Click the link and read my story
http://vikramkarve.sulekha.com/blog/post/2008/09/engine.htm
Regards
Vikram Karve
Sunday, September 28, 2008
Friday, September 19, 2008
A Love Story - Short Fiction - Hair
Click the link and read the love story
http://vikramkarve.sulekha.com/blog/post/2008/09/hair.htm
Regards
Vikram Karve
http://vikramkarve.sulekha.com/blog/post/2008/09/hair.htm
Regards
Vikram Karve
Wednesday, September 10, 2008
Decision Management
The SHOR Paradigm
[Decision-making in Uncertainty]
By
VIKRAM KARVE
“The man who insists upon seeing with perfect clearness before he decides, never decides” …Frederic Amiel
Decision-making is so pervasive that everyone, professionally or personally, is involved with making a variety of decisions.
In today’s fast-moving world, the timing of a decision is of paramount importance in many decision-making situations. In real life even the “perfect” decision may not be optimal if it is made too late.
Information is a vital resource in decision-making. One of the most important characteristics of successful managers is the ability to make the correct decision when confronted with imperfect or insufficient information (i.e.) Decision-making under conditions of uncertainty.
In the context of decision-processing, two realms or domains of uncertainty are:
1. Information Input Uncertainty which creates the need for hypothesis generation and evaluation;
2. Consequence-of-Action Uncertainty which creates the need for option generation and evaluation.
THE SHOR PARADIGM
A decision taxonomy: The Stimulus – Hypothesis – Options – Response (SHOR) paradigm, formulated by Wohl, is useful in such decision situations. The SHOR paradigm represents a qualitative, descriptive, model as distinct from a quantitative, predictive model, and comprises three primary decision-making task elements:
S: Stimulus Input Data Processing
H: Hypothesis Generation, Hypothesis Evaluation, Information Processing [What is?]
O: Option Generation, Option Evaluation, Decision-Making [What if?]
R: Response Output Action
The SHOR paradigm is basically an extension of the classical Stimulus – Response (SR) Paradigm of behaviourist psychology. The SHOR paradigm provides explicitly for the necessity to deal with information input uncertainty and consequence-of-action uncertainty, and helps us understand some of the peculiar human factors that affect the quality of the decision-making and answering questions such as:
What makes some decision-makers perform better than others, especially in placing high-value assets at risk, in business?
What are the sources and dimensions of “poor” performance?
HUMAN ERRORS IN DECISION-MAKING
Based on the SHOR Model, human errors in decision-making appear to lie in four domains:
(S) Stimulus: “I didn’t know…”
(H) Hypothesis: “I didn’t understand…”
(O) Options: “I didn’t consider…”
(R) Response: “I didn’t act…”
Stimulus based errors of the type “I didn’t know…” result from lack or inadequacy of information, the true inability to obtain information.
“I didn’t understand…” is the fundamental result of information input uncertainty, while “I didn’t consider…” is the product of consequence-of-action uncertainty.
It is possible to have accessed all significant information, to have developed the correct hypothesis and to have selected the best option and yet fail to take appropriate action. The two possible reasons for the “I didn’t act…” type of response error are:
1. Paralysis: This is a complete failure to act, the pathological ‘observation of an inevitable course’ without intervention. It is caused by an over-riding emotional struggle in which some internal factor is being placed in conflict with the course of action selected by the decision-maker. The final scene in the evergreen classic film The Bridge on the River Kwai (1957) exemplifies such a situation.
2. Misjudgement: The decision-maker correctly decides what to do but errs in either or both of the two dimensions – how [the specifics of the action] or when [the timing of the action].
Prediction of the critical consequences of inaction may be of some help in dealing with paralysis whilst the ability to perform sensitivity analyses may assist in alleviating misjudgement.
Any Decision-Maker [and designers of decision aids] must address the four cardinal types of errors epitomized by the SHOR paradigm: “I didn’t know…”, “I didn’t understand…”, “I didn’t consider…” and “I didn’t act…”
DECISION-MAKING IN UNCERTAINTY
In the context of decision-making in uncertainty, the conflict theory paradigm developed by Janis and Mann may be apt. This paradigm postulates five patterns of coping behaviour which tends to occur in such situations:
1. Unconflicted Adherence in which the uncertain, or risk, information is ignored and the decision-maker complacently decides to continue whatever he has been doing.
2. Unconflicted Change to a new course of action, where the decision-maker uncritically adopts whichever new course of action is most salient, obvious or strongly recommended.
3. Defensive Avoidance in which the decision-maker evades conflict by procrastinating, shifting responsibility to someone else, or constructing wishful rationalisations and remaining selectively inattentive to corrective information.
4. Hypervigilance wherein the decision-maker searches frantically for a way out of the dilemma and impulsively seizes upon a hastily contrived solution that seems to promise immediate relief, overlooking the full range of consequences of his choice because of emotional excitement, repetitive thinking and cognitive constriction. In its most extreme form hypervigilance is referred to as “panic”.
5. Concerned Vigilance in which the decision-maker optimally processes pertinent information, generates and evaluates hypotheses and options before selecting a response as characterised by the SHOR paradigm.
In many real-life situations a decision-maker cannot always keep waiting until the entire information-input and consequence-of-action conditions are known a priori with certainty. In most cases there is no such thing as “perfect” certainty.
If a single most important characteristic is crucial to a decision-maker in any field, it is the ability to make optimal decisions in conditions of uncertainty. Qualitative descriptive models like the SHOR paradigm may prove useful in such situations.
