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What happens when the force behind the Forces shatters?

The term ‘widow’ is said to have its roots in the Sanskrit word vidhuh meaning lonely, bereft and solitary. Widowhood marks a drastic shift, characterised by an air of despondency and melancholia. The weight this word carries pulls down the spirits and hopes of a living body until it burns down into ashes, literally and figuratively. The ripples of widowhood reverberate through the rest of the women’s life.

However, many women find their way back to life. They don’t give up, even when they’re shattered.

 

Here’s an excerpt from Swapnil Pandey’s The Force Behind the Forces about Priya, whose world, as she had known, had collapsed.

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The Force Behind the Forces
The Force Behind the Forces || Swapnil Pandey

A crushed and grieving Priya sat at an awkward angle, jammed into a small corner of the room. She was forcing herself to face the people around. There was an ocean of them. It was the funeral of a soldier killed in action after all. And many of his companions regarded him with feeling, almost religious devotion. Naik Amit Sharma, the lad who had been killed in action, was the pride of the family. A few children ran around, but Priya could not see her five-year-old daughter—Khwaish. She did not bother to locate her either. Her world, as she had known it, had just collapsed. The atmosphere was mournful. Female relatives were howling and tearing their hair. There was also deep silence during mealtime in the house of mourning. Nothing mattered now, not even her existence. It was confusing.

 

She wanted to lie down and mourn in silence, away from all the people, but it was not possible. She had to sit there and be tagged as a ‘bechari’. Her mother reached out to embrace her. She didn’t know whether to console her or to cry on her shoulder herself. Priya looked at her wrinkled face. Her mother had begun to look several years older within a span of a few days.

 

The voices grew in intensity; the incessant whispers swung between viciousness and apathy:

Ma-beti dono widhwa hai. Kya naseeb leke aayi hai bechari. [Mother and daughter both are widows. What horrible destiny.]’

Paise kisko milne hain? Biwi ko ya ladke ki ma ko? [Who will get the money? The wife or the boy’s mother?]’

Widhwa ho gayi bechari, ab kya karegi paison ka?

[The poor woman is a widow now. What will she do with the money?]’

Bhari jawani me widhwa, baap bhi nahi hai. Beti bhi hai. Bhagwan na dikhaye aise din kisi jo. Bechari. [She’s been widowed so young. She has no father to turn to either. An she has a little daughter besides. Nobody should have such a fate. Poor woman.]’

Iski ma ko dekh, kya karegi aab? Natini bhi itni choti hai. [Look at her mother. What will she do now? Her granddaughter too is so young.]’

 

She swallowed every remark and rubbed her hands in her lap—desperately. Her eyes were bloodshot; she looked as tired as she felt—dishevelled hair and dark circles beneath her blazing black eyes. She had not just lost her husband—the one she loved with all her heart—but her existence as well. It was a brutal realization that left her devastated, and pushed her from hope to despair within thirteen days.

 

The ‘Terahvin’ marks the end of the mourning period which lasts thirteen days from the day of the cremation of the deceased. Those thirteen days are meant for the rituals performed for the sake of salvation of the departed soul. These thirteen days provided a lot of time to Priya to mourn. She felt alone and depressed, and even howled at nights remembering Amit—who had promised to walk beside her for the next seven lives.

 

Priya knew this was not salvation. Shattered, she would lie down on the bed and stare at the flame in the lantern. Sometimes she looked in the mirror, scrubbed her face vigorously, panicked, and wondered in utter dismay—why her? Sometimes she would wake up panting in her damp sari, from the nightmares of her dead husband. But what troubled her the most was the consistent taunts from the people that shrunk her dignity. People forgot she was not just a widow, but a flesh-and-blood person. Suddenly, not only her own identity but the identities of her mother and her daughter were also forgotten. They were not persons any more, but rather a bunch of weak, meaningless women, not eligible for a respectable social status.

 

The women did not see a grieving young woman, rather a widow, a ‘bechari’ who had almost lost the right to live as a free citizen. Priya lived in a society surrounded by endless myths and stigmas. She certainly did not belong to the progressive class, but came from a conservative background where women lived in shackles and under limitations. Her resources were also limited, and so was her financial condition.

 

Cruel remarks thrown casually at her made her life miserable, and the mourning almost intolerable. There was also a point when she felt she was losing the will to live, but her beautiful five-year-old daughter, Khwaish, whom the couple had named with hope and happiness when she was born three years after their marriage, on 16 July 2007, helped her cope. It was as if all their wishes had been fulfilled with her arrival, and their life was complete.

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Read The Force Behind the Forces to find out if Priya succumbed to her destiny and grief or she decided not to give up.

Four things that India can learn from the battle of Rezang La

On 18 November 1962, the Charlie Company of the 13 Kumaon Battalion, Kumaon Regiment, fought a Chinese attack at Rezang La Pass in Ladakh, India. The company comprised 120 soldiers and was led by Maj. Shaitan Singh. Of these soldiers, 110 were martyred in the attack.

