HSoftware (Human Software): More on Change in Paradigms

(Refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

(It will be prudent to read my previous write-ups on the subject of "Shyam Bhatawdekar's effectiveness model: HSoftware)" so that this post here benefits you more).

I chose to write a few more things related to paradigms over and above what I wrote about paradigms earlier. Particularly I will write about change in paradigms.

Change in paradigms is an important step in becoming more effective and it is critical too. Also these are one's day-to-day mindsets or in loose language, day-to-day "beliefs" (not to be confused with "values" about which I wrote earlier). These mindsets get formed over a period of time on thousands of day-to-day things. These paradigms allow you to choose the directions for actions. So getting them correct is important or you will be going in many wrong directions and despite being sincere, honest and efficient in your efforts, you will not reach your destinations (goals/targets). Basically, due to wrong paradigms, you are not effective in finding the right directions.

I give below some pairs of paradigms. In each pair, the two given paradigms are opposite of each other or are at an angle to the other. One of the paradigms in the pair will appear to be more correct or more effective within the frame work of current scenarios. Read on and judge which paradigm in each pair is more correct. Also check for yourself whether taking actions in accordance with one paradigm of the pair will enhance the effectiveness as compared to the actions taken in accordance with the second paradigm of that pair of paradigms. (The pairs of paradigms given below are not in any order).

• Dictatorship and democracy
• Formal education not necessary for success and formal higher level professional education necessary for success
• Better quality means higher cost and better quality means lower cost
• Learn just about mother tongue and why not learn more languages
• Will work in the city where I am born and open to work any where in the world
• I am very selective in what I eat and why not try variety of food
• Social drinking is OK and social drinking is the first step towards becoming habitual drinker and so, avoid drinking
• There is no need to give education to females and females should be given/take as much education as possible for better family and better society
• Physical intimacy and sex are just about one part of marriage and they are vitally important for blissful married life.
• Too many hierarchies and flatter organization
• Organizational/others' help is a must to shape up my career and I am the architect of my career
• Hiding errors and uncovering errors
• Low trust and high trust
• It's OK if there are a few defects and I should deliver zero defect work
• Bigger family with more children and smaller family with less children
• Taking dowry in marriage is OK and taking dowry in marriage is absolutely wrong
• I am in power and if I take bribe, its OK and I do take salary for the work I do, then why should I take bribe?
• Companies belong to major shareholders (the promoters mostly) and companies are inanimate entities and they stand as independent entities (the promoters or major share holders are not the owners at all or by way of their major share holdings, they need not have to become the top officials of the company necessarily or automatically)

You may like to read "Paradigm and Paradigm Shift" at http://paradigm-mindset.blogspot.com/

You may also like to read "Management Anecdotes" authored by Shyam Bhatawdekar at: http://management-anecdotes.blogspot.com/

Get your eBook and/or printed book titled "HSoftware (The Only Key to Higher Effectiveness)" online from Amazon.

HSoftware (Human Software): Change for Better

(Refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

(It will be prudent to read my previous write-ups on the subject of "Shyam Bhatawdekar's effectiveness model: HSoftware)" so that this post here benefits you more).

As we saw, most people acquire their HSoftware without exercising much scrutiny and control over it. They do not check the authenticity of the source and the quality of the acquired HSoftware, the result being their accumulating a good degree of obsolete, wrong and less effective HSoftware. Furthermore,
they start using this acquired HSoftware for their day-to-day observations, analysis and actions. HSoftware being inferior, it results in less effectiveness of thinking and actions and results are less than they could have been possible if a superior HSoftware was used.

By this process of repeated utilization this inferior HSoftware, their HSoftware makes a more or less permanent seat in the minds of the people and it becomes their "mindset".

Changing this less effective mindset is necessary if one desires to become more effective. Change is necessary. However, change for sake of mere change is no good. At times, just in the heat of changing, one may get into a situation of acquiring and replacing the existing HSoftware with another still inferior HSoftware. That kind of change is retrograde. Do change but change for better. Replace the existing less effective HSoftware with a more effective, better HSoftware by scrutiny of source and quality of new HSoftware. One must change if necessary or if opportunity of growth needs it.

