Simorgh Magazine Issue76, July 2015

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Vol. 4 - Issue 76 - July 2015
OTTAWAS PERSIAN PUBLICATION
26
Vincent Massey Park

12 - 8 pm
Daniel Badre
Personal Injury Lawyer

Tel: (613) 225-0037 ext. 22
Fax: (613) 225-0921
If you or a loved one are injured in a
Ottawa, ON, K2G 1W1
a free consultation and case evaluation.

Remember, you don't pay unless we win!
76
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Rethinking Work: Part IV
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45
in 1949). For the full text, see the website:

http://archive.org/stream/WeilSimoneTheNeedForRootsPreludeToADeclarationOfDutiesTowardsMankind/Weil,%20Simone%20
-%20The%20Need%20For%20Roots,%20Prelude%20To%20A%20Declaration%20Of%20
Duties%20Towards%20Mankind_djvu.txt.
4
Bill Moyers. The Power of Myth. New York:
Doubleday Books, 1988. Website: http://
izquotes.com/quote/30449 .
5
Cork Gain, "Russell Wilson May Be Close to
Signing a New Contract That Will Be 'Bigger
and Crazier' Than Anything Seen Before,"
Business Insider, March 24, 2015. Website:
http://www.businessinsider.com/russellwilson-new-contract-seattle-seahawks-20153#ixzz3c0bOiFJ6.
6
In a very interesting case, a man called
police because he was impaired while driving! He had had enough of his alcoholism,
been arrested before, and now, at age 55,
knew he needed help! Carolyn Thompson,
"Man Phones 911 and Reports Himself for
Drunk Driving: Ive Never Heard of Anybody
Doing This Before, Police Say," National Post,
Thursday, March 19, 2015. Website: http://
news.nationalpost.com/news/canada/manphones-911-and-reports-himself-for-drunkdriving-ive-never-heard-of-anybody-doingthis-before-police-say.
7
As cited in Patrick Pietroni. The Greening of
America. London: Victor Gollancz, 1991, p. 1.
8
As cited in Suzi Gablik. The Reenchantment
of Art. New York: Thomas and Hudson, 1991,
pp. 57, 58.
9
In the concluding article in this series (Part
V), I will be describing a brief history of
consciousness and the universal sense that
we are at a significant juncture in our history:
a paradigm shift from personal to transpersonal and what this shift will possibly mean
for the work that lies ahead of us. I say possibly because, as free human beings, we can
put on the brakes to lifes beckon and call to
change, but we also do so at our own risk.
10
Joanne B. Ciulla. The Working Life. New
York: Random House, 2000, p. 17.
11
The trouble with the rat race is that
even if you win, you're still a rat. Website: http://www.brainyquote.com/
quotes/quotes/l/lilytomlin100013.
html#djAWJ7V8B5qOMC5z.99.
12
Matthew Gilbert, op. cit., p. 166.
12 10
www.chinradioottawa.com
WWW.Bia2Ottawa.COM
46
living life according to what one perceives as ultimately

important, meaningful and purposeful. So defined it
becomes obvious that everyone is a spiritual human
being. The balance of Dr. Grofs words are worth reviewing: Since a harmonious experience of life requires,
among other things, fulfillment of transcendental needs,
a culture that has denied spirituality and has lost access
to the transpersonal dimension of existence is doomed
to failure in all other avenues of its activities (italics
mine).9 When the right kind of thinking and working
begin to appear, there will also be new images of what
that means. Why? Because we first think in images.
Today images will change, images such as straight to the
top, battle cry, killing the competition, nailing down
the job, etc. However important such images have been
in the past, they were gradually shift and disappear and
bring in a more relational tone to business objectives.
Such a tone will in no way destroy being the best but
the focus will be on need vs. doing/making something
just because. Implied also in the relational context is the
awareness that we really do need to work together contrary to the atomistic thinking that is so rampant today
with everyone out for themselves. If, as I believe, Thomas
Aquinas (1225-1274) said it correctly over 500+ years
ago: we need to recapture a sense of wonder in who we
are and in what we do. We are very myopic in how see
see and understand living and working, somewhat akin
to going into a large hall that is very dark, turning on
our flashlight, and then believing that what we see with
out flashlight (our rational self) is all that there is in the
room!
WHAT IS MEANINGFUL WORK?
I had alluded to many of the pieces that make

