Features
Settling into my job in London and helping Colombo in a delicate New Delhi assignment
(Excerpted from the memoirs of Lalith de Mel)
After completing what may be described as my probationary period, I was ready to settle down to what I hoped would be a long and successful career. My first task was to really understand how Corporate Headquarters worked and how the various roles all fitted together so that I could make a success of whatever role I was given.
The Main Board had three Group Directors, each managing a piece of overseas territory. There was a separate Director for the UK and a Director of Finance and the Chief Executive who reported to the Chairman. The Group Director was responsible for developing, in collaboration with the heads of the businesses, the strategy for each country and compiling a comprehensive business plan dealing with all aspects of the business such as manufacture, supply chain, marketing, finance and human resources. These plans were presented to the Main Board. It was the responsibility of the Group Director to implement the agreed plan and he reported on the progress to the Chief Executive.
The Group Director was responsible for the larger businesses and his Regional Director performed an identical function for the smaller countries that were his responsibility. He had to present the business plan to his Group Director (not to the Main Board) and was accountable to him for implementing the plan. He liaised directly with the heads of the relevant business.
Many things in a business plan do not work out exactly as intended in the agreed plan. A good part of the job was fixing problems, identifying the support that was helpful, and providing it. This led to meetings to discuss the issues and the solutions. In the participative style of management, a number of people had to be brought into the discussion process and life was a series of meetings at Corporate or in the businesses. All of this meant constant traveling.
Lalith’s first job was to take over the role from his predecessor as the Regional Director for the Indian subcontinent, Singapore and Malaysia. He would report to the Group Director responsible for the whole Overseas Group, Ted Wright.
Another role
When the Chairman or Chief Executive visited an overseas business, the Regional Director had to accompany him. My first such role was when Sir James Cleminson, the Chairman, and Lady Judy Cleminson visited the Indian business and the businesses in Singapore and Malaysia, which at the time were based on exports from the UK. My first task was to develop the programme. Draft programmes were proposed by the business and I would discuss it with the Chairman and send back the amendments required.
These were very detailed programmes, which include sightseeing and social activities such as cocktail parties and dinners. I had to prepare a succinct summary of the businesses’ performance and issues as well. I had to get him into a position to say things like ‘Why is your shoe polish market share down by one percent’? and `I am pleased that sales are up seven percent’. This left the locals in the business amazed at his in-depth knowledge of their business. They never knew that he had memorized these details from my crib sheet for him.
Lady Cleminson was well-known to be difficult. As we took off in the plane she said, ‘I don’t like this programme,’ and this went on right through the trip. Fortunately she was very interested and knowledgeable about horse racing in the UK and I was a keen follower of the sport. From the time this was discovered, she became a different person. There was an important two-year-old race coming up and we disagreed about the likely winner. This led to a five pound bet. I won the bet but forgot all about it. Then I received this letter from her with five pounds.
`Dear Lalith,
Just to prove how I pay my debts at once even though you were on a sure-fire winner anyway! So now you can re-invest it on him for the Derby next year at eight to one.
But really to thank you so much for being so patient on our quick visit to your neck of woods and also such a nice traveling companion for us to have. No worries with the constant change of plans, our diet and drinking habits, all seemed to go so smoothly and well due to your insight. Thank you very much for all you did for me and I hope the effort was worthwhile.
Best wishes,
udy Cleminson
As a thank you at the end of the trip they asked me to return to London from Singapore on Concorde with them.” Shortly after Ted Wright retired, the three Group Directors, in line with the corporate structure as described, came into being. He then reported to the Group Director responsible for Australia, New Zealand, Asia, Africa, USA and Canada.
Lalith became Regional Director for the Indian sub-continent, the whole of East Asia including Japan and China and performed a staff role for Australia, New Zealand, USA and Canada. This was a very big role as his Group Director had a vast piece of territory as his responsibility. This was also an interesting opportunity since he had no experience of the American market and they had a very successful thriving business in the US. He was pleased to be able to have an involvement in the US business supporting his Group Director.
