Blog
Outsourcing Made Simple
Friday, November 20, 2009
THE ART OF OUTSOURCING
By
VIKRAM KARVE
Short Fiction - One of my favourite fiction short stories...
One leisurely morning, while I am loafing on Main Street, in Pune, I meet an old friend of mine.
“Hi!” I say.
“Hi,” he says, “where to?”
“Aimless loitering,” I say, “And you?”
“I’m going to work.”
“Work? This early? I thought your shift starts in the evening, or late at night. You work at a call center don’t you?”
“Not now. I quit. I’m on my own now.”
“On your own? What do you do?”
“LPO.”
“LPO? What’s that?”
“Life Process Outsourcing.”
“Life Process Outsourcing? Never heard of it!”
“You’ve heard of Business Process Outsourcing haven’t you?”
“BPO? Outsourcing non-core business activities and functions?”
“Precisely. LPO is similar to BPO. There it’s Business Processes that are outsourced, here it’s Life Processes.”
“Life Processes? Outsourced?”
“Why don’t you come along with me? I’ll show you.”
Soon we are in his office. It looks like a mini call center.
A young attractive girl welcomes us. “Meet Rita, my Manager,” my friend says, and introduces us.
Rita looks distraught, and says to my friend, “I’m not feeling well. Must be viral fever.”
“No problem. My friend here will stand in.”
“What? I don’t have a clue about all this LPO thing!” I protest.
“There’s nothing like learning on the job! Rita will show you.”
“It’s simple,” Rita says, in a hurry. “See the console. You just press the appropriate switch and route the call to the appropriate person or agency.”
And with these words Rita disappears. It’s the shortest induction training I have ever had in my life.
And so I plunge into the world of Life Process Outsourcing; or LPO as they call it.
It’s all very simple.
Everyone is busy. Working people don’t seem to have time these days, but they have lots of money; especially those double income couples, IT nerds, MBA hot shots, finance wizards; just about everybody running desperately in the modern rat race.
So what do they do? Simple. They 'outsource'!
‘Non-core Life Activities’, for which you neither have the inclination or the time – you just outsource them; so you can maximize your work-time to rake in the money and make a fast climb up the ladder of success.
A ring, a flash on the console infront of me and I take my first LPO call.
“My daughter’s puked in her school. They want someone to pick her up and take her home. I’m busy in a shoot and just can’t leave,” a creative ad agency type with a husky voice says.
“Why don’t you tell your husband?” I suggest.
“Are you crazy or something? I’m a single mother.”
“Sorry ma’am. I didn’t know. My sympathies and condolences.”
“Condolences? Who’s this? Is this LPO?”
“Yes ma’am,” I say, press the button marked ‘children’ and transfer the call, hoping I have made the right choice. Maybe I should have pressed ‘doctor’.
Nothing happens for the next few moments. I breathe a sigh of relief.
A yuppie wants his grandmother to be taken to a movie. I press the ‘movies’ button. ‘Movies’ transfers the call back, “Hey, this is for movie tickets; try ‘escort services’. He wants the old hag escorted to the movies.”
‘Escort Services’ are in high demand. These guys and girls, slogging in their offices minting money, want escort services for their kith and kin for various non-core family processes like shopping, movies, eating out, sight seeing, marriages, funerals, all types of functions; even going to art galleries, book fairs, exhibitions, zoos, museums or even a walk in the nearby garden.
A father wants someone to read bedtime stories to his small son while he works late. A busy couple wants proxy stand-in ‘parents’ at the school PTA meeting. An investment banker rings up from Singapore; he wants his mother to be taken to pray in a temple at a certain time on a specific day.
Someone wants his kids to be taken for a swim, brunch, a play and browsing books and music.
A sweet-voiced IT project manager wants someone to motivate and pep-talk her husband, who’s been recently sacked, and is cribbing away at home demoralized. He desperately needs someone to talk to, unburden himself, but the wife is busy – she neither has the time nor the inclination to take a few days off to boost the morale of her depressed husband when there are deadlines to be met at work and so much is at stake.
The things they want outsourced range from the mundane to the bizarre; life processes that one earlier enjoyed and took pride in doing or did as one’s sacred duty are considered ‘non-core life activities’ now-a-days by these highfalutin people.
At the end of the day I feel illuminated on this novel concept of Life Process Outsourcing, and I am about to leave, when suddenly a call comes in.
“LPO?” a man asks softly.
“Yes, this is LPO. May I help you?” I say.
“I’m speaking from Frankfurt Airport. I really don’t know if I can ask this?” he says nervously.
“Please go ahead and feel free to ask anything you desire, Sir. We do everything.”
“Everything?”
“Yes, Sir. Anything and everything!” I say.
“I don’t know how to say this. This is the first time I’m asking. You see, I am working 24/7 on an important project for the last few months. I’m globetrotting abroad and can’t make it there. Can you please arrange for someone suitable to take my wife out to the New Year’s Eve Dance?”
I am taken aback but quickly recover, “Yes, Sir.”
“Please send someone really good, an excellent dancer, and make sure she enjoys and has a good time. She loves dancing and I just haven’t had the time.”
“Of course, Sir.”
“And I told you – I’ve been away abroad for quite some time now and I’ve got to stay out here till I complete the project.”
“I know. Work takes top priority.”
“My wife. She’s been lonely. She desperately needs some love. Do you have someone with a loving and caring nature who can give her some love? I just don’t have the time. You understand what I’m saying, don’t you?”
I let the words sink in. This is one call I am not going to transfer. “Please give me the details, Sir,” I say softly into the mike.
As I walk towards my destination with a spring in my step, I feel truly enlightened.
Till this moment, I never knew that ‘love’ was a 'non-core' 'life-process' worthy of outsourcing.
Long Live LPO!
Life Process Outsourcing!
Love Process Outsourcing!
Call it what you like, but I'm sure you've got the essence of outsourcing.
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
Appetite for a Stroll
http://books.sulekha.com/book/appetite-for-a-stroll/default.htm
vikramkarve@sify.com
Outsourcing Made Simple
Friday, November 20, 2009
THE ART OF OUTSOURCING
By
VIKRAM KARVE
Short Fiction - One of my favourite fiction short stories...
One leisurely morning, while I am loafing on Main Street, in Pune, I meet an old friend of mine.
“Hi!” I say.
“Hi,” he says, “where to?”
“Aimless loitering,” I say, “And you?”
“I’m going to work.”
“Work? This early? I thought your shift starts in the evening, or late at night. You work at a call center don’t you?”
“Not now. I quit. I’m on my own now.”
“On your own? What do you do?”
“LPO.”
“LPO? What’s that?”
“Life Process Outsourcing.”
“Life Process Outsourcing? Never heard of it!”
“You’ve heard of Business Process Outsourcing haven’t you?”
“BPO? Outsourcing non-core business activities and functions?”
“Precisely. LPO is similar to BPO. There it’s Business Processes that are outsourced, here it’s Life Processes.”
“Life Processes? Outsourced?”
“Why don’t you come along with me? I’ll show you.”
Soon we are in his office. It looks like a mini call center.
A young attractive girl welcomes us. “Meet Rita, my Manager,” my friend says, and introduces us.
Rita looks distraught, and says to my friend, “I’m not feeling well. Must be viral fever.”
“No problem. My friend here will stand in.”
“What? I don’t have a clue about all this LPO thing!” I protest.
“There’s nothing like learning on the job! Rita will show you.”
“It’s simple,” Rita says, in a hurry. “See the console. You just press the appropriate switch and route the call to the appropriate person or agency.”
And with these words Rita disappears. It’s the shortest induction training I have ever had in my life.
And so I plunge into the world of Life Process Outsourcing; or LPO as they call it.
It’s all very simple.
Everyone is busy. Working people don’t seem to have time these days, but they have lots of money; especially those double income couples, IT nerds, MBA hot shots, finance wizards; just about everybody running desperately in the modern rat race.
So what do they do? Simple. They 'outsource'!
‘Non-core Life Activities’, for which you neither have the inclination or the time – you just outsource them; so you can maximize your work-time to rake in the money and make a fast climb up the ladder of success.
A ring, a flash on the console infront of me and I take my first LPO call.
“My daughter’s puked in her school. They want someone to pick her up and take her home. I’m busy in a shoot and just can’t leave,” a creative ad agency type with a husky voice says.
“Why don’t you tell your husband?” I suggest.
“Are you crazy or something? I’m a single mother.”
“Sorry ma’am. I didn’t know. My sympathies and condolences.”
“Condolences? Who’s this? Is this LPO?”
“Yes ma’am,” I say, press the button marked ‘children’ and transfer the call, hoping I have made the right choice. Maybe I should have pressed ‘doctor’.
Nothing happens for the next few moments. I breathe a sigh of relief.
A yuppie wants his grandmother to be taken to a movie. I press the ‘movies’ button. ‘Movies’ transfers the call back, “Hey, this is for movie tickets; try ‘escort services’. He wants the old hag escorted to the movies.”
‘Escort Services’ are in high demand. These guys and girls, slogging in their offices minting money, want escort services for their kith and kin for various non-core family processes like shopping, movies, eating out, sight seeing, marriages, funerals, all types of functions; even going to art galleries, book fairs, exhibitions, zoos, museums or even a walk in the nearby garden.
A father wants someone to read bedtime stories to his small son while he works late. A busy couple wants proxy stand-in ‘parents’ at the school PTA meeting. An investment banker rings up from Singapore; he wants his mother to be taken to pray in a temple at a certain time on a specific day.
Someone wants his kids to be taken for a swim, brunch, a play and browsing books and music.
A sweet-voiced IT project manager wants someone to motivate and pep-talk her husband, who’s been recently sacked, and is cribbing away at home demoralized. He desperately needs someone to talk to, unburden himself, but the wife is busy – she neither has the time nor the inclination to take a few days off to boost the morale of her depressed husband when there are deadlines to be met at work and so much is at stake.
The things they want outsourced range from the mundane to the bizarre; life processes that one earlier enjoyed and took pride in doing or did as one’s sacred duty are considered ‘non-core life activities’ now-a-days by these highfalutin people.
At the end of the day I feel illuminated on this novel concept of Life Process Outsourcing, and I am about to leave, when suddenly a call comes in.
“LPO?” a man asks softly.
“Yes, this is LPO. May I help you?” I say.
“I’m speaking from Frankfurt Airport. I really don’t know if I can ask this?” he says nervously.
“Please go ahead and feel free to ask anything you desire, Sir. We do everything.”
“Everything?”
“Yes, Sir. Anything and everything!” I say.
“I don’t know how to say this. This is the first time I’m asking. You see, I am working 24/7 on an important project for the last few months. I’m globetrotting abroad and can’t make it there. Can you please arrange for someone suitable to take my wife out to the New Year’s Eve Dance?”
I am taken aback but quickly recover, “Yes, Sir.”
“Please send someone really good, an excellent dancer, and make sure she enjoys and has a good time. She loves dancing and I just haven’t had the time.”
“Of course, Sir.”
“And I told you – I’ve been away abroad for quite some time now and I’ve got to stay out here till I complete the project.”
“I know. Work takes top priority.”
“My wife. She’s been lonely. She desperately needs some love. Do you have someone with a loving and caring nature who can give her some love? I just don’t have the time. You understand what I’m saying, don’t you?”
I let the words sink in. This is one call I am not going to transfer. “Please give me the details, Sir,” I say softly into the mike.
As I walk towards my destination with a spring in my step, I feel truly enlightened.
Till this moment, I never knew that ‘love’ was a 'non-core' 'life-process' worthy of outsourcing.
Long Live LPO!
Life Process Outsourcing!
Love Process Outsourcing!
Call it what you like, but I'm sure you've got the essence of outsourcing.
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
Appetite for a Stroll
http://books.sulekha.com/book/appetite-for-a-stroll/default.htm
vikramkarve@sify.com
Outsourcing Made Simple
Friday, November 20, 2009
THE ART OF OUTSOURCING
By
VIKRAM KARVE
Short Fiction - One of my favourite fiction short stories...
One leisurely morning, while I am loafing on Main Street, in Pune, I meet an old friend of mine.
“Hi!” I say.
“Hi,” he says, “where to?”
“Aimless loitering,” I say, “And you?”
“I’m going to work.”
“Work? This early? I thought your shift starts in the evening, or late at night. You work at a call center don’t you?”
“Not now. I quit. I’m on my own now.”
“On your own? What do you do?”
“LPO.”
“LPO? What’s that?”
“Life Process Outsourcing.”
“Life Process Outsourcing? Never heard of it!”
“You’ve heard of Business Process Outsourcing haven’t you?”
“BPO? Outsourcing non-core business activities and functions?”
“Precisely. LPO is similar to BPO. There it’s Business Processes that are outsourced, here it’s Life Processes.”
“Life Processes? Outsourced?”
“Why don’t you come along with me? I’ll show you.”
Soon we are in his office. It looks like a mini call center.
A young attractive girl welcomes us. “Meet Rita, my Manager,” my friend says, and introduces us.
Rita looks distraught, and says to my friend, “I’m not feeling well. Must be viral fever.”
“No problem. My friend here will stand in.”
“What? I don’t have a clue about all this LPO thing!” I protest.
“There’s nothing like learning on the job! Rita will show you.”
“It’s simple,” Rita says, in a hurry. “See the console. You just press the appropriate switch and route the call to the appropriate person or agency.”
And with these words Rita disappears. It’s the shortest induction training I have ever had in my life.
And so I plunge into the world of Life Process Outsourcing; or LPO as they call it.
It’s all very simple.
Everyone is busy. Working people don’t seem to have time these days, but they have lots of money; especially those double income couples, IT nerds, MBA hot shots, finance wizards; just about everybody running desperately in the modern rat race.
So what do they do? Simple. They 'outsource'!
‘Non-core Life Activities’, for which you neither have the inclination or the time – you just outsource them; so you can maximize your work-time to rake in the money and make a fast climb up the ladder of success.
A ring, a flash on the console infront of me and I take my first LPO call.
“My daughter’s puked in her school. They want someone to pick her up and take her home. I’m busy in a shoot and just can’t leave,” a creative ad agency type with a husky voice says.
“Why don’t you tell your husband?” I suggest.
“Are you crazy or something? I’m a single mother.”
“Sorry ma’am. I didn’t know. My sympathies and condolences.”
“Condolences? Who’s this? Is this LPO?”
“Yes ma’am,” I say, press the button marked ‘children’ and transfer the call, hoping I have made the right choice. Maybe I should have pressed ‘doctor’.
Nothing happens for the next few moments. I breathe a sigh of relief.
A yuppie wants his grandmother to be taken to a movie. I press the ‘movies’ button. ‘Movies’ transfers the call back, “Hey, this is for movie tickets; try ‘escort services’. He wants the old hag escorted to the movies.”
‘Escort Services’ are in high demand. These guys and girls, slogging in their offices minting money, want escort services for their kith and kin for various non-core family processes like shopping, movies, eating out, sight seeing, marriages, funerals, all types of functions; even going to art galleries, book fairs, exhibitions, zoos, museums or even a walk in the nearby garden.
A father wants someone to read bedtime stories to his small son while he works late. A busy couple wants proxy stand-in ‘parents’ at the school PTA meeting. An investment banker rings up from Singapore; he wants his mother to be taken to pray in a temple at a certain time on a specific day.
Someone wants his kids to be taken for a swim, brunch, a play and browsing books and music.
A sweet-voiced IT project manager wants someone to motivate and pep-talk her husband, who’s been recently sacked, and is cribbing away at home demoralized. He desperately needs someone to talk to, unburden himself, but the wife is busy – she neither has the time nor the inclination to take a few days off to boost the morale of her depressed husband when there are deadlines to be met at work and so much is at stake.
The things they want outsourced range from the mundane to the bizarre; life processes that one earlier enjoyed and took pride in doing or did as one’s sacred duty are considered ‘non-core life activities’ now-a-days by these highfalutin people.
At the end of the day I feel illuminated on this novel concept of Life Process Outsourcing, and I am about to leave, when suddenly a call comes in.
“LPO?” a man asks softly.
“Yes, this is LPO. May I help you?” I say.
“I’m speaking from Frankfurt Airport. I really don’t know if I can ask this?” he says nervously.
“Please go ahead and feel free to ask anything you desire, Sir. We do everything.”
“Everything?”
“Yes, Sir. Anything and everything!” I say.
“I don’t know how to say this. This is the first time I’m asking. You see, I am working 24/7 on an important project for the last few months. I’m globetrotting abroad and can’t make it there. Can you please arrange for someone suitable to take my wife out to the New Year’s Eve Dance?”
I am taken aback but quickly recover, “Yes, Sir.”
“Please send someone really good, an excellent dancer, and make sure she enjoys and has a good time. She loves dancing and I just haven’t had the time.”
“Of course, Sir.”
“And I told you – I’ve been away abroad for quite some time now and I’ve got to stay out here till I complete the project.”
“I know. Work takes top priority.”
“My wife. She’s been lonely. She desperately needs some love. Do you have someone with a loving and caring nature who can give her some love? I just don’t have the time. You understand what I’m saying, don’t you?”
I let the words sink in. This is one call I am not going to transfer. “Please give me the details, Sir,” I say softly into the mike.
As I walk towards my destination with a spring in my step, I feel truly enlightened.
Till this moment, I never knew that ‘love’ was a 'non-core' 'life-process' worthy of outsourcing.
Long Live LPO!
Life Process Outsourcing!
Love Process Outsourcing!
Call it what you like, but I'm sure you've got the essence of outsourcing.
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
Appetite for a Stroll
http://books.sulekha.com/book/appetite-for-a-stroll/default.htm
vikramkarve@sify.com
GODSPEED au revoir POINTS
Wednesday, October 28, 2009
GODSPEED
A Nostalgic Musing
A teacher is a trustee. It is just like the birds. You take a flock of young students under your wings, nurture them, teach them to “fly”, and when they are ready, you release them into the world, set them free, watch them with pride as they fly into the sky, soar high above you, knowing that they will never come back, wishing that they reach great heights which you could never reach, for nothing gives a teacher more happiness than when his student excels and surpasses the teacher himself.
I have learned from experience that teaching has got less to do with knowledge and more to do with communication. Teaching is about relationships as well as pedagogy – it is more about feeling than facts.
It is all a question of vibes. Once you establish positive vibes with your students, you can feel the delightful chemistry between you and your students, it is like perfect impedance matching, the maximum power transfer theorem, and you can experience the classroom rocking with resonance, when all the resistance to the flow of knowledge disappears, the intellectual friction vanishes, the barriers melt away and seamless effortless learning is achieved.
It is not important how much a teacher knows. What is important is how much the student learns.
Like I said, communication skills are far more important than qualifications. Teaching is about relationships as well as pedagogy – it is more about feeling than facts. Soft Skills outweigh Hard Skills as far as the art of teaching is concerned.
A highly qualified Ph.D. who does not know the art of teaching and fails to establish good vibes with his students cannot make his lectures engrossing which may result in students losing interest in the subject and in some cases an insensitive teacher may even end up making his students hate and despise that subject.
It is easy to make simple things difficult but it requires good teaching, communication and soft skills to make difficult things easy and enjoyable to learn.
Today I feel a sense of pride tinged with nostalgic sadness as my protégés “fly” off to conquer great heights of success in their careers. It was a delightful experience to mentor young bright minds, to see them flower, blossom, bloom and flourish before your own eyes, observe them metamorphose from students into professionals.
I love being in the company of young people, full of zeal and enthusiasm, with a zest for living and a passion for learning. It makes me feel good and, as always, I “learn” more than I “teach”.
I feel sad, wanting to hold them back, not wanting to part, but I know I have to let them go to their destinies.
My dear students, as I watch you with pride in my heart, swiftly fly away, soaring high above me in the sky, vanish into the distance, to all my dear students, I sincerely wish you from the bottom of my heart: GODSPEED.
Godspeed – a wish for a prosperous journey and good fortune, my dear young friends, as you embark upon your first career, a new phase of your life.
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
Appetite for a Stroll
vikramkarve@sify.com
GODSPEED au revoir POINTS
Wednesday, October 28, 2009
GODSPEED
A Nostalgic Musing
A teacher is a trustee. It is just like the birds. You take a flock of young students under your wings, nurture them, teach them to “fly”, and when they are ready, you release them into the world, set them free, watch them with pride as they fly into the sky, soar high above you, knowing that they will never come back, wishing that they reach great heights which you could never reach, for nothing gives a teacher more happiness than when his student excels and surpasses the teacher himself.
I have learned from experience that teaching has got less to do with knowledge and more to do with communication. Teaching is about relationships as well as pedagogy – it is more about feeling than facts.
It is all a question of vibes. Once you establish positive vibes with your students, you can feel the delightful chemistry between you and your students, it is like perfect impedance matching, the maximum power transfer theorem, and you can experience the classroom rocking with resonance, when all the resistance to the flow of knowledge disappears, the intellectual friction vanishes, the barriers melt away and seamless effortless learning is achieved.
It is not important how much a teacher knows. What is important is how much the student learns.
Like I said, communication skills are far more important than qualifications. Teaching is about relationships as well as pedagogy – it is more about feeling than facts. Soft Skills outweigh Hard Skills as far as the art of teaching is concerned.
A highly qualified Ph.D. who does not know the art of teaching and fails to establish good vibes with his students cannot make his lectures engrossing which may result in students losing interest in the subject and in some cases an insensitive teacher may even end up making his students hate and despise that subject.
It is easy to make simple things difficult but it requires good teaching, communication and soft skills to make difficult things easy and enjoyable to learn.
Today I feel a sense of pride tinged with nostalgic sadness as my protégés “fly” off to conquer great heights of success in their careers. It was a delightful experience to mentor young bright minds, to see them flower, blossom, bloom and flourish before your own eyes, observe them metamorphose from students into professionals.
I love being in the company of young people, full of zeal and enthusiasm, with a zest for living and a passion for learning. It makes me feel good and, as always, I “learn” more than I “teach”.
I feel sad, wanting to hold them back, not wanting to part, but I know I have to let them go to their destinies.
My dear students, as I watch you with pride in my heart, swiftly fly away, soaring high above me in the sky, vanish into the distance, to all my dear students, I sincerely wish you from the bottom of my heart: GODSPEED.
Godspeed – a wish for a prosperous journey and good fortune, my dear young friends, as you embark upon your first career, a new phase of your life.
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
Appetite for a Stroll
vikramkarve@sify.com
GODSPEED au revoir POINTS
Wednesday, October 28, 2009
GODSPEED
A Nostalgic Musing
A teacher is a trustee. It is just like the birds. You take a flock of young students under your wings, nurture them, teach them to “fly”, and when they are ready, you release them into the world, set them free, watch them with pride as they fly into the sky, soar high above you, knowing that they will never come back, wishing that they reach great heights which you could never reach, for nothing gives a teacher more happiness than when his student excels and surpasses the teacher himself.
I have learned from experience that teaching has got less to do with knowledge and more to do with communication. Teaching is about relationships as well as pedagogy – it is more about feeling than facts.
It is all a question of vibes. Once you establish positive vibes with your students, you can feel the delightful chemistry between you and your students, it is like perfect impedance matching, the maximum power transfer theorem, and you can experience the classroom rocking with resonance, when all the resistance to the flow of knowledge disappears, the intellectual friction vanishes, the barriers melt away and seamless effortless learning is achieved.
It is not important how much a teacher knows. What is important is how much the student learns.
Like I said, communication skills are far more important than qualifications. Teaching is about relationships as well as pedagogy – it is more about feeling than facts. Soft Skills outweigh Hard Skills as far as the art of teaching is concerned.
A highly qualified Ph.D. who does not know the art of teaching and fails to establish good vibes with his students cannot make his lectures engrossing which may result in students losing interest in the subject and in some cases an insensitive teacher may even end up making his students hate and despise that subject.
It is easy to make simple things difficult but it requires good teaching, communication and soft skills to make difficult things easy and enjoyable to learn.
Today I feel a sense of pride tinged with nostalgic sadness as my protégés “fly” off to conquer great heights of success in their careers. It was a delightful experience to mentor young bright minds, to see them flower, blossom, bloom and flourish before your own eyes, observe them metamorphose from students into professionals.
I love being in the company of young people, full of zeal and enthusiasm, with a zest for living and a passion for learning. It makes me feel good and, as always, I “learn” more than I “teach”.
I feel sad, wanting to hold them back, not wanting to part, but I know I have to let them go to their destinies.
My dear students, as I watch you with pride in my heart, swiftly fly away, soaring high above me in the sky, vanish into the distance, to all my dear students, I sincerely wish you from the bottom of my heart: GODSPEED.
Godspeed – a wish for a prosperous journey and good fortune, my dear young friends, as you embark upon your first career, a new phase of your life.
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
Appetite for a Stroll
vikramkarve@sify.com
FORCE FIELD ANALYSIS
Monday, October 12, 2009
FORCE FIELD ANALYSIS
An easy technique to overcome addictions
By
VIKRAM KARVE
Many years ago, at work, I used to employ a Management Technique called Force Field Analysis in Project Management.
Now I improvise the Force Field Analysis Model to great effect and success, in my personal life too for self improvement, to break bad habits – to change my life for the better.
So can you.
Let me give you an example.
It was a tough and stressful working day.
It was hot and humid, I was tired, sweating profusely, my throat parched with thirst, and as I walked home late in the evening, I found myself opposite my favorite bar.
I looked yearningly, tempted, overcome by a strong craving, desperate to have a glass of chilled beer.
Nothing like a glass of cold beer to drive my blues away – the “panacea” to my “stressed-out” state!
But I didn’t go into the bar.
Instead, I rushed to the nearest Chaatwala and had some pani-puri.
The moment I put the first pani-puri in my mouth, the intense overpowering medley of sweet and sour, pungently hot, fiery and spicy flavor of the chutneys, jal jeera and “pani” overwhelmed me and made my craving thirst for beer disappear pretty fast and enabled me to stick my resolve of giving up drinking.
I had suitably improvised the concept of “Force Field Analysis” to break my drinking habit and then keep it that way.
Long back, I had quit smoking too, and to stay that way, make sure I didn’t start again, I used force field analysis with great success.
Force Field Analysis provides a framework for looking at the factors or forces that influence a situation or activity.
Restraining Forces are those which inhibit or discourage the occurrence of a particular activity and Driving Forces are those which promote, facilitate and encourage the occurrence of the same activity.
Let’s say Driving Forces are positive anchors and Restraining Forces are negative anchors [similar to the anchors in NLP].
Let’s take the case of drinking. Sit down, close your eyes, and introspect.
