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Keywords:
Meditation
Management
Natural Law
Yoga
Performance
Bhagavad-G¥tå
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Maharishi’s Theory of Management
Abstract
With the passing of His Holiness Maharishi Mahesh Yogi in 2008, we take this occasion to
review a number of his writings which bear on the field of management. Maharishi described a
formula for achieving success in management through Yoga, the integration of transcendental
silence and dynamic activity. Vedic technologies to align the consciousness of the manager with
Natural Law, which administers the universe, are described. Maharishi’s theory, placing primary
development in management thought than other management approaches, which focus more on
the superficial levels of action, thinking, or feeling. Empirical evidence supporting Maharishi’s
theory of Natural Law Based Management is presented from two streams of research: one
through the Transcendental Meditation program, and the second correlating peak performance
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The field of management would appear to a field of action, while meditation is a practice to
settle down from activity to profound silence. It may seem at first glance that these two opposites
—action and silence—have little to offer to each other. Yet the main principle of Maharishi’s
theory of management is that action can be most powerful, most effective, and most free from
mistakes when the actor can perform action while established in the silence of transcendental
consciousness.
In his 1963 book The Science of Being and Art of Living,Maharishi explained that the power
of action depends on the power of thinking and powerful thinking depends upon the degree to
which one is able to consciously experience one’s own Being. Conscious awareness of Being is
cultivated by transcending thought in meditation (Maharishi Mahesh Yogi, 1963). When one
comes out of meditation and acts in the world in a natural manner, inner silence gradually
becomes more and more stabilized throughout the activity of the day and the sleep of the night:
With more and more practice, the ability of the mind to maintain its essential nature
while experiencing objects through the senses increases. When this happens, the mind
and its essential nature, the state of transcendental Being, become one, and the mind is
or action…. Being brought to the level of the individual mind provides the key to clear,
purposeful, and fruitful thinking; put into action, it provides the key to self-confidence
and increased efficiency in all undertakings. (Maharishi Mahesh Yogi, 1963, p. 37, 41)
explained how transcending can make thought and action increasingly powerful. Maharishi
presents Chapter II verse 45 of the G¥tå as a key verse in which Krishna instructs Arjuna that
he must transcend before he can perform resolutely. In his commentary on this verse, Maharishi
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Maharishi’s Theory of Management
writes: ‘It is difficult for a man to improve his business affairs while he himself is constantly
immersed in all their details. If he leaves them for a little while, he becomes able to see the
business as a whole and can then more easily decide what is needed (Maharishi Mahesh Yogi,
1969, p. 127).
transcendental silence into dynamic engagement in the world. ‘To shoot an arrow successfully it
is first necessary to draw it back on the bow, thus giving it great potential energy. When it is
brought back to the fullest possible extent, then it possesses the greatest dynamic power (p.
136).’
Maharishi’s explains Yoga to be ‘a means of bringing into harmony the inner creative silence and
the outer activity of life, and a way to act with precision and success (p. 135-136).’ Through
becoming established in Yoga ‘the small individual mind grows to the status of the cosmic mind,
rising above all its individual shortcomings and limitations (p. 136).’
Maharishi’s 1978 book Enlightenment to Every Individual and Invincibility to Every Nation
brought out another analogy in which inner silence and outer dynamism are related to the bank
and the marketplace: if a businessman finds no time to take advantage of his reserves in the bank,
he remains like a frantic hawker on the street, never gaining his full potential in business. In this
analogy, going to the bank means fathoming the genius that is hidden in the silent settled state of
the mind, from where creative thoughts emerge. Maharishi offers the Transcendental
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Maharishi’s Theory of Management
Meditation® (TM) technique, practiced 20 minutes twice a day, as a formula for each manager
and worker to ‘create infinity within himself (p. 173)’ for inner fulfillment and outer success. [1]
Then in his 1986 volume of lectures, Life Supported by Natural Law, Maharishi expressed
further insights into the theme that the science of technology of consciousness is science and
technology of effective management. The lecture on ‘Unified Field Based Economics’ identifies
transcendental consciousness with the level of the integrated value of Natural Law at the basis of
cosmic life, the Unified Field of All the Laws of Nature. [2] Modern science holds the unified
field to be the source of the ever-evolving order of the physical universe (Hagelin, 1987, 1998).
