The Lion Makers - India

In India there are quite a few Brahmans. Brahmans are priests who belong to the upper class; they are usually very smart. They also very proud of their knowledge, and often in possession of magical skills. One day, four Brahmans were walking together in a forest, when suddenly they stumbled over the skeleton of a dead lion. One Brahman said: 'This is a good opportunity to prove our magical talents'.

'Yes', replied the other one, 'let us bring the lion back to life. I will put the skeleton back together'. And the took the lion's rib cage, his skull and his leg bones and put them back together. The second Brahman said: 'I can give it skin, flesh and blood', and so he did.

Image: Susil Sri Creations

Before the third Brahman could bring it back to life, the fourth Brahman said: 'Wait! This is a lion, remember? If you bring it back to life, he will eat us for breakfast'.

'Oh come on', the others said, 'are you afraid? This lion owes us his life!' But the fourth Brahman did not listen. 'You can say what you want, but I am climbing up that tree', he said.

While the third Brahman brought the lion back to life, the beast gave a big roar and jumped on the three Brahmans. He devoured them in 30 minutes, while the fourth Brahman was watching the scene from the safety of this tree.

Questions

• Why do you think the lion killed the Brahmans who had brought him to life?
• Why did the three stay on the ground while the forth hid in the tree?
• How do you think the fourth Brahman felt watching the lion eat the others?
• Have you ever let pride get in the way of your common sense?

Management Link

Managers need to have many skills, and a lot of knowledge. This can range from how to plan activities, to motivating people, from book keeping to persuading clients. People can study for years to become a manager. What this simple story illustrates, is that you should not try to show off your skills or talents, and more importantly, that you should listen to your intuition.Your common sense is often a good adviser.

Print this story

The Heron Story - Maldives

On the scenic island of Maakana Fushi in the Maldives, a heron was standing on the beach when suddenly his dropping was washed away by the sea. 'Hey sea!', he shouted, 'why do you take away my turd, it's mine'. The sea was surprised, but answered: 'Well bird, it's true I took your dropping, but I will give you a wave in stead'.
Splash! The bird took on the wave and settled down on the beach. Not far from him a group of fisherman were trying to push their boat into the sea. This upset the heron. 'Where is my wave?', he demanded to know. The fishermen admitted: 'Yes, we used it, but instead we shall give you a fish.

Wack! The fisherman slapped the fish on the wet sand, and the heron took it in his beak. He sat down a group of youngsters enjoying himself while making music. They had been playing drums for hours, and were hungry. 'Hey guys, look', said one, 'that bird has a fish. Let's take it and make fishcakes (bokibaa). And of course, the heron complained again: 'That is my fish you took!'.

Image: Susil Sri Creations

In exchange, the youngsters gave the heron an old drum. The bird was now very keen to hide the object so that nobody would take it away from him. He flew onto the highest branch of the tree, and started playing the old drum.

Dah-dam, dah-dam, dah-dam.
He played so enthusiastically that he fell off the tree and broke his neck...the old drum laying next to him.

Questions:

• What do you think of the heron's behavior?
• What is the difference between the heron's actions and those of the fishermen and the youngsters?
• What are the strengths and weaknesses of both actions?

Management Link

This is very well known story in the Maldives, a country made up of thousand of small islands.
The heron was behaving like a person from an individualistic culture, with a deep-rooted sense of personal property in an environment of collective sense of property (the sea, the fishermen, the youngsters). When the heron asked his share he got it, but this put him on a separate track; a fatal one in this case. He probably could have shared the commonly owned waves, the fish and music for everybody's benefit, even his own.

For people from more individualistic cultures the sense of collectivity is often difficult to grasp and appreciate. Striving for individual goals and personal ambitions is seen as effective and is highly valued. This simple story shows that core values of collectivity are very relevant for teams working in organizations. While the fisherman and the musicians were acting collectively, the heron was more concerned about his own goals and achievements. Eventually, he was left out.
A good manager strives for a balance between the individual and collective goals of the team.

