By design, we human beings THRIVE on our social instincts.
Because, we are energized by emotions that are far more layered and nuanced than those of our counterparts in the animal kingdom. The shelf-life of our bonding far outreaches that of our brethren. Our interpersonal ties are networked on such intricately impassioned scale that the logical realms blur, just like that. Because, as observed, emotions rule. Big time.
But, does this mean all of us think and act alike? The answer isn’t a mere NO… it’s the exact opposite that’s so stunningly true. Each one of us is so bizarrely unique that not one is even remotely like another. We are as varied from each other as our finger prints are.
It isn’t surprising then that sparks fly quite often, short-circuiting our relationships. Yet, there’s this constant ’emotional’ effort – orchestrated by organizations, for instance – that’s doing rounds in architecting common grounds where like-minded souls can synergize. And, produce some miracles.
So far, so good!!
But, what happens when people belonging to the same group get scissored by irreconcilable conflicts that threaten to insidiously corrode their team spirit? This can be serious given that such conflicting dispositions could span longer time-frames, by their very nature of being insidious. Where then does the solution lie? A tough one this, because, as noted earlier, it’s not without any reason that tug-of-wars sometimes strike a perennial note.
The way-out seems like a much tougher one… the act of cultivating a disciplined mind that’s willing to practice MINDFUL COMPASSION.
The Dalai Lama – as quoted by John Stepper in this article – articulates: “There are two kinds of compassion. One is the kind you get from being loved by your mother… But love is not enough.” “There’s a second kind of compassion you do not get from being loved by your parents. This kind you only get by mental training that allows you to even love your enemy. Our species is going to require a mental training that allows us to give both kinds of compassion.”
Extend this philosophy into the corporate atmosphere with the intention to reconcile marked differences that stalk healthy working relationships. The point to be taken into account is the indomitable fact that CONFLICTS ARE INEVITABLE. We need to respect the fact that all of us think in our own ways… all of us have our own take on any given situation. If we don’t factor in this truth, we would confront, negate, and impose our point of view. This approach would work on a hierarchical note maybe, maybe for sometime, but wouldn’t take us far.
The solution lies in practicing a mindful compassion that CONSCIOUSLY empathizes with the other person, on their take on the context… see where they’re coming from… seek that relevance – even if it’s just an iota – that can help the situation in the larger interest of the organization.
The mindful compassion also reminds us that we stand a much better chance of succeeding if we work harmoniously in groups/teams. To quote the pope, “None of us is an island, an autonomous and independent “I,” separated from the other, and we can only build the future by standing together, including everyone. We don’t think about it often, but everything is connected, and we need to restore our connections to a healthy state.”
The mindful compassion promises us that rising above in our mind and looking at every colleague (irrespective of their designation and irrespective of their disposition) as an extremely purposeful and meaningful resource in the entire scheme of things is the sure way to transcend ourselves into truly ‘productive’ beings.