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Mail from V L Swaminathan : Subject ( i) The SBI logo is inspired from Kankaria Lake . and Subject ( ii ) : David Low (1891-1963) – Cartoonist TAILPiece : The 12 Team Behaviors That Drive Team Performance From pvvg swamy

August 14, 2014

Subject (  i) The SBI logo is inspired from Kankaria Lake

The SBI logo is inspired from Kankaria Lake’s shape!

15 intriguing stories about famous logos you may not have known

Courtesy :

Imagine going to the mall on a weekend. It’s really easy to spot a McDonald’s or a Café Coffee Day logo from a distance, that’s where everyone queues up. Isn’t it amazing how we can easily spot a brand by its logo wherever we go? The ideas and stories behind these logos are really intriguing. While some were designed within minutes, the others were the result of careful calculations and theories. There’s deep, hidden meaning behind some brand logos, but most of them are stories we’ll never know.

There are different theories attributed to the Apple logo every now and then, the most popular being the one that it reflects how Eve first took a bite of the apple. The real story was revealed by Rob Janoff, the creator of the Apple logo on his website where he said he showed the apple bitten because it looked like a cherry otherwise!

A very unusual theory we found was about a ‘golden ratio’. Golden Mean, Golden Section, Divine Proportion are all common names for what is known as the Golden Ratio which is based on the number phi discovered by Italian Mathematician Fibonacco. Some believe that it is the most efficient outcome, the result of natural forces. Whatever you believe, the pervasive appearance of φ in all we see and experience creates a sense of balance, harmony and beauty in the design of all we find in nature. It should be no surprise then that mankind would use this same proportion found in nature to achieve balance, harmony and beauty in its own creations of art, architecture, colors, design, composition, space and even music. From the Partheon to Monalisa, from the Egyptian Pyramids tocredit cards, has been there, always.

Five famous logos that follow the ‘golden ratio’ theory are:

National Geographic



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SBI: With 180 international offices, more that 14816 national offices, SBI is one of India’s largest banks with

14 regional hubs and 57 zonal offices. The SBI Chief General Manager revealed that the logo is actually inspired from

Kankaria Lake, Ahmedabad! If you zoom in to Kankaria Lake on Google Maps, this is the amazing view you see.

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At first you just see the word VAIO, but look a little closer and you’ll see the

first two letters represent an analog symbol and the last two letters are binary.

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This is probably one of the best known logos with a hidden meaning. If you look closely, you’ll see an arrow that’s

formed  by the letters E and x. This arrow symbolizes speed and precision, two major selling points of this company.

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The three stripes mark is without doubt the quintessential Adidas symbol. It was created by the Adidas company

founder, Adi Dassler, and first used on footwear in 1949. The three stripes were first used on apparel in 1967.

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The Mitsubishi logo is quite simple to understand at one glance really. Yes, you will be able to spot three diamonds as

seen above. This very idea of incorporating three diamonds in the logo itself is closely connected to the brand name!

Mitsubishi came about by combining the words Mitsu and Hishi, which mean “Three” and “Diamond” respectively.

Hence you get the combined meaning of “Three Diamonds” that was soon incorporated in the brand’s logo.

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Mercedes’ tri-star represents the companies dominance over land, sea and air.

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 BMW’s logo is a tribute to the company’s history in aviation. The logo shows a propellor

in motion  with the blue part representing the sky. This is due to the company’s role of

 building aircraft engines for the German military during World War II.

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Many have wondered what the four circles in this automaker’s logo mean. Well the four circles represent the

 4 companies that were a part of the Auto-Union Consortium in 1932, namely, DKW, Horch, Wanderer and Audi.

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 Here’s what Twitter’s creative director, Doug Bowman had to say about it : “Our new bird grows out of love for

ornithology, design within creative constraints, and simple geometry. This bird is crafted purely from three sets

of overlapping circles — similar to how your networks, interests and ideas connect and intersect with peers and

friends. Whether soaring high above the earth to take in a broad view, or flocking with other birds to achieve a

 common purpose, a bird in flight is the ultimate representation of freedom, hope and limitless possibility.”

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Hope for Children of Africa:

When you first look at it, it looks like only a map of Africa. But take

a closer look and you’ll see an adult and child facing each other.

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Subject  ( ii ) : David Low (1891-1963) – Cartoonist

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David Low’s Biography:

David Low was born in Dunedin, Newzealand on 7 April 1891, the son of David Brown Low, a Scottish-born journalist.

