hi friends

this is what i got from a new book

i hope you will like it ...

santosh sutar

Anyone can become angry. That is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose and in the right way--that is not easy.
                                                                                                                        -Aristotle

ANGER : THE ENEMY WITHIN

INTRODUCTION

1.         The success of an individual depends to a great extent on how well he or she conducts herself while interacting with others and the society as a whole. Human beings are a bundle of emotions and react to situations around them. Any observer of human emotions recognizes that certain circumstances and actions by others seem to make us mad. How we deal with stress, disappointments, and frustration determines the essence of our personality. Anger may do more harm than any other emotion. First of all it is very common and, secondly, it upsets at least two people--the aggressor and the aggressed against. There are two problems viz. how to prevent or control your anger and how to handle someone aggressing against you.

2.         Anger is feeling mad in response to frustration or injury. You don't like what has happened and usually you'd like to get revenge. Anger is an emotional-physiological-cognitive internal state; it is separate from the behavior it might prompt. In some instances, angry emotions are beneficial; if we are being taken advantage of, anger motivates us to take action (not necessarily aggressive) to correct the situation.  The overall effects of anger are enormous. Frustration tells us "I'm not getting what I want" and eventually anger is related to violence, crime, spouse and child abuse, divorce, stormy relationships, poor working conditions, poor physical health (headaches, hypertension, GI disturbances, heart attacks), emotional disorders, and so on. We have become prejudiced and have started distrusting and disliking others on even trivial issues like looks. Even within the family, supposedly our refuge, our safe place, our source of love, there is much violence.

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HOW DOES ANGER DEVELOP

3.         Is Anger an innate entity? Certainly, most three-year-olds can throw a temper tantrum without any formal training and often even without observing a model. Is it learned? Why are the abused sometimes abusers? Does having a temper and being aggressive yield payoffs? How do we learn to suppress aggression? How can we learn to forgive others?

4.         Anger can be the result of hurt pride, of unreasonable expectations, or of repeated hostile fantasies. Besides getting our way, we may unconsciously use anger to blame others for our own shortcomings, to justify oppressing others, to boost our own sagging egos, to conceal other feelings, and to handle other emotions (as when we become aggressive when we are afraid). Any situation that frustrates us, especially when we think someone else is to blame for our loss, is a potential trigger for anger and aggression.

5.         So, what is frustration? It is the feeling we get when we don't get what we want, when something interferes with our gaining a desired and expected goal. It can be physical (a flat tire), our own limitations (paralysis after an accident), our choices (an unprepared for and flunked exam), others' actions (parental restrictions or torturing a political prisoner), others motives (deception for a self-serving purpose), or society's injustice (born into poverty and finding no way out).

Anger Vs Aggression

6.            Aggression is action, i.e. attacking someone or a group and is intended to harm someone. It can be a verbal attack--insults, threats, sarcasm, or attributing nasty motives to them--or a physical punishment or restriction. While aggression is usually a result of anger, it may be "cold" and calculated, for example, the judge who sentences a criminal, the unfaithful spouse, the merchant who overprices a product, or the unemotional gang attack. To clarify aggression, some writers have classified it according to its purpose: instrumental aggression (to get some reward, not to get revenge), hostile aggression (to hurt someone or get revenge), and annoyance aggression (to stop an irritant). When our aggression becomes so extreme that we lose self-control, it is said that we are in a ‘Rage’.

8.         Anger can also be distinguished from ‘Hostility’ which is a chronic state of anger. Anger is a temporary response, which we all have, to a particular frustrating situation whereas ‘Hostility’ is a permanent personality characteristic which certain people have.

HOW ANGRY ARE YOU

9.         We know when we are very mad, but anger and aggression come in many forms, some quite subtle. There are so many frustrations in our daily lives; one could easily become chronically irritated. Perhaps more important than the variety of things that anger us, is       (a) the intensity of our anger and (b) the degree of control we have over our anger. That is, how close are we to losing control?

10.       How much of temper do you have? You can find for yourself by answering the following:

(a)      Do you have a quick or a hot temper? Do you suppress or hide your anger (passive-aggressive or victim)?

(b)      Do you get irritated when someone gets in your way? Fails to give you credit for your work? Criticizes your looks or opinions or work? Gives themselves advantages over you?

(c)      Do you get angry at yourself when you make a foolish mistake? Do poorly in front of others? Put off important things? Do something against your morals or better judgment?

(d)      Do you consume alcohol or use drugs? Do you get angry or mellow when you are high?

