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Tuesday, January 23, 2018

What Makes Work Meaningful — Or Meaningless 01-23






Meaningful work is something we all want. The psychiatrist Viktor Frankl famously described how the innate human quest for meaning is so strong that, even in the direst circumstances, people seek out their purpose in life. More recently, researchers have shown meaningfulness to be more important to employees than any other aspect of work, including pay and rewards, opportunities for promotion, or working conditions. Meaningful work can be highly motivational, leading to improved performance, commitment, and satisfaction. But, so far, surprisingly little research has explored where and how people find their work meaningful and the role that leaders can play in this process.

We interviewed 135 people working in 10 very different occupations and asked them to tell us stories about incidents or times when they found their work to be meaningful and, conversely, times when they asked themselves, “What’s the point of doing this job?” We expected to find that meaningfulness would be similar to other work-related attitudes, such as engagement or commitment, in that it would arise purely in response to situations within the work environment.

However, we found that, unlike these other attitudes, meaningfulness tended to be intensely personal and individual; it was often revealed to employees as they reflected on their work and its wider contribution to society in ways that mattered to them as individuals. People tended to speak of their work as meaningful in relation to thoughts or memories of significant family members such as parents or children, bridging the gap between work and the personal realm. We also expected meaningfulness to be a relatively enduring state of mind experienced by individuals toward their work; instead, our interviewees talked of unplanned or unexpected moments during which they found their work deeply meaningful.

We were anticipating that our data would show that the meaningfulness experienced by employees in relation to their work was clearly associated with actions taken by managers, such that, for example, transformational leaders would have followers who found their work meaningful, whereas transactional leaders would not. Instead, our research showed that quality of leadership received virtually no mention when people described meaningful moments at work, but poor management was the top destroyer of meaningfulness.

We also expected to find a clear link between the factors that drove up levels of meaningfulness and those that eroded them. Instead, we found that meaningfulness appeared to be driven up and decreased by different factors. Whereas our interviewees tended to find meaningfulness for themselves rather than it being mandated by their managers, we discovered that if employers want to destroy that sense of meaningfulness, that was far more easily achieved. The feeling of “Why am I bothering to do this?” strikes people the instant a meaningless moment arises, and it strikes people hard. If meaningfulness is a delicate flower that requires careful nurturing, think of someone trampling over that flower in a pair of steel-toed boots. Avoiding the destruction of meaning while nurturing an ecosystem generative of feelings of meaningfulness emerged as the key leadership challenge.

About the Research

Meaningful work is a topic that is receiving increased attention. However, relatively little empirical research investigates in depth what meaningful work actually means to individuals. To address this, we undertook an extensive review of the literature on meaningful work from various fields, including psychology, management studies, sociology, and ethics. Drawing on these findings, we defined meaningful work as arising “when an individual perceives an authentic connection between work and a broader transcendent life purpose beyond the self.”

To conduct our research, we wanted to garner insights from people in a wide range of work situations. We interviewed 135 individuals in 10 very different occupations and asked them about times when they found their work meaningful or meaningless. The occupational groups we studied were: retail assistants, priests from various denominations, artists (including musicians, writers, and actors), lawyers, academics from science disciplines, entrepreneurs who had started their own business, nurses in an acute care hospital, soldiers, conservation stonemasons who were working on the preservation of an ancient cathedral, and garbage collectors. All data were collected in the U.K. We transcribed the interviews and coded them by theme to uncover patterns in how people view their work.

The Five Qualities of Meaningful Work

Our research aimed to uncover how and why people find their work meaningful. (See “About the Research.”) For our interviewees, meaningfulness, perhaps unsurprisingly, was often associated with a sense of pride and achievement at a job well done, whether they were professionals or manual workers. Those who could see that they had fulfilled their potential, or who found their work creative, absorbing, and interesting, tended to perceive their work as more meaningful than others. Equally, receiving praise, recognition, or acknowledgment from others mattered a great deal. These factors alone were not enough to render work meaningful, however. Our study also revealed five unexpected features of meaningful work; in these, we find clues that might explain the fragile and intangible nature of meaningfulness.

