MOTIVATION is the magic key behind MAKING A DIFFERENCE

MOTIVATION is the magic key behind MAKING A DIFFERENCE

K.R.Ganesh, Professor, School of Architecture, RV College of Engineering, Bangalore-560059.

Abstract- The motives, objectives, aims, intentions and goals keep changing or growing with reference to the time, place and context. Once the motives are understood, it is possible to motivate a person or self.

Motivation is the ability to make one perform better to achieve a goal. A motive may be a short term intention or a long term aim. Any event or happening or deed to occur three basic things namely need, desire and affordability are very vital. When any one of them is quite strong, other two will fall in place. If in the western context, affordability being so strong, desire follows and only later the need is put (pushed) in place. In case of Orientals, either need or desire is stronger, affordability follows through to excellence. When Buddha propagated “Desire is the root cause of Sorrow”, the implication would certainly have not meant that each individual should eradicate the desire to achieve, and interpretations could innumerably be varied and diverse. When a desirous goal is aimed at and not achieved, the resultant sorrowful disappointment depends in intensity, on the individual capability to sustain shocks based on the moral values, intentions and attitudes of that individual. Fear certainly is also a vital element necessary in life. If fear of punishment is intended to stop the human mind from becoming a criminal, Fear of social ridicules and failure in achieving is also complimentarily a motivating force behind excellence. [1]

Each and every action of a person is said to have one or a combination of the following (not necessarily in that order) eleven traits:-

1. Action
2. Achievement
3. Power
4. Extension
5. Affiliation
6. Dependence
7. Independence
8. Security
9. Social Status and Prestige
10. Recognition
11. Aggression

Fear of losing the job or the big ‘stick’ which drove the workers of yester years may no longer be relevant and as such, fear of lack of security cannot be a great motivator generally. But, peer pressure, fear of society, fear of failure and fear of ridicule by others is a force behind many who excel.

Stage 5	SELF ACTUALISATION
Stage 4	SELF ESTEEM
Stage 3	SOCIAL RECOGNITION
Stage 2	SAFETY AND SECURITY NEEDS
Stage 1	PHYSIOLOGICAL NEEDS

Abraham Maslow’s Hierarchy of Needs

Abraham Maslow, in his classic ‘A Theory of human motivation’ (1943), classifies “Hierarchy of Needs” into five stages. The basic needs like food clothing shelter and biological needs are man’s first priorities. Once these are met with, the sense of security and safety needs arise. When these needs are partially are wholly met with (No want can be satiated fully; no need remains a need any more once it is sated), the need for love, feeling of belongingness, affiliation and recognition surface. The fourth stage is the zeal to achieve and excel, retaining self esteem. The last and fifth level of needs is self actualization, the ultimate for one’s soul, where one’s own potential is recognised, understood, realised and put to optimum use and exertion for the upliftment of the society. The organism is dominated and its behaviour organized only by unsatisfied needs.

It is not essential that the five stages are necessarily in an ascending order [2]. In the industrialized western scenario, where the stress is on materialistic values, the hierarchical order may be a majority. In our oriental environs, the stress is more on spiritual values than on materialistic ones. Hence we may find people excelling at the top level of needs of self esteem and self actualisation, even though their security, safety and recognition needs are not addressed at all. As one need is being fulfilled and met with, needs of higher order keep surfacing without end. The ‘carrot’ of material incentives, too today has lost its potency. More, much more and still more... No end to the list of incentives. Leaves, medical encashment benefits, free services, free /subsidized food, snacks, free transport, easy loans, free trips, excursions, leave travel concessions, free residential quarters, free schooling, college seats for the wards, awards rewards and what else next? What next? What next? Questions keep haunting each and every one. Social side effects of this ‘carrot’ of incentives are reaching toxic proportions and hence ‘material rewards’ are too potent to be relied on, as the main positive motivator. Inequities in the marginal incentives may also be large demotivators.

