Institution Building by Udaipareek

HRD, OD, AND INSTITUTION BUILDING
ESSAYS IN MEMORY OF UDAI PAREEK
Edited by
T. V. RAO
ANIL K. KHANDELWAL
RaoandKhandelwal_HRDODandInstitutionBuilding.indb 1 12/31/2015 5:47:10 PM

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Essays in Memory of Udai Pareek
Edited by
T. V. RAO
ANIL K. KHANDELWAL

Copyright © T. V. Rao and Anil K. Khandelwal, 2016
All rights reserved. No part of this book may be reproduced or utilized in any form or by
any means, electronic or mechanical, including photocopying, recording, or by any infor-
mation storage or retrieval system, without permission in writing from the publisher.
First published in 2016 by
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Published by Vivek Mehra for SAGE Publications India Pvt Ltd, typeset in 10.5/12.5 pt
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Library of Congress Cataloging-in-Publication Data
Names: Pareek, Udai Narain, 1925- honoree. | Venkateswara Rao, T., editor. |
Khandelwal, Anil K., editor.
Title: HRD, OD, and institution building : essays in memory of Udai Pareek /
edited by T. V. Rao and Anil K. Khandelwal.
Description: Thousand Oaks : SAGE Publications India Pvt Ltd., 2016. |
Includes bibliographical references and index.
Identifiers: LCCN 2015039529| ISBN 9789351508182 (hardback : alk. paper) |
ISBN 9789351508199 (ebook) | ISBN 9789351508175 (epub)
Subjects: LCSH: Manpower planning. | Personnel management. | Organizational
change,
Classification: LCC HF5549.5.M3 H73 2016 | DDC 658.3--dc23 LC record available at
http://lccn.loc.gov/2015039529
ISBN: 978-93-515-0818-2 (HB)
The SAGE Team: Sachin Sharma, Sandhya Gola, and Ritu Chopra
Dedicated to the memory of
Dr Udai Pareek
(1925–2010)

Contents
List of Illustrationsxi
List of Abbreviationsxiii
Prefacexvii
Acknowledgmentsxxiii
Memoirs from a Professional Twin Brother by Rolf Lynton xxv
I. HRD and OD
1. My Professional Journey in HRD: Some Reflections 3
Dennyson F. Pereira
2. Toward Creative HR 9
Pradip N. Khandwalla
3. Some Tradeoffs and Trade Secrets from the Diary of an HR
Practitioner19
P. Sethu Madhavan
4. HR as a Catalyst for Change Management 41
S. Y. Siddiqui
5. HR Leaders as Change Enablers 58
Anil Sachdev, Surabhi Sharma, and Kritvi Kedia
6. HR Professionals as Institution Builders: Some Reflections from
Experience67
Arvind N. Agarwal
7. Multisource Learning as a Critical Variable in Professional Growth:
Reflections on My HRD Journey 77
Gopal P. Mahapatra
8. Cross-cultural Diversity: Inclusion Is the Mantra 90
G. P. Rao
9. HR Today: Looking beyond the Faded Glass of Truism 98
Rajeshwari Narendran
10. OD Values in Family-managed Businesses in India 106
Keith C. D’Souza, Ravindra Dey, and Sheba Mathew

viii HRD, OD, and Institution Building
11. Transformation in a Large Organization: How Intangibles Drive

Tangibles120
Anil K. Khandelwal
12. High-performance Work Systems: An Emerging Dimension of
Strategic Human Resource Management 147
D. M. Pestonjee and Naresh N. Mehta
13. Habitual Mindsets to Mindfulness: Wise Approaches to Change
Management159
S. Ramnarayan
14. Toward Healthier HR 175
Visty Banaji
II. Institution Building

15. Beyond Management: Some Conceptual Contributions of
Dr Udai Pareek to the Modern World 195
T. V. Rao
16. Institution Building: Experiences, Learnings, and Challenges 212
Kavil Ramachandran
17. Managing an Institution of Excellence: Reflections on
My Years as Director of IIMA 220
V. S. Vyas
18. An Ideology-based Institution: Some Values and Dilemmas—
An ISABS Experience 231
Somnath Chattopadhyay
19. Institution Building: Case Study of Development of the
University of Delhi’s South Campus 257
Abad Ahmad
20. The Story of a Management Institute: Institution Building in
Retrospect273
D. Nagabrahmam
21. Academic Leadership of Universities of Tomorrow 286
Indira J. Parikh
22. Values and Beliefs Shaping Transformation in Higher Education 295
Lalitha Iyer
23. Lending Wings: Institution Building for Specially Abled 305
K. K. Verma
24. Consulting and Institution Building as a Journey of Self-discovery 317
Ganesh Chella
III. Social Development and Nation Building

25. A Ninth Metaphor: Social Catalysis 327
Tejinder Singh Bhogal and Rosemary Viswanath
26. Process Competencies for Social Development Interventions 343
Zeb O. Waturuocha

Contents ix
27. Extension Motivation and Its Applications for Laboratory

Education354
Paul Siromani
28. Passion for Our Nation: A Blueprint for India of Our Dreams 363
Varun Arya
29. Importance of Values in Civil Service 375
Inderjit Khanna
30. Dilemma of Industry–Academia Interface: Will the Twain
Ever Meet? 387
Aquil Busrai
31. Social and Organization Leadership with Whole System
Transformation in India 395
P. Vijayakumar, Mary Jane B. Balasi, and Roland L. Sullivan
32. Grassroots to Global: Sanctuary for Incubating Innovations
at/with/for/from Grassroots 403
Anil K. Gupta
33. Action research in HRD 417
Vikas Rai Bhatnagar and Rajen Gupta
About the Editors and Contributors431

Index443

List of Illustrations
List of Tables
10A.1 Comparison of mean scores for relevance between

FMB and other managers 117
10A.2 Comparison of mean scores for practised between
FMB and other managers 118
10A.3 Comparison of gaps between relevance and practice
scores between FMB and other managers 119
33.1 Deployment of S2P2 conceptualization of human being and

approach to employee engagement in induction and PMS
process428
List of Figures
3.1 Causal attributions of the HR team regarding complaints

about HR performance 24
3.2 Interaction between involvement of line managers and level
of maturity of the HR 26
3.3 Alignment of HR and top management views about culture
change29
3.4 Professionalism versus political skills of the HR team 31
3.5 Focus on the interests of employees versus the interests of
employers33
3.6 Focus on employee development versus focus on policy
enforcement35
3.7 Short-term gimmicks versus long-term capability
development38

xii HRD, OD, and Institution Building
7.1 Leadership for institution building 88

7.2 Self and stakeholders in institution building 89
8.1 Organizational choices 92
12.1 Theoretical model for high-performance work systems 154
31.1 Whole system transformation model 401
33.1 Major paradigm shifts in social sciences impacting HRD 419

33.2 Emergent meta-paradigm shaping social sciences 425
33.3 Process of improving practice by enriching theories 427
List of Boxes
13.1 Choosing the right strategic thought 162

13.2 How a manager built the “will” of internal stakeholders 164
13.3 Change perceived all around as “loss” 166
13.4 Some influencing methods used by Indian railways officials 168
13.5 Alliance with external agencies for successful change 169
13.6 Mixed results of ambitious change plans 171
13.7 Assuming responsibility for unintended consequences 172
15.1 Superordinate goals 197

15.2 Extension motivated leaders 199
15.3 Institution builders 203
15.4 Efficacy 206

List of Abbreviations
ADC assessment development center

AERC Agro-Economic Research Centre
AHRD Academy of Human Resources Development
APC Agricultural Prices Commission
ASK attitude, skill, and knowledge
BDO Block Development Officer
BEI behavioral event interviews
BOB Bank of Baroda
BSC balanced scorecard
CBI Central Bureau of Investigation
CBS core banking solution
CEO chief executive officer
CFTs cross functional teams
CII Confederation of Indian Industry
CMA Center for Management in Agriculture
CMD chairman-cum-managing director
CoE center of excellence
CUMI Carborundum Universal
DC development center
DMRC Delhi Metro Rail Corporation
ECEL Escorts Construction Equipment
ED executive director
EQ emotional quotient
ER Employee Relations
ERDC Employee Relations Development Committee
FDC faculty development course
FMB family-managed business
GIGO Garbage-in, Garbage-out
GM general manager
GSFC Gujarat State Fertilizers and Chemicals Limited
HP Hewlett Packard
HPWP high-performance work practices

xiv HRD, OD, and Institution Building
HPWS high-performance work systems

HR human resources
HRD human resource development
HRIDC Human Resources Initiatives Development Council
IIHMR Indian Institute of Health Management and Research
IIMA Indian Institute of Management Ahmedabad
IPS Indian Police Service
IR industrial relations
ISABS Indian Society of Applied Behavioral Sciences
ISRO Indian Space Research Organisation
JV joint venture
KCRC Kutch Comprehensive Rehabilitation Centre
L&T Larsen and Toubro Ltd
LSIP large-scale interactive process
MBO management by objectives
MDP management development program
MEP Management Education Program
MNC multinational company
NES National Extension Service
NHEH Navalbhai Hiraba Eye Hospital
NHRDN National HRD Network
NIBE National Institute of Basic Education
NTL National Training Laboratories
NISIET National Institute of Small Industries Extension Training
OB organizational behavior
OD organizational development
OCTAPACE Openness, Collaboration, Trust, Authenticity, Pro-action,
Autonomy, Confrontation, and Experimentation
OD organization development
PMS Project Management System
PSC Plant Steering Committee
PSU public sector unit
ROI return on investment
SAFI Self-Assessment through Feedback on Instruments
SBU strategic business unit
SEM structural equation modeling
SGIA small group improvement activity
SOIL School of Inspired Leadership
STMP strategic talent management practices
STMS strategic talent management system
STS strategic training systems
TAP talent appreciation process
TAPMI T. A. Pai Management Institute
TAT Thematic Apperception Tests
TCL Tata Chemicals

List of Abbreviations xv
TMTC Tata Management Training Centre

TTS traditional training systems
TQM total quality management
VC Vice Chancellor
VRS Voluntary Retirement Scheme
WST whole system transformation
XIMB Xavier Institute of Management, Bhubaneswar
YEB young executive board

Preface
T
his book is in continuation of the great work done and left behind by
Dr Udai Pareek and is dedicated to his memory. T. V. Rao was associ-
ated with Dr Pareek for more than three decades and partnered many
programs and projects with him. Mentored by him, Anil K. Khandelwal who
rose from human resource (HR) to chief executive officer (CEO) position
effectively used human resource development/organizational development
(HRD/OD) concepts in transforming two large public sector banks. Udai
Pareek’s work had practical significance and eventually gave rise to building
HRD movement in India. At a time when India was still an underdeveloped
country and the importance of human factor in organizations was not ade-
quately recognized, Pareek’s work focussing on human processes, OD, and
institution building in some sense raised the level of thinking of emerging
management profession and HR professionals. He encouraged hundreds
of academic colleagues, scholars, and HR practitioners to think differently,
innovate, experiment, and raise the level of personnel job from ‘‘welfarism”
to its developmental dimensions and institutionalize the human processes in
the nervous system of the organization. His pioneering work with T. V. Rao in
L&T in the mid-1970s led to an effective and integrated framework of HRD,
which was far more comprehensive than the understanding of HRD by the
West at that time.
It was felt that any such volume in his memory should be in continuation
with his work and should not merely be a collection of essays but filled with
lessons we learnt in our lives or a conceptual contribution we like to make in
the fields all of us have been working along with Dr Udai Pareek. Hence, we
decided to write to all those whom we knew as having been influenced in some
way or the other by Dr Pareek. This included a number of CEOs and scholars
from all over the world. As Dr Pareek spent a large part of his life in India
and worked for Indian organizations and institutions, naturally the impact was
much larger in India. As early as in 1967, he wrote an article on a paradigm of
development that got published in the most prestigious Journal of Social Issues.
In that article, Dr Pareek introduced the concept of extension motivation
and formulated a theory behind development. His work on human processes

xviii HRD, OD, and Institution Building
or behavioral sciences, human resources development, institution building,

and social development or development of various sectors has been seminal.
The contributors to this book have been his colleagues or students or both.
When we started this effort, we did not have any a priori focal points, though
we had listed out areas of work by Dr Pareek. We requested each writer to
share the best of his or her thoughts, experiences, or lessons learnt in any of
the fields, such as HRD, OD, institution building, and behavioral sciences.
What emerged from this effort is this book. The chapters are narrations of
the professional growth and excellence of many who emerged as leaders in
thought or practice in human processes, HRD, OD, and institution building
areas. The human processes relate to any area starting from individual growth
to organizational development and nation building. Each chapter provides the
context where it can be used. The HRD-related chapters deal with the insights
from the growth of professionals who emerged as leaders in their own right:
Dennyson Pereira’s, Arvind Agarwal’s, and Gopal Mahapatra’s chapters draw
the lesson for the growth of HR professionals. The book starts very rightly
with a note from Rolf Lynton who had been his co-author and colleague of
for over 50 years.
Insights from HR Leadership Careers: These chapters will hopefully be a source
of inspiration to the younger generation to maximize their contributions and
use their potential wherever they work.
• Dennyson Pereira, who lives in Canada, traces an academic-turned-HRD

manager’s career at various places, especially L&T, where Dr Pareek
started the first department of HRD.
• Gopal Mahapatra presents various phases in his own life and how differ-
ent people and settings enabled him to perform, grow, and contribute.
• Arvind Agarwal presents 10 lessons he learnt from his own career as a
CEO, a change agent, and an HR leader.
• P. Sethu Madhavan presents an analysis of the tradeoffs HR profession-
als should be aware of in various “tradeoff ” situations in order for them
to make effective and conscious choices. He lists some tradeoffs that he
experienced and observed during his career as an HR professional in
different countries, as well as in different roles, namely, academician,
researcher, trainer, consultant, and executive.
The next set of chapters deal with the current state of the HRD function
and suggest ways and means to enhance the HR’s impact. This section will
be of particular significance to all HR professionals, CEOs, and all managers.
• Pradip Khandwalla presents creative ways of changing mindsets and

influencing people in the chapter on creative HR.
• S. Y. Siddiqui presents his experience at managing change at Maruti
using various HR interventions.

Preface xix
• Anil Sachdev and team present a detailed case study of the role played
by leaders in managing change in one large corporation.
• G. P. Rao, drawing from his rich experience of working in India and
Malaysia, deals with various types of groups and teams and presents
diversity management principles for organization building. He con-
cludes that inclusion is the mantra for diversity.
• Rajeshwari Narendran presents nine futuristic principles for changing
the HR and its impact. She concludes that the entire DNA of HR needs
to be changed for making a better impact.
• Drawing from his book Dare to Lead, Anil K. Khandelwal very convinc-
ingly presents the need for focusing on intangibles that drive tangibles
implying the significant role HR leaders and CEOs as HR leaders can
play in organizational transformation.
• D. M. Pestonjee and Naresh Mehta suggest practicing HRD managers
to adopt an appropriate high-performance work systems as part of their
people strategy and to carry out research in various formats in their
organizations for adding values.
• Visty Banaji, drawing from his rich experience of working with several
top-level corporations in India, presents several maladies that the HRD
profession is facing and also suggests various approaches to come out of
them and make an impact.
• Rajen Gupta and Vikas Bhatnagar explore the philosophical basis of
action research as a superior methodology for approaching organiza-
tional science and HRD. They present a case for the HRD profession
to jump a few orbits in building functional credibility and impact if
approaches toward designing and instituting HRD initiatives are based
on action research.
Some of the chapters deal with managing change in various settings using
OD and other interventions. The settings vary from small groups to large
groups, organizations, societies, and nations. These are classified under OD
and social development as the conceptual contributions go beyond managing
organizations.
• S. Ramnarayan, as a change champion, suggests various insights for

change leaders to make an impact. For example, he suggests that change
leaders need to have faith in their ability to bring about positive change
and they need to communicate this faith through actions and results.
They need courage to challenge dysfunctional mindsets but must also
be able to offer viable alternatives.
• Rosemary Viswanath and Tejinder Singh Bhogal describe their pro-
posed “social catalysis” as the ninth metaphor. This metaphor helps us
to explain and mange social change better. Metaphors are best used for
a diagnostic reading to help look at the familiar with freshness and to

xx HRD, OD, and Institution Building
open the doors and windows of the mind. Gareth Morgan in his famous
book, Images of Organizations, compared organizations using metaphors
to machines, organisms, brains, cultures, political systems, psychic pris-
ons, flux and transformation, and instruments of domination.
• Zeb Waturuocha presents and illustrates eight competencies required
for interventions in the social development sector; these include own-
ership and identification, understanding and practice values and ethics,
authenticity and transparency, diversity and inclusion, empathy and
humanness, learning and research orientation, walking the talk, enhanc-
ing, enriching and engaging, and evaluating and reforming.
• Paul Siromani discusses “extension motivation,” a concept evolved by
Udai Pareek and its applications for developing commitment to organi-
zations and society through extension motivation labs.
• Keith D’Souza and team present through an empirical investigation the
gap between professed and practiced values in family-owned business
organizations. He points out the great need for orienting family-owned
business managers.
• Varun Arya outlines the development needs of the country and the role
people with passion can play in building the nation.
• Inderjit Khanna presents and argues strongly the need for values and
value training in civil services for nation building.
• Aquil Busrai presents very valuable suggestions for bridging the theory–
practice gap by making educational institutions and industry play some
new roles and adopting new approaches.
• Roland Sullivan and team present from their global experiences how
whole system transformation enables and empowers human talent in
organizations to accomplish faster, cheaper, and sustainable positive
change. It marries leadership and the organization through the use of
small and large social groups resulting in enterprise-wide transforma-
tion. It involves and engages the entire system, allowing the ownership
of the process (people support what they co-create), suggesting and
causing change to happen in the moment, and focusing on the align-
ment rather than planned or segmented change.
The next set of chapters deal with the important theme of institution build-
ing. They cover institution building of corporations, government departments,
universities, national institutions, central university, registered not-for-profit
societies, and management schools.
• Kavil Ramachandran presents experiences of institution building in

India and other places and presents insights for institution builders. He
concludes that good institution building is an essential step for nation
building.
• V. S. Vyas presents his own experiences of contributing to building of
Indian Institute of Management Ahmedabad as its Director.

Preface xxi
• Abad Ahmad describes his experiences of building the South Campus

of the University of Delhi.
•
D. Nagabrahmam describes the process of building T. A. Pai
Management Institute, Manipal.
• Somnath Chattopadhyay presents in detail, starting from the finding
of the National Training Laboratories in the USA, the establishment
of the Indian Society for Applied Behavioral Sciences (ISABS) and the
value dilemmas and developments. ISABS remains a stable voluntary
organization based on certain values and is illustrated in this chapter.
• T. V. Rao presents in some detail conceptual contributions by Udai
Pareek to HRD, OD, institution building, and role efficacy and exten-
sion motivation. He draws lessons for social development.
• Indira Parikh offers various suggestions and thoughts for academic lead-
ership in universities that can build the future of the nation.
• Lalitha Iyer presents role of values in shaping higher education.
• K. K. Verma presents details of the development of the Blind People’s
Association in Ahmedabad. Various insights into the development of
this institution are provided. Values practiced by the educators in the
higher education system strongly determine the results that are desired
but remain elusive.
•
Ganesh Chella presents his experiences and insights for institution
building of consulting firms.
• Anil Gupta, using his experiences of building a Honey Bee Network to
discover and disseminate grassroots-level innovations, presents thoughts
and approaches to make grassroots innovations globalized phenom-
ena. He expresses his optimism that the Honey Bee Network provides
a viable framework for transforming the focus and force of globaliza-
tion. A recent initiative of bringing community/individual grassroots
innovations from China, India, and Brazil together is delivering some
results and hopes that more and more young people, start-up compa-
nies, investors, and entrepreneurs will explore the untapped potential of
grassroots to globalized phenomena.
One underlying theme of all chapters in this book is understanding and

enhancing “human processes” and their value to maximize the discovery of
talent and enhance the impact of individuals, groups, organizations, and insti-
tutions. This is the theme that Udai Pareek has always worked for all through
his life and his life stands out as an example to emulate for all of us.
Like Udai, we hope this book will continue to inspire and guide all those
interested in growth and development beyond management.
T. V. Rao
Anil K. Khandelwal

Acknowledgments
We thank each one of the authors for their contribution.

We thank Sachin Sharma of SAGE Publications for his enthusiasm, care,
and speed in bringing out this book.
We thank Bank of Baroda Staff College for facilitating our editorial
meetings.
We must acknowledge the contribution of our respective families (Jaya Rao
and Vandna Khandelwal) for their support while we spent enormous amounts
of our time on this book, which belongs to them.
We also thank T. V. Rao Learning Systems Pvt. Ltd for giving us all support
facilities for making this work possible.

Memoirs from a Professional
Twin Brother
Rolf Lynton
“T
wins” is what many of our colleagues in India called Udai and me
at Small Industry Extension Training Institute (SIET Institute,
now known as National Institute for Small Industries Extension
Training [ NISIET ]) in Hyderabad where we both were working together for
the first time half a century ago. Very soon Udai became the director of its
Extension Education department and so my “counterpart”—a graceless dom-
ineering foreign assistance term—as a consultant for Extension Education to
the new staff college for the Government of India’s small industries consultants.
We immediately saw eye to eye on just about everything. He too was con-
vinced that the consultants needed to work in interdisciplinary teams. For
that, they needed interpersonal skills that small-group and sensitivity training
develop the best and that Udai had learned from Max Corey to facilitate and
highly value. He easily saw that those skills also had to get rooted in actual
practice together with operatives, foremen, and managers on the factory floor
and not just talked about with managers in the office.
SIET’s director had already agreed to all parts of this sequence, and the
initial programs had strongly confirmed. So Udai stepped right into pairing
with me to facilitate the small-group sessions and organize and review the
fieldwork (with me or Sujit Bhattacharji, who had come with me from Aloka).
With Udai—and/or soon after—also came doctoral students who had
worked with him in Delhi; some of them also stayed as faculty members in
Hyderabad or worked together with us later—most continuously during our
stay of six years in the 1980s—to decentralize decision-making in Indonesia’s
public health system and to develop India’s own professional society for
applied behavioral science.

xxvi HRD, OD, and Institution Building
In addition to becoming ever-closer colleagues at SIET Institute, we

became long-lasting family friends. In Hyderabad, our family visited Udai’s
home when his son Anagat was born and the hijras (eunuchs) danced on this
occasion. Twenty years later, our family visited his home in Jaipur when ‘Anu’
(nickname of Anagat) married Shilpa and Udai’s mother danced in front of
the procession to the bride’s house. One of the photographs on our wall shows
me with the turban put on my head by Udai for the wedding.
We overlapped two years in Chapel Hill—Udai in the Department of
Psychology and I in the new Population Center and in Public Health— and
Udai’s family broke the coconut in our new house just as they did earlier in
Hyderabad.
Next we overlapped in Indonesia in his successive provinces and then in
Jakarta where they also had a twin-grandson with them. And after that I, often
with Ronnie, visited them many times in Jaipur, and each time Rama prepared
extra rough and tough Rajasthani bread for me because that’s how I liked it
best. We also got to know their wider, expanding family, which we like too.
Only weeks before Udai died, I saw him already frail and sick. Then, the
third edition of Training for Development was under way; the first edition had
already brought us close while working together all through Hyderabad to
Chapel Hill.
From our working together so closely and personally Udai’s two particular
features stick out most prominently for me. One is his openness to what mat-
tered most and the other is his quiet determination to go for it. This became
most startlingly clear at our first and quite unplanned meeting and its quick
sequel at what others would quite understandably assess at an enormous price.
In 1962, at Erik Erikson’s first public meeting in Delhi, Dr Pareek chaired
a reputed session to introduce psycho-social history, with Krishna Kripilani
introducing his biography of Tagore, Rabindranatha Tagore: A Biography. Standing
around as it finished, this stranger asked me what I was doing in India, and
I told him about the new institute, the three-week interpersonal sessions we
had started there and, in response to his asking, I presume, how I had come to
value those so highly. “Were any position open there,” he asked.
Only a few days later, his application arrived, to work with me and in the
hope of becoming the department director. What he was foregoing, it turned
out, was his 18 years’ retirement benefits in a senior research position in the
Ministry of Agriculture.
In later years too, I have seen Udai again and again quietly assessing com-
plex situations and personal choices, and come up with particular action(s)—
quietly, avoiding open conflict with others, and seeing no need to explain his
determination.
The second feature I think of in his working is his relentless recording of
experiences. It stands out extra starkly because even otherwise excellent col-
leagues—everywhere and certainly in my work in India—seem to have great
difficulty developing like habits for full systematic recording (even now that the
ever new technologies have made it much easier).

Memoirs from a Professional Twin Brother xxvii
Two examples can best illustrate the recording and the sharing of it with
participants. First is the content sheet of our standard report to the partici-
pants in a three-week program of “Sensitivity Training in Regular Courses”:
First, in three sections, 12 single-spaced pages, about
The Training Design

Sensitivity Training in Practice
Effects of the Training on Participants
Then 12 appendices in four sets:
The five readings handed out during the program

Extension sessions at the SIET Institute
Five data forms about talk frequency, interaction patterns, participants’
functions in the group, feelings in the group, and group climate
And lastly, the participants’ “rating of sensitivity sessions.”
The second example of Udai’s (and my) characteristic follow-through is

that all the readings we referred to we soon included in a hardback SIET book
entitled Agents of Industrial Development. Our book Readings for Trainers, Consultants
and Policy-Makers followed some years later and also Training for Development,
rewritten separately for policy makers and for trainers (SAGE, 1992, 2000).

PART I
HRD and OD

1 My professional journey in
HRD: Some reflections
Dennyson F. Pereira
The beginnings
My initial years of working at the Government of Bombay Vocational

Guidance Bureau equipped me with a sound background of validation and
reliability processes. I was primarily responsible for the standardization of the
differential aptitude tests and the Raven Progressive Matrices on a sample of
more than 3,000 participants. I also assisted in the training of school counsel-
ing. Soon, a valuable opportunity arose to move into clinical psychology and
work with a leading US psychiatrist, Dr Louis English. The position was in
the Faculty of Social Work, the MS University of Baroda. At the university, I
worked, first, on the Margaret Lowenfield Mosaic Test, Bender Visual Gestalt
Test, Raven Progressive Matrices, and Alexander Passalong Test. Then, I
looked for appropriate pictures to elicit responses and to measure achieve-
ment, affiliation, and power motives through the Thematic Apperception
Test. This search led me to contact Dr David McClelland of Department
of Psychology and Social Relations, Harvard University. Later when David
came to India, he met Udai at the Ford Project in Aloka, Mysore. He was so
impressed with Udai that he strongly suggested me to get in touch with him. I
was also in close contact with Tavistock and NTL.
Later, on joining the Sarabhai Group in 1959, I was fortunate to be one
of the four persons in India chosen for the six-month United States Agency
for International Development (USAID) training under a management con-
sulting organization in the United States. I was earlier in touch with NTL
and looked for the first opportunity to learn more about sensitivity training.
In the second week of my stay in Washington, I met Dr Leeland Bradford,
one of the three persons who started NTL, and during our discussions he
strongly suggested me to develop a relationship with Udai. Furthermore, he
informed me about a forthcoming program being organized in Washington,
D.C., in April. At this program, two renowned sensitivity trainers, Weldon
Moffit and Gordon Lippit, were present and spoke very highly about Udai.
On my return to India, the USAID office in New Delhi requested me to
deliver a presentation at a conference to be held for all persons who had been

4 Dennyson F. Pereira
deputed under various US scholarship programs. At the end of my presenta-

tion, two persons approached me and introduced themselves as Dr Udai Pareek
and Manohar Nadkarni. This was the start of the most fruitful collaboration
and professional growth opportunity for me. Manohar and I since then have
been responsible for conducting several programs in achievement motivation.
My professional journey at Larsen and Toubro Ltd
Before I joined Larsen and Toubro Ltd (L&T) in October, 1966, the training
was imparted only at the apprentice level in the General Workshop (Group II,
Caterpillar Service Station, and the Tool Room). It was Mr Gunnar Hansen,
director of the Powai Works, who identified a strong need for the training of
foremen and chargemen. Mr Hansen equipped the facilities in Powai to make
it one of the best training centers in India. He ensured comfortable seating
facilities, moving and rolling blackboards, modern audiovisual equipment,
and small rooms for group discussions.
The training department commenced in October 1966 and originally was
supposed to cater to the needs of Powai Works. However, we started with a
company-wide training needs assessment. After six months, an opportunity
arose for us during the annual sales conference in April 1967, wherein we
were requested to make a presentation on the value of need-based training
programs to enable the Powai Training Center to raise the proficiency of fore-
man and supervisory levels. At that meeting, the sales division became aware
of the absences of training for their division. We stressed a need-based system-
atic identification of training needs, planned deputation of participants, and
active involvement of department heads, production, and sales.
Within a few years, the training unit conducted several excellent supervi-
sory and managerial programs that focused on problem-solving, time manage-
ment, enhancing pertness, value engineering, written and communication skill
building, finance—for nonfinancial personnel—and coping with stress. For
the different levels of supervisory and managerial staff, we conducted group
and team working programs. We moved away from the traditional T-group
method and designed programs modeled on Blake and Mouton Managerial
Grid, Bernard Bass Case Situations, and Harvard Business School’s excellent
case studies. We secured appropriate films on leadership and group dynam-
ics. The success and efficacy of these programs resulted in their increased
demands. Quarterly evaluations of the programs were sent to all departmen-
tal heads, and to the top management.
During a major lockout, sessions of training programs at the Powai Works
were held outside the premises, to assist supervisory and managerial staff to
cope with the situation on the resumption of work.
Similarly, a major situation occurred at the Utkal Machinery Limited,
Khansbahal. L&T was one of its major partners. Therefore, the chairman,
Mr Holck-Larsen requested the training unit to devote major energy of the

My professional journey in HRD 5
training programs at Khansbahal. We planned and conducted a one-year

company-wide training that covered the senior management, the supervisory
level, and the foreman level at Utkal Works. The final evaluation indicated the
effectiveness of the training inputs. This was independently stated by officers
and employees in the final evaluation.
Holck Larsen himself in a note dated March 23, 1972, to all the directors of Utkal
Machinery acknowledged that the courses contributed notably to the development
of team spirit.
From training to Human Resource Development (HRD)
In October 1975, a filing cabinet in the personnel section of the head office
in L&T House, Ballard Estate, drew the attention of the chairman, Mr N. M.
Desai. It contained reports of performance appraisal forms. The exercise was
carried out only at two levels: immediate superior and next superior. No action
on the forms was taken beyond the next superior.
During our discussion with the chairman, we suggested that Dr Udai
Pareek, a professor at IIMA, be requested to conduct a study of the perfor-
mance appraisal system and the total process. We placed a proposal to the
chairman, and he himself presented the proposal before the board of directors.
The proposal was accepted and assigned to Udai. He proposed the forma-
tion of an in-company internal task force of senior management personnel
and an external task force consisting of Dr T. V. Rao and himself. Based on
his study, he felt that the company needs to expand beyond the performance
appraisal system.
Under the new proposal, Udai set the pace for renewal, and enlargement
of the following functions beyond training: (a) manpower planning, (b) data
storage and processing, (c) critical attributes analysis for each job position,
(d) feedback and counseling skills by line or staff managers, (e) feedback and
counseling skills, (f) conduct of development-based performance appraisal,
(g) inclusion of potential appraisal, (h) harmonious industrial relations at the
supervisory level, (i) organizational development unit wise and division wise,
and (j) career development and career planning for higher positions.
He cited the following benefits of the new game plan:
1.
Employees understand and assess their own abilities, strength, and
weaknesses that help or hinder them in contributing to the goals of the
organization.
2. They have an opportunity to discover and identify their own strengths
in working with people and unlock the potential they possess to evolve a
future development of their career.
3. They discover the limitation and identify resources that lead to the
development of their potential.

4. They would periodically endeavor to contribute to the organization

goals through their own growth and development.
5. They plan their career on the basis of the above insights.
6.
Organizations work on creating a new developmental organization
culture.
The birth of HRD
To achieve the points discussed above, Udai proposed a comprehensive system

approach: (a) development-oriented performance appraisal, (b) a scheme for
potential appraisal, (c) supportive employee counseling, (d) career planning
and development, (e) training programs that include developing multilevel
skills, and (f) organization’s development for unit and/or divisional change
process.
Udai emphasized that the above-mentioned approach should be imple-
mented and monitored in a phased manner to be able to plug any drawback
and to ensure synergetic benefits. He proposed a five-to-seven-year phased
implementation period that was to be followed by (a) a six-member senior
management committee and (b) by Dr Pareek and Dr T. V. Rao. Further, it
was proposed that the phases be monitored by a human resource unit, with
strong linkage to the personnel.
L&T executive management examined the painstaking report of Udai and
Dr T. V. Rao. The President, Mr N. M. Desai, who had himself followed the
plan, provided his whole-hearted support, stating, “[i]n view of the consider-
able growth of the Company … an Integrated Human Resources Development
system has been examined and accepted by the Corporate Management.”
Dr T. V. Rao and Dr D. F. Pereira conducted the first training program
for 27 senior line and staff managers complete with visual aids and a training
manual. These participants spread out throughout the regional offices and
departments and conducted such effective programs that their efforts created
a stimulating effect about the implementation of the consultants’ recommen-
dations. Employees were impressed to witness their own managers conducting
the two-day programs.
With the assistance of the HRD unit, groups were formed within the units
to examine critical attributes and potential appraisal factors, and to plan for
career development. Employees were now able to visualize the path they could
aspire to during their term in L&T. They participated in small groups for
contributing to various implementation steps. Udai laid the grand plan for a
holistic approach to human resources in the corporate world.
The editor of International Management, a McGraw-Hill Publication, located
in UK, personally visited L&T and commended the training programs, the
top management, and the total management culture. Thus, Udai and Dr T. V.
Rao were responsible for the creation of the first total system-based renewal
of the human resources in India. Various companies, including some leading

My professional journey in HRD 7
national banks and India’s top 25 companies, requested us to make presenta-

tions of the total HRD process to their senior management.
In this tribute, let me cite Udai’s brilliance as a change agent in a hospital
care organization that was run by an international religious community of
sisters.
The Medical Mission Sisters has several hospitals and rural health centers
in the world. They, then, planned a worldwide renewal program. Dr White
was the head of this worldwide project and Udai was responsible for the all-
India group. He involved me in working with the Bombay Group of Religious
Sisters. On the completion of the program, Dr T. White was expected to pres-
ent a report on the program and its implementation plans in Rome. Thus,
Udai, because of his brilliance, was requested to make the final presentation
that would be submitted to Vatican.
I learnt from some sisters that Udai performed a superb job.
On the personal level, I had conducted an in-depth study of the organiza-
tional culture of the Diocesan Priest in the Archdiocese of Bombay. During
Udai’s frequent meetings in Bombay, I happened to show the results of the
findings to him. He immediately suggested me to visit Ahmedabad. On my
arrival, he personally took me to the vice chancellor’s office and requested per-
mission to register as a PhD candidate. I, then, witnessed the high esteem that
the vice chancellor had for Udai. Within two years of my enrollment, I refined
the work with Udai’s help; the thesis received an outstanding rating from the
external examiners, and recognition from Rome, Poland, and Hungary.
Both Udai and I had a common role model: Colonel Sohan Lal, who
directed the Indian Army Psychological Wing at army headquarters.
While working on different projects with Udai, before and during L&T
Renewal Project, and on receiving his guidance during my doctoral work, I
became aware of Udai’s unique gifts. He believed in establishing authentic con-
nections with people and thrived on helping them develop their genuine authentic
potential. He could perceive the positive in people and in their future. Connecting
with people was more important to him than his rules or plans. He excelled in
assisting people clarify issues, ideas, and more than anything else values.
After the loss of my wife, who spurred me to complete my master’s and
doctorate, my teachers from St. Andrew’s High School, and my first superior
in the Government of Bombay, Mr Fali Chothia, Udai was an inspirational
and a personal loss. He had helped me to clarify issues and values, to develop
an identity, and also encouraged me for growth and development.
Recognition
At this stage of my life, I feel proud to see L&T growing by leaps and bounds
and making marks globally. It is gratifying to see that the strong foundation
of HRD made in the 1970s had a role in several achievements and accolades
received by L&T. After all, it is the competence, passion, and professionalism

of L&Tites that is reflected in many of its achievements. It also vindicates my

belief as an HRD professional that investment of intent, time, and money in
developing people always bears rich dividends. Today, L&T stands tall glob-
ally, as is evident from the fact that in 2012 Forbes ranked L&T as the 9th
most-innovative company in the world.
Following is the list highlighting some more achievements of the company.
1. In 1997, the Bangalore Works division was awarded the “Best of all”
Rajiv Gandhi National Quality Award.
2. In 2012, L&T was ranked 4th by Newsweek in the global list of green
companies in the industrial sector.
3. L&T was also featured in the Forbes “Asia’s Annual Fabulous 50” list in
2010, for the fifth time in a row.
4. According to the Brand Trust Report 2012 published by Trust Research
Advisory, a brand analytics company, L&T was positioned 47th among
India’s most-trusted brands. Subsequently, in Brand Trust Report 2013,
it was ranked 127th, while according to the Brand Trust Report 2014, it
was elevated to the 38th position.
5. In 2013, L&T Power received the “Golden Peacock National Quality
Award, 2012” at the 23rd World Congress on “Leadership & Quality of
Governance.”
6. In 2014, L&T was ranked 500th on Forbes list of 2000 world’s largest and
most powerful public companies based on revenues, profits, assets, and
market value. In total, 54 Indian companies made it to the prestigious list,
and L&T was the highest ranked company in the engineering and con-
struction section and 10th among all Indian public and private sectors.

2 Toward creative HR
Pradip N. Khandwalla
I have fond memories of Dr Udai Pareek. He was at Indian Institute of

Management Ahmedabad (IIMA) from 1973 to 1985. I joined IIMA in 1975.
He was a different person than I am, a much more gentle and refined human
being. But we also shared a lot in common: a passion for research and scholar-
ship; a shared commitment to the fields of organizational behavior (OB) and
human resource development (HRD); a belief that management education
should result in greater commitment of students to human good, and not
just to profit and self-interest maximization; a shared interest in creativity and
innovation; a shared interest in designing systems and organizations that are
not only efficient but also effective, humane, and innovative. I was particu-
larly interested in his concept of extension motive and also his views about
the institution-building function in organizations. His concept of extension
motive led me to think of the altruistic motive in people and how it manifests
itself in a distinctive style of management that I called the altruistic style of
management (Khandwalla, 1995). His notions about values, processes, and
systems that build humane institutions too appealed to me and led me to for-
mulate notions of institutional excellence and missionary excellence as types
of organizational design (Khandwalla, 1992). As we all know, Dr Pareek was
a towering figure in India in the areas of OB, human resource management,
and HRD, and was also a prolific writer, with some 30 books to his credit and
several hundred papers and articles. I feel privileged to have been his friend
and colleague, and I feel honored to have been asked to contribute a chapter
in a book dedicated to his memory.
In this chapter, I wish to share some ideas on creative human resources
(HR). Creative HR is indispensable in our times in India because most Indian
companies are far behind the best companies in the world in productivity, qual-
ity, customer satisfaction, innovativeness, corporate social responsibility, and
various management functions including HR. Creativity in HR offers a way of
catching up with the world. If we do not catch up with world standards quickly,
our companies will not be able to remain competitive in the global business
place. But if we can, then opportunities are of Himalayan proportions. Right
now a heavily depreciated rupee and relatively low salary and wage levels are
bailing our companies out in the global market place; but how long?

10 Pradip N. Khandwalla
Creative HR
Creativity walks on two legs (Khandwalla, 2004, Ch. 1). One is an analyt-
ical, logical, and focused mode of thinking. The other leg is imaginative,
even fanciful mode of thinking, which extensively uses analogies, sugges-
tions, fantasies, etc., rather than logic and analysis. Professor Guilford called
these two modes convergent thinking and divergent thinking, and he argued
that both modes are necessary for creativity to yield results (Guilford, 1960).
Creativity is also often a play between the known or familiar and the novel
or unknown. That is to say, it often grafts the novel on the known. A good
example is 360-degree appraisal. Normally, the boss appraises his or her
subordinate. But in 360-degree appraisal not just the superior, but also col-
leagues and subordinates of a manager, as also the manager himself, also
assess the manager. In the history of assessment this is quite novel. Creativity
is also the fusing of two previously unrelated frames of reference (Koestler,
1970), as when a manufacturing company benchmarks its innovativeness
with the innovativeness of a high-performance information technology (IT)
company rather than only with the best companies in its industry.
Let me first outline a major difference between creative HR and textbook
HR. Textbook HR systems are standardized and tend to be one size fit all
solutions. They represent past innovations in HR that have now got refined
and standardized. But given the diversity of organizations in terms of orga-
nizational size, cultural setting, type of industry, operating environment, and
the organization’s internal culture, they give good results when the fit between
the HR systems and the context of the organization is strong but give at best
mediocre results where the fit is weak. Creative HR involves offbeat improvi-
sations by the organization in response to its operating context, and so, if the
improvisation is implemented effectively, it is likely to give very good results.
In a dynamic world, the capacity to improvise innovations in HR may be
crucial for survival. Most of the examples of innovative HR that I am sharing
later were initiatives during company sickness that helped the companies to
turnaround and become profitable (Khandwalla, 2001, Chapter 15, especially
Appendix 15.1).
There are many examples of creative HR that I have come across as a con-
sultant, researcher, and a student of turnarounds of companies from sickness.
There are some areas of HR that are important but as yet the scholarly knowl-
edge base is weak. The examples of creative HR practices that I am going to
share later were not drawn from textbooks or handed down by experts. They
were relatively novel improvisations, and many of them were initiated by the
chief executive officer (CEO) and the top management team, sometimes with
the help of consultants but more often without such help. These creative HR
practices can be subsumed under five heads:
1. How to bring about a mindset change in the organization. This is important in

contemporary India because, exceptions apart, most companies have

Toward creative HR 11
fairly authoritarian, laidback, and conservative cultures, ill-suited to

our times, and the need is to change the mindset to one of flexibility,
dynamism, innovation, professionalism, ethics, social responsibility, and
workplace equality.
2. How to identify and harness change agents at lower levels of the organization for
bringing about organizational transformation. This too is important for our
organizations because change tends to be perceived as the prerogative
of the CEO and his or her immediate subordinates, and tends to be
concentrated at the top and at best at senior levels. However, given the
increasing size and complexity of many Indian organizations, and the
need to jack up their performance swiftly, the need is to bring about
decentralized changes also in organizational systems, practices, struc-
tures, styles of leadership, etc., through change agents. These change
agents need to have both the temperament to be agents of change and
the needed competencies.
3. How to establish a better rapport between the top echelons of the organization and the
rank-and-file. In India, the managerial levels tend to be staffed by social
elites while the working class mainly staffs the workers and lower level
functionaries such as clerks and first-line supervisors. There is a cultural
gap, and also a feeling in the lower echelon people that they are only
tools in the hands of the managers. This often breeds alienation or mil-
itant unionism that can affect the operations adversely.
4. How to empower the people at the lower rungs of the organization. There is much
talent at lower rungs of the organization, especially among junior-level
managers, but the opportunity to contribute to the organization is min-
imized by authority differences. If the lower levels are empowered they
would feel a much stronger stake in the organization’s future and they
would be able to make much larger contributions.
5. How to get the lower level employees to contribute to the organization in areas beyond
their remit. There is a tendency to view employees as contributing to the
organization only by playing their formal or assigned roles. But they
may well be able to contribute in diverse ways beyond their remit to
the profitability and well-being of the organization. However, this calls
for creative ways of tapping their skills and enthusiasm beyond what is
required to fulfill their contributions as formal role-holders.
Creative ways of bringing about mindset change in the

organization
Bureaucratic, conservative, and laid-back mindsets of the staff do not work

well in a dynamic, competitive environment. In the 1980s, British Air, a public
sector company, was notorious like Air India for its poor customer services
and laid-back culture (Goodstein & Burke, 1991). One of the problems was
a mindset of caring little for the customer. A vigorous effort was made to

change this mindset. About 40,000 staff members, mainly those with direct
customer contact, went through a two-day Putting People First program to
foster good interpersonal relations, especially with the customers. GM, the
American car making leviathan, had a strong manufacturing orientation
and low entrepreneurial orientation (Kharbanda & Stallworthy, 1987). In
the 1980s, GM temporarily transferred 7000 data-processing personnel to its
dynamic IT subsidiary EDS to absorb the entrepreneurial culture of EDS. At
Jaguar Motors, the company arranged irate customers to meet the workers
and managers to share their frustrations with the quality of Jaguar cars and
make the staff much more quality conscious (Chambers, 1988). SAIL, the
giant Indian public sector steel company, was ailing in the 1980s. Its market
dominance, weak leadership, and strong unions had made the organization
complacent and conservative. In the mid-1980s, Mr Krishnamurthy, with a
career in BHEL, became the CEO. He improvised a fascinating strategy to
bring about a mindset change and greater focus on priorities (Krishnamurthy,
1987). At SAIL, the CEO personally conducted several two-day workshops
for general managers in batches of 80 each to discuss the turnaround strategy
termed Priorities for Action. The general managers, in turn, conducted simi-
lar workshops in their plants. The write-up on priorities for action was mailed
to every employee of the company, and shift meetings were organized in each
plant to discuss it and come up with local innovations. A vast training program
was launched. In total, 19,000 workers and other staff and 10,000 managers
were trained in one year, and the numbers in the next year were 37,000 and
14,000. At TVS-Suzuki, India, the top executives punched attendance cards
just like workers and also got searched like them on departure in order to
turn a hierarchical culture into an egalitarian culture (Ravindranath, 1995).
Andhra Pradesh Papers conducted classes twice a month to expose workers
to new concepts of industrial relations, economics, and productivity to bring
about a more professionalist mindset (Shenoy, 1996).
Creative ways of identifying and using change agents to bring

about organizational transformation
In hierarchical organizations the responsibility for change rests mainly with

the CEO. But as organizations grow larger and more diversified in terms of
both product portfolio and territories, unless changes and innovations are con-
tinually initiated at lower levels, the organization may not be able to cope
with differences in its operating environments. This requires a contingent
of empowered change agents. At British Air, selected staff members were
retrained to become internal change agents to assist line and staff managers
(Goodstein & Burke, 1991). In Lufthansa, 25 middle-level managers were con-
stituted into the Samurai of Change, and after training, they were charged with
communicating the gravity of the company’s situation to the rest of the staff
and managers (Lehrer, 1995). At National Semiconductor, champions were

identified for each financial and transformational goal of the company, and
also for each focus market and each strategic market segment (Miles, 1997).
At Philips Electronics, 400 line and staff persons were given change agentry
training lasting 2 to 3 days to create an internal battalion of change agents
(Freedman, 1996). Siemens-Nixdorf, a German IT software and hardware
company, identified some 2000 potential change agents through a nomination
process, and these were sent to the United States for 13 weeks to visit dynamic
companies (Kennedy, 1998). The idea was to create a mindset change from
an excessive quality and productivity fixation to innovation and entrepreneur-
ship. Of these, 400 were trained in entrepreneurship. On their return from the
United States they were made heads of SBUs and profit centers.
Innovative actions to bring about better rapport between top

echelons and much lower echelons
As organizations grow larger, a hiatus tends to develop between the percep-

tions and priorities at top levels and much lower levels. This often affects the
implementation of corporate plans adversely. In American Airlines, a giant US
airline, the CEO conducted give-and-take sessions with workers throughout
the route system, with rewards of travel passes or merchandise for innovative
suggestions (Horn, 1990). In BHEL, the giant Indian public sector company
manufacturing electrical equipment, every quarter top-level executives made
it a point to visit the plants and meet a cross-section of the staff to discuss
problems and issues (Krishnamurthy, 1977). At British Steel, the CEO devel-
oped a rescue plan for the ailing, over-sized, bureaucratic company involving
a large number of separations and other restructuring, canvassed it with the
rank-and-file, and put it up to a company-wide vote—and won it (MacGregor,
1982). At Philips Electronics, some 200,000 employees were involved annually
in a one-day exercise to search for better ways to satisfy customers (Freedman,
1996). They also communicated via satellite link with the CEO.
Innovative ways to empower people at lower rungs of the

organization
Continental Airlines, United States, instituted an annual survey in which sub-

ordinates rated how well their bosses communicated with them (Brenneman,
1998). Eastman Kodak instituted a system of “social contract” in which the
workers pledged to understand better Kodak’s business and customers, to
adapt to change, and give 100 percent of effort, in return for Kodak com-
mitting to minimum 40 hours of training for each worker that was designed
to meet each worker’s specific developmental goals (Chakravarty, 1997). Ford
Motor Company, a giant American car manufacturing company, had insti-
tuted a Code of Quality. It empowered the worker to stop the assembly line

if he detected anything that would endanger the quality of a product (Shook,

1990). At Harley Davidson, an American maker of high-quality motorcycles,
a system of statistical control was installed that gave employees the responsi-
bility for checking the quality of their own work and then making the appro-
priate corrective adjustment (Hartley, 1997, pp. 58–70). In JMEL, India, a
Rajasthan state company that produced metals and electrical equipment, the
CEO got the workers to accept shares in lieu of bonus (Khandekar, 1985).
This way, the workers got seats on the board of directors. In Lufthansa, a
German airline, the management set up groups under each of six supervisory
board level departments such that each group had three representatives of
managers and staff. These groups had to be consulted on all important deci-
sions (Lehrer, 1995). Premier Auto, India, replaced a confidential appraisal
system by an open appraisal system that emphasized innovation and initiative
taking (Nilakant & Ramnarayan, 1998, pp. 314–318). It also created a system
in which senior managers got feedback from their peers and subordinates.
Siemens-Nixdorf, a German IT software and hardware company, installed a
flexible assessment system in which an employee could choose the criteria on
which he or she would be assessed out of a given list (Kennedy, 1998). The
company also set up 18 communities of interest, whose members, linked across
the company by intranet, could pursue a core competence or area of interest,
to present what they had learnt to the management. Everyone’s improvement
commitment was flashed to the entire organization on intranet.
Innovative ways to get lower level staff to contribute to the

organization in areas beyond their remit
Aer Lingus, an Irish airline company, leveraged its HR skills in equipping

and managing a hospital in Baghdad and nursing homes in the U.K. (Arbose,
1986). In American Airlines, a giant U.S. airline, the CEO invited workers and
their families to lavish feasts at which the invitees gave feedback on how good
the dishes were (Horn, 1990). The company wanted to introduce these dishes
for passengers. Both Bank of America (Clausen, 1990) and Bank of Baroda
(Killawala, 1992) launched campaigns in which the members of the staff
were asked to bring potential new customers to the bank. In Bank of Baroda,
instead of the targeted 100,000 new savings and loan accounts, as many as
300,000 were opened. Chrysler placed 21 recent retirees into the plants of
vendors to make them much more conscious of the quality requirements of
Chrysler and thereby to improve the quality of components supplied to the
company (Gordon, 1987). The company engaged in extensive benchmarking
for everything from accounting to manufacturing by creating teams in which
both managers and union members were represented.
The above examples from turnaround cases indicate that creative improvisa-
tions in HR are both feasible and necessary for boosting the performance of the
organization. Many of the companies such as GM, American Airlines, SAIL,

BHEL, and Bank of America were large and had established HR systems. But
they either were not suitable or were badly managed. Hence improvizations
had become necessary.
Methods for increasing the creativity of HR
There are ways by which the HR function can be made much more creative
and innovative. There are a number of creativity techniques that HR people
can learn and disseminate to others in the organization (Khandwalla, 2003,
Ch. 9). These include brainstorming, creative benchmarking, exnovation,
organizational experiments, stakeholders’ councils, and creativity training. Let
me briefly describe each as it relates to HR.
Brainstorming: This is a group technique developed by Alex Osborn, a
marketing man (Osborn, 1961). One of its major principles is to defer eval-
uation of ideas until the group has exhausted generating ideas for solving a
pressing problem or issue. Surveys indicate that this is the most widely used
technique for generating creative options (Torrance, 1987; Westberg, 1996).
Brainstorming can be used for generating creative options in many HR func-
tions such as recruitment and selection, induction, reward, promotion, job
rotation, job enrichment, and training.
Creative benchmarking: Benchmarking is commonplace in industry and usu-
ally involves benchmarking with comparable other companies in the industry
that are better performing. In creative benchmarking, the benchmarking is
done with outstanding organizations that are highly innovative irrespective
of their industry affiliation or institutional genre. As far as HR is concerned,
once the major differences are identified through creative benchmarking, the
effort is made to understand how to incorporate into HR the practices of the
benchmarked organization/institution though with suitable modifications. For
instance, an extended Hindu family can be highly cohesive. How is this cohe-
siveness achieved? Insights into this kind of creative benchmarking can enable
an organization with low internal cohesion to become much more cohesive.
Similarly, benchmarking with an excellent academic institution can yield
insights into how to replace a highly hierarchical culture with much more of
a peer culture, and benchmarking with a highly creative ad agency can yield
insights into how to bring in a culture of creativity into a staid organization.
Exnovation: Peter Drucker proposed that any aging organization should
periodically pose to itself the following question: “If we are to start the orga-
nization now, which of the systems, procedures, policies, and structures that
we currently have that we would like to adopt?” (Drucker, 1985). This sort of
zero-base thinking can help to identify a host of things to dump and replace.
Exnovation applied to HR can be a powerful way of rejuvenating a stultified
HR function.
Organizational experiments: In organizational experiments, one group or divi-
sion or department gets one kind of treatment and another gets either no

such treatment or a different treatment. Then, results are tabulated after some
time, say a year, to see which treatment was the most effective. As an example,
designing a powerful motivational system is a major HR function. One treat-
ment could be to provide strong financial incentives in one division; the other
could be to empower employees in another division by using higher order
needs to motivate superior performance, such as the need for recognition and
self-actualization. A year later, the performances of the members of the two
divisions could be compared to find out which treatment works better.
Stakeholders’ council: Among all the management functions, HR has the most
stakeholders in the organization, by level as well as by function. A stakehold-
ers’ council, consisting of the representatives of HR’s “customers” is a way of
bringing the voice and concerns of the stakeholders as well as their expecta-
tions from HR to the attention of HR. It would also provide an opportunity
for two-way communication because HR can communicate its priorities and
concerns to the stakeholders through an interactive process and get sugges-
tions in return. Such an interactive process can lead to many innovations in
HR practices.
Creativity training: There is substantial evidence that creativity training
“works,” that is, it increases the capacity for offbeat, out-of-the-box thinking
in the trainees (Torrance, 1987; Westberg, 1996). Creativity training can come
in many different formats. The one I use is based on a model of durable cre-
ative achievement that I have developed (Khandwalla, 2004, Appendix A).
Basically, it involves exercises, readings, sharing of views and experiences, and
exposure to role models aimed at reducing fears and blocks, at strengthening
the motivation to pioneer and innovate, and at strengthening thinking skills
such as the capacity to come up with numerous solutions (fluency), the capac-
ity to look at problems from multiple perspectives (flexibility), the capacity
to restructure problems in interesting ways (problem-restructuring capacity),
the capacity to come up with unique solutions to problems (originality), and
the capacity to sense issues and problems that others do not sense (problem
sensitivity). It also involves an attempt to examine one’s living and operating
environment to see how it could be modified to make it more stimulating and
creativity-friendly. From the HR perspective, creativity training, when exten-
sively used, can help the organization to enhance the creativity of employees
at all levels, and thereby to enhance the organization’s capacity to become
much more innovative.
Concluding comments
Creative HR can be a new frontier of HR. If we can collect many examples of

how creative HR interventions have been improvised and with what effects, we
could train HR personnel in much wider and much more effective uses of cre-
ativity in HR. Analyzing these interventions could yield many fruitful models
of innovative HR practices that could then get widely disseminated. This can

enrich not only HR but the entire field of management. Creativity has been a
game changer for human civilization itself (Toynbee, 1946). Creative HR can
be a game changer for our organizations in the global sweepstakes.
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3 Some tradeoffs and trade
secrets from the diary of an
HR practitioner
P. Sethu Madhavan*
Introduction
Most human resource (HR) professionals know the fact that Udai Pareek along
with T. V. Rao played an important role in setting up the first HR department
in India, at Larsen and Toubro Ltd (L&T), during the 1970s (Pareek & Rao,
2008). However, not many people perhaps know that one of the last profes-
sional associations of Udai Pareek was with L&T before he passed away in
2010. On the basis of a special invitation from the corporate HR unit and
Management Development Center of L&T, Udai Pareek used to visit L&T
corporate HR and Management Development Center, on a monthly basis to
support various in-house research programs as well as to provide professional
HR advice and coaching services. It was during those days I used to work
closely with him and discuss many professional issues in detail! During our dis-
cussions, most of the time we concluded that HR profession, today, is far away
from the ideal picture that the founders envisaged a few decades ago. We felt
that, nowadays, most CEOs are not paying enough attention to HR issues and
that HR is nowhere near becoming a business partner in most organizations.
During my daily meetings with Udai Pareek, we used to frequently refer
to or discuss the issue of the erosion of credibility of HR function over the
years, as well as the various dilemmas and tradeoffs that HR practitioners
face today. Some of the frequently discussed dilemmas included whether HR
should focus on developing people or controlling them and whether we should
use HR tools such as appraisal and assessment for developing people or for
other purposes. This chapter is an attempt to list some such tradeoffs that I
have experienced and observed during my career as an HR professional in dif-
ferent countries, as well as in different roles namely academician, researcher,
* I thank Dr T. V. Rao for encouraging me to write this chapter and my wife Sugatha Puthalath for all
her valuable support and feedback for completing this chapter.

20 P. Sethu Madhavan
trainer, consultant, and executive. Apart from identifying and listing some
of the key dilemmas and tradeoffs that HR practitioners frequently face in
today’s business world, the chapter links the tradeoffs to erosion of credibility
of HR function, where applicable and provides some directions for resolving
the tradeoffs in an effective manner to protect and enhance credibility of HR.
The chapter attempts to ground the professional experiences and observations
in the literature that are relevant to the topics.
The golden period of HR
Gill (2007) noted that decades ago, before HRM and HRD (The term “HR”
will be used in the remaining part of this chapter to refer HRM/HRD)
approaches evolved, the personnel management function used to focus on
administration, welfare, and industrial relations and it was treated as less
important than other functions such as finance, marketing, and manufactur-
ing! As quoted by Gill (2007), the work of personnel management in those
days was perceived as “partly a file clerk’s job, partly a house-keeping job,
partly a social worker’s job, and partly a fire-fighting job to head off union
trouble or to settle it” (Drucker, 1954, pp. 275–276). Many authors have
observed that the HR approaches have evolved to fill the gaps that existed
in the old personnel management model, which viewed people management
as a matter of control, administration, and collective negotiations. The HR
approach, on the other hand, promoted the function as a strategic partner for
the business who could support the organization to achieve business excel-
lence by leveraging employees as a competitive advantage (Gill, 2007; Pareek
& Rao, 1982; Ulrich, 1997).
The HRD system proposed and implemented by Pareek and Rao in L&T,
State Bank of India (SBI), and other organizations during the 1970s was inno-
vative and integrated in nature (Pareek & Rao, 1982; Rao, Rao, & Yadav,
2007). HRD professionals during those days were encouraged to have the
spirit of missionaries rather than mercenaries (Rao, 1990). During the 1980s
and the 1990s, HR professionals introduced a number of innovative methods
and tools for driving success and change in organizations. HR used to be a
true business partner in many large organizations during that time, support-
ing large-scale change efforts by introducing various HR systems and tools
such as performance appraisal systems, 360-degree feedback, assessment and
development centers, leadership development, succession plans, training and
development, culture change programs, and so forth. During the 1990s, I have
observed as an HR consultant that the HR sections in many leading compa-
nies assumed great importance and some of them were physically moved next
to the CEO’s office or to the nearest floor! However, during the last decade
or so, credibility of HR function seems to be on a declining trend and some
authors have noted that HR has lost respect in business world and that HR
should be downsized or outsourced (Ryan, 2005; Ulrich et al., 2007).

Some tradeoffs and trade secrets from the diary of an HR practitioner 21
The decline of HR and the call for HR as business partner
Perhaps the realization among HR professionals that their profession is losing

credibility led to the famous call for transforming HR into a business or stra-
tegic partner raised by Ulrich and others during the 1990s (Ulrich, 1997).
However, even after more than a decade, it seems that HR as a profession has
not been able to enhance its image. HR functions in many organizations have
lost their alignment and linkages with business strategies and often they seem
to be operating like the old personnel management functions. The results of
a study by Rao, Rao, and Yadav (2007) indicate that today HRD functions in
companies are not well structured as envisaged in the mid-1970s and conve-
nience rather than systems drives HR functions in most organizations.
According to Hammonds (1997), HR staff today are only competent to
administer pay, benefits, and retirement! He argues that the gulf between
capabilities of HR staff and HR job requirements appears to be widening,
since educational qualifications of HR professionals have not kept pace with
demands of the times. The declining status of HR seems to have affected
the reporting structure of HR. Though I have not come across any empir-
ical data on the reporting structure of HR units in India, there are studies
that have revealed that globally majority of HR units are not reporting to
CEOs and some of them are reporting to finance directors or chief finance
officers (CFO Research Services and Mercer Human Resource Consulting,
2003). Hammonds (1997) notes that if a company’s HR head is reporting to
the CFO, then chances are high that HR is heading in the wrong direction.
Human resources when reporting to finance is likely to pursue short-term effi-
ciencies and forget about long-term capability building and value addition.
The problems and challenges faced by HR professionals today are perhaps
not limited to any particular country and are applicable across the globe. Even
though Ulrich (1997) advocated the need for HR departments to become busi-
ness partner in the 1990s, even today, it has not happened in most organizations.
Kochan (2004) stated that two decades of effort to develop a new “strategic
human resource management” role in organizations has failed to realize its
promised potential of greater status, influence, and achievement. Kochan (2004)
further elaborated that human resource management profession has lost trust
and legitimacy in the eyes of its major stakeholders due to this failure. Vosburgh
(2007) noted that many HR professionals and companies still follow the old per-
sonnel administration and policy police and that they fail to see the connection
between HR and business results! As noted by Vosburgh (2007), it is alarming
that some authors have been criticizing HR using very harsh words and often
with anger and frustration (e.g., Hammonds, 1997; Ryan, 2005). Another study
reveals that HR professionals face major challenges such as lack of power, deal-
ing with skepticism of customers, vulnerability, and so forth (Kahnweiler, 2006).
In summary, all these writings indicate that a number of trends and changes
that are sweeping across the globe are putting immense pressure on HR to
demonstrate their contribution and value addition to business.

Line and top managers tend to blame HR function for many problems in
today’s work places such as poor employee engagement, high personnel turn-
over, disciplinary issues, late coming, absenteeism, low productivity, customer
complaints, lack of return on investment, and so forth. I have come across
such complaints about HR irrespective of the roles that I was playing and
I must have spent many hours trying to analyze such blames with a hope to
identify the root causes, and often to save my career as well. While making
an effort, where applicable, to analyze issues related to professional account-
ability in the context of various complaints about HR, the following sections
of this chapter present a set of seven tradeoffs and some directions toward
resolving them in an effective manner.
Some tradeoffs and trade secrets
1. Blaming the stage versus learning to dance

It is the act of an ill-instructed man to blame others for his bad condition. It is the
act of one who had begun to be instructed to lay the blame on himself. And of one
whose instruction is completed neither to blame another nor himself
(Epictetus)
Blaming the top managers and line managers for the issues related to employ-
ees is one of the most preferred pastime activities of HR professionals.
However, fixing the blame is not the same as fixing the problem. I have come
across many situations related to the issue of blame and accountability, some
of them being eye opening, some of them easy, and some of them complex! It
ranged from answering to the top management’s show-cause memo for delay
in renewing a contract with supplier due to legal and other complexities, to
convincing an inexperienced trainer that his inabilities are responsible for the
negative feedback from participants. We need to consider the fact that years
of research and trials to find out who is responsible for the Nazi tragedy did
not result in any conclusive answer yet! After all, a good lawyer can save even
the worst criminal and hold him unaccountable for his crime or vice versa.
Is the issue of responsibility for the status of HR so simple that we can learn
to dance perfectly, once we stop blaming the stage? The answer is definitely
negative, since there are many other factors that might contribute to the effec-
tiveness of HR. A deeper analysis will help us to understand the complexities
and reasons of specific situations and dilemmas better.
All human beings interpret reality and these interpretations may not be accu-
rate. Some of us are capable of interpreting reality in multiple ways, whereas
some others tend to stick to single interpretation of situations and reality.
Depending on our conscious and perhaps unconscious motivation behind our
interpretations, we try, either to search for the truth or to save our skin, beliefs
and jobs. When we are trying to search for the truth, we are like a scientist who
is considering multiple hypotheses and finally accepts the best explanation that

is probably the most accurate. When we are trying to save our skin, beliefs, and
jobs by offering convincing self-serving arguments, we are perhaps behaving
like lawyers trying to save themselves or their clients. Therefore, the tradeoff is
about deciding whether to put the hat of a scientist or that of a lawyer when
you are analyzing professional issues at work. Often we are tempted to act
like lawyers rather than scientists, but unfortunately, the approach of a lawyer
yields short-term victory for the HR professionals involved, but results in loss
of credibility in the long term. The scientist style, on the other hand helps us
to analyze issues more objectively and either accept the blame and take cor-
rective actions or educate the customers and stakeholders about their roles and
responsibilities.
We need to accept responsibility and start listening to our customers and
stakeholders rather than just believing that we are not responsible and account-
able for the crisis that HR is facing. Therefore, the fundamental dilemma is
whether to accept responsibility and try to look within to solve the problem
or just believe that we are doing great, and expect the line managers and top
managers to change! I believe that, it is important to accept responsibility
while acknowledging the role and responsibilities of our customers so that we
lead ourselves while leading our customers also, in an interactive manner.
Figure 3.1 presents results arising from the interaction of our beliefs about
the responsibilities of HR and our stakeholders. The figure illustrates the fact
that to be truly interactive and act objectively like scientists, we need to accept
the fact that both HR and our stakeholders are responsible for the current
crisis in HR.
2. Centralizing HR versus devolving HR

Maturity, one discovers, has everything to do with the acceptance of “not knowing.”
(Danielewski)
During the last few decades, HR professionals have been making significant
efforts to “devolve” HR to line managers. The popularity of HR as a business
partner approach perhaps added momentum to the efforts to make line man-
agers a partner in HR (Ulrich, 1997). Hutchinson and Tailby (n.d.) state that
the transfer of responsibility for day-to-day HR work to the line manager has
been a consequence of the new strategic HR model, which emphasizes the
importance of a partnering relationship between HR and the line to deliver
HR goals. Because of the trends toward collaborating with line managers and
involving them in the HR issues and decisions, today, line managers in most
organizations are required to play various HR-related roles such as conduct-
ing recruitment interviews, performance appraisal, grievance handling and
performance counseling, coaching and mentoring, reviewing salary of their
staff, and so forth.
Brewster and Larsen (2000) highlighted the benefits of involving line
managers in HR such as cost reduction, faster decision-making, transferring

Figure 3.1. Causal attributions of the HR team regarding complaints about HR performance
Yes
Proactive HR Interactive HR
(HR takes all the blame and makes efforts to (HR makes objective analysis of complaints and
anticipate and correct itself without making any makes all the efforts towards continuous
efforts to educate the customers and improvements, while educating and leading the
stakeholders) customers and stakeholders)
RaoandKhandelwal_HRDODandInstitutionBuilding.indb 24
Reactive HR
Inactive HR
(HR blames the stakeholders and tries to
(HR blames forces outside the immediate
conform to their demands unwillingly while
organization such as government, group HR,
trying to convince them that the root cause of
board, etc., and remains inactive)
the problem lies outside HR)
HR team members believe that they are

responsible for the complaints about HR
No
No Yes
HR team members believe that HR is not responsible for the complaints about HR and that customers are
either unreasonable or they lack understanding of HR issues
12/31/2015 5:47:14 PM
responsibility to direct line managers, and even as an alternative to outsourc-

ing HR. The concept of business partnership with line managers and idea of
devolution of HR roles to the line manager sound logically perfect. However,
in practice, they are perhaps not easy to implement or achieve. HR profes-
sionals, who have worked in different organizations, and especially in organi-
zations, which are at different levels of maturity, or organizations in different
cultures find that it is not easy to implement the concept of HR business part-
nership. Employees in organizations, which are not familiar with the concept,
consider that the HR unit is responsible for all HR issues, decisions and prob-
lems. Gilberta, Winnea, and Selsa (n.d.) stated that “HRM” is frequently held
synonymous with “the HR department,” whereas line managers also have
a substantial responsibility in the implementation of HR practices in most
contemporary organizations (Purcell & Kinnie, 2007). Similarly, involving line
managers and sometimes even top management team members before edu-
cating them properly could lead to wrong decisions. Hutchinson and Tailby
(n.d.) noted that there is growing theoretical and empirical evidence to show
that the way in which line managers deliver HR policies and practices affects
the status and credibility of HR functions. In other words, a number of factors
are required to be in place to ensure success of the HR efforts for establish-
ing an effective business partnership with line managers. Such critical factors
include organizational maturity, maturity level of HR processes and policies,
organizational culture, HR skills and competencies of line managers, and top
management beliefs regarding HR issues. So the tradeoff is whether to aim
at business partnership or not, when the basic enablers are not established in
the organization.
CEOs and operating executives are not experts on workplace issues
(Cappelli, 2015). HR responsibilities mean additional power and therefore line
managers will be eager to accept them, even if they do not have the required
experience and competencies. In the absence of proper training and prepara-
tion, line managers will grab the “HR power” offered to them, but they might
start using it incorrectly and start making a mockery of HR tools and meth-
ods. Once the line managers have learned to “misuse” or “incorrectly use” the
HR tools and methods, it is very difficult to correct them later and by then,
the employees would have developed negative perceptions about HR. To sum-
marize, HR devolution to line managers is highly recommended, but mature
HR systems, tools, and processes as well as HR competencies of line managers
are critical prerequisites for ensuring its success. If the line managers are not
competent, any attempts to transfer HR responsibilities to them will lead to
disastrous results and it might take years to recover from the damage it can
cause to the credibility of the HR function and professionals involved. On the
other hand, if the HR is mature and yet HR is not involving the line managers
in HR decisions, it might look like traditional HR function. Figure 3.2 illus-
trates and elaborates these situations further.

Figure 3.2. Interaction between involvement of line managers and level of maturity of the HR
High
Successful HR business and line manager
Disastrous Devolution partnership
(Line managers grab the power given to them, (Line managers are educated well and
try to solve HR issues by trial and error and competent to handle HR responsibilities and the
often take ineffective and wrong decisions) company has already well-established HR
systems, processes, and tools)
Immature HR Traditional HR
involvement in HR
Level of line manager
(HR is not well established and (HR responsibilities are centralized and often
communicated) kept as highly confidential)
Low
No High
Level of maturity of HR systems, processes, tools, and HR competencies of line managers
12/31/2015 5:47:15 PM
3. Accepting organizational culture versus changing

organizational culture
In matters of style, swim with the current; in matters of principle, stand like a rock
(Jefferson, n.d.)
Adler and Gundersen (2008) observed that the national culture outweighs
organizational culture and therefore, it is important for organizational behav-
ior experts to understand the dynamics of culture. Pareek (2007) had high-
lighted that some of the dysfunctional aspects of national culture will creep
into the organizational culture and it is the role of HR professionals to support
the regeneration of culture in organizations to minimize negative impact of
such dysfunctional cultural aspects. Giving the example of Indian organiza-
tions, Pareek (2007) identified many such negative aspects of Indian culture
such as fatalism, nonwork culture, pessimism, and feudalism. He noted that
Indian culture does not value the respect for work and workers. Earlier, Pareek
(2002) had recommended eight (OCTA) values that will act as the steps (PACE)
for creating a positive work ethos in organizations. These values abbreviated
as OCTAPACE represent openness, confrontation, trust, authenticity, proac-
tivity, autonomy, collaboration, and experimentation.
Murthy (2009) observed that Indian organizations and communities have a
tendency to encourage feudal structure and dictatorship! As noted by Murthy
(2009) and Pareek (2007), organizations built around highly dysfunctional
aspects of culture are likely to end up as disaster. A knowledge and competi-
tive economy cannot thrive under a feudalistic and fatalistic culture. Murthy
(2009) further noted that most of the recent scandals in the Indian corporate
world are a result of the tendency to establish feudalistic leadership styles at
work. He noted that when nobody could stand up and say to a feudal leader
what is happening is wrong, and then disasters happen. Murthy (2009) noted
that for building future organizations we need organizations and communi-
ties to espouse the cause of democracy and commit to fairness, transparency,
and accountability. Katz (n.d.) states that one cannot assume that even a very
powerful corporate culture will render the influence of national culture insig-
nificant. This observation makes it clear that if HR and top management of
a company fail to drive the organizational culture, then the company culture
will drift toward the national culture and often in the more comfortable and
dysfunctional directions. In other words, it is important to understand that
while we respect the positive aspects of a country’s culture, it is also highly
important for HR professionals to provide the tools and mechanisms for pro-
tecting the organizations from the dysfunctional aspects of national cultures.
Results of a study conducted by Ulrich, Brockbank, Johnson, and Younger
(2007) reveal that, during the last decade, “HR’s ability to define, create,
manage, and change culture has become a unique source of competence.”
The results of the study indicate that the ability of HR team to change and
manage culture is the second-highest-rated factor in predicting performance

of both HR professional and HR department effectiveness. Respondents in

their study rated the HR competencies related to organization culture man-
agement, above the competencies related to strategy, talent management, and
organizational design. Unfortunately, senior HR leaders in many organiza-
tions are often scared of initiating any cultural transformation exercises as
they might go against the leadership styles and values existing in the organi-
zation. Who will initiate a series of workshops to encourage empowerment,
delegation and participative management in a company where the CEO and
his team members follow a dictator style of leadership? Who will dare to high-
light the impact of “slave driving style of managers” who distrust their staff,
on the employee engagement and motivation, in a company, which has many
such senior executives? We need to consider the scary fact that many HR lead-
ers might also live by such dysfunctional values! Consider how the situation
might change if the organization is lucky to have a CEO who is futuristic and
believes in building a healthy culture. Figure 3.3 illustrates the scenarios that
might result from the interaction of these two dimensions, namely, HR beliefs
and top management beliefs.
4. Professional versus political approaches

Politics, it seems to me, for years, or all too long, has been concerned with right or
left instead of right or wrong.
(Armour, n.d.)
Organizational politics and undercurrents are likely to influence HR function,

more than any other functions in an organization! HR is often used to “lift”
and provide growth opportunities for selected few as well as to “size up” or
“cut the wings” of some employees by some CEOs and line managers! When
HR team consists of well-trained and educated professionals who have the
required expertise and professional tools and methods, then it becomes diffi-
cult for the top managers, line managers, or anyone else to meddle with HR
tools and systems. Though political use or misuse of HR is quite prevalent in
many organizations, HR theories, models, and teachings ignore the facts and
tend to believe that organizations implement HR tools and methods in an
objective and appropriate manner. Some authors have pointed out that HR
has been overly optimistic about the possibility of maximizing individual and
organizational needs while ignoring the issues of conflict, power, and politics
(Ferris & Judge, 1991).
Aronow (2004) argued that human resource professionals must be able
to influence highly skilled, fact-based technical experts and their work must
demonstrate character. Ferris and King (1991) stated that many of the prob-
lems associated with the human resource system relate to ambiguity in the pro-
cess of matching a person to the work, which involves various processes such as
recruitment, job analysis, performance evaluation, training, promotion, and so
forth. They noted that when HR standards are clear and uncompromising, the

Figure 3.3. Alignment of HR and top management views about culture change
Yes
Top management is not convinced

Successful Culture Building Programs
(Often top management disapproves HR
(Win-win and successful cultural transformation
proposal regarding culture change and
and re-generation)
sometimes decides to replace the HR leader)
“Status Quo” HR is not convinced
(HR and top management try to maintain (Often top management decides to hire
unhealthy culture at any cost) consultants or even replace the HR leader)
the dysfunctional aspects of culture

HR team believes that they need to change
No
No Yes
Top management team believes that they need to change dysfunctional aspects of culture
12/31/2015 5:47:15 PM
likelihood of organizational politics affecting HR decisions negatively will be

very low. However, when standards for staff selection, promotion, or any other
change in human roles and tasks are vague, those with greater power and
influence will get involved in the processes and try to push decisions based on
various personal and unprofessional agenda. Drory and Vigoda-Gadot (2010)
identified four types of HRM based on two factors namely the level of orga-
nizational politics (high or low) and the actor’s type of interest (organizational
interest or self-interest). They named these four factors as positive/construc-
tive HRM, negative/destructive HRM, ineffective HRM, and virtual HRM.
Though the self-interest of the HR actors is important and will have an impact
depending on the level of organizational politics as mentioned by Drory and
Vigoda-Gadot (2010), a far more important factor is the level of professional-
ism of the whole HR team, systems, processes, and tools in an organization.
The lower the level of professionalism, the higher the domination by organiza-
tional politics on HR decisions. Therefore, the tradeoff is between profession-
alism and politics! Considering the fact that we cannot wish away the influence
of organizational politics in today’s corporate life, the choice will be to contain
it rather than eradicate it. Figure 3.4 represents this dilemma and indicates the
consequences arising out of the interaction of political involvement and skills
of HR professionals with the level of professionalism.
5. Serving the employees versus serving the employers

Cutting wages is not the way to recovery. Raise wages and improve the product.
(Ford, 1934)
Kochan (2004) noted that the tendency of HR professionals to please the top
management explains the inability of HR profession to prevent top manage-
ment excesses that produced the corporate scandals, runaway CEO compen-
sation, and the overall breakdown in trust in corporations. HR professionals
seem to be increasingly focusing on pleasing the top management, while ignor-
ing the interests of the employees, line managers and even the company. Many
HR professionals today serve only the top management and owner, rather than
trying to balance and meet the expectations of all stakeholders. Hammonds
(1997) accused HR about using methods such as salary benchmarks to justify
low salaries. He further argued that HR has become “henchmen for the chief
financial officer” and a “dark bureaucratic force that blindly enforces nonsen-
sical rules, resists creativity, and impedes constructive change”!
I have observed that some organizations are willing to spend huge amount
of money on buildings, facilities, and even unwanted luxury, but they do every-
thing possible to avoid providing employees a better salary! Ford (1934), how-
ever, realized the importance of employees as a major stakeholder, when he
states that “Low wages are the most costly any employer can pay. It is like using
low-grade material—the waste makes it very expensive in the end.” Aronow
(2004) noted that the desire of HR professionals to become a strategic business

Figure 3.4. Professionalism versus political skills of the HR team
High
HR is well aware of the organizational politics,

HR decisions are perceived as rigid not but not involved in it, but engages in
customer friendly constructive dialogSWs and negotiated
professional decisions
HR is highly misused by the forces that are HR gets involved in the organizational
part of organizational politics politics and politics drives the HR decisions
HR team, systems, processes and, tools

Level of professionalism reflected in the
Low
Low High
Level of political skills of HR
12/31/2015 5:47:16 PM
partner at times may force a tradeoff between value-based decision-making

and making decisions as a bottom-line driven business partner. Vosburgh (2007)
stated that throughout the development of HR profession, there has been a
tension between the roles of “employee advocate” and “business leader” and
it is not easy to wear these two hats at the same time. However, in the context
of the major scandals about the excessive compensation and bonus payments
to the top management teams in large organizations, Vosburgh (2007) further
emphasized that to be a great business partner does not mean to be co-opted
and HR should confront such ethical issues and blow the whistle.
Many organizations are very good at cutting down the benefits during reces-
sion times, but not usually eager to raise employee benefits during a boom.
Often compensation packages of the top layers in companies are unjustifi-
able and very high compared to the compensation packages offered to lower
level employees, and many HR units seem to accept such unhealthy practices.
The policy makers and policy approval authorities are often clever enough to
exclude themselves from the highly cost-effective packages offered to the rest
of the staff. I have come across some highly profitable companies paying rela-
tively very low salaries to workers while their top layers are earning huge sal-
aries. These practices are highly unjustifiable not only from HR point of view
but also from ethical and humanitarian points of views. Low salary in a com-
pany, which is highly profitable, is exploitation. Unfortunately, in the absence
of any legal obligations or collective negotiations by trade unions or any other
checks and balances, such practices have become very rampant nowadays.
High profitability with high salary represents progress and real excellence.
The lack of interest in the interests of employees is evident not only in the
case of monetary benefits, but also in relation to nonmonetary benefits. HR
in many organizations fails to see the importance of meeting the other expec-
tations of staff such as non-monitory recognitions, learning opportunities,
training, job rotations, welfare schemes, and so forth. So the question is whom
do we represent. It seems that the problem is only when we fail to balance our
attention across the interests of different stakeholders. Figure 3.5 illustrates
the consequences arising out of the degree of support offered by HR units for
employees and the employer.
6. Policing employees versus developing the employees and

their careers
Douglas McGregor (1960) differentiated between “Theory X” and “Theory
Y” management philosophies. Theory X considers that by their nature,
people are lazy and not motivated to work and therefore managers should
supervise and control them closely. On the other hand, theory Y assumes that
people are self-motivated and they will be more satisfied and engaged at work
if they are empowered and given the freedom. These contrasting manage-
ment approaches are similar to the “control” vs “commitment” approaches
(Walton, 1985). The widely discussed “hard vs soft” models of HR reflect

Figure 3.5. Focus on the interests of employees versus the interests of employers
High
Progress
Charity (HR provides strategic level support to drive the
(HR tries to maximize employee benefits, business and enhance company's performance
without worrying about the cost and and profitability, while convincing the
profitability of the company) stakeholders to offer employees a fair share of
the profits)
employees
Exploitation
(HR “conspires” with the owners, top
Ineffective HR management and other key stakeholders and
(HR is ineffective and inactive) tries to minimize the employee benefits and
HR support for the interests of

salaries, and sometimes denies even the
payment of mandatory items)
Low
Low High
HR support for the interests of employers (Owners, top management, board, etc.)
12/31/2015 5:47:17 PM
similar philosophical assumptions regarding people and their motivation to

work. The “hard” model recommends that organizations should control and
mold people whereas the “soft” model emphasizes employee participation
and well-being as the key drivers required for motivating them (Beardwell
& Claydon , 2007; Guest, 1987; Legge, 1995). If we look at the HR depart-
ments today and make an analysis about their focus, often we may find that
most of them are following the “hard” approach! They spend most of their
time focusing on policing and controlling employees, rather than working
toward winning their commitment through robust people development and
culture-building activities.
HR departments seem to love the operational and day-to-day admin-
istrative activities such as payroll, leave administration, employee welfare,
recruitment-related work, routine performance appraisal administration, and
so forth. They like to enforce policies and standards. For some reason, they
shy away from the strategic part of HR, which might include strategy sup-
port, talent management, career development, succession planning, leader-
ship development, change management, culture building, and so forth. Some
argue that most HR professionals are not trained or competent to drive such
strategic activities and support core business! Hammonds (1997) in his famous
and brutal critique of HR stated that HR pursues efficiency in lieu of value
because it is easier to do and achieve.
It is important to understand that career and talent development are not
the same as having corporate universities and training courses in place! Many
HR units take pride in conducting numerous training workshops, which does
not align with the needs of employees, job families, and organization. They
tend to ignore important activities such as identification of the functional needs
and organizational needs arising out of the unit level and organizational level
strategies and plans. Madhavan (1997) differentiated strategic training systems
(STS) that are aligned with the business needs from traditional training sys-
tems (TTS) that conduct such routine and random training. HR units oper-
ating in the TTS mode avoid asking employees about their career aspirations
and developmental needs! Instead, they tend to keep the career aspirations of
employees under control, by enforcing standards and criteria that are not easy
to follow or achieve! Some employees who are good at self-learning survive
in such places, but most others remain underdeveloped within their roles and
positions. When the pressure to perform in such places increases, line managers
start requesting HR to recruit “experienced and competent” staff from outside,
as developed staff are not available internally, to be promoted to occupy such
roles! Ironically, often such HR units run after some short-term trends and fads
and end up imposing them on to employees and organizations as a new and
“strategic initiative”! HR units often tend to measure such isolated and random
training and present the measures and results to stakeholders, as an evidence
of HR performance and effectiveness. From a purely logical analysis of return
on investment (ROI) of such training, one may conclude that such training
amounts to huge loss of company efforts, resources, and money and the ROI

Figure 3.6. Focus on employee development versus focus on policy enforcement
High
Well-developed but uncontrolled talent Well developed and disciplined talent
development
Underdeveloped and uncontrolled talented talent Underdeveloped and disciplined talent
Focus of HR on career and talent

Low
Low High
Focus of HR on enforcing HR policies
12/31/2015 5:47:17 PM
of such training is close to zero. Such training wastes not only the money spent
on sourcing such courses but also the time of employees who attend and HR
employees who organize such courses.
To conclude, it is important for HR to enforce some professional standards
and policies at work and some of them support key strategic initiatives such as
culture building, corporate performance management, and so forth. To give
an example, the time-punching system, though a “theory X” tool, still helps
to develop positive habits and a culture of punctuality over a period of time.
However, the existence of HR unit cannot be justified if they are not support-
ing the staff on their personal development, career aspirations, and upward
and lateral career movements. The cost of this mistake again is very high, as
it will lead to turnover of staff, high cost of lateral recruitment, low employee
engagement and so forth. For achieving excellence, HR should focus on both
policy enforcement and employee development. Figure 3.6 highlights the con-
sequences of the manner in which HR units resolve this dilemma.
7. Short-term gimmicks versus long-term capability

development
CEOs and line managers of established businesses, deal with predictable
business processes related to manufacturing and selling products or services.
They monitor the various input–output ratios, which indicate the efficiency,
effectiveness, and return on investment (ROI) related to the core business.
Often they take calculated business risks, but by virtue of their roles and
accountabilities toward shareholders and stakeholders, they want fast and
predictable outcomes. Unfortunately, HR is not comparable to a manufac-
turing or service factory process. To be fair, we should compare HR to an
agricultural process that farmers experience when they are planting fruit
trees that take years to mature and start returning benefits. However, some
CEOs and line managers start putting pressure on HR to demonstrate value
and ROI sometimes, on a yearly basis. Many HR professionals succumb to
this unreasonable pressure and start planting seasonal flowers and perenni-
als in an attempt to satisfy the top management and line managers. They
start chasing short-term deliverables and start using them to convince the top
management and customers that HR is doing something and adding some
value! As noted by Cappelli (2015), HR often invests heavily in many pro-
grams that lack impact and it is important for HR to walk away from the time
wasters. Often such short gimmicks include selling some latest fads or flavors
of the month to the organization or implementing some of the HR tools
such as 360-degree feedback as a “new initiative” that should have been part
of the capability development DNA of the organization long time ago! The
other methods used by HR professionals include using cleverly chosen per-
formance measures and KPIs for the HR unit, which includes many activity

measures, short-term quantitative indicators, and sometimes even cost per

employees. So question might be what is the dilemma or tradeoff that HR
professionals face in relation to this pressure?
The dilemma arises only when you start planting trees that take years to
bear fruit, but fruits that make the organization stand real strong, tall, and
sustainable. It is not easy to convince CEOs and line managers who are used to
seeing results on their investment on a monthly basis and yearly basis to wait for
2–3 years or even 5–10 years to see the results of investment in HR and people
development! HR is expected to contribute to bottom line and business results
through a number of methods such as recruitment, development, employee uti-
lization, employee motivation and engagement, organizational culture build-
ing, knowledge management, succession planning, leadership development,
and so forth. However, when we look at these expectations closely, we realize
that we cannot achieve them in a short span of one or two years! For example,
to recruit the best talent, the organization should have created a high value
brand image in the employment market and it takes years to build! Developing
and molding people takes years, and making them feel proud of their organi-
zation and engaging them at work takes even longer! Organizational culture
building is not easy and it requires years of investment of time and resources
by top management, line managers and HR team. Obviously, like trees, it is
impossible to grow leaders overnight! Perhaps the trade secret is to balance
both short term and long term to ensure some “quick wins” while aiming at
“big win” in the long term! Figure 3.7 further illustrates this argument by show-
ing the effect of the focus of HR on short-term and long-term issues.
8. Concluding remarks
This chapter briefly outlined the emergence of HR as a new and promising
approach for managing people and talent and the recent frustrations regard-
ing the failure of HR to live up to its promises. The chapter listed and ana-
lyzed seven typical dilemmas and tradeoffs that HR practitioners experience
in today’s world and attempted to link them to the issue of credibility and
effectiveness of HR units. The analysis of the tradeoffs indicates that HR
professionals should be aware of the “tradeoff ” situations in order for them to
make effective and conscious choices. If they are not aware or if personal pref-
erences and perceptions drive their decisions, it might lead to loss of image
and credibility of HR. The analysis of various tradeoffs reveals that the direc-
tions for effective practice are often clear, but we cannot perceive them, until
we become aware of the dilemma and tradeoffs involved. The trade secret is
therefore to try to unravel the hidden alternatives by identifying the tradeoffs
involved before making major decisions about HR issues. This approach offers
huge opportunity for HR professionals to deal with the dilemmas at work in a
more effective and efficient manner.

Figure 3.7. Short-term gimmicks versus long-term capability development
High
Strong capabilities developed over the long

Strong capabilities developed over the long
term, but customer complaints and
term while making short-term impacts
dissatisfaction in the short term
Focus of HR on long term
Ineffective HR Erosion of capabilities over the long term
Low
Low High
Focus of HR on short term
12/31/2015 5:47:18 PM
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4 HR as a catalyst for change
management
S. Y. Siddiqui
In my thinking one of the most critical values added from human resources
(HR) in the present volatile, dynamic, and complex business environment is
leading change. Whether it is the global competition on the business front,
changing demography, and high aspirations of a young workforce or the new
leadership challenges, flexibility and willingness toward change management
will increase the competitive edge of corporate. However, for HR to be a cat-
alyst for change it has to reflect a strong understanding of the overall business
environment and a clear resolve and intent to first undergo the change itself.
In this context, the role of an HR leader will be the key.
Joining Maruti Udyog Limited in September 2003 turned out to be a very
exciting phase of my career. Maruti, known for revolutionizing the auto indus-
try in India, maintaining consistent top performance, customer satisfaction,
and growth, was a respected brand in the country. Coming from a European
MNC New Holland Tractors, a 100 percent subsidiary of CNH Limited and
part of FIAT Group, the initial induction at Maruti was a bit difficult one
for me—from the first name culture of an MNC like New Holland to a very
formal hierarchy-driven culture at Maruti. It was very different than the work
culture I was used to in private sector companies. On the positive side, I could
also observe that the scale of business operations was huge with consistent
profitability and growth; hence there was an amazing sense of pride in every
Marutian I met.
Maruti at that point of time was trying to find its way toward transition to
a private sector identity. Therefore, it became a big challenge for me in HR to
lead a “critical change initiative” in the company. Maruti started as a public
sector company in 1982–1983 and in 1992 it became a 50:50 joint venture
between Government of India and Suzuki Japan. Then, in 2003 after the dis-
investment by the Government of India, Maruti Udyog Ltd. became a private
sector company, part of Suzuki, Japan. In 2006–2007, the name of the com-
pany also was changed to Maruti Suzuki India Limited. It was quite a huge
change from the original start as a public sector company. However, the bigger
challenge was to facilitate the real change in the company—work culture, poli-
cies, processes, and most critical being—changing the mindset of people. It was

42 S. Y. Siddiqui
a tough challenge for the top management and HR. At the same time, there
was continued business success and an element of pride in people being part
of Maruti; hence it was not easy to talk about the “need for change” in such a
scenario. Resistance for change in a successful company was likely to be higher
as I realized in my initial interactions at Maruti. But the most critical reason
for change was to prepare the company for bigger competitive challenges in
the future say 2010–11 and to ensure that Maruti not only beats competitor
challenges and retains its no. 1 position but also achieves good financial results
and growth on a sustained basis. Hence, it was important to first establish the
need for change.
The need for change
To set the context clear therefore, it was very important first to define the
need for change at Maruti Suzuki. Three important reasons were thus clearly
identified during deliberations with the top management team with medium
to long-term business strategy:
1. The changing structure and identity of Maruti from a 50:50 JV (between

Government and Suzuki Japan) to be a private sector company part of
Suzuki Japan from 2003 onward.
2. The changing business environment in India with the globalization set-
ting in almost all sectors including the auto industry and as a conse-
quence the changing competitive landscape in the auto industry in India.
3. The need for Maruti to redefine its “competitive edge” to remain no. 1
in the future too despite increasing global competition in the auto indus-
try in India.
The top management was clear to own and drive the change and they took
the most professional and balanced approach of involving the buy-in of all
functional heads and then empowering HR to lead the change management
initiative in a professional way.
Despite being a government undertaking for many years, Maruti’s work
culture was still strikingly different from other government organizations
because of global exposure to Japanese work culture and management prac-
tices coming into the company through Suzuki Japan. The organization cul-
ture of Maruti reflected high business focus and commitment, high target and
result orientation, and strong business systems and processes. However, it also
reflected an inward-looking approach, strong compartmentalization, and func-
tional boundaries, looking up to seniors for direction and decision-making, low
risk-taking behavior, bureaucratic and slow decision-making process, and a
culture lacking in appreciation and celebration approach.
In my first 6 months at Maruti Suzuki when I had many formal interactions
with the senior and top management team, I also consciously met employees
at all other levels—middle management, junior level, entry level professionals,

HR as a catalyst for change management 43
supervisors, and union office bearers. During most of these sessions, I just
listened to their views and expectations as it gave me tremendous insight into
how the people perceived HR as well as the need for change. I could clearly
see a very proud past, high target orientation, high-performance culture, and
hierarchy-driven work environment. While the older generation was content
with past achievements, the younger generation wanted change toward a
more progressive and transparent work culture.
Therefore, I could clearly identify the need for reorienting the work culture
of Maruti to focus on an inside-out approach, team work and positive inter
personal relations, empowerment and responsibility orientation, risk taking
and experimentation, and also speedy decision-making. There was also the
need to increase the emotional quotient of leadership for better people con-
nect with appreciation and celebration culture to replace the hierarchy-driven
work culture.
Another critical observation was with respect to the change of HR func-
tional identity at Maruti. In 2003, the perception about the identity and role
of HR function was more oriented to a PSU company. HR was seen as not
very progressive and employee oriented. The HR function was IR centric,
centralized, administrative, and control oriented. The HR focus was policy
and rule driven and not people driven. As I could experience the reflections
about HR were as given as follows:
Maruti Suzuki HR Reflections 2003
• Centralized and isolated identity of HR as a function

• Hierarchy-driven decision-making processes
• Lack of transparency in HR processes and decisions
• Basic HR approach reflected conventional policies, systems, and rules
• Predominant industrial relations perspective defining the HR function
The town hall meetings made it relatively easier for me to get a sound under-
standing of the given situation. That helped me to conceptualize and propose
the strategy for the change management initiative to the top management:
The strategy of organization change at Maruti
• To build on the successful past, commitment, and competence of people

by launching the change in an appreciation mode
• Emphasize the need for change linked to changing external environ-
ment and as a prerequisite to future success of the company
• Create ownership and participation toward the change initiatives through
strong and consistent two-way communication and education process
• Focus on the senior pros to take the lead and involve the young popula-
tion to drive the change
• Organization change to be gradual and linked clearly to business needs

44 S. Y. Siddiqui
Communication strategy
In any change management initiative, communication plays a very critical

role. In fact, the change initiatives that failed in many corporates were largely
due to the lack of effective communication as one of the key reasons. The
most important aspect is to communicate the “Need for Change.” Also to
respond to the doubts, anxiety, and various views of the entire employee pop-
ulation, communication strategy becomes a very critical factor.
Therefore, we laid very high focus on internal communications for the
ambitious change management initiative. The strategy was to go top down,
then bottom up, and across all levels and functions. The strategy also
included a structured communication channel, on regular periodicity, at dif-
ferent layers but starting from the senior management level and directly led
by the MD and CEO.
Structured communication channels also helped the company not only
to manage the somewhat uncertain internal environment and morale but
also to evolve an environment of trust, confidence, and mutual cooperation.
Strengthening internal communication processes, directly lead by MD and
supported by the HR head, resulted in greater employee connect across levels.
Maruti Suzuki benefited immensely from these forums by implementing some
of its best practices through suggestions coming out of these forums, and by
creating buy-in for the change initiative. Top down communication model of
yesteryears was replaced by bottom up and horizontal across the functions,
thereby encouraging people to voice their opinions and feelings.
“Change in the HR philosophy” as a basic prerequisite
To initiate the organization change at Maruti, the first prerequisite was for the
HR function itself to change. Hence, HR team had to prepare itself to change
while driving the Organization Change Initiative. It took some real time and
effort to first initiate the change in the HR thinking, approach, and the HR
credibility at Maruti.
In this regard, I strongly felt that it was important to strengthen the owner-
ship of my business peers toward the change initiative; hence it was important
to institutionalize such an ownership process. Therefore, we first created an
HR think tank consisting of all my peers from the business functions and
titled it HRIDC (Human Resources Initiatives Development Council). The
HRIDC became one of the most critical platforms for brainstorming, dia-
loguing, deliberations, and finalizing the change initiative at Maruti including
key HR policies and processes. I was leading the HRIDC meetings, being the
head of HR, but focused more on shared leadership perspective. HR concep-
tualized the new policy concepts and basic proposals for change for HRIDC
team to dwell upon and add the business perspective, while we formulated

new HR policies and processes for management approval. While it facilitated

new HR policies and initiatives, it also built strong ownership of HR processes
in the functional heads at Maruti.
Coming back to the starting point of first driving change with the HR
team itself was quite a unique challenge. The past background of 21 years for
most HR team members was proving to be a tough challenge as it occupied
most of the mind-space of the HR team members whether junior or senior.
Therefore, the initial effort involved introspection and brainstorming sessions
followed by informal and formal training in emerging HR trends and perspec-
tives. One big change that I could also bring in was to connect our HR team
with NHRDN, AIMA, and CII to facilitate exposure to our people by meeting
and networking with external HR fraternity. Within Maruti I slowly ensured
aligning HR to business strategy and plans and encouraging HR measure-
ment indexes. Also I had to bring in some HR professionals through the lat-
eral route from the private sector background to reinforce the HR team with
diverse experience.
Just like creating HRIDC through which I involved my business peers in
deliberations and formulation of new HR policies, I also started creating cross
functional teams on important people processes, e.g., performance manage-
ment system and career growth policy that ensured feedback and participation
from young managers and department heads along with the HR team toward
formulating a draft framework of the change of old PMs and career growth
policy. The working of CFTs with HR created a high level of actual connect
with our employee population. Also in the process change got facilitated grad-
ually without much resistance.
Next was to formally decentralize HR function and also align it closely
to business plans of the company. It involved cutting open the HR cross sec-
tion view to the key stakeholders—people, functional heads, directors, and the
board. In the process we created new functional identity for commercial HR
(to support sales and marketing business vertical), engineering HR (to support
engineering and QA business vertical), and plant HR (to support production).
It required a participative, consultative, and flexible approach to define new
or redefine existing HR policies, systems, and processes. Some key directions
were as follows:
• HR’s transition from a standalone identity to integral part of business

• Transition of HR identity and credibility as mere support function to
strategic part of business
• From manpower costs to investment in people
• From labor law compliance to strategic IR perspective
• HR administration to people connect
• From technical training to wholesome people development
• From discipline focus to developing and sustaining a positive work cul-
ture with ownership

46 S. Y. Siddiqui
Changing the Maruti work culture
One thing was clear to me that changing the prevailing work culture will be
the toughest challenge, especially for a company that was highly successful in
business performance on a sustained basis. Therefore, the first prerequisite
was to define the need for change in the work culture. The best strategy in
my mind was to first influence and involve my business peers to agree for the
renewed focus of the Maruti work culture on:
• Global mindset with an inside-out approach and looking at benchmark-

ing with global best practices.
• From compartmentalization to a team-based organization with focus on
team work and positive inter personal relations.
• From centralized and hierarchical decision-making to empowerment,
delegation, and responsibility orientation in people
• From the tendency for upward delegation to ownership, risk taking, and
experimentation and also speedy decision-making.
• From only business focus to higher emotional quotient of leadership for
better people connect with appreciation and celebration culture.
HRIDC, the forum consisting of HR team and my business peers, became

a very effective platform to discuss, deliberate, and explore the above change
through various initiatives along with the change of HR policies and processes
over the next five years starting from 2004.
It was also obvious that the work culture of a 20-year-old company
cannot be changed overnight; hence I consciously planned for a gradual
shift in the work culture and the mindset of people starting from my peers
and cascading down. On the reverse I could identify a great opportunity to
increase the pace of change through the involvement of younger population
of employees in Maruti who not only wanted the change in work culture and
people policies and processes but also were excited to become champions of
change initiatives.
The success of any organization change initiative depends to a large extent if
it is owned by the top management and if it starts from the top. Hence deliberat-
ing the organization change perspective with the top management specially the
Japanese colleagues at Maruti was critical and cumbersome at times. Sometimes,
one realizes that life would have been much simpler if corporate communica-
tion were based on a single language—spoken and understood easily by one and
all. But in our case it was English and Japanese together where sometimes the
communication gaps remained in spite of the interpretation process.
For example, the work culture change toward increasing the emotional
quotient in the leadership team was not very much relevant in the context of
Japan where the business quotient works fairly well by itself. But in India the
emotional quotient is very much essential because of our social construct itself.
However, the total empowerment by the top management at Maruti, both

Japanese and Indian, to HR for bringing the change initiatives as we concep-

tualized was a great ingredient. Initiatives such as quarterly town hall meet-
ings by MD, tea group meetings by HR head, exit interviews, stay interviews,
monthly divisional meetings on business and people challenges, annual family
day, monthly factory visit of families of associates, long service awards, rewards
and recognition policy, higher education policy, OBT initiatives, innovation
teams, etc., were instrumental in changing the work culture of Maruti though
in a gradual and phased manner.
It was an enormous task to overcome the cultural gaps between SMC,
Japan, and the people issues in the local context of our country. At times,
we could observe a fairly clear gap between the Indian senior colleagues and
our SMC counterparts. Hence, the balancing act required sensitizing them
individually for ownership of the organization change initiatives. Above all, it
required a tremendously patient, educative, and flexible approach to discuss,
deliberate, and convince our SMC colleagues on some of the new concepts,
policies, etc.
HR thus had to play the role of a “change catalyst” with a clear intent,
high ownership, and high conviction. From 2003 onward, the Organization
Change Initiative was further facilitated through OD interventions at levels:
Leadership retreat for top management
The key objective was to strengthen team work at the top leadership level at
Maruti Suzuki including the Indian and Japanese directors. Also the effort
was to shift gears from an operational focus to strategic business planning.
In view of the increasing people challenges and the dynamic business envi-
ronment, we also aimed at building transformational leadership perspec-
tive in the top leadership team. The first initiative in this regard was not
easy because of language issues and the cultural subtleties involved between
the Japanese culture of SMC Japan and the ground realities in the Indian
context. The balancing act was rather tough and required a very patient
approach. Therefore, I conceptualized the first Top Management Retreat
aimed at bringing together a strategic leadership deliberations comprising of
group discussions, outbound activities, and leadership assessment. The Top
Management Team of Maruti Suzuki at that time, August 2005, comprised
two Indians and four Japanese directors.
The Leadership Retreat involving all directors, over two and a half days
residential at Bengaluru, was facilitated by Dr Pritam Singh and Dr Asha
Bhandarkar from Management Development Institute (MDI), Gurgaon, with
focus on:
• Team building perspective, that is leadership team of Maruti Suzuki

• Self-development focus for each director based on feedback from others
• Develop a strategic perspective of long-term business plan

48 S. Y. Siddiqui
• Mentoring/coaching role to develop next level people

• Creating a “new curve” for Maruti through transformational leader-
ship—sustained growth and retain no. 1 in future too
The first ever top management retreat was a great success. For most of the
Indian and Japanese directors, it was first of its kind formal and structured
Leadership Retreat. It reflected very high interest, participation, frank and
candid discussions, and an openness to learn and change. The retreat had both
class room sessions and outbound exercises and games. We concluded the pro-
gram with a clear direction for the future including medium to long-term busi-
ness strategy, strong teaming at the top, as well as Individual self-development
plans based on the leadership assessment of each participant. It was also decided
that the top management retreat will be an annual event and a must-attend pro-
gram linked with assessment and evaluation of the progress plan versus actual.
One of the most important outcomes that I could observe was the emergence
of positive interpersonal relationships in the top group.
Leadership development initiatives for senior management
The focus was on global business perspective, business strategy, people leader-
ship, and leading and managing change. Along with Dr Pritam Singh and Dr
Bhandarkar, MDI, Gurgaon, we worked out a specific plan:
• A two and a half-day leadership training at MDI Gurgaon

• External training nominations at premier business schools for each divi-
sional head
• Two-weeks training at Europe—meeting thought leaders from corpo-
rates and academia through ESCP EAP Business School (Germany,
France, and the UK)
But how this idea of mine regarding the Europe training of divisional
heads was received by my training team, my peers at the divisional head
level, is another funny reflection of the erstwhile culture that existed in the
company.
When I shared the concept of the leadership training with MDI, Gurgaon
(Part 1 of the plan), it was received very well with anticipation, excitement,
and positivity. But when I talked about the Europe segment—14-day global
exposure, it was received with complete disbelief that how a Japanese parent
company will digest the idea of global exposure part of leadership develop-
ment in Europe rather than the obvious given choice of Japan. My concept
was more professionally focusing on enabling the “inside-out approach” at
Maruti with globalization of business taking strong roots in India and Maruti
facing the transition from a monopoly phase to globally competitive phase of
organization lifecycle with relatively low global exposure.

But the top leadership, both Japanese directors and the Indian top manage-
ment, found the idea quite relevant and appreciated the proposal. Rather the
two JMDs (Japanese) and MD guided and supported me to cover all 35 divi-
sional heads in three separate groups of 11 to 12 each. They advised me not
to attempt the program in one group just to save costs because it would be
untenable to continue the company operations if the entire group of divi-
sional heads is away at one go for two weeks.
While for me it was excellent empowerment, free hand, tremendous guid-
ance, support from the top management, for my other colleagues and team
members at Maruti, it was a path-breaking, pioneering, and out-of-box oppor-
tunity. It also set the right example of top leadership accepting and driving
change in the company. Hats off to Suzuki Head Office for the openness,
empowerment, and long-term vision for the business in India.
Subsequent to the Europe Training we went for specific additional devel-
opment actions as given below:
• Leadership assessment of each person and feedback session

• On the job—coaching and mentoring role for young professionals by
divisional heads
• 360-degree feedback process
• Developing divisional heads as internal assessors and trainers
Leadership assessment of each divisional head was a first of its type

“Development Initiative” at Maruti Suzuki. It was based upon the following:
• Behavioral tools used during the leadership training module at MDI,

Gurgaon
• Observation of each individual’s participating style, content, and value
add during the various sessions
• Performance and involvement during the off-site work groups/projects
• Observation and participation during outbound games/exercises
• Observation and participation during the two-weeks Europe training
module including team spirit, social behavior, adaptability, and leader-
ship traits
As part of the leadership development strategy, 360-degree feedback was

introduced in Maruti Suzuki in 2006 for the first time for all senior leader-
ship positions starting from department heads to the top management level
including MD. The basic objective was the development of their leadership
capability in a structured process and as per clearly agreed leadership com-
petencies. We decided to partner with Ernst & Young and initiated the first-
ever 360-degree feedback process for about 200 senior leadership positions
in the company. But the key focus and stated objective was “development
of leadership capability” rather than “assessment for variable pay or career
growth decisions.”

50 S. Y. Siddiqui
Even Japanese Directors were covered part of the 360-degree exercise.

It was not easy for them. The Japanese are very humble and polite, so it is
very difficult for them to say anything negative about others. In spite of this,
they agreed to take part in this project. Also language was a major barrier for
Japanese colleagues; hence, we translated the same English online question-
naire into Japanese language to make it convenient for them to respond well.
Leadership development of middle management
The focus was on exposure to the external business environment in India,

people management and people development, and accepting and facilitating
change. The need was to develop them to play an effective leadership role
as the first interface with young population. The development was facilitated
through intense training interventions over a 3-year period. Some of the key
interventions facilitated through the 3-year period are given below:
• Leadership training by GE International

• Nominations to external trainings at leading B-schools
• Leadership training by Dr Pritam Singh and Dr Asha Bhandarkar at
MDI, Gurgaon
• 360-degree feedback exercise
• Potential assessment through assessment centers and individual feed-
back for individual development plans
The entire effort was led by the top management and was linked to their
career enhancement process which really brought in the ownership, partici-
pation, and willingness to change. The middle management team of about
150 members was considered a very critical link between the senior manage-
ment and the rest of the company.
The subsequent success of the entire change management initiative gath-
ered faster pace to a great extent due to the total involvement and ownership
of the middle management layer after the various interventions covering the
entire department head population.
Change initiatives for young managers
One of the most critical groups to facilitate change was identified to be the young
engineers and managers part of the junior management layer. While starting
the Change Management initiative in early 2004, I did consult my ex-boss in
CNH Limited, FIAT Group, who was the Senior Vice President, Global HR
based out of USA. During the telecom after he understood the entire Change
Management need for Maruti Suzuki, he emphasized that I must concentrate
on involving the young engineers and managers as the champions of change.

He supported his advice with sound reasoning that the younger population will
be more open, flexible, and energetic about change with no baggage of the
past. And his advice turned out to be the most crucial for me in my entire effort
over the next three years.
Initially, the big focus was on communication with the younger popula-
tion across the company through town hall meetings, open sessions, and small
group meetings. The basic objective was to communicate the need for change,
the fast-changing business environment, and the need to build the competitive
edge for the future and retain our no. 1 Leadership position.
Subsequently, specific training initiatives were conceptualized to cover the
junior management layer. Some of the highlights of the training interventions
are given as follows:
• Leadership training by GE International

• Development and assessment centers with individual feedback
• Performance feedback sessions and action plan for development
• Training series on effective communication skills and also team training
(outbound)
• Talent management initiatives as per the feedback received from various
communication forums
Additionally, since the Maruti Suzuki Team was being built up further to
meet the expanding business needs, a big number of new members were join-
ing the company and we thought to bring them on board with a sound under-
standing of the change management initiative and the new organizational
framework, policies, and processes. At the same time to motivate the junior
management layer a need was felt to introduce more progressive HR policies
and processes to bring in higher emphasis on career development and career
growth perspective. Hence, some new talent management initiatives were
introduced which went a long way in creating the total involvement, motiva-
tion, and participation of the younger population in the change initiative. Let
me share some important ones here:
Talent management initiatives that facilitated the change management
process on a sustained basis were as follows:
1. A structured on boarding process was designed with many touch points

for the first 12 months of the new employee’s settling down process. The
induction policy introduced at that time was governed by a policy of
100 percent coverage.
2. Mentoring/coaching for all laterals who were selected from other com-
panies with a career track of 3–7 years. This resulted in “on the job”
development of such professionals coming from different background,
skill sets, and different company cultures. Senior professionals in the
company selected as mentors. Training on mentoring has been provided
to all mentors.

52 S. Y. Siddiqui
3. More critical was to enable the fresh entry level campus joinees (grad-
uate engineer trainees, fresh CAs, MBAs, etc.) to settle in the company.
Hence, we conceptualized the “Buddy” system. Buddy was a 3–5 years
senior with similar professional education background. Thus, all campus
joinees were supported by a Buddy. Each Buddy was given connect with
three to four new campus recruits to support, guide, and hand hold on
personal, professional, and the job aspects for the first 12 months.
4. With a view to develop all-round business managers aimed at develop-
ing the future leadership pipeline, the following initiatives were started:
a. Job Rotation—good performers who have spent five years in one func-
tion have to be necessarily rotated to other functions. The job-rotated
individuals can either be considered for a return rotation to their parent
function after around 3 years or continue in the new functional area.
b. Cross Functional Teams (CFTs) on critical projects were formed to
give exposure to young managers to foster team working, empow-
erment, innovation, and experimentation—tolerance for failure but
facilitate learning for future.
c. Stretch Assignments to high potentials to take up roles at one level
higher, e.g., manager/senior manager level acting as department
managers (general managers) selection of territory sales managers
for the senior role as regional managers, etc.
5. Clear career growth paths
a. Fast track for high performers and high potentials

b. Normal track for good performers
c. Extended track growth for solid citizens
6. Stay interviews for higher engagement
Another initiative on stay interview was started as a basic proactive mea-

sure to seek views and suggestions of our existing employees for improving
and reinforcing the HR policies and processes as well as new ideas on strength-
ening our business processes. Stay interviews in a way facilitated a “Listening
Culture” in the company. The intent of the top leadership to invest time to
listen to our people led to high people connect. The objective was to give
weightage to the views of people who were adding to retention. Stay Interviews
thus became an effective process of hearing out our people. When job-hop-
ping is the rule rather than an exception and when employee retention has
become a critical issue, every company wants to know about those factors that
can keep an employee engaged and committed; actually, the stay interviews
help the organizations in gathering these hard facts through pulse reading to
map the expectations of employees. In case of Maruti the policy on higher
education (company sponsored) was introduced based on feedback from

communication meetings and stay interviews in 2006. Similarly, Family Day

Celebration, Service Awards Policy, and Employee Referral for Recruitment,
etc., all came through the employee feedback process.
Change initiatives for supervisors and shopfloor technicians
When I started meeting the supervisor population part of the communication

sessions, I realized that there were three generations who were forming this
important layer for Maruti Suzuki. Old supervisors who rose in their career
from shopfloor technician level and diploma engineers who had joined the
company at the entry level supervisor in the early years of the company were
in the age group of 50 years and more. Then those who joined the company
in subsequent years in the age group of around 40 years. And of course young
diploma engineers who had joined the company at the asst. supervisor level in
recent years below 30 years of age.
It was a mixed population group and also very important from the shopfloor
management perspective as they were the most critical link between the com-
pany and the shopfloor technicians. Hence, we had to think through this diverse
group to conceptualize their training interventions to make the change initiative
really cascading to the lower levels. Some of the highlights are as follows:
• Extensive communication sessions led by the senior and top management.