Can you identify the stimuli, the triggers, and the situations, the driving forces, which create in you the desire and give rise to the urge to drink?
These driving forces can be anything, internal and external tangible or intangible – people, situations, events, parties, tendencies, moods, foods, social or organizational trends, practices, norms.
Do a simple exercise.
For the next week, or even a month, be yourself, live as you do, but mindfully record all the occasions on which you had alcohol and carefully list the driving forces that motivated you to drink.
Was it a social event, party, friends, as an appertif before some gourmet food, smoking, dancing, “creativity”, for reducing inhibitions or enhancing excitement as a prelude to sex, tiredness, happiness, celebration, depression, boredom, the company or memories of some people, sad memories, self pity, jealousy, inner craving, addiction…?
Do it thoughtfully and make an exhaustive list of the driving forces.
Make a list of restraining forces that discourage or inhibit you from drinking.
Concern for health?
Wife’s nagging?
Physical Exercise?
Values, religious and cultural taboos, regulations like prohibition and no drinking zones, work and hobbies, social encouragement of temperance?
Some types of foods too are effective restraining forces [for me, pani-puri, bhel, jal jeera, lassi are quite effective. Also I lose the urge to drink after a good meal].
Through self-awareness, mindful living and personal experience, record the restraining forces meticulously.
Now all you have to do to quit drinking is to strengthen the restraining forces, mitigate and weaken the driving forces and most importantly, where possible, change direction of some driving forces and convert them into restraining forces by using techniques from concepts like NLP, 4T etc or, best of all, your own improvised techniques [like the in lieu substitution method I have evolved for myself].
Learn how to tactfully and effectively avoid drinking.
Suppose your friends try to force you, taunt you saying you are a sissy, spoil sport, killjoy etc simply say, "I really must go," and leave the place.
Remember what Epictetus said: If you want to do something make a habit of it; if you want not to do something refrain from doing it.
I’ve also read somewhere: If want to be happily married, remain in the company of happily married people.
Always be with likeminded people whom you want to emulate.
If you want to stop drinking try to be in the company of non-drinkers.
Avoid situations which elicit craving.
Substitute healthy activities like physical exercise, recreation and creative hobbies instead of drinking.
Change your lifestyle, your friends, and your activities.
Identify your stimuli, triggers, situations, people and anchors, internal and external, tangible and intangible – the driving forces that create in you the urge to have a drink and facilitate drinking and mitigate them by improvising force field analysis as it suits you best.
Force Field Analysis works for me.
Dear Reader, do let me know if it works for you!
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work
vikramkarve@sify.com
http://www.linkedin.com/in/karve
http://vikramkarve.sulekha.com
FORCE FIELD ANALYSIS
Monday, October 12, 2009
FORCE FIELD ANALYSIS
An easy technique to overcome addictions
By
VIKRAM KARVE
Many years ago, at work, I used to employ a Management Technique called Force Field Analysis in Project Management.
Now I improvise the Force Field Analysis Model to great effect and success, in my personal life too for self improvement, to break bad habits – to change my life for the better.
So can you.
Let me give you an example.
It was a tough and stressful working day.
It was hot and humid, I was tired, sweating profusely, my throat parched with thirst, and as I walked home late in the evening, I found myself opposite my favorite bar.
I looked yearningly, tempted, overcome by a strong craving, desperate to have a glass of chilled beer.
Nothing like a glass of cold beer to drive my blues away – the “panacea” to my “stressed-out” state!
But I didn’t go into the bar.
Instead, I rushed to the nearest Chaatwala and had some pani-puri.
The moment I put the first pani-puri in my mouth, the intense overpowering medley of sweet and sour, pungently hot, fiery and spicy flavor of the chutneys, jal jeera and “pani” overwhelmed me and made my craving thirst for beer disappear pretty fast and enabled me to stick my resolve of giving up drinking.
I had suitably improvised the concept of “Force Field Analysis” to break my drinking habit and then keep it that way.
Long back, I had quit smoking too, and to stay that way, make sure I didn’t start again, I used force field analysis with great success.
Force Field Analysis provides a framework for looking at the factors or forces that influence a situation or activity.
Restraining Forces are those which inhibit or discourage the occurrence of a particular activity and Driving Forces are those which promote, facilitate and encourage the occurrence of the same activity.
Let’s say Driving Forces are positive anchors and Restraining Forces are negative anchors [similar to the anchors in NLP].
Let’s take the case of drinking. Sit down, close your eyes, and introspect.
Can you identify the stimuli, the triggers, and the situations, the driving forces, which create in you the desire and give rise to the urge to drink?
These driving forces can be anything, internal and external tangible or intangible – people, situations, events, parties, tendencies, moods, foods, social or organizational trends, practices, norms.
Do a simple exercise.
For the next week, or even a month, be yourself, live as you do, but mindfully record all the occasions on which you had alcohol and carefully list the driving forces that motivated you to drink.
Was it a social event, party, friends, as an appertif before some gourmet food, smoking, dancing, “creativity”, for reducing inhibitions or enhancing excitement as a prelude to sex, tiredness, happiness, celebration, depression, boredom, the company or memories of some people, sad memories, self pity, jealousy, inner craving, addiction…?
Do it thoughtfully and make an exhaustive list of the driving forces.
Make a list of restraining forces that discourage or inhibit you from drinking.
Concern for health?
Wife’s nagging?
Physical Exercise?
Values, religious and cultural taboos, regulations like prohibition and no drinking zones, work and hobbies, social encouragement of temperance?
Some types of foods too are effective restraining forces [for me, pani-puri, bhel, jal jeera, lassi are quite effective. Also I lose the urge to drink after a good meal].
Through self-awareness, mindful living and personal experience, record the restraining forces meticulously.
Now all you have to do to quit drinking is to strengthen the restraining forces, mitigate and weaken the driving forces and most importantly, where possible, change direction of some driving forces and convert them into restraining forces by using techniques from concepts like NLP, 4T etc or, best of all, your own improvised techniques [like the in lieu substitution method I have evolved for myself].
Learn how to tactfully and effectively avoid drinking.
Suppose your friends try to force you, taunt you saying you are a sissy, spoil sport, killjoy etc simply say, "I really must go," and leave the place.
Remember what Epictetus said: If you want to do something make a habit of it; if you want not to do something refrain from doing it.
I’ve also read somewhere: If want to be happily married, remain in the company of happily married people.
Always be with likeminded people whom you want to emulate.
If you want to stop drinking try to be in the company of non-drinkers.
Avoid situations which elicit craving.
Substitute healthy activities like physical exercise, recreation and creative hobbies instead of drinking.
Change your lifestyle, your friends, and your activities.
Identify your stimuli, triggers, situations, people and anchors, internal and external, tangible and intangible – the driving forces that create in you the urge to have a drink and facilitate drinking and mitigate them by improvising force field analysis as it suits you best.
Force Field Analysis works for me.
Dear Reader, do let me know if it works for you!
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work
vikramkarve@sify.com
http://www.linkedin.com/in/karve
http://vikramkarve.sulekha.com
FORCE FIELD ANALYSIS
Monday, October 12, 2009
FORCE FIELD ANALYSIS
An easy technique to overcome addictions
By
VIKRAM KARVE
Many years ago, at work, I used to employ a Management Technique called Force Field Analysis in Project Management.
Now I improvise the Force Field Analysis Model to great effect and success, in my personal life too for self improvement, to break bad habits – to change my life for the better.
So can you.
Let me give you an example.
It was a tough and stressful working day.
It was hot and humid, I was tired, sweating profusely, my throat parched with thirst, and as I walked home late in the evening, I found myself opposite my favorite bar.
I looked yearningly, tempted, overcome by a strong craving, desperate to have a glass of chilled beer.
Nothing like a glass of cold beer to drive my blues away – the “panacea” to my “stressed-out” state!
But I didn’t go into the bar.
Instead, I rushed to the nearest Chaatwala and had some pani-puri.
The moment I put the first pani-puri in my mouth, the intense overpowering medley of sweet and sour, pungently hot, fiery and spicy flavor of the chutneys, jal jeera and “pani” overwhelmed me and made my craving thirst for beer disappear pretty fast and enabled me to stick my resolve of giving up drinking.
I had suitably improvised the concept of “Force Field Analysis” to break my drinking habit and then keep it that way.
Long back, I had quit smoking too, and to stay that way, make sure I didn’t start again, I used force field analysis with great success.
Force Field Analysis provides a framework for looking at the factors or forces that influence a situation or activity.
Restraining Forces are those which inhibit or discourage the occurrence of a particular activity and Driving Forces are those which promote, facilitate and encourage the occurrence of the same activity.
Let’s say Driving Forces are positive anchors and Restraining Forces are negative anchors [similar to the anchors in NLP].
Let’s take the case of drinking. Sit down, close your eyes, and introspect.
Can you identify the stimuli, the triggers, and the situations, the driving forces, which create in you the desire and give rise to the urge to drink?
These driving forces can be anything, internal and external tangible or intangible – people, situations, events, parties, tendencies, moods, foods, social or organizational trends, practices, norms.
Do a simple exercise.
For the next week, or even a month, be yourself, live as you do, but mindfully record all the occasions on which you had alcohol and carefully list the driving forces that motivated you to drink.
Was it a social event, party, friends, as an appertif before some gourmet food, smoking, dancing, “creativity”, for reducing inhibitions or enhancing excitement as a prelude to sex, tiredness, happiness, celebration, depression, boredom, the company or memories of some people, sad memories, self pity, jealousy, inner craving, addiction…?
Do it thoughtfully and make an exhaustive list of the driving forces.
Make a list of restraining forces that discourage or inhibit you from drinking.
Concern for health?
Wife’s nagging?
Physical Exercise?
Values, religious and cultural taboos, regulations like prohibition and no drinking zones, work and hobbies, social encouragement of temperance?
Some types of foods too are effective restraining forces [for me, pani-puri, bhel, jal jeera, lassi are quite effective. Also I lose the urge to drink after a good meal].
Through self-awareness, mindful living and personal experience, record the restraining forces meticulously.
Now all you have to do to quit drinking is to strengthen the restraining forces, mitigate and weaken the driving forces and most importantly, where possible, change direction of some driving forces and convert them into restraining forces by using techniques from concepts like NLP, 4T etc or, best of all, your own improvised techniques [like the in lieu substitution method I have evolved for myself].
Learn how to tactfully and effectively avoid drinking.
Suppose your friends try to force you, taunt you saying you are a sissy, spoil sport, killjoy etc simply say, "I really must go," and leave the place.
Remember what Epictetus said: If you want to do something make a habit of it; if you want not to do something refrain from doing it.
I’ve also read somewhere: If want to be happily married, remain in the company of happily married people.
Always be with likeminded people whom you want to emulate.
If you want to stop drinking try to be in the company of non-drinkers.
Avoid situations which elicit craving.
Substitute healthy activities like physical exercise, recreation and creative hobbies instead of drinking.
Change your lifestyle, your friends, and your activities.
Identify your stimuli, triggers, situations, people and anchors, internal and external, tangible and intangible – the driving forces that create in you the urge to have a drink and facilitate drinking and mitigate them by improvising force field analysis as it suits you best.
Force Field Analysis works for me.
Dear Reader, do let me know if it works for you!
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work
vikramkarve@sify.com
http://www.linkedin.com/in/karve
http://vikramkarve.sulekha.com
FORCE FIELD ANALYSIS
Monday, October 12, 2009
FORCE FIELD ANALYSIS
An easy technique to overcome addictions
By
VIKRAM KARVE
Many years ago, at work, I used to employ a Management Technique called Force Field Analysis in Project Management.
Now I improvise the Force Field Analysis Model to great effect and success, in my personal life too for self improvement, to break bad habits – to change my life for the better.
So can you.
Let me give you an example.
It was a tough and stressful working day.
It was hot and humid, I was tired, sweating profusely, my throat parched with thirst, and as I walked home late in the evening, I found myself opposite my favorite bar.
I looked yearningly, tempted, overcome by a strong craving, desperate to have a glass of chilled beer.
Nothing like a glass of cold beer to drive my blues away – the “panacea” to my “stressed-out” state!
But I didn’t go into the bar.
Instead, I rushed to the nearest Chaatwala and had some pani-puri.
The moment I put the first pani-puri in my mouth, the intense overpowering medley of sweet and sour, pungently hot, fiery and spicy flavor of the chutneys, jal jeera and “pani” overwhelmed me and made my craving thirst for beer disappear pretty fast and enabled me to stick my resolve of giving up drinking.
I had suitably improvised the concept of “Force Field Analysis” to break my drinking habit and then keep it that way.
Long back, I had quit smoking too, and to stay that way, make sure I didn’t start again, I used force field analysis with great success.
Force Field Analysis provides a framework for looking at the factors or forces that influence a situation or activity.
Restraining Forces are those which inhibit or discourage the occurrence of a particular activity and Driving Forces are those which promote, facilitate and encourage the occurrence of the same activity.
Let’s say Driving Forces are positive anchors and Restraining Forces are negative anchors [similar to the anchors in NLP].
Let’s take the case of drinking. Sit down, close your eyes, and introspect.
Can you identify the stimuli, the triggers, and the situations, the driving forces, which create in you the desire and give rise to the urge to drink?
These driving forces can be anything, internal and external tangible or intangible – people, situations, events, parties, tendencies, moods, foods, social or organizational trends, practices, norms.
Do a simple exercise.
For the next week, or even a month, be yourself, live as you do, but mindfully record all the occasions on which you had alcohol and carefully list the driving forces that motivated you to drink.
Was it a social event, party, friends, as an appertif before some gourmet food, smoking, dancing, “creativity”, for reducing inhibitions or enhancing excitement as a prelude to sex, tiredness, happiness, celebration, depression, boredom, the company or memories of some people, sad memories, self pity, jealousy, inner craving, addiction…?
Do it thoughtfully and make an exhaustive list of the driving forces.
Make a list of restraining forces that discourage or inhibit you from drinking.
Concern for health?
Wife’s nagging?
Physical Exercise?
Values, religious and cultural taboos, regulations like prohibition and no drinking zones, work and hobbies, social encouragement of temperance?
Some types of foods too are effective restraining forces [for me, pani-puri, bhel, jal jeera, lassi are quite effective. Also I lose the urge to drink after a good meal].
Through self-awareness, mindful living and personal experience, record the restraining forces meticulously.
Now all you have to do to quit drinking is to strengthen the restraining forces, mitigate and weaken the driving forces and most importantly, where possible, change direction of some driving forces and convert them into restraining forces by using techniques from concepts like NLP, 4T etc or, best of all, your own improvised techniques [like the in lieu substitution method I have evolved for myself].
Learn how to tactfully and effectively avoid drinking.
Suppose your friends try to force you, taunt you saying you are a sissy, spoil sport, killjoy etc simply say, "I really must go," and leave the place.
Remember what Epictetus said: If you want to do something make a habit of it; if you want not to do something refrain from doing it.
I’ve also read somewhere: If want to be happily married, remain in the company of happily married people.
Always be with likeminded people whom you want to emulate.
If you want to stop drinking try to be in the company of non-drinkers.
Avoid situations which elicit craving.
Substitute healthy activities like physical exercise, recreation and creative hobbies instead of drinking.
Change your lifestyle, your friends, and your activities.
Identify your stimuli, triggers, situations, people and anchors, internal and external, tangible and intangible – the driving forces that create in you the urge to have a drink and facilitate drinking and mitigate them by improvising force field analysis as it suits you best.
Force Field Analysis works for me.
Dear Reader, do let me know if it works for you!
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work
vikramkarve@sify.com
http://www.linkedin.com/in/karve
http://vikramkarve.sulekha.com
Technorati
Thursday, September 03, 2009
bhtysz326g
The Meaning of Technology
Friday, July 24, 2009
THE MEANING OF TECHNOLOGY
By
VIKRAM KARVE
[ Food for Thought ]
DEFINITION OF TECHNOLOGY
In our everyday lives, most of us use a number of words which we assume have a universal, agreed-upon, and accepted meaning for all people in all contexts.
Often, the more frequently the word is used more we take for granted that our usage is the only possible usage of the term.
One word which belongs in this category is “technology.”
What is the meaning of the word “technology”?
The word "technology" comprises two parts - "technikos" & "ology"
The historical derivation of the term technology comes from the Greek word technikos, meaning “of art, skillful, practical.”
The portion of the word ology indicates“knowledge of” or a “systematic treatment of.”
Thus the literal verbatim derivation of the term technology is literally “knowledge of the skilful and practical.”
However, this definition is too general in nature and we have to transcend this narrow view of technology since every technology starts from a human purpose, from the intention to satisfy some human need or behaviour.
Indeed, technology is the manipulation of nature for human purpose – yes, manipulation of nature;so let us use a slightly different definition of technology:
We will define technology as the knowledge of the manipulation of nature for human purposes.
This definition retains the notions both of knowledge and practicality (human purposes) but adds the new concept of manipulation of nature.
This implies that all practical or technical skills ultimately derive from alterations or manipulation of nature.
Technology depends on a base in the natural world but extends the natural world through the phenomenon of manipulation.
Since we want to manipulate nature, the ability to predict what nature will do when manipulated is most useful, indeed imperative.
ETHICS
By very definition, technology manipulates nature for human purposes.
Technology manipulates nature.
Man is a part of nature.
By manipulating nature, man manipulates himself.
Thus, technology manipulates man, influences, even governs human behaviour, and in turn societal behaviour.
Technology is an entity which intervenes in the life of human beings in multifarious ways, directly or indirectly, trying to alter behaviours.
Thus Technology has an Ethical Dimension.
The very raison d’etre of technology is human purpose.
What is the fundamental purpose of human life?
Is it to increase standard of living?
Or is it to improve quality of life?
Or is it to have greater satisfaction in life?
All these various aspects can be distilled into a single holistic concept: VALUE OF HUMAN LIFE.
Thus the cardinal aim of technology is to enhance the value of human life.
VALUE OF HUMAN LIFE
The value of human life may be defined as the balance or ratio between satisfaction or happiness and pain or suffering.
Satisfaction or Happiness
Value of Human Life = -----------------------------------
Pain or Suffering
In the context of this definition, the ultimate purpose of technology is to enhance the value of human life, with a long-term perspective, by maximization of happiness and satisfaction and a concomitant reduction or minimization of pain and suffering (physical, mental and emotional).
As a generalization, people want a better life.
A better life can usually be transcribed as freedom from want, access to and possession of at least some of the nonessentials or luxuries, good health, a reasonable life expectancy, the absence of emotional stress, satisfying human relations (resulting from gratifying work experience), intellectual stimulation, and personally rewarding leisure activity.
HUMAN NEEDS AND VALUES
Human needs and values change through time as technology advances.
Man tends to accept the fruits of new technology more readily (satisfaction, happiness, comfort) whereas he is reluctant to accept changes in his personal life.
Thus social and cultural changes always lag behind technology causing a mismatch and disconnect which consequently leads to unhappiness, dissatisfaction, pain and suffering (emotional) and concomitant lowering of the value of human life.
A crude but practical way of classifying human values is to divide needs into those that are essentially physiological and those that are psychological.
Most new technologies cater to the physiological aspect by performing Dangerous, Dirty, or Difficult jobs (the 3 D’s) thereby enhancing the value of human life.
As regards the psychological aspect, an example pertaining to Information Technology (IT) may be in order.
Information Technology [ IT ] caters to two unique categories of psychological needs of humans:
Cognitive Needs which refer to the human need for information so as to be ready to act or make decisions that may be required, and
Affective Needs which refer to the emotional requirements of human, such as their need to do challenging work, to know their work has value, to feel personally secure, and to be in control.
Undue emphasis on cognitive needs and the neglect of affective needs may cause emotional pain which counterbalances the gains to cognitive needs and this may be detrimental to the “value of human life” as a whole.
Ethical Technology Management comprises a harmonious blend of rational thinking and empathic understanding wherein the interplay between human cognitive and affective processes is studied and analysed.
It may be apt to conclude with a comment by RM Pirsig, who states that: “The way to solve the conflict between human values and technological needs is not to run away from technology. That’s impossible. The way to resolve the conflict is to break down the barriers of dualistic thought that prevent a real understanding of what technology is… not an exploitation of nature, but a fusion of nature and the human spirit into a new kind of creation that transcends both”.
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
vikramkarve@sify.com
vikramkarve@hotmail.com
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
The Meaning of Technology
Friday, July 24, 2009
THE MEANING OF TECHNOLOGY
By
VIKRAM KARVE
[ Food for Thought ]
DEFINITION OF TECHNOLOGY
In our everyday lives, most of us use a number of words which we assume have a universal, agreed-upon, and accepted meaning for all people in all contexts.
Often, the more frequently the word is used more we take for granted that our usage is the only possible usage of the term.
One word which belongs in this category is “technology.”
What is the meaning of the word “technology”?
The word "technology" comprises two parts - "technikos" & "ology"
The historical derivation of the term technology comes from the Greek word technikos, meaning “of art, skillful, practical.”
The portion of the word ology indicates“knowledge of” or a “systematic treatment of.”
Thus the literal verbatim derivation of the term technology is literally “knowledge of the skilful and practical.”
However, this definition is too general in nature and we have to transcend this narrow view of technology since every technology starts from a human purpose, from the intention to satisfy some human need or behaviour.
Indeed, technology is the manipulation of nature for human purpose – yes, manipulation of nature;so let us use a slightly different definition of technology:
We will define technology as the knowledge of the manipulation of nature for human purposes.
This definition retains the notions both of knowledge and practicality (human purposes) but adds the new concept of manipulation of nature.
This implies that all practical or technical skills ultimately derive from alterations or manipulation of nature.
Technology depends on a base in the natural world but extends the natural world through the phenomenon of manipulation.
Since we want to manipulate nature, the ability to predict what nature will do when manipulated is most useful, indeed imperative.
ETHICS
By very definition, technology manipulates nature for human purposes.
Technology manipulates nature.
Man is a part of nature.
By manipulating nature, man manipulates himself.
Thus, technology manipulates man, influences, even governs human behaviour, and in turn societal behaviour.
Technology is an entity which intervenes in the life of human beings in multifarious ways, directly or indirectly, trying to alter behaviours.
Thus Technology has an Ethical Dimension.
The very raison d’etre of technology is human purpose.
What is the fundamental purpose of human life?
Is it to increase standard of living?
Or is it to improve quality of life?
Or is it to have greater satisfaction in life?
All these various aspects can be distilled into a single holistic concept: VALUE OF HUMAN LIFE.
Thus the cardinal aim of technology is to enhance the value of human life.
VALUE OF HUMAN LIFE
The value of human life may be defined as the balance or ratio between satisfaction or happiness and pain or suffering.
Satisfaction or Happiness
Value of Human Life = -----------------------------------
Pain or Suffering
In the context of this definition, the ultimate purpose of technology is to enhance the value of human life, with a long-term perspective, by maximization of happiness and satisfaction and a concomitant reduction or minimization of pain and suffering (physical, mental and emotional).
As a generalization, people want a better life.
A better life can usually be transcribed as freedom from want, access to and possession of at least some of the nonessentials or luxuries, good health, a reasonable life expectancy, the absence of emotional stress, satisfying human relations (resulting from gratifying work experience), intellectual stimulation, and personally rewarding leisure activity.
HUMAN NEEDS AND VALUES
Human needs and values change through time as technology advances.
Man tends to accept the fruits of new technology more readily (satisfaction, happiness, comfort) whereas he is reluctant to accept changes in his personal life.
Thus social and cultural changes always lag behind technology causing a mismatch and disconnect which consequently leads to unhappiness, dissatisfaction, pain and suffering (emotional) and concomitant lowering of the value of human life.
A crude but practical way of classifying human values is to divide needs into those that are essentially physiological and those that are psychological.
Most new technologies cater to the physiological aspect by performing Dangerous, Dirty, or Difficult jobs (the 3 D’s) thereby enhancing the value of human life.
As regards the psychological aspect, an example pertaining to Information Technology (IT) may be in order.
Information Technology [ IT ] caters to two unique categories of psychological needs of humans:
Cognitive Needs which refer to the human need for information so as to be ready to act or make decisions that may be required, and
Affective Needs which refer to the emotional requirements of human, such as their need to do challenging work, to know their work has value, to feel personally secure, and to be in control.
Undue emphasis on cognitive needs and the neglect of affective needs may cause emotional pain which counterbalances the gains to cognitive needs and this may be detrimental to the “value of human life” as a whole.
Ethical Technology Management comprises a harmonious blend of rational thinking and empathic understanding wherein the interplay between human cognitive and affective processes is studied and analysed.
It may be apt to conclude with a comment by RM Pirsig, who states that: “The way to solve the conflict between human values and technological needs is not to run away from technology. That’s impossible. The way to resolve the conflict is to break down the barriers of dualistic thought that prevent a real understanding of what technology is… not an exploitation of nature, but a fusion of nature and the human spirit into a new kind of creation that transcends both”.
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
vikramkarve@sify.com
vikramkarve@hotmail.com
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
Science Technology Engineering
Sunday, July 05, 2009
Do you know the difference between Science, Technology and Engineering
FOOD FOR THOUGHT
By
VIKRAM KARVE
Tell me, what is the difference between Science, Technology and Engineering?
It is simple.
The principal goal of a Scientist is to publish a paper.
Now-a-days, the sheer manner in which so many papers are churned out it seems that many papers are seen to be written, not written to be seen.
Of course, a genuine Scientist will try and ensure that the paper must be written to be seen and not seen to be written.
Science is the reasoned investigation or study of natural phenomena with the objective of discovering new principles and knowledge of natural phenomena.
The principal goal of a Technologist is to produce some physical change in the world.
Technology is the practical application of science.
Technology includes the skill, technique and knowledge of the manipulation of nature for human purposes, using scientific results and knowledge.
The principal goal of an Engineer is to design, create and produce new tools, machines and systems for practical human means by exploiting technology.
In a nutshell, a Scientist studies nature, a Technologist manipulates nature, and an Engineer exploits technology for human purposes.
So it looks like the Engineer is the one who is most useful to society and humankind, isn't it?
Dear Reader, do you agree?
Please do give your views and comments.
VIKRAM KARVE
http://www.linkedin.com/in/karve
http://vikramkarve.sulekha.com
vikramkarve@sify.com
FORCE FIELD ANALYSIS - An Effective Change Management Tool
Wednesday, July 01, 2009
FORCE FIELD ANALYSIS
An easy technique to overcome addictions
By
VIKRAM KARVE
Many years ago, at work, I used to employ a Management Technique called Force Field Analysis in Project Management.
