Wednesday, September 27, 2017

Vipassana in 10 minutes

In the era of e-learning, hand held gadgets were still gaining their edge in display and memory. The Blackberry was the equivalent of the underground bestseller then. Ranjan Acharya, my boss was aghast when vendors were pushing for content on platforms such as the handheld to address Leadership Development. For him, the blur between convenience and essential learning was a corruptible blind spot for the learning function. In characteristic wit, he asked us “So, would you get Transformational Leadership in 5 minutes, just because you have a Blackberry?”

In 2017, the visual design experience has reduced substance to mere labels on handheld devices. So, even if you are the cover of the book, the market models for data on handhelds has conditioned you to short attention spans. You can afford longer attentiveness however. E.g. Someone like the Chief Minister of an Indian State can still opt for and will attend a 10 days Vipassana Retreat.

The corresponding map on social media now features caricatures, apparently trying to explain away laborious text in visual graphics. So, the trumped-up logic is the power of the visual. Sure; but is there one living example of Transformational Leadership from the latest Daniel Pink like animation?
So today, we have lampoon like artists among L&D professionals who provide stylized caricatures and flow diagram connectors to provide alibis for requisite depth in learning and development constructs. They are enthused by Television Rating Points (TRPS) forms of adulation, or at the very least by frequent boosts to their hedonistic intents. Their patience to watch, observe or commit to see a learner transform, would be as thin or meagre as the intervals between their deprived pleasures of virtual media posts.

The mirage of outcomes is then obfuscated by the next variant stimulus online, depriving the learner of essential transformations. Then like the proverbial opiate, the senses are invited to bursts of non-sustainable energies. Sensibility itself becomes the casualty. Reductionist symbolism, has its value nonetheless. It provides means of quick attention, requiring minimal effort. The shadow of such labourless pursuit of human development then raises its ugly head. The toxic manager, the petulant new employee and the dysfunctional team are ubiquitous. They are less featured on new media though. I am pretty sure you know what light to expect on contemporary media, instead.

The individual, team and organization has thus new manifestations of systems that maintain their behaviours. Their thresholds of perception are provoked by instant stimuli, although what they need are wholesome transformations. The medium and the message are awfully at odds. The penury of clarity in calling this out is stark among L&D professionals. So employees suffer ennui, and organizations shy from real and yet non-discussable truths.

In their anxiety to seem arrived on new platforms, L&D professionals have frittered away their raison d’etre in organizations to technology aided platforms. Disembodied from critical phenomena, they’re unable to influence their host paradigms, or to specify relevant outcomes in the new interactions between the numbed corporate citizen and the commerce of learning content.
Like the economy of nations, led by social media hungry leaders, the exasperation in seeing disappearing effect burgeons in organizational decline. That’s not the picture that you were presented with on the pushed content of the animation, was it? So, what would you look for and how would you go about it, if you’ve realized it is time to get out of your mind and come to your senses? May sensibility prevail!

Sunday, May 14, 2017

Health is a wonderful feeling - NLP affirmations

Masterful NLP is not hypnosis per se. Yet, the oceanic feeling could engulf one in the kinaesthetic state. My observer said I was in a trance like state, needing effort to get out of it.

We were at our scheduled practice session between master practitioners today. To expect such from a verbal, vocal exercise was not imagined. After all, it was affirmations. That it was to be about affirmations for Health did mean much to those seasoned in years amongst us.

One among us is a masterful Yoga teacher. He came to Yoga after learning NLP. 3 of us were mindful Vipasana practitioners. So, the observations were sharp, subtle and tuned in.

From a Yogic understanding, the affirmative sequence got us through the anamaya into the pranayama in the first phase. Then the manomaya in the mid-phase. We seemed to have grazed through the vigyanamaya layer just enough to get a glimpse of the blissful outer sheath of anandamaya. These sheaths are referred to as koshas.

