Sunday, July 5, 2026

What are the Challenges in Promoting Objective Thinking in a Society?

 

(Title Picture generated using ChatGPT on 05 JUL 2026 with following prompt - Draw an abstract and indicative picture representing "Truth in Society through Academia / Education" - make it colorful and clear.)


The spirit of law can prevail only to the extent the spirit of justice prevails in the society. The spirit of justice can prevail only to the extent the spirit of truth prevails in the society. The spirit of truth can prevail only to the extent the spirit of reality prevails in the society. The spirit of reality can prevail only to the extent the spirit of objectivity prevails in the society.

The challenge to keep the truth bound to a society is actually the challenge of making objective validations a natural preference when processing thoughts in the mind or when making choices by an individual or by a group (during discourse).

Even though objective and subjective processes co-exist in societies. Scientific evidences indicate tilt towards subjectivity in decision making by individuals. Individuals are more possessive about subjectivity in comparison to objectivity. This can also be observed in literature. Some related citations from available literature are - People value outcomes subjectively rather than objectively (Daniel Bernoulli; Exposition of a New Theory on the Measurement of Risk; 1738). People evaluate gains and losses asymmetrically, leading to subjective risk preferences (Daniel Kahneman & Amos Tversky; Prospect Theory; 1979). Group dynamics can distort objective decision-making (Irving L. Janis; Groupthink; 1982). People update beliefs less than rational models predict (Ward Edwards; Conservatism in Human Information Processing; 1967). Moral judgments are primarily intuitive rather than reasoned (Jonathan Haidt; The Emotional Dog and Its Rational Tail; 2003).

It seems to be obvious that emotions, beliefs and imaginations are held dearly by individuals. Therefore, the natural thought process of an individual is by design a subjective affair. This subjectivity may not necessarily improve (and become more objective) when a group of individuals deliberate collectively. Literature review suggests that collective thinking can become highly subjective if dissent is discouraged (Irving Janis; Groupthink; 1972). Also, collective thinking can become more subjective under social pressure (Solomon Asch; Conformity Experiments; 1951).

Human thinking in psychology is the mental manipulation of information to form concepts, solve problems, make decisions, and imagine. It relies on a combination of innate mental processes, learned experiences, and the brain's continuous interaction with its environment to transform sensory data into conscious experience (AI Generated using Google Gemini with prompt “Human Thinking in Psychology”). An idea is a structured, concrete concept or plan that comes from those thoughts (AI Generated using Google Gemini with prompt “difference between idea and thought”).

Popper argued that knowledge advances through competition among ideas (Karl Popper; The Logic of Scientific Discovery; 1934). Kuhn argued that entire frameworks of thought ("paradigms") compete (Thomas S. Kuhn; The Structure of Scientific Revolutions; 1962). Dawkins argued thoughts compete similarly to genes. He suggested that a thought can spread because it is memorable or emotionally resonant, not necessarily because it is true (Richard Dawkins; The Selfish Gene; 1976).

Thus, in a society various schools of thoughts and numerous lines of thinking consistently keep on competing to become a generally accepted norm (across the spectrum of a society). The general acceptance of one of the competing thoughts (to get established as a dominant thought) is attributable to the greater relevance (as perceived) attached to it in the minds of significantly larger number of people in the society (or a group of people forming a dominant force (say - critical mass) for acceptance of the thought as the preferred one with respect to those in competition).

It is worth to take a moment and try to understand the reason for greater attachment of relevance to the preferred thought in the society in comparison to other competing thoughts. Work by Hodgson suggests that a comprehensive set of ideological thoughts oriented towards holistic evolution of society comes to play in making space, adjusting and accommodating newer thoughts. His work integrates economics, sociology, and evolutionary theory to explain how habits, routines, and institutions evolve through processes of variation, selection, and retention (Geoffrey Hodgson; The Evolution of Institutional Economics; 2004). A thought becomes durable when embedded in: laws, education, organizations, incentives and routines. Institutions reinforce certain ideas over time (Douglass North; Institutions, Institutional Change and Economic Performance; 1990). This can be considered as institutionalization of a thought; it takes place by binding the thought to the core framework of thoughts prevailing (let’s call the framework a societal realm) within a society at the given point of time.

In view of the above, it can be understood that the criteria for acceptance of a thought in the society are attributable to the fitment, to the flexibility and to the compatibility (of this thought) in reference to the societal realm (core framework of thoughts) of the society.

Societal realm could be considered as a model representing how thoughts generate, process and propagate (in a society) and what is the mechanism that allows thoughts to compete for acceptance following a cultural-traditional interactions amongst individuals and groups. Societal realm and all the associated mechanisms operate under prevailing social values, so to say that the societal realm confers with a converged set of social values. Usually, this convergence loosely follows a pattern or a paradigm (patterns of values subscribing to a structure functioning as skeleton to shape the societal realm) in matured societies. However, it may be noted that within societal realm other set of social values are also present outside the paradigm and these values consistently attempt to form an alternate paradigm in their own interest. With these considerations, it may be understood that social values are at the root of societal realm.

Let’s dig little deeper into the social values through the literary works of researchers. People acquire values by observing others (Albert Bandura; Social Learning Theory; 1977). Values evolve as cognitive abilities mature (from childhood to adolescence to adulthood), moving from obedience toward principled ethical reasoning (Lawrence Kohlberg; The Psychology of Moral Development; 1984). Families and education reproduce social values across generations. Incoherence and inequalities persist because values are transmitted across generations. (Pierre Bourdieu; Distinction: A Social Critique of the Judgement of Taste; 1979). Poor societies prioritize – survival, authority and stability and affluent societies increasingly value – freedom, participation, environmental protection and self-expression (Ronald Inglehart; Culture Shift in Advanced Industrial Society; 1979). Social values originate from collective life rather than individual preferences. Collective consciousness, shared rituals and moral authority are amongst the important aspects of collective life, which influence social values (Émile Durkheim; The Elementary Forms of Religious Life; 1912).