In the multinational world, nothing ever runs smoothly for very long and no job ever evolves into a nice, routine Monday-to-Friday job. Major problems had arisen in the Australian business, which was a major contributor to Group profits. It was decided that his Group Director David Totton should relocate to Australia for some time. North America was moved to another Group Director, but he remained the link and continued to perform the staff role. John West, the Chief Executive, took over David Totton’s remaining responsibilities, Africa and both parts of Asia, and he provided the staff support role.
“I moved into an office next to his and due to location in effect became a PA as well to the Chief Executive. He did not work in a very structured fashion. He was a successful gut-feel entrepreneur. He very quickly grasped the essentials that mattered and ignored and was bored by the relatively trivial details. He would ask me to look at this, that and the other on issues that concerned him. I struggled to sift the chaff and master the art of just focusing on the core that mattered. It was a good learning experience.
There was one memorable incident. He wanted me to look at a project for acquisition. In due course I went to see him and narrated all the ratios and how they compared with our hurdle rates and took him through the potential risks. I saw him become increasingly irritated and I knew he disliked tedious detail, but I felt I had to take him through it. Finally in complete exasperation, he screamed, ‘Don’t confuse me with the bloody facts, just go and write a board paper.’
It was a great opportunity to get an insight into how the top Board worked, to see the inter-relationships between Board Directors, and to catch a glimpse of how big businesses really operated.
I had a long link with South Africa and it started with my role as a Regional Director supporting John West, the Chief Executive. Those were the days of apartheid. I did not understand why he decided to have me, a coloured person, as Regional Director for South Africa as in the normal course of business it would be necessary to visit the business. Perhaps it was his sense of humour as the Afrikaans were generally both glum and arrogant and so he may have found it amusing sending someone coloured who could give them instructions.
The main hotels were strictly white only. They had a rather ingenious way of dealing with black senior ministers of neighbouring countries who came for discussions. They were made honorary whites and so I too was made an honorary white when I visited South Africa and stayed in the white only hotels. But on a visit to the trade at a supermarket, if I needed the loo, I had to use the one for blacks!
In course of time, Mr. Totton returned to London. Life went back to what it had been before.
Delicate assignment in New Delhi for JRJ government
Whilst ruminating about my career in London, I had a telephone call from Lalith Athulathmudali, Minister for National Security in Sri Lanka.
I knew Lalith from school days, and when I was at Cambridge, he was at Oxford. He always spoke at a measured tempo with an Oxford accent. In June 1987, I received a call from Lalith speaking rapidly which was very unusual. I knew he was very agitated about something. He fired a series of questions. “Was Arun Singh employed by Reckitt and Colman in India, were you his boss, do you know him well, do you know he is the Indian Prime Minister’s closest friend and key advisor.”
I told him that I knew Arun Singh well as he had worked for Reckitt and Colman in India for many years as Head of Marketing. He reported to the CEO, Ranjit Sikand, who reported to me. He asked whether Arun, then in an exalted position, would see me if I wanted an appointment. I said I was sure he will. He wanted me to go and meet Arun Singh and convey an important message from the Government of Sri Lanka and wanted me to get on the next plane and come to Colombo.

Sir James Cleminson, Chairman of Reckitt & Colman PLC, UK, on a visit to India, Lalith is third from the right, on his left Ranjit Sikand, Managing Director of the Indian business
The problem was Sri Lanka had was no soft contacts to Rajiv Gandhi or his new key officials. No people who could get close and whisper a word in the ear or leave a thought for consideration. After his mother Indira Gandhi was assassinated, Rajiv Gandhi got catapulted into the Prime Minister slot, and appointed a young team of friends to the key positions. Arun Singh, his closest friend from school days became his principal advisor. Sri Lanka had no contacts with this group.
The crisis
Lalith Athulathmudali explained the crisis. The heartland of the LTTE was Jaffna and they were surrounded by the Sri Lankan Army and there was a blockade of Jaffna. Food from outside was not getting through and the artillery fire was also causing some civilian casualties.
There was panic in Jaffna, agitation in Tamil Nadu and political pressure on the government of Rajiv Gandhi to intervene and get the blockade lifted. India had sent a message through their diplomatic channels volunteering to mediate. Sri Lanka had promptly rebuffed their overtures (A dangerous approach, with India much larger and more powerful in every way, and with the second largest standing Army in the world).
