“Here are the two abutments of a bridge,” the instructor said.
“Use the resources here and make a bridge.”
Straightforward, right? Ten minutes were given. The task was clear. But within moments, the atmosphere changed.
As the participant began working, the barrage began:
“You’ve seen a bridge before, right?”
“Then why are you struggling?”
“Come on! This is how you cut a string!”
“You don’t even know how to use scissors?”
“Very bad. Useless!”
The instructions kept shifting too:
“You have ten minutes.”
A few seconds later: “Two minutes! I want the bridge in two minutes!”
Nothing felt fair, nothing felt steady, and nothing felt supportive. The goal was simple—build a bridge—yet the noise made it feel impossible.
But this wasn’t really about building a bridge.
When the time was up, the instructor revealed the point of the entire exercise:
In real life—especially in projects, teams, and leadership roles—you will face exactly this.
People will taunt you.
Communication will be unclear.
Specifications will be missing.
Attitudes will be negative.
Deadlines will shift without warning.
So what do you do?
You shut out the noise.
You focus on the task.
You preserve your attitude, even when others don’t.
As the instructor summed it up:
“When you start judging others’ attitude, you risk losing your own. Ignore the noise and finish the task.”
Leadership isn’t about complaining that instructions weren’t perfect.
It isn’t about reacting to every negative comment.
It isn’t about panicking when chaos hits.
Leadership is about composure.
About focusing on the next step.
About maintaining your internal clarity even when the environment lacks it.
And perhaps the most powerful line from the session:
“Good managers never panic. They give an iron handshake with a velvet cushion.”
Firm.
Steady.
Respectful.
Calm under pressure.
This bridge-building exercise was more than a game. It was a miniature version of stress interviews, competitive work environments, and real-world messy situations where confusion and distractions are deliberately created.
And the message is simple:
Look at the task.
Do what needs to be done.
Move on.
Good luck—and when the noise gets loud, just remember the bridge.
Stress interviews are designed to rattle you. They test not your knowledge, not your technical expertise, but your composure under pressure. Recently, I came across a brilliant example where an interviewer used a deceptively simple puzzle to push a candidate to the edge:
“Draw me a triangle with two lines.
No folding the paper. No using the edges.
Can you, or can you not?”
The candidate tries.
Fails.
Gets flustered.
Tries a square with three lines instead.
Fails again.
All while the interviewer fires questions in a firm, unrelenting tone.
We’ve all been there: when the pressure is intentionally dialed up, your mind goes blank, your breath shortens, and even the simplest tasks suddenly feel impossible.
But as Prof. VKJ later explains, the goal of such interviews isn’t the puzzle — it’s your reaction.
Why Stress Interviews Exist
Stress interviews are commonly used for roles that require strong emotional resilience—
• HR professionals negotiating with unions
• Customer service managers handling irate clients
• Airline staff dealing with angry passengers
• Any job where you must stay calm while the world around you gets loud
In these situations, the interviewer isn’t looking for the right answer.
They want to see:
Do you lose your cool?
Do you crumble?
Do you get agitated?
Or do you stay steady, collected, and thoughtful under pressure?
The Real Test: Staying Still
Prof. VKJ shares an essential insight:
“You win this interview if you don’t get agitated.”
When the pressure rises, the best strategy is surprisingly simple:
1. Take a deep breath
A moment of calm can reset your thinking.
2. Keep your eyes steady
Eye contact signals confidence even when your mind is racing.
3. If you know the answer, give it.
Clear, concise, composed.
4. If you don’t know the answer — stay still.
Don’t fidget.
Don’t ramble.
Don’t panic.
Stillness is power.
Stillness signals control.
Even if the panel tries to provoke you
—even if they tell you to leave—
your steadiness becomes your strength.
The Trick in the Question
Here’s where the interviewer’s puzzle gets interesting:
“Draw a triangle with two lines.”
Most people assume: A triangle must be drawn using only two lines.
Impossible.
But the question never said “only two lines.”
It said “with two lines.”
That means as long as a triangle appears with two lines in it, you're good:
You can draw one full triangle, then add two lines to accompany it.
You can use two lines to form part of the triangle while another line closes it.
The interpretation is flexible — if you stay calm enough to think.
The same applies to the three-line square puzzle.
Stress clouds creativity.
Calm enables clarity.
The Real Lesson
A stress interview isn’t meant to test your intelligence — it’s meant to test your inner stillness.
When you're calm under pressure, you win.
When you let the situation shake you, you lose.
So the next time someone fires rapid questions at you, challenges your response, or tries to unsettle you:
Breathe.
Stay still.
Think.
Answer only when ready.
Because sometimes, succeeding in the interview has nothing to do with the puzzle —
and everything to do with the person solving it.
Good luck, folks. And remember: the triangle isn’t the test. You are.
We’ve all been there—watching self-improvement videos, taking notes, and feeling inspired to change… only to fall back into old habits days later. Why does this happen? Why do we struggle to act on what we know we should do? After mentoring thousands of students, I’ve identified four core roadblocks—and solutions to break free.
1. Lack of Focus & Discipline
Problem: You sit down to study, but within minutes, your phone buzzes. Social media, Netflix, or random web surfing hijack your attention. Hours vanish, leaving guilt and unfinished tasks. Solution: Track your screen time. Delete distracting apps or set strict limits. Designate "focus hours" daily—no exceptions. Start small: 25 minutes of deep work, followed by a 5-minute break. Gradually increase this as your mental stamina grows.
2. Low Self-Confidence
Problem: Past failures or criticism make you doubt your abilities. You avoid big goals, thinking, “What if I fail?” This fear becomes a self-fulfilling prophecy. Solution: Rewire your mindset with daily affirmations: “I am capable. I will succeed.” Read books like The Greatest Secret to reprogram limiting beliefs. Celebrate small wins—finishing a chapter, solving a tough problem—to build momentum.
3. Chasing the Wrong Path
Problem: You’re working hard, but on the wrong goals. Maybe peer pressure or societal expectations pushed you into engineering, medicine, or MBA prep—even if your heart isn’t in it. Solution: Pause. Ask: “Is this MY dream, or someone else’s?” Align your efforts with your strengths and passions. If coding drains you but writing excites you, pivot. Success requires direction, not just speed.
4. Complacency
Problem: You settle for “good enough.” “My grades are okay.” “I’ll figure out placements later.” Comfort zones feel safe but breed regret. Solution: Visualize the cost of inaction. If you slack now, you’ll face stress later—job insecurity, financial dependence, or missed opportunities. Write down where you want to be in 5 years. Let that hunger drive you.
Your 4-Step Roadmap to Progress
Assess Your Starting Point:Where are you today? Be brutally honest. Are you spending 4 hours daily on TikTok? Struggling with basics in your field? Write it down.
Define Clear Goals:Where do you want to be? “I want a ₹20LPA job at a top tech firm” beats vague goals like “I want a good job.”
Build a Step-by-Step Plan:
Month 1: Master core subjects (e.g., DSA for coders).
Month 6: Apply for internships with a polished portfolio.
Set Deadlines: Assign timelines to each milestone. “Finish Python basics by July” creates urgency.
The Secret Weapon: Self-Accountability
Your parents’ stress about your future isn’t just their burden—it’s a wake-up call. Every minute wasted today steals time from your future. Use tools like screen-time trackers, study schedules, and peer groups to stay on track.
