मन के फरेब

 सच कुछ भी हो

पर मन माने तब ना।

वह तो विचार ढूँढे रखता है
अपने आप को बहला कर रखने के लिये।

अपने मुताबिक शब्दों की खुराक से
मन का पेट तो भर जाता है
पर वक़्त की कसौटी पर
ऐसे बहलाव
ऐसे छलावे
खतरनाक ही साबित होते हैं।

पर मन की ये खूबी कि
वह तमाम तरह की खुद ही की
असफलताओं, गलतियों को
यूँ संभालता है कि
जानते हुए भी कि ये सब झूठ है
व्यक्ति उन्हे सच मान बैठता है ....

राकेश 

दंड......................... बाबुषा कोहली

[ सोलह दिसंबर 2012 की काली रात के बाद लिखी ये कविता निर्भया को समर्पित]

ओ मेरे देश !

यदि इस घोर विपत्ति काल में मेरे मुँह पर छाले पड़ जाएँ
और मैं कुछ कह न सकूँ तो तू मुझे दंड देना

मेरे गूँगेपन को इतिहास के चौराहों पर धिक्कारना

ओ मेरी मिट्टी
मेरे फेफड़ों में भरी हवाओं
और मुझे सींचने वाले जल

इस कठिन समय में मेरे कंठ की तटस्थता पर थूकना

ओ मेरे मुक्त आकाश
ओ विनम्र पेड़ और धधकती अग्नि शिखाओं
जीभ में भर आए फोड़ों के लिए मुझे दंड देना

फाँसी से कम तो हरगिज नहीं

इस चालाक चुप्पी के लिए मेरे शव को भी दंड देना
अपनी स्मृतियों में दिन रात कोड़े मारना आजीवन....

बाबुषा कोहली 

Titliyon ke mausam mein.....

Titliyon ke mausam mein, nochna gulabon ka,

Reet is nagar ki hai, aur janey kab se hai,

Dekh kar parindon ko, baandhna nishanon ka,
Reet is nagar ki hai, aur janey kab se hai,

Shaher ke ye baashinde, nafraton ko bo kar bhi,
Intizar karte hain, fasl ho mohabbat ki,
Bhool kar haqeeqat ko, dhoondna saraabon ka,
Reet is nagar ki hai, aur janey kab se hai,

Tum bhi nayi ho na, is liye pareshaan ho,
Aasman ki janib, is tarah se mat dekho,
Aafatein jab aani hon, tootna sitaaron ka,
Reet is nagar ki hai, aur janey kab se hai,

Ajnabi fizaon ke, ajnabi musafir se,
Apne har taalluq ko, ,
Daaemi samajh lena,
Aur jab bicharna to,
Maangna duaon ka,
Reet is nagar ki hai, aur janey kab se hai....

50 Seemingly Healthy Foods that are Bad for You

 It is easy to get caught up in "health halos"—labels or food types that sound nutritious but are often packed with hidden sugars, sodium, or processed fats.

Here is a breakdown of 50 foods that are frequently marketed as healthy but can be counterproductive to your goals if not chosen carefully.

1–10: The Breakfast Traps

Many morning staples are essentially "dessert in disguise" due to high glycemic indexes and added sweeteners.

• Granola: Often loaded with butter, oil, and massive amounts of sugar to get those "clusters."

• Flavored Yogurt: A single cup can contain more sugar than a soda.

• Instant Oatmeal: The pre-packaged flavors (like Maple & Brown Sugar) are high-glycemic and sugar-heavy.

• Fruit Juice: Lacks the fiber of whole fruit, leading to rapid insulin spikes.

• Smoothie Bowls: Often oversized and topped with high-calorie nut butters and honey.

• Egg Whites (in cartons): Sometimes contain added thickeners or stabilizers compared to whole eggs.

• Bran Muffins: Usually just cake with a bit of fiber and molasses for color.

• Açaí Bowls: While the berry is great, the base is often blended with juice and sweetened toppings.

• Breakfast Bars: Frequently use high-fructose corn syrup as a binder.

• Whole Wheat Bread: Many "brown" breads are just white bread with caramel coloring and added sugar.