Today, in the environment of ‘Hire and Fire’ policies, and easily attainable material needs, carrot of ‘Recognition’ and Stick of ‘Fear of Ethics’ may have some relevance. But, yet, ‘the joy of doing’ rightly and right things must be stressed and they can be great motivators aimed at the ‘Satisfaction of doing right’, irrespective of the results of an action. [3]

Frederick Herzberg in “Motivation to work” divided Motivators and Hygiene Factors (Intrinsic and Extrinsic Motivators).

MOTIVATORS	HYGIENE FACTORS
Achievement	Policies and Administration
Recognition for Accomplishment	Supervision
Challenging Work	Working Conditions
Increased responsibility	Inter personal Relations
Growth and development	Money, Status, Security

Herzberg’s Two Factor Theory

Whereas Hygiene Factors belong to environment and other’s domain, Motivators are in one’s own domain. Poor hygiene factors may dissatisfy people, but may not demotivate. But, lack of motivation is counterproductive. Motivators like incentives, recognition fear etc, play an important role in setting up goals and striving to achieve those goals. If one can start questioning- What was I two years back?, what am I now?, What I want to be after two years?, in terms of short term as well as long term goals, half the job of motivation is done. The other half lies in doing and performing to achieve. Many a times, a deep hurt or an insult also could be a strong enough motivator as to drive one to achieve. (On a visit to England, this businessman was denied entry to a London Hotel carrying the sign “No admission to Dogs and Indians”. This businessman returned home and started a hotel, the first in his country and put up the sign “Admission to even dogs, but not Englishmen”. It is said that the businessman is J.N.Tata and the Hotel is Tajmahal Hotel, Mumbai).

It is possible that one sets up a goal and falls in passionate love with the goal subconsciously and strives to achieve it, resulting in “The Pygmalion effect”-The expectation of a result often lead to that result being really achieved. The term Pygmalion originates from Greek mythology. Pygmalion, the king of Cyprus, also an accomplished sculptor, once, carved in stone a beautiful figure of a woman. He fell in love with his own creation, and through the strength of his own will, aided by the grace of Venus- The goddess of Love, brought the statue to life (and married her later. This short story is as told in V.S.Mahesh’s Thresholds of Motivation-p64).

Feed back is a vital stage in the process of motivation. Windows and Openings have 4 primary functions namely, fresh air inlet, used air vent, light for the tasks and looking out. Similarly, our mind also has typically 4 quadrants. Fresh thoughts, used thoughts venting up, light for receiving new thoughts and looking out are still the 4 primary functions in the mind. Two psychologists Joseph Luft and Harry Ingham propounded in 1955, the concept of Johari window, wherein self renewal and receptivity to feed back can happen. The quantitative and qualitative content of each of these 4 quadrants can be increased or decreased, based on the extent of self disclosure and extent of receptivity to feed back, by moving constantly the horizontal XX axis and the vertical YY axis.

	KNOWN TO SELF	UNKNOWN TO SELF
KNOWN TO OTHERS	ARENA PUBLIC OPEN IV	BLIND SPOT BLIND FEED BACK REQUIRED III
UNKNOWN TO OTHERS	CLOSED PRIVATE TO BE DISCLOSED I	DARK UNKNOWN TO BE EXPLORED TOGETHER II

Johari Window

Feed back is an important input for increasing self awareness. It helps in reducing the blind areas by making higher awareness feasible on strengths and weaknesses [4]. It can increase mutually, quadrant I to the optimum and reduce to the least the other quadrants II, III and IV. As the quadrants II, III, and IV tend to become insignificant, the quadrant I, arena of self disclosure becomes prominent. Individuals get motivated if they get constructive feed back when it is objective and non-threatening. Feedback has the following characteristics:

1. Provides verifiable data about behaviour

2. Helps in processing behaviour

3. Encourages collection of data from various sources

4. Increases Self awareness

5. Improves interpersonal communication

6. Encourages experimenting with new behaviour

7. Promotes interpersonal trust

8. Encourages openness

9. Suggest alternatives to be considered

10. Increases sensitivity in picking up cues

11. Establishes culture of openness

12. Helps in building integrated self

13. Facilitates autonomy

14. Develops mutuality

It is left to the individual, when grown up, to either recall the fabulous phantacies or rationalise by taking away the exaggerations. For lay persons, which is initially a voluntary involvement in the imaginary phantacy, slowly becomes an involuntary belief, faith in phantacy. In their goal of returning Runa-debt to society, all the sufferings they undergo are actually to them enjoyable- blissful, pleasure some experience-Ananda. Power and control on self as also on others is a strong motivating factor. Authority is the right to command and extract obedience from others. Power is the ability to influence and control not only one self, but also others. The types of powers that have great capabilities to motivate self and others are:

1. Persuasive Power

2. Mentoring Power

3. Political Power

4. Manipulative Power

5. Normative Power

6. Authoritative Power

7. Rewarding Power

8. Charismatic Power

9. Coercive Power

Childhood, Adolescent, Youth and Mature are Life stage traits which play an important role in an individual’s motivation process.

	I AM OK	I AM NOT OK
YOU ARE OK	4 MATURE	1 CHILDHOOD
YOU ARE NOT OK	3 YOUTH	2 ADOLESCENT

Life stages

Ford Motor Company, in 1913, when hourly wages for skilled labour ran as low as 15cents in many cases, announced that it would pay a guaranteed $5 a day wage to every one of its workers- two to three times what was then standard, James Couzens, the company’s general manager, who had forced this decision on his reluctant partner- Henry ford, knew perfectly well that his company’s wage bill would triple overnight. But, he became convinced that the workers’ sufferings were so great that only radical and highly visible action could have an effect. Couzens also expected that Ford’s actual labour cost would go down, despite tripling the wages and events soon proved him right. It was the saving in labour cost produced by a drastically higher wage that gave Ford “market domination”.

Elton Mayo and Roethlisberger did a series of studies from 1924 to1932 in Weston electric company, with respect to reduction in illumination levels, frequency and number of breaks. Surprisingly it resulted in increased productivity and further, after resumption, feeling of togetherness went up. Attention paid to the workers by researchers made them feel important and hence the quality of work improved. This importance of human element has come to be known as ‘Hawthrone effect’.

Douglas McGregor, in 1960, highlighted theory X and Theory Y as attitudes, or predispositions. Theory X personality believes that people dislike work, people are not ambitious, they have no creativity, they cannot solve problems, they need to be told often, they need to be supervised, monitored etc. theory Y personality believes that people work hard, are creative, people assume responsibilities, they need not be told twice, need not be supervised, etc. In reality both these attitudes are extremities and each and every one of us is a combination of both these attitudes of different mix at different place and time contexts and life situations.

“Every body with a thinking brain behind a pair of seeing eyes has experienced at one time or the other a pleasant paradoxical phenomenon. Generous charity is glorious virtue, even if it hurts one’s interests vitally. And at the background is the martyrdom complex. Death is the pole star of martyrdom. Before spiritual birth there should be death of ego. At the end of spiritual ascent there is immortality. Most religions say the same thing in different ways. Thus, in the search for immortality, one has to realize that immortality of body is never the goal”, describes Dr M. Sivaram while discussing ‘Search for Immortality’[5] .

