Business Sutra and Recruitment

Business Sutra and Human Relationships at Workplace PART 1 – USING SUTRAS FOR RECRUITMENT Inspired by Book “Business Sutra” written by Devdutt Pattnaik 24-Mar-15 Nehal Joshi Master of Social Work, M.S. University of Baroda (2004-2006)

Introduction

I have in Human Resource Management since 10 years and have come across many western practices which is being copy pasted to manage Indian companies and many times wonder that we Indians cannot extract full advantage of such systems as our belief system is very different from western world. In the year 2014 I came to know about Dr. Devdutt Pattnaik a mythologist and author of more than 15 books. During my reading I came across his best seller book Business Sutra (2013) which surprised me a lot and leaded my consciousness to appreciate Hindu mythology like never before. Through this book he brings another perspective to manage people at workplace in Indian way by introducing equations or sutras based on Hindu mythological stories. He has also given an interesting comparison among western, Chinese and Indian beliefs and emphasized on applying management practice according to culture of the land. This work has been appreciated by CNBC India, Economic times and many top business typhoons of India. He has also spoken about Indian way of business worldwide through TED talks.

I have gone through book thrice and found that Devdutt Pattnaik is not giving a readymade framework or a predefined step by step guideline but meant to expand readers’ gaze through equations or sutras which can be applied to any given situation or problem. The sutras applied one would be having more information about a person. What to do with that information is not suggested.

More about Sutras and stories I strongly recommend his excellent work based on his many years of research. Here I have tried to apply equations mentioned in his book for human relationship practices in a company; rather calling it is as human resource practices. Humans are seen as resources in western terms while in India it is a Human “being”.  It is about including human side apart from processes and behaviors.

The article first shows Sutras and recommended practices based on them. This part is about applying business sutra in recruitment process. The ideas are shared for interviewing any experienced candidate irrespective of his function or role. The interview process can be seen as Yagna (ceremonial process to get something) where Candidate is Devata (who will bring desired results for Company) and Employer is Yajman (who is inviting him to do work for him to get desired result). This Yagna is successful when candidates join and successfully starts delivering results, but the recruitment tool given here will provide only way to look at the candidate in a more exploring way, not assure his future success. The questions given here will probe the candidate to reveal about self as a person made of different beliefs. To summaries, the purpose is not goal to select a best candidate as suggested in western management practice but to expand recruiter’s gaze of knowing a person appearing for interview that is Indian way of management. Recruiter helps the decision maker to take call, not take call on his or her behalf.

INDEX

Topic	Page No
Part - 1 Questions to be asked during the interview?	3
Know about  expectations of Candidate	3
Know about Job Knowledge	3
Know about preferable Organization Culture	3
Know about Coaching and mentoring pattern adopted	4
Know about working pattern with stakeholders	4
Know about overall Personality	5
Part -2 Interview panel guidelines which will put candidate at ease and help him to express	7
Setting ambience for interview	7
Interviewer assumption for candidate during the entire recruitment process	7
Body language of candidate and interviewer	8
Verbal communication of interviewer during the interview	8
Panel member discussion after the interview	9
Conclusion and making offer	10
If not selected, increasing likelihood for next candidate selection	10
Part 3 –What should be Management assumptions during selection, induction and probation of candidate. This will help candidate to be himself without manipulative belief system of others.	12
Annexure – Business Sutras used in this article	13

Part 1 – Interview Questions – all are prescriptive not exact or exhaustive, do not need to ask all, not needed to ask in sequence, it depends on how candidate is answering and job requirement. These questions are intended to know maximum about the candidate, interviewer discretion will always be preferred.

1.       Know about  expectations of Candidate   

a.       How do you prioritize your expectation from next job in terms of Money, Position and Knowledge? If you are asked to be given weightage in sum total of 100, what it would be? What is the current weightage and where you are ready to compromise?

b.       How do you think that the profile offered in our organization will contribute to your personal and professional growth? In terms of Emotions and Intellect to be more precise

c.       What is your career strategy so far? What tactics you have tried?

d.      Which of the past mistakes you still regret and what is your future planning to cover the damage?

