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By:

Rashmi Kulkarni

23 March 2025 at 2:58:52 pm

Loss Aversion Is Why Your Good Idea Fails

Your upgrade is their loss until you prove otherwise. Last week, Rahul wrote about a simple truth: you’re not inheriting a business, you’re inheriting an equilibrium. This week, I want to talk about the most common reason that equilibrium fights back even when your idea is genuinely sensible. Here it is, in plain language: People don’t oppose improvement. They oppose loss disguised as improvement. When you step into a legacy MSME, most things are still manual, informal, relationship-driven....

Loss Aversion Is Why Your Good Idea Fails

Your upgrade is their loss until you prove otherwise. Last week, Rahul wrote about a simple truth: you’re not inheriting a business, you’re inheriting an equilibrium. This week, I want to talk about the most common reason that equilibrium fights back even when your idea is genuinely sensible. Here it is, in plain language: People don’t oppose improvement. They oppose loss disguised as improvement. When you step into a legacy MSME, most things are still manual, informal, relationship-driven. People have built their own ways of keeping work moving. It’s not perfect, but it’s familiar. When you introduce a new system, a new rule, a new “professional way,” you may be adding order but you’re also removing something  they were using to survive. And humans react more strongly to removals than additions. Behavioral economists Daniel Kahneman and Amos Tversky called this loss aversion where we feel losses more sharply than we feel gains. That’s why your promised “future benefit” struggles to compete with someone’s immediate fear. Which seat are you stepping into? Inherited seat:  People assume you’ll change things quickly to “prove yourself”. They brace for loss even before you speak. Hired seat:  People watch for hidden agendas: “New boss means new rules, new blame.” They protect themselves. Promoted seat:  Your peers worry the old friendship is now replaced by authority. They fear loss of comfort and access. Different seats, same emotion underneath: don’t take away what keeps me safe. Weighing Scale Think of an old kirana shop. The weighing scale may not be fancy, but it’s trusted. The shopkeeper has used it for years. Customers have seen it. Everyone has settled into that comfort. Now imagine someone walks in and says, “We’re upgrading your weighing scale. This is digital. More accurate. More modern.” Sounds good, right? But what does the shopkeeper hear ? “My customers might think the old scale was wrong.” (loss of trust) “I won’t be able to adjust for small realities.” (loss of flexibility) “If the digital scale shows something different, I’ll be accused.” (loss of safety) “This was my shop. Now someone else is deciding.” (loss of control) So even if the new scale is better, the shopkeeper will resist or accept it politely and quietly return to the old one when nobody is watching. That is exactly what happens in companies. Modernisation Pitch Most leaders pitch change like this: “We’ll become world-class.” “We’ll digitize.” “We’ll improve visibility.” “We’ll build a process-driven culture.” But for the listener, these are not benefits. These are threats, because they translate into losses: Visibility can mean exposure . Process can mean loss of discretion . Digitization can mean loss of speed  (at least initially). “Professional” can mean loss of status  for the old guard. So the person across the table is not debating your logic. They’re calculating their losses. Practical Way Watch what happens when you propose something simple like daily reporting. You say: “It’s just 10 minutes. Basic discipline.” They hear: “Daily reporting means daily scrutiny.” “If numbers dip, I will be questioned.” “If I show the truth, it will create conflict.” “If I don’t show the truth, I’ll be accused later.” In their mind, the safest response is: nod, agree, delay. Then you label them “resistant.” But they’re not resisting change. They’re resisting loss . Leader’s Job If you want adoption in an MSME, don’t sell modernization as “upgrade”. Sell it as protection . Instead of: “We need an ERP.” Try: “We need to stop money leakage and order confusion.” Instead of: “We need systems.” Try: “We need fewer customer escalations and less rework.” Instead of: “We need transparency.” Try: “We need fewer surprises at month-end.” This is not manipulation. This is translation. You’re speaking the language the system understands: risk, leakage, blame, customer loss, cash loss, fatigue. Field Test: Rewrite your pitch in loss-prevention language Pick one change you’re pushing this month. Now write two versions: Version A (your current pitch): What you normally say: upgrade, modern, efficiency, best practices. Version B (loss prevention pitch): Use this template: What are we losing today?  (money, time, customers, reputation, peace) Where is the leakage happening?  (handoffs, approvals, rework, vendor delays) What small protection will this change create? (fewer disputes, faster closure, less follow-up) What will not change?  (no layoffs, no humiliation, no sudden policing) What proof will we show in 2 weeks?  (one metric, one visible win) Now do one more important step: For your top 3 stakeholders, write the one loss they think they will face  if your change happens. Don’t argue with it. Just name it. Because once you name the fear, you can design around it. The close If you remember only one thing from this week, remember this: A “good idea” is not enough in a legacy MSME. People need to feel safe adopting it. You don’t have to dilute your standards. You just have to stop selling change like a TED talk and start selling it like a protection plan. Next week, we’ll deal with another invisible force that keeps companies stuck even when they agree with you: the status quo isn’t a baseline. It’s a competitor. (The writer is CEO of PPS Consulting, can be reached at rashmi@ppsconsulting.biz )

