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Cultivating an 'Organic' Relationship with our Environment

The term ‘environment’ includes but is not limited to the natural world upon which we ultimately depend for our survival.  Our environment includes our family, friends, colleagues, customers and competitors.  It includes where we live and the country we live in.  In short, environment is the totality surrounding the unique body-mind we call ‘ourselves’.  Since we identify environment as something ‘other’ than ourselves, it is easy to fall into an adversarial relationship with our surroundings.  Our environment becomes something to exploit, control, dominate, guard against, be afraid of, resist, manipulate, exhaust and, if necessary, destroy. Such a reactive and adversarial way of relating to environment is rooted in ignorance: an ignorance not of our surroundings per se, but of ourselves. We erroneously believe that we are limited to the body-mind, and this is the metaphysical error at the root of conflict.

The true identity of the ‘I am’ is the Absolute:  the same Absolute that is the true identity of the ‘I am’ of every person, animal, plant and insect with which we share the planet.  Consciousness only appears to be localised and individualised as John, Mary, the cat, the dog, etc.  In reality It is simply One, reflected through many prisms called organisms.  Consciousness itself is a manifestation of that pure Intelligence which is the ultimate Source of this universe.  Understanding and accepting this principle intellectually is a first step, but this by itself will not take us beyond our illusion of separateness.  It must be directly realised through meditation and self-inquiry in order for it to become our own discovery:  something experiential and not merely theoretical.

To fully awaken to the truth of the ‘I am’ as Consciousness, is to awaken from the dream of separateness and put an end to conflict.  How can theSelf be in conflict with the Self ?  Without division, there is no possibility of a fight.  To realise that this vast and extraordinary universe is a unified field of Being and that ‘I am’ is also that Being is the great liberation.  As we meditate on Being, gradually we come to feel or sense our oneness with the other.  Knowing the other as ourselves, it becomes impossible to hate him, her or it.  This is empathy, and this is the basis of an ‘organic’ relationship with our environment.  From this insight, it follows naturally that in all of our affairs we are sensitive to and supportive of our surroundings.  Being aware, we consider the impact of our actions on the world around us.  ‘Win-lose’ scenarios are not conceivable to one in whom this intuition of wholeness lives.  We know we will make mistakes and we understand that there is a downside to any action we take.  However, we make compensation and redress when we have unintentionally damaged or hurt anyone or anything in our environment. And we seek the evolution of those technologies, institutions and values, which will nourish and heal, rather than deplete and destroy that whereof we are an integral component…in other words, everything.

Thinking Globally while Acting Locally

Ignorance of the bigger picture is not a virtue for self-leaders.  Our projects may be local, but they are subject to the influence of global forces and events.  Technologies, stock markets, currency values, trade laws, environmental realities, trends, etc, can change dramatically over a short period and if we are not sensitive to what is happening we can be caught off guard and pay a big price.  It is also vital to get a feel for where things are going in our particular field of interest.  If we can anticipate where a current trend will lead within a certain time frame, then we can structure our project accordingly.  What we are offering should dovetail with the unfolding trends.  Offering what we think is good, desirable or beautiful is self-defeating if it is not what the market is calling for.

In getting a feel for the global picture, it helps to be thoughtful. Newspapers, for example, are owned by corporations, which have their own agendas and political interests.  Do not expect them to be objective, they are not and never will be.  Some major papers are so biased as to be little more than propaganda sheets.  They are not interested in fairness or accuracy and do not want to stimulate debate and critical thinking. Instead, their strategy is to shape public opinion in the direction they think it should go, according to their own interests and philosophy.  For this reason, self-leaders learn to ‘read between the lines’ of all forms of popular media in order to extract a scenario of what is really going on. They will also study other sources of information, such as the Internet, or books and articles written by independent researchers and journalists. They will also consider sources outside of the North American or European context.  For instance, what are intelligent and informed people in India or China saying about current events? These two countries, in particular, should never be discounted. Together they represent almost forty percent of the global population, and both have dynamic, rapidly expanding economies.  It is entirely conceivable that they will become the dominant world players within the next fifty or hundred years.

Being informed globally about one’s own field of interest, as well as world affairs in general commands the respect of others and increases our credibility.  It also gives us more confidence in our own decision making.  We know we are far from infallible, but at least we have a reasonable idea of the ‘lay of the land’ and feel more comfortable moving around in it.  And we will make fewer mistakes than those who are uninformed, all of which in the long term will work to our definite advantage.

Acting Independently yet Interdependently within Networks

The self-leader does not work in isolation.  He may be completely independent or have a few direct associates, yet he will tap into other networks as sources of both business and support.  He will also provide business and support for his network.  He may, in fact, be in close communication with hundreds of other people, remaining independent and at the same time enjoying the benefits of interdependency.  He will keep his web-site current and his list of e-mail addresses and telephone numbers up to date.  He may keep a blog or send a regular newsletter to everyone in his network, keeping them informed of his projects and inviting them to do the same.  He may even participate in business-networking groups that meet regularly over breakfast in order share knowledge, contacts and business opportunities with one another.  The possibilities of networking are endless.

