We are generally made to believe that ‘change is the only constant’ and it is so good for our well-being that we must adopt it as soon as possible.
In our professional lives it is drummed loudly into our ears in measurable daily doses by bosses, managers and élite professionals. This myth has been repeated so many zillion times that we have grown to accept it as a truth.
The reason professionals keep harping on this myth and make it sound so real is the hidden strategic motive of manipulating others to align with their line of thinking so that the exercise of power becomes easier with a change of mindset.
But as we look around us we find so many things that don’t seem to change or are not desirable to change.
For example, who would like to change the Taj Mahal for whatever it is — to make it more beautiful or more attractive to tourists?
Or who would like to change sexual relationship between men and women for the sake of some great ‘spiritual’ attainment of human society or for the sake of containing global warming?
So, in any context of human activity it is a mix of ‘change’ and ‘desirable permanence’. And the two create what we know as culture.
While contemplating a change two important questions seem to be in order:
1. Does it help me and others to create more leisure time to pursue attainment of my potential as an ethical human being?
2. Have I and/or others related to me, come to the edge of doing something that does not offer any more happiness and love?
Leaders must pay careful attention to this aspect. If they are on a blind and thoughtless mission to zealously change everything they come across they would soon land into a big mess from where it would be difficult for them to come out. It would then create unnecessary ‘stress’ in whatever community or society they run to decimate material conditions, happiness and love of the collective. Such leaders, for the right reasons, soon get kicked out or aren’t respected anymore.
If so, the very purpose of leading a creative life would be lost.