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Finding better ways to resolve anger in relationships

11.       Anger is by and large a signal which indicates that something is wrong in a relationship. Often, we are angry because we are feeling put down, neglected, dealt with unfairly, insulted, or cheated in some way. Therefore, the real problem is not the anger, but rather the task to get right whatever is wrong in the relationship. The usual ways of handling irritating circumstances in a relationship, either being "nice" or being hateful, do not ordinarily change the situation. For example, the suppression of negative feelings (being "nice") usually means being weak, passive, and compliant, which stores up more and more anger and eventually results in an ineffective hateful "explosion" or in "emotional distancing." On the other hand, the 1960's notion of "letting it all hang out" (and venting your anger) whenever you feel like it, is not only ineffective but has its hazards like low self-esteem, feeling unable to relate, and guilt.

12.       There are two basic ways of dealing with our own anger. We can:

             (a)            Prevent it.       Keep anger from welling up inside of us.

             (b)             Control it.       Modify our aggressive urges after anger erupts inside.

13.       The preventative approach sounds ideal--avoid frustrating situations, be assertive when things first annoy you, eliminate irrational ideas that arouse anger, etc. But, we can't avoid all frustrations and all thoughts that arouse anger. Secondly, in the situations where we haven't, as yet, learned to prevent an angry reaction, we seem to fall into two easily recognized categories: (a) "swallowers " or repressor-suppressor or (b) "exploders " or hotheaded expressers. Do you recognize yourself and others you are close to? The "swallowers" haven't prevented the anger, they have just hidden it--suppressed it. (Don't let the fact that "swallowers" may eventually erupt in fits of rage, much like the "exploder," confuse you.) In "exploders," angry feelings and aggressive responses are immediate--little time for prevention, little time to think about avoiding anger, the emotions just spew out.

Psychologists have listed four useful approaches to deal with Anger

            (a)             Finding out what is really bugging you (your needs, frustrations, regretted             choices, blocked dreams, etc.).

            (b)            Learning to use new, better communication skills, such as "I" statements.

            (c)            Gaining insight into your "dance of anger" and adopting new "steps" out of             the old routine.

            (d)             Recognizing both parties' efforts to maintain the status quo of destructive             fighting or passive withdrawal, rather than maturely resolving the underlying             problems.

10.       Direct behavioral signs.

            (a)            Assaultive.            Physical and verbal cruelty, rage, slapping, shoving, kicking,             hitting, threaten with a knife or gun, etc.

            (b)            Aggression:     Overly critical, fault finding, name-calling, accusing someone             of having immoral or despicable traits or motives, nagging, whining, sarcasm,             prejudice, flashes of temper.

            (c)            Hurtful.             Malicious gossip, stealing, trouble-making.

            (d)            Rebellious.      Anti-social behavior, open defiance, refusal to talk.

11.       Direct verbal or cognitive signs.

(a)            Open hatred and insults. "I hate your guts;" "I'm really mad;" "You're so damn stupid."

(b)            Contempt and disgust.                       "You're a selfish SOB;" "You are a spineless wimp, you'll never amount to anything."

(c)            Critical.          "If you really cared about me, you'd...;" "You can't trust ­­­­­__­­­­."

(d)         Suspicious.     "You haven't been fair;" "You cheated!"

(e)            Blaming.         "They have been trying to cause me trouble."

(f)            I don't get the respect I deserve.     "They just don't respect the owner (or boss or teacher or doctor) any more."

(g)          Revengeful.       "I wish I could really hurt him."

(h)            Name calling.              "Guys are jerks;" "Women are bitches;" "Politicians are self-serving liars."

12.       Thinly veiled behavioral signs.

      (a)      Distrustful, skeptical.

      (b)      Argumentative, irritable, indirectly challenging.

      (c)      Resentful, jealous, envious.

      (d)      Disruptive, uncooperative, or distracting actions.

      (e)      Unforgiving or unsympathetic attitude.

      (f)      Sulky, sullen, pouting.

      (g)      Passively resistant, interferes with progress.

      (j)      Given to sarcasm, cynical humor, and teasing.

      (k)      Judgmental, has a superior or holier-than-thou attitude.

13.       Thinly veiled verbal signs

      (a)      "No, I'm not mad, I'm just disappointed, annoyed, disgusted, put out, or       irritated."

      (b)      "You don't know what you are talking about;" "Don't make me laugh."

      (c)      "Don't push me, I'll do it when I get good and ready."

      (d)      "Well, they aren't my kind of people."

      (e)      "Would you buy a used car from him?"

      (f)      "You could improve on..."

      (g)      "Unlike Social Work, my major admits only the best students."

14.            Indirect behavioral signs

      (a)      Withdrawal.       Quiet remoteness, silence, little communication especially       about feelings.

