process oriented approach in the light of quranic philosophy

Process Oriented Approach

A Competitive Advantage in the light of Quranic Philosophy

By, Omar Javaid, Sr. Editor, CRITIC Magazine

PRELUDE In this discussion, we intend to hypothesize that process oriented approach is a major competitive advantage as compare to goal orien

approach. We will try to test this hypothesis in the light of best practices and experience of various top tier business orga

thinkers, and as our legacy proclaims, we will see how Quranic Philosophy highlights the important and connection of these ap

Study of Quran clearly indicates that Islam demands

actions, this fact becomes very much evident when we see

duty is to warn and inform the people only: Say: "Obey Allah, and obey the

placed on him and ye for that placed on you. If ye obey him, ye shall be on right guidance. The messenger's duty is

(Message) (Surah Al-Nour, verse 54). Furthermore it’s also

good he does, and against him whatever evil he does

These verses (and many others) lay down ample emphasis

describing inaction to be the determinant of failure, worldly and eternal:

such as have Faith, and do righteous deeds, and (join together) in the mutual teaching of Truth, and of Patience and Constancy

a stress on action eventually develops a mindset which

actions bring results and right actions bring right results.

persistence, determination, proactive attitude, thirst to

If that’s all correct then the desired result should come naturally

then the only reason would be that such a mindset is missing along with the consequential behavior mentioned above!

It’s important to note that the results are taken into context as means of measurement,

made true i.e. results are made criterion of accountability then it would

overall behavior. Since the stance of Quran is rather on results being a measu

instead, so it would be safe to hypothesize that if results are being used as a criterion of accountability then its effect on

be detrimental; another interesting hypothesis to evaluate

PROCESS "A systematic series of actions directed to some end"

(SOP), or a work instruction (WI) or a step by step guideline to achieve a certain objective, like process of manufacturing a

engine parts or answering customer complaints in a call center or following a procedure to import raw material, or probably making payments

against an invoice or a cheque etc.

It’s the means to the ends, and the end is certainly a goal, may be smaller one in the making

require to be so detailed always, it could only contain description of boundaries or rules which an individual may respect an

his job. For example, a chef may chose his own way of

cooking however he may be bound to follow certain

standards to maintain hygiene, or a pharmaceutical

company may be bounded by the regulatory authority

to comply to ISO-14000 or related standards, while

producing the types of medicines of its own choice

etc.

THE GOAL, IS TO SCORE A GOAL? Goal can be defined as "the result or achievement

toward which effort is directed; aim; end"

(http://dictionary.reference.com/browse/goal), it provides

the direction for the process, it helps design and

modify the procedure when necessary. It brings in the

concept of reward or punishment. And also brings

incompatibility / differences among the ones involved,

as different people may have different personal

agendas and needs. These differences may not be

explicit; they may remain hidden and reflected in the

form of resistance while achieving the end.

Broadly this inconsistency is between organizational

goals or team goals vs. personal goals of individuals.

Organization Goals may be to Increase the Market

Share, Revenue and efficiency, Speed of product

Process Oriented Approach

A Competitive Advantage in the light of Quranic Philosophy

discussion, we intend to hypothesize that process oriented approach is a major competitive advantage as compare to goal orien

approach. We will try to test this hypothesis in the light of best practices and experience of various top tier business orga

thinkers, and as our legacy proclaims, we will see how Quranic Philosophy highlights the important and connection of these ap

Study of Quran clearly indicates that Islam demands us to act, perform and do our best. Results are from Allah SWT, the emphasis is

omes very much evident when we see Prophet Mohammad (PBUH) being informed multiple times

Say: "Obey Allah, and obey the messenger”, but if ye turn away, he is

placed on him and ye for that placed on you. If ye obey him, ye shall be on right guidance. The messenger's duty is

it’s also evident that our actions will decide our eternal fate: “…

good he does, and against him whatever evil he does …” Surah Al baqarah, verse 286.

ple emphasis on Muslims to keep their focus on their actions, paradoxically

failure, worldly and eternal: “By (the Token of) Time (through the ages). Verily Man is in loss

ous deeds, and (join together) in the mutual teaching of Truth, and of Patience and Constancy

which perceives results or success as natural outcome of actions

right actions bring right results. It would be safe to assume that such a mindset ultimately

persistence, determination, proactive attitude, thirst to improve, doing what’s right etc

the desired result should come naturally form an individual or a group of individuals equipped with such a mindset,


s important to note that the results are taken into context as means of measurement, not as a criterion of accountability, if the opposite is

made true i.e. results are made criterion of accountability then it would also be interesting to study its consequences on human performance and

rather on results being a measure or a gauge to check the determinant of result

t if results are being used as a criterion of accountability then its effect on

to evaluate scientifically indeed.

"A systematic series of actions directed to some end" (http://dictionary.reference.com/browse/process) can take forms of standard operating procedure

(SOP), or a work instruction (WI) or a step by step guideline to achieve a certain objective, like process of manufacturing a

answering customer complaints in a call center or following a procedure to import raw material, or probably making payments

It’s the means to the ends, and the end is certainly a goal, may be smaller one in the making of a larger Goal. However the process doesn't

require to be so detailed always, it could only contain description of boundaries or rules which an individual may respect an

his job. For example, a chef may chose his own way of

however he may be bound to follow certain

standards to maintain hygiene, or a pharmaceutical

company may be bounded by the regulatory authority

14000 or related standards, while

producing the types of medicines of its own choice

Goal can be defined as "the result or achievement

toward which effort is directed; aim; end"

it provides

the direction for the process, it helps design and

cessary. It brings in the

concept of reward or punishment. And also brings

incompatibility / differences among the ones involved,

personal

agendas and needs. These differences may not be

en and reflected in the

Broadly this inconsistency is between organizational

goals or team goals vs. personal goals of individuals.

Market

product

discussion, we intend to hypothesize that process oriented approach is a major competitive advantage as compare to goal oriented

approach. We will try to test this hypothesis in the light of best practices and experience of various top tier business organizations and business

thinkers, and as our legacy proclaims, we will see how Quranic Philosophy highlights the important and connection of these approaches.

from Allah SWT, the emphasis is on our

informed multiple times in The Holy Quran that his

but if ye turn away, he is only responsible for the duty

placed on him and ye for that placed on you. If ye obey him, ye shall be on right guidance. The messenger's duty is only to preach the clear

… in his favour shall be whatever

keep their focus on their actions, paradoxically guarantying success; and

By (the Token of) Time (through the ages). Verily Man is in loss. Except

ous deeds, and (join together) in the mutual teaching of Truth, and of Patience and Constancy” (Surah Al Asa). Such

of actions i.e. you reap what you sow,

ultimately cultivates qualities like

equipped with such a mindset, if not


not as a criterion of accountability, if the opposite is

interesting to study its consequences on human performance and

re or a gauge to check the determinant of result (i.e. the process)

t if results are being used as a criterion of accountability then its effect on overall performance would

can take forms of standard operating procedure

(SOP), or a work instruction (WI) or a step by step guideline to achieve a certain objective, like process of manufacturing and inspecting automotive

answering customer complaints in a call center or following a procedure to import raw material, or probably making payments

of a larger Goal. However the process doesn't

require to be so detailed always, it could only contain description of boundaries or rules which an individual may respect and consider while doing

development and new launches or reduction in

expenses, losses, rejections or customer complaints

etc, however personal goals may be to fulfill (1)

basic necessities, (2) social and financial security for

self and family, (3) recognition, (4) esteem, (5)

learning or self actualization, (Maslow's hierarchy

of Needs), also to include (6) satisfaction of creative

apatite and (7) satisfaction of conscience, (Dr.

Stephan R. Covey's 4D model of unleashing human

potential) or a combination of these.

It’s obvious that the rewards offered by the

organizations may or may not be in line with what

is yearned by the employee. If the relationship is

correct, that is the employee gets what he wants,

then he remains motivated and on the track of high

performance, however if the contrary is true then

the ultimate result is reduction in motivation and

related performance.

