Monthly Archives: January 2018

Thinking about Nonviolence as a Result of Reading Ahimsa

Being a believer in nonviolence in today’s world is perplexing. So, when I read a book that I think might help people to consider the possibility of thinking broadly about the practical human value of nonviolence, I want to recommend it. Not because this piece of fiction has answers. I recommend it because it might be provocative. I think, we as a human race, have a lot of interdependent thinking to do about how to get along.

The book Ahimsa (a·him·sa /əˈhimˌsä)by Supriya Kelkar gets us thinking about resolving conflict, how we want to be with others and the future.

Kelkar, the author, was born and still lives in the Midwest. She earned her BA at the University of Michigan. AHIMSA, is inspired by her great-grandmother’s role in the Indian freedom movement. This book is marketed as a middle-grade novel. I see it as a book for everyone. If I were a high school or college teacher teaching social studies, history, humanities or civil rights I would consider assigning it. If I were a third (I started my career as a third grade teacher) or fourth grade teacher I would consider reading it aloud.

The story is captivating. Fascinating in that the story is complex, revealing and beckons you to want to know more about the struggles of oppressed people. The issues faced by the characters are fundamental liberty and life. They include: trust across difference, power and privilege, the friendship of a Hindu girl and a Muslim boy, a mother dedicating her self to a cause, India in the 1940’s, the caste system (untouchables), non violence, education in India,authoritarian British rule, Mahatma Gandhi’s deeply held view of ahimsa, well devolved characters authentically navigating the realities of complexity.

According to Wikipedia, Ahimsa is one of the cardinal virtues and an important tenet of Jainism, Hinduism, and Buddhism. Ahimsa is a multidimensional concept, inspired by the premise that all living beings have the spark of the divine spiritual energy; therefore, to hurt another being is to hurt oneself. Ahimsa has also been related to the notion that any violence has karmic consequences. While ancient scholars of Hinduism pioneered and over time perfected the principles of Ahimsa, the concept reached an extraordinary status in the ethical philosophy of Jainism. Most popularly, Mahatma Gandhi strongly believed in the principle of ahimsa.

Ahimsa’s precept of ’cause no injury’ includes one’s deeds, words, and thoughts. Classical literature of Hinduism such as Mahabharata and Ramayana, as well as modern scholars debate principles of Ahimsa when one is faced with war and situations requiring self-defence. The historic literature from India and modern discussions have contributed to theories of Just War, and theories of appropriate self-defence. From Wikipedia. https://en.m.wikipedia.org/wiki/Ahimsa

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Marching Democracy into the Future

Marching_Democracy_

Those who march, write and engage in other forward looking activity exercise civic leadership. We are part of the energy that will shape the future.  We are involved.  By being involved we can influence and contribute. That is democracy!!!

Here is what we know about civic engagement from the work of Chrislip and O’Malley.

– Leadership is an activity, not a position.

– Anyone can lead, anytime, anywhere.

– Progress starts with you and must include engaging others.

– Your purpose must be clear.

– Make no mistake: leadership is risky, both professionally and personally.

Often, when we think about leadership our thoughts go to individuals who attempt to exercise their power and control.  Yet, as we see with the current levels of civic engagement, we can re-frame our thinking to realize that leadership is: showing up engaged and ready to connect with others to make things better.

The concepts of “better” can seem not specific. So, I suggest that in America in 2018 “better” fits the language of The Constitution of the Iroquois Nation (from researching Wikipedia) under the heading of The Great Binding Law:  “In every deliberation, we must consider the impact on the seventh generation… even if it requires having skin as thick as the bark of a pine.”  A Chief of the Onondaga Nation writes: “We are looking ahead to make every decision that we make relates to the welfare and well-being of the seventh generation to come. … What about the seventh generation? Where are you taking them? What will they have?”

Heifetz, Grashow, and Linsky explain that leaders who work to address challenges from an adaptive point of view will be, “required to step into unknown space and disturbing the equilibrium, it is an activity that is inherently uncertain, risky for the organization as well as for the individual, and, for these reasons, often disruptive and disorienting.”

We can’t pretend that the changes that need to happen to activate our democracy will not entail some uncertainty and potentially disruptive and disorienting experiences.  And, we must ask ourselves, would we rather hold onto the status quo?  Or, are we ready to build the future together?

You don’t start with all of the answers when you are breathing new life into our democracy. The work of today’s engaged citizen is not linear. “Doing this work requires flexibility and openness – even in defining success. The pathway is not a straight line, and because working through an adaptive challenge will always involve distributing some losses, albeit in the service of an important purpose, the systemic dynamics that ensue, the politics of change, will have many unpredictable elements.”

So, just because this kind of civic engagement isn’t predictable and some of the present preferred system won’t likely become part of the future – why not start working for dramatic improvements?  The future is a terrible thing to waste.  Now is the time to use the present to get to work toward the best for all children.  In fact, for all children seven generations from now.

Wikipedia post. https://en.wikipedia.org/wiki/Seven_generation_sustainability

For the Common Good: Redefining Civic Leadership, by David D. Chrislip and  Ed O’Malley, KLC Press, 2013, pages 159, 164, 165 and 166

Heifetz, Grashow, Linsky from their book: The Practices of Adaptive Leadership (2009) pages 28 & 31 

Leadership in Service to the Common Good

Exemplary leaders are forward-looking.  They imagine that extraordinary feats are possible and that the ordinary could be transformed into something noble.  They are able to develop an ideal and unique image of the future for the common good.

Yet, a vision can’t belong only to the leader.  It’s a shared vision.  Everyone has dreams, aspirations, and a desire that tomorrow will be better than today.  When visions are shared, they attract more people, sustain higher levels of motivation, and withstand more challenges than those that are singular.  You have to make sure that what you can see – is also something others can see, and vice versa.

The key task for leaders is inspiring a shared vision, not selling their own idiosyncratic view of the world.  What this requires is finding common ground among those people who have to implement the vision.

The best leaders are great listeners.  They listen carefully to what other people have to say and how they feel.  They have to ask good (and often tough) questions, be open to ideas other than their own, and even lose arguments in favor of the common good.  Through intense listening, leaders get a sense of what people want, and what they value, and what they dream about.  This sensitivity to others is no trivial skill.  It is a truly precious human ability.

Building trust is a process that begins when someone (either you or the other party) is willing to risk being the first to open up, to show vulnerability, and to let go of control.

Leaders go first.  If you want the high levels of performance that come with trust and collaboration, you’ll have to demonstrate your trust in others before them asking them to trust you.

~ The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations Fifth edition,  by James Kouzes and Barry Posner, The Leadership Challenge: A Wiley Brand, 2012, pages, 104, 116, 118 and 2

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