No
bastard ever won a war by dying for his country.
He won
it by making the other poor dumb bastard die for his country.
General George
S. Patton
Showing posts with label force. Show all posts
Showing posts with label force. Show all posts
Monday, January 14, 2013
Wednesday, May 11, 2011
IMPLEMENTATION MANAGEMENT
IMPLEMENTATION MANAGEMENT
Before embarking on implementation you must determine the driving forces and restraining forces and formulate a strategy to tackle them; if you rush into implementation without proper analysis, you may get frustrated and not know why.
© vikram karve., all rights reserved.
By
VIKRAM KARVE
We may be very good at conceiving and planning things, but very poor at implementation, especially in infrastructure projects which are plagued with time and cost overruns and crisis management. This is certainly true of the various development works, especially building of roads, I see perpetually in progress in and around Pune.
Thus, proper implementation seems to be the key to progress and success. So here are some of my thoughts on the art of implementation.
Implementation is the phase between a decision and its realization.
Implementation may be placed in a continuum in which interaction takes place between those who seek objective and those on whom action depends.
The importance of implementation is undeniable because it is a struggle over the realization of ideas.
Effective implementation overcomes the gaps between intention and promise, aspirations, achievement and performance, and prescription and reality. Implementation comprises the ability to achieve specified ends by chosen means.
The importance of implementation is undeniable because it is a struggle over the realization of ideas.
Effective implementation overcomes the gaps between intention and promise, aspirations, achievement and performance, and prescription and reality. Implementation comprises the ability to achieve specified ends by chosen means.
The time factor is critical in the implementation phase of a project.
Contingencies characterize implementation in several ways hence interactive and dynamic elements are vital to implementation management in order to forge links in the causal chain connecting actions to objectives with a view to minimizing the discrepancy between what actually occurs and what was envisaged.
Contingencies characterize implementation in several ways hence interactive and dynamic elements are vital to implementation management in order to forge links in the causal chain connecting actions to objectives with a view to minimizing the discrepancy between what actually occurs and what was envisaged.
Implementation is not self-executing.
Implementation is not a process that follows automatically once a program has been formulated.
Implementation is not a process that follows automatically once a program has been formulated.
Implementation requires the presence of an action-forcing mechanism.
Implementation is a control task; hence, it needs to be dynamic, flexible and adaptable to changing situations.
Implementation is a control task; hence, it needs to be dynamic, flexible and adaptable to changing situations.
Breakdowns of implementation represent fundamental failures to translate meaningful ideas into effective action.
Despite taking initiatives and using rational methods, on many occasions implementation is swamped by constant pressures of unpredictable problems and crises.
Despite taking initiatives and using rational methods, on many occasions implementation is swamped by constant pressures of unpredictable problems and crises.
It is important to distinguish between non-implementation and unsuccessful implementation.
In the case of non-implementation, the program is not put into effect as intended.
Unsuccessful implementation, on the other hand, occurs when a program is carried out, but fails to produce the desired results.
Unsuccessful implementation, on the other hand, occurs when a program is carried out, but fails to produce the desired results.
Implementation seems vulnerable to the domino effect in that when the initial phase is troubled the implementation failure tends to transmit itself to later phases.
Once implementation dynamics are set in motion, they become vulnerable to adverse or diversionary forces which pull them away from their original design. Hence, a cogent implementation schedule and specific techniques are necessary to move from the realm of intention to the ambit of reality.
Force Field Analysis, a technique developed by Lewin, is useful in designing and executing the implementation process.
Force Field Analysis is a technique for systematically reviewing the elements working for and against a proposed course of action. It assumes that in any situation there are both driving forces and restraining forces that influence implementation.
Force Field Analysis is a technique for systematically reviewing the elements working for and against a proposed course of action. It assumes that in any situation there are both driving forces and restraining forces that influence implementation.
Driving Forces are those forces that facilitate implementation.
Restraining Forces impede the implementation process – they tend to restrain, dissipate, decrease or negate the Driving Forces.
For successful implementation it is essential to push on and overpower or immobilize the restraining forces, or try to transform the restraining forces into driving forces.
