Precepts and Percepts of Middle Way Management

Part One: Precepts

My initial post on Middle Way Management™ was a brief introduction to a few of the fundamental concepts of the approach. I understand that my ideas are crying for more descriptive and explanatory detail, yet it would be premature to explore them more fully without first introducing some of the basic concepts that lie at the foundation of the approach. This post will present a few of the precepts of Middle Way Management with a follow-up post that covers some of its percepts appearing in the next few days.

The ideas presented below are generalizations intended to act as starting points for further thought and discussion, not as definitive statements about all managers in every organizational context.

Precept #1: The practice context of Middle Way Management is the organization.
Middle Way Management is an approach to leading and managing people intended for practice within the capitalistic American enterprise system. Currently, this means it is practiced within the context of the organization, a structure that accommodates myriad forms, including hierarchical/bureaucratic, network, organic, and those not mentioned here or yet to be invented and developed. Organizations are designed to marshal resources - human, capital, creative, etc. - with the singular purpose of achieving a set of agreed upon goals and objectives. It is widely believed today that the single best way to accomplish such teleological (not necessarily fiscally driven) activities is by organizing according to generally accepted formal standards. It is within this context that Middle Way Management is practiced.

Precept #2: The Middle Way Manager chooses to practice within the context of the organization.
The Middle Way Manager™ is an active change agent who understands she has chosen to practice Middle Way Management within the context of the organization as described in Precept #1. The Middle Way Manager is not driven to change organizational dynamics to suit his own goals and objectives; rather, he strives to manage with love and compassion in whatever culture and environment and under whatever organizational form he finds himself. Through diligent practice, the Middle Way Manager can inadvertently introduce suffering into her own practice and, hence, life (see Percept #3 in my next post for more on this). Often, this results in the Middle Way Manager being forced to make vital career path, personal, and organizational decisions in light of his practice of Middle Way Management. Regardless of the practice outcome, the primary goal of the Middle Way Manager is the relief of suffering at all organizational levels in all ways possible.

Precept #3: Suffering exists within the context of the organization.
Two types of suffering exist within the context of the organization: (1) Individual and (2) Organizational. The roots of individual suffering are personal and inevitably spring from the emotional, spiritual, physical, and psychological injuries from which we all suffer as human beings. People cannot, and should not, separate their personal lives from their organizational lives - this is unhealthy, unproductive, and unnecessary when Middle Way Management is practiced. Organizational suffering manifests as a dysfunctional culture or a toxic work environment. The causes of this suffering are created and perpetuated by the organization members. The practice of managing members with love and compassion will accomplish the good work of healing organizational ills. In fact, this is one of the top duties of Middle Way Managers.

Precept #4: The way out of suffering at all levels of the organization is through the genuine practice of managerial love and compassion.
Compassion travels hand-in-hand with love and both are necessary parts of the Middle Way Manager's daily practice. Compassion is a genuine concern for people which includes empathetic consideration and deep, abiding sympathy with any and all trials through which organizational members are traveling. Of course, these qualities also extend to the free and open celebration of good experiences. Because the purview of the Middle Way Manager covers all levels of the organizational hierarchy (if one exists, and it usually does in the American model) she is relentlessly seeking opportunities to relieve both individual and organizational suffering in all ways. The single best way to do this is through a mindful practice of managerial love and compassion - i.e., Middle Way Management.

Precept #5: Managers have a special responsibility to relieve suffering at all levels of the organization.
The social, emotional, and spiritual gravity of the positions held by managers is largely underestimated by managers themselves, as well as all other organizational members. Managers have enormous influence over the people they lead and manage. This means a single word, look, or gesture can have an exaggerated impact - both positive and negative. Granted, managers are people, too, yet they have accepted the awesome responsibility of assuming a leadership role for the purported benefit of the organization. The acceptance of this role confers vast amounts of potential and realized personal benefit upon the manager simply by virtue of how his actions play out in the current of the Ripple Effect created by his behaviors. Managerial behaviors can be a positive influence upon the organization, its members, their family members, literally anyone who comes into contact with a person affected by the manager's actions - or they can be searingly negative. The Middle Way Manager seeks to create a positive stream of energy with a lasting, unforeseeable impact on all of those with whom she comes in contact.

Though this list is just a beginning, it represents a few fundamental points the Middle Way Manager should keep in mind during his daily practice. My next post will offer a few percepts intended to add clarity to why Middle Way Management is an approach to leading and managing people whose time has come. I look forward to your comments!

Onward! Darin

Copyright © 2009, Darin R. Molnar, PhD. All rights reserved.