However, it is a well known fact that any kind of change is difficult for people. There has always been resistance to change. It is mainly because one always tries to find faults with the change, sees and highlights the disadvantages of change. You will be able to embrace change easily or with less difficulty or with less resistance if instead of asking how change is disadvantageous to me and how not changing is advantageous to me, ask how change is advantageous to me and how not changing is disadvantageous to me? That's one of the important tricks to manage the change for better.

Get your eBook and/or printed book titled "HSoftware (The Only Key to Higher Effectiveness)" online from Amazon.

HSoftware (Human Software): Acquisition of the HSoftware

(Refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

(It will be prudent to read my previous write-ups on the subject of "Shyam Bhatawdekar's effectiveness model: HSoftware)" so that this post here benefits you more).

We have established in the earlier posts that it is the "human software (the HSoftware)" which is responsible for human effectiveness and therefore, for success in personal, professional, family and social life).

If you wish to be successful in all the aspects of your life i.e. personal, professional, family and social aspects, you will have to have the appropriate HSoftware for each of these aspects and every piece of software required may not be the same. You have to acquire all those different pieces of HSoftware and if necessary integrate them or learn to allow them to interface with each other.

You will have to acquire and improve upon corresponding sets of values, knowledge and information, paradigms and will to perform (for competency and skill building).

Some people have lopsided effectiveness and therefore, lopsided success. I have seen that some excellent CEOs of corporate companies or Heads of States are professionally very effective and successful but they are utter failures as husbands; they have broken homes, they could not get on with their spouses and divorced or they indulge in extra-marital affairs. While their HSoftware was up to mark for their professional life, they had not acquired an appropriate HSoftware for living a happily married family.

HSoftware is not a birth right. It does not come with the physical body of the human being (the HHardware) from birth. It is not automatic. You have to acquire it the hard way. HSoftware is not a genetic determination but it has to be acquired and perfected over time and maintained at that perfect level. It requires human diligence.

People start acquiring their HSoftware as soon as they are born. At times, they consciously select the HSoftware they wish to acquire and at other times, it happens to them without their knowledge; the external environmental factors take over and the HSoftware seeps into their psyche. For example, in the early stages of the development of human mind, the children easily accept what they are told by their parents or teachers and that shapes up that part of their HSoftware. In this process, every piece of HSoftware one acquires has in it varying degrees of capabilities or effectiveness. Many times these pieces of HSoftware get frozen for ever in the minds of people and they are in a position to act or function accordingly. So, then, the effectiveness of their actions remains at that point throughout their life if they do not acquire higher versions of those pieces of HSoftware. It is essential that for better effectiveness, one will have to acquire higher versions of the four factors of HSoftware on a continuous basis and also the newly emerging HSoftware. As they say, one will have to continually change for the better. This again requires a desire or internal motivation or will power (one of the four HSoftwares) and then alone can you go through the desire-values-knowledge-paradigms-practice (do) model(http://shyam-bhatawdekar.blogspot.com/) and take steps to change for better.

Higher effectiveness is an outcome of continuously changing your values, knowledge, paradigms and internal motivation in the positive directions because in changing all of them for the better, you are acquiring the higher versions and more capable versions of all the four factors of your HSoftware. then, you act accordingly with higher effectiveness. This higher effectiveness applied in various walks of life brings to you higher and higher degrees of success, prosperity, peace, autonomy, genuineness, liberation and happiness.

In your youth, many a time, you learn from what is taught to you. Yet, as you start growing in age and growing in your HSoftware, you start picking up the additional HSoftware on your own also, consciously and also un-consciously. You pick it up from a large numbers of sources: your parents, spouse, your children and others' children, friends, neighbors, strangers, colleagues, bosses, books, other literature, Internet sites, films, movies and so on. It is a complex process. But most people are not even aware of this complex process and therefore, they do not control or monitor this process, the result being the acquisition of HSoftware by and large happens to them and that is one important reason for uploading inferior, low quality and un-examined HSoftware. With this kind of software seated in the minds of the people, they become less effective than what they could be had they analysed and tried to acquire higher quality HSoftware. In acquiring the HSoftware, there is a continuous change process but the final phrase is "Change for better".

