LAO TZU AND CONFUCIUS MEET HEISENBERG

Danah Zohar’s work will be well-known to many readers as the author of the best-selling The Quantum Self and The Quantum Society. She is also the originator of quantum psychology, quantum social theory, SQ as spiritual intelligence, and of quantum management theory, which is the subject of the present fascinating book subtitled ‘leadership wisdom from quantum science and Chinese philosophy.’ It is especially interesting as an insight into the thinking and practice of advanced Chinese companies and gives the lie to the ubiquity of centralised corporate control, at least in the management sector. Interestingly, Rupert Sheldrake’s book, The Science Delusion has just appeared in Chinese translation, and is being pitched as a pushback against Western reductive materialism while being more resonant with traditional Chinese philosophy.

In the introduction, Danah underscores the importance of leadership philosophy, especially when one is not aware of it, as is the case with many Western business leaders still operating under a Newtonian command and control framework without any wider sense of purpose. Danah herself has arrived at a deeper understanding of quantum science and philosophy through her own reading of Chinese classics, as explained here. Yin and yang are understood as complementary opposites in a similar way to the wave- and particle-like nature of light. Indeed, Niels Bohr incorporated the symbol in his coat of arms. This goes beyond sharp either/or distinctions of traditional Aristotelian logic. This new philosophy is succeeding traditional Confucian corporate structures of autocratic, hierarchical and paternalistic leadership. However, quantum management and traditional Confucian management both emphasise the importance of ‘virtue, wisdom, and learning as necessary qualities of the leader, and both stress the power and importance of relationships, trust, and shared values.’ (p. 5) The practical implementation of quantum management principles ‘calls upon companies to end top-down control, rid themselves of bureaucracy, and replace these with the network of well-connected and co-creative, self-organising autonomous teams functioning as a holistic ecosystem.’ (p. 6)

The first part describes the Quantum/Chinese world in which companies are operating, showing how companies are part of the living world and that there is a higher meaning of leadership where the mind of the leader is a critical factor. Quantum science offers ‘a radically different framework for understanding the nature of the universe, the nature of the living world, and the human relationship to each’, (p. 13) all of which has implications for the higher meaning and purpose of companies and their management. A quantum manager will understand the world as a pattern of dynamic energy where relationships between employees and customers are patterns of energy flow, hence a key task of leadership is keeping energy motivated and flowing. In the light of this, one CEO re-categorised her role as Chief Purpose Officer. There is an overall understanding of dynamic polarity and process leading to transformation. A key insight is that all living systems are CADs (complex adaptive systems) employing ‘the same principles of spontaneity (indeterminism), holism, contextuality and self-organisation that underpin the working of our quantum universe. (p. 25) Danah explains how quantum companies function as CADs in terms of self-organisation, being on the edge of chaos, operating flexibly and adaptively and in a purposive fashion. As already noted, the quality of relationships is crucial. The leader also needs to know when to use the three kinds of thinking: seial, associative networked, and creative ‘quantum’ thinking that can be cultivated through awareness, questioning, time out, dialogue, and exposure to diversity.

The second part characterises the Quantum/Chinese leader as the modern equivalent of the sage king, someone who is wise, virtuous, compassionate and benevolent requiring ‘sincerity, discipline, development of the mind, and lifelong cultivation of the person.’ (p. 62) Danah then explores 12 principles of quantum leadership, including being self-aware, vision and value led, spontaneous and adaptive, field-independent, questioning, reframing, with celebration of diversity, and positive use of adversity, humility, compassion, and a sense of vocation and purpose. This leads into the final part describing some of China’s quantum leaders such as Zhang Ruimin, who has articulated a management theory of RenDanHeyi (an expression of the Dao), which puts the value of people at the centre with the aim of realising their potential.

This is a striking contrast to the utilitarian financial restructuring of many Western companies who prioritise profits and shareholder over the welfare of their employees, often leading to a toxic ethos and the (expensive) loss of valuable experts and experience. I can think of two instances within my own family. The corporate outcomes of applying RenDanHeyi are notable in getting rid of bureaucracy and middle management, allowing the emergence of self-organised, self-motivated, and self-rewarding teams that are independent yet aligned, therefore open to experiment and innovation. Li Ling applies these principles to the management of schools, and they are relevant to the smooth functioning of organisations in general, including our own Network.

Danah concludes that quantum management ‘is more than just a revolutionary new management paradigm. It is a new philosophy, embedded in a new worldview, a new way of experiencing life, ourselves, each other, and our place in the universe. (p. 116) Chinese philosophy as a whole is known for its two contrasting strains of thought in Daoism and Confucianism, but both stress the importance of alignment between Heaven, Humans and Earth. She writes that Western companies have shown little interest in adopting quantum management, arguing that the principles articulated challenge the very foundations of Western thought, Western religion, and the mainstream Western worldview that ‘separates the subject from object and distinguishes the human observer and the world he/she observes, and that values the superiority of objectivity and the separation of truth from relationship or context.’ (p. 118)

I am persuaded by Danah’s argument that the adoption of the quantum principles outlined above could be hugely beneficial in transcending the ‘selfish and narrowly materialistic values of Western capitalism, and a Western arrogance that views the Western way as the one, best way’, to be imperialistically imposed by military and economic power. The new reality is multipolar, and our evolutionary imperative is to learn to cooperate and live peacefully on our common home rather than perpetuating the geopolitical manoeuvering of endless wars, violence, and destruction that makes a great deal of money for the few at the expense of the suffering of the many. It is time to affirm our common humanity at the grassroots and communicate this to our leaders.