He was educated at the Boys’ High School, Christchurch, and was attracted to caricature through reading English comics such as Chips, Comic Cuts, Larks and Ally Sloper’s Half Holiday. Early influences were also Punch artists such as Tom Browne, Keene, Sambourne and Phil May and caricaturists Gillray, Daumier and Philipon. Low was self-taught as a cartoonist, apart from a correspondence course with a New York school of caricature in about 1900, and a brief stay at Canterbury School of Art.David Low was born in Dunedin,  New Zealand on 7 April 1891, the son of David Brown Low, a Scottish-born 

Low’s first strip was published in Big Budget at the age of eleven, and at the same time a topical cartoon was accepted by the Christchurch Spectator. He then began to win drawing competitions in the Australian magazine New Idea, and to contribute police-court drawings to New Zealand Truth. In 1907 he joined the Sketcher and in 1908 became the Spectator’s Political Cartoonist – his first full-time job. In 1910 he moved to the Canterbury Times, and from 1911 to 1919 worked for the Sydney Bulletin. At the Bulletin his technique benefited from the influence of Will Dyson and Norman Lindsay. His first cartoon to be published in Britain was a syndicated Sydney Bulletin drawing from 20 October 1914, which was reprinted in the Manchester Guardian on 4 January 1915.

In 1918 Low had great success with the publication of The Billy Book, which lampooned the Australian Prime Minister Billy Hughes. It became a bestseller and drew praise from Arnold Bennett, who wrote that “if the Press-lords of this country had any genuine imagination they would immediately begin to compete for the services of that cartoonist and get him to London on the next steamer.” Low did indeed leave for Britain, arriving in London in August 1919, and starting work for the Liberal evening paper the Star, in opposition to Percy Fearon (“Poy”) on the Conservative Evening News. He changed his signature from “Dave Low” to “Low”, and began pressing for extra space in the paper, which he got.

In 1922 and 1923 some of Low’s drawings were used on Liberal Party election posters. In 1924 Lord Beaverbrook invited Low to join his Conservative Evening Standard, but he refused. Beaver brook repeated the offer in 1927, and this time Low accepted, becoming the paper’s first-ever political cartoonist, drawing four cartoons a week. The Standard had a smaller circulation than either the Star or the Evening News, but was a base from which his cartoons could be syndicated to a hundred and seventy journals worldwide. Despite warnings from friends, Low managed to forge a working relationship with Beaver brook, who did not share Low’s political outlook but respected his ability and his circulation value.

During the 1930s Low was a fierce opponent of Hitler, and Mussolini, and of the policy of Appeasement. Perhaps his most famous cartoon creation, “Colonel Blimp”, first appeared in the Evening Standard in April 1934, and continued to make confused and childlike pronouncements on current events. “With the sympathy of genius”, wrote The Times in 1939, “Low made his Colonel Blimp not only a figure of fun, the epitome of pudding-headed diehardness, but also a decent old boy.” Low also contributed to Picture Post, Ken (large double-page cartoons), Graphic, Life, New Statesman (of which he later became a director), Punch, Illustrated, Colliers, Nash’s Magazine, and Pall Mall Magazine – in which the satirical ‘The Modern Rake’s Progress’, based on Edward VIII, had first appeared in September 1934.

Low’s work was now in the Tate Gallery, and his waxwork was in Madame Tussaud’s. He helped to create the reputations of those he cartooned. “In general,” he told one interviewer in 1942, “politicians like to figure in caricatures and cartoons”: “We help to ‘build up’ their personalities…Sir Austen Chamberlain asked me once, when he was posing for me, ‘Need I wear my monocle? I can’t see with it very well.’ ” At the height of his powers, Low was offered a knighthood, but turned it down.

In 1948 Low’s Evening Standard cartoons were cut from four columns to three, and at the end of 1949 he resigned from the paper. He was invited by the Editor of the pro-Labour Daily Herald, Percy Cudlipp, to succeed the cartoonist George Whitelaw, and began work in February 1950. The contract was for Low to draw three cartoons a week for £10,000 a year – the same salary he had been getting on the Evening Standard. Low’s old job was offered to Gordon Minhinnick, political cartoonist on the New Zealand Herald, but he turned it down. However, Low did not really settle at the Daily Herald, and moved to the Manchester Guardian in February 1953. The paper had previously used syndicated cartoons, including some of Low’s, but he became its first staff cartoonist.

