THE DISEASE TO PLEASE
A Story
By
VIKRAM KARVE
As long as you live your life in such a way that your happiness is dependent upon things you cannot control, you will be a puppet in the hands of external circumstances and entities.
Similarly, if you are obsessed with seeking approval of others and always worried about pleasing others and your actions are guided by what other people would say [The LOK KYA KAHENGE syndrome] it looks like you may be falling victim to The Disease to Please and it is high time you read this popular Mulla Nasrudin Story.
Mulla Nasrudin and his son were travelling with their donkey.
Nasrudin preferred to walk while his son sat on the donkey.
Soon they passed a group of bystanders, and one of them scoffed, “Look at that selfish boy. The hale-and–hearty young son is riding on the donkey while his poor old father is forced to walk alongside. What disgraceful behaviour? And it is so disrespectful. What a horrible and spoiled child!”
Mulla Nasrudin and his son felt so embarrassed by these comments that they quickly switched places.
Now Mulla Nasrudin rode on the donkey while his son walked.
Soon they passed another group of people. “Oh, just look at that, what detestable behaviour!” one of them exclaimed pointing to Mulla Nasrudin. “That poor young boy has to walk while his shameless father rides the donkey! That horrible man should be ashamed of himself for the way he is treating his son. What a heartless father! It is appalling!”
Nasrudin was extremely upset to hear this. He wanted to avoid anybody else’s scorn, so decided that both he and his son ride the donkey at the same time and asked his son to sit along with him on the donkey.
As they both rode on the donkey, they passed another group of people. “That man and his son are so cruel,” one bystander said. “Just look at how they are forcing that poor donkey to bear the weight of two people. They have no consideration for the poor mute animal. Cruel merciless scoundrels, that’s what they are!”
Nasrudin heard this and told his son, “I guess the only way we can avoid the criticism of others is to both walk.”
“I suppose you are right,” the son replied.
So they got off the donkey and continued on foot.
But as they passed another group of people, they heard them laughing. “Ha, ha, ha,” the group jeered. “Look at those two fools. They are so stupid that both of them are walking under this scorching hot sun and neither of them is riding the donkey! Have you ever seen such stupid idiots? What morons!”
[In another version of this story, the criticism and comments of people continue, iterating and reiterating, and in the end the exasperated Mulla Nasrudin and his son finally carry the donkey on their heads!]
So, Dear Reader, the next time you are overcome by the disease to please and feel governed by a desire to seek approval of others for something you want to do, feel like pleasing others to the detriment of your own needs, just remember this Mulla Nasrudin story, listen to your inner voice, seek your own approval, and act accordingly.
Log kya kahenge...? Don’t worry... Kuch to Log kahenge, logon ka kam hai kehena…
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
Saturday, October 10, 2009
DISEASE TO PLEASE
THE DISEASE TO PLEASE
A Story
By
VIKRAM KARVE
As long as you live your life in such a way that your happiness is dependent upon things you cannot control, you will be a puppet in the hands of external circumstances and entities.
Similarly, if you are obsessed with seeking approval of others and always worried about pleasing others and your actions are guided by what other people would say [The LOK KYA KAHENGE syndrome] it looks like you may be falling victim to The Disease to Please and it is high time you read this Mulla Nasrudin Story.
Mulla Nasrudin and his son were travelling with their donkey.
Nasrudin preferred to walk while his son sat on the donkey.
Soon they passed a group of bystanders, and one of them scoffed, “Look at that selfish boy. The hale-and–hearty young son is riding on the donkey while his poor old father is forced to walk alongside. What disgraceful behaviour? And it is so disrespectful. What a horrible and spoiled child!”
Mulla Nasrudin and his son felt so embarrassed by these comments that they quickly switched places.
Now Mulla Nasrudin rode on the donkey while his son walked.
Soon they passed another group of people. “Oh, just look at that, what detestable behaviour!” one of them exclaimed pointing to Mulla Nasrudin. “That poor young boy has to walk while his shameless father rides the donkey! That horrible man should be ashamed of himself for the way he is treating his son. What a heartless father! It is appalling!”
Nasrudin was extremely upset to hear this. He wanted to avoid anybody else’s scorn, so decided that both he and his son ride the donkey at the same time and asked his son to sit along with him on the donkey.