For example, the organization wants its

production staff to bring production efficiency to a

certain level and has decided to reward in

monetary terms such as bonus for managers or paychecks for workers. For workers it seems an attractive proposition however for the manager,

this monetary reward might be 2nd to recognition. Now incase if the production staff remains unsuccessful in achieving targets due to some

unforeseen circumstances, and as a result the top management reprimands the entire staff, in this case the demoralization will be highest for the

manager who wanted the opposite, in the first place.

Or a person working in the creative department yearns for the satisfaction brought from the creativity of his work, that’s the reason he wakes up

every day and travel to his office, he obviously cannot feel as motivated to do something which lacks creativity like taking care of the printing,

managing distribution and maintenance of the promotional material, even if he is offered a financial reward with a pat on the back, he might do it

any way however his level of excitement and motivation will remain lower levels as compare to the thing he yearns the most, i.e. creativity itself,

which is not the ultimate outcome of his tasks but something being derived out of the process.

Keeping this in view, it becomes imperative to understand the personal goals (motivating factors) of the people working in an organization. As

greater the mismatch, lower the satisfaction and the performance level.

WHAT DRIVES YOUR PEOPLE! … ? Keeping view the context of the discussion, we can broadly categorize people focusing on first four personal goals as “Goal Oriented”, i.e. they are

not satisfied while working, rather the conclusion brings them satisfaction, i.e. his salary, bonus, medical and insurance allowance, pat on a back,

and a nice company car with fuel, (see goal extracts in figure 1) is what brings him satisfaction, and that’s achieved when the goals are

accomplished.

The second category of the people can be termed as “Process Oriented” due to their focus on the last three personal goals (see process extracts

in figure 1) as their satisfaction comes from action or performance, the outcome my only act as a compass, showing him direction, and bringing him

back on the track or make amendments in the process incase required. Most importantly Goals are like milestones for them, achieving the result is

like a testimonial to the fact that they have learned or created something and that’s further reinforce their motivation for their work.

Ultimately, success is a lot more like a compass than it is a map. A map can tell me where I am and it can show me all of the places I can go.

Yet a compass will keep me pointed in the right direction - a direction that has endless possibilities, abundant hopes, and exciting challenges.

http://www.joyfuljubilantlearning.com/joyful_jubilant_learning/2008/12/success-is-a-di.html

Please remember that, self actualization, fulfillment of creative appetite and satisfaction of conscience, are extracts of the process. Self

actualization comes from self improvement and intellectual growth (learning). Creative apatite is fulfilled when the job involves initiating and

creating new products, ideas or art work etc. And Satisfaction of conscience occurs when moral values, ethics, and universal principle are assumed

sacred and are not violated.

As leaders build their teams, they should be looking not only for talented individuals, but also for individuals who have a growth mind-set. “Ms. Dweck does not

suggest that recruiters ignore innate talent. Instead, she suggests looking for both talent and a growth mind-set in prospective hires — people with a passion for

learning who thrive on challenge and change…. People with a growth mind-set tend to demonstrate the kind of perseverance and resilience required to convert

life’s setbacks into future successes. That ability to learn from experience was cited as the No. 1 ingredient for creative achievement in a poll of 143 creativity

researchers cited in ‘Handbook of Creativity’ in 1999.” Leaders who are open to growth… tend to grow by George Ambler on July 13, 2008

http://www.thepracticeofleadership.net/2008/07/13/leaders-who-are-open-to-growth-tend-to-grow/

It’s also worth noting that the first four motivators are short-term and invites saturation once they are fulfilled; they are effective till the point

where dissatisfaction is eliminated. After that it brings the individual to the point of neutrality which neither motivates nor de-motivates the

individual (Frederick Herzberg's two-factor theory).

Contrary to this, for the last three personal goals (motivating factors), the thirst is never quenched; the individual always thrives and remains in a

constant pursuit to learn, to create and remain conscientiously satisfied. He doesn’t worry about the results also, as he remains confident that they

are a natural outcome of his actions.

Figure 1: Categorization of Personal Goals as Process Oriented and Goal Oriented

MOTIVATING FACTORS

From Maslow's hierarchy of Needs:

1. Basic necessities,

2. Social and financial security for self and

family,

3. Recognition, belongingness

4. Esteem

5. learning or self actualization,

From Dr. Stephan R. Covey's 4D model of unleashing human

potential:

6. Satisfaction of creative apatite and

7. Satisfaction of conscience

Goal

Extracts

Process

Extracts

It’s important to note that these three elements

remain the key to all human development and pursuit for excellence. The

first four are related with physiological and psychological survival and the

last three are related with intellectual and spiritual growth which is the

ultimate purpose of human existence and the source of eternal satisfaction.

The last three are the underline reason for persistence and determination

few people have, most don't and that’s what takes these few on the top as

well. And that’s exactly the difference between mediocrity and greatness.

GOAL ORIENTED CULTURE, IN B&W Since an Organization and the departments within are made of individuals,

their cumulative orientation sets the orientation of the entire department

and ultimately of the organization. Specially the leaders inspire or inculcate

their orientation through the definition of accountability or the criteria of

reward and punishment. So In black and white (B&W) or at the very extreme,

if the rewards offered are strictly attached to the first four

hierarchy of needs then the inclination of the staff will eventually incline

towards the same.

Goal Oriented hierarchy either, departmental or organizational,

runs after tangible results, have short term approach,

infested with politics, is insecure, lacks candidness,

efficiency, people get tired quickly, they lose temper quickly,

procrastinates as they get sick of moving in circles

achieve something at the end which can be stolen, can be taken away, has a

propensity of getting lost, saturates with time and even

requires replenishment etc such as salary, health insu

respect, company maintained car, a well furnished office … and

their mind, people know about the perishable nature of these

fear that these perishables items might get lost. C

more if the controls are too strict (which is stated as a

obsolete Industrial Age Management mindset by Dr. Stephan R. Covey in

8th

Habit), or show slackness if too loose, their fear or lust reinforce the fabric

of the culture, which eventually bounce back, the vicious circle

Looking closely reveals that the underline motivating factor is in fact the

fear of losing the gains (See figure 3), which is in fact

factor then joy of gaining more. In a nut shell people act out of

either their respect, appraisal, and in the worst case their job.

motivator can be effective in the very short run

monotony and soul performance, but if it becomes an integral part of the

culture then it’s a great competitive disadvantage.

This becomes obvious when we realize the most aggressive, dynamic and

harsh external changes (political, social, cultural, technological or economical,

geographical, geological, climate etc) that every business face every day

demands radical changes within organizations so that the survival, if not

growth, is secured. Change is always a risk; more inclination toward goal

orientation increases the ‘risk aversive’ i.e. change aversive attitude

among bottom and middle level employees. Hence fear

based as we have seen) becomes the biggest barrier

change. The change could be related with products,

reach, or could be of changing the inventory management and tracking

system etc. Fear also kills creativity which is essentially needed in any

organizational changes (see Appendix A).

Change is a risk and people in fear go after it without any resistance

when they know that if they don’t then the result would be a much greater

loss like job termination. Barry Schwartz puts it this way

they are “risk seeking”- in the domain of potential losses”

‘Paradox of Choice: Why more is less”).

PROCESS ORIENTED CULTURE, IN B&W On the other extreme, Process oriented approach is paradoxical as it

delivers results without allowing the individual to worry about them. The

remains their but only to show the direction, only to judge that the path being

followed is correct. The fabric of the culture seems completely contrast here

three elements have been and will

remain the key to all human development and pursuit for excellence. The

first four are related with physiological and psychological survival and the

iritual growth which is the

ultimate purpose of human existence and the source of eternal satisfaction.

The last three are the underline reason for persistence and determination

es these few on the top as

difference between mediocrity and greatness.

