* Narayana Medical College, Nellore

PREFA PREFACE/CONTENTS

ord Adv Word of Advance

Dear Aspirants,

Message from the Chairman Viva Tips by Mr. Venkata Mohan & Team

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This journal is a potential roadmap to success for Aspirants appearing for Mock Interview Board Guidance Program in the perspective of UPSC model interview will find a mine of valuable information about the approach of IAS interview. The tips and methodologies provided here for your future career planning. As you step into a new threshold of your lives, it is now imperativbe that your start building a strong conceptual foundation towards your preparation of the Mock Board Interview preparation also focus your attention towards final interview. We hope this journal will prive it self as your invaluable guide. Wish you the very best

Role of Verbal & Non Verbal Communication Presentation Improving Conversation Skills

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TEAM NARAYANA

VIVA GUIDANCE AT NARAYANA IAS ACADEMY

By Venkata Mohan DONT WAIT FOR THE RESULT, START NOW At Narayana IAS Academy, we are starting the Viva course in the first week of March. We want to finish one round of coaching before the announcement of result of the written exam. The second round of coaching will commence after the result. Each round of coaching has some common elements: 1. 2. 3. 4. 5. Classes on current affairs and optional specific issues Discussion on right approach to the viva Help in answering bio-data related questions Taking a mock interview Identifying problem areas and working out a strategy to overcome them

The advantage in joining us in the first round is that you will get to start your preparation in the right direction. You will get to know your problem areas and have time to overcome them. Current affairs review done in the first round will help you follow current issues more intelligently. In essence, the first round enables you start in the right way. START WITH BIO-DATA RELATED QUESTIONS The first step in starting your preparation is working on your bio-data. You should closely go through your Mains application form, which the Board will have at the time of your viva. You should list out all possible questions. During the course, we want to see if you have in fact identified all the possible questions. We want you to write your answers. We want to go through some of your answers to see if you are giving your best. Some of the questions that we have identified include: 1 2 3 4 5 name category date of birth Indian language Optional What is the meaning of your name? Any thing special about your name? Do not expect any questions. Does it coincide with any important event? Why so? (If it is not your mother tongue) Why did you choose those optionals?Why did you not choose one related to your backgroud?What is the relevance of those subjects for civil services?Did you take interest in them?What did you learn from them? [ Detailed questions on a specific optional will be given later.] Any thing special about the schools?Did you change too many schools? Why so? List all possible questions on your college. Did you take any break during schooling/college? Why so? Did you finish college long ago? What are you doing afterwards? What are their professions?Is anyone already in service?Think of possible questions on them. Any significance to the place?
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schooling College

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parents place of birth

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home state state cadre preferences choice of services

Why do you regard that as your home state (If that is not obvious from the previous answers)? What is the rationale of your preferences? [ Dont have to justify the entire order] What is your first preference? Why that? Why civil services at all? Why are you not going by your academic background? If your first choice is IPS/IFS, expect more questions on your choice. [Do not worry; you dont have to justify entire order of preferences. Just know about few services.] Think of possible questions on your job.And why you prefer civil services. What you like in the previous jobs.What you achieved/learnt/ failed to achieve. In what activities did you win? List questions associated with that activity. At what level did you play the sports mentioned? Do you follow the events/issues associated with the sports? List other possible questions. List all possible questions. Prepare elaborately. ( focus on few, If you mentioned many) If it is more than 3, be prepared to be asked why you are keen on the service. And how you are supported. If you worked/working in a govt. service, be prepared to be asked on your experience/knowledge. If poor, you can be asked why.If very good, you can be asked why you dont continue that subject.

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employment

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Prizes Sports leadership positions hobbies previous attempts previous service college performance

CURRENT AFFAIRS NEXT In all likelihood, you may have stopped following news a month before the Mains. Now is the time to resume following news. Update the previous, identify the new issues and keep following them regularly. Our current affairs classes will give you a good beginning. We will cover the issues in a way that you see the relationship among the topics. You will have the occasion to reflect on ideas and ideals. We will give study material. On every topic, we will give a list of questions to reflect on. Classes will help you to form your own opinions. Some of the current affairs issues that we have so far identified include: Economy Growth: trends, issues Development: HDI, poverty Inflation: food, oil issues Trade: WTO, Rs. Value, FDI in retail Agriculture: crisis, food security Global issues: Recession, eurozone crisis, Indias response, capitalism in crisis(?)

International Relations Indias relations with big powers China: its rise, issues with India Pak: Kashmir, Afghan issue, with US
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 S &T Polity

Small neighbors: Nepal, Bangladesh, Sri Lanka Middle East: Iran, Iraq, Israel Arab Spring: Tunisia, Egypt, Libya, Syria

Energy, climate change

Communalism: Muslim reservations Corruption: Lok Pal, Anna, comparison with JP, mining, 2G scam Armed conflicts: Northeast, Maoism, AFSPA

Optional subjects, home states, hobbies Experts will take classes on their optional subjects. All important optional subjects will be covered. Classes will also be arranged on certain state-specific issues. There will also be classes on some of the hobbies. MOCK INTERVIEWS A Board on the pattern of UPSC will conduct a mock interview. Your performance will be recorded and closely scrutinized. Based on that, we can suggest better approach. But what can we say is our approach? We hint our approach in these following points. 1. Listen first Whatever be your state of preparation, you should never be inattentive to a question. Pay attention to the essence of the question. Before you answer, reflect on the question. Most of the candidates simply blurt out something. That is a very bad attitude. You may redefine the question; you may choose to answer only some aspects of the question. But you should first give them the impression that you have followed the question. If the question is not clear, seek clarification. If the question is ambiguously worded, you can first explain how you are taking the question. If the question has parts, you can inform them which parts you can answer and in what order you intend to answer it. Never fail to convey that you are, first and foremost, a good listener. 2. Be proactive Many students approach the Board in the way they subject themselves to some kind of medical examination. Like they want the doctors to find out if they are ill, they want the Board members to find out if they are suitable to the job. Such an approach towards the Board is wrong. Right approach is to be proactive. It means candidate should not think that it is the task of the Board to find out if he is suitable, he should think that it is his task to convince the Board that he is suitable. How should he do this? He cant talk directly about himself; yet he has to convey what he is. The way is through the answers. Essentially answer in a way that tells something about you. They want to know about you through questions on various topics. They may ask you on Israel, but their intention is not to know about Israel but about you about how you think. As they ask to know about you, you should answer to tell about you. Their questions have a purpose; your answer should have a purpose. So dont get distracted by the question. Yes, apparently it is seeking some knowledge, some information. You should be giving it. But at the same time, the answer should tell something about you. It should draw attention to something in you. It is all about you. That is how you should make it. Dont be irrelevant; at the same time dont get distracted by the wording of the
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questions. In Mains, you answer the question. In viva, you use the question to tell about yourself. Of course, you can never be irrelevant. To be irrelevant is to convey that you do not listen to the question, which means you are not suitable. If you are convinced that this is what you should do, you should have a different orientation to the study of current affairs. You should not simply accumulate information about them, but should think about what issues lie behind a event. You do not in fact come to exist when the viva is at the level of information. You come to exist when it is at a higher level. 3. Raise the level of discussion If questions test only information, you are not likely to get good marks even if you answer all the questions. If questions that require sound judgment and understanding are asked and you answer them well, you are bound to be given good marks. So you should take the conversation to a level where good questions are put to you. How can you do that? Take up a current affairs topic, list direct questions. And develop answers that raise the level of discussion. Do this on all important current issues. What is the current rate of inflation? can be an opening question. Apparently you are asked to give only a number. But you can explain the role of food prices; they can ask you what one should do to handle food inflation. That can take the conversation to food security and agricultural reforms. That is how you should steer the conversation. Their questions are based on your answers. So answer in a way that raises the level of discussion. Try this on all important current events. 4. Remember, no tip is relevant for all If you are very talkative, you may have to talk less. If you dont talk much, you will have to put in extra effort to talk. If your answers are too long, you should cut short. If your answers are too brief, you should learn to give long answers. If you are inattentive to the wording of the question, you should learn to be attentive. Can you be too attentive? Not really. But you may give too much attention to every word and miss the thrust of the question. How do we know which way to change? You should feel at the end of the interview, you conveyed yourself. You are happy that the board got your best. For that you may be brief or elaborate, relevant or irrelevant! SCRUTINIZING YOUR PERFORMANCE By providing you the gist of the conversation, we may suggest a change in your approach. Or we may encourage your approach. Go through the following conversations. Conversation 1 Member: You are a student of Public Administration. Can you tell me why you took this subject. Candidate: Sir, my seniors advised me. I also liked the contents. (stopped) M: What are the contents? C: It mentions Indian Administration. (stopped) M: What chapters in Indian administration you found useful? C: District Administration. It tells about the working of the Collector. (stopped)
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Comment: Candidates approach is wrong. Three questions are put. The candidate has not told anything about himself. His answers dont raise the level of discussion. He wasted 3 questions and 5 minutes. He didnt see that each question is an opportunity to talk more. Conversation 2 M: You have taken Psychology and Public Administration as optionals. What is the relationship between the two? C: Public Administration studies governance. Psychology throws light on behavior of man. (didnt stop) Psychology helps us to know how people in bureaucracy work, what motivates them and how to motivate them. (stopped) Comment: Candidate did not answer the question in a strict logical sense. He answered it in a way that a line of conversation is suggested. Member is very likely to ask how to make people in bureaucracy work better. IN REGULAR TOUCH, TILL YOUR VIVA Through www.IASViva.blogspot.com , we want to give you an update of our viva course. Through www.facebook.com/IASViva we want to be accessible to you till the day of your viva. So join the course, without having any second thoughts. OUR FACULTY 1. Mr. Venkata Mohan Policy B.Tech, IIT. Chennai. Author of Sociological Thought, Indias Foreign

HOW TO DRESS UP? Every occasion has a dress code. The importance of dress code can be appreciated when we observe how people ridicule and make fun of atudent who dresses formally in the casual gathering of school or college friends in the canteen. Similarly, interview is a formal occasion and hence the interview board would expect the candidate to be dressed accordingly. They would wish to see if their future officers have sense of dressing and presenting themselves as first class executives of the government. DONT DOS

Dressing in casual or informal manner not only disappoints the board but also insult them as it conveys denial of authority and decorum of the board. If the candidates have dressed themselves in a very simple attire in order to convey their humility or simplicity, it does not conveys the same actually. Instead the board may assume that candidates is oblivious to the demand of the occasion or deliberately trying to create some kind of impression about himself or trying to win sympathy of the board. If the candidate has dressed up in a very loud manner like bright colour or trendy clothes, or having brands logos printed on their clothes candidate is projecting flamboyance and displaying his/her fashion statement inapproriate for a civil sevant. Dressing up in black trousers or black shirt is not taken positively because black is a symbol of protest. Putting up casual shoes without laces is not desirable as it goes against the occasion. Putting clothes which stick to your skin is also not appreciated as such attire does not goes in official settings.

