HSoftware (Paradigms, Mindsets or Thinking Patterns: Third Element of HSoftware)

Paradigms are not as obvious to most of the people as values or knowledge. Therefore, this element of HSoftware called “paradigm” needs more explanation.

Paradigms can also be called as mindsets or thinking patterns. Paradigms give the worldview to an individual- the way he perceives the world. Knowledge and value also shape up one’s worldview but despite knowledge and values, large numbers of people are more led by their paradigms than anything else. The paradigms held by many people may not always be in consonance with their values and knowledge in many situations.

Paradigms do not always get formed only by the correct and comprehensive knowledge or values. Large number of times they get formed also by incomplete, inaccurate, biased and traditional knowledge and values. Therefore, paradigms are different from knowledge and values.

Also at times one may have the right values and right knowledge and you expect a paradigm or set of paradigms emanating rationally from them to be the paradigm(s) of that person. However for some reasons or the other you may find that he holds paradigm(s) that are quite a departure from being in consonance with his values and knowledge as mentioned earlier. Then these paradigms may not be as correct as their knowledge and values. However, in their day-to-day tasks and activities they may use these incorrect paradigms more often than using their correct knowledge and values.

For example, say, a particular person possesses a value structure of respecting men and women equally well and he has the knowledge that men and women are equally competent in doing many of the jobs but he is always seen inclined towards recruiting men rather than women in his office even for those jobs. He does not put his knowledge or values in action while recruiting people for jobs but is starkly led by another very different thinking pattern deep seated in his mind- one of believing that females are not competent. This wrong assumption about the females did not get erased from his mind despite gaining a great amount of related knowledge. That is human mind’s irrational behavior at work- his paradigm, his mindset- the lopsided thinking pattern despite being knowledgeable.

Right kind of values and right kind of knowledge may not necessarily lead to right kind of paradigms in human beings. The reason may be their lack of will power (the fourth element of HSoftware) in implementing their values and knowledge.

Now, there are thousands of paradigms on hundreds of things at any given time in a human being’s mind. They dictate one’s minute to minute thinking and actions. The results are outcomes of such thinking and action.

If the paradigms resident in one’s mind are up to date and correct, his thinking, his direction of actions and the actions actually taken will be correct and effective. He is likely to achieve better results in a better manner. Conversely, the people with out-of-date paradigms and in-correct paradigms will find a less correct direction for actions, less effective actions and therefore, the results will not be up to mark.

A person who has a paradigm of meritocracy will always try to find job on his own merit and the person who has a paradigm that a candidate for a job is not selected on merits but is selected based on some influential personality’s recommendation, will try to find out as to who can recommend him. His efforts could have been perhaps better utilized in improving his knowledge and skills so that he does not have to depend on some one’s recommendations any longer.

We also observe that on the same issue different persons can have different paradigms. When in many of our workshops and seminars we asked the audience to define an ideal family, we got following responses from the people:

  • An ideal family consists of husband, wife and two children, male child being older than female child
  • An ideal family consists of husband, wife and two children, female child being older than male child
  • An ideal family consists of husband, wife and two children irrespective of gender
  • An ideal family consists of husband, wife and three children irrespective of gender
  • An ideal family consists of husband, wife and one child irrespective of gender
  • An ideal family consists of husband, wife and one male child
  • An ideal family consists of husband, wife and one female child
  • An ideal family consists of husband, wife, two children and husband’s parents
  • An ideal family consists of husband, wife, one child and wife’s parents
  • An ideal family consists of husband, wife, one male child and parents of husband and wife.

And so on, went the list.

And each one thought that his response to defining the ideal family was the most correct and each one was willing to argue and fight out to prove how much correct he was. Interesting!! It proves the point. They did not understand the fact that every person is unique and every person has his own paradigm of seeing what makes an ideal family- every person has his own “human software”, the “programming of mind”.

What is wrong or right here (the ideal family definition), we are not making any judgment or evaluation right now. But surely, smaller families make more sense these days than the lager families with more number of kids because of the financial and social circumstances. This social paradigm on family size has already, surely and gradually shifted. No one knew as to when it happened. But it did happen. That’s why nobody spoke of having 6 or 7 or 8 or 10 children which was the norm in the days gone by.

So, one should always be on look out for the most appropriate or correct paradigms. As the times change, as the technologies, markets and business processes change, as the social reforms take place, the paradigms in technological, business, family, social and political arena also keep on shifting ahead. Being rigid on a paradigm does not help. You must be flexible. If the paradigms shift in a particular problem area and you are stuck with the older paradigm on it, you will try to solve the problem with a less effective or completely ineffective paradigm. The older paradigm that you are still holding in your mind might have already become obsolete for the new situation.

