04 KM Spiritual Knowledge

8/16/2019 04 KM Spiritual Knowledge

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SPIRITUAL

KNOWLEDGE

Pro f.Dr.Dr. Dr.H.C. Con st antin B ratianuUNESCO Department for Bu siness Ad m inis t ra t ion

Facul ty of B us iness Ad minis t ra t ion

Buc hares t Univers i ty of Econom ic Studies



Kamakura

Highly su bject ive insigh ts , intui t ion s, and hu nch es are anintegral par t of k no wledge. Kn ow ledg e also em braces ideals ,values , and emotio ns as wel l as im ages and sy m bols

(Nonak a and Takeuc hi, 1995)



Triple helix of knowledge

• Cognitive knowledge – reflects our understanding aboutthe physical world we are living in. Science id the mainresult of creating rational knowledge.

• Emotional knowledge – reflects our understanding aboutour own body and its states of emotions and feelings.

• Spiritual knowledge – reflects our understanding aboutthe meaning of our existence. It goes beyond thetangibility of our external environment. It integrates atpersonal level possible questions concerning ourexistence: Who am I? Why I am here? Why do I die?What is after life?



Religion and Spirituality(Dalai Lama, 1999)

• Religion I take to be concerned with faith in theclaims of one faith tradition or another, an aspect ofwhich is the acceptance of some form of heaven ornirvana. Connected with this are religious teachingor dogma, ritual prayer and so on.

• Spirituality I take to be concerned with thosequalities of the human spirit – such as love andcompassion, patience, tolerance, forgiveness,contentment, a sense of responsibility, a sense ofharmony – which bring happiness to both self andothers.



Mahatma Gandhi1869- 1948



The age of discontinuity. (Dru ck er, P., Transac tio n Pub lish ers, Lo nd on , 2008, p.289)

Kn ow ledg e workers cannot be sat i s f ied w i thw ork that i s on ly l ivel ihoo d. Their asp i rat ion sand th eir v iew of th ems elves are tho se of the‘professional’ or ‘intellectual’. If they respectkn ow ledg e at a ll , they d em and that i tbecom es th e base for acco m pl i shm ent . For

th is reaso n, it i s cru cia l tha t kn ow ledg ew ork ers b e chal leng ed to ach ieve.



Survival needs

Safety and security needs

Belonging andsocial needs

Esteem

Self-actualization(Meaning)

AbrahamMaslow

Hierarchy ofneeds



Spiritual capital. Wealth we live by. (Zoh ar, D.& Marsh all , I., Berret-K oeh ler, San Francis co ,

2004, p.17)

Since Maslow’s work was done nearly half a centuryago, anthropologists, neuroscientists, andpsychologists have reached a far deeper

understanding of human nature and the origins ofour humanity.

We know today that human beings are by definitionsprimarily creatures of meaning and value (that is, of

self-actualization). We need a sense of meaning anddriving purpose in our lives. Without it we become illor we die.



Spiritual capital. Wealth we live by. (Zoh ar, D.& Marsh all , I., Berret-K oeh ler, San Francis co ,

2004, p.34)

• We must have a sensitivity to Plato’s famoust r iad of v alues : Goo dn ess , Truth , and B eauty.

• We m us t l ive our l ives as a vo cat ion , as acal ling to the service of th ese deepestvalues . To do that , w e m us t ac t f rom thehigher m ot ivat ions th at can dr ive hu m anbeh avior. This is a lon g -term pr oject ,requ i r ing tenac ity and com m itment .



Spiritual knowledgeand Business education

• Economics and business emphasize the importanceof self-interest and profit maximization.

• Adam Smith – The Wealth of Nations:“It is not from the benevolence of the butcher, thebrewer, or the baker, that we expect our dinner, butfrom their regard to their own interest ”

• Unfortunately, the business education makes itdifficult to differentiate between self-interest fromgreed .



Wang, L., Malhotra, D. & Murnigham, J.K. (2011),Economics education and greed, Academy of

Management Learning & Education, Vol.10, N0.4,

pp.643-660

Self-interest i s a m ot ivat ion, w idely presu m ed todr ive m os t econo m ic behavior, w hich a im s to

inc rease perso nal well-being .

Greed i s se l f -in teres t taken to su ch an ext rem ethat , based on p revai l ing so cia l no rm sregarding the effects of one’s behavior onoth ers , it m ay b e perceived as un acceptable orimmoral .



Peter Drucker , Management: Tasks, responsibilities, practices , Harper Business , 1993 (pp. 60-61)

An other conc lus ion i s th at a bu s iness canno t be def inedor expla ined in te rms of pro f i t . As ked w hat a bu s inessis, the typical businessman is likely to answer, ‘Anorg anizat ion to m ake a pro f i t . The typica l econ om is t i sl ikely to g ive the same answ er. This answ er i s no t o n lyfalse, it is irrelevant.

To kno w w hat a bu s iness i s w e have to s tart wi th i t spu rpose . It s pu rpos e m ust l ie in soc iety s inc e bu s inessenteprise is an o rgan o f soc iety. There is on ly on e val iddefin i tion o f bus iness purpo se : to c reate a cu s tom er



HowardGardner

Professor ofCognition and

EducationHarvard University



Gardner, H. (1983) Frames of the mind. The theory ofmultiple intelligences, New York, Basic Books.