The Indian search party, which visited the battlefield on 10 February 1963, made a startling discovery-the frozen bodies of the men who had died were still holding guns in their hands, having taken bullets on their chests. The valour of the Charlie Company not only successfully stopped Chinas advance, but it also resulted in the Chushul airport being saved, thereby preventing a possible Chinese occupation of the entire Ladakh region in 1962.

The battle, although rarely mentioned or recounted in books, has many lessons to offer to the willing listener. After all, those who do not learn from history, continue to repeat their mistakes.

 

The Battle of Rezang La
The Battle of Rezang La || Kulpreet Yadav

1. A nation’s internal issues can quickly make it vulnerable to outside attack.

China attacked India on 20 October 1962. Six office bearers, who were holding the top positions of decision-making in New Delhi, were not present at their offices in the final few months before the attack. Who are these and where were they? Lets start from the top. Prime Minister Jawaharlal Nehru left New Delhi on 8 September 1962 to attend the Commonwealth Prime Ministers’ Conference and returned on 2 October 1962, but once again departed on 12 October 1962 for Colombo from where he returned only on 16 October 1962, i.e., just four days before the war. The defence minister, Krishna Menon, was in New York from 17 September 1962 to 30 September 1962 to attend the UN General Assembly meeting. Lt Gen. B.M. Kaul, the Chief of General Staff, was on holiday in Kashmir till 2 October 1962, and the Director of Military Operations (DMO), Brig. D.K. Palit, was away on a cruise on the naval aircraft carrier Vikrant. This underlines the governments apathy towards nations security resulting from a complete intelligence failure.

Jawaharlal Nehru didnt trust Krishna Menon when it came to China due to the latters leftist leanings and therefore, the prime minister had ordered certain matters to be brought up directly to him. Lt Gen. B.M. Kaul and Krishna Menon were not on talking terms as explained by Brig. D.K. Palit in his memoirs. Gen. P.N. Thapar was in awe of Lt Gen. B.M. Kaul due to the latters proximity to Jawaharlal Nehru, who was also related to Gen. Kaul. These interpersonal issues further compounded the organizational structure at the top.

 

2.  A nation should proactively strengthen its security forces to prepare for any untoward strike on its sovereignty, while simultaneously aiming to resolve conflicts peacefully first.

Its a well-known fact that Prime Minister Jawaharlal Nehru abhorred violence. But the fact that he allowed his personal choice to eclipse the security needs of the nation by downsizing the army after 1947 was the real reason why India had to face humiliation at the hands of the Chinese in 1962. Nehru was indeed one of the finest global leaders of the time and the principal architect of the nation that Indians even today owe a lot to, but his complete dislike for the army can be deduced from this anecdote from the biography of Maj. Gen. A.A. Rudra written by Maj. Gen. D.K. Palit: Shortly after Independence, General (Robert) Lockhart as the army chief took a strategic plan to the prime minister, asking for a government directive on the defence policy. He came back to Jicks (Rudras) office shell- shocked. When asked what happened, he replied, the PM took one look at my paper and blew his top. Rubbish! Total rubbish!” he shouted. We dont need a defence plan. Our policy is ahimsa (non-violence). We foresee no military threats. Scrap the army! The police are good enough to meet our security needs.”

 

3. It’s critical for a nation to rightly gauge the enemy’s intention and the scope of their preparation in order to win the war.

The intensity of the shelling and the diversity of the weapons used by the Chinese were an indication of the determination to take the position at any cost. To destroy bunkers, they wheelbarrowed anti-tank guns to the flanks of our (Indian) positions and fired them massively. The four-feet-deep craters found in solid rock around company headquarters were a clear indication that they even used a certain number of big rockets. The shelling was indeed a spectacular display of the Chinese at night. An officer watched it from 4 miles away. I saw missiles,’ he later said, with flaming red tails falling on Rezang La. The spectacle was so weird, we thought the entire Rezang La was on fire.’ Another soldier at a post 4 miles south reported, The explosions were so great that the walls of our cookhouse collapsed.

 

4.  A strong and dynamic intelligence unit is key to ensuring a nation-state’s welfare and safety.

On 21 October 1962, when an Indian transport aircraft flying over Ladakh reported a 2-mile-long column of Chinese military vehicles heading towards Chushul along the road from Rudok in Tibet, alarm bells started to ring in the army headquarters and the defence ministry. Until then, the Indian intelligence didnt have any idea about the military build-up on the Chinese side of the Ladakh border. This was going to cost India heavily. The Indians were ignorant of the aggressive road-building activity of the Chinese that had connected all their border posts to their support bases in the deep. Due to this, the PLAs mobility of troops, artillery and stores was swift. Compared to this, the Indians in Ladakh had just completed the road that connected Srinagar to Leh. A jeepable road that connected Leh with Chushul was also made weeks before the Chinese attacked India as we have seen before. All other thirty-six forward Indian posts were still connected by mule tracks, which took days to reach and had obvious load-carrying restrictions.

