Shyamsunder Panchavati

Shyamsunder Panchavati
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Friday, August 29, 2014

Kriti gets candid, Latest photo shoot by Manisha Panchawati 08-29






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Her message

"Hi guys, i am back with a latest photo shoot, which came out really well. All credits to my photographer Manisha. She had shown me so gorgeously in 6 different looks. Had to thank all the makeup persons and the lighting crew, who made me look great. Had a very good time working with Manisha. Looking forward to work with her again. Watch & Enjoy this photo shoot. And share your views with me".


Tuesday, August 19, 2014

“Espirit De Corps” The strategic Driver in Project Management 08-20



“Espirit De Corps” The strategic Driver in Project Management





How the idea evolved into a concept??


I was invited by the Project Management Institute (Pearl City chapter) to be the guest speaker for one of their events on 30 May 2014 held at CMC Hyderabad.


The self-imposed challenge before me was to be innovative and deliver something new to the young project managers and if possible engage them in expanding the idea into workable adjuvant and driver in project management. Changing the bottle or the wine was never an option, besides I thought that the intelligent and creative audience of project managers associated with all the major IT entities like Microsoft, Infosys, TCS, and others needed something more original than that.


I took one week off from my day job to work on this mission of creating and developing on a new concept that would evolve into a strategic driver in Project Management.


Luckily and thankfully on the first day itself the idea of “Espirit De Corps” to mind and gradually over a period of three days the idea evolved and took shape of concept related to project management. I developed this in to a speech and related power point presentation.


Espirit De Corps…. The concept


It is the process of aligning the personal needs and values of the employees or the team members with the organization culture. The feeling of self actualization should emanate from the work the employees do for the organization.according to Barrett: personal alignment, structural alignment, values alignment and mission alignment are important for an organization. Failure to achieve alignment results in what he calls cultural entropy, This is the essence of Espirit De Corps (EDC) is the facilitation of alignments and the reversal of cultural entropy.


There are great organization in India like the Tata, Godrez, Wipro, and Japnese organizations like Toyota, Mitsui & Co and others that are practicing EDC in letter and spirit.


These are the organizations that have created a flow of alignment process. They have aligned the personal needs and values to the structure of the organization and further aligned these with the mission statement of the organization.


Here we relate the Espirit de corps to the seven stages of development of the organization.







These are also the gradual stages of evolution in human behaviour where it begins with survival and reaches a stage where an individual thinks of service to humanity and the planet. If an organization can synchronize its own evolution to the evolution of its employees through the above stages, EDC can be achieved.


How does EDC apply to the Project Management?


There used to be saying, I used to hear very frequently in my younger days. “God could not be everywhere that is why he created mothers” now extending this ancient wisdom a little further we can say that since Children needed a value added professional presence, he created fathers.


In the professional world, project managers are mothers and the product managers are fathers. While the project managers transform a collection of bits and bytes into live products. It is the product managers who bestow values on the product and makes it acceptable to the people throughout its life cycle.


Together they make a great combination and keep the wheels of the industry moving.


We are of course discussing Project Management and the Project Manager. A Project Manager whether he is aligned to a project or to the PMO.


A PM has to continuously and simultaneously monitor diverse and different processes keeping the systems intact. He has to keep in mind the essential drivers, set his parameters and indicators.


All these he needs to do keeping in mind the three Damocles swords hanging over his head.


They are Performance, Costs and Schedules. One small miss somewhere in any of these areas is enough to take the project to its doom.


For this he needs to depend heavily on various resources and supply chains. Not all of which are in his hands. These are managed by people located at different and distant places.


Indirect Leadership


When you involve people you involve diverse cultures mind sets, & mind tattoos. Sailing smoothly amidst these daily tempests in tea cups is a tough job. Many times the project is divided diversified and is multi locational. This results in some (or even most) of your team members being located at places far away from that of yours. Here is where your qualities of indirect leadership come into effect. You are not present there but you need to make your presence felt in every location and in the hearts and the minds of every team member.


Two types of people


You generally come across two types of people. People who work professionally work mechanically just enough to ensure their survival. But people who are engaged emotionally are the ones who are the go beyond types, these are your crises men “The Man Fridays” .


