Everything does pass, and we can endure and we can survive!! – Rahul Dravid
The next facet, we will see, is that of Leader’s Role in Learning culture. A Leader should be interested in creating a learning culture in the Organisation. Such a Learning Culture is independent of one’s generic or intellectual attributes. A leader should be able to nurture and nourish an environment, conducive to sustained learning. Krishna says “whatever a great leader does, it is imitated by others, what he demonstrates by the actions, that alone people follow.
YADHYADAACARATI SRESHTAHA TATTA DEVOTARO JANAHA /
SA YAT PRAMAANAM KURUTEI LOKAS TADANUVARTATE //
Peter Senge argues that “The impact of Managers understanding of mental models is profound”46. Most report that they see for the first time in their life that all we ever have are assumptions, never ‘truths’, that we always see’ the world through our mental models and that the mental models are always incomplete and chronically non-systematic. By systematic learning people can understand the fact that they live in a world of assumptions, not truth.
Upanishad describes this beautifully. Svetakethu comes back to his father after 12 long years of study, full of conceit that he has learnt the truth.
SAHA DVAADASA VARSHA UPETYA CATURVIMSATI VARSHAHA
MAHAA ANOOCA NAAMAANI STABDHA EYAAYA//
Noticing his arrogant attitude, his father Uddalaka takes him through a methodical teaching routine as described in management theories and makes him realize the Truth. The affirmative statements “You are that” – ‘TATVAMASI’ also tells us the method by which we can overcome the basic problem of learning, It is human being’s defensive routine to protect themselves against the pain of learning that denies ascertainment of truth. Swetakethu, through 12 years of learning developed the “skilled incompetence”. He has equipped himself with what Mundaka Upanishad calls as Apara Vidya. He feels that he has reached the highest achievement in his field (MAHAAMANAHA) and has a high notion of himself and his scholastic attainments (ANOOCHANAAMANI). He is deluded into conceit (STABDAHA). Thus he has fortified himself against acquiring any further knowledge. He does not realise that he is yet to start learning the science of the spirit for which the absolute humility is a sine-quo-non. On the other hand, he has developed exactly the opposite state of mind, which effectively stops all acquisition of further knowledge. Knowledge flows from higher level to lower level; that means that the student should have a humble attitude and conceit comes in the way of developing the Learning curve of a person. The learned Uddalaka Aruni throws a question to the conceited son.
YENA ASRUTAM SRUTAM BHAVATI AMATAM MATAM AVIGNATAM
“Have you learnt that by which everything strange becomes familiar. Everything that is not thought of becomes clear and everything not conceived by knowledge is comprehended!”. A stunned Swetakethu wonders whether such knowledge can exist. Then Aruni explains the Truth in great detail in the most natural dialogic method.
Abstract | Introduction | Important Heritage Texts | Organizational concepts in Indian Heritage | Conceptual Model of Management | Governance and Administration | Governance and Administration in Tamil Sangam Heritage | Duties of a ruler as in Tamil Heritage Text | Fiscal Administration in Tamil Heritage Texts | SWOT Analysis | Knowledge Management | The learning of attitudes | Leader’s role in learning culture | Learning Models | The need for holistic knowledge | Conclusion | References