Puneet K. Bindlish

Facilitating workplace spirituality: lessons from Indian spiritual traditions

Purpose – The purpose of this paper is to seek to propose that spiritual traditions of India have enormous wisdom to provide a wholesome spiritual foundation to the modern day management. It can also play a significant role in facilitating the dimensions of workplace spirituality as conceptualized by the western counterparts. The paper does not intend to reinvent the wheel but to present an integrated framework for facilitating workplace spirituality that incorporates the western and the Indian views. Design/methodology/approach – For this study, the authors maintained an open approach. The authors first reviewed the extant literature on workplace spirituality to explore its dimensions. Thereafter, the authors searched for Indian spiritual traditions that can be suggested to have some similarity with the dimensions of workplace spirituality and can further help in facilitating those dimensions at the workplace. Findings – The paper presents an integrated framework that suggests that doctrine of Karma Yoga...

Leadership and Authenticity: The case of Buurtzorg Nederland

The research question of this chapter is to study the relationship between leadership and Yoga where Yoga is seen as an approach to view the world and a way to enhance virtuous behavior. So far leadership has been studied as style, an attribute, or trait. New models propose it as an activity. Here we propose leadership as a cognition and a virtue. The virtues of people are fueled by their authentic nature. Leadership and authenticity have been looked upon from various philosophical perspectives. The following pattern has emerged while studying a good practice in the community care “Buurtzorg Nederland.” There are three expressions of authentic virtues in this case: needing, rethinking, and common sensing. The Yogic intellectual capacity of Vivekam Buddhi acts as a way to enhance authenticity. It is argued that Yama and Niyama, that embody the psychological limbs of Yoga, act as the authentic virtue which creates the foundation for the Yogic Leadership. The basic Yogic principles of Abhyasa and Vairagya have been found in the role of leadership as a way to enhance authenticity as a virtue. They act like determinants along with Vivekam Buddhi (discriminative wisdom) in the proposed conceptual model of authenticity among leaders who takes a client center or customer center perspective in their organizing processes and decision-making design

A Post-Colonial Perspective Towards Education in Bharat

The article explores what could be a post-colonial perspective to the education delivery. If we believe that majority of the problems faced in Bharat have their roots in the colonial residue left in the society post-Independence, we should explore what can be done today. For this exploration was made whether gurukul system of indigenous education can provide the solution to few problems faced by us today? The first person embodied enquiry was made and participant observations were made to understand the pedagogy of gurukul. Hence, the experience of the researchers of the gurukul system of education is presented. Policy relevance is majorly focused on inputs for shaping up education policy with respect to elementary education.

Understanding entrepreneurial decision-making by objectivizing subtle cues

ABSTRACT We propose a theory for entrepreneurial decision-making based on classic grounded theory covering data of a total of 42 entrepreneurs. Objectivizing subtle cues, refers to “the process of discovering, following and making use of internal and external subtle cues (conscious emotions, thoughts, perceptions and information).” This paper presents a redefinition, re-contextualization and reconceptualization of entrepreneurial decision-making, intuition, and intuiting processes. It also examines subtle cues as expressions of the inner-world dimension of spirituality. It encompasses both rational and intuitive processes. By developing the concept of objectivizing subtle cues, we show that (expert) intuition is not the only type of intuition that entrepreneurs use, that cues can be triggered internally as well as externally, and that this type of intuition can be used even if the environment is unstable. Furthermore, objectivization of subtle cues is not necessarily part of quick decision-making, and entrepreneurs can be nonconscious and conscious about these cues.

Integrativeness Through Pursuing Integrative Intelligence as the Way Forward

This chapter presents the overall picture which emerged from various perspectives on managing VUCA. This holistic and integrative view has been articulated in a way to be able to relate to the three pillars of self management—Swadharma, Swavalamban and Swaraaj . Furthermore, it attempts to build a case for Integrative Intelligence as a way forward to be able to inculcate the ability of integrative-ness to cope with VUCA. Integrative Intelligence is based on the five principles : integral unity; doing without doer-ship; the notion that we are all connected; holistic attainment of goals and an integral view on actions which are detached from fruits. By increasing such intelligence, there is more comfort with contextual volatility, uncertainty, complexity and ambiguity (VUCA).