Ask yourself daily: “Is this action moving me closer to my goal?” If not, cut it out. Replace Netflix binges with skill-building courses. Swap casual hangouts with study sessions.
Remember: Life rewards those who prioritize long-term gains over short-term dopamine. You aren’t competing with others—you’re racing against your own potential.
Start today. Write your goals. Take one step. Repeat. The rest will follow.
Renowned psychologist Daniel Kahneman opted for assisted suicide in Switzerland, sharing his decision with close friends. He believed the burdens of life would outweigh its benefits. His choice, seen by some as consistent with his research, was deeply personal and not intended as a public statement.
Nobel Laureate and a psychologist, best known for his work on psychology of judgment and decision-making as well as behavioural economics, Daniel Kahneman took the decision of ending his own life, a Wall Street Journal report said.
The report, published on Friday, said that shortly before Kahneman died in March last year, he sent an email to his friends saying that he was choosing to end his own life in Switzerland.
“I have believed since I was a teenager that the miseries and indignities of the last years of life are superfluous, and I am acting on that belief. Most people hate changing their minds,” he said, “but I like to change my mind. It means I’ve learned something…” read the email Kahneman wrote to his friends before flying to Switzerland.
While the world mourned his death last year, only close friends and family knew that it transpired at an assisted-suicide facility in Switzerland. “Some are still struggling to come to terms with his decision,” the report said.
His last email went on to say: “I am not embarrassed by my choice, but I am also not interested in making it a public statement. The family will avoid details about the cause of death to the extent possible, because no one wants it to be the focus of the obits. Please avoid talking about it for a few days.”
Who was Daniel Kahneman?
Kahneman was one the world's most influential thinkers, a psychologist at Princeton University, winner of the Nobel Prize in economics in 2002 and author of the international bestseller ‘Thinking, Fast and Slow’ published in 2011.
Born on March 5, 1934, in Tel Aviv, British Mandate of Palestine (now Israel), Kahneman lived in Paris but moved to Palestine with his mother and sister after his father's death in 1944.
He studied psychology at Hebrew University and the University of California, earning his Ph.D. in 1961. Kahneman researched on decision-making under uncertainty resulting in the formulation of a new branch of economic, prospect theory.
Kahneman's award wining research
“Before his groundbreaking research, economists had long assumed that human beings are rational. By that, they meant that people’s beliefs are internally consistent, they make decisions based on all the relevant information and their preferences don’t change,” the WSJ said.
However, Kahneman refuted this definition of rationality. He also did not contend that people are irrational. Instead, he argued that “they are inconsistent, emotional and easily fooled—most easily of all, by themselves… In short, he made the case that people are neither rational nor irrational; they are, simply, human," the report said.
His decision to take his life
The WSJ report added, “Some of Kahneman’s friends think what he did was consistent with his own research. ‘Right to the end, he was a lot smarter than most of us,’ says Philip Tetlock, a psychologist at the University of Pennsylvania. ‘But I am no mind reader. My best guess is he felt he was falling apart, cognitively and physically. And he really wanted to enjoy life and expected life to become decreasingly enjoyable. I suspect he worked out a hedonic calculus of when the burdens of life would begin to outweigh the benefits—and he probably foresaw a very steep decline in his early 90s.. I have never seen a better-planned death than the one Danny designed'.”
His friends and family say that Kahneman’s choice was purely personal; he didn’t endorse assisted suicide for anyone else and never wished to be viewed as advocating it for others.
Some of his friends knew about his plans before he went to Switzerland. Despite their efforts to talk him into deferring his decision, he wouldn't budge. In fact, he had to ask a friend to stop after they relentlessly pleaded with him.
“Life was certainly precious to him. Kahneman and his Jewish family had spent much of his childhood hiding from the Nazis in southern France during the Holocaust. ‘We were hunted like rabbits,’ he said,” the WSJ said.
His final words in his final email were: “I discovered after making the decision that I am not afraid of not existing, and that I think of death as going to sleep and not waking up. The last period has truly not been hard, except for witnessing the pain I caused others. So if you were inclined to be sorry for me, don’t be,” the report said.
Ref
Beyond Energy: Building Charisma Through Purpose (and Discovering Your Why)
We've all seen leaders command attention with raw energy, delivering electrifying speeches and igniting enthusiasm. Steve Ballmer's legendary Microsoft rallies – a whirlwind of excitement – come to mind. But how often does that initial spark translate into lasting loyalty and tangible results? Too often, the flame sputters, leaving only fleeting memories. Microsoft's enduring success stemmed more from Bill Gates's clear vision – to empower individuals through technology – than ephemeral exuberance. Consider, too, Jacinda Ardern, whose compassionate leadership during crises inspired global admiration and fostered a sense of unity within New Zealand.
Today's employees and customers demand authenticity; energy alone isn't enough. Energy excites, but charisma inspires. Charisma, fueled by a deeply held "WHY," is the bedrock of truly powerful and sustainable leadership.
Charisma arises from profound conviction in a purpose transcending self-interest – an unwavering belief in a "WHY." It inspires dedication, motivates action, and generates lasting impact. Energy, while valuable, is transient and easily replicated. Motivational speakers electrify crowds, but their words often vanish quickly. As Simon Sinek argues in Start With Why, people don't buy what you do; they buy why you do it.
Neil Armstrong wasn't merely motivated to be an astronaut; his childhood dream to fly, fueled by wonder and a desire to expand human achievement, propelled him. His "WHY" drove him to accept unimaginable risks. Consider a teacher committed to transforming students' lives despite low pay and challenges. Perhaps their "WHY" is a belief in education's transformative power, sustaining them through difficult days. A powerful "WHY" transcends job title or industry; it's the engine driving passion and resilience. Even Jeff Sumpter, a banker, despite not having a passion for banking, is driven by his "WHY" for doing it.
The Cone of Leadership: Visualizing the Organizational Structure
Let's visualize Sinek's Golden Circle (WHY, HOW, WHAT) in three dimensions as a cone, representing organizational structure.
At the apex, representing the "WHY," sits the leader, the visionary, the keeper of the organization's purpose. They articulate the reason for existence, the impact the organization seeks to make. The "HOW" level encompasses senior executives and infrastructure builders, inspired by the leader's vision and responsible for bringing it to life. They translate the "WHY" into actionable strategies and processes. At the base, the "WHAT" level represents the employees and tangible actions – the products, services, and day-to-day operations. This is where the vision becomes reality. Essentially, the "WHY" dictates the "HOW" and the "WHAT."
Imagine a non-profit dedicated to providing clean water in developing countries. The leader's "WHY" might be a deep-seated belief that everyone deserves access to this basic human right. The "HOW" team would develop sustainable water purification systems and build partnerships with local communities. The "WHAT" team would then implement these systems, train local personnel, and monitor water quality. Clear communication is crucial within the cone, from the top to the bottom and back again.
Potential Pitfalls of the Cone Model:
What happens if the "WHY" isn't effectively communicated down the cone? What if the "WHAT" team feels disconnected from the overall purpose, leading to disengagement and decreased productivity? Consistent communication, transparent decision-making, and opportunities for team members to connect with the "WHY" on a personal level are key. If the "WHY" is merely lip service, the cone becomes a hollow structure. A disconnect between the stated "WHY" and the lived reality can breed cynicism and erode trust.