1. Self-Transcendent

Individuals tended to experience their work as meaningful when it mattered to others more than just to themselves. In this way, meaningful work is self-transcendent. Although it is not a well-known fact, the famous motivation theorist Abraham Maslow positioned self-transcendence at the apex of his pyramid of human motivation, situating it beyond even self-actualization in importance. People did not just talk about themselves when they talked about meaningful work; they talked about the impact or relevance their work had for other individuals, groups, or the wider environment. For example, a garbage collector explained how he found his work meaningful at the “tipping point” at the end of the day when refuse was sent to recycling. This was the time he could see how his work contributed to creating a clean environment for his grandchildren and for future generations. An academic described how she found her work meaningful when she saw her students graduate at the commencement ceremony, a tangible sign of how her own hard work had helped others succeed. A priest talked about the uplifting and inspiring experience of bringing an entire community together around the common goal of a church restoration project.

2. Poignant

The experience of meaningful work can be poignant rather than purely euphoric. People often found their work to be full of meaning at moments associated with mixed, uncomfortable, or even painful thoughts and feelings, not just a sense of unalloyed joy and happiness. People often cried in our interviews when they talked about the times when they found their work meaningful. The current emphasis on positive psychology has led us to focus on trying to make employees happy, engaged, and enthused throughout the working day. Psychologist Barbara Held refers to the current pressure to “accentuate the positive” as the “tyranny of the positive attitude.” Traditionally, meaningfulness has been linked with such positive attributes.

Our research suggests that, contrary to what we may have thought, meaningfulness is not always a positive experience. In fact, those moments when people found their work meaningful tended to be far richer and more challenging than times when they felt simply motivated, engaged, or happy. The most vivid examples of this came from nurses who described moments of profound meaningfulness when they were able to use their professional skills and knowledge to ease the passing of patients at the end of their lives. Lawyers often talked about working hard for extended periods, sometimes years, for their clients and winning cases that led to life-changing outcomes. Participants in several of the occupational groups found moments of meaningfulness when they had triumphed in difficult circumstances or had solved a complex, intractable problem. The experience of coping with these challenging conditions led to a sense of meaningfulness far greater than they would have experienced dealing with straightforward, everyday situations.

3. Episodic

A sense of meaningfulness arose in an episodic rather than a sustained way. It seemed that no one could find their work consistently meaningful, but rather that an awareness that work was meaningful arose at peak times that were generative of strong experiences. For example, a university professor talked of the euphoric experience of feeling “like a rock star” at the end of a successful lecture. One actor we spoke to summed this feeling up well: “My God, I’m actually doing what I dreamt I could do; that’s kind of amazing.” Clearly, sentiments such as these are not sustainable over the course of even one single working day, let alone a longer period, but rather come and go over one’s working life, perhaps rarely arising. Nevertheless, these peak experiences have a profound effect on individuals, are highly memorable, and become part of their life narratives.

Meaningful moments such as these were not forced or managed. Only in a few instances did people tell us that an awareness of their work as meaningful arose directly through the actions of organizational leaders or managers. Conservation stonemasons talked of the significance of carving their “banker’s mark” or mason’s signature into the stone before it was placed into a cathedral structure, knowing that the stone might be uncovered hundreds of years in the future by another mason who would recognize the work as theirs.

They felt they were “part of history.” One soldier described how he realized how meaningful his work was when he reflected on his quick thinking in setting off the warning sirens in a combat situation, ensuring that no one at the camp was injured in the ensuing rocket attack. Sales assistants talked about times when they were able to help others, such as an occasion when a customer passed out in one store and the clerk was able to support her until she regained consciousness. Memorable moments such as these contain high levels of emotion and personal relevance, and thus become redolent of the symbolic meaningfulness of work.

4. Reflective

In the instances cited above, it was often only when we asked the interviewees to recount a time when they found their work meaningful that they developed a conscious awareness of the significance of these experiences. Meaningfulness was rarely experienced in the moment, but rather in retrospect and on reflection when people were able to see their completed work and make connections between their achievements and a wider sense of life meaning.

