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I Ching, GuI Ching, Gu

Gu : Mountain over Wind

 

Degeneration

The manager encounters degeneration following joy and enthusiasm and knows that human and organizational degeneration are preconditions for repair.

The manager returns to fundamentals from which the path of repair will follow. He or she knows that action will be called for, since degeneration cannot be corrected in a setting of empty tranquility.

This action places the manager in a setting of danger and difficulty.

One must not be excessively adamant or weak in correction and had better know whether things are degenerating or not.

Often, this is the time to utilize the strength and clarity of others to break down one's own ignorance and restore things to a state of non-degeneration.

Fame and profit are not your targets here. Spiritual values and virtues allow for non-degeneration.

Great progress for the manager and his or her organization results from dealing effectively with degeneration.

 
 

There is a mishap. Disorder and decay follow. When there is degeneration, there is great success. Restoration may follow. Government exists because of disorder. when degeneration is great, the difficulty of finding a remedy presents dangerous obstacles. Figuring out the context of the origin is the way to remedy decadence and to endure. To achieve long-term results, reflect upon what course of action to take.

Chien

Kun

Chun

Meng

Hsu

Sung

Shih

Bi

Xiao Chu

Lu

Tai

Pi

Tong Ren

Da You

Qian

Yu

Sui

Gu

Lin

Guan

Shi Ho

Ben

Bo

 

 

     

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