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Thursday, June 6, 2013

Camel’s Back Syndrome

Robin Sharma was not mistaken to remark: 
“Most organizations don’t fall apart as a result of one big blow. Most relationships don’t end because of one grand argument. Most lives don’t fall to pieces due to one sad event. That sustained failure happens as the consequence of small daily acts of neglect that stack up over time to lead to a blow-up and break down”
The author of the international bestseller, “The Monk who sold his Ferrari” terms it as “Camel’s back Syndrome”.
The terminology isn’t a Greek to us in any way but its employment into our daily acts might sound unusual. Many of us might have slipped through the carpet of this phenomenon.
There occurred to be a fitting climax to this syndrome endemically though, in my school. The schemes for nominating the candidates to attend GNH workshops were floated on the table. The news seemed to have garnered huge candidacy of which eight would make to the final guaranteed list.
But the saddest story lies when nominations were out using few skeptical brains on power before submitting to the battle of general meeting. On learning this, a huge uproar of disgruntlement and flames of infuriation among the cordial staff ensued. Like the stories of recent politics taking leaps on every tongue, this event polluted the used-to-be calm staffroom.
I restored the stand of being a silent local observer. I could see few facing in groups taking participation in the heated debate. I can clearly figure out the movement of their index finger, moving inwardly in clockwise direction, which signaled to question the basis of their nominations.
I am not even one and half year old to this school. And this pre-August, I am leaving for the studies after I managed to cross the bar of tedious interview. So, filing my name in the nomination list is near to impossible because, they have an excuse of my lesser service utility. That’s the sole reason why I turned my back on, in the first place.
Seeing the same color of scene that exists for almost some weeks, I was gobbled up with the wild teeth of worries. Many had their own share of justified stories that took the same road and left them unnoticed. The stories they tried to print later in the meeting carried volumes of lapses in the system that prevailed before.
The general summary was in no doubt, a sheer negligence and complacency that these bits of ignorance would pile up and blow hard in the future. They did not face a big blow to fall apart; not a grand argument to strain the relations; that sustained failure as the consequence of small daily acts of neglect that stacked up over time led to a blow-up and break down.
A lesson, an aspirant of a good leader must learn.  

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