Archive for the ‘Management Techniques’ Category

Explore Your Brain : Right Brain vs. Left brain thinking

March 8, 2007

 ” The test of first rate of intelligence is the ability to hold to opposite idea in the mind at the same time and still retain the ability to fuction” – F.Scott Fitzgarald

Research on the brains has demonstrated that two different sides of the brain (“hemisphere”) are responsible for different mode of thinking. Both of these mode of thinking are required for uncovering the effective solution of the problem.

While most individual have a preference for one style and another, the real key is build the capacity for whole brain thinking in the organisation, where people are comfortable in one style or another, depending on the need of the situation. Building this capability is a key part of the innovative organisation.  

Complex  Questions: what is mind? Brain? Thinking?

From Wikipedia  : Mind refers to the collective aspects of intellect and consciousness which are manifest in some combination of thought, perception, emotion, will and imagination. 

The human brain is the most complex organ in the body. It controls the central nervous system (CNS), by way of the cranial nerves and spinal cord, the peripheral nervous system (PNS) and regulates virtually all human activity.Involuntary, or “lower,” actions, such as heart rate, respiration, and digestion, are unconsciously governed by the brain,specifically through the autonomic nervous system. Complex, or “higher,” mental activity, such as thought, reason, and abstraction, is consciously controlled.

The human brain is vast and complex. It contains some one hundred billion neurons, which are capable of electrical and chemical communication with tens of thousands of other nerve cells. Nerve cells in turn rely on some quadrillion synaptic connections for their communications. 

Thought or thinking is a mental process which allows beings to model the world, and so to deal with it effectively according to their goals, plans, ends and desires. Words referring to similar concepts and processes include cognition, sentience, consciousness, idea, and imagination. Thinking involves the deeply cereberal manipulation of information, as when we form concepts, engage in problem solving, reason and make decisions. Thinking is a higher cognitive function and the analysis of thinking processes is part of cognitive psychology.

The following table illustrates the differences between left-brain and right-brain thinking:

Left Brain Thinking   Right Brain Thinking
Looks at parts
Looks at wholes


Photo Source:

from above table & picture , we can check & analysis about our thinking pattern. Where need more focus according to environment, conditions & requirement? 

Kindly read Left Vs. Right: Which Side Are You On? At which describe following processing of Brain.

  • Linear Vs. Holistic Processing
  • Logical Vs. Intuitive
  • Sequential Vs. Random Processing
  • Verbal Vs. Nonverbal Processing
  • Symbolic Vs. Concrete Processing
  • Reality-Based Vs. Fantasy-Oriented Processing

Definately , Sometime we need left brain thinking & some time right brain thinking and some times both thinking simultaneously for solution of complex problems. 


Support the Mission:Great Human Capital  **********************************************  Effective Artciles which align to above article. Kindly link and share your expereince.

||||||Effective Quotations by Great Thinker||||||

Gearge Bernard Shaw :Mahatma Gandhi :Peter F. Drucker


Management Challenges for the 21st Centuryby Peter F. Drucker – A Review

February 9, 2007

© Walter J. Geldart

Kindly read this great article with a nice commentary by Walter J. Geldart at:


Some Insight from this article :

Management’s New Paradigm
The Seven Old Assumptions of Management

There is a critical difference between a natural science and a social discipline, according to Drucker. The physical universe displays natural laws that describe objective reality. Natural laws are constrained by what can be observed, and these laws tend to be stable or change only slowly and incrementally over time. “A natural science deals with the behavior of OBJECTS. But a social discipline such as management deals with the behavior of PEOPLE and HUMAN INSTITUTIONS. The social universe has no ‘natural laws’ of this kind. It is thus subject to continuous change; and this means that assumptions that were valid yesterday can become invalid and, indeed, totally misleading in no time at all.” 2 Drucker identifies the following old assumptions for the social discipline of management. 3

Three Old Assumptions for the Discipline of Management

1. Management is Business Management
2. There is – or there must be – ONE right organization structure.
3. There is – or there must be – ONE right way to manage people.