For a self-leader, networking and interdependency is not a luxury.  It is vital to his financial viability and his ability to remain independent of large organisations.  He may make contracts with major corporations or governments, but he will be careful to avoid falling into the trap of ‘putting all his eggs in one basket’.  Once a big organisation knows that a small supplier or contractor is dependent on it for his economic survival, the screws will slowly tighten.  Do not expect any major corporation to show compassion.  They are strictly beholden to their shareholders and the bottom line.  They did not get to be big by being kind.  The corporate world is essentially predatory.  We don’t have to hate corporations, any more that we hate lions or boa constrictors.  They are what they are, and we must have no illusions about what motivates them and how they operate.  We do, however, have to understand their raison d’être so that we do not get devoured in the process of getting close to them. The self-leader jealously guards his autonomy and organises his affairs and his contracts accordingly.

Adapting to Rapid Social, Economic and Technological Change

In the twenty-first century we can expect more of the unexpected, not less.  The relatively clear lines of demarcation that traditionally separated different cultures, religions and world-views are blurring rapidly. Technological change is advancing so rapidly that few of us can begin to keep up.  Older people find it particularly difficult to adapt to new technologies.  Unless we are living in a Himalayan cave, every day we are confronted with ideas, images and gadgets that are foreign to us. 

Those who hang onto the illusion that governments and corporations can be counted on to provide us with stability, as well as the security of pensions, medical coverage, welfare, unemployment insurance, etc., are living in the previous century.  Even our natural environment is undergoing a dramatic transformation, and while there are many debates about the exact nature of what is happening, no one seriously doubts that it is major.  If we want to find stability in life, we had better stop looking for it ‘out there’.  There never has been any lasting stability in the external world, and this is truer today than ever.

Four hundred years ago, Sir Francis Drake’s small English navy took on the huge Spanish armada, and after a short battle his smaller, lighter, faster ships had routed the cumbersome, heavily armed, floating fortresses of the Spaniards.  A few centuries earlier, at Bannockburn, Scotland, 30,000 lightly armed Highlanders decimated Edward II of England’s heavily armed 100,000 strong, cavalry and army.  The key to Scotland’s success was an uncanny mixture of brilliant strategy, good fortune and raw courage.  There are a number of important lessons in these two examples.  Bigger and stronger is not necessarily safer or better.  On the other hand, there is much to be said in favour of travelling light and staying flexible.  A small target is also harder to hit than a big one and often a light tap in just the right spot is enough to bring down a giant.  Additionally, in both examples, the victors each had the benefit of extraordinary leadership:  Robert the Bruce for the Scots and Francis Drake for the English.  As with any venture, it also helps to have the blessings of the gods, for as Shakespeare’s Hamlet observes, ‘There are more things in heaven and earth, Horatio, than are dreamt of in your philosophy.’

In the current context, those self-leaders who rely on knowledge, competence, strategy and intuition rather than the illusory safety of size or market share, will be better off in the long run.  For one thing, it is easier for a single, aware person to notice and seize a passing opportunity than it is for a herd of running cattle.  Secondly, when the business or social environment changes suddenly, which happens with increasing frequency, a small operation can adapt and move in a different direction more rapidly and with less resistance than a large one.  Thirdly, there is the question of integrity: corruption, prostitution-like compromise and sabotage are facts of life in many big organisations.  Some men and women of integrity have a temperament that allows them to work in a diseased environment and make a positive contribution without becoming polluted in the process.  Such people have great strength and deserve our respect and admiration.  Others, however, will be miserable trying to function in such a setting, perhaps becoming sick or suffering burnout and depression.  Worse yet, they may pick up the virus of corruption themselves.

The self-leader has the advantage of choosing his associates and even his customers.  He can design the kind of working and professional environment that contributes to his well being and vitality, his creativity and the quality of his thinking and consciousness.  To some, this may seem ‘me’-centred, but let’s not forget that we are the source of our own experience and of what we draw to us.  If we are sick, depressed, unhappy or resigned, what will be the quality of our work?  How will we make a genuine contribution to others through our profession?  Finally, the self-leader will be able to move around with relative ease in a constantly changing environment and, if he pays attention, quickly tap into current trends, adapting them to his own advantage

Responding rather than Reacting to the Unexpected

Human beings are comfortable with the predictable and disturbed by the unexpected, because the mind itself operates very much like a sophisticated machine.   Machines function smoothly within certain predetermined lines of action and with a select group of inputs.  For example, if we put the wrong type of fuel in our car, there will be problems.  If we drive on a railway track instead of an asphalt surface, this will put stress on the car and cause a breakdown.  Unlike organisms, automobiles have an extremely limited capacity to adapt.  The body-mind also has limited adaptability, although its capacity is virtually infinite in comparison with a car.  Nevertheless, the mind is programmed to react to the unexpected as a threat to survival and resist.  This is an ancient programming.