Print this story

The Golden Cucumber - Sri Lanka

Once upon a time, there was a farmer. He was cultivating many kinds of vegetables: sweet potatoe, manioc, pumpkin, sweet melon, maize, golden cucumber, millet and egg plant.One day the farmer was going around his field when he noticed a huge golden cucumber, a ran kekire. As the farmer watched the cucumber grow each day, he felt very happy. 'Isn't it a wonderful big fruit? I should not be the only one to enjoy it. It must be gifted to someone, who deserves it?', he shared with his wife.

In his village, the chieftain was a kind man. He looked after the poor people. The farmer plucked his cucumber and offered it to the chief. 'Please accept my gift, you deserve it for you're always looking after people's welfare'. The chief felt pleased and wondered how he could repay the farmer.

The chief decided to give away his cow. The farmer could not believe his luck, how fortunate was he, to receive a cow in return for a cucumber! As the news spread quickly around the village, another farmer thought: I too must offer a gift to our chief. He gave a cow for a cucumber. If I give him my bull, he might give me some land in return, or a paddy field.

He took his bull and offered it to the chief, who was a wise man. The chief remembered the cucumber. Surely this man expects me to give him an even bigger gift now, he wondered. The farmer was impatient to receive his present. The chief went inside th house and brought a large gift, wrapped in brown paper. The farmer's joy knew no bounds...

He could not even wait to get back home, he quickly opened the package, and...it was the golden cucumber.

Image: Susil Sri Creations

Questions

• Why did the poor farmer decide to give away the cucumber?
• Why do you think the chief offered hum a big gift (cow)?
• Why did the second farmer offer his bull?
• What may happen if you give only because you expect something in return?

Management Link

The first farmer in the story shows values of love and altruism, while the second farmer reveals greed and selfishness. The wise chief was able to distinguish between the two, and treated the givers accordingly.
With the first farmer he took a risk by offering an expensive gift in return for an inexpensive one. That was philanthropic...or was it? The chief is a smart person, therefore, it is more likely that he saw it as an investment in his village's relations. As a manger you sometimes have to take risks, investing in the people of your organization without knowing what to expect in return. In your human resource development strategies, be sure they are calculated risks, and try to distinguish between people who are true, and those who have means.

Print this story

The Clever Mouse-Deer - Indonesia

On a hot afternoon a clever mouse-deer was drinking from a clear lake in the jungle, when a tiger passed. Seeing the little deer, the tiger laughed wickedly: 'Oh, what a pleasant meal you will make for me, I have not eaten in days!' The mouse-deer, trembling with fear, replied: 'For days? You poor tiger, you must be so hungry. Surely a little mouse deer like me will not satisfy your appetite? What you need is the flesh of a man'.

'And what is a man, mouse deer?', the tiger asked. 'Well, let me show you one, tiger'. And as the mouse-deer led the tiger through the jungle they came across a hunter. 'Look at his flesh, tiger, so full of meat, you will no longer be hungry after eating this man?' And with that, the tiger tried to jump onto the hunter, who quickly shot the animal on the spot.

The deer, happy with himself for having defeated his enemy so cleverly, returned to the lake to drink some more cool water. Suddenly something caught his leg. A crocodile! Another of his great enemies. With a frightened voice his said: 'You silly croc, when are you going to learn the difference between a leg and a stick. You are holding an ordinary stick, you see, this is a leg', he said, waiving his other leg. The crocodile opened his big mouth to catch the other leg but the deer quickly leaped away, feeling smug about himself.

Later that day, the mouse-deer met a snail. He could not resist boasting about his smartness. The mouse-deer challenges the snail to a race, and to his surprise, the snail accepted. 'Ha, ha', thought the deer, 'how can a snail win a race from me?', and he was off like the wind. But when he arrived at the finish, the snail was already there, waiting for him. No matter how often they raced, the mouse deer lost each time.

Image: Susil Sri Creations

This is how the little mouse-deer who had been so clever, finally got outsmarted, not by the fierce tiger or the ferocious crocodile, but by the tiny slimy snail...

