RADHAKRISHNANPILLAI

INSIDECHANAKYA’SMIND

AanvikshikiandtheArtofThinking

PENGUINBOOKS

Contents

1.IntroductiontoAanvikshiki

2.TypesofThinking

3.TheDifferentModelsofThinking

4.TheSevenDimensionsofThinking

5.TheEighthDimensionofThinking

6.TheOtherSideofChanakya

7.Chanakya’sThoughtsonManagement

8.TheDutiesofaKing

9.HumanandDivineThinking

10.InsideYourMind

Acknowledgements

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Copyright

PORTFOLIOINSIDECHANAKYA’SMIND

RadhakrishnanPillaiisamanagementspeakerandstrategyconsultantwithnearlytwenty-fiveyearsofexperienceandover200articlesandpaperstohiscredit.HehasaPhDintheArthashastrafromtheUniversityofMumbai.Currentlythedeputydirectoroftheuniversity’sleadershipscienceprogramme,Pillaihastaughtinmanyprestigiousinstitutions,includingOxford,Cambridge,IndianInstitutesofTechnologyandIndianInstitutesofManagement.HehasrepresentedIndiaattheWorldCongressofPhilosophyinAthens,theAcademyofManagementinSanAntonio,Texas,andtheIndianPhilosophicalCongress.HereceivedtheInternationalSardarPatelAwardin2009andtheAavishkarChanakyaInnovationResearchAwardin2013forhiscontributiontothefieldofmanagementandindustrialdevelopment.PillaiisconsideredoneofthetopthirtyIndianmanagementthinkersgloballybyThinkers50.HisbooksincludethebestsellingCorporateChanakya,ChanakyainYou,Chanakya’sSevenSecretsofLeadership(withD.Sivanandhan),KathaChanakyaandChanakyainDailyLife.Hecanbereachedatrchanakyapillai@gmail.com.

Tomychildren,AanvikshikiandArjun,whoarecuriousandalwaysinwonderment.

Andtomywife,Surekha,whoforcesmetothinkdifferentlyasahusband,friendandpartnerinsolvinglife’sproblems.

1IntroductiontoAanvikshiki

Letmebeginwithastory.Therewasonceachild.Wheneverhedidsomethingwrong,othersusedtotell

him,‘Whyareyoumakingsomanymistakes?Whycan’tyouunderstandthingswell?Can’tyouthinkproperly?’Whenthechildwenttoschool,hewasbroughtupinanexaminationsystem

insteadofaneducationsystem.Whenhedidnotdowellinhisexams,hisparentsandteachersusedtosay,‘Whycan’tyoustudyproperly?Thinkaboutwhatwetellyou,otherwiseyouwillnotonlyfailinyourexamsbutalsofailinlife.’Asateenager,hefellinloveandhadhisheartbroken.Hisfriendstoldhim,

‘Wehadtoldyounottogoafterthatgirl.Whydidyounottakeouradvice?’Whenhegotoutofcollegeandworkedinvariouscompanies,hisbosses

wouldsay,‘Youreffortisimportantinwork—butwhatmattersmoreistheresult.Thinkaboutitandyouwillsucceedinyourcareer.’Whenhegotmarried,hadchildrenandwasbestowedwiththeresponsibilities

ofahouseholder,theeldersinthehousewouldadvisehim.Theysaid,‘Rememberandunderstandyourduties.Noonecanrunawayfromit.Itispartandparceloflife.’Thencameastageinhislifewhenhischildrenweresettledandhewasclose

toretirement.Hisfriendaskedhim,‘Haveyouthoughtaboutwhatyouaregoingtodopostretirement?Doyouhaveaplan?’Hedidnot.Finally,hewasoldandalone.Hiswifehadpassedaway,hischildrenand

grandchildrenwerebusywiththeirownlives,andhehadnothingmuchtodo.Hehadallthetimeintheworldtolookbackandponderoverhislife.Whilereflectinguponeverystageofhislife—asachild,student,teenager,

Whilereflectinguponeverystageofhislife—asachild,student,teenager,professional,homemaker,hewasconstantlyadvisedbyothersto‘think’,tosucceedinlifeandtoavoidmakingmistakes.Hehadn’treallygotachancetodoanin-depthreflectionontheword‘think’

atall.Now,forthefirsttimeinhislife,hewas‘thinkingaboutthinking’.Butwasittoolate?Allhislife,hehadbeentoldbyotherstothink.Butnooneactuallytaughthim

‘howtothink’.Doesthestorytellyousomething?Doesitringabellinsideyourhead?Doyouthinkthisstoryhasaconnectiontoyourlife?Ifyoureally‘think’,youwillunderstandthatthisisastoryaboutallofus.

Thisisastoryofeverymanandwoman,everychild,everyteenager,everyprofessional,theyoungandtheold,themarriedandtheunmarried.Thisisthestoryofyouandme.Strangebuttrue,onecanleadone’swholelifewithoutthinking.Whatatragedy.Nowletusreversethisstory.Imagineifyouweretaughthowtothinkfromtheverybeginning,themoment

yourthinkingfacultiesdevelop.Insteadofloadingthechildwithinformation,ifonetaughtthechildtherightmethodsofthinking—analysis,decision-making,prioritizing,planning,structuring,criticalevaluation,logic—thingswouldbedifferent.Youwouldquestionwhenquestionsarerequired.Acceptothers’viewswhereitisnecessary.Thinkthroughalltheconsequences.Takecalculatedrisksand,withoutdoubt,youwillbefarmoresuccessful.Youwillbesuccessfulnotonlyattheveryend,butalsoateverystageofyourlife.Inthisbook,wepresentsomethingveryinteresting:Somemethodsand

techniquesofthinking,thephilosophyofthinkingandalternativewaysofthinking.Thisbookissimpleyetprofound.Itwillleadyoutosomethingthatwilligniteyourmindandintellect.Inasureyetsubtleway,itwillchangeyourthinking.Itwilladdanew

dimensiontoyourviewsaboutlifeingeneral.Ihopethebookbecomesasilentkiller.Itwillkillvariousmisassumptions

youhadinthepast.Itwillkillyourignoranceandmakeyouhappier.Ifunderstoodfromtherightperspective,itwillkillyourego.Youmaydieinternallyonce,onlytoliveafulllifeagain.

internallyonce,onlytoliveafulllifeagain.Mostimportantly,youwillenjoythisjourney—itisfun.Itwillhelpyou

discoveryourselfalloveragain.Letuscallthisprocessanadventureinthinking.LetusbeginthejourneywhichactuallystartedmanycenturiesagoinIndia.

ChanakyatheMan

WhoisChanakya?Tobehonest,hewasaphenomenon.Alegend,amasterstrategist,ateacherandaphilosopher,allrolledintoone.Wecanhardlyfindanyparallelsinworldhistorythatcomeclosetohim.He

couldtakeupanyfieldandbecomeamasterofit.Whenhestudiedpoliticalscience,hebecameoneofthegreateststatesmen

Indiahaseverproduced.Whenhedecidedtostudymilitaryscience,hecoulddefeatAlexanderonhiswaytoconquertheworld.WhenhedecidedtodethroneDhanananda,thestrongestkingofhistime,hemadesureheachievedit.Hechoseanordinaryvillagechild,ChandraguptaMaurya,andmadehimoneofthegreatestemperorsofalltime.Gemmology,Ayurveda,espionage,crime,law,punishments—nosubjectwasdifficultforhim.Hewasamasterofallsubjectsandbecameamasterofmanykings.Hehadakindofmagicwandinhishand.Whateverhetouchedturnedinto

gold.Whenhedecidedtowriteabook,hemadeitanall-timebestseller.Kautilya’s

Arthashastra,writteninthefourthcenturyBC,sellsinlargenumberseventoday.Imagineabookbeingonabestsellerlistfor2400yearsandstillgoingstrong!Whenhedecidedtoteach,hebecameateacherwhomallteacherscouldlook

uptoasarolemodel.Hisprinciplesof‘goodgovernance’continuetoinspireleadersacrossthe

globe.Hisadministrativemodelsarestillfollowed.Hisaccountingsystemswereflawless.Oneevenwondersifthereeverlivedsuchamaninfleshandblood.Butthen,weknowforsurethattherelivedsuchamanwhowalkedtheearth,

taughtinuniversitiesandcreatedleaders,settingstandardsforotherstoliveupto.Inthisbook,wegetintothemindofthisgreatman.

Inthisbook,wegetintothemindofthisgreatman.Wewilltrytodissecthispersonality.Wewilldecodehisintellect,understand

hisbackgroundandhisthinking,deliberateoverthemanyideashepreachedandpractised,andfinallyaskourselves,‘CanIbecomelikeChanakya?’Theanswerisyes.EachpersonhasthepotentialtobecometheChanakyaof

hisorhergeneration.

HowtoThink

Now,thegoodnewsisthatthinkingcanbetaught.Yes,Irepeat,thinkingcanbetaught.Peopleaskustothink,butwhenitcomestotheprocess,noonetalksaboutit.Justlikethemanwhowasdeboardingaflight.Theairhostesswishedhim

withasmile,‘Haveaniceday,sir.’Themansmiledandrepliedwithaquestion,‘How?’Theairhostesswasstunned.Noonehadeveraskedhersuchathing.Forthe

airhostess,itwasroutinetowisheveryperson—amechanicalaction.Inthesamemanner,whenpeoplesay,‘Thinkcarefully’,‘Thinktwice,act

once’,‘Haveyouthoughtthroughaboutit?’—allthesemaybejustmechanicalsuggestions.Butif,likethemanwhosurprisedtheairhostess,weweretostepbackand

ask,‘Howdoesonethink?’,hardlyanyonewillbeabletellustheprocess.ButChanakyawasdifferent.Whenhesaidsomething,hemeantit.Whathe

achievedinhislifewasduetoawell-thought-outplan.And,therefore,hecouldalsoteachothershowtothink.Thisprocessofthinkingiscalledaanvikshiki.Iamsurethatmostofyoureadingthisbookarehearingthewordforthefirst

time.Wewilltalkaboutaanvikshikiindetailinthisbook.Butbeforethat,letusexploreonemoreaspectofChanakya—theamazingbookthathewrote,theArthashastra.IwouldurgeyoualltoreadtheArthashastraindetailatsomepointinyour

lives.Itisabookthatwillchangeyourthinking—oneofthegreatestbooksonthinking,writtenbyoneofthegreatestthinkersfromIndia.Yes,theArthashastracanchangeyourthinking,becauseitteachesyouhow

tothink—likealeader.

Kautilya’sArthashastra

KautilyaisanothernameforChanakya.Arthameans‘wealth’,inabroadsense,whileshastrameans‘scripture’.So,Kautilya’sArthashastra,abookwrittenbyChanakya,isconsideredtobe

ascriptureonwealth.OnceastudentandnowateacherofKautilya’sArthashastra,Ihavebeen

amazedbythisbookagainandagain.EverytimeIreadthisbook,itmakeswewonder,‘Howcanonemanwriteonsomanysubjectsinonesinglebook?’Yes,therearenearly180topicsthatChanakyahaswrittenaboutinthisbook.Thatiswhyitiscalledascripture—somethingwhichcontainsancientand

eternalknowledge.Duringmyownresearch,IfoundthatthereweremanyArthashastrasbefore

Chanakyawrotehisown.Theword‘arthashastra’wasnotinventedorcoinedbyChanakya—itdidexistbeforehim.Wefindtheearliestreferencesto‘arthashastra’intheRigVeda,theoldestIndiantext.TheArthashastrahasbeendealtwithatlengthintheMahabharataaswell.

Bhishma,thegreatgrandsire,isconsideredasoneofthegreatexponentsandteachersofChanakya’swork.TheArthashastraisalsoconsideredasthescienceofpolitics,economics,

warfare,andatextthatrelatestogovernance,leadershipandstrategy.Itisalsoabookonlaw,foreignpolicy,internationalrelationsandhowtoruleaterritory.

TheProcessofWritingtheArthashastra

Chanakyaisclearinhisthinking.HehasamethodologyandaprocesswhilehewritestheArthashastra.Unlike

mostofus,hedeclares,attheverybeginningofhiscomposition,howhewrotethebook.Theopeningsutraintheopeningchapterstartsbytellingthereaderswhatthe

backgroundwaswhenhewrotethebook:Thissingletreatiseonthescienceofpoliticshasbeenpreparedmostlybybringingtogethertheteachingofasmanytreatisesonthescienceofpoliticsashavebeencomposedbyancientteachersfortheacquisitionandprotectionoftheearth(1.1.1)

Chanakyaopenlydeclaresthathisworkisacollectionofmanyworks.There

Chanakyaopenlydeclaresthathisworkisacollectionofmanyworks.ThereweremanyancientteacherswhotaughttheArthashastrabeforeChanakya.Hehadstudiedalltheancientbookshimself.Beforeonecreatesknowledge,oneoughttothoroughlystudytheexistingknowledgeavailable.Theworldofknowledgeiscontinuouslyevolving.Italwaysgrows.The

existingknowledgeisexpandedwiththehelpofeverygeneration.Eachgenerationaddsitsexperiencesandwisdomandcontributestothefieldofknowledge.Thus,thefirststepinknowledgecreationisresearch,anditisthisresearch

thatleadstodevelopment.Chanakyahaddoneresearchandstudiedtheexistingknowledgeofhisfield

andsubject—theArthashastras.Hestudiedthemindetail,madenotesandcomparedthesamewithhisexperiencesbeforewritinghisowntreatise.SohiscreationoftheArthashastraisbasedonothers’work—andyetitis

original.Originalitydoesnotcomebecauseonestartsfromzero.Originalitycomesfromgoingintothedepthsofanysubjectanduncoveringnewinsights.Thoseinsightsareoriginalcreations,muchlikeChanakya’swork.ThroughouttheArthashastrathathewrote,onecanfindquotesandthoughtsofotherteachers.Yet,hetookthemandinterpretedtheminadifferentmanner.Thisinterpretationandpresentationiswhatisoriginalabouthisbook.Thesameprincipleappliestoeveryfieldofknowledge.Takephysics,for

example.Einstein’sTheoryofRelativityisconsideredanoriginalcontributiontothefieldofphysics.TheformulaE=mc2hasredefinedvariousaspects.Ithasbecomeaguidingprincipleforstudents,researchersofphysicsacrosstheglobe.Yet,weknowthatphysicsasasubjectexistedlongbeforeEinstein.Wealso

knowthatastimepassesby,therewillbemorescientistswhowilldoresearchinthesubjectandinventnewformulasandfindings.Inspiteofalltheadditionsanddeletionsthatmayhappenintheareaofphysics,Einsteinwillcontinuetoberememberedasagreatscientist.Hiscontributionwillberememberedforever,andhisfindingswillprovidesolutionstomanyfutureresearchers.FuturegenerationswilllookupontheworkofEinsteinwithrespectand,in

somewayorother,histheorieswillbecomeareferencepoint.ThesamegoesforChanakya’swork.EventhoughChanakyadidnotinvent

thefieldofArthashastra,hestudiedthesubjectindepth,analysedit,discusseditwithexperts,evencriticizeditandcriticallyevaluatedtheideas.Finally,heformedhisownopinionsonthesubject.

formedhisownopinionsonthesubject.ThewritingsinKautilya’sArthashastraarerich,containing6000sutras.Each

sutraisprofoundandrigorous,andmakesyouthink.Itbringstogetherthevariousexperiencesofmasters,expertsandteachersoftheArthashastra.

ThePurposeofWritingtheArthashastra

WhywastheArthashastrawrittenbyKautilya?AsKautilyasays—fortheacquisitionandprotectionoftheearth.Whatdoesthatmean?Firstofall,theworkwaswrittenprimarilyforleaders,thekingsofhis

generation,andspecificallyforChandraguptaMaurya—hisablestudent.Chanakyasays:Thissciencehasbeencomposedbyhim(Kautilya),whoinresentmentquicklyregeneratedthescienceandtheweaponsandtheearththatwasunderthecontroloftheNandakings.(15.1.73)

Chanakyareferstohimselfoverhere.ThatheinangerandfrustrationhaddethronedthelastkingoftheNandadynasty(Dhanananda)andregenerated—meaning,recreated—thewholeartofgoodgovernance(thescienceofpolitics)throughthiswork,theArthashastra.ChanakyaalsoconcludestheArthashastrabyonceagainassertingthe

purposeofhiswriting.Seeingthemanifolderrorsofthewritersofcommentariesonscientifictreatises,Vishnuguptahimselfcomposedthesutrasaswellasthebhasya.(Endnote)

Nowhereistheinterestingobservation.WhilestudyingthepreviousworksofothergreatscholarsoftheArthashastra,

Chanakyaobservedmanyerrorsinthepastwritings.Thisisbutnatural.Whenyoureadsomethingwrittenbysomeoneelseatsomeotherpointoftime,therewillsurelybesomeerrors.Itistheresponsibilityofeverygenerationtocorrectthem.Youcannotchangetheworksofthepast.But,youcanavoidmakingthesameerrorsinfutureworks.Forexample,whenabookiswritten,intheflowofthetexttheauthormay

missmanyfinerpoints.Therecouldbespellingmistakes,grammaticalerrorsandsoon.Itistheworkofeditorsandproofreaderstocorrectthemistakesandgivea

Itistheworkofeditorsandproofreaderstocorrectthemistakesandgiveagoodstructuretothetext.So,whenthebookcomesout,itisreadytogotothereaders.Now,hereisthecatch.Intheperfectbooktoothereisascopeforupdatingit.

Therewillstillbesomemistakes.Inspiteofone’sbestefforts,thereisalwaysachanceofhumanerror.Eventhebestproofreaderandeditormightmissthings.So,whatisthesolution?Whenyoufindthemistake,makeanoteofitandcorrectitinthenextedition

orreprint—it’sassimpleasthat.SodoesChanakyatakeintoaccountsomeerrorsandimproveontheminhis

ownwork.ChanakyadoesthatimprovementintheArthashastratoo—andheadmitsit.Heknewthatfuturegenerationswerelikelytofindfaultsinhisownwork.

Thenitisthefreedomofthenewgenerationofauthorstocorrectandimprovehiswork.ThereweremanyArthashastraswrittenbeforeChanakya.Andtherewere

manymorecomposedafterhim.ButKautilya’sArthashastrastillstandsstrong.Ithassurvivedthetestoftime,andhasbecomeaclassic.Salutationstothisgreatmasterwholearntfromtheothermasters.Heteaches

usnevertocondemnthosebeforeus,buttoimproveupontheirteachings.

Aanvikshiki

Welcometothisnewword.Welcometoanewscience.Welcometoanewsubject.Welcometoanewwayofthinking.Welcometoacompletelynewworldaltogether.Aanvikshiki—Icallitthescienceofstrategicthinking.Somepeoplecallit

criticalthinking.R.P.Kangle,oneoftheprofoundscholarsoftheArthashastra,calleditphilosophy.Aanvikshikiisalsologicalthinking,scientificthinking,inquiryandresearch.SwamiTejomayananda(theheadoftheChinmayaMission)inhisclassic

compositionMana-shodhamcallsaanvikshikiabhramavidya—itisself-

knowledge,enlightenmentandapathleadingtoself-realization,moksha,nirvanaandmukti.AanvikshikiisaSanskritwordwithvariousmeanings.Onehasthefreedomto

interpret,reinterpretandevendiscovernewmeaningsofthesameword.Theonlyruleisthatthemeaningofthewordshouldhelpuselevateour

thinking.Aslongasthisistakencareof,onecangivenewdimensionsandperspectives,dependingonourunderstanding.Letuslookattheword‘dharma’.Itmeansethics,morale,righteousness,duty,

responsibilityandmanymore.Onecanevengivenewmeaningstoit.However,letuslookattheSanskritmeaningof‘dharma’tounderstandthe

wordbetter.Dharmacomesfromtherootworddhir,meaning‘tohold’.Sodharayatiitidharmameansdharmais‘thatwhichholds’.Nothingcanexistwithoutsomething.Itistheveryessenceofathing,thevery

natureandpropertyofanobject.So,whatisthedharmaoffire?Itisheatandlight.Removeheatandlightfromfire,itwillnomorebefireatall.Removesweetnessfromsugaranditisnomoresugar.Dharmaistheverybaseandfoundationofanyobject.Everythingexistsbased

ondharma,includingthenaturallaws.Inasimilarway,letusunderstandwhataanvikshikistandsfor.LetusgototherootwordinSanskrit,whichmostscholarsregardasthemost

ancient,scientificandperfectlanguageoftheworld.Itisalsocalledthemotherofalllanguages.Aanvikshikiisthecombinationoftwowords—anuandikshiki.Anumeans

‘atom’,thesmallestpartofanything.Ikshikimeans‘apersonwhowantstoknow’,aninquirer,athinker,aresearcher,anexamineroralogician.Therefore,aanvikshikiistheprocessofenquiringandrightthinking,orthe

scienceofthinking.Nowasareaderyoucanalsoofferyourowninterpretationafterstudyingandpractisingaanvikshikiyourself.AanvikshikiwasoneofthenamesofDraupadiintheMahabharata.Shewasa

brilliantwomanwhohadstudiedthescienceofthinking.WefindvariousmentionsofaanvikshikiinotherscripturesliketheShrimad

Bhagawat,theRamayanaandevenintheUpanishads.So,eventhoughforusaanvikshikiisanewword,itwasquitepopularinancienttimes.

AanvikshikiinKautilya’sArthashastra

ThefirstandopeningchapterofKautilya’sArthashastratalksaboutaanvikshikianditsimportance.Theprathamaprakarna(firstsection),named‘Vidyasamuddesha’

(enumerationofthesciences),startswiththechapter‘AanvikshikiSthapana’(establishingthenecessityofthinking).Chanakyawantshisstudentstostudyaanvikshikiastheirfirstsubject.

Imagineteachingthinkingasthefirstsubjectinoureducationsystem.Whatanamazingwaytobegin.Ifatallwecouldteachourchildreninschoolstothink,inquire,ask,question,

applylogicandthenestablishandhavetheirownindividualconclusions,whatabrilliantgenerationwouldcomeoutofourschools,collegesanduniversities.Whatwefollowinsteadisherdmentality.Justdowhatothersaredoing.Goto

school—study,getadegree,secureajobandeducationisover.Thiskindofsystemrarelyhelpstogetthebestoutofanindividual.Fromadata-driveneducationsystem,weneedtomoveintoaprocessofinvestigationandinquiry.Letusteachourchildrentothinkandwonder,toimagine,toconstruct,to

create,todream,tovisualizeandtobuildtheirownfutureinauniquemanner.ThisiswhatChanakyadidinhiseducationsystem.Hewantedhisstudentsto

beleaders.Andthefirstqualityofleadershipistothinkcorrectlyandclearly.Fromsuchclaritycomesgooddecision-makingcapacity.Andsounddecisionshaveanimpactoneveryone.NowletusgetstartedandstudythefirstchapteroftheArthashastra,whichis

aboutthescienceofthinking.

Bookone,sectionone—‘AanvikshikiSthapana’Rightthinking(aanvikshiki),thethreeVedas(trai),economics(vaarta)andthescienceofpolitics(dandaniti)—thesearethesciences(vidya)(1)‘ThethreeVedas,economicsandthescienceofpoliticsaretheonlysciences,’saythefollowersof

Manu.(2)‘For,aanvikshikiisonlyaspecialbranchoftheVediclore.’(3)‘Economicsandthescienceofpoliticsaretheonlysciences,’saythefollowersofBrihaspati.(4)

‘For,theVedicloreisonlyacloakforoneconversantwiththewaysoftheworld.’(5)‘Thescienceofpoliticsistheonlyscience,’saythefollowersofUsanas.(6)‘For,withitare

boundupundertakingsconnectedwithallthesciences.’(7)‘Four,indeed,isthenumberofthesciences,’saysKautilya.(8)Sincewiththeirhelponecanlearnwhatisspirituallygoodandmaterialwell-being,therefore,the

sciences(vidyas)aresocalled.(9)

sciences(vidyas)aresocalled.(9)Samkhya,yogaandlokayata—theseconstituteaanvikshiki.(10)Investigating,bymeansof

reasoning,whatisspiritualgoodandevilintheVediclore,materialgainandlossineconomics,goodpolicyandbadpolicyinthescienceofpolitics,aswellastherelativestrengthandweaknessofthesethreesciences,aanvikshikiconfersbenefitsonthepeople,keepsthemindsteadyinadversityandprosperityandbringsaboutproficiencyinthought,speechandaction.(11)Aanvikshikiisalwaysthoughtofasthelampofallsciences,asthemeansofallactionsandasthe

supportofalllawsandduties.(12)

Note:TheaboveEnglishtranslationoftheoriginalSanskritversionofthechapteronaanvikshikiistakenfromKautilyaArthashastrabyR.P.Kangle(aSanskritteacherattheUniversityofMumbai),publishedbyMotilalBanarsidass.KanglereferstoaanvikshikiasaphilosophyinhisEnglishtranslation.

DetailedExplanationofEachVerseintheChapteronAanvikshiki

Rightthinking(aanvikshiki),thethreeVedas(trai),economics(vaarta)andthescienceofpolitics(dandaniti)—thesearethesciences(vidya).(1)

Therearefourvidyas(subjects)thatastudenthastolearn.Thesefourtypesofknowledgearefundamentaltobecomingagoodleader:

1. Aanvikshiki—thescienceofthinking(philosophicalthinking)2. Trai—thethreeVedas(Rig,Sama,Yajur)inthelatergenerations.

AtharvaVedawasaddedasthefourthVeda.3. Vaarta—economics(agriculture,cattle-rearingandtrade).Thesewere

thethreeprimeeconomicactivitiesduringthattime.4. Dandaniti—politicalscience(thescienceofpunishmentandgood

governance)

Inanyeducationsystem,thedesignoftheprogrammeisveryimportant.So,whenaschool,collegeoruniversitydesignsacourse,thesyllabusis

decidedfirst.Thisisthefirststepateachertakes.Thesyllabusisthefoundationofthecourse.Basedonthesyllabussetbythe

teachers,thewholeteachingsystemisdecided.Theywillthenrecommendtextbooks,readingmaterialandotherresources.Evenexpertteacherswillbeinvitedtoteachthosesubjectsthatareinthesyllabus.

Thus,wefindthatChanakyaintheveryopeningstanzagivesthecourseoutlinetoeveryone.ThestudentistheprimefocuswhenChanakyaiswritingtheArthashastra.So,beforeanystudentjoinsthecourse,heorshewillwanttoknowwhattheyaregoingtolearn.Chanakya,therefore,beginswithexplainingwhatheisgoingtoteach.Aanvikshiki,trai,vaartaanddandaniti—thesefourvidyastogetherconstitute

theknowledgeoftheking.Throughoutthisbook,wewillbefocusingonaanvikshiki,thefirstknowledge

ofaking.Butthenaleaderalsohastoknowtrai,theVedas.TheVedascontainthe

knowledgeoftheuniverse.Itisnotwrittenbyoneperson.Thesearethemantrasthatwererevealedtogreatmenofrealization,calledrishis.ItwasVedaVyasa,alsoknownasAdiGuru,onwhosebirthdaywecelebrateGuruPoornima,whocompiledtheseVedas.TheknowledgeoftheVedasspansvarioussubjects,bothworldlyand

metaphysical.Onewhodoesnotmakehiskingdomstrongeconomicallyisnotagood

leader.Therefore,Chanakyaincludedvaartaasasubjectineconomics.Aleadershouldnotbeatrader,butheshouldencouragetrade.Heneedstocreateanenvironmentwherebusinesscanflourish,ampletaxiscollectedandusedforthewelfareofthepeople.Finally,dandaniti—theartandscienceofpolitics.Itisalsocalledthemethod

ofrulingandleadingaplace.Unfortunately,today,politicsisseenasanegativeword,despitethefactthatpoliticalwisdomgivestheabilitytoruleandleadwell.

‘ThethreeVedas,economicsandthescienceofpoliticsaretheonlysciences,’saythefollowersofManu.(2)‘For,aanvikshikiisonlyaspecialbranchoftheVediclore.’(3)

WesawearlierhowChanakyatakesreferencesfromthepreviousacharyasandteachersoftheArthashastra.HereweseehimreferringtoManu(agreatteacherandofaschooloftheArthashastra).Chanakyabringsintheviewofanothergreatmaster.Manuhadsaidthatthereareonlythreesciences(vidyas),notfourasgivenbyChanakya.WhydoesManusayso?Isitbecauseaanvikshiki,whichistreatedasa

separatesubjectbyChanakya,isalreadyincludedinthethreeVedas(trai),sois

itnotrequiredtobetreatedasaseparatesubjectatall?‘Economicsandthescienceofpoliticsaretheonlysciences,’saythefollowersofBrihaspati.(4)‘For,theVedicloreisonlyacloakforoneconversantwiththewaysoftheworld.’(5)

Again,ChanakyabringsinanothercontrarianviewofBrihaspati,whoistheteacherofthegods.Brihaspatidoesnotacceptfourorthreevidyas,butonlytwoofthem—economicsandthescienceofpolitics.ForitisobservedthatVedictraditionisonlyacoverfortheworldlywise.Theyonlybelieveintheworldofthingsandbeings—nottheotherworldly.

‘Thescienceofpoliticsistheonlyscience,’saythefollowersofUsanas.(6)‘For,withitareboundupundertakingsconnectedwithallthesciences.’(7)

ThisisadifferentviewfromUsanas(ateacheroftheArthashastra).Theyonlybelieveinpoliticalwisdom.Theotherthree,accordingtothem,aredependentonorconnectedtopolitics.Thepoliticiansarethelawmakers,andlawsgoverneverything.Soultimately,

politicianscontrolthesystem.Henceonebeliefshownhereisthat‘hewhounderstandspolitics,understandseverything’.Butfinally,Chanakyahashisownconclusiontomake:‘Four,indeed,isthenumberofthesciences,’saysKautilya.(8)

Chanakyareiterateswhatheoriginallysaid,thatvidyaincludesallthefoursciences—aanvikshiki,trai,vaartaanddandaniti.Chanakyagivesaanvikshikitheimportanceofaseparateandimportant

subject.Hefeelsitshouldnotbemixedupwiththeotherthree.Aanvikshikishouldbetreatedasanareaofspecialization,notgeneralization.Eventhoughtheotherteachersrefertoaanvikshiki,itisnotintheway

Chanakyahasdone—totreatitassomethingmorethanjustanotheridea,andmakeitthecrownjewelamongallsubjects.Accordingtohim,allthefourvidyasareimportant.Yet,aanvikshiki,theright

wayofthinking,shouldbegivenitsdueplaceinthefieldofknowledge.Chanakyacontinuestoexplainwhyallfoursciencesareimportant.Sincewiththeirhelponecanlearnwhatisspirituallygoodandmaterialwell-being,thereforethesciences(vidyas)aresocalled.(9)

Whenallthefoursciencearelearnt,onecanlearnworldlyknowledgeand

Whenallthefoursciencearelearnt,onecanlearnworldlyknowledgeandspiritualknowledge.Tosucceedinlife,bothareimportant.Onecannotjustbemateriallyrichandspirituallypoor.Andoneshouldnotbejustspirituallysuccessfulbutaworldlyfailure.Indianwisdomteachesustobebothspirituallyandmateriallydeveloped.Nowcomesthemostimportantpart:Whatisaanvikshiki,accordingto

Chanakya?Samkhya,yogaandlokayata—theseconstituteAanvikshiki.(10)

NowhereelseinIndianliterature,beforeChanakya,dowefindsuchimportancegiventoaanvikshiki,thattoo,withsuchadetailedanalysisofthethemeandidea.Aanvikshikiisaphilosophy,whichincludesthreeotherphilosophies.

Sankhya:ItisoneoftheoldestphilosophiesattributedtothegreatKapilMuni.ItismentionedinthesecondchapteroftheBhagavadgita.Italsocomesfromthewordsamkhya,meaning‘numbers’.

Yoga:Itisnowaverypopularmethodofexercisetokeeponeselfphysicallyfit.However,yogaisnotjustatthephysicallevelbutalsoatthelevelofthemind,theintellectualandspirituallevel.SagePatanjaliwrotetheyogasutrasanddesignedtheashtangastyle.Yogacomesfromtherootwordyujwhichmeans‘tojoinorconnect’.

Lokayata:Thisisanotherschoolofthought,andisoftenreferredtoasmaterialisticphilosophy.However,inourculture,evenmaterialisticthoughtisrespected.Sothephilosophywhichteachesonetobemateriallysuccessfulisalsoimportant.

Hencewecaninterpretaanvikshikiasawayofthinkingwhichincludesnumbers,therightconnectiontodivineandmaterialsuccess.Apersonwhothinkssimultaneouslyinnumbers,divineconnectionsaswellasmaterialsuccessisonewhopractisesaanvikshiki.Therefore,aanvikshikiisaverypracticalwayofthinking.

HowtoPractiseAanvikshikiInvestigating,bymeansofreasoning,whatisspiritualgoodandevilintheVediclore,materialgain

Investigating,bymeansofreasoning,whatisspiritualgoodandevilintheVediclore,materialgainandlossineconomics,goodpolicyandbadpolicyinthescienceofpolitics,aswellastherelativestrengthandweaknessofthesethreesciences.(11)

Oneneedstoinvestigatewithreason.Itisimportanttothinklogicallyandsystematically.Sothiskindofthinkingisnotjustanemotionaloutburst.Itisawell-thought-

outprocess.Practisingaanvikshikirequiresonetoconsiderthreethings:

1. Goodandevil(accordingtoVedictradition—trai)2. Materialgainorloss(accordingtoeconomics—vaarta)3. Goodpolicyandbadpolicy(accordingtothescienceofpolitics—

dandaniti)

Additionally,itincludestheconsiderationoftherelativestrengthandweaknessofthethreesciencesmentioned(trai,vaartaanddandaniti).So,whilethinkingaboutsomething,weneedtocarefullymeasureitsprosand

cons.Isitspirituallygood?Willitgiveanymaterialgain?Isittherightpolicydecision?Thus,whenweconsidervariousdimensions,wewillbeabletotaketheright

andcorrectdecision,weighingalltheconsequences.

