ashokbhatia

Defining Consciousness is akin to the case of seven blind men trying to describe an elephant. People have different perspectives. So, when it comes to saying what it really is, the descriptions are often as different as chalk and cheese.

The reason for a wide spectrum of ways in which we understand this concept is what one could label as the Yin and Yang factor. Many of us use our brains to explain what we understand it to be. Many others use our hearts to do so. Perhaps this concept is rather profound. It is beyond the sensory limitations of the human mind, which has an uncanny ability to divide and analyze things. This is what eventually leads to the phenomenon called Analysis Paralysis in management. Our hapless hearts are rooted in what Daniel Goleman refers to as Emotional Intelligence. A solely emotional perspective has its own limitations.

But the situation is not as challenging as it appears to be. The common denominator underlying the entire spectrum is that of the collective good. An integrated view of the concept is surely possible, provided we move on to the level of what Danah Zohar and Ian Marshall, in their book Spiritual Wealth: Wealth We Can Live By, allude to as Spiritual Intelligence.

However, before we move further, let us consider some of the perspectives which one normally comes across.

What is Consciousness?

The Five Maxims  

Ask Jeffrey Deckman, and he is apt to say that it is imperative for a Conscious Leader to play the following roles:

1. Being a ‘healer’, who calms, comforts and connects those around him.
2. Of being an ‘elder’, by practicing wisdom, empathy and patience.
3. Acting as a ‘steward’, nurturing talent and creating conditions for growth just like a gardener would act.
4. Doffing the hat of a ‘navigator’, envisioning challenges and opportunities, defining broad goals and guiding others.
5. Being a ‘facilitator’, acting like the conductor of an orchestra, ensuring harmony, encouraging open discussions and aligning by voting and not by consensus.    

Of Gallant Knights

Danah Zohar and Ian Marshall speak of Knights, the leaders who choose to embark on a spiritual path. Having sensed something fundamentally sacred underlying human life, they embed this reality in their actions and in their life’s work.

In both life and work, the knight abides by five principles:

• There is something sacred, some deeper, shared consciousness, unfolding in this universe and providing a baseline for every aspect of life.
• Life and all its enterprises are interconnected.
• All human endeavour, including business, is part of the larger and richer fabric of the whole universe.
• The relationship of the healthy individual to the world is one of engagement and responsibility.
• Service conveys deep sense of humility and gratitude.

A Triple Bottom Line Approach

Stephen Karbaron exhorts businesses to embrace an approach of profiting from a purpose driven, triple bottom line paradigm. To him, this is what defines a conscious business strategy approach. He emphasizes the need to be innovative, adaptable and prepared for change, whilst being aware of all stakeholder needs. He keeps sharing live examples of businesses which follow this approach.  

Of Philosopher Kings

Dr Roy Woodhead is of the opinion that the very words ‘conscious enterprise’ imply some sense of an ‘enlightened enterprise’. In one of his thought provoking articles, he says that Plato put forward the idea of ‘philosopher kings’ to lead us. They would not be allowed material gains but would be well looked after; their economic neutrality and lack of vested interests were seen as very important for effective government by the philosopher kings.

Ramayana, one of the revered Hindu scriptures, speaks of King Janaka, the foster father of Sita, the heroine of the epic story. He is said to be a ‘philosopher king’. He is revered as being an ideal example of non-attachment to material possessions. He not only administers his country but also invites sages and intellectuals to spiritual discourses in his assembly. His interactions with sages and seekers such as Ashtavakra and Sulabha are recorded in ancient texts and are illuminating treatises on spiritual principles.

In their book ‘Rajarshi Leadership’, authors S. K. Chakraborty and Debangshu Chakraborty espouse the cause of spiritual leadership. This is a concept which sums up a key lesson from India’s tryst with spirituality: that of first discovering the divinity within, and then to manifest it without. Such conscious leadership is blissful to oneself and to others.  

A Holistic View of Affairs

Jack Beauregard is of the opinion that it is about one connecting with the wholeness and the process of creation. A higher level of consciousness opens one’s life to one’s inner cores, thereby allowing the creativity of the universe to flow into one’s life. This enables one to find innovative solutions for solving the numerous challenges that one faces. He believes that a higher level of consciousness also creates a spiritual perspective. It allows one to view one’s life, other people, our work organizations, technology, the planet earth, and the universe from a sacred point of view.