One of the entrepreneurs we interviewed talked about the time when he was switching the lights out after his company’s Christmas party and paused to reflect back over the year on what he and his employees had achieved together. Garbage collectors explained how they were able to find their work meaningful when they finished cleaning a street and stopped to look back at their work. In doing this, they reflected on how the tangible work of street sweeping contributed to the cleanliness of the environment as a whole. One academic talked about research he had done for many years that seemed fairly meaningless at the time, but 20 years later provided the technological solution for touch-screen technology.

The experience of meaningfulness is therefore often a thoughtful, retrospective act rather than just a spontaneous emotional response in the moment, although people may be aware of a rush of good feelings at the time. You are unlikely to witness someone talking about how meaningful they find their job during their working day. For most of the people we spoke to, the discussions we had about meaningful work were the first time they had ever talked about these experiences.

5. Personal

Other feelings about work, such as engagement or satisfaction, tend to be just that: feelings about work. Work that is meaningful, on the other hand, is often understood by people not just in the context of their work but also in the wider context of their personal life experiences. We found that managers and even organizations actually mattered relatively little at these times. One musician described his profound sense of meaningfulness when his father attended a performance of his for the first time and finally came to appreciate and understand the musician’s work. A priest was able to find a sense of meaning in her work when she could relate the harrowing personal experiences of a member of her congregation to her own life events, and used that understanding to help and support her congregant at a time of personal tragedy.

An entrepreneur’s motivation to start his own business included the desire to make his grandfather proud of him. The customary dinner held to mark the end of a soldier’s service became imbued with meaning for one soldier because it was shared with family members who were there to hear her army stories. One lawyer described how she found her work meaningful when her services were recommended by friends and family and she felt trusted and valued in both spheres of her life. A garbage collector described the time when the community’s water supply became contaminated and he was asked to work on distributing water to local residents; that was meaningful, as he could see how he was helping vulnerable neighbors.

Moments of especially profound meaningfulness arose when these experiences coalesced with the sense of a job well done, one recognized and appreciated by others. One example of many came from a conservation stonemason who described how his work became most meaningful to him when the restoration of a section of the cathedral he had been working on for years was unveiled, the drapes and scaffolding withdrawn, and the work of the craftsmen celebrated. This event involved all the masons and other trades such as carpenters and glaziers, as well as the cathedral’s religious leaders, members of the public, and local dignitaries. “Everyone goes, ‘Doesn’t it look amazing?’” he said. “That’s the moment you realize you’ve saved something and ensured its future; you’ve given part of the cathedral back to the local community.”

These particular features of meaningful work suggest that the organizational task of helping people find meaning in their work is complex and profound, going far beyond the relative superficialities of satisfaction or engagement — and almost never related to one’s employer or manager.

Meaninglessness: The Seven Deadly Sins

What factors serve to destroy the fragile sense of meaningfulness that individuals find in their work? Interestingly, the factors that seem to drive a sense of meaninglessness and futility around work were very different from those associated with meaningfulness. The experiences that actively led people to ask, “Why am I doing this?” were generally a function of how people were treated by managers and leaders. Interviewees noted seven things that leaders did to create a feeling of meaninglessness (listed in order from most to least grievous).

1. Disconnect people from their values. Although individuals did not talk much about value congruence as a promoter of meaningfulness, they often talked about a disconnect between their own values and those of their employer or work group as the major cause of a sense of futility and meaninglessness. This issue was raised most frequently as a source of meaninglessness in work. A recurring theme was the tension between an organizational focus on the bottom line and the individual’s focus on the quality or professionalism of work. One stonemason commented that he found the organization’s focus on cost “deeply depressing.”

Academics spoke of their administrations being most interested in profits and the avoidance of litigation, instead of intellectual integrity and the provision of the best possible education. Nurses spoke despairingly of being forced to send patients home before they were ready in order to free up bed space. Lawyers talked of a focus on profits rather than on helping clients.

2. Take your employees for granted. Lack of recognition for hard work by organizational leaders was frequently cited as invoking a feeling of pointlessness. Academics talked about department heads who didn’t acknowledge their research or teaching successes; sales assistants and priests talked of bosses who did not thank them for taking on additional work. A stonemason described the way managers would not even say “good morning” to him, and lawyers described how, despite putting in extremely long hours, they were still criticized for not moving through their work quickly enough. Feeling unrecognized, unacknowledged, and unappreciated by line or senior managers was often cited in the interviews as a major reason people found their work pointless.

