Prologue: * This is, hopefully, a series of serious e-mails from me, but surely everyone can join in, and I in fact request everyone to follow suit and/or join in. * I am glad if a good session of brainstorming is seen as the need of the day. Thanks to Karthik for listing out the various lines of thought needed for medical cases, which also enables upating the existing version of the guidelines document for the same. * There's absolutely no - N-O no - pattern or direction or theme or probably even sense to the train of thoughts that follow; each paragraph could be dangling without anchor or support or connection to/from other paragraphs. (Yeah, the lack of connection was my motivation to keep things in different paragraphs, if you are thinking the same.) Or, I'd not have named the thread "random". So, read the whole passage with a kilogram of salt, if a pinch is not just enough.
*** When we think of "help", we first tend to think of what we can do...more than the thought "what's needed where". Because of this happens diverting all resources to one thing at hand - we're surely full then, but is the "full" necessary there? We do not know, but we cannot think of pulling back! Being remotely present and being in a position to control things elsewhere is a happy thing to do - mind you, no sarcasm or hurt here - I mean what I say. We're not emotionally attached being here, and we can only 'control' - we cannot 'govern' or 'direct' - (excessive) exhaustion on the field. It's so very much like throwing oneself in a couch and watching a movie... crying with the characters and feeling for them, being a part of the movie yet doing your work before, during, and after the show. Don't you see the advantage? Yeah, it's not a "responsibility" per se, to watch a movie, and the director(s) need not bother for what the audience say, but if they do hear, they can only get better - if only they don't get irritated at the layman-intelligence that the audience exhibit or throw upon. ...And, who should control the remote control, BTW? We can do a lot - everyone in fact does a lot really - but what directs how much anyone can do anytime, or what at what time? ...I am admired - sincere thanks due to Prasanthi and others - as a "sarvaantaryaami", but what keeps me as this and not something else? Prasanthi's energies are always respectably referred in the group, with concern from everyone about her not seeming to care for her own self - what brings her this energy? I can name hundred others on and off the group, but I'd come to the basic question instead of quoting numerous examples and analogies: Why is everyone else doing everything? Passion is the driving force most of the time, apart from vested interests if any. Passion, nevertheless, is a "feeling" - a very much personal-level feeling - that's not generally accepted as a norm and is, obviously so, not understood by everyone as being reasonable or right. So, when we do what we do here in particular, we KNOW that not everyone is thinking/feeling like us, which is why WE are here to try to make a difference. We're surely not like everyone else out there - and when I say everyone else, I also mean to including other help-groups like ours. We surely do share several feelings with such groups and with individuals, but we may also realize that they might not! (Kishore Putta Foundation, Vonumu International... there are groups that're working on similar lines but we might not sometimes resonate the same feelings, or they might not.) What kind of drive does passion offer? What else do we need to "realize" our passions? Efforts, of course! ...I always answer people thus when asked how I can do so many things as it seems like: "If you have the passion, let IT make the time for itself. You just don't stop it! IF it doesn't do what you think it'd, kindle it or even let it kindle itself." What can go wrong if it's really so simple? Nothing can, ...if only things are this simple, but they are not. That's where priorities come into picture, and planning accordingly. This is where exactly *I* fail, and most other "passionate" people fail - at least sometimes - with a lack of coordination and faith between the mind and the heart, or the sould and the life. The heart's feeling of passion is to be meticulously prioritized and planned by the mind and executed by the mind and the body. This coordination is to be done within each person... and does/need/must NOT come from outside. The heart - which stays cool with thoughts about the passion it holds - cannot seem to supply to the mind enough heat to generate equally determined effort. This is the missing link I can see as I think more... Object oriented programming is good... (Oh yeah, Ratan-ji, the ".C" has long left the procedure-oriented programming paradigm!) in various ways. Why is it important or relevant here? "In various ways", I'd say emphatically. First, it proposes various ways of dealing with real-world problems, not of the kind we discuss/deal with here though. Next, it's "information at fingertips", meaning everything you might need is first organized and kept ready for need-based use at a later time. In other words, it talks about estimating the needs, planning resources, dynamically allocation resources in an organized manner as and when required, looking at the same entity in different angles, using the same resource/methods in various ways... all of this is required, surely, for a proper execution of any tasks. Blocking up all our resources on the same task leads to exhaustion, frustration, and dissatisfaction at the end of the task, if not before, and these feelings far surpass the satisfaction that might be gained upon accomplishment of the task. This, I can see happening in the group sometimes. With due respects to all those who're in the field - working, all I indicate is that there can be better ways of doing the same - bug people, get them to do things, or get more people in, take less effort-consuming tasks, strike a balance ...do whatever but do only what you can, it's with concern for you people that we suggest or "unsuggest" some tasks! ... NaChaKi
