Cognitive psychology is the scientific study of internal mental processes; how people perceive, remember, think, speak, and learn. It emerged during the 1950s Cognitive Revolution, when psychologists began to challenge behaviourism, which focused only on observable behaviour. Instead, cognitive psychologists studied how the brain processes information, using experiments to understand mental functions such as memory, attention, perception, and problem-solving.

Findings from cognitive psychology help us understand how people think and how they acquire, store, and retrieve memories. By understanding these mental processes, psychologists can develop improved methods to assist individuals experiencing cognitive difficulties. Cognitive psychology is the scientific study of internal mental processes.

Why I choose to write about Sardar Patel’s Cognitive Psychology?

I admire Sardar Vallabhbhai Patel’s leadership it was not merely a result of political positioning but was rooted in a distinct cognitive framework characterized by pragmatic realism, high emotional intelligence, and unwavering determination. Often referred to as the “Iron Man of India,” his mental approach to crisis management and nation-building involved a unique ability to prioritize long-term stability over short-term sentiment. I therefore chose to write about Sardar Patel’s mental makeup. I have read a large secondary data about his leadership which was risen from grass root level.    

He demonstrated a distinctive cognitive style characterized by pragmatism, emotional control, and strategic thinking. His leadership during critical moments in India’s history such as the integration of over 500 princely states and the period following Partition between India-Pakisatn reflects strong cognitive functioning under pressure. Patel realized by 1946–47 that coexisting with the Muslim League within the same government was impossible. He feared continuous communal strife and that a weak central government would lead to the country’s complete collapse. Patel aimed to prevent a “civil war” and the disintegration  of India, arguing that holding onto the entire country would result in countless smaller, disunited regions.

Key Cognitive Features in Patel’s Leadership

Please find some key features of Sardar Patel’s leadership which can be seen in the 1930s, when a plague broke out in Borsad, Gujarat, Patel did not just manage from a distance. He camped in the affected area, established an office under a tree, and personally coordinated efforts recruiting volunteers, arranging hospital beds, and distributing food despite the high risk of infection.

Often known as the “Patron Saint” of India’s civil servants, Patel’s vision went beyond merely creating the Indian Administrative Service (IAS) and Indian Police Service (IPS). He passionately defended civil servants from political attacks and firmly believed that an independent, strong bureaucracy was the “steel frame” necessary for a diverse nation to function.

Pragmatism and Realistic

Thinking: Patel’s cognitive framework focused on practical realities rather than theoretical ideals. He emphasized confronting facts directly and making decisions based on achievable outcomes rather than speculation. This reflects strong problem-solving ability and rational decision-making, core components of cognitive psychology. When Gujarati farmers struggled against middlemen to sell their milk, it was Patel who advised them to organize themselves. This guidance directly resulted in the creation of the Kaira District Co-operative Milk Producers’ Union Limited, which later became the world-renowned brand Amul.

While firm, Patel was not purely aggressive. In the case of Junagadh, despite public outcry against its accession to Pakistan, he used his “velvet glove” approach, avoiding direct military intervention and opting for a calm negotiation that led to a plebiscite.

When Pakistan invaded Kashmir in 1947, Patel immediately advocated for sending troops. He opposed bringing the issue to the United Nations, arguing that Pakistan was wrong, the accession was valid, and foreign interference should be avoided, warning Nehru against internationalizing a bilateral issue.

High Emotional Intelligence (EI)

Patel demonstrated strong self-awareness, emotional regulation, and social intelligence. He remained calm and composed during crises, even under intense political and social pressure. This relates to attention control, emotional regulation, and cognitive flexibility, which allow individuals to maintain focus during stressful situations. He had a profound commitment to the upliftment of the downtrodden, rural, and poor population of India. His actions were characterized by a focus on “honesty and kindness” alongside his administrative strength.

Born into a humble farmer’s family, Patel dedicated his life to fighting against the oppression of peasants by the British authorities. Kheda Satyagraha (1918) – He organized peasants in Kheda, Gujarat, for non-violent disobedience against oppressive tax policies during a severe famine. Bardoli Satyagraha (1928) –  He led the farmers of Bardoli to victory against excessive tax increases, leading to the title ‘Sardar’ (leader) being bestowed upon him. He organized extensive relief work during floods and famines in Gujarat, providing food and clothes, and forcing the British government to provide relief funds.

Strategic Decision-Making

Patel’s decisions were goal-oriented and solution-focused. Post-independence when negotiating with rulers of princely states, he combined logic with persuasion, appealing both to reason and emotion. He was India’s first Home Minister, he strategically appealed to over 560 princely states to join the Indian Union in 1947 by emphasizing patriotism, national unity, and shared destiny. He blended diplomatic persuasion with practical incentives, offering rulers continued privileges (privy purses) while ensuring the security of the newly independent nation. He reminded rulers that their states were geographically and economically integrated with India, making isolation impractical. This reflects advanced executive functioning, including planning, evaluation, and long-term thinking.

Resilience and Crisis Leadership

Patel showed remarkable resilience during India’s independence movement and early nation-building years. He adapted quickly to changing political conditions. This demonstrates adaptive thinking and cognitive resilience, important traits in high-pressure environments. Although Salt Satyagraha (March 1930) was led by Mahatma Gandhi, Patel played a crucial organizational role in the success of the movement. Patel travelled across villages in Gujarat, preparing farmers and communities to participate in the civil disobedience movement. He helped identify strategic locations along the route of the march, ensuring widespread public support. Patel’s ability to mobilize thousands of people in Gujarat for non-violent civil disobedience was unparalleled. Before the Dandi March, Patel was arrested on March 7, 1930, while campaigning to encourage the people of Gujarat, proving his position as a major threat to British law. After his arrest, the Salt Satyagraha intensified.

Why Sardar Vallabhbhai Patel Did Not Become India’s First Prime Minister

Patel was known for discipline, efficiency, and intolerance for incompetence. From his student days, he challenged inefficiency and demanded accountability. This relates to goal-directed behaviour, attention control, and organizational thinking. Although Patel had strong support within the Indian National Congress, he did not become India’s first Prime Minister primarily due to the influence of M.K Gandhi, who supported Jawaharlal Nehru. The first ever election during the Congress party’s presidential election in 1946, Jawaharlal Nehru and Sardar Patel were the key contenders. Nehru was elected president despite getting just 2 votes while Patel had got 28. Nehru was M.K. Gandhi’s Preference. Gandhi believed Nehru’s international outlook and charisma suited India’s future leadership. While many provincial committees supported Patel, but Gandhi saw Nehru as a national and international figure. Patel withdrew his candidature at Gandhi’s request to maintain unity within the party. He was a real nationalist.