work meaningful. What we do know fronm newspaper
articles, employee anecdotes, and research papers is that
the contemporary workplace, while healthy for some,
carries a lot of sickness, e.g., depression, physical illness,
violence (to self and to others, known as going postal),
and a feeling of malaise. Researchers might call all of
this employee dissatisfaction. What ethicist Joanne B.
Ciulla writes can get us started in sorting out some direction for ourselves: Meaningful work and leisure consist
of activities that arent just instrumnental, but are rewarding or pleasurable in their own right. Ciullas statement substantiates what I have been saying in this series
about work: that excellence in work is both a commoditybased activity (doing something for my employer) but
also a meaning-based activity (being someone in what
I do). Embracing both realities (doing and being) cre-
ates the worthplace. I am doing who I am. The objective

dimension of work, in other words, is in getting the job
done; the subjective dimension is in allowing the employee to develop their self-identity. Someone who enjoys this
subjective dimension in what they do grows and matures
in wisdom with every passing day and year. This is what it
means to honour the dignity of every employee.
Such a human ethic takes priority over any corporate drive for ROI. Work, therefore, has value because the
human being, the employee, has value. Thats the heartand-soul of my argument. Otherwise employees end up
as automatons, rats, cogs in the machine, means to an
end, instrumental, etc. J.K. Rowlings quote earlier bears
repeating: Whatever money you might have, self-worth
really lies in finding out what you do best. I would add:
and then embracing what one does best in being the best.
This insight works both ways: for the employer who might
use people and things as instruments to generate more
and more profits, for the employee who often agrees to
being used instrumentally because that is the Descartian
cosmology that is systemic in business everywhere: that
we are simply bits of a larger puzzle trying to fit it and
Darwins survival of the fittest will sort out who wins
and who doesnt. Keep in mind once again Lily Tomlins
words that if one wants to be in the rat race, at the end of
the race one is still a rat!
The last part of our opening quote bears repeating. Matthew Gilbert asks, Is it unrealistic to harbor such
hope, to believe that things can really be different? What
will it take individually, organizationally, and culturally
to transform the role of business and work in society and
in our private lives? In Part V of this series on work, I
intend to address this concern and provide some broad
strokes from the perspective of the trajectory of our journey of consciousness and what this trajectory may have in
store for us as we look into the future. One thing is for certain: todays employee is searching for a sense of meaning
or spirituality in who they are and in what they do.
REFERENCES
1
Matthew Gilbert. The Workplace Revolution: Restoring Trust
in Business and Bringing Meaning to Our Work. Boston, MA:
Conari Press, 2005, p. 166.
2
Quoted in Robert Catell and Kenny Moore (with Glenn
Rifkin). The CEO and the Monk: One Company's Journey to
Profit and Purpose. Toronto: John Wiley & Sons, Inc., 2004,
p. 1.
3
T.S. Eliot in his preface to Simone Weil. The Need for Roots:
Prelude to a Declaration of Duties Toward Mankind. New
York: Ark Paperbacks, 1952, pp. vi-xii (originally published
47
48
Petal #3 shows the Flex or Contingent Workers who

have no career track but may be on call or work for
short periods of time, then face unemployment. Work
can be piecemeal with pay by the hour, day or week
when they are on the job. Obviously a great amount of
insecurity happens because such workers are usually on
standby, knowing that the core employees or management will call them if they are needed.
Thus, the world has changed. Change has changed. But
one thing is certain: all the money in the world without
people is simply that: all the money in the world. I wrote
in Part III: My own thinking is that such people [those
with money as their god] have bought in solidly to the
business cosmology that states that success is measured
by the almighty dollar or what T.S. Eliot (1888-1965) calls
the jargon of the market-place. But we also know with
Joseph Campbell (1904-1987), the American mythological researcher, that a [real] hero is someone who has
given his or her life to something bigger than oneself.
These are the real survivors. We need money; we need
a vision. But real balacing is a true heros task.
ADDRESSING THE IMBALANCE
For far too long, business has been unbalanced,

weighted down too much on the money dimension, as
necessary and important as earning an income is. But is
the March 2015 $123-million contract of a U.S. football
player a balanced business decision? a just one? one
that responds to real needs? J.K. Rowling, author of the
"Harry Potter" series, in an interview in July 2005 on
Mugglenet.com, said, Whatever money you might have,
self-worth really lies in finding out what you do best.
And if there is one consistent theme I had addressed
through many of my articles is the ethic of worth. We pay
the cost for global imbalance with ecological problems,
employee disengagement at record levels, workplace
depression, broken homes and marriages, addictions of all

sorts, etc. Somethings got to change.
Why is pain oftentimes the only thing that gets

our attention? Pain is often our wake-up call to right
living so we learn the difference between good work
and wrong work, This last statement seems obvious but
there are millions of people working who would prefer to
be somewhere else (disengagement) and who dont feel
theyre doing what they are capable of (lack of worth).
When we put together what I have written thus far in this
article and in the earlier articles in this series (Parts I-III)
on rethinking work, the following contextual insights have
begun to emerge:
Each of us has a special job ahead of us.
Community and the common good need to be

part of any solution or breakthrough.
Money should never be the default option for

work, only need.
To begin this new thinking demands a revolution

of our imagination.
The revolution sees that economics and the moral

compass must go hand-in-hand.
In short, ethics and spirituality must be embedded in our business life.

