• Skip to content
  • Skip to primary sidebar

Right Attitudes

Ideas for Impact

Ethics

Gandhi on the Doctrine of Ahimsa + Non-Violence in Buddhism

November 18, 2014 By Nagesh Belludi Leave a Comment


Non-Violence in Buddhism

“Thou shalt not kill.” This command forbids committing murder—specifically slaying a fellow human. The seventh of the Torah’s Ten Commandments (the Decalogue) allows for the execution of animals.

Non-Violence in Buddhism This specific tenet can be interpreted as comparatively lenient, even indulgent, compared to the mainstream Hinduism and the derivative Jain and Buddhist philosophies. Within these contexts, non-violence is a fundamental building block of ethics. Naturally, this idea of refraining from cruelty proscribes murder, but it also surpasses that guideline. In fact, practicing pacifism deters all varieties of violence against any sentient being, be it a human or an animal. Under the rule of non-violence, these creatures are protected from aggression, hostility, cruelty, sadism, and savagery—all unacceptable forms of conduct.

In accordance with the concept of anatta (the idea of there being no self,) Buddhism teaches us that, should we cling to the illusion of possessing autonomous ‘selves,’ we will fail to fully comprehend non-violence. Upon removal of the sense of the individual self, inflicting damage on another in turn damages the perpetrator. Should you inflict violence upon another, you too will suffer its effects.

Gandhi on the Doctrine of Ahimsa

Violence is the utmost form of asserting oneself over another. An alternative to aggression is Ahimsa or non-violence. This peaceful method was recognized as an entirely credible ethical code when Gandhi adopted it. He took up non-violence in his struggle against injustice and oppression, first as a peace leader in South Africa and then as the leader of India’s independence movement. Gandhi’s own definition of Ahimsa is as follows:

'Mahatma Gandhi: Essays and Reflections on His Life and Work' Edited by S. Radhakrishnan (ISBN 1553940261) Literally speaking, Ahimsa means “non-killing.” But to me it has a world of meaning, and takes me into realms much higher, infinitely higher. It really means that you may not offend anybody; you may not harbor an uncharitable thought, even in connection with one who may consider himself to be your enemy. To one who follows this doctrine there is no room for an enemy. But there may be people who consider themselves to be his enemies. So it is held that we may not harbor an evil thought even in connection with such persons. If we return blow for blow we depart from the doctrine of Ahimsa. But I go farther. If we resent a friend’s action, or the so-called enemy’s action, we still fall short of this doctrine. But when I say we should not resent, I do not say that we should acquiesce: by the word “resenting” I mean wishing that some harm should be done to the enemy; or that he should be put out of the way, not even by any action of ours, but by the action of somebody else, or, say, by divine agency. If we harbor even this thought we depart from this doctrine of Non-Violence.

Source: ‘Mahatma Gandhi: Essays and Reflections on His Life and Work’ edited by S. Radhakrishnan

Wondering what to read next?

  1. Was the Buddha a God or a Superhuman?
  2. Gandhi’s Wheel, Apple’s Spin: The Paradox of Apple’s ‘Think Different’ Campaign
  3. A Train Journey Through Philosophy: Summary of Eric Weiner’s ‘Socrates Express’
  4. Bertrand Russell on The Value of Philosophy: Doubt in an Age of Dogma
  5. Is Buddhism Pessimistic?

Filed Under: Belief and Spirituality, Living the Good Life Tagged With: Buddhism, Ethics, Gandhi, India, Religiosity, Virtues

Why I Don’t Drink Alcohol

April 18, 2013 By Nagesh Belludi 1 Comment

Drunken Man During my travels, I am asked why I don’t drink alcohol more often than I am asked why I am lacto-vegetarian. I do not even consume food and desserts that use cooking wine or liqueur to enhance flavors.

Deep inside, my abstention from alcohol might perhaps be a subliminal sense of superiority that comes from always being in control of my senses.

Long ago, I determined that the most eloquent justification I could provide for why I am a teetotaler is by merely quoting an adaptation of the fifth precept from Pancasila, the Buddhist code of basic ethics. The fifth percept calls for practitioners to abstain from intoxicants, liquor, and drugs that confuse the mind and cause heedlessness and a lack of restraint. (To be precise, the original Buddhist texts in Pali call for abstention from three fermented drinks in vogue in ancient India.)

Health Benefits?

One assertion that I hear often is that red wine is supposed to have health benefits and that antioxidants in red wine may help prevent heart disease. Research has focused on an antioxidant called resveratrol. Studies done so far on animals—not on humans—propose that resveratrol might fight cholesterol, avoid damage to the blood vessels, and inhibit blood clots. The resveratrol in red wine comes from the skin of grapes. The higher content of resveratrol in red wine (vis-à-vis white wine) comes from a lengthier fermentation cycle involving the skin of red grapes. Therefore, my counter argument is that I gain all the associated health benefits by simply eating grapes and drinking grape juice.