Get your eBook and/or printed book titled "HSoftware (The Only Key to Higher Effectiveness)" online from Amazon.

HSoftware (Human Software): Will to Act (responsible for development of competencies and skills)

(Refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

(It will be prudent to read my previous write-ups on the subject of "Shyam Bhatawdekar's effectiveness model: HSoftware)" so that this post here benefits you more).

In earlier posts, if you remember, we mentioned that effectiveness is dependent of following four factors:

1. Values
2. Knowledge and information
3. Paradigms
4. Will to act (responsible for development of competencies and skills)

In earlier posts, we described the first three factors of HSoftware model.

In this post we will describe the fourth factor i.e. Will or enthusiasm or internal motivation to perform, act or do.

Internal motivation (or even the internal motivation generated by external motivation) to act is yet another element of "human software" responsible for your effectiveness or ineffectiveness. It is your action orientation. Though actions can be seen being executed but the will to do them, the enthusiasm with which you perform, the internal motivation that propels you to be a doer, are all within your mind. That is why it is your yet another important software (the HSoftware).

One may have all the other three softwares (values, knowledge and paradigms) and that too the effective ones or the correct ones within him, however, despite knowing everything, if he does not use them, does not act upon them or implement them, he will not achieve much. So, he becomes utterly ineffective and has no positive results for himself. The following equations seem to be true:

Great value, knowledge and paradigm + Zero implementation = No effectiveness, No results, No success

Some value, knowledge and paradigm + Some implementation = Some effectiveness, Some results, Some success

Great value, knowledge and paradigm + Great implementation = Great effectiveness, Great results, Great success

You can see here that the implementation or execution is the key factor for being effective and successful. And one can become a great doer only if he has higher inner motivation, the enthusiasm to perform.

Various people are doers of some categories depending upon the extent and quality of their motivation. I am giving below the hierarchy of doers (the percent figures by the side indicate as to how much effective they could be if they were in that particular category of doers):

I did 100%

I will 90%
I can 80%
I think I can 70%
I might 60%
I think I might 50%

What is it 40%
I don’t know how 30%
I can’t 20%
I won’t 0% or 10%

The "I did" type is a self-starter person with highest inner motivation.

Depending on internal motivation to act, people actually start performing because that performance gives some of them meaning in life, to others it is commitment or duty and therefore, they should perform. Some others preform just to get some rewards or praise from others and some are fearful of the consequences if they don't work. There are a few who also come in the category who rebel, are angry or frustrated and they quit.

Therefore, in order to be effective and successful in all the spheres of life (personal, professional, family and society), one must improve upon one's enthusiasm levels and start working.

For improving effectiveness in performance, you need to develop the competencies and skills to a higher levels through a "desire-knowledge-practice-habit" model described at http://shyam-bhatawdekar.blogspot.com/. Just to refresh, in order to achieve a competency or skill, one has to have the desire to do so. Once the desire or will power is kindled, one needs to acquire the values, knowledge and paradigms relevant to that competency or skill and then keep on practicing or implementing. So, in order to gain the new values, knowledge, paradigms and skills/competencies, the desire to do or execute is a must.

The proficiency in competencies and skills could vary from a very low to very high level. Once you have the right values, right knowledge and right paradigms and you have an internal motivation or enthusiasm to act or do, you pick a set of competencies or skills as required to be successful in personal, professional, family and/or social life and start doing them again and again. You practice and practice and practice and you do it repeatedly because you have that internal motivation to perform. You want to excel in your craft because only that is finally useful. But to excel, you have to be damn good at that craft. A surgeon is surely nervous operating his/her first patient (good thing that the patient does not know this fact). A dancer has to rehearse and rehearse in order to give that perfect shot for the movie. An engineer has to get that washer done 100% correct as it is going to fit in that critical place in that manned space shuttle. A cobbler on the street has to stitch the shoes with precision if he wants to attract more customers so as to earn better daily wages for himself. All this requires great expertise or proficiency in skills and competencies and that comes only through repeated performances which in turn requires will or enthusiasm to act or do.

