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A slave is he who cannot speak his thoughts.
As he drove along the highway, a guy kept seeing billboards with beautiful, tanned people and the words: Visit the Garden of Hedon. His curiosity got the best of him and he turned off the road at the entrance to the place a few miles down the road. He went inside a building marked "Registration" and saw an attractive woman sitting at a desk.
"Exactly what do you do here?" he asked.
"It's quite simple," said the receptionist. "This is a nudist camp. We take off all our clothes and commune with nature."
"Cool," said the guy, "count me in!" So he paid his membership fee, took off his gear and strolled off. As he walked
along a path, he saw a big sign which read, "Beware of Gays." A little further along he saw another sign which read the
same thing: "Beware of Gays."
He continued walking until he came to a small clearing which had a bronze plaque set in the ground. He bent over to read the plaque and it said, "Sorry, you've had two warnings!"
To make it wet, you suck it !
To make it stiff, you lick it !
To get it in, You push it!
Damn !!!!!!!
Got wrong thoughts, I'm threading a needle ....
Well, you wanted a brother, so we're making you one.
The next day, the father walks outside and sees his son poking away on the family junker's tailpipe.
"Son...what the hell are you doing!!!"
And the son replied - "Mom said she wanted an new car, so I'm making her one!"
Agree you have done GREAT………….. BUT BUT BUT BUT
25 x 4s = 100
3 x 6s = 18
IT implies that you have done 118 Runs in 28 Balls.
And 12 x 2s = 24
58 x 1s = 58
IT means you have done all 200 Runs in only 98 balls
So you have wasted 147-98 = 49 balls
Considering only 1 run scored on each of these balls you could have earned 49 valuable RUNS FOR OUR TEAM
MANAGER'S COMMENT: So you only met the expectations and NOT EXCEEDING (though anyone of our team could not do it) and your rating is 3 TRY TO IMPROVE NEXT TIME..
Yagna is a metaphor for a process where there is an input (Svaha) and an output (Tathastu). As is the Svaha, so is the Tathastu. As one sows, so does one reap! As any data warehousing expert will say: rubbish in leads to rubbish out.
The corporate world is full of processes. Yagnas are taking place in the conference rooms, in the board rooms, in meeting rooms, in town hall meetings, in brain storming sessions, in review meetings, in client interactions. But there is one problem. No one is sure, who is the Rishi, who is the Yajaman and who is the Bhagavan.
The commercial director of a company felt the need for a content management software. He spoke to the IT director and after a whole series of discussions and debates, funds were approved by the MD for the software. The sales director was made responsible for setting it up. And IT department was made responsible for training the executives. That is when the problem began.
No one knew for whom was the program, who would benefit from it, who would have to enter data in it, who would have to work with it and why was it actually needed. Of course, the software firm hired to do the job had a whole set of forms that if filled correctly would answer all these questions but who had the time to fill up those reams and reams of papers. Who knew the answer? The people asking the questions were only doing so to complete their job. "Just put something in every field of all the forms; no one cares what is actually written, expect the quality check department," they said without actually saying so. So something was written, something was filed, a whole series of meetings took place and, in the stipulated period of time, the content management software was set up. Training was also conducted. Participants had to participate because they were told to do so by the boss. They did not know why they were being trained and how the software would impact their lives, if at all. But the training was conducted in the stipulated period of time.
A few weeks later the CFO had to pay for the software and the training. He wanted to check if the software was serving its purpose. What he found was shocking! Yes, the training had been done, the software had been set up, all the stipulated forms had been filled, but no one actually used it. "Don't ask me," said the IT director. "Don't ask me," said the software company . "Don't ask me," said the IT director. "Don't ask me," said the sales director. "Don't ask me," said the MD. All eyes fell on the commercial director, and he argued, "Excuse me, did we all not agree that that this software was good for us. We all signed the contract, did we not?"
This is not an uncommon occurrence in many organizations, especially large ones. Processes take place with no one clear who is the benefactor or the beneficiary. Everyone just performs the tasks because process demands it. Yes there are process-owners but this has more to do with accountability than ownership. If there is an audit of the process, the process-owner can be questioned – this seems to be his sole role. He does not consider himself beneficiary or benefactor.
Often meetings are held and projects initiated without clarity about who is the Yajaman and who is the Bhagvan leading to action without output.
Every human interaction has a Yajaman (the beneficiary) and a Bhagvan (the benefactor). Yajaman does the Svaha and the Bhagavan, if pleased, provides the Tathastu. Clarity of this thought enables interactions to have fruitful outcomes. This idea is not new, but cultural terminologies such as these add soul to other wise bland functional words.
On investigation, the MD realized that the content management software was for the benefit of his sales staff but the input had to be provided by the marketing team. The IT team and the software teams were merely enablers – the Rishis, who had no stake in the input or output. Once this clarity emerged, a meeting was called. The Yajaman was clearly identified. He had to take the role, not because the MD said so but because it was important. He had an interesting point, "What is the use of this expensive software? Let us check if knowledge exchange between marketing and sales actually takes place by other methods." An investigation revealed that this did take place by email and snail mail – but the sales men did not actually read what was given. How was the content management software going to change that? The problem was deeper and one that could not be solved by a software. Once the Yajaman identified the problem, a whole series of solutions were thought of, ones that would impact the balance sheet positively and not one that would indulge the fascination of one director for software toys.