SOCIAL/ RURAL SPECIAL.... E-TRAIL...A platform called Farmerbook

 E-TRAIL 

A platform called Farmerbook is helping farmers connect, share tips as part of a larger initiative to raise morale and awareness within the community

Jatrimani Mahanta, 38, has a social networking profile that features regular updates about her work life, her latest achievements and new projects that she has undertaken.

Every time she turns to her page, her profile picture gives her a thrill. It’s an ordinary photograph. But for Jatrimani, a farmer and high-school graduate from a remote village in Orissa, it is thrilling nonetheless.

Jatrimani’s profile is on Farmerbook, a nine-month-old social networking platform for farmers set up by New Delhi-based non-governmental organisation Digital Green.

In her village of 120 houses with no school and just one daily bus service, the mother of two tends a 4acre farm with her husband, sowing rice, ginger, ladyfingers, sunflowers and bitter gourd.

Until a few months ago, problems she faced with her crop or questions she wanted to ask could only be referred to fellow villagers. Now, on Farmerbook, she is connected to 2 lakh farmers across six states — Bihar, Madhya Pradesh, Kanataka, Jharkhand, Andhra Pradesh and Orissa.

A video showing her adopting new practices in her fields, now uploaded on the site, has already been viewed nearly 6,000 times, on Farmerbook, YouTube and digitalgreen.org, the website of the non-governmental organisation behind the social networking platform.

“It feels good to know that so many people, especially fellow farmers, are reading about the work I do on my farm and maybe benefiting from it,” says Jatrimani.

Her video shows her adopting new techniques in her fields — techniques taught to her by local NGO Varrat (Voluntary Association for Rural Reconstruction and Appropriate Technology). It was through Varrat that Jatrimani was introduced to Farmerbook.

A NOVEL IDEA

Digital Green and Farmerbook were founded by former pilot Rikin Gandhi, 31. Born and raised in the US, he studied aerospace engineering at the Massachusetts Institute of Technology, qualified as a pilot, then gave it all up after visiting rural India on a proposed business venture.

That proposed business was biofuel, and when the venture failed, Gandhi decided to stay back as part of Microsoft Research India’s Technology for Emerging Markets team, a project aimed at understanding whether there was a role for technology among smallscale farming communities.

“Our failed biodiesel venture gave me my first glimpse of the potential for sharing knowledge among farmers,” says Gandhi. “My work with Microsoft showed that the video approach was more effective and more cost-effective.”

The NGO began by touring villages to create video footage of new practices being taught to farmers. The videos sparked interest not just among farmers but also among local NGOs and government bodies and soon Digital Green was building a network of shared digital resources.

“Whenever we screened the videos for other farmers, in NGO or panchayat offices, the first questions were who is this farmer and where is she from,” says Gandhi. “Since we were already keeping a manual record of the names and basic details, we thought it would be nice to create an online platform where the same information could be shared.”

The NGO currently has a team of 62, including software engineers and communications experts. Their projects are funded by agencies from around the world, including the USbased Ford Foundation and certain Indian government bodies.

Currently, the farmers do not have individual internet connections, but activists help them log on to Farmerbook at mass meetings.

“Farmers are now competing to feature on Farmerbook, vying with one another to try a new approach or technology so that they too can have their face on the screen,” says Trilochan Mahanta, local programme coordinator for Varrat.

Adds Naba Mishra, co-founder of Varrat: “Having the picture on a computer is a matter of joy. It gives the farmers a sense of being recognised and appreciated.”

Most of the updates on Farmerbook take the form of short video clips that last between five and ten minutes.

For those without access to Farmerbook, Digital Green conducts screenings in public spaces, touring villages across the six states where they operate and Uttar Pradesh, with their cache of videos.

So far, the 2,600 videos on the platform, created across seven states, in 20 languages and local dialects, have been screened in 24,000 villages and viewed a total of 7,000 times online.

Kamala Mahanta is one such viewer. The 30-year-old ginger and rice farmer from Orissa has been watching Farmerbook videos at the village panchayat office for two years and has adopted 11 new technologies on her farm, including modern storage methods and varied crop cycles that now have her cultivating more crops.