Considering these literary works, it could be assumed that values of a society get shaped by numerous factors relating to human existence – including - individual and collective experiences of life over a longer period of time, economic compulsions, religious beliefs, general agreement on self-discipline (for personal reasons or in order to co-exist as a group), etc. In my opinion, on which matters and to what extent the societal realm supports objective thoughts to succeed could be one of the critical factors in assessment of maturity of the society and the civilization (to which the society is subscribed to). Here, it may be noted that (probably) full objectivity may neither be possible nor be desirable. Nevertheless, to realize the idea of a ‘just and fair’ society, it is expected that the most of the critical issues related to general governance of society are expected to be largely objective.

These social values are not static, they are dynamic. Therefore, let’s briefly touch upon this important aspect of social values that is the dynamic characteristic (of social values), which eventually keeps social realm evolving and reorienting with time in response to changes in situations or circumstances (in the world around).

Let’s take a moment and try to understand the societal realm in terms of underlying paradigm of social values. Humans evolve through both genetic and cultural inheritance. Values spread through cultural transmission mechanisms such as imitation, teaching, conformity, prestige bias and innovation. Culture can evolve much faster than biology (Peter J. Richerson and Robert Boyd; Not by Genes Alone; 2005). Dominant ways of thinking can persist for long periods before being replaced by new frameworks when existing ones can no longer explain emerging realities (Thomas S. Kuhn; The Structure of Scientific Revolutions; 1962). While underlying moral intuitions are relatively stable, cultures and political movements change which moral foundations they emphasize, helping explain why value priorities shift across societies and over time (Jonathan Haidt; The Righteous Mind; 2012).

Going through the above findings by prominent researchers, it may be assumed that societal realm keeps on consistently evolving with time trying to fit into the changing situations in the world around. This can be understood as shifting of paradigm. Paradigm of societal realm in a progressive society consistently tries to re-oriented itself following the intent to collectively drive the society towards a future having a promise of much more fulfilling life for dominant forces in the society (or -say – in any just and fair society – for a great majority of people of the society).

Here, it is worth to note that generally accepted notion of fulfilling life depends on the perception of ‘meaning of life’ (to which people within the society generally subscribe to). Thus, the ‘perception’ about ‘meaning of life’ remains at the core of the societal realm, forms the basis of decisions society collectively takes, structures paradigm and directs the shifts in paradigm of societal realm as things evolve in the world around.

It turns out that the ‘meaning of life’ itself is a matter of perception. Perception can never remain a fully objective entity. Therefore, inducing sustainable objectivity to the societal realm has to deal with a risk described as follows - as objective thoughts align in a pattern subscribing to a structure of values (paradigm) confirming to a subjective entity (‘meaning of life’). Therefore, as soon as the notion of meaning of life changes, the structure carries risk of falling apart (usually systematically but at times quite suddenly due to events in the world around) giving way to formation of new paradigm.      

Now, it is time to come back to the initial question of establishing tradition of objective validations as a normative in the social discourse. The intent is to promote a larger attention to objectivity in the society, which may surely help society in being much more committed to the truth and individuals to be more realistic in thinking. In an attempt to further understand this issue, let’s go through the following related entities: -

Society Governed by Institutions - A modern society encodes objectivity by building ecosystem of formal institutions supposed to be governed by rules confirming to objective rationality and run by committed professionals. This arrangement is generally acceptable to individuals in the society as every one cannot check every fact individually, it is considered better option to rely on institutions to verify and record what is real, true and trustworthy. Literature also supports this arrangement of institutions in shaping of society - Institutions emerge from collective social life (Émile Durkheim; The Division of Labor in Society; 1893). Institutions maintain social order (Talcott Parsons; The Social System; 1951). Institutions can be classified as formal and informal. Formal and informal institutions jointly determine governance (Douglass North; Institutions, Institutional Change and Economic Performance; 1990).

Formal institutions are state institutions. They are governed by the state and are considered powerful because the state has the legitimate power to use force for non-compliance of rules enforced by institutions.

Informal institutions are socially shared rules, usually unwritten, that are created, communicated, and enforced outside officially sanctioned channels. Informal institutions could be classified as follows depending upon how they interact with formal institutions – Complementary, Accommodating, Competing and Substitutive (Gretchen Helmke & Steven Levitsky; Informal Institutions and Democracy; 2006). Informal social organizations frequently govern alongside or instead of the state (Joel Migdal; Strong Societies and Weak States; 1988).

Institutions Governed by The State - The ecosystem of formal institutions is supposed to be centrally synchronized by a legitimate agency through exercise of power (usually political power) under an administrative framework. Generally accepted "state-centred" approach preferred by the political scientists to study political power in the modern world (largely shaped by nation-states), this agency happens to be the (formal) state usually run by a constitution.

The state and state-institutions possess their own interests, capacities, and constraints, enabling them to shape societal outcomes independently (Theda Skocpol; States and Social Revolutions; 1979). However, mostly states function in accordance with the ethos and sentiments of society. States fail when they ignore informal institutions and local knowledge (James C. Scott; Seeing Like a State; 1998).

