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The Art of
Compassionate Business
Main Principles for the
Human-Oriented Enterprise
The Art of
Compassionate Business
Main Principles for the
Human-Oriented Enterprise
By
Dr. Bruno R. Cignacco
A PRODUC TIVIT Y PRESS BOOK

First edition published in 2019
by Routledge/Productivity Press
52 Vanderbilt Avenue, 11th Floor New York, NY 10017
2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN, UK
© 2019 by Bruno R. Cignacco

Routledge/Productivity Press is an imprint of Taylor & Francis Group, an Informa business
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International Standard Book Number-13: 978-0-367-13925-4 (Hardback)

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Contents
Acknowledgements................................................................................................................. xiii
Author........................................................................................................................................xv
Prologue..................................................................................................................................xvii
1 Purpose and Mission.....................................................................................................1
1.1 The Importance of a Business Mission...................................................................... 1
1.2 Impact of a Well-Defined Mission............................................................................ 2
1.2.1 A Mission is Intrinsically Loving................................................................. 2
1.2.2 A Mission Generates Engagement and Commitment................................... 3
1.2.3 A Mission Makes People More Proactive and Creative................................. 4
1.2.4 A Mission Balances Short-Term and Long-Term.......................................... 5
1.2.5 A Mission Produces Economic and Non-Economic Rewards....................... 6
1.2.6 A Business Mission Represents a Company’s Map of the World.................. 7
1.2.7 A Business Mission Is an Overarching Goal................................................ 8
1.2.8 A Mission Is Inspirational and Meaningful.................................................. 9
1.2.9 A Mission Is Socially Caring.......................................................................10
1.3 Tips to Discover (and Rediscover) the Business Mission..........................................10
Questions for Self-Reflection..............................................................................................11
2 Relentless Passion........................................................................................................13
2.1 Passion and Business................................................................................................13
2.2 Main Aspects of Passion..........................................................................................14
2.2.1 Rational Aspect...........................................................................................14
2.2.2 Emotional Aspect........................................................................................16
2.2.3 Pragmatic Aspect........................................................................................17
Questions for Self-Reflection..............................................................................................19
3 Prosperity Mindset......................................................................................................21
3.1 Business Mindset.....................................................................................................21
3.1.1 General Aspects of Mindset........................................................................21
3.1.2 Mindset and Business Activities................................................................. 22
3.2 Scarcity Mindset..................................................................................................... 24
3.2.1 The Looming Threat of Scarcity and Competition..................................... 24
3.2.2 Competition and Scarcity of Resources in the Business World...................25
3.2.3 Fear, Competition, and Scarcity of Resources.............................................25
3.2.4 Other Characteristics of a Scarcity Mindset............................................... 27
v
vi ◾ Contents
3.3 A Prosperity Mindset.............................................................................................. 29

3.3.1 Importance of a Prosperity Mindset........................................................... 29
3.3.2 Positive Thinking Patterns......................................................................... 32
3.3.2.1 Awareness of Regular Thinking Patterns..................................... 32
3.3.2.2 Other Relevant Aspects Regarding Thinking Patterns................ 34
3.3.2.3 Thoughts and Emotions.............................................................. 36
3.3.3 Frequent Use of Positive Words.................................................................. 38
3.3.3.1 Importance of Using Positive Language...................................... 38
3.3.3.2 Other Aspects of Positive Language............................................ 39
3.3.4 Positive Perception..................................................................................... 40
Questions for Self-Reflection............................................................................................. 42
4 Additional Aspects of a Prosperity Mindset................................................................43
4.1 Ongoing Learning Attitude.................................................................................... 43
4.1.1 Knowledge and Learning........................................................................... 43
4.1.2 Prosperity Mindset and Knowledge........................................................... 44
4.1.3 Relevant Aspects of the Learning Process................................................... 46
4.1.4 Other Aspects of the Learning Process........................................................47
4.1.5 Other Relevant Aspects of a Learning Attitude.......................................... 48
4.2 Tolerance to Ambiguity and Uncertainty............................................................... 49
4.2.1 General Aspects of Uncertainty................................................................. 49
4.2.2 Companies’ Attitude before Uncertainty................................................... 50
4.2.3 Mental Biases, Uncertainty, and Complexity..............................................52
4.2.4 Abundance Mindset and Uncertainty.........................................................52
4.3 Orientation to Action............................................................................................. 54
4.3.1 Importance of an Action-Oriented Attitude............................................... 54
4.3.2 Traits of Action-Focused Business People....................................................55
4.3.3 Continuous Action, Fear, and Growth....................................................... 56
4.3.4 Tips to Become More Action-Oriented...................................................... 58
5 Love and Business Activities.......................................................................................61
5.1 Main Meanings of Love..........................................................................................61
5.2 The Absence of Love in Business Activities............................................................. 64
5.3 Love Is the Opposite to Fear................................................................................... 64
5.4 Business People’s Default Response.........................................................................65
5.5 Love Can Improve Business Activities.................................................................... 68
6 Stakeholders and Love.................................................................................................71
6.1 How to Treat Different Stakeholders with Love...................................................... 71
6.2 Towards a Wider Definition of Love....................................................................... 72
6.3 Main Reasons to Be More Loving with Stakeholders..............................................74
6.4 Main Aspects of a Loving Attitude to Stakeholders.................................................76
6.4.1 Mutual Satisfaction of Needs......................................................................76
6.4.2 Other Aspects Regarding Needs’ Satisfaction............................................ 78
6.4.3 The Overarching Need for Love................................................................. 79
6.4.3.1 Love Underpins All Other Needs................................................ 79
Contents ◾ vii
6.4.3.2 Love Is Developing Affinity Bonds with Others.......................... 80

6.4.3.3 Love Is Harmonising Relationships with Others..........................81
6.4.3.4 Love Is Recognising and Validating Others................................ 82
6.4.3.5 Love Is Exploring Commonalities with Others........................... 83
6.4.3.6 Love Is Praising Others............................................................... 84
6.4.3.7 Love Is Acknowledging the Emotional Side of Others................ 86
6.4.3.8 Love Is Respecting Others.......................................................... 86
6.4.3.9 Love Is Having Positive Assumptions about Others.................... 89
6.4.3.10 Love Is Showing Compassion for Others.................................... 90
6.4.3.11 Love Is Acting with Integrity with Others....................................91
6.4.3.12 Love Is Expressing Creativity...................................................... 93
6.5 Some Interesting Perspectives about Relationships with Stakeholders..................... 93
6.5.1 Bank Account Approach............................................................................ 93
6.5.2 Substance over Form.................................................................................. 94
6.5.3 Vulnerable Beings...................................................................................... 95
6.5.4 Interdependence and Interconnectedness................................................... 95
7 Loving Ways to Relate to Stakeholders.......................................................................97
7.1 Generosity.............................................................................................................. 97
7.1.1 Generosity, Abundance, and Stakeholders................................................. 97
7.1.2 Generosity and Business Activities............................................................. 99
7.1.3 Generosity and Corporate Social Responsibility...................................... 100
7.1.4 Different Types of Gifts............................................................................101
7.1.5 Generosity and Employees........................................................................102
7.2 Gratefulness..........................................................................................................103
7.2.1 Importance of Gratitude for Stakeholders.................................................103
7.2.2 Practical Aspects of a Thankful Attitude toward Others...........................105
7.2.3 Ungratefulness and Its Negative Effects....................................................106
7.2.4 Appreciative Inquiry.................................................................................107
7.3 Collaboration........................................................................................................108
7.3.1 Competition and Collaboration................................................................108
7.3.2 Other Aspects of Co-Operation................................................................110
7.3.3 Co-Operation within the Company.......................................................... 111
7.4 Forgiving Attitude.................................................................................................112
7.4.1 Effects of a Lack of Forgiveness.................................................................113
7.4.2 Meaning of Forgiveness............................................................................114
7.4.3 Resolving Misunderstandings Promptly....................................................114
7.5 Fun, Playfulness and Humour............................................................................... 115
7.5.1 What Is Not Playfulness........................................................................... 115
7.5.2 Importance of Playfulness.........................................................................117
7.5.3 Playfulness and Stakeholders.....................................................................118
7.5.4 Playfulness and Laughing......................................................................... 119
7.5.5 Smiling.....................................................................................................121
Questions for Self-Reflection........................................................................................... 122
viii ◾ Contents
8 Natural Conversations with Stakeholders.................................................................123

8.1 The Need for More Natural Conversations........................................................... 123
8.2 Business Formalities and Natural Conversations.................................................. 124
8.3 Assumptions in Business Conversations................................................................ 127
8.4 Connecting to Employees in a Natural Way......................................................... 127
8.5 Emotions in Business Conversations..................................................................... 128
8.6 Goal-Setting and Natural Conversations...............................................................129
8.7 Natural Conversations and Mutual Exploration................................................... 130
8.8 Natural Conversations and Comfort.....................................................................131
8.9 Natural Conversations and Active Listening..........................................................132
8.10 Other Aspects of Active Listening.........................................................................133
8.11 Active Listening, Paraphrasing, Analogies, and Recaps.........................................133
8.12 Natural Conversations and Co-Operation............................................................ 134
8.13 Natural Conversations and Learning.....................................................................135
8.14 Natural Conversations and Meaning.................................................................... 136
8.15 Natural Conversations, Inclusiveness, and Empathy............................................. 136
8.16 Natural Conversations and Free Expression...........................................................137
8.17 Clarity in Natural Conversations...........................................................................138
8.18 Body Language and Natural Conversations...........................................................139
8.19 Body Language, Emotions, and Synchronicity......................................................140
8.20 Natural Business Conversations.............................................................................141
Questions for Self-Reflection............................................................................................142
9 The Use of Positive Language with Stakeholders......................................................143
9.1 The Importance of Words for Communication Purposes......................................143
9.2 Detrimental Impact of Negative Words.................................................................144
9.3 The Power of Using Positive Language..................................................................144
9.4 Positive Vocabulary and Criticism.........................................................................146
9.5 A Positive Way to Deliver Criticism.......................................................................146
9.5.1 Positive Wording.......................................................................................147
9.5.2 Behaviour-Oriented..................................................................................148
9.5.3 Change-Oriented......................................................................................148
9.5.4 Other Aspects Related to Feedback...........................................................149
10 Adopting a Loving Attitude toward Employees........................................................151
10.1 Main Aspects of a Company’s Work Environment................................................ 151
10.2 Limiting Factors in the Work Environment...........................................................152
10.2.1 Organisational Structure...........................................................................153
10.2.2 Company’s Planning Processes..................................................................153
10.2.3 Company’s Rules and Procedures.............................................................154
10.2.4 The Organisation’s Politics........................................................................155
10.2.5 Division of Labour....................................................................................156
10.2.6 Fast-Paced Environment...........................................................................157
10.3 Other Aspects Preventing Employees’ Full Expression..........................................157
10.3.1 Widespread Collective Activities...............................................................157
10.3.2 Prevalence of Company’s Values...............................................................157
Contents ◾ ix
10.3.3 Resistance to Change................................................................................158