Having beards on face (except when he is a male sikh) or rings, tattoos on any part of the body, also convey that candidate should belong to fashion and not bureaucracy. Female candidates may however carry ear rings which do not hang and which are not flashy. Avoid checks on your shirt because they are informal. Shirts with half sleeves and sports watches may be avoided. Readymade dresses may be avoided as they might match with that of any of the board members and cause him or her embarrassment.

DOS

Dress up in clothes which are comfortable as well as give you a smart fit, they should not be too loose not too tight so that you can carry the clothes instead clothes carry you. Always go for tailor-made clothes as per you personal body requirement. Use the dress two to three time before so that you become comfortable and used to it instead of wearing them for first time on the date of interview and become conscious about it. This may distract your attention. From the questions The shoes should be black with laces and should not be pointed or blunt from the front. Too high heels may be avoided. The shirt may be lighter in shade without cufflink in the collars or hands. The buttons should not be covered and should be visible. The buttons should not be left open. The tie should be deep coloured except Red or yellow and preferably should have stripes. Also avoid glossy ties. The belt should of standard width with a simple and sober metallic buckle. The trouser may be of deeper and darker shade with single pleats and uncovered single back pocket. Preferably do not keep any article except you handkerchief in your trouser or shirt pocket. Your hair should be properly trimmed and should not cover your ears or your forehead. Female candidates should not keep their hair open. The shirt should be tucked inside the trousers after folding the sides of the shirt to avoid wrinkles. The female candidates may preferably dress themselves in cotton saree and avoid designer clothes. The makeup should not be loud. Both male and female candidates must avoid perfumes and deodorants- as it might elicit irritation or allergy to any member.

HOW TO ENTER THE INTERVIEW ROOM?

Gently open the door and before stepping in seek the permission of the board with short May I The question should be accompanied with a mild smile and slightly bowed down gesture. Once the board invites you keep your left foot forward and walk gently beside the chair.

HOW TO WISH? Wish the lady member (if any) before you wish others like Good morning madam followed by Good morning Sirs. If there is no lady member, wish the chairman first, followed by other members. While wishing the other members make eye contact with mild smile with all the members by slowly turning your head.
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HOW TO BE SEATED

Wait beside the chair until you are asked to sit. When you are asked to sit, Thank the board and then take the seat. Sit comfortably with your hands crossed and resting over your lap. Your back should touch the rest of the chair. However, you should not lean backwards, neither you should lean forward. While listening to the question you may slightly lean your neck forward. This conveys your interest in the question. But while answering go back to the original posture and turn your head one by one towards all members including the one who has asked the question.

HOW TO LEAVE?

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Thank the board before rising. After rising hold the back rest of the chair with both the hands from the side, pretending to rearrange it in is original position. Take few steps backward before turning back. Thank the board once again. Now turn back and open the door. Turn towards the board while holding the door and bow down with a smile. Gently close the door without banging it.

ROLE OF NON VERBAL COMMUNICATION Nonverbal communication is multi-channeled. Nonverbal communication typically involves simulta-neous messages sent through a number of channels. For instance, information may be transmitted through gestures, facial expressions, eye contact, and vocal tone at the same time. In contrast, verbal communication is limited to a single channel: speech. If you have ever tried to follow two people speaking at once, you understand how difficult it is to process multiple inputs of informa-tion. This means that many nonverbal transmissions can sail by the receiver unnoticed. Nonverbal communication is ambiguous. A shrug or a raised eyebrow can mean different things to differ-ent people. Moreover, it can be difficult to know whether nonverbal messages are being sent intentionally. Al-though some popular books on body language imply otherwise, few nonverbal signals carry universally ac-cepted meanings, even within the same culture. Thus, nonverbal cues are informative, but they are most reli-able when accompanied by verbal messages and em-bedded in a familiar cultural and social context. Nonverbal communication conveys emotions. People often communicate their feelings without saying a word-for example, a look that kills: Nonverbal demonstrations of positive feelings include sitting or standing close to those you care for, touching them often, and looking at them frequently. Still, nonverbal signals, on their own, are not the precise indicators of emo-tional states that they were once believed to be so you should be cautious in mak-ing inferences. Nonverbal communication may contradict ver-bal messages. How often have you seen people proclaim Im not angry even though their bodies shout that they are positively furious? When confronted with such an inconsistency, which message should you believe? Be-cause of their greater spontaneity, youre probably bet-ter off heeding the nonverbal signs. Research shows that when someone is instructed to tell a lie, deception is most readily detected through nonverbal signals. Nonverbal communication is culture-bound. Like language, nonverbal signals are different in different cul-tures. Sometimes cultural differences can be quite dramatic. For example, in Tibet people greet their friends by sticking out the tongues.

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ELEMENTS OF NONVERBAL COMMUNICATION Nonverbal signals can provide a great deal of informa-tion in interpersonal interactions. As we discuss spe-cific nonverbal behaviors, we will focus on what they communicate about interpersonal attraction and so-cial status. PERSONAL SPACE Proxemics is the study of peoples use of interpersonal space. Personal space is a zone of space surrounding a person that is felt to belong to that person. Personal space is like an invisible bubble you carry around with you in your social interactions. The size of this mobile zone is related to your cultural background, social status, personality, age, and gender. The amount of interpersonal distance people pre-fer depends on the nature of the relationship and the situation. The appropriate distance between people is also regulated by social norms and varies by culture. For instance, people of Northern European heritage tend to engage in less physical contact and keep a greater distance between themselves than people of Latin or Middle Eastern heritage. The United States is usually characterized as a medium-contact culture, but there is a lot of variability among ethnic groups.

The general rule is that the more you like someone, the more comfortable you feel being physi-cally close to that person. Of course, there are obvious exceptions, such as in crowded subways and elevators, but these situations are often experienced as stressful. Women seem to have smaller personal-space zones than men do. When talking, women sit or stand closer together than men do. Like other aspects of nonverbal communication, personal distance can convey information about status. People of similar status tend to stand closer together than people in an interaction to set the proper distance. Invasions of personal space usually produce dis-comfort and stimulate attempts to restore your privacy zone. To illustrate, if someone stands too close, you may back up. Or, if a stranger sits down at your table in the library and forces you to Share it, you may reorient your body away from the intruder, place a barrier (for example, a stack of books) between you and the invader, or move to a different table. Invasions of personal space rarely go unnoticed, and they usually elicit a variety of reactions. Hence appropriate distance with board should be 4 (four) ft. FACIAL EXPRESSION More than anything else, facial expressions convey emo-tions. Paul Ekman and Wallace Friesen have identified six distinctive facial expressions that correspond with six basic emotions: anger, disgust, fear, happiness, sadness, and surprise (Ekman, 1994; Ekman & Friesen, 1984). Early research involving participants from many countries supported the idea that these six emotions are universally recognized.