Now I improvise the Force Field Analysis Model to great effect and success, in my personal life too for self improvement, to break bad habits – to change my life for the better.
So can you.
Let me give you an example.
It was a tough and stressful working day.
It was hot and humid, I was tired, sweating profusely, my throat parched with thirst, and as I walked home late in the evening, I found myself opposite my favorite bar.
I looked yearningly, tempted, overcome by a strong craving, desperate to have a glass of chilled beer.
Nothing like a glass of cold beer to drive my blues away – the “panacea” to my “stressed-out” state!
But I didn’t go into the bar.
Instead, I rushed to the nearest Chaatwala and had some pani-puri.
The moment I put the first pani-puri in my mouth, the intense overpowering medley of sweet and sour, pungently hot, fiery and spicy flavor of the chutneys, jal jeera and “pani” overwhelmed me and made my craving thirst for beer disappear pretty fast and enabled me to stick my resolve of giving up drinking.
I had suitably improvised the concept of “Force Field Analysis” to break my drinking habit and then keep it that way.
Long back, I had quit smoking too, and to stay that way, make sure I didn’t start again, I used force field analysis with great success.
Force Field Analysis provides a framework for looking at the factors or forces that influence a situation or activity.
Restraining Forces are those which inhibit or discourage the occurrence of a particular activity and Driving Forces are those which promote, facilitate and encourage the occurrence of the same activity.
Let’s say Driving Forces are positive anchors and Restraining Forces are negative anchors [similar to the anchors in NLP].
Let’s take the case of drinking. Sit down, close your eyes, and introspect.
Can you identify the stimuli, the triggers, and the situations, the driving forces, which create in you the desire and give rise to the urge to drink?
These driving forces can be anything, internal and external tangible or intangible – people, situations, events, parties, tendencies, moods, foods, social or organizational trends, practices, norms.
Do a simple exercise.
For the next week, or even a month, be yourself, live as you do, but mindfully record all the occasions on which you had alcohol and carefully list the driving forces that motivated you to drink.
Was it a social event, party, friends, as an appertif before some gourmet food, smoking, dancing, “creativity”, for reducing inhibitions or enhancing excitement as a prelude to sex, tiredness, happiness, celebration, depression, boredom, the company or memories of some people, sad memories, self pity, jealousy, inner craving, addiction…?
Do it thoughtfully and make an exhaustive list of the driving forces.
Make a list of restraining forces that discourage or inhibit you from drinking.
Concern for health?
Wife’s nagging?
Physical Exercise?
Values, religious and cultural taboos, regulations like prohibition and no drinking zones, work and hobbies, social encouragement of temperance?
Some types of foods too are effective restraining forces [for me, pani-puri, bhel, jal jeera, lassi are quite effective. Also I lose the urge to drink after a good meal].
Through self-awareness, mindful living and personal experience, record the restraining forces meticulously.
Now all you have to do to quit drinking is to strengthen the restraining forces, mitigate and weaken the driving forces and most importantly, where possible, change direction of some driving forces and convert them into restraining forces by using techniques from concepts like NLP, 4T etc or, best of all, your own improvised techniques [like the in lieu substitution method I have evolved for myself].
Learn how to tactfully and effectively avoid drinking.
Suppose your friends try to force you, taunt you saying you are a sissy, spoil sport, killjoy etc simply say, "I really must go," and leave the place.
Remember what Epictetus said: If you want to do something make a habit of it; if you want not to do something refrain from doing it.
I’ve also read somewhere: If want to be happily married, remain in the company of happily married people.
Always be with likeminded people whom you want to emulate.
If you want to stop drinking try to be in the company of non-drinkers.
Avoid situations which elicit craving.
Substitute healthy activities like physical exercise, recreation and creative hobbies instead of drinking.
Change your lifestyle, your friends, and your activities.
Identify your stimuli, triggers, situations, people and anchors, internal and external, tangible and intangible – the driving forces that create in you the urge to have a drink and facilitate drinking and mitigate them by improvising force field analysis as it suits you best.
Force Field Analysis works for me.
Dear Reader, do let me know if it works for you!
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work
vikramkarve@sify.com
vikramkarve@hotmail.com
http://www.linkedin.com/in/karve
http://www.ryze.com/go/karve
http://vikramkarve.sulekha.com
System Concepts
Tuesday, June 30, 2009
WHAT IS A SYSTEM
A Glance through my Ancient Notebook
By
VIKRAM KARVE
Whilst browsing through my bookshelves I came across an “ancient” notebook and found something interesting on “The Necessary Conditions for an Entity [S] to be conceived as a System”.
1. S is Teleological – This means that every system has a purpose.
2. S has a Measure of Performance [MOP]
3. There exists a client [or customer] whose interests are served by S in such a manner that the higher the MOP the better the interests are served.
4. S has teleological components which co-produce the MOP of S. This means that a System may have sub-systems.
5. S has an environment which also co-produces the MOP of S.
6. There exists a decision maker who via his resources can produce changes in Measures of Performance of the components of S [sub-systems] and hence changes in MOP of S.
7. There exists a designer who conceptualises the nature of S in such a manner that the designer’s concepts potentially produce actions in the decision maker and hence changes in the Measures of Performance of the S’s components [sub-systems] and hence changes in the MOP of S.
8. The designer’s intention is to change S so as to maximise S’s value to the client of the customer.
9. S is stable with respect to the designer in the sense that there is a built-in guarantee that the designer’s intention is ultimately realisable.
This leads us to the Sufficient Conditions or the System Trinity: DESIGNER, DECISION-MAKER and CLIENT [USER or CUSTOMER]
If an entity is to be considered a System:
1. It has a User [Client or Customer] who is interested in the performance of the entity.
2. It has a Decision-maker who affects the performance of the entity by controlling its resources.
3. It has a Designer whose preferences conform and are in harmony with the user’s preferences and who designs the system so that it can be operated by the Decision-maker.
4. The Designer wishes to maximise the benefits to the User.
5. The System is capable of executing the Designer’s plans.
Now after reading all this gobbledegook (or is it gobbledygook?) please don’t ask me what is a System.
Well I will put it simply – in a System 1+1 equals more than 2, say, 1+1 = 11 or even more.
That’s the concept of Synergy or Synergism so aptly expressed by Aristotle: “The whole is greater than the sum of its parts”.
Now I’ll ask you a question – Is Marriage a System?
VIKRAM KARVE
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
vikramkarve@sify.com
Dissertations and Thesis
Tuesday, June 23, 2009
POST GRADUATE DISSERTATIONS GUIDED
By
VIKRAM WAMAN KARVE
Post Graduate Dissertations guided by Prof Vikram Waman Karve at IAT [DIAT] Pune for ME [Electronics & Telecommunications Engineering] degree of University of Pune.
[Copies are available in DIAT Deemed University Library and University of Pune]
Year: 1992
1. Application of knowledge based systems in command and control / Manoj Bhatt
Author(s) : Bhatt, M. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1992
2. Simulation studies in naval threat scenario / S. Srinivasan
Author(s) : Srinivasan, S. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1992
3. Strap down inertial navigation system algorithms / C. Dayanand
Author(s) : Dayanand, C. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1992
Year: 1994
4. Application of expert system for data fusion in a multi-sensor environment for target identification / Vipin Thapar
Author(s) : Thapar, V. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1994
5. Performance evaluation of weapon systems based on MOE approach incorporating knowledge based systems / Ranjit Singh
Author(s) : Singh, R. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1994
6. Expert system design and application in weapon combat system, selection and analysis / Amit Rastogi
Author(s) : Rastogi, A. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1994
7. Naval weapon system design incorporating expert system / G. Jacob Panicker
Author(s) : Panicker, J. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1994
Year: 1995
8. Active sonar target classification using neural networks / Subroto Ghosh
Author(s) : Ghosh, S. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1995
9. Design of a hierarchy based information security system for multiuser computer systems and networks / P.P. Kulkarni
Author(s) : Kulkarni, P.P. ; Karve , V.W. Guide
Publisher : Pune : DIAT, 1995
10. Expert system application for multi sensor data fusion in robotic systems / P.K. Gupta
Author(s) : Gupta, P.K. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1995
11. Sonar based application of neural network / S. Ghosh
Author(s) : Ghosh, S. ; Karve, V.W. Guide
Publisher : Pune : DIAT - Seminar Paper
12. Fuzzy logic in navy / Subroto Ghosh
Author(s) : Ghosh, S. ; Karve, V.W. Guide
Publisher : Pune : DIAT - Seminar Paper
13. Electromagnetic interference prediction incorporating expert system / V.N. Ramesh
Author(s) : Ramesh, V.N. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1995
14. EMI / EMC in Marine Environment [ Seminar ] Ramesh, VN ; Karve, V W , Guide
15. Artificial Intelligence in Crypto Systems [ Seminar ] Kulkarni, PP ; Karve, V W , Guide
16. Artificial Intelligence in Radar System Performance Prediction [ Seminar ] Gupta, PK ; Karve, V W , Guide
17. Neural Networks [ Seminar ] Ghosh, S ; Karve, V W , Guide
Year: 1996
18. Virtual reality applications in combat systems / R.K. Pai
Author(s) : Pai, R.K. ; Karve , V.W. Guide
Publisher : Pune : DIAT, 1996
19. Command and control system - A fully integrated fault tolerant (FIFT) cybernetic based design / A. Madhavarao
Author(s) : Madhavarao, A. ; Karve , V.W. Guide
Publisher : Pune : DIAT, 1996
20. Design of a fuzzy logic based decision support system for combat systems operations and engineering / Santosh Nagarajan
Author(s) : Nagarajan, S. ; Karve , V.W. Guide
Publisher : Pune : DIAT, 1996
21. Design and development of optical fibre based hydrophone system for underwater warfare / Debashish Saha
Author(s) : Saha, D. ; Karve , V.W. Guide
Publisher : Pune : DIAT, 1996
22. Detection and Classification of Underwater Targets using the principle of Acoustic Daylight
Sen, S ; Karve , V W, Guide
23. Multi Function Array Radar [ Seminar ] Pai, RK ; Karve , V W , Guide
24. C2W System Effectiveness Analysis , Yadav VS ; Karve , V W , Guide
Year: 1997
25. Design optimization of optical fibre hydrophone system for sonar and underwater warfare applications / S. Shrikumar
Author(s) : Shrikumar, S. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1997
26. Three dimensional cube model for ship design, weapon selection wvaluation and installation / Manoj Tayal
Author(s) : Tayal, M. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1997
27. Knowledge based systems approach towards threat evaluation and weapon assignment / P. Kapadia
Author(s) : Kapadia, P. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1997
28. Comprehensive study of genetic algorithm as search, optimization and machine learning mechanism / Girish R. Pradhan
Author(s) : Pradhan, G.R. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1997
29. Real Time Multi Sensor Search and Track System Design, Musthafa KP ; Karve, V W , Guide
Year: 1998
30. Systems Approach Based Design and Development of Integrated Ship signature mangemenent system (DSS) for ship Design and C2W effectiveness / Gautam Naha
Author(s) : Naha, Gautam ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1998
31. System analysis and design for modelling of command and control warfare sysrems for computer aided wargaming / D.K. Murali
Author(s) : Murali, D.K. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1998
32. Cybernetics system design and analysis using soft system dynamics / S.Sriram
Author(s) : Sriram, S. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1998
33. Design and development of an interoperability analysis model and decision support system for interoperability evaluation of maritime communication systems / U.V. Natu
Author(s) : Natu, U.V. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1998
34. Design and Optimization of Neural Network Based Sonar Classifier. S Pradeep Kumar ; Karve , V W , Guide
35. Performance evaluation of SAM Systems, Berry, R ; Karve , V W , Guide
Year: 1999
36. Vulnerability modelling for a warship / M. Ramesh
Author(s) : Ramesh, M. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1999
37. Performance evaluation of computer communication networks / Vijay Singh
Author(s) : Singh, V. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1999
38. Soft systems approach to the design of the naval command & control warfare system in the information operations scenario / Rajesh Debnath
Author(s) : Debnath, R. ; Karve, V.W. Guide
Publisher : Pune : DIAT, 1999
[To be continued…]
[Copies of the above dissertations are available in DIAT Deemed University Library Pune]
VIKRAM WAMAN KARVE
http://www.linkedin.com/in/karve
vikramkarve@sify.com
http://vikramkarve.sulekha.com/
Academic Papers Published
Tuesday, June 23, 2009
ACADEMIC PUBLICATION - RESEARCH PAPERS AND ARTICLES
RESEARCH PAPERS on SSM written at IAT now DIAT Deemed University PUNE
By
VIKRAM WAMAN KARVE
Here are a few research papers and articles written by me and my students during the later part of my tenure from 1991 to 2000 as faculty in IAT Pune when we studied, explored, researched and carried out post graduate dissertation work in the fascinating subjects of Soft Systems Methodology, System Dynamics Approach [ SSM SD ] and their applications in Electronics, Communications, Systems Engineering and various aspects of Management and Technology.
Almost a decade has passed and, maybe, a lot of work has since been done in SSM - SD. We hope to renew our interest in this promising area of SSM - SD.
1. Design of futuristic electromagnetic conflict (EC) systems using soft systems modelling-system dynamics (SSM-SD) methodology.
Debnath, Rajesh and Karve, Vikram Waman
International Conference on Electromagnetic Interference and Compatibility 1999 New Delhi, India, 6-8 December, [INCEMIC 1999], pp 143 – 148.
Abstract:
http://ieeexplore.ieee.org/xpls/abs_all.jsp?isnumber=18881&arn
Full Paper:
http://ieeexplore.ieee.org/stamp/stamp.jsp?arnumber=00871616
http://ieeexplore.ieee.org/stamp/stamp.jsp?arnumber=871616&isn
2. A Soft Systems Methodology – Systems Dynamics (SSM-SD) Based Approach to Re-Engineering EMI / EMC Regulations and Standards.
Debnath, R and Karve, Vikram Waman
15th International Wroclaw Symposium and Exhibition on Electromagnetic Compatibility, Poland, June 27 – 30, 2000, EMC 2000, pp 466 – 475.
Please Click the link below to read the paper:
http://www.stormingmedia.us/45/4502/A450283.html
The above two papers are based on postgraduate Master of Engineering [ ME ] University of Pune dissertation [1999] titled Soft Systems approach to the design of command & control systems in the information operations scenario by Rajesh Debnath
Guide: Vikram Waman Karve
Full Dissertation available in DIAT Deemed University Library, Pune.
3. Expert System Using Electromagnetic Interference And Electromagnetic Compatibility Based Criteria For Ship Design, Weapon Selection And EvaluationKarve, Vikram Waman and Tayal Manoj Proceedings of the International Conference on Electromagnetic Interference and Compatibility 1997 [3-5 Dec. 1997] pp 87 – 92
Please click the link below to read the paper:http://www.ieeexplore.ieee.org/stamp/stamp.jsp?arnumber=669772&
The paper is based on Master of Engineering [ ME ] University of Pune Dissertation [1997] titled Three dimensional cube model for ship design, weapon selection, evaluation and installation by Tayal, M.
Guide: Vikram Waman Karve
Full Dissertation available in DIAT Deemed University Library, Pune.
4. A Decision Support System Design Incorporating Soft Systems Approach.
Murali, D. K. and Karve, V. W.
IT for the New Generation, Proceedings of the 33rd Annual Convention of the Computer Society of India, September 16-20, 1998, New Delhi, India, pp 229 - 237.
5. Ethics, Values and Technology.
Karve, V. W.
Invited Paper, Plenary Session,
International Conference on Cognitive Systems [ICCS 1998], Dec 13th – 15th, New Delhi, India, pp cii - cix.
6. Systems Cybernetic Re-Engineering for Empowering Human Performance: A Soft System Dynamics Approach.
Sriram, S and Karve, V.W.
International Conference on Cognitive Systems [ICCS 1998]
7. Reengineering the Human Resource - A Soft Systems Approach.
Karve, V. W. and Sriram. S,
Seminar on HR Strategies for Naval Repair Yards, Naval Dockyard, Mumbai , 06 Nov 1998.
8. Soft Systems Paradigm for Modelling a Production Enterprise.
Karve, V. W. and Sriram, S.
All India Seminar on Design of Production Systems – New Concepts, Bhubaneshwar, Orissa, 26th July 1998.
9. In addition to presenting the above paper, I was invited as Chief Speaker and delivered the keynote address on “Soft Systems Paradigms in Engineering Management” at this All India Seminar on Design of Production Systems
10. Coping with Cupid: A Soft Systems Approach.
Karve, V. W. and Debnath, R.
Journal of Defence Management, Vol. 26, No. 2, Nov 1999 – Apr 2000, pp 1 - 15.
11. Soft Systems Approach to Ethical Management – Putting Ethics before Business
Karve, V.W.
Indian Management Journal, Vol. 36, No. 10, Oct 1997, pp 51 – 53.
12. Soft Systems Methodology - System Dynamics Approach to Total Quality Management.
Karve, V. W. and Debnath, R.
National Conference on Quality Engineering on Aerospace Technologies, (QUEST 99), Bangalore, 20-21 August 1999.
13. A Soft Systems Approach to restructuring higher technical education in India.
Debnath, R. and Karve, V. W.
Fifth International Conference on Cognitive Systems (ICCS 99), New Delhi, 15-18 December 1999.
14. Ethical Quality Standards.
Karve, V. W.
Journal of Marine Engineering, Vol. 39 No. 1, June 1999.
15. A System Dynamics Approach to Quality Management in the Naval Scenario Incorporating the Soft Systems Methodology Perspective.
Karve, V.W. and Debnath, R.
Journal of Marine Engineering, Vol. 39 No. 1, June 1999.
16. A Systems Dynamics Approach to Quality Planning and Management in Shipbuilding industry incorporating Soft Systems Methodology perspective.
Karve, V. W. and. Debnath, R
International Maritime Conference, [INMEX 99], 7-8 October 1999, Goa.
[Copies of all the above papers have been compiled by the DIAT Deemed University Library in the Annual Compendium of Published Papers IAT Spectrum 1999 and 2000 and are available for reference in the DIAT Deemed University Library Pune]
VIKRAM WAMAN KARVE
http://www.linkedin.com/in/karve
vikramkarve@sify.com
http://vikramkarve.sulekha.com/
A Paper on Electronic Warfare
Friday, June 19, 2009
Here is an ancient paper by my student R Debnath and Vikram Karve on Electronic Warfare published by IEEE
Please click on the link below:
http://ieeexplore.ieee.org/stamp/stamp.jsp?arnumber=00871616
Vikram Karve
A Paper on Electronic Warfare
Friday, June 19, 2009
Here is an ancient paper by my student R Debnath and Vikram Karve on Electronic Warfare published by IEEE
Please click on the link below:
http://ieeexplore.ieee.org/stamp/stamp.jsp?arnumber=00871616
Vikram Karve
A Paper on Electronic Warfare
Friday, June 19, 2009
Here is an ancient paper by my student R Debnath and Vikram Karve on Electronic Warfare published by IEEE
Please click on the link below:
http://ieeexplore.ieee.org/stamp/stamp.jsp?arnumber=00871616
Vikram Karve
Pune Travels
Wednesday, June 17, 2009
ITCHY FEET HUNGRY STOMACH CURIOUS MIND
APPETITE FOR A STROLL
A Glorious Day in Pune
By
VIKRAM KARVE
Musings on the Art of Leisure from my delicious Foodie Adventures Book Appetite for a Stroll
Art of Loafing
Please tell me, Dear Reader: What is loafing?
Idling away your time on useless things?
Aimless Loitering?
Loitering! Sounds a bit derogatory, isn't it?
Okay let’s say it is aimless wandering – Perfectly useless time spent in a perfectly useless manner!
Yes. That’s how I would like to define the art of loafing - spending perfectly useless time in a perfectly useless manner!
Foodwalking
And what, Dear Reader, is foodwalking?
Loitering, or rather walking, in search of good food. Not so aimless loitering!
That's what I did once – long back. I loafed in Pune.
Foodwalked. In search of good food.
I spent a perfectly useless day in a perfectly useless manner – “Foodwalking in Pune”.
I still have fond nostalgic memories of that glorious day. Let me tell you about it.
A Glorious Day
It is a beautiful morning. I try to furtively slip out of my house unnoticed, but I am stopped in my tracks by my wife's piercing voice, "Where are you going"?
"I don’t know?" I answer truthfully, and this adroit answer probably precludes the next question she is about to ask me, "What time are you coming back?" for she knows I will again truthfully answer, "I don’t know".
It’s true – I really don’t know where I am going!
"Take the mobile with you," she shouts, but I pretend not to hear and make myself scarce and disappear as fast as possible for I do not want the manacles of technology to ruin my day.
Dear fellow loafer - If you want to truly enjoy life beware of the technology trap!
It's a bright day. I feel good.
Flush with a sense of carefree irresponsibility, I walk with a spring in my step. I am going to enjoy my leisure.
Should I turn left? Should I turn right? Should I cross the road and go straight ahead?
I am free. Free to go wherever I desire. Free to enjoy my day as I want.
True freedom – to be able to travel at will with no destination to reach, no task to complete, no deadlines to meet.
Just Loaf. Aimlessly. Timelessly. Pure Leisure.
Spend a perfectly useless day in a perfectly useless manner.
I see a bus. I stop it and hop in.
"Where do you want to go?" the conductor asks.
"Where does this bus go?" I ask.
"Pune Railway Station."
"Okay. One ticket to Pune Railway Station," I say holding out a tenner.
The conductor gives me an amused look and hands me a ticket and a rupee coin.
I sit down on a vacant window-seat.
I think interesting thoughts and enjoy the view through the window.
On these trips of mine I prefer travelling by bus and, of course, I love to walk on foot.
Driving my car on the terrible potholed, crowded and chaotic roads in the terrible traffic of Pune makes me go crazy, and, at my age, I dare not venture out too far on my scooter, lest I land up with broken bones in hospital or, worse, lifeless in Vaikunth or Kailas crematoriums!
That's what I sometimes do on these glorious trips of mine. Just jump into the first bus that comes along and let it take you wherever it goes.
Just go where life leads you.
Last time I landed up in the heart of Pune near Shaniwar Wada.
In Mumbai, Kolkata, Chennai, Bangalore and Delhi loafing is even more exciting, as there are so many more routes and choices, trains, buses, walks, and you can serendipitously explore so many novel and exotic places you would not dream of going to in normal course.
The bus reaches the Pune Railway Station. It’s been a smooth ride.
Anonymity
I get down and admire the magnificent heritage stone building of Pune Railway Station. I stand in the porch and look inside. Trains, crowds, announcements, horns, cacophony, and chaos – I love the “railway” atmosphere.
On impulse, I enter, and stroll on the platform, panning my gaze all over, and stopping once in a while to feast my eyes on any attractive object that arrests my attention.
"Want a seat?" a porter asks.
"No," I say.
"Where are you going?" he pursues.
"Nowhere," I say.
"Waiting for someone," he asks, probably in anticipation of porterage.
"No," I say.
He stares at me for a moment and walks off with a look of perplexed dejection.
I look around. Everyone is waiting to go somewhere, or for someone. I am waiting to go nowhere, and for nobody.
So I walk out of the station and head for Shiv Kailash Milk Bar bang opposite on the other side of the road.
If you arrive at Pune by train on a hot morning, never make the blunder of heading for the rickshaw stand. You'll get all stressed up waiting in the never-ending queue and haggling with the rickshawallas trying to con you.
Just cross the road to Shiv Kailash, sit under the shade on one of the stainless steel stools placed on the pavement, invigorate yourself with a tall glass of cool refreshing lassi (which is guaranteed to banish the depleting effects of the tiresome train journey) and tell the waiter to hail a rickshaw from the many hanging around.
This is what I have been doing for so many years, during my numerous homecomings, since the days when Pune was called Poona.
Shiv Kailash serves the best lassi in Pune. It’s almost as good as the one at Pehelwan at the end on Lanka near BHU in Varanasi. The lassi freshly made in front of you topped off with a generous dollop of soft fresh cream. The sumptuous fulfilling soothing lassi is thick, lip-smacking, nourishing, and gives me a heavenly feeling.
I sip slowly, relishing every mouthful, almost eating the delectable fluid after letting it perambulate on my tongue, as I watch the world go about its business outside.
People come in a jiffy; gulp their glasses of lassi down the hatch in a hurry, and rush away, while I blissfully savour each and every drop of the delicious creamy lassi.
I walk leisurely towards Camp. Past Mira College, GPO, Zero Milestone, Police Headquarters, Nehru Memorial Hall, where I cross the Moledina Road admiring the imposing Lal Deval Synagogue, and turn left, past the place imperial Dorabjee Store Building used to be once. Now there is a huge shopping complex and a glitzy mall opposite. I reminisce. West End, New Empire, all the adorable landmarks gone.
Now there are Malls and modern places like Landmark. Landmark – you know it don’t you?
Landmark is Pune’s swanky new music-cum-book store. Like Crossword – giving competition to the grand old Manney’s, International, Popular, TBS and the bookshops at Appa Balwant Chowk.
I walk in. The place is swarming with chic salesgirls and sales-boys. No one pays any attention to me. Maybe I blend well with the surroundings.
I realize the tremendous advantages of obscurity and the benefits of anonymity.
Had I been a successful person, rich and famous, or someone with a striking personality, people would notice me and I doubt I would have been able to enjoy myself with such carefree abandon.
Only non-achievers like me can truly enjoy a life of carefree irresponsibility and the unadulterated joys of genuine leisure.
I roam around the ground floor music section. There are no music stations where you can listen to music like they have in Rhythm House and Planet-M in Mumbai. So I go the first floor bookstore. It’s spacious, neatly laid-out and looks impressive.
Browsing
The books are arranged subject-wise, clearly visible from anywhere. There are cushioned stools to sit and browse and also two long sofas below the huge tinted windows towards the far side.
I start from the left side. Food, Philosophy, Self-Help, Travel, Coffee Table, Erotica, Classics, Fiction, Computers, Children, Indian Writing there are books on every topic you can think of.
The tranquil ambiance is so soothing and conducive that I browse to my hearts content, loosing myself into that wonderful state of timelessness I experience sometimes when I am totally immersed into doing something I love.
By the time I leave Landmark, cerebrally satiated, it is almost three in the afternoon, I am hungry, and in desperate need of gastronomic satiation. So I walk past Manney’s, West End, turn right on Main Street, cross Aurora Towers, turn right, walk past ABN Amro Bank, and turn left on Dastur Meher Road, a walk leisurely towards Sarbatwala Chowk till I reach Dorabjee and Sons.