Since an Organization and the departments within are made of individuals,

their cumulative orientation sets the orientation of the entire department

ecially the leaders inspire or inculcate

definition of accountability or the criteria of

(B&W) or at the very extreme,

attached to the first four levels of Maslow’s

will eventually incline

departmental or organizational, always

, have short term approach, lacks a clear vision, is

lacks candidness, lacks trust, lacks

they lose temper quickly, they

sick of moving in circles, etc all because people

can be taken away, has a

ting lost, saturates with time and even erodes, is scarce,

requires replenishment etc such as salary, health insurance, recognition,

rnished office … and at the back of

people know about the perishable nature of these gains, so they

might get lost. Consequently they strive

tated as a characteristic of an

mindset by Dr. Stephan R. Covey in The

their fear or lust reinforce the fabric

the vicious circle continues.

Looking closely reveals that the underline motivating factor is in fact the

in fact a greater motivating

people act out of ‘fear of losing’

either their respect, appraisal, and in the worst case their job. Fear as a

motivator can be effective in the very short run or for jobs requiring

, but if it becomes an integral part of the

This becomes obvious when we realize the most aggressive, dynamic and

harsh external changes (political, social, cultural, technological or economical,

geological, climate etc) that every business face every day,

n organizations so that the survival, if not

Change is always a risk; more inclination toward goal

i.e. change aversive attitude mostly

fear based culture (or goal

becomes the biggest barrier against the required

. The change could be related with products, sales policy, distribution

reach, or could be of changing the inventory management and tracking

which is essentially needed in any

Change is a risk and people in fear go after it without any resistance only

that if they don’t then the result would be a much greater

Barry Schwartz puts it this way “People embrace risk-

in the domain of potential losses” (in his book

Process oriented approach is paradoxical as it

delivers results without allowing the individual to worry about them. The goal

but only to show the direction, only to judge that the path being

ms completely contrast here

Figure 2: If you look at the diagram above, you see objective states of

affairs along the horizontal axis-positive to the right of the vertical axis,

and negative to the left of it. These might be gains or losses of money,

your status in job, and so on. Along with

(intangible) or psychological responses to these changes in state of

affairs... The Loss portion of the loss is much steeper then the gain

portion. Losing Rs. 100 produces a feeling of negativity that is more

intense than the feeling of elation produced by the gain. Some studies

have estimated that losses have more than twice the psychological

impact as equivalent gains. The fact is, we all hate to lose, which

Kahneman and Tversky refer to as loss aversion.

book ‘Paradox of Choice: Why more is less”, page no. 68 ~ 70)

Figure 4: From Built to Last by Jim Collins, page 5

Figure 3: From Built to Last by Jim Collins

: If you look at the diagram above, you see objective states of

positive to the right of the vertical axis,

and negative to the left of it. These might be gains or losses of money,

your status in job, and so on. Along with the vertical axis are subjective

(intangible) or psychological responses to these changes in state of

affairs... The Loss portion of the loss is much steeper then the gain

portion. Losing Rs. 100 produces a feeling of negativity that is more

the feeling of elation produced by the gain. Some studies

have estimated that losses have more than twice the psychological

impact as equivalent gains. The fact is, we all hate to lose, which

loss aversion. (From Barry Schwartz

‘Paradox of Choice: Why more is less”, page no. 68 ~ 70)

: From Built to Last by Jim Collins, page 5

: From Built to Last by Jim Collins

because it’s secure, people are candid, they are happy, they get the job done on

time and the exhibits other good things one can think of. The reason being, people

here have no fear of any loss, what so ever, as their gains cannot be stolen, or lost,

or depreciates with time. In fact their most valued achievable (knowledge,

creativity, satisfaction to conscience) grows further when shared with others.

People in process oriented culture remain at peace and tranquility, and on the path

of continuous growth. The results keeps on flowing in, always reinforcing the fabric

of the culture. Goal achievement and growth is always a natural outcome of a

process oriented culture (See Appendix D).

THE GRAY AREA IN BETWEEN Realistically organizations are a blend of both kinds of people, some are more

‘goal oriented’ and some are more ‘process oriented’. Those organizations cultures

which inclined more towards Goal Oriented approach has a propensity to die off in a shorter period of time as they are developed around tangible

concepts like profit, brand image, market share, performance in stock market etc. since tangibles has perishable nature thus the organizations build

around the same, behave like the same as well. Dramatically it can be said “since the ‘ends sought’ are perishable in nature, thus these ends itself

takes the organization toward its ‘end’ ”.

On the contrary those organizations which inclined more towards process oriented approach has a history of lasting multiple generations, for the

simple reason they don’t run after these tangibles rather treat them as a natural outcome of their actions, they in fact strive for things which are

eternal in nature, thus bringing similar qualities within their culture as well. People comes, people go, the process oriented organizations remains

intact for generation as shown by Jim Collins in his books ‘Good to Great’ and ‘Built to Last’.

THE GOAL SHOULDN’T BE TO ACHIEVE THE GOAL Generally goals are tangible outcome of a process. If it’s about business then mostly all processes are designed around profitability or share’s

value. Targets are either growth in profit or in other factors that ensures growth in profitability like brand awareness, market share or brand equity.

What good is brand awareness if it doesn’t help the company to make profit or ensure profit in future?

However, employees yearn for things personal to them which we have already discussed; which are much different subjectively from the

entrepreneurial goals of the organization, like profitability. Employees are offered incentives, increments, bonuses, pat on the back with a

promotion etc against their contribution to organizational objectives. So far so good, however none of these factors contributes toward synergy in

between organizational and individual goals, creating a culture of cooperation, trust and mutual respect (“Culture of relentless performance is the

Key to organizational success”: Jim Collins in Good to Great), rather they promote individualism, selfishness and competition within an organization

(regarded as an emotional cancer by Dr. Stephan R. Covey in his book The 8th Habit).

While synergizing organizational and personal objectives along with establishing unison among individuals, it’s imperative to have a common

goal, which can be sought collectively by the entire organization. It’s also obvious that tangible objective, as discussed, cannot bring the kind of

cohesion desired, rather they bring compartmentalization and division.

“Synergy is everywhere in nature. If you plant two plants close together, the roots commingle and improve the quality of the soil so that both

plants will grow better than if they were separated. If you put two pieces of wood together, they will hold much more than the total weight held

by each separately. The whole is greater than the sum of its parts. One plus one equals three or more.” Dr. Stephen R. Covey states in “The Seven

Habits of Highly Effective People”

To put it bluntly organizations needs a goal, a vision, greater then itself, greater than the individuals or other tangibles. Profit doesn’t qualify for

it. Referring to Jim Collins again, he quotes dozens of examples of many different companies having such visions, in his book ‘Built to Last’. His

second book ‘Good to Great’ further explain the process of creating such a vision. On the other hand Dr. Stephan R. Covey (in The 8th

Habit)

emphasizes the importance of having a vision with a spiritual significance (for conscience) in addition to its physiological, emotional, and

intellectual importance.

To elaborate this further; our every action is derived through a motivating force, so as our acts of Mutual Corporation (very important as per

Surah Imran, verse 159), genuine respect, empathy and care for others (all part of ongoing process of interaction). Looking back at the list of

motivating factors in figure 1, it’s evident that such acts only be yearned ‘genuinely’ via the 7th

factor i.e. satisfaction of conscience. Consider a

simple example; people do respect others because they desire a similar response, if that’s the reason alone then it’s due to the 3rd

factor (figure 1),

however if a respectful and caring response to others continues despite an insulting one from the other side then it’s the conscience that’s at work,

if its fear then response will remain respectful not caring!

Keeping all these points in view, to establish synergy in totality it’s imperative that the 7th

factor of motivation alone can bring everyone under a

flag, a goal, a vision, but for that its extremely important to have the contents of vision appealing enough for the conscience, at collective level!

That’s also the basic proposition of any revolution, i.e. the most extreme exhibit of mutual cooperation, unity, collective earth shattering struggle,

and sacrifice for a spiritually or universal desired change or objective; let it be 1430 years (lunar) back when Islam flooded more than two third of

the world dry land, or let it be French revolution, or in Iranian revolution in 1979 when Shah was thrown out of the country, or most recently in

Nepal to for the establishment of democracy.

