The Gate of Artemis


Two hypothesis
Firstly there are underlying energies and aptitudes that are stored in our system in a potential state and that, under guided conditions, we can actualize this potential for enlightened leadership.
Secondly and more precisely, man’s cognitive process is not confined to his brain but includes other organs ( eg liver, heart) and subtle sub plexuses connected to our autonomous nervous system. We must discover the psychosomatic underpinnings and potential of our entire cognitive system even though its existence may not have been suspected by 18th and 19th century rationalist thought systems that remain the reference for contemporary epistemology.
Realistic expectations
The experience of guided meditation triggers new cognitive possibilities. The unfolding of this potential is a gradual process, depending upon the specific features of each individual. In most cases, awakening a potential does not mean realizing its full scope but the cognitive system contained in the inner instrument can manifest holistic leadership.
The description of the destination
As we engage on the research path for manifesting inner qualities, we need also to present a configuration of the landscape we explore. He/she will select the path because he/she wants to reach an attractive destination. More specifically the paragraphs below offer a tentative presentation of this landscape, by no means exhaustive or totally accurate.
First energy flow (Ida Nadi)
How does desire translate in a core leadership capacity? Desires are what make us move. We follow them, they give our purpose and action follows.
Strong commitment to reaching goals and strategic vision to achieve them endow a leader with committed purposefulness
Opposite dimension: inertia, conformism
Second energy flow (pingala nadi)
How does a leader remain the master of action? The commitment felt on ida nadi can express itself with the qualities of discipline and will power on pingala nadi. Yet this is not enough to be a master of action.
To keep fully aware of the wider picture and context in which his horizon is not limited to delivering the fruits of his own action, the true leader is capable of ongoing detachment and critical scrutiny of what he wants to undertake. He can step back and see the big picture.
Opposite dimension: hubris,
Third energy flow (Sushumna nadi)
How does a leader pursue the search for equilibrium in an often-chaotic environment? How do we keep pace with a constantly shifting reality?
The energy for adaptive change, facilitated by the balance between commitment and detachment, is the critical component of sustainability. It enables the leader to see ahead of the curve, to anticipate needed coping strategies and to make the right choices.
Opposite dimension: linear versus dialectic (spiral) movement ends in… dead end.
First aptitude centre (Moladhara)
this centre deals with magnetism, the capacity to attract and is directly connected with the energy channel of desire.
Wisdom is the higher form of intelligence that maintains the sense of reality in practical and strategic matters alike. It is the aptitude to take right decisions with incomplete information. It includes the expression of humility through which a leader is in constant touch with himself and ground realities.
Getting in touch with our own wisdom brings a blend of gravity, instinct and spontaneity that sustain the awakening of our aptitudes. Such a person is disciplined, magnetic, carries a natural effectiveness to the expression of the various facets of his/her personality and can bring out the best in others. At the same time a good memory is an endowment of this center.
Opposite dimension when this aptitude is inexistent or weak.
Inconsistency in the personality and in decisions taken undermines authority and credibility. Losing focus. Incapacity to recall useful data stored in the mind at the right time.
Second aptitude centre (Swadhistan)
This centre deals with action and thought. It is directly connected with the corresponding energy channel.
Creative intelligence is in essence productive. We develop a sense for aesthetics, order and systems and adhere to reason. Physical energy, creativity, out of the box thinking and solution or quick analytical grasp are assets that increase with the awakening of this aptitude. It favors inventiveness and technological breakthrough. Companies use innovations to command price premiums and open up new market segments.
At one level, the energy of action enables strong productivity and work ethics and long-term high-level performance. At another level it provides inspiration and the inspired leader is likely to inspire others. At a subtler level it is the capacity to counter false knowledge, malpractices and willful manipulations.
Opposite dimension when this aptitude is inexistent or weak.
Lack of endurance, exhaustion, burn out and a confused mind. Poor design, loss of productivity.
Third aptitude centre (Manipur or nabhi)
This centre deals with managing check and balances and business’ evolutionary quest for equilibrium.
The rules of the game are defined through the normative imperative, the setting of principles, standards, codes, and regulatory superstructures. Equity issues are best addressed at this level. At the same time connectivity with the flow of change also expresses adaptive intelligence. It favors dialectic versus a linear thinking process.
In other words the solution-oriented mind helps itself with obstacles, contradictions or constraints to arrive at a synthesis representing the best outcome for that given situation. This capacity to handle adverse conditions and adapt to change also expresses itself through equanimity, an unruffled, contented attitude that expresses serenity and peace of mind.
Awareness enhancement through this aptitude is expressed in several ways. We are equipped with a sharp and focused attention, include the perception of all stakeholders and thus promote a web of check and balance in tune with corporate ethics. Adaptive intelligence facilitates, redesign of production, sustainability interface, finding one’s competitiveness niche, new options for reinvestment or change in business model. Corporations put a higher value on resource efficient products.
Opposite dimension when this aptitude is inexistent or weak.
Poor crisis management, inept response to pressures, corruption and waste, tendency to lose money,