In fact, people are better at sending decep-tive messages with their faces than with other areas of their bodies. You are no doubt familiar with the term poker face; an illusion to poker play-ers who are experts at controlling their ex-citement about a good hand of cards (or their dismay about a bad one). Besides cultural differences, there are gender differences in facial expression. For example, men typically show less facial expression than women do, a finding linked to social pressures for males to inhibit such displays. Also, as you might expect, high self-monitors are better than low self-monitors at managing their fa-cial expressions. People high in self monitoring attend to other facial expression and control or modify their speech accordingly. EYE CONTACT Eye contact (also called mutual gaze) is another major channel of nonverbal communication. The duration of eye contact is its most meaningful aspect. Because there is considerable research on eye communication, we will summarize the most relevant findings. People who engage in high levels of eye contact are usually judged to have effective social skills and credibility. Similarly, speakers, interviewees, and experimenters receive higher ratings of competence when they maintain high rather than low eye contact with their audience. As a rule, people engage in more eye contact when theyre listening than when theyre talking. Gaze also communicates the intensity (but not the positivity or negativity) of feelings. For example, cou-ples who say they are in love spend more time gazing at each other than other couples do. Also, maintaining moderate (versus constant or no) eye con-tact with others typically generates positive feelings in them. These positive feelings may also translate into higher tips! One study found that food servers who squatted down next to their customers to take drink orders got higher tips than servers who stood next to their customers. Supposedly, the increased eye contact and closeness produced more positive feelings. In a negative interpersonal context, a steady gaze becomes a stare that causes most people to feel uncom-fortable. Moreover, like threat displays among nonhuman primates such as baboons and rhe-sus monkeys, a stare can convey aggressive intent. Thus, if you want to avoid road rage inci-dents, avoid making eye contact with hostile motorists. People also com-municate by reducing eye contact with others. Unpleas-ant interactions, embarrassing situations, or invasions of personal space usually trigger this behavior. Culture strongly affects patterns of eye contact. For example, Americans should be sensitive to the fact that direct eye contact is perceived as an insult. In some Native American tribes and in Mexico, Latin America, Japan, and Africa. By contrast, people from Arab countries look directly into the eyes of their conversational partners for longer pe-riods than Americans are used to. In the United States, gender and racial differences have been found in eye contact. For instance, women tend to gaze at others more than men do. However, the patterning of eye contact also reflects status, and gender and status are often con-founded. Higher-status individuals look at the other person more when speaking than when listening, while lower-status people behave just the opposite. Women usually show the lower-status visual pattern because they are typically accorded lower status than men. BODY LANGUAGE Body movements-those of the head, trunk, hands, legs, and feet-also provide nonver-bal avenues of communication. Kinesics is the study of communication through body movements. Through a persons body move-ments, observers may be able to tell an in-dividuals level of tension or relaxation. For instance, frequent touching or scratching suggests nervousness. Posture also conveys information. Lean-ing back with arms or legs arranged in anasymmetrical or open position conveys a feeling of relaxation. Posture can also indicate someones attitude toward you. When people lean toward you, it typically indicates interest and a posi-tive attitude. Whsen people angle their bod-ies away from you or cross their arms, their posture may indicate a negative attitude or defensiveness. Posture can also convey status differences. Gener-ally, a higher-status person will look more relaxed. By contrast, a lower-status person will tend to exhibit a more rigid body posture, often sitting up straight with
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feet together, flat on the floor, and arms close to the body (a closed position). Again, status and gender differences are frequently parallel. That is, men are more likely to exhibit the high-status open posture and women the lower-status closed posture. People use hand gestures to describe and emphasize the words they speak. You might point to give directions or slam your fist onto a desk to emphasize an assertion. As travelers frequently discover, the meaning of ges-tures is not universal. For instance, a circle made with the thumb and forefinger means that everything is OK to an American but is considered an obscene gesture in some countries. The appropriate position for interview is given in the corollary. PARALANGUAGE The term paralanguage refers to how something is said rather than to what is said. Thus, paralanguage in-cludes all vocal cues other than the content of the ver-bal message itself. These cues include how loudly or softly people speak, how fast they talk, and the rhythm and quality of their speech. Each of these vocal charac-teristics can affect the message being transmitted. Variations in vocal emphasis can give the same set of words very different meanings. Consider the sen-tence I really enjoyed myself By varying the word that is accented, you can speak this sentence in three ways, each resulting in a different meaning: I really enjoyed myself! (Even though others may not have had a good time, I did.) I really enjoyed myself! (My enjoyment was exceptional. ) I really enjoyed myself! (Much to my surprise, I had a great time.)

As you can see from these examples, you can actually reverse the literal meaning of a verbal message by how you say it (such as with sarcasm). Aspects of vocalization can also communicate emo-tionss. For example, rapid speech may mean that a person is happy, frightened, or nervous. Slower speech might be used when people are uncer-tain or when they want to emphasize a point. Loud vo-calization often signals anger. A relatively high pitch may indicate anxiety. Slow speech, low volume, and low pitch are often associated with sadness. Thus, vocal qual-ity provides another window on someones true feel-ings. Keep in mind, however, that it is easy to assign meanings to voice quality that arent valid, such as as-sociating a deep voice with masculinity and maturity and a high, breathy voice with femininity and youth. In cyberspace communication, e-mailers use vari-ous substitutes for the paralanguage cues used in spo-ken communication. For instance, capital letters are used for emphasis (I had a GREAT vacation); however, using capital letters throughout a message is viewed as shouting and considered rude behavior. Using emoticons (punctuation marks arranged to indicate the writers emotions) has also become a common practice; thus, :-) indicates a smile and :-( indicates a frown. Inter-estingly, just as women display more emotion in their faces than men, women are more likely than men to use emoticons. DETECTING DECEPTION Like it or not, lying is a part of everyday life. People typically tell one to two lies a day. Most of these everyday lies are inconsequential white lies, such as claiming to be bet-ter than one actually is or lying to avoid hurting some-ones feelings. Is it possible to catch people in a lie? Yes, but its dif-ficult. In fact, even trained experts are not spectacular lie detectors. While its true that people in occupations with expertise or an interest in detecting deception (including some types of psychologists) are more accurate judges of liars than others even these individuals are not remarkably skilled at lie detection. Regardless, people overestimate their ability to detect liars. The popular stereotypes about how liars give them-selves away dont necessarily correspond to the actual clues related to dishonesty. For example, observers tend to focus on the face (the least revealing channel) and to ignore more useful information. In Figure 7.7. you can review the re-search findings on the nonverbal behaviors actually associated with deception. By compelling the second and third columns in the figure, you
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can see which cues are ac-tually associated with deception and those that are er-roneously linked with deception. Contrary to popular belief, lying is not associated with slow talking, long pauses before speaking, excessive shifting of posture, reduced smiling, or lack of eye contact. A recent meta-analysis of over 300 studies generally supported these findings, concluding that liars say less, tell less com-pelling stories, make a more negative impression, are more tense, and include less unusual content in their stories than truth tellers do.

So, how do liars give themselves away? As you may have noted in Figure 7.7, many of the clues leak from nonverbal channels, because speakers have a hard time controlling information from these channels. Vocal cues include speaking with a higher pitch, giving rela-tively short answers, and excessive hesitations. Visual cues include dilation of the pupils. Its also helpful to look for inconsistencies between facial expressions and lower body movements. For example, a friendly smile accompanied by a nervous shuffling of feet could sig-nal deception. COMMUNICATION APPREHENSION Communication apprehension, or anxiety caused by having to talk with others. Some people experience communication apprehension in all speaking situations (including one-on-one encounters), but most people who have the problem notice it only when they have to speak before groups. Bodily experiences associated with communication apprehension can range from butterflies in the stom-ach to cold hands, dry mouth, and a racing heart rate. These physiological effects are stress-induced fight or flight responses of the autonomic nervous system. The physiological responses themselves arent the root of communication apprehension; rather the problem lies in the speakers interpretation of these Bodily responses. That is, high scorers on measures of communication apprehension frequently interpret the bodily changes they experience in public speaking sit-uations as indications of fear. In contrast, low scorers, often chalk up these reactions to the normal excitement in- such a situation. Researchers have identified four responses to com-munication apprehension. The most common is avoidance, or choosing not to participate when confronted with a voluntary communication opportunity. If people believe that speak-ing will make them uncomfortable, they will typically avoid the experience. Withdrawal occurs when people unexpectedly find themselves trapped in a communica-tion situation they cant escape. Here they may clam up entirely or say as little as possible. Disruption refers to the inability to make fluent oral presentations or to en-gage in appropriate verbal or nonverbal behavior. Of course, inadequate communication skills can produce this same behavioral effect, and it isnt always possible for the average person to identify the actual cause of the problem. Over communication is a relatively unusual response high communication apprehension, but it does occur. An example would be someone who at-tempts to dominate social situations by talking nonstop. Although such individuals are seen as poor communi-cators, they are not usually perceived to have commu-nication apprehension. Thats because we expect to see it only in those who talk very little. Of course, over -communication may be caused by other factors as well.