It is nearly facile to slip into unexamined inference of this yoga school of thought. It is also a done thing to attribute the success of people like Carl Jung, and Integral School proponents, to the heritage India has in this respect. And yet, since language can distance us just as geography does, shamanic traditions of Latin America or that of Siberian archetypes like Dersu-Uzala, are seldom on our minds in Anglican or Sanskrit lands.

This is where the methods that integrate mind, body and emotions that NLP has is potent. Masterful practitioners like Dick McHugh also learnt from epitomes of human mastery such as Virginia Satir., Milton Erickson, and others like them. It is one thing to listen to audio-tracks of people like Louise Hay, and quite the trance to be guided by real fellow practitioners. While my observer described that part of me which was on his eyes, what was in me was energy rekindling parts o my unattended body, that left me floating in weightless state free from afflictions.

Getting into that core state through affirmations then is a wonderful gift to have. 

Sunday, February 19, 2017

Some Paradoxes within interpersonal Dimensions

Polarities or paradoxes require us to manage both sides of the opposing pole in a phenomenon, but not as compromise, nor as compensation for the non-preferred pole. Like between managing rewards of individuals and the team as a whole in organizations; or between routine and change. The term balance in such cases, can lead to a conception of an ideal, that in essence may not be ideal. That is to say, that what is in concept need not be the content of the phenomenon of balance. While some people are naturally learning, and evolving across both poles in a paradox, others resist tendencies to accept their opposing poles. Such resistance varies by degree and extent across people, and across situations. Mastery over both poles neutralises the role of situations to some extent. Mastery is assumed as balancing by those who perceive it only intellectually. Once one achieves mastery over both poles, balance follows as a natural poise, than an effort to be pursued or a trick waiting as charismatic magic beneath the treachery of flipper tendencies. It is mastery that requires effort, on either pole.
The more you resist, the more it persists. The more you accept, the more you transform.
– Fritz Perls
Notes on the Interpersonal Self
The initiation of the interpersonal self can be said to be culminated in the realm of opinions. The interpersonal self contains impressions and expressions both, and as such traverses the scope of one’s personal identity; as also the maintenance of the self in highly subjective worlds. The more you seek others’ views, the more you are obliged to opine. Similarly, the more you are asked for your views, the more the other person is obliged to be open to your expression. This is a reciprocity that is at the heart of influence in human interactions.
The more you opine with certainty, the more you have embodied your truth from the impressions you have of your world. The more you open yourself to others’ views, the more you are willing to be influenced to the truths they express from their worlds. Frankness need not be certainty either. It’s about  getting matters off one’s chest without reserving interpersonal distance from the other being communicated to. Diplomacy arises from your acknowledgement of space the other person has in his/her relationship with you. Stepping in (frankness) and stepping out (tact/diplomacy) of interaction presence are marks of versatility in mutual interpersonal spaces.
Confidence in having your needs and wants met without aggressive demand mark expressions of assertiveness. Its converse is that submissive undertones mark pessimistic demeanour or lack of confidence in asking for what one wants.  At times, lurking beneath one’s improvement tendencies, is an unspoken belief of not being enough, as in an unhealthy self-esteem. At other times, the signals one leaks in disproportionate space given to others, also encourages others to take one for granted, and enjoy freedoms in excess of it’s usefulness in situations. That’s when one’s influence slacks, and respect for one’s vision weakens in interpersonal realms.
Inner poise notwithstanding, assertiveness is void without an expression that others can witness in their experience. Assertiveness itself is anchored in subjective truths. It’s premised in the belief that one has about the social world being capable of serving one’s inner needs.
A common understanding to authenticity is about truth being evident through a living expressing entity. There are some very related attributes that may clarify adjacencies and essentials of the term. There are at least two polar opposites that when seen in combination, gives us different conceptions of the authenticity experience. The spread below would finely texture the authenticity experience at the very least.
1.      Intensity – Intensity is the discharge of passion, that gets conveyed, as if one’s life depended on the force of communication. If not laced with light-hearted freedom from the passion, one runs the risk of being viewed as a deadpan inflexible person, like a bull on charge with it’s horn.