The Academia – A Special Institution – Within the ecosystem of formal institutions, the academia consists of the global community of students, educators, and researchers engaged in higher education. It encompasses the network of universities, colleges, and research institutions dedicated to advancing knowledge, publishing scholarly work, and training the next generation of professionals.

In relation to the role of academia in establishing objective validations as normative in societies, Max Weber argued that modern societies cannot function without organized scientific institutions (Max Weber; Science as a Vocation - a classic lecture by Max Weber; 1917). Academia is a distinct social field with: its own authority, incentives, prestige, power structures and internal governance (Pierre Bourdieu; Homo Academicus; 1984).

It may be noted that scientific objectivity in academia and in research is the principle of conducting and presenting studies impartially, free from personal biases, value judgments, or preconceived notions. However, science progresses by conjectures and refutations. Truth is never finally proven (Karl Popper; The Logic of Scientific Discovery; 1934). Thus, academia is society's institutional mechanism for eliminating error, rather than certifying absolute truth.

But nobody may deny that academia has a special positioning in the ecosystem of institutions. Academia is (collectively) passionate to establish scientific objectivity (that is to work for credible authentication of factual reality for the society at large). It is entrusted to remain objective, propagate objectivity and eventually become the de-facto backbone for knowledge driven deliberations for general acceptance of thoughts in society.

The Challenge of Institutionalization - Considering the above points, the major actors to enable the establishment of tradition of giving due regards to objectivity in the social discourse are – the society (represented by it’s the formal and informal institutions), the state (controller of formal institutions) and the academia (proponent of objective thought process). Many parts of the world often face the challenge of Institutionalization of objectivity in the society despite having functioning society (through formal and informal institutions), functioning state and functioning academia.

I believe that society with its informal institutions remains at the heart of the system. Informal institutions are closest to the society (in terms of social psyche and social behavior). State institutions are farther to the society and academia are farthest to the society.

The critical role of informal institutions in governance of a society has been explored in literature. Communities can govern effectively through informal rules without relying solely on the state (Elinor Ostrom; Governing the Commons; 1990). Many governance failures arise because states simplify complex social realities and overlook informal institutions and local practical knowledge (James C. Scott; Seeing Like a State; 1998). Fukuyama argued that trust functions as an informal institution that lowers transaction costs, facilitates cooperation, and supports effective governance (Francis Fukuyama; Trust: The Social Virtues and the Creation of Prosperity; 1995). Effective states require capable bureaucracies that are simultaneously connected to societal networks (Peter Evans; Embedded Autonomy: States and Industrial Transformation; 1995). Max Weber showed in Economy and Society (1922) that authority depends on legitimacy, which is often rooted in shared beliefs and customs. Regions with stronger civic traditions and social trust had more effective governments despite sharing the same formal legal framework (Robert D. Putnam; Making Democracy Work: Civic Traditions in Modern Italy; 1993).

Individuals make a society. The self and society are co-created through interaction (George Herbert Mead; Mind, Self, and Society; 1934). This co-creation is critical to connectedness. It carries the feelings of an individual to give inputs to understanding of the society and vice-e-versa (the group understanding of the society to individual to rethink from perspective of larger context of the group). The process of interactive co-creation and re-creation of human thoughts in constant interaction with society through trusted channels (family, friends, leader, news from trusted sources, credible institutions) taking place to make sense of the events or of changes in the world around is the essence of human thought formation. The strongest civil power is vested in interactive process and trusted channel of individuals. Informal institutions are strongly bound to any society due to their participation as closest ally facilitating interactions (through first hand interactive process) of an individual and due to their credibility as being both trusted partner and trusted council in matters of individual feelings (and expression of individual feelings – many of these are deepest emotional experiences involving intricacies social relationships).

Academia may need to reshape itself to realize the articulation that academia is a promoter of credibility of objective thought, the society is an accepter of objective thought (with the intent to give objective thinking its due in deliberations and decision making), and the state is a facilitator in propagation of objective thought within the societies under its territory.

Once the academia is able to break into informal institution and become a trusted partner to an individual, dominance of academia (and objective thoughts promoted by it) will get stablished into the fabric of society. In such a situation, academia may start resembling elderly preachers of yester generations, who used to share experiences or (say) mythological stories or for that matter exchange opinions on the socio-cultural-political situations being faced in the contemporary times around the locality. Then, it may not be possible for the state and other formal institutions to influence academia in any way; instead, there will be likelihood that academia will become a social tool to assert bottom-up force on the governing state and formal institutions to keep them accountable to the society.   

The Challenges of Making Academia Relevant to Society

Having understood that academia should put efforts to engage with the society as seamlessly as informal societies do, academia has to drop elitism (accessibility to a few) and get to the ground to participate with commoners in an easy way. It has to earn credibility for its academic work  in the minds of people even without basic education. This will take literary works of academic excellence into the day-to-day discourse of commoners in the society. Academia has to take a resolve there is nothing in the world that can not be explained to a commoner in the society. It has to learn to develop dialectics in simple language and reach out to every individual in the society as per her interests and domain of relevance. It has to position itself so that it can encourage, groom and accommodate inputs from the bottom of the intellectual pyramid not merely as subjects but as active participants and prospective contributors to academic work.

In order to take this line of transformation there could be many challenges. A couple of the possible challenges are discussed as under: -

1.    Objectivity is not Absolute

2.    Autonomy of Academia

Let us try to develop an understanding on these challenges one by one.