2.       Know about Job Knowledge

a.       Describe your hierarchy position in current company? What are your key result areas? Any key performance indicators? Which performance area you like to enjoy working and which area you don’t like and hand it over to others? Are there any responsibilities you want to add to your profile and organization is denying? Once handed over, which things you still prefer to do by yourself thinking that it may contribute to your productivity?

b.      What were the different roles given by your current or previous organization? Describe your significant achievement

c.       Describe a case where you made a good decision? What was the situation (context)? Who were the people involved and how you took them in confidence (subject)? Which were your assumptions for taking calls? How this decision rewarded to you.

d.      Describe a case where you made a wrong decision? What was the situation (context)? Who were the people involved and how they were affected by your decision (subject)? What was your approach later on? Which were your assumptions for taking calls?  What did you learn from it?

e.      What data you give to organization which helps in decision making?

3.       Know about preferable Organization Culture

a.       What is current organization turnover and profitability?

b.      What is business strategy of the organization as per you? What are the tactics applied to implement it?

c.       Is there any review mechanism in your organization? If yes, what is frequency and quality? You have some suggestions to make it more effective?

d.      What has been discussed in last appraisal with your boss? Which area he wants you to improve? Is there any area suggested by him looks literally impossible to you or felt not in your control?

e.      Which tasks or key result area or key performance indicator added last year in between to your profile? Were they added with your consent?

f.        Which parts of profile is necessary for your productivity but you do not like it though you believe it’s necessary and you are doing it?

g.       If you have to suggest any person what kind of leader he should be? What you suggest as top 2 strength area for him or her?

h.      How do you rate your organization in terms of results and reward in terms of 5 point scale and why? What suggestion you have in mind?

i.         Have you been in situation where your rewards were not enough, you later on tried to convince management and in which way? Was it successful, how you find it now?

j.        Is your organization having practice of employee suggestions? If yes, are there any rewards attached to it? If not, what is your suggestion you would like to give to current company?

4.       Know about Coaching and mentoring pattern adopted  

a.       What tasks now you handed over to others to look for more responsibilities?

b.      Do you do appraisal of your subordinates? If yes, what challenges you find and how you overcome from it?

5.       Know about working pattern with stakeholders - Working with Supplies, Customers, Government officials, Cross functional teams, Superiors, Subordinates

a.       Who your stakeholders are as described above? What your company do and what is your profile contribution to attract and retain them?

b.      Can you describe a situation where each stakeholder demand was unique and you made transaction happen by convincing and satisfying everyone to an extent? What you offered and what converted into successful deal, who were beneficiaries and who were compromised? How you decided your preference? What did you do later so former compromised later satisfied?

c.       Is their mechanism provided by company to needs of stakeholders to top management? What is your contribution?

d.      How management or you ensure that decision taken is being implemented? What difficulty you or management faces in it? Is there any mechanism to suggest effect of decision taken? Are you currently playing a part in informing effect of decision making? If not, how you try to inform management about it anyhow?

6.       Know about overall Personality

a.       How do you describe yourself as a person?

b.      Under what kind of organization structure you want to work? What is your expectation from your leader?

c.       Give me an instance when your possession dropped, stolen or lost and what did you do next?

d.      Which are the rules and policies applied to your current role? Any suggestions you have on it?

e.      Any other expects or things we missed to ask and you want to tell us in order increase your chances of selection for this profile?

f.        Have you faced any crisis situation in your life? What did you learn from it?

g.       Have you appeared elsewhere in interview? Or in talk with current organization? Do you have any other offers in your hand?

