Dr. Avik Basu , MBBS, MD (Cal), humbly calls himself a General Physician. But he is also an Intensivist, Psychologist, Academician, Medical Researcher, Author……the list goes on.
But above all, he is today a frontline COVID warrior having treated more than a hundred COVID patients in the last few weeks alone.
In a recent Social Media post, Dr. Avik Basu writes,
“FEAR…SUFFER…DEATH…these are the 3 words, the only 3 words, that should bombard the minds of every single person of this city. Of this country. There are experts who are asking people not to panic. But I will speak the contrary. YES, YOU NEED TO PANIC. YES, YOU SHOULD PANIC. YES, YOU SHOULD BE AFRAID OF DEATH. YES, YOU SHOULD BE AFRAID OF LOSING YOUR LOVED ONES. Probably it’s only this fear that can drive out the madness of enjoying blatantly from the minds of this lunatic species which has long forsaken the realm of logical reasoning. I am no COVID expert; not a COVID-ologist. I am not invited on national television to give a speech on COVID awareness. I don’t sit and explain the principles of ‘Hit and Dance’ hypothesis in news channels. I am a general physician, just a general physician, who are habitually regarded as the ‘doctors of cough and diarrhoea’. But I do take the privilege to state that I have seen almost 100 COVID positive patients in the last couple of weeks. And I’ve treated them……
I visited the Flemming Hospital yesterday to see one of my patients admitted. I witnessed the most dreadful scene of my life till date. Almost all moribund patients. Some gasping, some gone into cardiac arrest, some staring at the ICU staff with apprehensive look fearing an imminent death……
These days even I have started to fear death. Not for myself, but for the family I provide for. When a doctor loses a patient, he weeps in silence. But when a doctor passes away, does anyone shed a drop of tear???”
As Dr. Avik Basu engages with the Chronicler, I remain uncertain who will learn from whom? Who is the true Chronicler of our times?
Book of the month, more than a hundred international ratings on Amazon.
As a visiting Professor, I was invited to the Ninth Convocation ceremony of IIM Udaipur yesterday.
While I have attended convocations earlier, this was the first time I was attending one on a virtual platform.
I was pleasantly surprised by how well and seamlessly the ceremony took place with more than 250 participants.
Mrs. Kiran Mazumdar Shaw, Chairman & Managing Director of Biocon Ltd, as the chief guest, delivered an excellent convocation address on the huge business and start-up opportunities that the current pandemic continues to throw up.
The event reminded be of those immortal lines penned and sung by Bob Dylan, so many years back!
The Times They Are A Changing
Come gather ’round people Wherever you roam And admit that the waters Around you have grown And accept it that soon You’ll be drenched to the bone If your time to you is worth savin’ And you better start swimmin’ Or you’ll sink like a stone For the times they are a-changin’
“Her unadorned face with a parting free of sindoor and a simply worn white sari indicated her to be a young widow. Something in her appearance impacted Dipen.
Dipen could recall his aunt becoming a widow when he was a mere seven or eight, she had her hair cut short and seemed perpetually in a complaining and cantankerous mood. She was required to observe strict fast on certain days and Dipen still remembered how she would secretly beg him for moa or naru, homemade Bengali sweets. Considered inauspicious, Dipen’s aunt was barred from participating in joyous occasions; to everyone around she personified inconvenience and this showed up in the insensitive behaviour of family members towards her. Dipen was too young to understand the ramifications but as he grew older, he could sense the unforgiving and interminable despair that his aunt’s life had represented.”
Snippet: In the early twentieth century, the plight of widows in Bengal continued to be terrible, arising from customs and social ostracization.Even though remarriage of widows had been made legally permissible from mid-nineteenth century, largely due to the efforts of the Brahmin social reformer Ishwar Chandra Vidyasagar, society continued to frown on all such attempts.
Once the husband died , the torture of his wife began. It was as if Lord Yama of the netherworld was taking away her soul. Even when she had to endure the grief of her husband’s death, society somehow held her ‘responsible’ for the death and even her closest relatives could not come to console her. A woman whose husband had died was thus like a living corpse. She had no rights in the home and had to remain as a slave to other family members.
The above extract is from the story Pandemic, a part of my forthcoming book, ‘The Chronicler of the Hooghly and other stories’.
Should you wish to receive exclusive previews and the chance of winning a free copy of the book, do participate in the monthly contests.
“You may call me Elokeshi”, said the woman with the black tresses and the mysterious smiling eyes. “Yes, we have met, in a way. During the festival of Maha Shivaratri last year, I had seen you accompanying Boudi when she had gone to offer milk to the Shiva linga. You held her when she climbed up”.
Dipen remembered the festival though could not recall seeing Elokeshi.
The Rakta Kamaleshwar and Krishna Chandreswar Shiva temples had been built by Raja JayaNarayan Ghoshal, nephew of Gokul Ghoshal, almost a hundred and fifty years earlier. The twin temples housed the world’s two largest Shiva Linga because of which the estate came to be known as Bhukailash, in deference to Lord Shiva’s heavenly abode Kailash.
Rakta Kamaleshwar and Krishna Chandreswar feature in the story Pandemic, a part of my forthcoming book, ‘The Chronicler of the Hooghly and other stories ’. Should you wish to receive exclusive previews and the chance of winning a free copy of the book, do write to me @ firstname.lastname@example.org
In the Pandemic, the events span a century between the pandemics of 1919 to 2020; between Dipen and Indranil who have a tenuous link over four generations and arising from an old and decrepit palace and its Shiva linga.
