Introduction

In contrast to the idea of multilateralism, the world population still diverges economically, culturally and morally.

Thanks to the effort of many nations, some people live longer and enjoy luxury as never before, while others, the great majority, suffer from extreme poverty. One billion people have no access to safe drinking water, two billion lack proper sanitation, and three billion earn less than US$2.00 per day. Every three seconds, a child is killed by poverty and every fourteen seconds, one is turned into an orphan by AIDS. The more we preach, the more striking the inequity appears.

Businesses are largely to blame (p. 10); they create their own so-called codes of ethics to withstand competition profitably, thereby, infecting the conscience, aspirations and empathic capacity of employees and society and robbing them of the true joy in their lives. In developing countries, the paternalistic culture (see p. 24) of governments has a similar impact.

To restore the joy of life in managing business demands and resiliently balancing soft and hard economic aspects (p. 9), I first aimed at self-actualization by taking into account the following common interactive faculties as a guideline: awareness, ego, intuition, sleep-dream, unconsciousness, death and spirituality.

During this mental journey, seven strategic principles of self-actualization serve as a natural guide to promote self-management and fulfill our potential, overcoming inner conflicts and avoiding mistaken identities and psychological blocks.

Profiting from this cognitive process, eleven main lessons in managing business demands are validated, after all, only people are capable of acting.

Inspiring employees to increase productivity in this manner cultivates their authentic self-worth, integrity and reliability, which culminates in dedication and galvanizes empathy, engagement and societal trust.

This culture-free, psycho-philosophical model shifts the guilty paradigm toward recovering and becoming what we are, as well as enhancing productivity. It is carried into effect as follows:

Chapter 1 outlines the function of our common interactive faculties to facilitate self-actualization in establishing mental health as well as developing empathy in dignifying perceptual differences, earning dedication, productivity and societal trust.

Chapter 2 employs well-tested workplace practices to match business demands and competencies, while raising employees’ awareness to unfold a sense of authentic self-worth, kicking off the first phase of self-actualization.

Chapter 3 identifies four basic selves navigated by the ego, solving inner conflicts and mistaken identities, to achieve personal psycho-synthesis and find our mission as the second phase of self-actualization. Business demands are similarly managed by integrating the navigation system and instruments in line with the rational scan, which leads to corporate psycho-synthesis.

Chapter 4 intuitively complements the ego to generate personal resilience in the third phase of self-actualization, as transpersonal psycho-synthesis. Stimulating intuitive ideas in managing business demands results in corporate resilience and serves as a rational and intuitive scan to foresight. The sleep-dream functions advocate eliminating overwork and job stress to gain dedication and profitable mutual trust, both internally and externally, adding luster to life.

Chapter 5 interfaces proactive with reactive living to overcome unconscious blocks and limiting growth factors due to the idea of death, supporting the third phase. Projected onto businesses, this way of life combines the inside-out with the outside-in approach. The foregoing enables corporate alignment; that is, synthesizing the navigation system, the navigation instruments and the rational and intuitive scan to balance soft and hard economic factors resiliently.

Chapter 6 unfolds the essence of our wholeness as spiritual psycho-synthesis, the fourth phase of self-actualization, scientifically demystifies the spiritual properties of life, and highlights the link among our common faculties, self-actualization trajectory and managing business demands; this link reaches its climax in innovation, creating and meeting new market demands, or consumer needs and expectations, profitably, to ensure continuity as down-to-earth holism.

Chapter 7 reduces the pillars of managing business demands to seven chakras, or energy centers, allowing a free flow of energy to establish profitable mutual trust, both internally and externally, laying the foundation for resiliently balancing soft and hard economic factors.

Chapter 8 illustrates how civilization and commercialization disturb the realization of our psycho-synthesis, explores how our psychological roadmap can be restored, and continues our psychological journey to unveil the guru in us.

Chapter 9 presents an environmental survey to assist us in high performance management by revealing which factors enhance or impair profitable mutual trust, both internally and externally.