Vedic Science is a tradition of knowledge based on direct experience of this same unified field,
Experiential knowledge of the dynamics of nature’s creativity within this basic level of
consciousness, through Vedic Science, enlivens in the mind the creative and dynamic qualities of
When consciousness is flowing out into the field of thoughts and activity, it
identifies itself with many things, and this is how experience takes place.
Consciousness coming back onto itself gains an integrated state… [This] self-
be brought on the level of daily life, then life would naturally be as orderly and as
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Maharishi’s Theory of Management
Maharishi envisioned the practical possibility that his technology of consciousness could unlock
latent creativity on ‘the level of nature’s self-referral activity (p. 125)’ not only for the individual
and the firm, but so that ‘the whole nation will rise in productivity, creativity, and self-
The theme that success in management rests primarily on harmonizing the individual
manager with the cosmos was further elaborated in Maharishi’s 1995 book on management,
Maharishi University of Management: Wholeness on the Move. Natural Law is there defined as
‘that infinite organizing power which sustains existence and promotes the evolution of
everything with everything else’ (Maharishi Mahesh Yogi, 1995a, p. 8). The Vedic approach to
management ‘maintains the managing intelligence of the manager in alliance with this supreme
managing intelligence of the universe’ (p. 8), so that it is ultimately possible to attain
administration of the universe through Natural Law’ (p. 8) by developing the full potential of
prmù e Vyomÿ nÖ (
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In which reside all the devas, the impulses of creative intelligence, the laws of nature
Maharishi describes the performance of Natural Law, cosmic mind, as ‘all-directional’ and ‘all-
encompassing’ (1995a, p. 10). The manager who is in alignment with Natural Law can
spontaneously achieve progress without pollution; but the creation of imbalance and degradation
knowledge that is not grounded in experience of the Unified Field of Natural Law.
and collective consciousness. As consciousness is more highly developed, then Natural Law
spontaneously guides action to producing the best results with least effort, as depicted in the
organizations and in governments by having groups practicing the TM-Sidhi program together to
create a field effect on the purity and positivity of the overall collective consciousness.
management literature. Harmon (1988, p. 119) presented the outlook of deep ecology which
‘goes beyond the contemporary scientific framework to a subtle awareness of the oneness of all
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Maharishi’s Theory of Management
life, the interdependence of its multiple manifestations, and the irrepressibility of its tendencies
organization which moves gracefully in the unfolding dance of order which is already lively in
the self-organizing universe (Jantsch, 1980); and Ray wrote of a new paradigm of business based
on ‘wholeness and connectedness’ and ‘doing business from our most profound inner awareness
and in connection with the consciousness of others and the earth’(Ray, 1993, p. 4-5). In this
viewpoint, organizing is not an act of control which man imposes on the environment; rather it is
the manifestation through man of the inherent capacity of living systems to create order.
Harung, Alexander, and Heaton (1999) took the occasion of the new millennium to reflect on
context of the development of management thinking and practice. In their typology, the
discipline of management can be considered as progressing through four stages which are
concerned with deeper and deeper intrinsic aspects of life. The first stage is concerned with
managing the performance of tasks. In the second stage, the focus of managing is on
understanding the integrated processes of delivering a service or product. The third stage focuses
alignment and a healthy corporate culture. What is deeper than this? The direction of evolution in
the field of management is toward a fourth stage which focuses on experience of the Unified
Field of Natural Law as a foundation for holistic success in the values, process, and task domains
of management. Harung et al. discuss characteristics of Natural Law Based Management, which
operates from the transcendental field of consciousness which is deeper than action, deeper than
thinking, deeper than feeling. These include harmonious collective spirit, achieving prosperity
along with environmental balance and social value, spontaneous creative progress, and
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Maharishi’s Theory of Management
Maharishi’s theory that transcending strengthens activity is made operational through the
Transcendental Meditation (TM) technique, a systematic practice which opens awareness to that
level of life which we have discussed in terms of Being, transcendental consciousness, or the
… an effortless procedure for allowing the excitations of the mind to gradually settle
down until the least excited state of mind is reached. This is a state of inner
of all possibilities, where all creative potentialities exist together … but as yet
unexpressed. It is a state of perfect order, the matrix from which all the laws of nature
emerge, the source of creative intelligence (Maharishi Mahesh Yogi, 1976, p. 123).