WhatIstheBenefitofAanvikshiki?Aanvikshikiconfersbenefitsonthepeople,keepsthemindsteadyinadversityandprosperityandbringsaboutproficiencyinthought,speechandaction.(11)

Thebestpartofaanvikshikiisthatitisnotjustaselfishwayofthinking.Itdoesnotconsideronlypersonalgain.Itconfersbenefitstoeverybody.Itkeepsthemindsteadyinallsituations.Keepingourselvescalmandcomposedistherewardthataanvikshikibringstoaperson.Beitadversityorprosperity,lossorgain,goodorbadtimes,sicknessorhealth—inallcircumstances,wefindthatthepracticeofaanvikshikihelpsmaintainthebalanceofthemind.Itbringsaboutproficiencyin

1. Thought—itgivesclearthinking(clairvoyance)

2. Speech—verbalcommunication3. Action—thereisperfectioninallactivities

Andfinally,Aanvikshikiiseverthoughtofasthelampofallsciences,asthemeansofallactionsandasthesupportofalllawsandduties.(12)

ThisistheultimatepraiseChanakyaaccordstoaanvikshiki.Aanvikshikiistheguidingprincipleforeverythinginlife.Itislikealamp

guidingusindarkness.Whenwetraveltoanunknownregion,werequirearoadmap,aguideandsomeassistance.Thatsupportisaanvikshiki.Itistheguidinglamp(pradeep)ofallsciences.Itisthemeansandmethodof

takingtherightaction.Itisthesupporterofalllawsandduties.Therefore,whateverwedousingaanvikshikiasourfoundationwillbe

perfectlyplannedandexecuted,andresultsareguaranteed.Andallthiswillbeethical,legal,moralandspiritual.Itwillbecompletelydharmic,abidinglawsandduties.Inthefollowing

chapterswewillseehowaanvikshikicanbepractised.Let’sbeginourjourney.

2TypesofThinking

‘Asthethoughts,sotheman,’saidSwamiChinmayananda,thegreatspiritualteacher.Canwechooseourthoughts?Isitpossibletochoosethewaywethink?Well,

inordertochoosewerequireoptionsfirst.Supposethereisonlyoneschoolinavillage.Isthereanoptiontochoose?

Nowiftherearemanyschoolsinthevillage,onecanexercisechoice.Similarly,canwechooseourthoughtsandthewaywethink?Yes,aslongaswehavedifferentwaysofthinking,wecanmakeourchoice.Ourthoughtscomerandomlyinourminds.Themindisaflowofthoughts.

Werequirelittleefforttocreatethoughts.Theyjusthappen.Infact,itrequiresalotofefforttostopourthoughts.Ifthoughtsgounchecked,itmaybedangerousandevenleadtoalossofmentalbalance.Theprocessofcontrollingone’sthoughtsandcalmingone’smindiscalled

meditation.Onceourmindisundercontrol,wecandowonders.Mindpowercancreateanythinginthisworld,forapersonwhosemindisfullyundercontrolisasuperman.Therearevarioustypesofthinking.Andwecanchoosefromthechoices

available.Whenwechoosetherightkindofthinking,wecancreatewonders.Thewrongtypeofthinkingcandestroyuscompletely.Thischoosingoftherightkindofthinkingisalsoaanvikshiki.Therearetwobroadtypesofthinkingthatmostpeopleareawareof—positive

thinkingandnegativethinking.Weareusuallytoldbyotherstopractisepositivethinking.Butinreality,positivethinkingisnotenough.Weneedtohavepracticalthinking.Betweenoptimisticthinking(positivethinking)andpessimisticthinking(negativethinking),thereissomethingcalledrealistic

pessimisticthinking(negativethinking),thereissomethingcalledrealisticthinking(practicalthinking).Therefore,letusnotbeeitheroptimisticorpessimistic—letusberealistic.Asweproceedfurther,Chanakyagivesusanindicationofthevarioustypes

ofthinkinghepractisedandpreached.Youdon’thavetochooseoneandsticktoit—differenttypesofthinkingcanbeusedtogether.

1.Both-sideThinking

OneofthereasonswhyChanakyawasconsideredbrilliantwasbecauseheusedtolookatbothsidesofacoin.Onlylookingatonedimensioncannotreallygiveusthefullpicture.Manyso-calledpositivethinkersdonotliketothinkoffailures.Theylivein

animaginaryutopianworld,whereeverythingseemstobegood.Thereisnothingwronginthat.Itisimportanttodreamandthinkbig.DrAbdulKalam,formerpresidentofIndia,inspiredawholegenerationby

askingthemtodream.Hegavewingsoffiretoourimagination.Ifonedoesnotdream,onewillneverbeabletocreateanewworld.Weshouldbeabletoliftourselvesfromwherewearetowhereweshouldbe.Forthattohappen,weneedtothinkbigandbepositive.However,relyingonlyonpositivethinkingcanbedangeroustoo.When

realityhits,itcanresultindepression.Suchapersonwilltellhimself,‘Ihadadreamandtheworldistheproblem.Itdoesnotallowmetofulfilthedream.’Thesepeoplethenbecomesonegativethatonewonderswhathappenedtoalltheenergytheydisplayedwhiletheystartedontheirjourneytoachievetheirdreams.Dreamingistheperfectstarttoanyproject.Butitisimportanttofactorin

groundrealitiesinourthinkingasweundertakethejourney,sothatwedonotturnbackwhenweencounteranyhurdlesontheroad.Wejustsolvetheproblemandkeepwalkingtowardsourdestination.Whentheriverflowstowardstheocean,whichisitsdestination,thereare

manychallengesitfaces.Yet,theriverkeepsflowing.Ifarockblocksitspath,theriverwillsimplyflowarounditandcreateanewpath.Theriverwillneverloseitsfocus.Andfinally,itwillmergeandbecomeonewiththeocean.Ourdreamsarefulfilledinasimilarway.WeneedtolearnfromChanakya;weneedtolookatbothsidesaswestarton

WeneedtolearnfromChanakya;weneedtolookatbothsidesaswestartonourjourney.TheArthashastraopenswithaninterestingprayer:‘OmNamahShukraBrihaspatiAbhyam’

(SalutationstoShukraandBrihaspati)

Thereisahiddensecretinthisprayer.WhenChanakyastartstowritetheArthashastra,aswehavepreviouslyseen,hereferstoalltheformerteachers.But,hestartsbysalutingtwogreatgurus,namelyShukraandBrihaspati.Shukrawasanacharya,theguruoftheAsuras.Abrilliantmaster,hewasa

teacherandisknownforhisworkSukraNiti,whichoffersstrategies.Brihaspati,ontheotherhand,wastheguruoftheDevtas.Heisalso

consideredtobetheplanetJupiter.Brihaspatitoowasagreatteacherofpoliticalscience.Now,imaginethis—theAsurasandtheDevtasareatwar,andbothareguided

bytheirrespectiveteachers.Itissimilartoafootballmatch,andbothteamshavecoacheswhotrainandguidetheplayers.Abrilliantstudentwouldliketolearnfrombothcoaches.Whytakethesideofoneteamandoneteacher?ThisiswhereChanakyaofferssalutationstobothteachers.AnotherinterestingpointisthatheofferssalutationstoShukracharyafirstand

thenBrihaspati.Theideaistolookatthecounterviewfirstandthentowardsthegoodside.ThereisaSanskritsaying,‘Durjanaprathamavandana,sajjanadada

nantaram’.Whichmeansthedurgan(thewicked)shouldbesalutedfirstandthenthe

sajjan(thegood).Herewearenotsupportingthewickedorwickedness,butlearningfromboth.Whenyoulookatbothsidesofanissue,yourthinkingevolves.Knowledgeof

theotherviewpointonlyenrichesyourthinking.Goodpeoplewillanywaygiveyougoodadvice,butthewickedwillshowyoutheloopholesinyourthoughts.Youcanconsiderbothargumentsbeforemakingyourmove.Alwaystaketheopinionofbothsides—thetruthmaylieinbetween.

2.AlternativeThinking

Therecanbeonesolutiontomanyproblems.Therecanbemanysolutionsto

Therecanbeonesolutiontomanyproblems.Therecanbemanysolutionstooneproblem.Forexample,iftherearemanyproblemsinanorganization,Chanakyasays

thereisonesolutiontoalltheproblems—theleadership.Ifwegettherightleader,theproblemwillmostlikelybesolved.Saythereisafinancialcrisis.Therecouldbevarioussolutionstomanagethat

financialproblem:workhardandmakethemoney,takealoan,borrowfromafriend,sellsomeofyourassetsandsoon.Thisiscalledalternativethinking.Theproblemandthesolutionarebothin

ourminds.Trainthemindintherightkindofthinking,andyouwillalwayssucceed,nomatterwhattheproblem.Thatiswhyweneedtodevelopa‘solution-focused’mindsetratherthanone

thatis‘problem-focused’.Eitheryoubecomeasolutiontoeveryproblem,oryouturnouttobetheproblem.TherearevariousmethodsofalternativethinkingdetailedbyChanakyainthe

Arthashastra.Butthemostfamousfour-stepprocessiscalled‘Sama,Dana,Bheda,Danda’.Eventhoughthisfour-stepprocesswasprimarilyusedinmilitarystrategy,Chanakyausesitinotherfieldslikeforeignpolicy,internationalrelations,crimedetection,lawandorder,andpunishments.Letustryandunderstandthesefouraspectsfirst.

Sama(discussion):Thefirststepistoneverstartawar.Mostproblemscanberesolvedamicably.Ifthereismutualrespectbetweentwopeople,justamaturediscussionisallittakestoachieveawin-winsituation.

Dana(givinggifts):Thisisaninterestingmethod.Itishumannaturetolovegifts.So,whenwegiftsomethingtoaperson,wecanwinthemoverandachieveourobjectives.Lookatwhatmutualbenefitcanbeachieved.Mostmisunderstandthisasbribing.

Bheda(division):Thisisforpeoplewhoareunfriendly.Divideandrule.Trytoanalysetheproblemandunderstandwhomayagreewithyourpointofviewinordertogetthedesiredresults.Whendirectmethodsdonotwork,trythisindirectmethodthatcould.

Danda(force):Somepeopleandsituationsareabsolutelyunchangeableorunrelenting.Whennothingworks,weneedtouseforce.Thisisthefinalstep

unrelenting.Whennothingworks,weneedtouseforce.Thisisthefinalstepusedtoachieveourobjective.Therefore,waristhelastandfinalalternativeusedbyChanakyatowinthegame.

Now,thesequenceofthefourstepsmaynotbeinthesameorder.Itcanbechangedaccordingtotherequirementanddemandofthesituation.Ifapersonisattackingyouwithaweapon,donotgoforsamaasthefirststep.

Youmaynotsurvivetohaveadiscussion.Onemayneedtousedandadirectlytoprotectoneselffromtheattacker.Whengivingagiftworks,whygoforwar?Ininternationalrelations,wefind

headsofstatesvisitingeachother,holdingdiscussions(sama)andalsopayingtheirrespectstoeachotherbyhostingprogrammesandgivinggifts(dana).Apeacefulsolutionisalwaysineverybody’sbestinterests.Chanakyasays:Heshouldwinoverthoseofthemwhoarefriendlywithconciliation(sama)andgifts(dana),thosehostilethroughdissensions(bheda)andforce(danda).(11.1.3)

Essentially,therearetwotypesofpeople—friendlyandunfriendly.Forthosewhoarefriendly,samaanddanawork.Forthosewhoareunfriendly,bhedaanddandaneedtobeused.Eventhoughallthefourstepsareknown,weneedtodevelopourthinking

skillstodecidewhatworksforwhichsituationandwhichperson.Thisiswherethewisdomandmaturityofthepersonbecomesessential.Thus,alternativethinkingisaboutchoosingtherightoptionaccordingtothedemandsofthesituation.Countriesandgovernmentshavebeenseenusingthesealternativesfortheir

benefit.Theyhaveambassadorswhoareprimarilytrainedinsama.Theywould

discussissuesconcerningbothstatesandbuildrelations.Theyareessentiallymeanttomaintainabalanceofpowerandensuremutualrespect.Thetradeandbusinesscommunityofanationwould,ontheotherhand,focus

ondana.Businessinteractionsandtheeconomyaresustainedbythesegroupswiththesupportofthegovernment.Exchangeofgoodsandservicesensuresmutualbenefit.Whilefriendlynationspractisethesetwooptions,theunfriendlyonesusethe

othertwo.Therearespiesandespionagesystemsineverycountry.Theyuse

othertwo.Therearespiesandespionagesystemsineverycountry.Theyusebhedaasatool.Theywouldbeplantedintheenemycountry,andifrequired,theycanevencreateinternaldisharmony.Lettheenemybleedthroughthedivideandrulepolicy.Finally,wehavethemilitary,whichusesdanda.Thearmedforcesaretrained

forcombat.Theairforce,thewarshipsandtheinfantry,alongwiththeirmachinesandweapons,wagedirectwars.Therewillbedestruction,butsometimestoensurepeace,warsareneeded.Choosebetweenthegivenalternativestoachieveyourgoalsandresults.

3.LeadershipThinking

Chanakyatrainedkingsinhowtothink.Whatkindofleadershipthinkingdidhewanthisstudentstodevelop?Therearemanydimensionsofthinkingthathewantedhisstudentstodeveloptobecomeagoodleader.However,ifwenarrowitdowntooneimportantaspectofthethought

processesofaleader,thenthissutrastandsoutamongallofthem:Inthehappinessofthesubjectsliesthebenefitofthekingandinwhatisbeneficialtothesubjectsishisownbenefit.Whatisdeartohimselfisnotbeneficialtotheking,butwhatisdeartothesubjectsisbeneficialtohim.(1.19.34)

Akingdoesnothaveanypersonalagenda.Orrather,heshouldnot.Inotherwords,thosewhodonothaveanypersonalagendaandwork

selflesslygoontobecomegreatleaders.Leadersworkforthebenefitofothers.However,itiseasiersaidthandone.

ButthatishowthinkingandattitudewasmeanttobedevelopedasfarasChanakyawasconcerned.Inthehappinessofthesubjectsisthehappinessoftheking—whatdoesthis

mean?Itiseasytounderstandifyoustartthinkinglikeaparent.Inthecaseofaparent,inthehappinessofthechildrenliesthehappinessoftheparent.Theywouldsacrificeeverythingtomakesurethatthechilddoeswellinlife.Eveniftheyhavenoteaten,theparentswillensurethatthechildrenarewell

fed.Eveniftheyarenothighlyeducated,theywilldoanythingtoensurethechildrengetthebestschoolingtheycan.Whenthechildrensucceed,theparentsfeellikeitistheirvictorytoo.Thisis

thedepthoftheparents’feelingstowardstheirchildren.Similarly,theleaderhastoalignhisthoughtswiththoseofthecitizensheis

Similarly,theleaderhastoalignhisthoughtswiththoseofthecitizensheisserving.Leaderscannotbeselfishorusethesubjectforpersonalbenefitalone.Allgreatleadershaveworkedrelentlesslyfortheupliftoftheirpeople.Thereisnootheragendaatall.Byacceptingwhatheorshewantsdoesnotguaranteehappinessforsomeone.

Justsupplyingwhatisdemandedisnotgoodparentingorableleadership.TherearetwoSanskritwordssukhaandhita.Sukhaishappiness,buthitaiswell-being.Sometimesaperson’swell-beingmaytakeprecedenceovertheirhappiness—

justaswhenadoctormayrecommendabitterdoseofmedicine,whichisunlikelytomakethepatienthappy.Butthedoctorwillinsistonthemedicineforthewell-beingofthepatient.Similarly,achildmaycrywhilegoingtoschool.Buttheparentsforcethe

childrentogoandgeteducatedanyway.Thechildrenmaynotfeelhappy,buttheparentsknowitisfortheirwell-being.Inthesameway,leadershavetotaketoughdecisionsforthewell-beingofthe

people.Althoughitmaynotappeartobeahappyfeelinginthebeginning,itwillmakeushappyinthelongrun.Attimesweseethatthegovernmentraisesthetaxes,whichcitizensusually

protestagainst.Butifthegovernmentisnotselfishandisonlyusingthehighertaxesforthebenefitofthepeople,thentheywillsoonseethebenefits.Thetaxeswillbeusedforthehealthandeducationofthecitizens,betterroads

andtransportationandotherfacilities.Soon,peoplewillbegintoseethebenefitsofraisingtaxes.Iwouldliketoshareastorywithyoutoillustratethispoint.Once,aperson

wastakentothegallowsbecausehehadcommittedamurder.Whenaskedabouthislastwish,hesaidhewantedtomeethismother.Whenthecryingmothercametoseeherson,hetoldher,‘Youareresponsibleformydeath.’Themotherwasshocked.Herecollectedachildhoodincidentandsaid,‘Mother,rememberthedayI

camehomeafterstealingachocolatefromafriend,andyounevercorrectedme?ItookitforgrantedthateverythingIdowillbeacceptedbyyou.’Hecontinued,‘WhenIstarteddoingbiggercrimes,thentoo,youjust

supportedme.TodayIhavecommittedamurderandamgoingtomeetdeathsoon.IjustwishyouhadstoppedmewhenIstolethechocolate.Iwouldhave

livedlonger.’Therefore,leadershipthinkingisnotjustaboutmakingpeoplehappyand

acceptingwhateverthepopularfeelingis.Akingshouldlistentoeverypersonwhocomestomeethim,andconsidereveryideadeeply.Ifrequired,thekingshouldalsoconsultsomeexperts.Thenwhatisrightmustbedone.Aleadershouldsetastandardwhereastandarddoesnotexist.Aleaderisalso

acreator.Heshouldsometimesthinkoutofthebox.Heshouldalsoinspirehispeople

toworktowardsahigherpurpose,goalorvision.Butwhatevertheleaderdoesisforthebenefitofthepeople.Therearetimes

whentheleaderhastomakepersonalsacrificesinordertomakepeoplehappy.Oncealeaderwasasked,‘Youworksomuchforothers,butwhataboutyour

family?’Withasmile,hesaid,‘Allthosepeoplearealsomyfamily.’Foranindividual,afamilymaybealimitedtohiswife,parentsandchildren,

alongwithafewrelatives.Butforaleader,thewholecountryororganizationishisfamily.Hecannot

thinkofonlyhimself;hehastothinkaboutthewell-beingofeachandeveryperson.Kautilya’sArthashastragoesonestepfurther.Itsaysthekinghastotakecare

ofnotonlyhumanbeingsbutalsoanimals,birds,plants,minerals,waterbodiesandallelsethatispartofhiskingdom.Thus,accordingtoChanakya,leadershipthinkingisanall-inclusivethinking.

Itencompassesthelivingandthenon-living.Finallytheleaderisresponsibleforanythingandeverythingthatispartofhis

kingdom.Thisthinkingleadstoeffectivegovernanceandgoodadministration.

4.CreativeThinking

OneveryimportantaspectofChanakya’swayofthinkingisaboutbeinginnovativeandcreative.WhenwereadtheArthashastra,wefindhowcreativehewas.Hewasnotastereotypicalthinker.Chanakyalovedtoexperimentwithideas.Ineverythinghedid,heusedcreativity.Letusseeanexampleofthis:Chanakyasaid:‘Thetimeforcatchingelephantsissummer.’(2.31.8)

Chanakyasaid:‘Thetimeforcatchingelephantsissummer.’(2.31.8)Thissutracomesinthechaptertitled‘SuperintendentofElephants’.Inthis

partoftheArthashastra,wefindChanakyagivingalotoftipstotheheadofthedepartmentofelephants.Duringthosedays,elephantswereconsideredasimportantassetsofthearmyandthenation.Tohaveastrongforceofelephantswasaneedandnecessity.Likeinbusinessitisimportanttohavelotofcustomers,sotoo,havingmanyelephantsinthedepartmentwasakeytosuccess.Chanakyagavecreativetipsonhowtocatchelephants.Thismeanshestudied

thebehaviourofelephants.Chanakyaknewthatcreativityworksonlyifweareattherightplaceatthe

righttime.Ifwemisstherighttime,wemaynotgetitagain.Therearetwoconceptsincreativeexecution:righttimeandrighttiming.For

example,ifachildren’smoviehastobereleased,weneedtotakeboththeseaspectsintoconsideration.The‘righttime’forreleasingachildren’smovieisduringthevacationseason

andschoolholidays.The‘righttiming’iswhenthechildrenwillwanttogotoseethemovie.Soan

early-morningshowat6a.m.atatheatrenearbywillnotwork.Thechildrenortheparentswhowillaccompanythemwillnevergotowatchamovieat6a.m.Soeventhoughthemoviemaybereleasedduringschoolholidays(right

time),anafternoonoreveningshow(righttiming)isequallyessentialforthesuccessofthefilm.InIndia,amoviefeaturingasuperstarwillmostlydowell.Thereleaseofthe

movieonaholiday—say,Diwali,Dussehra,EidorChristmas—makesahugedifference.Thecollectionofmovieticketsalesisalwayshighonweekends.AsimilarpsychologyappliesinsaytheFMCG(fast-movingconsumergoods)

segment.ThehighestsalesofgroceriesandhomeproductswillbeonaSaturday,aSundayoraholiday;theshoppingmallswillbefilledwithcustomersthen,whileontheotherdaysthereishardlyanyfootfall.Marketresearchexpertswhogivecompaniesadviceonhowtoselltheirwares

arealwaysatworktryingtounderstandcustomerbehaviourpatternsaboutwhatistherighttimeortimingtosellproductsandservices.However,accordingtoChanakya,creativitydoesnotmeandestruction.Some

peoplebelieveindisruptivecreativity.Itmeanscreatingbydestroyingsomething.Youneverlookgoodbymakingsomeonelookbad.

something.Youneverlookgoodbymakingsomeonelookbad.‘OnlyifIdestroytheotherpersonwillIsucceed.Mysoftwareproductwill

sellonlyifIdestroytheotherpersonwhocreatesasoftwareproduct.Ifmycompanyhastodowell,Ineedtodestroythecompetitor.’ThiskindofapproachincreativethinkingwasnottaughtbyChanakya.Evenwhilecatchingelephants,hewasconsiderate.Heknewthelimitsand

didnotwanttodestroytheecosysteminwhichelephantslive.Chanakyasaid:Atwenty-year-oldshouldbecaught.Acub,anelephantwithsmalltusks,onewithouttusks,onediseased,afemaleelephantwithyoungandasucklingfemaleelephantarenottobecaught.(2.31.9–10)

Onlyatwenty-year-oldelephantshouldbecaught.Ithasgrownupandisindependent.Itisyoungandstrong.Itishealthyandcanwork.Themainpurposeofanelephantiseitherinthearmytofightagainstthe

enemies.Or,itcouldbedosomeheavyworklikecarryingloadsandgoods.Forthis,anyelephantcannotsuffice.Itrequiresastronganddynamicelephant.Thetwenty-year-oldelephantistherightfit.Ifsomeonehastoberecruitedinanarmedforce,thereisareagerestrictions.

Recruitmentadsclearlyspecifytheagegroup.Creativityisaboutwhattodo.Creativityisalsoaboutwhatnottodo.So,asChanakyaisindicatingwhenandwhattypeofelephantsaretobe

caught,healsomentionswhichelephantsarenottobecaught.Acubelephant,onewithsmalltusks,isnotmeanttobecaught.ItisinterestingtonotethepsychologyofelephantsthatChanakyauseshere.

Unliketigersoreagles,wholivealone,elephantsoperateingroups.Therefore,catchingayoungelephantisnotgood.Thecubelephantandtheteenagedelephantsrequiretheirfamilyandfriends.Takingsuchayoungelephantawayfromthegroupisnotencouraged.Thesamegoesforamotherelephant,asshehastofeedhersmallones.Also,

anoldordiseasedelephantshouldnotbecaught.Thebiggestmedicineforanydiseaseis‘love’.Whenwearesick,werequireourlovedonesaroundus,apartfromthedoctor’smedication.So,whilecreativityshouldbeourfocus,letusnotbeinhuman.Letusnotbe

destructive.Letusnotgoagainstnature.Instead,letusalltuneintonatureandworkinaccordancewithitslaws.

workinaccordancewithitslaws.Intoday’sscenario,environmentmanagementisamajorchallenge.Weare

facedwithdifficultquestionsofharmingnature,aswellasotherspecies.Weallhavetoworkwithnatureanditscreation.Soletusbecreativeinanaturalmanner.Letnaturebeourguideandourbestteacherofcreativity.

5.LateralThinking

Thinkingoutoftheboxisoftenrequiredtotackleasituationandgetthedesiredresults.Butsometimes,youhavetocheckwhethertheboxevenexists.Youmight

justhavebeenimaginingthatyouwerestuckinabox,whilethefactwasthatyouwerealwaysfree.SoanothertypeofthinkingshownbyChanakyaislateralthinking.Allthingsremainingthesame,afewpeoplesucceed,whileothersfail.Forexample,Ihavepersonallyworkedasatrainerandconsultantwithtwo

companiesthatmanufacturecement.Onecompanyissuperprofitableandisconfidentthatitcanovercomeanyfinancialturmoilforthenexttwentyyears.Thesecondcompany,ontheotherhand,hasnotbeenabletopaysalariestoitsemployees,isgoingthroughabsolutefinancialinstabilityandisonthevergeofbeingsoldoff.Inthefirstcompany,allthestakeholdersarehappy,whileintheother

company,employeesareinsecureandhavelostallconfidence.Whatcouldbethereason?Theyworkinthesamecountry,theyhavethesamecustomers,the

governmentpoliciesarethesameandtheenvironmentandecosystemstheyoperateinarethesame.Yetthereisahugedifferencebetweenthetwoofthem.Thisisprimarilybecauseoftworeasons—leadershipandstrategy.Theleadershipofthefirstcompanyisalwaysfocusedonthelongterm.They

haveavisionandamission.Theybelieveinresearchanddevelopment,investintherightpeople,takecalculatedrisksandhavethebestindustryexpertsastheirguides,mentorsandconsultants.Thesecondcompany’smanagementisfocusedontheshortterm.Theywant

quickprofits,donottaketimetothinkbeforesackingemployees,areimpulsivewhiletakingdecisionsandbelievethatalltheyaredoingisright.Theleaders

whiletakingdecisionsandbelievethatalltheyaredoingisright.Theleadersconsiderprofitastheonlyparameterofsuccess.Goodleadersneedtohavegoodstrategyaswell.Throughcareful,well-

plannedstrategies,wedeveloplateralthinking.Chanakyawasamasterinteachingstrategyandlateralthinking.Tomakethisprocesseasy,healsodevelopedthegameofchess.

GameofChess

Intheoldendays,thegamewascalledchaturanga,meaningfourpartsofthearmy(chaturmeansfourandangameansparts).Thisboardgamebasedonmilitarystrategywasplayedbykingsasapastime.

However,throughthegame,theywereabletogaininsightsintowarfareanddevelopstrategicacumen.Fromchaturanga,itbecameshatrangasitwenttotheArabcountriesinthe

MiddleEast.Andfinally,intheEuropeanandWesternworld,itgotthename‘chess’.Thewargamehasfourprincipalcomponents.CHESSstandsfor:

C:ChariotsH:HorsesE:ElephantsSS:Soldiers

ThereisaninterestingchapterintheArthashastrawhichteachesushowtoplanawarbasedonthesefourcomponents:‘ModesofFightingoftheInfantry,theCavalry,theChariotsandElephants’(bookten,chapterfive,section157).Thisisabrilliantchapteronthevariouspermutationsandcombinationsthat

canbeusedbythekingtodefeathisenemies.Notethatinthemoderngameofchess,bothsideshavethesamenumberof

soldiers,elephants,horsesandotherpawns.Itisnotthatthewinnerhadmorehorsesorelephants.Bothsidesarealsosubjecttothesamerulesandrestrictions.Thedifferentpiecescanonlymoveincertainways,andthisappliesequallytobothsides.Sowhatmakesoneawinnerandtheotheraloser?Thewaytheyusetheir

Sowhatmakesoneawinnerandtheotheraloser?Thewaytheyusetheirresources.Themovesandthestrategyusedmakeallthedifference.Thisiswherelateralthinkingcomesin.Businessmenandmanagementgurusoftentalkaboutoptimalutilizationof

resources.Sohowyouusetheseresourcesavailableatyourendmakesyouawinner.Chanakyasaid:Foot-soldiers(shouldbe)inthewings,horsesontheflanks,elephantsintherear,chariotsinfront,orareversalofthis(maybemade)inaccordancewithenemy’sarray.(10.5.38).

Everypersonhastobepositionedinacertainmanner.Thearrangementofthetroopsisstructuredsothateveryoneknowstheirrolesandresponsibilities,anddoestheirdutywell.Lookintoanyofficeorfactory.Thereisanarrangementforwherepeoplesit

andwhattheydo.Themomentyouenter,thereisareceptionarea,whereyouareattendedto

andwelcomed.Thentherearevariouspeopleanddepartmentswhositinsidetheoffice—accounts,sales,ITandsoon.Thenthereistheplacewheretheleadersits.Therewillalsobea

manufacturingarea,acanteenandsoon.Inasimilarmanner,itisimportanttoplanhowwepositionourselvesinourlifeandworkplaces.Butwhatiscriticalinthegameofchess,Chanakyasays,isthatweshould

changeourstrategytoaccountfortheenemy’sarray.Todeveloplateralthinking,weneedtounderstandthemovesmadebythe

enemy.Attimes,youflowwiththemovesoftheenemy.Atothertimes,youmovetosurprisetheenemy.Ifweareabletounderstandthemodusoperandioftheotherperson,thenitis

easytoachievevictory.Therefore,theteachingsofChanakyaareaboutstudyingtheotherperson.Firstweneedtounderstandourownthinking.Nextweneedtounderstandthe

thinkingofothers.Whenwecombineboth,successinanythingwetakeupisguaranteed.

6.SpiritualThinking

Chanakyawasknownforhismultidisciplinarythinking.Hecouldthinkinvariousdimensions.HemadeIndiathewealthiestcountryofhistime.

variousdimensions.HemadeIndiathewealthiestcountryofhistime.Hewrotethebookthatisconsideredascriptureonwealth,‘artha-shastra’.He

understoodfinanceslikenootherperson.Hemadeneweconomicmodelsandtheories.Thecreationofwealthandwealthykingdomswashisexpertise.Thetreasuriesofthekingdomthatheguidedwerenotjustfull,butoverflowing.Inspiteofallthismaterialwealthhecreated,onethingthatweshouldnot

forgetisthatChanakyawasadeeplyspiritualperson.Hewasaveryenlightenedperson.Hecreatedrichesoutside,butwhatreallymatteredwasinside.ForChanakya,knowledgewaswealth.Knowledgewashisgreatestweapon,

knowledgewashisgreatestasset,knowledgewashisstrengthandknowledgewashisgreatestpower.Hesaid,‘IfIhaveknowledge,Icancreatemanyemperors.’Wheredidhegetthisconviction?Itcamefromthedepthofhisspirituality.

HehadanabsoluteconvictioninhimselfandGodAlmighty.Thespiritualbaseandfoundationsthathehadwerestronganddeep-rooted.Therefore,onemoretypeofthinkingthatChanakyawantedleaderstodevelop

wasspiritualthinking.DharmaisthecorewordthatisdiscussedinallourIndianscriptures.Making

theleaderadharmicrajaorarajarishiwashishighestvision.IntheArthashastra,theword‘dharma’appears150times.Dharmadenotesvariousconceptsandideas—itismorality,ethics,spirituality,

dutyandresponsibility,amongothers.Chanakyaspeaksatlengthonrajadharma,thedutiesandresponsibilitiesofaking.Asweareendingthischapter,wewilltakeacloserlookatspiritualthinking.Chanakyasaid:Heshouldenjoysensualpleasureswithoutcontraveninghisspiritualgoodandmaterialwell-being;heshouldnotdeprivehimselfofpleasures.(1.7.3)

Thereisacommonmisconceptionaboutspirituality—thatitismeantforoldanduselesspeople,andthatyoubecomespiritualonlywhenyouhavenothinglefttodoinlife.Anothermisconceptionisthatspiritualityisfortheotherworld,togain

benefitsafterwedieandgotosomeplacecalledheaven.Inreality,itistheotherwayaround.Thereallyspiritualpeoplearealways

activeanddynamic.Theyareaction-oriented.Thespiritualenergyinthemgivesthemthestrengthtodobetterthantheordinary.Withafoundationof

themthestrengthtodobetterthantheordinary.Withafoundationofspirituality,eventheordinarywillbecomeextraordinary.Yetanothermisconceptionisthatspiritualityisrelatedtopoverty.Inthe

abovesutra,Chanakyasaystoenjoymaterialwealthalongwithspirituality,andalsothateveryoneshouldfulfiltheirmaterialdesiresinaspiritualmanner.Therearefouraspectsoneshouldbeawareofinlife.Thesearecalledthe

purusharthasinourVedicculture.

1. Dharma:spiritualgood2. Artha:materialwell-being3. Kama:sensualorworldlydesires4. Moksha:enlightenment

Chanakyasaysthefirstthreehavetobebalancedinourlives,thatis,‘dharma’,‘artha’and‘kama’.Sooneshouldsurelyenjoymaterialsuccessandfulfilallworldlydesires.Butthishastobedoneonthefoundationsofspirituality.Onceweunderstandthat,mokshaorspiritualenlightenmentwillfollowindue

course.Peoplehavemisconceivednotionsaboutmoksha—thatitissomethingthat

happenssuddenly,itissomethingthatchangesyouexternallyandgivesyousomekindofhaloaroundyourhead.Spiritualityisastateofawareness.Itisastateofbeingwithoneself.IntheBhagavadgita,Krishnasaysanenlightenedpersonisasthitha-prajna.

‘Sthitha’meansestablished.‘Prajna’meansknowledgeandwisdom.Therefore,asthitha-prajnaisapersonwhoisestablishedinknowledgeandwisdom.Chanakyawantseverypersontobewise.However,thatisaveryhighstate.

Forbeginnersandaveragepeoplelikeus,itisadvisedtobalancedharma,arthaandkama.Soifyourunacompanyoranorganization,youshouldcreatealotofwealth

andmoney(artha)andfulfilalldesires(kama),butitshouldbebasedonspirituality(dharma).Thereisnothingwronginbeingambitiousandcreatingwealth.Onecan

desiretobecometherichestpersonintheworld.Onlymakesurethatthewealthiscreatedinanethicalmanner.Becomingwealthyorrichisveryeasy.Evengangstersanddonsarerich.But

theyarenottherolemodelsweshouldgivetoournextgeneration.

theyarenottherolemodelsweshouldgivetoournextgeneration.Becomingrichthespiritualwayseemsdifficult,butthatistherightmethod.

