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              <P CLASS="breadcrumb"><A HREF="index.htm">home</A> &raquo;
                   <A HREF="leadership-
management.htm">leadership/management</A> &raquo; love and
                   spirituality in management and business</P>
              <H1>love and spirituality in management and business</H1>
              <H3>compassion for humankind - and other ethical reference
points for
                   good leadership and management in business and
organisations</H3>
              <P>"No cord nor cable can so forcibly draw, or hold so
fast, as love
                   can do with a twined thread." (Robert Burton, 1577-
1640, English writer and
                   clergyman, from The Anatomy of Melancholy, written
1621-51.)</P>
              <P>Love is a strange word to use in the context of business
and
                   management, but it shouldn't be. </P>
              <P>Love is a normal concept in fields where compassion is
                   second-nature; for example in healthcare and teaching.
</P>
              <P>For those who maybe find the concept of 'love' too
emotive or
                   sentimental, the word 'spirituality' is a useful
alternative. Spirituality is a
                   perspective in its own right, and it also represents
ideas central to love as
                   applied to business and organisations, ie., the quality
of human existence,
                   personal values and beliefs, our relationships with
others, our connection to
                   the natural world, and beyond. </P>
              <P>Some people see love and spirituality as separate
things; others see
                   love and spirituality as the same thing. Either view is
fine.</P>
              <P>In business and organisations 'love' and/or
'spirituality' mean
                   genuine compassion for humankind, with all that this
implies. We are not
                   talking about romance or sex. Nor are we referring to
god or religion, because
                   while love and spirituality have to a degree been
adopted by various religious
                   organisations and beliefs, here love and spirituality
do not imply or require a
                   religious component or affiliation at all. Far from it.
Anyone can love other
                   people. And everyone is in their own way spiritual.</P>
              <P>Given that love (or spirituality, whatever your
preference)
                   particularly encompasses compassion and consideration
for other people, it
                   follows that spoiling the world somewhere, or spoiling
the world for future
                   generations, is not acceptable and is not a loving
thing to do.</P>
              <P>Love in business and work means making decisions and
conducting
                   oneself in a way that cares for people and the world we
live in. </P>
              <P>So why is love (or spirituality) such a neglected
concept in
                   business? It hasn't always been so (of which more
later).</P>
              <P>&nbsp;</P>
              <H2><FONT COLOR="#FF0000">how love, compassion and
spirituality became
                   unfashionable in corporations</FONT> </H2>
              <P>Leaving to one side the obvious associations with office
romance and
                   sexual harassment (if you run a session on this you
will need to get any
                   nervous giggles and innuendos out of the way first),
it's likely that love and
                   spirituality became something of a taboo in
corporations because 20th century
                   business was largely concerned with 'left-side brain'
perspectives, for
                   example: performance management, critical reasoning,
total quality, strategic
                   planning, financial results, profit, etc. </P>
              <P>These are necessary aspects of good business and
management, but
                   they are fundamentally dispassionate. Also they tend to
be 'male-oriented'
                   areas. Not always, but they tend to be so, probably
because men are generally
                   more prone towards left-side-brain thinking and
working. (See the
                   <A HREF="benzigerpersonalityassessment.htm">Benziger
theory</A> section for
                   more understanding about this.)</P>
             <P>Historically men dominated the business landscape, and
still do
                   today to an extent. Not surprisingly then male-oriented
ideas and priorities -
                   especially dispassionate left-side-brain factors - have
tended to dominate
                   business and organisations.</P>
             <P> Conversely love, compassion and spirituality are
generally
                   perceived to be female traits. Men are less likely than
women to demonstrate
                   loving, compassionate, spiritual behaviour because of
cultural and social
                   expectations, especially when reinforced by the
business traditions already
                   mentioned. </P>
             <P>Additionally, in some cases successful business people
owe much of
                   their success to a personal drive borne of insecurity -
the motivation to fill
                   a gap or want, which can manifest as relatively
unloving, dispassionate
                   behaviour. Some successful people seem to suppress
their spirituality, and to
                   actively resist love to the point that they cannot even
discuss it.</P>
             <P>Where unloving dispassionate behaviour exists in a
business leader,
                   whatever its cause, this unavoidably sets the tone for
the whole organisation
                   to be unloving and uncaring, and devoid of spiritual
awareness. If this
                   situation is replicated across very many large
organisations, as arguably it
                   has been during the 20th century, then inevitably
business and work as a whole
                   tends to be characterised in the same way - as unloving
and uncaring, and
                   certainly not spiritual.</P>
             <P>I'm not saying that the western world is run by a load
of
                   emotionally insecure mentally dysfunctional ruthless
men (although I bet we've
                   all worked for at least one of them in our time), but
arguably there are
                   certain correlations between aggressive results-driven
male behaviour, the
                   short-term business success demanded by western
economic systems, and the
                   organisational and economic cultures that arose and
endured from 'successful',
                   dispassionate anti-spiritual (and mostly male)
leadership.</P>
             <P>I should also make the point that dispassionate results-
driven
                   behaviour is not the exclusive domain of men. Many
successful women in business
                   (and politics) have had to wear the trousers, if not
full the battledress, to
                   beat the men; at a man's game, in a man's world.</P>
             <P>Let's acknowledge also the reality that a methodology
based on
                   cold-hearted logic and dispassionate decision-making
can produce very effective
                   results, especially short-term, and where clinical
leadership is required to
                   overcome great challenge or difficulty. Moreover
tyrants and bullies sometimes
                   succeed. Some even achieve long-term success (according
to their own definition
                   of the word success). And arguably certain
dispassionate methods, where people
                   and environment are not affected, are a perfectly
appropriate part of the
                   business management mix. </P>
             <P><B>However, unloving uncaring methods, which tend to
predominate in
                   organisations and to be passed on through successive
leadership generations,
                   are not the entire and only way to run a business or
organisation.</B></P>
             <P>Compounding the situation, the historical prevalence of
                   dispassionate leadership, unloving ideas, and uncaring
behaviour in
                   organisations has tended to determine that reward
systems and training and
                   development methodologies have been correspondingly
dispassionate, (staff and
                   suppliers basically do as they are told after all), and
so the whole selfish
                   cycle reinforces itself. </P>
             <P>Not surprisingly therefore, ideas about loving people,
being
                   compassionate and spirituality are unlikely to appear
in many management
                   training manuals or training courses. Nor are the
principles of genuine
                   tolerance and selfless giving, or the values of
forgiveness, or of nurturing
                   your own spirit, because after all we must love
ourselves before we can
                   unconditionally love everyone else, and what's the
point of loving yourself if
                   the idea of loving anyone else is a totally alien
concept in the conventional
                   corporate world?</P>
              <P>People who extol the virtues of love and spirituality in
                   organisations have until recently largely been regarded
as cranks - not because
                   love and spirituality doesn't work - but because
organisations, and also the
                   developed western economic world, have evolved to
ignore and exclude the
                   deepest of human feelings and needs. Which when you
think about what we
                   actually all are, and what we actually all need as
people, is a bit strange and
                   a bit daft. </P>
              <P>Work and organisations in recent times have simply not
aligned with
                   some of humankind's most basic needs - to be loved, and
to find our own purpose
                   and meaningful connections in life, which often brings
us full circle to loving
                   and helping others.</P>
              <P>For a hundred years or more, millions upon millions of
people who
                   need love and spiritual meaning like they need food and
drink, are denied these
                   basic life requirements at a place that occupies the
majority of their useful
                   existence (their work), because love and spirituality
(and all that these words
                   represent) seemingly don't feature on the corporate
agenda.</P>
              <P>&nbsp;</P>
              <H3>however.. </H3>
              <P>Yes. However. As we know, things are changing. </P>
              <P>People are most certainly now seeking more meaning from
their work
                   and from their lives.</P>
              <P>People in far flung exploited parts of the world now
have a voice, a
                   stage, and an audience, largely enabled by technology
and the worldwide web.