Crisis and projects are strange bedfellows. There is no symbiosis ever, but never the less they coexist. Overrun though most hated is also the most commonly used word. This is where your man Friday’s come into picture. These people can work hard set an example and also lift the tempo of the team morale and help in minimizing the overruns.


Hence your absolute necessity is the people who can walk the extra mile, and then another mile.


And here is where you need ESPIRIT DE CORPS


EDC is all about creating an emotional bind, a feeling of ownership, a sense of belonging towards the organization, its values, project and the people. It is not just adding extra hands to you, but it is more than that. It is like adding extra fingers to your hands. The emotional transition from being extra hands to extra fingers to your own hands is possible with EDC.


Can the Project Manager induce the spirit of EDC in his team?


May be to a very small extent yes? But bringing total transformation is not possible at the manager level.


Can you train people for this? Absolutely not


A child doesn't need to be trained to love his mother, does he?


It is inborn and comes out at the right moment…


Similarly EDC is there in every individual, it needs to be ignited, and it has to be done at the organization level. The project manager can only translate the existing values in his work schedule so that they transcend down to all levels and get embedded in their work culture.


But even he cannot create values. The values need to be there in the organization. Managers can only take it forward. The intensity of course differs from person to person.


There are certain things the project manager needs to do to help the inculcation of EDC by various processes which include an honest evaluation of the team members in the areas of


Strengths and weaknesses


Affinities & disaffinities


Inhibitions & articulations


The Project Manager can also use the social media to create a close knit private community where the team members unplug themselves share their problems, and find ways within the community to resolve the same. The project manager should also participate in the discussion as a member of the community, not as a team leader. This helps to create oneness and a sense of belonging in the team and makes every member a man Friday or a women Friday. Social media is just one method; there are other equally good methods to transform the team into a cohesive unit. The Project Manager can choose the one that suits the best in terms of applicability in accordance with the geographic and demographic requirements & people culture.


These are certain things the project manager can do to retain the spirit of EDC such as


Identify and reduce organizational barriers to strategic execution


Formulate approaches for improving alignment between the organization and the team's culture, structure, strategy, and metrics. Realigning and redefining of metrics. The project manager needs to keep the goal post moving to facilitate the achievement of objectives by the team members.


Recognize, communicate, and influence project, program, and portfolio decisions and deliverables

Build a stronger project-based organization that consistently delivers high performance.

Improve the ability of members to impact results beyond the project level. Possible only with emotional engagement.

.

What should the organizations do?


It is important for the organizations to understand that the philosophy is not merely a few guidelines, ideas, rules, or techniques which you can tag on to the end of whatever you do now.


It involves a thorough, radical, rethink – a complete reversal of attitudes towards some strategies, modes of behaviour and beliefs to which you have become accustomed to and conditioned over the years. If you do not accept the fact that we are talking of a deep, fundamental change then it will not happen.


This change cannot happen overnight. But there must be a constant, consistent movement in the right direction: every day there must be a move closer to total involvement in ever improving quality of all systems, processes and activities within the organisation.


Finally I would like to state that, this is not the be all and end all in terms Espirit De Corps. There is lot more to it than what I have written. I request my friends in Project Management to add their views and help to improve this article.


I feel, together we can not only improve the quality of this article, we can also help in the evolution of this article in to a module for PMP certification.This is my ultimate goal.


Best Wishes,


Shyam


Sunday, August 17, 2014

"Que Sera Sera” attitude does not work in Business….. 08-17


THIS ARTICLE IS  BASED ON MY GUEST LECTURE AT IIT KHARAGPUR SCHOOL OF MANAGEMENT (VGsom)


THIS ARTICLE IS BASED ON MY GUEST LECTURE AT IIT KHARAGPUR SCHOOL OF MANAGEMENT (VGsom)

“Que Sera Sera” is great in life but doesn’t work in Business…..

You need to have a robust Business Model to back your resolve……

Creating a Sustainable Business Model………..

I was invited by the Indian Institute of Technology (IIT) Kharagpur to deliver a Guest Lecture at their school of management (VGsom) on 7th Agust 2014. For my friends not familiar with Indian educational institutions, let me explain, IIT in India is what MIT is to USA and the rest of the world.