The Indian reaction to the rebuff was to send an unarmed flotilla of naval boats laden with food. They were blocked by the Sri Lankan Navy and had to turn back. The Indian response was immediate. They sent cargo planes with food but this time accompanied by Mirage fighter jets. The planes performed their mission, this time unopposed by the Sri Lankan military and dropped the food by parachutes into Jaffna. Sri Lanka had protested vehemently but India had refused to rule out further air drops.
The threat of invasion
India brushing off our protests caused panic in the high echelons of the government, and rumours of an Indian invasion were swirling around. The President and his key advisor, the National Security Minister who was Lalith Athilathmudali, feared that India on the pretext of protecting the Tamils may use the opportunity to invade and occupy Jaffna and eventually make it a new province of India just like they did with Goa.
The briefing
I arrived from London and went straight to Lalith’s residence and told him that Arun Singh had agreed to meet with me in Delhi. We then went to the presidential secretariat. After a brief chat with the Foreign Minister Hameed met the President J.R. Jayewardene, and Lalith Athulathmudali for a briefing session, on what to tell the Indians, on how to respond to their questions, and on how to end the session depending on the Indians’ attitude to our submissions.
The briefing comprehensively covered five strands. That LTTE was a terrorist organization. They did not represent the Tamil people who were living peacefully in all parts of the country. The Government was firmly committed to ensuring the well-being of the Tamils and all minorities. India being a valued and trusted friend, and importantly on how to deliver the punch line of Sri Lanka welcoming India’s help and collaboration in solving the terrorist problem.
In Delhi
I was not looking forward to the challenge of sitting across a desk and being questioned by a battery of Indian officials. I rang Arun Singh when I got to Delhi and he said “Let’s meet tomorrow at 10.30”. I asked where, and he said to come home, and added it will be just you and me. I was relieved. I went to Arun’s house which was next door to the Prime Minister’s residence and as I went in, I noticed a gate in the wall between the two houses. Nina, his wife who I knew well, greeted me and wanted me to stay for lunch. Both Arun and his wife are from princely Indian families. Arun is the second son of a Maharaja. They come from a background of gracious living and polite behaviour. Arun is very intelligent but soft spoken and always polite.
We sat in his sitting room and had a very long discussion. Arun with his forensic skill probed the Sri Lanka Government’s attitude and commitment to the well-being of the Tamil people and the way in which their concerns will be addressed. I was glad that I had been extremely well, briefed by Lalith and the President.
The end
By the time we sat down for lunch 1 felt the vibes were good. We chit chatted about old friends and at the end he said he will speak to the Prime Minister in the afternoon, asked me to come the next day and said the Prime Minister may want to meet me.
The next day he greeted me with a broad smile, and said it was not necessary to meet the PM. Arun said a message had been sent through the External Affairs Ministry and added that the Sri Lankan government will be pleased. I asked what it said and he said he could not tell me and that it was couched in formal diplomatic language.
I rang Lalith. They had got the message and were very pleased. A threat of invasion had faded away. I was warmly congratulated on completing the mission successfully. Then it was back to Colombo, a de-briefing session with Lalith and the President and then on a plane and back to my day job in London.
The Indo-Sri Lanka Accord was signed that July when Rajiv Gandhi visited Sri Lanka. Arun Singh was Defence Minister when he retired from politics. I met him a year ago when he visited London.”
Features
Is power devolution under JVP-NPP a political daydream?
The JVP General Secretary Tilvin Silva’s recent remarks at a news conference in Jaffna where he ruled out the possibility of holding provincial council elections this year has been widely reported and widely criticized. About the same time there was another media event in Jaffna that went largely unnoticed and unreported outside Jaffna. What was said at the second media event may carry far more political implications than Tilvin Silva’s election timing talk. A veteran Tamil political participant made the startling yet not implausible statement that the prospect of having political devolution under the JVP-NPP government is becoming “a daydream”. The statement was made by Dr. K. Vigneswaran, who served as Provincial Secretary to the only North-East Provincial Council Government that was elected under the auspices of the Thirteenth Amendment.
