With tired and cataract-foggy eyes 
He stood gazing at 
The lush green glade 
and the arboreal stead.
 It’s wooden fence with a rickety gate. 
Sunlight and moonbeam could easily filter
 through the gaps in the wooden rafters
of the old  hay-stacked barn. 
He lumbered on the dusty trail 
Moving towards the farm-
To its familiar sight and sound. 
Grazing cows, clucking hens 
And lilting tune of a bird song. 
Sighing in vain he remorsefully touched
His weather-worn face with his work-worn hands. 
He tried recalling his childhood memories
 of life and land he had forsaken
 to pursue his cherished dreams;
that he as a young lad had dreamt. 
Caught in rat race he had denied his origin; 
To which he now returned all spent, 
To life, he had ignored, 
To his the lair he had forgotten…
I am a Table Lamp. What Am I Made of?

(Gratefully acknowledge the concerted effort of Smt. Sharmila Sen, Smt. Bharti Gupta and, Ms. Joshika Gupta.)

This YouTube video of the table lamp must have instantly made you guess what it is made of.

This photo prompt might help you:

Photo Collage of the Table Lamp

True, the lamp is made of:

  1. Empty Pet bottle of Sprite.
  2. Thermocol sheet used in packaging
  3. Aluminum foil paper
  4. Deccan Herald newspaper pulp
  5. Two empty plastic bottles of mouth-freshener
  6. Bulb holder
  7. A rechargeable bulb
  8. Electric wire
  9. Electric plug

The tools used for making it:

  1. Fevicol
  2. Cellophane tape
  3. Pair of Scissors
  4. Paper knife
  5. Vinegar 
  6. Salt
  7. Pliers
  8. Electric tester
  9. Screwdriver
  10. Corn flour, vinegar and glycerin to make bio-plastic
  11. Spatula
  12. metal container
  13. Ceramic Powder
  14. Oil Paint
  15. Paint brush
  16. Oil paint thinner

Are you interested in viewing more photographs and videos of this unusual table lamp?  Here they are! https://photos.app.goo.gl/WkgnhMXtj8uw6DHr5

The purpose of creating objects out of waste materials, especially plastic and such material waste that are hazardous to the environment as they are not bio-degradable eventually pollute land, water and air alike. We are responsible for phasing out the use of such hazardous materials that affect the Earth’s environment as well as its ecological balance.

Thank you for watching it. Do post a comment. 


This deliciously healthy Chikki is very easy to make, but more than that, you will savour it too! Each ingredient in the list below is linked to the page that details its health benefits. It is a delicious, energising and healthy snack that you can definitely savour on the days you are fast and it will not disturb you dietary regimen if you are following one.

Ingredients (Click each ingredient to know how it benefits your health):

  1. Flax seeds 1 cup
  2. Desiccated coconut 1 cup
  3. Sesame seeds 1/2 cup
  4. Peanuts 1/2 cup
  5. Pumpkin seeds 1/2 cup
  6. Jaggery 11/2 cup
  7. Sugar 1/2 cup
  8. Fennel seed powder 4 teaspoons
  9. Cardamom seed powder 2 teaspoons
  10. Clarified butter (Ghee)
  11. Water 1 cup

Clean and roast flax seeds, peanuts. Separately grind them into granular powder.

Roast sesame seeds and pumpkin seeds.

Mix desiccated coconut, sesame seeds, pumpkin seeds, flax seed powder, peanut powder, fennel seed powder, cardamom powder.

Place a wok on a stove. On medium flame cook jaggery with water in the wok. Add sugar to the liquid jaggery. Check the consistency of the liquid by touching ladle with the tip of your index finger. The jaggery and sugar mix is cooked when you press your thumb with the index finger when you ease the index finger away from the thumb with a single strand of the liquid mix.

Add the mix of the seeds into the jaggery mix. Constantly stir the mix on low flame till it turns into a malleable paste. Remove the wok from the flame and pour the mix in a pan greased with clarified butter(ghee). spread and flatten the mix in the pan. Let it cool. Then cut the mix into square of rhombus shaped pieces.

Serve this sweet and healthy snack to your family, guests and friends and enjoy watching them savour it. Happy Snacking!

Healthy, Tasty and Energising Chikki

Apple Cookies


1.Whole Wheat flour or flour (Maida) 4 cups

2. Butter 50 gms

3. Sugar 4 tablespoons

Peanuts 2.5 tablespoons

Walnut 3 tablespoons

Baking Soda 1 teaspoon

Baking Powder 1/2 teaspoon

Cinnamon powder 3 teaspoons

Apple peals: waste from the Apple Pie (Refer: Apple Pie)

Honey 2 tablespoons


Grind the apple peals left-over from the Apple Pie. Grind peanuts and walnut into a coarse granular powder. Mix all the ingredients together into a soft dough and let it stand for a while.