3. Give people pointless work to do. We found that individuals had a strong sense of what their job should involve and how they should be spending their time, and that a feeling of meaninglessness arose when they were required to perform tasks that did not fit that sense. Nurses, academics, artists, and clergy all cited bureaucratic tasks and form filling not directly related to their core purpose as a source of futility and pointlessness. Stonemasons and retail assistants cited poorly planned projects where they were left to “pick up the pieces” by senior managers. A retail assistant described the pointless task of changing the shop layout one week on instructions from the head office, only to be told to change it back again a week later.

4. Treat people unfairly. Unfairness and injustice can make work feel meaningless. Forms of unfairness ranged from distributive injustices, such as one stonemason who was told he could not have a pay raise for several years due to a shortage of money but saw his colleague being given a raise, to freelance musicians being asked to write a film score without payment. Procedural injustices included bullying and lack of opportunities for career progression.

5. Override people’s better judgment. Quite often, a sense of meaninglessness was connected with a feeling of disempowerment or disenfranchisement over how work was done. One nurse, for example, described how a senior colleague required her to perform a medical intervention that was not procedurally correct, and how she felt obliged to complete this even against her better judgment. Lawyers talked of being forced to cut corners to finish cases quickly. Stonemasons described how being forced to “hurry up” using modern tools and techniques went against their sense of historic craft practices. One priest summed up the role of the manager by saying, “People can feel empowered or disempowered by the way you run things.” When people felt they were not being listened to, that their opinions and experience did not count, or that they could not have a voice, then they were more likely to find their work meaningless.

6. Disconnect people from supportive relationships. Feelings of isolation or marginalization at work were linked with meaninglessness. This could occur through deliberate ostracism on the part of managers, or just through feeling disconnected from coworkers and teams. Most interviewees talked of the importance of camaraderie and relations with coworkers for their sense of meaningfulness. Entrepreneurs talked about their sense of loneliness and meaninglessness during the startup phase of their business, and the growing sense of meaningfulness that arose as the business developed and involved more people with whom they could share the successes. Creative artists spoke of times when they were unable to reach out to an audience through their art as times of profound meaninglessness.

7. Put people at risk of physical or emotional harm. Many jobs entail physical or emotional risks, and those taking on this kind of work generally appreciate and understand the choices they have made. However, unnecessaryem> exposure to risk was associated with lost meaningfulness. Nurses cited feelings of vulnerability when left alone with aggressive patients; garbage collectors talked of avoidable accidents they had experienced at work; and soldiers described exposure to extreme weather conditions without the appropriate gear.

These seven destroyers emerged as highly damaging to an individual’s sense of his or her work as meaningful. When several of these factors were present, meaningfulness was considerably lower.

Cultivating an Ecosystem For Meaningfulness

In the 1960s, Frederick Herzberg showed that the factors that give rise to a sense of job satisfaction are not the same as those that lead to feelings of dissatisfaction. It seems that something similar is true for meaningfulness. Our research shows that meaningfulness is largely something that individuals find for themselves in their work, but meaninglessness is something that organizations and leaders can actively cause. Clearly, the first challenge to building a satisfied workforce is to avoid the seven deadly sins that drive up levels of meaninglessness.

Given that meaningfulness is such an intensely personal and individual experience that is interpreted by individuals in the context of their wider lives, can organizations create an environment that cultivates high levels of meaningfulness? The key to meaningful work is to create an ecosystem that encourages people to thrive. As other scholars have argued, efforts to control and proscribe the meaningfulness that individuals inherently find in their work can paradoxically lead to its loss.
Our interviews and a wider reading of the literature on meaningfulness point to four elements that organizations can address that will help foster an integrated sense of holistic meaningfulness for individual employees. (See “The Elements of a Meaningfulness Ecosystem.”)




The Elements of a Meaningfulness Ecosystem

Individuals can derive meaning from their job, from particular tasks in their work, from interactions with others, or from the purpose of the organization. Although it is possible for someone to describe meaningfulness at work in terms of just one of the four elements, meaningfulness is enriched when more than one is present in a job, and these four elements can combine to enable a state of holistic meaningfulness.