10.3.4 Perceived Limited Resources.....................................................................158
10.3.5 Over-Reliance on External Factors............................................................158
10.3.6 Over-Emphasis on Rational Aspects.........................................................158
10.3.7 Other Aspects...........................................................................................159
10.4 Nurturing Relationships with Employees..............................................................159
10.4.1 Warm Work Environment........................................................................159
10.4.1.1 Main Characteristics of a Positive Work Environment...............160
10.4.1.2 Main Characteristics of a Positive Work Environment...............161
10.4.1.3 Positive Layout of the Workplace...............................................163
10.4.2 Diverse, Inclusive, and Participative Workplace........................................164
10.4.2.1 The Importance of a Diverse and Inclusive Environment...........164
10.4.2.2 Employees’ Participation and Acknowledgement.......................166
10.4.3 Social Activities.........................................................................................167
10.4.3.1 Importance of Social Activities...................................................167
10.4.3.2 Importance of Social Activities and Events.................................167
10.4.3.3 A Different Standpoint in Social Events.....................................168
10.4.4 Time Off...................................................................................................169
11 Additional Aspects of a Loving Attitude to Employees.............................................171
11.1 Relationships between Superiors and Subordinates................................................171
11.2 Guidelines for More Balanced Relationships with Employees...............................173
11.2.1 Treat Employees Kindly............................................................................173
11.2.2 Provide Employees with Care....................................................................174
11.2.3 Support during a Company’s Challenging Times.....................................175
11.2.4 Allow Employees to Express Their Views..................................................176
11.2.5 Delegation of Tasks...................................................................................178
11.2.6 Harnessing Employees’ Skills....................................................................180
11.2.7 Developing New Skills..............................................................................181
11.2.8 Friendly Assessment Process......................................................................182
11.2.9 Supportive Feedback.................................................................................183
11.2.10 Appreciation of Employees’ Contribution.................................................184
12 Adopting a Loving Attitude toward Customers........................................................187
12.1 Love and Customers..............................................................................................187
12.2 Importance of Customers’ Wellbeing....................................................................188
12.3 Main Qualities of a Loving Attitude toward Customers........................................189
12.3.1 Over-Performing.......................................................................................190
12.3.2 Trustworthiness........................................................................................191
12.3.3 Attitude of Service....................................................................................192
12.3.4 A Sharing Attitude....................................................................................195
12.3.5 Spontaneous Approach.............................................................................195
12.3.6 Full Connection........................................................................................196
12.3.7 Soft-Touch Approach................................................................................198
12.3.8 Transparency............................................................................................199
x ◾ Contents
12.3.9 Openness................................................................................................199
12.3.10 Specific Approach.................................................................................. 200
12.3.11 Segmentation and Uniqueness................................................................201
12.3.12 Emotional Enhancement........................................................................201
12.3.13 Warm Appreciation............................................................................... 203
12.3.14 Welcoming Feedback............................................................................. 204
12.3.15 Story-Telling.......................................................................................... 205
Questions for Self-Reflection........................................................................................... 206
13 Adopting a Loving Attitude toward Other Stakeholders..........................................207
13.1 Suppliers and Intermediaries................................................................................. 207
13.1.1 Continuous Communication................................................................... 207
13.1.2 Unselfishness............................................................................................ 208
13.1.3 Respecting Commitments........................................................................ 209
13.1.4 Soft Conflict-Solving................................................................................210
13.1.5 Co-Operative Attitude..............................................................................211
13.2 Competitors...........................................................................................................212
13.2.1 Love and Competitors...............................................................................212
13.2.2 A More Positive Approach Regarding Other Companies..........................213
13.3 Communities.........................................................................................................214
13.3.1 Relevance of Communities.......................................................................214
13.3.2 Community-Oriented Activities...............................................................215
13.3.3 Other Aspects Related to Communities....................................................217
14 Love and Creativity...................................................................................................219
14.1 Meaning of Creativity...........................................................................................219
14.2 How Creativity Works.......................................................................................... 220
14.3 Characteristics of People Who Create....................................................................221
14.4 Business Objectives and Creativity....................................................................... 223
14.5 Main Hindrances to Creativity............................................................................. 225
14.6 Traditional Creative Tools.................................................................................... 229
14.6.1 Mind-Mapping........................................................................................ 230
14.6.2 Drawing....................................................................................................231
14.6.3 New Viewpoints.......................................................................................231
14.6.4 What If Method.......................................................................................231
14.6.5 Benchmarking and Analogies.................................................................. 232
14.6.6 Brainstorming.......................................................................................... 232
14.6.7 Disney Strategy.........................................................................................233
14.6.8 SCAMPER...............................................................................................233
14.6.9 Use of External Words............................................................................. 234
14.6.10 Framing................................................................................................... 234
14.7 Additional Comments on Creativity..................................................................... 234
15 Additional Aspects of Love and Creativity................................................................237
15.1 Creating is Also Asking New Questions............................................................... 237
15.1.1 Importance of Questions......................................................................... 237
Contents ◾ xi
15.1.2 Examples of Useful Questions................................................................. 238

15.2 Non-Traditional Tools for Creativity.....................................................................241
15.2.1 Meditation................................................................................................241
15.2.2 Development of Intuition........................................................................ 242
15.2.2.1 Contact with Nature................................................................. 242
15.2.2.2 Asking Questions...................................................................... 243
15.2.2.3 Delving into the Issue............................................................... 243
15.2.2.4 Being Calm............................................................................... 243
15.2.2.5 Being in the Present.................................................................. 243
15.3 Selection of Creative Ideas.................................................................................... 244
15.4 Innovation and Creativity......................................................................................245
15.4.1 Main Aspects of Innovation......................................................................245
15.5 Tips for Companies to Enhance Their Creative Resources....................................247
15.5.1 Declaration of Innovation...................................................................... 248
15.5.2 Creative Time and Spaces...................................................................... 248
15.5.3 Creative Meetings.................................................................................. 248
15.5.4 Fun Activities.........................................................................................249
15.5.5 Avoid Groupthink..................................................................................249
15.5.6 Record of Brilliant Ideas.........................................................................249
15.5.7 Ideas Incubators......................................................................................249
15.5.8 Reward Creativity...................................................................................250
15.5.9 A More Loving Environment..................................................................250
15.5.10 Creative Brief..........................................................................................250
15.5.11 Open Feedback.......................................................................................250
15.5.12 Embed Creative Techniques during Worktime.......................................250
15.5.13 Opportunities Audit...............................................................................251
15.5.14 Continuous Improvement Quality..........................................................251
15.5.15 Encourage Collective Creative Activities.................................................251
15.5.16 Creativity Audit......................................................................................251
15.5.17 Innovation Goals....................................................................................251
15.5.18 Attributes Assessment.............................................................................252
15.5.19 Premortem Assessment...........................................................................252
Appendix A: Stress and Business Activities........................................................................253
Appendix B: Mindfulness and Business.............................................................................259
Appendix C: Marketing and Manipulation.......................................................................263
Appendix D: System Thinking and Organisations............................................................267
Appendix E: Compassionate Negotiation..........................................................................271
Appendix F: Empathetic Use of Social Media....................................................................275
Appendix G: Additional Ways to Generate Intuitive Insights...........................................279
Bibliography.......................................................................................................................283
Index..................................................................................................................................297
Acknowledgements
This book is dedicated to the memory of my mother, who was the person who first introduced me
to the principles which have deeply influenced this book. This text is also dedicated to the memory
of my uncle Hugo Francesconi, for his continuous support and faith in me.
I am also deeply grateful to:
◾◾ Fayola Saunders, a very sweet and special person in my life who showed great enthusiasm in
reviewing the manuscript
◾◾ My father, my sister, my nieces, and my godson
◾◾ My friends
◾◾ My clients
◾◾ The educational institutions I have taught at over my career
◾◾ The people working for the publisher for their significant support during the publishing
process
xiii
Author
Dr Bruno R. Cignacco, Ph.D., is an international business consultant, international speaker, and

business coach. For over 20 years, he has advised and trained hundreds of companies on interna-
tional trade activities and international marketing. He is also a Principal Lecturer in Marketing.
He teaches marketing management, international marketing, product innovation, public rela-
tions, and research methods at GSM London (in partnership with Plymouth University). He
taught business modules at other universities in the UK, such as Birkbeck University, Lancaster
University, University of Wales, and University of Central Lancashire, among others. He also
taught business modules at universities in other countries. He has been lecturing both at under-
graduate level and postgraduate level for more than 17 years. He is a member of the Centre for
Research and Executive Education at GSM London.
He is a Senior Fellow of the Higher Education Academy (HEA) UK. He is also a Master
Life Coach and Master NLP practitioner. He has studied disciplines related to personal develop-
ment for more than 20 years and delivered countless talks, seminars, and conferences in several
countries.
He is the author of business books such as Fundamentals of International Marketing for SMEs
(Atlantic Publishers, 2010) which has been published in several languages, such as English (Atlantic
Publishers, 2010), Spanish (Macchi Publishers, 2004), and Portuguese (Saraiva Publisher, 2009).
His other business book is Techniques of International Negotiation (Macchi Publishers, 2014). He is
also the author of personal development books published in different languages. His websites are
www.brunocignacco.com and www.humanorientedenterprise.com.
xv
Prologue
A human being is a part of the whole called by us universe, a part limited in time
and space. He experiences himself, his thoughts and feeling as something separated
from the rest, a kind of optical delusion of his consciousness. This delusion is a kind
of prison for us, restricting us to our personal desires and to affection for a few per-
sons nearest to us. Our task must be to free ourselves from this prison by widening
our circle of compassion to embrace all living creatures and the whole of nature in
its beauty.
Albert Einstein
Origins of This Book

