By Antonio Cuciniello

What are the factors to consider in evaluating the effectiveness of negotiation processes in international and intercultural contexts?

It seems like a million-dollar question. However, more than a single answer, there are indications that can help those who work in international negotiating contexts to achieve their objectives, strengthen skills in the sector, and above all reduce the emergence of clashes resulting from the link between the concepts of cultural and logical distance as well as the structure and conduct of negotiations.

In the international context, sensitivity to cultural differences is increasingly a decisive aspect, to the point of becoming a real source of competitive advantage for a company. Moreover, it is a fact that negotiations in the context of transactions between companies from different countries (cross-cultural clusters) present greater difficulties than those “at home” (intra-cultural clusters), both in terms of process and result, given the variables to be kept under control.

Negotiations are mainly characterized by different values and cultural differences, in terms of established managerial practices (e.g. communication, cooperation, conflict management, acceptance of authority, etc.). For example, a different conception/perception of time affects the degree of satisfaction in the negotiations.

In fact, when the parties involved are from different cultures, they may have different expectations regarding how much time is “necessary” for the negotiation process, even attributing an economic value to it that can be summed up in the adage: “Time is money!”

It’s no coincidence that, based on the concept of Time Orientation, there are cultures inclined to consider and plan in the long term and others with a “day-by-day” orientation. Therefore, each negotiator, consciously or not, uses a style and a rhythm that is noticeable in every stage of the conversation, as well as in what is expressed in writing.

Often all these variables can create misunderstandings among the negotiators in the dynamics of communication, as well as in the interpretation of the actions that accompany every stage of negotiation activity, influencing the style and the rhythm along with the formal and material aspects of the agreement to be reached.

For these reasons, taking into account the counterparties’ cultural distance can be a decisive element favoring the fluidity of relations and meeting the expectations of the parties involved, reducing the negotiation time and above all misunderstandings that could put the business relationship at risk.

We’re specifically talking about cross-cultural management with reference to the knowledge and management of different cultures and especially to the consideration of other points of view, creating synergies useful for increasing the company’s business, with the aim of guiding relations towards a satisfactory situation for the negotiating parties.

To acquire adequate skills in relation to the counterparties’ different cultures, an in-depth analysis of the context in which the negotiation will take place (e.g. information about demographics, the sociological and economic situation, etc.) is required to be fully aware of the negotiating situation and, consequently, to configure the most appropriate negotiating structure. However, one should remember that the personal characteristics of the negotiators (gender, level of education, experience) affect the overall negotiation process and the results achieved.

When it comes to cultural differences, studies analyzing their characteristics first divide cultures into the categories of collectivist (e.g. East Asian and Latin American areas) and individualistic (e.g. Canada, the US, Australia, Great Brittan) to explain the social behavior typical of different countries, specifying whether they stress the meaning of “I” or “we”.

In particular, the following key attributes have been identified which make it possible to detect the peculiarities of collectivist or individualistic cultures: self-conception, the objective of the relationship, the importance of personal attitudes and behavioral norms, as well as orientation within the group.

Equally significant is the distinction between high or low communication contexts in which business-related information is conveyed. In those considered “high”, communication is implicit in the behaviors of the people involved, who reach conclusions through informal interactions, but also through non-verbal aspects, for example, respect for a person’s status.
The most important objective is to establish a relationship of trust with the other party, therefore personal relationships and friendship/empathy are valued. The negotiation process is essentially based on rituals.

On the contrary, in those contexts considered “low”, information is communicated explicitly and, in general, the negotiating report is conducted formally, providing for rigidly established activities. The most important objective is the reference to the business in question and the fundamental element in the relationship with the counterparty is the value of previous experience and performance. Ultimately, the negotiation process is based solely on its efficiency.

The analysis of empirical evidence shows a correlation between collectivist cultures and a high communication context and individualistic cultures and a low communication context.

