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Is emotion dominate and determine the course of actions of human life or the intelligence? Which one is more powerful in us? What is emotional intelligence, so widely spoken about by the HR of most corporate? Human life always witness and or become victim to the never ending conflicts between emotion and intelligence. When emotion determines the actions, the ‘actions’ will be generally stupid in nature and on the contrary, when intelligence commands our actions, the ‘actions’ will be generally insensitive in its content. Both ingredients are essential and inevitable for all our actions and thoughts. But at what proportion each one should be in our decision process is impossible to define as only the situations or circumstances alone determine that. Does it mean that the decisions or actions of man are circumstances dependent or in other words, man is nothing but a product of circumstances? The answer will be no and never. According the need of the situation and what the present circumstances demand or require, one has to calibrate the proportion or quantity of both emotion and intelligence. Which one, the emotion or intelligence helps us in accepting or understanding many odds and adversities in our life? If we travel deep within us, we can unravel the truth that only our intelligence take us close to truth and our emotion generally impede such journey. Emotion at most instances never listen or accept what intelligence speak and nor the intelligence respect the ‘emotion’ although ‘intelligence’ has the power to couch the emotion. Is there any situation where our emotion accepts the truth or reality very fast where our intelligence becomes insensitive to the truth or reality? It is very strange that there are instances our emotion can accede the truth much faster than our intelligence. Such situations will be very stray and difficult to describe. The intelligence has its tuning and programming and so is our emotion. The above process starts from the very day of our birth. Certain things in our life may fall beyond the ‘recognition space’ of either the intelligence or the emotion. When we fall into such space, life becomes very mechanical, monotonous, frustrating and nomadic. If we understand a bit about brain death, we can connect how our intelligence fails to accept the death while our emotion shows a level higher than intelligence in accepting the same. Imagine if a close relative of ours is declared brain dead, we can see the person with both our emotion & intelligence that a reasonably normal breathing with all other functions. Our intelligence will question us on the death of the person as it perceive the ‘person’ to be in a state of ‘come’ and not dead. Whereas the emotion accepts that the journey has come to the dead end and nothing else to hope on further. Even after the funeral is over, the intelligence fail to accept the death and will continue to question us, whereas the emotion will painfully accept the death and may continue to weep. The irony is that the emotion does not have the ability to counsel the intelligence as only the intelligence alone has such capability. In such situations, our intelligence becomes an orphan, pushing us hopelessly to the bottomless pit of grief. How to deal with such situations? Only way is to train the intelligence to believe and accept many impossible or unintelligent things in life. It is not training for just the emotional intelligence is enough; training to the intelligence to believe in fictions is what the need of the hour. Corporate must focus on that.