As they both rode on the donkey, they passed another group of people. “That man and his son are so cruel,” one bystander said. “Just look at how they are forcing that poor donkey to bear the weight of two people. They have no consideration for the poor mute animal. Cruel merciless scoundrels, that’s what they are!”
Nasrudin heard this and told his son, “I guess the only way we can avoid the criticism of others is to both walk.”
“I suppose you are right,” the son replied.
So they both got off the donkey and continued on foot.
But as they passed another group of people, they heard them laughing. “Ha, ha, ha,” the group jeered. “Look at those two fools. They are so stupid that both of them are walking under this scorching hot sun and neither of them is riding the donkey! Have you ever seen such stupid idiots? What morons!”
[In another version of this story, the criticism and comments of people continue, iterating and reiterating, and in the end the exasperated Mulla Nasrudin and his son finally carry the donkey on their heads...!]
So, Dear Reader, the next time you are overcome by the disease to please and feel governed by a desire to seek approval of others for something you want to do, feel like pleasing others to the detriment of your own needs, just remember this Mulla Nasrudin story, listen to your inner voice, seek your own approval, and act accordingly.
Log kya kahenge...? Don’t worry... Kuch to Log kahenge, logon ka kam hai kehena…
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
Wednesday, October 7, 2009
How to Categorize Human Resources - VON MANSTEIN MATRIX
VON MANSTEIN MATRIX
How to Categorize Human Resources
By
VIKRAM KARVE
Human Resources are the most precious asset of an organisation. Hence, before we try to “manage” Human Resources it may be prudent to classify your employees into suitable categories based on certain attributes.
The Von Manstein Matrix is an excellent paradigm to categorize your organisation’s Human Resources, especially the Executive or Officer level employees.
General Von Manstein identified four types of officers in the German Officer Corps of the army. I think this categorisation applies to employees most organisations even today.
LAZY and STUPID
As per Von Manstein, the first category comprises the lazy, stupid ones. He suggests that they be left alone as they do no harm. Maybe one reason for this is that lazy and stupid people rarely do much active harm. The harm they do is more often based on missing opportunities and stifling the creativity of those who report to them. Sometimes they are the unavoidable “baggage” or “passengers” you have to carry along.
HARD-WORKING and INTELLIGENT
The second category comprises the hard-working, intelligent individuals. These are excellent staff officers who ensure every detail is accurate. The hardworking and intelligent lot make competent administrators and line managers who can take orders from above and deliver the desired results.
HARD-WORKING and STUPID
In the third category are the hard-working, stupid ones. These, hardworking “idiots”, according to Von Manstein, are a nuisance and menace and must be fired at once because they only create irrelevant work for everybody and force everyone around them to perform pointless tasks and are a pain in the neck for everyone around them.
LAZY and INTELLIGENT
And finally there are the lazy, intelligent ones. These select few are suited for the highest office. Laziness stimulates creativity because lazy people are always looking for easier, simpler, and less laborious ways to do things, so they try and innovate. And if a lazy person is also intelligent he or she will certainly be a fantastic and ingenious innovator. Lazy people are also natural delegators so they find it very attractive to let their subordinates get on with their work without interference from above. Lazy, intelligent employees make natural leaders as they focus on the essentials and ignore anything that might make for unnecessary work, whether for themselves or other people. It is the lazy intelligent top managers who indeed make great strategists and leaders.
Dear Reader, now you know how to reach the “top” don’t you?
Why don’t you look around your workplace and confirm the accuracy of the Von Manstein Matrix.
Do comment and let us have your views.
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
Appetite for a Stroll
How to Categorize Human Resources
By
VIKRAM KARVE
Human Resources are the most precious asset of an organisation. Hence, before we try to “manage” Human Resources it may be prudent to classify your employees into suitable categories based on certain attributes.
The Von Manstein Matrix is an excellent paradigm to categorize your organisation’s Human Resources, especially the Executive or Officer level employees.
General Von Manstein identified four types of officers in the German Officer Corps of the army. I think this categorisation applies to employees most organisations even today.
LAZY and STUPID
As per Von Manstein, the first category comprises the lazy, stupid ones. He suggests that they be left alone as they do no harm. Maybe one reason for this is that lazy and stupid people rarely do much active harm. The harm they do is more often based on missing opportunities and stifling the creativity of those who report to them. Sometimes they are the unavoidable “baggage” or “passengers” you have to carry along.