                   </P>
              <P>Customers, informed by the increasing transparency and
availability
                   of information, are demanding that organisations behave
more responsibly and
                   sensitively. </P>
              <P>Increasing numbers of people are fed up with the
traditionally
                   selfish character of corporations and organisations and
the way they conduct
                    the themselves.</P>
               <P>The growing transparency of corporate behaviour in the
modern world
                   is creating a new real accountability - for the
organisations which hitherto
                   have protected the self-interests of the few to the
detriment of everyone and
                   everything else.</P>
              <P>Now, very many people - staff, customers, everyone -
demand and
                   expect change.</P>
              <P>Leaders need now to care properly for people and the
future of the
                   planet, not just to make a profit and to extract
personal gain.</P>
              <P>And so businesses and corporations are beginning to
realise that
                   genuinely caring for people everywhere is actually
quite a sensible thing to
                   do.</P>
              <P>It is now more than ever necessary for corporations to
make room for
                   love and spirituality - to care for people and the
world - alongside the need
                   to make a profit.</P>
              <P>Love, compassion, and spirituality - consideration for
people and
                   the world we live in - whatever you choose to call it -
is now a truly relevant
                   ethos in business and organisations.</P>
              <P>&nbsp;</P>
              <P></P>
              <H2>the concept of love and spirituality in business is not
a new
                   one</H2>
              <P>Love, compassion, spirituality, and real ethical
principles (to some
                   a modern interpretation of the preceding concepts),
actually provided the
                   platform for the formation and success of many very
large and famous
                   corporations.</P>
              <P>Dating back to the 18th and 19th centuries some very big
businesses
                   were originally founded on loving and spiritual
principles.</P>
              <P>For example the early huge Cadbury and Rowntree British
enterprises
                   were founded by Quakers and run on far more
compassionate principles than we
                   would consider normal in business today. </P>
              <P>High finance and loving principles rarely appear in the
same
                   sentence now, but many regional banks, long since
swallowed by the
                  multi-nationals, were once Quaker businesses, run on
caring principles.</P>
             <P>The Pease Company which effectively pioneered the
railway industry
                  was also a caring Quaker business. </P>
             <P>(The source of these details is Sir Adrian Cadbury's
talk on
                  'Beliefs and Business', 2003.)</P>
             <P>This is not a soapbox or a recruiting post for the
Quaker movement -
                  not least because certain Quaker-founded organisations
very quickly sacrificed
                  their caring principles in the quest for greed and
power. It just happens that
                  some parts of Quaker business history provide good
examples of managing
                  corporations successfully, while at the same time
leading and managing and
                  making decisions with love, compassion and great care
for the world. </P>
             <P>We can also look to longstanding examples of co-
operatives, employee
                  ownership organisations, mutuals and credit unions
becoming increasingly
                  successful in modern times. Many of these organisations
openly advocate and
                  support more caring and sharing ideals that place
people and ethics ahead of
                  profit, and significantly some are now beginning to
demonstrate that a more
                  caring philosophy can translate into competitive
advantage, and better
                  commercial performance. </P>
             <P>More will appear on this page in due course about how
these ideas
                  are being adapted for the modern age. In particular,
the extension of the
                  principles beyond any religious association -
especially into areas of
                  co-operatives and employee ownership organisations -
because as already stated,
                  being loving and spiritual is not dependent on being
religious or believing in
                  a god of any sort.</P>
             <P>Love, compassion, spirituality and ethics in business
are not
                  dependent on membership of a group or sect. Anyone can
be loving,
                  compassionate, spiritual and ethical; in fact most
people are - it's just that
                  big corporations have tended to require people not to
be.</P>
             <P>Then as now - in fact even more so now - you don't need
to go to
                   church or to be a member of a particular religion in
order to love other
                   people, to act ethically and honestly, and to consider
the needs of other
                   people while you pursue (quite reasonably) what you
need yourself. This
                   includes loving yourself and striving to be a loving
compassionate forgiving
                   person, even if the organisation around you hasn't yet
seen the light. Be
                   assured, it soon will do.</P>
              <P>As we know, management ideas tend to be cyclical, and
this is a case
                   in point: Love and Spirituality are back in
business.</P>
              <P>&nbsp;</P>
              <P></P>
              <H2>love in business is becoming a popular concept again
</H2>
              <P>There are increasing numbers of writers, gurus and now
even a few
                   business leaders who advocate greater love, compassion
and spirituality in
                   corporations. </P>
              <P>There are also various interpretations of these ideas
about love and
                   ethics, about compassion and spirituality. This is
fine. It's normal for any
                   significant concept to have several interpretations,
and these reflect the
                   different ways of applying the concept in different
situations.</P>
              <P>Some interpretations have a compassionate or spiritual
foundation;
                   others are quite rightly incorporated within wider
issues of corporate social
                   responsibility and ethical business. Other ideas
approach the concept from the
                   environmental angle, or sustainability, or 'fair
trade'. </P>
              <P>The challenge for modern managers and leaders to develop
an
                   interpretation of love and spirituality that will work
for your own
                   organisational situation.</P>
              <P>Here are some ideas about love in business and
management, from
                   different perspectives. They are two different
interpretations. Hopefully they
                   will help you see ways that love and compassion and
spirituality, which are
                   tricky to measure and describe in tangible specific
terms, can be applied in a
                   practical sense in work and organisations. </P>
              <P>The first article is by Barbara Heyn, a Cincinnati-based
consultant,
                   who helps organisations develop relationships and
capabilities among people and
                   teams, particularly in response to challenges of
globalisation and cultural
                   diversity.</P>
              <P>The second is a piece by Sonia Stojanovic, a McKinsey
consultant,
                   which features in Soleira Green's book, 'The New
Visionaries: Evolutionary
                   Leadership for an Evolving World'.</P>
              <P>Please accept the use of US English and UK English
spellings for
                   certain words on this page and in the featured articles
- they reflect the
                   mixed authorship and audiences of these materials.</P>
              <P>&nbsp;</P>
              <H2>barbara heyn</H2>
              <P>Barbara Heyn sees love and spirituality in organisations
from the
                   perspective of feminine instincts and behaviours. This
is not to say that men
                   are useless at it; not at all: men, like women, can
actually do anything they
                   put their minds to. Everyone can.</P>
              <P>The concept of 'feminine spirit' emphasises that the
biggest
                   challenges in modern work and organisations respond to
what we traditionally
                   consider to be 'female' strengths and styles. </P>
              <P>Globalisation is creating these new organisational
challenges:</P>
              <UL>
                   <LI> <B>managing and developing global teams</B> -
which requires far
                        more sensitive treatment than traditional
localised structures</LI>
                   <LI><B>approaching cultural diversity as a strength not
a
                        hindrance</B> - which requires great perception,
awareness and openness to
                        possibilities </LI>
                   <LI><B>creating inclusive responsible plans, and making
ethical
                        decisions</B> - which requires a strong sense of
what is right and good,
                        including compassion, humanity, and spiritual
connection</LI>
              </UL>
                <P>Most of this is traditional 'female' territory, but it
must now part
                    of the 'male' compass too, because these are the big
issues facing all
                     managers, leaders and organisations today.</P>
                <P>As such, this is a call for everyone in management and
business to
                    be more loving and spiritual - to be more sensitive and
understanding and
                   compassionate - and a warning to all paid-up members of
the Genghis Khan School
                   of Tyrannical Leadership (male or female) to adopt more
'feminine' ways of
                   doing things.</P>
             <P>&nbsp;</P>
             <H2> business and the feminine spirit - barbara heyn</H2>
             <P><B>Introduction</B></P>
             <P>Love in business. A novel concept. Most of us are
probably used to a
                   traditional culture at work where 'proper' reserved
behavior is expected.