Questions

• Who do you consider the winner in the story?
• Who are the losers, and why did they lose?
• Is it possible that a slimy snail (underdog) defeats the power holder?
• Have you ever outsmarted someone?

Management Link

Of course there was another snail at the finish who looked exactly the same, snails are everywhere. In this story the snail is the underdog, who has the sympathy of the reader. The tiger, the crocodile and later the mouse-deer, can be considered the power-holders. In cultures with a lot of respect for the authority of power-holders, often their power does not come from competencies, but is ascribed - through for example connections, heritage, position in the government. In more egalitarian cultures, the underdogs have a chance to stand up against the power-holders. The story suggests that 'old style' power holders (managers) have to watch their steps, because the times are changing and those with brains rather than birthrights might outsmart them in their jobs.

The Inn Owner - Afghanistan

Sarwar Khan was owner of an inn in the town of Spin Boldak. One day, a merchant came to the town, on his way to sell camels at the border. The inn owner prepared him a good meal of chicken, egg curry and bread for his prosperous-looking merchant, which he thoroughly enjoyed. The next morning, the inn owner made him a breakfast of tea, boiled eggs, fruits and cakes.

'Brother, I can not pay you for boarding and lodging this time for I have not sold my camels yet. I shall pay my dues on my return'. The host agreed.

After three months the merchant returned to the inn. He was served with a good meal and a heavy tea in the morning. 'Brother, you have been a good host to me twice, how much I owe you?'. 'It's not much sir, only one hundred dinars'. 'WHAT?', asked the traveler highly surprised, 'it can not be more than twenty dinars on both accounts...'. But the inn owner replied: 'The interest had accumulated. Let me explain. You had a chicken and four eggs three months ago. During that time, the chicken would have laid many eggs, the eggs would have hatched into chicks and laid more eggs who have become chickens...'. The merchant became angry. 'You are cheating me', he acclaimed. Then he realized this inn was the only one on his merchant route. He decided to let the qazi (judge) decide...

On the date of the trial the merchant did not show up. Three days passed and both the qazi and the inn owner became annoyed. Why does he summon us and the doesn't show up himself, the wondered. Finally after one week the traveler arrived on the scene. The qazi demanded an explanation.
'Your honor, pardon me, I had boiled some corn to make porridge, but then I changed my mind. I decided to sow the corn so that I could reap a rich harvest in autumn.
'You are fooling us', the qazi replied, 'how can boiled corn be sown?'
'The same way', replied the merchant calmly, 'roast chickens can not produce eggs, and boiled eggs can not hatch'. The qazi and the inn-owner knew they had met their match. The word spread and the inn owner never overcharged his quests anymore.

Questions

• Why did the inn-owner agree to let the traveler pay upon his return?
• Was he right to charge him interest?
• Why did the traveler ask for third-party mediation?
• Do you believe the merchant will come back to the inn?

Management Link

This is a story about negotiation. At first, the merchant became angry. He probably quickly realized that angry emotions are not helpful when negotiating. Also, he wanted to keep the opportunity open to stay at the inn at a later time. So he decided to ask for third party mediation. Sometimes it is wise to take a break before reacting, as first emotions can be strong which can damage your position.

The way the merchant played it out is called 'principled negotiation'; not bargaining about positions (you wan me to pay, I don't want to pay) but on principles (can processed foods items generate interest?) The strategy he followed was to be 'soft on the person', but 'hard on the issue'. Managers need to be aware of different negotiation strategies and use them rightly to according to the interests of all people involved.

For more info see  Harvard's Programme On Negotiation (PON) at http://www.pon.harvard.edu

The Camel Heart - Pakistan

In the former province of Sind there lived a child who always spoke the truth. Even if it would harm him he would never tell a lie. As he grew up to become a wise young man, he was called Gamoo Sachaar (Gamoo the Truthful). On accountof his truthfulness and loyal nature, he was given a post in court.

