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

 

 

How to Negotiate with a Liar! 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 Junaid Tahir www.DailyTenMinutes.com Follow me on Twitter View my profile on LinkedIn Like my page on Facebook Read my articles on my personal blog Subscribe to my Feed Visit my Google+ Page 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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[www.keralites.net] High blood pressure dangers

 

 

 
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High blood pressure dangers: Hypertension's effects on your body

High blood pressure is a risk factor for more than heart disease. Discover what complications high blood pressure can cause.

By Mayo Clinic Staff

High blood pressure (hypertension) can quietly damage your body for years before symptoms develop. Left uncontrolled, you may wind up with a disability, a poor quality of life or even a fatal heart attack. Fortunately, with treatment and lifestyle changes, you can control your high blood pressure to reduce your risk of life-threatening complications.

Here's a look at the complications high blood pressure can cause when it's not effectively controlled.

Damage to your arteries

Healthy arteries are flexible, strong and elastic. Their inner lining is smooth so that blood flows freely, supplying vital organs and tissues with adequate nutrients and oxygen. If you have high blood pressure, the increased pressure of blood flowing through your arteries gradually can cause a variety of problems, including:

• Artery damage and narrowing. High blood pressure can damage the cells of your arteries' inner lining. That launches a cascade of events that make artery walls thick and stiff, a disease called arteriosclerosis (ahr-teer-e-o-skluh-ROE-sis), or hardening of the arteries. Fats from your diet enter your bloodstream, pass through the damaged cells and collect to start atherosclerosis (ath-ur-o-skluh-ROE-sis). These changes can affect arteries throughout your body, blocking blood flow to your heart, kidneys, brain, arms and legs. The damage can cause many problems, including chest pain (angina), heart attack, heart failure, kidney failure, stroke, blocked arteries in your legs or arms (peripheral artery disease), eye damage, and aneurysms.
• Aneurysm. Over time, the constant pressure of blood moving through a weakened artery can cause a section of its wall to enlarge and form a bulge (aneurysm). An aneurysm (AN-yoo-riz-um) can potentially rupture and cause life-threatening internal bleeding. Aneurysms can form in any artery throughout your body, but they're most common in the aorta, your body's largest artery.

Damage to your heart

Your heart pumps blood to your entire body. Uncontrolled high blood pressure can damage your heart in a number of ways, such as:

• Coronary artery disease. Coronary artery disease affects the arteries that supply blood to your heart muscle. Arteries narrowed by coronary artery disease don't allow blood to flow freely through your arteries. When blood can't flow freely to your heart, you can experience chest pain, a heart attack or irregular heart rhythms (arrhythmias).
• Enlarged left heart. High blood pressure forces your heart to work harder than necessary in order to pump blood to the rest of your body. This causes the left ventricle to thicken or stiffen (left ventricular hypertrophy). These changes limit the ventricle's ability to pump blood to your body. This condition increases your risk of heart attack, heart failure and sudden cardiac death.
• Heart failure. Over time, the strain on your heart caused by high blood pressure can cause your heart muscle to weaken and work less efficiently. Eventually, your overwhelmed heart simply begins to wear out and fail. Damage from heart attacks adds to this problem.

Damage to your brain

Just like your heart, your brain depends on a nourishing blood supply to work properly and survive. But high blood pressure can cause several problems, including:

• Transient ischemic attack (TIA). Sometimes called a ministroke, a transient ischemic (is-KEE-mik) attack is a brief, temporary disruption of blood supply to your brain. It's often caused by atherosclerosis or a blood clot — both of which can arise from high blood pressure. A transient ischemic attack is often a warning that you're at risk of a full-blown stroke.
• Stroke. A stroke occurs when part of your brain is deprived of oxygen and nutrients, causing brain cells to die. Uncontrolled high blood pressure can lead to stroke by damaging and weakening your brain's blood vessels, causing them to narrow, rupture or leak. High blood pressure can also cause blood clots to form in the arteries leading to your brain, blocking blood flow and potentially causing a stroke.
• Dementia. Dementia is a brain disease resulting in problems with thinking, speaking, reasoning, memory, vision and movement. There are a number of causes of dementia. One cause, vascular dementia, can result from narrowing and blockage of the arteries that supply blood to the brain. It can also result from strokes caused by an interruption of blood flow to the brain. In either case, high blood pressure may be the culprit.
• Mild cognitive impairment. Mild cognitive impairment is a transition stage between the changes in understanding and memory that come with aging and the more-serious problems caused by Alzheimer's disease. Like dementia, it can result from blocked blood flow to the brain when high blood pressure damages arteries.