Low continued to work at the Guardian until shortly before his death. He was still highly regarded, bu Ralph Steadman, who met him in 1957, recalled later that he “was my bete noir”: “Something turned me off him as the voice of authority…He was the insider playing the maverick, hand-in-glove with Lord Beaverbrook.” In 1958 Low received an honorary doctorate from the University of New Brunswick, receiving similar honours from Canada in the same year, and from Leicester in 1961. In 1962 he was finally knighted.

Low was perhaps the most influential political cartoonist and caricaturist of the twentieth century – he produced over 14,000 drawings in a career spanning fifty years and was syndicated worldwide to more than 200 newspapers and magazines. He also created a number of memorable comic characters, including the walrus-moustached Colonel Blimp, the TUC carthorse, and the Coalition Ass. He drew in pencil for two famous series of political and literary caricatures published by the New Statesman in the 1920s and 30s, but otherwise worked mainly in ink using a pen and brush.

While at the Standard he worked from his studio in Hampstead and did not submit roughs but drew a single very detailed pencil sketch which he would then transfer to a clean sheet, spending five to eight hours on the finished drawing which would be collected by the paper at 5.30 pm each day. When James Friell (“Gabriel”) went to the Evening Standard in 1956, David Low advised him not to work at the office: “‘You don’t want to get too friendly with editors,’ he said, with that twinkle in his eye. ‘Gives them ideas above their station.'”

A member of the Savage Club and the National Liberal Club, Low always regarded himself as “a nuisance dedicated to sanity”. He died on 19 September 1963.

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TAIL PIECE : The 12 Team Behaviors That Drive Team Performance

The 12 Team Behaviors That Drive Team Performance


There are 12 team behaviors that directly affect the quality of your team’s results, the ability to make smart decisions and the commitment to implement them.

Task behaviors focus on what is needed to get the job done. They ensure that an intelligent process is used to make smart decisions. But task behaviors alone are not enough. In order to ensure decisions will be implemented, team members need to feel good about how decisions were made. This is why maintenance behaviors are just as important.

Become a “Participant – Observer.”

Each of the 12 team behaviors is important for your team to be effective. Most people are good at some of these and not at others. It’s not necessary for every team member to provide each of these behaviors – but they do need to be provided by someone.

The best way you can help your team is to become a participant – observer. Develop your own skills in each of these behaviors, so you have the ability to provide them when needed. Then pay attention to how your team is working. For example, is participation unbalanced? are decisions unclear? If you observe that the needed team behaviors are not being provided, you have two choices:

– either provide the behavior yourself, or

– call a “time-out” (like they do in sports) and share your observations.

6 Task Behaviors – to get the job done right.

  1. Initiating:  Proposing goals, tasks, new definitions to problems and suggesting procedures or new ideas that initiate action within the team.
  2. Information seeking and giving: Asking for or offering relevant information, opinions, or suggestions.
  3. Clarifying and elaborating:Clearing up confusion, interpreting comments, developing suggestions, building on ideas, defining terms, and envisioning how something might work.
  4. Summarizing: Putting ideas and contributions together and presenting them to the team in an understandable way.  Restating information and ideas in a condensed form.
  5. Coordinating:  Managing the flow of ideas or information.  Developing plans for how to proceed and keeping people focused on the task.
  6. Decision Testing:  Checking with the team to see whether agreement has been reached and if team members are ready to move to decision making.  Ensuring enough alternatives have been considered.  Asking for clarification on which decisions are to be made by the team.  Ensuring that a decision has been made.

6 Maintenance Behaviors  – to develop the relationships and atmosphere needed to work well together.

  1. Encouraging: Acknowledging, praising others and their contributions, encouraging participation by being responsive, friendly, and respectful of others.  Demonstrating acceptance and openness to others’ ideas.
  2. Active Listening:  Suspending judgment and listening carefully in order to fully understand the ideas of others. Paying attention to non-verbal messages. Checking for understanding by paraphrasing.
  3. Tension Reduction:  Easing tension and helping create an enjoyable atmosphere in which the team can stay focused on its tasks, suggesting fun approaches to work, and reminding the team to take breaks when needed.
  4. Gate keeping:  Increasing participation and communication by encouraging less talkative members to contribute or directly asking their opinions.  Controlling “air time” of more talkative members.  And suggesting procedures that encourage full participation and getting out all ideas.
  5. Problem Solving: Working to resolve or mediate conflict among team members. Admitting own errors, finding common ground, and communicating willingness to modify your own position.
  6. Observing and Facilitating:  Observing your team’s processes (how team members are working together) and sharing your observations to help your team become aware of its effectiveness. Expressing your own feelings and asking others how they are feeling.

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