A Conversation

Hello, The following conversation did take place and though its a bit long do take some time and go through it. Its for all the genuine trainers to learn.....

A Conversation -- Please Do Read Till the End

An atheist professor of philosophy speaks to his class on the problem science has with God, The Almighty. He asks one of his new students to stand and.....
Prof: So you believe in God?
Student: Absolutely, sir.

Prof: Is God good?
Student: Sure.

Prof: Is God all-powerful?
Student: Yes.

Prof: My brother died of cancer even though he prayed to God to heal him. Most of us would attempt to help others who are ill. But God didn't. How is this God good then? Hmm? Student is silent.

Prof: You can't answer, can you? Let's start again, young fellow. Is God good?
Student: Yes.

Prof: Is Satan good?
Student: No.

Prof: Where does Satan come from?
Student: From...God...

Prof: That's right. Tell me son, is there evil in this world?
Student: Yes.

Prof: Evil is everywhere, isn't it? And God did make everything. Correct?
Student: Yes.

Prof: So who created evil? Student does not answer.

Prof: Is there sickness? Immorality? Hatred? Ugliness? All these terrible things exist in the world, don't they?
Student: Yes, sir.

Prof: So, who created them? Student has no answer.

Prof: Science says you have 5 senses you use to identify and observe the world around you. Tell me, son...Have you ever seen God?
Student: No, sir.

Prof: Tell us if you have ever heard your God?
Student: No, sir.

Prof: Have you ever felt your God, tasted your God, smelt your God? Have you ever had any sensory perception of God for that matter?
Student: No, sir. I'm afraid I haven't.

Prof: Yet you still believe in Him?
Student: Yes.

Prof: According to empirical, testable, demonstrable protocol, science says your GOD doesn't exist. What do you say to that, son?
Student: Nothing. I only have my faith.

Prof: Yes Faith. And that is the problem science has.
Now the student said can I ask something to you Professor.

Student: Professor, is there such a thing as heat?
Prof: Yes.

Student: And is there such a thing as cold?
Prof: Yes.

Student: No sir. There isn't.
(The lecture theatre becomes very quiet with this turn of events.)
Student: Sir, you can have lots of heat, even more heat, superheat, mega heat, white heat, a little heat or no heat. But we don't have anything called cold. We can hit 458 degrees below zero which is no heat, but we can't go any further after that. There is no such thing as cold. Cold is only a word we use to describe the absence of heat. We cannot measure cold. Heat is energy. Cold is not the opposite of heat, sir, just the absence of it. (There is pin-drop silence in the lecture theatre.)

Student: What about darkness, Professor? Is there such a thing as darkness? Prof: Yes. What is night if there isn't darkness?

Student: You're wrong again, sir. Darkness is the absence of something. You can have low light, normal light, bright light, flashing light... But if you have no light constantly, you have nothing and its called darkness, isn't it? In reality, darkness isn't. If it were you would be able to make darkness darker, wouldn't you? Prof: So what is the point you are making, young man?

Student: Sir, my point is your philosophical premise is flawed.
Prof: Flawed? Can you explain how?

Student: Sir, you are working on the premise of duality. You argue there is life and then there is death, a good God and a bad God. You are viewing the concept of God as something finite, something we can measure. Sir, science can't even explain a thought. It uses electricity and magnetism, but has never seen, much less fully understood either one. To view death as the opposite of life is to be ignorant of the fact that death cannot exist as a substantive thing. Death is not the opposite of life: just the absence of it. Now tell me, Professor. Do you teach your students that they evolved from a monkey?

Prof: If you are referring to the natural evolutionary process, yes, of course, I do.
Student: Have you ever observed evolution with your own eyes, sir?

(The Professor shakes his head with a smile, beginning to realize where the argument is going.)
Student: Since no one has ever observed the process of evolution at work and cannot even prove that this process is an on-going endeavor, are you not teaching your opinion, sir? Are you not a scientist but a preacher?

(The class is in uproar.)

Student: Is there anyone in the class who has ever seen the Professor's brain?
(The class breaks out into laughter.)

Student: Is there anyone here who has ever heard the Professor's brain, felt it, touched or smelt it? No one appears to have done so. So, according to the established rules of empirical, stable, demonstrable protocol, science says that you have no brain, sir. With all due respect, sir, how do we then trust your lectures, sir?