Regarding the negotiating structure, there are some cultures oriented towards a cooperative approach, which considers several alternative solutions that allow negotiators to make the agreement as satisfactory as possible, and others oriented towards an essentially competitive approach.
In this case it has emerged from specific studies that between collectivist and individualistic cultures or between high and low communication there is no distinction in the use of the cooperativeapproach.

In fact, the only difference is in the degree to which cooperation is used. Ultimately, negotiators from countries with a high context place greater emphasis on interpersonal relationships, are less provocative and, for these reasons, reach a higher level with the cooperative approach. The opposite is evident for those who come from low context cultures.

Although there is still an open debate on the topic of “measuring” culture, cultural differences can also be bridged by grouping countries into cultural clusters, to detect possible cultural distance and establish certain orientations during a negotiation process. This is a useful reference as it indicates the degree of similarity or difference between cultures.

According to the GLOBE (Global Leadership and Organizational Behavior Effectiveness) model, starting from the identification of a rapport between social and organizational cultures and leadership practices, ten mutually exclusive cultural clusters have been classified.

In conclusion, we can say that a careful configuration of the negotiating structure and an adequate analysis of cultural distance between the parties, represent essential stages of an effective cross-cultural negotiation process.

Antonio Cuciniello is a Milan-based Arabist, and expert in intercultural education.

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By Suroopa Chatterjee

The arrival of Covid brought unprecedented disruptions to the cultural sector and the situation of museums hasn’t been the same since. Museum closures forced authorities to recalibrate their objectives and switch to alternative options in order to stay afloat.

Right as things are beginning to look up, Kolkata, home to one of India’s most popular museums, The Victoria Memorial, was fortunate to host a special event dedicated to conversation about museums by Vinod Daniel.

An internationally acclaimed and recognized museum specialist, Mr. Daniel has over three decades of experience in every aspect of the sector including development, planning, collections, conservation, exhibitions, risk management, education, and repatriation of cultural assets. He is the Chairman of the Board for AusHeritage; a member of the International Council of Museums (ICOM, second term), as well as the CEO and Managing Trustee of India Vision Institute.

Recently, the Paris-based International Council of Museums, ICOM conducted its second survey during October-November 2020, to assess how museums are handling the Covid crisis. ICOM has about 45,000 members from more than 160 countries and the survey analyzed responses from more than 1000 museum-sector professionals.
The membership is more than half European, so 50% of respondents were European and the rest were from other parts of the world including 11% from Asia.

According to this survey, the hardest impact was felt by institutions that don’t receive government funding, as they depended on visitor footfall. For this type of museum, earned revenue loss was about 20% of the budget. Meanwhile, 70% of museums feel that the current situation would affect their programs and exhibitions while one third expect to downsize their staff. One third also believe they will get less government funding and 40% feel that there would be reduction of funding from external sources or corporate sponsors.

The survey also offered a broad range of insight about how museums were coping with these challenges, pointing out that there was a rapid rise in digital activities and social media presence shot up by 40%, live events had increased by 22%, and 20% of collections were put online. The publicly-funded museums were not as adept at this transformation as the private ones.

After museums reopened under new norms 96% ensured sanitizers were used and 90% regulated visitor’s entry. However, many concerns remain: 59% of the museum fraternity is worried about the future, with some being closed and some only partially open. 12% were worried about collections while 33% were worried about salaries and 44% about the staff.

After talking with people and hosting a number of webinars, Mr. Daniel concludes that getting public funds will be an increasingly tough task.
With government budgets under stress  and museums seen as a low priority sector, they could be a prime target for cuts. In countries like China the impact would be strongly felt as, in the last few years, a spate of museums have opened there at a rate of 200–400 per year. So, seeking new revenue streams and reinventing strategy has become a vital component for survival.

Meanwhile, larger museums – those operating with governmental grants that cover between 30–70% of their yearly budgets, which have independent trust funds and usually source remaining funds from external sources – have also struggled to balance budgets during the crisis as visitors stopped coming. The Metropolitan museum has a budget shortfall of $100mn, almost 25% of their annual budget, resulting in major staff layoffs. All these are strong motivations for museums to rethink and focus on new ways to bring in funds.