Makingmoneythroughshortcutsseemseasy,butshortcutsareusuallythelongestwaystotruesuccess.Arichbusinessmansaiditnicely:‘Wealththatiscreatedquicklyalso

vanishesquickly.Wealththatiscreatedslowlyandsteadilystayslongerandbecomespermanent.’Hence,Chanakyatrainshisstudentsinspiritualthinking.Spiritualthinkingalsomeanstobeintunewiththelawsofnature.Thelawof

theuniverseisallaroundus.Ifwecanunderstandthesespiritualprinciplesthatgoverneverythingaroundus,wewillneverfailinanything.Finally,Chanakyahadsaid,‘Heshouldnotdeprivehimselfofpleasures.’Whosaidspiritualthinkingmeanstorturingoneself?Donotdepriveyourself

ofpleasures—enjoylife.Neversuppressyourdesires.Becauseifwedothat,thenoneday,theywilleruptlikeavolcanoanddestroyeverythingaroundus.Fulfillingourdesiresintherightmethodisthesolution.Weshouldknowourlimits—maryada.Apersonwhoisself-disciplinedcan

enjoylifetoitsfullestwithoutanyharm.Thus,amongallthetypesofthinkingbroughtoutbyChanakya,thehighest

formisspiritualthinking.Butonlyspiritualthinkingwithoutworldlythinkingisalsonotgood.Balanceeverythinginlife.Alifethuslivedisfulfillingandwithoutanyregrets.Livelifeking-size.Buttheheartshouldalsobelargeinsize,toaccommodate

oneandall.Thatisthereasonwhy,apartfrombeingthegreatestpoliticalthinker,

Chanakyawasalsoknownasoneofthegreatest‘practicalphilosophers’thatourcountryeverproduced.

3TheDifferentModelsofThinking

Whatisthinking?Itisnotjustsittingidleandimaginingthings.Thinkingisaverystructured

process.Itisveryscientificandlogical.Aanvikshiki,therightwayofthinking,isverysystematicinnature.ThroughouttheArthashastra,Chanakyagivesusdifferentmodelsofthinking.Oneday,ChandraguptaMauryawassittingalone.Hewasthinkingofvarious

issuesthathehadtofaceasaleader.Inacomplexsituation,heoftencouldnotdecidewhattodoorhowtomoveforward.WheneverChandraguptawasstuckinsuchasituation,heusuallytookthehelpofhisguru,Chanakya.Thistimetooaswashishabit,heimmediatelycalledhisattendantsandaskedthemtoarrangeavisittomeetChanakya.Hisguruwaslivinginanashramintheoutskirtsofthekingdomatthattime.Assoonashereachedtheashram,Chandraguptarushedtohisteacher’sroom.

Buthewassurprisedtofindthathisguruwasmissing.Heimmediatelyaskedtheotherashraminmates,‘WhereisGuruji?’Theyreplied,‘Hehasbeenawayforacoupleofdaysnow.Hedidnottelluswhereheisgoingorwhenhewillcomeback.’Chandraguptadidnotknowwhattodo.Hefelthelplesswithouthisguru.

ChandraguptawaitedforChanakya.Heevensenthisteamouttofindhisguru,sothathecouldmeethim.ButonceChanakyadecidedtogounnoticed,itwasdifficultevenforthegodstofindhim.LookingforChanakyaorwaitingforhimseemedtobeafutileexercise.Left

withnochoice,Chandraguptacalledhisotherministersandadvisers,andtackledthesituationinhand.Theproblemwasresolvedandthekingdomwasrelieved.

relieved.Afteralongtime,Chanakyacamebacktohisashram.Hecametothepalace

tomeetChandragupta.Seeingtheguruinfrontofhim,Chandraguptawasthrilled.Rushingtohimandtouchinghisfeet,hesaid,‘Acharya,pleaseneverdothatagain.Don’tgoawaylikethis.Whowillguidemeinsolvingthecomplexproblemsofourcountry?’Chanakyagaveanaughtysmile,asifhisgoingawaywasbydesign.‘Didtheproblemgetsolved?’heasked.Withhesitation,thestudentsaid,‘Yes,wemanagedsomehow.’‘Remember,Chandragupta,’themasteradvised,‘neverdependonanyoneto

solveyourproblems.Yes,youshouldtakeadviceandguidance.Butifnoneisavailable,takeacallonyourown.Youhavetotakedecisions.’Afterapause,hecontinued,‘Afterall,youarealeader.Leadershipisallabouttakingdecisionsincomplexsituations.’Chandraguptahadaquestion.‘ButhowdoItaketherightdecisions?’Therewasasparkleintheteacher’seyes,asiftoindicatehewascomingto

thepoint.‘ThatiswhyIhadtaughtyouaanvikshiki,thescienceofthinking,whichwillhelpyoutaketherightdecisions,withorwithoutguidance.’ThustherearevariousthinkingmodelsthatChanakyahadtaught

Chandragupta,sothatwhenthesituationdemandsit,hecanusethemandtaketherightdecisionsfromthechoicesavailable.Whatarethesethinkingmodels?Thereareready-madeprototypesalready

createdandperfectedforotherstoduplicatethem.Throughoutthischapter,wewillbetryingtounderstandsomeofthedifferentmodelsthatChanakyahadcreated.Wewillpickuptwotypesofmodelsthatwillhelpusunderstandhow

structuredthinkingwasdone:

1. Leadershipmodels2. Administrativemodels

TheleadershipmodelsincludeChanakya’svisionofanidealleader.Itwasthatof‘rajarishi’,aphilosopherking.Inthesectionofadministrativemodels,wewillexploreChanakya’svisionoftheadministrativeset-upofanation;itisworthastudy.Bureaucracyandgoodadministrationisthebackboneofanation.Theadministrativemodelsareavailableforustoapplyandbenefitfrom.

Theadministrativemodelsareavailableforustoapplyandbenefitfrom.Therefore,thesetwoaspectsofthinkingmodelswillopenourminds.After

havingstudiedandunderstoodthesethinkingmodels,wewillbeabletomakeitapermanentpartofourthinkingminds.Thesemodelswillcomeinuseful—incrisesaswellasingoodtimes.Althoughwemaytakesometimetounderstandthesethinkingmodelsinitially,oncetheybecomeapartofourminds,wehaveeasyaccesstothem.Itislikestudyingthealphabetandmultiplicationtablesinourschools.The

alphabetandmultiplicationtablesarethinkingmodels.Theyareconceptsthataretaughttousbyrepetition.Intheinitialdays,studentsfinditabitdifficulttounderstandtheseconcepts.Butonceitbecomesapartofourminds,wecanrecallthemandusethemanytimeandanywhere.Whenabookhastoberead,thealphabetwillcometoourrescue.Whena

calculationhastobedone,themultiplicationtableswillhelpus.Thesearethebenefitswegetoncewehaveunderstoodanddevelopedthinkingmodels.

1.LeadershipModels

Rajarishi—Chanakya’sidealleader

Chanakyahaddevelopedamodelofanidealking.Thisconceptofanidealleaderiscalled‘rajarishi’.Rajarishiisacombinationoftwowords,‘raja’and‘rishi’.Rajameans‘aking

oraleader’andrishimeans‘asageorathinker’.ForChanakya,anidealrulerwaslikea‘philosopherking’.Thiskindofakingisaspiritualthinker.Histhoughtsaredeepandprofound.ThereisachapterinKautilya’sArthashastra(bookone,chapterseven)that

describesarajarishiindetailandalsowhatqualitiesoneneedstodevelopinordertobecomearajarishi.Howdoesonebecomearajarishi?Thisleadershipmodelofthinkingisshown

inthefollowingsutrabyChanakya:Bycastingoutthegroupofsixenemies,heshouldacquirecontroloverthesenses,cultivatehisintellectbyassociationwithelders,keepawatchfuleyebymeansofspies,bringaboutsecurityandwell-beingby(energetic)activity,maintaintheobservancesoftheirspecialduties(bythesubjects)bycarryingouthisownduties,acquiredisciplinebyreceivinginstructioninthesciences(differentfieldsofknowledge),attainpopularitybyassociationwithwhatisofmaterialadvantageandmaintainproperbehaviorbydoingwhatisbeneficial.(1.7.1)

maintainproperbehaviorbydoingwhatisbeneficial.(1.7.1)

Letuslookatthesequalitiesindetail.

Bycastingoutthegroupofsixenemies:Thereareenemiesoutsideandthereareenemiesinsideakingdom.Theinternalenemiesaremoredangerousthantheexternalones.Andifoneisabletomanagetheinternalenemies,itshouldbeeasytocontroltheexternalenemies.Sowhoaretheinternalenemies?Chanakyasaysthattheyarethenegative

qualitiesthatliewithinus.Onceweareabletogetridofthem,noonecandefeatusexternally.Ourprimaryenemiesareagroupofsix:lust,anger,greed,pride,arrogance

andfoolhardiness.Overindulgenceinanythingislust.Losingourtemperisanger.Wantingmore

thanwhatisrequiredisgreed.Overpossessivenessispride.Onewhogivestoomuchimportancetooneselfisarrogant.Andonewhoisrecklessisfoolhardy.Removingtheabovevicesisamentalmodelofdevelopingleadership

qualities.Beawareofthesenegativequalitieswithinus.Slowlyandsteadily,withawareness,tryandweedthemouttoawakentheleaderinyou.

Byacquiringcontroloverone’ssenses:Wehavefivesenses—sound,touch,sight,tasteandsmell.Weunderstandtheoutsideworldusingthesefivesensesthroughoursenseorgans—ourears,skin,eyes,tongueandnose.Bycontrollingthesefivesenseorgans,wewillrestricttheentryofunwanted

thingsintous.Forexample,bycontrollingthetongue,wecanresisteatingjunkfoodandmaintainourhealth.Ifweavoidusingourmobilephonesandgadgetstoomuch,wewillautomaticallyavoidbeingaddictedtogadgets.

Bycultivatingone’sintellectbyassociationwithelders:ThereisaformulaChanakyaofferstodeveloptheintellect—byassociationwithelders.Theword‘elder’doesnotmeanjustseniorbyagebutalsoonewhoisseniorbyexperienceandwisdom.So,aleaderwillbecomeabetterleaderifheorsheassociateswithwise

people.Wefindthat,inIndianhistory,kingsweresurroundedbywisemen.Byusingtheknowledgeandwisdomofothers,onecanautomaticallydevelopandcultivateone’sintellect.Therefore,oneofthewaystobecomeintelligentistoassociatewiththose

Therefore,oneofthewaystobecomeintelligentistoassociatewiththosewhoaremoreintelligentthanus.

Bykeepingawatchfuleye,usingspies:Spiesareinformers.Informationisthekeytosuccess,accordingtoChanakya.Theleaderhastoprocesswhateverinformationisgathered,cometotheright

conclusionandtaketherightdecision.Thisframeworkandmodelofthinkinghelpshimorhertobeeffective.Therefore,Chanakyaadvisesustobealertandverywellinformedthroughanetworkofspies.ThespyingandespionagesystemcreatedbyChanakyaisstillconsideredtobeoneofthebestintheworld.

Bybringingaboutsecurityandwell-beingthrough(energetic)activity:Theprimarydutyofaleaderistoensurethesecurityandthewell-beingofhispeople.Buthowdoesoneachievethis?Byenergeticactivity,accordingtoChanakya.Whateveractivityiscarriedoutinakingdomshouldbefullofenergy.

Enthusiasm(utsah)isthekeytosuccessinanyactivity.Enthusiasmisalsoverycontagious.Peoplebecomeenthusiasticiftheyareexposedtosuchavibrantenvironment.Sowhateveractivitiesarestartedbytheleadershouldbefullofdrive,rigour

andpassion.Thus,byworkingwithhighlevelsofenergy,thesafetyandsecurityofthepeopleareachieved.

Bymaintainingtheobservanceofspecialduties(bythesubjects):Nowcomesaveryinterestingdimensionofleadershipthinking.Theleadershouldmakesurethatothersdotheirdutiesproperly.Thereare

duties(dharma)andtherearespecialduties(swadharma).Therearegeneraldutiesthateveryonehastofollow—reachingone’sworkplaceontime,finishingone’sworkwithperfection,beinghonestinone’sprofessionandsoon.However,peopleshouldnotforgettheirspecialandimportantduties—for

example,theresponsibilityoftakingcareofchildrenandeldersathome.Theking,asaleader,hastoensurethatthesubjectsmaintainandobservethesespecialduties,inordertokeepthesocietytogether.InIndia,takingcareofone’sparentsorseniormembersofthehouse,isnow

anessentialdutyofeveryfamily.Ifnot,itislegallypunishable.

Bycarryingouthisownduties:Chanakyagivesleadersawarninghere.Aleadercanorderotherstofulfiltheirduties.Butwhatabouthimselforherself?Theleadershouldnotshunhisduties.Thisisthefirststeptowardssuccessful

leadership.Heorshehastowalkthetalk—showleadershipbyexample.Heorshehastobearolemodelforotherstofollow.Demonstrationisthebestwayoftellingotherswhattodo.Aleader’sthinkingshouldinclude‘IfIdomyworkproperly,Iautomatically

gainthepowertotellotherstofollowtheirdutiesproperly’.

Byacquiringdisciplinebyreceivinginstructioninthesciences(differentfieldsofknowledge):Aleadershouldbeaself-disciplinedperson.Self-disciplineleadstosuccess.Andhowcanoneachieveself-discipline?Oneofthewaysofdoingthisisbyfollowingtheinstructionsoftheexperts.

Forinstance,ifyouwanttobehealthyandfit,youmayhaveahealthcoach.Theyogainstructorandthenutritionistwillgiveyouaroutinetofollow.Byfollowingtheirinstructions,inaself-disciplinedmanner,oneachievesgoodhealth.Leadersaresupposedtoreceiveinstructionsinvarioussubjects.Whenwe

gatherknowledgeindifferentdisciplines,variouspossibilitiesbecomeopentous.Thisisyetanotherkeytosuccess.

Byattainingpopularitybyassociationwithwhatisofmaterialadvantage:Aleaderhastoensureeconomicprosperity.Onewhoworkstowardsmaterialprosperityautomaticallybecomespopular.Therefore,Chanakyasuggeststhattherightwaytoattainpopularityistoensuredevelopmentandwealthcreation.So,theleaderhastobeassociatedwiththekindofprojectsthatwillbring

richnesstoeveryone.Entrepreneursarewealthcreators,jobcreatorsaswellashappinesscreators.Bycreatingsuchapositiveecosystem,theleaderautomaticallygainspopularity.

Bymaintainingproperbehaviourbydoingwhatisbeneficial:Onehastoensureproperbehaviouratalltimes.Aleaderisthefaceoftheorganization,theinstituteorthecountryheorsherepresents.Ifaleaderdoesnotbehaveproperly,itimpactstheimagenotonlyofhimselforherself,butthewholebodythatheorsherepresents.Therefore,leadershavetobefullyawareoftheirbehaviour—infrontofothersaswellaswhentheyarealone.Asthepopularsayinggoes,‘The

frontofothersaswellaswhentheyarealone.Asthepopularsayinggoes,‘Thecharacterofapersonisjudgedbyhowtheyactnotonlyinfrontofothers,butalsowhentheyareinthedarkallalone.’

2.AdministrativeModels

Thereisanewsubjectcalled‘designthinking’,inwhichweneedtomentallydesignthemodelswewanttocreate.Whenthementaldesignisready,itiseasytoimplement.Manyofusimplementmodelswithoutamentaldesign.Butaframeworkisrequiredtobecreatedbeforewestartanywork.AccordingtoChanakya,thesementalframeworks(referredtoas‘thinking

models’here)needtobereadystructurallyinourminds.Thenyoucangatherthesepiecesandconstructthepicturethatyouwant,justlikeajigsawpuzzle.Somethingsimilarappliestoadministrationalso.WhenChanakyacreateda

leaderlikeChandraguptaMaurya,healsounderstoodthatChandraguptathekingrequiredaneffectiveadministrativesystem.Withoutstrongandefficientadministrativeandsecretarialsupport,aleadercannotbeeffective.Efficientleadershipincludesanefficientadministration.Toadminister

effectivelyisthesecretofgoodleadership.TherearemanyadministrativemodelsintheArthashastra.Inthischapter,we

willlookatthethreekeyprinciplesthatcreategoodadministrators:

a. Theselectionofadministratorsb. Testingtheintegrityofadministratorsc. Supervision—keytoadministrativesuccess

WewillalsolookintothesuggestionsthatChanakyahasofferedonhowtofocusonthesethreeaspects.Note:‘Goodadministrationleadstogoodgovernance—thekeytomakingpeoplehappy.’

A.Theselectionofadministrators

Itissaidthattheselectionofyourlifepartneristhemostimportantdecisionyouwillevertake,andthatyourhappinessorunhappinessinlifewilltotallydependonthatonedecision.Thisthoughtisnotjustrelevantinmarriedlife,butalsoinyourroleasa

Thisthoughtisnotjustrelevantinmarriedlife,butalsoinyourroleasaleader.Thedecisionofwhoisgoingtobeyourlifepartnerhastobethoughtthrough.Similarly,whoyouradministratorsaregoingtobemustbecarefullydecided.TherearemanychaptersintheArthashastrathatarededicatedtoministers

andsuperintendentsofvariousdepartmentsofthegovernment.Duringhisdays,ChanakyacreatedabouteighteendepartmentsthatwereefficientlyrunduringChandragupta’srule.Themodelsareworthadetailedstudyformodern-dayadministratorsinthe

government,thebureaucracy,privatecompaniesandeventhearmedforces.TheadministrationprocesscreatedbyChanakyamayhavebecomeoutdatedwithtime,buttheprinciplesofadministrationneverchange.Theprinciplesthatwererelevant2400yearsagoarestillrelevanttoday.With

theusageoftechnologyinadministration,wecancreatemoreefficientsystems.Buthowdoweselectagoodadministrator?Chanakyasays:Fromthecapacityfordoingworkistheabilityofapersonjudged.Andinaccordancewiththeirability,bysuitablydistributingranksamongministersandassigningplace,timeandwork(tothem),heshouldappointtheseministers.(1.8.28–29)

Thekingisdependentonhisgovernmentmachinery,whichrunsthekingdomonadailybasis.Theday-to-dayaffairsofacountryarehandledbytheadministrators.Theseadministrators(ministers)havetobeselectedcarefully.Sowhatisthecriterionforsuchaselection?AccordingtoChanakya,theabilityofanadministratorisjudgedbyhiscapacitytodowork.Thereareadministratorswhoarelazyandfocusonlyonthepaperwork.When

newworkcomestothem,theydonotliketotakeitup.Theydonotseenewprojectsasopportunities.Theseadministratorsareobsessedwithredtape.Anyonewhoisenthusiasticaboutanewideaorprojectwillgetdiscouragedwhenworkingwithsuchpeople.Nowreversethescenario.Whensomeonecomesupwithanewplan,ifthe

administratorsays,‘Verygoodidea,Ithinkweshouldtrythisout.Iwillgiveyouallthesupportthatyourequire.Iftherearerigidrulesfortheproject,Iwillshowyouawayout.Ifyouneedanyhelpwiththepaperwork,Iamhere.Ifeelthisprojectwillbeofhelptosociety.Togetherletusmakeithappen,’thepersonismotivatedtodohisorherbest.Apersonwhoisgoodatajobwillbegivenmorework.Thisisthelawof

Apersonwhoisgoodatajobwillbegivenmorework.Thisisthelawofnature.Suchpeoplealsocreatenewwork.Theyareenthusiasticandthusenergizethosearoundthem.Suchadministratorsareleadersinthemselves.Iftherearepeoplewhocanmanagemultipleprojects,selectthemas

administrators,advisesChanakya.Accordingtotheirability,theyshouldbegiventherequiredrankanddesignation.Somepeoplecanonlyhandleoneprojectatatime.Somecanmanageabouttenprojectsatatime.Therearesomerareadministrators(likeraregems)whocanhandleahundredprojectssimultaneously.Agoodleaderwillknowthecapacityofeachofhisteammembersandwill

givetheworkaccordingly.Ifapersonwhoiscapableofdoingoneprojectatatimeisgivenahundredprojects,thatadministratorwillgetburnedout.Stressed,hewillnotevencompleteoneprojectproperly.Nowwhatifthepersonwhoiscapableofhandlinghundredprojectsisgiven

onlyoneproject?Hetoowillgetfrustratedinadifferentmanner.Thepersonthinks,‘Iamwastingmytimehere.Theworkassignedtomecanbefinishedinnotime.Itisano-brainerforme.TheremainingtimeIamsittingidle.Givememorework.’Sotherightpersonshouldbegiventherightamountofwork.Theleaderhastoensuresuchpeoplearealsogiventherightdesignations

(ranks).Ifapersoniscapableofrunningafullorganization,donotmakehimorheravicepresident.MakethatpersonaCEOorabusinessunithead.Theywillfeelempoweredandworkenthusiastically.Theplaceoftheirpostingisalsoequallyimportant.High-performing

governmentofficialsareunderutilizedifpostedinsomeremoteareas.Itisalmostlikeapunishmentforthem.Whenthesehigh-performingofficialsarepostedinstatecapitalsornational

capitals,directlyreportingtoachiefministerortheprimeminister,theycanworkwonders.Theyclearfilesatsuperspeed,getintoexecutionmodeimmediatelyandconsistentlydeliverresults.Theseadministratorsalsohavetobegiventimeframesforprojects.Goal-

settingexercisesarehelpful.Whenleadersandadministratorsworkin‘missionmode’,theycanachieveamazingpossibilitiesthatcanbeachieved.AsPatanjali,thegreatyogarishi,said:Whenyouareinspiredbysomegreatpurpose,someextraordinaryproject,allyourthoughtsbreak

Whenyouareinspiredbysomegreatpurpose,someextraordinaryproject,allyourthoughtsbreaktheirbonds:Yourmindtranscendslimitations,yourconsciousnessexpandsineverydirectionandyoufindyourselfinanew,greatandwonderfulworld.Dormantforces,facultiesandtalentsbecomealive,andyoudiscoveryourselftobeagreaterpersonbyfarthanyoueverdreamedyourselftobe.

Whenweworkwithdeadlines,everythingjustfallsintoplace.Delaysstandoutasawasteoftime.Leaders,therefore,workontimelines.Timeisimportantinadministration.Timingisequallyimportant.Administratorswhoknowthevalueoftimeneverwasteasinglemoment.

Theyarepunctual,theydonotdelaymatters,theytakedecisionspromptly.Ourtimeinthisworldislimited.Weallhavetofindapurposeinourlives.

Whenthatpurposebecomesourpriority,webecomecreatorsofalegacy,giantswhohavegreatidealstoachieveandwhocreateinstitutionsthatlast.AsSwamiChinmayanandasaid,‘Asingleidealcantransformalistlesssoul

intoatoweringleaderamongmen.’Sowhilelookingoutforan‘idealadministrator’,findpeoplewithpurpose.If

not,youshouldgivethemapurpose.Lookingatalltheseabovequalities,theadministratorshouldbeappointedto

therightjoborrankattherighttimeandplace.Thiswillensurehappinesstotheleaderaswellashisadministrators.

B.Testingtheintegrityofadministrators

Corruptionisdirectlylinkedtoleadershipandadministrators.Iftheadministrationiscorrupted,thereareboundtobeleakagesinthe

system.Therewillbefinancialproblems.Andthewholesocietywillhavetobeartheconsequencesofthisfailure.Financialcorruptionisonlyoneamongthemanyformsofcorruption.There

iscorruptionatthemorallevel,corruptionintheformofsupportingthewrongpersonand,themostdangerousoneofall,corruptionintheformofwantingtobeknownasagoodperson.Therefore,anadministratorhastohavethehighestlevelofintegrity.Onemayappointtheadministratorbasedonhisabilitytowork.Thatisagood

start.Butdon’tbehappywiththebestperformer.HerecomesawarningfromChanakya:Eventhemostcapableadministratorcouldbeabiggestdangertothecountry.Theadministratormightshowanimpressiveperformancebutlater,onceheis

Theadministratormightshowanimpressiveperformancebutlater,onceheisacceptedinthesystem,heorshemightslowlyturnoverconfidentandbegintobelievethattheyareabovereproachandcannowdowhatevertheywant.Thereportofarenownedconsultingfirmshowedthat86percentofinternal

fraudsinanyorganizationareperpetratedbypeopleinseniormanagementpositions.Nowthatissomethingtobewaryof.ThereforeChanakyawarns:Afterappointingministers(andadministrators)toordinaryofficesinconsultationwiththecouncillorsandchaplain,heshouldtesttheirintegritybymeansofsecrettests.(1.10.1)

Anadministratororaministerisappointedfirstinordinaryoffices—thatis,givenminortasks.Thisisdoneinordertocheckifthepersonisappropriateforthejobornot.Aleadershouldneverappointanadministratoronhiswhimsandfancies.Itisascientificprocessofrecruitment.Likewhathumanresources(HR)departmentsdoinmostcompanies.Theappointmentisdoneinconsultationwiththecouncillorsandchaplain.A

leaderrequiresadviceandadvisersateverypointindecision-making.Therajapurohitwillalsocheckthehoroscopeofthepersontobeappointedinordertodeterminehisqualitiesandwhetherheiscompatiblewiththethinkingofthekingandhiskingdom.Aftertheadministratorisappointed,therearesomesecretteststobeconductedtoconfirmtheintegrityoftheperson.Mostorganizationshavesomesortofprobationaryperiodfornewemployees.

Thisisatimeofexperimentation.Thenewpersonispartoftheorganization,yetnotfully.Somecompaniesevenrefertosuchappointeesasinterns,managementtraineesortemporaryemployees.Duringthisperiod,thebossortheleaderkeepsaclosewatchonthenew

employee.Thisperiodofobservationcanlastfromthreemonthstoevenafewyears.Whensomeonefitfortheorganizationisfound,heorsheisgivenapermanentpostordesignation.Whatarethekindsofteststhathavetobegiventosuchtemporary

administrators?Therearefourtestsofintegrity:thetestofloyalty,thetestofmaterialgain,

thetestoflustandthetestoffear.Theseareconductedwithouttheknowledgeofthepersonwhoisbeingtested.SectionsixofchaptertenofbookoneoftheArthashastra—‘AscertainmentoftheIntegrityofMinistersbyMeansofSecret

Tests’—isdedicatedtothistopic.Forthosewhoareinthejobofrecruitingpeopleinorganizations,especiallyforseniormanagementpositions,thissectionoftheArthashastraisworthadetailedstudy.Letusnowlookatthefourtests.

1. Thetestofloyalty:Duringtheprobationaryperiod,thepersonistestedonhisloyalty.Acolleagueofhis(sentbythesystem)sayssomethingalongthelinesof‘Thekingisbad,andifwecandestroyhim,bothofuscanrisetopowerimmediately.’Ifthepersonagrees,itmeansheisnotloyal.However,ifherejectssuchanoffer,hehaspassedthetestofloyalty.

2. Thetestofmaterialgain:Next,anotherpersonaspyindisguiseissent.Hewilltrytobribetheperson.‘Youareinsuchabigorganizationinsuchahighpost.Kindlydothisworkformeandyouwillgetthisbenefitinreturn.’Ifthepersontakesthebribe,itisunderstoodthatheisapotentialthreattotheorganization.Ifhedisagreesimmediately,hecanbetrustedwithfinancialtransactions.

3. Thetestoflust:Sexualharassmentattheworkplaceisaseriousconcerntotheleaders.Andanadministratorisapowerfulperson,whomaymisusehispowerinreturnforsexualfavours.Chanakyawouldsendsomeonetooffersuchafavour.Ifthepersonagrees,thenhehasfailedthetestoflust.Ifnot,hecanbetrustedinthisaspect.

4. Thetestoffear:Thisisthemostinterestingone—thetestofwhetherapersonfearsdeath.Howwouldhebehavewhendeathapproaches?Therealintegrityofapersonisdecidedhere.Asituationiscreatedwherethenewlyappointedadministratoriscaughtandthreatenedwithdeath.Thenheistold,‘Theonlywaytoescapedeathistokilltheking.Wehaveaplan.Joinus.’Ifheagrees,heisdisloyal.Ifhedisagrees,itisguaranteedthatevenintheworstsituation,hewillnotgoagainstthekingorhiscountry.

Passingallthesetests,theappointedadministratormovesfromatemporarypositiontoapermanentone.Thepersonbecomespartoftheking’scoreteam.Nowthathisloyaltyisproved,hecanbegivenhigherresponsibilities.Hewillbeloyalandhonesttilldeath.Butholdon...

Butholdon...Chanakyawouldkeephisthinkinghaton.Hewillnevertakeanypersonor

situationatanypointforgranted.Soherecomesanotherthinkingmodeltoensuregoodadministratorsadministerwell.

C.Supervision—keytoadministrativesuccess

‘Themindisaflowofthoughts,’saidSwamiChinmayananda.Nothingisconstant.Butthemindisthemostinconstantthingwecanever

imagine.Apersoniswhathisthoughtsare.Thoughtscontinuouslychange.Soourmindisalsocontinuouslychanging.Chanakyawasamasterpsychologist.Heunderstoodthehumanmind.

Dependingonthementalcapabilityoftheperson,hewouldassigndifferenttaskstothem.Wedonotworkwithpeople.Weworkwithpeople’sminds.Onceweunderstandthisformula,nothingishiddenfromus.Themindcantrapyou,butcanalsoliberateyou.KrishnaintheBhagavadgita

alsoindicatesthis:‘Themindisyourfriendandyourenemy.’Ifweknowhowtouseourmindswecansucceedinanythingthatwedo.Life

isnothingbutamentalgame.Understandthemindandenjoythegame.ManybelievethatChanakyawouldnottrustanyone.Inreality,Chanakyadid

nottrusttheirminds.Heknewthatthehumanmindisinconstant.Thatiswhyhemadesurehekeptaneyeevenonthekingandhisministers.Chanakyainhisadministrativeset-uphadquiteafewchecksandbalances.

Hehadwatchdogstoaccomplishthis.Hehadspiesandhehadspieswhospiedonthespies.Theadvicetoaleadertosetupagoodadministrativesystemwas:Theleadershouldconstantlyholdaninspectionoftheirworks,menbeinginconstantintheirminds.For,menbeingofanaturesimilartothatofhorses,changewhenemployedinworks.Therefore,heshouldbecognizantoftheworker,theoffice,theplace,thetime,theworktobedone,theoutlayandtheprofitoftheseundertakings.(2.9.2-4)

Thisisaveryprofoundpieceofadvice,givenbyamanwhowasapsychologist,mindreaderandtaskmaster.Letusbreakitdownandtrytounderstandthisadviceindetail.

Constantlyholdaninspectionoftheirwork:Theword‘constant’isveryimportanthere.Ifregularinspectionandreviewsarenotcarriedout,thepeople

importanthere.Ifregularinspectionandreviewsarenotcarriedout,thepeopleworkingunderyoumayslipup.Supervisionisanimportantaspectofgoodadministration.Onetypeof

supervisionisregularstandardsupervision.Theseareproducedbystandardoperatingprocedures(SOPs).Mostorganizationsalsohavemanagementinformationsystems(MISs).Butthereisanothertypeofinspection—surprisechecks.Thisislikewhena

teachersuddenlyannouncesatestwhennooneintheclassexpectsit.Goodstudentswillpassthetest,becausetheyarereadyatanygivenpointoftime.Theotherswillbecomealertandvigilantandwillcomepreparedforthenexttime.

Menbeinginconstantintheirminds:Peoplearealwaysinconstantintheirminds.Aswekeepdoingourwork,therearechancesoflosingthefocus.Wemaylosedirectionandourpurpose.Theleader’smainjobistogivedirectionandmakesurehismenareontherighttrack.Thejourneymaybelongandtrying,butifwehaveapurpose,itkeepsus

goingonintherightdirection.(Notethattheadministratoralsorequiresdirectionfromtimetotime.)Itislikedrivingacar—fromtimetotime,itisimportanttolookatmapsto

checkifwe’reontherightroad.Thedashboardwillalsoindicatethecorrectspeedandindicatesthefuelrequirement.

Men,beingofanaturesimilartothatofhorses,changewhenemployed:Horsesarestronganimals.Theyareroyalinnature.So,whentheyareputtowork,theyresist.Agoodhorsetrainerknowsthatitwilltakealittlewhiletotameawildhorse.Butoncetamed,thehorse’spowerbecomesthebiggestassetingettingworkdone.Chanakyaherecomparesthemindtohorses.Whentoldtodosomething,

everyoneinitiallyresists.Butthen,ifthemindistamedandbroughtundercontrol,itcandowonders.

Therefore,oneshouldbecognizantoftheworker,theoffice,theplace,thetime,theworktobedone,theoutlay:Leadersshouldbeawareoftheworkersandadministrators.Theyshouldkeepaneyeontheoffice,theplaceofwork,thetimingofwork,theworktobecompletedandalsotheexpenditure.Factorieskeepatrackofwhenworkerscomeandgo.Ifsalariesarepaidona

Factorieskeepatrackofwhenworkerscomeandgo.Ifsalariesarepaidonadailybasis,itbecomesevenmoreimportant.Today,wehavebiometricattendancesystemsthatobviatetheneedforhumanintervention.Additionally,organizationssetupgoalsandkeyresultareas(KRAs)for

employeestofocuson.

Profitoftheseundertakings:Chanakyawasnotabusinessman,buthemeantbusiness.Hewouldalwaysfocusonthereturnoninvestment(ROI)asfarashispeopleandadministratorswereconcerned.Inaway,hewasfocusedonfinancialreturns.Agoodadministratorunderstandsthattheeconomicviabilityofaprojectis

essentialtomeasureitssuccess.Financialsuccessisanimportantindicatorofsuccess.Aleadershouldunderstandfinancialexcellence(FE)alongwithpeople

excellence.

Inthischapterwesawmanydifferentmentalmodelsofthinking.Ifthinkingcanbestructuredandmadeintomodelsandframeworkslikethese,

itwillcreateasystematicbaseofknowledge.Itbecomesorganized.Knowledgeisimportant.Organizedknowledgeisevenmoreimportant—itis

thenextsteptosuccess.Soorganizeyourthinking.Theaanvikshikiway.TheChanakyaway.