Deming/Shewhart theory is one of the oldest management theories practiced by the corporate all over the world for the purpose of continuous improvement. Indeed the theory may be very old and well known to the corporate, but the above theory or the concept is much older than what any corporate on earth can imagine or believe. Deming theory speaks about PDCA/PDSA (Plan, Do, Check or Study and Act) cycle. The secret of evolution of various species in nature itself would testify how old and how well known the above theory is to Nature. The nature has done all its creation only according to the above theory. Interestingly, every species in nature starting from a microbe to the blue whale follows and perpetuate PDSA cycle at least in one stage in their life. Even for a microbe to cause any disease, it needs to have some planning done. Making itself available for human ingestion either in water or food or through some vectors/carriers is what planning is all about. The microbes also need to be in a viable form to a considerable extent of time until it reaches its desired ecosystem forms the part of the planning process. As soon as it enters the right host, it needs establish itself. Only by doing the needed, it can establish its domain in the host. Mere establishing its domain is not enough, it needs to study the host ecosystem as how it respond or react or reciprocate to the entrant microbe. Accordingly the microbe act either by developing drug resistance or causing immune debilitation of the host or getting ready to choose another safe host. The trees in the forest ecosystem do follow the above PDCA cycle. They plan for the flowering in the right season. Post flowering they do all needful to attract the pollinators either through offering nectar or attract them through fragrance. Subsequent to pollination, the fruit formation would occur. Having studied the risk of premature destruction of seed if the fruits were so visible and obvious in the beginning, hence the colour of the fruit would remain green during its early stage and become richly coloured when ripen. Trees smartly facilitate the seeds in every ripened fruit for next generation. How perfectly nature has enabled the trees to follow the above law. Different species of plants and animals in nature do not just follow the above theory blindly; they improve and improvise generation after generation. The omnivores feeding behaviour of some animals is another example for how animals have learned to benefit from what is instead of searching for what should be by following the PDSA cycle. During nest building period, birds plan the site, involve in the process of building the nest, study their safety and space availability in the nest, decide and do the clutch size and incubate the eggs to hatch the young ones. Even before hunting, the predator has to quickly plan, they need to do the hunting, once the kill is made, it has to quickly study as any food snatchers are around and has to quickly act by eating its full share. Neither any life nor the very biology itself is possible on earth without following the PDSA cycle. If we look at the diversity of animal behaviour within the same species, the anatomical and morphological adaptation of species within the same genus as in the case of Darwin’s finches for example, we can understand how perfectly many species have acted or responded to the local situation by adopting the deming theory. Nature and its entire species except man follow the above theory with great commitment and discipline. But the corporate man speaks about it and advises others to follow but they never follow the same.

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Do Power and position give security to human beings or a state of powerlessness or no position offers security? Many people in the corporate world are obsessed with power and position with a hope that the same would offer them protection and safety. Once they become the boss or head of a function or a department in an organization, they feel they could become more ‘powerful’ and hence can live with least threat or danger to their job as people around them will be submissive subordinates. In reality, power and security are inversely proportional to each other. Power and position of the people has its meaning, definition, merit, acceptance and relevance only with people who do not have such powers or position. When these so called ‘powerful people’ meet another set of equally powerful people, the same power could become the prime cause even to their death. Retaining the power & position and protecting the very life become a challenge to all the powerful people in such situation. Animal world can offer best example and plenty of study/course materials to the corporate world in this regard. The dominant lion in the pride is very powerful over other members of the same pride. All other members will always be submissive to the dominant lion. None of them would ever challenge or have the strength to do so. The power or supremacy or the exalted position of the dominant lion makes sense only to the submissive members of the pride. When the dominant lion encounter another dominant lion, fight to retain his supremacy and the pride become imminent. In most instances, the fight will be ‘do or die’ and the looser either would die or would go with great/permanent debility. The power only invites problem and in truth, it never gives security or safety. The security reside not in the power or position one holds but what kind of thoughts one carry with them alone matter. Corporate employees should work for power and position but with the understanding and awareness that such an endeavor is not meant or presumed to be for attaining security or protection. The feeling of security never get lost or can be achieved through power or position. If someone presumes that power could offer them security means, it is myth or an illusion. If one start running out of or due to an illusion means one could never reach a permanent state or in a secured place. Greed will breed madness and awareness breed calmness and ability to see opportunity in adversity, promise out of hopelessness. Acquire power and position out of love & understanding and never for the purpose of safety or security. This message every corporate employee must understand and be aware off. Security never comes either with power or with position.

Though Roman Centurions have a history of more than 2100 years, they practiced many management concepts that are required for managers even today. The Romans created a concept of how a manager should be chosen, how to lead a team and other important characteristics of being a manager. Management lessons from Centurions are broadly applicable for first line officers, professional managers, and for many others in managerial positions.