The Power of the WHY-HOW Partnership: From Vision to Reality
Great achievements require a powerful partnership between those who know why (the visionaries) and those who know how (the implementers). Look at Walt and Roy Disney. Walt was the dreamer, the creative genius with a passion for animation and storytelling. Roy, on the other hand, was the pragmatic business mind who built the financial and operational infrastructure that allowed Walt's vision to flourish. Without Roy's ability to turn Walt's dream into a sustainable business, Disney might have remained a small studio. Similarly, Bill Gates had the vision of a PC on every desk, but it was Paul Allen who built the company. Consider a startup where the visionary founder has brilliant ideas but lacks the operational expertise to execute them. Without a strong "HOW" partner, the company might struggle to scale and ultimately fail.
Vision vs. Mission: Defining Your Purpose with Clarity
The vision statement articulates why a company exists – the founder's intent, the driving purpose, the future they want to create. The mission statement describes how the company intends to create that future – the guiding principles, the specific strategies, the concrete steps they will take.
Consider Charity: Water. Their vision is a world where everyone has access to clean and safe drinking water. Their mission is to bring clean and safe drinking water to people in developing countries, using transparent fundraising models and sustainable solutions. The mission provides concrete steps towards achieving the broader vision. A clear vision inspires, while a clear mission provides direction.
The Role of Values: Anchoring Your "WHY" in Principles
Your "WHY" isn't just a statement of purpose; it's a reflection of your core values. These values guide your decisions, shape your culture, and define your brand. A company whose "WHY" is to empower individuals through technology might value innovation, accessibility, and user-centric design. These values would then inform every aspect of their business, from product development to customer service.
Consider Patagonia. Their "WHY" is deeply rooted in environmentalism. This value is reflected in their commitment to sustainable manufacturing practices, their advocacy for environmental protection, and their willingness to donate a percentage of their profits to environmental causes. Their values aren't just words on a wall; they are the guiding principles that drive their actions.
I once worked for a small startup that claimed to value "radical transparency." However, when a critical project fell behind schedule due to management missteps, the leadership team actively suppressed information and avoided open communication with the rest of the team. The disconnect between their stated values and their actual behavior created cynicism, distrust, and ultimately, a mass exodus of talented employees. This experience taught me that values are only meaningful when they are consistently lived and embodied by leadership.
Amplifying Your "WHY": The Megaphone Analogy
A clear "WHY" is essential, but it needs to be heard. The cone – your organization – acts as a megaphone, amplifying that message to a wider audience. But if the message is muddled, the megaphone will only amplify the confusion. Clarity must come first. A powerful "WHY" must be communicated effectively and consistently to resonate with employees, customers, and stakeholders alike. Use storytelling, visual branding, and consistent messaging to reinforce your purpose.
Living the "WHY": Consistency and Accountability
A clear sense of "WHY" sets expectations and requires a higher standard of accountability. You can't just talk the talk; you have to walk the walk. This consistency is what builds trust and fosters long-term loyalty. If a company's "WHY" is to provide exceptional customer service, every employee, from the CEO to the front-line staff, must be empowered and trained to deliver on that promise. Actions must align with stated purpose.
Loyalty and Sustainability
Companies like Virgin and Apple repeat their success because of their loyal followings who are connected to their "WHY." This loyal following is built through consistent demonstration of their "WHY". People aren't just buying products; they're buying into a belief system, a vision of the future. They believe in the brand's purpose and see themselves as part of something bigger. This creates a powerful emotional connection that transcends mere transactions. Apple's loyal customers aren't just buying iPhones; they're buying into Apple's "WHY" - a belief in challenging the status quo and empowering individuals through innovative technology.
Ron Bruder: A "WHY" That Transforms Industries (A Story of Purposeful Impact)
Ron Bruder exemplifies the power of a purpose-driven "WHY." He consistently applies his belief – that showing alternative routes are possible can transform lives – to revolutionize multiple industries. In the 1980s, he transformed the travel industry by computerizing Greenwell Travel, demonstrating that technology could empower travel agents and improve customer service. Later, he founded Brookhill, a pioneer in brownfield redevelopment, cleaning up environmentally contaminated properties and turning them into valuable assets, proving that environmental responsibility and economic development could go hand-in-hand.
Today, he's working towards world peace through the Education for Employment (EFE) Foundation, an organization that provides young people in the Middle East and North Africa with the skills and opportunities they need to build better lives. EFE has helped over 200,000 young people gain employment, boosting the region's economy and empowering them to become active members of their communities and build a more prosperous future. Bruder's "WHY" – empowering individuals to create their own opportunities – is the driving force behind his diverse and impactful career.
Movements are Personal: Belonging and Connection
Lasting change happens when people personally connect with the "WHY" and feel like they belong to something bigger than themselves. It's about creating a movement, not just a business. Share stories that illustrate your "WHY" in action. Create opportunities for employees and customers to connect with your purpose on a personal level. Foster a sense of community and shared values. Zappos, for example, fosters a strong sense of community by encouraging employees to be themselves and empowering them to make decisions that align with the company's "WHY" of delivering happiness.
The Dark Side of "WHY": Ethical Considerations
While a strong "WHY" can be a powerful force for good, it's important to acknowledge the potential for misuse. A compelling purpose can be used to manipulate people, justify unethical behavior, or create a cult-like following.
Enron: Enron had a "WHY" centered around innovation and pushing boundaries, but this was twisted to justify fraudulent accounting practices that ultimately destroyed the company. Their "WHY" became a smokescreen for greed and unethical behavior.
Volkswagen: Volkswagen's "WHY" could be seen as providing accessible and reliable transportation. However, they intentionally deceived regulators and customers by installing "defeat devices" in their diesel vehicles to cheat emissions tests. Their pursuit of market share and profitability led them to compromise their integrity and betray the trust of their stakeholders.
Aggressive Growth at All Costs: A company whose "WHY" is to "disrupt" an industry can lead to unethical practices if the company prioritizes growth and market dominance above all else. This might involve predatory pricing, exploiting workers, or cutting corners on safety.
History is filled with examples of leaders who used their "WHY" to justify horrific acts. A powerful "WHY" can be used to bypass critical thinking and manipulate followers through techniques like:
Groupthink: A compelling "WHY" can create a strong sense of in-group loyalty, leading individuals to suppress dissenting opinions and conform to the dominant viewpoint, even if it's unethical.
Confirmation Bias: People are naturally inclined to seek out information that confirms their existing beliefs. A charismatic leader can exploit this bias by selectively presenting information that supports their "WHY" and ignoring evidence to the contrary.
Practical Safeguards:
Regular Ethics Audits: Conduct regular audits of your organization's practices to ensure they align with your stated values and ethical principles.
Diverse Perspectives in Decision-Making: Create a culture where diverse perspectives are valued and encouraged. Seek out input from individuals with different backgrounds, experiences, and viewpoints.
Whistleblower Protection: Implement robust whistleblower protection policies to encourage employees to report unethical behavior without fear of retaliation.
Independent Oversight: Establish an independent board or committee to oversee ethical conduct and ensure accountability.
It's crucial to ensure that your "WHY" is aligned with strong ethical principles and that you are transparent about your intentions. Critical self-reflection is essential to ensure your "WHY" remains grounded in ethics and integrity. A "WHY" without ethical grounding is a dangerous weapon.