A Leisurely Meal
I dive in through the low entrance and look around. The eatery is crowded, with noisy families bashing away regardless greedily devouring the heaps food before them. The mouth-watering aroma, and the sight of the appetizing food, creates in me such ravenous pangs of hunger that I quickly sit on the only vacant table and order a Mutton Biryani the signature dish of Dorabjee.
As is the hallmark of specialty cuisine restaurants the menu is select just a few choice dishes a single page. There's Sali, Curry, Masala and Biryani in Mutton and Chicken; Kheema, Brain, Eggs, and combinations thereof, cutlets in gravy, and a few Veg dishes, for appearance sake. On Sundays, you can have Dhansak, maybe on your way to the races in the season.
Pune may have changed but heritage institutions like Dorabjee still preserve the flavour of yesteryear Pune.
I spoon some Biryani onto my tongue, seal my lips, close my eyes, turn my senses inwards with full consciousness to imbibe and savour the unique medley of juices released by the succulent piece of mutton, the bitterish-sweet taste of the slightly burnt crisp fried onions, and the spicy flavoursome rice. It is superlative delicious authentic cuisine at its best. Dorabjee serves the best heritage mutton biryani in Pune – no doubt about it. [Blue Nile and Good Luck are nearly as good].
The fervent atmosphere of the place and exquisite quality of the food is such that one eats enthusiastically, with wholehearted zest and gusto; not apologetically and self-consciously, as one tends to do, trying to be prim and proper, in highfalutin restaurants.
At Dorabjee, you can enjoy every morsel of your food with passionate ardour.
And as I reach blissful satiety I realize that a well-filled stomach radiates a kind of spiritual happiness.
The Art of Leisure
The ideal way to end this rich spicy repast is to cool it off with a Falooda.
So I walk down Sachapir Street, cross Main Street, and head for Badshah on East Street to down a deliciously sweet and chilled Rose flavored Royal Falooda.
And then to Kayani, down East Street, to pick up some Shrewsbury Biscuits and Chocolate Walnut Cake.
I stand outside Kayani, wondering what to do. Maybe I can go to Manney’s and browse some more. If Landmark has got the ambiance, Manney’s got the books!
And then just loiter down Main Street admiring pretty looking things, till I am tired and hungry.
Maybe I will have some sandwiches, a roll and cold coffee at Marzorin. Or pastries and a softy at Pasteurs.
Or a Burger at Burger King, or a Chopsuey at East End, down East Street.
Maybe Kathi Rolls at Olympia, Chicken Masala at George, Chana Bhatura at Monafood, Sev Barfi at Bhavnagri, Wafers at Budhani, or Sizzlers at The Place next to Manneys, or one more Biryani at Blue Nile near the GPO.
The possibilities are endless!
Or should I see the movie at Victory opposite, or at West End nearby?
Maybe I'll jump into the first bus I see and let it take me wherever it goes.
How about going for a long walk on Laxmi road into the heart of town?
Or an idyll beside the river in Bund Garden, or Saras Baug, or Sambhaji Park?
Or maybe I will just head home.
Oh, yes indeed, the possibilities are truly endless!
I am free to do whatever I choose to do!
I can loaf to my heart's content!
To continue to spend a perfectly useless day in a perfectly useless manner!
Relish moments of perfect leisure.
You can take my word for it, dear reader.
There is nothing you will enjoy more than loafing.
It is only when you cease to do the things you have to do, and do the things you like to do, and you want to do, that you achieve the highest value of your time.
The freedom to enjoy life is the ultimate reward.
Why should you defer happiness waiting for some elusive abstract rewards?
What reward could be greater than a life enjoyed as it is lived?
If you do not find happiness as you are, where you are, here and now, you will never find it.
There is always plenty in life right now to enjoy for one who is determined to enjoy it.
The feast of life is before you.
Do you have the appetite to enjoy the feast of life?
So my dear friend, discover the art of loafing, and you will redeem the art of living from the business of living.
The Art of Travelling, The Art of Happiness, The Art of Eating, The Art of Living, The Art of Loafing, The Art of Leisure - all inextricably intertwined, isn’t it?
Dear Reader, do tell us about your glorious carefree leisurely loafing experiences in your favourite city too!
I’ll end with a recap on how to realize the highest value of your time: “It is only when you cease to do the things you have to do, and do the things you like to do and you want to do, that you achieve the highest value of your time”
Liked this article?
Want to read more such musings, recipes and go on food-walks with me?
Do you have an Appetite for a Stroll?
Dear Reader, why don't you get a copy of Appetite for a Stroll by just clicking the links below?
http://www.indiaplaza.in/finalpage.aspx?storename=books&sku=97
http://www.flipkart.com/appetite-stroll-vikram-karve/8190690094-gw23f9
http://books.sulekha.com/book/appetite-for-a-stroll/default.htm
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
vikramkarve@sify.com
Pune Travels
Wednesday, June 17, 2009
ITCHY FEET HUNGRY STOMACH CURIOUS MIND
APPETITE FOR A STROLL
A Glorious Day in Pune
By
VIKRAM KARVE
Musings on the Art of Leisure from my delicious Foodie Adventures Book Appetite for a Stroll
Art of Loafing
Please tell me, Dear Reader: What is loafing?
Idling away your time on useless things?
Aimless Loitering?
Loitering! Sounds a bit derogatory, isn't it?
Okay let’s say it is aimless wandering – Perfectly useless time spent in a perfectly useless manner!
Yes. That’s how I would like to define the art of loafing - spending perfectly useless time in a perfectly useless manner!
Foodwalking
And what, Dear Reader, is foodwalking?
Loitering, or rather walking, in search of good food. Not so aimless loitering!
That's what I did once – long back. I loafed in Pune.
Foodwalked. In search of good food.
I spent a perfectly useless day in a perfectly useless manner – “Foodwalking in Pune”.
I still have fond nostalgic memories of that glorious day. Let me tell you about it.
A Glorious Day
It is a beautiful morning. I try to furtively slip out of my house unnoticed, but I am stopped in my tracks by my wife's piercing voice, "Where are you going"?
"I don’t know?" I answer truthfully, and this adroit answer probably precludes the next question she is about to ask me, "What time are you coming back?" for she knows I will again truthfully answer, "I don’t know".
It’s true – I really don’t know where I am going!
"Take the mobile with you," she shouts, but I pretend not to hear and make myself scarce and disappear as fast as possible for I do not want the manacles of technology to ruin my day.
Dear fellow loafer - If you want to truly enjoy life beware of the technology trap!
It's a bright day. I feel good.
Flush with a sense of carefree irresponsibility, I walk with a spring in my step. I am going to enjoy my leisure.
Should I turn left? Should I turn right? Should I cross the road and go straight ahead?
I am free. Free to go wherever I desire. Free to enjoy my day as I want.
True freedom – to be able to travel at will with no destination to reach, no task to complete, no deadlines to meet.
Just Loaf. Aimlessly. Timelessly. Pure Leisure.
Spend a perfectly useless day in a perfectly useless manner.
I see a bus. I stop it and hop in.
"Where do you want to go?" the conductor asks.
"Where does this bus go?" I ask.
"Pune Railway Station."
"Okay. One ticket to Pune Railway Station," I say holding out a tenner.
The conductor gives me an amused look and hands me a ticket and a rupee coin.
I sit down on a vacant window-seat.
I think interesting thoughts and enjoy the view through the window.
On these trips of mine I prefer travelling by bus and, of course, I love to walk on foot.
Driving my car on the terrible potholed, crowded and chaotic roads in the terrible traffic of Pune makes me go crazy, and, at my age, I dare not venture out too far on my scooter, lest I land up with broken bones in hospital or, worse, lifeless in Vaikunth or Kailas crematoriums!
That's what I sometimes do on these glorious trips of mine. Just jump into the first bus that comes along and let it take you wherever it goes.
Just go where life leads you.
Last time I landed up in the heart of Pune near Shaniwar Wada.
In Mumbai, Kolkata, Chennai, Bangalore and Delhi loafing is even more exciting, as there are so many more routes and choices, trains, buses, walks, and you can serendipitously explore so many novel and exotic places you would not dream of going to in normal course.
The bus reaches the Pune Railway Station. It’s been a smooth ride.
Anonymity
I get down and admire the magnificent heritage stone building of Pune Railway Station. I stand in the porch and look inside. Trains, crowds, announcements, horns, cacophony, and chaos – I love the “railway” atmosphere.
On impulse, I enter, and stroll on the platform, panning my gaze all over, and stopping once in a while to feast my eyes on any attractive object that arrests my attention.
"Want a seat?" a porter asks.
"No," I say.
"Where are you going?" he pursues.
"Nowhere," I say.
"Waiting for someone," he asks, probably in anticipation of porterage.
"No," I say.
He stares at me for a moment and walks off with a look of perplexed dejection.
I look around. Everyone is waiting to go somewhere, or for someone. I am waiting to go nowhere, and for nobody.
So I walk out of the station and head for Shiv Kailash Milk Bar bang opposite on the other side of the road.
If you arrive at Pune by train on a hot morning, never make the blunder of heading for the rickshaw stand. You'll get all stressed up waiting in the never-ending queue and haggling with the rickshawallas trying to con you.
Just cross the road to Shiv Kailash, sit under the shade on one of the stainless steel stools placed on the pavement, invigorate yourself with a tall glass of cool refreshing lassi (which is guaranteed to banish the depleting effects of the tiresome train journey) and tell the waiter to hail a rickshaw from the many hanging around.
This is what I have been doing for so many years, during my numerous homecomings, since the days when Pune was called Poona.
Shiv Kailash serves the best lassi in Pune. It’s almost as good as the one at Pehelwan at the end on Lanka near BHU in Varanasi. The lassi freshly made in front of you topped off with a generous dollop of soft fresh cream. The sumptuous fulfilling soothing lassi is thick, lip-smacking, nourishing, and gives me a heavenly feeling.
I sip slowly, relishing every mouthful, almost eating the delectable fluid after letting it perambulate on my tongue, as I watch the world go about its business outside.
People come in a jiffy; gulp their glasses of lassi down the hatch in a hurry, and rush away, while I blissfully savour each and every drop of the delicious creamy lassi.
I walk leisurely towards Camp. Past Mira College, GPO, Zero Milestone, Police Headquarters, Nehru Memorial Hall, where I cross the Moledina Road admiring the imposing Lal Deval Synagogue, and turn left, past the place imperial Dorabjee Store Building used to be once. Now there is a huge shopping complex and a glitzy mall opposite. I reminisce. West End, New Empire, all the adorable landmarks gone.
Now there are Malls and modern places like Landmark. Landmark – you know it don’t you?
Landmark is Pune’s swanky new music-cum-book store. Like Crossword – giving competition to the grand old Manney’s, International, Popular, TBS and the bookshops at Appa Balwant Chowk.
I walk in. The place is swarming with chic salesgirls and sales-boys. No one pays any attention to me. Maybe I blend well with the surroundings.
I realize the tremendous advantages of obscurity and the benefits of anonymity.
Had I been a successful person, rich and famous, or someone with a striking personality, people would notice me and I doubt I would have been able to enjoy myself with such carefree abandon.
Only non-achievers like me can truly enjoy a life of carefree irresponsibility and the unadulterated joys of genuine leisure.
I roam around the ground floor music section. There are no music stations where you can listen to music like they have in Rhythm House and Planet-M in Mumbai. So I go the first floor bookstore. It’s spacious, neatly laid-out and looks impressive.
Browsing
The books are arranged subject-wise, clearly visible from anywhere. There are cushioned stools to sit and browse and also two long sofas below the huge tinted windows towards the far side.
I start from the left side. Food, Philosophy, Self-Help, Travel, Coffee Table, Erotica, Classics, Fiction, Computers, Children, Indian Writing there are books on every topic you can think of.
The tranquil ambiance is so soothing and conducive that I browse to my hearts content, loosing myself into that wonderful state of timelessness I experience sometimes when I am totally immersed into doing something I love.
By the time I leave Landmark, cerebrally satiated, it is almost three in the afternoon, I am hungry, and in desperate need of gastronomic satiation. So I walk past Manney’s, West End, turn right on Main Street, cross Aurora Towers, turn right, walk past ABN Amro Bank, and turn left on Dastur Meher Road, a walk leisurely towards Sarbatwala Chowk till I reach Dorabjee and Sons.
A Leisurely Meal
I dive in through the low entrance and look around. The eatery is crowded, with noisy families bashing away regardless greedily devouring the heaps food before them. The mouth-watering aroma, and the sight of the appetizing food, creates in me such ravenous pangs of hunger that I quickly sit on the only vacant table and order a Mutton Biryani the signature dish of Dorabjee.
As is the hallmark of specialty cuisine restaurants the menu is select just a few choice dishes a single page. There's Sali, Curry, Masala and Biryani in Mutton and Chicken; Kheema, Brain, Eggs, and combinations thereof, cutlets in gravy, and a few Veg dishes, for appearance sake. On Sundays, you can have Dhansak, maybe on your way to the races in the season.
Pune may have changed but heritage institutions like Dorabjee still preserve the flavour of yesteryear Pune.
I spoon some Biryani onto my tongue, seal my lips, close my eyes, turn my senses inwards with full consciousness to imbibe and savour the unique medley of juices released by the succulent piece of mutton, the bitterish-sweet taste of the slightly burnt crisp fried onions, and the spicy flavoursome rice. It is superlative delicious authentic cuisine at its best. Dorabjee serves the best heritage mutton biryani in Pune – no doubt about it. [Blue Nile and Good Luck are nearly as good].
The fervent atmosphere of the place and exquisite quality of the food is such that one eats enthusiastically, with wholehearted zest and gusto; not apologetically and self-consciously, as one tends to do, trying to be prim and proper, in highfalutin restaurants.
At Dorabjee, you can enjoy every morsel of your food with passionate ardour.
And as I reach blissful satiety I realize that a well-filled stomach radiates a kind of spiritual happiness.
The Art of Leisure
The ideal way to end this rich spicy repast is to cool it off with a Falooda.
So I walk down Sachapir Street, cross Main Street, and head for Badshah on East Street to down a deliciously sweet and chilled Rose flavored Royal Falooda.
And then to Kayani, down East Street, to pick up some Shrewsbury Biscuits and Chocolate Walnut Cake.
I stand outside Kayani, wondering what to do. Maybe I can go to Manney’s and browse some more. If Landmark has got the ambiance, Manney’s got the books!
And then just loiter down Main Street admiring pretty looking things, till I am tired and hungry.
Maybe I will have some sandwiches, a roll and cold coffee at Marzorin. Or pastries and a softy at Pasteurs.
Or a Burger at Burger King, or a Chopsuey at East End, down East Street.
Maybe Kathi Rolls at Olympia, Chicken Masala at George, Chana Bhatura at Monafood, Sev Barfi at Bhavnagri, Wafers at Budhani, or Sizzlers at The Place next to Manneys, or one more Biryani at Blue Nile near the GPO.
The possibilities are endless!
Or should I see the movie at Victory opposite, or at West End nearby?
Maybe I'll jump into the first bus I see and let it take me wherever it goes.
How about going for a long walk on Laxmi road into the heart of town?
Or an idyll beside the river in Bund Garden, or Saras Baug, or Sambhaji Park?
Or maybe I will just head home.
Oh, yes indeed, the possibilities are truly endless!
I am free to do whatever I choose to do!
I can loaf to my heart's content!
To continue to spend a perfectly useless day in a perfectly useless manner!
Relish moments of perfect leisure.
You can take my word for it, dear reader.
There is nothing you will enjoy more than loafing.
It is only when you cease to do the things you have to do, and do the things you like to do, and you want to do, that you achieve the highest value of your time.
The freedom to enjoy life is the ultimate reward.
Why should you defer happiness waiting for some elusive abstract rewards?
What reward could be greater than a life enjoyed as it is lived?
If you do not find happiness as you are, where you are, here and now, you will never find it.
There is always plenty in life right now to enjoy for one who is determined to enjoy it.
The feast of life is before you.
Do you have the appetite to enjoy the feast of life?
So my dear friend, discover the art of loafing, and you will redeem the art of living from the business of living.
The Art of Travelling, The Art of Happiness, The Art of Eating, The Art of Living, The Art of Loafing, The Art of Leisure - all inextricably intertwined, isn’t it?
Dear Reader, do tell us about your glorious carefree leisurely loafing experiences in your favourite city too!
I’ll end with a recap on how to realize the highest value of your time: “It is only when you cease to do the things you have to do, and do the things you like to do and you want to do, that you achieve the highest value of your time”
Liked this article?
Want to read more such musings, recipes and go on food-walks with me?
Do you have an Appetite for a Stroll?
Dear Reader, why don't you get a copy of Appetite for a Stroll by just clicking the links below?
http://www.indiaplaza.in/finalpage.aspx?storename=books&sku=97
http://www.flipkart.com/appetite-stroll-vikram-karve/8190690094-gw23f9
http://books.sulekha.com/book/appetite-for-a-stroll/default.htm
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
vikramkarve@sify.com
Pune Travels
Wednesday, June 17, 2009
ITCHY FEET HUNGRY STOMACH CURIOUS MIND
APPETITE FOR A STROLL
A Glorious Day in Pune
By
VIKRAM KARVE
Musings on the Art of Leisure from my delicious Foodie Adventures Book Appetite for a Stroll
Art of Loafing
Please tell me, Dear Reader: What is loafing?
Idling away your time on useless things?
Aimless Loitering?
Loitering! Sounds a bit derogatory, isn't it?
Okay let’s say it is aimless wandering – Perfectly useless time spent in a perfectly useless manner!
Yes. That’s how I would like to define the art of loafing - spending perfectly useless time in a perfectly useless manner!
Foodwalking
And what, Dear Reader, is foodwalking?
Loitering, or rather walking, in search of good food. Not so aimless loitering!
That's what I did once – long back. I loafed in Pune.
Foodwalked. In search of good food.
I spent a perfectly useless day in a perfectly useless manner – “Foodwalking in Pune”.
I still have fond nostalgic memories of that glorious day. Let me tell you about it.
A Glorious Day
It is a beautiful morning. I try to furtively slip out of my house unnoticed, but I am stopped in my tracks by my wife's piercing voice, "Where are you going"?
"I don’t know?" I answer truthfully, and this adroit answer probably precludes the next question she is about to ask me, "What time are you coming back?" for she knows I will again truthfully answer, "I don’t know".
It’s true – I really don’t know where I am going!
"Take the mobile with you," she shouts, but I pretend not to hear and make myself scarce and disappear as fast as possible for I do not want the manacles of technology to ruin my day.
Dear fellow loafer - If you want to truly enjoy life beware of the technology trap!
It's a bright day. I feel good.
Flush with a sense of carefree irresponsibility, I walk with a spring in my step. I am going to enjoy my leisure.
Should I turn left? Should I turn right? Should I cross the road and go straight ahead?
I am free. Free to go wherever I desire. Free to enjoy my day as I want.
True freedom – to be able to travel at will with no destination to reach, no task to complete, no deadlines to meet.
Just Loaf. Aimlessly. Timelessly. Pure Leisure.
Spend a perfectly useless day in a perfectly useless manner.
I see a bus. I stop it and hop in.
"Where do you want to go?" the conductor asks.
"Where does this bus go?" I ask.
"Pune Railway Station."
"Okay. One ticket to Pune Railway Station," I say holding out a tenner.
The conductor gives me an amused look and hands me a ticket and a rupee coin.
I sit down on a vacant window-seat.
I think interesting thoughts and enjoy the view through the window.
On these trips of mine I prefer travelling by bus and, of course, I love to walk on foot.
Driving my car on the terrible potholed, crowded and chaotic roads in the terrible traffic of Pune makes me go crazy, and, at my age, I dare not venture out too far on my scooter, lest I land up with broken bones in hospital or, worse, lifeless in Vaikunth or Kailas crematoriums!
That's what I sometimes do on these glorious trips of mine. Just jump into the first bus that comes along and let it take you wherever it goes.
Just go where life leads you.
Last time I landed up in the heart of Pune near Shaniwar Wada.
In Mumbai, Kolkata, Chennai, Bangalore and Delhi loafing is even more exciting, as there are so many more routes and choices, trains, buses, walks, and you can serendipitously explore so many novel and exotic places you would not dream of going to in normal course.
The bus reaches the Pune Railway Station. It’s been a smooth ride.
Anonymity
I get down and admire the magnificent heritage stone building of Pune Railway Station. I stand in the porch and look inside. Trains, crowds, announcements, horns, cacophony, and chaos – I love the “railway” atmosphere.
On impulse, I enter, and stroll on the platform, panning my gaze all over, and stopping once in a while to feast my eyes on any attractive object that arrests my attention.
"Want a seat?" a porter asks.
"No," I say.
"Where are you going?" he pursues.
"Nowhere," I say.
"Waiting for someone," he asks, probably in anticipation of porterage.
"No," I say.
He stares at me for a moment and walks off with a look of perplexed dejection.
I look around. Everyone is waiting to go somewhere, or for someone. I am waiting to go nowhere, and for nobody.
So I walk out of the station and head for Shiv Kailash Milk Bar bang opposite on the other side of the road.
If you arrive at Pune by train on a hot morning, never make the blunder of heading for the rickshaw stand. You'll get all stressed up waiting in the never-ending queue and haggling with the rickshawallas trying to con you.
Just cross the road to Shiv Kailash, sit under the shade on one of the stainless steel stools placed on the pavement, invigorate yourself with a tall glass of cool refreshing lassi (which is guaranteed to banish the depleting effects of the tiresome train journey) and tell the waiter to hail a rickshaw from the many hanging around.
This is what I have been doing for so many years, during my numerous homecomings, since the days when Pune was called Poona.
Shiv Kailash serves the best lassi in Pune. It’s almost as good as the one at Pehelwan at the end on Lanka near BHU in Varanasi. The lassi freshly made in front of you topped off with a generous dollop of soft fresh cream. The sumptuous fulfilling soothing lassi is thick, lip-smacking, nourishing, and gives me a heavenly feeling.
I sip slowly, relishing every mouthful, almost eating the delectable fluid after letting it perambulate on my tongue, as I watch the world go about its business outside.
People come in a jiffy; gulp their glasses of lassi down the hatch in a hurry, and rush away, while I blissfully savour each and every drop of the delicious creamy lassi.
I walk leisurely towards Camp. Past Mira College, GPO, Zero Milestone, Police Headquarters, Nehru Memorial Hall, where I cross the Moledina Road admiring the imposing Lal Deval Synagogue, and turn left, past the place imperial Dorabjee Store Building used to be once. Now there is a huge shopping complex and a glitzy mall opposite. I reminisce. West End, New Empire, all the adorable landmarks gone.
Now there are Malls and modern places like Landmark. Landmark – you know it don’t you?
Landmark is Pune’s swanky new music-cum-book store. Like Crossword – giving competition to the grand old Manney’s, International, Popular, TBS and the bookshops at Appa Balwant Chowk.
I walk in. The place is swarming with chic salesgirls and sales-boys. No one pays any attention to me. Maybe I blend well with the surroundings.
I realize the tremendous advantages of obscurity and the benefits of anonymity.
Had I been a successful person, rich and famous, or someone with a striking personality, people would notice me and I doubt I would have been able to enjoy myself with such carefree abandon.
Only non-achievers like me can truly enjoy a life of carefree irresponsibility and the unadulterated joys of genuine leisure.
I roam around the ground floor music section. There are no music stations where you can listen to music like they have in Rhythm House and Planet-M in Mumbai. So I go the first floor bookstore. It’s spacious, neatly laid-out and looks impressive.
Browsing
The books are arranged subject-wise, clearly visible from anywhere. There are cushioned stools to sit and browse and also two long sofas below the huge tinted windows towards the far side.
I start from the left side. Food, Philosophy, Self-Help, Travel, Coffee Table, Erotica, Classics, Fiction, Computers, Children, Indian Writing there are books on every topic you can think of.
The tranquil ambiance is so soothing and conducive that I browse to my hearts content, loosing myself into that wonderful state of timelessness I experience sometimes when I am totally immersed into doing something I love.
By the time I leave Landmark, cerebrally satiated, it is almost three in the afternoon, I am hungry, and in desperate need of gastronomic satiation. So I walk past Manney’s, West End, turn right on Main Street, cross Aurora Towers, turn right, walk past ABN Amro Bank, and turn left on Dastur Meher Road, a walk leisurely towards Sarbatwala Chowk till I reach Dorabjee and Sons.
A Leisurely Meal
I dive in through the low entrance and look around. The eatery is crowded, with noisy families bashing away regardless greedily devouring the heaps food before them. The mouth-watering aroma, and the sight of the appetizing food, creates in me such ravenous pangs of hunger that I quickly sit on the only vacant table and order a Mutton Biryani the signature dish of Dorabjee.
As is the hallmark of specialty cuisine restaurants the menu is select just a few choice dishes a single page. There's Sali, Curry, Masala and Biryani in Mutton and Chicken; Kheema, Brain, Eggs, and combinations thereof, cutlets in gravy, and a few Veg dishes, for appearance sake. On Sundays, you can have Dhansak, maybe on your way to the races in the season.
Pune may have changed but heritage institutions like Dorabjee still preserve the flavour of yesteryear Pune.
I spoon some Biryani onto my tongue, seal my lips, close my eyes, turn my senses inwards with full consciousness to imbibe and savour the unique medley of juices released by the succulent piece of mutton, the bitterish-sweet taste of the slightly burnt crisp fried onions, and the spicy flavoursome rice. It is superlative delicious authentic cuisine at its best. Dorabjee serves the best heritage mutton biryani in Pune – no doubt about it. [Blue Nile and Good Luck are nearly as good].
The fervent atmosphere of the place and exquisite quality of the food is such that one eats enthusiastically, with wholehearted zest and gusto; not apologetically and self-consciously, as one tends to do, trying to be prim and proper, in highfalutin restaurants.
At Dorabjee, you can enjoy every morsel of your food with passionate ardour.
And as I reach blissful satiety I realize that a well-filled stomach radiates a kind of spiritual happiness.
The Art of Leisure
The ideal way to end this rich spicy repast is to cool it off with a Falooda.
So I walk down Sachapir Street, cross Main Street, and head for Badshah on East Street to down a deliciously sweet and chilled Rose flavored Royal Falooda.
And then to Kayani, down East Street, to pick up some Shrewsbury Biscuits and Chocolate Walnut Cake.