Introduction to VUCA

This chapter gives a background to this work and also provides an overview of this book. The VUCA world (Volatility, Uncertainty, Complexity and Ambiguity) may have presented challenges for businesses, but it can be seen as opportunities for enterprising and innovating companies, who value interconnectedness and transparency. Companies, who understand that no one individual can get much accomplished by themselves and believe that the leadership is distributed. Therefore any change requires a coordinated set of actions through a collective consciousness . It is a perfect timing for companies and organizations to be focusing on developing its worldview in an integrative and holistic manner to be able to make best use of the VUCA opportunities in this dynamic environment by ways of simplification of the context and by integrating processes, inner drives and outer demands. Globalization has put significant pressure on leadership and entrepreneurship across the company levels, requiring rapid decision making, necessary protection of the culture and worldview of the organization, abilities to integrate diversities of various kinds, and foster collaborative innovation with the speed as necessitated for the given context.

Listening to Your Intuition: An Integrative Approach to Navigating VUCA

There are several definitions available for intuition in various disciplines such as psychology, philosophy and ancient wisdom literature. Since intuition is an internal process of tracing perceiving and interpreting information, this topic usually remains outside the scope of mainstream entrepreneurship and management scholarly research. However, entrepreneurs and managers use intuition for various purposes in navigation VUCA situations. They use it for solving problems in business, for ethical decision making to solving dilemmas or for creating new combinations and novelty. Based on the way information is being processed we can identify six types of intuition. Problem solving intuition , expert intuition , intellectual intuition and moral intuition are aiming a convergence in information processing while entrepreneurial/creative intuition allows a divergence in information processing. Furthermore spiritual intuition hails from deeper levels of consciousness and can be considered as a conscious process while all the other types are regarded as a result of non-conscious activities of information processing. All types can be applied by entrepreneurs in different stages of the entrepreneurial life cycle . Each type may have different antecedents and its effect could be different as each enhances or evokes a different source. Especially the spiritual intuition requires more study. In this chapter we address these types of intuition and explore their use and trainability in the context of entrepreneurship for navigating VUCA. Given the special nature of spiritual intuition we suggest using another term for this type of intuition such as subtle knowledge or use intuition in its pure form and therefore only for spiritual intuition. We then consider the other types as hunches coming in an unconscious pattern and having a different source at the level of memory while spiritual intuition has a source at the level of Being or Atman.

Managing VUCA Through Integrative Self-Management

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Researcher Preparation for Indigenous Fundamental Research Through Collaborative Participation

price are net prices, subject to local VAT. Prices indicated with * include VAT for books; the €(D) includes 7% for Germany, the €(A) includes 10% for Austria. Prices indicated with ** include VAT for electronic products; 19% for Germany, 20% for Austria. All prices exclusive of carriage charges. Prices and other details are subject to change without notice. All errors and omissions excepted. S.S. Nandram, P.K. Bindlish (Eds.) Managing VUCA Through Integrative Self-Management

From growing convergence of spirituality and leadership towards a unified leadership theory

A researcher is the most crucial constituent in any research and re-search under Communities of Practice, specifically for research domain concerning the social aspect of human existence. This chapter presents a collaborative auto-ethnography of researchers’ preparation for undertaking indigenous fundamental research. The chapter has three major sections ‘why researcher preparation?’ followed by ‘how it was achieved (process of researcher preparation)’ and finally describes ‘the way ahead’. The researchers had a common interest and common philosophical orientation, so the researcher preparation activities were conducted in a ‘community’ formed by the researchers. This community involved the authors who ‘interacted’ and ‘experienced’ the indigenous phenomenon. The account could help other researcher(s) in forming a community with varied areas of interest, but with similar philosophical approach.