It’s imperative for museums and other cultural institutions to seek support from the government. Recently there was encouraging signs with the stimulus provided in the U.S. that put aside $15bn towards the creative and performing arts. Many also believe that getting museums and creative centers into collaborative ventures involving communities is the new strategy to adopt.

While the pandemic drastically reduced physical attendance, digitization opened the doors to the marvels and magic of an unseen world of museums for new audiences. The 15–35 age group, one that typically would not visit museums, is also the most tech-savvy; so, the virtual tours and exhibitions during the pandemic with immersive experiences have piqued their interest, thereby increasing the audience substantially. Australian museums have had a massive increase in online visits – almost 20 million.

Mr. Daniel notes that virtual platforms offer a new mode of creating interest but creativity also has to be dynamic with elements which surprise and intrigue. Much of India’s strength lies in its IT sector and the other sector which India is also known for: cinema. So the future lies in bringing these two together to create beautiful narratives that entertain, educate and enrich the people as well as benefit art, culture, museums and heritage in a way that strengthens community bonds.

Another source of museum revenue has been cafeterias, gift shops and paid interactive zones. Decision makers need to bring in people who can translate these features for an online platform and monetize them. Research has revealed that virtual experiences are like a preview; once people are exposed to something virtually, their thirst for experiencing the real thing intensifies.

In addition, while museums used to organize blockbuster exhibitions focused on global audiences, connecting with the local populace has now become a higher priority. Museums need to bring in the magic of cinema and technology to aid them in telling a story. Also it’s a good time for museums to rethink and reorganize photographs, documents and collections, shifting their focus to creating a higher profile, one that will attract government support and funds.

Kolkata, India, November 2020: Victoria Memorial museum

According to Dr. Jayanta Sengupta, Secretary and Curator of Victoria Memorial Hall, in early 2020 the Victoria Memorial was India’s most visited museum with almost 4 million tickets sold and about 1 lakh of free visits by students. He feels that during normal visits many visitors face overcrowding and a lack of time to intimately engage with the museum’s collection. But the lockdown brought in a virtual experience that allowed people to engage leisurely and more intimately with museum objects and public art.

The Victoria Memorial has partnered with institutes like the Delhi Art gallery as well as Jagannath Bhavan Resource Centre and Kala Bhavan, in Santinekatan to do a series of online exhibitions featuring artists from Bengal like Abanindranath Tagore, Gaganendranath Tagore, Chittaprosad Bhattacharya, Nandalal Bose etc. Online activities included dance shows, webinars and FB livestreams. Dr. Sengupta feels that this digital engagement will reap rich dividends in future in terms of renewed museum visits.

Dr. Sengupta also points out another area in need of attention: the shortage of staff. Skills need upgrading and workers need to get more familiar with doing their jobs virtually. The crisis was a boon in disguise due to the realization that much work doesn’t require physical presence. That said, 50% of available posts are empty in the majority of museums.

All across India universities are churning out graduates with degrees in cultural fields; yet, due to a lack of coordination between universities and museums, they fail to meet the requirements institutions demand. Gadgets and virtual bells and whistles alone don’t make museums, but humans do and they need to be there in the right number and with the right expertise.

In summing up the situation, Mr. Daniel outlined the only way forward: working around a good structure and a trust that allows more flexibility and independence with new funding sources. Clearly, leadership plays a big role in establishing the long-term stability and continued development of the museum scene because good leaders, the ones who stay for 8–10 years, can instill confidence in external funding sources.