Get you eBook and/or printed book titled "HSoftware (The Only Key to Higher Effectiveness)" online from Amazon.

HSoftware (Human Software): Paradigms

(Refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

(For more benefits to you, it will be a good idea also to read all of my previous write-ups on the topic).

(You may also like to read "Paradigm and Paradigm Shift" at: http://paradigm-mindset.blogspot.com/).

In my earlier write-ups, I wrote that from my observations of large number of people during my long years of business executive and management consultant life in the corporate sector, I have arrived on an understanding that the "human software (HSoftware)" or "programming of mind" consists of following four elements or factors:

1. Human beliefs or human value structure
2. Knowledge and information base (both rational and emotional)
3. Paradigms (mindsets or thinking patterns)
4. Will or enthusiasm (motivation) to act or execute (responsible for skill or competency development)

Of these, I have already described the first two factors. In this write-up I will describe the third factor i.e. "paradigms".

Paradigms to my mind are not so obvious to people as values or knowledge. Therefore, it needs more explanation.

Paradigms can also be called as mindsets or thinking patterns. Paradigms give the world view to an individual- the way he perceives the world. Knowledge and value also shape up one's world view but despite knowledge and values, large number of people are more led by their paradigms than any thing else.

Paradigms do not get formed only by the correct and comprehensive knowledge or values. Large number of times they get formed by incomplete, inaccurate, biased and traditional knowledge and values. Therefore, paradigms are different from knowledge and values.

There are thousands of paradigms on hundreds of things at any given time in a human being's mind. They dictate one's minute to minute thinking and actions. The results are outcomes of such thinking and action.

If the paradigms resident in one's mind are up to date and correct, his thinking, his direction of actions and the actions will be correct and effective. He is likely to achieve better results in a better manner. Conversely, the people with out-of-date paradigms and in-correct paradigms will find a less correct direction for actions, less effective actions and therefore, the results will not be up to mark. A person who has a paradigm of meritocracy will always try to find job on his own merit and the person who has a paradigm that a candidate for a job is not selected on merits but is selected based on some influential personality's recommendation, will try to find out as to who can recommend him. His efforts could have been perhaps better utilized in improving his knowledge and skills so that he does not have to depend on some one's recommendations any longer.

On the same issue different persons can have different paradigms. when asked to define an ideal family, I get more than 14 to 15 different responses from people. And each one thinks that his response to defining the ideal family is the most correct and each one is willing to argue and fight out to prove how is he correct. Interesting!! Proves the point. They do not understand the fact that every person is unique and every person has his own paradigm of seeing what makes an ideal family- every person has his own "human software", the "programming of mind". What is wrong or right here, we are not making any judgment or evaluation right now. But surely, smaller families make more sense these days than the lager families with more number of kids because of the financial and social circumstances. This social paradigm on family size has already, surely and gradually shifted. No one knew as to when did it happen. But it did happen. That's why no body spoke of having 6 or 7 or 8 or 10 children which was the norm (paradigm) in the days gone by.

So, one should always be on look out for the most appropriate or correct paradigms. As the times change, as the technologies, markets and business processes change, as the social reforms take place, the paradigms in technological, business, family, social and political arena also keep on shifting ahead. Being rigid on a paradigm does not help. You must be be flexible. If the paradigms shift in a particular problem area and you are stuck with the older paradigm on it, you will try to solve the problem with a less effective or completely ineffective paradigm. The older paradigm that you are still holding in your mind might have already become obsolete for the new situation.