SENSITISING		APTITUDES
OBSERVING		ATTITUDES
UNDERSTANDING		SKILLS
LEARNING		KNOWLEDGE

Process to keep alive and make a difference

One can achieve and excel by making a difference, if the process of ‘SOUL’ing the ‘AASK’ is continually in place. Whether it be for one’s self or for the sake of others in the environment, motivation is certainly feasible if the process of sensitising, observing, understanding and learning of new aptitudes, new attitudes, new skills and new knowledge is constant at all times[6] . There is no magic wand for success. In the real world, success comes to doers, not observers. Without hard work there is no success. Nature gives birds their food but does not put it in their nest. They have to work hard for it. Nothing comes easy. Failures normally deter and demotivate people. But here are a few examples where failures have had a positive effect to achieve and excel. The motivation to succeed comes from the burning desire to achieve a purpose. Napoleon Hill wrote, "Whatever the mind of man can conceive and believe, the mind can achieve."

Few motivating examples:

The Calgary Tower stands at 190.8 meters. The total weight of the tower is 10,884 tons, of which 6,349 tons is below ground (approximately 60%). This shows that some of the greatest buildings have the strongest foundations. Just like a great building stands on a strong foundation, so does success. And the foundation of success is attitude.

This was a man who failed in business at the age of 21 ; was defeated in a legislative race at age 22; failed again in business at age 24; overcame the death of his sweetheart at 26; had a nervous breakdown at age 27; lost a congressional race at age 34; lost a senatorial race at age 45; failed in effort to become vice-president at 47; lost a senatorial race at age 49; and was elected president of the United States at age 52. This man was Abraham Lincoln. Would you call him a failure? He could have quit. But to Lincoln, defeat was a detour and not a dead end.

Henry Ford was broke at the age of 40.He forgot to put the reverse gear in the first car he made.

As a young cartoonist, Walt Disney faced many rejections from newspaper editors, who said he had no talent. One day a minister at a church hired him to draw some cartoons. Disney was working out of a small mouse infested shed near the church. After seeing a small mouse, he was inspired. That was the start of Mickey Mouse.

One day a partially deaf four year old kid came home with a note in his pocket from his teacher, "Your Tommy is too stupid to learn, get him out of the school." His mother read the note and answered, "My Tommy is not stupid to learn, I will teach him myself." And that Tommy grew up to be the great Thomas Edison. Thomas Edison had only three months of formal schooling. In 1914, Thomas Edison, at age 67, lost his factory, which was worth a few million dollars, to fire. It had very little insurance. No longer a young man, Edison watched his lifetime effort go up in smoke and said, "There is great value in disaster. All our mistakes are burnt up. Thank God we can start anew." In spite of disaster, three weeks later, He invented the phonograph. What an attitude!

Milton rose every morning at 4 a.m. to write Paradise Lost.

It took Noah Webster 36 years to compile Webster's Dictionary.

Start by doing what is necessary, then what is possible, and suddenly you are doing the impossible. --St. Francis of Assisi.

As a young Scots boy, Andrew Carnegie came to America and started doing odd jobs. He ended up as one of the largest steel manufacturers in the United States. At one time he had 43 millionaires working for him. Several decades ago, a million dollars used to be a lot of money; even today it is a lot of money. Someone asked Mr. Carnegie how he dealt with people? Andrew Carnegie replied, "Dealing with people is like digging gold: When you go digging for an ounce of gold, you have to move tons of dirt to get an ounce of gold. But when you go digging, you don't go looking for the dirt, you go looking for the gold."

A man was washing his new car when his neighbor asked him, "When did you get the car?" He replied "My brother gave it to me." The neighbor's response was, "I wish l had a car like that." The man replied, "You should wish to have a brother like that." The neighbor's wife was listening to the conversation and she interrupted, "I wish I was a brother like that." What a way to go!

“Success to me is about Vision. It is the ability to rise above the immediacy of pain. It is about imagination. It is about sensitivity to small people. It is about building inclusion. It is about connectedness to a larger world existence. It is about personal tenacity. It is about giving back more to life than you take out of it. It is about creating extra-ordinary success with ordinary lives. Go, kiss the world” said Subrato Bagchi Chief Operating Officer, Mind Tree Consulting, on July 2nd 2004, to the Class of 2006 at the Indian Institute of Management, Bangalore on defining success. 

