GENERATING
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GENERATING
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Having a New End for each person's life on Earth, its fulfillment, in mind rather than simply society's survival, it become a matter of redesigning existing c3-organizations in view of C3-lifefulfilling platforms. George W. Bush's New War can actually be seen as getting rid of the past table-meeting led terrorist conspiracies towards warlord type pre-societies to fully liberated global organizations. In such organizations the hope is
But usually some people leave companies enhanced this way in the wake of the process, seeking more or less creatively demanding work. Specifically after witnessing the results of such a transformation, John Akehurst, Woodside's chief executive, confessed: "I personally recognized that despite my best intentions, the way I behaved in the pursuit of business success was often creating stress in the workplace rather than building trust and empowerment." These are the New War attempts by companies to move on to new psychological ground. As well as pay cheques and mental stimulation, they are now trying - perhaps clumsily - to offer grander collective things for all, and personally relevant, meaning, purpose and identity within the scope of the employment relationship. This can go as far as having a corporate chaplain to talk to people at all levels, check on how various corporate vision and mission statements - which are believed to "border on the spiritual" and compare with what is happening in employees' lives. And that with an impact, say with an annual report, to senior management so that people are enhanced and grown by their work. Thus people are increasingly hoping to align their personal values with corporate ones and want to feel a deeper sense of motivation than has previously been understood in business. Many then admit they have felt violated by corporate c3-policy in the past and are looking for more integrity in themselves, in how workers are treated and how profits are used. Business begin to talk about what truly motivates people. In the World Bank it started with employees' lobbying power. Two years earlier, a loose coalition of staff began meeting under the banner of the Spiritual Unfoldment Society (SUS). Initially, the SUS comprised a few friends who convened to chew over the early drafts of a book one of them was writing that would later evolve into the influential Liberating the Corporate Soul: Building a Visionary Organisation by Richard Barrett. Butterworth-Heinemann, 1998 [BACK#0]
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