Thursday, 3 November 2016

[www.keralites.net] Anti Diabetic Drug!

 

Scientifically Validated Anti-Diabetic Drug!

LUCKNOW: A scientifically validated anti-diabetes herbal drug, named 'BGR-34', was launched by a Council of Scientific and Industrial Research (CSIR) lab in Lucknow on Sunday. A combination of natural extracts from plants, the drug is based on Ayurveda and has no side effects. The drug is for management of type-II diabetes mellitus.

The drug has been jointly developed by two CSIR laboratories, National Botanical Research Institute (NBRI) and Central Institute for Medicinal and Aromatic Plant (CIMAP). It was launched on the 62nd annual day of the NBRI for commercial manufacturing and marketing by M/s Aimil Pharamaceuticals Pvt Ltd, New Delhi.

"The drug has extracts from four plants mentioned in Ayurveda and that makes it safe," said Dr AKS Rawat, senior principal scientist, NBRI. It has been tested on animals and scientific study has found it safe and effective, with clinical trials showing 67% success.

The drug boosts immune system, works as antioxidant and checks free radicals. Though there are other anti-diabetes herbal drugs in the market, 'BGR-34' has been validated scientifically.

The drug will help maintain normal blood glucose levels, reduce chances of complications due to persistent high blood glucose levels and impart a good quality life to patients with high blood sugar levels.
The formulation was launched earlier by the Vice-President Hamid Ansari in February last year at Vigyan Bhawan, New Delhi, but on Sunday, the product was launched commercially.

"We will manufacture it now and it will be available in market shortly, may be in the next 15 days," said V S Kapoor, marketing head of Aimil Pharmaceuticals for UP and Delhi. It will be available in the form of tablets and may cost Rs 500 for 100 tablets.

Scientifically validated Rs 5 anti-diabetes herbal drug launched by CSIR - The Times of India

 

 


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[www.keralites.net] What is special about being Hindu?

 

What is special about being Hindu?
By Francois Gautier

 

1) Believe in God ! - Aastik - Accepted

2) Don't believe in God ! - You're accepted as Nastik

3) You want to worship idols - please go ahead. You are a murti pujak.

4) You don't want to worship idols - no problem. You can focus on Nirguna Brahman.

5) You want to criticise something in our religion. Come forward. We are logical. Nyaya, Tarka etc. are core Hindu schools.

6) You want to accept beliefs as it is. Most welcome. Please go ahead with it.

7) You want to start your journey by reading Bhagvad Gita - Sure !

8) You want to start your journey by reading Upanishads - Go ahead.

9) You want to start your journey by reading Purana - Be my guest.

10) You just don't like reading Puranas or other books. No problem my dear. Go by Bhakti tradition . ( bhakti- devotion)

11) You don't like idea of Bhakti ! No problem. Do your Karma. Be a karmayogi.

12) You want to enjoy life. Very good. No problem at all. This is Charvaka Philosophy.

13) You want to abstain from all the enjoyment of life find God - jai ho ! Be a Sadhu, an ascetic !

14) You don't like the concept of God. You believe in Nature only - Welcome. (Trees are our friends and Prakriti or nature is worthy of worship).

15) You believe in one God or Supreme Energy. Superb! Follow Advaita philosophy

16) You want a Guru. Go ahead. Receive gyaan.

17) You don't want a Guru.. Help yourself ! Meditate, Study !

18) You believe in Female energy ! Shakti is worshipped.

19) You believe that every human being is equal. Yeah! You're awesome, come on let's celebrate Hinduism!  "Vasudhaiva kutumbakam" (the world is a family)

20) You don't have time to celebrate the festival.
Don't worry. One more festival is coming! There are multiple festivals every single day of the year.

21) You are a working person. Don't have time for religion. Its okay.

      You will still be a Hindu.

22) You like to go to temples. Devotion is loved.

23) You don't like to go to temples - no problem. You are still a Hindu!

24) You know that Hinduism ☺ is a way of life, with considerable freedom.