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Obviously, avoidance and withdrawal tactics are merely short-term strategies for coping with commu-nication apprehension. Because it is unlikely that you can go though life with-out having to speak in front of a group, it is important to learn to cope with this stressful event rather than avoid it time and again. Allowing the problem to get out of hand can result in self-limiting behavior, such as refusing a job promotion that would entail public speaking. People with high communication apprehension are likely to have difficulties in relationships, at work, and at school. Happily both cognitive restructuring and systematic desensitization are highly effective methods for dealing with this problem. BARRIERS TO EFFECTIVE COMMUNICATION The barriers to effective commu-nication can reside in the sender, in the receiver, or sometimes in both. Common obstacles include defen-siveness, motivational distortion, self-preoccupation and game playing. DEFENSIVENESS Perhaps the most basic barrier to effective communi-cation is defensiveness-an excessive concern with pro-tecting oneself from being hurt. People usually react defensively when they feel threatened, such as when they believe that others are evaluating them or trying to control or manipulate them. Defensiveness is also triggered when others act in a superior manner. Thus, those who flaunt their status, wealth, brilliance, or power often put receivers on the defensive. Dogmatic people who project Im always right also breed defensiveness. MOTIVATIONAL DISTORTION People can hear what they want to hear instead of what is actually being said. Each person has a unique frame of reference-certain attitudes, values, and expectations-that can influence what he or she hears. Information that contradicts an individuals own views often produces emotional discomfort. One way people avoid such unpleasant feelings is to engage in selective attention, or active choosing to attend to information that supports their beliefs and ignoring information that contradicts them. Similarly, an individual may read meanings that are not intended into statements or jump to erroneous conclusions. This tendency to distort information oc-curs most often when people are discussing issues they feel strongly about, such as politics, racism, sexism, homosexuality, or abortion. SELF-PREOCCUPATION Who hasnt experienced the frustration of trying to communicate with someone who is so self-focused as to make two-way conversation impossible? These an-noying individuals seem to talk to hear themselves talk, If you try to slip in a word about your problems, they cut you off by proclaiming, Thats nothing. Listen to what happened to me! Further, self-preoccupied peo-ple are poor listeners. When someone else is talking, theyre mentally rehearsing their next comments. Be-cause they are self-focused, these individuals are usu-ally oblivious to their negative impact on others, Self-preoccupied people arouse negative reactions in others for several reasons. First, their remarks are usually so self-serving (seeking to impress, to gain un. warranted sympathy, and so on) that others find it offensive. Another problem is that they consistently take up more than their fair share of conversation time. Some individuals do both-talking only about them-selves and going on at great length. After a conversa-tion with someone like this, listeners feel ignored, No wonder people try to avoid such people if they can, If they cant, they usually respond only minimally to end the conversation quickly. Needless to say, you risk alien-ating others if you ignore the norm that conversations should involve a mutual sharing of information. GAME PLAYING Game playing is another barrier to effective commu-nication. Game playing was first described by Eric Berne (1964), who originated transactional analysis, a theory of personality and interpersonal relations that empha-sizes patterns of communication. In Bernes scheme, game. are manipulative interactions with predictable outcomes, in which people conceal their real motives. For instance, Yvonne knows that Carlos gets upset when her former boyfriend is mentioned. So when theyre out with others, she innocently inquires, Say, has any-one seen Rodrigo lately? Here, the hidden agenda is to make Carlos feel bad. If Yvonnes behavior produces the desired response, she wins. In the broadest sense, game playing can include the deliberate (or sometimes unintentional) use of ambiguous, indirect, or deceptive statements. Some game playing involves verbal fenc-ing to avoid having to make clear ones meaning or in-tent. Particularly problematic are repetitive games that result in bad feelings and that erode the trust and re-spect
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that are essential to good relationships. Games in-terfere with effective communication and are a destruc-tive element in relationships. Best strategy to escape the game is identify the intention and ignore the comment. POLISHING YOUR INTERVIEW TECHNIQUE The final, and most crucial, step in the process of se-curing a job is the face-to-face interview. If youve got-ten this far, the employer already knows that you have the necessary training and experience to do the job. Your challenge is to convince the employer that youre the kind of person who would fit well in the organiza-tion. Your interviewer will attempt to verify that you have the intangible qualities that will make you a good team player. Even more important, he or she will try to identify any red flag behaviors, attitudes, or traits that mark you as an unacceptable risk. Because interviews are so important, you would think that interviewers ratings of job applicants are heavily based on job-relevant considerations. Unfortu-nately, research shows that this is not usually the case. For one thing, confirmation bias can oper-ate in Interview situations. That is, interviewers who have formed expectations about a job candidate (based on the resume, letters of recommendation, and the like) often behave in ways that tend to confirm these expec-tations, whether positive or negative. In addition, researchers find that more attractive candidates are usually rated higher than less attractive ones, as are those who dress in a manner consistent with the dress norms in an organization. Also, visible tattoos or body piercings can create a negative impression at a job in-terview. And remember to go easy on the aftershave lotion or perfume. A strong scent can be a real turnoff. Researchers also find that job candidates who are overweight are rated lower (especially if they are women) than those of average weight. Finally, it has been found that interviewees who emit positive nonverbal cues-leaning forward, smiling, and noddingare rated higher than those who do not. Thus, to do your best in an interview, you should brush up on your nonverbal communication skills and your impression management tactics. And remember, because of primacy effects, the first few minutes of the interview are crucial. To create the right impression, you must come across as confident, enthusiastic, and ambitious. Your demeanor should be somewhat formal and reserved, and you should avoid any attempts at humor-you never know what might offend your interviewer. Above all, never give more information than the interviewer requests, especially negative information. If asked directly what your weaknesses are-a common ployrespond with a flaw that is really a positive, as in I tend to work too hard at times: Dont interrupt or contradict your interviewer. And dont ever blame or criticize anyone, especially previous employers, even if you feel that the criticism is justified. Developing an effective interview technique re-quires practice. Many experts suggest that you never turn down an interview, because you can always bene-fit from the practice even if you dont want the job. Advance preparation is also crucial. Never go into an interview cold. Find out all you can about the job before you go. Try to anticipate the questions that will be asked and have some answers ready. In general, you will not be asked simply to reiterate information from your resume. Remember, it is your personal qualities that are being assessed at this point. A final word of advice. A major input into who is hired and who is re-jected in any organization is the employment interview. Its fair to say that few people are hired without an interview. But the evidence indicates that inter-viewers often make inaccurate perceptual judgments. Additionally, interrater agreement among interviewers is often poor; that is, different interviewers see different things in the same candidate and thus arrive at different conclusions about the applicant. Interviewers generally draw early impressions that become very quickly entrenched. lf negative information is exposed early in the interview, it tends to be more heavily weighted than if that same information comes out later.9 Studies indicate that most interviewers decisions change very little after the- first four or five minutes of the interview. As a result, information elicited early III the interview carries greater weight than does information elicited later, and a good applicant is probably characterized more by the absence of unfavor-able characteristics than by the presence of favorable characteristics. Importantly, who you think is a good candidate and who I think is one may differ markedly. Because interviews usually have so little consistent struc-ture and interviewers vary in terms of what they are looking for in a candidate, judgments of the same candidate can vary widely. If the employment interview IS an important input into the hiring decision-and it usually is-you should recognize that perceptual factors influence who is hired and eventually the quality of an organizations labor force.

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HALO EFFECT : When we draw a general impression about an individual based on a single characteristic, such as intelligence, sociability, or appearance, a halo effect is operating. This phenomenon frequently occurs when students appraise their classroom instructor. Students may isolate a single trait such as enthusiasm and allow their entire evaluation to be tainted by how they judge the instructor on this one trait. Thus an instructor may be quiet, assured, knowledgeable, and highly qualified, but if his style lacks zeal, he will be rated lower on a number of other characteristics. CONTRAST EFFECTS : An old adage among entertainers who perform in va-riety shows advises, Never follow an act that has kids or animals in it. Why? The common belief is that audiences love children and animals so much, you will look bad in comparison. In a similar vein, your author remembers when he was a college freshman required to give a presentation in a speech class. I was scheduled to speak third that morning. After both of the first two speakers stammered, stumbled, and forgot their lines, I suddenly got a rush of confi-dence because I figured that even though my talk might not go too well, Id probably get a pretty good grade. I was counting on the instructor raising my evaluation after contrasting my speech to those that immediately preceded it. These two examples demonstrate how contrast effects can distort per-ceptions,. We dont evaluate a person in isolation. Our reaction to one person is often influenced by other persons weve recently encountered. An illustration of how contrast effects operate is an interview situation in which one sees a pool of job applicants. Distortions in any given candidates evaluation can occur as a result of his or her place in the interview schedule, The candidate is likely to receive a more favorable evaluation if preceded by mediocre applicants. PROJECTION : It is easy to judge others if we assume they are similar to us. For instance, if you want challenge and responsibility in your job, you assume others want the same. Or youre honest and trustworthy, so you take it for granted that other people are equally honest and trustworthy. This tendency to attribute ones own characteristics to other people-which is called projection can distort perception made about others. People who engage in projection tend to perceive others according to what they themselves are like rather than according to what the person being observed is really like. When observing others who actually are like them, these observers are quite accurate-not because they are perceptive, but rather be-cause they always judge people as being similar to themselves, so when they fi-nally find someone who is, they are naturally correct. When interviewers and interviewees engage in projection, they compromise their ability to respond to individual differ-ences. They tend to see people as more homogeneous than they really are. Stereotyping Judging someone on the basis of ones perception of the group to which that person belongs. STEREOTYPING In organizations, we frequently hear comments that represent stereotypes based on gender, age, nationality, and even weight: Women wont relocate for a promotion; men arent interested in child care; older workers cant learn new skills; Asian immigrants are hardworking and conscientious; over weight people lack discipline. From a perceptual stand Point, if people expect to see these stereotypes, that is what they will perceive, whether its accurate or not. Obviously, one of the problems of stereotypes is they are so widespread, despite the fact that they may not contain a shred of truth or may be irrelevant. Their being widespread may only mean that many people are making the same- inaccurate perception based on a false premise about a group. HOW TO DRESS UP? Every occasion has a dress code. The importance of dress code can be appreciated when we observe how people ridicule and make fun of atudent who dresses formally in the casual gathering of school or college friends in the canteen. Similarly, interview is a formal occasion and hence the interview board would expect the candidate to be dressed accordingly. They would wish to see if their future officers have sense of dressing and presenting themselves as first class executives of the government. DONT DOS

