Snippets - Vijay Chandhran

An engineer is a person whose bases decision on facts. But there comes a time in the life of any engineer when he must make a guess. And a good engineer never guesses wrongly.

If given all the facts, any person can make the right decision. But it takes a hell of good person to collect all the facts.

“The voice of intelligence is soft and does not go far before it is heard”

“Experience is what you have got when you are too old to use it”

“A memo written in anger should be put in your desk overnight. The next day it should be re-read. There will be a 90% chance that you will not send it.”

How to Make Your Own Jargon
Take any word from the first column, combine it with any from the second column, then add any in the third column

Total ---------- Organization ---------- Flexibility
Systemized --------- Monitored ---------- Capacity
Integrated ---------- Management ---------- Options
Parallel ---------- Reciprocal ----------- Mobility
Functional ---------- Digital ---------- Programming
Responsive ---------- Logic ---------- Concept
Optical ---------- Transitional ---------- Time Phrases
Compatible ---------- Third generation ---------- Contingency
Balanced ---------- Policy ---------- Decision
Modified ---------- Executive ---------- Preclusions
Subordinated ----------- Multiphase ---------- Imputation
Restructured ---------- Motivational ---------- Issue
Orchestrated ---------- Tactical ---------- Framework
Horizontal ----------- Qualitative ---------- Procedure
Correlated ----------- Deliberative ----------- Rejection

“Measure wealth not by the things you have,
but by the things you have that you wouldn’t
sell for money.”

“The best and most beautiful things
in the world cannot be seen or even touched.
They must be felt within the heart.”

DO YOU SAY WHAT YOU MEAN…
OR MEAN WHAT YOU SAY!

WHAT IS SAID ----------------------------------WHAT IS MEANT
Under consideration -----------------------------------Will have shot at finding file…
Being dealt with… --------------------------------------Have found the file …
Pending… ------------------------------------------------Either lost or stuck in wrong file
For action as necessary … ----------------------------Do you know what to do with it? I don’t
For action as indicated … ---------------------------- Do as you are told, don’t ask questions
Please clarify … ---------------------------------------- Are you nuts or am I?
Please expedite … ------------------------------------- For heaven’s sake, try!
Expedite and explain delay … -----------------------It had better be a good story
Copy to head office … ---------------------------------Serves you right
Your attention is drawn to … ------------------------Don’t you read anything?
You will remember … ---------------------------------You have forgotten or never knew
Copy attached for easy reference -------------------Expect you’ve lost the previous one
Your reference blank, undated ----------------------What, no filing system?
Not fully conversant … --------------------------------Completely clueless
It had been reported -----------------------------------It is rumoured on the shop floor
Through the normal channels … --------------------Round and round the mulberry bush
Passed to higher authority … ------------------------Laid to rest in a more sumptuous room
In the very near future … -----------------------------Pujas perhaps?
Awaiting your instructions … ------------------------Make up your mind
Confirming our telephone conversation -----------That puts me in the clear
You will be advised in due course -------------------We’ll let you know after we’ve worked it out
--------------------------------------------------------------for ourselves

A survey is being made --------------------------------We’re busy thinking up an answer.

“Dreams leads us on thoughts,
Thoughts lead on to purposes,
Purposes go forth in action,
Actions form habits,
Habits decide Character
And Character fixes our Destiny !!!”

Keep it simple:
Two Americans once visited Oxford University and were delighted when they were told that they would be spending the night in the very room where Mahatma Gandhi once stayed. However, there were two beds in the room and they didn’t know which one had been Gandhi’s. So they set their alarm for the middle of the night and when it rang, changed beds. That way, they reasoned, each of them could say he had slept in a bed that Gandhi had once slept in. The next morning they proudly told there host what they had done.
He smiled as he said: “Ah, but when Gandhi slept here, he slept on the floor.”


You are at the top when:

1. You clearly understand that failure is an event, not a person; that yesterday ended last night and today is a brand new day.