To quote Frederic Amiel once again: “The man who insists upon seeing with perfect clearness before he decides, never decides”.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
vikramkarve@sify.com
vikramkarve@hotmail.com
http://www.linkedin.com/in/karve
http://vikramkarve.sulekha.com
http://www.ryze.com/go/karve
[Decision-making in Uncertainty]
By
VIKRAM KARVE
“The man who insists upon seeing with perfect clearness before he decides, never decides” …Frederic Amiel
Decision-making is so pervasive that everyone, professionally or personally, is involved with making a variety of decisions.
In today’s fast-moving world, the timing of a decision is of paramount importance in many decision-making situations. In real life even the “perfect” decision may not be optimal if it is made too late.
Information is a vital resource in decision-making. One of the most important characteristics of successful managers is the ability to make the correct decision when confronted with imperfect or insufficient information (i.e.) Decision-making under conditions of uncertainty.
In the context of decision-processing, two realms or domains of uncertainty are:
1. Information Input Uncertainty which creates the need for hypothesis generation and evaluation;
2. Consequence-of-Action Uncertainty which creates the need for option generation and evaluation.
THE SHOR PARADIGM
A decision taxonomy: The Stimulus – Hypothesis – Options – Response (SHOR) paradigm, formulated by Wohl, is useful in such decision situations. The SHOR paradigm represents a qualitative, descriptive, model as distinct from a quantitative, predictive model, and comprises three primary decision-making task elements:
S: Stimulus Input Data Processing
H: Hypothesis Generation, Hypothesis Evaluation, Information Processing [What is?]
O: Option Generation, Option Evaluation, Decision-Making [What if?]
R: Response Output Action
The SHOR paradigm is basically an extension of the classical Stimulus – Response (SR) Paradigm of behaviourist psychology. The SHOR paradigm provides explicitly for the necessity to deal with information input uncertainty and consequence-of-action uncertainty, and helps us understand some of the peculiar human factors that affect the quality of the decision-making and answering questions such as:
What makes some decision-makers perform better than others, especially in placing high-value assets at risk, in business?
What are the sources and dimensions of “poor” performance?
HUMAN ERRORS IN DECISION-MAKING
Based on the SHOR Model, human errors in decision-making appear to lie in four domains:
(S) Stimulus: “I didn’t know…”
(H) Hypothesis: “I didn’t understand…”
(O) Options: “I didn’t consider…”
(R) Response: “I didn’t act…”
Stimulus based errors of the type “I didn’t know…” result from lack or inadequacy of information, the true inability to obtain information.
“I didn’t understand…” is the fundamental result of information input uncertainty, while “I didn’t consider…” is the product of consequence-of-action uncertainty.
It is possible to have accessed all significant information, to have developed the correct hypothesis and to have selected the best option and yet fail to take appropriate action. The two possible reasons for the “I didn’t act…” type of response error are:
1. Paralysis: This is a complete failure to act, the pathological ‘observation of an inevitable course’ without intervention. It is caused by an over-riding emotional struggle in which some internal factor is being placed in conflict with the course of action selected by the decision-maker. The final scene in the evergreen classic film The Bridge on the River Kwai (1957) exemplifies such a situation.
2. Misjudgement: The decision-maker correctly decides what to do but errs in either or both of the two dimensions – how [the specifics of the action] or when [the timing of the action].
Prediction of the critical consequences of inaction may be of some help in dealing with paralysis whilst the ability to perform sensitivity analyses may assist in alleviating misjudgement.
Any Decision-Maker [and designers of decision aids] must address the four cardinal types of errors epitomized by the SHOR paradigm: “I didn’t know…”, “I didn’t understand…”, “I didn’t consider…” and “I didn’t act…”
DECISION-MAKING IN UNCERTAINTY
In the context of decision-making in uncertainty, the conflict theory paradigm developed by Janis and Mann may be apt. This paradigm postulates five patterns of coping behaviour which tends to occur in such situations:
1. Unconflicted Adherence in which the uncertain, or risk, information is ignored and the decision-maker complacently decides to continue whatever he has been doing.
2. Unconflicted Change to a new course of action, where the decision-maker uncritically adopts whichever new course of action is most salient, obvious or strongly recommended.
3. Defensive Avoidance in which the decision-maker evades conflict by procrastinating, shifting responsibility to someone else, or constructing wishful rationalisations and remaining selectively inattentive to corrective information.
4. Hypervigilance wherein the decision-maker searches frantically for a way out of the dilemma and impulsively seizes upon a hastily contrived solution that seems to promise immediate relief, overlooking the full range of consequences of his choice because of emotional excitement, repetitive thinking and cognitive constriction. In its most extreme form hypervigilance is referred to as “panic”.
5. Concerned Vigilance in which the decision-maker optimally processes pertinent information, generates and evaluates hypotheses and options before selecting a response as characterised by the SHOR paradigm.
In many real-life situations a decision-maker cannot always keep waiting until the entire information-input and consequence-of-action conditions are known a priori with certainty. In most cases there is no such thing as “perfect” certainty.
If a single most important characteristic is crucial to a decision-maker in any field, it is the ability to make optimal decisions in conditions of uncertainty. Qualitative descriptive models like the SHOR paradigm may prove useful in such situations.
To quote Frederic Amiel once again: “The man who insists upon seeing with perfect clearness before he decides, never decides”.
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
vikramkarve@sify.com
vikramkarve@hotmail.com
http://www.linkedin.com/in/karve
http://vikramkarve.sulekha.com
http://www.ryze.com/go/karve
Monday, September 08, 2008
Food for the Soul Appetite for a Stroll
APPETITE FOR A STROLL
[Foodie Adventures, Simple Recipes, Authentic Value For Money Food in Mumbai and Pune and Musings on The Art of Eating]
By
VIKRAM KARVE
Please click the link and read the review of Appetite for a Stroll titled Food for Soul in the Indian Express [Pune] Sunday 7th September 2008
http://www.indianexpress.com/story/358363.html
expressonline book review
http://www.expressindia.com/latest-news/Food-for-soul/358363/
Happy Reading and Happy Eating
VIKRAM KARVE
PS: If you want to get the book just click the links below:
http://www.indiaplaza.in/finalpage.aspx?storename=books&sku=9788190690096&ct=2
http://books.sulekha.com/book/appetite-for-a-stroll/default.htm
I am sure you will enjoy reading the book.