Part 2 – Interview Panel guidelines

1.       Setting ambience for interview

a.       Give good sitting arrangement and conditions, water on table, be courteous ask for tea coffee

b.      Office, furniture, treatment given will be valued by candidate

c.       Our thoughts will be displayed in kind of office chair, furniture, rest rooms or tea cup, paper, display idols putted in room, pen and notepad being used

d.      If one of the interviewer sitting in panel has been loyal to organization for long time candidate will feel more secured

e.      Candidate will be more concern about physical things in terms of  distance, time, CTC, office sitting, AC, comforts offered rather than only thoughts

f.        The candidate must have documented proofs, in case of absence he should be present reference

2.       Interviewer should evaluate candidate appearing for interview with following assumptions

a.       Interviewer must have higher subject knowledge where he is asking question.

b.      If we are looking for loyalty than interview panel must consist of interviewer who is working with organization since long term

c.       Every candidate want will be different in terms of priority Wealth, knowledge, power and priorities amongst them

d.      There will be no exchange if candidate and our needs are not met

e.      Our expectation from him and his expectation from us will be always high

f.        Negotiation will always take place whether we like it or not

g.       If candidate may not like to change company even after appearing for interview, he can think of satisfaction at current place and do not want to change further or get some opportunity elsewhere.

h.      Frequent challenging to candidates self image will conclude in defensive presentation

i.         Due to current organization culture candidate is performing , if culture changes he won’t be performing the same if hired unless he changes tactics, strategies of current working style

j.        Candidate will assume that if better position is given he will change his work approach

k.       Candidate will more look upon and connect with Interviewers personality and attitude before concentrating on interviewer expressing by words or things are being offered during the interview.

l.          Even if candidate is coming from organization who runs on one man show, though there will policies who is governing his behavior written or not. So keep asking questions even if he says that no written things exist.

m.    It is not necessary that in current organization he is following the rules by his will

n.      Interviewer will dislike the candidate if he does not follow protocol so good candidate talks might be neglected. Avoid this trap and be non-judgmental in evaluating a candidate

o.      Candidate may show his dislike about interview protocol e.g. documents asked but do not mind he will comply but do not be judgmental, keep an open mind and evaluate candidate on his presentation during the interview now

p.      There may be good candidates who are good but do not get shortlisted due to not qualifying essentials e.g. language, education.

q.      It may happen that due to strong force of pre-interview protocol candidate may produce fake supporting documents, be watchful

r.        Candidate will suggest to change interview protocol, but be nonjudgmental as it is human tendency to live by  own rules

s.       During the interview if interviewer sees that candidate has not complied rule in previous organization at any stage, but have resulted into some innovation, appreciate the motive.

t.        We will naturally appreciate the candidate who has come with requirement of interview protocol, but do not be overwhelmed by it, be nonjudgmental. Do check his capability not only compliance

u.      Come over from physical appearance or verbal communication, focus on thoughts representation for evaluation

v.       Also observe how he speaks about his subordinates, support staff. His behavior with Receptionist or office boy can be observed to take note. The motive is he is also giving significance to insignificant. For this take opinion of receptionist or other people he interacted in interview process

w.     Closely observe in answers of the candidate that how he empower others to take decision and support them afterwards

x.       Always give time to think and have patience till candidate understand the question properly and done analysis. Provoke him to think more

y.       Focus on what candidate can do rather than things done complied with work given. Appreciate work done out to profile scope.

3.       Body language of interviewer and candidate - recommendations

a.       Interviewer must not be judgmental, go for empathic listening and expand mind fullness of self and candidate

b.      Do not put candidate in any difficult situation which makes him fearful. connect with his world

c.       Connect emotionally to candidate. if we are not able to connect with emotion of candidate it only reveals our insensitivity

d.      Endorse mental image of candidate by nodding and not frequently challenging or counter arguing imagination of candidate

e.      Node, give validation, show empathy to candidate. It will put him in comfort situation and remove anxiety of interview process.

f.        Do not give hard looks to candidate even if he is sounding not as you expected always keep a caring gaze. Interfere with caution while he is expressing

g.       Frequently check how candidate is responding, if we see ourselves friendly but candidate is in stress , it is an alarm to change questioning pattern

h.      Candidate will more focus on past work done, rather understanding profile offered and what he can do. So get him back on track by rephrasing questions if needed. 

