Many times in life, we are so obsessed with symptoms that we
lose sight of the root cause. Also, many times we see a part as the whole.
True, management thought has taught us to focus on results. True also that the
industrial engineering movement, and even the famed Toyota Production System,
taught us the benefits of division of work and specialization. In general, if
each person does what he or she is supposed to do right, the next in sequence
would occur with equal efficiency, Efficient parts, it is believed, make for an
effective whole. This indeed is logical but only so long as the logic of what
must override what in terms of the core purpose is not appreciated.
The issue at hand is almost like the distinction between
Ayurveda, the ancient Indian science of healing and Allopathy, the modern
practice of medicine. The former requires a patient to be studied in whole
before a disease is treated. The Ayurvedic treatments offered in India are a
case in point. The latter believes that unless the disease as expressed by the
symptoms is addressed quickly there could be collateral damage. Obviously, both
approaches have their merits and applicability. The debate, however, makes us
think through what is primary and what is secondary in the real sense and
meaning of various practices we are accustomed to in life. Some interesting
examples, relevant for individuals, managers, leaders and organizations alike,
follow.
1.
Teaching and learning
There is so much focus on institutes which offer quality
teaching. This focus is not peculiar to India; it pervades even the advanced
countries. The basic purpose, one would presume, of good teaching is good
learning. One should logically look for institutes which enable good learning
rather than offer good teaching. Good teaching need not necessarily translate
itself into good learning. In any case, rather than assume that good teaching
makes students good learners, it would be appropriate to insist on both
teachers and the students to focus on learning. While assessing graduates of
institutes, it is important to assess if they had assimilated learning to the
standard equivalent the teaching of an institute is expected to.
2.
Qualifications and education
As with the chase for quality teaching institutes there is an
equal, if not greater, craze for educational qualifications and professional
certifications. Without doubt, formal qualifications are essential means of
ensuring that one goes through a prescribed process of education and
evaluation. However, education can take place independent of qualifications,
and all qualifications may not result in the same level of education. The
challenge is greater when people acquire diverse qualifications. Whether one
qualification de-educates one of the previous qualification or builds on the
foundations is a key aspect. While assessing individuals with or without
qualifications, it is important to assess the true level of education he or she
would have got.
3.
Assimilation and application
The main purpose of teaching and learning is to assimilate
all knowledge within oneself. As modern research indicates human brain is an
amazing library and storehouse of whatever information is deposited into it.
Contrary to popular belief, the brain has the ability to absorb an endless
array of information. Unlike a physical library, even if information is taken
out from the brain it remains in the memory; in fact, it gets expanded with the
way the retracted information is processed and acted upon. Assimilation is
purposeless without application, just as teaching is purposeless without
learning. Application of knowledge is the one that differentiates active
achievers from passive followers. It is also interesting that it is the greater
application of knowledge rather than just greater teaching or learning that
results in greater assimilation of knowledge.
4.
Hearing and listening
Hearing is the electro-mechanical process of receiving
external sounds through the ears, whether from nature or humans. Every sound
has its purpose and meaning, more so the speech of humans. In fact, the
productivity of human relationships is based entirely on communication.
Communication is complete only when the message is listened to, rather than merely
heard. Listening, as contrasted with hearing, is the process of paying
attention with a view to hear and/or hearing with an intention to take notice.
Listening, therefore, is purposeful hearing. Hearing without listening does not
contribute to human bonding.
5.
Managing and leading
Managing is the process of running a business. Leading is the
process of taking a business to a new horizon. From a time not so long ago when
management was considered all-encompassing we are now in a stage when managing
is considered separate from (and unfortunately, somewhat inferior to) leading.
Also, it is considered that management is a task of lower hierarchy and
leadership is one of higher hierarchy. This un-discerning differentiation is
misconceived. Leading is the sole purpose of management. A manager who cannot
be a leader cannot be a true manager. The process of running a business
perforce has to also lead the business to consistently better results.
6.
Facts and truths
Facts are real incidents that have occurred but truth is what
they represent. The fact of one studying for long hours does not necessarily
represent the truth or untruth of studying with concentration. Facts are
visible and can be recounted with accuracy. Truth is invisible and can be only
inferred or evaluated when disclosed. All truth is not factually discoverable
while all facts may not disclose the entire truth. The dilemma in active and
speedy life is to whether to progress on facts as received or get stalled in a
potentially endless search for truth.
7.
Self-reliant and self-sufficient
India, since its independence days, has pursued a policy of
self-reliance. This has prompted the governments to build dams and set up heavy
industries as well as consumer goods industries. Self-reliance is the ability
to develop its infrastructure. This has not been, however, accompanied by an
ability to be self-sufficient in terms of technologies, equipment, finances or
manufacturing capacities. Self-reliance without self-sufficiency is of little
use as it would still leave vast sections of population unattended in terms of
its needs. There can be no greater formula for economic growth and social
equity than achieving self-sufficiency with self-reliance.
8.
Self-image and self-worth
All successful persons have an image of themselves. Their
self-image prompts them to face the world and lead their teams with confidence.
In a sense, self-image is in itself a success enabler (as long as it does not
lead to narcissism!). Yet, such self-image tends to be the preserve of only the
exclusive few. On the other hand, every person can, and must, have self-worth.
Whatever be the avocation one is in, or the activity one chooses to do, one
must take pride in executing it to the fullest capability. This leads to a strong
sense of self-worth. Self-image that is backed by self-worth is a sustainable alchemy,
not only for the individual but also for the broader organization.
9.
Empowering and enabling
Leadership (and management) is no longer about just controlling
and co-ordinating. It is more about inspiring and influencing. Frequently used
in that context is ‘empowerment’ as a concept. It is felt that leaders and
managers should empower their team members to be able to accomplish the goals
on their own. Empowerment is provision of more authority on one’s life and
conduct. More than this oft used cliché, the real requirement for leaders and managers
is to enable their team members to set and accomplish their own goals. ‘Enabling’
is making it possible for someone to achieve something by creating certain
necessary conditions; this could include, among others, empowerment too. Enabling clearly is a more appropriate concept than just empowerment.
10. Title and stature
A key feature of social evolution, over centuries, has been
the emergence of titles. Titles signify rank in a profession or in a society. Titles
have such compelling attraction that everyone seeks them. Titles by definition
tend to be for few. In comparison, stature is the importance and respect that a
person has because of his or her ability and achievement. While titles can be
had only by a few (and ironically, bestowed at times independent of stature),
stature can be gained by all independent of their hierarchy through sheer dint
of achievements and accomplishments. Virtuous individuals and organizations aspire
to acquire stature rather than seek ranks.
When ‘second’ is ‘first’
Many times, in the pursuit of visible results or even the activities,
the central purpose gets lost in visibility. The preoccupation with the results
and activities makes one equate the very act or the result (like teaching or
qualification) to be the same as the underlying purpose (like learning or
education), respectively. This makes achievements rather mechanical, sub-optimizing
capabilities and creativity. The organizational designs, including structures
and processes, as well as individual and social systems (including values and
ethics) must focus on the underlying core purpose.
Oftentimes, playing a sport or participating in a competition
is considered more important than winning the competition. Similarly putting in
the best effort without aspiring for a result is considered philosophically
appropriate. The spirit is considered more relevant than success, and the
effort more relevant than result. That said, if in the ten aspects of life that
have been discussed above, the primary driver of progress is recognized and
followed, spirit will soar high as much as success will sustain for sure. The seemingly
‘second’ is the ‘first’ in most cases of life!
Posted by Dr CB Rao on March 18, 2015
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