The Tiger’s Last Roar: Ranthambore and the Twilight of the Chauhans

The fall of Ranthambore in 1301 to Ala-ud-din Khalji signalled the slow eclipse of heroic Hindu resistance in north India.

Ranthambore, perched like a sentinel atop the junction of the Aravalli and the Vindhya ranges, has long stood as a monument to stubborn Rajput pride. As with Chittor, Jalore and Siwana, it was no mere military redoubt but a defiant outpost against the advancing tide of Islamic invasions and the expanding authority of the Delhi Sultanate. It embodied a Rajput worldview rooted in independence, dharma, and disdain for submission. The collapse of that worldview, after a siege marked by treachery, scorched honour and brutality, was one of medieval India’s decisive turning points.


The siege and fall of Ranthambore in July 1301 was an apocalyptic event that broke the back of the Chauhan resistance in Rajputana and sealed the ascent of the Khalji empire under Ala-ud-din.


As historian and diplomat K.M. Panikkar noted in his foreword to Dasharatha Sharma’s Early Chauhan Dynasties, “the struggle of Hindu Kingdoms during the three centuries of Islam’s fight for the political domination of North India” remains “one of the least known chapters of India’s mediaeval history.”


Pannikar, Nehruvian India’s ambassador to China, further observed that while European historians, depending almost exclusively on the chronicles of Muslim court annalists, had given the invaders’ version of the conquest, “a little reflection would have shown that Hindu dynasties could not have survived in Rajasthan, Central India and Bundelkhand, if the resistance of the people had not been determined, continuous and effective over large areas.”


Few embody this resistance better than Hammira Deva, the valiant Chauhan ruler of Ranthambore. While Prithviraja III of Ajmer is remembered for his battles against Mu‘izz al-Din Muhammad Ghori at Tarain, it was Hammira who staged the last grand Chauhan defence against an increasingly imperial and

unforgiving Delhi Sultanate.


As Prof. Sharma says, from the time of Mohammad Ghori’s invasion, the Chauhans had played a heroic role in the defence of freedom with two of the greatest Chauhan rulers - Prithviraja III of Ajmer and Hammira of Ranthambhore - ranking high in India’s role of honour.


Hammira’s story, told through Sanskrit epics such as the Hammira Mahakavya of Nayachandra Suri and corroborated in parts by Islamic historians like Amir Khusrau and Zia-ud-din Barani, is one of tragic grandeur.


By the end of the 13th century, the Delhi Sultanate was undergoing a transition. The ousting of the Mamluk line in 1290 brought the Khaljis to power. Jalal-ud-din, the dynasty’s first ruler, had advanced against Hammira early in his reign, only to be thwarted at Ranthambore.


In 1296 when his ambitious nephew, Ala-ud-din Khalji, seized power after murdering Jalal-ud-din. Intoxicated by the conquest of Gujarat, Ala-ud-din set his eyes on Ranthambore.


Its trigger lay in the turbulent aftermath of Ala-ud-din’s Gujarat campaign. In 1299, Alauddin’s forces, led by generals Nusrat Khan and Ulugh Khan, plundered Anhilwara and defeated the Vaghela king Karna. The ruthless campaign saw the wholesale massacre of civilians, looting and desecration of temples and an enormous booty being carted back to Delhi.


However, disputes over booty broke out among Khalji’s troops, particularly between the old Turkish guard and a class of new Mongol converts - neo-Muslims - resentful of being denied a share in the spoils. The leaders of the Mutiny - Muhammad Shah and Kehbru - fled to Ranthambore for asylum.


