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K. Gopalan

Making A Difference By Bruce Nixon Publishers: Roli Books Pvt Ltd, New Delhi Price Rs. 295

The book under review arrests the attention of the readers with a number of fine sayings such as `vision without action is merely a dream', `we need to learn to do something by doing it', `there is no virtue in enlightened failure' and `keep a picture of the cathedral in your mind' as you mix the mortar'— all attractively printed in the laminated covers.

In the book, the author has ably projected the fresh problems challenging business houses and captains of industry in these days of rapid globalisation. These are times of more uncertainty, more unpredictable change and greater stress than ever before. The author's concern is `are we going to be victims of it or can we thrive on it?'.

Quite different from the traditional beliefs is the author's findings on the strategies required for optimum utilisation of workforce at the disposal of a management. This is evident in the importance given to `empowerment', which involves valuing and respecting everyone connected with an organisation, including even the suppliers, besides customers and other stakeholders. Then the concept of `Real Time Management Development' is taken up, which is markedly different from the conventional management development notions. The author's observation that there is no need to separate learning and doing, although a little startling, is meaningful. After all, in the past quite often training and development programmes had ended up with no substantial results or effects. The author rightly terms these programmes as `merely didactic'.

Another concept `Real Time Strategic Change' is well explained. This is based on treating the current reality, which maybe full of conflicts in the internal and external environments as a key driver and in fostering empowerment to one and all, concerned with the smooth running of business. An organisation is not to be viewed as a machine; on the other hand, it has to be seen as a living organism.

The chapter `Giving and Getting a Good Listening' deals with the efficacy of people getting a good `Listening to' instead of the usual `Talking to'. According to the author, this could transform the business. Going a step further, he emphasises the need for `one to one' relationship' in releasing individual potential.

The underlying belief is the enormous potential in each individual to offer leadership in his/her workplace. The author's views on the role of intuition, often pointing to the right direction in action, reminds one of Gandhiji's reliance on `inner voice' as the guiding force in his missions. It is inspiring to be told that `we know a lot more than we think we know'.

Another point highlighted in the book is the need for `self-love and self-esteem' in people. Whilst this would certainly boost the morale of individuals, the opposite can cause considerable damage to an individual's personality and to the organisation concerned.

In tune with the current thinking on the subject, the author is firm in commending the need for external consultants, because inter alia, they are able to see things clearly, which people inside an organisation are too close to notice.

Every chapter in the book commences with profound sayings of great men like Mahatma Gandhi, Khalil Zibran and J. Krishnamurti. Happily, the book abounds in boxes listing dicta, which enables easy comprehension of the principles and theories discussed. Detailed appendices enhance the value of the book still further. In fine, the tribute paid to the author by Shashi Budhiraja and Ashok Malhotra (themselves management experts) in the Foreword that `this is one of the rare books that is honest, simple, yet profound' is well deserved.

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