Entelechy refers to identifying, triggering, developing the innate potential of the human being.

Teaching is defining, describing and verifying the understanding of a subject-matter often external to the being of the learners.

Training is about triggering, invoking, and drawing out the potential of learners.


This course offers a ground-breaking perspective in training the three core components of the human entity to be linked with the real-time process of managing and leading.

The three core components are: ‘Knowing’, ‘Doing’, and ‘Being’.

The component of ‘knowing’ refers to all the subject-matter of the management course. To a significant extent, the ‘knowing’ component is internalised by the design of the management program.

The component of ‘doing’ denotes the actual or real-time responses, behaviours, and actions of the leader-manager.

The very practicing of the ‘knowing’ developed from the management program requires translating ideas (various principles, theories, methodologies taught in the management program) into action. This process of converting and adapting a learnt concept into actual practice that too according to the unique requirements of the ongoing realities of a workplace/organization requires certain powers of the intellect: more-or-less equivalent to those of the creative individuals who developed those theories and principles by observing realities.

Such a required competency of using the ‘knowing’ for ‘doing’ is not being trained in the current pedagogy of management programs.

Moreover there is the regular required ‘doing’ of the roles of managing and-or leading. It requires the intellect functions of observation, attention-to-details, reflection, conceptualization, dialoguing and so on to grasp the visible and invisible details and linkages of the ongoing realities of the workplace, inter-personal settings, micro and macro aspects of decision making for grasping the crux of events, people, entities, things and phenomena that comprise the organization.

Other than the ‘doing’ component, a leader-manager has to have a certain quality or ‘state-of-being’. This ‘being’ component is more-or-less completely neglected in current management programs. To a great extent a manager can perform his ‘doings’ in a mechanical way and adjust and adapt with his role position. But a ‘leader’ cannot afford to be only competent in his ‘knowing’ and ‘doing’ alone. In a competitive environment of highly competent individuals, the leader-individual is naturally expected to be a special person. The uniqueness of his ‘state-of-being’ is a manifestation of the quality of her/his mind-setting.

Thus, this course is about training the ‘doing’ and ‘being’ component, and will not be limited to teaching the ‘knowing’ component.


The course objective is to sensitize the students to the details of the three core components and training them in the core engines (or potentialities) of intellect such as attention, reflection, conceptualization, analytical-thinking, creative thinking, etc and the relevant linkages of mind-setting vis-à-vis the requirements of leader-managers in the turbulent competitive environment of life, work, relationships, and managing self.

The classroom environment cannot offer the reality of situations of ‘doings’ in a workplace. But, the intellect functions relevant to translation of ideas into practice and observation, conceptualization, dialoguing, etc can be trained to a significant extent by appropriate methods.


To help identify, evolve, and reinforce the potential of a Leader-manager in the individual by:

  1. Training in observing the details of the ongoing reality of work and life.
  2. Training in grasping the invisible and subtle linkages of the ongoing reality.
  3. Training in conceptualizing and reporting the perceived, cognized and experienced reality in a poetic and powerful language and dialoguing in a manner that conveys clarity and precision.
  4. Training the mind-setting of a Leader-manager.


The nature of ‘knowing’, ‘doing’, and ‘being’

The design, setting, and process of activity or ‘doing’ [any ‘doing’] at all probable-possible levels of existence -the ‘doing’ of nature-processes, plants and finally the differentiation of human beings.

The design-setting-process of intellect

The linkages of the engines-of-intellect [attention, reflection, thinking, etc] in ‘doing’
The nature of mental-impressions, mind-sets, etc in the making of the ‘being’ part of the manager or leader.

Identifying and resolving ‘mental blocks’ that restricts the confidence of individuals in ‘doing’ and assuming the levels of ‘being’ required in the leader-manager role positions and role relations.

Developing personally unique clues or heuristics about translating ideas into action, methods to grasp the ongoing realities of the environment [as no teacher or guide will assist or guide the ‘doing’ in real workplaces]


The exclusive focus of the course will be upon the ‘doing’ of the students.

The role of the trainer/faculty will be limited to analysing-reviewing the ‘doings’, providing feedback, and critical analysis of the ‘doings’. There will not be assessment of the ‘doing’ as being right or wrong but would involve a critical reviewing of the thought process behind the ‘doing’.

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