There is a serious resistance to change due to the paradigms ingrained in the minds. Rationally you may accept a new paradigm but emotionally you like to go back to your old one since that gives you more comfort. You have been in the old paradigm for a long time and probably, you have been successful so far because of that or you just enjoyed that comfort zone. Then, you don’t like to accept the new paradigm in that area.

Way back, we worked on implementing computerization in a large company in the corporate private sector. The chief accountant was accustomed to preparing payroll for the employees of the company manually. Under pressure from all the quarters, the chief accountant had to accept the implementation of the new computerized payroll. Yet, he did not like it. He would come back to us and our team with several problems in the computerized system every day and went on doing it and creating problems for us even after the system was running pretty smoothly for several months. One day we told him that we were withdrawing and stopping the system now on and he could go back to his manual system which he point blank refused. He had got used to the computerized system so much and could experience its enormous advantages over the manual system; it was hard for him to accept going back to his old paradigm of doing work manually.

People do change but after lots of unnecessary resistance. Those who embrace the new paradigms early on reap their advantages early on and others who resist lose on them. The ones who are initiators of new paradigms are called “paradigm pioneers”. They have to have great courage and trust in their newly invented or found paradigm since the new paradigm has not been tested as yet and they don’t know as to how effective it may prove to be in the future.

Switzerland is the well-known example of how it lost out the world watch market in early 1980s where it had 80% to 85% share of business and plummeted down to less than 10%. It had all to do with technological paradigm shift from mechanical watches to electronic quartz watches. The investors and industrialists and CEOs of the Swiss watch companies showed the designers of quartz technology the door when they presented them the new paradigm of quartz technology. Then, they displayed their new invention in the world watch congress in USA. Texas Instruments of USA and Seiko of Japan took one look at the new technology and rest is history.

Do you know who invented this technology? Many of you may be knowing that quartz technology was invented in the laboratories of Switzerland. Why do you think the wise bosses of watch making companies of Switzerland rejected such a wonderful technology and hung on to the mechanical watches? It is all to do with resistance to change because the old paradigm had given them so much success in the past. Why should they change to a new paradigm? They were after all the world leaders in watch making. But when paradigms shift, everyone goes back to zero, the old paradigms no longer work. The past successes cannot be extrapolated in the future continuing with the old paradigm. You can no longer sit on the past glory.

Now, let us see what will be your answer for the following “fill in the blank” exercise?

Exercise: Female four wheeler drivers are…………… (fill in this blank).

The words or phrases that will fill the blanks by various people (from our experience of hearing it from thousands of people) are: they don’t know how to drive, rash, who allowed them to drive, why do they drive at all, cautious, safe, beautiful, distractions, fast, reckless, disciplined, slow and goes the list.

People write what they believe in and what is the high weightage thinking of their minds on the subject. And they think that what they believe in is the most accurate thing. However, they do not understand that their that belief or thinking is based on very limited observations or incomplete knowledge or one sided view. It is not out of any statistically correct research. So, many of the paradigms get formed in the minds of the people this way, just based on limited observations or what they were told by someone whom they believed or what thinking pattern traditionally was passed on to them and they accepted it without questioning its validity. And they think that it is the gospel truth. Problem starts now because that has become their mindset- the thinking pattern and their actions are getting guided by that paradigm. It may lead to disasters. That thinking pattern is incorrect, it is ineffective.

Americans lost out to Japanese in car making because Americans were following old paradigms of manufacturing and Japanese invented and used new and more effective paradigms on manufacturing and quality. They gave us the famous zeros: zero defects (TQM), zero inventories (JIT), zero breakdowns (TPM).

There are right and wrong paradigms in abundance. But there is no directory or repository of correct and emerging paradigms. One has to be alert about them; look out for them and first of all, everyone should know that there is something called “paradigm” which is very powerful and can make him either more effective or less effective.

Word of caution once again: even if you have the right values and right kind of rational, emotional or spiritual knowledge, you may be surprised or shocked to know that you still hold and believe in many wrong paradigms that lead you to do wrong things every day. You are being that much ineffective continually. And such paradigms may be in hundreds or in thousands.

Think about it.

Related Posts (please read in the following order)

1. HSoftware (Human Beings: Hardware and Software): http://shyam.bhatawdekar.net/index.php/2018/04/02/hsoftware/

2. HSoftware (Evey Human Being Is Unique): http://shyam.bhatawdekar.net/index.php/2018/04/05/hsoftware-every-human-being-is-unique/

3. HSoftware (Why This Uniqueness?): http://shyam.bhatawdekar.net/index.php/2018/04/07/hsoftware-why-this-uniqueness/

4. HSoftware (Uniqueness and Effectiveness): http://shyam.bhatawdekar.net/index.php/2018/04/11/hsoftware-uniqueness-and-effectiveness/ 

5. HSoftware (Fundamental Constituents of HSoftware): http://shyam.bhatawdekar.net/index.php/2018/04/19/hsoftware-fundamental-constituents-of-hsoftware/

