FAQs on Dasavatharam
Some guys have claimed they haven't understood chaos theory which plays such an important part in the film. I've decided to explain it a bit so that people can appreciate the brilliance of the film.
What is Chaos? Basically a chaotic system is one wherein long term predictions are impossible. Like for example, if I push a car, I know that it is going to move and it will continue to do so if I go on pushing it on and on. However, in a chaotic system, this situation cannot be predicted over a long period of time. Weather, for example, is a chaotic system. No matter how good your instruments are, you simply cannot predict the weather with 100 per cent accuracy over a long term basis and forecast it.
What is the Butterfly Effect? It is the most important component of a chaotic system. Basically, small perturbations results in amplifications which completely destroys the original nature of the system and makes prediction impossible. If a butterfly flaps its wings in Africa, it could result in a cyclone in USA.(Mark the word COULD.) A highly dumbed down explanation of the butterfly effect is in the film Anniyan, where Vikram's sister dies because a liquor shop owner sells liquor on a dry day.
OK, how does Dasa incorporate it?
In essence, Dasa talks about eight characters who are inconsequential as such, but are integrated in a larger picture. Without Bush, the plane would have been called back. Without Shinghen, Govind would be dead. Without the tsunami, the world would have been destroyed. Even Krishnaveni (the old woman) plays a very important role. If she had not put the vial in the idol, maybe Govind would have recovered it then and there and a powerful weapon would have been unleashed. The very fact that it went into the idol meant that it was being accelerated to its destiny. Without Kaifulllah Khan, Govind would have never escaped... the list simply goes on.
OK, so does the film talk about theism or atheism? Neither. It talks about how humans drive the destiny of the world.
The idol that is drowned in the sea along with Rangarajan in 12th century by Chozha king results in a fault being developed at the bottom of the ocean and creates tremors more than 800 years later. These tremors result in the Tsunami. This again is a classic case of Butterfly Effect wherein a seemingly inconsequential event (the drowning of the idol) saves Tamil Nadu from being wiped off the face of the earth.
Now tell me, does THIS movie lack a story? This movie has the most beautiful story ever attempted in Indian cinema. Unfortunately, Indian viewers and critics are obsessed with the "boy meets girl" and "revenge" themes, so they fail to see the story in this master piece.
-- Chaos Theory
Wednesday, June 25, 2008
Tuesday, June 3, 2008
In a mental hospital......
Love in mental hospital
Jim and Edna were both patients in a mental hospital.
One day while they were walking past the hospital swimming pool,Edna
suddenly jumped into the deep end. She sank to the bottom of the pool and
stayed there. Jim promptly jumped in to save her. he swam to the bottom
and pulled her out.
When the Head Nurse Director became aware of Jim's heroic act, she
immediately ordered him to be discharged from the hospital, as she now
considered him to be mentally stable.
When she went to tell Jim the news she said, "Jim, I have good news
and bad news. The good news is you're being discharged; since you were
able to rationally respond to a crisis by jumping in and saving the life
of another patient, I have concluded that your act displays that you
have a sound mind.
The bad news is, Edna, the patient you saved, hung himself in the
bathroom with her bathrobe belt right after you saved her. I am so
sorry, but she's dead.
Jim replied, "She didn't hang herself, I put her there to dry.
he he he:-) :-) :-)
Jim and Edna were both patients in a mental hospital.
One day while they were walking past the hospital swimming pool,Edna
suddenly jumped into the deep end. She sank to the bottom of the pool and
stayed there. Jim promptly jumped in to save her. he swam to the bottom
and pulled her out.
When the Head Nurse Director became aware of Jim's heroic act, she
immediately ordered him to be discharged from the hospital, as she now
considered him to be mentally stable.
When she went to tell Jim the news she said, "Jim, I have good news
and bad news. The good news is you're being discharged; since you were
able to rationally respond to a crisis by jumping in and saving the life
of another patient, I have concluded that your act displays that you
have a sound mind.
The bad news is, Edna, the patient you saved, hung himself in the
bathroom with her bathrobe belt right after you saved her. I am so
sorry, but she's dead.
