India's growth story is, to put it mildly, going through its own growing pains. Seemingly out of nowhere we hear about multiple scandals where gigantic sums of public funds are alleged to have been siphoned off. There is a veritable slugfest going on between all the parties supposedly involved in such scams. Investigative agencies are turning hyperactive. The 24X7 coverage by the TV channels adds to the din. Complex yogic contortions are being performed by all those implicated in these scams; fact and fiction are getting irretrievably mixed up. In all this, it is not clear what the truth is and who the culprits are. What is clear is that the natural system of justice that dictates that a person is innocent until proven guilty is suffering. Logically enough, the question arises as to how such mountainous sums were allowed to be spirited away and what happened to the system of checks and balances that was meant to guard us against such happenings? More importantly, what were we all doing when all this was happening? The answer is surely blowing in the wind as Bob Dylan put it poetically all those years ago.
When companies are in the high growth mode, it is but natural that the systems and processes will be stress-tested. If the company also happens to be a start-up growing aggressively, the problem gets compounded as the S&P's are still getting formed. The net result will be an unclear situation where traditional ways do not work and new ones appropriate to the evolving situation are themselves in a state of flux. People who are positively motivated will take advantage of this by taking action that in their opinion will further advance the company's cause and, ironically, even this proactive action will add to the flux. Some others who are primarily motivated by the need to advance their own agendas will use the unsettled conditions to their own advantage.
Silent majority
Most will probably stand by perplexed, confused and saying to themselves, “I am too small to be able to do anything to make a difference.” This is where the problem starts.
In extreme cases, this abdication of responsibility by the silent majority will have fatal consequences for the company. If the majority do not stand up for their rights, then they lose the right to complain. Something even more critical is at play here — those who stand by and watch helplessly become as culpable as the perpetrators of the deeds.
Agendas are set by a vocal minority and these tend to reflect extreme views. The silence of the majority is construed as tacit acceptance and actions are initiated. Soon enough the results start showing up and they clearly disappoint the majority in the system as they would have had no say in the way things are done.
The systems and processes in an organisation are essentially meant to safeguard against extremism of any kind, positive or negative. The rules are formulated with good intention at some point of time in an organisation's growth cycle. But most often, they lag behind the growth vector of the company. The rules that were formulated to address a different milieu start getting applied blindly and they result in further alienation of an already disgruntled population.
Make a difference
Clearly, the first level of defence against takeover by extreme elements has to be systemic in nature. However, when the systems get overwhelmed or are deliberately perverted, it becomes important for the silent majority to wake up and make a difference. Sitting on one's hands and bemoaning one's fate is an exercise in futility.
Power is seldom given; it has to be taken. Mandates have to be carved out by individuals keeping in mind that they should contribute to their own success even as they contribute to making others successful — thus, ensuring the success of the organisation.
In practical terms this means the assumption of one's responsibilities by speaking up when required and getting people aligned in a similar fashion to do so as well. If this is not done, there is no point in blaming the minority who have grabbed control as they are only illustrating the principle that nature abhors a vacuum.
To be able to have the joy of saying “I wanted to tell you so” post facto is an eminently avoidable trait. After going blind, the great poet Milton in his wonderful poem On His Blindness wrote: “They also serve who only stand and wait.” He meant that even with his disability, he had a place in the world. We will serve only if we resolve to be in the moment and to do what is necessary when it is necessary.
M. Chandrasekaran is corporate advisor to 3i Infotech and Manipal Education and Medical Group. He can be reached at >mcshekaran@gmail.com