4TheSevenDimensionsofThinking

Aswegrow,ourthinkingchanges.Itevolveswithtime.Wethinkdifferentlythanhowweusedtothinktenyearsago.Aslifeprogressesandweage,wegatherexperiences.Theseexperienceschangeourthinkingandalsoourpersonality.Aschildren,wearemoreimaginativethinkers.Butaswegrow,westart

thinkinglogically.Werelymoreonourintellect.Weaskmorequestions.Why?How?What?Where?When?—andmanymoresuchquestionscrossourminds.Ifwefindoneanswer,weautomaticallygotothenextquestiononthelist.Itisthistypeofinquirythatformsthefoundationofintellectualgrowth.One

questionleadstoanother,andanother.Thequestforknowledgekeepsgrowing.Insuchaphaseofinquiry,ifapersonfindsasuitableguide,teacherandmentor,thenitisveryhappystageoflife.Ifnot,lifebecomesastruggle.Chanakyawasaguruandateacherparexcellence.Withexperience,heknew

whatkindofquestionswouldbeaskedbystudentsatwhatstageoftheirstudies.Agoodteacherknowswhenthestudentisreadyandwhentorevealthe

answers.Whenthetimecomes,theteacherwillgivetheappropriatequestionsappropriatereplies,inanappropriatemanner.Usually,whenstudentsenrolinaneducationalinstituteoracourse,theyare

notreallysurewhattoexpectfromthecourse.Moststudentsjoinacourseeitherduetothedecisiontakenbytheirparentsorgoingbysomeinformationgivenbytheirfriends.Thisiscommoninourgeneration.Whenastudentjoinsacollegeandisasked,‘Whydidyouchoosethiscourse?’thereareonlyafewwhocananswerthisquestionwithconviction.Thissituationwastrueevenintheoldendays.Chanakyaknewthemindsetof

eachofhisstudentsandwhytheyhadjoinedtheuniversitywherehewasa

eachofhisstudentsandwhytheyhadjoinedtheuniversitywherehewasateacher.Healsoknewthattherewerecertainmaturingpointsinastudent’slife.Whentheyreachthesematuringpoints,theyaskmaturequestions.Duringthosemoments,Chanakyawaseverreadytogivematureanswerstosuchmaturestudents.Therearethreedefiningmomentsinastudent’slife.Thefirstisthemoment

whenheorshejoinsacourse.Thesecondiswhenthecourseortheeducationalprogrammeiscompleted.Thisisusuallytheconvocationceremony.Thethirddefiningmomentiswhenheorsheunderstandswhattheimportanceoftheeducationthathasbeenacquiredis.Chanakyawasnotreallyinterestedinthestartortheendofthecourse.Those

forhimwerejustcalendardatesfortherecord.Hewasmoreinterestedinthestagewhenstudentsaskedtheimportantquestionsaboutthecourse,thesyllabusandtheimplicationoftheknowledgeacquired.Oneday,astudentwassittingallbyhimself.Hewasaprinceandhadbeen

studyingrajaniti,politicalscience,undertheguidanceofhisguru,Chanakya.OneoftheprimarytextbooksforthiscoursewastheArthashastra,whichChanakyahimselfhadauthoredunderthepennameofKautilya.Suddenlyaquestionroseinhismind,‘WhyamIdoingallthis?WhyamIstudyingtheArthashastra?WhatamIsupposedtodoafterstudyingrajaniti?’Chanakyaknewthesequestionshadsetthestudentthinkingintheright

direction.Thestudentwasreadywiththerightquestions.‘Acharya,’thestudentbegan,‘whatisthepurposeofthisgurukulandthetext

Iamstudying?’Thegurureplied,‘Youarestudyingthescienceofpolitics,whichiscalled

rajanitiorrajavidya.Thisistheknowledgeofthekingsandforthekings.TheArthashastra,thebookonrajaniti,tellsyouhowtosucceedinthefieldofpoliticsandleadership.’Anotherquestioncameintothemindofthestudent.‘WhyamIdoingthis

course?’Chanakyasmiled,rememberingthedaythestudenthadcometohisgurukul.

Hisfather,thekingofasmallneighbouringkingdom,hadcometorequestChanakyatoteachhissonthewayofgoodleadership.Thatwasmanyyearsago.Hehadarrivedasasmallboywithwonderinhiseyes.Today,hewasayoung

teenageralmostreadytotakeupanychallenge.‘Yourfatherwaskeenthatyougetagoodeducation.Andsinceyouwere

‘Yourfatherwaskeenthatyougetagoodeducation.Andsinceyouwereborntoaroyalfamily,everyoneexpectsyoutobeabornleader.So,youareheretolearnthewaysofleadershipandgoodgovernance.’Theprincethoughtforamomentandinquired,‘So,Acharya,ifIamgoingto

beaking,tellme,whatisakingsupposedtodo?’Givinghimastrongpurposeinlife,Chanakyasaid,‘Akingoraleaderis

supposedtoleadthekingdom.Rulewell.Takecareofhiscitizensashisownchildren.Bringeconomicandmaterialprosperity.Butalsoensurethereisspiritualprogressalongwithit.Theoverallwelfareofeveryoneinthecountryishisforemostduty.’Thinkingdeeper,thestudent’squestionscontinued.‘Ifakingissupposedto

leadakingdom,tellme,whatdoesakingdomconsistofandhowdoesoneleadit?Isthereasystem?’Chanakyawashappythathecouldteachtheprincethecruxofleadinga

kingdom.‘Yes,thereisaway.’Afterapause,hecontinued,‘Itiscalledthesaptangaofakingdom.’Thecuriousstudentneverstoppedquestioning.‘Whatissaptanga?’Andtheacharya’sanswerwasdeepandprofound.Hecontinuedtoexplainin

detail.

Saptanga—TheSevenPartsofaKingdom

‘Saptangameanssapta(seven)andanga(parts).’Chanakyacontinued,‘Thesesevenpartsofakingdomarealsocalled

prakritis.Prakritimeans‘nature’.Sothesesevenpartsofthekingdomarenaturalpartsofthestateornation.’‘Onceheunderstandsthesesevenpartsofakingdomproperly,akingora

leader’sjobistokeepthemtogetherandintact.Hehastomakesurethesesevenpartsaretakencareofproperly.Keepingthemunited,fitandrunning,thekingdombecomesanidealkingdom.Itbecomeslikeawell-oiledmachinerythatkeepsoperatingtomakeeveryonehappy...’Thecuriousprincethenasked,‘Whatarethesesevenpartsofakingdom?’Chanakyalaidouthismodelforakingdom:Swami,amatya,janapada,durga,kosha,danda,mitra—itiprakritaya.(6.1.1)

(Theking,theminister,thecountry(people),thefortifiedcity,thetreasury,thearmyandtheally—

(Theking,theminister,thecountry(people),thefortifiedcity,thetreasury,thearmyandtheally—aretheconstituentelements[ofthekingdom])

Thenwithprofoundinsight,theacharyadeclared,‘Understandthesesevenpartsofakingdomindetail.Andthenyouwillbeabletounderstandyourroleasaleader.StudytheArthashastrawellandonceyougobacktoyourkingdom,youwillhavetoapplythesesevenideaslearnt...’Chanakyaleftthestudentthinking.Theprincenowunderstoodwhyhisfather

hadsenthimtothegurukulandwhyhewaslearningtheArthashastra—tobecomeagreatleader,thekindofaleaderwhounderstandsnotonlygoodgovernancebutalso‘rightthinking’,aanvikshiki.Inthischapterwewilllookintothesaptangamodelindetail.Wewillcallthis

thesevendimensionsofthinking.Oncethismodelofthinkingislearnt,itiseasytoapplyitimmediatelyinour

heads.Theapplicationbecomessmooth.Wegetasenseofclarityabouttheroleoftheleader.Bylookingatthesesevendimensionsofthinking,oneautomaticallystartsthinkinglikealeader.Letusunderstandeachofthesevenpartsofakingdomindetail.(Afull

chapterintheArthashastraisdedicatedtothistopic—booksix,chapterone,sectionninety-six,titled‘ExcellencesoftheConstituentElements’.)

1. Swami(theking)2. Amatya(theminister)3. Janapada(thecountry)4. Durga(thefortifiedcity)5. Kosha(thetreasury)6. Danda(thearmy)7. Mitra(theally)

Understandingthesesevenpartsofakingdomwillgiveussevendimensionsinwhichtothinkaboutit.

1.Swami(theking)

Theleaderisthemostimportantpartofakingdom.Heorshecanmakeorbreakanorganization.Chanakyastartsthesaptangamodelwiththecreationofagoodleader.Heknewhowmucheverythingdependsonleadershipandleadership

leader.Heknewhowmucheverythingdependsonleadershipandleadershipthinking.Ifyougetthisonepersonontopright,everythingwillfallintoitsplace.Heis

thecaptainoftheship.Theleader’smainjobistogivedirection.Withoutaleaderwedonotknowwhattodo.

2.Amatya(theminister)

Theministersformthesecondlevelofleadership,theking’scoreteam.Theministersaretheking’smenandwomen.Theyarealsoadviserstotheking,andarealsosupposedtobegoodadministrators.Theyhavetobeconstantlyalert,alwaysinactionandinformedaboutwhatishappeningeverywhereinthekingdom.Theministersaretheeyesandearsoftheking.

3.Janapada(thecountry)

Thecitizens.Ifthekingandtheministersareleadingthekingdom,whomaretheyactuallyleading?Thepeople.Sowithoutthecitizens,thereisnokingdom.Withoutfollowers,thereisnoleader.Itisforthecitizensthatakingdomexists.Thesearethepeopletheleaderhastotakecareof.Theattitudeofagoodleaderis‘Iexisttoservemypeople.Intheirhappiness

ismyhappiness.Thepeoplearemyfocuspoint.Iwoulddoanythingfortheirwell-beingandprosperity.’

4.Durga(thefortifiedcity)

Theinfrastructure.Intheoldendays,thecitizensusedtoeitherliveinvillagesorincities(rajadhani).Thecapitalcitieswerewalledandentryintothecapitalwasrestricted.Thereweretownshipsinsidethisfortifiedcity,whichconstitutedthemaininfrastructureofthekingdom.Thecreationofgoodinfrastructurewasimportantforaleader.Insidethe

fortifiedcitythereusedtobehouses,watersuppliesandmarkets,wherethecitizenscouldengageinsocialandeconomicactivities.

5.Kosha(thetreasury)

Averyimportantessentialelementofakingdom.Managingthetreasuryproperlyisverymuchakeyroleoftheleader.Hehastomakesurethatrevenuegenerationisadequateandexpenditureiscarefullymeasured.Theroleofthetreasuryin-charge(kosha-adhyaksha)istokeeptheeconomystrong.Goodeconomicpoliciesaredecidedbytheswamialongwithhisamatyas.

Sucheconomicpoliceshelptrade,thegrowthofindustries,wealthcreationandthenwealthcirculationanddistribution.

6.Danda(thearmy)

Astrong,well-managedarmyisthestrengthofakingdom.Thearmynotonlyprotectsthenationfromexternalthreats,butalsofrominternaldisturbances.Awell-trainedandwell-equippedarmyalsobringsrespecttothenation.Thearmyisnotonlymilitarystrength.Thesoldiersevokeahighlevelof

patriotismamongthemassesaswell.So,theyarealsorolemodelsforthecitizens.

7.Mitra(theally)

Akingdomisstrongnotonlyduetoitsinternalgrowth,butalsoitsforeignrelations.Awiseforeignpolicyismuchneeded,bothinthegoodtimesandthebad.Allieshelpeachother.Alliesmakeyoustrong.Aleaderisatthepeak.Buttherearemanypeaks.Soparticipatinginbuilding

relationswithotherleadersiscritical.

Whenweputthesevenpartstogether,wecansumituplikeso:‘Agoodleader,guidedbygoodministers,workingforthehappinessofthepeople,withgoodinfrastructure,afulltreasury,astrongandwell-disciplinedarmyandgoodforeignrelationsmakesagreatkingdom.’Thisisbigpicturethinking.Thisisaanvikshiki.Chanakyadoesnotjusttelluswhat.Healsotellsushow.Afterexplainingwhatthesevenessentialconstituentsofakingdomare,he

alsoshowsusapathtocreatethosesevenconstituents.Hehelpsustodeveloptheessentialsevendimensionsofthinking.

TheFirstDimensionofThinking:Swami

TheFirstDimensionofThinking:Swami

Aleaderisrequiredineverycountry,organizationorteam.Buthowdoweidentifyagoodleader?Howdowecreateagoodcaptain?Chanakyanowcomestothe‘excellencesofeachofthesesevenconstituents’.

Excellencesarethequalitiesthatapersonshouldhave.Ifnot,thesecanbeidentifiedanddeveloped.Chanakyawasamasterofthisart—thetrainingofkings.Therefore,hestartswithcreatinganidealleader(rajarishi).Hesays:Theexcellencesofthekingare:bornintoahighfamily,endowedwithgoodfortune,intelligenceandspirit,giventoseeingelders,pious,truthfulinspeech,doesnotbreakpromises,grateful,liberal,ofgreatenergy,notdilatory,withweakneighbouringprinces,resolute,nothavingameancouncilofministers,desirousoftraining.Thesearethequalitiesofoneeasilyapproachable.(6.1.3)

ThesearesomeofthequalitiesthathavebeenidentifiedbyChanakya.Withhissharpmindandstrategicthinking,hewouldkeeplookingforsuchpeoplewithleadershippotential.

Bornintoahighfamily:Highheredoesnotmeanroyalorofwealthylineage.Itmeansafamilywhichhasnoblequalities.Thevaluesystemofthefamilymakesthepersonwhatheorsheis.Peopleborninsuchhighfamiliesthinkmanytimesbeforemakingamistake.Theyhavealegacybehindthem.Theyneedtostanduptotheprinciplestheirforefathersheldsodear.

Endowedwithgoodfortune:ItisquiteinterestingtonotethatChanakyaconsiders‘luck’or‘goodfortune’importantinleadership.Thepersonwhoisattherightplaceattherighttimeindeedfindssuccessveryeasily.Therightpersonatthewrongplacefeelsdejected.Also,goodfortuneisnotonlyamatterofluckalone—itisthehardworkofthepastthatsuddenlybearsfruit.Suchfortunatepeopleattractallgoodthingseasilytowardsthem.

Intelligenceandspirit:Theleaderhastobeintelligentandalsodynamic.Someonlythinkandplan;othersonlykeepdoingwithoutthinking.Thebestcombinationis‘planoutyourworkandworkoutyourplan’.Asthesayinggoes,ifyoufailtoplan,youplantofail.Weneedtohaveanidealmixofplanningandexecution.

execution.

Giventoseeingelders:Greatleaderssurroundthemselveswithpeoplegreaterthanthemselves.Intheoldendays(oreventoday),thetrueleaderskeepgettingguidancefromtheirelders.Theseeldersincludetheparents,theteachersandothernoblepeopletheycomeacross.Itissaidthatthosewhoservetheirelderswillbealwaysblessedwithgoodfortune.

Pious,truthfulinspeechanddoesnotbreakpromises:Apiouspersonisvirtuousandwellbehaved.Theyhaveexcellentmoralcharacter—essentialinaleader.Also,aleaderhastobetrustworthy.Oncetheypromise,theywilldeliverevenatthecostoftheirlives.Itisbettertounder-promiseandover-deliver,ratherthantoover-promiseandunder-deliver.Theyspeakthetruth,buttheyalsodemonstratetruthinaction.

Grateful,liberal,ofgreatenergyandnotdilatory:Leadersaregratefulandthankfultoothersfortheirsuccess.Duetothis,theyarealsohumblebynature.Theyarealsoliberalintheirthinking.Withanopenmind,theyreceivenewideas.Theyarefreethinkersandappreciateoriginalideas.Theybelieveininnovationandcreativityandalsohavegreatenergy.Leaderslovetoexperiment.Theyareenthusiasticandmakeothersaroundthemalsoenthusiastic.Theyarenotdilatory,sloworlazy.Theytakequickdecisionsandmoveaheadveryfast.

Withweakneighbouringprinces,resolute,nothavingameancouncilofministers:Theweaknessofotherscanbecomeourstrength.Soifakinghasweakneighbours,hehasmanyadvantages.Therearehardlyanychancesoftheweakerkingtryingtoattackastrongerone.Theleaderalsohastobefirmandresolute.Thepersonatthetopshouldbeunwaveringoncethedecisionistaken.Theleadershouldbeselflessbutalsomakesurehisteamsofministersarealsoselfless;otherwise,theywillgivehimthewrongadvice.

Desirousoftraining,oneeasilyapproachable:Everreadytolearnisthequalityofleadership.Leadersalsogiveimportancetotrainingothers.Leadersbuildthenextgenerationofleaders.Theyarewelltrainedandtrainotherswelltoo.Theyhaveanopen-doorpolicy.Theyareeveravailabletomeetthepersonwhorequireshisorherhelpandsupport.Leadersarelarge-heartedenoughto

requireshisorherhelpandsupport.Leadersarelarge-heartedenoughtoaccommodateeveryoneintheirbusyschedules.

TheSecondDimensionofThinking:Amatya:

Theselectionoftheleaderisimportant.ButequallyimportantforChanakyaistheselectionoftheking’smen—histeam,hisadvisersandhiscloseconfidants.Thesearetheamatyas,ortheministers.Chanakyalooksoutforthesequalitiesinidentifyingcapableministers:Anativeofthecountry,ofnoblebirth,easytoholdincheck,trainedinthearts,possessedoftheeye(ofscience),intelligent,persevering,dexterous,eloquent,bold,possessedofareadywit,endowedwithenergyandpower,abletobeartroubles,upright,friendly,firmlydevoted,endowedwithcharacter,strength,healthandspirit,devoidofstiffnessandfickleness,amiable(and)notgiventocreatinganimosities—thesearetheexcellencesofaminister.(1.9.1)

Anativeofthecountry,ofnoblebirth:Theamatyahastobefromthesameplace.Onlythenwillheunderstandtheproblemsatthegrass-rootslevel.Besides,peoplenativetothekingdomwillalwaysbemorepatriotic.Thisensurescommitmenttonation-building.Again,noblebirth(aswiththeswami)meansthatthevaluesystemsinthefamilyaregood.Characterisfirstformedatourhomes.

Easytoholdincheck,trainedinthearts,possessedoftheeye(ofscience):Chanakyaiswarningustobealert.Theamatyasareentrustedwithalotofpower,andthereisalwaysthedangerthattheywillmisusethatpower.Sokeepingthemincheckbecomesimportant.Aministeralsohastobeverywelltrained,invariousarts.Thisgivesthemabroaderperspective.Theyshouldalsobegoodthinkerswithaneyefordetail.Andthescienceofpoliticsshouldbepartoftheirmentalmake-up.

Intelligent,persevering,dexterous,eloquent:Aanvikshiki—thetraininginrightthinking—isalsogiventotheamatyas.Intelligenceisneededtoguidetheking.Agoodthinkercanelevatethethinkingofothers.Also,ministersneedtobepersistent;theyshouldnotgiveupeasily.Theyshouldalsobedexterous—thatis,agileandskilful.Andfurthermore,theyshouldbegoodcommunicators.Theirexpressionsandspeechaddtotheirpersonality.

Bold,possessedofareadywit,endowedwithenergyandpower:Aministerhas

Bold,possessedofareadywit,endowedwithenergyandpower:Aministerhastohavethecouragetotakenecessaryrisks.Heorsheshouldalsobewittybynature—cleverandsharp.Suchapersonunderstandswhathastobedoneinanysituation.Additionally,heorsheshouldbeabletoradiateenergyandpower.Aconfidentpersoninspiresconfidenceinothers.

Abletobeartroubles,upright,friendly,firmlydevoted:Althoughheorsheisconfidentandabletobeartroubles,theministershouldnotbearrogantandunapproachable,buthastobefriendlytowardsothers.Theministerhastobeuprightandtrustworthyasfarasdealingsareconcerned.Ministersshouldbefirmlydevotedtothekingandthecountrythattheyrepresent.

Endowedwithcharacter,strength,healthandspirit:Therearedifferenttypesoffitness:characterfitness,physicalstrengthandmentalstrength.Also,theministershouldbehealthy;healthypeoplethinkbetter.Insteadofbeingbusytendingtoproblemswiththeirownbodies,ministersshouldbeengagedinhandlingtheproblemsofthecountry.Also,theyshouldbeofhighspirits—everreadytoleapintoaction.

Devoidofstiffnessandfickleness,amiable(and)notgiventocreatinganimosities:Theministershouldbeflexiblebutnotfickle.Heorsheshouldalsobelikeableandgood-natured.Heorsheshouldalsohavetheabilitytoattractothers.Theministerisinapositiontoaffecttherelationshipbetweenkings,evenpossiblykindleenmity,andsoshouldnotbegiventocreatinganimosities.

TheThirdDimensionofThinking:Janapada

Thecountryistheplacewherethepeoplelive.AccordingtoChanakya,foraleader,thewholecountryside(janapada)istobeincludedinhisthinking.Notjusttheonesstayingincities—rather,themostattentionshouldbegiventothelowerstrataofsociety.Chanakyagoesonestepfurther.Hebelievesthatthepraja(citizens)ofa

kingdomincludenotjusthumanbeings,butalsoanimals,birds,trees,waterbodiesandthemineralworld.Thisisthinkingwitheveryoneandeverythinginmind.Thisisthinkingintotality—aanvikshiki.Keepinginmindtheprotectionofthepeoplelivinginruralareas,Chanakya

Keepinginmindtheprotectionofthepeoplelivinginruralareas,Chanakyaliststheexcellencesofacountry:

Possessedofstrongpositionsinthecentreandatthefrontiers,capableofsustainingitselfandothersinthetimesofdistress,easytoprotect,providingexcellentmeansoflivelihood,malevolenttowardsenemies,withweakneighbouringprinces,devoidofmud,stones,saltygrounds,unevenland,thorns,bands,wildanimals,deerandforesttribes,charming,endowedwithagriculturalland,mines,materialforestsandelephantforests,beneficialtocattle,beneficialtomen,withprotectedpastures,richinanimals,notdependingonrainforwater,providedwithwaterroutesandlandroutes,withvaluable,manifoldcommoditiesavailableinplenty,capableofbearingfinesandtaxes,withfarmersdevotedtowork,withawisemaster,inhabitedmostlybylowervarnas,withmenloyalandhonest—thesearetheexcellencesofacountry.(6.1.8)

Possessedofstrongpositionsinthecentreandatthefrontiers:Thevillagesandthevillagersrequireprotection.Inthecountryside,especiallyintheborderregions,enemiesmayseektoinfiltratethecountry.So,tokeepthecountrysidepossessedofastrongpositionisessential.Thosevillageswhicharecentrallylocatedandfreefromattacksprosper,andthepeopletherearehappier.

Capableofsustainingitselfandothersinthetimesofdistress,easytoprotect:Therearemanytimeswhennaturalcalamitieshappen.Whensuchdistresscomes,thecountryshouldbeabletoprotectitself.Therearedisastermanagementteamsinthegovernmentdepartmentsnow.Butthereshouldalsobeinternalmechanismstotackledisasters.Whenadisasterstrikes,canthevillageprotectitself?Thus,planningshouldensurethatitshouldbeeasytoprotect.

Providingexcellentmeansoflivelihood:Theprimaryreasonforpeopletomigrateisemployment.Ifthisisguaranteed,therewillbeagoodecosysteminanation.Therefore,providingpeoplewithopportunitiestoearnbyworkinghardisessential.FormerPresidentA.P.J.AbdulKalamstartedaverygoodinitiativenamedPURA(ProvidingUrbanAmenitiesinRuralAreas),wherebytheruralpopulationwouldgetallthebenefitsthecitydwellershave.

Notdependingonrainforwater:Forages,Indiahasbeendependentonrainfall.Thefarmersworkveryhardandwaitfortherains.Iftherainfallisinadequate,theireffortsarewasted.Thisisoneofthemanyreasonsforfarmersuicides.SoChanakyasaysajanapadashouldnotrelyontherainsforwater.Irrigationsystems,watercanalsandrainwaterharvestingallhelp.

Withfarmersdevotedtowork,withawisemaster,withmenloyalandhonest:

Withfarmersdevotedtowork,withawisemaster,withmenloyalandhonest:Thequalityofpeopleresidinginthecountryismoreimportantthanthequantity.Therefore,Chanakyasuggeststhatthosewhoarefarmersarealsodevotedtotheirwork.Thecultureandethicsofworkisimportantinanyorganizationorcountry.Thereshouldalsobewisemeninthevillages.Thesearethepersonalguidesandcounsellorsofthepeople;theyensurethemenareloyalandhonest.

TheFourthDimensionofThinking:Durga

Thelayoutofthefortandhowtobuilditisthenextpriority.Chanakyagivesalotofthoughttothecreationofadurga.AfullsectionoftheArthashastrahasbeendedicatedtothistopic:booktwo,

chapterthree,sectiontwenty-one,titled‘TheConstructionofForts(Thirty-fiveSutras)’.Theexcellencesofforts,Chanakyasays,are:Inallfourquarters,onthefrontiersofthecountry,heshouldcauseanature-madefortress,equippedforafight,tobemade:awater-front,(either)anislandinthemidstofwaterorhighlandshutinwater;oramountainfort,eitherconsistingofrocksoracave;oradesertfort,eitheronewithoutwaterandshrubsorasaltyregion;orajunglefort,eitheramarshytractwithwaterorathicketofshrubs.(2.3.1)

Fortswerecreatedwithmultiplepurposes.Rightfromprotectingthekingdomfromexternalattackstoprotectingthe

wealthofthenationinthetreasury,thiswasalsotheplacewheretheking,theministersandtheimportantpeopleresided.LetuselaborateofafewideasthatChanakyasaidaboutcreatinganideal

durga.

Heshouldcauseanature-madefortress,equippedforafight:Chanakyamadethefortsinawayinwhichthemaximumnaturalmaterialwasused.Thisalsomeanshisfortsweremadeinthemiddleofnature.Naturethusbecamethebiggestprotectoraswellasthebiggestsourceofrawmaterialforthecreationofafortressandafortifiedcity.Thefortshouldbewellequippedtodealwithanattack.Itshouldbeamplystockedwithweaponsandothermaterialsrequiredinabattle.

Heshouldcausechannelstobemadeforstoringgoods(2.3.33):Storagefacilitiesshouldbesetupinsidethedurga,includingforfoodandgrains,for

facilitiesshouldbesetupinsidethedurga,includingforfoodandgrains,forcattlefeed,forthetreasury,forjewelsandotherpreciousstones.Thedurganeedstobewellprovisionedduringtimesofcalamities,bothnatural(likeearthquakesandfloods)andman-made(likewarsandotherriots).

Heshouldbuildinthecentreofthecityshrinesandtemplesofgods(2.4.17):TheIndianconceptoftownplanningisdeeplyspiritualinnature.Sotempleswerethecentreofanyvillageorcity.Thesystemexistseventoday,withcitiesnamedaftertemples:Kolkata(KaliMatatemple),Mumbai(MumbaDevitemple),Thiruvananthapuram(Anantha—templeofVishnu),Madurai(templeofthegoddessMaduraiMeenakshi),Rameshwaram(templeofRama).ThisconceptwasintegratedintoarchitecturalplanningbyChanakya.The

conceptoftemplecitiestookoffinamajorwayanddurgaswerecreatedbasedonthesemodels.

TheFifthDimensionofThinking:Kosha

ThisisprobablytheonedimensionthatwecancalltheessenceofChanakya’sbook.Hewasoneofthefinesteconomicthinkerstheworldhasproduced.His

financialstrategieshelpedIndiatoachievethestatusofaneconomicsuperpowerandmadeittherichestcountryintheworldduringthosedays.InsideChanakya’smind,therewasaneconomistwhowasthinking

continuouslyabouttheeconomicwelfareofhisnation.Additionally,hebuiltthenationbasednotonlyonsoundeconomicpoliciesbutalsoonspiritualprinciples.So,whatarethequalitiesofagoodtreasury?Acquiredlawfullybytheancestorsorbyoneself,consistingmostlyofgoldandsilver,containingvariouskindsofbigjewelsandcash,onethatwouldwithstandcalamityevenofalongdurationinwhichthereisnoincome—thesearetheexcellencesofatreasury.(6.1.10)

Atreasuryisthebackboneofanationoranyorganization.Astrong,well-managedtreasuryisimportantforeachandeverypersoninthekingdom.Letuslookdeepintowhatexactlyhemeans.

Acquiredlawfullybyone’sancestorsorbyoneself:Chanakyawasnotjustaneconomicthinker,butalsoalegalthinker.Whileheadvocatedthecreationof

economicthinker,butalsoalegalthinker.Whileheadvocatedthecreationofwealth,heemphasizedthatitshouldbedonewithintheboundsofthelaw.Now,sometimes,itmayhappenthatoneinheritsabusinesswhichmaynotbeverylegalinnature.Forinstance,ifyourforefathersstartedabusinessthatmaynotbepayingtaxesproperly.SoChanakyasuggeststhatevensuchactivitiesstartedbyancestorsshouldbecleanedup.Thisistheresponsibilityofthenextgeneration.

Consistingmostlyofgoldandsilver:Theexchangeofmoneytodayhappensdigitally,forthemostpart,havingevolvedovertimefrombartersystemstocoinageandcurrencynotes.Chanakyawasamongtheeconomistsofhistimewhomovedtoreplacetheexistingbartersystemwithaformalstructureintheformofcoins.Themintshecreatedhadgoldandsilvercoinsforexchangeandtrading.

Containingvariouskindsofbigjewelsandcash:Ourfinancialplanningshouldincludevariousdiversifiedincomes.Soaftergoldandsilver,Chanakyasuggestedkeepinganumberofpreciousjewels.Similarly,onecannotjustdependupondigitalassets.Abalanceneedstobemaintained,withphysicalassetsforminganimportantpartofone’sportfolio.Additionally,somecashreservesareneededforemergencies.

Onethatwouldwithstandcalamityevenofalongduration:InsuranceisaconceptthatChanakyawasknowntopromote.Hebelievedthatbadtimesandcalamitiesareboundtocome.Acleverpersonwillbepreparedtofaceit.Soiftroublecomesup,Chanakyawouldmakehisplanskeepinginmindthatitmightlastforalongtime.

Thereisnoincome:Therearedaysofsufficientincome,therearedaysofpoorincomeandtherearedaysofnoincome.Oneshouldplanforthesetimes.Savingshavetobemade.Imaginethereisnoincomeforalongtime.Whatwouldyoudo?Thetreasuryhastotakecareoftheperson(ortheorganizationorthecountry).Today,wetalkaboutretirementplanningsothatwecanlivecomfortablyeveninouroldage,whenwehavenofixedincometospeakof.

TheSixthDimensionofThinking:Danda

TheSixthDimensionofThinking:Danda

Thearmyisvitaltoshowothersyourstrength.Butthearmyshouldhavebothexternalandinnerstrength.Theselectionofsoldiersandofficershastobedoneverycarefully.Similarly,wehavetorecruitouremployeescarefullyandthentraintheminthespecificskillsinordertokeepproductivityhigh.Humanbeingsarenotjustaresource,butthe‘source’fromwhereall

activitiesstart.AccordingtoChanakya,thequalitiesoneshouldlookforinanarmyare:Inheritedfromthefatherandthegrandfather,constant,obedient,withthesoldiers’sonsandwivescontented,notdisappointedduringmarches,unhinderedeverywhere,abletoputupwithtroubles,hasfoughtmanybattles,skilledinthescienceofalltypesofwarandweapons,nothavingaseparateinterestbecauseofprosperityandadversitysharedwiththeking,consistingmostlyofKshatriyas—thesearetheexcellencesofanarmy.(6.1.11)

Inheritedfromthefatherandthegrandfather:Onceasoldier,alwaysasoldier.Evenifheretires,hewillremaincommittedtothenation.Suchpeoplealsoinspiretheirfamilymemberstojointheprofession.Therearevariousexamplesofmanygenerationsservingthearmy.So,Chanakyawouldgiveextrapointstorecruitpeoplefromthefamilyofsoldiers.

Constant,obedient:Themindofasoldieroranofficershouldnotwaver.Ithastobeconstant.Ithastobefocused.Thetraininggiveninthearmedforcesisactuallyatrainingofthemind.Itistodisciplinetheperson,makethemobedient.Thearmysayinggoes,‘Oursisnottoquestionhoworwhy,oursiseithertodoordie.’Suchanobedientarmywillachievevictory.

Withthesoldiers’sonsandwivescontented:Corruptionstartsathome.Ifapersonbringsinsomethingbeyondhisorherincomeandthefamilyrefusestoacceptit,thenthepersonwillnotrequiremoremoney.So,ifthechildrenandwifearecontent,theywilllivepeacefullyandwillnotdemandanythingbeyondtheirmeans.Soldierswhoaresupportedbytheirfamilieswillthenbeabletofocusonthenation’sglory.

Notdisappointedduringmarches,abletoputupwithtroubles:Whenthetimecomestogotothebattlefield,onecannottakeaholiday.Also,whileonamission,thearmywillfacemanyhardships.Astrongforcewillnotloseheartandabandonthemarch.Thearmyanditsleaderhavetofindsolutionstothe

andabandonthemarch.Thearmyanditsleaderhavetofindsolutionstotheproblemand,withtheavailableresources,achievetheirgoals.

Hasfoughtmanybattles,skilledinthescienceofalltypesofwarandweapons:Anexperiencedsoliderisanasset.Thosewhohavefoughtmanybattlesknowwhathappensinthefield.Astrongarmyconsistsofyoung,energeticsoldiersatthelowerrungsaswellasacoreofveterancampaigners.Thecombinationbringsgreatsuccess.Additionally,theyshouldbeskilledintheuseofdifferentweaponsindifferenttypesofwars.Thiscanbeachievedthroughtraining.

Nothavingaseparateinterest:‘Theinterestofthenationfirst,ourteamnext,oneselflast’—thisisthemottothearmylivesby.Therefore,eachpersoninthearmyshouldbeselfless.Thereshouldbenodisparateinterests.Ifeachofusputstheinterestsofthecountryfirst,wewillhaveagreatnationaltogether.

TheSeventhDimensionofThinking:Mitra

Takehelpfromotherswhenoffered,andhelptheminturn.Collaborate,focusonmutualdevelopment.Thinkofsuccessforeveryone.Thefinaldimensionofthesaptangawayofthinkingismitra—theally.‘Neverfightthebattlealone’isChanakya’sadvice.Takeafriendalongwith

you.So,howdoweselecttherightmitras?Yetagain,Chanakya’shasalistofdesirablequalities:Alliedfromthedaysoffatherandgrandfather,constant,undercontrol,nothavingseparateinterest,great,abletomobilizequickly—thesearetheexcellencesofanally.(6.1.12)

Alliedfromthedaysoffatherandgrandfather:Theconceptoffamilyfriendscomesuphere.Ifyouhavepeoplewhohavebeenfriendswithyourfamilyforseveralgenerations,therelationshipisonethathasstoodthetestoftime.Imagineafriendwhobeenwithyousincechildhoodandnow,afteryouhavegrownold,thefriendshipcontinues.Thebondyousharewillbestrong.Amongnationstootherearelong-lastingfriendships.Thepreviousgenerationswerefriendsandtheleadersofthisgenerationalsomaintainthosefriendships.

Constant,undercontrol:Thetestofrealfriendshipisduringthebadtimes.Inprosperity,everyonebecomesyourfriend,butinadversityyouknowwhoyourrealfriendsare.Therefore,aconstantfriendistobetrusted,saysChanakya.

realfriendsare.Therefore,aconstantfriendistobetrusted,saysChanakya.Also,afriendisonewhohasself-control—theywillsaveyoufrombadhabitswhereothersmayintroduceyoutovices.

Abletomobilizequickly:Agoodallyshouldbecomeagreatally.Someonewecanlooktoasarolemodel,someonewhowalksthetalk.Whenyouneedit,theyshouldbeabletomobilizeresourcesquickly.Inthefriendshipamongnations,wefindthatifthereissomenaturaldisasterlikeanearthquake,thealliesimmediatelysendaid.Andduringwar,theysendtheirforcestosupportus.