Restraining Forces impede the implementation process – they tend to restrain, dissipate, decrease or negate the Driving Forces.
For successful implementation it is essential to push on and overpower or immobilize the restraining forces, or try to transform the restraining forces into driving forces.
From the Human Resource (HR) perspective the Driving Forces include Participants [people who recognize their responsibility in the success of implementation], Movers [people who remove obstacles to implementation when they encounter them] and Shakers [people who recognize an opportunity and will make implementation happen] and the Restraining Forces may comprise Spectators [people not interested in implementation], Protectors [of Status Quo], Doubters [of the way the implementation is being done], Worriers [who are afraid of failure] and Switchers [people who abdicate and “delegate” their implementation responsibility].
VIKRAM KARVE
Copyright © Vikram Karve 2011
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
© vikram karve., all rights reserved.
About Vikram Karve
A creative person with a zest for life, Vikram Karve is a retired Naval Officer turned full time writer. Educated at IIT Delhi, ITBHU Varanasi, The Lawrence School Lovedale and Bishops School Pune, Vikram has published two books: COCKTAIL a collection of fiction short stories about relationships (2011) and APPETITE FOR A STROLL a book of Foodie Adventures(2008) and is currently working on his novel. An avid blogger, he has written a number of fiction short stories and creative non-fiction articles in magazines and journals for many years before the advent of blogging. Vikram has taught at a University as a Professor for almost 14 years and now teaches as a visiting faculty and devotes most of his time to creative writing. Vikram lives in Pune India with his family and muse - his pet dog Sherry with whom he takes long walks thinking creative thoughts.
Vikram Karve Academic and Creative Writing Journal: http://karvediat.blogspot.com
Professional Profile Vikram Karve: http://www.linkedin.com/in/karve
Vikram Karve Creative Writing Blog: http://vikramkarve.sulekha.com/blog/posts.htm
Fiction Short Stories Book
Foodie Book: Appetite for a Stroll
© vikram karve., all rights reserved.
Friday, February 4, 2011
WHY A JOB DOES NOT GET DONE
HR MUSINGS – Jottings From My Diary
WHY A JOB DOES NOT GET DONE
By
VIKRAM KARVE
There are four reasons a job does not get done:
1. Lack of RESOURCES – I cannot do it!
2. TRAINING Deficiencies – I don’t know how to do it!
3. ATTITUDINAL Problems – I don’t want to do it!
4. Mismatch in VALUES – I don’t believe in doing it!
Analyse the cause and then use Force Field Analysis to get the job done.
HR Thought for the Day : Explosive Behaviour is not Linear in nature.
Have a good day
Vikram Karve
Sunday, December 19, 2010
Business Ethics Lecture Series - Part 32 - IMPLEMENTATION MANAGEMENT
IMPLEMENTATION MANAGEMENT
By
VIKRAM KARVE
Implementation is the phase between a decision and its realization.
Implementation may be placed in a continuum in which interaction takes place between those who seek objective and those on whom action depends.
The importance of implementation is undeniable because it is a struggle over the realization of ideas.
Effective implementation overcomes the gaps between intention and promise, aspirations, achievement and performance, and prescription and reality. Implementation comprises the ability to achieve specified ends by chosen means.
The importance of implementation is undeniable because it is a struggle over the realization of ideas.
Effective implementation overcomes the gaps between intention and promise, aspirations, achievement and performance, and prescription and reality. Implementation comprises the ability to achieve specified ends by chosen means.
The time factor is critical in the implementation phase of a project.
Contingencies characterize implementation in several ways hence interactive and dynamic elements are vital to implementation management in order to forge links in the causal chain connecting actions to objectives with a view to minimizing the discrepancy between what actually occurs and what was envisaged.
Contingencies characterize implementation in several ways hence interactive and dynamic elements are vital to implementation management in order to forge links in the causal chain connecting actions to objectives with a view to minimizing the discrepancy between what actually occurs and what was envisaged.
Implementation is not self-executing.
Implementation is not a process that follows automatically once a program has been formulated.
