Business to the Buddha

Tag: Why are we doing what are we doing?

  • Remember! We’ve to leave the elevator

    Sigmund Freud is one of the authorities on the interpretations of dreams. He wrote a very famous book “The Interpretation of Dreams”. One of his quotes is “Dreams are never concerned with trivia.” I rarely dream or perhaps I dream but forget them before I wake up. If we give some serious thoughts to our dreams, few can teach a lesson or two. The lesson that I learned from a recent dream was – “remember we’ve to leave the elevator”.

    My dream

    Remember! We've to leave the elevator

    Two weeks back I had a dream. This dream was a bit unusual. I was coming out of an elevator. I came out and saw a family – Husband, wife, and two of their children – one infant and one toddler waiting for the elevator. In this building, we had the provision of a room and kitchen for domestic help. This was a family of one such domestic help. I asked him – what happened Ram where are you going with so much luggage? He responded – we are going to our village. Due to Covid we are exhausted with our limited resources and have better chances in the village.

    I held the door of the elevator so that the family can get in. Ram kept luggage and his wife took the kids in. Before I could leave the door for them to proceed, I noticed, Ram was arranging his stuff in the small place as if he has to put his kids to sleep here.

    Before closing the door, out of curiosity, I asked him what are you doing? You will reach ground within a min or so, why are you arranging your stuff here as if you have to live here forever? Before Ram could answer this question, my sleep was interrupted; I woke up.

    Food for thought

    It was good food for thought. We keep on “arranging” things in life, parents ask children to “settle down”. Settling down is a euphemism in India for getting married and having a family. American research suggested that 1 in 8 Americans die in their sleep. We are unsure of waking up the next morning but we prepare life long to arrange things and settling. On a lighter note, “we are very optimistic, to be in the other 7”.

    My point is, instead of being satisfied, which is here and now, and worth earning we become feverish and keep on running endlessly. In some cases, rather than being feverish, some activities become necessary because of other entanglements. It is complex to understand my previous sentence, so to understand the point I am making read this story of the entanglement of a Langot (undergarment).

    Remember! We’ve to leave the elevator

    We must pause and introspect some time. I had written about introspection about a decade back with this question – Why are you doing what are you doing? We must strive for goals and ambitions. At the same time, we must be mindful too. The point is, we must live life to the fullest, enjoy it, and make it comfortable for ourselves and those around us. After all this, we must remember – we are not going to stay here forever – we have to leave the elevator some time – however beautiful it is. The Ram within woke up to say – Ram, you have to leave the elevator sooner or later so watch your actions.

    Image source – https://charterelevator.com/modernization/modernize-you-cab-image/

  • Fruit will arrive in its season…







    We talk about long term sustainability, but want to gain in short term. Shareholders want quick dividends as well as long term performance of the company. If reserves and surplus (R&S) are given in dividends where would company get money for growth. In such cases our actions and desires conflict. I initially thought about the Japanese currency crises in similar fashion (common cause Vs individual gain). Though later Prof Mankad told me that the reason of the appreciation of Japanese Yen could be the computer triggered buying/selling, the way people put stop loss trigger in share trading.

    In operations, different departments try to optimize their performance, what happens to the overall performance? It is synergy that matters rather than the individual performance. Thats where ‘Theory of Constraints’ plays an important role to achieve global optimum against the local optimum.

    I was thinking about the same for some time in a different fashion. What is long term goal of an organization and an individual? How do both the goals meet and how to build synergy between individual’s aspirations and organizations perpetuity? Why did the question arise at the first place? A branding expert told us that marketing managers want to start new brand building exercise (to gain in short term for writing on their resume – ‘I started this initiative’) and move to next level. New manager comes he/she too does the same. Short term gains are there for the marketing manager; yet for long term the brand is diluted perhaps no one knows what would the brand stand for in future. I believe, Sataym fiasco started similarly – to show the investors that Satyam is growing, numbers were made up.

    Effectively, the question to ask is – how many times we look at the bigger picture? The question goes back to Why are we doing what are we doing? I recall Prof Lopez digging deeper and probing us to the fundamental reasons and the importance of asking right questions. Where does the bug stop?

    In school we learnt couplets (termed as Doha in Hindi) of a mystic Kabir, one of them was –
    धीरे धीरे रे मना धीरे सब कुछ होय
    पानी सीचे रे घणा ऋतू आये फल होय
    Literal translation (courtesy) of the same is –
    O mind! everything happens at its own pace, slowly
    Gardner may water a hundred buckets, fruit arrives only in its season.

    I am hopeful that some day those questions would be answered and we individually and collectively would balance between the long term Vs the short term perspective. there would not be much (if not any) of opportunism. We as human beings will evolve. I am optimist, “…fruit will arrive in its season…” and we are nearing the season.