2. You have made friends with your past, are focussed on the present and are optimistic about the future.

3. You know that Success (a win) doesn’t make you, and failure (a loss) doesn’t break you.

4. You are filled with faith, hope and love; and live without anger, greed, guilt, envy or thoughts of revenge.

5. You are mature enough to delay gratification and shift your focus from your rights to your responsibilities.

6. You know that failure to stand for what is morally right is the prelude to being the victim of what is criminally wrong.

7. You are secure in who you are, so you are at peace with God and in fellowship with man.

8. You have made friends of your adversaries and have gained the love and respect of those who know you best.

9. You understand that others can give you pleasure, but genuine happiness comes when you do things for others.

10. You are pleasant to the grouch, courteous to the rude and generous to the needy.

11. You love the unlovable and give hope to the helpless, friendship to the friendless and encouragement to the discouraged.

12. You can look back in forgiveness, forward in hope, down in compassion and up with gratitude.

13. You know that ‘He who would be the greatest among you must become the servant of all”.

14. You recognise, confess, develop and use your God given physical, mental and spiritual abilities to the glory of God and for the benefit of mankind.

15. You stand in front of the Creator of the Universe and HE says to you, “Well done, thou good and faithful servant”.



Famous Quotes…

“He is happiest to be the King or Peasant, who finds peace in his home.” – Wolfang Von Goethe.

“No matterunder what circumstances you leave it, home does not cease to be home. No matter how you lived there – well or poorly.” – Joseph Brodsky.

“On Attitude:- Get the right perspective.” When Goliath came against the Israelites, the soldiers all thought, “He’s so big, we can never kill him.” David looked at the same giant and thought, “He’s so big I can’t miss.” – Russ Johnston.

“On Dictatorial Bosses:- It is impossible to learn anything important about anyone, until we get him or her to disagree with us; it is only in contradiction, that character is disclosed. That is why autocratic employers usually remain so ignorant about the true nature of their subordinates.” – Sydney J. Harris.

‘There are no secrets to Success: Don’t waste time looking for them. Success is the result of perfection, hard work, learning from failure, loyalty to those for whom you work and persistence.” – Colin Powell.

‘He’s truly valiant, that can wisely suffer. The worst that man can breathe, And make his wrongs, his outsides; To wear them like his raiment, carelessly, And ne’er prefer his injuries to his heart.” – Shakespeare.

“Here is the world and it is full of misery. Go out into it as Buddha did and struggle to lessen it or die in the attempt. Forget yourselves; this is the first lesson to be learnt, whether you are a theist or an atheist, whether you are an agnostic or a Vedantist, a Christian or Muslim. The lesson obvious to all is the destruction of the little self and building up of the Real Self.” – Swami Vivekananda.

“Tell me and I forget; Show me and I remember; Involve me and I understand.” – Chinese Proverb.

“People are often unreasonable, illogical and self centred; Forgive them anyway.” – Mother Theresa.

“If words were leaves on an autumn forest floor, Oh what a bonfire mine would make. If words were little drops of water, You would drown if I said ‘I Love You’.” – Spike Milligan.

“It is pointless to complain that crime and sin receive more publicity than exemplary behaviour. It is, on the contrary, a matter of some satisfaction, that evil is still regarded as news. It will be a sad day, if integrity and goodness become so rare as to be featured in the papers.” – Cardinal Heenan.

“Life is a card game in which everyone is dealt a hand that he must accept. His Success will depend on his playing it as well as it can be played. A very large proportion of failures in life occur, because we refuse to do this and instead insist on playing the hand that they think they should have been dealt.” – Lord David Cecil.

“Having a place to go – is a home, Having someone to love – is a family. Having both is a blessing.” – Donna Hedges.

“Kind hearts are the garden, kind thoughts are the roots, kind words are the blossoms, kind deeds are the fruits.” – John Ruskin.

“When two people are under the influence of the most violent, most insane, most delusive and most transient of passions, they are required to swear that they will remain in that excited, abnormal and exhausting condition continuously, until death do them apart.” – George Bernard Shaw.