I enjoyed unbridled hospitality at their Technical Guest House where I was lodged. Awesomeness was omnipresent in the sprawling two thousand plus acre campus with picturesque green surroundings. Add to this was the continuous buzz of the students moving around busily in their bicycles, speaking in all the different languages and dialects India has, this kept the atmosphere live and vibrant. It gave a feeling of being in a cosmopolitan cosmos, of a different kind.

A couple of hours are not enough to gauge the quality of imparting at the school, but it was surely enough to determine the quality of the warmth of the students and the faculty, which definitely was Avant Garde.

Coming to the topic “Creating a Sustainable Business Model”…..

Let us first understand what a Business Model is?  

Wikipedia defines it thus….

A business model describes the rationale of how an organization creates, delivers, and captures value…The process of business model construction is part of business strategy.

Why do we need a business model?

A business enterprise without a business model is a like ship without a rudder. It is directionless, it can get struck midstream. It may sometime even reach the shore, but it may be one of the many possibilities. With a definite business model reaching shore is a definite certainty.

A well defined business model navigates the business enterprise in the desired direction. A business model in other words sows the seed of aspiration for a startup. Then it also creates suitable conditions for germination and proper growth. And finally it ensures the fructification of the aspiration of the entrepreneur. 

Can a service industry have a business model? Can an educational have a business model?

Any type of business can have business model. In fact every industry in any segment should have well defined business model. In fact even a country should have business model to achieve growth in industrial and economic segments.

India as a Viable and Sustainable Business Model…

Let us take the example of India. Often the phenomenal growth of this country during the past decade and half is credited to the reforms brought in by the Narsimha Rao – Manmohan Singh team in the early nineties. While it certainly opened the doors for foreign investment in different forms and sectors, the change in the perspective of the people in United States and Europe about India being a country of Snake charmers and Bullock carts, to that of country of abounding vibrant human capital, was brought about by a set of Indians who went to United States on shoes string budgets established themselves, established their businesses and contributed hugely to the growth American economy. These technocrats are known as early adapters. This are the people who created confidence in the investors in USA & Europe and  helped create India as  a viable & sustainable business model. Read about them here.

Educational Institutions and the Business Model

Great educational institutional institutions have their own distinct Business Models that is reflected in intake of students, imparting methodology, their location and the type and quality of Faculty they hire. Each institution shows a distinct bias towards a particular area.

Harvard Business School uses the case study methodology for imparting.

Wharton school of Business uses the data driven methodology.

 Chicago Booth school is very possessive and obsessive about its faculty and culture of imparting. It flies its faculty from Chicago school to its London & Hongkong schools.

And so are other major schools like Tuck, Kellogg’s, Haas, Columbia, Stanford and other business schools, each one of them has a separate and distinct business model.

Points to ponder before constructing a Business Model

Before a business model is constructed, it is important to consider the following questions.
1.      Will the business model address the special needs the customers have?

2.      What are the activities the organization needs to undertake to meet these special needs of the customers?

3.      What are the unique way the various and diverse activities could be linked to create a seamless work flow?

4.       How best the delegation of the work responsibilities can be planned based on the individual skills and collectively how a novel governance procedure can be evolved?

5.      How best a value for the stake holder can be created?

6.      What are the revenue models that can supplement the business model?

The Business Model designed should address the above issues.


The Nine blocks of the business model




Read more about the 9 Blocks here.

Customer Segment CS, Value Proposition VP, Channels CH, Customer Relationship C R , Revenue Streams RS, Key Resources KR, Key Activities KA , Key Partnership KP, Cost Structure CS


View Video

How about the existing organization having a well defined business model?

Even the established organizations need to innovate their business in accordance with times, technology and competition. We can already see some brick & mortar business structures   are either already crumbling or there are strong indications of this happening in near future.

Business model innovation matters to managers, entrepreneurs and academic researchers for several reasons. First, it represents an often underutilized source of future value. Second, competitors might find it more difficult to imitate or replicate an entire novel activity system than a single novel product or process. Since it is often relatively easier to undermine and erode the returns of product or process innovation, innovation at the level of the business model can sometimes translate into a sustainable performance advantage.

Business model innovation can occur in a number of ways:

1. By adding novel activities, for example, through forward or backward integration; we refer to this form of business model innovation as new activity system “content.”

2. By linking activities in novel ways; we refer to this form of business model innovation as new activity system “structure.”