A young man asked Socrates the secret to success. Socrates told the young man to meet him near the river the next morning. They met. Socrates asked the young man to walk with him toward the river. When the water got up to their neck, Socrates took the young man by surprise and ducked him into the water. The boy struggled to get out but Socrates was strong and kept him there until the boy started turning blue. Socrates pulled his head out of the water and the first thing the young man did was to gasp and take a deep breath of air. Socrates asked, 'What did you want the most when you were there?" The boy replied, "Air." Socrates said, "That is the secret to success. When you want success as badly as you wanted the air, then you will get it." There is no other secret. A burning desire is the starting point of all accomplishment. Just like a small fire cannot give much heat, a weak desire cannot produce great results.

Three people were laying bricks and a passerby asked them what they were doing. The first one replied, "Don't you see I am making a living?" The second one said, "Don't you see I am laying bricks?" The third one said, "I am building a beautiful monument." Three people doing the same thing gave totally different replies based on different attitudes.

Michelangelo was working on a statue for several days and he was taking a long time to retouch every small detail which seemed rather insignificant to a bystander. When asked why he did it, Michelangelo replied, "Trifles make perfection and perfection is no trifle." Most people forget how fast you did a job, but they remember how well it was done. If a man is called to be street sweeper, he should sweep streets so well that all the hosts of heaven and earth will pause to say, here lived a great street sweeper who did his job well. The feeling of a job well done is a reward in itself. It is better to do small things well than do many things poorly.

	URGENT	NOT URGENT
IMPORTANT	I CRISIS FIRE FIGHTING LAST MINUTE DEADLINES	II PLANNING INNOVATION RESEARCH SELF RENEWAL CREATIVE WORK
NOT IMPORTANT	IV SOME CALLS INTERRUPTIONS MEETINGS MAILS REPORTS	III GOSSIP LONG BREAKS ENTERTAINMENT RECREATION

Matrix to prioritise

Procrastination being a common disease, we all make the mistake of assuming that there is more time tomorrow than today and keep putting off what could easily be done today. A matrix of important and urgent activities to be done, either individually or collectively, through reminders, notes, diaries etc can certainly help prioritise. Prioritisation is a must, as, we can do anything we want, but not everything.

Engineering and Architectural education today is presently undergoing a phase of transition, owing to other interlinked societal and market forces in the profession. Professions now have inseparably woven itself in the social web. The basic strings of the multi-colored and multi-faceted fabric could be identified in

1. ACADEMICS

2. PRACTICE AND

3. FIELD.

The Conflicts and Confusions of Ideologies and Ground Realities may often lead to Compromises, whether be it in Academics or Practice or On Site Execution. In Academics, Setting the Goals in Administration, Setting Standards in Curriculum and the methodology of Teaching are crucial phases wherein different varieties of challenging Contradictions keep surfacing [7]. The Contradictions in the present day Global Practice are no less. With the Free Access to Information through Tools of Technology and the CAD skills forcing one to shelve conventional Drafting skills and Learn Compulsorily to start not only transform the ideas of design but also begin thinking through the aids of the day! Managing the Office internally and Catering to the Intelligent and All aspiring Clientele is leading towards Compromises of One kind or the other. The Construction Management Expertise available and the Existent Processes of Execution are the Ground Realities one has to face and accept. The Lack of Match and MisMarraige between the Design Ideologies and Theories, Skills and Execution, Goals and Capabilities are a Constant Source of Everyday Frictions. These inevitable (Or Evitable?) Frictions often lead to Turmoil resulting in Desperation and Finally Frustration.

Study and analysis of past, becomes a must in the present now, to assert for future. By maintaining an open-minded attitude of enquiry, by attempting to understand the artifacts left by extinct people who built and lived in their best-suited environments, by approaching sympathetically the mental outlook of the members of society and by inter relating recurrent phenomenon present at all stages of development, we may attain some comprehension of the more significant and fundamental aspects of the important role that socio economic and the environment conditions play in creating architecture. Idea generation is the fundamental of any design process. The academic, therefore must focus more and more on the creative aspects, abstract, ideal, utopian and design, apart from attitudes, aptitudes, skills and knowledge.