Clean and dry a baking tray. lay out the dough into small round cookie form in the tray.

Pre-heat the microwave oven to 180 degrees in convection mode. Bake the cookies for 20 minutes in the oven. Remove the completely baked dark golden brown cookies from the oven. Crunch cookies with a delicious flavour of apples, walnuts, peanuts and honey will make you ask for more.

Apple Cookies

Apple Pie

Ingredients for the Pie Base:

  1. Flour (Maida) 2.5 cups
  2. Sugar 4 table spoons
  3. Butter 50 gms
  4. Cream 3 tablespoons
  5. Baking Soda 1/2 teaspoon
  6. Baking Powder 1 teaspoon
  7. A pinch of salt
  8. Rind of one lemon

Ingredients for Apple Stuffing:

  1. Apples 4
  2. Sugar 4 tablespoons
  3. Cinnamon powder 4 teaspoons
  4. Honey 4 tablespoons

Method for making the dough of the base:

Mix all the ingredients for the dough. Knead it into a smooth and consistent dough. Wrap the dough in a clean wet cloth and keep it in the refrigerator for thirty to forty five minutes.

Remove the dough from the refrigerator. Take a portion of it. Clean and dust the rolling pin and the board on which you will roll the dough. Take the rolled dough and put it in the baking tray or baking dish greased with butter. Set the rolled dough into the baking dish. It should cover the base and walls of the dish. Poke holes into the dough in the dish with a fork to let the heated air out while it bakes in the oven.

Pre-heat the microwave oven to 180 degree on Convection Mode. set the timer to 10 minutes and bake the base of the pie.

Meanwhile, prepare the pie’s filling. Wash and peal the skin of the apples. Cut the apples into very thin slices. Mix the slices with sugar powder, honey and cinamon powder.

Once the pie base is baked, fill it with the apple slice stuffing you have prepared. Then bake it in the microwave oven for another 10 minutes on 180 degrees convection mode.

After ten minutes. Remove the pie from the oven. The tasty, mouth-watering golden-brown apple pie will be a treat for your taste buds!

Apple Pie

Contemporary Studies Through Mythology



  1.  Middle and high(secondary) school students along with their facilitators use holistic and collaborative approach to cognitive learning of various disciplines-subjects.
  2. Through holistic and applied learning approach the learners consciously learn various concepts of different disciplines together under the guidance of their facilitators. This is 
  3. Applied learning effectively uses Learning Heuristics for, the learner applies the concepts, procedure and laws while becoming aware of them. 
  4. Depth of knowledge of various concepts are easily defined by the variation and degree of difficulty of the learning activity devised for the learners at different levels of learning.
  5. Mythological stories describe the people, the environment, their life and culture, philosophy along with their perception, thought process, belief and, faith. Such stories appeal to the learners’ curiosity and imagination – their ability to relate it to the contemporary life in terms of social studies, geography, science, history and, language. This helps the learners to analyse, assimilate and synthesise their learning with ease.
  6. Teacher-facilitators are able to design and devise a curriculum that helps the learners in achieving HOTS learning objectives with ease.
  7. This approach has teachers facilitating the learning process. The teachers can reinforce the learners’ learning by using the learners also as mentors. The students of middle school mentor the students of primary school in sports, curricular and extra-curricular activities. In the process of mentoring their mentees they invariably develop a sense of responsibility, discipline that helps in honing their behavioral skills and reinforcing their academic achievements. 

We take the mythological story of  the Greek hero Hercules. The learners learn geographical, natural (biological) diversity and subsequent social and cultural (lifestyle) diversity by relating the story to the:

  1.  Historical facts 
  2. Geography and geographical diversity according to their country’s geography.
  3. Social studies: understand and appreciate the cultural and social diversity.
  4. Science and Math: scientifically- analytically study the mechanisms, tools and structures mentioned and described in the story.
  5. Language and Literature: communication and literary skills with the ability to appreciate social and cultural diversity relating to the learners’ own social and cultural background.
  6. Applied learning approach to develop and hone creative thinking, lateral thinking and critical thinking skills along with psycho-motor skills. 
  7. Continuous and comprehensive assessment is appropriate to evaluate how effectively the learners’ have achieved their learning objectives.
  8. The following is a simple example of the approach. Learning Duration (including assessment: 7 hours.) Learning Mode: Face-to-Face activity based. Blended Learning supporting remote-team learning. 