“I have benefited a lot from seeing videos of fellow farmers on Farmerbook,” says Kamala. “And when I know that another farmer has adopted a technology successfully, it gives me the confidence to adopt it as well.”

BEYOND FARMERBOOK

Digital Green’s true mission, says Gandhi, is to link farmers with other farmers, urban enthusiasts and even the consumer, to create a larger community that shares knowledge and applauds innovation, thus boosting productivity and spurring interest in the vital field of agriculture.

Accordingly, Digital Green, since its inception in 2006, has also been touring seven states, creating core teams of two or three farmers in each village and training them to shoot and edit the short videos.

“Farmers and even urban Indians can watch these videos online and adopt new farming practices, whether in kitchen gardens or in the fields,” says Gandhi.

In the cities, Digital Green is organising workshops where farmers can discuss their practices and teach citydwellers urban farming.

The first such meet was held at Studio X in Mumbai last month. “We are aiming to connect urban consumers with the people and experiences of rural India,” says Gandhi. “The farming community, their longterm interest and their confidence, are affected by the broader perceptions and culture of our society. Amid a nascent but growing movement toward sustainable and local foods in cities, it makes sense to screen films that are relevant to and will connect the two groups — essentially sending out the message that anyone can be their own farmer.”

HT130630

PERSONAL SPECIAL............... Sidetracked: Why Can’t We Stick to the Plan?

Sidetracked: Why Can’t We Stick to the Plan?

In her new book, Sidetracked, behavioral scientist and professor Francesca Gino explores the unexpected forces that often keep people from following through with their plans, both professional and personal.

Three different sets of forces influence our decisions in ways we commonly fail to anticipate: 

(1) forces from within ourselves, 

(2) forces from our relationships with others, and 

(3) forces from the outside world.

"The best-laid schemes of mice and men go often awry." - Robert Burns, 1785

An entrepreneur starts a company with plans to go public, but ultimately accepts a low-ball acquisition offer from a competitor. A newlywed husband plans to spend 10 minutes in Whole Foods picking up the ingredients for a romantic dinner, but ends up spending an hour comparison shopping for organic dog food and craft beer. A college student resolves to spend every Wednesday evening studying in the library, only to spend most of that time watching reality TV. So what happened?

In her new book, Sidetracked: Why Our Decisions Get Derailed, and How We Can Stick to the Plan , behavioral scientist and HBS Associate Professor Francesca Gino explores the unexpected forces that often keep people from following through with their plans. The book, based on years of colorful experimental research, shows how we can be disastrously distracted by seemingly innocuous factors — and how distractions can be avoided.

This excerpt from the book's introduction describes how three different sets of forces sidetracked Gino's husband during a recent trip to Dubai. - Carmen Nobel

Introduction: What Gets Us Off Track

From Sidetracked: Why Our Decisions Get Derailed, and How We Can Stick to the Plan

By Francesca Gino

On a sunny day a few years ago, my husband, Greg, and I were wandering the streets of the Gold Souk in the old part of Dubai. Both my sister, who was living in Dubai with her family, and my travel guide had described the souk — a marketplace where you can buy products ranging from fresh food and spices to handicrafts and even gold — as a "must-see." Our plan for the afternoon was clear: Greg and I wanted to have an enjoyable day and buy something authentic that would help us remember the experience vividly once we were back home.

As we went from one tiny, packed store to the next, we noticed that amid the traditional shops lining the souk's enchanted streets were other shops filled with fake designer handbags and knockoff designer clothing. Vendors ran after us, hawking "Nike" shoes, "Versace" T-shirts, "Louis Vuitton" bags, "Prada" wallets, and "Ray-Ban" sunglasses — all of them at bargain prices, and all of them closely resembling the authentic products we were familiar with from home.

One vendor was particularly persistent. He convinced Greg to follow him to the back of his store, where the two spent almost an hour haggling over "Rolex" and "Panerai" watches — identical copies of the real thing. Greg thought a fancy watch would make him look and feel good, and he doubted any of his friends or colleagues would be able to tell the difference.