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In The Battle of Rezang La, Kulpreet Yadav evocatively narrates the untold story of the soldiers of the Charlie Company who valiantly fought the Chinese till their last breath.

What is the one thing successful managers do differently?

The best way to keep growing one’s team and creating a community of positive leaders is by carrying one’s team together and passing on the learnings. Therefore, it is imperative for the managers to exhibit true leadership skills and focus on results through teamwork and delegation.

A Tata group veteran and the author of 10 Steps to the Boardroom, Gurpal Singh Rattan, distils years of experience into lessons useful for the readers. Read this excerpt to know about the essential ingredients required to cook up your own recipe for your team’s success.

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10 Steps to the Boardroom
10 Steps to the Boardroom || G.S. Rattan

You are responsible for your team’s success and failures. You carry all of it on your shoulders. No one likes or promotes a person who will take credit for success and dump failures on the team. Giving credit where it is due, identifying the winners and throwing the spotlight on them will not only enhance your credibility in the eyes of your team members, but more so in the eyes of top management. As you move ahead in your career, remember that every year new graduates will come in, new technology will be introduced and new skills will be required to keep moving ahead. Lead your team by being the first person to upskill and learn new technology. When you lead by example, you let them know that life doesn’t halt when the rules of the game change. You learn the rules and then change the game. Your team will look towards you to lead them. Their trust in you is what will move you ahead.

Our company had a vision of introducing IT across the board and SAP ERP (Enterprise Resource Planning software) for the ease of managing business. This was announced in 1995 and computers were being introduced in all departments gradually. Many old timers like me were not familiar with computers and the company offered to train middle and senior management executives on the basics of computer learning to start with. Without any inhibitions, I immediately opted for this and started devoting lots of my spare time to upgrading my knowledge, contrary to many seniors who avoided it and delegated this job to their subordinates. The first day of class was a tad intimidating, as I seemed to be the senior-most person there. I braced myself and entered the class with a learning mindset. The trainer was far younger than me and being one of the seniors in class could be perceived as a disadvantage if I were to ask a question. It took me another hour or so to let go of my age prejudice. I knew this was my opportunity to learn. If I hadn’t clarified my doubts then, despite the snickering from the backbenchers, I might not have got a chance again. My team members started talking about my newly acquired knowledge and I quickly became at par with them and was able to discuss the subject with ease in person and virtually, I encouraged all my team members to follow suit.

Being a part of the first rush of learners paid handsome dividends as, with the passage of time, I became fairly good at it and could successfully survive the onslaught of the computerization tsunami in the organization that followed. In a couple of years, your proficiency with a computer became one of the parameters that decided how your career progressed. Letting go of my inhibitions, discomfort at being judged for asking questions and learning from young trainers was an advantage that led me far. If I had to, I would do it all over again rather than sitting in a shell and pretending to know.

Carrying a team also means that you will spend a lot of time managing people and planning ahead. If you have the right team working with you, then spend more time micro planning and foreseeing pitfalls, anticipate obstacles and look at providing timely interventions and resources for your team. Your role at the helm will be crucial till the last minute. The game is not over till the last second.

Understanding the Rasa Science

Radhavallabha Das, author of Yogiplate, serves on a plate the science of Ayurveda through sāttvic cooking. Yogiplate is a guide which promises to inculcate pure Vedic traditions in us so we can eat well and also avoid the side effects of a modern lifestyle.

Here’s an excerpt from the book in which the author explores how from tasting ingredients, one can understand the impact on digestion, tridosa and health.

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Yogiplate
Yogiplate || Radhavallabha Das

Rasa is an experience or something that inspires a particular mood, thus contributing to our feelings and manifests various sentiments, such as happiness, anger and frustration. When rasa flows into us, it quickly influences us by expanding into our body, senses, mind and heart. In the Bhagavad Gitā, Krishna says, ‘Of all the rasas, I am water.’ Water is neither sweet nor salty or sour. Water is just water, yet it carries a taste, and that is rasa. No drink can quench our thirst like water.

Pure, clean water is not only nourishing to the body but also touches and purifies our mind. Many Ayurvedic preceptors believe that all the rasas originate in water, as much as all colours are present in white colour. Rasa is roughly translated as taste in English, although it means much more. The word that corresponds to taste in Sanskrit is svādu and only partially represents rasa. Rasa is more sublime in its influence than taste. Without rasas, you would not be able to determine the essence of food.

 

What are the Six Rasas?

The six tastes are sweet, sour, salty, pungent, bitter and astringent. These tastes are detected by the taste buds on the tongue and transported by the water content in each ingredient. Different types of taste buds are spread throughout the tongue: the tip hosts both the sweet and salty taste buds, the sides of the front portion host the sour ones, the sides of the rear portion host the pungent ones, and the centre rear part (closer to the throat) hosts the astringent taste buds. The arrangements are illustrated in the figure.

