ajal 6 sense

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