• Training series on change management, business environment, and
competitive edge perspective for the older groups.
• Supervisory development training module with focus on people man-
agement skills for the young group.
• Information technology skills for the older group of supervisors
• Outbound training to build team work, loyalty, and commitment toward
the company for the young group.
• Job rotation and career development policy for all the groups.
The Change Initiatives for Technicians (Workmen) were also given high
priority and attention. While Maruti was preparing to sharpen its compet-
itive edge, it decided to undergo a Voluntary Retirement Scheme (VRS)
in consultation with the Union in 2003. But it also created a somewhat
uncertain and negative environment in the company. Therefore, there was
a strong need to bring in better understanding for the need for change,
involvement, and ownership in the technician population at the shopfloor.
Thus, focused interventions for technicians were launched to bring in a
positive culture, participation, and involvement and mindset change. To
achieve this, specific training initiatives were conceptualized as a pro-active
and positive Industrial relations strategy. The new training interventions
were introduced to educate and change the mindset of workmen as per
details given below:

54 S. Y. Siddiqui
“Sankalp,” a training program designed with competent external resources

focused on the changing business environment and competitive scenario in the
auto industry in India. The first program was launched in October 2004 to cover
all technicians in two years. The program aimed to achieve the following goals:
• To orient the shopfloor associates to the changing nature of global busi-
ness environment.
• To help them understand the need for collaborative partnership per-
spective between the company and all its employees.
• To create involvement, team work excitement, and positive energy at
the shopfloor.
• Ownership for a quality mindset and approach among the associates.
The program was designed to be highly participative and interactive so

that participants enjoy every moment of the program. Also it was meant to
create an excitement so that people should talk about it when they go back
to shopfloor encouraging others to come forward and join the program.
Furthermore, it was intended to bring involvement of the union leaders in the
intervention for them to feel ownership of this change initiative.
The entire initiative was led by Dr Mahavir Jain, a renowned faculty with
extensive training background with National Productivity Council. While
designing the program objectives, title, content, and methodology we worked
with Dr Mahavir Jain to share the background of the company, the larger
change initiative at company level, and our intended objectives. When we
launched the first training program for the union office bearers the feedback
was very positive and encouraging. But the first group of shopfloor associates
who came for the Sankalp program were cautious, critiquing the company, even
sarcastic with a negative mindset against the company. But after few programs
the employees too could understand the company business perspective from a
long-term view and the professional approach of the company. Through var-
ious participative games, role plays, and work groups they were able to under-
stand and make themselves aware that unless the change starts across levels
the ability of the company to fight in market place will suffer badly. A sense of
urgency was shared that if change does not take place at the right time and with
full ownership, the competition would take advantage. They were also made to
understand that the survival of the company may get challenged which may
impact their career development and well-being of their families too.
This positive image cascaded down and it created a sense of enthusiasm,
positive energy, commitment, and motivation to do more for the company.
Our HR intervention was successful as originally conceptualized. The Sankalp
Series ran through for two years to cover all the shopfloor associates and we
had to put up a quarterly schedule of Sankalp Training Series for the associates
to know three months in advance as to when their nomination will take place.
Outbound Team Training program was the second Training Series which
was the first ever for the shopfloor associates in Maruti Suzuki. It aimed at

installing pride in being a Marutian. The outbound training program was

branded with specific and well thought out title “Chunauti” and it went on
to become a very successful training intervention creating a high ownership,
team work along with an element of pride in being a Marutian.
Subsequently we launched other training series for the associates such as
Bulandi and Nischyae to create business focus, build the competitive edge
while creating involvement and excitement. The program objectives also laid
emphasis on self-development, increasing commitment and motivation, and
preparing for future challenges. Outbound training sessions were conducted
to improve capabilities, increase team synergy, and create a sense of together-
ness among the employees.
Another big impact was created by strengthening the “participative
approach” in resolving IR issues with the Union by creating a joint and
Empowered Forum—Employee Relations Development Committee (ERDC).
A new initiative on Family Connect was introduced through “Parivar Milan”
by inviting 40 families of shopfloor technicians on two Saturdays a month for
a plant visit during which they interacted with senior management and visited
the plant.
The key outcomes of change management
From 2007 to 2008 onward, Maruti entered into the intense global compet-
itive phase in the auto industry in India. But since we had prepared well, we
were confident of doing well even in this phase too. The Change Management
initiative between 2003 and 2010 triggered a refreshing transformation at
Maruti Suzuki at the company level. The company maintained a high level of
business success, strong financial performance, and growth while retaining the
no. 1 position in the auto industry. The highlights of qualitative outcomes of
the change management initiative were as follows:
• Teaming at the top

• Strong concept of One Team-MSIL Team
• Pro-active, positive, and vibrant work environment
• Progressive and people-oriented HR Policies
• HR strategy aligned to business plan
• Winning mindset with a challenging spirit
• Increased competitive edge
Also the impact of the seven-year change management focus on HR and

people strategy was quite visible and the Maruti Suzuki HR reflections in
2010 were:
• Proactive and decentralized HR aligned to business plan

• Transparency and people orientation in HR systems and processes
• Culture of appreciation and celebration and focus on team work

56 S. Y. Siddiqui
• Leadership development and strong teaming at top level

• Competitive salary and benefits but control on labor cost
• Positive and congenial industrial relation scenario
• Maruti HR achieving high credibility in the external environment
I would also like to share the impact of this change initiative driven by HR
with the top management direction and ownership, on reinforcing and retain-
ing the competitive edge of Maruti Suzuki and achieve excellent business
performance and growth despite globalization and intense completion in the
Indian Auto Industry during this phase of 2004 to 2010–2011 and continuing
with business success and expansion there on:
2014–2015
2004–2005 2009–2010 (Last
(Start of (Completion Financial
Change of Change Year
S No Particulars Mgmt) Initiative) Performance)
1 Net sales (` in millions) 109,108 289,585 486,055
2 Growth in net sales (%) 42% 14%
3 Vehicles sold 536,301 1,018,365 1,292,415
(domestic + export)
4 Market share (%) 45.9 44.6 45.0
5 Net profit (` in millions) * 8,536 24,976 37,112
6 Net profit margin (%) 7.8 8.6 7.6
7 EBIDTA (` in millions) 16,704 39,509 67,129
8 EBIDTA margin (%) 15.3 13.6 13.8
* Profit After Tax
Note: The above performance is despite the intense and increasing competition
in the auto industry during this period of 2003–2004 to 2014–2015.
While dealing with business challenges most of us negate or pay less atten-
tion to the people aspect in our business, as we are more interested in manag-
ing the top line and bottom line. However, in my thinking, the present business
environment is pushing organizations to put their belief in “people power” by
nurturing and developing them and ensuring a long-term competitive edge
for the company. It is high time that we acknowledge the fact that people
are the key differentiating factor for any business organization as they “draw,
drive, and deliver” the business results. In case of Maruti we could achieve a
huge transformation through our people and the business results followed as
planned and even better than forecast. The underlying principles of any busi-
ness model, therefore, should always aim at keeping the employees motivated
and engaged that can bring consistency in accomplishment of business objec-
tives. Personally for me, it was a very valuable learning experience but also a

highly satisfying one. But this journey of change will go on if we need to keep
on evolving and challenging our competitive edge for success in the future.
One more perspective that we need to take into consideration here with
respect to the people element as to how much impact the external business
environment can have on the internal employee population and people aspi-
rations. I am sharing this more in the context of the younger blue-collar work-
force and thus the possibility of larger influence of the external environment
on the industrial relations climate of a company. Why even some profession-
ally well-managed companies with excellent corporate image faced serious
Industrial Relations conflicts—in recent memory many such reputed and
well-managed companies have faced tough IR situations across the country.
In some parts of the country the volatile Industrial Relations trend reflects a
higher occurrence, maybe a regional bias too. In case of Maruti Suzuki also
we faced a rather tough and unexpected situation in 2011 and 2012 which
resulted in the loss of life of an extremely good, mature, and well-respected
HR professional and serious injury to a large number of supervisors and man-
agers including some Japanese expats.
The incident of violence at Maruti’s Manesar plant in July, 2012 was
undoubtedly the toughest people-related issue to handle in my entire career.
It was rather unfortunate and uncalled for. It happened without any indus-
trial relations dispute or any unresolved long overdue labor issue and there-
fore all the more unexpected and shocking to say the least. Though we could
restore normal operations in three months’ time but the bitter memory and
scar will remain forever. It was adversity in its toughest form. The responsi-
bility to restore normalcy was the foremost responsibility of HR at that cru-
cial juncture. How did we go about it? We simply followed the professional
approach of being “fair but firm.” The firm approach in handling industrial
relations is tough, but the company decided to take a firm stand and devised
countermeasure plans accordingly. Building the morale and confidence of the
affected population of management staff was handled as the next priority. It
involved frequent communication as well as demonstrative counter measure
plan for the future. Rebuilding the team including new shopfloor associates
on a time-bound schedule with HR and production team working together
was great team work and resulted into speed in action. Building confidence
of the employee population through reinforced safety and security measures
including state support was also an integral part for us to get back to normal
operations at the Plant. But I think the top leadership support and empower-
ment to HR to handle the entire situation in a fair and firm approach and with
openness and flexibility to reinforce our work culture and people processes to
ward off any such negative influence from the external environment in the
future was the most important aspect of Maruti Suzuki, the way we could
handle the adverse situation at that time.

5 HR leaders as change
enablers
Anil Sachdev, Surabhi Sharma, and

Kritvi Kedia
Human resource development is a noble profession. It serves the highest need

of people—to serve and enable others to be happy. When we find work and
choose a profession to serve fellow humans, we are discovering the key to our
own happiness.
It is essential that human resource (HR) professionals appreciate that
their biggest goal is to create “well-being” of all people associated with the
organization. This covers the physical, emotional, intellectual, and spiritual
dimensions.
HR has a big role to play in creating a sense of family and community
in the work place. By emphasizing transparency, openness and timely two-
way communication, skip level meetings, open houses, employee portals, etc.,
the right environment is built. By creating forums for expressing appreciation
and gratitude to one another, birthday and anniversary celebrations in unique
ways in which people are appreciated for their gifts and contribution, involv-
ing families in major landmarks and festivals, HR takes the lead in building
emotional well-being. Having counseling sessions for those who need help,
mentoring, a buddy system for newcomers, team celebrations, and emphasiz-
ing team rewards are other steps that help.
HR also plays a leading role in cocreating vision, values, and strategy in
the company. Processes such as large-scale interaction process and open-space
methodology for people to have such dialogues are used by HR for this pur-
pose. Organizations with A grade vision and strategy, but B grade involve-
ment of people, often lose to those who have B grade vision and strategy but
A grade employee involvement.
By training leaders on developing greater emotional quotient (EQ) and
leading initiatives on building high-performance teams, HR builds emotional
well-being.
HR also creates intellectual well-being by working with business leaders
in improving the strategic decision-making process so that the organization
deploys the right people to make the best decisions to create value.

HR leaders as change enablers 59
HR is expected to create sense of “higher purpose” in the organization

and help people to identify their own “calling” and connect it to the “larger,”
the organization is serving. It enables leaders to discover the strengths of the
organization and dream about leveraging the same to build a visionary institu-
tion. HR also encourages people to dream about how they can leverage their
own gifts to realize their own vision and find the inspiration within them. This
creates an “inspired work place.”
HR enables people to learn from each other’s faiths, learn from the essence
of all major religions, and find ways to make their own lives happier by tap-
ping the divine force within each person.
The above-stated ideas are the core of creating a “happy organization to
work for.” If HR strives to create well-being at all levels and find newer ways
to enable people to be happy, the impact would be felt in improved customer
services, better quality, higher innovation, and enhanced reputation.
At the School of Inspired Leadership (SOIL), we have developed a com-
prehensive approach to how HR can play such a role.
In the remaining part of this chapter, we will share the story of how a sig-
nificant company has been working with SOIL to lead such a transformation
effort to create a happy work place in which all are being enabled to realize
their potential. All names have been changed to protect client confidentiality.
The Rama Krishna Group
The Rama Krishna Group was founded by Mr Arun Prakash, the youngest
son of a reputed Delhi-based business family. After working for the family
business for some years, he decided to be on his own and laid the foundation
of the Group. The Group’s first venture was in the field of manufacturing.
Brick by brick with his hard work, immense passion, and a strong desire to
create a name for himself, the Group in a span of 10 years became one of
the largest manufacturers of engineering components. The Group quickly
became a supplier to many global and Indian original equipment manufac-
turers and entered long-term partnerships with them. The Group presently
has around 3000 employees and operates 12 plants in the NCR area.
Mr Arun Prakash is a visionary leader and believes that people are the most
important resource of the organization. He has a strong belief in Indian philos-
ophy and scriptures. He often shares that he would like to leave behind a legacy
of happy people in a happy company. He was convinced that “happiness” as a
journey was needed in his group for the sake of happiness! At the first meeting
itself, he took pains to explain that this was not a strategy to improve quality
or productivity and had no hidden agenda. He said, “nothing would give me
more happiness than the happiness of my employees and their families.”
He invited proposals from the four big consulting firms and finally chose
SOIL as his partner as he felt our approach to happiness within individuals

60 Anil Sachdev, Surabhi Sharma, and Kritvi Kedia
and organization based on Indian spiritual wisdom was the one that would
work the best in the organization and for its people.
In order to facilitate an organization-wide transformation program, to
enable people to realize their true potential, and to discover greater happi-
ness in their professional and personal lives, we planned the entire exercise
in four phases.
Phase 1: Preparing the SOIL
During this phase, we conducted interviews based on the principle of appre-

ciative inquiry for a cross section of the company’s leadership team using
questions such as:
• When were you and your team at your joyful best?

• What happened, who were the people involved, and what was special
about the experience?
• What does this teach you about your gifts and that of others in your team?
This served as an important data point to tap into the strengths of the orga-
nization which could be leveraged to create happiness in the organization. We
also conducted focus group discussions with the middle and junior manage-
ment to gain their perspective on the state of happiness in the organization.
A survey was designed which looked at the five layers of happiness, namely,
physical well-being, communication, emotional well-being, intellectual
well-being, and spiritual well-being at the individual level and in the organi-
zation. The survey was designed with items that could be answered using a
five-point Likert scale. It was created in English and the local language of the
region, Hindi, to enable the contractual workforce at the shopfloor to under-
stand and answer the survey. The survey was administered to all the on-roll
employees and 33 percent of the blue-collared contractual workforce to be
able to understand the level of happiness in the organization.
The one-on-one interviews, focus group discussions, and the survey served
to be important data points to lay out the design of the initiative.
We then trained other leaders in the company on conducting similar inter-
views by practicing “listening with the ears of the child” and cherishing the
output with genuine appreciation as if they were “mining for gold.” These
leaders then started doing these interviews and publishing their stories to
all concerned. These stories were shared with all the members of the group
through emails, creating spaces in plants to put up the stories and in common
meeting forums.
The impact was highly positive and it started creating waves of happiness in
the company. We also invited senior leaders from other organizations to address
groups of employees within Rama Krishna Group to share what they were doing

to bring happiness in their companies. This brought the feeling to the employees
that “if they can do it, then why cannot we?” In the first eight weeks of the work,
the activity created the right foundation for the transformation exercise.
Phase II: Designing and planning
This phase was the most crucial and set the foundation of the entire program.
We set up a Design Team for the initiative that was cross locational, cross func-
tional, cross hierarchical, and cross attitudinal (optimists and cynics were both
included). With the help of this team, we did the detailed planning for this
journey. The company appointed a senior HR professional and named him as
the full-time leader for this exercise. A Steering Team was formed consisting
of all senior leaders of the company and the senior HR leader was named as
the “Secretary Member” of this team.
The concept of the design team is crucial. What we design in this micro-
cosm is then implemented in the larger organization—the macrocosm, and
if we have chosen the design team members effectively, the impact of the
initiative is meaningful.
Similarly, the leadership team that meets as the “Steering Team” has to
allocate dedicated time to the transformation exercise and the HR function
has to do all the background work to make sure that the discussions are pro-
ductive and meaningful.
Thanks to the encouragement of the chairman who was very passionate
about this initiative, it received the deserved attention and right focus. We
worked with these forums to design a two-day “offsite” for the leadership team
to facilitate a dialogue on creating the first draft of their new vision and values.
After this, true to the concept of “cocreating the vision and values” of
the organization, we involved each and every member of the organization
in creating the vision and values through a process known as the large-scale
interactive process (LSIP). This technology allows effective facilitation and
involvement of people across large groups of individuals. There were three
LSIPs held, each with approximately 1000 individuals, where inputs were
taken from the employees on the perceived strengths of the organization and
the vision and values. In this technology, each round table represents a true
“microcosm” of the organization in the fact that it represents a cross section
of the organization. Employees across levels sat together on each table and
visualized the organization of their dream through effective facilitation.
The LSIPs created a lot of positive energy and was the first time that such
a large group of the workforce was involved together. The workforce valued
the fact that the organization was taking their input in creating something of
such great importance to the organization. It helped the organization come
closer and bind as a family. It was one of the highlights of the entire journey
of creating happiness.

We created teams to help with the facilitation at each table and the logistics
of the event. We also trained individuals of the organization in this technology
to build sustained internal capability in the organization. Interestingly, the
output of the leadership retreat with the senior team and the LSIPs involving
the entire workforce of the Ramakrishna Group was similar to a large extent.
The inputs from the leadership retreat and three LSIPs were synthesized
together in a one-day confluence workshop, which was attended by the lead-
ership team and a cross section of the representatives from each of the LSIPs
to ensure a representative sample.
After the finalization of the vision and values, it was essential that the vision
and values are communicated to the entire workforce to close the communi-
cation loop with them. The senior management, design team, and the facilita-
tors of the LSIP became our champions and helped us in the dissemination of
the vision and values. We enabled the communication cascade through creat-
ing small, interactive modules that could be further shared with the workforce
in groups of 15–20 led by the identified group of people. Visual stimuli was
also created around these and put up in the plants to facilitate recall.
At this point, it was felt by the Steering Committee that there is a need
to create a localized structure at the different plants to drive the initiative
locally and take up activities that were customized to the plant and its context.
Therefore, a Plant Steering Committee (PSC) was created at each plant, which
consisted of a sponsor who would enable the resources to drive the initiative,
a happiness facilitator who was responsible for understanding the needs of the
workforce and designing and implementing the activities and team members
who assisted the happiness facilitator in the same.
The PSC members were trained on their roles and responsibilities and given
direction on how to implement the initiative at their plants. A plan was also
created to cascade the vision and values that consisted of different activities
that would help the employees to relate to them and understand the behaviors
that are associated with them. Most of the activities initially were dovetailed
with the existing activities such as small group improvement activity (SGIA),
suggestion meetings, and strategic business unit (SBU) head meetings to make
sure that they become a part of the process by integrating them into the cul-
ture of Ramakrishna Group.
Processes were created for the new activities as required to ensure standard
implementation by SOIL and corporate HR team of Rama Krishna Group,
while the local PSCs were given the bandwidth to adapt them to the extent
based on the context of their plant. The PSCs were encouraged to document all
the processes and activities that they were doing to enable the same to happen.
During this phase of the project, the project was being run locally by the
PSCs. To monitor the progress of the initiative, the PSCs were requested to
send a monthly status of the work that they had done, with what they thought
went well and what could be the areas of improvement. Further, a monthly
review was conducted by SOIL with each PSC to understand the progress
and give suggestions of the work which could be done in the next month. It
was also a platform for the PSCs to get guidance from SOIL and share any
concerns that needed to be raised at a higher level.

Slowly, the corporate HR team started to get involved in the reviews by

accompanying the SOIL team for the reviews and assessing the progress of
the initiative in the different plants. This provided an opportunity for corpo-
rate to understand the progress in different plants first hand, and follow up
with them on several issues, if needed and build internal capability.
A monthly dipstick survey was also created to understand the pulse of the
people. This survey was filled in by the Steering Committee members and the
PSCs to get a feel of how they think the initiative is progressing. A report was
sent out every month after the analysis of the survey unit wise, for each unit to
understand where to focus the activities of the next month.
The creation of the PSCs and the focus on each plant through the same
resulted in a deeper focus on happiness and positivity and the initiative slowly
and steadily became a part of the DNA of the organization. There were more
conversations around this topic and people increasingly looked forward to the
different activities that were taken up by the PSCs. There was visible excite-
ment around the initiative in the plants.
The chairman at this point of time felt that it was important for the families of
the workforce to be touched by this noble initiative as well and the initiative looked
at activities that could involve the families as well. The chairman himself started
visiting the homes of the employees in an attempt to build a personal connect
with the families and show them that the Ramakrishna Group cares for them.
While the localized structure was implemented for the different activities
to be smoothly executed at the different plants, a talent appreciation process
(TAP) was conducted to understand the strengths of and develop an individ-
ual learning plan for the senior management of the organization. This would
help identify the leaders who could take the organization to the next level
and develop a succession pipeline as well. The process consisted of a psycho-
metric profile done for each participant, a 360-degree assessment and behav-
ioral event interviews, which is an interview technique that focuses on the past
events of an individual’s life to assess them on the competencies. An individual
report was prepared for each participant and the feedback was shared with the
chairman and on a one-on-one basis with the individual.
This exercise served as an important input to understand the uniqueness of
each of the senior management team members of the group and to develop the
future course of development for each individual. The one-on-one feedback
helped the participants become aware of their strengths, development areas,
and the perceptions of their seniors, peers, and subordinates. For many of them,
this was a real eye opener and helped them become more effective leaders.
Phase III: Expansion
By now, we had successfully completed one year of the transformation initia-

tive and the roadmap and the DNA of the initiative had been laid in place.
One of the first steps done now was to reflect on the journey and understand
what were the highlights for the organization and where were the areas on
which even more focus was needed.

This was done through repeating the annual survey conducted at the start
of the initiative and the results demonstrated an increase in the happiness
across the different demographics. An informal feedback was also taken from
the Steering Team and Design Team on the highlights of the initiative as well.
We have traversed this far in our journey with the Rama Krishna Group in
this exciting, one of its kind initiative.
Going forward, our plan will include cascading the initiative to touch even
more people and actively involve more people. To enable this to happen, it is
envisaged to create Happiness Champions at the plants who will be people
who are recognized for their great work and support for the initiative. They
will then be actively involved in designing and implementing the initiative.
The PSCs will be encouraged to take up some critical initiatives that will
address an area of focus for the plant and will be long term in nature. The
initiative would be run like a localized project at the plant and the Steering
Team and SOIL will help them in project management and impart them the
skills required to ensure the success of the same. Over time, more and more
individuals in the plant will be deployed in running the initiative ensuring the
involvement of individuals.
An important part of this initiative is to realize that the true happiness lies
within the individual themselves and hence, the workforce will be encouraged
to spread this realization through a custom-designed module. This will be run
in a train-the-trainer mode and internal trainers will be trained by us, who will
further impart the training to the entire workforce.
Important skills will also be imparted to the workforce in an effort to appeal
to the intellectual aspect of their well-being. Train-the-trainer workshops will
be held for specific identified skills such as emotional intelligence to help the
workforce increase their happiness quotient.
Families of the workforce will also be involved in the initiative through
involving them in celebrations and involving them in the successes of the orga-
nization. A feeling of an extended family will be created at the group through
creating opportunities for people to meet each other, bond with each other,
and create a culture of belongingness.
More and more opportunities to celebrate the successes and appreciate and
recognize good work would be created. Slowly, the role of SOIL will begin to
diminish and the leaders at the Ramakrishna Group will start driving the initia-
tive and creating happiness at their group. While we ensure that we guide the
organization in their quest for happiness, we will enable the leaders to take this
initiative forward and make it a way of life through the different activities that
have been taken up and will continue in the future as well.
Phase IV: Institutionalization
The final phase of transformation will focus most on ensuring that the change
created “sticks on.” This will be the time when the processes of the organi-
zation will be modified to include happiness as an important factor and/or

linked to the same. By this time, happiness would have been embraced as a
mindset change and this phase would be utilized to ensure that the initiative
remains embedded in the organization.
Documentation of all the activities done would be undertaken and orga-
nized, the critical learnings would be drawn, and collateral would be created
for knowledge management and sharing with the external world.
Some refresher courses/sessions would be held on the important skills/
aspects of the initiative to ensure that the organization can sustain the change.
The internal change agents will drive the process largely and we would come
in only to support them in the process.
By this time, it is envisaged that the organization would have achieved the goals
mentioned later, which have been attained to some level over the last one year:
1. The individuals within the organization experience ananda and positivity

in their daily work, which leads to their personal development.
2. The individuals work toward a shared higher purpose leading to align-
ment with the vision and values of the organization and greater synergy.
3. The individuals thrive in a culture of growth as happiness is fueled by
the space for spontaneous creativity provided by the organization.
4. “Communities of learning” fuel the growth of the organization.
5. People are connected to each other and the organization through a
sense of family and belongingness.
6. The individuals evolve emotionally, spiritually, and psychologically by
driving out their fears.
It is truly an exciting initiative and journey that we are partnering with

Rama Krishna Group on. Our work is helping us to understand the drivers of
happiness for people and how we can enable them to realize the true potential
that lies within them. The process of creating happiness is not an easy one by
any measure and we have faced quite a few challenges, out of which came our
greatest learnings.
The biggest challenge was communicating the concept and ensuring its
clarity among the people. To explain a “soft” concept such as happiness and
what it could mean for people was a difficult task since it was met with inher-
ent skepticism on what the organization meant. Acceptance of the fact that
happiness was with an altruistic intention was low. We had to reinforce this fact
many times and regular address from the chairman himself was required, and
it greatly helped when he started visiting families of the employees to show
people that he was truly vested in the program.
There were many “skeptics” and “opponents” of the program we encoun-
tered in the process, that is, people who refused to believe in the concept and/
or the methodology. We tackled their doubts with patience and answered every
question they raised and accommodated their request in the project plan as
far as possible. The most critical factor here was to stop them from spreading
their doubt to others and for this, we discovered “positive change agents” or
people who were bought into the idea and tried to get them to influence them

subtly by showing results of change occurring. We also put them in leadership

positions so that they could bring about their desired change using the meth-
odologies they thought would be helpful. It was important to not ignore them,
but to involve them in the process and make them feel heard.
The leadership of the organization in a change initiative is the people who
can make or break the initiative. We found that plants where the senior lead-
ership was vested and believed in the project were the plants that did really
well and succeeded in creating happiness. For us, that translated into ensuring
the buy-in of every senior leadership team member for the success of the ini-
tiative. We did that through creating multiple touch points with every senior
leader, and through taking feedback from them on an individual basis as well
on what could be done better in the program and suggestions on the way
forward. The dissenters were also motivated by seeing the enthusiasm of their
own peers and their interactions with them. The learning was that buy-in to
change is best created through peer interaction and making people feel that
they are heard and valued.
Another challenge was to showcase the results of the initiative and to
demonstrate a change taking place in the organization. Since much of the
change that we are trying to drive is a mindset and lifestyle change, it was
difficult to measure it and show it in tangible terms. After the completion of
9 months of the project, the members of the organization felt that tangible
change is needed to be shown to them and for this we adopted the technique
of taking feedback from the individuals themselves on what they think is going
well and what could be done better in the form of a monthly survey. We
actively worked on adopting the recommendations to make sure that the pro-
gram is a success. Slowly, people themselves started talking about the fact that
communication and emotional well-being has improved at the Group.
The implementation of the approach at the Group showed that stronger
communication and the feeling of being appreciated, togetherness with the
organization were the first outcomes to be felt by people. The implementa-
tion has proven to be effective over the last year and has most importantly
demonstrated that people can coexist in multiple layers (physical well-being,
communication, emotional well-being, intellectual well-being, and spiritual
well-being) and that it is important for HR to focus on all the five levels to
create happiness within the organization.
One of the most joyous and satisfying elements of working on this project
was the realization that organizations and people have an inherent sense of
goodness within them. Sometimes, it may get pushed down or hidden due to
certain conditions, but when people overcome their fears and insecurities and
embrace this goodness within them, great work and change can occur.
The work done at the Rama Krishna Group till now serves as a testimony
to the fact that HR leaders can be the true change enabler for organizations
and can create positive and long-lasting change at the workplace. The success
of this initiative will strengthen our belief in our nation’s rich spiritual and cul-
tural heritage and its relevance to the organizations of today and tomorrow!

6 HR professionals as
institution builders: Some
reflections from experience
Arvind N. Agarwal
There is old fable that I had read in my childhood about Baba Kharak Sing, a
very generous old man who was always very helpful to everyone. Once upon a
time, Baba was riding his horse to pass through a jungle. On the way, he saw
a young man who was somewhat limping. Baba could not bear that this young
man is walking with limp in this dense jungle while he himself is comfortably
riding the horse. Baba, true to his habit, gave his horse to the young man who
bowed in gratitude, thanked Baba, and got on the horse. Few steps ahead,
Baba suddenly noticed that the young man yanked the horse and galloped
ahead. Young man was not limping anymore. Baba realized instantly that he
was cheated by this young man. He thought for a moment and then loudly
called the young man to stop right away. As the young man slowed down,
Baba came close to the young man and whispered in his ear. Baba urged the
young man that he is welcome to go ahead with the horse but he must not
narrate this story to anyone, or else people will lose faith in helping others.
Baba was more concerned about the larger cause of sustaining the institution
of “helping others,” even at own personal discomfort.
Human resource professionals have several opportunities to build institu-
tion, provided there is conscious focus toward doing so. In my long career
spanning over nearly four decades, I have had privilege and honor of serving
in leadership positions in human resources (HR), total quality management
(TQM), marketing, strategy, and as a CEO. Serving in a variety of these roles,
I have learnt several important lessons relevant to institution building.
Lesson 1: Job rotation
Early in my career, I got exposed to TQM, which helped me learn power

of collaborative working, process orientation, benchmarking, customer ori-
entation, and systematic problem-solving. I was in numerous cross functional
teams (CFTs) as a facilitator and as a team member was involved in solving

68 Arvind N. Agarwal
problems on wide-ranging subjects such as “cash-to-cash cycle,” improving

market share, increasing sales force productivity, improving employee engage-
ment, etc. Through these CFTs, I got much closer to the business.
I remember as the HR head in a company that had just begun its commer-
cial operations, I found there was suddenly high level of attrition among the
leadership team members. Very people who had worked so hard through the
difficult phase of its early start-up were now leaving from the very company
they had toiled to build. Each of these departures was heart wrenching and it
used to adversely impact the energy level in the company. As the HR head of
the company, I was at a loss to understand this phenomenon. There were easy
fixes such as giving better title and salaries. These were suggested by many in
the company. All of these appeared likely options till I could sense that people
were leaving as they considered that “job is done” and there is no further
challenge in the company. It became very clear that the company needed a
compelling vision that was challenging and attractive so that people find it
worthwhile staying further. I discussed this with the chairman and other key
business leaders in the company. Consequently, the leadership team embarked
upon developing vision and strategy for the next phase of the company. The
leadership team of the company clearly took the institution-building option
rather than increasing salaries and giving higher title which would have been
a transactional option.
Consequent to this exercise, I was given added responsibility of strategy
planning. There were many contenders who were perhaps more competent but
I seem to have displayed more passion for strategy and future growth of the
business. And later from strategy, I was moved as marketing director. In due
course, I was invited by the company I had served as the HR person to join
them as CEO of two of the businesses. In 20 years, I had traveled from young
HR trainee to CEO and this journey was through TQM, strategy, and market-
ing roles. From what I recall now, each of those roles I was doing with passion
and excitement. These roles, each time I took them, were an end in themselves.
I was not looking at what these roles will lead to in terms of career. I was only
focused on how I can contribute toward building the organization through doing
honest job of what I had in hand. This honesty of purpose and passion brought
the best of me. I was always quick to experimenting with new ideas such as
implementation of self-managed team in shop floors, launch of new products,
and forging new alliances for new business lines. Slew of these job rotations kept
me on the learning curve all the time and kept me passionate about what I was
doing. In this way, I could contribute my best toward the institution-building
process in each of my roles. It was my approach toward doing the role in its
totality rather than treating the role as a means to career advancement which
helped me contribute toward institution building. A person who is treating the
role as means is perhaps too pre-occupied with self and is more likely to miss the
opportunity to excel and serve the larger cause of institution building. I seem to
have truly lived the popular saying: “pursue excellence, success follows.”

HR professionals as institution builders 69
Lesson 2: Work with your CEO
I had great opportunity of working for some great entrepreneurs and busi-
ness leaders over the years. I have learnt a lot from each of them. For
institution building, it was important to earn trust from them before they
believed in my ideas. I discovered senior business leaders I reported to, had
own ways of testing if one can be trusted and quite often it was through
some very mundane transactional activities. If there are many surprises,
time-wasting conversations, self-serving recommendations, politicking,
mis-information, then one is not likely to earn the trust. I remember once in
a joint venture (JV) company where I was working, I had challenge to earn
the trust from both the partners. At the outset, the foreign partner believed
that as an Indian I am likely to be more aligned to Indian partner and may
not take an objective decision. The reason was I was handling recruitment
of CFO that is a very sensitive position particularly in the JV situation.
I had produced a short list of three candidates for final interviews. I was
taken aback when instead of progressing with interviews, the foreign part-
ner wanted to see all the resumes to double check if I was objective in short
listing. Only after finding that it was indeed done objectively, he agreed to
progress with final interviews. Only after passing through numerous such
mundane transactions, I earned trust of the foreign partner. I found this
to be a fundamental requirement for any institutional-building initiative
that one can do. Having earned the trust, I found I had enormous oppor-
tunity to influence the system by leveraging bosses’ power and position. For
instance, to institutionalize TQM culture in Modi Xerox, I found numer-
ous ways to engage the chairman, Dr B. K. Modi. He attended the five-
days training program on TQM and that too at the factory site along with
others, led CFT, and spoke about these initiatives in industry and academic
forums. In this process, his own conviction on TQM enormously grew and
that served as a great role model for the rest of the company to get on board
with this new discipline. To make the company customer oriented, Xerox
had embarked upon several initiatives across the globe. There was huge
challenge as to how one aligns the employees in India. It was clear to me
that this would be possible only if Dr Modi personally demonstrated that he
is aligned to these initiatives. When I talked to Dr Modi, he readily agreed
to lead all the discussion meetings with leadership team on implementation
of all the initiatives. And once people found he was fully on board, every
one followed the suit. It went a long way toward making Modi Xerox truly
customer-oriented organization despite its near monopolistic position in
the Indian market.
In Escorts, as a business leader of construction equipment businesses, I
found we were all focused on meeting the year-to-year financial plan. Long-
term thinking with concrete vision and strategy for the future was needed
to be brought in. After talking to the chairman, Mr. Rajan Nanda, when I

brought up this long-term plan in the Board, everyone got excited seeing the
great future these businesses held. It led to several initiatives such as process
re-engineering to make manufacturing more productive, building of new fac-
tory, slew of collaborations to bring in new-generation construction equip-
ments such as vibratory compactors and hydraulic excavators, technology
agreement with global design house to modernize the mobile cranes, to name
a few. This led to investment and subsequent growth of construction equip-
ment businesses in Escorts.
In RPG, Chairman Mr. Harsh Goenka had long cherished vision of
making RPG “most exciting place for professionals.” In fact, I found this vision
compelling enough for me to join him in 1999. Over the last 16 years, I have
relentlessly worked with him to help him realize this dream with slew of ini-
tiatives. We started with setting the vision and values for the Group and then
began to operationalize them through introduction of relevant HR policies
and processes. Some of these are balanced business score card based objec-
tive performance management process, higher proportion of performance
bonuses, employee engagement surveys, 360-degree survey process to align
leadership style across the group, organization and management review pro-
cess for identification and development of high caliber talents, development
centers, self-managed teams in all the new factories and coaching culture.
Introduction and sustaining of these initiatives needed constant dialogue with
the chairman, other senior business leaders, as well as senior HR professionals
who were running the HR function in various RPG companies. Chairman’s
style is truly federal. So this requires everyone to get on board before any
policy is implemented. It needed me to understand the business context, con-
temporary practices and then bring the relevant practices fully customizing
them to “RPG way.” It required listening to all with openness to learn and
then embark upon introduction of the right policies, however mundane these
might be. I remember, I was once talking to the business head of retail busi-
ness and he talked of a new term life insurance he has introduced for all his
people, nearly 2000 in number, just by spending `15 lakhs in annual premium.
Logically, I could come heavily on him as he had no business introducing
a policy without discussion with group HR. But, instead, I appreciated his
thoughtfulness and initiative. It also occurred to me that this was a great policy
and should be done for everybody right across the group. I collected the details
of the policy and began to talk to all the business leaders and HR heads of all
the companies in the group and ensured this policy got introduced. In large
group, there are instances of deaths and we had our share of them. Everyone
felt good that we had a right policy to take care of employee’s family in such
situations. On my own, it would have never occurred to me to do this. I could
do this purely because I was not lost in the bureaucracy of the organization. I
was listening and was mindful of my responsibilities toward the larger purpose
all the time.

Lesson 3: Be authentic
I learnt the importance of authenticity for institution building from Dr Udai

Pareek himself.
I was fortunate to first meet Udai when I was participant in the personal
growth lab organized by the Indian Society of Applied Behavioral Sciences
(ISABS). Udai was the facilitator. This was way back in the early 1980s when
I was in my twenties—less than 10 years into corporate world after graduation
from the Indian Institute of Management Ahmedabad (IIMA). Midway into
the lab, it was probably day 2 or 3, I was taken aback when he said he did not
feel very engaged with us and the lab. We were quite startled to hear these
words from the facilitator himself. Later we learnt that he was being authentic.
And I learnt in those early formative years of my growing as a professional
importance of authenticity that some time will mean sharing own vulnerability.
My learning was tested some five years down in my career when I was the
HR head in a company where I was handling downsizing for the first time in
my career. I had thought through all the details and worked out how the entire
exercise is to be managed. I called for the meeting of all the department heads
and briefed them about the detailed plan of action. I made sure everyone was
on the same page and they all understood what each one needs to do. Every
one appeared quite on board. At this moment, I shared with them that this is
the first time I am handling this kind of task and I will be happy to hear from
them in case they had doubts about any aspect of the “plan.” I felt instant sup-
port from all of them. There was tremendous sense of camaraderie and bond-
ing all around inside the conference room. We all started talking about what
may go wrong and began to fool-proof the “plan.” I was no longer alone on
this. This positive experience reinforced my belief on authenticity even at the
expense of own vulnerability—a lesson I had learned earlier in my career from
Udai. I found the value of authenticity in building trust and collaboration.
Lesson 4: Collaborate and integrate
I have worked in numerous project teams, as a member as well as a team leader,

right through my career. I learnt power of collaboration through my involve-
ment in TQM early in my career when I was in Modi Xerox. Since then it
has become my natural working style. This got reinforced by RPG Chairman
Mr. Harsh Goenka who is always encouraging collaborative behavior across
management teams. The ultimate in promoting collaborative behavior was
introduction of “self-managed team” concept in running all the new factories
in RPG. In this concept, workers work in teams. They plan, organize, and
monitor work by themselves with no supervisors on top of them. In RPG,
there are also other collaborative forums such as “young executive board”

(YEB) and “center of excellence” (CoE). YEB consists of young high cali-
ber professionals who are appointed for a period of two years to function as
shadow board reporting to the CEO of the company. CoE is forum consisting
of heads of a particular function from every company of the Group. They
come together every two months to learn best practices from each other and
also do collective problem-solving on issues of common interests. There are
now CoEs for manufacturing, materials, finance, legal, and R&D functions.
One person from the team is appointed as the chairman for a period of two
years. These forums are proving to be great energizer and they are building fel-
lowship among the functional people cutting across the company boundaries.
I was not an originator of these concepts. They were proposed by HR people
down the line. I was quick in recognizing the power of these new concepts. I
then moved on to evangelizing them and got endorsement from all concerned
including chairman to implement them. In collaborative working, it does not
matter from whom the idea comes. If the idea is useful, one puts full weight
behind them. This then leads to institutionalization of the idea.
Lesson 5: Be an institution builder and problem solver than a

problem creator
As an institution builder, one has to be a problem solver not a problem

creator. I remember, when I joined the RPG Group, many of the com-
panies in the Group were making considerable losses. I could have been
easily disheartened and walked away to another company. That would have
only compounded the problem. Instead, I stayed on and joined shoulder to
shoulder with the leadership team to turn around the businesses. In many
cases, it needed hiring right people to strengthen the leadership team, down-
sizing, and making interventions to making them more performance ori-
ented. It took relentless working for nearly five years to get all our businesses
to start posting profits: not very high-end HR interventions but all what the
businesses needed at the time.
Lesson 6: Give yourself to the profession. It is a great

opportunity to develop
I was pulled into the National HRD Network (NHRDN) by Dr Udai Pareek
and Dr T. V. Rao in the mid-1980s.
Big lesson I learnt from Udai toward institution building is importance of
engaging people in building and sustaining culture of trust, collaboration, and
problem-solving. I remember in the mid-1980s when I first got associated with
NHRDN, whenever Udai visited Delhi, there were several short, impromptu
meetings. In most of these Dr T. V. Rao was present as well. In these meetings,

we used to talk about several issues related to HR profession and NHRDN.

Udai and Dr Rao were perfectly capable of thinking through all aspects of
running NHRDN and taking appropriate steps for further developing the HR
profession in the country. But instead of doing it by themselves, they were
always reaching out to many of us to brainstorm new ideas, discuss them
threadbare, and then work toward implementation. The process built great
sense of belonging and ownership in several young HR professionals includ-
ing me. This has had deep impact in my making of a leader. I tried to practice
it both in my role in NHRDN as well as in companies that I worked for in
leadership positions.
In the year 2000 when I became National President, I found there were sev-
eral senior HR professionals who needed to be involved in NHRDN. I person-
ally reached out to many and I was overwhelmed that they all enthusiastically
responded in a very positive manner. Some of them were invited to join the
Advisory Board of NHRDN. Also, the board meetings began to be held on a
regular basis involving all the Chapter Presidents. All these actions of includ-
ing the senior HR professionals through advisory board, holding of regular
board meeting involving board members and Chapter Presidents re-energized
the HR community across the country. This wide-reaching inclusion further
strengthened the spirit of trust and collaboration in the working of NHRDN.
Toward building NHRDN this was an important institutional landmark.
By working in NHRDN over the years, I built strong and lasting relations
with a large number of senior HR professionals. These relationships have
been great learning experience and they have greatly influenced my develop-
ment as a HR professional.
Lesson 7: Maintain and mange professional teams: The way

you interact and network with HR professionals
I have always looked for high-caliber HR professionals in my team even if it

means they may not be long-term stayer. In Modi Xerox for instance, most
of my HR team members moved on to sales function and progressed well in
their career. I followed the same philosophy in RPG. I have actively encour-
aged HR professionals to take cross functional career moves for their overall
long-term growth. Many of the HR professionals from the RPG HR team
have now moved on to other functions as well and many have moved on to
other companies in significant leadership positions. I have this strong con-
viction that one should be surrounded by good people. That produces the
best from every one. My approach is very collegiate, treating each of them
as equal and giving them autonomy and respect. Sometimes, I have been let
down and regretted having been so trusting. But, on the whole, such inci-
dences have been far and few and I continue to believe that it is well worth
taking chances with people.

Lesson 8: Be prepared to learn from juniors
In Escorts Construction Equipment (ECEL), as a CEO, I have seen the power

of listening to the juniors in solving complex problems and revitalizing the
enterprise. This was in the 1990s when ECEL was an ailing mid-size con-
struction equipment company. Mandate from the chairman was to grow and
make the business profitable. ECEL was long-standing business and a leader
in its category. Nevertheless due to low volume and high cost the business was
not profitable. Workforce, at all level, was very experienced, long serving, but
somewhat alienated from the business. Frequent work stoppages on ground of
very flimsy and petty reasons were not uncommon. I began to meet cross sec-
tion of employees at all levels to understand their perception of ECEL prob-
lems and also their suggestions to deal with them. I established a small and
empowered team to rapidly implement these solutions, which were coming
from people. I also formed several cross-functional teams (CFT) to deliberate
on problems in which ready solutions were not available. CFTs were given
three months’ time to have their regular meetings and come up with recom-
mendations. It still took lot of time to solve all the problems and move the
business toward growth and profit. But, the energy level in the organization
was palpable. Work stoppages were the thing of the past. Friday afternoons,
leaving their regular work, the CFTs used to meet to solve the problems taken
up by them. I used to go around the factory and office to see what the CFTs
were doing. They were reengineering the business processes to cut costs. There
were others who were developing newer models of the product which were
lower cost but more efficient. Some teams came up with the idea of intro-
ducing new product line leveraging the manufacturing and distribution infra-
structure which ECEL already had. I used to be quite excited to see how
invigorating the place had become. Inclusion of people, reposing of trust, and
engaging them into collaborative problem-solving CFTs were beginning to
build a profitably growing vibrant ECEL.
Lesson 9: Continuously experiment
For building an institution, one has to constantly experiment. In RPG we

experimented with concept of self-managed teams, first in our new factory
located in north. After initial struggle, it became very successful and the con-
cept then got implemented in other new plants in Gujarat. Today, SMT is the
way of managing in all new plants in RPG. Early in my career in Modi Xerox,
I got opportunity to learn and lead TQM initiative in the company. I then got
opportunity to take job rotation in marketing and strategy function. away from
the main stream HR function. I was exposed to experimenting with myself.
Underlying trust, confidence, and resilience are important determinants of
success with any experimentation that is so vital to institution building.

Lesson 10: Be value driven. Never give up integrity
Among all these, if I have to pick one single most important factor for suc-
cess in institution-building journey, it will be integrity. One has to be honest
to oneself and all others one interacts with. Honesty of purpose, authentic,
and transparent behavior are various aspects of integrity. One gets constantly
tested by others in the organization.
There are many theories and frameworks of institution building and the
nature of leadership required for institution building. Academic literature
is replete with them. These are well researched and undoubtedly credible
theories. I have but learnt some from Udai which I have found powerful in
building institution both in the context of professional body such as NHRDN
where I had privilege of working closely with him and the business organiza-
tions where I worked as the HR head and the CEO. These lessons helped me
to discover power of authenticity even at the cost of personal inconvenience,
role of leadership in going beyond transaction to address larger causes,
engaging people, reposing trust, and fostering collaborative working toward
problem-solving.
I have narrated several incidences in this chapter which corroborate that an
institution builder needs to display:
• Authenticity
• Openness
• Confrontation
• Trust
• Authenticity
• Proactively
• Autonomy
• Experimenting
In conclusion, it is worth sharing a short poem that a colleague passed

on to me, just a few days ago. This well captures the spirit of institution
building:
The Bridge Builder

by Will Allen Dromgoole (1860–1934)
An old man going a lone highway,
Came, at the evening cold and gray,
To a chasm vast and deep and wide.
Through which was flowing a sullen tide
The old man crossed in the twilight dim,
The sullen stream had no fear for him;
But he turned when safe on the other side
And built a bridge to span the tide.

“Old man,” said a fellow pilgrim near,

“You are wasting your strength with building here;
Your journey will end with the ending day,
You never again will pass this way;
You’ve crossed the chasm, deep and wide,
Why build this bridge at evening tide?”
The builder lifted his old gray head;
“Good friend, in the path I have come,” he said,
“There followed after me to-day
A youth whose feet must pass this way.
This chasm that has been as naught to me
To that fair-haired youth may a pitfall be;
He, too, must cross in the twilight dim;
Good friend, I am building this bridge for him!”

7 Multisource learning
as a critical variable in
professional growth:
Reflections on my HRD
journey*
Gopal P. Mahapatra
In today’s competitive global environment, sustainability of organizations and

society has gained great significance. The last three decades has seen the sig-
nificance of people in general and human resource development (HRD) area
in particular, and how it can play an important enabling role in the process for
individuals, organizations, and beyond. In this chapter, the author, as a prac-
ticing HRD professional, mentee, and well-wisher of Dr Udai Pareek, shares
a few critical incidents and interventions in his career, which might have had
significance beyond the day-to-day functioning of the HRD in organizations.
Keeping Dr Udai Pareek’s contributions to various fields and institutions as a
benchmark, the author tries to create a framework on what are the cross-roads
he experienced and the various steps he took for championing, facilitating,
leading, or assisting in the change initiatives and the interventions, for exam-
ple, total quality management (TQM), restructuring, employee engagement
surveys, customer satisfaction surveys, assessment and development centers
(DCs), 360-degree feedback, coaching, and other initiatives for leadership
development and institution building. The author reviews and reflects on the
linking it to the development of individuals, teams, organizations, profession,
and professional bodies from an institution-building perspective. The author
has learnt a great deal from various people, situations, challenges, and mis-
takes. The path to development is continuous learning, initiative, and action.
The author suggests that for any young professional every organization is a
learning opportunity, every person you come across, every role you perform,
* The views expressed in this chapter are of the author and not necessarily of the organizations where
author has worked or is working currently.

78 Gopal P. Mahapatra
every difficulty you face, and every accomplishment or mistake you make is
a building block in one’s own development. The author hopes, other human
resource (HR) professionals and leaders would review, reflect, learn, critique,
develop further on these perspectives in their professional journey, as well as
contribute to this field and beyond through institution-building initiatives.
The beginnings
Growing up in the native of Orissa from an agrarian family background,

after having studied SSC in a village school, I had the great opportunity
of graduation in English literature blended with postgraduation in person-
nel management and international relations from Xavier Institute of Social
Service, Ranchi, a Jesuit institution with an amazing Belgian Fr. Bogaert as
director as well as my doctoral education (Fellow Program in Management)
from Indian Institute of Management Bangalore (IIMB). Every institution
I studied and the teachers I had and the friends and colleagues with whom I
interacted have remained with me until now and have been sources of learn-
ing and growth. I remain in touch with several of them especially from the
institutions of my professional education and interact to learn and occasion-
ally try to pass on my learning’s to the friends, colleagues, and the younger
generation. Having been blessed with a rich and diverse career of about three
decades in HR (personnel management, IR, HRD, organizational develop-
ment [OD]) given are a few critical initiatives and threshold moments in my
professional life.
Bharat Electronics Ltd; role of chairman and managing director

Capt. Prabhala (Retd Indian Navy) in institution building
I took up the first job as a personnel officer at Corporate Office of Bharat
Electronics Ltd. (BEL), an India Government-Defence Ministry Company, as
my higher studies were nearing completion. I was privileged to work during
the tenure of Capt. Prabhala (Retd Indian Navy), a very progressive and
dynamic chairman and managing director (CMD). As a very young profes-
sional, I experienced visionary (or transformational) leadership by him in
a few initiatives highlighted as follows: The CMD initiated “organization
restructuring in BEL” with the help of a strategic consulting firm. It was facil-
itated with the help of a compact in-house team of change agents, where I
was a member. He wanted to prepare BEL for becoming a more customer
and q uality-focussed organization; moving away from a functional organiza-
tion to business oriented (strategic business unit [SBU] set-up), making BEL
competitive and sustainable in the future.
While fostering the CMD-initiated rearticulation of the mission at BEL, I
coordinated the event generating few thousand suggestions and received the
Special Award for the Company Mission “Quality, Technology & Innovation”
Evolved in the 1980s, the mission still stands as relevant today as ever.

Multisource learning as a critical variable in professional growth 79
With focus on leadership and talent pipeline for growth and sustainability,
CMD initiated broadbanding and fast-track promotion and development of
internal leaders. This enabled accelerated top talent development, including
internal leaders becoming the CMD, directors, and other top management
positions in BEL in the next two decades.
In summary, my early career in BEL experienced strong leadership of
Capt. Prabhala, CMD, as a leader of change and institution building (trans-
forming ahead of times) and satisfaction in my role as an able associate and
coordinator of change (OE) interventions. It was a very strong socialization in
my early career. Capt. Prabhala is remembered even today by most in BEL
and ex-defence officials. Working with him has been a great learning experi-
ence. I kept in touch and continued to learn from him and kept him informed
occasionally of my learning’s and development.
Great leaders provide great opportunities to learn. Often the theories of
leadership focus on teachers and not learners. The lesson from my early career
is to find mentors, appreciate, and learn. My advice to young professionals is
to constantly look for such mentors around. Some of them may not be great
at this point of time. It is not their greatness but the extent of learning they
facilitate that matter. You should work on multiple projects, take initiative, and
make difference irrespective of your level and the distance between you and
your seniors. It paves a path for growth. When I was in BEL, I never knew that
I will one day be going back there as a consultant to develop its future leaders.
A few years of my experiences there provided me with solid foundations for
my own building as an accomplished professional.
Young faculty member at Xavier Institute of Management,

Bhubaneswar
After completion of my doctorate (Fellowship from IIMB), I dreamt of contrib-
uting as a management teacher in my home state Orissa. I know Fr R. D’Souza,
the founder director of Xavier Institute of Management, Bhubaneswar
(XIMB), and the then director of Xavier School of Management (XLRI),
accepted the invite of the then chief minister of Orissa in strengthening the
qualified managerial talent of Orissa by building an institute of management
for accelerating future development of the state (This was publicly acknowl-
edged by him 25 years later during the silver jubilee ceremony of XIMB.) I
was motivated by Fr D’Souza and then Dean Fr Abraham (who is the current
director of XLRI) to not only join, but also motivate many of my friends and
batch-mate fellows to join the faculty team. Teaching MBA students, full-time
and part-time, m anagers of SAIL, Rourkela Steel Plant, in their moderniza-
tion along with the IAS & Group A Officers on HRD areas and management
development programs (MDPs) and consulting projects were quite thrilling
and demanding too at a very young age. XIMB gave the opportunity of con-
ducting a pilot research on “Collaboration for Stimulating R&D” jointly with
my colleague that got presented in the National HRD Network (NHRDN)
International Conference in 1991 and published in a Tata McGraw-Hill book.

In a nutshell, a power-packed three years’ journey in academics with

empowerment and trust by director, dean, and the faculty colleagues in early
stages helped in strengthening the foundation of XIMB in institution building
bricks by bricks in its early stages.
The three years of stay at XIMB was another foundation stone for my
professional growth. I had the opportunity to teach what I have learnt, inter-
nalized now many things. I learnt as a student by teaching some of them, and
learnt how to influence the young minds. Most of all, working in a Jesuit insti-
tution in my own state and observing the commitment to “institution building
and people development” they have is a great learning experience. It is these
observations of the things around me, the way the institutions are managed
and built that gave me a lot of insights into my later development to facili-
tate institution building. Little did I realize at that time that one day I will be
called as a consultant and member of Strategic Advisory Council by the very
Institution I worked with to help manage transition from a small institute to a
large university.
Academic institutions provide great opportunities to learn. Get the best of
all your association with people who build institutions from day one. One day
you might be called on to be an institution builder. Academic institutions are
great laboratories to experiment and try out a lot of new initiatives. Variety,
depth, and focus are great possibilities in an academic institution; more so,
the young ones. Do not underestimate the contributions of such institutions
to nation building as well as significant personal (and competency) develop-
ment. Those who get an opportunity to spend time in academic institutions
are lucky. Many great people are teachers and they continue to learn by teach-
ing at academic institutions.
Working with a multinational:The INDAL experience

Going back to industry after a stint in academics by joining INDAL, the Indian
associate of Alcan Canada, was another great learning experience. When I was
joining INDAL, one of my mentors from industry said, “Gopal, it’s easier to
talk from a higher pedestal (as a faculty at XIMB). You now have to prove your-
self by your contributions and hard work with professional colleagues; influ-
encing without power.” I was playing an active facilitator role as the corporate
HRD manager supporting the transformation initiatives led by the then man-
aging director (MD) and chief executive officer (CEO) through “Cost, Quality,
Customer Satisfaction and Exports (CQCX).” In the early liberalization years
of India, INDAL was globalizing and retaining its existing competitiveness in
the domestic market through TQM, ISO 9000, and other change initiatives.
As a trained TQM facilitator I anchored and supported Employee Satisfaction
and Organization Health Surveys; getting it translated into regional languages,
and facilitating quality improvement projects (QIP) teams. It was a valuable
learning experience for a young HRD professional contributing professionally
to vital area of employee involvement through employee satisfaction surveys
and post follow-up action plans. I also worked closely with and prepared the

senior line managers through “Train the Trainers” at corporate office and
various manufacturing units. These senior line managers played the role as
resource persons for the culture change through TQM in their respective units
and divisions. I had done quality check (QC) tools training in Bengali/Oriya
and Hindi along with the line managers of many INDAL plants (first time
in my life, a unique experience). The cascading of TQM in units for cultural
transformation was quite visible and got reflected in the exports and domestic
market of INDAL too during those years, creating an excellent work environ-
ment in the units and the corporate office.
Working at grassroots provides great opportunities. Visiting all the plants,
interacting with people in units at multiple levels, and preparing and sup-
porting them collaboratively than sitting at a corporate office was another
professional enrichment. Learn the hard way the nuts and bolts of change and
how to collaborate with various stake holders in undertaking and managing
change through QIPs. Observe how the top management drive change and
the need for change agents in line managers and TQM and HRD for orga-
nization transformation. Inclusiveness, collaboration, joint problem-solving,
and integrating and closing with local unit and corporate management is very
enriching. One learnt practically, how employee involvement can be a very
powerful tool for not only building a positive culture but also solving a lot of
organizational issues including high level of employee engagement. Overall,
learning how to actively be a change agent with the people and critical stake-
holders than advising from outside was very powerful and helped me later as a
consultant and other companies as an internal change agent too.
Gujarat Gas Company Ltd; a value-driven promoter, Mr Mafatlal,

and a progressive CEO, Mr Virani
The other opportunity I got to add significant value was at Gujarat Gas
Company Ltd (GGCL), a rapidly growing energy and infrastructure company
in Ahmedabad. The value-driven entrepreneur Mr H. A. Mafatlal had a very
foresighted MD, Mr F. B. Virani, as the leader. I joined them as an outcome
of HRD audit. The pioneering efforts by the initial team in natural gas distri-
bution (domestic and commercial), solar power, financial services, and focused
explorations toward LPG and LNG in the early 1990s were noteworthy! As the
head of HR, and Corp Communication, I got to be part of a very active senior
management team for this very profitable and fast-growing organization in the
country. The dynamic MD orchestrated change efforts leading from the front
with interventions like: formulating vision, mission, and quality roadmap. The
business growth was further fuelled at the group level with facilitation by a stra-
tegic management legendary consultant. This got blended with the Customer
Satisfaction Survey we conducted with Gallup and Employee Satisfaction
Survey with another external agency we initiated as the HR team. Survey find-
ings were very encouraging and many cross-functional QIP project teams on
improvement areas followed. Introduction of Management Trainee scheme
from B Schools and recruitment graduate engineer trainees from engineering

colleges created the base for young talent development that led to the talent
pipeline for the company. Setting up of joint ventures (with BPCL) and growing
and diversifying into financial services (GFSL), LPG, LNG, and power were the
offshoot of this ambitious growth. Gujarat Gas Day and Family Day facilitated
by my HR teams at units were epitomes of this people orientation and employee
involvement. Through all these initiatives stated earlier, Gujarat Gas taught me
how positive thinking with focused efforts and coordinated team work at the
senior management level and below can bring miracles. Further, at the growth
stage introduction of progressive systems and processes, for example, vision/
mission, business plan and strategies, performance review discussions and
Perf/Potential Review Councils, Customer and Employee Satisfaction Surveys
(CSS& ESS), MT/GET schemes, corporate manual, and the like can acceler-
ate and sustain the growth trajectory of a company keeping people focus alive. I
learnt entrepreneurship in Gujarat Gas, typical of Gujarat culture. In addition,
I also got encouraged by the company to be associated with Academy of HRD
as an advisory board member and as a faculty member—directed a program
on “TQM & HRD Facilitators” for 50 odd senior HR professionals.
As you grow and reach senior levels your focus should shift to learn on higher
level concepts. Learn about visionary leadership, entrepreneurship, and develop-
ing leadership within. Introducing systems, implementing, and institutionalizing
them to stabilize and grow the organization and various units with empower-
ment and talent pipeline was a great learning in retrospect. In all these efforts,
how one can continue to facilitate fast growth maintaining the focus on systems
and not diluting individual and organizational values was another great lesson.
BPL Ltd: The opportunity to work with promoters and

top management professionals
Taking a journey away from West to Bengaluru and joining BPL, a very fast
growing family-managed firm in the consumer durables industry (with strong
Japanese connections of Sanyo), was crossing another threshold for me. With
the sponsorship of ambitious and professionalizing second-generation entre-
preneurs as my sponsors (Vice Chairman and MD Mr Ajit Nambiar and
Director HR/Chairman’s Office Mrs Anju Nambiar), I saw many opportuni-
ties to contribute in organization building.
Starting with capability building of sales, marketing, and customer service
professionals in thousands, with able guidance of my manager and mentor,
an ex-air force engineering veteran empowering me, I got the opportunity
to strengthen the performance management and training and development
system across 12 group companies, 20 factories, and 40 branches in collabora-
tion with the heads of business units and HR.
We took the initiative of building up a strong talent pipeline by induct-
ing bright young management trainees in middle-management cadre from
premium B-schools, IIMA/B/C, XLRI, and Faculty of Management Studies
(FMS), Delhi, for the fast-growing consumer durables conglomerate.

For strengthening talent management, we in HR developed and institu-

tionalized a mechanism for assessing and developing talent at critical man-
agerial bands. With HRD Audit and In-house Assessment Development
Centers (ADCs) introduced with the help of renowned HRD consultants
and sustained with internal assessors. This gave the opportunity to enable the
group companies to reach greater heights with diverse talent. Post ADC col-
laborations with national and local management institutions, such as IIMB,
T. A. Pai Management Institute (TAPMI), SDM Institute for Management
Development, and IFIM (see HRD Newsletter, August 2001) for further capa-
bility building of key talent was a great talent development initiative linked to
the ongoing business growth and development in these companies.
During this period, I worked with a leading HRD academician and OD
consultant on change management; in restructuring exercise; making the cen-
tral marketing organization closer to the market through diversified regional
offices working closer to the grass root level markets; this changed the market
dynamics progressively. I was fortunate to have enjoyed the trust and empower-
ment of the promoter CEO and directors as well as the various business lead-
ers at 37 years (rather young age) to help build up the organization and people
processes of the parent company and associate companies in the group. The
top management accelerated my global thinking and broadening perspectives
by sponsoring me to global strategic HR program at London Business School
followed by visits to International Institute for Management Development
(IMD), Switzerland, and International Labor Organization (ILO), Geneva.
Currently, BPL, the parent company, appears to be going through challenging
times. However, as the pioneer and leader of quality and diversified consumer
electronics and durables group, in the pre-liberalization and early liberalization
era, the group taught me the values of dedication and commitment by profes-
sionals, the role of leadership in leading change and leading by example, building
culture, capability building, and talent management. There were many examples
of management of flux in this complex and fast growth oriented organization
operating in a highly competitive market in a globalizing India in the 1990s.
Learn from continuous audit and self-renewal exercises. Consultants can
help you learn and can be used as instruments of change and in the process
you help the organization transform itself. Be prepared to face frustrations as
you are still not in-charge? Keep continuing to learn by observing the growth
of the organizations you left and interventions you made. Along with the strong
alignment with the promoters and top management for leading the change,
collaboration with critical stakeholders, for example, business leaders unit
heads and functional managers along with strong HR involvement are essen-
tial for the success of many business initiatives, more so the HR interventions.
T. V. Rao Learning Systems Pvt. Ltd

My decision to leave a large group as the head of HR and join Dr T. V. Rao,
the Indian father of HRD movement, with the vision of creating a great HRD

and OD consulting company was a life time opportunity of adding value to HR

profession in the country while growing professionally and personally simultane-
ously. Other than simplifying (or demystifying) assessment centers I remember my
involvement with many HR Gurus in few assignments and many more associate
consultants in many large public sector units (PSUs) as an ADC TTT (assessor
training programs) (e.g., NTPC and ONGC), HRD audit, visioning, perfor-
mance and leadership development at many corporations, including huge OD
and team building interventions for many medium-sized and large corporates.
I also had significant experience of facilitating, and coaching 360-degree feed-
back with more than 1200 top and senior leaders from various large multinational
companies (MNCs), public, and private sectors. This was an excellent opportunity
of showing the leaders a mirror for their current strengths and how they needed to
do mid-course correction in their leadership style for organizational profitability,
growth, and sustainability. While occasionally I was getting involved and obsessed
at times with the execution of the 360 coaching and follow-up, Dr T. V. Rao
always looked in the OD and institution-building framework. Given the com-
pressed time of 36 months working with Dr T. V. Rao closely and intensely on
multiple assignments reinforced those values quality HRD, collaboration, and cus-
tomer centricity with OD focus.
Working closely with Dr T. V. Rao and other thought leaders and my con-
sulting colleagues from Dr T. V. Rao Learning Systems Pvt. Ltd (TVRLS)
was a unique experience. This strengthened my learning multifold in terms
of conceptual clarity, applications, as well as sharpening one’s capability as
a change agent. I also remember the ongoing internal challenge of balanc-
ing revenue generation with quality contributions on an ongoing basis. The
variety and depth of assignments strengthened mine and my team members’
learnings significantly. It enabled me and others not only to be part of some
major changes and leadership development, but also to sustain development
and continuous value addition to education, health, PSUs, young managers,
and HRD professionals contributing to larger parts of society.
Be in-charge when you get an opportunity. Initiative and close work with
colleagues and top management at top levels is a great opportunity to grow. In
consulting, one is always caught in the conflict between revenue generation/
organization building versus high-quality assignment with customer centricity.
Opportunity to learn experiment and collaborate for problem diagnosis, res-
olution, and reinforcement appears to be plenty though not explicitly stated.
Building up the consulting organization of young knowledge workers, moti-
vating them while grooming and preparing them for the client-centric assign-
ments is how learning and growth are simultaneous and correlated.
Leading organization and talent development at Oracle India; a

leading American multinational product company
After working in consulting with HRD thought leaders and quite a few lead-
ers of diverse organizations in the private sector, MNC, and PSUs in India, I
took a break from the organization and talent development role in Oracle, a

very aggressive and fast growing Global IT Product Development American

MNC, based in Bengaluru.
In addition to building up the organization and talent development activ-
ities, I got a great opportunity for strengthening institutionalized leadership
development activities at various lines of business in Oracle India, includ-
ing use of globally developed 360-degree tools, Cross-cultural management
strengthening competency-based assessment and development centers for
institutionalizing leadership development (the case was published in Vikalpa
2011 as a case study). With leadership support and my team’s continued
efforts, “Prima,” a young professionals program became an institutionalized
leadership/technical pipeline effort that has seen grooming young profession-
als with 2–3 years of experience for top IT leaders/techies/architects from
India Development Center getting recognition in the global context.
When inorganic growth through mergers and acquisitions became a meth-
odology to enhance greater product offerings leading product companies in
the sector (60 odd companies) were acquired by Oracle during my tenure.
Being the OD leader in India and part of global organization and talent
development team, HR leaders, I and my team proactively played the inte-
gration of the acquired employees with people focus; leading change without
tears or reduced pangs.
At the growth stage of the Corporation in India, I had opportunity to facil-
itate and strengthen institution-building exercises for many business divisions
of the MNC in India, through visioning, enhanced team synergy, and prepar-
ing the lines of business/divisions for future through virtualization. Working
as an OD and talent development leader in this MNC in India, thousands of
miles away from USA headquarters, one learnt implementing the basic value
of institution building (influencing without power); understanding the core
values and purpose of the global organization and making ongoing interven-
tions for aligning the OD initiatives in line with the ongoing activities of the
organization successfully as well as for helping it for the sustained effectiveness
of the organization.
For HR professionals change in sector of your work in the initial stages
may be unnerving, but provides great opportunities to learn, grow, and make
an impact. Continuously building skills, aligning with global and local busi-
ness realities, and introducing innovative OD/talent development initiatives
aligned with business realities get credibility and recognition at global and
local levels too. It builds your self-confidence and changes your perspectives.
NHRDN Bangalore (2006–2008); taking the leadership role

Having been associated as a Life Member of National HRD Network from
1989 to 1990, I became more active as Honorary Secretary of NHRDN
Calcutta Chapter, Member of NHRDN Bangalore Chapter, and was co-ed-
itor of the book on “Emerging Asia” published by Tata McGraw-Hill (which
included paper presented at the International Conference). This was followed
by the tenure as Honorary President, NHRDN Bangalore Chapter. When I

was hesitating, Dr T. V. Rao, the founder President of NHRDN, reminded me:

“You have a duty and obligation to the profession, hence, please proactively
accept the role.” The opportunity of serving NHRDN Bangalore Chapter
helped in creating a vision, getting the Chapter registered under Societies
Registration Act, strengthening corporate governance of election (consensus)
of office bearers, enhancing inclusion and diversity in NHRDN Bangalore
by enhancing involvement of public sector and manufacturing organizations
and nongovernmental organizations (NGOs), creating an unique professional
capability building refresher program PHPD for HR professionals who did not
have HR qualification from reputed B schools. I also did editing as guest editor
of the special issue of the journal on OD of NHRDN. There were various
challenges; managing national and local balance, growth and sustainability of
the chapter, initiating newer offerings for Gen Y were quite an opportunity in
addition to the regular organizational responsibilities I carried. This taught
me the lesion; we owe a lot to our professional body for giving back. NGOs
and professional bodies provide great opportunities to learn. The real learning
of becoming powerful and significant through expert power is when you have
no power. In NGOs you get power by virtue of the work you do and contri-
butions you make. They are places for imitative and leadership. Never miss an
opportunity to play leadership roles in NGOs and professional bodies. They
are excellent avenues for developing leadership talent.
Two incidents with Dr Udai Pareek highlighting authenticity and

openness for learning
My chapter on the reflections in my HRD journey will not be complete with-
out highlighting two memorable incidents I had with Dr Udai Pareek.
An incident involving Udai I would ever remember was my visit to Jaipur
for Group Relations Conference during April end to early May 2007. I knew
Udai had lost his wife just few months before. As I wanted to personally visit
him and pay my condolence, I rang up Udai one evening to ask him when I
could visit him that week as I was in Jaipur. He was very warm and told me he
was happy knowing I was in Jaipur. He suggested, instead of coming by taxi/
auto in the summer and visiting him, he would personally come over to Clark
Amer. He insisted that Clark Amer was on his way to work and he will meet me
at breakfast, have tea with me before going to work. I wanted to meet Udai at
his residence taking little pain, than asking him at 82 years of his age to visit me.
He persisted. Lo and behold; Udai came over the next day morning to my hotel
at breakfast and straight joined me. Though I adored him and respected him
a lot having closely worked with him at NHRDN and TVRLS assignments, I
was embarrassed and hesitant to take exclusive time with him. He continued
chatting with me; he asked about my family and kids, my role in Oracle, and
my learning at GGCL. This was similar to Udai visiting my home in Bengaluru
once, he autographed his book and moved on after a quiet dinner. That was the
authenticity and humility demonstrated by Udai as a mentor and well-wisher.

Another incident was in 2002 or so. We in TVRLS were conducting an

ADC/DC for the Top Management (Executive Director/Chief General
Managers) of ONGC at Taj Lands end, Mumbai. I was in DC panel of
assessors where Udai was a co-assessor. After the multiple assessments, we
discussed for consensus and had to do moderation. I clearly remember telling
Udai that though his assessments and insights on the candidates were very
powerful, his DC observations were so succinct and powerful, I was not sure, if
the EDS/CGMs would adequately appreciate the views. He was like an intern
and asked me: “Gopal, please help me elaborate my comments so that they’ll
benefit by it.” I was touched; but worked with him to elaborate the qualita-
tive feedback; that was crucial for the further development of the ONGC top
professionals.
The above incidents taught me a lot about authenticity of Udai as a person,
humility and willingness to learn in his areas of strengths; much beyond what I
would have imagined and whatever I experienced before (more so, with many
of my mentors and well-wishers)! To quote Dr T. V. Rao “Great Gurus like
Dr Udai Pareek have spent their entire lifetime professing certain things by
self-example, and living in certain ways that spread desirable values for the
good of the present and future societies.”
Mentor’s, enablers, and facilitators of my learning and growth

In addition to my multiple and rich on-the-job experiences, my journey as a
HRD professional, HRD, change management/OD Learning and teaching
have been supplemented and complemented by a great number of luminaries
as my gurus /thought leaders whom I have not named here.
Coming from not necessarily an urban sophisticated background many of
the powerful growth and development insights surely have come through the
powerful association and collaborations. I actively sought and pursed collab-
orations vigorously with many academic bodies along with my regular indus-
try roles, including XIMB, IISC in Department of Management Studies,
Bangalore University, Canbank School of Management IBA, RV Institute of
Management, PES Institute of Management, as well as dialogue with many
ex-military officers attending the Armed Forces Officers Program (AFOP) at
IIMB and many IIMB AFOP/MDP.
Content getting increased by the subtleties of process work is another
accelerator for my learning and growth.
In my journey of being a certified executive coach, to enable and enrich
great leaders as coach, I have been blessed to be taught by great coaching
gurus and many other ICF master coaches. Along with teaching valuable
coaching skills, they taught me the major difference between “doing coaching
versus being a coach” and its use implication in terms of developing self in
the journey of coaching. I have learnt and grown in the last 14 years in the
field of mentoring and coaching by informal and formal mentoring, coaching,
training, and certification by trainers, certified coaches, and thought leaders.

Figure 7.1. Leadership for institution building
Society
CONCERN FOR LARGER CAUSES

N
IO
SELF
AT
IN
C
OR
LU
Authenticity Organization
AB
SI
Continuous
O
LL
N
Learning
CO
ENABLING PROCESS
GROWTH ORIENTATION
Person
This has been supplemented and accelerated by periodic, formal and informal
clients who benefitted from seemingly powerful insights which enabled them
as a client (coachee/mentee). Coaching is a journey; many minute accept the
growth publicly, but commitment practice and values for excellence in this
field are really enablers.
Overall, looking back at the last 29 years of professional life, more so in
HR, it appears, being sincere and committed to continuous learning and
growth through all opportunities and challenges coming in the way is worth-
while. Also following role models like Dr Udai Pareek and Dr T. V. Rao, work-
ing with the philosophy of HRD and change management, one has sincerely
attempted associating with and practising change management and institution
building with multiple organizations: commercial, professional, and societal
alike. I have illustrated in Figures 7.1 and 7.2 my conceptualization of insti-
tution building process and any individual’s contribution to the same. It also
appears the journey ahead is full of opportunities to make the difference in
many spheres too.

Figure 7.2. Self and stakeholders in institution building
Individual
Contributors &
Critical Leaders
Self and
Professional Contributions Teams and
Body/Society to Variety SBUs [Divisions]
Stakeholders
Organization/
Company
Note: I am grateful to ex-manager, Dr Arvind Agrawal, for articulating the

model for me
To conclude “We learn all the time from different sources. We have to
find people and incidents from where you learn. If you can’t you have to
create them. Knowledge keeps getting built and we matter in building our
own knowledge. We have to appreciate the setting in which we are and get the
best out of the setting and people therein.”
The author would like to end with the famous quote from the poem
“Stopping by Woods on a Snowy Evening” by Robert Frost:
I have promises to keep

And miles to go before I sleep
And miles to go before I sleep.

8 Cross-cultural diversity:
Inclusion is the mantra
G. P. Rao
Preface
Doyen of human resource development (HRD) movement Dr Udai Pareek often

used to talk about diversity and inclusion. He also referred to the learnings on
culture he got from his stay in Malaysia. Although I lived in Malaysia till recently,
for six years I faced the challenge of cultural diversity at the work place and in
the society particularly at Rotary and Golf. At the work place, we had a mix of
people from eight nationalities and several races. I followed the advice of Udai
and greatly sailed through. A noble deed of creating an Udai Pareek memorial
book has been done. I thought it appropriate to contribute by sharing my experi-
ence of dealing with cross-cultural diversity in the form of a chapter. A few anec-
dotes have been incorporated which are the basis for the thoughts and beliefs.
Introduction
The human resource (HR) agenda is under transformation in response to the

shifts and twists in the business olympiad. While the core of human resource
management revolves around building of culture, competence, and creativity
in the organization, the priorities and approaches need to change suiting to
the context. All leaders and managers are faced with the growing challenges
of managing the “3 A’s, that is, adversity, ambiguity, and alignment.” On the
people front, Alignment is more about creating an inclusive work culture
taking along a diverse work force. Diversity among the work force is no more
an exception. It has become common. One of the priorities for HR is there-
fore to deal with diversity.
Dimensions of diversity
Over the years, with the ever-changing composition of employee profile and
the globalization, the dimensions of diversity have become manifold.

Cross-cultural diversity 91
At the society level, involuntarily, all of us regularly face and deal with the
diversity of age/generation, gender, physical/mental ability, physical charac-
teristics, life style, language, income, education, marital status, religious beliefs,
parental status, personality type, etc. Work place is not immune to the impact
of such diversity. During the last two decades, managers/leaders have taken
cognizance of the same. They are also proactively finding ways and means to
deal with the challenges and leverage the benefits of the same.
A higher level of diversity flows from cultural differences. Cultural behavior
depends upon where one is born, nationality and heritage, ethnicity, where one
is raised and one’s family life, religious preferences, language, traditions, belief
system, etc. The differences are seen in the form of body language, verbal
and written communication, presentation, dress and food, time management,
relationship, values, norms, work habits, respect for hierarchy, social orienta-
tion, thinking styles, team spirit, triggers of motivation, straightforwardness,
eye contact, etc.
Anecdote 1
We were doing a training program for the local employees (mostly Malaysian Malays),
funded by the Government. Four of us (Indian expats) joined the group at the first tea
break at 10.45 am. We were surprised to see mutton curry, fish fry, chicken curry, rice,
etc., at the table. We asked the hotel staff whether it was the lunch being laid out. The
repeated answer was that it is the tea arrangement. It takes time to accept the food habits
of others!!
Managers and leaders should have the ability to recognize the differences
and deal with the same.
Organizational choices
We normally have four different choices combining the elements of blending

and acceptance. Figure 8.1 depicts the choices.
Need for diverse teams
There is a conscious attempt seen among many organizations, to bring in diver-

sity in the composition of teams for various reasons. Gone are the days when
diversity was seen as thrust upon or considered an inevitable evil. The follow-
ing rationale is extended to support the HR strategy of embracing diversity.

92 G. P. Rao
Figure 8.1. Organizational choices
Organizational Choices
B Convert
Blended
the Non- 4
L 2 Likes and
Likes to
Non-Likes
Likes
E
D
Silo’ed
Stay
I Organization of
1 with 3
Likes and
Likes
N Non-likes
G 1.Lose-Lose
ACCEPTANCE 2.Win-Lose
3.Half Won
5 4. Win-Win
a. The belief that different types of individuals will bring in unique com-
petencies to enhance collective capability.
b.
There is a need for understanding new horizons and technologies
requiring varied approaches, orientation, and viewpoints.
c. There is a requirement of resources with local understanding at various
geographical locations in the global market.
d. The need for flexibility in deployment of resources.
e. Need to inculcate internal competition for creativity and innovation.
f. To convert groups into teams.1
Anecdote 2
We had an industrial relations problem with the foreign workers refusing to work, on
account of differences between Bangladeshi and Vietnamese workers. As a part of resolu-
tion, we were trying out various methods to reach out to and counsel the two communities.
1
A high-performance organization requires a diverse team of dreamers, thinkers, planners,
organizers, controllers, motivators, and doers, characterized by working for a common
business agenda through a multicompetent focus.

We found that the Indian expats made a breakthrough with the Bangladeshi workers and
our Malaysian Chinese managers succeeded with the Vietnamese workers. That gave us
learning that the diversity in our management team is useful in such difficult situations.
Diversity poses challenges to leadership
It is a human tendency to look for the comfort of working with or working for
a same or similar type of people. Diversity impairs that comfort and brings in
new challenges to the leadership, as follows.
a. The groups within the team will lead to certain pulls, pushes, and
undercurrents.
b. Mix of background, language, beliefs, etc., creates serious barriers to
smooth flow of communication in the organization.
c. Diverse interest and biases create hurdles in the process of blending.
d. The existence of divergent orientation and interests culminate into
softer issues that are harder to solve.
e. The challenge of creating and implementing employee policies that are
acceptable to diverse groups.
f. The divergent lifestyles require a variety of facilities making it difficult
to provide for.
g.
The clash of individual cultures coming in the way of creating a
common culture.
h. There is a death of diversity leadership leaving the challenge unmet and
the agenda unfinished.
Anecdote 3
We wanted to improve bonding among the management staff (about 800) by organizing
an annual dinner at a 5-star hotel. The event included distribution of door gifts, cultural
program, complimentary lucky draw with attractive prizes, lavish dinner, etc. The event is
generally organized around the Chinese New Year. Incidentally, about 75 percent of the staff
belonged to the Chinese race and the event was branded as Chinese New Year Dinner (CNY
Dinner). Little we realized that the other races were aggrieved over the special treatment
extended to the Chinese race. We recognized the issue and renamed the event as Annual Staff
Dinner to ensure better feelings among all races.

94 G. P. Rao
Leadership focus to get the best from the diverse
Diversity leadership is not about mere mitigation of the challenges; rather it

is about a proactive strategy to leverage the best from the diverse. It is more
about driving a strategy with a practical orientation. The approach is based
on the following principles.
a. The overall business strategies and plan must recognize the need for
creating and leveraging a diverse work force.
b. Creating and nurturing the climate of seeking mutual help, with empha-
sis on collaboration, empathy, and networking.
c. An all-inclusive approach in the process of planning and implementa-
tion at all levels.
d. Encouraging and supporting formal and informal efforts for fellowship
and socialization, leading to team spirit.
e. Enable processes for understanding strengths of “self and others” to
build synergy and collective capability.
f. To run diversity workshops at all levels, for dealing with the challenges
of diversity and of deriving the benefits of diversity.
g. A clear-cut and unbiased policy for intake of diverse talent.
Anecdote 4
At the initial stages of deployment of Indian expats, we received feedback about their strange
practices in Malaysia, that is, presenting a painting with any human being in the same is
considered a bad omen by a Muslim, numbers 4 and 14 are considered inauspicious numbers
by a Chinese, informally enquiring about family considered an intrusion, offering a hug of
love to a Muslim female considered a sin, giving a feedback with a raised voice considered
an offence, etc. Similarly, there was a confusing indication of silence of the participants
at a meeting, not knowing whether it was an acceptance or not. People generally take one
instruction at a time and do not assume any instruction that was not spelt out. While the
Vietnamese, Bangladeshi, Indonesian, Sri Lanka, and Nepalese workers were eager to work
on overtime, the local Malaysian were not that keen. Some opted for hard jobs, some preferred
lighter jobs, and some wanted supervisory jobs. Chinese were not seen among the workers and
there were very few Indians among executive jobs. Generally, the locals preferred monetary
rewards than non-financial rewards or promotions. Keeping in view all such learnings, the
expats were guided from time to time to modulate their dealings and adapt to the realities.

Barriers to the success of diversity management framework
Despite the best intentions, often the diversity management framework meets
with failures for the following reasons that are both within and beyond the
control of the leaders.
a . The legacy of the leadership styles creating rigidity and inflexibility.

b. The lack of willingness and ability to accept others as they are.
c. Excessive knowledge and thinking bringing in multiple lenses of filtering.
d. Political factors at a local or a national level also derailing the efforts of
integration.
e. Lack or inadequacy of comprehensive HRD plans and practices to pro-
vide for diversity management skills.
Anecdote 5
The Government of Malaysia has a policy of notifying a list of countries from where for-
eigners can be recruited. To cite a few, in the manufacturing sector, no new Bangladeshis are
allowed, Indonesian male, Pilipino female, and Indians are prohibited. There were restric-
tions on intake of expats in terms of numbers and categories and job titles. Such restrictions
required reorganization of deployment mix which was an inconvenience for the managers who
were used to a particular pattern. The resistance used to reflect in the form of lower produc-
tivity. It took a conservable effort to convince the managers to accept the realities.
Diversity leadership competencies
The diversity leadership competency framework has a mix of technical and

soft management areas as enumerated later. Depending upon the context and
the complexity of the diversity challenge, the extent of proficiency require-
ment under each area may vary.
a. Global mindset
b. Inclusive orientation
c. Ambiguity and adversity management
d. Influencing and Inspiring
e. Empathy and empowerment
f. Learnability
g. Diversity development

96 G. P. Rao
Anecdote 6
Recognizing a few setbacks, at the time of deployment and induction of Indian expats, there
was an emphasis on the specific soft skills required to deal with diversity. Similarly, while the
local management staff were considered for responsible positions, the competency of inclusion
was evaluated. There was a conscious effort to walk the talk on aspects such as global mind-
set, inclusive orientation, ambiguity and adversity management, influencing and inspiring,
empathy, and empowerment “learnability and diversity development.”
In lieu of conclusion
Instead of attempting to conclude the experiences and recommendations, it

may be appropriate to deal with the following commonly asked questions on
the subject of inclusive work culture which is the heart and soul of the HR
agenda of effectively embracing diversity. The suggestive answers are open to
further debate and fine tuning as we grow, evolve, and excel.
Q1. How should organizations align their business/operational systems to

be in line with the forming of an inclusive culture in the company?
Ans: Organizations willing to embrace and leverage diversity with an inclusive culture
must have a clear business strategy on diversity enumerating policies on places of busi-
ness, choice of business partners, recruitment, placement, rewards, work ethics, etc. The
systems in the organization must possess both positive frames for promoting inclusive-
ness and negative frames for discouraging discrimination.
Q2. How important is an inclusive organizational culture to the success of a

business?
Ans: It is critical and important for the organizational success. In a global market sce-
nario, the winning slots will go to inclusive organizations that are built on the founda-
tion of an inclusive work culture bringing in benefits, viz., varied viewpoints, multiple
competencies, flexibility in operations, competitiveness, innovation, and team working.
Q3. How can HR help a company better manage diversity and build an
inclusive work culture?
Ans: Inclusiveness is more about people and culture, than systems and processes. HR
can play a leading role in establishing, nurturing, and leveraging inclusiveness, through
developing diversity mindset and skills, practising inclusive-oriented people policies,
and enabling line managers in getting the best from diverse.

Q4. How can organizations leverage on its diverse talents as a form of com-
petitive advantage?
Ans: Diverse mix of talent will provide an edge to the organization both in growth
and in downturn. While growth requires talent to shoulder larger, wider, newer, and
diverse responsibilities, downturn requires talent to manage adversity and ambiguity. A
diverse talent pool with a variety of skill-sets will provide that extra edge for creative
thinking and innovative execution in a competitive market.
Q5. What are good ways to bridge communication gaps in a diverse

workplace?
Ans: The best way to break communication gap is by opening the channels of com-
munication. The specific tools used to manage communication blocks in a diverse
workplace are training on languages and cross-culture and the ability to leverage the
uniqueness of the individuals in the team. Audio-visuals, pictures, posters, multilan-
guage formats, etc., are more effective in such situations. People with listening skills,
open-mindedness, tolerance to frustration, learn-ability, etc., will prove very useful
communication champions to break the barriers and bring in oneness,
Q6. From your experience in human resources so far, which are some compa-
nies that have experienced success in building such an inclusive culture?
Ans: There are many organizations that have excelled in establishing an inclusive
culture. For tactical reasons, it may not be appropriate to name any. We need to
take benefit of such rich experiences through both formal and informal channels. In
Malaysia, we took full benefit of the diverse composition of the 7,500 workforce
with eight nationalities, many languages, mix of gender, age, qualification, back-
ground, experience, management style, religion, life style, etc. We developed leaders,
managers, and supervisors to deal with and leverage the benefits of the diversity in
the workforce. We embraced cross cultural diversity for better results through the
mantra of inclusion.

9 HR today: Looking beyond
the faded glass of truism
Rajeshwari Narendran
The present millennium is witnessing human resources (HR) at its biggest

crossroad where world-renowned HR professionals are clearly indicating the
warning bell “It’s time to split HR” (Charan, 2014).Why we love to hate HR
(Cappelli, 2015) and cover feature of Harvard Business Review, July–August
2015, speaking loud “It’s time to blow up HR and build something new.” The
focus of these articles and cover feature tells something and compels us to
think “Is all well in the world of HR?”
While Ram Charan proposes to split the HR function into two parts admin-
istration and leadership, his apprehension is echoed by many business leaders
expressing fear that there is a clear dissonance in business performance and
role of HR in creating a value proposition at the table. It is sad but true that
research indicates many HR departments have a long way to go. In Deloitte’s
recent global human resources trends research study, the reskilling of HR
was identified as the third most urgent issue for 2014 (Global Human Capital
Trends, 2014, p. 8) though it could be argued that it is the most important
trend because creating and executing a strategy capable of affecting change
requires the right human resource leader with a right team, a right attitude,
and a constructive demonstration of capabilities of moving mountains for
business development plans.
The last century has seen HR evolving from the era of industrial and
labor relations, disciplinary compliances, blue-color workers, hire and fire
policy (1920–1930), social security, unionization, grievance handling, human
relations movement (1930–1950), emergence of white-color workers, sys-
temization of personnel function, onset of behavioral training, participatory
management techniques, employees suggestion scheme, merit-based pay
program (1950–1970), emergence of HR, job enrichment, team building,
quality circles, organizational restructuring, balancing work life, IT boom
and technology-driven organizations, paradigm shift in service sector, per-
formance management system, assessment centers, 360-degree feedback,
competency mapping, organizational health (1970–1990), downsizing,
knowledge-based economy, workforce diversity, flexi time, dotcom burst,
job hopping, poaching, war of talent, big ethical dilemmas, outsourcing,

HR today 99
employee engagement, innovative practices, virtual offices, emergence of

new corporate citizen-Gen Y (1990–2010).
The role of human resource development (HRD) founded on the basic
roots in administration has had a paradigm shift from service feeder function
to being a strategic business partner and “sitting at the table.” It is important
that while marketing and finance find a strong hold in CEOs charter the HR
has to find a niche in chalking out road map of competency and capabilities
to deliver the best through human capital. They need not only to be aligned
with the business but become a strategic partner that looks outside of the busi-
ness to help it grow, compete, and win in the market. HR leaders along with
all HR executives in the department must become attune to changes in the
business and talent landscapes and help organizations to navigate the changes
in pursuit of business goals.
The areas of concern churned out from the Global Human Capital Trends
report of Deloitte are:
• Leadership, retention, HR skills, and talent acquisition are the top

global trends needing urgent attention.
• Companies report generally low levels of readiness to respond to
these challenges and business leaders have less confidence in their
organization’s readiness to deal with future trends than HR leaders
themselves.
• The largest capability gaps concerning HR are reported in leadership,
analytics, reskilling HR, talent acquisition and access, and the over-
whelmed employees.
• Value of HR in the eyes of HR is low and they realize their inability to
pioneer winds of changes due to less readiness at their end.
• Leadership crisis is evident in all businesses irrespective of nature of
industry region or economy.
HR truism: Challenges to work on
Many research studies have strongly proven that the most haunting challenges
in front of HR today in the 21st century start with leadership, retention, and
active engagement of employees. The leadership pipeline from within the
organization has to be the role of HR by tracking the employee right from
the day one, identifying potential and capabilities, identifying the star per-
formers, and separating thinkers and doers from rest of the crowd. Such an
exercise can be done only by close connect and an eye for identifying the
talent. However, only good HR with a clear strategic vision can retain these
star performers with a strong and challenging work environment and best of
engagement tactics as a roadmap to corporate success.
Many of the chief executive officers (CEOs) voice that HR leaders are
more like “yes man” of CEOs and do not bring forward value “on the table.”

100 Rajeshwari Narendran
They normally do not voice any constructive confrontation, rather they would
prefer to be the followers of the instructions. This attitude of HR leaders puts
them in a comfort zone, but at the same time their value in the eyes of CEO
is greatly reduced. The brand HR must be leading from front like a triumvi-
rate along with CEO and chief financial officer (CFO) (Charan, Barton, &
Carey, 2015), which means that HR has to find its voice, if not more, at least
equivalent to the CFO in strategic planning of business, where the assessment
of human capital requirement, sourcing of leader, development of team, and
pool of talent should be the tall order from the HR.
HR cannot work in silos with the business development plan. There has
been a felt dissonance by many business leaders as they value marketing as
the core or the propeller of the business. Similarly, finance also takes a center
stage with lot of value, worth, and data in real and tangible terms. HR has
to deeply know the cross functional requirements with clear alignment of
functional goals leading to achievement of business goals and success. None
of the functions of business can actually work without the support of HR
as best brains are hired through them only and it is HR that helps create
employer branding.
Let us not forget that the inculcation of organizational culture, ethics, and
values is the core function of HR nurturing like a mother. HR cannot be
treated as a surrogate mother to any employee where the corporate life begins
with HR and HR would leave them after on-boarding and say all is over now
and you are at the mercy of your function; rather it has to nurture, support,
and inspire the employees continuously toward the value chain of function
and make him or her perform the best through pragmatic and developmental
interventions.
While multinational corporate culture has brought huge difference through
diversity and inclusiveness challenges to HR, at the same time balancing the
disparities in expectation, behavior, mannerisms within the organization
cannot be let unattended. The role of HR to handle this challenge becomes
rather more crucial as it requires a lot of preparedness in the HR executives to
understand the differences and to bridge them so that the local and regional
needs are taken care of and the team is ready to perform globally. This also
calls for value and image of HR in the eyes of HR itself as they need to create
ownership in whatever they do to make this happen.
The routine of human resource function is largely attributed and taken
over by technology. The automation takes care of all these requirements in
such a way that over a period of time the employees feel that role of HR is
ritualistic and centered around sermons, forms, and formalities. There is more
to this deep-rooted feelings and HR need to respond to it.
There is a clear void and divide in HR’s ability to listen to people and feel
the pulse of the most valued resource. Many a times, when the organization is
preparing for transformation the first doubts are raised by HR stating that this
cannot succeed whereas it is them who should be letting the human potential
flourish and take the organization up in the ladder of success. The sensitization

HR today 101
toward the employee, their needs, and their voices is completely missing and
that compels the employees to term HR as a least valued function or a most
hated function.
The unpreparedness of HR in creating a brand for themselves is often
attributed to the Cobblers barefoot children syndrome as HR is least con-
cerned about training and updating their own knowledge and skill to the
demand of time, place, and situation. In one of the research surveys con-
ducted by author on 60 corporate houses and their HR, one simple question
was asked as to how many training or learning interventions you yourself have
attended in the last five years which has enhanced your proficiency in HR,
and only 17 percent could respond in affirmation. This is a clear indication
that HR itself is not ready to reskill itself and does not mold it according to
changing paradigms of business today.
Being one of the people-focused functions most of the attention of HR
goes to executives and their career management issues. In a recent survey
conducted on 200 young HR executives the author had asked them to define
the percentage of time they spend on shopfloor and to the surprise, it was
found that most of the time, say as high as 82 percent, was spent on execu-
tives and sitting in their well-decorated AC offices and the 18 percent time
only was spent on shopfloor and too mostly only for inspection or any other
routine formal visits with dignitaries or festivities. The fallout of such a survey
is a clear indication to a nonresponsive HR behavior toward exploring and
updating themselves to manufacturing processes, sensitization toward labor
and their hardships, and also ignoring the bottom of pyramid of the orga-
nization. Let us not forget that when the grass root level employees stir and
explode their frustrations then only some very scary incidents may take the
corporate world by shock. We all have witnessed some of the dreaded inci-
dents in Indian organizations in the last decade. HR needs to be sensitized in
handling industrial relations and labor management and in sensibly tackling
the issues by being one of them and one for them without compromising on
performance and standards.
While missing out on huge strategic decisions, HR is usually considered
to be risk avoidance types. The time has now come where HR has to be in
the shoes of risk takers and to create an environment of decision-makers for
themselves and to be equal partner in alignment of core of business.
While measuring the agility in the organization based on various functions,
often HR comes last in the list as most of the HR’s functions are qualitative
in nature and do not produce quantifiable or measurable data, except for very
miniscule proportion of the work. On the other hand, HR is considered to be
very active in organizing various events and functions creating all the more
wrong impression of being a country club function. Though we cannot gener-
alize but at the same time this fact cannot be ignored.
Learning and development and performance management system takes
almost 60 percent of HR’s role and responsibilities. However, these efforts and
their measurability in terms of return on investment are often not recorded

where a simple tool like hurconomics proposed by the doyen of HR and guru
Dr T. V. Rao can be applied for measuring the effectiveness and return on invest-
ment (ROI) of every human endeavor but seldom explored and paid attention to.
The diagnostic role of HR is often not finding its footing in corporate
agenda, whereby the goldmine of data on which HR sits could be explored for
the good of the organization and for making people happier and connected
at the workplace. For example, if the HR department knows that most of the
employees who leave the organization fall in the age group of 35–38, then a
pro-active step can be taken like counseling for the employees aged 33–35.
Enhancing the flexi work culture and also multi-job culture, expecting com-
mitment and loyalty on a sustainable basis particularly from the outsourced
employees, is completely pointless. It is very crucial and challenging for HR to
bridge the gap between outsourced and on-roll employees, their expectations
and performances in such a way that answerability and responsibility quo-
tients are equivalent in both types of employees. There cannot be a rule of
escapism for the outsourced employees.
Workplace citizenship behavior, widening gap between Gen X and Gen Y,
errant and aggressive outbursts, bullying, excessive use of social media, mobile,
and other tech gadgets also bring a lot of challenges to HR and the organi-
zations bear the brunt of these undesired human actions. While the mobile
apps have made a huge communication connect, at the same time unexpected
hyperactive employees on such gadgets pose a huge challenge in terms of vig-
ilance, transparency, ethics, performance, and responsibility. Though many
organizations have a non-disclosure policy but apps such as WhatsApp can
leak any important information unchecked to any competitive organization.
It is next to impossible to infuse and inculcate an environment of 100 per-
cent trust and transparency with these new-age gadgets unless there is some
self-control mechanisms developed to track, trace, and tackle.
Another challenge for HR is to understand that employees do not come for
job only. They also look for an opportunity to learn and grow in their career
path. They see HR as an enabler function to their journey of growth. Many a
times, it is felt that the rules, regulations, and policies crafted by HR create a
block. Let us not forget that the small and intangible things govern the tangi-
bles and can make or mar the organizational potential for prosperity.
What needs to be done…
• Set agenda and take ownership—Proactive HR needs to set agenda in perfect

alignment with business development and partner the path of success
rather than waiting for orders from the top for the next action. It is very
important to understand what works when and where. The openness
in HR leadership is often missing as many top HR leaders do not take
courage in expressing their disagreements in the board room. It is often
felt by many CEOs that HR leaders rather than being catalyst of change
become road blocks to many promising projects.

HR today 103
• Feel the pulse of people—The pivotal research role through diagnostic stud-
ies has to be the leap forward for HR rather than sitting ideal on the
data of information generated through various sources. Analytical mind
in HR dwells deep into business realities vis-à-vis internal dynamics to
strategize future forward action for the human capital development. HR
needs to work as an intelligence arm of the business strategy, used with
due diligence for making the business forge ahead.
• Break the barrier of rituals—There are many irrelevant policies, forms, for-
mats, regulations that become redundant with time and situation. It is
the responsibility of HR to identify those and restructure the policies,
rules, regulations, etc., according to the need of the hour. HR cannot be
paying a huge cost of losing its image by remaining silent in their com-
fort zone and by chanting, “it makes no difference.” Small steps in pro
action can bring lot of joy at the workplace and HR has to champion
this cause.
• Be the employer of choice—Headhunting the right people on the right
job and making them brand ambassador of the corporate image is
undoubtedly the role that HR can craft a niche for. A few good recruit-
ments lead to creating a wonderful workplace that may attract more
talents from the environment. This is a double-edged weapon though,
as one strong person leaving the organization can create a duckling
syndrome whereby chain of talented people may leave along with the
leader. Hence, all the more it becomes important to strike a right chord
with the talent and to retain them, nurture them, and make them sprout
new talents under their mentorship. Being the employer of choice does
mean a strong work culture of diversity yet inclusiveness, empowerment
yet performance, leading yet creating.
• Sow the seeds of right people—The recruitments at the lowest end are usu-
ally done in bulk and hiring young talents from campus recruitment is
like a gala event for HR department, every year. One of the senior HR
leaders from a multinational exclaimed once that we hire bucketful of
talents every year but alas! The bucket is full of holes! The young turks
have a huge potential, zeal, and energy to show what they can perform.
However, if HR policies nip their enthusiasm, they lose their interest
to share their wonderful ideas. Here comes the very important role of
HR to constructively divert the synergy of young team and build a lot
on their idea pool for the betterment of work and work-life. Getting
the right people and making them do things right for the organization
can yield a sustainable result for a longer period of time as these people
develop a sense of belongingness with the organization and they per-
form beyond expectation.
• Strengthening the learning and development (L&D) initiatives—L&D is the most
important part of people management techniques and the prudent
L&D efforts never go waste. Most L&D initiatives look like a fashion
statement in an industry and every small or big corporate tries to imi-
tate understanding the relevance and need of it. It is very important to

understand the vision, mission, strategy, future of business, and available

capabilities before HR jumps for opting an L&D initiative. It has to be
tailor-made, similarly, L&D is not a ritualistic function where training
budgets are literally exhausted only in the last quarter of the financial
year, mostly which is an indication of a poor planning. There are many
scapegoats ready to be sent for training programs as they are the easily
separable employees, whereas the person who fits in the best for a spe-
cific training program may not be sent for obvious reasons. Training and
learning man-days without the measurement of effectiveness utility and
return on investment in performance and financial terms can be drain-
ing on the credibility of L&D functions; hence, it becomes imperative
for HR to devise mechanisms and tools for such measurements.
• Looking beyond the glass of performance management system (PMS)—A large
chunk of employees work time is attributed in meeting the requirements
of PMS. Most of the performance management records of individual
employees are used superficially for the promotion exercise and the 80
percent of the important information is seldom used for developmental
purposes. If HR can bank upon these data sensibly, they can hit a huge
potential for taking the organization into the next orbit.
• Tapping the inclusive growth potential—Cross functional teams and its syn-
ergy can be largely utilized for interventions that may create value prop-
osition at all organizational levels. HR has to inculcate the bold HR
leadership teams who can lead and make a huge difference.
• HR as a communication hub—HR leader needs to architect the people con-
nect networks in such a fashion where people are heard and feelings
are shared, achievements are applauded, difficulties are challenged, hur-
dles removed, and conflicts resolved. Yes, people should come first and
then the strategy. In most of the cases, the communication connect is so
weak that the harmony among the people and the organization is badly
affected causing low morale and motivation. HR can make the town
hall communications and can creatively use technology to support the
connect in real time and witness wonders through them.
It is quite obvious that the responsibility, on HR, to prove its mettle, is in

the hands of practitioners, professionals, academia, and trend setters. It is high
time to respond to the wake-up call to reskill, retool, redesign, and restructure
HR. As rightly exclaimed by Dr Anil Khandelwal in the workshop on Creative
human resource management conducted by Academy of HRD that “Plastic
Surgery is not the Answer to reskill HR the entire DNA needs to change to
make HR move along and ahead of time.”

HR today 105
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it? Harvard Business Review, 54–61. Retrieved from https://hbr.org/2015/07/why-we-
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Charan, Ram. (2014, July–August). It’s time to split HR. Harvard Business Review, 34. Retrieved
from https://hbr.org/2014/07/its-time-to-split-hr (accessed on November 8, 2015).
Charan, Ram, Barton, Dominic, & Carey, Dennis. (2015, July–August). People before
strategy: A new role for the CHRO. Harvard Business Review, 62–71. Retrieved from
https://hbr.org/2015/07/people-before-strategy-a-new-role-for-the-chro (accessed on
November 8, 2015).
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November 8, 2015).

10 OD values in family-
managed businesses in
India
Keith C. D’Souza, Ravindra Dey, and

Sheba Mathew
Gentle intellectual giant, Dr Udai Pareek, was a pioneer of the behavioral sci-
ence profession in India. He exemplified by his behavior and operating style,
the values that formed the backbone of the disciplines of organizational devel-
opment (OD) and human resource development (HRD) (ODHRD), at least
at the time that they made their appearance in theory and practice in India
around the 1970s. Those of us who were privileged to be associated with him
remember well the characteristics of openness, warmth, tolerance, and other
“human” qualities combined with intellectual brilliance and prolific academic
achievement, which distinguished him as a person and as a professional.
The framework of OCTAPACE—Openness, Collaboration, Trust,
Autonomy, Proactvity, Authenticity, Confrontation, and Experimentation
(Pareek, 1998, 2002)—which was one of Dr Pareek’s numerous contributions
to the field of ODHRD, neatly illustrates the key principles by which he lived
and influenced so many others. It is, therefore, fitting that in a volume dedi-
cated to his memory, we should discuss and reflect on the issue of ODHRD
values in Indian organizations, many of which were beneficiaries of his pro-
fessional contributions.
At a time when economic growth seems to be the predominant concern in
society, discussions about values in the corporate business sector may appear
somewhat quaint. As concerns about becoming or remaining economically
viable and globally competitive grow, “softer” issues such as organizational
values and culture tend to recede into the background. Organizational restruc-
turing, downsizing, layoffs, retrenchment, and other “tough” measures have
come to be accepted as inevitable corollaries of economic growth and devel-
opment. In this context, it would be enlightening to examine how the basic
values and principles that underlie ODHRD that, with rare exceptions among
managements, appear “soft” and prima facie antithetical to business growth, are
viewed by business.

OD values in family-managed businesses in India 107
This chapter examines the extent to which values that were traditionally
seen as the backbone of ODHRD theory and practice, are considered rele-
vant in businesses in India today, and the extent to which they are perceived
as being actually practised. What the chapter tries to uncover is the extent of
congruence between precept and practice in ODHRD.
We have chosen the family-managed business (FMB) sector as the site of
our study because, apart from the ready access to the sample of respondents,
the FMB sector is of particular importance in the Indian economic context.
Family-managed business sector in India
Management and OD literature, at least in India, do not appear to give

much attention to the status of businesses as family-managed entities. This
is a significant omission because family history, traditions, and values may
have an important bearing on business practices, organizational culture, and
HR strategies.
Family businesses ranging from small mom-and-pop stores to large con-
glomerates account for as much as 95 percent of all Indian businesses. About
73 percent of the top 500 companies listed on BSE are family-owned, while
almost half the companies on NIFTY are second or third-generation family
businesses (Godrej, 2015).
A few facts and figures about FMBs in India (PWC, 2013):
• Family companies account for two-thirds of India’s GDP.

• They contribute to 90 percent of the gross industry output.
• 79 percent of organized private sector employment is generated by
family businesses.
• 27 percent of overall employment is generated by family firms.
Given the number, size, and scale of FMBs in India, it is important to

understand the ODHRD-related values of their managements, because such
values would be instrumental in determining how FMB organizations are run
and how they manage and develop their human resources.
ODHRD and the values issue
As a specialized discipline in the management of people and organizations,

OD was born from the thinking of social scientists strongly influenced by
humanistic psychology traditions in organizational behavior and manage-
ment on the one hand, and democracy and liberalism in the sociopolitical
context, on the other hand. OD emerged as an organized approach to man-
aging and developing people and organizations, distinctly different from other

108 Keith C. D’Souza, Ravindra Dey, and Sheba Mathew
conventional approaches founded largely on the scientific management and

rational economic models (Cummings & Worley, 2005).
OD has played a seminal role in the growth and development of economic
and social systems across the world, through the promotion of institutions with
modern, progressive outlooks congruent with social and economic develop-
ment. As a prominent writer on OD puts it, “It was OD that helped make the
shift from command and control-oriented bureaucracies to high-involvement
organizations. The approach incorporated values of human integrity, democ-
racy, and performance” (Worley, 2014, p. 68).
Values play a critical role in organizations. They quietly but strongly influ-
ence the organization through the choices and decisions that managements
make. Organizations such as the Tata Group, the AVB Group, and others are
known to be guided by a strongly-held set of values that underlie their strate-
gies and culture.
As an approach to developing and improving people and organizational
effectiveness, OD distinguishes itself by its strong humanistic and norma-
tive-value emphasis. One of the best known and most used textbooks in
India on OD—Organization Development: Behavioral Science Interventions for
Organization Improvement by Wendell French and Cecil Bell (1999)—articulates
the kind of values and assumptions that have been the basis of OD work:
“OD values tend to be humanistic, optimistic, and democratic. Humanistic
values proclaim the importance of the individual: respect the whole person,
treat people with respect and dignity, assume that everyone has intrinsic
worth, view all people as having the potential for growth and development”
(French & Bell, 1999, p. 62).
HRD as an approach to organization and human resource management
emerged in the 1970s in India as a kind of hybrid version of OD, stemming from
the work of Udai Pareek, T. V. Rao, and a few others who were among the earliest
pioneers of behavioral science-based interventions in India. S. K. Bhattacharya,
Udai Pareek, and T. V. Rao, in the course of a mammoth organizational restruc-
turing consulting assignment for Larsen & Toubro Ltd in India, were the first to
advocate the setting up of a department of Human Resource Development, as
distinct from the conventional personnel, welfare, and industrial relations depart-
ments (Pareek & Rao, 1981). The philosophy, values, approach, and methods of
HRD were strongly influenced by the background of the consultants who were
themselves profoundly influenced by the work of the NTL Institute of Applied
Behavioral Sciences in the USA and the Tavistock Institute of Human Relations
in the UK. Underlying the work of the NTL and the Tavistock Institutes were
the new findings and principles of management and organization that emerged
from the paradigm-changing contribution of Maslow (1954) and the human
relations (Mayo, 1960) and the human resource (McGregor, 1960) schools of
organizational behavior.
Much of the OD work in India too, especially between the 1970s and the
1990s, was shaped by these values. Many of the pioneering initiatives in OD

were carried out in the 1970s and the 1980s in public sector organizations in
India such as HMT, BHEL, BEML, and others, which themselves were under
pressure to achieve not just financial and economic objectives, but also social
and developmental ones (Pareek & Rao, 2006).
The OCTAPACE framework conceptualized by Pareek (1998) is a distilla-
tion of the key values and normative assumptions that underlay most of the
pioneering work in ODHRD between its inception in India from the 1970s up
to the early 1990s. The framework has been widely used in ODHRD research
and practice in a large number of organizations in India and abroad.
A shift in the values implicit in ODHRD in India seemed to come about
with liberalization and globalization of the Indian economy from the late
1980s. Traditional ODHRD values based on liberal-humanistic principles
came under considerable strain when companies began to face the pressure of
global competiveness. Managements were hard-pressed to reconcile the imper-
atives of economic growth and profitability in a competitive environment,
with people-oriented humanistic values. In the conflict between the impera-
tives of economic growth and human development, the concerns of economic
growth seemed to invariably prevail. Organizations began to undergo radical
transformation toward being more growth and results-oriented (Khandwalla,
2002) and, consequently, perhaps materialistic and utilitarian. Managements
and organizations began to view and treat people more as “human resources”
than as human beings.
A more recent and also now widely used textbook on organization devel-
opment by Cummings and Worley points to a distinct shift in the value ori-
entation of OD in more recent times: “Traditionally, OD professionals have
promoted a set of values under a humanistic framework, including a concern
for inquiry and science, democracy and being helpful. They sought to build
trust and collaboration; to create an open problem-solving climate; and to
increase the self-control of organization members. More recently, OD prac-
titioners have extended those humanistic values to include a concern for
improving organizational effectiveness (for example, to increase productivity
or to reduce turnover) and performance (for example, to increase profitability).
They have shown an increasing desire to optimize both human benefits and
production objectives” (Cummings & Worley, 2005, p. 83).
The coup-de-grace in academic literature which seems to have brought
a drastic shift in what is perceived to be the effective ODHRD may per-
haps be Dave Ulrich’s (1997) trend-setter book, Human Resource Champions,
which in more recent times seems to have become the bible for many HR
professionals.
Ulrich (1997) suggested four key roles of HR professionals: employee
champion, administrative expert, change agent, and strategic partner. While
propounding that the management of HR in today’s context requires that
HR professionals play all the four key roles, the tenor of Ulrich’s arguments
and the highlighting of the extreme pressures of the business environment

on organizations indicates a clear bias in favor of the strategic partner role.

Indubitably, the implication is that for HROD professionals to be effec-
tive in today’s context, they need to shed the “nice-guy” approach and join
hands with the “tough-guy” business managers to ensure organizational
survival and growth.
For managers as well as ODHRD practitioners, the shift of goals and
priorities and their associated values and beliefs compelled fundamental
changes in their approaches to ODHRD. During the time of recent eco-
nomic downturns, many managers had to concede to, or even initiate,
actions for reorganization, downsizing, manpower reduction, etc., in ways
that went against the grain of their values and beliefs. They were compelled
to do so with the belief that such actions were essential to their roles as busi-
ness managers to improve organizational efficiency, profitability, and eco-
nomic goal achievement.
In many business managers, therefore, one would expect a fair degree of
scepticism about the relevance and practicality of values and assumptions
that, though integral to ODHRD philosophy and approach, may seem not
very relevant and practical in the current business context.
Objectives of this study
The potential tensions between the imperatives of growth and of people

development in business organizations make it interesting to examine which
values are seen as relevant in today’s FMB organizations and which are seen
to be actually practised, and to obtain an idea of the gaps between ODHRD
precept and practice.
Data collection
Based on a survey of literature and the authors’ own experiences with OD, a
questionnaire, OD Values Survey, was constructed (D’Souza & Dey, 2013). The
questionnaire listed 25 common values and beliefs that have been explicit or
implicit in ODHRD. The name of each value or belief was accompanied in
the questionnaire by a brief phrase or statement elaborating the meaning of
the value or belief. The questionnaire also included spaces for respondents to
list any other values and beliefs, in case there were any that they thought had
not been listed.
Respondents were required to rate each value with respect to the extent to
which they thought the values were relevant in today’s context, as well as the
extent to which they thought the values to be actually practised in OD today.
This was done using a seven-point rating scale ranging from 1= not at all
relevant/practised, at the lowest extreme of the scale, to 7 = very relevant/
practised, at the highest end of the scale.

The questionnaire was given by hand to about 125 owners and managers
of FMBs, enrolled in the post-graduate program in Family Managed Business
(PGP-FMB) of a reputed institute of management in Mumbai. The group
represented a heterogeneous mix of people of different genders, age groups,
educational qualifications, organizational hierarchy levels, type and size of
family business, etc. Forty-five of the questionnaires returned were found com-
plete and usable for analysis.
Analysis
Our analysis at this stage was confined to examining the mean ratings for the
25 value variables, with respect to their perceived relevance and their per-
ceived practice, in order to see which values are considered most and least rel-
evant, and which most or least practised. The tables at the end of this chapter
present the relevant means and standard deviations.
The mean ratings of the 25 variables from the survey of this survey of
45 respondents were compared with the mean ratings obtained from another
online survey of 75 respondents carried out about a year and a half ago
(D’Souza & Dey, 2013), which comprised a heterogeneous mix of managers
and HR professionals. The mean ratings obtained of those 75 are used to
compare the mean ratings of this survey of 45, as a rough benchmark.
Findings and discussion

Table 10A.1 ranks orders of the mean scores of the 25 values based on their
relevance scores of the FMB group. The top five and the bottom five in the
rank ordering are highlighted in the table. Table 10A.2 similarly shows the
rank order of mean scores of the values seen by the respondents to be most
practised in reality.
Most relevant and most practised values

Of the 25 values, the five perceived to be most relevant by the FMB managers are:
1 . Achievement of goals
2. Confidentiality
3. Honesty and integrity
4. Professionalism
5. Respect for all individuals
Of these values, honesty and integrity, and respect for all Individuals, are values
that FMB managers share with managers from other sectors as shown in
Table 10A.1.
The values perceived by FMB managers to be most practised in reality in
order of mean ranks:

1 . Profitability and economic growth

2. Achievement of goals
3. Professionalism
4. Empowerment
Achievement of goals and respect for all individuals are found to be among the top
five values to be perceived by FMB managers to be both most relevant and
most practised in their businesses.
Least relevant and least practised values

The values perceived to be least relevant by FMB managers are
1 . Diversity (rank 21)

2. Community (rank 22)
3. Power and influence (rank 23)
4. Confrontation (rank 24)
5. Patriotism and social identity (rank 25)
The values perceived to be least practised in reality are:
1 . Diversity (rank 21)

2. Experimentation (rank 22)
3. Patriotism and social identity (rank 23)
4. Human development (rank 24)
5. Creativity (rank 25)
Diversity and patriotism and social identity are perceived by FMB managers to
be both least relevant as well as least practised in their businesses.
Values common across FMB and other managers

Comparing the mean scores of the FMB respondents with those of managers
from other sectors, the following are found to be commonly perceived by both
sections of mangers:
Most Relevant (common among the top five in both groups):
1. Respect for all individuals.