Conclusion

From a cognitive psychology viewpoint, Patel’s leadership illustrates effective decision-making under uncertainty, strong memory and planning abilities, focused attention during crises, emotional regulation and resilience and goal-oriented problem-solving.  These characteristics align closely with modern concepts of executive functioning, strategic cognition, and adaptive leadership.

As a firm leader, Patel might have handled the Kashmir issue differently. Often centred on his pragmatic, firm, and decisive approach to national integration compared to Jawaharlal Nehru’s preference for international mediation. While Patel focused on military action and direct, quick negotiation, disagreements and differing priorities in late 1947 prevented a swift resolution. Patel maintained stricter internal security. Considered more pro-business than Nehru, it is believed he would have empowered the private sector earlier, fostering faster industrial growth.  Supporters often cite that his clearer nationalist focus and robust national security policies would have protected against threats and strengthened India faster.

I had the pleasure of teaching Mr. Noman Aziz Khan during his MMS – Masters of Management Studies (2010–2012 batch) at Anjuman-I-Islam’s Allana Institute of Management Studies, where I served as Professor and Director for a long tenure. Recently, during my visit to Babasaheb Ambedkar University in Lucknow, I had the opportunity to reconnect with him. When I informed Noman over the telephone about my visit, he organized a touching and unexpected commemoration in my honour. I was deeply overwhelmed by his warmth, humility, and affection.

Today, Mr. Noman Aziz Khan serves as Regional Director (Uttar Pradesh, Telangana & Delhi NCR) at LuLu Group International and plays a pivotal role in managing LuLu Mall Lucknow, one of India’s largest and most influential retail destinations.

I still vividly remember Noman from his student days. He was lively, cheerful, and playful, bringing positivity into every classroom he entered. Beneath his easy-going personality, however, lay a sharp academic mind, curiosity for learning, and excellent communication skills. He consistently participated in classroom discussions with enthusiasm and intellectual engagement. Even when assignments were challenging, he displayed effort, discipline, and consistency. Noman often emerged as the presenter in group activities because of his natural communication abilities and confidence. More importantly, he possessed emotional intelligence, teamwork, and interpersonal sensitivity — qualities that are difficult to teach but invaluable in leadership.

Seeing him today as a sincere, disciplined, and innovative retail leader fills me with immense pride. His journey reflects dedication, growth, perseverance, and the ability to transform potential into meaningful success.

LuLu Mall Lucknow spans approximately 2.2 million square feet and is situated on Amar Shaheed Path in Lucknow. Developed across nearly 45.9 acres, it has emerged as one of India’s largest shopping malls and North India’s premier organized retail destination. The mall houses more than 300 national and international brands, including major anchors such as Decathlon, Nykaa, PVR INOX, and the massive LuLu Hypermarket. It also features the Funtura indoor entertainment zone, advanced VR-enabled gaming spaces, multiplex cinemas, extensive food courts, and modern family-oriented leisure infrastructure. The mall is not merely a shopping centre; it is a symbol of Lucknow’s transition into a modern metropolitan city.

Having taught Retail Management for several semesters, I have always believed that successful retailers are distinguished not merely by commercial performance, but by human-centric leadership. Outstanding retailers demonstrate customer-centric thinking, strong communication abilities, product knowledge, ethical behaviour, adaptability to changing consumer trends, team-building capabilities, operational efficiency, calmness under pressure, and strategic thinking. I witnessed many of these qualities in Noman even during his student years.

During my recent visit to the mall, I observed him closely while he interacted with employees, monitored operations, and supervised customer engagement across various sections. His towering leadership presence was visible throughout the establishment. Yet, despite managing nearly 5,000 on-roll employees and over 3,000 off-roll staff members, he remained approachable, calm, and deeply connected with his workforce. Great retail leaders do not merely delegate tasks from offices; they remain visible on the sales floor, coach employees in real time, solve problems directly, and lead by example. Noman embodies this philosophy.

Interestingly, his professional journey began on the sales floor itself at LuLu. His rise through the ranks demonstrates the power of commitment, operational understanding, and leadership earned through experience rather than entitlement.

M. A. Yusuff Ali, Chairman and Managing Director of LuLu Group International, is globally recognized as a visionary retail entrepreneur and philanthropist. His leadership combines business acumen with humility and strong human values. It is evident that Mr. Yusuff Ali identified exceptional leadership potential in Noman Khan and handpicked him to lead the Lucknow operations. Visionary leaders possess the ability to recognize future leadership in others, and this appears to be one such example.

Under its leadership framework, the mall has introduced several operational and marketing innovations. LuLu has adopted aggressive digital branding and omnichannel promotional strategies targeting younger consumers. Through festive campaigns, social media engagement, online promotions, and collaborations with local cultural and devotional programs, the mall has created deep emotional integration with society.

The inclusion of Funtura entertainment zones, VR-enabled gaming, multiplexes, and extensive dining areas transformed the mall into an all-day family destination rather than merely a shopping venue. This experiential retail model has significantly enhanced customer engagement. The mall also introduced sophisticated multi-level parking systems and integrated traffic management connected to all floors — an important operational innovation for a rapidly expanding city like Lucknow.

The hypermarket brought global retail presentation formats into one integrated ecosystem, including imported food sections, modern bakery concepts, electronics zones, and fashion integration. The mall further adopted prefabricated construction methods to reduce environmental impact and later earned an IGBC Gold Rating for sustainability initiatives involving waste management, water conservation, energy efficiency, and reduced fossil fuel consumption.

Community discussions among Lucknow residents frequently mention the extensive product variety, aggressive discounts, efficient billing counters, and the convenience of obtaining everything “under one roof.” These factors have significantly strengthened customer loyalty and repeat footfall.

The impact of LuLu Mall Lucknow on the city extends far beyond retail. The mall has created thousands of direct and indirect employment opportunities across retail, hospitality, logistics, food services, maintenance, entertainment, and security sectors. Local youth have especially benefited from these opportunities.

Its establishment accelerated infrastructural development around Amar Shaheed Path and nearby townships. Improved roads, enhanced transport connectivity, parking infrastructure, and rising commercial activity transformed the surrounding urban landscape. Property prices and commercial rentals in adjoining areas witnessed significant appreciation following the mall’s development. The project stimulated further residential and commercial investment in the region.

Being one of India’s largest malls, it attracts visitors not only from Lucknow but also from neighbouring districts and states. This inflow benefits hotels, transport operators, restaurants, and local businesses. Apart from global brands, local suppliers, artisans, food vendors, and service providers have also benefited from the increased commercial activity generated by the mall.

The mall has also influenced lifestyle patterns, leisure activities, and social culture, particularly among the middle class and younger population. It introduced international retail standards, organized shopping culture, multiplex entertainment, and global consumer experiences, thereby strengthening Lucknow’s identity as an emerging metropolitan city. Indeed, LuLu Mall Lucknow represents a classic case study of how a hyper mall can contribute to city branding, urban modernization, and socio-economic transformation.

