Symbiotic Management: Integrating Tradition with Modernity

Many companies display their vision, mission, and values on their websites. Ironically, few employees are familiar with them, and even fewer apply these principles in daily work. Why the disconnect? Managers often prioritize personal goals or profit over values, viewing them as impractical.

This prompts us to reconsider the relevance of traditional Indian values like respect. Who should managers respect, and why? Is it seniors, peers, or subordinates? The common rationale is that respect ensures cooperation and guidance, but I believe it’s more profound. According to Prof. S.K. Chakraborty’s “Management by Values: Towards Cultural Congruence,” respect stems from recognizing the divine in everyone. If Buddha inspires me, I should embody His qualities—compassion, integrity, wisdom—and see them in others. This shifts managers from a mindset of ‘grabbing to giving’, fostering a more humane management approach, contrasting with purely profit-driven models. And this would set the managers on the Pilgrim Path. Does it seem too ethical and impractical in the current scenario? Then, re-think the challenges, their root cause, and this abovementioned solution to dealing with the issues. It may appeal to you.

Next, managers need to ascend from pettiness to dignity–from Self to SELF. The ‘Self’ represents individual ego, wherein an employee perceives her/himself as separate from others, and is typically involved in surface level concerns, viz., ambition to get promoted, personal gains, and the like. However, the SELF signifies the universal consciousness wherein we consider vasudhaiv kutumbukam, beyond individual identity; it is associated with the spiritual approach emphasizing unity and interconnectedness. Such a realization can be attained mainly through introspection and mindfulness practice. Once a professional rises to the dignified level of SELF, it ensures purification of the mind, along with inculcation of values which build a strong character. With a sound character, coupled with a shift from ‘outsight’ to ‘insight’, managers can rely on intuitive decision making, in situations where clear logic fails them. It all leads to efficiency and effectiveness at work.  Additionally, such upgraded managers foster collaboration and team members willingly cooperate with them to attain common objectives and the organization’s vision. Managers who lead with integrity and authenticity inspire others to follow in their footsteps, and inspire positive and transformational change. So, it is a win-win situation for all involved.

Finally, professionals should practice detached involvement—being dedicated without attachment to outcomes. This echoes the Gita: focus on actions, not results. By viewing work as worship, maintaining discipline, and accepting outcomes without expectation, stress and burnout are reduced. This cultivates an organizational culture valuing commitment and ethical detachment.

In summary, blending traditional Indian values with modern management enhances individuals, teams, and society, contributing to nation-building and global citizenship. It shifts from competition and power struggles to harmonious coexistence, ensuring employees’ emotional and mental well-being. If this seems theoretical, consider it food for thought. You might be inspired to follow this path someday, as I have.