These examples are extreme and have a political dimension; however similar revolutionary patterns are visible in the business world where many

organizations have swept their rivals and continued to do so for many generations (see figure 4 for comparison), just because they operated on

similar principles. In such companies, the culture is not developed around the personality of the entrepreneur (for his pocket or profit) rather upon

certain ideals, and universally accepted principles and a vision greater than the organization (see box 1) itself.

“In Grameen Bank, the people’s needs and their

welfare is not a sideline, it comes first and foremost. All

the rest is merely a means to advance our foal of

transforming the lives of our borrowers and their

dependants. Our success is measured not by bad debt

figures or repayment rates – though we need to keep

these records for the internal records of the bank – but

by whether the miserable and difficult lives of our

borrowers have become less miserable less difficult.”

From the book “The Banker to the Poor”, page 119

by Muhammad Yunus winner the Noble Piece prize

In Grameen Bank, the people’s needs and their welfare is not a sideline, it comes first and foremost. All the rest is merely a means to advance our

foal of transforming the lives of our borrowers and their dependants. Our success is measured not by bad debt figures or repayment rates – though

we need to keep these records for the internal records of the bank – but by whether the miserable and difficult lives of our borrowers have

become less miserable less difficult. Muhammad Yunus in his book “The Banker to the Poor”, page 119

The vision grows bigger than the organization when it’s about achieving something more important than the survival of the organization itself.

Generically speaking the constituents of this vision should be the benefit and contribution to the humanity, the nation, or the community, the

profit is indeed a byproduct and only treated as a need for survival, a means to achieve the vision.

Such visions are global; they cannot be achieved in totality, though paradoxically inspiring unbeatable and untiring action. They provide direction

for the processes and an everlasting inspiration and energy for execution. The motivating energy felt by the individuals is the feature of their work,

their activities (as Jim Collins proclaims in his book “Good to Great”), tasks or standard operating procedures designed around the organizational

vision, naturally shifting their inclination toward process end of the spectrum.

FAULT AVERSIVE MINDSET VIA PROCESS ORIENTATION Broadly there are two dimensions where the fault may exist. One is the ‘Process Design’ which might be incapable to handle all contingencies

(assuming the individual to be honest); and the 2nd would be the individual himself whose slackness (procrastination, personal agenda, negligence

etc) might lead to failure. It’s always easy to point the gun at the individual and make him the escape goat; this might help drain your anger (fear of

losing) if you are the boss, it’s easy, quick and relaxing for you, however this seldom stops the reoccurrence of failure.

Please keep one thing in mind: “Solutions eliminates the effects but doesn’t solve the problem, digging down and eliminating the root cause

actually solves the problem and its reoccurrence”. It’s assumed while scolding an individual (directly or indirectly), that he/she was at fault, and

would be careful next time. Mission accomplished?

Jim Collins and Toyota recommends a '5 why' approach, which takes a little time (like homeopathic) though is effective as it digs to the bottom

and drills out the actual root cause thus allow real problem solving, not superficial. (See Appendix C)

Digging down for the problems, always reveals that it’s the process which requires correction to avoid future occurrence. Let it be the SOP, or

FMEA (Failure Mode and Effect Analysis) or let it be the motivators, or may be training procedures, or even recruitment methodologies or the

culture probably which is not in sync with the mindset of the individual.

All of these are post failure activities, more reactive then proactive, they will dig down and nip the problem from the bud, after the fault has

materialized. However there still can be a classically proactive approach which is about creating a culture which is self correcting, growth fostering,

change loving, enriched with creativity and having a capacity of enrich and enlighten its stakeholders, all at the same time.

Digging Down In History Looking around and back in history we find a culture which exhibits similar characteristics. The story begins exactly 1430 (lunar) years back when

a group of enlightened individuals pledged to abide and establish the rule of truth i.e. the rule of the Creator. Some resisted them; many gained

inspiration and joined the group which was lead by a person whom we know by the name of Mohammad (PBUH).

This culture, society, an adobe of exponential development, stretching over a period of more than 700 years, spreading over two third of dry

land, when analyzed from any angle, exhibits ‘benchmark setting examples’ in every walk of life, let it be political, military, business, economics,

justice, family, personal development, psychological or most significantly spiritual.

Affixing with the context, if we analyze the extent to which process orientation was a part of this culture, we see clear and vivid examples

reinforcing the idea that indeed process orientation has been the key channel (we may say) for flooding the society with prosperity, growth and

tranquility for everyone within, i.e. Muslims and non-Muslims indeed.

If this revolution would have been fueled by the tangible result i.e. the first four factors from Maslow’s model, then Companions of Prophet

(PBUH) would have been rather driven by the materialistic needs (see figure 1), but that’s not what we see among the first few companions of the

Prophet Mohammad! Instead we see a complete sacrifice at first four levels and outsourcing to the only Provider, Allah SWT.

“And whoever places his trust in Allah, He is sufficient for him.” Surah At-Talaq: verse 3”, “And whoever fears Allah, for him Allah brings forth

a way out, and gives him provision (rizq) from where he does not even imagine…” Surah At-Talaq: verse 2 ~ 3.

The focus was on the need to learn and to satisfy the conscience by accomplishing an agenda more important to them then their own lives and

their family. It was the spiritual satisfaction extracted right from the struggle and sacrifice (Love is Sacrifice: From M. Scott Peck’s book ‘The Road

Less Travelled, page 99) for the love of Allah and His Messenger,

for the message that brought growth in all facet (visible and

hidden) of life.

The Holy Quran in Surah Ra’d verse 28 and 29: "Those who

believe, and whose hearts find satisfaction in the remembrance

of Allah. For without doubt in the remembrance of Allah do

hearts find satisfaction. For those who believe and work

righteousness, is (every) blessedness, and a beautiful place of

(final) return."

The revolution brought by the team of rightly guided individuals

(Sahabas) and their leader (Prophet Mohammad PBUH), was the

most drastic one, ever witnessed. We know that fear is the

greatest barrier in social change, but we see no fear of losing any

worldly gains, in fact there was sheer joy and delight, as their

My choice of Muhammad to lead the list of the world's most influential

persons may surprise some readers and may be questioned by others, but

he was the only man in history who was supremely successful on both the

religious and secular levels." (M.H. Hart, The 100: A Ranking Of The Most

Influential Persons In History, New York, 1978, p. 33)

"If any religion had the chance of ruling over England, nay Europe

within the next hundred years, it could be Islam." I have always held the

religion of Muhammad in high estimation because of its wonderful

vitality. It is the only religion, which appears to me to possess that

assimilating capacity to the changing phase of existence, which can make

itself appeal to every age. I have studied him - the wonderful man and in

my opinion far from being an anti-Christ, he must be called the Savior of

Humanity." (Sir George Bernard Shaw in 'The Genuine Islam,' Vol. 1, No.

8, 1936.)

greatest possessions were things which cannot be stolen or destroyed.

Worldly gains were nowhere in their priority list, in fact the gains were psychological and spiritual in nature. Imperishable, eternal, and priceless;

extracted from the struggle (Jihad), efforts, i.e. from the process itself. Rizq (See The Holy Quran: 11:6, 13:26, 16:71), respect and esteem, Life itself

(2:258, 3:156, 7:158, 23:80), Happiness and Joy (6:17) all was (is) from Allah SWT for them, they had absolutely no fear of any loss or any lust for

more of any of these, their complete focus was on the learning and applying the instruction given to them in Quran by Allah SWT via Prophet

Mohammad (PBUH), their greatest motivation was the spiritual satisfaction brought by following the process instructed to them, their greatest

achievement was to see the culture taking shape according to the divine standards. Even death didn’t scare them as it was a window to another

dimension, infinitely better than the present one. These feelings eventually lubricated and catalytically enhanced the effectiveness and efficiency of

the change process.