I stand outside Kayani, wondering what to do. Maybe I can go to Manney’s and browse some more. If Landmark has got the ambiance, Manney’s got the books!
And then just loiter down Main Street admiring pretty looking things, till I am tired and hungry.
Maybe I will have some sandwiches, a roll and cold coffee at Marzorin. Or pastries and a softy at Pasteurs.
Or a Burger at Burger King, or a Chopsuey at East End, down East Street.
Maybe Kathi Rolls at Olympia, Chicken Masala at George, Chana Bhatura at Monafood, Sev Barfi at Bhavnagri, Wafers at Budhani, or Sizzlers at The Place next to Manneys, or one more Biryani at Blue Nile near the GPO.
The possibilities are endless!
Or should I see the movie at Victory opposite, or at West End nearby?
Maybe I'll jump into the first bus I see and let it take me wherever it goes.
How about going for a long walk on Laxmi road into the heart of town?
Or an idyll beside the river in Bund Garden, or Saras Baug, or Sambhaji Park?
Or maybe I will just head home.
Oh, yes indeed, the possibilities are truly endless!
I am free to do whatever I choose to do!
I can loaf to my heart's content!
To continue to spend a perfectly useless day in a perfectly useless manner!
Relish moments of perfect leisure.
You can take my word for it, dear reader.
There is nothing you will enjoy more than loafing.
It is only when you cease to do the things you have to do, and do the things you like to do, and you want to do, that you achieve the highest value of your time.
The freedom to enjoy life is the ultimate reward.
Why should you defer happiness waiting for some elusive abstract rewards?
What reward could be greater than a life enjoyed as it is lived?
If you do not find happiness as you are, where you are, here and now, you will never find it.
There is always plenty in life right now to enjoy for one who is determined to enjoy it.
The feast of life is before you.
Do you have the appetite to enjoy the feast of life?
So my dear friend, discover the art of loafing, and you will redeem the art of living from the business of living.
The Art of Travelling, The Art of Happiness, The Art of Eating, The Art of Living, The Art of Loafing, The Art of Leisure - all inextricably intertwined, isn’t it?
Dear Reader, do tell us about your glorious carefree leisurely loafing experiences in your favourite city too!
I’ll end with a recap on how to realize the highest value of your time: “It is only when you cease to do the things you have to do, and do the things you like to do and you want to do, that you achieve the highest value of your time”
Liked this article?
Want to read more such musings, recipes and go on food-walks with me?
Do you have an Appetite for a Stroll?
Dear Reader, why don't you get a copy of Appetite for a Stroll by just clicking the links below?
http://www.indiaplaza.in/finalpage.aspx?storename=books&sku=97
http://www.flipkart.com/appetite-stroll-vikram-karve/8190690094-gw23f9
http://books.sulekha.com/book/appetite-for-a-stroll/default.htm
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
vikramkarve@sify.com
Pune Travels
Wednesday, June 17, 2009
ITCHY FEET HUNGRY STOMACH CURIOUS MIND
APPETITE FOR A STROLL
A Glorious Day in Pune
By
VIKRAM KARVE
Musings on the Art of Leisure from my delicious Foodie Adventures Book Appetite for a Stroll
Art of Loafing
Please tell me, Dear Reader: What is loafing?
Idling away your time on useless things?
Aimless Loitering?
Loitering! Sounds a bit derogatory, isn't it?
Okay let’s say it is aimless wandering – Perfectly useless time spent in a perfectly useless manner!
Yes. That’s how I would like to define the art of loafing - spending perfectly useless time in a perfectly useless manner!
Foodwalking
And what, Dear Reader, is foodwalking?
Loitering, or rather walking, in search of good food. Not so aimless loitering!
That's what I did once – long back. I loafed in Pune.
Foodwalked. In search of good food.
I spent a perfectly useless day in a perfectly useless manner – “Foodwalking in Pune”.
I still have fond nostalgic memories of that glorious day. Let me tell you about it.
A Glorious Day
It is a beautiful morning. I try to furtively slip out of my house unnoticed, but I am stopped in my tracks by my wife's piercing voice, "Where are you going"?
"I don’t know?" I answer truthfully, and this adroit answer probably precludes the next question she is about to ask me, "What time are you coming back?" for she knows I will again truthfully answer, "I don’t know".
It’s true – I really don’t know where I am going!
"Take the mobile with you," she shouts, but I pretend not to hear and make myself scarce and disappear as fast as possible for I do not want the manacles of technology to ruin my day.
Dear fellow loafer - If you want to truly enjoy life beware of the technology trap!
It's a bright day. I feel good.
Flush with a sense of carefree irresponsibility, I walk with a spring in my step. I am going to enjoy my leisure.
Should I turn left? Should I turn right? Should I cross the road and go straight ahead?
I am free. Free to go wherever I desire. Free to enjoy my day as I want.
True freedom – to be able to travel at will with no destination to reach, no task to complete, no deadlines to meet.
Just Loaf. Aimlessly. Timelessly. Pure Leisure.
Spend a perfectly useless day in a perfectly useless manner.
I see a bus. I stop it and hop in.
"Where do you want to go?" the conductor asks.
"Where does this bus go?" I ask.
"Pune Railway Station."
"Okay. One ticket to Pune Railway Station," I say holding out a tenner.
The conductor gives me an amused look and hands me a ticket and a rupee coin.
I sit down on a vacant window-seat.
I think interesting thoughts and enjoy the view through the window.
On these trips of mine I prefer travelling by bus and, of course, I love to walk on foot.
Driving my car on the terrible potholed, crowded and chaotic roads in the terrible traffic of Pune makes me go crazy, and, at my age, I dare not venture out too far on my scooter, lest I land up with broken bones in hospital or, worse, lifeless in Vaikunth or Kailas crematoriums!
That's what I sometimes do on these glorious trips of mine. Just jump into the first bus that comes along and let it take you wherever it goes.
Just go where life leads you.
Last time I landed up in the heart of Pune near Shaniwar Wada.
In Mumbai, Kolkata, Chennai, Bangalore and Delhi loafing is even more exciting, as there are so many more routes and choices, trains, buses, walks, and you can serendipitously explore so many novel and exotic places you would not dream of going to in normal course.
The bus reaches the Pune Railway Station. It’s been a smooth ride.
Anonymity
I get down and admire the magnificent heritage stone building of Pune Railway Station. I stand in the porch and look inside. Trains, crowds, announcements, horns, cacophony, and chaos – I love the “railway” atmosphere.
On impulse, I enter, and stroll on the platform, panning my gaze all over, and stopping once in a while to feast my eyes on any attractive object that arrests my attention.
"Want a seat?" a porter asks.
"No," I say.
"Where are you going?" he pursues.
"Nowhere," I say.
"Waiting for someone," he asks, probably in anticipation of porterage.
"No," I say.
He stares at me for a moment and walks off with a look of perplexed dejection.
I look around. Everyone is waiting to go somewhere, or for someone. I am waiting to go nowhere, and for nobody.
So I walk out of the station and head for Shiv Kailash Milk Bar bang opposite on the other side of the road.
If you arrive at Pune by train on a hot morning, never make the blunder of heading for the rickshaw stand. You'll get all stressed up waiting in the never-ending queue and haggling with the rickshawallas trying to con you.
Just cross the road to Shiv Kailash, sit under the shade on one of the stainless steel stools placed on the pavement, invigorate yourself with a tall glass of cool refreshing lassi (which is guaranteed to banish the depleting effects of the tiresome train journey) and tell the waiter to hail a rickshaw from the many hanging around.
This is what I have been doing for so many years, during my numerous homecomings, since the days when Pune was called Poona.
Shiv Kailash serves the best lassi in Pune. It’s almost as good as the one at Pehelwan at the end on Lanka near BHU in Varanasi. The lassi freshly made in front of you topped off with a generous dollop of soft fresh cream. The sumptuous fulfilling soothing lassi is thick, lip-smacking, nourishing, and gives me a heavenly feeling.
I sip slowly, relishing every mouthful, almost eating the delectable fluid after letting it perambulate on my tongue, as I watch the world go about its business outside.
People come in a jiffy; gulp their glasses of lassi down the hatch in a hurry, and rush away, while I blissfully savour each and every drop of the delicious creamy lassi.
I walk leisurely towards Camp. Past Mira College, GPO, Zero Milestone, Police Headquarters, Nehru Memorial Hall, where I cross the Moledina Road admiring the imposing Lal Deval Synagogue, and turn left, past the place imperial Dorabjee Store Building used to be once. Now there is a huge shopping complex and a glitzy mall opposite. I reminisce. West End, New Empire, all the adorable landmarks gone.
Now there are Malls and modern places like Landmark. Landmark – you know it don’t you?
Landmark is Pune’s swanky new music-cum-book store. Like Crossword – giving competition to the grand old Manney’s, International, Popular, TBS and the bookshops at Appa Balwant Chowk.
I walk in. The place is swarming with chic salesgirls and sales-boys. No one pays any attention to me. Maybe I blend well with the surroundings.
I realize the tremendous advantages of obscurity and the benefits of anonymity.
Had I been a successful person, rich and famous, or someone with a striking personality, people would notice me and I doubt I would have been able to enjoy myself with such carefree abandon.
Only non-achievers like me can truly enjoy a life of carefree irresponsibility and the unadulterated joys of genuine leisure.
I roam around the ground floor music section. There are no music stations where you can listen to music like they have in Rhythm House and Planet-M in Mumbai. So I go the first floor bookstore. It’s spacious, neatly laid-out and looks impressive.
Browsing
The books are arranged subject-wise, clearly visible from anywhere. There are cushioned stools to sit and browse and also two long sofas below the huge tinted windows towards the far side.
I start from the left side. Food, Philosophy, Self-Help, Travel, Coffee Table, Erotica, Classics, Fiction, Computers, Children, Indian Writing there are books on every topic you can think of.
The tranquil ambiance is so soothing and conducive that I browse to my hearts content, loosing myself into that wonderful state of timelessness I experience sometimes when I am totally immersed into doing something I love.
By the time I leave Landmark, cerebrally satiated, it is almost three in the afternoon, I am hungry, and in desperate need of gastronomic satiation. So I walk past Manney’s, West End, turn right on Main Street, cross Aurora Towers, turn right, walk past ABN Amro Bank, and turn left on Dastur Meher Road, a walk leisurely towards Sarbatwala Chowk till I reach Dorabjee and Sons.
A Leisurely Meal
I dive in through the low entrance and look around. The eatery is crowded, with noisy families bashing away regardless greedily devouring the heaps food before them. The mouth-watering aroma, and the sight of the appetizing food, creates in me such ravenous pangs of hunger that I quickly sit on the only vacant table and order a Mutton Biryani the signature dish of Dorabjee.
As is the hallmark of specialty cuisine restaurants the menu is select just a few choice dishes a single page. There's Sali, Curry, Masala and Biryani in Mutton and Chicken; Kheema, Brain, Eggs, and combinations thereof, cutlets in gravy, and a few Veg dishes, for appearance sake. On Sundays, you can have Dhansak, maybe on your way to the races in the season.
Pune may have changed but heritage institutions like Dorabjee still preserve the flavour of yesteryear Pune.
I spoon some Biryani onto my tongue, seal my lips, close my eyes, turn my senses inwards with full consciousness to imbibe and savour the unique medley of juices released by the succulent piece of mutton, the bitterish-sweet taste of the slightly burnt crisp fried onions, and the spicy flavoursome rice. It is superlative delicious authentic cuisine at its best. Dorabjee serves the best heritage mutton biryani in Pune – no doubt about it. [Blue Nile and Good Luck are nearly as good].
The fervent atmosphere of the place and exquisite quality of the food is such that one eats enthusiastically, with wholehearted zest and gusto; not apologetically and self-consciously, as one tends to do, trying to be prim and proper, in highfalutin restaurants.
At Dorabjee, you can enjoy every morsel of your food with passionate ardour.
And as I reach blissful satiety I realize that a well-filled stomach radiates a kind of spiritual happiness.
The Art of Leisure
The ideal way to end this rich spicy repast is to cool it off with a Falooda.
So I walk down Sachapir Street, cross Main Street, and head for Badshah on East Street to down a deliciously sweet and chilled Rose flavored Royal Falooda.
And then to Kayani, down East Street, to pick up some Shrewsbury Biscuits and Chocolate Walnut Cake.
I stand outside Kayani, wondering what to do. Maybe I can go to Manney’s and browse some more. If Landmark has got the ambiance, Manney’s got the books!
And then just loiter down Main Street admiring pretty looking things, till I am tired and hungry.
Maybe I will have some sandwiches, a roll and cold coffee at Marzorin. Or pastries and a softy at Pasteurs.
Or a Burger at Burger King, or a Chopsuey at East End, down East Street.
Maybe Kathi Rolls at Olympia, Chicken Masala at George, Chana Bhatura at Monafood, Sev Barfi at Bhavnagri, Wafers at Budhani, or Sizzlers at The Place next to Manneys, or one more Biryani at Blue Nile near the GPO.
The possibilities are endless!
Or should I see the movie at Victory opposite, or at West End nearby?
Maybe I'll jump into the first bus I see and let it take me wherever it goes.
How about going for a long walk on Laxmi road into the heart of town?
Or an idyll beside the river in Bund Garden, or Saras Baug, or Sambhaji Park?
Or maybe I will just head home.
Oh, yes indeed, the possibilities are truly endless!
I am free to do whatever I choose to do!
I can loaf to my heart's content!
To continue to spend a perfectly useless day in a perfectly useless manner!
Relish moments of perfect leisure.
You can take my word for it, dear reader.
There is nothing you will enjoy more than loafing.
It is only when you cease to do the things you have to do, and do the things you like to do, and you want to do, that you achieve the highest value of your time.
The freedom to enjoy life is the ultimate reward.
Why should you defer happiness waiting for some elusive abstract rewards?
What reward could be greater than a life enjoyed as it is lived?
If you do not find happiness as you are, where you are, here and now, you will never find it.
There is always plenty in life right now to enjoy for one who is determined to enjoy it.
The feast of life is before you.
Do you have the appetite to enjoy the feast of life?
So my dear friend, discover the art of loafing, and you will redeem the art of living from the business of living.
The Art of Travelling, The Art of Happiness, The Art of Eating, The Art of Living, The Art of Loafing, The Art of Leisure - all inextricably intertwined, isn’t it?
Dear Reader, do tell us about your glorious carefree leisurely loafing experiences in your favourite city too!
I’ll end with a recap on how to realize the highest value of your time: “It is only when you cease to do the things you have to do, and do the things you like to do and you want to do, that you achieve the highest value of your time”
Liked this article?
Want to read more such musings, recipes and go on food-walks with me?
Do you have an Appetite for a Stroll?
Dear Reader, why don't you get a copy of Appetite for a Stroll by just clicking the links below?
http://www.indiaplaza.in/finalpage.aspx?storename=books&sku=97
http://www.flipkart.com/appetite-stroll-vikram-karve/8190690094-gw23f9
http://books.sulekha.com/book/appetite-for-a-stroll/default.htm
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
vikramkarve@sify.com
Pune Travels
Wednesday, June 17, 2009
ITCHY FEET HUNGRY STOMACH CURIOUS MIND
APPETITE FOR A STROLL
A Glorious Day in Pune
By
VIKRAM KARVE
Musings on the Art of Leisure from my delicious Foodie Adventures Book Appetite for a Stroll
Art of Loafing
Please tell me, Dear Reader: What is loafing?
Idling away your time on useless things?
Aimless Loitering?
Loitering! Sounds a bit derogatory, isn't it?
Okay let’s say it is aimless wandering – Perfectly useless time spent in a perfectly useless manner!
Yes. That’s how I would like to define the art of loafing - spending perfectly useless time in a perfectly useless manner!
Foodwalking
And what, Dear Reader, is foodwalking?
Loitering, or rather walking, in search of good food. Not so aimless loitering!
That's what I did once – long back. I loafed in Pune.
Foodwalked. In search of good food.
I spent a perfectly useless day in a perfectly useless manner – “Foodwalking in Pune”.
I still have fond nostalgic memories of that glorious day. Let me tell you about it.
A Glorious Day
It is a beautiful morning. I try to furtively slip out of my house unnoticed, but I am stopped in my tracks by my wife's piercing voice, "Where are you going"?
"I don’t know?" I answer truthfully, and this adroit answer probably precludes the next question she is about to ask me, "What time are you coming back?" for she knows I will again truthfully answer, "I don’t know".
It’s true – I really don’t know where I am going!
"Take the mobile with you," she shouts, but I pretend not to hear and make myself scarce and disappear as fast as possible for I do not want the manacles of technology to ruin my day.
Dear fellow loafer - If you want to truly enjoy life beware of the technology trap!
It's a bright day. I feel good.
Flush with a sense of carefree irresponsibility, I walk with a spring in my step. I am going to enjoy my leisure.
Should I turn left? Should I turn right? Should I cross the road and go straight ahead?
I am free. Free to go wherever I desire. Free to enjoy my day as I want.
True freedom – to be able to travel at will with no destination to reach, no task to complete, no deadlines to meet.
Just Loaf. Aimlessly. Timelessly. Pure Leisure.
Spend a perfectly useless day in a perfectly useless manner.
I see a bus. I stop it and hop in.
"Where do you want to go?" the conductor asks.
"Where does this bus go?" I ask.
"Pune Railway Station."
"Okay. One ticket to Pune Railway Station," I say holding out a tenner.
The conductor gives me an amused look and hands me a ticket and a rupee coin.
I sit down on a vacant window-seat.
I think interesting thoughts and enjoy the view through the window.
On these trips of mine I prefer travelling by bus and, of course, I love to walk on foot.
Driving my car on the terrible potholed, crowded and chaotic roads in the terrible traffic of Pune makes me go crazy, and, at my age, I dare not venture out too far on my scooter, lest I land up with broken bones in hospital or, worse, lifeless in Vaikunth or Kailas crematoriums!
That's what I sometimes do on these glorious trips of mine. Just jump into the first bus that comes along and let it take you wherever it goes.
Just go where life leads you.
Last time I landed up in the heart of Pune near Shaniwar Wada.
In Mumbai, Kolkata, Chennai, Bangalore and Delhi loafing is even more exciting, as there are so many more routes and choices, trains, buses, walks, and you can serendipitously explore so many novel and exotic places you would not dream of going to in normal course.
The bus reaches the Pune Railway Station. It’s been a smooth ride.
Anonymity
I get down and admire the magnificent heritage stone building of Pune Railway Station. I stand in the porch and look inside. Trains, crowds, announcements, horns, cacophony, and chaos – I love the “railway” atmosphere.
On impulse, I enter, and stroll on the platform, panning my gaze all over, and stopping once in a while to feast my eyes on any attractive object that arrests my attention.
"Want a seat?" a porter asks.
"No," I say.
"Where are you going?" he pursues.
"Nowhere," I say.
"Waiting for someone," he asks, probably in anticipation of porterage.
"No," I say.
He stares at me for a moment and walks off with a look of perplexed dejection.
I look around. Everyone is waiting to go somewhere, or for someone. I am waiting to go nowhere, and for nobody.
So I walk out of the station and head for Shiv Kailash Milk Bar bang opposite on the other side of the road.
If you arrive at Pune by train on a hot morning, never make the blunder of heading for the rickshaw stand. You'll get all stressed up waiting in the never-ending queue and haggling with the rickshawallas trying to con you.
Just cross the road to Shiv Kailash, sit under the shade on one of the stainless steel stools placed on the pavement, invigorate yourself with a tall glass of cool refreshing lassi (which is guaranteed to banish the depleting effects of the tiresome train journey) and tell the waiter to hail a rickshaw from the many hanging around.
This is what I have been doing for so many years, during my numerous homecomings, since the days when Pune was called Poona.
Shiv Kailash serves the best lassi in Pune. It’s almost as good as the one at Pehelwan at the end on Lanka near BHU in Varanasi. The lassi freshly made in front of you topped off with a generous dollop of soft fresh cream. The sumptuous fulfilling soothing lassi is thick, lip-smacking, nourishing, and gives me a heavenly feeling.
I sip slowly, relishing every mouthful, almost eating the delectable fluid after letting it perambulate on my tongue, as I watch the world go about its business outside.
People come in a jiffy; gulp their glasses of lassi down the hatch in a hurry, and rush away, while I blissfully savour each and every drop of the delicious creamy lassi.
I walk leisurely towards Camp. Past Mira College, GPO, Zero Milestone, Police Headquarters, Nehru Memorial Hall, where I cross the Moledina Road admiring the imposing Lal Deval Synagogue, and turn left, past the place imperial Dorabjee Store Building used to be once. Now there is a huge shopping complex and a glitzy mall opposite. I reminisce. West End, New Empire, all the adorable landmarks gone.
Now there are Malls and modern places like Landmark. Landmark – you know it don’t you?
Landmark is Pune’s swanky new music-cum-book store. Like Crossword – giving competition to the grand old Manney’s, International, Popular, TBS and the bookshops at Appa Balwant Chowk.
I walk in. The place is swarming with chic salesgirls and sales-boys. No one pays any attention to me. Maybe I blend well with the surroundings.
I realize the tremendous advantages of obscurity and the benefits of anonymity.
Had I been a successful person, rich and famous, or someone with a striking personality, people would notice me and I doubt I would have been able to enjoy myself with such carefree abandon.
Only non-achievers like me can truly enjoy a life of carefree irresponsibility and the unadulterated joys of genuine leisure.
I roam around the ground floor music section. There are no music stations where you can listen to music like they have in Rhythm House and Planet-M in Mumbai. So I go the first floor bookstore. It’s spacious, neatly laid-out and looks impressive.
Browsing
The books are arranged subject-wise, clearly visible from anywhere. There are cushioned stools to sit and browse and also two long sofas below the huge tinted windows towards the far side.
I start from the left side. Food, Philosophy, Self-Help, Travel, Coffee Table, Erotica, Classics, Fiction, Computers, Children, Indian Writing there are books on every topic you can think of.
The tranquil ambiance is so soothing and conducive that I browse to my hearts content, loosing myself into that wonderful state of timelessness I experience sometimes when I am totally immersed into doing something I love.
By the time I leave Landmark, cerebrally satiated, it is almost three in the afternoon, I am hungry, and in desperate need of gastronomic satiation. So I walk past Manney’s, West End, turn right on Main Street, cross Aurora Towers, turn right, walk past ABN Amro Bank, and turn left on Dastur Meher Road, a walk leisurely towards Sarbatwala Chowk till I reach Dorabjee and Sons.
A Leisurely Meal
I dive in through the low entrance and look around. The eatery is crowded, with noisy families bashing away regardless greedily devouring the heaps food before them. The mouth-watering aroma, and the sight of the appetizing food, creates in me such ravenous pangs of hunger that I quickly sit on the only vacant table and order a Mutton Biryani the signature dish of Dorabjee.
As is the hallmark of specialty cuisine restaurants the menu is select just a few choice dishes a single page. There's Sali, Curry, Masala and Biryani in Mutton and Chicken; Kheema, Brain, Eggs, and combinations thereof, cutlets in gravy, and a few Veg dishes, for appearance sake. On Sundays, you can have Dhansak, maybe on your way to the races in the season.
Pune may have changed but heritage institutions like Dorabjee still preserve the flavour of yesteryear Pune.
I spoon some Biryani onto my tongue, seal my lips, close my eyes, turn my senses inwards with full consciousness to imbibe and savour the unique medley of juices released by the succulent piece of mutton, the bitterish-sweet taste of the slightly burnt crisp fried onions, and the spicy flavoursome rice. It is superlative delicious authentic cuisine at its best. Dorabjee serves the best heritage mutton biryani in Pune – no doubt about it. [Blue Nile and Good Luck are nearly as good].
The fervent atmosphere of the place and exquisite quality of the food is such that one eats enthusiastically, with wholehearted zest and gusto; not apologetically and self-consciously, as one tends to do, trying to be prim and proper, in highfalutin restaurants.
At Dorabjee, you can enjoy every morsel of your food with passionate ardour.
And as I reach blissful satiety I realize that a well-filled stomach radiates a kind of spiritual happiness.
The Art of Leisure
The ideal way to end this rich spicy repast is to cool it off with a Falooda.
So I walk down Sachapir Street, cross Main Street, and head for Badshah on East Street to down a deliciously sweet and chilled Rose flavored Royal Falooda.
And then to Kayani, down East Street, to pick up some Shrewsbury Biscuits and Chocolate Walnut Cake.
I stand outside Kayani, wondering what to do. Maybe I can go to Manney’s and browse some more. If Landmark has got the ambiance, Manney’s got the books!
And then just loiter down Main Street admiring pretty looking things, till I am tired and hungry.
Maybe I will have some sandwiches, a roll and cold coffee at Marzorin. Or pastries and a softy at Pasteurs.
Or a Burger at Burger King, or a Chopsuey at East End, down East Street.
Maybe Kathi Rolls at Olympia, Chicken Masala at George, Chana Bhatura at Monafood, Sev Barfi at Bhavnagri, Wafers at Budhani, or Sizzlers at The Place next to Manneys, or one more Biryani at Blue Nile near the GPO.
The possibilities are endless!
Or should I see the movie at Victory opposite, or at West End nearby?
Maybe I'll jump into the first bus I see and let it take me wherever it goes.
How about going for a long walk on Laxmi road into the heart of town?
Or an idyll beside the river in Bund Garden, or Saras Baug, or Sambhaji Park?
Or maybe I will just head home.
Oh, yes indeed, the possibilities are truly endless!
I am free to do whatever I choose to do!
I can loaf to my heart's content!
To continue to spend a perfectly useless day in a perfectly useless manner!
Relish moments of perfect leisure.
You can take my word for it, dear reader.
There is nothing you will enjoy more than loafing.
It is only when you cease to do the things you have to do, and do the things you like to do, and you want to do, that you achieve the highest value of your time.
The freedom to enjoy life is the ultimate reward.
Why should you defer happiness waiting for some elusive abstract rewards?
What reward could be greater than a life enjoyed as it is lived?
If you do not find happiness as you are, where you are, here and now, you will never find it.
There is always plenty in life right now to enjoy for one who is determined to enjoy it.
The feast of life is before you.
Do you have the appetite to enjoy the feast of life?
So my dear friend, discover the art of loafing, and you will redeem the art of living from the business of living.
The Art of Travelling, The Art of Happiness, The Art of Eating, The Art of Living, The Art of Loafing, The Art of Leisure - all inextricably intertwined, isn’t it?
Dear Reader, do tell us about your glorious carefree leisurely loafing experiences in your favourite city too!