As a teacher, nothing brings greater satisfaction than witnessing the success of one’s students. I feel immensely proud of Mr. Noman Aziz Khan. His journey from a cheerful MMS student to a respected retail leader demonstrates how dedication, humility, discipline, and vision can shape extraordinary careers.

He possesses the inherent qualities required for enduring leadership — resilience, customer orientation, ethical grounding, communication excellence, and strategic thinking. With the right opportunities and continued perseverance, I firmly believe he has the potential to become one of the most respected names in Indian Retail history.

In Sweden, a pilot programme was led by a startup “Corvid Cleanig” corvid (type of crow from crow family) in 2022. Crows were enrolled to pick up cigarette butts from the streets of Södertälje (near Stockholm).  The corvids are often considered the most intelligent birds and are among the most intelligent animals in general.  For each cigarette filter a crow drops into a customised vending machine, the bird receives food in reward. The company says the birds are not trapped but participate voluntarily. The startup team and researchers drew conclusions on the corvid family’s well-documented intelligence and capacity for tool-use and problem-solving. “They are wild birds taking part on a voluntary basis,” says Christian Günther-Hanssen, the founder of Corvid Cleaning, the company behind the process.

Cigarette filters are a major part of urban litter in Sweden accounting for around 60 % of items in trash counts on roads, and the project aims to reduce municipal street-cleaning costs while engaging wildlife in a novel way. The initiative is still at pilot stage; questions remain over expandability and scalability. As a progressive nation, the bird welfare by ministry is also a point of strict adherence as cruelty against wildlife. The government of Sweden is also worried about human behaviour, whether this practice will shifts focus away from changing human behaviour. Data collected from Günther-Hanssen, C. and researchers  for using wild crows to collect cigarette butt waste in Sweden is published in Journal of Environmental Innovation.  

Cigarette butts are harmful items.  They have nicotine, tar, microplastics, and heavy metals inside of them. They are highly contaminated in nature. The environmentalists fear the consequences  during high rainfall and floods. The founder of the vending box says the crows are very intelligent they don’t eat the filters; they simply carry them in their purpose to get a peanut.

Conclusion

This is a wrong way of human beings asking another species to help us overcome our weaknesses. We are asking for help from the crows. We are the most ill-mannered species that can’t quit our habits and we cooly forget to throw the trash in dustbins. While smoking we forget to think about the consequences of it every step of the addiction. When we throw trash on roads, we forget what we leave behind as we continue to walk forward and into our own lives. But we are the species capable of building a machine that imagines partnerships across evolutionary boundaries. While humans do utilize animals for a variety of tasks such as agriculture, transport, and assistance roles, for medical inventions many people hold diverse views on these relationships. The extent to which animals are used varies widely across cultures and industries, and this practice has evolved significantly throughout history.  

Crows are called intelligent birds due to their advanced problem-solving, tool use, and impressive memory capabilities. They can recognize faces, plan, and exhibit complex social behaviours like cooperation and communication, which is why they are considered among the smartest animals on the planet. Crows have exceptional memories and can remember specific human faces for years after a single encounter. They can even hold grudges, sometimes passing down their negative reactions to people who have hurt them. Crows are so smart due to their dense neuron packing in their brains, which gives them high cognitive abilities despite not having a prefrontal cortex like humans. Crows score an average of 100 with a standard deviance of 15 points in IQ tests.

In our so-called modern societies, we hold many ethical discussions, movements, and laws dedicated to animal welfare, which focus on ensuring animals are treated compassionately.  The conversation around human-animal interactions is complex, spanning historical necessity, cultural practices, and contemporary ethics regarding awareness and animal rights

The wild birds carry out the task as they receive a little food for every butt that they deposit in a commissioned machine. The Keep Sweden Tidy Foundation says that more than 1bn cigarette butts are left on Sweden’s streets each year, representing 62% of all litter. Günther-Hanssen the founder of Corvid Cleaning estimates his method could save at least 75% of costs involved with picking up cigarette butts in the city. The use of animals in psychological research is a complex issue with arguments both for and against it.

Cleanliness is deeply rooted in Japanese culture, shaped by Shinto and Buddhist traditions that emphasize purity, harmony, and collective responsibility. These values are reinforced through social practices and education, such as o-soji (school cleaning), well-organized waste segregation systems, and a strong sense of pride in shared spaces. As a result, Japan is widely known for its remarkably clean public areas, even in the absence of numerous trash bins or street sweepers.

In Japan cleanliness is not viewed as an occasional chore but as a daily habit practiced with discipline and respect for the environment. Streets, offices, parks, and homes are consistently maintained, reflecting a cultural belief that individuals are responsible for the spaces they use. In traditional households, cleaning is a shared duty, with all family members participating regularly. This ingrained mindset fosters orderly public spaces and habits such as carrying one’s trash home, making cleanliness one of Japan’s most defining and admired characteristics.

It is deeply rooted in its cultural and spiritual origins. In Shintoism, purity is regarded as a spiritual virtue. Rituals such as Misogi which means purification through water symbolizes the cleansing of both body and spirit, closely linking cleanliness with godliness. Buddhism further reinforced this value by introducing cleaning as a meditative practice and a form of self-reflection. This is evident in monks meticulously cleaning temples and maintaining Zen gardens, where the act of cleaning becomes an expression of mindfulness and inner discipline. I am truly in awe of the Japanese approach to cleanliness. One of its most striking examples is O-soji, the practice of school cleaning. Students regularly clean their classrooms, corridors, and even bathrooms. This practice instils humility, responsibility, and respect for shared spaces from a young age, embedding these values deeply into everyday life.

Beyond schools, cleanliness in Japan reflects a strong sense of community responsibility. People often clean their own neighbourhoods and dispose of waste properly, even in the absence of public trash bins. This collective ethos demonstrates an understanding that public spaces belong to everyone and must be cared for by all. In Japan, cleanliness is not enforced through fear of penalties alone it is sustained through shared values, mutual respect, and cultural pride, making it one of the most inspiring aspects of Japanese society.

Buddhism, on top of this, was introduced to Japan in the 6th Century and holds cleanliness as a central aspect of its philosophy. This is especially true of Zen Buddhism, which was the origin of the practice of the Japanese Tea Ceremony. Cleaning and keeping one’s surroundings clean were a form of meditation and purification. These practices are still current, and while not always conscious, are present in everyday life.

In Japan, waste management is governed by strict sorting and recycling rules that significantly minimize litter. The scarcity of public trash bins encourages people to carry their waste home, reinforcing a sense of personal responsibility. This behaviour is further supported by a deep-seated cultural pride in maintaining clean shared spaces, resulting in remarkably clean streets, canals, and public facilities.