• Linguistic intelligence• Logical-mathematical intelligence• Musical intelligence

• Spatial intelligence• Bodily-kinesthetic intelligence• Naturalist intelligence• Intrapersonal intelligence

• Interpersonal intelligence• Existential intelligence



Danah Zohar

Physicist,Philosopher and

Management thoughtleader



Spiritual Intelligence

• Spiritual intelligence is the intelligence with wich weaccess our deepest meanings, values, purposes,and highest motivations.

• Spiritual intelligence is our moral intelligence, givingus an innate ability to distinguish right from wrong. Itis the intelligence with which we exercise goodness,truth, beauty, and compassion in our lives.

• Spiritual intelligence , spiritual capital andsustainability are crucially linked.



Spiritual Leadership

• Spiritual leadership comprises the values, attitudes, andbehaviors that are necessary to intrinsically motivateone’s self and others so that they have a sense ofspiritual survival through calling and membership.

• That means to have a shared vision for all employees inorder to experience a calling for a meaningful work. Thisvision, when combined with a sense of mission of who

we are and what we do, establishes the organizationalculture with its system of values.



John P. Kotter , Leading change , Harvard Business SchoolPress, 1996, pp.67-84

Vision refers to a p ic ture of the fu ture wi th s om eimp l ic i t o r exp l ic i t com m entary o n w hy p eop lesh ou ld s t r iv e to c reate that futu re .

A g ood v i s ion has 3 main pu rposes :

- To sho w the d i rec t ion o f ac t ion

- To m otiv ate peop le for c hang e

- To a lign a l l forces and resou rces for change



John P. Kotter , Leading change , Harvard Business SchoolPress, 1996, pp.67-84

Character is t ics of an effect ive vis ion :• Imaginable : Conveys a picture of what the future will look

like.• Desirable: Appeals to the long-term interests of employees,

customers, stockholders, and others who have a stake inthe enterprise.

• Feasible: Comprise guidance in decision making.• Focused: Is clear enough to provide guidance in decision

making.• Flexible : Is general enough to allow individual initiatives.• Communicab le : Is easy to communicate and explained.



Toyota Company

• Our vision : Most respected and admired company

• Our mission : We deliver outstanding automotiveproducts and services to our customers, and enrichour community, partners and environment.

• Our four core values:- Customer first

- Respect for people- International focus- Continuous improvement and innovation



GENERAL MOTORS (GM)• Vision:

General Motors’ vision is to be the world leader int ransp or tant ion p rod ucts and re lated services ,earning its customer’ enthusiasm throughcont inuo us imp rovement d r iven by the in tegr i ty,

team w ork and inn ovat ion of GM people• GM has def ined 6 core values:

1 .Custom er enthus iasm2.Integri ty & acco un tabi l i ty

3.Teamwork4.Innovat ion

5.Cont inuous imp rovement6.Ind ividu al respect and respo ns abi l i ty



Timken Company

We are dedicated to improving our customer’sperformance by app ly ing o ur kn ow ledge o f f r i c t ionm anagement and p ow er t rans m iss ion to de liverun paral led va lue and inno vat ion a ll a round theworld .

TIMKEN: Where yo u tu rn

Our f r i c t ion m anagem ent and pow er t ransm iss ion products are found wherever machines turn…fromindu s t r ial equipm ent and prec is ion ins t rum enta t ionto h ous ehold appl iances and vehic les .



The Mission

• The mission of an organization represents its reasonof being and creating value for consumers andsociety.

• The mission integrates the fundamental law of theorganization and clarifies its vision.

• The vision focuses on the internal image of theorganization, while the mission focuses on theexternal image of the organization.



Stanford UniversityGraduate School of Business

Our mission is to create ideas that deepen and advanceour understanding of management and with those ideasto develop, innovate, principled, and insightful leaderswho change the world.

Our values provide the context within which the schoolstrives for excellence:- Engage intellectually- Strive for something great- Respect others- Act with integrity- Own your actions



Examples of missions

• Mission for Maytag Company:Im prov em ent of q ual ity of l i fe of c i t izens hou seholdsby des igning , execu t ing and s a le of the bes t hom eappl iances in the w or ld .

• Mission for the Electricity Company of Seattle City inWashington state:To be the p r ivate m unic ipal com pany m os t foc usedon cus tom ers , the mo st c om pet i tive , eff ic ient ,inno vat ive and envi ronm enta l ly resp ons ib le, in theU.S.A.



Coca-Cola Company (II)

Values:• Leadership: The courage to shape a better future .• Passion: Committed in heart and mind .

• Integrity: Be real.• Accountability: If it is to be, it’s up to me. • Collaboration: Leverage collective genius .• Innovation: Seek, imagine, create, delight .• Quality: What we do, we do well .



NegativeValues

PositiveValues

Antimanagement

Non-performance

Performance

Management



Corporate Social Responsibility (CSR)

• At the core of CSR is the idea that it reflects the socialimperatives and the social consequences of businesssuccess.

• CSR empirically consists of clearly articulated andcommunicated policies and practices of corporationsthat reflect business responsibility for some of widersocietal goods.

• CSR means a clear cut difference between a strategy ofprofit maximization and doing business for people .



Mathieu RicardA French Buddhist Monk



Happiness

• Cul tivat ing love and co m pass ion i s aw in-win s i tuat ion . Perso n al exp erienc esh ow s th at they are m ost po s i t ive of al lm en tal s tates and cr eate a deep sens eof fu l f ilm ent and w ho lesom eness .



Thank yo u fo r yo ur

i !

04 KM Spiritual Knowledge

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