25) You believe that everything has God in it. So you worship your mother, father, guru, tree, River, Prani-matra, Earth, Universe!

26) And If you don't believe that everything has GOD in it - No problems. Respect your viewpoint.

27) "Sarve jana sukhino bhavantu " (May you all live happily)


You represent this! You're free to choose, my dear Hindu!

This is exactly the essence of Hinduism, all inclusive ..  That is why it has withstood the test of time despite of repeated onslaught both from within and outside,  and assimilated every good aspects from everything . That is why it is eternal !!!

There is a saying in Rigveda , the first book ever known to mankind which depicts the Hinduism philosophy in a Nutshell  

-" Ano bhadrah Krathavo Yanthu Vishwathah"-  Let the knowledge come to us from every direction "

 

 


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[www.keralites.net] How to avoid anxiety!

 

How to avoid anxiety!

Brain works best when it is relaxed.   Feeling relaxed is essential for your overall wellbeing. Without having the ability to relax we cannot deal with intense situations.  Being cool under fire increases the likelihood of you having success.  With a relaxed mind energy is expended.

Anxiety is a vicious circle of thoughts, sensations and behaviours. The origin of an anxious mood lies in your thoughts. These thoughts lead to reactions in the body, causing physical sensations and affecting your behavior. An anxious person tends to think more distressed thoughts, having a vicious circle.

To beat anxiety we need to take a holistic approach that corrects the mind and body. When it comes to arresting the physical symptoms of anxiety, you should consider the following: Essentially you're trying to stop anxiety symptoms by calming mechanisms. Breathing and relaxation are two simple and effective methods.

When you are in an anxious mood, you are likely to be breathing too quickly. This upsets the balance of oxygen and carbon dioxide in your blood, leading to unpleasant symptoms of anxiety and panic. Slow down your breathing and aim to breathe 10-12 times per minute. Pause between breaths and time yourself.

Prevention is better than the cure, so avoid behaviours, and situations that contribute towards anxiety. If your anxiety is tied to particular situations (such as giving presentations), the only way you can learn to deal with these is to face them. Build up to the situation by imagining it. If you notice yourself feeling anxious, pause and do some breathing exercises and physical relaxation. Unfold the scenario and imagine yourself coping with the fear and getting through successfully.

You may also be surprised to hear that eating the right foods can boost your mental health. This should not be surprising because, after all, we are what we eat. Eat regular meals, including breakfast (even if it's only a banana), to keep blood sugar levels steady.

Destress your body by giving it what it needs, maintain a balance of work, rest and play. Build 20-30 minutes of exercise into your daily routine. You will notice that even a little physical activity will help you sleep a whole lot better.

Now what about the mental aspects? How can we develop a relaxed state of mind? Begin by thinking of a time when you felt completely focused and relaxed in an activity. Think about the thoughts, feelings and emotions that you experienced.  Recreate the experience in your head until you can specifically pinpoint each individual emotion and thought that you had.

The more practice it is going to be to activate them in the next real situation that demands mental relaxation.

 

 


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[www.keralites.net] How to Negotiate with a Liar!

 

 

How to Negotiate with a Liar!

Leslie K. John

Brosmind

 

Robust social psychology research indicates that people lie—and lie often. One prominent study found that people tell, on average, one or two lies every day. Negotiators are no exception. Judging from studies done in 1999 and 2005, roughly half of those making deals will lie when they have a motive and the opportunity to do so. Typically they see it as a way to gain the upper hand (although it can actually cause backlash and prevent the kind of creative problem solving that leads to win-win deals). Deception is thus one of the intangibles that negotiators have to prepare for and take steps to prevent.

