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Zen Zone #30

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Today I was driving along, frustrated over some of the issues we face in society, wondering why some people just don't get "it".  This story returned to me when I was meditating and I found it answered my questions.  Instead of feeling contempt or anger for those who can't seem to understand an enlightened existence, perhaps we should feel compassion for them.

Ryokan was a Japanese Zen master who lived alone in a hut at the foot of a mountain. He lived in abject poverty and his hut was empty.  The Master slept on the ground and spent his days meditating on a rock.  One evening a thief crawled through the window of his hut, but discovered that there was absolutely nothing to steal.

Awakening, Ryokan startled the robber by greeting him and welcoming him into his home.  When the thief wanted to leave, Ryokan said, "You have come so far to visit me and I would be dishonored if you left enpty-handed".  Having no belongings, Ryokan gave the robber his own tattered robe. 

The thief was completely at a loss for words, and he took the robe and crept away into the night. Later, when meditating on the situation under the full moon, the Master thought, "How unfortunate. The only thing I could offer that man was my tattered robe. I wish I could have given him this beautiful moon."

The story also has another meaning as well; that we should always consider that while things might be bad for us, perhaps there are others who are suffering worse.  I said the other day that we should increase our capacity for compassion, and on the fire service front, I guess it could be much worse.  You could be faced with a scenario like this one in Kenya.

When you are challenged with a problem, it always helps to maintain perspective.

 

Stuck In The Past

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The definition of something “world-class” years ago led me to consider what we mean in the fire service when we say “world-class” in the same breath as “progressive” and “professional”.  The use of these terms is truly in the eye of the beholder.  Given the evidence that continues to mount in the Charleston incident, many people in that community are struggling through the nightmare of believing their fire department was the definition of excellence only to find that the leadership mentality was still operating in the past.

I guess its all in how you frame your reference as to what is acceptable versus what is “excellent”.  It certainly sounds as if that culture is evolving into a better place with Chief Carr at the helm.  But across the entire fire service, while exposed to so many ideas, we continue visit the same problems within our own organizations that other organizations have been experiencing for years.

Professionalism or progressiveness isn’t defined by experiencing the same problems over and over again. Being effective doesn’t include repeating mistakes that others have made, got the t-shirt for, and moved on from. If learning isn’t occurring from all of the rhetoric, then what use is it?  When your organization is experiencing such dysfunction that it is obvious even to the newest recruit, then how clueless are you to insist that everything is coming up roses?

The sad part is that this lesson has to come on the backs of dedicated firefighters and the deaths of our brothers.  While it appears our friends in Charleston are moving forward, we continue to read story after story around the rest of the nation of lessons that continue to be learned the hard way.  After all, how many unbelted firefighter LODDs need we read about before deciding once and for all that using our seatbelt is a smart idea?

Instead of reading the news and saying, “Wow, that’s incredible”, perhaps we should be saying, “Wow, how do I make sure that doesn’t happen here?”  Be an agent of productive and progressive change.  Set the positive example and show others what the real definition of progressive and professional is and be a real leader.