When confronted by tragedy, the vastly different societal conditioning and development of a hundred years, cannot detract from the eerily similar impact.
“The pandemic did go away. But it left in its wake corpses, both dead and living”.
The above is a blurb from Pandemic, one of the four stories of my forthcoming book, ” The Chronicler of the Hooghly”.
Should you wish to receive exclusive previews and free copy of the book, do write to me @ email@example.com.
The Three Horizon methodology was developed by Bill Sharpe to provide a simple framework to envision the future and how to engage in constructive conversations about how to achieve that future, This becomes all the more critical in an environment which is uncertain and complex.
The three Horizons framework, to me, is a powerful reboot tool which we need to keep in our toolbox for an environment that we are currently into.. It allows us to coordinate disruptive innovations and create transformative change which has the best chance to succeed.
As per the methodology, envisioning the future always needs to deal with three horizons at play, which are always there, with the capacity to impact the future.
Y Axis is the dominant thinking or WorldView.
The first horizon ‘H1’ is all about how business is done at present, but there is something in it which is not fit for the future. It thus contains the seed of its own demise over a period of time.
The third horizon ‘H3’ is the future we desire and there do exist green shoots of that today. We would like them to grow and become the predominant way of doing business in future, replacing and improving upon H1.
The second horizon ‘H2’ is the most interesting space as this is where disruptive innovation takes place. Disruption can take many forms. It could be technology fueled like the Electric car, it could be event fueled like the current COVID19 pandemic or it could socially fueled like Occupy. Disruptions usually lead to innovations, new ways of Doing or Being. The opportunity of change actually exists in the space between the crests of H1 and H3.
The key question would be, “How would the disruptive innovation effect the transformation between H1 and H3?” To answer this, we will take the example of the current predominant transportation technology using the Internal Combustion engine. This is a H1 model which has survived over a century with its negative impact of Carbon footprint and Climate Change.
Now let us look at the disruptive innovation of Hybrid Technology. This technology actually is the creation of the old world H1 horizon. The problems of H1 are somewhat reduced in this innovation but remain; they in fact get accentuated by addition of another layer of technology on top of the existing one with suboptimal utilisation of either of them. This is called the “H2-” innovation as it is captured by old dominant structures to extend the life of H1 horizon. Why we are using the word ‘capture’ here is because its innovative energy is not being used to help the H3 horizon to emerge.
In contrast now let us consider the same disruptive innovation technology but now paired with the H3 horizon, to support the emerging future to emerge and help to hasten the decline of H1. It would be the pure Electric car technology of Tesla, which essentially is a transformative exercise of building some kind of a computer on wheels; it is envisaging the future ground up. This is called “H2+”.
For the 3 Horizons Reboot tool to be effective, we need to do an enquiry based on three questions:
What is being born and how could we support it emerge and succeed?
What is dying and how can we help it to let go?
What is being disrupted and how can we harness it as in H2+, not be captured as in H2- ?
Enquiry questions for conversation about how to achieve the future:
H1 Horizon :
What is business as usual, the key characteristics of the prevailing system?
How did we get here, what values, cultures, regulations, events led to this?
Why do we believe it is failing its purpose and no longer a good fit? How fast do we want to see its decline?
Is there anything about the old system that we would wish to retain rather than lose?
What is the future that we would like to bring about, its key characteristics, how it looks like, feels like to be there?
What are the green shoots of that future visible in the present?
Whose ideas and work are the present possibilities built on? What history, values, culture are they embedded upon?
How can the possibilities be scaled and spread?
What are the competing visions of the future being pursued by others? Can we collaborate with them or are these essentially competing visions? If the latter, how do we prevent their vision from derailing ours?
What is being disruptive in terms of technology, social, economic, ecological and cultural aspects? What are the roots of those disruptions? For each of those identified, what would it look like if captured as in H1-? Or harnessed as in H2+? What could be strategically done to ensure it is harnessed?
If you are a disruptive actor viz, Tech. Innovator, social movement etc. what kind of guidance can you set for yourself to ensure that your disruption is harnessed under H3 ( H2+) rather than captured under H1 )H1-)? What allies will you seek, what actions will you take, how will you assess potential offers of collaboration or finance?
It was a simple idea that brought in the Reboot Toolbox. An idea about how to support our own-selves (as well as others) to remain relevant in a world with a new normal?
As part of the Reboot Toolbox initiative, a Webinar titled “Pandemic and how to plug-in to the future” has been showcased over the last couple of weeks to alumni associations, students and employees of Leading B Schools and organisations. The Webinar underlined the premise that different skill sets and way of looking at situations would be needed in the new normal. The webinar introduced to the participants practices using the 4 Action Stage initiatives framework and a Resilience Tool.
The Reboot Toolbox is about a vision to upgrade Leadership and Performance in a world with a new normal. A world in which Uncertainty and Volatility would be the norm. The Reboot Toolbox would strive to bring new thoughts and practices aligned to the new normal.
As part of the vision, I invite you to join the Cause. You could do that in the following manner.
(1) Engage in discussions on the forum.
(2) Contribute thoughts, articles and tools to support others in the journey.
(3) Spread the word about the Reboot Toolbox Webinars within your organisation as also to others. They come Free of Cost!
Should the Reboot Toolbox and its vision resonate for you, do reply back to me Offline on : firstname.lastname@example.org