In hindsight, I realise the germ of an idea for this book has been dormant in my mind for several
years. The topics it contains are the natural development of several books I have written about
business and personal development over more than a decade. This book also includes golden
insights from my lengthy career as an international business consultant. These topics have been
integrated to create a unique text for the readers.
There are excellent business books, general texts or specialised ones (on marketing, human
resources, business economics, strategy, accounting, management, entrepreneurship and other
topics). Most texts indeed offer relevant advice to avid readers who set up, work for, or lead busi-
ness organisations.
These business texts have a clear focus on specific organisational objectives (e.g., increasing
profits, obtaining a bigger market share, improving quality levels, etc.). These books also assume
that businesses are operating in an unpredictable and threatening environment, continually facing
several challenges, which must be dealt with efficiently. Most traditional business authors make
several assumptions regarding the dynamics of business activities, for example:
a) Zero-Sum Game
All businesses are inserted into a competitive environment, where all participants, with no excep-
tion, try to outpace one another. In this “game” each “player” seeks to win at the expense of the
others. Mutually beneficial agreements for all parties involved and co-operative bonds between
organisations tend to be uncommon, or the exception to this rule.
xvii
xviii ◾ Prologue
b) Competitors as Threats
Other companies are usually perceived as threatening adversaries, which must be outsmarted
whenever possible. Companies tend to focus on the external (e.g., allocating resources to beat
competitors), rather than on the internal (for example, developing their own distinct capabilities
to stand out in the market). Other organisations can never be perceived as valuable sources of
inspiration and feedback, but as threats.
c) Imperative Innovation
Organisations run an endless race to improve their products, services, and processes. Their constant
innovation stems from market trends (social, economic, technological, etc.), customers’ needs, and
the companies’ capabilities. Most companies perceive customers as overly demanding and fuelled
by a continuous search for the latest novelties (better design, improved performance, etc.). In this
frantic race, companies that dare to take a rest risk being tossed out of the market by more innova-
tive competitors.
d) Limited Resources
Another relevant tenet in the business world asserts that all companies count on limited resources,
which restrains what they do, as well as how and when. Consequently, companies tend to effi-
ciently co-ordinate and utilise their scarce resources, through strategies and other tools. New
resources are generally perceived as difficult to generate, because they take extensive time and
effort.
e) Difficult Customers
There is a widespread assumption that finding new customers and retaining current ones is always
difficult. Gaining customers’ loyalty tends to be a troublesome issue, because they are perceived as
fickle. Customer behaviour is deemed to be difficult to predict. Consequently, many companies
perform manipulative activities to seduce customers and prospects by, for instance, using mislead-
ing information in adverts, making exaggerated promises regarding products and services, and
carefully hiding products’ weaknesses, among others.
f) Believing in the Might of Technology

In this fast-paced era, many companies consider that technological devices allow them to achieve
their objectives more efficiently. Nonetheless, the excessive use of technology also decreases the
direct interaction with people, thus damaging the human connection between businesses and
their most relevant stakeholders (customers, employees, suppliers, etc.). In extreme cases, tech-
nology can even replace the human resources, such as in the case of automated machines or
robots.
Prologue ◾ xix
g) Unloving Work Environment

In many companies, their work environments are affected by internal politics, for instance, one-upman-
ship, backbiting, disloyalty, and gatekeeping, among others. These aspects do not contribute to strength-
ening relationships between workmates and instead prevent them from co-operating with one another.
Many of these tactics are driven by an egotistic attitude, which creates a distrust among employees. These
political factors often hold people back from adopting a loving attitude with one another.
h) Commoditised People
Figuratively speaking, some companies treat employees as cogs of the organisational machine
which can be replaced easily by others. Employees are considered as a “means” to achieve organ-
isational objectives, instead of human beings with needs, emotions, and dreams which must be
acknowledged and valued. Employees tend to be entangled in a web of rules, regulations, and pro-
cedures which leave them no leeway for taking initiative or being creative. Oftentimes, employees
are heartlessly pushed by companies to the limits in order to achieve the goals of the latter. This
continuous pressure pushes employees towards stress or burnout.
i) Widespread Conflicts
All organisations are affected by internal and external conflicts. Often, conflicts tend to be solved
in an adversarial manner where one party wins at the expense of the other. These win–lose solu-
tions also affect the relationships between the participants in a negative manner. Many companies
are more interested in obtaining all the gains from conflictive situations with others than in pre-
serving the relationships with them.
My Background and Expectations for This Book

I have been teaching business modules at several universities at an undergraduate and postgraduate
level across the world and acting as a consultant to countless organisations for more than twenty
years. I recognised the aforementioned assumptions in all types of organisations both in my profes-
sional experience, as well as in most traditional business bibliographies. At several points, I asked
myself “Is there a way to perform business activities more humanely?” After years of dwelling on this
thought-provoking idea, the answer to this paramount question can finally be found in this book.
In the following chapters, I will elaborate on relevant aspects of business which have been dis-
missed in most relevant business bibliographies. As an inquisitive cartographer, I will map out the
main principles which drive authentic success in businesses that at the same time generate benefits
for all the parties involved.
How to Reap the Most Benefits from This Book

All principles included in this book are based on a deep awareness of our essence as human beings.
Nonetheless, many organisations are oblivious to these principles, despite their enormous benefits.
xx ◾ Prologue
It is not the purpose of this text to deliver law-like generalisations. Nonetheless the paradigms
exposed in this book can certainly be applied to any type of organisational environment and cul-
tural background, for example:
◾◾ Small, medium sized, and big organisations

◾◾ Local, national, regional, and global organisations
◾◾ Organisations related to different sectors, such as primary (extractive, such as agriculture),
secondary (transformative or productive), and tertiary (provider of services)
◾◾ Non-profit and profit-making organisations, as well as governmental bodies
This book delivers a heart-warming and hopeful message to organisations. These down-to-
earth ideas will help them become more valuable, genuine, and meaningful. The advice provided
in this book is timeless.
This text does not provide intricate strategic perspectives, but people-centred principles. Even
though some guidelines enclosed in this book are often based on common sense and others coun-
terintuitive, all of them are backed by profuse scientific research and professional experiences.
Some of the relevant points explored throughout the book are:
◾◾ How to define a business mission with a positive impact on the world

◾◾ How to be more passionate with business activities
◾◾ How to adopt a prosperity mindset in business
◾◾ How to have more loving relationships with stakeholders
◾◾ How to create more connected conversations
◾◾ How to create a warmer work environment
◾◾ How to serve customers in a loving manner
◾◾ How to develop more innovative and impactful ideas
It is suggested that readers gradually test and implement the guidelines conveyed in this book,
both in the business environment and the workplace. When these principles are put into practice,
positive ripple effects are bound to affect other stakeholders. The users of this knowledge and those
affected by them will undergo a profound internal transformation, which will change the way they
perceive business situations.
This book provides guidelines to contribute to more loving work and business environments.
This text also shows the obstacles on the way to achieving that objective. There are organisations
that will need to change their well-ingrained attitudes and practices to implement the beneficial
perspectives suggested in this book.
Chapter 1
Purpose and Mission
Only when we truly love our work will we put in the time, and take the care, to do it
to the best of our ability.
Mark McGuinness
1.1 The Importance of a Business Mission

I slept and dreamt that life was joy. I awoke and saw that life was service. I acted and
behold, service was joy.
Rabindranath Tagore
It is one of the most beautiful compensations of this life that you cannot sincerely try
to help another without helping yourself.
Ralph Waldo Emerson
The terms “mission” and “purpose” will be used interchangeably. A mission is an organisation’s
main reason for existence in the marketplace. A compelling purpose is one of the most relevant
success factors for any organisation. Some organisations’ websites have distinctive links to their
mission statements.
Kotler et al. (2009) highlighted that a mission should include a very narrow set of objec-
tives and other aspects (the company’s industrial sector, its unique qualities, its products and
services, specific groups of customers served and the benefits obtained by them). These authors
also observed that a business mission is closely linked to its vision, which includes the company’s
objectives or intentions for the future. In other words, the vision is the image of what the organisa-
tion wants to be in the future.
According to Price and Price (2013), the mission is what the company aspires to do with
their daily activities; instead, the vision is what the company intends to become in the future.
A well-defined mission always assists a company in the achievement of its vision. The vision can
be reformulated once attained, while the mission is more prone to remain relatively unchanged
over time. Both vision and mission should be widely communicated to the organisation’s main
1
2 ◾ The Art of Compassionate Business
internal stakeholders (for example, employees) and external ones (for example, customers). When
an organisation follows its purpose, it attempts to answer the following questions:
◾◾ Why are we here in the marketplace?

◾◾ Who do we want to serve?
◾◾ Why do stakeholders (including customers) prefer our company?
◾◾ What is the general direction of our company?
◾◾ What makes us unique and distinct?
◾◾ What valuable things do we want to create for our stakeholders?
◾◾ What positive changes can we introduce in the marketplace?
◾◾ What is the best way to improve people’s lives?
◾◾ How can we add the highest value to others?
◾◾ How can we use our resources (skills, talents, information, etc.) to positively impact the world?
A well-defined business mission will also try to answer some less obvious questions, on an
individual level, such as:
◾◾ What is our authentic path in life?