·        Following Gagne’s Nine Principles of Learning, the Teacher facilitator easily gains attention of the learners by narrating the story of Ancient Greek Hero Hercules and why he had to perform twelve labours for King Eurystheus. (can use Video Clips/slide show illustrations to narrate the story).·        Explain the objective of the integrated study of different subjects (history, geography and biology through this story form)·        Divide the students into ten member study groups and ask them to recall the story and note down the names of characters and places in the story.·        Let the students go through the Computer or notepad with internet connection as learning tool to gather information. Refer to the following links for information on “First Labour of Hercules” and find out more about the characters using the following links:·        http://en.wikipedia.org/wiki/Labours_of_Hercules (Twelve Labours of Hercules).· Take the link to The First Labour: “Slay the Nemean Lion”: http://en.wikipedia.org/wiki/Nemean_LionRead the story and find all the noun forms in it:  http://en.wikipedia.org/wiki/Labours_of_Hercules (Twelve Labours of Hercules). (Objectives: study of noun forms and explain their comprehension as intra and inter group activity.)

· The link to “The First Labour”: Slay the Nemean Lion: http://en.wikipedia.org/wiki/Nemean_Lion  

TABLE A:Study group(team) to follow the links(URLs) and find more information on the listed noun regarding the characteristics and discuss what Noun type qualifies it. While facilitating the discussion, encourage participants to question and clear doubts by reading aloud the pieces of information they have researched and noted for the discussion.Students connect the learning from TABLE A with that of TABLE B.  Relate the information and learning with the concepts – topic (subject-wise) as part of contemporary study exercise.  The students research and collect information for group discussion, study note or a project such as on volcanoes and volcanic activities with historical, geographical, social and cultural reference. Teacher-facilitator can design and devise the depth of knowledge as the learning objective as per the learning level of the learners(students). The students can also write stories, notes and essays as part of their language and literature lessons.Table A:
Table A

Table B:

Table B

As part of the activity to enhance retention and transfer of knowledge, make the student groups prepare a relation map of the character, objects and places they have found unique in the story (Sample Map given below). Make them relate them to contemporary topics and the information researched. They can use the mind mapping approach to do this activity.

Organize the student groups(teams) for a quiz session. Test them on the how much they have learnt in  this process.

We can further elaborate this simple example mapping the concepts and the depth of applicable knowledge the learners can achieve at different learning levels: primary, middle and secondary school and how the learners perform the role of learners too. In this approach the learners also use Exploratory Form of Learning. For instance, relating the concept of noun (Name) in Table C like Echidna with the biological concept of “Echidna” and the students can research how the animal “Echidna” an ant-eater derived its name. This is a vivid example of applied curiosity where the students can be encouraged to imagine and draw the image of the mythological character based on its verbal/textual description and then view the images of the mythological character and the animal named “Echidna”.  The students can involve in team(group) activity.

Blended learning approach can be effective even in case of remote team(group) activity. Facilitators can devise rubrics to assess the behavioural, cognitive, and psycho-motor skills the learners developed through such activities. It can be a 360 degrees assessment with the mentors and mentees assessing each other. 

Table C:

Table C

Thank you for reading the blog-post. For more information on Holistic and Collaborative form of Applied Learning you may like to read “The Curious Case of Bird Feeder”

Do comment your views and insights.

Original Source of the Approach Paper: https://www.scribd.com/document/31864074/Contemporary-Studies-Through-Mythology-ver1-0

3D Graphics using Microsoft 3D Paint

Creative problem solving is the other name for innovation. We usually use the term “Innovation” for any technical solution to a problem or issues we may face. The fact is, any simple solution we arrive at to cope with any difficult situation is an innovative step we take to do so.

When we need to decide on a course of action to solve a problem, we may work out a process, which may not give satisfactory result or may prove to be very expensive. The very fear of failing to effectively solve a problem prevents us from trying to solve it creatively. We can overcome this first hurdle to solving a problem by “Properly Processing Given Information”.

·        Step One: Try to understand the information available in the form of “Raw Data” and identify the “Problem”. For instance: The Report card of a student or the balance sheet of an organization is the “Raw Data” The unsatisfactory marks/grades scored by the student or the losses incurred by the organization is the “Problem”.

·        Step Two: Understand the in terms of the “Goal”. For instance: the student’s goal is to clear the exam and the goal of the organization is to generate revenue (earn more than the functional expenses incurred). Then find out the reasons where and why one has deviated from achieving ones functional objective/goal. For instance: the student, in earnest, can find out by how much he was unable to achieve the score/grade. The organization, through internal audit process can gain the needed information.

·        Step Three: More information can be drawn from past experience, available in the form of memory and past data, on the processes applied to achieve similar goals in the past. Use the collected information through present and previous experience to analyse the difference and similarity with the present problem to arrive at a solution. For instance: The student can recall the satisfactory marks scored in previous exams and how he was able to do so, and what were the causes of his present failure. He can then analyze the information to find his strength and weakness, which can help him to solve the problem. The organization: through past reports and auditing conventions can also analyze the past and present data to find a solution for the present problem.