Limitations of the "Start With Why" Model: A Critical Perspective
While Sinek's "Start With Why" framework provides valuable insights into leadership and purpose, it's not without its critics. Some argue that the model is overly simplistic and doesn't account for the complexities of organizational dynamics.
The "WHAT" Can Drive the "WHY": A strong "WHAT" – a compelling product or service – can sometimes drive the development of a "WHY," rather than the other way around. Consider a small, local bakery that initially focused solely on creating delicious bread ("WHAT"). Over time, they might realize that their "WHY" is to bring joy and connection to their community through food.
Evolving "WHYs": An organization's "WHY" can evolve over time as the business landscape changes. A company that initially focused on providing affordable technology might later shift its "WHY" to empowering individuals through access to information.
Oversimplification of Motivation: The model can oversimplify human motivation. While purpose is important, factors like compensation, job security, and work-life balance also play significant roles in employee satisfaction and performance.
Despite these limitations, the "Start With Why" model remains a valuable framework for understanding the importance of purpose in leadership and organizational success. It provides a starting point for exploring your own "WHY" and aligning your actions with your values.
Beyond "Start With Why": Cultivating a Purpose-Driven Culture
The "Start With Why" model is a fantastic starting point, but to truly cultivate a purpose-driven culture, leaders should also focus on:
Regularly revisiting and refining their "WHY": The business landscape is constantly evolving. Ensure your "WHY" remains relevant and inspiring. For example, a technology company that initially focused on connecting people might need to refine its "WHY" to address concerns about privacy and data security.
Empowering employees to connect with the "WHY" on a personal level: Create opportunities for them to share their own stories and perspectives. Host workshops where employees can explore how their individual roles contribute to the organization's overall purpose.
Integrating the "WHY" into all aspects of the organization: From hiring and training to performance reviews and strategic planning. Use the "WHY" as a filter for all major decisions. For example, when evaluating a new product idea, ask: "Does this align with our 'WHY'?"
Measuring the impact of your "WHY": Track metrics that reflect your progress towards achieving your purpose. If your "WHY" is to improve the health of your community, track metrics like community health indicators and participation in wellness programs.
Offer practical tools or resources: Explore books like "Conscious Capitalism" by John Mackey and Raj Sisodia, or "Dare to Lead" by Brené Brown, and consider workshops on values-based leadership.
Conclusion: Finding Your "WHY" and Inspiring Others
Don't mistake energy for charisma. Focus on understanding and articulating your "WHY." It's the foundation for inspiring loyalty, driving lasting change, and achieving sustainable success. It's the key to becoming a truly powerful leader.
Ready to discover your "WHY"? Try these exercises:
Reflect on your most fulfilling experiences: Think back to a time when you felt truly fulfilled at work or in your personal life. What were you doing? What motivated you? What impact did you have?
Identify the problems you want to solve: What are the biggest challenges facing your industry, your community, or the world? What problems do you feel passionate about addressing?
Define your core values: What principles are most important to you? What values guide your decisions and actions?
Share your "WHY" in the comments below and join our community of purpose-driven leaders using the WhatsApp link at the top of the page!
हम सब गलतियाँ करते हैं। यह इंसान होने का हिस्सा है। लेकिन क्या हो अगर हम समझ सकें कि हम गलतियाँ क्यों करते हैं, खासकर जब बात फैसले लेने और चुनाव करने की आती है? यही डैनियल काहनमैन की "थिंकिंग, फास्ट एंड स्लो" किताब का मकसद है। यह किताब हमारे दिमाग के छिपे हुए कामकाज को बताती है। इन दिमागी गलतियों को समझने से हमें अपनी निजी और पेशेवर जिंदगी में बेहतर फैसले लेने में मदद मिल सकती है।
याद कीजिए पिछली बार जब आपने ऑफिस की कोई चटपटी गॉसिप सुनी थी। मुमकिन है कि उसमें किसी ने गलत फैसला लिया होगा - शायद कोई रिस्की इन्वेस्टमेंट, गलत समय पर किया गया मज़ाक, या कोई बेकार प्रेजेंटेशन। हमें दूसरों के फैसलों पर बात करना अच्छा लगता है, है ना? यह मजेदार होता है, और सच कहूँ तो, इससे हमें थोड़ा ज़्यादा स्मार्ट महसूस होता है। लेकिन दूसरों की गलतियों में दिलचस्पी सिर्फ मनोरंजन के लिए नहीं है; यह खुद को बेहतर बनाने का एक रास्ता है। यह सोचकर कि दूसरे हमारे फैसलों को कैसे जज करेंगे, हम खुद की ज़्यादा आलोचना कर सकते हैं और आखिर में, समझदार बन सकते हैं।
यह किताब क्यों ज़रूरी है: बेहतर फैसले लेने का तरीका
तो, आपको दिमागी गलतियों की परवाह क्यों करनी चाहिए? क्योंकि उन्हें समझने से आपके फैसले लेने की क्षमता में बहुत सुधार हो सकता है। मान लीजिए कि आप एक हायरिंग मैनेजर हैं। अगर आपको दिमागी गलतियों के बारे में पता नहीं है, तो आप अनजाने में उन उम्मीदवारों को पसंद कर सकते हैं जो आपकी पिछली सफलता की तरह दिखते हैं, भले ही वे इस रोल के लिए सही न हों। इस "रिप्रेजेंटेटिवनेस ह्यूरिस्टिक" को पहचानकर, आप सही चीजों पर ध्यान दे सकते हैं और बेहतर ढंग से लोगों को काम पर रख सकते हैं। या अपनी आर्थिक स्थिति के बारे में सोचिए। "अवेलेबिलिटी ह्यूरिस्टिक" को समझने से हमें ज़्यादा समझदारी से इन्वेस्टमेंट के फैसले लेने में मदद मिल सकती है। मार्केट क्रैश के बारे में सनसनीखेज खबरों पर ज़्यादा ध्यान देने के बजाय, आप लंबे समय के रुझानों और डेटा पर ध्यान दे सकते हैं, जिससे आप भावनाओं में बहकर गलतियाँ करने से बच सकते हैं। ये बातें हमारे रिश्तों को भी बेहतर बना सकती हैं। "कंफर्मेशन बायस" (ऐसी जानकारी ढूंढना जो हमारी सोच को सही साबित करे) को पहचानने से हमें दूसरों के विचारों को समझने और उनके प्रति सहानुभूति रखने में मदद मिल सकती है।
