1932, M. Gandhi starts a hunger strike in Yerwada Jail, Pune, protesting the British election decision.

Happy Friday!

On this day, September 20, 1932, Mohandas Karamchand Gandhi begins a hunger strike in his cell at Yerwada Jail in Pune, protesting the British government’s decision to separate India’s electoral system by caste. This pivotal moment in Indian history marked a significant stand against the British government’s attempt to further divide the Indian population. The decision, known as the Communal Award, was announced by British Prime Minister Ramsay MacDonald on August 16, 1932. It proposed separate electorates for different communities, including the ‘Depressed Classes’ (now known as Dalits or Scheduled Castes), in the legislative assemblies of British India. Gandhi vehemently opposed this decision, viewing it as a move that would perpetuate the caste system and further fracture Indian society. He saw the separate electorates as a threat to national unity and a means of entrenching caste distinctions. In response, Gandhi declared his intention to fast unto death, beginning his hunger strike on September 20. The fast lasted for six days and created a significant stir both in India and internationally. It put immense pressure on the British government and Indian leaders to find a solution. The result was the Poona Pact, signed on September 24, 1932, which abandoned the idea of separate electorates for the Depressed Classes but increased their representation in the legislative assemblies. This event showcased Gandhi’s powerful method of non-violent protest and his ability to effect change through personal sacrifice. It also highlighted his commitment to the unity of India and his vision of a caste-free society.

Change Leadership Lessons: The hunger strike of 1932 was not just a peaceful protest against a specific policy, but a demonstration of change leadership against powerful resistance. Leaders of change take a principled stand and are willing to defend their vision and values, even in the face of opposition or adversity. They lead by example to embody the change they wish to see, demonstrating personal commitment through their actions and decisions. Change leaders consider systemic impact, evaluating the broader implications and potential unintended consequences of proposed changes. They engage stakeholders to facilitate dialogue and negotiate with all affected parties to find mutually beneficial solutions. Leaders of change communicate powerfully using both words and symbolic actions to convey their message and rally support for your change initiative. Leaders of Change Enact Personal Example.

“Effective change leadership requires principled action, personal example, systemic thinking, stakeholder engagement, and powerful purposeful communication to realise a shared vision”

Application - Avoiding the Charade of Change: Gandhi’s principled commitment and personal example highlights the stark contrast with the superficial change management often seen today. In an era of rapid technological advancement, we witness the emergence of a dangerous phenomenon: the change management charade. This charade is characterised by hollow rhetoric and superficial actions that disconnect words from real progress. It reflects a lack of genuine commitment from senior leaders, relying instead on buzzwords without a compelling vision for change. Consequently, these initiatives, lacking substance, result in failure. True change demands active leadership rather than mere delegation, ensuring alignment with meaningful, sustainable transformation. The profound disconnect between spoken intentions and the reality of organisational change is marked by a lack of commitment from senior leadership and an overreliance on trendy terms, while genuine vision is absent. Ultimately, such superficial efforts create an absurd pretence of progress that is devoid of the substantive changes necessary for organisational survival. The charade leads to a dangerous delusion that can only culminate in failure, as leadership remains fixated on normal day-to-day operations, delegating the future to the change team or consultants.

Final Thoughts: Gandhi’s hunger strike exemplifies the power of principled leadership in driving change. As we face our own challenges, let us remember that true change requires more than rhetoric, ticking boxes or using trendy buzzwords. It demands personal commitment, systemic understanding, and unwavering dedication to our vision.

Further Reading: Change Management Charade - Leadership of Change Volume 8

Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.

Peter consults, speaks, and writes on the Leadership of Change^®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.

For further reading please visit our websites: https://www.a2b.consulting  https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:

~ Leadership of Change® Volume 1 - Change Management Fables

~ Leadership of Change® Volume 2 - Change Management Pocket Guide

~ Leadership of Change® Volume 3 - Change Management Handbook

~ Leadership of Change® Volume 4 - Change Management Leadership

~ Leadership of Change® Volume 5 - Change Management Adoption

~ Leadership of Change® Volume 6 - Change Management Behaviour

~ Leadership of Change® Volume 7 - Change Management Sponsorship

~ Leadership of Change® Volume 8 - Change Management Charade

~ Leadership of Change® Volume A - Change Management Gamification - Leadership

~ Leadership of Change® Volume B - Change Management Gamification - Adoption

By Peter F Gallagher

Keywords: Leadership, Change Management, Business Strategy