Self-awareness in Decision Making!

Dhara represents the outward flow—the mind constantly moving toward people, problems, possessions, information and expectations.

Our attention naturally flows outward, responding to everything happening around us.

But there is another movement: Radha—the symbolic journey of returning toward the source within.

Psychologically, this can be understood as the ability to pause and observe what is happening inside us.

Before reacting to a situation, we can notice our thoughts, emotions, assumptions and impulses.

That small inward movement can create something powerful: awareness.

In the workplace, this becomes especially important when pressure, conflict or uncertainty demands an immediate response.

A reactive mind flows directly from stimulus to behavior.

A conscious mind creates a space between what happens and how it chooses to respond.

That space is where emotional regulation, reflection, and better decision-making begin.

A leader who can return inward is less likely to be controlled by every external disturbance.

The same principle applies to careers, relationships, and everyday choices.

The objective is not to stop the outward flow of life.

It is to learn the rhythm of moving outward, returning inward, and moving outward again with greater clarity.

Dhara → Radha → Dhara.

Experience → Awareness → Response.

Perhaps growth is not about controlling the world outside us.

Perhaps it begins with learning when to return to the world within us.

Enjoying it? Comment your thoughts.

In Love & Gratitude,

Rakesh Babu | Psychologist | www.shreshtaminds.com

First Impression Bias

Have you ever liked someone almost instantly because of the way they spoke, carried themselves, or presented themselves?

It happens to all of us.

Our minds are constantly trying to make sense of people, and sometimes one noticeable quality becomes the basis for everything else we think about them.

A confident person may appear more capable. A well-dressed person may seem more successful. A charismatic leader may immediately appear more competent.

But do we really know that?

Not necessarily. We may simply be allowing one positive quality to influence our judgement of qualities we haven’t actually observed.

This can quietly affect important decisions—whom we hire, whom we trust, whom we admire, and even whom we choose to build relationships with.

The interesting thing is that we usually don’t realise it is happening. We genuinely feel that we are judging the person objectively.

The same thing can happen in the opposite direction. One unpleasant experience or negative characteristic can make us see the entire person negatively.

But people are rarely that simple.

Someone can be confident but not competent. Someone can be charming but not trustworthy. And someone who is quiet or reserved may have exceptional abilities that simply aren’t visible at first.

This is why a first impression should be a starting point, not a final conclusion.

Perhaps, before judging someone, we should pause and ask ourselves: “What do I actually know about this person, and what am I simply assuming?”

That small pause can make our judgements fairer, our decisions wiser, and our relationships more genuine.

Because sometimes, the person we think we see is only the person our mind has created from one small part of the picture.

Look beyond the first impression. See the whole person.

In Love & Gratitude, Rakesh Babu

Psychologist | www.shreshtaminds.com