2. Honesty and integrity
Least Relevant (common among the bottom five in both groups):
1. Community
2. Confrontation

3. Patriotism and social identity
Most Practised (common among the top five in both groups):

2. Profitability and economic growth
3. Achievement of goals
Least Practised (common among the bottom five in both groups):
1. Patriotism and social identity
Gaps Between Relevance and Practice of Values (Table 10A.3):
The largest gaps (difference in mean scores) between relevance and prac-
tice of the ODHR values, in the case of FMB managers, are seen in the
case of the following values:
1. Professionalism
2. Human development
3. Authenticity
4. Creativity
5. Empowerment
Of the above, only authenticity is common to both groups of managers in

terms of the largest gap between relevance and practice.
Discussion
A reflection on the findings seems to suggest that there is some gap between
the values considered relevant and those seen as being practised. It is not sur-
prising that the expectedly business-oriented FMB managers score Achievement
of Goals as the highest in terms of relevance, and that Profitability and Economic
Growth are seen as being the most practised. What may be interesting is the
high degree of relevance ascribed to values such as Honesty and Integrity, and
Respect for All Individuals. Indian FMB managers evidently ascribe a high degree
of importance these values in precept.
When it comes to practice, however, Honesty and Integrity together with
Confidentiality, are replaced by other values namely Profitability and Economic
Growth, and Empowerment. This may suggest that when it comes to practice,
pragmatism may be more important than idealism—a finding that may rein-
force the stereotype of the typical Indian family business management style.
What is noticeable and particularly interesting is that Professionalism and
Respect for All Individuals are seen as not only among the top five relevant values,
but also among the top five practised values.

Another noteworthy finding is that with respect to Diversity. We live in times

when diversity has come to become a dominant value in the society as well as
in organizations. The finding that FMB managers do not seem to share this
value may suggest that they may be behind the times when it comes to this
value.
On the other hand, with respect to Patriotism and Social Identity, the value
emerges clearly as the least relevant as well as least practiced, suggesting that
the same managers may be well ahead of the current times with respect to
the being relatively free of identity prejudices and being universal in terms of
their values. At a time when Indian industry is reaching out across national
borders and becoming more global in reach, this value augurs well for Indian
FMBs.
A major red-flag for ODHR professionals is the finding that Human
Development obtains only a moderate rank in terms of relevance in the per-
ception of FMB respondents, even while it is among the top five in the per-
ception of managers in the larger sample of 75 managers. In practice, Human
Development is seen to be among the lowest five priorities for FMB managers.
Implications for ODHRD

Given the number of FMBs and their role in the economy, the findings of this
study suggest that there is both great need and great opportunity, for ODHRD
professionals to make a mark in Indian industry by orienting FMB owners and
managers toward the values, goals, and practices of ODHRD. The challenge
of “Make in India” may well have to begin by making a difference in the
minds and hearts of FMB managers.
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Appendix
List of values
Sr. No. Description of Values

1. Human Development: Developing and helping individuals and groups to
realize their potential
2. Organizational Growth: Developing and helping the whole organization
to realize its potential
3. Professionalism: Committed to being knowledgeable, skilled, and up-to-
date in the profession
4. Achievement of Goals: Fostering and enabling achievement of goals and
objectives
5. Respect for All Individuals: Treating all people from all backgrounds and
levels, with value, respect, and dignity
6. Inclusion, Collaboration, and Participation: Working together and
involving all key stake-holders
7. Openness: Being free and candid with sharing relevant information
8. Honesty and Integrity: Standing up for the truth, even when it is
uncomfortable
9. Authenticity: Genuine behavior with no hidden agenda or politics
10. Inquiry: Having a questioning attitude of enquiry to find out what is going on
11. Community: Bringing organizations and people with common interests
together for mutual benefit
12. Diversity: Respecting differences and encouraging a wide variety of per-
spectives, even if they are conflicting
13. Experimentation: Being willing to try new methods and approaches and
encouraging individuals and organizations to do the same
14. Optimism: Helping people think positively about themselves and their future
15. Confidentiality: Honoring confidences, even when it is difficult to do so
16. Socio-economic Justice: Equality of opportunity and fairness for all
sections of society
17. Empowerment: Developing the capacities of people to act and manage
themselves
18. Creativity: Discovering and developing new and innovative ways of doing
things
19. Profitability and Economic Growth: Achieving financial and material gain
20. Concern for the Environment: Protecting and preserving the environment
21. Change: Promoting and facilitating change and continuous improvement
22. Power and Influence: Exercising power and influence in a positive and
responsible manner
23. Peace and Harmony: Ensuring harmonious relations and absence of conflict
24. Confrontation: Questioning and challenging things that seem contrary to
one’s own convictions, values, and beliefs
25. Patriotism and Social Identity: Strengthening loyalty and commitment
to one’s country, state, or ethnic/social group

Table 10A.1 Comparison of mean scores for relevance between FMB and other managers
FMB: Mean scores for Relevance (n = 45) Other Managers: Mean scores for Relevance (n = 75)
Order Parameters Mean Std Deviation Order Parameters Mean Std Deviation
1 Achievement of goals 6.38 0.89 1 Respect for all individuals 6.56 0.70
2 Confidentiality 6.33 0.67 2 Human development 6.36 0.65
3 Honesty and integrity 6.27 0.89 3 Organizational growth 6.32 0.77
4 Professionalism 6.24 0.88 4 Change 6.31 0.94
5 Respect for all individuals 5.96 1.04 5 Honesty and integrity 6.28 0.76
6 Authenticity 5.93 1.25 6 Achievement of goals 6.24 0.79
7 Empowerment 5.93 1.05 7 Authenticity 6.20 0.99
8 Optimism 5.89 1.07 8 Professionalism 6.19 1.23
9 Profitability and economic growth 5.87 1.04 9 Inclusion, collaboration, and participation 6.19 0.95
10 Organizational Growth 5.82 1.39 10 Socio-economic justice 6.15 0.97
11 Inclusion, collaboration, and participation 5.82 1.25 11 Empowerment 6.15 0.90
12 Socio-economic justice 5.78 0.95 12 Creativity 6.12 1.08
13 Change 5.76 1.42 13 Diversity 6.08 0.82
14 Human development 5.71 0.89 14 Profitability and economic growth 6.03 1.40
15 Peace and harmony 5.71 1.62 15 Openness 5.99 0.85
16 Concern for the environment 5.67 1.11 16 Experimentation 5.96 0.85
17 Experimentation 5.62 0.91 17 Optimism 5.96 1.08
18 Creativity 5.56 1.42 18 Concern for the environment 5.95 1.16
19 Openness 5.51 1.39 19 Power and influence 5.95 1.14
20 Inquiry 5.51 1.47 20 Confidentiality 5.87 1.12
21 Diversity 5.42 1.45 21 Community 5.81 1.09
22 Community 5.36 1.21 22 Inquiry 5.63 1.17
23 Power and influence 5.33 1.46 23 Confrontation 5.61 1.28
24 Confrontation 5.20 1.62 24 Peace and harmony 5.25 1.50
25 Patriotism and social identity 5.16 1.69 25 Patriotism and social identity 5.20 1.62
12/31/2015 5:47:25 PM
Table 10A.2 Comparison of mean scores for practised between FMB and other managers
Mean Scores for Practised (n = 45) Mean Scores for Practised (n = 75)
Order Parameters Mean Std Deviation Order Parameters Mean Std Deviation
1 Respect for all individuals 5.27 1.10 1 Profitability and economic growth 5.32 1.31
2 Profitability and economic growth 5.04 1.54 2 Achievement of goals 4.99 1.08
3 Inclusion, collaboration, and participation 4.87 1.12 3 Professionalism 4.67 0.76
4 Socio-economic justice 4.71 0.82 4 Empowerment 4.41 1.01
5 Achievement of goals 4.69 1.22 5 Respect for all individuals 4.36 1.51
6 Honesty and integrity 4.62 1.07 6 Confidentiality 4.36 1.19
7 Confidentiality 4.51 1.38 7 Change 4.33 .28
8 Optimism 4.42 1.27 8 Organizational growth 4.29 1.09
9 Organizational growth 4.36 1.33 9 Socio-economic justice 4.13 1.44
10 Power and influence 4.31 1.53 10 Human development 4.07 0.92
11 Professionalism 4.22 1.15 11 Community 4.05 1.11
12 Openness 4.22 0.90 12 Peace and harmony 4.05 1.01
13 Inquiry 4.16 1.82 13 Inquiry 4.00 1.29
14 Change 4.13 1.34 14 Inclusion, collaboration, and participation 3.99 1.21
15 Empowerment 4.11 1.13 15 Creativity 3.99 1.20
16 Authenticity 4.04 1.19 16 Optimism 3.85 0.98
17 Concern for the environment 3.96 1.48 17 Honesty and integrity 3.84 1.25
18 Confrontation 3.96 1.81 18 Experimentation 3.84 1.23
19 Peace and harmony 3.93 1.50 19 Diversity 3.76 1.17
20 Community 3.89 1.50 20 Confrontation 3.76 1.23
21 Diversity 3.87 1.31 21 Power and influence 3.73 1.26
22 Experimentation 3.80 1.38 22 Patriotism and social identity 3.63 1.51
23 Patriotism and social identity 3.80 1.47 23 Authenticity 3.61 1.51
24 Human development 3.78 1.28 24 Openness 3.47 1.22
25 Creativity 3.67 1.54 25 Concern for the environment 3.36 1.45
12/31/2015 5:47:25 PM
Table 10A.3 Comparison of gaps between relevance and practice scores between FMB and other managers
Gaps between Relevance and Practice (n = 45) Gaps between Relevance and Practice (n = 75)
Relevance Practised Gap Relevance Practised
Order Parameters Mean Mean Diff. Order Parameters Mean Mean
1 Professionalism 6.24 4.22 2.02 1 Authenticity 6.20 3.61
2 Human development 5.71 3.78 1.93 2 Concern for the environment 5.95 3.36
3 Authenticity 5.93 4.04 1.89 3 Openness 5.99 3.47
4 Creativity 5.56 3.67 1.89 4 Honesty and integrity 6.28 3.84
5 Empowerment 5.93 4.11 1.82 5 Diversity 6.08 3.76
6 Experimentation 5.62 3.80 1.82 6 Human development 6.36 4.07
7 Confidentiality 6.33 4.51 1.82 7 Power and influence 5.95 3.73
8 Peace and harmony 5.71 3.93 1.78 8 Inclusion, collaboration, and participation 6.19 3.99
9 Concern for the environment 5.67 3.96 1.71 9 Respect for all individuals 6.56 4.36
10 Achievement of goals 6.38 4.69 1.69 10 Creativity 6.12 3.99
11 Honesty and integrity 6.27 4.62 1.64 11 Experimentation 5.96 3.84
12 Change 5.76 4.13 1.62 12 Optimism 5.96 3.85
13 Diversity 5.42 3.87 1.56 13 Organizational growth 6.32 4.29
14 Organizational growth 5.82 4.36 1.47 14 Socio-economic justice 6.15 4.13
15 Optimism 5.89 4.42 1.47 15 Change 6.31 4.33
16 Community 5.36 3.89 1.47 16 Confrontation 5.61 3.76
17 Patriotism and social identity 5.16 3.80 1.36 17 Community 5.81 4.05
18 Inquiry 5.51 4.16 1.36 18 Empowerment 6.15 4.41
19 Openness 5.51 4.22 1.29 19 Inquiry 5.63 4.00
20 Confrontation 5.20 3.96 1.24 20 Patriotism and social identity 5.20 3.63
21 Socio-economic justice 5.78 4.71 1.07 21 Professionalism 6.19 4.67
22 Power and influence 5.33 4.31 1.02 22 Confidentiality 5.87 4.36
23 Inclusion, collaboration, and participation 5.82 4.87 0.96 23 Achievement of goals 6.24 4.99
24 Profitability and economic growth 5.87 5.04 0.82 24 Peace and harmony 5.25 4.05
25 Respect for all individuals 5.96 5.27 0.69 25 Profitability and economic growth 6.03 5.32
12/31/2015 5:47:26 PM
11 Transformation in a
large organization: How
intangibles drive tangibles*
Anil K. Khandelwal
Udai Pareek had a major influence, both as leading academic and as a mentor
in my journey in human resource development (HRD) organizational devel-
opment (OD). I met Udai and T. V. Rao in a workshop on HRD at Indian
Institute of Management Ahmedabad around 1979, when they presented
draft of their book Designing and Managing Human Resource Systems based on their
classic work at Larsen and Toubro. I was quite fascinated about the new flavor
in the people management area. I had sessions of long debates with Udai and
T. V. Rao on this subject. These sessions helped me to begin my professional
journey in HRD.
I remember Udai for the keen interest he took in introducing me to Indian
Society of Applied Behavioural Science (ISABS) and, in some sense, in hand-
holding me to complete my professional membership. I must say that it gave
me tremendous insights into process work and development of process bias, in
undertaking transformation of the organizations which I led.
Udai exemplified a true HRD missionary who helped many like me to dis-
cover their own potential and created an urge for continuous experimentation
of new innovative methodologies in organizations. As a chief executive officer
(CEO) of Bank of Baroda (BOB), I also had the privilege of having him for
some time as a process consultant, during our transformation program and we
immensely benefited from his insights. Despite his academic stature, he was
always curious to learn. His quiet humility and commitment to build people
and institutions was unique in many ways.
My career journey in BOB started in January 1971 as a probationary
officer and ended as its chairman and managing director (CMD) in 2008.
After completing my chemical engineering degree, a bank job was the last
thing on my mind but a chance response to an advertisement landed me a
job right next door to my residence at Jaipur, thus began my odyssey in BOB.
* This chapter heavily draws from my book Dare to Lead (SAGE, 2011).

Transformation in a large organization 121
The bank job, in fact, disillusioned me in many ways, more particularly about
the prevailing work culture, militant trade unionism, hapless management,
and disgruntled customers. In fact, the entire social system within the bank
posed a number of question marks about the wisdom of my decision. A
sympathetic personnel specialist, one Mr L. B. Bhide, Head of Personnel at
Corporate Office, helped me to induct into Personnel job, apparently to deal
with some of these issues by being part of the system. I learnt a lesson early
in my career that human problems can be resolved by immersing oneself into
the system and helping find solutions within the system itself.
I continued my journey into Personnel within the bank with two major
interruptions: one that involved corporate-level job in Personnel in a private
bank (1976–1980) and another as a Senior Core Faculty in human resources
(HR) area at BOB Staff College (1980–1993). In both these jobs, I was engaged
in Personnel/Industrial Relations (IR)/Training jobs. It was in 1995 that I was
transferred to Banking Operations where I had opportunity to manage two
difficult zones in the bank, Western Uttar Pradesh and West Bengal opera-
tions, between 1995 and 2000.
It was in the year 2000 that I was appointed to a board level position
as the executive director (ED) in BOB by the Government of India. It was
in this role that I initiated major reforms in the bank’s industrial relations
systems which was a major Achilles heel in managing the workplace and
offering a hassle-free customer service. Despite many trials and tribulations,
I could bring about paradigm change in the industrial relations policy of
the bank and restore the authority of the line managers in managing the
workplace. In March 2005, I was appointed as the CMD of the bank for
three years, after a brief stint as CMD of Dena Bank in 2004. Returning to
BOB as CMD was homecoming for me. Of my total career of 34 years, I
had spent as many as 30 years with BOB in different capacities, witnessing its
ups and downs. At a personal level, I felt quite excited to lead the bank that
had given me my first nursery lessons in HR and banking. When I joined
the bank in 1971, I could never imagine that someday I would reach up to
such a level. This role was culmination of my lifelong learning and leader-
ship journey in various roles. Here I had an exciting opportunity to use it in
transforming the bank.
Context of transformation
With 97-year-old history and an enviable track record, known not only for its
prudence and conservatism but also equally known for its innovations, BOB
had a record of posting profits, every single year of its existence. After riding
high in the late 1990s and reaching number one position in the national-
ized banks in 2000, it started slipping so much so that in 2004, its ranking
slid to number four in just four years. Its market share, in both deposits
and credit, was on the decline. While peer banks showed good growth in

122 Anil K. Khandelwal
credit, between 25 and 30 percent, BOB’s credit growth was abysmally low,
at less than 2 percent. The bank had lost nearly 1.1 percent share on the
assets side. This was the largest share loss among nationalized banks. The
slippage had been dramatic across segments. In fact, the slippage had been
the maximum in the most attractive business segments—in retail assets and
current accounts.
At a time when banks were going whole hog on retail and capturing new cus-
tomers, BOB’s share was lowest among peer banks at 2.2 percent. The bank’s
overall growth was below average, be it in total income growth, fee income
growth, or asset growth. A further disturbing trend was performance in Gujarat,
historically a stronghold for the BOB. Although the economy of Gujarat had
been performing robustly and Gujarat operations were valuable part of the
bank’s franchise, the bank had been losing its position to other banks and had
lost its market share substantially from 22.3 percent to 20.1 percent. More con-
cretely, the state of the bank in 2005, when I took over, was pretty dismal.
Another worrying feature was that specialized corporate credit branches
as also other large branches headed by assistant general managers/chief
managers performed below their potential. The overall contribution of these
branches to the bank’s balance sheet had been on the constant decline.
Besides, the bank was perceived as poor in terms of technology. Its tech-
nology upgradation plans had not taken off. Over this period, some peer
banks such as Punjab National Bank (PNB) had undertaken two transfor-
mation projects and had made major investments in information technology
(IT). In 1999–2000, PNB, with the help of outside consultants, had initiated
many steps for improving their market positioning and credit growth. By
2005, they were able to roll out 1,000 branches under core banking solu-
tion (CBS). Around this time, Union Bank of India and Bank of India had
also kick-started CBS implementation. Although BOB had in all seriousness
thought of an IT-driven business transformation strategy and hired one of
the best in world—Gartner Group (US-based firm) right in the year 2001, to
guide this effort, the project could not make headway on account of a variety
of issues, but more particularly on account of the failure of management at
that time to aggressively push the transformation agenda. This cost the bank
dearly in terms of its competitive positioning in the industry and was left
behind its peers.
BOB was yet to decide on the system integrator for implementing CBS. In
such an environment, the bank also failed to initiate many other changes, such
as expanding ATM network, to capture the retail boom. Staff morale was
low and managers complained about high attrition of customers because of
the absence of alternate delivery channels such as ATMs and also nonavail-
ability of the CBS.
The bank’s market image was continuously sliding and its market share
continued to dip including in the western belt of the country that traditionally
had been its stronghold. Analysts commented adversely on the bank. They

tore the bank apart because of its sluggish pace of credit growth, low retail
growth, low technology, and heavy reliance on treasury profits.
In an article dated April 7, 2005, Tamal Bandyopadhyay, Banking Editor,
Business Standard, while analyzing the performance of public sector banks,
observed:
Bank of Baroda has virtually stopped growing.… It has clocked the lowest growth
(35.4%) in assets in 4 years and its market share has fallen from 5.45 to 4.31 per-
cent.… In 2003–04, its advances were flat (grew by 0.71%).… Bank of Baroda is
one of the 4 banks that has shown single digit deposit growth over the four year
span. (Bandyopadhyay, 2005)
Other analysts, who had been keenly following the bank since its initial
public offer of shares in 1996, recommended “SELL” for the bank’s shares.
They criticized the bank’s claim that it was making good profits as most of the
profits during that time were not from core banking operations but from trea-
sury operations, which in any case were not sustainable. I was quite concerned
about banking analysts’ observations labeling the bank as an underperformer.
The overall climate among the employees of the bank was one of low moti-
vation and apathy. Fear psychosis prevailed among managers which hindered
decision-making in credit area. I had a feeling that the general rank and file
had a picture of the bank as an eagle sitting on a high and comfortable perch
from where it was impossible to be dislodged. They had the least idea that
we were more an elephant than an eagle. “The elephant not only had to be
moved but also made to dance.”
I began to realize that I had a formidable task on hand and would have to
fire on many cylinders right from day one.
Challenges
The challenge before me was not only to restore the credibility of the bank
with various stakeholders in the short term by re-establishing business but, in
fact, to take such foundational steps that would sustain the bank in the long
term and create resilience against any setback. As an insider, I was aware not
only of the problems but the causes also. As ED of the bank between 2000
and 2003, I witnessed the decline and felt strong urge and need to stem the rot.
The main problem was: the existing ways of doing things which lacked alac-
rity in handling customer issues, tolerance with mediocrity at various levels,
obsession with running day to day “operations” so much so that important
problems were ignored and adhocism ruled. The other issue was related to
Industrial Relations policy that pampered trade unions who ruled the roost
and were generally apathetic to any new change in system and policies. They
always insisted that nothing should be done without discussions with them and
were able to stall many long-term changes.

In the new scenario, it became difficult to follow this. Unlike past when
unions successfully stymied implementation of restructuring or recommenda-
tions of consultants’ reports proposing change in working, we did not want
technology to become a matter of collective bargaining although we were pre-
pared to discuss and brief them about the nature of technology and how it will
impact our operations. The trade unions, however, scandalized the entire issue
of bank engaging an internationally eminent firm Gartner as consultant to
drive technology-driven Business Transformation project. This led to major IR
problems. As ED and member of the Board, I had to take personal initiatives to
redefine relationship with trade unions. During this time, I was at the center of
major criticism including hate campaign unleashed by the unions. I was seen as
an architect of new approach in IR and it was not wrong. As an HR specialist,
I was helping the bank carve out a new framework of HR management which
was perceived as management consolidating its hold on the work place.
We stood firm and initiated many steps to restructure IR and rid the bank
and the work places from the daily interference of unions, especially in policy
matters. In this process, the technology implementation was delayed by three
years (2001–2004). One of the biggest achievements, however, was the regain
of control in managing the work place. This was seen by operating managers
as a great driving force to manage the branches without daily hassles and
regain business.
Although the bank had done some initial work like identification of Hewlett
Packard (HP) as a system integrator, the contract could not be signed because
the outgoing CEO apparently wanted to remain out of any controversy as the
contracted amount was quite high. After a brief stint in Dena Bank (February
2004 to February 2005) when I returned my main priority was to kick start tech-
nology by signing contract with HP. I was aware of the frustration of everyone
around in losing about three years in CBS implementation due to IR problems.
In the new competitive environment, we wanted to quickly restore the
image of the bank as an innovative and technologically driven bank. We
wanted BOB to be a front-running India’s international bank that is progres-
sive, technologically modern, and providing absolutely hassle-free services to
customers. We also wanted the bank to be proactive and innovative in prod-
ucts offerings and service levels. I believed that this was my greater priority
than to look at the next quarter business. I had to think beyond my tenure. I
wanted to create strong pillars of what I call intangibles such as technology,
tackling internal bureaucracy, building new capabilities in people, creating
leadership at operational and strategic levels, rebranding of the bank, and
creating speed and execution as our competitive advantage. In some sense, I
put business as a second priority in relation to my priority to rejuvenate the
drivers of business.
The key priorities for me were:
1 . Quick decision to start core banking project

2. Quick acceleration of credit portfolio

3 . Turbo charging retail portfolio

4. Building the long-term health of the bank, going beyond my tenure
5. Building a new culture of service and innovations
6. Rehashing HR function to make it facilitative to seek employee engage-
ment and build new capabilities
7. Building leadership for competitive times ahead
As mentioned earlier, the immediate challenge was, however, to kick start

the technology and restore the morale of general employees, which had
touched the lowest ebb due to delayed implementation of technology and
consequent jibes of customers directed at the front line employees.
After taking over as the chairman of the bank in March 2005, we signed
the contract with HP for implementation of core banking in next four weeks,
thus initiating a breakthrough step in the life of the bank. This cheered every-
one and I believe trade unions also whom I had invited in the contract-sign-
ing function. They congratulated me for signing the contract. They appeared
equally committed to implementation of technology now but had taken a
different line earlier. This quick step was the turning point in giving hope to
customers, as well as employees who appeared desperate to remove logjam on
account of technology.
Reaching out to employees
Soon after my appointment, I addressed the corporate staff (about 500) and
in a passionate pitch shared with them the problems and called upon them to
join my endeavor to create a “Happening Bank”—a bank that is responsive,
proactive, innovative, and determined to reclaim the lost customers sooner
than later. I called upon them to shed bureaucratic ways of dealing with field
problems. Thereafter, I wrote to all 40,000 staff about the problems of the
bank and sought their engagement in resurrecting the bank to its past glory. I
also undertook a tour of several large centers where I addressed many town
hall meetings sharing with the employees about the real problems such as
slide in business, reports of deteriorating service levels, and exit of custom-
ers. I also assured them that we can restore the lost customers and the lost
opportunities in business, if we collectively and passionately worked together.
I also shared our transformational plan and urged upon them to work an
extra-mile to achieve this. I also assured them of our openness in listening
to field problems that hindered business growth and promised to solve them
without loss of time.
I was very encouraged by the positive response of the staff across the
cadres. I was very clear in my mind that the contemplated changes could not
be achieved only by the management staff and everyone needed to under-
stand the context of changes and commit to perform and deliver at a higher
pace than ever. Speed was the new competitive advantage: speed to innovate,

speed to respond, and speed to deliver. This was my main theme in my inter-
actions with the employees.
I also designated each corporate general manager as a guardian of a partic-
ular zone to enable them to mentor and guide the process of business growth
in the assigned territory, coordinate with other functional heads in regard to
problems of the territory, and be spokesperson of that territory at the cor-
porate office. This was with a view to quickly responding to field issues and
providing expert guidance.
Redefining roles
Large organizations such as banks have tendency to get the CEO sucked into
routine. I had the daily challenge to deal with the mounds of papers that con-
tinuously flowed from various functional departments. Occasionally, I won-
dered whether I was the CEO of a “paper factory”!! The transformational
agenda needed my fulltime engagement and it was necessary for me to reor-
ganize my work and in some sense to redefine my role.
Although Board lays down the financial and sanctioning powers of CMD,
EDs, and general managers (GMs) and I did not fiddle with that, but there are
whole lot of issues on day-to-day basis which come for discussion and prob-
lem solving at the level of CEO. Sometimes, we all end up doing more of the
same thing. I redefined the top roles in a manner that most operational deci-
sions could be taken up by EDs and GMs. This would include most visits and
meeting the customers at their level except top corporate customers, whom I
met personally. Each functional head was empowered to take decisions within
the broad policy framework. In any case, I did not have any personal need to
micromanage day-to-day operations.
I defined my role mainly to focus on building “intangibles” such as employee
processes, customer processes, technology, business transformation program,
building leadership, and also creative destruction of processes that inhibited
innovations and creativity. I also focused on creating internal coordination as
well as also ensuring extraordinary speed in implementation of various proj-
ects. To be able to focus on these roles, I created additional time for myself by
nonparticipation in routine meetings that could be competently handled by
my EDs. My absence also gave them freedom to exercise their own discretion
and experience to deal with issues. Similarly, I would spend minimum time
with issues of accounts, auditing, and inspection, which my operational col-
leagues handled brilliantly.
In order to focus on customer and employee issues, I created two new cells
in my secretariat namely customer service cell and employee care cell, which
exclusively dealt with two hotlines for customers and employees, which I had
set up. Feedback from these put me in touch with real issues and install quick
system to resolve problems which in turn helped restore our credibility to a
great extent.

Building a new culture of performance and responsiveness
Banks are large geographically dispersed organizations. They are managed

through defined hierarchies, roles, delegated powers at different levels, which is
part of the system’s risk management and conservatism, but this also becomes
a major reason for working in silos, emergence of excessive internal bureau-
cracy, hassles, delays that cumulatively dilute expected level of service and
consequently dissatisfied customers. Our bank was no exception.
One of my key challenges for implementing our vision and pursuing the
transformation agenda was to improve the prevailing internal environment
characterized by constraints, red-tapism, internal bureaucracy, interdepart-
mental conflicts, and control-driven communication. As such, the environ-
ment was not conducive to growth in competitive times.
In order to implement an ambitious growth and vision-driven agenda, we
needed an environment that facilitated and promoted new ways of working in
response to competitive pressures and designing a new future for the bank. As
Einstein said, “We cannot solve problems by using the same kind of thinking
we used when we created them.”
Everyone in the management, especially at the top, had to learn new habit
of collaboration and grow from controllers to leaders. Collaboration was not
simply desirable, it was inevitable. In the competitive reality where speed dom-
inates the business outcome, our traditional bureaucratic ways of working and
communication style could be the biggest handicaps in our transformation
program. We needed to change faster than ever before.
My earlier experience of the functioning of the corporate office while
being a zonal manager weighed heavily on me. There was lack of coordi-
nation among many corporate office functionaries, who for most of the time
seemed to be working in silos and engaged in their own little “turf wars.”
Many critical matters did not move at the desired pace and there seemed to be
no accountability for delay or failure in facilitating business performance of
the zones and regions. It was like pushing a giant wheel.
My objective was to make the functioning of the corporate office more
business friendly and collaborative in dealing with executives at the operating
level. Corporate office had to align with the business priorities of the field.
This was necessary to drive better business results. What was needed most in
the given context, however, was the commitment of the entire top manage-
ment to pursue the change agenda with grit and determination. They needed
to see the larger picture. They needed to pull together as a team, reinvent
themselves, and work in coordination with each other to deliver results.
Another challenge lay in the promotion of a responsive and collaborative
culture where operating managers would feel sufficiently confident to discuss
business matters more freely, with corporate office functionaries. There was
certainly no time for interdepartmental conflicts, managerial politics, or pro-
crastination on decisions. In short, the corporate team had to lead from the
front and function as change masters.

We also wanted our customers to have new experience and feel the new
management with new ethos. For this, we needed to act collectively as a team,
challenge the old ways of working, change the status quo mindset, and set
in motion processes to significantly improve our response to them. This had
to happen across the bank—at zonal level, regional level, branch level, and
frontline counters. How could we rid the corporate office of the culture of red
tapism that had engulfed its working? How could we build accountability for
performance and execution?
I knew we could not achieve these objectives by an internal circular or peri-
odical prodding with management team. On daily basis, we needed to review,
reflect, learn from live events, and build a culture of diagnosis, ownership,
and innovative solutions to problems to replace a culture of fault finding and
post-mortem. In a dynamic setting of transformation, we needed to hone our
judgment about decisions and apply collectively to move ahead. How do we do
this? Would the conventional way of resolving these issues through “meetings”
serve its purpose?
In my career, I had attended scores of meetings convened by my superiors.
Some meetings were informative, some others were entertaining, and many
were, to use a soft term, utterly boring and served no purpose. In other words,
I had become cynical about meetings.
I often wondered if there was a way to make meetings purposeful. I looked
for ways and means to make meetings interactive, lively, and purposeful, the
meeting where everyone would have a stake.
Morning meetings: Our school of

learning and a crucible for change
With these thoughts in mind, I decided to introduce the system of ‘‘morning

meetings” as a vehicle of constructively engaging the top management team
and setting the tone for vigorously pursuing the mammoth transformation
agenda we had on our plate.
These meetings were organized with a strict discipline of starting sharp
at 9.30 am and closing exactly at 10.30 am. They were designed essentially
as agenda-less meetings. The idea was to defreeze the group and encourage
everyone to raise issues in a spontaneous manner. Membership was confined
to GMs (after some time deputy general managers were also invited), advisors,
and my executive secretary, besides CMD and EDs. These meetings were seri-
ous events, where attendance and participation was mandatory. Except on the
days I was out of headquarters on work, I always attended the meeting at the
appointed time. In my absence, the meetings were conducted by the EDs.
In these meetings, we devoted more time in discussing the processes, sys-
tems, our communication styles, and customer grievances. I normally dis-
cussed issues that were referred to me during my field visits. One of my key
concerns was to ensure superior level of guidance from the corporate office to

the field functionaries. We needed to usher in a new culture of timely response,

build mutual trust between corporate and field functionaries, and a hands-on
approach to problem solving. In many cases, our discussions led to reorganiza-
tion of work in the department, building new competencies in the executives,
relocations of executives and officers and number of layers required, staffing
pattern in relation to business forecasting, talent gaps.
We developed an ambitious 100 days agenda through consensus to achiev-
ing quick wins, and demonstrating a collective endeavor to make positive
changes with speed. Many initiatives during this period were debated and dis-
cussed in these meetings and the success achieved was owned by each one of
the participants.
Visioning process
The next step after dealing with the immediate priorities in the first few months
was to think collectively about the long-term plans. We had to prepare the bank
for the future. I had twin challenges ahead of me. The first was to resurrect
the traditional business lines such as improving market share in deposits and
advances, accelerating credit growth, and improving customer services. The
second was to architect the bank as a financial supermarket offering all kinds
of banking and financial services under one umbrella. To meet these twin chal-
lenges, it was imperative to embark on process improvements and innovations.
We asked many questions to ourselves. How different will Indian banking be
in the future? What was the nature of changes happening in the banking and cus-
tomer universe? Which of these changes will have a significant impact on BOB?
What measures would the bank need to take to prepare it for these changes?
Therefore, we initiated discussions in the morning meetings around the
theme of future banking, competitors’ ways of working, their marketing strat-
egies, bottlenecks in our way of working, and a whole lot of things that needed
change in our internal processes, as well as new competencies and capabilities
in our people that were required to take us into the new orbit of banking. Above
all, we discussed the issues of culture, internal governance, and branding.
Morning meetings became the forum for setting in motion, the spade work
needed for the vision exercise (Vision 2005–2010). Initially, functional heads
developed a vision for their function by involving their key managers and
thereafter, each GM presented his vision paper in the morning meeting and
after clinical analysis, the paper was given final shape, ready for presentation
to the Board. In this discussion process, each member had the opportunity to
contribute and participate in finalizing vision paper for each key function. This
positive alignment helped in raising the bar of discussions at a qualitative level
and enabled everyone to see the larger, holistic picture. After series of in-house
discussions and drafts, crack teams were commissioned to fine-tune and align
the individual function-wise vision with the overall larger vision of the bank.
Through this process, the ownership of vision was ensured. The draft vision

document became the background note for the Board to discuss, deliberate,
and arrive at the Vision 2010. The Board set out:
• To retain the leadership spot in the PSB landscape by 2009–2010

• To double the global business size in next three years (2005–2008)
• To double retail assets
• To acquire at least 2 million customers every year
• To transform the top 500 branches into best of the breed ‘‘sales and
service” through improved ambience, processes, people, and technology
Collective problem solving
Morning meetings helped us in finding creative solutions to problems during

implementation in many areas but more particularly in the matter of imple-
mentation of core banking solution (anytime, anywhere banking). None in
the top management realized or anticipated some basic customer service
problems when we switched to core banking network. In the initial period of
migration to new systems, a large number of problems started pouring from
both branches and customers. Collectively putting our heads together, prac-
tically on daily basis, we solved the issue of migration to new system. Besides
this, we also discussed a number of key issues referred to by field managers by
using everyone’s wisdom to find a solution to specific problems. I often brought
emails of customers to these meetings and discussed the issues raised by them.
The whole idea was that every person in the group exactly knew about the
problems and issues in the context of our processes; and pulled together to
find solutions. It was never seen problem of a functional GM but that of the
Bank. This helped break the silos and created alignment across functions. It
also created an opportunity for daily learning through real-life problems.
Promoting strategic thinking
Another important priority in the morning meetings was to promote strategic

thinking. We laid great emphasis on diagnosis as the starting point for prob-
lem-solving, as lack of diagnosis or wrong diagnosis itself can become a major
problem.
Therefore, in our discussions on any live problem, our emphasis was always
on some of the following diagnostic questions:
• Did we analyze the root cause of the problem?

• Can we look at the problem from the lens of the customer?
• Did we provide a bandaged solution or did we take permanent correc-
tive steps to avoid the recurrence of problems again?
• Did we show a knee-jerk reaction to a situation or were there alternate
ways of handling the problem?

• Did we hand-hold with the operating managers in solving the problem?

• How are we giving confidence and support to line managers?
• Is our communication to customers defensive or authentic?
• Is our communication with operating mangers sermonizing or supportive?
• Do we have enough capabilities to deal with an issue? Do we have no. 2
and no. 3 ready to chip in when needed?
• Why does a particular type of lapse continue to take place again and
again? What could be permanent solutions?
• What are we doing to entice young customers and what steps are being
taken to integrate young employees in the bank?
Apart from business issues, we often discussed emerging issues in leader-

ship, developments in global economy, etc. I would often circulate good arti-
cles that I read. The subsequent sparks of creativity during discussions were
evident in the creative ideas that always helped in implementation of a new
initiative. The collective creativity of our colleagues in the morning meetings
helped us to come out with many new terminologies for our product offerings
and innovations such as retail loan factory, small and medium-sized enterprise
(SME) loan factory, gen-next branch, and happy hour banking.
A forum of business review

Morning meetings also became the platforms for us to periodically review
our progress. As we started moving in improving our processes and systems
and reaching a level of collaboration among various functional heads, we
regularly reviewed various parameters in business such as deposits, advances,
low-cost deposit growth, recovery, retail growth, SME growth, and growth in
agriculture credit. Reviews were also done on the pattern of growth in rural,
semi-urban, urban, and metro areas. Merits and demerits of our products
were critically examined in comparison to competitors’ products and suitable
changes and modifications needed were discussed. Alongside, process issues
related to business always occupied our priority.
These sessions were very intense and I benefited a lot from the arguments
and counter arguments in the group. There was an increasing openness in the
group members. An occasional tinge of humor livened up the atmosphere.
Overall, these meetings became an important forum where anyone could table
a business issue, a process problem, a customer complaint, or an HR issue.
A forum for execution

During 2005–2008, we had launched a number of projects that included the
implementation of Vision 2010. This called for doubling the business within
three years, the implementation of CBS, expansion of the ATM network, the
launch of new product lines, the rebranding of the Bank, special events for
centenary year celebrations, the expansion of international operations, and
the restructuring of our Indian subsidiaries.

These projects required impeccable treatment and time-bound implemen-

tation. It also required a high degree of coordination among various func-
tionaries across the Bank. We had a mammoth agenda to be pursued and the
time was moving fast. While the technological initiatives were proceeding at
breakneck speed, we had to kick start new business strategies, design new busi-
ness models, and put them on fast-track implementation. We had to come up
with strategies to double the business size and stand out in the crowd. In the
morning meetings, we collectively discussed the implementation details about
each project identifying the owners of the project, the support required, and
implementation schedule. We also needed to pursue new revenue streams. We
therefore decided to seek expert advice of external consultants, who would
have the market knowledge and would help us in designing new business
models and also in internal restructuring wherever necessary. We appointed
McKinsey and Co. as our consultants. The transformation project was code-
named Project “Parivartan,” which soon became popular among employees.
In morning meetings, we regularly reviewed the consultants work and hand
held them in the implementation process.
Although it took sometime but, over a period of time, our morning meet-
ings became a forum where our functional heads ventured to come out from
their functional silos to participate in a larger dream to create a bank for the
next century. As they say, ‘‘None of us is as smart as all of us” and this could
not be more relevant than at the time of transformation because problems
during transformation are too complex to be solved by one person.
Our morning meetings also created an environment of esprit de corps in
the ranks of management and helped stitch many loose ends in our policies. It
invigorated and energized the top management and, to a considerable degree,
de-bureaucratized the working of the bank. It enforced the discipline of exe-
cution and created accountability. The morning meetings played a key role in
implementing all these projects within stipulated deadlines and in a flawless
manner. No project got delayed from its specified target date.
But what is most important is what one executive confided in me:
‘‘Morning meetings were a school of management where I learnt my lessons in

management and leadership.’’
Our morning meetings functioned as a learning organization where one

could clearly experience collective passion for a new future for the bank, where
new and expansive pattern of thinking was nurtured, where collective aspi-
ration was set free, and where we continuously learnt how to learn together.
Personally for me, morning meetings were sessions of exploration, discovery,
coaching, guiding, and persuading everyone to raise his aspirations. I truly feel
that much of what we could achieve in the three years of my tenure can be
attributed to our engaged sessions in the morning meetings. I personally ben-
efited a lot as these meetings provided me deep insights into many operational
and organizational issues. Truly speaking, morning meetings were my ‘‘sapiental

circles” (the term was first used by leading American anthropologist Margaret
Mead to mean knowledge-generating groups). Morning meeting became a
major instrumentality of culture change and driver of transformation.
Action and reviews of key decisions taken in morning meetings

1. First 100 days agenda
a. Expanding ATM Network—500 ATMs including launch of 200

ATMs on a single day
b. Launch of 550 8 am to 8 pm branches and 24-hour human banking
c. Rebranding of the bank—logo change, appointment of Rahul
Dravid as brand ambassador
2. Finalization of Vision Document (2005–2010)

3. Core banking (anywhere anytime) Project
4. Launching of Centenary Year celebrations
5. Launch of Retail Loan factories and SME Loan factories
6. Joint ventures with foreign collaborations in Life Insurance and Mutual
Funds
7. Revamping International operations strategy
8. Revamping Gujarat operations
9. Project Parivartan—Business Transformation Program
10. Various HRD initiatives
Building human capital

One of our key beliefs was that we need to build a new ecosystem of human
resources, to meet the challenge of competition and create a unique brand
positioning for the bank. We wanted our frontline staff to be smart, helping,
engaged, and service oriented. They being face of the bank across the thou-
sands of our branches were our brand ambassadors. They are also the ones
who would present to the customers and the larger world, our new intent to
serve them and be proactive in solving their problems. To achieve this, we
wanted our staff to be sales and service oriented. We also wanted our staff to
have the confidence and trust in the management that we respect them as indi-
viduals and their insights into customers and their problems. We also wanted
to be a “caring management.”
We also wanted our managerial staff to be re-skilled in managing people
and managing relationships with customers. At senior level, we endeavored
to create leadership that can deliver in competitive times and a team of rapid
fire, business enthusiastic, and go-getters. We also wanted our systems and
processes in HR to be hassle free and service oriented. In short, we wanted
to completely rehash our human resources to deliver our new vision and to
reposition the bank as a vibrant entity.

Some of the key decisions taken in human resources

1. Setting up the HR steering committee of the board and ensuring its
regular meetings
2. Developing a written policy document on HRD
3. Restructuring of HR function to respond to developmental functions
in a significant way
4. Creating an employee engagement cell in the CEO secretariat under
direct supervision of CEO
5. Demystifying HR administration through technology
6. Initiatives for developing in-house excellence in training systems
a. Setting up a special college for training staff in the new technologies.

b. Grooming 500 credit officers, 100 international bankers, and 100
treasury officers
c. A massive training effort for front-liners in “sales and service training”
7. Revamping HR for overseas operations

8. Introduction of a new appraisal system for 13,000 officers
9. Introduction of a new appraisal system for workmen staff
10. Implementation of personnel audit across the branches and offices
11. Performance improvement plan for slow pacers
12. Setting stage for leadership development—hiring consultant for
grooming 300 leaders for the future
13. Talent identification and development—launch of “Khoj”
14. Employee engagement program
a. Sampark: Helpline for employees (to reach CEO directly in cases of

grave emergencies)
b. Paramarsh: Employee counseling centers
c. Baroda Manthan: Employee conclaves (large group events)
15. Developing a pipeline of young managers

16. Re-skilling HR officers in process-work and orientation to develop-
mental agenda
17. Executive retreats in leading management institute for learning and
growth
With many initiatives in business and a major strategy to change front line
into sales and service staff, the employee response was very encouraging so
much so that they took out rallies on their scooters and motor cycles to kick
start many new initiatives. They accepted many changes voluntarily and their
passion to work with new technology was phenomenal.
During my three years’ tenure, I virtually worked in twin roles as HRD chief
and CEO and enjoyed connecting HRD with business priorities. HRD became
a key driver of our business. Creative communication and innovative initiatives

in engaging people made the HRD–business connect come alive. I had the
satisfaction of initiating some major shifts in our HR policies, creating a new
culture of performance and service, across the bank and recognizing employees
as the main instruments of change. The institutionalization of all these initia-
tives always remains a big challenge by the successor management. I believe
that our endeavors in HRD turned out to be true value drivers to put the bank
on a fast-track journey of growth and excellence.
Business outcomes
Despite the fact that we had opened many fronts such as technology, rebrand-
ing, restructuring of both domestic and international operations, and new out-
fits for retail, the business growth did not falter and in fact showed tremendous
growth even in the short term which became a trend in later years. The high-
light of the business between April 2005 and March 2008 included:
• Total business of the bank doubled from `1247.34 billion to `2587.35

billion (107%)
• Credit growth, a key concern of the analysts, grew from `434 billion to
1067 billion (145%)
• Gross non-performing assets reduced from 7.30 percent to 1.84 percent
• Net profit grew from 6.76 billion to14.35 billion (112%)
• Business per employee increased from `31.6 million to `70.4 million
• Net profit per employee more than doubled from `17.1 million to `39
million
• International operations of the bank also recorded more than 100 per-
cent growth and a record number of 15 new offices including offices
in new territories such as Australia, Trinidad and Tobago, Ghana, and
Singapore were opened
• Over 1,700 branches were put on line in a record time
• All targets under the Statement of Intent signed with the Government
of India were achieved
• Number of new customers added is 8 millions
• Ratings from major equity analysts changed to ‘‘outperformers” with
‘‘buy” recommendations
Our focus on building intangibles for a stable and long-term growth of the
bank delivered excellent business results even beyond my own expectations.
It was a conscious decision that we were willing to sacrifice near term growth
for our investment in building the basic pillars of growth such as technology,
rebranding, customer-centric innovations as we believed that our firing on all
cylinders may not yield business results in near term. We were proved pessi-
mistic and, in fact, the business started growing from the very first year itself.
We believe, for good reasons, that when an organization is set on transfor-
mational fire, everyone rises above their normal performance levels and this
collectively shows up in extra-ordinary performance.

Transforming a large-sized organization: Some lessons
1. CEO as a central figure

For the successful conceptualization and execution of any transformation,
the CEO is the central figure who pilots and gives color and shape to the
entire process. His motivation, energy, personal belief system, and capacity
to take risks determine the success of the entire exercise. His own adaptabil-
ity to change and the willingness to bring about change in his style of work
plus allocation of time and energy are all very critical to the transformation
process. Transformation in large, legacy-driven organizations is like moving
a big flywheel. It requires intense stamina and a collective endeavor. It calls
for a humongous effort on the part of the CEO to mobilize, motivate, and
galvanize the management team as well as the foot soldiers. The CEO has to
sensitize everyone from his senior management team to his front line about
the “cost” of not undertaking the transformation. He has to raise the vision of
every one, provide the necessary confidence to entire staff to stretch and work
the extra miles in their own interest.
In the BOB case the CEO redefined his priorities and consciously spent
about 70 percent of time on issues directly concerning transformation, such
as building employee and customer centricity, technology implementation,
rebranding, HR repositioning, leadership development, reorganization of
domestic and international operations, and working with consultants on busi-
ness transformation project. He traveled extensively, covering the length and
breadth of the country so that he could directly talk to different groups of
people, listen to them, and appeal to their conscience. He shared through
power point presentations the decline that had set across all parameters of the
business. He firmly believed that telling the truth to employees is important to
seek their involvement.
2. Development of a compelling vision: A key starting point

The transformation agenda for an organization is always triggered by its con-
textual setting. This needs a clear articulation of vision. The vision envisaged
has to provide a clear sense of direction leading to the long-term sustainabil-
ity of the organization. Development of a compelling vision has to bear in
mind the emerging environment of the business, changing customer profile,
the new competencies to be developed and capabilities in employees, and the
evolving technology concerns. Setting of vision has to be a rigorous exercise
at the management and the Board level, undertaken after considering all the
strengths and weaknesses of the organization. The vision should reflect an
ambitious and doable agenda for change.
The CEO initiated a process to involve the entire top team to discuss the
future vision of the bank in an open and engaged manner through several
morning meetings. Each functional head was encouraged to prepare vision

for his function in consultation with his team. All presentations were criti-
cally analyzed and a final document was prepared for the board. CEO also
persuaded board to spend two full days to discuss the proposals from each
function who after intense discussions finalized the vision document. One of
the key directions provided by the board was to double the business in the next
three years. Udai Pareek was invited to be present in the board meeting as a
process consultant to give his observations during the discussion and at the
time of summing up.
3. Building the top team, aligning them to the vision, and
developing accountability
Any transformation exercise cannot be a solo act by the CEO. It requires col-
lective genius of the organization to own the vision, develop a new mindset to
move out of its comfort zone, and challenge the existing ways of doing things.
It also needs to recast the structure and processes that can free the organiza-
tion from excessive impact of its internal bureaucracy, dysfunctional impact of
hierarchies, and related silo working. Collaborative problem solving, building
new perspectives, and daily learning from issues and problems has to be the
hallmark of the new way of working of the top management.
Our daily morning meetings were our daily learning nursery in leadership.
4. Culture change

Transformation is not a one-shot affair or some program that can be led
through a set of instructions, sermons, or exhortations. It essentially aims at
changing the DNA of the organization. Large organizations carry the burden
of legacy and are hamstrung into the obfuscating culture. The transformation
must aim at creative destruction of such a culture and sow the seeds of a new
thought process, challenging the status quoist order. To my mind, the objective
of transformation is far beyond the immediate business goals. Its main objec-
tive is to take all such steps that can help the organization to revitalize itself and
to perform to its potential. If these foundational steps that go to the very root
of creating revitalization are ignored in the name of operational exigencies, the
organization can become fundamentally weak to fight the competition. Thus,
taking such steps, to my mind, is the most strategic role of the man at the top.
Our focus, at the bank, during transformation was to challenge the exist-
ing ‘‘operational culture” at every level that was not conducive to innova-
tions. In this culture, the problems were always postponed, lower service levels
accepted, and critical issues suppressed, all in the name of operational exigen-
cies. Our focus on changing the prevailing culture was to take on some issues
head-on more so the delay—causing internal culture, non-responsiveness, and
staff attitudes. We believed that operations are the key to business, but we must
clearly separate the operational roles from the strategic roles. We cannot have
a system where everyone seems to be doing more of the same thing.

Considering our focus on building a facilitative culture and a high per-

forming environment across the bank, we underplayed the near-term financial
performance and focused on the essential issues, the drivers of business. We
solved many outstanding problems that acted as a barrier to business growth
and customer service, such as delays in decision-making, critical staffing issues,
and availability of trained manpower in critical branches. We owned up the
problems and developed accountability within the management to solve those
problems. We micromanaged excellence and eventually developed a culture
that promoted goodwill with customers as well as with the employees. We also
promoted a culture of response and learning across the organization, through
various initiatives. Many of our initiatives helped us to create a culture of
innovations and recognition of merit. It was due to investment in creating
new culture that bank achieved extraordinary results. A key learning is that
culture can be changed fast, provided bottlenecks are tackled, accountability
is fixed, people capabilities are renewed, and processes and systems get con-
stantly reviewed and challenged internally.
5. Relentless focus on execution

In large organizations, there are many bottlenecks that can frustrate the pro-
cess of execution. Owning up responsibility and giving speed and momentum
to the process of implementation is a key challenge. We believed that speed is a
new competitive advantage and we wanted to demonstrate that we can deliver
fast and surprise our stakeholders. Execution requires identifying champions
for specific projects, competent team members, and making available all pos-
sible support to achieve the project goals.
The CEO developed an ambitious, 100-days agenda for the bank in con-
sultation with the top team and the same was successfully implemented. This
gave the team a sense of confidence and set the stage for many changes at a
much higher speed. Our setting up of 500 ATMs, 550 8 am to 8 pm branches,
and rebranding of the bank, all in the first 100 days, could be achieved by
removing bottlenecks, raising the motivation level of the team, periodically
reviewing the progress at the highest level, and engaging the entire top man-
agement and concerned employee in owning the project. We also rewarded
“Execution Czars’ through incentives like overseas training.
6. Gaining and working on field wisdom

In large organizations, the corporate and the field level are often separated
by the web of hierarchy, rules, procedures, and lack of accountability for
timely response. It is the field managers and other front line employees who
directly interact with customers on a day-to-day basis and possess a big
repository of customer insights and competitors’ strategies. These insights
need to be captured in time and worked upon to bring about necessary
policy changes. This requires creating an open and unrestricted system of

communication between the field and the top management. Policies, based
on contributions of the field staff, need to be highlighted and show-cased.
During transformation in the bank, we developed strong field orientation.
The CEO and the top team extensively traveled and collected many insights
from the employees and customers. Many problems were identified that
obstructed effective delivery of services. We worked upon many insights gath-
ered by us. In many cases, we changed product features in our retail loan prod-
ucts on receiving insightful suggestions and feedback from our front line staff.
We also created a special email ID “Ideas@bankofbaroda.com” to encourage
ideas and insights from employees. Many such ideas helped the bank to bring
about changes in our products, system, and processes.
7. Engaging employees

For transformation and implementation of vision, engagement of employ-
ees becomes the cornerstone of success. It is they who deliver the services,
who make customers experience their moments of truth, who bear the brunt
of irate customers, and also who suffer the pressures of work. They need to
understand the logic and rationale of the change, the cost of not undertaking
such a change, and the benefits of change on their careers and quality of life.
They also need to feel confident about management intent and compassionate
attitude. Finally, they would want to be sure about a fair system in place, in
dealing with their career and personal issues. Thus, engagement of employees
involves engaging them through their minds and hearts.
In the transformation journey of the bank, employee engagement was our
core value. We posted a bright HR manager in CEO secretariat to focus on
employee engagement programs such as Sampark (direct hotline to chair-
man), Paramarsh (professional counseling services), and employee conclaves
(large group events). It was because of engaged employees that the bank
achieved dramatic business results and the perception of analysts about the
bank changed from “A bad apple to a valuable brand.”
8. Building strong communication architecture

Communication with the stakeholders, and more particularly with employees
and customers, is the lifeblood of a pulsating organization. Most problems in
organizations are experienced on account of deficit communication, which
can lead to indifference among employees. Building a communication culture
with employees, customers, as well as other stakeholders accelerates the pace
of transformation. In the transformation of a large organization, it is only
through open communication channels that an organization can create align-
ment of its vision across all its hierarchies.
During transformation in the bank, the CEO organized and attended
dozens of town hall meetings to excite the staff about the new vision and to
listen to their concerns. The CEO benefited a lot from the insights received

during such interactions. Besides this, monthly letters, individually addressed

to 40,000 staff explaining the context of initiatives, were sent. Employee con-
claves (large group events) were organized, the house journal was made more
employee-focused, and a new communication culture was created, which aimed
at responding to every single communication from employees and customers.
9. Building human capital

No transformation can be sustained without a constant focus on develop-
ing human capital. In the changing environment, continuous innovations in
designing new products, service delivery, and also using technology smartly are
necessary. Thus, emphasis on building human capital cannot remain merely
a matter of good intent. It must find its expression in developing a concrete
agenda in creating human processes that facilitate development of new capa-
bilities, new perspectives, and a new mode of thinking. This requires relentless
efforts by the CEO and the HR team, an investment of time and money in
designing careers, having reliable systems of performance management, and
creating opportunities for personal growth.
In the bank, we kept a rather obsessive focus on developing new capabilities
in the emerging areas such as technology, corporate credit, treasury opera-
tions, and international banking. Utmost attention was given to developing
excellence in our in-house training establishments and exposing thousands of
our staff to training in new technology and the software which the bank had
adopted for providing anytime anywhere banking. The bank also trained its
front line people in building a “sales and service” culture. The bank also com-
menced on a project for grooming 300 leaders for the future.
10. Tough love

Finally, the transformation involves a certain degree of toughness and deter-
mination in dealing with the evolving problems. Past legacies sometimes
create tight comfort zones, which tolerates mediocrity and average and incre-
mental growth. Factors inhibiting performance and customer services need
to be identified and tackled. Urgent attention has to be paid to create a has-
sle-free working environment. Transformation should challenge factors inhib-
iting performance, through a combination of persuasion and tough actions
in appropriate cases. A new environment of performance has to be quickly
put into motion. Moving toward a performance and productivity culture can
never be without problems and a tender-minded approach can be counterpro-
ductive, more so when the tenure of the CEO is short and agenda for change
is large. However, an environment of performance and a rapid pace of trans-
formation can only be sustained when there exists a culture of compassion in
dealing with genuine employee problems.
During our transformation program, we initiated a number of programs to
deal with the emergent problems faced by the employees. As mentioned above,

two such programs, Sampark and Paramarsh, helped create confidence among
employees about the bank’s priority in dealing with the life and death issues faced
by the employees with speed and compassion. Our tough love policy gained sup-
port from majority of the employees and the recognized workmen union.
Conclusion
This chapter succinctly details how organizational transformation has been

brought about in a century-old public sector bank in India through use of
HRD values, process-oriented interventions blended with business direction,
and by creating and promoting a facilitative environment for turbo-charging
the change process. Mobilizing people’s passion by dynamic engagement pro-
cess, creating an architecture of intangibles and a culture of responsiveness,
and re-energizing everyone for a new future of the bank have been the hall
mark of the leadership effort. This has truly been an organizational transfor-
mation covering not only business growth but also a complete business over-
haul in terms of business direction, change initiatives, and the intensity of
change. A downswing has been converted into an upswing. It is a classic case
of an organization where human resources have been successfully harnessed
and HRD has contributed significantly to the entire transformation exercise.
The success of transformation, however, in public sector companies
depends more on the passion, courage, and integrity of the CEO. Long tenure
of the CEO becomes a positive factor only when these factors exist. The risk
factors are many in public sector enterprises/banks such as lack of support
from government and bureaucracy, role of investigative agencies in commer-
cial decisions, trade union resistance, political interference, and a complaint
culture. What looms large in the mind is, there are no rewards for all the
efforts put in but there exists a risk that problems can chase someone even
after superannuation. So, the general tendency is to stay clear of opening too
many fronts (changes) and to focus on day-to-day performance issues. The
general adopted style is to keep unions happy (by not taking any steps that can
change status quo), keep staff and others happy to ensure that no complaints
are sent, to avoid any measures that can disturb comfort zone of management
staff and trade unions, and to remain on the right side of the government and
bureaucracy. In short, risk-averse attitude is normally prevalent.
Transformational initiatives can make a CEO vulnerable—emotion-
ally, intellectually, and physically. This perhaps explains that barring some
extra-ordinary individuals who dare to transform, most settle for a path that
avoids any major trouble from any such sources. They work very hard on
performance issues but often fail to undertake decisive steps to focus on the
long-term health issues of the organization and transform the organization.
In the present case of BOB, the CEO, being an insider, understood the prob-
lems that stymied the growth of the bank. The real problem was the prevailing IR
situation that often handicapped operating managers to pursue business initiatives.

The CEO was also an IR/HR specialist, who had done his PhD. on the bank’s
IR. His doctoral study provided him deep insights into the dynamics of IR in the
bank. Unlike most of his predecessors, who avoided dirtying their hands in this
messy function, the CEO was professionally competent to deal with the problem
and dared to do so. The IR problems were tackled head-on and many initiatives
led with courage and commitment, extricated the bank from daily IR problems.
This gave freedom to the operating managers to manage. Alongside, a huge effort
in building employee centricity through engagement and capability building was
unleashed. This led to a breakthrough in setting the stage for a new performance
culture, which eventually led to successful implementation of technology, many
customer-centric innovations, and rapid business growth for the bank.
Transformation can be successful if the main problems blocking perfor-
mance are identified and resolved. Transformation is not transplantation of
the new on to the old. Old ways of doing things, old structures that stifle
decision-making , old bureaucracy without accountability, old attitudes that
dictate and control from the power of position, all these need to be changed
and people need to be shifted from their comfort zones. Transformation
requires replacing the old lenses and raising everyone’s sight to a higher level
to see the world. This requires extreme engagement of the CEO, which calls
for a vision beyond business. Quick results in measurable matrix of business
alone cannot be goal of transformation. The goals of transformation are: to
make an organization healthy to face the tsunami of change and to deliver
during both good and not so good times. It should provide stability and com-
petence to grow year after year, better than the best. It also readies the organi-
zation to undertake new ventures with determination and grit.
A final personal note

After transformation of BOB, I have had the privilege of addressing many
audiences of top managers, company boards, as well as students. A question
often asked is: How is it that in spite of many risks in the public sector and no
particular mandate of the government to undertake such a multidimensional
transformation, why did I venture to undertake such a transformation and
invite the ire of many vested interests? What was the trigger for my actions?
What if I had messed up and failed?
My spontaneous response has been that my angst was the trigger for trans-
formational initiatives: Angst with status quo; with the way bank surrendered
to trade unions and put most operating managers at their mercy; against
the internal bureaucracy, against lack of response to customers and employ-
ees, and a collective conspiracy for complacency (where everyone failed to
acknowledge the problem even when the bank slid to no. 4 position from no. 1
in just four years). This angst was a driving force to push change.
Then, a final question that I asked to myself was: Why am I here as no. 1
among 40,000 employees? Am I here to pass my time and guard myself against
all possible odds? It was more a matter of conscience that I was willing to try and

fail instead of not trying and later bemoaning the opportunity lost. I wanted to
deploy myself completely and mobilize others. Soon, you begin to realize that
your own enthusiasm ignites infectious energy in others, it then expands, and
you find more and more people join you in the journey. It is a different kind of
momentum that charges the foot soldiers as much as the generals.
The transformation appears imminent and its consummation not far away.
I am reminded of what Robert Kennedy said:
Each time a man stands up for an idea, or acts to improve the lot of others, or strikes
out against injustice, he sends forth a tiny ripple of hope and crossing each other
from a million different centers of energy and daring, those ripples build a current
that can sweep down the mightiest wall of oppression and resistance.
Despite all the challenges, occasional personal humiliations, and constant

hounding by vested interests during this journey, we kept going. Personally,
here was an opportunity to make a difference in the life of others through
the organization and therefore, everything else became secondary compared
to my own aspiration to seize the moment to step forward without fear of
consequences. We eventually survived to see BOB become a valuable brand
in just 900 working days. Thankfully, it continues to double business every
three years, a trend set by the current transformation. The final learning is:
Investment in ‘‘intangibles” works!

Appendix
No Intangibles Focus Mechanism

1 Compelling A. Conceptualizing and Building a • Draft vision document arrived at in the morning meeting sessions
Vision Vision for the Future • Board after elaborate discussions, finalized the Vision document
• Sharing the Vision across the bank through structured communication
• Developing accountability at all levels for execution
• Mechanism for periodic review and Board and management level
2 Employee A. Engagement • Employee Conclaves,
Centricity • Monthly letters individually addressed to employees
B. Caring • Hotline to CMD (Sampark); Professional Counseling services (Paramarsh)
C. Listening • Town hall meetings
• idea@bankofbaroda.com
3 Customer A. Listening to Customer Issues • Hotline for customer grievances; customer meet at all levels
Centricity B. Speed Retail/SME • Retail Loan Factory, SME Loan Factory
• Time deadlines for sanction of loans
C. Innovation in Service level • 8 am to 8 pm Banking, 24 hr Banking, Gen Next branches
4 Communication A. Building Communication • Town hall Meetings with Employees –“ Manager to Messenger” program
Culture Culture across bank across the country
B. Creating Culture of • Guaranteed reply to any communication from Employees
Responsiveness • Regular communication with customers & all other stakeholders
C. Reaching out to Customers and
Employees
5 Leadership A. To create operational Business • A project to develop 300 Leaders
Pipeline and Strategic Leadership • Consultants Hired to undertake and implement the project.
6 Speed A. Challenging Timelines for • 500 ATMs in first 100 days
Technology Implementation • First CBS branch in just 8 months after signing the contract
12/31/2015 5:47:28 PM
B. Quick response to all • 100 days challenging agenda accomplished
stakeholders § 550 branches
§ 500 ATM
§ Logo changed and new logo revealed
§ 200 ATMs on a single day
C. Creative destruction of delay Continuous review of processes.
producing process and New Reduced layers in Credit sanctions
Mindset
7 Leveraging A. To set in motion all pro- • Interconnectivity of the Branches
Technology cesses for implementing the • Commenced CBS implementation
Technology project including • Operationalized 1700 branches on CBS
CBS and commissioning of • Training of more than 15,000 staff
Data Center • Setting up of a specialized IT Training Center
• Upgrading of existing IT superstructure
• Promotion of digital literacy across the organization
• Global Data Center
B. Quick expansion of the ATM • Commenced ATM Expansion
Network
8 Building Human A. Capability Building of new • Creation of a new training outfit to create digital literacy in the front line.
Resources environment (Sales/ Marketing/ • Marketing and Selling Skills for frontline
Digital)
B. PMS and talent search • New PMS
internally • Introduction of Performance Appraisal System for workmen staff
• Building Performance Culture
• Khoj: Talent identification Program
C. De-bureaucratize HRM • Introduction of single web enabled HRMS
• HRness and Employee Payroll System for global operations
(Continued)
12/31/2015 5:47:28 PM
(Continued)
No Intangibles Focus Mechanism

D. Structure & Systems of HR • A new organizational structure of HR
• Reinvigoration of HR Steering Committee of the Board
9 Leadership A. Promoting Strategic Thinking, • Daily Morning meetings with strong focus on “Processes” to build depth and
Excellence Emotional intelligence and breadth of thinking, develop sensitivity to others point of views.
reflective ability • Forum of collective reflection.
B. Behavioral Competencies & • Identification of Leadership Competencies
Marketing Skills • Comprehensive Leadership Development
C. Developing Young Leadership • Identification of different stages of Leadership Development
• Implementation
10 Ethics and A. Creating an architecture of • Quick action in cases of reports of incidents of unethical working, training in
Governance ethical functioning preventive vigilance
B. Zero tolerance for ethical • Introduction of whistle-blower mechanism
violations • Setting up anti Sexual Harassment committee
C. Getting Board engaged and • Setting up of Board Committee on Human Resources, which also included
using their expertise issues in ethical governance
D. Authentic reporting of issues • Board always informed about achievements as well as challenges and failures.
and problems and ensuring
transparent discussions at
Board Level
11 Branding A. Building New Image and repo- • Rebranding of bank involving Logo change, appointment of Youth icon and
sitioning as India’s International cricketer Rahul Dravid as Brand ambassador
Bank • Ads and TV campaigns especially created to reach out to youth
B. Projecting bank as a Universal • Refurbishment of Branches
Service provider and multispe- • Creation of Gen Next Branches
cialist bank
12/31/2015 5:47:28 PM
12 High-performance work
systems: An e
merging
dimension of strategic human
resource management
D. M. Pestonjee and Naresh N. Mehta*
Introduction
In the 20th century, one of the major challenges faced by practicing human
resource development (HRD) managers is to understand business strategy of
the organization. As a result, it limits their ability to design and execute an
appropriate people strategy and bring alignment with business strategy to create
synergies. An appropriately designed strategic human resource management
(SHRM) system creates an environment for improving productivity, creativity,
and innovation by the people of an organization for developing business models,
strategies, processes, technologies, services, and products. The long-term success
and sustainability of the organization can be attributed to improved produc-
tivity, creativity, and innovation carried out by the people within an organiza-
tion on a continuous basis. Synergized people and business strategies enhance
resilience power of organization in global economic conditions of “VUCA”
(volatile, uncertainty, complexity, and ambiguity). While business managers
design and execute business strategy to create sustainable competitive advan-
tage for the organization to win the battle of fierce competition, the role of a
practicing HRD manager is to design and execute people strategies in align-
ment with a business strategy to achieve sustainable competitive advantage
through people. Usually, business strategy contains the elements of product and
service differentiation, unique positioning of organization in market place, and
* The authors would like to gratefully acknowledge conceptual and analytical inputs from Dr S. M.
Khan, Psychologist, Indian Railways and Daanish D. Pestonjee, doctoral candidate at University of
Arkansas, USA.

148 D. M. Pestonjee and Naresh N. Mehta
identifying target groups for their products and services, etc. Since people have
taken central role in the organization, the practicing HRD managers have to
design and execute people strategy covering following elements:
1. The human resources must be of value: people are a source of competitive

advantage when they improve efficiency and effectiveness of organization.
Customer value proposition is enhanced when people find ways to reduce
cost and provide something unique to customers or combination of both.
2. The human resources must be rare: people are a source of competitive advan-
tage when their skills, knowledge, and abilities are not equally available
to competitors.
3. The human resources must be difficult to copy: people are a source of compet-
itive advantage when people’s capabilities, contribution, and teamwork
cannot be copied by competitors.
4. The human resources must be organized: people are a source of competitive
advantage when the talents of people can be combined and deployed to
work on new assignments at short notice.
But, the first question raised by practicing HRD managers is: How do we
comprehend the SHRM systems, policies, and practices as a part of people
strategy?
SHRM systems, policies, and practices as a part of people

strategy
Becker and Gerhart (1996) and Schuler (1992) observed that strategic human
resource (HR) activities may be conceptualized along several levels of anal-
ysis. At the lowest level, HR practices reflect specific organizational actions
designed to achieve some specific outcomes. At a higher level of abstraction,
HR policies reflect an employee-focused program that influences the choice
of HR practices. An HR system operates at an even higher level of analy-
sis and reflects a program of multiple HR policies that are espoused to be
internally consistent and reinforced to achieve some overarching results. For
example, any business conglomerate comprising various businesses that are in
to different stages of their life cycle, like some strategic business units (SBUs)
in their incubation phase, stable and matured phase, growth and expansion
phase, and/or in their decay phase. In such a wide-ranging situation, the
practicing HRD managers have to design and implement comprehensive
strategic HR systems at corporate level, which is the highest level in the orga-
nization. But at the SBU level, the practicing HRD managers have to design
and implement an appropriate HR policy to drive various employee-focused
programs that influence the choice of various HR practices. Further, the
practicing HRD managers have to design and implement appropriate HR
practices at departmental and employee levels to achieve specific outcomes

High-performance work systems 149
in each SBU (e.g., cost reduction skills of people working in SBU which is in
decay phase, merger and acquisition competencies of people working in SBU
which is in growth and expansion phase, etc.). The practicing HRD managers
have to measure effectiveness of HR systems, policies, and practices period-
ically to realign people strategy with business strategy on a continuous basis.
The authors have standardized and published one such research instrument
named “Strategic Talent Management Practices Scale” (Mehta, Pestonjee, &
Khan, 2015). Let us take another example. An organization is engaged in
designing, manufacturing, and selling stand-alone engineering equipment for
a long time, and now the organization changes its business strategy to reposi-
tion itself in market place as a total solution provider. This change in business
strategy calls for reviewing its people strategy in terms of vision, mission, cul-
ture, mindset of people, skills and competencies of people, business systems,
and processes. The practicing HRD managers have to realign people strategy
(e.g., new skills for solution designing, selling skills for solution providing, proj-
ect management capability, etc.) of the organization in view of new business
strategy. Let us take one more example. An engineering business conglomer-
ate, knowing the market potential and core competency of the organization,
now decides to launch a new venture in the space of renewable energies as
a part of their inorganic growth strategy by acquisition. The question to the
practicing HRD managers is that the cultures of two different organizations
need amalgamation or stay as two different cultures. The practicing HRD
managers will have to realign people strategy from the viewpoint of multi-
ple cultures of existing and newly acquired organizations that the people will
now live their lives under one umbrella (e.g., induction program, sensitize the
people of newly acquired company about values systems, culture of existing
organization, etc.). One other example worth taking note of is of a business
conglomerate operating in the space of B to B (business to business), B to C
(business to consumer), and C to C (consumer to consumer) through various
SBUs altogether. This business conglomerate would have offerings of engi-
neering products, consumer products, banking, financial and insurance ser-
vices, health care, hospitality, pharmaceuticals, information technology (IT)
and information technology enabled services (ITES), buying and selling on
Internet, infrastructure and power, steel and mining, automobile, etc., under
just one umbrella. For such business conglomerate, vision, mission, and cul-
ture would also be different for each SBU. In addition to this, their corporate
strategy, business models, and business strategy would be different for each
SBU. In such a wide-ranging business environment, the practicing HRD man-
ager working at corporate level will have to take a bird’s eye view to design
and execute people strategy in alignment with corporate business strategy at
corporate level. Not only would this, but the chief of the HRM will have to
design broad-level SHRM systems at corporate level. Followed by this, the
practicing HRD managers working at various SBU levels will have to cus-
tomize HR policies most appropriate to their SBU along with various HR
practices at departmental and individual employee levels.

The second question raised by a practicing HRD manager is: Do we have a

continuum for SHRM systems, policies, and practices and how their concep-
tualizations vary across the continuum to achieve desired objectives?
Continuum for SHRM systems, policies, practices, and its

conceptualization
SHRM systems are conceptualized as follows. First, HR systems are often

implied to span a continuum of two extremes ranging from high performance
or commitment-oriented to more control-oriented HR systems (Arthur, 1992,
1994; Delery & Doty, 1996; Guthrie, 2001; Huselid, 1995). Essentially, HR sys-
tems are oriented toward high performance through investment in employees
or toward a more administrative or controlling approach to manage employ-
ees. “The goal of control human resource systems is to reduce direct labor
costs, or improve efficiency, by enforcing employee compliance with specified
rules and procedures and by basing employee rewards on some measurable
output criteria” (p. 672). Guthrie (2001), for instance, created a continuum
HR system index with high scores reflecting high involvement, and with low
scores reflecting a more control-oriented HR system. However, some research-
ers have implied that many types of HR systems may not be limited to per-
formance versus a control dichotomy (Lepak & Snell, 1999, 2002; Youndt et
al., 1996). The second implication is that HR systems may be designed to
achieve various objectives. For instance, some authors conceptualize these sys-
tems as comprising HR practices that focus on enhancing employee commit-
ment (Arthur, 1992), and others conceptualize these systems as a focus to use
certain HR practices to maximize employee potential and other practices to
maximize administrative efficiency (Youndt et al., 1996). Others conceptual-
ize these systems as a function of the degree to which different HR practices
are oriented toward maximizing organizational performance (Huselid, 1995).
Bowen and Ostroff (2004) noted that the content of HR systems “should be
largely driven by the strategic goals and values of the organization,” and “to be
effective in terms of content, the foci of the HRM practices must be designed
around a particular strategic focus, such as service or innovation” (p. 206).
Variations and conflicting conceptualizations of the same SHRM practices
exist for different systems. For example, Dyer and Reeves (1995) noted that
incentive bonuses were a component of the “control” HR system proposed
by Arthur (1994), and a part of the “flexible” production scheme proposed
by MacDuffie (1995). Becker and Gerhart (1996) cited differences in the use
of variable pay by Arthur (1994), Huselid (1995), and MacDuffie (1995). Low
emphasis was placed on variable pay as part of a “commitment” HR system
in Arthur’s (1994) study, and greater emphasis was placed on variable pay as
part of HPWS in studies by Huselid (1995) and MacDuffie (1995). Huselid
(1995) and Pfeffer (1995) described the use of internal promotions and access
to formal grievance procedures as part of high-performance HR systems.

However, Arthur (1994) and Ichniowski, Shaw, and Prennushi (1997) included
these as elements of more rigid HR systems. Becker and Huselid (1998)
termed these two practices as components of “bureaucratic HR” systems when
viewed individually. From a theoretical perspective, a challenge is to identify
which SHRM practices should be included or excluded to achieve desired stra-
tegic objectives. However, we do not have a well-accepted conceptualization of
SHRM systems, policies, and practices.
The third question raised by practicing HRD manager is: Which SHRM
systems, policies, and practices are best suited to organization from time to
time? Which SHRM practices must be included or excluded and how these
practices are interrelated. Is there a multiplicative or an additive effect that
must be examined when such practices are implemented simultaneously? Are
some SHRM practices redundant or complementary to others? These ques-
tions have no single answer!
Fitment of SHRM systems, policies, and practices to the need

of organization
Improving on the arguments of Batt (2002), Delery and Shaw (2001), Huselid
(1995), and MacDuffie (1995), it was posited that Human Resource (HR) sys-
tems consist of three distinct HR policy domains that are oriented toward influ-
encing employee knowledge, skills and abilities, employee motivation and effort,
and provide opportunities for employee contribution. The set and structure of
SHRM practices for individuals and organizations, used separately in practice,
fail to reveal potential significance of unmeasured SHRM practices when used
together. Studies have documented organizational benefits derived from specific
SHRM practices used in isolation but not synergistically. Therefore, a systems
view is more relevant. Delery (1998, p. 291) argued that, “the basic assumption
is that the effectiveness of any practice depends on the other practices in place.
If all of the practices fit into a coherent system, the effect of that system on
performance should be greater than the sum of the individual effects from each
practice alone.” There are many variations of SHRM systems available in the
literature, such as HPWS (Huselid, 1995), human capital enhancing HR sys-
tems (Youndt et al., 1996), high involvement HR (Lawler, 1992), sophisticated
HR practices (Koch & McGrath, 1996), and commitment-oriented HR systems
(Arthur, 1992; Lepak & Snell, 2002), HR systems for occupational safety, HR
systems for customer services, etc., to name a few. Inconsistencies in the SHRM
structure and several conceptualizations have been observed in the literature.
A lack of consistency and consensus regarding SHRM systems, policies, and
practices limits the ability of practicing HRD manager to truly understand
their features to develop a cumulative body of knowledge for organizational
results. SHRM has a long list of SHRM practices. Misunderstanding about
SHRM systems, policies, and practices by practicing HRD manager results in
poor performance of the organization.

The fourth question raised by a practicing HRD manager is: What is the
importance of HPWS in twentieth century to achieve organizational strategic
objectives?
HPWS: An emerging dimension of SHRM
The high-performance work systems (HPWS) is an organizational architecture

that brings together work, people, technology, and information in a manner
that optimizes the congruence of fit among them to produce high performance
in terms of the effective response to customer requirements and other environ-
mental demands and opportunities (Nadler, Gerstein, & Shaw, 1992, p. 118).
The consensus about HPWS (Huselid, 1995) or high-involvement HR systems
(Guthrie, 2001) exists with unclear relationship among them for their advan-
tages. However, the question is: Is there a single overarching SHRM that is
most effective or are there various SHRM that are effective within and across
organizations for achieving different objectives? Organizational climate litera-
ture draws attention to different types of climates achieving different objectives.
A climate has been defined as organizational members’ perception of formal
and informal organizational policies, practices, and procedures (Reichers &
Schneider, 1990). In particular, organizational practices, policies, and procedures
are argued to influence the organizational climate, which influences employees’
collective attitudes and behaviors, which in turn influence organizational effec-
tiveness (Ostroff & Bowen, 2000; Ostroff, Kinicki, & Tamkins, 2003). The poli-
cies and practices, included in HR systems, have been argued to be particularly
influential in shaping employees’ climate perceptions (Klein & Sorra, 1996;
Schneider, 1990). Conceivably, the HR system that has received most attention
in the literature is HPWS. As noted by Huselid (1995, p. 635), “high perfor-
mance work practice can improve the knowledge, skills, and abilities of a firm’s
current and potential employees, increase their motivation, reduce shirking,
and enhance retention of quality employees while encouraging non-performers
to leave the firm”. As noted by Zacharatos, Barling, and Iverson (2005), HPWS
encompass elements of both the high-commitment and high-involvement HR
system approach, but are broader in scope. These systems emphasize the poten-
tial competitive advantages that might be realized by employees through HR
practices that treat workers with respect, invest in their development, and foster
trust in management and commitment toward achieving organizational goals.
Specifically, it consists of nearly all types of best practices including selective
staffing, individual and group incentives, benefits, intensive training and devel-
opment, performance appraisal, teams, employee involvement, work–life bal-
ance programs, and information sharing. Researchers have shown the use of
HPWS to be associated with employee turnover, as well as financial and mar-
ket-based measures of organizational effectiveness (Huselid, 1995). The open
system perspective states that successful organizations are good at transforming
inputs into outputs. However, it does not identify the subsystem characteristics

that distinguish effective organizations from others. Consequently, an entire

field of research has blossomed around the objective of discovering the best
“bundle” of organizational practices that offers competitive advantage. This
research has had various labels over the years, but it is now most commonly
known as high-performance work practices (HPWP) (Appelbaum, 2000;
Benson, Young, & Lawer III, 2006; Sels et al., 2006; Zacharatos, Barling, &
Iverson, 2005). The HPWP perspective is still developing, but it already reveals
important information about specific o rganizational practices that improve the
input–output transformation process. Still, this perspective has been criticized
for focusing on shareholder and customer needs at the expense of employee
well-being (Godard 2001; Murray, 2002; Harley, 2005). Organizations are
more effective when they consider the needs and expectations of any indi-
vidual group or other entity that get affected by the organization’s objectives
and actions. This approach requires organizational leaders and employees to
understand, manage, and satisfy the interest of their stakeholders (Friedman
& Miles, 2006; Barnett, 2007; Freeman, Harrison, & Wicks, 2007). The stake-
holder perspective personalizes the open system perspective; it identifies specific
people and social entities in the external environment as well as within the orga-
nization (the internal environment). It also recognizes that stakeholder relations
are dynamic; they can be negotiated and managed, not just taken as a fixed
condition (Eden & Ackerman, 1998).
In the twentieth century, SHRM has almost become synonymous to stra-
tegic talent management system (STMS) and the organizations have started
to adopt some of the latest strategic talent management practices (STMP)
like talent acquisition of strategic job families, development of high per-
forming and high potential strategic talent, strategic performance manage-
ment based on balanced scorecard (BSC) and/or management by objectives
(MBO), and strategic compensation and benefits, which are aligned to busi-
ness strategies. It is observed that HPWS is yet to be adopted by practic-
ing HRD managers working in small and medium-sized industries, some
of which aspire to transform them into large corporation. Therefore, it is
suggested to the practicing HRD managers to review literature of past and
current research to design appropriate people strategy for their organization
with a reference to HPWS.
Several researchers have documented advantages and pitfalls of adopting
HPWS as a part of their people strategy in various organizations. However,
researchers are yet to examine several hidden aspects of HPWS to achieve stra-
tegic objectives from the viewpoint of synergized people and business strategies.
In the year of 2014, in a research on the issue, it was decided to examine
impact of HPWS on innovation and firm’s performance in small and medium-
scale manufacturing industries of private sector in India. The objectives of the
research study were to establish significance of relationships between top man-
agement commitment, HPWS (strategic talent management practices, job/
work design), innovation, and firm’s financial performance and thus to under-
stand the impact of variables on each other individually and synergistically.

The objective was also to examine the moderating role of job/work design on
innovation. The research was carried out in 14 small and medium-scale man-
ufacturing companies situated in various parts of India. Qualitative and quan-
titative research methodologies were adopted for the purpose of triangulation.
The sample comprised 725 individuals working in 14 companies. A customized
survey questionnaire consisting of 86 items was used. Construct validity and
reliability, mean, standard deviation, and correlation matrix were worked out.
Cronbach’s Alpha of 0.94 was found for the whole survey questionnaire. In
addition to this, a customized survey questionnaire was administered to collect
data on top management commitment and financial performance. Interviews
of top management and HR heads were conducted for the purpose of fur-
ther analysis and triangulation. The companies were classified from collected
data as high and low top management commitment toward HPWS and their
impact level on HPWS was analyzed. Inter-correlation between HPWS (stra-
tegic talent management practices and job/work design) and innovation was
analyzed with direct and moderating role of job/work design. Impact of inno-
vation on company’s financial performance was analyzed. Synergistic impact
of all the variables on company’s financial performance was also analyzed.
The authors developed and tested the model given in Figure 12.1:
Figure 12.1. Theoretical model for high-performance work systems
HPWS Theoretical Model

(V2)Strategic Talent
Management Practices
- Recruitment &
selection of strategic
job families
- Development of high
(V1)Top potential & performing
Management (V4)Innovation
strategic talent
Commitment - In Technologies (V5)Firm’s
- Strategic performance
- In Processes Financial
management
- In Products and Performance
- Strategic
services
compensation and
benefits
(V3)Job/Work Design
- Job rotation
- Job enrichment
- Job enlargement
- Autonomy
- Empowerment
Source: Mehta, N. N (2014).

In context to the above-mentioned theoretical model, the different dimen-

sions identified for each variable were: HPWS—talent acquisition, perfor-
mance management, compensation, training and development, strategic
benefits, skill variety for the variable of strategic talent management prac-
tices: job characteristics, task identity, autonomy, job empowerment, job
enlargement, skill multiplicity for the variable of job/work design: thinking
space, innovation entrepreneurship, idea management, innovation culture,
innovation technology, inbuilt innovation for the variable of innovation from
the viewpoint of multicolinearity. Descriptive statistic was deployed for the
analysis of gender, age group, experience, and qualification. The Pearson
Product Moment Correlation (zero order) was deployed to examine impact
and correlations between variables. Multiple liner regression analysis was
applied to summarize the data, as well as to study relationship between sin-
gle-criterion variable and many predictor variables and goodness of fit of
model. Hierarchical (moderator) multiple regression analysis was applied to
examine moderating effect of job/work design on the relationships of STMP
and innovation. Structural equation modeling (SEM) was deployed to exam-
ine confirmatory and exploratory model fit to proposed theoretical model.
The outcomes of research in brief were: (a) STMP were positively and highly
correlated with job design and all its dimensions (job characteristics, task iden-
tity, autonomy, job empowerment, job enlargement, skill multiplicity). STMP
were also positively and highly correlated with innovation and all its dimensions
(thinking space, innovation entrepreneurship, idea management, innovation
culture, innovation technology, and inbuilt innovation). The magnitude of rela-
tionship of STMP was studied with job design and innovation in reference to
high and low committed top management. It was observed that the magnitude
was smaller on autonomy, job enlargement, skill multiplicity, and overall job
design for low committed top management in comparison to high committed
top management. The magnitude of relationship of STMP with innovation
was smaller on idea management, innovation culture, innovation technology,
and overall innovation for low committed top management in comparison with
high committed top management. (b) The multiple linear regression analysis
revealed that proposed variables are significant predictors of innovation in case
of both high and low committed top management. (c) The result confirms that
there was no overall moderating effect of interaction of STMP and job design
on innovation. There was no moderating effect of interaction of STMP and
job design on innovation in case of high and low committed top management.
However, the probability to reject the hypothesis was lesser in case of high com-
mitted top management in comparisons to low committed top management.
This leads us to infer that there is a low moderating effect of interaction of
STMP and job design on innovation. (d) Job characteristics, task identity, and
job design (in combination with skill variety and STMP) influenced the inno-
vation ability of employees. At the same time, many other factors/variables of
even greater influence were clearly operating to determine the innovation and
resulting financial performance and were beyond the scope of the study.

Conclusions
Alignment of people and business strategies is extremely important for the

practicing HRD managers to create sustainable competitive advantage
through people, develop synergies, and build resilience power of organization
in competitive business environment. While lots of ambiguity and non-con-
sensus about SHRM systems, policies, and practices exist in the literature,
HPWS is now drawing the attention of the practicing HRD managers. We
hope that this article will bring insights for them. It is suggested to practic-
ing HRD managers to undertake thorough literature review on SHRM and
HPWS in particular and to include or exclude relevant HPWS practices
while developing people strategy for their respective organizations. Further,
it is also suggested to practicing HRD managers working particularly in small
and medium-scale industries to adopt an appropriate HPWS as part of their
people strategy and carryout research on HPWS implemented in various for-
mats in their organization for adding value.
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13 Habitual mindsets to
mindfulness: Wise
approaches to change
management
S. Ramnarayan
A construction agency made an offer to the members of a cooperative housing

society. Two additional floors will be built in the apartment complex, and the
new apartments on those floors would be sold to new members. The income
would be utilized to enlarge and renew the apartments of existing members at
no additional cost. The offer was unanimously and enthusiastically accepted.
But the mood turned ugly as soon as the work started. There was noise, muck,
and disruptions from the building construction work—the residents were not
ready for this. At the ‘‘head’’ level, they liked the idea of larger, renovated
apartment at no cost; but at the ‘‘heart” level, they were not willing to put up
with the hassles of transition. This is one of the paradoxes of change—we
like the idea of change when it signifies progress; but we do not feel like giving
up the security and comfort that comes from status quo. That is why change
leaders need to go beyond the world of logic, reason, and analysis, and deal
with the challenges of mobilizing people’s emotional energies and generating
trust and credibility in relationships.
How do effective leaders formulate the right change agenda and bring
about successful change? What approaches are required to make meaningful
change happen? Drawing not only on my experiences with a wide variety of
organizations, but also on the extensive literature on the subject, I have out-
lined the approaches that I consider significant.
We often notice that ineffective managers are ineffective because they do
not sufficiently vary their approaches based on the specific context or given
set of circumstances. Their thoughts and emotions become habitual, and they
get entrenched in certain behavioral patterns. With habitual mindsets, behav-
iors become almost automatic. Researchers point out that when thoughts and
emotions become habitual, they form neural networks, and then people start
seeing things through colored lenses or filters. The more people repeat their
behaviors and act in predictable fashions, the stronger the neural network gets.

160 S. Ramnarayan
So people feel convinced that they are absolutely right about whatever they
believe. They have fixed ideas that have not been examined to check their
relevance to the given context. Such an approach is highly dysfunctional when
a manager is navigating through the world of change characterized by com-
plexity and uncertainty.
To be effective in the world of change, you cannot be a prisoner of habitual
mindsets. You need to be mindful. Mindfulness is a state of active, open atten-
tion to the present. Mindfulness means living in the moment and awakening to
experience. When you are mindful of the context, people, and organizational
purpose, you are able to identify appropriate vision, strategy, structure, and
culture to make change effort successful.
Clarity, focus, and emotional

connect with a larger purpose
When Anna Hazare returned to his native village of Ralegaon Siddhi after his
early retirement from the Indian Army, he felt distressed with the economic
and social backwardness of the villagers. His deep dissatisfaction with the status
quo drove him to bring fundamental changes to the social fabric of the village.
In a similar vein, though many capable individuals had preceded Rajiv Jaruhar
in the position of Member (Engineering) in Indian Railways, it was Jaruhar’s
intense feeling that his organization was constantly letting down freight cus-
tomers that fueled his efforts to change axle load against formidable odds.
Many managers at middle or senior levels see themselves as doing a job that
starts at 9 am and finishes at 5 pm. Their habitual mindset puts them perpetu-
ally in a reactive mode. As a result, they do not have much energy for the pulls
and pressures of change. Certain individuals are in the habit of preferring an
accommodating approach in a bid to be perceived as a “nice” human being.
When you are mindful, you notice whatever is happening around you. You feel
excited about a new approach or a possibility of making life around you better.
For example, when benchmarking data is brought in, mindful managers pay
attention to why their own organization seems to be lagging behind on certain
yardsticks. With habitual mindsets, others do not feel inclined to give up the
security that existing standards or targets of quality or pace offer. Their social
consciousness may be low, creating impediments to change.
Thus, a strong emotional connect with a larger purpose is a key starting
point. It translates into a deep desire for change that pushes these persons to
go the extra mile when tackling heavy workloads and meeting tight deadlines.
The renowned economist Lord Keynes has pointed out, “A large proportion
of our positive activities depend on spontaneous optimism…. If the animal
spirits are dimmed and the spontaneous optimism falters, leaving us to depend
on nothing but mathematical expectation, enterprise will fade and die”.
In business organizations, emotional connection may be demonstrated
through passion for products, services, and customers. In non-business

Habitual mindsets to mindfulness 161
organizations, it is evident by the missionary zeal that you bring to the role.
Emotional connection is the source of intensity, energy, motivation, and
commitment, without which you cannot achieve high levels of performance.
Sensitive heart and passionate curiosity for knowledge lead to empathy, better
communication, and understanding of the employee needs. Emotionally con-
nected leaders are able to attract followers. As a leader remarked, “Everything
must have a compelling purpose. Larger the purpose, greater the buy-in.”
Choosing your battle and developing a

thoughtful change plan
Change involves a journey through complexity and uncertainty. In deal-

ing with such challenges, it is necessary for change leaders to explore goals,
strategies, and contextual factors so that they have a framework for effective
decision-making. In the absence of broader understanding, energetic and
well-meaning actions alone are unlikely to pay off. Additionally, while there
may be dissatisfaction with status quo and even agreement on the broad direc-
tion, there could be multiplicity of views with regard to problems to be tackled
and pathways to be taken to bring about change.
With habitual mindsets, managers do not invest sufficient time and pay
adequate attention to key stakeholders to create a shared understanding
of the different dimensions of the problem and also the possible solutions.
Mindfulness involves paying attention to both the formal organization of pol-
icies, structures, and systems and also the informal organization of values,
attitudes, and beliefs.
Thus, it is necessary to focus on the right key priorities to bring about
worthwhile and valuable change. Apart from energy, unless there is focus, it
would not be possible to really make a meaningful difference. To develop a
sense of perspective, you need to understand in detail the environment in
which the organization operates. You must be aware of the mindsets within
the organization concerning the environment. In other words, you need to
understand how the organization is making sense of and interpreting the
environment. You should be aware of the changes in the environment. You
develop a sense of perspective by listening carefully to people with diverse
views, reading widely, and reflecting on your experiences. Sensing of perspec-
tive is largely about mindfulness.
Another key quality is the ability to spot the right solutions to an organiza-
tion’s problems. This comes from an ability to see the big picture and an insight
into the workings of an organization. Individuals with this quality look for
pragmatic and practical, not ideal, solutions. They do not concern themselves
with why something cannot be done. Instead, they focus on what can be done.
As we see in the story of Sudhir Kumar in his role as Sales Tax Commissioner
of Bihar (Box 13.1), an analytical mind helps you question assumptions and
beliefs. Sudhir Kumar’s example shows that it is necessary to select right

162 S. Ramnarayan
Box 13.1 Choosing the right strategic thought
When Sudhir Kumar joined as the Sales Tax Commissioner of Bihar, the
revenues from sales tax were pitifully low. He was given the mandate of
implementing necessary changes for significantly enhancing the tax rev-
enues. He realized that creating maximum impact would require him to
select right strategy or choosing the right ideas. He began by making a
careful and systematic analysis of the organization and the environment.
He interacted with a wide variety of stakeholders with diverse views, read
documents, and reflected on his own experiences. By questioning assump-
tions and beliefs, he developed insights into the functioning of his depart-
ment and taxation issues. Then he considered the question of what could
be the right solutions to the organization’s problems.
His analysis revealed that enhancement of tax collection would require
him first to plug tax avoidance. His thorough homework had given him
insights into the loopholes through which tax was being avoided. For
instance, hair oil was getting taxed as edible oil, mosquito repellent was
getting taxed as pesticide, hybrid seed was getting taxed as food grains, and
packing material was getting taxed as jute. The obvious next step became
one of plugging all the loopholes and controlling tax avoidance. Steps were
also initiated to ensure that these loopholes did not remain in law so that
future tax avoidance was prevented.
Another important strategic idea was that it was extremely difficult to
prevent tax evasion in unorganized sectors like spices or cashew nuts. It was
only in organized sector that the first sale at the point of origin is in white
currency. Kumar felt that by selectively going after specific product catego-
ries like scooters, motor cycles, or cell phones, he would be able to control
tax evasion. This required him to build a reliable database.
He decided to target the 30 largest companies whose stocks made up the
Sensex—the index of the Bombay Stock Exchange. When he found out that
he could get funds for computerization, he computerized his own office and
seven other key offices in Patna, the capital of Bihar. He used these offices
to target the 30 companies. By utilizing the power of computers and infor-
mation technology, he was able to plan and execute decisions with surgical
precision. Thus, he focused on key areas, set concrete, challenging goals for
himself and his people, and made the requisite day-to-day improvements.
His steps increased the tax revenues four-fold in a very short time.
strategy or idea for creating maximum impact. If the basic decisions were
wrong, there was no way that the organization could have achieved perfor-
mance irrespective of the style or approach.
Leading change practitioner Prasad Kumar of the GMR group says, “It is
important whether managers throw up problems, or do they make proposals.
When proposals outweigh problems, potential is activated. Managers should

be able to generate and navigate proposals. The quality of the proposal is

important. It should be as precise as possible in terms of costs or risks. This
requires that you know your job thoroughly. Your strong “will” should trans-
late into a sound change plan that is focused on the fundamental and not
peripheral challenges and appeals to key stakeholders.”
Attention to the ‘‘will” and ‘‘energy” of relevant others
No single leader, no matter how brilliant, can bring about successful transfor-
mation single-handedly. There is a need to create a change coalition consisting
of individuals with necessary expertise, relationship and communication skills,
wide credibility, strong action orientation, and status in the system. For each
major change, the coalition should work with a mission orientation.
As the FSL Foundation story (Box 13.2) shows, when you announce changes
in technology process or delivery system, you are likely to run into active or
passive resistance. The FSL subunit manager exhibited mindful behavior and so
succeeded in managing this resistance effectively. With habitual mindsets, man-
agers typically respond by pushing the change even harder. They apply the force
of reason. They may choose to ignore resistance. Unfortunately these reactions
only increase opposition. Resistance may assume passive forms, but it persists.
It is important to remember that people expressing resistance are not
born resistors whose only mission is to ruin the organization’s change initia-
tive. Change management expert Rick Maurer (2010) states that there are
three forms of resistance. At Level 1, people implicitly say, “I don’t get it!” At
Level 2, the unsaid statement is, “I don’t like it!” At Level 3, the unexpressed
sentiment is, “I don’t like/trust you!” The first level pertains to the world of
information—facts, ideas, analysis, or logical arguments. At the second level,
we are dealing with emotional resistance. This arises from fear—loss of face,
status, control, or even their jobs and future well-being. We confront personally
oriented resistance at the third level. This reflects absence of trust and confi-
dence in the change leader. That makes this resistance a hard pill to swallow.
In organizations, employees couch their Level 2 and Level 3 resistance
using words of reason and logic for their self-protection. But when you listen
with your head and heart, then you realize that there is more than what meets
the eye. Thus the three types of resistance represent three different worlds of
reason, emotion, and trust. As a leader, when you encounter resistance, you
should diagnose the underlying concerns correctly. Ask yourself: “What are
the causes of this opposition?” Resistance should be addressed in the right
way. To deal with emotional or trust issue, you cannot provide information or
make logical arguments. In emotional or trust issue, the more you push with
reason, the more people will get embedded in resistance. On the other hand,
when you listen to people, appreciate their stakes, involve them, and discuss
what is in it for them, you would help people deal with their emotional resis-
tance. It is important to remember that perception is reality. People may read
risks wrong, but in their minds, the danger is real.

164 S. Ramnarayan
Box 13.2 How a manager built the “will” of internal stakeholders
FSL Foundation was in the process of making a change. The unit had
planned to introduce a new computerized Project Management System
(PMS) to replace an older and simpler system that had been locally devel-
oped and easy to use. The subunit manager in ‘‘location A’’ was entrusted
the task of implementing the system in his subunit.
A day-long meeting of 30 to 35 FSL staff from location A was called
to plan the change implementation process. Two senior persons from the
headquarters also visited location A to be at the opening session. They
made a presentation on the advantages of the new system and how PMS
would help generate reports that are useful not only for effective monitor-
ing of different projects being implemented by FSL Foundation, but also
for generating periodic reports for the funding agencies. There were a few
polite questions on the operational aspects of PMS, but there seemed to
be little enthusiasm among the 30 to 35 members of the subunit who had
gathered in the conference room.
The subunit manager felt concerned that there was very little energy or
excitement about moving to new PMS. It seemed to him that the members
had reservations, but they were not expressing them. He initiated a discussion
on why the change was needed. There were a number of views expressed, and
people recognized that the older system was inadequate to meet the emerging
needs. But there still seemed to be misgivings about the new PMS system.
At this stage, the subunit manager tried what he termed a “reverse brain
storming” session. He split the larger group into subgroups of about eight
members each and asked them to brainstorm the reasons why the new
PMS would fail. Though the group initially thought that it was a strange
assignment, they quickly warmed up to the task. In an hour’s time, different
groups came up with their lists, and a total of 45 reasons were listed as to
why the new change would NOT work. At that stage, the subunit manager
informed the group that there was another important part to the exercise—
the group had to remove overlapping items, and prioritize the concerns.
This exercise led to five significant factors that posed major threats to the
successful change implementation. Then, the manager asked the groups
to work out a detailed plan to ensure that those factors were taken care of.
This exercise helped the subunit identify and avoid a number of potential
problems, and contributed greatly to effective change implementation.
Building will and motivation requires attention to certain interdependent

factors: helping people see the need for change; being sensitive to their losses;
learning to influence non-reporting relationships; and building partnerships
and alliances with key stakeholders. While we discuss these aspects separately,
they are somewhat related to one another.

Helping people “see” the need for change: You propose a change based on cer-
tain underlying assumptions and perspective. That perspective marks a radical
departure from the narrow world view that people may hold based on their
limited experience. It is, therefore, imperative that you are able to successfully
show them another world. You have to address certain important questions.
What is wrong? Why do you want to change? Why is it necessary to create
resilience and prepare for a future that has not yet come? What do the present
trends and environmental signals suggest? How do we know for sure? What is
the burning platform? What is the business case? If you are proposing certain
interventions, how are they a solution to our existing difficulties?
In a family business manufacturing plastic tubes, a young family member
wanted the unit to change its approach to product promotion, but knew that
the founder patriarch was not convinced about the need for change. So she
quietly made a short and innovative video film by herself and showed it to a
group of potential customers in the presence of the senior person. When the
older man personally witnessed the excitement that the new approach had
generated among the customers, he immediately approved her change idea.
The youngster had succeeded despite lack of authority and resources. She had
successfully created positive emotions. She did not say, “Our earlier approach
is bad. It is not working. Without change, we’ll be stuck in a rut.” She found
a way to engage fresh thinking and enthusiasm of her superior. She found a
way to instill hope, optimism, and excitement in him. She found the feeling.
The change guru Kotter says that managers focus excessively on logic and
rationality. But core of the matter is always about changing people’s behavior
(Kotter & Cohen, 2002). A logical argument may create understanding, but
not change behavior. Most people assume that people analyze; they think;
and then they change. But Kotter’s research shows that analytical arguments
do not overcome resistance. In successful changes, the sequence of change is
“See–Feel–Change.” When you are able to present evidence as disturbing
look at the problem, hopeful glimpse of solution, or sobering reflection of
your current habits, it speaks to people’s feelings. By carefully thinking about
what your stakeholders would see, you succeed better in making them feel
energized, hopeful, creative, and competitive.
Sensitivity to “losses” of stakeholders: When a traditional family business hired
bright youngsters from top institutions to champion its efforts to enter a new
market, the older employees experienced decreased importance resulting in
negativity (status threat). Sudden inflow of new people led to uncertainty
about future promotions, work distribution, and organizational stability (loss
of certainty). Creation of new teams led to feelings among older employees
that they had less freedom, and this led to increased stress (loss of autonomy).
As known faces were replaced by newer people on certain teams, newcomers
and old-timers started forming separate cliques; there was perceived loss of
support and reduced feeling of belonging (relatedness threat). Finally, new-
comers were perceived to receive higher salaries and better designation (loss
of fairness). Though the leadership wanted to make the change only for the

166 S. Ramnarayan
well-being of the organization and had every intention of continuing to regard

existing people as valuable members, people experienced “losses” all around.
Drawing extensively on social neuroscience studies, David Rock (2009) pro-
poses a simple framework on the kinds of losses people experience when faced
with change. His SCARF model is an acronym for five domains of human
experience: Status is about relative importance to others; Certainty concerns
being able to predict the future; Autonomy provides a sense of control over
events; Relatedness is a sense of safety with others; and Fairness is a percep-
tion of fair exchange between people.
Researchers in neuroscience point out that perceived losses in these areas
activate the same regions of the brain that signal physical pain, thirst, or
hunger, and cannot just be wished away. As human beings, we are wired to
be deeply affected by these “losses.” It is, therefore, very important for change
agents to orchestrate delivery of information and manage employee engage-
ment in such a manner that emotional reactions of affected stakeholders do
not subvert the change effort. In Box 13.3, we present the story of acquisition
of Magadi Soda by Tata Chemicals. Though Tata Chemicals had intended
it as a progressive move for internationalization and growth, employees in all
units experienced a sense of loss.
Box 13.3 Change perceived all around as “loss”
Tata Chemicals Ltd (TCL) was in the middle of a major change pro-
gram of internationalization. It had set its heart on a company that was
in Kenya—the Magadi Soda Company. But Magadi Soda was a part of
BMGL, a UK company, and BMGL had no intention of selling one of its
‘‘crown jewels.” After a couple of years, BMGL was available as the private
equity owner was looking for an exit, and TCL acquired the entire group.
Ramakrishnan Mukundan, CEO, described how the acquisition was
misunderstood all around by employees. He said: “We had a site in India at
Mithapur; we had a site in Magadi, Kenya; and we had a site in the U.K. When
I went to Mithapur, they were very worried that we had made the acquisition.
They said, “Now that you have acquired Kenya, your logical choice would
be to shut India down because Kenya is more cost-competitive. Why would
you want to put investment now in India?” When we went to Kenya they
were highly concerned. They said, “You have acquired us because we were
beating you in the marketplace. Now, you will shut us down because we were
your competition. You have acquired us to stall us; you did not acquire us to
grow us.” When we went to U.K. they said, “You actually did not want us. You
only wanted the unit in Kenya. You will shut us down very soon.” Thus, we
had all the three entities telling the business heads: “We do not belong to the
family and you do not want us.” We had all three units perceiving the change
as “loss” and feeling demotivated.

To address this concern, change agents should be good at recognizing

improvements made, and provide positive feedback and public acknowl-
edgements to enhance status. Attempts should be made to ensure that goals,
norms, and expectations are clear and there is transparency right through the
change process so that sense of certainty is maintained. Greater involvement
and flexibility can help with autonomy. Leaders employ the system of bud-
dies or mentors and build team events to strengthen relatedness. Consistency
between words and deeds and frequent and congruent communication help
maintain a sense of fairness. Most important, leaders should anticipate pos-
sible losses that different stakeholders are likely to experience so that they are
better prepared to deal with those.
Influencing non-reporting relationships and building alliances: Prabir Jha has champi-
oned changes in a wide variety of organizations. He says, “In leading change,
perhaps your most important challenge is to be able to influence people who
don’t report to you. Before making, say a Board presentation, I prefer to sched-
ule an informal session with key decision-makers. If the chief executive officer
(CEO) or director has an objection or a concern, I would like to know that in
advance. You cannot be blind to the politics of change. Like good and bad cho-
lesterol, there is good and bad politics. Good politics is about stakeholder sensi-
tivity, and knowing whom to influence, how to influence, and when to influence.”
Quite often, you are expected to bring about change without having the
authority to issue orders or give directives. You are not likely to have abun-
dance of resources. You depend on other people to get the work done even
if there is a certain amount of skepticism around you in the hierarchy. Your
proposal may not be readily visible to organizational head. You may need a
sponsor for the upward journey of your change proposal. Your own superiors,
peers, and other relevant stakeholders may have a very different view of real-
ity, and it is important to be able to influence their thinking and action. Unless
participatory processes are handled effectively, the decision would often come
down to the lowest common denominator.
A wide variety of methods, approaches, and styles are available to influ-
ence non-reporting relationships. Box 13.4 outlines a few influence methods
employed by officials of Indian Railways to reach closure on key decisions per-
taining to change. Without change agents exhibiting patience, persistence, and
proactive approach to influence relevant people across functions and disci-
plines, certain decisions have remained pending in Railways for several years.
For a manager involved with change, two things are very critical: ideas and
friends. In Box 13.5, we describe how a change agent crossed organizational
reporting lines and worked collaboratively with several individuals and groups
to make change happen. In many cultures, you have to invoke relationships to
get things done. It would often be insufficient or less effective to remind people
about their roles or responsibilities. It is not very practical to merely take a
stand that people should follow the system, perform their role, and take timely
actions. Personal equations are very important. A manager has to get out of
role boundaries and have productive person-to-person relationships.

168 S. Ramnarayan
Box 13.4 Some influencing methods used by Indian Railways officials
As the Indian Railways was a huge bureaucracy with strong departmental/

functional silos going right up to the top, it was extremely difficult to reach
a closure on any decision that cut across more than one discipline. Change
agents in coordinating role employed certain methods to successfully influ-
ence non-reporting relationships and gain support. These approaches
helped close long-pending and contentious issues.
Humility and patience: Typically, change agents were careful not to compel
anyone toward a course of action. They listened to people, remained open
to their ideas, and waited unwearyingly for the right moment when they
could suggest a course of action. By consciously cultivating qualities of
humility and patience, they created a psychological climate where people
felt safe in sharing ideas and proposals for change.
Persuasion through persistent follow-up: To gain consensus on crucial change
initiatives, the strategy was to contact individual members of the decision-
making group on a regular basis till they reached a consensus. The general
approach was not to ask for a specific decision but to request the group
members to work together and reach a decision that was acceptable to all
departments as per agreed timelines.
Ownership through involvement: For instance, when change agents came
across an interesting idea or innovative proposal, they would actively
involve important stakeholders in drafting the proposal or revising the
drafts. Active involvement in creating or modifying change proposals made
people to support those ideas.
Persuasion through framing: The term framing refers to the use of argu-
ments, examples, and stories to create a favorable impression of the change
issues facing the organization. Framing helps people to identify their inter-
ests that may be latent and diffuse. For example, when a change agent
sought support for increasing the axle load, he articulated the issue not in
technical or operational terms. He framed the issue as meeting the unmet
and under-met needs of the Indian Railways customers who were involved
in keeping the wheels of the nation’s economy moving.
Attention to timing: In Indian Railways, high-priority events like annual
railway budget were seen to set a rigid deadline that cannot be violated.
Change agents utilized such events and deadlines to move the organiza-
tion toward settling differences, reaching a closure on key decisions, and
launching the change initiatives.
Foot-in-the-door approach: According to the psychology of influence, even
if someone is not fully convinced about change, if they publicly make com-
mitments to small changes, they are more likely to change their attitude
toward change in order to remain consistent with their behavior. This
approach of eliciting small commitments to build support for a larger
(Continued)

(Continued)
program is called the foot-in-the-door approach. It framed initiatives as

“experiments” or “pilot projects” that diminished the risk of failure. Thus,
it reduced opposition and resistance as consent was sought only for small
changes. It also helped change agents gather data and make corrections, if
necessary. For instance, the parcel business was outsourced first in smaller
stations and then gradually extended to bigger stations over the four-year
period. The carrying capacity of wagons was increased by six to eight tons
over a four-year period in smaller increments.
Faith and self-belief: People leading change mobilized support by foster-
ing positive emotions and relentlessly focusing on outcomes. They con-
stantly communicated faith and self-belief, not only in themselves but also
in the ability of people in the organization. The success of the transforma-
tion reinforced people’s belief in their own ability to bring about positive
improvements in the organization.
Box 13.5 Alliance with external agencies for successful change
In its efforts to renegotiate employment terms with the Contract Workers’

Union, Dr Reddy’s management was also concerned about the organi-
zational change agenda of strengthening global standards of safety and
quality. But this process required building alliances and partnerships with
multiple stakeholders. Apart from key decision-makers within the organi-
zation at different locations and levels, there were external parties that had
significant influence on the outcome. Unless the dependence on different
stakeholders was proactively managed, the decision-making process would
become too complex or too slow where huge hurdles can unexpectedly
arise at the time of execution. The key managers took a number of initiates
to involve these stakeholders as briefly outlined later.
District administration/Joint collector: The management actively sought the
mediation of the Joint Collector as he enjoyed a high level of credibility
with the union and contract workers, and at the same time understood the
business requirements of operating in a competitive environment.
Police authorities: Key change agents were in touch with the police to
ensure that the operations were buffered from external disturbances. The
Deputy Superintendent of Police (DSP) played a key role in bringing a
closure to the negotiation process by getting a disruptive element out of the
negotiation process.
Media: Earlier the media interactions were centralized. But when this
arrangement was found to pose constraints, the communication policy was
changed, and an appropriate person was chosen to manage communica-
tion and relationships with the local media on a regular basis.
(Continued)

170 S. Ramnarayan
(Continued)
Surrounding village communities: Senior people from the organization vis-

ited the villages periodically and had meetings with village elders. As Dr
Reddy’s was involved with community development initiatives in these vil-
lages, the company had a long-term association that it could build on.
Political executives: The management sought out meetings with key politi-
cal executives to communicate to them that the organization had progres-
sive practices, and was committed to being a good Corporate Citizen. It
sought the help of political executives in mobilizing the district administra-
tion to play a constructive mediating role to resolve the dispute amicably.
Other companies in the industrial estate: The management was also in touch
with other organizations in the neighborhood to communicate to them that
it understood the concerns and compulsions of these companies.
The company’s success in making requisite changes for building a
global organization was based on its successful alliance with these different
stakeholders.
M. M. Murugappan of the Murugappa Group states, “Our strength in

working with partnerships with a wide variety of organizations and agencies
over several years arises from our deep commitment to the following principle
outlined in the Arthashastra around 300 BC: ‘The fundamental principle of
economic activity is that no man you transact with will lose; then you shall
not’. When we work with partners, we feel deeply committed to their interest
and well-being. Unless we make emotional investments in relationships, we
would have mere acquaintances around us, no real friends.”
Planning for unintended consequences
Our actions have both intended and unintended consequences. It is necessary

to consider risks inherent in the plan, and be alert to surprises or unintended
consequences. With habitual mindsets, managers have a ‘‘fairy tale’’ model—
they do not subject their change plan to a “stress test” or consider the hurdles
that they might run into in the implementation phase. For such managers,
when the plan does not work, there is frustration. There is a tendency to avoid
looking at the possibility of bad news, say of plans going awry. There is little
thought on what may be one or two things that can influence multiple factors
and have a disproportionately large impact.
After developing a process for change, there is a need to anticipate what
can possibly go wrong, and what preventive actions we must initiate or what
back-up plans should be prepared. As we see in the story described in Box
13.6, Carborundum Universal (CUMI) managers had done this kind of think-
ing and this helped them achieve outstanding success. If you realize that things
can go wrong, you can develop a back-up plan, allocate appropriate resources,
and build resilience to strengthen the plan.

