Insanity

Insanity is doing the same thing over and over again and expecting different results!

 This quote is often attributed to Albert Einstein.  Whoever may be the actual one who first decided to define insanity in such terms, is to be appreciated. 

Translating the word 'insanity' into the local telugu language sounds more powerful and apt! And there are quite a few Salesians who excel in this art of insanity.  But what qualifies some of us, more as perfectly insane is the stubbornness with which we justify doing the same.  Not even are we open to considering alternatives or possibilities or even an evaluation of the same. 

If Einstein were to have known some of these typical Salesians he would certainly have added another like to the same definition of insanity: Doling out money over and over again, without as much as a plan or effort, and expecting miracles to happen... that's a higher stage of insanity! 

Work outside the office

 One common sight outside and around Government offices in India is the multiple photocopying shops. Outside any and every government office and even courts, there invariably mushroom numerous shops which basically claim to be photocopying or printing documents.  In reality everyone knows they are basically agents or mediators who facilitate the work for citizens.  

This task of mediation, middlemen doing the running around and seeing to the documentation, and approval of various needs, is a very amusing task - as long as it is not your task that is being done.  Watching these men - and at times, women - glide through the various desks of the actual officials who are appointed by the government to do the job is no less an entertainment than watching a movie in a theatre.  These men and women know the nitty-gritties of the task, the person whom to approach, the procedure that needs to be followed, the amount to be paid (officially and unofficially), the duration (goes without saying that money always speeds up the process) and in a way actually decide the final outcome of one's petition.  

It is interesting to note that these 'agents' know well the officials and the officials know these people too.  Going by oneself, without the aid of the agent, through the process is an option, but the final outcome is not guaranteed or duration never calculable.  Even when the whole process is made digital or online, the tasks of these middlemen is no less or reduced. 

In a true sense, the official work of the governmental offices is carried out outside in these petty shops and in the bylanes surrounding the office.  All said and done, what actually culminates the whole process is the seal and signature of the official inside the office!

Palukubadi

The last couple of weeks have been rather hectic, but happy ones for me since a long pending work is nearing the end.  For years we have been trying to sort out a portion of land owned by us.  Since the last couple of years we have been doing our best to sell it, because it has been more of a headache than any good!  

I wouldn't be wrong to say that that particular plot of land is jinxed!  Ever since it has come into our possession, there has never been a smooth ride with it. Every time we tried to sort things out, new challenges would pile up on the already badgering issues.  

Nonetheless, I should also admit that because of the same plot of land, we have tangibly experienced the support and graciousness of several individuals who have been a great pillar of strength to us.  If not for these particular individuals, we would have been chewed up and swallowed whole by some land mafia guys!  

In particular since the last couple of weeks, I have seen from close quarters how these particular individuals have moved the lousy state machinery to get things done in our favour.  If not for them, we would have never ever even come close to speaking a word in public to claim that plot of land.  In Telugu, there is one particular word, that really does not have a counterpart in English: palukubadi.  It is the skill of knowing and having the right contacts, in order to get things done, no matter what!  Without this palukubadi, one may not even reach the right office, leave alone initiate the process.  But with palukubadi, the wheels rotate while we just sit and wait! (Of course, money lubricates those wheels; but that is for another discussion.) 

As we accomplish one great task of disposing one half of the land, a big THANKS to God almighty and to those individuals who made it possible, all out of their goodwill and friendship respect for us!  

What would Jesus do?

 One of the insights that again came to my rescue, getting me out of my muddled thoughts and plans, was the acronym: WWJD... What would Jesus do? 

This one simple phrase has been the easiest answer to most of my toughest questions.  Couldn't have asked for a better, simpler and clearer way forward.  

As part of the reflection along that line, it occurred to me that Jesus did not set up any institution.  He merely worked in teams (apostles, two-by-two...).  He initiated movements, processes. 

So why not work in teams, with individuals who are not corrupted, willing to see and strive for something noble rather than be happy to play victims or engage in power struggles.   

Working hard vs Working with a purpose

Jesus' mission of sending out the 72 disciples to the places he himself intended to visit, with the clear instructions as to what to do, and not to do, in practically each and every possible situation has a strange twist to it at the end of that passage.  This is the gospel of the coming Sunday (Luke 10; early verses).  

He sends out the disciples with clear instructions; a specific list of do's and don'ts - a perfect SEPP, with lines of action (as said by Sarath).  However, when they return and recall the great things they were able to achieve, (the evaluation of the same SEPP!!), Jesus states something he has not said a word about earlier! What they have achieved, and for which he congratulates them, is something he never spoke to them about!! 