A striking example of this ethos is the famed Shinkansen “7-minute miracle.” Every day at Tokyo Station, more than 300 Shinkansen (bullet trains) arrive and depart across four platforms, with average intervals of just four minutes. The responsibility for cleaning these trains lies with TESSEI, a subsidiary of Japan Railways. TESSEI crews meticulously clean each 17-carriage train in under seven minutes, ensuring it is spotless and ready for the next set of passengers. This extraordinary efficiency and dedication have drawn international attention, with CNN famously dubbing the crew “The 7-minute miracle.” Harvard University has studied this process and written a case on it.

Japan’s cleanliness is not merely the result of formal systems or enforcement, but rather a reflection of deeper cultural foundations. These include religious influences emphasizing purity, a strong sense of personal accountability, collective group consciousness, and respect for shared spaces. Together, these factors allow Japan to maintain exceptional standards of cleanliness without relying on heavy-handed management or surveillance.

The same sense of consideration extends to cleanliness in public spaces. Leaving trash or dirt behind creates inconvenience for others and disrupts social harmony, which is highly valued in Japanese society. As a result, most people clean up after themselves and avoid littering out of personal responsibility and respect for the community.

What Surprises Foreigners Most About Japanese Cleanliness

Japan’s commitment to cleanliness often surprises foreign visitors. From organized clean-up efforts by spectators after sporting events to the famously efficient cleaning of high-speed Shinkansen trains, the country consistently demonstrates exceptionally high standards of cleanliness. These practices reflect not only discipline and efficiency, but also a deep-rooted cultural respect for shared spaces and the well-being of others.

Rugby World Cup

The 2019 Rugby World Cup in Japan offered powerful lessons for global sports hosts. By adopting a multi-city hosting model, Japan successfully promoted national tourism beyond major metropolitan areas, allowing regional cultures to shine on a global stage. The tournament fostered a strong sense of “One Team” unity, bringing together players from diverse backgrounds and demonstrating how inclusivity can strengthen national identity. It also highlighted the importance of adaptability and a growth mindset in modern sport, as Japan’s team exceeded expectations and redefined perceptions of Asian rugby.

A particularly striking phenomenon was the rise of “niwaka fans” newcomers to rugby whose enthusiasm generated enormous cultural and economic benefits. Their energy transformed stadiums, boosted local economies, and showcased Japan’s world-class hospitality, infrastructure, and organizational excellence. Above all, the tournament instilled a new national belief in the potential of the Japanese team, inspiring the country and reshaping how the world views rugby in Asia.

This same spirit of collective responsibility and shared ownership is reflected in Japan’s approach to education, particularly through practices such as school cleaning. Children are taught to clean their own classrooms, which instils responsibility and encourages them to take ownership of their environment. Over time, this develops lifelong habits of cleanliness and respect for shared spaces. The group-based nature of cleaning also teaches collaboration and consideration for others, reinforcing the values of teamwork and community that were so powerfully displayed during the Rugby World Cup.

The Koro-Koro Cleaner

A versatile cleaning tool that looks like a paint roller. It is wrapped in sticky paper that can be used to clean almost any surface. It is commonly used in Japanese homes and businesses, not only to remove lint from clothing but also for light cleaning of carpets or sofas, removing pet hair, and cleaning various other surfaces. The adhesive paper is replaced as it is used, ensuring that the tool always has a fully sticky surface. Cleaning wipes come in various forms and have specialized uses such as cleaning floors, general surfaces, toilets, kitchens, metal surfaces, and carpets. They make general house cleaning easy and convenient to use.

Conclusion

Cleanliness is a defining aspect of Japanese culture and often a source of intrigue and admiration for those visiting or living in Japan. The extraordinary level of cleanliness, its consistency, visibility, and the collective commitment to maintaining it sets Japan apart in a way that feels both remarkable and deeply intentional. Streets, public transport, schools, workplaces, and homes reflect a shared responsibility rather than reliance on enforcement or supervision.

Understanding why cleanliness holds such importance in Japan requires exploring its cultural, historical, and philosophical roots. Influences from Shintoism emphasize purity as a spiritual ideal, while Buddhist traditions frame cleaning as a mindful practice and a form of self-discipline. These beliefs are reinforced through education and daily routines, where cleaning is not outsourced but embraced as a communal duty from a young age.

Examining this cultural practice offers more than insight into Japan alone. It invites reflection on our own upbringing and social norms how values are taught, internalized, and expressed through everyday behaviour. Cleanliness in Japan is not merely about hygiene or aesthetics; it is a quiet expression of respect for oneself, for others, and for shared spaces. In this sense, it is not just a habit, but a way of life.

A film, at its best, isn’t just storytelling it’s emotional architecture. The plot is only the visible skeleton; what truly moves an audience is how characters feel, how those feelings evolve, and how the viewer is guided to internalize them. When you call it an “emotional delivery system,” you’re pointing to something very real: films are designed to engineer empathy. Think about how this works in practice – characters as emotional anchors, we don’t just watch them we identify with them. Their fears, desires, and conflicts become psychologically “mirrored” in us. Structure as emotional pacing, the rise and fall of tension isn’t just narrative it regulates how we feel moment to moment. Music, visuals, and performance work as amplifiers these elements synchronize to intensify emotional states, often bypassing rational thought entirely. When all of this aligns, the film becomes more than a sequence of scenes; it becomes a cohesive emotional experience.

The film author Richard Bach refers in his book “Butch Cassady and Sundance Kid” is a perfect example of what Bach is pointing toward. On the surface, it’s a story of outlaws, adventure, and friendship. But beneath that, it becomes something much deeper: a lived emotional experience. A movie is not just watched, it is entered. When we sit in a theatre, we suspend our own identity and step into another reality. Time behaves differently, emotions are heightened, and the boundary between “self” and “character” softens. In that space, we are no longer merely observers, but we become participants. This is what Bach calls an “illusion” not in the sense of something false, but something constructed yet meaningful. Just like life itself in his philosophy, the movie is a crafted experience that feels real while we are inside it.

In Butch Cassidy and the Sundance Kid, the friendship between Butch and Sundance becomes the emotional anchor. We don’t just understand their bond—we feel it. Their risks, their humour, their defiance, even their inevitable fate, all of it becomes our experience. That’s the “emotional simulation.” Movies allow us to experience life without consequences. That’s precisely why they are powerful. They let us rehearse emotions (love, fear, loss, courage)explore identities beyond our own, gain insight without direct suffering.

In Richard Bach’s worldview, both life and cinema operate similarly—we step into roles, live through them, and eventually step out again. In a sense, both cinema and literature create a safe illusion of reality a constructed space-time bubble where we can explore identity. In fact, some of the most impactful films are remembered not for their plots, but for the feeling they leave behind something difficult to articulate, yet deeply personal.