The governor's advisor, the vizier, was the only one who seemed to be perturbed by Gamoo's rising fame and power. He was afraid he would be asked to relinquish his post in favor of Gamoo. The vizier told the governor that he could prove that Gamoo was untruthful. The governor, curious, decided to allow his adviser one chance.

Image: Susil Sri Creations

Upon his request, Gamoo was asked to take the governor's camels to the garden. Gamoo watched them carefully...when suddenly he noticed a very pretty girl. It was the vizier's daughter. She had been instructed to seduce Gamoo, to entice him to killing on of the camels. 'I am the vizier's daughter, the girl said, 'I am suffering from a dangerous illness', and started sobbing. 'The only way I can be cured is to have the heart of a camel. I shall be yours for ever if you save my life'. Gamoo did not hesitate, he slaughtered the camel and took its heart out. The girl asked him to find some twigs to roast the heart. When Gamoo returned he was nowhere to be found. Gamoo realized he had been cleverly tricked. What explanation could he give to the governor? He had to consult someone. Suppose I tell him a lion attacked the camel, will he believe me? After a moment Gamoo replied himself: 'The governor will want to hunt down the lion, and what if he can not find a trail? No, that is not the way out.'

When the governor found out his favorite camel was dead, he summoned Gamoo to court. Gamoo decided to speak the truth, once again. Everyone was surprised, Gamoo had confessed to killing the camel. The would surely mean his death? There was no proof that the girl had even been there.

But the governor said: 'I have faith in your sincerity. Even in the face of possible death you have not tried to blame someone else. I shall reward you, but I demand to know who the beautiful lady was'. The vizier was visibly shaken when Gamoo pointed his finger at him. The governor had already guessed it, and said: 'Vizier, your daughter had given her word, we call upon you to arrange for their marriage in the next three days'.

Questions

• Who did Gamoo consult after killing the camel?
• Why did he decide to admit he had killed to camel?
• What can you learn from this story from the governor's perspective?
• What can you learn from Gamoo's perspective?

Management Link

Gamoo consulted himself. When we listen too often to what others tell us we risk ignoring our own inner truths and values. As manager we need to be confident enough to know, deep down, the right path to follow.

Managers should encourage their staff to speak the truth, even in difficult situation. An Asian proverb says: If you can't make mistakes, you can't make anything. Human beings are bound to make mistakes; as long as people acknowledge their errors and are willing to learn from them, their honesty should be rewarded. It is the manager's role to create an enabling environment in which people dare to speak the truth.

The Loyal Mongoose - India

Once upon a time in India there was a woman who lived together with her husband, their baby son and their pet mongoose. The small brown mongoose was a brave animal. It could kill any snake no matter how big. The pet mongoose was loyal and always protected the baby the best he could. But in spite of this, the mother did not trust the pet.

One day, the mother went off to the market to buy milk for the baby, leaving him in the care of his father. While she was gone, there were loud screams from the neighbor's house, and the father ran next door to offer his help. The baby was left alone with the trusty mongoose.

Image: Susil Sri Creations

Suddenly a huge cobra slithered into the room, heading straight for the baby's cot. At once the brave mongoose jumped up and attacked the cobra. It was a hard fight, but the faithful mongoose managed to kill the cobra, leaving the snake's blood all over the baby's room.

When the mother came back from the market, she saw the cobra's blood splattered all over the room, and on the mongoose's mouth and paws. Filled with grief and anger, she grabbed it's tail and tossed the mongoose hard against the wall. It was dead instantly.

Then...the baby cried. It lay safe and sound in his cot, the dead snake body underneath it.

Questions 

• Why did the mother instantly kill the mongoose?
• How do you think the mother felt when she discovered her baby safe and sound? And the father?
• Have you ever had regrets after making a decision? 

Management Link 

Upon seeing the bloody mongoose near the baby's cot, the mother in this story immediately killed it. She did not think or blink, nor did she even look around the room; she was overwhelmed with emotions.