Jesus tells them not to rejoice because they were able to work miracles, see Satan fall from heaven, heal the sick, cure diseases and what not; rather he tells them to be happy because their names are written in heaven!  Now that's not something he told them about before their departure.  

I take it as a lesson not to get lost in the immediate results or achievements; the petty victories or even the activities we so meticulously plan, implement and are proud of carrying out. The real progress and achievement is in setting in motion a PROCESS; a deep rooted change or IMPACT that works as a ripple effect, well after any of us has stopped working or even left the place altogether.  

The disciples being with Jesus learnt that he was not just DOING good things; there was something deeper and greater he was working at.  When following his steps, they subconsciously fulfilled what he had in mind; now he was calling their attention to becoming conscious of that purpose, while continuing doing the good things! 

Purpose driven initiatives

Last month Fr Biju, the regional councillor for South Asia, was in the Province and as part of his visitation of the Province, he gave a talk to the leaders of the communities and commissions during which he spoke of 4 components of any system.  Somehow it made much sense to me... perhaps because of my own insistence on right prioritisation and the need of a focused goal setting. 

The four components he spoke of were: 

1. Purpose
2. Organise
3. Process
4. Resources

Besides the listing, the order is also important. 

The PURPOSE is always shared and inspirational.  Without a clarity and consensus about this, all our efforts, however noble and serious, will only yield in scattered results and not a consistent useful trend.  This is something that needs to arise from within, as does it drive from within.  Therefore the setting of standards, quality, growth, change... 

With regard to ORGANISATION, boundaries do exist, but are permeable. And certainly the need of collaboration between specialisations. 

The PROCESS should be bound by rules, but with the minimum necessary. Fundamental policies need to be in place, with the possibility of local customisation. 

As for RESOURCES, they need to be used with great flexibility.  This requires 'variety'.  Careful planning for investment for developing new capabilities, innovation and not merely for sustenance. 

Spread the good

 One of my favourite anecdotes: 

There once was a farmer who grew award-winning ‘corn’ (maize). Each year he entered his corn in the fair-competition conducted at the state-level, where it won a prize. 

One year a newspaper reporter interviewed him. Among the many great practices that this farmer had adopted, the reporter also learned something highly interesting about how this farmer grew corn… … and which made him to win a prize every year. The reporter discovered that the farmer shared his seed corn… his best variety seed… with his neighbouring farmers! 

“How can you afford to share your best seed corn with your neighbours when they are also entering into competition with you?” enquired the bewildered reporter. “Why sir,” replied back the farmer, “didn’t you know one of the important realities of life? The wind picks up pollen from the ripening corn and swirls it from field to field. 

If my neighbours grow inferior variety of corn, the cross-pollination will steadily degrade the quality of my corn as well. If I am to grow good corn, I must help my neighbours grow good corn. 

This is the reality of life that I have realized: In order to get the best out of life, I need to give my best to the other!”

Expectations, involvement and rights

 We recently concluded the Provincial Chapter of the Province.  Personally I'd invested myself in the questionnaires in the preparation of the same.  I was keen to do so.  However, I did not pin my hopes to the Chapter itself achieving much.  I purposely did not expect much to happen.  Doing so, has really helped me accept the fact as it is.  I get agitated if planned events and processes do not yield proportionate results. So for this time, I didn't raise my level of expectation. In fact, I didn't have any expectations at all.  

On the other hand, looking back at the whole process and event itself, I ask myself what is the most significant aspect that we learnt from the Chapter? What is it that we take forward from there?  Unfortunately there isn't anything worthwhile!  One chief reason is that collectively, we avoided and left out the most pertinent aspects and were happy to get involved and excited about the trivial!  We dissipated our time and energies on the peripherals, without letting ourselves be challenged by the core values or issues.  

And then, looking at myself... I should acknowledge I've no much right to complaint because I did not actually let myself get involved in the common effort - personal, very much - but not the collective part. I should have drawn our attention to those important aspects - although I did just a couple of times, but only when I felt really exasperated.  So I honestly cannot give myself the right to grumble either!  

Loosing the plot?

 Since the last couple of months, life has been hectic - more than usual and very much lopsided.  It has been a whole lot of wrangling with legal processes, around courts, police stations and related matters.  Not that I'm unwilling to take it head on or am sceptical about the results.  It is just that the time, energy and concentration these matters drain makes me feel unable to envision and pursue the bigger picture!  It is as if, I'm struggling to see the ultimate why of it all.  At the same time, I know it is relevant and important.  

