MAKING QUANTUM-BASED PREDICTIONS

This chapter will suggest a method by which successful management practice can be predicted. The chapter starts out by establishing parallels between modern management practice and quantum physics. It then describes parallels between quantum physics and a realized human's experience of self. It finally describes parallels between modern management practice and a realized human's experience of self. The chapter ties these three seemingly distinct phenomena into one cycle. It depicts why the findings of quantum physics and the realized human's experience of self are good predictors of successful management practice.

Relation of modern management practice to quantum physics

How does modern management practice relate to quantum physics? Recall that quantum physics is the modern day outlook on fundamental particle theory, and has replaced the atomic view held by physicists for centuries. In the atomic view atoms were the fundamental building blocks of the universe. They were solid, indestructible objects and interacted with each other according to fixed laws imposed on them from above. Further, some Force created these particles, the laws between them, and set them into motion like a big machine. All consequent movement is therefore deterministic so that anything can be predicted if everything else is known. Contrast this with the quantum view which finds that the deeper one penetrates into matter the more elusive the fundamental particle becomes. In fact, it is found that there is no fundamental particle, but only a pattern of energy, some of which may manifest as a particle. Further, these manifested particles display wave-particle behavior, with the wave signifying the probability with which a particle may be found in some location at some time. That is, the particle could instantaneously appear anywhere across some space-time continuum. Essentially, there is an intricate web of connections that intimately connects all 'matter' at the level of matter.

In many respects the shift between traditional and modern management practice mirrors the shift between the perceived behavior of fundamental particles between the older atomic view and the more recent quantum view.

Consider, for example, the increasingly popular practice of process reengineering. Process reengineering is the practice of focusing on work flows in an organization rather than focusing on functional departments. Many tasks in organizations cut across functional boundaries. For example, in a customer fulfillment process customers phone in their orders to the sales department, the shipping department sends the orders to them, the accounting department generates an invoice, the finance department records the revenues and costs involved, and the marketing department collects more detailed information about each customer. Most common managerial processes will usually involve several departments. A typical transaction of this nature may take weeks before reaching completion. By directly connecting 'points' in different departments, the practice of process reengineering reduces the cycle time of each individual transaction and in the bargain increases the satisfaction of the customer who now receives the order earlier. Simultaneously, the same amount of cash is generated in a shorter time thus enhancing the company's overall cash flow. Company records are updated in real-time thus providing a more accurate snapshot of the operations, the shipping department reduces its storage expenses because of a reduction in inventory, and the marketing department creates a more accurate profile of its customers. Thus each part of the company involved in the process has benefited.

The older atomic view suggests an isolationist reality, which shows up in organizations as myriad departments absolutely and neatly separated from one another. Process reengineering is the practice which is now connecting the departments more intricately and completely to form a 'quantum-view' of the organization. Much like the quantum physicists 'web of connections', modern day organizations are being connected so that the isolationist reality of departments is being replaced by the more effective reengineered organization.

This same 'web of connections' aspect of matter is also showing up as the very successful 'networked organization' concept. A networked organization is the practice of building organizations such that small sub-organizations within the group can operate autonomously. Through maintaining their small size they are able to maneuver more effectively. Through sharing expenses, research, marketing resources, etc., with many other sub-organizations within the network they are able to behave with the muscle of a larger organization. This is allowing seemingly small and independent organizations to instantaneously act as a much larger organization. It also allows the seemingly small and isolated organization to act instantaneously at a vast distance from its physical location by virtue of the connections through other small units of the network.


Quality circles, too, are a movement away from the isolationist focus propagated by the atomic view. Quality circles is the practice of having a group of employees jointly evaluate products, services, and/or processes. Rather than an issue being examined solely from one point of view, an issue can now be examined from several points of view to form a more informed knowledge 'pattern', in the same manner as particles interact with one another to form the fundamental energy pattern. The practice of bringing together several viewpoints to thereby transcend the narrowness of a few viewpoints, and thereby arrive at a more complete and harmonious endpoint is what has given the quality circle its popularity and effectiveness.


Peer reviews and upward reviews move away from the hierarchical framework where examiner is always the boss, toward a level framework where one is examined from multiple points, in the same manner as the individual threads of a web converge onto its center or focal point. This allows employees to become aware of how it is to work with and for them, so that they may alter their behavior to become more effective in both relationships.


The hierarchical view of the atomic world in which fixed laws were imposed upon the fundamental atoms, has been replaced by the single level of the quantum world, where particles seem to function with an intelligence inherent in them. This shift has manifested as flattening of organizations. Organizational flattening is the practice of reducing the number of levels of management in an organization. Thus, many organizations have reduced the number of management layers from 15 to 3. Of course, with each additional level of management the inefficiency in an organization increases. Decisions take longer to make. Direction decided at the top takes more time to filter down into the ranks of the organization. Further more, the direction and strategy gets diluted or mixed with each levels own perception on the way down. Thus, fewer management layers allows the organization to function more effectively.