The Drunkard's Progress: From The First Glass To The Grave

Extra: “From The First Glass To The Grave”

Many people wonder, “Do I drink too much?” and consider the consequences of drinking too much alcohol. “The Drunkard’s Progress: From The First Glass To The Grave” by Nathaniel Currier is a well-known lithograph from the temperance movement of the 19th century. See more temperance posters from that era at the Pictorial Americana collection from the Library of Congress.

Wondering what to read next?

  1. Making Exceptions “Just Once” is a Slippery Slope
  2. Values Are Easier to Espouse Than to Embody: Howard Schultz Dodges the Wealth Tax
  3. Leadership Isn’t a Popularity Contest
  4. Consistency Counts: Apply Rules Fairly Every Time
  5. Shrewd Leaders Sometimes Take Liberties with the Truth to Reach Righteous Goals

Filed Under: Living the Good Life Tagged With: Buddhism, Conviction, Discipline, Ethics, Values

Warren Buffett’s Rule of Thumb on Personal Integrity

April 30, 2009 By Nagesh Belludi

On occasion, personal integrity and ethical conduct can be challenging. Greed, selfishness, distrust and other inclinations can result in misrepresentations, deliberate omission of facts to throw a positive spin on things, purposeful oversight, misuse of information and self-interested behavior.

Warren Buffett, one of the world’s most successful investors and CEO of Berkshire Hathaway, directs that all his employees follow this rule of ethics in every undertaking.

“… I want employees to ask themselves whether they are willing to have any contemplated act appear the next day on the front page of their local paper—to be read by their spouses, children and friends—with the reporting done by an informed and critical reporter.”

The key to personal integrity is to gather all the relevant data, define the “right thing,” exercise prudence and standup for what is right. Good intentions do not necessarily translate to action. Your thoughts and actions define your credibility at work and in the society.

Credit: Warren Buffett’s picture courtesy of user ‘trackrecord’ on flickr.com

Wondering what to read next?

  1. The Poolguard Effect: A Little Power, A Big Ego!
  2. Moral Self-Licensing: Do Good Deeds Make People Act Bad?
  3. Power Corrupts, and Power Attracts the Corruptible
  4. Power Inspires Hypocrisy
  5. When Should a Leader Pass Blame?

Filed Under: Career Development, Sharpening Your Skills Tagged With: Attitudes, Ethics, Integrity, Leadership

On Recruiting from a Competitor

May 31, 2007 By Nagesh Belludi Leave a Comment

In response to my statement on prohibiting current employees from disclosing proprietary information from their former employers, blog reader Alberto from Sao Palo, Brazil, questioned me on the ethics of hiring from a competitor.

Competitors are the principal, sometimes inevitable, source for talent with industry-specific skills and relevant experiences. At first sight, the proposition of hiring from a competitor sounds quite rational: the recruit may be well-trained at the competitor; he/she may be able to jump-start a new venture and establish a customer-network readily. However, depending on the position your recruit held at the competitor, this attempt might be fraught with problems–ethical and legal.

In today’s competitive marketplace for talent, an employee has a fair right to seek employment with competitors of his/her current employer. However, the loss of a key employee and the fear that the former employee may reveal trade secrets to a new employer may lead to contention between the new and former employers. A recent example: the bitter dispute between Google and Microsoft when Google recruited a Microsoft executive to lead Google’s research initiatives in China.

Essential Considerations for Recruiting from a Competitor

Here are three important guidelines to consider when recruiting from a competitor.

  • Take into account the costs of hiring and retaining your new recruit. The recruit is likely to command a premium over his/her benefits with the former employer. Further, if your new recruit will leave a competitor to join your organization, he/she could leave your organization in the future and return to the former employer or transfer to a third organization. What will motivate him/her to continue to stay with your organization on the medium- and long-term?
  • During the recruiting process, understand any non-compete or non-disclosure agreements your recruit may have entered with the former employer. Abide by any such commitments—for the duration of the non-compete or non-disclosure agreements, if possible, assign responsibilities that do not conflict with terms of these contracts. Consult legal experts to weigh any potential risks.
  • If the recruit had held a key position in the competitor, he/she likely has access to proprietary information or trade secrets of your competitor. Do not solicit any proprietary information about the former employer—this is unethical and may expose you to liability.

Wondering what to read next?