                   People keep their distance and approach work and
relationships with a sense of
                   formality. </P>
             <P>What if that paradigm were to shift towards a more
compassionate and
                   spiritual model?</P>
             <P>In the past, traditionally male behaviors such as tough-
minded
                   decision-making and competitive aggression were the
standard. At job interviews
                   and when assessing performance and potential, leaders
would assess whether the
                   employee had 'fire in his belly' or was a fist-
pounding-on-the-table kind of
                   guy or gal. There was little tolerance of sensitivity,
never mind tears. Now
                   however a sea-change is occurring that recognises the
value in management and
                   leadership of feminine traits such as warmth,
affection, nurturing and
                   intuition. </P>
             <P>Some would identify this move as introducing love into
the
                   workplace. </P>
             <P>In fact, love flows naturally when you create a space
for it. People
                   are naturally inclined to good. It's the business world
that makes us resistant
                   and sceptical. </P>
             <P>If you are open and accepting, people can feel
comfortable around
                   you. People feel better when they are allowed and
encouraged to connect on a
                   deeper level with others, especially with managers and
superiors. Fear and
                   anxiety is no help in organizations. Connecting openly
dispels anxiety and
                   makes for harmonious relationships.</P>
             <P>An increased sense of humanity and trust positively
impacts the
                   bottom line, because people - and entire organizations
- work far better when
                   folk are happy. </P>
             <P>Here are some pointers for creating a humane and
productive business
                   environment, for anyone who seeks to make a positive
difference in their work:
                   </P>
             <P><B>1. Establish a collaborative mindset</B></P>
             <P> Your peers can be an excellent support system. View
your colleagues
                   as potential allies rather than threats - especially
people in 'warring'
                   departments. Ask for their opinions and listen to what
they have to say.
                   Incorporate their input into your decision making. Work
on inclusion and resist
                   exclusion.</P>
             <P>Business processes often encourage unhealthy
competition, exclusion,
                   alienation, lack of consultation and non-collaborative
behaviors, so look out
                   for these negative situations, and use collaboration
and cooperation to remove
                   tensions. </P>
             <P>Look out especially for policies and systems that
discourage
                   (unintentionally or intentionally) collective working
and team-work, especially
                   between departments. </P>
             <P>In the belief that it raises overall performance
standards, certain
                   leaders encourage unhealthy competition and 'free-
market' methods which are
                   designed to see only the best performers survive,
leaving less experienced or
                   less capable people to struggle. Of course this can
raise performance at the
                   top level, but it's not a recipe for building strengths
in depth, nor for
                   organic growth and self-sufficiency throughout the
organization. </P>
             <P>In such environments traditionally female strengths such
as
                   relationship building, empathy and listening skills are
suppressed if you allow
                   them to be, so instead consciously use these
capabilities.</P>
             <P>The ability to work in partnership and collaborate with
others is a
                   behavior that should be encouraged, rewarded and
leveraged.</P>
             <P>Foster collaboration ahead of competition. </P>
             <P><B>2. Reach out to others</B></P>
             <P>Find ways to connect personally with others on an honest
human
                   level. Ask sensitive questions and identify common
areas of interest.
                   Proactively look for opportunities to help team members
in a meaningful way.
                   </P>
             <P>Do something outrageously kind for a co-worker with no
expectation
                   of anything in return. Maybe unexpectedly treat the
colleague ahead of you in
                   the cafeteria line to lunch. Just for the heck of it.
Throw surprise parties
                   for people, or baby showers (US-speak I know..) for
soon-to-be moms and dads.
                   </P>
             <P>When engaging with anyone - managing, co-working,
collaborating,
                   networking, directing, following, whatever - focus on
what you can do to
                   benefit the other person, not vice versa. Your
positive, genuine efforts will
                   have a lasting impact.</P>
             <P>Some people use the word 'Karma' in referring to this
sort of
                   concept, and while Karma has other deeper and complex
meanings in Buddhist and
                   Hindhu ideaology, one of the central principles is
quite irresistible when you
                   get the habit: namely that people who do good things
generally find that they
                   experience good things as a result. The universe - or
whatever life force is
                   out there - does seem to keep checks and balances..</P>
             <P><B>3. Use your intuition</B> </P>
             <P>There's much truth to the concept of 'female intuition'.
Intuition
                   is invaluable especially in dealings with people. This
skill isn't limited to
                   the female gender. Men have it too if they simply tune
into it, rather than
                   denying its existence or relevance as can be the
tendency. </P>
             <P>Take note of your physical and emotional feelings
associated with
                   intuition. Your hunches are often correct and are based
on information that may
                   not be readily apparent to your consciousness. We all
know deep down whether
                   something is right and good.</P>
              <P>You develop your intuitive abilities by first of all
accepting that
                   you have them, and then by practising paying attention
to your feelings.
                   Trusting your intuition is a wonderful way to enhance
your decision-making
                   skills. Listen to your instincts and afterwards,
debrief with a trusted
                   colleague or mentor. What decisions did you make? What
were the repercussions
                   of these? Do you notice any patterns? Does your
intuition play a larger role in
                   certain areas, (people, processes, teams, aims,
tactics, problem-solving, etc)
                   so that you might transfer the intuitive approach to
other aspects of your
                   decision-making? </P>
              <P>Note the outcomes of your intuitive decision-making and
capture them
                   in writing. You don't need to write a book - just
jottings or little diary
                   notes suffice for many people. This way you'll remember
things and be able to
                   refer back to them, which means you are more likely to
spot the connections
                   between your intuitive feelings and actual results,
which helps develop
                   intuitive ability. It's in all of us, or the human race
would not have
                   survived. Did you ever see a caveman with a spreadsheet
or a psychometric test?
                   Of course not - they used their instincts and intuition
to succeed and survive.
                   Or a big stick of course, but we don't want to go back
to that..</P>
              <P> <B>4. Meditate daily</B></P>
              <P> First we need to debunk a few myths about meditation.
For example
                   meditation is not just for hippies and Buddhists, and
you don't need to adopt
                   that funny cross-legged pose and fill the place with
patchouli smoke to do
                   it.</P>
              <P>Meditation, like love and spirituality, is an option
that's
                   available to us all. Anyone can do it. It's essentially
a deeper state of
                   thought and relaxation than we normally achieve,
because simply we normally
                   don't bother. If you put your mind to it, literally,
you can do it and get
                   better at it, and maybe one day even try the cross-
legged thing too. And there
                   are plenty of other fragrances if patchouli doesn't do
it for you.</P>
              <P>Incidentally the reason why darkened rooms, fragranced
candles or
                   incense and soft music or other soothing sounds are
used in meditation, is
                   similar to why we bathe toddlers and read them a story
before bed - it all
                   helps condition and trigger the mental response towards
the intended feeling
                   and behavior. Logically if you want to relax, it helps
if the body is
                   encouraged to do so through as many senses and
sensations as possible - your
                   brain is part of your body remember - if your body is
being distracted and kept
                   ready for action because of lots of simulation, then
relaxation and meditation
                   is a bit trickier to achieve. Instead, do things to
relax your body, and your
                   brain will relax too. And don't get the children all
excited before bedtime or
                   they won't go to sleep..</P>
              <P>Meditation, aside from being good for health, healing,
de-stressing,
                   and general relaxation, is an extremely powerful way to
heighten your
                   connection to your intuition, and is also remarkably
good for bringing forth
                   your 'feminine' aspects (for men and women alike). </P>
              <P>When you meditate you help your mind and body to be
'centred' again
                   - to restore your natural balance. In this way helps
awaken and enhance
                   'feminine' strengths that we all possess to one degree
or another, that are
                   commonly suppressed by the pressures of work and
life.</P>
              <P>Meditating is bit like running a 'full system restore'
on a personal
                   computer - it's cleansing and helps get us back closer
to our 'factory
                   settings'.</P>
              <P>Start by meditating once a day for ten minutes. A quiet
darkened
                   room helps, but really you can do it anywhere - even in
the car, although best
                   not while driving. It's even possible after a little
practice to sneak a quick
                   two minutes of meditative re-charge or relaxation at
your desk in front of the
                   PC any time you feel the need. Obviously the
environment has an effect on the
                   ease and depth of experience you can achieve, hence why
a darkened room is a
                   good idea for beginners or serious sessions. </P>
              <P>If you fancy it, lighting a scented candle or playing
some soothing
                   sounds can help. The crackle of an open fire is good
for some people. The sound
                   of water and waves also help. Whatever, it's a matter
of what makes you feel
                   comfortable. </P>
              <P>Focus on your breathing and if thoughts come to mind,
don't fight
                   them, just accept them, and then let them go. </P>
              <P>View your mind as a chalkboard (or wipeboard if you
prefer a modern
                   slant) and mentally erase all thoughts from the space.
