 दिनक्रिट।ट्यागे तेम्हीं, अव का थी गिंक्रिट, फेजी प्टेगार मथा पिज्म after the trip. हम दर रवलोग क्या करट तोत्पा, बजा, बाज़ोकात हमारे सात खुछ जीए मैंगे जीट लेएनी हैं। तोच बाये एशीज लेजे नोग।, बायसीज अग्छ प्रजोडिस्टीज।ज्चों तामहारे सत्सेद्सीट गोगाझातिएजाते फैं आप उनह्टिर स्थ्टिक्स में उनजज्मन्दल स्थ्ट्च्ट्च्ट्च्ट्च्में अग्टिद दियट टिट ख्य हूद्याश में पीरतपकों किने याम चाता ہے The second thing is that initial impression in the anchoring trap we are discussing is that initial impression estimates or data anchor subsequent thoughts and judgments. So what was your first impression? According to that first impression, how are you evaluating things? How is your mind developing your thoughts? What are you passing on to your judgments? So the third aspect is that in business one of the most common type of anchors is the past event or trend. We always give historical data, we always see that what kind of events and what kind of phenomena happened in the past and how to tackle them. Therefore, we need to be sensitive about past events. But it is not that the past event, the past events, the events of the past affect our current decision making factor or impact in such a way that we forget reality, we push the actual facts and figures. Another factor is that anchoring effect plays a big role in negotiations. Because negotiations during the past decisions, initial impressions, disproportionate weightage of the information, come in front of us. And the result is that our negotiation is not as concrete as it is. In our negotiation, loop holes start coming in, we lose effectiveness of negotiation, they do it. So these are all the effects of anchoring trap. And we have to be careful that we can ignore that trap and separate it from ourselves. So what can we do about it? It is said that the decision makers display a strong bias towards alternatives that perpetuate the status quo. So for that purpose, now we are being given some advices. The first advice is that always view a problem from different perspective. Look at one thing from different perspectives. Because looking at it from different viewpoints, it is possible that your interpretation will be changed altogether. The second advice is think about the problem on your own before anchored by others ideas. First, try to evaluate yourself, calculate yourself, then solve other's advices. Because it is possible that all together your viewpoints about that phenomena will change. The third thing is that we have to be open minded. We have to be flexible, we have to be adaptive, we have to be change oriented. Or your open mindedness see, how it will be for us to get ourselves ready to accept the confusions. Because sometimes confusions are there and we have to adjust, absorb and digest them. The fourth important advice is basically that if you reveal too much, your own preconceptions may simply come back to you. So, we have to see how much information is necessary to elaborate for us. How much information would be sufficient enough to be discussed, so that we can create an environment in which our results are the results which are actually desired by the organization and desired by the situation. The fifth, the last but not the least point is that be particularly cautious of anchors in negotiations. What are the first impressions? What are the things that can take you towards biasness and how can we actually tackle all these things? The heuristics, judgmental shortcuts can always take place. And with those judgmental shortcuts, obviously our decision making pollutes can happen. We have to be careful, we have to be conscious, we have to be mindful. And we can do this only when we train and develop our conscious level. Dear students, if we conclude all these things, then remember, the problem will be resolved in the same way when we know how to classify that problem, when we can understand that the elaboration of that problem is done in which words and then how can our decision making into implementation go about that problem. For this purpose, the most important thing would be that our heuristics, judgmental shortcuts, our perceptions, our biases, our prejudiced attitudes, we evaluate all these things on a merit and it will determine which decision is actually going to be the right decision. Thank you.