Engineers’ and Architects' contribution to the society has led to a plethora of constructional systems and architectural styles. The Technological Innovations in educational and Research Institutions have had their input in training and upgrading the knowledge awareness level of the Consultants. The pre-design strategies, earlier, focused on making the client a "Satisfied client". Later, the focus was to make them "Delighted clients". But now, the wants of the clients have multiplied substantially and the aim is to make them "Excited, thrilled clients". To achieve this, one HAS TO EXCELL in the predesign stage, to realise the "Dream Product" and retain the clients, which is not an easy task. The clients' awareness has enlarged than ever before, owing to media and communication outbreak. Now they have variety of choices. A satisfied client may or may not share his delight and excitement with others, but a dissatisfied client will certainly talk to ten others. Image building of the consultants’ firm, therefore, may become the key factor in the process of drawing and retaining clients. But, ultimately, it is the "real value" of design as well as the services that have a final say in converting a client into an "excited client" or a "delighted client" or at least a "satisfied client".

The stress on creativity and to dream should be more now, when students are still academically students, because, when they become architects and enter the professional field later on, the source of inspiration and opportunities to dream the possibilities of design cannot be guaranteed. During this phase of satisfying the zeal to create, if by chance a technicality is missed or if a presentation technique is incomplete or if a minor functional error has occurred, though in the course of design, teacher would and should rectify them, there would still be plenty of opportunities to make up for these. During the career as students at the school, would be the only limited time for them to open wide their flood gates of imagination and proper stress should be laid to flourish their creativity. This opportunity would never be offered to them in the profession, later on.

In present days’ competitive global environment, it is highly pertinent to motivate one’s self and people in an organization or institution for performance with excellence. McKinsey 7S model can be applied to organizational or team efficiency. Goals should be part of the total vision and must be shared with all the stake holders with values. Appropriate Strategies are to be planned for achieving the desired goals. The Structure of the various organizations involved must follow the aspects of the overall vision and mission of the Green city. The Style of functioning and the Systems in which they all have to operate to achieve shall be clearly outlined. Staff and Skills of people involved with respect to Knowledge, attitudes and aptitudes shall be upgraded from time to time.

Here are some of the questions that we will need to explore to us understand our situation in terms of long range as well as short term targets. The targets to be achieved could be for any aspect whether financial, procurement, production, output, services etc. Unless we share our vision with each and every one concerned, they cannot be motivated to excel.

Shared Values:

• What are the core values?
• What is the corporate/team culture?
• How strong are the values?
• What are the fundamental values that the company/team was built on?

Strategy: Once the targets have been set, taking all concerned into confidence, the next stage is to develop a strategy to achieve the goals.

· What is our strategy?

• How to we intend to achieve our objectives?
• How do we deal with competitive pressure?
• How are changes in customer demands dealt with?
• How is strategy adjusted for environmental issues?

Structure: is what decides the answerabilities and responsibilities apart from the hierarchy of who reports to whom.

• How is the company/team divided?
• What is the hierarchy?
• How do the various departments coordinate activities?
• How do the team members organize and align themselves?
• Is decision making and controlling centralized or decentralized? Is this as it should be, given what we're doing?
• Where are the lines of communication? Explicit and implicit?

Systems: in which we operate and the extent of openness/ closeness determines the effective outcome.

• What are the main systems that run the organization? Consider financial and HR systems as well as communications and document storage.
• Where are the controls and how are they monitored and evaluated?
• What internal rules and processes does the team use to keep on track?

Style: of functioning helps minimise and reduce communication gaps for effective translation and transformation of plans and ideas.

