Author Name: – Jayabharathy Krishnamoorthy, Abinaya Krishnamoorthy, Sanjeev Ranganathan Date:- 17 March 2026
Background: The Purushārthas (Dharma, Artha, Kāma, Mokṣa) highlight the four pursuits in human life. Most technology companies work on Artha, Kāma, and leave Dharma (and Mokṣa) as an individual pursuit, however a spiritual company works with universal values and aligns its goals and daily practices to these and the well-being of its employees and the world. This study looks at C3STREAM Land Designs (C3SLD), a commercial unit in Auroville where rural youth learn, grow, work, and teach as an organization of growth (spiritual organization). The youth work on advanced technology – chip design and programming while teaching children in STEAM education in schools every day. The paper offers an alternative to the current lack of well-being in Indian workplaces.
Objectives: This is a qualitative case study of daily morning meetings at C3SLD and the value they add to the youth. We use “morning meetings” to offer multifaceted interventions. The specific activity varies by day but consistently includes learning, contemplative practice, and collective engagement, bringing employees together for meditation, exercise, health, leadership, technical learning, and reflections, etc.
Method: N = 35 rural youth (engineers, STEM educators, trainees; 85% aged 19–31, with a few older facilitators). Inclusion criterion: ≥6 months of morning-meeting attendance, all eligible participants were recruited. Data consisted of non-identifiable, open-ended written reflections, analyzed using inductive thematic analysis. Verbal consent was obtained prior to data collection.
Results: Thematic analysis of the data revealed themes reflective of the Purushārthas mapped to skills (Artha, Moha), competencies (Dharma), and inner capacities (Dharma and Moksha). Skills – collective learning strengthened team connections and community building including inner grounding and self-awareness, responsibility and integrity, personal leadership, and the cultivation of appreciation, gratitude, and a positive organizational culture. These findings should be interpreted in light of the single-site context and the self-report nature of the reflections.
Conclusions: Designing the beginning of the day collectively in intentional and supportive ways is crucial for both organizational development and individual growth. A case study is presented here that can serve as an inspiration for other companies to foster individual and collective growth and well-being.
Key words: workplace spirituality, team routines, well-being, organisational development, qualitative case study, Purushārtha