Box 13.6 Mixed results of ambitious change plans
Carborundum Universal (CUMI), an engineering company belonging to

the Murugappa group, planned for the acquisition of a loss-making unit in
Russia by clearly articulating what CUMI would do differently to achieve
greater value. Carefully chosen technical teams were entrusted with the
task of writing not one, but five growth stories. While every effort was made
to develop thoughtful, innovative, and implementable strategic ideas to
bring about a quick turnaround, the management recognized that success
in all would probably not happen.
One of CUMI’s growth stories was that they would take production of
the Russian plant from 52,000 tonnes of Silicon Carbide to 65,000 tonnes.
Even during the best of Soviet times when there was no disturbance, the
plant never produced beyond 55,000 tonnes. CUMI’s plan was based on
several technical improvements, such as changing the design of the furnace
and changing the furnace head. The technical teams had worked out what
they would change, how they would do it, and how they will monitor.
Another growth story involved changing the mix of two categories of
products—crystalline material and metallurgical material. Fifty-five per-
cent of the 52,000 tonnes that they were initially producing was of the
crystalline variety. As the price of crystalline material was 50 percent
higher than that of the metallurgical material, CUMI prepared plans to
take the crystalline material from 55 percent to 80 percent, and achieve a
significant increase in the profitability.
When the acquisition was made, CUMI did a quick 100-day integration
plan. Within the 100 days, these growth stories were rolled out by strong
execution teams consisting of members from both CUMI and the acquired
company. The teams were given necessary resources and support. Of the
five growth stories, two worked brilliantly—the goals pertaining to produc-
tion of Silicon Carbide and product mix were achieved. But despite com-
mitted efforts, the other plans did not work out. For instance, the Russian
plant was making about 12,000 tonnes of bonded abrasives. They had a
name plate capacity of 50,000, but even during Soviet times, they had made
only 24,000 tonnes. CUMI’s target was that they should move from 12,000
to 24,000 tonnes within two years. Teams of experts invested substantial
efforts. But after two years of hard work, they had not even achieved 12,000
that was being made and sold before the downturn. As the company had
anticipated and planned for such setbacks, CUMI still achieved its larger
goal of effective turnaround of the Russian unit in record time.
It is necessary for managers to be alert to what is happening around, scan

to pick up possible unintended consequences, and fine-tune the implementa-
tion plan on the basis of the ground realities. As the story of Delhi Metro in
Box 13.7 illustrates, change managers should remain in touch with key stake-
holders and address their concerns on a proactive and timely basis.

172 S. Ramnarayan
Box 13.7 Assuming responsibility for unintended consequences
When the Delhi Metro Rail Corporation (DMRC) undertook their massive
project in the Nation’s capital, the leadership realized that among other
challenges, it had to generate external support from Delhi’s residents, pol-
iticians, bureaucrats, contractors, and several other groups. The project
owes its success to effectively managing the dependences on a wide array
of these external stakeholders. To illustrate the leadership’s approach, let
us examine how the public support was mobilized.
The leadership team headed by E. Sreedharan saw the challenge not
merely in terms of communication, but as winning people over to the
corporation’s philosophy and approaches. For example, a number of pro-
cedures were instituted at work sites to minimize disturbances. The pro-
cedures even specified that the vehicles should not be allowed to leave the
work sites without their tyres being cleaned. As the other public utilities
were notorious for their inefficiency, the interface with those agencies was
handled by taking additional responsibilities to ensure that there was no
public discontent. For instance, when traffic diversions had to be made,
DMRC appointed additional personnel at important signals to help traffic
police in maintaining smooth flow of traffic. Though it was clearly not
its responsibility, DMRC also undertook road widening and road repairs
where necessary to ensure that no road was closed at any time and people
were not inconvenienced in any way. In the same way, power, water supply,
sewerage, and other issues were also proactively addressed. Right through
the process, there were regular community interaction programs. People
were provided advance intimation and regular updates by using several
media. Help lines were available to report difficulties. As a result, the proj-
ect consistently enjoyed a great image in the eyes of the Delhi residents,
and received their support.
Carl von Clausewitz, the author of a seminal work on the conduct of

war, states: “In war, everything is simple, but it is simple things that are dif-
ficult.” Changes often fail because leaders have not taken into account all
the irksome conditions or frictions that have to be dealt with for the plan to
succeed. Leaders should be able to anticipate frictions and deal with them
quickly and effectively.
Tracking change and being results oriented
A progressive engineering organization made acquisitions in five countries

across continents. For each acquisition, a very senior leader from the top man-
agement committee was formally appointed as a mentor to support the local

management overseas. They sat on the boards of the respective subsidiaries,

thus assuming responsibility to the larger company board for the overall suc-
cess of the SBU or that international part of the business.
Though they were called mentors, they actually reviewed with the CEO of
that unit, the P&L, the business plan, the capital expenditure, the HR plan,
the growth plan, and the R&D projects. They helped integrate the unit with
the rest of the system. For instance, if an overseas operation was found to be
struggling with a particular problem of manufacturing, the mentor would find
out which other plant in the organization has solved that problem. The mentor
would arrange for the right employee from that unit to make a visit and run
the operation for a short time to help the struggling unit. Thus, the overseas
operation would not be left without support, and the mentor would actually
become a helpful link to the larger organization. Apart from the business role
of doing monthly review in terms of P&L, balance sheet, performance, the
various indices, and identifying the gaps, the mentor in this organization actu-
ally got involved in helping the leadership team achieve those numbers. The
mentor reinforced certain values, for example working together, celebrating
together, or sharing good practices.
Change practitioner Prasad Kumar says, “When you manage change, you
often report targets versus actual. Instead if you focus on the delta or the
improvement, you get better motivation and results. What was the perfor-
mance or achievement last week or last fortnight? Where are we now? Thus,
we compare the actual performance or quality during the last planning period
and the present performance or quality. That measure tells me more about
how the change is progressing.”
After gaining some familiarity with the change project, most managers
develop a routine for data tracking, which remains quite stable. We may use the
metaphor of “control panel” to capture this behavioral tendency. Each dial on
the control panel provides signals from the system about developments in a given
area. While the control panel serves to routinize data tracking, it influences what
we are likely to consistently ignore. For example, we may not be tracking the
energy and enthusiasm of the employees or certain developments occurring in
hidden stakeholders. We get caught up in a reactive mode, and remain unaware
of certain developments until there is a crisis. It is, therefore, important to keep
alive the values of questioning, listening, and inquiry in our reviews. While
formal systems have their place, we should be alert to what is happening through
observations and informal conversations with a wide variety of stakeholders.
It is also important to be able to create visibility, buzz, or excitement around
the change. That requires some drama or story. It makes change fun, rather than
drudgery or serious head-level work. An organization created an HR exhibition
to familiarize employees to the changes in HR policies and procedures. People
were invited to an exhibition, played games, participated in quizzes, and won
small gifts. That created much better communication of the new procedures.
Finally, we cannot overemphasize the quality of results orientation. Change
leaders need to be constantly pushing for results. This quality is manifested in

174 S. Ramnarayan
taking initiative and risks. Leaders with an action orientation do not procras-
tinate and remain aware of the value of time. They establish deadlines and
push themselves and those around them to a achieve results.
Mindfulness and self-reflection
E. Sreedharan, who has successfully handled highly complex challenges, says

that it is important to be mindful and self-reflective. In his words, “Constantly
worrying about change can be a huge emotional load. It is, therefore, import-
ant for the change initiator to have other interests in life. While commitment
to change is important, it is as important to not remain preoccupied with
change challenges all the time.” An effective change leader generates feelings
of hope, optimism, and positivity.
A self-reflective leader is self-aware, emotionally intelligent, focused, ener-
getic, and resilient. To be able to build these mindsets for making change
happen, it is very important for leader to possess more than mere knowledge
of facts, concepts, and relationships. One needs a deep appreciation of what
one knows and does not know. When you handle different problems with dif-
ferent requirements and different time patterns and remain open to learning
constantly from experience, you develop heightened awareness of the pitfalls
and choice points in managing change challenges. You recognize choices and
remain flexible with respect to these choice points. You do not get entrenched
in unadaptable behavioral patterns.
To summarize, change leaders need to have faith in their ability to bring
about positive change and they need to communicate this faith through actions
and results. They need courage to challenge dysfunctional mindsets but must
also be able to offer viable alternatives. They should understand their strengths
and limitations and should be able to team up with other leaders having com-
plementary strengths. They need to appreciate and respect the history and
the strengths of the organization, even as they bring about changes where
required. They need to be able to work hard, persevere, and be patient because
there would be forces of inertia that make organizations sluggish toward
change. Finally, they should be able to generate unity of purpose, respect, and
appreciation of differences and honesty and integrity in dealings to achieve the
potential inherent in the organization for successful change and adaptation.
References
Kotter, J., & Cohen, D. (2002).The heart of change: Real-life stories of how people change their orga-
nizations. Boston: Harvard Business Review Press.
Maurer, R. (2010). Beyond the wall of resistance. Austin: Bard Press.
Rock, D. (2009). Your brain at work. New York: Harper Collins.

14 Toward healthier HR
Visty Banaji
The human resources (HR) function in India is sick. Even globally some emi-
nent academics have announced its demise or demanded its dismemberment.
While such obituaries and amputations may be premature, we need to take
active steps if they are not to be prescient.
Naturally, remedies cannot make sense before we share an understanding
of the ailments. It must be stressed in advance that not all organizations in
India have HR departments suffering from all or even most of these prob-
lems. Unfortunately, the profession gets tarred with the brush intended for
its weakest members. What makes for juicy word-of-mouth are the failings
of obnoxious HR jerks. And word of mouth is what is believed, not those
flattering chief human resources officer (CHRO) profiles public relations (PR)
departments get inserted into the media.
There are five maladies that most frequently afflict some members of our
profession. Some of them appear to be mild indispositions. However, they all
have the potential to become life-threatening, given the people-centric path
to development India must choose and the heavy demands placed on HR as
a result.
We have lost our wings
Before we turn starry-eyed about all the new territories HR needs to conquer,
let us cast an eye over domains that we used to own but which many of us have
abandoned.
It may be instructive at this point to recall the evolution and fate of the
dodo. Its ancestor was a flying member of the pigeon family that moved to
Mauritius in prehistoric times. Over thousands of years, the dodo lost the
ability to fly owing to the lack of mammalian predators and the availability of
abundant food at the ground level in Mauritius. Since it no longer had to cope
with predators, the dodo was also fearless of humans when the first European
sailors landed there around the beginning of the 17th century. This fearless-
ness and its inability to fly made the dodo easy prey for hungry seamen and
led to its extinction.

176 Visty Banaji
When I started my career in HR (or “Personnel” as it was then called),

the function was essentially industrial relations (IR) with a bit of adminis-
tration thrown in. Training was mainly technical and usually kept separate
from Personnel. Those of us who wanted to grow managerial talent or dabble
in organizational development were relegated to small cells that existed on
sufferance and frequently had a tense relationship with the mainstream IR
stalwarts. HR, talent management, and all that we do today under its aegis
have come of age since then. We have been gorging ourselves on the plentiful
HR work that makes for easy pickings without having to go to remote factory
sites where IR still makes a difference. The lack of predatory or militant trade
unionists in many sectors has, over the years, pushed senior IR people, where
they exist at all, into small, understaffed cells. Many of us have thus lost the
ability to fly in the face of industrial action or employee unrest.
It took tragic and grisly acts of violence in different parts of the country to
wake the general HR community up to the fact that labor militancy can recur.
We suddenly remembered that employee unrest can take very ugly forms and
realized that inadequate IR skills are a major part of the reason friction bursts
into conflagration.
Of course, IR does no longer make the same demands as it did decades ago
and is rightly renamed as employee relations (ER). The new nomenclature is
not simply cosmetic. It indicates that we not only need to manage collective
bargaining with unions but also build trust-based relationships with individual
employees and between them and their line managers.
Today, every CHRO worth the name worries that IR/ER skills of a high
order are scarce in the country. And let not our proud, service sector enter-
prises think they are exempt from the requirement. By the time they reach
the painful realization that they have ignored building these skills, the gap
will have become huge and the time to groom experienced ER hands in
their type of environment will be totally inadequate for the challenges they
face. Overdeveloped event-management muscles cannot substitute for the
wing-muscles necessary to fly in the face of employee disaffection and unrest.
ER, of course, is only one example of the capabilities and attitudes that
several HR departments have allowed to atrophy through neglect and disuse.
We are more loyal than the king
On December 29, 1170, four knights murdered Thomas Becket in Canterbury

Cathedral because they thought King Henry II wanted him dead. There was
a public outcry and Henry claimed he never ordered the killing.
Some of our HR leaders scurry to anticipate the wishes of their chief
executive officers (CEOs) even when they are crossing the spirit of the law or
the duty they owe to the welfare of employees. This means of currying favor
is particularly prevalent when the CEOs concerned are expats, promoters,

Toward healthier HR 177
or fresh entrepreneurs. Perhaps, in these cases, the CEOs are themselves not
sufficiently aware of or used to the constraints of Indian laws and cultur-
ally accepted norms. Moreover, as in the case of Becket’s murder, the CEO
may not have actually given such an order or will disown it when the matter
explodes for one reason or another.
In recent years, we have seen several instances of patently unfair people
decisions (exploitation of contract labor, dishonoring campus appointment
letters, buying over of union leaders, forced VRS simply to unlock land value,
and many others) taken by otherwise reputed and upright organizations.
Many of these can be explained by the combination of eager-to-bend CHROs
responding to the needs of ambitious business leaders with underdeveloped
consciences and overly Nelsonic eyes. For every such decision that reaches
public notice, there are thousands of instances of ad-hocism, favoritism, petty
tyranny, dismantling of welfare measures, sacrificing long-term development
schemes for ready-cooked lateral recruits (we can go on and on) that originate
from the same blind following or anticipation of the boss’s “ishaara” by HR.
No amount of town halls and jazzified employee portals can counter such liq-
uidation of the people practice goodwill acquired by an organization.
There are three absolute non-negotiables for HR in any organization.
None of them can be traded off against the others or for any other reason.
These are:
• Driving the organization’s purpose to fruition

• Championing employees (both individually and collectively)
• Guarding the organization’s core values (particularly those relating to
fairness)
It is very doubtful if anyone would deny these. In reality, though, the

type of HR professionals I have excoriated in this section pay these ideals
only “lip service.” Their true dedication is to a less impressive trinity
for whose sake organizational health, employee interests, and values are
blithely sacrificed:
• Blind service to the business leadership (there is a difference between

being a business partner and being a business slave).
• Responding to power rather than organizational need (this is part of the
reason why HR is seen as political and manipulative rather than even-
handed and approachable by all).
• Advancing one’s own interests (and wheedling exemption from the rules
made for all).
But what if HR is not just amplifying hints and is actually instructed to do

things that contravene long-term organizational health, employee interests, or
core values? My answer is simple though not always easy:

178 Visty Banaji
• Find an innovative alternative way to meet the goal for which the con-
travention was suggested.
• Convince the senior of the long-term damage the proposed path will
cause.
• If the anticipated damage is serious enough, take the matter up with the
Board and, if that too fails, seek other pastures.
We have a limited repertoire of ritualistic mantras
A hypothetical CHRO is recruited to turn around the moribund people

practices in a traditionally managed business. Without so much as waiting to
catch breath after joining and without bothering to identify the organization’s
unique situation and needs, the new CHRO goes about implementing the
following:
• A performance management system with the “bell from hell” to toll the
demise of people who, till then, were perfectly adequate performers.
This is frequently accompanied by money-median-magic in the com-
pensation survey game that permits the organization to claim a per-
centile position as high as it chooses by the simple expedient of limiting
significant spends to a small proportion of the population.
• A coaching program for senior executives, hard-sold with the unsaid
but deluded promise that (just as coaching classes are believed to get
children into IITs without parents having to worry about their stud-
ies) executive coaches will make the company into a CEO factory with-
out the top management having to exert themselves about leadership
development.
• A highly publicized gender-diversity initiative that corners resources
and garners column-centimeters while ignoring, for instance, the lack of
employment and growth opportunities for tribals in areas where com-
pany’s plants are located or turning a blind eye to the promoters’ bias
against certain religious minorities.
• The list could go on… but you get the idea.
In days past not so long ago, when such a CHRO was pressed for the rea-
soning behind resorting to such a stock repertoire, the answer would, as often
as not, be “Because GE does it.” If the same question were asked today, the
response (at least from those who have realized that GE does things differently
now) is likely to be “Because Google does it.” And a Google mantra is likely to
substitute one of the above rituals.
This is not to say that differentiation or coaching or gender diversity is
never needed. The criticism is about the rote manner in which they are applied
and prioritized when the strategic demands of the organization might require

something completely different. It is so much easier to tell CEOs that some

US success story is being followed than it is to diagnose, research, innovate,
and absorb the pains of pioneering, and that it is no wonder few of us adopt
the latter course.
Many people have rightly bemoaned India’s lack of world-class scientific
discoveries or industry-shaking technological innovations. HR has joined in
the general sorrowful head-shaking. But what if we were to turn the glare
of these comments on HR? How well would our employer award winning
corporate fare under such a criterion? HR frequently champions the cause
of innovation in organizations. How about innovation in HR? Do we think
people cannot see through the MNC hand-me-downs we wear while pretend-
ing to be emperors of innovation?
We have accumulated a lot of plaque in earlier years
The noble inscription on the Statue of Liberty reads: “Give me your tired,
your poor,… The wretched refuse of your teeming shore….” The lines do
not provide guidance to immigration officials manning any border post or visa
counter in the US. HR in India, however, adopted this slogan long back to
govern entries into its ranks. We, therefore, became the dumping ground for
the “wretched refuse” that other functions were ejecting.
In much of the private sector at least, things have improved considerably.
However, the plaque we collected, when “Personnel” had the least favored
function status, continues to block the growth of the truly world class talent
flowing into HR in recent years. Even today, in those enterprises where line
managers are rotated to senior positions in various departments, HR can get
people who do not merit more prized assignments.
I must immediately correct any impression I may have given that people
coming from line management to HR at relatively late stages in their careers
are all misfits. The majority of the most effective HR leaders it has been my
privilege to know throughout my career have not qualified in HR or started
their careers in the function. In fact, to deprive HR of this valuable source of
talent would be to put it on a steep slope of terminal decline. But these success-
ful career transitions were all of people who had a bent for HR and volunteered
to come into the function after making a success of whatever they were doing.
The worry is when people who are mediocre or failures elsewhere are
foisted on HR under the impression they cannot do too much damage here.
Such complacency is dangerous even in the short term because such CHROs
are bound to be insecure and, therefore, resort to “politicking” to shore up
their fortunes. In the process, they can cause irreparable damage to the trust
and credibility without which HR just cannot operate. Even more disastrous
than the immediate impact are the poisonous fruit such incompetents leave
behind, sometimes unintentionally. Other than the CEO, the CHRO has

180 Visty Banaji
possibly the longest time span of discretion of any chief experience officer
(CXO) role. The strategic errors made in such a role can, years later, prove
toxic enough to threaten the organization’s survival or, what is more difficult to
spot, result in missed opportunities that can rarely be retrieved because most
HR strategies have such long gestation periods.
In the controlled economy that India once had, where managing licenses
and permits was the most valued core competence for many business houses,
a below average “Personnel” department perhaps did not matter. This is a
capability compromise organizations can no longer afford.
We seek salvation in separations
“A doctor can bury his mistakes, but an architect can only advise his clients
to plant vines,” said Frank Lloyd Wright. HR practitioners in some of our
sunrise sectors go one better than even doctors. With soaring attrition rates
flushing discontented elements out of the system, these human removal pro-
fessionals seem to seek protection under the (now abolished) common law rule
that states “no body, no murder.”
HR departments in these new service sector industries publicize how
greatly their employee retention has improved and some of them (misguid-
edly) make actual efforts in this direction. In truth, however, attrition is their
best friend. In several cases, their business models seek to arbitrage India’s
surplus of overqualified people for mind-numbing, routine work with limited
advancement. If they did not have significant employee wastage, the pressure
of disgruntlement would lead the workforce to organize itself and take indus-
trial action for claiming a much higher share of the arbitrage.
Not only does this approach do away with the need for ER wings (men-
tioned with the example of the dodo above), but most of the organs of a
mature HR function are required only in their most primitive form. There are
a couple of exceptions, though. Recruitment and onboarding, needed both for
the rapid growth of such businesses and the insatiable replacement demand
for people, are practiced at world-beating levels. The resulting HR organiza-
tion is as ludicrous or frightening (depending on whether you are an observer
or caught in its jaws) as a gulper eel with just its mouth hugely developed and
most other faculties existing in a prehistoric version, if at all.
So what is wrong if unique sectoral demands have evolved an HR organiza-
tion that is most efficient for its limited purpose, with none of the competencies
and processes conventional HR departments spend time and energy to build?
Just one thing. A day will come when the music of exponential growth will stop
playing. Like all industries that have ever existed, these modern marvels too will
have to face slowdowns and contraction. In such a scenario, steroidally grown
staffing and induction processes will be of little use. Neither resources nor time
will then be adequate for such HR departments to develop the new (for them)
HR competencies that are essential for normal organizational existence.

It bears repetition that not all the above aliments afflict all of HR in India
and there are some splendid HR teams that are free from all of them. On the
other hand, the five prescriptions that are described below have near-universal
applicability. While several of them do specifically target the ailments we have
been considering, their impact on HR health is intended to parallel exercise
and vitamins rather than surgery.
Treating people fairly and guarding values
What makes credible HR distinct from all other functions in the corporate
world is that its goal-set is not limited to results that end up maximizing share-
holder value or customer delight. HR also has the responsibility for effectively
championing the needs of the people in the organization and guarding the
organization’s core values (particularly those relating to fairness).
Is not this too tall an order? Can the leadership of HR really face up to the
might of the top management of the company on those (hopefully, extremely
rare) occasions when they are being unfair to the organization’s employees or
turning a blind eye to its core values? The HR leadership is very unlikely to
succeed if it plays David against the organizational Goliath at the moment of
transgression. The cards could be very differently stacked, however, if the orga-
nization had in place a code of conduct, hopefully catalyzed in advance by HR.
Let us take a parallel from our body politic. It would be a rare judge who
could take up the cause of wronged individuals and groups against an over-
bearing executive in the absence of a constitution that guaranteed fundamental
rights as well as laws safeguarding these rights in specific situations. HR, in a very
limited sense, can learn and benefit from this system of institutionalized checks
that has evolved, over the centuries, in many countries. It is, therefore, very much
in HR’s interest to involve all levels of the organization as well as its board in
shaping a code of conduct which the company is proud to declare publicly.
Once such a code is in force, when HR champions individual cases or points out
collective discrimination, it will not be seen as impertinence or insubordination
but simply of a functionary discharging the duties enjoined by the code.
Does each organization need to sculpt such a code from bare rock?
Not necessarily. At the prompting of the National HR Committee of the
Confederation of Indian Industry (CII), I developed a “Fair Organization
Code” that can provide a starting point for any organization wishing to create
such a bulwark against unfair or unscrupulous practices.
The template of the “Fair Organization Code” has eight elements that
essentially answer the key questions following each heading listed as follows:
1. Ethical and sustainable business practices: Does the organization deal honestly
with external stakeholders, including customers, minority shareholders,
Government authorities, the extended communities, and the ecological
environment in which it operates, and give them their due? Does it desist

182 Visty Banaji
from any malpractice or subterfuge in these interactions? We start with

business practices in general because it is not possible to create a culture
that avoids unfairness to employees but is impervious to such concerns
about other stakeholders.
2. Living and leading the laws: Does the organization implement laws (espe-
cially those affecting employees) relevant to the jurisdiction in which it
finds itself, in both letter and spirit? Does it openly and honestly advo-
cate changing laws that do not make business sense rather than seeking
to subvert them or ‘‘manage” those administering the law?
3. Honoring commitments: Does the organization uphold the “word” given by
its officials or documents without resorting to legal or “fine print” loop-
holes to wriggle out of commitments or established practices? When
there is a difference in interpreting a commitment, does it give the ben-
efit of doubt to the weaker party?
4. Diversity and inclusiveness: Does the organization have zero tolerance for
discrimination against people (e.g., SCs, STs, physically challenged,
religious minorities, and women) who have traditionally been denied
opportunities at the workplace? Does it have affirmative action pro-
grams to restore those balances that have been most distorted in that
organization’s context? Are these efforts borne out by employee popula-
tion and progression statistics across levels?
5. People-valuing policies, practices, and treatment: Does the organization (and its
managers) treat with dignity all those working for it, regardless of the
type of employment contract or level? Does it value each individual in
her/his own right? Are there clear principles governing key areas such
as differentiation, sexual harassment, data privacy, and data access?
6. Equitable sharing: How does the organization share the “pie” (and the pain)
across levels? In particular, how do people right at the bottom of the
pyramid (e.g., contract workers) fare in terms of remuneration, reward,
facilities, and progression? What is the organization’s impact on other
stakeholders, particularly the communities around its zone of operation?
7. Dealing with deviation, deficiency, and dissent: How strictly and swiftly does
the organization treat deviations from the code, regardless of the level
of the transgressor? Are there sustained development efforts for dealing
with work performance deficiencies and a transparent “due process”
even for those employees not covered by the law or protected by unions?
How well are whistle-blowers protected, given external recourse and
how seriously is their feedback taken?
8. Review and progress: Does the organization have metrics for checking per-
formance against the code? Are there mechanisms for reviewing and
updating the code periodically?
Once some reputed corporate implement such codes, their employees will
experience the benefits of working in an environment where they have an
HR champion backed up by an openly declared code. This should make a

substantial difference to those employers’ value propositions and encourage

other companies to follow suit. Just as certain birds choose mates based on the
elaborateness of their plumage, employees will choose organizations based on
the (increasingly progressive) codes of conduct they publicize and follow.
The plumage birds carry is costly even if it makes ultimate evolutionary
sense. There is no reason to believe that the implementation of such a code
will be effort-free. Much of that cost will have to be borne by HR as the code’s
initiator and guardian. Nor should organizations be enticed to adopt a code
of conduct with the lure that it will always be profit-enhancing. No fairness
code worth its name can be justified primarily on commercial grounds. It is
possible, however, that in future some such voluntary codes may be the price
organizations may have to pay for societies to permit them to continue func-
tioning without legislatively imposing even more onerous restrictions in a typ-
ically ham-handed fashion.
Broad-based HR capabilities
While championing the cause of people and upholding the core values of the
organization are the price of admission for a professional to the HR arena, only
a sound and growing understanding as well as practical experience in applying
a broad range of HR competencies provides the justification for the continued
existence and progression of the HR professional in any organization.
A passenger began to experience a heart attack at 30,000 feet on a com-
mercial flight from Canada to Hong Kong in 2014. An anaesthesiologist who
was on board the flight saved the passenger with the help of a pharmacist and
a policeman trained in first aid who were also traveling on the flight. All doc-
tors get certain basic training and we would have been quite surprised if the
doctor had said he only knows how to give anaesthesia but cannot help with
a medical emergency. We would have been even more amazed if the doctor
had offered, instead of assisting the patient, to help the pilot fly the plane since
he liked playing flight simulation games. Yet we do not seem to mind when
some of our HR colleagues refuse to take up basic HR tasks that do not fall
within their subspecialization and claim their personal development efforts
are mainly directed toward acquiring business skills. Well, the business hired
them for their HR competencies. If they cannot display these in adequate and
continually improving degree, the business has really no need for such HR
professionals, thank you.
To remedy these deficiencies in the very raison d’être for HR’s existence,
the National HRD Network (NHRDN) began work on a set of critical com-
petencies for HR professionals more than a decade back. HRSCAPE, as it is
now branded, is probably the most comprehensive general HR competency
model anywhere in the world. Admittedly, my proselytization is hardly unbi-
ased since I have been associated with the development of the model since its
early stages. Without going into details, I would like to describe the scope and

184 Visty Banaji
flexibility of the model so that budding HR professionals can appreciate the

extent and depth of our function. They can then decide how to remedy basic
gaps that may exist and take a call on their specialization (hopefully with more
detailed access, through NHRDN, to HRSCAPE itself).
Many of India’s leading HR thinkers were involved in the crafting of this
model and the final consensus was to identify eight technical competencies
and four behavioral competencies. In both cases, the model limited itself only
to competencies that were particularly demanded in HR roles and left out
generic competencies that all corporate professionals might require.
The eight technical competencies demanded by HRSCAPE are:
1. Strategic HRM: Crafting an HR architecture and competencies that are

aligned with the business strategy.
2. Organization design: Creating appropriate organization structures
together with the supporting processes and culture to enhance business
performance.
3. Workforce planning and staffing: Strategically responding to changes in work-
force demographics, business models, and economic conditions while
ensuring the availability of the right talent with the right skills and at the
right time and cost, to support the organization’s goals.
4. Talent management: Developing talent (particularly those with high poten-
tial), planning career trajectories, succession planning, and improving
employee engagement.
5. Learning and development: Organizational learning strategies and models
leading to integrated development plans, learning delivery though a
variety of means and frameworks for its evaluation.
6. Total rewards: Design of jobs, compensation, benefits, and rewards (both
monetary and nonmonetary) to attract, retain, and incentivize the
appropriate talent to meet strategic goals.
7. Performance management: Design and deployment of effective performance
planning and enhancement systems as well as performance-related dia-
logues that lead to and sustain a high-performance culture.
8. Employee relations: Industrial relations frameworks that yield high produc-
tivity through sound employment policies, trust between employees and
their supervisors/management, healthy collective bargaining, and the
welfare of employees and surrounding communities.
At least three out of the four behavioral competencies listed later are, in a
sense, the observable individual behaviors that complement the prerequisite
commitment and systemic support (i.e., the code) for fairness, described in the
previous section. The behavioral competencies needed especially for HR are:
1. Credible champion: Gaining credibility through demonstrating high integ-

rity in personal and professional dealings and standing up for what is
right for employees.

2. Managing change: Diagnosing the need and then designing and implement-
ing change programs for individual and organizational transformation.
3. Service orientation: Imbibing the needs and concerns of internal and exter-
nal customers and responding to them readily, promptly, and effectively.
4. Diversity and inclusion: Policies, processes, and practices that result in the
organization inducting diverse populations, facilitating their progress
and respecting, valuing, and supporting their diverse perspectives for
mutual benefit.
The HRSCAPE model projects these competencies at four proficiency

levels that are self-explanatory:
• Basic
• Competent
• Advanced
• Expert
Depending on the individual HR job profile, a higher or lower level of

proficiency in a particular competency may be expected. It would be difficult
to imagine any HR job, however, that does not even demand the Basic level of
proficiency for all the competencies.
The model and the evaluation of individuals against it are only the first
steps. The more important and urgent tasks are to improve proficiency levels,
individual by individual and competency by competency, to the point where
they reach or exceed what is required for an HR professional’s present and
future anticipated roles.
Pioneering new pathways in HR
A good grasp of HR competencies makes for a good HR professional. A great

one, however, must be able to abandon the beaten track and pioneer in the
field. Clearly, not everyone has the capability or courage for thought and prac-
tice leadership. Despite the much higher quality of raw material opting for
the HR profession in the last couple of decades, such creativity continues to
remain rare. Perhaps the story of a pioneer par excellence, under whom I had
the good fortune to work, can provide us with some clues about the kind of
single-minded passion for achievement that fires pioneers.
Sumant Moolgaokar was one of the truly great corporate Titans this
country has produced. Few can approach, leave aside match, his track record
of creating (or transforming beyond recognition) a series of industries at a
time when the climate for private enterprise was far from salubrious. Among
his many unique characteristics was a fierce refusal to let lack of know-how
(forced at that time due to foreign exchange and licensing regulations) pre-
vent his industry-building ambitions from being realized. Every part of the

186 Visty Banaji
organizations Sumant Moolgaokar commanded was not just encouraged but

goaded into creating the missing intellectual capital indigenously. This does
not mean he was blind to developments in the rest of the world. On the con-
trary, he encouraged his team to keep close track of them, entered into some
of the most fecund collaborations the country has known, and insisted on
importing only the best production equipment the world had to offer. But
he used all these only as a launching pad for his enterprises to develop and
manufacture, generation after generation of products and capital equipment
uniquely suited to Indian needs and operating conditions. So much so that,
after years of parallel development, the Indian product usually beat the col-
laborator’s latest version in the Indian market. Did all this take longer than
continually buying ready technology from abroad? Assuredly. Were more mis-
takes made along the way? Of course—and some of them were costly. But
what an unstoppable innovation-belching dragon was created as a result: one
whose momentum carried it far beyond Sumant Moolgakar’s lifetime or the
engineering projects in which he took direct interest. It fell to my lot (after
some very worthy predecessors) to run with this philosophy for HR in the
largest company Sumant Moolgaokar oversaw. The thrill my team and I got
in pioneering people policies, processes, and sources that had never been tried
before (at least in India) was heady. It created a lifelong addiction that has been
the prime source of whatever accolades I may have got in the HR profession.
Admittedly, there were occasions when it was extremely tempting to buy the
ready-cooked-offerings that became available as more and more global con-
sultants set up shop here. And our home-baked efforts were never packaged
as glamorously. Time and again, though, the ingredients carefully chosen and
uniquely prepared for an organization’s specific requirements proved to be far
healthier, longer-lasting, and competitively more advantageous.
Very obviously then, an organizational environment where pioneering is
not simply permitted but prized, is a prerequisite. Cultural change is expected
to be part of the HR tool-kit. In trying to mold a pioneering culture HR
needs to examine whether some processes, like forced comparative rankings,
discourage the risk-taking that pioneering innovation demands. HR leaders
also need to do a lip-service-check to ensure they are not demanding original
thinking from their teams while lumping them with consultants whose prime
ability is to report or replicate what some other corporate has done.
Having set the organizational stage, what kind of approach and prepara-
tion can be suggested for individual HR professionals to capitalize on a pro-pi-
oneering milieu?
Here are five prerequisites for those who would like to be known for pio-
neering in HR:
1. Reasoning from first principles: Countries that have made technological

breakthroughs invariably have higher education systems that place great
emphasis on basic disciplines like physics, chemistry, and mathematics.
The eminently sensible logic behind this is that great leaps in applied

domains like engineering can only be the result of insights originating

in the basic disciplines. For HR, of course, the bedrock is psychology,
together with the related behavioral sciences and select humanities.
Starting from the basics of motivation and organizational dynamics and
progressing to the holy grail of designing excitement and purpose into
work, the entire gamut of HR endeavor has research-supported starting
points in these foundational bodies of knowledge.
2. Seeding from divergent disciplines: In The Act of Creation, Arthur Koestler
argued that the essence of creativity lies in “the perceiving of a situation
or idea… in two self-consistent but habitually incompatible frames of
reference.” He used the term “bisociation” to characterize this process.
One way to “seed” bisociation is to acquire reasonable familiarity with
the principles and salient subject matter of one or (preferably) more
additional disciplines. It would appear that the specific choice of dis-
cipline is not as critical as the necessity that it possesses frames of ref-
erence that are at variance from the domain where one seeks to make
the breakthrough. Thus, for HR, the seeding could come from learning
about or recruiting from (see the section on “Diversified Sourcing” later)
domains as diverse as the natural sciences, information technology, liter-
ature, or the fine arts.
3. Forced frugality: Referring back for a moment to the Sumant Moolgaokar
illustration with which we started this section, let us remind ourselves
that Government policies and economic constraints in the preliberaliza-
tion years made indigenous innovation a necessity for any organization
that wished to grow very rapidly over a sustained period. Those wishing
to expand nonlinearly became pioneers—virtually out of compulsion.
An even more recent and striking example has been the success of the
Indian Space Research Organisation, which was also forced to strike out
on its own. Contra-wise, if there is no scarcity of one kind or another,
a key driver to path-breaking innovation is gone. For the last couple of
decades, we in India have been spoilt for choice in terms of prepackaged
technology, processes, and solutions from the most developed economies
in the world. Recent business cycles have also been kind enough to most
Indian corporate for them to be able to easily afford buying these off-
the-shelf answers. Taking such a direction would, however, deprive us
one of the most important spurs to pioneer. As Jeff Bezos said, “I think
frugality drives innovation, just like other constraints do. One of the
only ways to get out of a tight box is to invent your way out.” So even if
(or, rather, particularly when) an organization is doing well financially,
HR must protect its pioneering pathways by hedging itself with con-
straints and self-imposed frugality.
4. Scepticism about fashion while pioneering with a passion: General George S.
Patton once said, “If everyone is thinking alike, then somebody isn’t
thinking.” What may have been right for organization A in situation
X is very unlikely to be appropriate for organization B in situation Y.

188 Visty Banaji
Even if the basic remedy is sound, if it is already a fashion, it can hardly

yield differential competitive advantage and, therefore, does not deserve
prime focus. As C. K. Prahalad put it, “Best practices lead to agreement
on mediocrity. I do not have much interest in best practices. Because
all of us benchmark each other, we gravitate towards mediocrity in a
hurry. What we really need is to ask [is] what is the next practice, so
that we can become the benchmark companies, benchmark institutions
around the world.” Moreover, if the cure had been around for a while,
several large consulting firms would have “productized” and packaged it.
Consequently, any health-enhancing active agents present in the original
solution would have been boiled out of the standardized and shrink-
wrapped residue. Of course, when every alternate company in the indus-
try is implementing that particular nostrum, the pressure to conform,
not least from your own top management and professional peers, can be
intense. In such situations, the path-breaking road can be lonely, open
to ridicule, and sometimes even career-threatening. For a person who
wishes to pioneer, therefore, the need to be distinct from the herd is par-
amount. Such an individual’s credo can perhaps be best summed up by
the concluding lines from one of Robert Frost’s short poems:
Two roads diverged in a wood, and I –

I took the one less traveled by,
And that has made all the difference.
While we can hope to have a growing number of highly competent HR

professionals, the wizards of the field will always be in very limited supply. It
is these stars that organizations lucky enough to have them should treasure
(despite their concomitant rough edges) and for whom our professional bodies
should reserve their highest recognition.
A major side benefit of pioneering programs is the potential they have
for generating an India-specific organizational behavior knowledge base. Of
course, preparing accessible documentation with the necessary rigor could
require the involvement of academics and support associates. There could be
few better ways, however, to pay a tribute-through-action to Udai Pareek who,
for decades, provided one of the finest models of pioneering thought leader-
ship in organizational behavior.
Sound foundations in fundamental disciplines
Difficult as it may be to imagine, at one time my education was even less ade-
quate than it is today. Fortunately, I was nominated to the first program on
the “Integrated Approach to Knowledge” designed by the National Institute
of Advanced Studies—possibly the last brainchild of J. R. D. Tata to see the
light of day. The five-week program was masterminded and moderated by

Raja Ramanna—an unequalled genius and polymath. It brought India’s lead-

ing thinkers, in a variety of knowledge domains, to impart a small part of their
vast learning and to engage with senior civil servants and private sector talent
over a series of sessions. In a short span of time, I found individual, social,
and organizational behaviors, which had seemed puzzling and irrational, make
sense. Large-scale change lost much of its mystery—though not its anticipated
complexity or difficulty. It has been my firm belief since then that there are
some subjects without which it is virtually impossible to grasp the deeper trends
and causes affecting organizations and people.
A cursory glance at the following headers might raise plenty of questions
about subjects that have been excluded. Apart from the need to keep the list
very short, I have purposely left out management subjects (such as strategy,
finance, quantitative techniques, information technology, operations, sales,
and marketing) that should be part of any manager’s skill-set. A much more
comprehensive elaboration of these can be picked up from the syllabus of any
reputed management institute.
There are three disciplines that, in my opinion, have a particular connect
with HR. For each I have provided some significant (but obviously not exhaus-
tive) reasons why HR learners might find them useful.
1. Psychology and the social sciences: It might be asked whether organiza-

tional psychology does not already form a part of the MBA course
curriculum, at least for those specializing in HR at our elite institutes.
Whatever may be in the curriculum, few fresh MBAs seem to be able
to bring it to bear on the job adequately. Moreover, there is excit-
ing and HR-relevant new work taking place in sub-branches such
as social psychology, evolutionary psychology, and neuro psychology
which is a long way from finding even mention in the texts used in
MBA campuses. The behavioral science knowledge gap in HR is so
glaring and vital that I am going to make a plea for psychologists to
be an essential part of the sourcing mix for HR (see the next section).
In the meantime, psychology must head the list of remedial learning
for HR professionals (who are always very eager to prescribe reme-
dial instruction for improving the employability of others whom the
Indian educational system has failed).
Let us take another example. In polite circles in corporate India,
the unmentioned elephants in the room include biases against
depressed castes and certain religious minorities. HR cannot afford
to assume a lotus-fed ostrich attitude to these prejudices if it wishes
to take its responsibility for diversity and nondiscrimination seriously
(see the section above on “Treating People Fairly”). Moreover, permit-
ting bias to deprive an organization of the talent of substantial parts
of the population is irrational apart from being unfair. Left unchal-
lenged, “caste” mind-sets also creep into other areas (e.g., how we
deal with different categories or sources of employees) and prevent

190 Visty Banaji
the organization from taking optimal decisions about them. For all of
these reasons, HR has to understand caste and the (frequently uncon-
scious) biases most decision-makers possess about it. My own under-
standing of the subject was extremely superficial till I encountered
André Béteille and read his work. Credit for my understanding of
unconscious prejudice must go to Mahzarin Banaji and her seminal
work on implicit biases. The point is, HR cannot cure fundamental
problems by preaching, punishing, or pretending they do not exist.
If the causes of dysfunctionalities at the workplace are rooted in the
social ills of the country, as is the case with caste, sociology must form
part of the understanding that precedes a solution.
2. History: The case studies that are generally used as a management
education staple stretch back, at best, a few decades. Would not it be
remarkably mind-enlarging to have case studies going back centuries,
where the protagonists were faced with crises and challenges infinitely
more consequential than any confronting a corporate emperor? And
what if we had a “Case B” that spelt out what the person did and
what then followed? For other management areas there may not be
such a magical source of cases but for the study of leadership and
organizations, history provides a far richer compilation than all the
OB cases of the world put together.
That, of course, is not the only use of history. There can be no better
antidote to dogmatic thinking and a single interpretation of events
than reading the history of the same period or happening penned by
a variety of historians. And as we prepare our managers to operate in
distant global outposts, there is no short-cut to understanding foreign
cultures, with their attendant prejudices and sensitivities, other than
through an appreciation of the history that gave them birth.
3. Philosophy: This inclusion is not intended as a sop to those woolly headed
protagonists of spirituality in management, many of whom perfectly
exemplify the role of the Tapasvi in film PK. Quite to the contrary, we
need an unbiased study of philosophy in order to acquire the scepti-
cism that alone can immunize us from the fashions and fads against
which we need to swim. Stewart Butterfield, the co-founder and CEO
of Slack Technologies and himself a philosophy major, said, “Studying
philosophy taught me two things. I learned how to write really clearly. I
learned how to follow an argument all the way down, which is invalu-
able in running meetings. And when I studied the history of science, I
learned about the ways that everyone believes something is true—like
the old notion of some kind of ether in the air propagating gravita-
tional forces—until they realized that it wasn’t true.”
Political philosophy can permit us to grasp the dynamics that
govern mega-sized corporations, figure out which organizational prin-
ciples are truly immutable, and wonder whether the kind of thought
development that doomed authoritarian states will have any bearing

on the progress of corporate democracy. Finally, it is ethics that pro-

vides us with choices of methodology and language to reason about
our codes of conduct and values, as well as to weigh alternatives when
fundamental values conflict, as they frequently must.
Budding HR professionals who are ready to leave earth orbit sometimes

ask me what authors I would recommend. They are puzzled to hear names
like John Rawls, Randall Collins, Margaret MacMillan, and Leda Cosmides.
If some of these enquiring minds have read the preceding paragraphs, I hope
my responses to them are no longer mysterious.
Diversified sourcing and structured development
Let me enter one final minefield before concluding. Even assuming that HR
has stopped being the poubelle of the professions, it risks being devoured by the
Hydra of homogeneity—with each of the nine heads having the same HR
MBA stamp. HR does a great job of preaching diversity while operating the
greatest clone factory since Star Wars Episode II.
The best HR departments have a rich mix of people who have spent their
entire careers in HR and promising executives from other functions who have
decided on making a mid-career switch or temporary way-point in HR. To my
thinking, up to half the strength of HR should come from people with such
varied experiences. A major proportion of these should ideally have been line
managers. However, leavening with people who have worked in consultancies,
NGOs, and even the armed forces makes for a dynamic team that is never
short of new ways of tackling seemingly intractable problems.
Even the sourcing of people who spend their entire careers in HR should
be diversified. At least a third of these entrants should not be HR MBAs.
Obviously, the majority of these non-MBAs should have Behavioral Science
degrees but I have seen extraordinary HR leaders emerge from fields as
diverse as Statistics.
This is not the place for giving more than cursory attention to the devel-
opment regimen that makes for healthy HR capabilities. Suffice it to say that
fresh entrants to HR should have, where feasible, an exposure to Employee
Relations, another Center of Excellence (COE) in HR and a Business
Partnering (BP) role in the first phase of their careers (say, within the first
10–12 years). Thereafter, while progressing through more senior BP and COE
roles, there should be at least one stint in a line or project management assign-
ment. It may not be possible (though certainly it is desirable) for all corporate
to weave in geographic, sectoral, or scale diversity. Of course, the availabil-
ity of such opportunities provides a potential advantage for large business
groups to exploit. What even medium-sized firms can certainly do is to expose
HR talent to varied situations such as those demanding crisis management,
recovery and rejuvenation, or vertiginous growth. HR professionals who are

192 Visty Banaji
conscious of their development and who find themselves in companies that

cannot or will not provide at least some of the opportunities mentioned above
should look for making a change to those that do.
I am conscious that I have presented a hypochondriacal list of ailments
and a demanding set of cures, some of which go far beyond anything we have
tried so far. I am not inclined to water down either for a simple reason. HR was
called center stage primarily because the nation’s economic growth after lib-
eralization depended on managing people much more effectively than before
and we were the function that had responsibility for this resource. Already our
inability to play the star role convincingly has seen us being nudged to the side-
lines in several organizations. It is for us to decide whether we wish to exit the
stage of action altogether or claim the pivotal role the nation demands of us.
I am privileged to have been invited to write a piece in this book dedicated to
Udai Pareek, a teacher I greatly admired. I first met him at the Indian Institute
of Management Ahmedabad when I went there for the 6-month Management
Education Program in 1978. By then, I had been working in HR for several
years and thought I pretty much knew all there was to know about the function.
After attending Udai Pareek’s classes for half a year and having many informal
discussions with him, I came to realize that a lifetime would not suffice to fill the
pit of ignorance I had on the subject. Udai, I am still trying.

PART II
Institution Building

15 Beyond management:
Some conceptual
contributions of Dr Udai
Pareek to the modern world*
T. V. Rao
A man literally is what he thinks, his character being the complete sum of all his
thoughts. As the plant springs from, and could not be without, the seed, so every act
of a man springs from the hidden seeds of thought and could not have appeared
without them
— James Allen
Great gurus like Dr Pareek have spent their entire life time professing certain
things by self example, and living in certain ways that spread desirable values
for the good of the present and future societies. Dr Pareek had done this for
over 85 years. We are all fortunate to have had his presence and wisdom in
this period from 1925 to 2010 and wish it was much longer. The thoughts
shared in this chapter are extracted largely from his works and, particularly,
Beyond Management. The thoughts expressed in this book are relevant not only
for today’s world, but also to the future of organizations (inclusive of public,
private, governmental, nongovernmental), to our country, other countries, the
global society, and the entire mankind at large. In my view what Dr Pareek
gave us through his books and writings, as well as his thoughts, and actions is
of relevance and significance to the future generations of all—not only vari-
ous organizations in this country but entire humanity at large.
For most of you who do not know Dr Pareek, he did his BA from St. John’s
College, Agra (Agra University), 1944, B. T. Teachers’ Training College,
Ajmer (Agra University), 1945; MA (psychology), Calcutta University, 1950;
MA (philosophy), Agra University, 1952, and PhD (psychology), University of
Delhi, 1956. He also did his diploma certificate in research methods from Italy.
As his biography would indicate Dr Pareek widely traveled and experienced
* Based on the first Udai Pareek Memorial Lecture for the Jaipur HRD Network Foundation, Jaipur,
delivered on March 23, 2011, by Dr T. V. Rao.

196 T. V. Rao
living in most countries representing the modern world ranging from the USA
to Europe to Asian and South Asian countries such as Thailand, Indonesia,
Singapore, and Malaysia. His students are spread across continents of the
world, Australia and Africa to name a few. He admired all cultures and people
from different countries and for the same reason he had very close friends in
all parts of the world.
I met Dr Pareek in 1968 for the first time at the Administrative Staff College
of India after his return from the USA. Then he joined the National Institute of
Health Administration and Education at New Delhi. I was in correspondence
with him as a student of the Osmania University and tried unsuccessfully to
get a fellowship to work with him in the USA. I was already in employment
at the Andhra University, Waltair and started the Department of Psychology
and Parapsychology with Professor K. Ramakrishan Rao. The year 1968 was
about half way in Dr Pareek’s professional life and was the beginning of my
career. Since then, I am fortunate to have been associated with Dr Pareek for
almost 42 years which constitutes my entire professional life. In these 42 years,
we had co-authored or co-edited 15 books and also edited 2 journals (Indian
Behavioural Sciences Abstracts and Indian Psychological Abstracts).
There are many contributions Dr Pareek has made. For this chapter, I would
like to take up the themes that are dearer to Dr Pareek and his original contri-
bution. The most important of them in my view are his concepts of extension
motivation and role efficacy and his conceptualization of decision-making and
institution building in educational institutions. Also are his related concepts of
dependency motivation and other motives. His conceptualization of the prin-
ciples underlying human resource development (HRD) is more relevant even
today and is certainly ahead of our times. I will deal with them one by one and
draw implications for future emulation, action, research, and dissemination.
Extension motivation and extension values
As early as in the mid-1960s, Dr Pareek proposed the concept of extension moti-

vation in his seminal articles on the new paradigm for development published
in the Journal of Social Issues and International Social Science Journal (Pareek, 1968).
To summarize, the concept extension motivation simply means a need or a
desire to extend oneself or the ego to others and relate to a larger group and
its goals. It means a motivation for helping others, working for larger goals that
benefit larger groups or society. It also means an ability to sacrifice one’s own
comforts and desires for the sake of others. It is this powerful motivation that
has led to many great people to make sacrifices for the good of the larger com-
munity. All great preachers and saints have led a simple life and taught people to
lead simple life. Mahatma Gandhi said Earth provides enough to satisfy every
man’s needs, but not every man’s greed—it elucidates that the nature earth has
enough resources and means to meet the basic requirements of a man but it
cannot serve the endless greed of man. Here, he also meant implied to help

Beyond management 197
the needy people of the society. Dr Pareek proposed that it is extension motiva-
tion that causes any given society to develop. “A super-ordinate goal probably
arouses this motive. Such goals may therefore be important not only in devel-
oping harmony but also in sustained motivation of people in development”
(Pareek, 2002, p. 120). See Box 15.1.
Box 15.1 Superordinate goals
Superordinate goals are not ordinary goals. They are meant to serve a larger
principle. In creating and working toward these goals, a person derives sat-
isfaction from the feeling that she is existing for a cause. Perhaps she was
born for that. As one starts doing good work, others begin to appreciate
them. With every good deed the person gets more power, appreciation, and
recognition and this has a tremendous force. Take the example of Sarath
Babu, the Indian Institute of Management Ahmedabad (IIMA) graduate
who decided to set up his own “idly factory” immediately after his studies
at IIMA instead of taking up a high paid, secure job. He has become a
success story and a role model for many management graduates to emu-
late. Recently, he narrated an incident about a troubled, young girl who
was about to end her life. She came across Sarath Babu’s story and was so
inspired by his achievements that she decided to live and make something
of herself. It is incidents of this kind that help build one’s determination to
work for superordinate goals even though they may be weak at first.
Superordinate goals give individuals a high sense of efficacy. Mahatma
Gandhi worked for an independent India adhering strictly to the principle
of nonviolence. This was the driving force that enabled him to make sev-
eral sacrifice and it was this ability to make sacrifices, not seeking power for
him and leading a simple, immaterial life that made him the greatest leader
on earth. He derived his values from his family and what he read when he
was young. He was most influenced by the stories of Harischandra and
Shravana Pitrubhakti Natak. He experienced the power of ahimsa in the
way his father reacted to his confession that he stole.
Dr V. Kurien is another example of a superordinated goal achiever. He
worked single-mindedly to make India self-sufficient in milk production and
was the architect of Operation Flood, the world’s largest dairy development
program. Mr Narayana Murthy of Infosys started with a long-term goal of lib-
erating information technology and generating wealth to be distributed among
a large number of those who work for Infosys. After creating Wipro, Azim
Premji started devoting his time to nation building and has been promoting
education in rural India. They are all examples of superordinate goal seekers.
Source: Rao, 2010.

198 T. V. Rao
All organizations in the corporate or voluntary sectors are concerned about

motivating their personnel to work for organizational or social goals, which
go beyond an individual’s own-perceived interests, and to promote collabora-
tion, and commitment to superordinate goals. Extension motivation addresses
itself to this. Extension motivation is also reflected in cooperation with others
for achievement of a common goal, faith and trust in members of a group,
and involvement in goals, which concern not only oneself, but also large
groups, community, or society. Various dimensions of extension motivation
may be: helping people who need it, collaborating with others, empathizing,
risking one’s comfort or safety for others, sacrifice, patriotism, hospitality, etc.
Experiencing, reflecting, hypothesizing, conceptualizing, and experimenting
are the chief ingredients of the process of learning in a laboratory setting. The
EM Lab will utilize experience-based learning as the main training method.
Dr Pareek had designed and conducted a few laboratories using this concept.
I consider this as very appropriate in today’s circumstances when both
India, at macro level and at micro level, and the world at large are witnessing
certain vents that threaten the mankind. These events include scams that have
shaken the very basic fabric of a country, unethical and irresponsible deal-
ings by some of the corporate sector leaders who sacrificed basic values and
long-term interests of the company or the country for immediate financial
gains. Incidents like these result in confusion in the minds of people and loss
of faith on professionals and professionalism. In my view, the reason behind
the scams and unethical activities like insider trading, fudging of accounts,
etc., take place essentially because of greed and selfishness. This greed and
selfishness is obviously on the increase. In my view, extension motivation and
extension values are antidotes to such diseases. They work both as antidotes
to cure and even prevent selfishness and unethical exploitation of others for
short-term gains of a few.
In this context, I must mention that his long-term friend and colleague Dr
Prayag Mehta has been doing a lot of work on similar lines. Dr Mehta’s con-
ceptualization of social achievement and development motivation is particu-
larly relevant to note here (Mehta 1994, 1995). Prayag Mehta has observed in
his book on social achievement that the pace of development has been slow.
“Studies emphasize that importance of organization, participation, and moti-
vation along with public action for achieving such development goals. People
are motivated by the need for social achievement and for acting on the envi-
ronment for obtaining better quality of life and work” (Mehta, 1994, p.1). I
am not going into details but Prayag Mehta’s writings are of great significance
in promoting development motivation particularly among the government
agencies and agents and social achievement among the poor. In both these
concepts, Dr Pareek’s extension motivation seem to be part, though Prayag
Mehta’s concepts go far beyond a single motive and have great implications
for development interventions.
A few examples of persons who lived with extension values and motivation
are Mahatma Gandhi and Mother Teresa, and in recent times, Abdul Kalam
and Kiran Bedi also demonstrate extension values. See Box 15.2.

Box 15.2 Extension motivated leaders
We all know little bit of Mother Teresa. One incident that is narrated often
is when Mother Teresa went to a bakery man for bread for her orphan chil-
dren. The story goes that as she raised her arms, the bakery man just spat
on her hand. Then Mother Teresa told him, I would keep this for me, but
give me some bread for my children while holding her another hand. On
that spot, the bakery man realized Mother Teresa’s gentleness and become
a main bread donor for her orphanage. She started Nirmala Bhavan to
look after orphans and disabled, and now it is spread throughout India. All
through her life she worked for the poor and destitutes.
Mahatma Gandhi lived a simple living and worked for the country fol-
lowing nonviolence principles. When Mahatma Gandhi was traveling on
a train one of his shoes slipped off onto the track, and he could not have
picked it up, he promptly threw the second one also onto the track. When
asked why he did that apparently he answered that when someone finds the
first shoe the second one will help him to have both and use them. That is
reflective of extension attitude.
Dr Kalam took up academic pursuit as Professor, Technology and Societal
Transformation at the Anna University, Chennai, from November 2001 and
was involved in teaching and research tasks. Above all, he took up a mission
to ignite the young minds for national development by meeting high-school
students across the country. Dr Kalam is an extremely simple man. He is
above seventy and a bachelor. He is a strict vegetarian and teetotaler. He is
a ‘‘work alcoholic” who knows no holidays in the seven-day week. He works
18 hours a day. He is fond of music and spends his leisure hours practicing
the lute (veena). He is a great lover of books. He is a voracious reader of both
Bhagvad Gita and Koran. Dr Kalam quotes, “for great men, religion is a
way of making friends; small people make religion a fighting tool.”
Kiran Bedi has been devoting her life during her working life as well as
now for social causes working with nongovernmental organizations. While
in service wherever she was posted she showed high concern for larger
causes and tried to serve the people courageously and assertively.
If I analyze the people behind the scams, insider trading, fudging of

accounts, or cheating the public, that has largely come from those who were
born in early independent India—in the 1940s and the 1950s and perhaps
a few born in the 1960s. I believe those born around that time were born in
an independent, yet insecure, India. They had high aspirations and a few of
them perhaps did not have the patience to put in hard work. As an outcome
of which, they started resorting to short-cuts. They were perhaps born in a
“subsidy” country, a country of reservations and a country where the govern-
ment is supposed to “give” than “take.” Their ambitions resulted in greed out
of which they indulge in unethical activities. Such greed is not the property

200 T. V. Rao
of some but unfortunately many. If this greed characterized the youngest and
upcoming generation (Gen Y or Gen Z), then the country has no great future.
To prevent this epidemic from breaking out, we need a strong medicine.
Extension motivation is not only a good medicine to cure but a great medi-
cine to prevent. We need to inculcate the same right from childhood, through
schools, colleges and education and corporate training programs. I also like to
propose the term “extension value” to be added to our list of desirable values.
Dr Pareek had written his book Beyond Management in 1981. He revised it in
1984 and again in 2002 and re-titled as “Effective Organizations.” He dedi-
cated the first volume to Ravi J. Matthai, the second one to T. V. Rao and the
third to Rolf and Ronnie Lynton a unique couple engaged in institution build-
ing across cultures. It is not unusual for Dr Pareek to dedicate his books to his
students. He dedicated one of his books to his disciples—Dr Mahindra Singhvi
and Dr Narendra Dixit. This is something to emulate and speak of the person.
In what forms does extension motivation figure out in Dr Pareek’s writings?
Two articles of Dr Pareek appeared in the book on effective organizations
(Pareek, 1967, 1968).
In his article on “motivational paradigm for development,” Dr Pareek gives
a simple formula that
Development = (Achievement Motivation × Extension Motivation)
− Dependence Motivation
If you want socioeconomic development to take place, increase achievement
motivation and extension motivation and decrease dependence motivation.
Motivation occupies an important position in the dynamic process of social
change. The paradigm Dr Pareek (1968) suggested is as follows:
Motivation causes human Behaviour, and to that extent ‘causes’ changes in a com-
munity, like increased entrepreneurial activity or adoption of new methods. But I
don’t view it as a primary cause of change in human society. Motivation is a strong
and important link in the dynamic causal cycle of human evolution. (p. 117)
According to this paradigm, a specific societal system generates a specific pat-
tern of motivation and system of values that strengthen it, sustain it, and ensure its
continuity. Behavior of people in the society is caused by dominate motivation in
that society which in turn has been generated by the social system. This is perhaps a
mutually confirming or reinforcing cycle.
Extension motivation is defined as the need to extend the self or the ego
and relate to larger groups and its goals. A superordinate goal probably arouses
this motive. Such goals may therefore be important not only in developing
harmony, but also in sustaining motivation of people in development.
Poverty: Using this paradigm, Dr Pareek explained poverty as a consequence
of low-achievement motivation, low extensional, and high dependence moti-
vations. He explained further to say that low achievement results in dispro-
portionate risk taking, interest in chance and not control, lack of interest in
feedback, high interest in friends and not experts, and low activity and ini-
tiative. Similarly, low extension results in lack of regard for others, lack of

trust and faith in others resulting selfishness or self-centeredness, and lack of

cooperation. High need for dependence results in avoidance, fear of failure,
seeking favor from supporters, and aggressively rejecting authority.
Lessons from Dr Pareek’s extension motivation for future of nation

building and institution building
• We must create an extension culture in India where (a) people value
sacrificing their own conveniences for the sake of others and the larger
goals; (b) they are willing to sacrifice short-term gains for long-term
good; and (c) they become considerate about future generations and
leave the planet for their safety and healthy living of future generations.
• We make policies that are driven by extension motivation and future.
• Extension values and related family of values should be promoted and
taught in schools, colleges, families, everywhere.
• Extension motivation and value-based films and stories that promote
the work done by social reformers and others should be made available
to the public at large. Some industry groups are already making efforts
in this direction.
• Corporate sector is genuinely motivated by concern for the welfare of
the larger society and undertakes corporate social responsibility (CSR)
activities out of such genuine concern and values than as a business
strategy.
• The government and various ministries make policies that truly reflect
concern for the welfare of the society and long-term thinking rather than
short-term goals. For example, the Finance Ministry should look at the
extent to which tax laws are promoting development of the country than
merely increasing tax collections in a particular year somehow to meet
immediate needs. Other governance systems are made extension friendly.
• Award ceremonies to felicitate those who help others to be organized.
• Extension motivation and extension value to become a core value of the
country and the education system.
• Recruitment to teaching, health, and other social service professions is
based on extension value.
• Scholarships are instituted for that exhibiting extension motivation.
Institution building
In his book Beyond Management, Dr Pareek postulated, while tracing the history
of management and differentiating it from Institution Building, the follow-
ing: Administration was replaced by Management. Management should be
replaced by Institution building. Administration has been concerned with suc-
cessful maintenance of an organizing, and its running according to laid down
rules and regulations.

202 T. V. Rao
Management brought in changed emphasis and is primarily concerned

with efficiency, that is, accomplishing tasks with minimum resources. In recent
years, in addition to concern for efficiency, organizations are striving for two
other aspects: continued growth and development (self-renewal) and creating
a larger impact on a segment of the society or the entire society. For public sys-
tems the importance of both these aspects is too obvious. The first edition of
the book had 13 chapters, the second edition had 36 chapters, and the last one
expanded to have 43 chapters. The intention of the book is to help transform
organizations into institutions. While management is concerned with getting
results, stability, quality, effectiveness, strategy, achievement motivation, and
competence, institution building focuses on vision, future, trend setting, net-
working, culture building, mentoring, extension driven, and empowering.
Dr Pareek differentiated institutions from organizations. To him “Institutions
are distinguished by their mission, values, and impact on society.”
Institutions should be agents of change in the society and the community.
Knowledge utilization is a focal point of institution impact on the community.
Institutions have self-renewal process.
One main contribution of an institution is to generate new values in the
society or into the field of its operation. The nine criteria suggested by Dr
Pareek for Institution Building are:
1 . Attention to process
2. Significance of goal or uniqueness of the filed-urgent social needs
3. Innovative nature
4. Autonomy
5. Generating new values
6. Impact
7. Multiplication of know-how
8. Linkages
9. Development of people
Dr Pareek proposed a new value framework as:
1 . From elitism to populism

2. From percolation to growth
3. Centralism to decentralization
4. Isolated professionalism to dialogue
Dr Pareek identified the following frameworks for decision-making:
1. Feudal framework that is based on ownership by a few and dependence

is the main motivation.
2. Bureaucratic framework that is based on rules, procedures, control, and
the likes. Main motivations are control and affiliation, and relationships
are political and clique formation.

3. Managerial framework is focused on efficiency. Relationships are task

driven; motivations are achievement and power driven.
4. Institution-building framework where health and organization’s growth
are primary concerns. Collaboration, extensions, and creativity are the
motivation patterns.
See Box 15.3 for illustrative stories of institution builders.
Box 15.3 Institution builders
In my view the physicist and founder of ISRO (Indian Space Research

Organisation), Vikram Sarabhai, and Ravi Matthai, the founder of IIMA,
are two great institution builders. Sarabhai built a number of institutions in
different fields, most importantly in space and management. Ravi Matthai
promoted his belief of professionalizing management and actively demon-
strated in his own life how management should enter all sectors.
Take IIMA. The symbols that differentiate people and communicate
that you work for a team or group are minimal here. Every faculty member
gets the same-sized room and each one, irrespective of their designation,
shares the same secretary and privileges. You charge the same consulting
fee irrespective of the designation. You are addressed as professor, irre-
spective of whether you are a professor or an assistant professor. There
are no departments and there are only areas. The term “area” signifies
a broad categorization. You may be a member of more than one area,
group, or center. You may also change areas. All these are organizational
mechanisms to create a larger identity and bring down the overheads or
transaction costs associated with management of the system. IIMA follows
most of the principles Udai enumerated.
Source: Reproduced from Rao, 2010.
Lessons for future

Heads of educational institutions, vice chancellors, managing directors, chief
executive officers (CEOs), ministers, and all those heading government and
non-governmental agencies should understand these principles of institution
building.
First, they should respect and imbibe this institution-building role as a part
of their role. Their appointments, socialization, performance reviews, incen-
tives, and continuance in office should be subjected to a review of the extent
to which they understand and follow the above conceptualization and values
of institution building. They should be superordinate goal driven, less depen-
dency driven, and more achievement driven. Then only will we have great
institutions built.

204 T. V. Rao
As recommended by Dr Pareek, institution builders and heads of institu-

tions should be assessed and trained on the following roles and the extent to
which they are discharging their roles:
1. Identity creation role or the extent to which they promote unique iden-
tity for their organizations and at the same time ensuring societal contri-
butions of the institution;
2. Enabling role in which they develop a variety of resources in the institu-
tion including human resources;
3. Synergizing role in which they ensure collective contributions and col-
laborative culture make the organization integrate various resources sys-
tems and achieve more than the sum of its parts;
4. Balancing role where they balance conformity with creativity and short-
term with long-term goals and activities;
5. Linkage-building role where the CEOs create linkages required with
external agencies and subsystems;
6. Futuristic role where they develop the capability to anticipate the future
and future changes and prepare the institution to meet these needs or
create its own future;
7. Impact-making role where the institution makes both internal impact
through its achievements and climate it creates as well as the external
impact in terms of influencing the policies in the field in which it oper-
ates; and finally
8. Superordination creating role where the top executive gives a sense
of fulfilment to its members by deeply connecting what they do to the
larger good of the society.
Role efficacy
Extending the concept of sense of efficacy to the role, Dr Pareek formulated a

term called “role efficacy” (Pareek, 1993). According to this formulation, indi-
viduals with high degree of role efficacy carry with them different perceptions
and feeling of their role. Role efficacy is defined as the potential effectiveness
of an individual occupying a particular role in an organization. It consists of
making your role the way you like (role making), feeing important and cen-
tral in the organization through your role (role centering), and linking various
aspects of the role to make it stronger (role linking). The various dimensions
of role efficacy include:
1. Self Role Integration: Where the role provides individual with greater
opportunity to use his or her special strengths. Integration between self
and the role leads to higher role efficacy, while distance between the self
and the role leads to low role efficacy.

2. Proactivity: Proactive behavior (taking the initiative) contributes to

higher efficacy. While reactive behavior (merely responding to the
expectations of others) contributes less to efficacy. Lack of opportu-
nity to take initiative leads to low efficacy.
3. Creativity: Opportunity for creativity and innovation increases role effi-
cacy, while performing only routine tasks becomes harmful for high role
efficacy.
4. Confrontation: Confronting problems and reaching a relevant solution
contributes to higher role efficacy, while avoiding problems or shifting
problems to others leads to low role efficacy.
5. Centrality: A person’s perception of the role as central to the organiza-
tion contributes to high role efficacy, while a person’s perception of
the role as peripheral is likely to lead to low role efficacy.
6. Influence: The more influence/power a person is able to exercise in the
role, the higher the efficacy.
7. Personal Growth: Person’s perception of the role as providing oppor-
tunity to grow and develop leads to higher role efficacy, while a per-
ception that the role does not provide the opportunity to develop
contributes to low role efficacy.
8. Inter-Role Linkage: Linking one’s role with others’ increases efficacy.
Joint efforts in identification of problems, problem solving, etc.,
increase role efficacy.
9. Helping Relationship: Person’s perception that help is available when
needed leads to higher role efficacy, while a perception that respon-
dents are hostile leads to low role efficacy.
10. Superordination: Opportunities to work for superordinate goals have the
highest role efficacy, while a perception that performance in a role is
of value to the organization leads to higher efficacy.
Factors contributing to role efficacy include a participative climate, higher

job satisfaction, climate-promoting concern for excellence, use of expertise,
and concern for larger issues and an innovation-fostering environment.
Consequences of high role efficacy are less role stress, less anxiety, and work-re-
lated tension. Persons with high role efficacy tend to rely on their own strengths to
solve problems, use more purposeful behavior, and are active and interactive with
people and environment. They persist in solving problems, are inclined to growth,
and exhibit attitudinal commitment while adopting a positive approach. They
have a high degree of satisfaction with their jobs and role in the organization.
Of all the things that make a manager successful is the self-image the
person carries with him or her. The self-image is like a shadow. It is known
by different terms and ways. The related concepts are self-respect, self-confi-
dence, ego, sense of efficacy, self-concept, self-worth, sense of inner worth, etc.
People with high sense of values and superordinate goals share a feeling that
they exist for others, etc. See Box 15.4.

206 T. V. Rao
Box 15.4 Efficacy
Consider the following responses by two of IIM graduates, both Indian

Institute of Technology (IIT) toppers and IIM rank holders. Both were
employed as executive assistants to the marketing director of two different
organizations in two different cities. Both of them were working in simi-
lar companies. When the author visited them six months after they were
employed and asked them to describe their job and how they were enjoying
it, the conversation was something like this:
Person A: I am not sure what to say. I must admit that I am not at all com-
fortable doing what I am doing. I am not doing anything significant. When
the human resources (HR) head and one of the line managers came to the
campus for recruitment they drew a great picture about this company and
my job. I was promised a number of things and none of that has happened.
I came here with the expectation that I will have an opportunity to use my
talent. Being an IIT topper and IIM rank holder, I came with eagerness to
participate in strategy formulation, making marketing policies, influencing
pricing, deciding marketing budgets, and helping the company and the
director of marketing implement them. I was given a nice office next to
the senior vice president (SVP). It was a good cabin and had all facilities. I
was happy in the beginning but soon I was quite disillusioned to discover
that my job has nothing to do with policies and strategies. I sit next to the
SVP to act more like his secretary than as a manager. I am supposed to
maintain his appointments though a secretary assists him, and it almost
amounts to my doing the job. I am supposed to coordinate the visits of var-
ious customers and vendors. You know what that means. It means booking
their hotels, arranging their transport, making their appointments, arrang-
ing their meetings, settling their bills, etc.—all clerical jobs. Then, I am
supposed to arrange the weekly and monthly marketing meetings for the
department as well as for the other departments. It means booking the
meeting rooms, setting the agenda, circulating the agenda, taking down the
minutes, getting them approved by the boss, ensuring that coffee and tea
are served during the meetings and incurring the wrath of the boss in case
of delays, etc. There is no strategy and there is nothing here to learn. I get
my salary on time which is of course a great thing. However, professor, I
am wasting all my talent and keep feeling what a gap there is between what
you all taught and what we are doing here. I feel that I should get out of
this place after a year.
Person B: Thank you, professor. I am quite happy here and am learning a
lot. I sit next to the SVP Marketing. He is a person with 25 years of expe-
rience and has worked in three companies before he joined here. He is not
an MBA but more than an MBA in terms of his experience and thinking.
(Continued)

(Continued)
However, he is not exposed to systems and I help him a lot. For example,
I am required to maintain his appointments. He does not have a secretary
but I help him as his executive assistant. I have developed an electronic
diary on Google and after two months, began to help him to analyze the
way he was spending his time. It helped him a lot. He discovered that 30
percent of his time goes into unplanned activities. He now regularly con-
sults me and asks for my feedback on how to a make his role more effective
and strategic. I have also begun to mentor some junior executives which he
requested me to do after my analysis of his schedule.
I manage the customers and other visitors to this company. It was a
little difficult in the first two weeks as I was new to this company but it gave
me an opportunity to learn about it. I went to each head of department
and asked them to give me a brief so that I could brief the customers
who visit us about the various functions of the company. Now I know the
company perfectly. I book the hotel accommodation and transport for the
visitors and customers. Each one has their preferences. I have explored all
the hotels in the city and now have all their details, the concession they give,
etc. I also know the customers’ preferences of hotels and have knowledge
about the taxi system and various vendors of taxi services. This task of
arranging their transport and hotels gave me an opportunity to explore
the city. I am supposed to book the meeting rooms and ensure that the
discussions are minuted. I kept quiet and observed for the first three weeks.
After the fourth meeting, I pointed out to the boss that the decision taken
at the meeting is problematic as the pricing they decided on ignored some
variables. My boss appreciated my input and started involving me in the
discussions. Now he consults me on the agenda and also relies totally on me
to maintain and manage the minutes and follow-up of the decisions taken.
I have also gained a lot of his confidence. This company gives me a great
opportunity to learn and use my capabilities. I am happy and am learning
and almost feel that I am the SVP Marketing.
Which of them is likely to be more effective?
The answer is obvious. Person A views everything negatively and
expects learning to come to his doorstep, while person B takes initiative and
sees an opportunity to learn in everything including administrative tasks.
He is confident, takes initiative, applies his knowledge anywhere including
minor issues like maintaining the schedule of his boss, booking hotel and
transport for customers, and managing minutes of departmental meetings
and booking meeting rooms and support services. The first one has a fixed
mind and treats everything as a burden. Obviously, the second person is
likely to be more effective.
Source: Rao, 2010.

208 T. V. Rao
Lessons for action

Corporations and institutions should relook at the role efficacy of their
employees to ensure that their role efficacy increases in order to create the
right atmosphere in the organization. Particular attention should be paid to
the dimensions of “superordinate goals” and “helping,” “growth,” “proactiv-
ity,” and “creativity” parts of role efficacy.
As Robin Sharma in his recent book on leadership observed organizations
should link pay cheque with purpose. Organizations should interpret their
goals and objectives properly and highlight for the benefit of their employees
the larger impact they are trying to make on the society.
Human resources development and organizational

development
Dr Pareek identified the following principles underlying HR systems (concep-

tualized in 1975 and I had the good fortune of doing this with him jointly for
Larsen & Toubro, see Pareek & Rao, 1998).
1. Focus on enabling capability: The main focus of human resource services

(HRS) should be to help the company increase what may be called its
“enabling” capabilities.
2. Integrating the development of people with OD: Any HRS should aim at the
development and multiplication of human resources.
3. Maximizing individual autonomy and growth through increased responsibility:
Learning experiences get maximized when individuals have opportuni-
ties to experiment and also hold the responsibility for outcomes.
4. Decentralization through delegation and shared responsibility: People who work
together or close to each other know each other better than those who
do not have such opportunities to be together.
5. Participative decision-making: HR should attempt maximum participation
or representation of people who are likely to be involved in its imple-
mentation or are affected by it.
6. Balancing adaptation to and changing organizational culture: While designing
HRS, it is necessary to take into consideration the nature and culture
of organization for which it is being designed and at the same time it
should be designed to suit the prevalent culture of the organization and
the intended direction of change.
7. Balancing differentiation and integration: With increase in expertise in HRS,
the three distinct functions—personnel administration, organization
development and training, and industrial relations need to be differenti-
ated and at the same time integrated.
8. Balancing specialization and diffusion of the function: While HRS is a special-
ized function, its special identity should not result in lack of involvement
of line people in various aspects of HRS.

9. Ensuring responsibility for the function: Unless the HRS is introduced at a

high level in the organization, with a very senior person is in-charge
of HRS, the insightful and creative leadership, which is required to
make the function effective, may not be provided.
10. Balancing linkages within and with other functions: HRS should be designed
to strengthen various functions that are important in the company.
11. Building feedback and reinforcing mechanisms: The various subsystems in
HRS should provide feedback to strengthen one another.
12. Balancing quantification and qualitative decisions: While attempts should
be made to continuously improve and quantify several variables and
even to design computer storage of various kinds of data, the qualita-
tive and insightful decisions will always be necessary and desirable.
13. Balancing internal and external help: A company that is completely closed
to external resources and is doing everything internally may not be
able to benefit from some of the latest developments in the field; while
on the other hand, a company that is merely relying on external help
either in training or other aspects of HRS cannot develop itself effec-
tively without necessary internal resources.
14. Planning evolution of the function: Rushing the introduction of all the
aspects of HRS may only result in ritualism rather than effective
introduction of the system.
15. Continuous review and self-renewal: It is necessary to plan any system in
such a way that it has mechanisms of self-renewal, and HRS should
provide in it mechanisms for continuous review and change.
Greed and OD
Divisiveness continues. It spreads from caste and religion-based divisive-

ness, to political divisiveness to linguistic, regional, color, education, health,
batch, sector, section, department, etc., everywhere. Some divisiveness for
improving the disadvantaged is fine, but divisiveness leading to self-destruc-
tion of a large part including that of the Nation is not acceptable.
We seem to live today in a scam-driven world. Every day morning you
wake up to hear what new scam has been unearthed: starting with Satyam
in the corporate world to CWG, 2G, Adarsh Housing, Mining, and Land
grab to everywhere. The nation’s time is taken away for protesting MPS,
MLAs, and various other agents who should be spending their time in
Nation Building.
Are the Indian corporations saved from this? Has OD brought in cer-
tain amount of integrative outlook in our corporations? In a world where
organizations are built and developed to sell than to build more, has OD
done some good? Organizations built by the sweat capital of many people
suddenly get sold and the employees discover that they belong to a new
management and a new organization that they have not heard before and
(Continued)

210 T. V. Rao
(Continued)
they need to learn a new culture. This has become the world order and
India is no exception. Sometimes, it appears that we are truly in the busi-
ness of business and not that of services. In the past organizations used to
be set up to serve others and in the process to make some money to sustain
themselves and grow. Today, it appears that some organizations are being
set up to make money and money alone. Even hospitals’ performance is
being measured by the numbers in monetary measures rather than patients
served and benefits to the society. Government performance is also being
measured by the numbers of schools and hospitals set up rather than what
they are doing after they are set up.
In other words, short-term orientation emerging out of greed has
become the order of the day. The concept of service to the society and
working for larger cause is being forgotten except occasional when we talk
of corporate social responsibility. Even this CSR gets reduced to projects
to take care of the neighborhood rather than getting integrated into every-
thing that we do in our corporations.
I have argued that Udai Pareek’s OCTAPACE (Openness, Collaboration,
Trust, Authenticity, Proactivity, Autonomy, Confrontation, and experimen-
tation) values should now be expanded to include Extension Value. And
all HRD and OD work should be reoriented to this in view of the need to
build a strong and healthy world for our future generations.
Source: Excerpts from a key note address at the M. S. University Baroda,

February 2011.
Lessons
It is high time that organizations of all forms conduct an HR audit or social
audit of themselves, and their programs to renew themselves. This may extent
to the political parties and particularly youth wings of political parties and
various government agencies and nongovernmental development agencies
and agents.
It is also high time we understand and assimilate the OCTAPACE values
always so intensely promoted by Dr Pareek. In the end I like to conclude from
a quotation from James Allen,
Man is made or unmade by himself, in the armory of thought he forges the weapons
by which he destroys himself; he also fashions the tools with which he build for him-
self heavenly mansions of joy and strength and peace. By the right choice and true
application of thought, man ascends to the Divine Perfection; by the abuse and wrong
application of thought, he descends below the level of the beast. Between these two
extremes are all grades of character, the man is their maker and master.
Let all noble thoughts descend on us, characterize our being with inspira-
tion from the writings of great gurus like Udaiji.

References
Mehta, P. (1994). Social achievement motivation: Needs values and work Organization. New Delhi:
Human Development Series: Concept Publishing.
Mehta, P. (1995). Education, participation and empowerment: Studies in human development. New
Delhi: Concept Publishing.
Pareek, U. (1967). A motivational paradigm of development. Journal of Social Issues, 24(2),
115–122 (and also in Indian Educational Review, 1967, 105–111).
Pareek, U. (1968). Motivational patterns and planned social change. International Social
Science Journal, 20(3), 464–473.
Pareek, U. (1993). Making organizational roles effective. New Delhi: Tata McGraw-Hill (original
concept in 1980 published in Pfeiffer and Jones).
Pareek, U. (2002). Effective organizations: Beyond management to institution building; 1981, 1994,
2002. New Delhi: Oxford & IBH.
Pareek, U., & Rao, T. V. (1998). Pioneering HRD in India: The L&T system. Ahmedabad:
Academy of HRD.
Rao, T. V. (2010). Managers who make a difference. New Delhi: Random House.

16 Institution building:
Experiences, learnings, and
challenges*
Kavil Ramachandran
What is an institution?
Basically, institutions are organizations with a unique identity and respect. We

feel proud to be associated with them. They are unique in a number of ways,
and they are not easy to be copied. It is not for a moment in history that they
shine, but they continue to shine, spreading light of guidance, inspiration, and
leadership across many decades, and sometimes centuries. Three such pillars
of global eminence in the educational field are the universities of Oxford,
Cambridge, and Harvard. The earliest records on the Oxford University date
back to 1036 AD, almost a thousand years ago. Cambridge University, again
in Britain, is over 800 years old. Harvard University in the USA is close to
400 years old. These universities have been the destinations of the bright-
est minds of the world across countries, and they continue to be so. There
are many other widely admired institutions, in academics and outside several
with shorter histories existing in India and elsewhere. Some of the familiar
names are the Indian Institution of Management Ahmedabad (IIMA); the
Indian Institute of Science; The Ramakrishna Mission; the Christian Medical
College, Vellore; commercial entities such as the General Electric, Tata group,
Unilever, and Merck Pharmaceuticals, Germany.
It is worth recalling the tremendous efforts made by the Tata group with
a clear purpose of contributing to nation building. Proud of India’s heritage
of industrialization prior to the industrial revolution, 150 years ago, Jamsetji
Tata wanted to provide Indians with an opportunity to rebuild the nation.
To quote Mr J. R. D. Tata, “With that object in view, he decided, almost sin-
gle-handed, to launch India on the path of modern science and industry and
* This chapter is a modified version of the speech delivered at the N. J. Yasaswy Memorial Lecture on
October 8, 2013, IFHE Campus, Hyderabad. It is specially modified for the Udai Pareek memorial
book. Both Yasaswy and Udai Preek were institution builders in their own ways.

Institution building 213
to risk his fortune in the process. That the great projects he conceived and his
sons carried through were successful is less important than the motives with
which they were launched, than also the sense of social consciousness and
trusteeship which Jamsetji inculcated in his two sons and my father, R. D.
Tata, and which have continued to this day to inspire and guide his successors
and, through them, the management of the various enterprises which they
promoted” (Lala, 2004). Such clarity of purpose creates enthusiasm among
like-minded people to come together and contribute to the creation of social
wealth. People associated with such institutions feel delighted to contribute
to their efforts to accomplish the vision. This is what Dr Vikram Sarabhai
did when he constituted the founding team of the IIMA. In recent years, the
Indian School of Business was the vision comes true of a number of people
who wanted to create an institution of global eminence.
Dr Udai Pareek, one of the early day stalwarts associated with building
the IIMA, believed the following as the three features that characterize an
institution.
1. “Its functions and services are related to society’s commonly agreed

requirements as tested by its adaptability over time to handle human
needs and values.
2. Its internal structures embody and protect commonly held norms and
values of the society to which it is related.
3. Its achievements over time include influencing the environment in a
positive way.” (Pareek, 2002)
In essence, institution building is different, very challenging, but very enjoy-

able too. Dr Pareek distinguished an institution from an organization and
said that while an “organization is both a system of consciously coordinated
activities and a rational instrument engineered to do a job, an institution is a
responsive, adaptive organism which is the natural product of social needs
and pressures” (Pareek, 2002). Dr Pareek was one of the pioneers in India
to work on institution building. He defined institution building as, “the pro-
cess of establishing or transforming an organization into an integrated and
organic part of a community in a way that will help the organization play a
proactive role in projecting new values and become an agent of change in the
community” (Pareek, 2002).
There is sometimes an assumption that institutions are primarily driven
by social purpose with very limited economic purpose. I do not believe that
economic organizations cannot be institutions. They too do. The extent to
which different organizations contribute, directly or indirectly, to the society
would vary. All of them have a role to play. The essence of an institution
is the constant process of evolution and revolution an organization under-
goes while continuing to be an important contributor to the preservation and
growth of the society.

214 Kavil Ramachandran
We realize that institution building is not easy. It does not come automat-
ically to all. Besides all the qualities discussed earlier, it requires leaders to
possess qualities of what I call, detached passion. It sounds like an oxymoron!
Detached passion assumes one to be passionate with the ideas and goals, but
also have the ability to take a couple of steps back and look at the organi-
zation, self and one’s own thinking and activities objectively, all done in the
interest of the long-term sustenance of the organization.
Learnings
I have attempted to capture some of the key learnings on institution building

from the experiences of a number of organizations. The core to all these
learnings is the recognition that it is easy to create a document of strategy but
it is not always easy to achieve the same in practice. Execution excellence is
core to institution building.
• One should enjoy what one does. Work is joy and not a duty to all
those involved in institution building. This means that those who are
chosen to be members of an institution should share the purpose
and process of institution building. S. R. Ganesh and Padmanabh
Joshi had in a study of Vikram Sarabhai’s leadership noted that “the
process of institution building is the energizing of people so that
not only they internalize values that transcend narrow self-interests
but they also become infused with a sense of mission in their total
life” (Ganesh & Joshi, 1985). Jamsetji Tata’s selfless efforts at creating
high-quality education in India is worth recalling. In 1898, he took
the initiative to set up a world class academic institution and contrib-
uted a donation worth `30 lakhs in those days. It was half his wealth.
The other half he left to his sons (Lala, 2004). That was the origin of
the Indian Institute of Science. Sacrifice for the society was a joy for
him and his successors.
• Institutions not only identify their core values but also preserve them
through their practice across the organization. For example, the
102-years-old IBM, the institution that constantly transformed itself
and maintained respect and leadership across the world, did something
about 10 years ago normally unbelievable for an organization of its size
to do. In 2003, it ran interactive exercises with 50,000 employees across
the world as part of revisiting and refining its core values. Incidentally,
IBM’s three core values are:
o Dedication to every client’s success

o Innovation that matters for our company and for the world
o Trust and personal responsibility in all relationships

In 2004, they did a similar massive exercise covering 52,000 employ-

ees worldwide to share their best practices. IBM leadership did not see
such exercises as rituals but serious and dedicated efforts to strengthen
their organization.
There is a need to learn from institutional history. All institutions
draw energy and confidence from sharing the elements of culture,
values, and best practices. They get inspiration from experiences when
they withstood tests of their greatness. One of the reasons I consider
the IIMA as a great institution was one such incident that a senior
faculty member narrated to me soon after I joined there as a young
faculty. In the early days of discussing the proposal for government
funding for the Center for Management of Agriculture at the IIMA,
Professor Matthai had a meeting with a senior cabinet minister in New
Delhi. The minister agreed to support, but at the end of the meeting,
he apparently asked for a favor— admission to IIMA for one of his
close family members. Professor Matthai stood up and politely told
the minister, “Sir, we have a very transparent and objective admission
process without any interference even by the director. If you wish to
link the grant money with the admission of your ward, I am sorry, I
will have to politely decline the offer.” This gave me the confidence and
reassurance that IIMA was beyond any individuals’ influence under
any circumstances. Also, I could always stand up to my principles and
values. I wanted to be associated with it always. Yet another incident
I recall is when a very senior professor walked up to the fourth floor
office of mine in my very first week at the IIMA to offer me any sup-
port in building up our activities on the entrepreneurship front. You
should remember that this was something he had been passionately
pursuing in the previous years, and I would be taking it away from
him. That was Professor Vora for whom institutional continuity was
the most important criterion in his decisions.
• I am told that Goldman Sachs, set up almost 150 years back, and which
has been a heavy weight in financial services and banking, retain several
offices of very senior retired executives for their use whenever they visit
the office. They are encouraged to interact and share experiences with
younger executives whenever possible. Also, they have several execu-
tives who have been with the company for 10, 15, 20, or even 25 years.
They pass over the history and experiences of excellence across gener-
ations. News about them are shared with the existing staff. They retain
an atmosphere of family and constantly build their institutions.
• Well-established family businesses follow exactly the same principle. For
instance, Merck KG, the German pharmaceutical giant, was set up in
the year 1816 as a small manufacturing company. The Merck family has
preserved the remnants of their humble beginnings, for the benefit of
retaining their legacy. For the past more than 80 years, the family has
been involved only in governance and strategy, leaving overall strategy

formulation and implementation to non-family executives. The family

remains the custodians of the wealth, and has created very clear gov-
ernance mechanisms to preserve and grow the wealth. They are also
aware that they are not the best managers to run the company. There
are quite a few well-established and respected families that have pre-
served their families as lasting institutions.
Institution building is like a relay race. The founding leaders
who realize this and set norms for the successors to follow do well
for the creation of institutions out of organizations. The greatness of
Professor Ravi Matthai was in doing this and setting a norm for others
to follow in all IIMs. He took over as the director of IIMA without
any specific end to his tenure. He could have continued indefinitely,
but chose to step down after six years because he believed that the
institution required fresh thinking on a regular basis. After stepping
down, he set a new norm by becoming a regular faculty member like
all his colleagues and worked from a faculty office like anybody else.
For him, more than anything else was the continued success of the
institution. He was not at all worried about the size of the room or its
location. Succeeding generations get inspired by the examples set by
leaders like Professor Matthai. Institutions that believe in the relay race
principle have clear succession plan as well. They try to build as many
towers as possible, and avoid posts in between. The efforts made at the
General Electric to find a new chairman are well known. Jack Welsh
has detailed how he went about identifying J. Immelt as his successor
(Welsh & Byrne, 2003).
• Another key observation is that people trust each other a lot in such
institutions. There is always an element of informality, and col-
leagues can get a lot of things done over phone or across table, all
based on mutual trust. You can always follow up many things through
an email confirmation, but action is not delayed for want of an email
or formal communication. Trust will grow only if it is practiced as a
value, top down.
• Team members, particularly division heads and faculty members in aca-
demic institutions, need a lot of freedom to operate. While accountabil-
ity is a critical must, individual team members should have adequate
freedom to do things, all for the benefit of the organization. In essence,
empowerment should happen regularly and routinely.
• One of the key qualities of a good institution builder is his or her ability
to listen to others, encouraging criticism and disagreements. Such lead-
ers know that there are smarter and more capable people around and
there are many ways of addressing organizational challenges. All great
academic institutions have completely open faculty meetings where
leaders encourage dissenting views.

Challenges in institution building
Let us now look at some of the key challenges of institution building that we
face today.
•
Leadership vacuum: I believe this has two dimensions. One, the
pool of candidates to select from, and the other is the process per se.
Unfortunately, leadership selection process is often either biased toward
job skills or inadequately careful about the emerging needs of the institu-
tion. Attitudes are equally if not more important than skills and knowl-
edge. It is also increasingly becoming more difficult to identify leaders
with the true spirit of custodianship values. The whole challenge boils
down to succession planning. There is a lack of anticipation and home-
work completed in time. The recent selection of the director of IIMA
and the Chairman of the Tata Group took more than a year of search
and short listing. Institutions should deliberate and list down the qual-
ities of the leader they look for. The same applies to faculty members
of an academic institution. Some of the young academic institutions
forget that research and publications alone are not good enough to build
institutions. You need faculty members to have dedication to the organi-
zation. You need people with ownership passion for the organization.
• Horizontal entry: We often find recruitment of leaders at different levels
in the organization without any appreciation for the rich heritage of the
organization. This is one reason why respected institutions very often
prefer one among them as the best choice to be their leader. Cultural
synergy is very important if the prevailing culture is good. Of course,
institutions that need some resurrection may benefit from fresh flood
provided the person coming in is aware of the context, and is apprecia-
tive of the institution’s past strengths.
• Shortening life span: Similar to shortening of product life cycles, exec-
utives tend to move from job to job frequently. This has become a chal-
lenge for anybody to develop a shared culture in such organizations.
Unfortunately, educational institutions and hospitals with larger social
purpose have also become a prey to this trend for a variety of reasons.
• Vulnerability to pressures: Many institutions are threatened when lead-
ers take decisions to protect others under the influence of colleagues,
friends, and influential people. Little do they realize that such decisions,
apparently small, affect the health of the organization. Very often the
drift from clear and established norms takes place gradually. Such devi-
ations, particularly compromising values and codes of conduct, cut at
the very roots of the organizations. Many organizations do not tolerate
instances of honor code violations very seriously.
• Organizational politics: Power and politics is present in all organizational
entities. The question is only about its intensity and spread. Institutions

constantly resist forces of power and politics from spreading and killing
them. A powerful manifestation of the same is lack of appreciation and
recognition for people who slog, selflessly.
• Too much of systems and too little human: For a variety of reasons, we
are all becoming prisoners of systems and processes. An unfortunate out-
come of the over emphasis on systems is the neglect of the importance
of values in organizations. This leads to a breakdown in informal com-
munication across departments. Institutions of repute do emphasize the
roles of both and work out a way for the coexistence of both, synergisti-
cally. In other words, balancing the roles of structure, systems, processes
on the one hand, and culture and values on the other is not always easy.
• Arrogance and lack of benchmarking: Success in institution building
sometimes becomes the very reason for them becoming arrogant, lethar-
gic, and passive toward dynamic benchmarking. Several organizations,
set up with very clear vision and other building blocks of institutions,
have fallen under the weight of their past success. Let us remind our-
selves that humility is never a weakness but a virtue.
• No life beyond the founder: Founders have a responsibility to ensure that
leadership succession takes place in time and that too into safe hands.
This does not always happen because the leaders themselves cling onto
positions beyond their relevance. Because of their overbearing image
and clout, other members of the organization dare not broach the topic.
There are plenty of instances of organizations that show characteristics
of becoming institutions crumbling under their own weight. Dr Pareek
had noted that institution builders voluntarily dispose themselves, as they
see it as a means to build the institution further. Unfortunately, we have
many leaders of lasting organizations refusing to step down from their
long possessed positions. They seldom realize that such institutions may
crumble in the absence of smooth and prepared leadership succession.
In essence, all stakeholders should proactively nurture the institutions they

are associated with. They should remember that they will not be able to build
anything if the foundation itself disappears.
Challenges of nation building
I would like to close with some thoughts on the challenges of nation building
we face today. This is not limited to India. Most countries face a dearth of
leaders with a strong sense of custodianship. The scenario is very alarming in
countries such as India that are struggling to be on their own, and yet to build
strong economic foundations. Sacrifice of millions of people for our indepen-
dence seems to have gone in vain when we look at the thoughts and actions
of most of our politicians, jailed or otherwise. Two or three generations ago,
Indians masses sacrificed their lives with the hope and satisfaction that their

efforts would make their future generations happier. They were driven by a
purpose and custodianship values. They wanted to transform the country and
make it rich and a happy place for everyone to coexist. Unfortunately, down
the road, there are many instances of drift, and we have fallen into a morass
from which we need to get out, the soonest. We need to improve our gover-
nance drastically. I often reflect over what Mahatma Gandhi had said. To
quote, “whenever you are in doubt, or when the self becomes too much with
you, apply the following test. Recall the face of the poorest and the weakest
man (woman) whom you may have seen, and ask
yourself, if the step you contemplate is going to be of any use to him (her).
Will he (she) gain anything by it?” (Pyarelal, 1958).
I would urge the younger generation to be realistic of the challenges ahead
and their implications, and do whatever is possible by them to build institu-
tions in the society. That alone is the way to make our society an institution.
There are sparks of change, on lines with the message from the Gita about
the arrival of a messiah to lead us. There are elements of the messiah in all
of us. Let us do our bit. I am hopeful because I believe in humanity, and our
responsibility to the future generations.
References
Ganesh, S. R., & Joshi, P. (1985). Institution building: Lessons from Vikram Sarabhai’s
leadership. Vikalpa, 10(4), 399–413.
Lala, R. M. (2004). The creation of wealth: The Tatas from the 19th to the 21st century. New Delhi:
Penguin Books.
Pareek, U. (2002). Effective organisations—Beyond management to institution building. New Delhi:
Oxford & IBH.
Pyarelal. (1958). Mahatma Gandhi, last phase (Vol. II, p. 65). Navajivan Publishing House.
Welsh, J., & Byrne, J. A. (2003). Straight from the gut. Business Plus.

17 Managing an institution
of excellence: Reflections
on my years as director of
IIMA*
V. S. Vyas
I am thankful to Dr T. V. Rao and Dr Anil K. Khandelwal for providing me

with an opportunity to pay homage to my esteemed friend Dr Udai Pareek.
I was fortunate to come in contact with Udai in the early 1970s, and enjoyed
his friendship till his death in 2012. Though we both belonged to Rajasthan,
it was only when I came to Indian Institute of Management, Ahmedabad
(IIMA), that I met him personally. He and Rama Ben were the first to wel-
come us in IIMA campus the day we reached there. He acted as my friend
philosopher and guide throughout my stay there, and played the same role
when both of us settled in Jaipur after our retirement and were associated
with the Institute of Development Studies (IDS). I learnt a lot from him
on management of the academic institutions during my tenure as Director
of IIMA from 1977 to 1982, and later as a colleague on the Governing
Board of the IDS, Jaipur. I think it appropriate on this occasion to share
my experience in institutional building and organization management, a
subject closer to the heart of Udai, taking my experience as the Director of
IIMA as an example.
At the outset let me point out two limitations of this presentation. First, this
chapter is not based on serious research on institution building or organization
development. It is largely based on my personal experiences and reflections.
Second, my experience as director of IIMA pertains to the late 1970s and the
early 1980s, and therefore may be considered outdated. However, on the latter
score I am less diffident. If one agrees that there are certain principles of good
management of organizations, which are of lasting relevance, then, I think
that the experiences that I am sharing in this chapter have some value. I also
* An enlarged and revised version of a lecture delivered at Institute of Rural Management, Anand
(IRMA).

Managing an institution of excellence 221
had the good fortune to be involved in the governance of some other institu-
tions in this country and abroad. Those experiences have further emboldened
me to say what I am going to present in this chapter.
Let me begin by giving some background about my professional career.
Before I came to IIMA I did not have any formal training in management. I
was trained as an economist and specialized in agricultural economics. After
doing a PhD in economics I started my career as a lecturer in the School of
Economics at Bombay University. Within a couple of years I got an appoint-
ment as a reader in economics in Sardar Patel University, which was then
known as Sardar Vallabhbhai Patel Vidyapeeth. Soon after my joining the
Department of Economics in that university, the Agro-Economic Research
Centre (AERC) covering two states, Rajasthan and Gujarat, was established
in Vallabh Vidhyanagar. Since I belonged to Rajasthan and was working in
Gujarat and earned some reputation as an agricultural economist, the author-
ities thought that I was the right person to head the Center. At AERC I could
assemble a very good team to work with me. We started from scratch, but within
a short period the AERC Vidhyanagar was recognized throughout the country
as a good institute in the area of agricultural economics and rural studies.
It was during that time when Ravi Mathai, director of IIMA, sent D. K.
Desai who was the chairman of the Center for Management in Agriculture
(CMA) in IIMA, to invite me to join the institute as a professor in CMA.
By that time S. V. Vidyapeeth had already promoted me as professor in the
Department of Economics. I declined Ravi’s offer and told D. K. that I was
very happy where I was. A couple of years after that I went to Delhi as a
Member of the Agricultural Prices Commission (APC) but kept my lien on
the job in the University and came back to Vidyanagar after two years. When
I was in Delhi, Samuel Paul, the then director of IIMA, repeated the offer
that Ravi had made, that is, that of the senior professor in CMA. Although I
did not say no to him but I was postponing the decision to leave Vidyanagar.
I came back to Vidhyanagar and took over as a professor and the head of
Department of Economics, and was also elected Dean, Humanities and
Social Sciences. By that time my children were growing up, and my wife and I
decided that Ahmedabad was a better place for us, and offer from IIMA needs
to be taken seriously.
The main attraction for me was CMA in IIMA where a group of well-
qualified and enthusiastic scholars were doing excellent work in the area of
agricultural policies and management. Of course, the reputation of IIMA as
an institute of excellence was also an important consideration. Finally, I told
the University authorities that I would be resigning my post and joining IIMA.
This is how I came to Ahmedabad.
I was invited to join CMA as a senior professor, and was happy with the
thought that I would be able to contribute to the research and teaching in
that area. Soon after I came to Ahmedabad, the Gujarat State Fertilizers and
Chemicals Limited (GSFC) established a chair in Agriculture Policy in CMA.
The board, on the recommendation of the director, made me the GSFC Chair

222 V. S. Vyas
Professor. I was made chairman of the Research and Publication Committee

of the Institute and was invited on several occasions to serve on the Selection
Committees for recruitment of senior faculty. Professor Paul, then director,
Udai, and other senior colleagues in the Institute made me feel that I was a
valued colleague. It was very nice to get recognition from persons for whom I
had great respect.
After a few years of my joining IIMA, Professor Samuel Paul decided to
step down and offered to continue as a professor, a tradition that the first
Director of IIMA, Ravi Mathai, had established. The Institute was in search
of a director. My name was also included among the prospective candidates.
Two of my senior colleagues, Udai Pareek and S. K. Bhattacharya, asked me
whether they could propose my name for the director’s position, I told them
that I may not be the right person for the post of the director as my back-
ground, qualifications, and experience were not in the area of management
education. However, I was told that neither Ravi nor Samuel Paul, the two
former directors, had a formal degree in management. According to these
friends formal qualification in management was not a precondition for leading
IIMA. What was important was to have a director whose profile met the then
existing requirements of the Institute. It was felt by several faculty colleagues,
and later by the board that I met those requirements. They thought I had
leadership qualities and I enjoyed respect among academic and policy-making
circles. In short, leadership qualities and respect in the wider world were con-
sidered important for a person whom they would like to select as the director.
There is a lesson, which I feel is worth underlining. At different points of
time decision-makers in the institutions have to be clear as to what kind of
person they would need as a director. Quality of leadership is of course import-
ant, but the type of leadership needed in different circumstances will differ. At
that time the IIMA board, and the faculty were looking for a director who
was known in the policy-making circles in the state and the Center, enjoyed
respect among academics, including of course the IIMA faculty, would give
due emphasis to the areas other than private sector in management research
and education, and further would strengthen the Institute’s relations with its
various stakeholders. They thought that I met these requirements.
I will not like to dwell on the developments during the tenure of my direc-
torship. Suffice is to say that there were certain objectives that I could achieve,
and there were others, which I could not. There were successes and failures.
In mentioning these, I believe, I will be pointing out some facets of the man-
agement of an institute of excellence.
At the outset let me emphasize that the Post Graduate Program (PGP) of
IIMA was excellent at that time, as it is now. My job in that regard was to
ensure that we adhere to the high standards for which IIMA was just famous,
and do not allow any slippage. The individuals who worked as Academic
Deans during my time, particularly Mohan Kaul, Raghavachari, Narayan,
made this task easy for me. They were stalwarts in their subjects and uncom-
promising in maintaining standards. Because of these friends I could spend
more time in non-PGP type of activities.

I could establish much greater contacts with the noncorporate sectors. With
the corporate world the Institute had very good contacts right from the very
beginning. But the relationship with central and state governments, with other
academicians, with the civil society institutions needed to be strengthened. I
could break invisible barriers. I tried to get more faculties with diverse exper-
tise though related to the core subjects in our curriculum, and invited people
from different walks of life who had significant achievements to their credit to
share with us their insights and interact with the faculty.
Another area where I took initiative was the development of management
faculty in different institutions. I was convinced that even with their Fellow
program the IIMs would not be able to meet even a fraction of the demand
for teachers required by a growing number of management institutions.
Management departments of the universities were, generally, very weak. Most
of these departments were erstwhile Commerce Departments, they had only
changed their signboards—instead of Department of Commerce they were
designated as the Department of Management! I thought we should do some-
thing about this.
We had a short-term faculty development program, of the duration of ten
days or so. It was more of an orientation course, by whatever name it was
called, and was not taken seriously either by us or by the institutions sponsoring
the trainees. With the help of senior and experienced faculty led by Professor
A. R. Kulkarni, we designed a regular faculty development course (FDC) of
9-month duration, oriented to the needs of small universities and colleges. We
launched this program successfully in India and later took it to Nepal, where
we established collaboration with the Tribhuvan University in Kathmandu.
An initiative worth noting is the arrangements for summer training for stu-
dents who had been given admission from ST/SC quota, most of whom had dif-
ficulty in English and mathematics. We organized a residential course for them
in English and Mathematics during the summer vacation. It was made obliga-
tory for these students to attend the course. All of them were provided fellowship
during the period of their stay in IIMA campus to attend the course. The course
was of seven to eight-week duration. Apart from improving their knowledge of
the subjects, participating students developed courage and confidence.
There was significant expansion in infrastructure. We could get plot of
land more or less adjacent to main campus, which now is the second campus.
We built management development center and named it after Kasturbhai
Lalbhai, one of the founding fathers of IIMA. Instead of organizing man-
agement development programs mostly in hotels as we used to, I thought
that there should be a facility in the campus itself where we could organize
most of our management development programs. There were other infra-
structural facilities, transit houses, more faculty housing, etc., which were
developed during my time. I was keen to forge international linkages. So far
our relationships with the institutions of the Western world were one sided.
Every year a few of our students or faculty used to go to these institutions for
higher learning, mainly to pursue PhD programs. I wanted to make a two-way
traffic. We forged that sort of relationship with INSEAD one of the leading

224 V. S. Vyas
management institutes of Europe. As I had worked with Food and Agriculture

Organization of the United Nations (FAO) and World Bank, I could persuade
them to locate some training or research projects in IIMA or award consul-
tancies to the faculty.
These are some of the areas where I can claim some success, some achieve-
ments. But there were a few failings as well. For one thing, despite my best
efforts I could not encourage much research, and as we all know if we do
not have a good research output the standards of teaching also suffer. All my
efforts were frustrated by endless discussion on what could be considered relevant
research in management, rather than doing something about it. It was a serious
disappointment for me because before becoming the director I had acted as the
chairman of the Research and Publication Committee. There were few indi-
viduals who did good research in their areas; many more were engaged in case
research; but I could not create an atmosphere conducive for research.
A major failing was the inability to manage the discontent among the
administrative staff. To some extent, the conflict with staff is inevitable. We
in the faculty believe that academic institutes are faculty-centered institutes,
but other employees also have their aspirations, which they genuinely feel
are neglected. This is what happened in IIMA. We neglected research and
administrative staff. Anyway discontent was brewing. It got aggravated due
to external factors; some of those were largely beyond our control. Some
individuals had captured unions of the administrative workers of some of
the most prestigious institutions in Ahmedabad, for example, IIMA, National
Institute of Design, Physical Research Laboratory, etc. They were nihilistic
in their approach and were bent upon wrecking these institutions. They were
not prepared to have any constructive dialogue with management. Our fail-
ing was that we did not anticipate those troubles and did not take necessary
steps. I am narrating these because one can learn lessons from successes as
well as failures. I will like to underline these as I proceed. There was a strike
on the strategically chosen convocation day but all the faculty came alive
shared the work and got the convocations process go on. The only disap-
pointing part was it went on without the staff and the Chief Guest J. R. D.
Tata. Looking back I am not sure if it could have been avoided. Institutions
do mature with such occasional crises. Even today IIMA’s smooth function-
ing is clearly attributable to loyal and committed administrative staff who
share the burden of faculty.
Some reflections on what makes a good institution
Now let me leave aside this autobiographical part and see what makes a good
academic institution, an institute of excellence. People have given thoughts on
it. Udai has made seminal contribution in this area. Others, including Pradeep
Khandwala, T. V. Rao, Ranjit Gupta, and Tushar Moulik, have made excel-
lent contributions in this area. I must admit that I have not done any systematic

study. What I am suggesting below are reflections based on my experience of

managing an Institute of Excellence. And I consider IIMA as an example of
the institute of excellence.
The first thing that impresses one about IIMA is that it is an institute, which
could maintain the reputation for quality education for nearly 50 years or so.
How could it maintain this reputation consistently for all these years? There
are several institutions in our country known for the quality of their teaching
or research for some years, even for a decade or two. There are numerous
examples of the institutions enjoying their hour of glory, but what factors have
sustained the reputation of IIMA, for all these long years? I believe instituting
certain procedures and practices on the one hand ensures excellence, and the
role assigned to, and played by key individuals. In this chapter, I will discuss
both the aspects. On the former, I will suggest Ten Commandments (!) taking
IIMA as an example.
First, there should be clarity about the mission of the institution, espe-
cially among the founding members, and their commitment to achieve the
goals. This should be reflected in the preparatory work, in the people hired
for meeting the objectives, and resources provided to accomplish the tasks
in an adequate manner. People like Vikram Sarabhai, Prakash Tandon, and
Kasturbhai Lalbhai were clear about the type of management education they
wanted to provide, they sought the right persons such as Ravi Mathai and
Kamala Choudhary to accomplish this task, and they gave them necessary
resources and full backing to organize the programs.
Second, the institutes have several constituencies. It is important to have
a sense of discrimination, that is, a sense to decide which are important con-
stituencies and how much weight should be accorded to them in a particular
situation. Successive directors nurtured the relevant constituencies, the indus-
try, government, academics, without being subservient to any of them. In time
of need the Institute could received support from one or the other, sometimes
from all, of these constituencies.
Third, there should be overwhelming concern for quality. Reputation of an
institution, even of an “institute of excellence,” cannot be taken for granted.
It can easily evaporate. There should be built-in systems to ensure that high
standards are maintained in teaching and research. A corollary to that is con-
stant review and adaptation of the teaching material, and exacting review of
the research done by a faculty. IIMA had such mechanisms in place, especially
in postgraduate teaching.
Fourth, the Institute should evolve continuously. For an institute of excel-
lence, say in the area of management, training mangers for the corporate sector
is not enough. Adding to its core competence it should extend to new but rele-
vant areas. Thus, IIMA, a management institute, started with a CMA, decided
to work with Public Systems, took up newer challenges, e.g., a separate course
for the management faculty in different institutions, a three to four month
Management Education Program (MEP), a 3-tier course for top bureaucrats,
and so on. If an institute does not evolve, and just continues to do more of the

226 V. S. Vyas
same, it stagnates and then decays. An institute of excellence makes constant

efforts to extend its horizons, without losing sense of its mission. In IIMA peri-
odically high-power Committees on Future Directions were appointed, and
the reports of these committees were always taken very seriously.
Fifth, another prominent feature of such institutes is a very strong sense of
autonomy. One can see this in the case of IIMA. During last few years when
efforts were made to bring greater government control and interference in the
functioning of institute, it is not only the Board that resisted such move, the
faculty was equally agitated. It is not of much consequence if only a section
prizes autonomy. It should be shared as a value by all concerned.
A minimum, but by no means a sufficient condition, to ensure auton-
omy is the financial self-reliance. We know that one who pays the piper calls
for the tune. If the institute is fully dependent on the government, or on
a particular section of the society, autonomy can be easily compromised.
When I was the director the institute’s relations with the government, at
both the state and the central levels, were excellent. It was easy to get addi-
tional grants from the government. We were, however, careful not to have
more than 49 percent of our budget from government grants, because at
that time if the institute was earning 51 percent of its budget from its own
sources, it was not subjected to CAG, that is, central government audit. With
government audit comes the government culture, which is not good for an
academic institution. The moral of the story is that even when IIMA was a
favored institute, it opted to earn a large part of needed resources from its
own efforts. This was a contributory factor in maintaining autonomy of the
institute. (I am painfully aware that financial independence is no longer a
guarantee for institutional autonomy.)
Sixth, the institutes of excellence have the ability to attract and retain good
faculty. Nowadays, it is not easy because there are competing offers, a qualified
faculty may opt for some other organization or leave at the slightest pretext.
In IIMA the proportion of those who are staying on for a number of years is
very high. Of course, at the margin there will always be some movements, and
for good reasons. Sometimes such movement is desirable; otherwise the envi-
ronment will become stale. There should be some movement, but it should not
be a large-scale exodus. When some faculty leaves the institute should have
the capacity to attract equally capable person. Even today with substantially
higher salaries offered by private sector, IIMA is able to attract very good
people. There are good students to teach; there is good environment to work;
there are good opportunities for consultancy; and, of course, there is lot of
prestige attached for being associated with IIMA. It is difficult but not impos-
sible to emulate these conditions, especially if the institute is accommodative
in meeting the genuine demands of the prospective faculty.
Seventh, another important feature of an institute of excellence is the
insistence on accountability. In good institutions there are in-built systems to
ensure accountability. It is not that every one has to pass a litmus test all the
time. But there are various ways by which people know who is doing what,

and the rewards and punishments are distributed accordingly. And both the
rewards and the punishments can be substantial. For example, promotions
should not be automatic. In my view in our university system incalculable
harm was done when the “career advancement system” based on the number
of years a faculty was engaged, was introduced. In IIMA a committee of
very senior professors assessed performance of every faculty, and the Director
would normally follow their recommendations in giving promotions or
rewards. It is equally important to have deterrent for the people who are not
able to meet the requirements expected of them. I had to ask a very bright
faculty to tender his resignation as he was prevaricating in submitting his
teaching plan for the following term, which was essential for proper planning
of the academic activities.
Eighth, the most important feature of an institute of excellence, in my view,
is the peer culture. It is the faculty, which takes upon itself the task of maintain-
ing high standards. During my directorship IIMA of nearly five years, I never
issued a memo to anyone. This is because if there was something not proper,
immediately there will be corridor talks. The tradition of peer pressure has to
be consciously encouraged. For example, we used to have monthly meeting
of faculty where all faculty members would be present. In these meetings, a
newly recruited associate professor could challenge the director, and the direc-
tor without being haughty or upset had to explain why certain decisions were
taken. This type of respect for the peers is extremely important, so also peers
taking their responsibility seriously.
Ninth, such institutions are always under public gaze. Therefore, as a matter
of policy all the decisions should be transparent and nondiscriminatory. It is
difficult to adhere to these norms on all occasions. For example, personal files
of the employees have to be confidential. Similarly, some people can always
cite the promotion or rewards to an individual as an act of favoritism. If there
are clear norms on what is confidential and what is not, and public knowledge
of the standards expected for promotion and rewards, there are better chances
of the decisions of the authorities being accepted by different constituencies.
In IIMA we tried to adhere to these practices.
Finally, one thing, which we did not have at my time and which I now
realize extremely important, is an internal mechanism for conflict resolution.
Conflicts are bound to arise even in the good institutions. But systems have to
be designed which ensures that the conflict is resolved expeditiously and on
the principle of subsidiary, that is, you try to resolve the conflict at the level
it arises and do not allow it to fester and go on to progressively higher level.
Qualities of an institutional leader
These are the important features, which characterize an institute of excel-

lence. These distinguish such institutions from the pack. If we agree that
these are the prominent features of an institute of excellence, then we have

228 V. S. Vyas
to ask ourselves as to who determines that they are not compromised or tam-
pered. To manage an institute of excellence and keep it on the right course,
I believe three entities play a decisive role: the Director, the Faculty, and the
Chairman of the board. I will narrate my experience in IIMA and draw
lessons from that.
To be acceptable and respected, a director of an academic institution should
have a reputation as a scholar in his own discipline. His/her peers, within the
institute and outside, should recognize him/her as a serious scholar. If one has
not got a reputation as an academic, then however good a manager the person
may be, he/she will not get respect of the faculty in the type of institution I
am talking about.
The second very important characteristic of a good director, in my view,
is that he should have the capacity to bask in the reflected glory of his col-
leagues. Sometimes this becomes a problem when a very young bright person
is invited to become a director. If he is not able to appreciate the successes of
the colleagues, then things fall apart. A director should be proud to say that
his faculty has been able to achieve this or that. He should be able to admire
the achievements of the colleagues, certainly not be jealous. I have seen in
many institutions in India and abroad the directors feel insecure and they start
behaving as competitors rather than mentors of their colleagues.
A director should also build a reputation for fairness. It is not enough to be
fair but should have a reputation of being fair. If one fails on that count then
the faculty, students, and staff will discover it very soon. If there is an element
of unfairness in the dealing, whichever way it manifests, the respect of a direc-
tor gets diminished. The director should have an image of someone who is
even handed and who does not discriminate.
The other important characteristic, which I find lacking in many heads of
institutions in our country, is the courage. Courage is very important. There will
always be people who would like to dominate or ask for undue favor. On such
occasion the director has to take courage in both hands and when there is need
to say “no” he/she has to say no. Let me give an example. In IIM Ahmedabad,
the most important thing then, as it is now, was to get admission. We did not have
the problem of someone pressurizing us for admission from the government of
Gujarat, or the industry because IIMA had already built a reputation that noth-
ing could be done to facilitate someone’s admission without due process. But
once I got a call from Prime Minister’s office and a senior officer from Prime
Minister’s Office (PMO) said that they would like to have the son of the Speaker
of the Assembly of a friendly country admitted to PGP in IIM Ahemdabad. I
said that to get admission, foreigner or Indian, everyone had to take the exam-
ination. The officer was holding high position in PMO and was close to prime
minister. He said that what he was asking was in our national interest. I told him,
“Sir, there are several ways by which we can serve our national interests. Giving
admission in postgraduate program of IIMA to someone who has not completed
the process is not the best way to serve the national interest.” I was quite firm but
he continued to argue. Then I said, “Alright, give me in writing what you would

like me to do and I will put it before my board. I will request the Chairman of the
Board to call a special meeting of the board and discuss this matter.” Of course,
nobody gives such instruction in writing. And that was the end of the story. The
director should have courage to stand firm however influential the person is.
The other important role of a director, which I admit is a little bit con-
troversial, is that a director has to act as a “gate-keeper.” As Ravi Mathai
explained to me, the director has to be a gatekeeper on two counts. First, he
acts as a shield for his colleagues to protect them from any onslaught from out-
side. Second, he has also to see that some matters, which are strictly internal to
the institute, do not get leaked out or used for giving bad name to the institute.
In that respect his/her role is also that of a monitor.
The role of the faculty is critical in several ways. After all, the reputation of an
institution is largely built on the quality of the faculty. It is not enough to attract
good faculty. There should be constant pressure, by the students, by the direc-
tor, and by the peers, to improve capability. Reasonable opportunities should
be provided by the institute, and should be availed by the faculty, to interact
with the leaders in the profession. An important way to do this is through pub-
lications. I do not believe in “publish or perish” and can also concede that an
exceptionally good teacher may not be able to publish much. However, this
cannot be permitted as an alibi by all and sundry for not publishing a chapter
or a book, which can stand the test of the renowned scholars in the area.
Apart from qualities as a teacher and a researcher a positive attitude is
equally desirable. Faculty should have pride in the institution. A cynical faculty
can do as much harm as an incompetent one. The personal traits as much as
academic achievements should guide the entry and subsequent progress of the
faculty if the institution has to maintain excellence. Each faculty has to take
responsibility to maintain high standards, not only in academics but also in
his/her personal conduct. Earlier, I had underlined the importance of the peer
culture. The peer culture also places important responsibility on the faculty.
The chairman of the Governing Board of the Institute has an equally
important role. In several purposes he is the “face” of an institute. The status
of the chairman in his own field should be that of a senior and respected
leader. It adds to the reputation of the institute. At the same time, he/she
should be easily approachable and should have genuine interest in the activi-
ties of the institute. There are institutions where very high-ranking people are
chairpersons, but they are unapproachable, nor are they really interested. It is
difficult for the director to get an appointment to meet them. Such chairmen
are more a liability than an asset to the institute.
Easily approachability should not mean interference in the day-to-day
functioning. Let me recount my own experience in this regard. When I took
over as the director, the first thing I did was to go to Bombay and meet Keshub
Mahendra who was then chairman of the IIMA board. I told him that I had
taken over as the director, and I would need his guidance and advice. He said
“Vijay, don’t expect any guidance or advice from me. If you have any problem
you are most welcome to come and discuss with me. You can see me at any

230 V. S. Vyas
time.” He called his secretary and said that “Whenever Prof. Vyas comes to
meet me give him the priority.” Then he said, “It is for you to decide when
you would like to meet me and ask for help. I am not going to tell you how
you should run the institute. It is your job, you have been hired for that.” That
is the type of chairman, any director will look forward. One who has high
standing, approachable, but non-interfering.
The other important thing for a board chairman, which sometimes one
does not find in otherwise well-qualified persons is that a chairman should be
in control of the board. They should really shepherd the board. The chair-
men who are otherwise good in themselves but cannot take their board with
them really do not serve the institute well. I had good fortune of working with
some very good chairmen, with H. M. Patel in Vidhyanagar, with Keshub
Mahendra in IIMA, with M. M. K. Wali at the Institute of Development
Studies, Jaipur. I also had the privilege of working on the Board of Trustees
of the International Food Policy Research Institute, when Sir John Crawford
was the chairman of the board, and on the Board of Governors of the IDS,
Sussex, when Gordon Conway was the chair. The way in which they used to
conduct the meetings of the Board was a pleasure to observe. In large insti-
tutions people with different backgrounds, with different interests, with differ-
ent qualifications serve on the board. The competent chairman handles such
boards in a manner that members are brought together, consensus is reached
on key issues, and no factionalism is allowed. These are the things, which one
should expect from a chairman of an institute of excellence.
I realize that what I have narrated above are some stray thoughts, I will not
call these considered or well-thought out principles in the area of organiza-
tional development. It would need a genius of Udai Pareek to weave the type
of observations I have made into a coherent body of knowledge. It is one more
reason that we miss Udai.