Four Old Assumptions for the Practice of Management

4. Technologies, markets and end-users are given.
5. Management’s scope is legally defined.
6. Management is internally focused.
7. The economy as defined by national boundaries is the “ecology” of enterprise and management.

According to Drucker, six out of seven assumptions (2, 3, 4, 5, 6, and 7) were close enough to reality to be useful until the early 1980s. However, all are now hopelessly outdated – “they are now so far removed from actual reality that they are becoming obstacles to the Theory and even more serious obstacles to the Practice of Management. Indeed, reality is fast becoming the very opposite of what these assumptions claim it to be.” 4

 The Eight New Management Assumptions

Drucker identifies the following new assumptions for the social discipline of management. 8

1. Management is NOT only for profit-making businesses. Management is the specific and distinguishing organ of any and all organizations.

2. There is NOT only one right organization. The right organization is the organization that fits the task.

3. There is NOT one right way to manage people. One does not “manage” people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of each individual.

4. Technologies and End-Users are NOT fixed and given. Increasingly, neither technology nor end-use is a foundation of management policy. They are limitations. The foundations have to be customer values and customer decisions on the distribution of their disposable income. It is with those that management policy and management strategy increasingly will have to start.

5. Management’s scope is NOT only legally defined. The new assumption on which management, both as a discipline and as a practice, will increasingly have to base itself is that the scope of management is not legal. It has to be operational. It has to embrace the entire process. It has to be focused on results and performance across the entire economic chain.

6. Management’s scope is NOT only politically defined. National boundaries are important primarily as restraints. The practice of management – and by no means for business only – will increasingly have to be defined operationally rather than politically.

7. The Inside is NOT the only Management domain. The results of any institution exist ONLY on the outside. Management exits for the sake of the institution’s results. It has to start with the intended results and organize the resources of the institution to attain these results. It is the organ that renders the institution, whether business, church, university, hospital or a battered woman’s shelter, capable of producing results outside of itself.

8. Management’s concern and management’s responsibility are everything that affects the performance of the institution and its results – whether inside or outside, whether under the institution’s control or totally beyond it.


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11 Lessons on Change Management: Azim Premji

February 1, 2007

It’s not the strongest nor most intelligent of the species that survive; it is the one most adaptable to CHANGE” – Charles Darwin

11 Lessons on Change Management: Azim Premji


“While change and uncertainty have always been a part of life, what has been shocking over the last year has been both the quantum and suddenness of change. For many people who were cruising along on placid waters, the wind was knocked out of their sails. The entire logic of doing business was turned on its head. Not only business, but also every aspect of human life has been impacted by the change. What lies ahead is even more dynamic and uncertain. I would like to use this opportunity to share with you some of our own guiding principles of staying afloat in a changing world. This is based on our experience in Wipro. Hope you find them useful.

First, be alert for the first signs of change. Change descends on every one equally; it is just that some realize it faster. Some changes are sudden but many others are gradual. While sudden changes get attention because they are dramatic, it is the gradual changes that are ignored till it is too late. You must have all heard of story of the frog in boiling water. If the Temperature of the water is suddenly increased, the frog realizes it and jumps out of the water. But if the temperature is very slowly increased, one degree at a time, the frog does not realize it till it boils to death. You must develop your own early warning system, which warns you of changes and calls your attention to it. In the case of change, being forewarned is being forearmed.

Second, anticipate change even when things are going right. Most people wait for something to go wrong before they think of change. It is like going to the doctor for a check up only when you are seriously sick or thinking of maintaining your vehicle only when it breaks down. The biggest enemy of future success is past success. When you succeed, you feel that you must be doing something right for it to happen. But when the parameters for success changes, doing the same things may or may not continue to lead to success. Guard against complacency all the time. Complacency makes you blind to the early signals from the environment that something is going wrong.

