Reflections on zero and zero-centered spirituality in organizations

Karakas, Fahri (2008). Reflections on zero and zero-centered spirituality in organizations. Competitiveness Review: An International Business Journal incorporating Journal of Global Competitiveness, 18(4), pp. 367–377.

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DOI (Digital Object Identifier) Link:	http://dx.doi.org/doi:10.1108/10595420810920833
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Abstract

Purpose – The purpose of this paper is to invite managers and practitioners to reflect on the meaning and implications of the concept of zero for individual and organizational spiritual growth.

Design/methodology/approach – Building on spirituality and complexity literatures, this paper stimulates non-traditional thinking in organizational change and leadership. The paper uses the concept of zero as a creative metaphor for organizational development.

Findings – The paper introduces a systemic, unified, multidimensional, holistic, complex, chaotic and dynamic paradigm for organizations based on spirituality: paradigm zero. Zero represents paradox, transcendence, interconnectedness, balance, modesty, creativity, inspiration, and the essence and mystery of human existence.

Practical implications – This paper invites managers to consider a futurist perspective called zero-centered thinking that enables creativity and reflection in the middle of complexity.

Originality/value – This paper builds on cutting edge spirituality and complexity concepts to enable new thinking for twenty-first century managers and professionals. Zero philosophy provides organizations a new trans-disciplinary paradigm based on spirituality, complexity, chaos, systems sciences, quantum physics, emergence, and Sufism.

Item Type:	Journal Article
Copyright Holders:	2008 merald Publishing Group
ISSN:	1059-5422
Keywords:	complexity theory; organizational development; philosophy
Academic Unit/Department:	Open University Business School
Item ID:	22970
Depositing User:	Fahri Karakas
Date Deposited:	09 Sep 2010 13:24
Last Modified:	31 Jul 2012 19:41
URI:	http://oro.open.ac.uk/id/eprint/22970

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