Change management – Baroda and the purdah story

The typical school curriculum for Indian history (at least when I was in school) didn’t involve much discussion of the princely states and their rulers. And yet, what is India but a consolidation of hundreds of small kingdoms brought together by explicit negotiations and agreements in the mid 1900s. However, the reason I’m writing today is not to highlight the inherent gap in history education, but instead to highlight the power of some of these princely states and their change management efforts when it comes to Indian customs.

Today, we hear plenty of talk about the purdah system and other religious and cultural norms that many find controversial. We attribute it merely to a religion most of the time, and while that may have been where the purdah system was rooted, it turns out that Hindu kings and their families also maintained zenanas and expected their wives to keep purdah (i.e., stay veiled and not interact with any men besides their husbands).

While many examples could be cited, I want to focus today on Sayajirao – the illustrious king of Baroda. For those unaware, Baroda was one of the strongest states during British rule, and Sayajirao headed this extremely well administered state. His wife, Chimnabai, like many other royal women in India at the time maintained purdah but was much more involved in state matters than perhaps other women of the era. A slight improvement, don’t you think? Interestingly, Sayajirao, while expecting his wife to keep purdah was also a strong believer in emancipation of women – the women in his family were well educated, allowed to share their opinions, etc. In fact, he even brought forth a law in Baroda making divorce an option and his daughter enjoyed many freedoms unknown to women at the time.

So, why the purdah? Based on historical accounts, I would venture the guess that he realized changing such a strong custom required some serious change management. It required education and good communication on the part of women to interact confidently with the outside world, and it required a step by step change in how women saw their place in the world… as contributors socially beyond their already assigned roles as good wives and mothers. His wife had played an increasingly big role in state and women related councils over time before one day he just told her to come outside with him without the purdah. For someone who has seen this custom followed his entire life, this quick comment isn’t simply a spontaneous act, but instead one that is well thought out and designed for a purpose. Here comes the second piece of his change management (above and beyond the mindset shift) – it turns out that role modeling the change from the top was incredibly important because his subjects would be too meek to break a rule their queen followed. Having Chimnabai step out in the public without a veil and interact freely with the people was a signal to his kingdom that purdah wasn’t an unchangeable custom – that transgressions from this age old custom were not only allowed but also encouraged by the king himself.

Bottom line? Think about the mindset shifts and the role modeling required for effective change. These rules of change management haven’t changed in the last 100 years, and shouldn’t be ignored no matter what your context.

Also, we may talk a million times about all the social reformers who contributed to the spiritual and cultural growth of India, but let’s not forget that many a king ran what we call Incredible India today, and many had a huge personal role to play in the changes that were to come. In fact, many risked their follower-ship by being forward in the times that it was required.

So, here’s to Sayajirao effectively pushing change management to chart the path to an India where women are no longer restricted to zenanas.

Want to read more on this? Pick up this book called Maharanis – I’m going through it now and it’s quite an educational read!