There is a serious resistance to change due to the paradigms ingrained in the minds. Rationally you may accept a new paradigm but emotionally you like to go back to your old one since that gives you more comfort. You have been in the old paradigm for a long time and probably, you have been successful so far because of that. Then, you don't like to accept the new paradigm in that area. Way back, I have been working on implementing computerization in a large private limited company in the corporate sector. The chief accountant was accustomed to preparing payroll for the employees of the company manually. Under pressure from all the quarters, the chief accountant had to accept the implementation of the new computerized payroll. Yet, he did not like it. He would come back to me and my team with several problems in the computerized system every day and went on doing it and creating problems for us even after the system was running pretty smoothly for several months. One day I told him that we were withdrawing and stopping the system now on and he could go back to his manual system which he point blank refused. He had got used to the computerized system so much and could experience its enormous advantages over the manual system, it was hard for him to accept going back to his old paradigm of doing work manually. People do change but after lots of unnecessary resistance. Those who embrace the new paradigms early on reap their advantages early on and others who resist lose on them. The ones who are initiators of new paradigms are called "paradigm pioneers". They have to have great courage and trust in their newly invented or found paradigm since the new paradigm has not been tested as yet and they don't know as to how effective it may prove to be in the future.

Switzerland is the well known example of how it lost out the world watch market in early 1980s where it had 80% to 85% share of business and plummeted down to less than 10%. It had all to do with technological paradigm shift from mechanical watches to electronic quartz watches. The investors and industrialists and CEOs of the Swiss watch companies showed the designers of quartz technology the door when they presented them the new paradigm of quartz technology. Then, they displayed their new invention in the world watch congress in USA. Texas Instruments of USA and Seiko of Japan took one look at the new technology and rest is history. Do you know who invented this technology? Many of you may be knowing that quartz technology was invented in the laboratories of Switzerland. Why do you think the wise bosses of watch making companies of Switzerland rejected such a wonderful technology and hung on to the mechanical watches? It is all to do with resistance to change because the old paradigm had given them so much success in the past. Why should they change to a new paradigm? They were after all the world leaders in watch making. But when paradigms shift, every one goes back to zero, the old paradigms no longer work. The past successes can not be extrapolated in the future continuing with the old paradigm. You can no longer sit on the past glory.

People give high weightages to their paradigms. And they think that what they believe in or where they put more weightage, is the most accurate thing. However, they do not understand that their that belief is based on very limited observations or incomplete knowledge or one sided view. Many of the paradigms also get formed in the minds of the people this way. And they think, that is the gospel truth. Problem starts now because that has become their mindset- the thinking pattern and their actions are getting guided by that paradigm. It may lead to disasters.

Americans lost out to Japanese in car making because Americans were following old paradigms of manufacturing and Japanese invented and used new and more effective paradigms on manufacturing and quality. They gave us the famous zeros: zero defects (TQM), zero inventory (JIT), zero breakdowns (TPM).

There are right and wrong paradigms in abundance. But there is no directory or repository of correct and emerging paradigms. One has to be alert about them; look out for them and first of all, every one should know that there is something called "paradigm" which is very powerful and can make him either more effective or less effective.

Get you eBook and/or printed book titled "HSoftware (The Only Key to Higher Effectiveness)" online from Amazon.

HSoftware (Human Software): Knowledge Base

(Refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

(You will benefit more if you also read my previous write-ups on this model "Shyam Bhatawdekar's Effectiveness Model- HSoftware").

In my previous post I dealt with value structure, the first of the four factors responsible for one's effectiveness. Now, in this post I will take you through the second factor of "HSoftware" called "knowledge base".

Knowledge base or information base of an individual is the next important factor to become more effective. Though they say that ignorance is bliss, the ignorance, at times, may kill people. Suppose I did not know any thing about my heart condition, I may indulge myself in eating and doing things which will be fatal but the moment I have an electro cardiogram and learn that I have a heart condition, I will start taking adequate precautions and medication. I have now improved my chances of leading a longer and healthier life. I have become more effective.

In a few of the countries in the world, many of the men in anticipation of becoming father start taking up lessons on pregnancy, child birth and child care. It definitely makes them better and more effective husbands and fathers. Their perception towards their wives and children is now far more correct.

If one has better knowledge about his profession and its competency requirements, he is better equipped to take further steps to do better in his profession.