Third, always look at the opportunities that change represents. Managing change has a lot to go with our own attitude towards it. It is proverbial half-full or half-empty glass approach. For every problem that change represents, there is an opportunity lurking in disguise somewhere. It is up to you to spot it before someone else does

Fourth, do not allow routines to become chains. For many of us the routine we have got accustomed to obstruct change. Routines represent our own zones of comfort. There is a sense of predictability about them. They have structured our time and even our thought in a certain way. While routines are useful, do not let them enslave you. Deliberately break out of them from time to time.

Fifth, realize that fear of the unknown is natural. With change comes a feeling of insecurity. Many people believe that brave people are not afflicted by this malady. The truth is different. Every one feels the fear of unknown. Courage is not the absence of fear but the ability to manage fear without getting paralyzed. Feel the fear, but move on regardless.

Sixth, keep renewing yourself. This prepares you to anticipate change and be ready for it when it comes. Constantly ask yourself what new skills and competencies will be needed. Begin working on them before it becomes necessary and you will have a natural advantage. The greatest benefit of your education lies not only in what you have learnt, but also in working how to learn. Formal education is the beginning of the journey of learning. Yet I do meet youngsters who feel that they have already learnt all there is to learn. You have to constantly learn about people and how to interact effectively with them. In the world of tomorrow, only those individuals and organizations will succeed who have mastered the art of rapid and on-going learning.

Seventh, surround yourself with people who are open to change. If you are always in the company of cynics, you will soon find yourself becoming like them. A cynic knows all the reasons why something cannot be done. Instead, spend time with people who have a “can-do” approach. Choose your advisors and mentors correctly. Pessimism is contagious, but then so is enthusiasm. In fact, reasonable optimism can be an amazing force multiplier.

Eighth, play to win. I have said this many times in the past. Playing to win is not the same as cutting corners. When you play to win, you stretch yourself to your maximum and use all your potential. It also helps you to concentrate your energy on what you can influence instead of getting bogged down with the worry of what you cannot change. Do your best and leave the rest.

Ninth, respect yourself. The world will reward you on your successes. Success requires no explanation and failure permits none. But you need to respect yourself enough so that your self-confidence remains intact whether you succeed or fail. If you succeed 90 percent of the time, you are doing fine. If you are succeeding all the time, you should ask yourself if you are taking enough risks. If you do not take enough risks, you may also be losing out on many opportunities. Think through but take the plunge. If some things do go wrong, learn from them. I came across this interesting story some time ago: One day a farmer’s donkey fell down into a well. The animal cried piteously for hours as the farmer tried to figure out what to do. Finally he decided the animal was old and the well needed to be covered up anyway, it just wasn’t worth it to retrieve the donkey. He invited all his neighbors to come over and help him. They all grabbed a shovel and begin to shovel dirt into the well. At first, the donkey realized what was happening and cried horribly. Then, to everyone’s amazement he quieted down. A few shovel loads later, the farmer finally looked down the well and was astonished at what he saw. With every shovel of dirt that fell on his back, the donkey was doing some thing amazing. He would shake it off and take a step up. As the farmer’s neighbors continued to shovel dirt on top of the animal, he would shake it off and take a step up. Pretty soon, everyone was amazed as the donkey stepped up over the edge of the well and totted off! Life is going to shovel dirt on you, all kinds of dirt. The trick is to not to get bogged down by it. We can get out of the deepest wells by not stopping. And by never giving up! Shake it off and take a step up.

Tenth, 1n spite of all the change around you, decide upon what you will never change – your core values. Take you time to decide what they are but once you do, do not compromise on them for any reason. Integrity is one such value.

Finally, we must remember that succeeding in a changing world is beyond just surviving. It is our responsibility to create and contribute something to the world that has given us so much.