(The room is silent. The professor stares at the student, his face unfathomable.)
Prof: I guess you'll have to take them on faith, son. Student: That is it sir... The link between man & god is FAITH. That is all that keeps things moving & alive. .

WANT TO KNOW WHO THAT STUDENT WAS?
This is a true story, and the student was none other than

DR. A.P.J. Abdul Kalam, President of India.

Thanks M.Peer Mohamed Sardhar

Management tips

L1: Fix the problem, not the blame. It is far more productive, and less expensive, to figure out what to do to fix a problem that has come up than it is to waste time trying to decide whose fault it was.

L2: Tell people what you want, not how to do it. You will find people more responsive and less defensive if you can give them guidance not instructions. You will also see more initiative, more innovation, and more of an ownership attitude from them develop over time.

L3: Manage the function, not the paperwork. Remember that your job is to manage a specific function within the company, whatever that may be. There is a lot of paperwork that goes with the job, but don't let that distract you from your real responsibility.

L4: Don't DO Anything. Your job as a manager is to "plan, organize, control and direct." Don't let yourself waste valuable time by falling back on what you did before you became a manager. We know you enjoy it and you are good at it. That's why you were promoted. Now you need to concentrate your efforts on managing, not on "doing".

L5: You never have to make up for a good start. If a project or a job gets off to a bad start it can be difficult to catch up. Do your planning up front so you get a good start and you won't regret it.

L6: Get out of your office. Management By Walking Around (MBWA) does work. You make yourself more approachable. You get information first-hand. You find out what's really happening.

L7: Lead by example. If you ask your employees to work overtime, be there too. Just because company policy allows it, don't fly first-class if your associates are in coach on the same plane. Be a leader - it's tougher than being a manager, but it's worth it.

L8: Delegate the easy stuff. The things you do well are the things to delegate. Hold on to those that are challenging and difficult. That is how you will grow.

L9: Don't get caught up in 'looking good'. "Work happily together. Don't try to act big. Don't try to get into the good graces of important people, but enjoy the company of ordinary folks. And don't think you know it all. Never pay back evil for evil. Do things in such a way that everyone can see you are honest clear through."

L10: 'Quality' is just conformance to requirements. You get the behavior you critique for, so set your standards and then require conformance to them. Quality will come from that effort, not from slogans, posters, or even threats.
L11: Learn from the mistakes of others. You can't live long enough to make them all yourself.

L12: Set S.M.A.R.T. Goals. Goals you set for yourself, or others, should be Specific, Measurable, Achievable, Realistic, and Time-based.

L13: Set an example. "One of the most significant parts of a manger's job is for them to become a positive role model that can pull a team together and deliver the level of service expected from their customers."

L14: Know Your GPM. In engineering, gpm is gallons per minute, a design criterion. In Management GPM is an acronym for Goals, Plans, and Metrics. To achieve your goals, you must first determine what your Goals are. Then you have to develop a Plan that gets you to your goal. Finally you need Metrics (measurements) to know if you are moving toward your goal according to your plan.

L15: Train Your Supervisors. The key to your business success is the productivity of your employees. The key to employee productivity is their perception of their immediate supervisor. Invest in training your supervisors and managers. It will pay off.

L16: You Can't Listen With Your Mouth Open. Your associates, your employees, your suppliers, your customers all have something of value in what they have to say. Listen to the people around you. You will never learn what it is if you drown them out by talking all the time. Remember, the only thing that can come out of your mouth is something you already know. Shut up and learn.

L17: Practice what you preach. To lead, you have to lead by example. Don't expect your people to work unpaid overtime if you leave early every day. Don't book youself into a four star hotel on business trips and expect your employees to stay in the motel off the freeway.

L18: Leaders create change. If you lead, you will cause changes. Be prepared for them and their impact on people within, and outside, your group. If you are not making changes, you are not leading.

L19: Don't Limit Yourself. The difference between leaders and managers is that leaders do not set limits on themselves. There are enough people trying to limit what you can do. Don't be one of them.

L20: Anyone can steer the ship in calm waters. What will set you apart in your career is how you perform during the tough times. Don't become complacent and relax just because things are going well. Plan ahead for the downturn.

L21: You have to make a difference. The group you manage has to be more effective, more productive with you there than they would be if you were not. If they are as productive without you, there is no business sense in keeping you on the payroll.

Thnaks Barbiejasmine