Managers have to make a lot of decisions which affect people professionally as well as personally. If you let your emotions take control, you risk taking the wrong decisions. Don't let important decisions be clouded by emotions. As a manager you should always reflect and appraise the situation before making decisions, specially in case of problems. Try to avoid jumping to conclusions. Oh, and when in doubt, sleep on it!

The Big Fat Hen - Asia

In a certain country in Asia there lived an old woman. It is said that she had a pretty hen that laid her a fine egg each morning. She was the envy of all the other women in the village. While other women also had hens, they were not so regular and a little lazy. And when their hens laid eggs they were small and not so tasty.

Image: Susil Sri Creations

The old lady with the fat hen was really proud of her bird. Yet after some time she became used to having fresh eggs and she came up with an idea. What if I give my hen a little bit more corn every day, perhaps then she'll lay two eggs per day. After all, why should I be satisfied with one egg per day only?

As such the woman started to feed her hen twice per day, and she gave her a little bit more to eat each day. The hen grew bigger and bigger, and eventually became very fat. And lazy she became too. She refused to get up on the mornings, and one day, she did not even lay one egg. The villagers were laughing. The old lady's hen had stopped laying eggs all together. The village women appreciated their own small eggs even more...

Questions

• For which reason did they old lady try to improve her hen's egg laying?
• Why were the other villages laughing at her?
• What does this story tell you about improving procedures and innovations?

Management Link

The Americans have a saying: If it ain't broke, don't fix it. In other words: any attempt to improve on a system that is already functional should be carefully considered or it may be detrimental. This story clearly illustrates how this woman's idea of improving her hen's egg laying backfired. Why did she over-feed the hen? Perhaps out of greed, or to impress her fellow villages, or maybe she came from humble beginnings such that eggs were an extremely valued commodity. Who knows?

As a manager you will need to promote innovation in your organization, and to establish good practices. The lesson learned from this tale is to always make sure you carry out a proper (needs) assessment before changing any good system or current practice.

Print this story

Sweet as Sugar - Bangladesh

Image: Susil Sri Creations

A mother in Bangladesh was worried about her son's health. The 10-year old boy was overweight and had brown spots on his teeth. All day long he would eat sweets. Five spoons of sugar in his tea, creamy kalojams, delicious katajams, and lots of sponge rosogolla, sweets for whcih Bangladesh is famous. Every day the mother told the boy to cut down on his sweets, but he just wouldn't listen to her.

One day the mother decided to ask for help. She went to see the Mullah with her boy. "My son eats too much sugar, he 's getting fat and I can not afford this", she complained. I ask your lordship to formally forbid hum to eat so much sugar". The Mullah listened attentively, scratched his beard and then told the mother to come back in seven days. When she returned a week later, he told her again to return in seven days. And later he again postponed the meeting by another week, and yet another one. Finally, after four weeks the Mullah summoned the boy.

"Now", he said, I forbid you to east more than three spoons of sugar and two caked per day". The mother was relieved but also puzzled. "Why my lord, did you take so much to give my boy such a simple order?". The Mullah replied: "Because, madam, I had to see whether I myself could cut down on the use of sugar because I could order someone else to do the same..."

Questions

• Why did the mother seek the Mullah's advice?
• What do you think of the Mullah's action?
• Do you agree that a manager should be able to master things him/herself before asking other to perform the same?

Management Link

In this story the wise Mullah was not sure about the task involved. so he wanted to try it out first. This is an admirable act of consideration. As managers you should strive for empathy; part of your role is to be a coach and a 'people's manager'. This does not necessarily mean that managers need to be able to perform all of their staff's tasks. Image the manager of a construction company trying for a week to lay out bricks. Or a manager of a law firm studying each and every law book. This does not make sense. But when it come to core values it does make sense. Managers, more than anyone in the organization, are role models to others.

Print this story

Makato and the Cowrie Shell - Thailand

Once upon a time there was a boy named Makato. He was an orphan, and had no friends or family to take care of him. Because he had to make his own living he did all kinds of odd jobs: chopping wood, feeding pigs, clearing and cleaning. He didn't mind to work hard, and despite his small wages he was satisfied with his life.