Dr. Vigneswaran is a Professional Civil Engineer who studied at Royal College, graduated with First Class Honours in Engineering in 1964, and went on to complete a pioneering PhD at the university of Waterloo, Canada, applying the finite element method (FEM) in the field of Geotechnical Engineering. His engineering career has always been at the Irrigation Department where he rose to a Deputy Director. That was when the department was in its golden years, and Vigneswaran was known for his technical mentorship, meticulous administrative skills, and for knowing the fine print of everything. While at the Irrigation Department, Vigneswaran married Ramya de Silva, a fellow irrigation Engineer. After 1983, Vigneswaran became a fulltime political activist and a powerful resource in Tamil politics, but with unwavering commitment to nonviolence, democracy and federalism. The family moved first to India and then Canada, and Vigneswaran has been shuttling between Canada and Sri Lanka.
Devolution: Tortuous Trajectory
Since 1987, the Indo-Sri Lanka Agreement, and the 13th Amendment, Vigneswaran has been a permanent fixture in all the politics and institutional dynamic of implementing 13A and establishing provincial councils. He served as Secretary to the only elected Provincial Government for the Northern and Eastern Provinces. After 1994 and the election of Chandrika Kumaratunga as President, Vigneswaran became a key participant in all the civil society efforts and government initiatives to restore the PCs and implement 13A, both during the Kumaratunga presidency and the succeeding administrations of Mahinda Rajapaksa and the Sirisena-Wickremesinghe duo.
Devolution efforts stalled after the election of Gotabaya Rajapaksa, who in so many words declared that he had no time for 13A or PCs in his presidential agenda, whatever it was. Only that his whole agenda turned out to be a wholesale disaster for the country. Already by then, all the nine Provincial Councils had fallen into abeyance with the cancellation of the 1988 PC elections by the Sirisena-Wickremesinghe duo, with the TNA standing by. The abeyance continues under the JVP-NPP government with no apparent end in sight after Tilvin de Silva’s statement in Jaffna.
I say all this to provide the proper context for Vigneswaran’s statement in Jaffna that the prospects for power devolution under the JVP-NPP government are becoming a political daydream. He said something else as well: that of all the government leaders he has encountered over the years, the only leader who has been genuinely sincere about power devolution is former President Chandrika Kumaratunga, and no one else. I am constrained to add that the insincere category would include Ranil Wickremesinghe, who for all his handsome promises, never matched any of them with experiential sincerity. The present JVP-NPP government still has time to show that they are not an insincere lot.
It is not my purpose to agree with or question Dr. Vigneswaran’s assertions, but to use them as cue and context to comment on the widening mismatch between the JVP-NPP government’s promises and its practices on the matter of power devolution and the restoration of the PC system. With a stalling economy, rising prices and external shocks, it is obvious that the government has all the economic matters to worry about, but that does not mean that it can ignore all the other government responsibilities. No government is put in power to solve a single problem or address a single issue. It is in the nature of governments to deal with multiple problems with varying priorities. Otherwise you could have a single cabinet minister to deal with one problem at a time. That is never going to be the case.
The economy is of course the top of mind priority for the government even as it is a top of mind concern for the people. Even on the economic front, the government is holding steady but is showing little progress. And there are other government initiatives where political accountability will call for answers: to wit, the catchall Clean Sri Lanka programme, ambitious educational reforms, contentious energy sector reforms and, yes, power devolution as well as the overpromised constitutional reforms. Not to mention the sprawling unforced errors over substandard coal imports, foreign exchange fraud, and the chronic neglect of developing the renewable energy sector. Correcting these fields of errors may require a separate ministry for each.
Devolution: Daydream or Deliverable
On the PC system and constitutional reform, there has been scant progress in spite of handsome promises. On both, the government is inadvertently deepening the holes that it had dug itself into through indifference, inaction or procrastination, or all of them and more. In the matter of devolution and provincial councils, the government can simply defuse the situation by directing the Election Commission to conduct elections at the earliest opportunity that is logistically possible. Making his statement in Jaffna, Mr. Tilvin Silva alluded to funding shortfall and legal complications as reasons for the necessity to postpone PC elections until next year. Neither reason holds water.