Dressing in casual or informal manner not only disappoints the board but also insult them as it conveys denial of authority and decorum of the board. If the candidates have dressed themselves in a very simple attire in order to convey their humility or simplicity, it does not conveys the same actually. Instead the board may assume that candidates is oblivious to the demand of the occasion or deliberately trying to create some kind of impression about himself or trying to win sympathy of the board.
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If the candidate has dressed up in a very loud manner like bright colour or trendy clothes, or having brands logos printed on their clothes candidate is projecting flamboyance and displaying his/her fashion statement inapproriate for a civil sevant. Dressing up in black trousers or black shirt is not taken positively because black is a symbol of protest. Putting up casual shoes without laces is not desirable as it goes against the occasion. Putting clothes which stick to your skin is also not appreciated as such attire does not goes in official settings. Having beards on face (except when he is a male sikh) or rings, tattoos on any part of the body, also convey that candidate should belong to fashion and not bureaucracy. Female candidates may however carry ear rings which do not hang and which are not flashy. Avoid checks on your shirt because they are informal. Shirts with half sleeves and sports watches may be avoided. Readymade dresses may be avoided as they might match with that of any of the board members and cause him or her embarrassment. Dress up in clothes which are comfortable as well as give you a smart fit, they should not be too loose not too tight so that you can carry the clothes instead clothes carry you. Always go for tailor-made clothes as per you personal body requirement. Use the dress two to three time before so that you become comfortable and used to it instead of wearing them for first time on the date of interview and become conscious about it. This may distract your attention. From the questions The shoes should be black with laces and should not be pointed or blunt from the front. Too high heels may be avoided. The shirt may be lighter in shade without cufflink in the collars or hands. The buttons should not be covered and should be visible. The buttons should not be left open. The tie should be deep coloured except Red or yellow and preferably should have stripes. Also avoid glossy ties. The belt should of standard width with a simple and sober metallic buckle. The trouser may be of deeper and darker shade with single pleats and uncovered single back pocket. Preferably do not keep any article except you handkerchief in your trouser or shirt pocket. Your hair should be properly trimmed and should not cover your ears or your forehead. Female candidates should not keep their hair open. The shirt should be tucked inside the trousers after folding the sides of the shirt to avoid wrinkles. The female candidates may preferably dress themselves in cotton saree and avoid designer clothes. The makeup should not be loud. Both male and female candidates must avoid perfumes and deodorants- as it might elicit irritation or allergy to any member. Gently open the door and before stepping in seek the permission of the board with short May I The question should be accompanied with a mild smile and slightly bowed down gesture. Once the board invites you keep your left foot forward and walk gently beside the chair.

DOS

HOW TO ENTER THE INTERVIEW ROOM?

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HOW TO WISH?

Wish the lady member (if any) before you wish others like Good morning madam followed by Good morning Sirs. If there is no lady member, wish the chairman first, followed by other members. While wishing the other members make eye contact with mild smile with all the members by slowly turning your head. Wait beside the chair until you are asked to sit. When you are asked to sit, Thank the board and then take the seat. Sit comfortably with your hands crossed and resting over your lap. Your back should touch the rest of the chair. However, you should not lean backwards, neither you should lean forward. While listening to the question you may slightly lean your neck forward. This conveys your interest in the question. But while answering go back to the original posture and turn your head one by one towards all members including the one who has asked the question. Thank the board before rising. After rising hold the back rest of the chair with both the hands from the side, pretending to rearrange it in is original position. Take few steps backward before turning back. Thank the board once again. Now turn back and open the door. Turn towards the board while holding the door and bow down with a smile. Gently close the door without banging it. SOME IMPORTANT CRETONNES FOR SELF CONTEMPLATION

HOW TO BE SEATED

HOW TO LEAVE?

There is a standard 13-dimensional evaluation procedure that is followed when your interview is assessed: CRITERIA FOR EVALUATING INTERVIEWS 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Does it appear that the candidate has understood the question theme and its implications? Has the candidate analyzed the theme of the question correctly? Has the candidate organized the answer into a coherent overall structure? Has the candidate used the appropriate skills, e.g. description, evaluation, discussion, argument, etc.? Has the candidate used appropriate knowledge inputs? Has the candidate communicated intelligently and accurately? Has the candidate made a perspective oriented presentation with a constructive approach? Does the candidate reflect a correct attitude and worldview? What is the confidence or motivation level of the candidate? Does the candidate reveal Officer-Like-Qualities (OLQ)? Does the candidate effectively project optimal Administrative or Managerial capabilities? Is the overall personality of the candidate compatible with the systemic image, ethos, ethics and agenda (objectives)? Where does the candidate figure on the comparative index?

N.B: You can implement this hierarchy into specific questions to ask yourself. The answers to these questions will determine whether you are effectively prepared for the interview or whether you need to make appropriate alterations in your personality projection.
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PRESENTA PRESENTATION
CALCULATIVE OUTLOOK When we talk of preventability and presentation, we are talking about the twin critical and inextricable aspects in personality projection and effective communication viz. appearance (showcasing of the personality and style of communicating) as in the case of preventability; and core content or reality (intrinsic personality traits to be projected and the message of communication) as in the case of presentation. In that sense, personal attire, etiquette, expression, style and gestures would constitute crucial preventability aspects, while intelligent ideation, constructive reasoning, leadership orientation, investigative approach as well as systematic evaluation would comprise some of the presentation-related attributes. AFFIRMATIVE IDENTIFICATION The idea of affirmative identification relates to a sense of one-to-one identification between you and your interlocutors or audience. Essentially that implies your interlocutors or audience should find you acceptable, initially itself, in terms of your attire, etiquette, expression style and gestures. In the final analysis, it means you are not out of context so to say, and your preventability is appropriate to your purpose and the occasion. In effect, you have been able to avoid negative vibrations that are often the cause of distancing or alienation. Remember it has to be your initiative and the effect is only a response. This is a crucial step indeed, in overcoming psychological and communication barriers, which would otherwise tend to obstruct the process of understanding, and thereby circumscribe effectual personality projection as well as impede effective communication. This is as far as the concept goes. To translate that into practice, you need to answer a few pertinent questions. Some of these questions would be relevant in devising an effective overall strategy, inclusive of other attributes too.

What is the composition of your interlocutors or audience? This question should address the purpose of interaction and ambience (formal or casual, etc.), interests, ethnicity, culture, tradition, language, religion, region, political ideology, economic strata, education, so on and so forth. What kind of behaviour would generate affinity and avoid apathy, or even worse, antipathy? This is as significant a question in terms of presentability considerations as it is for presentation concerns. Here it is important to know, if possible, the attractions and aversions of people with whom you would interact. How would you use the knowledge acquired about the audience to your advantage in making an impact and achieving your agenda? The trick here is to project an affable demeanour, while encouraging interactivity and following a co-optive approach, as much as the situation allows. Participative communication generates a sense of involvement and intellectual responsibility, which is conducive for personality acceptance and communicative appeal.

POSITIVE ATTITUDE A positive attitude has as much to do with the way you look at life and go about it, as with the way you are perceived as doing so. This means that it is not only about a constructive and integrated approach that focuses on issues in a problem-solving spirit, it is also an approach that perseveres on the improvement and advancement aspects of the situation, while encouraging cooperation and instilling confidence. Now we have the questions that must be answered in the affirmative, if this attribute has to be acknowledged in your personality.

Are you able to view situations and issues in perspective without baseless pessimistic thoughts? Are you able to focus on issues with an approach towards understanding them and thinking of improving upon situations? Are you able to comprehend complicated matters in a comprehensive and integrated manner, identifying and explaining the crux of the matter?

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Are you able to convince other on the veracity of your arguments and persuade them to participate in your course of action? Are you able to inspire confidence in others to confide in you and cooperate with you even without exercising authority or power? Are you able to influence the thoughts and actions of others and to what extent? Are you able to appreciate a point of view other than your own, with the intent of assimilating valid points without acquiring personality complexes? Are you able to preserve your equanimity and psychological equilibrium even in situations of anxiety and adversity? Are you able to take a balanced view over issues and people, free of preconceptions and without being prone to prejudices? Are you able to cope with setbacks and emerge out of them with your confidence intact and your will unaffected? Is the positive attitude reflected in your personality projection and communicative experience?

PROACTIVE ATTRIBUTES Initiative, innovation, improvisation are the watchwords pertaining to proactive attributes. In a space-time-situation continuum, the ability and the urge to explore, evaluate, incorporate, evolve, excel and ascend are obvious corollaries to the concept. A proactive approach needs to be a balanced blend of measured optimism, cautious calculation, reasonable deliberation and enterprising evaluation along with the paramount achieving ingredient that intelligent initiative is. It is time for the questions now.

Are you able to identify proactive attributes in yourself, and to what extent do they influence your thoughts and actions what you say write and do; how you initiate your agenda and respond to situations, issues and people? Are you confident of your initiatives and responses and is your confidence based on actual authenticity and not on virtual imagination? Are you inclined towards making the first effective move in a situation of deadlock or logjam and resist the temptation of inertia or awaiting a chance breakthrough? Are you able to avoid opting for a defeatist or an escapist compromise that offers an alluring and convenient path of least resistance or the usual run-of-the-mill course Whenever you have a choice between action and inaction in a situation of suspense outcome, do you opt for cautious action or resigned fatalism?

INTELLIGENT IDEATION Intelligent ideation is a method of the mind an exact process through which ideas emerge or are absorbed, their relevance assessed and a technique of realizing them is formulated. Intelligent ideation is about an intelligible thought process. It is a process that commences with appreciating the core philosophy and rationale underlying everything that occurs within oneself and in the world around. It inevitably implies a clear and complete understanding of ideas and the existential environment, its mechanics and dynamics; why things happen the way they do and what can be done about it (?). It envisages understanding the first principles of anything and everything of consequence and as a prelude, entails discerning between what is of consequence and what is not. A crucial aspect in the entire scheme of ideating is being in consonance with circumstances, while at the same time placing issues, people and situations in the past-present-future perspective. Although it may appear complex, when we pitch the appropriate questions at the end of this exposition, and as an attempt is made to answer them, the formulation would come out as practicable.
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LEADERSHIP ORIENTATION The main difference between a conscientious performer and a charismatic Achiever is that the charismatic achiever not only is a conscientious performer but also an inspiring leader. A civilization may comprise of many performers but it is the achievers who have been the beau ideals that symbolize its existence. It is important that a leader is not afraid of being outclassed or outdone by someone else, including protgs. If that apprehension intrudes into the leaders psyche, there could possibly be a resultant compromise on the leaders inspirational commitment and thereby inhibit the capacity to instill confidence in others. The correct attitude that justifies leadership would be to unerringly infuse confidence in others, while incessantly attempting excellence and perpetuating a motivational example. When we refer to leadership issues, we need to understand that there are at least four kinds of people in the world: those who face the crowd and lead it inspirationally; those who constitute the crowd and follow the leader; those who follow the crowd because they think so many people cannot go wrong; and those who steer clear of the movement because they feel too many people cannot think together, they can only act emotionally and the leader would not encourage independent thinking or questioning, only evoke sentiments emotively.