      (b)      Psychosomatic disorders.       Tiredness, anxiety, high blood pressure, heart       disease. Actually, college students with high Hostility scores had, 20 years later,       become more overweight with higher cholesterol and hypertension, had drunk more       coffee and alcohol, had smoked more cigarettes, and generally had poorer health.

      (c)      Depression and guilt.

      (d)      Serious mental illness.       Paranoid schizophrenia.

Accident-proneness and self-defeating or addictive behavior, such as drinking, over-eating, or drugs.

Vigorous, distracting activity (exercising or cleaning).

Excessively submissive, deferring behavior.

Crying.

Indirect verbal signs:

1.      "I just don't want to talk."

2.      "I'm disappointed in our relationship."

3.      "I feel bad all the time."

4.      "If you had just lost some weight."

5.      "I'm really swamped with work, can't we do something about it?"

6.      "Why does this always happen to me?"

7.      "No, I'm not angry about anything--I just cry all the time."

Good one from Mr. Azim Premji's desk..          Mr. Premji forwarded this to his colleagues.

WHY EMPLOYEES LEAVE ORGANISATIONS?

Every company normally faces one common problem of high employee turnout ratio. People are leaving the company for better pay, better profile or simply for just one reason'pak gaya'.

This article might just throw some light on the matter. After reading it'I realised how true the subject line of this mail is.

Early this year, Arun, an old friend who is a senior software designer got an offer from a prestigious international firm to work in its India operations developing specialized software. He was thrilled by the offer. He had heard a lot about the CEO of this company,
charismatic man often quoted in the business press for his visionary attitude. The salary was great.

The company had all the right systems in place employee- friendly human resources(HR) policies, a spanking new office, and the very best technology, even a canteen that served superb food. Twice Arun was sent abroad for training. "My learning curve is the sharpest it's ever been," he said soon after he joined. "It's a real high working with such cutting edge technology."

Last week, less than eight months after he joined, Arun walked out of the job. He has no other offer in hand but he said he couldn't take it anymore. Nor,apparently, could several other people in his department who have also quit recently. The CEO is distressed about the high employee turnover. He's distressed about the money he's spent in training them. He's distressed because he can't figure out what happened.

Why did this talented employee leave despite a top salary? Arun quit for the same reason that drives many good people away. The answer lies in one of the largest studies undertaken by the Gallup Organization.

The study surveyed over a million employees and 80,000 managers and was published in a book called First Break All The Rules. It came up with this surprising finding: If you're losing good people,look to their immediate supervisor. More than any other single reason, he is the reason people stay and thrive in an organization. And he's the reason why they quit, taking their knowledge, experience and contacts with them. Often, straight to the competition.

"People leave managers not companies," write the authors Marcus Buckingham and Curt offman. "So much money has been thrown at the challenge of keeping good people - in the form of better pay, better perks and better training - when, in the end, turnover is mostly manager issue."

If you have a turnover problem,look first to your managers. Are they driving people away? Beyond a point, an employee's primary need has less to do with money, and more to do with how he's treated and how valued he feels. Much of this depends directly on the immediate manager. And yet, bad bosses seem to happen to good people everywhere.

A Fortune magazine survey some years ago found that nearly 75 per cent of employees have suffered at the hands of difficult superiors. You can leave one job to find - you guessed it, another wolf in a pin-stripe suit in the next one.

Of all the workplace stressors, a bad boss is possibly the worst, directly impacting the emotional health and productivity of employees. HR experts say that of all the abuses, employees find public humiliation the most intolerable. The first time, an employee may not leave, but a thought has been planted. The second time, that thought gets strengthened. The third time, he starts looking for another job.

When people cannot retort openly in anger, they do so by passive aggression. By digging their heels in and slowing down. By doing only what they are told to do and no more. By omitting to give the boss crucial information. Dev says: "If you work for a jerk, you basically want to get him into trouble. You don't have your heart and soul in the job."

Different managers can stress out employees in different ways - by being too controlling, too suspicious, too pushy, too critical, but they forget that workers are not fixed assets, they are free agents. When this goes on too long, an employee will quit - often over seemingly trivial issue. It isn't the 100th blow that knocks a good man down. It's the 99 that went before. And while it's true that people leave jobs for all kinds of reasons- for better opportunities or for circumstantial reasons, many who leave would have stayed - had it not been for one man constantly telling them, as Arun's boss did: "You are dispensable. I

can find dozens like you."

While it seems like there are plenty of other fish especially in today's waters, consider for a moment the cost of losing a talented employee. There's the cost of finding a replacement. The cost of training the replacement. The cost of not having someone to do the job in the meantime. The loss of clients and contacts the person had with the industry. The loss of morale in co-workers. The loss of trade secrets this person may now share with others. Plus, of course, the loss of the company's reputation.