TM is normally practiced for 20 minutes twice daily sitting quietly with the eyes closed. In this
technique a specific sound or mantra—utilized for its sound value without reference to meaning
—is used to shift attention away from its habitual outward direction. During meditation the
mantra is experienced at progressively deeper and finer levels until the mind settles down to
The TM technique has been taught in a consistent manner around the world and thus has lent
itself to scientific study of both of the effects on mind and body during meditation and on the
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Maharishi’s Theory of Management
stabilization of those effects outside of meditation as the result of repeated practice. During the
practice of the TM technique there are reductions in heart rate and oxygen consumption, and
alertness, distinct from eyes-closed relaxation or sleep (Alexander, Cranson, Boyer, & Orme-
Johnson, 1986). The profound relaxation gained during the practice is said to dissolve the stress
in the mind and the body. The TM technique has been associated with improvements such as
decreased anxiety (Eppley, Abrams & Shear, 1989), reduced health insurance utilization (Orme-
Johnson, 1987; Herron, Hillis, Mandarino, Orme-Johnson, & Walton, 1996), improvements in
ego development and moral reasoning (Chandler, Alexander, & Heaton, 2005), creativity (Travis,
1979), fluid intelligence, constructive thinking, self-actualization, and reaction time (So & Orme-
Johnson, 2001; Alexader, Rainforth & Gelderlos, 1991; Cranson, Orme-Johnson, Gackenbach,
Dillbeck, Jones, & Alexander, 1991). Reviews of this research and its applications to
development (Heaton & Schmidt-Wilk, 2008) have been published in the management literature.
Maharishi (1995a) brought out a number of other Vedic technologies which, in addition to
the TM and TM-Sidhi programs, align the human mind with the managing intelligence of
Natural Law and thereby improve efficiency, quality, pollution-free progress, fulfillment, health,
which is said to quietly harmonize individual life with cosmic life. The principles of Maharishi
Sthapatya Veda concern orientation of a building toward the east, as well as the slope of land and
orientation toward bodies of water; dimensions and proportions of building design; and
placement of rooms. Maharishi Jyotish (Vedic Astrology) is another of the Vedic technologies
concerned with the connection between individual and cosmic life. Jyotish is said to be a highly
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mathematical approach which calculates the influence of the planetary cycles on our lives,
individually and collectively. It is the science of predicting the future to avert the danger that has
not yet come. Maharishi Vedic Organic Agriculture uses ancient knowledge to produce food that
brings maximum nourishment to life. The classical melodies of Gandharva Veda music are
described as the expression of the eternal music of Nature, with melodies and rhythms that
match the cycles of Nature. Maharishi Gandharva Veda is said to enliven ‘harmony, wholeness,
and unity in everything that is separate from everything else’ (Maharishi Mahesh Yogi, 1995a, p.
225). Another Vedic approach is Ayurved for the ‘prevention of disease, cure of sickness, and
Research on the effects of the TM program for business people has provided a means of
empirically testing the theory that systematic transcending promotes balanced success in activity.
Studies have found that business people practicing the TM technique report improved health,
decreased anxiety, increased productivity and improved relations (Frew, 1974; Alexander,
Swanson, et al. 1993; Schmidt-Wilk, Alexander and Swanson, 1996; Schmidt-Wilk, 2000;
posttest control group study in one company (McCollum, 1999), subjects who learned the
Transcendental Meditation technique grew significantly more than controls in their expression
of leadership behaviors, as measured by the Leadership Practices Inventory (Kouzes & Posner,
2007).