“And all work is empty, save where there is love; And when you work with love, you bind yourself to yourself; and to one another and to God.” – Rohit Gibran.

“Not in the clamour of the crowded street, Not in the shouts and plaudits of the throng, But in ourselves, are triumph and defeat.” – Longfellow.

“Instead of thinking about where you are, think about where you want to be. It takes twenty years of hard work to become to become an overnight Success.” – Diana Rinkin.

Meetings - Vijay Chandhran

Decision Making

The reason for having a meeting, is to make a decision. Information may be given in the form of a presentation and questions or discussions follow, but it is to get a sense of consensus, that the meeting has been arranged in the first place. Achieving this, in the most time and cost-effective manner possible, is a goal that everyone attending must share. The rational decision process, includes the following steps:

 Study / discuss / analyse the situation;
 Define the problem;
 Set an objective;
 State imperatives and desirables;
 Generate alternatives;
 Establish evaluation criteria;
 Choose among alternatives;

One other aspect of decision-making, is the necessity for participants in the meeting, to be aware of one another’s needs & perceptions. If these are not effectively communicated, if there is insufficient degree of understanding of one another’s requirements, then an acceptable conclusion is unlikely to be reached.

Decision making is not always an identifiable activity. Frequently, the discussion can evolve into a consensus, which can be recognised and verbalised by the Leader, without the need to “put things to the Vote”. The part, a Leader plays in formulating a decision, is dealt with in detail.

 Define the objectives and set an agenda and timetable;
 Ensure that each step in the agenda is covered, conclusions reached and recorded, while simultaneously preventing discussion on any single item, from taking so much time, that the remainder needs to be cut short;
 Introduce each item on the agenda briefly and have a list of points for discussions ready;
 Structure contributors, so that no one with something to say is ignored, while simultaneously preventing anyone from dominating the discussion;
 Bring the meeting to order if it drifts;
 Keep control of participants and not let sidebars occur;
 Allow, and even courage, disagreement, but prevent arguments getting heated;
 Contribute to the discussion and keep it moving, by asking probing questions, without allowing his own views to dominate.
 Summarise decisions, ensure that they accurately reflect, what has been said, then have them recorded and minutes circulated by the Secretary;
 Indicate what action is to be taken and by whom;
 Arrange any further meetings, which may be necessary and identify the purpose of them;
 Ensure that participants understand issues and why they are being discussed;
 Clarify complex issues and prevent misunderstandings;
 Not to avoid difficult issues, but make some attempt to resolve them, or establish a means for resolving them, before the next meeting.
 Postpone discussion to another occasion, if there is incomplete information available, to reach a reasonable conclusion.

The participants, in order to make their contributions significant and worthwhile, should:

 Prepare thoroughly, having any facts and supporting data ready and immediately available;
 Make points clearly, succinctly and positively;
 Avoid talking too much or being repetitive;
 Avoid speaking, if they have nothing to say;
 Avoid speaking, if you don’t know what you are talking about, or have not heard enough to formulate a considered opinion;
 Ask questions, rather than make statements, if they are not sure of their ground, or still thinking through their views;
 Fight for their views, but know when to quit;
 Remember that decisions made in committee, can be reversed in general meetings;
 Provide feedback for the Leader;
 Fulfil any agreed actions;

There are certain talks concerning observation, that both the Chairman and the participant will find useful, for understanding the reasons, why a meeting is going the way it is. Look at:

 Who talks to who;
 Who avoids eye contact or doodles;
 Reactions to what you are saying, but also see how various people react, to what others are saying;
 Who waits for whose response, before speaking or expressing an opinion;
 Who looks at who, when speaking to see, what response they are getting;
 Reactions to the Leader or Chairman who might, incidentally, not to be one and the same person;
 Who is the actual Leader of the group and who wants to be Leader of the group.

The Effective Chairman is recognisable by his / her ability to:
Enjoy what he / she is doing;
Guide the group through its discussions, without having a direct influence on its decision;
Use control and discipline to ensure, that the task or agenda are completed efficiently.