[Foodie Adventures, Simple Recipes, Authentic Value For Money Food in Mumbai and Pune and Musings on The Art of Eating]
By
VIKRAM KARVE
Please click the link and read the review of Appetite for a Stroll titled Food for Soul in the Indian Express [Pune] Sunday 7th September 2008
http://www.indianexpress.com/story/358363.html
expressonline book review
http://www.expressindia.com/latest-news/Food-for-soul/358363/
Happy Reading and Happy Eating
VIKRAM KARVE
PS: If you want to get the book just click the links below:
http://www.indiaplaza.in/finalpage.aspx?storename=books&sku=9788190690096&ct=2
http://books.sulekha.com/book/appetite-for-a-stroll/default.htm
I am sure you will enjoy reading the book.
Food for the Soul Appetite for a Stroll
APPETITE FOR A STROLL
[Foodie Adventures, Simple Recipes, Authentic Value For Money Food in Mumbai and Pune and Musings on The Art of Eating]
By
VIKRAM KARVE
Please click the link and read the review of Appetite for a Stroll titled Food for Soul in the Indian Express [Pune] Sunday 7th September 2008
http://www.indianexpress.com/story/358363.html
expressonline book review
http://www.expressindia.com/latest-news/Food-for-soul/358363/
Happy Reading and Happy Eating
VIKRAM KARVE
PS: If you want to get the book just click the links below:
http://www.indiaplaza.in/finalpage.aspx?storename=books&sku=9788190690096&ct=2
http://books.sulekha.com/book/appetite-for-a-stroll/default.htm
[Foodie Adventures, Simple Recipes, Authentic Value For Money Food in Mumbai and Pune and Musings on The Art of Eating]
By
VIKRAM KARVE
Please click the link and read the review of Appetite for a Stroll titled Food for Soul in the Indian Express [Pune] Sunday 7th September 2008
http://www.indianexpress.com/story/358363.html
expressonline book review
http://www.expressindia.com/latest-news/Food-for-soul/358363/
Happy Reading and Happy Eating
VIKRAM KARVE
PS: If you want to get the book just click the links below:
http://www.indiaplaza.in/finalpage.aspx?storename=books&sku=9788190690096&ct=2
http://books.sulekha.com/book/appetite-for-a-stroll/default.htm
Thursday, August 28, 2008
Dissertation and Thesis
THE ART OF DISSERTATION
By
VIKRAM KARVE
I wrote a dissertation to earn my Masters Degree in Technology [M.Tech.] from IIT Delhi in 1983, and one more for my Post Graduation in Management in 1985. Since then I have supervised and guided dissertations, more than 40, maybe 50, chiefly for Masters Degrees in Engineering and Technology [ME / M. Tech.]. Some students of mine, who I am guiding at the moment, thought it apt than I pen down a few tips on the art of dissertation, so here are I am, writing a few lines, on The Art of Dissertation.
In a nutshell, the Art of Dissertation comprises the following simple steps:
1. Select a dissertation topic in a subject that you are knowledgeable about.
2. Compose a thesis statement that only asks a single question.
3. Employ a research methodology process that is compatible with your dissertation study.
4. Present your data evaluation, analysis and interpretation in an accurate, succinct, logical, well-reasoned and lucid manner and write your dissertation report in a simple, coherent manner conforming to the prescribed style.
5. Conclude your dissertation by answering the thesis statement and, if pertinent, mention corollaries and consequences and possibilities and scope for future research work on the subject.
6. Impart the finishing touches to your dissertation report – definitions, references, bibliography, abstract, summary, acknowledgement, certificate, contents and title pages.
WHAT IS A DISSERTATION?
A thesis is a hypothesis or conjecture. The word "thesis" is coined from the Greek derivative of the word meaning "position", and refers to an intellectual proposition. A thesis may be an unproved statement, a hypothetical proposition, put forward as a premise.
A dissertation is a lengthy, formal document that argues in defence of a particular thesis. The term "Dissertation" is derived from the Latin word dissertātiō, meaning "discourse" and is a document that presents the author's research and findings and, in most cases, is submitted in support of candidature for a degree or professional qualification. The research performed to support a thesis must be original and substantial. The dissertation must illustrate this aspect and highlight original contributions.
Your dissertation is your research which demonstrates your understanding of the subject in a clear manner. Therefore, it is imperative you find a topic that gives a clear picture of what you should write. Always ignore ambiguous and vague ideas. And, most importantly, choose an apt title – in fact, the title of your dissertation must fascinate you and entice your audience.
CHOOSE THE TYPE OF YOUR DISSERTATION
Dissertations are of two types - Empirical and Analytical.
Empirical dissertations make propositions resulting from experiments, involving laboratory or field research.
Analytical dissertations reflect propositions resulting from meticulous, pioneering and innovative analysis of previously published work.
WRITING YOUR DISSERTATION REPORT
A dissertation report may comprise the following main chapters:
1. Introduction- An overview of the problem; why it is important; a summary of extant work and, most important, the thesis statement.
2. Literature Review-the chapter that summarizes another work related to your topic.
3. Methodology-the part of the paper that introduces the procedures utilized for the research study and the conceptual model.
4. Data Presentation, Evaluation, Analysis and Interpretation -the chapter involves the presentation of computation values using statistical tools to support the claim.