1. Organizational Meaningfulness

At the macro level, meaningfulness is more likely to thrive when employees understand the broad purpose of the organization. This purpose should be formulated in such a way that it focuses on the positive contribution of the organization to the wider society or the environment. This involves articulating the following:

What does the organization aim to contribute? What is its “core business”?

How does the organization aspire to go about achieving this? What values underpin its way of doing business?

This needs to be done in a genuine and thoughtful way. People are highly adept at spotting hypocrisy, like the nurses who were told their hospital put patients first but were also told to discharge people as quickly as possible. The challenge lies not only in articulating and conveying a clear message about organizational purpose, but also in not undermining meaningfulness by generating a sense of artificiality and manipulation.

Reaching employees in ways that make sense to them can be a challenge. A clue for addressing this comes from the garbage collectors we interviewed. One described to us how the workers used to be told by management that the waste they returned to the depot would be recycled, but this message came across as highly abstract. Then the company started putting pictures of the items that were made from recycled waste on the side of the garbage trucks. This led to a more tangible realization of what the waste was used for.

2. Job Meaningfulness

The vast majority of interviewees found their work meaningful, whether they were musicians, sales assistants, lawyers, or garbage collectors. Studies have shown that meaning is so important to people that they actively go about recrafting their jobs to enhance their sense of meaningfulness. Often, this recrafting involves extending the impact or significance of their role for others. One example of this was sales assistants in a large retail store who listened to lonely elderly customers.

Organizations can encourage people to see their work as meaningful by demonstrating how jobs fit with the organization’s broader purpose or serve a wider, societal benefit. The priests we spoke to often explained how their ministry work in their local parishes contributed to the wider purpose of the church as a whole. In the same way, managers can be encouraged to show employees what their particular jobs contribute to the broader whole and how what they do will help others or create a lasting legacy.

Alongside this, we need to challenge the notion that meaningfulness can only arise from positive work experiences. Challenging, problematic, sad, or poignant jobs have the potential to be richly generative of new insights and meaningfulness, and overlooking this risks upsetting the delicate balance of the meaningfulness ecosystem. Providing support to people at the end of their lives is a harrowing experience for nurses and clergy, yet they cited these times as among the most meaningful. The task for leaders is to acknowledge the problematic or negative side of some jobs and to provide appropriate support for employees doing them, yet to reveal in an honest way the benefits and broader contribution that such jobs make.

3. Task Meaningfulness

Given that jobs typically comprise a wide range of tasks, it stands to reason that some of these tasks will constitute a greater source of meaningfulness than others. To illustrate, a priest will have responsibility for leading acts of worship, supporting sick and vulnerable individuals, developing community relations and activities, and probably a wide range of other tasks such as raising funds, managing assistants and volunteers, ensuring the upkeep of church buildings, and so on. In fact, the priests were the most hard-working group that we spoke to, with the majority working a seven-day week on a bewildering range of activities. Even much simpler jobs will involve several different tasks. One of the challenges facing organizations is to help people understand how the individual tasks they perform contribute to their job and to the organization as a whole.

When individuals described some of the sources of meaninglessness they faced in their work, they often talked about how to come to terms with the tedious, repetitive, or indeed purposeless work that is part of almost every job. For example, the stonemasons described how the first few months of their training involved learning to “square the stone,” which involves chiseling a large block of stone into a perfectly formed square with just a few millimeters of tolerance on each plane. As soon as they finished one, they had to start another, repeating this over and over until the master mason was satisfied that they had perfected the task. Only then were they allowed to work on more interesting and intricate carvings. Several described their feelings of boredom and futility; one said that he had taken 18 attempts to get the squaring of the stone correct. “It feels like you are never ever going to get better,” he recalled. Many felt like giving up at this point, fearing that stonemasonry was not for them. It was only in later years, as they looked back on this period in their working lives, that they could see the point of this detailed level of training as the first step on their path to more challenging and rewarding work.

Filling out forms, cited earlier, is another good example of meaningless work. Individuals in a wide range of occupations all reported that what they perceived as “mindless bureaucracy” sapped the meaningfulness from their work. For instance, most of the academics we spoke to were highly negative about the amount of form filling the job entailed. One said, “I was dropping spreadsheets into a huge black hole.”

