of their norm. Schumpeterc.s. (~1930) seems to have stated that innovation changes the values onto whichthe system is based. So when people change their value (system) the old(economic) system will tumble over to make room for the new one. When thathappens innovation has occurred. So innovation must be seen as something thatdoes, not something that is.On a lower level, innovation can be seen as a change in the thought process fordoing something, or the useful application of new inventions or discoveriesIt may refer to incremental, emergent, or radical and revolutionarychanges in thinking, products, processes, or organizations.” 7|P a ge
  8. 8. An organization is a system that requires “systems thinking”. The term “systemsthinking” describes the awareness that one cannot consider events in anorganization in isolation. Any change in one part of the organization affects theentire organization, not simply how individual events affect things on a local level.Consider a mobile with all its connected, integrated parts. Touching one part of themobile causes the entire mobile to move or shift, synchronous with all other parts.Mobilizing the system or organization’s energy in the same direction,simultaneously or synchronously and outward to the customer, frees theorganization to achieve high levels of quality, reliability, customer and evenemployee satisfaction.A learning organization is essential and one that can effectively develop and useknowledge to make change for the better. The old way or “command and control” isbuilt on the idea that the world and all that occurs is predictable. In today’sorganizations, the only thing that is predictable is that they do change and changeand change.Commitment and operating at all levels the core value of people as the greatestresource. This requires balance of head and heart leadership that is committedthrough communication, behavior and utilizing timeless universal principles.Development of the individual to be all he/she can be and empowerment toparticipate fully and make change for the better in, trustful relationships, incollaboration and working in teams. In today’s workforce, knowledge workers arehumans, not machines; assets, not costs; responsible for their productivity,managing themselves, continued learning as well as teaching; own the task of thework and innovation; and are responsible for quality as much as (or more) thanquantity of work.When an individual knows and feels that you are for him/her and his/her success isas important as any bottom line number and experiences this in the daily work life,all things are possible. They want to be where they are and actually have fun. I amboth blessed and feel privileged to have worked with so many in such a way andwho continue on this path.Healthy, functional learning organizations in which servant leadership operates andthe people are truly valued as the most important resource. This means that theend does not justify the means, having integrity as a core value together with realdiversity (backgrounds, management styles…) where healthy debate can occur,voices are allowed to be heard and effective conflict resolutions exists.Servant leaders understand and lead the balance of execution with reflection, actionwith spirit, extrinsic and intrinsic motivation and value the tangibles andintangibles. They place emphasis in the organization on integrity, coaching,mentoring, training and development, accountability, chosen responsibility and self-empowerment. Utilizing systems thinking, seeing the big picture and driving fear 8|P a ge
  9. 9. out of the organization is essential along with commitment to development,recognition, collaboration and consensus building.As organizations / systems are people, they are living organisms—interlinked,interrelated, evolving, varying, shifting, altering, transforming… and bi-polar, likeall of Nature. “Life is a characteristic that distinguishes objects that have signalingand self-sustaining processes (biology) from those that do not.A biological process is a process of a living organism, and biological processes aremade up of any number of chemical reactions or other events that result in atransformation. Biology is a natural science concerned with the study of life andliving organisms, including their structure, function, growth, origin, evolution,distribution, and taxonomy. In biology, life is the condition which distinguishesactive organisms from inorganic matter.Living organisms undergo metabolism, maintain homeostasis, possess a capacity togrow, respond to stimuli, reproduce and, through natural selection, adapt to theirenvironment in successive generations. More complex living organisms cancommunicate through various means." (source: Wikipedia)"Organization: The act of organizing; the act of arranging in a systematic way foruse or action The state of being organized; also, the relations included in such astate or condition. What is organization but the connection of parts in and for awhole, so that each part is, at once, end and means?” (Coleridge)“That which is organized; an organized existence; an organism. An arrangement ofparts for the performance of the functions necessary to life. The cell may beregarded as the most simple, the most common, and the earliest form oforganization. (McKendrick)” (source: biology online)Utilizing the linkage and balance of process and culture, a desired customer-centric,customer-driven platform can be achieved. To advance innovative vision alignedwith strategy, identifying and implementing strategic solutions, requires integratingculture, requirements, management, processes, applications, systems,technologies, services, relationships and competencies.With widely published evidence that the vast majority of change andtransformation initiatives are unsuccessful, one can wonder why organizationscontinue to do the same thing over and over expecting different results, acommonly held expression of insanity. “Though a majority of respondents at publicly traded companies say their redesigns increased shareholder value, only a very small group of respondents—8 percent of those who have been through a redesign— 9|P a ge