Fourth aptitude centre (Riddhaya or Anahath)
A leader, by nature, is engaged in thoughts, decision and action that always carry the danger of a blind linearity, that is the assertion of one’s viewpoint no matter what, the pursue of a course disconnected from the capacity of adaptive change. Without the activation of this center leaders constantly mishandle the human factor. This mistake often brings an ultimate downfall.
The heart enriches the cognitive range of the leader by equipping him with human sensitivity and empathy. Through genuine compassion such a leader can rally people or turn around difficult situations, which could have otherwise presented obstacles to the achievement of his strategic vision. A “gentler and kinder” management style expresses the capacity to lead through motivation of the work force.
Fifth aptitude centre (Visshudhi )
This centre is about vision and communication.
Holistic intelligence brings excellence at handling relationships, to oneself first and to the whole.
We are not meant to be – or pretend to be – someone we are not, eg a leader. Posturing, spin control, pretensions or marketing a virtual identity will not have a durable impact. Authenticity, sincerity on the contrary is the basic quality of a compelling communicator who commands respect and whose views and vision are adopted. It makes possible to express oneself clearly leads to persuasion, convergence of perceptions and consensus building.
A strong team-building propensity maximizes the effectiveness of management and the productivity of the workforce. Negotiation skills are optimized and cooperative partnerships strengthen the corporation.
The capacity to join the silence of the meditative state at the level of this center enables a 360 degrees perception that can have a visionary dimension, understanding the interaction between economic actors and environment. Policy making gains in pertinence. Realizing that “working with nature is more productive than working against it” will help the advent of a global sustainable economy. The importance of eco system services for business survival underpins new range of products and models of business success. The corporation makes money while being helpful to society at large.
Within the business cycle itself, integrated approaches enacted as a package bring greater structural stability to the market.

Opposite dimension when this aptitude is inexistent or weak.
Jealousy undermines teamwork. Aggressiveness generates misunderstandings, activate polarity instead of consensus, and provoke conflicts and/ or antagonistic responses. Acting out of guilt and diffidence will prevent one to take a stand, to defend corporate interests with the needed strength; it will make it difficult to take necessary but difficult or ethical positions. The capacity to convince is lacking. Keeping the head in the sand accumulates missed opportunities.
Given the lack of overview, reductionism business models focuses only on making and selling products leading to excess capacity, environmental costs and wastes.
Sixth aptitude centre (Agnya )
This centre is about breaking into a deeper cognitive dimension.
A penetrating intelligence is freed from influences, pierces illusions and sort out mixed messages. A better understanding of oneself is gradually built up.
We can promote the soundness of our emotional condition and the objectivity of the thought process by reducing the influence of biases, prejudices or the self-serving projections from our ego. Likewise the psychological impact of being aggressed or mishandled is overcome through the faculty of forgiving. Beyond reactivity, a greater clarity of perception leads to superior personality comfort level, enhanced self-confidence.
Hamsa is a significant sub center of Agnya enabling good judgment, convincing prioritizing, accurate risk assessment and, quite generally, differentiating right from wrong. This helps decisiveness in decision-making. The Hamsa functions as inner radar related to the energy for adaptive change. The leader who can use this instrument is master of his choices and thus, making best decisions.
Opposite dimension when this aptitude is inexistent or weak.
Being overtly influenced by the views of others or, on the contrary, being stubborn in imposing one’s own view. Contributing to a hostile work environment through pettiness on one side, egoistical and/or delusional behavior on the other side. Weak judgment, inability to prioritize, indiscriminate choices and poor decision-making. Weight and inertia of incumbency. Oppressive workplace.
Seventh aptitude centre (Sahasrara)
This centre is about integration.
Enabling the properties of the limbic area of the brain integrates, sustains and nourishes all the above described energies, capacities and aptitudes. The emotional and thought processes dissolve in the direct perception made possible by the meditative stage. (thoughtless awareness). Well being and enjoyment are experience moving forwards effortlessly on the path of inner and external achievements.
Opposite dimension when this aptitude is inexistent or weak
All previously described failings and shortcomings.
The Center for Evolutionary Learning is committed to develop experimental training programmes where the benefits of a deeper cognitive system can be explored and shared.