 

Food with sweet or madhura taste is always welcome and forms the major portion of our diet. When I say sweet taste, it refers to all food with natural sugar, and need not be predominantly sweet to taste. For example, rice, corn and wheat have a natural mild sweetness. So do vegetables, such as pumpkin and potatoes. If we look at a typical meal, we will find these food ingredients form the predominant portion of the meal. As the nutrients from such food are essential to build tissues, sweet taste buds are at the front tip of the tongue to help easily detect such food.

 

Salt regulates the water content of the body and needs to be consumed in lesser quantities than food with a sweet taste. Salt is added to sweet-tasting food like fried potato chips. Too much salt leads to too much water in the body as salt attracts water through osmosis. Excess water causes obesity and blood pressure to rise. However, sodium from salt plays an important role in muscle contraction and nervous movement. An average adult needs around 6 gm of salt a day. So, we cannot remove it altogether from our diet.

 

While discussing the tridoṣa nature of food ingredients, we will talk about various other benefits of different types of salt. Foods with a sour taste, which mostly aid in digestion, need to be consumed in smaller doses than those with sweet taste. Even a slight increase in salty and sour taste can be unhealthy. Lemon juice, tamarind, raw mangoes, pomegranate, kokam and Indian gooseberries are some examples.

 

Pungent ingredients should be consumed in moderation. A few examples of pungent ingredients are chilli peppers, black pepper and ginger. These four tastes are loved universally. Although pungency may not be welcomed by all, many people love it. Some of the Thai, Indian and Mexican cuisines are loaded with chilli peppers.

 

Foods with bitter and astringent taste are not so welcome. But they act as essential cleansing agents. Cleansing agents are required in small doses, and the buds that recognize these tastes are situated at the back of the tongue (near the throat). By the time one can register these tastes, which may be a bit unpleasant to some, it is too late to reject it, and we gulp it down like medicine. Medicines are essential but cannot be part of our main diet. The buds for the sour and salty taste, which is less prevalent in our diet than sweet taste, but more than bitter or astringent, are on the sides of our tongue. All these taste buds get activated when all tastes are present in our diet and thus promote digestion to the fullest. Therefore, Ayurveda recommends that all the tastes should be part of our meal. The ingredients with a sweet taste should form the biggest portion, followed by salty, sour, pungent, bitter and astringent. The order of eating should also follow from sweet to astringent taste. Because sweet taste comprises earth and water elements, it is heavy to digest and thus should be consumed in the beginning when hunger is the most extreme. Sweet taste generally comes with salty and sour taste and forms the first part of our meals. Pungent, bitter and astringent are easier to digest and should be eaten towards the later part of the meal.

On parenting and pretend play: Shouger Merchant Doshi

In a delightful conversation with the author of The Power of Make-Believe: Parenting trough Pretend Play, we asked questions about parenting, her inspiration to write the book, and how her book can be of help to modern parents.

Here’s what the author had to say!

 

The Power of Make-Believe: Parenting Through Pretend Play
The Power of Make-Believe || Shouger Merchant Doshi

What inspired you to write this topic?

I was inspired to write on this topic for several reasons. I definitely believe that the power of communication is one that has taken me far in life and the ability to speak well and write well is something that can benefit you in any given situation or in any career one may opt for. If there is one gift you can give your child – let it be that of a good vocabulary. And to engender that, I came up with fun ways to increase my communication with my son. Pretend play was one of the foremost ways to do that. I also felt like there wasn’t enough material out there on how play is so beneficial for children and how adults should engage in pretend play specifically with children. Moreover, I wanted to detail activities that I was doing with my son that were edutainment – educational but yet entertaining and the casual nature of it made it fun and light.

 

What research went into writing this book?

I researched lauded professionals and experts in the field and looked up important studies such as the Meredith Rowe study which details how the quantity and quality of words impact your child’s development and the Root-Bernstien study that shows a positive relation with creative performance when as a child you dwell in make-believe worlds. There is also substantial research to show a nexus between pretend play and higher academic / career achievement and accomplishment which I looked into and mentioned in the book to show mothers that play is as good, if not better than pedagogic learning.

 

You wrote, ‘Caring for a child is not an easy job.’ What gaps have you observed in the modern parenting style?

Being a parent is not easy – parenting involves many processes – you have a million tabs open in your brain and a million to-do lists. Caring for a child involves being a teacher, being a doctor, being a class monitor, playdate organizer, a driver, chef, student, playmate, nanny… and much much more. Needless to say, it takes up a lot of your brain space and time and sometimes we lose sense of ourselves. Many Indian mothers tend to believe that being there for their children at all hours of the day and maybe folding on their personal goals and ambitions is the best way to be present. I am of the opinion that one must receive a sense of self validation or achievement professionally or personally outside of being a mother or else one feels a shift in identity.

 

You mentioned in your book that ‘children need to develop a variety of skill sets to optimize the process of their growth.’ What, according to you, are the three most important life skills parents can inculcate during their children’s early development?

