Since I began writing these articles, I have posted numerous discussions on various aspects of consciousness, conflict, truth, and resolution. As it turns out, those particular discussions were often drawn from an autobiographical book that I was writing, The Courageous Mosaic: Awakening Society, Systems, and Souls.
Most, if not all, mind/body/spirit modalities (such as meditation, mind/body awareness, energetic fields, Network Spinal Analysis [NSA], energetic healing, spiritual journeys to wholeness, etc.) are designed for separate individuals — not large organizations. As a result, even if members individually participate in such consciousness-expanding experiences on their own, there’s little encouragement (or even awareness) by an organization’s leaders (including the informal culture and formal reward system) to bring that greater consciousness directly into the workplace to improve performance and satisfaction. Maybe individuals benefit from raising their own consciousness and maybe their closest relationships (and families) benefit as well. But workplaces and organizations as a whole seem to proceed with “business as usual,” even though these consciousness-expanding modalities can greatly enhance (and focus) members’ commitment, engagement, creativity, and passion on the job.
We have experienced (and perhaps conducted) all sorts of conventional, mainstream training programs on conflict management, leadership behavior, critical thinking, personality types, communication styles, problem solving approaches, teamwork, culture change, and other “well-accepted” topics. But what about these topics: self-aware consciousness, ego development, somatic (body) awareness, mindful meditation, gathering and focusing energy fields, mindful yoga to release tensions and stress in the workplace, and spiritual discussions to explore each person’s unique calling and how his/her team can thus provide a suitable outlet for deep-felt ego passions as well as members’ soul’s purpose?
In the history of managing human resources, we initially only considered employees as “hands for hire.” Then we gradually got to see their social needs and the social/motivational fabric at work. Next, we marveled at employees’ cognitive ability and their capacity to process and use information. I am convinced that the next phase for managing human resources is to make use of all the person…mind, body, soul, and spirit…to bring the whole person into the workplace. We thus have the opportunity to enhance consciousness in ourselves and our organizations.