To the imperial court, such defiance was intolerable. When Ulugh Khan, Alauddin’s general, sent an ultimatum offering peace in exchange for the surrender or execution of the fugitives, Hammira declined to betray his guests, fully aware of the consequences.


The first phase of this war began in 1299, Ulugh Khan and Nusrat Khan advanced with large contingents, capturing Jhain along the way. However, Hammira’s army, led by the Rajput generals including his brother Virama and his neo-Muslim allies crushed the Delhi forces.


Later, Nusrat Khan perished near the Navlakhi Gate, struck down by a missile hurled from the fort’s battlements. Ala-ud-din himself came down from Delhi to take charge of the siege. Hunger gnawed at both camps.


What Ala-ud-din could not win by arms, he won with guile. He courted Hammira’s general Ratipala, lavishing him with promises of power. Ratipala returned a traitor, giving Hammira a false picture of the Muslim camp. Another general, Ranmalla also defected to Ala-ud-din's side.  


The Hammira Mahakavya recounts the climactic end in stark detail as famine and betrayal rapidly closing in for the defenders. However, the Rajput spirit burned undimmed. Hammira’s queen, Ranga Devi, led the women of the fort in the ritual self-immolation act or ‘jauhar.’ Hammira crowned a successor – Jaja - and led his men in a final, desperate sortie.


As the defenders were cut down to a man, only nine fighters remained steadfast beside Hammira, with Muhammad Shah and Kehbru fighting loyally alongside their patron until the Chauhan ruler himself fell. Isami reports that not a single member of Hammira’s family was captured alive.


The fort finally fell on July 10, 1301 as recorded by Amir Khusrau. The aftermath was brutal. Ranthambore was sacked. Its great temple of Bahar Deo was razed. Ulugh Khan was left in charge, but his tyranny bred such resentment that he dared not live inside the fort. The Chauhan kingdom, its dynasty stretching back to the era of Vigraharaja and Arnoraja, had come to an end.


Hammira’s faithful ally Muhammad Shah, gravely wounded, was dragged before the Ala-ud-din Khalji. When he was offered a pardon by the Sultan, the rebel is said to have famously declared: “If I recover, I would have thee slain and raise the son of Hammiradeva to the throne.” For this, Ala-ud-din had him crushed under an elephant, but ordered him buried with honour, admiring his loyalty.


Conversely, Ala-ud-din was ruthless towards the traitors Ratipala and Ranamalla. He had Ratipala flayed alive, and Ranamalla killed with the Sultan reasoning that if they could betray their earlier master, their loyalty was ever suspect.


Ranthambhore became template for the subjugation of Rajputana, with Ala-ud-din’s psychological warfare and ruthless statecraft to be repeated in Chittor (1303) and Jalore (1311). For the Rajputs, it was the canonisation of martyrdom. Hammira’s death, like that of Prithviraj before him, entered the poetic memory of a people who prized honour above all.


Detractors have dismissed Hammira’s stand as stubbornness (‘Hammir hath’ in the vernacular), implying the foolhardiness of those who choose pride over pragmatism. But that is to misunderstand the sentiment of the age.


Hammira was no perfect prince. “He was not a man without some serious faults,” Prof. Sharma concedes.


Yet the magnitude of his resistance overshadows these flaws. He protected those who sought refuge, fought for the sovereignty of his people and upheld a code of honour that made his name a byword for loyalty in Rajasthani lore.


That his memory is beloved in Rajasthan’s bardic folklore is testified by the famed couplet runs thus:


“A lioness gives birth to a cub only once; once alone is the word of a good man given;once only does a plantain bear fruit; a woman is anointed only once with oil for marriage;and once alone did Hammira give his irrevocable promise.”


Muhammad Shah’s story too is illustrative of the complexities of loyalty in a time of religious flux. As a neo-Muslim commander turned rebel, he embodied the uneasy amalgam of identity, class and coercion that underpinned Khalji rule. The squabbles that had begun over the division of loot in Gujarat thus ended with the fall of a kingdom rooted in honour culture.


The significance of Ranthambore’s fall cannot be overstated. Politically, it ended Chauhan independence. Economically, it granted Delhi control over important trade routes.


Today, Ranthambore is better known for its tigers than its tombstones. The fort is a UNESCO heritage site. But hidden among its broken ramparts and quiet temples is the traitor’s gate, a mute reminder of the day valour was undone not by force, but by treachery.

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