Many people assume that the solution is to get better at detecting deception. There's a widespread notion that one can reliably spot a liar through subtle behavioral cues—or "tells," in the parlance of poker and other games that involve bluffing. But the evidence doesn't support that belief. One meta-analysis (a study of studies) found that people can correctly identify whether someone is telling a lie only 54% of the time—not much better odds than a coin flip. Even the polygraph—a technology specifically engineered to detect lies in a controlled setting—is riddled with problems and comes to the wrong conclusion about a third of the time. Humans are particularly inept at recognizing lies that are cloaked in flattery: your boss's promise that a promotion is coming any day now; the supplier's assurance that your order is his top priority. We're wired to readily accept information that conforms to our preexisting assumptions or hopes.

Is there anything you can do to ensure you're not duped in a negotiation? Yes, if you focus on prevention rather than detection. There are several science-backed strategies that can help you conduct conversations in a way that makes it more difficult for your counterpart to lie. Though these methods aren't fail-safe, they will leave you better positioned in your deal making and help you to create maximum value.
1. Encourage Reciprocity

Humans have a strong inclination to reciprocate disclosure: When someone shares sensitive information with us, our instinct is to match their transparency. In fact, simply telling people that others—even strangers—have divulged secrets encourages reciprocation. In a series of studies that I conducted with Alessandro Acquisti and George Loewenstein, we presented readers of the New York Times with a list of unethical behaviors, such as making a false insurance claim and cheating on one's tax return. People who were told that "most other participants" had admitted doing those things were 27% more likely to reveal that they had done likewise than were people who were told that only a few others had made such admissions.

Humans are particularly inept at recognizing lies that are cloaked in flattery.

Reciprocity is particularly pronounced in face-to-face interactions. In experiments led separately by Arthur Aron and Constantine Sedikides, randomly paired participants who worked their way through a series of questions designed to elicit mutual self-disclosure were more likely to become friends than were pairs instructed to simply make small talk. (One couple assigned to the disclosure exercise eventually married!) Inducing a close relationship is not the primary goal of most negotiations, of course. But other research, by Maurice Schweitzer and Rachel Croson, shows that people lie less to those they know and trust than they do to strangers.

A good way to jump-start reciprocity is to be the first to disclose on an issue of strategic importance (because your counterpart is likely to share information in the same category). For example, imagine you are selling a piece of land. The price it will command depends on how it's developed. So you might tell a potential buyer that you want to sell the land for the best use. This could prompt her to divulge her plans; at a minimum, you are encouraging a conversation about interests, which is critical to creating mutually beneficial deals. This strategy has the added benefit of letting you frame the negotiation, which can enhance your chances of finding breakthroughs.
2. Ask the Right Questions

Most people like to think of themselves as honest. Yet many negotiators guard sensitive information that could undermine their competitive position. In other words, they lie by omission, failing to volunteer pertinent facts. For example, consider an individual who is selling his business but knows that vital equipment needs replacing—a problem imperceptible to outsiders. It might seem unethical for him to withhold that information, but he may feel that by simply avoiding the topic, he can charge a higher price while still maintaining his integrity. "If the buyer had asked me, I would have told the truth!" he might insist.

The risk of not getting the whole story is why it's so important to test your negotiating partners with direct questions. Schweitzer and Croson found that 61% of negotiators came clean when asked about information that weakened their bargaining power, compared to 0% of those not asked. Unfortunately, this tactic can backfire. In the same experiment, 39% of negotiators who were questioned about the information ultimately lied. But you can go a long way toward avoiding that outcome by posing your queries carefully. Research by Julia Minson, Nicole Ruedy, and Schweitzer indicates that people are less likely to lie if questioners make pessimistic assumptions ("This business will need some new equipment soon, right?") rather than optimistic ones ("The equipment is in good order, right?"). It seems to be easier for people to lie by affirming an untrue statement than by negating a true statement.
3. Watch for Dodging

Savvy counterparts often get around direct questions by answering not what they were asked but what they wish they'd been asked. And, unfortunately, we are not naturally gifted at detecting this sort of evasiveness. As Todd Rogers and Michael Norton have found, listeners usually don't notice dodges, often because they've forgotten what they originally asked. In fact, the researchers discovered that people are more impressed by eloquent sidestepping than by answers that are relevant but inarticulate.