The intelligence embedded in the fundamental entity, further, shows up as the principle of employee empowerment, and is a moving away from the principle as proposed by the atomic view, of intelligence being imposed from above. Employee empowerment is the practice of pushing authority down into the organization so that employees themselves can make the day-to-day decisions that need to be made. Rather than referring each decision or thought upward, the belief is that through empowering, decisions can be made at lower levels and therefore more in real-time, causing the whole organization to run more effectively. Further, the practice of empowering employees develops in them an autonomy, and sense of responsibility and pushes them toward a more rapid and fulfilled growth.


The quantum view of all fundamental wave-particles being intricately connected, as opposed to the atomic view of independent, indestructible elements, manifests in the practice of systems thinking, and customer satisfaction. Systems thinking is the process of linking a business to its external determinants. Rather than a business operating in an isolated fashion, there are a number of entities to which it is linked and which intricately determine its own success. Systems thinking has allowed businesses to step into their larger reality and determine more accurately how each of their actions will affect them. Customer satisfaction has also grown in importance. With an increase in competition the only way a company can hope to stay ahead is by fully understanding the needs of its customers. But that is not sufficient. A company has to really care for its customers to the point of satisfying them completely. If customers do not like the goods and services provided by the company, then the company is not going to generate the profits and revenues it needs to keep in business. Customer satisfaction has thus become an imperative for business continuance.


The point is that these management practices are the state of the art not because atomic view has been proven inadequate, but because they allow organizations to function far more effectively. Just as the quantum view helps explain physical and scientific phenomena far more accurately than has the atomic view, so also modern management practices allows the organization to function far more effectively than older management practices. Each of these management practices has evolved from a practice, which astoundingly, but not surprisingly, parallels a view of fundamental particles as espoused by the classical physicists. Thus the departmental view, multiple layers of management, order from above, 'tell' principle, and isolationist tendencies, are all behaviors displayed by atoms in the classical physicists view.


Relation of quantum physics to realized human's experience of self


Pushing the analogy further, we will find that the view of the universe and the fundamental particles that comprise it as postulated by quantum physicists is remarkably similar to experiences of the self and world of the realized human being. One way to examine this is by comparing the difference between atomic physics and quantum physics to the difference between the experience of a normal individual and a realized human being.


Atoms are indestructible, solid objects. Wave-particles are a pattern of energy of which some energy may manifest as some particle or the other. The average human perceives herself as a defined physical entity. The realized human is the self in all, that contains all, and manifests simultaneously as the defined individual form that the average human knows her as.


Atoms are indestructible, solid objects. In the quantum physicists world, atoms actually consist of vast regions of space. Within this space are swiftly orbiting electrons, protons, neutrons, which form 'layers' from the nucleus to the outer shells. Similarly, the average human considers herself as a single 'layered' physical being. The realized human experiences herself as a multi-layered entity, with several concentric bodies. Thus, there is a 'causal' body, a 'physical' body, and a 'subtle' body.


Atoms are isolated entities. Quantum physicists propound that the fundamental entity is a wave-particle which is intricately connected with all other wave-particles. The average human on the street believes that each individual is separate and isolated. The realized human perceives that all individuals are intricately connected and in fact are part of the self.


Atoms act as though there is a law imposed upon them from outside. Quantum wave-particles have an inherent intelligence which determine their functioning. Similarly, the average human acts according to societal laws, and that is the reality she faces. The laws are imposed from without. The realized human experiences the seat of intelligence and knowledge as being within herself, and as being the source of all her actions and laws.


Atoms move through absolute space and absolute time, and any changes that occur are due to the movement of independently flowing time. Quantum particles, traveling close to the speed of light, conform to Einstein's general theory of relativity. Time is not an absolute entity, but forms part of a space-time continuum, and in fact time will flow at different rates in different parts of the universe. Space and time are both elements of a language an observer uses in describing the observed phenomena. Similarly, the average human experiences events as occurring at different points of time, within a certain space. The realized human experiences events as present in their entirety in the consciousness of the self. Further, they unfold themselves in this particular space-time environment as events through time.


Atoms, the forces between them, and the laws they follow are completely separate from an observer. Quantum particles have no meaning as isolated entities but can only be understood as interconnections between the preparation of an experiment and the subsequent measurement. Similarly, the average human views everything around her as separate from herself. The realized human experiences everything 'around' her as part of the self, of which she also is a part.


The mass of an atom is associated with indestructible material substance. Quantum particles have a mass which is a form of energy. Similarly, the average human is a solid physical being, with matter as her base. The realized human experiences herself as a consciousness which manifests in part, as matter.


The force between atoms is an entity that is rigidly connected with atoms they act upon. The force between quantum particles is pictured as the exchange of particles. In fact, force and matter are unified, with both having their common origin in the dynamic energy patterns we have called 'wave-particle'. Similarly, the average human experiences forces as being something linked to her interaction with others. The realized human sees matter, force, energy, as all having their common origin in consciousness, and in fact being different aspects of the consciousness. A force can exist independently of any object, and can have its own purpose and existence.


