Maharishi’s Maharishi’s Theory of Management
Maharishi Mahesh Yogi’s Natural Law Based Management: A Review of Theory and Research
Dennis P. Heaton, Ed.D. Maharishi University of Management Fairfield, Fairfield , IA 52557-1143 525 57-1143 Phone and Fax: 641/472-1191 Emails:
[email protected]
Keywords: Meditation Management Natural Law Yoga Performance
Bhagavad-G¥tå
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Maharishi’s Maharishi’s Theory of Management
Abstract
With the passing of His Holiness Maharishi Mahesh Yogi Yogi in 2008, we take this occasion occ asion to review a number of his writings which bear on the field of management. Maharishi described a Yoga, the integration of transcendental formula for achieving success in management through Yoga, silence and dynamic d ynamic activity. activity. Vedic Vedic technologies to align the consciousness of the manager with Natural Law, which administers the universe, are described. Maharishi’s theory, theory, placing primary p rimary emphasis on developing higher individual and collective consciousness, is considered as a deeper development in management thought than other management approaches, which focus more on the superficial levels of action, thinking, or feeling. E mpirical evidence supporting Maharishi’s theory of Natural Law Based Management is presented from two streams of research: one focusing on the effects of systematically cultivating transcendence in organizational settings through the Transcendental Meditation program, and the second correlating peak performance with transcendental experiences.
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Maharishi’s Maharishi’s Theory of Management Establishing in Being, Perform Action
The field of management would appear to a field of action, while meditation is a practice to settle down from activity to profound silence. It may seem at first glance that these two opposites —action and silence—have little to offer to each other. other. Yet Yet the main principle p rinciple of Maharishi’s theory of management is that action can be most powerful, most effective, and most free from mistakes when the actor can perform action ac tion while established in the silence of transcendental consciousness. Living,Maharishi explained that the power In his 1963 book The book The Science of Being and Art of Living,Maharishi of action depends on the power of thinking and powerful thinking depends upon the degree to which one is able to consciously experience one’s own Being. Conscious awareness of Being is cultivated by transcending thought in meditation (Maharishi Mahesh Yogi, 1963). When one comes out of meditation and acts ac ts in the world in a natural manner, inner silence gradually becomes more and more stabilized throughout the activity of the day and the sleep of the night: With more and more practice, the ability of the mind to maintain its essential nature while experiencing objects through the senses increases. When this happ ens, the mind and its essential nature, the state of transcendental Being, become one, and the mind is then capable of retaining its essential nature—Being—while engaged in thought, speech or action…. Being brought to the level of the individual mind provides the key to clear, purposeful, and fruitful thinking; put into action, it provides the key to self-confidence and increased efficiency in all a ll undertakings. (Maharishi Mahesh Yogi, Yogi, 1963, p. 37, 41) In his translation and commentary on the Bhagavad-G¥tå , Maharishi (1969) again explained how transcending can make thought and action increasingly powerful. Maharishi presents Chapter II verse 45 of the G¥tå as a key verse in which Krishna instructs Arjuna that he must transcend before he can perform resolutely. resolutely. In his commentary on this verse, Maharishi Maha rishi 3
Maharishi’s Maharishi’s Theory of Management writes: ‘It is difficult for a man to improve his business affairs while he h e himself is constantly immersed in all their details. If he leaves them for a little while, he becomes able to see the business as a whole and can ca n then more easily decide what is needed need ed (Maharishi Mahesh Yogi, Yogi, 1969, p. 127). Maharishi’s Maharishi’s commentary on Chaper II verse 48 of the G¥tå advocates a routine of Yoga’—the integration of inner alternating meditation and action to become ‘established in Yoga’—the transcendental silence into dynamic engagement in the world. ‘To ‘To shoot an arrow successfully it is first necessary to draw it back on the bow, thus giving it great potential energy en ergy.. When it is brought back to the fullest possible extent, then it possesses the greatest dynamic power (p. 136).’