Keeping an open mind is the best way to learn and thus gain more knowledge. One can learn from every where- from others, from wife and children, from mother and father, from brothers and sisters, from bosses, colleagues and subordinates, from what is happening around and from authentic literature.

Knowledge is of two types: the rational knowledge and the emotional knowledge (the emotional intelligence).

You come back home from office and you ask your wife as an every day ritual- darling how are you? Every day she says, "I am good" (and she means it). Today also she says, "I am good" (but she does not mean it, the tone is not the same, there is some frustration in the voice. If you look at her face (which you normally don't do after several years of marriage), there is some sadness on her face. All this, because early in the day, you rang her and cancelled the planned weekend outing since you had to attend an important meeting in the office on the weekend). An emotionally un-intelligent husband can not understand the slight difference in the two "I am good" expressions. And there he loses out some marks in the eyes of the wife. Yet, an emotionally intelligent husband anticipates wife's disappointment and is prepared to woo her back. He gets extra marks from his wife and possibly, extra rewards. Who is more effective?

Knowledge allows you to take the right directions to achieve your objectives and the correction or rework is less. You don't waste your efforts, time and other resources. Rational and emotional knowledge make your "human software" more capable and bug-less or bug free.

Continuous updating of knowledge is the key to improved "human software (HSoftware)" and therefore, to the effectiveness and success in all the spheres of life: personal, professional, family and social.

Get you eBook and/or printed book titled "HSoftware (The Only Key to Higher Effectiveness)" online from Amazon.

HSoftware (Human Software): Value Structure

(Refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

(It will be good to read my previous posts on this subject for continuity, better understanding and more benefits to you).

In my last post, I had mentioned that the effectiveness of a person depends on his "human software (HSoftware)" or "programming of mind" which consists of following four elements or factors:
1. Human beliefs or human value structure
2. Knowledge and information base (both rational and emotional)
3. Paradigms (mindsets or thinking patterns)
4. Will or enthusiasm (motivation) to act or execute
In these paragraphs, now, I will describe the first factor i.e. Value structure.

Human beliefs or value structure is all about conviction for the basic or fundamental truths or values. The thinking, decisions and actions of an individual are directed by the degree of conviction for the values. The values are not too many. They are just about 10 or 12 fundamental principles of life which have stood the test over thousands of years of human existence. Some of these are: truthfulness, kindness, respect for everyone, generosity, integrity. While being truthful in every circumstance is the principle, people interpret it severally and act accordingly. As per their convenience, they tell lies or speak truth. As for being respectful is concerned, though the fundamental principle means respecting every one, many people choose to respect the ones in authority or the rich guys or the people older than them, or only men and not women or there is race bias or religion bias or language bias. It's true.

These days many people argue that the sure-shot way to succeed in life is by telling lies or cheating or exploiting others etc and they quote many examples of very well known and so called famous (or is it notorious?) people who have climbed the ladder of prosperity, name and fame. So, as per them, this principle of truthfulness, not cheating any one etc is all bogus, it just can't work in the modern-day life.

I ask these people whether would they like to teach their own children to tell lies, cheat others or kill others for achieving success in life. I ask them as to why then were they wasting their children's life by teaching them to follow a principled path. Why should not they train their children in telling lies effectively or cheating effectively from right now on. Does any one have courage to do so? Or would any one like to do it to their own children? Then the truth dawns on these people, they feel a bit jolted and in one voice, I hear a strong "no".

Both the paths, the principled path and the un-principled path may get you name, fame, money and so called success but the two paths are parallel, they don't meet any where. Also, un-principled path may, many times, lead you to degradation, shame, stress, legal courts, jail etc.

Yet, though being hazily aware of what I have described so far, over a period of time, people start pursuing the principles or the values in their own way. They fall some where in the range of absolute followers to zero followers of different values. They act accordingly and get the results of their actions in line with the actions.

Principled person does not have to waste his efforts in guarding himself off the possible wrong consequences of the actions that an un-principled person is most often likely to embrace. Therefore, principled person seems lot more effective than an un-principled person.
In my next write-up I will describe the second factor of HSoftware i.e. "knowledge and information base (both rational and emotional)".