◾◾ Who do we want to be in this world?
◾◾ How can we create more love, joy and peace around us?
◾◾ What activities give us a sense of fulfilment?
◾◾ How can we use our time productively to help others?
◾◾ What is our future legacy or contribution for others to enjoy?
◾◾ What is our true place in the world?
All organisations can become valuable instruments or catalysts through which people can
introduce positive change into the world. The organisation’s mission can also be defined as:
◾◾ A project aligned with an organisation’s distinct potential and strengths

◾◾ A significant quest which drives all business endeavours
◾◾ A wholehearted cause the organisation stays true to
◾◾ A wellspring of passion the company’s contributors are committed to
◾◾ A generator of shared expectations regarding the business venture
◾◾ A valuable endeavour to make the world a better place
◾◾ A motivator which prompts the organisation to endure challenging circumstances
In the following points, some characteristics of a meaningful mission will be explained. Some
tips to discover or rediscover a business mission will also be enumerated.
1.2 Impact of a Well-Defined Mission

1.2.1 A Mission is Intrinsically Loving
Everyone has been made for some particular work, and the desire for this work has
been put in his heart.
Rumi
Purpose and Mission ◾ 3
Many companies wrongly define their business mission by considering their products or services,
or their specific business activities, instead of focusing on how they are of assistance to others. A
company’s contribution to others should always be at the centre of all business activities. To put
it simply, a well-defined mission is focused on serving others in the best manner. Edelman (1993)
observed that “Service is the rent each of us pays for living.”
A mission-driven company serves others in a unique manner because each organisation has its
own set of distinct talents and capabilities. A well-designed purpose is expansive; it brings more
good to the world. An authentic mission is always based on lofty values, such as integrity, trans-
parency, fairness, and honesty, among others. The company mission should be aligned with these
moral “lighthouses” in order to be authentically meaningful and widely impactful.
An organisation which pursues its mission shows its best side. Figuratively speaking, a mission-
centred organisation becomes a wellspring of love; its activities spread love within the company
and outside it. A purpose-driven company is prone to recognise the interconnectedness and inter-
dependence with all significant stakeholders in the business environment. This is congruent with
both principles of quantum physics and ancient spiritual traditions, which state that everything in
the universe is interconnected.
A mission resembles a solid platform from which fruitful relationships with the organisation’s
stakeholders can develop. The purpose is like a bridge which links a company’s internal stakehold-
ers (management, employees) and its external ones (customers, suppliers, community). A clear
mission always has a positive intention, which is to help people feel better (more joy, peace, love,
etc.) or to reduce their negative states (such as anger, sadness, despair, etc.).
A clearly defined purpose is selfless because it helps an organisation generate positive change
both internally and externally. A mission is heart-driven because a company’s actions to pursue it
tend to be driven by its employees’ hearts. When a company follows its mission, all its strategies
(marketing, production, financial, etc.) tend to be aligned with this purpose, which in turn causes
a company’s activities to be congruent with these strategies.
1.2.2 A Mission Generates Engagement and Commitment

All men dream; but not equally. Those who dream by night in the dusty recesses of
their minds wake in the day to find that it was vanity: but the dreamers of the day
are dangerous men, for they might act on their dreams with the eyes open, to make
it possible.
T. E. Lawrence
A company which pursues a well-defined mission makes all its people feel valuable. Employees are
more prone to feel uncompromisingly engaged to a company’s mission when:
◾◾ The organisation regularly demonstrates to employees the importance of pursuing its

mission.
◾◾ The company explains to employees the relationship between their tasks and its mission and
its impact on the world.
◾◾ The organisation prompts employees to feel that they worthily contribute to that mission.
◾◾ The organisation frequently acknowledges and thanks employees for their valuable contribu-
tion to this purpose.
◾◾ The organisation allows employees to take ownership and initiative regarding their specific
work tasks.
◾◾ The company is open to employees’ ideas to attain its mission more effectively.
◾◾ The company has an attitude of service, which prompts employees to behave in an obliging
manner.
◾◾ The organisation enables employees to fully use their distinct talents to pursue its mission.
◾◾ The organisation makes employees feel that products and services supplied to customers are
of real worth.
◾◾ The company sets quality standards related to its purpose, to which employees adhere.
◾◾ The company activities create a positive impact not only on customers, but also on its other
stakeholders, such as suppliers, intermediaries, partners, and the community as a whole.
◾◾ The company allows employees to participate in the (re)definition of its purpose.
When employees’ contributions are regularly acknowledged with thanks, they are more prone
to go the extra mile to support the company’s mission. Bridges (2017) observed that “people will
follow you if they see you are not just about the money but also about meaning.” In some organ-
isations, not only are employees committed to the company’s purpose, but they are also proud to
work for that organisation.
When the company’s mission is relevant to its employees, they tend to feel an unbounded
amount of energy and passion to make it come true. When they perform their work tasks, they
feel they are not wasting their time but contributing to change the world on a small or large scale.
These employees are also more resilient when the company goes through challenging times.
Some employees can also feel honoured because their activities at work contribute to leaving
a legacy in the world, something bigger than them. Sometimes, a company’s mission is totally
aligned with the personal objectives of its staff members, which makes their commitment seem
effortless and spontaneous. In those cases, they feel compelled to take continuous action toward
this purpose.
Besides employees, a meaningful company’s mission also prompts other individuals and
organisations to contribute to this purpose. When a company’s mission is pursued wholeheartedly,
people and companies around tend to be naturally drawn to this purpose, creating a strong emo-
tional connection with them. Stakeholders that relate to a mission-oriented company feel com-
fortable and willing to support it. In those cases, the company should continually remind these
stakeholders of the positive outcomes that stem from achieving its mission. An interesting ques-
tion a company should regularly pose is “Does our purpose connect us with people more deeply?”
1.2.3 A Mission Makes People More Proactive and Creative

The only true happiness comes from squandering ourselves for a purpose.
William Cowper
Webb (2016) states that there are two types of goals: “approach objectives,” which are goals where
people focus on what they want, and “avoidance goals” which are when people seem to avoid what
they do not want. Approach goals are set “for” specific things, avoidance goals are set “against”
specific issues. From this perspective, when people pursue approach goals, they tend to act in a
proactive fashion. When people focus on avoidance objectives instead, they are prone to act in a
reactive manner. A well-defined mission is worded as an approach objective; it always states what
the organisation is for, not against. The paramount question a company should ask itself is: “What
are we for?”
Fritz (1984) stated that there are two types of perspectives a company can adopt: a problem-
solving approach, when it tries to eliminate its difficulties, and a creative perspective, when it
focuses on creating something new. This author observed that the creative approach is superior to
the problem-solving approach.
As a consequence, when a company defines its mission, it should always use the creative
approach, not the problem-solving one. When a company’s mission is defined as something new
to create, people are more prone to adopt a proactive attitude toward it. A relevant question an
organisation should pose to define its mission is “What do we want to create?”
All activities performed by the company should be congruent with the achievement of its pur-
pose. Companies should always prioritise those tasks and projects which contribute to its mission.
The mission constitutes the guiding light against which all company activities are judged and
assessed, either as relevant tasks or irrelevant ones. A company which performs activities contrib-
uting to its purpose nurtures it, in the same way as the mother who loves her child. An organisa-
tion can keep its mission alive by devoting its time and energy to it.
1.2.4 A Mission Balances Short-Term and Long-Term

Success without contribution is hollow and unsatisfying.
Norman Drummond
The majority of businesses commonly devote most of their time to activities which are necessary,
for example, paying the bills, obtaining more sales, etc. These activities are primarily focused on
the short-term. Nonetheless, a company with a well-defined mission tends to articulate the short-
term and long-term in a harmonious manner.
A business mission has a long-term perspective, because the company’s activities performed to
pursue that mission tend to contribute to a valuable legacy for posterity. A well-defined purpose is
also transformational and humanistic because it aims to add impactful value to all the company’s
relevant stakeholders. Conner (2010) observed that a purpose-driven organisation always gener-
ates “a wake of positive influence on all constituencies it touches.”
The purpose is also holistic because it tends to produce a positive change in humankind as a
whole, to a small or great extent. A company which pursues its mission wants to create a beneficial
impact on the present community and also on future ones. Csikszentmihalyi (2003) observed
that a good business pursues profits, but also contributes to human well-being and happiness, and
makes the world a better place. In order to do so, a company utilises its own unique resources, such
as relationships, information, technology, talents, etc.
When a company is aligned with its purpose, it is less likely that one stakeholder wins at the
expense of others. A mission-driven company aims at the so-called “threefold bottom line,” which
includes looking for incremental profits, but also caring for people and supporting the planet.
Companies with this long-term orientation tend to bring about other positive effects, for example:
◾◾ An increase in employees’ engagement and morale

◾◾ A lower turnover of employees
◾◾ A higher customer satisfaction
◾◾ A friendlier work environment
◾◾ A higher reputation
◾◾ A reinforced brand image
◾◾ Loftier quality levels
◾◾ More innovative products and services

◾◾ Outstanding levels of productivity
On one side, companies without a clear mission cannot see themselves creating a positive
change in the world. They have a narrow view of their activities, which is constrained by well-
ingrained limiting assumptions such as “The most important thing is to survive, not to contribute
to others,” “It is not possible to follow our purpose and obtain profits,” “We will never be able to
create any significant impact on the world,” and similar ones. On the other side, mission-oriented
companies know it is worth pursuing a meaningful purpose to create a positive effect on the wider
community. These companies are willing to play their relevant part in transforming the world.
A mission is also related to the short-term. When employees are fully engaged in activities
which contribute to a company’s mission, they are naturally rooted in the now and are fully pres-
ent. These employees harness their unique capabilities fully, and their actions tend to be more
effortless and flowing. They are less prone to be diverted by worries and fears (which are related
to the future) or regrets and guilt (which are linked to the past). According to Csikszentmihalyi
(2003), when employees pursue a company’s mission, they tend to enter a state of flow – also called
“the zone” – and are more prone to focus on the present, namely on the task at hand.
1.2.5 A Mission Produces Economic and Non-Economic Rewards