18 An ideology-based
institution: Some values
and dilemmas—An ISABS
experience
Somnath Chattopadhyay *,†
The prevalence of ideology based institutions in societies requires a close

look into the origin, development, and the mode of sustenance. The expres-
sion “ideology based institution” has two parts: “ideology” and “institution.”
“Ideology” defines itself with the existence of mind, ideas and ideals, and
the system that binds it; it derives meaning of the objective reality as it exists
in space, time, and physical processes. Ideology has its antagonists and pro-
tagonists. “Institution” is a reputed organization that concerns itself with the
promotion of science, education, or any other social purpose, particularly of
caring, helping, and bringing positive change in people’s lives and living.
People form an ideology based organization with voluntary association,
not for earning money, its equivalent, or profit. They essentially derive sat-
isfaction in finding a scope of application of their knowledge, skill, and
expertise, and above all, in being a part of a mission that emerges out of
the idealism, thereby contributing meaningfully to a social purpose. The
governance of an ideology-based institution is different from those obtained
in usual industrial, commercial, or governmental organizations. The aim is
elimination of coercion. Individualism and holism coexist. Individuals and
the institution add value to each other. Ideology based institutions emerge
from a movement, in the context of a society, and obtain their sustenance
from that movement, which, in turn, invigorates the movement further. The
vision and values create the movement, and the ideology provides the spirit
and motivation for the movement.
* This chapter is dedicated to Udai Pareek. When I shared some of the ideas and the structure, Udai
insisted on a write-up.
† I express my gratitude to Jude K. K. for his association while writing and the various help that he
rendered, and to Suryamani Singh. Thanks also to Deepankar Roy and Sudha Shankar for editing
the manuscript.

232 Somnath Chattopadhyay
Many movements emerge and flow. Many stop. Many institutions have a
vigorous existence; however, if the inner dynamics are not confronted, discon-
tinuity sets in and the institution perishes.
For a comprehensive understanding of these aspects of an ideology based
institution, the example of Indian Society of Applied Behavioural Science
(ISABS) is presented here, as a case in point.
The experience rests on:
1. Generating a movement: Institution of Laboratory Education, as a new

method of education, in India
2. First-hand experiences of Learning Laboratories: Training Laboratories
and L-Groups
3. Stabilizing of the L-Group and Learning Laboratories
4.
Development of Laboratory Educators: Faculty Development/
Facilitators’ Development; preparation for scope of their development,
identifying them, etc.
5. Formation of a center: In this case, it is “ISABS”
6. Re-emergence of ISABS and its stability
7. Continuance and reinforcement of the movement
With these in view, the highlights of the historical background are indi-
cated here.
1. The background to development of training laboratories in India: No movement is

autogenous. Laboratory education in India was also not a sudden inno-
vation. The background includes a process that flowed from Tagore’s
establishment of Sriniketan; Gandhiji’s visit to Santiniketan and
Sriniketan; Tagore’s efforts for new methods of education; Gandhiji’s
establishment of the Wardha Ashram; and other ashrams established at
different places in India.
The effort, at that time, was aimed at reaching out to people in vil-
lages, with an idea of all-round development. The methods had to be
different. The old modality of “teacher-taught subject matter in a class-
room” had to yield to something new that touches adult life.
Gandhiji’s Nayee Talim, the Sarvodaya Movement, Sarvodaya School,
Sewagram–Jharkhand, Gandhi Gram (Institute of Rural Development),
basic education, and multipurpose education are some of the reminders
of that turbulent period. One wonders what happened to these insti-
tutions. Several institutes such as National Physical Laboratory (NPL),
NCLB, research institutes, agricultural universities, universities, and
deemed universities were established, and were supposed to energize
different walks of national life.
But academic settings do not automatically translate to seats of
new methods of learning. These had the infrastructure but they lacked
vision, strategies, concepts and approaches, methods, and technologies

An ideology-based institution 233
of education, to meet the emergent need of social relevance. The past

mode of education seeped into the present and the preoccupation
remained subject-matter teaching.
2. Emergent needs: A cursory glance at the end of the 1950s and the begin-
ning of the 1960s reveals that India had about 5,000 Community
Development (CD) blocks (the first one being established in 1952) and
National Extension Service (NES) blocks. This required one chief for
each block like the Block Development Officer (BDO); under him about
10 specialists worked in different areas such as agriculture, veterinary,
industry, cooperatives, and panchayat. Under each specialist staff were
officers, besides village-level workers/gramsevaks and gramsevikas.
What kind of persons would they have to be? How should they
behave? How could they be acceptable, relevant, and valuable to the
people in the villages? What would be their training? Merely knowing
the subject matter in which they were educated was not enough. They
had to work in an unknown setting. There was not sufficient clarity
about what their work was and how they should perform it? Above all,
who would educate them and how?
Universities and other institutes of higher learning, research, and
development were carrying on their usual teaching. The only univer-
sity (Calcutta, now Kolkata) had Education, Social Anthropology,
and Applied Psychology. Applied Psychology restricted its attention to
Clinical, Industrial, and Educational Psychology. Later, other univer-
sities also began offering applied subjects. However, almost nothing
focused on application, behavior, science, or society. The only exception
possibly was the work of Stephen Max Corey at National Institute of
Basic Education (NIBE). He emphasized Action Research, psycho-dy-
namic teaching, workshops for teachers, and the formation of facili-
tators’ groups. The development of laboratory education saw, briefly,
Stephen Corey conduct L-Group sessions in the evenings at his home
at NIBE, New Delhi, with Udai Pareek, Prayag Mehta, and four others.
This background provides a glimpse into the nature of the forces oper-
ating for changing and change.
To say India is an old country is a cliché; yet, anything of substance—
all major religions, precepts of life, norms, mores, customs, rituals and
values—is at least a million years old. Endless are its diversities, para-
doxes, and polarities. So is its craving for unity. The old existed, the new
had to emerge. Present in everything remained one fact—the abysmal
poverty. This fact with its multiple implications contributed to the core
of social relevance in India.
Amidst all these, the urge for nation-building and the idealism of a
newly emergent nation molded the zeitgeist of the time. Tagore, Gandhi,
and Marx provided their individual thrust in the design of the action
lines within the minds of those responsible for social change. Through
the contradictions, confusions, paradoxes, and polarities, democracy

moved on with its activities in diverse fields. Very necessary, therefore, is

the need to understand the wind that was scattering the seeds of change.
3. Foundations of training laboratory and L-Group in India: SIET Institute (now
National Institute of Small Industries Extension Training [NISIET])
provided a venue for one of the seeds of change. SIET Institute, with
its cluster of cottages, at the outskirts of the city of Hyderabad was an
idyllic setting for the labs, surrounded as it was by rocky hills, a large
tank, vineyards, and distant palm trees.
SIET could be credited with at least two major initiatives in training;
one of them was Training Laboratories and the other the T-Groups
in India. These were the creations of three colleagues and intimate
friends—Rolf, Udai, and myself. The principal director, R.N Jai, of
SIET institute provided the patronage and administrative support to us
for our work. This was the initiation of the lab movement (L-Group and
Laboratories education) in India.
Rolf Lynton founded Aloka for youth from Asian countries for train-
ing future leaders of developing countries. One of the foci was to stim-
ulate awareness about the problems of individual behavior in a group
(Lynton, 1960). Rolf, Udai, and I worked together almost serendipi-
tously, and evolved and founded the Training Laboratory and Learning
Group (L-Group synonymous with T-Group) in India. Rolf and Udai
mention it in “Here and Now” and elsewhere. SIET work had a charac-
ter of its own; it was not an extension of National Training Laboratories
(NTL) or Tavistock.
From the beginning, there was a need to increase the resource
base—the original three were joined by Manohar S. Nadkarni, K. J.
Christopher, and, subsequently, Sujit Bhattacharjee and SG Raghu
from SIET institute. Occasionally, Abad Ahmad and Prayag Mehta
from Delhi came to SIET for taking some part in this new venture.
4. Founding beliefs: The foundation of the new endeavor was based on the
beliefs that:
(a) Learning, to be useful to life, should have cognitive, emotive,

and conative foci. These were observed in the emergence of the
psycho-dynamic processes in the actualities that one experienced.
These experiences were in the “here and now” within self or as a
member of a group.
(b) Knowledge and generating new knowledge through research have
their own importance in the laboratories as in the department of
sciences. The moot point was to discover, recognize, and apply it in
being and doing. It was an innovation in many senses.
(c) Earlier, subjects were taught in a teacher-taught environment, with
one-way communication. Rolf and I organized a seminar for pro-
fessors of a university. The discussion was on the need for two-way
communication between a professor and her/his students. Despite

some resistance, a different method of education was introduced,

wherein participants, based on their own experience, were learning
to behave differently with free and open communication.
Laboratory education in the context of adult re-education ushered

in learning by discovery in a group setting. This brought in two innova-
tions in education—Training Laboratories (in short, lab) and Learning
Group (L-Group, synonymous with T-Group). In 1964, a question was
raised during a meeting of facilitators by Manohar Nadkarni about the
use of the name T-Group because the main focus was learning and not
training. Therefore, L-Group would be a more appropriate name for
the learning group. From then on, in India, the term L-Group is being
used.
The difference between a lab and an L-Group is that an L-Group is
a basic constituent of a lab, which might have a “C” Group (Consulting
Group), a “D” Group (Development Group), an “N” Group (New
Group) befitting the objectives for which the lab was organized. Other
types of groups may be organized, for example, problem-solving groups,
be it, social, organizational, or educational problems. A lab may not, in
some programs, have L-Groups as its integral concept. The intensity
that could be attained in L-Group work may get reduced by other activ-
ities of the program. A lab may function as a crucible in which theory
could be understood better through the experiences generated by prac-
tice, praxis, and processes of change. The theory could emerge from
psychology, sociology, anthropology, politics, mathematics, etc., so long
as the focus is on learning of human life and behavior. The facilitator’s
choice of preference and the participants’ choice of direction of explo-
ration together determine the orientation of the lab and the modalities
used in mobilizing energy and its direction.
A lab provides wide choices in the range of orientation of its work.
The diversity of potential thus available in a lab is not only in terms of
humans forming the group but also in the spatio-temporal variations
in group dynamics. Some of these potentials that surface in a given
moment are attended to.
A lab, therefore, requires a lot of planning, central understanding,
and agreements on assumptions and values.
5. Spread of L-Groups in India: The first lab was organized in SIET in 1962.
A series of labs followed that year. In 1965, to create a nucleus of 10
to 12 faculty members, who may develop into laboratory trainers, an
inter-institutional Faculty Development Program was organized by Rolf
and Udai in Dalhousie (Lynton, 1965). In this program (April 14–May
2, 1965), the first part was a lab facilitated by Warren Bennis and Rolf.
Some of the participants were from IIM Calcutta (Nitish De, Gouranga
Chattopadhyay), University of Delhi (Abad Ahmad), SIET Institute
(R. P. Lynton, Adhikari, A. V. Nagaraj, Ghiara, and myself), Vohra

Foundation Bombay (Shipchandler). Most of these people carried for-

ward laboratory education in India.
A few members from different institutes such as IIM (Ahmedabad and
Calcutta), IRHFP (Gandhigram), and others got their selected training
at NTL. In 1966, Abad Ahmad, Iswar Dayal, Raja Deolalikar, Francis
Menezes, Suresh Srivastava, and myself met at the conference center at
NTL, Bethel. We met to consider whether we could build an institution
like NTL in India. Suresh was not coming back to India. Iswar Dayal
excused himself from such a proposal. At the end of the meeting, I told
Abad Ahmad, “Abad, we will build our institute in India. With Udai
and Rolf, we will be able to make it. Let us resolve it here and now. Our
people do not have to come this far to get trained.” We grasped each
other’s hands and Abad agreed. Immediately, I wrote to Udai about
it. On our return from NTL, I maintained contact with Abad in Delhi
and Francis Menezes (at Tata Management Training Center [TMTC],
Mumbai) and spoke about our intent to Sujit Bhattacharjee, K. J.
Christopher (SIET Institute), and Nitish De (Kolkata). Fred Massarik
and Howard Baumgartel showed keen interest in this development.
From 1967, a regular 14-day lab was begun by me at SIET Institute
with the focus on Personal Development and Group Dynamics. These
were attended by many people from industrial organizations, the Indian
Administrative Services, universities, and development institutes. A
series of two-week labs, conducted from 1967 to 1969, was specially
designed for chief general managers, general managers, and chief man-
agers of State Bank of India. Many of them later became chairmen and
managing directors of different organizations.
Around this time (1969), I was with Nitish De, Gouranga
Chattopadhyay, Dharni Sinha, Dilip Lahiri, Mritunjaya Atreya, Rege
Mascarenhas from IIM (Calcutta), who organized events that, held
multiple labs in Barrackpur. At about the same time, I joined Udai at
National Institute of Health Administration and Education (NIHAE),
New Delhi, and organized a Faculty Development Program, a lab
in which all the faculty of NIHAE participated. We invited Suresh
Srivastava to join Udai and me to facilitate this lab. At NIHAE, Group
Experience Labs (GEL) were very popular. NIHAE had two kinds of
major programs (i) staff colleges in the pattern of Administrative Staff
College at Henley and Hyderabad and (ii) hospital administration. The
faculty thought that GEL was very effective for both the programs—
facilitating the unfreezing, freezing, and creating a culture of learning
and transfer.
A significant development at the end of this phase was Kenneth
(Ken) D. Benne’s (who worked with Kurt Lewin and was a cofounder
of NTL) stay with us in Delhi. In earlier years, Udai and I had interned
with Ken Benne at NTL. Our relationship was reinforced by lengthy

discussions on lab processes and learning. A facilitators’ lab was orga-

nized in Shimla and the faculty comprised Ken Benne, Abad, Udai,
and me, with about 25 participants in two groups. J. M. Ojha was the
administrator of the program.
There was no culminating event to indicate the termination of this
phase. This phase could be characterized as the time when a seed ger-
minated and became a young sapling, growing with vigor, and bearing
some flowers and fruit. None can demarcate where the sapling ended
and the woody trunk evolved. Individuals and institutes continued to
offer programs. A new development was the emergence of behavioral
science-based consultancy, utilizing laboratory training.
Significantly, the advent of laboratory learning was due to the work
of people with an academic base, working in national institutes and
some universities.
6 . Distinction between L-Group and training laboratories
(a) The L-Group

In the L-group, the objective was to create a learning environment,
in which:
(i) learning is enhanced from the data generated,

(ii) the perspective of each individual behaving alone and as a par-
ticipant is explored in the presence of other members,
(iii) the “here and now” is adhered to, with the least amount of
structure, and
(iv) the facilitators display non-authoritarian behavior.
Some of the points mentioned such as learning, data, “here and

now,” the role of the facilitator(s) and that of the participants, and
the minimal structure need to be noted. With the learning comes
the realization of cause and effect. The dependent variables are
one’s behavior and the group’s behavior. The causes are numerous,
beginning with the behavior of the participant, that of other partici-
pants and facilitator(s) in the group, forming a miniature society. The
objective, therefore, is a member’s learning and re-education.
A participant may be helped to:
• Identify and collect data about her/his transactions

• Explore the causes in own self
• Become aware of the impact of any other member’s behavior on self
• Perceive the impact of other members, in plurality
The participants experience the impact of these on self, on others,

and on the perceived group. They observe, directly or indirectly,

through inferences, the intentions and effects, the motives, feelings,

strategies, and actions in the setting. These are the data that are avail-
able for analyses, patterning, and condensing. Participants have to
note what emerged from the data and to reflect on these. The reflec-
tion may lead to cyclic brooding or some concepts, and to, probably,
a new theory of their being. Whether participants experience this or
not, they have to continue as active members of the group.
A participant learns more about himself by unfreezing, re-exam-
ining, modifying, altering, or adopting new behavior (a) in a spirit of
scientific enquiry (b) helping others who are also going through sim-
ilar processes at the same time. They learn how relatively or totally
unknown individuals that assemble together become (a) a group and
(b) from a group to an intimate group, a mature group or productive
unit, a viable organization, a miniature society. The inalienable con-
stituents of an L-Group, therefore, are person–inter-person–group–
micro-society, and the processes. The processes that make the flow of
learning energy of different aspects, through changes in cognition,
emotion, and conation, ultimately result in transferability in the being,
becoming, and doing in life outside the lab. If any one of these com-
ponents is missing, for example, group dynamics, cognition, or trans-
ferability, that learning may be labeled as anything but an L-Group.
(b) A training laboratory
A training laboratory (lab), which is a temporary group (preferably
residential), is designed for the learning requirements of its members.
The learning within L-Groups was expanded later to include test-
ing, experimenting, simulation of roles and action, and change. This
occurs in a climate of support, protection, and help before the plan-
ning of change, before undertaking action in organization or soci-
ety, outside the laboratory. A lab could include skill practice sessions,
paired interviews, pairing or smaller group interactions, tape listening,
community sessions, psychodrama, socio-drama, alter ego, games and
exercises, alone time, diary writing, and concept or theory sessions.
Designing a lab is a very important activity for the faculty. The
design must address issues of unfreezing, movement, and freezing, as
well as pay attention to pretraining, training, and post-training activ-
ities (for elaboration, see Lynton & Pareek, 1967/1990/2000 part 2,
pp. 47–57). The design of a lab may, therefore, have different types
of time allocation, over and above its basic L-Groups. The intricacy
of the design increases as one plans a lab or labs, or as part of larger
training programs, or part of organization development, social
development, change or special purpose programs. The illustration
of how a social development project with 11 faculty members can be
designed and directed has been described in a case (Chattopadhyay
& Pareek, 1982). In those years, the scope of use and application of
labs was enormous, in conjunction with on-going training programs

offered by training institutes in the country, generating, and sustain-

ing a “movement.”
The labs were of central importance in faculty development for
one or more institutes, in the entire faculty of an institute attending
the same lab, in Professional Member Development, in developing
Internal Facilitators (IF) in OD programs, and in Internal Change
Agents Program. As an illustration of a special-purpose program,
in the 1960s, I offered a 10-day lab for members of an inter-insti-
tute, four-country research program. The research program was
for 26 weeks, and members were research scientists from varied
backgrounds. According to the Research Director in that program,
mutual acceptance and trust were essential and the lab provided that
momentum and acceleration.
7. The basic values: The participants of a lab require opportunities not only
for experiential learning but also for exposure to theory and concepts
of research and studies. Despite the diverse variety of material, making
for unlimited choices in what to include in a lab, the program has to be
based on some cardinal principles.
The cardinal principles arise from the description of L-Group and
labs mentioned earlier. More specifically, some values and norms pro-
vide the framework for laboratory learning. These basic values are:
(a) Democracy: This primarily denotes the individual’s free choice in

being one’s own—in beliefs and actions, processes, and practices.
This includes non-authoritarian decision-making and relationships.
It requires upholding the autonomy of a member. This could be a
very challenging proposition for individuals, who have been brought
up in societal feudalism and steeped in an organizational culture
characterized by autocracy, power, control, and coercion, which they
may not be even aware of.
(b) Science: The learning is based on scientific enquiry, in which one
values collection of data, analyses, acceptance, or rejection of
hypotheses, and formulation of conclusions. Data in a lab are facts
about participant behavior, feelings, and motivations. Personal and
collective potential of persons and groups are also part of the data.
Modal processes of participants’ lives, their perceived realities of sit-
uations and environments, and the paradoxes in their lives are also
subject to scientific treatment. Facing facts, bringing objectivity to
the extent possible, moving away from subjective perceptions, biases,
prejudices and opinions, exploration, and confrontation are also
constituents of scientific enquiry.
(c) Helping: This means building a relationship of mutuality— “one for
all and all for one,” “live and let live.” No group, no micro-society
can be developed without concern for building helping relationships.
Cooperation or collaboration, and partnership of a superordinate

goal pursuance, are the functions emerging from the concern for
helping. The daily activities of self-presentation, giving and receiving
feedback, interpersonal relationships, etc., depend on this concern
for helping. (For these three basic values and further elaboration, see
Benne et al., 1964, pp. 8–12).
Some other concerns were added to these three basic values.
(a) “Here and Now” focus: “Here and Now” means the data generated
by the behavior can be seen and interpreted by the entire group. At
times, clarity is required in the meaning of “here and now,” space
and time, proximity, and recency. One dominant view of the “here
and now” is that it concerns the behavior that occurs during the
life of a group. Some insist on immediacy, that is, when episodes
occur with one or more members in succession. In other words, it
might be here and now, in relation to one person or many persons,
or in relation to time between one significant episode and another.
Significance is determined when a participant in a group can do
something about the issue at hand. Life history, or the memory con-
tent, would be “there and then”—the reported description of an
event, and its cognitive, emotive interpretation, or impact could be
of importance in therapy. It could be of importance to an individual
for greater understanding of her/his behavior or the motives and
intentions behind a behavior or a tendency in the patterns of a par-
ticular kind of behavior; nothing, however, could be done about that
event then. Rewriting history will always be an impossible task.
(b) Openness: This comprises expressing whatever goes on inside a par-
ticipant and her/his readiness to receive feedback from outside,
allowing for the processes of “giving and taking.” This may take
place at different levels within a person, that is, through sensation,
perception, emotion, cognition, conation, evaluation, intentions,
motives, and so on. In addition, a participant may focus attention
on structures, events, processes, and persons. They may not retreat
into a shell or build a boundary around the self; instead, she/he may
contribute at appropriate times.
(c) Truth: This refers to the search for truth in life and in relationship
with others, in the “here and now” existence. This does not mean
some abstract conceptualization of truth. Increasing acceptance
of self and others requires identification and awareness of (i) true
self and (ii) also of falsities, illusions, and deceptions in self, which
need to be minimized. The reduction of defenses, fears, and greed is
essential to the learning process.
(d) Trust: This was conceived as an interpersonal phenomenon between
one person and others, wherein one can predict the behavior of the
other person, with the assurance that no harm will be done to the

focal person by the other person. When the fears from the self and
the other person(s) are reduced, one does not have to resort to defen-
sive behavior. The person may feel the acceptance of self by self and
others.
(e) Creative self: This is to reinforce a participant’s vision and energy for
personal growth and development. Usually, they seek containment
of joy and distress, past and present, and seeks to be at peace with
themselves. This, however, may not be enough when they need to
surpass themselves. They need a cognitive redefinition of them-
selves, to rediscover themselves, at ever higher fullness.
(f) Unlimited potential: This exists in a person so that she/he can actualize
not only their potential, in order to enhance their own self or their
work but also their contribution to the world. This is a plane where
equality among people prevails. Everyone has the potential to be
and to contribute.
(g) Group: The group is as important for growth as an individual is in
re-education. Interpersonal processes, intra-group, and inter-group
processes are fundamental to generate enormous opportunities for
growth that is of special significance.
(h) Place for all learners: All persons intending to participate will be accepted
without any reference to age, social or organizational status, or hier-
archy of any kind as long as they are healthy. Quiet, silent people can
learn as much as others; introverts as much as extraverts.
Values at the verbal level are easy to accept; these, however, need to
be part of the action ideology, practice, and processes. The operation
of these can be very delicate and the extent endless. The interpretations
and practice, and living up to these values, however, may have variations
with individual orientation.
8. Center for laboratory education—Need: The need for a center for these labs
became imperative. At first it was just an idea; soon many labs were
being conducted and the requirement for facilitators became acute. To
add vigor and consolidate the laboratory movement required the estab-
lishment of a center.
A. Practitioners’ needs
a. Creating a greater scope of mutuality of learning in laboratory

education.
b. Sharing wider experiences, both from own and others’ practice,
inside and outside India.
c. Creating a forum for conceptual understanding, learning, and
refinement of practices.
d.
Creating a scope for sharing research on laboratory learn-
ing, reported in research journals and periodicals, in published

material from other centers of similar pursuits, and from individ-

uals around the world.
e. Creating a center for giving and receiving help in professional
activities.
f. Evolving modalities on operational values and preventing the
possibility of extreme variations.
g. Creating a group resource for undertaking developmental work
in specified directions.
h. Forming a group dedicated to a profession of social science-based
knowledge and skills, and its application to help individuals and
society.
i. Fulfilling the needs for togetherness, cohesion, affiliation, belong-
ing and collaboration, and movement away from professional
isolation.
j. Generating collective group strength.
B. Participants’ needs
Participants include those currently engaged, future participants,
and organizations or institutions interested in lab learning. They will
need:
a. Opportunities for re-education, L-Group exposure, lab learning

to pursue growth and development
b. Scope for experiential learning for group dynamics, building
groups, and teams
c. A place where a normal person can explore and confront her/his
own dysfunctionalities in behavior
d. A resource center enabling planned change in a chosen domain—
be it in an organization, a community, or a domain of society
e. A center that could facilitate development of the entire group of
faculty of an institute
f. A resource center for Organization Development (OD)
g. An institute devoted to professional development that will enable
and help an individual become skilled in process learning, con-
ducting L-Groups and labs, and being a facilitator of Community
Development or OD.
9. Formation of a center of training laboratories in India: The lab movement,

founded in the 1960s, gained momentum. L-Groups were being
offered in different settings and the formation of a center was inevita-
ble. The center emerged in 1971 and was named “Indian Society for
Applied Behavioral Science” (ISABS), comprising a body of labora-
tory educators, who wanted to further the cause of laboratory educa-
tion in India.

It was registered as a Society. It had a constitution and an orga-

nizational structure that comprised an executive board and an exec-
utive committee, with a minimum of seven members. There was an
Executive Director (ED), a Dean (Education), and a Treasurer. The
first four EDs were: Francis Menzes (1971–1973), Dharni Sinha (1974–
1975), Pulin Garg (1976–1977), and Purnima Sinha (1978–1979).
The prime activity of ISABS was conducting a two-week summer
event annually, comprising a few laboratory programs run simultane-
ously, with emphasis on L-Group work. Concurrently, an Internship
Development Program for a select group of people was held. Aroon
Joshi, Gopal Valecha, and WG Naidu were among the first batch of
interns who completed the internship program in 1975.
In 1978, at the summer event at Masobra, Shimla, ISABS split.
While the labs (including the internship programs in three phases)
were going on, Pulin Garg, Indira Parikh, Sushanta Banerjee, Jose
Kunankal, and a large part of the faculty left ISABS for good. They
formed another organization, which subsequently stopped function-
ing, and yet another group emerged. The ED tried in vain to resus-
citate ISABS by conducting one-day seminars. Many members of
ISABS abandoned it. That seemed to be the end of ISABS.
Why did an organization built to enhance a movement meet its
closure? The causes often are very close to the phenomenon itself. A
critical analysis of these events may reveal some interesting dynamics
that may be applicable to many such organizations. Some of the fol-
lowing ideas may indicate the pitfalls of an organization, which if not
attended to at an appropriate time may lead to its collapse.
10. Dilemmas ad some dysfunctional aspects of ideology-based institutions: An ide-
ology based institution may be beset with conflicting ideas of individ-
ualism and holism; Gesellschaft and Gemeinschaft, that produce two
opposing orientations—the contractual social impersonal relationship
governed by legalities, rules and sanctions, intellect and reason, and
the other is bound by relations, governed by likes and dislikes, love and
concern, emotions and feelings, and the community bonds. These two
orientations operate at the same time within the same organization
and can be observed by their manifestation in the following dilemmas.
They are themselves not the causes, but they are still there.
(a) Ideological orientation

An institution needs an ideology. The ideas and, particularly, the
ideals serving as its foundation of beliefs, action ideologies, and
praxis are essential for the definition and the operation of the insti-
tution and the movement it generates. It is the raison d’etre of the
institution. Its high value, by itself, does not guarantee acceptance
by all. The differences may start at the level of ideas, its constructs,

in the lines of action, or in its methodology. Any part of these has

the potential of becoming the symbol of the whole. The deviation
may come from trivia and can consume the totality. This is seen in
religious, political, and social institutions, time and again. ISABS
had an ideological base. Often, what emerges is a comparative eval-
uation of functionalities and utilities, and expressed thus: “Mine is
more important than yours”; “Yours is dangerous”; “Mine is the
only way”; “Pursue the only way I see it or perish.” Such fissiparous
tendencies may lead to actual fission and the very existence of the
organization may be threatened.
(b) Valuation in ideology
All ideologies are subjected to valuation. One may say, “This is
scientific, rational” and that, by itself, may constitute valuation.
It evokes the issues of ethics, endlessly debated by theoreticians.
Ultimately, what the members in an institution think is better, pre-
vails. A similar valuation, cognitively and/or emotively, brings in
support and strength; from there, power generates more power and
the growing power refuses to be contained, spreading rapidly. It
tends to obscure the vision of the idealism, of superordinate-ness
of the totality. Almost forgotten become the romantic bonds of
coming together, and the cohesion and the dreaming together
during the initiating days. The emerging power finds a reverse
direction, infighting starts, and hostilities may go as far as killing
a person or persons in large numbers and destroying homes and
hearths, work, and institutions.
(c) Genealogical purity
The institution after being in existence for some time may engage
in a search for its real ancestry, to determine the purest from among
the cousins. The purest is, as if, the true inheritor of the original ide-
ation. The linkage with ancestry makes the pursuit genuine, real, and
true; simultaneously, others’ ideas are seen as impure, gilded, fake,
mixed, and adulterated. This ancestral linkage serves as a bond to
bring “the true believers” together. It may lead to adherence among
each other and maintain a boundary for the adherents, to save and
protect it from external “impurities, adulteration, and conversion.”
When it acquires power and becomes strong socially, politically, or
economically, it can release its aggression on the others, who they
perceive are heathen, non-believers, lack culture or the moral prin-
ciples required of a true professional of the institution.
(d) Disruption of the institutional ideology
The ideology with which an organization becomes an institution
soon reaches a point when the forces that render it dynamic may
face challenges that shake up the very existence of the institution.
The institutional ideology comprises (a) visional properties—
the vision of the future, the purpose, and the strategic goals;

(b) intellectual properties—the theories, rationalities, and cognitive

mapping of the state for which the institution was built. The anal-
yses and data covering the past, present and future, the hypoth-
eses, postulates, assumptions, reasoning, policies, plans, etc., also
form part of the intellectual property; (c) emotional properties—
the dreams, commitments, involvement, feelings, interpersonal
attractions, attachments, detachments, distances, likes, dislikes, sat-
isfactions, joys, hesitations, fears, anxieties, losses, aloneness, anger,
hostilities, disillusionment with people, and the other pro- or con-
tra-elements; (d) action properties—the lines of action, processes,
praxis, practices, systems, acts of changing, performing of tasks,
moving, freezing, stabilizing, generalizing, etc.
These properties and their constituents concatenate to uphold
the ideology that is the mainstay of the institution. When this is
challenged, a disruption takes place. In history, illustrations abound
about interventions and their consequences. One of the conse-
quences is indeed the split of the organization, with a loss of vigor
and vitality in the original institution. A splinter group may have to
go through the processes of building afresh.
The human costs are many. Some persons may be consid-
ered irrelevant in the new environment, some may be lost, and
some may try to be in more than one splinter organization and be
rejected by one or the other organization. The positions of signif-
icance, importance, and leadership may go through a sea change.
The new order takes over, and newness prevails in all the properties
mentioned earlier.
(e) Commitment and voluntary contribution
At the initial stages, an ideology based organization gets built by
the commitment and voluntary contributions of the members
of the organization. These members are, in a sense, the builders
of the organization. The sense of voluntarism and commitment
may prevail at any period of time in the existence of an institu-
tion. Commitment may be at least of two kinds (a) personal com-
mitment, which originates from within the person, from his own
values, attitudes, motivation, needs for application, abilities, com-
petencies, fulfilling the urges of his creative, actualizing self, and (b)
institutional commitment, which originates from outside him that
requires him to act devotedly to fulfill what the institution requires
as determined by the role-holders of the institution. This volun-
tarily committed contribution requires, explicitly or implicitly,
appreciation, recognition, and valuation, and is abhorrent to com-
parison. But the “hierarchization” of voluntary commitment does
take place in the valuation process, directly or indirectly, overtly or
covertly. Its consequential impact may bring about disintegration
in the collective cohesion that was the mainstay of the institution.

Voluntary commitment, without expectation of any return,

has been considered a supreme value in many cultures. It is eulo-
gized in literature and history. Great epics are woven around this
theme. The pursuance of this principle can make heroes of men
and women but many become nameless, faceless flowers that are
“born to blush unseen and waste its sweetness in the desert air”
(Gray’s Elegy).
Is the contribution of some person superior to that of others? Is
it possible to build an institution wherein the contribution of all will
be valued equally? Norms of feudalism, bureaucracy, and modern
industrialism influencing organizational culture require the emer-
gence of these two opposite forces: valuing and devaluing volun-
tary commitment. As an organization develops, it sows the seeds
of its own destruction, leaving those who volunteer aside. It may
not be infrequent to come across claims of superior contribution,
quantitatively and qualitatively. In the absence of any neutral stan-
dard of measurement, the clamor cannot be quietened or disputes
settled. The claims may be silent or soft murmurs of “Have I not
contributed more than what that fellow ever did?” These thoughts
in the self are like termites that silently eat up the roots of a tree,
which withers and falls.
There are also examples of the tendency of a volunteer sacrific-
ing almost like a martyr at the altar of a cherished cause. It is the
giving up of what the volunteer possesses, including his position,
influence, and even life. Sacrifice is an exalted value in society. But
when it turns into competition and from there to a conflict, it enters
the life-blood of an organization and engenders turbulence and
turmoil. Consequently, the institution will lose its vitality and sense
of direction. The simplicity and purity of sacrifice now become
matters of reinterpretation and doubt.
(f) Power need and the institution
The main function of the institution is “change” and more par-
ticularly “changing.” The action properties mentioned earlier are
all dealing with change in behavior. It involves two parties: the
change inducer and the one to be changed. The change inducers
are the facilitators and/or the group. The job is that of influenc-
ing, of persuasion in a fundamentally emotive group culture. The
major issue is the power motive of the actors. This may be high
or low in a person. The issue is whether she/he is aware of it and
whether it is congruent and authentic with her/his motivation. If
she/he has high need of power, how does she/he apply it to the
work she/he does wherein a major value premise is that of non-
authoritarianism. How does a person with a high need for power
function as a member of an institution? If she/he has a low need,
how does she/he perform her/his influencing function? It is easier

to assume that each member of this influencing community under-

stands, and has explored power motivation and its effects on her/
his mode of application. She/he knows fairly well the reasons for
joining this particular fraternity. The whole world, since the mid-
1940s, examined authoritarianism and fascism and their effects on
individual and society. But more often than not she/he is unaware
of her/his own power motivation. She/he satisfies her/his need
“naturally.” Power begets power. More people join and the ones,
who are already powerful, exercise more and more power. Soon, a
war breaks out. The ideology is shattered, the institution destroyed.
The hunger for control over others, the group, the role, and the
organization increases steadily and is seldom mitigated.
In an environment dominated by this type of control power,
other kinds of power that enable others beat a retreat. Consequently,
democracy in action is devalued. The people, who derive f ulfillment
from generating “enabling” in the other person, become less in
number and the surrounding environment becomes less support-
ive of their mode of working with others. These “other-centric”
persons may have control on the means of influence on persons.
The means are their wisdom, knowledge, emotional richness, and
mode of engagement in their work—in short, their whole person-
ality. They help the person move of her/his free will from one state
of being to another, and release more of her/his creative potential
in becoming. When these people do not volunteer actively with the
organization, decadence sets in, in every sphere.
(g) Deification
The ideology based institution exhibits, at times, a tendency to
deify persons. This cult of deification, accompanied by rituals and
worship, may be a function of control power and can be fashion-
able in the organization. Many members derive a sense of satisfac-
tion in deification. A member, who is instrumental in deifying, may
either have her/his own need of dependence fulfilled or may have
a covert wish to be deified in turn. The institution may face a tough
time, however, when there is more than one person waiting to be
deified. What does it do? The members fight and begin a process
of elimination of one or the other.
(h) Transference and counter transference
An ideology based organization may eventually become an abode
of gods, an ashram of Babajis and Matajis, and their devotees, leav-
ing aside the unconscious erotic redirection of transference and
counter transference, as outlined in psychoanalysis or by Jung. The
aspects that get affected immediately are the organizational pro-
cesses and practices. A new entrant gets entry to the organization
only with the blessings of a Babaji or a Mataji and it continues at
every stage of the onward journey of that entrant. A reference of

a venerable Baba or Mata, a recommendation from them becomes

a memorable event for the person.
She/he, in turn, learns the technology of obeisance and joins
with others and together goad their respective Babaji or Mataji to
start a new ashram on the banks of the Ganga or Narmada. Babaji
or Mataji do not need any goading; they gloat over their success and
count the number of devotees they have been able to convert with
their magic wand. This process between the Baba and chela is mutu-
ally reinforced and can go on and on merrily till disillusionment
takes place, if at all it does. Neither feels the need to recognize,
explore, or confront her/his own deep-seated psychological factors
that exert a compelling effect on her/his behavior.
A person may unknowingly redirect her/his deep-seated
feelings—anger and love—on to the guru and ultimately finds a
new parent-figure. What does a guru do to enable the disciple to
understand and deal with her/his inner dynamics. Just like the
disciple engages in transference, the guru participates in counter-
transference. The two processes go on unabated.
If this happened and remained contained within the confines
of any two persons, it could be left to their freedom of choice.
When this happens in an ideology based organization, however, it
becomes an issue of professional ethics. For ideology based institu-
tions, the emergent culture is vitiated, and the microcosm created
by the group perpetuates the practices of the old culture, which it
had wanted to change. When transference and counter transfer-
ence prevail in an institution, it ceases to become change induc-
ing, purveying old wine in new bottles, with new labels and a new
language.
(i) Affection and affiliation
An ideology based institution, unlike other institutions, makes
“emotion” one of its prime concerns. As intellectual orientation
and action orientation predominate in society, and emotional ori-
entation is, by and large, neglected or left to the creative world of
literature and fine arts, the acculturation processes in an ideology
based institution cultivate the neglected field of emotions.
It may appear to be paradoxical that people, who champion the
cause of influence, are at once engaged in expressions of affection.
The explorations in interpersonal relationships and the expressions
of feelings, mutuality, anger, hostility, love, and hate charge the air
that the institution breathes. There is seldom a coherent conceptu-
alization of these activities within the main goals of the institution
and its members. Take, for example, “catharsis” in the Aristotelian
sense of (a) lessening the emotional tensions by expressing them in
aesthetic experience or (b) refining them by sharing in emotions
universalized and artistically portrayed, or (c) in the Freudian sense

of reliving (here and now) the events of the past (there and then),
especially those that have been repressed (there and then till here
and now), and explorations and insights from these events. How
is this phenomenon of catharsis understood and brought under
concepts that promote the institution? The same question arises for
influence and affiliation. Danger sets in when these expressions are
ends by themselves and are not cathected to any goal that an insti-
tution stands for. The “feel-good” factor may be good for a hedo-
nist or a political leader; for a lab, however, its utility is doubtful.
One can ponder the genuineness and depth of meaning, the
authenticity of the users, and the tendencies of overemphasis in
affiliative expressions. These are the words one may think that
together constitute esoteric passwords for the shibboleth of insti-
tution faith. Once this happens, the institution is set on a path of
doom.
(j) Conceptual incoherence
Hundreds of academics are generating knowledge in every branch
of science and their application over decades. It is not possi-
ble to integrate them. An analogy from medicine may be cited.
Innumerable research is being conducted every day worldwide, to
break new ground and enlarge the frontiers of knowledge. Medical
practitioners, specialists and super-specialists, attempt to keep
abreast with the advancement of knowledge and skills because
there are patients to heal. They operate from coherent concepts
although the concepts may not be comprehensive. An institute can
engage with all of them. Similarly, an ideology based institution
requires coherent concepts, generative of practices, and maintains
harmony among its properties. Intellectual properties must be
coherent with the other three properties mentioned earlier, namely,
visional, emotional, and action. Without coherent concepts, what
may happen is that too many concepts from too many sources are
collected and referred to, and none is explored in depth.
The elimination of cultivation of concepts finds no rational
basis. Laboratory education, being a serious business, requires
alertness in data generated in experiencing, and their analyses need
to be coherent. The elements in the learning climate are the indi-
vidual and the group, with their theories-in-action and espoused
theories. Groups and the transient actualities and the dynamic pro-
cesses, covering both the members, as individuals, and the group,
holistically—all these elements require coherence and relevance.
This will not only be satisfying but will help build strength among
thoughts, emotions, and action, eventually reinforcing the vision
and the organization. If this nexus is devalued, the organization
tends to disintegrate. This paucity need not be covered up by pseu-
do-theories and folk tales. If the thoughts, emotions, and actions

are discrete and disjointed in segmental preoccupation, unitary

conceptual coherence may be the casualty. This coherence is
needed to build solidarity. Diversity, exploration, experiments, and
expansion are necessary, provided there is unity.
(k) Adherence to professional competence
Profession requires a body of knowledge and consequent practices
at the least. It should be well founded on science, or evolved on
well-tested epistemology, on a focal area that generates, maintains,
and guards its application. A set of normative behavior, like the
Hippocratic oath in medicine, with a body for reference should be
constituted by experienced persons. Practices have to be exoteric.
If the practitioner uses unprincipled freedom, that freedom is lib-
erty, likely to be abused. A highly skilled ability to do a job and the
performance of jobs done on strictly contractual basis, irrespective
of what happens as a consequence, are not enough in a profession.
The institute has to have a clearly defined area of work and profes-
sion. There is otherwise a danger of quackery.
(l) Goal clarity
An ideology based organization needs to have a fairly clear idea
shared by its members of the change that it is seeking. It may
happen that all the members in the organization may not have
the same depth of understanding of the ideas and values embed-
ded in an ideology, and also about the one-on-one connection
between ideology and action. For example, the Indian National
Army’s slogan, “Give me blood, I’ll give you freedom” or Mao
Zedong’s “We shall overcome someday” were not only emotion-
ally arousing but were supported strongly by practical operational
efficiency. In real life, therefore, the ideology and action require
continuous review and adjustment. The process that it employs
for changing should be clearly delineated. The focus of work may
be an individual person, the group, the macrocosm, or a part of
society. Change in a part does not change the whole if the change
is not accepted by the whole. It is a debatable assumption that if
one changes a part, when its science and application are known
and the required competence is assured, the whole will be healthy.
A reputed heart surgeon once said, “I can operate on a patient
but would I be able to see him walk back home and lead a normal
life? If I were not sure, I would not take up my scalpel.” This sense
of responsibility and concern is essential among members of an
organization that professes “changing” as an objective. If this is
missing, it makes not only the individual but the organization irre-
sponsible and weak.
These 12 aspects are needed in any ideology based organiza-
tion. If any of these features malfunctions, the institution loses
its vitality. The dysfunctionality that developed slowly during the

1970s brought about the closure of ISABS in 1978–1979. It was

not the action of one or the other person. Creative processes
accompany destructive processes. In an organization when the
destructive processes are not heeded to and the creative urge muf-
fles the murmurs of malfunction, the dissonance gains in strength
silently over a period of time, leading to the demise of the organi-
zation. The critical reexamination and analyses of the functioning
of the institution, its state of health, and periodic rejuvenation are
often ignored as unnecessary by the powers that be. This blindness
brought ISABS to disaster.
11. Institution building and stabilizing training laboratories: The lab movement
had to continue. People felt the void. The need to have a center that
generates and sustains Laboratory education, be it ISABS or some
other organization, by some other name, was felt again. A few people
resolved that the institution had to be built anew.
At the formative stage, the initiation came from Deepankar Roy,
Kirpal Singh, Ramesh Galohda, Somnath Chattopadhyay (the
author), Sukhvarsha Roy, and Syed Akhtar. These six formed the first
nucleus. Syed Akhtar did not continue for long because he had to leave
for work abroad.
A special mention must be made about this first nucleus, which
operated as a team intensely, devotedly, and efficiently, particularly
Deepankar Roy and Sukhvarsha Roy, who shouldered much of the
work.
This group then contacted Abad Ahmad, Manohar Nadkarni,
MMP Akhouri, Prayag Mehta, Rolf Lynton, and Udai Pareek, who
agreed to join the nucleus group. C. N. Kumar, Dilip Lahiry, Mahaveer
Jain, Partha Sarathi, Sujit Bhattacharjee, and VK Jain constituted the
third wave.
All agreed to this new formation of ISABS. These were the mem-
bers of the new ISABS.
There are many others who helped: Vasudevan, who went through
all the old files and took relevant extracts; Col. Sheshadri, Wing Cdr.
Ranga, Madhukar Shukla, Geeta Saxena, Poonam Sehgal, K.K. Anand,
Alexandra Merryl, and Michael Merryl joined ISABS at that time.
No payment was made to the members for their contribution.
Deepankar and Sukhvarsha’s home functioned as the office of ISABS
for many years. Everything was done manually. There were no com-
puters, no Internet; they relied on telephones and the services of Posts
and Telegraph.
Some of the problems faced initially were:
• The old books of accounts, money accrued to the accounts, and

fixed deposits were all frozen; therefore, the new ISABS started with-
out a single paisa to its credit. The accounts had to be regenerated.

• The operating files, including the constitution of old ISABS and its
legal documents, were not available.
• There was an acute shortage of facilitators for the labs.
A series of activities began simultaneously.

The re-negotiation between Pulin Garg and Dharni Sinha was
undertaken by Alan Batchelor and later by Manohar Nadkarni. The
efforts failed to revive the organization. All that was obtained were
some files. At that stage G. D. Dutta (Group Manager, BHEL) provided
space for ISABS office in a part of his own office, and was personally
involved.
The institution had to review the dysfunctionalities of the old mode
of operation and the new organization had to protect itself from these.
The decision was to further the dreams of 1964 and to continue
with L-Groups and learning laboratories. The inner strength of expe-
rience based learning Laboratory prevailed and sustained the venture.
What was required in the new venture was affirmation of the vision
afresh and its values and processes upheld.
A logo to symbolize the new institution was created by Professor
Bilas Bose of the College of Art, Lalit Kala Akademi, with inputs from
Somnath Chattopadhyay. The institution had to build its structure, sys-
tems, and procedures anew. For this, the following were done:
• New accounts were created. One member put his own money to
create the initial fund.
• New memberships: Two categories were created—Professional
Members (Life Membership and Annual Membership) and Associate
Members.
• It was decided that those who had left the organization would not
be taken back. Also, those who did not show any involvement in the
organization or its processes, after seeking their choice, were dropped
from membership. It was decided at that time that only those persons
who completed the Professional Development Program satisfactorily
will be accepted as Professional Members; among them, those who
subscribed for the stipulated fee (at that time `500) were absorbed
as Life Members. Co-option of members or Presidential nomina-
tion was disfavored; however, a person with outstanding professional
competence in experiential learning could be considered by the
Board for membership.
• The designation of executive director was dropped. The new des-
ignation, in conformity with the nature of the institution, was presi-
dent. The first president of ISABS was Manohar Nadkarni.
• L-Group and training laboratories were the organization’s main
work area. Other laboratories could also operate but only on the
sidelines.

• Group work, group processes, group norms, group values, building

the microcosm, experiences generated in the “here and now,” under-
standing, cognitive awareness, and, above all, learning should consti-
tute the main elements of the work of the lab.
• Learning should be built on self, the other person, and the impact of
one on the other, between each other, on the group, on the organi-
zation and on society, feelings and their effective expression, under-
standing the other person not only through words but also through
expressive interactions, feelings in the other person and what makes
her/him behave the way she/he does, behavior in the group, skills
of dealing with self, other people and group, should be part of the
institution’s activities.
• Learning should aim at enhancing insights into humans and their
relations wherever they are, in groups, organizations, societies.
• The systematization of labs was done in two streams Basic Human
Process (BHP) Laboratories (Bradford, Gibb, & Benne, 1964) and
Advanced Human Process (AHP) Laboratories (Benne, Bradford,
Gibb, & Lippitt, 1975)
• The development of people who will be facilitators and future pro-
fessional members of the institution needed very careful work, and a
special committee was created for this purpose.
• In the Professional Development stream, it was decided to reduce the
requirement of the period of candidates’ stay on an ISABS campus.
Sponsoring a candidate event after event, year after year was a major
burden for organizations. The new system required candidates, after
their BHP and AHP, to stay for two events (Phase I and Phase II) and
carry out non-campus, inter-phase work.
The idea behind formulating these programs was to introduce a

graded degree of sophistication, for example, the AHP would be more
advanced than BHP. Similarly, the progression through the Professional
Development Program (PDP), that is, from Phase I to the Inter-phase
work and on to Phase II and then to Internship provided a graded
degree of progress. Participants start from being a collection of strang-
ers to becoming persons (each one in a group), confident in their com-
petence in effecting change and development. Their domain of work
may not remain contained within the walls of personal growth and
development, and may extend to society through their competence in
groups. The challenge was to create the required opportunities for such
a graded education.
Although the new institution experienced paucity of facilitators, it
did not want to increase the pool of professional members “somehow.”
Quality and not quantity was pursued.
Log writing, which emphasized the candidate’s ability to write
and to form a habit of writing, was introduced. This was believed to

sharpen awareness of data, process sensitivity, and provide for intellec-

tual reinforcement. Review of literature was part of this process.
A book of relevant references for further studies on human process
learning, Basic Books, was published by ISABS.
It was thought very strongly that the same group of people should
not be on the Executive Board, term after term. If a person were to
continue indefinitely, new centers of power were likely to develop.
The institution would welcome senior people for its events. They
would be invited as resource persons.
12. Regionalization of ISABS: The all-India character of the organization,
the new ISABS, was envisaged. The country was divided into regions.
Along with the central body of the Executive Board and the Executive
Committee, there were regional bodies in Ahmedabad, Bengaluru,
Chennai, Delhi, Kolkata, and Mumbai. Professional members of
ISABS were present in each region; the coordinator of a region was
also the representative member to the Executive Board. Each region
was empowered to conduct BHPs and AHPs.
Conclusion
ISABS has now sustained its growth over the last 30 years. From 1980, it sta-
bilized as an institution. ISABS may like to review its functioning, to ensure
continued vitality and longevity. The number of persons being trained may
not be the only indicator of the institution’s growth. As indicated earlier, the
trends of dysfunctionalities lie within the functional area of an institution.
It becomes almost imperative, therefore, for an ideology based institution to
review and rejuvenate itself. An overview may indicate:
a. Reduction in the presence of academics: The early phase of the laboratory

movement saw the involvement of academics, engaging in the transfer
of learning to different domains of life in society. Gradually, that flow
has reduced.
b. Reduction in intellectual pursuits: A person’s readiness to be involved with
knowledge for its (a) generation (b) cultivation and broadening aware-
ness of contributions, both in the world of academics and the world of
action (c) sharing (d) dissemination (e) storing (f) application and uti-
lization. There are many ways of dealing with each of these aspects.
This, one may think, is a matter of individual preference, but a culture
requires emphasis on intellectual pursuits as one of its strong compo-
nents and demands its prevalence at a normative level. Any culture that
neglects this, suffers.
c. Emphasis on group and group processes: This seems to have reduced in the
institution. If this premise is even partially true, it throws up a set of
questions regarding laboratory education, its goals, methods employed,
the level of competence of facilitators, their choices and motivations, the

level of safety, and the potency of transferring the learning beyond the
boundary of the life of the group. The institute was founded to enhance
learning about effective group processes to impact areas of social needs.
By now, there are specialized institutions to provide professional care in
various fields. ISABS, being one of its own kind, may like to preserve
its own identity. The plurality in “applied behavioral sciences” indicates
the diverse areas from which resources can be brought, provided these
are adapted, integrated, and internalized after value addition to con-
tribute to more effective utilization by society. Preference seems to be to
confined oneself to the individual and her/his feelings, and stay within
the streams of the person–interperson nexus.
d. Personal and interpersonal effectiveness: Both are very important and necessary.
ISABS has already done tremendous work on these. The entire preoccu-
pation of ISABS may not remain confined to this alone. Group processes
and group development may be the focal areas of energy mobilization.
The locus seems to be: Individual person–other persons–inter-person–
small groups–large groups–organizations–communities–society.
Before the 1960s, there was newness and uncertainty in working on groups
in a variety of settings. That phase of novelty and uncertainty has been tra-
versed by competent ISABS facilitators. Their experiences in working with
different groups need to be captured, with greater focus on learning about
group processes and group development.
The more the attention to group development, the more will be the avail-
ability of expertise to work in groups beyond the laboratory environment. As a
consequence, more cases and concepts, models and theories will be developed.
It may be relevant here to note what Udai Pareek said about, “moving from
individual to the larger group and the community, and developing insight into
larger group and community processes must become the agenda for ISABS”
(Pareek, 1999).
In T-Group Theory & Laboratory Method: Innovation in Re-education, Bradford,
Gibb, and Benne (1964) in the last chapter “A look to the future” where they
point out their concerns about the professionalization of T-Group training,
expansion of resources and theory development, extensions and modifications
of T-Group methodology, and extended use of T-Groups and laboratory meth-
ods in ‘non-laboratory’ settings. They hoped that answers to the future “will be
found in responsible efforts to solve the problems on which continuing develop-
ment depends” (p. 486). Ten years later, the authors (1975) after examining the
same four dimensions of concerns reiterated their hope in the same language.
These four areas of concern are also relevant to ISABS. In addition, ISABS
may undertake:
•
The promotion of applied behavioral science manifested in a line
of activities. It needs theory development, research, and studies.
Conferences, discourses, seminars, writings, and a culture of discussions
of concepts are associative elements to this promotive venture.

• Enhancement of professional development of facilitators. ISABS has

helped develop many effective L-Group facilitators of national and
international repute; however, it still needs to pay careful attention to
the development process. ISABS has found its potential and is today a
viable organization. With nurturance and removal of obstacles, it can
continue to grow as a socially relevant and significant institution in the
years to come.
More than two thousand years ago, Gautama Buddha found the strength
of the group and Buddhists chanted Sangham Sharanam Gachchami—‘‘To the
group I be beholden.” Jesus established the group of 12 Apostles. In the last
century, Kurt Lewin explained the science of groups. During the last half
century, the sapling of a lab has become a mighty tree, spreading its branches
in a thousand directions.
One can imagine the emergence of new persons, who, after acquiring the
expertise of laboratory learning, will transcend technologies and the language
of the lab, and with confidence in self, unfold their immense creative faculties,
to make the world better, braver, and more beautiful. This venerable path con-
tains the footprints of those gone by and will be traversed by the young, decade
after decade in the future. Let that journey for mankind be ever vigorous.
I do not say much of the relationship I had with Udai as my teacher,
mentor, colleague, and friend. It does not convey the quality of the relationship.
Whenever we were together in the country or abroad we had intense discus-
sions. Many a time, I had the privilege to elucidate and elaborate in lectures
the basic points of thoughts that Udai used to provide. This complementarity
continued breaking new grounds. The relationship of 55 years made the two
families intimate. His soft care, his concern, his helping, and his tenderness used
to reach at the center of the heart. Thinking about this breeds intense sadness.
References
Benne, K. D., Bradford, L. P., Gibb, J. R., & Lippitt, R. O. (1975). The laboratory method of
changing and learning theory and application. Palo Alto: Science and Behavior Books.
Bradford, L. P., Gibb, J. R., & Benne, K. D. (1964). T-Group theory & laboratory method.
Innovation in Re-education. New York: John Wiley.
Chattopadhyay, S., & Pareek, U. (1982). Managing organizational change (pp. 275–319). New
Delhi: Oxford & IBH Publishers.
Lynton, R. P. (1960). The tide of learning: The Aloka experience. London: Routledge and Kegan
Paul.
———. (1965). Inter-institutional faculty development programme. Hyderabad, SIET Institute:
(Mimeo).
Lynton, R. P., & Pareek, U. (1990). Training for development (2nd ed.) New Delhi: Vistaar
Publications.
———. (2000). Training for organizational transformation. New Delhi: SAGE Publications.
Pareek, U. (1999). T-Group journey: A sunrise talk. New Delhi: ISABS.

19 Institution building: Case
study of development of the
University of Delhi’s South
Campus
Abad Ahmad
Dr Udai Pareek was an intellectual prodigy, a prolific writer, and a highly cre-
ative mind. Above all, one of the finest human beings I have known in my life.
He was a friend, philosopher, guide, and mentor for all who came in contact
with him. For me he was an ideal role model as a scholar, writer, teacher, and
colleague. I had the privilege of working with him in many major organiza-
tional development (OD) consultancy assignments. He was a highly “appre-
ciative” inspirer. Even short informal conversations over lunch or meeting him
on other occasions gave me new insights, ideas for research topics for PhD
scholars, and research projects. Working with him as a colleague and listening
to his lectures was the most enriching and enlightening experience. Reading
his books opened new vistas of knowledge, clarified complex concepts, and
theories which were always backed or illustrated by empirical studies, case
studies, and research.
He was truly a doyen of applied behavioral science. More than all his schol-
arly attributes, his broad world view and open mind, humane values, his open-
ness and humility, and his quest for knowledge and deep concern to develop
his colleagues and students were amazing. Once when I was working with
him and Rolf Lynton in a consultancy project with Health Ministry officers in
Indonesia, with whom we conducted T-Groups also, the participants invited
me to join them in Friday prayers. Dr Udai Pareek said he would also like to
join if they had no objection. They welcomed his desire, and thus I and Dr
Pareek stood together for prayers in the mosque. Similarly, when he read my
article that was published in the Journal of Human Values, based on my keynote
address at the Center for Human Values at IIM, Calcutta, he complimented
me, but questioned why I had based it only on Srimad Bhagavad Gita and not
on other scriptures also such as Holy Koran.

258 Abad Ahmad
I owe my inspiration for learning about Institution Building to Dr Udai

Pareek’s book: Beyond Management—Processes in Institution Building, pub-
lished in 1981. Introducing the concept of “Institution” as different from
“Organization,” he has stated in the Introduction to this book that “the main
characteristic of an Institution is its normative character and role—it is characterized by
a mission, a set of values, and by its role in making impact on a smaller or a larger part
of the society” (emphasis added). Quoting other authors such as Blaise on the
subject, he has clarified that institutions are “organizations which embody,
foster, and protect normative relationship and action patterns, and perform
functions and services which are valued in the environment.” He has also
quoted Selznick who has defined it as “a change-inducing and change-pro-
tecting formal organization.”
Dr Pareek has described “institution building” as “the process of establish-
ing or transforming an organization into an integrated and organic part of a
community in a way that will help the organization to play a proactive role
in projecting new values and become an agent of change in the community.”
As stated by him, institution building has also been used for the process of the
internal development of an organization. He has further specifically stated
that “institution building” has been used with two meanings: one meaning
refers to the process of development of some institutions, by an outside expert
institution, as total systems, including the development of values and norms
that are relevant for the type of work the institutions have been doing. The
other meaning relates to the internal development of an institution to be able
to play its role effectively. From this perspective, as stated by him, “institution
building” can be seen as a process of developing institutions (organizations
imbued with a mission to make impact on the society) through special efforts
to develop capabilities of the organization to grow into “institutions.” It is
this second meaning of internal development and transformation that I have
chosen as the theme of this chapter, which has been illustrated by a case study
based on my personal experience.
Institution building can, therefore, be described as a process of creating,
transforming, and developing organizations with a normative purpose and
values that can impact a smaller or a larger part of the society. It is the process
of embedding certain core values, motivation, and inspiration that leads to
high level of commitment to the purpose, values, and identity of the organi-
zation. Through the process of institution building, an organization lasts way
beyond the life of its promoters and tenure of managers. It acquires a distinct
identity and character that distinguishes it, and commands support and respect
of all stakeholders, as it makes higher values-based contribution to the society.
In essence, therefore, I am utilizing the concept of institution building as
the process that transforms an organization into a purposeful, values-driven,
innovative entity that serves a larger purpose through which it benefits all its
stakeholders in a “win–win” relationship, achieves high levels of excellence,
becomes sustainable, and acquires a distinct identity and stature that is valued
by all stakeholders and the society.

Institution Building 259
In this chapter, I propose to share one of my several personal experiences

of institution building with which I was privileged to be associated.
The experience I would like to share is of building a new campus of the
University of Delhi which is called South Campus. The University of Delhi is
a premier university of the country that was established in 1922 on the model
of Oxford and Cambridge Universities with constituent (not affiliated) col-
leges. It gradually developed postgraduate departments. It continued to grow
rapidly with the establishment of many new colleges by private trusts, the
State Government of Delhi, and the University itself. Because of increasing
demand for quality undergraduate education, and turbulence in other north
Indian universities where examinations were not held regularly, the pressure
on Delhi University kept increasing. The number of colleges in the University
of Delhi continued to increase, including opening of evening colleges, non-
collegiate courses, and correspondence courses. The number of colleges
became more than 60 and number of students became more than 100,000
during the 1970s. The number of postgraduate departments also grew to
more than 50, and number of postgraduate students increased substantially.
The other university in Delhi that was started by the Central Government
was the Jawaharlal Nehru University that had confined itself to a residential
unitary university with specialized courses mostly at the postgraduate level,
with no affiliated or constituent undergraduate colleges. It, therefore, did not
share any load of expanding numbers of undergraduate and postgraduate
students and colleges.
In this scenario, in order to maintain a manageable size and ensure good
quality education, the University approached the government to start another
university to share the load of the large number of colleges as well as the of
postgraduate departments. The government did not agree to start another
university in Delhi, but agreed for the development of a new campus in South
Delhi. As a first step, in the year 1970, some postgraduate classes were started
in South Delhi, and in the year 1973 the South Delhi Campus was established.
To start the new campus, a number of residential buildings were rented in
South Extension, in which different departments, administrative offices, and
library were located. The buildings were scattered on both sides of the main
road. The 24 colleges located in South Delhi (18 day and 6 evening colleges)
were placed under the jurisdiction of South Campus. Postgraduate classes in
humanities, languages, and social sciences such as philosophy, history, English,
Hindi, Sanskrit, political science, mathematics, economics, and commerce
were held in South Campus. In due course, a good library, a health center,
and administrative offices to administer the postgraduate teaching as well as
the work related to the 24 colleges were developed.
The concerned departments and their heads continued to be at the North
Campus, and teachers in-charge managed the classes in the South Campus.
The campus was headed by director of South Campus, who had the rank of
a pro-vice chancellor, but could not be so designated because of limitation of
only one such position in the Act of the University of Delhi.

260 Abad Ahmad
Professor Amrik Singh, the well-known educationist, was the first director,
and Professor K. B. Rohatgi, professor and dean of the Faculty of Law, and
an excellent administrator, was the second director of this new campus. They
had laid strong foundation of the South Campus by recruiting high-quality
teaching staff and very efficient administrative staff. Most of the faculty mem-
bers and supporting staff members were young, energetic, and cooperative.
The earlier directors and vice-chancellor had got about 70 acres plot of
land allotted near Dhaula Kuan for the new campus. The master plan for
the construction of the new campus was developed in an open competition
of architects, and also some grant in the five year plan for building the new
campus was secured. The foundation stone was laid by the then president of
India. However, for some reasons the construction work could not be started
for several years, the grant had lapsed, and even the foundation stone was lost.
The hilly plot of land with thorny bushes remained barren, leading to some
encroachment by a public sector organization that built a storage godown
there, and by its workers and stray people who built jhuggis on it.
I was invited by the newly appointed vice chancellor (VC) Professor
Gurbakhsh Singh to take charge of the South Campus as its director in the
year 1980. I was then Professor of Management and had completed my term
as the dean of the Faculty of Management Studies of Delhi University. In the
Delhi University system, professors may be given university’s administrative
positions for a limited period of three or five years depending on the terms for
the position, after which they revert to their academic position.
On joining as director of the South Campus, I noted that since the parent
departments in all subjects were in the North Campus, and most of the senior
teachers were based there, many students preferred to attend classes there.
The physical ambience of the residential houses being used for holding classes
in the South Campus was also not satisfactory. The location of offices, teach-
ers’ rooms, and other support facilities in residential houses were not con-
ducive for an academic institution of a university’s stature. The morale of
teachers, students, and office staff was low, especially because the campus was
like an extension of main departments, as the teachers of South Campus had
little or no role in the academic policy matters. Similarly, the Administration
of the South Campus had only notional role in managing the colleges, as
most of the problems had to be referred to the dean of Colleges and the VC
located in the North Campus for decisions. Some people derogatorily called it
a “post-box campus.”
Keeping in view the above-stated state of affairs, it was evident that the
South Campus did not have a well-defined purpose, character, and identity.
At the same time, it could be seen that there were a large number of young
and bright teachers in various subjects. The library and administrative staff
was also quite competent. The location of campus in South Delhi, which is
the more developed part of New Delhi, was another advantage, especially for
the students. The challenge, therefore, was to develop it into an institution that
would have a distinctive character, a well-defined educationally and socially

important purpose, a participative and democratic culture that would create a

sense of belonging and ownership in all its members, and an identity of which
the teachers, students, and staff would be proud.
The first meeting I had was with all the teachers of the campus. A series of
meetings with the teachers were held, and a system of regular monthly meet-
ings with them was started. An attempt was made in these meetings to discuss
the present situation, problems, their solutions, and the future possibilities for
the development of the South Campus. In order to familiarize myself with all
the members of the teaching and support staff, I visited each teaching depart-
ment, all offices, the library, the health center, etc. During such visits, attempt
was made to meet most people in small groups, and many of them individu-
ally. The purpose was to understand their roles, their problems, what could be
done to facilitate their work, and their expectations for themselves and for the
development of the campus. After this, a meeting of all nonteaching staff was
held in which I tried to share with them my perception of the strengths and
potential of the campus, and future possibilities of its development. In order
to understand working of the colleges, the principals of colleges were invited
for meetings in small groups. Further, all colleges were visited personally, as
and when suitable opportunities arose. A system of quarterly meetings with
the principals was initiated. (This had to be stopped after about one year, as
it was noted that some principals began to use it as a pressure group for influ-
encing the university authorities for their benefits.)
During the meetings with teachers, I could sense their pressing need to
have connectivity with North Campus, and some facility to commute between
the North and South Campus. Many of them were living in North Campus,
and those living in South Delhi wanted to come for academic work to use
library and other facilities that were located in North Campus that was about
20 km away. They had to travel by public transport or their own vehicles for
about one to one and a half hour each way through narrow congested roads
for this purpose. Therefore, immediate steps were taken to start a mini-bus
commuting services between the two campuses.
During this period there were some embarrassing events because of the loca-
tion of the campus in the residential buildings with narrow lanes for access. An
ambassador of an important country, who wanted his daughter to be admitted
to the campus, came to see me. He was highly exasperated as his car got stuck
in narrow lanes, and he could reach my office with considerable difficulty. He
decided not to get his daughter admitted to the South Campus. This incident
strongly precipitated the feeling in my mind that the first priority for develop-
ing the campus should be to build its new building. It was obvious that the new
building was also essential to start new courses that would attract good students
and teachers to the campus, and would give it a distinct character and identity.
I could sense a great opportunity for the new campus because of its loca-
tion in the more developed South Delhi, proximity to airport, and location of
some distinguished colleges such as Lady Shri Ram College, Sri Venkateswara
College, Jesus & Mary College, Kamla Nehru, and Gargi College. Besides,

262 Abad Ahmad
being a new campus, there were enormous possibilities of starting new courses
and other academic initiatives.
The University of Delhi was passing through a very turbulent time. The
agitations by students, teaching, and nonteaching staff were very frequent.
Being a part of the VC’s team (consisting of the VC, pro-VC, dean of colleges,
and director of South Campus), I had to be present in all the meetings and
during crises in the main North Campus. In fact, we were “gheraoed ” several
times, ranging from a few hours to 14 hours. Some agitations were so violent
that there was almost threat to life of the team members. However, Professor
Gurbakhsh Singh was a very seasoned and patient administrator, who han-
dled these tough situations without being tense and vindictive.
When the situation eased a little, I discussed with him the need for the
construction of the building of the South Campus. Since he had the experi-
ence of developing a totally new campus as VC of the Central University in
Hyderabad before joining the University of Delhi, he was enthusiastic about
it, and agreed to visit the plot of land allotted for South Campus. When he
visited the site and found that it was a semi-hilly plot with lots of rocks, uneven
surface, and thorny bushes, he was very disappointed, and remarked: “Abad,
you have the worst plot of land I have ever seen, and it will be a tough job to
construct building here.” However, he was a pragmatic and optimistic person.
He advised me to immediately start building a boundary wall around the plot
to stop further encroachments and enable construction of new buildings. He
also extended support of funds from the university for this purpose.
In order to inspire the teachers and supporting staff with a vision for the
future of the campus, I asked the South Campus engineer, Mr Uttamchandani,
to organize a special function at the site by clearing some space at the site,
and to display the master plan and model of the proposed new campus. All
teaching and supporting staff was invited and taken to the site in buses, and a
picnic-like atmosphere was created. Some teachers were skeptic about it when
they saw the tough terrain and distance from the existing location. However,
it gave them some hope of the possibility of a new campus being built there.
Despite the fact that we had no approved grant left for the new campus, the
work was started. When the boundary wall was complete, the second step was
taken to develop a broad landscape according to the master plan, and to plant
trees. For this purpose, another function was organized on the site, and each
teacher was asked to plant a tree.
In order to inspire all the stakeholders to support the new campus, the
idea of multicampus system for the University of Delhi was proposed on the
model of well-known universities such as the University of California, where I
had gone several times as a visiting professor. It was stated in different univer-
sity body meetings and other relevant platforms that the multicampus system
fosters the development of a unique character and role for each campus
within the framework of one university. It makes for efficient management
of a large number of institutions through decentralized administration. It
ensures maintenance of uniformly high academic standard through overall

common philosophy and objectives, and central coordination mechanisms. It

enhances productive time and satisfaction of students and teachers by cutting
down commuting time, and by provision of satisfactory library and other aca-
demic facilities on each campus. It offers opportunities for greater interaction
between the teachers and the taught, thus enabling closer relationship between
them and preventing alienation of students—which was one of the root causes
of student unrest and dissatisfaction. In addition, it offers an opportunity to
start new courses that may be more in line with the aspirations of students and
developments in the fields of knowledge.
Before starting the construction of the main buildings for the new campus,
the major challenge was to remove encroachments, for which discussions
were held with the managers of the public sector organization, who agreed to
vacate, but the challenge was the other unauthorized encroachments. When
they were asked to leave, they approached the local MLA, who tried to inter-
vene. However, Professor Gurbakhsh Singh took a tough stand and advised us
to take firm action to remove all encroachments to ensure proper development
of the new campus.
Detailed discussions were held with the architects to ensure a unique archi-
tectural character and pleasant learning ambience. It was decided to build the
entire new campus with “Delhi Blue” stones (gray in color) that were quarried
in Delhi, and octagonal form was chosen for large halls in the building and for
the library for giving a distinctive architectural character to the campus.
Since the funds provided in the five-year plan for the building had lapsed,
it was a real challenge to start construction. However, we decided to start
construction of the first teaching block (that was called the Arts Faculty build-
ing in the Master Plan) in the hope of approval from the University Grant
Commission (UGC) and with the assurance of support from VC from the
university. To obtain funds from the UGC which is an extremely difficult task,
a number of visits were made along with the VC to meet the secretary and
chairman of the UGC. In order to get their support, the vice chairman and
chairman of UGC were invited to the site and progress of work was shown
to them. To get support of thought leaders, eminent persons such as Dr D. S.
Kothari were taken to the site and the concept of the new campus was shared
with them. The VC knew from his experience that lots of UGC funds remain
unutilized by the end of the financial year. Therefore, the VC and director
used to go to the chairperson of UGC, Ms Madhuri Ben Shah, in the month
of March with our building plans and requested her to approve them from
such funds, which she graciously did directly on our submitted proposals.
The Bennett Coleman & Co. (Times of India Group) was at that time inter-
ested in starting S. P. Jain Centre in the University of Delhi and was willing to
offer funds for this purpose. This came as a golden opportunity for the South
Campus where we could offer space to build such a center. The matter was
vigorously pursued by the Director and VC who visited some key members of
the propriety family several times at their residence. An exclusive architectural
plan for this center was prepared, which got an international award in an

264 Abad Ahmad
exhibition abroad. Bennett Coleman & Co. gave a sizable amount at that time
without any strings attached. When the center’s building was ready, in addi-
tion to the MBA Evening Course that was started in it, a proposal was made
to the UGC and Ministry of HRD for starting a new MBA (Public Systems
Management) Course at this center. The course was approved, and 12 teach-
ing positions (two professors, four readers, and eight lecturers) were sanctioned
for it. We were able to recruit some of the best teachers and researchers on
these positions for the S. P. Jain Centre that became the southern wing of the
Faculty of Management Studies.
The entire campus was carefully planned with the help of well-known archi-
tects to ensure aesthetic and functional ambience in academic and administra-
tive buildings, library, sports complex, hostels, students’ center, health center,
residential quarters, etc. The underlying thought in developing the buildings
and landscape of the campus was to provide pleasant learning ambience in
the classrooms, teachers’ rooms, meeting rooms, conference halls, and green
garden-like ambience with wide open spaces across the campus that would
attract best students and teachers and make them feel proud of their campus.
The landscape was carefully planned and a large number of trees in consulta-
tion with horticulturists were planted across the campus before the buildings
were constructed. Attempt was made to retain as many rocks as possible as
these were geologically the oldest rocks and also aesthetically quite artistic.
Special attention was given to make classrooms interactive with good acous-
tics, and the furniture and fittings in classrooms were specially designed to
make them functional and comfortable. All furniture was chosen to be made
in teak wood, and not steel. An amphitheater design conference auditorium,
and a hall for large meetings, were specially designed to organize seminars,
conferences, and meetings with teachers and staff. The guiding principle in all
this work was “Attention to Details” by the director and the other key mem-
bers of teaching and administrative staff.
In order to ensure quick progress and quality of work, frequent personal site
visits were made by the director, and the VC was also invited from time to time. To
arouse interest of the government, community, and students in the new campus,
press reporters were invited and shown the new building under construction,
and the concept of new campus was shared with them. Based on such a visit of
reporters, the Statesman newspaper published a report entitled, “Campus on the
Rocks” with a nice write-up and photo of the upcoming building.
In order to expedite working of the campus in the new building, and to
ensure quality of work, the office of the director of South Campus was shifted
to the new building, even though there were problems of water and electricity
because of lack of proper infrastructure. Gradually, all the teaching depart-
ments and offices were shifted to the new building. However, the teachers of
some departments insisted on continuing in the South Extension premises, as
they felt that the existing location was more convenient for students and teach-
ers. They were not forced to move, and in due course they themselves chose to
move. By the year 1983, most of the teaching departments and administrative

offices were shifted to the new building, and a number of new courses and
departments were started.
In order to develop a distinctive identity and character for the new campus,
the strategy of making it “campus with a difference” was followed. Therefore,
keeping in view the fact that the North Campus had great strength in basic
disciplines in sciences such as physics, chemistry, biology, and botany, and
in almost all disciplines of social sciences and humanities, it was decided to
develop new courses in the South Campus that would be “inter-disciplinary
and applied.” Therefore, new departments and courses were started in bio-
chemistry, micro-biology, genetics, bio-physics, electronic science, plant
molecular biology, business economics, applied psychology, applied operations
research, modern European languages, etc.
The guiding principles for starting new departments and courses at the
South Campus were: “Relevance, Innovation, and Excellence.” This message
was repeated in all meetings with the teachers and other university authorities.
Besides, meritocracy in selection of students and teachers, and for promotions
of teachers and staff, was rigorously followed. A culture of open communica-
tions, participation in decision-making, listening to needs and grievances of
teachers, staff, and students, and addressing them as quickly as possible was
followed. Close and personal contact was developed with the Union of South
Campus nonteaching staff, and elected union of the South Campus postgrad-
uate students. On almost all major festivals, functions were organized by the
staff in which teachers and director participated. Regular monthly meetings
with all the teachers of the campus were held. In addition to elected students,
the top two meritorious students from each class were invited for informal
get-together with the director and some professors. As a result, a distinct culture
began to develop in the South Campus, as contrasted with the main campus.
There were no students’, teachers’, or staff agitations in the South Campus.
So much so that once when the representatives of Karamchari Union (non-
teaching staff union—DUCKU) of main campus came to persuade the South
Campus nonteaching staff to join them in some agitation, they politely refused
and requested them to leave them alone to do their work. However to show
solidarity with them, they agreed to send a few representatives, but did not
stop the work in South Campus offices.
In September, 1984, a grand inaugural function for the new South
Campus was organized in which the Minister of Education, Ms Sheila Kaul,
was invited as the chief guest. A detailed brochure giving a full coverage of
history, philosophy, and objectives of the new campus, its new departments,
the courses offered by it, and details about its colleges, their main activities,
courses offered by them, number of teachers, students, etc., were described.
This brochure was released by the minister. The function was attended by a
large gathering of all university authorities, a large number of deans, heads
of departments, professors, principals of colleges, members of teaching and
supporting staff, and all students of the South Campus. Wide press coverage
was given to this function that brought the South Campus in limelight. In his

266 Abad Ahmad
address, the pro-VC, Professor P. C. Mukharji said: “Dr Abad has passion for
the South Campus.”
It is not that everything was smooth in the development of the campus.
Enormous problems were encountered at every stage. Getting approval of
the Academic and Executive Councils of the University for new courses, and
then obtaining approval of the UGC, were often time-consuming and tough.
Getting funds from the UGC, clearances from various civic bodies, getting
water supply and electricity connections, resistance of some departments
to shift to the new campus, threats from some owners of rented premises in
South Extension pressing to vacate their buildings, and attempts of Delhi
University Students Union to hold boisterous functions in South Campus
were some of these challenges. These challenges were handled persuasively,
and a few of them—like DUSU’s program to hold a boisterous jam session on
the campus—were handled very firmly, sometimes at great risk.
There were also problems in construction work, such as delays in giving
necessary drawings by the architects, in few cases running away of some con-
tractors leaving buildings incomplete, and getting clearances from government
authorities. These obstacles required enormous time and persistent efforts.
However, the support of faculty colleagues, administrative staff, and above all
the VC and university authorities made it possible to steer through these tough
challenges. There were also tense situations when because of mishandling of
situations by principals of some colleges the agitated teachers of some South
Campus colleges would come in large numbers and let their anger out on
the director of South Campus. Other than few such cases, most such matters
would go to the main campus office of the VC, where the director and other
team members of the VC had to face such tough situations.
In 1985, the VC Professor Gurbakhsh Singh retired. After some gap,
because of the sad demise of the pro-VC, Professor P. C. Mukharji, I had
to officiate as VC. It was a very turbulent phase because of students’ unrest.
We had to face highly agitated students at the main campus. However, such
problems remained confined to the main campus, and the South Campus
remained peaceful. After about six months’ gap, Professor Moonis Raza, who
was at that time Rector of the JNU, was appointed as the VC. He had devel-
oped the JNU with a very distinct multidisciplinary character, and highly inno-
vative courses. He was a distinguished institution builder, and had embedded
strongly intellectual, liberal, democratic, egalitarian, and socialist values in the
JNU. He was all for a multicampus system, and developed a grand vision for
the University of Delhi with four campuses, that is, North, South, East, and
West Campus, in which in addition to the present two campuses he wanted
East campus to focus on studies on human brain and medical sciences, and
West campus on Engineering and Technology. Since he fully supported the
concept of interdisciplinary and applied courses, we got a lot of support from
him for the development of the South Campus.
The most important support that we got from new VC was his help in
developing probably the first of their kind new faculties: The “Faculty of

Inter-disciplinary and Applied Sciences,” and the Faculty of “Applied Social

Sciences and Humanities.” These were the first such faculties in the country.
He also helped us in persuading some of the most well-known scientists to join
the South Campus, among whom I would like to specially mention the name
of Professor B. K. Bachchawat. He was one of the most respected senior
professors and researchers in life sciences at that time, and was working in
Kolkata. His joining the South Campus made all the difference in developing
life science departments of the campus. He was able to attract finest scientists
from the country and overseas. In order to attract and retain such scientists, we
offered them houses on the campus, and in some cases their spouses who were
also good scientists were offered research positions. And the most important
attraction was our arrangement with the Springdale school that was located
just adjacent to the campus, where their children could get quality education.
Surprisingly, there was no provision for girls’ hostel in the master plan,
but there was provision for a boys’ hostel. Keeping in view that most of the
students in science departments were girls who had to stay for late hours in
the laboratories, the planned hostel was built on priority and allotted to girls.
The mess of the hostel was outsourced and its management was entrusted to
elected student members. Thus, they could control quality of food, and most
of the hostel management problems were avoided. This boosted the morale of
students, many of whom came from outside Delhi.
Under the leadership and guidance of Professor Bachchawat, the young
scientists got big research projects from government agencies such as DST,
DBT, and INSA, and built state-of-the-art laboratories. Within a few years,
the South Campus came to be known for its outstanding research and teach-
ing programs in fields such as bio-chemistry, micro-biology, and genetics. The
work of teams under guidance of Professor Bachchawat on drug targeting was
internationally acknowledged. Other distinguished scientists, such as Professor
S. C. Maheshwari and Professor G. P. Srivastava, who were at that time at the
North Campus, desired to move to the South Campus, and build their new
laboratories. We also built exclusive buildings for some of them and provided
space for other new departments in the new science blocks. This came as a
further boost to the Life Sciences and Electronics Science wings of the South
Campus. The work on Rice Genome and Plant Molecular Biology was also
internationally known. Thus, world-class researches were being done in most
science departments of the South Campus. In due course, advanced courses
in computer sciences and information technology were also started.
Later, in my role as pro-VC of the Delhi University, when I went to sign
a Memorandum of Understanding with the Heidelberg University, I visited
their life science departments. When I mentioned to their scientists about the
work at the South Campus, they said that they were not only fully aware of the
work being done there, they were in touch with the scientists there and were
already doing some collaborative researches with them. The other departments
of the South Campus, such as the Department of Mathematics, Department
of English, Department of Applied Psychology, Department of Modern

268 Abad Ahmad
European Languages, Department of Hindi, and Department of Commerce,

distinguished themselves by offering innovative new courses, high-quality
teaching, and research, and by organizing national and international seminars.
Some of the innovative courses in social sciences were Applied Psychology,
Business Economics, and Master of Finance and Control. These courses
attracted bright students and they got good placements in leading organiza-
tions. In addition to new departments and courses, a number of new centers for
advanced studies and researches were also started at the South Campus, such
as the Center for Himalayan Geology and Center for Applied Behavioural
Science and Action Research. Some of these centers could not be sustained
because their financial sustainability was not carefully thought of and pro-
vided for. The strong lesson I learnt from this experience was that unless finan-
cial viability of an institution is ensured, it cannot become sustainable.
Any institution-building work cannot be done by an individual alone. It is
a team work with involvement and participation of each and every member
of the organization. I was fortunate to get a lot of support from all the
members of the teaching and administrative staff, with of course a few dis-
sensions and critics also. There is always a small team that steers the pro-
cess with direct involvement and support to the leader. In addition to the
enormous support that I got from the vice chancellors and other university
authorities, I would like to specially mention the support and contribution of
Professor B. K. Bachhawat, Professor Nirmala Jain, Professor O. P. Gupta,
Professor G. P. Srivastava, and Professor Lallan Prasad among faculty
members, and highly efficient administrative support of Deputy Registrar
Mr P. L. Kadalbaju, and Deputy Librarian Mr H. C. Jain.
By the year 1990 when I completed my two five-year terms as director and
reverted back to my role as Professor of Management at the FMS, the South
Campus was a vibrant, distinctive, well-known, and beautiful campus. We
had some of the best, dedicated, and highly motivated teachers and research-
ers at the campus. World-class researches were being done in its life sciences
departments. Its postgraduate courses that were interdisciplinary and applied
or professional were highly sought and were enabling students to get excel-
lent placements. There was a palpable sense of pride among the teachers,
students, and staff members for being a part of the South Campus. When
visiting teams from overseas universities came to Delhi University seeking col-
laboration or joint research, etc., they were taken to the South Campus to see
the high-quality research work being done there.
I would now like to summarize some of the insights and learning from this
exciting and gratifying experience.
First, I would like to emphasize that Institution Building goes “Beyond
Management,” as suggested by the title of Dr Udai Pareek’s book referred
to earlier. As pointed out by him, “Administration” was concerned more with
the successful maintenance of an organization, and running it according to
the laid-down rules and regulations. “Management” has brought about a
change in the emphasis, and has been primarily concerned with efficiency

and task accomplishment. In addition to these concerns, now there is need for
two more aspects in an organization—its continued growth and development
(self-renewal) and its impact on a segment of the society or the whole society.
These concerns are reflected in a new function—the “Institution Building”
function. The above-stated case study of developing South Campus reflects
how these new concerns were addressed through the goals, values, and pro-
cesses chosen and practiced for this purpose.
Based on my experience and insights from the literature, I believe that insti-
tutions can and should be built on the foundation of their strengths, potential,
and opportunities. I followed the same approach in the institution-building
process for the South Campus. The quality of faculty and supporting staff,
the backing and support of the reputed University of Delhi, the location in
the rapidly developing part of New Delhi, the possibility of starting new state-
of-the-art courses and research, already allotted piece of land, a good library
and health center, and the support of top leadership of the university pro-
vided immense potential for developing the new campus. All that was needed
was to inspire all concerned with a shared vision for the future of building a
distinctive and unique institution with excellence of which all members and
stakeholders would be proud. It was necessary to stretch the imagination of
all concerned to think beyond the existing state. The theme chosen for such
thinking was that all academic activities of the new campus will be guided by
three main principles: relevance, innovation, and excellence. The new courses
and research should respond to the needs of the society, students, and teach-
ers in the emerging areas of knowledge. To impart a distinctive character to
the new campus, it was thought that it should develop interdisciplinary and
applied courses and research.
The guiding values were: openness in communication; democratic and par-
ticipative process of leadership and decision-making; meritocracy in selection
of students, teachers, and staff; pro-active search for talent for leadership in
teaching and research in emerging new fields of knowledge; maximum auton-
omy and support to departments for innovative academic initiatives within the
broad framework of the university system; professionalism in management
(i.e., honoring commitments, fair dealings, integrity, and transparent function-
ing); and students and teachers-friendly administration.
The processes followed were: sharing vision and guiding principles in all
important meetings, seminars, conferences, get-togethers, and other platforms;
practicing participative style by institutionalizing faculty meetings and meet-
ings with other relevant groups; opening channels of communication with
teachers, staff, and students by following an open-door policy for meeting the
Director and other administrators; empathy to listen and understand the prob-
lems of teachers, staff, and students, and quick and fair redress of grievances.
Further processes were: public appreciation and recognition of good
work and meritorious performance; collaborative relationship with Staff and
Students’ Unions; relationship building with university authorities, UGC,
press, and other government agencies; resource mobilization with government

270 Abad Ahmad
agencies and reputed private organizations; attention to details in all imple-

mentation processes; and strong and firm handling of situations that may hurt
the interest of the campus, damage its reputation, or create indiscipline on
the campus. All support was provided for new relevant and innovative courses
and research, faculty development initiatives, collaborative research, national
and international conferences and seminars organized by the faculty, etc.
Deliberate policy of avoiding personality cult was followed by not publishing
the photographs of director and university authorities, and other government
authorities in brochures and other publicity material, which is a common
practice in most other institutions.
The significant learning from this experience is that people have enormous
creative potential, talent, and motivation for personal development and good
performance. Right inspiration for serving a larger cause; right direction by
shared, clear and concise vision, mission and goals; participative and consulta-
tive processes in decision-making; empowering and encouraging them to take
initiative for innovation, improvement, and getting results are critical for mobi-
lizing their energies and talent for institution building. Further, fair dealings;
good working conditions; ensuring support in meeting their genuine needs for
development and career advancement, appreciation, and recognition can take
the institution to great heights of excellence. At the same time, it is important
for leadership of the institution to ensure that it serves a larger purpose for
the society, creates genuine value for stakeholders, is guided by sound values
such as meritocracy, professionalism, openness, integrity, and transparency,
becomes sustainable by mobilizing and generating resources for its mainte-
nance and development, and earns the respect and goodwill of the society. For
achieving such goals, the values and processes of Institution Building have to
be followed, in which “Passion for Excellence” is most important. It has been
rightly said that “nothing great was ever achieved without passion.”
Based on the above-stated case study, and several other experiences of
doing such work in organizations in educational and other sectors such as
health and industry, I would like to propose the following Action Template for
Institution Building (IB) process:
Action template for institution building/OD
1. Relate to people in the organization and key stakeholders

Personally engage with people at all levels within the organization,
and other key external stakeholders to develop relationship and rap-
port. Understand their needs, concerns, and expectations. Involve them
intensely and sincerely in the shared process of change. Be accessible to
all. Make it their project.
2. Build on strengths and opportunities
Identify and explore strengths of people and organization, positive-think-
ing persons who will lend support to the change process, identify compe-
tencies and positive points, and highlight the strong points and contribution

of all who matter. Build on hope, optimism, opportunities, and confidence

for change and development.
3. Develop a shared vision and mission
Involve the core staff, influencers, opinion leaders, formal heads, and
decision makers in developing a shared, inspiring, bold, but achievable
and tangible, “vision”—that is, the desired future state of the organiza-
tion within a foreseeable time frame. Develop a consensus regarding the
main purpose—the “mission” of the organization. State the vision and
mission in most simple, easily understandable fewest possible words,
and in one or two short sentences. The statements should be easy to
remember and express by people at all levels in the organization.
Vision and mission must be directly linked with the existing strengths
and potentially developable strengths in the organization; and clearly
related to the opportunities in the environment and needs and expec-
tations of the key stakeholders. Follow up with formulation of clearly
articulated plan of goals and strategy to achieve them.
4. Inspire, educate, and engage with all stakeholders
Inspire members of the organization and stakeholders by constantly
interacting with them individually and in groups about the main theme
of change, development, and transformation. Inform them of the prog-
ress being achieved from time to time privately and publicly.
Invest heavily in developing people by offering opportunities to them
for developing their competence, exposure to best organizations, institu-
tions, seminars conferences, and best practices to broaden their thinking
and improve personal performance.
5. Publicly acknowledge and appreciate good work and contribution to
change
Ensure immediate personal and public recognition of a good initiative,
notable achievement in individual or team performance that helps in
attaining the goals of organization, advancing the change process, effec-
tive innovations, and any other achievements that improve the image
and performance of the organization.
6. Expect high performance, extend high care
Motivate staff to set high and challenging goals. At the same time
ensure that you sensitively take care of their genuine personal and
professional needs and aspirations that affect their motivation,
morale, and performance. Most important, trust them, but keep your
eyes open and be fully vigilant about negative and damaging practices
and behavior.
7. Embed sound values and culture in the organization
The essence of Institution Building is to embed strong sound values and
create the right culture. The key elements in values and culture are: mer-
itocracy and professionalism; openness and transparency; integrity and
fair dealings; egalitarianism and respect for individuals; honoring com-
mitments and delivering full value to the customer; sensitivity to social
and environmental issues; equity and inclusiveness; gender sensitivity, etc.

272 Abad Ahmad
8. Make big ambitious plans, but give full attention to details

Implementation of plans, programs, and strategy is the key. Effective
implementation requires very focused attention to details. Either do it
yourself, or ensure that it is effectively done by some key persons in the
organization.
9. Keep raising the bar
Having achieved a desired level of performance and excellence, do not
become complacent. Raise the bar of goals and standards of perfor-
mance to achieve the next level. Institution building is a dynamic, con-
tinuous process for achieving higher and higher levels of excellence.

20 The story of a management
institute: Institution building
in retrospect
D. Nagabrahmam
Introduction
T. A. Pai Management Institute (TAPMI) stands out as one of the reputed insti-
tutes of management in the country. While the institute remained lesser known
and mostly a regional outfit in the first decade, the next decade created altogether
a different image as one of the top-rated and a pan-Indian institute. Today, it is
one of the three institutes in the country that has the distinction of the most cov-
eted international accreditation of Association to Advance Collegiate Schools
of Business (AACSB), a highly acclaimed accreditation body in the world.
It has a large, enviable residential campus located in the pristine surround-
ings on a small hilltop with the best of state-of-the-art facilities. All this and
more managed with self-finances and with greater executive initiatives and
commitment. The story of the institute is unusual as it has no endowments
given and had very low-resource backup. More so, it is located in a small town
away from the main stream of business or industry.
This is an account of how the institute was turned around from a small
lesser known institute to a leading management school in the country. The
chapter presents an account of how all its disadvantages and constraints were
managed? What all went into it to become what it is today? Importantly, what
are its distinctions? What has been the process of institution building? These
major questions are answered through a brief narration of the story over a
period of 16 years (1992–2008).
Background of the institute
A brief background of the institute will help understand the context. TAPMI
was started in 1984 as an autonomous institution offering a 2-year post grad-
uate program (PGDM). A senior person with professional qualifications and
wide experience was recruited as the Director in 1983 with the assistance of

274 D. Nagabrahmam
a consultant. Soon after his joining, he started looking for avenues for start-
ing the program. However, it took almost a year to start the program in the
Engineering College premises and later on the institute was moved to a sepa-
rate place. The first batch of students were admitted mostly from local areas
and from the neighboring state. There were bigger plans including a resi-
dential campus with the munificence of state government for about 30 acres
of land and the support of a rich industrialist, who was a beneficiary of the
founder of the institute. However, these plans never materialized. Thanks to
the indifference and negligence of the trustees in general that the director
could not help matters any way. It all fell on the new director to initiate a
campus plan in 2002 on an alternate site of 40 plus acres of land and he made
it possible subsequently.
The Trustees are, of course, well-intentioned people, most of them belong
to the extended family of the founder, and few others are his friends, admir-
ers, and well-wishers including the rich industrialists who promised a huge
amount for the campus. It was very unfortunate that the founder passed away
suddenly rather prematurely. Possibly, it would have been a different scenario
had he lived for some years to come. However, his younger brother took the
lead in registering the Trust and initiated action for setting up the institute.
The institute started in 1983 and the first batch of about 45 students admitted
in 1984.
The Trustees in general had experience of running arts and science
colleges, schools, a medical, and an engineering college. They seemed to
believe that a management institute could also run on similar lines. Hence,
many of their assumptions and possibly their understanding of institutions
could not take the matter forward. For example, faculty is only necessary for
teaching a number of courses, but nothing much else. The fee cannot be
higher than that collected in the other colleges. However, they aspired that
the institute to become a premier center in management education. The
salaries paid to faculty were also similar to the local colleges. Given these
beliefs and practices, the director could not do much nor intervene in any
other way. Since the time the foundation stone laid for the campus on the
land promised by the government, the matter only dragged on with a court
case but without any positive result.
There were seven faculty members and most of them were young recruited
locally. There was one with a doctoral qualification and one younger faculty
had submitted his thesis. One of the senior members was Registrar of the
institute taking care of administration, accounts, and finance. However, the
daunting aspect was utterly low level of finances and almost hand-to-mouth
existence. There were deficits year after year and somehow activities were
managed by seeking help from one or the other donors. (To the extent of
even two lakhs of rupees). Because of such a situation, practically, every-
thing in the institute looked poor—the classrooms, general maintenance of
the place, and the education itself. However, the program continued year

The story of a management institute 275
after year without attracting students. Thus, the number of applications for
admission to the program gradually declined and there were only 200 appli-
cations for 60 seats available. Since the number of applications reduced, the
fee collected was inadequate to improve any facilities. It was only `20,000
for two-year program and the total annual budget remained at 10 lakhs of
rupees. The Governing Council and trustees had no way of raising revenues
and allowed in effect this situation to continue. The director earlier could not
do anything more to improve finances on his own except asking the trustees
to cover small deficits. It continued for about nine years until a new director
appointed in 1992.
First few steps: Taking important decisions and

commensurate action
On the taking over by the author of the chapter as the new director a case
study of the institute was prepared and presented in an international confer-
ence. The case study mainly covered the activities before 1992 and brought
about the need for thorough review of all activities. The review suggested
both short and long-term plans for raising quality of the program, with better
resources including faculty, new programs, raising overall resources with
involvement of faculty, and seeking support of the Governing Council and the
Trust of the institute.
Simultaneously and quickly, improvement of facilities was taken up includ-
ing cleaning of the place, better class rooms, and hostels. The staff was ori-
ented and encouraged to use computers with internally available resources
and faculty support. Since there was adequate staff strength, proper deploy-
ment was made so that they work with faculty as secretaries. Computers were
leased to replace typewriters. This itself raised the morale of staff immensely.
However, their compensation was pitiably low and it took a year or so to raise
it to a reasonably decent level.
A new vision
As mentioned, a case study prepared by the new director clarified his thoughts
and put across a cogent plan to move ahead. This was the beginning of initi-
ating several steps of action. The case study also provided a vision to develop
TAPMI as a national level institution. It also argued that better faculty attracts
the best of students and investments in such faculty should be the priority. We
wanted TAPMI to provide quality management education and attract the best
students and best faculty
A compelling vision about the future growth of the Institute helped us to
think big and remove the constraints.

276 D. Nagabrahmam
Some enablers
A framework of management education, its characteristics, the kind of insti-

tute sought, and a strategic plan of such an institute not only enabled seek-
ing an identity conceptually, but also allowed its practice and implementation
successfully.
Subsequently, three detailed notes were prepared—one about how to raise
finances, faculty, and physical resources, the second on the status of the pro-
gram, its quality, and delivery, and the third a detailed account of how the pro-
gram quality be raised including internal processes and its conduct. It was also
planned to take some immediate steps to raise quality of the program with
improved curriculum and taught by better faculty. Curriculum was revised
and few courses were added particularly in the area of finance. It was also
decided that the conduct of the program and its organization improved by
preparing schedule of classes more regularly with a time table prepared for a
month to begin with (Earlier it was for every week and even then a number
gaps in the schedules). The program office was streamlined with an assistant
taking the responsibilities for day-to-day administration with the support of
faculty as PGP coordinator.
Because of irregular schedules and lack of proper coordination, conduct
of classes, students took classes for granted and their attendance was erratic.
Classes used to be conducted throughout the day with gaps in the schedule,
leave alone their cancellation at the drop of a hat. All this and more resulted
in students’ lack of preparation for the classes and their indifference and in
general their casual behavior. Since they had enough time on their hands,
many of them used to go to their native places at will. It also leads to some
unfortunate incidents including death of two students when they went for a
late night party outside in a car that met with an accident. It also created dis-
traction from studies.
Implementation of plans
Creating a learning culture and discipline: Soon, the students were informed about
the sessions and the intent for regular classes from 8.30 am to 1.30 pm. A few
visiting faculty from IIMB and a young PhD in finance added to the overall
quality of the program. More surprisingly for students, 100 percent atten-
dance was made mandatory and absence of students monitored. The com-
bined effect of these steps improved attendance and brought semblance of
order in the system. The faculty was also oriented to the methodology of
preparing course outline, developing teaching material and coaching of stu-
dents. It was clear by then the entire education process is serious and no let up
allowed. All this facilitation enabled along with the library support, timings,
much better utilization of afternoons by students for preparation, completion

of both individual, and group assignments enforced. The system of continu-

ous evaluation put into practice with prompt feedback given to the students.
Letter grading was introduced. It was clearer for faculty that they cannot miss
classes once scheduled. With many of these practices, the general outlook
of students toward faculty and the institute changed for better. Their prepa-
rations improved and they became regular and disciplined. Simultaneously,
hostel facilities were also improved substantially with reasonable boarding
arrangement (earlier no such arrangement) as much.
Faculty enablers: A process of enabling faculty to take up responsibilities
of teaching and distribution of academic and institutional responsibilities
has been put into practice. The director spent enormous amount of time
with faculty drawing upon their abilities and oriented them toward issues
like developing effectiveness in the program, improvement in the method-
ology. The distribution of academic administration such as PGP, admis-
sions, placements, students’ activities, and an advisory system along small
group of faculty members supporting each of the coordinators was also
implemented. With the joining of young PhD and that too research ori-
ented, the responsibility of research and publications was entrusted to him.
He introduced Working Papers series. The placement for students showed
marked improvement with companies such as L&T and EICHER visiting
the institute.
Attracting students all over India: Having put in basic processes in place,
involving faculty with shared responsibilities and understanding, streamlin-
ing procedures and conduct of the program, improving physical facilities and
environment with several improvisations, the beginning of 1993 academic
year looked more promising. All this happened during 1992–1993 and while
these changes made, action was initiated on two major fronts: one on impro-
vised admission process and methods including better and large advertise-
ments in the leading newspapers, the second, preparation of a comprehensive
curriculum from semesters to terms and the recruitment of few additional
faculty. The advertisement brought about 10 times more applications and with
planned admission process, there was all-round improvement in the compo-
sition of students admitted with greater diversity and from many regions,
including places such Delhi, Calcutta, and Bombay.
The institute was much better prepared to receive a large batch of 90 stu-
dents with adequate processes of induction, senior students taking responsi-
bilities to welcome juniors. A creative socialization event called EPISODE
was organized in which both of the seniors and juniors worked for several
cultural events. On the program front, there is a well-prepared curriculum
with a new structure of terms and with the addition of three more faculty. The
process for implementing the new curriculum and the discipline improved the
rigor of the program with adequate faculty support. Composition of the batch
itself enabled such a process. There was constant attention to minute details
with frequent meetings among faculty and the director, students, and faculty.

278 D. Nagabrahmam
Attention was paid to feedback, discipline, and conduct of the program rather
systematically. Slippages were largely minimized.
Importance of governance
The year 1993 also saw the streamlined Governing Council and Trust meet-
ings with greater regularity. Director could place before the governing board,
all the activities of the institute, information on additions to faculty, financial
position, and in general progress made by the institute. First time, there were
four meetings of these bodies in a year given their importance which added
to the quality of governance of the institute. These meetings were conducted
regularly with fixed months (July, October, January, and March) year after year
during 1992–2008. Executive initiatives in several respects and their deliber-
ations created a symbiotic process. Gradually and slowly, the trustees realized
the value of such initiatives in a scenario of low resources and good perfor-
mance. However, a few of them were always reticent and even reserved, but
others could see such a value and prevailed on those few. They could see how
the functional autonomy and freedom resulted in the institute gaining ground
as much reputation. Many such initiatives included raising compensation to
the staff and faculty as much as equitable distribution of surpluses.
The campus project initiative is a classic case of executive decision but sup-
ported by the trustees with some hesitations. It is also a large project involving
a huge amount of `50 crores and all of it was sought as a soft loan from a
commercial bank. The entire operation of campus project and its completion
became largely the responsibility of the director with the support of faculty.
However, he had to go through very hard and uncertain times bearing the
brunt including twists and turns in executing the project. It took almost seven
years to complete the campus.
TAPMI has another distinction of really a self-financing institute and its
credibility made it easy to seek such a huge loan and be accepted by the banks.
Board of studies
The board of studies meeting was revived with the first meeting held in
September 1993 and provided a great opportunity to look at the new curric-
ulum. The composition of the board consisted of senior executives from the
industry and a number of them from premier management institutes such as
IIMA, IIMB, and MDI. The lively discussions, helpful suggestions, ideas from
the very first meeting helped the institute in the conduct of the program, addi-
tion of courses, modules. There was no looking back and the meetings con-
tinued annually for the next 15 years. The institute benefited by the counsel,
caution, and advice of the members. The networking proved helpful, added
new sources for support, and enabled the institute to learn continuously.

These meetings also provided a significant arm for useful reviews of all aca-
demic matters. Being an emerging institute with its limitations, these meetings
served immensely in building the institute for future.
The general environment became purposeful and full of activities. It also
brought about students’ initiatives in several of the extracurricular activi-
ties. One such remarkable one is Brand Scan—a market research fair that
has become popular in this region and has got industry recognition. It also
brought the students together in creative exercises, games, events for different
segments of population and offered them good deal of entertainment and
bonding in all these exercises. The unflinching support of the faculty and their
active involvement is a major highlight in making the first Brand Scan a great
success. It went on and on to become much bigger event thereafter attracting
ever-increasing offers of products and services for Brand Scan from a number
of organizations. An event turned out to be tradition almost over the years.
All put together, the word spread in the community that TAPMI as an insti-
tution is different. With many initiatives, the foundation for an institution of
promise was laid down. The foundation grow only stronger with continuous
urge to do well, aiming at a big picture, constantly remembering for what the
institute meant for resulted in series of plans and activities. Within the lim-
itations, new methods of work, delivery, and teaching methods were pursued
vigorously which added to the quality of program. These also spurred few
innovations such as management in practice (MIP) using summer internships
for developing cases and teaching materials.
The eco-system for quality in every aspect developed much early along with
many interventions. Discipline, regularity and systematic functioning, faculty
sharing larger responsibilities, quality and diversity of students, better physical
environment, thrust on academics, and extracurricular activities, faculty inter-
action with students, coaching, advisory system, a rich and well-organized
library, informal working system, and flexible approaches were all hallmarks
of the changes made.
Some important steps in making the institute
Capacity building: Curriculum development

It was not the number of students alone but focus on building capacity by
development of curriculum and strength of faculty and development. Over
this long number of years, there are continuous efforts in developing curric-
ulum as comprehensive as possible and current on par with the best of insti-
tutes in the country, perhaps even somewhat new and innovative. There are
annual reviews, active participation of faculty, systematic collation of feedback
of industry and students, alumni, peers, better methods of delivery, adding
young PhDs as faculty in strengthening curriculum and its quality. There is
continuous search for new approaches, experiments and innovations, and

280 D. Nagabrahmam
ideas added by the Members of Board of Studies. The members met annually
and offered their advice, experience, knowledge as much as caution and care
in developing and offering courses. The institutional processes within and with
board of studies benefited the institute enormously. The enriched discussions
and support were so valuable that the institute continued with this institutional
mechanism.
There were many initiatives made in the curriculum. Probably, TAPMI
was one of the earliest to introduce Ethics as a required course way back in
1993. It became one of the most popular courses sought after by students.
Thanks are given to the faculty member who developed this course imagi-
natively for both quality of material and lively teaching. No wonder, all this
material published as a book, viz., Ethical Choices in Business (Response
Books) in just about five years’ time and a second edition also brought as
there is good demand for this book across business schools. Seminar courses
on managerial leadership including requirement of reading of one biography
and autobiography of a leader by each student, their presentation, summary,
and analysis provided students with an opportunity to develop insights into
the problems of business. Projects locally and more so with entrepreneurs,
Brand Scan—market research fair, an annual event and joint research of stu-
dents and faculty, and their publication are other initiatives creating greater
capacity of the institute.
Strengthening the standardized curriculum of a business school, introduc-
tion of measures for enhancing experiential learning, practice of students, and
collaboration of students and faculty made enriched curriculum and its con-
tinued development. There is also certain element of evolution of processes
and methods, as there is continuous search and improvement of curriculum,
of course, with a clear purpose and focus.
The introduction of MIP in 1998 is one such example that emerged out
of concern to raise practice component for students. It became not only a
meaningful learning exercise with good deal of intensity but also highly pro-
ductive contribution by both students and faculty. No surprise, it was highly
commended as an innovation in management teaching and received an award
in 1999. Significantly, about 600 cases authored by TAPMI faculty were reg-
istered with ECCH by 2007, at least 15 percent of them were used by many
B-Schools across and received royalty.
The approach toward effective learning and better methods did not stop
with it. New approaches were sought in making the curriculum differentiated
and highly learning oriented. Almost two years of deliberations among faculty,
director, dean, a thematic curriculum, first of its kind among business schools,
was developed by 2002. The course structure was replaced by well-defined
themes with their rationale, faculty-taking responsibility for specific themes
its components and modules. There are altogether 10 themes divided equally
within the two-year period with a theme coordinator for each of the themes. The
themes included: (a) Personal Competency; (b) Individual and Roles; (c) Firms
and Markets; (d) MIP Phase1 + Out Bound Program; (e) Firm and Functions;

(f) Firm’s Performance; (g) Managerial and Leadership Roles; (h) The Firm’s
Context; (i) Professional competence; and (j) The Complete Manager.
The importance of formal approaches toward curriculum and its devel-
opment in raising qualitative capacity equally matched by and reinforced by
informal means. The importance of deliberations, discussions within the faculty
group, and enabling a process of student evaluation of courses and faculty on
a regular basis enhanced the value of both formal and informal approaches.
Strengthening and evolving structures such as Faculty Council and Academic
Council and the processes involved certainly brought out greater degree of
deliberations and concerns of faculty as much as their openness. It was also
because of developing a concept and practice of working groups within each
specialization and discipline. The idea is borne by the need felt at a time when
research and publications became institutional responsibility as much as individ-
ual and groups. While teaching should not suffer at any rate, the working groups
became useful means of accommodating and working, teaching and research
plans for each faculty. For instance, those actively pursuing PhD. program were
accommodated and supported to have one term free from teaching responsi-
bilities. It became almost the responsibility of each group to help support their
colleagues. In fact, this became a norm for research environment. AACSB
accreditation would have remained a dream if such a norm were not in place.
The process of curriculum development became not only continuous, but also
part of faculty development as much as raising its quality and standards. Possibly,
one could see the effect of such approaches in raising capacity of the institute.
As suggested earlier, curriculum and faculty development are seen as
two sides of the same coin rather than separate entities. It is like an organic
approach drawing upon the strength of curriculum and respective contribu-
tions of faculty in general. However, there are other developments and evolu-
tion of plans and programs for faculty to learn and excel with the basic tenet
of faculty autonomy and freedom. Reinforcements happened rather by the
interest and motivation of faculty centric approaches through many initia-
tives. Some such are worth recalling and mention.
Faculty development
It is the beginning itself, better faculty and their attraction to the institute became
an important consideration. However, given the circumstances, it was not an
easy proposition. Nevertheless, relentless efforts in spite of several constraints
including resources as much as the location of the institute paid off well.
To start with, a few highly qualified and young faculties joined the institute
on their own initiatives. There is certainly the professional network, former
colleagues, friends, and well-wishers in some of the premier institutes brought
about significant relief in getting needed faculty complement in the initial
years. It has led to a word of mouth that the institute is highly faculty driven.
There is greater value placed on faculty in the institute. A number of visit-
ing faculty members from IIMB and few others from IIMA, IMI, and MDI

282 D. Nagabrahmam
readily agreed to teach in the institute. This, a shot in the arm, really made the
task of attracting faculty relatively better.
Incessant efforts are others like contacting potential faculty from those who
are about to complete their doctoral studies in some of better-placed insti-
tutes, inviting them to apply and see that they are adjusted to the place. Asking
friends to encourage potential candidates, using visits outside to go to institutes
and selected university campuses seeking meetings with the candidates and
having a word with them proved to be useful. Besides, former colleagues and
students of the Director joined the institute.
In other words, the strength of the faculty was mustered through rather
informal means in the early years and continued in later years. The difference,
however, is evolution of a system and formalization of faculty recruitment.
The important consideration remained the same that the right kind of faculty
be identified and selected. There was a turnover of faculty initially, by the year
2000 or so there was greater stability. By 2004, there were 25 faculty members
from best of institutes and 80 percent with Doctoral qualifications.
The institute supported faculty who joined the institute without PhD
degree to acquire Doctoral qualifications. The institute initiated a PhD. pro-
gram in collaboration with a University for the formal award of a degree and
the registration of candidates. Design of the program, course work, standards,
examiners, and so forth, became institute’s responsibility. Later, a doctoral
qualification became a prerequisite for selection of faculty.
Faculty Development became the hallmark of the institute that brought
better faculty year after year. Research and publications activity is one high-
light of such development. This has enabled the institute to seek international
accreditation to raise standards of learning and institutionalize research
activity. One may recall that one of the first initiatives in the early 1990s was
to introduce the working paper series, which received further boost in later
years. However, other initiatives like MIP and faculty student collaborative
research through the field-based projects added to overall climate of the insti-
tute. Majority of faculty had doctoral qualifications by then also changed the
quality of research and growth of publications.
Vision 2005
During this time and around 1998, a friend of the director and a management
professional offered his services to draw up a long-term plan and a vision for
the institute. It was a coincidence at a time, the institute was aiming big and
it was in fitness of things to have a long-term view of it. However, it was not
simply a consulting report but a process of intensive efforts by the entire fac-
ulty and director in developing a document called Vision 2005. It took almost
a year. The efforts brought together greater understanding of the institute
across the faculty and most importantly, their ability to view from a perspec-
tive of long-term orientation.