Get you eBook and/or printed book titled "HSoftware (The Only Key to Higher Effectiveness)" online from Amazon.

HSoftware (Human Software)

(Refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

(It will be good to read my previous posts on this subject for continuity, better understanding and more benefits to you).

In the last post, I left you by presenting a poser to you. Why is it that some times people are able to arrive at one single solution or more or less similar solutions to a problem and yet other times, they have a considerable or huge conflict with each other in arriving at a common solution or similar solutions? They display their "uniqueness" quite starkly. And we have to believe, then, that every human being is unique. I asked a question to you, "why this uniqueness, what factors are responsible for it?" I had given two situations to you, one of air crash and the other of arithmetic.

Think about it. Why is there a significant conflict in the solutions of air crash situation but unanimity in the problem of adding two numbers? It is because of the "human software", the "programming of mind". In case of air crash, every one's "human software" is not the same. In case of addition problem, every one has exactly same and precise and correct "human software".

Human uniqueness comes from each one's "human software". And this "human software" is responsible also for the most correct or less correct or least correct solutions to the problems in personal, professional, family and social life of individuals.

Uniqueness of human beings is a reality but that does not mean that every one is correct or say, uniquely equally effective. Some people may have wrong answers and they are least effective, those with relatively more correct answers are little more effective and those who are closest to the answers or who can find the right answers are most effective. Philosophically speaking, life is all about finding the truth or getting closer to it. The man-kind is busy doing it all the time from time immemorial.

The people who have learnt elementary math- arithmetic have a particular type of "human software", those who know it but goof up in adding due to certain reasons have a different "human software" and the people who did not learn arithmetic and so, can not or are not inclined to add numbers, have yet another type of "human software". In this example, the first types are most effective, the second set of people, less effective and the third types, the least effective. You can clearly see that this effectiveness is in direct proportion to the "human software" related to this arithmetic problem.

An analysis of what happens in choosing the leader in the air crash scenario described earlier here, brings forth more dimensions of this "human software". At times, a participant of my seminar chooses a particular candidate out of the survivors of the air crash because he gives more weightage to particular qualities, characteristics and behavior of that candidate while the other participant rejects the same candidate for perhaps the same reasons. He gives more weightage to somethings else in this candidate or in some other candidates (from air crash survivors). These weightages make each person unique. And these weightages are an outcome of each person's "human software (HSoftware)".

An analysis of these and such many responses tells us more about the "human software". It is the "programming of human mind" at a given point of time for a particular situation. Based on this "programming of mind", the same inputs are processed by different people differently because each one's mind's programming is different. Each one becomes a unique processor. If it was the same or similar "programming of mind", answers or the solutions to given situation will be same or similar. Otherwise, they will not be the same. That's what exactly happens in the discussions on air crash situation. What are, then, these factors or elements which make this "programming of mind" or the "human software"?

After distilling the data collected in hundreds of my seminars involving thousands of people from different age groups, genders, educational and experience backgrounds and also from my observations of large number of people during my 40 years of executive/management consultant life in the corporate sector, I have arrived on an understanding that this "human software (HSoftware)" or "programming of mind" consists of following four elements or factors:

1. Human beliefs or human value structure
2. Knowledge and information base (both rational and emotional)
3. Paradigms (mindsets or thinking patterns)
4. Will or enthusiasm (motivation) to act or execute

These four factors are all in the mind- that's why they are "software". They are "human software (HSoftware).

I will explain each of these four factors in my next post. Stay with me.

Get you eBook and/or printed book titled "HSoftware (The Only Key to Higher Effectiveness)" online from Amazon.

HSoftware (Human Software): Every Human Being Is Different

(Refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

(Please read my earlier write-ups for more benefits to you).

In thousands of my seminars for general public and for people of the corporate sector, I have invariably found that the seminar participants' response to any of the management exercises or case studies I give them to solve is not the same. Most times it is pretty different from each other.