He was only 4 when his mother passed away, but he remembered some stories she had told about the kind-hearted king of Sukhotai. Ever since he was small he wanted to meet this king. One day, when helping a friend to find food for elephants, he found so many branches that the friend offered him a job to become the assistant of the King's mahout. He worked hard cleaning elephants sheds and finding food. One fine morning Makato's patience and hard work got rewarded: he was to accompany the King's elephant an a parade. As the king mounted the beast, in his splendid, shiny costume, he dropped a tiny cowrie shell. Makato picked it up and held it out to the king. who told him to keep it.

Image: Susil Sri Creations

At the time the people of Sukhotai used cowrie shells as money, and although one little cowrie had little value, he wanted to use it wisely. He went to the market to buy seeds, yet quickly realized he could not even buy the smallest bag of seeds, while he noticed a lettuce seed stall.

"Lady, if I dip my finger into this pile of seeds, can I take those that stick to my finger for one cowrie?", he asked. "Well why not", replied the sales lady, amused by his suggestion. Makato carefully scraped the seeds from his finger and planted them, watering the tiny sprouts daily, until the garden was covered in fresh, green lettuce. Proud as he was, he offered to king his first produce.

"Where did you get these, my boy?" the king asked surprised, and Makato told him the story. He king was impressed by so much intelligence and industry that he offered him a fixed position at the palace.

Questions

• Why do you think the lettuce women agreed to let Makato dip the seeds? 
• Have you ever asked someone a favor? Was the favor awarded?
• What can you learn from this story from Makato's point of view?
• What do you think about the king's perspective?

Management Link
Apart from being a dedicated hard worker Makato has shown initiative and creativity to make something of his life. This story nicely illustrates an Afghan proverb: 'one who does not appreciate the apple, won't appreciate the orchard'. There is also the perspective of the king, who was loved, generous and considerate. He is 'the wise man in the background'. As managers we should aim to inspire by rewarding determination, creativeness and the small efforts of all employees, not only of the big people. Managers need to create an enabling environment for all staff, from the cleaning lady and office clerks to the top sales representatives.

Print this story

The Crab Family - Sri Lanka

Once upon a time, on the sunny beaches of Tangalle - a fishing village in southern Sri Lanka - there lived a crab with her family. On a beautiful morning the mother crab and her young daughter went for a stroll. The crashing waves made lovely music to their ears. The palm trees waved to and fro in the breeze. Children were playing happily on the beach, finding shade under the palm trees and watching the scene. The crab mother became self conscious of so many people watching her and her daughter. She looked at her child and was suddenly horrified by the way she was walking. She imagined how others would see her, how awful. 'Girl', she says sternly, 'why do you shuffle sideways when you walk? You look funny, so graceless. Everybody is watching...you must learn how to walk straight!'

The little crab girl, deeply hurt, retorted at once: 'Well mother, I was only copying you. I thought this is the way to walk, since you walk like that. If you don't like it, why don't you walk straight yourself, and I will do as you do'. The mother crab stopped. She concentrated and made a big effort to walk straight forward. She fell down, but tried again. And again. She was swaggering so funnily that all children on the beach started to laugh. 'Ha-ha-ha', they laughed, pointing at this silly crab who tried to walk straight.

Questions

• Was the crab's daughter right to ask her mother to walk straight?
• Have you ever been asked to change something you were not able to? How did it feel?
• What does this story tell you about criticizing other people?

Management Link

As managers you will have to give regular feedback to your staff. One of the Golden Rules* of Giving Feedback is that the receiver of feedback is able to do something with it. Giving feedback is not the same as giving advice, nor praise or criticism. Criticizing people for who they are, how they speak or how they look can offend people. Good feedback allows a person to develop and grow, and to make his or her own decision on how to change. Constructive feedback is saying: 'when you come late to the office it gives me the impression you don't care about your work', in stead of: 'you should come to work on time'. Targets have to be realistic and achievable.

* For more information on the 10 Golden Rules of Feedback, contact MDF, info@mdf.nl

Print this story