5. Conclusion-the complete summary of the research findings.
Of course, you must include suitable pages for definitions, illustrations and graphs, footnotes and references, bibliography, abstract, summary, acknowledgement, certificates, contents and title pages.
Introduction
Dissertation writing chiefly involves the introduction, literature review, methodology and analysis chapters, and the others mentioned above. Having selected your dissertation topic, before you begin your dissertation you need to establish your thesis statement first.
A thesis statement is simply a single sentence that provides the main intention of the research. The thesis statement will epitomize the scope of your study, give you an idea of what you want to prove and will pilot your research.
A good thesis statement must satisfy the following four criteria:
1. The thesis statement must state your position.
2. The thesis statement must be able to support a discussion.
3. The thesis statement must be specific about its position.
4. The thesis statement should only have one single idea of discussion.
You must ponder over the following points while writing the introduction to your dissertation:
Is there any need to this dissertation study?
Why do it now? Why here? Why me?
Is the dissertation topic in my “comfort zone” and am I thirsty for knowledge and passionate about it?
Is there a problem? What is it? Why does it need to be solved? Should I approach it empirically or analytically?
What is my hypothesis? Is it original, novel, new, innovative?
Who will benefit from my dissertation work? In what sense will they benefit?
How will my contribution add to “commons”?
What is going to be my methodology? [modalities of data collection, evaluation, analysis, interpretation]
Are there any constraints or limitations in conduct of my proposed dissertation studies and research?
Dear Reader, I am feeling tired now, and will end this first part of my article here, but before I sign off, here is an interesting quote I read somewhere:
“The average Ph.D. thesis is nothing but the transference of bones from one graveyard to another.” – Frank J. Dobie.
[to be continued]
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://www.linkedin.com/in/karve
http://www.ryze.com/go/karve
http://vikramkarve.sulekha.com/
vikramkarve@hotmail.com
vikramkarve@sify.com
By
VIKRAM KARVE
I wrote a dissertation to earn my Masters Degree in Technology [M.Tech.] from IIT Delhi in 1983, and one more for my Post Graduation in Management in 1985. Since then I have supervised and guided dissertations, more than 40, maybe 50, chiefly for Masters Degrees in Engineering and Technology [ME / M. Tech.]. Some students of mine, who I am guiding at the moment, thought it apt than I pen down a few tips on the art of dissertation, so here are I am, writing a few lines, on The Art of Dissertation.
In a nutshell, the Art of Dissertation comprises the following simple steps:
1. Select a dissertation topic in a subject that you are knowledgeable about.
2. Compose a thesis statement that only asks a single question.
3. Employ a research methodology process that is compatible with your dissertation study.
4. Present your data evaluation, analysis and interpretation in an accurate, succinct, logical, well-reasoned and lucid manner and write your dissertation report in a simple, coherent manner conforming to the prescribed style.
5. Conclude your dissertation by answering the thesis statement and, if pertinent, mention corollaries and consequences and possibilities and scope for future research work on the subject.
6. Impart the finishing touches to your dissertation report – definitions, references, bibliography, abstract, summary, acknowledgement, certificate, contents and title pages.
WHAT IS A DISSERTATION?
A thesis is a hypothesis or conjecture. The word "thesis" is coined from the Greek derivative of the word meaning "position", and refers to an intellectual proposition. A thesis may be an unproved statement, a hypothetical proposition, put forward as a premise.
A dissertation is a lengthy, formal document that argues in defence of a particular thesis. The term "Dissertation" is derived from the Latin word dissertātiō, meaning "discourse" and is a document that presents the author's research and findings and, in most cases, is submitted in support of candidature for a degree or professional qualification. The research performed to support a thesis must be original and substantial. The dissertation must illustrate this aspect and highlight original contributions.
Your dissertation is your research which demonstrates your understanding of the subject in a clear manner. Therefore, it is imperative you find a topic that gives a clear picture of what you should write. Always ignore ambiguous and vague ideas. And, most importantly, choose an apt title – in fact, the title of your dissertation must fascinate you and entice your audience.
CHOOSE THE TYPE OF YOUR DISSERTATION
Dissertations are of two types - Empirical and Analytical.
Empirical dissertations make propositions resulting from experiments, involving laboratory or field research.
Analytical dissertations reflect propositions resulting from meticulous, pioneering and innovative analysis of previously published work.
WRITING YOUR DISSERTATION REPORT
A dissertation report may comprise the following main chapters:
1. Introduction- An overview of the problem; why it is important; a summary of extant work and, most important, the thesis statement.
2. Literature Review-the chapter that summarizes another work related to your topic.
3. Methodology-the part of the paper that introduces the procedures utilized for the research study and the conceptual model.
4. Data Presentation, Evaluation, Analysis and Interpretation -the chapter involves the presentation of computation values using statistical tools to support the claim.
5. Conclusion-the complete summary of the research findings.
Of course, you must include suitable pages for definitions, illustrations and graphs, footnotes and references, bibliography, abstract, summary, acknowledgement, certificates, contents and title pages.
Introduction
Dissertation writing chiefly involves the introduction, literature review, methodology and analysis chapters, and the others mentioned above. Having selected your dissertation topic, before you begin your dissertation you need to establish your thesis statement first.
A thesis statement is simply a single sentence that provides the main intention of the research. The thesis statement will epitomize the scope of your study, give you an idea of what you want to prove and will pilot your research.
A good thesis statement must satisfy the following four criteria:
1. The thesis statement must state your position.
2. The thesis statement must be able to support a discussion.
3. The thesis statement must be specific about its position.
4. The thesis statement should only have one single idea of discussion.
You must ponder over the following points while writing the introduction to your dissertation:
Is there any need to this dissertation study?
Why do it now? Why here? Why me?