Even though Descartes wrote that the human body is a machine, I, and others, agree that the
overwhelming crisis and challenge that we face today is
regaining a spiritual perspective. Dr. Stanislaus Grof
(1931- ), a medical psychiatrist-researcher, and author
of the last-mentioned notion of the spiritual perspective is now, and when I first met him in the mid-1970s, a
serious student in and searcher for the understanding of
the transpersonal, an understanding that many scholars
today accept as an essential vision and reality needed
to reinvent work (and life, of course!). My colleague, Dr.
Reuven Bar-On, and I have described the spiritual as
49
RETHINKING WHAT WORK

MEANS: PART IV
Knowing the Difference Between Good Work
and Wrong Work
meaning-based dynamic so evident when employees

give their all. Often empoyees dont leave the business;
they leave their managers and/or the organization. The
task that awaits us is a better coming together alignment and attunement, head and heart - in business, that
is, of people and product. There is a lot of work to do.
THE SHAMROCK ORGANIZATION DESIGN
Dr. Michael Rock

Urban Hesychast
July 1, 2015
... we are at the cusp of a grand economic transformation on both a personal and organizational
level. ... In Sweden, the oldest word for business
- naringliv - means 'nourishment for life.' In China
the oldest symbols for business mean 'life's meaning' or 'life's work.' The word company comes
from the same root as companion. Perhaps the
wisdom of the ancients is making itself known to
us again. Is it unrealistic to harbor such hope, to
believe that things can really be different? What
will it take - individually, organizationally, and
culturally - to transform the role of business and
work in society and in our private lives?
- Matthew Gilbert, manager and consultant 1
In the last article (Part III) I ended up mentioning the

word renaissance that needs to take place global in
reference to our business model. Were very lopsided
in terms of our cosmology our way of visioning what
business is and needs to do. We have forgotten that it is
people who make all that happen and while we cannot
ignore the business of business to have a profitable
enterprise, that kind of success can never be done over
the bodies of employees. Employees make the business
happen; leaders create the human content; managers
ensure the nuts-and-bolts get done. And in all of that the
commodity enterprise must work hand-in-hand with the
But the tides are shifting. What scholars are

struggling with now is designing business models to make
a future worth going to. The serious business people
know that something has to change; change is not an
option; change has changed! Insights about moral and
ethical human nature are demanding attention. The
noted Charles Handy (1932-), London Business School,
social philosopher and originator of the Shamrock
Organization, reminds us that Business is, in the end, a
moral matter. In his effort to reconceptualize and
revisualize business, he imagines an Irish shamrock with
three petals (see Figure 1): the necessary core employees, the freelance consultants, and the flex or contingent
workers. This is a difficult model for many to accept although they know the truth of its dynamic. Petal #1
shows the Necessary Core Employees. These are the
professionals who are absolutely necessary to make the
business the business that it is. They hold the keys to the
core competencies to make the business work, be they
technical or professional competencies. The Core would
receive pay and benefits commensurate with their level
and responsibility. Petal #2 shows the Freelance Consultants who are hired on contract for a specific role and
task. Such consultants are paid by the legal contract they
have with the company but they do not have benefits. It
explains why at times consulting contracts can be significant in money amounts because the consultant has
outside responsibilities to take care of, e.g., home and
mortgage, children, education, pension, etc. Obviously for
some there can be a great deal of insecurity not knowing
when their next contract (and, therefore, paycheque) will
be.
1. Figure 1: The Shamrock Organization Model
50
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Vol. 4 - Issue 76 - July 2015

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Rethinking Work: Part IV

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in 1949). For the full text, see the website:

living life according to what one perceives as ultimately

WHAT IS MEANINGFUL WORK?

I had alluded to many of the pieces that make

ates the worthplace. I am doing who I am. The objective

Petal #3 shows the Flex or Contingent Workers who

ADDRESSING THE IMBALANCE

For far too long, business has been unbalanced,

depression, broken homes and marriages, addictions of all

Why is pain oftentimes the only thing that gets

Each of us has a special job ahead of us.

Community and the common good need to be

Money should never be the default option for

To begin this new thinking demands a revolution

The revolution sees that economics and the moral

In short, ethics and spirituality must be embedded in our business life.

RETHINKING WHAT WORK

meaning-based dynamic so evident when employees

THE SHAMROCK ORGANIZATION DESIGN