In the classical physicists view all forces need a medium to travel through. In the quantum physicists view forces are entities themselves and do not need a medium to travel through. The average human experiences force as conveyed through voice, action, or movement. The realized human experiences force as a form of consciousness which can exist for its own, separate purpose.


While there are immense parallels between quantum physics and the self as experienced by the realized human, quantum physics is a fledgling science, not even one century old, while 'self' experience has been affirmed and reaffirmed through the centuries. Further, everything found in quantum physics has already been found by the realized human. Quantum physics is today grappling with combining relativity theory and quantum theory to understand the nature of the nucleus, which lies at the heart of every atom. The experience of the self of realized humans however, has generated volumes of insights that have been untouched and unthought of by the average human. Even physicists could begin to take their cues form the experience of realized human beings.


Further, as mentioned earlier, when physicists begin to penetrate the depths of matter it is found that what seemed solid is in fact energy. Thus, the very concept of 'matter' being the base and starting point of human development has come undone. In fact, that belief is flipped on its head and energy itself is seen to be the starting point from which matter manifests.

Could it be possible that energy too is only a form of something else? Consciousness perhaps? If we assume that to be the case then the link between science and experience of the self is complete. The realized human's experience therefore should be the starting point from which we examine and build all other endeavors.

Relation between realized human's experience of self and management practice

While traditional management practice is similar to the average human's view of reality, state of the art management practices, of the kind discussed in the first part of the chapter, can be seen as an attempt to emulate reality as experienced by the realized human.

Let us first consider process reengineering. It is the practice of redesigning work flows along 'natural' paths within an organization, rather than letting them flow in their convoluted manner up and down each department before going on to the next department. Through connecting points in what is normally viewed as isolated departments, myriad connections are being made that facilitate the ease with which different parts can communicate thereby making it more like 'one' whole, rather than like the several distinct parts it has been identified as.

Quality circles is the attempt at having a larger, more informed intelligence and knowledge, an approximation toward the 'seat of intelligence' of the realized human, examine the relevant issue. The traditional practice of having a manager review a subordinates work leaves too many holes in the end-product.

Peer reviews and upward reviews remove the hierarchical constraints of the possibility of learning only from 'above' by allowing feedback from all directions. It is an attempt to treat more equally and with importance that which was traditionally 'below', and of learning from it.

Networked organizations is the practice of allowing global organizations to act locally. The organization has the advantages of rapid maneuverability through virtue of being small, and simultaneously has the tremendous resources to back it up, in terms of R&D, marketing, finance, etc., through virtue of being big. This structure approaches the realized human's experience of self, where the self is one with the all, while simultaneously being the local frame we may perceive her as.

Systems thinking is the practice of linking a business with determinants which had not normally been considered as part of the business, but now are seen to have an important impact on the success of the business. This practice approaches the realized human's experience of self, where the self is not just the individual physical frame, but is just a part of all the rest that is around it. By artificially cutting off the boundaries where the physical frame ends, expected results no longer occur. Only when the self is seen as all, can the unexpected begin to be explained.

Organizational flattening is the practice of removing layers of management between the top and the bottom of the organization. This approaches the realized human's experience of self, where the self is not far-removed from the all, but is in fact one with it. The bottom comes as close to the top as is possible.

Employee empowerment is the practice of empowering an employee to make decisions and take action without unneeded managerial consent within her realm of work. This practice approaches the realized human's experience of self where the seat of intelligence and action resides within the self who is therefore absolutely capable of deciding what needs to be done.

Customer satisfaction is the practice of fully understanding and fulfilling the needs of customers. This approaches the realized human's experience of knowing whatever needs to be known through a direct identification. The need of a customer is not something to be guessed about from a distance, but to know directly as one would know any part of the self. The customer's needs therefore, are fulfilled in the same manner as one would fulfill one's own needs.

Conclusion

The various organizations and business practices we design, and the very quality of our lives will be determined by what we perceive our lives and selves to be. The average human's perception, much like the classical physicists perception, has led to a model of behavior and reality which is proving to be inadequate in dealing with the realities of our world. More often than not specialists, consultants, and visionaries, the 'quantum physicists' or 'realized humans' of the age, redesign the current system based on a more accurate perception of how things are. Many of these redesigned systems have proven to work.

It is the management practices that have not worked which are of relevance. How do we ferret out the effective from the ineffective? How do we avoid spending vast amounts of time and money on something that is destined for failure? An experience of the reality of quantum physicists, and more so of realized humans, will form a sound basis for prediction. As illustrated in this chapter, the management practices that have met with success have remarkable parallels to quantum physics and to a realized human's experience of reality. By experiencing this same reality, knowing what it is that forms the fabric of life, and rending the veils that lock us into our present narrowness and utter insufficiency, we can begin to know which management practices will work and which will not.

We can either construct nuclear reactors and particle accelerators in our houses and study particle behavior under gigantic electron microscopes and elaborate bubble chambers, or we can simply begin to move away from the noise of our thoughts, emotions, and habits, and become the ungarbed entity within.

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