An Effective Leader “must be able to analyse each situation, decide what is needed to move forward and take the necessary action to achieve the objective”. He / she must also be able to stimulate discussion, elicit information and opinions and generate an exchange of views, which lead to fair basis for making decision, or reaching a conclusion, satisfactory to all. The Leader must tie things together, perhaps sketching best and worst way scenarios and facilitating decision making, without actually imposing or directing too overtly.

Interaction

Meetings are all about interaction. The subjects discussed so far, all focus on this one theme. The design of the room, the composition of the attendance list, the design of the agenda, are all intended to ensure that there is interaction, between participants. It doesn’t really matter, if you are speaking to people from out front, sitting on a higher seat or stage, having a group discussion with seats arranged in circles, rows or horseshoes. We must determine, the best position in any circumstances, to achieve our aims. Whether standing or sitting, when speaking, with coat off, tie loosened and shirtsleeves rolled up, the point is to get down to business, let people have their say and satisfy the objective set.

Documentation

One of the first tasks of any Chairman is to appoint a Secretary. Everyone present at a meeting and often many, who were not present, need to have written minutes showing:

 Who was in attendance;
 Who should have been in attendance, but had to send apologies;
 What was on the agenda for discussion;
 What was actually discussed and the main points of that discussion; what conclusions were reached;
 What tasks were assigned and to whom;
 The time, date and place of the next meeting;
 The provisional agenda for the next meeting.

Hidden agendas are often brought to meetings, as are preconceptions, prejudices and other excess baggage. It is incumbent on all participants, and especially Leaders, to look for these and respond to them.

Empathising

Briefly, putting yourself in the other guy’s place.

Salesman role play at being Customers.
Managers “buy” and “sell”.

We need to see both sides of each coin, in order to play our own roles properly. Words and actions always come in pairs. We:

 Speak and listen;
 Read and write;
 Can’t have one without the other.

Communication must be two-way transaction.

Leadership styles

 Establish who is in charge;
 Know what you want to accomplish;
 Know what you want the meeting to accomplish;
 Let people know what you expect;
 Find out what others expect the meeting to accomplish;
 Find out what others expect of you;
 Take being a role model seriously;
 Expect others to be self-motivated, but don’t count on it;
 Understand that the quality of your Leadership, is determined by the methods you choose, to motivate others.

Briefly, the style of Leadership, which can be adopted is:

 The dictator dominates and harangues, in order to get group agreement;
 The scoutmaster is more concerned, with involving all participants, than in reaching agreement;
 The abdicator uses all arguments from the participants as an excuse, to support nothing, so that there is never any decision made;
 The persuader talks so much, that no one else can get a work in;
 The collector gathers in others’ suggestions and puts them forward as his own, on another occasion;
 The destroyer has accepted his role reluctantly and does what is expected, with the least possible amount of cooperation and input.

Note taking

As usual, there are pros and cons to this activity. Taking notes, can help you to remember things and make you seem attentive. They can also make you seem, to others, withdrawn. Groups may regard Leaders or Chairman taking notes, as observers rather than participants. We may be concentrating so hard, on what we are writing, that we miss what is being said.

Just remember, you may take notes, for good reason or to give others the impression, that you think they have said something important, which must be immediately written down. They may also be doing the same thing to you. Nothing in a meeting is necessarily straightforward. Be on you toes at all times. Even the simplest activity, can be interpreted in a number of ways.

Confrontational communication

Conflict within a meeting, is not necessarily a bad thing. It stimulates discussion and ensures, that all points are aired. We all know the devil’s advocate technique, where someone deliberately takes a view opposite to the consensus, just to make sure that it is considered. A moderate level of conflict, can have certain constructive consequences:

 Increase motivation and energy to carry out a task;
 Increase innovative thinking, through a greater diversity of viewpoints;
 Increase understanding of a position, on an issue by forcing the advocate of that position, to articulate and support it with fact;
 Increase understanding of opposition positions, on an issue by being forced to listen and then working, to integrate diverse positions to achieve consensus.

