Universal Causal Law applied to Business Organisations
Swami Chinmayananda explains the three laws as under:
1.
Every effect is on account of a cause
2.
The effect is the cause itself in different
forms
3.
If one removes the cause, there is nothing that
remains
In this, he clarifies that the manifest arises from a
universal source, ie Consciousness, that is singular, all that exists is the
plurality of the source itself, and it is life itself (read energy force) that
creates all, which once removed renders the effects non-existent.
Let me apply this to Organisations.In the world of business organizations, the organization
itself is a creation. All organizations are ‘perfectly designed to be the way it is’ – it arises from the
source. You get what you deserve, for it is this that you have created and sustained. Are the product and services it offers, a ‘pull’ – that is, does it
attract consumers to it, or does it wish to ‘push’ products. Organizations that
are prosperous, but are constantly anxious about losing its Goddess Lakshmi,
remain preoccupied by its wealth, yet organizations that strive to serve – that
offer value to its consumers, always attract, and grow in firm measure. True
value comes from the desire to serve consumer needs – to first give. The by
products of giving, result in creating fruits (read profits). Those that have
an orientation to serving the myriad stakeholders rather than profit for its
own stake survive.
In the role of organizational practitioners, one preoccupies oneself with
either work on ‘work processes’ or ‘management systems’ to improve effectiveness. These systems are
either the review processes, rewards systems, compliance processes, learning,
or organization structures. Much has been done in this area (read organization
benchmarking, best practices, Process engineering, etc). By itself these are
not enough. Under the universal laws these are ‘effects’ of the cause, there
are not the cause that shapes effects.
Much time has also been spent on Culture renewal. Culture to me
is derived. It is the effect of the cause. There is little gain in trying to
change the culture, unless we visit the source itself – ie, that which is the
cause that creates the culture effect.
In this I am pointing out that work either at the systems
level or at the culture level is futile. These are the outcomes or effects of
something arising from the cause. It is true that the effects itself are the
cause in different forms. The presence of the cause in the effects itself
continues to make us work with the effects of cause. It deludes us from the real task - the cause.
I argue that we have to go beyond the effects of systems and
culture transformation. The work must begin by reviewing the design itself, and
the very nature of the design principle. When one does this one can see only
too clearly why an effect continues. Perhaps the design principles were built
for a context and the context itself has changed, which may require an overall
change in the design itself. It is this adaptability that allows organizations
to change to succeed over time. Looking for this root cause is fundamental, else one is forever treating the symptoms. For example, working to reduce obesity at the effect level will not work, it needs a change in lifestyle, if it is to succeed. The body mirrors the lifestyle we lead. Change the cause and you can change the effect.
Here lies the basis for innovation, for only through
innovation is the organization design principles revisited for relevance and
changed to better adaptability to a situation. A design arises out of a paradigm, set by oneself or as a byproduct of the social mirror around us. This requires changing the paradigm, with intelligence different to that which originated it.
I argue that design principles by themselves are not enough.
Deep within the intellect is the deeper understanding of two elements – one
being the dominant logic of the organization that pervades all design
principles, and the other being the dominant values. The first is the thinking,
and the other the feeling – the two forces that give way to the organization
blueprint – the fabric of the design that allows for creation and sustenance.
It is this dominant logic that illuminates all – it exerts
‘adhikar’ on all design parameters, and with it is the softer ‘anurag’ that
gives it energy, that binds all actions. It is the balance that is the key –
the ‘samtulan’ that holds it together. Both adhikar and anurag are needed, as
the gardener must prune, remove weeds yet water the plants. Doing both, with
the sole purpose to serve is the balance.
It is this cause (read organizational vision and purpose and
value) that sets up the phenomena, around which the effects manifest. The
consequences and outcomes are then the plurality of this vision, and in the
absence of which the organization decays. The vision holds resilience, yet is
negotiable with its environment, and is held by an enduring vision that is
compelling.
It is said that Vision is the key to what organization
becomes. It is the cause that gives birth to the effects. Without it, there are
no effects. Thus, the universal causal laws are important principles.
In summary, there is the cause (logic and values) that
creates the Organization Design, within which lies the effects of the systems
and processes, that creates a culture for delivery that defies the business results.
I argue that all work must begin from the ‘gangotri’ the very source, not mid
stream or down stream.
14. Elements
of the system must contain resilience and negotiability to allow it to adapt.
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