We must remember that many have contributed to our success, including our parents and others from our society. All of us have a responsibility to utilize our potential for making our nation a better place for others, who may not be as well endowed as us, or as fortunate in having the opportunities that we have got.

Let us do our bit, because doing one good deed can have multiple benefits not only for us but also for many others. Let me end my talk with a small story I came across some time back, which illustrates this very well.

This is a story of a poor Scottish farmer whose name was Fleming. One day, while trying to make a living for his family, he heard a cry for help coming from a nearby bog. He dropped his tools and ran to the bog. There, mired to his waist in black muck, was a terrified boy, screaming and struggling to free himself. Farmer Fleming saved the boy from what could have been a slow and terrifying death. The next day, a fancy carriage pulled up to the scotsman’s sparse surroundings. An elegantly dressed nobleman stepped out and introduced himself as the father of the boy farmer Fleming had saved. “I want to repay you, “said the nobleman. “Yes,” the farmer replied proudly. “I’ll make you a deal. Let me take your son and give him a good education. If he’s anything like his father, he’ll grow to be a man you can be proud of.” And that he did. In time, Farmer Fleming’s son graduated from St. Mary’s Hospital Medical School in London, and went on to become known throughout the world as the noted Sir Alexander Fleming, the discoverer of Penicillin. Years afterward, the nobleman’s son was stricken with pneumonia. What saved him? Penicillin. This is not the end.

The nobleman’s son also made a great contribution to society. For the nobleman was none other than Lord Randolph Churchill and his son’s name was Winston Churchill.

Let us use all our talent, competence and energy for creating peace and happiness for the world.”


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– Ajay Singh Niranjan

SWOT MATRIX of INDIA: Analysis of Indian Social- Economic- Political- Technological conditions.

January 31, 2007

Dear Friends,  

There are few questions about our complex & unique system of India. How we can change our system thinking? How we can make a synergetic triangle: Industry-GOI- Institution for co creation of knowledgeable resources for evolution of innovations. 

Root Causes – Why Plans are not execute at the bottom? Constrains – Where are missing link?

Strategy & tactics – What is the action plans? Methods-how these actions plans execute for achieving the end Goal.

Kindly download one page colored framework of SWOT MATRIX of INDIA. URL: syenrgetic-trinangle-industry-government-instituion.docsyenrgetic-trinangle-industry-government-instituion.doc  


                  Industry-GOVERNMENT -institution


  • Highly educated , skilled ,young, capable & dynamic  human resources
  • English speaking & analytical students
  • World class business-social-spiritual –political leader, Professor, scientist, Manager-Doctor-Engineer-Civil servants etc
  • Very rich in  Natural & Living resources
  • Biodiversity & Traditional knowledge base
  • Diversity vs. Ideas-Innovation-Integration
  • Powerful spiritual strength (yoga-Ayurvada-Healing-therapy services)
  • Geographical location (whole markets are shifting toward Asian nations)
  • India Strategic position at various platforms
  • Big democracy, Big market & free media
  • Range of emerging professional champions
  • IT & Software superpower


  • Lack of trained & skill work force  
  • Small supply of specialize professional
  • Lack of spirits of entrepreneurship, patriotisms and leadership skill
  • Lack of effective & execution framework
  • Lack of Indian management models
  • Lack of transparency-Trust-Responsibility
  • Lack of learning habits & Team work spirit
  • Fear of sharing knowledge & taking risk
  • Thinking win-lose   lose-win   look-outside
  • Slow absorption of Innovation & change
  • Lack of Indian management models
  • Absence of greater technology impetus
  • Unawareness: Quality-Standardization
  • Lack of Emotional-Spiritual development
  • Rush of getting high marks not Development
  • Blindly respect anything taught by elders

THREATS (Internal & external): 