Put money first, and you’ll probably stay poor. Put purpose first, and you’re headed
toward riches.
David Schwartz
Mission-oriented companies try to answer the question “Why are we in the marketplace?” in
order to discover the real motivation behind their purpose. Some entrepreneurs will easily offer an
answer to this question, like “to make more money.” It is true that companies seek to thrive in the
business environment to gain profits. However, these sought-after economic benefits, which are
the result of pursuing the company’s mission, only represent a small part of the benefits available.
Nowadays, more organisations understand that being in business is not only about making
more money; a well-defined mission implies other reasons for being in the marketplace. By follow-
ing its mission, a company also brings about other benefits, namely, creating a positive impact on
the business environment and the community as a whole.
Collins and Porras (2005) recognise two main objectives in any company: “pragmatic pursuit
of profits” and “purpose beyond profit.” These authors observed that profits represent the oxygen
for any company, without which it cannot live. They also stated that profits are never a company’s
main goal, but only a valuable means to achieve loftier objectives, such as creating a positive
impact on society.
According to Maslow (1954), these higher objectives are related to the concept of self-actuali-
sation, which implies finding meaning and fulfilment by accomplishing one’s dreams and harness-
ing one’s full potential. The mission can also be related (according to Maslow, 1954) to the need
for self-transcendence, which implies helping others in a selfless manner and contributing to an
objective bigger than oneself.
This prestigious scholar became well-known for his pyramid of needs, which includes basic
needs on the bottom (physiological and safety needs); on an upper level, more advanced needs
(socialisation and esteem needs); and on the top, the most advanced needs (self-realisation and
self-transcendence).
A mission-driven company understands that its activities never occur in a vacuum because the
organisation is inserted in a community affected directly or indirectly by the company’s activities.
A company which pursues its mission has a very tangible impact on its external environment, for
example:
◾◾ Generation of economic benefits for all partners involved related to the company (suppliers,
intermediaries, etc.)
◾◾ Development of discoveries through the company’s research and product development pro-
cess, which benefit the marketplace and humankind as a whole
◾◾ Protection of environmental resources (land, air, etc.) as a result of green activities (recy-
cling, use of renewable energies, etc.) performed by the company
◾◾ Increase in taxes collected by government from the company, which can be used for social
purposes (education, infrastructure, etc.)
◾◾ Generation of employment, which gives rise to a decent living for the members of a
community
◾◾ Support to communities through the company’s social initiatives (sponsoring, donations, etc.)
◾◾ Increase in customers’ satisfaction through the company’s offering of high-quality products
and services
De Botton (2016a) observed that companies can also bring about a positive impact on custom-
ers by creating “good demand,” which is “consumer’s choice that is in line with fruitful needs” and
contributes to improving their life from the long-term perspective. Some companies’ purpose is
focused on supplying products and services which positively contribute to their customers’ devel-
opment. Some examples are companies which sell products and services like healthcare services
(which contribute to customers’ better health conditions) and educational courses (which enhance
customers’ skills), among others.
Therefore, companies should avoid pursuing a mission related to goods and services which cre-
ates “bad demand” in customers, such as junk food and weapons, which have demonstrated their
detrimental effects on a society. The mission pursued by a company should always aim to make peo-
ple’s lives better, from the short-term perspective (instant gratification), but also from the long-term
viewpoint (better health, thriving careers, increased knowledge, outstanding relationships, etc.).
To sum up, a well-defined mission has a significant transformative power, because it chal-
lenges the status quo and produces a positive change in the world. When a company defines its
own mission, it recognises that the relevant needs of customers and other stakeholders (employees,
communities, etc.) can be satisfied more effectively. A company’s mission is always bigger than the
organisation itself and goes beyond the company’s self-interest, in order to positively trickle down
into wider society.
1.2.6 A Business Mission Represents a Company’s Map of the World

The man without a purpose is like a ship without a rudder, a waif, a nothing, a no man.
Thomas Carlyle
Human perception is intrinsically limited; people can never perceive the millions of stimuli there
are in the environment. Besides, people’s perceptive systems are guided by their distinct beliefs
and values. For example, if a person believes in the abundance of opportunities, he is more likely
to find them regularly, as compared with those who do not believe so. This phenomenon, called
“confirmation bias,” implies that people tend to focus on specific stimuli from the environment
consistent with their beliefs, dismissing the rest.
The world is intrinsically complex and dynamic. According to the discipline called neuro-
linguistic programming (NLP), every person has a distinctive map of the world which helps them
go through it in a unique manner. These maps are simplified representations of reality. From this
perspective, a mission is a shared map which guides the company’s people in the performance of
their business activities on a continuous basis.
From the psychological perspective, people use personal stories which help them as guidelines
for their lives. These manufactured personal tales can be related to the person itself, other people,
and the world in general. These narratives are not necessarily truthful, but credible and meaning-
ful to the creator. People make sense of circumstances in a narrative manner, through their stories.
In a similar vein, Zander and Zander (2002) observed the stories that people hold in their minds
help them represent and interpret the world around them. Moreover, these stories limit the way
they “see” reality.
A company’s mission has shared stories embedded in it, especially the ones related to the ques-
tions “Why are we in the marketplace?” and “What is our relevant contribution to others?” These
stories are continuous reminders which help a company pursue its mission in a more effective
manner. These stories gather the company’s people around the purpose and make them feel more
optimistic about achieving this purpose.
A well-designed mission is always story-based, which is emotionally compelling. When a
mission has an enticing narrative, it lulls people into pursuing it. Some story-telling aspects are
implicit in the verbal definition of the mission. Other aspects are fully expressed when the mis-
sion is conveyed to others. Very significant narrative aspects related to the mission unfold when
the company takes specific actions to pursue it. A mission tends to be pursued more effectively
if its narrative is congruent with the personal stories of the people (for example, employees, etc.)
contributing to it.
1.2.7 A Business Mission Is an Overarching Goal

The mission is the company’s major guideline which is duly considered in any action performed by
the organisation. A company’s objectives must always be aligned with this general purpose. In the
human brain, there is something called the “reticular articular system” (RAS). When people set
specific goals, their own RAS helps them encounter people, things and circumstances related to
these very objectives. The RAS acts like a filter which sifts through all the stimuli in the environ-
ment to concentrate on those significant to the person’s objectives.
When people in a company share a mission, which in practice is an overarching goal, their RAS
helps them pursue this purpose, in the same way as for minor objectives. Committed employees
continually have the organisation’s mission on their minds, and their RAS guides them toward
situations, circumstances and people closely related to this very purpose. The company’s purpose
“moulds” their employees’ perceptions, leading them to situations related to this mission. There
is a well-known quotation which goes “What you focus on, grows; what you dismiss, dwindles.”
When a company follows its mission in a continuous manner, its employees concentrate their
attention on this purpose in a single-minded manner.
According to Fritz (1984, 1999), primary purpose is the general aim or direction which all
other purposes (called secondary ones) are subordinate to. This author stated that the primary
purpose is the “organization’s most meaningful organizing principle” (Fritz, 1999). From this
perspective, the business mission can be considered the company’s primary purpose to which all
Another random document with
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The Project Gutenberg eBook of Syvyydestä
This ebook is for the use of anyone anywhere in the United States
and most other parts of the world at no cost and with almost no
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you are located before using this eBook.
Title: Syvyydestä
Sanoja murheellisille
Author: Charles Kingsley
Translator: Pekka Aho
Release date: December 23, 2023 [eBook #72487]
Language: Finnish
Original publication: Porvoo: WSOY, 1904
Credits: Juhani Kärkkäinen and Tapio Riikonen
*** START OF THE PROJECT GUTENBERG EBOOK

SYVYYDESTÄ ***
SYVYYDESTÄ
Sanoja murheellisille
Kirj.
CHARLES KINGSLEY
Kirjoituksista otteita suomeksi
P. Brofeldt
Sensuurin hyväksymä marrask. 28 p:nä 1904.
Porvoossa, Werner Söderström Osakeyhtiö, 1904.
»Syvyydestä minä huudan Sinua, Herra.»
Tämä pieni kirja

omistetaan
kaikille murheellisille sieluille
ja
hänen muistolleen, joka on
syvyydestä mennyt ikuiseen
lepoon.
F.E.K.
SISÄLLYS:
I. Kärsimysten ja surujen syvyydestä.

II. Synnin syvyydestä.
III. Pelon ja tuskan syvyydestä.
IV. Yksinäisyyden, onnistumattomuuden ja pettymysten syvyydestä.
V. Pimeyden ja helvetin syvyydestä.
VI. Kuoleman syvyydestä.
VII. Rukous syvyydestä.
VIII. Rukouksia ja tunnustuksia.
I.
KÄRSIMYSTEN JA SURUJEN SYVYYDESTÄ.
»Oi Jumala, auta minua! Sillä vedet käyvät hamaan minun

sieluuni asti. Minä vajoon syvälle mutaan, jossa ei pohjaa ole; minä
olen tullut syviin vesiin ja virta upottaa minut.» Ps. 69:2,3.
»Minä käyn kumarruksissa ja koukussa; koko päivän minä käyn

surupuvussa.» Ps. 38:7.
»Minun sydämeni murheet ovat moninaiset; vie siis minua ulos

minun
tuskistani.» Ps. 25:17.
»Herra on kuullut minun itkuni äänen; Herra kuulee minun

rukoukseni »
Ps. 6:9,10.
»Minulla oli paljon surua sydämessäni; mutta sinun lohdutuksesi

ilahutti minun sieluni.» Ps. 94:19.
— ‒ Jokainen sydän tuntee oman katkeruutensa; kullakin sielulla

on oma surunsa; kullakin ihmiselämällä on myrskyiset ja meluiset
päivänsä, jolloin jokin äkkiä noussut kovan onnen tuuli näyttää
puhaltavan pois kaikki sen ilot, sen silmän ruoka on pois otettu, ja
kaikki sen toiveet ja suunnitelmat, kaikki mitä se ajatteli tehdä tai
nauttia, peittyvät niin hämärään pilveen, että on mahdoton nähdä
mitään tietä edessään; ihminen ei tiedä mihin sen on mentävä tai
mihin sen on paettava apua saadakseen. Luottamus Jumalaan
näyttää sillä hetkellä olevan poissa, ihmisellä ei tunnu olevan mitään
voimaa, ei mitään toimintakykyä, eikä hän kykene tekemään mitään
päätöstä toimiakseen jotain, uskoakseen jotain, välittääkseen jostain;
itse maa näyttää horjuvan jalkain alla ja syvyyden lähteet syöksyvät
esille.
Kun semmoinen päivä tulee, ajatelkoon ihminen silloin Jumalan

liittoa ja rohkaiskoon mieltään. Onko auringon loiste taivaalta
kadonnut, siksi että myrsky tuo mukanaan rakeita ja paleltavia
tuulia? Onko Jumalan rakkaus muuttunut, siksi että emme voi tuntea
sitä huolestuttavassa tilassamme? Onko auringon valo taivaalta
kadonnut, siksi että maailma on pimeässä pilvessä ja sakeassa
sumussa? Onko Jumala unohtanut antaa valoa kärsivälle sielulle,
koska emme voi nähdä, missä meidän tiemme kulkee muutamina
lyhyinä päivinä, jotka meille ovat täytetyt tuskallisella
hämmennyksellä?
Ei. Jumalan sanoma jokaiselle surulliselle ja murheelliselle

