The need of organisational unconditioning

by Christian Kurmann

As leaders we need to ask yourselves are we driven to condition our mind to be free unconsciously as well as consciously. Is it perhaps true to say that we think and take decisions, because we condition our thoughts through expectations, assumptions and possibilities.



If the integral quality of the mind is to be limited then there is really no doubt ever finding out what reality really is. But to find what the real truth of realty is we need to understand ourselves, and the best why we can do that is so.

In fact we need to understands that it is the fundamental quality of the mind to be limited. But, to find out the truth of the matter, we have to inquire for ourselves into whether the mind can really be free of expectations, comparison and constant striving. This means we can base our decisions on somebody else’s discovery, knowledge, wisdom or on ones illusion - we simply nee dot find out.

The understanding of the whole process of conditioning does not come to us through analysis or introspection.


So is it possible for the mind to be free?


To be free, the mind must not only see and understand its pendulum-like swing between the past and the future but also be aware of the interval between thoughts, instincts, impulses and believes. Interesting enough, between two thoughts there is a short period of silence, that is not related to the thought process

at all. This is a period of moment - that very short moment of interval is not of time and the discovery of any interval, which liberates the full experience us from conditioning. This happens when out thought is not given continuity to thought, is when it is at ease and still, - a moment which thought is not induced without any causation, where we feel entirely free from external influences. Any systemic conditioning conditions the mind ́s implications towards high expectations that society demands. Since it is believed that one has got no other options, than to believing based on acquisitiveness, envy, comparison, competition to survive stay questionable. Because we all condition the mind to a particular pattern of thought – this pattern of self-improvement, self-adjustment and self-sacrifice can only those you have the courage, compassion, clarity and consciousness to break away from all conditioning, are those who can discover and realise that it is nit measurable by the mind.

So, everywhere people, are conditioning the organisation, teams and their team members - conditioning takes the form of self-improvement,
which is really the perpetuation of the ‘I’, the ego, in different forms. Self-improvement may be gross or it may be very, very refined when it becomes the practice of virtue, quality and goodness, - but essentially it is the continuance of the ‘I’, which is a product of the conditioning influences of any system such as society. That is why a mind that is conditioned by a system, can never see and under and the truth and there for has different comprehension of a respective situation.

Today, we can see that those who pursue a system, who drive the mind into certain practices, obviously condition the mind according to that formula; expectation or a model, - believing that one is embracing the inner- security. Therefore, the mind is never free. It is only the free mind that can discover, not a mind conditioned according to any system. Conditioning is the same. To see the truth, there must be freedom, and a mind that is conditioned according to a system can never see the truth, which is the total awareness of conditioning.


The question we must as ourselves how do we free ourselves from our day-to-day conditioning?


Is it possible that we are not aware that we are conditioned. Still the mind is entirely conditioned - so how come that we can be in a state of unconditioning? This means we must be aware again of our conditioning – on a much deeper level of consciousness, not bringing in any other external influencers (forcing ourselves to be free).

This requires that the mind is highly sensitive and kept at ease and calm. When we cultivate stillness we are aware and hence unconditioned – free from any external distraction, influences and implications that influence the way we take decisions. Instead of suppressing desire, needs and expectations, we must understand the whole process of desire, need and expectations - in that very understanding comes inner-balance that comes from conditioning. Inner- balance is not the direct intention to be deliberately free about oneself, but perhaps from our conditioning that desire, needs and expectations create our own sort of conditioning. As long as we don’t understand the source of desire, needs and expectations – there will be always conditioning. That is why it is important thing is to understand what it is that creates conditioning. It is crucial important for leaders and decision makers to realise what there own source of conditioning is – not doing absolutely nothing for it cultivate it. Any effort made to free ourselves from ours conditioning is another form of conditioning. The intention to do things effortless in order to achieve what we consider to be a more desirable state. This motive of change conditions the ultimate transformation. That is is why self-knowledge and self-awareness is crucially essential to be unconditioned.

There is a deeper conditioning, such as an aggressive attitude towards life and our day-to-day business life. Aggression implies a sense of dominance, of seeking power, possessions, image, prestige. One has to go very deeply to be completely free of that, because it is very subtle, taking many different forms.

To lead unconditionally is probably the highest level of leadership we can ever reach – away from dependency and external influencers, limited knowledge., - keeping one self and the entire organisational system to

be easily adaptive towards the inner - and outer social - economic - political and cultural adjustments. This is very difficult, but probably the real and only competitive advantage an organization can ever reach and should envision to cultivate for.

Christian Kurmann