![[LeadersWorkshop] Fw:~~~~~~~~~ Body language.Update.](http://2.bp.blogspot.com/-erTXCq61ULM/TmHYAQBZ0GI/AAAAAAAACCs/6cBX54Dn6Gs/s110-c/default.png "[LeadersWorkshop] Fw:~~~~~~~~~ Body language.Update.")
Just was wondering.what Sant Kabir actually meant when he said:
Dukh me sumiran sab kare sukh me kare na koi
Jo sukh me sumiran kare dukh kahe ka hoi
Becoz thats not what you see in reality.For every 'sukh' occasion people do remember God .organize poojas.etc.
Hope somebody sees through.
I think Kabir was referring to LAW OF ATTRACTION.
Most of us keep worrying albeit in thoughts about problems.fears,incapacities, poverty etc.ie.DUKH so dukh stays in our lives.
However it is very difficult to maintain thoughts of abundance,hope,health ie.SUKH
If one is able to keep in thoughts(SUMIRAN) ie. SUKH WHY WOULD dukh appear.
JUST A THOUGHT.............. ...
Just was wondering.what Sant Kabir actually meant when he said:
Dukh me sumiran sab kare sukh me kare na koi
Jo sukh me sumiran kare dukh kahe ka hoi
Becoz thats not what you see in reality.For every 'sukh' occasion people do remember God .organize poojas.etc.
Hope somebody sees through.
I think Kabir was referring to LAW OF ATTRACTION.
Most of us keep worrying albeit in thoughts about problems.fears,
However it is very difficult to maintain thoughts of abundance,hope,
If one is able to keep in thoughts(SUMIRAN) ie. SUKH WHY WOULD dukh appear.
JUST A THOUGHT.....
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Failure tell us about things that did not work. They may be stories of
big failure or small, personal & professional failure.
A famous story from IBM told of a man who made a $10M error.
He was hauled up before the big boss where he expected to be sacked.
And be insulted.
Pre-empting this, he apologized and offered his resignation.
Refusing the resignation, the boss said 'Goodness, man, we can't lose
you now! We've just spent $10M on your education!'
The stories may simply tell the facts or may well also explain why the
failure happened, but it fails to take acceptance in our sociological
system, whether dyarchial, capitalism, communism, socialism or
democracy or in any business, or in any sphere of life. Failure is
deemed as death row, for existence.
I love 3 idiots as movie and character of Virus, aptly brings forth
the truth "no body remembers no.2, life starts with a murder".
Is Failure a competence that we never measure or never want to
measure? Why cant we celebrate failures like we celebrate success?
I have heard a good saying - wise men learn from other success or
failures. But failure still doesnot have acceptance in any form, shape
or context? Why?
I have so many questions, but I want to understand the concept of
failing, why cannot we treat failure as competence and why cant we
accept it socially?
My many questions:
Is failure considered a sin in our mind, what is striking us to not to
declare as we declare success. As humans, are we scared of failing due
to sociological, psychological and environmental? Is is a stigma that
we create in mind of mechanical robots called professionals? Why do
we not teach failure like we teach success in school and colleges? Is
failure a socio-psychological issue prevelant in civilised society of
humans? How do we defend failure?
As I always heard my good friends in claque say - speak your mind,
cause this will help us find a solution to socially negate area.
--
Rajesh Diwan
When you live on a farm, you choose your cats for mousing ability
rather than for their cuddlesome qualities.
It's the reason I chose Fiddle, a skinny, green-eyed tortie with long
paws and a fearsomely quick pounce.
Of course, I didn't know she was a good hunter when I got her. But her
mother was a good mouser, according to my friend Nancy, whose grain
storage was mouse-free, so it was worth the risk.
She was cuddly when she was a kitten, round, with soft fur. As she
matured, her baby fat melted from her bones and she became a skinny,
spooky, predatory cat. She reverted to her cuddly kitten self only
when she was pregnant. When the kittens were weaned, she returned to
her career as Lurker-in-the-
When Fiddle was five years old, I had a run of spontaneous abortion in
my ewes. The distressing part was that the ewes miscarried late in the
pregnancy. In the middle of the thrill and hustle of lambing, all that
new life, my favourite part of the year, came the shock of lamb after
lamb emerging from the womb, tiny, perfect and dead. Over half my
lambs never drew breath, or had any possibility of it.
