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AN HOLISTIC APPROACH ON SELF –REALIZATION , MENTAL ATTRIBUTES AND
BEHAVIOURAL TRAITS
Presented by
Ajal. A J SENSES
NON SENSE
EyeEye BrainBrain
TongueTongue
BrainBrain NoseNose
Eat
Eat
SpeechSpeech TasteTaste
The tongue moves and pushes a small bit of food along with saliva into your esophagus, which is a food pipe that leads from your throat to your stomach.
• The top of your tongue is covered with a layer of bumps called papillae
• . Papillae help grip food and move it around while you chew.
• They contain your taste buds, so you can taste everything.
SmellSmell
BreatheBreathe TasteTaste
Visual, Auditory & KinaestheticVisual, Auditory & Kinaesthetic
If I could If I could SHOWSHOW you a you a CLEARCLEAR way in which we way in which we could (potential benefit or their values), you would could (potential benefit or their values), you would at least want to at least want to LOOK LOOK at it, wouldn't you?at it, wouldn't you?
So if this So if this LOOKS GOODLOOKS GOOD to you we can go ahead to you we can go ahead and and FOCUSFOCUS on how to do it. Can’t we? on how to do it. Can’t we?
If I could If I could TELL TELL you a way in which we could you a way in which we could (potential benefit or their values), you would at (potential benefit or their values), you would at least want to least want to HEARHEAR about it, wouldn't you? about it, wouldn't you?
So if this So if this SOUNDS GOODSOUNDS GOOD we can go ahead and we can go ahead and DISCUSSDISCUSS how to do it. Can’t we? how to do it. Can’t we?
If I could help you If I could help you GET A HOLD OFGET A HOLD OF a a CONCRETECONCRETE way in which we could (potential benefit or their values), way in which we could (potential benefit or their values), you would at least want to you would at least want to GET A FEEL GET A FEEL for itfor it , wouldn't , wouldn't you?you?
If this If this FEELS SOLID FEELS SOLID to you we can go ahead and to you we can go ahead and FIRM UPFIRM UP on how to do it. Can’t we? on how to do it. Can’t we?
Exercise: Timed pair shareExercise: Timed pair share
1.1. Topic: YOUR CHOICE Topic: YOUR CHOICE
2.2. Take 5 minutes to thinkTake 5 minutes to think
3.3. Partner A shares partner B listensPartner A shares partner B listens
4.4. Partner B responds then says” One thing I Partner B responds then says” One thing I learned listening to you was..”learned listening to you was..”
5.5. Partners switch rolesPartners switch roles
Common sense is not so common why ?
Search
Query: “someone smiling”
Caption: “A mother helping her child take her first step”
When you are happy, you smile
You become happy when someone you love accomplishes a milestone
Taking one’s first step is a milestone
Parents love their children
Need of the hour !
• The need is to reconsider the goals
• Mental Amplification
• Thanks to engineering, we can travel faster and farther than our muscles can take us, see things we can’t otherwise see, talk louder than our lungs can shout.
Expert Systems
• So why do the “expert” systems have this problem?
• Because they don’t have common sense
• The expert systems only know equations and variables.
So How do weimplement
Common Sense?
What is this “Knowledge”?
• Millions of facts, rules of thumb etc.
• Represented as sentences in some language.
• If the language is Logic, then computers can do deductive reasoning automatically.
• This representation of a set of concepts within a domain and the relationships between those concepts is called Ontology
• The sentences are expressed in formal logic notation.
• The words and the logic sentences about them are called Formal Ontology
Drawbacks
• There is no single Ontology that works in all cases.
• Adding knowledge is a very tedious process.
23
Decisions are Decisions are made at the made at the
margin.margin.
24
Marginalism…Marginalism…
Few, if any, decisions are “all-or-nothing”.Marginal means additional or one
more.We are constantly facing marginal
choices.
CommonSenseEconomics.com 25
Marginal Decision Examples…Marginal Decision Examples…
How much do you clean your house or room? ◦ Do you clean until 100% of
the dirt and clutter has been removed when its just you and no company is expected?
26
Secondary Effects or Long Range Secondary Effects or Long Range ConsequencesConsequences
A person“…must trace not merely the immediate
results but the results in the long run, not merely the primary consequences but the secondary consequences, and not merely the effects on some special group but the effects on everyone.”
- Henry Hazlitt [1979]Economics in One Lesson
What Is Organizational Behaviour?What Is Organizational Behaviour?
1. What is organizational behaviour?2. Isn’t organizational behaviour common
sense? Or just like psychology?3. How does knowing about organizational
behaviour make work and life more understandable?
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Flexibil i ty
Control
Mentor Innovator
BrokerFacil i tator
Monitor Producer
Coordinator Director
Inte
rnal
Foc
usE
xtern al Focus
Roles and Skills in the New Environment
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
The Layers of I vs We
The Organization
NegotiationConflictCommunicationGroups and teams
Power and politics
The Group
EmotionsValues and attitudesPerceptionPersonality
Motivating self and others
The Individual
ChangeOrganizational cultureDecision makingLeadership
Groups and teams
Cause and Effect Equation?Cause and Effect Equation?
Chapter 1, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.Copyright © 2004 Pearson Education Canada Inc.
Toward an Discipline
Social psychology
Psychology
Behavioural science
Contribution Unit ofanalysis
Output
Anthropology
Sociology
Political science
Study ofOrganizational
Behaviour
Organizationsystem
LearningMotivationPerceptionTrainingLeadership effectivenessJob satisfactionIndividual decision makingPerformance appraisalAttitude measurementEmployee selectionWork designWork stress
Group dynamicsWork teamsCommunicationPowerConflictIntergroup behaviour
Formal organization theoryOrganizational technologyOrganizational changeOrganizational culture
ConflictIntraorganizational politicsPower
Organizational cultureOrganizational environment
Behavioural changeAttitude changeCommunicationGroup processesGroup decision making
Group
Comparative valuesComparative attitudesCross-cultural analysis
Individual
Know your outcomeKnow your outcome
Communication needs an outcome
References
1. Marvin Minsky, Why People Think Computers Can’t, AI Magazine, vol. 3 no. 4, Fall 1982.
2. Douglas B Lenat, Keynote address: computers vs common sense, Proceedings of the 1991 ACM SIGMOD international conference on Management of data, April 1991.
3. Douglas B Lenat, R V Guha, Karen Pittman, Dexter Pratt and Mary Shepherd, Cyc: toward programs with common sense, Communications of the ACM, 1990.
4. Douglas B Lenat, George Miller and Toshio Yokoi, CYC, WordNet, and EDR: critiques and responses, Communications of the ACM, 1995.
5. Talk by Douglas Lenat, Google techtalks, May 2006