The funding question would seem to have been put to rest by the statement of Health Minister and Cabinet Spokesman Nalinda Jayatissa, presumably reflecting cabinet consensus, that there are no funding issues and if needed additional funds could be arranged through supplementary allocations. It is also disingenuous to cite legal complications as a reason. The so called legal complications arose because of the collective stupidity of the Sirisena-Wickremesinghe parliament that included the then miniscule NPP and the politically-lost TNA. The JVP-NPP has now ballooned from a handful MPs to a two-thirds majority and it can expedite any legislation that it wants to enable the PC elections to be held without delays.
Alternatively, the elections can be held under the old arrangement of proportional representation with assurance by political parties to honour their commitment to fielding more female candidates. Already at a gathering of all political parties, including the NPP (but not the JVP), and civil society groups, convened by People’s Action For Free & Fair Elections (PAFFREL), the political parties jointly committed to a 25% quota for women and youth under the old electoral system. The ongoing parliamentary committee exercise studying the legal matter, headed by the overstretched Foreign Minister Vijitha Herath, is also an unnecessary red herring. The Election Commission is ready to go under whatever law or electoral system that is before it. So, there is no reason to hide behind legal complications to further delay the PC elections.
Somewhat amusingly, Public and Parliamentary Affairs Minister Ananda Wijepala has trotted out the argument that the NPP government has already conducted two nationwide elections during the one and a half years it has been in office, and that unlike the Ranil Wickremesinghe government the JVP-NPP is not in the business “to delay elections for our personal benefit” – whatever that means. Unfortunately, the good minister is missing the point. The question is not how many elections can the JVP-NPP hold in how many years, but how many years do people in the provinces have to wait before they vote in another provincial election? How many more years? That really is the question.
We know the current situation in the provinces. There are provincial governments but no elected provincial councils. The government administration in every province is being run by the President of the Republic through his handpicked governors and unelected government officials. This is a travesty of democracy and the euthanizing of the PC system. Already under 13A, the office of the provincial governors has been constitutionally and legally compared to the office of the Governors of old Ceylon who represented the monarch in what was then a crown colony. The irony is that a JVP-NPP President may have inadvertently positioned himself as the monarch of all he provincially surveys, courtesy of the Thirteenth Amendment!
The JVP was in the forefront of the litigation that caused the demerger of the Northern and Eastern Provinces. If Dr. Vigneswaran’s assertion were to prove correct, a potential dissolution of the provincial system under the JVP-NPP government would be the consummation of the JVP’s original opposition to the introduction of the provincial council system itself. The whole system may not be eradicated, but it could be devoured of its democratic essence while preserving the administrative shell as the medium for the country’s president to overreach into the provinces. That would be worse than a daydream, a real nightmare.
by Rajan Philips ✍️
Features
Rewiring Brain: Meditation to Break the Cycle of Craving
“Craving begets sorrow, craving begets fear. For him who is free from craving there is no sorrow; how can there be fear for him,” Dhammapada verse 216 states. The mental factor craving, Tanha in Pali, is central to Buddhist Teaching, as its ultimate goal is the cessation or extinction of it—tanhakkhaya. Even though Tanha is translated as craving here, it can sometimes mislead modern readers into thinking tanha only refers to extreme or physical addictions. Just as with any Pali term, it has broad meanings. Venerable Walpola Rahula describes it as “thirst” or unceasing wanting, one of the deep-rooted proclivities or latent tendencies (anusaya) of life (Rahula 1959), without which life as we know would not exist.
Even though the Buddha recognized this natural phenomenon two and a half millennia ago, it was only in the late 20th century that science took note of it and gave it a captivating term—the Hedonic Treadmill. The advantage of this empirical investigation to us Buddhists is that it provides a way to gain penetrative, experiential comprehension (anubodha) of this concept using the vernacular of this technology-savvy age—an alternative to struggling with the language of a bygone era.
These investigations have revealed that there are no hard-to-comprehend metaphysical or mysterious elements involved with this phenomenon; it is a biochemical process fundamental to sustaining life. What is more, an effort to grasp this concept would be well within the goals of Vipassana meditation described in the Sutta Pitaka, incorporating the four elements of investigation: body (kayanupassana), sensations (vedananupassana), mind (chittanupassana), and natural laws (dhammanupassana).