2.      Levity – Levity is the surrender of the self in humour, sometimes even at one’s own expense, in order to perk up the mood in a situation. While levity marks an ease with one’s own self, one runs the risk of being considered trivial, if humour and cheer is unconscionable in particular contexts; where solemnity may be the expected norm.  That’s when one can feel like a flower budding still-born.
Dignity lies at the intersection between intensity and levity. It is a reputational lever of an engaged leader.
3.      Positivity – The attitude of being positive about the future, regardless of situations, can end up in unbridled passion for one’s cause. While this may bear similarity with optimism, positivity is also about encouraging healthy emotionality in the other. It is more a citizen of the interpersonal space, than optimism is.  Unbridled passion meets its limitations due to poor sense of reality.
4.      Curiosity – Curiosity too is an attitude, that is made manifest in enquiring behaviours. This attitude signals a desire to learn and be apprised in the moment, regardless of past learning. While an enquirer’s naivete can be the cost of one’s reputation in a learned group, being curious for curiosity sake is an anxious paranoia.
Authenticity is the phenomenon of persisting with curiosity with a positive outlook, yet; being flexible enough to be light-hearted in mistakes, and solemn enough when bearing upon tragedy in human situations.
5.      Vulnerability – The advent of vulnerability is a reckoning with one’s irrational fears. In interpersonal space, fears of upsetting others or being upset oneself; fears of engendering necessary conflict or being involved in a conflict oneself; are central to one’s vulnerability. In some cultures it is about dealing with the aspect of shame; whereas in others it is about dealing with guilt.
6.      Courage As is now the more popular notion, the root word ‘coeur’ in French is the basis of courage. The heart is the seat of embrace with the unknown. Courage flowing from the human heart may at times appear like a leap of faith from known constraints. Personal transformation rarely occurs without such courage. It is after all the willingness to let oneself go of the past in a zone of unknown.
Fidelity to Emotions
As above, the doorway to leadership presence is through emotional breakthroughs. One may very well ask, is not authenticity a mark of leadership? Like when a leader is vulnerable enough to cry in public? It may however be argued that, leaders are more valued for their emotional connect with their people, than with the rolling of tears in public view per se. In some cultural contexts, gender based expectations of sadness are very sharply categorized. Consider however, that a leader’s anchorage is in consistency as in one’s stated constancy of purpose - than with overt emotional extremism.  Respect for the leader goes up, when measured and calibrated response from the leader engages follower’s hearts, without habitually having to choke on a handkerchief or a paper-tissue. The lack of suffering with one’s followers is also easily discerned by others, and therefore to nullify emotional expression would be a blindness of the mind. In a manner of speaking emotions that do not hurt you should at the very least guide your intelligence in interactions. Emotions that hurt in the moment, take a while to accept, understand and appreciate, before one attempts one’s related transformations. These include overtly positive self-appraisals, that are later discovered as painfully owned delusions of one’s self-image.
Emotionality of leaders is a privileged conversation, in that one does not expect the office boy, the janitor or a helpdesk supervisor to be derailed on the job for being emotionally incongruent. They are not as often assessed for their emotional fluency as leaders are. The privilege is mocked on by those whose thresholds for transformation are not aroused in the interpersonal realm. For those initiated in this emotionally intelligent space, the privilege has almost acquired the status of reciprocal responsibility. The leadership process is neither for the faint-hearted; nor for the emotionally blind. It is a decision in giving of the self to a Purpose larger than oneself.

Tuesday, November 1, 2016

Media's Era and a few challenges

Noam Chomsky’s most choice critique of the US presidential process in 2016 is the lack of effective priorities. Two stand out for him – global warming and nuclear arms. What is it about us as a species that eclipses what is important from what titillates or provides false cover for our realities? Perhaps it is the way content is pushed over electronic media.

Ashis Nandy may be considered as a well referred curator of India’s social dynamics. He responds to a question in a recent interview thus : “All developing societies, including China, have now acc­epted that they are backward. Our future is exactly the same as the future of all standardised nation-states. It is a new vision for them as well, except that their vision is 300 years old. We have now joined the bandwagon. India, therefore, doesn’t have a distinctive future.”