Damage to your kidneys

Your kidneys filter excess fluid and waste from your blood — a process that depends on healthy blood vessels. High blood pressure can injure both the blood vessels in and leading to your kidneys, causing several types of kidney disease (nephropathy). Having diabetes in addition to high blood pressure can worsen the damage.

• Kidney failure. High blood pressure is one of the most common causes of kidney failure. That's because it can damage both the large arteries leading to your kidneys and the tiny blood vessels (glomeruli) within the kidneys. Damage to either makes it so your kidneys can't effectively filter waste from your blood. As a result, dangerous levels of fluid and waste can accumulate. You might ultimately require dialysis or kidney transplantation.
• Kidney scarring (glomerulosclerosis). Glomerulosclerosis (gloe-mer-u-loe-skluh-ROE-sis) is a type of kidney damage caused by scarring of the glomeruli (gloe-MER-u-li). The glomeruli are tiny clusters of blood vessels within your kidneys that filter fluid and waste from your blood. Glomerulosclerosis can leave your kidneys unable to filter waste effectively, leading to kidney failure.
• Kidney artery aneurysm. An aneurysm is a bulge in the wall of a blood vessel. When it occurs in an artery leading to the kidney, it's known as a kidney (renal) artery aneurysm. One potential cause is atherosclerosis, which weakens and damages the artery wall. Over time, high blood pressure in a weakened artery can cause a section to enlarge and form a bulge — the aneurysm. Aneurysms can rupture and cause life-threatening internal bleeding.

Damage to your eyes

Tiny, delicate blood vessels supply blood to your eyes. Like other vessels, they, too, can be damaged by high blood pressure:

• Eye blood vessel damage (retinopathy). High blood pressure can damage the vessels supplying blood to your retina, causing retinopathy. This condition can lead to bleeding in the eye, blurred vision and complete loss of vision. If you also have both diabetes and high blood pressure, you're at an even greater risk.
• Fluid buildup under the retina (choroidopathy). In this condition, fluid builds up under your retina because of a leaky blood vessel in a layer of blood vessels located under the retina. Choroidopathy (kor-oid-OP-uh-thee) can result in distorted vision or in some cases scarring that impairs vision.
• Nerve damage (optic neuropathy). This is a condition in which blocked blood flow damages the optic nerve. It can kill nerve cells in your eyes, which may cause bleeding within your eye or vision loss.

Sexual dysfunction

Although the inability to have and maintain an erection (erectile dysfunction) becomes increasingly common in men as they reach age 50, it's even more likely to occur if they have high blood pressure, too. Over time, high blood pressure damages the lining of your blood vessels and causes your arteries to harden and narrow (atherosclerosis), limiting blood flow. This means less blood is able to flow to your penis. For some men, the decreased blood flow makes it difficult to achieve and maintain erections — often referred to as erectile dysfunction. The problem is fairly common, especially among men who are not treating their high blood pressure.

Women may have sexual dysfunction as a side effect of high blood pressure, as well. High blood pressure can reduce blood flow to your vagina. For some women, this leads to a decrease in sexual desire or arousal, vaginal dryness, or difficulty achieving orgasm. Improving arousal and lubrication can help. Like men, women can experience anxiety and relationship issues due to sexual dysfunction.

Other possible dangers of high blood pressure

High blood pressure can also affect other areas of the body, leading to such problems as:

• Bone loss. High blood pressure can increase the amount of calcium that's in your urine. That excessive elimination of calcium may lead to loss of bone density (osteoporosis), which in turn can lead to broken bones. The risk is especially increased in older women.
• Trouble sleeping. Obstructive sleep apnea — a condition in which your throat muscles relax causing you to snore loudly — occurs in more than half of those with high blood pressure. It's now thought that high blood pressure itself may help trigger sleep apnea. Also, sleep deprivation resulting from sleep apnea can raise your blood pressure.