Reading old newspapers

If I'm not mistaken I came across this particular phrase or proverb for the first time in one of R.K. Narayan's works:  When cleaning the temple courtyard don't start reading the newspaper flying around.

In our context it would be most appropriate to reword it as 'when cleaning a cupboard, don't start reading the old newspapers!' Everytime we work we have a hundred and other works and 'things to do' that keep propping up in our mind.  So rather than concentrate on the task at hand, we either try to 'multi-task' or end up wasting time finishing the task because our mind has been planning about the next one.  I've realised that I'm taking way long to prepare for my classes.  Not that the content is heavy and therefore requires serious work - far from it.  I keep thinking of another subject or drawing up a list of the other tasks that need to be done.  In the meantime the one that I'm working on gets delayed. 

On the other hand, the thrill of letting our minds wander and re-collect odd memories and ideas, right in the midst of some serious preparation, is indeed very fascinating.  Some of these memories are very old and not often thought of.  Most interesting is the people it reminds me of.  Some of whom I've not remembered for long!  

Elliptical work structure

The past few days I have been visiting and interacting with different departments and sections of the university with regard to the admission, application of my visa, registration, submission of documents, application for the railcard and so on...

Looking at the number of people involved in the university, it feels like there are more staff than students (exaggerating it though). For each and every task there is a person, then a supervisor, then a head, then a coordinator, then a team and what not. However this structure is not really vertically hierarchical, rather elliptical and crisscrossing.  Compared to how we work in India, even in our Salesian circles, one-man army or at the most one-boss and just a couple of others who do everything else, this working style is just so complex. Besides everyone is very polite, willing to help or direct you to the proper person/place and efficient. No task is seen as high or low. Everyone is respected equally and no one is looked down upon. Coming from a very hierarchical structure and dominance, that's truly amazing to notice and appreciate.

Strategic Planning

Tomorrow the Team Visit of the Rector Major with the SPCSA council and others commences in Chennai, India.  One of the major points on the agenda is the presentation of the study of Strategic Planning, which commenced almost a year ago.

Being part of it in some way, at some point of it, I know how great an enterprise it was.  Yet I am also aware of the different motivations that initiated it and the various expectations of confreres from this study.  Most wish to rework our working style and format, based on the findings of this study.

However, I wish that this exercise which will be presented in the days to come, will teach us more about who we are than what we should do.  If the former is clarified, the latter will eventually flow.  But if the latter is all that we aim for, then we might end up doing very well but doing someone else's work.

Structured system

After one has taken an initiative and set off a new pattern of work or thought, it tends to get structured and institutionalized.  As years go by, these become more and more defined and set.  The West and UK in particular, have in a way, set up systems for practically everything.  There is a hardly any aspect of life, work, or anything else that is ad hoc or unstructured.  Everything is neatly ordered and packaged, down to vegetables and flowers!

In such a context working 'outside' the structure is something that does not happen. There is no such sphere that is not covered by the social administration. I'm not saying that everything is working. But to find work, that is beyond any structure is difficult.  Even to help people who are not within the structure or list of 'known identifiable' there is a system, a structure!  So in a sense, unless you tailor yourself to suit the needs of these existing structures, you can be a ball of wool, rolling around doing nothing.

In contrast, in a country like India, with much of life and living unstructured, the possibilities of making a living are plenty.  With no skill and expertise or any knowledge of the system, one can still find oneself 'working'.

Both these ways of living have their own advantages and disadvantages.  

Process vs Event

By now, all the celebrations of the Province Jubilee and the visit of the Rector Major would have concluded in the Province.  All, especially those in the Provincial house, coordinating the events would surely let out a big sigh of relief.  I also hope that all the planned events went on smoothly and will do some good too.

My fear is that these events remain as mere 'shows' and not as valuable moments of animation.  The 'celebration' takes over and not the preparation and the follow up later.  The visit of the Rector Major tends to be the big event, rather than one of the main events in a process.  I guess we are basically programmed that way.  We move from event to event, rather than through a series of well connected and meaningful processes. A simple analysis of the time, resources (especially financial), energy and personnel we spend in making events spectacular in contrast to initiating and sustaining meaningful processes, will prove this point.

Your work!

The one who does little but that what he is supposed to do, truly does much.  But one who does much, except that what he is supposed to do, actually does little.  

In the context of some charismatic individuals this is applicable. And Fr Samala the other day reminded that the above words were of Don Bosco himself!  If I remember well it is in the context of Obedience that Don Bosco said these words.