HARD-WORKING and INTELLIGENT
The second category comprises the hard-working, intelligent individuals. These are excellent staff officers who ensure every detail is accurate. The hardworking and intelligent lot make competent administrators and line managers who can take orders from above and deliver the desired results.
HARD-WORKING and STUPID
In the third category are the hard-working, stupid ones. These, hardworking “idiots”, according to Von Manstein, are a nuisance and menace and must be fired at once because they only create irrelevant work for everybody and force everyone around them to perform pointless tasks and are a pain in the neck for everyone around them.
LAZY and INTELLIGENT
And finally there are the lazy, intelligent ones. These select few are suited for the highest office. Laziness stimulates creativity because lazy people are always looking for easier, simpler, and less laborious ways to do things, so they try and innovate. And if a lazy person is also intelligent he or she will certainly be a fantastic and ingenious innovator. Lazy people are also natural delegators so they find it very attractive to let their subordinates get on with their work without interference from above. Lazy, intelligent employees make natural leaders as they focus on the essentials and ignore anything that might make for unnecessary work, whether for themselves or other people. It is the lazy intelligent top managers who indeed make great strategists and leaders.
Dear Reader, now you know how to reach the “top” don’t you?
Why don’t you look around your workplace and confirm the accuracy of the Von Manstein Matrix.
Do comment and let us have your views.
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
Appetite for a Stroll
TECHNOLOGY IMPACT ASSESSMENT - The Ethical Dimension
Ethical Dimension of Technology
ETHICS, VALUES, TECHNOLOGY
By
VIKRAM KARVE
The historical derivation of the term technology comes from the Greek word technikos, meaning “of art, skilful, practical” and the portion of the word ology indicates “knowledge of” or a “systematic treatment of.”
Thus the derivation of the term technology is literally “knowledge of the skilful and practical.”
However, this definition is too general to imply how one may predict knowledge of the useful before it exists.
For this reason, 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 form alterations 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.
THE ETHICAL DIMENSION
By very definition, technology manipulates nature for human purposes.
Thus, technology intervenes in the lives of human beings, directly or indirectly, trying to alter behaviours.
Technology, therefore, 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; to improve quality of life; to enhance satisfaction in life?
All these various aspects can be distilled into a single holistic concept: 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.
VALUE OF HUMAN LIFE = HAPPINESS / 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 activities.
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 which consequently leads to unhappiness, dissatisfaction, pain and suffering (emotional) and consequent 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 physiological needs by performing dangerous, dirty, or difficult tasks (the 3 D’s) thereby enhancing the value of human life.
As regards psychological needs, an example pertaining to Information Technology (IT) may be in order.
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 which may be detrimental to the value of human life as a whole.
CONSEQUENCE OF TECHNOLOGY
In our haste to milk technology for immediate economic advantage we often lose sight of the long-term consequences: the higher order and indirect effects, especially the delayed and unintended effects of technology.
The Sorenson multiple effect network methodology is a useful technique for an analyzing the impact and consequences of technology.
The term malefit is introduced to represent harmful effects and consequences of a technology in contrast with benefit as a useful output.
The consequences of a technology [Effects vs Consequences] may be categorized as:
EFFECTS CONSEQUENCES
(i) First Order : Benefits
(ii) Second Order : Direct Malefits
(iii) Third Order : Indirect Malefits
(iv) Fourth Order : Unintended Malefits
(v) Fifth Order : Delayed Malefits
Such analyses definitely help in assessing the impact of various consequences of a technology on the value of human life in the long-term perspective in holistic manner.
Early identification of factors detrimental to the value of human life may prove useful in technology assessment to reduce mismatches.
We must not lose sight of our basic premise that the cardinal aim of technology is to increase the value of human life by maximising happiness and minimising suffering.
VIKRAM KARVE
Copyright © Vikram Karve 2008
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
Wednesday, September 30, 2009
Pareto Principle and Human Resource Management
Book Review
The 80/20 Principle: The Secret of Achieving More with Less by Richard Koch
(Reviewed by Vikram Karve)
The Pareto Principle (also known as the 80-20 rule) states that for many phenomena, 80% of the consequences stem from 20% of the causes.
Richard Koch takes a fresh look at the 80/20 principle and finds that the basic imbalance observed by Pareto way back in 1906 can be found in almost every aspect of modern life even today.
In this book, the author creatively and ingeniously extrapolates the Pareto Principle and discovers that it applies throughout our lives in every thread of it.
The 80/20 principle is relevant in managing time, work, people, emotions, friendships, love, marriage, personal health and relationships.