sydämelle maan päällä on se, että Jumala on valkeus eikä Hänessä
ole yhtään pimeyttä; että Jumala on rakkaus eikä Hänessä ole
ollenkaan julmuutta; että Jumala on yksi eikä Hän ole ollenkaan
muuttuvainen. Sentähden voimme rohkeasti rukoilla Häntä, rukoilla
vapautusta, kun suru ja surkeus valtaa meidät; kun meidän oma tai
meidän omaisemme kuolinhetki lähestyy; kun tuomiopäivä tulee,
josta on kirjoitettu: »Jumala tekee vanhurskaaksi. Kuka tuomitsee?
Kristus on kuollut, niin, paljoa enempi, Hän on myös ylösnoussut ja
rukoilee meidän puolesta.» Rom. 8: 33,34. Jumalan rajattomaan
rakkauteen, jonka Hän ilmoitti meille Jesuksen Kristuksen elämässä,
Hänen täydelliseen ja kokonaiseen tahtoonsa vapahtaa meitä, jonka
Jumala ilmoitti Jesuksen Kristuksen kuolemasta, kun Isä ei
säästänyt omaa Poikaansa, vaan vapaaehtoisesti antoi Hänen
kuolemaan meidän edestämme, tähän rajattomaan rakkauteen
voimme me uskoa ja sille jättää itsemme, kohtalomme, perheemme,
ruumiimme, sielumme sekä niitten ruumiit ja sielut, joita me
rakastamme.
National Sermons.
Ennemmin tai myöhemmin tulee Kristus kaikkien luo kastamaan

heitä tulella. Mutta elä luule että tuo tulikaste tulee ihmiselle kerta
kaikkiaan, kauhean surun muodossa tai kauhistuttavana
todistuksena hänen omasta synnistään ja mitättömyydestään. Ei,
useilla ihmisillä — ja kenties parhaimmilla ihmisillä — jatkuu tätä
tulta kuukausi kuukaudelta, vuosi vuodelta. Salaisten koetusten
kautta, kiusausten, joita ei kukaan ymmärrä paitse Jumala ja he itse,
puhdistaa Herra heitä heidän salaisista vioistaan ja opettaa heitä
salaisuudessa ymmärtämään viisautta; sen kautta poltetaan heistä
pois oman tahdon akanat, itsepetos ja turhamaisuus, jotta
vanhurskauttamisen puhdas kulta jäisi jälelle. Kuinka monella
lempeällä ja pyhällä sielulla, jotka näyttävät iloisilta ihmissilmistä,
onkaan heidän salaiset surunsa. He kantavat näkymätöntä ristiään
päivät läpeensä ja paneutuvat sen päälle maata yöksi; ehkä saavat
he kantaa sitä vuosi vuodelta hautaan asti, aina Kristuksen
valtaistuimen juurelle laskeakseen sen siellä alas; ei kukaan paitse
Kristus ja he itse saa koskaan tietää, mitä se oli, mikä se salainen
kiusaus oli, minkä Jumala pani sen sielun päälle, joka meidän silmillä
nähden näytti olevan liika hyvä tähän maailmaan. Näin Herra
vartioitsee kansaansa ja koettelee sitä tulessa, samoin kuin sulattaja
istuu uunin ääressä ja tarkastaa sulavaa hopeaa, kunnes hän tietää
sen olevan puhdistetun kaikesta kuonasta, kun hän näkee oman
kuvansa kuvastuvan siinä.
Town and Country Sermons.
Kärsimysten kautta tuli Kristus täydelliseksi; ja mikä oli paras tie

Jesukselle Kristukselle, on varmaan myöskin hyvä tie meille, joskin
se on jyrkkä ja orjantappurainen. Asettukaamme hiljaisuuteen
Jumalan käden alaiseksi; sillä joskin Hänen kätensä lepää raskaana
meidän päällämme, on se myöskin voimakas ja turvallista on levätä
sen varassa, eikä kukaan voi repäistä meitä Hänen kädestään, sillä
Hänessä me elämme ja liikumme ja olemme. Hän odottaa meitä
vuosi vuodelta väsymättömällä kärsivällisyydellä ja antaa meidänkin
sentähden välistä odottaa Häntä. Hänessä on täydellinen pelastus ja
sentähden riittävä pelastus meille samoin kuin niille, joita
rakastamme. Ja vaikkakin me Davidin kanssa menisimme alas
tuonelaan, niin löydämme Jumalan siellä niinkuin David (Ps. 139:8;
Ps. 16:10) ja tulemme kokemaan, ettei Hän hylkää sieluamme
tuonelassa eikä salli pyhäinsä joutuvan häviöön. Usko sinä vaan
Jumalaan. Ei mitään sinussa siitä, mitä Hän on luonut, ole joutuva
häviöön; sillä se on yksi Jumalan ajatuksista, eikä mitään Hänen
ajatuksistaan voi hukkaan joutua. Ei mitään kitketä sinusta pois
muuta kuin sinun sairautesi; ei mitään polteta pois sinusta paitse
kuona; se sinussa, josta Jumala alussa sanoi: »Tehkäämme ihminen
omaksi kuvaksemme!» se on pelastettava ja elävä ijankaikkisesti.
Niin, luota Jumalaan ja huuda Hänelle syvyydestä: »Joskin Sinä lyöt
minua, rakastan minä Sinua; sillä Sinä rakastit minua Jesuksessa
Kristuksessa, ennenkuin maailman perustus laskettiin.»
Sermons — Good News of God.
Oi te murheelliset ja kärsivät sydämet! Huolestuneet ja väsyneet

sielut! Katsokaa Kristuksen ristiin! Siinä riippui teidän Kuninkaanne!
Murheellisten sielujen Kuningas, ja vielä enempi, surujen Kuningas.
Ah, tuskaa ja surua, sortoa ja rasitusta, kuolemaa ja tuonelaa —
kaikkia on Hän kasvoihin katsonut, jokaista näistä, ja kokenut niitten
voimaa ja opettanut niitä tuntemaan Hänen voimaansa, ja Hän on
voittanut ne kuninkaallisesti. Ja sen jälkeen kuin Hän on riippunut
kiduttavalla ristillä, on suru tullut jumalalliseksi, Jumalan kaltaiseksi,
samoin kuin ilokin on. Kaikki mitä ihmisen turmeltunut luonto pelkää
ja halveksii, sen asetti kunniasijalle ristillä Jumala, joka otti sen
päälleen ja siunasi ja pyhitti sen ikuisesti. Ja nyt ovat köyhät autuaat,
jos ovat sydämessään yhtä köyhiä kuin kukkarossaan; sillä Jesus oli
köyhä, ja hengessä köyhäin on taivaan valtakunta. Autuaat ovat
nälkäiset, jos he isoovat vanhurskautta niinkuin ruokaa; sillä Jesus
isosi, ja isoovaiset ravitaan. Autuaat ovat murheelliset, jos he eivät
sure ainoasti omia surujaan, vaan syntejään; sillä Jesus murehti
meidän syntejämme, ja ristillä tuli Hän, joka ei synnistä mitään
tiennyt, synniksi meidän tähtemme, ja siksi murheelliset saavat
lohdutuksen. Autuaat ovat ne, jotka häpeävät itseään ja vihaavat
itseään ja nöyryyttävät itsensä Jumalan edessä; sillä ristillä nöyryytti
Jesus itsensä, ja sentähden heidät ylennetään. Autuaat ovat hyljätyt
ja halveksitut; eivätkö kaikki ihmiset hyljänneet Jesusta hädän
hetkellä? Ja miks'ei he silloin myöskin hylkäisi sinua, sinä yksinäinen
raukka? Onko opetuslapsi suurempi Mestariaan? Ei, vaan joka
tahtoo täydellinen olla, olkoon niinkuin hänen Mestarinsa.
National Sermons.
Elkäämme vanhaan totuttuun tapaan nimittäkö epäuskoa
tyytyväisyydeksi; elkäämme asettako lausetta »tapahtukoon Sinun
tahtosi» rukoustemme loppuun, siksi ett'emme usko rukouksen
kuulemista. Vaan antakaamme Jumalan tahdon olla myös meidän
tahtomme ja sitte sanokaamme: »Tapahtukoon Sinun tahtosi!» On
olemassa väärää yhtä hyvin kuin totista ja pyhää tyytyväisyyttä. Kun
murhe on tullut tai on tulossa tai nähtävästi on välttämätön toisten
parhaaksi, sanokaamme silloin Mestarimme kanssa Hänen
kuolintaistelussaan: »Ei niinkuin me tahdomme, vaan niinkuin Sinä!»
Mutta rukoilkaamme rohkeasti, kunnes olemme saavuttaneet sen
asteen.
Letters and Memories of Charles Kingsley.
Kristillisyys sekä kohottaa että syventää niin hyvin inhimillisiä kuin

jumalallisia tunteita. Minä olen onnellinen; sillä kuta vähemmän on
toivoa, sitä enempi on minun uskottava. Jumala tietää, mikä on
parasta meille. Minä olen varma siitä, että me emme sitä tiedä. Minä
alan huomata, että pysyväinen antautuminen Jumalan tahtoon on
salainen syy pysyväiseen voimaan. »Joka päivä kuoleminen on
niinkuin Böhme sanoo, tie jokapäiväseen elämään.»
Letters and Memories.
Kaikissa elämän koettelemuksissa on aina joku apu, jos vain

ihminen etsii sitä oikeasta paikasta; ja joskaan se ei tule avuksi, niin
tulee se kuitenkin korvaukseksi. Minä puhun mitä olen kokenut.
Omasta lohdutuksestani en puhu, vaan siitä tiestä, millä sen
saavutin. Sen minä sain yksinkertasesti en taistelemalla, vaan
tekemällä voimallisesti työtä siinä, mihin Jumala oli minut asettanut,
sekä täysin ja lujasti uskomalla, että Hänen lupauksillaan oli tosi
tarkoitus eikä vain kuvannollinen merkitys, ja että Psalmit 10, 27, 34,
37, 107, 112, 123, 126, 146 ovat yhtä totiset meille käytännöllisessä
elämässämme, kuin ne olivat vanhan ajan juutalaisille, ja että
meidän aikamme epäusko estää ihmisiä yksinkertaisella, lapsellisella
uskolla ottamasta vastaan Jumalan lupaukset sanallisessa
merkityksessä.
Elä pelkää pilviä, myrskyä ja sadetta; katso sateenkaarta pilvissä