I think children learn their own set of skills and find out what they are good at over time. It is our job as parents to identify their strengths and help them hone those skills, should they be inclined. However, what is in our control is to ensure

a) independence and self-reliance,

b) enhanced communication skills (vocabulary and dialogue) and problem solving skills and

c) empathy, kindness and generosity (treating other children and adults well).

These are skills we can inculcate in our children through play, books and good conversation.

 

How do you think your book will help parents in the Covid-19 crises?

The Power of Make-Believe is about getting back to the basics. Through lockdowns and our children being unvaccinated, we are more at home now than we ever were. These activities are meant to be enjoyed and planned with excitement and the best part of all is the process not the outcome. I definitely think parents will enjoy the activities in the book and hopefully will take time out to do them. The curated books list at the end of the book is based on topics that you may want to have with your child such as racial diversity, cultural diversity, LGBTQ rights, acceptance of a sibling, nanny separation, and other such important topics. I feel a book can really help spark a good conversation between parents and child and the books mentioned are tried and tested by a bibliophile herself.

 

What healthy foods to include in your diet?

Globally renowned holistic lifestyle coach, Luke Coutinho, and a popular actor and model, Tamannaah, take us back to our roots reminding us of the traditional knowledge and wisdom handed down to us over generations. They show us how inexpensive it is to invest in our lifestyles and take our health to the next level.

Here’s an excerpt from Back to the Roots, in which the authors suggest simple lifestyle changes with a list of traditional and healthy foods that we must include our daily lives.

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Making yourself healthy is not a ‘one-day’ thing and if you are not including the practice in your daily routine, it will be hard to be consistent. Indians knew this very well and hence they included some healthy mixes in their daily life. These were not labelled as superfoods back then, but now they certainly are!

 

Back to the Roots
Back to the Roots || Luke Coutinho, Tamannaah

Turmeric Powder with Milk at Night

  • Turmeric, or yellow gold, is a medicinal and culinary herb. Warm milk with a hint of turmeric was a common beverage in Indian households.
  • Anti-inflammatory properties present in turmeric milk helps promote digestion, preventing stomach ulcers and diarrhoea.
  • It’s a potent anti-inflammatory, antioxidant, immunity boosting, liver detoxifying, brain and neurological health-boosting spice. Curcumin, an active ingredient present in turmeric, is responsible for each of these benefits.

Note: Milk may not suit everyone, especially those with lactose intolerance. If you are fine having milk, it is advised to consume milk from Indian cow breeds (A2) that is free of hormones and antibiotics. If you are prone to excess mucus, then consume milk with caution.

 

Jaggery after Meals

Recent scientific studies have revealed the immense health benefits of jaggery (gur). Initially, it was referred to as ‘the poor man’s chocolate’. Jaggery is now considered an alternative to refined white sugar.

  • Jaggery is a superfood during the winter season because it keeps the body warm.
  • Jaggery is loaded with antioxidants and minerals such as zinc and selenium and helps boost low haemoglobin levels. Anaemia, or low haemoglobin levels, is a major concern among young women, teens and pregnant mothers in most parts of our country. A beverage of lemon water and jaggery is a great remedy to boost iron levels.

 

Having Some Form of Amla in Your Daily Diet

Indian gooseberry or amla is an inexpensive and easily available addition to your meals if you are looking to boost your immunity. Amla contains essential minerals and vitamins that are not only integral to our body’s well-being, but also indispensable to preventing and managing some of the most common and widespread diseases. Amla combats common cold and cough due to its high vitamin C content.

  • Vitamin C in amla aids synthesis of collagen that helps maintain the integrity and firmness of skin.
  • Amla strengthens the inner walls of arteries often damaged due to exposure to pollution and faulty lifestyle habits like smoking.
  • Indian gooseberry manages high levels of bad cholesterol and diabetes and reduces inflammation thanks to the presence of chromium, a trace mineral responsible for increasing insulin sensitivity of cells.

 

Chewing Tulsi Leaves

Tulsi (holy basil) is a sacred plant in Hindu belief. A tulsi plant is present in most Indian households as we worship the plant and use it for medicinal purposes.

  • Holy basil is a known adaptogenic herb that helps address hormonal imbalances in the body.
  • Tulsi works as a natural decongestant and immunity booster.
  • It’s a great stress relieving herb, and can be used as an alternative to tea and coffee.
  • Slowly chewing a few leaves of tulsi will keep the stomach happy.

 

Fenugreek

  • The green leafy vegetable is extremely rich in iron, folate, magnesium and chlorophyll.
  • It can keep your cholesterol levels in check by reducing bad cholesterol (LDL and triglycerides), and maintaining heart health.
  • It can also be used as a potent galactagogue for lactating mothers.
  • It aids management of blood sugar levels in case of diabetes.
  • Fenugreek (kasuri methi) is super-rich in fibre and promotes healthy bowel movement in case of constipation.

 

Chyawanprash

Chyawanprash is an Ayurvedic superfood made up of nutrient-rich herbs and minerals. It is a rasayana formulation meant to restore the drained reserves of life force (ojas) and to preserve strength, stamina and vitality while stalling the course of ageing. The word ‘chyawan’ translates to degenerative change, and ‘prasha’ means an edible substance.