I’ll end with a recap on how to realize the highest value of your time: “It is only when you cease to do the things you have to do, and do the things you like to do and you want to do, that you achieve the highest value of your time”
Liked this article?
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VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
vikramkarve@sify.com
GROUPTHINK and CONFLICT MANAGEMENT
Tuesday, June 16, 2009
GROUPTHINK
By
VIKRAM KARVE
Tradition has it that conflict is bad; it is something to be avoided.
The culture of many organizations implies explicitly or implicitly that conflict should be suppressed and eliminated. It is common for managers to perceive intra-organizational conflict as being dysfunctional for the achievement of organizational goals. Most of us still cling to the idea that good managers resolve conflict.
Current thinking disputes this view. In the absence of conflicting opinions, harmonious tranquil work groups are prone to becoming static, apathetic and unresponsive to pressures for change and innovation. They also risk the danger of becoming so self-satisfied, that dissenting views – which may offer important alternative information – are totally shut out. In short, they fall victims to a syndrome called “GROUPTHINK”
In a study of public policy decision fiascos, I.L Janis identified “GROUPTHINK” as a major cause of poor decision making. As he describes it, ‘groupthink’ occurs when decision makers who work closely together develop a high degree of solidarity that clouds their vision, leading them to suppress conflicting views and negative feelings about proposals, consciously or unconsciously.
A manifestation of the groupthink phenomenon is the staggering irrationality which can beset the thinking of the otherwise highly competent, intelligent, conscientious individuals when they begin acting as a group or team.
EFFECT AND SYMPTOMS OF GROUPTHINK
The net effect on the group is that it overestimates its power and morality, it creates pressures for uniformity and conformance, and its members become close-minded, living in ivory towers. Some manifestations are the illusions of invulnerability and the encouragement to take great risks and to ignore the ethical or moral aspects of their decisions and actions.
This author has witnessed close-mindedness on the part of several managers which then permeated their teams. One project manager took this to the extreme and in effect defined his environment as consisting of two kinds of people, either “friends” or “enemies” – The “you are either for me or you are against me” syndrome.
The friends were people who completely agreed with his favoured solutions and supported his project. All others were enemies.
Soon his entire project team was echoing similar sentiments having fallen victim to “GROUPTHINK”, resulting in unbending positions, heated arguments and subsequent lack of respect for anyone who disagreed with them; the ultimate consequences can easily be guessed.
The symptoms of groupthink include:
(i) An illusion of invulnerability that becomes shared by most members of the group.
(ii) Collective attempts to ignore or rationalize away items of information which might otherwise lead the group to reconsider shaky but cherished assumptions.
(iii) An unquestioned belief in the group’s inherent morality, thus enabling members to overlook the ethical consequences of their decisions.
(iv) Stereotyping the dissenters as either too evil for negotiation or too stupid and feeble to merit consideration.
(v) A shared illusion of unanimity in a majority viewpoint, augmented by the false assumption that silence means consent.
(vi) Self-appointed “mind-guards” to protect the group from adverse information that might shatter complacency about the effectiveness and morality of their decision.
Not very surprisingly it has been suggested that individuals most susceptible to groupthink will tend to be people fearful of disapproval and rejection. Conversely, an outspoken individualist who freely airs his views and opinions, if trapped in a groupthink situation, runs the risk of being ejected by his colleagues if he fails to hold his tongue.
GROUPTHINK SITUATIONS
THE DOMINANT LEADER
Firstly, because the CEO [or the “Boss”] dispenses all favours, his biggest problem is to avoid being treated like God. Secondly, the “Boss” must avoid thinking that he is God.
Indeed, in many organizations, it is not easy to contradict or argue too vigorously with the boss.
Even when managers feel that they know more than a superior, they may suppress doubts because of career considerations.
Fear, respect for authority, and even admiration may make sceptics hesitate when confronted with a confident CEO or dominating superior. This is less of a problem if the leader acts in the organization’s interests, possesses requisite soft skills, and has strong ethics and cognitive capabilities to make decisions.
However, if a leader does not force serious questioning, he or she will sometimes make mistakes and errors of judgement. Colleagues will become “yes-men”, and groupthink will take over decision making. And the dominant CEO may not discover his or her mistakes because fearful employees withhold information.
What can lower-level managers do about the boss who has lost touch with reality and seems to be driving the organization in the wrong direction?
One can adopt three different strategies:
(i) “Exit” (Leave the organization)
(ii) “Voice” (attempt to force changes from within)
(ii) “Loyalty” (accept things the way they are)
Each individual can evaluate the risks and benefits of each strategy.
However, if the organization is really on the wrong track, true loyalty requires an attempt to communicate one’s reservations and concerns to the leader.
How can a confident, independent CEO avoid the pitfalls and temptations of absolute power? The obvious (but difficult) answer is to make sure that power is never absolute, and surround oneself with other confident, independent people, and encourage dissension and debate on every decision.
In his autobiography ‘A Soldier’s Story’ General ON Bradley has exemplified this aspect in the decision-making style of General George C Marshall, Chief of Staff of the US Army in World War II, a dominant leader who was instrumental in the Allied Victory owing to his resolute management of the entire war effort. “Gentlemen, I am disappointed in you. You haven’t yet disagreed with a single decision I have made,” he told his staff after one week in office. “When you carry a paper in here, I want you to give me every reason you can think of as to why I should not approve it. If, in spite of your objections, my decision is still to go ahead, then I’ll know I am right.”
Rather than search for views that might reinforce his own, a CEO should seek contrary opinions to avoid groupthink. Some suggest using devil’s advocates for all major decisions by assigning some individuals in all groups and teams to argue against the dominant view.
PARALLEL POWER
This is a “groupthink” situation in which individuals or groups low in the hierarchy are powerful enough to do what they want, even when contrary to organizational objectives. Such power may be based on specialized expertise or privileged access to information. Parallel power can lead to groupthink in two ways.
Firstly, senior managers may accept ideas from lower-level managers that are not necessarily in the organizational interest, either because they have insufficient information to ask the right questions, or because opposition would not seem legitimate.
Secondly, top managers may make decisions without all the necessary information because subordinates do not provide it due to vested interests arising from misplaced loyalties to a limited function, department or team, rather than to the organization as a whole.
Such situations can be mitigated by ensuring that managers rotate between different units and positions.
NATURAL UNANIMITY
When everyone in power instinctively shares the same opinion on an issue, the wise manager should be wary. Natural unanimity groupthink results in an inward-looking organization detached from its environment.
Escape from this predicament almost certainly requires a fresh perspective that can come only from outside, by hiring new managers or appointing outside consultants.
A CEO may lay overemphasis on staff – line cooperation in the belief that the easiest way to ensure implementation is to recommend only those actions that the line managers agree with. But this is not necessarily useful to an organization and may lead to mutual admiration and, ultimately, ‘natural unanimity groupthink’.
The effectiveness of staff – line dichotomy depends on maintaining a certain tension between the staff and the line managers. When the tension disappears, the staff may not be doing its job.
CONCLUSION
The key element in any strategy for avoiding groupthink is to instil checks and balances into the system. Formally, this can be achieved through cross-functional teams, staff advisers, external consultants, or procedures like “devil’s advocacy”.
Informally, managers must learn to tolerate dissidence, criticism, contrary opinions, discussion, brainstorming and debate and encourage their colleagues to express doubts about proposals. Propositions from various parts of the organization need to be treated transparently, equitably, and consistently, to avoid groupthink.
In a nutshell, for effective decision making, steer clear of yes-men, ego-massage, sycophancy and groupthink.
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
mailto:vikramkarve@sify.com
http://vikramkarve.sulekha.com
http://www.ryze.com/go/karve
http://www.linkedin.com/in/karve
GROUPTHINK and CONFLICT MANAGEMENT
Tuesday, June 16, 2009
GROUPTHINK
By
VIKRAM KARVE
Tradition has it that conflict is bad; it is something to be avoided.
The culture of many organizations implies explicitly or implicitly that conflict should be suppressed and eliminated. It is common for managers to perceive intra-organizational conflict as being dysfunctional for the achievement of organizational goals. Most of us still cling to the idea that good managers resolve conflict.
Current thinking disputes this view. In the absence of conflicting opinions, harmonious tranquil work groups are prone to becoming static, apathetic and unresponsive to pressures for change and innovation. They also risk the danger of becoming so self-satisfied, that dissenting views – which may offer important alternative information – are totally shut out. In short, they fall victims to a syndrome called “GROUPTHINK”
In a study of public policy decision fiascos, I.L Janis identified “GROUPTHINK” as a major cause of poor decision making. As he describes it, ‘groupthink’ occurs when decision makers who work closely together develop a high degree of solidarity that clouds their vision, leading them to suppress conflicting views and negative feelings about proposals, consciously or unconsciously.
A manifestation of the groupthink phenomenon is the staggering irrationality which can beset the thinking of the otherwise highly competent, intelligent, conscientious individuals when they begin acting as a group or team.
EFFECT AND SYMPTOMS OF GROUPTHINK
The net effect on the group is that it overestimates its power and morality, it creates pressures for uniformity and conformance, and its members become close-minded, living in ivory towers. Some manifestations are the illusions of invulnerability and the encouragement to take great risks and to ignore the ethical or moral aspects of their decisions and actions.
This author has witnessed close-mindedness on the part of several managers which then permeated their teams. One project manager took this to the extreme and in effect defined his environment as consisting of two kinds of people, either “friends” or “enemies” – The “you are either for me or you are against me” syndrome.
The friends were people who completely agreed with his favoured solutions and supported his project. All others were enemies.
Soon his entire project team was echoing similar sentiments having fallen victim to “GROUPTHINK”, resulting in unbending positions, heated arguments and subsequent lack of respect for anyone who disagreed with them; the ultimate consequences can easily be guessed.
The symptoms of groupthink include:
(i) An illusion of invulnerability that becomes shared by most members of the group.
(ii) Collective attempts to ignore or rationalize away items of information which might otherwise lead the group to reconsider shaky but cherished assumptions.
(iii) An unquestioned belief in the group’s inherent morality, thus enabling members to overlook the ethical consequences of their decisions.
(iv) Stereotyping the dissenters as either too evil for negotiation or too stupid and feeble to merit consideration.
(v) A shared illusion of unanimity in a majority viewpoint, augmented by the false assumption that silence means consent.
(vi) Self-appointed “mind-guards” to protect the group from adverse information that might shatter complacency about the effectiveness and morality of their decision.
Not very surprisingly it has been suggested that individuals most susceptible to groupthink will tend to be people fearful of disapproval and rejection. Conversely, an outspoken individualist who freely airs his views and opinions, if trapped in a groupthink situation, runs the risk of being ejected by his colleagues if he fails to hold his tongue.
GROUPTHINK SITUATIONS
THE DOMINANT LEADER
Firstly, because the CEO [or the “Boss”] dispenses all favours, his biggest problem is to avoid being treated like God. Secondly, the “Boss” must avoid thinking that he is God.
Indeed, in many organizations, it is not easy to contradict or argue too vigorously with the boss.
Even when managers feel that they know more than a superior, they may suppress doubts because of career considerations.
Fear, respect for authority, and even admiration may make sceptics hesitate when confronted with a confident CEO or dominating superior. This is less of a problem if the leader acts in the organization’s interests, possesses requisite soft skills, and has strong ethics and cognitive capabilities to make decisions.
However, if a leader does not force serious questioning, he or she will sometimes make mistakes and errors of judgement. Colleagues will become “yes-men”, and groupthink will take over decision making. And the dominant CEO may not discover his or her mistakes because fearful employees withhold information.
What can lower-level managers do about the boss who has lost touch with reality and seems to be driving the organization in the wrong direction?
One can adopt three different strategies:
(i) “Exit” (Leave the organization)
(ii) “Voice” (attempt to force changes from within)
(ii) “Loyalty” (accept things the way they are)
Each individual can evaluate the risks and benefits of each strategy.
However, if the organization is really on the wrong track, true loyalty requires an attempt to communicate one’s reservations and concerns to the leader.
How can a confident, independent CEO avoid the pitfalls and temptations of absolute power? The obvious (but difficult) answer is to make sure that power is never absolute, and surround oneself with other confident, independent people, and encourage dissension and debate on every decision.
In his autobiography ‘A Soldier’s Story’ General ON Bradley has exemplified this aspect in the decision-making style of General George C Marshall, Chief of Staff of the US Army in World War II, a dominant leader who was instrumental in the Allied Victory owing to his resolute management of the entire war effort. “Gentlemen, I am disappointed in you. You haven’t yet disagreed with a single decision I have made,” he told his staff after one week in office. “When you carry a paper in here, I want you to give me every reason you can think of as to why I should not approve it. If, in spite of your objections, my decision is still to go ahead, then I’ll know I am right.”
Rather than search for views that might reinforce his own, a CEO should seek contrary opinions to avoid groupthink. Some suggest using devil’s advocates for all major decisions by assigning some individuals in all groups and teams to argue against the dominant view.
PARALLEL POWER
This is a “groupthink” situation in which individuals or groups low in the hierarchy are powerful enough to do what they want, even when contrary to organizational objectives. Such power may be based on specialized expertise or privileged access to information. Parallel power can lead to groupthink in two ways.
Firstly, senior managers may accept ideas from lower-level managers that are not necessarily in the organizational interest, either because they have insufficient information to ask the right questions, or because opposition would not seem legitimate.
Secondly, top managers may make decisions without all the necessary information because subordinates do not provide it due to vested interests arising from misplaced loyalties to a limited function, department or team, rather than to the organization as a whole.
Such situations can be mitigated by ensuring that managers rotate between different units and positions.
NATURAL UNANIMITY
When everyone in power instinctively shares the same opinion on an issue, the wise manager should be wary. Natural unanimity groupthink results in an inward-looking organization detached from its environment.
Escape from this predicament almost certainly requires a fresh perspective that can come only from outside, by hiring new managers or appointing outside consultants.
A CEO may lay overemphasis on staff – line cooperation in the belief that the easiest way to ensure implementation is to recommend only those actions that the line managers agree with. But this is not necessarily useful to an organization and may lead to mutual admiration and, ultimately, ‘natural unanimity groupthink’.
The effectiveness of staff – line dichotomy depends on maintaining a certain tension between the staff and the line managers. When the tension disappears, the staff may not be doing its job.
CONCLUSION
The key element in any strategy for avoiding groupthink is to instil checks and balances into the system. Formally, this can be achieved through cross-functional teams, staff advisers, external consultants, or procedures like “devil’s advocacy”.
Informally, managers must learn to tolerate dissidence, criticism, contrary opinions, discussion, brainstorming and debate and encourage their colleagues to express doubts about proposals. Propositions from various parts of the organization need to be treated transparently, equitably, and consistently, to avoid groupthink.
In a nutshell, for effective decision making, steer clear of yes-men, ego-massage, sycophancy and groupthink.
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
mailto:vikramkarve@sify.com
http://vikramkarve.sulekha.com
http://www.ryze.com/go/karve
http://www.linkedin.com/in/karve
GROUPTHINK and CONFLICT MANAGEMENT
Tuesday, June 16, 2009
GROUPTHINK
By
VIKRAM KARVE
Tradition has it that conflict is bad; it is something to be avoided.
The culture of many organizations implies explicitly or implicitly that conflict should be suppressed and eliminated. It is common for managers to perceive intra-organizational conflict as being dysfunctional for the achievement of organizational goals. Most of us still cling to the idea that good managers resolve conflict.
Current thinking disputes this view. In the absence of conflicting opinions, harmonious tranquil work groups are prone to becoming static, apathetic and unresponsive to pressures for change and innovation. They also risk the danger of becoming so self-satisfied, that dissenting views – which may offer important alternative information – are totally shut out. In short, they fall victims to a syndrome called “GROUPTHINK”
In a study of public policy decision fiascos, I.L Janis identified “GROUPTHINK” as a major cause of poor decision making. As he describes it, ‘groupthink’ occurs when decision makers who work closely together develop a high degree of solidarity that clouds their vision, leading them to suppress conflicting views and negative feelings about proposals, consciously or unconsciously.
A manifestation of the groupthink phenomenon is the staggering irrationality which can beset the thinking of the otherwise highly competent, intelligent, conscientious individuals when they begin acting as a group or team.
EFFECT AND SYMPTOMS OF GROUPTHINK
The net effect on the group is that it overestimates its power and morality, it creates pressures for uniformity and conformance, and its members become close-minded, living in ivory towers. Some manifestations are the illusions of invulnerability and the encouragement to take great risks and to ignore the ethical or moral aspects of their decisions and actions.
This author has witnessed close-mindedness on the part of several managers which then permeated their teams. One project manager took this to the extreme and in effect defined his environment as consisting of two kinds of people, either “friends” or “enemies” – The “you are either for me or you are against me” syndrome.
The friends were people who completely agreed with his favoured solutions and supported his project. All others were enemies.
Soon his entire project team was echoing similar sentiments having fallen victim to “GROUPTHINK”, resulting in unbending positions, heated arguments and subsequent lack of respect for anyone who disagreed with them; the ultimate consequences can easily be guessed.
The symptoms of groupthink include:
(i) An illusion of invulnerability that becomes shared by most members of the group.
(ii) Collective attempts to ignore or rationalize away items of information which might otherwise lead the group to reconsider shaky but cherished assumptions.
(iii) An unquestioned belief in the group’s inherent morality, thus enabling members to overlook the ethical consequences of their decisions.
(iv) Stereotyping the dissenters as either too evil for negotiation or too stupid and feeble to merit consideration.
(v) A shared illusion of unanimity in a majority viewpoint, augmented by the false assumption that silence means consent.
(vi) Self-appointed “mind-guards” to protect the group from adverse information that might shatter complacency about the effectiveness and morality of their decision.
Not very surprisingly it has been suggested that individuals most susceptible to groupthink will tend to be people fearful of disapproval and rejection. Conversely, an outspoken individualist who freely airs his views and opinions, if trapped in a groupthink situation, runs the risk of being ejected by his colleagues if he fails to hold his tongue.
GROUPTHINK SITUATIONS
THE DOMINANT LEADER
Firstly, because the CEO [or the “Boss”] dispenses all favours, his biggest problem is to avoid being treated like God. Secondly, the “Boss” must avoid thinking that he is God.
Indeed, in many organizations, it is not easy to contradict or argue too vigorously with the boss.
Even when managers feel that they know more than a superior, they may suppress doubts because of career considerations.
Fear, respect for authority, and even admiration may make sceptics hesitate when confronted with a confident CEO or dominating superior. This is less of a problem if the leader acts in the organization’s interests, possesses requisite soft skills, and has strong ethics and cognitive capabilities to make decisions.
However, if a leader does not force serious questioning, he or she will sometimes make mistakes and errors of judgement. Colleagues will become “yes-men”, and groupthink will take over decision making. And the dominant CEO may not discover his or her mistakes because fearful employees withhold information.
What can lower-level managers do about the boss who has lost touch with reality and seems to be driving the organization in the wrong direction?
One can adopt three different strategies:
(i) “Exit” (Leave the organization)
(ii) “Voice” (attempt to force changes from within)
(ii) “Loyalty” (accept things the way they are)
Each individual can evaluate the risks and benefits of each strategy.
However, if the organization is really on the wrong track, true loyalty requires an attempt to communicate one’s reservations and concerns to the leader.
How can a confident, independent CEO avoid the pitfalls and temptations of absolute power? The obvious (but difficult) answer is to make sure that power is never absolute, and surround oneself with other confident, independent people, and encourage dissension and debate on every decision.
In his autobiography ‘A Soldier’s Story’ General ON Bradley has exemplified this aspect in the decision-making style of General George C Marshall, Chief of Staff of the US Army in World War II, a dominant leader who was instrumental in the Allied Victory owing to his resolute management of the entire war effort. “Gentlemen, I am disappointed in you. You haven’t yet disagreed with a single decision I have made,” he told his staff after one week in office. “When you carry a paper in here, I want you to give me every reason you can think of as to why I should not approve it. If, in spite of your objections, my decision is still to go ahead, then I’ll know I am right.”
Rather than search for views that might reinforce his own, a CEO should seek contrary opinions to avoid groupthink. Some suggest using devil’s advocates for all major decisions by assigning some individuals in all groups and teams to argue against the dominant view.
PARALLEL POWER
This is a “groupthink” situation in which individuals or groups low in the hierarchy are powerful enough to do what they want, even when contrary to organizational objectives. Such power may be based on specialized expertise or privileged access to information. Parallel power can lead to groupthink in two ways.
Firstly, senior managers may accept ideas from lower-level managers that are not necessarily in the organizational interest, either because they have insufficient information to ask the right questions, or because opposition would not seem legitimate.
Secondly, top managers may make decisions without all the necessary information because subordinates do not provide it due to vested interests arising from misplaced loyalties to a limited function, department or team, rather than to the organization as a whole.
Such situations can be mitigated by ensuring that managers rotate between different units and positions.
NATURAL UNANIMITY
When everyone in power instinctively shares the same opinion on an issue, the wise manager should be wary. Natural unanimity groupthink results in an inward-looking organization detached from its environment.
Escape from this predicament almost certainly requires a fresh perspective that can come only from outside, by hiring new managers or appointing outside consultants.
A CEO may lay overemphasis on staff – line cooperation in the belief that the easiest way to ensure implementation is to recommend only those actions that the line managers agree with. But this is not necessarily useful to an organization and may lead to mutual admiration and, ultimately, ‘natural unanimity groupthink’.
The effectiveness of staff – line dichotomy depends on maintaining a certain tension between the staff and the line managers. When the tension disappears, the staff may not be doing its job.
CONCLUSION
The key element in any strategy for avoiding groupthink is to instil checks and balances into the system. Formally, this can be achieved through cross-functional teams, staff advisers, external consultants, or procedures like “devil’s advocacy”.
Informally, managers must learn to tolerate dissidence, criticism, contrary opinions, discussion, brainstorming and debate and encourage their colleagues to express doubts about proposals. Propositions from various parts of the organization need to be treated transparently, equitably, and consistently, to avoid groupthink.
In a nutshell, for effective decision making, steer clear of yes-men, ego-massage, sycophancy and groupthink.
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
mailto:vikramkarve@sify.com
http://vikramkarve.sulekha.com
http://www.ryze.com/go/karve
http://www.linkedin.com/in/karve
NANO - Nano Science & Nano Technology
Thursday, June 11, 2009
In his insightful memoirs, War As I Knew It, General George S. Patton, one of history's most charismatic, famous and successful generals, gifted us an priceless gem of his human resource management wisdom: “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity”.
Ever since I read this illuminating book more than thirty years ago, I have followed this adage with great success in my multifarious avatars as a Human Resource Manager, a Project Manager, a Design Engineer, a Teacher and a Mentor.
A few days ago, a young lady, Prachi A Deshmukh, a fresh engineering graduate, joined our department as a research fellow; and I gave her a book from my bookcase, told her to review it and email me her book review by the end of the day. [As per my style, I just curtly told her what to do, not how to do it].
When I opened my email early next morning, the book review was there, waiting for me, and yes, Prachi Deshmukh had indeed surprised me with her ingenuity. I am truly proud of my young colleague and mentee.
A delight to read, written in a refreshingly youthful vibrant style, breathtaking in its simplicity, I liked the book review so much that I am placing it below as it is, with minimal editing, for you to read. We look forward to your comments and feedback; do tell us if you enjoyed reading the review, and the book.
Name of the book: Nano: The Essentials – Understanding Nanoscience and Nanotechnology
Author: T. Pradeep
Publication: Tata McGraw-Hill, 2008
ISBN-13: 978-0-07-061788-9
ISBN-10: 0-07-061788-0
[Reviewed by Prachi A. Deshmukh]
At the root of every invention, there is a seed of a thought which was unbelievable at that time. Yesterday’s dream is today’s truth; yesterday’s imagination is today’s reality. Let us take an example of ATM. Today we use ATM as if its ‘Any Time Money’ machine; but if we had told about this to somebody in the last century, he might had thought that we have gone mad! The same thing happened in December 1959, when Richard Feynman gave an after dinner speech at the annual meeting of the ‘American Physical Society’. He took the audience in the amazing world of his imagination. He was telling about the future where everything will be so small that there will be machines smaller than the tip of a needle. People were laughing, enjoying his ideas but no one knew the real meaning of his words-“There is plenty of room at the bottom.” Feynman is now credited for his great foresight which made him the first prophet of nanotechnology.
21st century is the era of great revolution in technology. Information Technology, Bio Technology and Nano Technology are some of the great windows which have tremendous capabilities to change the world around us. Especially Nanotechnology is a promising field in the near future which will provide us with many breakthroughs in a wide range of applications. It has been predicted that by the year 2015 the market share of nanotechnology and nanoscience will be worth 350 billion dollars. This calls for new investments in human resource development. These people must have strong foundation to build strong building. For those who are interested in this new technology, the book ‘Nano: The Essentials’ will prove to be a true guide.
The author of this book- Prof. T. Pradeep is with the IIT – Madras [Chennai]. Being a professor, he has structured this book so nicely that the reader gets his concepts clear right from the beginning. Starting from the preface we get more and more interest in this amazing world of nanotechnology and nanoscience.
The content of the book is well organized into five parts. In the first introductory part the author takes us in the world of nanotechnology with its relation with the nature. This part is enriched with the details of the technological inventions of 20th and 21st century.
In second part, we move towards the experimental methods. The author introduces us with the different types of microscopies . The neat diagrams, graphs and pictures in this part make it easier to understand the different experimental methods.
In the third part, we enter into the world of fullerenes, carbon nanotubes, gas phase clusters, nanoshells etc. In this section also, author addresses us with his simple language. There are sufficient diagrams and graphs to understand the concept properly.
In fourth part we become familiar with nanobiology, nanosensors, nanomedicines, nanotribiology and molecular nanomachines.
Whenever some new technology comes into picture it’s the duty of every conscientious technologist to study the societal implications of it. In the fifth part we go through the relationship between nanotechnology and the society.
The most appreciable thing in this book is I think the ‘History of nanoscience and nanotechnology’ which tells us about all the important events in the development of Nanotechnology. Hats off to the author for this effort. The glossary of nanoterms at the end of this book summarizes all the important terms used throughout the book.
The author has given the references and additional related reading books at the end of every chapter for the keen readers to know more about the things.
In simple words, the book ‘Nano: The Essentials’ is really essential for those who are keen to know about nanotechnology and nanoscience . With his simple language the author has maintained the flow throughout the book. There are plenty of diagrams, graphs, tables and pictures which make the study more meaningful.