After quite a bit of negotiating, Greg was ready to make a purchase: a copy of a Panerai Luminor Power Reserve men's watch, which typically sells for about $7,000 in the United States. Greg bought his perfect (in his mind) replica for just over $100.

He was thrilled, but his euphoria over getting such a good deal was short-lived. By the time we got back to our car, Greg said he couldn't help but feel a bit fake while wearing the watch. Ironically, this was exactly the

the opposite of our initial plan: having an authentic experience at the souk .

We set a new career path, we choose a diet to follow, we make plans to save for retirement, we set a new direction for the management team, or we promise to carefully research our next big purchase. And yet, like Greg, you may have found yourself following a course of action that took you completely off track — putting off your job search, sabotaging your diet, spending too much on trivial items, and so on. In the end, your outcome bore very little resemblance to your initial goal. Such results can be discouraging, demoralizing, and baffling.

We have a rose-colored view of who we are and what we do, and we aim to behave in ways that are consistent with our self-image as capable, competent, helpful, and honest individuals. We care about following through on our goals and wishes. And yet, even when we have spent time developing our plans and are fully committed to our best intentions, our decisions often veer off course in unexpected ways.

Greg set off to choose a souvenir that would enhance our authentic experience abroad, but left the souk feeling just the opposite — inauthentic and false. And Greg is not alone. I have observed experienced managers plan carefully for their negotiations but end up with very different deals than those they had planned because they were caught up "in the heat of the moment." I've seen friends make plans to improve their relationships but fail to follow them due to their inability to put themselves in their partners' shoes. I have watched thoughtful managers planning new incentive schemes to motivate their employees, only to find the employees focused more on cheating the system than on working harder. And I have also noted similar inconsistencies in my own behavior. Why do our plans so often go astray, and how can we keep on track?

Over the last 10 years, I embarked on a number of research projects that focused on answering just those questions. In Sidetracked, I'll share my findings.

Three different sets of forces influence our decisions in ways we commonly fail to anticipate: 

(1) forces from within ourselves, 

(2) forces from our relationships with others, and 

(3) forces from the outside world. 

Throughout Sidetracked, I will describe the results of various studies examining the power of these forces and how they operate. I will suggest that we can make more successful decisions by understanding these forces and that we can learn to account for them as we set goals or clarify plans of action. I will conclude each chapter by describing one principle for you to consider to avoid getting sidetracked in the future.

Forces from within are factors that reside in both our minds and our hearts, and exist because of the very nature of being human. We will explore the accuracy (or lack thereof) of our beliefs about our abilities and competence (chapter 1), the effects of our emotions on unrelated decisions (chapter 2), and the consequences of having an (overly) narrow focus when evaluating information and making decisions (chapter 3).

Forces from our relationships are factors that characterize our relationships and interactions with others. We are social human beings, but our bonds with others often derail our plans. In the second part of the book, we will examine how this happens. I will discuss the difficulty of putting ourselves in others' shoes (chapter 4), how sharing even superficial features with others (such as having the same first name) colors our viewpoint and decisions (chapter 5), and how we are affected by comparing ourselves to others (chapter 6).

Finally, forces from the outside are factors that characterize the context in which we operate and make decisions. We will explore the effects of irrelevant information on our decisions (chapter 7), examine why subtle differences in the way a question is framed lead to different solutions (chapter 8), and discuss how the structure of our environment can cause us to veer off track (chapter 9).

To a certain extent, all these forces were at play when Greg was deciding what to buy at the souk. Forces from within made him concentrate on how wearing a Panerai (albeit a fake) would make him feel, a prediction that turned out to be shortsighted and inaccurate. Forces from his relationships made him focus on the fact that he would look good relative to others, but at a much cheaper price; this focus may have clouded his understanding of the power of wearing counterfeits. And forces from the outside — the heady atmosphere of the souk — may have had an impact as well.