  • A feeling of unstable government
  • Self centered political leadership
  • Slow & Dysfunctional judiciary and corrupt law enforcers
  • Regulation, protection and restriction
  • Mechanistic -stable-Layered-complex system
  • Corruption, Ignorance & Complacency
  • High competitive & marketing forces
  • To patent Indian intellectual property by outsider (unawareness about own research)
  • Fast change Internet-information technology& new Inventions-Technology-Innovations
  • Diversity vs. Imbalance- clashes
  • Regional-Religion-caste-culture conflicts
  • Migration of all branch to software job
  • Job seeking mind sets, not job creator
  • Unnecessary social pressure on students
  • Excessive rich & powerful mindsets


  • Big potential market in education Sector & emerging new market Segment in services (create it)   
  • General Agreement of trade on Services
  • Research & Development capability
  • Generate intellectual property
  • Resource Building capacity
  • Competition- cost – Quality service

  • Collaboration : win-win thinking
  • Hybrid solution–balancing & blending
  • Tourism, health sector, food processing
  • Rural economy development & social transformation ( PURA model )
  • Need  modernization of infrastructure , Library and laboratory
  • Internet institute network & e-Library
  • Councilors and student advisors

India has lots of weakness but this is a space of thinking (new Ideas or new perceptions), understand it as a space of opportunities and transform into strength.  

Note: Please send your suggestions, experiences & questions for improvement of this SWOT MATRIX of India. 

Ajay Singh Niranjan (

The Ten Challenges for Change

January 30, 2007

An exerpt from for process of change. Undersatnding of these 10 challenges are very significant and meaningful for moving the change at right path.

Kindly link at : The Ten Challenges

These challenges are often sufficient to prevent growth from occurring, almost before it starts. They are consistently encountered at the early stages of significant organizational change. The capabilities to deal with them must be developed under high pressure; but in managing these challenges effectively, organizations develop capabilities much sooner than otherwise for dealing with challenges down the road. 

1.Not Enough Time:”We don’t have time for this stuff!”

2.No Help: “We’re like the blind leading the blind!”

3.Not Relevant: “Why are we doing this stuff?”

4.“Walking the Talk” – Leadership values

5.Fear and Anxiety: “This suff is —-”

6.Assessment and Measurement: “This stuff isn’t working”

7.Believers and Nonbelievers:

8.Governance: “They won’t give up the power.”

9.Diffusion: “We keep reinventig the wheel!”

10.Strategy and Purpose

Learning for a Change

January 30, 2007

What is the meaning of learning ? 

How learning is must for Innovation ?

Are we are active learner ?

How we can learn the menaing of change and execute change in the system ?

What is the corelation between learning & system thiking ?

what is the real challenges of change ? There are lots of questions which we are facing all the time about learning.

Lets read this nice article : Learning for a change at


January 26, 2007

The 7 Levels of Change


Einstein pointed out that “The significant problems we face today cannot be solved at the same level we were at when we created them.”

To get different results — change –– we must do things differently.

The framework of this model is divided into seven distinct levels — from easy to impossible – across a spectrum of continual change (continuous innovation) over increasing levels of difficulty.

LEVEL 1: Effectiveness DOING the right things


Efficiency DOING things right


Improving DOING things better


Cutting Stopping DOING things


Copying DOING things other people are doing


Different DOING things no one else is doing
LEVEL 7: Impossible

DOING things that can’t be done

Each level is progressively more complex, more difficult to undertake that the preceding level. Consider the 7 Levels of Change in the context of moving into a new job or a new business activity to which you have not before been exposed.

LEVEL 1:  EFFECTIVENESSDOING THE RIGHT THINGS. The easiest change to make is to learn the basics – what are the right things to do and how to immediately change enough to become effective in a new job. The Pareto Principle states that 20% of the things being done actually yield 80% of the total payoff. To maximize effectiveness, energy must be shifted to and focused on doing that 20% (the right things).

LEVEL 2:  EFFICIENCYDOING THINGS RIGHT. Level 2 changes requires a thorough understanding of all the aspects of the new job or business activity in order to identify and then focus on doing very well those things which have the most important impact and make the largest contribution. Level 2 changes are based largely on personally adjusting to new standards and procedures, and involve coaching or explanations by others familiar with the job or business activity.