4. By changing one or more parties that perform any of the activities; we refer to this form of business model innovation as new activity system “governance.”

5. Content, structure and governance are the three design elements that characterize a company’s business model.

The Challenge of Change 

Typically companies devote the majority of their resources to optimizing current business models especially by applying and improving incrementally on existing capabilities. This is because business models are ultimately based on a common understanding among individuals—company managers, employees and investors—of what business they are in and how they create value. Shifting these mental models to evolve business models remains a powerful barrier to innovation.

But, just because business model innovation requires a mental leap and requires potentially painful shifts within a company doesn’t mean it isn’t possible or necessary. In fact, when it comes to survival, some established companies will shift their models, and will do so quickly.

The largest companies tend not to be the source of new models, but they can help evolve and scale them.

Most business model innovation emerges from companies that design more sustainable models from the start. That said, bigger companies can help to bring these models to maturity. This may occur through acquisition or mutually-beneficial partnerships, or the adoption of new ideas into a given industry.

In addition, large companies are finding creative ways to innovate and experiment with new business models. They are partnering with social entrepreneurs and using a range of tools—impact investing, innovation platforms, in-house venture funds, and dedicated R&D centers—to search for and exploit effective new models.

Although smaller companies often lead the way in business model innovation, we believe bigger companies have a critical role to play in helping to enhance the impact of the most important innovations.

Business model innovation doesn’t happen in a vacuum. 

However urgent our quest for sustainability, new business models can’t just be willed into existence. Instead, we must recognize how any model—sustainable or not—is dependent on surrounding conditions, and that new models are often enabled by, or arise organically from, changes in those conditions.

Looking across the models identified in the report, we see numerous examples where changes in circumstances—an infusion of technology, entry into a new country, a shift in customer demographics and/or preferences, areas where old systems have crumbled—along with the keen insight of the innovators themselves, have been the key to radical shifts in models.


But the implication is not that business leaders and companies should simply stand by and wait for things to happen organically. Disruption frequently catches us off guard and is almost never orderly in its impact, and in a world that is more and more defined by the increasing scope and pace of change, it is more or less inevitable. The key is to increase our individual and collective ability to recognize and respond to— and where necessary, to directly engineer—circumstances that will support new, more sustainable ways of doing business.


Can the business model innovation transform the industries?


The biggest reason for companies to embrace business-model innovation is the threat that current models will ultimately slip or even fail. Examples of business models that have quickly transformed – or even become obsolete – abound across sectors: media (the decline of print), retail (the rise of online shopping and the sharing economy), education (the growth of online degree programs), music (the boom in digital music services such as Spotify and iTunes), telecommunications (the proliferation of smart devices and associated services) and even finance (the creation of peer-to-peer lending).

Many traditional business models that still remain viable today may rely on mispriced resources and other market distortions that make them more competitive than they would otherwise be. As sustainability trends and challenges – including energy and commodity price fluctuation, supply insecurity or demands for transparency – continue to shift the foundations of our current business models, incremental innovation will become less and less effective in enabling companies to adapt and succeed.

The energy industry is one example. Incumbent utilities are facing startups such as Solar Mosaic, which offers an easy-to-use crowd funding investment model enabling small individual investors to fund large commercial solar projects. This type of business model innovation is gaining more attention as it begins to challenge the established position of traditional fossil fuel-based energy producers.

However those who have been creating a business model with the benefit to the society in preference to high profitability have been receiving recognition & rewards from the society and international organization. This has also given them worldwide & and a relatively easy access to funds.

In health care, Narayana Hrudayalaya Hospitals, winner of a Financial Times' Boldness in Business award in 2013, provides a good example. The hospital uses innovative process efficiency, revenue generation, cost structure and financing to make a profit while providing both rich and poor access to vital health care services. The company, along with others such as Aravind Eye Care, is changing the way medical providers in India think about the cost, quality and reach of their services. At Narayana Hrudayalaya, the average open-heart surgery costs less than $2,000, compared to well over $100,000 in the US.

 Business-model innovation catalyzes broader systems change…


According to a 2012 paper from MIT, it's important to innovate in areas where the competition is unable or unwilling to act – and to involve an entire "activity system" in a way they might find it difficult to replicate. The classic example is the Apple iPod, which wouldn't have been the game changer that it was without the iTunes ecosystem. That combination dramatically changed how we acquire, store and listen to music.