Of course there is more to the future of museums than just funding, Dr. Sayan Bhattacharya, Education Officer at the Indian Museum, Ministry of Culture, Government of India highlighted the need for storytelling, collaboration, and community engagement when he stated, “We see that the concept of museum is changing. Objects cannot speak, so we need to weave stories to reach one and all. Through exhibitions we need to engage more people, community, and other art forms through joint collaboration. The programs have to be impressive and designed in such a way to attract different age groups who can relate to the event. There has to be storytelling, promoting intangible assets and community engagement. All through the pandemic the Indian museum has been active in this endeavor as we constantly have programs like online programs, academic lectures, cultural participation, virtual tours that give out a positive and vibrant message to society.”

Looking ahead, museums are looking to shift gears, becoming not just symbols of past civilizations and history but an exciting, creative hub for the community that is alive and connected to the new bustling world.

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By Francesco Rao, Journalist

Amidst the Covid crisis, Japan’s unique business culture stands out from that of other developed countries. The island nation has kept unemployment figures low despite recession and GDP losses; but, will it be sustainable in the long term.

Despite the economic slowdown, unemployment in Japan remains very low, below 3%. In a population of 126 million, over 66 million are employed. Official data from the Tokyo Statistics Bureau confirm that in May 2020 unemployment increased by 0.3%. Numbers that, when compared with the average of OECD countries, confirm the Japanese economy’s notable resistance in terms of stable employment during times of crisis. Yet Japan has been in technical recession since the fourth quarter of 2019, and in the second quarter of 2020, due to the lockdown, analysts announced a dramatic reduction in GDP: around ‑8%.

Considering that there are no unemployment benefits in Japan, the employment figures are much better than those in Europe and the US. In short, the Japanese stayed at work and the companies have kept paying their salaries. So, what makes Japan special?

Certainly the pandemic has caused fewer losses in Japan than elsewhere, but the economy has suffered damage nonetheless, which the government is seeking to contain with a major recovery plan. Companies have adopted remote working, a strategy favored by both the country’s impressive broadband infrastructure and the population’s high-level of digital literacy.

Photograph: recep-bg

However, this is not the only factor that determines the employment situation in Japan. It is also a matter of Japanese culture, as Vittorio Volpi, a financial adviser and banker with thirty years of experience in Japan, explains. “In Japanese getting fired is referred to as Kubi ni sura (getting it in the neck). It’s a social stigma for those doing the firing and also has repercussions for those who are put out of work.” For this reason, corporate reorganizations through layoffs are the last option.

In times of crisis, how do Japanese companies continue to pay employees who, in other countries, would be furloughed or fired? “The Japanese industrial mechanism must be understood based on the assumption that the country has a strong sense of group identity and is a Confucian society in terms of economic thinking,” Volpi states. “Companies tend to hold back a significant portion of profits: when difficult times come, they use these accumulated resources to keep paying salaries. In some sense, companies and employees are considered a single unit and have always counted on job stability as one of the pillars of success. So, for now, companies are not implementing layoffs because, among other things, they don’t want to lose talented employees, perhaps even to their competitors.”

The outlook is that Japan’s economy will recover much faster than Europe’s thanks to the dynamism of the entire Pacific area. In this regard, given the continuing uncertainty over Washington’s commitment to the Far East, Japan is paying special attention to maintaining friendly relations with India, Australia, and Indonesia with an eye towards containing China, which, moreover, is one of its major trading partners.

Should the crisis extend into 2021, Volpi warns that employment will also be under strain in Japan: “companies would be forced to restructure the employee framework, generally favoring the use of early retirement for workers (who would not be replaced by new hires) and not renewing employment contracts, practices which are increasing sharply. Permanent cutbacks in human resources would be the last resort: we are not in that kind of situation.”

Certainly there are doubts and fears about Japan’s future, given the ongoing geopolitical changes, years of slow-paced economic growth, and a public debt to GDP ratio that is expected to exceed 250% by the end of 2020—although the majority of that debt is held by Japanese lenders.

“Tokyo is not at ease about its future,” notes Volpi. “For over 60 years it has relied on US protection, thus saving on military spending and able to focus on the economy. But those days are over and the country feels the growing Chinese presence and assertiveness. For this reason it has launched a two-billion dollar program to bring tech companies back to Japan.”