If you are really serious about nanotechnology, then I will strongly urge you to have a copy of this book. It’s easier for understanding if you have a sound knowledge of the basic fundamentals of science and technology. I recommend this book to students, engineers, teachers and technologists who are willing to enter in this amazing world of nanotechnology and nanoscience.
http://vikramkarve.sulekha.com
vikramkarve@sify.com
Appetite for a Stroll
http://www.indiaplaza.in/finalpage.aspx?storename=books&sku=97
http://www.flipkart.com/appetite-stroll-vikram-karve/8190690094-gw23f9
http://books.sulekha.com/book/appetite-for-a-stroll/default.htm
RADAR - Basics
Thursday, June 11, 2009
BOOK REVIEW
Here is a rather amusing book review by Prachi Deshmukh, a bright young engineer who works with me. It was written quite some time back and I like her rather droll friendly style and, hence, I have intentionally not edited the review too much, so that the writing retains its original refreshing youthful flavour. So here is the book review E & OE :-
Name of the book: Radar
Authors: P.S. Hall, T.K. Garland-Collins, R.S. Picton and R.G. Lee
Publication: Brassey’s , (UK), 1991
Pages: 170
ISBN: 0 – 08 – 037710 – 6
[Reviewed by Prachi A. Deshmukh]
It was a bright morning, and I was enjoying my first tea of the day. Usually, I do not take tea without having a glance on the newspaper. There were plenty of news showing the fall of the top Indian software companies, the falling share market and there were overflowing columns discussing about the global recession. I was getting somewhat bored by reading them, and suddenly a news attracted me, which was about the bravery of a pilot in USA who saved the life of nearly 160 passengers. The brave man did land the plane in a frozen river to rescue the passengers in the plane and saved it from crash, which could happen because of a bird approaching towards the plane. Hats off to the presence of mind of the pilot! At the same time, we should not forget to say thanks to the radar technology, which had helped the pilot to detect the presence of the approaching bird.
After reading this, I became curious about the RADAR technology. ‘RADAR’ is the abbreviation of ‘Radio Detection and Ranging’. I went to the library in search of the book which will make me familiar with this RADAR technology. There were number of books available there, out of which, I selected one book, which I think was best suitable for a reader who is interested in to know the basic operation of RADAR, but does not have detailed knowledge of electronics or RADAR system, but is interested to know about the modern warfare. The book about which I am talking is ‘Radar’ by P.S. Hall et al, Brassey’s Publication, UK. ‘RADAR’ is the 9th volume of the series ‘Land Warfare: Brassey’s New Battlefield Weapons Systems and Technology Series’.
The content in the book is well arranged in 10 chapters, each having plenty of supporting diagrams, equations as well as photographs. The first chapter introduces us with radar. We enter in the world of radar with knowing the importance of radar, its history, i.e. origin of radar, motivation behind it, its first use in army etc. We also go through the technical history of radar. At the end of the first chapter, we become familiar with the types of radar such as primary and secondary radar, monostatic, bistatic and multistatic radar. The last figure of this chapter shows the electromagnetic spectrum and the radar bands in it.
The chapters 2 to 4 deal with the radar principles and technology. It is advised that the readers who wish to strengthen their fundamentals should study these chapters carefully. For those who are new to this field or want the comprehensive view, all the chapters are recommended. Those who understand the basics but wish to update themselves on the current state of battlefield radars chapter no. 5 to 9 are there.
Chapter 2 is about the ‘Principles of Radar Operation’. This chapter introduces us with the basic principles of radar operation such as basic action of the Pulse Radar Operation, Pulse Repetition Frequency, evaluation of the performance of radar , how to design the antenna, the maximum detection range and the radar equation etc. At the end of the chapter we gain the knowledge about the detection of radar signals, radar resolution, velocity resolution, radar accuracy and how to choose the frequency of radar.
Chapter 3 is an interesting one. Here we become familiar with the Doppler radar, Doppler processing in pulse radars, blind and ambiguous velocity. Besides these concepts, there are some other important radar techniques also, such as methods of target discrimination, Rain Clutter suppression by circular polarization, pulse compression, scanning and tracking radars, synthetic aperture radar. After going through this chapter, we find that we have acquired enough fundamentals to thoroughly understand the radar technology.
The fourth chapter is ‘radar technology’. Here we have to make use of the knowledge which we have gained in the previous chapters. At the beginning of this chapter we have a look on what are radar transmitters and receivers, what is magnetron, Klystron, Travelling wave tube, solid state transmitters etc. Without the knowledge of the components of radar, we can not understand what the system actually is? The common microwave transmission lines such as waveguide, co-axial, line, microstrip, triplate stripline are illustrated in brief. Antennas are the important sense organs for the radars. Here are the different types of antennas such as reflector antennas, adaptive antennas, multiple beam antennas as well as the phase arrays, frequency scanned arrays. Digital processing and displays are also explained in brief. If the displays could have been explained in detail, it would be better.
With chapter 5, we move towards the battlefield surveillance radar. First the authors introduce us with the requirement of the battlefield surveillance radar. Mainly there are two classes of battlefield surveillance radar i.e. Short range battlefield surveillance radar and airborne battlefield surveillance radar. In Short range battlefield (BSR) radar, there are different points which should be taken into consideration while studying BSR. The important points are frequency of operation and resolution. The block diagram is there to understand the working of the BSR. There are some examples of current BSR such as RASIT radar and MSTAR radar. The photographs give us the idea about the systems. The second important type is the airborne battlefield surveillance radar. Here we go through the Stand-Off Radar (SOR) which stand well back and use long range sensors. Again we gain knowledge about the principle of SOR, SOR resolution, target imaging and displays. At the end of the chapter there are two practical systems also.
Chapter 6 is about the weapon locating radars. The purpose of the weapon locating radar is to detect the launch of an enemy projectile or missile and to establish the segment of the trajectory of projectile.
The general technical requirements, principle of back track location provide us with base to understand the fundamentals. Here are some practical systems, recently introduced systems, near future outlook and possible future systems.
Chapter 7 is about the Air Defence Radar. In this chapter the important types such as strategic radars, long range radars, medium range radars and short range radars and surveillance and tracking of each of the type are studied. All the four types are presented very nicely with enough diagrams and photographs.
In chapter 8, there is collection of some other types of battlefield radars. To mention few are: balloon tracking radar, free flight rocket correction radar, unmanned aircraft radar, remotely piloted vehicle tracking radar, tank Automatic defence radar , as well as radar anti–tank homing missiles and projectiles and passive radar homing missiles. At the end of this chapter, we acquire some command on the radar systems.
Chapter 9 is about the electronic warfare. Here the authors have introduced us with the Electronic Warfare (EW). This chapter gives a brief idea about the electronic warfare. Electronic Counter Measures (ECM), Electronic Support Measures (ESM) and Electronic Counter Countermeasures (ECCM), jamming are some of the important concepts of EW. Here we get a brief knowledge of the tactical aspects, antenna systems, and jammers. Comparisons between ESM and radar confrontation, tracking radar and threat borne jammer, tracker and repeater target borne jammer help to make our concepts clear.
Last but not the least, chapter 10, which is the conclusion of the entire exercise. This chapter tells us about the importance of radar in battlefield, as well as it shows us the future of this technology. It includes the comparison of radar and other surveillance and target acquisition methods, the importance of the EW and its impact on radar, the future technical trends, adaptive radar, Artificial intelligence, and future military trends. This chapter is the most important one as far as the warfare is concerned.
For the sake of convenience of the keen reader who wants to see the particular diagrams, there is a chapter wise list of illustration at the beginning of the book.
In simple words, ‘Radar’ is a book which gives us sufficient information of Radar systems and makes us familiar with the Electronic Warfare also. This is a good example of a technical book. This book can be used by the students for reference who are studying Radar for academic purpose, as well as this will prove simple and helpful for those readers who do not have detailed knowledge of electronics or radar system. But reader must be from technical background and should have at least the basic knowledge of physics and electronics.
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Restructuring Higher Technical Education in India
Tuesday, June 09, 2009
Restructuring Higher Technical Education
SOFT SYSTEMS APPROACH TO HIGHER EDUCATION
ROOT DEFINITION & CATWOE MODEL
By
VIKRAM KARVE
ROOT DEFINITION
The first step in Soft Systems Methodology ( SSM ) is to formulate the Root Definition of the System you are studying, analysing or designing.
A Root Definition is a structured description of a system. It is a clear statement of activities which take place (or might take place) in the organisation being studied.
A properly structured root definition comprises three elements [what, how, why] and is of the form: A System to do X, by (means of) Y, in order to achieve Z.
X – What the System does
Y – How it does it
Z – Why it is being done
The 'what' is the immediate aim of the system,
The 'how' is the means of achieving that aim,
The 'why' is the longer term aim of the purposeful activity.
CATWOE analysis helps in proper formulation of a Root Definition. CATWOE is a mnemonic which helps identify and categorize all stakeholders [people, processes, environment, entities] of the System being analysed for formulating the Root Definition.
CATWOE MODEL
C = CUSTOMERS OR CLIENTS
A = ACTORS OR AGENTS
T = TRANSFORMATION PROCESS
W =WELTANSCHAUUNG or WORLD VIEW
O = OWNERS
E = ENVIRONMENT
To elaborate a bit:
C: The ‘customers of the system’ , clients or System Beneficiaries. In this context ‘customers’ means those who are on the receiving end of whatever it is that the system does. Is it clear from your definition of “C” as to who are the beneficiaries of the system?
A: The ‘actors’, meaning those who would actually carry out the activities envisaged in the notional system being defined. Actors transform inputs into outputs.
T: The ‘transformation process’. What does the system do to the inputs to convert them into the outputs?
W: Weltanschauung - The ‘world view’ that lies behind the Root Definition; the perspective from which the Root Definition if formulated. Putting the system into its wider context can highlight the consequences of the overall system. For example the system may be in place to assist in making the world environmentally safer, and the consequences of system failure could be significant pollution.
O: The ‘owner(s)’ – The person(s) who has commissioned the system and who has sufficient formal power over the system to stop it existing if they so wished (though they won’t usually want to do this).
E: The ‘environmental constraints’. These include things such as ethical limits, regulations, financial constraints, resource limitations, limits set by terms of reference, and so on.
EDUCATION SYSTEM CHARACTERISATION
CATWOE Analysis yields a more elaborate all encompassing Root Definition of the form:
A System owned by O to do W by A by means of T given the constraints of E in order to achieve X for C.
[A briefer version – a T system in which A do W for C]
Here is a CATWOE Model of a hypothetical Higher Education System [a University or College:
C – Students
A – Teachers
T – School Pass Outs are transformed into Graduates [Degree Holders]
W – Graduation [a Degree] is a means of assurance to potential employers that the Graduate [Degree Holder] possesses a specified standard of proficiency and skills in the domain of qualification.
O – The University or College Governing Body or Top Management
E – The Prescribed Educational, Academic Quality, Assessment and Accreditation Standards and Requirements.
Now this CATWOE Analysis may yield a Root Definition that this particular Higher Education Institution is a university owned system to award degrees to students (X) who successfully qualify assessment (Y) in accordance with prescribed standards in order to certify assurance (Z) to potential employers that the students possess the requisite proficiency, capabilities and skills.
Is this Root Definition okay or is there something amiss?
Suppose we define Potential Employers [or Industry] as CUSTOMERS [C] and include students as ACTORS [A] along with teachers – won’t we then get a more apt Root Definition and consequently realise a better Educational System in keeping with current needs and ground reality?
FOOD FOR THOUGHT
At a recent alumni meet of a prestigious Engineering College I asked a few recently passed out alumni [who were working for a leading IT company for just over a year] as to how much of what was taught in his four year Engineering Degree Course in his college was useful in his work. They said: “Less than 5% (five percent)” – which means that his employer had to invest heavily [almost 95%] in his training and the rest he had to learn on the job.
Maybe the educational institution needs to introspect and have a relook at its CATWOE Model and reformulate its ROOT DEFINITION and restructure its curriculum and revitalize its pedagogic methodology to meet the challenges of current needs and envisage seamless integration of fresh BE and B. Tech. Engineering Graduates into the industry. A Systemic approach to education incorporating increased partnership and congruence between the industry and universities is the sine qua non of optimal human resource development in science and technology.
The disconnect between the industry and educational system must be bridged.
VIKRAM KARVE
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HUMAN RESOURCE MANAGEMENT ETHICS
Saturday, June 06, 2009
HUMAN RESOURCE MANAGEMENT ETHICS
by
VIKRAM KARVE
Do you assess Ethical Fitness of an individual before recruiting, promoting, or assigning an important post or task to an individual?
Is there such a thing as Ethical Fitness? Does such a thing exist and can it be assessed or evaluated?
When recruiting new people, or promoting or appointing persons to senior or sensitive positions, a number of attributes ( Hard Skills and Soft Skills) like Professional Competence, Managerial Proficiency, Domain-specific or Technical skills, and pertinent soft skills comprising leadership, communication, behavioural and emotional aspects, and even physical and medical fitness are assessed, evaluated and given due consideration.
But does anyone evaluate a candidate’s Ethical Fitness before recruitment or appointment?
No, I am not talking about the routine verification of antecedents or background integrity checks. I am talking of assessing Ethical Fitness.
Ethical fitness refers to ensuring that people are in proper moral shape to recognize and address ethical dilemmas.
Ensuring Ethical fitness in a proactive manner will result in preventive, rather than corrective, Ethical Management.
Before launching any inquiry pertaining to the concept of Ethical Fitness, it is necessary to explore the moral dimension.
Moral development is a prerequisite to ethical behaviour; in fact, a sine qua non for Ethical Fitness.
Kohlberg offers a handy framework for delineating the stage each of us has reached with respect to personal moral development.
Stage 1. Physical consequences determine moral behaviour.
At this stage of personal moral development, the individual’s ethical behaviour is driven by the decision to avoid punishment or by deference to power. Punishment is an automatic response of physical retaliation. The immediate physical consequences of an action determine its goodness or badness. Such moral behaviour is seen in boarding schools, military training academies etc. where physical punishment techniques are prevalent with a view to inculcate the attributes of obedience and deference to power. The individual behaves in a manner akin to the Pavlovian dog.
Stage 2. Individual needs dictate moral behaviour.
At this stage, a person’s needs are the person’s primary ethical concern. The right action consists of what instrumentally satisfies your own needs. People are valued in terms of their utility. Example: “I will help him because he may help me in return – you scratch my back, I will scratch yours.”
Stage 3. Approval of others determines moral behaviour.
This stage is characterized by decision where the approval of others determines the person’s behaviour. Good behaviour is that which pleases or helps others within the group. The good person satisfies family, friends and associates. “Everybody is doing it, so it must be okay.” One earns approval by being conventionally “respectable” and “nice.” Sin is a breach of the expectations of the social order – “log kya kahenge?” is the leitmotif, and conformance with prevailing ‘stereotypes’ the order of the day.
Stage 4. Compliance with authority and upholding social order are a person’s primary ethical concerns.
“Doing one’s duty” is the primary ethical concern. Consistency and precedence must be maintained. Example: “I comply with my superior’s instructions because it is wrong to disobey my senior”. Authority is seldom questioned. “Even if I feel that something may be unethical, I will unquestioningly obey all orders and comply with everything my boss says because I believe that the boss is always right.”
Stage 5. Tolerance for rational dissent and acceptance of rule by the majority becomes the primary ethical concern.
Example: “ Although I disagree with her views. I will uphold her right to have them.” The right action tends to be defined in terms of general individual rights, and in terms of standards that have been critically examined and agreed upon by the whole society. (eg) The Constitution. The freedom of the individual should be limited by society only when it infringes upon someone else’s freedom.
Stage 6. What is right is viewed as a matter of individual conscience, free choice and personal responsibility for the consequences.
Example: “There is no external threat that can force me to make a decision that I consider morally wrong.” An individual who reaches this stage acts out of universal ethical principles.
Moral development is in no way correlated with intellectual development or your position in the hierarchy or factors like rank, seniority, status, success or earnings, salary, material wealth, age etc.
In the words of Alexander Orlov, an ex-KGB Chief, “Honesty and Loyalty may be often more deeply ingrained in the make-up of simple and humble people than in men of high position. A man who was taking bribes when he was a constable does not turn honest when he becomes the Chief of Police. The only thing that changes in the size of the bribe. Weakness of character and inability to withstand temptation remains with the man no matter how high he climbs.”
Ethical traits accompany a man to the highest rungs of his career.
In a nutshell the governing factors pertaining to six stages of Moral Development which determine Ethical Fitness may be summarized as:
FEAR – Stage 1
NEEDS – Stage 2
CONFORMANCE – Stage 3
COMPLIANCE – Stage4
CONSENSUS – Stage 5
CONSCIENCE & FREE WILL – Stage 6
Before we try to delve into exploring how to evaluate Ethical Fitness, let us briefly ponder on the concepts of Ethical Susceptibility and Ethical Vulnerability.
Ethical Susceptibility is your inability to avoid ethical dilemmas.
Ethical Susceptibility is environment dependent (on external factors) like, for example, your job, your boss, colleagues and subordinates, or the persons around you, or even the ‘prevalent organizational culture’.
Ethical Vulnerability is your inability to withstand succumbing in the given ethical dilemmas /situations.
Your Ethical Vulnerability depends on your internal stage of moral development in the given ethical situation.
Whereas being in an ethical dilemma is not in your control, to act in an ethical manner in the prevailing situation is certainly in your control.
Ethical vulnerability is a measure of the ease with which a man be ethically compromised, especially in an ethically poor climate.
In situations where the ethical susceptibility is high, morally strong people (ethically non-vulnerable) should be appointed and conversely, only in jobs/situations where ethical susceptibility is low should ethically vulnerable persons be permitted.
If the environment is not ethically conducive, a person can intellectually inwardly reach stage 6 but deliberately outwardly masquerade and remain morally at a lower moral stage 4 as he may find that he has to "sacrifice" too much to reach stage 6.
This can be particularly seen in most hierarchical organizations where most “smart” employees make an outward preference of being at stage 3 or 4 (Conformance and Compliance) in order to avoid jeopardizing their careers, even if internally they have achieved higher ethical states.
This Dr. Jekyll and Mr. Hyde schizophrenic moral approach is at the heart of many ethical dilemmas people encounter in their professional lives and may result in internal stress due to ethical confusion.
Whenever two individuals at different stages of moral development interact with each other, both of them try to force or manoeuvre the other into their own appreciation of the ethical situation, thus leading to conflict.
In a formal hierarchical setup, the players in the chain may not be at similar stages of moral development thereby leading to ethical dissonance in the system.
Where the ethical susceptibility is high, morally strong people (less vulnerable) should be appointed and conversely, in only such jobs where ethical susceptibility is low should ethically weak persons be permitted.
What is your stage of personal moral development?
Be honest with yourself and recall the decisions you made in recent ethical situations.
The six stages of moral development are valuable landmarks as they tell you approximately where you are and what changes you will have to make in yourself to move to a higher level of moral development.
The ultimate goal is to engage in ethical decision making at stage 6.
However, the level that you do reach will depend on your ethical commitment, your ethical consciousness and your ethical competence.
Food for Thought
What do you do if your boss is at a lower stage of moral development than you?
Do you masquerade and make pretence of being at the “appropriate” stage of what moral development and practice situational ethics to reap maximum benefits.
This Dr Jekyll and Mr. Hyde schizophrenic ‘situational ethics’ approach may cause your outer masquerade to turn into inner reality.
Do you want that to happen? Think about it!
Is there a need to assess Ethical Fitness in business and managerial situations?
Or is "Business Ethics" an oxymoron, not relevant in today's business environment?
Most importantly, can Ethics and Business co-exist? Or are the two mutually exclusive?
And last but not the least, do you think it is necessary to evaluate and assess Ethical Fitness during Recruitment, Appointment and in Human Resource Management?
If so, how would you do it?
Dear Reader, what do you think? Please comment.
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work
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CATWOE - an Effective Model for Managerial Ethics
Saturday, June 06, 2009
CATWOE Model and Management Ethics
By
VIKRAM KARVE
Before you take a decision or implement change or introduce a new system I am sure you consider the five “E’s”:
Efficacy (will it work at all?)
Efficiency (will it work with minimum resources?)
Effectiveness (does it contribute to the enterprise?)
Ethics or Ethicality (is it morally sound?)
Elegance (is it beautiful?)
Let’s talk a bit about the fourth “E” – Ethics.
There is an ethical dimension to every decision.
Any time a human being, or entity, intervenes in the life of another human being, or entity, directly or indirectly, an ethical situation arises.
There is a story, probably apocryphal, which illustrates this.
There was a cyclonic storm and millions of fish were washed ashore and were struggling for life on the beach.
A man came to the beach and patiently began to pick up the fish, one by one, and throw them back into the sea.
An amused passerby asked him what difference it would make, to which the man pointed to the fish in his hand and said, “Ask this fish?”
Thus, we see that seemingly routine decisions, which at the organizational level do not appear to have major ethical magnitude, have large ethical significance at the individual level.
Some people believe that ethics is of little concern to business people. “Ethics is Ethics” and “Business is Business” they say.
Thus many upwardly mobile managers of today tend to rationalize when faced with an ethical dilemma and take the position that they must wear multiple ethical hats and cloak themselves with three separate conflicting codes of ethics:
One code applicable to the professional or technical aspects of their work (Professional or Technical Ethics);
Another code for their business behaviour (Business Ethics);
And a third code of ethics for their personal lives (Personal Ethics).
This leads to the development of schizophrenic ethical personality wherein the individual may strive for professional excellence and high ethical standards for one’s own self and within one’s organization, but resort to unethical practices to succeed in business at all costs.
This Dr. Jekyll and Mr. Hyde approach is at the heart of many ethical dilemmas in managerial decision-making.
Each person, entity, group, institution or constituency that is likely to be affected by the decision is a “stakeholder” with a moral claim on the decision maker.
This stakeholder concept provides a systematic way of perceiving and resolving the various interests involved in our ethical decision making.
There is an ethical dimension to every decision.
Thus any of your decisions, which affect other persons, have ethical implications, and virtually all of your important decisions reflect your sensitivity and commitment to ethics.
In summary, as you perform your job in your workplace, you must analyse and ascertain various ethical dimensions as you deal with your superiors, peers, subordinates, customers and all other stakeholders connected with your work.
Different stakeholders have different ethical perspectives.
For example, take the case of workplace romance.
Whereas, some organizations [and stakeholders] may feel that there is nothing ethically wrong with workplace romance and many even encourage organizational romance / marriage among colleagues by giving various perks / incentives, some others may discourage or even prohibit workplace-romance. Of course, sexual harassment would be universally considered unethical.
One useful technique to resolve such ethical dilemmas is the CATWOE model adapted from Systems Management.
Ethical dilemma occurs due to mismatch in ethical perspectives of various stakeholders involved in the ethical situation.
A CATWOE analysis helps the manager identify all stakeholders involved in a decision and their respective ethical perspectives.
CATWOE is an acronym to categorize various stakeholders:
CATWOE MODEL
C = CUSTOMERS, OR CLIENTS OF THE DECISION
A = ACTORS, OR AGENTS WHO CARRY OUT THE DECISION
T = TRANSFORMATION PROCESS, THE DECISION MAKER
W =WELTANSCHAUUNG, WORLD VIEW PREDOMINATLY HELD
O = OWNERS / OWNERSHIP
E = ENVIRONMENT / ENVIRONMENTAL IMPOSITIONS
To elaborate a bit:
C: The ‘customers of the system’. In this context, ‘customers’ means those who are on the receiving end of whatever it is that the system does. Is it clear from your definition of “C” as to who will gain or lose from your decision?
A: The ‘actors’, meaning those who would actually carry out the activities envisaged in the notional system being defined.
T: The ‘transformation process’. What does the system do to the inputs to convert them into the outputs?
W: Weltanschauung - The ‘world view’ that lies behind the root definition. Putting the system into its wider context can highlight the consequences of the overall system. For example the system may be in place to assist in making the world environmentally safer, and the consequences of system failure could be significant pollution.
O: The ‘owner(s)’ – i.e. those who have sufficient formal power over the system to stop it existing if they so wished (though they won’t usually want to do this).
E: The ‘environmental constraints’. These include things such as ethical limits, regulations, financial constraints, resource limitations, limits set by terms of reference, and so on.
CARDINAL ASPECTS OF ETHICAL DECISION MAKING
All decisions must take into account and reflect a concern for the interest and well being of all stakeholders.
Ethical values and principles always take precedence over non-ethical and unethical values and principles.
It is ethically proper to violate an ethical principle only when it is clearly necessary to advance another true ethical principle which, according to the decision maker’s conscience, will produce the greatest balance of good in the long run.
THE FIVE STEP ETHICAL DECISION MAKING APPROACH
Step Action
1 Identify and classify the stakeholders in the situation using CATWOE and understand their ethical perspectives
2 Identify their dominant ethical perspectives
3 Construct an ethical conflict web, mapping different ethical perspectives [CATWOE – six nodes]
4 Identify those strands of the web where no significant conflict may be assumed to exist. These may be removed from the ethical decision making model.
5 Concentrate on those strands where conflict does exist. Use conflict resolution techniques to achieve the “overall good” for the system
Ethical decision-making involves the process by which a person evaluates and chooses among alternatives in a manner consistent with his or her core ethical values or principles.
Thus when you make an ethical decision you:
(a) Perceive and eliminate unethical options
(b) Select the best from several competing ethical alternatives.
Ethical decision-making requires more than a belief in the importance of ethics. It also requires sensitivity to perceive the ethical implications of your decisions; the ability to evaluate complex, ambiguous and incomplete facts and the skill to implement ethical decision making without jeopardizing your career.
Ethical decision-making requires three things: Ethical Commitment, Ethical Consciousness and Ethical Competence.
The CATWOE model will help you in Decision Management - in improving the Ethical aspect of your managerial, professional and personal decisions.
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
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COGNITIVE RADIO
Tuesday, June 02, 2009
COGNITIVE RADIO
[Here is an article on Cognitive Radio compiled by my students Shijesh, Sibil, Shyju and John by browsing the internet, books and journals]
The Radio Spectrum – that segment of the electromagnetic continuum comprising the radio-frequency range – accommodates myriad communications devices today.
As the Radio Spectrum gets is gets more and more crowded and available frequencies become scarce the evolution of Cognitive Radio may be able to optimally manage the available spectrum.