• How participative is the management/leadership style?
• How effective is that leadership?
• Do employees/team members tend to be competitive or cooperative?
• Are there real teams functioning within the organization or are they just nominal groups?

Staff: is the main component of any operation and for excellence, the motivation of and participation by the people involved at key result areas and key operational areas are critically important.

• What positions or specializations are represented within the team?
• What positions need to be filled?
• Are there gaps in required competencies?

Skills: If the people who have to deliver do not have the relevant skills, demotivation is ensued and followed by frustration. Hence, up gradation of skills, knowledge, aptitude and attitudes from time to time are vital. Seminars, Conferences, Workshops and Training Programmes are today’s’ inevitable necessities of an Operational Planning.

• What are the strongest skills represented within the company/team?
• Are there any skills gaps?
• What is the company/team known for doing well?
• Do the current employees/team members have the ability to do the job?
• How are skills monitored and assessed?

• Starting with our Shared Values: Are they consistent with our structure, strategy, and systems? If not, what needs to change?
• Then we look at the hard elements. How well does each one support the others? Identify where changes need to be made.
• Next we look at the other soft elements. Do they support the desired hard elements? Do they support one another? If not, what needs to change?
• As we adjust and align the elements, we will need to use an iterative (and often time consuming) process of making adjustments, and then re-analysing how that impacts other elements and their alignment. The end result of better performance will be worth it.

Recognition, Rewards and Repeated recognition based on transparent feedback and appraisal system are the keys to motivate people to give in their individual full potential for the common purpose of operational excellence. ‘The joy of doing’ rightly and right things must be stressed and they can be great motivators aimed at the ‘Satisfaction of doing right’, irrespective of the results of an action. Competence, creativity, compassion, courage and context are still great forces behind the motivation of people to work and work better and differently If fear through punishment or incentives in the form of rewards cannot motivate us totally, Joy of working, Joy of being different, Joy of excelling, Joy of exploring and Joy of recognition certainly can.

“WE CAN DISCOVER OUR JOYS IN THE PRECISION AND PERFECTION OF THE WORK WE TURN OUT; WHETHER OTHERS RECOGNISE OR NOT, WE HAVE GOT THE SATISFACTION THAT WE DID OUR WORK AS BEST AS WE COULD AND THERE IS A SILENT STREAM OF JOY THAT SINGS A SECRET SONG AT ALL TIMES IN OUR HEARTS” -Swami Chinmayanandaji

K.R.Ganesh, B Arch, MBA,.

Professor, School of Architecture, R.V.College of Engineering, Bangalore-560059.

ganeshkattepur@yahoo.com, ganesh.kattepur@gmail.com

REFERENCES.

[1] Ganesh, KR, “To believe or not to believe”-Oct`95. (‘Indian Architect and Builder’ October 1995).

[2] Ganesh, KR, “Design and Teaching Methodologies in the Changing Behavioral Contexts”, (Teachers’ Training Workshop at RV School of Architecture, Bangalore, 28-03-2006

[3]Ganesh,KR, “Conserving Embodied Energy in Habitats for Sustainability”, (Jan 29-31, 2009 11th international conference on humane habitat, Rizvi College of Architecture, Mumbai).

[4] Ganesh, KR, “Interdisciplinary Role of Architects and other stakeholders in Society”, (18^th Commonwealth Association Conference 2006, Dhaka, Bangladesh, published in April 2007).

[5]Ganesh, KR,, “Architectural responses in search of identity”-Oct`93. (‘Architects India’ Journal, Jul-Aug’93).

[6]Ganesh, KR “Conquering the Change Challenges in Architectural Education”, (National Workshop on New Trends in Architecture education, 8 & 9th Jan 2010, Smt. Manoramabai Mundle College of Architecture, Nagpur)

[7]Ganesh, KR “Design and Teaching Methodologies in the Changing Behavioral Contexts”, (Teachers’ Training Workshop at RV School of Architecture, Bangalore, 28-03-2006).