Thesevendimensionsofthinkingareaunique,holisticmodel.However,Chanakyawasalwaysself-critical.Afterperfectingthesaptangamodel,heputhismindtoanalysingitsflaws.Wasthereanythinghehadmissedwhilevisualizingtheperfectnation?Heappliedaanvikshikihimselfandfoundanewdimension.Weshallfindout

aboutthiseighthdimensionofthinkinginthenextchapter.

5TheEighthDimensionofThinking

Wejuststudiedthesaptanga,thesevendimensionsofthinking.However,Chanakyawasadetailedthinker.Hewouldaskhimself,‘Whyare

thesesevenelementsrequired?Whatistheirpurpose?’Andthiswastheanswerheprovidedhimself:todefeattheenemy.Itisfor

defeatingandprotectingoneselffromtheenemythatweneedtomakethesevendimensionsofthinkingclearandstrong.Toplaneverythingfromthepointofviewofone’senemyistheeighth

dimensionofthinking.Inthischapterwewillseewhat,accordingtoChanakya,wentintothinking

abouttheenemyandthecompetition,andwhathedidtoensurehewasnotdefeatedunderanycircumstances.IfwetrulyunderstandChanakya,wewillneverhavetodealwithfailure.

Successisguaranteed.Thisisbecausehedoesnottaketheenemyforgranted.Heknowsthattheenemywillbethinkingaboutusandaheadofus.Itiscrucialtogetintothemindoftheenemy,andtounderstandtheenemyevenbeforeheorsheunderstandsus.Therefore,itisimportanttostudytheenemy.Therearemanytechniques,

theories,principles,strategies,tacticsandformulasthatheusedtodefeataverystrongenemy.Wewilllearnsomeoftheminthischapter.Warisamindgame,andChanakyaknewthisverywell.Asthesayinggoes,‘Themoreyousweatinpeace,thelessyoubleedinwar.’Tobeginwith,letusseewhatChanakyaconsiderstofindtheweaknessofthe

enemy.

TheEighthDimensionofThinking—TheEnemy

TheEighthDimensionofThinking—TheEnemy

Manythingscomeinsetsofseven:thesevenwondersoftheworld,thesevennotesinmusic,thesevenseas,thesevencoloursoftherainbow,amongothers.Oursearchisalwaysfortheeighthwonder.Intryingtofindtheeighthdimension,weleapintotheunknown.Chanakyalooksattheenemyandfindsweaknesses.Hesays:Notofroyaldescent,greedy,withameancouncilofministers,withdisaffectedsubjects,unjustinbehaviour,notapplyinghimself(toduties),vicious,devoidofenergy,trustinginfate,doingwhateverpleaseshim,withoutshelter,withoutafollowing,impotent,everdoingharmtoothers—thesearetheexcellencesoftheenemy.Foranenemyofthistypebecomeseasytoexterminate.(6.1.12)

ThesystemofSWOTanalysisisquitepopularinthemanagementfield.Itstandsfor:S:StrengthW:WeaknessO:OpportunitiesT:Threats

WiththeSWOTformula,wewillbeabletodiagnosetheenemybetter.Weneedtounderstandhisorherstrengthsaswellasweaknesses.AsChanakyawouldsay,‘Inthestrengthoftheenemylieshisweakness.’Oncewefindtheweaknessoftheenemy,wehaveacompetitiveadvantage.

Weusethisadvantagetoconquertheenemy.WewillnowstudyChanakya’sstatementindetail.

Notofroyaldescent:Peopleborninroyalfamilieshaveanaturaladvantage.Theygettraininginleadershiprightfromtheirbirth.Sincetheyarebornwithasilverspoon,theydonothavetoworryaboutbasicsurvival.Additionally,theenvironmentinwhichtheygrowuphelpsthemlearnstrategy,duringtheformalandinformaldiscussionstheyhaveathome.Ifanenemydoesnothavethisnaturaladvantage,heorshehastolearn

everythingrightfromthebeginning.Chanakyawouldsaythatsuchanenemyhasadisadvantage—whichcanbeouradvantage.

Greed:Agreedyenemyiseasytodefeat.Therearemanytypesofgreed—formoney,forpowerandsometimesfornameandfame.AsMahatmaGandhisaid,

money,forpowerandsometimesfornameandfame.AsMahatmaGandhisaid,thereisenoughinthisworldforeveryone’sneed,butnotforeveryone’sgreed.Greedisverydangerous.Oncewesetofftogetmorethanwhatweneed,itisanendlessjourney.Inapowergame,ifChanakyaunderstoodthatthepersonwaspossessedwith

greed,itplayedtohisadvantage.Onecanbribethepersoninoneformoranother.Thisiseasy.Tooffermorepowerandbenefitsislikegettingtheenemyintoaquicksand:oncecaught,itwillonlypullhimorherdown;thereisnoescape.

Withameancouncilofministers:Iftheenemyisnotgreedy,takealookathisteam.Histeamconsistsofhiscouncilofministersandadvisers.Ifthestrategydoesnotworkwiththetopman,tryyourmethodswiththesecondlevelofleaders.Iftheseministersaremeanandselfish—bingo!Yourstrategyisnowworking.Nowyouknowwheretoattack.IfplanAtobribethenumberoneisnotworking,don’tloseheart.TheplanB

withhismeancouncilofministerswillhelp.Also,ministersaresometimesmorepowerfulthantheking.Theyalsoadvisetheking.Oncetheyareonyourside,theywillgivewrongadvicetotheirleader,andyouhaveastrategicadvantageovertheenemy.

Withdisaffectedsubjects:Ifthesubjectsoftheenemyaredisaffected,meaningunconcernedanduninvolvedinanyaffairsofthestate,itshowstheenemyisweak.Thisalsoindicatesthelackofgoodgovernance.Thepeopleleadtheirownself-centredlives,indulgingintheirownselfishactivities.Thereishardlyanynationalfeelingorpatriotism.Theymaynotpaytaxes;thereisboundtobecorruptioninthesystem.Things

willbeeasyifthereisanenemykingdomlikethat.Thewaytoconquersuchanenemyisbyconvincingthepeopletotakeyourside.Chanakyawouldcreateasplitinthemindsofthesubjects.Thenhewouldencourageamassmovementagainstthestatepower,andapublicrevoltwouldleadtothedefeatoftheenemy.

Unjustbehaviour:Beingjustisthequalityofagoodleader.Peoplelovejustleaders.Suchaleaderishonouredandappreciatedbyhisorherfollowers.Anunjustleaderishatedbyhisorhersubjects.Whenitcomestojustice,ifonedoes

notgetafairtrialanddecisionsareautocraticinnature,theleaderisconsideredtyrannical.Theleaderisautomaticallyconsideredundemocratic.Democracyisnotjusta

formofgovernance,butalsotheattitudeoftheleader.Intheoldendays,whenmonarchywastheformofgovernment,mostkingswouldstillconsiderpublicopinionandresolvemattersinamutuallyrespectfulmanner.Iftheenemydoesnothavethesequalities,heisveryvulnerable,easytoattackandwinover.

Application(toduties):WeIndianshavealwaysbelievedindutiesoverrights.Theunderstandingthateachpersonshoulddohisorherdutyisverymuchpartofourthinking.Parentsdotheirdutiesfortheirchildren,theteacherforhisorherstudents,andcitizensfortheircountry.Thedutyofonepersonistherightoftheotherperson.Ifdutiesarefulfilled,rightsareautomaticallymet.InsideChanakya’smind,onewouldfindaduty-centricapproachto

leadership.Aleaderwhodoesnotdohisdutiesisnotacceptedbyhim.Thekingshouldalwaysbeawareofhisduties.Bynotapplyinghimselftothedutiesofaking(rajadharma),thekingsendsawrongmessagetotheworld.Iftheenemykingforgetshisduties,orisunmindfulofthem,thenheisaweakking,easytowinover.

Vicious:Withgreatpowercomesgreatresponsibility.Butapowerfulpersoncanalsobeirresponsible.Ifthisawarenessofresponsibilitiesisabsent,thereismisuseofpower.Suchapersontendstobecomevicious.Hecanbebrutalandinhumanindealingwithothers.Thepunishmentswouldbeunjust.Andsometimesasadisticmindsetgetscreated.Theycanevengoonarampageofkillingpeople.Therearemanyinstancesinhistory,aswellinmoderntimes,whereleaders

haveexecutedandkilledothersjusttoshowtheirpower,tokeepuptheirideologiesorbeliefsystems.Chanakyadealtwiththesekindsofleadersinapowerfulyetdiplomaticmanner.Todethronesuchaleaderwashisspecialty.ThewayhedethronedDhanananda,thelastkingoftheNandadynasty,isworthastudy.

Devoidofenergy:AlazyenemyislovedbyChanakya.Suchapersondoesnottakeanyaction,initiateanynewprojectsanddoesnotliketomaintainthingsthathavebeenacquired.Anythingrelatedtoprogressisnotconsideredworth

thathavebeenacquired.Anythingrelatedtoprogressisnotconsideredworthtakingup.Heorshelovesthestatusquo.Suchleadersstagnate.Andstagnationisasurerecipefordisaster.Suchenemiesaredevoidofenergyandcandepressthepeoplearoundthem.

Imagineagroupofsheepledbyalion—thegroupofsheepwillbecomeactive.Thinktheopposite,agroupoflionsledbyasheep.Thelionswilllosealltheirdriveandenergy.Anunenthusiasticleadercaneasilybedefeatedbytheenemy.Suchkingdomswheretheleaderislazycanbecapturedwithoutmucheffortandinlesstime.

Trustinginfate:Anotherformoflazinessistrustinginfate.Thereisabigdifferencebetweendestinyandthehardworkyouneedtogetthere.Eventomeetone’sdestiny,oneneedstoputineffort.Apersontrustinginfatedoesnothing.Waitingforgoodlucktotakecareofone’slifeistheworstplanningonecando.‘Whatyoumeetinlifeisdestiny,howyoumeetitisself-effort,’saidSwamiChinmayananda,thegreatspiritualleader.Fateplaysaroleinourlives,buttrustingonlyinfateisdangerous.Chanakyawouldlovetohaveanenemywhowaitsforthegodoflucktoblesshim.Heknowsthatinsidethemindofsuchapersonliesatotallyeffortlessperson,easytoconquer.

Doingwhateverpleaseshim:Leadersaresupposedtothinkofallpossibleconsequencesbeforetakingaction.Theymustthinkseveraltimesbeforedoinganything.Doinganythingwithoutthinkingcanbeharmful.Suchimpulsiveleadersdestroywhateverhasbeencreated.Ifyouaskaleaderwhyheorsheisdoingsomething,onereallydoesnotexpecttheanswertobe‘BecauseIlikeit.’Whatisbeneficialforthepeople,whatwillbegoodfortheworkundertaken,

whatismoralandethical,whatwillgiveprogress—thatisthekindofworkthathastobedone.Theleadershouldactforhispersonalbenefit.So,ifthereisanenemywhoisimpulsive,itisanadvantage,Chanakyasays.Hecanbeeasilydefeatedaswell.

Withoutshelter:Shelterisveryessential.Aplacetostay,ahouseforoneself,apropertyofourown—thesegiveapersonasenseofstability.Gypsieskeepmovingaround;vagabondsandnomadshavenostability.Theyhavenothingtocalltheirown.Suchpeoplecanbeeasilydrivenoutofaplace.Anenemywhodoesnothaveashelterdoesnothaveabigenoughreasonto

Anenemywhodoesnothaveashelterdoesnothaveabigenoughreasontofight.Thereisnoplacehecancallhisown.So,whatishefightingfor?Thereisnocountrytoprotect;thereisnofeelingofpatriotism.Thereisnohigherpurposetodiefor.Therefore,suchenemiesgiveupeasilyinfights.Theydonotcontinuefighting,asthereishardlyanyreasontofight.

Withoutafollowing:Onlyifonehasfollowerscanonecalloneselfaleader.Whatisaleaderwithoutfollowers?Thenitisjustself-claimedleadership.Thepersonmaywanttogetintoaleadershipposition,butiftherearenofollowers,thereisnoonewhowillfightforthatperson.Leadershipisdeterminedbythenumberofpeoplewhocanstandupforyourcause.Peopleshouldbereadytowalkonwaterforthesakeoftheirleader.Whatisateacherwithoutgoodstudents?Thisappliestoleadershiptoo.

Leadershipandfollowersgohandinhand.Theyaretwosidesofthesamecoin.Theyexistmutually.Asleadersrequirefollowers,sodofollowersrequireleaders.Suchleadershipwithastrongfollowingisnoteasytodefeat.ThereverseiswhatChanakyalikesinanenemy.

Impotent:Somepeoplearetakenforgranted.Theyarethekindofleaderswhoareconsidereduseless,ineffectiveandunproductive.Peopledonotfearsuchleaders.Suchleadersareuseless.Eventhoughtheleaderhasastrongarmy,hewillnevergiveorderstoattack.Thereisalotoffrustrationamongthesubjectswhenaleaderislikethat.Suchleadersdonotattractgoodpeopletoworkwiththem.Instead,thegoodpeoplestartleavingthem.ForChanakya,suchanenemykingisadream.Hedoesnothavetospendhis

time,effort,moneyorsendalargearmytodefeatsuchaking.Theimpotentleaderisalreadylost.Heunderstandsfailuresmorethansuccess.Thereisnothingrequiredtobedonetoapersonwhoisimpotent.Suchaleadercannotevenhandlesuccess.

Everdoingharmtoothers:Someleadersenjoyharmingothers.Theyneverthinkofdoinggood,butonlyofdoingsomethingbadanddisastrous.Theyarethecriminalsinsociety.Theyaddnovaluewherevertheygo,orwhatevertheydo.Theyonlybringnuisance,irritationandfrustrationtoothers’lives.Somepeoplespreadhappinesswherevertheygo;leaderslikethese,however,

makeothershappywhenevertheygo.Sodefeatingsuchakingandeliminating

makeothershappywhenevertheygo.Sodefeatingsuchakingandeliminatinghimisadreamtohisownpeople.Therefore,suchenemykingsareeasytofightandeasytodefeat.Iftheabovequalitiesarepresentinanenemy,itisconsideredexcellentfor

Chanakya.Evenifoneofthesequalitiesispresent,itiseasytodefeattheenemy.‘Buildontheweaknessoftheenemy’isthemantraofChanakya.Themoreweaknessesintheenemy,thebetter.Insidehismind,Chanakyacreatedanexcellentespionagesystemtocollect

informationandfindtheweaknessesoftheenemy.Theconceptofvishkanya,todayknownasthehoneytrap,isquiterelevantinthiscontext.TheinformersandspieswouldgatherenoughfactsabouttheenemyforChanakyatodecidehiscourseofactiontoeliminatetheenemy.Successcomesnotonlythroughourstrengthsbuttheweaknessofothers—Chanakyaunderstoodthat.Soshouldallofus.Foranenemyofthistypebecomeseasytoexterminate.ForChanakya,everythingiseasy.Hewasverystudiousasastudentand

excellentasateacher.Asastrategist,hedidhisresearchwell.Hewouldgatherallthefactsandevidences,verifythemwithinformationfromdifferentsources,re-checkandre-examineifrequired,andonlythenwouldhecomeupwithaplan.Oncetheplanwasready,hewouldexecuteitflawlessly.Thushavinglisted

downtheenemy’svariousweaknesses,hewasprettysurethatitwaseasytoexterminatehim.Unfortunately,mostpeopledonotliketoplanandstudyindetail.Theywantsuccesswithouteffort.ThisiswhereChanakyastandsapart.Chanakyawouldtakehistime,spendtimethinkingandthencomeupwith

out-of-the-boxsolutionstoaproblem.

CompetitionIsGood

Whenwethinkaboutcompetition,thereisanegativefeeling.Wedonotlikecompetition.ButChanakyawasdifferent;helikedcompetition.Hebelievedthathavinganenemykeepsyoualert.Therearemanygoodthingsabouthavinganenemy,havingacompetitor.Competitionisgood,becauseitbringsoutthebestinyou.Donotjustlookattheenemyasaperson;itcanbeaproblem,asituationora

challengethatyouhavecomeacross.Youhavetofaceit,tackleitandcomeupwithasolutiontotheproblem.

withasolutiontotheproblem.Oneday,oneofChanakya’sfriendsfromadifferentkingdomcametohim.

Helookedverysadandhadsomeissuesinthatkingdom.HelookedatChanakyaandsaid,‘Sir,mykingdomhasamajorproblemwiththegovernmentemployeesandthebureaucrats.Thestateadministrationistotallycorrupt.Becauseofthis,thereisnoprogressinourplaceandpeoplearefrustrated.Pleasedosomething,telluswhattodo.’Chanakyawasnotanimpulsiveperson.Hetookhistimetothinkthroughthe

situation,lookattheproblemindepth,lookatthegroundrealitiesandonlythendidhemakeanactionplan.ThisishowChanakyaoperated.Insidehismindwasasolution-focusedapproach,butonethatreliedonstudyingdetails.Hesaid,‘Okay.Letusgotoyourkingdom.Iwanttoseethesituationmyself,

andthenseehowtosolveit.’ThisfriendofChanakya’sthentookhimtohiskingdom.HetookChanakyato

variousgovernmentoffices,marketplacesandalsothecommonpeople’shouses.Hecouldseethedegreeofcorruptionthatwasevidenteveninpublicplaces.Thesituationwasveryalarmingindeed.Anybodycouldtellthattheadministrationwasinareallybadshape.Chanakyawasthoughtfulforalongtime.Hesuddenlyaskedhisfriend,‘Tell

me,whatpercentageofpeopleinthegovernmentofficesarecorrupt?’Thiscameasasurprisetohisfriend.‘Percentage?’Hewondered.HisfirstimpulsewastotellChanakyathat‘100percentofthe

peoplearecorrupt’.Buthepausedandstartedthinking.Therewerepeopleinthesystemwhowerestillnotbittenbytheheavycorruptionallaround.Thesehonestofficialsworkedsincerelyforthepeopleeventhoughothersinthegovernmentmachinerydidnotlikethem.Theywereararefew,buttheydidexist.AndhetoldChanakya,‘About98percentofpeopleinthissystemare

corrupt.’Chanakyagaveanalarminglywidesmile.Heseemedtobelaughing,whenhis

friendinterrupted,saying,‘Sir,Iknowwhyyouarelaughing.Thesituationishopeless,right?If98percentofthepeopleinthesystemarelikethis,thenyoucan’tdoanything.Isthatright?’Chanakya,inahappymood,said,‘No,no,no.Iamnotworriedaboutthe98

percentwhoarecorrupted.Iamhappythat2percentofthepeopleworkinginthegovernmentofficesarestilluntouchedbycorruption.Theyareourhope.

thegovernmentofficesarestilluntouchedbycorruption.Theyareourhope.Thesearethepeopleweshouldbefocusingon.Intotaldarkness,thereissomelightattheendofthetunnel.’HisfriendwastakenabackbyhowChanakyasawsituationssodifferently.AndthencameChanakya’sfinalsuggestiontohisfriend,‘Mychallengeisto

seehowIcanincreasethepercentageofpeoplewhoarehonestandsincere.Canwemakethenumberofhonestpeople98percentinthesystem?’Andhemadeanactionplaninhismind.‘Canyouarrangeameetingwiththe

2percent?Theywillshowyouthewayforward.’Chanakyaalwaystackledhisenemiesandcompetitionwithsuchapositive

mindset.

Shatru—TheEnemy

Therearemanypositivesidesoftheshatru,accordingtoChanakya.Ifyoudevelopthiskindofmindset,therewillbeaparadigmshiftinyourthinking.

1.Hebringsoutthebestinyou

Tillthereisaproblemorachallenge,wetakethingsforgranted.Whenanenemycomestoattackus,wecannotbelazy;weneedtofighttheenemy.Youarepushedtoact.Thus,theshatruwillbringoutthebestinyou.Withthelimitedresourcesinhand,inthelimitedtimewehave,weneedto

workoutasolution.Thereisnoroomforprocrastination.Weneedtoactquicklyandcomeupwithmethodsandstrategiestoeliminatetheenemy.

2.Thesleepinggiantwillawaken

IntheRamayana,thereisthestoryofawarriornamedKumbhakarna.Heusedtosleepforsixmonths,andeatfortheremainingsix.Therewasnopurposeinhislife,eventhoughhewasamongthebestwarriorsinthekingdomofLanka.WhenRamaattackedLanka,Ravan,Kumbhakarna’sbrother,gaveorderstowakehimuptofighttheenemy.Oncethesleepinggiantwasup,itwasatoughfightfortheattackers.Similarly,wemaybeenjoyinglife—eating,drinking,makingmerryand

sleeping.Butoncetheenemyattacks,thesleepinggiantinsideushastobe

sleeping.Butoncetheenemyattacks,thesleepinggiantinsideushastobeawakened.Wecannolongertakethingsforgranted.Thenwedoourbestandfightthecompetitor.

3.Challengesmakeyoustrong

Itisgoodtohavechallenges.Takingupachallengewithapositivespiritcanmakeyoustronger.Yes,itmaybeanunknownpaththatyouaretakingforthefirsttime.But,withapositivespirit,youwillabletoemergesuccessful.Achallengeisadouble-edgedsword.Itcanmakeyouweakoritcanmakeyoustrong.Takeadeepbreath.Facethechallengeandmakethingshappen.Yourinner

strengthandconfidencecandowonders.Therearepeoplewhocomefromhumblebackgrounds.Yet,theytakeupthechallengestheyarefacedwith,andfromordinary,theygoontobecomeextraordinary.Theserolemodelsinspiremanyotherstoemergestrongerwithchallenges.

4.Apushisrequired

Wemayknowalotofmotivationaltheoriesabouttakingupchallenges.Yetsometimesanexternalorinternalpushisrequired.Itisbesttohaveaninternalpush—theself-motivatedpeopledothis.However,mostofusrequireanexternalpush.Thementor,thecoach,theguideandthefriendwillallservethispurpose.Whenwelearnswimming,theroleofthecoachisverycriticalforthis

externalpush.Hewillhelpyoulearnthebasicstepsandmakeyoupractiseinwater.But,oneday,hewillsuddenlypushyouintothewater—thereyoulearnswimmingintherealsense.Thecoachiswatching,butyouhavetodoityourself.

StudyofEspionageSystems

ThespyingsystemscreatedbyChanakyaarequiteamazing.Theintelligencehegatheredthroughthespieswereverymuchrequiredforhimtomakehisattackplanagainsttheenemies.Basedonthisinformation,strategiesweredevelopedbyChanakyatowininanygivencondition.

IntheArthashastra,thereisadetailedstudyoftheespionagesystemsChanakyacreated—bookone,chaptertwelve,sectionseven,called‘AppointmentofRovingSpies’,andsectioneight,titled‘RulesforSecretServants’.TherearequiteafewinsightswecangatherabouttherobustsystemsChanakyacreated.But,beforelookingatsometechnicalaspectsofthespyingsystem,letuslook

atastoryaboutChanakyagatheringinformationfromthevishkanyawhileheplannedhisattackagainstAlexander,whowasonhiswaytoconquertheworld.AlexandercamefromGreece.Hewasonamissionandhadalmostconquered

halfoftheworld.HisnextstepwasIndia.India,atthattime,wasdividedintosixteenregionalkingdoms,allatwar.ChanakyasawthatAlexanderwouldbecomethebiggestthreattoIndia,and

wentaroundunitingvariouskingsandtheirkingdomstofightagainsthim.Somesupportedhim,whileothersdidnot.Chanakyawasneitherakingnordidhehavehisownarmy.Yet,bystrategicallyusingalltheinformationhehadgathered,hedefeatedhisforeignenemy.Hedidnothavehisownarmy,butbybringingtogetherthearmyofothers,he

puttogetheralargeforce,seeingwhichthesoldiersofAlexander’sarmywereshockedandfrightened.Evenifwedonothaveresourcesofourown,wecangainvictorybyusingtheresourcesofothers.CollaborationwasthemethodChanakyausedtoachievevictory.ChanakyahadheardthatAlexander’sarmywasmadeofsuperiorwarriors,

whohaddifferentweaponsandwerecompletelycommittedtothevisionoftheirleader.Itwouldnotbeeasytodefeatthem.Theyweresaidtobedivineandtohaveheavenlyblessings.Chanakyaknewthatifacommonmanheardsuchdescriptions,hewassureto

begrippedbyfear.Evenbeforethewarhadstarted,thesoldierswouldmentallyacceptdefeat.Chanakyawantedcorrectinformation,notexaggeratedaccounts.Forthishesentafemalespyintotheenemycamp.Thesespies,named

vishkanyas,weretrainedinunderstandinghumanpsychology.WhentheycamebacktoChanakya,hewantedtoknowallthedetailsinordertomakehisplan.Anintelligentpersonisonewhoseeswhatisnotshown,listenstowhatisnotbeingsaidandreadsbetweenthelines.ChanakyaunderstoodthatAlexander’smen,thoughverystrongand

determined,werefarawayfromtheirfamilies,andtheylongedtobebackhome.

determined,werefarawayfromtheirfamilies,andtheylongedtobebackhome.Heknewthattheweakpointofanysoldierwasthefamilythathemisses.ChanakyathenfirstattackedthepsycheoftheGreeksoldiersanddemotivated

them.AmongtheGreeks,alongwiththefearofthehugearmythattheysaw,therewasnowalsothedesiretogobackhome—whichwastheturningpointinthebattle.

TheFemaleSpies

Chanakyawasverycarefulinselectingtherightpeoplefortherightjob.Likeafarmerwhoselectstherightseedsbeforesowing,hewantedthebestpeopletogatherinformationforhim.ThereweremultipletypesofspiesemployedbyChanakya.Wewilllookinto

oneoftheselectionprocessesforthefemalespies.Womenthinkdifferentlyfrommen.Theyhaveadifferentwayoflookingata

particularpersonorsituation.ThefemalespieswereselectedbyChanakyabasedonthefollowing:Awanderingnun,seekingasecurelivelihood,poor,widowed,bothBrahminbycasteandtreatedwithhonourinthepalace,shouldfrequentlygotothehousesofhighofficers.Byherofficeareexplainedsimilarofficesfortheshavennunsofhereticalsects.(1.12.4)

Chanakyawouldunderstandtheneedsofawoman,andthedifferentcategoriesthattheybelongedto.Basedonthoseaspects,hewouldlookoutforhisinformers.

Awanderingnun:FemalemonkswereprevalentduringChanakya’stimes.Theyusedtogofromoneplacetoanotherandweregivenentryintoeveryvillage.InIndianculture,monks,asceticsandsanyasisarealwaysrespectedandwelcomed.Theyareseenasmessengersofpeaceandspiritualadvice.However,forChanakya,theywerealsoarichsourceofinformation.These

monkswereintouchwiththegroundreality,andthusbecametheking’seyesandears.Itisnotpossibletogatherallinformationthroughgovernmentagenciesalone.Groupsliketheorderofmonkswillgiveaccesstoeasyinformationastheyhaveaccesstoalltypesofpeople—fromtheclassestothemasses.

Seekingasecurelivelihood:Evenmonksandasceticsrequirebasicrequirementsforsurvival—food,clothingandshelter.Chanakyaknewthateventhe

forsurvival—food,clothingandshelter.Chanakyaknewthateventhewanderingnunswould,ofcourse,requireasecurelivelihood.Suchnunswerethepeoplehewantedtorecruitintohisespionagenetwork.Theywouldgetthesecureincometheyneededandhewouldgettherequiredintelligence.

Poor,widowed:Ofthewomeninthistraditionofnuns,somewouldbeverypoorandsomewidowed.Theywouldrequiresomesocialsupport.Notjustfinanciallybutalsomorally.Asafeandsecureenvironmentisneededbythesewomen.Chanakyawouldlookintomakingthemsociallysecure.Now,lookatanewdimension.Awidowwouldalsogetanewpurposeinlife.

Notjustsocialsupportbutsocialdignitywhenshegetsintoemployment.Awidowmayrequirefinancialassistanceforherselfandherfamily.Sosuchapersoninneedisalsohelped.

BothBrahminbycasteandtreatedwithhonourinthepalace:Brahminsaretheintellectualclassofthesociety.IntheancientIndiansystemofcaste,Brahminswereconsideredsonotbybirth,butbytheirqualitiesandabilities.Brahminwomen,highlyintelligentandeducated,wererecruitedforgatheringinformation.Theywouldhaveoriginalthoughts,andprovidebetterinsightsthantherest.Chanakyawouldtakecareofthehonourofthesewomen.Theywouldalsobe

treatedwithhonourinthecourt.Thefemalespieswouldenterthechamberofthekingswithdignityandcouldnotbemisused.Theycouldevensitdownwiththehighofficialsanddebatewiththemtogathernecessaryinformation.

Shouldfrequentlygotothehousesofhigherofficials:Notjustthepalaces,thesewomenwererequiredtogotothehousesofhigherofficialsofthestate.Networkingdidnothappenjustatthepalaces,butalsoathomes.Whileathomewegettoknowthepersoninatotallydifferentsetting—sometimes,thepersonattheworkplaceandthepersonathomearetwocontrastingpersonalities.Evenbysimplylookingatthehouse,thesefemalespiescouldgatheralotof

information.Thefinancialsituationisalsobetterunderstoodathome.Whileinteractingwiththeothermembersofthefamily,wecometounderstandthefamilyculture.Beingwomen,thesespiescouldevendiscussmatterswiththeotherladiesofthefamily.Also,beingnuns,theytriedtogetspiritualsolutionstotheirproblems.Thus,awholenewworldofinformationopenedupinfrontof

totheirproblems.Thus,awholenewworldofinformationopenedupinfrontofthem.

Byherofficeareexplainedsimilarofficesfortheshavennunsofhereticalsects:Now,thistypeofwanderingnunsbeinginvolvedinespionageisjustthetipoftheiceberg.Chanakyausedmanysuchsystems.Therewasagovernmentdepartment

dedicatedtothesewanderingnunspies.Chanakyamentionsthatsimilargovernmentofficesfortheshavennunsofhereticalandothersectsalsoexisted.Theiroperationsweredifferentfromthoseofthewanderingnuns.

HowtoAttacktheEnemy

WewillnowseehowChanakyausedtheinformationgatheredthroughthespiestoplanhisattacks.OutofthefifteenbooksinKautilya’sArthashastra,sevenarededicatedto

waranditsmethods.DuringChanakya’stime,warswereaconstantreality.Thekinghadtoalways

bepreparedforeitherinternalwarsorexternalthreats.Chanakyadidnotwanthisstudentstositidle.Evenduringpeacetime,hewas

gettingreadyforwar.Hewaseverpreparedfortheworstsituation.Chanakyahaddifferentmethodsofteachingwartechniques.Oneofthemwas

byplayingwargames,bothphysicalandmental.Atthephysicallevel,hewantedthekingandhisarmytobefit.Sohesentthemontrainingandalsohuntinggames.Thehuntinggamesprovedusefulsinceanimalswerecommonlyusedinwar.Atthementallevel,hepreparedthemtocontinuouslythinkofwarfare

strategies.Therefore,heinventedthegameofchess.

Chess

Thegameofchessisveryinteresting.Itislikeasimulationexercise,playedbeforetheactualmoveshappen.Inthegameofchess,wehavetwoplayerswithequalstrength.Theelephants,

thecamels,thesoldiersandthehorsesareallinequalnumber.Thus,thewinnerisnotdeterminedbythenumbersyouhaveonyourside,butbythecalculatedmovesthatyoumakeagainsttheopponent.

movesthatyoumakeagainsttheopponent.Thisgamewascalled‘chaturanga’(fourcomponentsofanarmy),whichlater

became‘shatrang’andisnowcalledchess.Eventoday,chessincludesthefourbasiccomponentsthatChanakyahad

conceivedof.

C–chariotsH–horsesE–elephantsSS–soldiers

Themindgamecalledchesscanbeveryusefulintherealgameofwar.Battlesare,afterall,saidtobefoughtnotinthebattlefield,butinthemindsofthegenerals.Thisstrategicpreparationguaranteedsuccessagainsttheenemy.Thisisalso

aanvikshiki.

TheFourBasicStrategies

Chanakyaisknownforhisprofoundstrategies.Butheisalsoknownforhissimplificationofthesewarstrategiestoensurevictory.ThefamousfourbasicstrategiesofChanakyaare:sama,dana,dandaand

bheda.Heusesthesefourprinciplesduringdifferentsituationsinwar:Thatwhichtheothermightseizebyforce,heshouldofferthroughoneofthemeans(sama,dana,danda,bheda).Heshouldpreservehisbody,notwealth;for,whatregretcantherebeforwealththatisimpermanent?(12.1.32)

Ifanenemyhastakenawaysomethingbyforce,itdoesnotmeanyouhavetouseforceagainsthimtoo.Forceisnottheonlyoption.Tryanyofthefouroptionsgivenbelow:

1.Sama(discussion)

Itisnotnecessarytoattackanenemystraightaway.Justtrytodiscussthematter.Ifissuescanberesolvedbydiplomatictalks,whygotowaratall?Foreverywarthattakesplace,thereareonethousandthathavebeenavoidedbydiscussionand

thattakesplace,thereareonethousandthathavebeenavoidedbydiscussionandunderstanding.

2.Dana(materialbenefitfortheopponent)

Therecouldbematerialbenefitthattheopponentwants.Itisbettertoofferthatbenefitifitwillavoidwar.Alotofwealthandseverallivesarelostineverywar.However,trade,businessexchangesandeconomicpoliciesalsocanmakeuswinovertheenemy.

3.Danda(punishmentorattack)

Ifdiplomacydoesnotwork,itistimetoattack.Itcouldbeasilentwar,whichisneverunderstoodbytheopponent.Or,itcouldbeadirectattacktoshowtheenemyourpower.Therearevarioustypesofattacks,includingguerrillawarfareandbiologicalattacks.Todaycyberwarsarealsoquitecommonbetweennations.

4.Bheda(divisionwithintheenemycamp)

Divideandrule—thispolicyispreferredbyChanakya.Splittheenemyintovariousparts.Letthembleedthroughathousandcuts.Takingapersonfromtheenemycampintoyoursidecanbemorefruitfulinthisdivideandrulepolicy.

Whichofthesefourprinciplesistobeusedandwhendependsonthedemandofthesituation?Notwosituationsarethesame.So,wisdomneedstobeappliedinordertoreachtherightstrategy.Thisissituationalleadership.