11–20: "Healthy" Snacks & Drinks

Convenience often comes at the cost of nutritional integrity.

• Veggie Straws/Chips: Mostly potato starch and corn flour with just enough veggie powder for color.

• Trail Mix: Commercial versions are often heavy on chocolate chips and salt-heavy nuts.

• Protein Bars: Many have a nutritional profile nearly identical to a Snickers bar.

• Agave Nectar: Often marketed as "natural," but it is extremely high in fructose, which is tough on the liver.

• Sports Drinks: Necessary for marathoners; for everyone else, they are just salt-and-sugar water.

• Vitamin Water: Contains significant calories and sugar per bottle.

• Rice Cakes: Low calorie, but they have a very high glycemic index, leaving you hungry quickly.

• Pretzels: Essentially refined white flour and salt with almost zero nutritional value.

• Coconut Water (Flavored): Plain is okay, but flavored versions add unnecessary cane sugar.

• Dried Fruit: Extremely calorie-dense and often coated in sulfur or extra sugar.

21–30: Salad & Vegetable Pitfalls

Even a bowl of greens can be sabotaged by what goes on top.

• Fat-Free Dressing: When fat is removed, sugar and salt are almost always added for flavor.

• Croutons: Usually made from refined flour and deep-fried or toasted in poor-quality oils.

• Couscous: It looks like a grain, but it’s actually tiny pearls of processed pasta.

• Iceberg Lettuce: Not "bad," but provides almost zero nutritional density compared to darker greens.

• Veggie Burgers (Processed): Many frozen brands are held together by soy protein isolates and fillers.

• Restaurant Salads: Some "Asian Chicken" or "Southwest" salads have more calories than a double cheeseburger.

• Coleslaw: The cabbage is healthy; the heavy mayo and sugar dressing are not.

• Pasta Salad: Usually dominated by refined carbs and oily dressings.

• Pickles (Sweet): Traditional dill is fine, but "Bread and Butter" pickles are loaded with sugar.

• Pre-made Pesto: Store-bought versions often swap olive oil for cheaper sunflower or soybean oils.

31–40: Meat & Dairy Alternatives

The "plant-based" label doesn't always mean "unprocessed."

• Nut Milks (Sweetened): Vanilla or chocolate almond milk can be sugar-heavy.

• Turkey Bacon: Often more processed and higher in sodium than regular pork bacon.

• Deli Turkey: Often "pressed" meat containing nitrates, carrageenan, and high sodium.

• Reduced-Fat Cheese: Often loses its texture and flavor, leading to the use of artificial additives.

• Gluten-Free Packaged Foods: Usually swap wheat for cornstarch or potato starch, which can spike blood sugar.

• Tofu Sausages: Highly processed with stabilizers and high sodium levels.

• Margarine: Even "heart-healthy" versions can contain trace trans fats or inflammatory seed oils.

• Soy Milk (Sweetened): Check labels; many brands add significant cane sugar.

• Kefir (Fruit Flavored): The probiotics are great, but the "strawberry" flavor usually adds 15g+ of sugar.

• Cashew Cheese: High in calories and often uses starches to mimic the "pull" of dairy.

41–50: The Pantry & Condiments

• Agave Syrup: Higher fructose content than high-fructose corn syrup.

• Honey (Processed): Cheap "bear" honey is often ultra-filtered and sometimes cut with corn syrup.

• Peanut Butter (Reduced Fat): The healthy fats are replaced with sugar and starch.

• Sugar-Free Candy: Often contains sugar alcohols that cause significant digestive distress.

• Dark Chocolate (Low %): If it’s less than 70% cacao, it’s mostly sugar and milk solids.

• Energy Drinks (Zero Calorie): Can be loaded with artificial sweeteners and excessive caffeine that stresses the heart.

• Hummus (Low Fat): Often uses thickeners like tahini-substitutes that lack healthy fats.

• Sushi (Specialty Rolls): Spicy mayo, tempura bits, and white rice make these very calorie-dense.

• Balsamic Glaze: Unlike plain balsamic vinegar, the "glaze" is often thickened with sugar and flour.

• "Natural" Soda: Sugar from cane is still sugar; your liver doesn't distinguish the difference.