Is the dissertation topic in my “comfort zone” and am I thirsty for knowledge and passionate about it?
Is there a problem? What is it? Why does it need to be solved? Should I approach it empirically or analytically?
What is my hypothesis? Is it original, novel, new, innovative?
Who will benefit from my dissertation work? In what sense will they benefit?
How will my contribution add to “commons”?
What is going to be my methodology? [modalities of data collection, evaluation, analysis, interpretation]
Are there any constraints or limitations in conduct of my proposed dissertation studies and research?
Dear Reader, I am feeling tired now, and will end this first part of my article here, but before I sign off, here is an interesting quote I read somewhere:
“The average Ph.D. thesis is nothing but the transference of bones from one graveyard to another.” – Frank J. Dobie.
[to be continued]
VIKRAM KARVE
Copyright © Vikram Karve 2008
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.
http://www.linkedin.com/in/karve
http://www.ryze.com/go/karve
http://vikramkarve.sulekha.com/
vikramkarve@hotmail.com
vikramkarve@sify.com
Saturday, August 09, 2008
Short Fiction
Click the link below and read my fiction short story - Fragrance - on my creative writing blog:
http://vikramkarve.sulekha.com/blog/post/2008/08/fragrance.htm
Regards
Vikram Karve
http://vikramkarve.sulekha.com/blog/post/2008/08/fragrance.htm
Regards
Vikram Karve
Saturday, July 12, 2008
Naughty Girl
Click the link below and read Naughty Girl
http://vikramkarve.sulekha.com/blog/post/2008/07/sherry-karve-mischievous-memories.htm
Sherry
http://vikramkarve.sulekha.com/blog/post/2008/07/sherry-karve-mischievous-memories.htm
Sherry
Friday, July 11, 2008
Wednesday, July 02, 2008
Teaching Stories - some more
Click the link to my creative writing blog and read
http://vikramkarve.sulekha.com/blog/post/2008/07/some-more-teaching-stories.htm
Regards
Vikram
http://vikramkarve.sulekha.com/blog/post/2008/07/some-more-teaching-stories.htm
Regards
Vikram
Tuesday, July 01, 2008
Sunday, June 29, 2008
Teaching Stories Laugh and Learn
Click the link below, laugh and learn
http://vikramkarve.sulekha.com/blog/post/2008/06/three-teaching-stories-and-a-little-pontification.htm
Regards
Vikram Karve
http://vikramkarve.sulekha.com/blog/post/2008/06/three-teaching-stories-and-a-little-pontification.htm
Regards
Vikram Karve
Saturday, June 21, 2008
Thursday, May 29, 2008
Poodle Faking
One of my favorite fiction short stories - just click the link and read on my sulekha blog
http://vikramkarve.sulekha.com/blog/post/2008/05/poodlefaking.htm
Regards
Vikram Karve
http://vikramkarve.sulekha.com/blog/post/2008/05/poodlefaking.htm
Regards
Vikram Karve
Tuesday, May 20, 2008
happiness
Click the link and read the story
http://vikramkarve.sulekha.com/blog/post/2008/05/a-lazy-hot-afternoon-in-mumbai-a-leisurely-story.htm
Regards
Vikram Karve
http://vikramkarve.sulekha.com/blog/post/2008/05/a-lazy-hot-afternoon-in-mumbai-a-leisurely-story.htm
Regards
Vikram Karve
Tuesday, May 13, 2008
A Passionate Story
A passionate story - pure fiction - just click on the link and read
http://vikramkarve.sulekha.com/blog/post/2008/05/sucker-punch.htm
Happy Reading
http://vikramkarve.sulekha.com/blog/post/2008/05/sucker-punch.htm
Happy Reading
Thursday, May 08, 2008
Love and a Bundle of Joy
Please click on the link below for your bundle of joy
http://vikramkarve.sulekha.com/blog/post/2008/05/a-bundle-of-joy.htm
Regards
Vikram
http://vikramkarve.sulekha.com/blog/post/2008/05/a-bundle-of-joy.htm
Regards
Vikram
Thursday, May 01, 2008
happiness and pleasure
IT IS SIMPLE TO BE HAPPY
by
VIKRAM KARVE
The primary aim of philosophy and spirituality is to help ordinary people live a life of happiness, fulfillment and tranquility. Every day you ask yourself - How do I live a happy life? Is it simple to be happy? What is the art of happiness? Let us see what the Taoist philosopher Mingliaotse has to say: " The art of attaining happiness consists in keeping your pleasures mild."
You know that whenever pleasure is present you are happy - this is a fact that cannot be denied - for a pleasure is an enjoyable event or delightful emotion which is bound to make you happy, at least for that moment.
Highfalutin philosophers and spiritual gurus may prescribe various impracticable esoteric paths of renunciation, asceticism or sectarian precepts eschewing enjoyment and pleasure as the sine qua non of happiness, but the fact of the matter is that to the ordinary person happiness and pleasure are inextricably intertwined.
Discovering simple enduring pleasures which you can easily and regularly achieve, realize and enjoy in your day-to-day life will produce contentment, fulfillment and happiness.
No pleasure is a bad thing in itself, but wanton pursuit of pleasures is counterproductive as it leads to over-indulgence and excesses which bring with them disturbances which are detrimental to our happiness and well-being.
In your search for happiness you indulge in extravagant parties, unrestrained consumption, thoughtless shopping, limitless spending, expensive entertainments and try to enjoy everything at once, instant gratification by over-indulgence in wining, dining and dancing, stretching yourself to the maximum limits possible; at first you enjoy yourself and feel happy but when you come to the point of satiety you begin to feel a sense of repulsion, and if you overdo yourself, next morning wake up sick and feeling miserable with a sense of sadness rather than happiness.