1.    Objectivity is not absolute

Objectivity is expressed through mathematics and mathematical logics. Thus, this challenge turns out to be a challenge of completely representing any entity in terms of pure mathematics so that mathematical computations can be applied to understand the underlying rules (governing the entity). Such a representation helps in applying mathematical models of logical reasoning to build universally accepted arguments.

On many occasions, arriving at such an absolute mathematical representation is not possible and, on many occasions, absolute consistency in mathematical computation is not possible. Such limitations may arise due to limitation in mathematics to completely represent all the aspects of natural world, academia is interested in. Some of the instances on which, this limitation is experienced are briefed as under with illustrative examples: -

a.     Mathematical representation of abstract entities – All entities academia wants to study may not necessarily be discreet and measurable so as to get reliably expressed mathematically for arriving at universally accepted results. Many entities in nature are continuous in nature having limited representational prospects to get expressed in terms of discreet entities. In the study of physics, when scientists study light, to express some behaviors (properties) of light, they consider light to be consisting of discreet particles (bundles of massless energy called ‘photons’). Particle view of light explains how light interacts with matter like – say photoelectric effect. Contrary to this, some other properties of light – like (say) reflection, refraction, diffraction and interference – are explained by considering light as a wave.

b.    Dynamic characteristic of entities – Many entities keep on changing with time (and at times with place) following random patterns. Therefore, any study done on such entities remain relative to a particular time and place. Such entities are common in healthcare studies, where pathogen (germs that cause disease) change their shape and behavior to survive. Such a difference in characteristic behavior of pathogen can be observed with respect to place (locations across the globe) and time (over the period of time at a particular location). In many cases, with changing characteristics of pathogens, all related entities also change. This includes, altered life-cycle of pathogens, symptoms of associated diseases, response of pathogens to the medication or (say) binding capacity of pathogens with other pathogens and eventually to aggravate the health-related complication in the patient.

Limitations as illustrated above can be observed in almost all the other fields of studies like (say) – sociology, psychology and fine arts.

Neither objectivity nor authority is absolute; they co-evolve through institutional practices and public scrutiny. Scientific authority belongs primarily to legal-rational authority. Modern scientific objectivity becomes a source of legitimate authority (Max Weber; Economy and Society; 1922). But, scientific authority itself depends upon shared paradigms. Communities decide what counts as acceptable evidence, legitimate methods and objective knowledge. Authority therefore has a social dimension (Thomas S. Kuhn; The Structure of Scientific Revolutions; 1962). Scientific objectivity depends on institutional norms (CUDOS – Communalism, Universalism, Disinterestedness, Organized Skepticism). It is expected that legislation should protect these norms rather than dictate scientific conclusions (Robert K. Merton; The Sociology of Science; 1973).

Contrary to popular understanding that objectivity or objective reality is definite and will hold in all the circumstances. It has to be understood that the realm of objectivity keeps on expanding and updating with new findings in the on-going researches and / or with acceptance of newer standards or norms by the academia (after scientific deliberations). It may so happen that at times, newer findings validate a long-held beliefs by the society. Alternately, at times, newer finding rejects a long-held belief by the society. Even, a change in scientifically proven objective reality takes place with newer additions to the body of knowledge usually through landmark researches. The society at all levels have to be made aware about the limitation. But, at the same time, it has to be understood that every thought process including subjective schools of thoughts do share similar limitations. And, in the end, having considered all the options of available thoughts, it is up the maturity of every individual to align with any preference. So far as possible, every individual should be given the free-will to make choices on all matters that comes up in the life. Irrespective of the fact the individual freely chooses an objective explanation or a subjective explanation.

In an attempt to overcome this challenge, a class of consultants (‘academic preachers’ resembling preachers of yester generations) with expertise in implementational science be promoted to bridge the gap between objective research and real-world results. Services of such consultants should be available, accessible, effective and localized to the specific needs of individuals pertaining to any socio-cultural background across the globe. The consultants engaged for this purpose must be passionate to promote objectivity in though process of societies they serve but at the same time should not influence decisions made by people (exercising their free-will). Thus, the consultants are expected to practice core democratic values (like – (say) liberty, equality, justice, common good and diversity). Academia may be entrusted to groom these consultants, keep them connected to core-academia and with the societies and ensure the quality of delivery of consultancy.

Such an experiment with consultants can at the best only be a capacity building exercise for societies to become aware and to become awakened to give objectivity due space in thought process. In long run the ethos for objectivity has to be internalized at the core of societies. Once this internalization happens, there is a likelihood that participation and contribution of the society to academia may show upward trend. This could also pave the way for bottom-up process of knowledge flow in to the academia. Many people believe academia is dominated by an elite group having proven intellectual abilities through recorded performance at higher centers of studies (imparting formal education) and probably therefore, it is usually believed that academic knowledge flow largely takes place top to bottom.

The risks with such an experiment are - keeping the consultants disciplined and focused and, making them maintain cordial relation at a distance with some vested local political-cultural forces (which may have a tendency to minimize the impact of effort) despite diverging views. Suitable mitigation of such risks could be worked out with the support of some other socio-cultural groups interested in elevating the intellectual pursuit and intellectual capabilities of the society. To avoid any dispute in monetary terms, the advisory by consultants may only be on demand and vocational (without any associated fee) in nature and, may exclude direct suggestions on investment decisions, direct legal advice or direct advice related to fund raising and to direct business decision making. Further, it should be assured that being promoters of objectivity should not mean not having regards for subjective preference of individuals based on their personally held beliefs or collectively held faith or (say) culturally held traditions. I believe that keeping an individual informed with facts, figures and possibilities is fine but encroaching into the arena of individual dignity, personal freedom or into the arena of exercise of free-will by the individual be strictly discouraged in all civilized societies.