To innovate within systems, companies need to be able to see and adapt to shifting market conditions and other changes by identifying trends and engaging stakeholders. Leaders must respond to, but also create, systemic change to build new markets while protecting themselves from any dramatic systems shifts that could present a risk. To do all this, companies must be willing to see beyond the obvious, short-term business case.

According to a 2012 paper from MIT, it's important to innovate in areas where the competition is unable or unwilling to act – and to involve an entire "activity system" in a way they might find it difficult to replicate. The classic example is the Apple iPod, which wouldn't have been the game changer that it was without the iTunes ecosystem. That combination dramatically changed how we acquire, store and listen to music.

To innovate within systems, companies need to be able to see and adapt to shifting market conditions and other changes by identifying trends and engaging stakeholders. Leaders must respond to, but also create, systemic change to build new markets while protecting themselves from any dramatic systems shifts that could present a risk. To do all this, companies must be willing to see beyond the obvious, short-term business case.

Innovative business models are not always a success..


There are many business models created with noble intensions by the high-end professionals that fail. However they remain unsung. Only the success stories make it to the business journals and also become part of the research being conducted by various academic institutions.

In fact failed business models should also form an important part of the case studies. A student of business management or a management professional will have a lot of take aways from these failed ventures. We need to delve into minutia of these businesses; these could provide important data that could  be an important resource of the entrepreneur learning lab. An in-depth study could help in identifying the pitfalls and avoiding them while constructing a successful business model.

One example of the failed business model is that of “Better Place” the electric car venture.


The demise of Better Place provides a cautionary tale that illustrates the need for larger systems change. The electric car venture, based on an innovative battery-swapping technology, sold only 750 cars, while amassing losses of more than $500m. Ultimately, the success of Better Place depended on broader systems changes that never materialized, including tax and/or subsidy support, local government approval in building battery-switching stations and automaker design partnerships.

How much of business model Innovation is real, how much is hype?


An analysis of major innovations within existing corporations in the past decade shows that precious few have been business-model related. And a recent American Management Association study determined that no more than 10% of innovation investment at global companies is focused on developing new business models.

Yet everyone’s talking about it. A 2005 survey by the Economist Intelligence Unit reported that over 50% of executives believe business model innovation will become even more important for success than product or service innovation. A 2008 IBM survey of corporate CEOs echoed these results. Nearly all of the CEOs polled reported the need to adapt their business models; more than two-thirds said that extensive changes were required. And in these tough economic times, some CEOs are already looking to business model innovation to address permanent shifts in their market landscapes.

Senior managers at incumbent companies thus confront a frustrating question: Why is it so difficult to pull off the new growth that business model innovation can bring? Our research suggests two problems. The first is a lack of definition: Very little formal study has been done into the dynamics and processes of business model development. Second, few companies understand their existing business model well enough—the premise behind its development, its natural interdependencies, and its strengths and limitations. So they don’t know when they can leverage their core business and when success requires a new business model.

After tackling these problems with dozens of companies, we have found that new business models often look unattractive to internal and external stakeholders—at the outset. To see past the borders of what is and into the land of the new, companies need a road map.

Unfortunately there is much hype than any real serious business model Innovation. Many a times a change in products or modifications in processes are passed off as business model innovation.

In a BCG and MIT survey of executives and managers, nearly half of the respondents said their companies had changed their business models as a result of sustainability opportunities. However, the majority of innovations we see involve changes in companies' processes and/or products, not underlying business models.

This brings us back to the question we asked in the beginning of this article.

What exactly is a Business Model?






Hope the audience understands the business model as the fundamental structures for how companies create deliver and capture value. Often it is not the product or the service alone that determines the business success, but the entire value structure around it.

Actually there is much, much, much, more to the business model than what can be written within the constraints of an article. I request  the audience to come out with their views perspectives, dissents, disagreements and help in the improvement of this article.

Hope you have enjoyed reading this article.

Best wishes,

Shyam

Case Studies

In studying companies that sustained a high level of performance over many years, we found that more than 80% of them had well-defined and easily understood differentiation at the center of their strategy.