Less constructive conflict may occur, when speakers are heckled or people disagree, with a viewpoint on principle, regardless of reason, circumstance, subject or importance.

Group dynamics

Chambers’ Twentieth Century Dictionary defines dynamics as “relating to force… a moving… relating to activity or things in movement…Any driving force instrumental in growth or change (esp social)”.

Collins’ Dictionary defines dynamic as “characterised by force of personality, ambition and energy”.

Group dynamics are the actions and forces that determine, how the group works. When we say that something or someone is dynamic, we generally mean that, they are an instrumental force. When we say that the position is dynamic, we generally mean that it is exciting and changeable.

Overall, though there is a sense of change, movement energy in the connotation of dynamics and when we study group dynamics, we are studying the ways in which groups operate. No handbook on communications can ignore the existence of groups, or group dynamics are more, than it can ignore the fact, that no two situations or individuals are the same and that whenever, two or more people get together, there is going to be dynamic interaction, resulting in a varying degree of effective communication.

MEETINGS
Questions to ask

Who?
When?
Where?
Why?
How?




Why?

 Is a meeting really necessary ?
 Is it going to accomplish something that cannot be accomplished with telephone calls and letters ?
 Is there a good reason for getting people together to discuss the issue ?
 Is it worth their while to attend ?

Valid Reasons for Meetings

 Decision making.
 Communications.
 Negotiations.
 Creativity.
 Team building.
 Consultation.
 Democratic process and visible justice.
 Meetings newcomers.
 Legal or procedural requirements.

Past Precedent is the usual reason for meeting, it is also the worst!

Meetings Require

 Thought.
 Planning.
 Organisation.
 Firmness.

Choosing a Format

 Conferences.
 Workshops.
 Brainstorming.
 Committees.
 Advisory Panels.
 Agenda and Timetable.
 Sufficient notice.
 Timing.
 Style.

Minutes or Action Plan.

Chairman’s Role –1.

 Define Objectives.
 Cover all agenda.
 Watch the time per item.
 Introduce each item.
 List of points for discussion ready.
 Structure contributions.
 Bring meeting to order.


Chairman’s Role –2

 Encourage disagreement, discourage arguments.
 Contribute to the discussion.
 Ensure that actions and decisions recorded.
 Indicate action, by whom, when.
 Arrange further meetings.

Decision Making Steps

 Study, discuss, analyse.
 Define the problem.
 Set an objective.
 State imperatives and desirables.
 Generate alternatives.
 Establish evaluation criteria.
 Evaluate alternatives.
 Decide.

I hope this article will help you in conducting and chairing the Departmental Head’s Meeting in a much better manner so that the desired objectives of having a meeting are achieved.

Meetings - Vijay Chandhran

Theory 'Z' Organisation - Vijay Chandhran

The objective of Theory Z, is to achieve productivity, by developing the ability to coordinate people, not technology.

The following steps are suggested for the successful development of an effective organisation:

HELP UNDERSTANDING OF THE TYPE Z ORGANISATION
Manager involved should be made familiar with the underlying ideas of Theory Z. Ask them to do reading on the subject. Invite discussions of ideas. Resist interpreting scepticism as lack of cooperation. Develop trust. Trust consists of the understanding, that you and I share fundamentally compatible goals, desire a more effective working relationship together, and that neither desires to harm the other.

AUDIT THE COMPANY’S PHILOSOPHY
Ask yourself and your group: What are the Company’s objectives – its philosophy? Many different techniques can be used to carry out this audit. Some may employ an outside consultant, others may hold a series of discussions among a team, drawn from within. A simple questionnaire, may be used or personal interview.

ESTABLISH AN APPROPRIATE PHILOSOPHY
Here, the role of the formal leader or Chief Executive is most critical. The top Manager has an incentive to develop, over time, a trusting relationship, that permits a sharing of the decision-making authority, with subordinates – for the more decisions are shared, the greater will be the benefits of cooperation produced in the Management team.