High blood pressure emergencies

High blood pressure is typically a chronic condition that gradually causes damage over the years. In some cases, though, blood pressure rises so quickly and severely that it becomes a medical emergency requiring immediate treatment, often with hospitalization.

In these situations, high blood pressure can cause:

• Problems with your brain, marked by memory loss, personality changes, trouble concentrating, irritability or progressive loss of consciousness (encephalopathy)
• Stroke
• Severe damage to your body's main artery (aortic dissection)
• Seizures in pregnant women (preeclampsia or eclampsia)
• Unstable chest pain (angina)
• Heart attack
• Sudden impaired pumping of the heart, leading to fluid backup in the lungs resulting in shortness of breath (pulmonary edema)
• Sudden loss of kidney function (acute renal failure)

In most cases, these emergencies arise because high blood pressure hasn't been adequately controlled.

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[www.keralites.net] Very Nice Article by Khushwant Singh , who passed away in 2014

 

Very nice article by Khushwant Singh who passed
away recently
Quote
I've often thought about what it is that makes
people happy—what one has to do in order to
achieve happiness.
First and foremost is good health. If you do not
enjoy good health, you can never be happy. Any
ailment, however trivial, will deduct something
from your happiness.
Second, a healthy bank balance. It need not run
into crores, but it should be enough to provide
for comforts, and there should be something to
spare for recreation—eating out, going to the
movies, travel and holidays in the hills or by the
sea. Shortage of money can be demoralising. Living
on credit or borrowing is demeaning and lowers one
in one's own eyes.
Third, your own home. Rented places can never give
you the comfort or security of a home that is
yours for keeps. If it has garden space, all the
better. Plant your own trees and flowers, see them
grow and blossom, and cultivate a sense of kinship
with them.
Fourth, an understanding companion, be it your
spouse or a friend. If you have too many
misunderstandings, it robs you of your peace of
mind. It is better to be divorced than to be
quarrelling all the time.
Fifth, stop envying those who have done better
than you in life—risen higher, made more money, or
earned more fame. Envy can be corroding; avoid
comparing yourself with others.
Sixth, do not allow people to descend on you for
gup-shup. By the time you get rid of them, you
will feel exhausted and poisoned by their
gossip-mongering.
Seventh, cultivate a hobby or two that will
fulfill you—gardening, reading, writing, painting,
playing or listening to music. Going to clubs or
parties to get free drinks, or to meet
celebrities, is a criminal waste of time. It's
important to concentrate on something that keeps
you occupied meaningfully.
Eighth, every morning and evening devote 15
minutes to introspection. In the mornings, 10
minutes should be spent in keeping the mind
absolutely still, and five listing the things you
have to do that day. In the evenings, five minutes
should be set aside to keep the mind still and 10
to go over the tasks you had intended to do.
Ninth, don't lose your temper. Try not to be
short-tempered, or vengeful. Even when a friend
has been rude, just move on.
Above all, when the time comes to go, one should
go like a man without any regret or grievance
against anyone. Iqbal said it beautifully in a
couplet in Persian: "You ask me about the signs of
a man of faith? When death comes to him, he has a
smile on his lips."
I don't fear death. What I dread is the day I go
blind or am incapacitated because of old
age—that's what I fear—I'd rather die than live in
that condition. I'm a burden enough on my daughter
Mala and don't want to be an extra burden on her.
All that I hope for is that when death comes to
me, it comes swiftly, without much pain, like
fading away in sound slumber. Till then I'll keep
working and living each day as it comes.
- Khushwant Singh (96) in 2011
- Good Night 
M.D.HEGDE MANGALORE

 

 
    MANGALORE
Think Good Do Good

https://www.facebook.com/groups/hegdemd

& Whatsap Group +91 98450 81888 & +91 93433 66788

Twitter:MDHEGDE888

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