4.       Interviewer verbal communication with candidate

a.       Candidate will likely to defend himself when cross questioned

b.      Ask open ended questions

c.       Do not advise candidate, do not give lectures, more listening less speaking

d.      In case , interviewer wants to give suggestion do not use authority

e.      Appreciate unique things observed during interview or in resume of the candidate

f.        Candidate is attached to his external appearance. The cloths or accessories he is wearing. Better not to comment in front of him

g.       While candidate is giving answers and talk about achievements encourage by positive words

h.      Do not insult candidate at any point of time by laugh or words

i.         Appreciate any of the quality which set candidate apart from other candidates interviewed

j.        As reporting manager will be sitting in interview, he must represent himself as candidate desired for his superior

k.       Appreciate other perspective suggested by candidate , it is not necessary that he looks same as interviewer is seeing the situations

l.         He will see the world, what he is, so appreciate the answer given or take note of it. Do not press your thinking and views on him but if you want to attempt than try that he also appreciate and include your version.  

m.    Ask question very precisely and make candidate understand what is being asked. if he give irrelevant answer we have modify approach as it suggest interviewer inadequacy

n.      Make candidate to speak on every aspect he wants to represent at end of interview

5.       Internal discussion between interview panel members after the interview to enhance knowledge

a.       Other interviewer may take time to understand other panel members’ or candidate’s perspective having patience is solution

b.      When interview finishes, have thorough discussion on candidate

c.       Be open for opposite feedback of other panel members and think, introspect and respond

d.      Improve understanding of other panel members who are in oppose. Make their perspective wide by advising to think from other perspectives

e.      When coordinating with other panel members do not discard their point of view by authority

f.        Panel interviewers may not be convinced. Do not force but sometimes time will be required to make them realize

g.       Also learn from other interviewers to know their perspective

h.      If every interviewer learns from one another than there will be growth in probability of selecting potential candidate with reality check

i.         Introspect on; are we selecting candidate for his CTC within our reach, his power or the knowledge he will bring. It will indicate what we appreciate and give priority; it will also reveal which resource we mean to bring to organization. E.g. is it crisis management or part of long term strategy.

j.        What has been appreciated in candidate for selection will reveal what we find meaningful. e.g. is it loyalty, talent, resources, cast, education

k.       The offer we give will reveal what we expect from candidate to further behave in organization. I.e. rewards will be only attached to result delivery not the efforts

6.       Conclusion and making an offer

a.       What questions Candidate asks to interviewer will provide more information about him as a person and what he values rather what he has answered to interviewer’s questions.

b.      At end of interview candidate will say thanks or appreciate which will say who we are

c.       Offer will be acceptable to candidate only if it looks attractive to him means offer made is giving him something and he feels that organization is not taking wrong advantage of his current situation

d.      Give commitments only which can be followed so we become more dependable to candidate in future and win his loyalty

e.      Offer should be made on CTC, Designation and Knowledge growth. As a negotiation tactic, verbal offer can be represented in terms of priorities laid down by candidate during the interview.

f.        What we represented and what candidate has understood about the company or offer will reveal the gap in meaning of his wants and our offer

g.       Avoid questions on his liking towards organization's practices , policies, he has to accommodate after joining anyhow

h.      Make candidate to speak on every aspect he wants to represent

i.         Candidate will justify all his career changes and not look at organization loss due to this change. In case of reference check please mind this gap.