Are you able to identify leadership roles for yourself in any given situation? Do you consider leadership roles as an enriching experience or as a constraining responsibility? Does the concept of achievement extend for you beyond personal success, to the realization of a cause celebre that would include the success of others too, or does a participatory interactive effort make you nervous and feel insecure? Are you comfortable in being a leader, say a pathfinder or a torchbearer, or are you at ease with being a follower, say a lackey or an appendage? Do you inspire people working under you to succeed or do you conspire to undercut their progress, except to the extent that it serves your purpose and your interests? Is a cause a paramount consideration with you or would you have your personal concerns acquire primacy over everything else including at the cost of the cause?

PERSUASIVE ARGUMENTATION The theme of Persuasive Argumentation is in a way, influencing others and convincing them to agree with you and your viewpoint. It is a definite perspective it is not argument for arguments sake, it is argument for achieving an agenda. It is an attempt at consolidating a line of argument as it proceeds, with consecutive points reinforcing the objectives and intensifying the argument towards a crescendo effect as in a symphony. In the process it is essential to project irrefutable evidence in terms of facts, figures and congruent analysis with emphasis on the key elements that are intended to be indelible. The usually unchallengeable observations, propositions or proof should be reiterated and so connected with the theme as to ensure overall credibility in influencing the interlocutors or the audience.

Have you always adhered to the principle of focusing on the agenda, while you construct your scheme of arguments? Do you always concentrate on developing an argument contextually and systematically in a manner that it conveys your message convincingly? Did you have your version of the Problem-ERASER-Formula or some sort of an organized paradigm, while contemplating an argument? Do you assess the veracity and plausibility of arguments, be they your own or someone elses, in terms of Argument Reinforcing Criteria (ARC) as well as Argument Confirming Exposition (ACE), as explained earlier? Have you tried linking the nuances of logical derivation along with persuasive argumentation when evolving and enriching your argumentation, for enhanced impact and convincing communication?
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CONSTRUCTIVE REASONING The fine technique of constructive reasoning and it crucial enigmatic auxiliary, CONSTRUCTIVE CRITICISM, ought to emanate from the crucial fundamental philosophy that if anything is irrefutable, either as a proposition or as questioning a proposition, it needs to be complemented with enhancement of the positive outcome and not degradation of its of its value. Addressing the theme of constructive reasoning before taking up its congruent aspect of constructive criticism, we need to enumerate and explain the ways and means of engaging in constructive reasoning. The reasoning aspect of the concept has been amply explained in intelligent ideation, logical derivation and persuasive argumentation. Our present concern is over the constructive aspect of reasoning. This implies that the intent is to develop the exposition in a manner that the various techniques that we use bolster our point of view convincingly and creatively. Creativity must be viewed and interpreted in terms of originality, advanced thinking, greater utility, wider applicability or any other positive or progressive criteria, wherein your contribution is worth the effort and time. The use of illustrations or parallels is one way of establishing a point through precedents and analogy. Another manner of making a point of distinction for the purpose of clarity over a theme is the use of compare-and-contrast method. This method would bring out the similarities and differences relevant to an issue that aid better understanding of the topic under consideration. The inviolability of any proposition, as we have stressed earlier, can be effectively accomplished by the causality principle i.e. the cause-and-effect reasoning technique. This can often be used to emphasize a point that is a conspicuous corollary to a particular proposition. When it is convenient, this helps convincing someone over the logical inevitability of your line of thought and action. Classification or discussing in terms of categories is another devise that enhances comprehension. The generic characteristics, which may be already known, would help define and explain elements and ideas that are placed within the typology. This method facilitates in connecting minds and makes it easier to explain a point. People are familiar with problems. Usually people detest problems. Perhaps nothing makes people happier than finding solutions to problems. This is exactly why it is relatively ease to make a point or convey a message precisely and indelibly if it is framed in a problem-solving fashion. In this scheme, whatever thought has to registered needs to be communicated in a manner of posing a problem and offering a solution. This is a crucial device in the process of constructive reasoning. Possibility-probability as well as probability-possibility analysis, commonly understood as feasibility assessment is yet another method like the problem-solving one that is usually persuasive. If something is to be done and can be, what are the chances that it will be done well, or what are the odds-and-evens in the process of doing so is what generally interests everyone. Similarly if there is even an iota of a chance that something can be done, how one ensures that it is done and done well, is another related and involving question. Therefore, if this method is employed appropriately and accurately, you can attract attention and sustain concentration in an interactive session, while you are proving a point through constructive reasoning, and the chances are that you will be able to do so. One aspect of the constructive reasoning process and a very important one at that is CONSTRUCTIVE CRITICISM the attitude of critiquing with an attempt to resolve a problemissue or with a concrete solution for an obdurate situation. Very few people would like to be criticized per se, and much less in public. They would feel their image is being undercut, possibly in the one-up-one-over race. Yet many would accept and even appreciate criticism along with corrective ideas or solutions, as an opportunity and as a clue to enhance their image and even ensure success, which is considered a proof of achieving aspirations and expectations. This is the basic philosophy and logic of constructive criticism, needless to say its positive attribute. It is time for the questions now.

When you are engaged in reasoning do you attend to the constructive aspect and blend it with your arguments?
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Although it is easier to criticize anything or anyone do you realize the worth and the value of constructive criticism, even if it means more cerebral effort? Are you able to amalgamate logical derivation, persuasive argumentation and constructive reasoning, including constructive criticism, in the scheme of your exposition?

ACCURATE ARTICULATION When we talk about accurate articulation, we are not only speaking about the use of words or word power and the way they are emitted in terms of intonation and modulation, we are concerned about the organization of thoughts and the synchronicity of expression to convey them exactly the way we want them to be. SYNCHRONZED EXPRESSION The entire synchronized and fine-tuned communicating technique encapsulates a complete repertoire of facial and body movements that reflect the conviction and truth of thoughts, thereby providing an insight into intellectual processes and individual commitments. In a sense, expression in this context goes beyond and beneath words, into the realm of what we would not wish to reveal. This is the basic idea that needs to be emphasized and worked upon in a conscious effort to be able to reveal as much as we wish to and conceal what we do not desire to disclose. In essence, when we say we need to work on synchronized expression we are talking about modulated articulation, calibrated physio-diction (body language) and kinesics (understanding the mind and thoughts through gestures, eye-contact and body movements) Take a single and simple instance of a speaker that steps out of the lectern area towards the audience and is better received than one who stays behind it impact of a presentation will improve if one moves amicably towards the audience or leans a little towards ones interlocutors and maintains cordial eye contact. Even the flashes of micro-expressions on our faces indicate our authentic sentiments and feelings, in fact our real-self-in-a-situation and the true motive underlying our initiatives and responses in a certain context. The marvelous aspect is that just about two facial muscles have three hundred combinations that reflect variations of expression. If we add a third one of the forty-three facial muscles, we have three thousand expressive variations and just about five facial muscles would mean over ten thousand face configurations. You can well imagine what it implies at the end of the permutation-combination process with the all told forty-three facial muscles. That is the expanse of your facial ingenuity in displaying thoughts and emotions. Is it not important then to understand and evolve synchronized expression, in fact read expressions as well? Let us call it the enigmatic facial-expression code. Add to this my concept of physio-diction and you have a mirror that looks into you as it looks at you a world without words, beyond words and beneath words Another researched observation is that expressions alone are good enough to bring about commensurate changes in the autonomic nervous system. When you make unhappy expressions, you would tend to feel sad. As you make an angry face your heartbeat will go up. This implies being angry and making an angry face or being sad and making a sad face will almost matter as much to you in terms of the real state of your mind. It is precisely this aspect - that just as your face tends to reveal your emotions, displaying a particular emotion on the face would tend to arouse the same feeling in you - which can allow us to work on how we feel or wish to feel. It has important attitude implications an essential ingredient of the Art of Achieving. When we talk of a cultured person or a sophisticate, we are referring to controlled behaviour as well as calibrated expressions that are intended to complement articulation for appropriate and effective impact. In as much as it reflects attitude, it can be designed to inculcate affirmative attitude too. That is the conditioning expected through the Art of Achieving. Here are some questions that would be useful in communicating and comprehending in an interactive context.

Do you look enough at people to observe the silent responses, or do you overlook this aspect?
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Are you focused on what you intend to say next so that your face would reflect the purpose of your mind? Do you pay attention to authentic facial indications that reveal feelings and responses that a person may attempt to conceal? Do you notice micro-expressions in others that are instantaneous, momentary and minute? Do you observe the intuitive and instinctive gestures that disclose the actual perceptions and reactions of people? Do you identify the spontaneous signals that emanate from the face and body, which a person would suddenly attempt to check the moment he or she becomes conscious of the lapse or accidental disclosure? (The very abruptness of the cover up should be a pointer towards the truth.)