Change

Mr Conrad while speaking of his impressions about the whole process of Strategic Planning stated that there could be three causes for one to change:

1. One has undergone great amount of pain and hence wishes for a change 
2. One sees others around undergoing change and therefore wishes for a change in oneself
3. One changes because of one's own choice / decision to change 

His challenge was to avoid reaching the first mode. Why wait till you are on the edge of the cliff or desperate?  The second mode however is not the ideal motivation to change.

Elaborating further he said that while undergoing transformation, one does not throw out everything!  It is not becoming totally a new entity.  It is mainly about managing the present (60%), selectively eliminate the past (25%) and then create the future (15%).  Perhaps the crux of the process is that 'selective elimination of the past' - you really need to identify that which you feel is something you can do without.  Owe to you if you are not sure of your essentials and in the process of jettisoning throw out the essence!!

Preventing theft vs Preventing becoming robbers

After two grueling days of doing all sorts of things and thoughts and loosing my peace of mind, and sleep and even temper over the growing tendency of theft and thieving by the boys, among themselves, tonight's goodnight was the climax.  Not that it is now over! It is just a beginning but a collective effort now.  Not individuals working for different purposes and ends but collectively arriving at a decision to curb theft.

While I had a discussion with all the boys (all 110 of them) and most of the caretakers, I kept saying to myself that the goal is not merely to prevent theft or robbery, but to help boys stay clear from becoming robbers!  As the instances of theft having been rising, I also realised that the 'new' thieves caught were once victims.  They now felt forced to 'join the gangs' or wanted to take revenge!  Therefore I was keen on forming character than merely preventing some random acts.

The easiest solution would be to lock it all up and intensify the scrutiny and "policing" but that's only a prevention of an act not the formation of character.  My focus therefore was on appealing to the conscience while ensuring that certain procedures and policies are in place.

Praise... the right kind

I came across a very interesting and highly educative RSA doodle about the link between praise and learning.  The basic premise is about what are the success indicators, the educators or adults endorse? We may praise a kid for being smart ... and possibly ruin his future efforts or praise the kid for his effort and keep alive the innovative streak in him.  It is ultimately important to challenge and help children try different and difficult tasks and all along praise the effort, not the results or the already gifted skills.

Some profound insights from the video: 

• Praise the process rather than intelligence itself.
• The latter leads children to a performance or achievement oriented direction; the former (praise for process) leads to further efforts, even if the child suffers setbacks or failures.
• The focus is to help children stay engaged and eager to learn, rather than achieve results.
• When a child says 'it is boring', it actually means the child is afraid to try!
• Convey a value system to children (that hard work is more valuable than rank; that effort is more fulfilling than appearing smart; that honing one's skill is better than resting on one's talent...)
• Keep alive the learning curve... learn at all times and at all costs.

He went about doing good...

This evening as I sat alone for evening prayer, it occurred to me how lucky Jesus was!  He was totally free of all administration, projects, accounts, purchases, documentation, maintenance works, paying salaries, staying in touch with the donors, settling staff squabbles (this one I think he too had a fair share - the apostles ensured that!), circulating data and names, ...

He went about doing good!  

I was wondering when we would reach that level of efficiency in pastoral ministry... doing good, without breaking one's head about how to go about doing good!

The Value of Patriotism

The other day we celebrated the Independence day in the school with a solemn march past, drill, a couple of interesting cultural programmes and of course, a string of talks and messages. During the staff evaluation that followed, I made an intervention: As educators we need to set imparting values as targets not success. Children are sharp and they are quick to grasp what our emphasis is on. They naturally and unconsciously pick up that. If our success indicators are smooth running of the programme, a grand show, a big round of applause... then they learn to work towards these. On the other hand, if my emphasis is on values and principles and more specially on children themselves, and if I am willing to sacrifice success for even one child, then they learn that people are more important than programmes. That I am esteemed more than an event.

On further reflection, I asked myself, what patriotic value did we impart to the children on the occasion of the independence day? That patriotism meant merely a day of celebration? Nothing before or nothing after? That they learnt a form of discipline, by way of standing in a straight line, marching to a beat, performing a particular exercise or dance... basically a discipline; yeah, that is true. But I ask again, is that all we educators are capable of imparting? I tried to view it from the child's mind: patriotism means honouring the national flag on August 15 – the rest of the year it is rotting in some cupboard pushed around in the corners. Patriotism means singing Vande Mataram and marching left-right-left – what about love of country or countrymen?