Implementation is not a process that follows automatically once a program has been formulated.
Implementation requires the presence of an action-forcing mechanism.
Implementation is a control task; hence, it needs to be dynamic, flexible and adaptable to changing situations.
Implementation is a control task; hence, it needs to be dynamic, flexible and adaptable to changing situations.
Breakdowns of implementation represent fundamental failures to translate meaningful ideas into effective action.
Despite taking initiatives and using rational methods, on many occasions implementation is swamped by constant pressures of unpredictable problems and crises.
Despite taking initiatives and using rational methods, on many occasions implementation is swamped by constant pressures of unpredictable problems and crises.
It is important to distinguish between non-implementation and unsuccessful implementation.
In the case of non-implementation, the program is not put into effect as intended.
Unsuccessful implementation, on the other hand, occurs when a program is carried out, but fails to produce the desired results.
Unsuccessful implementation, on the other hand, occurs when a program is carried out, but fails to produce the desired results.
Implementation seems vulnerable to the domino effect in that when the initial phase is troubled the implementation failure tends to transmit itself to later phases.
Once implementation dynamics are set in motion, they become vulnerable to adverse or diversionary forces which pull them away from their original design. Hence, a cogent implementation schedule and specific techniques are necessary to move from the realm of intention to the ambit of reality.
Force Field Analysis, a technique developed by Lewin, is useful in designing and executing the implementation process.
Force Field Analysis is a technique for systematically reviewing the elements working for and against a proposed course of action. It assumes that in any situation there are both driving forces and restraining forces that influence implementation.
Force Field Analysis is a technique for systematically reviewing the elements working for and against a proposed course of action. It assumes that in any situation there are both driving forces and restraining forces that influence implementation.
Driving Forces are those forces that facilitate implementation.
Restraining Forces impede the implementation process – they tend to restrain, dissipate, decrease or negate the Driving Forces.
For successful implementation it is essential to push on and overpower or immobilize the restraining forces, or try to transform the restraining forces into driving forces.
Restraining Forces impede the implementation process – they tend to restrain, dissipate, decrease or negate the Driving Forces.
For successful implementation it is essential to push on and overpower or immobilize the restraining forces, or try to transform the restraining forces into driving forces.
From the Human Resource (HR) perspective the Driving Forces include Participants [people who recognize their responsibility in the success of implementation], Movers [people who remove obstacles to implementation when they encounter them] and Shakers [people who recognize an opportunity and will make implementation happen] and the Restraining Forces may comprise Spectators [people not interested in implementation], Protectors [of Status Quo], Doubters [of the way the implementation is being done], Worriers [who are afraid of failure] and Switchers [people who abdicate and “delegate” their implementation responsibility].
VIKRAM KARVE
Copyright © Vikram Karve 2010
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
© vikram karve., all rights reserved.
VIKRAM KARVE educated at IIT Delhi, ITBHU, The Lawrence School Lovedale, and Bishop's School Pune, is an Electronics and Communications Engineer by profession, a Human Resource Manager and Trainer by occupation, a Teacher by vocation, a Creative Writer by inclination and a Foodie by passion. An avid blogger, he has written a number of fiction short stories and creative non-fiction articles in magazines and journals for many years before the advent of blogging. His delicious foodie blogs have been compiled in a book "Appetite for a Stroll". Vikram lives in Pune with his family and pet Doberman girl Sherry, with whom he takes long walks thinking creative thoughts.
Vikram Karve Creative Writing Blog - http://vikramkarve.sulekha.com
Academic Journal Vikram Karve – http://karvediat.blogspot.com
Professional Profile of Vikram Karve - http://www.linkedin.com/in/karve
Email: vikramkarve@sify.com
Foodie Book: Appetite for a Stroll
http://books.sulekha.com/book/appetite-for-a-stroll/default.htm
Academic Journal Vikram Karve – http://karvediat.blogspot.com
Professional Profile of Vikram Karve - http://www.linkedin.com/in/karve
Email: vikramkarve@sify.com
Foodie Book: Appetite for a Stroll
http://books.sulekha.com/book/appetite-for-a-stroll/default.htm
© vikram karve., all rights reserved.
