Managing VUCA Through Integrative Self Management 1st Edition by Sharda Nandram, Puneet Bindlish ISBN 3319522310 9783319522319

Part I: Swadharma: Self-Righteousness: Towards Intrinsic Guidance by Our Inner Life

• Introduction to VUCA

• 1. Understanding VUCA

• 2. Integrative Self-Management as a Way Forward

• 3. Structure of the Book

  • 3.1 Part 1: Swadharma

  • 3.2 Part 2: Swavalamban

  • 3.3 Part 3: Swaraaj

  • 3.4 Part 4: Integrative-ness

• References

Spiritual Discernment as a Method of Judgment

• 1. The Nature and Practice of Spiritual Discernment

• 2. Hannah Arendt’s Discovery of Judgment as a Separate Faculty of the Mind

• 3. Difference Between Reasoning and Judging

• 4. The Role of Taste, Imagination, and Feelings

• 5. How to Validate Our Feelings of Taste?

• 6. From Arendt’s Theory of Judgment to a Spiritual-Based Practice of Leadership

• 7. Leader as Facilitator of Good Judgment: Story of Oticon

• 8. Conclusion

• References

Perspectives of Saint John Chrysostom for the VUCA World

• 1. Introduction

• 2. Why Chrysostom’s Work Is Pertinent for a Mindfulness-VUCA Analysis?

• 3. The Integrative Mindfulness Program

  • 3.1 An Anthropological Anchorage

  • 3.2 A First Step: Get Lucidity: New Vision

  • 3.3 A Second Step: Get Discernment by Identifying Virtues and Passions in Management

    • 3.3.1 Example of Natural Passion: Anger

    • 3.3.2 Example of a Non-Natural Passion: Greed

  • 3.4 A Third Step: Get Wisdom by Practice and Exercises: The Nepsis Manager

• 4. Conclusions

• References

Making Sense of Organizational Change in Times of Dynamic Complexity

• 1. Introduction

• 2. The Dominant Logic of Change Managerialism

• 3. Case Illustration: ServiceCo

  • 3.1 Research Design

  • 3.2 Empirical Context

• 4. Enacting Change Managerialism

  • 4.1 Instrumental Rationality

    • 4.1.1 Categorization, Uniformity, and Standardization

    • 4.1.2 Assumption of Fixed Reality/Stability

    • 4.1.3 Assumption of Homogeneity

    • 4.1.4 McDonaldization

  • 4.2 Grandiose Change Discourse

    • 4.2.1 ‘Professional’ Discourse

    • 4.2.2 Discursive Amplification of Change

    • 4.2.3 Repackaging of Emptiness

    • 4.2.4 Reduction of Complexity to Simplicity

    • 4.2.5 Crisis and Market Pressure Rhetoric

• 5. Impact of Change Managerialism on Sense-Making Micro-Processes

  • 5.1 Colonization of Lifeworld

  • 5.2 De-familiarization

  • 5.3 Discursive Disconnection

  • 5.4 Suppression of Reflexive Capabilities

• 6. Conclusion: The Role of Reflexivity in a VUCA Context

• References

Living and Leading in a VUCA World: Response-Ability and People of Faith

• 1. Introduction

• 2. Globalization and the VUCA World

• 3. Religion: A Source of Grievances or the Power to Heal?

• 4. Living and Leading in the VUCA World: Unity in Diversity

• 5. Paradox and Contradictions: The Seedbed for Engaging in the VUCA World?