One latest example of a movie is ‘Dhurandhar’ it is a highly successful Indian action-thriller film directed by Aditya Dhar, starring Ranveer Singh, about an Indian spy (Hamza) who infiltrates Pakistan’s notorious Lyari underworld to dismantle terror networks targeting India, blending real events like the IC-814 hijacking with fictional espionage, serving as a large-scale blockbuster sequel to Uri. The story follows Hamza’s deep undercover mission within Rehman Dacoit’s gang, played by Akshaye Khanna, a powerful and feared Baloch gang leader, facing internal conflicts and political intrigue in Pakistan while gathering intelligence for RAW, ultimately exploring themes of patriotism, sacrifice, and complex covert operations.   The character is inspired by the real-life Karachi gangster of the same name who was involved in extortion, narcotics, and organized crime. Khanna’s portrayal has received significant attention, particularly for a viral entry scene.

Moviegoers and readers identify with stories through the characters. The most powerful way to reach an audience is through the characters’ emotions. For only when we connect with the characters on an emotional level, the communication becomes deep and meaningful. Well-written scenes that include characters’ emotions allow the audience to absorbedly take part in the story and bond with the characters. In our real life, we meet and interrelate daily with other people. Unlike in stories, many of these interactions are apparent. While some audience rather enjoy a more distanced, intellectual challenge, many others want to engage with characters in books and movies on an emotional level. Through the character’s emotions, experience, learning etc the audience live their lives.  Writing, plotting, editing, etc is not a joke. It requires great talent to script a story, choose the right actors to emote those characters, a great writer to write dialogues, a great editor to edit scenes to reinforce significance of emotion in creating a persuasive story.

Key Aspects of the Synergy created in a movie are emotional channel wherein characters serve as channels for the audience to experience feelings, where well-developed characters heighten the audience’s investment in the story. Film is highly effective at inducing empathy (both mental and embodied), allowing viewers to feel emotional shifts in real-time. Catharsis and release. Films provide a “safe space” for audiences to experience intense emotions—such as fear or sadness, remove their pent-up negative feelings in a process known as catharsis. Finally, the technical integration: this synergy is achieved by combining the actor’s performance with technical elements like lighting, music, and sound design to amplify the emotional impact.

The 1965 film Guide is widely regarded as a masterpiece of Indian cinema, featuring a “superb” and pioneering plot that was far ahead of its time. Directed by Vijay Anand and based on R.K. Narayan’s novel, it is praised for its character depth, realistic flawed characters, and powerful emotional arc. The film departs from typical Bollywood tropes by portraying realistic, flawed human beings rather than black-and-white heroes. Raju (Dev Anand) evolves from a charming tour guide into a deeply emotional, flawed man, and eventually to a spiritual seeker.

The plot bravely explores unconventional themes for its time, including a married woman (Rosie, played by Waheeda Rehman) seeking a divorce and living with another man (Raju) to pursue her own identity and passion for dance. Bothe Raju and Rosy become a live-in couple. This was ahead of its times. The story explores a profound transformation, moving from a tale of love, fame, and greed to a story of sacrifice and spiritual awakening. It follows a strong, winding character arc (guide –  lover –  convict –  saint) that keeps the audience engaged throughout its duration. Despite some deviations from the original novel, the film’s climax where Raju voluntarily fasts for a village during a drought provides a powerful, cathartic end to his spiritual journey, as noted in the film’s synopsis. The film is recognized for its artistic brilliance, blending drama, romance, and philosophy, along with iconic music by S.D. Burman.

In 1965 Guide had a profound and lasting impact on Indian cinema, breaking societal taboos and redefining film aesthetics, rather than having a specific 1969 impact. It was considered “way ahead of its time” for its themes of female agency, adultery, and spiritual redemption. This is how a good movie unites strangers in shared emotions.

Hegemony refers to the dominance, leadership, or overwhelming influence of one group, country, or social class over others. It extends beyond physical force and often shapes culture, laws, and beliefs in ways that allow the dominant power to influence and reshape cultural norms. Hegemony is not limited to military control; rather, it involves cultural influence, whereby the dominant group’s worldview becomes widely accepted as “common sense.” In such systems, people comply not only out of fear but also through consent and acceptance.

The global spread of American culture can largely be attributed to the United States’ emergence as a dominant global superpower following the Second World War. Through economic strength, technological advancement, and media supremacy, the United States exported its cultural norms across the world. American cultural industries, including Hollywood films, music genres such as rock and roll and hip-hop, and modern streaming services, continuously produce content that circulates globally, spreading American values, language, and lifestyle patterns.

Multinational corporations and the capitalist economic system have further promoted consumerism, making global brands such as Apple, McDonald’s, and Coca-Cola widely recognized and adopted. American culture is often associated with ideals of individualism, liberty, prosperity, and material success, which many societies find attractive and seek to emulate. Hollywood productions, technological innovation, and global corporate branding have made American lifestyle choices aspirational and closely linked with modernity and high consumption.

Following the dissolution of the Soviet Union, the global political order shifted toward a unipolar structure in which the United States exercised considerable influence worldwide. This influence operates through multiple forms of power. Hard power refers to military strength and strategic capabilities. Structural power is exercised through international financial institutions such as the International Monetary Fund (IMF) and the World Bank. Soft power is expressed through culture, technology, media, and globally recognized brands. However, contemporary scholars increasingly argue that the world is gradually moving toward multipolarity, where several major powers including the United States, China, the European Union, India, and others share global influence.

The 2026 United States-Iran conflict represents a contemporary example that reflects aspects of American hegemony in West Asia. The conflict began on February 28, 2026, involving military strikes by the United States and Israel on Iranian targets, and hostilities have continued across the region. Iran responded with missile and drone strikes targeting United States military bases and infrastructure in Gulf states, as well as energy-related facilities. These actions have threatened regional shipping routes and demonstrated Iran’s military capability to both international observers and domestic audiences.

The conflict has highlighted the strategic importance of the Strait of Hormuz, one of the world’s most critical maritime chokepoints through which a significant portion of global oil supply passes. United States military actions have included targeting Iranian energy infrastructure and escorting commercial vessels to maintain the free movement of oil shipments. The United States maintains a large network of military bases across Gulf Cooperation Council (GCC) countries such as Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, and the United Arab Emirates. These installations support monitoring operations, regional security, and the protection of energy supply routes, while also countering the growing influence of rival powers such as China in West Asia.

The economic costs of the ongoing war are extremely high, potentially amounting to billions of dollars each week. The conflict has generated widespread regional instability, disrupted global energy supply, and increased geopolitical tensions. Attacks and military incidents have affected multiple Gulf states, including Kuwait, Bahrain, Qatar, Lebanon, and the United Arab Emirates, raising concerns about the possibility of a broader regional war.