yogSq’ k⁄® km;R…, yogastha˙ kuru karmåˆi
Bhagavad-G¥tå 2.48
Yoga, perform action. Established in Yoga, Maharishi’s Maharishi’s explains Yoga to be ‘a means of bringing into harmony the inner creative silence and the outer activity of life, and a way to act with precision and success (p. 135-136).’ Through becoming established in Yoga ‘the small individual mind grows to the status of the cosmic mind, rising above all its individual shortcomings and limitations (p. 136).’ A Formula for Creativity to Blossom in Business
Maharishi’s Maharishi’s 1978 book Enlightenment Enlightenment to Every Individual and Invincibility to Every Nation brought out another analogy in which inner silence and outer dynamism are related to the bank and the marketplace: if a businessman bu sinessman finds no time to take advantage of his reserves in the bank, he remains like a frantic hawker on the street, never gaining his full potential in business. In this analogy, analogy, going to the bank means fathoming the genius that is hidden in the silent settled state of the mind, from where whe re creative thoughts emerge. e merge. Maharishi offers the Transcendental 4
Maharishi’s Maharishi’s Theory of Management Meditation® (TM) technique, practiced 20 minutes twice a day, day, as a formula for each ea ch manager and worker to ‘create infinity within himself (p. 173)’ for inner fulfillment and outer success. [1] Law, Maharishi expressed Then in his 1986 volume of lectures, Life lectures, Life Supported by Natural Law, further insights into the theme that the science of technology of consciousness is science and technology of effective management. The lecture on ‘Unified Field Based Economics’ identifies identifies transcendental consciousness with the level of the integrated value of Natural Law at the basis of cosmic life, the Unified Field of All the Laws of Nature. [2] Modern science holds the unified field to be the source of the ever-evolving order of the physical universe (Hagelin, 1987, 1998). Vedic Science is a tradition of knowledge based on direct experience of this same unified field, ‘experienced as an eternal continuum continuu m underlying all existence’ in in ‘a completely unified, unbounded and simple state of awareness’ (Chandler, 1987, p. 8). Experiential knowledge of the dynamics of na ture’s ture’s creativity within this basic level of consciousness, through Vedic Science, enlivens in the mind the creative and dynamic qualities of nature’s nature’s intelligence for practical success: When consciousness is flowing out into the field of thoughts and activity, it identifies itself with many things, and this is how experience takes p lace. Consciousness coming back onto itself gains an integrated state… [This] selfreferral state of consciousness is that one element in nature on the ground of which the infinite variety of creation is continuously emerging, growing, and dissolving…If this state of consciousness, or the state of nature’ na ture’ss activity, activity, could be brought on the level of daily life, then life would naturally be as orderly and as full as is the nature of this self-referral state of consciousness. (Maharishi Mahesh Yogi, 1986, p. 25-26)
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Maharishi’s Maharishi’s Theory of Management Maharishi envisioned the practical possibility that his technology of consciousness could unlock latent creativity on ‘the level of nature’s self-referral activity (p. 125)’ not only for the individual and the firm, but so that ‘the whole nation will rise in productivity, productivity, creativity, and selfsufficiency. sufficiency. It will rise in invincibility (p. 127-128).’ Engaging the Managing Intelligence of Natural Law
The theme that success in management manag ement rests primarily on harmonizing the individual manager with the cosmos was further elaborated in Maharishi’s 1995 book on management, Maharishi University of Management: Wholeness on the Move. Natural Move. Natural Law is there defined as ‘that infinite organizing power which sustains existence and promotes the ev olution of everything in the universe, automatically maintaining the well-coordinated relationship of everything with everything else’ (Maharishi (Maharishi Mahesh Yogi, Yogi, 1995a, p. 8). The Vedic approach to management ‘maintains the managing intelligence of the manager in alliance with this supreme managing intelligence of the universe’ (p. 8), so that it is ultimately possible to attain ‘administration as automatic, problem-free, ever-progressive, and e ver-evolutionary as the administration of the universe through Natural Law’ (p. 8) by developing the full potential of Veda, Maharishi explains, identifies transcendental consciousness as human consciousness. The Veda, the ‘Home of all the Laws of Nature’:
prmù e Vyomÿ nÖ ( y‚Smnÿ ( dvÖe ; a…/ ô ivê ÿe inWdÖe ‘ parame vyoman yasmin devå adhi vishve nishedu˙
Âk Veda , 1.164.39
The transcendental field, the Self,
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Maharishi’s Maharishi’s Theory of Management In which reside all the devas, the impulses of creative intelligence, the laws of nature responsible for the whole manifest universe.