Dodge detection is improved, however, when listeners are prompted to remember the question—for example, when it is visible as the speaker replies. In a negotiation, therefore, it's a good idea to come to the table with a list of questions, leaving space to jot down your counterpart's answers. Take time after each response to consider whether it actually provided the information you sought. Only when the answer to that question is "yes" should you move on to the next issue.
4. Don't Dwell on Confidentiality

Research shows that when we work to assure others that we'll maintain their privacy and confidentiality, we may actually raise their suspicions, causing them to clam up and share less. As early as the 1970s, the National Research Council documented this paradox with potential survey participants: The greater the promises of protection, the less willing people were to respond. This relationship holds up in experimental research. In studies conducted by Eleanor Singer, Hans-Jürgen Hippler, and Norbert Schwarz, for example, fewer than half of the people who received a strong confidentiality assurance agreed to complete an innocuous survey, whereas about 75% of those given no such assurance agreed to do so.

My colleagues and I have discovered that strong privacy protections can also increase lying. In addition, we've found that when questions are posed in a casual tone rather than a formal one, people are more likely to divulge sensitive information. Imagine you are negotiating a job offer with a prospective employee and would like to assess the strength of her other options: Does she have competitive offers? She's likely to be more forthcoming if you avoid or at least minimize confidentiality assurances and instead nonchalantly broach the topic: "We all know there are tons of great firms out there. Any chance you might be considering other places?" Of course, you should still properly protect any confidential information you receive, but there's no reason to announce that unless asked.
5. Cultivate Leaks

People inadvertently leak information in all kinds of ways, including in their own questions. For example, suppose you are in charge of procurement for a firm and you're about to sign a contract with a supplier who has promised to deliver goods within six months. Before signing, he asks you what happens in the event of late delivery. The question could be innocent, but it might also signal his worries about meeting the schedule. So you need to pay attention.

When people leak mindlessly, the information tends to be accurate. Astute negotiators realize that valuable knowledge can be gleaned simply by listening to everything their counterparts say, even seemingly extraneous or throwaway comments—in the same way that interrogators look for statements from criminal suspects that include facts not known to the public.
In the Hot Seat: Handling Tough Questions Honestly

Information exchange is integral to creating win-win deals, but it must be carefully managed. Disclose too much and your counterpart might take advantage of you; disclose too little and you miss opportunities to discover mutually beneficial trades. So what should you do when you're asked a question that, if answered truthfully, would put you at a bargaining disadvantage?
What Not To Do

Lie. You will be tempted to lie. Don't. Setting aside ethical, moral, and legal arguments, if you get caught, it can damage your reputation and your relationship with your counterpart and potentially put the entire deal in peril. Research shows that many positive interactions are required to restore trust after a single breach, and breaches entailing deception are among the most difficult to recover from.

Palter. Another common but misguided approach is what Todd Rogers and colleagues call "paltering," or using truthful statements to convey an inaccurate impression. The researchers give the example of former U.S. president Bill Clinton's answer to a question about whether he'd had a sexual relationship with Monica Lewinsky: "There is not a sexual relationship—that is accurate." Technically that statement was not a lie, because his involvement with Lewinsky was in the past. But research shows that people view such legalistic skirting of the truth as unfavorably as they view outright lying.

Abstain. A third common workaround is to abstain from answering the question. However, Kate Barasz, Michael Norton, and I have shown that this tactic leaves a worse impression than disclosing even extremely unsavory information. For example, in one study, participants viewed people who had confessed to frequently stealing items worth more than $100 as more trustworthy than those who had simply refused to answer the question.
What To Do

Redirect. In the short term, the strategies deployed by politicians, who routinely face tough, direct questions, can be instructive—particularly for one-shot negotiations (when you are unlikely to meet your counterpart again). A familiar tactic is to dodge the question by changing the subject to something seemingly related. As noted earlier, people are generally not very good at detecting dodges, so you have an opportunity to selectively disclose information of your choosing. A second strategy is to turn the tables and question the questioner. Responding in this way can deflect attention and enable you to take control of the topic.

