Dennis P. Heaton

Constructs, methods, and measures for researching spirituality in organizations

Clarifying constructs, methods, and measures for systematic research can advance knowledge about spirituality in organizations. In this paper, we define constructs of pure spirituality, applied spirituality, and spiritual development. We survey research methods for exploring spirituality in organizations – including not only objective studies but also subjective experience for personal growth. We consider five indications of spirituality – health, happiness, wisdom, success, and fulfillment – and identify research instruments for each based on measures used in prior studies of Maharishi Mahesh Yogis Transcendental Meditation program. Research is seen as valuable for assessing the practical applications of spirituality for the individual, organization, and society.

Higher education for higher consciousness : Maharishi university of management as a model for spirituality in management education

The system of education at Maharishi University of Management (MUM) provides a model for management educators seeking to understand and teach spirituality. It locates transcendental consciousness—“pure spirituality”—at the basis of the universe and the human mind, experienced through the Transcendental Meditation (TM) program. Disciplines are taught as expressions of one unified field of consciousness. This integrated approach develops students who express “applied spirituality”— acting for the positive transformation of the quality of life for all. Research on educational outcomes at MUM gives evidence of cognitive, affective, and moral development in students. The authors offer suggestions for educators at other institutions.

Evolution of organizations in the new millennium

Progressive stages in the evolution of organizations correspond to progressively deeper aspects of the mind. The stage of task‐based management emphasized the more superficial sensorimotor and concrete thinking capacities; this approach of rigid rules and structures is now unsuited for an increasingly knowledge‐based economy. The next stage, process‐based management, makes greater use of the intellect of organizational members to design, implement, and evaluate systemic productivity improvements. A few organizations today demonstrate the lasting success of values‐based organizing, managing on the level of feelings and ego. The new millennium will see organizations that utilize the deepest level of human consciousness, connecting the human mind to the intelligence of natural law which spontaneously organizes for optimal simplicity, synergy, and holistic progress.

Higher development, brain integration, and excellence in leadership

Purpose – Today, there is a global need for more effective leaders. The purpose of this paper is to present a model of human development which covers the psychological, physiological, and sociological dimensions of leadership.Design/methodology/approach – The authors review three research studies in which they have investigated the relationships between consciousness, psycho‐physiological integration, and leadership performance using physiological measures, psychological tests, and self‐reports.Findings – These studies support the model that leadership ability is closely related to psycho‐physiological refinement – the authors found that higher integration of the electrical brain activity, more mature moral reasoning, and more frequent peak experiences are found in top performers compared to average performers.Research limitations/implications – The high frequency of peak experiences among top performers reveals the importance of such gratifying inner experiences for the business community.Practical impli...

Peak performance and higher states of consciousness

Investigates higher stages of human development in some of the world’s most accomplished performers. Indicates that far more frequent experiences of a silent, expanded, restfully alert and non‐attached state of heightened awareness characterize those individuals who display outstanding skill and accomplishment in their action. Interprets these findings in the light of the Vedic Psychology of Maharishi Mahesh Yogi, which describes higher states of consciousness in which peak performances are all‐time phenomena rather than extraordinary happenings. There is widespread agreement that only very few individuals reach the highest stages of human development; as a consequence, there is a considerable latent human potential in organizations and society.

Spiritual dimensions of entrepreneurship in Transcendental Meditation and TM‐Sidhi program practitioners

A qualitative study explored features of personal development in a group of entrepreneurs who were long‐term practitioners of the Transcendental Meditation and TM‐Sidhi program. Subjects reported that their meditation practice enabled them to cultivate inner experiences, which they described as being anchored to an unshakeable, transcendental inner spiritual core. These entrepreneurs reported that this inner experience led to enhanced intuition and to broad awareness that embraced the wider interests of the community and environment. Findings are discussed with reference to prior scholarship about spirituality in entrepreneurs. This exploratory study contributes to understanding the mechanics through which spiritual values and behaviors might become more fully realized in the workplace.

The conscious organization

New paradigms in science and in management are recognizing that consciousness pervades the evolving order of the natural world and is the essential foundation for organizational transformation. We describe seven properties of a consciousness‐based organization: efficiency on a par with nature’s principle of least action; spontaneous and frictionless coordination; creative inspiration akin to artistic genius; doing well by doing good: prosperity and social value; harmony with the natural environment; spontaneous change in an evolutionary direction; and leadership which promotes full human development. Specific practices to develop consciousness in organizations are identified. These qualities and practices are illustrated through a fictional story of a manufacturer of top quality, environmentally friendly solar energy technologies.

Awakening the Leader Within: Behavior Depends on Consciousness

Global business today (Lawler and O’Toole,1 Hitt,2 Stead, Stead, and Starik3) calls for every worker to set goals, influence other people, and create and implement process innovations that are cognizant of organizational systems, customers, and the natural environment—in effect, it calls for every member of the organization to be a leader. Can we rely on the leadership training and development programs today to cultivate such leaders? Despite society’s investment in the multibillion dollar leadership training industry, relatively little research exists on the effectiveness of leadership programs.4

Exploring the Frontiers of Environmental Management: A Natural Law-based Perspective

Environmental management (EM) is at a turning point in its evolution as a discipline. Daunting social, ecological and spiritual problems of global magnitude implore EM to be inspiring and efficacious in theory and practice. Ironically, the present EM movement, in its ontologically dualistic configuration—measuring and manipulating the environment as an abstract, objectified economic resource for human gain—is unknowingly contributing to the very ecological degradation it wishes to ameliorate. In order for EM to become a truly ‘transformative epistemology’,1 its praxis must ontologically transcend the narrow foundations of staunch empiricism, logical positivism and rationalism that now firmly gird it. As a possible alternative to EM’s ‘monological flatland’, 2 we introduce a holistic praxiological system grounded in the ancient Indian vedanta wisdom tradition. Natural law-based environmental management (NLBEM) portends a radical metamorphosis of EM into a discipline that makes a meaningful impact on today’s precarious global condition.

Using human resource activities to implement sustainability in SMEs

Purpose – The purpose of this paper is to examine how small- and medium-sized organisations that were already participating in recognised sustainability programmes in Iowa, USA, in how they were utilising activities normally associated with human resources (HRs) to implement sustainability – activities included communication, engagement, incentives and recruitment and retention. Design/methodology/approach – The authors were interested in how small- and medium-sized enterprises (SMEs) were utilising HR functions to implement sustainability. This was an exploratory, qualitative research study utilised semi-structured interviews to obtain data. Findings – Based on the findings, some of the functions are being utilised more than others, with some activities not being implemented at all. Research limitations/implications – This research offers empirical research on how sustainability is achieved in SMEs. Practical implications – This paper outlines some practical methods that any SME could utilise to help imp...