This step-by-step method of using given data to identify the problem and find a solution is “Programming”. This problem solving model is called “Newell and Simon Model” This is successful only when:

I.           Accurate Raw Data.

II.           Problem is identified properly.

III.           The solution method is defined clearly.

Barriers in Creative Problem Solving are:

1.      Mind-set: The other term used to describe it is “functional fixedness”. This usually occurs  when one, who is tuned in to an existing system is unable to work out of it. This also makes the person to solve any new type of problem. For instance, for a long time, computer was considered to be a calculator and presently, many people are unable to appreciate the diverse functions of mobile phone. This is often attributed to “Negative Thinking”. Destructive (Negative) criticism is the biggest hindrance to creative problem solving and the common example is in the form of parents and teachers, through negative criticism, hinder the imaginative minds of children to cultivate the process and habit of creative problem solving.

2.      For an Individual:

          Cultural Blocks: Influence and pressure of society in the form of social customs and value systems.

          Emotional Blocks: fear, anxiety, jealousy, etc.

          Intellectual and expressive blocks: Vertical thinking or thinking in terms of “One Right Answer”; Personal beliefs and value systems; Improper sense of perception; improper self- image.

3.      For an organization:

          Lack of Resources and Management Support to try out new ideas. The biggest indicator of this is that floating or underutilized manpower is an anathema for the management of such an organization. Such organization is unable to afford “Slack” in its System, for it believes in “Task Force”.

          Bureaucracy and Red Tape: it prevents functional flexibility and prevents innovation.

          Functional Myopic Thinking: Thinking only on the lines of production, marketing, work force and finance. The organization ignores its objective of customer satisfaction, therefore ignores the relevance of understanding what customer needs and then innovate to find a creative solution for it.

          Fear of Criticism: therefore, do not put forward their ideas.

          Resistance to Change: due to aversion to change in working habits, new systems.

          Fear of Taking Risk (Job or Career may be at stake): financial loss and fear of entrapment.

          Tendency to conform: fear of fall-out with the members of the work-group.

          Emphasis on Managerial Control: Rigid financial control expects quick and financially measurable results, thus hindering any innovative activities.

          Ideas are often analysed under microscope: in order to avoid financial and other related risks.

              Rigid Hierarchical Structure:

          Tendency for one large successful breakthrough rather than many small success stories.

How to Develop Climate for Creativity and Innovation in an Organization

1.     People

          People should be encouraged to take risk in their work by defining the limit of risk they can take.

          Creating and Encouraging Innovative climate is Management’s Responsibility: The management can do this by providing a given level of functional autonomy and risk taking behaviour within the organization.

          Management Should Respond Positively to New Ideas: Should not resist innovation fearing change in status quo. Should ignore personal benefits for larger benefits of the organization as the latter benefit is bound to be mutual.

          Generating Creative Ideas Requires Freedom of Thought ~ Some Degree of Autonomy: more functional autonomy develops sense of responsibility and creative thinking to problem solving.

            Motivating Innovation through Reward and Recognition

            Provide Adequate Financial Resources for Innovation

          Create a Spirit of Teamwork: Free and informal interaction, encouraging the members to identify individual functional goals with organizational goals. This can help in free sharing of thoughts and ideas and light-hearted competition to motivate creative thinking.

          Exposure of Employees to Outside Ideas: Free sharing of ideas within the organization through internal bulletins and newsletters and also through events and activities such as workshops, seminars and lectures and journal subscriptions for exposure external ideas.

            Conduct Problem-solving Retreats: To go away from place of work to a different environment to ideate together to find solution to a problem.

2.     Process

            A Continual Flow of Idea is Required

            Review or Revise Suggestion Schemes

            Establish an Innovation Council

            Provide Time for “Pet” Projects

3.     Structure

          Differentiate the Structure: Structurally, Organization should be flexible enough to respond to the changes in the External Environment. It should have well-defined cross- departmental interfaces with adequate scope to integrate in response to structural changes.

          Encourage Different Viewpoints: This can help in getting different perspectives of a problem and eventually encourage creative thinking to find an appropriate solution considering the different functional entities within the organization.

            Establish Creativity Rooms Containing Books and Idea-generating Aids

          Proper interface between R&D and Marketing: This will help the organization to find accurate solution in the form of a proper product or service to satisfy the customer base.

            Encourage Cross-Training with well developed Learning and Development Support: More the people will understand different aspects of the functions within the organization; it will improve their ability to comprehend the problem and find its fool-proof solution.

Source: The Essence of Management Creativity (by: Tony Procter)

I came across the term “Servant and Transformational style of Leadership” that led me to study more about various leadership styles. I realised that most of the forms of leadership have similar characteristics and functioning style; i.e., in reality, most of the leaders switch from one leadership style to the other, often relying on one style that conforms to their persona. Various factors influence a leader’s leadership traits; viz. the internal environment in the form of the organisation’s structure, work culture, its resources and people; the external environment comprising of the organisation’s clients, vendors, associates, investors, the geography and related economy, culture, political structures.

