Sunday, March 30, 2008

Goan with the Wind

Goan with the Wind

Posted by Rajdeep Sardesai

Well this is from the blog of Rajdeep Sardesai and I agree to the thoughts he expressed in fact wanted to write similar, well he could express it in better words so posting it here too. You can visit his blog too at below link

http://www.ibnlive.com/blogs/rajdeepsardesai/1/50559/goan-in-the-wind.html

In the early 1990s, Air India printed a calendar showcasing people from different states in their traditional costumes. The Goa portrait had a couple at a church wedding in bridal finery: the lady in a flowing gown, her partner in a jacket and tie. The publication sparked off protests within the Goan community, who accused the national carrier of portraying a flawed image of the state.

In a state where over sixty per cent is Hindu, the calendar was seen to reinforce the stereotype of Goa as a "westernised" Portuguese enclave. Ironically, the protests were led, among others, by the redoubtable architect Charles Correa, a Goan Catholic proud of his Saraswat Brahmin heritage, someone who was perfectly comfortable in his kurta pajama and Kolhapuri chappals. The protestors were successful enough to force a change in the calendar.

When the Air India Maharajah gets it wrong, what chance does the average Indian have of getting Goa right?

For decades now, Goa has been the victim of a rather perverted caricature: the stereotypical image of the state has been of a lazy, fun-loving coastal community with a weak moral core. Bollywood, often the trailblazer in setting cultural trends, did Goa no favours: the majority of Hindi cinema showed the Goan as the drunk Anthony Gonsalves-like character, a woman on one arm, a whisky bottle bottle in his pocket. Even the otherwise well made Dil Chahta Hai created the idea of Goa as the ultimate fantasy of the young Indian: girls were easy, sexual freedom guaranteed with the puritanical streak of the rest of the country absent here.

Rewind to the original "Goan" film, Bobby in the 1970s: find me a Goan fisherman's daughter who dresses in skimpy bikinis and shorts like Dimple Kapadia and I will buy you a villa next to Vijay Mallya's seaside bungalow in Candolim.

Unfortunately, it hasn't been easy to shake off the "live the good times" image of Goa, especially when the mainstream media has lapped it up so easily. If a few years ago, it was fish, feni and football that was considered to be the limit of Goa's vision, its now sex, sin and sand, courtesy the Scarlett Keeling controversy. For an increasingly tabloidish media, the Scarlett controversy is manna from heaven.

A teenage white woman drugged, drowned, possibly raped, perhaps murdered, on a beach in Goa by mysterious shack owners: what more can a carnivorous media ask for? Especially when there are enough close up pictures of a semi-nude Scarlett with marks all over her body, suggesting foul play and a possible cover up? That the area where the incident took place is notorious for drug peddling, that Scarlett herself appears to have had an active sex life, that the girl's truant mother has a past history of crime, and is now embellishing her public remarks with unsubstantiated allegations against Goa's top politicians, that Goa's netas and local cops have a terrible record in fighting crime, can the media really then be blamed for seeing this as a sensational crime story which will catch restless eyeballs?

But Scarlett's story is not simply another whodunit, nor does it fit in within the "fight for justice" framework that in the aftermath of the Jessica Lal case seems to have become the new war cry for a section of the media. Instead, the Scarlett saga lies at the heart of a more abiding conflict between diverse cultural strands of Goa: between licentiousness and piety, between new world normlessness and old world certitudes.

There is the Goa of the beachcombers, of the hippies who discovered Baga in the early 70s, of the rave parties, of paedophilia, of decadent hedonism. But there is also the Goa of deep social conservatism, of folk religiosity in its village temples and churches, of simplicity of lifestyle within rural communities, of a premium on education and of immense pride in its plural, multi-cultural heritage. The Goa of a tiny strip of beach between Candolim and Anjuna is constantly in the media gaze and makes front page headlines. The vast majority of Goans who live outside this world are rarely documented because their lives seem much too unexciting to be explored. Historians and anthropologists have done much to unravel the "real' Goa, but for the national media, it is so much easier to reduce an entire people to a tourist brochure .