Vipassana and modern science
Vipassana meditation is an in-depth exploration of how humans perceive the world, gain knowledge, and interact with themselves and the environment. Knowing this with wisdom allows one to lead a harmonious way of life (samadhi), a condition conducive to curbing the “thirst” and achieving the Buddhist ideal. The goal of modern science is also to investigate life, but humanity has often used that knowledge to increase material wealth and comfort, providing only lip service to spirituality on the fringe.
An attitude that tends to ignore the consequences of wanting more and more – thirst, potentially endangering the planet. However, that does not prevent us from using scientific information as and aid or a tool to grasp Buddhist concepts. The scientific method bears parallels to the Buddhist approach: it is based on causality (paticcasamuppada), empirical verification (ehipassiko), systematic observation (meditation), and rejecting dogma and beliefs. The primary difference is simply the vocabulary used.
The process of perception: five aggregates
Our five external sense organs receive data (vedana) containing information on the environment: Eyes: receive light, Ears: receive sound, Skin: senses physical contact and temperature, Nose & Tongue: sense chemical properties of substances. The data received by the sense organs is transmitted to the brain, where it is registered as neural networks (sanna). Neural networks, which are interconnected groups of nerve cells (neurons) can be viewed as mind-readable QR codes.
The activity of the brain, or mind (mano), processes this data and converts them into actionable information (sankhara). Modern neuroscience and psychology have made great advances in understanding these processes at the molecular level. This process allows the individual to become aware of their environment, build an autobiographical memory or the notion of a self (atta), and take actions to protect and perpetuate life.
The Pali term vinnana refers to the collection of information committed to memory. Translating vinnana as “consciousness” can be confusing, as the latter often refers to all brain activities. All physical phenomena that sense organs encounter and the mental constructs (sankhara) are referred to as Rupa. This activity of mind forms the basis of all knowledge, representing the entire world as perceived by the individual. This process is what the Teaching refers to as the Five Aggregates (pancakkhanda). The critical takeaway is that the world we perceive is merely a mental construct. While an objective world exists, our sense organs have limitations in seeing it—a fact easily realized through the hundreds of illusions used for entertainment.
Evolution and emotion
The evolutionary purpose of this data processing mechanism is to enable living beings to respond to environmental factors for survival. The psychological and physiological state that arises prior to acting is called emotion. Primarily, emotions can be of three kinds: desire (loba) – seeing a new phone causes an urge to buy it, even though the current one works fine; aversion (dosha) – encountering a vicious dog triggers a “fight or flight” response; delusion (moha) or illusion – an unanswered message to a loved one triggers worry or speculation. Thus, tanha or thirst represents how we connect to the world in its entirety; it can be desire, aversion, and delusion, not merely simple greed. Consequently, these are natural phenomena beyond our immediate control, which are intended to sustain life. In other words, emotions are the forerunner to volitions or intentions, which the Teaching defines as kamma.
The biochemistry of craving
Emotions result from the interaction between the nervous system and biochemicals known as neurotransmitters and neuromodulators (e.g., dopamine, serotonin, epinephrine, GABA, glutamate, acetylcholine, and endorphins). Just as the Buddha’s simile of two bundles of bamboo supporting each other describes, these two processes are interdependent and co-arising. Every thought or emotional state corresponds to patterns of neural firing. When neurons fire, they release these chemicals into synapses, influencing how one feels and acts. This release perturbs the body’s normal balance, or homeostasis. Once an action is complete, these chemicals are reabsorbed, and the body returns to its baseline.
Return to baseline is essential for survival. For example, if we stay satisfied with just one meal forever, we could not sustain life. Nature has developed another mechanism to prevent us from being satisfied – we also habituate. In the case of dopamine, the brain adapts by reducing the response to the same stimulus. To get the same level of satisfaction with repeated experiences, the amounts of neurotransmitters needed keeps increasing. This leads to the cycle of craving and dissatisfaction—the Hedonic Treadmill. You “run” toward happiness on the treadmill, but it does not take you anywhere, leaving you in the same emotionally unsatisfactory state, wanting more and more.
