Typhoon: A tropical cyclone. A storm system that is characterised by a low pressure centre and numerous thunderstorms. They can produce extremely powerful winds and torrential rain; they are also able to produce high waves and damaging storm surges. Heavy rains can produce significant flooding inland, and storm surges can produce extensive coastal flooding. Their effects on human populations can be devastating. (Extract from Wikipedia)
Note: For the purpose of this exposition, the words ‘typhoon' and ‘cyclone' are used interchangeably.
The traditional Indian weddings always have a few persons who seem to be the ones doing everything to make sure the wedding is a grand success. They smile, they rush hither and thither, order everyone to do things and are also visible in all the wedding pictures. They probably contribute only to make our weddings chaotic and they come in the way of the many persons who quietly go about doing everything to make sure that things go well in the wedding and whose pictures you seldom get to see in the albums. We all know ever busy characters like this in our companies; people who are capable of giving even a typhoon an inferiority complex. They are constantly busy being busy! They are here, there and everywhere; defying the laws of nature, they even seem to be in many places at the same time! Unfortunately, the correlation between such frenzied activity and results is rather tenuous. Invariably we find that such frenetic buzzing about the system leads to multiple problems, the major one being the fact it gets in the way of people who are trying to get things done efficiently. Let us examine the impact that human typhoons (HTs ) can have on an organisation:
Emulation: While cyclones are natural phenomena which occur automatically when certain weather conditions prevail, organisational typhoons are artificial systems that feed on systemic weaknesses. If they are tolerated, even if not actively encouraged, they will be emulated, leading to creation of smaller typhoons that swirl around at many levels in the system
Widespread Disruption: When HTs spin around, they create a surge that disrupts everything they come in touch with. In addition, while they may be centred in one place for a while, their activities can have widespread impact. They affect even people who are far away from the epicentre, much as the trailing edges of the typhoon that have the potential to cause immense damage.
Flood Damage: As if the destruction caused by the wind is not enough, the accompanying “squalls of rain” dampen the spirits of those who wish to work efficiently. Soggy ruins of well thought out plans are the result and consequently, confusion prevails once the typhoon moves on.
Thunderstorms: Organisational cyclones can be a veritable son et lumiere (sound and light) show. Entertaining perhaps to excited onlookers but clearly disturbing to those hard at work. In a sense, sound and fury that convey nothing of value.
The eye of a cyclonic storm: The eye is the calmest zone which is found at the centre of a cyclonic storm. It is also the place where the atmospheric pressure measured at sea level is the lowest. Seems to perfectly describe HTs, does it not? They cause chaos, oblivious to the impact and swirl on to continue their dance of destruction elsewhere. While I cannot comment upon their blood pressure, surely that of their victims is most likely to be the highest at sea level or any other level!
A dervish is a Sufi Muslim ascetic known for his extreme poverty and austerity, very similar to sadhus in our country. Dervishes belonging to the Mevlevi Order in Turkey do a dance where they whirl around endlessly in a ritual of faith to reach religious ecstasy. It is supposed to induce a feeling of soaring, of ecstasy, of mystical flight in the faithful who watch them dance. Organisational dervishes create quite the contrary effect in the system and ought to be squelched mercilessly! It becomes important to make sure that the systemic DNA is set to encourage performance over posturing; action and results over mere activity-mongering.