As a beginner, if you
                   are able to hold your mind clear of thoughts for one to
two minutes, you are
                   doing great. </P>
              <P>Our 'monkey minds' are constantly jumping around and it
takes a bit
                   of discipline and practice to slow or eliminate our
thoughts. With practice and
                   repeating the sensory ideas that work for you, you will
soon be meditating like
                   a Buddha.</P>
              <P>Build up to meditating twice a day for ten minutes, and
any other
                   time you feel the need to re-charge or relax. You'll
find yourself grounded and
                   attuned more closely to your feelings. And the incense
will make you smell
                   great.</P>
              <P><B>5. Build your confidence</B></P>
              <P>Appreciate what you have to offer and encourage open
dialogue with
                   those who may share different strengths. Professionals
who are truly
                   comfortable in their own skin are often the most
competent and humble. By
                   valuing your inner worth, it will be much easier to rid
yourself of jealousy
                   and competitive thoughts. </P>
              <P>Rise above petty conversations at work. Refrain from
initiating or
                   contributing to gossip. Judge no-one. If you need to
assess situations and
                   performance focus objectively on behavior and causes
rather than subjective
                   personal criticism.</P>
              <P>Feel comfortable wearing clothes that express your
personality. Go
                   ahead and don a soft blouse, flouncy skirt and sandals
that set off freshly
                   painted toenails. Women can do this too... </P>
              <P>It's a question of celebrating your personal style -
even if the
                   dress code for your situation is a bit restrictive -
find ways to be yourself.
                   </P>
              <P> Relaxing and lightening up is more helpful for
confidence than
                   taking yourself seriously. Remember the laid-back
teachers at school who were
                   always calm, and who never seemed to lose their temper
at anything? The ones
                   who always had that air of confidence? Being relaxed
and calm about things -
                   'counting to ten' instead of blowing up - is a way to
build confidence, as much
                   as it is a sign of confidence. You can be the same.</P>
              <P>In addition, a little self-deprecating fun can lighten
any
                   situation. Someone who can break the ice - or the
tension of a difficult moment
                   - is regarded as a mature and calming influence. People
who cannot take a joke
                   might be stern, but they are almost always regarded as
lacking in
                   self-assurance too. If you have the strength to enjoy a
laugh at your own
                   expense you automatically exude confidence. </P>
              <P><B>6. Put yourself out there</B></P>
              <P>Take a risk. When it comes to connecting with others,
challenge
                   yourself outside your comfort zone. Although this may
go against the grain in
                   traditional corporations, initiate emotional engagement
with other people, and
                   maybe even a bit of physical contact - within
acceptable boundaries of course.
                   It's safest with someone of the same gender, unless you
know the other person
                   well.</P>
              <P>Physical contact is an immensely powerful thing. Many
people really
                   enjoy a good hug - in fact sometimes it's the only cure
when people are upset
                   or angry. Physical contact does however carry certain
risks in the workplace
                   because of the risks misinterpreting signals, so if in
doubt don't use it.
                   Nevertheless there are times when you can trust your
instincts and reach out to
                   people in this way, even if it's a gentle touch on the
arm, or a pat on the
                   back.</P>
              <P>Being friendly though is perfectly safe. Go out of your
way to greet
                   a colleague you haven't seen in a while. Be the first
to say hello. Never
                   ignore someone because you think they ignored you first
- they probably never
                   even noticed you because they were still thinking about
the big game last
                   night, or whether they left the oven on.</P>
              <P>The world is full of people who wait for the other
person to
                   initiate contact. No wonder people don't generally
communicate well - they are
                   all too busy thinking they've been ignored, when in
fact nothing can be further
                   from the truth. Everyone longs for the other person to
initiate content and
                   give them a big friendly smile.</P>
              <P>And that's the way it starts - then you do begin to do
it more
                   often, and then other people try it too because they
see it's safe and nobody
                   dies, and before long everyone on the floor is happy to
make the first move,
                   then it spreads to the whole building. Because everyone
realises it's okay to
                   be open and friendly.</P>
              <P>Individuals at all levels of an organization welcome
being treated
                   as a full person, not just a workmate or a phone
extension, or an email
                   address. </P>
              <P>So put yourself out there: approach people as people -
in a
                   genuinely friendly way - be affectionate and caring -
through hugs and pats
                   when it's okay, or simply through a big warm smile.</P>
              <P><B>7. Do the right thing because it's the right thing to
do</B></P>
              <P>Demonstrate integrity and stand up to unethical comments
or
                   decisions. Move past your own discomfort when it comes
to doing the right
                   thing, even (and especially) when no one is watching.
</P>
              <P>Challenge that inappropriate joke or derogatory remark.
If it's
                   wrong don't laugh because everyone else does and it's
difficult not to. It's
                   not always necessary to challenge things vocally -
sometimes staying silent is
                   challenge enough.</P>
              <P>Stand up for people who are not represented in the
conversation.
                   You'll be recognised as a leader for enhancing the
conscience of the group or
                   organization.</P>
              <P>Sometimes it's very difficult indeed to do the right
thing,
                   especially if the whole organization and all the people
around you are
                   advocating and accepting something that's wrong. But
often all it takes is one
                   brave soul to ask a sensible question, "Do we all
really believe that this is
                   the right thing to do? - I mean is this really ethical
and good?" Or to say,
                   "I'm really sorry but actually I can't go along with
that because to me it's
                   not right." </P>
              <P>And then lots more people will feel strong enough to say
they don't
                   agree either, and then you have a real basis for
building something good and
                   ethical. Sometimes all it takes is one brave soul, and
that can be anyone. It
                   can be you.</P>
              <P>Use your deepest instincts to decide what is right, to
feeling
                   centred and confident, and to connect with and value
other people. These are
                   the behaviors which enable organizations to respond
successfully to the
                   challenges of the modern world. </P>
              <P>It's not about table-thumping or shouting, and it's not
about costs
                   and profit. It's about fundamental spiritual things
like love, caring for and
                   respecting people (including yourself); the quieter
gentler 'feminine'
                   strengths and skills that all of us possess - men and
women - and which we all
                   must now to be able to use. </P>
              <P>Organizational culture-shifts happen not because someone
at the top
                   makes a pronouncement - a culture-shift happens when
the attitudes and
                   behaviors of their people change. </P>
              <P>At the root of any successful change you will
increasingly find the
                   qualities of love and trust, which together create the
freedom for us to make
                  the right decisions, to connect with others, to
challenge and to innovate.</P>
             <P> A trusting organization that values and encourages the
softer
                  'feminine' traits among all of its people is one that
leverages diversity and
                  harmony. And that, in anyone's book, makes good
business sense.</P>
             <P>&copy; Barbara Heyn, August 2006.</P>
             <P>&nbsp;</P>
             <P>Barbara Heyn is founder of
                  <A HREF="http://www.atticusconsultingllc.com"
TARGET="_blank">Atticus
                  Consulting LLC</A>, a global-organisation development
consultancy, based in
                  Cincinnati, Ohio. </P>
             <P>She specialises in coaching executives and professionals
to develop
                  global teams, leadership and to leverage cultural
diversity. She has over 15
                  years of corporate experience in this field having
consulted with many
                  multi-national corporations in the US, Mexico, Europe,
and the Middle East.</P>

              <P> Barbara holds a BA in Psychology from the University of
Michigan, a
                   Masters in Labor and Industrial Relations from Michigan
State University and a
                   certificate in Organization Development from NTL,
Institute for Applied
                   Behavioral Sciences. She graduated from the leadership
programs of Future
                   Milwaukee and the Phillips Leadership Institute and has
served on the Boards of
                   Jewish Vocational Services and the Greater Cincinnati
Applied Psychological
                   Types chapter.</P>
             <P> Barbara's contribution of this article and cooperation
in the edit
                   are gratefully acknowledged.</P>
             <P>&nbsp;</P>
             <H2>sonia stojanovic</H2>
             <P>Here is a powerful article by Sonia Stojanovic which
echoes and
                   extends many of the ideas about love and spirituality
on this page. </P>
             <P>This article was first published on 26 April 2006 and
features in
                   Soleira Green's book 'The New Visionaries -
Evolutionary Leadership for an
                   Evolving World'. It is reproduced here with permission,
which is gratefully
                   acknowledged.</P>
             <P>Sonia Stojanovic (at time of writing this article) is a
consultant
                  with McKinsey, and was previously head of Breakout and
Cultural Transformation
                  with ANZ Bank in Australia. She specialises in
organisational
                  transformation.</P>
             <P>In this article Sonia explains her vision and views
about the
                  cultural shift facing business and the world at large.