A Servant Leader(Would rather rephrase it as “Service Leader”) has the traits of democratic, team, facilitative (Coach), strategic, and visionary leadership; while the Transformational leadership has an additional feature of Cross-Cultural Leadership. Irrespective of the combination of leadership styles a leader may practice, he faces challenges when he tends towards the Authoritative or Laissez-Faire style of leadership.
The term servant leader was coined in the nineteen seventies. This made me think, about the bureaucrats, political leaders and the people in the service sector are they  not servant leaders? Then they too should have the following attributes of a servant leader: Listener, Empath, Caring, Mindful, Persuasive, Ability to Conceptualize, Foresight, Stewardship, and Commitment to the growth of people; Whereas, Educators and technocrats ought to be the extension of a servant leader as Transformational leader with the ability to inspire and promote innovation.

A Leader’s primary objective is to lead the organisation in achieving its vision and mission. Let us understand when and how a leader tends to grow larger than the organisation. Let us focus on four primary forms of leadership based on the organisation along with its internal and external environment.
Individual Hierarchy: The first form of leadership gives importance to the organisation’s structure. The organisation’s hierarchical structure is to help the organisation in achieving its objective. The organisation’s work culture is based on  the organisation’s functional hierarchy. All the systems and process are very well defined and often quite rigid too. The Leader manages the functions through superior- subordinate relationship, though he may address them as his colleague. The leader defines the organisation’s functional objectives as his subordinate’s performance targets that he uses to gauge their success in achieving the functional objectives.
Collective Hierarchy: The second form of leadership is similar to the Hierarchical form of leadership, except that it focuses on integrating the organisation’s vision with that of the community.
The leaders in these forms of leadership can be authoritative or have a transactional approach to managing the functions. If the leader of such organisation practices authoritative style of leadership, then all his subordinates practice it too.
Distributed Individual: The primary focus of this form of leadership is on the client’s needs and preferences (the external environment), and it reflects in the organisation’s structure. Unlike the previous two forms of leadership, the Distributed individual form has a flexible organisational structure that can easily adapt to the change in the clients’ needs and preference. It is more democratic and flexible compared to the first two forms of leadership, yet this form leadership is not completely de-centralised in its decision-making process.
Distributed Collective form of leadership focuses on clients’ needs and preferences; unlike the distributed individual, it’s completely democratic with a de-centralised form of leadership giving a lot of freedom to its people in the decision-making process.
These two forms of leadership support Democratic, Coach, Visionary, Strategic- Servant form of leadership with the philosophy of empowering and inspiring its people through a shared vision to respond to change and dynamics of the external environment. Therefore, it effectively keeps pace with the market dynamics.
An organisation may function “for profit” or “not for profit”; in reality, it may combine with two or more of these four forms of leadership to achieve its functional objectives. The leader of the organisation draws the roadmap to devise the policies and strategy to successfully achieve the functional goals; it is a perpetual leadership function that begins with the inception of the organisation. This also becomes a major contributor to the phrase, “Leader becoming larger than the organisation”:

1.    Founder Leader(s): When the leader is the founder of the organisation, then he is the major contributor in designing the organisation’s cultural ethos: principles, work ethics in form of a framework in facilitating its functions. The advantage of being a founder leader is the ease in making necessary changes to meet the internal and external challenges the organisation faces while aligning its short, medium and long- term objectives. It is not always a bed of roses for a founder leader, who has to anticipate the future trends and dynamics to devise methods keeping pace with the changing trends. Often, the organisations fail to take care of this need and become obsolete.
“Enterprise without a purpose” The organisation and its founder leaders fail when they embark on “an enterprise without a purpose.” This means the organisation’s objective is not completely aligned with its external environment resulting in a faulty functional framework that affects the organisation’s cultural environment too. For instance, an entrepreneur begins an enterprise with the objective of selling a consumer product in India that is quite popular in the western countries. He devises all strategies