Where organizations successfully managed the context within which these necessary but tedious tasks were undertaken, the tasks came to be perceived not exactly as meaningful, but equally as not meaningless. Another academic said, “I’m pretty good with tedious work, as long as it’s got a larger meaning.”

4. Interactional Meaningfulness

There is widespread agreement that people find their work meaningful in an interactional context in two ways:26 First, when they are in contact with others who benefit from their work; and, second, in an environment of supportive interpersonal relationships. As we saw earlier, negative interactional experiences — such as bullying by a manager, lack of respect or recognition, or forcing reduced contact with the beneficiaries of work — all drive up a sense of meaninglessness, since the employee receives negative cues from others about the value they place on the employee’s work.

The challenge here is for leaders to create a supportive, respectful, and inclusive work climate among colleagues, between employees and managers, and between organizational staff and work beneficiaries. It also involves recognizing the importance of creating space in the working day for meaningful interactions where employees are able to give and receive positive feedback, communicate a sense of shared values and belonging, and appreciate how their work has positive impacts on others.

Not surprisingly, the most striking examples of the impact of interactional meaningfulness on people came from the caring occupations included in our study: nurses and clergy. In these cases, there was very frequent contact between the individual and the direct beneficiaries of his or her work, most often in the context of supporting and healing people at times of great vulnerability in their lives.

Witnessing firsthand, and hearing directly, about how their work had changed people’s lives created a work environment conducive to meaningfulness. Although prior research has similarly highlighted the importance of such direct contact for enhancing work’s meaningfulness, we also found that past or future generations, or imagined future beneficiaries, could play a role. This was the case for the stonemasons who felt connected to past and future generations of masons through their bankers’ marks on the back of the stones and for the garbage collectors who could envisage how their work contributed to the living environment for future generations.

Holistic Meaningfulness

The four elements of the meaningfulness ecosystem combine to enable a state of holistic meaningfulness, where the synergistic benefits of multiple sources of meaningfulness can be realized. Although it is possible for someone to describe meaningful moments in terms of any one of the subsystems, meaningfulness is enriched when more than one or all of these are present. A sales assistant, for example, described how she had been working with a team on the refurbishment of her store: “We’d all been there until 2 a.m., working together moving stuff, everyone had contributed and stayed late and helped, it was a good time. We were exhausted but we still laughed and then the next morning we were all bright in our uniforms, it was a lovely feeling, just like a little family coming together. The day [the store] opened, it did bring tears to my eyes. We had a little gathering and a speech; the managers said ‘thank you’ to everybody because everyone had contributed.”

Finding work meaningful is an experience that reaches beyond the workplace and into the realm of the individual’s wider personal life. It can be a very profound, moving, and even uncomfortable experience. It arises rarely and often in unexpected ways; it gives people pause for thought — not just concerning work but what life itself is all about. In experiencing work as meaningful, we cease to be workers or employees and relate as human beings, reaching out in a bond of common humanity to others. For organizations seeking to manage meaningfulness, the ethical and moral responsibility is great, since they are bridging the gap between work and personal life.

Yet the benefits for individuals and organizations that accrue from meaningful workplaces can be immense. Organizations that succeed in this are more likely to attract, retain, and motivate the employees they need to build sustainably for the future, and to create the kind of workplaces where human beings can thrive.

Reproduced from MITSLOAN Management Review  

Monday, January 22, 2018

Darwin’s theory wrong, nobody saw ape turning into man: Minister Satyapal Singh 01-22






Darwin’s theory wrong, nobody saw ape turning into man......... Minister Satyapal Singh.

Union minister Satyapal Singh said Darwin’s theory needs to change in school and college curriculum.

This great statement is coming from a person who is Minister of State in HRD ministry.

Thank god, he did not say, no one alive has ever seen Darwin, so, even he is a fiction of imagination. Darwin faced a lot of opposition from the Christian church and clergy, and One of them most probably has reincarnated as our #MoSHRD.

Sometime back we had a statement from the health minister of Assam belonging to the same party telling us that Cancer is caused by the sins of previous birth by the person.

The medical world found this statement so amusing, it was shared by the leading health association magazines the world over..