Oil and fuel prices have risen sharply due to disruptions and uncertainties surrounding Middle Eastern oil supply. The Strait of Hormuz remains a highly sensitive zone, and any threat to its functioning significantly impacts global energy markets. The resulting increase in oil prices has placed pressure on national economies worldwide and contributed to fears of inflation and economic slowdown.

The conflict has important consequences for India, which relies heavily on oil imports from the Middle East. Rising oil prices directly affect the cost of petrol, diesel, and aviation fuel. This increase leads to higher transportation costs, increased airline fares, and inflation in essential goods and services. Economic pressure may intensify if the conflict expands to involve additional Middle Eastern countries, further disrupting oil supply. In addition to conventional warfare, the possibility of cyberwarfare and proxy conflicts involving militia groups and cyber networks linked to regional actors adds further uncertainty to the situation.

Overall, the 2026 United States–Iran conflict represents a significant geopolitical challenge that places pressure on American resources and regional stability. The prolonged nature of the conflict raises important questions about the sustainability of long-term military engagement and the evolving structure of global power. While the conflict demonstrates the continued influence of the United States, it also reflects the complexities of maintaining hegemony in an increasingly multipolar world.

Conclusion

The war with Iran has opened another front in an already volatile region; it has revealed a fundamental tension in American foreign policy during the mid-2020s. The United States still possesses the military reach, industrial strength, and wide alliance network of a global superpower. However, this conflict has demonstrated that even a superpower must make careful choices among competing theatres of conflict, strategic priorities, and international commitments. Washington is being reminded that possessing power does not necessarily mean having unlimited freedom to act.

A Goldilocks economy is when economic growth is stable enough to avoid recession but not so strong that it activates high inflation. It’s characterized by balanced growth, low unemployment, and moderate inflation, creating a “just right” environment for both businesses and consumers. 

Referring to a recent assessment by the Indian Finance Minister Nirmala Sitharaman told The Economic Times that India is currently in a “Goldilocks situation” with steady growth, controlled inflation, and rising private investment activity. She attributed this balance to over a decade of sustained policy reforms.

Balanced Growth

India is currently the fastest-growing major economy, with real GDP growth estimated at 6.5% in 2024-25. Its growth is supported by strong domestic demand, easing inflation, robust capital markets, and increasing exports. The country’s nominal GDP has also seen substantial growth, more than tripling from ₹106.57 lakh crore in 2014-15 to ₹331.03 lakh crore in 2024-25. Balanced growth avoids over-reliance on any single sector and promotes long-term macroeconomic suppleness. India is working to reduce regional and income disparities through policies like progressive taxation, minimum support prices for farmers, and social safety nets. Programs like the Mahatma Gandhi National Rural Employment Guarantee Act (MGNREGA) and Pradhan Mantri Kisan Samman Nidhi.

Low Unemployment

A healthy job market with low unemployment is a key feature of Goldilocks economy. This indicates that businesses are thriving and creating job opportunities for unemployed. In India, the unemployment rate has generally shown a declining trend in recent years, with a notable decrease from 6% in 2017-18 to 3.2% in 2023-24. This positive trend is reflected in the increase of net additions to EPFO (Employees’ Provident Fund Organisation) subscriptions, which have more than doubled. Unemployment Rate in India averaged 8.53 percent from 2018 until 2025, reaching an all-time high of 20.80 percent in June of 2020 and a record low of 5.10 percent in April of 2025.

Moderate Inflation

Inflation is under control, meaning prices are rising at a sustainable pace, not too high to eat into purchasing power or too low to signal economic stagnation. India’s retail inflation has been trending downward, hitting a six-year low in the fiscal year 2024-25. This easing of inflation is attributed to the combined efforts of the Reserve Bank of India’s monetary policy and government interventions aimed at stabilizing prices of essential commodities.

Moderate Interest Rates

Interest rates, set by central banks, are neither too high nor too low, supporting economic activity without causing excessive borrowing or lending. interest rates on various financial products like Fixed Deposits (FDs), personal loans, and home loans are currently in a moderate range, with some variations depending on the specific lender and product. For instance, FD interest rates for tenors of 2-3 years are around 6.45% for the public and 6.95% for senior citizens. Personal loan interest rates generally range from 9.9% to 24%. Home loan rates are also in the moderate range, with some lenders offering rates starting from 7.35%.

Speed up asset monetisation

From extracting value out of government land to straight out disinvestment, the pro-capitalist Modi government has been surprisingly slow in asset monetisation despite several schemes, the latest in FM’s budget this year in February. It’s simple arithmetic that many such moves will help the government with much-needed capital for its infra projects and capex; the money spent to buy fixed assets for growth of infrastructure. For current fiscal (FY26), a capex allocation of Rs 11.21 lakh crore has been set by the government.

Banking reforms

Nirmala Sitharaman has voiced her intent, talking about strengthening regional rural banks, as well as categorically stating that IDBI Bank will be privatised this year. She also spoke of a nimbler financial system, with banks more agreeable to the needs of the industry and how credit needs to be tailored to the requirements of different segments.  A series of measures aimed at modernizing and strengthening the country’s banking system. These reforms, initiated in the early 1990s as part of economic liberalization, have focused on improving efficiency, competition, and financial stability. Key areas of focus include privatization, consolidation, technological innovation, and enhanced governance. 

Conclusion

It’s a “Just Ideal” condition for the Goldilocks Economy. This is an ideal time for Investors and Consumers to invest and buy. A Goldilocks economy provides stable environment for businesses to plan, invest, and expand. It also encourages consumer confidence and spending. Indian stocks have outperformed broad emerging markets for four consecutive years, reflecting the country’s strong economic growth, structural reforms, and digital transformation. Geopolitics has seen a sea change, and the immediate threat to India from China is not across the borders, but China’s trade war whereby it has limited India’s access to rare earth minerals, fertilisers, magnets used in automobile manufacturing as well as ingredients that go into Pharmaceuticals. Ensuring supplies do not get interrupted and the India story keeps continuing along in full throttle will take more than the finance ministry’s efforts.

People seek validation to feel accepted, secure, and to measure their self-worth which is  often rooted in basic human needs and past experiences. It’s a natural inclination stemming from the desire for social connection and fear of seclusion, but excessive reliance on external validation hinders personal growth and well-being. Constantly seeking validation can lead to an “approval addiction” when individuals prioritize the opinions of others over their own feelings and needs. When we seek approval from others, and depend on it, to feel a sense of worthiness, we build our self-esteem on a shifting, temporary foundation. 

When individuals stop seeking external validation, it generally signifies an egoless person. Such people shift towards self-acceptance and self-reliance. It leads towards increased self-confidence, less anxiety, and a stronger sense of self-worth. Instead of relying on others’ opinions, they prioritize their own values and beliefs, making decisions based on internal scope rather than external pressures. People who depend on external validation are weak individuals.