Introduction

In contrast to the idea of multilateralism, the world population still diverges economically, culturally and morally.

Thanks to the effort of many nations, some people live longer and enjoy luxury as never before, while others, the great majority, suffer from extreme poverty. One billion people have no access to safe drinking water, two billion lack proper sanitation, and three billion earn less than US$2.00 per day. Every three seconds, a child is killed by poverty and every fourteen seconds, one is turned into an orphan by AIDS. The more we preach, the more striking the inequity appears.

Businesses are largely to blame (p. 10); they create their own so-called codes of ethics to withstand competition profitably, thereby, infecting the conscience, aspirations and empathic capacity of employees and society and robbing them of the true joy in their lives. In developing countries, the paternalistic culture (see p. 24) of governments has a similar impact.

To restore the joy of life in managing business demands and resiliently balancing soft and hard economic aspects (p. 9), I first aimed at self-actualization by taking into account the following common interactive faculties as a guideline: awareness, ego, intuition, sleep-dream, unconsciousness, death and spirituality.

During this mental journey, seven strategic principles of self-actualization serve as a natural guide to promote self-management and fulfill our potential, overcoming inner conflicts and avoiding mistaken identities and psychological blocks.

Profiting from this cognitive process, eleven main lessons in managing business demands are validated, after all, only people are capable of acting.

Inspiring employees to increase productivity in this manner cultivates their authentic self-worth, integrity and reliability, which culminates in dedication and galvanizes empathy, engagement and societal trust.

This culture-free, psycho-philosophical model shifts the guilty paradigm toward recovering and becoming what we are, as well as enhancing productivity. It is carried into effect as follows:

Chapter 1 outlines the function of our common interactive faculties to facilitate self-actualization in establishing mental health as well as developing empathy in dignifying perceptual differences, earning dedication, productivity and societal trust.

Chapter 2 employs well-tested workplace practices to match business demands and competencies, while raising employees’ awareness to unfold a sense of authentic self-worth, kicking off the first phase of self-actualization.

Chapter 3 identifies four basic selves navigated by the ego, solving inner conflicts and mistaken identities, to achieve personal psycho-synthesis and find our mission as the second phase of self-actualization. Business demands are similarly managed by integrating the navigation system and instruments in line with the rational scan, which leads to corporate psycho-synthesis.

Chapter 4 intuitively complements the ego to generate personal resilience in the third phase of self-actualization, as transpersonal psycho-synthesis. Stimulating intuitive ideas in managing business demands results in corporate resilience and serves as a rational and intuitive scan to foresight. The sleep-dream functions advocate eliminating overwork and job stress to gain dedication and profitable mutual trust, both internally and externally, adding luster to life.

Chapter 5 interfaces proactive with reactive living to overcome unconscious blocks and limiting growth factors due to the idea of death, supporting the third phase. Projected onto businesses, this way of life combines the inside-out with the outside-in approach. The foregoing enables corporate alignment; that is, synthesizing the navigation system, the navigation instruments and the rational and intuitive scan to balance soft and hard economic factors resiliently.

Chapter 6 unfolds the essence of our wholeness as spiritual psycho-synthesis, the fourth phase of self-actualization, scientifically demystifies the spiritual properties of life, and highlights the link among our common faculties, self-actualization trajectory and managing business demands; this link reaches its climax in innovation, creating and meeting new market demands, or consumer needs and expectations, profitably, to ensure continuity as down-to-earth holism.

Chapter 7 reduces the pillars of managing business demands to seven chakras, or energy centers, allowing a free flow of energy to establish profitable mutual trust, both internally and externally, laying the foundation for resiliently balancing soft and hard economic factors.

Chapter 8 illustrates how civilization and commercialization disturb the realization of our psycho-synthesis, explores how our psychological roadmap can be restored, and continues our psychological journey to unveil the guru in us.

Chapter 9 presents an environmental survey to assist us in high performance management by revealing which factors enhance or impair profitable mutual trust, both internally and externally.