The Organisational Cycle: From Reason to Subjectivity (Conclusion)

CONTINUED FROM PART 4 Published in the February 2016 issue of Sraddha, Vol. 7 (3), pp. 128-146. An Inwardly Guided Decision-Making Approach What does this all mean for how we should make a decision? Or how we should resolve the crisis within when we don’t know what is the right thing to do? Again, this... Continue Reading →

The Organisational Cycle: From Reason to Subjectivity (Part 4)

CONTINUED FROM PART 3 Published in the February 2016 issue of Sraddha, Vol. 7 (3), pp. 128-146. Becoming Conscious For the purpose of our ongoing analysis, it is important to emphasise that a process of becoming self-conscious requires us to not only be aware of these different parts of our being, but more importantly to gradually... Continue Reading →

The Organisational Cycle: From Reason to Subjectivity (Part 3)

CONTINUED FROM PART 2 Published in the February 2016 issue of Sraddha, Vol. 7 (3), pp. 128-146.   Looking Within This need to discover new powers and means within oneself opens the path to knowing oneself. The well-known management thinker, Steven Covey stressed the importance of this knowledge when he speaks of the second of... Continue Reading →

The Organisational Cycle: From Reason to Subjectivity (Part 2)

CONTINUED FROM PART 1 Published in the February 2016 issue of Sraddha, Vol. 7 (3), pp. 128-146. Model-based Scientific Decision Making and its Limitations It is very typical of human reason to develop some kind of systematic model to represent the diverse set of variables present in the existing reality. We find examples of such... Continue Reading →

The Organisational Cycle: From Reason to Subjectivity (Part 1)

Published in the February 2016 issue of Sraddha, Vol. 7 (3), pp. 128-146. This paper is part of our ongoing research series, The Organisational Cycle. The series is based on our ongoing study of Sri Aurobindo’s social philosophy as presented in his work, The Human Cycle. It is an attempt to explore how some of the fundamental ideas presented in The... Continue Reading →

The Orgranisational Cycle: Age of Reasoning (Concluded)

This is the concluding part of the series. Continued from Part 5 Published in August 2015 issue of Sraddha, Vol. 7 (1), pp. 134-157. SHORTCOMINGS OF THE SCIENTIFIC MANAGEMENT, BEYOND THE AGE OF REASONING Major criticism of the scientific management was that it tended to make workers into robots or machines. Several social scientists referred to... Continue Reading →

The Organisational Cycle: Age of Reasoning (Part 5)

Continued from Part 4 Published in August 2015 issue of Sraddha, Vol. 7 (1), pp. 134-157. OUTCOME OF THE AGE OF REASON: THE SCIENTIFIC MANAGEMENT It was believed that the capabilities of science can not only transform the physical world but also the arena of management. Scientific management introduced a novel way of organizing labor... Continue Reading →

The Organisational Cycle: Age of Reasoning (Part 4)

Continued from Part 3 Published in August 2015 issue of Sraddha, Vol. 7 (1), pp. 134-157. SUPREME DESIDERATA The very nature of the age of reasoning is dependent upon individual enlightenment and discernment. Unrestrained use of personal judgment without any checks and standards could be dangerous and could lead to continual difference of opinion, perspective,... Continue Reading →

The Organisational Cycle: The Age of Reasoning (Part 3)

Continued from Part 2 Published in August 2015 issue of Sraddha, Vol. 7 (1), pp. 134-157. CREATIVE DESTRUCTION Why does the individual pioneer face roadblocks such as resistance, suppression and discouragement? We find an answer to this in Sri Aurobindo’s words: “The champions of the old order may be right when they seek to suppress... Continue Reading →

The Organisational Cycle: The Age of Reasoning (Part 2)

Continued from Part 1 Published in August 2015 issue of Sraddha, Vol. 7 (1), pp. 134-157. FAILURE OF THE CONVENTIONAL STAGE As indicated in some of the opening quotes, when a company goes through a continued phase of growth and expansion, naturally more people are hired and systems are put in place, thus bringing in... Continue Reading →

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