Pandit Madan Mohan Malaviya who is best known for founding the Banaras Hindu University (BHU), one of Asia’s largest residential universities. He was also a prominent figure in the Indian independence movement and a strong advocate for modern education among Indians. Additionally, he was a key leader in the Indian National Congress and founded the Hindu Mahasabha. He is best known for popularizing the slogan “Satyameva Jayate” (सत्यमेव जयते), which translates to “Truth alone triumphs”. He actively promoted this slogan, particularly during his presidency of the Indian National Congress in 1918. 

 it’s true that Madan Mohan Malaviya famously used a “begging bowl” to collect funds for the establishment of Banaras Hindu University (BHU). He travelled intensively, seeking donations from various individuals and organizations to realize his vision of a world-class educational institution. When Malviya visited the Nizam of Hyderabad, Mir Osman Ali Khan, for fund raising for BHU, Nizam furiously flung his slippers at Malviya because Nizam did not approve the word “Hindu” for the university. Malviya then auctioned the slippers within the Nizam’s own estate. This unconventional method, while initially met with anger from the Nizam, ultimately led to the Nizam agreeing to build the staff quarters for BHU and later making a cash donation. 

By recognizing their own worth and abilities, individuals don’t care for getting criticized and they become more confident in their choices. The constant need for external validation can be a source of anxiety. When this need diminishes, such people do great societal work. They are more confident, resilient, and respectful of themselves and others. This inner sense of worth is not dependent on external validation, but rather a deep-seated understanding of their purpose of life. Such people are helpful to others around them.

Ishwar Chandra Vidyasagar is renowned for his pivotal role in social reform, particularly concerning women’s rights and education during the Bengal Renaissance. The Bengal Renaissance was a period of significant social, cultural, and intellectual reform in 19th and early 20th century Bengal, particularly in Calcutta. It was characterized by a revitalized interest in indigenous traditions alongside the adoption of Western ideas and practices, leading to a flourishing of arts, literature, science, and social reform movements. The renaissance involved a questioning of traditional social structures, including the caste system, Sati (widow immolation), and child marriage, and a push for women’s rights and education. his period saw the rise of influential thinkers, reformers, and writers who engaged with both Indian and Western philosophical and scientific ideas. 

Vidyasagar is celebrated for advocating for widow remarriage, challenging child marriage and polygamy, and promoting female education, thus leaving a lasting impact on Indian society. Vidyasagar’s life was evidence to his commitment to social justice and progress. He saw education as the key to societal betterment and worked tirelessly to make it accessible to all, regardless of caste or gender. Vidyasagar believed that education was the foundation for individual and societal development. He established schools, including the first for girls in Calcutta, and advocated for a blend of Eastern and Western educational philosophies. He also worked to simplify Sanskrit grammar for Bengali students.  His purpose was to bring about positive change in society through education and social reform, leaving behind a legacy of progress and enlightenment. He never sought validation, he wasn’t primarily driven by external validation in his work, particularly in his social reforms and educational initiatives. He was motivated by a strong sense of social justice and a desire to improve the lives of others, often going against popular opinion and facing significant opposition. 

Jyotiba and Savitribai Phule were pioneers in advocating for girls’ education in Maharashtra, India during the 19th century. They established the first school for girls in India in 1848 in Pune, challenging prevailing social norms that restricted education for women. Their efforts expanded to include establishing multiple schools and educational trusts, impacting marginalized communities and fostering a more inclusive approach to education. Svitribai Phule became India’s first female teacher, she taught in the girl’s school.  Without seeking validation from society. They challenged societal norms by establishing schools for girls, including those from lower castes, and fought against practices like child marriage and sati. Their work was driven by a belief in education and empowerment as tools for social change, rather than by a desire for societal approval. 

Conclusion: In the pre-independence era formal education was largely inaccessible to girls, with societal norms often dictating that they be married off at a young age, making education seemed unrelated. There were many social restrictions on girls. Many families considered education for girls to be unnecessary or even harmful, fearing it might make them ambitious or discontent with their prescribed roles. Thar era saw lack of educational institutions. There were fewer schools for girls, and those that existed often focused on practical skills like needlework rather than broader academic subjects. During such setting social reformers such as Madan Mohan Malviya, Ishwar Chandra Vidyasagar and  Mahatma Jyotiba Phule and his better half Savitribai Phule contributed to educate girls to make them independent. Individuals who don’t seek external validation tend to have a clearer understanding of their own values, beliefs, and goals. Without the pressure to conform to others’ expectations, individuals can be more genuine and truer to themselves.  Because are less concerned with the opinions of others they can face challenges of societal norms and advocate for change.

The collegial model in organizational behaviour (OB) is a framework built on partnership and teamwork, where managers and employees collaborate as colleagues, fostering mutual respect and shared responsibility. Collegial is an adjective describing a work environment where responsibility and authority is shared equally by colleagues. This model encourages a sense of partnership, with managers acting as joint contributors and employees feeling a sense of fulfilment and responsibility, leading to self-discipline and moderate enthusiasm for high-quality work. Managers are called joint contributors because their role involves a blend of individual contributions (their own specific tasks, plans, and expertise) and the collective contribution of the teams they lead. They facilitate the work of others while also making individual, specialized contributions to the organization is an extension of the supportive model and works effectively in dynamic environments like a creative team. 

Samsung has an organizational culture that emphasizes innovation through empowering employees and fostering teamwork. This collegial model utilizes flat hierarchies, shared decision-making, and cross-functional teams to promote collaboration and innovation. The collegial model in organizational behaviour focuses on promoting teamwork and a sense of shared responsibility among colleagues. Samsung incorporates several elements of this model into its operations. Samsung utilizes flatter organizational structures to encourage open communication and reduce status-based conflicts. Managers are encouraged to act as coaches or team members, promoting team performance and ensuring a positive, motivating work environment rather than a strictly hierarchical one.

Collegial models work the best in educational Institutions. Schools and colleges, particularly at the primary level or within specific departments like university faculties like faculty of science, faculty of commerce, management, law etc. They often adopt a collegial approach for policy and curriculum decisions.

Similarly in the non-profit organizations (NGOs) like Goonj, Nanhi Kali, CRY, and the Akshaya Patra Foundation, which rely on volunteerism and shared humanitarian goals, inherently leverage the self-actualization and teamwork principles of the collegial model to drive their initiatives. The most famous examples of universities that primarily use the collegial model of governance are the UK’s ancient institutions, the University of Oxford and the University of Cambridge.