The use of radio frequency bands has been regulated in most countries through the process of spectrum allocation in which the use of a particular frequency band is restricted to the license holders of the band. Within this framework, spectrum has often been viewed as a scarce resource in high demand. However, various studies carried out have suggested that most licensed spectrums are often under-utilized with large spectral holes at different places at different times.
Cognitive Radio (CR) systems have been proposed as a possible solution to the spectrum crisis. The idea is to detect times when a specific licensed band is not used at a particular place and use that band for transmission without causing any significant interference to the transmissions of the license holder. Built on the foundation of the Software Defined Radio (SDR), Cognitive Radios will learn and autonomously perform “cognitive” functions as a form of intelligence that comes from their ability to be defined and upgraded using software.
To examine the concept of cognitive radio consider the following example.
Let’s say you walk into an empty café called Spectrum. Since all of the tables are available, you position yourself at the best one and settle down for a meal. [Let us assume all tables have four seats and you occupy one seat].
A few minutes later, another person comes in and sits on a seat at another vacant table.
Soon, if all the tables are full [but there are a few vacant seats on some tables], a new patron must negotiate with someone already at a table to be allowed to share the table. [Maybe she may request you to let her occupy the vacant chair at your table, and you may agree].
This process of negotiation is the concept behind a technology called Cognitive Radio, a way to share and optimally utilize unused spectrum. Cognitive Radio is sometimes called Smart Radio because it senses its environment and reacts to it.
The present paucity of radio spectrum is primarily due to the cost and performance limits of legacy hardware established during the past century.
Traditionally, radios were hardwired to operate at a particular power and frequency, and once a station was assigned a frequency, no other station could use it.
Over the years, as engineers built radios in cheaper and smaller packages, it became possible to build intelligence into them, making the idea of sharing frequencies possible.
Engineers are now working to bring flexible operating intelligence to future radios, cell phones and other wireless communications devices.
During the coming decade, cognitive radio technology should enable nearly any wireless system to locate and link to any locally available unused radio spectrum to best serve the consumer.
Employing adaptive software, these smart devices could reconfigure their communications functions to meet the demands of the transmission network or the user.
Cognitive Radio will intelligently know, by sensing, adapting and learning, what to do based on prior experiential knowledge, by building an internal database that defines how to best operate in different places and at specific times of day.
As Cognitive Radios send and receive signals, they will nimbly leap and bound in and out of free bands as required, avoiding those that are already in use. This lightning-fast channel jumping will permit cognitive radio systems to transmit voice and data streams at reasonable speeds.
This efficient use of existing Radio Frequency resources will alleviate spectrum-availability traffic jams and wireless communications may become far more dependable, convenient and, perhaps, considerably economical than it is today. Indeed, if Cognitive Radio technology progresses as its developers hope the airwaves will never be the same again.
VIKRAM KARVE
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SOFTWARE DEFINED RADIO SDR
Tuesday, June 02, 2009
SOFTWARE DEFINED RADIO [SDR]
[Here is an article on SDR compiled by my students Shijesh, Sibil, Shyju and John by browsing the internet, books and journals]
The rapid growth of technology and changing trends in the Communication techniques has paved way for the introduction of many telecommunication devices, many of which are not feasible to modify cost effectively due to lack of flexibility in their implementation. Software Defined Radio (SDR) technology mitigates this problem by providing the flexibility through software.
Software-Defined Radio (SDR) is a rapidly evolving technology that is receiving enormous recognition and generating widespread interest in the telecommunication industry. Over the last few years, analog radio systems are being replaced by digital radio systems and programmable hardware modules are increasingly being used in digital radio systems at different functional levels. SDR technology aims to take advantage of these programmable hardware modules to build open-architecture based radio system software.
An SDR system is a radio communication system where components that have typically been implemented in hardware are instead implemented using software on embedded computing devices. In other words SDR is a Radio in which some or all of the physical layer functions are software defined.
A Radio is any kind of device that wirelessly transmits or receives signals in the radio frequency (RF) part of the electromagnetic spectrum to facilitate the transfer of information.
In today's world, radios exist in a multitude of items such as cell phones, computers, car door openers, vehicles, and televisions.
While the concept of SDR is not new, the rapidly evolving capabilities of digital electronics are practical enabling many processes that were once only theoretically possible.
In the past, radio systems were designed to communicate using one or two waveforms [waveform here refers to any specific standard like Global System for Mobile Communications (GSM), Code Division Multiple Access (CDMA), and Time Division Multiple Access (TDMA) or it can be as simple as Frequency or Amplitude Modulation (FM or AM)].
As a result, two groups of people with different types of traditional radio were not able to communicate due to incompatibility problems. The need to communicate with people using different types of equipment can only be solved using software programmable radios because of its flexible architecture.
Traditional hardware based radio devices limit cross-functionality and can only be modified through physical intervention. This results in higher production costs and minimal flexibility in supporting multiple waveform standards. By contrast, software defined radio technology provides an efficient and comparatively inexpensive solution to this problem, allowing multi-mode, multi-band and/or multi-functional wireless devices that can be enhanced using software upgrades
The primary goal of SDR is to replace as many analog components and hardwired digital VLSI devices of the transceiver (radio) as possible with programmable devices.
Some of the advantages of SDR are:
1. Multifunctionality. The same piece of hardware i.e. the radio set can be used to transmit, receive and process different communication signals that adhere to different air interface standards. This can be done simply by reconfiguring the software.
2. Global Mobility. The same piece of hardware i.e. the radio set can be used in different parts of the world that endorse different air interface standards. This can again be done simply by reconfiguring the software.
3. Compactness and power efficient design. Unlike traditional non-SDR systems, which require multiple hardware sets for multi-functional communication, the same piece of SDR hardware can be reduced for such a purpose. This results in compact and power –efficient design, especially as the number of systems increases.
4. Ease of manufacture. A SDR comprises of fewer hardware parts than a traditional radio since most processing is done in software within a general-purpose microprocessors or special purpose microprocessors like the DSP, or in reconfigurable hardware including FPGAs. This eases the production cycle for the manufacturer with lesser parts to standardize and produce.
5. Ease of upgrades. Any service upgrade can be easily introduced through the release of new software versions without the expense of recalling or replacing the hardware units. A user can simply download the software off the internet and load it into the SDR.
The most significant asset of SDR is versatility. Wireless systems employ protocols that vary from one service to another. Even in the same type of service, for example wireless fax, the protocol often differs from country to country. A single SDR set with an all-inclusive software repertoire can be used in any mode, anywhere in the world. Changing the service type, the mode, and/or the modulation protocol involves simply selecting and launching the requisite program, and making sure the batteries are adequately charged if portable operation is contemplated.
The ultimate goal of SDR engineers is to provide a single radio transceiver capable of playing the roles of GSM phone, CDMA phone, Wimax terminal, wireless fax, wireless Web browser, Global Positioning System (GPS) unit, and other functions still in the realm of science fiction.
VIKRAM KARVE
http://vikramkarve.sulekha.com
vikramkarve@sify.com
http://www.linkedin.com/in/karve
NANO
Monday, March 23, 2009
In his insightful memoirs, War As I Knew It, General George S. Patton, one of history's most charismatic, famous and successful generals, gifted us an priceless gem of his human resource management wisdom: “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity”.
Ever since I read this illuminating book more than thirty years ago, I have followed this adage with great success in my multifarious avatars as a Human Resource Manager, a Project Manager, a Design Engineer, a Teacher and a Mentor.
A few days ago, a young lady, Prachi A Deshmukh, a fresh engineering graduate, joined our department as a research fellow; and I gave her a book from my bookcase, told her to review it and email me her book review by the end of the day. [As per my style, I just curtly told her what to do, not how to do it].
When I opened my email early next morning, the book review was there, waiting for me, and yes, Prachi Deshmukh had indeed surprised me with her ingenuity. I am truly proud of my young colleague and mentee.
A delight to read, written in a refreshingly youthful vibrant style, breathtaking in its simplicity, I liked the book review so much that I am placing it below as it is, with minimal editing, for you to read. We look forward to your comments and feedback; do tell us if you enjoyed reading the review, and the book.
Name of the book: Nano: The Essentials – Understanding Nanoscience and Nanotechnology
Author: T. Pradeep
Publication: Tata McGraw-Hill, 2008
ISBN-13: 978-0-07-061788-9
ISBN-10: 0-07-061788-0
[Reviewed by Prachi A. Deshmukh]
At the root of every invention, there is a seed of a thought which was unbelievable at that time. Yesterday’s dream is today’s truth; yesterday’s imagination is today’s reality. Let us take an example of ATM. Today we use ATM as if its ‘Any Time Money’ machine; but if we had told about this to somebody in the last century, he might had thought that we have gone mad! The same thing happened in December 1959, when Richard Feynman gave an after dinner speech at the annual meeting of the ‘American Physical Society’. He took the audience in the amazing world of his imagination. He was telling about the future where everything will be so small that there will be machines smaller than the tip of a needle. People were laughing, enjoying his ideas but no one knew the real meaning of his words-“There is plenty of room at the bottom.” Feynman is now credited for his great foresight which made him the first prophet of nanotechnology.
21st century is the era of great revolution in technology. Information Technology, Bio Technology and Nano Technology are some of the great windows which have tremendous capabilities to change the world around us. Especially Nanotechnology is a promising field in the near future which will provide us with many breakthroughs in a wide range of applications. It has been predicted that by the year 2015 the market share of nanotechnology and nanoscience will be worth 350 billion dollars. This calls for new investments in human resource development. These people must have strong foundation to build strong building. For those who are interested in this new technology, the book ‘Nano: The Essentials’ will prove to be a true guide.
The author of this book- Prof. T. Pradeep is with the IIT – Madras [Chennai]. Being a professor, he has structured this book so nicely that the reader gets his concepts clear right from the beginning. Starting from the preface we get more and more interest in this amazing world of nanotechnology and nanoscience.
The content of the book is well organized into five parts. In the first introductory part the author takes us in the world of nanotechnology with its relation with the nature. This part is enriched with the details of the technological inventions of 20th and 21st century.
In second part, we move towards the experimental methods. The author introduces us with the different types of microscopies . The neat diagrams, graphs and pictures in this part make it easier to understand the different experimental methods.
In the third part, we enter into the world of fullerenes, carbon nanotubes, gas phase clusters, nanoshells etc. In this section also, author addresses us with his simple language. There are sufficient diagrams and graphs to understand the concept properly.
In fourth part we become familiar with nanobiology, nanosensors, nanomedicines , nanotribiology and molecular nanomachines.
Whenever some new technology comes into picture it’s the duty of every conscientious technologist to study the societal implications of it. In the fifth part we go through the relationship between nanotechnology and the society.
The most appreciable thing in this book is I think the ‘History of nanoscience and nanotechnology’ which tells us about all the important events in the development of Nanotechnology. Hats off to the author for this effort. The glossary of nanoterms at the end of this book summarizes all the important terms used throughout the book.
The author has given the references and additional related reading books at the end of every chapter for the keen readers to know more about the things.
In simple words, the book ‘Nano: The Essentials’ is really essential for those who are keen to know about nanotechnology and nanoscience . With his simple language the author has maintained the flow throughout the book. There are plenty of diagrams, graphs, tables and pictures which make the study more meaningful. If you are really serious about nanotechnology, then I will insist you to have a copy of this book. It’s easier for understanding if you have enough base of science and technology. I recommend this book to students, engineers, teachers and technologists who are willing to enter in this amazing world of nanotechnology and nanoscience.
ART OF DISSERTATION Part 2 – Reference Citations
Monday, March 23, 2009
ART OF DISSERTATION
Reference Citations
[ Citations, Footnotes, Endnotes, References, Bibliography ]
By
VIKRAM KARVE
Art of Dissertation – Part 2 – Citations
Whenever you use any words, ideas or information from any source in your dissertation, you must cite and reference those sources to acknowledge the contributions of others in your dissertation work.
Citations
Reference Citations may be included in the following forms:
Footnote Referencing in the text at the foot or bottom of the page.
Endnote Referencing or Citation-Sequence System collated and listed chronologically at the end of the text.
Bibliography
Citations serve inter alia the following purposes:
Establish credibility of the research.
Enable assessment of the quality and timeliness of the research.
Acknowledge the contributions of others and sources of information in your dissertation work.
Provide identification of material used in your research or quoted in your dissertation report.
Facilitate inclusion of material of supplemental value.
Intellectual Honesty.
Referencing [Footnotes and Endnotes]
In your dissertation you can do referencing using either Footnotes or Endnotes.
A Footnote is a bottom-of-the-page citation, whereas Endnotes are collected at the either at the end of the dissertation or at the end of each chapter.
Footnotes and Endnotes serve the same purpose. However, they are two different systems, so be consistent and use one of the two methods throughout your dissertation.
The advantage of footnoting is that readers can simply cast their eyes down the page to discover the source of a reference which interests them, but now-a-days Endnotes [References] at the end of the dissertation seem to be preferred.
References are to be sequentially numbered throughout your dissertation starting with 1, indicating the relevant number [note identifier] at the end of the pertinent sentence in the text, superscripted, or in brackets, and amplified by the citation either at the bottom of the page [footnote] or at the end of the dissertation [endnote]. The citation should provide the following bibliographic information:
1. Author(s) surname(s), first name(s) or initials
2. Name of the article, book or journal
3. Editors (if applicable)
4. Publishers Name and Location
5. Volume and Issue Number or month of publication (in case of a journal)
6. Year published
7. ISBN (if applicable)
8. The exact page numbers if your reference is a direct quotation, a paraphrase, an idea, or is otherwise directly drawn from the source. [p – page, pp – pages]
Titles of publications should be italicised, article titles should be enclosed between single quotation marks, and commas must be used to separate each item of the citation and end with a full stop.
Examples:
Book
1. Wilson B, ‘Systems, Concepts, Methodologies and Applications’, John Wiley and Sons, USA, 1984, p 29
Journal [article]
2. Steiner CJ, ‘Educating for Innovation and Management’, IEEE Transactions on Education, Vol 41, No. 1, Feb 1998, pp 1-7
Conference Proceedings [paper]
3. Sriram S and Karve VW, ‘Systems Cybernetic Re-engineering for Empowering Human Performance: A Soft Systems Dynamics Approach’, Proceedings of the International Conference on Cognitive Systems, Dec 1998, pp 723 – 739.
Internet Citations must include:
1. Name(s) of Author (s) / Editor (s)
2. "Title of Article, Web page or site" in quotation marks.
3. Name of sponsor of site or Title of Journal
4. Date of article, of Web page or site creation and latest update.
5. Access date (the date you accessed the Web page or site).
6. Complete Uniform Resource Locator (URL) in angle brackets.
Example:
Karve VW, ‘Ethics, Values and Technology’, in Cognitive Systems Review, July 2008, viewed on 21 August 2008
Some Abbreviations in Referencing
ibid is used in consecutive references that refer to the same work, whether to the same or different pages.
Example: [the digits 1,2,3 are the footnote or reference numbers]
1. Karve V, ‘Appetite For A Stroll’, Cinnamon Teal, India, 2008, ISBN 9788190690096, p 15.
2. ibid [Please note that this refers only to page 15 of the above book and not to any other page of that book]
3. ibid, pp 29-34. [This still refers to Karve, but to pages 29-34]
op. cit. is used with non-consecutive references that refer to the same work but to different pages.
loc. cit is used with non-consecutive references that refer to the same work and to the same page or pages of that work.
Examples: [the digits 4, 5, 6, 7, 8, 9 are footnote or reference numbers]
4. Senge P, ‘The Fifth Discipline’, Currency Doubleday, USA, pp 75-76.
5. Twiss BC, ‘Managing Technological Innovation’, Longman, UK, 1974, p 33
6. Senge, op. cit., pp 101-110 [Note that the footnote reference numbers to Senge are not consecutive and that different pages in his work are being cited].
7. Karve V, op. cit., pp 117-120. [Different pages of Karve (reference at serial 1 above) are being cited]
8. ibid [This refers to Karve, pp 117-120]
9. Twiss, loc.cit. [The reference is to Twiss page 33. Citation of any other page or pages would have entailed the use of op. cit, followed by the page number(s)]
When references are made to two or more books or papers of the same author, the abbreviations op.cit. and loc. cit. are not used in subsequent citations, in order to obviate confusion.
In referring to material contained in other pages of your own dissertation you may use the following abbreviations followed by the appropriate page number:
cf (confer) – compare
cf,ante (confer ante) – compare above
cf, post (confer post) – compare below
supra (above) – cross-reference to preceding matter
infra (below) – cross-reference to succeeding matter
et passim (and here and there) – matter referred is scattered in the dissertation
Bibliography
A bibliography should generally contain all the sources cited in the dissertation and any other important references [books, journals and internet websites] that you have consulted during your research or used in preparing your dissertation.
Systematically list the various sources of information consulted or used in your dissertation [books, journals, internet websites, previous research work / dissertations] separately in alphabetical order of authors’ surnames in the same style as references.
The distinction between references and bibliography is that whereas references [footnotes and endnotes] cite authority for specific statements, the bibliography gives descriptions of entire works.
If a reader wants to consult a work referred to in a footnote, he turns to the bibliography for a full description of that work.
[to be continued]
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://www.linkedin.com/in/karve
http://www.ryze.com/go/karve
http://vikramkarve.sulekha.com
vikramkarve@hotmail.com
vikramkarve@sify.com
ART OF DISSERTATION Part 1 Thesis Statement
Monday, March 23, 2009
ART OF DISSERTATION
By
VIKRAM KARVE
Part 1 – Thesis Statement
I wrote a dissertation to earn my Masters Degree in Technology [M.Tech.] from IIT Delhi in 1983, and one more for my Post Graduation in Management in 1985.
Since then I have supervised and guided dissertations, more than 40, maybe 50, chiefly for Masters Degrees in Engineering and Technology [ME / M. Tech.].
Some students of mine thought it apt than I pen down a few tips on the art of dissertation, so here are I am, writing a few lines, on The Art of Dissertation.
In a nutshell, the Art of Dissertation comprises the following simple steps:
1. Select a dissertation topic in a subject that you are knowledgeable about.
2. Compose a thesis statement that only asks a single question.
3. Employ a research methodology process that is compatible with your dissertation study.
4. Present your data evaluation, analysis and interpretation in an accurate, succinct, logical, well-reasoned and lucid manner and write your dissertation report in a simple, coherent manner conforming to the prescribed style.
5. Conclude your dissertation by answering the thesis statement and, if pertinent, mention corollaries and consequences and possibilities and scope for future research work on the subject.
6. Impart the finishing touches to your dissertation report – definitions, references, bibliography, abstract, summary, acknowledgement, certificate, contents and title pages.
WHAT IS A DISSERTATION?
A thesis is a hypothesis or conjecture. The word "thesis" is coined from the Greek derivative of the word meaning "position", and refers to an intellectual proposition. A thesis may be an unproved statement, a hypothetical proposition, put forward as a premise.
A dissertation is a lengthy, formal document that argues in defence of a particular thesis. The term "Dissertation" is derived from the Latin word dissertātiō, meaning "discourse" and is a document that presents the author's research and findings and, in most cases, is submitted in support of candidature for a degree or professional qualification. The research performed to support a thesis must be original and substantial. The dissertation must illustrate this aspect and highlight original contributions.
Your dissertation is your research which demonstrates your understanding of the subject in a clear manner. Therefore, it is imperative you find a topic that gives a clear picture of what you should write. Always ignore ambiguous and vague ideas. And, most importantly, choose an apt title – in fact, the title of your dissertation must fascinate you and entice your audience.
CHOOSE THE TYPE OF YOUR DISSERTATION
Dissertations are of two types - Empirical and Analytical.
Empirical dissertations make propositions resulting from experiments, involving laboratory or field research.
Analytical dissertations reflect propositions resulting from meticulous, pioneering and innovative analysis of previously published work.
WRITING YOUR DISSERTATION REPORT
A dissertation report may comprise the following main chapters:
1. Introduction- An overview of the problem; why it is important; a summary of extant work and, most important, the thesis statement.
2. Literature Review-the chapter that summarizes another work related to your topic.
3. Methodology-the part of the paper that introduces the procedures utilized for the research study and the conceptual model.
4. Data Presentation, Evaluation, Analysis and Interpretation -the chapter involves the presentation of computation values using statistical tools to support the claim.
5. Conclusion-the complete summary of the research findings.
Of course, you must include suitable pages for definitions, illustrations and graphs, footnotes and references, bibliography, abstract, summary, acknowledgement, certificates, contents and title pages.
Introduction
Dissertation writing chiefly involves the introduction, literature review, methodology and analysis chapters, and the others mentioned above. Having selected your dissertation topic, before you begin your dissertation you need to establish your thesis statement first.
A thesis statement is simply a single sentence that provides the main intention of the research. The thesis statement will epitomize the scope of your study, give you an idea of what you want to prove and will pilot your research.
A good thesis statement must satisfy the following four criteria:
1. The thesis statement must state your position.
2. The thesis statement must be able to support a discussion.
3. The thesis statement must be specific about its position.
4. The thesis statement should only have one single idea of discussion.
You must ponder over the following points while writing the introduction to your dissertation:
Is there any need to this dissertation study?
Why do it now? Why here? Why me?
Is the dissertation topic in my “comfort zone” and am I thirsty for knowledge and passionate about it?
Is there a problem? What is it? Why does it need to be solved? Should I approach it empirically or analytically?
What is my hypothesis? Is it original, novel, new, innovative?
Who will benefit from my dissertation work? In what sense will they benefit?
How will my contribution add to “commons”?
What is going to be my methodology? [modalities of data collection, evaluation, analysis, interpretation]
Are there any constraints or limitations in conduct of my proposed dissertation studies and research?
Dear Reader, I am feeling tired now, and will end this first part of my article here, but before I sign off, here is an interesting quote I read somewhere:
“The average Ph.D. thesis is nothing but the transference of bones from one graveyard to another.” – Frank J. Dobie.
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
ART OF DISSERTATION Part 1 Thesis Statement
Monday, March 23, 2009
ART OF DISSERTATION
By
VIKRAM KARVE
Part 1 – Thesis Statement
I wrote a dissertation to earn my Masters Degree in Technology [M.Tech.] from IIT Delhi in 1983, and one more for my Post Graduation in Management in 1985.
Since then I have supervised and guided dissertations, more than 40, maybe 50, chiefly for Masters Degrees in Engineering and Technology [ME / M. Tech.].
Some students of mine thought it apt than I pen down a few tips on the art of dissertation, so here are I am, writing a few lines, on The Art of Dissertation.
In a nutshell, the Art of Dissertation comprises the following simple steps:
1. Select a dissertation topic in a subject that you are knowledgeable about.
2. Compose a thesis statement that only asks a single question.
3. Employ a research methodology process that is compatible with your dissertation study.
4. Present your data evaluation, analysis and interpretation in an accurate, succinct, logical, well-reasoned and lucid manner and write your dissertation report in a simple, coherent manner conforming to the prescribed style.
5. Conclude your dissertation by answering the thesis statement and, if pertinent, mention corollaries and consequences and possibilities and scope for future research work on the subject.
6. Impart the finishing touches to your dissertation report – definitions, references, bibliography, abstract, summary, acknowledgement, certificate, contents and title pages.
WHAT IS A DISSERTATION?
A thesis is a hypothesis or conjecture. The word "thesis" is coined from the Greek derivative of the word meaning "position", and refers to an intellectual proposition. A thesis may be an unproved statement, a hypothetical proposition, put forward as a premise.
A dissertation is a lengthy, formal document that argues in defence of a particular thesis. The term "Dissertation" is derived from the Latin word dissertātiō, meaning "discourse" and is a document that presents the author's research and findings and, in most cases, is submitted in support of candidature for a degree or professional qualification. The research performed to support a thesis must be original and substantial. The dissertation must illustrate this aspect and highlight original contributions.
Your dissertation is your research which demonstrates your understanding of the subject in a clear manner. Therefore, it is imperative you find a topic that gives a clear picture of what you should write. Always ignore ambiguous and vague ideas. And, most importantly, choose an apt title – in fact, the title of your dissertation must fascinate you and entice your audience.
CHOOSE THE TYPE OF YOUR DISSERTATION
Dissertations are of two types - Empirical and Analytical.
Empirical dissertations make propositions resulting from experiments, involving laboratory or field research.
Analytical dissertations reflect propositions resulting from meticulous, pioneering and innovative analysis of previously published work.
WRITING YOUR DISSERTATION REPORT
A dissertation report may comprise the following main chapters:
1. Introduction- An overview of the problem; why it is important; a summary of extant work and, most important, the thesis statement.
2. Literature Review-the chapter that summarizes another work related to your topic.
3. Methodology-the part of the paper that introduces the procedures utilized for the research study and the conceptual model.
4. Data Presentation, Evaluation, Analysis and Interpretation -the chapter involves the presentation of computation values using statistical tools to support the claim.
5. Conclusion-the complete summary of the research findings.
Of course, you must include suitable pages for definitions, illustrations and graphs, footnotes and references, bibliography, abstract, summary, acknowledgement, certificates, contents and title pages.
Introduction
Dissertation writing chiefly involves the introduction, literature review, methodology and analysis chapters, and the others mentioned above. Having selected your dissertation topic, before you begin your dissertation you need to establish your thesis statement first.
A thesis statement is simply a single sentence that provides the main intention of the research. The thesis statement will epitomize the scope of your study, give you an idea of what you want to prove and will pilot your research.
A good thesis statement must satisfy the following four criteria:
1. The thesis statement must state your position.
2. The thesis statement must be able to support a discussion.
3. The thesis statement must be specific about its position.
4. The thesis statement should only have one single idea of discussion.
You must ponder over the following points while writing the introduction to your dissertation:
Is there any need to this dissertation study?
Why do it now? Why here? Why me?
Is the dissertation topic in my “comfort zone” and am I thirsty for knowledge and passionate about it?
Is there a problem? What is it? Why does it need to be solved? Should I approach it empirically or analytically?
What is my hypothesis? Is it original, novel, new, innovative?
Who will benefit from my dissertation work? In what sense will they benefit?
How will my contribution add to “commons”?
What is going to be my methodology? [modalities of data collection, evaluation, analysis, interpretation]
Are there any constraints or limitations in conduct of my proposed dissertation studies and research?
Dear Reader, I am feeling tired now, and will end this first part of my article here, but before I sign off, here is an interesting quote I read somewhere:
“The average Ph.D. thesis is nothing but the transference of bones from one graveyard to another.” – Frank J. Dobie.
VIKRAM KARVE
Copyright © Vikram Karve 2009
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.