Ajna Chakra - Third Eye Chakra

Excerpt from The Enlightened Leader by Peter ten Hoopen and Fons Trompenaars

first chakra first chakra


The Third Eye Chakra is located low in the forehead, just above the bridge of the nose - the spot where many Indians daily place a carmine dot as a sign of their connection with the inner world. This chakra is the seat of that sixth sense which is commonly called 'the third eye' - the sensory organ which allows introspection and intuitive perception. This organ plays a crucial rol in awareness-raising, more important than all other sensory faculties combined. On most sculptures of Buddha and Boddhisatvas, Jain saints and gods from the Hindu pantheon, the third eye is prominent depicted as a tiny nipple-like mound, a lozenge or a rosette. There are intriguing links with the pineal gland, which is also located in this region - albeit in humans rather retracted, tucked in between the frontal lobes - and which in some animal species, such als iguana, lampreys and various birds, still has a function in outer vision. The human fascination with the third eye, thousands of years old, may well stem from our atavistic, subconscious awareness of the pineal gland's former function as an external sense organ.

Personal aspects:

People with a well developed Third Eye Chakra have strong intuition, which they have learned to rely on in daily life. They are also endowed with excellent self-knowledge, so that they stand firm in life and have easy access to their energy sources. Negative development: Infelicitous development of this chakra is usually diagnosed by symptoms like narrow-mindedness, in all its connotations. This includes a narrow worldview, and a tendency to cling to notions that are considered incontestable - or, where lacking such notions, a longing for the same. This commonly accompanied by fear to allow awareness of new information which contradicts current assumptions. Another effect of negative development of the Third Eye Chakra is confusion: insecurity about one's place in the world, continually revived by surprises by what are seen as unpredictable twists of fate.

Corporate aspects:

In the last few years we see increasing acceptance of the idea that intuition may be as important for effective decision-making as rational analysis, or more important. A new impetus for this recognition was given by Malcom Gladwell's Blink, The Power of Thinking Without Thinking, a popularly written overview of studies of the effect of trust on split-second impressions. Highly regarded management training institutes such as the Centre for Creative Leadership offer workshops specifically designed to improve leaders' powers of intuition. A concise, but excellent guide to this field is Talula Cartwrights Developing Your Intuition: A Guide to Reflective Practice. Those who wish to delve deeper can turn to Gay Hendricks and Kate Ludemans, The Corporate Mystic: A Guidebook for Visionaries with Their Feet on the Ground, which makes the point that integrity is fundamental to the development of intuive capacities. For those who fail to see the causality: loss of integrity corrodes intuition, because by repeatedly acting contrary to the inner voice's urges, that voice is eventually muted. The reverse holds true as well: by showing integrity in our actions our inner voice is strengthened, and after a time it becomes strong and clear enough to serve as decision-making instrument. Negative development: Leaders with a less developed Third Eye Chakra confuse, not just themselves, but their organisations as well, by the creation or enshrinement of a worldview that is incongruous with current reality - such as General Motors' conviction, held dear untill recently, and still not quite given up, that 'in five years all that hullabalooh about the environment is history, and then we, the only ones who still make seven liter engines, will conquer the world'. Other variants: 'Whatever happens, people will always keep wearing spectacles (smoke pipes, drink milk, by products of child labour, etc.).' The people such leaders lead tend to see them as a massive block, solid as a rock, that they have to get either around or over. The only advantage they have in the eyes of subordinates, is that they are not very perceptive, so that it is relatively easy to fool them.

Challenge (dilemma to be reconciled):

To rely more on intuition, without ignoring factual information.