jopa itsessään sateessakin. Se on merkkinä siitä, että aurinko
paistaa vielä, vaikk'et sinä voi sitä nähdä, ja että korkealla, pilvien
yläpuolella on vielä päiväpaistetta, lämpöä ja pilvetön, sininen taivas.
Usko Jumalan liittoa. Usko että aurinko voittaa pilvet, lämpö voittaa
kylmän, hiljaisuus voittaa myrskyn, kaunis voittaa ruman, valo voittaa
pimeyden, ilo voittaa surun, elämä voittaa kuoleman, rakkaus voittaa
hävityksen ja nielevät virrat; tämä tapahtuu sen tähden että Jumala
on valkeus, Jumala on rakkaus, Jumala on elämä, Jumala on rauha
ja ikuinen ilo, Jumala on muuttumaton ja tekee työtä antaakseen
elämää, iloa ja rauhaa ihmiselle, eläimelle ja kaikelle luodulle. Se oli
sateenkaaren merkitys. Se on todistuksena siitä, että Jumala, joka
loi maailman, on ihmisen ystävä ja ylläpitäjä; että Hänen
lupauksensa ovat kuin ikuisesti kestävä päiväpaiste, joka on
yläpuolella pilviä eikä pimene tai katoa, ei muutu eikä vähääkään
vaihtele.
National Sermons.
Ellen minä uskoisi erityiseen Sallimukseen, ihmisten alituiseen

kasvatukseen, niinhyvin pahain kuin hyväin, niinhyvin pienten kuin
suurten seikkain kautta — ellen minä uskoisi tähän — en minä
ollenkaan voisi uskoa mihinkään.
Olkaamme tyytyväiset; me emme tiedä mikä on hyvää meille;

vaan Jumala tietää sen. — Se on totta ja sinä huomaat sen todeksi
(vaikka Jumala tietää että on hyvin vaikeaa saada ihmiset sitä
oppimaan), ettei kristityille ihmisille olisi mitään suurempaa apua kuin
tulla Kristuksen kaltaisiksi kärsivällisesti kestämällä ei ainoasti
jokapäiväsen elämän kovassa työssä, vaan myös suruissa,
vaikeuksissa ja sairauden sattuessa, milloin Jumala armollisessa
hyvyydessään suvaitsee koetella heitä minkinlaisella
vastoinkäymisellä. Sillä Kristus itsekin tuli sitte kotia iloon, kun ensin
oli kärsinyt kipua. Hän ei ennen mennyt ihanuuteen kuin oli
ristiinnaulittu. — Se on totta että sairaus ja kaikellaiset vaikeudet
lähetetään ojentamaan meitä ja tekemään meille hyvää, mitä
taivaallinen Isämme näkee meidän tarvitsevan. Se on totta ja sen
tulet sinä huomaamaan todeksi, että ketä Herra rakastaa, sitä Hän
kurittaa.
All Saints' Day Sermons.
»Meillä on oleva toivo siinä kärsivällisyydessä ja lohdutuksessa,

minkä Raamatut antavat», sanoo Paavali (Rom. 15:4) ja vielä:
»Mutta kärsivällisyydestä syntyy täydellinen työ» (Jak. 1:4). Vaan
mistä saamme kärsivällisyyttä? Jumala tietää kuinka vaikea
ihmisraukkain on tämmöisessä maailmassa aina olla kärsivällisiä.
Mutta usko voipi synnyttää kärsivällisyyttä, vaikkei kärsivällisyys voi
syntyä itsestään; ja usko kehen? Usko taivaalliseen Isäämme,
Kaikkivaltiaaseen Jumalaan itseensä. Hän nimittää itseään
»kärsivällisyyden ja lohdutuksen Jumalaksi». Rukoile. Hänen Pyhää
Henkeään, ja Hän tekee sinut kärsivälliseksi; rukoile Hänen Pyhää
Henkeään ja Hän lohduttaa sinua ja lievittää murheesi. Hän on
luvannut antaa Pyhän Henkensä — Lohduttajan, rakkauden, uskon
ja kärsivällisyyden Hengen — kaikille niille, jotka sitä rukoilevat.
Rukoile Häntä Herran pyhän pöydän ääressä tekemään sinut
kärsivälliseksi; rukoile Häntä että sinun oma tahtosi kukistuisi ja
muuttuisi Hänen tahtonsa kaltaiseksi. Silloin sinun silmäsi
aukenevat; silloin sinä Raamatusta näet varman lupauksen toivosta,
ihanuudesta ja pelastuksesta itsellesi ja koko maailmalle; silloin sinä
näet Herran ruumiin ja veren siunatussa sakramentissa varman
merkin ja pantin, joka siirtyy kädestä käteen, suvusta sukuun,
vuodesta toiseen, isältä pojalle, siitä että Hänen lupauksensa
täytetään, — että kärsivällisyydestä syntyy täydellinen työ ja että
toivo tulee toteutetuksi —, ettei yksikään Herran sana turhaan
raukea tai jää syrjään, sillä ne kaikki täytetään.
National Sermons.
Jumala tarkoittaa sillä sinun hyvääsi, kun Hän lyöpi sinut alas, —
ehkä Hän tahtoo antaa sinulle siunausta, vaikk'et ole sitä
rukoillutkaan, näyttääkseen kuinka vähän sairaloinen tunteellisuus
tai itseään kiusaava taistelu auttaa. Viisastelevat luonteet ovat
taipuvaiset kiusaamaan itseään sillä tavoin. Semmoisena
aikakautena elämästäsi on hyvä tulla uudelleen lapseksi. Tällä en
minä tarkoita toistamiseen uudestasyntymistä, vaan mielen muutosta
hiljaiseen ihmettelyyn ja lapselliseen luottamukseen, joka sallii
kaikkien luontaisten kykyjen, kaikkien Jumalan antamain
armolahjain, jotka myrsky on murtanut ja alas taivuttanut, uudestaan
lempeästi kukoistaa kimmeltävässä valossa sateen jälkeen —
elämän tämmöisenä ajanjaksona saamme vähän huo'ahtaa, emme
tarvitse kovin paljon silmäillä taaksepäin tai tutkia itseämme, on
parempi kätkeä se semmoiseen aikaan, jolloin mieli on terve ja
voimallinen, — vaan nyt kylvemme hiljaisesti Jumalan läsnäolon
valossa — tämä on enempi uskon aikakausi kuin työn, alituisen
rukouksen aika huolimatta niin paljon selvistä lauseista kuin
erityisestä, innokkaasta rukouksesta.
Suru on raskas, mutta ei hedelmätön. Ei mikään tarvitse olla

hedelmätön niille, jotka näkevät kaikki seikat niitten oikeassa
valossa, renkaina siinä suuressa sekä heidän itsensä että yleisen
kehityksen ketjussa. Silloin näkisimme ajan olevan täynnä elämää,
huomaisimme kuinka joka silmänräpäys hautautuu ja syntyy
lukemattomia tapauksia ja suunnitelmia taivaassa ja maan päällä, se
ilmaisee Jumalan ajatuksia meistä — kaikki seikat liikkuvat hiljaa ja
varmasti, huolimatta luulluista seisauksista ja hairauksista, edeltä
päin määrättyä loppua kohti!
Kaikissa tämän kuolevaisen elämän tapauksissa ja muutoksissa

on ainoa lohdutuksemme täydellisesti ja lujasti ja elävästi uskoa
siihen muuttumattomaan kuningaskuntaan ja muuttumattomaan
Kuninkaaseen. Ainoasti tämä usko voipi antaa meille rauhaa,
kärsivällisyyttä ja toivoa, vaikka taivas ja maa ympärillämme järiseisi.
Sillä ainoasti siten me saamme nähdä, että se kuningaskunta, jonka
alamaisia me olemme, on valon valtakunta eikä pimeyden, totuuden
eikä valheen, vapauden eikä orjuuden, anteliaisuuden ja laupeuden
eikä vihan ja pelon; että me elämme, liikumme ja olemme ei
semmoisessa Jumalassa (»Deus quidam deceptor»), joka kätkee
viisauden lapsiltaan, vaan valkeuden Isässä, josta kaikki hyvä ja
täydellinen lahja tulee, joka tahtoo kaikkien ihmisten pelastusta ja
totuuden tuntoon tulemista. Hänen valtakunnassaan me elämme, ja
siihen Kuninkaaseen, jonka Hän on asettanut sitä hallitsemaan,
voimme mitä täydellisimmin luottaa. Meidän tähtemme tuli se
Kuningas taivaasta alas maan päälle; meidän tähtemme Hän syntyi
tänne, meidän tähtemme teki Hän työtä, meidän tähtemme Hän
kärsi, kuoli ja nousi jälleen ylös ja istuu ijankaikkisesti Jumalan
oikealla kädellä. Emmekö siis voi uskoa ja luottaa Häneen?
Antakaamme Hänen tehdä, mitä Hän tahtoo. Antakaamme Hänen
johtaa itseämme, mihin Hän tahtoo. Mihin tahansa Hän viepi meitä,
on se totuuden ja elämän tietä. Mitä tahansa Hän tekee, on se siitä
rajattomasta rakkaudesta meihin, ota Hän osoitti ristillä. Mitä tahansa
Hän tekee, kuuluu se siihen ijankaikkiseen suunnitelmaan: ilmoittaa
Jumala ihmisille heidän Isästään. Sentähden joskin taivas ja maa
järiseisi ympärillämme, luotamme me Häneen; sillä me tiedämme
että Hän on sama eilen ja tänään ja ijankaikkisesti.
National Sermons.
Jos me uskomme, että Jumala kasvattaa ihmisiä, ovat kysymykset

siitä, milloin, missä ja miten se tapahtuu, ei ainoasti tarpeettomat
meille, vaan jos me otamme huomioon kuka on opettaja, ovat ne
myös käsittämättömät; on kylliksi että uskomme Herralla ylitse
kaiken olevan vaikutusvaltaa meihin kaikella tavoin.
Essaya
Ottamalla huomioon että me lopuksi tulemme totiseen, ylevään ja

