Social consciousness will not awaken without being based on the purity of individual consciousness, opines Acharya Mahapragya.
The drop and the ocean have been related since ancient times. Likewise, the body and the universe have been deemed to be related in Philosophy. In simple language we can use the terms man and the world. The latter is a totality comprising not only man but also other beings and material objects. Every man is related to the world. In order to understand a single individual the whole world will have to be understood and vice versa. They are so internally related and interactive that one cannot be interpreted without the other.
Even if an atom is to be understood, the whole world will have to be understood. Mahavira said, (he who knows one, knows all and he who knows all, knows everyone). No one can be known without knowing all. Externally, all appear separate, but internally all are interrelated. I have a piece of cloth in my hand. Even though very small, it is related to the whole world. Space is associated with it, which is related to another part and that to the third and so on.
It is a whole series. A quiver in this piece of cloth creates vibrations in the whole world. Two doctrines were prevalent in the whole world of philosophy- dualism and monism. The former posited two elements, the animate and inanimate. Both are independent. The latter posited only one element, viz the animate. The other does not exist. In reality, the two doctrines cannot be separated. Anekantvad (the doctrine of non-absolutism or manifold aspects) has viewed them together and that is why it has properly explained both man and the world.
If we interpret man for our own convenience, for making right individuals and the right world, for making conduct and behaviour right, it implies the development of individual consciousness. If we interpret the world, it will imply the development of group or collective consciousness. Every man's consciousness needs two dimensions. Anuvrat is the principle of the development of individual consciousness. Fraud and deceit prevail and many problems arise where group consciousness is sought to be developed without first developing individual consciousness.
Political ideologues tried to develop socialism and communism. The motive was not bad; in fact it was sublime and compassionate. But one thing was forgotten. They tried to develop collective or group consciousness and forgot to look after individual consciousness. As a result, the noble aim sought was defeated, purity was lost, fraudulence and deceit went on flourishing and the rot spread to the whole society. Development of individual consciousness is vitally important.
Anuvrat's code of conduct is a code to develop individual consciousness. It is said that anuvrat does not address itself to the development of group or social consciousness. Particularly people in western countries keep telling that while they are working for the good of society, we are doing it for the good of individuals. They wonder how the entire world can improve in a finite period of time of attention is directed to individuals.
According to them, each individual would reform in one stroke once social consciousness was developed. It is a nice thought but impossible to translate into reality. Social consciousness will not awaken without being based on the purity of individual consciousness .
Monday, July 7, 2008
SEVEN RULES TO BE A GOOD AND SUCCESSFULL MANAGER
BY HIS HOLINESS ACHARYA MAHAPRAGYA
The Non-violent Jain tradition attaches utmost importance to an individual's emotional competence as the key to success in his life. It does not ignore the intellectual side too and pleads for a balanced development of both the right and the left parts of the human brain. In order to enhance a manager's emotional competence as well as intellect 1 consider the following seven principles vitally significant. They will ensure that both the right and the left parts of a manager's brain get equal attention for their development and thus enable him to be both a good and successful manager:
1. Non-absolutist Attitude ( anekant dristi )
The first principle to be a successful manager is non-absolutist attitude. The truth derived from an absolutist view makes a problem more complicated and it cannot solve it. The manager who looks at a problem from a relative standpoint can make progress in the process of development. The manager who looks at it from a biased angle cannot succeed in his work. A biased person does not see what is rational but is inclined towards that which is irrational. In activities relating to industry and business several persons work together. They do not have the same views. On account of their divergent views an environment of opposition crops up. In a situation like this what is imperative for a manager is concord and conciliation. One angle of the philosophy of non-absolutism ( anekant ) is that the opposite views can be reconciled, an environment of peaceful co-existence can be created.
2. Good Behaviour
The second principle to be a successful manager is good behaviour. How does a businessman behave with another businessman? One can assess the success or failure of a person merely on the basis of his amiable or temperamental disposition. Courteous, sincere and compassionate behaviour attracts the heart of another person who becomes instrumental in a manager's progress.
3. Alertness or Vigilance
The third principle to be a successful manager is alertness or vigilance. It has three dimensions i.e.
• Review of the past -- introspection of the mistakes made in the past,
• Self-criticism of the present. For example:
• What did I do today?
• What remains to be done for me today?
• What is that which I can do but I am not doing on account of lethargy or laziness?
• Does someone observe my lethargy or do I observe my lapse myself?
• What is that weakness which I cannot give up?
• Pledge of the future – one should pledge oneself so that one may not make a mistake in the future. There are three elements which weaken a person's resolution:
• Fickleness of mind,
• Intolerance,
• Unrestrained sensual desires. One should remain on one's guard against them.
4. Control Over Impulsive Acts
The fourth principle to be a good and successful manager is exercising control over one's impulsive acts. The manager who is not able to control his impulsive behaviour will not be able to get the work done by his subordinates. He will also make mutual and human relationships bitter.