Saturday, June 26, 2010
FORCE FIELD ANALYSIS - AN EFFECTIVE IMPLEMENTATION MANAGEMENT TOOL
FORCE FIELD ANALYSIS
AN EFFECTIVE IMPLEMENTATION MANAGEMENT TOOL
AN EFFECTIVE IMPLEMENTATION MANAGEMENT TOOL
By
VIKRAM KARVE
Implementation is the phase between a decision and its realization.
Implementation may be placed in a continuum in which interaction takes place between those who seek objective and those on whom action depends.
The importance of implementation is undeniable because it is a struggle over the realization of ideas.
Effective implementation overcomes the gaps between intention and promise, aspirations, achievement and performance, and prescription and reality. Implementation comprises the ability to achieve specified ends by chosen means.
The importance of implementation is undeniable because it is a struggle over the realization of ideas.
Effective implementation overcomes the gaps between intention and promise, aspirations, achievement and performance, and prescription and reality. Implementation comprises the ability to achieve specified ends by chosen means.
The time factor is critical in the implementation phase of a project.
Contingencies characterize implementation in several ways hence interactive and dynamic elements are vital to implementation management in order to forge links in the causal chain connecting actions to objectives with a view to minimizing the discrepancy between what actually occurs and what was envisaged.
Contingencies characterize implementation in several ways hence interactive and dynamic elements are vital to implementation management in order to forge links in the causal chain connecting actions to objectives with a view to minimizing the discrepancy between what actually occurs and what was envisaged.
Implementation is not self-executing.
Implementation is not a process that follows automatically once a program has been formulated.
Implementation is not a process that follows automatically once a program has been formulated.
Implementation requires the presence of an action-forcing mechanism.
Implementation is a control task; hence, it needs to be dynamic, flexible and adaptable to changing situations.
Implementation is a control task; hence, it needs to be dynamic, flexible and adaptable to changing situations.
Breakdowns of implementation represent fundamental failures to translate meaningful ideas into effective action.
Despite taking initiatives and using rational methods, on many occasions implementation is swamped by constant pressures of unpredictable problems and crises.
Despite taking initiatives and using rational methods, on many occasions implementation is swamped by constant pressures of unpredictable problems and crises.
It is important to distinguish between non-implementation and unsuccessful implementation. In the case of non-implementation, the program is not put into effect as intended.
Unsuccessful implementation, on the other hand, occurs when a program is carried out, but fails to produce the desired results.
Unsuccessful implementation, on the other hand, occurs when a program is carried out, but fails to produce the desired results.
Implementation seems vulnerable to the domino effect in that when the initial phase is troubled the implementation failure tends to transmit itself to later phases.
Once implementation dynamics are set in motion, they become vulnerable to adverse or diversionary forces which pull them away from their original design. Hence, a cogent implementation schedule and specific techniques are necessary to move from the realm of intention to the ambit of reality.
Force Field Analysis, a technique developed by Lewin, is useful in designing and executing the implementation process.
Force Field Analysis is a technique for systematically reviewing the elements working for and against a proposed course of action. It assumes that in any situation there are both driving forces and restraining forces that influence implementation.
Force Field Analysis is a technique for systematically reviewing the elements working for and against a proposed course of action. It assumes that in any situation there are both driving forces and restraining forces that influence implementation.
Driving Forces are those forces that facilitate implementation.
Restraining Forces impede the implementation process – they tend to restrain, dissipate, decrease or negate the Driving Forces.
For successful implementation it is essential to push on and overpower or immobilize the restraining forces, or try to transform the restraining forces into driving forces.
Restraining Forces impede the implementation process – they tend to restrain, dissipate, decrease or negate the Driving Forces.
For successful implementation it is essential to push on and overpower or immobilize the restraining forces, or try to transform the restraining forces into driving forces.