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The Golden Rule: The less "marketing" on the package, the better the food usually is. If a product has to tell you it's healthy through five different badges, it's worth checking the ingredient list.

Drawings with Charcoal on Paper by Yanni Floros

 

Yanni Floros is an Australian contemporary artist based in Adelaide, widely recognized for his hyper-realistic charcoal drawings. Although he originally trained as a sculptor at the National Art School in Sydney, he is best known for work that is so detailed it is often mistaken for black-and-white photography.

Key Themes & Style

• The Intersection of Humanity and Technology: A major part of his work explores how we integrate technology into our lives. He famously depicts figures (often women) from behind, wearing headphones or looking at screens, questioning whether technology "amplifies our fear of the natural world" or "robs us of our humanity."

• "Sculpting" on Paper: Because of his background in sculpture, Floros describes his drawing process as three-dimensional. He views his charcoal work as sculpting form out of the paper rather than just drawing lines.

• Natural and Mythological Subjects: Beyond his urban/technological series, he has created collections like UnVeiled, which portrays the female form as a landscape (inspired by locations like the Sahara or Niagara Falls), and a more recent series featuring powerful horses from Greek mythology (e.g., Bucephalus and Abraxas).

Achievements

• Exhibitions: His work has been shown internationally, including in Berlin, and extensively across Australia in Sydney, Melbourne, Brisbane, and Adelaide

• Recognition: He has been a finalist in several prestigious art prizes, including the Dobell Drawing Prize, the Lethbridge 10000, and the Adelaide Perry Prize for Drawing.

Strategic management from Mahabharat

 1) Kaurav Ltd. 

CEO -- Duryodhana 

President - Dhritarashtra (Duryodhana's father) 

Chief Mentor -- Mama Shakuni 

(2) Pandav Ltd. 

CEO -- Arjun 

President - Yudhisthira 

Chief Mentor -- Krishna 

7 Concepts of Strategic Management we can learn from Mahabharata 

(1) Vision :-

Kaurav -- The President of Kaurav Ltd i.e. Dhritarashtra had no vision at all . He c'd not override his weakness for his son. He was used by Shakuni and Duryodhana. He was incapable of taking any decision. He remained silent during the dice game in which Yudhisthira lost everything and also let his son insult Draupadi. He failed to forecast the result of this humiliation which eventually became the root cause of this war.He was a weak leader and failed to follow his responsibilities as a president in a proper manner. 

Pandav -- Their President Yudhisthira was a man of great vision and was respected even by his competitors . He was an expert in administration and a man of values and adhered to truth and Dharma. He used his image in a great manner as on the first day of war he applied a great strategy. He went over to Kaurava's to take blessing from Elders and in return he got the secret of defeating them . (Remember the case of Bhishma. ) . This helped them to gain strategic advantage over Kaurava Ltd. He also anticipated the war at an early stage and started preparations for it. 

(2) Strategy 

It is the direction and scope of an organisation and helps it to compete with competitors. 

Kaurav -- Their Chief Mentor or Strategist Shakuni relied on unfair trade practices. Such things may work in short-term but a complete failure in long-term. A good strategist is one who knows the weakness of competitors and exploit them. He should help the Co. to recover from any situation. Shakuni was wicked and believed in short-term profits. He was biased and use to think about the welfare of CEO i.e. Duryodhana only and not of Kaurav Ltd. as a whole. 

Pandav -- They have got the best strategist in the form of Krishna which the world has ever seen. He believed in forming strong allies and was responsible for the merger of Pandava Ltd. with Dwarka (Remember Arjuna's marriage with Subhadra when Duryodhana wanted to marry her) , Rakshas (marriage of Bheem with hidimba) ,Panchala (marriage of Arjun with Draupadi), Matsya (marriage of Abhimanyu and Uttara) etc.. He asked Yudhisthira to go to Bhishma on 1st day of war to know their weakness. He was responsible for forming the strategy of the death of Dronacharya, Karna and even Duryodhana. 

(3) Motivation 

It acts as a catalyst in achieving a company's mission , vision , goal and objectives. 

Kaurav -- Their CEO was motivated by greed for the Indraprastha . He was ready to do apply any means whether fair and unfair to achieve his goal. He was a great example of evil and fighting against the truth. 