  1. How to Conduct Reference Checks
  2. There’s Real Danger in Religious Illiteracy
  3. Why Groups Cheat: Complicity and Collusion
  4. How to Reliably Tell If Someone is Lying
  5. People Do What You Inspect, Not What You Expect

Filed Under: Managing Business Functions, Managing People Tagged With: Ethics, Hiring

Job Interviewing #2: Interviewing with a Competitor of your Current Employer

May 18, 2007 By Nagesh Belludi Leave a Comment

Blog reader Ranganathan from Toronto, Canada asks, “I am interviewing with a competitor of my current employer. Most of my work at my current employer is confidential. How do I describe these projects in the upcoming interview?”

Ethics and Responsibilities

Interviewing with a Competitor of Current Employer: Ethics, Responsibilities Your employers, both current and former, expect you to treat sensitive and confidential information ethically. Accordingly, you must not disclose such information outside the company—in an interview, trade show or party at home.

During an interview with a competitor of your current or former employer, describe your past projects and accomplishments in terms of concepts and particulars that are public knowledge. If the interviewer presses for additional information, be diplomatic and decline to present confidential information. Interviewers will appreciate your reluctance.

Beware of a Trap: Test for Integrity

Interviewing with a Competitor of Current Employer: Test for Integrity Public trust and ethical behavior are vital to organizational and individual success. Recent corporate scandals have underscored the need for organizations to build and foster ethical business environments. Organizations are therefore inclined to select employees who share such moral values.

Good corporate ethics policies prohibit current employees from disclosing proprietary information from/about their former employers. In asking you for sensitive information, the interviewer is probably setting up a trap for you—the interviewer may be checking if you demonstrate a high degree of integrity and professional conduct.

Declining to provide proprietary information will demonstrate your consideration of the ethical consequences of your actions. Consequently, you will earn the respect of the interviewer.

Wondering what to read next?

  1. Job-Hunting While Still Employed
  2. Five Questions to Keep Your Job from Driving You Nuts
  3. Before Jumping Ship, Consider This
  4. Use The STAR Technique to Ace Your Behavioral Interview
  5. What’s Behind Your Desire to Job-Hunt and Jump Ship?

Filed Under: Career Development, Sharpening Your Skills Tagged With: Career Planning, Ethics, Interviewing, Job Search, Job Transitions

« Previous Page

Primary Sidebar

Popular Now

Anxiety Assertiveness Attitudes Balance Biases Coaching Conflict Conversations Creativity Critical Thinking Decision-Making Discipline Emotions Entrepreneurs Ethics Etiquette Feedback Getting Along Getting Things Done Goals Great Manager Innovation Leadership Leadership Lessons Likeability Mental Models Mindfulness Motivation Parables Performance Management Persuasion Philosophy Problem Solving Procrastination Psychology Relationships Simple Living Social Skills Stress Suffering Thinking Tools Thought Process Time Management Winning on the Job Wisdom

About: Nagesh Belludi [hire] is a St. Petersburg, Florida-based freethinker, investor, and leadership coach. He specializes in helping executives and companies ensure that the overall quality of their decision-making benefits isn’t compromised by a lack of a big-picture understanding.

Get Updates

Signup for emails

Subscribe via RSS

Contact Nagesh Belludi

RECOMMENDED BOOK:
The Guide

The Guide: R. K. Narayan

R.K. Narayan's story of the transformation of Raju is a profound, yet dryly humorous assessment of the frailty of the human condition and the meaning and consequences of our actions

Explore

  • Announcements
  • Belief and Spirituality
  • Business Stories
  • Career Development
  • Effective Communication
  • Great Personalities
  • Health and Well-being
  • Ideas and Insights
  • Inspirational Quotations
  • Leadership
  • Leadership Reading
  • Leading Teams
  • Living the Good Life
  • Managing Business Functions
  • Managing People
  • MBA in a Nutshell
  • Mental Models
  • News Analysis
  • Personal Finance
  • Podcasts
  • Project Management
  • Proverbs & Maxims
  • Sharpening Your Skills
  • The Great Innovators

Recently,

  • Shed Your Past
  • Your Brain Is Lying to You. Here’s How to Catch It.
  • How to Ask for a Raise—and Negotiate in a Way That Commands Respect
  • Inspirational Quotations #1158
  • There’s a Time for Everything
  • The Boss’s Balancing Act: Too Close vs. Too Distant
  • How to Handle an Employee’s Request for a Raise

Unless otherwise stated in the individual document, the works above are © Nagesh Belludi under a Creative Commons BY-NC-ND license. You may quote, copy and share them freely, as long as you link back to RightAttitudes.com, don't make money with them, and don't modify the content. Enjoy!