Post-Easter med­i­ta­tion

Business World - - OPINION -

The on­set of our scorch­ing hot sum­mer is Holy Week.

In con­trast to the fri­vol­ity and fun of an an­nual va­ca­tion, the end of Lent is char­ac­ter­ized by solem­nity. An ideal pe­riod of in­tro­spec­tion and con­tem­pla­tion when one prac­tices re­straint and aus­ter­ity.

The dis­ci­pline of self-de­nial dif­fuses one’s van­ity and the de­sire for in­stant grat­i­fi­ca­tion.

In an in­creas­ingly materialistic and self-cen­tered world, ab­sti­nence makes us give up things that we en­joy. It teaches us how to grow be­yond our hu­man im­i­ta­tions. For this sig­nif­i­cant rea­son, the Len­ten sea­son is rel­e­vant to our lives.

Among the im­por­tant hol­i­days, Easter has al­ways been the per­sonal fa­vorite. Un­like the com­mer­cial mad­ness that pre­cedes Christ­mas, the deaf­en­ing ex­plo­sion of New Year’s Eve, Easter Sun­day is a pro­foundly spiritual event.

At the vigil Mass, the Paschal can­dle is lit. Church bells peal to an­nounce the Res­ur­rec­tion. Within the con­text of the hu­man ex­pe­ri­ence, Easter sym­bol­izes re­newal. A re­birth af­ter a pe­riod of men­tal, emo­tional and phys­i­cal cleans­ing.

Like a peb­ble tossed into a pond, a small deed cre­ates tiny rip­ples that re­ver­ber­ate and swell into big­ger cir­cles. The slight­est pres­sure can top­ple a se­ries of bricks in a domino pat­tern. Over time, a tiny fis­sure or flaw widens into a yawn­ing chasm.

Th­ese metaphors il­lus­trate the pos­si­ble ef­fects of our ac­tions.

When viewed from the ob­jec­tive per­spec­tive of time and dis­tance, a per­plex­ing jig­saw puz­zle could fi­nally make sense. The ob­scure im­age would slowly emerge into the light.

As we ar­rive at the cross­roads of a ca­reer or de­lib­er­ate on the choice of a lifestyle, we are forced to se­lect from di­verse op­tions. The dilemma of di­ver­gent direc­tions.

In a quandary, the horizon ap­pears hazy. Per­haps, the tim­ing is off. To take a cal­cu­lated risk, one weighs the avail­able data and at­tempts to as­sess the odds.

Ra­tio­nal think­ing is a ma­jor com­po­nent of any de­ci­sion. When­ever pos­si­ble, we should bal­ance ob­jec­tiv­ity with a dose of in­tu­ition or gut feel­ing. The sub­con­scious is an al­ter­na­tive source a foun­tain of pos­si­bil­i­ties.

It may not be pos­si­ble to pre­dict the out­come or the fu­ture con­se­quences of any de­ci­sion. If we are cau­tious, we can make a cal­cu­lated risk and hedge against prob­a­ble ob­sta­cles that could cush­ion or di­lute the fi­nal im­pact.

A de­vel­oped sense of in­tu­ition may help re­solve a prob­lem. It could pro­vide hid­den in­sights or leads that could be valu­able. In Jun­gian par­lance, we should tap into our col­lec­tive un­con­scious for the an­swer. Lis­ten­ing to that in­ner voice would make all the dif­fer­ence.

In the nor­mal course of one’s pro­fes­sion an in­di­vid­ual has to make crit­i­cal and painful de­ci­sions. It could be a down­siz­ing of the depart­ment the re­trench­ment of em­ploy­ees. Or it means the trans­fer and re­train­ing of per­son­nel in the reengi­neer­ing pro­gram. A boss would have to choose peo­ple to re­tain or re­cy­cle when an in­ter­per­sonal con­flict arises.

Where does one draw the line be­tween what is good for the com­pany or what will ben­e­fit only a cho­sen few?

The in­sti­tu­tion, with­out ques­tion, al­ways takes prece­dence over ev­ery­thing and every­one else. Busi­ness above per­sonal in­ter­ests. What is good for the com­pany pre­vails.

In a tech­no­log­i­cally pro­gres­sive com­pany, a tug-of-war hap­pens. Hu­man be­ings ver­sus machines. On the ba­sis of stan­dards of ef­fi­ciency, the use of au­toma­tion ef­fec­tively re­duces the num­ber of em­ploy­ees and man­power hours. Ex­penses

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