Thursday, May 12, 2005

Good questions and well-being at work

Yingyang2_1I am a big believer in the power of (good) questions. Actually I have not really come across "bad" questions so far. Yes, there are questions that bother me or questions I cannot answer or questions that are indiscrete... however that does not make them "bad" questions. Let alone that the sheer fact of dividing the world in "good" and "bad" is seldom a source of harmony in my opinion, for there is always one within the other in our world. Of course, the question begs: why should there be peace and harmony in one's life and especially their professional life? Let me renew a promise I made onthis blog: I will write something about the importance of harmony (even in business), as soon as I feel ready to do it.

Anyway, here are three questions asked by Ricardo Semler, a highly successful business manager in Latin America. He shares his experience in Maverick! and The Seven Day Weekend and I think both are worth reading. Now the questions:

1. Why do we think that the future is in God's hands and
then pre-plan every moment of it?

2. Why do we think
 intuition is so valuable and unique - and find no
place for it as an official business instrument?

3. Why do we agree that living well is
living every moment, without
reinforcing past of future
- but then spend most of our work lives
dealing with historical data and future budgets?

It's interesting food for thought and I realise that the more I read, think and write about those aspects of business that I experience, the more I come to ask questions that cannot be restricted to business life.

So perhaps after all life is One and the distinction between principles that would be applicable to my business life and principles that I choose to apply to my private life, is essentially artificial. Perhaps it is even detrimental to an individual's well being. Perhaps it is fragmenting that which is One, ie an individual's higher self. Perhaps thinking, saying and doing something about the well being of people at work is substantially more powerful as a means to improve the odds for a business than rigid procedures, ill-formatted templates and cost cutting programmes.

But of course, we may feel uncomfortable considering a different path from the obvious and established one. Do we feel uncomfortable doing something for its own sake and because we (not other people) feel it's the right thing to do?

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