Nike’s differentiation resides in the power of its brand, the company’s relationships with top athletes, and its signature performance-focused product design. Singapore Air’s differentiation comes from its unique ways of providing premium service at a reasonable cost on long-haul business flights. Apple’s differentiation consists of deep capabilities in writing easy-to-use software, the integrated iTunes system, and a simplicity of design and product line (Apple has only about 60 main SKUs).

Some important business models that also addressed sustainability factors worked towards pollution free environment and helped make basic healthcare to poor people.









Best Buy


Sunday, May 11, 2014

How to lead the student from the wrong answer to the correct one? 05-11

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If a student gives a wrong answer?

How to lead the student from the wrong answer to the correct one?




Let us first analyze how a wrong answer comes from the student?

The reasons could be:

1. The student knows a part of the answer which may not be the first part. So the student in his over enthusiasm to show case his knowledge, concocts the first part.

As the first part of the answer is wrong, he is discouraged from continuing further and coming out with the part of the answer that he knows. The solution to this problem would be to allow the student to continue and complete the answer, compliment him for the correct part of the answer and give an opportunity to some other student to correct the wrong part of the answer. As the student has to only correct the incorrect part of the answer, learning process becomes that much easy and interesting.

2. The student knows the answer but not able to recollect it.

It usually happens with some students. They know the answer but are not able to recollect. The teacher should lead such students by providing helpful clues rather than passing the opportunity to the next student. Sometimes a small clue can get a complete correct answer from the student. The ability to give a correct answer often times is morale booster and increases the student interest and thus improves the learning process.

3. The student knows the answer, but he is inhibited and diffident to come out with the answer.

The reasons could be lack of self-confidence or low self-esteem. The reasons could be traced to child’s psyche or mind set due to conditions and environment at home on account of financial social or could be even traced to parenting problems. While the teacher cannot certainly resolve this problem, the teacher can certainly help make the classroom environment inspiring for the student to be more forthcoming.

4. The student writes the answer correctly, but fumbles when asked to orally answer the question.

If the student is able to write the answer correctly it means that he knows the answer. The problem of expressiveness can be solved by asking the student to write the answer and read out the written answer. This will prevent the fumble and the loss of self-esteem caused due to  the possible ridicule by the fellow students and the teacher on account of it.

Sticking with the student helps.......

One way of sticking with a student, is restating the question and giving additional think time before asking the student to try again.


When you observe and start paying attention to the body language of students,when you don't stick with them, you begin to realize the damaging effects of moving along. Conversely, when a teacher sticks with a student, the student receives a positive message: "I believe in you. I will not give up on you. I have high expectations for you."

Changing the Classroom Energy
There were also steps that a teacher  could take preemptively to help  students avoid these wrong-answer moments entirely. Providing wait time before calling on anyone is one effective strategy, particularly for the students who were English-language learners. To ensure enough wait time was provided, teachers can count  up to ten in their head, and  observe how many hands go up.


It sometimes helps to allow students to take a moment to do a "turn and talk" with a partner before calling anyone. It gives them time to process the question and practice their responses. A turn-and-talk session also gives  an opportunity to listen in on the responses of multiple children, as opposed to just the one child.  Giving students individual whiteboards to hold up also takes the pressure off of them to produce verbal responses.

If you still think the student answers all about knowledge and ignorance aspect????

Please read further to understand my take on it and then please contribute your perspective too through comments.

Let us now delve deeper into the knowledge & Ignorance domains.

For this it is essential to have a clear understanding about the Knowledge & Ignorance
Knowledge is not absolute Ignorance can be absolute for all in some domain or other.
Ignorance is all pervading…..

Knowledge is the degree of reduction in ‘Ignorance absoluteness’

The difference between a knowledgeable individual and an exalted ignorant is the degree of Ignorance. They are inversely proportionate. An individual having high level of knowledge in one domain will have equal degree of ignorance in other domains. By this analogy every individual is both knowledgeable and ignorant.

Can an ignorant person accuse someone else of ignorance?

The journey, a student has to be led, is not a journey from Ignorance to Knowledge, but the one that is from knowledge to the expression of knowledge

The lack of expression of knowledge is sometimes termed as ignorance by the teacher resulting in lackadaisical evaluation on the part teacher.

The same student may express himself better, in a more palpable & palatable condition. A student cannot be blamed for the teacher’s inability to create such conditions.

