The Business of No Business

I am writing this article with a sense of humility augmented by recognition that my experience with T’ai Chi Chih is limited to being an eager practicing student over the last 12 months. Accordingly, much learning lies ahead. Nevertheless when my instructor, Sheryl Adair, first made it known she thought TCC would be helpful to people in business, it was like dangling bait in front of a hungry fish (i.e. me). As I further pondered the potential benefits, the hook was deeply set. As a former executive in a public company, I understand first-hand that the worry and attachment to short term results, fierce competition, and rigid internal structures all contribute to a business environment that can become quite toxic to the very individuals chartered to make them a success. And I have come to personally appreciate that TCC can make a difference.

People today are busier than they have ever been. Internet, email, blogs, social networks, blackberries, cell phones, and text messaging have created an environment where multi-tasking is the norm at home and at work. Accordingly, most companies are investing to improve individual productivity, adding processes to eliminate waste and error, and trying to accomplish more with fewer people. Paradoxically, employees are increasingly being paid for the thinking they do, and yet corporations are doing little to improve the quality of their employee’s thinking. So, the very pace and demand placed on employees in the name of progress often creates the opposite effect –fostering stress, anxiety, and impatience.

This is possibly one reason that Justin advises us that “making TCC a commercial activity is a change that will kill it.” Those who would turn TCC into a “corporate profit structure” likely haven’t thought this all the way through. TCC is called the “effort of no effort” and its growth as a service to humanity could be termed “the business of no-business.” So to be clear, any reflection in this area is done (on my part) purely within the spirit and philosophy of TCC.

Turning back to the problem of “corporate toxicity,” I sense that the gift of TCC is part of the solution to this problem. As the literature states, the graceful movements require no strain, no special apparatus or clothing, and are easy for anyone to learn. I believe that circulating and balancing Chi will have many positive effects for business people as it calms and relaxes, reduces stress, increases energy, clears the mind, and leads to gains in mental and physical health. However, my business experience suggests these features are not easy to appreciate by multi-tasking corporate decision makers. It calls for a re-framing into more readily apparent benefits. I sense there is a significant possibility to achieve extraordinarily desirable results if TCC is practiced by employees together within a business. Outcomes may include:

• Improved quality of thinking, reasoning, and decision-making;

• Fostering creativity and innovation;

• Improved communications and the ability to relate to others;

• Clearing the way for individuals to take correction easily;

• Increasing one’s ability to enjoy every moment, both at work and at play.

As business leadership becomes more aware of the benefits of taking a holistic approach to their employees, there will likely be “early adopters” that embrace TCC as a gift to employees that gives back to the company. The yin and yang will then be more in balance and the toxic environment will improve.