The article also
                  describes the achievements of ANZ Bank in bringing
positive change to its
                  people, customers and banking.</P>
             <P>Soleira and Santari Green run '<A
                  HREF="http://www.newvisionaries.net/"
TARGET="_blank">New Visionaries</A>', a
                  focal point for visionary leadership, evolutionary
coaching and
                  self-fulfilment. Visit the website to obtain Soliera
Green's book 'The New
                  Visionaries - Evolutionary Leadership for an Evolving
World'.</P>
             <P>As with Barbara Heyn's article, Sonia Stojanovic's
experiences and
                  methodology illustrate that Love and spirituality have
a real and crucial place
                  in the modern corporate world. The concepts of love and
spirituality are if
                  anything more valid in today's challenging corporate
environment than the
                  traditional business leadership pursuit of economic
ruthlessness.</P>
             <P>&nbsp;</P>
             <H2>my vision: love, meaning and the whole person in
business - sonia
                  stojanovic</H2>
             <P>My vision is to bring love into business. To recognise
that
                  everything is love, that business doesn't need to be
the kind of 'dog eat dog',
                  hard-edged, market driven process, which we see
developed in its biggest
                  extremes today. That it can return to shareholders
while also contributing to
                  the community and giving meaning to people's lives.
</P>
             <P>My work is about getting people and organisations to
have the
                  courage and energy to look at and accept that the whole
person has a place in
                  the workplace, as opposed to the historical perspective
that subscribes to the
                   adage that the person who turns up for work is part of
a machine as a human
                   resource. It's about having the recognition that the
whole person has a whole
                   life and that we don't have to turn off parts of our
lives and ourselves as we
                   walk in the door. Once we can get people to get that,
then they're up for doing
                   the transformational work. This shift in root
perspective is key to the work
                   that I do. </P>
             <P>They can then support their teams and businesses to go
through
                   processes that assist people to make the necessary
choices that recognise that
                   firstly they are fractured, <B>and</B> that there is
choice to reintegrate the
                   mind, body and spirit - that all three do matter to all
of us. The key is to
                   have people get that while we are taking them on a
personal journey of
                   transformation, we are also able to measure and track
that it's good for
                   business. It does have to have a positive impact on
business performance and
                   not just be a touchy, feely, nice thing to do. We can
prove this impact now on
                   a wide range of measures. It makes intuitive sense that
if people are their
                   whole selves and are authentic with each other that the
positive relationships
                   that result will produce in an up lift in productivity.
We can offer that as
                   the strange attractor to others to follow suit. </P>
             <P><B>The strange attractor</B> </P>
             <P>You know that restaurant scene in 'When Harry Met
Sally', where the
                   woman says I want some of what she's having. When
someone sees that someone
                   else is having something good that they don't have,
it's becomes the strange
                   attractor. This is one of the ways to influence global
culture shifts. We
                   demonstrate that it can and does work and then others
begin to want some of
                   that. Once in the door, we work with people and
organisations in a
                   transformational way and the productivity, creativity
and engagement becomes a
                   fait accompli. </P>
             <P>In my travels round the world, working for
organisational
                   transformation, I'm now seeing a big shift towards more
<B>people-focused</B>
                   business. I believe this is due in great part to three
things: </P>
               <P><B>1. There's got to be a better way</B> </P>
               <P>The baby boom generation are the ones now leading these
big
                   companies and the baby boomers were either involved in,
or on the fringes of,
                   the 60's when the idea of love, peace and all that
stuff came in to the
                   vernacular. They've gone through their 'making hay
while the sun shines' days
                   and they're in their mid 50's and 60's now reflecting
back, as I do, on what
                   that was all about, thinking 'there's got to be a
better way.' Also as we begin
                   to see our own mortality with our parents passing, the
questions arise in our
                   minds - 'What is my legacy? What am I leaving for
future generations and how
                   will I be remembered?'</P>
              <P><B>2. Young people on the leading edge of change</B>
</P>
              <P>The younger generations are saying very clearly, "We
don't want to
                   be like you. In fact we resent the way you are, the 'me
only' generation and we
                   want something different. Yes we'll come and work for
you and of course your
                   money is important, but that just gets us in the door.
So unless there's the
                   challenge and the contribution that I want to work for,
then I'm not going to
                   stay." This is a generalisation, but it does seem that
young people are the
                   ones on the leading edge of change. They rattle
things<I> </I>from inside,
                   demanding that things be different. I feel this
agitation of the field of
                   business is a healthy one. </P>
              <P><B>3. Hundreds of thousands of us </B> </P>
              <P>There are hundreds of thousands of us out there, if not
millions,
                   working on these big visions. I run across them every
day in my travels around
                   the world. They may be people who are doing similar
work to my own, in
                   business, the community, schools, government, or
they're people<I> </I>who are
                   packing groceries in the supermarket that you strike up
a conversation with or
                   a taxi-driver who tells you his life story on the way
between home and work.
                   There's a lot of thinking and reflecting going on out
there. If you allow
                  yourself the time to check into it, you find it
everywhere! </P>
             <P>What I've been finding is that if I shift the way I
behave with
                  people - connect more openly and honestly - then people
are more likely to have
                  these far deeper more meaningful conversations that are
transforming the world.
                  It's those conversations that you can have at any
moment of the day that truly
                  are a blessing. What I find so interesting is that I'm
often more 'out there'
                  when I have those kinds of conversations one on one
with people than I am in a
                  corporate setting. I can try things out that I would be
more circumspect with
                  in a corporate setting. It's very fascinating to find
how people respond when
                  you talk heart to heart with them. And yet
organisations are made up of people
                  just like this - people with hearts. </P>
             <P><B>A global network</B> </P>
             <P>Being a visionary gives me the opportunity to really
play at the
                  edge and I love that. That's part of my contribution,
as is connecting people.
                  I'm always looking for opportunities to put people
together with each other. I
                  have this vision of having a neural network of people
covering the whole globe.