"स्टीव द लाइब्रेरियन" और रिप्रेजेंटेटिवनेस ह्यूरिस्टिक
काहनमैन इन दिमागी गलतियों को यादगार उदाहरणों से समझाते हैं। "स्टीव द लाइब्रेरियन" के बारे में सोचिए। अगर आप स्टीव से मिलते हैं, जो शर्मीला, शांत और किताबों का शौकीन है, तो उसके लाइब्रेरियन या किसान होने की संभावना ज़्यादा है? ज़्यादातर लोग तुरंत कहेंगे "लाइब्रेरियन" क्योंकि स्टीव लाइब्रेरियन की तरह दिखता है। लेकिन, असल में, किसानों की संख्या लाइब्रेरियन से कहीं ज़्यादा है। यह रिप्रेजेंटेटिवनेस ह्यूरिस्टिक को दिखाता है: हमारी यह सोचने की आदत कि कुछ कितना मुमकिन है, यह इस बात पर निर्भर करता है कि वह किसी जानी-पहचानी चीज़ से कितना मिलता-जुलता है, भले ही वह चीज़ ज़्यादा मुमकिन न हो। इस गलती की वजह से हम बिना सोचे-समझे फैसले ले सकते हैं और ज़रूरी बातों को अनदेखा कर सकते हैं।
प्लेन क्रैश और अवेलेबिलिटी ह्यूरिस्टिक
इसी तरह, अवेलेबिलिटी ह्यूरिस्टिक बताता है कि हम प्लेन क्रैश में मरने के खतरे को ज़्यादा क्यों समझते हैं। इसकी वजह से हम ट्रैवल इंश्योरेंस पर ज़्यादा पैसे खर्च कर सकते हैं या प्लेन में सफर करने से डर सकते हैं, जबकि असल में प्लेन से ज़्यादा कार चलाना खतरनाक है। प्लेन क्रैश कम होते हैं, लेकिन उनकी खबरें बहुत ज़्यादा दिखाई जाती हैं और वे हमारी यादों में ताज़ा रहती हैं। क्योंकि ये तस्वीरें हमारी यादों में आसानी से उपलब्ध होती हैं, इसलिए हम कार दुर्घटनाओं जैसे ज़्यादा आम (लेकिन कम सनसनीखेज) कारणों से होने वाली मौतों की तुलना में उनकी संभावना को ज़्यादा समझते हैं। यह ह्यूरिस्टिक हमारी डरों से लेकर खरीदारी के फैसलों तक, सब कुछ प्रभावित करता है।
तेज़ और धीमा: सोचने के दो तरीके
इन गलतियों को समझने के लिए, काहनमैन "तेज़ सोचने" (बिना सोचे-समझे, अपने आप) और "धीमा सोचने" (सोच-समझकर, मेहनत से) की बात करते हैं। वे इन्हें "सिस्टम 1" और "सिस्टम 2" कहते हैं। सिस्टम 1 हमारे दिमाग का तेज़, बिना सोचे-समझे काम करने वाला हिस्सा है, जो तुरंत प्रतिक्रिया देने और बिना सोचे-समझे फैसले लेने के लिए ज़िम्मेदार है। यही आपको बताता है कि स्टीव शायद लाइब्रेरियन है। सिस्टम 1 प्राइमिंग से भी प्रभावित होता है, जहाँ एक चीज़ को देखने से दूसरी चीज़ के बारे में हमारी प्रतिक्रिया बदल जाती है, अक्सर बिना हमें पता चले। सिस्टम 2 हमारे दिमाग का धीमा, ज़्यादा सोचने-समझने वाला हिस्सा है, जो तर्क करने और समस्याओं को हल करने के लिए ज़िम्मेदार है। यही आपको बताएगा कि लाइब्रेरियन और किसानों की संख्या पर विचार करें। मान लीजिए कि आप कार चला रहे हैं। सिस्टम 1 रूटीन स्टीयरिंग और ब्रेकिंग का काम करता है, जबकि सिस्टम 2 तब काम करता है जब आपको अनपेक्षित ट्रैफिक मिलता है या आपको नया रास्ता ढूंढना होता है। इन दोनों सिस्टम के एक साथ काम करने के तरीके को समझना हमारी दिमागी गलतियों को पहचानने और उनसे बचने के लिए ज़रूरी है।
प्रोस्पेक्ट थ्योरी और लॉस एवर्जन
फैसले लेने के तरीकों का अध्ययन करने के बाद, काहनमैन और टवर्स्की ने अनिश्चित परिस्थितियों में फैसले लेने पर ध्यान दिया, जिससे प्रोस्पेक्ट थ्योरी का विकास हुआ। प्रोस्पेक्ट थ्योरी का एक ज़रूरी हिस्सा है लॉस एवर्जन, जिसमें नुकसान के दर्द को फायदे की खुशी से ज़्यादा महसूस किया जाता है। इसकी वजह से हम अक्सर छोटे नुकसान से बचने के लिए भी गलत फैसले लेते हैं।
साथ मिलकर काम करने से दिमागी क्रांति तक: कहानी की शुरुआत
काहनमैन और टवर्स्की का काम अचानक नहीं हुआ। यह दशकों तक साथ मिलकर काम करने का नतीजा था, जिसकी शुरुआत 1969 में हुई थी। वे बिना सोचे-समझे आंकड़ों में दिलचस्पी रखते थे और उन्हें जल्द ही पता चल गया कि विशेषज्ञ भी गलतियाँ करते हैं। उन्होंने एक खास तरीका विकसित किया: एक-दूसरे से सवाल पूछना और अपने खुद के बिना सोचे-समझे (और अक्सर गलत) जवाबों को ध्यान से देखना। इस तरह साथ मिलकर काम करने से इंसानी फैसले लेने के तरीके को समझने में क्रांति आई।
मेरा अपना "प्लानिंग फैलेसी" का पल
जब मैंने पहली बार "प्लानिंग फैलेसी" (किसी काम को पूरा करने में लगने वाले समय को कम आंकने की हमारी आदत) के बारे में पढ़ा, तो यह मेरे लिए एक नई बात थी! मुझे अचानक समझ में आ गया कि मैं हमेशा हर चीज़ के लिए लेट क्यों होता था। मैं हमेशा तैयार होने, यात्रा करने और कामों को पूरा करने में लगने वाले समय को कम आंकता था। इस गलती को पहचानने से मुझे अपनी प्लानिंग में ज़्यादा असलियत लाने में मदद मिली है, और इसलिए, मैं ज़्यादा समय पर पहुँचने लगा हूँ। यह एक छोटा सा बदलाव है, लेकिन इसका मेरे जीवन पर बहुत बड़ा असर पड़ा है। आपने कौन सी दिमागी गलती देखी है जिसका आपके जीवन पर असर पड़ रहा है? नीचे कमेंट में अपने अनुभव बताएं!
कंफर्मेशन बायस: एक आधुनिक चुनौती
राजनीतिक चर्चाओं के बारे में सोचिए। हम कितनी बार उन खबरों को ढूंढते हैं जो हमारी राजनीतिक सोच को चुनौती देती हैं? ज़्यादातर बार, हम उन खबरों की ओर खिंचे चले जाते हैं जो हमारी सोच को सही साबित करती हैं, जिससे हमारी गलतियाँ और मज़बूत होती हैं और बातचीत करना मुश्किल हो जाता है। यह कंफर्मेशन बायस का एक उदाहरण है, और यह हम सभी को प्रभावित करता है, चाहे हमारी राजनीतिक राय कुछ भी हो। इस आदत को पहचानना ज़्यादा खुले विचारों वाला बनने और ज़्यादा अच्छी बातचीत करने की दिशा में पहला कदम है।
आगे की यात्रा के लिए एक रोडमैप:
यह किताब हमें इस दिलचस्प दुनिया में ले जाने के लिए बनाई गई है:
भाग 1: दो-सिस्टम वाले तरीके को बताता है।
भाग 2: फैसले लेने की गलतियों के बारे में हमारी समझ को अपडेट करता है और आंकड़ों के बारे में सोचने की चुनौतियों का पता लगाता है।
भाग 3: आत्मविश्वास और निश्चितता के भ्रम की जाँच करता है।
भाग 4: फैसले लेने, तर्कसंगतता और प्रोस्पेक्ट थ्योरी के बारे में गहराई से बताता है।
भाग 5: "अनुभव करने वाले" और "याद रखने वाले" खुद और हमारी भलाई पर उनके असर का पता लगाता है।
क्या आप अपने दिमाग के रहस्यों को जानने के लिए तैयार हैं? आज ही "थिंकिंग, फास्ट एंड स्लो" की एक कॉपी खरीदें और बेहतर फैसले लेने की दिशा में अपनी यात्रा शुरू करें। आपको कौन सी दिमागी गलती से पार पाना सबसे मुश्किल लगता है? नीचे कमेंट में अपने अनुभव और तरीके बताएं!