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By Suroopa Chatterjee, Kolkata-based Writer

A universally held thought is that the human mind experiences profound changes after a long journey.
Travel is one of the finest ways to expand, educate and enrich the human experience as we meander through the vicissitudes of life. 

Travel brings humankind to a better understanding by helping us to absorb, appreciate and comprehend each other’s culture, customs and way of life. It may often serve as a wonderful ambassador of friendship and community feeling as well as business and cultural connections.

India is a land of color and contrasts, offering several worlds within a world.
Travelers’ experience of India depends on the length of their tour and where their main interest lies. They might be corporate travelers, historians, or those seeking some eastern mysticism.

According to published data from the Tourism Ministry the total inflow of foreign visitors to India in 2019 was about 10.89 million. To quote published figures from statista, thetop countries sending tourists to India are Bangladesh, the U.S., the U.K, Sri Lanka, Canada, and Australia.

It’s interesting to note that India is a haven for lovers of architecture and culture. After 1947, as a post independent nation, India rose to prominence as a young vibrant democracy and had several new projects executed by foreign collaborators to bind nations in a tighter association. The first Prime Minister of India, Jawaharlal Nehru, was a great proponent of blending east with the west. Referring to his vision of building a new India, he coined the term “Temples of Modern India” when he commissioned the construction of Bhakra Nangal Dam over Sutlej river (in the state of Himachal Pradesh) as he was keen on starting India’s new path towards scientific and industrial development. 

Photograph: Rakhigarhi, Haryana

He invited American civil engineers to oversee the technical aspects. To date this dam site remains a top draw. But the most stunning blend of east-west collaboration to date is the Swiss French architect Le Corbusier’s Capitol Complex in Chandigarh, a common capital for the Haryana and Punjab governments. It’s a UNESCO World Heritage sitecomprisingthree concrete buildings:The High Court, The Secretariat, and the Palace of Assembly.

Chandigarh has pride of place among cities, being the first to be developed as a planned city, and was Le Corbusier’s largest project —its design commissioned from him in the 1950s.

Travellers with an eye for and interest in archaeology and old civilizations would definitely be keen to visit the sites of Harappan or Indus valley civilization, claimed to be among the oldest major world civilizations.
Once home to a population of highly-developed people, known as the Indus people, cities like Dholavira and Mohenjo-daro—with their well-planned urban spaces complete with wide streets, public and private wells with excellent drainage systems, bathing platforms and reservoirs—are fascinating subjects for study. 

The remains of these civilizations are found across the cities of Harappa, Mohenjo-daro and Ganveriwala, today situated in Pakistan and in Dholavira in Gujarat’s Kutch district on the Indian side.

But closer to the capital in Haryana, is the site of one of the largest Harappan settlements in a place called Rakhigarhi where five interconnected mounds were discovered after excavation by Shri Amarendra Nath of the Archaeological Survey of India, causing much excitement. The site also revealed ceramic items like redware that included a vase, jars, a dish on a stand, goblets, and perforated jars. Antiquities like terracotta and shell bangles, semi-precious stones and beads were also found.

Asia’s largest and most ancient metropolis with gateways, planned areas, well planned streets and well-constructed wells and drainage was also discovered at Bhirrana village in Haryana.

Photograph: Kailash Temple

Often referred to as The Golden Sparrow, India was seen as a land of wisdom and wealth. One feature unique to India is its amazing range of temples spread across all the states. The most wondrous and largest monolithic structure is the Kailash Temple in Ellora, in Maharashtra State. This rock cave temple holds a magnetic charm because of its incredible and unimaginable precision and design.

Standing very close in popularity to it are the temples of Hampi in Karnataka state, the Sun Temple at Konark, Odisha, the Khajuraho temples of Chhatrapur in Madhya Pradesh, and Tunganath temple—the highest temple dedicated to lord Shiva in Uttarakhand among many others.