Indeed, Goa's tourism industry - earning the state approximately 10,000 crores in foreign exchange per annum -- has been at the heart of the modern-day mythification of the state as some form of a sexual paradise. It is estimated that around 25 lakh tourists come to Goa each year, a vast majority of them local tourists, eager to explore the "idea" of being in a "free" state, free from the restrictions of middle class attitudes. Only a fifth of the tourists who visit the state each year are foreigners, most of them looking for a cheap holiday. The Caribbean is too expensive, the Costa del Sol not exotic enough and Australia too far: so why not clamber onto a chartered plane to a land of the "carnival"?

Unfortunately, the postcard image of Goa often has little connection with the living reality of its people The result is a clash of cultures that has partly shaped the debate over the Scarlett issue.

For many Goans, the foreign tourist is a needless intrusion into their community life . Even now, the idea of any form of nudity on the beaches offends Goans, at times even the sight of a half clad gent on a bike troubles villagers. Which perhaps explains why very few Goans seem to have any sympathy for Scarlett's mother, shocked as they are by her decision to leave her teenage daughter behind and travel to neighbouring Karnataka on her own. The Keelings' behaviour offends Goan sensibilities, it reopens lingering fears of a traditional society being overrun by the "outsider". That a young girl might have been raped and murdered by locals doesn't seem to concern a majority of Goans as much as it should.

And yet, the real threat to Goa's cultural identity does not lie in the lifestyle of the tourist, confined as they are to a small stretch of the state. In fact, in a state with limited employment opportunities, Goa needs to attract more, not less tourists.

The critical threat to Goan society instead comes from within: from the brazen sale of priceless real estate to those who have little stake in the state's future . It isn't the influx of tourists which should trouble Goans as much as the growing influence of the builders and construction agents who appear determined to destroy the state's environmental treasure in violation of all existing laws. While Goa's politicians go into cataclysms over the Scarlett case, how many of them have bothered to raise their voice against the virtual auction of the state to land sharks? Is it any surprise that in a state which has seen as many as 19 chief ministers in 21 years of statehood, politicians have lost the moral authority to speak up on the issues of governance that really matter to the average Goan?

Frankly, the challenge before Goa today is not the one which is being posed by a Scarlett-afflicted media: a permissive drugs and drink culture might make for good television, its not central to Goa's impending identity crisis.

The real challenge for Goans is whether they can preserve the uniqueness of their land by ensuring that it doesn't become another concrete jungle. Environment may not make sensational headlines like a murder can, but in the long run, preventing environmental degradation can alone secure Goa's future.

Post-script: Let me also debunk another stereotype: the "desai" in my surname often leads people to presume I am Gujarati. The fact is that my father was a Goan, and I am proud to be one too.



Sunday, March 16, 2008

3 steps to turn worry into action

3 steps to turn worry into action


Harvard Business School


March 07, 2008

You already have the means to change the pattern of escalating worry by using the power of your mind. The systematic Evaluate-Plan-Remediate approach allows you to examine the process of worry and break it down into smaller, more manageable problem units that can be solved or resolved.

For example, suppose you receive a team e-mail from your supervisor about the agenda for an upcoming budget review meeting. In the past, you've always been asked to present the target revenues for your department, but you have yet to be asked this year.

You feel a twist in your stomach, a sign that worry is creeping in. Your thoughts begin to speed up: "Why haven't I been asked? Did someone else get the assignment? Did I do a poor job last time? I must be an idiot! Am I being demoted or eased out?" Using the Evaluate-Plan-Remediate worry-intervention method, you can stop the worry as soon as you start to feel it taking over.

1. Evaluate: "Yes, I haven't yet been asked to present the projected revenues at the budget review meeting. That's all I know right now."

2. Plan: "I need to get information. I should contact my supervisor and ask her directly if she expects me to present this part of the budget."

3. Remediate: "I'll call my supervisor and make an appointment to see her in person."

This simple sequence can replace that sense of panic with an immediate evaluation of the situation and a plan for necessary action. If you can make this process a habit every time you feel that twist in your stomach or twinge in your head, you'll turn your worry into action.