2.    Autonomy of Academia

Institutions are controlled by following two instruments: -

1.    Administrative power – control through authority, rules, appointments, bureaucracy, procedures, regulation, licensing, accreditation, and oversight.

2.    Financial power – control through budgets, funding, taxation, grants, procurement, salaries, incentives, and resource allocation.

Scientific institutions exercise administrative control through: peer review, editorial decisions, tenure and promotion and professional norms. And, the financial control operates through: research grants, laboratory funding, scholarships and institutional budgets. The integrity of science depends on preventing these controls from overriding scientific norms such as universalism and organized skepticism. (Robert K. Merton; The Sociology of Science; 1973)

Institutional power naturally concentrates over time (Robert Michels; Political Parties; 1911). So, both the above-mentioned powers (controls) get converged (mostly) tilting towards financial power. It is therefore argued amongst intellectual community how should the academia be funded?

In brief, the debate is about the classification of education (academia) as a public good or a private good (a commodity). Public goods are understood the best case for public funding (by state) and private goods make best case for private funding (usually through market economy). When it comes to education, it can be interpreted as being a public good or being a private good based on subjective meanings and on different contexts. (for more details may refer section – 4 of the following blogpost - Sane Blogger: The Education System: A Social Construction of Economic Significance)

Academic freedom of research highlights concerns that heavy dependence on public funding may create pressure—whether direct or indirect—to conform to prevailing political priorities (Robert M. O'Neil; Academic Freedom in the Wired World; 2008). Public funding systems can unintentionally reinforce cumulative advantage to certain preferences (Robert K. Merton; Matthew Effect - The Sociology of Science; 1973).

The Treason of the Intellectuals (French: La Trahison des Clercs) by Julien Benda (1927) is one of the most influential works of twentieth-century political and intellectual history. It is widely regarded as the foundational critique of the politicization of intellectual life and remains a key reference in debates about academic independence, public intellectuals, and the role of truth in society.

Universities increasingly behave like market actors by competing for: corporate funding, patents, consulting income and tuition revenue (Sheila Slaughter & Larry L. Leslie; Academic Capitalism; 1997). Education is viewed as an investment that increases: productivity, earnings and economic growth (Gary Becker; Human Capital; 1964)

Geiger showed that both public and private funding influence: disciplinary development, research priorities and institutional specialization. (Roger L. Geiger; Research and Relevant Knowledge; 1993)

Thus, it is observed that public and private funding of academia have their own set of problems. However, in most places across the globe the academia is funded by both public and private entities in different proportions.

Open Education explores models in which educational resources are financed through combinations of donations, philanthropy, institutional support, and volunteer contributions.

Crowd funding is another possibility gaining popularity these days. Even though this method of funding has not been tested so far at a scale for such a critical purpose like academia / education; this method could be tried at a limited scale as an experiment. It may be interesting to see whether this mechanism sustains and succeeds as a viable option to traditional ways of fundings. If it succeeds, it may be further interesting to assess whether academia gets better in terms of autonomy. Literature suggests that crowdfunding often succeeds when researchers: communicate clearly, engage the public, demonstrate social relevance and build trust. Success depends as much on communication as on scientific quality (Julie Hui & Elizabeth Gerber; "Crowdfunding Science"; 2015).

With the above discussions, I believe that following possibilities could be helpful for allowing much more autonomy of academia: -

1.    Crowd funding of education may be explored in such a way that funder’s identity remains anonymous.

2.    Global fraternity of academia interconnected as a chain of hierarchical organizations functioning as centre of excellence can be envisaged. Presently also, such an arrangement seems to exist in an informal way, which can be formalized. The mission of the fraternity may be to function as a body of knowledge for the world and to function as an agency dedicated to revolutionize societies to give due consideration to objectivity in thoughts. The apex body running such a fraternity may have representations from all the countries across the globe.  

Let us end the blogpost in the same fashion as we started:

The spirit of freedom can prevail only to the extent the spirit of dignity prevails in the society. The spirit of dignity can prevail only to the extent the spirit of sensibility prevails in the society. The spirit of sensibility can prevail only to the extent the spirit of truth prevails in the society.

 

Blogpost Disclaimer – All the literature review in this blogpost has been done using AI (ChatGPT).

 

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Sunday, May 17, 2026

5 Step Process to Facilitate Negotiation Among Multiple Stakeholders

 

(Reference - CHATGPT generated on 17MAY26 with ref - c0f12eab-e4c0-47d7-bfbf-9ccd72452b0e)

In this blog-post, an attempt is made to present a negotiation-cycle comprising of following steps: -

Initial State à Negotiation à Agreement à Execution à Final State

The negotiation step in this negotiation cycle is further represented through following 5 step negotiation process: -

Clarity à Trust à Risks à Conflicts à Convergence

The purpose is to present a possible process to negotiators dealing multiple stakeholders.  

(1)   

The Negotiation Cycle

Negotiation happens in many areas of life, such as business deals, workplace discussions, conflict resolution, and even everyday situations like deciding plans with friends. But, what exactly negotiation means?

“Negotiation is the process by which parties bargain in an effort to reach an agreement. Parties often negotiate the terms of a contract before entering into it.” (Ref – Cornell Law School)

We will assume that a negotiation is a structured process of communication and bargaining between two or more parties intended to reach a mutually acceptable commercial or legal agreement regarding rights, obligations, or transactions.

