For three days, Vasu was constantly hushed by the crowd for his loud and boisterous interruptions. Strangely though, when the time came for him to publicly give credit to people who helped him achieve the major accomplishments of his life, his voice dropped to a hoarse whisper. Visibly moved, he traced his roots to a small village, Pasupathypallyam, 14 miles away from the nearest primary school. "Thanks to my father and myheadmaster I managed to become an MBA. But till today, my brother and I are the only two graduates in our village," says Vasu, his voice cracking.

No one noticed Ambavat, sitting silent in a corner. Yet, this simple man held the audience in thrall with his quiet dignity and courage, when he recalled his humble origins and his mother's struggle to educate him. Now, as a tribute, Ambavat's whole life is dedicated to educating his own five daughters - already, one is a doctor in France, another a manager in Switzerland, a third an MA in music. As he walks back to his seat, the real-life hero got a standing ovation.

The earth didn't move. But, ever so slightly, it shifted on its axis for 22 NTPC managers who attended a four-day workshop on `Adventures in Attitudes' last week. To be sure, the programme - conducted by NIS-Sparta and developed by the Carlson Learning Company, Minneapolis - had an ambitious aim: to help managers achieve personal and professional success through changing attitudes. When it camethough, the transmutation was remarkably simple. And surprisingly difficult.

Slowly, often painfully, participants began sharing emotions and experiences with each other. Soon, their identities as NTPC employees, with designations and departments faded away. And in their stead emerged real people - with real names and really evocative life stories.

With a shock, everyone realised that if sometimes the problem was work carried home, often, it was baggage from home which weighed down work. A non-appreciative mother-in-law became a touchy case for feeling taken for granted easily. A loquacious manager haltingly admitted to a fear of public speaking. Caring relationships at home, mirrored strong relationships in office. And bad parenting habits brooked bad mentoring at work.

As the managers began to open up and share their inner thoughts - sometimes discovering attitudes in themselves that they were unaware of - each person's triumph or tragedy became a powerful force for creating empathy within the group.After four days of riding the maelstrom of emotions, the managers' lives didn't change, but their attitude to life changed. And quite suddenly, forgotten words like love, understanding, patience, and tolerance morphed from platitudes to practise.

Quips VN, "The sharing has made me a more subtle and better person. Yesterday my wife actually said I should attend such programmes more."

Says Vasu, "A lot of things I knew unconsciously, I now want to practise consciously. I have also realised that man can change."

Admits Juneja, "I've learnt how important it is to clear misunderstandings with people at work immediately. On the personal front, I've realised that I should acknowledge my gratitude to my aged parents," he pauses, "before it's too late."

That's just the kind of attitude shift NTPC is looking for. For more than two decades, the PSU ran on the basis of a comprehensive, detailed and documented integrated project management system. Then, from March, 1998, began the process of "humanising" NTPCagain, by putting its employees in touch with their emotions and feelings, rather than the rulebook.

A hundred middle and senior managers have already undergone the emotional intelligence-led workshops to inculcate a positive attitude in their work and personal life. Each batch consists of middle and senior managers from different divisions such as finance, engineering, personnel and administration, and contract services.

Says AN Dave, deputy general manager, human resources, corporate personnel division, NTPC: "It's like a power cut. When you realise that the neighbour's home is also dark, it gives you some consolation. Similarly, when there is so much emotional sharing, the environment for teamwork and better understanding is created." If positive attitudes can indeed become a powerful agent for culture change, well then, more power to NTPC.