Such is the conditioning that can occur over decades of patterned information processing. However, evenso, cracks in patterns provide us clues to what we may have been or might choose to become. I spotted at least two recently.
The Ratnagiri Abode of King Thibaw

One was from Singapore’s ChannelNews Asia, that featured King Thibaw’s exile in 1885. Few would even link the histories between India and Myanmar in this manner, leave alone that between Buddhism and it’s spread from India. That the documentary could access through dogged enquiry living progeny of the characters from history is testimony to human investment in curiosity. As someone living in India, it astonished me to know that such a forlorn promontory lay unsung and neglected atop a Ratnagiri mound, as if the occurrence were unremarkable. British manipulation during their colonial period may perhaps have even more evidence than this documentary contained.

Myanmar's last Royal Family that was exiled to India

It is the contemporary somnambulance of 'free' India, that strikes me even more. Free from the British, but enslaved to economic paradigms indeed. To be sure, I revisited the Singapore based Channel to check if that quality and character for codification of cultural heritage were mere happenstance. Lo and behold, I find a spirited journalist exploring Sikhism’s influence through Amritsar’s history, in a variation of documentary style. Such consistency in curation on a news channel is surely a credit worthy feature. I have yet to see contemporary depictions of India made in India. So perhaps, my eyes and senses mediated through them are prejudiced through Singaporean newsbytes. After all, the template of governance in Singapore is exactly the substance and forerunner of Ashis Nandy’s ‘standardized nation-state’.

The Tasmanian Tiger with Canine like head

TV5 Monde is a French channel I peruse to ensure my knowledge of the French language does not rust. From its culinary shows, quiz formats, brilliant movies to its quaintly depictions of French territories like Guadeloupe, it represents a cultivated aesthetic, specific to its culture. However, it’s contemporariness was what caught me in it’s embrace of the global warming theme. What would a Frenchman do in the land of erstwhile British prisoners? That’s right, French investigators setting up equipment to scale the height of the slow growing high quality logwoods have a lot to do with the clash between climate, ecology and human economic activity. French polyvalence and multi-dimensionality comes through in this feature. It depicts generations of Tasmanian inhabitants, as well as lumberjack technology evolution
The endangered Tasmanian Swift Parrot

While on the one hand, the camera accompanies scientists from Hobart's university studying surviving birds species like the swift parrot, it reminds us that the Tasmanian devil lost its place in mainland Australia. Similarly, it reminds us of the extinction of marsupials like the Thylacine. It’s realistic depiction of ‘corporatization’ of forest wealth shines through, in the otherwise templated beauty of Australia’s untamed nature. 

While the documentary accommodates space for the social evil of lobbying in parliamentary systems, (with no less than the Australian Prime Minister saying that conservation had gone too far) it amplifies the maxim, that the map is not the territory. It’s sober reminder comes from depicting art in a fitting tribute on sculptor Greg Duncan’s 100 meter wall. UNESCO got into the picture lately, and declared acres under a sanctuary, where no human should enter. Through lives of lumbermen, the documentary however, makes it clear that even well intended global compacts like the UNESCO may get the picture wrong, and that it is the intersection between humans and forest systems that needs intervention.

Saturday, September 10, 2016

Benefits of Leadership in Stewardship Mould

There’s a slow acknowledgment of confusion in long tenured employees, due to intermittent denials of change and a poverty of clarity regarding the content of ongoing change.  So, the significance of self-awareness becomes paramount again.  Moving from mind blindness to mindsight is crucial content of transitions in leadership. 
Strategic Leadership Talent is the pool from which future stewards of organization are nested in proximate, preparatory access for the top management to draw from. Let us assume that the top management cadres are the current stewards of resilient organizations. 

Stewardship is the willingness to be accountable for the well-being of the larger organization by operating in service, rather than in control of, or dysfunctional dependence on, those around us.  Stated differently, stewardship is accountability without control or compliance pressures from external sources. It is an inside-out state of being, and not an outside-in dynamic. This is not an overnight transformation or a month or year of mindful sabbatical.