Let us go deeper and try to build an understanding on negotiation. Elaborating on the above definition, it may be reasonable to assume that negotiation happens to reach from an “Initial State” to an agreed “Final State” following the steps given as under: -

Initial State (Pre-Negotiation Arrangement) à Negotiation (amongst Stakeholders) à (Binding) Agreement à Execution (of Agreement) à Final State (Post Agreement Arrangement)

We may call this as Negotiation Cycle and can be represented as following 5 steps: -

Initial State à Negotiation à Agreement à Execution à Final State

The initial state is the given (AS-IS) scenario. Usually there are problems in the initial state and negotiation takes place to solve the problems by executing a mutually agreed agreement to reach a final state (TO-BE). This final state is expected to solve the problems (which were being faced when at the initial state).  

In the next section, we will dig deeper into a possible process any negotiator may consider to bring all the stakeholders to negotiate and converge to an agreement.


                                                                 (2)

The 5 Step Negotiation Process in Reference to Negotiation Cycle

In this section, we attempt to develop step by step process to help professional (and non-professional) negotiators, while conducting negotiations amongst stakeholders. This process is executed under "Negotiation" step in the Negotiation Cycle. We may call this process as Negotiation Process and the steps in the process are as under: -

Clarity à Trust à Risks à Conflicts à Convergence

 These steps are explained under the following points: -


1.    Clarity and Conviction for Intended Benefits (Clarity)

A negotiator must be convinced that there is a merit in reaching Final State from Initial State in the Negotiation Cycle. So, to say, that the transformation (reaching from Initial State to Final State and sustaining at the Final State), which is brought about by the transition (executing a binding agreement) has an advantage (which can also be considered as solving problems being faced in Initial State). The endeavour to go through the Negotiation Cycle is the motivation to reach position of advantage and benefit out of it. The promise of this motivation is expected to foster and to bind the agreement amongst the stakeholders.

Thus, a negotiator must first get a thorough understanding on the mechanics of operations in the Initial-State to the mechanics of operations in the Final-State and more importantly sustainability of Final-State to produce intended advantage for the stakeholders.

This clarity is most important as a negotiator needs to be perceived as convincing, credible and knowledgeable expert, who supports stakeholders taking positions in the interest of transformative advantage without any other motive.

Initially the negotiator may present the idea in letter and in spirit that fuels the efforts to traverse the Negotiation Cycle. All the queries, confusions and information relevant to stakeholders be addressed at this step.

 

2.    Mutual Trust and Intent to Execute (Trust)

Once things look clear to the stakeholders, trust is the next important factor to take the negotiation forward.

The output of negotiation is agreement amongst stakeholders (as per Negotiation Cycle). This is followed by execution than to reaching the Final-State and eventually to reaping the outcome in terms of sustaining at Final-State for perceived advantage.

In this process, assurance of holding-on to the agreed positions in the agreement by stakeholders and going ahead keeping commitment to play respective part during the execution are the two major apprehensions a negotiator has to deal with during any negotiation. Further, keeping all the stakeholders convinced that execution will continuously be focused on achievement of outcome could be challenging.

Trust amongst stakeholders keep the negotiation engaged towards a prospective agreement. Developing mutual trust amongst the stakeholders is a subjective matter and may greatly get influenced by socio-cultural norms or impactful legal dispute resolution system in place.

However, a negotiator may assess the stakeholders for any issue with trusting fellow stakeholders or the viability of proposed benefits in the end of the Negotiation Cycle. All the possible efforts for alignment must be done at this stage. In case, it is observed that there is an extremely vulnerable stakeholder (with respect to issues pertaining to trust), the negotiator may try to build address concerns of this stakeholder with others in a consensual way.

Sometimes, a possibility of introducing a mechanism for compensation to extremely vulnerable or risk averse stakeholders in case of unforeseen circumstances can be helpful.

 

3.    Articulation of Ground Realities and Realistic Prospects with a Neutral Position (Risks)

Once clarity on negotiation cycle and mutual trust has been achieved it is worth deliberating on execution (as per negotiation cycle) and executional risks.

The proposition of benefits of transformation looks promising but the ground realities to reach to a position to reap the benefits are often grounded on rough realities coupled with unforeseen risks hidden in futuristic promises.

A negotiator may maintain information symmetry and neutral position in articulating the risks associated with the agreement, execution plan, sustainability of Final-State and with reaping the benefits (through the advantages achieved after reaching to Final-State).

Mitigation to known risks be allowed to be part of negotiation discussions.  To address unknown risks, agreement on guiding principles be finalized so that in case of occurrence of such unknown risks, a resolution be achieved with minimal conflicts amongst the stakeholders.

A transparent monitoring plan with options to renegotiate in certain circumstances (like – situation get unfair to any stakeholder with respect to spirit of the initial agreement) could be helpful. A communication plan tuned to the monitoring plan also helps in keeping stakeholders adequately informed with the proceedings and guide them with possibilities in foreseeable future.

 

4.    Reduce Differences to Core Conflicts and map them to Vested Interests (Conflicts)

Once the deliberations on execution and executional risks have been rigorously conducted, the entire negotiation cycle is expected to be crystal clear to all the stakeholders. Probably, this is good time to start understanding the differences amongst the stakeholders.

Differences are natural and more so when stakes are high on an endeavour. Differences amongst stakeholders may be reflection of underlying conflicts. Therefore, a negotiator may try reductional approach to breakdown differences to lesser numbers of conflicts and conflicts to still fewer numbers of core conflicts.