The spiritually inclined throng to Dharamshala, the seat of  Buddhism in India while many other choose to go to the mountainous regions of Rishikesh, considered the yoga capital of India.

For those seeking scenic opportunity, Varanasi is an appealing place with its awe inspiring Vedic rituals along the banks called ghats, and the frequent appearance of yogis, mendicants and sadhus going about their business, offering a unique unforgettable experience.

Photograph: Hampi

Known the world over as the land of the finest tea, while in India, tea lovers can indulge in tea tours and treks across verdant lush green tea gardens in Darjeeling in North Bengal, Assam in the North East, and Nilgiris in the south. 

Looking east, there are popular spots along the Colonial trail where you can visit places like the Victoria Memorial, Chandernagore, Bandel, Serampore and Chinsurah in the state of West Bengal, the capital of which Calcutta (Kolkata) used to be headquarter of the East India Company and capital of the British Raj. The city also is a intriguing draw for many filmmakers, writers, artists, movie actors and visitors with a creative bent, as it’s the cultural capital of India as well as home to the famous Dalhousie square, which used to house all the colonial buildings, clustered around a town hall and administrative offices.

The national animal of India is the Royal Bengal Tiger and animal lovers often include a visit to Sunderbans, the Kanha forest, and the Ranthambore forest in their tour plans. Wildlife sanctuaries in Manas and Kaziranga in Assam are also popular destinations as the famous Indian one-horned Rhino is the star attraction and a playful herd of elephants that offer tourists a joyful safari.

For beach lovers the Andaman and Nicobar islands in the bay of Bengal and western state of Goa and its beach life are an annual destination, especially at New Year’s.

India is a vast sub continent and is blessed with a rich and varied historical and cultural fabric, vibrant population, interesting geographical terrain, along with surprising contrasts of old and new that never fail to impact the visitor.

For many India is just not a place, it’s an emotion, the impact is like having been in various lands due to its unique nature. It enchants, it surprises, it disappoints and yet it leaves the heart warmer for those who have really seen or felt it.

Perhaps it can be best described in the words of the famous American celebrity chef, intrepid traveler, writer, and journalist, Anthony Bourdain, “Travel isn’t always pretty. It isn’t always comfortable. Sometimes it hurts, it even breaks your heart. But that’s okay. The journey changes you; it should change you. It leaves marks on your memory, on your consciousness, on your heart, and on your body. You take something with you. Hopefully, you leave something good behind.”

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By Mangal Dev, Director Hitachi India 

In the Hindu way of life, the journey is more important than the destination, because the journey is your experience, from this earthly realm to another higher planetary realm. 
The journey of your life stands on four pillars called the purusharthas. Dharma (fundamental duties based on your competencies), Artha (essentials for making offerings thus leading to survival), Kama (regulated desire and its fulfilment), Moksha (ultimate positioning for eternity). 

The journey is how you relate to and utilize the lifetime for a greater purpose or greater cause. The more engaging and joyful the journey, the better the arrival at your next destination. Therefore, the traits or behaviors of Dharma (धर्म), Patience (धैर्य) and Courage (साहस) are important.
In Vedic culture, there are all kinds of travels even the inter-planetary travels. However, for travel on the planet earth, railway was quite a unique innovation. It is linked to the horse driven cart, which essentially is based on the concept of the Chariot of the Sun God that travels around in the Universe. 

The history of Indian railways is not only about iron, tracks and engines; it is a history of projects, mindsets, intellectual achievements. The railways are a boon of modern-day industrialization.
The first railway in India was operated between Mumbai and Thane, in Maharashtra. It was only 60 km and it was used mainly for transporting spices. It was the beginning of the railways in India, but railways have since become the “social fabric” of Indian society. 