Take relationships. Is it not true that 20 per cent of the people we deal with give us 80 per cent of our happiness?
What can you do to spend more quality time with these 20 per cent happiness givers?
Count on these people. They are your key friends, the 20 percent who contribute 80 percent of happiness and add value to the quality of your life.
The book is in four parts.
Part One (Overture) introduces the principle, is a bit analytical but interesting and tells us how to think the 80/20 way.
Part Two (Corporate Success need not be a mystery) discusses the application of the principle to the business management and corporate domains.
The meat of the book is in Part Three (Work Less, Earn and Enjoy More) where Richard Koch explores application of the 80/20 theory in a number of ways to diverse aspects of life.
Chapter 10 titled Time Revolution is superb, and I can vouch for the fact that concepts like being unconventional and eccentric in the use of your time and high-value and low-value uses of time are really effective as I have incorporated them into my life with great success.
Of all the things you do during your day, only 20 percent really matter. Those 20 percent high-value uses of time produce 80 percent of your results and happiness.
Identify and focus on those things and make sure you make optimal high value use of time to achieve a harmonious balance between your work, home, social, self and other aspects of life.
Chapter 13 titled Intelligent and Lazy delves on the application of the Von Manstein Matrix.
General Von Manstein identified four types of officers in the German Officer Corps of the army.
First, there are the lazy, stupid ones. He suggests that they be left alone as they do no harm.
Second, are the hard-working, intelligent ones. These are excellent staff officers who ensure every detail is accurate.
Third are the hard-working, stupid ones. These, according to him, are a menace and must be fired at once because they only create irrelevant work for everybody.
And finally there are the lazy, intelligent ones. [The 80/20 types?]. These select few are suited for the highest office.
The fourth and last part of the book (Crescendo) explains the success and failure of various approaches in social, government and economic issues with the 80/20 principle as an ever present thread.
The book is readable, educational and interesting.
The secret of a happy and fulfilled life is not difficult.
The book shows you how to apply the 80/20 principle to focus on your best 20 percent in each aspect of your life and thereby enhance your quality of life and elevate your plane of living.
I suggest you keep the book on your table and refer to it from time to time.
The 80/20 Principle should serve as a daily reminder to focus 80 percent of your time and energy on that 20 percent that is really important.
Experiment, have fun, apply the Pareto Principle in various aspects and facets of your life wherever feasible, and use it wisely.
See for yourself how the quality of your life improves, you achieve a harmonious balance between your work life, home life and social life and you feel happy, tranquil and fulfilled.
It is indeed a captivating book. Read it. You will certainly benefit from it.
VIKRAM KARVE
vikramkarve@sify.com
http://vikramkarve.sulekha.com
Tuesday, September 29, 2009
The Art of COGNITION
COGNITION – Another Story
A Mulla Nasrudin Story
By
VIKRAM KARVE
I am sure you liked the Zen Story on Cognition I posted on my blog yesterday.
Here is a Mulla Nasrudin story which exemplifies the concept of Cognition.
A foreign scholar and his entourage were passing through town where Mulla Nasrudin lived.
The scholar asked to speak with the town's most knowledgeable person.
Of course the townsfolk immediately called Mulla Nasrudin.
The foreign savant didn't speak the local language and Nasrudin didn't speak the foreign scholar’s language, so the two wise men had to communicate with signs, while the others looked on with fascination.
The foreigner, using a stick, drew a large circle on the sand.
Mulla Nasrudin took the stick and divided the circle into two.
This time the foreigner drew a line perpendicular to the one Nasrudin had drawn and the circle was now split into four quarters.
He motioned to indicate first the three quarters of the circle and then pointed to the remaining quarter.
In response to this Mulla Nasrudin made a swirling motion with the stick on the four quarters.
Then the foreigner made a bowl shape with two hands side by side, palms up, and wiggled his fingers.
Nasrudin responded by cupping his hands palms down and wiggling his fingers.
When the meeting was over, the members of the foreign scientist's entourage asked him about the great intellectual discussion he had had with Mulla Nasrudin using sign language.
“Mulla Nasrudn is truly a very learned man,” the foreign scholar said, “I told him that the earth was round and he told me that there was the equator in the middle of the earth. I told him that the three quarters of the earth was water and one quarter of it was land. He said that there were undercurrents and winds. I told him that the waters warm up, vaporize and move towards the sky, and in reply to that he said that they cool off and come down as rain.”