Pandav -- They were fighting for their self-respect and this is the greatest motivation in this world. They believed in fair practices only. 

(4) Decision-making 

It is the art to take right decision at the right time. One s'd grab the opportunity at the right time to gain advantage over the competitors. 

Kaurav -- To take good decision one s'd have great level of concentration and low level of anxiety and their CEO was completely opposite of that. He was a man of low concentration , high level of anxiety and believed in unfair practices. 

He believed in finance more than Human Resource. He choose Krishna's army over him which was his biggest mistake. 

Pandav -- Arjuna was a person of great concentration and was very focused. He choose Krishna over his army which came to be a masterstroke.He use to set example for others. 

(5) SWOT ANALYSIS 

Kaurav -- They converted their strength into weakness as they use to indulge in war with other kingdom which caused both loss of men and creation of enemies. 

Pandav -- They utilized their exile period in which Arjun acquired Divyastra and Yudhisthira formed the strategy of war by taking teaching from different Gurus. Thus they converted their weakness into strength. 

(6) COMMITMENT 

Kaurav -- There was lack of commitment from Kaurava's .Their main warriors like Bhishma and Dronacharya didn't wanted war and promised not to kill any of the Pandava's. Karna was fighting the war just to be loyal to Duryodhana but wasn't fully involved in the war as he promised not to kill any Pandava except Arjun. 

Pandav -- Everyone was assigned a role and they did it with their limited capabilities. Abhimanyu and Ghatotkatch sacrificed their life for their team. Both of them contributed a lot as Abhimanyu fought with 7 Maharatis single handed and Ghatotkatch took away half of Kaurava's army with him. 

(7) Team work 

Kaurav -- They didn't work as a team. Many of them use to hate each other. Bhishma didn't wanted Karna to participate in the war. Bhishma and Karna both use to hate Shakuni and his tactics . It means they didn't have faith in their key strategist. 

Pandav -- They put team interest above all and each person was involved in every process. They respect each other and use to listen to their CEO. They had a mission and a common goal and they worked for it.

(8) Resource Optimization (Quality vs. Quantity)

In strategic management, it isn’t always the company with the biggest budget that wins; it’s the one that uses its assets most effectively.

• Kaurav Ltd.: They focused on Quantity. Duryodhana was obsessed with the numbers—11 Akshauhini armies compared to the Pandavas' 7. He chose Krishna’s vast army (The Narayani Sena) over Krishna himself, valuing "manpower" over "brainpower."

• Pandav Ltd.: They focused on Quality and Niche Skills. Krishna acted as a "Value Multiplier." By choosing a single, unarmed consultant (Krishna) over a massive standing army, Arjuna proved that a superior strategist is worth more than a million soldiers.

(9) Diversity and Inclusion in the Boardroom

A leadership team that lacks diverse perspectives often falls victim to "Groupthink" or internal friction.

• Kaurav Ltd.: Their "Board of Directors" was a toxic mix of egos. Bhishma, Drona, and Karna all had different agendas and personal grievances. There was no psychological safety; subordinates like Vikarna (the only brother who protested the dice game) were silenced or ignored.

• Pandav Ltd.: They embraced Inclusive Leadership. Despite being five brothers with vastly different personalities—from the intellectual Yudhisthira to the powerhouse Bhima and the artistic Nakula/Sahadeva—they acted as a unified unit. They also integrated "outsider" expertise, such as the tribal support of Ghatotkacha and the strategic marriage alliances with the Panchalas.

(10) Agility and Real-time Pivot

Markets (and battlefields) change rapidly. The ability to pivot your strategy mid-stream is the difference between a legacy brand and a market leader.

• Kaurav Ltd.: Their strategy was Rigid. They relied on traditional formations and the seniority of Bhishma. When the tide turned, they had no "Plan B" other than raw aggression. Their hierarchy was too top-heavy to adapt to the Pandavas' unconventional tactics.

• Pandav Ltd.: They were Agile. Every time a major obstacle appeared (like Bhishma’s invincibility or Drona’s unstoppable spree), they pivoted. Krishna encouraged them to break "industry norms" (the rigid codes of Kshatriya war) to achieve the larger goal of Dharma. They were a "Lean Startup" that disrupted a massive "Conglomerate."