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To know about all other healthy foods for your everyday diet, read Back to the Roots and adopt easy lifestyle changes for a healthier and happier life.

Why is pretend play important for kids?

Understanding children in their early years of development is the most important thing. As it is known to every parent that parenting is a complex process where listening to their child, figuring things out by a process of trial and error, and putting in place the processes that work for them is the best approach. Their goal is to have fun with their children, inculcate key early learning skills in children, and make memories in the process.

Here’s an excerpt from Shouger Merchant Doshi’s book, The Power of Make-Believe: Parenting through Pretend Play, about pretend play and its importance for well-rounded development of children.

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The Power of Make-Believe
The Power of Make-Believe || Shouger Merchant Doshi

Play comes in many different forms. Researchers have segregated them into skill-based play forms such as fine motor or gross motor skill play or based them on the nature of the play, such as cooperative play, while others have classified them according to the number of people playing together. However, all forms of play, when coupled with a vivid imagination, storytelling or narration, constitute pretend play, which is an unparalleled form of early learning for children.

Some researchers call it dramatic play, role-play, exploratory play, fantasy play, symbolic play, creative play—I simply call it ‘pretend play’. It is multi-dimensional and incorporates all the elements of structured and unstructured play.

Children need to develop a variety of skill sets to optimize the process of their growth. Research and experts have always indicated that dramatic play with family members and peers is significant in igniting social, emotional, cognitive, language and visual processing skills that create decision-making and overall brain development. So, when your child wants to play Doctor-Doctor and operate on you, don’t consider it a waste of time. You will be surprised with what he is learning from that.

Children learn by imagining and doing. They learn by talking about concepts in their own words—when they are allowed to express themselves in the way that they have learnt, by observing people around them. In fact, it is not just about a sense of self-expression, but a deeper and more logical processing of sorts that occurs when children take on pretend play. So why is pretend play the foremost and most effective way to inculcate key early learning skills in children? The number of ways in which children develop and grow while engaged in rich creative play is countless and incorporates every early learning skill imaginable.

Here are some to help you understand its value in well-rounded child development:
1. Despite the name, pretend play is not frivolous. As per the American Academy of Pediatrics, it is proven to boost brain structure and function and promote self-regulatory functions, which allow children to focus on their goals and ignore distractions.

2. It helps children develop their imagination skills. They learn to be creative and think out of the box using the tools at hand, creating what they require and building fantastical items and stories using what they have.

3. It helps children expand their vocabulary. They engage in realistic language development—talking to each other, listening, asking questions, incorporating words and phrases they have heard—and practise having a ‘real’ adult conversation.

4. When pretend play involves more than one child, it can also encourage children to mimic and practise the important art of conferring with each other, sharing and taking turns, all of which teach them collaboration and healthy competition—important life lessons to learn.

5. When they are engaged in pretend play, children build important burgeoning skills and get practical experience in sorting, classifying and organizing items according to size, colour, utility, variety, etc. and in creating something larger with them.

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Read The Power of Make-Believe: Parenting through Pretend Play to learn to initiate powerful discussions with children around you.

The Battle of Rezang La: Recalling the past

Kulpreet Yadav’s The Battle of Rezang La documents the bravery, gallantry, and patriotism of the soldiers who fought for India in 1962 war. The soldiers chose to hold their ground to the end, despite the fearful odds, defending their nation.

Here’s an excerpt from the book about the time when the speed of preparation of the bunkers and trenches in Rezang La gets a boost and the new recruits make up for the shortfall in manpower.

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The Battle of Rezang La
The Battle of Rezang La || Kulpreet Yadav

On 30 October 1962, the Charlie Company received a message that forty-seven new recruits had landed at Chushul airfield at ten in the morning on 29 October 1962 and that day, after they had been addressed by Lt Col H.S. Dhingra, they would be escorted to Rezang La…

The first person Maj. Shaitan Singh saw there was Naik Ram Kumar who was the section in-charge of the 3-inch mortar post located 140 yards behind the company headquarters on a downward slope. Ram Kumar was an exceptional soldier and the major trusted him completely even though Ram Kumar had been demoted from Havildar to Naik due to a recent incident related to convoy discipline.

Ram Kumar stopped working as he saw his commander approach, saluted him and cheerfully said, ‘Ram ram sahab.

Welcome back to the unit.’

‘Thank you, Ram Kumar. You must be missing kabaddi here.’

‘Yes, sir. Here, we are spending our energy only on building our defences. Kabaddi bahut khel liya.’

The major smiled and asked, ‘How’s Mishri devi? Got any letters from home?’

Mishri devi was the name of Ram Kumar’s wife who was back in his village Bahrampur in the Rewari district of Haryana.

‘Yes, sir. She is doing good.’

He patted Ram Kumar’s shoulder and said, ‘That’s good to know . . . ’

After a pause of a few seconds, in which the major looked around and acknowledged the Ram-Rams of others working in the vicinity, he continued, ‘Ram Kumar, let’s finish the laying exercise of the 3-inch mortar today.’