Paradoxically, if there is one thing we can expect it is the unexpected, and so the mind’s resistance to it flies in the face of everyday reality. Our lives will become easier and more pleasurable if we let go of our automatic tendency to react and recoil whenever the unexpected occurs.  No mental programming is final or absolute, and can be altered or dropped through a conscious effort.  Simply choosing to expect the unexpected at any time and under any conditions will put us in a state of perpetual preparedness for the unanticipated.  Expecting the unexpected removes the shock of the unexpected when it occurs.

Meditation, Self-enquiry and Transformational Breathwork is the most effective means for dealing with our fear of dramatic change.  As we become Self-aware we find ourselves more detached from the ebb and flow of circumstance.  With meditation we identify less with the body-mind and increasingly with the Self.  It is the body-mind that is subject to the pleasures and pains of life, whereas the Self abides eternally within itself as sat-chit-ananda (Existence-Consciousness-Bliss).  Being more attuned to the Source of life we begin to recognise that even the unexpected is expressing a purpose that is greater than the mind’s limited ability to grasp.  In other words, we learn to trust and surrender.  Instead of recoiling from the unexpected, we observe and inquire, ‘What is its message?  What do I have to learn from it?  How can I embrace it in a way that supports my purpose?’  In this yoga of action, we remain open and expansive, lightly touching the world and gracefully moving forward in our chosen direction.

Self-Generating Action from Within

Action is unavoidable.  Ordinary action is largely deterministic and routine, making the bulk of our ‘doingness’.  However, there is another order of action that is motivated from within by an evolutionary impulse, which is produced neither by pre-established routines or the pleasure-pain principle.  This higher motivation is rooted in and guided by vision. Vision arises from our Being rather than our ego and seeks to bring into existence a seedthought, which resides in the subtle realm of intuition. Vision does not have to be earth shaking, and can apply equally to something as basic as cooking or renovating a home.  In its manifestation, vision can be influenced or distorted by our conditioning and negative beliefs.  However, the evolutionary impulse that produces vision is the same impulse that motivates us to purify ourselves, to seek the good and to gain self-knowledge.  Yoga philosophy understands this and knows full well the risks that are associated with the conjunction of vision and conditioning; hence it urges spiritual practice (sadhana) for purification and Self-awareness as the guardian and foundation of our human life.

Projects arising from vision are by their very nature creative.  Something new is to be brought forth, and this will require action.  These actions, however, are not pre-established as in the case of routines.  From where, then, will they be generated?  Since vision arises from within, no one and no thing from the outside, such as a boss or a manual, will be able to tell us what to do.  We will no doubt use the insights and suggestions of other people, books, etc, to fuel our thought processes, but in the end our choices will come from within ourselves and we will have to assume responsibility for them.  This is the point at which many people simply quit.  It is one thing to have a vision, it is another to actualise it.  In the actualisation of something there is risk and we alone are responsible for the success or failure of our choices and actions. Most people simply lack the self-confidence and self-esteem to risk failure, and thus practice avoidance.  Only those with a strong, positive sense of self will have the courage to fail, while the rest will simply refuse the challenge.  That is why most people prefer to have a boss, a priest or the popular media tell them what to do and how to think.

The strength of both our vision and our commitment to that vision, will be the motive force behind our actions.  If our intention is weak, we simply will not act.  If our intention is wavering, we will lack the spirit of enquiry necessary to dig out the answers we are looking for; we will not be resourceful.  Both big and small projects require clear, firm intention to carry them off.  Ultimately, intention arises from the same Source as the body-mind and is not a product of the ego.  Support may be necessary for realising our projects, and it can take many forms.  A competent coach is one of the most effective means of support we can utilise.  A coach is someone who is able to provide guidance, feedback and the occasional ‘shove’ when needed.  He or she also knows how and when to ask the right questions.  In fact, if he is good, he will be more inclined to ask questions than give advice, knowing that it is more powerful to make one’s own discovery than to be told.  We all have blind spots, things about ourselves we cannot see even though they are directly in front of our face.  The coach will be able to recognise these ‘dead zones’ and point them out to us. He will enable us to get a broader, more realistic grasp of ourselves and tap our own potential to greater depth.  It takes humility to have a good coach, because when he points out our failings and weaknesses – flaws we believe we had long since transcended – it will hurt.  Our egos will smart and our self-importance will take a blow. However, if we let the coaching ‘in’, we will become stronger, saner and more effective.  The coach will also spur us to greater accomplishment, because he will see our potential where we do not.  We will say, ‘I can’t do it’ and he will say, ‘You can, now do it!’

Ultimately, we develop the capacity to self-generate action through action alone.  We discover that there are no short cuts to success in action and that only practice makes perfect.  We observe where we quit or stop short, then re-commit to go further next time.  We learn to avoid ‘beating ourselves up’ when we fail or discover our weaknesses.  We can and should utilise whatever resources are available, but in the final analysis we realise that we are own best resource.  Slowly but surely, we build the internal strength that will enable us to become unstoppable.