(11) Corporate Social Responsibility (CSR) and Ethics

Long-term brand value is built on the foundation of the "Triple Bottom Line": People, Planet, and Profit (or in this case, Dharma).

• Kaurav Ltd.: Their brand was built on Usurpation. They ignored the "Social Contract" with their citizens and stakeholders. Because their foundation was unethical, they struggled to find genuine allies who weren't bound by past debts or fear.

• Pandav Ltd.: Their brand was built on Dharma (Values). Even during their exile (their "market exit" phase), they built goodwill among the people and sages. This "Brand Equity" meant that when the war started, the righteous and the powerful naturally gravitated toward their cause.

Executive Summary :The Kurukshetra lessons for Modern Leaders

The war of Mahabharata was not just a battle for land; it was a clash of corporate cultures. While Kaurav Ltd. had the heritage, the massive infrastructure, and the sheer capital (the 11 Akshauhini), they suffered from "Conglomerate Collapse"—a lack of internal synergy, unethical leadership, and a failure to innovate.

On the other hand, Pandav Ltd. operated like a high-growth, value-driven startup. They focused on:

• Strategic Alliances over sheer numbers.

• Mentorship (Krishna) over micro-management.

• Agility to pivot when the market (battlefield) changed.

The "Dharma" of Modern Business

In the modern corporate world, the "Dharma" is your Core Value System. Companies that prioritize short-term gains (like Shakuni’s dice game) may see an initial spike in "market share," but they inevitably fail when faced with a crisis of trust. True strategic management, as demonstrated by the Pandavas, is the art of aligning personal ambition with a greater purpose.

---

The Mahabharata Strategic Map

The Level	Kaurav Ltd.	Pandav Ltd.	Leadership Takeaway
Foundation	Greed & Anxiety	Self-respect & Duty	Culture eats strategy for breakfast.
Personnel	Seniority-based (Drona/Bhishma)	Merit-based (Abhimanyu/Arjuna)	Empower your young talent.
Execution	Scattered & Disjointed	Integrated & Collaborative	Unity is a force multiplier.
Legacy	Short-term Conquest	Long-term Sustainability	Values are the ultimate competitive advantage.

Final Thought for the Reader

Success is not determined by the resources you start with, but by the strategy you deploy and the values you refuse to compromise. Duryodhana had the world, but lost the war. Arjuna had a chariot and a guide, but won the future.

दाग.....

मेरी कमीज़ की आस्तीन पर... कई दाग हैं.... ग्रीस और आइल के

पीठ पर धूल का एक बड़ा सा गोल... छपका है

जैसे धूल भरी हवाओं वाली रात में.... चाँद

...

मैं इन दागों को पहनता हूँ

किसी तरह की शरम नहीं... काम के बाद वाली तसल्ली है.... इन दागों में

कि किसी.... दूसरे की रोटी नहीं छीनी.... मैंने

अपने को ही .....खर्च किया है .....एक एक कौर के लिए

मेरी चादर पर ...लम्बी यात्राओं की थकान और सिलवटें हैं

मेरी चप्पलों की ...घिसी एड़ियाँ और थेगड़े

इस मुल्क की ....सड़कों के..... संस्मरण हैं

मैं अपनी कमीज, अपनी चादर और अपनी चप्पलों पर लगे दागों को

सर उठा कर ....गा सकता हूँ

" हर बार "

इतना... आसान नहीं होता.... अपने दागों के बारे में... बताना

कितने दाग हैं .....जिन्हें कहने में लड़खड़ा जाती है..... जबान

अपने को बचाने के लिए.... कितनी बार किए..... गलत समझौते

ताकतवार के आगे..... कितनी चिरौरी की

आँख के सामने होते अन्याय को देख कर भी ......चीखे नहीं

और नज़र बचा कर.... चुपचाप, हर जोखिम की जगह से...... खिसक आए

सामने दिखते दागों के पीछे ....अपने .....असल दाग छिपाता हूँ

और कोई उन पर उंगली उठाता है.... तो...... खिसिया कर ...कन्नी काट जाता हूँ...

.

Rajesh Joshi