Sometimes I invite them to give solution for a situation of an air crash in the jungles of Assam (India). The air crash situation reads something like this:

"An airplane with 74 passengers on board developed engine trouble while flying over the jungles of Assam (India). The pilot managed to send out an SOS message just before the plane crashed into the jungles. Time: 3.12 pm.

All members of the crew died except the pilot and there were in all seven survivors. (I tell each participant of the seminar to imagine that the participant himself was traveling in that airplane and he was one of the seven). There were two women survivors, one of them is badly injured and is losing blood fast.

The plane exploded shortly after crashing but some of the survivors had managed to retrieve some items before the explosion. They could not, however, retrieve any food or water. The pilot had taken a bearing just before the engine trouble developed. He reckons that the plane crashed about 100 kilometers (62.5 miles) from the nearest inhabited area. To reach it would mean marching through thick forest with heavy undergrowth, crossing streams and fending off wild animals that abound in these jungles.

After recovering from the shock, the survivors began discussing what to do. Should they stay put? Should they march towards the nearest civilization?

It soon became apparent that no agreement was being reached by the survivors. In fact there seemed to be a struggle for leadership, some friction was developing and the group realized this might jeopardize all of them.

(Then, I tell the participants that since you were one of the travelers and since you remained the most calm and objective, the group agreed that it would abide by your decision as to who should be the leader. It was also agreed that you could not choose yourself as leader. Then, I give to each participant of the seminar some details about his co-survivors. I ask him to read those details and then take decision as to whom he would choose as leader from among the survivors).

Having given these details, I ask each participant: whom would you choose as leader".

In my thousands of seminars with more than 100,000 people who participated in my seminars, every one of the five candidates (the five survivors of the air crash) was chosen as leader by some participant or other and every one's reasons to choose his candidate was not identical. In many cases even though two or more participants chose the same candidate as the leader, their reasons were not identical. But every one was very sure that his choice was the most correct.

When I make them to discuss and sort out their differences in their choices and come to a common name for the leader, more than 99% times, no consensus is arrived. They agree to disagree. At times, they lose their control in the discussions, become emotional, start talking lose, getting personal, start shouting, taking row with each other, abusing others and only short of fisticuffs. I give them almost 45 minutes to an hour to come to a common platform but they can not do it.

Interesting? Yes, it is. Everyone displays his uniqueness. Everyone has different look at the same topic, every one thinks and argues his stand differently and not willing to buzz. But when I give them to add 2 + 3, every one, yes, every one gives the same answer: addition of 2 + 3 is 5. There is no argument, there is no conflict.

Why in the air crash exercise everybody agreed to disagree but in arithmetic exercise every one agreed and got one same answer. Why?

You will see my explanation in my next post here.

Get you eBook and/or printed book titled "HSoftware (The Only Key to Higher Effectiveness)" online from Amazon.

HSoftware (Human Software): Management in Life, Family, Profession, Business and Society

(Refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

In this space, I am going to share with you the latest, the most comprehensive and the most authentic model for achieving effectiveness, success, prosperity, peace, autonomy, genuineness, liberation and happiness in life, family, profession, business and society.

The effectiveness model put forth here is called "The Shyam Bhatawdekar Effectiveness Model: Human Software (HSoftware)".

This model is an outcome of my study and research on people's effectiveness (and in-effectiveness) from all walks of life. In my nearly 40 years of experience as an executive in the corporate sector and as a management consultant/management educator as well as 60 years experience as a human being, I have met several thousands of people and I have trained more than 100,000 persons in my 35000 hours of speaking assignments. I observed them keenly in their day-to-day life, collected data through several management exercises, games and case study discussions, read through and saw the success and failure stories and then constructed the model of effectiveness: "The Shyam Bhatawdekar Effectiveness Model: Human Software (HSoftware)".

The model, when tested over different aspects of human activities, is able to analyse those activities and behavior patterns of people and also presents solutions to the embedded problems.

Please read through the write-ups here frequently and be benefit ted by them in a real sense to manage your life more decently.

Please feel free to write emails to me.

Enjoy.

Get you eBook and/or printed book titled "HSoftware (The Only Key to Higher Effectiveness)" online from Amazon.