Some of key principles of the collegial model are as follows:

Partnership:

The foundation is a partnership between employees and management, where everyone is a “colleague” working towards common goals. In the collegial model, partnership is the foundation where managers and employees work together as colleagues with a shared purpose. This approach emphasizes teamwork and mutual contribution, fostering a collaborative environment where responsibility and decision-making are shared, leading to greater employee motivation and commitment.

Teamwork:

A team-based approach is emphasized, with a focus on collaboration and shared responsibility. This model emphasizes collaboration, shared decision-making, and self-discipline over traditional hierarchical structures, motivating employees by meeting their psychological needs for self-actualization and contribution.

Mutual respect:

The model promotes a culture of mutual respect between managers and employees, breaking down traditional hierarchical barriers. Mutual respect is not merely an optional courtesy but a core, driving force for motivation and a strong, positive organizational culture. Without it, the model struggles to function effectively, as trust and open communication are essential for its success.

Managerial role:

Managers are seen as joint contributors and facilitators, focusing on guiding employees and promoting a sense of participation and cooperation.

Employee orientation:

Employees are oriented toward responsible behaviour and self-discipline, driven by an internal obligation to produce high-quality work.

Psychological result:

Employees experience a sense of fulfilment and self-actualization, which leads to moderate enthusiasm and commitment to the organization’s success. Psychology in organizational behaviour is the application of psychological principles to understand and improve the workplace. It studies how individual, group, and structural factors influence behaviour within organizations, focusing on areas like employee motivation, job satisfaction, productivity, and well-being.

Examples of organization using collegial model:

The Murugappa Group is a Chennai-based Indian conglomerate with diverse businesses in engineering, agriculture, financial services, and manufacturing. Founded in 1900, the group is one of India’s oldest business legacies and is managed by the Murugappa family, with prominent companies including Carborundum Universal, Cholamandalam Investment and Finance, Coromandel International, and Tube Investments of India. Its business interests span a wide range, from abrasives and auto components to bicycles, fertilizers, sugar, and tea.  It is a family-promoted conglomerate with over 125 years of history; the Murugappa Group has grown from a banking and money lending business to a diversified industrial powerhouse. Murugappa group uses the collegial OB model.

Dabur India Ltd operates with a work environment and talent management practices that are described as fostering a culture of collegiality. This approach emphasizes teamwork, mutual trust, and a cohesive work environment rather than strictly following a formal, top-down “collegial model” as a rigid organizational structure. Dabur India Ltd. is a leading Indian multinational consumer goods company, founded in 1884, that specializes in Ayurvedic and natural healthcare products. Headquartered in Ghaziabad, it is one of the world’s largest Ayurvedic and natural healthcare companies and has a vast portfolio of over 250 products across hair care, oral care, health care, and foods. Dabur has a global presence in over 120 countries and is known for its flagship brands like Dabur, Vatika, Hajmola, and Real.  

PERT – Program Evaluation and Review Technique and CPM (Critical Path Method) are project management tools for scheduling and controlling projects by breaking them into smaller tasks and analysing their dependencies. PERT is used for projects which usually are run with uncertain activity durations. PERT charts are used using a probabilistic model with optimistic, most likely, and doubtful time estimates. CPM is used for projects with known, deterministic durations, focusing on time-cost by balancing  trade-offs to find the critical path. 

Kingfisher Airlines didn’t give importance to PERT charts. The airline’s eventual collapse was ascribed to a lack of proper PERT procedure in terms of delegation, scheduling of flights, food arrangements and other services in flights. Aircraft maintenance, pilot and aircraft staff duties, scheduling of their work, misbehaviour of staff, and a lack of attention from the owner, highlighting fundamental failures in project management that no planning technique could overcome without proper execution and governance.

A study of ten failed PPP highway cases in India cited issues such as unreasonable traffic and revenue estimates, inflexible contracts, unbalanced risk allocation, regulatory hold-ups, and limited oversight. These systemic flaws in planning and risk management directly relate to the potential pitfalls of relying too heavily on initial PERT estimates without continuous monitoring and adjustment. PERT requires regular monitoring. The projects include the Delhi-Mumbai Expressway, Nagpur Metro Rail, Navi Mumbai International Airport, GIFT City, and the development of Multi-Modal Logistics Hubs in Greater Noida. Other examples include the Operation, Management and Development (OMD) of Multimodal Terminal (MMT) at Varanasi, the development of the Indian Institute of Management (IIM) – Udaipur infrastructure, the Redevelopment of Gwalior and Amritsar Railway Stations, and the construction of Eco-Tourism Resorts in the Andaman and Nicobar Islands and Lakshadweep.

PERT requires detailed purpose. Projects with uncertain timeframes, such as research and development, by focusing on minimizing project completion time are dangerous. PERT timeline uses a probabilistic approach with three time estimates for each activity: optimistic, most likely, and pessimistic.  It is concerned primarily with time and risk assessment, allowing for contingency planning.  It is best for projects with a high degree of uncertainty and a non-linear or unpredictable flow of activities.

The Critical Path Method (CPM) is crucial in project management because it helps identify the longest sequence of dependent tasks to determine the minimum project completion time. This allows project managers to effectively prioritize tasks, allocate resources, track progress, and proactively mitigate risks to ensure timely project delivery. By highlighting critical tasks that cannot be delayed, CPM provides a clear roadmap and facilitates better communication, helping to avoid bottlenecks and schedule delays.

The Bullet Train Project (Mumbai-Ahmedabad High-Speed Rail project has been analysed using both CPM and PERT in research papers to examine critical activities, interdependencies, and estimated timelines, demonstrating the application of these tools in large-scale, high-value infrastructure planning. For construction of rail tracks, the general application of CPM and PERT in the construction of railway lines has been studied, showcasing how these techniques help optimize schedules, manage costs, and ensure timely completion of complex track-laying activities.

The purpose of CPM is to manage projects with predictable activity durations and focuses on balancing time and cost. It uses a deterministic approach with a single, fixed time estimate for each activity. CPM focuses and identifies the critical path—the longest sequence of tasks to ensure timely project completion and explores time-cost trade-offs. It is best for projects with well-defined tasks and durations, such as construction and manufacturing.

While working on large infrastructure and construction projects publicly detailed PERT charts are less common in general descriptions, the nature of India’s major infrastructure drives, such as the Bharatmala Pariyojana (a massive national highways program), the Mumbai Trans Harbour Link, and various other large-scale building and engineering projects, necessitates the use of robust project management methodologies like PERT/CPM for effective planning and execution. Software tools like Primavera P6 (commonly used for engineering and construction) are leveraged for such high-budget projects, which inherently integrate PERT-like functionalities for risk and uncertainty visualization.

Conclusion

Both tools of project management PERT and CPM are often used together because they are complementary. They both involve creating a project network diagram to visualize tasks and dependencies. They help project managers break down large projects, determine the critical path, make decisions, coordinate teams, and analyse if the project will be completed within budget.