The townsfolk too were curious about the intellectual encounter so they gathered around Mulla Nasrudin, who started to explain, “This stranger has real good taste. He said that he wished there was a large round tray of halwa (milk cake). I said that he could only have half of it. He said that the syrup should be made with three parts sugar and one part honey. I agreed and said that they all had to mix well. Next he suggested that we should cook it on blazing fire. To this I added that we should pour crushed nuts on top of the halwa.”
“It was a very rewarding discussion,” said Nasrudin with a glow of self satisfaction, “and I am so proud that I taught the foreign scholar the best recipe for halwa for which he will be grateful to me forever.”
Do read the Zen story on Cognition
http://vikramkarve.sulekha.com/blog/post/2009/09/cognition.htm
Dear Reader, any Comments?
VIKRAM KARVE
http://vikramkarve.sulekha.com/
http://www.linkedin.com/in/karve
vikramkarve@sify.com
A Mulla Nasrudin Story
By
VIKRAM KARVE
I am sure you liked the Zen Story on Cognition I posted on my blog yesterday.
Here is a Mulla Nasrudin story which exemplifies the concept of Cognition.
A foreign scholar and his entourage were passing through town where Mulla Nasrudin lived.
The scholar asked to speak with the town's most knowledgeable person.
Of course the townsfolk immediately called Mulla Nasrudin.
The foreign savant didn't speak the local language and Nasrudin didn't speak the foreign scholar’s language, so the two wise men had to communicate with signs, while the others looked on with fascination.
The foreigner, using a stick, drew a large circle on the sand.
Mulla Nasrudin took the stick and divided the circle into two.
This time the foreigner drew a line perpendicular to the one Nasrudin had drawn and the circle was now split into four quarters.
He motioned to indicate first the three quarters of the circle and then pointed to the remaining quarter.
In response to this Mulla Nasrudin made a swirling motion with the stick on the four quarters.
Then the foreigner made a bowl shape with two hands side by side, palms up, and wiggled his fingers.
Nasrudin responded by cupping his hands palms down and wiggling his fingers.
When the meeting was over, the members of the foreign scientist's entourage asked him about the great intellectual discussion he had had with Mulla Nasrudin using sign language.
“Mulla Nasrudn is truly a very learned man,” the foreign scholar said, “I told him that the earth was round and he told me that there was the equator in the middle of the earth. I told him that the three quarters of the earth was water and one quarter of it was land. He said that there were undercurrents and winds. I told him that the waters warm up, vaporize and move towards the sky, and in reply to that he said that they cool off and come down as rain.”
The townsfolk too were curious about the intellectual encounter so they gathered around Mulla Nasrudin, who started to explain, “This stranger has real good taste. He said that he wished there was a large round tray of halwa (milk cake). I said that he could only have half of it. He said that the syrup should be made with three parts sugar and one part honey. I agreed and said that they all had to mix well. Next he suggested that we should cook it on blazing fire. To this I added that we should pour crushed nuts on top of the halwa.”
“It was a very rewarding discussion,” said Nasrudin with a glow of self satisfaction, “and I am so proud that I taught the foreign scholar the best recipe for halwa for which he will be grateful to me forever.”
Do read the Zen story on Cognition
http://vikramkarve.sulekha.com/blog/post/2009/09/cognition.htm
Dear Reader, any Comments?
VIKRAM KARVE
http://vikramkarve.sulekha.com/
http://www.linkedin.com/in/karve
vikramkarve@sify.com
Monday, September 28, 2009
COGNITION
COGNITION
A Story
By
VIKRAM KARVE
Some students asked me the meaning of the term COGNITION.
As I was in no mood to pontificate, I told them this story:
Once upon a time only two monks were permitted to stay in a Zen Temple.
If any other wandering monk wanted to stay in the temple he had to engage in verbal duel defeat a resident monk in debate.
If the new monk won the argument he took the place of the defeated resident monk who then had to leave the temple and move on. If the resident monk won he continued to stay in the temple and the wandering monk had to go away.
In a temple in the northern part of Japan two brother monks were dwelling together.
The elder one was learned, but the younger one was stupid and had just one eye.
A wandering monk came and asked for lodging, properly challenging them to a debate about spirituality.
The elder brother, tired that day from much studying, told the younger one to take up the challenge.
