New Manager

Exploring consciousness for true collaboration

Srinivasan S Pillay Prasad Kaipa | Updated on March 10, 2018 Published on January 15, 2012

Shifting from benchmarking to mind-wiring





In Western thought, people tend to think of collaboration as one between two entities based on individual brains and consciousness. When you look at it with Eastern principles in mind, this consciousness can occur in different stages, allowing collaboration to move from one-to-one to an all-pervasive, conscious state.

1+1=1

Collaboration at the first level is a sham marriage or a marriage of convenience. Neither party understands nor appreciates two minds sharing a consciousness. The focus and interest is on the ‘here' and ‘now'. The fear centre of the brain is active in this stage, and each one looks at the transactional benefit from the immediate transaction alone.

1+1=2

There is some level of co-operation in this level of collaboration. The parties see some opportunity in the short term, where we respect and value the purpose of the collaboration towards an incremental benefit. Both are willing to work on the project and there is no fear of collaboration, but there is also no deep desire to make the collaborator a long-term partner. Without the intent to go forward with the collaboration, there is no intent to integrate into ‘who I am'.

1+1=3

In this level of collaboration, synergy comes into effect, and this is where intentional co-creation takes place. Both parties derive significant incremental benefit and synergies result in higher returns. Because of the urge to co-create, fear is again absent. But the stress and focus is on the returns arising from the partnership.

1+1=11

In this level of collaboration and consciousness, a multi-fold increase to not just both parties involved but to the entire community is possible.

Managers would tend to return to a more basic approach to collaboration at a lower level because of the immediate challenges involved. The need is to create a paradigm where those under stress are able to expand their vision without fear. It is here that we invite other people, be it researchers, scientists or philosophers, to partner with us to explore the possibilities of expanding horizons of consciousness — to a point where the objective and the manager are one.

In the Yogasutras, there is Dharana or concentration; Dhyana, an evolved state of sustained concentration, or meditation; and Samadhi, the ultimate stage where the attention is sustained to such a point that the person becomes one with the object of concentration.

Brain science tells us that with the evolution from one stage to the other, the brain changes in such a way that emotional arousal is reduced.

In management context, the fear centre is completely de-activated.

In the old style of management, managers set a goal and benchmark the process against deadline A or deadline B. There is a defined process to reach that goal. In the Hindu system, the manager and the goal become one — it becomes a part of the manager. Managers will be able to think like the change they want to become, as well known thought leaders have said. What you want to achieve, then becomes a part of the manager's consciousness.

One of the drawbacks of the old method of management was that it created anticipatory anxiety. In the new framework we are proposing, the goal is not in front, and time is not present in the framework. The move has to be from benchmarking to mind-wiring.

(As told to The New Manager.)

Published on January 15, 2012
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