Excerpted from Sidetracked: How Decisions Get Derailed, and How We Can Stick to the Plan. Copyright 2013 Francesca Gino.http://hbswk.hbs.edu/item/7141.html?wknews=02202713

MANAGEMENT /LEADERSHIP SPECIAL ....MSD’s 11 for the Boardroom

MSD’s 11 for the Boardroom 
 

India Inc, which has its own share of controversies to cope with, can learn how to deal with high stress from the Indian captain

    MS Dhoni, India’s most successful cricket captain, is well on his way to be regarded as one of the greatest leaders the game has seen. In the past, people have attributed his success to luck, timing, good fortune and the like. But on closer analysis of his success, we see a clear pattern emerging. Dhoni’s leadership style offers invaluable lessons to managers at all levels.
1 Uninhibited style: Hailing from a humble background, Dhoni never let this aspect hinder his style or behaviour. In fact, he managed to channelise this raw rustic energy to his on-field performances. He was never shy of expressing himself in any given situation. In a competitive corporate world, you are often judged by your past or stereotyped and it is important to maintain a positive ego at all times.
2 Managing egos: In a hierarchy led environment, Dhoni was catapulted to captaincy ahead of several established players in a team laden with stars and former captains. He took his time and didn’t interfere in their proven methods and managed to extract the best out of these stars at most times without ruffling feathers. Many young managers who inherit legacy organisations face this challenge at the workplace.
3 Change management: Dhoni did not rush through with change in personnel and team culture. He first established his credibility and over time dealt with these issues and managed the transition through the process of natural attrition and performance management. Most CEOs confronted with change management issues at the workplace will do well to take a leaf out of MSD’s book and not take the “bull in a china shop” approach while dealing with change.
4 Managing success: Dhoni dealt with his early success with a lot of maturity with his feet firmly on the ground, which eventually led to his elevation. It requires a great degree of level headedness and humility to handle fame and money at an early age.
In a corporate context, early success need not lead to brash behavior towards colleagues and customers. We have seen that, at times, young managers who see success early lose their balance and face early career burnouts.

5 Managing pressure: Ability to stay calm and keep his cool with a seemingly uncluttered mind is Dhoni’s greatest gift as a leader. This soothes the nerves of the rest of the team and ensures that they stay focused and continue to believe in themselves. Dhoni is a lesson for all leaders in terms of their ability to manage extremely stressful work environments. Managing periods of high stress without losing your composure is the key to long-term success and good health.
6 Focus: Dhoni has immense ability to insulate himself from the surrounding environment and continue to focus on the job. The current Champions Trophy campaign is a case in point in the wake of the IPL controversy. In a corporate context, it is vital for managers to stay positive and focus on the task at hand and avoid distractions and negative energies in play at the workplace.
7 Instinct: There are occasions when managers forget the ‘gut factor’ in decision making when confronted with data. Dhoni has often followed his instinct and on most occasions has b e e n p r o v e d right. At the recently concluded Champions Trophy final against England, while data would have dictated  that he choose Umesh Yadav to bowl one more over, he chose Ishant Sharma for the crucial over which turned the match for India.
8 Managing failure: After the heady success of the World Cup 2011, it was just downhill for Dhoni and his team. After a string of embarrassing losses, it required great character and attitude to bounce back. He did this in style and answered all his critics with the sheer weight of his performance once again. At the workplace, failure has to be dealt with the same fashion as success and one has to continue to be focused on the job at hand.

9 Invokes respect in the rivals: By his mere presence, calmness and body language Dhoni invokes great respect and fear in the opposition camp. In a work environment, it takes a great deal to be respected by competition who would be itching to have you on the other side of the fence. This comes through sheer performance and acknowledgement from your internal and external stakeholders.
10 Backs his people: He places immense trust on his people and backs them to deliver. This allows them to express themselves freely without the fear of failure. At the workplace, team members reciprocate and feel a sense of responsibility based on the trust shown by their leaders on them.
11 Versatile: Dhoni is hands on, is versatile and can adapt to any situation. He plays all the three formats of the game, can bat in any position, keep wickets and can roll his arm over if required. Versatility and adaptability is the key for long-term success for executives.
As a leader Dhoni is aware that the spotlight is on him but he never hogs the limelight. He keeps a check on his emotions all the time both in victory and defeat. He still has lot of cricket left in him and perhaps, for us, there are more lessons to learn from him.

:: K Sudarshan ETM 130630