Why do people stop acquiring knowledge with time? People stop learning newer things and always love to settle with what they already know. They also believe that what they know is the best knowledge and nothing could exist beyond that. This is very common with most of the corporate employees. They always give importance to result oriented knowledge than innovation oriented or creative knowledge. With years and years of experience, the corporate employees try to sell what they already know in different forms and colours as new piece of knowledge. Beyond the small and occult sphere of their knowledge, the corporate employees could seldom see or accept the existence of any other knowledge. Why people behave so strangely even to acquiring knowledge? When an employee joins the organization, initially they tend to show or display their knowledge, attempt to double it if possible. Once they are set well in the organization, they love to grind the same ‘batter’ over and over again. Why people refuse to acquire new knowledge or are least open to it. To understand the above fact, one needs to understand the psychology of the corporate employees and the very prevailing corporate ecosystem. The corporate ecosystem is generally very dynamic and ever changing. Securing and retaining job in the corporate itself is an arduous task for most of the employees. Hence they develop the psychology of static or look for stability in everything. In other words, shy away from dynamic approach or dynamic ecosystem. Knowledge being very dynamic and ever growing & ever expanding, the basic psychology of the corporate employees never allows them to go for newer knowledge. Acquiring new knowledge means it has to replace the existing knowledge in them, or a new edition of the knowledge has to be placed. This creates instability or a dynamic state which the corporate employees never like to have as they always desperate for a stable state. Unfortunately, the psychology of static or stable state never differentiates where they should look for stability and where they should not. Like a grinding machine, their mind goes on grinding irrespective of whether it is grain or stone. Anything which is dynamic or unstable in nature, be it knowledge or anything else, the corporate employees never able to accept or appreciate. Another interesting twist to the above scenario is that the peer group in the corporate also will be following the same style and hence the utility value for acquiring newer knowledge become very useless or go vestigial. None or most of the corporate employees never like to do anything which does not have any commercial value to them or to the corporate. Even in many academic institutions also, people once reach the highest post or position, never tend to update their knowledge by citing administrative reasons. In true sense, the knowledge is in no way helping their day to day activity once they reach such position hence they stop acquiring knowledge.

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Most of employees including the HR in many corporate would not have even heard or be familiar with the terms ‘epistasis’ and ‘hypostatic’. These terms are widely used in the in the field of genetics and heredity but are extremely pertinent to corporate. The term ‘epistasis’ is defined as a phenomenon, where the phenotype expression of a gene in a biological system is influenced/modified/changed/facilitated by other set of gene (s). Only when the other set of gene (s) is present, the phenotypic (morphological) expression of some gene is possible. The cross breeding experiments conducted in plants and animals have sufficiently proved the phenomena of epistasis and hypostatic and how important it is if selection were to be made or how the diversity would have evolved in nature. Why this terminology is so important to the corporate world and more so to the HR function? Even for a gene expression to take place in the biological system, a right environment/supportive system is inevitable. Otherwise, the ‘gene’, despite being present, may have to remain silent or vestigial in the system. And such phenomenon is called ‘hypostatic’. Genetics and hereditary scientists have unraveled the mystery of how certain genes can be very expressive and at the same time can go silent as well when other set (s) of genes are present or absent. Despite being present does not mean that it is ‘present for the task’ and mere expression is not seen does not mean it is completely absent. This should be the key lesson the corporate in general and the HR in particular must learn from gene expression or from genetics. The discovery of ‘epistasis and hypostatic’ in genetics made a new sage in the understanding of the species diversity, beauty and vibrancy of nature. It also has helped in the understanding of various genetic/congenital disorders. The interesting point is that the scientists of genetics have learned and understood the contextual meaning of the terms ‘epistasis and hypostatic’, and the question remain to be answered is that whether HR in the corporate have also learned their relevant lessons from this? Many talented employees may remain ‘hypostatic’ in most corporate. The performance of such people is not possible in the organization mostly due to the absence of a ‘congenial’ environment. Such required performance is not seen or present does not mean that such talents are not there in the organization. Similarly, some bad culture is visibly present or seen in some organization is not just because some bad employees are present, but a very supportive culture is present in the organization for the expression such bad employees. Instead of passing a quick or quixotic judgment, the HR must understand the science of such events by borrowing or hiring some knowledge from genetics. The HR must learn biology besides MBA and only such knowledge pool alone would help them to be near perfect and practical in the organization. Every problem and every question in the corporate has an answer in biology.