Maharishi describes the performance of Natural Law, cosmic mind, as ‘all-directional’ and ‘allencompassing’ (1995a, p. 10). The manager manag er who is in alignment with Natural Law can spontaneously achieve progress without pollution; but the creation o f imbalance and degradation of the environment is the inevitable side-effect of technology that is based on intellectual knowledge that is not grounded in experience of the Unified Field of Natural Law. Maharishi’s Maharishi’s approach to management puts pu ts primary emphasis on development of individual and collective consciousness. As consciousness is more highly developed, then Natural Law spontaneously guides action to producing the best results with least effort, as depicted in the following verse from Âk Veda :
dxÿ mô e ygûu e ytÖ In; ÿ' b˜Ö[ ; .vÿ it ô s;r… ÿq" 6
Âk Veda 1.158.6
dashame yuge yat¥naμ brahmå bhavati sårathi˙ For those established in self-referral consciousness, the infinite organizing power of the Creator becomes the charioteer of all action. This ‘Automation in Administration’, Administration’, Maharishi (1995b) explains, can be applied in organizations and in governments by having groups practicing the TM-Sidhi program together to create a field effect on the purity and positivity po sitivity of the overall collective consciousness. Evolution of Management Thought toward Natural Law Based Management
Maharishi’s Maharishi’s spiritual or transpersonal view of management has some preced ents in the management literature. Harmon (1988, p. 119) presented the o utlook of deep ecology which ‘goes beyond the contemporary scientific framework to a subtle a wareness of the oneness of all 7
Maharishi’s Maharishi’s Theory of Management life, the interdependence of its multiple manifestations, and the irrepressibility of its tendencies towards evolution and transformation.’ Wheatley (1992) spoke of the possibility of an organization which moves gracefully in the unfolding dance of order which is already lively in the self-organizing universe (Jantsch, 1980); and Ray wrote of a new paradigm of business based on ‘wholeness and connectedness’ and ‘doing business from our most profound inner awareness and in connection with the consciousness of others and the earth’(Ray, 1993, p. 4-5). In this viewpoint, organizing is not an act of control which man imposes on the environment; rather it is the manifestation through man of the inherent capacity of living systems to create order. Harung, Alexander, Alexander, and Heaton (1999) took the occasion of the new millennium to reflect on the historical significance of Maharishi’s theory of Natural Law-based management in the context of the development of o f management thinking and practice. In their typology, typology, the discipline of management can be considered as progressing through four stages which are concerned with deeper and deeper intrinsic aspects of life. The first stage is concerned with managing the performance of tasks. In the second stage, the focus of managing is on understanding the integrated processes of delivering a service or product. The third stage focuses on managing values; management at this stage stimulates intrinsic motivation, organizational alignment and a healthy corporate culture. c ulture. What is deeper than this? The direction of evolution in the field of management is toward a fourth stage which focuses on experience of the Unified Field of Natural Law as a foundation for holistic success in the values, process, and task domains of management. Harung et al. discuss characteristics of Natural Law Based Management, which operates from the transcendental field of consciousness which is dee per than action, deeper than thinking, deeper than feeling. These include harmonious collective spirit, achieving prosperity along with environmental balance and social value, spontaneous creative progress, and leadership which develops the full potential of every individual. 8
Maharishi’s Maharishi’s Theory of Management The Transcendental Meditation Technique