Railway functions as a kind of “social network” encompassing not only its 1.5 million employees but millions and millions of travellers.
People look forward to traveling on trains where you are never alone. They like to travel with family, with friends, in groups of like-minded colleagues, etc.
Because of India’s vastness, the journeys are quite long and are very joyful. The train is like home away from home. Passengers carry their own food, they carry their daily essential items, they carry their bedding to a rail “apartment” on the train: it’s just like an extension of their family home.

Personally, my first love is aerospace. Aerospace has its own fascination, because you fly in the clouds, traveling in different planes.
When I landed in the industry, by coincidence, from the air I landed on the ground in the automotive sector; and from automotive I moved on to railways. Always transport!

Photograph: Retina Charmer Photography

Discovering transport is something very interesting, because people travel. Initially, a long time ago, people used to travel for one main reason, and that was for pilgrimages, to perform tīrtha (तीर्थ). It is an opportunity for a common householder to acquire knowledge from the rishis, saints, sadhus, learned brahmans who also come together during seasonal kumbh to disseminate their revealed knowledge of God.

In India you have countless places of tīrtha from north to south, from east to west. Performing tīrtha is one of the fundamental duty of human beings and the railways are the only transport that criss-crosses the entire nation. We have a train travelling from Kashmir to Kanyakumari, which is one of the longest route. So tīrtha and railway is synonymous.
 
With my family, we made a pilgrimage just after the summer, in the months of October and November. In Hindu philosophy, the month of October is a very important time. There’s a nine-day period (Navratri) which is the most auspicious time to go to a tīrtha. The festival of Durga Puja (worship of the goddess Durga) is nine days, eleven days before Diwali—celebrating the victory of dharma over adharma. The victory of Lord Rama (an incarnation of Lord Vishnu) over Ravan, celebrated across all of India and as homecoming after the tīrtha. In this period people want to visit Vishnu’s temples, to connect or to find a better understanding of our inner-selves as Vishnu in the form of paramatma (Supersoul) also resides as guhya (गुह्य) is covered as a secret in each of our hearts (अधोक्षज). Planning for this type of journey starts two months before. 
 
There are so many pilgrimage places and people want to travel to visit them. The journey, as I said, is as important as the place of pilgrimage. That is why railway travel is the most appreciated; because of the joy of the journey and its connectivity throughout the country. People generally travel in big groups; you travel with your family, your neighbours, colleagues, friends, other like-minded people, so you continue the whole journey and it is very important to be together, experiencing life in the same coach…
 
Children often cherish the experience, the sound and sight of the passing trains. The whistling of trains, especially on long bridges over freely flowing rivers, tunnels cutting through the high green mountains and forming serpentine while climbing hills or manoeuvring curves in plains. Bollywood poets have written amazing lyrics using railways as the theme, तू किसी रेल सीगुज़रती है, मैं किसी पुल सा थरथराता हूँ (you pass like a train and I tremble like a bridge underneath). It leaves an indelible mark in your mind. Therefore, the most inspiring kind of trip for any child is to travel by train.

Getting into the coach of a train is like a holiday for the children. Railway travel is such a nice thing… you can freely move around in the train. So, there’s no restriction, you don’t have to stay sitting in one place. These small things let everybody find moments of joy. There are people selling food and goods, musicians, singers & actors performing on the train to entertain the travellers. Sometimes people interact with other people so intensively that at the end of the journey there is a marriage proposal. This is also because it’s a long journey, it can be up to one week. At minimum there are 2 days of travel in one direction. Sometimes, babies are also born on a train journey. Amazing things happens on Indian railways in incredible India.
 
When we talk about new-age, high-speed trains, they are more appropriate for people who are business oriented, people who have very little time.
In parallel, railways also offer overnight trains with sleeper cars, so travellers can sit during the day, but they can also sleep comfortably at night. And they bring their own bedding, their own food, and they share what they bring with their fellow travellers. This experience must continue to be available to retain the joy of free-minded travel. They will both co-exist to complement each other, as each is important for its own style of traveller. 

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