Organizations require leaders to be both awesome at their work, and likeable too to acquire credible mindshare, regardless of whether leaders assume stewardship accountability or not. In order that the growth towards corporate stewardship is seen worthy of attention in leadership transitions, it is useful to see the significance of stewardship markers too, as tabled below.

Stewardship Marker
Leadership Significance
Ø  Choosing partnership over parenting –
Information is increasingly accessible in an internet world, and the youngest are at greatest advantage and naturally poised in entitlement to its benefits. It is a reputational differentiator for leaders to partner with those with complementary knowledge, irrespective of age or experience.
Ø  People at the margin acting as owners –
This is the contemporary avatar of initiative and drive. It makes leaders more employable than also rans. Announcing one’s conception of problems to be picked in strategic mould from near boundary positions is the first gulp of stewardship challenges.
Ø  Minimum social distance between levels –
New generations of employees do not like to suffer for their growth. They flock toward the more inclusive leaders, or the young at heart at work.
Ø  Pay systems based on equity, transparency and common good –
With big-data analytics and corporate disclosures, leaders who cannot establish pay equity, will lose talent to competition faster. This dimension is a collective accountability of multiple stewards.
Ø  A purpose larger than the bottom line –
Increasing awareness of ecological impact and social compact makes socially responsible leadership an obligation, not a choice. It is however individual choice that aligns with one’s beliefs, values and capabilities that one’s own Purpose fuels.
Ø  Support groups that educate rather than control –
The tipping point of leadership is differentiating influence. Teaching or facilitating learning is a huge inimitable win that stewards master over time.
Ø  Learning chosen rather than cascaded –
Legacies leaders leave behind are a consequence of leadership focus. Among structures business leaders create is the content of learning and its levels of application, despite standing on the shoulders of other giant leaders.
Ø  Care for community over individualism –
This is the emerging circle of concern that influence seeks to map. The more it coincides, the more the community benefits from stewardship.
Ø  Investing in relationships –
Investing oneself in others is remarkably more about impactful influence. It is in less judgmental connect with others, that inspiring higher-self outcomes from others are born.
Ø  Every gathering an example of the above –
A self-aware steward knows how compassion empathy in care for community differs from relational empathy in invested relationships. Cognitive empathy or mere understanding of a current topic barely shifts the influence needle.

So, what do you think?

Monday, April 11, 2016

Not just your vowels, take your syntax along

The social sciences from which human resources development, social work and organization development draw a lot, relies on inter-linkages between the emotional, social self and the abstract conceptualizing, reasoning self in human beings, Language aids the construction, communication and comprehension of themes in such work. It is one thing to communicate for social transactions to influence actions in others. Quite another indeed to influence performative actions in colleagues. And indeed even more distinct to uncover such tendencies in light of their precedents and contexts for action.

With the denouement of reading, writing and communication of even perfunctory text in operational and procedural realms, crises in meaning and understanding are a corollary. Influence itself may not be conveyed by virtue of linguistic ability alone, but by the small cognizable chunks of immediate attentional value.

E.g. A data collection activity is a slice of evidence in this respect. If a big data platform provides with transaction details in one data stream, another may have biographic details of those who transact; while yet another may have contextual detail like place, time and date of transaction. If one does not have analytic prowess to crunch such data, computers and their software utilities may assist. However, to specify classes in demographics, and to derive relational patterns between specific demographic variables like income class and size of spends, embodied reflection of complex order is called for. The language to represent such an ask of the algorithm writer, is distinct from the language that persuades a buyer to choose suggested categories on a recommendation engine.

One reason why India will find it difficult to scale on design principles, will be because, in trying to leapfrog economic walls, we bypassed the rigor of language. Even among so called English medium educated engineers and scientists, the compromises made on language are not a laughing matter.
When I recommended an inexpensive route to auditory exposure to complement reading skills, the portal came handy. In acknowledgement, the ever compliant student wrote back that she would participate in TED conferences.Now, even I could not dream of that!