Maharishi’s Maharishi’s theory that transcending strengthens activity is made operational ope rational through the Transcendental Meditation (TM) technique, a systematic practice which opens awareness to that level of life which we have discussed in terms of Being, transcendental consciousness, or the Unified Field. Maharishi describes the TM technique as: … an effortless procedure for allowing the excitations of the mind to gradually settle down until the least excited state of mind is reached. This is a state of inner wakefulness, with no object of thought or perception, just pure consciousness, aware of its own unbounded nature. It is wholeness, aware of itself, devoid of differences, beyond the division of subject and object — transcendental consciousness. It is a field of all possibilities, where all creative potentialities exist together … but as yet unexpressed. It is a state of perfect order, the matrix from which all the laws of nature emerge, the source of creative intelligence (Maharishi Mahesh Yogi, Yogi, 1976, p. 123). TM is normally practiced for 20 minutes twice daily sitting quietly with the eyes closed. In this technique a specific sound or mantra or mantra —utilized for its sound value without reference to meaning —is used to shift attention away from its habitual outward direction. During meditation the mantra is experienced at progressively deeper and finer levels until the mind settles down to transcendental consciousness—a state of quiet self-awareness beyond thought (Roth 1987). According to Shear (2006), Maharishi’s TM technique made the experience of transcendental consciousness accessible through an effortless practice that is “independent of all matters of belief and affiliation” (p. 47).
The TM technique has been taught in a consistent manner around the world and thus has lent itself to scientific study of both of the effects on mind and b ody during meditation and on the 9
Maharishi’s Maharishi’s Theory of Management stabilization of those effects outside of meditation as the result of repeated practice. During the practice of the TM technique there are reductions in heart rate and oxygen ox ygen consumption, and increased electroencephalographic (EEG) coherence indicative of a state of profound restful alertness, distinct from eyes-closed relaxation or sleep (Alexander, Cranson, Boyer, & OrmeJohnson, 1986). The profound relaxation gained during the practice is said to dissolve the stress in the mind and the body. body. The TM technique has been associated with improvements such as decreased anxiety (Eppley, Abrams Abrams & Shear, 1989), reduced health insurance utilization (OrmeJohnson, 1987; Herron, Hillis, Mandarino, Orme-Johnson, & Walton, 1996), improvements in ego development and moral reasoning (Chandler, Alexander, & Heaton, 2005), creativity (Travis, 1979), fluid intelligence, constructive thinking, self-actualization, and reaction time (So & OrmeJohnson, 2001; Alexader, Alexader, Rainforth & Gelderlos, 1991; Cranson, Orme-Johnson, Gackenb ach, Dillbeck, Jones, & Alexander, Alexander, 1991). Reviews of this research and its applications to management education (Schmidt-Wilk, Heaton, and Steingard, 2000) and leadership development (Heaton & Schmidt-Wilk, 2008) have been published in the management literature. Other Technologies for Natural Law-Based Management
Maharishi (1995a) brought out a number n umber of other Vedic Vedic technologies which, in addition to the TM and TM-Sidhi programs, align the human mind with the managing intelligence of Natural Law and a nd thereby improve efficiency, efficiency, quality, pollution-free progress, fulfillment, health, and prosperity. prosperity. Maharishi S th thā patya Veda SM is a traditional system of designing buildings which is said to quietly harmonize individual life with cosmic life. The p rinciples of Maharishi Sthapatya Veda concern orientation of a building toward the east, as well as the slope of land and orientation toward bodies of water; dimensions and proportions of b uilding design; and placement of rooms. Maharishi Jyotish Maharishi Jyotish (Vedic (Vedic Astrology) is another of o f the Vedic technologies techn ologies concerned with the connection between individual and cosmic life. Jyotish is said to be a highly 10