“I am tired and want to sleep,” the elder learned monk told his stupid one-eyed younger brother, “so you go and request the dialogue in silence.”
So the young monk and the stranger went to the shrine and sat down to debate in silence.
Shortly afterwards the traveller rose and went in to the elder brother, bowed his head in reverence, and said: “Your young brother is a brilliant scholar. He thoroughly defeated me.”
“Relate the dialogue to me,” the astonished elder monk said to the visitor.
“Well,” explained the traveller, “first I held up one finger, representing Buddha, the enlightened one. So he held up two fingers, signifying Buddha and his Teaching. I held up three fingers, representing Buddha, his Teaching, and his Followers, living the harmonious life. In reply he shook his clenched fist in my face, indicating that all three come from one realization. Thus he won and so I have no right to remain here.”
With this, the traveller left.
“Where is that fellow?” asked the younger monk, running up to his elder brother.
“I understand you won the debate,” the older learned monk said.
“Debate? What debate? There was no debate and I won nothing. I am going to beat him up and thrash the hell out of him,” the young monk shouted in anger.
“Beat him up?” the perplexed elder monk said, “tell me what happened.”
This is how the stupid one-eyed younger brother described his version of the silent debate:
“The minute he saw me he held up one finger, insulting me by insinuating that I have only one eye. Since he was a stranger I thought I would be polite to him, so I held up two fingers, congratulating him that he has two eyes. Then the impolite scoundrel held up three fingers, suggesting that between us we only have three eyes. So I got mad and started to punch him, but he ran out and that ended the debate.”
Dear Reader, I am sure you are now enlightened about the concept of cognition. If not, I’ll have to tell you another story!
VIKRAM KARVE
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
vikramkarve@sify.com
A Story
By
VIKRAM KARVE
Some students asked me the meaning of the term COGNITION.
As I was in no mood to pontificate, I told them this story:
Once upon a time only two monks were permitted to stay in a Zen Temple.
If any other wandering monk wanted to stay in the temple he had to engage in verbal duel defeat a resident monk in debate.
If the new monk won the argument he took the place of the defeated resident monk who then had to leave the temple and move on. If the resident monk won he continued to stay in the temple and the wandering monk had to go away.
In a temple in the northern part of Japan two brother monks were dwelling together.
The elder one was learned, but the younger one was stupid and had just one eye.
A wandering monk came and asked for lodging, properly challenging them to a debate about spirituality.
The elder brother, tired that day from much studying, told the younger one to take up the challenge.
“I am tired and want to sleep,” the elder learned monk told his stupid one-eyed younger brother, “so you go and request the dialogue in silence.”
So the young monk and the stranger went to the shrine and sat down to debate in silence.
Shortly afterwards the traveller rose and went in to the elder brother, bowed his head in reverence, and said: “Your young brother is a brilliant scholar. He thoroughly defeated me.”
“Relate the dialogue to me,” the astonished elder monk said to the visitor.
“Well,” explained the traveller, “first I held up one finger, representing Buddha, the enlightened one. So he held up two fingers, signifying Buddha and his Teaching. I held up three fingers, representing Buddha, his Teaching, and his Followers, living the harmonious life. In reply he shook his clenched fist in my face, indicating that all three come from one realization. Thus he won and so I have no right to remain here.”
With this, the traveller left.
“Where is that fellow?” asked the younger monk, running up to his elder brother.
“I understand you won the debate,” the older learned monk said.
“Debate? What debate? There was no debate and I won nothing. I am going to beat him up and thrash the hell out of him,” the young monk shouted in anger.
“Beat him up?” the perplexed elder monk said, “tell me what happened.”
This is how the stupid one-eyed younger brother described his version of the silent debate:
“The minute he saw me he held up one finger, insulting me by insinuating that I have only one eye. Since he was a stranger I thought I would be polite to him, so I held up two fingers, congratulating him that he has two eyes. Then the impolite scoundrel held up three fingers, suggesting that between us we only have three eyes. So I got mad and started to punch him, but he ran out and that ended the debate.”
Dear Reader, I am sure you are now enlightened about the concept of cognition. If not, I’ll have to tell you another story!
VIKRAM KARVE
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
vikramkarve@sify.com
Saturday, September 26, 2009
STRESS MANAGEMENT MADE SIMPLE
DON’T TRY TO MANAGE STRESS – TRY TO PREVENT IT
by
VIKRAM KARVE
In my opinion the term “Stress Management” is an oxymoron.