• 6. Management Education as a Catalyst for Transformation

• 7. Conclusion

• References

Maintaining ‘Respect for Spirituality’ in a Secular Work Environment

• 1. Introduction

  • 1.1 Issues of Intersectionality

  • 1.2 ‘Mind the Gap’: Spirituality Teachings, Implications, and Ensuing Questions

  • 1.3 Spirituality as a Human Perspective and Reasons for Gaps in the Literature

  • 1.4 Overview of Chapter and Introduction Summary

• 2. Literature Review

  • 2.1 Intersectionality and Self-Righteousness

  • 2.2 Spirituality: A Historical Perspective and Further Debates

  • 2.3 Spirituality Definitions

  • 2.4 Common Discussion Themes in Spirituality

• 3. Methodology

  • 3.1 A Narrative Research Approach

  • 3.2 Research Design and Procedure

  • 3.3 Case Context: The Research Subject

  • 3.4 Data Collection: Research Methods, Instruments

    • 3.4.1 Story-Telling

    • 3.4.2 Observation

• 4. Data Analysis

• 5. Findings

  • 5.1 Career Sector: Roles and Responsibilities

  • 5.2 Feelings

  • 5.3 Workplace Challenges

  • 5.4 Personal Values

  • 5.5 The Challenges Continue

  • 5.6 Emotions

  • 5.7 How Workplace Challenges Were Addressed

  • 5.8 Advantages and Disadvantages of Spirituality at Work

  • 5.9 Analyses of Findings

• 6. Concluding Discussions

  • 6.1 Exploring Intersectionality and Self-Righteousness: A Coping Mechanism

  • 6.2 Growing Interest Yet Limited Written Works Exist for Teaching Spirituality

  • 6.3 Recognizing the Importance of Spiritual Beliefs to Employee Well-Being

  • 6.4 Praying to Cope with Adversity

• 7. Recommendations: Theoretical and Practical Implications

• References

Part II: Swavalamban: Self-Reliance: From Sustainability to Self-Reliance

• Leadership in the Midst of Transition: Reflections on Self-Reliance, Responsibility, and Spirituality

  • 1. Introduction

  • 2. Transition Narratives

  • 3. Reflections

    • 3.1 Self-Reliance

    • 3.2 Responsibility

    • 3.3 Spirituality

  • 4. Conclusion

• References

Spirituality, Family, Socialization, and People (Soft) Skills Development for a VUCA World

• 1. Introduction: Why Talk About People Skills?

• 2. Method

• 3. Where Do People Skills Come From?

• 4. From Spiritual Beliefs, Through Family Life to People Skills and Achievements in the VUCA World

• 5. Conclusion: Family, People Skills, and Achievements in VUCA

• References

Thinking Inside the Box: Applying the Theory of Karma to Make Boundary Judgments in Systemic Intervention

• 1. Introduction

• 2. Action Research (AR)

• 3. Participatory Action Research (PAR)

• 4. Systemic Intervention

• 5. Dealing with Boundary Critique

• 6. The Theory of Karma

• 7. Examples of Systems Interventions

  • 7.1 Gandhi and the Indian Independence Movement

  • 7.2 Slavery and Bonded Labour Program

  • 7.3 ‘Karmayogi’ Sreedharan: Transforming Indian Transportation

• 8. Conclusions

• References

Rediscovering Transcendence Behind VUCA and Technology

• 1. Introduction

• 2. The Historical Context in Brief

• 3. Jaspers

  • 3.1 Volatility

  • 3.2 Ambiguity

  • 3.3 Complexity

  • 3.4 Uncertainty

• 4. Sloterdijk

  • 4.1 Ambiguity

  • 4.2 Volatility

  • 4.3 Uncertainty

  • 4.4 Complexity

• 5. Heidegger

  • 5.1 Volatility

  • 5.2 Uncertainty

  • 5.3 Complexity

  • 5.4 Ambiguity

• 6. Conclusion

• References

Part III: Swaraaj: Self-Freedom: Towards Meaningful Fulfillment of Life Purposes

• Karmic Leadership for a Mindful Existence

  • 1. Pure Existence in a Complex World

  • 2. 4Ps of Karmic Leadership: Towards a Conscious Reality of the World

    • 2.1 Purpose: Embrace the Ambiguity and Change

    • 2.2 Passion: ‘From Obsession for Results to Obsession for Excellence’

    • 2.3 Patience: ‘Remain Calm at the Eye of the Storm’

    • 2.4 People: Become a Responsible Leader

  • 3. Conclusion