Dare to Dream

It is a much discussed fact that we live in a VUCA world today – one with Volatility, Uncertainty, Complexity and Ambiguity. These fast changing contexts are conventionally responded to with hierarchical and hyper-competitive systems. This typically puts enormous pressure on to a few ‘at the top’ and does not fully leverage the human potential of an organization to work in a manner that is dynamic yet not ad-hoc, responsive and not reactive, contextual and not frozen. Many of us who have run organizations have experienced that how much ever we attempt to create a ‘flat’ structure or meritocratic environment, it is hard to get away from patterns that reinforce the ‘older’ ways to newer forms of engaging. 

Much of the stress and pressure in the system come not from ‘problems’ that can be solved cognitively but double-binds (or dharmasankata, that is, I’m damned if I do and damned if I don’t) that need some form of ‘resolving’.  We work with the following fundamental / central themes of Indic thought:

  1. Life as a Process: If one of the needs is a certain dynamicity and response-ability, we ought to look at conventional terms like plans and strategies not as something slowly changing or output of a one-time exercise to be ‘executed’ but as a continual process that is designed to have traceability and response to change. Thus strategizing as a practice that bridges ‘plan’ and ‘execution’ is more important than the strategy
  2. Dharmam, Dandam, and Mukti:
    • Dharmam – how can we enliven the self, the other and the context?
    • Dandam – how can we create equitable boundaries? How can we encourage psychological ownership and ‘right’ and not be dependent on structural power
    • Mukti – how can we create a space for the individual to grow?  How can we create a structure that provides 
  3. Importance of Dialogue: Obviously, it is a set of human energies that come together to co-create a context. What impacts the self impacts the system and vice versa. We all have different propensities and therefore are sensitive to different things in a group context. Thus, if one desires to co-create spaces that are meaningful and enlivening, how does one create a practice of dialogue that brings in various perspectives?

Our work with organizations is at 3 stages:

  1. Personal alignment – how can I be the best that I can be? Am I largely pulled and pushed by the voices of the Judge, the Victim, and the Guardian and therefore not able to live my full potential? Are parts of me finding difficulty in expression? After all, it is these energies that I will be able to bring into my context. 
  2. Role alignment: how do our various propensities (eg: one’s tendency towards bringing in order and structure when things get challenging or one’s tendency to go deep in collecting facts in such situations) play out in the organization context and our relationship with others in the ecosystem
  3. Business Alignment: Am I able to listen well to the key voices of business – the voice of customer, of wealth, of technology, of associates, and of Dharma? How do I put these together to form a cohesive narrative and a workable strategy for the organization? How do I continue to listen to these and make changes that are meaningful and sustainable? And how do I execute this in a way that is enlivening for the entire system?

 

All these phases are worked with in an experiential manner and the transformation journey is also coached through contemplative conversations with our pool of facilitators and coaches! 

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