First you create stress within yourself, and then try to “manage” it.
Funny, isn’t it?
Why not prevent stress in the first place?
Focus on “stress prevention” rather than “stress management”.
Let us try one way how to do this.
Long back, sometime in the 1960’s, when I was a small boy, my father took me to visit Belur Math, near Kolkata, and there I acquired a tiny pocket book called “Thus Spake Vivekananda” which I cherish even till today.
Whenever the chips were down, or I felt dejected, I referred to the inspiring gems of wisdom, distilled from the complete works of Swami Vivekananda, for instant motivation and strength.
Here’s one of those gems of wisdom [a phrase from the sayings of Swami Vivekananda]:
Anything that makes you weak physically, intellectually, and spiritually, reject as poison
I feel that the word “weak” is all encompassing and embraces anything that creates in you a stressful situation like all negative emotions and feelings including anger, irritation, infuriation, frustration, despondency, depression, demoralization, unhappiness – anything that disturbs your inner tranquillity and equanimity, drains you emotionally and intellectually, besides literal physical weakness.
Oh yes, Stress is weakness, Stress is Poison!
Now sit down in a quiet tranquil place, close your eyes, introspect, and try to think of all the things that make you feel negative – all your stress-creators and stressful situations.
These can be anything – toxic or incompatible persons, who irritate, annoy and hassle you, foods and beverages which don’t suit you and are physically detrimental, activities, which may appear pleasurable, but actually drain you out, technology and gadgets, like your cell-phone, which disturb your peace of mind, and strained relationships, which are a source of stress.
Make an exhaustive list of all the things that make you “weak” and try to reject them as “poison”.
At first you may be a bit sceptical about this approach, but when you start implementing, you’ll be surprised how much it is in your own control to prevent stress.
While you reject the things that make you weak, you must also reinforce the things that make you feel "strong" and positive.
So simultaneously, reflect and contemplate, and make a list of things which give you strength and joy, make you happy and productive – all the things and people that create positive feelings in you – and try to devote as much time and energy to these positive things that give you strength and make you feel good.
This technique of stress prevention works for me, and I’m sure it’ll work for you too.
You can take my word for it that this stress management philosophy is very effective, probably because it is so breathtaking in its simplicity.
In a nutshell - Do things, meet people and go to places that give you POSITIVE VIBES and try to avoid, or minimize, Negative Vibes.
Happy Dasara - Wish you a stress-free life.
VIKRAM KARVE
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
Wednesday, September 23, 2009
HOW TO FIND YOUR PERFECT WIFE OR HUSBAND
THE ART OF REMAINING SINGLE
A Story
By
VIKRAM KARVE
There is a beautiful and bright young girl who lives in my neighbourhood. She wants to get married but just can’t seem to find anyone suitable matching her requirements. She is surrounded by so many “eligible” boys, colleagues at work and as her friends, and has “seen” and “rejected” a large number of boys her parents and well-wishers keep lining up for her. None of the boys seems to come up to her perfect standards and high expectations. But she does want to get married.
I wonder whether I should tell her this apocryphal Mulla Nasrudin Teaching story – THE PERFECT WIFE :
Mulla Nasrudin was sitting in a tea shop when a friend came excitedly to speak with him.
“I’m about to get married,” his friend said, “and I’m very excited.”
“Congratulations,” Mulla Nasrudin said, pokerfaced.
“Tell me, Nasrudin, have you ever thought of marriage yourself?” the friend asked Mulla Nasrudin, who had remained a chronic bachelor.
Nasrudin replied, “I did think of getting married. In my youth, in fact, I very much wanted to get married.”
“So, what happened?” the friend asked curious.
“I wanted to find for myself the perfect wife,” Nasrudin said, “so I travelled looking for the perfect wife. I first went to
“Then?” the friend asked.
“I kept on searching for the perfect wife and travelled all over the world meeting so many women,” Nasrudin explained.
“And did you find her? Tell me, did you finally find the perfect wife?” the friend asked eagerly.
“Yes,” Nasrudin said, “after travelling all over finally I went to
“Then why did you not marry her?” the friend asked excitedly.
“Alas,” said Nasrudin as he shook his head in dismay, “Unfortunately, she was searching for the perfect husband.”
Tell me, Dear Reader, should I tell the beautiful and bright young girl this story now, or should I wait till she perfects the art of remaining single ?
VIKRAM KARVE
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
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