Sunday, March 20, 2016

Biases in going along to get along

Of late, I have been reflecting on work issues that have to do with people from different parts of the world in their acts of relating to each other. As is to be expected in human affairs, some of these relations work better than others. But as is experienced of such trans-national, trans-cultural affairs, humans struggle to make connect of amiable kind without developing commonality of interests.
I turned to some base fundamental research on perception to understand the issue. Specifically, I was drawn to a research titled The Neural Substrates of In-Group Bias : A Functional Magnetic Resonance Imaging Investigation, (2008) Jay J. Van Bavel, Dominic J. Packer, and William A. Cunningham, The Ohio State University.  

Let me quote their abstract before presenting my propositions, thereof. “Classic minimal-group studies found that people arbitrarily assigned to a novel group quickly display a range of perceptual, affective, and behavioral in-group biases. We randomly assigned participants to a mixed-race team and used functional magnetic resonance imaging to identify brain regions involved in processing novel in-group and out-group members independently of pre-existing attitudes, stereotypes, or familiarity. Whereas previous research on intergroup perception found amygdala activity—typically interpreted as negativity—in response to stigmatized social groups, we found greater activity in the amygdala, fusiform gyri, orbitofrontal cortex (OFC), and dorsal striatum when participants viewed novel in-group faces than when they viewed novel out-group faces. Moreover, activity in orbitofrontal cortex mediated the in-group bias in self-reported liking for the faces. These in-group biases in neural activity were not moderated by race or by whether participants explicitly attended to team membership or race, a finding suggesting that they may occur automatically. This study helps clarify the role of neural substrates involved in perceptual and affective in-group biases.”

The news from this research is that in-group biases happen involuntarily or automatically, and that in-group members are processed in greater depth than outgroup members. In-group biases in perception is therefore highly motivated. Contexts of economic, psychological and evolutionary significance were salient triggers for such motivation. Why I lean a bit on this body of work is because of neural correlates to perception in evidence.
Participants with a stronger preference for in-group members exhibited stronger OFC activity in response to in-group relative to outgroup members.”  “…this is the first fMRI study to identify the neural mediators of self-reported intergroup biases, and it demonstrates an important link between the pervasive preference for novel in-group members and brain regions that process reward and subjective value. In-group biases in neural activity did not require explicit attention to team membership. Although the tasks differed in difficulty (judging by the faster reaction times and higher accuracy in the implicit task), neural in-group biases did not differ across tasks. This finding suggests that these biases are relatively automatic.”

Hence, there is considerable implication in the way we participate, inter-relate or coordinate activities in a group. This is pertinent to learning and development because, of two basic processes. Firstly, we tend to categorize perceptions. Secondly, learning results in encoded memory.

While the Table below is a long-shot from automaticity of perception, I lay it out here in relation to language in developmental work in groups and organizations.

Value Precept
Socialized Attitude
Philosophy of Practice
Social Contract
Common Greater Good
Epistemology from Virtue

While the above table is an oversimplified first shot at propositional reasoning in group dynamic anchors, it also aims at provoking newer linkages between reality and abstraction.

Here again, I have two explorations. Firstly, that Terminal Values (a la Rokeach) are possibly the domain of automatic perception. Shareable attitudes in society get socialized through overt behaviors that are observed (even from facial cues) and thereafter role modeled. Treatment of experiences finds reflected meta-states of higher-order learning. These relate to superior use of the pre-frontal cortex, that tap into perceptual bases as also pertinent memory chained through categories of perceptual triggers. This chain of mentifacts become strings of belief systems as coherent distinct philosophies.

Secondly, social psychology has been processed rather superficially in professional education. Application of behavioural sciences may miss the link between competing values riddled with in-group attentional biases on the one hand, and fearful amygdala responses of threat or novelty, when known comforts – even if material or economic – numb our choices. So, virtues are impoverished further when philosophic thought is discouraged in the shorter-order comfort of predictability.

Alright, I am warned of your own attention span while reading what is here. What’s your reflection anyway?