                  The reason that I'm happy and love going to different
parts of the world is
                  because it gives me the opportunity to taste that part
of the world and where
                  it's at, to see what's ready to be birthed and to meet
those who are on the
                  journey, to discover who's available for the work. At
the moment, I'm working
                  in Canada, the Middle East, Africa, Brazil and in the
US. I'm going with the
                  energy of working globally wherever there's an opening
to engage in this new
                  way and to co-create this neural network of like-minded
people who share the
                  vision. </P>
             <P>&nbsp;</P>
             <P><B>Organisational Transformation (the ANZ Bank
story)</B></P>
             <P>My time and experience at ANZ has led the way for me to
be a
                  spokesperson and catalyst for organisational
transformation. I was offered the
                  opportunity to operationalise the transformation of ANZ
as a business as the
                  Head of Transformation reporting directly to the CEO,
working very closely with
                  him around creating a breakout in the cultural
transformation of what was a
                  pretty broken culture. </P>
             <P>'Breakout' is action focused towards breaking away from
the past,
                  being a different organisation and bringing hearts AND
minds to work. What I
                  learned at ANZ, apart from the power of working with
energy, is that we can
                  create transformation as a way of being, a way of life,
a continual process
                  that is consciously chosen within an organisation to
become more of what it's
                  meant to be and for people to become more of their own
potential.<I> </I>That's
                  what happened and continues to happen under my
successor Siobhan McHale, at
                  ANZ. We were able to integrate it as a way of being
into the organisation. </P>

             <P>There were a number of contributing factors that helped
us to
                  achieve that, as opposed to one thing that created the
paradigm shift: </P>
             <UL>
                  <LI><B>We created a whole system buy in.</B> With
organisational
                       transformation, it's got to be more than the
traditional meaning of having the
                       CEO and the leadership team on side as platitudes.
It's absolutely critical
                       that the whole team is on board for this kind of
change. Consequences for
                       non-alignment are key as the role modelling is a
key aspect from the leadership
                       - formal and informal. Some of our competitors
tried to go down the same path
                       without this kind of commitment and alignment and
it didn't work for them.</LI>

                  <LI><B>We had to learn to let go of the past and live
in the
                       present.</B> We needed to put in place structures
and safe processes for people
                       to forgive and sometimes to confront, to let go of
their withholds and to move
                       on into the present. So many people in
organisations are actually living in the
                       past whilst trying to live in the present through
strategic intent, but they're
                       not really in the present, not in the now. </LI>
                  <LI><B>We used story telling with metaphors and real
life stories
                       about real people from all levels of the
organisation, </B>who they were, why
                       they believed they were making a difference and
why their contribution was
                       important. </LI>
                  <LI><B>We learned to break old rituals in order to
allow new ones to
                       be birthed.</B> So things like celebrations and
little things like thank yous,
                       things that normally weren't common within the
organisation became important.
                       We saw that it was important to 'take the time to
smell the roses' so to speak.
                       </LI>
                  <LI><B>We celebrated people who discovered that they
wanted to do
                       something else besides banking.</B> Instead of
chastising them, we made that
                       cause for celebration, a part of finding
themselves. We made that on a
                       spiritual level a part of the contribution, which
would then enable others to
                       be attracted to us as the next part of their
journey. In practical terms that
                       shifted us from being the least preferred employer
in financial services in
                       Australia to being the most preferred over a
period of about two and a half
                       years.</LI>
                  <LI><B>We began to attract people who were very much of
the heart
                       profile,</B> people who wanted to be involved in
something where they could
                       make a difference. Heartfulness and business
focused is a very powerful
                       combination that is inspiring to self and
others.</LI>
                  <LI><B>We introduced a compelling aspiration that gave
meaning and
                       purpose to the organisation.</B> The aspiration
was not something that was
                       dictated from above, but emerged from the energy
of the field of Banking in
                       Australia. We talked about the 'Bank with the
Human Face' and that worked very
                       well for our people given that in Australia bank
bashing is considered a
                       national sport and very deeply ingrained into the
psyche of the Australian
                       people. So moving our people from saying they were
ashamed of working for a
                         bank, which we discovered in our initial rounds of
diagnostics, to having
                       people say they were proud of what we were doing
was a big accomplishment.
                       </LI>
                  <LI><B>We created the employees as part of the
legacy,</B>
                       recognising that they were part of that journey,
being able to tell their kids
                       and grandkids one day, 'I was there when ANZ
decided to change the world of
                       business and banking for the better.' They
understood that the bank's vision
                       and their part in it could contribute to their
sense of having accomplished
                       something in their lives. Allowing people the
space to ask the question as to
                       why they came to work and what was meaningful for
them was a key consideration.
                       <B></B> </LI>
                  <LI><B>We worked on people's personal transformation
from the inside
                       out,</B> allowing them to transform their
relationship to who they were, which
                       meant business and the bank was transformed along
with them. We spoke of the
                       ripple effect and how it all starts with each of
us being accountable for
                       creating the future.</LI>
                  <LI><B>But we also worked from the outside in by
transforming the
                       organisational environment through policies,
systems and procedures.</B> That
                       was the non-sexy part I suppose. We changed the
performance management systems,
                       introduced a diversity agenda, a free internal job
market, a bureaucracy alert
                       to do away with bureaucracy and transparency
around remuneration. We launched
                       new recruitment processes, introduced a balanced
scorecard, strategic reviews
                       and all sorts of things that looked at creativity,
growth and how to create
                       innovation. Then of course there were things like
the community agenda with
                       Volunteering leave (one day's paid leave per year
to do community work that a
                       lot of people did in teams), the first ever
national literacy survey, financial
                       literacy training run for the community out of the
bank branches and match
                       saving schemes for underprivileged people to go
towards their children's
                       education.</LI>
               </UL>
               <P> It was amazing to be a part of all of this and I guess
being in the
                   middle of it all, it seemed there was always more to
do, more challenge to
                   continually raise the bar. But one morning in 2003 I
woke up and knew that I'd
                   done what I'd come to do. I knew that it was time for
me to move on. I didn't
                   actually leave until July 2004, but during that time I
worked with my team and
                   the CEO to put the transition in place for my
replacement, Siobhan, to take
                   over. As part of the transition, there was a strategic
review around 'Breakout'
                   to determine the future focus for the work. </P>
             <P>Prior to my leaving, we had started doing work on
establishing an
                   internal coaching programme for excellence with the
dream that everyone at ANZ
                   would be a coach for everyone else - 360 degree and in
the moment. This came to
                   me as a waking dream - one of the ANZ values was to
<B>'Lead and Inspire each
                   other'</B> and I had awoken that morning realising that
through becoming a
                   coaching organisation, this value would be realised.
Once that was started, I
                   knew I could leave and within a short period of time I
found myself invited to
                   New York to do the organisational consulting work that
I now do globally. </P>
             <P>&nbsp;</P>
             <P><B>Following the dream</B></P>
             <DIV CLASS="Content">
                   <P>For me, being a new visionary is about following the
dream and
                        following your heart, believing and knowing that
the universe supports you and
                        your visions. New visionaries are people who can
go into the void and access
                        what is waiting to be manifested into reality,
translating that so that people
                        can actually hear it and work with it. My sense of
the power of the new
                        visionaries that I'm seeing these days is that
they are not sitting on the top
                        of their hills with their mantras being righteous.
They're very practical and
                        out there getting their hands dirty. They're
actively doing the work. New
                        visionaries are up for it and as they say in
Australia 'they put their balls on
                       the line.' They're courageous and willing to go
where no man has gone before, a
                       la Captain Kirk, and then see how it grows.
They're not fearful about making it
                       up as they go along - to see what fits. I think
that's the most exciting thing
                       about the new visionaries that I'm seeing these
days. They're up for it and are
                       very substantive physical entities as well as
emotional, mental and spiritual
                       entities. It's about the integration of the whole.
They are standing in all of
                       those worlds powerfully and that's what the planet
needs. </P>
                  <P><B>This wonderful blue marvel</B></P>
                  <P>People with a spiritual calling often have a great
desire to
                       escape to the other dimensions, whereas I have a
very different attitude around
                       that. My sense is that when my time comes to leave
this dimensional wheel of
                       incarnation, it will happen at the right time as
everything does. But there's
                       much beauty in this world. This is an amazing
place where you can eat wonderful
                       food, drink great wine, laugh at jokes, cry at sad
movies, look at the
                       beautiful tree outside your window and even marvel
at all the very special
                       creatures on this planet. I believe this is a very
special time to be alive, to
                       be a loving and nurturing supporter of Mother
Earth in all of her glory and my
                       sense is that the new visionaries are in that
space. They're very much about
                       the practical... how can we ensure survival of
this wonderful blue marvel in
                       its earthly reality and its consciousness. </P>
                  <P>This is the most exciting time of my life. I've been
very blessed
                       and my life experience has given me an
understanding of the reason I'm here.