Jim replied, "She didn't hang herself, I put her there to dry.
he he he:-) :-) :-)
Monday, June 2, 2008
Leaders should know to manage failures
Former President of India, APJ Abdul Kalam while addressing an audience at Wharton India Economic forum, was asked to give an example, from his experience, as how leaders should manage failure and his reply was as follows;
"Let me tell you about my experience. In 1973 I became the project director of India’s satellite launch vehicle program, commonly called the SLV-3. Our goal was to put India’s “Rohini” satellite into orbit by 1980. I was given funds and human resources — but was told clearly that by 1980 we had to launch the satellite into space. Thousands of people worked together in scientific and technical teams towards that goal.
By 1979 — I think the month was August — we thought we were ready. As the project director, I went to the control center for the launch. At four minutes before the satellite launch, the computer began to go through the checklist of items that needed to be checked. One minute later, the computer program put the launch on hold; the display showed that some control components were not in order. My experts — I had four or five of them with me — told me not to worry; they had done their calculations and there was enough reserve fuel. So I bypassed the computer, switched to manual mode, and launched the rocket. In the first stage, everything worked fine. In the second stage, a problem developed. Instead of the satellite going into orbit, the whole rocket system plunged into the Bay of Bengal. It was a big failure.
That day, the chairman of the Indian Space Research Organization, Prof. Satish Dhawan, had called a press conference. The launch was at 7:00 am, and the press conference — where journalists from around the world were present — was at 7:45 am at ISRO’s satellite launch range in Sriharikota [in Andhra Pradesh in southern India]. Prof. Dhawan, the leader of the organization, conducted the press conference himself. He took responsibility for the failure — he said that the team had worked very hard, but that it needed more technological support. He assured the media that in another year, the team would definitely succeed. Now, I was the project director, and it was my failure, but instead, he took responsibility for the failure as chairman of the organization.
The next year, in July 1980, we tried again to launch the satellite — and this time we succeeded. The whole nation was jubilant. Again, there was a press conference. Prof. Dhawan called me aside and told me, “You conduct the press conference today.”
I learned a very important lesson that day. When failure occurred, the leader of the organization owned that failure. When success came, he gave it to his team. The best management lesson I have learned did not come to me from reading a book; it came from that experience".
"Let me tell you about my experience. In 1973 I became the project director of India’s satellite launch vehicle program, commonly called the SLV-3. Our goal was to put India’s “Rohini” satellite into orbit by 1980. I was given funds and human resources — but was told clearly that by 1980 we had to launch the satellite into space. Thousands of people worked together in scientific and technical teams towards that goal.
By 1979 — I think the month was August — we thought we were ready. As the project director, I went to the control center for the launch. At four minutes before the satellite launch, the computer began to go through the checklist of items that needed to be checked. One minute later, the computer program put the launch on hold; the display showed that some control components were not in order. My experts — I had four or five of them with me — told me not to worry; they had done their calculations and there was enough reserve fuel. So I bypassed the computer, switched to manual mode, and launched the rocket. In the first stage, everything worked fine. In the second stage, a problem developed. Instead of the satellite going into orbit, the whole rocket system plunged into the Bay of Bengal. It was a big failure.
That day, the chairman of the Indian Space Research Organization, Prof. Satish Dhawan, had called a press conference. The launch was at 7:00 am, and the press conference — where journalists from around the world were present — was at 7:45 am at ISRO’s satellite launch range in Sriharikota [in Andhra Pradesh in southern India]. Prof. Dhawan, the leader of the organization, conducted the press conference himself. He took responsibility for the failure — he said that the team had worked very hard, but that it needed more technological support. He assured the media that in another year, the team would definitely succeed. Now, I was the project director, and it was my failure, but instead, he took responsibility for the failure as chairman of the organization.
The next year, in July 1980, we tried again to launch the satellite — and this time we succeeded. The whole nation was jubilant. Again, there was a press conference. Prof. Dhawan called me aside and told me, “You conduct the press conference today.”
I learned a very important lesson that day. When failure occurred, the leader of the organization owned that failure. When success came, he gave it to his team. The best management lesson I have learned did not come to me from reading a book; it came from that experience".
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