Grandiose, complicated, ostentatious, lavish, unrestrained and intemperate indulgences which you think will ostensibly make you happy , in actual fact, render you stressed-out, unhappy and cause you harm and misery in the long run.
There is no need to overdo things in order to be happy. Just keep your pleasures mild. Enjoying a simple, tasty and healthy meal with your loved one's and friends, or just sitting quietly and leisurely reading a good book, taking a walk enjoying melodious music, enjoying your work, leisure, hobbies are some mild pleasures which will make you happy and keep you healthy too.
It is simple to be happy. The first thing you must do is to introspect and list your most pleasurable activities - things that give you true joy, happiness and satisfaction - in all aspects of your life. Make your list as exhaustive as possible and from this list select those "mild" pleasures that you can enjoy every day or often. And then fit them into your daily routine.
See what happens. Experiment. Delete those "pleasures" that you thought would give you happiness but actually made you stressed-out - things you think would be satisfying but turn out to be unrewarding. Do not be hesitant to add new items to your list - you can always remove them if they fail to produce the desired results. Fine tune and religiously practice your list - and experience happiness every day.
This prescription of keeping your pleasures mild will enable you to structure your life in way where your happiness will be in your control and you will find greater joy in your life. It will be feasible and within your control to ensure that you enjoy these mild pleasures daily or at least fairly regularly and, with only so many hours during the day, these enjoyable events will begin to crowd out the neutral, unpleasant, and irrelevant activities in your daily life and make you feel fulfilled and happy.
Dear reader, start today and discover the art of happiness, the art of living. And do let me know your experience - did keeping your pleasures mild make you happier? Try to discover which are those mild pleasures that make you truly happy and joyful. It is simple to be happy, isn't it?
VIKRAM KARVE
vikramkarve@sify.com
http://vikramkarve.sulekha.com
http://www.ryze.com/go/karve
http://www.linkedin.com/in/karve
vikramkarve@hotmail.com
Tuesday, April 01, 2008
Managerial Ethics
ETHICS
By
VIKRAM KARVE
[An article on Ethics in Business based on an insightful model to look at various stages of moral development, ethical fitness for job roles and ethical issues faced in work situations]
When recruiting new people, or promoting/appointing persons to senior / sensitive positions, a number of attributes ( Hard Skills and Soft Skills) like Professional Competence, Managerial Proficiency, Domain-specific or Technical skills, and pertinent soft skills comprising leadership, communication, behavioural and emotional aspects, and even physical and medical fitness are assessed, evaluated and given due consideration.
But does anyone evaluate a candidate’s Ethical Fitness before recruitment or appointment?
No, I am not talking about the routine verification of antecedents or background integrity checks. I am talking of assessing Ethical Fitness.
Ethical fitness refers to ensuring that people are in proper moral shape to recognize and address ethical dilemmas. Ensuring Ethical fitness in a proactive manner will result in preventive, rather than corrective, Ethical Management.
Before launching any inquiry pertaining to the concept of Ethical Fitness, it is necessary to explore the moral dimension. Moral development is a prerequisite to ethical behaviour; in fact, a sine qua non for ethical fitness. Kohlberg offers a handy framework for delineating the stage each of us has reached with respect to personal moral development.
Stage 1. Physical consequences determine moral behaviour.
At this stage of personal moral development, the individual’s ethical behaviour is driven by the decision to avoid punishment or by deference to power. Punishment is an automatic response of physical retaliation. The immediate physical consequences of an action determine its goodness or badness. Such moral behaviour is seen in boarding schools, military training academies etc. where physical punishment techniques are prevalent with a view to inculcate the attributes of obedience and deference to power. The individual behaves in a manner akin to the Pavlovian dog.
Stage 2. Individual needs dictate moral behaviour.
At this stage, a person’s needs are the person’s primary ethical concern. The right action consists of what instrumentally satisfies your own needs. People are valued in terms of their utility. Example: “I will help him because he may help me in return – you scratch my back, I will scratch yours.”
Stage 3. Approval of others determines moral behaviour.
This stage is characterized by decision where the approval of others determines the person’s behaviour. Good behaviour is that which pleases or helps others within the group. The good person satisfies family, friends and associates. “Everybody is doing it, so it must be okay.” One earns approval by being conventionally “respectable” and “nice.” Sin is a breach of the expectations of the social order – “log kya kahenge?” is the leitmotif, and conformance with prevailing ‘stereotypes’ the order of the day.
Stage 4. Compliance with authority and upholding social order are a person’s primary ethical concerns.
“Doing one’s duty” is the primary ethical concern. Consistency and precedence must be maintained. Example: “I comply with my superior’s instructions because it is wrong to disobey my senior”. Authority is seldom questioned. “Even if I feel that something may be unethical, I will unquestioningly obey all orders and comply with everything my boss says because I believe that the boss is always right.”
Stage 5. Tolerance for rational dissent and acceptance of rule by the majority becomes the primary ethical concern.
Example: “ Although I disagree with her views. I will uphold her right to have them.” The right action tends to be defined in terms of general individual rights, and in terms of standards that have been critically examined and agreed upon by the whole society. (eg) The Constitution. The freedom of the individual should be limited by society only when it infringes upon someone else’s freedom.
Stage 6. What is right is viewed as a matter of individual conscience, free choice and personal responsibility for the consequences.
Example: “There is no external threat that can force me to make a decision that I consider morally wrong.” An individual who reaches this stage acts out of universal ethical principles.
Moral development is in no way correlated with intellectual development or your position in the hierarchy or factors like rank/seniority/status/success. In the words of Alexander Orlov, an ex-KGB Chief, “Honesty and Loyalty may be often more deeply ingrained in the make-up of simple and humble people than in men of high position. A man who was taking bribes when he was a constable does not turn honest when he becomes the Chief of Police. The only thing that changes in the size of the bribe. Weakness of character and inability to withstand temptation remains with the man no matter how high he climbs.” Ethical traits accompany a man to the highest rungs of his career.