LEVEL 3:  IMPROVINGDOING THINGS BETTER. Change at this level involves thinking about ways to improve or fine-tune — ways to speed things up, shorten delivery time, increase functionality, reduce downtime. Level 3 change makes something more effective, more efficient, more productive, and more value-adding – frequently with customer input.

LEVEL 4:  CUTTINGDOING AWAY WITH THINGS. This level of change involves analysis of core functions and applies the Pareto Principle to focus on stopping doing things – cutting out the 80% of things that only yield 20% of the value. In the simplest case, change at Level 4 focuses on eliminating waste. If this can be done systemically while keeping all organizational interrelationships and subsystems in perspective, major company-wide results can be achieved.

LEVEL 5:  COPYINGDOING THINGS OTHER PEOPLE ARE DOING. Level 5 marks the transition from incremental to fundamental change. Copying, learning from, and “reverse engineering” can dramatically boost innovation at significantly lower costs than starting from scratch. Benchmarking how other organizations are doing things and then enhancing upon their processes is the hallmark of the successful innovator.

LEVEL 6:  DIFFERENTDOING THINGS NO ONE ELSE IS DOING. Change at Level 6 is about either doing something very different or doing something very differently – and transitions into degrees of novelty which not only move an organization “out-of-the-box”, they move the organization into areas where nobody else is doing it. Level 6 is a shift into 3-Sigma thinking. Such trailblazing and greater degrees of risk-taking can bring about genuinely new things, often by synthesizing seemingly unconnected concepts and technologies – or by totally shifting perspective around the possible uses of a product.

LEVEL 7:  IMPOSSIBLEDOING THINGS THAT CAN’T BE DONE. “What is today impossible, but if it were possible it would fundamentally change the way you do business?” Joel Barker’s famous question reframes thinking extremely well for Level 7. Market constraints, resource limitations, or company culture are too often seen as insurmountable barriers. As a result, discoveries at Level 7 frequently build on major mindshifts connected with exploratory thrusts into the unknown – bold, significant and long-term visions and change so different that it cannot be compared to anything else known at the time.

Any change requires time, resources and personal energy. The higher the level of change, the more time, resources and personal energy the change will require in implementation. Further, it is not a straight-line relationship across the 7 levels; it is geometric and explodes in terms of difficulty as the change level increases.

Learning from The Toyota way: 14 Great Management Principles from the World’s Greatest Manufacturer

January 25, 2007

Dear Friends, 

These are 14 principles which are outcome of great research work by Prof Jeffrey K. Liker’s at Toyota production system. Simply, these principles are the philosophy of Japanese Culture which interconnects to whole system very effective manner for sustainable Performance. I think that when Principles become practice in the organization culture then automatically every Strategy can execute at the Bottom. 

1.  Base your management decisions on a long-term philosophy, even at the expensive of short-term financial goals.

2. Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen).

3.  Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.

4. Develop exceptional people and teams who follow your company’s philosophy.

5. Build a culture of stopping to fix problems, to get quality right the first time.

6. Standardized tasks are the foundation for continuous improvement and employee empowerment.

7. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.

8. Create continuous process flow to bring problems to the surface.

9. Use “pull” systems to avoid overproduction.

10.  Level out the workload (heijunka). (Work like the tortoise, not the hare.)

11. Use visual control so no problems are hidden.

12. Use only reliable, thoroughly tested technology that serves your people and processes.

13.  Respect your extended network of partners and suppliers by challenging them and helping them improve.

14.  Go and see for yourself to thoroughly understand the situation (genchi genbutsu).  

“To produce the right product at the right time in the right quantity for the customer and to produce exactly what you need and nothing more…” Taiichi Ono, creator of the Toyota Production System/lean manufacturing