Core conflicts can be understood in terms of vested interests. The negotiator may decode the core conflicts and objectively link them to vested interests but may refrain from any attachment to the interests of stakeholder. It is better to remain at a distance and illustrate the facts in polite, firms and indifferent way. The negotiator be seen as solely concerned about the achievement of intended benefits by making the agreement to happen with mutual consensus.

While understanding the vested interests and working towards resolution be left to the stakeholders themselves, a negotiator may try to help in rational understanding of interests and related consequences to the larger objective of the negotiation cycle. Illustrations on how competitive interests can be made collaborative and how to shift attitude towards interests from compromising to accommodative could present helpful guidance.   

 

5.    Allow Deliberations to Foster an Agreement (Convergence)

Having elaborated on clarity, trust, risks and major areas of conflicts with utmost honesty and complete fairness, a negotiator has set the stage for open discussions, debate and deliberations amongst the stakeholders to converge at in-principle agreement.

By now, all the stakeholders can see through the end-to-end negotiation cycle with clarity and understand the dynamics of negotiation cycle with the help of above-mentioned negotiation steps. They have developed a thorough understanding of core conflicts arising from vested interests (or interest groups). Thus, they are well prepared to bid for investment, positions and stakes in the endeavour.

In this stage stakeholders conduct give and take of vested interests to manage conflicts, dissolve differences and eventually come to a broad stake holding arrangements with an outline of roles, responsibilities and duties to be performed for realization of promise of transformation the negotiation cycle proposes.

It is not unlikely that power dynamics and social positioning may have had influence in resolution of vested interests, stake-holding pattern and conditions of the agreement. Sometimes, these factors may have shaped the agreement in such a way, which may not be in the best interest of outcomes of the exercise being undertaken though the negotiation cycle or even may not be as per the prevailing notion of justice. However, in the capacity of a negotiator, it is better to ignore such aspects leaving them to be handled by the society at large.  

Once an in-principle agreement has been reached amongst the stakeholders with broad agreement on conditions, provisions and schedules of the agreement, a draft agreement with finer details be prepared (with due consideration to legal, commercial, social aspects) and put-up for formal approval by stakeholders after following the due process.



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Saturday, December 20, 2025

How to Write a Better Functional Requirements Document?

 

 

(Image Reference  Image created using AI through ChatGPT) 


Unaddressed gaps in functional requirement document is one of the most common causes for failed IT (Information Technology) projects (intended for Strategic Business Transformation). In this blogpost, I have tried to highlight some points, which (if given consideration) may help in improving capture and documentation of requirements for any major IT project. These are: -

1. Story of Transformation is more about the Organization and less about the Technology - "Information Technology" implements “Information Management” as per "Information Design" for any organization. Therefore, it may be noted that clarity in organizational information design and in execution of this design (through information management) are more important than underlying technology (which is merely a tool to implement design through electronic means).

2. An Organization is a System of Systems - It may be helpful to express an organization as an institutionalized entity having responsibility of pre-defined work to deliver (tasks with activities) with the help of an organizational structure (organizational chart of designated officials with respective responsibilities and associated authorities) and a set of governing rules (for systematic operation of organization to deliver work with institutional obligation to remain just, fair and transparent in conduct). Thus, an organization may be viewed as a system having dependencies on many (sub) systems.

3. Understanding the Information Design behind Organizational Practice of Information Management - Information Design within an organization could be viewed as a template for rule-based exchange of information across the organizational structure intended to operationalize delivery of work (as expected from the organization). Implementation of information design through information management allows administration of information in such a way that appropriate and authentic information is available within the organization in timely manner.

4. Information Management is a Specialized and Critical Service to drive Organizational Operations - Success of a "Functional Requirement" document lies in representing information management as a structured entity logically connected with organizational workflows, which are executed by officiating officials (human resources working as per (usually) hierarchical roles with defined authorities and responsibilities). Thus, information is serviced to facilitate organization (through underneath organizational structure) to work in accordance with the needs of intended objectives.

5. Three Aspects to Organizational Information - Three broad aspects of information management within an organization could be considered as - information capture, information flow and information storage.

6. Objectivity on Transformative Information Technology Project is Important – Since any transformative information technology project is essentially an organizational endeavour to change organizational Information Design (usually) to support a mid-to-long term strategy (targeted at operational changes with the motive of business prospects), it is important to have objectivity embedded in the design of such a project.

It could be helpful to develop a ‘Mission Paper’ (usually aligned to Organizational Vision) on Strategic Organizational Transformation (including Strategy, Feasibility, AS-IS & TO-BE Guidance) to make the objectives of endeavour clear, precise, tractable and measurable. The ‘Mission Paper’ could become input to project charter for the associated transformative project(s).

7. Assess the Need for Engaging Workforce on Transformational Endeavours – Try to assess understanding and existing capacity of the workforce to take-on the transformational journey. Give heed to needs to educate end-users and to bring them onboard into the project so that they get actively engaged to become prospective performers in the TO-BE scenario implementation. Accommodate requirements for holding sensitization sessions and discussion sessions with end-users to build internal consensus on upcoming change. Precise understanding of AS-IS Scenario & TO-BE Scenario (with respect to work, structure, rules and information management) and understanding of intended organizational benefits to get intended strategic benefits out of transformational endeavour engages the workforce and at the same time wins credibility and trust of senior management in the eyes of workforce.

8. Traverse all the Actors and Paths in Work-Flow and associated Processes – Try to design Work-Flow for every entity (actor) under organizational structure taking TO-BE Scenario in consideration (also include actors at interfaces to the organization – (say) stakeholders outside the organization - like customers / suppliers / prospective-candidates interested in joining the organization / partner-institutions to an organization). Traverse all the possible paths in every workflow. Diagrammatically represent Workflows precisely highlighting the most important paths critical to delivery of prime responsibility of the organization and highlighting associated paths addressing quality concerns of the most important path(s).