In a nutshell the governing factors pertaining to six stages of moral development which determine Ethical fitness may be summarized as:
FEAR – Stage 1
NEEDS – Stage 2
CONFORMANCE – Stage 3
COMPLIANCE – Stage4
CONSENSUS – Stage 5
CONSCIENCE & FREE WILL – Stage6
Before we try to delve into exploring how to evaluate Ethical Fitness, let us briefly ponder on the concepts of Ethical Susceptibility and Ethical Vulnerability.
Ethical Susceptibility is your inability to avoid ethical dilemmas. Ethical Susceptibility is environment dependent (on external factors) like, for example, your job, your boss, colleagues and subordinates, or the persons around you, or even the ‘prevalent organizational culture’.
Ethical Vulnerability is your inability to withstand succumbing in the given ethical dilemmas /situations. It is dependent on your internal stage of moral development in the given ethical situation.
Whereas being in an ethical dilemma is not in your control, to act in an ethical manner in the prevailing situation is certainly in your control.
Ethical vulnerability is a measure of the ease with which a man be ethically compromised, especially in an ethically poor climate. In situations where the ethical susceptibility is high, morally strong people (ethically non-vulnerable) should be appointed and conversely, only in jobs/situations where ethical susceptibility is low should ethically vulnerable persons be permitted.
If the environment is not conducive, a person can intellectually reach stage 6 but deliberately remain morally at stage 4 as he may find that he has to sacrifice too much to reach stage 6. This can be particularly seen in most hierarchical organizations where most smart employees make an outward preference of being at stage 3 or 4 (Conformance and Compliance) in order to avoid jeopardizing their careers, even if internally they have achieved higher ethical states. This Dr. Jekyll and Mr. Hyde schizophrenic moral approach is at the heart of many ethical dilemmas people encounter in their professional lives and may result in internal stress due to ethical confusion.
Whenever two individuals at different stages of moral development interact with each other, both of them try to force or maneuver the other into their own appreciation of the ethical situation, thus leading to conflict. In a formal hierarchical setup, the players in the chain may not be at similar stages of moral development thereby leading to dissonance in the system. Where the ethical susceptibility is high, morally strong people (less vulnerable) should be appointed and conversely, in only such jobs where ethical susceptibility is low should ethically weak persons be permitted.
What is your stage of personal moral development? Be honest with yourself and recall the decisions you made in recent ethical situations. The six stages are valuable landmarks as they tell you approximately where you are and what changes you will have to make in yourself to move to a higher level of moral development. The ultimate goal is to engage in ethical decision making at stage 6. However, the level that you do reach will depend on your ethical commitment, your ethical consciousness and your ethical competence.
Food for Thought
What do you do if your boss is at a lower stage of moral development than you? Do you masquerade and make a pretence of being at the “appropriate” stage of what moral development and practice situational ethics to reap maximum benefits. This Dr Jekyll and Mr. Hyde schizophrenic ‘situational ethics’ approach may cause your outer masquerade to turn into inner reality. Do you want that to happen? Think about it!
Is there such a thing as Ethical Fitness? Or is "Ethical Fitness" an oxymoron, not relevant in today's work environment?
Dear Reader, what do you think? Please do let us know your comments.
VIKRAM KARVE
vikramkarve@sify.com
vikramkarve@hotmail.com
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
http://www.ryze.com/go/karve
By
VIKRAM KARVE
[An article on Ethics in Business based on an insightful model to look at various stages of moral development, ethical fitness for job roles and ethical issues faced in work situations]
When recruiting new people, or promoting/appointing persons to senior / sensitive positions, a number of attributes ( Hard Skills and Soft Skills) like Professional Competence, Managerial Proficiency, Domain-specific or Technical skills, and pertinent soft skills comprising leadership, communication, behavioural and emotional aspects, and even physical and medical fitness are assessed, evaluated and given due consideration.
But does anyone evaluate a candidate’s Ethical Fitness before recruitment or appointment?
No, I am not talking about the routine verification of antecedents or background integrity checks. I am talking of assessing Ethical Fitness.
Ethical fitness refers to ensuring that people are in proper moral shape to recognize and address ethical dilemmas. Ensuring Ethical fitness in a proactive manner will result in preventive, rather than corrective, Ethical Management.
Before launching any inquiry pertaining to the concept of Ethical Fitness, it is necessary to explore the moral dimension. Moral development is a prerequisite to ethical behaviour; in fact, a sine qua non for ethical fitness. Kohlberg offers a handy framework for delineating the stage each of us has reached with respect to personal moral development.
Stage 1. Physical consequences determine moral behaviour.
At this stage of personal moral development, the individual’s ethical behaviour is driven by the decision to avoid punishment or by deference to power. Punishment is an automatic response of physical retaliation. The immediate physical consequences of an action determine its goodness or badness. Such moral behaviour is seen in boarding schools, military training academies etc. where physical punishment techniques are prevalent with a view to inculcate the attributes of obedience and deference to power. The individual behaves in a manner akin to the Pavlovian dog.
Stage 2. Individual needs dictate moral behaviour.
At this stage, a person’s needs are the person’s primary ethical concern. The right action consists of what instrumentally satisfies your own needs. People are valued in terms of their utility. Example: “I will help him because he may help me in return – you scratch my back, I will scratch yours.”
Stage 3. Approval of others determines moral behaviour.