MOTIVATIONAL TRIGGERS

Here the problem may be more with the interactivity of the student than inactivity. It is certainly not inaction; the student actually is ‘in action’. The action is of listening, comprehending, and if the student can reproduce the same in the written form, the student needs to be evaluated on par with the students with better oral interaction skills and the other way round. Hence this certainly is not the reason for the student to be looked down upon. This has more to do with behavior skills than the metacognitive skills.  Lack of expressiveness has its roots to the family environment, economic condition, social positioning in the community. The student needs to be coaxed encouraged and motivated to converse in the language of Instruction. The transition from conservatism to conversation is slow and the teacher needs to be patient and forbearing.
    
Imparting can never be one size fits all and one method suits all philosophy doesn't work.  

Imparting is and should be a constant ‘Paradigm Shift’ process and customization is more of a necessity than an option.

Yes, I agree that it is not possible to evolve a method that reaches all in a class of students with different metacognition level. However you can spread a spectrum that gives a comfort zone to the lowest level and spread to the average level. This would bring an attitude shift in the students at the lowest level, which results in better application and better application results in better metacognition levels. This tremendously increases the cognition levels of the so called weak students and brings them on par with the average students. This is when the wavelength beam can be shifted to start from the average and cover above average students. This may take time, but with effort you can achieve this.

 The resultant reduction in disparity in understanding and comprehension levels can considerably increase the average achievement level of the class. An age of 8 years is the right stage to start the process, and by the age of 12, A student will achieve increased metacognition levels. The student will be able to comprehend reproduce the tough Course Curriculum (CC). 

However before starting the process it is important and imperative to understand the difference between the Intelligence and metacognition. Low metacognition levels do not mean low intelligence levels. No, both are as distinct and different as day and night. They are not related but can influence each other.  Basically it is a question of investment of intelligence and not existence of intelligence.

What is Intelligence?

Intelligence is an asset that every individual has. The individual involuntarily invests it like an intelligent businessperson in the areas where he can get maximum returns (I e soul satisfaction). If the class curriculum & imparting is not a soul satisfying commodity, the investment is relatively less. There are different domains competing in a student with better metacognition levels for the investment and they manage to get more investment.

For example a student is able to analyse a sports match (Cricket, Baseball, Basketball, Football, Soccer, others) and player performance like an expert. Because this domain has managed to attract an investment proportionate to its evolved metacognition levels. It is not a distraction, as we would like to believe, it is an attraction. It is knowledge, it is also an education. Mind continuously educates & upgrades itself. Education is multi-dimensional and all-pervading and Class Curriculum (CC) is just a small but important part. While other domains create a natural environment for maximum absorption and reproduction, CC is force fed to students. Just as no human being can be forced or bullied in to make an investment against his/her will, similarly mind also cannot be bullied into investing into CC against its will.

How can the imparters create a situation where the mind would feel happy to invest its intelligence for CC ?

Iteration by heart Vs Iteration by mind.        
  
Iteration is good method no doubt. It is the iterating mind that can help improve comprehension, not the verbal or physical one.

Reading by heart should be replaced by reading by mind.

There are very clear and definite methods of doing it. However it is more about a very committed intent than the content. The vastness and intensity of the subject requires a separate article. I am working on it and the article will come out as soon as it is ready.

Before concluding, I would like to have a word of appreciation for the efforts being put in by the governments and the academic experts in various countries in creating meaningful Curriculum frameworks. Special mention should be made of Salman Khan who has created a revolution in imparting technology with his unique methods thorough his YouTube videos. Bill Gates and Google are also investing heavily for creating processes leading to evolved teaching and learning methodology.

"School in the cloud" concept is also slowly evolving and spreading. More and more entrepreneurs and social entrepreneurs are coming forward to invest heavily to evolve new strategies and paradigms.

Future holds a great promise for the coming generations.  
     

It is perfectly in order to dream and envisage a great future for education.

You can never have a last word on such a sensitive topic. I would like my friends in education research and imparting to contribute their thoughts. In the interest of students, we need discussions, deliberations, and concrete action.

I hope you agree,

Best wishes,

Shyam

Please also read Shyam's most read article on teaching and learning.... 


How to Put Metacognition in Process for Teachers