TheFinalSuggestion

Atimecomesinwarwhenyouhavetochoose.Sometimesthechoiceisbetweenthecostofyourlifeandthewealthyoucouldgiveaway.Itismostimportanttosaveone’sownlifeevenatthecostofgivingupallof

one’swealth.Heshouldpreservehisbody,notwealth;for,whatregretcantherebeforwealththatisimpermanent.(12.1.32)

Nomatterwhathappens,donotgiveupthebody.Avoiddeath.Ifthereislife,

Nomatterwhathappens,donotgiveupthebody.Avoiddeath.Ifthereislife,everythingwillcomeback.Evenlostwealthcanberegained.Forwealthisimpermanentandtherewillbenoregretsavingone’sownlife,evenatthecostofgivingupwealth.Now,thisdoesnotmeanthepersonisarunawaywarrior.Thisisavery

strategiccall—itisshort-termlossforthesakeoflong-termgain.Wesaveourlivesandbreakfreefromtheclutchesoftheenemy.Evenifwe

aredefeated,wedonotacceptit;westartplanninganotherattack.Eveninexile,thekingshouldnotwastetimeandeffort.Heshouldprepareforthenextchancetoattackhisenemy.Preparingforthenextbigactiontooisaanvikshiki.

6TheOtherSideofChanakya

Shrewd,cunning,wicked,thick-skinned,stony-hearted,cold-blooded—thesearesomeofthewordsthatarestillusedforChanakya.ChanakyawrotehisArthashastraunderthenameKautilya(apersonwithkuta

niti,meaningimmoralstrategies).ThisnegativesideofChanakyaisquitewellknown.SowhatwasreallygoingoninsideChanakya’smindwhilecraftingthemany

policiesthatareconsiderednotentirelyethical?Toexplainthis,letmeshareastoryconnectedtoChanakya’slifethatgivesus

anindicationofhisattitudewhilepromotingsuchpolicies.AdearfriendofChanakyawhowasvisitingtheMagadhakingdomwas

stayingwithhim.Duringaninformalconversation,thefriendaskedChanakya,‘Whyisthat

peoplehateyou,areafraidofyou,andconsideryouamanwhocannotbetrusted?’ThisconcernedfriendknewtherealChanakyasincetheywerechildhood

friends,whenhewasknownasVishnugupta—hisoriginalname.‘Vishnu,Iknowyouarenotlikethat.Youareapersonwhoismostlovingby

nature,veryconcernedaboutthewelfareofall;thereisnothingbutcareandloveforothers.Thenwhyisitthatpeoplehavemisunderstoodyou?’Chanakyastartedlaughing.‘Listen,Iamnotinthepopularitygame.Andit

doesnotmattertomewhattheysaytomyfaceorbehindmyback.Peoplehavetheirownviews.Forme,thepurposeofmylifeisgreaterthanwhattheperceptionaboutmeis.’ThesewereprofoundinsightsthatChanakyagavehisdearfriend.‘Thepurposeofyourlife?’Thefriendwasstunned,andwantedtoknowwhat

‘Thepurposeofyourlife?’Thefriendwasstunned,andwantedtoknowwhatwasinsideChanakya’smind.‘Yes,IamclearonthepurposeforwhichIwasborn.Nothingcandistractme

fromachievingmygoal.IamfocusedanddeterminedtoachievethatbeforeIleavethisplanet.So,toattainthat,whateverisrequired,Iwilldoit.Nomeansisrightorwrongforme.Finally,Iwillaccomplishit.’SeeingthefireinChanakya’seyes,thefriendsasked,‘CanIknowwhatthe

goalis?’WithadeepbreathChanakyasaid,‘Nation-building.’Hecontinuedto

explain.‘Weareallborninagreatplace—Bharat.Ourancestorsweregreatmenandwomenofwisdomandrealization.Oursisaspiritualculture.Ithelpsmantoachievetheultimate—therealizationofGod.Ourrishis,munis,sadhusandsanyasisgavetheworldinvaluablegiftslikemeditation,yogaandAyurveda.Wehavemadeallknowledgeavailabletotheworldwithoutanypersonalinterests.Thisistheplacewhereevengodsfeelluckytohavetakenbirth.But...’Therewasapausefilledwithafeelingofsadness.Hecontinued,‘Thereareafewpeopleinourcountrywhoarecriminals.

Unfortunately,thesefewpeopleinourgenerationalsohappentobekingsandleaders.Oncesocietyisledbycriminalsandselfishpeople,thereisnohappinessamongthesubjects.Thereisonlyfrustrationandhopelessness...’Andthenremindinghisfriend,Chanakyasaid,‘Iwasborntoagreatteacher

ofrajaniti,RishiChanak—myfather.Youknewhimverywell.Hewasagreatmanandadvisedthekingsongoodgovernanceandleadership.Unfortunately,hehadtopayaprice—hislifeitself...Idecidedtotakeupwhatmyfatherhadleftincomplete.SowhenIadvisedthekingsbasedonourscriptures,Irealizedthattheydidnotcareforanything.Therewasonlyselfishnessintheirapproach.Corruptionwaseverywhereandtherewasnowaytoguidethem.’Thenherevealedhisstrategy:‘SoIdecidedtocreateanewking.Anew

leader,Chandragupta,whowouldfollowthewayofdharma.Andallthosewhocameintheway,Ieliminatedthemusingkutaniti.Sometimesforthesakeoftheprotectionofthegood,theevilhastobeeliminated.’HisfriendwasawarethattherewasasoftersidetoChanakyathathardly

anyoneknewof.HeonlyhadrespectforChanakya.Chanakya’sconcernforthewelfareofallbeingsisreflectedthroughoutthe

Arthashastra.Wewillcoverfiveaspectsthatshowsusthesoftersideof

Chanakya:

1. Relationsmatter2. Takingcareofoldpeople3. Women’sempowerment4. Respectforteachers5. Lettinggooftheenemy

Onemustnotethathisconcernwasforallbeings,notjusthumans.Itincludedplants,theanimalkingdomaswellasthewaterbodiesandthemineralworld.Theheartofapersonwhohasachievedrealizationislargeenoughtoaccommodatethewholeworld.

1.RelationsMatter

Humanbeingshaveasenseofbelongingtoafamilyandtosociety.Wehumanbeingsliveinaninterdependentsociety.Werequireeachother.

Withoutthesupportofeachother,wecannotachieveanything.Thewalkmaybelonely,butifyouhaveacompanion,youwillenjoythejourneymuchmore.GreatpeoplelikeChanakyaknewthis.Theyknewthatevenattheindividual

leveloratthenationallevel,relationsmatterthemost.Therefore,intheArthashastra‘foreignrelations’isgivenimportance.Pleasenotethereisabigdifferencebetween‘foreignpolicy’and‘foreign

relations’.Eventhoughthetwoareinterconnected,theyaredifferent.Apersoncanhaveagoodforeignpolicy,butwithoutgoodforeignrelations,thereisnowayhecanimplementthatpolicy.IndiagettingtheUnitedNationstodeclare21JuneastheInternationalYoga

Daywasamasterstrokeinforeignpolicy.ItwaspossibleonlyduetotheforeignrelationsIndiahasbuiltovertheyears.Thus,foreignrelationsbecomeagame-changingstrategytowardssuccess.

Therefore,buildingrelationswascriticalforChanakya.Headdsthatrelationswithinsidersarejustasimportantasrelationswith

outsiders.Chanakyaisthinkingcontinuouslyaboutthekindofpeoplehewillhavetodealwith,whilefacingdifferenttypesofenemies.Havingasetofgoodfriendsandsupportersonyoursideisdefinitelyanadvantage.SoChanakyasuggests:

SoChanakyasuggests:Heshouldestablishcontactswithforestchieftains,frontier-chiefsandchiefofficialsinthecitiesandthecountryside.(1.16.7)

Leadersassociatewithotherleaders.Akingmaybenumberoneinhiskingdom.Butheshouldbeawarethattherearemanyotherswhoaremini-kingsinhiskingdom.Onlyiftheysupportthemainkingwillheremaininpower.Whatkindofleadershiprelationsshouldthekingthenmaintain?

Heshouldestablishcontacts:Relationshavetobebuilt;theydonotjusthappen.Alotofeffortgoesintobuildingandmaintainingarelationship.Justbecausetwopeoplearetogetherdoesnotmeantheyhaveagoodrelationship.Andjustbecausetwopeopleareseparatedbydistancedoesnotmeantheydonothavegoodrelations.Thedistancebetweenheartsismoreimportantthanphysicaldistance.Andintoday’sworld,technologycanhelpusbuildrelations.Chanakyasuggeststhattheleadershouldbeproactive.Heorshemusttake

activestepstobuildarelationship.Contactshavetobemaintainedonaregularbasis.Oneofthekeydutiesoftheadministrationistomaintaingoodpublicrelations.

Withforestchieftains:Theforestisusuallyfarawayfromthecapitalcity,whichiswherethekingstays.Thekingwillneverhaveadirectcontrolovertheforest.Theforestsarecontrolledbytheforestchiefs.Thetriballeadersandcommunityleaders—allofthemcontrolandleadtheirowngroups.Theseforestchiefsarethedecision-makersintheirrespectiveregions.Theyaretheoneswhowouldunderstandthelandanditsvariousproductions.Beittheforestproduce,theminerals,thewaterbodiesorthefloraandfauna—everythingisunderstoodbythem.Thepeopledwellingintheforestswilllistentotheforestchiefsonly,notthe

kingsittinginthecapital.Chanakyaunderstoodthis;therefore,hetriedtohavefriendlyrelationswiththeforestchiefs.Whenthekinghastoaccomplishanythingintheforest,theseleaderswillaidhim.Listentotheforestchiefsandtheywillshowyouthepathtosuccess.

Frontier-chiefs:Thefrontiersofakingdomareimportantplaces.Thesefrontiersaretheborderstatesorvillages.Theydefinetheboundariesofthekingdom.

Theymightshareborderswithaneighbouringkingdomtoo.Andthatneighbourcouldbeanenemy.Manyactivitieshappenintheseborderareas—trade,exchangeofgoodsand

evenimportandexports.Someofthemmightevenbeillegal.Thesmugglingofgoodshappensatthefrontier,nottomentioninfiltrationbyrefugees.Chanakyaknewthatmaintaininggoodrelationswithfrontierchiefsis

essentialforkeepingbordersecurityinplace.Thesefrontierchiefsareveryvulnerablealso.Theenemykingsmighttrytoofferthembribesandevenpositionsofpower.Sowinningthemovermeansprotectingtheentirekingdom.Somefrontiersincludethesea,mountains,desertsandevenforests.Even

today,peopleintheseregionsarerecruitedbythearmedforcesforprotectionofthenation.OrganizationsliketheBorderSecurityForce(BSF)areexamplesofthis.

Chiefofficialsinthecities:Thegovernmentisrunbythestatemachinery.Andthemachineryisrunbytheofficersofthegovernment.InmodernIndia,thesearethecivilserviceofficers—theIndianAdministrativeServices(IAS)andtheIndianPoliceService(IPS)officers.Chanakyasuggeststhatoneshouldmaintainrelationswiththeseofficers.

Usually,theseseniorofficerscontroltheirjuniorofficersandadministrativestaff.Theseniorofficerssitinthecitiesorthestatecapital.Thesepeopleareverywellinformed.Theyknowaboutthesystemandthe

completeworkingsofthekingdom.Insteadofjustconsideringthemasservantsoftheking,thekingshouldmaintainrelationswiththem.Informalandinformaldiscussionswiththem,thekingwilllearnaboutthehappeningsinthekingdom.Thegovernmentofficialsaretheearsandeyesoftheking.Andalsoitshandsandlegs.

Chiefofficialsofthecountryside:Liketheofficersinthecity,thegovernmentofficialsinthevillagesorthecountrysideareanothergroupofimportantpeople.Theyaretheoneswhorunthegovernmentmachineryintheruralareas.MahatmaGandhioncesaid,‘Indialivesinvillages.’Thestatementistrueeveninthemoderndays.Thevillageswiththeir

panchayatirajsystemarethebackboneofIndia.Wehavenearlysixlakhvillagesinthiscountry.Themajorityofthepopulationstilllivesinruralareas,sogoodgovernancehastogodowntothevillagesaswell.

sogoodgovernancehastogodowntothevillagesaswell.Tillthelastmaninthelastvillageishappy,theworkofthegovernmentisnot

done.SohowdoesChanakyaensuresuccessintheruralregions?Throughthechiefofficialsinthecountryside.Theseofficialsunderstandthevillageculture,traditionaswellastheirnativelanguages.TheBritishhadusedthispolicywhilerulingoverIndia.Theymadethenative

peopletheofficersintheadministrativesystemandthroughthemtheyruledalloverIndia.

2.TakingCareofOldPeople

Oldpeople—aretheyassetsorliabilities?Ifwelookpurelyfromaneconomicstandpoint,theymayprovetobea

financialburden,especiallyiftherearenosavingsorretirementplansinplace.ButChanakyaandhiseconomicmodelsaredifferent.Hewouldputtheold

peopleontheassetsideofthenation.Eventhoughtheymaynotbebringinginincome,theyhaveinvaluablewisdom.Theirknowledgeandexperiencecancreatewonders.Therearemanyinstanceswhereretiredpeoplehaveprovenmorevaluable

thanyoung,energeticpeople,eveninthestrictesteconomicsense.Ashipwasoncedockedataforeignport.Afterunloadingthegoods,theship

wassupposedtoleave.Butduetoatechnicalproblem,theshipcouldnotstart.Theengineersdidtheirbest,buttheycouldnotfigureoutwhattheissuewas.Keepingtheshipatthesamedockwasacostlyaffair.Thecrewfinally

decidedtocallanengineerfromtheirownland,wheretheshiphadoriginatedfrom.Buttheyfiguredthatgettingtheengineertoreachtheshipwouldtakeaboutthreeorfourdays.Alocalpersonsuggestedcontactingaretiredengineerwhowasstayingclose

byandhadexperienceinsolvingsuchtechnicalissues.Thisretiredpersonwasimmediatelycalledtoresolvetheproblem.Withinashortperiodoftime,hefiguredouttheissueandquicklyfixedit.Theshipwasupandrunningandlefttheshoressoonafter.Hadtheywaitedfortheforeignengineertocome,theircostwouldhavegone

upfurther.Nowtheproblemgotresolvedinnotime,plusthelocalengineerdidnotchargeanythingatall.Thisisjustoneexampleofretiredpeoplenotjust

beingcost-effectivebutalsobeingundervalued.Weseethemasaliability,whileinrealitytheyareanasset.TherearemanyrulesandregulationsthatChanakyamakesfornotjust

protectingtheoldpeoplebutalsogivingthemspecialprivileges.Intherulesformedbythedepartmentofshipping,Chanakyagivesthem

specialstatustoo.Brahmins,wanderingmonks,children,oldpersons,sickpersons,carriersofroyaledictsandpregnantwomenshouldcrosswithasealedpassfromthecontrollerofshipping.(2.28.18)

Intheabovesutrawefindthatthecontrollerofshippinggivestheoldpeopleandtheothersmentionedapassthatwillallowthemtousetheservicesfreeofcost.Thisisalmostliketheseniorcitizenscardthatisbeingissuedbythe

government.Theseseniorcitizenscanusethecardatvariousplacestogetspecialprivilegesanddiscounts.Thisshowsthatsocietyreallyappreciatesthemandcaresforthem.Today,inmostpublicplacesandfacilitiesliketransport,thereareseats

reservedforseniorcitizens.Thereareevenspecialcoachesforthemtotravel.LetustakeanotherexampleofChanakyatakingcareofoldpeople.Thisisatotallydifferentdepartment—thedepartmentofcourtesans.The

superintendentofthecourtesans’department(ganikadhyaksha)wasalsosupposedtotakecareoftheoldwomenintheprofession.Chanakyahadmaderuleswheretheseniorladieswerenotjustprotectedbutalsogivenanelevatedstatus.Wecanseethisbeingindicatedinbooknumbertwo,chaptertwenty-seven,

sutranumberfour.Chanakyasays:Inconformitywithsuperiorityinpointofbeautyandornaments,heshould,withonethousandpanas,assignthelowest,middlemostorhighestturnforattendance,inordertoadddistinctiontoattendancewiththeparasol,thewaterjug,thefan,thepalanquin,theseatandthechariot.Incaseoflossofbeauty,heshouldappointherasthe‘mother’.(2.27.4)

Theworkofapersonalsodependsontheagegroupheorshebelongsto.Everypersonhasacertaincapacitytowork,whichisdependentonthebodyanditsagingprocess.Certainactivitiescanbedoneonlyatcertainage.Forexample,heavyphysicalworkbecomesimpossibletodoasweage.

heavyphysicalworkbecomesimpossibletodoasweage.SowhatdidChanakyadoforsuchpeopleinaprofession?Heallocatedthe

workaccordingtotheiragesaswell.Whenthecourtesanisyoungandbeautiful,sheisgivenadifferentsalary(thousandpanasinthiscase),andthen,accordingtotheworkdone,hegivesthemthemiddle,thelowestorthehighestsalary.Whathappenstothosewhohavebecomeoldandhavelosttheirbeauty?They

aremade‘mothers’.Intheworldofcourtesans,beautymattersthemost.Physicalappearanceisakeyfactorforsuccessinthetrade.Butastheyage,beautywillnaturallyfadeaway.Soshouldtheyberemovedfromthesystemandtheprofession?No,theyaresimplyelevatedintheprofession.Theyaregivenapromotion

instead.Theyaremade‘mothers’—meaningtheoverallwell-beingofthegroupis

nowtheirresponsibility.Plusweneedtonotethatthesemothercourtesansarealsopaidverywell.Thisisdignityforseniorcitizens.Whattheywantistobeacceptedbythepeoplearoundthem.Thebestwaytoshowthemvalueistogivethemanelevatedstatusintheprofession.The‘mother’isapersonwhowilltakecareofthewholefamily.Shewill

knowtherequirementofeachpersoninthefamily;shewillprovidethemwiththeirneeds.Plusthemotherwillkeepakeensupervisoryeyeoneachperson.Noonecanescapetheloveandthefearofthemother.

3.Women’sEmpowerment

AnotherareawhereweseethesoftersideofChanakya,apartfromtakingcareofoldpeople,iswomen’sempowerment.Todaywetalkaboutwomen’sempowermentandaboutgivingthemsocial

statusacrosstheglobe.Genderequalityisthemostcommonlydiscussedtopicevenbynationalleaders.Itisalsobecomingamatterofpolicytoappointwomeninvariouspositions.Companieshavestartedtakingwomenatleadershiplevelstomakesuretheywalktheirtalk.ForChanakya,women’sempowermentwasakeyfactorforsocialand

nationaldevelopment.Hewouldconsiderwomen’sempowermentfromvariousaspects,rightfromsocialstatustoeconomicempowermenttoeducatingthem.Theoverallpersonalitydevelopmentofwomenwasconsideredveryimportant.

ThroughouttheArthashastra,weseethisbeingdoneinmanyplaces.Frommakingthemapartoftheespionagesystem,andrespectingfemalemonks,togivingrightsandprivilegestocourtesansandalsolegallyempoweringthem,wefindthatChanakyatreatedwomenwithdignityandgavethemrespectablepositionseverywhere.IntheadministrationfoundintheArthashastrawefindaninteresting

governmentdepartmentthatfocusedonwomen’sdevelopment.Itdealtbothwithsocialandeconomicaspects.Thiswasthetextileindustry.Theministers,thegovernmentofficialsaswellasthesuperintendent-in-chargemadethetextileindustryverywomen-friendly,LetuslookatsomekeyaspectsfromthispartoftheArthashastra—booktwo,

chaptertwenty-three,sectionfortyiscalled‘TheSuperintendentofYarnsandTextiles’.Thewholetextileindustryconsistedoffemaleemployees.Eveninthemodern

days,womenconstitutemorethan80percentoftheworkforceofthetextileindustry.Thepoliciesanddecisions,therefore,havetobemadekeepingthewomeninthecentre.Chanakyastartsfirstbyrecruitingwomenfromvarioussectorsofthesociety.Hesays:Heshouldgetyarnspunoutofwood,bark-fibres,cotton,silk-cotton,hempandflax,throughwidows,crippledwomen,maidens,womenwhohavelefttheirhomesandwomenpayingofftheirfinesbypersonallabour,throughmothersofcourtesans,througholdfemaleservantsofthekingandthroughfemaleservantsoftempleswhoseservicesofthegodshaveceased.(2.23.2)

Whatkindsofwomenareemployedinthetextileindustryisgivenabove.Letusseeafewofthemindetail.

Widows:Thewidowsweretobegiveneconomicempowerment.Menwouldbetheprimarybreadwinnersofthefamily.Oncethehusbanddies,therehastobeaneconomicsupportsystem.Sothefirstpreferenceofemploymentisgiventowidows.Theywill,inturn,usethemoneyearnedtotakecareoftheirfamily.

Crippledwomen:Theworstformofbeingcrippledisnotphysicalbutmental.Eventhoughtheladymaybecrippled,ifsheisskilledinsomecraft,shecanmakealiving.Sheneednotbedependentonsomeoneelse.Chanakyawouldidentifysuchladiesandgivethemskill-developmenttraining.

Notethatsuchladieswhocouldnotcometothefactoryhadtheoptionofworkingfromhome.Thecottonandtherawmaterialwouldreachthemathomeandtheywouldmaketheproductintheirhousesitself.

Womenwhohavelefttheirhomes:Forvariousreasons,younggirlsandwomenleavehomesandlandupincitiesandotherplaces.Say,ayounggirlinlovewithaboyrunsawayfromherfamilytogetmarriedtohim.Latersherealizesthattheboywasafraud;shedoesnotknowwhattodo.Neithercanshegobacktoherhouse,norcanshestayonherowninthatnewplace.Forsuchpeople,Chanakyamadearrangementsforsocialsecurity.Hegave

thememploymentandempoweredthem.

Oldfemaleservantsofkings:Kingshadmanyservants.Thisincludedfemaleservantstoo.Afterapoint,theyhavetoretire.Likeanyjob,thereisadateofretirement,whenyouleaveyourseatandgiveaplaceforthenextgenerationtotakeover.Butsomeretiredpeoplemaystillrequirefinancialassistance.Maybethereisnootherearningmemberintheirfamily.Or,theirchildrenmaynotbecapableofearning.Ortheremaynotbeenoughsavingstotakecareofthemselvesinoldage.Therefore,anemploymentguaranteeisgiventosucholdservantsoftheking.

Oldfemaleservantsoftemples:Templeswereanotherspacewherewomenwereemployed.Indiahasseenafulleraof‘templeeconomy’.Itwasarobustsystemwheremanyspiritualandeconomicactivitiesusedtotakeplace.Theladiesalsousedtobepartoftheworkforceintemples.Again,whenthetimeforretirementcame,theyweregivenalternativeemploymentinthetextileindustry.

Sexualharassmentattheworkplace:Chanakyahadadeepunderstandingofsociety.Hewasawarethatiftherewerefemaleworkersandthoseinchargeattheworkplaceweremen,therewasagreaterchanceofsexualharassment.Hehadmademanystrictlawstopreventsuchharassment.Womenhaveasixthsense.Theycanperceivetheintentionsbehindeachlook

andtouchoftheirmalecolleagues.Ifasuperiormadeadvances,thereweresystemstomakedirectcomplaintstohigherauthorities.Verystrictactionwouldbetakenagainsttheoffender,includingimmediateremovalfromhisjob.Inextremecases,capitalpunishmentwouldbeconsidered.

extremecases,capitalpunishmentwouldbeconsidered.

Thus,insidethemindofChanakya,weonlyseerespectandthewishtoensuredignityforwomen.Hiswasamindthatbelievedthatgodsresideinplaceswherewomenarerespected.

4.RespectforTeachers

Therearedifferenttypesofteachersandtherearedifferenttypesofstudents.Chanakyawasararecombinationofanexcellentteacherandanexcellentstudent.Therefore,allhisstudentsrespectedhim.Chanakyarespectedallhisteachers

aswell.RightfromthebeginningoftheArthashastratilltheendofthebook,wefindChanakyaadmiringhisteachers—thosewhotaughtthesubjectoftheArthashastrabeforehim.TheinterestingpartisthatChanakyadoesnotnecessarilyagreewithallhis

teachers.Butherespectsthem.Therearedifferencesofopinionsandviews.Yet,thereisreverenceforthem.Onedoesnothavetonecessarilyagreewithsomeonetorespectthem.Differenceofopinionisastrengthratherthanaweakness.LetuslookatafewsutrasthatthrowlightuponthisaspectofChanakya,

takingintoconsiderationdifferentviewsbyotheracharyas.Kautilya’sArthashastraopenswiththefollowingprayerstohisteachers:Om.NamahSukraAbhyam

Om.SalutationstoShukraandBrihaspati

Inourtradition,teachersarerespectedthemost.Andwebelieveintheguru–shishyaparampara,whereeverystudentbecomesateacher,andeveryteacherissomeone’sstudent.Thisistheknowledgetraditionthatwefollow.Intheaboveprayer,wefindsalutationsbeingofferedtotwogreatteachers,

ShukraandBrihaspati.Shukra—theguruofthedemonsortherakshasas.Heguidedhisstudentsin

warfareandalsotaughtthemhowtorunakingdomeffectively.Brihaspati—theguruofthegodsorthedevtas.Hewasamasterstrategist

himselfwhotaughtrajanititohisstudents.Aninterestingaspecttonoteisthatbothwouldgiveopposingviewstotheir

Aninterestingaspecttonoteisthatbothwouldgiveopposingviewstotheirstudentsastheirstudentswerefromoppositecamps.Sotherewillbemultipleandcontradictorystrategiesproposedtoachievevictoryinwar.Chanakyawouldcomeupwithadifferentstrategyalltogether.Insteadof

supportingoneside,itisalwaysbettertolearnfrombothsides.Agoodstudentdoesnottakesides,nordoesheorshecomparetwoteachers.Eachteacherhashisorherownstyleandmethodofteaching.Theymayevenhavedifferenttheoriesandvaluesystemsaswell.Butwhygetintoadebateaboutwhoisrightandwhoiswrong?Itisbesttolearnfromall.Chanakyafurthercontinues:ThissingletreatiseontheScienceofPoliticshasbeenpreparedmostlybybringingtogethertheteachingsofasmanytreatisesontheScienceofPoliticsashavebeencomposedbyancientteachersfortheacquisitionandprotectionoftheearth.(1.1.1)

HowChanakyawrotehisownArthashastrahasbeendescribedinthissutra.Hesaysthatthissingletreatisewaspreparedbybringingtogethertheteachingsofvariousgurus.ChanakyastudiedthepreviousteachersoftheArthashastra.Thisindicates

thatKautilya’sArthashastraisnotthefirstortheonlyArthashastra—thereweremanybeforehis.Chanakyahadstudiedmanyexpertsinthescienceofpolitics.Kautilya’s

Arthashastramentionsfourteensuchteacherswhoweremastersinthefieldofpoliticalthought.ChanakyaalsoinformsusaboutthereasonforwritinghisownArthashastra.

Itwasmeantfortheacquisitionandprotectionoftheearth.Theobjectivewasclearfromtheverybeginning—meaning,hewantedtoconquerthewholeworld,notbykilling,butthroughvariousotherstrategies.Similarly,inanysubject,agoodstudentshouldlearnfrommultipleteachers

andalsorespectthedifferenceofopinion.Fromthatwillcomeknowledgeandwisdom.Andthroughtheexperiencesandtheoriesofotherteachers,onecanbuildatheoryoneself.TheArthashastrabyChanakyaisanexample.LetusseeafewincidentsinthelifeofChanakyawherehemadesurethathe

wasawinner,yethadasoftcornerfortheenemyaswell.

5.LettingGooftheEnemy

Alexanderwasaruthlessconqueror.Hewantedtowinoverthewholeworld.He

Alexanderwasaruthlessconqueror.Hewantedtowinoverthewholeworld.HehadcomefromGreece,wherehisteacherwasthegreatphilosopherAristotle.WhenAlexanderleftonhismission,histeacherhadtoldhimtobringback

fromIndiasomethinghewouldnotgetanywhereelse—spirituality.So,AlexanderknewthatIndiawasnotrichjustontheoutsidebutalsoontheinside.WhenhereachedthefrontiersofIndia,hewasdefeatedbyChanakyaandhis

strategies.Thiscameasashockforthekingwhohadneverbeforelostabattle.Hisarmywasdemoralizedand,unabletofacetheunfamiliarIndianconditions,Alexanderhadtoturnback.TheinterestingpartisthatChanakyahadthefullpowernotonlytodefeat

Alexanderbutalsotokillhim.Buthechosetoavoidit.Afterall,Chanakya’sobjectivewasvictory,notthedeathofhisenemy.OnhiswaybacktoGreece,Alexanderdied.However,twothingswere

alwaysonChanakya’smind:First,evenifAlexanderwasdead,hisarmycouldcomebacktoattackagain.Second,AlexandercamefromGreece,anothergreatcivilizationofthattime.Chanakyadidnotwanttomissoutonanopportunitytolearnfromthem.So,hetriedtocomeupwithastrategytosolvebothmatterssimultaneously.ThegeneralofAlexander’sarmywasSeleucus.Chanakyagothisstudentand

kingChandraguptamarriedtoSeleucus’sdaughter,Helen.Bydoingthis,heachievedtheresultshewanted.Theenemywouldnowneverthinkofanotherattack.Afterall,thequeenwasoneofthem.Next,Chanakyaknewthatwhenaladymarriesintoahouse,shebringsnot

justherselfbutalsoherculturealong.Shecantransformherhusband’shousewiththisknowledge.AndsoweseethatChanakyahadasoftspotfortheGreeks.Hedidnotwant

tokilltheenemy,buttheenmityitself.HeusedthesameprinciplewhiledefeatingDhanananda,thelastkingofthe

Nandadynasty.Dhananandawasatyrant.HehadevenkilledChanakya’sfather,whousedtoadvisehimongoodgovernance.Unfortunately,Dhananandashowednosignsofreforming.Chanakyachangedtack,andwiththehelpofhisstudents,ledby

Chandragupta,defeatedDhanananda.Chanakyacouldhaveeasilykilledhim.But,likehedidwithAlexander,helefthimalive.Dhananandawasexiledtotheforest.Therewas,however,adifference.

forest.Therewas,however,adifference.WhileAlexanderdiedanaturaldeath,Dhananandawasstillalive.Therewas

agoodchancethathewouldcomebackandattack.Itwouldnothavebeendifficultfortheoustedkingtogathersupportinhiskingdom.ApersonaskedChanakya,‘Acharya,youhaveletDhananandago;whatifhe

comesbacktodestroyus?’Withacrookedsmile,Chanakyaanswered,‘Oneshouldlettheenemygoin

suchawaythathenevercomesback.’Andafterapause,hecontinued,‘Butnevertrusttheenemy.Forgivebutdonotforget.Myspiesarekeepinganeyeonhimevenintheforest.EverythingthatDhananandadoesisundermycontrol.’ThiswasanothersideofChanakya:soft-heartedandfocusedatthesametime.

This,also,isaanvikshiki.

7Chanakya’sThoughtsonManagement

WehavebeendiscussingandlearningaboutthevariouskindsofthoughtsthatwentinsidethemindofChanakya.Butinthischapter,weshalltrytotakeadifferentapproach.Wewillstartbyimagininghiminthepresentgeneration.Whatifthefourth-century-BCChanakyaweretocometothetwenty-first

century?Whatwouldhedo?Wouldhetrytochangenationsthewayhedidbefore?Wouldhetryandmanagetheeconomicsofthestateverydifferentlythanwhathedidinhisgeneration?Wouldhehandlepeopledifferently?Wouldhisadvicebedifferenttothe

currentgeneration?WouldhestillwanttocreateakinglikeChandraguptaMaurya?Wouldtheleadershipeducationthathemightgivetoleaderschangeinanymanner?Wouldtechnologyplayamajorpartinhissystems?Wouldsatellitesreplace

hisinformation-gatheringmechanisms?Howwouldhelookatdemocracyasamethodofelectionoveramonarchicalsystem?Howwouldtradebedifferentbetweeninterconnectednations?Wouldspeed

oftravelandcommunicationmakeanydifferenceinhisapproachwhiledealingwithhumanrelationships?Therecouldbemanysuchquestionstothinkabout.Inalltheformatsofgovernance,hewouldsurelyseeonemorestriking

difference—inthewaywealthisbeingcreatedinthisgeneration.Itisgettingmoreorganizedandsystematic.Today,companiesarewealthcreators.Thetaxstructureshavechanged.Itisnowallaboutcorporateculture.Thekingshavebecomebusinessfamilies.Thus,inthepresentday,Chanakyawouldhavetolookinto‘corporate

Thus,inthepresentday,Chanakyawouldhavetolookinto‘corporatemanagementtheories’andbecomewhatcouldbecalledtheCorporateChanakya.Inthecurrentcorporateandmanagementscenario,wefindalackofbusiness

ethics.Thebasicframeworkofcorporategovernancethatmoderncorporationshavedesignedremainsconfinedtopaper.There’shardlyanypracticalapplication.Andthisisaseriousissue,especiallybecausethecorporatesaretheprimemoversinsociety.Solet’sdelvedeepintothephilosophyoftheworld’sfirstmanagementguru,Chanakya.

Chanakya’sResearchMethodology

Managementisnowconsideredascience.Thereisalotofresearchtakingplaceinthefieldofmanagement.SohowwouldChanakyahavegoneaboutwithhismanagementresearch?Hewouldstudythebookswrittenbymanagementexperts—inthesamevein

thathereferredtoguruslikeShukraandBrihaspatiwhilewritingtheArthashastra.Hewouldmakenotesandcomparethedifferenttheoriesofmanagementscientists.Criticallyandwithduerespect,hewouldevaluatethesetheories.Onlythenwouldhearriveathis‘owntruth’anddotherightandthenecessary.HewouldthenbringoutanupdatededitionoftheArthashastraforthis

generation.Anditwoulddealwithboththeconceptualandapplicationlevels.Hewouldalsoconductapeerreviewofhisfindings,therebyassertingthathis

theoriesarenotafigmentoftheimagination,butrootedinthescienceofmanagement.Also,hewouldconsulttheentiregamutofleadership—political,military,bureaucraticandcorporate.Thisisafoolproofwayoftestinganewtheory.Today,oneofthechallengesinIndiaisthejudicialsystem.Itcriesoutfora

lotofmanagementapplicationssincejusticedelayedisjusticedenied.Theentireprocessofarrivingatagoodandsoundjudgementistime-consumingandsometimes,evenafairtrialismissing.Chanakya,clearly,wouldsolvethecrisisthatourjudicialsystemisfacingand

ensurethatnoculpritgoesunpunished.

Thefieldofmanagement,asthatofrajaniti(politics),includesallfields.Acorporateleaderorapoliticianshouldbeequippedwithall-roundknowledge.Sheorheshouldbewellversedinallthedisciplines.NowletustakealookatalltheareasthatKautilyacoveredinhisArthashastra.

