Soul Business for a World in Transition
‘What the caterpillar calls the end of the world, the master calls the butterfly.’ Richard Bach, author
Since the industrial revolution, we have achieved great feats of economic, social and technological advancement. The structures and strictures of old have served us well in many material ways. But, as Bob Dylan would say, ‘times they are a changing!’
We now face increasing volatility on numerous fronts: enter the world of commodity spikes, resource scarcity, widespread environmental degradation, social inequality, economic turbulence, population and migrant pressure, changing demographics, the internet of things, disruptive technologies, climate change, and more.
Over half the world’s population is now younger than 30 years old. Two generations have now grown up with the internet. It doesn’t take a degree in anthropology to notice that the world is very different today than it was 30 years ago.
In 2010, 1.2 billion people were online globally. By 2020, that number will reach 5 billion. Nearly 4 billion more people, along with their collective intelligence, will be available for value creation via smartphones, tablets and internet cafes. The capabilities being unleashed are unprecedented.
Uber, the world’s largest taxi company, owns no vehicles; Facebook, the world’s most popular media owner, creates no content; Alibaba, the most valuable retailer, has no inventory; Airbnb, the world’s largest accommodation-provider, owns no real estate. The institutional and ownership powers of old are being challenged by the empowering effect of the network.
The best people do not want to work in bureaucratic organizations. They want to be in an environment that is creative, exciting, empowering, purposeful and passionate. They want to feel a meaningful connection with the value they create, rather than feeling like lost corporate cogs enslaved in the monolith of machine mentality.
What many of us crave for are more meaningful moments and life-experiences. More time to spend following our curiosity; to feel alive and explore our authenticity. More time to build nourishing relationships; to really experience the world as well as what is around us here and now. More time to enjoy the simple things in life; to be present with our loved ones, with our friends, acquaintances and strangers we meet along the way. Yet much of the time our working life starves us of what is most precious to us, the time and space to become who we truly are: social, curious, playful, creative, loving and purposeful humans.
So let’s cut to the chase. The root cause of our carcinogenic corporate mind-set is a corrupting logic that sets us apart from, and in competition with, our own true nature, each other and the world around us. We have become inured in a flawed philosophic and socio-economic worldview which pervades our daily consciousness to such an extent that much of our collective activity assumes it to be just-the-way-life-is.
What we consider normal business practice is often pathological. We struggle to see beyond this pathology, caught up in our own illusory hall of mirrors creating what Albert Einstein called an optical delusion of consciousness. We are engaged in a kind of deluding neurosis with devastating implications for human society and the wider fabric of life on Earth. And, our ingrained approaches to education, economics and organizational management are, in the main, infected by this neurosis, exacerbating the acculturation of our insanity.
Time is not on our side. If we wish to ensure anything resembling a successful outcome for our organizations, wider socio-economic systems and general civilization, we need to get radical and deal with root causes while also attending to downstream effects.
Such a shift challenges us at deep and partly unconscious levels. It challenges powerful and complex influences within our own psyche and cultural consciousness. It challenges the status quo structures of governance, engrained patterns of power relations, and dominant ways of leading, managing and operating within our organizations. It challenges the very way in which we relate as human beings in our more-than-human world.
Let us pause for a moment.
Recall a recent conversation at work, and reflect on how we were listening and sharing. If we are brutally honest here, we may well be able to recall when we were not actually being our authentic selves, perhaps skewing the conversation through our judgements, personal agendas, defensive positioning, desires to get our point across, manipulating our presentation in a way that ‘sells’ our view in the best light. In some respects this is normal human sociality, yet if ‘over done’ it hinders the emergence of deeper soul-to-soul improvisational sharing.
To be vulnerable, undefended, open-hearted and free from ego-encroachments requires our conscious attention, determination and courage. And when we do open up whole-heartedly and put our agendas and judgements to one side, the other person (consciously or unconsciously) will sense this and feel more able to open up themselves, inviting in an opening for soulful sharing. The life-blood of our firms of the future is this soulful sharing through the day-to-day conversations, the adhoc feedback, the listening intently, the corridor chat, the collaborative gatherings, the stillness within meetings, and empathic email responses.
‘To be here requires attention, listening, and gazing deeply without assaulting each thing seen with a conclusion. The silence here is not just in the ‘what has been’, it is most deliciously waiting, too, in the ‘what will be’.’ Cheryl Sanders-Sardello, phenomenologist
The continual challenge is to remain grounded and centered as situations unfold. A loving interest in each unfolding moment provides for an active creativity which is calm yet energised, patient yet passionate, devoted yet tolerant.
Amid these times of upheaval and challenge, we are midwifing the birth of our authentic selves, simultaneously midwifing a metamorphosis of our humanity within our organizations, global community and more-than-human world. And birthing always comes with surrender, pain and then the beginning of a deeper, wider vista of remembering why we are here: to live in love and wisdom.
‘Awakening to the original seed of one’s soul and hearing it speak may not be easy. How do we recognize its voice; what signals does it give? Before we can address these questions, we need to notice our own deafness, the obstructions that make us hard of hearing; the reductionism, the literalism, the scientism of our so-called common sense… For the soul is not a measureable entity, not a substance, not a force – even if we are called by the force [of its] curious thought, devotional feeling, suggestive intuition, and daring imagination.’ James Hillman, psychologist
Giles Hutchins is a thought leader, speaker and adviser on the future of business. Recently, Global Sustainability Director for Atos, and previously a management consultant with KPMG, he has helped transform a wide range of organizations (corporate, third sector, public sector and start-up) and is author of the books The Nature of Business and The Illusion of Separation. His latest book is Future Fit, watch a short 3 minute video about it here.
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