Share carefully. If you're playing a longer game, disclosure can work in your favor; it can foster trust and facilitate better outcomes through collaboration and joint problem solving. To avoid being exploited, however, negotiators should start small: Share a substantive but not critical piece of information. Only if your counterpart reciprocates should you continue the tit for tat; disclosure without reciprocation leaves you vulnerable to your counterpart's value-claiming tactics.
A version of this article appeared in the July–August 2016 issue (pp.114–117) of Harvard Business Review. Source: HBR

Junaid Tahir
www.DailyTenMinutes.com
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Leslie K. John

Robust social psychology research indicates that people lie—and lie often. One prominent study found that people tell, on average, one or two lies every day. Negotiators are no exception. Judging from studies done in 1999 and 2005, roughly half of those making deals will lie when they have a motive and the opportunity to do so. Typically they see it as a way to gain the upper hand (although it can actually cause backlash and prevent the kind of creative problem solving that leads to win-win deals). Deception is thus one of the intangibles that negotiators have to prepare for and take steps to prevent.

Many people assume that the solution is to get better at detecting deception. There's a widespread notion that one can reliably spot a liar through subtle behavioral cues—or "tells," in the parlance of poker and other games that involve bluffing. But the evidence doesn't support that belief. One meta-analysis (a study of studies) found that people can correctly identify whether someone is telling a lie only 54% of the time—not much better odds than a coin flip. Even the polygraph—a technology specifically engineered to detect lies in a controlled setting—is riddled with problems and comes to the wrong conclusion about a third of the time. Humans are particularly inept at recognizing lies that are cloaked in flattery: your boss's promise that a promotion is coming any day now; the supplier's assurance that your order is his top priority. We're wired to readily accept information that conforms to our preexisting assumptions or hopes.

Is there anything you can do to ensure you're not duped in a negotiation? Yes, if you focus on prevention rather than detection. There are several science-backed strategies that can help you conduct conversations in a way that makes it more difficult for your counterpart to lie. Though these methods aren't fail-safe, they will leave you better positioned in your deal making and help you to create maximum value.
1. Encourage Reciprocity

Humans have a strong inclination to reciprocate disclosure: When someone shares sensitive information with us, our instinct is to match their transparency. In fact, simply telling people that others—even strangers—have divulged secrets encourages reciprocation. In a series of studies that I conducted with Alessandro Acquisti and George Loewenstein, we presented readers of the New York Times with a list of unethical behaviors, such as making a false insurance claim and cheating on one's tax return. People who were told that "most other participants" had admitted doing those things were 27% more likely to reveal that they had done likewise than were people who were told that only a few others had made such admissions.

Humans are particularly inept at recognizing lies that are cloaked in flattery.

Reciprocity is particularly pronounced in face-to-face interactions. In experiments led separately by Arthur Aron and Constantine Sedikides, randomly paired participants who worked their way through a series of questions designed to elicit mutual self-disclosure were more likely to become friends than were pairs instructed to simply make small talk. (One couple assigned to the disclosure exercise eventually married!) Inducing a close relationship is not the primary goal of most negotiations, of course. But other research, by Maurice Schweitzer and Rachel Croson, shows that people lie less to those they know and trust than they do to strangers.

A good way to jump-start reciprocity is to be the first to disclose on an issue of strategic importance (because your counterpart is likely to share information in the same category). For example, imagine you are selling a piece of land. The price it will command depends on how it's developed. So you might tell a potential buyer that you want to sell the land for the best use. This could prompt her to divulge her plans; at a minimum, you are encouraging a conversation about interests, which is critical to creating mutually beneficial deals. This strategy has the added benefit of letting you frame the negotiation, which can enhance your chances of finding breakthroughs.
2. Ask the Right Questions

Most people like to think of themselves as honest. Yet many negotiators guard sensitive information that could undermine their competitive position. In other words, they lie by omission, failing to volunteer pertinent facts. For example, consider an individual who is selling his business but knows that vital equipment needs replacing—a problem imperceptible to outsiders. It might seem unethical for him to withhold that information, but he may feel that by simply avoiding the topic, he can charge a higher price while still maintaining his integrity. "If the buyer had asked me, I would have told the truth!" he might insist.