INVESTIGATIVE APPROACH Often referred to as the questioning attitude or the scientific outlook, the investigative approach a multi-utility technique to understand, to remember, to appreciate, to ideate, to critique, to resolve and to communicate, and all of these done in a correct and effective way. It is often believed that the first crucial step in resolving a problem is to investigate in order to understand the problem. It is also believed it is easier to memorize anything if an inherent logic in it can be deciphered, and that means it is investigated thoroughly. Similarly, the true value and worth of something can be assessed if the pros-&-cons, plusses-&-minuses or the ifs-&-buts are investigated for the purpose of evaluating. The investigative approach is a matter of intellectual discipline and a method of the mind that are enabling forces in ideating. Needless to say, you cannot critique anything with authenticity if it is not systematically and adequately investigated. The efficacy of investigating to solve a problem or resolve an intricate situation, including conflict or confusion, is generally acknowledged across the board. What exactly is the notion of investigative approach? In its fundamentals, an investigative approach is a method of asking appropriate questions and an accurate combination of these, the process of answering which would enable a correct and adequate understanding of ideas, situations, processes and people, in fact anything under consideration. These questions we are all familiar with, what often perplexes us is how do we pitch the questions for maximum advantage. The reservoir of these critical questions would include: Who (?), What (?), Where (?), When (?), How (?) and Why (?). These are the fundamental questions that aid understanding. When repeated and in combination they are expected to unravel intricacies until we reach the first principles, the core or the essence. These questions also enable understanding the logic of a scheme or the dynamics of organizations and processes. That they are useful in comprehending the mechanics of the mind and for intellectual anticipation or futuristic projections is a fact of life. When these questions are used on thematic issues, they are precious in constructing foolproof arguments. ADMINISTRATIVE ACUMEN Administrative acumen includes a set of attributes interwoven in the personality organizational skills, proactive initiative, responsive and responsible approach to people and situations, receptivity to useful ideas, a discerning attitude, a sense of priority and proportion, capacity to cope with stress, ability to manage the time-work interface and characteristically, a technique of anticipating and overcoming challenges. The entire process needs to be permeated with a definite judicious evaluation, very distinct from being judgmental. To quite an extent, there is a definite inseparability about administrative acumen, leadership qualities as well as managerial capabilities. An entire section is dedicated to these attributes and how they can be enhanced, a little later in Art of Achieving. Administrative acumen is about being able to understand issues people, processes and situational complexities, and thereafter initiating correct measures for whatever the intended purpose. Administrative skills also include the ability to operate effectually on the problems and prospects within available means as well as the ability to expand upon the means and measures for achieving an agenda.
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Administration is a method of following a procedure or a sequential order that can be accurately summed up as comprehending, addressing, resolving, evolving and recording. This would apply to almost anything, including problems of any kind. What matters as much is how efficiently and effectively the process is undertaken. These are the distinguishing features in the concept of administrative acumen, along with the ability to understand and analyze the essence and nuances of situations. Administrative prowess is the capability to discern the unique and universal elements in our experience and incorporating them in process of addressing circumstances. It might appear complicated, if you have not understood the principles of getting to the crux of the matter. It is in fact an interesting intellectual experience and an actionable challenge. We shall think of the questions now.

Do you identify the attributes that indicate an administrative acumen in your personality mix? Have you noticed that in many things that we do we are called upon to don leadership roles? Are you conscious of the expectations that are attached to these roles? Do you realize that much of what we do can possibly be done better through managerial skills? Do you make a conscientious effort to apply these techniques with a focus on improving upon them? Do you follow a useful regimen of recording opportunities of, so to say, roles of responsibility that may have come your way and how well you consider you have performed, with a view to overcome lacunae and enhance your abilities to grapple with future possibilities?

DIPLOMATIC DISPOSITION Often misconstrued as deceit attired in deception, diplomatic disposition is also confused with a non-committal attitude. These are distorted interpretations and true only in a skewed sense of someone being subtly shrewd with crafty motives. In the scheme of the Art of Achieving, a diplomatic disposition would be synonymous with being circumspect, cordial and refined in words and deeds. Whether it be actions or reactions in a certain context, whether it be initiatives or responses toward people, issues and circumstances, what you say, write or do is perhaps as important as how you do so and why. It is also as pertinent how you are perceived at it. That is the benchmark and hallmark of a diplomatic disposition. In practical terms it means a few crucial gauging steps that need to be contemplated when you speak write or engage in any activity, especially in interactive mores. Remember the Art of Achieving does not prescribe an authoritarian approach, what it surely recommends is an authoritative one. That implies your approach should be based on requisite knowledge and expertise, the obligatory experience and understanding of themes, people, places, processes, times and situations. It should not be based on brazen and ignorant authority, which may have been providentially vested in you. Per se there may be nothing wrong with providential power, provided there is a will to make up for ones inadequacies, and the best way to do that is never refuse to learn. In whatever that one says or does always ask if it can be made more acceptable or more agreeable; if something can be made less unacceptable or less disagreeable, depending on the context. The idea is to seek compliance with your views and perhaps the most effective way of ensuring this is to have people relinquish resistance voluntarily or on being convinced to do so. This is not to say that rewards and retribution have no place at all in the scheme of things. The idea is to be able to persuade people that they do exist and how rewards are a better option than retribution. Dont assume this does not work. Try it out, if it does not work the choice unpleasant decisions always exists. Well take up the questions on the theme now.

Do you invariably ask yourself questions on the implications of your words and acts and the way in which they are delivered? Whenever you are at something, do you ask yourself if it is the best possible way of going about it and if it is not why not adopt the better method? Have you tried out persuasive techniques with people in getting things done before resorting to coercive measures? Have you ever thought that where persuasion fails it might be disappointing but when coercion doesnt work it can be disastrous?
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Do you look before you leap, think before you speak and use tact while you act after you have thought about it?

CALCULATIVE OUTLOOK Yet another much maligned term, calculative outlook, is often misconceived as being manipulative and machinating, at times associated with even being excessively materialistic and obsessively selfish. This is possibly a facet of a calculative outlook in its negative connotation, but it need not necessarily be the prevalent attitude nor does it constitute the only defining criterion. We prefer to interpret the concept of calculative outlook in a constructive sense that is an enabling personality attribute. In this sense it would imply an accent on meticulous planning, thorough implementation and an accurate estimation of cause, course and consequence. At its best, the calculative approach is reminiscent of a chess grandmaster making calculated moves on the chessboard, dispassionately and decisively. It has much to do with intellectual anticipation and the ability to execute ideas and plans with a clinical precision on a real time basis. This approach is thoroughly contextual in the sense that not only are thoughts and actions contemplated but the milieu in which they are to be applied is considered as well. A calculated approach is one that is relevant to the realities of time, place, people and circumstances. It includes an unambiguous understanding of relative power in a competitive configuration as well as the ability to derive maximum advantage in any available situation. The ability to maneuver in a manner that effectively exploits the correlation of forces is often the reason for being misperceived as scheming and conspiring. Which is why we advocate that if a diplomatic disposition is blended with a calculative approach it would indeed be an effective strategy. Let us now think of the questions.

Do you subscribe to a calculative approach envisaging an end-to-end understanding of causes, and consequences, when you think of a line of thought or a course of action? If you adhere to the calculative approach, are you committed to a professional attitude or do you feel the unease of a guilty conscience? Are you comfortable combining the various attributes that have been defined so far, in real life situations, in the way you think and act?

As a cautionary note it may be mentioned that all the attributes enumerated above have been taken up one by one for analytical convenience in order to bring out their characteristic nuances and subtleties. The vital point being made here is that all of them in optimum measure need to be incorporated in the admixture we call personality. PERSONALITY PROJECTION ON THE EDGE: AN INTERVIEW What you know May probably do you advantage, But what you dont May possibly do you damage. YOU HAVE THE RIGHT TO KNOW ! Aptitude may be fine, But attitude ensures altitude And reason is vision, In thought and in action. Ultimate Success Equation (USE)

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An interview is a classic case of assessing personality, its cutting edge. Quite obviously, the emphasis is on evaluating certain personality attributes relevant to the professional or job requirements. However, there are general or particular characteristics that would be gauged, apart from specific work-oriented requirements. What exactly these are, we have already examined exhaustively. In fact, an interview is an opportunity, both for interviewers and interviewees, to engage in direct purposive communication. It is that proximity, which induces a sense of urgency and anxiety as well. Yet if you look at it differently, you will appreciate the immediacy of the opportunity and the immense scope for your personality intervention in influencing your prospects and posterity. The evaluation encompasses, interalia, aspects such as general or particular knowledge, conduct and etiquette, wit and humour (balanced sense of repartee), awareness and alertness (presence of mind would be appreciated), information base and understanding, conceptual clarity and applied imagination, ability to interconnect theory with practical or situational problem resolution, capacity to comprehend, analyze and communicate, level of confidence and composure, so on and so forth. An interview essentially is as much an assessment of your attitude as it is an evaluation of your attributes, professional and personal. Managing an interview in an extraordinary manner is vindicating the principles and practice of the Art of Achieving. IMPROVING CONVERSATIONAL SKILLS Conversational skills of an individual are a product-mix of societal conditioning and conscientious individual efforts. In effect, it is a process of assimilating through interaction, be it listening or communicating, along with a personal interest in improving ones communicative abilities and consistently using them. This should provide us with the clues to enhancing conversational skills that include vocabulary, articulation, pronunciation, intonation, style, diction, gestures and overall expression. The crucial aspects of the world around us that have a beneficial influence on conversational skills need to be taken seriously. The three watchwords that characterize and encapsulate the process of enhancing conversational skills are perceptivity, receptivity, communicative interactivity. 1) Media Impact, Absorb It Reputed radio and television programmes, including newscasts, debates, top stories etc., would quite certainly have a reasonable and positive influence in terms of knowledge (also presentation of information as well as arguments), vocabulary (refined and diplomatic language), intonation, grammar as well as pronunciation. Quality telecasts would have an additional value in terms of developing formal expressions and mannerisms). Success at formal occasions, such as an interview would, to quite an extent, depend on systematic preparation and conscious assimilation. 2) Keep Eyes and Ears Open, and Speech Discreet. First of all, focus on speaking discreetly and listening attentively. This kind of participation will also help you in getting into the habit of assessing people. Concentrate on other people while they are speaking. Maintain eye contact, as it is essential. When you speak or are spoken to, maintain eye contact, but dont stare. Also, do not turn your body away from the other person or keep scanning the area behind. Lean forward slightly. Note the other persons body language. Respond to what the other person says. Do not counter a question with another question or shift the topic suddenly, but you could politely ask for a clarification about what has been said to learn about the others point of view. Occasionally rephrase what the other person has said, and ascertain if you have understood it correctly. The clarificatory approach creates a sense of involvement in all those present. As vital as the written word, is the spoken word, as there are correct ways to use words in writing, so are there correct ways of speaking them out or using the right words as well as speaking them out correctly.
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3)