HI FRIENDS

Some feelings in my mind after India loss against Srilanka
I THINK U ALL AGREE WITH ME ........

All players to be banned for 1 year
Stop praying for them.
All seniors be be forcefully retired.
Take entire new team for the future.
All players to sent to take lessons from Baba Ramdev Maharaj


@%*$%^*%^**)_+(!!Q@#!@#E$%#$^%&*%*^&(&$qwdasd
YOU KNOW WHAT I MEANT TO SAY IN THE ABOVE LINE FOR THE LOSS AGAINST SRILANKA.


THATS RIGHT IF THEY ARE NOT BOTHERING ABOUT OUR NATION WHY TO WE BOTHER ABOUT THEM

IT IS THE TIME TO VIEW THE WAY IN NEW DIMENTIONS

I AM NOT FINDING THE WORDS FOR OUR ???????
INDIAN TEAM

WHAT TO SAY !!!!!!!!!!!!!!!!!!!!!!!

SANTOSH SUTAR

Hi all
this is what i got from my nearest freind !!!!
I hope u all will like it.

What is Maturity?

F  Knowing myself.

F  Asking for help when I need it and acting on my own when I don't.

F  Admitting when I'm wrong and making amends.

F  Accepting love from others, even if I'm having a tough time loving myself.

F  Recognizing that I always have choices, and taking responsibility for the ones I make.

F  Seeing that life is a blessing.

F  Having an opinion without insisting that others share it.

F  Forgiving myself and others.

F  Recognizing my shortcomings and my strengths.

F  Having the courage to live one day at a time.

F  Acknowledging that my needs are my responsibility.

F  Caring for people without having to take care of them.

F  Accepting that I'll never be finished -- I'll always be a work-in-progress.

INTROSPECTION

1.         A situation of great learning in my life was......

2.         The most valuable moment in my life was......

3.         The feeling(s) associated with that moment is......

4.         A deep, quiet happiness comes to me when I.....

5.            Something that brings me closer to my inner nature is.....

6.         The best present I can give to myself is......

7.            Something I would like to develop in myself is......

8.         I find maximum guidance in my life from.....

REFLECTION ON CAPACITIES AND QUALITIES

Let us have a look at our own capacities and qualities.

1.         Where, in what do you succeed in being a living example for your children?

2.         Where, in what do you not succeed in being a living example?

3.         Which qualities would you have to develop more to achieve this?

4.         What would you have to do to succeed better?

5.         What would you have to refrain from for succeeding better?

6.         Which capacity or quality will help you most in changing yourself?

7.         What can you do to make this even stronger?

8.         What in yourself is the greatest hindrance for change?

9.         What can you do to overcome this? 

hi all
this is something i got for you
.
.
.
.
To realize
The value of a sister
Ask someone
Who doesn't have one.

To realize
The value of ten years:
Ask a newly
Divorced couple.

To realize
The value of four years:
Ask a graduate.

To realize
The value of one year:
Ask a student who
Has failed a final exam.

To realize
The value of nine months:
Ask a mother who gave birth to a still born.

To realize
The value of one month:
Ask a mother
who has given birth to
A premature baby.

To realize
The value of one week:
Ask an editor of a weekly newspaper.

To realize
The value of one hour:
Ask the lovers who are waiting to Meet.

To realize
The value of one minute:
Ask a person
Who has missed the train, bus or plane.

To realize
The value of one-second:
Ask a person
Who has survived an accident...

To! realize
The value of one millisecond:
Ask the person who has won a silver medal in the Olympics

Time waits for no one.

Treasure every moment you have.
You will treasure it even more when

You can share it with someone special.

To realize the value of a friend:
Lose one.

Pearls of Wisdom:

• Don't love the Heart that hurts you and don't hurt the Heart that loves you.
• Don't cry over anyone who won't cry over you.
• Good friends are hard to find, harder to leave, and impossible to forget.
• Most people walk in and out of your life, but only friend's leave footprints in your heart.
• True friendship "never" ends. Friends are forever.
• People are lonely because they build walls instead of bridges.
• If we are incapable of finding peace in ourselves, it is pointless to search elsewhere.
• The bond that links your true family is not one of blood, but of respect and joy in each other's life. Rarely do members of one family grow up under the same roof.
• A change of heart changes everything.
• Our greatest glory is not in ever falling, but in rising every time we fall.
• You only live once - but if you work it right, once is enough.
• One generation plants trees, and the next enjoys the shade.

It is difficult to live in the present, ridiculous to live in the future, and impossible to live in the past. Nothing is as far away as one minute ago.

comments are welcome !!!!!!!!!!