We all make mistakes. It's part of being human. But what if we could understand why we make those mistakes, particularly when it comes to judgment and choice? That's the ambitious goal of Daniel Kahneman's Thinking, Fast and Slow, a groundbreaking book that explores the hidden workings of our minds. Understanding these cognitive biases can lead us to better decisions in both our personal and professional lives.
Think about the last time you heard some juicy office gossip. Chances are, it involved someone making a questionable decision – maybe a risky investment, a poorly timed joke, or a disastrous presentation. We love dissecting the choices of others, right? It's entertaining, and let's be honest, it makes us feel a little bit smarter. But this fascination with the flaws of others isn't just about entertainment; it's a gateway to self-improvement. By anticipating how others might judge our choices, we can become more self-critical and ultimately, wiser.
Why This Book Matters: Unlocking Better Decisions
So, why should you care about cognitive biases? Because understanding them can dramatically improve your decision-making. Imagine you're a hiring manager. Without awareness of biases, you might unconsciously favor candidates who resemble your past successes, even if they aren't the best fit for the current role. By recognizing this "representativeness heuristic," you can focus on objective criteria and make fairer, more effective hiring decisions. Or consider your finances. Understanding the "availability heuristic" can help us make more rational investment decisions. Instead of overreacting to sensational news stories about market crashes, you can focus on long-term trends and data, avoiding costly emotional mistakes. These principles can even improve our relationships. Recognizing our tendency towards confirmation bias (seeking out information that confirms our existing beliefs) can help us be more open-minded and empathetic in our interactions with others.
The "Steve the Librarian" and the Representativeness Heuristic
Kahneman illustrates these cognitive biases with memorable examples. Consider the "Steve the librarian" thought experiment. If you meet Steve, who is shy, withdrawn, and has a passion for books, is he more likely to be a librarian or a farmer? Most people instinctively say "librarian" because Steve fits the stereotype of a librarian. However, statistically, there are vastly more farmers than librarians. This highlights the representativeness heuristic: our tendency to judge probabilities based on how similar something is to a mental prototype, even when that prototype is statistically unlikely. This bias can lead us to make snap judgments and overlook important statistical realities.
Plane Crashes and the Availability Heuristic
Similarly, the availability heuristic explains why we might overestimate the risk of dying in a plane crash. This can lead to overspending on travel insurance or avoiding air travel altogether, even though statistically driving is far more dangerous. Plane crashes are rare, but they are heavily reported in the news and vividly etched in our minds. Because these images are so readily available in our memory, we tend to overestimate their likelihood compared to more common (but less sensational) causes of death, like car accidents. This heuristic influences everything from our fears to our purchasing decisions.
Fast and Slow: The Two Systems of Thinking
To understand these biases, Kahneman introduces the concept of "fast thinking" (intuitive, automatic) and "slow thinking" (deliberate, effortful). He refers to these as "System 1" and "System 2." System 1 is the quick, intuitive part of our brain, responsible for gut reactions and snap judgments. It's what tells you that Steve is probably a librarian. System 1 is also susceptible to priming, where exposure to one stimulus influences our response to a subsequent stimulus, often without our conscious awareness. System 2 is the slower, more analytical part of our brain, responsible for reasoning and problem-solving. It's what would tell you to consider the base rates of librarians versus farmers. Imagine you're driving a car. System 1 handles the routine steering and braking, while System 2 kicks in when you encounter unexpected traffic or need to navigate a new route. Understanding how these two systems interact is crucial to recognizing and mitigating our cognitive biases.
Prospect Theory and Loss Aversion
After studying judgment, Kahneman and Tversky turned their attention to decision-making under uncertainty, leading to the development of Prospect Theory. A key element of Prospect Theory is loss aversion, the tendency to feel the pain of a loss more strongly than the pleasure of an equivalent gain. This explains why we often make irrational decisions to avoid even small losses.
From Collaboration to Cognitive Revolution: The Origin Story
Kahneman and Tversky's groundbreaking work didn't emerge in a vacuum. It was the product of a decades-long collaboration, starting way back in 1969. They were fascinated by intuitive statistics and quickly realized that even experts were susceptible to biases. They developed a unique method: posing questions to each other and meticulously examining their own intuitive (and often flawed) answers. This collaborative approach led to a revolution in our understanding of human decision-making.
My Own "Planning Fallacy" Moment
When I first read about the "planning fallacy" (our tendency to underestimate how long it will take to complete a task), it was a revelation! I suddenly understood why I was always late for everything. I consistently underestimated the time required to get ready, travel, and complete tasks. Recognizing this bias has helped me become more realistic in my planning and, consequently, more punctual. It's a small change, but it's had a significant impact on my life. What's one cognitive bias you've noticed affecting your life? Share your experiences in the comments below!
Confirmation Bias: A Modern Challenge
Think about political discussions. How often do we actively seek out news sources that challenge our existing political beliefs? More often than not, we gravitate towards sources that confirm what we already believe, reinforcing our biases and making constructive dialogue difficult. This is confirmation bias in action, and it affects all of us, regardless of our political leanings. Recognizing this tendency is the first step towards becoming more open-minded and engaging in more productive conversations.
A Roadmap for the Journey Ahead:
The book is structured to guide us through this fascinating landscape:
Part 1: Introduces the two-systems approach.
Part 2: Updates our understanding of judgment heuristics and explores the challenges of statistical thinking.
Part 3: Examines overconfidence and the illusion of certainty.
Part 4: Delves into decision making, rationality, and prospect theory.
Part 5: Explores the "experiencing self" versus the "remembering self" and their implications for our well-being.
Ready to unlock the secrets of your own mind? Pick up a copy of Thinking, Fast and Slow today and start your journey towards better decision-making. Which cognitive bias do you find most challenging to overcome? Share your experiences and strategies in the comments below!
क्या आपको कभी ऐसा लगता है कि आप एक ऐसे रिश्ते में हैं जहाँ हर बात पर झगड़ा होता है? जैसे आप एक ही घर में रहते हुए भी अलग-अलग भाषाएँ बोल रहे हैं? आप अकेले नहीं हैं। जॉन ग्रे की किताब पुरुष मंगल से हैं, महिलाएं शुक्र से ने इस आम समस्या को बहुत अच्छे से समझाया है: महिलाओं को लगता है कि उनकी बात कोई नहीं सुनता और पुरुषों को लगता है कि हर कोई उनकी आलोचना करता रहता है। किताब में यह बताया गया है कि पुरुष और महिलाएं अक्सर अलग-अलग तरीके से बात करते हैं और उनकी ज़रूरतें भी अलग होती हैं।
लेकिन सिर्फ़ किताब के बारे में बताना काफ़ी नहीं है। चलिए, गहराई में जाते हैं। क्या है जो पुरुषों को "मंगल ग्रह" और महिलाओं को "शुक्र ग्रह" बनाता है, और हम दीवारों की जगह पुल कैसे बना सकते हैं? क्या ये सच है कि पुरुष मंगल से और महिलाएं शुक्र से हैं?