It did not cure cancer anywhere, but certainly did provide some comic relief to the overworked medical professionals.

This is in line with the statements we had in the past like. Peacocks don't mate, earth is flat and others.

Yes peacock's don't mate ..

Most probably, the peacocks and peahens have a spiritual intercourse to reproduce offspring..

Darwin probably missed out on this important aspect. What Darwin missed out on is being made good by this minister.#FatalisingEducation.
Probably, this is also part of Modi's "Make In India" programme with the objective of making India a laughing stock in the eyes the people of the world.

This government is probably planning to export the ignorance of these people Which is available in huge measure, to all the parts of the world..


ARE THERE ANY BUYERS, BEST PRICE ASSURED...

I am a very possessive and fanatic student of Genetics and Evolution and hold Darwin and Darwinism in high regard.

Still wondering, how such people become ministers in education ministry.. As if one Smriti Irani wasn't enough.....One more to create laughs among people.

Finally Charles Darwin quote...

"We must, however, acknowledge, as it seems to me, that man with all his noble qualities... still bears in his bodily frame the indelible stamp of his lowly origin."


Now the news item....

Darwin’s theory wrong, nobody saw ape turning into man: Minister Satyapal Singh

Union minister Satyapal Singh said Darwin’s theory needs to change in school and college curriculum.
Union minister Satyapal Singh has claimed that Charles Darwin’s theory of evolution of man was “scientifically wrong” and it needs to be changed in school and college curriculum.

Singh, minister of state for human resource development, said our ancestors have nowhere mentioned that they saw an ape turning into a man.

“Darwin’s theory (of evolution of humans) is scientifically wrong. It needs to change in school and college curriculum. Since the man is seen on Earth he has always been a man,” he said while speaking to reporters on Friday in Aurangabad.

The IPS officer-turned-politician was in this central Maharashtra city to attend the ‘All India Vaidik Sammelan.’

“Nobody, including our ancestors, in written or oral, have said they saw an ape turning into a man,” he said.
“No books we have read or the tales told to us by our grandparents had such a mention,” the minister added.

Darwinism is a theory of biological evolution that states that all species of organisms arise and develop through the natural selection of small, inherited variations that increase the individual’s ability to compete, survive, and reproduce.

It was developed by Darwin, a 19th century English naturalist, and others.


View the news item at the original source


Thursday, January 18, 2018

The Countries Where People Say The News Is Reported Accurately [Infographic] 01-18



A divide in attitudes towards the news media has been exacerbated by the growing phenomenon of fake news, particularly its impact on political discourse, current events and innocent individuals. Amid the deafening chorus of concern surrounding the accuracy of modern news coverage, which countries tend to trust their news media most and least? A recent Pew Research survey spanning 38 countries found that a median 62 percent of respondents say their news media does a good job reporting the news accurately.

The following infographic shows a selection of those 38 countries with the Dutch in particular placing a high degree of faith in the accuracy of their news coverage. 82 percent of people in the Netherlands said their news media are doing very or somewhat well at reporting the news accurately, ahead of India's 80 percent.
In the United Kingdom which has experienced sharp division both before and after the country's Brexit vote, only 63 percent of those polled felt they could rely on the news media for accurate reporting. In the United States, where the fake news debate is still going strong, only 56 percent of people think their news reports can be relied upon. Greece, where austerity is still raging, recorded the very worst score in the polling with only 22 percent of people trusting their news media.






















Wednesday, January 17, 2018

Cracking Tumor Defiance 01-18




Why does immunotherapy achieve dramatic results in some cancer patients but fail in others? 






















Scientists have elucidated the mechanism behind some tumor's ability to escape immunotherapy drugs. Image: iStock


Why does immunotherapy achieve dramatic results in some cancer patients but doesn’t help others? It is
an urgent and vexing question for many cancer specialists.

Now, two research groups from Harvard Medical School based at Dana-Farber Cancer Institute have independently discovered a genetic mechanism in cancer cells that influences whether they resist or respond to immunotherapy drugs known as checkpoint inhibitors.

The findings, the researchers say, reveal potential new drug targets and could aid efforts to extend the benefits of immunotherapy treatment to more patients and target additional types of cancer.