Maharishi’s Maharishi’s Theory of Management mathematical approach which calculates the influence of the planetary cycles on our lives, individually and collectively. collectively. It is the science of p redicting the future to avert the danger dang er that has not yet come. Maharishi Vedic Vedic Organic Agriculture uses ancient knowledge to produce food that brings maximum nourishment to life. The classical melodies of Gandharva of Gandharva Veda music are described as the expression of the eternal music of Nature, with melodies and rhythms that match the cycles of Nature. Maharishi Gandharva Veda is said to enliven ‘harmony, ‘harmony, wholeness, and unity in everything that is separate from everything else’ (Maharishi Mahesh Yogi, Yogi, 1995a, p. 225). Another Vedic Vedic approach is Ayurved is Ayurved for for the ‘prevention of disease, cure of sickness, and promotion of longevity (Maharishi Mahesh Yogi, Yogi, 1986, p. 46).’ Research on the Transcendental Meditation Program in Business Settings
Research on the effects of the TM program for business people has provided a means of empirically testing the theory that systematic transcending promotes balanced success in activity. activity. Studies have found that business people practicing the TM technique report improved health, decreased anxiety, increased productivity and improved relations (Frew, 1974; Alexander, Swanson, et al . 1993; Schmidt-Wilk, Alexander and Swanson, 1996; Schmidt-Wilk, 2000; Alexander, DeArmond, Heaton, Stevens, & Schmidt-Wilk, Schmidt-Wilk, 2004). In an eight-month pretest posttest control group study in one company (McCollum, 1999), subjects who learned the Transcendental Meditation technique grew significantly more than than controls in their expression expression of leadership behaviors, as measured by the Leadership the Leadership Practices Inventory (Kouzes & Posner, Posner, 2007). Qualitative studies have found that managers p racticing the Transcendental Meditation technique grew in holistic thinking (Gustavsson, 1992), resiliency in stressful situations and new abilities to resolve conflicts (Schmidt-Wilk 2000), and in behaviors which solve cross-functional problems proactively and collaboratively (Schmidt-Wilk, (Schmidt-Wilk, 2003). Herriott (1999; Herriott, 11
Maharishi’s Maharishi’s Theory of Management Schmidt-Wilk Schmidt-Wilk & Heaton, in review) found that entrepreneurs who were long-term practitioners of the Transcendental Meditation and TM-Sidhi programs reported a secure feeling of being anchored to inner fullness, inner silence. These managerial subjects also described their business performance in terms of growing intuition, holistic perspective, and fortunate co incidences. Intuition was described by interviewees as a hunch or subtle impulse from within, and as a knowing-ness that does not require intellectual analysis. Subjects also commonly referred to a pervasive sense of being part of a larger wholeness. According to Herriott, her subjects reported ‘an awareness of a more holistic, all-encompassing level of truth and reality, reality, as a sense of integration of the inner and outer dimensions of life’ (p. 168). This feeling of a deep sense of connectedness led entrepreneurs to adopted ‘more universal values: going beyond individual interests to the wider interests of employees, community, community, or environment en vironment as a whole’ (Herriott, 1999, p. 172). These entrepreneurs described an association between instances of things ‘organizing themselves’ and feelings of settled-ness. Taken together, these qualitative findings seem to describe genuine experiences of engaging the managing intelligence of Natural Law for more holistic success without strain. Research Correlating Transcendental Experiences and Peak Performance
Maharishi’s Maharishi’s theory expounds that effectiveness in activity is most easily and automatically gained when consciousness in grounded in the transcendental basis of the mind, which Âk Veda identifies as the home of all the Laws of Nature. One stream of research which has been derived from and lends support to Maharishi theory is a series of studies of experiences of transcendence in peak performers—subjects who were selected for their ability to function at the top in their fields, irrespective of their practice of any meditation technique. Harung, Heaton and Alexander (1995) asked a group of world class leaders how frequently they had experienced an even state of silence coexisting with but untouched by activity. activity. Forty-five percent (10 of 22) reported 12