to push the product into the market without the support of adequate market survey and research to gauge the demand for such product in the local market. Anyone can guess the fate of such an enterprise. Most of the leaders face this challenge of “enterprise without a purpose”. Let’s take an example of an enterprise with a purpose: India saw the phasing in of the era of information technology when computers were introduced into the workplace and people resisted the change fearing that computers would replace the workers. The organisations and individuals took adequate measures to quell this wave of fear by making people aware of the benefits of IT in facilitating work and IT was phased into the organisations without causing any retrenchment casualties.
Now you may question the current trend of Artificial Intelligence and the toll it has taken on the IT workforce. How can we justify it as an enterprise with a purpose? It is a debatable issue that needs a clear understanding and reality check of the impact of AI in the internal as well as the external environment of the organisation, be it the business venture, a country- its population and economy, as well as its global impact. Is AI mutually beneficially to the organisation using it and the country the organisation is a part of? Does it have a positive impact on the country’s economy, viz. generating employment; its impact on the infrastructure and the natural resources? This holds good for the start-up business enterprise too, now that India is experiencing a sudden spate of business-start-ups.
Let me reiterate, when the functional goals and success of any enterprise are solely based on numbers of earning profit for profit making organisation, or of a non-profit making organisation to achieve a specific service objective without doing the necessary reality check to validate the objective’s impact on the external environment and the market dynamics, this results in a negative impact and proves to be an enterprise without a purpose. We can cite the example of “the.Com bubble bursting at the beginning of the millennium.” At that time, the market dynamics did not support the “.Com Bubble or Boom”. The leadership of education, steel, coal and mining, chemical, petroleum, information technology, automobile, textile, telecom, construction, consumer products – FMCG, financial, pharmaceutical and even medical services has fallen prey to this challenge: “enterprise without a purpose” The leaders often explain any negative result of the enterprise as the cyclic effect of the market trend and resort to statistical analysis to justify their success or failure in framing organisational principles, policies and strategies to achieve their goals. In fact, the leaders ignore the root cause of the failure and resort to artificial means of change management to cure the malady. Yes, you are right, such efforts fall short of addressing the real problem: “an enterprise without a purpose.”

You may ask, “What ‘an enterprise without a purpose’ got to do with “a leader becoming bigger than the organisation’?” The answer is quite simple. An organisation with a hierarchical individual or collective form of leadership has a centralised decision-making process. Therefore, in such an organisation, the topmost leader influences the organisation’s environment and the leader is synonymous to the organisation. The organisation’s objective is identical to that of the leader. Therefore, the leader’s beliefs and persona influence the organisation’s culture. Such organisation may not prosper in the absence of the leader, especially when the organisation does not practice succession planning and talent potential management in sync with the principles of the organisation’s development. Such leadership often exhibits unflinching faith in its dream project and ignores doing its reality check before bringing it to light.
Needless to say, in a distributed individual or collective organisation that has a more visionary and democratic approach to leadership with the de-centralised decision- making process, it is shared leadership that makes the organisation flexible enough to take care of any change in the external environment. Yet, it has its disadvantage; such an organisation is well networked with the leadership taking care of the cultural diversity, and encourages innovation and to embark on new entrepreneurial ventures, often ignores the need for a seamless work culture that can take care of the adverse effects of the diversity. This needs a strong team of leaders at all stages of the organisation’s process and function to provide the necessary support as a backbone to the organisation. Oh yes, Wikipedia, Red Cross are examples of such an organisation.  2.  Non-Founder Leader(s):
Non-founder leaders of the Hierarchical individual or collective organisations may tend to practice authoritative or transactional styles of leadership giving undue importance to the traditional or conventional system and the process of the organisation, turning a blind eye to the trends and dynamics of the external environment. The leadership does not address them through necessary changes in the organisation’s functional framework. Non-founder leaders can also ignore to address the change when the organisation has rigid organisational structure and it becomes a herculean task of the leader to reform it in sync with the current market trends and dynamics. For example, many IT companies ignored the need to integrate the talent or potential management in its organisational framework and have with great zeal have focused on adopting artificial intelligence.
When a dynamic non-founder leader takes charge of a hierarchical individual or collective organisation, even with a democratic and visionary approach to bring about

drastic changes in the organisation, he may tend to be authoritative or may appear to be so to the people in the organisation. The leader can easily achieve this objective through authoritative and transactional leadership and become larger than the organisation; but, the leader’s success lies in how well he is able to use the reality check in convincing the people to the necessary changes in the organisational framework and work culture without being authoritative. This can be a big challenge in such organisational structure that does not encourage shared vision and people empowerment.
In case of the Distributed individual or collective organisation, though the leadership follows the democratic > visionary > coach > servant > transformational styles of leadership, at times they have to be authoritative to pre-set and motivate the team to overcome the negative influence of cultural diversity, geographical difference, to name a few.
Mahatma Gandhi who founded Khadi Gramodyog and Cottage industry to avert the negative impact of rampant industrialization on the indigenous art, craft and handicraft; Ravindranath Tagore, Ishwar Chandra Vidyasagar and Sonam Wangchuk a founding Director of Students’ Educational and Cultural Movement of Ladakh (SECMOL) who led the objective of bringing the education system more closer to reality for the learners are examples of leaders, who became larger than the organisation.
Posted on LinkedIn on September 28, 2017: https://www.linkedin.com/pulse/when-leader-becomes-larger-than-organisation-sunipa-sen/
Reference (Image Source):
http://www.pinsdaddy.com/servant-leadership-in-the-modern- workplace_ug0aP6j3NlDsvDpppysD|64we4L2O99riOqIRTe6GLFXhfEF3qbRgd*KHEdCpTbFr 37Eu6H9C9MeM52o7TMc8A/gRaXy|an5bqLFzFHg4VseGQal3lzlCQSO0hBWnlQLrjYzu62a8 xOZb4R*XkBY*jL0QD9gkueoCtRl4zNdkZcv4nqyCQKQGxvaSYg*ixce3DEoDFS1g71lUICe XODZqMkWS1OoTSwEkn|wlQguWiuPALaIK5iuZaRAVnQimb*fQI/alhttp://steppinguptraining.co.uk/leadership/level-5-award-certificate-in-leadership/
http://www.pinsdaddy.com/the-six-leadership-styles-goleman-comindwork- weekly_L*5xK1whE5BQJhldAAQ5Z|btNpBXjE6u|zhLcU|vIhBLc93IwpQh4jO5eIAPcUmzC1 HZhOLhWaz6ljrdaj7M0w/1d5RGBIx8pvp*hms4hu1JYjcxq|pwbvvOmDWvgD8ZTdNSca6z4s5 aqpX39fagsKUVcWWVoS3BSJKFKwFaLAydEDoiIoRiu8GI*Zo5Doks*LA58CTciOP6M*j8|| Zliqz/