Active Conversation Mode How do you communicate in an effective manner with another person the solution is simple: you must be in command of the situation at all times; you achieve this goal through extensive preparation, considerable practice, simulated practice sessions and rehearsals. Earlier we spoke of the importance of the attentive listening mode that constitutes receptivity. The active conversational mode is a balanced blend of attentive listening and intelligent communicating. When you interact and actively participate in the communication scenario, the process of personality evolution is accelerated. An added advantage is that confidence enhancement takes place when you realize that others are able to correctly understand what you say, which is also a confirmation that you have understood the context or the theme and you are able to engage in sensible conversation.

4)

Practice Interview Sessions (Mock Interviews) Always try to know or understand your audience or interlocutors you need to give considerable thought to what you can make of them. Also try to gauge what they could be interested in, and how you are going to hold their attention while conversing with them. Gather information on a continuous basis. Keep sorting the information in your mind even as you express your thoughts and eliminate all that does not advance your purpose; even more so in an interview session, never forget for once to ask yourself how much detail should be included in the exposition, too much detail will bore your listeners, too little will decrease your credibility with them. Make a quick outline in your mind before you commence speaking and try to have a logical relationship between the points. Decide on the order in which you wish to use the points. Make sure every item is true to your purpose and that the structure of the outline gives a logical flow to the presentation. Finally, now a word about the presentation be positive in your statements and use as many facts as are necessary. As you are about to conclude your answer, be persuasive and clear; your introductory lines (initial statements) should make your listeners want to hear what you have to say; the rest of the contents should relate to the audience interest and knowledge i.e. the exposition ought to be audience oriented if it has to have an indelible impact. The interviewers, which constitute the audience, get to hear your words only once and then those words are gone, if understanding does not take place as the words are being spoken, chances are it never will.

5)

Importance of Rehearsals The importance of rehearsing, not just once, but several times cannot be overemphasized. Critique each rehearsal and make appropriate changes. In addition to adjusting the core contents and the wording, consider your rate of speaking (nervousness can make you speak too quickly or falter), so practice controlling your speed (measured and thoughtful), pitch (not too low, not too high), and your volume (clearly audible but not jarring). Give attention to your body language (avoid gesticulating or making awkward actions), try to be acceptably normal, a change of posture may only be as acceptable as would appear warranted under the circumstances e.g. a hand movement can help you tell, but do not cover any part of your face by a hand there is no reason for unwanted distraction - everyone will hear better without obstruction. Delete any nervous mannerisms or unneeded gestures from your performance. Practice making eye contact; wear your neatest attire when an audience likes what it sees, it is more attentive initially (at least you will make a beginning without any set-back), and the rest will depend on the performance. As you practice, remember why you are doing so - you want people, notably the interview board, to understand what you are talking about.

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The crucial point is that rehearsals or simulated practice sessions are a kind of psychological conditioning that prepare the mind, in fact the entire personality, to reinforce resolve and resilience, both equally indispensable in coping with interview-induced anxiety. 6) Parameters of Evaluation The entire exercise of an interview can be replete with Dos and Donts. Much of this corrective process would have been accomplished with simulated exercises under competent supervision and evaluation. Yet if certain points are kept in mind, by and large, much of the situation would be salvaged:

It is crucial to maintain the centre of attention. Since, if this does not happen, it would mean that you have not been able to capture the uninterrupted concentration of the interview board, and that could well imply that all that you have said has not been entirely heard, and that it perhaps occurred because the board found you either uninteresting or incorrect, or both. It is for this reason that the conversation ought to be purposive, to the point and possibly participatory; Maintain a pleasant demeanour and overall (across the board) eye contact with the interviewers as you try and address them all in a conversational and cordial manner; Do not use any complicated parlance or sentences that are too complex. This again is a serious issue, since if the style is grotesque, what you have said could possibly not have been completely understood. A convoluted style of expression would then raise doubts about the clarity of your thought process. You could also be suspected of trying to cover up for inadequacy of information or ineptitude at formulation, by attempting to obfuscate the issue, while pretending to be profound; Be optimal in your exposition, i.e. furnish adequate information but not excessive. This again is pertinent, since if this as a dictum is not followed, it could give the impression that either you are not discerning and that you cannot prioritize, or you cannot be concise and comprehensive simultaneously, or at worst, that you are being intellectually pompous. You could also well be seen to be inept at time management. The extended outcome could be that the board would loose interest in what you are saying out of boredom, which is if you are not interrupted (if you are stopped you would be denied the opportunity to conclude decisively). Also, as fallout, the risk of causing disinterest is as much, for what you would say in the remaining part of the interview. Obviously, it would never fetch you the scores commensurate with the quality of your exposition, no matter how good. As a rule, never loose your sense of priority and proportionality maintain focus on the core theme and the central idea while explaining and expanding as much as it is essential and can be of interest; You have to appear authentic as well as convincing. If you do not, you could well appear to be unfit for selection and appointment. It is absolutely essential to appear genuine and credible. Appearing as one to the absence of the other is not as desirable as being perceived as both, dependable and persuasive. To explain by analogy, as far as possible follow interalia, the pros&-cons reasoning approach coupled with balanced evaluation allow the fulcrum to reflect the balance, dont put the weight of your prejudice to tip the scales, unless absolutely imperative; Appear open-minded and as a person of initiative as well. This implies being receptive to views thoughts and ideas, while not being mistaken as gullible or lacking in convictions. If this has not been so, you are at a risk of appearing dogmatic and unreceptive to change. Lack of initiative and reasoning would also be interpreted as deficiency in leadership qualities and limited ability at problem solving. This theme is also related to judicious argumentation. Earlier, we have decried the tendency of being judgmental - the inclination to pass value judgements without credible reasons and correct assessment or the tendency to make unsubstantiated allegations. A judicious approach would envisage being amenable to reasoning and evidence that you may not be aware or may not know entirely. In whatever you do, whether you agree or disagree, whether you co-opt or contend, think of a plausible reason for it and be reasonable in your arguments.
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Communicate with the aim of attaining your objective. If the interview has not gone in the direction towards accomplishing your objectives, then the whole exercise as far as you are concerned, and your entire effort has been meaningless. The import of this message is that there is no point in making an issue an ego problem. It serves no purpose to take anything personally or get personal in an argument. If you tend to be emotional about anything, it will disturb your psychological equipoise and that will not only intrude into your thinking, it will also impede your confidence. If you engage in personal affront with the interviewers, it will prove to be expensive; it will cost you your interview.

Remember your intention ought to be accomplishing your agenda with efficiency and elegance, and that is the spirit of the Art of Achieving. REFLECT IN ADVANCE UPON THE FOLLOWING QUESTIONS

What would you like to tell about yourself? What are your major strengths? What are your major weaknesses? The next eight questions would attempt to decipher your compatibilities and incompatibilities, your comfort-zones as well as your discomfitures, your congruities and incongruities, your inclinations as well as disinclinations, affinities and antipathies as well as your peculiarities and angularities, both in terms of work and activities outside the realm of work areas. These questions also probe into your personality to gauge your ability and proclivity to adapt, innovate, improvise and evolve. Answers to these questions must as always be circumspect in terms of the line of thought and simultaneously credible in terms of the content of thought.

What type of work do you like to do best? What are your interests outside work? What type of work do you like to do least? What achievements have caused you the greatest satisfaction? What academic courses did you like best or least? What did you like best or least about your last job? (i.e. if your resume/CV mentions earlier work experience) Why did you leave your last job? What would make us believe that you would not quit this profession for some other that you might feel inclined in the future? How does your education or experience equip you for this profession? What was your worst mistake or failure? This is a trap question - if you said you never failed it would sound unrealistic, and even if it could be true it would rarely be believed. if you spoke out your worst mistake, you may be asked to recall many more of your errors. The way out of this maze is to focus on failure that could have been caused on account of various imponderables and variables outside your control. Then speak of how you have come out of this situation, wiser by experience, i.e. the message received and corrective measures taken to possibly avoid such a setback again. This highlights many personality virtues youll easily guess.

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What decision(s) in your life do you regret and what would you change in your past if you could? Here, for instance, point out how it may not be possible to reverse the time clock. Add a little humour if you can carry it by contemplating this review if it were to be H.G. Wells time machine. Then pick out an incident that you could have managed better in retrospect, but also say you do not bear a grudge or possess remorse since that incident was an educative experience. With some effort, you can think of getting past these kinds of questions. The two questions that follow expect a fine balancing act at its best. The temptation to fly off at a tangent or get carried away can be irresistible but must be checked. The gist of the method (previously explained in detail) of doing this is clear-cut.

What are your lifes ideals and ambitions? How do you plan to achieve these?

We wish you all the very best for your future endeavour.

Thank You

Team NARAYANA

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