Comprehensive Performance Management System (CPMS)

Coinciding with the process of international accreditation, a thorough and
well-designed performance system was introduced called Comprehensive
Performance Management System (CPMS). The concept and design was
finalized in various meetings of the faculty. There was a trial run before its
formal introduction. The basis of performance is comprehensive enough
covering teaching, training, research, and publications and administrative
responsibilities with due weight and credits besides incentives for outstanding
performance and rewards. There is also clear indication of poor or indiffer-
ence performance and its treatment. By then, faculty annual plans of work
were in place. The accreditation process reinforced performance at all levels
with a clear focus. It facilitated faculty with self-evaluation, along with peer
reviews by two colleagues and student formal feedback. Based on inputs, there
are two levels of assessment by the dean and director separately.
The vital ingredients in building the institute are curriculum and faculty
development simultaneously, building upon each other and together. The syn-
ergy generated several spin offs and as much the influence.
Structures and systems: Formal and informal

Informal structures and systems such as working groups of faculty, annual
faculty workshops, industry workshops, MIP, faculty student collaboration,
field-based NGO stint for students and research, not to speak of the week-
end executive program, first of its kind and successful one in Bengaluru are
important spin-offs. They came more naturally and evolved. The impor-
tance of process approach cannot be overemphasized. Nevertheless, formal
systems and structures were created as the institutes grow such as Academic
Council, Faculty Council, Strengthening of Constitutional Bodies, Research
and Publications Group, Center for Executive Education, Bengaluru, Alumni
Association (Registered), Library Committee besides the existing Chairpersons
and Committees for Academic Administration. The functioning of these
formal groups strengthened and became effective due to the existence of
informal groups and their active involvement and support.
Impacts
The impacts are clearer. These are largely reflected in faculty contributions in
terms of publication of books, research papers, strengthening of academic base
and quality, norms of behavior, and setting examples of teamwork. In addition,
demand for admissions and visit of industry to campus, placement offers, etc.,
are symbolic of the changed brand and growth. In addition, this also contrib-
uted to the enrichment and empowerment of stakeholders of the institute—be
they students, faculty, staff, and management. All these initiatives helped give a
unique identity to TAPMI and get the prestigious international accreditation.

284 D. Nagabrahmam
The first phase of growth of the institute is complete through basic foun-
dations laid and creating “Institutional Capital.” However, the next phase and
its importance are in initiating renewal processes to take TAPMI forward its
sustained growth.
Conclusion
As Ravi Matthai once said: “Institution Building is an act of Faith.” Udai

Pareek suggested nine criteria for Institution Building: attention to process:
significance of goal or uniqueness of the filed-urgent social needs; innovative
nature; autonomy; generating new values; impact; multiplication of know-
how; linkages; and development of people. This experience indicates how all
these aspects were attended to in building TAPMI.
Perhaps, there cannot be a better way of presenting the conclusion of
the story than to cite a reflection of the author along with the students, and
three faculty members, their understanding of the institute, and experience
of going through its pangs of growth, constraints including hardships as much
as their growth.
Reflection: Comments from a faculty member

“We acted more naturally, independently and exhibited relatively greater
degree of autonomy. Every aspect of our institutional life, its culture, and its
ways and means of conduct reflected this behavior. The freedom enjoyed by
the faculty, their participation and involvement in the institutional affairs are
legion. Their support was beyond their call of duty. The staff exhibited quite
a bit of enthusiasm and took active role in the institute’s work and welfare.
Their levels of motivation and morale were high. They felt good working in
the institute and used to think it is different from others in the neighborhood
and in the vicinity.
The students realized the value of their studies in the institute in spite of
lack of proper facilities and constraints of space and other comforts. They
valued more, however, the academic rigor, quality, discipline, and people—
both faculty and staff. They also valued their participation in several co- and
extra-curricular activities as much as curricular. Formal systems of their col-
laboration with faculty, colleagues, and other lesser formal or even informal
ones were some that are not only innovative but also of educative and learning
value. There were several such avenues.”
TAPMI experience—A student’s comment

I can recall three distinct things that set the platform for the transformation.
They are: (a) Discipline with zero tolerance; (b) Boundary-less learning envi-
ronment of a high standard; (c) Diversity and talent of the students.

Comments from faculty members

A faculty member on leadership: Professor Nagabrahmam’s leadership was key to
successful turnaround of the Institute. Professor Nagabrahmam’s greatest
leadership qualities I saw were his hard work, ability to recover from shocks
quickly and bounce back with optimism, positive approach to life in general,
never say die attitude, perseverance, and networking. I know of cases where
some good faculty had left the institute, Professor Nagabrahmam would keep
in touch with them and pursue them to return to the institute for several years.
For recruiting faculty, Professor Nagabrahmam would make visits to IIMs and
other institutions of excellence, he followed up with the leads he got, and per-
suaded graduating young PhDs to join TAPMI.
A faculty member on placement: “I distinctly remember visiting a corporate house
in Mumbai seeking placements for TAPMI students. A meeting was set up with
HR head through some acquaintance (we would not have got an appointment
if we had cold called!). We were grilled for an hour about the institute from
application process, selection, curriculum to placement process. Some of the
questions posed to us were whether we followed case pedagogy, whether a par-
ticular case was discussed in the program, whether institute paid for the cases
used! At the end of it all the HR head said that they will take one student for
summer placement on an experimental basis and we have the freedom to select
the best student for the job! I distinctly remember sharing this experience with
the Director and he used to quote this on several occasions subsequently. What
was more interesting was Director’s own experience which he shared with us.
He was made to wait for several hours by an HR head of one of the leading
FMCG companies and then asked him to come the next day. Director was
promptly at his door next day at the appointed time! When I asked him if he
did not consider this embarrassing to go back the next day, his reply was that
he was doing this for the institute and not for himself or his family. Few years
later this company was part of the list of companies recruiting from TAPMI.
Learning from this incident stays with me even today. If you are doing work for
the institute, there is no scope for words like humiliation and embarrassment.”
A faculty member on camaraderie: “Within a short span of time TAPMI was
able to attract some young, like minded group of faculty—Professors Sivaram
Srikandath, Sathosh Pai, Ravi, Obaidullah. We gelled well as a team and
shared each other’s class experience. The success of team effort was one of
the things that gave me high apart from some good feedback from students on
my classes. I guess this is one of the things that leaders should learn. Create
an environment that attracts talented young people who can form team that
enjoys each other’s success. Even after almost 20 years of leaving TAPMI, I
am still in touch with some of those colleagues, though we all parted ways in
search of greener pastures. TAPMI gave me an opportunity to experiment
and establish my career in teaching. I used to say TAPMI was my first love
as far as teaching career is concerned has remained so after all these years. I
would like to thank Professor Nagabrahmam for giving me this opportunity.”

21 Academic leadership of
universities of tomorrow
Indira J. Parikh
Introduction
All tomorrows begin with a “once upon a time.” Now, India is an ancient
civilization dating back over seven thousand years. Its rich heritage has meant
that many events evolving and revolving around education have emerged over
centuries. There has been a “glorious past” but there has also been a “dec-
adent past.” The glorious past has witnessed the flourishing of our educa-
tion and educational institutions, which now have the wisdom of centuries.
However, there is also now a downfall and decay being experienced in our
educational industry. It is important to note here that now what educationists
and educational institutions will create will become the universities of the
future. And in order for this to happen India will have to create a system of
Academic Leadership and Academic Leaders who need to be innovative and
creative in the redesigning and recreation of an academic curriculum which
is relevant and meaningful for the generation of today and tomorrow. It is in
this academic creation that new knowledge will emerge and the country will
contribute to the world. It is time that the country stops taking the role of
adapters and adopters, borrowers and followers and instead emerges as con-
tributors of theories and theoretical frameworks relevant for human existence
across the world.
Before I begin my chapter, I would like to share an experience and exam-
ple of Academic Leadership. About 12 years ago, an academic associate of
mine was nearing completion of her PhD degree. All work, formalities, pro-
tocols, etc., had been completed with only the viva examination remaining.
However, two years passed and no examination had taken place. On her
behalf I intervened and spoke to her guide requesting him to share with me
the reason for the delay. He explained that there was a difficulty in finding
examiners and if I could help him out by speaking with Dr Udai Pareek.
I immediately called Udai and he instantly agreed, provided the student
would travel to Udaipur as he had fractured his leg and was on complete bed
rest. The student went to his residence at Udaipur and resting on the bed

Academic leadership of universities of tomorrow 287
Dr Udai Pareek completed the viva and the student was able to complete
her PhD. degree. Such is the commitment and dedication of an academi-
cian who would go out of his way to accommodate a student in order for
her to be able to complete her requirements. However, this is not a unique
example or experience involving just one student. Over the years there have
been many, many such stories involving many students at all of the academic
institutions where Dr Udai Pareek taught. He added immense value to both
the institution and its student body through his level of commitment and
involvement.
Therefore, the role of Academic Leadership centers around creating an
environment for learners to engage with the learning process. The role also
involves being able to navigate any “road blocks” that may come on in the way
for whatever reason that may prevent/hinder institutes from achieving this
objective. A parallel objective of Academic Leadership is also to help students
to grow and emerge as good citizens of the country. For instance, Dr Udai
Pareek was at all times an academician first, but he was also a stalwart in sup-
porting individuals, institutions, educators, education, and students.
Both these roles are vital because today the industrialized and IT worlds
are emerging in diverse and multiple forms, shapes, structures, textures, hues,
and colors at a rate never witnessed before in human history. For instance,
one innovation in technology today catapults the world and its people into
a spiraling effect as there is almost always an immediate avalanche of subse-
quent accompanying and complimenting applications. The people of today
respond and catch onto these innovations and the world is then abuzz with
these new innovations. The young of today (who get younger by the day) are
almost instinctively familiar with these innovations that the older generations
read about in the media and wonder if they are actually fact or fiction. Today,
India is known for the technological skills of its people and the contributions
made by them in the development of technology. However, it is in the devel-
opment of new knowledge and the documentation of that research which
needs to be strengthened.
The same phenomenon repeats itself in schools and colleges as well as
in universities. This makes everyone wonder as to what will be the next big
change, how fast it will occur, and what will its intended and unintended con-
sequences be—not only in the specific field or institution, but also on the cul-
ture, society, families, the life space, roles of individuals, communities, as well
as institutions of learning. Now with all of the transformations occurring in
academia, the role of leadership becomes very significant and critical as to the
choice of direction institutions can make by providing direction of movement
and growth.
Today, educational institutions at one level are seeped in tradition and at
another level are making movements in directions that never existed before.
Universities have been grounded and rooted in the tradition of teaching and
preparing the next and subsequent generations with an academic curriculum

288 Indira J. Parikh
and pedagogy time tested and proven for decades, if not centuries. However,
in the recent past, a silent revolution has been simmering in the country. This
simmering is reaching a critical point where, if appropriate, pressure releases
are not created, then there is every possibility of this revolution erupting into a
volcano. This, in turn will create chaos which will then be difficult to manage
and contain. Simmering has a way of gathering the energy and momentum
to a critical juncture where at a point either it can be disruptive or the energy
can be channelized into a meaningful direction. If the energy intensified with
the simmering is not channelized, then the intensity has a way of flowing like
lava and becoming destructive and unruly. But if the energy is channelized
and provided a direction, the chances are that innovative forms and shapes
will emerge which will propel the growth and movement forward. It is the
role of academic leadership in educational institutions and universities of the
country to provide a direction in which this new knowledge and wisdom can
be translated into creating a learning environment for the generation of today.
Academic leadership
Leadership in today’s organizations is markedly different from the leadership

in yesterday’s organizations. Similarly, the leadership of the universities and
colleges or for that matter any academic institutions requires role models,
leadership styles, and approaches unlike those employed in earlier times.
Leadership literature is full of descriptions of earlier models of leadership of
universities. However what I am asking is: what will be the requirements for
future academic leaders in these most turbulent, ambiguous, and uncertain
times? Similarly, regulatory bodies, faculty, and students search for direction
and guidance to manage the most complex and global environment of our
times. Education at the present time is perceived to be the most critical and
significant process, whereby an individual and/or a group can rise beyond the
location of the past and create a new location for the self.
An academic leader of a university requires:
1. “An ability to visualize” the nonexistent or un-entered landscape of education: To

visualize what this landscape of education ought to be and should be for
the coming times and the present. For this landscape will have a differ-
ent and difficult terrain. However, this terrain has existing people who
have experienced discomfort with the earlier spaces of education. These
people consist of demanding faculty, unsatisfied faculty, overworked fac-
ulty, and inadequately paid faculty. In this terrain are also a few individu-
als who against all odds continue to bring dedication and commitment to
their roles and to their institutions. Faculty today are also grappling with
uninterested students, unprepared class students, disrespectful students,
belligerent students, anxious parents, and controlling regulatory bodies.

Current academic leadership is grappling with obsolete knowledge, out-

dated practices, poor infrastructures, and scarcity of resources. In this
context, leaders of tomorrow’s universities will have to have a vision to
transcend all these barriers, as well as to inspire people to join him/her
to make new choices and departures. Such departures can be made if
the academic leadership defines a target destination where education
will be challenging and will create new opportunities as well as an excite-
ment of creating, building, and shaping.
2. Sensitivity: That is to say to be sensitive to the new generation of students
who are Google addicts, tech-savvy, have the world and the information at
their finger tips, but paradoxically are also confused as they have, maybe,
too many choices. Parents are confused as they mainly know of traditional
streams such as medicine, engineering, IT, and computer courses and the
even more traditional choices of arts, science, or commerce. But the world
has moved on and there are now hundreds of new career options many of
which are also available on the net, which adds to the confusion of both
students and parents. Academic leadership must help them to navigate
and ensure that meaningful learning is available and that the process of
learning continues to challenge and inspire the generation of today.
3. Pragmatism: Courses and curriculums will need to be relevant and mean-
ingful for both students and teachers so that they can create a value-add-
ing learning environment. Similarly, the pedagogy and methodology of
creating a learning environment will have to be interactive and partic-
ipative for both to engage with the learning process. In this day and
age, learning needs to be centered partly around the students and partly
around the faculty, but most importantly it must be relevant to the times.
An optimum balance will need to be maintained between the signifi-
cance of the students’ needs, the faculty requirements, and the actual
learning process.
4. Administrative diligence: Academic leadership today mandates the ability to
manage the regulatory bodies of both the government and the accredi-
tation agencies. Today’s world is a world of ratings. These ratings influ-
ence the quantity and quality of entrants into an institute that in turn
influences the level and quality of placements. Each of these can have
a potential domino effect wherein one element influences all the other
parameters which in turn influences the overall standing of the aca-
demic institution. However, academic leaders must decide whether they
would run their institutions by the dictates of ratings or whether they
would set their own standards of learning and knowledge.
5. A global perspective: Universities of today need to be multirace, multicolor,
multireligion, and equally importantly to have gender diversity. It is only
then that a university will truly be able to impart an education that is
anchored in human civilization. The diversity of race, religion, color,
and gender will create a unique juxtaposition of rich heritage of various

civilizations and help students to learn from each other as well as to

be better positioned to deal with the shattering of myths, beliefs, and
stereotypes about each other. It is in this meandering and experiencing
that academic leadership will create a body of dynamic and vibrant
students engaged in learning about the universe and the rich complex
heritage of human civilization, and its history of evolution. This will
add to the richness of learning, as well as the growth of students and
human perspectives.
6. Universality: Today is the time for any individual in a leadership role
to respond to the universe. The universe is at the fingertips of all con-
stituencies and as such an academic leader needs to ensure that first
himself, then the faculty and the students have an exposure and an
experience of the diversity of the universe in regards to language, coun-
tries, culture, society, and the life space of people. The transformations
across the world are phenomenal and leaders need to ensure that the
students and faculty are grounded and rooted in their own culture and
then open to exploring and experiencing other cultures, societies, and
people. Academic leadership needs to be aware of where the universe
is moving and the importance of the collaborative effort without com-
promising on the unique qualities of their own institutions. Many uni-
versities of other countries are already grounding their education in the
exposure and experience of other cultures and societies. Traveling and
experiencing other countries is a must if real experience and under-
standing is to emerge.
7. “A holistic approach” to values-based learning: Leadership needs to be holis-
tic in its approach to learning and life. It is vital that students are pre-
pared for life and its complexities of both knowledge and the multiple
diverse institutions of belonging. Just as preparing for future life and
the world of work is very important, so too is knowing how to experi-
ence life. Today’s education is focused on preparing students for occu-
pation through knowledge and skills. However, it is equally important
to provide perspectives on life and the continuities and discontinuities
of societies and human existence. Human history has a rich tapestry of
heritage and this needs to be part of the approach to education. For this
to occur, academic leadership needs to have a perspective on the times
of today and the times to come. Education needs to be shaped in such
a way that students have a perspective and a spirit of inquiry to explore
and discover newer dimensions of content in the context of learning.
8. Meandering and exploring knowledge: For centuries, education across the
world has frozen itself into narrow streams of knowledge. In India this
is much more prevalent. A young student has to make a choice very
early on even when the student is not ready or aware of what choices
and/or directions are important and/or where his/her true calling lies.
Educational institutions do not provide time, space, and freedom to

meander and explore the multiple choices available through experience

and or dialogue. Meandering is an important element of learning and
the ability to make choices, to enable students to discover, and/or to get
in touch with their callings. Academic leadership of tomorrow’s univer-
sities will need to provide the time, space, and people so that students
can take their time to move around in the multitudes of subjects and
choices and then discover their calling. This means that the universities
will need to introduce the newer fields and the newer occupations just as
they are emerging in this ever transforming world.
9. The ability for experiential learning: For centuries, education has been predomi-
nantly through books, rote, or teacher centric. As a result, the inputs are well
defined and it is all about existing knowledge and/or “theorized” knowledge
by people who have built knowledge from other sources. Experiential learn-
ing is frowned upon in the name of lack of rigor and or being too subjec-
tive. This has created students, individuals, and adults who can easily recite
already existing knowledge. However, their education has not prepared
them to evolve their own perspective, be able to take a stand/position, and/
or have a viewpoint of their own. This makes students lose interest in the
process of learning. The generation of today has no understanding of how
to be reflective, explore their own roles and identities, and have a spirit of
self-reflectivity. Objective learning is important but without the subjectivity
and/or including themselves, the learning does not generate thinkers or
reflectors of the phenomenon of life and living. All education becomes
occupation centric with a focus on knowledge and skill sets. Tomorrow’s
academic leadership will need to create spaces where the generation can
grapple with concerns of life and living and the transformations occurring
across the world where uncertainty and ambiguity are so much a part of
life. These need to be reflected and experienced by the students.
Universities of today
Universities of today stand at both a threshold and a crossroad, which is a

paradox that never existed in India before. Beyond this threshold where uni-
versities are frozen today, lies a landscape ready to be entered and built as well
as shaped and defined. The shaping and defining of this space is very import-
ant for the nation as without academia and universities taking this onus, we as
a nation would continue to be beggars and borrowers, adapters and adopters
and not take charge of generating new knowledge, have an underlying phi-
losophy of education, create a learning and research environment, and finally
take leadership roles in the midst of nations. In order to acquire and play a
significant contributory role in the global scenario of education, the first step
the universities of India need to take is to cross the threshold wherein they are
frozen and have remained frozen for centuries.

Let us take a look at the frozenness of the threshold where the universities
are caught and explore the reasons why they are so trapped. For this, we need
to glimpse into the history of human civilization and the education in India.
Universities of tomorrow
Universities of tomorrow will have to cross the threshold they stand at today.
They have been frozen at this threshold for a long time. Beyond this threshold
lies a landscape ready to be shaped, designed, and defined. The universities that
will take up this challenge and space will be the ones who are going to shape the
world and the generation of tomorrow. The shaping, designing, and defining of
this world are very important for the nation as without academia and universities
taking this responsibility, the nation and its next generation will not grow into
thinkers and philosophers. They would continue to depend upon other nations for
their academic inputs and in the long run feel insignificant and inadequate. The
generation of tomorrow needs to develop prose in the academic contributions
by the country. The universities of tomorrow need to take charge of the destiny
of education in the country, generate new knowledge, articulate the underlying
philosophy of education, create a healthy research and learning environment, as
well as take leadership roles in education in midst of nations. The universities of
tomorrow need to acquire and play a significant role in the global scenario. This
can happen only when the universities of today take a step into the future by
crossing the threshold at which they have been frozen for a very long time.
Indian universities once they cross the threshold will then encounter new
choices and new directions. It is only then that new designs and templates of
education will emerge for generation of new knowledge, research, and theoretical
frameworks that will impact the nation and the globe. The universities of tomor-
row will become alive to the dramatic transformations and then change the basic
structures of education and learning processes. The future of education is very
turbulent and across the globe universities are grappling with the urgent need to
redefine, redesign, and recreate an education that makes sense to individuals, the
society, and the nation. Universities need to discover a new voice, a new language,
and different ways having students and faculty relate. What and how this aca-
demic environment will unfold is unknown, how the generation is going to enter
the world of tomorrow is unknown, but what is certain is that slowly but surely the
universities of tomorrow and the education that they impart will have to be dif-
ferent. They have to grow today for tomorrow, and this growth will need change.
The universities of tomorrow will need to have a bigger canvas for the stu-
dents and many more colors. Their innovations and contributions will need
to be dramatic. Incremental transformations will be inadequate to cope with
the turbulences that are visualized for tomorrow. Besides knowledge, attitudes,
and skills, besides values, specializations, and occupations, what needs to be
the underlying philosophy of education for the universities of tomorrow is to
create a unique and complimentary configuration of all these components.

Therefore, universities of tomorrow need to:
1. Differentiate truth from untruth and pursue truth.

2. Create a space for dreams, differentiate fantasy from dreams, and
translate dreams into reality.
3. Create spaces where learning is experienced as learning for life, living
with values and not just for jobs.
4. Expose to students multiple ideologies and perspectives of human civi-
lization and learn to move away from the compulsiveness of ideologies
and the oppressiveness of one ideology.
5. Help students to discover their passions and true calling.
6. Be anchored in the process of learning and be grounded in the reality
appraisal of their culture, society, and their own educational systems.
7. “Tech” and multimedia savvy.
8. Develop new models and frameworks of teaching and learning.
9. Be complex and competitive so as to foster and inculcate a spirit of
excellence, entrepreneurship, leadership, and innovation.
10. Be focused on imparting an education that will prepare the next gen-
eration to emerge as writers, poets, philosophers, artists, thinkers, sci-
entists, mathematicians, and healers of new world and generate all the
wisdom needed to sustain the environment and human civilization.
11. Have a pioneering spirit. With all this discovery and creation, India
needs to emerge as the pioneering nation that contributes to the
making of choices and directions. For this, departures will need to be
made, paths will have to be created, terrains will have to be shaped into
landmarks, and students and faculty will have to grow into leadership
and entrepreneurial roles.
Future challenges for the universities of tomorrow
1. The doctoral programs for universities will need to strengthen to have a

much greater focus on more original and more rigorous research.
2. Universities will need to have an international panel of advisors who
would reflect on the nature of the academia, where it is going, where it
needs to go, and what is globally required.
3. Create a think tank to reflect on the future scenarios of the world and
where each society is going, as well as how each society should design
itself given its context and history. This will enable their policy makers to
formulate directions and strategies for the interventions that are relevant
for growth. This think tank would facilitate researchers and thinkers to
dialogue and debate so as to understand global trends in education and
multi-societies.
4. There will come a time when students will take courses from different
universities which they will explore and find meaningful. Then they

will choose a university where they will want to integrate their learning
through values and a perspective that they would like to live by. This would
be the true spirit of learning where students can experience the wisdom
of centuries and make meaning of it. They would choose their present
calling and then focus on their specialization. This process then would
reflect the essence of life and living. Each culture, society, and country
would create its own contours of learning. Each educational institution
would then invite students who would join for the accreditation as well
as for its unique configuration of their curriculum as their graduation.
The direction of learning is for growth and to move to a space beyond
the horizons, which would be full of discoveries and surprises.
5. It would be important for each educational institution to create a Navratna
Panel that would ensure the quality, rigor, and excellence of the academic
institution, as well as emphasis on the human spirit of engagement.
6. Create centers of innovative research interconnected with the diversity
of the various streams of knowledge, as well as focused specializations
creating a rich collage of knowledge and wisdom.
7. Create a global research center where researchers across the globe will
reflect on the nature of human evolution and civilization. This would
provide understanding of the society and facilitate coexistence across
diverse cultures.
The main challenge for the universities of tomorrow is to visualize what will
come tomorrow. It is to beckon and prepare the young generation to shape
tomorrow, to respond to technology, and to retain the essence of human exis-
tence; above all, to prepare the world for a harmonious and prosperous life.

22 Values and beliefs s haping
transformation in higher
education
Lalitha Iyer*
Dr Udai Pareek clearly recognized the importance of transforming educa-

tional institutions, particularly colleges and universities. He pioneered in this
area of work in the early 1980s and his contributions have continued since
then. Dr Pareek and Dr Rao published their Handbook for Trainers in Educational
Management—With Special Reference to Countries in Asia and the Pacific in 1981 and
the issues they addressed then have continued to be significant and topical
over the years. More importantly, the values and beliefs embedded in their
work are more relevant today than ever before. I respectfully offer some reflec-
tions on the theme of change facilitation in the higher educational system
applying the basic approaches pioneered by Dr Udai Pareek.
Value and beliefs
The values and beliefs practiced by Dr Udai Pareek have been a source of
inspiration for the field of applied behavioral sciences. A common thread that
runs through it all is the belief in human potential for achievement, learning,
and growth.
I was working in a public sector institution and our organization had
benefited greatly from the organizational development (OD) work of
Professor Ishwar Dayal, Dr Udai Pareek, and Dr T. V. Rao. I therefore
heard of OCTAPACE (Openness, Collaboration, Trust, Authenticity, Pro-
action, Autonomy, Confrontation, and Experimentation) values identified
by Dr Udai Pareek and his associates in the context of effective HRD func-
tion in organizations.
* I would like to thank Dr T. V. Rao and Ms Shanti Yechuri for their comments and suggestions that
helped me in revising the first draft of the chapter.

296 Lalitha Iyer
When I moved into the learning and development function the handy
volume Training for Development (Lynton & Pareek, 1990) became my constant
companion. I became aware of the term andragogy and found the approach
simultaneously challenging and liberating. Simply put, the principles of
andragogy assert that
• Adults are internally motivated and self-directed

• Adults bring life experiences and knowledge to learning experiences
• Adults are goal oriented
• Adults are relevancy oriented
• Adults are practical
• Adult learners like to be respected
Using these ideas in designing training and learning interventions proved

to be an adventure that I enjoyed. From OD practice I learnt about AI and its
principles and the related ideas on the need to focus on strengths and positivity
in education and psychology. It was easy to see that stalwarts such as Dr Udai
Pareek had integrated these positivity principles into their approach to people.
An understanding of the implications of these principles and discovering
effective ways to practice them are particularly relevant for transforming
higher education. In my view, these beliefs offer the key to understanding and
addressing the challenges faced in higher education in India today.
Higher-education–challenges in India
India has an expansive network of colleges and universities, with a well-

defined “brand” hierarchy—central universities and national institutions of
excellence such as the IITs and IIMs, state universities that are accrediting
colleges and directly offering courses, autonomous colleges, deemed univer-
sities, and private universities. There are also polytechnics that offer options
for skill development, and Open universities offering distance learning and
e-learning options.
The system served nearly 26 million students enrolled in various programs
in 2012 and the number is expected to be 35 million in 2017 out of the pop-
ulation of 143 million in the 18–23 age group. The GER in 2012 was around
17 percent. Significant differences are noticed in the gross enrolment ratio
(GER) between men and women in rural areas—13.7 percent of men and
8.3percent of women are enrolled as against 30 percent in urban locations.
GER is merely 7.7 percent for STs and 11.6 percent for SCs (Source: The
Twelfth Five-Year Plan, GOI 2012, p 102 Fig. 21.12). There are significant
shifts in the quantum and nature of demands on the higher education system.
In terms of numbers, a big increase of 10 million students is anticipated in five
years (2020) because of the convergence of several trends. These include the
expected growth in the population in the age group 18–23 (India’s demographic

Values and beliefs shaping transformation in higher education 297
dividend as it is popularly termed), increase in candidates completing higher

secondary education with universal primary school education, and therefore
the increase in enrolment in higher education. The expectations in terms of
what is provided by the higher education system are also undergoing a deep
change. The profile of students is changing with increase in first-generation
formal learners from marginalized sections of the society taking up university
education. These students bring in anticipation that college education will
offer a breakthrough for them and they will gain equal access and opportu-
nity. Their progress is eagerly watched by the families and often the entire
community that they hail from. Simultaneously, there are students from elite
educational backgrounds who expect the human resources (HR) system to
match the best-in-class offerings from across the world. There are also students
from less elite backgrounds looking for technical and professional education as
they settle down in their lives and begin contributing financially and socially to
nation building. Youth displaced from agriculture see higher education as the
path to escape from a life of poverty and deprivation. Industry, especially in
manufacturing and services, is looking for talent and skills, both technical and
managerial and employability has become a buzzword. There is much effort
to nurture innovation and entrepreneurship in premier institutions.
Simultaneously, there are many constraints on the supply side. There is a
shortage of university teachers which coexists with a growing pool of quali-
fied young people anxiously waiting for appointments in teaching positions in
colleges. Facilities need to be upgraded, and funds are very scarce. Entrance
tests for the few islands of excellence are very tough and many talented young
people face much distress because of their sense of failure when they do not
make it into these institutions. This gap between the desired quality and its
availability has given rise to many unorganized and informal coping systems.
Here are some examples.
An entire industry has come up to coach aspirants for various qualifying
examinations. This “coaching industry” is a “cash-cow” beyond the scope of
formal regulations. It can coach aspirants for any aptitude test in fields such
as management or administrative services besides preparing them to face job
interviews, group discussions, and so on. Similarly, private education consul-
tants offer much needed to “help” students to apply for studies abroad which
includes “standardized” statements of purpose (SOPs). These phenomena are
indicators that students are not ready to move on to apply the skills they are
supposed to have gained by successfully completing their academic program.
We may identify three outcomes that are sought after by both the graduates
and the “user systems” such as campus recruiters
• Professionalism,
• Technical and academic competence in area of study, and the
• Capacity for innovation and research
And here are further examples that prompt us to pause and reflect

298 Lalitha Iyer
• Finishing schools are springing up offering the guarantee of “success”

in getting a job by taking you past the first-round interviews and group
discussions.
• Campus recruiters are looking for fresh minds, open to creative chal-
lenges and competing in campuses to “catch them early.” Campus
recruitments from prestigious campuses make headlines and the success
in placements makes a college or school attractive.
• Colleges are busy advertising their success in placements rather than in
academic or research arenas.
• If a family can afford it, children are sent abroad at any cost and reports
of fake admissions rackets are an annual seasonal feature.
So where are we missing the bus? How can we strengthen our grip on the
core principles that will generate the results we seek, instead of being trapped
in a haze of frenetic activity.
Outcomes versus underlying belief systems
There are many debates about the challenge of balancing between the means
and the ends or results. In learning–teaching situations, there is much data
and research to suggest that the process is as important as the content in deter-
mining learning outcomes. It is also acknowledged that the methods used in
education are instrumental in influencing the behavior of learners. When the
focus is on knowledge transfer the methods are usually about gathering and
presenting available knowledge in a manner that is easy to understand and
recall. Invariably, a teaching style attuned to the learner’s preferred learning
style or a plan to balance the different ways that people use to learn helps the
learner. When the focus is on skill building the methods used focus on prac-
tice, applications, and projects. For innovation or creativity, an environment or
ambience for learning is created and the individual learners or innovators are
encouraged to do what they want. Therefore, reflecting on beliefs about the
methods or processes in education will help a great deal in addressing these
core issues. Let us explore them in the light of the values and beliefs embodied
by educators such as Dr Udai Pareek.
Fostering professionalism
The online Merriam-Webster Dictionary defines the word professionalism

as “the skill, good judgment, and polite behavior that is expected from a
person who is trained to do a job well.” (http://www.merriam-webster.com/
dictionary/professionalism accessed on March 31, 2015). The specifics may
vary with the nature of the profession. Professionalism in the medical field
is defined by the Hippocratic Oath and a chartered accountant is trained to

uphold the principle of “true and fair” reporting of financial transactions. A

young person graduating in any field from any school or university and joining
the workforce is expected to live up to the code of ethical conduct prevailing
in the workplace in letter and spirit. Now this is not covered in any syllabus
either in school or in college, neither is it evaluated or assessed in the qualify-
ing examination or assessment.
Yet perceptions prevail in the market place. An Ivy League college or
Ox-Bridge education is taken to indicate professionalism and academic
excellence thought this is not taught as a subject anywhere. So how can we
expect that this esoteric thing will be nurtured in our universities? Is not it
the job of primary or secondary school teachers and the family? Perhaps it
should be achieved by the HR efforts of employers because they are the ones
who benefit by this professionalism! The issue is simple at one level and com-
plex at another. It is simple because it is “taught” by demonstrating rather
than lecturing. The behavior of the college teachers can inspire students
and influence their behavior profoundly. Thus, the teachers must remain
conscious and aware that they are role models. It is also complex because
there is no ready or agreed upon set of “professional” standards covering all
aspects or lines of study.
It is in this context that the OCTAPACE model becomes very significant.
It is a well-researched framework, accepted as a set of behaviors that will
enhance the productivity well-being in work places. It can be taught—or
negated—in colleges, universities in several ways. Here are some examples:
Openness and authenticity: Effective feedback systems can provide good oppor-
tunities to practice these values. In academic settings, assessments and eval-
uation can therefore become an area for practice of openness. For example,
students can be introduced to peer rating, self-rating, and external evalu-
ation as they progress in projects and assignments. Students will learn to
be open to receive feedback and to offer objective feedback to others. The
ability to assess their own work will also improve. These skills go a long way
in the work place.
Collaboration and trust: Opportunities to work in teams on academic or
research projects will orient students to collaborate and trust each other.
The current system is very much oriented to individual performance and a
tacit acceptance of a “winner-takes – all” strategy.
Pro-action and autonomy: Student projects and dissertations are the most read-
ily available opportunities for the practice of these values. Choosing a sub-
ject, defining a method to gather required data for analysis are important
experiences for a student to develop these. A research guide plays a signif-
icant role, balancing between autonomy, free choice, and academic rigor.
Confrontation and experimentation: Blindly conforming to authority or rebel-
ling without a cause are both extremes that teachers notice among their
students. Encouraging class room participation and group discussion go
a long way in dealing with conformity. Reaching out to the rebels and

300 Lalitha Iyer
channelizing their urge to make changes develops their leadership potential

for the workplace. Working on these two values could prove most important
in developing leadership qualities.
Such approaches will go much further in preparing or orienting a stu-

dent toward professionalism required. The “brand” or ranking of a college
will gradually be built on the way the alumni demonstrate these values
wherever they go.
OCTAPACE in education
In the context of a college or university, the focus of leadership is on the

learning processes within the institution which are well aligned to the emerg-
ing needs in the society at large. Learning happens in a web of relationships
and institutional networks. The facilities and infrastructure are often mistaken
for the “real thing”; they are necessary but not sufficient. For each teacher
to emerge as an effective leader of a learning process in the class room, lab-
oratory, or the field of application, the foundation is laid in the quality of
interactions. OCTAPACE offers a ready framework for the administration to
influence and encourage the teacher-leaders in their system.
This is well illustrated by a study on the culture within Birla Institute of
Management Technology (BIMTECH), Greater Noida, which is ranked
well within the top 10 private management Institutes in India and carries the
BITS brand name for excellence. The recent study by J. Mathangi, Kanika
Chauhan, Jaya Gupta, and Ajoy Kumar Dey (2010) offers evidence of the
influence OCTAPACE has on the overall performance of an educational
institution. They report their findings in their paper Organisational Culture:
OCTAPACE Profiling of BIMTECH (February 14, 2010). They administered
Pareek’s OCTAPACE instrument to a sample of 70 teaching and non-teach-
ing staff members and analyzed the responses. BIMTECH scored “very
good” in all eight values as defined by the instrument. The authors concluded
that as per OCTAPACE norms the culture of BIMTECH was “entrepreneur-
ial.” Collaboration and Experimentation were strongly correlated with rest of
the parameters which the authors deem beneficial for an educational institute.
Consistency between individual values and group beliefs was also tested and
found to be very good, except for a significant difference in employee percep-
tion for the value of autonomy and the belief about pro-action.
Another recent study of private technical colleges in Punjab and Haryana
by Dr Deepika Goomer (n.d.) found the situation in the selected private col-
leges quite different.
Only 4.0 percent employees are sure that participation is invited in the
management of organization affairs and 10.3 percent employees are sure
that organization welcomes participation of employees in the crucial activ-
ities of the organization. A few people within the organization are not sure

that constructive ways of doing things are promoted in the organization. The
author concludes that the organization does not believe in their work force
and works on traditional patterns. Though the organization does not encour-
age employees to gain enjoyment from their work itself the employees do not
generally avoid their responsibilities. In total, 44.0percent agree that experts
and creative practitioners are invited to share their ideas, indicating that
institutions work on traditional patterns and avoid initiatives. Only 4 percent
agree that employees are encouraged to attend external programs. Clearly,
the practice of OCTAPACE values differentiates the best in class versus medi-
ocre. Discussing the findings the author emphasizes that an “environment
resembling to OCTAPACE culture reflecting Openness, Collaboration, Trust,
Authenticity, Proactivity, Autonomy, Confrontation, and Experimentation
should be created in the institutions” for improving professionalism among
both staff and students.
These findings are presented here to highlight how the practice of
OCTAPACE within the institution is making a difference.
Developing technical and academic competence
Higher education has to prepare students to continue to upgrade technical

knowledge and skills. There is an information and knowledge overload and
“learning how to learn” or double loop learning becomes the key differ-
entiator between expertise and mediocrity in any knowledge domain. The
principles of andragogy are extremely relevant in this context. They play a
major role in developing the ability among students to take responsibility for
own learning and continue to learn in every situation through feeling, seeing,
thinking, and action.
In respecting students as adults, it becomes important to accept that they
have experience and knowledge and are motivated to learn because they
aspire to achieve their purpose. Systems such as mentoring by seniors and
teachers, and internships and volunteering activities chosen by the students
become highly relevant. These offer opportunities to students to relate what
they are learning to the practice in the field and apply their learning. The shift
to andragogy is gradually taking places in students seems to notice and expe-
rience the difference at every stage in their academic path.
As an example let us take the experience of admission. A college usually
goes by the marks scored in the qualifying or entrance examination and a
“counseling” that indicates what program you can enroll for your given “rank”
in this enrolment process. It is not about the interest or aptitude of an individ-
ual. This approach is changing today.
Rani S., an international student from Nepal, who has registered for a mas-
ter’s program in TERI university shared her experience when I requested
her to tell me how she found her entry into the Indian education system, and
she had a very different story to tell. She was interested in sustainability and

302 Lalitha Iyer
environment, even though her bachelor’s degree was in business administra-

tion from a well-rated college in her country. She was invited for the interview
and group discussion even thought her discipline was different. The interview-
ers respected her choice and found her suitable for the course. She continues
to feel very engaged with her program and appreciates the freedom and space
she enjoys to choose her own learning path (interviewees name changed to
maintain anonymity).
This is much more in line with the process followed in leading global
universities. When students begin the process of applying, the first task is to
submit a statement of purpose or SOP. With this step begins the transfer of
responsibility for learning on to the student. Processes in our universities can
be re-engineered using the ideas of andragogy, to enable students to excel in
the field of their interest. It sets the path for research, creativity, and inno-
vation. The policing approach to testing the store of knowledge has to give
way to a more holistic profiling of the knowledge skills and talent or aptitude
of each student. Opportunities to practice the skills being presented to the
student must become an intrinsic part of the system. For example, students
in fields such as management or social sciences can be gradually inducted to
support administrative tasks in colleges through bodies such as the hostel or
mess management committees, anti-ragging or diversity and inclusion com-
mittees, and so on. These opportunities will enable them to understand the
“other side” and the challenges of managing preferences of diverse groups
with limited resources. Those with academic orientation can be given oppor-
tunities to assist teachers and professors in research grading and similar tasks
to deepen and enlarge their understanding of their subjects of study and the
intricacies of college teaching. Officially and systematically developing such
opportunities will go a long way in helping students grow up! In keeping with
the anticipatory principle used in Appreciative Inquiry, students will begin to
behave like adults when the system treats them as adults.
Promoting innovation and research
Research and innovation in the higher education lays the foundation for the
emergence of a knowledge economy that leverages its creative capacity to get
ahead in the global arena. This has been amply demonstrated in the Indian
economy in the last few years. Our growth in the ITES and related industries
is spearheaded by individuals from our “best in class” institutions such as IITs
and IIMs. One factor that helps IITs and IIMs stand tall is the rigorous and
competitive entrance and selection system. The applicants are highly talented,
motivated, and often coached by experts to “crack” the entrance test. With
such a talent pool the institution is bound to do very well. Building further on
these strengths, these institutors have managed to foster innovation and entre-
preneurial behavior. Some of the factors that have been crucial in this regard
are the quality and credentials of the teachers, research projects, links with

industry and other user systems, and the facilities in terms of laboratories,
libraries, and special funds for incubation of new ideas or technology.
If these factors are replicated in other colleges and universities would this
suffice to nurture creativity in a systematic fashion across the Indian Higher
education system? It is obviously not that simple because these factors are not
so easily replicated. The students enrolling are not in the same league as those
who qualify in the prestigious institutions. Yet surely there is a talent pool that
is deeper and wider than the intake into the premier institutions. Teachers
who adopt an appreciative strengths-based approach have been able to reach
out and unlock the available creative potential.
Conclusion
The critical factor that makes a difference is the philosophy or world view of
the teacher. A teacher who is inclined toward a positive psychology approach
and is willing to focus on the strengths of the students she is working with is
more likely to foster good quality research that leads to innovation. Thus, the
selection and induction of research project leaders and guides becomes an
important route to nurture research and innovation. Universities can support
college teachers to build their skills to foster creativity and innovation.
To sum up, the main argument I wish to make is that the beliefs and values
practiced by the educators in the higher education system strongly determine
the results that are desired but remain elusive. This theme has been discussed
by Dr Udai and his associates over the years. More importantly, many of us
have been witness to the impact that he could create in influencing teaching
and practice over the years. All change begins with changes in beliefs, assump-
tions, or mental models. Perhaps one step we can all take is to review our per-
sonal philosophy about why we engage with learning processes. Attempting
to answer for oneself the big questions about teaching identified by Goodyear
and Allchin (1998) might help make a good start.
• What motivates me to learn about this subject?

• What do I expect to be the outcomes of my teaching?
• How do I know when I have taught successfully?
Bibliography
Goodyear, G. E., & Allchin, D. (1998). Statements of teaching philosophy, DigitalCommons@

University of Nebraska–Lincoln. Retrieved from http://digitalcommons.unl.edu/cgi/
viewcontent.cgi?article=1403&context=podimproveacad (accessed on April 15, 2015)
Goomer, D. (n.d.). Organization learning, culture and quality initiatives in technical edu-
cation institutions: A case study with reference to Punjab & Haryana State. Retrieved
from http://www.niilmuniversity.in/niilmjournal/njmr/research%20paper%20deepi-
kagoomer%20%281%29.doc (accessed on April 15, 2015).

304 Lalitha Iyer
Jayaraman, M., Chauhan, K., Gupta, J., & Dey, A. K. (2010). Organisational culture:
OCTAPACE profiling of BIMTECH (February 14, 2010). Retrieved from http://ssrn.
com/abstract=15 (accessed on April 15, 2015).
Lynton, R. P., & Pareek, U. (1990). Training for development (2nd ed.). New Delhi: SAGE
Publications.
Pareek, U., & Rao, T. V. (1981). Handbook for trainers in educational management—With special
reference to countries in Asia and the Pacific. Paris: UNESCO.
The Planning Commission, Government of India. (2013). The twelfth five year plan, (Vol. 3,
p.102, Fig 21.12). New Delhi: SAGE Publications. Retrieved from http://planning-
commission.gov.in/plans/planrel/12thplan/pdf/12fyp_vol3.pdf (accessed on April 15,
2015)

23 Lending wings: Institution
building for specially abled
K. K. Verma
Dr Udai Pareek was a great human being and an outstanding academician.

He, along with Dr T. V. Rao, founded several institutions such as the Academy
of Human Resource Development and the National HRD Network. He was
the first to introduce human resource development (HRD) programs at Indian
Institute of Management Ahmedabad, various universities, institutes, and
companies. It is in fitness to publish Dr Udai Pareek’s memorial book. This
chapter is my tribute to revered Udai.
This chapter is an adaptation of my book Saga of an Emerging Voluntary
Organization in Gujarat (Verma, 2015). It is a biographic view of the famous six
plus decades of the Blind People’s Association, Ahmedabad. Though an old
association, it is modern, professional, and progressive. Dr Vijay Mahajan, the
founder and chief executive officer (CEO) of BASIX, in the foreword to the
book described the association as “a wonderful institution, established by an
even more remarkable person, Jagdish Patel.” This chapter describes the long
old organization through three eras.
The founder’s era (1950–1974)
Jagdish Patel, a blind person, founded the Blind People’s Association (BPA)
in 1950 with the help of a Tea Club that he had formed for the entertain-
ment of the blind. Though there were blind children’s schools, there were
no blind men’s schools. The members of the club became the first beneficia-
ries by joining courses. Starting with on-the-job training and earning scheme,
Patel added a primary school, secondary and higher secondary school, and
a music school. He went on adding services for the adult blind. He realized
his dream—a holistic service organization for the blind. The dream had four
dimensions:
1 . Enhancing capacity building

2. Improving self-confidence

306 K. K. Verma
3 . Inculcating a sense of independence

4. Creating a strong and committed organization
Enhancing capacity building

Systematic and progressive steps were taken to train the trainers and educate
the blind:
• Patel believed in Garbage-in, Garbage-out (GIGO) axiom in the teach-

er-taught relationship. He believed that a teacher can give what he has.
He invested heavily on teachers’ enhancement of knowledge and skills.
He sent them to the best schools in India and abroad for domain train-
ing and special teaching technology courses for the deprived, particu-
larly the blind. Qualified teachers only were recruited. For special areas
such as community-based rehabilitation, experienced people were
inducted.
• The schools were residential. Hostels were created for 260 students,
including 70 women who were studying in local schools and colleges but
did not have accommodation.
• Three inclusive schools were set up to encourage experiments. Very
intensive and extensive work was done to build the capability of both
the groups.
• Patel wanted to break the myth that blind were capable of only singing
or grinding flour. He believed that they were able to do a variety of
tasks. Skill development was created through vocational training.
• A two-year professional training physiotherapy institute was set up for
the blind.
• Counselling and health awareness programs were initiated.
• Students were taken on field visits for varied exposures.
• Audio library, Braille services, and other equipments were provided free.
Improving self-confidence
Improving attitudes of adults was challenging. Class room encouragement,
counselling, and programs offered at the BPA made a difference to the blind’s
self-esteem and self-dignity:
• Education was not limited to academics. Students were involved in

group discussions in the class and group games in the field. They were
given opportunities to discuss and make presentations.
• Emphasis was placed on morality, values, and good behavior. Stories
of Mahatma Gandhi, Vivekananda, and other leaders were discussed.
Examples of teachings were highlighted in student behavior, like a
student declaring that he did not deserve marks on a question as it was
not his answer.
• Good performance in studies, sports, and ideation was appreciated.

Lending wings 307
• Mistakes were not punished. Confession and promise not to repeat was
emphasized. Counselling was resorted to.
• Mobility training was compulsory because it was closely associated with
confidence building.
• Job-oriented courses, trade-focused skill programs, and a placement and
employment department added confidence.
•
Community and family were influenced through community-based
rehabilitation intervention for better acceptance of the reality vis-à-vis
the disability. They promoted among the people with disabilities rapport
with and confidence in the village environment.
Inculcating a sense of independence

• One requirement for a sense of independence was to maintain health, as
stated in a UNESCO paper. BPA arranged regular eye care, audiomet-
ric checks, hearing aids, eye surgery, ENT consultations, etc. Exercise/
yoga was part of the schedule.
• Schedule was kept tight. Hard work was inculcated so that students
could bear the work demands of the outside world.
• Job fairs were organized. Companies came to select the students.
• Artificial limbs were provided free.
Creating a strong and committed organization

To achieve his objectives, Patel wanted the Dream Organization to have an
appropriate structure, staffing, and systems.
• BPA maintained lean and thin structure throughout to enable faster

delivery of services.
• BPA recruited also people with disability. It was expected that they
would be extra-committed to the cause of the people with disability.
It had 40 such staff at all levels, including the Board and the Executive
Committee.
• People with professional qualifications were recruited. Managers were
given opportunities to participate in training and conferences.
• Patel gave up any work he was busy with if a blind person came to dis-
cuss his/her problem. This attitude trickled down the organization.
These were the four components of Patel’s BPA. Majority of its students
belonged to the low-vision category and about 30 percent to the totally blind.
Because the group came from poor background, all rehabilitation services
were provided free.
Patel entered into the challenging and complicated services to men-
tally sick, mentally handicapped, and emotionally disturbed children. This
endeavor was a big shift from adult to children and from eye treatment to
mental cases. These people needed treatment that was not readily available

308 K. K. Verma
near home or within the district. The poor could not afford visiting a govern-
ment mental hospital at far off places or a psychiatrist. In 1990, Patel set up
a Mental Hygiene Clinic and recruited and trained the staff. The clinic was
open to adults and children. Children with cerebral palsy, retardation, and
learning problems were admitted. He also set up the Center for Children with
Visual Impairment and the Center for Children with Deafblindness.
Another significant area in which Patel involved himself was to seek a
membership of the Lions Club. Joining the Club was natural as Lions Club
also aided the poor and down-trodden. This was another route to serve. He
did hard work at the Club, gained recognition, and won prizes. He was elected
president of the Lions Club of Vastrapur. Later nine of his associates were
also given positions. They held discussions with the governments at the center
and the state and other authorities. Thus the blind men’s movement was acti-
vated. Patel played an active role at the National Association of the Blind.
This was a significant phase of BPA. Patel was not only BPA’s founder but
also its general secretary all the years till he died.
The turnaround era (1974–1999)
The beginning of this era was characterized by tension, conflicts, and bad
name. Environment played its part. In 1974, some states faced agitations.
Student unrest was going on against economic crisis and corruption in Gujarat.
It was led by the social reformer Jayaprakash Narayan under Nav Nirman
Movement. Many schools were closed down. The student movement may have
added fuel to the fire in case of a strike at BPA. Patel, though a capable leader,
could not control the situation and he himself became a part of the problem.
Patel was overall in-charge. He had created BPA and his acceptance as the
chief was total. He was fond of keeping contact with the staff and giving them
decisions on the spot whenever he met them. Such direct contact with the staff
was so important to Patel that he instructed the staff even on minor issues.
Once Punani, the number two of the BPA, suggested to Patel that he could stop
dealing with trivial matters such as earned leave, sick leave, and late coming
to the department heads, and confine to policy matters. A few more sugges-
tions of Punani were sharing of the Braille books with other blind schools, job
rotation, re-structuring of staff, etc. Patel reacted strongly by issuing a circular
that henceforth even casual leave applications, which ordinarily were being
sanctioned by the departmental heads, would be sanctioned by him.
Principles of management suggest that the CEO should take care of the
macro management—forming policies, interaction with the external environ-
ment, and reviewing the strategic progress and performance of the organi-
zation. But micro management of implementation of the policy, plans, and
keeping the morale and motivation is best left to all other managers.
Such a division was never acceptable to Patel. Decision-making was not
separable from him or sharable by him. Mahesh Thakar, ex-principal of the
Technical School, said: “Jagdishbhai told me several times that power must be

Lending wings 309
grabbed, only one should know when and how to grab it. An administrator
cannot be tender hearted” (Punani & Rawal, 1997). Patel’s taking over the
casual leave sanctioning authority from the departmental heads demoralized
the managers. He did not listen; he ignored all suggestions.
More than 20 years after BPA was founded, a stir reflecting dissatisfac-
tion by teachers and the principal of Higher Secondary School started in the
form of a strike and demonstration in April 1974. The agitators involved the
students and some of their parents. The people who went on agitation daily
ranged between 70 and 100, followed by indefinite fast by a few. The agita-
tors criticized the general behavior of Patel, quality of food, and low wages.
The Executive Committee, which included trustees and others, stood firmly
by Patel. But they could not resolve the grievances and declared a lock-out.
Ultimately, the state government took over the administration of BPA. The
3–4-month-long agitation waned when the students got tired and started leav-
ing for their native places. Principal AP Trivedi, the leader of agitation, and
many of his followers ultimately left BPA.
The lock-out and the government take-over dented BPA’s reputation and
image. Normally, the staff of BPA had been under obligation of Patel as he
had recruited them on reference by people known to him. Why were the agita-
tors disgruntled? Why did they agitate? An ex-employee shared in confidence
to me that “both were hot-headed and even an ordinary matter mann-mutave ho
gaya (difference of opinion) led to angers from both sides.” Trivedi demanded
better interpersonal relations, wages, and change in Patel’s behavior. Punani and
Rawal, who did a detailed study in 1997, noted: “The major cause of the agita-
tion was the interpersonal conflict between this group (Trivedi and his followers)
on one side and Jagdishbhai on the other side” (Punani & Rawal, 1997, p. 35).
Patel was always inquisitive about information and his favorites perhaps
gave him exaggerated reports. Subhash Datrange, Executive Director of BPA,
Bombay, observed: “Due to his nature, he has won friends as well as created
enemies who would credit or discredit him with many things” (Punani &
Rawal, 1997, p.233). Datrange’s observation also goes to confirm that Patel
had inter-personal problem with certain people, perhaps those who had inde-
pendent views and held to them. Both such people and Patel were strong
headed and hence a problem to each other.
All at BPA had a sigh of relief when the strikers started leaving for
native places. The Managing Committee, after discussing for days, decided
to appoint some senior-level professional managers and specialists to share
Patel’s load.
It was a blessing in disguise that a management graduate with PGP qualifica-
tion from country’s best business school, the Indian Institute of Management,
Ahmedabad, Bhushan Punani was recruited. Punani shaped well and retired
as an executive director of BPA after 34 years of service. Two more senior pro-
fessionals were recruited, Ms Nandini Rawal, a management graduate from
the B. K. School of Management, and a qualified engineer, Harish Panchal.
These recruitments revealed that Patel had a foresight to judge the potentials
of the candidates. All three fitted well with the culture and rose to the position

310 K. K. Verma
of directors. Punani, after retirement as an executive director, was appointed

as an executive secretary. Rawal later filled the post of executive director.
The young professionals’ team of directors took their jobs very seriously. In a
couple of years, BPA again was back in limelight.
In the 1980s, many specialists joined BPA in areas such as social work,
marketing, finance and fund raising, economics, law, and computerization.
Patel took keen interest and gave them induction and training himself. He was
concerned that the three seniors were not affected by the old guys. He person-
ally inducted them sharing the history and his experience. He helped them to
adjust to the new environment. He often kept them around to give the impres-
sion that they were important. They hardly faced resistance from the old guys.
Patel’s contribution in their long inning with BPA was creditable. Punani was
given many opportunities. Many times, Patel took him abroad with himself to
give him exposure. All the three I talked with were happy with their career in
BPA. Punani did not feel offended that his proposals were rejected as Patel was
a senior and founder. All the three grew with rich knowledge, skills, leadership,
and pro-action. And they smoothly took the BPA to new heights when they
took over after March 1999 when Patel expired.
Professionals era (from 1999 till now)
Patel breathed his last completing five decades of running the BPA his way.
He was a capable leader, most effective, but somewhat overbearing and user
of authority. Perhaps the decades of 1950s to 1970s were a tough period to
raise funds and manage people and Patel filled the slot successfully. With his
absence it looked the sun had set for BPA. However, the moon dawned soon.
From day one thoughts of new management were evident. The profession-
als’ era was different. Punani, executive director, was given the additional role
of CEO. Punani improved his contact with all staff and shared his participa-
tion style. The contact meetings clarified that all had stake in the organiza-
tion and all should be active and responsive. Thus, the command and control
approach began replacement by an participative approach. The flock started
responding to the new style and systems. It was thought that easy substitute
of the general secretary would not be available. Nevertheless, a substitute in
Patel’s wife, Bhadra Patel, was a fit case and was welcomed.
1. Systems change
I. Decentralization
BPA undertook new projects such as a rehabilitation center at semi-urban
Kutch and an eye hospital in rural Bareja. For the first time establishments were
set up outside Ahmedabad. The rehabilitation center was rushed up as a conse-
quence of a severe earthquake in 2001. The eye hospital came up soon in 2003.
The beneficiaries were local poor. But the surrounding areas were resourceful
and they tapped the local contacts. These centers were controlled and directed

Lending wings 311
from the campus at Ahmedabad. Many more similar centers were contem-
plated. Decision-making therefore was wisely delegated to the local heads.
Decentralization was the first time experience. Informal working became
BPA’s management practice. There was no scope for written communications,
rules (except service conditions), and instructions. The concerned managers/
heads were briefed that they could take decisions concerning their respective
centers, except the financial matters and staff recruitment.
I found two instances of management’s commitment to decentralization.
One, whenever sitting with directors, I found that if a manager came with an
issue, he was questioned for his personal views. Then discussion took place for
solving the issue. Further while discussing with directors the past 10-year activ-
ities, I observed that they referred to “we” rather than “I.” This was true of all
the three directors. This participatory way showed respect for the manager’s
thoughts and involvement. Second, in my discussions, senior officers stated
invariably that they enjoyed full freedom to plan and execute their assigned
work. Such incidents confirmed management’s prevailing style of functioning
which was positive for decentralization.
II. Leadership focus

Another change in the system was to focus on developing leaders. Punani said
that for succession planning they were looking at departmental heads to take
up the posts of director. He cited examples of two departmental heads being
considered for senior positions.
I went into the details of available records and made my assessment after
detailed discussions with them and the three directors. Their identification
was no doubt right. Their potentials and performance clearly stood out for
senior management positions. However both had one limitation. They were
in their present position too long and had little other experience. They needed
wider exposure in more critical areas. Management should have provided
them with opportunities to expand their experience base. There was another
limitation. One of them had a short time left to retire. The leadership strategy
was no doubt sound, yet succession remained to be seen.
2. Innovative initiatives
Several innovative initiatives took place. Seven of them are highlighted as follows:
I. Two high growth centers

The Kuchchh Comprehensive Rehabilitation Centre (KCRC) and Navalbhai
Hiraba Eye Hospital (NHEH) were unique. The rehabilitation center, at a far
off corner of Gujarat, was set up on an urgent basis as the earthquake of 2001
had devastated the town, leaving many people crippled. They needed treat-
ment, support services, and appliances. People already disabled had damaged
their appliances and needed replacements. A temporary center was set up at
Bachau, the epicenter of the earthquake, to extend the relief on an urgent basis.

312 K. K. Verma
KCRC tied up with Indian Medical Association, Bhuj, and with Spandan
Medical Relief and Rehabilitation Trust to extend physiotherapy treatment
and establish make-shift general hospital to render medical services. The
Gujarat Government, the financial supporter, suggested the center be made
permanent. The government sanctioned a piece of land of 2,000 sq. yrds. BPA
and its partner Spandan decided to make the center comprehensive, that is,
extend services for employment, farm sector, skill development, etc. Technical
help for assembling of equipments and money were no issues as local corpo-
rate and foreign funding were easily available in moment of crisis. In the farm
sector and skill development, inclusive approach was adopted. People with dis-
ability and others from the main stream were jointly involved. KCRC emerged
as a BPA within BPA; it became a center for all assistance.
Likewise, the Navalbhai and Hiraba Eye Hospital was set up in Bareja, a
rural center, for all eye diseases including retina on donated land by a trust and
financed by donors. It offered medical help for all eye diseases including retina,
physiotherapy, ENT, and women’s diseases. It became a general hospital in less
than a decade and performed over 35,000 surgeries. The hospital also took
up the challenge under the Australian plan for inclusive help to the villagers.
The hospital provided free surgery, medicines, preoperative and postoperative
expenses, food, lodging/boarding, etc. Support from the local community came
for food items, and the staff was trained by CBM, Germany. Corporations,
banks, voluntary organizations from India, US, and UK extended help.
II. Sensory path

People with disability needed help in mobility so that they do not hit against
objects. Therefore, exclusive pathway was built across the walls of the build-
ings in BPA campus for the visionary impaired and the wheel chair drivers to
manoeuvre independently and safely.
III. Dan utsav

Dan Utsav, Festival of Giving, was celebrated every year since 2009. The assump-
tion was that people want to give; they did not feel happy to take; they would
give to the deserving and trusted. The festival brought together people who
want to give money or labor or talent or employment or entertainment, etc.
Fifteen lakhs people participated in 700 plus events.
BPA celebrated the Joy of Sight in 2011. Four hundred eye surgeries were
performed in a week to celebrate the Father of the Nation’s birthday. In 2012
Joy of Employment was celebrated. Thirty-seven companies participated and
selected 170 people with disabilities who came from different sides of Gujarat
and nearby states. The approach was pitched with positive sentiments.
IV. Helping other voluntary organizations

BPA’s leadership assisted smaller and new NGOs even at their own cost. For
example, Stitching Shared Vision of Netherland asked for guidance for not
only setting a unit in Rajasthan but also proposing a director to head it. BPA

Lending wings 313
recommended their one promising project manager annoying a senior man-

agement personnel as BPA itself was short of project managers. BPA has been
helping developing countries such as Mauritius and Bangladesh and many
domestic voluntary organizations for setting up physiotherapy institutes and
other services. BPA was helping not only other institutions but also themselves
by growing their own internal resources.
V. Online fund raising

BPA undertook online fund raising. Both domestic and international platforms
made sure that the applicant enjoyed transparency and reputation. BPA not
only garnered money but also international exposure. Funds raised interna-
tionally were entirely from different donors than from the normal ones.
VI. Cataract-free Ahmedabad

On Louis Braille day, January 4, 2013, BPA took up “Cataract-free
Ahmedabad” project. It was estimated that 20,000 surgeries were needed. The
project started from the slums and then moved to other areas. The patients
were invited to the campus or the eye hospital for surgeries.
VII. Experiment with passion

Punani selected six professionals from within BPA based on two criteria: capa-
bility and willingness to make sacrifices. He invited and encouraged them to
participate in meetings with him and other directors. They were sent for select
seminars and conferences in India and abroad. “We interacted frequently
with them,” stated Punani. The organization provided training and develop-
ment opportunities by enrolling them in prestigious institutes and programs
for domain programs. The directors remained alert to discover new, grow-
ing talents from their past work experiences, learning, successes, and failures.
The directors could sense the candidates’ passion and excitement for work.
Gradually, they were gaining more confidence and their new competencies
like taking lead, listening and doing, increased interest in supervision, technol-
ogy were becoming evident, said Punani. They also learnt from the open and
transparent work environment at BPA. Today, all of them hold independent
leadership positions at BPA. Infusing passion in the organization was a difficult
process. But the change led to higher commitment to work, devotion, involve-
ment, strong desire to work, and friendliness.
4. Sports infrastructure
Realizing that sports infrastructure and activities were more important for
people with disability than other children, Patel emphasized infrastructure for
sports. A sports teacher was appointed by Patel on permanent rolls. A table
tennis coach was appointed. A number of students were sent to London for
TT training. Students also participated in 2010 Olympic Games. They went
to Jordan, Thailand, and Bangkok also. Many of them won medals.

314 K. K. Verma
5. Inclusive schooling
BPA set up three inclusive schools. Children or adults with disability and
other people studied together, played together, danced and sang together, and
worked together in the same school under the guidance of specially trained
teachers and other teachers. The two groups of students and also teacher plu-
rality increased the feeling of togetherness and both sides looked to the other
as normal. Students with disability started believing that others were their
partners and so did the other group.
In these three inclusive schools, 90 special students and 465 other students
studied. The Savinay Sammilit Vidhalya (inclusive school) was experimenting
with groups below poverty line and much above the line students. BPA-MSM
experimented with retired homeless disabled people and other group to work
together and called the experiment Karam-Yog Centre. KCRC successfully
experimented with skills training for self-employment for people with disabil-
ity and other groups in the farm sector.
6. Centers of special needs

BPA raised special needs centers to cater to adults and children with severe
mental and multiple disabilities such as deafdumbness, autism, cerebral
palsy, multi-sensory impairment, and mental retardation. These eight centers
required special skills. BPA created them and inducted new blood into the
organization. Now they offer help available from toddlers to old senior citizens.
7. Financial developments
BPA raised money by selling products that disability trainees produced. During
the seven-years period of assessment, performance improved across most of
the financial parameters. Balance sheet expanded by 86.84 percent, immov-
able property rose by 232.50 percent, income by 133.68 percent, receipts by
58.97 percent, and movable property by 50 percent.
Institution development and HRD
BPA trained its staff adequately in their respective domains, but not in man-
agement. It did well to train and develop the beneficiaries. It had humane
orientation toward staff. All this provided no doubt a healthy background to
HRD, but it was not enough.
BPA was yet to take up HRD system professionally and review it from time
to time. Looked at this way, BPA would not rank high. For example, BPA
needed to develop key behavioral skills such as sensitivity and empathy, service
orientation, collaboration and team-building, improved recruitment, perfor-
mance appraisal, and manpower planning. It retained 60 percent of the retir-
ing employees beyond superannuation. BPA would run into crisis if it has to

Lending wings 315
identify future leaders. It would have to professionalize the staff and manage-
ment. Multitasking could improve effectiveness and coordination.
HRD department was needed with a professionally trained head.
Sponsoring of managers for select management development courses was
needed. In fact, there was need for a National Institute of Institutional and
Management Development and Research in Disability Management for the
voluntary sector. BPA’s reputation and respect being what it was, BPA could ini-
tiate the challenge and mobilize sector’s support and of National Association
of Blind and approach the government. NAB was the most competent to take
forward the initiative once BPA took it.
Information technology
Information Technology initiatives were no doubt taken by BPA. Online
donation option was available and it improved transparency in dealings. The
Technology Center was headed by an able head, though he was not profes-
sionally trained. The center trained only the people with blindness in courses
creating necessary skills for employment in software used by the blind people.
There were 20 window-based computers with standard software such as MS
Office. There was one internet line to 35 people, making the computers slow.
Key people were connected on intranet. Annual accounts and balance sheet
were processed on the computers.
Staff of BPA, however, needed to sharpen their IT skills. There was scope
for improvement in many areas such as training in software, hardware and
networking, human resource system computerization, integrated pay roll,
donation management, and disability management.
Conclusion
Lending Wings relates to enabling the disabled. It provides a sketch of Blind

People’s Association’s biography. BPA is an emerging voluntary organization
of Gujarat. Though a very old organization, it is modern in technology use
and application of concepts such as decentralization and hiring qualified
people. In fact, it is a lesson for similar voluntary organizations that organi-
zational obsolesce is not a factor of ageing. It can always be avoided. Further
BPA founder could see the ignored area of extending help to the mentally
affected in the early 1990s. His successors keep scanning the environment to
identify the different needs and new segments of people with disabilities to
serve. This is another area if not for research but for proactive search of the
needs of the people in respective areas.
Patel was himself passionate to serve the blind and the crippled. Punani
devised a special scheme to create passion in half a dozen officers and all of
them are in leadership positions today. This too needs to be noted by volun-
tary organizations. It is worth experimenting.

316 K. K. Verma
It is often said that tough situations require tough handling. But in other
times, participative approach is the leadership style which produces encour-
aging results. Punani’s effort to orient the people with his participatory style
found quick acceptance. I recommend his style for voluntary organizations.
Patel worked with missionary zeal, and many others, especially the seniors
and Patel’s confidant friends, showed the same zeal. Some of the six passionates
created by Punani have strong missionary zeal. Missionary spirit and attitude
to sacrifice time, labor, and compensation are surely the back-bone of contin-
uous successes in the voluntary organization. Voluntary organizations should
find their own ways to promote missionary spirit. The same would be true of
professionals’ recruitment and developing professionalism in the organization.
KCRC, NHEH, and Special Needs Centers give BPA immense magnitude
and capacity to serve various disabilities, not just blindness alone. BPA can
find pride that it covers all 10 disabilities that exist in India. BPA delivers 49
services and activities.
It is disturbing to use words like “blind,” “handicapped,” or even “dis-
ability.” These words convey a negative message. BPA needs a respectful sub-
stitute. “Under-privileged” is better but yet unpleasant. Probably, BPA may
prefer “especially abled” word as KFC does and may decide and sell the
selected word inside and outside. The entire sector needs to work on the issue.
Last but not the least, technology and HRD users are going to be the win-
ners in the future. BPA and other voluntary organizations need to adopt them.
References
Punani, B., & Rawal, N. (1997). Jagdish Patel: The visionary (p. 248). Ahmedabad: Blind
People’s Association.
Verma, K. K. (2015). Saga of an emerging voluntary organization in Gujarat. Ahmedabad: Blind
People’s Association.

24 Consulting and institution
building as a journey of
self-discovery
Ganesh Chella
Udai personified the true spirit of process consultation, thought leadership, and institution
building. Interacting with him during my Indian Society for Applied Behavioural Sciences
(ISABS) professional development journey had an immense inspirational effect on me. It
is therefore a huge honor and privilege to be able to share my experiences as a consultant,
a coach, and the founder of an institution in the Udai Pareek memorial volume.
Caveat
Before I begin to share my journey, it is important for me to qualify that these are merely
my personal experiences and may or may not be true for others. Also, not all of what I did
can be termed as successful. In fact, I learnt a lot more from my failures.
Having been “on my own” for over 15 years, many of my friends in the pro-
fession who are considering exiting corporate life to become consultants have
been keen to listen to my experiences before taking a decision. Thanks to these
conversations, I have begun to develop in my mind a conceptual framework
of what it takes to establish a consulting practice and build an institution. This
chapter is my first attempt to share this framework with others.
The seeds must be hardy but the sun and the soil do made the difference.
As a young management trainee at Cadburys back in 1984, I had the

opportunity to participate in the monthly meetings of ISABS which took
place at Cadbury House under the leadership of Aroon Joshi, one of the

318 Ganesh Chella
founding members of ISABS and the then Western Regional representa-

tive. Thanks to these meetings, I had the opportunity to meet and interact
with quite a few senior organizational development (OD) practitioners who
were all ISABS professional members. Their knowledge, their reputation,
and the body of work they were doing were truly inspiring. As I attended
these ISABS events and pursued my professional development, not only
was my interest in OD further fueled but also my desire to be like one of
them.
These inspirational interactions coupled with my first few years of pro-
fessional life helped me to recognize that my career anchors of autonomy,
creativity, and professional expertise could be realized only as a consultant.
As I met many of the legendary practitioners in the fields both in execu-
tive roles and as independent consultants, it was clear to me that building my
professional competence was a prerequisite to become an independent prac-
titioner. The first building block of this professional competence was human
process skills and OD competencies that I gained from ISABS.
As I continued in my corporate career I began to see transformational
changes in the world of business. Businesses were struggling and cost pressures
and competitive forces were fierce. Organizations were beginning to embrace
approaches such as total quality management and business process reengi-
neering and were slowly losing faith in classical OD as a means of adding
value to their businesses.
This led me to believe that strong business and leadership capabilities would
need to be my second building block to become an effective consultant and
OD practitioner. Therefore continued corporate experience was important.
What I learnt: My career anchors must be in congruence with the demands
of a consulting career. Also, career anchors need to be nurtured and strength-
ened over a sustained period through developmental investments.
Pull and not push factors
Given my need for autonomy and creativity, there was a strong temptation to
consider becoming an independent consultant whenever I was uncomfortable
in organizational roles. There was a time in my professional career when I was
very unhappy and had significant value conflicts. At that point, I was hugely
tempted to call it a day and start my consulting practice. However, good sense
prevailed and I decided to wait for the right time.
I finally decided to quit my corporate career and go on my own when I was
enjoying my job the most and was bubbling with confidence. This I realized
significantly contributed to the confidence with which I was able to meet cli-
ents and generate business and grow my practice.
What I learnt: It is important to start my entrepreneurial journey when my
self-worth and confidence is high and not when it was bruised. I should not
succumb to push factors but must wait until the pull factors are strong.

Consulting and institution building as a journey of self-discovery 319
Determining my core offering
The concept of the hedgehog (proposed by Jim Collins) appealed to me enor-

mously and helped me in clarifying my own thinking about my core offering
as a consultant. I wanted to do something that I was passionate about, I could
be best in the world at and would made economic sense.
It was very clear to me that I did not want to be in the business of executive
search or other transactional services or anything that would call for mass
production and standardization. I also felt that training alone was not compre-
hensive enough and strategic enough for a sustainable OD consulting practice.
I decided to offer comprehensive HR and OD solutions that would help
client organizations to become effective. This would call for work at the system
and process level. I felt that high growth entrepreneurial businesses would be
most open to accept such an offering to support their growth ambitions. The
tag line “building organizations around great ideas” was born out of this passion.
I was also keen to work with large organizations on more sharply defined
OD engagements.
In terms of my style, my training with ISABS and my exposure to Edgar
H Schein’s work convinced me that a process consultation approach was what
would work best—something I would enjoy.
What I learnt: Being clear about my core offering and how it can solve com-
pelling problems that have not been solved before is very important.
Commitment to thought leadership
My early research indicated that thought leadership was the best investment I
could make to remain relevant and respected. The rigor of conceptualization
and documentation that I learnt during my professional development jour-
ney in ISABS fuelled my interest in research. Also, for six years, I was on the
Board of ISABS as Dean Publications and was responsible for bringing out
Here & Now. All this helped solidify my interest and competence in thought
leadership. I launched Under the Bonnet a quarterly research-based journal and
managed to publish 16 printed editions of it over the years. These were hugely
appreciated by my clients and the larger professional community.
I was also a columnist for The Hindu Business Line and wrote a hundred
articles for them.
Having written a lot I was excited about becoming an author and publish-
ing books. I spent a full year researching about the idea of a helping organiza-
tion. This culminated into the publication of my first book, Creating a Helping
Organisation: 5 Engaging Ways to Promote Employee Performance, Growth & Well-Being.
More recently, I co-authored my second book titled, Are You Ready for the Corner
Office: Insights from 25 Executive Coaching Experiences.
What I learnt: Leading thought through research and publication are invalu-
able investments to stay relevant, have one’s voice heard and be respected.

320 Ganesh Chella
Consultant as an entrepreneur—My blind spot
As I began to grow my consulting practice I realized that I had to hire more

people and as I hired more people, I realized that my cost base was going up
and I needed to acquire more business. I was beginning to fear that the auton-
omy I was enjoying in terms of the kind of work I chose to do and the kind of
work I declined would be under threat given revenue pressures.
I reached a point where I was running faster to stay in the same place. The
one big reason for wanting to start my own consulting practice was autonomy
and I did not want to give that away.
Around this time, I was beginning to get offers from a few other consulting
firms to consider a merger or acquisition. For a moment, the financial possi-
bilities were enticing and the fact that someone considered my firm valuable
made me feel good.
I soon realized that I had to take some big decisions. I realized that I was
going through what Noam Wasserman calls the Founder’s dilemma in his brilliant
Harvard Business Review article.
According to Noam Wasserman every founder goes through the dilemma
of whether he wants to be rich or be king. Rich would mean give away equity
and autonomy in return for financial gain and king would mean staying small
but staying in control. My mind was very clear—I wanted to be king. However,
I still needed to think like a businessman and not just as an OD practitioner.
What I learnt: Professional competence and functional expertise are not
enough. The ability to be entrepreneurial and spot challenges, take risks, and
think beyond my competence are equally important and the good news is that
this could be learnt.
Adapting to change
A big part of our work as OD consultants is around helping clients manage

change. I soon realized that I needed to manage change too. The environment
around me was changing and I had to quickly accept this reality and adapt
myself and my consulting practice.
For one, the HR functions in organizations were changing rapidly. With
scale and size, HR functions in organizations were looking for specialist ser-
vice providers—specialists in employee engagement, specialists in job evalua-
tion, specialists in compensation and benefits, specialists in assessments, and so
on. At least for medium and large organizations, their preference was to work
with a range of specialist service providers rather than with deep generalists
or trusted advisors.
The entrepreneurial landscape was also changing. With venture/private
equity funding, many entrepreneurs were becoming a lot more short-term in
their orientation and wanted quick solutions. I saw the need to redefine my
consulting offerings and also look at new opportunities for specialist services.

I quickly redefined my consulting model keeping in mind these emerging

realities.
What I learnt: As an OD consultant, I need a taste of my own medicines
quite often. Being adaptive, giving up my pet ideas, and embracing change is
painful but essential. Otherwise, the winds of change might wipe out what I
have so painstakingly created.
Learning to build an institution

Even as I reinvented my consulting model, I was keen to start a new venture
by taking advantage of emerging opportunities, of course keeping in mind my
hedgehog.
In the course of my consulting work with many entrepreneurs and high-
growth startups, I began to notice a pattern. Many of them would approach
me with the plea that they had human resources (HR) problems. After some
discussions, it would become evident that their problem was not HR but lead-
ership. Their inability to adapt their leadership style to the changing situation
was often the real problem. I was convinced that there was a huge need and
opportunity for Executive Coaching.
As a first step I worked with Dr Skiffington in Australia to get certified as
an Executive Coach back in 2001. A few years into my journey as an execu-
tive coach, I realized that there was a huge need and opportunity to create an
India-centric coaching institution, an institution that is sensitive to the helping
needs and help-seeking behaviors of Indian executives. I socialized the idea
with some of my professional colleagues and they responded positively. This
time around I was keen to do it differently. I wanted to build an institution
that could grow in scale and stature, unlike the boutique consulting firm I had
created. With three other cofounders, we created what is now called Coaching
Foundation India Limited.
In cocreating this institution, I was confronted with several challenges.
First, we faced a lot of resistance in promoting coaching as a helping
relationship in a country where a stigma was attached to seeking help from
formal sources.
Second, it took a lot of effort to create an Indian institution to offer such a
service in an environment where everyone believed that all good things were
born only in the United States.
Third, it took a lot of commitment to stay our course with a venture that
was born more out of passion and less out of commercial considerations.
Finally, at a personal level, my struggle was to learn to respect and value dif-
ferences in styles and approaches among the founding team. Having worked
solo as a consultant, it was a new and different experience working with peers,
cofounders, and other members on the Board.
I learnt to play to my strengths and also leverage the strengths of others. I
learnt to build and leverage networks. I learnt to sell our services. Of course, I
learnt a lot about helping relationships. As I look back, I realize that this phase

322 Ganesh Chella
of my professional life contributed very richly to my growth as a person and

professional. After nearly 10 years of effort in building CFI, I can also say that
I am a far better entrepreneur today than I was 10 years ago.
What I learnt: The key to building an institution is surrounding myself with
people who share my vision and values, whose goals are aligned with mine but
are superior to me in many areas and different from me in their preferences
and learning to respect and value all this.
Entrepreneurship is infectious
Having created a boutique consulting firm and a national coaching institu-
tion, I should have taken a pause. But that was not to be. The experience of
creating something was too addictive.
One of the areas where I had done a fair amount of work was around HR
capability building. A lot of my consulting work required me to mentor and
train HR teams. I was also witness to a lot of ‘‘HR bashing” in the print media
and public debates, which hurt me a lot as an HR professional. I was moved
to do something about it.
I spoke to some of my other professional colleagues in HR and mooted
the idea of creating an institution that would focus on HR capability building.
The idea excited them. Very soon, we had a network of six very senior HR
professionals each one of them doing their own things but coming together for
the common cause of HR capability building. This is how totus HR School
was born. In the last three years totus HR School has been able to work with
over 300 HR professionals, supporting them to enhance their capabilities.
With a sharp focus of only doing in-company programs, we have been
able to make a good beginning in creating new knowledge and enhancing HR
capabilities on the ground. These are still early days, but I think we are on to
something truly exciting.
What I learnt: Some ideas are so compelling that it draws the right people
together and I end up becoming a mere instrument in the hands of a larger
power that is leading me to act on them.
Some closing thoughts
As I look back over the last 16 years of consulting and institution building, I
am able to distil certain lessons in terms of what helped me in this journey.
a. A deep sense of passion and conviction and belief in what I was doing
was important to stay the course.
b. The ability to spot a burning need and convert it into a tangible offering
was certainly very important and has helped me in whatever success I
have achieved.

c. Constantly investing in my own personal and professional development

has been so important to stay current and innovative. Starting with my
professional development journey with ISABS, constantly investing in
acquiring new capabilities has been extremely valuable.
d. It is so important to stay actively connected and engaged with a wide net-
work of like-minded people. There is so much joy in working with others.
e. Given all the ups and downs I have gone through, the greatest gift that
has helped me to bounce back is the gift of knowing how to manage
myself—the gift I received from ISABS.
f. In the field of compensation and benefits, the term total rewards is often
used to emphasize the fact that the rewards that a person gets include
not just money but a whole host of other factors including the pride, the
affiliation, the autonomy and control, and the job itself. The concept of
total reward has huge meaning for me. The ability to live a congruent
life, the ability to do what I like, most of the time, the ability to feel
choiceful, the ability to do work which puts me in flow-state have all
been more important than the money I have earned.
g. Luck and timing are also critical. As I look back I believe I have been
very lucky to have come in contact with doyens and visionaries in the
field of organization development very early in life. People like Udai
Pareek, Rolf Linton, T. V. Rao, and many others have been a great
source of inspiration and help in shaping my formative thoughts and
ideas about what kind of a consultant I really want to be. For this I will
remain ever thankful and grateful!

PART III
Social Development and Nation
Building

25 A ninth metaphor:
Social catalysis
Tejinder Singh Bhogal and

Rosemary Viswanath
Introduction
Gareth Morgan in his bestseller, Images of Organization (1998), uses multiple

metaphors to understand organizations and management. He uses metaphors
because, as he tells us, “Metaphors give us the opportunity to stretch our
thinking and deepen our understanding, thereby allowing us to see things in
new ways and acts in new ways.” In this way, as Morgan would say, metaphors
become a powerful tool for creating an understanding about (what we now
recognize as) organization and management.
Morgan points out at least three advantages of using metaphors to see and
shape organizational life:
• In approaching the same situation in different ways, metaphors extend

insight and suggest actions that may not have been possible before.
• The insights generated by different metaphors are not just theoretical.
They are incredibly practical.
• Metaphors lead to new metaphors, creating a mosaic of competing and
complementary insights.
In his book, Morgan offers eight distinct metaphors to understand organiza-

tions. These eight metaphors compare organizations to machines, organisms,
brains, cultures, political systems, psychic prisons, flux and transformation,
instruments of domination.
We suggest that each of these metaphors is powerful in its own way, and
can be used to understand and design action in organizations. Given that both
authors work extensively in the social development and social change sectors,
we also considered what other metaphors could be introduced that would cap-
ture some aspects of the realities of this sector that the given metaphors do not
capture as well. Therefore, we suggest the additional metaphor of a social cat-
alyst to help understand and shape some of the challenges and realities facing
social change organizations in India today.

328 Tejinder Singh Bhogal and Rosemary Viswanath
Defining social change
Social change is a process through which a community is significantly better

off than before. There are two broad aspects of being better off:
• Provision of fundamental needs: This includes the provision of ade-

quate drinking water, food security, education for children, health care,
shelter, and clothing
•
Provision of fundamental conditions for wholesome existence: This
includes the availability of adequate and timely credit, adequate and
appropriate livelihood, a protected physical and biological environment,
provision of adequate and timely justice, absence of discrimination and
conflict, violence and exploitation on the basis of caste, class, religion,
gender, etc.
While all of the above are directly or indirectly enshrined in our constitu-
tion, and the government is expected to ensure them, the fact of the matter
is that our society falls short on both the counts. The government is supposed
to provide appropriate education, but teachers do not reach schools, or they
behave with students from marginalized communities in a way that puts them
off education. The government is supposed to ensure that no discriminatory
behavior or oppression occurs with the marginalized, but the police looks the
other way when oppression actually happens; and does not take to task the
oppressors or violators of law.
This is where the social change organizations come in with their attempts
to change either the affected community or the government system or society
at large. As they are usually neither the affected community, nor a part of the
government, their role is mostly that of a catalyst.
Understanding catalysis
Defining catalysis
As per Wikipedia, catalysis is the increase in the rate of a chemical reaction
due to the participation of an additional substance called a catalyst. With a
catalyst, reactions are faster and require less energy. Because catalysts are not
consumed, they are recycled. Often only tiny amounts are required.
Catalysts work by providing an (alternative) mechanism involving differ-
ent transition states and lower activation energy. One of the characteristics
of chemical catalysts is that the catalyst remains unchanged. However, in a
social change catalysis process, the catalyst does not remain unaffected. While
the role of being the catalyst remains unchanged, most change catalysts are
also informed and changed by the process of being a catalyst. They receive
insights and learning in the process that help them to sharpen their own skills.

A ninth metaphor 329
In some cases, catalysts may be affected in ways that are not functional to the
catalysis process, particularly if they introject1 some of the stressful emotions
that are created in the change process due to different forces and resistances
in the system. An example of this is a feminist organization working with
women. Staff often had to counsel and support women who are the victims
of violence and those in distress. Repeated such efforts left the staff emotion-
ally depleted and burnt out as there was no institutional system to replen-
ish their own selves. This led to cynicism and a sense of the world outside
being bad and not willing to change. This in turn affected more creative
approaches to catalyzing change and their world got divided between victims
and oppressors.
Inhibitors, poisons, and promoters

Substances that reduce the action of chemical catalysts are called catalyst
inhibitors if reversible, and catalyst poisons, if irreversible. Promoters are sub-
stances that increase the catalytic activity, even though they are not catalysts
by themselves.
Inhibitors are sometimes referred to as “negative catalysts” since they
decrease the reaction rate by deactivating catalysts.
The example given earlier of the feminist organization shows that a
similar process exists for social change catalysts. This is often seen in many
international aid organizations—when the inhibitors in their role of social
catalysis are too many they suffer from what is termed compassion fatigue!
When the organization recognizes the usefulness of the social catalyst as
a metaphor to understand itself, it pays attention to systemic inhibitors
and poisons and devises institutional processes and systems to recognize
them and counter them! Inhibitors of the social catalysis process include
an unwarranted focus on projects, and mismatch between stated and prac-
ticed values.
Theories and forms of social catalysis
Theories of social catalysis

Social catalysis can take both violent and nonviolent forms. The violent French
Revolution fundamentally changed French and European society,2 but for the
1
Introjection is a psychoanalytical term usually indicating a process wherein the subject replicates in
himself or herself behaviors, attributes, or other fragments of the surrounding world, especially of
other subjects. It is usually a form of unconscious defense mechanisms.
2
See, for instance, Eric Hobsbawm’s The Age of Revolution.

purpose of this chapter, we are not concerned with this form. Among the non-
violent forms, we can broadly talk about the following methods3:
• Expert or technology led (the modernist approach): In this approach, external

experts tell the people what is missing, and set up systems that will ben-
efit them. It is assumed that when the outside expert provides informa-
tion, and provides a system, the poor and marginalized will understand
the information, and use the system to improve their condition. Most of
efforts in India, through the government, fall into this category. The lim-
itation of this approach is that it does not make the process of personal
transformation clear, nor is it a process of cocreation, which takes the
capacities, and potential of the “users” of the system into account.
• Gandhian: The Gandhian approach relates external freedom to internal
freedom, social and political revolution to the inner revolution where
man conquers himself. The focus of the change is on the poor—to
help the individual build up self-respect and self-confidence, and to
strengthen their unity. However, Gandhian thinking also envisages a
willingness among the rich to change;4 it also exhibits an inadequate
appreciation of societal structures.5
• Frierian: This approach is inspired by Brazilian educator Paulo Friere’s
“Pedagogy of the Oppressed,” which was influenced in turn by Marx
and Fanon. This is similar to the Gandhian approach in that it considers
that the key task of the individual is to change from within, but envisages
this through process of conscientization and critical thinking. Given the
status-quoist interest in maintaining power imbalances, this was necessary
as oppressors were unlikely to take the lead in bringing about fundamental
social change. It is important to recognize that in situations of oppression
both parties lose humanity and dignity. The process of social catalysis can,
therefore, also be seen as one of the humanization processes, in which the
humanity and dignity of both the exploited and exploiter are enhanced.
Most organizations with which this organizational development (OD) chap-

ter is concerned adopt either the expert/technology, Gandhian or Frierian
approaches.
3
Two more methods could be added: political and Mindellian. We have not covered the political
approach as it is mainly followed by political parties—most of them seem to be aiming for political
power, rather than fundamental societal change. The Mindellian approach to resolving conflict between
the discriminator and discriminator seems very interesting as it posits a fundamental internal change in
both. Unlike, Friere, this approach does not center around the exploited taking the lead. However, we
exclude it here as there is little evidence of this approach having been used by social change organizations.
4
An example of Gandhian thought in action was the celebrated Bhoodan Movement by Vinoba Bhave,
in which he marched around the country to get rich landlords to donate excess land to the landless.
Although over 1 million acres was donated, most of the land turned out to be well-nigh uncultivable!
5
See, for instance, the debate between Gandhiji and Ambedkar, in which Gandhi downplayed the
need for changing the caste system, a major oppressive societal structure, of our country.

Forms of social catalysis

It is important to repeat the point that social change organizations are those
that are involved in changing the conditions not through providing services
by themselves, but by changing the community or the government or wider
society or both.6
There are four possible forms of catalysis that social change organizations
can engage in:
• In building the technical capabilities of community members: This tech-

nical capability can be in the area of devising, designing, and appropri-
ately using technology, including information—e.g., capability building
through new information.7 For instance, community members, living in
drought-hit areas, may learn how to maximize harvesting of rainwater,
and using the same for enhancing their agricultural production.
• In getting the community to change its behavior vis-à-vis each other, as
well as its norms.8 This might include communities deciding that they
need to distribute the limited water available in the village watershed not
as per the size of land holdings (wherein the rich would become richer),
but as per the size of their families! (As was done by Pani Panchayat,
Maharashtra). Here, it might be worthwhile adding that the focus of
change, as per Friere, needs to be the poorer, discriminated person,
rather than the one who is better off. Friere says that even though the
“exploiter” is as divested of his humanity as the ‘‘exploited.”
• In getting the State (State or Central Government) and other institutions
such as corporations9 (Harvey, 2007; Korten, 1995) to change their pol-
icies and ways of working.10
6
This is not to say that there are no organizations in the social sector that are not providing services
(e.g., Akshaya Patra which provides mid-day meals to 1.3 million students every year), but that such
organizations are not to be considered social change organizations. At best, we may call them charity
organizations, or even contractor organizations with a good heart.
7
Examples of this kind of catalysis are practiced by the following organizations: PRADAN, AKRSPI
SRIJAN, MYRADA, DHAN in the area of livelihood/NRM/savings and credit; CINI, Jan Swasthaya,
and Sahayog in the field of health; Mobile Creche and SOS in the area of child welfare.
8
Examples of this type of catalysis are organizations, such as SWRC, Prayas Centre for Labour
Research and Action, Timbuktu Cooperative, and Sri Bhuvaneshwari Mahila Ashram.
9
The role of corporations in consolidating economic power in the form of global capitalism pursuing
profit has been well documented by David Korten in his books. He argues for a more human form of
markets—healthy markets that are the key to more humane just and compassionate societies. David
Harvey also gives brilliant accounts of the implications of neo-liberalism and so-called free markets. In
neoliberal ideology governments also support the expansion and power of corporations at the cost of
many other sections of the society such as marginal farmers, informal workers, other weaker sections
who then resort to migration out of their homes to urban and peri-urban areas or even suicide, with
little social security, food security, or access to minimal health and education.
10
Examples of this kind of catalysis are practiced by organizations, such as CSE and Greenpeace on
issues of sustainable environment, EQUATIONS on tourism impacts; Jagori and Naaz for women’s
rights, Prayas on improving criminal justice and CHSJ and CEHAT on public health, and NCDHR
and HRLN on Human Rights issues.

• Working to change entire systems (government plus society): There are

two parts of this change. In the first part, the poor and/or marginalized
may get together and understand how a current system is harming their
interests. They may start a movement to introduce a new methodology
of working that is fairer. In the second part of the change, as the gov-
ernment bureaucracy and powerful corporations resist introduction of
this methodology, other sections of the society may come out publicly in
favor of what the poor and marginalized are.11
There are two broad approaches to changing individuals, communities,

and the entire system12: a teaching,13 and a facilitative or cocreative approach.
While the former approach is broadly synonymous with the “Banking
Approach,” the latter is synonymous with the ‘‘Critical Thinking” Approach.14
Unlike the former, where outsiders impart knowledge and skills to ‘‘ignorant”
local people, in the case of the latter, the community members are respected,
determine their own goals, and ultimately control the process.
The fundamental difference between the two approaches can be summa-
rized in the following table.15
The key dimension to focus on is the one of expected outcomes. As numer-
ous real-life examples have shown, programs that run through teaching rarely
make a difference in the life of communities. For instance, a technically very
simple program of operating check dams did not work when implemented by
the Government Irrigation departments that operated on the teaching/expert
paradigm. A technically more complex program of Lift Irrigation succeeded
when it worked on a Facilitation/Co-creation paradigm.16
Influencing the government to change its policies often requires an
approach of identifying key bureaucrats and politicians who are sensitive to
particular issues (and are able to take a more long-term view) and through
them institute changes in policy or its implementation, which in turn will have
a positive impact on social change processes.
11
The most striking example of this is the work on Right to Information. This started off as a move-
ment initiated by a very small organization in Rajasthan—Mazdoor Kisan Shakti Sangathan, in 1995,
and culminated in GOI’s RTI Act in 2005, which covered the entire nation.
12
Facilitator or Advocate: What is the difference, by Ndunge Kiiti and Erik Nielsen, from The Art of
Facilitating Participation, Sage Publications, New Delhi, 1999.
13
The terms used in the chapter are “Facilitative” and “Advocacy.” However, as advocacy means something
fairly different in other contexts, we have decided to use the term “teaching/expert” rather than “advocacy.”
14
Friere (1972) spoke of these two approaches.
15
Adapted from Kiiti and Nielsen. pp 62–63.
16
Based on the author’s (TSB) own experiences in Chhattisgarh. The check dam required that the
community members should lower a wooden shutter, as the monsoon season was about to end, so as
to maximize the storage of water. They never did so! In contrast, a far more complex, lift irrigation
project with over 140 farmers, and 10 pumps of 20 hp each, and six pipes more than 6 km long, is
being operated for the past 18 years, by a similar tribal community in the same area. The difference
was that in the case of the check dam the community was not consulted or involved in any way. They
had not even asked for the check dam. In the latter case, the lift irrigation project came up because
the community wanted it. It took two years for the project to get designed, approved by the bank, and
cleared by the Revenue Department; the community was involved in this project at all stages.

Dimension of
approach Facilitation/cocreation Teaching/expert
Context Process is the focal point; Predetermined product
agenda defined by the is the focal point; agenda
process is defined by the desired
product outcome
Problem Defined by the community; Predefined by outsiders;
facilitator assists in explo- promotes dissemination
ration, understanding, and and transfer of knowledge
definition from experts
Approach Process begins with the Process begins with exter-
community; fundamental nal organization; funda-
belief in community mem- mental belief that solution
bers; solution to emerge is necessary from external
from local context sources; solution not tai-
lored to local context
Strategy Facilitator stimulates criti- Unilateral information
cal reflection and dialogue; transfer and communica-
encourages people to find tion that is also filtered and
and use own voice. controlled by outsiders
Expected outcomes Locally appropriate action Outcomes not necessarily
leading to increase in local appropriate since they
capacity; improved local were pre conceived and
decision-making; strength- based on predetermined
ened commitment in locals agenda; weakens local
decision-making; sense of
detachment among locals
Attitudes and values Respect community mem- Institutional ideas over-
bers’ ideas; do not claim to shadow that of community
have answer to problems members; do not see need
for collaboration; make
knowledge claims and
attempts to impose ideas.
Organizational readiness for social catalysis
The focus of catalysis can be the individual, or the group, or the larger system.
This will depend on the form of social catalysis the organization is mostly
focused on. In turn, this will require an understanding of “how change hap-
pens” at these various levels. Defining the system in which change needs to
take place, understanding the points of leverage, and recognizing that change
catalysts essentially shape processes and not agents or content, would be
important competencies for social catalysts. This is a key issue as often the
social catalyst focuses on the victim to such an extent that it forgets that its key
role is to work on the processes of change—and do whatever it takes for change
to happen at the level of the individual, the community, or the system. The

focus on the victim or the oppressed to the exclusion of the system in which
this oppression takes place may generate solidarity but may not do very much
to make change happen. This form of thinking is often seen in some activist
organizations wherein asserting the political ideology of, say social justice or
human rights, is established quite clearly. However, less attention is paid to
what may be the interventions that may make the system change.
In the case of influencing large and powerful systems such as the govern-
ment or corporate interests, the interventions and forms of engagement may
need to be carefully crafted as social catalysts begin with the reality that they
work with massive power and resource imbalances to begin with. One of the
authors (Rosemary Viswanath) was involved in a long-term change process
with an international environmental network. An eternal dilemma within this
large and powerful network is whether they should adopt an inside or outside
strategy. Should they participate in large global consultations and negotia-
tions on issues such as climate change or should they be among the protestors
outside the venue of these large talk shops! Those in favor of protest believed
they would be betraying the victims and diluting their politics by engaging
with the enemy. Those in favor of influencing the negotiations—however
skewed the power imbalances were—believed that it was necessary if they
wanted the system to change.
Another example is the organization EQUATIONS17 which works on
influencing tourism policies and models of tourism to make them more
people centered and minimize the negative impacts that tourism has on
local communities. EQUATIONS is a social catalyst as it is not an organiza-
tion actually located in a tourism destination and its staff are not members
of affected communities. Given its strong empathy for those disadvantaged
by a one-sided tourism development, it tends to not engage at times with
those who cause the damage—which is usually the powerful section of the
tourism industry. However on using the metaphor of the social catalyst, it
began to relook at its definition of the system and realized that some form
of engagement with the “enemy” was required as the enemy was part of
the system and could not be wished away! The key then was to find points
of leverage to dialogue or confront the enemy and help them to see why
change was necessary. This required strategies on research, dissemination,
participation in select industry events, and a strong media strategy. It also
implied leveraging sensitive bureaucrats at the state and national levels and
at times “educating” them on the realities and perspectives from the posi-
tion of those impacted.
So how are organizations such as these helped when they use the metaphor
of a social catalyst to understand their role and its implications in the context
in which they exist? The following sections help look at this issue in more
detail.
17
www.equitabletourism.org. One of the authors (R.V.) worked as its director from 2005 to 2012.

Learning to catalyze
To catalyze is to know what reaction is taking place at present, what the usual
reactions are, and what kind of catalyst is to be added that would make the
reaction (i.e., the desired response or change) happen faster, better, more suc-
cessfully, or more sustainably. Social catalysis is much the same.
Let us take the example of an organization that wants to change attitudes
with respect to domestic violence. Feminist organizations working in the 1980s
and 1990s tried to deal with this problem head on by getting women to orga-
nize, hold protests against this violence, and try to force action against men
who engaged in such acts. While these interventions had some success, these
also led to resistance to what the women were trying to do: they were labeled
as not in line with traditional Indian values. In short, the change reaction that
the feminist groups wanted, kept on requiring an increased level of energy and
engagement in order to succeed. And, as Kurt Lewin points out, the more you
try to force change, the stronger is the force of reaction.
Consequently, feminist organizations of the 21st century do not just work
with women, but with men and mixed groups of men and women exploring
gender relationships, patriarchy, and gender stereotypes. Working with men
both young and old, they encourage them to reflect on the kind of lives they
would like to lead, the kind of relationships they would like to have, the role
of violence in their lives, and its impact on them as well as on women. In the
above case, the catalyst is the feminist group, and the system (location of reac-
tion) is the men and women of a specific community.
In another example, individuals of a community are not able to take up a
new livelihood because they do not feel confident of handling the marketing.
Some organizations try to solve this problem by taking up the marketing on
their own. Even if this approach turns out to be successful, it only leads to the
community becoming dependent on the organization. This is not a very useful
intervention in the long term as the role of the catalyst got converted into the
role of an actor or prime stakeholder.
Thus, social catalysts need to pay careful attention to understanding their
role and not getting “seduced” by the probable short-term gains of becoming
direct actors. Given the increasing pressure of delivering “results” in the short
term to continue receiving development aid or grant funding, many social
change catalysts succumb to this pressure and may not even be fully aware of
the change in role or “corruption” in role.
Competencies or characteristics required for social catalysis

When one places the metaphor of social catalysis at the core, there are char-
acteristics and competencies required at both the individual and the organiza-
tional level that will enable such a role.
• A deep empathy for the affected persons in order to connect with the
affected persons and understand their situation forms their perspective.

• An empathy and understanding of those causing the problem. This

is often overlooked but is as important. By labeling “those causing
the problem” as the enemy and not understanding them or engaging
with them, social catalysts limit the possibility of evolving effective
change interventions.
• What follows from the above two is a willingness to work with all parts
of the problem—that is, a systems approach!18 What may get missed is
the reality that in dynamic, complex, and interdependent systems, as
most social systems are, it is well-nigh impossible to isolate the processes
of victimhood and exploiter so neatly as there are collusions and uncon-
scious patterns that perpetuate these dynamics on all sides.19
• An understanding of the dynamics of the community, of the system,
as well as the specifics of interpersonal, subgroup, and intergroup rela-
tionships. This in turn will help build hypothesis that can be tested on
understanding of the dynamics of change in this particular context.
• An understanding of, and skill in making different interventions in the
community or system. Interventions may include organizing any or
some of the following: training or reflective workshops, retreats, sem-
inars, community level meetings, dialogue and negotiation spaces with
different stakeholders, protests, campaigns, the use of media (e.g., in
making documentary films or other means of publicly disseminating
perspectives and information), advocacy, making presentations, counsel-
ing, engaging in one-to-one discussions, mentoring, etc.
Building the social catalysts strengths

The next issue is, having acknowledged the metaphor of social catalysis as
relevant to their identity, so do organizations build organizational and individ-
ual capacity to play this role. In the case of the feminist organization having
recognized that compassion fatigue was setting in, they developed systems
and processes that would help regenerate individuals and help them not to
introject these disempowering and negative social processes that they had to
18
A systems approach to change is evident from the work of the Tavistock Institute in the 1940s and
1950s. Socio-technical systems design helped grapple with emerging changes in the organization’s con-
text or technology. Seminal work was done in English coal mines (Trist & Bamforth, 1951), in Calico
Mills Ahmedabad (Rice & Miller, 1953), and in W. R. Bion (1960s and 1970s) among many. Paulo
Friere’s work in the 1960s and the 1970s on structural and systemic change, unconscious processes
work in organizational life, and the role of social defences against anxiety (Jacques, 1950; Lyth, 1970).
The organization in relation to its environment, highlighting the role of the turbulent environment
(Emery & Trist, 1963) and implications for shaping that environment through collaborative activities
were the pioneering influences to systems approaches to change. Several people now work actively on
systems psychodynamics approaches influenced by the Tavistock Institute. Other key, but more recent,
influences are process-oriented psychology and Worldwork by Arnold Mindell, and systems thinking
and organizational learning work by Chris Argyris, Peter Senge, and Otto Scharmer.
19
A chapter by one of the authors (RV) exemplifies this process in the case of Dalit empowerment and
the systemic psychodynamic processes underlying them (Viswanath, 2009).

deal with on a daily basis. Working with the metaphor helps the organization
to set up and check the relevance of its systems and processes and their align-
ment to the metaphor. For instance, some of the organizations the authors
have engaged with have done the following:
• Explore the alignment of their stated vision and values to what they
practice. EQUATIONS, for example, has the stated value of dialogue
for many years. Recently, the current staff team explored to what extent
dialoging “with the enemy” was essential if they were to play a catalyst
role of policy change in favor of a more people-centric approach. Other
organizations have made it a practice to revisit their vision mission and
values periodically to check the extent to which they are aligned to the
present context and role.
• Build understanding of social processes. Organizations do this through
formal structured reviews of their work, and analysis of their strategies
and impact.
• Build the strength of the individual to take the pressure of social reality—
often in the social sector this is done through retreats, informal mento-
ring, and capacity-building programs that focus on both ideology and
personal development. Formal certifications such as the Organizational
Change Facilitation Program,20 Community Process Facilitators
Program,21 Group Relations Conferences, and Training of Trainers on
Participatory methodology are also interventions in this direction.
• Build capacity for empathy and to work in support and solidarity. This is
often done through the formation of platforms and networks, and work-
ing together on campaigns. Unlike the corporate sector (which focuses
much more on competitive relationships) the nonprofit and social devel-
opment sector has evolved many complex forms of organization toward
the goal of working in collaborative and solidarity formations. These
require nuanced understanding of distribution of power, forms of com-
munication, trust building, and developing appropriate structures.22
• Another way of build understanding and empathy is to spend extensive
time in the community. Many organizations place their inductees for signif-
icant time of their first year in the organization, staying in villages to under-
stand various socio-political processes. Harnath Jagawat, who founded
Sadguru Water Development Foundation, spent the first two years of his
work, walking up to 30 km a day in order to meet up and dialogue with
villagers in order to understand their problems (Hailey & James, 2002).
20
The OCFP program organized by the HIDF, Bengaluru.
21
The CPFP program organized by ISABS.
22
A chapter by Nunez and Wilson-Grau (2003) offers an excellent conceptual framework for under-
standing these processes.

A re-look at projects
The mission of nonprofits is expected to be social change and ideally social
transformation. Donors provide support to nonprofits in this social transfor-
mation, by providing them with money to implement specific time-bound
projects. However, over time, donors, looking to ensure accountability, have
tended to emphasize linear approaches to performance management, dam-
aging the ability to be effective catalysts of social change (Edwards & Hulme,
1995). In short, an over-emphasis on projects actually leads to inhibiting the
process of catalysis. The reasons for this are:
• Projects have a fixed and short-time duration; community change is

likely to continue much after the project gets over.
• Projects tend to over-emphasize measurement, and therefore simplify
their contexts in order to do so. As a result, the complexity of the con-
text in which social change is to happen is not taken into account.
• As part of the need to simplify and measure, projects also tend to focus on a
limited part of reality, which is mostly focused on the indicators they agree
on to prove that short-term change has happened. As a result, they some-
times miss out what may be more important for the community at a partic-
ular point of time (e.g., an agriculture program may be taking place while
the community has been hit by a debilitating attack of cerebral malaria, or
there are local political changes, or outmigration trends have increased).
• Driven by donor requirement, organizations stop looking at actual
change or catalysis taking place. There is a tendency to evaluate func-
tional accountability (use of resources, return on investment, and imme-
diate outcomes) rather than strategic accountability and the longer term
impact of social change intervention. In short, no one seems to track
actual social change, or the process of social catalysis.
The more organizations think in “project” terms, the less they are able to
look at the process of change, and understanding its nuances. This is where
metaphors come in handy. A metaphor or metaphors for social catalysis would
help organizations work with the nuances of these processes. Projectization of
NGOs results in a more straitjacketed approach shrinking and even debilitat-
ing the capacities of these organizations to be real social catalysts.
There is another consequence of rushing to finish project deadlines.
Activity orientation, which is seen as more productive, takes the center stage
and discussions and reflection comes to a halt. There is hardly any deep dia-
logue on the specific impacts or the ways of working. There is little discussion
on what changes are coming about in communities or in their contexts.
Synchronizing external and internal principles of working

There is a long tradition in the development field of the transformative power
of learning. In this tradition, diverse sources of knowledge, inclusion of many
people, working and acting together are seen as critical for learning and change.

Understanding the complexity of the social situation requires extensive

and deep discussions between those who are working directly with the com-
munity and those who have ostensibly a ‘‘managerial” role. This tradition is
exemplified in the Frierian approach to “dialogue”: ‘‘To enter into dialogue
presupposes equality among participants. Each must trust the others; there
must be mutual respect and love (care and commitment). Each one must ques-
tion what he or she knows and realize that through dialogue existing thoughts
will change and new knowledge will be created.”23
A large number of people join social change organizations because they
resonate with most or all of the above principles. When these principles are
not adopted inside organizations, it leads to subtle demotivation. There are
many examples of social sector organizations breaking apart because its mem-
bers felt that they were not being adequately heard and respected.
In order to ensure that the internal is synchronized with external principles,
the organization needs to ensure the following:
• Ensure a practice of frequent and relevant dialogue-making in orga-

nizational life. This may be done through workshops, retreats, regular
meetings that go beyond project monitoring, etc. A discussion that goes
beyond project-based results.
• Members cannot just relate to others as professional colleagues. They
need to relate to them as complete human beings, people who are
dealing with challenges at work, at home, and in the larger society. If
a person talks about gender equality, then it is relevant to ask whether
that person is following gender equality at home, and in the broader
society. If the person talks passionately about not discriminating, then it
is important that the others can see that this person is truly not discrim-
inating in the broader society and at work.
• It is seen that while many social change organizations are committed
to learning of community members, there is no such emphasis inter-
nally: there is dissonance between what the organization promotes
externally and what it does internally. Among the many factors that mil-
itate against internal learning is that such organizations have limited
resources and do not like to invest scare resources in intangible concepts
such as learning. A study identified that the primary means of learn-
ing for most successful organizations was the conscious reflection and
analysis of own implementation experiences (particularly when things
went wrong). Most of the organizations used a mix of regular meetings,
retreats, workshops, and seminars to promote shared learning and to
disseminate new ideas (Hailey & James, 2002).
• Learn to live organizational values. There are three aspects of living
organizational values.
23
http://www.freire.org/paulo-freire/concepts-used-by-paulo-freire

a. Dominant societal values may be at odds with humanistic values;

these societal values may represent distortions in the social structure.
By adopting humanistic values, individuals and organizations make
a political statement.
b. Individuals need to live values that they espouse within the organiza-
tional space.
c. Organizations need to walk the talk as much as individuals. To take
two examples, Jagori, a feminist organization, hired a hearing and
speech impaired person in their accounts department, and then to
ensure communication was possible that the person fitted in, every-
one else learned to speak in sign language! In HRLN, a visually
impaired person heads the group that works on Disability Rights,
which works with immense effectiveness. The other colleagues in the
group have also made the effort to change some ways of working, but
that notwithstanding the head is far from being a token figure.
In the 1960s, a powerful slogan emerged among the so-called second wave
of feminists: The Personal is Political. What this said was that the personal
problems faced by women were not because of either personal inadequacy or
the specific situation faced by women, but because the entire social, political,
economic, and cultural edifice of society was such that the women inevitably
faced problems. To deal with this problem, the action had to also be taken at a
political level, as no amount of tinkering at the individual level could solve the
problem societally. This had another level of interpretation also—the political
is also personal—that it was not enough for individuals to work for macro
change but that this had to reflect in their personal stances as well—in the
values they embodied and in their personal lives).
Understanding the process of leadership

A more nuanced process of looking at the process of leadership is called for in
understanding social catalysis. In fact, we argue that perhaps all acts of leader-
ship are an act of social catalysis. Leaders who are catalysts situate themselves
at the boundary of the system—helping manage the interface of the system
with its external context. They help members of the internal system get a
better hold of the reality—for instance, the reality of whether the system or
the organization is in reality walking its talk on its values. Or the reality of
whether the organization’s strategies and interventions are indeed catalyzing
social change or are merely self-serving. Or the reality of whether the organi-
zation has the adequate skills, competencies, and resources to meet its desired
goals and play its desired role. A more charismatic form of leadership would,
in fact, often come in the way of a social catalysis role—as such leadership
while effective in certain moments or crisis, can come in the way of people
taking the authority to acquire skills and mobilize themselves. Effective leaders
help the systems to focus on their primary task, and appropriate metaphors
are powerful ways for systems to articulate what this primary task may be.

