Over the last 20 years, we at Vyaktitva have been extremely fortunate to partner with several organizations and co-create solutions that have delivered value for our customers. This, in turn, has pushed the Vyaktitva thinktank to develop innovative models, concepts, methods and designs.


Dialogues@Vyaktitva was a culmination of the intent of sharing with our well-wishers and professional connects some of our innovations, and creating a space to trigger meaningful exchanges between CEOs, Business Heads and HR Leaders of some of India's best organizations, in the areas of organizational development, people performance and change.


Our endeavour has been to design this event as a forum that provides food for thought for Leaders like you. The attempt has always been to keep it focused on real and topical issues.


A peep into our past Dialogues@Vyaktitva events...

We often take decisions that are actually driven by unspoken, unrecognized feelings while we couch the decision in logic. The key question for the 5th Dialogues@Vyaktitva was “we believe we are Rational but in truth are we not Rationalizers?”


Our workplace conversations are more often biased towards reason and logic, with little to no credibility given to how our feelings or emotions are influencing our choices and actions. Perhaps this bias happens because of the vision of control over situations that reason and logic seem to give us. Perhaps the very word "emotion" conjures up uncomfortable images of volatility, lack of control, apprehension and being overwhelmed.


The reality, as we uncovered on the evening of the 5th Dialogues@Vyaktitva, is that we do make decisions by combining reason and emotion. In fact, it is often feeling or gut that guides many of our choices, which are then cloaked with reason and logic, i.e. we rationalise them.


As with past Dialogues@Vyaktitva evenings, our fifth event was marked by interactive exercises, a lot of fun and bonhomie. We explored the key question using a multiplicty of group-based activities. We concluded these with a deep sharing of best practices to surface and address feelings that impact decision-making and actions in various organizations. It was heartening to see that discussions continued beyond the call of close of the formal part of the evening.


The organizational practices that Business Leaders and HR heads shared amongst themselves illustrated interventions that were driven partially from the head and a lot from the heart. The focus on building a culture where trust, comfort, joy, inspiration, aspiration, connectedness, care, empowerment, ownership and commitment go hand in hand with hard data-based choices came out strongly during the conversations. Read a summary of the best practices followed by these leaders here..


To view pictures of the 5th Dialogues@Vyaktitva, visit the Vyaktitva@Facebook page.

19 Feb 2016

Are we Rational or Rationalizers?

Interpreting and narrating authentic stories are critical leadership skills. The ability to empathize with multiple realities is the underlying capacity that a leader needs, in order to cut through all the stories and versions of stories s/he is fed each day, and come up with wise, impactful decisions.


At this Dialogues@Vyaktitva, our guests played detectives and plunged headfirst into solving a Corporate Murder Mystery, where success in uncovering the whole picture was dependent on their ability to ask different kinds of questions that helped uncover the truth.


The group converged to dive deeper into the process of uncovering the four kinds of truths (Objective, Subjective, Normative and Complex) and surfaced the fundamental Meta-Enquiries – the questions that had the ability to separate facts from opinions, understand the logic and the feelings intertwined with it, uncover the real picture and interpret it correctly.


An understanding of the four kinds of truths and Meta-Enquiries is immensely powerful in the hands of Leaders who can wield them to exponentially improve critical decision-making.

16 Jan 2015

From Points of View

to Viewing Points

Organizations spend so much of time, effort, money in trying to change people's behaviours. But the nagging question that is vexing a lot of Business Heads and HR Leaders is, Do People Really Change?


The groups spent this evening at Dialogues@Vyaktitva to dive deep into this question, in a creative format. We looked at the question from several viewing points, discovered answers and also experienced and understood views that were different from ours.


What emerged is the understanding that people can and do change in either one of two natural ways. We called them the Explosion, where an external force acts so strongly that the change is rapid and yet transforming in its true nature, and the Slow Burn, where our own internal compass starts to align our behaviours and habits with our understanding of our values.


When we dig below the surface, the real patterns emerge and these patterns are deep rooted. True leadership is about 'Getting Real' which means recognizing, interpreting, accepting and re-scripting the real patterns within us and then living the new reality.


7 Feb 2015

Do People

Really Change


It is not just the war for talent that makes the creation of Joyful Communities in organizations a critical imperative but also the fact that today's non-linear, interconnected, adaptive and high-stress

world demands substantial pools of energy to fuel growth.


At this Dialogues@Vyaktitva, we had interactive and highly participative deliberations examining the basis and need for building a Joyful Community within organizations. Several new insights and inputs emerged out of the discussions, amidst loads of fun.


Some of the highlights of the evening were the depiction of joy in the form of paintings, experiencing the fact that empathizing and appreciating multiple view points is fundamental to forming a community and, finally, identifying some best practices in creating joyful workplaces.



Following Frederick Taylor, organizations have sliced up the larger goal and handed it out to individuals and teams. The entire organization has been cut up into parts with each one of us having a role to play.


But who owns the common spaces? How many people show up when they are asked to do things beyond the call of duty? And how do the separate pieces get stitched back together in a world operating on Taylor's principles?


Every organization faces situations where well-planned strategies go amiss because of things falling in the cracks in No-Man's Land. We are increasingly encountering an effort by organizations to build ownership among employees.


At this first Dialogues@Vyaktitva, groups discussed and debated the concept, methods and practices for building Psychological Ownership in the organizational construct.



31 Aug 2012

Building a Joyful


A new way of

Organization Survival


16 Sep 2011

Who Owns

No-Man's Land


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