Step 1: Evaluate

The key to evaluating the cause of the worry is to confront it. Don't ignore those little signals your body is giving you. They won't go away until you face what causes them. Use the following guidelines for this step.

Name the problem: Just giving a name to a problem can help reduce stress because by identifying the specific problem, you've already eliminated all other possibilities. Naming makes things more manageable. Discover the stress-creating pattern that describes your situation.

For example, do you take on too many responsibilities? Find it difficult to balance work and life issues? Work in the wrong job? Have problems with colleagues or supervisors? Procrastinate when a deadline looms?

Think constructively about the problem: this may seem like a difficult step, but all it takes is an honest examination of your own automatic worry process. It requires that you keep back and watch yourself in order to identify how your mind leaps from the bad news or perceived danger that triggers the worry to the "awfulizing" of the initial event. Apply these practices:

  • Examine your automatic thoughts. Monitor your automatic thoughts. What words pop into your mind? Write down the words and look at them more objectively. Often you can see how exaggerated they are. For example, do you use negative descriptors (idiot, stupid) against yourself?
  • Correct errors in logic. Next, examine your automatic thoughts for errors in logic. For example, why would your supervisor include you in the e-mail message about the budget meeting unless you had a role in that meeting? Your hasty assumption that you were being excluded in an error in logic.
  • Develop alternative hypotheses. Even though you may leap to the worst-case scenario, there may be other hypotheses that could explain the situation. Your supervisor may have assumed that you were working on the revenue report, or she may have a different task in mind for you.
  • Revise your fundamental assumptions about yourself and your work. Instead of calling yourself stupid and assuming that the disaster will certainly occur, start becoming your own best supporter. This may prove to be a difficult step to take because these fundamental assumptions can reflect ancient and deep-seated ways of looking at yourself and your world. However, if these assumptions are untrue and block constructive thoughts, they need to be replaced with healthier and more honest ones. The important thing is to discard the distortions that prevent your from achieving rational and productive solutions.

Step 2: Plan

Planning ahead can take time and may seem to be a burden, but the value of planning is a more than adequate return on your time investment. Planning can intercept the toxic worry and replace it with effective action. Here are some practices you can apply in advance.

Get the facts: Wise worry confronts real problems. Toxic worry exaggerates and misrepresents reality. Brooding about the "what-if" possibilities passively burns up your energy. So get active! Find out what the truth of the matter is. Go to the sources of information, and don't rely on hearsay, gossip, or your own vivid imagination.

Structure your life

Much worry results from unstructured living and thinking habits. A cluttered desk with files scattered about means wasted time finding the material you need and the risk of losing important information. In the same way, a mind cluttered with "what-if" possibilities can hide the "that-is" reality. Worried people typically spend more time and energy worrying than they do accomplishing productive tasks.

Structuring your life is being kind and considerate to yourself organizing your desk helps you find things. Structuring your life reduces your risk of losing vital files, information, keys and also prevents you from losing perspective. Use structure as an anti-anxiety agent: lists, reminders, schedules, rules, and budgets are all methods of structuring your life for your own benefits.

Take the time to structure your space. For example, organize your desk. Use colored file folders with clear labels. Put your keys in the same spot every day. And organize your computer desktop and mailbox. Also structure your time.

  • Set goals. Decide what you want or need to accomplish in the coming week.
  • Prioritize your goals. Break them down into small, manageable activities.
  • Use a date book to avoid missing appointments and to stay on target.
  • Be fair to yourself. Make your plan for the week reasonable.
  • Match important activities to the times of your high-energy peaks -- the times of the day when you feel most alert and vigorous.
  • Save the simple, repetitive tasks for your low-energy periods.
  • Avoid getting involved in activities that don't match your goals.
  • Be sure to take breaks to restore energy -- stand up and stretch, take a short walk, or chat briefly with a colleague.

Step 3: Remediate

The next step is to find a remedy for toxic worry. Reason, planning, and action are powerful antidotes to the paralysis of stress and worry. Consider these guidelines.