‘Yes, sir. Today, the visibility is good too.’

‘Yes, and that is why it is the right time for us to conduct the mortar survey. You come with me. The others in your section can go ahead with the fortification of the mortar post.’

Nk Ram Kumar laid down his tools and started to walk alongside the major. After a few steps, the major said, ‘So, how does it feel to become a naik once again from havildar? Anyone making fun of you?’

‘Sir, they still think I’m a havildar, because that’s what I think in my head.’

The major laughed, ‘You know what, among the officers too, we have a few who behave as if they are colonels even when they are actually majors. Such officers go very far, Ram Kumar.’

‘Are you one of them, sir?’

The major turned to look at Ram Kumar, a mysterious twinkle in his eyes, ‘What do you think?’

‘I’m not sure, but I’m sure of one thing, sir.’

‘And what is that?’

‘Since you are so calm and composed all the time, I’m sure you will become a general one day.’

Maj. Shaitan Singh laughed, ‘If I become a general, Ram Kumar, you will be a subedar major and I will get you to whichever place I’m posted.’

‘Thank you, sir.’

They walked in silence for a few minutes.

‘Ram Kumar, though you hold the rank of a naik now and the 3-inch commander should ideally be of havildar rank, I have still positioned you there. Do you know why?’

‘Because you trust me, sir.’

‘Exactly. I have seen you handling the 3-inch mortar . . . let’s do a proper survey today, find out the probable enemy approaches and range our mortar.’

‘Yes, sir.’

By now, they had crossed the platoon 9 position on the forward slope and stood looking east, in the direction the Ops had been reporting the enemy’s position. Both turned as they heard a sound right behind them. It was Naib Subedar Surja Ram.

Sahab, Ram Ram!’

Ram Ram, Surja sahab.’

‘Sahab, what’s the order?’

‘Surja sahab, Ram Kumar and I are here to identify enemy approaches and mark them. Where do you think they will come from?’

Surja scratched his chin and said, ‘Sahab, I think they will come in the night through the nullahs. Somewhere between three and four, early morning.’

Ram Kumar said, ‘Sahab, from what we have learned so far from the NEFA and Srijap attacks is that the Chinese use human waves.’

The major’s face was now taut with seriousness, ‘Yes, and one more thing, they use surprise as a strategy, like they had used in Korea.’

‘Sir, we will defeat every attack of the Chinese. They might have the numbers, but we have Dada Kishan ka ashirwad.’

‘Absolutely.’

They were quiet for a few seconds. Then the major asked, ‘Suggest a few names for the target positions, Ram Kumar.’

Ram Kumar replied, ‘Sir, let’s use the name of birds, like tota, maina, bulbul, kabutar, mor, chidiya wagarah.’

**

Read The Battle of Rezang La for a detailed account of the events of the 1962 war.

On Karma and spirituality: A chat with Acharya Prashant

Acharya Prashant, a Vedanta philosopher, an Advaita teacher, and the author of Karma, talks about his transition from the corporate world to the spiritual world. He also answers questions about Karma, a word as common in the spiritual lexicon as in the popular parlance.

Karma
Karma || Acharya Prashant

After studying at IIM and working in the corporate sector, you took respite into the world of wisdom and spirituality. How did you overcome the difficult period of ‘sorrow, longing, and search’?
The basic inner challenge that life presents to us remains the same, no matter what the circumstances are. The one all pervasive and ubiquitous challenge is to keep doing the ‘right thing’ even in the most difficult situations. So whether one is an MBA student or a corporate employee or a spiritual leader, one has to act rightly – which simply means to not act from a personal centre of greed and/or fear.

There has never been any tectonic shift in my life as such. As an individual, I have always aimed at gradually trekking higher and higher. So, this movement from being a consultant in the corporate world to leading PrashantAdvait Foundation, is to be understood as a process of elevation and not of renunciation. The shift was only towards something higher, towards something more critical and of higher caliber. And the search . . . it has not ended; it is very much there. But yes, the destination has changed.

 

Your book, Karma, was first spoken and written later. What made you pen down hundreds of questions that you’ve verbally answered in a decade?
Every project that the Foundation undertakes is in tandem with the needs and requirements of those for whose sake it exists. As an organisation and as a socio-spiritual mission, PrashantAdvait Foundation exists to serve and transform contemporary society. And one of its prominent objectives is to liberate spirituality from superstition; which could not have been possible without a total repudiation of the false beliefs linked with the concept of Karma – and this, we know, has been quite successfully achieved with the book. Because the Foundation believes in harnessing each and every medium/platform for the Mission, the idea to write books (and make them reach the masses on a wide scale) occurred quite naturally to us.