From the Human Resource (HR) perspective the Driving Forces include Participants [people who recognize their responsibility in the success of implementation], Movers [people who remove obstacles to implementation when they encounter them] and Shakers [people who recognize an opportunity and will make implementation happen] and the Restraining Forces may comprise Spectators [people not interested in implementation], Protectors [of Status Quo], Doubters [of the way the implementation is being done], Worriers [who are afraid of failure] and Switchers [people who abdicate and “delegate” their implementation responsibility].
Before embarking on implementation you must determine the driving forces and restraining forces and formulate a strategy to tackle them; if you rush into implementation without proper analysis, you may get frustrated and not know why.
VIKRAM KARVE
Copyright © Vikram Karve 2010
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
Friday, March 26, 2010
QUIT SMOKING The NLP Way
QUIT SMOKING
The NLP Way
By
VIKRAM KARVE
Whenever I undergo any training or course, I try and apply the concepts and skills I learn during the program upon myself in order to ascertain efficacy of the training for I firmly believe in the time-tested adage that “The Proof of the Pudding is in the Eating”.
Thus, the first thing I decided after completing NLP Practitioner Training was to try and apply the concepts I had learnt and imbibed on myself.
NLP stands for neuro-linguistic programming.
Sounds complicated and high falutin, isn’t it...?
Actually NLP is quite simple – let’s see how I applied it in my daily life.
At that point in time, I was a smoker. I had tried to quit smoking many times with little success.
Now I’d try a simple concept from NLP to give up smoking.
Now I’d try a simple concept from NLP to give up smoking.
I succeeded beyond my expectations and gave up smoking in a day.
I conquered the craving, the urge, for smoking and never suffered any “withdrawal symptoms”.
I quit smoking forever in one go.
Let me describe to you, Dear Reader, that red letter day of my life.
I woke up early in the morning, as usual, made a cup of tea, and the moment I took a sip of the piping hot delicious tea, I felt the familiar crave for my first cigarette of the day.
I had identified my first “Smoking - Anchor” – Tea.
I kept down the tempting cup of tea, made a note of the craving [anchor] in my diary, quickly heated a glass of water in the microwave oven, completed my ablutions, stepped out of my house, and embarked upon my customary morning constitutional brisk walk-cum-jog deeply rinsing and cleansing my lungs with pure refreshing morning air, which made me feel on top of the world.
I felt invigorated and happy. I had overcome my craving and not smoked my first cigarette of the day.
Returning refreshed from my brisk bracing morning walk, I stopped to pick up the newspaper, and spotted my friends ‘N’ and ‘S’ across the road beckoning me for our customary post-walk tête-à -tête with tea and cigarettes at our favorite the tea-stall.
Here lurked my second “Smoking - Anchor” – my smoker friends.
I felt tempted, but I steeled my resolve.
I waved out to my smoker friends, turned away and briskly headed home.
They must have thought I’d gone crazy, but it didn’t matter – I had avoided my second cigarette of the day.
That’s what I was going to do the entire day. Be aware, look inwards, fully cognizant and mindful in order to ensure that I identify all the stimuli that triggered in me the urge to smoke – my “smoking anchors” which could be anything, conscious and unconscious, internal and external, tangible or intangible – people, situations, events, feelings, smells, emotions, tendencies, moods, foods, social or organizational trends, practices, norms, peer-pressure.
Then I would conquer and triumph over these stimuli, demolish these negative “smoking-anchors” and establish and reinforce new positive “healthy” non-smoking anchors using a Technique called FORCE FIELD ANALYSIS
I’ll tell you more about Force Field Analysis later. You can read about this technique in my blog too:
MY FIRST NON-SMOKING DAY
Dear Reader, read on and see how my first non-smoking day progressed.
After breakfast, I didn’t drink my usual cup of coffee – a strong “smoking anchor” which triggered in me a strong irresistible craving and desperate desire to smoke.
I drank a glass of cold bland milk instead, and thereby averted my third cigarette of the day.
It was nine as I reached my workplace and I had not smoked a single cigarette. Rather I had not smoked my customary three cigarettes!
It was a long day ahead and I had to be cognizant, observe myself inwardly and devise strategies to tackle situations that elicited craving for smoking – recognize and conquer my “smoking anchors”.