Maharishi’s Maharishi’s Theory of Management having the experience at least once a week (compared with 6% of a comparison group), and 36% (8 of 22) at least once on ce a day. These same world-class leaders reported more frequent experience of fortunate coincidences which are predicted to be associated with the growth of experiences of silence during activity Another study of peak performance (Harung, Travis, Blank, & Heaton, in press) was (Olympiatoppen)) and the conducted with the National the National Olympic Training Centre in Norway (Olympiatoppen Norges Idrettshøgskole). Idrettshøgskole). Thirty-three Norwegian world Norwegian School for Sports Sciences ( Norges class athletes were selected who had placed among the top 10 in major competitions (Olympic Games, World World Championships, World Cup, or similar) for at least three different seasons. They were compared to 33 aaverage verage performing athletes on five measures: two tests of human development: self-development (Loevinger, 1976) and moral reasoning (Gibbs, Basinger & Fuller, 1992); two tests of neurophysiology: the Brain Integration Scale (Travis, Arenander Arenander & DuBois, 2004, and speed of adaptation to a loud tone; and the same measure of frequency of transcendental experiences used by Harung et al. (1995). Compared to the control athletes, the world class performers had higher levels of brain integration, faster habituation to a loud tone, higher levels of self-development, and higher levels of moral reasoning. Harung et al., (in press) also investigated ph ysiological and psychological characteristics of 20 top-level managers in Norway compared to 20 middle or low-level employees on three measures of self-development: 1) brain integration, 2) moral reasoning, and 3) frequency of peak experiences. The top-level managers had significantly higher scores on brain integration, moral reasoning, and on frequency frequenc y of experiences of transcendental consciousness—during eyes closed quiet time and during activity and during sleep. These peak performers reported in interviews that their transcendental experiences were associated with extreme feeling of happiness, with a sense that everything is right and with intuitive insights that proved to be right. 13
Maharishi’s Maharishi’s Theory of Management These studies of peak performers provide another ano ther angle of support for Maharishi’s theory that the integration of transcendental silence and dynamic activity is the inner condition for achieving success in management. Harung et al. (in press) point out that while transcendental experiences are found to be spontaneously present more frequently in peak performers, the widely researched Transcendental Meditation Technique appears to be a practice that could be adopted by managers to enhance performance. Conclusion
Maharishi Mahesh Yogi Yogi revived ancient Vedic knowledge as a contemporar y science and technology of consciousness with practical applications to management as well as other fields. His contribution to management illustrates Mukherjee’s Mukherjee’s (2004) thesis that spiritual traditions from India offer a non-conventional approach to management learning that can unfold ‘the dormant energy in every individual in the organizational fold and channeling the same toward a higher purpose that includes and transcends business goals, to make work and life individually fulfilling and collectively enriching (p. 24).’ One can learn to manage as Natural Law manag es the cosmos, Maharishi’s theory asserts, by cultivating experiences of the field of silence. Empirical evidence supporting Maharishi’s theory of Natural Law Based Management has accumulated through two streams of research: one correlating peak performance with transcendental experiences, and the second focusing on the effects of systematically cultivating transcendence in organizational settings through the Transcendental Meditation technique. Through such research, the field of management is coming to acknowledge the contribution of Vedic knowledge toward advancing advanc ing the theory and practice of management. man agement.
Notes:
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Maharishi’s Maharishi’s Theory of Management Veda, Maharishi [1] ® SM Transcendental Meditation, TM, TM-Sidhi, Maharishi Sthāpatya Veda, Jyotish and Maharishi Gandharva Veda are registered trademarks or common law trademarks licensed to Maharishi Vedic Vedic Education Development Develop ment Corporation and used under sublicense. [2] In quoting or expressing Maharishi’s concepts of Natural Law, Nature, and Unified Field, the words are capitalized to be consistent con sistent with his specialized usage of these terms.
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