7.       Increasing likelihood to find more candidates if offer not given

a.       Check requirement with available talent pool. When context changes we have to change.

b.      Unless tactics are not applied to current strategy of recruitment accordingly it will not end up with selection. Unless we change we cannot grow

c.       If assessment about candidate missed an expect which revealed during the reference check, it is time to look at interviewer and questions being asked or evaluation technique

d.      Even if candidate is not fit for current role and if he is talented than offer different position but not let the talent go.

e.      How candidate look at the world is more important, skills can be learned. E.g. his motives aspiration, enthusiasm is more important.

Part 3 – Management assumptions from selection, induction and probation of candidate

1.       In terms of induction or hand over take over, exchange of duties and responsibilities will take place not the thoughts. it is human tendency

2.       Candidate will not have same influence on supplier or customers once he changes the current company if we are offering different to our supplier or customers in compare of his old organization

3.       Candidate will expect to provide him good designation and power to represent him to others

4.       if candidate gives suggestion to change some practice , we may not like it and resist, as he would be still carrying impression form previous organization culture which may not be suited to current organization culture

5.       We will like candidate to accommodate rather than his needs, means to work according to our organization culture.

6.       If after selection a necessary support not given and if this newly selected employee becomes insecure he will not deliver the results for which we hired him for

7.       If handing over work to new employee is not done with full intent it will prevent his future growth

8.       If candidate is not selected or leaves soon we will have to adapt the situation by redistributing the work, which will hinder organization growth.

Annexure – Business Sutras used in this article

Sutras used for Creating interview Questions

Gaze-Context	Context  Subpart	Sutra
Kama	Kama	Imagination expands human hunger
Kama	Kama	Yagna can be tool for personal growth, if we allow it to be
Drishti	Decision	He who takes call is Karta
Drishti	Decision	Everyone is potential Karta
Drishti	Decision	A karta who allows and enables others to take a call is Yajman
Drishti	Decision	A Yajman has power to take or give life
Drishti	Decision	The size of contribution does not matter
Drishti	Decision	All calls are subjective
Drishti	Decision	Not everyone can handle burden of uncertainty
Drishti	Decision	Every decision has consequences
Drishti	Decision	Decisions are good or bad only in hindsight
Drishti	Decision	Decisions are often rationalized in hindsight
Drishti	Decision	If the decision is bad, the Yajman alone is responsible
Drishti	Decision	If  the decision is good, the Yajman is the beneficiary
Drishti	Violence	Business is violent
Drishti	Violence	Violence is not always apparent
Drishti	Violence	Mental violence is also violence
Drishti	Violence	Violence creates winners and losers
Drishti	Violence	Violence is culturally unacceptable if taking is not accompanied by giving
Drishti	Violence	Violence becomes culturally acceptable when we take because no one gives
Drishti	Violence	Exploitation is violence
Drishti	Violence	Hoarding is violence
Drishti	Violence	Hunger is insatiable (impossible to satisfy)
Drishti	Violence	Regeneration ensures sustainable wealth
Drishti	Violence	Restrain ensures regeneration
Drishti	Violence	Restrain is violent
Drishti	Seduction	Business is seduction
Drishti	Seduction	He who satisfies hunger becomes desirable
Drishti	Seduction	Many Devatas need to be seduced
Drishti	Seduction	Every devata has a devata of his own
Drishti	Seduction	Every Devata’s hunger is unique
Drishti	Seduction	Every devata matters depending on the context
Drishti	Seduction	Not all Devatas are equal
Drishti	Seduction	Seducing multiple Devatas is very demanding
Drishti	Seduction	Seduction needs to satisfy both parties
Drishti	Seduction	Sometimes, the yajman also needs to be seduced
Drishti	Churning	The organization is ultimately a set of people
Drishti	Churning	Every organization is a churn
Drishti	Churning	If strategy is the force, then tactic is the counter force
Drishti	Churning	If creativity is the force, then process is the counter force
Drishti	Churning	If ambition is the force, then contentment is the counter force
Drishti	Churning	If hindsight is the force, the foresight is the counter force
Drishti	Churning	If hindsight is the force, the foresight is the counter force
Drishti	Churning	Upstream forces need to be balanced by downstream forces
Drishti	Churning	Balance is the key to avoid a tug of war
Drishti	Churning	The impact of an organizational decision varies depending on the source
Drishti	Churning	In a shifting world, organizations needs to organisms
Drishti	Churning	In organism, individual potential and context are taken into consideration
Drishti	Churning	Organisms thrive when the yajman is flexible
Divya Drishti	Significance	Every devata imagines himself differently from natural reality
Divya Drishti	Significance	We seek hierarchies that favor us
Divya Drishti	Property	The loss of possessions reveals who we really are
Divya Drishti	Rules	Rules domesticate the human-animal
Darshan	Relation	the Other reveals our blindness
Darshan	Inclusion	Crisis increases the chance of learning
Darshan	Inclusion	Crisis increases the chance of learning
Yama's Balance Sheet		We alone decide if we need more meaning, another Yagna