Anchoring is a naturally occurring phenomenon, a natural process that usually occurs without our awareness.
An anchor is any representation in the human nervous system that triggers any other representation.
Anchors can operate in any representational system (sight, sound, feeling, sensation, smell, taste).
You create an anchor when you unconsciously set up a stimulus-response pattern.
Response [smoking] becomes associated with [anchored to] some stimulus; in such a way that perception of the stimulus [the anchor] leads by reflex to the anchored response [smoking] occurring.
Repeated Stimulus–Response [SR] action reinforces anchors and this is a vicious circle, especially in the context of “smoking anchors”.
The trick is to identify your “smoking anchors”, become conscious of these anchors and ensure you do not activate them.
And then transcend from the SR Paradigm to the SHOR Paradigm to set and fire new positive anchors.
What’s SHOR?
SHOR stands for Stimulus-Hypothesis-Options-Response – do read the article on SHOR Paradigm in my blog:
The moment I reached office I saw my colleague ‘B’ eagerly waiting for me, as he did every day.
Actually the freeloader was eagerly waiting to bum a cigarette off me for his first smoke of the day. “I only smoke other’s cigarettes” was his motto!
I politely told him I had quit smoking and told him to look for a cigarette elsewhere.
He looked at me in disbelief; taunted, jeered and badgered me a bit, but when I stood firm, he disappeared.
I had not smoked my fourth cigarette of the day!
I removed from my office my ashtray, my lighter, all vestiges of smoking, declared the entire place a no-smoking zone and put up signs to that effect.
The working day began. It was a tough and stressful working day. I was tired and suddenly my boss called me across to his office and offered me a cigarette.
I looked at the cigarette pack yearningly, tempted, overcome by a strong craving, desperate to have just that “one” cigarette.
Nothing like a “refreshing” smoke to drive my blues away and revitalize me – the “panacea” to my “stressed-out” state!
It was now or never!
I politely excused myself on the pretext of going to the toilet, but rushed out onto the terrace and took a brisk walk rinsing my lungs with fresh air, and by the time I returned I had lost the craving to smoke and realized that physical exercise is probably the best antidote – a positive “non-smoking” anchor – and, of course,
I had not smoked my fifth cigarette of the day!
It was the famous Stoic philosopher Epictetus who said:
“Happiness and freedom begin with a clear understanding of one principle: Some things are within our control, and some things are not. It is only after you have faced up to this fundamental rule and learned to distinguish between what you can and cannot control that inner tranquility and outer effectiveness become possible.”
We often let our feelings set our anchors, govern our lives. We let feelings drive our thoughts, not realizing that thoughts drive actions, actions produce results, and results in turn produce more feelings, reinforce anchors, causing a vicious circle which may ultimately lead to loss of self-control.
Such “feeling-anchors” not totally controllable, as many times feelings are produced by external circumstances beyond your control, and if negative feelings are allowed to drive our thoughts and actions, then undesirable results emanate.
The best solution is to establish “thought-anchors” as drivers of your actions.
It is well within your control to think positive, good and interesting thoughts.
In fact, the happiest person is the one who thinks the most interesting and good thoughts, isn’t it?
That’s the essence of NLP.
Reprogram your anchors, recondition your mind, control your own life, change for the better, enhance your health and happiness, and elevate your plane of living.
This technique works for me, and I’m sure it’ll work for you too.
Maybe it is so effective because it is so breathtaking in its simplicity.
VIKRAM KARVE
Copyright © Vikram Karve 2010
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
Vikram Karve educated at IIT Delhi, ITBHU and The Lawrence School Lovedale, is an Electronics and Communications Engineer by profession, a Human Resource Manager and Trainer by occupation, a Teacher by vocation, a Creative Writer by inclination and a Foodie by passion. An avid blogger, he has written a number of fiction short stories and creative non-fiction articles in magazines and journals for many years before the advent of blogging. His delicious foodie blogs have been compiled in a book “Appetite for a Stroll”. Vikram lives in Pune with his family and pet Doberman girl Sherry, with whom he takes long walks thinking creative thoughts.
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