 

Why do you think what people know about Karma is wrong?
Unfortunately, today there is hardly any concept in spirituality which has not been both misinterpreted and misrepresented. The same tradition to which we owe gems like Sri Bhagwad Gita, has sadly become a vehicle for misappropriation. Real meanings and implications of concepts linked with spirituality stand obfuscated and distorted by centuries of misplaced expositions and self-appeasing translations.
So, instead of asking what is wrong in the contemporary definition of Karma, we should be skeptical enough to ask: is there really anything at all that is right about it? Because had there been even a single grain of truth in it, we humans couldn’t have been the way they are – violent, chaotic, depressed, loveless, faithless, and what not!

 

In your book, you’ve mentioned that one must do what is right and forget about the result. Is there an ideal way to work without expecting results?

It is not the expectation that is to be dropped, but the one with the expectation that must transform. If the actor – the doer, the centre from where the action is happening – is itself the one with desires and expectations, then no attempt to work without expecting results would be successful.
So do not look at the expectations, look at the one who is expecting. And having looked at it attentively, you might find the key to ‘Nishkama Karma’.

 

In one of the chapters, you have said, ‘Just be wisely selfish and help others’. Can you elaborate on what you mean by being ‘wisely selfish’? Does being selfish not count as bad Karma?

Selfishness is bad when the self is petty; but when the self reaches spiritual heights and the relationship with the other is of Love, then being selfish gets redefined as being compassionate.

 

Do you plan on writing another book? If yes, what would you like to focus on?

All I can say right now is that I will keep addressing issues that require attention, and books on those issues/topics/concepts will continue to be circulated to the masses.

A lesson to become a great leader

Your education teaches a lot, but it doesn’t quite prepare you for the larger game of life. Does it? Prakash Iyer’s How Come No One Told Me That? is a cornucopia of stories that can help you lead a life of purpose and significance. The small and seemingly unimportant experiences of your life can teach you many valuable lessons and Iyer’s book is a collection of such anecdotes and everyday events.

Here’s an excerpt from the book about the white handkerchief of the chairman of Hindustan Unilever. It’s a story that’s been retold to successive generations of young managers at the company. It’s a reminder for all to fix a problem when they see it.

*

How Come No One Told Me That?
How Come No One Told Me That? || Prakash Iyer

The chairman of Hindustan Unilever was on a market visit in a small town in Kerala. At one store, he noticed a tin of Dalda (a popular brand of vanaspati at that time) on a corner shelf. As he reached out to take a closer look at the tin, he was horrified to see a thick layer of dust on the lid. There were sheepish looks on the faces of the folks accompanying the chairman. It wasn’t something they wanted the chairman to see. The sales team’s routine included cleaning stocks on the shelf—with particular attention to food products. This was a bad miss.

And what did the chairman do? Scream and shout? Threaten to sack someone? Talk about the need for better execution? Nope.

He put his hand into his trouser pocket, pulled out a clean, white handkerchief and proceeded to wipe the Dalda tin clean. That was it. He did what any foot soldier of the company might have done. It was about getting a job done, rather than worrying about whose job it was.

The sales team got the message, of course. Far better than they might have had the chairman shown anger and disappointment. The retailer’s respect for the company went up a few notches in that instant too. All those present that day got a masterclass in leadership. And as the story got retold over the years, young managers began to understand what a leader’s work ethic ought to be. And what great leadership looks like.

I was reminded of the Dalda and the handkerchief story once again several decades later. I was in a meeting with the managing director of a large auto ancillary company. With him was his head of Learning and Development. We sat around a little roundtable at their guesthouse. As the L&D head began the discussion, I saw the managing director get up and go into the kitchen. And he was back in a jiffy, with a cleaning cloth in his hand. He then went on to wipe the table clean. And as he saw the look of surprise on our faces, he said that when he put his diary on the table, he figured the table was dusty, and so he decided to clean it.

Now this is such a rare sight, I thought to myself. When was the last time you saw the managing director of a company actually take a mop out and clean a table—in front of a group of other people?

Think about it. He could have so easily done something else. He could have called out to the attendant, who at that stage was busy making some tea and coffee for us, and said, ‘Come, I want you to clean the table right now!’ Or he could have shouted at him for not having maintained a clean table. Or he could have complained about the world we live in and said, ‘Look, there’s so much dust around us!’ He didn’t do any of those, for he was a man who had seen a problem (which none of us had actually noticed) and then decided, ‘Hey, let me do something about it!’ He went out, got a cloth and cleaned the table.

Great leaders are like that.

It is the kind of leadership that’s becoming so rare to find in our world today. And it’s also the kind of leadership that we all need to see more of. And show more of.

The chairman did it. The managing director did it. What’s stopping you? What’s your excuse? The next time you see a problem—when you see dust on the table or on your company’s products—which nobody else has noticed, don’t leave it there. Don’t shout. Don’t ask someone to set it right. Take a cloth and clean it!

Not only will you have a clean table—and clean products—but you’ll also become a role model for others, exemplifying what great leadership looks like.

And, many years later, they will still be telling your story.

**

Read How Come No One Told Me That? to think clearly, take better decisions, learn lessons, become a better leader and a better person in life.

 

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