hard we were very relaxed , energetic and fresh . How did it happen ? Who had created this flow ?
Perhaps it was the meaningful organization of the purposes we sought to achieve . We would identify the broadest possible purpose level and then work towards developing a feasible target solution from a variety of alternatives . It was this working backwards to develop a creative change in the problem solution , that used to put us in ‘ flow ’.
When the SLV-3 hardware started emerging , our ability to concentrate increased markedly . I felt a tremendous surge of confidence ; in complete control over myself and over the SLV-3 project . Flow is a by-product of controlled creativity . The first requirement is to work as hard as you can at something that presents a challenge and is approved by your heart . It may not be an overwhelming challenge , but one that stretches you a little , something that makes you realise that you are performing a task better today than you did yesterday , or the last time you tried to do it . Another prerequisite for being in flow is the availability of a significant span of uninterrupted time . In my experience , it is difficult to switch into the flow state in less than half an hour . And it is almost impossible if you are bedevilled by interruptions .
Is it possible to switch yourself into flow by using some sort of a conditioning device in much the same way that we condition ourselves to learn effectively ? The answer is yes , and the secret is to analyse previous occasions when you have been in flow , because each person has his or her unique natural frequency which responds to a particular stimulus . You alone can identify the common denominator in your case . Once you have isolated this common denominator , you can set the stage for flow .
I have experienced this state many times , almost every day of the SLV mission . There have been days in the laboratory when I have looked up to find the laboratory empty and realised that it was way past the quitting time . On other days , my team members and I have been so caught up in our work that the lunch hour slipped by without our even being conscious that we were hungry .
Analysing such occasions in retrospect , I find them similar in the sense that this flow was experienced when the project was nearing completion , or when the project had reached that phase when all the necessary data had been gathered and we were ready to start summing up the problem , outlining the demands made by conflicting criteria and the various positions presented by opposing interests and making our recommendations for action . I also realised that this tended to happen on days that were relatively quiet in the office , with no crises or meetings . Such spells increased steadily in frequency , and the SLV-3 dream was finally realised in the middle of 1979 .
We had scheduled the first experimental flight trial of SLV-3 for 10 August 1979 . The primary goals of the mission were to realise a fully integrated launch vehicle ; to evaluate on-board systems like stage motors , guidance and control systems and electronic subsystems ; and to evaluate ground systems , like checkout , tracking , telemetry and real-time data facilities in launch operations built at the Sriharikota launch complex . The 23 metre-long , four-stage SLV rocket weighing 17 tonnes finally took off elegantly at 0758 hours and immediately started following its programmed trajectory .
Stage I performed to perfection . There was a smooth transition from this stage to the second stage . We were