We constantly react to or respond to internal and/or external stimuli. Our reaction or response depends on our knowledge, experience, habits, beliefs and, faith that often often define our perceptual bias and prejudice. This often prevents us to seeing straight without any contextual reference to the object of cause and let our perceptual bias react spontaneously to the stimulus, the cause, instead of pragmatically comprehending the cause and responding to it. This becomes the main cause of the stress and strain we experience in our life. 

We tend to give in to perceptual illusion than the pragmatic truth. This indicates our lack of true sense of worth and makes us set unrealistic expectations from ourselves. We then lay undue focus on achieving our objective without compassionately and ethically considering its consequences that can be negative both on the long as well as the short run. 

When we are aware of our abilities and challenges then we are able to develop our grit, self worth, courage, focus, self-empathy, selfless love, respect to diligently fulfill  our expectations. With true self-perception we invariably develop the strength to ethically focus on our achieving our objective, rather than pay attention to “People’s perception of us and invariably allow them to control our life with the tagline “What Will People Say?” “Will We be Socially Rejected or Ostrasized?”

Whenever we fail in achieving our set objectives, for example, not qualifying in an exam or test, or our business proposal or job application gets rejected. We do not take kindly to ourselves and accuse ourselves of our failure. Likewise, when we are unable to overcome people’s prejudiced and biased reaction to our pragmatic effort, we are overcome with grief preventing us from seeing straight and assessing  the cause of rejection/failure. This becomes our blind spot that prevents us from identifying and analysing the cause. Often we ignore the fact such setbacks and failures are a blessing in disguise. We need to approach them with compassion and fortitude to understand it and use it as a stepping stone to overcome the challenges. 

Richa didn’t qualify the interview and she was offensive to the interviewer’s remark. “Sorry, Richa, we cannot select you for the job. You are too closed and not open to learning, teamwork and innovation.” She meekly thanked him and hurried out of the room trying to hide her tears. This was the umpteenth time she had not cleared a job interview. She was heartbroken and her self-worth had hit the nadir. From then on, whenever she used to read a job posting she used to tell to herself “I am not fit for the job!” The rejection letters often used to have a trailing advertisement of some institute offering professional skill development programme that would help in having a successful career! Such promotional messages would sadden her, making her believe she lacked the talent to gain employment. She did not have the financial means to enroll for any formal up-skilling course. She started feeling worthless until her sister saw her crying and asked her the reason for her feeling sad. After attentively listening to Richa her sister spoke to her, “Why do you ignore all that you have achieved in your life? When you aware of your knowledge, experience and skills, then why are you applying for every available job? You can informally hone your skills and practice them too. You can apply for jobs that are apt for you and even try out for different avenues like your own small business or such enterprise. Always believe in yourself and remember, sky is the limit. Look up, remain positive and you will be able to find your way out of the woods.”

No one can hurt you unless you allow them to. This holds good regarding our thoughts. We have different thoughts passing through our mind. Our mind is like a highway with numerous thoughts traversing it. How we manage in regulating the thoughts is how mindful we are of them. 

Meditation is a way to take control of our mind and check the thoughts that worry us, make us anxious and stressful. Meditation empowers us with the ability to live in the moment mindfully aware of our environment within us and that surrounding us.

When we focus on what ever we are doing, such as writing, listening to music, artwork or computing, our focus and mindful involvement in our activity helps us ward off oppressively disturbing and distressing thoughts that can become the cause of worry, anxiety and  negative emotions that invariably affect our mental as well as physical health and well-being.