One catalytic approach to leadership is the one espoused by the Harvard

academician Ronald Hiefetz (1998). The Adaptive Leadership approach is to
influence the community, or organization (wherever the leader is working) to
face—and deal with—its problems. This adaptive work consists of the learning
required to address conflicts in the values people hold, and to diminish the gap
between the values people stand for and the reality they face.
Adaptive work takes place through the exposure and orchestration of con-
flicts or internal contradictions within individuals and constituencies. In short,
the Adaptive Leader follows a strategy of promoting dis-equilibrium; of high-
lighting, rather than pushing under the carpet, the underlying stresses.
Adaptive Leadership is a difficult path to follow, and requires a great degree
of conviction and moral strength in the individual. Examples of Adaptive
Leadership in History include that of Mahatma Gandhi at the national level
(e.g., his willingness to abandon the non-cooperation movement when the
Chauri Chaura incident went against his principle of nonviolence).
Conclusion
In this chapter, we have focused on the power of the metaphor as an almost

primal force or way of thinking that creates meaning and helps understand
one’s experience often in subterranean ways. Its advantages are that it opens
up the possibility of new perspectives influencing ways of approaching or
tackling the current situation, leading at times to transformative change.
However, in our enthusiasm for using and recommending this powerful
tool, we have not lost sight of the fact that by its very nature metaphors are
also limited. In the use of a metaphor admittedly one aspect or one part of
the situation is emphasized. Often this is valuable even with its limitation as
this is the part that may have been buried or the part that the organization
unconsciously “forgot.” This can happen, for instance, when an organization
or leader creates dependencies by playing a messiah instead of a catalyst.
Further, a limitation of using one metaphor rather than multiple would
result in limited understanding of some of the following common situations:
• When leaders start pursuing an approach that makes them personally

famous, but does little to strengthen organizational capacities.
• When cliques form in the organization, cliques that make the organiza-
tion decide to give unwarranted salary raise to all, without considering
long-term financial sustainability.
• When striving for increasing dialogue in the community, the members
become wooly headed, and forget to follow established protocols of working.
While the metaphor helps understand by throwing light, sometimes in star-

tling ways, it also tends to “shape” one’s views of the organization—that is, the
metaphor becomes the sole framework. Einstein wisely referred to this process
when he said, “Our observations are shaped by the theory through which we see.”

It is critical that the organization does not get fixated by and to a metaphor but
has a more playful and curious relationship to it, to yield insights. In that sense, the
best work with metaphors is almost paradoxical—they have the ability to throw
up both complementary and competing insights, and the organization needs to
have an open mind to acknowledge that both probably co-exist. In our endeavor
to have simple systems, we often subtly “discard” the contradictions! This then
leads to the ever present danger of the metaphor becoming an ideology—an oxy-
moron in itself!!
Metaphors are best used for a diagnostic reading, to help look at the familiar
with freshness, to open the doors and windows of the mind. The convergence
to a critical evaluation, to the arriving at what needs to be done, the design and
implementation of new processes and systems can only be a next step.
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26 Process competencies
for social development
interventions
Zeb O. Waturuocha
Introduction
A common friend told Udai about me but when we met, it was as though we
have known each other for a good number of years. He autographed my copy
of his book Training Instruments in HRD and OD, 2nd edition. He wrote:
To Zeb, with nostalgia of association and friendship, and high expectations in future.
Udai
His hug was full of warmth and his voice was irresistibly inviting. The
simplicity of this unassuming man with series of feathers on his cap mesmer-
ized me. One thing I was convinced about is that he never expected me to
match him in any aspect of life but what was the “high expectation?” It was
later that I realized that it was an invitation to live up to my goals and to be
the best of what I am, a message I got from a similar significant person in
my life.
This chapter is not about the achievements of Udai because I am no body
to recount all that he acquired and stored in his portfolio, yet presented him-
self with great demeanor, dignity, and discreet. This chapter is not about what
Udai advocated and stood for because that would take volumes to complete.
This chapter is about those qualities of Udai that I admired without telling
him, that I observed without his notice, and that I copied without his knowl-
edge, but practiced with great difficulty.
In the paragraphs that follow, I share why this opportunity to contribute
to a book that would pay tribute to Udai is so exciting and so self-fulfill-
ing for me. The focus of this chapter will be on the Process Competencies
that are required for Social Development Intervention (SDI). The chapter is
based on my personal experience in social development as well as a process
facilitator.

344 Zeb O. Waturuocha
Brief background
I have mentioned how Udai and I met each other. I was the Dean for Social
Development of Indian Society for Applied Behavioural Sciences (ISABS)
when Udai died in 2010. He was the Founder President of this institute and
contributed a lot to its growth and effectiveness. He was a brand and was
among the “Pride Names” of ISABS (at least for me) at that time. Fascinated
by his persona and what he had done for ISABS, I initiated a book in his
memory. T. V. Rao, Rolf, Yawar Baig, Abhad Ahmed, Madhukar, and Paul
Siromani were the first people to submit their manuscripts for the book. For
reasons that still remain mystery, the idea was buried and I considered it dead
before burial. It is when I read T. V. Rao’s announcement regarding a book in
memory of Udai that I realized that the idea was just incubating somewhere
and the day I decided to contribute a chapter was the day I considered it “A
Dream Come Through.” I am indebted to T. V. Rao and all who sat together
to moot this idea and for the opportunity to write a chapter in this book.
Why process intervention?
I have chosen the title of this page not only because I wanted but also because
Udai considered himself a “Process Facilitator.” In paying tribute to Udai, the
HRinIndia group posted an article in its blog with a rider “please find given
below an article from ISABS.”1 I have taken the following statement attributed
to Udai from this article:
I see process work as enriching my professional role as a trainer and a consultant as

much as helping me as a person and in my personal world (friends, family). I have
found several challenges which beckon me to new voyages: moving beyond intra-
personal processes to group processes and societal processes, searching the Indian
heritage to learn the dynamics of process work in different settings, extensive use
of process work in various aspects of the society, addressing urgent social issues
(differences, marginalization, harmony, collaboration, equity, empowering) through
process work and so on. It is exciting to work with younger colleagues who are the
torch bearers to usher us into the next century, which we hope will be brighter and
more humane. http://businessmanager.in/cover_story.php?Cover_story_id=248
I have had the privilege of being a process facilitator for individuals, corpo-
rate establishments, as well as the social development sector. In this chapter, I
will share my understanding of process facilitation competencies as it applies
to the social development sector. I am hopeful that while reading this chapter,
those who knew and worked with Udai, those who read his books or had cause
to associate with him, and/or those who are reading about him for the first
1
http://hrinindia.blogspot.in/2010/03/tribute-to-dr-udai-pareek.html

Process competencies for social development interventions 345
time in this book will be able to visualize within themselves as to how he fits to
these competencies in his introduction, interactions, and interventions.
What is process intervention?
An intervention is a deliberate process by which change is introduced into peo-

ples’ thoughts, feelings, and behaviors. The overall objective of an interven-
tion is to enable self-confrontation in a nonthreatening way. The objective is
to support the individual or group of individuals to become aware of behavior
patterns that they follow, explore the impact of these patterns, and so make an
informed decision so as to continue the pattern or change it.
What is social development?
Social development is about putting people at the center of development. It is

about enabling people take part in those decisions that affect their lives and envi-
ronment. In other words, it is a commitment that development processes need to
benefit people in the belief that the way people interact in groups and the society,
and the norms that facilitate such interaction and shape development processes.
The following definition was approved by the IFSW General Meeting and
the IASSW General Assembly in July 2014,2 as the global definition of the
social work profession:
Social work is a practice-based profession and an academic discipline that promotes

social change and development, social cohesion, and the empowerment and libera-
tion of people. Principles of social justice, human rights, collective responsibility and
respect for diversities are central to social work. Underpinned by theories of social
work, social sciences, humanities and indigenous knowledge, social work engages
people and structures to address life challenges and enhance wellbeing.
The social work profession’s core mandates include promoting social

change, social development, social cohesion, and the empowerment and lib-
eration of people.
What is competency?
A competency is a set of defined behaviors that provide a structured guide

enabling the identification, evaluation, and development of the behaviors in
individual employees. The term “competence” first appeared in an article
authored by R. W. White in 1959 as a concept for performance motivation
2
http://ifsw.org/get-involved/global-definition-of-social-work/

(White, 1959). Competencies are measurable practice behaviors that comprise

attitude, skill, and knowledge (ASK).
Social development competencies comprise those attitudes, skills, and knowl-
edge that help people develop critical consciousness to reflect on sources of
oppression and/or privileges based on race, class, language, religion, gender,
disability, culture, and sexual orientation. It implies enabling people develop
action strategies toward addressing such structural and personal barriers that are
central to emancipatory practice wherein the goals are the empowerment and
liberation of people. This implies the culture of recognizing the inherent worth
and dignity of human beings, doing no harm, respect for diversity, and uphold-
ing human rights and social justice.
Social work is an attack on the denial of rights of the people. These rights
can be seen under three headings:
1. Civil and Political—freedom of speech, conscience, and freedom from

torture and arbitrary detention;
2. Socio-economic and Cultural—rights to reasonable standard of living,
levels of education, healthcare, housing, and minority language;
3. Natural world and the right to species biodiversity and intergenerational
equity.
These rights are mutually reinforcing and interdependent, and accommo-

date both individual and collective rights.3
Process competencies for social development intervention
Human beings are inherently social. Developing competencies in this domain

enhances a person’s ability to succeed as well as to positively influence mental
health, success in work, and the ability to be a citizen in a democracy. The
term competencies represents the individual’s potential capabilities and at the
same time an integrated learning (Ellström, 1997). Ellström’s concept of com-
petence is broad and covers cognitive (typical subject area qualifications and
skills), affective (motivation and emotion), psycho-motor skills, personal factors
(self-perception and self-worth), as well as social factors (cooperation, commu-
nication, and management). All these elements are part of the competencies
concept. The focus with the concept of process competencies is generally on
the affective and social factors, and the process competencies are therefore part
of the subject area competencies. They have to be regarded as an integrated
process. They represent both technical skills and potential for personal devel-
opment. These competencies are essentially affective and social capabilities—
in other words, they cannot be acquired solely through performance, but they
are performed and should be evaluated in their practical context.
3
ifsw.org/get-involved/global-definition-of-social-work/

Having worked in the field of social development especially with organiza-

tions working with tribals, physically challenged people, slum dwellers, elected
gram Panchayathi women, self-help women’s group, youth groups, etc.; worked
as a consultant for both national and international funding agencies in study-
ing and evaluating their funded projects, I have considerable experience and
knowledge that helps me to shape what I consider the competencies required
for process intervention in the social development sector.
1 . Ownership and identification

2. Understanding and practice values and ethics
3. Authenticity and transparency
4. Diversity and inclusion
5. Empathy and humanness
6. Learning and research orientation
7. Walking the talk
8. Enhancing, enriching, and engaging
9. Evaluating and reforming
I will illustrate these competencies through expanded writing and where

possibly how I perceive Udai in vis-à-vis these competencies in his, what I
would call Human Development Interventions through ISABS and through
his lectures and writings.
Ownership and identification

I am convinced that one cannot identify with what one does not own; hence,
the first competency would be to own up the choice you have made so as to
be able to identify with the people. Without this identity, your impact will not
reach the people as they would be seeing you from the angle of your own gain
and not their own benefit. As you own your choice and identify with the people,
your motivation to succeed is high, people see no selfish motive in your efforts to
work with them, they do not relent to identify and work with you. If you do not
identify with the people, the impression is that you work “for” and not “with”
the people. This would involve being aware of and practicing social and ethi-
cal boundaries, intense self-reflection, seeking feedback and working on them,
demonstrating professional demeanor despite identifying with the people, and
engaging in long-term learning of how things change and steps to follow.
Understanding and practice values and ethics

It is essential that the social worker recognizes and manages his/her personal
values in such a way that it does not underrate professional values. Ethical deci-
sions are the ones made after due consideration to standards of practice. Social
development in many cases involves the downtrodden, the marginalized, and
the challenged. Values and ethical practices ensure that the vulnerability of this
group of people is not exploited. Even in times of conflict that might be based

on caste or creed, applying ethical reasoning in conflict resolution is a necessary

behavior. Values are important and lasting beliefs that have major influence
on a person’s behavior and attitude that serve as guidelines in interpersonal
relationships. Ethics on the other hand are the basic concepts and fundamental
principles of decent human conduct. I am not sure there is any other evidence
of the practice of value and ethics by Udai than the personal experiences of
those who knew and worked with him and his own documented stances.
Authenticity and transparency

Essentially, this competency requires that the practitioner leave no stone
unturned in his/her dealings with the people. Once an eye of suspicion is cast
on the individual or group of social workers, the trust that people have on
him/them begins to erode. Authenticity implies doing everything with heart
and mind, with no ulterior motive and letting those concerned know each and
every step and statement of purpose. Here the practice of self-disclosure, open-
ness to feedback, and perceptiveness (PES Scale; Udai, 2002), and a concept
developed and practiced by Udai Pareek himself, becomes very valuable.
Diversity and inclusion

This competency calls for recognizing the extent to which a culture’s structures
and values may oppress, marginalize, alienate, or create or enhance privilege
and power. It requires that the social worker gains sufficient self-awareness to
eliminate the influence of personal biases and values in working with diverse
groups especially in this era of fanaticism, recognize and communicate their
understanding of the importance of diversity in shaping life experiences and
seeing themselves as learners while engaging those working with them as
knowledge source.
Empathy and humanness

Empathy is the ability to “feel with” another person, to identify with them,
and sense what they are experiencing. This competency requires the cognitive
ability to understand other people’s emotions, or the ability to imagine what
they are feeling, by “putting yourself in their shoes.” It is the ability to make
a psychic and emotional connection with another person, to actually enter
into their mind-space. When we experience real empathy or compassion, in
a sense our identity actually merges with another person’s. Your “self-bound-
ary” melts away; the separateness between you and the other person fades.
Learning and research oriented

There is no end to learning and a social development worker needs to be
a keen learner and research-oriented individual capable of application of

learning into work. As the society responds to social development interventions,

new challenges and new opportunities emerge and the development work is
required to understand these changes and act accordingly. Documenting the
process and using this experience to predict future intervention is an essential
part of this competency.
Walking the talk

This is the competency of authenticity, congruence, and integrity. It means
that you live by example. Do what you say you will do. When people find you
incongruent, they will not follow you as the mimicry brain is focused on what
is done than on what is said. Hence, this competency is of vital importance in
order to establish integrity, trustworthiness, respect, self-worth, and personal
power. People respect and adore those who live up to their words.
Enhancing, enriching, and engaging

Social development implies enhancing knowledge of the people to become
aware of what they already know, helping them to gain clarity of their own
ability and power. It also implies enriching the people with new knowledge,
making them curious to learn more, and enabling them use this knowledge
through engaging them to do it for themselves. It means that over a period of
time, the people are able to do their work for themselves; hence, creation of
dependency is not part of the social development intervention work.
Evaluating and reforming

It is not proper to see the above skills as all-inclusive because social develop-
ment is a dynamic process; hence, the skills and competencies are quite flexi-
ble to be able to respond to environmental changes. This competency requires
alertness on the part of the development worker in response to changes, con-
stant measures, and reformation of strategies as the situation requires.
Process competencies cannot be acquired purely through mental activi-
ties as they are not analytical, technical, or scientific abilities. They are rather
expressions of the individual’s personal approach to learning and managing
along with a variety of other abilities, such as working with others, indepen-
dence, effective communication, behavioral changes, planning and directing,
and self-evaluation. They represent a meta-cognitive level of both action and
knowledge. They represent a form of knowledge in action, which may be
tacit, as it may be difficult to put into words.
A man literally is what he thinks, his character being the complete sum of
All his thoughts. As the plant springs from, and could not be without, the seed,
So every act of a man springs from the hidden seeds of thought and could
Not have appeared without them. (Allen, 2014)

Udai’s practice and behavior seemed as though the competencies men-

tioned above have been designed while drawing from his own life. If this is
your thinking, you are right. I mentioned in the introduction to this chapter
that he mesmerized me whenever I come in touch with me and I am left
“WoW,” what a man? He demonstrated professional demeanor in his behav-
ior, appearance, and communication and engaged in long-term learning
through research and writing.
In my experience of Udai in relation to ownership of and identification
with the Indian Society for Applied Behavioural Sciences (ISABS), what
comes to my mind is this quotation by Lauren Graham:
I feel real ownership in this show. I feel very invested in it. I care very much about
it. I don’t feel any more like a hired hand, you know? It’s a strange feeling – I feel
personally responsible for how the story goes. What happens. What the weaknesses
are. And so in a way some of the changes gave me opportunity to have a voice in a
different way.
When Udai attended ISABS events, even as many participants might have
heard about him because of his presence in the larger human relationship soci-
ety, yet some of them doubt when it is hinted to them that he is Udai Pareek.
The doubt is actually not a doubt: a question of how can he be so simple, so
mingling, jovial, and cordial. He demonstrated love for the institute and for
the people and did give people equal opportunity to get closer to him. In his
membership and association with ISABS, I experienced Udai as one who is
well informed through his own reading, research, and practice, resourceful,
and proactive in responding to the evolving societal contexts requiring ISABS
to always look forward. As would be expected from a person who is constantly
searching for and spreading knowledge, Udai advocated continuous discovery,
and providing leadership in promoting sustainable changes in service delivery
and practice to improve quality of offerings.
In addition to meeting Udai in ISABS programs and meetings, there two
specific places that I met and worked closer with him and these places have
shaped my image of him.
Appreciative inquiry workshop
I remember when he, Sankar Subramanian, and Wasundra Joshi facilitated

an Appreciative Inquiry (AI) workshop which I was a part of in Ahmedabad.
Sankar had demonstrated the AI interview process by interviewing Udai. As
he was sharing his experiences in responses to questions, I kept wondering
how he can gain such self-awareness that could eliminate the influence of
personal biases and values in working with diverse groups, how he could be so
meticulous to understand and recognize the importance of difference in shap-
ing life experiences, and how he could be broad-minded enough to accommo-
date all that encountered him.

Among the specific take away I experienced after listening to Udai in this
interview were
i. It is important to recognize and manage personal values in a way that

it allows professional values to guide practice.
ii. Tolerate ambiguity in handling ethical issues and apply ethical reason-
ing to arrive at principled decisions.
iii. Recognize the extent to which a cultural structure and values may
oppress, marginalize, alienate, or create or enhance privilege and
power. This was more meaningful and applicable to me because I was
being of African origin, and I was still finding my way to fit into the
Indian society in general and into ISABS in particular. This experience
as shared by Udai was of very help to me in looking at the difference in
culture and how it can empower or dies-empower individuals.
It was through the story of his experiences that I understood several of the
definitions and meanings associated with AI. AI is a methodology for discov-
ering, understanding, and fostering innovations in organizations through the
gathering of positive stories and images and through the construction of posi-
tive interactions. After listening to his story I realized that AI is also a method-
ology for discovering, understanding, and fostering innovations in self through
the same process. According to Cooperrider and Whitney D, “Appreciative
Inquiry is a tool for connecting to the transformational power of the positive
change core by opening every strength, innovation, achievement, imagina-
tive story, hope, positive tradition, passion and dream to systematic inquiry.”
(Cooperrider & Whitney, 1999). Throughout his life and in the moments that
I met Udai, I experienced him talking and working from strength and passion.
Global OD summit—Mysore, 2006
Udai, as though what he has done for the practicing managers, organizations,
and individuals is not enough, he pioneered the idea and formed the Asia OD
Network which had its Global OD Summit in Mysore in September 2006.
Udai was the mentor to the Summit and instrumental in bringing big names to
the summit. “Udai at the right time introduced Roland Sullivan (Roland) from
USA to the GODS team. Roland assumed the task of getting the big names
in the field of OD as keynote speakers. He succeeded in enrolling Professor
Peter Kostanbaum, Professor Michael Beer of Harvard Business School, and
Dr David Bradford of Stanford University as keynote speakers.”4
4
http://www.aodn.org/about.htm

As I was closely associated with the organizing this summit, I had the
opportunity to observe Udai at his professional attire. I could see the critical
skills of intervention mentioned above put in practice by Udai. These include
• Collaboration with the Summit Committee for effective policy decision

regarding the nature and shape of the summit
• Substantive preparatory sessions that required him to travel frequently
to ISABS meetings of visit to Mysore
• Developing a mutually agreed-on focus of work and desired outcomes
Respect to diversity is one aspect of human behavior that I sense conflict-

ing from time to time; for example, as Udai presented himself as an ‘‘athe-
ist,” and had to work and mingle with people of different faiths and religions.
This stances call from different values and beliefs but in nowhere have I heard
or read that Udai had any argument relative to beliefs and values. I rather
experienced him facilitating constructive confrontation and change in cases
in which cultural beliefs, values, and traditions tend to violate basic rights of
individuals. His Theory of Extension Motivation is a classic demonstration
of his all-inclusive approach to life. This concept has been well captured in a
speech delivered by T. V. Rao, a close associate of Udai and who succinctly
summarized it as follows:
[T]he concept extension motivation simply means a need or a desire to extend one-
self or the ego to others and relate to a larger group and its goals. It means a motiva-
tion for helping others, working for larger goals that benefit larger groups or society.
It also means an ability to sacrifice one’s own comforts and desires for the sake of
others. It is this powerful motivation that has led to many great people to make
sacrifices for the good of the larger community. All great preachers and saints have
leaded a simple life and taught people to lead simple life.5
Tribute to Udai
I count it as a blessing knowing you as throughout the years of entry to the

field of Applied Behavioural Sciences, when I was at my most vulnerable state,
when I was still struggling to admit myself to different people with different
cultures, you were among those who came forward to assure me of your ever
availability as and when I required. You were an educator, mentor, philoso-
pher, writer to many, but to me you were ‘‘a friend” and it is your friendship
that has had greater impact on me because I tried to emulate your Being and
not much your Doing. From you I learnt this great lesson.”
5
http://www.iimidr.ac.in/iimi/images/IMJ/Volume2_Issue2/. Address delivered on March 23,
2011, in the Udai Pareek Memorial Lecture for the Jaipur HRD Network Foundation, Jaipur.

“I learned that courage was not the absence of fear, but the triumph over it.”
—Nelson Mandela
References
Allen, J. (2014). As a man thinketh. Chennai: Divine Bliss Publications.

Cooperrider, D. L., & Whitney, D. (1999). Appreciative inquiry: A positive revolution in
change. In P. Holman & T. Devane (Eds). The change handook. San Fransisco: Barren-
Kochler Publishers, Inc
Ellström, P. E. (1997). Kompetens, utbildning och la¨rende I arbetslivet (Competencies, education
and learner in working life). Stockholm: PUBLICA
Pareek, U. (2002). Training instruments in HRD and OD (2nd ed.). New Delhi: Tata McGraw-Hill
White, R. W. (1959). Motivation reconsidered: The concept of competence. Psychological
Review, 66(5), 297–333.

27 Extension motivation
and its applications for
laboratory education
Paul Siromani
My privilege in working with Dr Udai Pareek
I feel greatly privileged to have worked with Dr Udai Pareek on many occa-
sions, more particularly in spreading the “extension motivation” training that
he had developed. I will give more details about this later.
Before doing this let me mention that another area of common interest,
based on common values that we held, was a concern for working toward
greater social justice. This led Udai to join me and the others in a workshop
I was helping to organize in Jamkhed in 1975 on “Community Health and
Social Justice” for organizations and groups affiliated to the Voluntary Health
Association of India.
This concern also led Udai to support and join in working with nongov-
ernmental organizations (NGOs) serving in the rural areas. I remember the
training on extension motivation we jointly conducted in Konarak organized
by DEEDs Trust for members from NGOs.
As far as I know, Udai had developed the extension motivation training
module, and was anxious to try it out with those who would welcome it and
practise it. In 1991, I was able to get two organizations in Bengaluru, Indian
Society for Applied Behavioural Sciences (ISABS) Bangalore Region and the
Training Task Group, to sponsor the first workshop on extension motivation.
Subsequently, Udai Pareek and I facilitated extension motivation labs in
1993 in Calcutta, in 1995, in the National Summer Event of ISABS and
December Event in Jaipur. We also facilitated for a mixed group organized
by different organizations—in 2006, in ISABS Calcutta region, in 2008 orga-
nized by an NGO, Deeds Trust in Konarak, Orissa, and also in 2008 for teach-
ers organized by Young Horizon. The only extension motivation we facilitated
exclusively for the corporate sector was in May 2008 for eRevMax, a software
company in Calcutta.
Let me explain what extension motivation is all about.

Extension motivation and its applications for laboratory education 355
What is extension motivation?
Extension motivation can be expressed as the concern and urge to extend one-
self beyond one’s limited or narrow interests and desire to forego or postpone
gratification of one’s wants, for the benefit of others. This is reflected in the
concern for other individuals, for groups or organizations to which a person
belongs, and also concern for the society at large.
All organizations in the corporate or voluntary sectors are concerned about
motivating their personnel to work for organizational or social goals, which go
beyond an individual’s own perceived interests, and to promote collaboration,
and commitment to super-ordinate goals. Extension motivation addresses
itself to this.
Extension motivation is also reflected in cooperation with others for the
achievement of a common goal, faith, and trust in members of a group, and
involvement in goals, which concern not only oneself, but also large groups,
community, or society. Various dimensions of extension motivation may be:
helping, collaborating, empathy, risking one’s comfort or safety for others, sac-
rifice, patriotism, hospitality, etc.
Relevance of extension motivation

McClelland, in a lecture at Indian Institute of Management Ahmedabad
in 1974, acknowledged the importance of this motive that he called the
“concern for the common welfare of all” for economic growth: the theme
or concern for the countries that subsequently developed more rapidly. That
is, these stories frequently described people being influenced by the wishes
and the needs of others. Furthermore, it is probably in this way that one may
most easily explain the correlations that have been found between invest-
ments in health and education and subsequent rates of economic growth.
All organizations, in the corporate or voluntary sectors, are concerned
about motivating their personnel to work for organizational or social goals
that go beyond an individual’s own perceived interests. Extension motivation
promotes collaboration, greater participation and motivation, and commit-
ment to super ordinate goals.
Components of extension motivation

The following are some of the aspects that training in extension motivation
would deal with: super ordinate goal, empathy and sensitivity, tolerance for
ambiguity, understanding of “who am I” or self-concept, humility, compas-
sion, team work, values relating to concern and care for others, leadership
with attention not only on the task but also giving importance to the person,
and also in using power in leadership not to coerce but to persuade. Another
important aspect is the locus of control, whether it is internal or external and
whether it is stable or unstable.

356 Paul Siromani
Training
The main purpose of an extension motivation lab is to help participants to

increase their own Extension motivation behavior. The schedule is meant
to facilitate this process. Extension motivation is being treated here with its
components, such as empathy, compassion, helping, forgiveness, and humil-
ity. Learning takes place in a cohesive and supportive group. Several activi-
ties are planned to help participants to know each other, and move toward
group building. To make the group more cohesive, a few sessions on agen-
da-less process work can be designed. The program is based on the principle
of Self-Assessment through Feedback on Instruments (SAFI). The partici-
pants are likely to change if they get feedback by looking at data generated
by themselves, with the help of these instruments. So several instruments are
administered to the participants, and through interpretation of the scores and
explanation they are left to reflect on the implications of their own scores.
They can then discuss if they want to improve some of their behavior.
The laboratory provides a variety of ways to help the participants to “expe-
rience” some aspects of extension behavior. One way is to use simulation exer-
cises or games. In order to change, exercises have been designed for them to
experience and assess their tendency to collaborate individually and collec-
tively with others. Some exercises are designed to help them to learn action
planning by analyzing different forces. This is done by Force Field Analysis.
Similar exercises are planned to develop competence in giving feedback with
empathy, and collaborate by practising extension orientation (helping other
people to be effective). People also learn when they share with each other
significant experiences, which are generated by critical incidences by the par-
ticipants on successful and less successful extension behavior.
Finally, all learning from the program should end in realistic and satisfying
plans to advance their extension behavior, and apply it in their real back home
situations. This is done by the last exercise of action planning. This part must
be given adequate time, focus, and attention to enable participants to make
meaningful, realistic, and high impact action plans.
Experiencing, reflecting, hypothesizing, conceptualizing, and experiment-
ing are the chief ingredients of the process of learning in a laboratory set-
ting. The EM Lab will utilize experience-based learning as the main training
method.
A model training schedule would be as follows:
1. Preparing the environment/facilitating learning and exploration
a. Thematic Apperception Test (TAT)—meet in groups of three or six.

Stories to be written individually and shared in the group.
b. Answer the MAO-B questionnaire—individually.
c. Micro lab—the total learning community coming together in small
groups and introducing oneself.

d. Scope of the workshop—the facilitator sharing the scope of the

workshop and sharing what is extension motivation.
2. Raising awareness through exercises and questionnaire
a. Regarding knowing self deeply and taking responsibility.

Exercises on TAT, MAO-B, and Who Am I:
i. TAT
ii. MAO-B
iii. CPP
iv. Who Am I
v. Personal Effectiveness (Johari Window)
b. Sensitivity toward others (extending oneself)
i. Unstructured group process session

ii. Locus of Control/ ASUFA (Attribution of Success and
Failure) Inventory
iii. Humility
iv. Empathy
v. Compassion
vi. Altruism
vii. Tolerance for ambiguity
viii. Exercise on broken squares
ix. Exercise on “Win as much as you can”
x. Values
xi. Tower building
xii. Scoring TAT and MAO-B
c. Diagnosing and analyzing blocks for extension motivation, using
i. Force field analysis

ii. Critical incidents
3. Acting on the awareness / learning and preparing for change
a. Rewriting the story with highest possible scores (where all the 10 factors
are present)
b. Writing “Who Am I,” ‘‘what has made me what I am” (how one has
projected the self as a creator or a puppet)
c. From force field analysis identify the forces in personal and orga-
nizational life which are negative and how they can be changed to
positive extension motivation.

358 Paul Siromani
Elaboration of the Training Schedule
I. Preparing the environment/facilitating learning and exploration
1. Thematic Apperception Test (TAT): Writing one’s story using the

Thematic Apperception Test pictures individually helps one to
interpret one’s own perception of pictures and draw from one’s life
experience.
2. Motivational Analysis of Organizational Behavior (MAO-B):
Answering this question and interpretation will help the participant
to understand one’s own dominant motivation, behavior, and per-
formance at work.
3. The Coercive and Persuasive Power (CPP): The CPP scale mea-
sures the value given to and need for coercive and persuasive power
bases.
4. Personal Effectiveness: The questionnaire and the model of Johari
Window brings to awareness our interpersonal processes in relation
to what is known and unknown to self and others.
5. Write on who am I: ‘‘What has made me what I am,” this exer-
cise could indicate, a) has one projected oneself as creator/actor
or puppet/pawn? b) How much extension motivation imagery is
there?
6. Micro Lab: The total community come together and get into small
groups in which each one introduces himself or herself in respect of
their name and role.
7. Scope of the Workshop: The facilitator explains what extension
motivation is—gives an overall idea of the contents of the workshop
and the schedule.
8. Scoring, explanation, and learning on TAT, MAO-B, CPP, and
WHO AM I TAT will be scored taking into account the following
dimensions.
a). Does the story contain imagery of extension motivation? For

example, super ordinate goal, empathy, helping relationship,
sacrifice, etc.
b). Extension imagery (EI)—score 1
c). Need (To do something) (N) —score 1
d). Activity (A) —score 1
e). Internal blocks (IB) (Lack of ability)—score 1
f). External blocks (EB)—score 1
g). Overcoming blocks (OB)—score 1
h). Linkages (L) (Relating to others or working with others)—score 1
i). Feeling (F+) (Feeling for involvement – elation)—score 1
j). Feeling (F−) (depression)—score 1
k). The theme only extension motivation (T)—score 1

MAO-B: Below 50 means avoidance is more. Discuss how one can

reduce the avoidance behavior.
II. Raising awareness through exercises and questionnaire:
1. Scoring of TAT, MAO-B, CPP, etc.

2. Unstructured group process session: This will help to bring to aware-
ness the human processes at the intra-personal, inter-personal, and
the group levels.
3. Locus of control/ASUFA (Attribution of Success and Failure)
Inventory: The Loco Inventory helps individuals to know how far
their thoughts and actions are controlled by them or others/exter-
nal factors. The locus of control orientations is reflected in the way
people feel about what happens in the organization; how much con-
trol they, other significant or neither (being a matter of luck), have
in important organizational matters. These matters relate to success
or effectiveness, influence, acceptability, career advancement, and
rewards.
4. Humility questionnaire: This questionnaire helps one to understand
how far the ego plays in one’s life to be anxious to take credit to one-
self or recognizing self only as against giving credit to others where
it is due.
5. Empathy quotient test: Few skills in life are more important for
building strong relationships. Seeing things from other’s perspective.
6. Compassion index test: Helping others puts one in direct contact
in other people’s lives. Compassion for those one helps has both
negative and positive aspects. The self-test helps to estimate one’s
compassion status. It also helps one to understand how much at risk
one is of burnout and compassion fatigue and also the degree of
satisfaction in helping others.
7. Self-report altruism scale: Altruism can be defined as an individual
performing an action that is at a cost to themselves, but benefits
either directly or indirectly, another third-party individual, without
expectation of reciprocity or compensation for that action.
Having super ordinate goals is important for extension moti-
vation. Exercises that bring to awareness and emphasize the need
for empowerment of the other, the larger picture, or taking into
account the whole are ‘‘Tower Building,” ‘‘Broken Squares,” and
‘‘Win As Much As You Can.”
8. In ‘‘Tower Building,” the participants are grouped into pairs or
triads. One person is blindfolded and is required to build a tower of
wooden square blocks, one over the other. The other one or two per-
sons act as helpers or leaders who are to assist in the building of the
tower. The learning is in how they help or exercise their leadership.
Does this helping activity result in making the person who is helped
dependent or empowered and confident?

360 Paul Siromani
9. In broken squares, the learning is that while one is focusing and
taking responsibility for one’s own task, one has to also be aware of
and have concern for the others in the team, and help where neces-
sary, for them to complete their task.
10. In the exercise on ‘‘win as much as you can,” the emphasis is on
cooperation—I win—you win attitude rather than a competitive,
I win—You lose attitude, as present in most games where a team
wins only when the other team loses. In a family, organization, com-
munity, or society such a competitive win–lose motivation leads to
weakening the overall objective of the whole.
11. In dealing with values, in the training, the object is to bring to aware-
ness the underlying causes for many of one’s motivation and behav-
ior which one has imbibed and practices since one’s childhood. This
can be done in three different exercises like ‘‘examining”
a. How far are our values ‘‘Full Values,”
i). Choosing: How far have we chosen our value a) freely, b)

from different alternatives, c) after thoughtful consider-
ation of the consequences of each alternative?
ii). Pricing: How far is the value cherished and how far are we
willing to affirm this choice publicly.
iii). Acting: This means doing something, not just once but
repeatedly and whether this has helped to enhance once
personal growth, or
b. Auction: Using the ‘‘action” questionnaire to get each person

to decide how much they would be willing to spend for secur-
ing the different value benefits.
c. Discovery Exercises: A third exercise can be taking up different
values relating to extension motivation such as trust, egotism,
and concern for others. And with the aid of stories looking
deeply into oneself to know how far one is giving value to it
and practicing it in one’s life, and if not, why not?
III. Diagnosing and Analyzing blocks:
1. This may be done using the ‘‘Force Field Analysis” or evaluating

using ‘‘Critical Incidents”: In the Force Filed analysis, each indi-
vidual takes up one or two important situations in one’s life and
identifies what factors have helped and what factors have blocked or
restrained the self from practicing extension motivation.
2. Similarly, each individual may write down critical incidents in one’s life
that have helped or prevented the acting out of extension motivation.

IV. Acting on the awareness/learning and preparing for change
1. Rewriting the TAT story with highest possible scores (where all the
10 factors are present)
2. Writing ‘‘Who Am I,” ‘‘what has made me what I am” (How one
has projected the self as creator/puppet)
3. From Force field analysis identify the forces in personal and orga-
nizational life which are negative and how they can be changed to
positive extension motivation.
4. Identify five main goals for your future which includes extension
motivation and where you develop collaboration
Program evaluation by participants
Given below are some of the responses of participants who participated in

one extension motivation lab facilitated by Dr Pareek and me. This was a
mixed group from the corporate, NGO, and service sectors.
My learnings from the lab are as follows:
• A deeper look into myself

• Exploration of own inclination, values, and beliefs
• Knowledge of my own extension motivation level and its implications
• Feeling good about my own extension motivation level, and humbled by
lack of it
• Need for extension in my work life as well as personal life
• My strength area
• Ways of tackling the weakness
• How specific one can be to extend extension motivation
• Beyond extension Motivation, re-inforced my understanding of other
motivation types too
• How I can utilize my extension motivational needs
• How I can implement extension motivation in my work life and per-
sonal life
• Various facets of myself in relation to my own extension motivation
• Awareness of my values and how I prioritize my values
• Importance of thinking about larger causes in my life
• How to develop linkages with myself and with larger issues
• Taking risks
• How to be more effective in my work and as a person in the society
• Changing myself the best way
• Sacrifices and collaboration are the prime for team success
• Behavioral change is possible
• Trying to be focused on my life’s goals

362 Paul Siromani
• Opening-up of more choices as to what I can do, now that I have the
time
• Change is possible, take on change
• Have high expectations and see large picture
• Remain self-motivated
• How to understand the behavior of different types of people in the
society
• Appreciate others and be collaborative
• Behavior with less power imagery is more effective
• Understanding the needs of other needy people as altruism
• A journey into the world of social service
• Power of collaboration
• Analyzing situations and overcoming blocks
• Team work
• How power can be utilized as a base for extension motivation
• How to measure different components of extension motivation
• Better insights into the social development sector
• Value clarification
• Using my inherent values to move other people and organization
• How to work when there is conflict of values
In conclusion, let me quote from the evaluation forms what some partici-
pants wrote about Dr Pareek and his facilitation:
My journey with my current profession (HR) started with your text book. It is a
pleasure to learn from you.
Great enthusiasm and dedication
Very focused approach.
Very humble.
Very candid.
Admire your facilitation skills and contribution for our learning.
Excellent facilitator: A great experience of knowing a lot about your research work
and also sharing of your views. A humble and respectful individual.
Your simplicity and erudition, moderated with care and empathy were exemplary.
You are extremely encouraging
Very alert and focused, knows what he wants to say and is not dissuaded from his
purpose.
Learned a lot from the wide range of topics covered and how effectively it was linked
to the common topic.

28 Passion for our nation:
A blueprint for India of
our dreams
Varun Arya
Let me begin by paying my profound homage and tributes to my great

teacher Dr Udai Pareek who was truly my friend, philosopher, and guide
for three decades from the time I met him as a student at Indian Institute
of Management Ahmedabad (IIMA) in June 1981 till his passing away in
March 2010.
When I was conceptualizing Aravali Institute of Management starting in
April 1999 and wrote to him about it to get his inputs, proactively he replied
to me that he would be glad to be associated with it and like to contribute to it.
He became a member of our Advisory Council and did more than full justice
to it by visiting us at Jodhpur many times, speaking in the various events orga-
nized by us, and delivering guest lectures to our students.
I was touched with his humility, agility, flexibility, encouraging, motivating,
and supporting nature—apart from his academic excellence.
Background
For the large part of the last two millennia, Indian subcontinent was a leading
global economic and spiritual power—Sone Ki Chidiya, respected and visited
by people from all over the world for education, trade, and quality of life.
However, during the last over 67 years since India became independent, its
global stature has been continuously undermined by the successive govern-
ments, because of lack of good governance.
In 1947 what we accomplished after about a century`s (1857–1947) strug-
gle was freedom only from external slavery of foreign rule—Swaraj but not
Suraj. The total transformation of India leading to its development into a role
model nation of the world has not unfortunately happened so far.

364 Varun Arya
Echoing thoughts for India of his dreams, the Father of our Nation,
Mahatma Gandhi, had said:
I would work for an India, in which the poorest shall feel that it is their country;
an India in which there shall be no high class and no low class of people; an India
where all communities will live in a perfect harmony. Women will enjoy the same
rights as men. We shall be at peace with all the rest of the world.
Reflecting on sentiments for India of his dreams, Gurudev Rabindranath

Tagore had said:
Where the mind is without fear and the head is held high… Where knowledge is free
Where the world has not been broken up into fragments… By narrow domestic walls
Where words come out from the depth of truth
Where tireless striving stretches its arms towards perfection
Where the clear stream of reason has not lost its way
Into the dreary desert sand of dead habit… Where the mind is led forward by thee
Into ever-widening thought and action
Into that heaven of freedom, my Father, let my country… Awake.
India’s global rankings: Some latest benchmarks
Being a part of global community (Vasudhev Kutumbakam), it is important

that we know, respect, and understand India’s position internationally, which is
as under on some of the critical parameters as per the latest analysis available:
Corruption Index (Transparency International) : 85/175
Ease of Doing Business (The World Bank) : 142/189
Global Competitive Index (World Economic Forum) : 71/144
Global Gender Equality Index (World Economic Forum) : 114/142
Global Peace Index (Institute of Economics & Peace) : 143/162
Human Development Index (UNDP) : 135/145
Building-blocks for India of our dreams
While there can be several building-blocks for India of our dreams, the most
important and critical ones are as under:
• Corruption free
• Equality
• Education
• Water and Food
• Health and Hygiene
• Justice
• Peace and Harmony (Law and Order)

Passion for our nation 365
• Government to Get Out of Business

• Infrastructure Development
• Merit-based Leadership and Governance
Corruption free
It is really most unfortunate that because of the unholy nexus between some
of the vested interests among netas, babus, and others, the corruption is eating
into the vitals of our society and the nation.
To get the work done in the government there have been precisely only
four ways:
1. Pay bribe whether : Around 80 percent people do this, irre-
spective of they admit it or not.
2. Exercise influence : Around 10 percent get their work done
by exercising influence over someone
who has a say with the decision-maker.
3. Court orders through court : Around 9.9 percent people get their work
done orders and if further required, con-
tempt of court cases.
4. Become nuisance value : Only a maximum of 0.1 percent resort to
sitting on indefinite fast, extensively using
RTI, going to media, taking out protest
march, etc., to get their work done.
The worst sufferers of corruption are the poorest and the disadvantaged
sections of our society since they have to often borrow or sell off their scarce
assets to pay the bribes or lawyers’ fees.
All regulatory agencies in India, without exception, are actually rent-seek-
ing bodies. Instead of ensuring the qualitative growth of institutions and our
nation and serving the relevant sections of the society, they have only been
ensuring the quantitative growth of corruption in our country. Also the per-
sons appointed to the leadership positions in these regulatory agencies are
usually arrogant, highhanded, incompetent, unprofessional with rent-seeking
as the only actual qualification. With the blind protection of powers that be
and no punitive action generally taken, these vested interests continue to work
against people and our nation.
One of the important side effects of corruption has been that the public
has been turned into beggars (surrender of self-respect) and so-called public
servants have actually become the masters. Mr N. Vittal had so rightly said
in the late 1990s when he was Central Vigilance Commissioner of India that
corruption was low risk, high-profit business.
As per a survey done a few years back, within the government, the Central
Bureau of Investigation (CBI)—supposedly the highest corruption prevention
body and outside the government, the media—supposedly the largest means
to spread the awareness, also join the corrupt in India.

366 Varun Arya
Presently while there are a number of mechanisms and methods to shield

the corrupt but there is in reality no mechanism to punish the corrupt.
There is an urgent need to have the exemplary punishments for the corrupt.
Corruption-related matters need to be taken to the logical conclusion in the
shortest possible time-frame. The assets of corrupt should be confiscated and
become property of the nation.
Equality
The Almighty or the Creator or the Nature made all of us human beings.
• With one community: Humanity and

• One common code of conduct: Human Values
Caste and religion are issues of the faith and family of birth. The govern-
ment has no role in these.
There should not be mention of caste and religion required in any docu-
ments or for any purposes whatsoever. Also the caste and religion should not
be basis for any benefits or entitlements.
One position, one pension in all organizations all over India; always needs
to be ensured.
The Pygmalion Effect as a process for removal of poverty should be
adopted.
Among the Constitutional Right of Equality Vs Reservation, we should
understand that Right of Equality is more important and sacrosanct, which
must be respected. Equality of opportunity must exist, while suitably finan-
cially supporting those without means, irrespective of caste, community, cul-
ture, gender, region, and religion.
VIP culture existing in the country is the legacy of British Raj. It is illegal
and unconstitutional and therefore, it must be abolished.
States should be formed based on the economic capability and administra-
tive viability. There is no reason for any provision to be there for special status
to any state. Political parties advocating regionalism should be banned.
Education
Purpose of education is competency-building; to realize the dreams for career
and life and not merely to give away a piece of paper as some qualification.
Therefore, education must ensure that the children are shaped as good human
beings and good citizens.
Presently in a large majority of the government schools, colleges, and uni-
versities, there is massive corruption and favoritism. There are many things
happening there except the real education.
The situation of education in most of private sectors is no better. A large
majority of educational institutions in the private sector are promoted by netas,

babus, and building contractors. With profit as the bottom-line in these insti-
tutions, shortcuts are made to somehow complete and fulfill the formality of
having the requisite teachers, learning tools, facilities, infrastructure, and orga-
nizational networking. Consequently, education here too suffers.
Because of the above sorry state of affairs, there is either Brain Drain or
Brain in the Drain. Either way the country suffers.
Educational institutions need to have the employability, empowerment, and
entrepreneurship as the defining premises. These should be supplemented with
skill development by nurturing and supporting suitable institutions on merit so
that the target of 15 crores skilled manpower is achieved by the year 2020, against
achievement of only 35 lakhs so far. In addition, we also need to have the devel-
opment of scientific temper among our people, especially the rural population.
Water and food

Water and food are among the basic necessities for all people irrespective of
the status. We need to ensure proper production, storage, and distribution of
food for all. This requires extensive revamping of present Public Distribution
System which thrives on black-marketing and hoarding.
For the above to be achieved, it is important to have the appropriate farm-
ers’ education, which should also help in prevention of farmers’ suicides. The
needs of large versus small farmers are different and both should be attended
and redressed appropriately.
Our country has over 60 percent of land as the wasteland, which alone
should be given for the nonfarming purposes such as setting up of factories,
institutions, and offices. Arable land should be strictly earmarked for farming
alone. Increasing the productivity and usage of organic farming needs to be
encouraged and supported.
The key to have availability of water on sustainable basis is to ensure rain
water harvesting by every household and organization.
We also inculcate the sensitivity among our people to stop the wastage of
water and food.
Health and hygiene

The government has launched Swachchh Bharat movement, which is a good
step. However, what is more important is to ensure the effective implementa-
tion of this plan.
While the rural India has Primary Health Centers but the doctors assigned
to these are hardly there and the medicines meant to be given free to the
patients are often sold off in the market. This needs to be corrected.
There is generally a practice among the doctors to prescribe the branded
medicines only, which are costly and there is a massive commission/margin
for all those involved. To prevent this, the doctors must be mandated to pre-
scribe the generic medicines that are economical and hence more affordable.

368 Varun Arya
Medical education has become a thriving business with donations of `50

lakhs to `1 crore generally demanded per admission, irrespective of the merit of
the student. Consequently, many students passing out are not really good doc-
tors and they are more interested in recovering their huge “investment.” Because
of all these reasons, the healthcare system suffers. Therefore, it is required to
make the medical education system strictly merit-driven as it was earlier.
There are now many ways and means available for turning waste into
wealth. These should be encouraged to be adopted and supported since these
would solve many of the problems while creating another honest income
stream for many.
Justice
India’s justice delivery system has the courts and judges but where is the jus-
tice? Many lawyers are liars and often get sold. Justice is mostly delayed which
is tantamount to justice denied. The cost of process of seeking justice is so
high that at times, one feels that justice is primarily for the rich and famous.
We have the British hangover of courts’ functioning, which has no place in
an independent India.
Government is the largest litigant, most court cases exist because of the
malfunctioning and nonfunctioning of the government officials, and generally
there is pro-government approach of the courts. There is at times violation of
laws by the courts themselves (e.g., not handicapped friendly, no suitable provi-
sion for public amenities on the court premises, lawyers’ strikes, etc.). Contempt
of court is a deadly weapon, which at times obstructs the delivery of justice.
To take care of the above, we need to have the accountability, responsive-
ness, and transparency in-built into the justice delivery system.
Peace and harmony (law and order)

Peace is the most essential prerequisite for growth and development. In view of
the police in India still being governed by the colonial legacy: Police Act, 1861,
which was meant to exploit and suppress the Indian population. Therefore,
the police of independent India continue to behave the way British Police used
to. Villagers, disadvantaged, downtrodden, and underprivileged people are
the most adversely affected by this.
There are so many legal loopholes in almost all the laws that there are
adequately available ways and means to escape the punishment. Despite
the Supreme Court judgement, genuine FIRs are not often registered and
instead false FIRs and counter FIRs are registered. The investigation system
by the police is at times based on appeasement of netas, babus, and dadas,
rich and famous by the police through collusion, connivance, conspiracies,
and corruption.
There is urgent need to thoroughly overhaul the above to make the police
as the public-sensitive and law and order-friendly without fear and favor.

Get out of business

The government has no business to be in the business. There has been adhocism:
first it was transition from privatization to nationalization, then disinvestment
of nationalized units, and thereafter again promotion of privatization.
Industry is meant to create self-sufficiency for the nation for maximum of
its needs, generation of wealth for the nation and provide employment. These
need to be achieved by prevention of monopolies and disabling the restrictive
business practices.
License Raj system is still prevailing which needs to totally go. Honest
entrepreneurship should be encouraged and supported.
Infrastructure development
Earlier the emphasis was on roti, kapada aur makan but now it is on sadak, bijali
aur pani. On the one hand, the cost of living is increasing but at the same time,
the quality of life is decreasing. This needs to be corrected.
The new government’s plans of Digital India and eGovernance can solve
many of India’s problems, if effectively implemented.
There is a lot of merit in the concept of PURA (Providing Urban-Amenities
in Rural Areas), by late Professor P. V. Indiresan and Dr A. P. J. Abdul Kalam,
which should be implemented.
In the name of Public–Private Partnerships (PPPs), Built-Operate-Lease-
Transfer (BOLT) and Tolls—there is a lot of harassment and inconvenience to
the public and also rampant corruption. When the government is collecting such
a high level of taxes then why there should be need for the public to pay addi-
tionally for the services that are entirely the responsibility of the government.
Large funds are given to MPs and MLAs in the name of local area devel-
opment, but at times these are used for their personal purposes and benefits.
There is need for effective monitoring of these schemes.
The government’s plans of adoption of one village by each MP and
development of 100 Smart Cities are good ideas, which should be effectively
implemented.
Merit-based leadership and governance

The following exist for all government positions but not for the larger gover-
nance roles:
• Background check
• Educational qualification and past experience
• Selection process
• Key Result Areas and Performance Appraisal
• Removal, reprimand, and reward system
• Retirement age

370 Varun Arya
It is of paramount importance to have the right persons in the leadership

positions for our states and the nation. Then only the transition from Swaraj to
Suraj can take place by having the right system of governance.
The essence
In the ultimate analysis, the people make all the difference. We need to have
people with a set of Core Values, who can be the role models.
Everybody talks of Fundamental Rights but nobody talks of Fundamental
Duties, which are equally important and integral part of our Constitution.
Good citizens have to be necessarily first the good human beings. As the saying
goes—attitude leads to altitude.
Spirit of enterprise and self-actualization need to be developed amongst
the people. Each citizen must constantly be adding value and also involved in
value creation for himself, family, society and the nation.
We need to again develop the passion, patriotism and pride for our nation
in all our citizens, while simultaneously inculcating the feeling of Vasudhev
Kutumbakam.
Role models
Historically, India was privileged to have provided to its population the role
models at various stages of its journey who truly believed in and actively
worked for national interest as well as nation-building—such as Maharana
Pratap, Rani Lakshmi Bai, Swami Vivekananda, Mahatma Gandhi, Sardar
Vallabhbhai Patel, Sardar Bhagat Singh, Rabindra Nath Tagore, Netaji
Subhash Chandra Bose, Sir C. V. Raman, Dhyan Chand, Dr Meghnad Saha,
Dr Homi J. Bhabha, Dr Vikram Sarabhai, Lal Bahadur Shastri, Mother
Teresa, Milkha Singh—to name just a few.
It has been truly a matter of great satisfaction for me that I have had
opportunities to closely know and work with a large number of persons from
India and abroad like Dr Udai Pareek, from whom I learnt a lot and also who
greatly supported my humble endeavors for nation-building. They are indeed
the role models and I would like to briefly profile six of them:
1. His Holiness Dalai Lama

He had visited us at Jodhpur on February 9, 2011, and I had opportu-
nity to meet him, listen to him, and spend considerable time with him.
While he is a role model for many characteristics and qualities relevant
for nation-building, I would like to highlight the few.
Our main event with him was at 09.30 am on February 9, 2011, and
to keep the time discipline, I requested him to reach at 09.25 am. He
reached at 09.10 am and then patiently waited for 20 minutes for the
event to begin at 09.30 am.

During his talk and interaction, there were some occasions when he
turned toward his assistant to ask the English equivalent of some Tibetan
word. To ensure that there was no wrong impression created, somewhere
in the middle of his talk he said that his assistant was more knowledge-
able in many areas than him but it so happened that he was Dalai Lama.
He mentioned about the continuing problems he was facing to liber-
ate Tibet from Chinese rule but spoke about the constant efforts being
made toward the cause in a nonviolent manner.
Despite his being around 80 years, he demonstrated remarkable agil-
ity and attention. He maintains extremely busy schedules and travels
extensively.
2. Dr A. P. J. Abdul Kalam
It is indeed most unfortunate that Dr A. P. J. Abdul Kalam is no more
with us. A truly great human being, he really dreamt of a developed
India where every citizen had the career and life of one’s choice, by
realizing their true potential. May his noble soul rest in peace!
I had privilege and honor to meet Dr Kalam four times. My first meet-
ing with him was in the afternoon of September 2, 2005, in his Study
Room at Rashtrapati Bhawan when he was the President of India. The
meeting was meant for just 15 minutes but lasted for almost one hour.
Dr Kalam listened attentively to my story of unending hardships, sac-
rifices, and struggles just because I wanted to establish a top quality edu-
cational institution without any compromise. He said that India needed
many more persons like me and advised me not to change myself. He
also asked me about my family. When I told him that my elder daughter
Aakansha was studying in Gargi College of Delhi University at New
Delhi but had not come with me for meeting him since as per her, she
had classes that were more important than anything else. Impressed
with this, Dr Kalam took out a card from his study table drawer, asked
me the exact spelling of her name, and gave me the card addressed to
her and signed by him to give to her.
I have met almost everybody who has been somebody in India during
the last around two decades but he has indeed been one who was con-
cerned about our country and its welfare. I sincerely wish we had a
person of his wavelength as the Prime Minister of India!
3. Maharaja Gaj Singh
Maharaja Gaj Singh, whom we respectfully address as Bapji—meaning
father figure, has been immense source of advice, cooperation, encour-
agement, guidance, inspiration, and support to me personally and to
our Institute right from its inception. He has always been available to us
whenever we needed him. He has stood by the Institute through thick and
thin. With passing of years, his role has transcended from being merely a
family member of the Institute to the father figure of the Institute.
For me personally, as I conveyed him sometimes, he has been truly
like a local guardian. It would not be an exaggeration to say that Aravali

372 Varun Arya
Institute of Management came into existence at Jodhpur and continues

to exist here today largely due to the support of Bapji. During my large
number of meetings and interactions with him over the last 15 years, it
has been gratifying to observe that he is one person who has the prog-
ress of Jodhpur and the well-being of its people closest to his heart. The
words can never suffice to express our indebtedness to him.
4. Dr Kiran Bedi
I have known Kiran Bedi for around three decades, had opportunity to
spend a day with her and family before relocating from Delhi to Jodhpur
in March 2000 and she has visited us at Jodhpur in December 2000.
She represents exceptional commitment, courage, confidence, and con-
viction in so-called weaker sex that, in reality, embodies Shakti. During
her student days, apart from being good in studies, she was a nation-
al-level badminton player. She became the first woman to enter Indian
Police Service and demonstrated her suitability for the various positions
she held by delivering exceptional performance, even at times going
beyond the normal call of duty.
In view of her refusal to compromise, as a punishment posting she
was transferred as the head of country’s dreaded jail Tihar, which is
home to over 10,000 criminals. There she carried out a number of
steps and reforms proactively which lead to historical transformation,
whereby she converted a threat to an opportunity, in recognition of
which she was honored with Magsaysay Award—called Asia’s Noble
Prize, so far the first and only police officer to get this prestigious award.
5. Professor P. V. Indiresan
Professor Indiresan, who had been the Director of IIT Madras, is no
more with us—having passed away on February 25, 2013. He was Dean
(Undergraduate Studies) of IIT Delhi when I was a student there during
1976–1981.
The real interaction with and realization of Professor Indiresan as
truly a friend, philosopher, and guide came after April 2000 when I
decided to establish a top quality management institute at Jodhpur in
Rajasthan as a model of no compromise. Right from the conceptu-
alization of the Institute, we had set ethics, equality, integrity, quality,
merit, and societal service as the core values of the Institute. We have
managed to strictly adhere to and uphold these core values without any
compromise despite many severe adversities, difficulties, and problems
faced by us. It had been possible entirely because we had the constant
advice, cooperation, guidance, mentorship, and support of persons like
Professor Indiresan.
Professor Indiresan had pioneered the concept of PURA (Providing
Urban Amenities in Rural Areas) which he firmly believed would solve
significantly India’s myriad problems. During the various discussions
with Professor Indiresan and also in his writings, he had been voicing
concerns regarding the rapid degeneration of governance and politics

in our country. As per him it was hindering the real development of our
nation to such an extent that unless some urgent measures were devised
and put in place, the political and administrative deterioration would
soon reach a point of no return. According to him such a situation may
even lead to chaos of unthinkable proportion.
6. Dr I. G. Patel
Born on November 11, 1924, Dr Patel held many prestigious positions
nationally and internationally and passed away on July 17, 2005. When
he was just 28 years, he became the youngest full professor with the pres-
tigious M. S. University in Baroda. He was Chief Economic Advisor to
the Government of India for many decades, where he worked closely
with all the Prime Ministers starting with Pandit Jawaharlal Nehru and
till Mr Atal Behari Vajpayee. He had been the Governor of Reserve
Bank of India, Director of IIMA (where later he became the Chairman,
Board of Governors—the only IIMA Director to do so) and Chairman
of the Prime Minister’s Economic Advisory Council. He was the first
non-European and first non-White to become the Director of globally
respected London School of Economics & Political Science, UK—a
post which he held for over six years.
Dr Patel had a lot of affection for me personally for over two decades
till his passing away. When he took over as the Director of IIMA in 1982
(where I was then a student), the outgoing Director Professor V. S. Vyas
(who also always had a lot of affection for me) took me personally to Dr
Patel and introduced me to him. Since then, Dr Patel took a liking for
me and had been my supporter and well-wisher. His letters to me, even
when he was Director of London School of Economics and Political
Science, were all hand written.
Despite his holding such top positions, he was an exemplary
symbol of humility and simplicity. In 1984, when from IIMA Alumni
Association’s Bombay Chapter (of which I was then the Secretary), we
decided to organize a Felicitation-cum-Farewell Function for Dr Patel
on his appointment as the Director of London School of Economics
& Political Science, he readily agreed to come from Ahmedabad to
Bombay. When I told him that we would come to receive him at the
Bombay Airport, he politely declined saying that he knew Bombay very
well and would reach on his own. I was at the portico of Taj Mahal
Hotel in Bombay to receive him. He arrived by a normal non-AC black
and yellow public taxi. When he was handing over the fare to the taxi
driver, suddenly a thought crossed my mind at that moment of time as
to whether taxi driver knew that the person who was handing over the
fare was the same person whose signature existed on the currency notes
being handed over. The noted jurist and Senior Director of the House
of Tata, late Mr Nani Palkhiwala, had presided over that function.
In the year 1999, when I was conceptualizing establishing Aravali
Institute of Management (latest Information Brochure enclosed) at

374 Varun Arya
Jodhpur in my home state of Rajasthan, I requested Dr Patel (who was

then the Chairman of Board of Governors of IIMA) to be a member of
our Board of Governors, and he readily agreed. In our very first year, in
November 2000 he visited us at Jodhpur. He placed a condition that he
would just speak to and interact with our students only and there should
not be any other event nor any public function for him. Dr Patel inter-
acted with our students and coolly, calmly, and confidently answered
in Hindi (because that is the only language our students, mostly from
rural background then, understood) questions on a wide range of topics
including currency notes, national economy, international economic sce-
nario, management education, Indian industry, Indian government, etc.
It is highly important that the stories of such persons who truly have pas-
sion for our nation are profiled in a book form and made textbooks in the
schools so that the future citizens of our country can imbibe and inculcate the
values of national interest and nation-building in themselves, so essential for
the future of India as a nation.

29 Importance of values in
civil service
Inderjit Khanna
The importance of values in the civil service is an often debated topic within
the civil service and outside. At the time of independence, the civil service was
termed the “steel frame” presumably on the grounds that it would stand firm
on matters submitted and also give fair and impartial advice to the political
leadership. Has this expectation taken a nose dive? But first, let me say a little
about Dr Udai Pareek and my relationship with him.
Udai Pareek and values
It was on July 18, 1975, that I met Udai, Professor Ravi Matthai, and
Dr T. V. Rao at Ajmer. I was then working as the Director, Primary and
Secondary Education, Rajasthan, and these three professors from Indian
Institute of Management Ahmedabad (IIMA), had come as a Working
Group set up by the Indian Council of Social Science Research (ICSSR).
Considering that the common perception was that the IIMA was an insti-
tution whose objective was to train young, bright girls and boys for taking
up jobs in the private sector, it had seemed then strange to me to find these
three professors seeking collaboration with the State School Education
Department for addressing issues related to school teachers. It was only
by and by that I realized that Udai and his other two colleagues, all three
renowned in their respective fields, were simple, down to earth human
beings who were truly interested in observing what was happening in the
rural areas and keen to address problems of the delivery system. What
started off with teachers, enlarged in scope to look at the problems of the
local people in four villages of Jawaja Block in Beawar tehsil of Ajmer
district. This then led specifically to groups of tanners and weavers. Here
began the story of Skill Development among the tanners and weavers of
the four villages of BeawarKhas, Delwara, Sargaon, and Kabra. That has
now become another story by which the Jawaja Experiment became “The
Rural University.”

376 Inderjit Khanna
From the beginning, it was clear that Udai was not only a man with great
intellectual abilities, and a great thinker but also a simple human being. A
few years later, from 1981 to 1983 when I was at IIMA, the association with
Udai was strengthened. As a primary member of the Public Systems Group,
I had innumerable opportunities of formal and informal interaction with
Udai at IIMA. Despite his own professional commitments, he always found
time to discuss matters and offer advice without ever imposing his views on
anyone.
When I returned to Rajasthan in 2000 after my second spell of deputa-
tion with Government of India, I was pleasantly surprised to find Udai set-
tled in Jaipur. Despite formal retirement Udai was now working harder than
before. He had set up office at the Indian Institute of Health Management
and Research (IIHMR), Sanganer, Jaipur. Though he was 75 by then he
would himself drive every day to IIHMR a distance of 15 km one way,
around 7:30 am and return by late afternoon. His zeal for work had not
diminished even one mite. I continued to meet him socially and at academic
gatherings where he was always in great demand but, as ever, patient and
friendly.
In 2008, I again fell back on my association with Udai. The Gita Mittal
Foundation (GMF) desired to set up centers of excellence for skill develop-
ment of youth particularly from weaker sections of society so as to improve
their employability. I, therefore, approached Udai who, without batting an
eyelid, not only agreed to chair the curriculum advisory committee but also
agreed to prepare the syllabus for the HR and soft skills module. As if this was
not enough, he also made available his flat for our frequent meetings. All this
was at virtually no cost to the Foundation. Udai worked relentlessly over about
6 months to prepare the syllabus which comprised four books, two on psycho-
logical processes and two on entrepreneurship. Each topic had one book for
facilitators and another for participants. Only Udai could have accomplished
this task in this time in such detail and so meticulously. As I watched him
during this period, I marveled at his dedication and passion for the task at
hand, even at the age of 83 years.
These days there is much talk regarding “The ease of doing business”; let
me refer to this in the context of working with Udai. Udai was 18 years my
senior in age. Yet, he insisted on being called by his first name and also calling
me by my first name. I still have a mail of his dated February 9, 2008, the first
para of which reads as follows:
Dear Inder,
I hope I can revive first-name relationship as we need to work for a long period of
time. I am taking the liberty and I hope you reciprocate.
Can there be an easier or better way of making a person so much younger

than you feel totally at ease? Quite obviously, the relationship can only flourish
and be strengthened.

Importance of values in civil service 377
Values are learnt in early years of IAS
I now revert to the topic on which I have chosen to write. Indeed, some of the
inspiration is derived from the life and example of Udai. In the 1960s, why
did we join the civil service? Partly because there were few opportunities then
in the private sector, the salary in the civil service then, and even now, was
not too bad, but above all, there was a desire to work for the people. Since
Independence was a fact not too far removed in the past, a feeling of idealism
also prevailed. Compared to current standards of higher age at entry, most of
us were around 23 years of age and were freshly out of college with no work
experience. I suppose, therefore, it was easier to knowingly, and unknowingly,
mold our minds into thinking that was value based.
Values are imbibed from mentors and examples that you see around you.
The process begins at childhood with the family and environment playing an
important role. This then extends into the school and college with teachers and
peers entering the fray as role models. By the time one is ready to join the world
of work, most values, good or bad, have already been instilled into the young
mind, but for the civil service the two-year training and thereafter the first few
years in service considerably add to, or subtract from, the values that one has
imbibed in the formative years. For us, the wars of 1962 and 1965 must have had
their impact in terms of creating a greater feeling of nationhood and belonging.
Of course, this does not mean that we have to have frequent wars only to instill
values and a feeling of nationhood in our youth and in the civil service!
What did our two-year training as civil servants teach us? It certainly taught
us to lead by example, to work for the people, particularly the poor and dis-
tressed, and to base our decisions on law and equity. I can say confidently
that neither my family, nor education, nor my training as a probationer in
service made me consider issues or base decisions on caste, color, or creed.
Unfortunately, today, I am not so sure that the civil servant will acknowl-
edge this. During our training at the Academy at Mussoorie it was frequently
emphasized to us that we must not only be honest but also appear to be honest.
The latter takes us to little things like misuse of government vehicles, accept-
ing gifts at Diwali, etc. Are these taken as serious issues today?
Let us take the issue of leadership by example. The Director at the Academy
was strict, punctual, and fully involved in the training of probationers. Our
first jolt was at 9 am on the first day. That was the start of the first lecture.
Doors were closed and those who were not inside the class room by 9 am were
given half a day’s casual leave. Next time it was a full day’s casual leave and
the third time it was leave without pay. Even in our time some probationers did
feel that this was unnecessarily harsh and even silly, but today as a common
man who goes to a government office with a grievance do we not feel annoyed
when we invariably find employees coming late to work or not in their offices
during office hours. The situation today is that we are installing biometric
machines to monitor attendance and even then a majority of employees are
reportedly not reaching office in time or not available when required.

378 Inderjit Khanna
The Director was also taking lectures himself and was fully involved in all
other extra-curricular activities such as horse riding, PT, cultural events, and
other functions. Today, as I see civil service officer’s training institutes in var-
ious parts of the country, some are without Directors, others with Directors
who do not stay on the campus and still others who take little interest in the
training of officers. In fact, the Hindustan Times of March 16, 2015, carries
a news item regarding transfers in J&K. Apparently, the Home Secretary has
been transferred as Director General, J&K Institute of Management. The
news item states that this is a much less important post. This is then the public
perception of what ought rather to be considered as one of the most coveted
and prized postings. What type of leadership and example setting can we get
in such circumstances?
Another case is that of the Director of the civil services training institute in
my home state. This post has been vacant for over eight months now. Can a
headless institution provide any leadership or instill any values into the mem-
bers of the civil service? Here, it is clearly the fault of the state government
which obviously does not attach any importance to the institution, its work, its
leader, and his role and probably could not care much about the quality of the
civil service—an unfortunately sad state of affairs.
Corruption has emerged as one of the most pernicious threats to gov-
ernance in India. There is a perception that it encompasses all spheres of
governance. The bureaucracy, being under constant glare of the public, has,
therefore, necessarily to rise much above this perception by not only being
honest but, as stated earlier, appearing to be honest. Matters such as delay in
investigation of criminal cases, delay in court cases, and political interference
result in most corrupt officials being let of the hook. These matters have to be
addressed on priority so that the guilty are taken to task, while the innocent are
not harassed. This will boost the morale of the civil service and encourage its
members to serve in accordance with the good values that they have hopefully
imbibed during their formative years.
It is easy to slide down the slippery path of unethical behavior simply
because it may seem advantageous at a particular point of time. However,
the measure of a person’s character is what he would do if he knew that he
would never be found out. The malaise of corruption can only be attacked by
examples being set at the highest level and by firm and swift action against the
corrupt officials. I think the recent results of the assembly elections in Delhi
reveal the exasperation of the people with the way in which the government
was being run and on the conduct of public servants. These results necessi-
tate action at two levels: first, swift action to punish corrupt and guilty public
servants and second for the newly elected political leadership and all elected
representatives to set the correct example to the civil service which, in turn,
will percolate down the line. Obviously, there is a great sense of hope among
the people and we should not lose this opportunity.
The XI Plan document correctly states that some of the values that the
civil servant should be mandated to reflect and follow are objectivity, integrity,

neutrality, dedication to public service, transparency, exemplary conduct,

accessibility, and efficiency. No doubt, each value is necessary, but it is only the
sum total of these values which will make a difference. I recall a conversation
with the Chief Secretary of a state about 20 years ago. Reflecting on the qual-
ity of officers working with him, he said that he had three types of officers.
Some were intelligent but with doubtful integrity, some others had integrity
but no initiative and only a few had the quality of integrity and that of doing
hard work. Some may question this somewhat simplified analysis, but in the
overall it is not far from the truth today.
The basic objective of governance is to provide well-being, comfort, and hap-
piness to the people. This can be done when those who are entrusted with the
responsibility to govern do so with a sense of responsibility, in an environment of
transparency, exhibiting a culture of accountability and as people with integrity.
For this to become somewhat achievable, we must start with a fair and honest
recruitment process. Recruitment has to be based on merit and young per-
sons who can be groomed through a rigorous training process and who should
then be placed according to their academic qualifications, aptitude, and expe-
rience. A square peg never fits a round hole. We hear and read about corrup-
tion in recruiting institutions like Public Service Commissions, Staff Selection
Commissions, and other such bodies. To start with, therefore, such bodies must
only be manned by persons with impeccable personal integrity and, of course,
outstanding professional expertise. There cannot, and should not, be any poli-
tics in the process of appointment of persons to such recruiting bodies.
The “boss” has not only to provide leadership, but has to encourage and set
an example to his subordinates. Much too often we find that the ‘‘boss” is either
too engrossed in his own work, or overwhelmed by pressures of work such that he
finds no time to guide the juniors and subordinates. They therefore tend to drift
along themselves. This has to be corrected. ‘‘The boss” must mentor his juniors.
Here is some free advice to the young officers. For their personal work
they should themselves regularly visit government offices like the municipal-
ity, urban authority, electricity office, water works, transport office, the hospi-
tal/dispensary, bank, etc., and experience real-life situations. This should be
incognito. Only then will they realize what difficulties a common man has to
face. Hopefully then, they will respond differently to people.
Three periods of values
I have often looked at the period of the last 68 years, since Independence, as
being divisible into three subperiods. The first is that of the 1950s and the
1960s. In this period, notwithstanding the holocaust of partition, there was
euphoria due to independence, of idealism and of willingness to sacrifice. This
pervaded the political class, as also the civil service. The country went through
three wars—the Chinese aggression of 1962, and the two wars with Pakistan
of 1965 and 1971. Each event made people of this country more conscious of

380 Inderjit Khanna
their duties and certainly less demanding in terms of their rights. The nation-
alist spirit was high on the agenda, while the materialistic trend was far from
the forefront. As a consequence, the values imbibed by the younger gener-
ation of that time were presumably of a higher order than those of today.
The parents of that period having been witness to the freedom struggle were
naturally made of “sterner stuff ” and this must certainly have been passed on
by them to the children of that period. The generation that grew up in this
period during the 1950s and the 1960s carried along with them values of that
relatively higher order into their work life. This helped them to perform their
duties in a relatively better manner.
The second period is that of the 1970s and the 1980s. During this period
the country witnessed the Emergency. Things changed, certainly not for the
better. The civil service was not isolated, rather, it was to an extent affected by
this jolt. Another event that comes to mind relates to the public “firing” of the
then Foreign Secretary by the then Prime Minister. That Foreign Secretary
resigned the same afternoon. Can the civil servant of today take such a deci-
sion or have we gone to the other extreme of being weak, spineless, and of
lobbying for postretirement jobs? If the latter, what example are we setting for
our juniors and are we not then compromising our own position and office in
the “twilight” years of our service.
The third period is that of the 1990s and the first decade and a half of
the 21st century. It started with the economic crisis, and saw the rise of caste
considerations and also the emerging importance of regional parties. The lib-
eralization on the economic front may have resulted in some people moving
up the ladder, but the race for materialism has certainly resulted in people
choosing to “cut corners” to move ahead in the material rat race. In the pro-
cess, the attitude has changed from one of nationalism and idealism to one
of materialism, individualism, selfishness, and to “hell with the rest.” In such
a scenario values are often ignored, forgotten, or conveniently lost sight off.
Where, in fact, the civil service should have been standing firm on issues, it has
rather tended to bend backward.
Let me cite two very simple examples from everyday life to show a deteri-
oration of standards and values over the years. During the 1950s there was a
respect for the authority of law. I recall that after dark, riding a bicycle on the
streets of Delhi without a lamp would invite the street constable to stop you
and deflate the cycle tires. Instant punishment, with no recourse to appeal.
Today, we see constables at cross roads and yet people merely drive through
red light traffic signals. Recently, I saw a man in Jaipur driving a two wheeler
past a red light signal with his child on the pillion seat. There were three con-
stables standing in one corner who ignored the happening. Trivial one might
say but what is the lesson being passed on to the child—“I couldn’t care a
damn for the law.” Is this the example parents should be setting to their chil-
dren? I should think not, but this is the reality of today.
Yet another interesting and fairly recent incident needs to be related. A dear
friend was driving his car through an important crossing having right of way

due to the green light traffic signal. A young boy driving a two wheeler came
from his right, ignoring the red light signal, and hit his car. When my friend
got out and tried to reprimand him, the young boy retorted “just because
you have the right of way due to the green light signal, does that mean that
you will run over me?” What values are these youngsters growing up with? In
the ultimate some of them will join the civil service, starting with these very
values—a somewhat sad state of affairs.
Yet another recent incident, on April 1, 2015, while I was traveling by a
bus from Delhi to Jaipur we stopped at mid-way for a 15-minute break. At the
billing point of the food counter I found a young boy aged around 20 years
suddenly come from my left, thrust out his hand with the money and order
his meal. When I asked him to join the queue he retorted rudely asking, why
was I being impatient. I responded that it was he who was being impatient and
inconsiderate. During this brief dialogue the middle-aged lady standing behind
me saw her opportunity, came forward, and ordered her meal. What upbringing
does this reflect in these two persons, one generation apart? The boy obviously
could not care a hang for systems and procedures and was only interested in
having his own way. The lady, one generation older, was looking for an opportu-
nity to cut corners. This is one of many examples that one comes across today.
It indicates deterioration in standards, upbringing, and values. From among this
group of people will emerge the members of the civil service. That being so,
what values can we imagine will percolate into the civil service? Needless to say,
we need people with better values than this in the civil service.
Value-based early years in civil service
Let me now go back in time and share two experiences while I was the Collector
in the district, during the 1970s. Communal incidents are always sensitive and
difficult to handle. They can prove embarrassing to the Government and create
awkward situations for civil servants, particularly those working at the field level
in the districts. Invariably, such incidents occur without advance notice and
therefore require immediate, mature, and effective response. The first incident
relates to the year 1972 when I was posted as the Collector in the Banswara dis-
trict in Rajasthan. Around March 22, the superintendent of police (SP) informed
me that since the previous day, a girl aged 4 years, belonging to the Nagar com-
munity, was reported missing. Immediately, there were rumors and rumblings
converting the incident into a communal one. Not only was this possibly due to
inherent mistrust between the two communities, but such feelings were probably
aggravated due to the presence of two very senior leaders, of all India stature,
of each religious community at that time at the district headquarters.
Additional police force was sent for and arrived from Udaipur early on
23rd morning. The situation was extremely tense with allegations against the
police and rumors that the girl had been sacrificed. Large crowds had col-
lected at various locations, but the police arrangements were adequate, yet

382 Inderjit Khanna
we had to ensure that under all circumstances peace prevailed. Fortunately,

around mid-day the body of the girl was found in a well that was near her
house. Even then taking her body out of the well and having the post-mortem
conducted was not an easy task, because thousands of people had collected
and were still making allegations that she had been thrown into the well after
being killed. The family and public refused the post-mortem being done
by the Government doctor. We therefore arranged a doctor of the family’s
choice, one from the neighboring mission hospital and another well-known
doctor. They were clearly and firmly told that the post-mortem should be fair
and reflect the correct cause of death. Their report revealed that the death
was clearly the result of drowning. Firmness and impartiality were probably
responsible for maintaining the peace and resolving the issue. In the evening,
I had separately called on each of the two religious leaders to apprise them
formally of the outcome of the matter.
The second communal incident relates to the year 1974 when I was posted
at Bhilwara, as Collector. Pur is a suburb of Bhilwara situated about 10 km
away. The issue related to a particular location at which each of the two
communities had their religious building. The dispute had been going on for
many years and would create tension whenever a religious festival of either
community occurred. In October 1974, Id-Ul-Fittar was on Friday, 18th and
Dushera on Friday, 25th. The proximity of these two festivals naturally made
things more difficult. While adequate security arrangements had been made
for the Id festival, around 10 am on 18th I received a phone call from the Sub
Divisional Magistrate (SDM) who was camping at Pur that there had been a
clash between the two communities and that the mosque had been desecrated.
The SP and I, along with more force, reached Pur by 11:00 am. The situation
was very tense with groups of persons standing in the streets around the dis-
puted site. We first distanced them from each other and then slowly got them
to disperse. Once tempers calmed down, we imposed orders under section 144
CrPC around mid-day.
Returning to Bhilwara by around 1.45 pm, I informed the Chief Minister
of the situation. Even at that time communication was so fast that by then a
delegation of the Muslim community had already met him. Around 5 pm we
returned to Pur where, by then, the situation was quiet, but tense. Some loud
speakers had been started but we got them put off. A deputation of Hindus
had met us at Pur. Twelve cases had been registered. The SDM, driver, 7 con-
stables, and about 20 others were injured, of whom 3 were hospitalized. We
visited them, having returned to Bhilwara by around 9.30 pm. For the next few
days, a number of visits were made to Pur and many rounds of dialogue were
held with different persons of various groups.
On the afternoon of October 21, at the request of some persons, the SP
and I went to Pur to try and resolve the issue. After discussions with the local
people, finally a decision was reached to dismantle both structures and make a
vegetable market at the disputed site. Both communities were to be given new
sites elsewhere to establish their respective religious buildings.

The next day 22nd at the district headquarters there were protests from
students and public at large against the decision taken in the previous eve-
ning at Pur. We again went to Pur in the afternoon of 22nd along with some
public persons from Bhilwara who had been protesting against the decision
taken yesterday. Discussions were again held with the local residents who were
firmly of the view that the decision taken on the previous day should stand.
Immediately thereafter dismantling work started and went on through the
night. Some students of neighboring Gangapur did stop buses, but the SDM
was sent to resolve the issue.
On 23rd afternoon we returned to Pur and held a meeting with the local
people. By then the work had been completed. We were happy that through
repeated dialogue with both communities and different sections of the society,
perseverance and firmness, an issue that was recurring repeatedly on year-to-
year basis was finally resolved. The media also came forward with reports that
a long-pending communal issue had been resolved through the efforts of the
Collector, SP, and local administration.
An article by Julio Ribeiro, of the Indian Police Service (IPS), in the Indian
Express of October 5, 2013, provides interesting reading. He observed that
today’s probationers possess better knowledge than we possibly had when we
joined service, he in the fifties and we in the sixties. True, but he also states
that what really differentiated us from today’s entrants into the service were
values we cherished and the greater accent on justice and integrity. He further
rightly observes that the menace of corruption has affected all government
services in our country and that the root cause is political corruption. These
views and the thoughts that I have stated earlier indicate a level of decline in
standards of the civil service over the years. The contrary is what is necessary
and expected through proper values in the civil service today.
Another major reason for the decline in standards of public servants is that
of a crisis of character and the following values. This has pervaded society as
a whole, the political class, as also the civil service. The latter are very much
part of that society and environment and, therefore, they are also prey to this
fall in general standards.
How do we reverse the decline?
Is there a possibility of reversal of this trend? Not being a pessimist I would say
that this is possible but it is a long and difficult road ahead. Common knowl-
edge is that bringing down a structure takes little time, but re-building the
structure always takes much more time. Acknowledging that over the last 68
years there has been a fall in the value system in society in general, and within
the civil service in particular, where do we begin? The start has necessarily
to be with the leadership. In a democracy the leadership is provided by the
political elements. That being said, the other responsibility is that of the family
and then from within the education system. Children spend 15 to 20 years in

384 Inderjit Khanna
this system and a fair share of their waking time is spent under the care of the
teachers. A heavy responsibility, therefore, rests on the shoulders of the teach-
ers. Just like the politicians and the parents, the teachers must not only be good
leaders but also set proper examples to their wards.
Let me now look for the silver lining in the context of the future by relying
on recent examples, three from officers currently in the civil service and one
of a 10-year-old child, reflecting hope for the future. The first example is an
experience of an Indian Administrative Service (IAS) officer as Collector of a
district in western Rajasthan some 10 years ago. It is common knowledge that
in a democracy both the political executive and the permanent bureaucracy
should work in tandem for a common cause. This Collector faced a powerful
minister who was known for his strong arm politics and patronizing elements
in the government to perpetuate crony culture. As Collector it was his duty,
however, to ensure that the rule of law prevails and the loyalty of the per-
sonnel is wedded to the government in public interest. His value system had
taught him not to tolerate indiscipline and wrong doings, come what may.
There was, however, a revenue functionary who was very close to the minis-
ter. He would care less and indulge in all kinds of activities undermining every
single authority in the district. No one dared to discipline him but accepted
humiliation at the hands of this junior official. There were very serious com-
plaints against this official, but they were ignored. The Collector knew that
any action taken against the functionary would evoke an immediate reaction
from the minister. Quite obviously, he had to be doubly sure that once he
took action it would stand the scrutiny of law and that he should not be put
into an embarrassing situation or be compelled to withdraw such an action.
Therefore, he drafted and issued a suspension order giving details of almost
10 serious charges.
As expected, the minister got furious and brought much pressure to revoke
the suspension. He also tried to malign the Collector’s reputation through all
possible means and is apparently still doing the same whenever he gets a chance.
Fortunately, the minister could not muster much support from the public. He
tried to get relief from the courts, but there he was rebuked because of the
details contained in the suspension order and, in fact, the delinquent official
was ordered to cooperate in the enquiry. Indeed, in future years the Collector
has lost some opportunities of better postings because the minister ensured that
he did not move to such positions. Though this officer does feel that compro-
mising and being pliant is slowly but steadily becoming the order of the day;
nevertheless, he is proud that he did not budge and still holds such values close
to his heart. That is, indeed, what is required from every civil servant.
The second example is the one taken from a news item in the Rajasthan
Patrika newspaper of July 7, 2015. This news item states that a young officer
of the IAS picked up a young girl, who lay bleeding on the road having been
knocked down by a speeding motor-cyclist, and took her to the hospital. Other
bystanders there just watched, each one asking the other to send for an ambu-
lance or the police, to take the injured girl to the hospital. At the hospital the

officer, not having initially disclosed his identity, was subjected to considerable
questioning and humiliation, but finally the girl did get medical attention. This
act of a good Samaritan does stem from good upbringing, good education and
reflects an individual who has compassion for those in distress and certainly
values to follow. I have checked the background of this officer. He hails from
a rural area, has been educated in Government schools, and his parents were
teachers, his father subsequently having moved to the police department and
retired as an additional SP.
The third experience is that of a young officer from the Rajasthan
Administrative Service. In 1992 when he was SDM in a district, the district
was backward in comparison to other districts in the state. The population
of scheduled castes was quite high. As is known, they are generally a very
low-income group and are by and large landless. In the years from 1968 to
1970, considerable government land was allotted to these landless families, but
the possession was not given to them as other powerful persons of the village
had encroached on the said land and they were not willing to vacate the land.
These allottees raised their demand for possession of land at all levels, but no
one was willing to resolve the issue. The young SDM took up this as a chal-
lenge, surveyed the land, spoke to representatives of the political parties, and
arranged for adequate police force. While efforts were on to give the allottees
possession of the land, the powerful persons made many attempts to intimi-
date the allottees by resorting to firing in the neighboring fields. However, the
young SDM persevered. Ultimately, all the land was vacated and the posses-
sion handed over to the allottees. It was ensured that the ensuing crop was
sown by the allottees. A clear case of, where there is a will there is a way.
Another example is from Delhi. Recently, a mother and her two children
(aged 10 and 5 years) were shopping and a particular toy, said to be in great
demand, was bought for each child. Another lady, a stranger to this family, who
happened to be shopping in the same area came to them and enquired where
they had got that particular toy. She said that her son was shortly going to
celebrate his fourth birthday and he had been requesting her for this toy also.
Immediately the elder of the two children came forward and offered her toy to
this lady to give to her son on his birthday. The lady was considerably surprised
to find this young child so willing to part with her toy to a total stranger. The
mother of this 10 year old was herself surprised that her daughter so willingly
parted with this toy that she had been wanting for quite some time. Clearly,
this 10-year-old child had already imbibed the value of sharing, of being ready
to give rather than to receive. Obviously, such a quality could only have been
imbibed through examples at home and at the school. The hope is that as the
child grows and moves into the world of work, such values will not be lost on
the way, rather more such values would be added to her personality.
These four examples, three of presently serving civil servants and one of a
10-year-old, do give reasons for hope in the future.
To conclude, in the context of values in the civil service there are many
areas to address but I would mention only a few. Training, both induction

386 Inderjit Khanna
and in service, has come to be severely neglected over the years. The age of
entry to the civil service has also been increased from time to time and this
has adversely affected the character of the service. On a recent visit to the Lal
Bahadur Shastri National Academy of Administration at Mussoorie, I was
told that the current average age of probationers was around 29 years, and
some were as old as 35 years of age. Such persons generally would have set
notions on many, if not most issues. Inculcating fresh ideas and values into
their minds is obviously an uphill task.
Tenures are also far too brief in most cases, with the result that officials
rarely have time, to make any impact. Posting and transfers today are the result
of a high order of political interference. There is also normally no system to
reward or punish. Once one enters the civil service one can safely move to
the top of the ladder even without working, so why work at all? Punishment is
rarely heard of and is far from swift. The investigation in cases of corruption is
prolonged and the cumbersome legal procedures do not instill any confidence
among the public that delinquent civil servants will be punished.
All these are aspects that may sound trivial, but are imperative to implement
if this decline in values has to be arrested and reversed. Coupled with this is the
dire need for correction among the political class. They have to lead by example.
The above would indicate that there has been a fall in standards and values
in our country over the last 68 years and this has percolated from the society
right down to the individual. The civil service has neither been protected nor
excluded from this process. However, it cannot be denied that good values are
necessary in members of the society and, so also, among members of the civil
service. Obviously, this will require perseverance and a lot of effort but that
is unavoidable if we wish to have good governance. I can only conclude with
two lines of the hymn “Abide with me” which was one of Gandhiji’s favorite
hymns. These lines are “Change and decay in all around I see; O thou who
changest not, abide with me.”

30 Dilemma of industry–
academia interface:
Will the twain ever meet?
Aquil Busrai
The need
Indian economy is facing a paradox. On one hand, there is a rapid industrial

growth that calls for skilled and experienced workforce. On the other hand,
there is a challenge in quality of talent that is entering the talent pool. The
momentum that the economy has gathered will keep it moving for few years
but in long term, there is a danger of talent mismatch to fuel further growth
or even maintain the current growth pattern.
The root cause of this dilemma lies in a lack of interface between the
industry and academia. Neither of them has fully understood and addressed
the issues and challenges facing the other stakeholder. Consequently, size-
able number of so-called “qualified” engineers or business managers are
entering the employment market each year but in reality a large percentage
of this talent pool is not ready for immediate deployment by industry. This
leads to additional cost in retraining the talent, hired presumably with the
requisite knowledge. Besides financial costs, it also questions the credibility
of the academic institutions from where these talents are hired. This dichot-
omy affects the very growth pattern and confidence of investors and also
creates a misconception that the academia world is isolated from realities
of business.
Global experience
In my four-decades experience in Human Resources with blue chip orga-

nizations like Unilever in Kenya and India, Motorola in Asia Pacific, Shell
International in Malaysia, and IBM in India, I have had the privilege of
having a ringside view of the talent market. The story of gap between what
is “produced” by academic institution and what is “needed” by the industry

388 Aquil Busrai
rings a similar bell in many Asian and African countries. Though in Europe
and Northern Americas there is some evidence of connectivity and relevance
between curricular designed by academia and its application to industry
requirement.
The interest in this subject started more than two decades ago when I was
involved in talent acquisition in large numbers, across various geographical
locations spread over several countries. In some instances, the frustration of
not getting the “right-fit” was detrimental to growth plans of the organization
and stunted expansion plans. Honestly admitting, at that stage of my career,
this frustration was selfish and reflected my discontentment only from my very
own perspective of not getting the right number or quality of talent. I had
missed the bigger picture of how this could be changed. Two decades was
sufficiently long time for me to introspect and realize that lot could be con-
tributed to increase the collaboration, not merely to improve the hiring intake
but—more importantly—increase the quality and caliber of the talent pool in
India for sustainable advantage.
Having had personal experience of hiring significant number of fresh
talent from various institutions in India as well as academic institutions in
Asia Pacific countries and also UK and USA, I have been fascinated by the
positive impact a well-crafted curriculum has on the talent that is produced
by the academic institutions. At the same time, I have been perplexed by the
detrimental impact and the lost opportunity that an ill-designed or irrelevant
curricular has on the quality of the talent that enters the employment market.
It serves no purpose to blame any of the two stakeholders—academia or
the industry—for the above dilemma.
World of academia has rich knowledge and abounds in high-value con-
cepts. Most of them are strongly committed to share this very strength with
the student community they interact with. Industry needs basic talent with
high-quality knowledge and is thirsty for conceptual perspective to many busi-
ness issues. Yet, both are at seemingly cross-purpose.
Reasons for the disconnect
The predominant reasons for disconnect lies in the fact that there is lack of
interface between the industry and academia. Most industry practitioners visit
the academic campuses at what I call the “harvest time”—time to recruit. For
many it is the only time they have had any dealings with that academic body.
After going through the recruitment process, many are highly critical of the
quality of the students they have interviewed and even the subject matters
they are taught. Most of these executives who express these views have never
thought of offering their opinions and expertise to the academia during the
year, which would help in reshaping the curriculum. Nor have they offered to
work with academicians to discuss the change the industry desires and how
they will participate to facilitate in that change process. Pontification by these
executives has further alienated the academia from industry.

Dilemma of industry–academia interface 389
Many in academia, in their own wisdom, have chosen to cloister them-

selves with the set idea of teaching what is predetermined in the curriculum,
irrespective of its relevance to the needs of the industry. Many have very lim-
ited exposure to a real-life business scenario. Even those who have had indus-
try exposure have not made efforts at self-renewal and kept abreast with the
dynamics of change that is occurring at such a rapid pace in the industry,
marketplace, government policy, and global economic balance.
Admittedly, the above observations are somewhat generalized and do
not apply to many enlightened academicians and industry practitioners.
There is also strong evidence wherein industry leaders have taken initia-
tives to mold academic institutions to deliver on what is relevant to industry.
And there are also academicians who possess first-hand knowledge of the
impact that their contribution and knowledge can have on industry. Having
said this, it is critical to note that these observations are not merely casual
commentaries. They are presented to highlight the purpose for which this
research study was undertaken.
Some research results
In order to delve deeply into this fascinating world of contradiction, I under-

took to do serious research—first of its kind to examine industry–academia
interface—for my doctoral thesis. Four plus years of studying the dilemma
from inside the system provided valuable insights and helped me to understand
the reality with empirical evidence and data. This research study was an inter-
esting journey, especially for a practicing professional manager like me who
had secretly wished in younger days to join the ecstatic world of academia. The
genesis of the research was to determine whether there exists sufficient and
genuine collaboration between industry and academia. And whether such a
collaborative exercise impacts the quality of the end product—the talent pool.
The framework of this research was to study industry of different size and
varied product ranges across geographical locations. The academic institu-
tions studied included management and technical stream and covered premier
as well as smaller and upcoming institutions. The aim was to clearly determine
the current status and gaps, if any, in the collaborative efforts.
Many organizations have claimed participation and involvement with aca-
demia. Similarly, many academic institutions have also claimed close working
relationship with industry. Care was taken to ensure that the stated intent and
practice was verified with empirical data and evidence of such collaboration.
Special emphasis was laid on determining whether such collaborative efforts
were at all relevant and whether it impacted the output.
Meeting various stakeholders face to face to get the right perspective was
important part of the process. To accumulate live examples and demonstra-
tion of collaboration in practice was also important. Meeting student com-
munity and recruiters in large numbers provided that most essential litmus
test whether what was claimed as collaborative efforts was in fact producing

390 Aquil Busrai
the right and desired results; and whether the fit between skill and knowledge
required by industry was actually being provided by the academia.
Studying best-in-class practices of academia involvement in many organiza-
tions was a refreshing reassurance that the partnership has potential to be further
strengthened. High level of awareness of what the industry needs, in minds of
many academicians was also indicative of the sustainability of this partnership.
The entire exercise of systematically collecting information, data, and
interviews with various levels of practitioners and thinkers and critical anal-
ysis of various initiatives has provided deep and real knowledge. This was
further strengthened by a verification process. Researching best practices and
understanding practical issues in executing desired initiatives was rich learning
experience and provided that much needed grounding to make this research
study both intellectual and practical.
All data and claims were verified to ensure authenticity of the study. The
study was not restricted to merely determining the current state but also to
understanding the aspirations and views of industry practitioners and acade-
micians for going forward. Ideal situations that would benefit India Inc were
kept in mind during interactions with the stakeholders so that this study tran-
scends from being a mere academic exercise into something more evolving
that could shape the future of industry–academia interface and collaboration.
Our research study confirmed that over 42 percent of respondents from
academia felt that the sole purpose of industry–academia interface was to
procure better placement for students. Nearly 31 percent felt that industry
academia collaboration was sufficiently demonstrated with executives visiting
campuses and addressing students. Thirty-nine percent of academician felt
that summer internship was sufficient to get insights into industry practices.
Less than 6 percent were excited about the prospect of taking sabbatical and
working in industry.
Even on the question of relevance of curriculum to the current requirement
in industry, we observed some serious disconnect. Two of the ten IT-related
engineering schools that we studied were still teaching Cobol and Fortran.
When questioned about the relevance of these subject matters in today’s
times, we were offered an explanation that “strong foundation” was a must for
students. Those shaping the curriculum had missed a whole generation of IT
evolution and thereby rendered their program defunct.
Reaction from industry woefully, was no different. Forty-seven percent
of industry respondents felt that visiting campus and meeting students and
faculty for an evening of interaction was adequate contribution to industry–
academia interface. But 38 percent felt that agreeing to take summer interns
was adequate contribution to build that collaboration. Less than 2 percent
acknowledged that they had either skills or inclination to sit with academic
experts and help redesign the curriculum framework. Just about 1 percent of
industry respondents felt it would serve any useful purpose to take sabbatical
and spend 3–4 months in an academic institution helping them with curricu-
lum content and also delivery.

It was therefore not a big surprise to note that 41 percent of students inter-
viewed felt that visit by industry executives to address student community or
take sporadic classes was sufficient evidence of interface. Over 47 percent stu-
dents in first-year MBA schools felt that industry sponsorship of events like
Marketing Fair or an HR Conference was sufficient to conclude that collabo-
ration was high between Industry and Academia.
Above evidence clearly indicates that Industry and Academia need to realize
the importance of mutual interdependence and create platforms where both get
an opportunity to interact and appreciate each other’s potential to contribute.
Some positive experiences
Many organizations have committed themselves to participate in the process

of actively engaging with the academia world as part of its corporate respon-
sibility. They have set aside resources to facilitate growth and improvement of
academic institutions. These resources extend beyond financial assistance and
include providing research facility, access to corporate data, and opportunity
for project work that provides real-time knowledge of the industry. Several
organizations, in technical domain, have shared technical breakthrough with
academicians and have also invited them to join in cocreating future course of
action. Others have provided valuable access to practices and processes, which
in turn has given insight to academicians on the efficacy of conceptual work
they have researched. Providing assignments to students has been a single most
significant contribution to create that essential connects with real-life world
of the industry. Such assignments, be it of few months or even longer, have
shaped the minds of students in realizing the gap between what is acquired
from the academic domain and what is applicable in the industry space. Many
academicians have done an outstanding job of guiding the students during this
industry exposure phase to examine industry issues and correlate them with
theory or concepts. In return, they have also increased their own knowledge
of current industry practices and have embedded the same in their repertoire.
Notable academicians have redefined existing practices and the accepted
wisdom by challenging its validity and relevance. This has often resulted in
path-breaking change of direction in the way we work. Such seminal work has
impacted the industry in very significant manner and has changed the course of
action for the future. Industry has applauded and embraced such contributions,
being fully aware that practical experience is no substitute for strong conceptual
framework. Both must coexist if that magical breakthrough is desired.
Way forward
In order to recapitulate with ease, I have a simple acronym to offer—C A R E,

where C stands for conceptual and theoretical knowledge; A for application of
that conceptual framework; R for relationship of mutual respect and dependency

392 Aquil Busrai
that must be cultivated between Industry and Academia, and E for enduring or
long-term collaboration between the Academia and Industry.
Academicians are strong in concept they should then partner with Industry
leaders to examine Application angle of that conceptual knowledge. For
example, Professor Govindarajan of Tuck Business School served as General
Electric’s first Chief Innovation Consultant and Professor in Residence from
2008 to 2010. While working at GE, Govindarajan co-authored a paper enti-
tled, “How GE Is Disrupting Itself ” with Chris Trimble and GE’s CEO Jeffrey
Immelt. “How GE Is Disrupting Itself,” which introduced the idea of reverse
innovation.
Industry leaders are naturally inclined more toward Application but they
need to open their mind to Conceptual input that they can obtain from their
academic partners. Relationship can be built and strengthened by Industry
leaders taking time off from daily humdrum of shop floor and office and
imbibing the atmosphere of campus. While in the campus, they should seek
to acquire fresh and state-of-the-art knowledge and concept on issues they are
facing or likely to face in industry. Duration of such an arrangement will be
circumstances specific.
Similarly, academicians should opt for sabbatical and spend quality time
at industry and the market place. This will give them valuable insights into
realities of business and fluctuating business life cycle. Academicians from
institutions like the IIMs took a break from their professorial responsibilities
and ventured out to work in industry. Professors from IIMA are known to
have worked for short or long periods of time inorganizations like the Bharat
Earth Movers Limited, Infosys, Titan Industries, and the like. This is quite a
known practice in B-schools abroad where close collaboration exists between
academia and business. Professor Nirmalya Kumar, a Professor of Marketing
at the London Business School, joining the Tata Group as a member of the
Group Executive Council is another indicator of the interface.
Another pragmatic approach is through a process of a Task Force con-
sisting of both Academicians and Industry practitioners working together on
a common issue and finding a solution that is both conceptually strong and
practical to implement. Power of such partnership is obvious. True relation-
ship can be built if such task Force works jointly on live issues facing the indus-
try. The HR Committee on Public Sector Banks appointed by the Ministry
of Finance (popularly known as Khandelwal Committee) consisted of both
practitioners and academicians associated with IIMA and IIT. The compe-
tency model developed jointly by National HRD Network, XLRI, and CII
is a joint effort of Industry and Academia. The only unfortunate part that
blocks institutionalization of such work is the tendency on the part of both the
academic leaders and industry leaders to make them personalized and their
reluctance to share with the rest of the community in their own institutions.
Professional bodies however can play a significant role in having MOUs with
academic institutions rather than individuals include a dissemination clause.
The government cannot be a mute spectator in addressing this dilemma
arising out from gap in industry–academia interface. It would be essential

for the Government to initiate forming a tripartite body of Academician,

Industry practitioners, and Government officials connected with education
to meet together every three or four years and review the relevance of the
curriculum offered to validate its relevance to changing needs of the industry
and also to keep in tune with the technological evolution. This will ensure that
what is offered by the academia is in line with what is required by the industry.
Industry could play a significant role in this journey by encouraging few
interested managers to pursue PhDs in subjects relevant to industry. Even a
sabbatical to managers interested in exploring conceptual solution to busi-
ness issues could be a breakthrough. Sponsoring such scholars will bring
academia closer to industry and open up new vista of collaboration with
the academic world. The work done at the Academy of Human Resources
Development (AHRD) is noteworthy in this aspect. AHRD initiated a
Doctoral program for practicing managers with an interesting design of
their having to spend six weeks at a stretch to times to learn theory followed
by writing papers and ending up with a Dissertation for Doctoral level fel-
lowship. The program with the help of XLRI has graduated over 25 candi-
dates in a few years time and most of them progressed well in their careers
including taking up academic assignments.
In addition, small actions can go a long way to build the connect. There
is increasing need to connect research with practice. Topic selection for PhDs
based on identified needs of the industry or a particular corporation can help
the process. PhD. on peripheral subjects does not help anyone, except the candi-
date to qualify for appointment or promotion. For example, the Doctoral work
on Industrial Relations in Bank of Baroda by Dr Anil K. Khandelwal was facil-
itated by the bank itself as a priority area. Dr Khandelwal who later became
its Chairman and Managing Director acknowledged that the Bank’s commit-
ment helped him to have access to higher echelon of management. Eventually,
the research insights helped him to carve out a new paradigm in IR. As CEO
he acknowledges to have initiated many reform processes. Mr H. N. Arora’s
work on leadership was facilitated by Escorts and led to the discovery of val-
ue-based HR interventions yielding greater results. The support provided by
L&T, BEML, Madura Coats, etc., helped Mr Nagabrahmam to discover how
innovations in HRD or MBO are determined more by departmental leadership
than organizational leadership. The facilitation given by State Bank of India
leads to many Doctoral dissertations in pioneering institutions like the IIMA.
Organizations need to sponsor managers for PhD. programs and this itself will
be useful in bridging the gap and create a pool of manager scholars which is so
necessary for the ambitious India.
On the part of academic institutions, industry experience for faculty should
be considered a plus in his career growth. The problem with our academic
institutions, at least with some better ones like IIMs, is that most faculty mem-
bers are interested in consultancy projects than in soiling their hands with
the actual problems. Currently, there is no incentive either. It is interesting to
note that in recent times some of the IIMs like the one at Ahmedabad have

394 Aquil Busrai
started inviting practitioners from industry to take up term appointments as

Professors of Management Practice. This is a step in the right direction.
Will the twain ever meet?
All that has been described about the partnership and collaboration between
academia and industry practitioners must have one incontrovertible objec-
tive—that of producing high-quality talent that will add value to industry.
This will be achieved only when quality and relevance of education imparted
produces talent that will be germane to the needs of the industry. To facilitate
movement to this new orbit—industry will have to abandon its hallowed perch
and identify itself with the issues and challenges faced by academia and prof-
fering a platform where industry participation in shaping the curricula and its
delivery becomes a shared responsibility between the industry and academia.
Such collaboration has to be consciously sustained over a long-term period
failing which it will result in a mere ad hoc and sporadic activity, which is
unlikely to generate any positive impact. Nor is it likely to produce any tan-
gible outcome that will benefit either of the stakeholders. Consequently,
such collaborative efforts will degenerate into a public relations type activity
wherein pseudo-participation will only result in increasing the chasm between
industry and academia.
Ground reality in India today is not all that dismal though. There is a
growing consciousness—albeit driven by self-interest—to address the issue of
matching the quality of education with what is required for immediate deploy-
ment in industry. Both academia and industry are aware that if this issue is left
unattended then the talent pools will unquestionably shrink and India Inc will
lose its competitive advantage in the international arena. To maintain its com-
petitive edge, India will need to reconfigure the process by which it produces
talent, which in turn will give a fillip to dominate the world economy through
knowledge supremacy.
There is high potential to take this collaboration to the next level that not
only will benefit the two sets of stakeholders but also contribute to nation
building in an indirect and subtle manner. It was humbling experience to
note the dedication and passion with which many academicians and industry
practitioners are involved in this journey of collaboration and the enormous
impact they are creating. But there is more to be done. There is need to spread
this collaboration to a deeper and wider echelon, and to ensure that such
research work is translated into an action plan for enhancing the collaboration
between industry and academia in a structured, pragmatic, and sustainable
manner.
The journey, therefore, has more begun at this stage rather than ended.

31 Social and organization
leadership with whole
system transformation in
India
P. Vijayakumar, Mary Jane B. Balasi, and

Roland L. Sullivan
The eminent, illustrious, intellectual giant and prolific author Udai Pareek,
PhD, brought the concepts of organization development (OD), human
resources, human resource development, organizational behavior, social
psychology, applied behavioral science, and feedback first to Asia from his
intensive labs at National Training Laboratories (NTL) and matriculation at
major USA Social and Organizational Psychology University programs such
as Columbia, Michigan, CASE, and UCLA (watch video of the “History of
OD in India” by Udai Pareek at http://is.gd/uKbp2w).
Pareek was the first Asian to have received from the NTL the title of distin-
guished “Fellow.” National Training Laboratories in the linage of Lewin is the
birthplace of the human change movement that is now sweeping the globe.
Pareek first met one of the authors of this chapter (Sullivan) in the early
1960s. When the popular book, Practicing Organization Development (now in its
fourth edition, 2015), was first conceived, Sullivan and Rothwell researched
the world to determine the guru in each critical significant element of organi-
zation development. When it came to the section of individual development,
without question, Udai Pareek was their first choice. Pareek’s chapter for their
book titled Individual Development in OD: Human-Centric Interventions became an
important contribution to the world of change agents. Therefore, the current
chapter is dedicated to the significant contribution Pareek has made to the
growth and development of organizations.
Pareek spent his life preparing for the age of quickening that we are just
beginning to enter. One cannot even imagine what India will look like in 50
years. Transformation is about to blossom at the speed of imagination as orga-
nization transform themselves to seize local and global extraordinary oppor-
tunities. Individuals and organizations that can transform will thrive; the rest
will be left by the wayside.

396 P. Vijayakumar, Mary Jane B. Balasi, and Roland L. Sullivan
To support such transformation we all are challenged to positively change

the way change interventions occur. Why? Because it is common knowledge
supported by W. Warner Burke, who is known for defining the field of OD
and heading the Graduate Programs in Social-Organizational Psychology at
Teachers College Columbia University, that change efforts are failing 60 to
70 percent of the time (from the personal email exchanges of R. Sullivan and
Warner Burke).
Like many emerging economies, India is facing a complex, ambiguous, and
rapidly changing business characterized by technological, economic, social,
and political uncertainties. These forces pose unprecedented challenges to the
organizations specifically in the context of their growth and development.
A few months ago, The Drucker Institute (Global Drucker Forum, 2014)
held a global transformation conference with 2500 organizational leaders in
Vienna. They concluded that the change work currently going on was not
adequate. It is just too slow for the arising age of quickening. As they con-
cluded the conference, the realization occurred to them that managers of the
world at large do not have enough of a clue about how to actually lead trans-
formation in a way that will increase positive business results.
Another source supporting the need for transformation comes from the
latest IBM CEO research. Following is the summary of the findings of this
research:
• We must create more open and collaborative cultures—encourage all

employees to connect, learn from each other in order to thrive in the
world of rapid change.
• This is now a continuous feedback kind of world, we need the organiza-
tional nimbleness and agility to respond.
• The time available to capture, interpret, and act on information is get-
ting shorter and shorter.
• We need better information and insight, but what we need most is the
capability to act on it.
• Leaders need to mobilize their collective brainpower for innovation.
In general, a professional who is specializing in OD or the members in the

OD team handles and transformation-related assignments in organizations.
In India specifically, we see a lot of diversity in the structure of OD teams
either as a separate department or OD as a function integrated with other
functions such as learning, talent, or strategy. Many organizations have dif-
ferent OD teams for different businesses, while certain organizations have a
centralized OD team. Traditionally, OD has reported to HR. But it is time to
realize that OD is systemic and it is about the whole organization.
OD initiatives in organizations have traditionally emphasized on parameters
of efficiency and effectiveness. Now, we believe that practitioners also need to
focus on the importance of basic humanistic values with a focus on strong leader-
ship in democracy and social justice to create and sustain an engaged workplace.

Social and organization leadership 397
There is an unprecedented dynamism in the workplace and these situations

demand fast, effective, integrated, and sustainable change initiatives. Changing
market dynamics, technology, and employee demographics are posing further
challenges for organizations. In such contexts, change initiatives can be sustain-
able and effective only when change agents use a whole systematic and systemic
perspective with a business imperative to have a thorough understanding of
all aspects of the organization as they design interventions to cause immediate
change (Rothwell, Stavros, & Sullivan, 2016, p. 3).
There are many instances in the Indian context to exemplify the fact that
Organization Development and change initiatives have substantial focus on
sustainment of the change journey and how this has contributed to the real-
ization of strategic goals. These organizations focus on learning and holistic
people development and they highlight the symbiotic relationship between
employees and organization as the means to realize both individual and
organization objectives.
The change management initiatives at the Hindustan Petroleum
Corporation Limited (HPCL) (Vijayakumar, 2011) and the Vision Community
Initiative at Zensar Technologies (Natarajan & Mathur, 2013) are cases
in point. Both are typical cases of co-creation where the core tenet of the
process lies in the understanding that every professional in these companies
has a role to play in developing the strategic goals and the means to realize
them (in HPCL) and innovative strategies (in Zensar Technologies). In both
cases, employees who are in the forefront of operations or client-facing roles
changed the way the companies address the challenges posed by the external
environment. They developed very innovative systems and processes to realize
the strategic goals. Thus, we must keep discovering new innovative methodol-
ogies as we attempt to help executives to leverage the wisdom from the entire
system. It is imperative to engage all in disciplined execution.
Learning and current challenges
A recent study conducted at the Centre for Social and Organizational

Leadership (C SOL) at Tata Institute of Social Sciences, Mumbai, among
40 OD professionals in India revealed the following aspects for making OD
and change initiatives more effective and sustainable.
• OD professionals need to have an in-depth understanding of overall

business, the ground realities, systems and processes, people challenges,
as well as customer and stakeholder expectations. This is important to
influence and manage employees at various levels.
• Uncertainty and ambiguity in many facets is a major challenge for orga-
nizations. OD professionals need to assess, analyze periodically, and
make bold conjectures to conceptualize and operationalize challenges
faced by them to reduce the volatility.

• OD professionals should innovatively leverage technology for commu-

nication with all stakeholders. New software such as that from Co-vision.
com and Skillrater.com are examples of what is to mushroom in the next
few years.
• Senior business leaders’ commitment and involvement on the OD ini-
tiatives is very important. Leaders must walk the talk and model the
way. The change must start at the top and even if it starts from the
periphery, the top management should be cognizant of that.
• OD professionals should be capable of anticipating future needs of
organizations. OD interventions should be designed also to meet future
requirements to ensure that business and organizations are ready for the
future for seamless on-going growth and development. OD practices,
leadership development, and strategic decision-making have to be inte-
grated with business realities and results. This is essential for the future
of healthy OD (Cady & Dannemiller, 2005, p. 5).
• It is good to have an understanding of the best practices in other organiza-
tions, but it is very important to evolve unique next practices keeping the
idiosyncrasy of the context of one’s own system to stay ahead of the curve.
• Business people at various levels should be important partners in con-
ceptualizing and implementing OD initiatives. The whole of the orga-
nization must be engaged and empowered.
• The change journey or intervention needs to be reviewed and renewed
periodically. Sustainment is the new norm for OD.
• OD interventions should focus on business needs so that they can be
addressed effectively to ensure measured business results.
• It is important to market the OD initiatives among the stake holders to
ensure sustainability.
• Research should form the very basis of the design of OD interventions.
• The feasibility and suitability of interventions must be tested real time
by the participants.
• Assess the outcome/impact of interventions whenever possible and con-
duct research that learnings can be generalized to be adopted in other
organizations.
• It is essential to attract people with business and other expertise lie
employees from line function to form collaborative teams to drive OD
interventions.
• Expediate team-based wise judgement and decision-making when we
are faced with information overload.
• Diverse markets have a variety of needs and expectations and these
need to be understood periodically for business development and orga-
nization effectiveness.
• Individual/group learning and change is very important in the OD
context.
• OD needs to be extra sensitive to the local culture and to integrate rele-
vant philosophy and wisdom to develop theories in this area.

