I take America's gun control debate and observe a connection of how citizens or even employees require an overarching structure to feel faith over fear - fear producing separatist means of protection.
1. What is immunity from an Ayurvedic perspective?
From a food perspective, it's the well digested food into good tissue. From a lifestyle perspective, it's that which yields a positive and inclusive connection to others. From a yogic perspective, it's believing that all is as it should be and trusting in the bigger picture. From a society perspective, it's feeling included and considered as to the wellbeing of shelter, food and medical care. From a business perspective, it's creating a culture that makes employees want to contribute, not start competitive wars.
2. You can start creating culture as just one person.
The great thing about small business, and as a sole owner, you get to start a culture based on your level of spiritual awakening. You can take the "essence" of the roles that need to be performed (legally) and make them your own. I wrote a piece on a new version of the HR role in an organisation that would fit this idea. As always I believe in the top down approach - even with healthcare. You want to help your kid? Help yourself first and observe the energy transference to the child. Want to get the best our of your employees? Start with you and do a regular check up as to your own state of body and mind. If you start a conscious (by that I mean you record it, and the best way to observe yourself is against others) system of regular check ups - an Ayurvedic system is very helpful here - then you have a strong gauge for when you do start to employ people.
3. Your feedback loop of employee or even customer behaviour
If they are gossiping, it means the culture is weak. If there are competitive wars going on, it means the culture is weak. When interviewing for jobs near the end of my accounting career, I would look to see how strong my leader was, as in the leader of the organisation. If they looked in control of themselves, then I knew the culture would be seamless to work in. It is difficult to work in a disparate organisation, one where each department has it's own agenda. Gossip will start and will create it's own form of cancer throughout the organisation. This is when, traditionally, most organisations will cut out the cancer by getting rid of trouble makers. Rarely do you see the leader own the issue and start to look at themselves as to why they caused it in the first place. You can take this idea for any form of leadership, from a spirit house to your home.