Belladonna was one of the last to lamb and, like most of the others,
she delivered early. She'd shown no signs of imminent delivery; no
triangular hollow in front of the hip to indicate the lamb had dropped
into position, no swollen udder, no nesting behaviour. She just pushed
out a tiny black lamb, covered with the slime of birth, onto the
manure of the barn floor and stood looking at it.
Without hope, I wiped the remains of the sac away from the muzzle and
was astonished to hear a little gasp. The tiny thing shook its ears
and produced a barely audible bleat. Belladonna strolled away. I
tucked the baby, slime and all, into my jacket and headed for the
house through the late-March snow.
I kept colostrum in the freezer for just this kind of emergency. While
I was feeding the newly-dried lamb her first meal, Fiddle, who must
have sneaked into the house on my heels, came creeping across the room
and put a tentative paw onto my knee. Before she could pounce, I
brushed her off.
"Not a mouse," I said to her, although I could hardly blame her for
thinking of the lamb as prey. I could cup it in my hands with the legs
dangling through my fingers. On my kitchen scale, it weighed a bare
two pounds.
A newborn lamb has to be fed every two hours. A barn full of lambing
ewes has to be checked every three or four hours. I was already
strained from the lack of uninterrupted sleep. Keeping Fiddle out of
the house was impossible; she was not Lurker-in-the-
nothing. Time and again I found her at my knee as I fed the lamb.
I kept the lamb in a box with a towel and hot-water bottle, in the
spare room with the door closed. When I got up at night, I would check
first to see if it was worth warming the bottle. I fully expected the
lamb to die between one feeding and the next, but she hung on.
Finally the inevitable happened, and I failed to close the door
properly when I went to get the bottle. Padding back upstairs in my
nightgown, I was shocked to see a wide line of light falling across
the hall floor from the guest room.
When I got into the room, I could see that my worst fears were
confirmed. Fiddle was in the box with the lamb. From the sharp motion
of her head, she was biting. It was probably already too late. I
didn't want to look. But I would have to put her out with her prey --
I didn't want blood and guts on my guest room floor.
As I looked down into the box, Fiddle looked up. Her green eyes were
slitted and she was purring. Her paws were wrapped around the lamb,
who shook her wet, cat-licked ears at me and bleated. At the bleat,
Fiddle turned and took the lamb gently by the neck, as I had seen her
do with her kittens when they wouldn't hold still for washing. Then
she went back to work on the lamb's face and ears.
I waited until she was done, marveling, grateful and sleepily amused.
When the lamb was washed to Fiddle's satisfaction, I gave her the
bottle and tucked her back in. Fiddle curled around her, purring.
"Two points off your predator license, Fiddle," I whispered, stroking
her head. I went back to bed for another snatch of sleep, leaving the
guest room door open.
I named the lamb Viola.
A global survey conducted in 2008 by McKinsey & Company offered the
insight that organisations could only hope to survive by constantly
changing - but approximately two thirds of all change initiatives fail
and will fail when top leadership have low understanding and
appreciation of the business, paradox here they will remain in
business the way they were forty years ago, but not change their
mindset.
Why keep Profit as sole measure of change, why not customer
satisfaction, quality, safety as prime factor for measuring change? A
Question to big time philospher of change initiatives. Why noy change
the mind of stakeholders......towards these perspectives rather than
keeping money as motivator.
In a recent "Call for Papers" for the "Journal of Change Management"
[for a special issue entitled "Why Does Change Fail and What Can We Do
About It?"] Professor Bernard Burnes of Manchester Business School
makes the following observations:
"Whilst this seems to be a staggeringly high rate of failure, it is
not out of line with the rest of the change literature which regularly
quotes failure rates of between 60% and 90% [Burnes, 2009]. For
example, Bain and Co claim the general failure rate is 70% [Senturia
et al, 2008] but that it rises to 90% for culture change initiatives
[Rogers et al, 2006)]. In the 1990s, Hammer and Champy [1993] claimed
that 70% of all BPR initiatives failed."