Breaking the cycle
This explains why achievements and possessions do not bring permanent happiness, and lead to a cycle of struggle, addiction, crime, and other ills of society. For Buddhists, it also explains why we cling to meaningless rituals. The Dhamma captured this complex phenomenon in the Four Noble Truths: pleasant experiences are impermanent (anicca), leading to grasping (tanha) and unsatisfactoriness (dukkha). The remedy is the Eightfold Path that involves wisdom (panna), conduct (sila), and harmony (samadhi).
Neuroplasticity and the point of liberation
While we cannot stop the sense organs from receiving stimulation (vedana) and sending them to brain, the mind can be developed to prevent vedana from leading to tanha. This is the “point of liberation,” the seventh link in the paticcasamuppada formula. We may not have free will, but we have ‘Free Won’t’ or the ability to say no to the natural tendency to act upon stimuli. We can rewire our neural connections to do so. This ability can be cultivated by practice and repetition, and neuroscience refers to it as neuroplasticity—the brain’s ability to change with experience.
The natural tendency of the brain is to strengthen frequently used neural networks while weakening and eliminating lesser used networks and building new ones as needed. This is known as neural plasticity or rewiring the brain. As described in the Eight-fold Path, the way to weaken and eliminate dopamine-driven neural networks includes three aspects. First, the process leading to thirst must be understood. One must engage in sila – activities and thoughts that cultivate Metta: loving-kindness and goodwill, Karuna: compassion, Mudita: appreciative joy, and Upekkha: equanimity, emotional stability, calmness, and evenness of mind in the face of gain and loss, praise and blame, fame and disrepute, pleasure, and pain. That must be done with wisdom, ritualistic behavior does not strengthen the correct neural networks. These activities promote a “cocktail” of oxytocin, serotonin, and GABA, subduing the role of dopamine and helping us step off the Hedonic Treadmill. This leads to a tranquil state of mind and a harmonious existence – samadhi. Again, it is an interdependent, co-arising process that improves upon repetition. Using mind altering substances hijacks this process, thus the need for adhering to the Fifth Precept.
The goal of Vipassana is to understand this process and train the mind to say “no” to tanha. It is not just about sitting on a mat; it requires developing a lifestyle that maintains homeostasis or harmony, samadhi, at every moment. Pali term bhavana means the development of wisdom and insight. In modern vernacular – rewiring brain. This model must be assessed for its efficacy by the individual and realize the benefits by themselves –ehipassiko; knowledge without practice does not work. According to what the Buddha taught, that is the path to cessation or extinction of craving – tanhakkhaya, the supreme goal.
by Geewananda Gunawardana, Ph.D. ✍️
Features
‘Spectrum’ Art Exhibition Showcases Emerging Talent at Lionel Wendt
A new art exhibition, titled Spectrum ,will be held at the Lionel Wendt Art Centre on the 20th and 21st of June 2026, bringing together a collection of works by ten emerging artists.
Athsara Wijegunawardena
Neha Thirumavalavan
Dillai Joseph
Wasantha Siriwardena
Champika Dias
Nipun Dias
Dr. Prasanna Siriwardena
Kalhari Perera
Siromi Samarasinghe
Chandana Illankone
All ten artists have trained under the guidance of renowned Sri Lankan artist Royden Gibbs, and this exhibition marks an important point in their individual journeys.
Spectrum brings together a mix of styles, subjects and approaches, giving visitors a chance to experience a wide range of work in one place. The exhibition will include pieces in watercolors, soft pastels, oils and charcoal, reflecting both the discipline and personal direction of each artist. The work ranges from scenery and portraits to still life and studies of the human form, offering different ways of seeing and interpreting familiar subjects.
- Nipun Dias
- Wasantha Siriwardena
Although they share the same mentor, each artist presents a distinct point of view. The result is a show that feels varied yet connected, with each piece carrying its own character and intent. It is this balance that gives Spectrum its identity.
The exhibition aims to support and highlight emerging talent within Sri Lanka’s art scene, while also creating a space where artists and audiences can connect. Visitors will find work that shifts between quiet observation and more expressive pieces, making it an engaging experience for both seasoned collectors and those simply interested in art.
Spectrum is expected to draw art lovers, collectors, students and members of the wider creative community. It also offers an opportunity to discover and support new artists at an early stage in their careers.
Open to the public over two days, Spectrum invites visitors to experience a range of work in a venue that has long been part of Colombo’s cultural landscape.
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