Sutras used for setting ambience for interview

Gaze-Context	Context  Subpart	Sutra
Divya Drishti	Property	Things help us position ourselves
Divya Drishti	Property	Things are surrogate markers of our value
Divya Drishti	Property	Thoughts can be coded into things
Divya Drishti	Property	Like things, talent and loyalty can also make us feel secure
Divya Drishti	Property	A transaction is about things, not thoughts
Divya Drishti	Rules	There are no thieves in the jungle

Sutras used to construct Interviewer assumption for candidate during the entire recruitment process along with management assumptions from selection, induction and probation of candidate

Gaze-Context	Context  Subpart	Sutra
Kama		Human Hunger is unique
Kama		Only humans can exchange
Kama		Every Devata seeks a high return on investment
Kama		Conflict is inherent in exchange
Kama		Imagination can help humans to outgrow hunger
Kama		Human hunger for intangible is often overlooked
Kama		There are three types of food that can exchange during a Yagna
Kama		We have to make room for the other
Drishti	Decision	All decisions are contextual
Divya Drishti	Stability	When the context changes, we have to change
Divya Drishti	Stability	Unless we change, we cannot grow
Darshan	Relation	the Other reveals our blindness
Darshan	Expansion	Growth happens when the mind expands
Darshan	Inclusion	Creating talent enables us to grow
Darshan	Inclusion	We seek to inherit things, not thoughts
Darshan	Inclusion	Being a yajman is about gaze, not skills
Drishti	Seduction	Sometimes, the yajman also needs to be seduced
Darshan	Isolation	Unseen, we are compelled to fend ourselves
Darshan	Isolation	We refuse to see ourselves as villains
Darshan	Isolation	We use work as beacon to get attention
Darshan	Isolation	Our goals justify our lack of a caring gaze
Divya Drishti	Significance	We defend our mental image at any cost
Divya Drishti	Significance	We are terrified of how strangers will evaluate us
Divya Drishti	Significance	We would rather be unique than equal
Divya Drishti	Significance	Culture provides only a temporary framework for our social body
Divya Drishti	Property	We see things not thoughts
Divya Drishti	Property	We assume we are what we have
Divya Drishti	Property	We expect things to transform us
Divya Drishti	Property	A relationship is about thoughts, not things
Divya Drishti	Rules	Without rules there is territory, not property
Divya Drishti	Rules	Rules domesticate the human-animal
Divya Drishti	Rules	Domestication can be voluntary and involuntary
Divya Drishti	Rules	We dislike those who are indifferent to rules
Divya Drishti	Rules	Rules can be oppressive
Divya Drishti	Rules	Rules create underdogs (one that is at a disadvantage) and outsiders
Divya Drishti	Rules	Rules create underdogs (one that is at a disadvantage) and outsiders
Divya Drishti	Rules	Rules create mimics and pretenders
Divya Drishti	Rules	We want to live by our own rules
Divya Drishti	Rules	Innovation is not possible unless rules are broken
Divya Drishti	Rules	We respect those who uphold rules
Divya Drishti	Rules	Rules need not determine our value
Darshan	Expansion	Growth is about pursuing thoughts not things
Darshan	Expansion	Growth is indicated when we prefer giving than taking
Darshan	Expansion	Growth happens when more people can depend on us
Darshan	Expansion	Growth happens when even the insignificant become significant
Darshan	Expansion	Growth happens when we include those whom we once excluded
Darshan	Inclusion	The yajman has to turn Devatas into yajman
Darshan	Inclusion	More yajman are needed when organization grows
Darshan	Inclusion	Questions teach us, not answers
Darshan	Inclusion	To provoke thought, we have to learn patience