Social and organization leadership harmonizing with whole

system transformation (WST)
Oh India! Oh India! The land of sages and saints. Wake up. Our time has come.
Aspire to be leading country of the world in all aspects. India has the human
and nonhuman resources to transform country to set the pace for the world. In
order for that to happen, each of us must transform ourselves in the context of
transforming the groups and organizations that we encounter and live in.
All of us must find our own radically different solution to be successful in the
impending acceleration of world change. Many great solutions are emerging.
What will be the solution that you play a meaningful part in? We share with
you one solution that Pareek believed in, that is, whole system transformation
(WST). He was working with us on his deathbed to purport WST to transform
rural development in Rajasthan, India. Since then we have continued to test
this evolving model intervention in numerous emerging economies. It works.
Best of all, we know how to transfer it to others. It responds to the change pro-
cess plights that we site above. It has the following focus on how:
• to cause and create positive change and not how to manage, control,
and plan change.
• to help an organization become more real, true, and authentic. “We
define authenticity as the ability to freely express and communicate
experiences or said in another way, authenticity is the ability to say and
share with others what we really think and feel” (Martinoff, 2013).
• artistically and economically WST helps us sail with speed through the
turbulant “whitewater” that Peter Vail articulated (R. Sullivan’s per-
sonal conversation with Peter Vail in his home, 2014).
• to align a new plan course created by an expensive outside consulting
firm or a top management who cascades irrelevant direction.
• to intervene and catalyze complex reconfigurations, not how to plan and
implement from the top (Worley & Mohrman, 2013).
• to transfer into the organization a traditional and key organization
development competency of setting up the internal consultant to be the
most powerful person of the entire organization. We believe the person
who controls the process controls the business results.
• to bring back the true focus of OD to the organization rather than to
coaching, teambuilding, fragmented interventions, human resource devel-
opment, or training. The whole system becomes the focus. What is upper-
most in the mind of the CEO in the executive team becomes the priority.
WST is a paradigm shift. It is the transformation of recent OD theory

and practices and the newer most recent trust in change management.
Transformation is where the caterpillar becomes the butterfly. Out of the
essential DNA comes the blossoming of a beautiful and news enterprise that
cannot revert to its old ways of being.

We need organizations that can adapt to the changing times. They do

so when they shift and take a leap forward. The day of incremental change
and managing the solution of problems with glorified quality circles from the
1980s with recent project management was a great step taking us to this point.
Now we must become more agile in the, adaptable to meet the current state
of reality, and prepare for even surprise change.
With WST, executives in the new agile organization have a process to cause
positive organizational change. Our experience tells us that the successful exec-
utives want to make explicit system-wide decisions that promote adaptability
over stability and flexibility over inertia. This occurs while reducing the ineffi-
cient bureaucracy existing in their Indian organizations that have us all in knots.
WST is a proven methodology that helps leaders to become stronger and
shine. Followers are more eager to support and to be inspired to be up and
doing what is priority for the system. Never before in the history of the world
have we needed stronger leaders. To be a great leader today one must be
connected to the entire system. A leader must listen to the system. The system
must listen to the leader. Together a transformative organization emerges.
WST is based on the latest organizational social psychology. Leadership
must utilize extraordinary small group dynamics and eliminate the autocratic,
fear-based command and control culture. Transparency leads to self-realized
solutions. The system becomes a fluid flow of united networked interdepen-
dence (Sullivan, Rothwell, Carter, & Balasi, 2013).
Leadership must utilize the unbelievable magic power of large group
dynamics where 300 to 700 people dialogue over a time period of at least three
days with their leadership as a focused energy is released that will help all aspire
and accomplish business results never seen in the organization up to this point.
Transformed individual executives and a unified executive team together
with engaging integration and relationship building with a critical mass create
spontaneously the new identity and tackle the priority of the moment.
Such critical mass summits dialoging with their leadership require an orga-
nization to master engagement and empowerment with their people as they
continue to learn how to learn more quickly.
The heart of WST is transformative summits. A key element is having one
executive team member along with a design team that has representation from
the entire organization to co-create the big system event. As the design team
becomes a team themselves they come up with a script that they believe will
be most significant conference in the history of the organization. Typically,
design team members will say that working with WST is the most meaningful
work in their career (Todd, Parker, & Sullivan, 2010).
We no longer have time to spend forming a consensus. Instead, the whole
system must sense the common ground and initial direction and cause pos-
itive change immediately. Of course, the system becomes agile and has the
ability to self-correct as soon as big data says correction is needed. The imme-
diate clear focus for change in the moment unites all with a new sense of
urgency and priority.

Figure 31.1. Whole system transformation model
One of the reasons that change efforts fail is there is no disciplined

e xecution. WST with its engaging truthful dialogue in a safe manner locks in
people’s brains and hearts to a committed and disciplined execution.
The WST process follows contextually relevant norms, which are rela-
tively stable, and established patterns that guide leaders in their interaction.
Interaction forms as a mediator among the client system and they react and
contribute to collective activity (Weick, 1979). Interaction is aimed at aligning
divergent interests of the community around strategic goals through negotia-
tion and communication from all parties and facilitates the becoming nature
of the activities related to change. The change agent or the leaders through
interaction contribute to the creation of shared meanings among team mem-
bers. See Figure 31.1.
In sum, WST is a complex journey made simple by best practices and
theories developed and integrated into a single approach that enables and
empowers human talent in organizations to accomplish faster, cheaper,

and sustainable positive change. It marries leadership and the organization

through the use of small and large social groups resulting in enterprise-wide
transformation. It involves and engages the entire system, allowing ownership
of the process (people support what they co-create), suggesting and causing
change to happen in the moment, and focusing on the alignment rather than
planned or segmented change.
Bibliography
Cady, S., & Dannemiller, K. (2005). Whole system transformation: The five truths of
change. In W. Rothwell & J. R. Sullivan (Eds). A practicing organization development: A guide
for consultants. San Francisco: Wiley.
Global Peter Drucker Forum. (2014). The great transformation: Managing our way to
prosperity. 6th Global Drucker Forum, Vienna, November 13 and 14, 2014. Retrieved
from http://www.druckerforum.org/abstract-drucker-forum-2014/ (accessed on April
10, 2015).
Martinoff, B. (2013). Develop exponential power. Manila, Philippines: F1C International.
Natarajan, G., & Mathur, R. (2013). Vision communities-employee involvement for sustain-
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webinar_change_management.html (accessed on April 9, 2015).

32 Grassroots to global:
Sanctuary for incubating
innovations at/with/for/from
grassroots
Anil K. Gupta
Spawning a large number of small enterprises provides the greatest guarantee

for nurturing democracy. In this age of acquisition and mergers, corporations
becoming larger, small enterprises will be a viable unit of analysis in future.
Knowledge networks of small producers, entrepreneurs, designers, and mar-
keteers could create as effective horizontal supply chains as some of the large
corporations try to achieve. There is a possibility of building an ecosystem
which permits large and small start-ups and enterprises to not just coexist but
support mutually. A large tree will provide sustenance to a vast variety of small
organisms, flowers, fungi, bacteria, birds, squirrels, and other beings without
losing lightest advantage of its being a large tree. In fact, it can be a large tree
only because so many small organisms nourish the soil, pollinate, and keep its
bark clean and functional. Polycentric development of entrepreneurial urge
requires availability of autonomous spaces for individuals to try, experiment,
fail, and still persist. How has the interface between individual enterprise,
society, markets, and state been managed historically? Dr Uday Pareek was
a great humanist, spotter of talent, and always nurtured “nobodies” to help
them become “somebody.” He created a huge body of knowledge which was
intended to make organizations more humane and compassionate. I am sure,
if he saw the emerging tensions between large corporations and small innova-
tive organization, start-ups, he would have advocated a synergistic, mutually
convergent, and helpful arrangement for societal evolution.
During the industrial revolution, several trends emerged, not all of which
became the legacy for those who caught up late. The general model was that of
competition, ruthlessness, and allowing market forces fuller play. But there were
exceptions. In Lyon, a town in France, famous for silk looms, there emerged
an interesting model of networking. The demand for silk handloom fabrics
even at that time was very fashion sensitive. The loom owners in Lyon knew
that when demand for one particular design went up, the demand for others

404 Anil K. Gupta
dipped. The owners had a very interesting custom when it came to train their
children as apprentice. Generally, the owner would not keep his or her own
ward as their own apprentice. They would request some other loom owners to
train their children.1 Thus, in the market place, they compete with each other,
in knowledge or learning space, they cooperate with each other. Silicon Valley
reinvented this logic. In south Italy, small firm networks also discovered a vari-
ant of this model. Whenever a small firm bid for a large order, knowing fully
well that fulfilling that order would be beyond its individual capacity, it relied
on social network. Once the order was obtained, the concerned firm would
invite others to join hands. Till the order was completed, other partners almost
became like a division of the principal firm. After that, they started competing
with each other. The competition and cooperation can alternate but also take
place simultaneously in different life spaces. Similar experience is noticed in
Women readymade garment market in several parts of India. Different shop-
keepers in a street famous for such clothes invite customers by hanging a vari-
ety of attractive suits outside or in front of the shop. They compete with each
other in the lane. When a customer enters and shows interest in particular
design but want a different shade or combination, they go to a neighboring
shop which might have it, and bring it to satisfy the customer need. The inven-
tory of all the shopkeepers in the mane now is pooled by each one to ensure
that no customer having entered some shop goes back without being satisfied.
They cooperate. We teach competition more than cooperation and leave the
potential of different combinations under, or unexplored. One can have alter-
native, simultaneous, cyclical and episodic combinations of competition and
cooperation. Future innovation based enterprises will need to evolve new vistas
of cooperation in market place to humanize the interactions and make growth
and development a positive-sum game rather than zero-sum game.
Today, when there is an extraordinary need to spur the entrepreneurial
revolution around the developing world, we have to invent new models. This
would link the grassroots ideas, innovations and institutions with global market
players and other stakeholders in a way that globalization acquires a new per-
spective: Reverse Globalization will have to prevail. Poor will not be seen just
as consumers of the products and services marketed by the large corporations.
The poor will also be seen as providers of goods and services for which global
market space will need to be created.
So far the globalization has meant generally squeezing of spaces for small
innovators and entrepreneurs. It has been by and large a one-way street. The
Honey Bee Network has been trying to reverse this process. It is trying to create
a new ethics and institutional culture in which grassroots innovations developed
by often uneducated or less educated or valorised to address global demands.
Already a few innovative products have reached five continents. But, a great
deal remains to be done. The successful entrepreneurs can mentor the start-ups
1
Professor Paul Richards, personal communication, 1987.

Grassroots to global 405
whether in formal or informal sector. However, the mechanism of mentoring

small, scattered and disconnected innovators without access to much educa-
tion, banking or communication systems is not easy. Distributed mentoring is
a challenge that we have to meet, if Grassroots to Global (G2G) has to become
an international reality. In other words, if the triangle of linking innovation,
investment and enterprise has to be formed across the world, then transaction
costs of each actor will have to be reduced considerably using online platforms.
Assume that a European entrepreneur selects an innovation from India and
wants to set up an enterprise in South Africa with investment from say, US,
then a G2G model would have come about. Likewise, if entrepreneurs in devel-
oped countries can find application for innovation by grassroots innovators in
third world, then a poverty alleviation model will emerge which would look at
poor as provider of solutions. The post capitalist society will essentially be a net-
worked across time and space, loosely coupled, and poly-centric society.
Let me amplify this model: Honey Bee Network approach
From catharsis to creativity
In 1986, when I returned from Bangladesh after a yearlong stay, I began to

realise a strange but a severe guilt in my heart. It appeared to me that while I
was getting recognition and rewards for the work I was doing with the people,
much of the benefits had not flown back to the people themselves. I had shared
various research findings of my studies with the people, all this while but noth-
ing much had happened beyond that. Much of my work was still in English
language. I had finished two more studies on Impoverishment in Drought
Prone Regions and Learning to Unlearn: a study on participatory learning in
a tribal region from the banker’s perspective. It was clear that the people who
had shared their knowledge with me and had contributed to my own personal
and professional growth had not gained much directly or indirectly. I tried to
argue with myself that I had lobbied for policy changes, had shared my find-
ings with the knowledge providers, and had tried to be authentic and faithful to
what I had learnt. However, the explanations did not exempt me from the guilt.
It is around this time that I wrote a small Review on Ethical Dilemma
and Value Conflicts in Management Research. It became clear to me that the
dilemma may not be original, the solution had to be. Around 1988–89, one
day the thought of Honey Bee came to my mind while coming from office for
lunch at home. As they say, there was a light afterwards. Honey Bee does what
we intellectuals seldom do. It connects flower to flower through pollination.
And flowers don’t complain when their nectar is taken away. Since we do not
often write in local language, the people to people connectivity is not possi-
ble. Hence sharing whatever we learn from people back with them in simple
language became imperative. Another challenge was that we extract people’s
knowledge, and innovations and often make them anonymous and become
the author ourselves. Almost all of the ethnobiological work and much of the

406 Anil K. Gupta
ethnographic work is illustrative of this attitude. Thus, the benefit sharing in a

just and fair manner became another major goal of the
Honey Bee Network evolved to overcome these asymmetries in knowledge
economy. Whatever we learn from people must be sourced to them. They
should not become anonymous. We must share our knowledge with any third
party only after their Prior Informed Consent (PIC). People should have a
right to know what we did with their knowledge. They should also be able
to learn from what we learn from other people through local language com-
munication. If we get any consultancy, award or any other income through
exchange or dissemination of the knowledge with or without value addition, a
reasonable share should go back to the people.
A philosophy, a value, a social movement
Honey Bee Network began to evolve and bring in large number of people in
its fold at village level as well as at professional or institutional level. For some
peculiar reasons, majority of the members were drawn not from NGOs but
from NGIs (Non-governmental Individuals). It is natural that when a network
grows, contestation around the ideology, belief systems, values espoused as well
as practiced, is bound to arise. Some people disassociate because the constraints
of accountability imposed by the philosophy appear too much. Sometimes, the
network also loosens its links with people with whom compatibility of values
becomes difficult. But the major energy comes through inclusion rather than
exclusion. Over the last 25 years, the Honey Bee newsletter has been brought
in seven different languages. Currently there are six regional versions of the
newsletter apart from the English version, which are managed by the core
team of the Honey Bee collaborators in different states, namely – Tamil (Num
Vali Velanmai), Kannada (Hittalagida), Gujarati (Loksarvani), Hindi (Sujhbujh),
Malayalam (Inikarshankan Samsarikkatte), Oriya (Ama Akha Pakha) and Telugu
Honey Bee. There is also Chinese language version. The Honey Bee collabora-
tors provide major support to the network in maintaining and operationalizing
the informal horizontal relationships. People-to-people learning is also facilitated
through Shodh Yatras (learning walks). In addition, Tianjin University of Finance
and Economics, China, brings out a Chinese language Honey Bee newsletter.
The Honey Bee philosophy operates through blending of the eight Es,
Excellence, Equity, Environment, Efficiency, Ethics, Empathy, Entrepreneurship
and Education. It is the ethical basis of the eight Es which has enabled the vol-
untary spirit of the network to build upon people’s knowledge systems without
impoverishing the knowledge holders for the last two and a half decades. The
network has achieved success to a large extent in connecting individual and
communities around the world through local language interfaces, protecting
their IPRs and ensuring equitable sharing of benefits in as fair and transpar-
ent manner as possible. When NIF or SRISTI use public domain knowledge
(that is not sourced from a particular community or individual), they ensure
that benefits generated from value addition and commercialization of such

knowledge based products are used only for strengthening the inclusive inno-
vation ecosystem. The contested domains of knowledge, that is, private, com-
munity and public have to be harnessed in a viable, ethical and transparent
manner to ensure that cooperation among contending stakeholders or partici-
pants in the innovation ecosystem continues.
NIF has mobilised about 200,000 innovations and traditional knowledge
practices so far (not all unique) from over 500 districts in the last six years.
Nothing at this scale has ever been achieved in the field of grassroots knowl-
edge, innovations and practices anywhere. It has helped file 730 patents besides
numerous plant variety protection cases including a few of which were filed
by GIAN (www.gian.org) and SRISTI (www.sristi.org) in the United States.
The US patents were filed with pro bono help of a Boston based law firm, viz.,
THT and now called as KLNG. Similarly, all the patents in India have been
filed with the pro bono help of different IPR firms. The professional community
dealing with intellectual property right protection has been very generous with
its time. Likewise, the research community has been no less generous. Our
average cost of filing patent is hardly `15,000 as against market rate of `2.5
lacs. Similarly, the average cost of validation and value addition trial is `2.5 to
`3 lacs as against conventionally `10–15 lacs per trial. The ethical and social
capital of voluntary contributions by various actors motivated by the values of
Honey Bee Network has enormous implications for financial and institutional
capital. Many colleagues are unable to fathom how a new social movement
like Honey Bee Network does contribute towards institutional development
and organizational activities.
To provide risk capital for talking innovations to market, Small Scale
Industrial Development Bank of India (SIDBI) joined hands with NIF after
the Finance Minister made the announcement in the parliament to set up a
Micro Venture Innovation Fund of about USD 1 million in October 2003.
There is a great deal of discussion on micro finance but when have we heard
about the micro venture finance. The implication of this policy gap could be
that policy planners and heads of major international financial institutions
have no idea of the creative potential that exists at grassroots level. Or they
believe, naively I suppose, that these innovations could be scaled up without
the support of risk capital. The Micro Venture Innovation Fund (MVIF).
More than 75 percent of investment made in 180 projects was repaid by the
innovators despite signature, no collateral and practically no supervision.
Trust and transparency still work.
More than 80 technologies have been licensed to small entrepreneurs with
benefits going back to the innovators completely. What is remarkable about the
licensing experience is that several technologies have been transferred without
having received a patent on any them. It is obvious that diffusion of tech-
nologies must take place through social as well as commercial channels. The
diffusion through farmers and artisans own networks have been most effective
in past. However, the media exposure has also made significant difference.
NIF has organized three award functions so far and the fourth one would
be organized this year. Hon’ble President of India has given the awards in the

408 Anil K. Gupta
last three functions.2 When the head of the state honours grassroots innovators
and traditional knowledge holders, a statement is made. When Dr A. P. J. Abdul
Kalam invited the awardees to the President’s house and personally offered
snacks to the elderly awardees, everybody was touched to the care. Never before
had extremely common people pursuing uncommon distinctions imagined that
they would receive such consideration from the President of one of the world’s
largest democracies. Subsequently, Dr Kalam gave Ignite awards every year to
innovative children at a function organized by NIF at IIMA. He is no more but
his spirit of selfless service will sustain the Network. Mrs Pratibha Patil started
the tradition of organizing grassroots innovation exhibition at Rashtrapati
Bhavan. Shri Pranab Mukherjee, The President of India, raised the whole
activity to a new level when his office started hosting the Festival of Innovation
(March 12–18, 2016). From grassroots, innovators scouted by the Network now
have a dream to reach Rashtrapati Bhavan and not just that. Under a new
initiative of Innovation scholar –in-residence program, they stay as the guest of
The President of India for two weeks at the President of India’s house. A mes-
sage gores home, the country has begun to care for the creative people.
Dr R. A. Mashelkar, Chairperson, NIF has always believed that “I” in India
should really stand for “Innovation.” Moved by the impact of the movement,
he realized that the rising aspirations of the people will convert into frustrations
if value was not added. Accordingly, an MOU was signed between NIF and
CSIR (Council of Scientific and Industrial Research) in June 2004 and renewed
in 2009 to support research in four areas, viz., herbal, mechanical, food process-
ing and nutraceuticals, and energy. Similar MOU has been signed with Indian
Council of Medical Research (ICMR) to add value to herbal knowledge and
Indian Council of Agricultural Research (ICAR) to add value to agricultural
innovations by farmers. Out of more than 200,000 ideas, innovations, and
traditional knowledge practices (not all unique), more than 130,000 deal with
herbal applications for human, animal, and crop health. Unless value is added
to the unique practices as such or after pooling the best ones, no benefits will
accrue to the knowledge providers. Just to give an example of the international
interest in commercializing grassroots innovations, in the last few years, NIF
received hundreds of inquiries from over 60 countries. Many more enquiries
have come from within the country. The idea is catching up. In due course, it
is expected that a larger social acceptance will emerge so that minimum ethical
protocol will be followed while dealing with people’s knowledge systems.
Shodh Yatra
Every six months, we walk from village to village honoring local knowledge
experts and grassroots innovators, young children who have extraordinary
2
Professor Paul Richards, personal communication, 1987. findia.nic.in/scripts/sllatest1.jsp?id=969"http://
presidentofindia.nic.in/scripts/sllatest1.jsp?id=969 profiles http://www.4award.nif.org.in/profile<http://
www.4award.nif.org.in/profile>

sensitivity about the biodiversity-based knowledge systems, and other change

agents. Having walked for about 5000 km, in 35 Shodh Yatras, every summer
and every winter for last 18 years, a great deal of cross pollination has taken
place. We have been inspired by the innovations we came across. The mul-
timedia multilanguage database carried on laptops and projected for wider
viewing wherever electricity is available generates excitement among the local
community members also. During the 16th Shodh Yatra in Kerala, lot of people
had gathered around in one of the roadside meetings. After half an hour, we
stopped the presentation and asked people to share their insights into local
creative people. There was a lull. People asked us to continue presentation
and we would not. After a while, several people came forward and told us
about fascinating innovations involving modification in steering arrangements
for car to make it possible for handicapped people to drive, improvement in
vanilla-processing technique to raise the level of vaniline extraction, devel-
opment of cardamom variety, etc. We realized that raising expectations from
ourselves and others seems to be one fundamental tenet of social and insti-
tutional change. The recent 35th Shodh Yatra in Tripura brought out unique
insights into intergenerational knowledge transfer through written records
with symptom-wise index. We had never come across such meticulous inven-
tory of knowledge among tribal communities.
Having walked in Tamil Nadu, Kerala, Karnataka, Maharashtra, Gujarat,
Rajasthan, Uttranchal, Himachal Pradesh, Orissa, Uttar Pradesh, besides of
course, different parts of Gujarat, we have learnt a lot. For last 13 years, a
course has been introduced in Indian Institute of Management Ahmedabad
(IIMA) on the same subject encouraging students to learn from four teachers:
teacher within, in nature, among peers, and the common people.
Cycles of creativity
There is an increasing use of cycle in everyday life in some of the European

countries though in India it has remained more popular among poor people.
There are lot of variations that are available in the market which have made
cycling popular.
Kanak Das has designed a cycle (patent applied), which can harness
the energy normally dissipated in the shock-absorbing springs for propul-
sion. Therefore, when we cycle on an uneven road or a mountainous track,
the bumps work for the rider. Such a cycle can eventually be modified into
E-bicycles as Kanak Das has tried with limited success.
Saidullah and Chaurasia have developed slightly different designs of
amphibious cycles which at very low cost provide entertainment, means of
transport, exercise, research support in water bodies, aquatic photography
without much noise, etc.
Late Vikram Rathore had designed a cycle-based pump that works in shal-
low waters, Mansukhbhai has developed a cycle-based sprayer, Prem Singh

410 Anil K. Gupta
has attached a cell phone charger, Kamrudhin has converted cycle into a small
workshop with grinding, cutting, drill, four girls of class six then, namely, Riya
Kothari, Nimran Kang, Kaamya Sharma, and Mehr S. Mehta from Delhi
thought about attaching a broom to cycle to make cycl-o’-cleaner, etc., to
add dignity to the life of sanitation worker and get rid of age-old practice of
manual sweeping. All of these and many other innovations can have applica-
tions in developing world but in remote locations even in the developed world.
The search for sustainable lifestyles will invariably situate cycle at the center of
our energy dynamics. A washing machine cum exercising machine designed
by Remya Jose can be a very functional substitute of exercising cycles.
The challenge is for designers to engage with such innovators scouted by
Honey Bee Network members and supported by NIF, Society for Research and
Initiatives for Sustainable Technologies and Institutions (SRISTI), Grassroots
Innovation Augmentation Network (GIAN), etc. Same innovation can be
adapted according to the user needs under different socio-cultural conditions.
Let me illustrate how users can find new applications of existing technolo-
gies in a creative and innovative manner and thus expand G2G model.
Enhancing efficiency: Expanding applications

A professor from Boston wanted to do research on biodiversity on the top of
tree canopies. She and her students had to make costly platforms for making
observations in a quiet manner. When she looked at the tree climber designed
by Appachan from Kerala at NIF’s website (www.nifindia.org), she ordered four
of such tree climbers at the cost of about USD 60–70 each. Now she can do
research more efficiently and with greater options. Kevin Daivs used the same
climber in Florida and found it very efficient for coconut harvesting. Mushtaq, a
young innovator from Jammu and Kashmir, has developed a tree climber, which
costs hardly USD 5–6. Indian advantage lies in sustainable, low-cost, and effi-
cient technologies. These solutions are finding applications all over the world.
In most countries, cleaning the sea beaches is a problem for which efficient
solutions may not exist. Dr Raman, an entrepreneur, saw a groundnut digger–
separator at our website and contacted us to explore its licensing. After seeing
field demonstration by Yusuf from Rajasthan through GIAN North, he was
convinced that it could have another very interesting application. This was to
clean the beaches. What this groundnut separator does is to scrape the soil,
pick the pods left in the field after the harvest, stir the same on a sieve so that
soil is dropped below and the pods are collected in the sieve. A new application
for Indian as well as overseas markets was discovered by a user.
Involvement of users in developing technological modifications has been
studied extensively in literature (von Hippel, 2005), but its applications in G2G
model are only beginning to appear.
There is a patent filed by SRISTI in the United States with the help of a pro
bono IPR firm, KLNG (Kirkpatrick & Lockhart Nicholson Graham, LLP) on
behalf of Mansukhbhai. This is for a multipurpose motorcycle attachment so

that one can use motorcycle for ploughing, interculture, and other applications
in vineyards, vegetable gardens, and flower gardens where heavy machinery
may not be needed or even feasible. This patent (No 6854404) makes it possible
for G2G to happen if somebody can apply this technology in an anticipated or
unanticipated context. For instance, we often find airport authorities using 25
to 30 horsepower tractors for transporting baggage from airport to the delivery
conveyor belts. A four to five horsepower motorcycle would be sufficient for the
purpose. Energy saving has to drive the diffusion of such innovations.
Prem Singh has developed a very low-cost cell phone-based switch for elec-
trical household appliances as well as for pump sets in the field. Such switches
exist in the Western countries but at much higher costs. The result is that one
does not find many applications of cell phone as a switching device. With the
switch costing less than USD 50, a farmer can switch on and off his pump
sets whenever electrical supplies are received. It can also be useful for a busy
executive who would like to have a hot water bath and/or a hot sandwich
after reaching home. She can switch on these devices using her cell phone on
the way to home. The smarthomes about which we have heard so much can
become an affordable reality. If someone has forgotten to switch off a water
tap or gas, such devices can help stop.
There are a large number of other innovations, which have applications
all around the world. We have not exploited a new model, which looks at the
fortune at the tip of the iceberg.
The popular model of Fortune at the Bottom of the Pyramid considers
poor as consumers. It tries to find opportunities for the large corporations to
sell things, even the ones the poor may not need, for instance, a one-rupee
ice cream. But, the model that we talk about clearly recognizes that poor are
not at the bottom of all pyramids. They may be at the bottom of economic
pyramid but at the same time, they may be at the top of innovation, ethics,
and values pyramid.
Unless we transform the models of thinking, we will not be able to develop
new possibilities of G2G.
What next
AASTIK, an Academy for Augmenting Sustainable Technological Inventions,

innovations, and Traditional Knowledge, has been recently set up by SRISTI,
to promote research by the knowledge holders and grassroots innovators them-
selves with or without the support of professionals. The idea has been concep-
tualized with the belief that research into creativity and innovation is not the
prerogative of only the institutional scientists; it can also be undertaken by
the innovators themselves. The academy aims to provide the virtual platform
to the innovators, academicians, and scholars for presenting, harnessing, and
upgrading their knowledge pertaining to innovation, creativity, heuristics of
traditional knowledge, etc.

412 Anil K. Gupta
AASTIIK may eventually evolve into an international center of excellence

for capacity building of scholars, local community leaders, and innovators
themselves and their organizations from around the world. Grassroots inno-
vators (with the help of research fellows and other faculty members) will be
imparting training to policy makers, NGO leaders, and others interested in
building similar networks.
The grassroots innovation movement in India is spreading rapidly. The
National Register of Grassroots Innovations and Traditional Knowledge pro-
vides no legal protection as such though PIC does cover contractual protec-
tion. There is a need to modify the international IPR regime to make it more
responsive toward the need of innovators and traditional knowledge holders
in developing countries. Unless the transaction costs are reduced for people
to disclose their knowledge, innovations, and practices, why should they share
their unique insights and experiences? At the same time, many of the knowl-
edge holders do share their innovative experiences because of their inherent
generosity. Should those who share remain poor while others who are greedy
become rich? How do we sustain the communitarian spirit without penalizing
the local innovators and traditional knowledge holders for putting faith in our
institutions? Most international attempts in this regard have fallen short of
the ethical and institutional requirements of transparency and accountability
toward the knowledge holders.
To restore the confidence, we have to consider several policy measures at
international and national levels.
a. Globally distributed network of mentors: A website for inviting volunteers was

designed, viz., www.indiainnovates.com with the help of IIMA students
some years ago. Idea was to assist the grassroots innovators in develop-
ing their products, designing these better, and testing these for taking
these not just to domestic markets but also in global markets. Already
technologies have been commercialized in the United States, Singapore,
and Pakistan. Grassroots to global seems a realizable dream: so far, all
due to domestic resources.
b. Global-GIAN: Brazil and China have joined hands with SRISTI to scale
up Indian experience. Malaysia and South African science and technol-
ogy departments are also in touch with us to explore how can Honey Bee
Network experience is replicated there. The purpose is to reduce trans-
action costs of entrepreneurs and potential risk capital investors from
around the world to join hands with the innovators. Each one of them
may not find the other in the current disjointed system. It should even-
tually evolve into a virtual Incubator for green grassroots innovations.
c. International register of innovations and traditional knowledge: Since 1993,
SRISTI has campaigned for International Network for Sustainable
Technological Applications and Registration (INSTAR), but such a reg-
istry is yet to evolve. People in one part of the world may thus learn from
creative people in another part. Such a registry could also provide a low

transaction cost system to clear the demand and supply of innovations,

investment, and entrepreneurial support. It can also be agreed under
a new treaty likely to be negotiated at CBD/WIPO to provide a quick
protection from bio-piracy.
d. Building upon women’s knowledge: One of the major gaps in our activities
has been the inadequate number of innovations and traditional knowl-
edge contributions by women. There are several reasons, which may
have caused this gap; one important reason could be lack of women
field workers. About 1.2 million self-help groups of women are believed
to exist in the country. Even if a small section of such women groups
can be reached, and be linked with the innovation movement, it would
be highly beneficial. In every monthly meeting of SHGs, the traditional
knowledge of women about agriculture, food processing, weaning foods,
health, and livestock may be documented. By pooling the best practices,
new products can be developed which can be taken to market with the
help of investment from Micro Venture Innovation Fund. This will help
in three ways: (i) horizontal trading among the groups for products devel-
oped by them will lead to solidarity and social welfare, (ii) create market
for such products in urban areas, additional income can be mobilized
for the women, and (iii) new knowledge-based products may provide
additional incentives for people to try other institutional approaches for
adding value and generating incomes.
e. Inventors association (innovator led regional incubator): The horizontal network-
ing among the innovators through their own associations is something
very crucial to evolve a culture of cooperation. Later, these informal net-
works could be formalized in the form of an Inventors and Innovators
Association to provide institutional support to grassroots innovators
located in villages and urban areas all over the country.
f. International/National Technological Innovation Acquisition Fund: Sometimes,
an innovator may not have sufficient resources to scale up his/her inno-
vations or inventions (in private, public, or informal sector). Yet, some of
these innovations may need to be diffused for a larger social cause. For
instance, improvements in design of a kerosene stove which saves energy
may be very vital for national interest, but the concerned innovator (as is
the case with most of the innovators with NIF who have improved stove
design) may have neither the incentive nor the capacity or both, to diffuse
the design among a large number of small-scale manufacturers. Creation
of a National/International Technological Innovation Acquisition fund
may be helpful to acquire the licensing rights of such innovations and
inventions for eventual out licensing these at low or no cost to small-scale
manufacturers under technological up-gradation program. Ideally, the
rationale behind having a technology acquisition fund is to compensate
those knowledge providers whose knowledge has potential for economic
value addition. Later, this knowledge pool could be governed by open
source philosophy so long as people meet their livelihood needs.

414 Anil K. Gupta
g. Reforming Intellectual Property Information System: The oral knowledge,

which is not documented in public databases or is not reasonably acces-
sible, should be protected and not considered as prior art. Once this
knowledge of any society is assumed to be prior art, no compensation
may be due from anyone who uses it for commercial purposes. Every
patent applicant in developing as well as developed countries should
be required to declare that the knowledge and/or resources used in the
application have been used lawfully as well as rightfully (through prior
informed consent). Similarly, there should be First to Invent system for
small innovators instead of First to File. How can small dispersed, often
illiterate grassroots innovators be expected to compete with large cor-
poration in reaching the patent office first? There are a large number
of other reforms that need to be brought about to blend the advantage
of GPL used in open source technologies with the licensing system fol-
lowed in conventional intellectual property right system.
h. Collaboration with schools: A very large effort is needed for supporting curi-
osity, commitment, and collaboration among children. NIF has made
some effort in this direction. Unless the spirit of creativity is unfolded at
an early stage in life, it may become difficult for this trait to be developed
at the adult stage.
i. Linking technology students with problems and solutions of grassroots innovators:
There are at least 400,000 technology students in India. Each one of
them does one project in a year. There is no means to ensure that these
projects are linked with innovations and traditional knowledge or prob-
lems that need to be solved. Even if 1 percent of these projects are based
on innovations that have already been scouted and documented, and aim
at improving and calibrating them, this would be a great achievement.
There is a need to have a web-based database that would have informa-
tion on such projects. The portal should also have a segmented list of
problems which needs urgent attention with particular focus on the prob-
lems of women and handicapped people. This would require provision
of funds for running a portal and extending small support to the students
managed by a committee of eminent scientists and technical experts.
j. Mobile and stationery multimedia–multilanguage databases and exhibitions of inno-
vations: These will help immensely in overcoming three barriers that we
have identified for learning at grassroots, that is literacy, language, and
localism. Multilanguage multimedia kiosks set up as Gyan Manthan Kendra
(knowledge churning center) will help in bridging the knowledge divide
within village or nearby places.
k. Dedicated labs for adding value to traditional knowledge: Diffusion of technol-
ogies with high social impact suffers a great deal as there are hardly
any specific laboratory facilities for large-scale demonstration of such
technologies. There is a necessity to allocate separate space and fund
for large-scale demonstrations, viz., herbal pesticides, herbal veterinary
medicine, small sprayers, ploughing devices, cycle-based devices, etc.

A chain of dedicated labs devoted to value addition in biodiversity-based

innovations and traditional knowledge are needed to fill an important
gap. In the first 16 years, we could not get 16 experiments done on
grassroots innovations in public or private sector labs. We were expected
to pay the same cost that large corporations are expected to pay. Things
have begun to change in the last two years. We may develop decentral-
ized common pool fabrication laboratories and testing centers for faster
validation. This will particularly help the local innovators and artisans
so that their knowledge can be blended and upgraded with modern
tools and techniques to produce competitive technologies.
l. Innovation Insurgents: The idea is that those young people who are angry
and are willing to destroy the existing icons of power and authority have
a reason to feel angry. We have to accept their frustration as genuine
and legitimate. It is true that violent means very seldom can achieve,
if ever, positive results. Therefore, the power to destroy has to be trans-
formed into power to create. I submit that the examples of grassroots
innovations and traditional knowledge that we have collected from over
400 districts in India provide a basis for attempting this transformation.
It will be naïve on my part to suggest that these insurgents will over-
night take over the function of innovation augmentation or knowledge
brokers and managers to build value chain around their indigenous
technologies. The only resource in which poor people are rich is their
knowledge (and institutions and values). Unless we build upon richness
of nature and richness of their knowledge, the people on the margin
will not become major actors in transforming the grim situation in these
regions. The struggle of local communities mainly in forest and other
marginal regions has been around jal, jungal, and jamin (water, forest, and
land). The jankari (knowledge) has not been generally a basis for struggle.
In the emerging knowledge economy, the knowledge of people is the
most precious resource. However, the rights of the people in this knowl-
edge are not yet properly defined, or for that matter even recognized. I
am only suggesting that there is a need to listen to the angry youth of
our society who fortunately is not willing to be patient indefinitely with
the continued injustice and exploitation. Their restlessness is the biggest
asset that this initiative intends to build upon. The role of financial,
R&D, market, and design institutions is obvious in building value chain
and providing back-up support to the innovation insurgents.
Ultimately, what is needed is a global movement in which providers of funds

will consider their support as fees to be paid to learn from creativity and inno-
vations at grassroots. Policy makers will have to be cajoled at international level
to explain their continued indifference to the potential people have, to solve
(even if suboptimally) long-pending problems; though sometimes we need to
challenge the young and the old to solve the problems, which even grassroots
innovators have ignored. The modification in the design of pulley for drawing

416 Anil K. Gupta
water is one such example. When we posed the problem of the static design of
pulley, which had remained frozen for almost 2,000 years, the innovators came
out with many suggestions. Ultimately, Amrut bhai came out with an arrange-
ment of a simple lever on the top of the pulley. It enabled women to leave rope
whenever they were tired so that they could gasp for the breath. Once they had
rested, they could start pulling water again. The bucket of water once pulled
up would not slide down into the well as is the case with conventional pulleys
unless one kept holding on to that. There are a large number of such problems
that will have to be posed to the students as well as other innovators.
It has taken us a long time to reach this point. Others will have to take
this movement forward. Building collective leadership is the greatest challenge
since many individuals, devoted as they are and have been, have their own life
goals to pursue. The network of innovators will have to take charge ultimately
of this movement. Amen.
I am very clear that Honey Bee Network provides a viable framework
for transforming the focus and force of globalization. A recent initiative of
bringing community/individual grassroots innovations from China, India,
and Brazil together is delivering some results. We hope that more and more
young people, start-up companies, investors, and entrepreneurs will explore
the untapped potential of G2G. The poor people will no more be the sink
of our advice, assistance, and help. Instead, they will become the source of
solutions (Gupta, 2006).
References
Gupta, A. K. (2006). From sink to source the Honey Bee Network documents indigenous
knowledge and innovations in India, innovations (pp. 49–66). Cambridge: MIT Press.
von Hippel, Eric A. (2005). Democratizing innovation. Cambridge, MA: MIT Press.

33 Action research in HRD
Vikas Rai Bhatnagar and Rajen Gupta
Introduction
The topic of this chapter is as distinctive and relevant for shaping the future of
organization and people processes, as has been the relationship of the second
author Professor Rajen Gupta with Dr Udai Pareek. In 1982, when Professor
Rajen Gupta submitted doctoral thesis at Indian Institute of Management
Ahmedabad, Dr Udai Pareek was the Chairperson of his Dissertation
Advisory Committee. This was the first doctoral thesis done in India and on
human resource development (HRD) processes that adopted action research
methodology. Dr Udai Pareek supported Professor Rajen Gupta in adopt-
ing an emerging and controversial methodology for carrying out research in
organizations, namely action research. It led Professor Rajen Gupta (1990)
to propose a “Multilevel Action Research System” (MARS) for doing action
research in large organizations. The first author, having led HRD function
in multinational as well as Indian promoter-driven corporations, has used
action research approach in his practice to bring positive changes in organi-
zations, while also contributing to creation of knowledge. Deeply influenced
by the outlook of Professor Rajen Gupta on building organizational and
people capabilities, and mentored by him on action research methodology,
the first author now has a firm of his own offering Human Resources and
Organization Development services, driven by action research.
As action research influences positive outcomes in organization and con-
tributes to knowledge creation, the audience for this chapter is both acade-
micians and practitioners. In the words of Leonardo da Vinci, “Simplicity is
the ultimate sophistication.” One of the ways to find simplicity and sophis-
tication is at a higher dimension or at a higher level of abstraction. To
elucidate this point, a battlefield in two dimensions appears chaotic but the
moment one ascends the third dimension of height, meaningful patterns
emerge and deeper insights gleaned. Incorporating the fourth dimension
of time or taking historical and futuristic perspectives, newer dimensions
of phenomenon unfold. Similarly, at a higher level of abstraction of social,
cultural, political, and economic fields, a pattern having similar influence
over scholars as well as practitioners of HRD explicates. We will try to

418 Vikas Rai Bhatnagar and Rajen Gupta
encapsulate the shifting paradigms that impinge upon both academicians

and practitioners, elude to the implications for each while proposing the
way forward for both academicians and practitioners of HRD. We will be
drawing from the action research projects done by us in distilling some of
the shifting patterns in the environment.
Worldviews and paradigms
Worldviews held by people shape their perceptions and guide actions. A

prevailing thought or zeitgeist characterizing each era influences the devel-
opment of paradigms in people, as well as their perceptions and actions.
The spatio-temporal impact of an era varies, ranging from a few years to
centuries. A CEO of a company may create a culture that influences per-
ception and actions of employees probably over a period of few years, while
philosophers and scientists like Aristotle, Descartes, Newton, and Einstein
have influence over people that lasts for centuries. In this chapter, we will
broach and explore few predominant worldviews, the shifts occurring therein
and allude to the persistence of many in clinging to the rather outdated and
defunct worldview, despite the wide commonsensical as well as research evi-
dence to the contrary. These worldviews or as Thomas Kuhn (1970) mentions
as paradigms, have similar implications for research as well as practitioners
of HRD. It is our view that research into social sciences as well as practice of
HRD is at a very crucial phase. It is experiencing “pangs of growth,” wherein
clinging on to the past methods of research, dominated by positivist science
and empirical methods, while leading to plethora of publications, is neither
contributing to creating improved practices nor providing a transformative
experience for the researcher. On the other hand, thrust in HRD practice
appears to being aware of “what’s going around” and adopting “best prac-
tices” of other organizations, without understanding the unique business,
cultural nuances, underlying assumptions, casual factors, and systemic real-
ity of one’s own organization. Such practice, apart from suboptimized out-
comes, adds to creating complexity and stress in the organization. It is our
experience that number of researchers as well as practitioners afflicted with
meaninglessness and even alienation is on the rise. Something very funda-
mental seems to be amiss in our orientation to knowledge creation and its
application for creating better futures. As we will discuss the changing par-
adigms and worldviews, we shall also unravel the objective and underlying
assumptions in the previous statement pertaining to “creating better futures.”
While understanding the shifts in paradigm is important, actual shifts happen
when someone perceives an alternate reality that has higher scientific validity,
has the courage to state it—notwithstanding the initial resistance, opposition,
and even ridicule—has acceptance with wider audience, who seeing merit
of improved scientific explanation adopts the new worldviews or paradigms.

Action research in HRD 419
We will be discussing and questioning the validity of few paradigms cur-

rently in vogue that have influenced social sciences as well as HRD practice.
We will draw attention to the limiting effects of these paradigms for social
sciences as well as practice of HRD and discuss initial trends of shifts in these
paradigms. We will then attempt integrating these paradigms into a holistic
meta-paradigm and suggest how its application to social sciences and HRD has
potential for providing transformative experience for a researcher and contribu-
tion in c reating a better world for practitioners. We will be discussing following
paradigms: Newtonian–Cartesian paradigm and the quantum-psycho-physical
paradigm; neo-classical conceptualization of human being as an economic
or rational entity and need for a holistic conceptualization of human being;
inert nature of four-dimensional space-time field wherein events take place and
organic nature of field derived from panpsychic philosophy. Figure 33.1 shows
shifts in the paradigm.
Newtonian–Cartesian and quantum-psycho-physical

worldviews
As per Kilmann (2001) dualistic separation of consciousness and matter char-

acterize Newtonian–Cartesian worldview, while positing an objective real-
ity that is independent of observers. Descartes claimed that truth can exist
outside of humans, thereby justifying the dichotomy between the process of
Figure 33.1. Major paradigm shifts in social sciences impacting HRD

thought and object of thought. This worldview is deterministic, lending accu-

rate predictions of future, based upon the knowledge of previous state of a
system. It lends future predictable and hence controllable. If a system is con-
trollable, clear cause–effect relations are established and reality and experi-
ence are treated as variables and hence liable for manipulation for soliciting a
particular outcome. The predominant implication of this worldview upon sci-
ence was the researcher being separate from the object of research and entail-
ing a value-free process of discovering facts about the world. This method
for knowing about the world was labeled as “scientific method,” alluding to
other methods of knowing about the world as “non-scientific” by implica-
tions. This worldview dominated over many disciplines, including social sci-
ence and HRD practice. While the empirical method based upon positivist
philosophy is quite successful in material sciences and largely in botanical–
agriculture science in terms of increasing productivity, the ethical tone when
applied to social sciences degenerates from empirical to empiricist. In this
tradition, humans are “objects” of study and are researched on. In the field
of management and organization behavior, the Newton–Cartesian world-
view manifests in the scientific management of Frederick Taylor, McGregor’s
Theory X, and metaphors identified by Gareth Morgan for understanding
organizations (Morgan, 1986) such as the metaphor of machine, political
system, and instrument of domination. In terms of HRD processes, “predic-
tion” and “control” influence design of majority of its processes. Manpower
planning, recruitment training and development, and performance manage-
ment systems are few examples of HRD processes, wherein the prime design
principle is prediction and control.
The key feature of quantum-psycho-physical worldview is unification of con-
sciousness with matter, wherein physical laws intertwine with consciousness and
are subject to varied interpretations (Killman, 2001). The ultimate building block
of universe is not matter but consciousness and conscious participation causes
collapse of quantum waves into material particles (Zohar, 1990). . Quantum-
psycho-physical worldview supports panpsychism. Uncertainty is an innate feature
of quantum-psycho-physical worldview and probability is the tool to manage it.
Nobel laureate Ilya Prigogine (1980). states, “Whatever we call reality, it is revealed
to us only through an active construction in which we participate.” The linear
cause–effect equation of Newtonian–Cartesian paradigm gives way to a systemic
interconnection of variables in a quantum-psycho-physical paradigm. Niels Bohr,
one of the founding fathers of quantum physics states (Bohr, 1934), “Isolated
material particles are abstractions, their properties being definable and observable
only through interactions with other systems.”
The challenge in designing HRD processes is factoring in elements of
uncertainty and utilizing properties of consciousness such as free-will and
intentionality of employees in shaping a better future for self and other stake-
holders. No wonder companies such as Deloitte, Adobe, Microsoft, and recently
Accenture are modifying the Performance Management System, designed

on Newtonian–Cartesian paradigm of predictability, control and focused on

“rear-view” to quantum-psycho-physical system that is more agile, adaptive,
and futuristic. However, these organizations are merely adhering to the pos-
tulates of current theories, such as goal-setting theory of Locke and Latham
(Locke & Latham, 1990). For instance, the goal-setting theory identifies “giving
timely feedback” as one of the important moderators (other being addressing
constraints, providing task clarity, and commitment) to effective performance.
Certainly, an annual feedback on performance is not coherent with the pos-
tulates of goal-setting theory. When companies move from giving employees
annual feedback to a feedback on an ongoing basis, based on the task, it cor-
rects a faulty execution. Notwithstanding these corrections, what ails the current
Performance Management System (PMS), dubbed as “dishonest annual ritual”
by Armstrong (Armstrong & Baron, 1998), calls for questioning and addressing
the basic assumptions—double loop learning (Argyris & Schön, 1974)—that
grounds current PMS. The limitations of goal-setting theory and approach of
Balanced Score Card would not be addressed without transcending from the
neo-classical conceptualization of man as an economic or rational entity to
taking a holistic conceptualization of human being as spiritual-social-psycho-
logical and physical entity and incorporating this in the design of PMS. We will
share how in an action research project, we had successfully conceptualized
and executed this (Robbins, Judge, & Vohra, 2013).
Interestingly, there are two aspects in the current design of PMS that revolts
against the cultural and psychic make-up people from the East. Let us mention
them here and you will see how we have gone about addressing these too in
our action research. PMS focuses on the outcomes. Terminology such as Key
Result Areas (KRAs), goals, objectives all orchestrate toward outcomes. In the
oriental world, the virtues of doing one’s karmas or actions, leaving the out-
comes or results to the Supernatural force, ingrains deeply in the psyches of
people. The other aspect relates to ego. Anyone who has been through a per-
formance feedback session and has in humility used the term “we” would have
been cut short by the reviewer insisting on “forget the ‘we,’ I am interested
to know what ‘YOU’ have done.” In the oriental worlds, taming the ego and
attaining an egoless state is one of the cherished and aspired virtues. However,
in the current design and execution of PMS, ego is inflamed during the per-
formance review sessions. How does one reconcile with these two dominant
design characteristics in PMS—focus on outcomes and bloating of ego—with
the deep-rooted ethos of the oriental world?
After we have discussed the shifts in three paradigms and distilled a
meta-paradigm feeding the three paradigms, we will share an action research
on PMS that holds promise of addressing the current limitations in the system
by grounding the design in quantum-psycho-physical paradigm and positive
psychology. This action research was presented in the 12th International
Conference of HR held at MDI in December 2012 and is also published as
a case in the latest edition of book titled Organizational Behavior authored by

Stephen Robbins, Timothy Judge, and Niharika Vohra (2013). Let us now
explore the shifts in second paradigm pertaining to conceptualization of man.
Conceptualization of human being
The first author, Professor Rajen Gupta, dwells upon the “Nature of Man”
in his doctoral thesis. Human being is a complex entity possessing the ability
of consciousness and self-reflection. Being a rational-emotional being, there
are occasions when he acts non-rationally deluding development of neat sets
of logical laws explaining or predicting behavior. Human beings are inclined
to seek meaning (Frankl, 1997), purpose, values, and ideals (Ackoff & Emery,
1972). Human beings seek freedom to choose rationally, emotionally accord-
ing to their purpose, values, and ideals. The very nature of human beings
makes epistemology of positivist science and empirical methods insufficient
to tackle the realities of organizations and employees. The second author,
Vikas Rai Bhatnagar, in an action research related to leadership devel-
opment (Bhatnagar, 2012) re-conceptualized human being as a Spiritual-
Social-Psychological-Physical entity as compared with merely being rational
or economic. The Newtonian–Cartesian paradigm manifests into empirical
method of attaining and creating knowledge, while acknowledging and lever-
aging only the cognitive aspect of human nature. Any research based on this
truncated conceptualization of human being, discounting the values, meaning,
purpose, freedom, and intentionality of researcher, is as insufficient as HRD
practice that accounts and engages only the cognitive abilities of employees.
While the limitation of the empirical method is divorce of values from
sense perception, action research does not lay any claims to be value-neutral.
Rather, being value-laden is one of the cherished aspects of action research
methodology. One can easily see how action research, being value-laden and
purposeful, is grounded in quantum-psycho-physical paradigm. We have
earlier discussed PMS and will continue to give examples from our action
research pertaining to it. Balanced Scorecard developed by Kaplan and
Norton (Kaplan & Norton, 1996) primarily engages the cognitive aspects of
human being, while the purpose remains maximizing financial gains. The
causal linkage of developing capabilities to processes to customer satisfaction
and finally achieving financial gains assumes fundamental purpose of opti-
mizing financial gains. Morgan’s metaphors of organizations as machines,
instruments of domination, and political systems are suited to the predictable
and control-oriented Balanced Scorecard. When the purpose is financial opti-
mization, where are the checks and balances for the other aspects of scorecard
when the Board and shareholders expect profit maximization? Chris Argyris,
and Donald Schon were intrigued by the dichotomy between what people at
times profess they do and what they actually do (Argyris & Schön,1974). This
led to contributing the much-acclaimed theories of action, whereby people

operate based upon mental maps they possess about any situation. However,
words of explanation we use to convey what we do or make others believe
why we do what we do may be at variance to actions actually performed.
The former they term theories-in-use and the latter espoused theory. What is called
for is, again to use the contribution of Chris Argyris, double-loop learning,
wherein the basic assumptions are questioned. “Purpose” provides a pull to
activities. If the purpose of business organizations is profits maximization,
then the current design of PMS (continuing with the example we have chosen
to develop our arguments) and Balanced Scorecard is valid. However, when
we have human beings characterized with consciousness, self-reflection, free
will, searching for meaning in life, their individual purpose may be at variance
with that of organization’s purpose of profit maximization. The challenge is
to bring about convergence in the highest purpose of a human being and that
of organization by utilization of latest and valid quantum-psycho-physical
paradigm and holistic conceptualization of human being. Before we discuss
how this was achieved in our action research, let us first also dwell upon briefly
on the third paradigm shift pertaining to the field where events take place.
Field where events take place
Kurt Lewin, considered Father of Action Research, utilized and developed

the concept of field in studying the phenomenon of changes in organization.
Field is an invisible, yet real and powerful, force that exerts influence over a
situation and people. What is the nature of this field where events take place?
Is it a four-dimensional field of space–time as Einstein had us believe? If so,
how do human beings—definitely occupying space–time—but not limited
in their characteristics as the first author Professor Rajen Gupta espoused in
his doctoral thesis and the second author Vikas Rai Bhatnagar in his action
research published by Springer (Robbins, Judge, & Vohra, 2013) and discussed
earlier in the “Conceptualization of Human Being” correspond to the life-
less space–time field? In the four-dimensional, inorganic conceptualization of
field, Physicalism reigns supreme and no wonder all sciences tend to anchor
to physics. Aspects that are unexplained by physics are considered fictitious
and not taken seriously. Quantum-psycho-physical worldview lends primacy
to consciousness and so does panpsychism philosophy. The second author
establishes consciousness being fundamental to cosmology (Robbins, Judge, &
Vohra, 2013) and conceptualizing an organic field that appropriately corre-
sponds to human beings possessing entities of consciousness, mind, cognition,
and emotions, apart from merely occupying physical space and being pres-
ent at a particular time. This field is termed consciousness-space-time, making
experiences of human being real in the research context as well as in the con-
text of management practice. Such a conceptualization widens the scope of
science from mere Physicalism to actually achieving the sociology of sciences

by bringing esoteric experiences of consciousness and irrationality of emotions

within the purview of sciences. Peter Russell (2003) and other panpsychists
such as Deepak Chopra (2008), along with scholars of consciousness studies
such as Stuart Hameroff and Roger Penrose (2011),accord primacy to con-
sciousness as the building block of nature. It would be appropriate to have the
field wherein events take place as mere consciousness, with space–time a mani-
festation of consciousness; however, for the time being we may go with terming
the field as consciousness-space-time instead of only space–time. As this con-
cept is quite subtle and appeals to paradigmatic shifts in mindsets of people, we
will not belabor it further and move on to discussing meta-paradigm emerging
from the three shifts in the worldviews enumerated earlier.
Meta-paradigm
A meta-paradigm combines few paradigms, distils their essence, and captures

the emergent flavor as a new paradigm. Let us attempt this and then discuss its
implications on research and practice, particularly action research and HRD.
A quantum-psycho-physical paradigm brings consciousness as an essential
ingredient for perception, with intentional choices and free-will choosing out
of infinite possibilities. This worldview reconstructs the organic worldview
held by Greek philosophers, particularly Pythagoreans, who held the world
to be kosmos consisting of the physical realm or the cosmos, realm of life or
the biosphere, of mind or noosphere and spirit or theosphere (Wilber, 1996).
If human consciousness plays an important part in perceiving, selecting, and
creating futures, can we continue with the truncated neo-classical model of
man being a rational entity. The reconceptualized human being is termed
spiritual-social-psychological-physical, with “rational” and “economic” man
aspect included in the psychological dimension of human being. How is it
possible for a reconceptualized human being to operate and have correspon-
dence with a mere space–time physical field, devoid of consciousness? So the
emerging meta-paradigm is conscious human beings, with free-will and inten-
tionality, actively engages with the environment in perceiving, selecting, choos-
ing, and creating future events. With evolution or shifts in consciousness of a
human being, perception and the sequential train of activities of selecting and
impacting also changes, creating continuous flux and turbulence, justifying the
cliché “change is the only constant” or “change is the only permanent thing in
the world.” Figure 33.2 models the emergent meta-paradigm.
Our tools need to suit the purpose for being relevant. How relevant is
value-free pursuit of social science, when consciousness, laden with potenti-
ality and information, is an intricate part of reality. No wonder, plethora of
publications churned out by scholar based on empirical methodology and
grounded in positivist science have marginal readership and hardly contribute
in making positive changes in the organization. Adopting outdated practices by

Figure 33.2. Emergent meta-paradigm shaping social sciences

Spiritual-social-
psychological-
physical human
beings
Consciousness-
space-time field
Quantum-psycho-
physical worldview
benchmarking, without considering relevance based upon nuances of industry

and culture, ails the profession of HRD. Our experience informs us of higher
acceptance, impact, and sustainability of an HRD initiative if it is an outcome
of an action research project as compared with HRD professionals instituting
processes based upon incorporating best practices. Action research is about
creating positive changes in the organization while also creating knowledge.
It is deeply humanistic in orientation and validates the deep-rooted convic-
tion of Plato that consciousness being a cumulative phenomenon (Plato and
Greeks believed in the transmigration of soul) human beings—even those who
are illiterate and uneducated—know the answers and when posed series of
questions, will eventually respond correctly. An action researcher partners with
practitioners, genuinely seeks their views in diagnosing the issues, finding alter-
natives, digs into the existing theories and draws from them, co-evolves action
plan, executes it, course corrects based on the impact, develops more research
questions, and the cycle continues. An important aspect of action research is
an ongoing meta-analysis of each process step, documenting reflections and
finally sharing the knowledge created by having it published.
A useful method of action researching that we developed while carrying
out an action research project on PMS in a cement company, is shared later.
The technique is drawn from the Father of Action research, Kurt Lewin, who
stated, “There is nothing more practical than a good theory.” Fundamental
assumption of this technique is good theory informs practice and if a prac-
tice is not delivering results, theory has to be enlarged, enriched, or rebuilt.
Practitioners in multiple situations can apply this technique to improve pro-
cesses. The steps of the technique are as follows:

1. Identify the gap in practice leading to suboptimized results or an aspect

that needs improvement. The action research question and objective
emerges from this gap.
2. Ground the existing practice to the theory, clearly identifying theories
that have contributed in designing of current practice and that needs
improvement.
3. Assess alignment of current practice with existing theories. Often there
is a gap between the practice and theory that is corrected post-assess-
ment of the fit between practice and theory.
4. Assess the efficacy of existing theory and enrich it by looking within the
discipline and if needed across disciplines.
5. Redesigning the process based upon enriched theory. As an example,
in our action research on PMS, this is precisely what we did and the
outcome of it all was shift in three major paradigms as discussed in this
chapter and coming out with a new practice of PMS that is attuned to
the new paradigms identified. Further, once the theory was enriched,
we applied it to other HR processes such as Induction and Employee
Engagement.
The above technique is shown in Figure 33.3.

As seen in Figure 33.3, there is an ongoing romance between theory and
practice in action research, with theory informing practice and practice enrich-
ing theory. The thrust in the above technique is enriching theory by carrying
out cross-discipline literature review, if the literature in the existing discipline
is insufficient to explain phenomenon and based on the enriched theory, rede-
signing practice that has desired outcomes. In the typical five steps of action
research—diagnosis, planning action, taking actions, evaluating actions, and
documenting knowledge created—the trust of the technique is in the diag-
nosis and action planning phase, wherein existing practice is traced back to
theories and actions are planned based on enriched theory. This technique
truly operationalizes words of Kurt Lewin and is worth reiterating, “There is
nothing more practical than a good theory.”
Operationalizing the paradigms in HRD
How do these paradigms play out in the context of organizations and HRD in
particular? We will cite instances from our previous action research by oper-
ationalizing one paradigm shift of Spiritual-Social-Psychological-Physical
(S2P2) conceptualization of human being. We will see how this paradigm shift
is implemented in three processes of HRD, namely Employee Engagement,
PMS, and Induction. In fact, employee engagement based on S2P2 conceptu-
alization is an approach, while Induction and PMS are examples of processes
wherein the new approach of employee engagement, based on S2P2 conceptu-
alization of human being, is executed.

Figure 33.3. Process of improving practice by enriching theories
There are two models of employee engagement worth mentioning. One

is put forward by Kahn (1990) and was tested empirically by (May, Gilson, &
Harter, 2004). . Kahn found out that three psychological conditions are relevant
for employees to feel engaged at work. These are meaningfulness, safety, and
availability. May and his colleagues found predictors to each of the psycholog-
ical factors given by Kahn, with job enrichment and role fit being predictors
of meaningfulness; rewarding co-worker and supporting supervisor relations
being predictors of safety; and resources available being a predictor of avail-
ability. The other model worth mentioning is given by Maslach, Schaufelli and
Leiter (2001), characterizing engagement by energy, involvement, and efficacy.
The approach second author has taken for engaging employees is designing
HRD processes aimed at connecting employees at spiritual, social, cognitive,
psychological, cultural, and physical levels. Let us discuss how this was done in
the process of PMS and Induction.
The broad operational definition of each term is given for having common
understanding on them. By spiritual process, we mean what meaning one
derives and how intentionality is used for visualizing a future. By social pro-
cess we mean building of mutual bonding and trust. By cognitive process,
we mean the systems, processes, action plans, and resources optimization. By
psychological process, we mean the awareness and deployment of individual
strengths at work. By physical process, we mean possessing resources such as
laptop, seating space, and telephone for performing activities as well as need
for physical activity to remain physically fit.

Table 33.1 Deployment of S2P2 conceptualization of human being and

approach to employee engagement in induction and PMS process
Serial Entity/ Induction PMS

No. Dimension
1. Spiritual Process for understand- Process has three parts:
ing what organization Visualization of a desired
stands for. Making aware future (is different from
of the Vision, Values and planning), Inspiration and
deep connect with role. Internalization.
2. Social Process whereby rela- Process of creating goals by
tions between immediate interlocking of expectations
supervisor and new joiner and based on the Value of
as well as other relevant helping each other to deliver
stakeholders are built. on the agreed goals.
3. Cognitive Process to understand Process whereby visual-
the systems, processes, ized future in the Spiritual
structure, policies, etc., process is translated into
of the organization. specific and actionable
plans for achieving.
4. Psychological Process for developing a Process whereby the
deep connect of self with strengths of an employee
organization and work are leveraged while set-
ting of goals and giving
feedback
5. Physical Resources to work and to Process wherein the focus
remain fit is on making available
resources for acting on the
action plan
The utilization of S2P2 conceptualization of human being for engaging

employees and its deployment in the process of Induction and PMS is shown
in Table 33.1. Due to constraint of space, only the broad concept is shared
and details are omitted in this chapter.
We are happy to mention that deployment of these processes fetched the
organization where the second author led the Human Resources function, 10
International Awards, including the prestigious “Dream Company to Work
For” award and “HR Research of the Year” award in 2013 by the World
HRD Congress.
Superiority of action research projects over consulting
Mark Twain had cautioned, “All generalizations are false, including this one.”
Yet categorization and generalizations assist in sense making of phenomenon.
While we are generalizing and being somewhat critical of consulting of a par-
ticular type only, which is devoid of scholarship, we also present an alternative

that holds great promise for creating sustainable changes in organizations and
people practices. We have earlier discussed Chris Argyris espoused theories and
theories in use. Whatever be the espoused theories, the theories in use of consul-
tants (with the exception of scholar-consultants), validate what Abraham Maslow
alluded to—“I suppose it is tempting, if the only tool you have is a hammer,
to treat everything as if it were a nail.” Sustaining high costs of offices in posh
localities and high employee costs places pressure on consultants for generation
of revenue. Making money, which is a play of cash generation, return on assets
(margins and velocity), and growth (Charan, 2001) makes a consultant use and
reuse existing knowledge in the shortest possible time. Further, the workload
does not leave enough time or energies with a consultant to read the latest litera-
ture and reflect upon the application of concepts to various situations. A “quick
fix” syndrome characterizes gaining knowledge as well as using it by majority in
consulting. TED talks and online short videos that generate awareness of con-
cepts and familiarity with jargons become one of the prime means of updating
one’s knowledge. Since the practitioners too (unless one is a scholar-practitioner)
are pressed for time, consultants are able to have the market primarily by play-
ing on the brand and having ready availability of “hammers”—mentioning the
analogy used by Abraham Maslow. In quite a few family-driven organizations,
hired consultants submit reports endorsing the views of few interest groups, with
many pseudo and unethical consultants obsequiously complying for revenue
and growth considerations. Scientific truth, validity, and impact are not the gov-
erning values for consultants. Seldom capability builds within the system due to
a consulting intervention. Statistics on the percentage of implementation on the
reports submitted by consultants would be revealing for its non-implementation.
In contrast, let us consider the case of an action researcher. It is value
based and purposive in orientation, aimed at making positive changes and
improving client situation. Involvement of practitioners as coresearchers is
an essential part of action research. The internal capability building com-
mences right at the very beginning of the project. Specific and customized
knowledge solves the issues of the client. Efficacy and impact is ascertaining
by reviewing actions. Course correction takes place aimed at creating posi-
tive changes in organizations. Theory informs actions and actions guide in
building theory. There is a method of practitioners themselves carrying action
research (Coghlan & Brannick, 2001); however, the time available with prac-
titioners and possibly limited inclination or aptitude to indulge in scholarship
makes an external action researcher viable and effective option to consulting.
Conclusion
In this chapter, we have explored the philosophical basis and argued for action
research as a superior methodology for approaching organizational science and
HRD. Vision, values, teleology, or purpose shapes futures. Action research is
value based, is purposive, is steeped in humanistic values, and is humble to
intervene only to the extent human vision provides visibility, and once a specific

change happens, new research questions that evolve are taken up for further
bringing about positive changes in organizations. HRD profession would cer-
tainly jump a few orbits in building functional credibility and impact if approach
toward designing and instituting HRD initiatives is based on action research as
compared with merely adopting good practices of other organizations.
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About the Editors and
Contributors
Editors
T. V. Rao is currently the Chairman of T. V. Rao Learning Systems Pvt.

Ltd, Ahmedabad. He was a Professor at Indian Institute of Management
Ahmedabad (IIMA) between 1973 and 1994 and, subsequently, Adjunct/
Visiting Professor until 2014. He is the Founder President of the National
HRD Network (NHRDN), and the First Honorary Director of the Academy
of HRD, India. He was also the President of the Indian Society for Applied
Behavioral Science (ISABS). Dr Rao has worked as an HRD Advisor to the
Reserve Bank of India, has assisted the Administrative Reforms Commission
in reviewing the personnel management practices for civil services, and has also
served as a member of the HRM Review Committee of Nationalised Banks
set up by the Ministry of Finance. Dr Rao has worked as a short-term consul-
tant to UNESCO, Ministry of Health, Indonesia; National Entrepreneurial
Development Association, Malaysia; and the Commonwealth Secretariat,
London. Dr Rao has over 50 books to his credit, of which 15 are authored
jointly with Dr Udai Pareek.
Anil K. Khandelwal is a former Chairman and Managing Director of

Bank of Baroda and Dena Bank. For transforming Bank of Baroda into a
valuable brand, he received the prestigious The Asian Banker, Singapore
Leadership Achievement award for lifetime achievement and contribution to
excellence in the financial services industry, the only Indian banker to receive
this so far. He has been rated among the 100 most powerful CEOs for three
consecutive years (2005–2008). He is a recipient of Life Time Achievement
award from NHRDN. He has been a UNDP Consultant to Banking Reforms
Commission, Government of Tanzania, and a Visiting Professor to Asian
Institute of Management, Manila. The government appointed him to head a

432 HRD, OD, and Institution Building
committee to study HR in public sector banks. The report, popularly known as

Khandelwal committee, has led HR reforms in public sector banks. His book
Dare to Lead (SAGE, 2011) has been a best seller. He is currently a Corporate
Advisor, Board Member, and Consultant on governance, leadership, and
mentors CEOs. He has been an HR advisor to international consulting firms
such as Accenture, Booz and Company, and Hewitt.
Contributors
Arvind Agrawal has been the President, Corporate Development and HR

at the RPG group until recently and continues to advise the group. He is a
PhD from IIT Bombay. His dissertation topic was “Examining the impact of
strategic leadership on effectiveness of business organizations.” He is an IIT
Kharagpur and IIMA alumnus. He has majored in marketing and human
resource development. The first 12 years of his working life were spent in
the HR function in companies such as Escorts and Modi Xerox. Thereafter,
he assumed additional responsibilities for total quality management (TQM)
in Modi Xerox, a move which brought him closer to the business environ-
ment and issues. The exposure gained in TQM equipped him to take on the
role of Corporate Strategy and Marketing at Modi Xerox itself. During the
years 1994–1999, he was the Chief Executive at Escorts responsible for the
two construction equipment business companies, that is, Escorts JCB and
Escorts Construction Equipment Limited. Since 1999, until mid-2015, he was
President–Corporate Development and Group HR in RPG Group. He has
been active in management and HR forums in the country. In 1992, he was
awarded the National HRD Award. He served as the National President of
NHRDN during the years 2000–2002.
Abad Ahmad has been involved in initiating and managing change in many
organizations from mid-1970s, including BHEL and many others, and found-
ing the South Campus of the University of Delhi. His well-known books are:
Management and Organization Development, Developing Effective Organizations: The Indian
Experience, and Designing and Developing Organizations for Tomorrow. His latest book,
based on an intensive empirical research on outstanding Indian organizations,
is entitled Passion to Win: How Winning Companies Develop and Sustain Competitive
Edge? and has influenced the management thinking for excellence a lot. He has
helped a number of leading organizations in public and private sector with
top management in vision building, team-building, and senior-level executive
development programs with HR and applied behavioural science orienta-
tion. Some of these organizations were Hughes Software, Diamond Cements,
Eicher, Modi Chemicals, ONGC, NTPC, NFL, Power Finance Corporation,
Bharat Pumps & Compressors, IFFCO, TERI, etc. In 2001, when he was still
at the University of Delhi, His Highness the Aga Khan invited him to be the
honorary Chairman of National Committee of Aga Khan Foundation (India).

About the Editors and Contributors 433
After his retirement as Pro-Vice Chancellor and Professor from the

University of Delhi, Abad continues to be actively associated with gover-
nance and advisory roles with several professional associations such as AIMS,
AMDISA, and SAQS; management institutions such as IIML and IMT; and
a few consultancy organizations.
Varun Arya is a first-class graduate from IIT Delhi (1976–1981 batch) and
a post-graduate from IIMA (1981–1983 batch). Thereafter, he worked for 16
years at senior positions with the leading companies such as Indian Rayon,
Reliance, and American multinational DuPont. After having established and
successfully run Aravali Institute of Management for 13 years, for the last 3
years he has been associated with his dream project of establishing and shap-
ing up a world-class educational complex, Aravali Gurukul Ashram, spread
over around 100 acres of saline wasteland transformed into green campus. It
is planned to have a group of institutions in diverse areas of education includ-
ing a university, envisioned to be a model of no compromise blending the
best of traditions with the latest in modernity at Jodhpur in his home state of
Rajasthan. Because of his firm belief that education, by definition, is based on
ethics, his journey as an educational entrepreneur has been filled with unend-
ing hardships, risks, sacrifices, and struggles.
Tejinder Singh Bhogal is the co-founder and Director of Innobridge

Consulting Pvt. Co; Dean, Social Development, ISABS; and a Fellow of the
Lead-India network. Being a first-batch alumnus of Institute of Rural
Management, Anand (IRMA), he worked for 15 years at the grassroots. He orga-
nized village communities, while working with National Dairy Development
Board and PRADAN around oranges, social forestry, and micro-irrigation.
For the last 18 years, he has worked as a consultant and trainer in OD and HR
for over 70 NGOs and other social sector organizations. He is a co-author of
the book HR Strategies to Build Effective Institutions for the Poor.
Visty Banaji is a founder and the CEO of Banner Global Consulting, a bou-
tique strategic HR consulting firm that has provided consultancy services to
top-ranking corporates. Until 2010, he was Executive Director and President
(Group Corporate Affairs) on the Board of Godrej Industries Limited. Before
that, he worked in France & India for Alstom. He started his career in 1973 as
a Tata Administrative Service Officer with the Tata Group, where he became
Corporate HR Head for Telco (now Tata Motors). He is a recipient of the
NHRDN Pathfinders Award 2006 for Seasoned HR Professionals. He has been
a member of the Confederation of Indian Industry (CII) National Committees
on Human Resources and Industrial Relations for several years. He is also an
Executive Committee member of the Employers’ Federation of India.
Vikas Rai Bhatnagar is the founder and Chief Action Research Officer of
a firm specializing in providing action research services. A visiting faculty at

IIM-Indore and a research scholar with Management Development Institute

(MDI) Gurgaon. Vikas—a certified Gallup Strengths Coach—is a sought after
executive coach. Leading global consulting organizations have empanelled
him for strategic HR interventions. World HRD Congress conferred him “HR
Research of the Year Award” in 2013. Before his current phase of consultancy
and research, Vikas led HR of MNCs such as GE, Aventis, as well as other
Indian organizations. He began his career with the Indian Army, where he
was a Captain.
Aquil Busrai graduated in commerce with a distinction and is a gold med-

alist from Xavier Labour Relations Institute from where he obtained his MBA
degree. He holds a post-graduate degree in law and an advanced diploma in
training and development. He was awarded a PhD degree in April 2012. He
has 42 years of HR experience with blue-chip organizations such as Unilever
in Kenya and India, Motorola in Asia Pacific, Shell in Malaysia, and IBM in
India. Dr Busrai is a former National President of NHRDN and a Fellow of
the All India Management Association.
Somnath Chattopadhyay has done his PhD from Indian Agricultural

Research Institute, has worked as Director–Behavioural Sciences at SIET
Institute, Hyderabad; National Institute of Health Administration & Education,
New Delhi, and at IIMA as a Professor of behavioral sciences. He was also one
of the founders of ISABS where he was both Dean and Executive Director. He
is considered an NTL style T-Group trainer and OD consultant. He is known
for his OD practice using a variety of T-group-based methodologies. He has
changed the way of thinking in L&T, ECC, SAMTEL, and many other orga-
nizations. He worked very closely with Dr Udai Pareek, Rolf Lynton, etc., and
was a student of Lee Cronbach at Stanford Univeristy. He co-authored books
with Manohar Nadkarni and Udai Pareek on managing change.
Ganesh Chella, with over three decades of professional experience, has come
to be respected and acknowledged for his contributions as a practitioner, con-
sultant, coach, and thought leader in the field of organization development,
human resources management, and executive coaching. He is the founder of
totus consulting, a strategic HR consulting firm that addresses the OD needs
of high growth organizations, and totus HR School, an institution that strives
to make HR functions in organizations effective by promoting the professional
development of its practitioners. He is also the Executive Vice Chairman of
Coaching Foundation India, India’s leading executive coaching institution.
Keith C. D’Souza, PGDIR&PM (XLRI), Fellow (IIMA), is currently a

Professor, S. P. Jain Institute of Management Studies and Research, Mumbai.
He has 36 years of experience, covering academic teaching and administra-
tion, research and consulting in management and human resource develop-
ment, and management-level employment in the corporate sector, including 11

years as member of the faculty of XLRI Jamshedpur and 13 in the corporate

sector in senior-level HR positions. Among the positions he held were: Dean
(Academics) at XLRI, Executive Director at Academy of HRD, Associate VP
(HR) at Ion Exchange India Limited, Director (Organizational Effectiveness) at
Pfizer Limited, and Vice President (OD) at Wockhardt Limited. Dr D’Souza was
a founding member of the NHRDN in India and the first full-time Executive
Director of the Academy of HRD in Ahmedabad. He was a Visiting Professor at
S. P. Jain Center of Management, Dubai and Singapore, for several years. He has
published some books and a number of journal articles in the areas of OB and
HRD. He consults with business and nonbusiness organizations in the areas of
HR and OD and is a member of the governing board of the Academy of HRD.
Ravindra Dey, MHRDM (Mumbai University), MDSE, M.Com, is cur-

rently a Professor, Head of Organizational Behavior at Xavier Institute of
Management & Research (XIMR), Mumbai. He has a specialization in OB,
OD, HRD, and competency assessment. He is currently pursuing Fellow
Program in Management from the Academy of HRD, Ahmedabad. He is
actively engaged with consulting and training work in the corporate, educa-
tion, and social development sectors. He has about 20 years of experience,
spanning the corporate sector as well as the academic sector. In the corpo-
rate sector, he worked as Vice President (HR and Admin), EWDL, Indore;
General Manager-HR, TCGRE, Mumbai; DGM-HR at Wockhardt; and
Head of HR, OMCI, Mumbai. He has published research papers in reputed
journals. He is an author of two books on perspective management and orga-
nizational theories structures and design.
Lalitha Iyer is an independent consultant, with a special interest in insti-

tutional change facilitation in social sector, education, and livelihoods and
microfinance. A professional member of ISABS, she is currently a Dean
(Professional Excellence). She is the Chairperson of Sathi, Bengaluru, an
NGO working on child protection and the Director of Bharatiya Samruddhi
Financial Services Ltd, NBFC of the Basix group. She is the author of
The Strategic Business Spiral (2001) and co-edited Institutions Consultants and
Transformation: Cases Studies from the Development Sector (2009) and Learning
Crucible (2014) . She is a co-author of Whose Sustainability Counts? (2011) and
Rescuing Runaway Children (2013). She holds an M.Sc. degree in statistics and
the PhD degree in economics, and has senior-level experience in develop-
ment banking with the State Bank of India. She headed Vidyaranya, a pro-
gressive school, as the Principal for three years (1998–2001) and has been
interested in nonformal education for many years. She is a founder trustee
of Plustrust (www.plustust.org) that offers fellowships on inclusive education
and animal welfare.
Mary Jane “Maja” Balasi is an organization change consultant with

Sullivan Transformation Agents. She is currently working on her PhD degree

in social organizational psychology at the Ateneo de Manila University. Her

experience as a facilitator in eight countries in transforming systems in differ-
ent sectors such as youth, business, women, faith-based organizations, eco-
nomically poor communities, and academe for more than 20 years helped her
become a natural change agent. Maja is passionate in researching and master-
ing whole system transformation. The largest interactive group she facilitated
was 30,000 participants.
Anil K. Gupta, currently a Professor at the IIMA, has been Executive

Vice Chair, National Innovation Foundation; Founder, Honey Bee Network,
SRISTI, NIF, and GIAN; Fellow, The World Academy of Art and Science,
California 2001. Professor Gupta’s mission is to expand the global as well as
local space for grassroots and young innovators including children and youth
to ensure recognition, respect, and reward for them, creating knowledge
network at different levels for augmenting grassroots green inventions and
innovations in informal and formal sectors. He supports social innovations in
education, culture, institutions, and technology in public and private sectors
to expand entrepreneurial opportunities for disadvantaged communities and
social change agents.
Rajen K. Gupta is a Professor of Human Behavior and Organization

Development at MDI Gurgaon. An electrical engineer from IIT-Kanpur
and doctorate from IIMA, his rich experience includes working in corporate,
research, teaching, authoring/editing books, and consultancy. He has four
books and over 100 scientific publications to his credit. He is or has been an
independent Director on the Board of Power Grid Corporation of India Ltd,
a member of Customer Service Committee of Bank of Baroda, a member of
Expert Group on Psychology of ICSSR, a Research Advisor to KIIT School
of Management, and a member of faculty selection panels of IIM Indore,
Kozhikode, and Rohtak.
Kritvi Kedia is currently working as a Project Leader with the Executive

Education and Consulting Division at the School of Inspired Leadership
(SOIL). She has been involved in multiple projects in the domain of leader-
ship development and organizational transformation. With a strong research
background, Kritvi has co-authored papers that have been presented at
renowned national and international conferences. She is a post-graduate in
organizational and social psychology from the London School of Economics
and Political Sciences and completed her graduation in applied psychology
from the University of Delhi where she was a University Gold Medallist.
Pradip Khandwalla was a faculty at IIMA, 1975–2002, in the OB Area.

Before that, he taught at McGill University, Montreal, 1969–1975. He is a CA,
MBA (Wharton School, USA), and PhD in industrial administration (Carnegie-
Mellon University, USA). At IIMA, he held the L&T Chair in OB, 1985–1991,

and was IIMA’s Director, 1991–1996. He has received two Lifetime Achievement
Awards and Seagram Research Award, Canada. His main contributions have
been in organization design and theory, creativity, and management of govern-
ment and turnarounds. He is also a poet and a translator. He has authored over
16 books and over 100 papers and articles in various journals. His book, Design of
Organizations, was an international textbook used across various schools worldwide.
Inderjit Khanna had his schooling at Sherwood College, Nainital, and then
did his MSc degree in mathematics from St. Stephen’s College, New Delhi. He
joined the Indian Administrative Service in 1966 in the Rajasthan Cadre and
after initial years as SDM, Collector, Deputy Secretary, and Director Education,
he spent fairly long periods of posting in the fields of rural development, edu-
cation, planning, and finance. This included two tenures of over six years each
with Government of India and a spell of two years as a Visiting Professor at the
IIMA from 1981 to 1983. His last posting as Chief Secretary, Rajasthan, was for
three years. After retirement in December 2002, he worked as the State Election
Commissioner, Rajasthan, for 5 years. He is currently associated with the Gita
Mittal Foundation that is running three centers for skill development of youth in
Rajasthan. He is also on the committees and boards of seven institutions in the
fields of health, education, and rural development.
P. Sethu Madhavan is an established HR professional who has the rare

combination of experience as an HR practitioner, trainer, consultant,
researcher, and teacher. Currently, he is working as an advisor with Tawazun
in UAE. Earlier, he has worked with Center for Organization Development,
Academy of Human Resource Development (AHRD), E&Y, ADCO (Abu
Dhabi Company for Onshore Oil Operations), and L&T. He has rendered
training and consulting services to leading companies in India and abroad. He
has many publications, case studies, psychometric, and survey instruments to
his credit. He has served as an editor of journals and as a member of boards.
He has been speaking regularly at many HR events in Europe and Asia.
Gopal P. Mahapatra is Chief Learning Officer, RPG Enterprises, Mumbai.

A post-graduate from Xavier Institute of Social Service, Ranchi, and Fellow
from IIM-Bangalore, he has over 29 years of rich and diverse professional
experience in MNCs (10 years as Senior Director HR at Oracle India), private
and public sector units in SHRM, talent management, leadership develop-
ment, OD, executive coaching (ICF and BCC), 360-degree feedback, per-
formance management, assessment development centers, and TQM. He is
the Associate Editor of South Asian Journal of Human Resources Management by
SAGE. He was President, NHRDN, Bengaluru. He has co-edited 3 books
and wrote over 20 journal papers. He serves in the Academic Council of B
Schools and has been a visiting faculty at many leading B Schools in India. He
has received Lifetime Achievement and Distinguished Alumni Award from
Xavier Institute, Ranchi.

Sheba Mathew has completed her MPhil degree in interdisciplinary study

from IIT Bombay. She has specialized in OB and industrial psychology in her
bachelors and masters degrees from the Maharaja Sayajirao University of
Baroda. She has received gold medal in masters as well as her research work
in OB. She is currently working as a Research Associate at S. P. Jain Institute
of Management and Research. Her area of interest includes research in orga-
nizational culture, multi-culture organizations, women in organization, psy-
chology of consumer behavior, etc. She is trained in psychometric scale and
test-making for industry and various other psychometric test administrations.
She looks forward to engage in teaching and research as a career.
Naresh N. Mehta is an HR professional passionate in the field of strategy

management and transformation. He has managed operations and organi-
zation transformation for over 35 years. He is a mechanical engineer with
masters degrees in HR and finance. He holds Fellowship, AHRD, and PhD in
management. He is a Fellow of Academy of Human Resource Development.
D. Nagabrahmam is a Fellow of IIMA and has about 40 years of expe-

rience in teaching, research, and academic administration. He had been
involved for about 16 years with T. A. Pai Management Institute (TAPMI ),
Manipal, as the Director and known to be responsible for its development,
growth, and reputation. Earlier, he was a faculty member in the Osmania
University and at the IRMA. During his tenure at TAPMI, he was instru-
mental in ushering in many significant changes. These include introduction
of the “thematic curriculum” for the first time in India, commencement of a
weekend Executive PGDM program, being the first school in India seeking
accreditation to the Association to Advance Collegiate Schools of Business,
and introduction of the innovative course “Management In Practice” in
management. Currently, he is the Honorable Director at Asian School of
Business, Trivandrum.
Rajeshwari Narendran is PhD in management and MBA from Andrew

Towl Scholar-Harvard Business School (GloColl and CWW), Boston, USA,
and Faculty Development Program, IIMA. She has the distinction of being
the first ever and youngest National President of Indian Society for Training
and Development, New Delhi (2013–2014). She is a Professor of HR/OB
at M. L. Sukhadia University, Udaipur, and Visiting Professor at IIMA, IIM
Udaipur, and many universities across the globe. She is currently deputed as
Director, Academy of HRD, Ahmedabad. She has to her credit over 140 arti-
cles and research publications, and recently, a book comprising 55 case studies
titled Innovations in HRD and Training. She is the board member of NHRDN,
and also a member of Developing Countries Concern Committee, (IFTDO).
She was earlier a board member of IFTDO. She has represented in the UN
and is working on Global Policy for Diversity and Women Empowerment at
Global Level.

Indira J. Parikh is the Founder President of FLAME. She has been involved
in creating the academic vision and shaping FLAME. She has conceptualized
the Center for Organizational Growth and Excellence (COGE) with its focus
on thresholds of life, lifelong learning, development, and growth. Professor
Parikh has done MEd from the University of Rochester, New York, USA,
and the Doctorate from the Gujarat University. She was a faculty at IIMA
for over 30 years and the Dean from 2002 to 2005. She taught at INSEAD,
Fontainebleau (France), and Texas A&M University. She has specialized in
organization development and design, and institution building. She has
designed and offered management and leadership development programs in
public sector, private sector, and multinational organizations. She has been a
consultant to various national and international organizations. Professor Parikh
has been honored with several lifetime achievement awards both nationally
and internationally. She has written numerous articles published in national
and international journals and is the co-author/author of several books.
Dennyson Francis Pereira, MA (1952), PhD (1978), was the first to start and
head the HRD function in L&T. He retired in 1989 from L&T after working
for over two decades. Dr Pereira is trained in Tavistock Rorschach, NTL, and in
power motivation by Dr David McCleland of Harvard University. He worked
with Marguette Hertz and Dr Muriel James on TA and conducted many work-
shops. He co-authored Recent Experiences in HRD. He was a regular Visiting
Professor at IIMA since its inception, NITIE, Bhavans Institute of Management,
Narsee Munjee Institute of Management, Indian Society for Training and
Development (ISTD), and National Productivity Council. Widely read and
research-driven Pereira conducted several international workshops and seminars
and was key-note speaker at United States of America Agency for International
Development Conference and for several national conferences. He presented
papers in various international forums including International Conference
of Cross Cultural Psychology, Jerusalem (1968), Academy of Management
Conference Louisiana, and National Conference of Counseling Psychology,
Ottawa. He was awarded for Outstanding Contribution to HRD in 1989.
D. M. Pestonjee completed MA and PhD from Aligarh Muslim University,

was a Professor (OB) at IIMA, and has been Chair Professor (GSPL) at Pandit
Deendayal Petroleum University. He was awarded D.Litt (Honoris Causa) by
Banaras Hindu University. He was associated with IIMA from 1979 to 2001.
He has had the privilege of teaching, researching, and publishing with Dr
Udai Pareek. He has several publications to his credit.
Kavil Ramachandran is the Executive Director at the Thomas Schmidheiny

Centre for Family Enterprise at the Indian School of Business (ISB). He as a
founding faculty had set up the Wadhwani Centre for Entrepreneurship
Development at the ISB in 2001. Later, he was the Associate Dean (Academic
Programs) before becoming the Thomas Schmidheiny Chair Professor of Family

Business and Wealth Management. He has specialized in family business, entre-

preneurship, and strategy, and has three decades of combined experience as
an academic at IIMA, and ISB. He did his PhD from the Cranfield University,
UK. His latest book The 10 Commandments for Family Business has been published
by SAGE in January 2015. He has been a pioneer academic entrepreneur, prop-
agating the message of strengthening family business in India and outside.
S. Ramnarayan is an engineer, MBA, and a PhD in OB from the Case

Western Reserve University, Cleveland, Ohio. He has worked as a manager, a
consultant, and a professor at different times in his career. After being a Professor
at IIMA, for 14 years, he is presently with ISB for close to a decade. He has
carried out research funded by Ford Foundation, World Bank, Commonwealth
Secretariat, Department for International Development, Human Capital
Leadership Institute, and German Science Foundation. Apart from research
papers, monographs, and case studies, Ram has co-authored nine books on
topics of change management, organization development, and behavioral
challenges in strategic organizations.
G. P. Rao is currently Management Advisory and Managing Partner, GPR

HR Consulting LLP. He has worked in HRM for 37 years with SAIL, JK
Organization, Birlas, and Reliance group in India and Malaysia. His last
assignment was as chief of human resources and management services, Recron
Malaysia, a Reliance group company. He did a degree in law; masters in com-
merce, public administration, social work, and business management; and cer-
tification in assessment tools of MBTI, OPQ , SHL, Human Edge, etc. He also
received an honorary PhD. He has received a number of awards including the
Outstanding Contribution Award from NHRDN, HR Leadership Excellence
Award at Singapore, and Achievers Awards at Colombo. He is associated with
NHRDN, National Institute of Personnel Management, ISTD, CII, Associated
Chambers of Commerce of India (ASSOCHAM), and PHD Chamber of
Commerce and Industry having held senior positions. He has a vision to create
and nurture a large NGO in India to identify poor youngsters having passion
to grow, provide them with skill sets, and make them employable. He is cur-
rently working as a management advisor in India and abroad, helping corpo-
rations, academic institutes, NGOs, and government. His focus areas include
leadership development, coaching and mentoring, diversity management,
action learning, and ER capability.
Anil Sachdev, founder and CEO of School of Inspired Leadership, is rec-

ognized as a thought leader in talent management, leadership development,
and organizational transformation. He is a member of the World Compassion
Council, serves on the Academic Committee of CEDEP, the Leadership
Institute at Fontainebleau, is the Trustee of the Chinmaya Mission, a global
nonprofit organization, and is part of the Advisory Board of Schneider
Electric. He began his career with Tata Motors in 1975 after completing his
MBA and joined Eicher in 1978 and worked in HR, operations, and TQM.

He is the founder and CEO of Eicher Consultancy Services and also of Grow
Talent Company Limited, which was created in 2000 and became the leader
in the strategic HR consulting industry by 2006.
Surabhi Sharma works as a Program Leader with the Executive

Education and Consulting Vertical at the School of Inspired Leadership. Her
diverse professional experience comes from over eight years of exposure in IT,
public relations, and human resources domain. Her journey with SOIL has
helped her in gaining valuable experience through various leadership develop-
ment and organizational transformation interventions with large Indian and
global organizations across sectors. She also had a short entrepreneurial stint
with her PR consulting firm. She has done her post-graduation in HR from
SOIL. She also holds BE degree in IT from the University of Rajasthan. She
enjoys quizzing, traveling, and meditation.
Paul Siromani is one of the founding members of ISABS. He specializes

in training for greater awareness and skills in personal, interpersonal, and
group processes. He worked with different levels of managers and supervi-
sors in BHEL, Neyvelli Lignite, and other corporations in the private sector,
NGOs, services organizations, college principals, hospital staff, religious order
priests and nuns, and staff of community development projects using T-group
methodology and process work for transformation. He also conducted “open
space” sessions, LSIP workshops, 360-degree feedback, and extension motiva-
tions labs along with Dr Udai Pareek and Dr TV Rao, and facilitated large-
scale interactive process workshops for feedback and self-renewal of projects
and communities in Orissa, Bihar, Madhya Pradesh, West Bengal, Manipur,
and for church congregations in Bengaluru.
S. Y. Siddiqui is currently the Chief Mentor at Maruti Suzuki India Limited.

He is a post-graduate in HRM with a career track of 35 years in HR and
business roles of good Indian corporates and MNCs, including New Holland
Tractors India (FIAT GROUP), DCM Toyota; DCM Daewoo Motors and
DCM Benetton India; and Escorts Limited. Having widely traveled abroad,
Siddiqui handled global and multiculture HR issues having a unique expe-
rience of working in multicultures and multinationalities. He has handled a
broad management and leadership role at board level at Maruti since 2006
and from January 2008 operated as COO for five years as head of all central
functions. He is passionate about cricket and played at the North Zone Inter
Varsity level from 1974 to 1979 representing Jamia Millia Islamia, New Delhi.
Roland L. Sullivan is an original 100-Change Agent who has consulted in

44 countries with over a thousand organizations. He has taught OD in over
20 universities around the world. Roland is known for his exemplary work in
change. He coined the phrase “whole system transformation” and has been
the main focus of his transformation journey with client-organizations for
more than 50 years.

K. K. Verma is the former Director of Academy of Human Resources

Development. He is a fellow of All India Management Association and holds
a post-graduate degree in social work from Delhi School of Social Work, the
University of Delhi, and a post-graduate diploma in labor laws from Indian
Law Institute, New Delhi. He has been associated with HRD functions for
over 40 years in corporate sector as well as in academic bodies. He has worked
as a Research Associate at IIMA, in early part of his career and held vari-
ous positions subsequently including Corporate General Manager-HRM at
Bank of Baroda (BOB), zonal manager of the smallest and largest networks
of bank, Managing Director at BOB Capital Markets Ltd, and Principal of
BOB Staff College. He also worked as corporate head-HR of DS Group of
Industries, Noida. He has authored two books and published several papers
and articles in reputed journals and newspapers.
P. Vijayakumar is the Chairperson of the Centre for Social and

Organizational Leadership (C SOL) at Tata Institute of Social Sciences
(TISS), Mumbai. C SOL offers a diploma program in OD and change for the
working executives. His current research interests are focused on the reconcep-
tualization of the contemporary organizational space with a special emphasis
on (a) strategizing, (b) OD and change, and (c) leadership and innovation. He
argues for a practice perspective with a focus on collaboration to foster the
linkage between micro- and macro-organizational aspects.
Zeb O. Waturuocha is an honors graduate in economics, from Punjab

University, gold medalist in MBA, doctorate in management science from the
University of Mysore, masters in psychology from Anamali University, and
PG diploma in HRM from IGNOU. Zeb is a professional member of ISABS
and an accredited facilitator for future search, appreciative inquiry, emotional
intelligence, and sensitivity training using the laboratory methodology. He is
a certified MBTI practitioner and a certified coach. He has more than two
decades experience of working among slum dwellers, tribal community, differ-
ently abled people, women and children, corporate consulting, OD, and train-
ing. He has authored two books—Facilitating Self Awareness and Excuses Galore.
He is the Principal at the Center for Emotional Literacy and Leadership
(CELL) and the founder head of aui consultants (the human process people).

Index
AASTIK, 411–412 collective problem solving system, 130

academic leadership, 286 context of transformation, 121–123
role of centers, 287 culture change, 137–138
universities of today and, 291–292 degree of toughness and determination
universities of tomorrow and, 292–294 in dealing with problems, 140–141
of a university, requirements, 288–291 developing accountability, 137
action research in HRD developing human capital, 140
concept of field in studying the phe- development of a compelling vision,
nomenon of changes in organiza- 136–137
tion, 423–424 engagement of employees, 139
conceptualization of human being, forum for execution, 131–133
422–423 forum of business review, 131
consulting, 428–429 gaining and working at field level,
meta-paradigm for, 424–426 138–139
Newtonian-Cartesian and quantum- implementation of restructuring or
psycho-physical worldviews, recommendations of consultants’
419–422 reports, 124
operationalizing the paradigms in key decisions taken in human resources,
HRD, 426–428 134–135
worldviews and paradigms, 418–419 process of execution, 138
Andhra Pradesh Papers, 12 promoting strategic thinking, 130–135
Appreciative Inquiry (AI) workshop, reaching out to employees, 125–126
350–351 redefining roles, 126
related to Industrial Relations policy,
Bank of Baroda (BOB), HR transforma- 123–124
tion in system of “morning meetings,”
building a new culture of performance 128–129, 131–133
and responsiveness, 127–128 visioning process, 129–130
building human capital, 133 Bedi, Kiran, 372
building strong communication archi- benchmarking, 15
tecture, 139–140 Beyond Management (Dr Pareek), 200–201, 258
building the top team and aligning Bharat Electronics Ltd (BEL), organization
them to the vision, 137 restructuring in, 78–79
business outcomes, 135 career in, 79
CEO as a central figure, 136 CMD-initiated rearticulation, 78
challenges, 123–125 opportunities to learn, 79

Blind People’s Association (BPA), 305 developing a thoughtful change plan,

enhancing capacity building, 306 161–163
financial developments, 314 emotional connection and, 160–161
improving self-confidence, 306–307 FSL Foundation story, 164
improving sense of independence, 307 habitual mindset and, 160
inclusive schooling, 314 influencing methods used by Indian
Information Technology initiatives, 315 Railways officials, 168–169
innovative initiatives, 311–313 influencing non-reporting relationships
institution development and HRD, and building alliances, 167
314–315 internal stakeholders and, 164–165
leadership strategy, 311 planning for unintended consequences,
professionals era (from 1999 till now), 170–172
310–314 at Tata Chemicals (TCL), 166
rehabilitation center, 310–311 tracking changes and being results
special needs centers, 314 oriented, 172–174
sports infrastructure and activities, 313 civil services
structure, staffing, and systems, decline in standards of public servants,
307–308 383
turnaround era (1974-1999), 308–310 IAS, values learnt in, 377–379
BPL Ltd, institution building at, 82–83 reversing the decline in standards of
brainstorming, 15 public servants, 383–386
bureaucratic HR systems, 150–151 value-based early years in, 381–383
business partnership with line managers, competency/competencies
concept of, 25 defined, 345–346
process, for social development inter-
Carborundum Universal (CUMI), change vention, 346–350
management at, 171 confrontation, 205
catalysis consultant as an entrepreneur, 320
defined, 328–329 consulting, 428–429
inhibitors, promoters as catalysts, 329 and institution building, 317–323
social, 329–341 continuous learning, significance in profes-
center for laboratory education, sional growth, 78–89
241–242 at Bharat Electronics Ltd (BEL), 78–79
centrality, 205 at BPL Ltd, 82–83
centralizing HR vs devolving HR, 23–26 at Gujarat Gas Company Ltd (GGCL),
change agents, for organizational transfor- 81–82
mation, 12–13 incidents with Dr Udai Pareek high-
change management lighting authenticity and openness
alliance with external agencies for, for learning, 86–87
169–170 mentor’s, enablers, and facilitators, role
attention to the ‘’will” and ‘’energy,” of, 87–89
163–170 at NHRDN Bangalore, 85–86
being mindful and self-reflective for, at Oracle India, 84–85
174 at T. V. Rao Learning Systems Pvt. Ltd,
at Carborundum Universal (CUMI), 83–84
171 at Xavier Institute of Management,
choosing the right strategic thought, Bhubaneswar (XIMB), 79–80
162 control-oriented HR systems, 150
at Delhi Metro Rail Corporation convergent thinking, 10
(DMRC), 172 creative benchmarking, 15

Index 445
creative human resources (HR), ideas on, defined, 355

10–11 environment/facilitating learning and
to bring about rapport between top exploration, 356–361
echelons and lower echelons, 13 program evaluation by participants,
categories, 10–11 361–362
to empower people, 13–14 relevance, 355
to get lower level staff contribution,
14–15 family-managed businesses
of identifying and using change agents, in India, 107
12–13 ODHRD values of, 110–114, 116–119
methods for increasing, 15–16 FSL Foundation story, 164
vs textbook HR, 10
ways of bringing about mindset change, Global Human Capital Trends report of
11–12 Deloitte, 99
creativity and innovation, 205 Global OD Summit, Mysore, 2006,
creativity training, 16 351–352
cross-cultural diversity Grassroots Innovation Augmentation
barriers to success of diversity manage- Network (GIAN), 407, 410
ment framework, 95 grassroots innovation movement in India,
challenges to leadership, 93–94 403–416
cultural behavior and, 91 expanding applications, 410–411
dimensions, 90–91 policy measures at international and
diversity leadership competencies, 95 national levels, 412–416
experiences and recommendations, greed and OD, 209–210
96–97 Gujarat Gas Company Ltd (GGCL), insti-
need for diverse teams, 91–92 tution building at, 81–82
organizational choices, 91–92
at work place, 91 healthier HR practices
cross functional teams (CFTs) as a facilita- absolute non-negotiables for, 177
tor, 67–68, 74 broad-based HR capabilities, 183–185
cycles of creativity, 409–411 competencies, 180–181, 184–185
diversified sourcing and structured
Dalai Lama, His Holiness, 370–371 development, 191–192
Delhi Metro Rail Corporation (DMRC), foundations for HR learners, 188–191
planning for unintended conse- identifying organization’s unique situa-
quences, 172 tion and needs, 178–179
divergent thinking, 10 industrial relations (IR), 175–176
diverse teams, 91–92 loyalty, 176–178
diversity leadership competencies, 95 pioneering new pathways in HR,
diversity management framework, barriers 185–188
to success of, 95 strategic errors, 179–180
treating people fairly and guarding
egalitarian culture, 12 values, 181–183
entrepreneurship, 322 helping relationship, 205
environment/facilitating learning and higher educational system, transformation
exploration, 356–361 of
exnovation, 15 balancing between means and ends or
extension motivated leaders, 199 results, 298
extension motivation and extension values, developing technical and academic
196–201 competence, 301–302
components, 355 fostering professionalism, 298–300

OCTAPACE culture, 300–301 transforming HR into a business or

research and innovation, 302–303 strategic partner, 21
values and beliefs, 295–296 value-based decision-making, 32
higher-education-challenges in India, HR professionals, key roles of, 109–110
296–298 HR professionals as institution builders
high-performance work practices (HPWP), bringing authenticity for institution
153 building, 71
high-performance work systems (HPWS), bringing integrity, 75–76
152–155 engaging people in building and sus-
different dimensions identified, 155 taining culture, 72–73
innovation and, 154 experimenting with HR concepts, 74
statistical analysis, 155 in implementing long-term planning,
theoretical model for, 154 69–70
Honey Bee Network, 406–407, 416 in influencing CEO, 69–70
HR function, present millennium, 98–104 in job rotation, 67–68
HR practitioner, diary of an maintaining and managing professional
accepting organizational culture vs teams, 73
changing organizational culture, preparing to learn from juniors, 74
27–28 as a problem solver, 72
benefits of involving line managers in in promoting collaborative behavior,
HR, 23–25 71–72
blaming top managers and line manag- HRSCAPE, 183
ers, 22–23 eight technical competencies identified,
causal attributions of the HR team, 24 184–185
centralizing HR vs devolving HR, HR truism, challenges to work, 99–102
23–26 human capital enhancing HR systems, 151
concept of business partnership with human resource (HR) professionals, as
line managers, 25 change enablers
HR function at Larsen and Toubro Ltd for creating intellectual well-being, 58
(L&T), 19–20 designing and planning, 61–63
HR support for the interests of in expansion initiative, 63–64
employers, 33 in improving strategic decision-making
identification of the functional needs process, 58
and organizational needs, 34 institutionalization process, 64–66
likelihood of organizational politics interaction process and open-space
affecting HR decisions, 30 methodology, 58
OCTAPACE values, 27 large-scale interactive process (LSIP),
policies and standards, setting, 34 61–62
policing employees vs developing the Plant Steering Committee (PSC), devel-
employees, 32–36 oping, 62–63
problems and challenges faced by HR at Rama Krishna Group, 59–66
professionals, 21–22 talent appreciation process (TAP), 63
professionalism vs political skills,
28–31 IAS, values learnt in, 377–379
serving the employees vs serving the ideology based institutions, 231
employers, 30–32 aspects of, 232
short-term gimmicks vs long-term dilemmas and dysfunctional aspects of,
capability development, 36–38 243–251
strategic training systems (STS), 34 need for a center, 241–242
tradeoffs and trade secrets, 22–38 India, transformation of
traditional training systems (TTS), 34 building-blocks for, 364–374

Index 447
corruption, 365 institution

education, 366–367 defined, 212–214
equality, 366 good, reflections on, 224–227
global rankings, benchmarks, 364 institutional leader, qualities of an,
health and hygiene, 367–368 227–230
infrastructure development, 369 institution builders, stories of, 203
justice delivery system, 368 institution building, 258
law and order, 368 action template for, 270–272
merit-based leadership and governance, adapting to change, 320–321
369–370 assessment and training for institution
role models, 370–374 builders and heads of institutions,
social and organization leadership for, 204
395–402 at Bharat Electronics Ltd (BEL),
water and food, 367 78–79
Indian Institute of Management, at BPL Ltd, 82–83
Ahmedabad (IIMA), institution bringing authenticity for, 71
building experiences at, 220–230 challenges in, 216–218
faculty development course (FDC), 223 consulting and, 317–323
Post Graduate Program (PGP), 222 criteria for, 202
training or research projects, 223–224 decision-making framework, 202–203
Indian Society of Applied Behavioural differentiated of institutions, 202
Science (ISABS), 232–254 Dr Pareek’s contributions, 195–210
basic values, 239–241 extension motivation and extension
dilemmas and dysfunctional aspects of, values, 196–201
243–251 at Gujarat Gas Company Ltd (GGCL),
distinction between L-Group and train- 81–82
ing laboratories, 237–239 key learnings on, 214–216
formation of a center of training labo- leadership for, 88
ratories, 242–243 learning to build an institution,
founding beliefs, 234–235 321–322
institution building and stabilizing role efficacy, 207–208
training laboratories, 251–254 self and stakeholders in, 89
regionalization of, 254 for specially abled, 305–316
Indiresan, P. V., 372–373 for specially-abled, 305–316
industry and academia, interface between at T. V. Rao Learning Systems Pvt. Ltd,
global experience, 387–388 83–84
partnership and collaboration, 394 value framework, 202
positive experiences, 391 at Xavier Institute of Management,
reasons for disconnection, 388–389 Bhubaneswar, 79–80
research study, 389–391 Integrated Human Resources
way forward, 391–393 Development system, 6
influence/power a person, 205 inter-role linkage, 205
inhibitors, 329
innovative actions Kalam, A. P. J. Abdul, 371
to bring about rapport between top KLNG (Kirkpatrick & Lockhart Nicholson
echelons and lower echelons, 13 Graham, LLP), 407, 410
to empower people, 13–14 knowledge networks, 403
to get lower level staff contribution,
14–15 large-scale interactive process (LSIP),
incubating innovations at/with/for/ 61–62
from grassroots, 403–416 leadership, 319

challenges of cross-cultural diversity, supervisors and shopfloor technicians,

93–94 change initiatives for, 53–55
for institution building, 88 talent management initiatives, 51–52
process of, 340–341 team work at the top leadership level,
social and organization, 395–402 47
L-Groups in India, 234–239 Voluntary Retirement Scheme (VRS),
line managers, skills and competencies of, 53
25 work culture change, 46–47
level of maturity of HR systems, 26 Maruti Suzuki India Limited, 41–42
metaphors, in understanding organization
management by objectives (MBO), 153 and management, 327
Maruti Suzuki, catalyst function of HR at Micro Venture Innovation Fund (MVIF),
career growth paths, 52 407
change initiatives conceptualized, 47 mindfulness, 160, 174
change initiatives for young managers, mindset change, ways of bringing about,
50–53 11–13
communication strategy, 44 motivational paradigm for development,
cross functional teams (CFTs) on critical 200
projects, 52
360-degree feedback, 49 National HRD Network (NHRDN),
emotional quotient in the leadership 72–73, 183
team, 46–47 leadership role at, 85–86
employee feedback process, 53 National Institute of Small Industries
formal interactions between senior and Extension Training (NISIET), 234
top management team, 42 nation building, challenges of, 218–219
hierarchy-driven work culture, 41–43
HR philosophy, changes in, 44–45 OCTAPACE values, 27, 106, 109
HR policies and processes, 44–45 in education, 300–301
HR reflections 2003, 43 Oracle India, leading organization and
interviews for higher engagement, 52 talent development at, 84–85
job rotation, 52 organizational culture, accepting vs chang-
leadership assessment, 49 ing, 27–28
Leadership Retreat, 47–48 alignment of HR and top management
“listening culture” initiative, 52 views, 29
middle management, leadership devel- organizational development (OD) and
opment of, 50 human resource development
need for a change, 42–43 (HRD) (ODHRD), 106
Outbound Team Training program, common values, 112–113, 116
54–55 developing and improving people and
outcomes of change management, organizational effectiveness, 108
55–57 implications for, 114
“participative approach” in resolving least relevant and least practised values,
IR issues, 55 112
policy on higher education, 52 most relevant and most practised
reorienting the work culture, 43 values, 111–112
“Sankalp” training program, 54 precept and practice, 110–114
senior management, leadership devel- values issue, 107–110
opment of, 48–50 organizational development (OD) in India,
strategy of organization change, 43 108–109
stretch assignments, 52 organizational development (OD) profes-
structured communication channel, 44 sionals in India, 397–398

Index 449
organizational experiments, 15–16 role efficacy, 207–208

out-of-the-box thinking, 16
School of Inspired Leadership (SOIL), 59
Patel, I. G., 373–374 preparing for, 60–61
personal growth, 205 self role integration, 204
Plant Steering Committee (PSC), develop- serving the employees vs serving the
ing, 62–63 employers, 30–32
poverty, 200 Shodh Yatras, 408–409
Powai Training Center, 4 SIET Institute, 234, 236
principles underlying HR systems, Singh, Maharaja Gaj, 371–372
208–209 social catalysis, 329–341
priorities for action, 12 competencies or characteristics
proactive behavior, 205 required for, 335–336
proactive HR needs forms of, 331–333
breaking the barrier of rituals, 103 learning to catalyze, 335
choosing right people on the right job, organizational readiness for, 334–340
103 strengths, 336–337
feeling pulse of people, 103 theories of, 329–330
HR as a communication hub, 104 social change, 328
idea pool for the betterment of work social development, 345
and work-life, 103 Society for Research and Initiatives for
performance management system Sustainable Technologies and
(PMS), 104 Institutions (SRISTI), 407, 410
setting agenda and openness in HR stakeholders’ council, 16
leadership, 102 strategic human resource management
strengthening the learning and develop- (SHRM) system, 147
ment (L&D) initiatives, 103–104 balanced scorecard (BSC), 153
tapping the inclusive growth potential, continuum for, 150–151
104 elements, 148
problem solver, HR professional as, 72 fitment of, 151–152
process development, 344–345 policies, and practices as a part of
process intervention, 345 people strategy, 148–150
professionalism vs political skills, 28–31 in SBU, 148–149
professional journey in HRD, personal strategic talent management practices
reflection (STMP), 153
achievements and accolades at L&T, magnitude of relationship, 155
7–8 strategic talent management system
beginnings, 3–4 (STMS), 153
HRD process, 6–7 strategic training systems (STS), 34
at Larsen and Toubro Ltd, 4–6 superordinate goals, 197, 205
at Sarabhai Group, 3
Udai’s performance appraisal system, T. A. Pai Management Institute (TAPMI),
5–6 institution building at
professional teams, maintaining and man- background of the institute, 273–275
aging, 73 board of studies, 278–279
promoters, 329 capacity building, 279–281
Putting People First program, 12 Comprehensive Performance
Management System (CPMS), 283
research and innovation in the higher enablers, 276
education, 302–303 faculty development, 281–282
reverse brain storming session, 164 formal structures and systems, 283

impacts, 283–284 Udai, Pareek

implementation of plans, 276–278 contributions, 195–210
importance of governance, 278 tribute, 343–344, 352
important decisions and commensurate values, 375–376
action, 275 University of Delhi’s South Campus,
informal structures and systems, 283 institution building at, 259–270
reflection of faculty members and aesthetic and functional ambience of
student, 284–285 buildings, 264
Vision 2005, 282 construction of the main buildings,
vision about the future growth, 275 263
T. V. Rao Learning Systems Pvt. Ltd, 83–84 idea of multicampus system,
talent appreciation process (TAP), 63 262–263
Tata Chemicals (TCL), change manage- master plan for the construction of
ment at, 166 new campus, 260
textbook HR, 10 number of residential buildings, 259
“Theory X” and “Theory Y” management physical ambience of the residential
philosophies, 32, 36 houses, 260
traditional training systems (TTS), 34
training laboratories in India value-based decision-making, 32
background to development of, values
232–233 IAS, learnt in, 377–379
basic values, 239–241 three periods of, 379–381
distinction between L-Group and,
237–239 Whole System Transformation (WST),
emergent needs for, 233–234 399–402
formation of a center of, 241–242 workplace citizenship behavior, 102
founding beliefs, 234–235
institution building and stabilizing, Xavier Institute of Management,
251–254 Bhubaneswar, institution building
train-the-trainer workshops, 64 at, 79–80

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HRD, OD, AND INSTITUTION BUILDING

ESSAYS IN MEMORY OF UDAI PAREEK

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for purchase of books in bulk.

Get to know more about SAGE

This book is also available as an e-book.

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RaoandKhandelwal_HRDODandInstitutionBuilding.indb 3 12/31/2015 5:47:11 PM

First published in 2016 by

SAGE Publications India Pvt Ltd

SAGE Publications Inc

SAGE Publications Ltd

SAGE Publications Asia-Pacific Pte Ltd

Library of Congress Cataloging-in-Publication Data

ISBN: 978-93-515-0818-2 (HB)

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RaoandKhandelwal_HRDODandInstitutionBuilding.indb 7 12/31/2015 5:47:11 PM

11. Transformation in a Large Organization: How Intangibles Drive

II. Institution Building

III. Social Development and Nation Building

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27. Extension Motivation and Its Applications for Laboratory

About the Editors and Contributors431

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10A.1 Comparison of mean scores for relevance between

33.1 Deployment of S2P2 conceptualization of human being and

3.1 Causal attributions of the HR team regarding complaints

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7.1 Leadership for institution building 88

8.1 Organizational choices 92

12.1 Theoretical model for high-performance work systems 154

31.1 Whole system transformation model 401

33.1 Major paradigm shifts in social sciences impacting HRD 419

13.1 Choosing the right strategic thought 162

15.1 Superordinate goals 197

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ADC assessment development center

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HPWS high-performance work systems

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TMTC Tata Management Training Centre

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or behavioral sciences, human resources development, institution building,

• Dennyson Pereira, who lives in Canada, traces an academic-turned-HRD

• Pradip Khandwalla presents creative ways of changing mindsets and

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• S. Ramnarayan, as a change champion, suggests various insights for

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• Kavil Ramachandran presents experiences of institution building in

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• Abad Ahmad describes his experiences of building the South Campus

One underlying theme of all chapters in this book is understanding and

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We thank each one of the authors for their contribution.

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In addition to becoming ever-closer colleagues at SIET Institute, we

RaoandKhandelwal_HRDODandInstitutionBuilding.indb 26 12/31/2015 5:47:12 PM

The Training Design

11. Transformation in a Large Organization: How Intangibles Drive

27. Extension Motivation and Its Applications for Laboratory

About the Editors and Contributors431

10A.1 Comparison of mean scores for relevance between

33.1 Deployment of S2P2 conceptualization of human being and

3.1 Causal attributions of the HR team regarding complaints

7.1 Leadership for institution building 88

8.1 Organizational choices 92

12.1 Theoretical model for high-performance work systems 154

31.1 Whole system transformation model 401

33.1 Major paradigm shifts in social sciences impacting HRD 419

13.1 Choosing the right strategic thought 162

15.1 Superordinate goals 197

• Dennyson Pereira, who lives in Canada, traces an academic-turned-HRD

• Pradip Khandwalla presents creative ways of changing mindsets and

• S. Ramnarayan, as a change champion, suggests various insights for

• Kavil Ramachandran presents experiences of institution building in

• Abad Ahmad describes his experiences of building the South Campus

4. They would periodically endeavor to contribute to the organization

1. How to bring about a mindset change in the organization. This is important in