jumalalliseen elämään, joka on toimeliasta ja voimallista elämää, ei
se niin paljoa merkitse, mitä merkillisiä ja väsyttäviä teitä eli minkä
tuskallisen ja nöyryyttävän kehityksen kautta olemme saavuttaneet
sen. Jos Jumala on rakastanut meitä, jos Jumala tahtoo ottaa
vastaan meitä, niin alistukaamme rehellisesti ja nöyrästi Hänen
lakinsa alaiseksi: »ketä Herra rakastaa, sitä Hän kurittaa, ja jokaista
poikaa Hän pieksää, ketä Hän omakseen ottaa».
All Saints' Day Sermons.
Minä luulen että viisain tapa kantaa surua ei ole se, että koettaa
kantaa sitä — niinkauvan kuin ihmistä ei sen kautta estetä
jokapäivästen velvollisuuksien täyttämisestä — vaan että antautuu
surun valtaan kokonaan ja vapaasti. Kenties on suru lähetetty
ottamaan haltuunsa meidät ja jos me tyhjennämme maljan pohjaan
asti, löydämme sieltä kenties jonkin parannusaineen, jota emme
löytäsi, jos rupeisimme parantelemaan itseämme tai antasimme
toisten sitä tehdä. Jos me aivan yksinkertaisesti sanomme: »minä
olen viheliäinen, minun tulee olla viheliäinen», silloin saamme ehkä
kuulla äänen sanovan: »kuka muu teki sinut viheliäiseksi kuin
Jumala? mitä muuta Hän sillä tarkoittaa kuin sinun parastasi?» Ja
jos sinun sydämesi vastaa kärsimättömästi: »minunko parastani? en
minä sitä halua, vaan minä haluan sitä, jota rakastan», niin vastaa
ehkä ääni sisältä: »sinä saat molempia aikanaan».
Kun kaikki ympäri käydään, ei elämän ongelma olekaan niin

vaikea, sillä se selviää itsestään — paraimmassa tapauksessa
piankin — kuolemassa. Tee mikä oikein on mahdollisimman
parhaalla tavalla, ja odota loppua. —
Jos tämä maailma voipi olla viheriä ja kaunis huolimatta sodista,

rutosta, onnettomuuksista ja luomakunnan kirouksesta, kuinka ihana
silloin tuleva maailma lienee? Lohduttakaamme itseämme, niinkuin
Paavali teki (paljoa vaikeampina aikoina) sillä, että nykyisen ajan
vaivat eivät ole verrattavat siihen ihanuuteen, joka meille ilmestyy.
Rom. 8:18,22. Ei ole oikein mainita sitä Raamatun paikkaa, missä
puhutaan luomakunnan huokaamisesta ja tuskasta, mainitsematta
toista, nim. ettei se kaukaa huokaa eikä tuskaile. Tahtoisiko äiti, joka
on huokaillut ja tuskaa kärsinyt synnyttäessään lapsia maailmaan,
hylätä nämä lapset, ettei hänellä olisi ollut näitä tuskia? Meidän tulee
uskoa sen päivän tulevan, jolloin maailma ja jokainen ihmisolento
siinä, joka todella on huokaillut ja tuskassa ollut, ei tahtoisi kärsittyjä
tuskia olemattomiksi silloin vallitsevan täydellisyyden tähden; mutta
silloin me katsomme takasin tähän elämään, samoin kuin äiti
muistelee kärsittyjä tuskiaan suurella ilolla ja riemulla.
Minä kirjoitan Teille, siksi että jokainen ihmisten osanoton ilmaus

voipi tuottaa hiukan lohdutusta, joskaan se ei muuta olisi kuin
muistuttaa semmoisia kuin Te, ett'ette ole yksin maailmassa. Minä
tiedän ettei mikään voi korvata semmoista tappiota kuin Teidän on,
puolison kuolemaa. Mutta vieläkin on rakkautta maailmassa Teidän
ympärillänne; eikä hänen rakkautensa ole kuollut, se elää vielä
tulevassa maailmassa Teidän tähtenne ja kenties Teidän kanssanne.
Sillä miksi eivät he, jotka ovat pois menneet, jos he ovat menneet
Herransa tykö, olisi todella lähempänä meitä eikä kauvempana
meistä taivaallisessa maailmassa, jossa he rukoilevat edestämme, ja
onhan mahdollista että heillä on vaikutusta meihin ja että he johtavat
meitä moninaisella tavalla, josta emme täällä kuolevaisten
vankilassa voi edes uneksiakaan?
Niin, elkää pelätkö uskoa että hän, jota Te olette rakastaneet, vielä
on Teitä lähellä ja Te häntä lähellä, ja te molemmat Jumalaa lähellä,
joka kuoli ristillä teidän tähtenne. Tämän enempää en minä voi
sanoa. Mutta siinä on lohdutus, jos todella voipi saada sydämensä
uskomaan sitä.

‒ ‒ ‒ Kaikki mitä minä voin sanoa tästä lauseesta, Matt. 22:30
(avioliitosta tulevassa elämässä), on se ettei sillä ole mitään
tekemistä minun ja minun vaimoni kanssa. Minä tiedän että kun
kuolemattomuus minun suhteeni merkitsee samaa kuin
personallisuus, tulevat minun tunteeni häntä kohtaan olemaan samat
kuin nyt. Tämä tunne on kehittyvä aivan odottamattomalla tavalla; se
voipi mahdollisesti ilmestyä semmoisissa muodoissa, jotka ovat
hyvin eroovia tähän elämään kuuluvista pyhimmistä sakramenteista,
pyhistä toimista, jotka Jumala on asettanut. Se ei minua ollenkaan
huoleta. Minä luulen tämän yhdistyksen olevan kuolemattoman kuin
minun oman sieluni, ja minä jätän kaikki hyvän Jumalan huostaan.
Eikö avioliitto ole jokseenkin kuin kuva taivaassa täydelliseksi

tulevasta yhdistyksestä? Ja emmekö tule taivaassa jälleen
yhdistetyiksi vielä syvemmillä siteillä? Varmaankin, sillä jos
Herramme Kristus maan päällä rakasti muutamia enempi kuin toisia,
miksi me emme rakastaisi samoin taivaassa, ja kuitenkin
rakastaisimme samalla kaikkia?
Näyttääkö siltä kuin minä ala-arvoisena pitäisin maallista onnea?

Ei! minä kohotan sitä, kun teen sen korkeamman yhdistyksen
sakramentiksi! Eikö se ajatus anna vielä erikoisempaa nautintoa;
eikö se revi pois piikkiä jokaisesta ruususta, ja tee jokaista
mesimaljaa täysin siunatuksi varmuudeksi tässä elämässä, kun
saapi tuntea että meillä on enempi odotettavaa, että kaikki
rakkauden ilmaukset täällä ovat vain tulevan täydellisen yhdistyksen
heikkoja varjoja, jos me vain täällä työtä teemme, ja teemme niin
kuin omaksi autuudeksemme.

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The art of compassionate business:

main principles for the human-oriented

Business Intelligence for Enterprise Internet of Things

The Art of Being Human A Textbook for Cultural

Dynamics 365 Field Service: Implementing Business

Dynamics 365 Field Service: Implementing Business

The Art of Voice Acting: The Craft and Business of

Enterprise Interoperability: Smart Services and

Complete Companion For Jee Main 2020 Chemistry Vol 1

Complete Companion For Jee Main 2020 Mathematics Vol 1

A PRODUC TIVIT Y PRESS BOOK

© 2019 by Bruno R. Cignacco

No claim to original U.S. Government works

Printed on acid-free paper

International Standard Book Number-13: 978-0-367-13925-4 (Hardback)

Visit the Taylor & Francis Web site at

3.3 A Prosperity Mindset.............................................................................................. 29

6.4.3.2 Love Is Developing Affinity Bonds with Others.......................... 80

8 Natural Conversations with Stakeholders.................................................................123

10.3.3 Resistance to Change................................................................................158

15.1.2 Examples of Useful Questions................................................................. 238

Dr Bruno R. Cignacco, Ph.D., is an international business consultant, international speaker, and

Origins of This Book

f) Believing in the Might of Technology

g) Unloving Work Environment

My Background and Expectations for This Book

How to Reap the Most Benefits from This Book

◾◾ Small, medium sized, and big organisations

◾◾ How to define a business mission with a positive impact on the world

Purpose and Mission

1.1 The Importance of a Business Mission

◾◾ Why are we here in the marketplace?

◾◾ What is our authentic path in life?

◾◾ A project aligned with an organisation’s distinct potential and strengths

1.2 Impact of a Well-Defined Mission

1.2.2 A Mission Generates Engagement and Commitment

◾◾ The organisation regularly demonstrates to employees the importance of pursuing its

1.2.3 A Mission Makes People More Proactive and Creative

1.2.4 A Mission Balances Short-Term and Long-Term

◾◾ An increase in employees’ engagement and morale

◾◾ More innovative products and services

1.2.5 A Mission Produces Economic and Non-Economic Rewards

1.2.6 A Business Mission Represents a Company’s Map of the World

1.2.7 A Business Mission Is an Overarching Goal

Author: Charles Kingsley

Translator: Pekka Aho

Release date: December 23, 2023 [eBook #72487]

Original publication: Porvoo: WSOY, 1904

Credits: Juhani Kärkkäinen and Tapio Riikonen

*** START OF THE PROJECT GUTENBERG EBOOK

Kirjoituksista otteita suomeksi

Sensuurin hyväksymä marrask. 28 p:nä 1904.

Porvoossa, Werner Söderström Osakeyhtiö, 1904.

»Syvyydestä minä huudan Sinua, Herra.»

Tämä pieni kirja

I. Kärsimysten ja surujen syvyydestä.

KÄRSIMYSTEN JA SURUJEN SYVYYDESTÄ.

»Oi Jumala, auta minua! Sillä vedet käyvät hamaan minun

»Minä käyn kumarruksissa ja koukussa; koko päivän minä käyn

1.1 The Importance of a Business Mission

1.2 Impact of a Well-Defined Mission

1.2.2 A Mission Generates Engagement and Commitment

1.2.3 A Mission Makes People More Proactive and Creative

1.2.4 A Mission Balances Short-Term and Long-Term

1.2.5 A Mission Produces Economic and Non-Economic Rewards

1.2.6 A Business Mission Represents a Company’s Map of the World

1.2.7 A Business Mission Is an Overarching Goal