Kautilya’sArthashastra

WefindtherootsoftheArthashastraintheRigVeda.TheArthashastradealsprimarilywitheconomics,politics(statecraft)andpunishment(dandaniti).Itisatreatisebasedonpurelogic.TheArthashastracontains6000sutras,fifteenbooks,150chaptersand180

sections.Thefifteenbookscanbeclassifiedthus:bookoneisonthefundamentalsofmanagement;booktwodealswitheconomics;booksthree,fourandfiveareonlaw;bookssix,sevenandeightdescribeforeignpolicies;booksninetofourteenconcernsubjectsofwar;andthefifteenthbookdealswiththemethodologyanddevicesusedinwritingtheArthashastra.However,italsoneedstobestatedthatthesearegeneralclassifications.We

canlearnofareascoveredinonebookfromotherbookstoo.Forexample,wecanlearnaboutthefundamentalsofmanagementfromnotonlybookonebutalsofrombookstwo,eightandten.Also,variousspecializedsciencesaredescribedintheArthashastra,including

gemmology,Ayurvedaandarchitecture.Andinthisprocess,wegetaninsider’sviewintothemastermindofKautilya.AnotherinterestingrevelationisthatKautilya’sArthashastraisnotthefirstof

itskind.Fromanumberofquotationsandreferencesinlaterworks,wecometoknowthattherewereatleastfourdistinctschoolsandthirteenindividualteachersoftheArthashastrabeforeKautilya.Throughouthiswork,hereferstovariousacharyas,whichincludeBharadvaja,Visalaksa,Parasara,PisunaandKaunapadanta.ItmayhavetodowiththepracticalityofKautilya’sArthashastrathatothersuchworksgotlostwiththepassageoftime.Theveryreasonthatthisbookhascomedowntoourgenerationafternearly

2400yearsshowsusthathehadreallyfine-tunedeachconcept.That’sthefarsightednessofKautilyawhodelvedintohumanpsychologythatneverchangeswithtime.

Kautilyawrotethislandmarktreatiseforhisdiscipleking,ChandraguptaMaurya.Inthischapter,weshalllimitourselvestothemanagementaspectsdelineatedintheArthashastra.

AllaboutManagement

Bookone,titledVinayadhikarikam(‘ConcerningtheTopicofTraining’),dealswithtraining,andlaysoutthefundamentalsofmanagement.Ithas500sutrasspreadovertwenty-onechaptersandeighteensections.Thebookstartsbydefiningtheareasthataregoingtobecovered.ThisisdonebygivingabasicstructureoftheArthashastra,startingwiththeenumerationofthesectionsandbooksasalsothesciences(chaptersonetofour).Asforthatmostimportantaspectoftraining,unlikethecurrentwayof

learninginabusinessschool,Kautilyabelievedintheguru–shishyaparampara.Hence,chapterfiveistitled‘AssociationwithElders’.It’sveryimportantforustounderstandatthispointthatanyknowledgethatweneedtogatheroughtnottobemerelytheory-based.Theemphasishastobeonpracticalityandmentorship.Chanakyahasalsobeengenerallycriticizedbymanywhohavecomparedhim

toMachiavelli,theauthorofThePrince,whichcontainsmethodsthatcouldseemadharmicorunrighteous.However,thiscomparisonmaynotbejustified,asKautilyaputsalotofstressonself-controlandonthepropermethodsofwinningovertheenemy.Chaptersix,titled‘ControlovertheSenses’,bringsoutatotallydifferentaspectofKautilya,whichmanycurrentinterpretationsoftheworkgenerallymiss.Inthischapter,heelaboratesthroughtwelvesutrastheimportanceofcontroloverthesenses;thatis,howtogiveupkama(lust),krodha(anger),lobha(greed),mana(pride),mada(arrogance)andharsha(foolhardiness).Hegivesvariousexamplesofkingswhoperished,havingoverindulgedthesenses.Finally,inthetwelfthsutra,heconcludesbyquotingKingJamdagnyaandAmarisa,twokingswhoenjoyedtheearthforalongtime,havingcontrolledtheirsenses.Therefore,thefirstteachingofKautilyaurgesyou‘toconquertheinternalenemiesbeforeyouconquertheexternalenemies’.Allmanagementstartswithself-management,saysChanakya.Thisideaisfurtherdiscussedinchapterseven,withsectionthreecoveringthe

topicofthe‘SageKing’.Thekingwieldscontrolbyweedingoutthesix

topicofthe‘SageKing’.Thekingwieldscontrolbyweedingoutthesixenemiesofthesenses;hecultivateshisintellectbyassociationwithelders;keepsawatchfuleyebymeansofspies;bringsaboutsecurityandwell-beingby(energetic)activity;maintainstheobservanceofspecialdutiesbythesubjectsbycarryingouthisownduties;acquiresdisciplinebyreceivinginstructioninthesciences;attainspopularitybyknowingwhatisofmaterialadvantage;andmaintainsproperbehaviourbydoingwhatisbeneficial.(1.7.1)HerewecometonotethatforKautilya,the‘SageKing’istheideal.Hehas

clearlysetinfrontofuswhatisexpectedoutofanidealkingbydescribinghimintheverybeginningitself.Amongthethreepurusharthasofdharma,arthaandkama,Kautilyagivestop

prioritytoartha.‘Materialwell-beingaloneissupreme,’hesays,forspiritualgoodandsensualpleasuresdependonmaterialwell-being(1.7.6–7).ThismakesKautilyadifferentfromverymanyotherthinkers.ThatiswhythebookisrightlynamedtheArthashastra.Thismayseemabitconfusingtothenovices,especiallythosewithareligiousbackground.Hence,Kautilya’sArthashastraisaddressedtorulersinparticularandnottothecommonman.ThisisnotadharmashastrabutanArthashastra.Kautilyasaystheprimary

responsibilityofakingistomaintainthematerialandphysicalwell-beingofhissubjects.Havingastrongmaterialfoundation(artha)willrenderkamaanddharmaeasytoachieve.Theappointmentofamatyas(personswhoareclosetotheking)isthenext

importantaspectofmanagement,saysChanakya(1.8).Thisisfollowedbytheappointmentofthemantriandthepurohit,thatis,ministerandchaplain.Thedutiesofallthreearetoadvisethekingonvariousmattersandbewithhimthroughthickandthin.Hence,theirselectionprocessiscarefullyconsidered.Thisisdonebyascertainmentoftheirintegritybymeansofsecrettests(1.10).Italsosuggestsvarioustestsforensuringtheirfaithfulnesstotheking.Wecandirectlyrelatethistotoday’scorporateworldwheretheselectionand

appointmentofmanagersisacarefullyplannedprocess.Today,HRdepartmentsplayakeyroleintherecruitmentofablemanagers.Kautilyaproceedswiththecreationofanintelligencenetworkasthenextmanagementprocess.Theappointmentofpersonsinthesecretserviceandthecreationofanestablishmentofspiesareconsideredindetailinsectionseven.Hesuggeststherecruitmentofthefollowingcategoriesofpeopleinthesecretservice:sharppupil,theapostatemonk,thesupposedhouseholder,trader,ascetic,abraveheart,apoisongiverand

monk,thesupposedhouseholder,trader,ascetic,abraveheart,apoisongiverandabeggingnun(1.11.1).Healsolaysdowntherulesforthesecretservantsinsectioneight.Thesespiesandsecretagentsarethensettokeepawatchonthecitizens.Theyhavetomonitortheseducibleandthenon-seduciblepartiesintheirterritory(sectionnine).Thenthere’sadiscussiononhowtowinovertheseducibleandnon-seduciblepartiesintheenemyterritory(sectionten).Sectionelevendealswithcounsel.Akingisadvisednottotakeanydecision

withoutthehelpofconsultation.Andthisconsultationshouldbedoneinsecrecy(1.15.3).Theaffairsofakingarethreefold—namely.,directlyperceived,unperceivedandinferred(1.15.19).Therefore,heshouldsitincounselwiththosewhoarematureinintellect.‘Allundertakingsshouldbeprecededbyconsultation.Holdingaconsultationwithonlyone,hemaynotbeabletoreachadecisionindifficultmatters.Withmorecouncillorsitisdifficulttoreachdecisionsandmaintainsecrecy,’saysKautilya(1.15.2,35,40).Headvisesthatakingshoulddespisenone,shouldlistentotheopinionofeveryoneandshouldpayheedtoevenachild’swisecounsel(1.15.22).Sectiontwelvestatestherulesfortheenvoy;howheshouldpassonthe

messagetotheenemyandprotecthimselfwhileintheirterritory.Theleaderofanyorganization,saysKautilya,shouldbeabletomaintainhigh

standards:‘Ifthekingisenergetic,hissubjectswillbeequallyenergetic.Ifheisslack

(andlazyinperforminghisduties)thesubjectswillalsobelazy,[and]thereby,eatintohiswealth.Besides,alazykingwilleasilyfallintothehandsoftheenemies.Hencethekingshouldhimselfalwaysbeenergetic.’(1.19.1–5)Andinspirationaltoo.Thenhemovesontothetimemanagementprinciplesthatakingshould

follow(1.19.7–25).Heshouldbeabletomaintainanopen-doorpolicyandattendtoaffairsofholyplaces,hermitages,heretics,BrahminslearnedintheVedas,cattleandholyplaces,minors,theaged,thesick,thedistressedandthehelplessandwomen(1.19.26–29).Therootofmaterialwell-beingisactivity,saysChanakya,whiletheoppositebehaviourbringsmaterialdisaster;intheabsenceofactivity,thereiscertaindestructionofwhatisobtainedandofwhatisnotyetreceived.Activityensuresrichrewards(1.19.35–36).Havingestablishedthecharacteristicsofagoodking,booktwo,

Adhyakshaprachara(TheActivityofHeadsofDepartments),dealswith

economics.Consistingofthirty-sixchapters,itdescribesindetailallthatisrequiredfortheproperfunctioningofaneconomy.Someofthetopicspursuedare:settingupofrevenuecollection,records,accountsandauditoffices;startingofminesandfactories;settlementofthecountryside;constructionofforts;theappointmentandresponsibilitiesofvariousdepartmentalheads;andtheinspectionofofficers.Agriculture,cattle-rearingandtradeconstitutethemaineconomicactivities.Thebasictraitsofagoodeconomyare:acquisitionofthingsnotpossessed;thepreservationofthingspossessed;andtheincreaseofthingsownedandthebestowalofthemonaworthyrecipient.Onsuchfactorsdependtheorderlymaintenanceofworldlylife(1.4.1–4).Thenextthreebooks—three,fourandfive—dealwiththelegalaspectsof

runningakingdom.Theyinvolveissuesconcerningjudges,validandinvalidtransactions,filingoflaw-suits,non-paymentofdebtsandundertakingsinpartnerships.Thispartalsodealswithhowcriminalscanbebroughttobookandhowsecretagentsaretobeusedtodetectthem.Besides,itdwellsonkeepingawatchoverthecrimelevels,andalsoonmattersofpunishmentandinvestigation.Bookssix,sevenandeightcovertheareaofforeignpolicy.Theytalkabout

theimportanceofavibrantforeignpolicy,andspellsoutcategoriesofkings,suchastheneighbouringking,themiddleking,neutralking,allyking;andgoesontodiscusstheirstrategies.Thissectionisparticularlyusefulindealingwiththeeconomicmarketintoday’shighlycompetitiveworld.Thenwecometothetopicofwarinbooksninetofourteen.War,says

Kautilya,isalwaysthelastoption.However,whenitbecomesunavoidable,thepreparationofthearmybecomesessential;hegoesontofocusontherightmovesinthebattlefieldandwarfarestrategies—allofthiswithextraordinaryprecision.Towardstheend,wefindanastonishingrevelation.Insection176,Kautilya

dealswiththetopicof‘pacificationoftheconqueredterritory’.Hegivesduerespecttothecitizensoftheconqueredterritoryandurgesthattheybetreatedwithhonour.Aftergaininganewterritory,thekingoughttoblankouttheenemy’sfaultswithhisownvirtuesanddoublyso.Heshouldcarryoutwhatisagreeableandbeneficialtothesubjectsbydoinghisowndutyaslaiddown,grantingfavours,givingexemptions,presentinggiftsandmaintaininghonour.Andheshouldcausetheenemy’sseduciblepartytobefavouredaspromised;all

Andheshouldcausetheenemy’sseduciblepartytobefavouredaspromised;allthemoresoiftheyhadexertedthemselves.Healsolaysmuchinstorebytheking’sabilitytokeeppromises;ifthekingcan’tdoso,heisunworthyoftrust.Andhisbehaviourshouldbeakintothatofthesubjects.Hence,heshouldadoptasimilarcharacter,dress,languageandbehaviourasthesubjects.Heshouldfurthershowthesamedevotioninfestivalsinhonourofthedeitiesofthecountry,festivegatheringsandsportiveamusementsasdohissubjects(13.5.3–8).Heshouldcausethehonouringofalldeitiesandhermitages,andmakegrantsofland,moneyandexemptionstomendistinguishedinlearning,speechandpiety.Heshouldalsoorderthereleaseofprisonersandrenderhelptothedistressed,thehelplessandthediseased(13.5.11).Thefifteenthandlastbookdealswiththemethodologyusedinthe

Arthashastra.

ManagementFindingsfromChanakya

Kautilya’sArthashastraisabookofpurelogicanddoesnottakeintoaccountanyreligiousaspect.Itdealswiththevarioussubjectsdirectlyandwithrazor-likesharpness.Analysedcarefully,wefindthattherearemanyconceptsoftheArthashastrawhicharestillapplicableintoday’scorporateworld.Kautilyadealswithcertainprinciplesofmanagementthatareeternalanddonotchangewithtime.Managementisnotjustanacademicsubjectbuta‘mindset’thatiscarefullydevelopedbycontroloverthesenses,associationwithelders,propertrainingandguidance,andanoverallpurposeofthehighergoodofthesociety.Adeeperstudyofthebookwillopenoutnewareasunknowntothepresent-daygeneration.Now,let’slookintoonemoreaspectofmanagement:planning.Managementexpertssay,‘Ifyoufailtoplan,youplantofail.’SowewillseehowChanakyaplannedeverythingindetail.

TownPlanningandPublicAdministration

Theseprinciplesandstrategiesoftownplanningandadministrationwerestudied,appliedandpractisedbyrulersformanycenturies,includingbyChandraguptaMaurya,AshokaandShivaji.Herewewillthrowlightonafewareasoftownplanning,publicfacilitiesand

Herewewillthrowlightonafewareasoftownplanning,publicfacilitiesandmaintenanceoflawandorderasisapplicableintoday’sworld.Publicservicesmanagementisthecruxofgoodgovernance.ThecentralthemeofKautilya’sArthashastrais:‘Prajasukhesukhamraja,

prajachahitehitam...’(‘Inthehappinessofthesubjectsliesthebenefitofthekingandinwhatisbeneficialtothesubjectsishisownbenefit’).(1.19.34)Kautilyabelievedthatgoodgovernancecomesfromunderstandingthe

welfareofthecitizens.Kingsareadvisedtotakeintoconsiderationthisaspectbeforetheygetintoanydecision-makingprocess.Inthewell-beingofthecitizensandintheirhappinessliethebenefitandthehappinessoftheruler,advisesKautilya.BelowareafewareasthatmaybebeneficialtoNGOs,socialworkers,public

servantsanddecision-makers.

1.NewSettlements

Kautilyavisualizestheexpansionofthestateintonewsettlementsandmakesprovisionstohelpthepeoplesettleintheseplaces,whilealsofacilitatingfinancialsupport.Hesays:‘He[theking/ruler]shouldfavourthemwithgrains,cattleandmoney.Thesetheyshouldpaybackafterwardsattheirconvenience.’(2.1.13–14)

Applicationintoday’sscenario

Today,everytownisgettingovercrowdedduetorapidpopulationgrowth.Thegovernmentshouldmakepoliciesandstrategieseithertoencouragereversemigrationtovillagesorlookoutfornewlandwherethepopulationcanstay,ratherthangettingconcentratedinoneplace.Inordertoencouragethem,theyshouldbeprovidedwiththebasicrawmaterialsneededtostartnewindustries,whichshouldbegivenatlowinterestrates,taxbenefitsandeasyrepaymentschemes.

2.ProvisionofWater

Waterislife.Alllivingcreaturesdependonwater.Hencethesettlementofpeopleisdirectlyconnectedwiththeavailabilityofwater.HenceKautilyarecommends:‘Storagereservoirsaretobebuiltusingnaturalspringsorwater

recommends:‘Storagereservoirsaretobebuiltusingnaturalspringsorwaterbroughtfromelsewhere.’(2.1.20)

Applicationintoday’sscenario

Intoday’sscenario,thewastageofwatershouldbetotallyprevented.Schemeslikerain-waterharvestingandbuildingofpublicwaterreservoirsshouldbeimplemented.Especiallyintherainyseason,plansshouldbemadeatthelocalleveltostorewaterforthewholeyear.Thepublicshouldbemadeawareoftheneedforcontrollingwaterwastage.

3.BuildingRoads

Roadsarethelifelineofanynation.Buildingofroadsandconnectingthesametotheremotestcorner,asalsomaintainingtheirbeauty,areofprimeimportancetoKautilya:‘Thekingwasalsotohelppeoplevolunteeringtobuildreservoirsbygivingthemland,buildingroads,orbygivingthemgrantsoftimberandotherimplements.’(2.1.21)Thekingwasalsosupposedtodirectlyhelpthepeoplegetbetterroad

connectivitybyprovidingthemtherequiredrawmaterialsforthispurpose.

Applicationintoday’sscenario

Thegovernmentshouldgiveemphasisonbuildingandmaintaininggoodroads.Weseethatsuchpublicpropertyismisusedbyhawkersinabigway.Thelocalauthoritieshavetotakestrictactionagainstsuchpersons.Thepublictoohastopitchinforthispurpose,asChanakyawouldhaveit.

4.VoluntaryServices

Kautilyaspecificallystatesthatpeopleshouldobeytheordersofanyonewhocarriesoutanactivitythat’swelfare-oriented.Goodlocalleaderswhovoluntarilystartnewprojectsandinitiativeshavetobeencouraged.SaysKautilya:‘Theyshallobeytheordersofonewhoproposeswhatisbeneficialtoall.’(3.10.39)

Applicationintoday’sscenario

Youngstersshouldbeencouragedtotakeactiveinterestinthepreservationofpublicplacesandutilities.Theyshouldbetrainedandimpartedthenecessarypowerstotakecorrectiveactionsatthelocallevel.Moreandmorevolunteersshouldbecalledforwardtotakesuchinitiativesundertheguidanceofablelocalleaders.

5.ConsumerProtection

ConsumerprotectionisanotherareathatreceiveselaboratetreatmentfromKautilya.Hesaysthatpreventiveactionneedstobetakenagainstblackmarketing,adulterationandmanipulationofthemarket.Accordingtohim,‘Thekingshouldpreventthievesandthievessuchas

traders,artisans,actors,mendicants,jugglersandothersfromoppressingthecountry.’(4.1.65)Healsoprescribesfinesforcheatingtheconsumer.(4.1.28)

Applicationintoday’sscenario

Thereareallkindsofthievesandthieveryoperatinginthepresent-dayworld.Regularthieveswhoindulgeinrobbery;thendishonesttraders(whosellgoodsabovetheprescribedMRP),artisans(whooverchargecustomers),mendicants(whocheatthepublicinthenameofsuperstition)andgamblers.Allofthemshouldbestopped.Usually,thesekindsofpeoplehaveadirectorindirectconnectionwiththeenemiesofthecountry.So,inordertoprotectthecountry,strictactionshouldbetakenagainstthem.

6.CrisisManagement

CrisismanagementisanotherareathatKautilyaexcelledat,especiallyduringnaturalcalamities.Thesearesomeofthestepshesuggests:‘Distributionoffoodatconcessionalratestothepublic,seekingthehelpoffriendlykings,shiftingthepeopletotheneighbourhood,migration,andadditionalcultivationtocopewiththeemergency.’(4.3.17–20)

Applicationintoday’sscenario

Wheneveranynaturalcalamity(likefloodsorearthquakes)occurs,everyonehastoimmediatelygetintoaction.Supportfromtheneighbouringplacesshouldbesought.Ifnecessary,thepublicshouldbeshiftedtosaferenvirons.It’simperativethatthereliefworkiscarriedoutasquicklyaspossible.

7.CivicAmenitiesandCommonFacilities

AlotofemphasishasbeenlaidonprovidingandprotectingpublicamenitiesintheArthashastra.SaysKautilya:‘Shades,courtyards,latrines,fireplaces,placesforpoundinggrainandopenspacesaretobeusedascommonproperties.’(3.8.28)

Applicationintoday’sscenario

Thecommonpublicneedstobeprovidedwithpublicamenitiesandfacilitieslikeshades,naturalsurroundings,latrines,warmplacesandopenareaslikeplaygroundandgardensinordertohavebetterhealthandhygienicconditionsforoneandall.

8.AttendingtoPublicProblems

Kautilyaexplicitlystatesthatakingshouldbeaccessibletohispetitionersandshouldnotmakethemwaitfortheredressaloftheirgenuinegrievances.‘He[theleader]shouldallowunrestrictedentrancetothosewishingtoseehiminconnectionwiththeiraffairs.’(1.19.26)

Applicationintoday’sscenario

Governmentservantsandpublicadministratorsneedtohaveanopen-doorpolicy.Manykeydecisionsgetdelayedeitherduetowronginformationorlackofit.Thiscanbesolvedbylettingpeoplecomeandexpresstheirproblemsdirectlytotheauthoritiesconcerned.Thiswillhelppeoplefeelmoresafeandcomfortablewhiledealingwithgovernmentofficials.

9.RegularInspection

Norulecanbeeffectiveifregularinspectionsarenotconductedandreportsarenotmonitored.HenceKautilyasuggests:‘He[theleader]shouldconstantlyholdaninspectionoftheirworks,menbeinginconstantintheirminds.’(2.9.2–3)

Applicationintoday’sscenario

Itisquitenaturalforapersontoslipintocomplacencyifthebossdoesnotconductregularinspections.Overaperiodoftime,theworktendstobetakenforgranted.Hence,strictdailyandhourlyproductivityrecordshavetobemaintained.AgoodMIShastobeinplace.Onlythencansystemsrunsmoothlyandefficiently.

10.ArtofPunishment

AnothernameforKautilya’sArthashastraisDandaniti,meaningtheArtofPunishment.Hesays:‘Iftherodisnotusedatall,thestrongerswallowstheweak...’(1.4.13–14)And,‘Thekingseverewiththerod[punishment]becomesaterror.Akingwithamildrodisdespised.Thekingjustwitharodishonoured.’(1.4.8–10)

Applicationintoday’sscenario

Ifstrictactionisnottaken,thelawofthejunglewillprevailinanyplace.However,theleadershouldnotbecomeatyrant.Atthesametime,heshouldnotbecometoosoft.Thepunishmentshouldbejustandbalanced.Suchapunishmentandpunisherisalwaysrespected.Onlyifpunishmentiscarriedoutwilltherebeseriousnessintheconductofwork.Ifnot,slowly,corruptionwillsetintothewholesystem.

AnOverviewofChanakyaandManagement

ThemanagementprinciplesintheArthashastraareeternalinitsrelevance.Manythingschange,butChanakya’sfocusisonthetimeless.Managementisallaboutmanagingthemindsofthepeople.First,theleader

Managementisallaboutmanagingthemindsofthepeople.First,theleaderhastomanagehimself,thenbytheuseofmanytoolsandtechniques,hehastomanageothers.OurcountrycanonceagainusethistextasaroadmaptorebuildanIndian

managementtheorythatwouldspellsuccessforthispresentgeneration.Wearenowtalkingaboutsmartcities,modeltownsandvillagesthatwouldprovideeverycitizenwiththebasicnecessitiesoflife.Thisshouldbesupportedbyaneffectivelawandordermachinery.Itwillhelpeachindividualfeelsafeandsecure,andalsocontributetothenation-buildingprocess.Whensuchstrongandeffectivemanagementprinciplesareused,notjust

companies,institutionsandorganizations,butawholenationcanevolveintothenextlevelofproductivityandeffectiveness.

8TheDutiesofaKing

Chanakyadidnotthinkonlyofhimself,hethoughtaboutthekingandhisdutiesaswell.Hewenttotheextentofcreatinganextensivecategorizationofthedutiesforakingonadailybasis.Thisgavethekingasortofto-dolisttofollow.Aminute-to-minuteroutinewassetupbyChanakya.

TheDailyRoutineofaKing

Theking,accordingtoKautilya,issupposedtoliveaveryactiveandausterelife.Heisanasceticinthetruesense.Therefore,theidealisofarajarishi.Thislifeofasage-likekinghasbeendealtwithindetailthroughouttheArthashastra,andthetrainingisoutlinedforhimaccordingly.Thebrillianceofanyteachercomesfromthefactthattheylookatall

dimensionsoftheirknowledge,fromconcepttoapplication.Theorybeingputintopracticeisthebestformofknowledgeimplementation.Kautilyaalsomakessurethatwhiledetailingthedailyroutineofaking,a

continuousactivelifeisoutlined.Whenthekingisactive,thesubjectsbecomeactive,followinghisexample.Thekinghastosetanexample.Itisalwaysatop-downapproach.Onehasto

walkthetalkandleadbyexample.Whenthekingislethargic,thesubjectswill,inturn,becomelethargic.Anactiveleadercanmakeaninactivepersonactive.Andactivefollowerscanbecomelethargicifthekingdemonstrateslethargy.Andthisleadstocorruptpracticesamongthesubjectsandthegovernmentofficials.Moreover,heisoverreachedbyenemies,presentinganopportunitytohisopponentswhoarewaitingforachancetotakeoverthekingdom.Therefore,thekingshouldbeactive.

thekingshouldbeactive.

DivisionoftheDayandNight

Tokeepthekingactivedayandnight,aroutinehasbeenprescribed.Thedayisdividedintoeightpartsandthenightintoeightpartsbymeansofnalikas.Analikaisaunitoftimeequaltoninetyminutes.Thus,twenty-fourhoursare

dividedintosixteenpartsofninetyminuteseach,eightduringthedayandeightduringthenight.Ashadowmeasuringthreepaurusas,onepaurusa(and)fourangulas,andthe

middaywhentheshadowdisappears,thesearethefourearliereighthpartoftheday.Similarlyareexplainedthelaterfourparts.Outofthem,duringthefirsteighthoftheday,heshouldlistentomeasures

takenfordefenceand(accountsof)incomeandexpenditure.Duringthesecond,heshouldlookintotheaffairsofhissubjects.Duringthethird,heshouldtakehisbathandhismealsanddevotehimselftostudy.Duringthefourth,heshouldreceiverevenueincashandassigntaskstoheadsofdepartments.Duringthefifth,heshouldconsultthecouncilofministersbysendingletters,andacquainthimselfwiththeinformationbroughtinbyspies.Duringthesixth,heshouldengageinrecreationorholdconsultations.Duringtheseventh,heshouldreviewelephants,horses,chariotsandtroops.Duringtheeighth,heshoulddeliberateonmilitaryplanswiththecommander-in-chief.Whenthedayisended,heshouldworshiptheeveningtwilight.Duringthefirsteighthofthenight,heshouldinterviewsecretagents.During

thesecond,heshouldtakeabath,eathismealsandengageinstudy.Duringthethird,heshouldgotobedtothestrainsofmusicandsleepduringthefourthandthefifthparts.Duringthesixth,heshouldawakentothesoundsofmusicalinstrumentsandponderovertheteachingsofthescienceofpoliticsaswellasovertheworktobedone.Duringtheseventh,heshouldsitinconsultation(withcouncillors)anddispatchsecretagents.Duringtheeighth,heshouldreceiveblessingsfrompriestsandpreceptors,

andseehisphysician,chiefcookandastrologer.Andaftergoingaroundacowwithhercalfandabull,heshouldproceedtotheassemblyhall.

UnderstandingtheDailyRoutine

AnanalysisofthisdailyroutineofakinggivesusinterestinginsightsintohowKautilyahadplannedanoveralldevelopmentoftheking’spersonality.Theroutinetouchesallaspectsofhisoveralldevelopment:physical,mental,intellectualandspiritual.Itisaverydynamicstructure,yetgivesimmensetimeforstudy,recreation,thepracticeofaanvikshiki(thinkingtime),sleep,consultation,exerciseandtravel.

Sleep

Dividingthetwenty-fourhoursintounitsofoneandhalfhourseach,thekingissupposedtowakeupat1.30a.m.inthenight.Onemaywonderwhy,whenmostofourgenerationwouldsleepatthattime,suchanearlywake-uptimeissuggested?Nowthisalsodoesnotmeanhissleepisnotcomplete.Thekingisadvisedtosleepearly,atabout9p.m.Hesleepsforfourandhalf

hoursinthenight.Itissupplementedwithanadditionaloneandahalfhoursintheafternoon.Thus,atotalofsixhoursofsleepissuggestedinaday,whichistheduration

ofsleeprecommendedforanyactiveandhealthyperson.However,intheafternoon,thekingisgivenachoicebetweentakingafull

napandtakingpartinrecreations,pleasureactivitiesorevenconsultations.Eventoday,powernapsareencouragedforworkingprofessionals,givingthemamuch-neededbreakonahecticday.Butifhedoesnotfeelsleepyintheafternoon,insteadofforcinghimselfto

takeapowernap,somerecreationalactivitieslikegames,meditationorevenhavingaconversationwithsomeexpertsaresuggested;thedecisionislefttotheking.Whilegoingtosleep,hehastolistentomusic,andhemustalsoawakentothe

soundofmusicalinstruments,suggestedKautilya.Musichasawayofgettingustorelaxatasubconsciouslevelandalsodevelopsfinenessofthinking,importantforakingtodevelopasubtleintellect,whichis,inturn,crucialfordecision-making.Also,musichasgotatherapeuticvalue,accordingtomentalhealthresearchers,eventothelevelofhelpingushavepleasant,peacefuldreamsinsteadofnightmares.

Wake-upActivity

Wake-upActivity

Themindstartsitsthoughtactivitiesthemomentapersonrisesfromsleep.Eitherthesethoughtscanbedirectedtowardsusefulpurposesorthementalenergycanbecompletelydrainedaway.Providingtherightdirectiontoearly-morningthoughtswillmakethedayproductiveandthekingefficient.‘Ponderovertheteachingsofthescienceofpolitics’—thisistobedone.The

kinghaslearntthescienceofpolitics,dandaniti,andrightthinking,aanvikshiki,duringhistraining.However,practiceonadailybasisisimportant.Duringthepreviousday,hemayhaveencounteredvarioussituations,issues

andchallengeswhichrequiredeliberationanddeepthinkingbeforefurtheraction.Sothisistherighttimeforconsideringthemandrethinkingthem,usingtheknowledgefromthescriptureshehaslearntlikethetrais,AtharvaVedaandItihasaVeda.Lookingintothepastandgettingguidancefromthesuggestionsandthe

wisdomofthescriptures,andthepastexperiencesofpreviousteachersandhistoricalevents,helpsthekingtotackleanysituationwithease.

ThinkingTime

Duringthisthinkingtime(aanvikshiki),heistothinkoverworktobedone.Planoutyourworkandworkoutyourplan.Thus,carefulplanningforthedayaheadresultsinbetterschedulingandoptimumproductivity.Ifonedoesnotplanthedayinadvance,itisquitepossiblethatonemaygetcarriedawaybythedemandsofothers.

Consulting

Thenextnalika,ofoneandhalfhours,from3a.m.to4.30a.m.,ismeantforsittingandconsultingwithcouncillors,aswellasdispatchingsecretagents.Oncethekinghascarefullyplannedhisdayonhisown,hegoestogetexpertadvice.Thetimingofthesemeetingsindicatesthatthekingandhisadviserswere

readyforthedaymuchbeforedawn.Whenthekingandhisthinktankarehardatworkdayandnight,naturallytherestofthegovernmentwillworktowardsthewelfareofthekingdomanditssubjects—thatis,forprajasukhe.

Themantriparishad,theteamofexperts,willguidethekingandprovidetheinputsneededfordecision-making.Thisisalsothetimewhentheygivehimthedailyupdatesontheactivitiesofvariousdepartments.Eachmantrioramatya,alongwiththerajapurohit,wouldprovidesolutionsto

variousproblems.Consultingwithhiscouncillorshelpsthekingbroadenhisperspective.

TimewithSecretAgents

Atthesametimeastheconsultationswithhisexperts,thekingwoulddispatchsecretagents.Secretagentsareanimportantpartoftheking’sinformationnetwork.A

wholebook,Kantakashodhana,containingthirteenchaptersand418sutrasaredevotedbyKautilyatothissubject.Also,throughouttheArthashastratherearereferencestosecretagentsandtheirnetwork,aswellasvariousactivitiesprescribedtothem.Thisrobustintelligencenetworkisactivedayandnight,bothinsideand

outsidethekingdom.Theobjectiveistoestablishcontrolandeliminatecrimeandcriminals.Theagentspostedwithinthekingdomgatherinformationaboutallsortsofcriminalactivitiesinthecountry.WhileKautilyausesthesesecretagentstomonitorthemasses,healsokeeps

aneyeonhisownmen,inordertodetectthemisappropriationofrevenuebyofficers,forexample,andsubsequently,recoverwhatwastaken.Healsousesthesecretagentstogatherinformationonneighbouringkings,

enemykingsandvariouskingdomsintherajamandala.Thesesecretagentsweregivenanarrayofpowers:theycouldarrestpeople

basedonsuspicion,carryoutinvestigationsusinginterrogationandtorture,keepawatchovervariousgovernmentdepartmentsandmeteoutpunishmentfortransgressions,includingtheinflictionofsecretpunishment.Additionally,theyweretrainedtoutilizestrategiessuchassama,dana,bhedaanddanda.However,toensurethatthesecretagentsdonotmisusetheirpowers,asystem

ofcounter-spyingwasalsocreated.Kautilya,whilegivingaformalstructuretotheinstitutionofspying,madesurethattherewasaregularreviewandmonitoringofthesystemaspartofthedailyroutineoftheking.‘Comingtoknowwhatisknown,definitestrengtheningofwhathasbecome

‘Comingtoknowwhatisknown,definitestrengtheningofwhathasbecomeknown,removalofdoubtincaseoftwopossiblealternatives,findingouttherestinamatterthatispartlyknown—thiscanbeachievedbyexternalsources(secretagents).’Thissystemofthekingreceivingdailyreportsfromtheintelligenceservices

isstillpractisedinourtimes.Thechiefministerofastatehasadailymorningreviewwiththedirectorgeneralofpolice,thepresidentmeetswiththeheadsofthethreearmedforces(thePresidentofIndiabeingthesupremecommanderofthemilitary),andtheprimeministerconsultswithhisnationalsecurityadviser.