मंगल ग्रह और शुक्र ग्रह: ऊपर-ऊपर से नहीं, अंदर तक समझिए
ग्रे का कहना है कि पुरुष ("मंगल ग्रह") ताकत, काम करने की क्षमता और सफलता को अहमियत देते हैं, जबकि महिलाएं ("शुक्र ग्रह") प्यार, बातचीत और रिश्तों को ज़्यादा ज़रूरी मानती हैं। मंगल ग्रह वाले लोग खुद ही समस्याएँ सुलझाते हैं और सलाह देना सम्मान की बात समझते हैं। शुक्र ग्रह वाली महिलाएं अपनी भावनाएँ बाँटने में खुश होती हैं और मदद करना प्यार जताना मानती हैं।
एक सच्ची कहानी: टपकता नल
मुझे याद है, एक बार मेरी दोस्त सारा एक टपकते नल के बारे में शिकायत कर रही थी। उसके पति, मार्क, ने तुरंत उसे ठीक करने का तरीका बताना शुरू कर दिया, यहाँ तक कि डायग्राम और यूट्यूब वीडियो भी दिखाए। सारा को गुस्सा आ गया। उसने कहा, "मैं तो बस चाहती थी कि तुम सुनो!" मार्क सच में मदद करना चाहता था, लेकिन उसका "मिस्टर फिक्स-इट" वाला तरीका बिल्कुल गलत था।
लेकिन ऐसा क्यों होता है? गहराई से देखिए
ग्रे की बात भले ही मददगार हो, लेकिन हमें और गहराई में जाना चाहिए। मनोविज्ञान कहता है कि ऐसा शायद इसलिए है क्योंकि पुराने ज़माने में पुरुषों का काम शिकार करना और खाना लाना था, इसलिए वे समस्याएँ सुलझाने पर ध्यान देते थे, जबकि महिलाओं का काम बच्चों की देखभाल करना और लोगों को जोड़ना था। समाज भी इन बातों को और बढ़ावा देता है। बचपन से ही लड़कों को मजबूत और आत्मनिर्भर बनने के लिए कहा जाता है, जबकि लड़कियों को दूसरों का ध्यान रखने और प्यार जताने के लिए कहा जाता है।
"मिस्टर फिक्स-इट" वाली गलती: ऐसे समाधान जो घुटन पैदा करते हैं
सोचिए, आपका साथी घर आता है और बताता है कि उसका बॉस बहुत परेशान कर रहा है। मंगल ग्रह वाला इंसान, समस्या सुलझाने की कोशिश में, तुरंत कहेगा, "तुम कोई और नौकरी क्यों नहीं देख लेते?" या "तुम्हें सब कुछ लिख लेना चाहिए और एचआर को बता देना चाहिए।" भले ही उसकी नीयत अच्छी हो, लेकिन इससे शुक्र ग्रह वाले इंसान को लग सकता है कि उसकी बात नहीं सुनी जा रही है। उसे लग सकता है, "तुम सोचते हो कि मैं खुद कुछ नहीं कर सकती," या "तुम्हें मेरी भावनाओं की कोई परवाह नहीं है।"
शुक्र ग्रह वाली महिला बस चाहती है कि उसकी बात सुनी जाए, उसे समझा जाए और उसकी भावनाओं को अहमियत दी जाए। उसे समाधान नहीं, सहानुभूति चाहिए।
"घर सुधार समिति" वाली गलती: बिना मांगे सलाह देना और यह महसूस कराना कि आप कभी "काफ़ी" नहीं हैं
इसके उलट, शुक्र ग्रह वाली महिला, प्यार और परवाह में, अक्सर अपने मंगल ग्रह वाले साथी को "सुधारने" की कोशिश करती है। वह उसकी खाने की आदतों, कपड़ों या बात करने के तरीके पर बिना मांगे सलाह दे सकती है। इस तरह लगातार सलाह देने से मंगल ग्रह वाले इंसान को लग सकता है कि उसे नियंत्रित किया जा रहा है, वह किसी काम का नहीं है और उसे प्यार नहीं किया जाता। उसे लगता है कि वह जैसा है, वैसा काफ़ी नहीं है।
एक और कहानी: मोज़े की दराज
मेरे पड़ोसी, टॉम, एक असली मंगल ग्रह वाले इंसान हैं। उनकी पत्नी, एमिली, जो पूरी तरह से शुक्र ग्रह वाली हैं, हमेशा उनकी मोज़े की दराज को फिर से जमाती रहती हैं और उन्हें ज़्यादा व्यवस्थित रहने के "उपयोगी" तरीके बताती रहती हैं। टॉम आखिरकार फट पड़ा, "मुझे अकेला छोड़ दो! मैं अपने मोज़े खुद ढूंढ सकता हूँ!" एमिली की नीयत अच्छी थी – वह उसकी ज़िंदगी आसान बनाना चाहती थी – लेकिन टॉम को लगा कि वह उसे नियंत्रित कर रही है और उसे कमज़ोर बना रही है।
ध्यान दें: यह हमेशा बुरा नहीं होता
यह समझना ज़रूरी है कि न तो "मिस्टर फिक्स-इट" और न ही "घर सुधार समिति" हमेशा बुरे होते हैं। कभी-कभी, एक महिला सच में चाहती है कि पुरुष उसकी समस्या सुलझाने में मदद करे। और कभी-कभी, एक पुरुष अपने साथी से सलाह लेने के लिए तैयार होता है। ज़रूरी बात है सही समय और तरीका।
दूसरे ग्रहों के बीच तालमेल: मंगल और शुक्र के लिए काम आने वाले तरीके
तो, हम इन मंगल ग्रह और शुक्र ग्रह वाली बातों को कैसे संभालें और एक ऐसा रिश्ता कैसे बनाएँ जहाँ दोनों साथियों को लगे कि उनकी बात सुनी जा रही है, उन्हें अहमियत दी जा रही है और उनसे प्यार किया जा रहा है?
मंगल ग्रह वालों (पुरुषों) के लिए: सहानुभूति से सुनने की कला सीखें
ध्यान से सुनना ज़रूरी है: अपना फोन नीचे रखें, आँखों में आँखें डालकर देखें और सच में सुनें कि आपका साथी क्या कह रहा है।
उसकी भावनाओं को समझें: बिना किसी फैसले के उसकी भावनाओं को स्वीकार करें। ऐसा कहने की कोशिश करें, "यह बहुत निराशाजनक लग रहा है," या "मैं समझ सकता हूँ कि तुम क्यों परेशान हो।"
सवाल पूछकर स्पष्ट करें: सवाल पूछकर दिखाएँ कि आप सच में जानना चाहते हैं, जैसे, "क्या तुम मुझे इसके बारे में और बता सकती हो?" या "तुम्हें कैसा महसूस हुआ?"
