Higher the intelligence, the greater is boredom ?

Happen to read couple of Rajaneesh's (aka Bhagwan Shree Rajneesh )article and pasting few.

The higher the intelligence, the greater is boredom. The lower intelligence is not bored so much. That's why primitives are happier. You will find people in the primitive societies are happier than those in civilized ones. Bertrand Russell became jealous when for the first time;, he came into contact with some primitive tribes. Higher the level of intelligence and civilization, the greater the boredom.

The more you can think, the more you will be bored; because through thinking you can compare time as past, future and present. Through thinking you can hope.Through thinking you can ask for the meaning of it all.

Man feels bored. And laughter is the antidote. You cannot live without laughter; because you can negate your boredom only through laughter. You cannot find a single joke in primitive societies. They don't have any jokes.

There are three types of laughter.

The first is when you laugh at someone else. This is the meanest, the lowest, the most ordinary and vulgar when you laugh at the expense of somebody else. This is the violent, the aggressive, & the insulting type. Deep down this laughter there is always a feeling of revenge.

The second type of laughter is when you laugh at yourself. This is worth achieving. This is cultured.

"And the third is the last – the highest. This is not about anybody – neither the other nor oneself. The third is just Cosmic.

If you can learn the second, then the third will not be far ahead. Soon you will reach the third. But leave the first type. That laughter is degrading. But almost ninety-nine percent of your laughter is of the first type. Much courage is needed to laugh at oneself. Much confidence is needed to laugh at oneself.

"Books I Have Loved" by Osho Rajaneesh; in the following order.

THUS SPAKE ZARATHUSTRA

THE BROTHERS KARAMAZOV

THE BOOK OF MIRDAD.

JONATHAN LIVINGSTON SEAGULL.

TAO TE CHING by Lao Tzu.

THE PARABLES OF CHUANG TZU.

THE SERMON ON THE MOUNT (Bible)

BHAGAVADGITA

GITANJALI.

THE ONE THOUSAND SONGS OF MILAREPA

WHAT OTHER PEOPLE THINK

I am not sure, who wrote this one; but interesting one.

WHAT OTHER PEOPLE THINK


Once upon a time . . . a farmer and his son went to market to sell a donkey. However, they loaded the beast into the wheelbarrow, so that it would not reach market tired and worn out, and pushed it along the road. When people saw such a peculiar sight, they loudly remarked: "That man is mad! Whoever saw a donkey being taken to market in a wheelbarrow!"

The poor farmer became more and more confused, for the farther he went, the louder the comments became and the more people gossiped. It was the last straw when, as they passed the blacksmith's forge, the smith jeeringly asked the farmer if he wanted shoeing, since he was doing the donkey work! So the farmer stopped, heaved the animal out of the wheelbarrow and climbed onto its back, while his son walked behind.

But that made matters even worse!

A group of women going home from market instantly complained: "You cruel man! Fancy a great lump like you riding a donkey, while your poor little boy runs along behind! You ought to be ashamed of yourself!"

People heaped insult upon insult, till the unhappy farmer slid off the donkey . He simply did not know what to do next. He took off his cap and mopped his brow.
"Whew!" he exclaimed. "I never imagined it could be so difficult to take a donkey to market."

Then he hoisted his little boy onto the donkey and walked along behind. This time, a cluster of men began to protest.

"Look at that! There's a young lad sitting pretty as you please , on top of a donkey, while his weary old father has to go on foot!" "It's a disgrace."

Once again, father and son came to a halt. How on earth could they stop people from criticizing everything they did? Well, in the end, they both got on the donkey.

"What heartless folk!" exclaimed the passers-by. "Two riders on one little donkey!" But by now the farmer had lost his patience. He gave the donkey a terrible kick, saying:

"Giddy up! From now on, I'll do things my way, and pay no attention to what other people think!".

Tx n Rd
Varghese Thomas

Beyond code – distinguish you from the crowd

Beyond code – Rajesh Setty


Another wonderful book, I read recently. Frankly speaking, I read cover-to-cover in a single stretch.

I really felt that he is talking about my world and me; esp. considering his background as a consultant in his previous life.

Mention 9 single steps to differentiate & distinguish you from the crowd. His blog shows numerous steps for the same.

http://www.squidoo.com/distinguishyourself

I also added his recommend books in my reading list :)

Managing Oneself

Managing Oneself

Happened to read Peter R Drucker’s famous article named as the subject title. I strongly recommend you to read it.
This article is one of the ‘Best of HBR’ as well.


Following from the above article.
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....What should I contribute? They were told what to contribute, and their tasks were dictated either by the work itself as it was for the peasant or artisan - or by a master or a mistress - as it was for domestic servants. And until very recently, it was taken for granted that most people were subordinates who did as they were told. Even in the 1950s and 1960s, the new knowledge workers (the so-called organization men) looked to their company's personnel department to plan their careers.

....Then in the late 1960s, no one wanted to be told what to do any longer. Young men and women began to ask. What do / want to do? And what they heard was that the way to contribute was to "do your own thing."

....Bosses are neither a title on the organization chart nor a "function”. They are individuals and are entitled to do their work in the way they do it best; it is incumbent on the people who work with them to observe them, to find out how they work, and to adapt themselves to what makes their bosses most effective.

This, in fact, is the secret of "managing" the boss.

....In effect, managing oneself demands that each knowledge worker think and behave like a chief executive officer. Knowledge workers outlive organizations, and they are mobile. The need to manage oneself is therefore creating a revolution in human affairs.

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