Jack Beauregard opines that one can help create a new, harmonious world in which to live by taking responsibility for transforming one’s own consciousness. When enough people choose to develop, act, and do business from a balanced, wholistic paradigm, this will automatically have a positive influence on the consciousness of our planet. We can help co–evolve with the intelligent creative process of the universe. When a critical mass is reached, we will then create a positive alternative to the negative actions and beliefs of today’s world. 

Our species will evolve to its rightful inheritance when we realize that human consciousness is a smaller part of the larger consciousness of the universe, and our individual lives, and the human species in general, are small parts of the vast web of life and just one manifestation of the mystery of creation.

The Realm of Creativity 

Hindu and other scriptures speak of one reaching a state when one’s consciousness becomes one with that of the universe, often leading to an exalted phase of creativity. Our physical body then acts as an antenna, translating signals from the universe into something human beings would comprehend. When someone like Mozart composes music, he merely writes what he hears. When a humourist like P. G. Wodehouse creates his unique characters and weaves them into a dramatic plot, he acts more like a celestial author who enables lesser mortals like us to notice a humorous strain in all things around us. 

When Science Steps In

When humanity gropes for the source or the definition of Consciousness, our scientists do not disappoint.

Consider The Global Consciousness Project which is an international, multidisciplinary collaboration of scientists, engineers, artists, and others. Their goal is to examine subtle correlations that may reflect the presence and activity of consciousness in the world. Their researchers predict structure in what should be random data, associated with major global events. Their contention is that when millions of people share intentions and emotions, their data show meaningful departures from expectation. This is an area where science appears to establish the reality of a global consciousness.

A materialistic scientist would tell us that our brains consist of neurons made of atoms. These process our external experiences. At times, our neural processes lead us to recognize a higher meaning in things. According to them, our 40 Hz oscillations happen to be the neural basis for consciousness in the brain.

A Spiritual Insight

More than a century ago, this is how Sri Aurobindo, a highly revered spiritual master and a visionary from India, described his concept of Consciousnessthus:

Consciousness is a fundamental thing, the fundamental thing in existence; it is the energy, the motion, the movement of consciousness that creates the universe and all that is in it not only the macrocosm but the microcosm is nothing but consciousness arranging itself. For instance, when consciousness in its movement or rather a certain stress of movement forgets itself in the action it becomes an apparently unconscious energy; when it forgets itself in the form it becomes the electron, the atom, the material object. In reality it is still consciousness that works in the energy and determines the form and the evolution of form. When it wants to liberate itself, slowly, evolutionarily, out of Matter, but still in the form, it emerges as life, as animal, as man and it can go on evolving itself still farther out of its involution and become something more than mere man.

— Sri Aurobindo, The Life Divine, pp. 236-7.

Consciousness is usually identified with mind, but mental consciousness is only the human range which no more exhausts all the possible ranges of consciousness than human sight exhausts all the gradations of colour or human hearing all the gradations of sound — for there is much above or below that is to man invisible and inaudible. So there are ranges of consciousness above and below the human range, with which the normal human [consciousness] has no contact and they seem to it unconscious….

— Sri Aurobindo, The Life Divine, p.233.

In a way, what he appears to be pointing out is that understanding Consciousness is akin to realizing the difference between a physical body which is alive and one which is dead. It is like the sole element which is missing from a dead body.

By providing us with a very wide canvas to understand the term Consciousness, Sri Aurobindo is also indicating that organizations which are conscious are most likely to have the following characteristics embedded in their culture:

1. An attitude of humility and devotion which enables people to operate – individually as well as in teams – at a higher level of productivity;
2. A flatter hierarchy which redefines the relationship between those who lead and those who are led; in other words, a Theory Y approach to human relations, a higher diversity of cross-departmental teams, a premium on gender diversity, and an optimum gap between the packages and perks of the highest and the lowest paid people;
3. A harmonious engagement with diverse stakeholders.

(Notes:

1. Inputs from Dr Ananda Reddy of the Sri Aurobindo Centre for Advanced Research (SACAR), Pondicherry, India, are gratefully acknowledged. Illustrations courtesy www and Huta, Sri Aurobindo Ashram, Pondicherry, India.

2. Inputs from Dominique Conterno and Esther Robles, co-founders of Consciousness Enterprises Network (https://www.consciousenterprises.net), are also gratefully acknowledged.)

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