Please note that the fundamental root cause of all inefficiencies, wastages, procrastinations, organizational resistance to change, politics, etc is

Fear! Lack of knowledge, skill, and experience also cause mistakes but it’s only once. If mistakes are repeated then its fear, that is blocking the

learning process. Fear of change, fear of expression, fear of humiliation, fear of not reaching sales targets, fear of facing an embarrassing situation

etc. As a natural instinct fear boost ego defensiveness, Fear creates a tunnel vision, it blocks thinking, it reduces empathy, it reduces synergy, and it

increases selfishness (see Box 4). Fear can be a motivator, when the task involves only a single individual, but that’s seldom in an organization.

Interaction and team work is the name of the game, and fear alone makes it difficult or even impossible for the team to get synergize.

However back then there were no personal conflicts as there weren’t any personal agendas, and no fear of losing on it, in fact there was only one

shared global agenda, One Supreme Vision and a mind-blowing passion to achieve it. Extreme synergy was observed, extreme utilization of human

potential was witnessed, and an extreme example and case study was developed for our inspiration, which we now consider as an extremely

successful example for cultural / social change or process reengineering.

The Psychological Dimensions of Accountability A sense of accountability always proves to be an effective deterrent for the prevention of crime. People generally restrain themselves from

crossing the limits when they know they will get caught. Within organization, there are systems of punishment which operate on similar rules.

There are acts which are punishable by law of the country, and there are acts which are desirable within organization like punctuality, meeting

project timelines or achieving a certain level of rejection rates during production. Every organization has a system of reward and punishment to

ensure the code and standards are followed.

The man made system of ensuring desirable code of conduct is never perfect. People know this and try to deceive the system for personal gains

whenever they get a chance, until and unless they are intrinsically motivated to follow the code, do what is right, and act as per universally

accepted principles and ethics (7th

factor of motivation, see figure 1). This intrinsic motivation depends upon the degree of satisfaction desired by

his or her conscience.

In addition to this the 2nd

most significant psychological deterrent is the belief in the concept of the Judgment Day. A Muslim is suppose to

believe that all deeds and misdeeds are being noted till the finest of details, down to the very thoughts and this detailed chronology of his actions

will be evaluated to decide his fate in the hereafter none other than by Allah SWT, Himself.

“It was We Who created man, and We know what dark suggestions his soul makes to him: for We are nearer to him than (his) jugular vein.

Behold, two (guardian angels) appointed to learn (his doings and note them), one sitting on the right and one on the left. Not a word does he

utter but there is a sentinel by him, ready (to note it) (Surah Qaf, 50:16-18)

“Then he who is given his book in his right hand, soon will his account be taken by an easy reckoning, and he will return to his people,

rejoicing! But he who is given his book behind his back, soon will he cry for perdition and he will enter a blazing fire. Truly he lived among his

people (in the world), rejoicing! Truly he thought that he would not have to return to Us! Nay, for his Lord was (ever) watchful of him!” (Surat al-

Inshiqaq, 84:7-15)

Ideally speaking this provide multiple thresholds (at endogenous and exogenous levels) for a Muslim which keeps him from violating the rules,

principles, code of conduct and standards (only if they are aligned with the divine rules and standards, though this seldom happens).

However today, reality is so far from the ideals that they seem utopian; 1430 years (lunar) back, it wasn’t so. Back then the level of belief in the

hereafter and related proceedings can be estimated from various reported incidents of people confessing for crimes even like fornication, they

requested punishment from authorities so that they are forgone from the punishment in the hereafter. This level of belief is a prerequisite

conditionality to qualify for Heaven. Everyone knows this, but to what extent our actions in our professional and personal lives are inspired from

this belief, is obvious for each one of us.

In a nut shell, the level of process orientation reduces or even eliminates the triggers to misdeeds. Further to ensure the traction, the concept of

accountability in the hereafter ensures complete adherence to the rules, principles or organizational standards (promised by each individual in his

appointment letter).

A Glimpse into the future: Project Venus Project Venus is staggering idea about designing and creating a culture around the concept of abundance (www.thevenusproject.com). Jacques

Fresco, a renowned industrial designer, is the person behind this startling concept. Mr. Fresco believes that it’s the scarcity and fear of it that is the

soul root cause of all the evils we see around. Scarcity brings the concept of haves and have-nots as the concept proclaims that there isn’t enough

for everyone to feed upon, thus starting and escalating a race of accruing and accumulating all resources which are assumed scarce, this

phenomenon is visible all around at local and global levels like in case of oil resources. According to Milton Friedman “Most economic fallacies

derive from the tendency to assume that there is a fixed pie, that one party can gain only at the expense of another”.

Mr. Fresco proclaims that the scarcity is designed and propagated for the profit motive alone; more scarcity means a higher price tag and more

profit. The human cost of profiteering exceeds to unimaginable levels when those in power withholds the resources even the basic necessities just

for the sake increase in their profit. More than 26,500 children die every day of hunger (www.globalissues.org) despite the fact there is 50% more

the amount of food required to feed the entire population of this planet.

“…there is more than enough food in the world to feed everyone—at least 1.5 times current demand”. … “We’re seeing more people hungry

and at greater numbers than before,” says World Hunger Program’s executive director Josette Sheeran, “There is food on the shelves but people

are priced out of the market.”

(From Eric Holt-Giménez and Loren Peabody, From Food Rebellions to Food Sovereignty: Urgent call to fix a broken food system, Institute for Food

and Development Policy, May 16, 2008)

According to Mr. Fresco there is a need to break the propaganda of scarcity and to establish a highly advanced society developed around the

concept of abundance. Extremely abundant resources such as air, sunlight, and water (in most countries) are absolutely free. Oil is also the

cheapest commodity in oil producing countries like Iran (Venus project rather depends upon renewable energy sources like wind, tidal, solar and

geothermal). Mr. Fresco advocates that it’s technically possible to produce all basic necessities in such abundance that there is absolutely no need

for anyone to buy anything ever. In this dream world people will work not to earn but to contribute in the maintenance and development of the

culture or society, to feed their creative apatite, to learn and further contribute to the society.

Looking at this concept in the context of goal and process oriented approach. Mr. Fresco is proposing to free the inhabitants of “Project Venus”

culture from the first four factors of motivation (figure 1). In fact His proposed culture incentivize the inhabitants through last 3 three factors of

motivation, which are again a direct extracts of the work, tasks, i.e. the process itself. In the context of this article, Mr. Fresco has proposed that via

shifting the orientation of the entire culture toward process orientation, almost all problems of humanity will be solved! And he does this through

proposing a culture build around the concept of mass abundance, i.e. its inhabitants will never have to worry about anything needed to live a

comfortable and happy life, rather they will worry about how to learn more, create more and help everyone around in an increasingly better way.

SETTING AND SUSTAINING OUR ORIENTATION Bringing oneself toward process orientation is more a matter of choice. Our inclinations are not hardwired rather they are a product of our

choices based on our perception of externalities i.e. events which have been delightful, unusual or even painful in nature. The greatest

misconception or misperception most people have that their fate is predetermined, i.e. they cannot choose to be in any different state of

existence. If that would have been the case then why Allah SWT would have held us accountable for our actions? The concept of accountability in

the hereafter is the greatest proof that our actions are our choice. And the result follows; right choice of action delivers favorable and flourishing

results and wrong choice of actions: vice versa. That’s the law of nature as designed by the Great Architect of the universe. The results are always

promised as proclaimed many times in the Holy Quran.

“Not equal are those believers who sit (at home) and receive no hurt, and those who strive and fight in the cause of Allah with their goods and

their persons. Allah hath granted a grade higher to those who strive and fight with their goods and persons than to those who sit (at home).