                       I'm a new visionary and I get to bring my visions
alive in the world at a very
                       special time. But I'm also really grateful for the
opportunity to link around
                       the world with others of like mind and vision, of
which there are many. People
                       today are willing to go more deeply and are up for
seeing the potentiality and
                       for working in consciousness. We are in a time of
exponential growth, a time
                       when more and more people are finding themselves
in transformational movement,
                        discovering new levels of themselves and their
potential to contribute to this
                        amazing world.</P>
                   <P>&copy; Sonia Stojanovic 2006, from the book 'The New
Visionaries -
                        Evolutionary Leadership for an Evolving World' by
Soliera Green.</P> </DIV>
              <P>&nbsp;</P>
              <P>Sonia Stojanovic is (at time of writing this article) a
consultant
                   with McKinsey and Company. She was previously head of
Breakout and Cultural
                   Transformation for Australia's ANZ Bank.</P>
              <P>This article was first published on 26 April 2006 and
features in
                   Soleira Green's book 'The New Visionaries -
Evolutionary Leadership for an
                   Evolving World'. It is reproduced here with permission,
which is gratefully
                   acknowledged.</P>
              <P>Soliera and Santari Green run '<A
                   HREF="http://www.newvisionaries.net/"
TARGET="_blank">New Visionaries</A>', a
                   focal point for visionary leadership, evolutionary
coaching and
                   self-fulfilment. Visit the website for Soliera Green's
book 'The New
                   Visionaries - Evolutionary Leadership for an Evolving
World'.</P>
              <P>&nbsp;</P>
              <P></P>
              <H2>love and spirituality - common themes, inputs vs
outputs</H2>
              <P>The articles here by Barbara Heyn and Sonia Stojanovic
demonstrate
                   and echo some important points about Love and
Spirituality in
                   organisations:</P>
              <UL>
                   <LI>Love and Spirituality are already relevant and
applicable
                        concepts in business and work. This is already
happening.</LI>
                   <LI>It is possible, quite easy, and actually very
natural to develop
                        and interpret some very specific principles and
actions for any organisation
                        based on loving and spiritualistic ideals. You can
create a very workable
                        practical methodology to bring Love and
Spirituality into your work, your team,
                        your department or a whole organisation, right now
if you want to.</LI>
                  <LI>There are good people out there to help you bring a
more loving
                        and spiritual ethos into your organisation if you
want some support to do it,
                        and the great thing is that these people are
loving and caring too - they
                        practise what they preach - and they might even
give you hug now and then when
                        you need one, as we all do from time to time.
</LI>
                   <LI>Love and Spirituality are very much connected with
motivation and
                        change. People in modern organisations sometimes
struggle to think how to
                        'motivate' their people - as if motivation is some
sort of force you apply to
                        somebody. In fact everything that truly motivates
people - whether to perform
                        better, to be more dependable and committed, to
take initiative, to be
                        courageous, to do the right thing, to adapt to
change, etc., (I could go on but
                        you get the point) - can be included within Love
and Spirituality. Love makes
                        people believe in themselves and feel valued, and
liberates them to have this
                        same effect on others. This builds confidence and
trust. Spirituality enables
                        people to connect with each other and with the
things that truly matter in the
                        world and their lives. This gives people meaning
and purpose and relevance,
                        which is at the heart of true motivation. </LI>
                   <LI>In terms of corporate initiatives, Love and
Spirituality are
                        about as natural as you can get. These needs and
tendencies are basic human
                        nature, and they are in all of us. So when you
decide to bring a bit more Love
                        and Spirituality into your work, you will be
pushing on an open door.</LI>
              </UL>
              <P>&nbsp;</P>
              <H2><A NAME="leo_buscaglia_love">leo buscaglia and
love</A></H2>
              <P>Any page about love and spirituality warrants a
reference to the
                   work of Professor Leo Buscaglia (1924-98).</P>
              <P>Leo Felice Buscaglia began his ground-breaking 'Love
Class' at the
                   University of Southern California in 1969, on which he
later based his
                   remarkable and best selling book, 'Love', published in
1972. </P>
             <P>The Love Class was free, extra-curricular and no grades
were
                   awarded. Buscaglia was prompted to offer this very
unusual class after the
                   suicide of a young female student, which sparked the
realisation in Buscaglia
                   that life and work and learning were meaningless
without love and
                   relationships. The Love course became extremely
popular, spawning the book and
                   also many television appearances, which led to
Buscaglia earning the reputation
                   'the granddaddy of motivational speakers'.</P>
              <P>Not surprisingly, Leo Buscaglia has since been closely
associated
                   with the topic of love and human relationships, in
which he emphasised the
                   value of positive human touch, and especially
hugging.</P>
              <P>Buscaglia wrote several other best-selling books related
to love,
                   relationships, fulfilment, and became a hugely popular
speaker, at which he was
                   famous for his practice of hugging audience members who
would stand in line,
                   sometimes thousands of people, waiting for their
special moment with the great
                   man.</P>
              <P>For more information about Leo Buscaglia, his work and
writings, and
                   particularly the Felice Foundation which he founded in
1984 to promote and
                   enhance the spirit of giving, see the
                   <A HREF="http://www.buscaglia.com/"
TARGET="_blank">Buscaglia website</A>.</P>
              <P>When someone next asks you what you want for your
birthday, say Leo
                   Buscaglia's 'Love'. It's a remarkable and wonderful
book.</P>
              <P>&nbsp;</P>
              <H2>sharon drew morgen</H2>
              <P>Sharon Drew Morgen has been talking about love and
spirituality in
                   business for many years.</P>
              <P>Her remarkable methodology enables extremely positive
and helpful
                   communications and relationships, and is summarised on
this website in the
                   context of <A
HREF="sharondrewmorgenbuyingfacilitation.htm">Buying
                   Facilitation</A> - Yes, selling really can (and should)
be a caring and loving
                   process, where the aim is to help the other person, and
not to manipulate or
                     influence for greed or profit.</P>
                <P>Sharon Drew's methodology is most popularly applied in
the sales and
                  selling field, but the principles are just as
applicable and effective in all
                  areas of human relationships, including teaching,
coaching, managing,
                  counselling, social work, mediation, conflict-
resolution, parenting, and even
                  marital relations.</P>
             <P> Sharon Drew Morgen's facilitative model can also be
applied very
                  effectively to <A

HREF="innovationdecisionmakingfacilitation.htm">decision-making,
innovation and
                  change</A>.</P>
             <P>For organisations particularly seeking to bring true
social
                  responsibility and compassion into their culture,
management, and relations
                  with customers and suppliers, Sharon Drew Morgen's
philosophy and methods are
                  at the leading edge.</P>
             <P>&nbsp;</P>
             <H2> <FONT COLOR="#FF0000"><A
                  NAME="positive_psychology_detachment">positive
psychology</A> and detachment
                  (anasakti or non-attachment)</FONT></H2>
             <P> Here is an interesting and very relevant article kindly
provided
                  (November 2006) by Charu Talwar who was at that time
researching positive
                  psychology at Panjab University, Chandigarh, India.
</P>
             <P>I (AC) have lightly edited the article to clarify
certain points,
                  and to highlight relevance to love and spirituality at
work where appropriate.
                  </P>
             <P>Charu Talwar was seeking to correlate scientifically the
qualities
                  of spirituality, love, compassion, optimism, tolerance,
etc., (representing
                  positive psychology), with the Eastern concept of
Anasakti (non-attachment or
                  detachment). </P>
             <P>This is an intensely interesting area of thinking.
