Understanding Carl Jung’s Synchronicity On a Monday Morning

The power of meaningful coincidences in our life

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I have had a turbulent relationship with my manager. On a Monday morning, I called my skip-manager, with whom I enjoyed a good equation, to tell him that I’m done with the daily non-sense.

The “non-sense” was the supercilious and micro-managing way of dealing. I have told the plight to him multiple times in the past, and he tried to diffuse the situation by being a good listener.

The build-up

Many leaders adopt the of dealing with dissents in team — they listen attentively and do nothing about it. They believe that not all situations need to be actively attended to. Many confrontations are spur-of-the-moment reactions; they die their own death, if not flamed.

This tactic works till it work. There are some genuine grievances, and they need proper redress. I told him multiple times that I can’t work in this environment where there is no dignity at work or where having a normal conversation is a rarity.

I’ve learned long ago that in a team, you need to first understand the core image of your colleague—that is, how he perceives himself—and then preserve that image for him in all your dealings.