समाधान नहीं, मदद की पेशकश करें (जब तक कि पूछा न जाए): तुरंत समाधान बताने की इच्छा को रोकें। इसके बजाय, यह कहकर मदद की पेशकश करें, "मैं तुम्हारे साथ हूँ। मैं तुम्हारी कैसे मदद कर सकता हूँ?" या इससे भी बेहतर, "क्या तुम समाधान के बारे में सोचना चाहती हो, या तुम्हें बस मेरी बात सुनने की ज़रूरत है?"
वाक्य की शुरुआत:
"जान, ऐसा लग रहा है कि तुम्हारा दिन बहुत बुरा था। अगर तुम बात करना चाहती हो तो मैं सुनने के लिए यहाँ हूँ। क्या तुम्हें समाधान के लिए मेरी मदद चाहिए, या तुम चाहती हो कि मैं बस सुनूँ?"
"मैं देख सकता हूँ कि इससे तुम बहुत परेशान हो। मैं बिना किसी फैसले के सुनने के लिए यहाँ हूँ।"
शुक्र ग्रह वालों (महिलाओं) के लिए: स्वीकार करने और प्यार से कहने की ताकत
बिना मांगे सलाह देने से बचें: लगातार सलाह या आलोचना करने की इच्छा को रोकें।
स्वीकार करने पर ध्यान दें: अपने साथी को उसकी कमियों और खूबियों के साथ स्वीकार करें।
मांग करें, हुक्म नहीं: अपनी सलाह को सकारात्मक तरीके से और अपनी ज़रूरतों के हिसाब से पेश करें।
"मुझे लगता है" वाले वाक्य का इस्तेमाल करें: अपने साथी पर दोष लगाए बिना अपनी भावनाओं को व्यक्त करें। उदाहरण के लिए, "तुम कभी बर्तन धोने में मदद नहीं करते" कहने के बजाय, "जान, जब बर्तन ढेर हो जाते हैं तो मुझे बहुत बोझ लगता है। अगर तुम आज रात बर्तन धो दो तो मेरी बहुत मदद होगी।"
वाक्य की शुरुआत:
"मैंने देखा है कि तुम आजकल तनाव में लग रहे हो। क्या तुम मेरे कुछ विचार सुनना चाहोगे, या तुम चाहते हो कि मैं तुम्हें अकेला छोड़ दूँ?"
"जब तुम [कोई खास काम] करते हो तो मुझे बहुत प्यार और सहारा महसूस होता है। क्या तुम इसे और ज़्यादा करने के लिए तैयार हो?"
तुरंत ठीक करने के अलावा: लंबे समय तक काम आने वाली रणनीति
सुनने के लिए समय निकालें: हर हफ्ते बिना किसी रुकावट के बातचीत करने के लिए समय निकालें।
बातचीत के नियम: बातचीत के नियम बनाएँ, जैसे कि कोई बीच में नहीं बोलेगा, ध्यान से सुनेगा और एक-दूसरे की भावनाओं को समझेगा।
पेशेवर सलाह लें: अगर आपको ठीक से बात करने में परेशानी हो रही है, तो पेशेवर सलाह लेने पर विचार करें।
आम रुकावटों को दूर करना:
अगर मंगल ग्रह वाला इंसान सच में समस्या को ठीक करना चाहता है तो क्या करें? पहले शुक्र ग्रह वाले इंसान की भावनाओं को समझें, फिर अगर वह चाहे तो समाधान बताएँ।
अगर शुक्र ग्रह वाले इंसान को लगे कि मंगल ग्रह वाला इंसान सुनने की कोशिश करने पर भी उसे अनदेखा कर रहा है तो क्या करें? मंगल ग्रह वाले इंसान को आँखों में आँखें डालकर, सिर हिलाकर और बोलकर दिखाना होगा कि वह सुन रहा है।
विरोध की जड़: छिपी हुई भावनाओं को समझना
यह समझना भी ज़रूरी है कि इसके पीछे क्या भावनाएँ हैं। जब एक महिला पुरुष के समाधान का विरोध करती है, तो पुरुष को अक्सर लगता है कि उसकी काबिलियत पर सवाल उठाया जा रहा है। उसे लगता है कि वह एक समस्या-समाधानकर्ता के रूप में अपनी मंगल ग्रह वाली भूमिका निभाने में नाकाम हो रहा है। जब एक पुरुष महिला के सुझावों का विरोध करता है, तो महिला को अक्सर लगता है कि उसे उसकी ज़रूरतों की परवाह नहीं है या वह उसकी राय को अहमियत नहीं देता है।
अभ्यास से सब ठीक होता है: दूसरे ग्रहों के बीच की दूरी को कम करना
एक मजबूत रिश्ता बनाने के लिए सोच-समझकर कोशिश और अभ्यास करना ज़रूरी है। पुरुषों को बिना समाधान बताए या उनकी भावनाओं को बदलने की कोशिश किए महिलाओं की बात ध्यान से सुनने का अभ्यास करना चाहिए। महिलाओं को बिना मांगे सलाह या आलोचना दिए बिना स्वीकार करने और प्यार से बात करने का अभ्यास करना चाहिए।
क्या आप मंगल ग्रह वाले हैं या शुक्र ग्रह वाले? क्विज़ खेलें!
जब आपका साथी परेशान होता है, तो आपकी पहली प्रतिक्रिया क्या होती है:
a) समाधान और व्यावहारिक सलाह देना।
b) सहानुभूति से सुनना और आराम देना।
आपको सबसे ज़्यादा प्यार कब महसूस होता है जब आपका साथी:
a) कुछ प्रभावशाली काम करता है।
b) अपनी भावनाओं को खुलकर व्यक्त करता है।
आपकी आदत है:
a) काम करने की क्षमता और नतीजों पर ध्यान देना।
b) रिश्तों को जोड़ना और उन्हें अहमियत देना।
(स्कोरिंग: ज़्यादातर A = मंगल ग्रह वाले; ज़्यादातर B = शुक्र ग्रह वाले)
आखिरी कहानी: अपनी भाषा ढूँढना
मुझे याद है एक समय था जब मैं और मेरा साथी हमेशा लड़ते रहते थे। मैं, रिश्ते में "मंगल ग्रह" होने के नाते, हमेशा उसकी समस्याओं को ठीक करने की कोशिश कर रहा था, जबकि वह, "शुक्र ग्रह" होने के नाते, बस चाहती कि मैं सुनूँ। जब हमने इन तरीकों का अभ्यास करना शुरू किया – मैंने ध्यान से सुनना और उसने प्यार से मेरी मदद मांगना – तभी हमने एक-दूसरे को सच में समझना शुरू किया।
मंगल ग्रह वालों और शुक्र ग्रह वालों के बीच इन बुनियादी अंतरों को समझकर, हम दूरी को कम करना, बेहतर तरीके से बात करना और मजबूत और ज़्यादा संतोषजनक रिश्ते बनाना शुरू कर सकते हैं। तो, क्या आप अपने औजार या घर सुधार की सूची को नीचे रखने और अपने साथी की बात सच में सुनने के लिए तैयार हैं? दूसरे ग्रहों के बीच तालमेल की यात्रा समझने से शुरू होती है।
अब आपकी बारी है! नीचे कमेंट में अपने अनुभव साझा करें। क्या आपने इन मंगल ग्रह और शुक्र ग्रह वाली बातों को अपने रिश्तों में देखा है? आपको कौन सी रणनीति मददगार लगी? आइए एक-दूसरे से सीखें!
Tags: Book Summary,Emotional Intelligence,Psychology,Behavioral Science,