Unto all (in Faith) Hath Allah promised good: But those who strive and fight Hath He distinguished above those who sit (at home) by a special

reward,” (Surah Nisa, verse 95)

The choice of making a shift toward process orientation is totally ours. However making a choice is never easy until options are evaluated

thoroughly. As we have already seen that it’s the motivation that drives our choices, so we need to be motivated accordingly to change our

orientation. It’s important to understand that our actions are a function of our perception, believes, our understanding or of course our knowledge

of the relationship between our actions and its potential capacity to satisfy any of our need. Once we develop an understanding regarding the

capacity of an action to satisfy any our potential needs, we act. Whenever our perception is developed that an action will allow us to satisfy one of

our needs at the cost of another; confusion develops also called as cognitive dissonance. And also when we learn (or unlearn) that any of our action

will not bring ‘desired need satisfaction’; we stop or switch to alternates.

Cause and Effect, Understanding the Equations To change our orientation we need to identify primarily two things.

One, what needs we are prioritizing? This depends upon the degree of self awareness which is in fact a virtue according to Daniel Goleman (in his

book Emotional Intelligence, page 55) and Dr. Stephan R. Covey. (in almost all of his books). So we really need to be sure on our priorities (in terms

of our basic needs) otherwise, it will create greater confusion later on.

If we are really clear on this then let’s move to the 2nd

point, i.e., what’s the relationship of our actions holds with our needs? Since our

understanding of a relationship is derived from our observation of the world around us, based on natural laws like gravity, which relates cause and

effects in ‘direct or inverse proportions’ (more hard work means more food and less energy for leisure). Based on our limited capacity, we learn

these relationships and act accordingly, assuming (subconsciously) that our actions will reap expected results as laws of nature are constant for

everyone.

But the issue is, understanding of natural laws in totality is near to impossible as they are too complex, so we take shortcuts and choose to do

what most people do, or what most people prefer or recommend around us. And seldom challenge until we fail, i.e. we discover our needs are not

being met, and then try to learn the new dimension of causality (or relationships) or what went wrong?

Let’s take our financial needs as an example, encompassing our physiological, security needs and to some extent our esteem needs as well. It’s

imperative that in order to earn legally, we have to contribute something to the economy, otherwise our income would be unjustified; question is

regarding the quantity we get in return? Can we actually identify which factors are in direct or inverse relationship with the quantum of financial

net-inflows (Inflows – out flows = net inflows = disposable income)? What relationship do we see of our actions (i.e. our professional activities) with

the quantum of net-inflows? Can we assume that a connection occurs in between working harder with more or less inflows? Or with our education,

i.e. more education means more inflows, or may be our IQ or some other skill, or EQ probably? Or perhaps the selection of right kind of education,

firm, or may be the market where we start our own business? Or the city we live in?

The more we look around, the wider we see, the fact which promulgates again and again from our observation: there is no fix formula, or

proportions of ingredients, what so ever! The relationship is completely random; we can find plenty of examples around us. Although there is only

one obvious universal fact though, and that is persistence, which alone has the propensity of bringing sound results, but hardly ever mountains of

fortunes, but even in order to remain persistent, the question implies, would it be possible to remain persistent if the motivating force is derived

through first four factors stated in figure-1?

In order to be persistent we have to get our focus on the real satisfying and motivating factors which are learning, creativity and satisfaction of

our conscience. In other words we must be very clear about the factual equation of causality between persistence and success. Furthermore we

have to understand what is meant by success? Is it more wealth, more respect, a high profile job, sky rocketing standard of living? And if this is

what we called success then would we be able really persist in our work if we focus on money and the so called respect and esteem or status

attached to it?

The so called famous quote ‘money can’t buy happiness’ (Washington Post, Monday, July 3, 2006; Page A02; Science Confirms: You Really Can't

Buy Happiness) disagree just this. And it’s obvious, and widely accepted concept, but seldom practically applied. Furthermore being a Muslim it’s

also imperative for us to understand the true source of satisfaction i.e. mentioned in The Holy Quran in Surah Ra’d verse 28 and 29: "Those who

believe, and whose hearts find satisfaction in the remembrance of Allah. For without doubt in the remembrance of Allah do hearts find

satisfaction. For those who believe and work righteousness, is (every) blessedness, and a beautiful place of (final) return." And when we do, the

following eventually implies as well: “And whoever places his trust in Allah, He is sufficient for him.” (Surah At-Talaq: verse 3), “And whoever

fears Allah, for him Allah brings forth a way out, and gives him provision (rizq) from where he does

not even imagine…” (Surah At-Talaq: verse 2~3).

If that’s how our believes are aligned, then it’s obvious to conclude in the context of the discussion

that the focus should eventually be diverted away from the first four motivators and towards the

process, actions, deeds, tasks, efforts, struggle, performance and persistence of course when

inspired with the ultimate Vision of life; as that’s where true happiness and satisfaction resides. And

when we don’t persists, disaster strikes, as warned in Surah Al Asar: By (the Token of) Time (through

the ages). Verily Man is in loss. Except such as have Faith, and do righteous deeds, and (join

together) in the mutual teaching of Truth, and of Patience and Constancy. Further to keep us on

track, we have been foretold that our acts, deeds, behavior, conduct and struggle will be questioned

the final examination. Not the so called ingredient of success such as wealth, respect and esteem.

Messenger of Allah (PBUH) said, "Man's feet will not move on the Day of Resurrection before he

replies to 5 questions, he will be asked about his life, how did he consume it, his knowledge, what

did he do with it, his wealth, how did he earn it and how did he spend or dispose it , and about his

body, how did he wear it out.' (At- Tirmidhi)

APPENDIX: A

The Fear Trap The problem with fear as a motivator is that we human beings fall into a pattern where fear is the most common and most powerful motivator,

which means that too much of our thinking and choice-making becomes fear-based. This is, of course, perfectly excusable (yet not right) from the

perspective of humans evolving and learning. Primitive people learned that it was more important to keep vigilant for predators and enemies as

they hunted and gathered than it was to find the fattest deer or the plumpest berry. Those that were most vigilant for danger were those most

likely to survive to find food and reproduce. We’re wired as a species to have our danger-avoidance functions take precedence over our pleasure-

seeking functions (except in the area of sexuality, but that’s another newsletter, or perhaps another website). So the modern trap is that we are

vigilant for danger far more than we need to be in our safe, modern and relatively new environment. What are the effects of fear?

• We thoughtlessly kill new ideas (which look foreign, strange, and weird) rather than curiously trying to find the value in every idea.

• We avoid the difficult relationship-building conversation because it might go badly, rather than hoping for success or looking to learn

from potential failure.

• We restrain ourselves from speaking what we know to be true because our perspective might be challenged, rather than seeing the

challenge as a way of maturing or changing our perspective.

• What is not excusable in our contemporary world is to stay thoughtlessly stuck in the primitive patterns driven by fear of newness that

kept us alive in primitive times. It’s time to manage our thinking.

The anti-fear epidemic*

“THE lovely flowers MURDERER are in bloom again.” In print, the threatening word is obvious. But if you saw that sentence on television and the

word “murderer” appeared so quickly that you were not consciously aware of it, you would still feel a twinge of fear, as measured by brain

electrodes. This according to a study reported in the Proceedings of the National Academy of Sciences (via NewScientist, 5/21/2005). So what? This

means that our brains process words (and, likely, other stimuli) of which we’re not consciously aware, and to which we react instantaneously,

unconsciously. Does this make it harder to choose your reaction? Yep. Especially if you’re not paying attention to what you’re doing, seeing, or

feeling. This makes the challenge of being vigilant more difficult, and more important.

“Nothing in this world can take

the place of persistence. Talent

will not; nothing is more common

than unsuccessful people with

talent. Genius will not;

unrewarded genius is almost a

proverb. Education will not; the

world is full of educated derelicts.

Persistence and determination

alone are omnipotent. The slogan

“press on” has solved and always

will solve the problems of the

human race.” - Calvin Coolidge

“There’s a certain paradoxical psychology behind the pursuit of success: if you’re pursuing success for its own sake (for the reward, the promotion, the

fame), you’re less likely to succeed than if you’re pursuing something deeper, following a genuine passion, doing something you like (or even love). As

Dan puts it, ‘the more intrinsic motivation you have, the more likely you are to persist. The more you persist, the more likely you are to succeed.’”