  10. 10. say their efforts added value, were completed on time, and fully met their business objectives.” edesigns_from_plan_to_practice_McKinsey_Global_Survey_results_2721And let’s consider too why so many hold on so tight to the mechanistic approach inlight of the fact that humans are part of Nature, also widely published and surely nosecret that organizations are systems comprised of living organisms—people.Unfortunately there can be no doubt that man is, on the whole, less good than heimagines himself or wants to be. Everyone carries a shadow, and the less it isembodied in the individuals conscious life, the blacker and denser it is. Ifinferiority is conscious, one always has a chance to correct it. Furthermore, it isconstantly in contact with other interests, so that it is continually subjected tomodifications. But if it is repressed and isolated from consciousness, it never getscorrected. Carl JungConsider Deming’s Profound Knowledge Model which shows psychology is one ofthe 4 points underlying system, knowledge and variation.In systems thinking, knowledge is the product of science which occurs within thesystem or organization, while understanding is the product of why (and often whys)which occurs outside the system.Both are equally important although it is a common mistake that an imbalance exitsbetween the two as understanding is so often considered unimportant, like thenecessity of head and heart.It is advantageous to learn the dynamics, in particular typology, or how your ownindividual psyche works and how psychic energies function in humanity. Deming’s Profound Knowledge Model System Knowledge Variation PsychologyCertainly, focusing in the McKinsey Report on the “How the best organizations do it”provides truly beneficial information. An issue of particular interest, as one of theroot causes, is:“However, among respondents at the most successful organizations, the challengemost frequently cited as the most harmful is company leadership undermining thechange. In our experience, this tends to happen when leaders wait too long tomake difficult talent-management changes.” 10 | P a g e
  11. 11. The above represents a personal observation that I have made for years—mostcompanies have been and continue profiling out diversity and talent who have theneeded skills to bring about successful change and transformation.Here, I would like to restate a part of Jung’s observation:If inferiority is conscious, one always has a chance to correct it. Furthermore, it isconstantly in contact with other interests, so that it is continually subjected tomodifications. But if it is repressed and isolated from consciousness, it never getscorrected.In Eugene Pascal’s book, Jung to Live By, he mentions that the process of alchemyshows that there is opportunity for 80% of lead to be transformed to gold. In thisregard, may the light shine upon us all and may we consider:“Mans task is to become conscious of the contents that press upward from theunconscious. We cannot change anything until we accept it. Condemnation doesnot liberate, it oppresses.” Carl JungAnd let’s revisit Albert Einstein: Look deep into nature, and then you willunderstand everything better. No problem can be solved from the same level ofconsciousness that created it.We can look at change and transformation as a process, adaptable, agile,flexible….. to living organisms, like organizations that are comprised of people.Key elements of the process: Personalized introspection, using intrinsic motivation,keeping it simple or practical and at the same time powerful with integrity, dignityand sincerity with and for the individual(s).Although we cannot change other people or society, we can change ourselves, andwhen we change ourselves, something in the society in which we live also changes.We can change society on the “cellular” level. Quality (Deming), cultural diversitytrainings, experience and long-term study, application and practice of psychologyhave taught me that a mechanistic view (command and control) simply doesn’twork. As much of the work of Jung’s analytical psychology has been proven by thenew sciences, there exists universal, timeless validity.I view the shift in power to the East is positive for the world, an opportunity torestore the imbalance of the prevailing West’s deep-rooted hyper-rationalism,unwavering belief in the infallibility of science (left brain, power wielding Logos), asif mystery and the ‘irrational’ and the need for Eros (Mother Earth) do not exist,which prohibits wholeness and wreaks havoc that we see in epidemic addictions,destruction of Nature, broken relationships and un-relatedness, to name a few. Thisis most evidenced by loss of heart in its unending quests to dominate, using 11 | P a g e
  12. 12. ignorance and propaganda to fuel fear and hate, targeting ‘evil empires’ andmaking wars for profit.While change is in the air, many thanks to the inspiration of the Arab Spring thatshowed tremendous strategy and organizational skills combined with immenseheart and tech savvy, using social media tools (and overcoming obstacles likeshutdown internet), that greatly enhanced connectivity and collaboration, the nowworldwide Occupy movement and others across Europe have mentors, coaches anda network that spans the globe to aid and assist in overcoming the long and deep-rooted history. Surely, this will require time and more to overcome.Stay tuned to India—an insight into a nation’s past promotes and understanding ofits present life and future. (The same can be said about organizations and families.)Through research and extensive communications with folks around the globe, whileit is true to say the West looks to India for profit and to generate their own growth,it is also true that many look to India as Asia’s leader.Having been invited by a Russian Duma MP to submit a paper and attend aconference in Sochi in September of this year—“International Innovation ofEducation”—I will be sharing these observations for their consideration. Toparticipate or not to participate? At present, that is an unanswered question.Highly recommend viewing this video: Nair, Founder of Global Institute For Tomorrow (HK), Advocating a critical view onAsias developmentAbout the speakerMost think Asia is booming. Chandran NAIR thinks we are heading for catastrophe if we goon with more and more consumption. But he is optimistic—the title of his latest book,Consumptionomics: Asias Role in Reshaping Capitalism and Saving the Planet, makes thepoint. An unreserved advocate for a more sustainable approach to development in Asia,Chandran has advised governments and multinational corporations, served as Chairman ofAsias leading environmental consultancy Environmental Resources Management (ERM), andfounded the Global Institute For Tomorrow (GIFT), an independent social venture think tankdedicated to advancing the understanding of the impacts of globalization through thoughtleadership and positive action to effect change. In 2008 he also set up Avantage Ventures, asocial investment advisory firm based in Hong Kong. 12 | P a g e