The risk of not getting the whole story is why it's so important to test your negotiating partners with direct questions. Schweitzer and Croson found that 61% of negotiators came clean when asked about information that weakened their bargaining power, compared to 0% of those not asked. Unfortunately, this tactic can backfire. In the same experiment, 39% of negotiators who were questioned about the information ultimately lied. But you can go a long way toward avoiding that outcome by posing your queries carefully. Research by Julia Minson, Nicole Ruedy, and Schweitzer indicates that people are less likely to lie if questioners make pessimistic assumptions ("This business will need some new equipment soon, right?") rather than optimistic ones ("The equipment is in good order, right?"). It seems to be easier for people to lie by affirming an untrue statement than by negating a true statement.
3. Watch for Dodging

Savvy counterparts often get around direct questions by answering not what they were asked but what they wish they'd been asked. And, unfortunately, we are not naturally gifted at detecting this sort of evasiveness. As Todd Rogers and Michael Norton have found, listeners usually don't notice dodges, often because they've forgotten what they originally asked. In fact, the researchers discovered that people are more impressed by eloquent sidestepping than by answers that are relevant but inarticulate.

Dodge detection is improved, however, when listeners are prompted to remember the question—for example, when it is visible as the speaker replies. In a negotiation, therefore, it's a good idea to come to the table with a list of questions, leaving space to jot down your counterpart's answers. Take time after each response to consider whether it actually provided the information you sought. Only when the answer to that question is "yes" should you move on to the next issue.
4. Don't Dwell on Confidentiality

Research shows that when we work to assure others that we'll maintain their privacy and confidentiality, we may actually raise their suspicions, causing them to clam up and share less. As early as the 1970s, the National Research Council documented this paradox with potential survey participants: The greater the promises of protection, the less willing people were to respond. This relationship holds up in experimental research. In studies conducted by Eleanor Singer, Hans-Jürgen Hippler, and Norbert Schwarz, for example, fewer than half of the people who received a strong confidentiality assurance agreed to complete an innocuous survey, whereas about 75% of those given no such assurance agreed to do so.

My colleagues and I have discovered that strong privacy protections can also increase lying. In addition, we've found that when questions are posed in a casual tone rather than a formal one, people are more likely to divulge sensitive information. Imagine you are negotiating a job offer with a prospective employee and would like to assess the strength of her other options: Does she have competitive offers? She's likely to be more forthcoming if you avoid or at least minimize confidentiality assurances and instead nonchalantly broach the topic: "We all know there are tons of great firms out there. Any chance you might be considering other places?" Of course, you should still properly protect any confidential information you receive, but there's no reason to announce that unless asked.
5. Cultivate Leaks

People inadvertently leak information in all kinds of ways, including in their own questions. For example, suppose you are in charge of procurement for a firm and you're about to sign a contract with a supplier who has promised to deliver goods within six months. Before signing, he asks you what happens in the event of late delivery. The question could be innocent, but it might also signal his worries about meeting the schedule. So you need to pay attention.

When people leak mindlessly, the information tends to be accurate. Astute negotiators realize that valuable knowledge can be gleaned simply by listening to everything their counterparts say, even seemingly extraneous or throwaway comments—in the same way that interrogators look for statements from criminal suspects that include facts not known to the public.
In the Hot Seat: Handling Tough Questions Honestly

Information exchange is integral to creating win-win deals, but it must be carefully managed. Disclose too much and your counterpart might take advantage of you; disclose too little and you miss opportunities to discover mutually beneficial trades. So what should you do when you're asked a question that, if answered truthfully, would put you at a bargaining disadvantage?
What Not To Do

Lie. You will be tempted to lie. Don't. Setting aside ethical, moral, and legal arguments, if you get caught, it can damage your reputation and your relationship with your counterpart and potentially put the entire deal in peril. Research shows that many positive interactions are required to restore trust after a single breach, and breaches entailing deception are among the most difficult to recover from.