From Persistence trumps talent….! by George Ambler (www.thepracticeofleadership.net)

“In the confrontation between the stream and the rock, the stream always wins - not through strength but by perseverance.”

H. Jackson Brown

• What might the world be like if we were able to consciously over

we had less fear and more curiosity?

• A significant reduction in conflicts caused by misunderstandings.

• The flow rate and frequency of productive ideas will significantly increase because of the willingness to share novel connect

via previously unconnected thoughts.

• Good ideas will be rapidly implemented, and bad ideas will be fixed or more rapidly discarded because we are able to have honest,

curious, problem solving conversations with each other.

• The long histories of conflict and multigenerational cycles of hate that make it hard for us

interrupted so that a new, more positive history emerges.

It’s time to be inoculated with the anti-fear virus.

(From http://www.creativity-portal.com/ Fear: The Great

APPENDIX: B

Spreading the Fire (of Passion) The greatest fallacy of bring in change is the assumption of initiating it globally.

the world”. Dr. Stephan R. Covey also said it so “Find your voice and inspire others to find their voice” (The 8

like a long term approach though an effective one. Jim Collins rather says “get the right people on

decide where to go”. A rather short term fix.

I would rather like to present a third approach which will add a catalytic effect to Dr. Stephen R Covey’s approach. This new

recently been presented by some of the scholars in their work. One of them is Malcom Gladwell and the other two are W. Chan Kim and Renee

Mauborgne. This approach can bring revolutionary social changes but as effectively brought by any successful evolutionary cha

Malcom Gladwell in his book “The Tipping point” describes how social transformations can be implemented at warp speed. He des

Tipping points are "the levels at which the momentum for change becomes unstoppable."Gladwell defines a tipping point

"the moment of critical mass, the threshold, the boiling point."

The book seeks to explain and describe enormous and

"mysterious" sociological changes that mark everyday life.

Gladwell describes the "three rules of epidemics" (or "

change") in the tipping points of epidemics.

The Law of the Few

"The success of any kind of social epidemic is heavily

dependent on the involvement of people with a particular and

rare set of social skills." Gladwell describes these people in the

following ways:

• Connectors are the people who "link us up with the

world ... people with a special gift for bringing the

world together."

• Mavens are "information specialists", or "people we

rely upon to connect us with new information." They

accumulate knowledge, especially about what’s best

and know how to share it with others.

• Salesmen are "persuaders", charismatic people with

powerful negotiation skills. They tend to have an

indefinable trait that goes beyond what they say, that makes others want to agree with them. W. Chan Kim and Renee Mauborgne

their book has described the same concept “Zoom in on Kingpins” which describes that p

should be highlighted in the social system, how are persuasive in nature and aligned with the principles held by the leaders.

The Stickiness Factor

It’s the specific content of a message that makes it memorable and has impact.

change. Often people resist when their focus is stuck on self interest

transform and its importance remains blur. The authors of The

outcome of change, the recipients of the message should be m

system (fear inculcates acceptance). Its stated in the book

disputable and uninspiring, but coming face to face with poor performance is shocking and inescapable, but actionable. This direct experience

exercises a disproportionate influence on tipping peoples cognitive hurdle fast. ”

Showing the worst reality to your superiors can also shift their mindset fast. A similar approach works to help sensitize superiors to a leader’s

needs fast. Yet few leaders exploit the power of this rapid wakeup call. Rather, they do the opposite. They try to garner sup

case that lacks urgency and emotional impetus. Or they try to put forth the most exemplary case of their operational excellence to garn

Although these alternatives may work, neither lends to tipping superiors cognitive hurdle am fast and stunningly as sh

What might the world be like if we were able to consciously over-ride unproductive fear patterns? What might happen in the world if

gnificant reduction in conflicts caused by misunderstandings.

The flow rate and frequency of productive ideas will significantly increase because of the willingness to share novel connect

idly implemented, and bad ideas will be fixed or more rapidly discarded because we are able to have honest,

curious, problem solving conversations with each other.

The long histories of conflict and multigenerational cycles of hate that make it hard for us to see positive in “the enemy” will be

interrupted so that a new, more positive history emerges.

Fear: The Great Innovation Killer; The longest running global pandemic

The greatest fallacy of bring in change is the assumption of initiating it globally. Mahatma Gandhi got it right “be the change you want to

the world”. Dr. Stephan R. Covey also said it so “Find your voice and inspire others to find their voice” (The 8th

Habit). However this seems more

like a long term approach though an effective one. Jim Collins rather says “get the right people on the bus (wrong people off the bus) and then

I would rather like to present a third approach which will add a catalytic effect to Dr. Stephen R Covey’s approach. This new

ted by some of the scholars in their work. One of them is Malcom Gladwell and the other two are W. Chan Kim and Renee

Mauborgne. This approach can bring revolutionary social changes but as effectively brought by any successful evolutionary cha

Malcom Gladwell in his book “The Tipping point” describes how social transformations can be implemented at warp speed. He des

Tipping points are "the levels at which the momentum for change becomes unstoppable."Gladwell defines a tipping point

"the moment of critical mass, the threshold, the boiling point."

The book seeks to explain and describe enormous and

"mysterious" sociological changes that mark everyday life.

ladwell describes the "three rules of epidemics" (or "agents of

"The success of any kind of social epidemic is heavily

dependent on the involvement of people with a particular and

Gladwell describes these people in the

Connectors are the people who "link us up with the

world ... people with a special gift for bringing the

Mavens are "information specialists", or "people we

rely upon to connect us with new information." They

what’s best,

Salesmen are "persuaders", charismatic people with

negotiation skills. They tend to have an

indefinable trait that goes beyond what they say, that makes others want to agree with them. W. Chan Kim and Renee Mauborgne

their book has described the same concept “Zoom in on Kingpins” which describes that people who are natural influencers and leaders


he specific content of a message that makes it memorable and has impact. The message for change can be contextualized with the need for

change. Often people resist when their focus is stuck on self interest. Biasness or fears hinders in their acceptance. Thus

transform and its importance remains blur. The authors of The Blue Ocean Strategy suggest that in order to shift the focus toward the need and

, the recipients of the message should be made to see or even experience the darkest ground reality that prevails in the present

(fear inculcates acceptance). Its stated in the book “Don’t let the top brass, middle brass or any brass hypothesize about reality numbers are

piring, but coming face to face with poor performance is shocking and inescapable, but actionable. This direct experience

exercises a disproportionate influence on tipping peoples cognitive hurdle fast. ”

also shift their mindset fast. A similar approach works to help sensitize superiors to a leader’s

needs fast. Yet few leaders exploit the power of this rapid wakeup call. Rather, they do the opposite. They try to garner sup

lacks urgency and emotional impetus. Or they try to put forth the most exemplary case of their operational excellence to garn

Although these alternatives may work, neither lends to tipping superiors cognitive hurdle am fast and stunningly as sh

Figure 5: From the book 'The Blu

ride unproductive fear patterns? What might happen in the world if

The flow rate and frequency of productive ideas will significantly increase because of the willingness to share novel connections made

idly implemented, and bad ideas will be fixed or more rapidly discarded because we are able to have honest,

to see positive in “the enemy” will be

Innovation Killer; The longest running global pandemic, By Bob Eckert)

got it right “be the change you want to see in

Habit). However this seems more

the bus (wrong people off the bus) and then

I would rather like to present a third approach which will add a catalytic effect to Dr. Stephen R Covey’s approach. This new approach has been

ted by some of the scholars in their work. One of them is Malcom Gladwell and the other two are W. Chan Kim and Renee

Mauborgne. This approach can bring revolutionary social changes but as effectively brought by any successful evolutionary change process.

