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Pic Courtesy: Blog of Lydia Abbot<\/span><\/p>\n <\/p>\n Story<\/u><\/strong>. Gaya Lal was a Member of the Legislative Assembly from Hodal in Haryana. He won elections as an independent candidate in 1967 and joined the Indian National Congress, and thereafter he changed parties thrice in a fortnight, first by politically defecting from the Indian National Congress to the United Front, then counter defecting back to INC, and then counter-counter-defected within nine hours to United Front again. When Gaya Lal quit the United Front and join the INC, then one of the INC leaders declared that “Gaya Ram was now Aya Ram”. It became the subject of numerous jokes and cartoons.<\/span><\/p>\n <\/p>\n Genesis<\/u><\/strong>. The term originated in 1967 in Haryana where excessive political horse trading, counter horse trading and counter-counter horse trading took place, \u00a0triggered several rounds of frequent political defections by the serial-turncoat politicians within a span of short time, resulting in the dissolution of the Haryana Legislative Assembly.<\/span><\/p>\n <\/p>\n Political Connotation<\/u><\/strong>. Aaya Ram Gaya Ram expression in politics of India means frequent floor-crossing, turn coating, switching parties and political horse trading in the legislature by the elected politicians and political parties. To end this trend, the anti-defection law was made in 1985. The trend still continues to surface every now and then, by exploiting the loopholes in existing anti-defection laws to benefit a specific party through further horse-trading, counter-defections, formation of unholy alliances and electoral fraud.<\/span><\/p>\n <\/p>\n Aya Ram & Gaya Rams are found in every organisation, group and establishment.<\/em><\/strong><\/span><\/p>\n \u00a0<\/em><\/strong><\/span><\/p>\n Military World (Also in Corporate World)<\/u><\/strong><\/span><\/p>\n <\/p>\n In military (for that matter even in corporate world), there are two types of people. First type is good for the organisation. They\u00a0 take decisions after considering all the relevant factors. These leaders and managers willingly take calculated risks.<\/span><\/p>\n <\/p>\n It is the second type that one has to be worried about. These people can be further divided into three sub – categories.<\/span><\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n The first type generally do not rise in any organisation. The second type sooner or later run into a wall due to incorrect decisions taken in a hurry. It is the third type which may land up at higher posts and do a greater damage.<\/span><\/p>\n <\/p>\n \u201cA ‘Yes man’ is a dangerous man. He is a menace. He will go very far. He can become a minister, a secretary or a Field Marshall but he can never become a leader nor, ever be respected. He will be used by his superiors, disliked by his colleagues and despised by his subordinates. So discard the ‘Yes man’.\u201d<\/span><\/p>\n – Sam Manekshaw<\/span><\/p>\n <\/p>\n Definition<\/u><\/strong>. As Merriam-Webster explains, a yes person is \u201cone who endorses or supports without criticism every opinion or proposal of an associate or superior.\u201d<\/span><\/p>\n <\/p>\n Born or Made<\/u><\/strong>. \u00a0\u00a0Some people believe that yes people are born that way. While it\u2019s true that some people (extroverts) are quicker to express their opinions than others (introverts), the truth is that anyone can become a yes person and more often than not, yes people are made not born<\/em><\/strong>. Leaders and Managers create a working environment as they lead their team. Team members learn quickly what behaviour bring reward and what brings punishment from their higher ups. Even the most vocal team members will stop expressing their opinions, if the leader makes it unpleasant for them to disagree with them.<\/span><\/p>\n <\/p>\n The Danger of Yes People.<\/u><\/strong> Having yes people around you may feed your ego, but it does little for your effectiveness as a leader. It may give you a false sense of feeling that you are taking the right action on a critical decision and may feel good that your thoughts are being validated.<\/span><\/p>\n <\/p>\n “When two men in business always agree, one of them is unnecessary.”<\/span><\/p>\n – William Wrigley Jr.<\/span><\/p>\n <\/p>\n Draw Backs of Having a Team of Yes Men<\/u><\/strong><\/span><\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n Agree to Disagree<\/u><\/strong>.<\/span><\/p>\n If a leader does not allow team members to disagree constructively about something that is occurring in the workplace, it communicates that the opinion of the team members is not valued.<\/span><\/p>\n <\/p>\n Leaders who only want people who agree with them to work with them, create unnecessary teams. They create teams of yes people.<\/span><\/p>\n <\/p>\n To get the best results from the team, it\u2019s important for the team members to speak their convictions. To be productive, team members need the power to disagree appropriately with each other and even the leader at times. Productive conflict and healthy dissent is good for any group.<\/em><\/strong><\/span><\/p>\n <\/p>\n Recommendations.<\/u><\/strong><\/span><\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n Bottom Line<\/u><\/span><\/p>\n Professional Dissent is not Disloyalty.<\/span><\/p>\n Professional Discussion is not Denial.<\/span><\/p>\n Professional Dispute is not Mutiny.<\/span><\/p>\n Without a bit of chaos any organisation is as good as dead.<\/span><\/p>\n <\/p>\n Question<\/u><\/span><\/p>\n Are\u00a0<\/span>HR policies of <\/span>our Defence force’s\u00a0 encouraging creation of Yes Men?<\/span><\/p>\n <\/p>\n Suggestions and value additions are most welcome<\/u><\/span><\/p>\n <\/p>\n For regular updates, please register here<\/span><\/a><\/p>\n\n
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