Qualitative studies have found that managers practicing the Transcendental Meditation
technique grew in holistic thinking (Gustavsson, 1992), resiliency in stressful situations and new
abilities to resolve conflicts (Schmidt-Wilk 2000), and in behaviors which solve cross-functional
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Schmidt-Wilk & Heaton, in review) found that entrepreneurs who were long-term practitioners
of the Transcendental Meditation and TM-Sidhi programs reported a secure feeling of being
anchored to inner fullness, inner silence. These managerial subjects also described their business
Intuition was described by interviewees as a hunch or subtle impulse from within, and as a
knowing-ness that does not require intellectual analysis. Subjects also commonly referred to a
pervasive sense of being part of a larger wholeness. According to Herriott, her subjects reported
‘an awareness of a more holistic, all-encompassing level of truth and reality, as a sense of
integration of the inner and outer dimensions of life’ (p. 168). This feeling of a deep sense of
connectedness led entrepreneurs to adopted ‘more universal values: going beyond individual
‘organizing themselves’ and feelings of settled-ness. Taken together, these qualitative findings
seem to describe genuine experiences of engaging the managing intelligence of Natural Law for
Maharishi’s theory expounds that effectiveness in activity is most easily and automatically
gained when consciousness in grounded in the transcendental basis of the mind, which Âk Veda
identifies as the home of all the Laws of Nature. One stream of research which has been derived
from and lends support to Maharishi theory is a series of studies of experiences of transcendence
in peak performers—subjects who were selected for their ability to function at the top in their
fields, irrespective of their practice of any meditation technique. Harung, Heaton and Alexander
(1995) asked a group of world class leaders how frequently they had experienced an even state
of silence coexisting with but untouched by activity. Forty-five percent (10 of 22) reported
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having the experience at least once a week (compared with 6% of a comparison group), and
36% (8 of 22) at least once a day. These same world-class leaders reported more frequent
experience of fortunate coincidences which are predicted to be associated with the growth of
Norwegian School for Sports Sciences (Norges Idrettshøgskole). Thirty-three Norwegian world-
class athletes were selected who had placed among the top 10 in major competitions (Olympic
Games, World Championships, World Cup, or similar) for at least three different seasons. They
were compared to 33 average performing athletes on five measures: two tests of human
development: self-development (Loevinger, 1976) and moral reasoning (Gibbs, Basinger &
Fuller, 1992); two tests of neurophysiology: the Brain Integration Scale (Travis, Arenander &
DuBois, 2004, and speed of adaptation to a loud tone; and the same measure of frequency of
transcendental experiences used by Harung et al. (1995). Compared to the control athletes, the
world class performers had higher levels of brain integration, faster habituation to a loud tone,
Harung et al., (in press) also investigated physiological and psychological characteristics of
peak experiences. The top-level managers had significantly higher scores on brain integration,
closed quiet time and during activity and during sleep. These peak performers reported in
interviews that their transcendental experiences were associated with extreme feeling of
happiness, with a sense that everything is right and with intuitive insights that proved to be right.
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Maharishi’s Theory of Management
These studies of peak performers provide another angle of support for Maharishi’s theory
that the integration of transcendental silence and dynamic activity is the inner condition for
achieving success in management. Harung et al. (in press) point out that while transcendental
experiences are found to be spontaneously present more frequently in peak performers, the
Conclusion
Maharishi Mahesh Yogi revived ancient Vedic knowledge as a contemporary science and
His contribution to management illustrates Mukherjee’s (2004) thesis that spiritual traditions
from India offer a non-conventional approach to management learning that can unfold ‘the
dormant energy in every individual in the organizational fold and channeling the same toward a
higher purpose that includes and transcends business goals, to make work and life individually
fulfilling and collectively enriching (p. 24).’ One can learn to manage as Natural Law manages
the cosmos, Maharishi’s theory asserts, by cultivating experiences of the field of silence.
Empirical evidence supporting Maharishi’s theory of Natural Law Based Management has
accumulated through two streams of research: one correlating peak performance with
transcendental experiences, and the second focusing on the effects of systematically cultivating
Through such research, the field of management is coming to acknowledge the contribution of
Notes:
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Jyotish and Maharishi Gandharva Veda are registered trademarks or common law trademarks
licensed to Maharishi Vedic Education Development Corporation and used under sublicense.
[2] In quoting or expressing Maharishi’s concepts of Natural Law, Nature, and Unified Field, the
words are capitalized to be consistent with his specialized usage of these terms.
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