Take direct action: If you've evaluated the problem and planned what you can do about it, then go ahead, take the plunge and just do it! Make the phone call, change your behavior, clean up that desk, connect with a friend, or confront that difficult colleague. Taking action is empowering. Your feeling of vulnerability and your toxic worry will fade.

Let it go: Why let go? No matter how much you may want to effect a change, some problems, can't be solved by any action on your part. You just have to wait and see how things turn out. Worrying about the matter won't help. For example, if your supervisor suddenly announces a major reorganization, you can't do anything about it until the event happens and you have more information about how it will affect you.

You just have to sit tight and wait. Or perhaps you're up for a big promotion, but you won't find out about the decision for a month. You will be better off in every way -- physically, emotionally, and mentally -- if you can let the worry go until later.

What does letting go mean? Letting go means giving up your sense of control, and this can be difficult to do. Often people feel that if they worry enough, they might affect the outcome. But in those cases and times when control doesn't help and worry only hurts, it's worth the effort to give up both worry and control.

How can you let worry go? Different people have different ways. Some find that meditation helps. Some listen to music or sing a song. Trying putting your worry in the palm of your hand and blowing it away. Close your eyes and imagine the worry putting on its coat and hat and walking slowly out of the room. The important thing for you is to say goodbye to useless worry.

5 Tips

Do a reality check: Find out whether your worry has any basis in fact. Toxic worry can distort the real situation. Check to make sure that things are really as bad as they seem. Even when there is an actual problem, it may be easier to solve than you think.

Never worry alone: Invite a friend to help as a listening partner. Sharing your worries with the right person can make you feel better by unloading the weight of worry. Just talking out loud about your concerns helps to sort them out and to clarify where your concerns may be valid and where you may be distorting the problem. The listener, at this point, needs simply to listen, rather than trying to solve your problems. Your goal here is to understand your own worry process and gain the power to find your own solutions.

Get help from the right sources: People who have the information you need. Often you don't have the information or tools necessary to attack a problem. Instead of worrying, take control by getting the help you need. Find out who the authority is and where you should look for answers.

Ask a friend for a hand: If you find the idea of organizing a cause for new worry, ask a friend or colleague -- someone whose desk is neat and who is never late to a meeting -- to give you a hand. Ask for help from more than one person; you may discover ideas and ways to structure your life that are actually easy and fun!

If it's out of your control: If there's nothing you can do about a problem (or nothing more, if you already worked on it) -- if it's simply out of your control -- you have to let the worry go. Blow it away, and start a new project, read a different book, walk another path.


Excerpted from: Managing Stress

Copyright 2007 Harvard Business School Publishing Corporation.

Price:
Rs 390 (approximately).

Reprinted by permission of Harvard Business School Publishing.

All rights reserved.

Wednesday, March 12, 2008

9 rules of innovation from Google

9 rules of innovation from Google

March 11, 2008


Rediff.com


1. Innovation, not instant perfection

"There are two different types of programmers. Some like to code for months or even years, and hope they will have built the perfect product. That's castle building. Companies work this way, too. Apple is great at it. If you get it right and you've built just the perfect thing, you get this worldwide 'Wow!' The problem is, if you get it wrong, you get a thud, a thud in which you've spent, like, five years and 100 people on something the market doesn't want."

"Others prefer to have something working at the end of the day, something to refine and improve the next day. That's what we do: our 'launch early and often' strategy. The hardest part about indoctrinating people into our culture is when engineers show me a prototype and I'm like, 'Great, let's go!' They'll say, 'Oh, no, it's not ready.

It's not up to Google standards. This doesn't look like a Google product yet.' They want to castle-build and do all these other features and make it all perfect."

"I tell them, 'The Googly thing is to launch it early on Google Labs and then iterate, learning what the market wants--and making it great.' The beauty of experimenting in this way is that you never get too far from what the market wants. The market pulls you back."