CREATE STRUCTURES AND INCENTIVES
If the goal of structural variations is to produce cooperation, then their form must force individuals to work together. These forms must move away from most Company reporting relationships, which are often crutches to prop up lapses in cooperativeness.

DEVELOP INTERPERSONAL SKILLS
Acquire the skill of recognising patterns of interaction, in decision-making and problem solving groups. Does the group move too quickly to a solution, in order to avoid discussing the real problem? Do some members interfere in subtle ways, with open discussion? When does the group drift off-course & why? Another skill is to provide Leadership, in such a way that the group can quickly identify the important issues, get to the bottom of conflicts and arrive at high quality creative solutions.

TEST YOURSELF AND THE SYSTEM
A personal test is when Managers, begin to feel less harried and less pleased. Less harried, because there should be fewer occasions, when subordinates need help. But also less pleased, because Managers will feel unsure. In the short run, a Manager in an autocratic Company, has more pleasures. In type Z organisation, subordinates regularly challenge superiors. If this is happening regularly, proceed with confidence. Imagine the response of your newly awakened subordinates, when their subordinates give them the same treatment.

INVOLVE THE EMPLOYEES
In a healthy setting, the employees provide the Company, with a ready-made conduit, through which to communicate with them. Bureaucratised employees and Companies, will go out of business. Unless, all the staff members internally engage in a thorough debate on vital progressive issues, no amount of changing by Management will bridge the gap. The discussions process will go on, until both the employees and the Management are ready to take the kind of steps outlined below.

STABLISE EMPLOYMENT
High voluntary termination can be overcome, by providing employees with a work environment, that offers equity, challenge and participation in discussions about their work.

SLOW EVALUATION AND PROMOTION
Slowing down the process of evaluation and promotion, underscores to employees the importance of long – run performance.
Superior performance, need not always be acknowledged with higher pay. A system of non-monetary evaluation, such as frequent involvement with superiors on projects, must also be provided. These communicate, the expectation of greater income, in the future. It is also recognised, that the cooperative atmosphere in Z type organisations, provide many opportunities for employees, to participate in challenging assignments.

BROADEN CAREER PATHS
Managers who continue to circulate across jobs within a Company, even without hierarchical promotion, tend to retain their enthusiasm and effectiveness. For the process of career circulation, to succeed, top level Manager need to set an example.

IMPLEMENTATION AT LOWER LEVELS
With theory Z, the reason for starting at the top, boils down to the central issue, that a lower level employee cannot participate, unless those above provide the invitation to do so. Only after results, due to top level changes have emerged, should implementation, at the first level of employees be contemplated. The scepticism of employees at the bottom of the pyramid, can be overcome, only through great effort and only with the most consistent signals from above. Company policies and decisions must consistently express openness, trust and emphasis on the long run.

DOWN TO BRASS TACKS
Most of the poor productivity, attributed by Managers to their subordinates is, in fact the result of inputs not received, machinery not repaired, poor coordination, etc. Solicit suggestions from subordinates as a group, rather than from a few anonymous suggestion boxes. And don’t be fearful of implementing them.

HOLISTIC RELATIONSHIPS
Holistic relationships are a consequence, rather than a cause of organisational integration. It cannot be developed, but once the Z changes are under way, it has a change to grow. Regular question-answer sessions help. Be prepared to ask, as well as answer some tough questions. These work related issues, hold the key to holistic relations and they keep them free of Company paternalism.

These steps are intended as a guide, rather than a cookbook for management development. As a rough guide, allow approximately 2 years for percolation through the rank of Managers. By then, evidence of smoother coordination, faster reaction and more effective planning, should begin to appear. However, a complete shift from A to Z organization takes perhaps 10-15 years. But the Z process once begun, is largely self-sustaining, because it appeals to the basic values of all employees. The process should flourish, unless intentionally stopped by a disenchanted or threatened Top Management.