Sutras used for observing body language of Candidate by panel member or interviewer

Gaze-Context	Context  Subpart	Sutra
Divya Drishti	Significance	Only another human being can endorse the mental image
Divya Drishti	Significance	Praise empowers us
Darshan	Isolation	The gaze can be cruel or caring
Darshan	Isolation	Everyone seeks a caring gaze
Darshan	Isolation	We want to be seen as we imagine ourselves
Darshan	Relation	The Other reveals our insensitivity

Sutras used for suggesting verbal communication of interviewer during the interview

Gaze-Context	Context  Subpart	Sutra
Divya Drishti	Significance	Insults disempower us
Divya Drishti	Significance	Comparison grants us value
Divya Drishti	Significance	We seek hierarchies that favor us
Divya Drishti	Property	Like things, talent and loyalty can also make us feel secure
Divya Drishti	Rules	Domestication can be voluntary and involuntary
Darshan	Isolation	A cruel gaze focuses on our compliance rather than our capability
Darshan	Relation	Fear isolates us while imagination connects us
Darshan	Relation	We often forget that others see the world differently
Darshan	Relation	How we see others reveals who we are
Darshan	Relation	How others see us reveals who we are
Darshan	Relation	The Other reveals the power of our gaze
Darshan	Relation	The Other reveals our inadequacy
Darshan	Relation	the Other reveals our blindness
Darshan	Inclusion	Questions teach us, not answers
Darshan	Inclusion	We resist advise and instructions
Darshan	Inclusion	Discourses never transforms us
Darshan	Inclusion	Power play underlies the process of teaching
Darshan	Inclusion	To provoke thought, we have to learn patience

Sutras used for interview panel discussion after the interview

Gaze-Context	Context  Subpart	Sutra
Darshan	Expansion	Growth happens when we stop seeing people as villains
Darshan	Expansion	Growth happens when we seek to uplift them (which were being seen as villains)
Darshan	Inclusion	Power play underlies the process of teaching
Darshan	Inclusion	To teach we have to learn to let go
Darshan	Inclusion	Only when teachers are willing to learn does growth happen
Darshan	Inclusion	Growth in thought brings about growth in action
Yama's Balance Sheet		Closures are a time for introspection
Yama's Balance Sheet		Who we include as devata reveals the meaning we give ourselves
Yama's Balance Sheet		The resources we see reveal what we give meaning to
Yama's Balance Sheet		Who we include as devata reveals who we find meaningful
Yama's Balance Sheet		How the devata sees the yajman reveals the gap in meaning
Yama's Balance Sheet		The Tathastu we give reveals the meaning we seek

Sutras used for Conclusion and making offer and if not selected looking for next

Context	Sutra referring to	Sutra
Divya Drishti	Stability	When the world changes, our social body dies
Divya Drishti	Stability	We want organizations to secure our social body
Divya Drishti	Stability	We resist anything that is new
Divya Drishti	Stability	We want to control change
Divya Drishti	Stability	Insecurity turns us into villains
Divya Drishti	Stability	Our stability prevents other people's growth
Divya Drishti	Stability	We would rather change the world than ourselves
Divya Drishti	Stability	We will always resist change
Divya Drishti	Stability	Adapting to change is not growth