9. Design of Wireframes Helps – With agreed workflows as input, designing wireframes to ensure UI / UX (User Interface and User Experience) helps reducing any confusion, any apprehension or any operational concerns in the minds of user community (while operating under TO-BE scenario). Expectations from new applications in the minds of decision makers also gets a reality check while traversing through TO-BE wireframes. With approved wireframes the application development team also feel confident about clarity of requirements.

10. Include Monitoring and Control of Information under TO-BE Scenario – It is good to incorporate requirements for monitoring and control of information. While designing an Information-Management system including reliable information capture, logical information flow, modular information storage requirements incorporating authorized accessibility of organizational information are important but monitoring organizational information for availability, accuracy, completeness and with prompts for finding related information (or provision for knowledge management) is equally important.

11. Keep in Perspective the Next Steps to follow after the Requirement Document – It is advisable to not to lose the sight of end-to-end project while doing capture of requirements. It is much better to keep the other teams and stakeholders on-boarded with the proceedings during the capture of requirements.

Some expected upcoming activities after ‘Requirements Document’ could be: -

a.     Technology Design to support finalized UI-UX design. Technology Design may include: -

                                i.     Database Design

                              ii.     Application Design (Development of Forms & Reports, Incorporation of Business Logic - for Business Operations and Business Analysis)

                            iii.     Technical Architecture (Platform - Technology Stack, Integration, AI Tools, Database Implementation).

                            iv.     IT Infrastructure and Connectivity Requirements.

                              v.     IT Governance (including - Data Retention Policy, Security Policy and Certifications, Quality and SLA, Operation and Maintenance).

b.    Cost Estimation: -

                                i.     Make or Buy / Develop or Customize considerations

                              ii.     Procurement and Operationalization costs

                            iii.     Continuous Business Support (Operation and Maintenance) for a suitable period of time.


           

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The above-mentioned points relate to a view of system design for an organization. In a way this section is an attempt to present a context to above jotting and may be considered as an appendix to the blog-post.

 

System Design – Some Points to Consider

Designing an appropriate system tuned to cater to needs of an organization in effective and efficient manner could be complex task requiring collaboration with experts from technology and from sector / domain.

There may not be a general rule to do the design. However, the following points may be helpful. These are just a rough personal jotting for illustration purposes only. This is broadly a sketch that comes to my mind, whenever I have to deal with system design for an organization.

1.     Objective(s) of an organization

2.     Constitutional, Legal and Commercial obligations to the Organization

3.     Organizational Execution Strategy and Plan (to meet the objectives)

4.     Supporting Functions to Facilitate Organizational Execution

5.     Design of an Organization

a.     Structure

b.     Command Chain & Span of Control

6.     Functional Design

a.     Rules to execute and run the organization (Procedures)

b.     Authority and Responsibilities / Duties

c.     Command Chain and Span of Control

d.     Assets, Resources and Ownership

e.     Checks and Balances

f.      Organizational Work-Flow (Component Wise Orchestration of Execution Components)

7.     Information Design

a.     Information - a non-tangible asset to the organization

b.     Work-Flow - Execution performed under Organizational and Functional Design

c.     Information Dynamics - Information Capture, Information Flow & Information Processing to support the Work-Flow

d.     Information Classification and Information Authorization for executing the Work-Flow

                                                    i.     Rule driven Possession and Access of Information as per Organizational Structure and Command Chain

e.     Information Assurance (Controls for Accuracy and Integrity)

8.     Information System Design

a.     Automation Requirements for Efficient Execution (Strategy)

b.     Operational Requirements for Effective Automation

c.     Service Design (connecting people-props-process through modular access to (say) information capture (forms) and information analysis (reports)) to cater to Operational Requirements

d.     Provisioning of Services in accordance with Service Design through Technology

9.     Information Technology Design - Technology Selection as a Solution to Services to be Provisioned to cater to Operational requirements of the Organization

a.     Technology Architecture (usually presented in Component Wise View) - Operational Design optimized to efficient use of available resources keeping in view the long-term Information Technology Strategy of an organization – This may include considerations in terms of

                                                    i.     System Distribution (say - Monolithic / Microservices)

                                                  ii.     System Scalability

                                                 iii.     System Availability

                                                 iv.     System Quality and Quality Attributes

                                                  v.     System Upgradation and Support Requirements

                                                 vi.     Interaction of System with external Heterogenous Systems

                                               vii.     Support for Protocols and Stacks

                                             viii.     Support for interfaces (Mobile, Web)

                                                 ix.     Support for enhancements (AI, Data Analytics

                                                  x.     Access to External Data in different formats

                                                 xi.     Communication across Components

                                               xii.     System Health Monitoring and Control

                                             xiii.     Back-Up and Recovery Mechanism

                                             xiv.     Disaster Recovery

b.     Design of Applications (to cater to service design)

c.     Application Stack Selection (operationalization, compatibility, cost and maintainability)

d.     Design of Databases (requirements of data and transactional characteristics of operations)

10. Information Technology Infrastructure Design – Electronic Infrastructure to support Technology Design

a.     Servers and Storage Arrangements (On-Premises / Cloud / Virtualization / Containerization)

b.     Sizing of Servers / Storage and Scalability

c.     Requirements of Processing (Speed, Distribution)

d.     Network Requirements

 

 

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