Malcom Gladwell in his book “The Tipping point” describes how social transformations can be implemented at warp speed. He describes that

Tipping points are "the levels at which the momentum for change becomes unstoppable."Gladwell defines a tipping point as a sociological term,

indefinable trait that goes beyond what they say, that makes others want to agree with them. W. Chan Kim and Renee Mauborgne in

eople who are natural influencers and leaders


change can be contextualized with the need for

acceptance. Thus the focus on the need to

to shift the focus toward the need and

ade to see or even experience the darkest ground reality that prevails in the present

“Don’t let the top brass, middle brass or any brass hypothesize about reality numbers are

piring, but coming face to face with poor performance is shocking and inescapable, but actionable. This direct experience

also shift their mindset fast. A similar approach works to help sensitize superiors to a leader’s

needs fast. Yet few leaders exploit the power of this rapid wakeup call. Rather, they do the opposite. They try to garner support based on a numbers

lacks urgency and emotional impetus. Or they try to put forth the most exemplary case of their operational excellence to garner support.

Although these alternatives may work, neither lends to tipping superiors cognitive hurdle am fast and stunningly as showing the worst.

: From the book 'The Blue Ocean Strategy"

The Power of Context

Human behavior is sensitive to and strongly influenced by its environment. As Gladwell says, "Epidemics are sensitive to the conditions and

circumstances of the times and places in which they occur." For example, "zero tolerance" efforts to combat minor crimes such as fare-beating and

vandalism on the New York subway led to a decline in more violent crimes city-wide.

The contextualization or conditioning of the social environment has to tailor as per requirements. At the internal level the organization can be

made to cultivate the alignment process via making the environment conducive enough for every one via valuing their intellectual and emotional

needs.

“Emotionally, individuals seek recognition of their value, not as “labor,”“personnel,” or “human resources” but as human beings who are treated

with full respect and dignity and appreciated for their individual worth regardless of hierarchical level. Intellectually, individuals seek recognition

that their ideas are sought after and given thoughtful reflection, and that others think enough of their intelligence to explain their thinking to them.

Such frequently cited expressions in our interviews as “that goes for everyone I know” or “every person wants to feel” and constant references to

“people” and “human beings” reinforce the point that managers must see the nearly universal value of the intellectual and emotional recognition

that fair process conveys.”

APPENDIX C

How to Complete the ‘5 Whys’ Process 1. Write down the specific problem. Writing the issue helps you formalize the problem and describe it completely. It also helps a team focus on

the same problem.

2. Ask Why the problem happens and write the answer down below the problem.

3. If the answer you just provided doesn't identify the root cause of the problem that you wrote down in step 1, ask Why again and write that

answer down.

4. Loop back to step 3 until the team is in agreement that the problem's root cause is identified. Again, this may take fewer or more times than

five Whys.

5 Whys Example

Problem Statement: Customers are unhappy because they are being shipped products that don't meet their specifications.

1. Why are customers being shipped bad products? Because manufacturing built the products to a specification that is different from what

the customer and the sales person agreed to.

2. Why did manufacturing build the products to a different specification than that of sales? Because the sales person expedites work on the

shop floor by calling the head of manufacturing directly to begin work. An error happened when the specifications were being

communicated or written down.

3. Why does the sales person call the head of manufacturing directly to start work instead of following the procedure established in the

company? Because the "start work" form requires the sales director's approval before work can begin and slows the manufacturing

process (or stops it when the director is out of the office).

4. Why does the form contain an approval for the sales director? Because the sales director needs to be continually updated on sales for

discussions with the CEO.

In this case only four Whys were required to find out that a non-value added signature authority is helping to cause a process breakdown.

(http://www.isixsigma.com/library/content/c020610a.asp)

APPENDIX D

The Myth of Profit Seeking From the best seller book ‘Built to Last: successful habits of visionary companies’ by Jim Collins and Jerry I. Porras, page 8:

Myth 3: The most success full companies exists first and foremost to maximize profits

Reality: Contrary to business school doctrine, “Maximizing share holder wealth” or “profit maximization” has not been the dominant driving force

or primary objective through the history of the visionary companies. Pursue a cluster of objectives, of which making money is only one-and not

necessary the primary one. Yes they seek profits but they are equally guided core values and sense of purpose beyond just making money. Yet,

paradoxically, the visionary companies make more money than the more purely profit driven comparison companies.

Further on page 68, core ideologies of visionary companies is discussed some examples are as follows:

• 3M: “Our real business is solving problems”

• Ford: Products are the “end result of our efforts”; profits as a necessary means and measure of our success,

• Hewlett-Packard: To make technical contributions for the advancement and welfare of humanity. (“We exist as a corporation to make a

contribution”); profit and growth as a means to make all of the other values and objective possible).

• Merck: “We are in the business of preserving and improving human life. All of our actions must be measured by our success in achieving

this goal”

• Sony: To Experience the joy of advancing and applying technology for the benefir of the public; To elevate the Japanese culture and

national status.

APPENDIX E

Measuring Success “We are in the business of preserving and improving human life. All of our actions must be measured by our success in achieving this goal” This

is how Merck Corporation measures their success. We have already discussed about the significance of such goals and their propensity to incline

the organization toward process orientation. It’s obvious that such a goal connects the organizations with the society in a much more

comprehensive way. Support from the society becomes definite, eventuality the organization is bound to flourish. Such a vision also encompasses

the philosophy behind CSR (Corporate Social Responsibility) whose advocates declare CSR to be a competitive advantage (Porter, Michael; Mark

Kramer. "The Link Between Competitive Advantage and Corporate Social Responsibility" (PDF). Harvard Business Review).

Following are some examples of success determinates which needs to be tracked; each organization can develop systems to gauge the following:

Measuring Innovation

Success of the organization is a natural outcome of individuals succeeding in their role. And individual success primarily depends upon the efforts

they are putting in, their performance, and their persistence. We have already seen that persistence is only inspired by those motivators which are

extracted from the process, work content etc (figure 1). The 5th

and 7th

factor experienced by the individual alone; however 6th

factor that is

satisfaction of the creative appetite is always in the form of an output which takes the organization forward. Any creative act is an innovation, and

act of change i.e. initiative of on individual towards the improvement of the organization, i.e. a move taken by individual that takes the organization

toward the ultimate goal. This initiative further adds to individuals learning and satisfies his conscience if the organizational-goal also fulfills the

criteria defined above. A fruitful circle (anti-vicious circle) indeed! If so then that’s the individual’s success, and that’s exactly the thing needs to be

measured.

Measuring Cohesion

Organizational success is a cumulative effect of all individual successes, only possible when all success or initiatives are aligned toward the

common goal. Two thing contributes to this alignment, one is the understanding every individual have about the goal or vision of the organization,

and the other is be the sense of mutual understand, respect and interdependence which each individual posses. These two factors must also be

measured as well.

Measuring Honesty

Humans being makes mistakes, though seldom accept it. We have a tendency of hiding our faults. Hidden faults act like uncured illness if left

unnoticed, becomes chronic, or even cancerous. Thus cultivation of honesty among individual behavior is a vital. (Mistake is when violation of the

process, principles or regulation is unintentional; if it is are then it’s a crime, which needs to be punished as per the rules and regulations)

In process oriented organizations mistakes are learning points, so as for process oriented individuals, thus inclination of an organization from goal

toward process orientation gives individuals an opportunity to accept and suggest ramifications of their mistakes. However within a goal oriented

organization, a culture where mistakes are appreciated is not easy to cultivate; due to barrier like the fear of losing respect, privileges, and bonus

or in the worst case, the Job itself.

Realistically speaking our social fabric has been gradually being inclined toward goal orientation, mistakes are seldom accepted out of fear,

satisfaction of esteem and ego is the goal; this implies the need of educating or reconditioning of the individuals toward the opposite, which can be

done through repetitive conditioning of individuals through forgiving attitude, and appreciation for corrective actions taken.

It’s imperative to keep a track of acts of honesty or confession of mistakes, thus systems that measure the level of honesty and reward respective

employees is very important.

process oriented approach in the light of quranic philosophy

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