5. Self-restraint
The fifth principle to be a good and successful manager is self-restraint. Addiction to sensual pleasures and fickleness of mind create obstacles in one's professional competence. It is imperative for a manager to restrain his sensual desires and mind. The manager who doesn't practise how to restrain his senses and mind cannot fulfill his responsibilities properly and for him even the door to corruption opens.
6. Human Solidarity
The sixth principle to be a good and successful manager is human solidarity. ‘ I am a social creature. I am not alone ' – this trend of thinking awakens one's consciousness. “Just as my rights are dear to me, similarly others also like to uphold their rights, hence I shouldn't be an impediment in the way of the right of others' livelihood. ”
7. Freeing Oneself from Tension
The seventh principle to be a good and successful manager is to free oneself from tension. The person who doesn't know how to live in the present invites tension knowingly or unknowingly. Memory is good but inessential memory causes tension, hence it is imperative to restrain one's memory too. Imagination is essential but unnecessary imagination creates tension hence it is imperative for a manager to restrain his imagination too.
The greatest cause of tension today is the reactive violence. Many times it happens that a subordinate official murders his superior officer. Its cause lies in reactive violence. He who doesn't react angrily to a situation and doesn't give his subordinates a chance to react angrily becomes highly successful.
The Non-violent Jain tradition attaches utmost importance to an individual's emotional competence as the key to success in his life. It does not ignore the intellectual side too and pleads for a balanced development of both the right and the left parts of the human brain. In order to enhance a manager's emotional competence as well as intellect 1 consider the following seven principles vitally significant. They will ensure that both the right and the left parts of a manager's brain get equal attention for their development and thus enable him to be both a good and successful manager:
1. Non-absolutist Attitude ( anekant dristi )
The first principle to be a successful manager is non-absolutist attitude. The truth derived from an absolutist view makes a problem more complicated and it cannot solve it. The manager who looks at a problem from a relative standpoint can make progress in the process of development. The manager who looks at it from a biased angle cannot succeed in his work. A biased person does not see what is rational but is inclined towards that which is irrational. In activities relating to industry and business several persons work together. They do not have the same views. On account of their divergent views an environment of opposition crops up. In a situation like this what is imperative for a manager is concord and conciliation. One angle of the philosophy of non-absolutism ( anekant ) is that the opposite views can be reconciled, an environment of peaceful co-existence can be created.
2. Good Behaviour
The second principle to be a successful manager is good behaviour. How does a businessman behave with another businessman? One can assess the success or failure of a person merely on the basis of his amiable or temperamental disposition. Courteous, sincere and compassionate behaviour attracts the heart of another person who becomes instrumental in a manager's progress.
3. Alertness or Vigilance
The third principle to be a successful manager is alertness or vigilance. It has three dimensions i.e.
• Review of the past -- introspection of the mistakes made in the past,
• Self-criticism of the present. For example:
• What did I do today?
• What remains to be done for me today?
• What is that which I can do but I am not doing on account of lethargy or laziness?
• Does someone observe my lethargy or do I observe my lapse myself?
• What is that weakness which I cannot give up?
• Pledge of the future – one should pledge oneself so that one may not make a mistake in the future. There are three elements which weaken a person's resolution:
• Fickleness of mind,
• Intolerance,
• Unrestrained sensual desires. One should remain on one's guard against them.
4. Control Over Impulsive Acts
The fourth principle to be a good and successful manager is exercising control over one's impulsive acts. The manager who is not able to control his impulsive behaviour will not be able to get the work done by his subordinates. He will also make mutual and human relationships bitter.
5. Self-restraint
The fifth principle to be a good and successful manager is self-restraint. Addiction to sensual pleasures and fickleness of mind create obstacles in one's professional competence. It is imperative for a manager to restrain his sensual desires and mind. The manager who doesn't practise how to restrain his senses and mind cannot fulfill his responsibilities properly and for him even the door to corruption opens.
6. Human Solidarity
The sixth principle to be a good and successful manager is human solidarity. ‘ I am a social creature. I am not alone ' – this trend of thinking awakens one's consciousness. “Just as my rights are dear to me, similarly others also like to uphold their rights, hence I shouldn't be an impediment in the way of the right of others' livelihood. ”
7. Freeing Oneself from Tension
The seventh principle to be a good and successful manager is to free oneself from tension. The person who doesn't know how to live in the present invites tension knowingly or unknowingly. Memory is good but inessential memory causes tension, hence it is imperative to restrain one's memory too. Imagination is essential but unnecessary imagination creates tension hence it is imperative for a manager to restrain his imagination too.
The greatest cause of tension today is the reactive violence. Many times it happens that a subordinate official murders his superior officer. Its cause lies in reactive violence. He who doesn't react angrily to a situation and doesn't give his subordinates a chance to react angrily becomes highly successful.
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