2. Ideas come from everywhere

"We have this great internal list where people post new ideas and everyone can go on and see them. It's like a voting pool where you can say how good or bad you think an idea is. Those comments lead to new ideas."


3. A license to pursue your dreams

"Since around 2000, we let engineers spend 20% of their time working on whatever they want, and we trust that they'll build interesting things. After September 11, one of our researchers, Krishna Bharat, would go to 10 or 15 news sites each day looking for information about the case. And he thought, Why don't I write a program to do this? So Krishna, who's an expert in artificial intelligence, used a Web crawler to cluster articles."

"He later emailed it around the company. My office mate and I got it, and we were like, 'This isn't just a cool little tool for Krishna. We could add more sources and build this into a great product.' That's how Google News came about. Krishna did not intend to build a product, but he accidentally gave us the idea for one."

"We let engineers spend 20% of their time working on whatever they want, and we trust that they'll build interesting things."


4. Morph projects don't kill them

"Eric [Schmidt, CEO] made this observation to me once, which I think is accurate: Any project that is good enough to make it to Labs probably has a kernel of something interesting in there somewhere, even if the market doesn't respond to it. It's our job to take the product and morph it into something that the market needs."


5. Share as much information as you can

"People are blown away by the information you can get on MOMA, our intranet. Because there is so much information shared across the company, employees have insight into what's happening with the business and what's important."

"We also have people do things like Snippets. Every Monday, all the employees write an email that has five to seven bullet points on what you did the previous week. Being a search company, we take all the emails and make a giant Web page and index them."

"If you're wondering, 'Who's working on maps?' you can find out. It allows us to share what we know across the whole company, and it reduces duplication."


6. Users, users, users

"I used to call this 'Users, Not Money.' We believe that if we focus on the users, the money will come. In a truly virtual business, if you're successful, you'll be working at something that's so necessary people will pay for it in subscription form. Or you'll have so many users that advertisers will pay to sponsor the site."


7. Data is apolitical

"When I meet people who run design at other organizations, they're always like, 'Design is one of the most political areas of the company. This designer likes green and that one likes purple, and whose design gets picked? The one who buddies up to the boss.'

Some companies think of design as an art. We think of design as a science. It doesn't matter who is the favorite or how much you like this aesthetic versus that aesthetic. It all comes down to data. Run a 1% test [on 1% of the audience] and whichever design does best against the user-happiness metrics over a two-week period is the one we launch. We have a very academic environment where we're looking at data all the time.

We probably have somewhere between 50 and 100 experiments running on live traffic, everything from the default number of results to underlined links to how big an arrow should be. We're trying all those different things."


8. Creativity loves constraints

"This is one of my favorites. People think of creativity as this sort of unbridled thing, but engineers thrive on constraints. They love to think their way out of that little box: 'We know you said it was impossible, but we're going to do this, this, and that to get us there.'"


9. You're brilliant? We're hiring

"When I was a grad student at Stanford, I saw that phrase on a flyer for another company in the basement of the computer-science building. It made me stop dead in my tracks and laugh out loud."

"A couple of months later, I'm working at Google, and the engineers were asked to write job ads for engineers. We had a contest. I put, 'You're brilliant? We're hiring. Come work at Google,' and got eight times the click rate that anyone else got.

"Google now has a thousand times as many people as when I started, which is just staggering to me. What's remarkable, though, is what hasn't changed--the types of people who work here and the types of things that they like to work on. It's almost identical to the first 20 or so of us at Google."

"There is this amazing element to the culture of wanting to work on big problems that matter, wanting to do great things for the world, believing that we can build a successful business without compromising our standards and values."

"If I'm an entrepreneur and I want to start a Web site, I need a billing system. Oh, there's Google Checkout. I need a mapping function. Oh, there's Google Maps. Okay, I need to monetize. There's Google AdSense, right? I need a user name and password-authentication system. There's Google Accounts."

"This is just way easier than going out and trying to create all of that from scratch. That's how we're going to stay innovative. We're going to continue to attract entrepreneurs who say, 'I found an idea, and I can go to Google and have a demo in a month and be launched in six.'"