Managing Change – an Ayurvedic way

Life exists only because it allows changes to take place. The life within our bodies is highly creative but we fail to reflect this in our actions due to our own orientations. When we interact with this change process with a purpose to improve it we bring in our creativity. So the urge to be creative is the origin of change.

We can never manage change we can only allow this to happen. In other words it is similar to managing time. There is nothing like time management it is managing ourselves according to the time that we can spend.

The Content and Process of change
In order to help people change their orientations a set of systems need to be in place that encourages change. If this is what the content side of change the process is just running these systems creatively and continually. Institutionalizing learning is the ultimate result of the interaction between the content that keeps on changing and the process that keeps on changing in terms of people who run it.

Content-process combination is a collective reflection of mind-body combinations that exist in organizations.

It is essential to ensure that the work processes are orientation towards profit generation so that they can help increase the earning for a share. In this effort many business units get stuck either in content or the process of this effort for the following reasons:

That which appears as a process may be in reality heavily loaded with its content and vice versa. For example: In an effort the increase the volume of sales organizations evolve strategies and implement them. Evolving strategies is the content (Mind) and implementing them is the process (Body). When an organization is top driven, it receives a setback. When it is run on a collaborative basis it automatically encompasses the collective wisdom of mind-body systems operating in the organization.

Patterns emerge because we allow them to emerge. When we want to hold a strategic meeting, we first recall how it was held in the past. No problem in visiting the past. The problem arises only when we use the past not as a reference but as a base – beware of the status quo bug!!

Going by Kurt Lewin’s adoption of systems concept of homeostasis or dynamic stability, it is wise to look before you leap. But in the organization that exists in each of us there is no Unfreezing, Changing and Refreezing! It is always Responding, Changing and Responding. We contradict this natural principle when we act collectively in organizations! Interestingly we consider the market for any product as a dynamic stability. This is the confusion we create for ourselves.

The cycle of “Responding, Changing and Responding” can be easily inserted into any work culture globally provided the significant few and the decisions makers are committed to it and demonstrate it first. By relying on the organization’s Ayurvedic profile of V, P and K Gunaas we can adopt this cycle easily. This Ayurvedic Profile is crucial for even marketing and sales. For example: We know who buys our products through our market surveys. We also know why people buy our products. If we add in our surveys the broad physical and mental features of our customers (to be observed and recorded by the trained surveyor after the survey-interaction is over) we get an amazing data about the V, P and K profile of our Market!! Then it is very easy to match our product range with this market profile and indulge in backward integration.

As and when the market’s Ayurvedic profile changes we need to make changes in the organization’s Ayurvedic profile.

From Identifying the Guilty Party to celebrating the mistake:
The current comfort level of organizations is restricted to politicizing an organizational event be it the generation of profit or incurring a loss. There is no celebration after finding the mistake; rather it is done in naming the scapegoat(s)! To depart from this pattern, Ayurvedic Profiles help immensely. We are used to fix the individual responsibility for any mistake but fail the show the same determination in helping the individual grab the opportunity to learn from the mistake. If we fix, in the first place, the profile of people with the profile of jobs they do and customers they serve (both internal and external) we can certainly celebrate our mistakes.