6. HSoftware (More Correct HSoftware Gives Better Effectiveness) http://shyam.bhatawdekar.net/index.php/2018/05/29/hsoftware-more-correct-hsoftware-gives-better-effectiveness/

7. HSoftware (Human Beliefs or Human Value Structure: First Element of HSoftware) http://shyam.bhatawdekar.net/index.php/2018/06/09/hsoftware-human-beliefs-or-human-value-structure-first-element-of-hsoftware/

8. HSoftware (Knowledge and Information Base: Second Element of HSoftware)  http://shyam.bhatawdekar.net/index.php/2018/06/15/hsoftware-knowledge-and-information-base-second-element-of-hsoftware/

9. HSoftware (Paradigms, Mindsets or Thinking Patterns: Third Element of HSoftware)  http://shyam.bhatawdekar.net/index.php/2018/06/26/hsoftware-paradigms-mindsets-or-thinking-patterns-third-element-of-hsoftware/

Get Your Copy of the Book “HSoftware”

Get your copy of the book titled “HSoftware (The Only Key to Higher Effectiveness)” or HSoftware (Shyam Bhatawdekar’s Effectiveness Model) from Amazon online. If you are a kindleunlimited, KOLL or amazonprime subscriber, you can read free.

Books Suggested for Your Professional, Personal and Organizational Libraries (All the titles listed below are available as paperbacks and eBooks online from Amazon- you can read the ebooks absolutely free if you are kindleunlimited, KOLL or Amazon Prime subscribers)

Management, Business, Self-help and Personality Development Books

  1. HSoftware (Human Software) (The Only Key to Higher Effectiveness)
  2. Sensitive Stories of Corporate World (Management Case Studies)
  3. Sensitive Stories of Corporate World (Volume 2) (Management Case Studies)
  4. Classic Management Games, Exercises, Energizers and Icebreakers
  5. Classic Management Games, Exercises, Energizers and Icebreakers (Volume 2)
  6. Classic Team Building Games, Exercises, Energizers and Icebreakers
  7. 101 Classic Management Games, Exercises, Energizers and Icebreakers
  8. Stress? No Way!! (Handbook on Stress Management)
  9. HSoftware (Shyam Bhatawdekar’s Effectiveness Model)
  10. Competency Management (Competency Matrix and Competencies)
  11. Soft Skills You Can’t Do Without (Goal Setting, Time Management, Assertiveness and Anger Management)
  12. Essentials of Work Study (Method Study and Work Measurement)
  13. Essentials of Time Management (Taking Control of Your Life)
  14. Essentials of 5S Housekeeping
  15. Essentials of Quality Circles
  16. Essentials of Goal Setting
  17. Essentials of Anger Management
  18. Essentials of Assertive Behavior
  19. Essentials of Performance Management and Performance Appraisal
  20. Health Essentials (Health Is Wealth)
  21. Essentials of Effective Communication
  22. The Romance of Intimacy (How to Enhance Intimacy in a Relationship?)

Novels, Stories, Biographies and Travelogues

  1. The Peace Crusaders (Novel: how the peace crusaders established permanent peace on a war strewn planet?)
  2. Love Knows No Bounds (Novel: a refreshingly different love story. Also available with the title “Good People”)
  3. Funny (and Not So Funny) Short Stories
  4. Stories Children Will Love (Volume 1: Bhanu-Shanu-Kaju-Biju and Dholu Ram Gadbad Singh)
  5. My Father (Biography)
  6. Travelogue: Scandinavia, Russia
  7. Travelogue: Europe
  8. सीमाओं के परे: एक अलग प्रेम कहानी
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About Shyam Bhatawdekar

35 years’ industrial/business experience as a top executive & 35 years’ parallel academic/consultancy experience in general management, behavioral sciences & technology. Areas: general management, production, human resources, industrial engineering, systems, MIS, computers, corporate planning, audit, sales/marketing. Penchant for information technology & behavioral sciences; integrated with conventional technology makes him unique thought leader. Conversant with academic theories & realities of business, fuses the two into practical approaches. Was associated with Tata Motors, Hindustan Motors, Hindustan Aeronautics & ThyssenKrupp; held top positions as highflier executive. Presently Chairman & Managing Director, Prodcons Group associating with 250 organizations; providing management & I T consultations & conducting seminars/workshops. Been a faculty for IIM’s, TMTC, Railway & HAL Staff Colleges, Symbiosis. Speaker with 35000 hours’ experience benefitting more than 100,000 people. Published 35 articles in Economic Times, Indian Management & Computers Today. Authored 27 books. Invited as key speaker in seminars by AIMA, HRD Network, NIPM, QCFI, CSI, NPC. Widely traveled. Education: Engineering & Management.
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