Particularly if
                  it leads to practical methods for awakening and/or
developing these qualities
                  in people.</P>
             <P>Charu Talwar defines positive psychology thus: </P>
                <P>Positive psychology is the scientific study of the
strengths and
                   virtues that enable individuals and communities to
thrive. According to
                   Seligman (2002), positive psychology has three central
concerns: positive
                   emotions, positive individual traits, and positive
institutions. </P>
             <UL>
                   <LI> positive emotion entails the contentment with the
past,
                        happiness in the present, and hope for the future.
</LI>
                   <LI> positive individual traits consists of strengths
and virtues,
                        such as the capacity for love and work, courage,
compassion, resilience,
                        creativity, curiosity, integrity, self-knowledge,
moderation, self-control, and
                        wisdom. </LI>
                   <LI> positive institutions are those which through
purpose and
                        meaning and values foster better communities,
enabling and represented by
                        justice, responsibility, civility, parenting,
nurturance, work ethic,
                        leadership, teamwork, purpose, and tolerance.</LI>
             </UL>
             <P> Each of these three domains is related to a different
meaning of
                   the scientifically unwieldy term 'happiness', and each
has its own road to
                   happiness (Seligman, 2002). </P>
             <P>Positive emotions lead to a pleasant life, which is
similar to the
                   hedonic theories of happiness. Using one's strengths in
a challenging task
                   leads to the experience of flow (Csikszentmihalyi,
1990) and the engaged life.
                   </P>
             <P>Deploying one's strengths in the service of something
larger than
                   oneself can lead to the meaningful life (e.g.,
belonging to and serving
                   institutions such as education, free press, religion,
democracy, and family, to
                   name a few). </P>
             <P>Arguably the values and character strengths represented
by positive
                   psychology (courage, integrity, love, compassion,
forgiveness, gratitude,
                   optimism, etc), and also the indicators of positive
psychology (happiness, life
                  satisfaction, subjective well-being etc), originate
from or relate strongly to
                  the Eastern concept of 'Anasakti' or non-
attachment.</P>
             <H3>anasakti (non-attachment) </H3>
             <P> Topics like the art of living, happiness and well-being
have been
                  discussed elaborately in Ancient Indian Literature
(notably Bhagavad Gita).</P>

              <P> Asakti (attachment) and Anasakti (non-attachment) are
significant
                   concepts related to well-being and happiness. </P>
              <P>Here I elaborate these concepts. </P>
              <P> Asakti and Anasakti are indigenous psychological
constructs of the
                   East. </P>
              <P>The English equivalents of Asakti and Anasakti are
attachment and
                   non-attachment/detachment, although the Eastern meaning
of attachment and
                   non-attachment is far deeper than the conventional
English literal
                   interpretation of these words. </P>
              <P>Bushan (2005) defines Asakti as attraction towards
individual or
                   object with expectation. This often results in
frustration and mental problems.
                   </P>
              <P>Anasakti is simply negation of attachment. </P>
              <P>Charles T Tart (1997) holds that attachment is about
various
                   processes that give more value, attention and
psychological energy to feelings
                   or concepts than to this perception of the actual
reality of situation. </P>
              <P> In terms of personal consequences, Buddhism sees
attachment as the
                   principle cause of suffering in life. When one is
attached, one becomes slave
                   to rewards in much the same way as the rat in the
(Skinner's) experiment
                   becomes a slave to the pellet box, performing only
those actions that bring him
                   token reinforcement. </P>
              <P>Non-attachment or Anasakti, on the other hand, is the
systematic
                   practice of not automatically giving psychological
energy to thoughts,
                   feelings, perceptions and desires that come along. When
an individual is
                   unattached to external contacts, he/she finds happiness
within his/herself
                   (Bhagavad Gita, 5.21). </P>
              <P>In other words non-attachment is the key to 'authentic
happiness'.
                   </P>
              <P>Non-attachment involves always being able to keep our
minds above
                   any turmoil and trials of the environment. Non-
attachment produces equanimity.
                   It has long been referred to by the Vedentists as the
attitude of 'being in the
                   world but not being of it'. </P>
             <P>Non-attachment is acceptance of situations without
reacting
                   negatively to them. It is a state of mind that is
continuously observing the
                   nature of events and remains unaffected. </P>
             <P>The Bhagavad Gita teaches that the one who abandons all
attachment
                   to the results of his/her activities, satisfied and
independent, engaged in all
                   kinds of undertakings, yet not concerned with rewards
involved, is truly
                   happy.</P>
             <P>Those of us who are accustomed to traditional Western
management and
                   organisational thinking might initially reject this
idea, because it appears to
                   suggest that outcomes are not important. However the
true meaning is actually
                   very close to modern Western ethical and humanitarian
ideals, i.e., being good
                   and happy results from doing good things, not from
achieving rewards,
                   personally nor for the corporation. When we focus on
reward we are 'attached'
                   and are inherently wrong-minded. When we focus on
simply doing good we are
                   right-minded, unattached and thus are fulfilled. </P>
             <P>The term detachment or non-attachment has always been
seen in a
                   negative light in the West. </P>
             <P>Unlike the common Western notion however, detachment is
not about
                   surrender of objects of the world but about the
surrender of desires that
                   create limitations and conditioning of mind. </P>
             <P>Nor is detachment a zombie-like state where an
individual has no
                   passions, no desires or where he/she is cold and
indifferent. Instead
                   detachment is a state where egocentric desires and
fascination for animate and
                   inanimate objects of the world ends and the person
understands the meaning of
                  true love (or expressed more conventionally, the
meaning of purpose,
                  compassion, humanity, etc). </P>
             <P>Swami Rama (1965) asserts that love and non-attachment
are
                  synonymous. </P>
             <P>Resting on the rich eastern literature, and more
specifically Indian
                  Yogic Literature which indicates an obvious link
between non-attachment and all
                  positive traits like courage, forgiveness, compassion,
tolerance, gratitude and
                  even happiness, I (CT) am keenly interested in
exploring the correlations
                  between these qualities and Anasakti or non-attachment.
</P>
             <P>My research work therefore focuses on whether traits
like
                  forgiveness, optimism, courage, trust, hope and other
character strengths
                  correlate with Anasakti and to what extent. </P>
             <P>The basic aim is to scientifically validate our Eastern
Yogic
                  literature, which will at the same time strengthen
general understanding of
                  'loving' and spiritual qualities as viewed from the
Western perspective. </P>
             <P>This research may get us a step closer in attaining what
has been
                  very appropriately termed as 'authentic happiness'.
</P>
             <P>Besides, it will help us in integrating Eastern
psychology, which is
                  inherently humanistic and positive, with the current
'positive psychology'
                  movement (love and spirituality at work in other
words). </P>
             <P> If the correlation between Anasakti or non-attachment
and traits
                  like forgiveness, optimism, etc., can be scientifically
established, the next
                  step would be to design interventions aimed at training
people in practising
                  non-attachment. </P>
             <P> Charu Talwar (November 2006)</P>
             <P>Supervised by Dr Sudha Banth Panjab University,
Chandigarh,
                  India.</P> <BR> <HR>
             <H3>see also</H3>
             <UL>
                  <LI><A HREF="dating_matchmaking.htm#five-languages-of-
love">Gary
                       Chapman's Five Languages of Love</A> - romantic
relationships model</LI>
                   <LI><A HREF="cosmology.htm">Cosmology and the
Universe</A> - helpful
                        perspective - for purpose, meaning, life,
priorities, etc</LI>
                   <LI><A HREF="selfbelief.htm">'I am'</A> - some words
and a simple
                        meditation method for developing self-belief</LI>
                   <LI><A HREF="self-confidence-
assertiveness.htm">Confidence and
                        assertiveness</A></LI>
                   <LI><A HREF="maslow.htm">Maslow's Hierarchy of
Needs</A></LI>
                   <LI><A HREF="ethical_management_leadership.htm">Ethical
leadership
                        and corporate responsibility</A></LI>
                   <LI><A HREF="quotes.htm">Inspiring and Amusing
Quotes</A> - including
                        lots for love and relationships, humour, etc</LI>
             </UL> <BR>
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