Photo Above by Richard Rutter. Photo Below by Lee Chisholm.
The Master doesn’t talk, he acts. When his work is done, the people say, “Amazing, we did it all by ourselves!” - Tao Te Ching, verse 17, Mitchell Translation.
At work, I’ve been trying to foster people-management skills within myself to further my career and in preparation to go into ministry. Too often I’ve heard that being a minister for a Unitarian Universalist Congregation is like herding cats, so I figured management-skills would be an important asset. What I’ve found interesting, though, is how much management philosophy has in common with my spiritual philosophy.
A great deal of emphasis is placed on achieving success through indirect means. For example, although managers have power and privilege above that of a normal employee, the point of those benefits is not to enjoy them for yourself, but to use them in accomplishing your job. The training material that I’ve read suggests using that power and privilege to reward employees and ensure they have the tools needed to succeed.
For those who’ve never been in a position of management before, it is quite a paradigm shift. Instead of doing something as a means to accomplishing an end, you are influencing people as a means to accomplish an end. Each manager is given the authority to make demands, force results, and discipline employees, but the power that a manager has isn’t derived from using his authority - rather it is from having the authority yet not using it that he is able to get things done. It is through mutual trust, respect, and communication that a manager achieves results.
What is perhaps even more interesting is how a manager finds job satisfaction in the achievement of others. They are like engine grease; it is their job to make sure all of the parts are running smoothly and aren’t causing friction. A manager knows he has done a good job when he is no longer needed to get the job done. It requires a sense of the larger picture - a manager needs to be able to see how all the parts of the business fit together.
How are these thinks like spirituality? The same panoramic understanding of business, when applied to life, helps us see our place in the grand scheme of things. We know that we are but a small part of a whole, greater than the sum of its parts. Power is not within money or fame, but in the trust and respect of others. People are the ultimate power source; they create authority. The trick is to understand that power and authority is most effective when given back to that source of power and authority. Using the trust people place within you against the better interests of those people results in diminished respect… diminished authority.
The lessons are clear - pay attention, respect and be respected, do good unto each other. Moral teaching of the great religions have found a home within effective management philosophy. Of course, that doesn’t mean that learning how to manage people is easy. Then again, neither is religion.
written by John \\ tags: Career, Lessons, Life, Religion, Spirituality, Work









Sometimes that is all we see when it comes to education. We must be willing to pass on more than technical knowledge because that is nothing more than the bare minimum. Companies and politicians have pushed this paradigm of education that best fits the agenda of economic progress while ignoring other aspects of education.
Ironically enough, the reason why we are so divided in our goals is because we are so easily led. If each individual was educated to think for themselves and question leadership, I strongly believe we could confront the moral and ethical issues in a mature and productive manner. Because there are so many people vying for power, and so few people willing to seriously question those in control, what we end up with is childish name calling at best and needless violence at the very worse.
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. Objectivity in this sense is not possible. Subjectivity in the sense of “what is can be whatever I make it” is just silly. However, seeing that my experience and action is affected by my past experience, my current thoughts, beliefs and feelings is entirely verifiable.
before the days of caller ID.) He would do this consistently and reliably. This I find personally convincing. Could it be replicated in a lab, perhaps. Could it be replicated by others randomly chosen? Almost certainly not. But this doesn’t make it less convincing to me.
One of the things that some of the more hard-core atheists pride themselves on is being firmly placed in reality. The argument is that because theists choose to believe in something not verifiable by modern science, they are delusional. A delusional person is not in touch with reality. There are atheists who use this as a reason to argue that they are superior to theists. If by reality they mean “only that which is verifiable by modern science,” it would seem that they are correct. However, reality is more than just what is observable.
Science attempts to utilize one of the broadest paradigm possible by including only those ideas which can be tested and verified by a community of peers. However, this is still a paradigm, as it is limited to the scope of our ability to perceive the physical world, and does not include those phenomena that are immeasurable. One day science may progress so far as to be able to measure and understand even those phenomena which are currently outside its paradigm. However, to reject the fundamental reality of those things which remain untestable simply due to one paradigm’s limitations is short sighted.
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Inconsistency in the texts of major religions are actually beneficial in that they challenge each individual to think beyond the text. However, the mechanism for unity is so strong in institutions, that these inconsistencies are overlooked, glossed over, or justified with poor reasoning. In contrast, when faced with someone else’s religion, members of these organizations cannot help seeing contradictions and flaws in reason. Truth be told, institutions train its members to see nothing but the problems inherent in other views while blinding them to the problems within their own.