The two groups converged on a discovery that resistance to immune checkpoint blockade is critically controlled by changes in a group of proteins that regulate how DNA is packaged in cells. The collection of proteins, called a chromatin remodeling complex, is known as SWI/SNF. Its components are encoded by different genes, among them ARID2, PBRM1 and BRD7. SWI/SNF’s job is to open up stretches of tightly wound DNA so that its blueprints can be read by the cell to activate certain genes to make proteins. 

Researchers led by Van Allen and Choueiri sought an explanation for why some patients with a form of metastatic kidney cancer called clear cell renal cell carcinoma (ccRCC) gain clinical benefit—sometimes durable—from treatment with immune checkpoint inhibitors that block the PD-1 checkpoint, while other patients don’t.

The scientists’ curiosity was piqued by the fact that ccRCC differs from other types of cancer that respond well to immunotherapy, such as melanoma, non-small cell lung cancer and a specific type of colorectal cancer. Cells of the latter cancer types contain many DNA mutations, which are thought to make distinctive tumor antigens called, neoantigens, which help the patient’s immune system recognize and attack tumors and make the cancer cells’ microenvironment hospitable to tumor-fighting T cells. By contrast, ccRCC kidney cancer cells contain few mutations, yet some patients even with advanced, metastatic disease respond well to immunotherapy.

To search for other characteristics of ccRCC tumors that influence immunotherapy response or resistance, the researchers used whole exome DNA sequencing to analyze tumor samples from 35 patients treated in a clinical trial with the checkpoint blocker nivolumab (Opdivo). They also analyzed samples from another group of 63 patients with metastatic ccRCC treated with similar drugs.

When the data were sorted and refined, the scientists discovered that patients who benefited from the immunotherapy treatment with longer survival and progression-free survival were those whose tumors lacked a functioning PRBM1 gene. About 41 percent of patients with ccRCC kidney cancer have a nonfunctioning PBRM1 gene. That gene encodes a protein called BAF180, which is a subunit of the PBAF subtype of the SWI/SNF chromatin remodeling complex. 

Loss of the PBRM1 gene function caused the cancer cells to have increased expression of other genes, including those in the gene pathway known as IL6/JAK-STAT3, which are involved in immune system stimulation.

The finding does not directly lead to a test for immunotherapy response yet, the scientists caution, but they carry a clear therapeutic promise.

“We intend to look at these specific genomic alterations in larger, randomized controlled trials, and we hope that one day these findings will be the impetus for prospective clinical trials based on these alterations,” Choueiri said.

In the second report, the scientists led by Wucherpfennig came at the issue from a different angle. They used the gene-editing CRISPR/Cas9 tool to sift the genomes of melanoma cells for changes that made tumors resistant to being killed by immune T cells, which are the main actors in the immune system response against infections and cancer cells. 

The search turned up about 100 genes which appeared to govern melanoma cells’ resistance to being killed by T cells. Inactivating those genes rendered the cancer cells sensitive to T-cell killing. Narrowing down their search, the Wucherpfennig team identified the PBAF subtype of the SWI/SNF chromatin remodeling complex—the same group of proteins implicated by the Van Allen and Choueiri team in kidney cancer cells—as being involved in resistance to immune T cells.

When the PBRM1 gene was knocked out in experiments, the melanoma cells became more sensitive to interferon gamma produced by T cells and, in response, produced signaling molecules that recruited more tumor-fighting T cells into the tumor. The two other genes in the PBAF complex—ARID2 and BRD7—are also found mutated in some cancers, according to the researchers, and those cancers, like the melanoma lacking ARID2 function, may also respond better to checkpoint blockade. The protein products of these genes, the authors noted, “represent targets for immunotherapy, because inactivating mutations sensitize tumor cells to T-cell mediated attack.” Finding ways to alter those target molecules, they added, “will be important to extend the benefit of immunotherapy to larger patient populations, including cancers that thus far are refractory to immunotherapy.”

Research included in the report by Van Allen and Choueiri was supported by Bristol-Myers Squibb, American Association for Cancer Research Kure It Research Grant for Immunotherapy in Kidney Cancer, Kidney SPORE, and Cancer Immunologic Data Commons (National Institutes of Health grant U24CA224316).