When a child is born, he cries out expressing his awareness of being in a new world away from the sanctuary of his mother’s womb. The child is born with few hard wired traits like being an altruist, rationality, love, compassion and child’s innocence, until his experiences of living in the world and his perceptions gradually change with what he learns from his parents and people he develop a sense of belonging to. These inputs develop his perception into habits, belief and faith.  With life’s formal and informal learning and experience, the child, who is an adult now, can change his perceptions, beliefs, and habits, but, as a hallmark of his maturity and wisdom. he has to pass the litmus test is in maintaining his inherent traits of compassion, love, altruism, ability to reason and, innocence, without giving in to any bias, prejudice and blind faith. 

We often tell each other to be positive in difficult times. In fact, we find it difficult to remain positive while experiencing perceptual slander, bias and prejudice of the people in the form of idiosyncrasies. This often bogs us down. We try to offset it with a rationale we consider to be positive. This causes undue stress and forces us to prove ourselves while trying to retain our self worth. “In fact, We Have Nothing To Prove When We Are Aware of Our Self-Worth.” We can overcome such stress and setbacks with self-belief, self-confidence and a self-worth. The resultant dignity is our ability to see through the illusory vision of external bias and prejudice. We invariably develop the ability to be humble, and courageous  enough to compassionately perceive the negative experience such a negative and biased behaviour of the people. The hurt in them that exhibits their low self-worth as pride and arrogance. We should have the ability to discern a cry of anguish from a cry of arrogance. 

Maturity is nothing but our ability to be true to ourselves while being aware of our strengths and weakness. Humility to accept our weakness without hiding it behind a false facade. Our resilience, dignity and self worth helps us to overcome our weakness without using any unfair means in doing so. This understanding helps us to observe opportunity in every failure and impending learning in our success and achievement. We eventually consider them to be our steps towards our evolution and wisdom. 

Diversity is a universal truth. We meet different kinds of people with different perception, thoughts, beliefs and habits in the form of different social and cultural background. While communicating and interacting with them, we often experience a friction of perceptual differences that often results in ego clashes and run-of-the-mill account of the interaction that is often false information in the form of gossip, grape-vine(informal channel of communication within an organisation, society or community) the ideological differences are projected negatively making us attentive to the symptoms rather than the true cause of the negative repercussion to the differences. 

When we are aware of ourselves, we have a pragmatic approach to life, then with our unbiased approach, we will be able to humbly and courageously discern the facts in the form of truths from the misinformation, fake information and gossip, We ask questions not because we have to prove our intelligence, but to find the facts and truth. Any authoritative person will resist our attempt to find the truth by asking us not to argue with him or her. This is a classic example of a rigid mindset of a person who lacks self-awareness and self-worth. Our objective is not to hurt their integrity, but to make them realise that misconception often causes resentment encouraging free flow of false information that may result in short-term gain but long term setback. A person with integrity, courage, wit, compassion, self-respect, focus, ethics has the ability to adapt to any situation without compromising with his dignity and self-worth. 

We should not ignore the fact, love, trust, respect, integrity, honesty, courage, resilience, ethics, humility, compassion, rationality-ability to think and innovate and wit are the traits of our character that help us brave any storm and steer clear of challenges without using unjust and unfair means in doing so. We are an integral part of the Earth’s environment and with due diligence, it is our sole responsibility to maintain its bio-diversity and ecological balance to sustain ourselves and our home, the Earth. 

When we take a close look at our rather mundane life we can perceive subtle nuances of our feelings, thoughts and actions that show how the various hues and shades of our emotions make our dull and lacklustre existence appear quite interesting, and insightfully thought-provoking. 

Here are “STORYLETTES”! They are not just short, in fact, they are miniature stories that are interestingly insightful glimpses of our mundane life! They are undoubtedly thought-provoking and make us wonder “How did I miss out on something so amazing from my so dull life riddled with stress and anxiety!” 

The STORYLETTES will make us sit-up and consider how being mindful of even the simplest of our perceptions, bias, prejudice, thoughts, faith and, beliefs can help us in understanding ourselves and those, who are directly or indirectly, an integral part of our life. They are lucid examples of #appliedempathy towards everyone, including ourselves. 

It is easy to relate with the characters from the STORYLETTES for they seem to come out our real life and weave the story around us.

We can effectively use the storylettes in self-awareness workshops to help the participants easily share anecdotes and their experience inspired by these storylettes in context with the behavioural trait being discussed and analysed in the session. For instance, Storylettes 4 and 11 have their variants in this post setting an example of how the storylettes can be made contextually relevant to substantiate the subject of discussion.

While you enjoy the stories, please be mindful of sharing your comment on the STORYLETTES. Thank you!

Storylette 1
Storylette 2
Storylette 3
Storylette 4

Storylette 5
Storylette 6
Storylette 7
Storylette 8

Storylette 9
Storylette 10
Storylette 11
Storylette 11a
Storylette 12
Storylette 13
Storylette 14
Storylette 15
Storylette 16
Storylette 17
Storylette 17a
Storylette 18
Storylette 19