This stage is characterized by decision where the approval of others determines the person’s behaviour. Good behaviour is that which pleases or helps others within the group. The good person satisfies family, friends and associates. “Everybody is doing it, so it must be okay.” One earns approval by being conventionally “respectable” and “nice.” Sin is a breach of the expectations of the social order – “log kya kahenge?” is the leitmotif, and conformance with prevailing ‘stereotypes’ the order of the day.
Stage 4. Compliance with authority and upholding social order are a person’s primary ethical concerns.
“Doing one’s duty” is the primary ethical concern. Consistency and precedence must be maintained. Example: “I comply with my superior’s instructions because it is wrong to disobey my senior”. Authority is seldom questioned. “Even if I feel that something may be unethical, I will unquestioningly obey all orders and comply with everything my boss says because I believe that the boss is always right.”
Stage 5. Tolerance for rational dissent and acceptance of rule by the majority becomes the primary ethical concern.
Example: “ Although I disagree with her views. I will uphold her right to have them.” The right action tends to be defined in terms of general individual rights, and in terms of standards that have been critically examined and agreed upon by the whole society. (eg) The Constitution. The freedom of the individual should be limited by society only when it infringes upon someone else’s freedom.
Stage 6. What is right is viewed as a matter of individual conscience, free choice and personal responsibility for the consequences.
Example: “There is no external threat that can force me to make a decision that I consider morally wrong.” An individual who reaches this stage acts out of universal ethical principles.
Moral development is in no way correlated with intellectual development or your position in the hierarchy or factors like rank/seniority/status/success. In the words of Alexander Orlov, an ex-KGB Chief, “Honesty and Loyalty may be often more deeply ingrained in the make-up of simple and humble people than in men of high position. A man who was taking bribes when he was a constable does not turn honest when he becomes the Chief of Police. The only thing that changes in the size of the bribe. Weakness of character and inability to withstand temptation remains with the man no matter how high he climbs.” Ethical traits accompany a man to the highest rungs of his career.
In a nutshell the governing factors pertaining to six stages of moral development which determine Ethical fitness may be summarized as:
FEAR – Stage 1
NEEDS – Stage 2
CONFORMANCE – Stage 3
COMPLIANCE – Stage4
CONSENSUS – Stage 5
CONSCIENCE & FREE WILL – Stage6
Before we try to delve into exploring how to evaluate Ethical Fitness, let us briefly ponder on the concepts of Ethical Susceptibility and Ethical Vulnerability.
Ethical Susceptibility is your inability to avoid ethical dilemmas. Ethical Susceptibility is environment dependent (on external factors) like, for example, your job, your boss, colleagues and subordinates, or the persons around you, or even the ‘prevalent organizational culture’.
Ethical Vulnerability is your inability to withstand succumbing in the given ethical dilemmas /situations. It is dependent on your internal stage of moral development in the given ethical situation.
Whereas being in an ethical dilemma is not in your control, to act in an ethical manner in the prevailing situation is certainly in your control.
Ethical vulnerability is a measure of the ease with which a man be ethically compromised, especially in an ethically poor climate. In situations where the ethical susceptibility is high, morally strong people (ethically non-vulnerable) should be appointed and conversely, only in jobs/situations where ethical susceptibility is low should ethically vulnerable persons be permitted.
If the environment is not conducive, a person can intellectually reach stage 6 but deliberately remain morally at stage 4 as he may find that he has to sacrifice too much to reach stage 6. This can be particularly seen in most hierarchical organizations where most smart employees make an outward preference of being at stage 3 or 4 (Conformance and Compliance) in order to avoid jeopardizing their careers, even if internally they have achieved higher ethical states. This Dr. Jekyll and Mr. Hyde schizophrenic moral approach is at the heart of many ethical dilemmas people encounter in their professional lives and may result in internal stress due to ethical confusion.
Whenever two individuals at different stages of moral development interact with each other, both of them try to force or maneuver the other into their own appreciation of the ethical situation, thus leading to conflict. In a formal hierarchical setup, the players in the chain may not be at similar stages of moral development thereby leading to dissonance in the system. Where the ethical susceptibility is high, morally strong people (less vulnerable) should be appointed and conversely, in only such jobs where ethical susceptibility is low should ethically weak persons be permitted.
What is your stage of personal moral development? Be honest with yourself and recall the decisions you made in recent ethical situations. The six stages are valuable landmarks as they tell you approximately where you are and what changes you will have to make in yourself to move to a higher level of moral development. The ultimate goal is to engage in ethical decision making at stage 6. However, the level that you do reach will depend on your ethical commitment, your ethical consciousness and your ethical competence.
Food for Thought
What do you do if your boss is at a lower stage of moral development than you? Do you masquerade and make a pretence of being at the “appropriate” stage of what moral development and practice situational ethics to reap maximum benefits. This Dr Jekyll and Mr. Hyde schizophrenic ‘situational ethics’ approach may cause your outer masquerade to turn into inner reality. Do you want that to happen? Think about it!
Is there such a thing as Ethical Fitness? Or is "Ethical Fitness" an oxymoron, not relevant in today's work environment?
Dear Reader, what do you think? Please do let us know your comments.
VIKRAM KARVE
vikramkarve@sify.com
vikramkarve@hotmail.com
http://vikramkarve.sulekha.com
http://www.linkedin.com/in/karve
http://www.ryze.com/go/karve
A Lovedale Story
Click the link below and read the story
http://vikramkarve.sulekha.com/blog/post/2008/04/a-girl-a-woman-a-journey.htm
Do read my stories on my creative writing blog
http://vikramkarve.sulekha.com
Regards
Vikram Karve
http://vikramkarve.sulekha.com/blog/post/2008/04/a-girl-a-woman-a-journey.htm
Do read my stories on my creative writing blog
http://vikramkarve.sulekha.com
Regards
Vikram Karve
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