According to "Research Findings on Program Failure and Success" by
Patrick Morley, Ph.D. Chairman and CEO, "Man in the Mirror":
"Two-thirds of Total Quality Management (TQM) programs fail, and
reengineering initiatives fail 70% of the time [Senge, 1999]. Change
initiatives crucial to organizational success fail 70% of the time
[Miller, 2002]"
A "Computer Weekly" study [2003] on 421 IT projects revealed the following:
16% of all projects successfully completed [that is they were
delivered in scope on time and on budget]
75% of all projects were "challenged" in the following ways:
35% behind schedule
59% over budget
54% under-delivered on planned scope
A survey conducted by the Standish Group [2003] showed that 66% of IT
projects are either totally abandoned or fail against a measure of
budget, scope, time or quality (i.e. 'challenged'). It has been
estimated that the cost to US business of failing or abandoned IT
projects runs into hundreds of billions of dollars.
Closer to home, the UK Labour government have wasted 26 billions of
pounds on failed projects. An investigation by "The Independent"
newspaper has found that the total cost of Labour's 10 most notorious
IT failures is equivalent to more than half of the budget for
Britain's schools in 2009.
The world of mergers and acquisitions fares little better. The "value
enhancement trend for 10 years of KPMG International's M&A survey"
shows that on average only 28% of mergers have resulted in enhanced
shareholder value, whilst an average of 36% have led to a reduction in
shareholder value. This value assessment is based on company share
price movements relative to average industry sector movement during a
two-year period.
In the film "Apocalypse Now", the anti-hero Colonel Kurtz mumbles
through the closing sequences:
"…the horror…horror has a face…and you must make a friend of horror…"
Any impartial assessment of all of the main types of significant
change initiatives reveals the sheer horror of the colossal human and
financial wastage perpetrated by organisational and political leaders.
The knowledge of how to successfully lead and manage change is out
there in the domain in a growing body of easily accessible work.
So it must be an appalling combination of ignorance and arrogance that
causes the organisational and political leaders who preside over this
litany of costly failures to be so desperately under-prepared as they
embark on further change initiatives.
To avoid the 70% failure rate of all change initiatives. So why do 70%
of ALL organisational change management initiatives fail to deliver
the promised benefits? Why such a high failure rate? And how can you
avoid it?
The only certainty is that there is no certainty. This means change.
Forced change. Reactive change. Planned change. Now - getting it right
is business critical.
The overwhelming issue...
The single biggest reason for the astonishingly high 70% failure rate
of ALL business change management initiatives has been the
over-emphasis on process rather than people - the failure to take full
account of the impact of change on those people who are most impacted by it.
Consider what Michael Hammer, co-author of "Re-engineering the
Corporation", has said about the people issues:
"I don't regret saying anything [in the book]; it's more what I left
out. In particular, the human side is much harder than the technology
side and harder than the process side. It's the overwhelming issue."
Closely allied to that reason is the lack of leadership and the lack
of process to directly address the human aspects of change.
It's all about people... and processes that work for people
Change management is about how you take an organisation from Position
A to Position B, in the fulfillment or implementation of a vision and
a strategy and the whole art is to how to carry your people with you,
so that the envisaged benefits of the vision and strategy are actually
realised.
At root, change management is about process and people. But even
process is just about people doing stuff... so ultimately it's all
about people - and processes that work for people.
My intention with this Blog is to give you the broad perspective for
managing change, and a specific in leading your people through change,
putting it all together and managing the whole messy business.
All this to ensure that you DO succeed and DON'T become part of the
70% of failures.
In the current economic climate, all organisations are experiencing
the impacts of change and many could now benefit from the practical
knowledge of how to manage change.
The universal relevance to organisations of all sizes and can be
"scaled up or down" as you feel is appropriate to your organisation.
" Leading your people through change, putting it all together and
managing the whole messy business, is hyper-critical now"
Lip Service is just not enough, it will lead to dead duck in times to
comes and business to bankruptcy.
There has to be rules for TQM, Change Managers and all those involved
in change. Get to the ground and listen to the sound of wind, keep
your ears to the ground.
Change initiators need to drive change, just do not sit in ivory tower
and make a suggestion. Get your hands dirty and put your foot in the
muddle pool just dont expect others to initiate.
TQM/BPR/PI sits in the corner and looks at the door, as consultants.
Nothing will happen this way, roll your sleeves and work with the
group. Change will happen.
What say Thou?
--
Rajesh Diwan
------------------------------------
Shabbar Suterwala's Leaders Worksop "Key to Your Success"
visit us at www.shabbarsuterwala.com
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