Parikh

Malevich 1912

Tres preguntes formulades per Jagdish Parikh al seu sugerent llibre "Managing Your Self" (p. 166; les deixem en anglès per respectar els jocs de paraules originals):

1) Are you, as a manager, living for business, or are you in the business of living?

2) Are you interested in adding years to your life or in adding life to your years?

3) Is your main interest in making yourself a living, or in making a life for yourself?


Parikh utilitza una noció interessant, la de "detached involvement". Quina seria la millor traducció al català d'aquest terme? "Implicació desvinculada"? "Compromís distanciat"? És interessant veure com ell l'aborda:

"Your fixation with, or psychic investment in, the results per se causes an unnecessary degree of anxiety and tension while making the effort to achieve them. This would affect your performance adversely." (...) "By remaining detached from the expectation of actual results, while keeping in touch with your intentions and commitments to them, you give greater attention and energy to your efforts. As a consequence you are not only more successful but you do not incur negative emotions, tensions, frustrations or stress. In fact, you experience full joy and satisfaction all the time. This success and satisfaction emerge from pursuing your objectives with "detached involvement"." (p. 88 i 89)


Un altre dels seus jocs de paraules és el següent:

"The thrust of management now is more towards "mobilizing" rather than just "organizing". This implies creating an environment that makes better people out of your employees, rather than just better employees out of your people." (p. 10)


Altres cites suggerents d'aquest llibre de Parikh:

"It is important to realize that the "quality" of management cannot be separated from the quality of life or the quality of the person who does the management. The level of managing is, in fact, a consequence of the personal level of being of the manager. The competencies that are now being increasingly required, in order to cope with the changing demands of the environment, cannot be acquired by traditional training methods, but are largely a consequence of a different consciousness and vision of reality, of life, and of one's own self." (p. 31)

"Whenever you experience anger or any other negative emotion which you want to eliminate, do nothing other than becoming aware of the anger, and accept it -allow it to be there." (p. 99)

"Experience is not what happens to you, it is what you do with what happens to you. (...) Feelings are not emotions that happen to you; they are reactions you "choose" to have. Emotion is therefore a choice, not a condition of life. (...) There is no stress in the world, there is only stressful thinking." (p.102)

"Whatever the nature or profile of your "thinking" may be, it affects your neurosensory system and, through it, your body." (p.105)

"Qualities as "fairness", "understanding", "patience", "generosity" and so on, as opposed to knowledge or skill, cannot be acquired, in a genuine sense, just by desiring them, or even by having a deep commitment to acquire them. In fact, you have to alter your inner experience, through management of your neurosensory system, in such a manner that such qualities become the natural consequence, a kind of fragrance or flavour, of such an experience: this is "centering" or getting in touch with your deeper self." (p. 108)

"Your specific reaction, or response, in and from your mind, will depend on the "quality" or level of your consciousness." (p. 114)

"your inner self is your "inner music" - a constant flow or fountain of joy, energy, and intuition detached from the narrow, selfish identification with the ego, a constant source of fear, regret, guilt and frustration." (p. 115)

"Deeper consciousness changes not only the chemistry of your mind but also of your body." (p. 115)

"You can control or manage that from which you are detached or "de-identified". Similarly, you are controlled or managed by that with which you are attached or identified." (p.129)

"A master manager is usually neither "selfish" nor "selfless", remaining in touch with the deeper level of the self, that is, with his being-level. This could be described as "self-ness" - a kind of detached involvement." (p. 143)

"If you want to transform anything or anyone, including any organization, you have to begin with your self." (p. 148)

"Behind or beneath managerial life styles are your mind styles. These involve a re-orientation of your mind, of your thinking, in order to transcend both self-centered and self- "denying" extremes, thereby evolving "detached involvement"." (p. 158)

"Richness or wealth is no longer evaluated in terms of traditional measures such as land, cattle, money, or even the contemporary notion of "information". Increasingly, "riches" are being addressed in terms of your capacity to experience higher levels of vision and consciousness." (p. 161)

"The role of management is to create within the organization a climate, a culture, and a context in which corporate enrichment and individual fulfillment collaborate and resonate progressively in the development of a creative and integrative global community." (p. 162)

"Paradoxical qualities: converging divergence, constructive discontent, flexible persistence, confident humility, relaxed attention, "mindless" perception." (p. 162)

"Happiness can never come from "outside". (...) Perfection is sometimes described as the ability to live in harmony with the unchangeable imperfections in life. (...) What you do now determines what you will be in the next moment." (p. 167)