Palter. Another common but misguided approach is what Todd Rogers and colleagues call "paltering," or using truthful statements to convey an inaccurate impression. The researchers give the example of former U.S. president Bill Clinton's answer to a question about whether he'd had a sexual relationship with Monica Lewinsky: "There is not a sexual relationship—that is accurate." Technically that statement was not a lie, because his involvement with Lewinsky was in the past. But research shows that people view such legalistic skirting of the truth as unfavorably as they view outright lying.

Abstain. A third common workaround is to abstain from answering the question. However, Kate Barasz, Michael Norton, and I have shown that this tactic leaves a worse impression than disclosing even extremely unsavory information. For example, in one study, participants viewed people who had confessed to frequently stealing items worth more than $100 as more trustworthy than those who had simply refused to answer the question.
What To Do

Redirect. In the short term, the strategies deployed by politicians, who routinely face tough, direct questions, can be instructive—particularly for one-shot negotiations (when you are unlikely to meet your counterpart again). A familiar tactic is to dodge the question by changing the subject to something seemingly related. As noted earlier, people are generally not very good at detecting dodges, so you have an opportunity to selectively disclose information of your choosing. A second strategy is to turn the tables and question the questioner. Responding in this way can deflect attention and enable you to take control of the topic.

Share carefully. If you're playing a longer game, disclosure can work in your favor; it can foster trust and facilitate better outcomes through collaboration and joint problem solving. To avoid being exploited, however, negotiators should start small: Share a substantive but not critical piece of information. Only if your counterpart reciprocates should you continue the tit for tat; disclosure without reciprocation leaves you vulnerable to your counterpart's value-claiming tactics.
A version of this article appeared in the July–August 2016 issue (pp.114–117) of Harvard Business Review. Source: HBR

 

 


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[www.keralites.net] Goverdhan Pooja is Celebrated today (Oct-31-2016)!

 

Goverdhan Pooja is Celebrated today (Oct-31-2016)!

Goverdhan Puja is also known as the Annakut puja (or Padwa, Bali Pratipada, and Gujarati New Year), means worshiping the pile of grains (symbolizing the Govardhan mountain), which is celebrated to remember the victory of Lord Krishna over the arrogant Indra.

It is considered that, at this day Lord Krishna had defeated the Lord of heaven, known as Indra. Lord Krishna told the people of the Vrindavan dham to worship the Nature because only the Nature is nurturing you  because only the Nature is nurturing you. He taught people that worship the Govardhan Mountain (which brings rain to the earth) and stop worshiping Indra.

Such type of message of the Lord Krishna to the people was generally to teach the people to take care of the nature.

Significance of Goverdhan Pooja
A great mountain of the food, called as the Govardhan Mountain, is adorned by the people at this occasion. It is considered that the Govardhan Mountain was lifted by the Lord Krishna in order to save the life of people from the arrogant Indra.

Lord Indra was throwing thunder and a lot of rain over the earth and lord Krishna had saved the millions of life by lifting the Govardhan mountain on his little finger. From then, the Annakut pooja is performed with the immense passion and eagerness by the people in various states of India such as Punjab, Haryana, Uttar Pradesh, Mathura, Vrindavan and Bihar.

How Govardhan Pooja is Celebrated ...
In some Indian states, Govardhan Puja is celebrated by making the hillocks of cow-dung which represents the Mount Govardhan. Then people decorate the hillocks by flowers and worship them. Devotees make rounds around the hillocks and pray to Lord Govardhan to save their life as always.

At some places, it is celebrated as a part of the Diwali such as the Padva or Bali Pratipada to commemorate the King Bali. And at some places, it is enjoyed as a Gujarati New Year because the Vikram Samvat begins at this day.
Jai Shri Krishna..

 

 


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Posted by: Cool Kis <cooolkis@gmail.com>
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