SpiritualActivities

Oncetheanalysisofcrimeisdoneandactionsareputinmotiontocounterit,alongwiththemappingofexternalthreats,thekingisfreetofocusonhisdailyreligiousrituals.Heissupposedtogotoseektheblessingsofvariouspeoplefortheday.Theseincludethepriest(ritvik),preceptors(rajaguruandteachers)andchaplain(rajapurohit).OurIndiancultureteachesustotaketheblessingsofourparents,grandparentsandothereldersonadailybasis.Ritualshavetheirownscientificandpsychologicalbases.Intheintroduction

tohisbookIndianCulture:WhyDoWe...?SwamiChinmayanandaexplainsthelogicbehindcustomsandrituals(aachaars).HesaystheBhagavadgitadefinesSanaathanadharmathus:‘Sanaathana’(eternal)meansthatwhichcannotbedestroyedbyfire,weapons,water,air,andwhichispresentinalllivingandnon-livingbeings.‘Dharma’referstothewayoflifewhichisthe‘totalofallaachaars’.Sanaathanadharmahasitsfoundationinscientificspirituality.InancientHinduliterature,wecanseethatscienceandspiritualityareintegrated.ItismentionedinthefortiethchapteroftheYajurVeda,titled‘IsaavaasyaUpanishad’,thatonemustusescientificknowledgeforsolvingproblemsinone’slifeandmustusespiritualknowledgeforattainingimmortalitythroughaphilosophicaloutlook.InIndia,everyonefollowedaachaarsfortheirabove-mentionedbenefits:

psychological,physiological,familial,socialandnationalistic.Itisourrightanddutytounderstandscientifically,rationallyandlogicallythemeaningofeachandeveryaachaarandfollowthesameinourlivessystematically.

TimewithPhysician,CookandAstrologer

TimewithPhysician,CookandAstrologer

Aftercompletingthecustomaryrituals,Kautilyaadvisesthekingtoseehisphysician.Theking’sphysicianwasnotlikethemodern-daydoctor.Thephysicianwouldhaveknowledgeoftheherbsandmedicinesandthevariousdiseasesthatwouldoccurduringseasonalchanges;solutionswerecustomizedforeverypatient.ThisvaidyawouldbeanexpertinAyurveda,whichincludestreatmentsfor

boththebodyandthemind.Adailyhealthcheck-upwouldensuretheholisticwell-beingoftheperson.Thisclosemonitoringensuresalongandhealthylife.Nexthemeetsthechiefcook.Thistooisadailyroundtothekitchen.He

takesalookatthekindoffoodgrainsandactivitiesinthekitchen.Adiscussionwiththecookgiveshimanideaoftheseasonalfoodsavailableinthekingdom.Anyshortfallcanbeeasilytakencareof.Hecanalsosuggestanyspecialdishesthathewishestobeprepared.Thekingalsomeetstheastrologer(jyotishi).Chanakya,himselfanexpertin

astrologyandsuggestingthatthesamebestudiedbykingsduringtheirtraining,knewthevalueofthescienceofastrology.Astrology,alongwithastronomy,isusedbyChanakyaforvariousactivitiesofthekingdom;forinstance,topredictseasonalchangesforbetterfarmingandirrigationactivities,toplanforwarandalsofordailyplanningandforecasting.Itistobenotedthatastrologyshouldnotbeusedjustforfuturepredictions

butforfuturecreation.Itisadouble-edgedswordandChanakyahasgonetotheextentofevenwarningthekingagainsttotaldependencyonthestarsandplanetarypositioningtotakedecisions:‘Wealthwillslipawayfromthefoolishpersonwhocontinuouslyconsultsthestars;forwealthisthestarofwealth;whatwillthestarsdo?Capablemenwillcertainlysecurewealthatleastafterahundredtrials.’Thestudyandknowledgeofastrologyshouldbecomeourguidingforceand

strengthratherthanbecomingaweaknessandmentaltrap.Therefore,itisalsosuggestedasguhyavidya(secretknowledge)inthebookofsecretconduct.Onemoredailyritualsuggestedforthekingistogoroundacowwithhercalf

andabull.ThecowhasbeenconsideredsacredintheIndiantraditionandhasbeengiventhestatusofamother(gau-mata).

TimewithPraja

TimewithPraja

Withallthesepreparationsafterfourandhalfhoursfromthetimehewakesup,thekingisnowreadytotakeuphispublicroleandproceedstotheassemblyhall.StevenCovey,inhisbook,SevenHabitsofHighlyEffectivePeople,states

thatprivatevictoryistobeachievedbeforepublicvictory.Privatevictoryreferstomasteringtheself,andpublicvictoryreferstomasteringrelationshipswithothers.Theimportantnoteisthatprivatevictorymustalwaysprecedepublicvictory.Thisisalsocalledtheinside-outapproachtolife.Youmustlookinside

yourselffirst,developyourselfandclearthelimitingfactorsinyourownlife,beforeyoubecomeeffectiveinyourpubliclife.Thismakessomuchsenseandisthebestwaytosucceedinthelongrun—onlyifyoutrulymasteryourselfcanyoubeeffectiveandevenleadothers.Thusequippedwithspiritualpower,theblessingsofwisepeople,information

abouthiskingdomandideasgleanedfromdiscussionswithexperts,thekingisreadytomeethispraja,hisownpeople.Arrivingintheassemblyhall,heshouldallowunrestrictedentrancetothose

wishingtoseehiminconnectionwiththeiraffairs.Thekingshouldbeeasilyaccessible.Thatis,oneshouldnotneedanypriorappointment.Thispracticeisimportantforanyleader.Oncethegapbetweentheleaderand

thefollowersisminimized,therewillbetransparencyinthesystem.Thereisalwaysthedangeroftheking’smenbecomingstrongerthanthekingandmisusingtheirpowersifthepeopledonothavedirectaccesstotheirruler.Evenamatyasandmantriscanbekeptincheckthroughthisprocess.Akingdifficulttoaccessismadetodothereverseofwhatoughttobedone,

andwhatoughtnottobedone,bythosenearhim.Thusanopenforumensuresthatboththekingandtheking’smenaredoingtheirrespectiveduties.Thiskindofjana-sabhaisfollowedbysuccessfulleadersinpoliticseventoday.Beingapublicrepresentative,theleadershouldbeabletoaddressthe

people’sproblemsdirectly.Asaconsequence,hemayfaceaninsurrectionofthesubjectsorsubjugationbytheenemy.

AffairsofthePeople

Whatkindsofaffairsdidthepeoplediscusswiththeking?Heshouldlookintotheaffairsoftempledeities,hermitages,heretics,

BrahminslearnedintheVedas,cattleandholyplaces,ofminors,theaged,thesick,thedistressedandthehelplessandofwomen.Theaffairscoverawiderangeandspectrumofthesociety,rightfromthe

learnedBrahmins,whowouldhavespiritualdiscussions,tothechallengesofvarioushermitagesandtempledeities.Chanakyaisconcernedaboutthewell-beingofthepoorandthehelplessandthosewhoaretotallyfacingbadluckandareindistress.Evenwomen,children(minors)andseniorcitizens(aged)aretakencareofbythekingashisownfamily.Andinallcases,thekingshouldfavourthestricken(subjects)likeafather,assertsKautilya.Animportantpointtonoteisthementionofhereticsintheopenassembly.

Hereticsreferstothosewhobelieveorteachsomethingthatgoesagainstacceptedorofficialbeliefs,thosewhoholdunorthodoxbeliefsinanyfield.Thesepeoplecouldopenlychallengeanydecisionorbeliefofthekingortheexistingsystem.Hismentionofthemshowsthedemocraticattitudeoftheking.Ifsomeonechallengesakingopenly,thoseopinionstoohavetoberespectedinademocracy.ThuswefindthatdemocraticmonarchywasprescribedbyKautilyawhenhesuggestedtheformationofarajarishi.

PriorityofWork

Inanopenpublicmeeting,thereisalwaysachancethatonecaseorissuemighttakemoretimethanexpected.Therefore,thekingshouldprioritize,considermattersintheorderofurgencyandthentaketheappropriatedecisionineverymatter.Heshouldheareveryurgentmatterimmediately,andnotputitoff.Withthe

kindofadministrativeresponsibilitiesaleaderhas,itisimportanttoclearmattersassoonastheycomeup.Ifworkiskeptpending,themattersgetspileduptotheextentthatonewillbetotallylostandallthingswillgetcloggedup.ThefamousKabirdoha(couplet)makesupthispoint,kalkaresoaajkar,aaj

karesoab,palmeinpralayahoyegi,bahurikarogekab.Dotomorrow’sworktoday,today’sworkanon,ifthemomentislost,whenwilltheworkbedone?

Decision-making

Decision-making

Kautilyaalsoexplainshowthekingshouldtakedecisionsrelatedtowisepeople.Hesuggestsadoptingextremerespectandhumility.ThekingshouldlookintotheaffairsofthepersonslearnedintheVedasandofasceticsaftergoingtothefiresanctuaryandinthecompanyofhischaplainandpreceptor,aftergettingupfromhisseatandsalutingthosesuitors.InIndianculture,inthedealingwithlearnedpeopleliketeachersand

sanyasis,wehavetotakespecialcareandprofesslove,respectandreverence.Ifthereareanyissuesconcerningtheselearnedpeople,thekingshouldnottrytotacklethemonhisown.Eventhoughthekinghastotaketheimportantdecisionsregardingtheserespectedgroupsofpeople,heissuggestedtogotothefiresanctuaryfirst.Firerepresentspurity,andalsosacrifice.Thepresenceandblessingsoffire

purifiesourmindandburnsawaythenegativities.TheRigVeda,thefirstoftheVedas,startswithinvokingfire(Agni):Agnimeelepurohitamyajnasyadevamrtvijam,hotaramratnadhatamam.Meaning,IglorifyAgni,thehighpriestofthesacrifice,thedivine,theministrant,whopresentstheoblationtothegods,andisthepossessorofgreatwealth.EveryritualintheVedicculture,likemarriagesorvariousyagnas,isconductedinthepresenceofthefiregod,Agni.Aftertakingtheblessingsoffire,thekingconsidersthemattersoflearned

peopleandtheasceticsinthecompanyofhisownchaplain(rajapurohit)andpreceptors(rajaguru),sothathewillbeabletotaketheirguidanceinthesesensitivematters.Learnedpeoplearerolemodelsinoursocietyandeveniftheyaresuitors,a

personwhomakesapetitionorrequestinthecourtoflaw,theyhavetobetreatedwithgreatrespect.Therefore,thekingisadvisedtogetupfromhisseatandofferhissalutationsfirst.Thisisourculture,whereeventhekinghastoshowextremehumilitybeforeelders.Thus,itiswiththehelpofwisepeoplethatthekingshouldconsidertheir

matters.HeshoulddecidetheaffairsofasceticsandofpersonsversedinthepracticeofmagicinconsultationwithpersonslearnedinthethreeVedas,andnotbyhimself,forthereasonthattheymightberousedtoanger.WefindanexampleinthestoryofDusyanta,wherethisprocedureisstrictly

followedwhenlookingintothehermits’matter.Ifnot,thehermitswouldhaveshownextremeangerandevencursedthekings.

shownextremeangerandevencursedthekings.

SunriseTime

Interestingly,themostimportantactivitiesofthedayarecompletedbeforethesunrises.Aftermeetingpeopleofvarioustypesandconsideringtheirmatters,thenext

oneandhalfhoursarespentwiththeheadsofdefenceandthetreasury.Duringthefirsteighthoftheday,heshouldlistentothemeasurestakenfordefenceandtheaccountsofincomeandexpenditure.Theimportanceofthedefenceandthetreasuryin-charge(kosha-adhyaksha)

isseeninvariousplacesintheArthashastra.Allundertakingsaredependentfirstonthetreasury;therefore,thekingshouldlookintothetreasuryfirst.Thekingbringsunderhisswayhisownparty,aswellasthepartyoftheenemies,bytheuseofthetreasuryandthearmy.Evenduringemergencies,wefindthekingtakingcontrolofthearmyandtreasuryfirst.Heshouldputthetreasuryandthearmyinoneplace,inthefortifiedcity,inchargeoftrustworthymen.

FinancialMatters

Leaderswhotakechargeofthefinancialmattersofthekingdomarebetterdecision-makersandwillbeincontrolofthevariousissuesandchallengesthatcropuponaregularbasis.Asoundeconomicstructurecanbecreatedbybuildingastrongtreasury.Thetreasuryandthearmyareinterconnected.Evenamongthesaptangathese

twoareconsideredtheimportantprakritisofakingdom.Thus,theregularmonitoringofthetwodepartmentsoffinanceanddefenceis

allottedalargeamountoffocusedtimeonaregularbasisforreviewandimmediateaction.

ReflectionoftheDailyRoutineofaKinginthePanchamahakavyas

ThedutifulrulersinthePanchamahakavyaswerealsoawareofthefactthatkingshipwasnotonlyfortheirpleasure.Todischargetheirvariousdutiessuccessfully,thekingshadtoobserveastrictdailytimetable.Fromsome

scatteredallusionsandamentionofthedailyprogrammeofKingNalain‘Naisadacarita’(nineteenthcanto),wecansketchoutthedailyroutineofthekingsinthePanchamahakavyas.Thekingwouldberousedfromthesleepbytheauspiciouseulogisticsongsof

thebards.Thesesongswerecalledbhogavali,containingthedescriptionoftheking’sparticularworkatthattime.Throughthesesongs,thepeoplewouldknowaboutthetasksthekingwasoccupiedwith.Atdawn,thekingfinishedtheritesenjoinedbytheshastrasandthemorningablutions.Thenhewouldvisitthefeudatorykings,whowouldtouchhisfeetandoffer

marvellousjewels.Inturn,hewouldaskthemabouttheirwelfare.Then,thevalorouskingwouldproceedtotrainstudentsinthemartialarts—in

theuseofweapons,inhurlingandinstriking.Hewouldthentakeabathwithfragrantpasteandperfumedwater.Afterthebath,hewouldutterVedicincantationswhileholdingacrystal

rosary.Inthehouseholdtemple,inthechamberofworship,hewouldpraytothegodswithgreatdevotion.Followingthemiddayrites,thequeenwouldjoinhimforameal.Thekingwouldlookintocomplicatedconflictsthatwerebroughtbeforehim

andtakepromptdecisions,andalsoholdconsultationswithhisministers.Afterfinishinghiseveningrites,inthesecondpartofthenighthewouldspendmoretimethinkingabouttheadministrationofthekingdom.Consultationswithspiesalsocomprisedachiefpartoftheking’sdailytimetable,thoughtheexacttimeforitisnotmentioned.

Rama,theIdealKing(Rajarishi)

IndianhistoryhasconsideredKingRamaastheepitomeofanidealleader(mariyada-purshottam)andAyodhyareflectinggoodgovernance(ramarajya).WefindthatevenRamafollowedthisdailyroutineofakingwithdiscipline.Intheseventeenthcantoof‘Raghuvamsha’,thepoethimselfstatesthat

whateverisordainedinthelawbookstobedonebytherulersoftheearth,indifferentdivisionsofthedayandnight,mustbeobservedwitharigidresolve.Inthisversein‘Raghuvamsha’thewordsniyogaandvikalpaarepurposefully

approved,whichareusedbyKautilyatoimpressthatworkacquiressuccessonly

bysuchamanner.Inordertocarryouthisduties,thekingwasexpectedtobepunctualandmethodical,andheshouldnotfindanyescapefromhisduties.Thekingwasexpectedtoperformmanyotherdutieswhicharenotmentioned

inthedailyprogrammeoftheking.Inthecourseofhisbusyroutine,hewasexpectedtoshowhimselftothesubjectsanxiouslywaitinghim.Thekingwasenjoinedtomakehimselfeasilyaccessibletopetitionersandtoattendpersonallytotheirapplicationsandcomplaints.KingRamapunctuallyattendedtotheaffairsofthecitizens,personally

hearingeverycaseofinjustice.Thispersonalcontactwithhissubjectswasanessentialpartoftheking’sdailyroutine.

SummaryoftheDailyRoutineofaKing

Thedailyroutineofakinghasitsrootsinearlyworks,evenbeforetheArthashastra.Kautilyarefinedtheseancientideasandreconstructedthemforhisgeneration.Thus,Kautilyawasmoderninhisapproach.Thegeneralattitudeoftheking’sdailyprogrammerevealsthatitwas

influencedbythetraditionalmodelofadailyroutineprescribedintheworksonpolity.Forinstance,Duryodhana,toreachthelineofconductlaiddownbyManu,hadallottedtimesfordifferentfunctionsinthedaysandthenights.

FlexibleTimetable

Thisprogrammeisnottobefollowedinarigidmannerbythekings.Kautilyahimselfmentionsitassubjecttomodification,ifnecessary.Butitalsoshouldbenotedthatkingsdefinitelyreliedonthisidealtimetableastheirmodel.Weseethatinthecourseofthismodelroutine,akinghastomultitask.There

aretimesallottedformeetingswithdifferentpeople,administration,checksandsupervision,revenuecollection,entertainment,spiritualactivitiesandalsotravel,allinoneday.Analertkingwillbeabletoleadhispeoplewithdynamism.Therefore,thekingshouldalwaysbeenergetic.However,Kautilyaalsoallowsthekingtheflexibilitytodecideandalterthe

routineasneeded.Dependingontherequirementsofhissituation,hecouldchoosewhatheshoulddo.Akingshoulddividethedayandnightintodifferentpartsinconformitywithhiscapacityandcarryouthistasks.Everypersonhasdifferenttimesandenergylevelsatwhichtheyareabletobe

Everypersonhasdifferenttimesandenergylevelsatwhichtheyareabletobeproductiveandeffective.Additionally,eachperson’scapacityisdifferent.Allthisandmoreshouldbetakenintoconsiderationwhilepreparingaking’stimetable.Thereisadifferencebetweenclarityandrigidity.Itiswithclearthinkingthat

theroutineplanned,notwithrigidity.Thus,beingeveractive,thekingshouldcarryoutthemanagementofmaterialandspiritualwell-being.Akingismadetounderstandhisdutiesclearly.Thusheisboundtoserve

better.AndChanakyaensuredthatthroughaanvikshiki.

9HumanandDivineThinking

Theworldisnotjustwhatweseeandfeel.Therearemanyworldsthatexistsimultaneously.Fewpeopleunderstandthisandcanoperateinmultipleworlds.Theworldthatweliveinincludesthepeople,theobjectsandemotions.Most

ofusbelievethatistherealworld.However,spiritualmasterscanfeelandunderstandotherworldstoo:Theworldofthespirit.Theworldofdivinity.Theworldofgodsandotherdivinebeings.Allthesemultipleworldsareinterconnected.Andweallliveintheseworlds

withoutbeingawareofit.Fromtimetotime,wegetaglimpseofitinourdreamsorduringourprayers.Asthisworldisreal,sotoo,thoseotherworldsarealsoreal.Chanakyaunderstoodthis.Andhealsoknewthatifwewanttosucceedinthis

world,weneedtotakehelpfromthebeingsintheotherworldstoo.Manypeopletrytodothisthroughpujas,yajnas,rituals,prayers,sacrifices,penanceandprayers.IntheArthashastra,wefindthatChanakyaknewabouttheexistenceofthe

otherworlds,andusedmanyofhisstrategiestoconnecttotheotherworldsaswell.Humanthinkinghaslimitations.Divinethinking,though,islimitless.Once

weareabletocombinehumanthinkingwithdivinethinking—wecanoperateinacompletelydifferentway.Wecombinetheworldofsenseandtheworldbeyondsenses.Wewillbeaidedandguidedbypeoplefromotherworldsaswellaspeopleinthisworld.Chanakyawasanextremelyintelligenthumanbeing.Hiswasprobablyoneof

themostbrilliantintellectsthatthehumanracehaseverseen.Butwhatmadehimsowasusinghelpfromotherworldsaswell.

himsowasusinghelpfromotherworldsaswell.Inthischapterwewillseetwoaspects.

1. Howtousehumanthinking(withthehelpofexperts)2. Howtousedivinethinking(throughtheinvocationoftheworldof

spirits)

ThecombinationofbothiswhatgoesinsidethemindofChanakya.Butremember—itistheresultsthatfinallymatter.

1.HowtoUseHumanThinking(WiththeHelpofExperts)

AccordingtoChanakya,apersonshouldneverthinkalone.Whatcanonebrainalonedo?Makeuseofthebrainsofothersaswelltoachieveyourgoals.Additionally,onepersoncanonlythinkofcertainpossibilities.Byincludingthethinkingofothers,youcanexpandyourhorizonstoincludeamultitudeofpossibilities.Thisistheprocessofbrainstorming.Oneplusoneisgreaterthantwo.Thisis

theconceptofsynergy.Whentwomindscometogether,theycanseeathirdpossibility.Whythinkalonewhentherearemanytohelpyou?Butweshouldalsobecarefulinselectingotherswearegoingtouse.Make

sureyouhavebettermindstoguideyou.ThusChanakya’sconceptofassociatingwithelderstogetgoodguidancecomesintoplay.

AssociationwithElders

Vriddhasnyoga—beinginassociationwithone’selders.Thisislearningfromreal-lifeexpertsfromvariousfieldstoimproveleadership,managementandfinancialskills.Thejourneytomeetandlearnfromreal-lifeexpertsshouldgoonforever.Therearethreetypesofpeople:thosewhodon’tlearnfromtheirmistakes;

thosewholearnfromtheirmistakes;andthebest,thosewholearnfromothers’mistakesaswellastheirown.‘Associationwithelders’meanslearningfromthosewhoaremorematureandexperiencedthanyou.Toalwayskeeplearningisoneofthequalitiesofagreatleader.

AdvicefromAmatyas(Ministers)

AdvicefromAmatyas(Ministers)

Amatyasorministersaretheking’sadvisersandcouncillors.Theministersarethesecond-in-chargeofakingdom.Thecountrydependson

theministersfordecisionswhentheleaderisnotaround.IntheArthashastra,theimportanceofaministerisemphasizedrepeatedly.Infact,chaptereightofbookoneistitledamatya-utpatti,meaning‘appointmentofministers’.Whoisanamatya?Hecanbecalledamantrioraminister.Therearemany

peopleinthegovernmentwhoplaytheroleofamatyas.Thecabinetsecretaryisanamatyaforthechiefminister,whilethenationalsecurityadviserisanimportantamatyafortheprimeminister.AsChanakyapointsout:Rulershipcanbesuccessfullycarriedoutonlywiththehelpofassociates.Onewheelalonedoesnotturn.Therefore,he(theruler)shouldappointministersandlistentotheiropinion.(1.7.9)

Letusdelvedeeperintothisverse.

Thehelpofassociates:Akinghastomanagealargekingdom,whichisimpossibletodoalone.Thosewhothinkthattheycandoeverythingontheirownwillnevergrow.Leadersknowtheimportanceofteamwork.Intheoldendays,thekinghadassociatesintheformofhisfriends,teachers,mentorsandgurus.Thesearehisstrongassociates.

Onewheelalonedoesnotturn:Thekingcannotrunakingdomalone.Herequiresamatyasalongwithhim.Kautilyagivesananalogyhere.Ifthereisonlyonewheelinabullockcart,thecartkeepsgoingincircles.Thereismovementbutnoprogress.Thereisactionbutnodirection.Vehiclesthathavetocarryheavycargoandlotsofpeoplehavemanywheels.Thebiggerthevehicle,themorethewheelsrequiredandthestrongertheyshouldbe.Bigtruckssometimeshavefortyorfiftywheelstotransportheavymachinery.Soinlargercountrieslikeours,wehavevariouscabinetministerstomanagedifferentdepartments.

Adviceonstrongfinancials:TheArthashastratalksaboutastrongtreasury,orkosha,whichkeepsthekingdomgoing.Kautilyasaysthattheprimarytaskof

thekingistofocusontheacquisition,growthandexpansionofthetreasury.Astrongandwell-managedtreasuryshouldalsobesecuredandprotected.TheArthashastrasuggeststhatakingshouldhaveasoundunderstandingof

economics;itamongthefirstsubjectshelearnsintheeducationalsystem(vaarta).Inthedailytimetableofaking,thefirstactivityshouldbecheckingtheaccountsofthekingdom.Thekosha-adhyaksha,orthefinancehead,mustbringindailyreportsandinformthekingaboutthekingdom’sfinancialsituation.Thekingcannotlosetrackofthenation’sfinancesandshouldhavecompletecontroloverit.Whenthetreasuryishavingproblems,heshouldtakeimmediatemeasurestofillitup.Arthaiswealthandshastraisscripture.Therefore,theArthashastraitself

meansascriptureofwealth.Scholarshavecalleditabookofeconomicsthatcoverseverythingfrommicroeconomicstomacroeconomics,accountingsystemstoauditingrules,thecollectionoftaxesandfinestotheutilizationofpublicfundsforthedevelopmentofakingdom.ItoftenbelievedthatsinceIndiansarespiritualinnature,theydonot

understandwealthandmaterialpossessionsverywell.Thisisnottrue.Weknowthepracticalvalueofwealthandmoney.Wealsoknowitslimitationsandproblemsthatariseoutofgreed.Wewereoneofthemostprosperousnationsintheworldatonepoint.NottomentionthatIndiansevolvedatheoryofeconomicsthattheWesternworldhasyettograsp.TheArthashastraisproofofthis.Itisabookontheknowledgeofwealthand

isawealthofknowledge.AstudyoftheArthashastrahelpsustounderstandourpastinitsfullglory,andtheprinciplesofwealthdescribedintheArthashastracanbedirectlyappliedtoourgenerationandcanbeatooloffinancialapplicationinvarioussituations.Whetherinthepastorinthepresent,financeisthebackboneofany

undertaking.Everyindividual,family,society,organization,institutionornationisdependentonmoneyandfinances.Astrongandwell-managedtreasuryistheheartofanyorganization.Takingthetreasuryasthebasis,variousgovernmentscreatetheirnationaland

statebudgets.Goodeconomicpoliciescreateemploymentandanatmosphereconducivetothegrowthoftrade,businessandentrepreneurship.Thus,soundcontrolandmanagementofthetreasuryleadstotheprosperityoftheking,thecitizensandthekingdom.

citizensandthekingdom.Fromaphilosophicalstandpoint,itisimportanttounderstandwealthand

money.Aresponsibleleaderwillneverunderestimatethevalueofmoney.Aleader,however,hastobe‘money-conscious’andnot‘money-minded’.Amoney-consciousleaderunderstandsmoneyandgivesittherightplaceand

value.Amoney-mindedleader,however,viewstheworldonlyfromafinancialperspective.Hisattitudeis,‘Whatisinitforme?’Heiscorruptandselfish.Greatleadersworkonfinances,butunderstandthatthevisionofanyprojectis

moreimportantthanthefinanceitself.Theseleadersareindustrious;theyarerisk-takers;theyworkforthebenefitofthesociety,tocreatewealthforeveryone.Theyaretheleaderswhocreatepositivechange.TheArthashastradetailsafinancialmodelcalled‘TheFourStagesof

Wealth’,whichcanbeappliedforanation.Thefourstagesare:

1. Wealthidentification2. Wealthcreation3. Wealthmanagement4. Wealthdistribution

Wealthidentification:Theidentificationofwealthisthestartingpoint.Whatistherealwealthofournation?Talentedpeople,ourculture,ourindustriousspirit—alltheseareournationalwealth.Ifweareabletoputthemintotherightuse,wecanbecomethewealthiestnationintheworld.Fromasituationofbraindrain,wecanmovetobraingain.

Wealthcreation:Creatingwealthishardwork.Itisalaborioustaskthatrequirespatienceandalong-termapproach.Butwithhardworkandthehelpofexperts,wecansucceed.Peopleonlyseethesuccessbutnotthestrugglingdaysofdiscipline,consistencyandpatience.Wealthcreationforanationcanhappenwheneveryoneparticipatesintheprocess.Eachpersoninthecountryhastoworkethicallyandselflessly.

Wealthmanagement:Onceyouhaveovercomethechallengeofcreatingwealth,thenextstepistomanageit.Theproblemisthatthelevelofwealthcreatedhastobemaintained.Wehaveseenthatsomepeoplewhosuddenlybecomewealthyloseeverythingjustasquickly.Soweneedtoknowhowtoconserveourwealthandinvestitforthefuture.Aleaderknowsthatdaysaheadmaynotbeasgood

andinvestitforthefuture.Aleaderknowsthatdaysaheadmaynotbeasgoodastoday.Sosavefortherainydays.

Wealthdistribution:Thewealthcreatedbythecountryhastogobacktoitspeople.Distributeittothelessprivileged.Today,companiesalsodothisinvariousways,likethroughCSR(corporatesocialresponsibility)activities.Thecycleofwealthcannotbecompletetillitisgivenbacktothesocietyfromwhereitcomes.

Ifthesefourstagesaremanagedproperly,wealthwillgiveusgreatandlastinghappiness.

AdvicefromFriends

Theseventhelementofastateismitra—theallyorthefriend.Amitraisafriend,philosopherandguide,onewhoisalwayswithyou

throughthegoodandbadtimes.Afriendinneedisafriendindeed.Healsoactslikeamentorandsoundingboardfromtimetotime.Havinggoodalliesisvitalfortheking.Eventhemostpowerfulkingwillrequireamitra.Hecanholdamirrorand

showyouwhatisreal.Heisthelighthousethatshowsyoutheway.Heistheconsultantwhooffersyoutherightadviceattherighttime.ThestoryoftheMahabharataillustratestheimportanceofchoosingtheright

mitra.BeforethewarofKurukshetra,boththePandavasandKauravassoughtthesupportofvariouskings.BothpartieswantedhelpfromKrishna.Whenapproached,Krishnawantedtosupportbothhiscousins.Hedecidedtosplithimselfintotwo,asitwere—hisarmyononesideandKrishnaasanunarmedcharioteerontheotherside.ArjunachosethecompanyofKrishna,whileDuryodhanawashappygettinghispowerfularmy.Thismadeallthedifferenceinthewar.ThePandavaswonthewardueto

Krishna’sstrategicadviceateveryturn.AsArjuna’scharioteer,Krishnawasalwayswiththem,guidingthemtowardssuccess.Suchisthepowerofchoosingtherightadvisers.Anintelligentpersonisthe

biggestassetofanyteamororganization.Successfulcompaniesunderstandthevalueofgoodadvisers.Therefore,theyhaveadvisorypanelsthatguidethemfromtimetotime.So,whenthegoinggetstough,takethehelpofmitras.

fromtimetotime.So,whenthegoinggetstough,takethehelpofmitras.Somepeoplehesitateorfeelbelittlediftheyhavetoaskforhelp.Thisisa

disaster.Nooneisperfect.Therefore,askingafriendforhelpcansavealotoftrouble.Makeuseoffriendsandletfriendsuseyou.Friendshipisalwaysawin-winsituationforbothparties.Agoodleaderisopen-mindedandreadytoworkwithalliances.Heis

surroundedbypeoplewhoarebetterthanhiminvariousfields.Inbookone,chapterfifteen,versesthirty-fiveandfortyoftheArthashastra,Kautilyasays:

Allundertakingsshouldbeprecededbyconsultations.Holdingaconsultationwithonlyone,hemaynotbeabletoreachadecisionindifficultmatters.Withmorecouncillors,itisdifficulttoreachdecisionsandmaintainsecrecy.

Akingisasgoodorbadashisadvisers.Therefore,theleaderhastobeselectiveinhischoiceofadvisersandtheadvicehegets,becausethedecisionshetakesbasedontheadvicecanmakeorbreakanationorkingdom.

Allundertakings:Theimportantwordis‘all’.Theleadershouldalwaysconsultothersbeforeanyandallactivities,bigorsmall.Thus,hewillthinkalongwithothersandnotjustinisolation.Multiplemindswillbeworkingtogether,evenbeforetheundertakingbegins.

Holdingaconsultationwithonlyone:Kautilyagivesawarningtotheleaderhere.Havingasingleadviserwillmakeyoutoodependentonthatperson.Hemayguideyou,butthereisalsothedangerthathemaymisguideyou.Takeasecondopinion.

Matureinintellect:Itisveryimportantforanadvisertobeintellectuallymature.Theadvisermaybeyoung,yetmatureandanexpertinthatparticularfield.Thisisoftenseeninthepoliceforce,inthecaseofcybercrime.Theexpertsaregenerallyyoungpoliceofficers.Theyunderstandthetechnicalissuesbetterthanthemostseniorofficers.

Sitandcounsel:Sittinghereissymbolic.ThetermUpanishadmeanssittingbelowaspiritualmasterandlisteningtohiswisdom.Similarly,whenoneissittingwithamatureandintelligentperson,oneshouldbereceptivelikeagood

studentintheclass.Notjustlistening,butalsodiscussingtheproblemandaskinghimquestionstoobtainclarityontheissuesconcerned.Thus,usingthevariedadvicegivenbyvariouspeople,Chanakyamakesthe

kingstronginhisthinkinganddecision-makingprocesses.Now,aftermakinguseofhumanthinking,Chanakyaadvisesthekingtotake

divinethinkingintoaccount.

2.HowtoUseDivineThinking(ThroughInvokingtheWorldofSpirits)

Manybelievethattakingintoconsiderationtheworldofspiritsisveryunpractical.However,accordingtoChanakya,itisaverypracticalthingtodo.Itisnotblindfaiththatweshouldadopt,buttheunderstandingthattherearefactorsbeyondhumancontrol.Sowhenaproblemarises,wetryvarioussolutions.Eitherwiththehelpof

advisersorthroughalternativemethods.Butoften,westillwillnotgettheresultsthatwewant.Andthen,wetrythedivinemethods.Asajokeaboutalternativemedicaltreatmentsgoes,‘Whenallopathydoesnot

work,wetryhomeopathy.Andwhenthatalsodoesnotwork,finallyTirupati.’Chanakyaconsiderstheseaspectsinhisthinking.Inbookeight,chapterone,versetwooftheArthashastra,Chanakyasays:Acalamityofaconstituent,ofadivineorhumanorigin,springsfromillluckorwrongpolicy.

Assumethereisafireinaplace,andinspiteofthefireprotectionsystems,aboutfiftypeopledie—whowillbeheldresponsible?Onecouldsayitwasduetobadluck.Despiteastrongfirepolicy,fiftypeoplecouldnotescapethefire.Chanakyaherefactorsinillluckalso.Inlife,inspiteofthebestplanning,thingscangowrong.Thebestofsatellite

launchescanfail.Inthefinalmatch,thebestteamcanlosetoaneasyopponent.ButthefireattheMantralayaofMaharashtraon21June2012demonstratedhowillpreparedthebuildingwasforsuchadisaster.Therefore,onecannotblamebadluckifeffortswerenottakentoavoiditand

properplanningwasnotinplace.Onecannotgototheexaminationhallwithoutpreparation,expectinggoodlucktopassyou.Asleaders,weneedtounderstandthatrightpoliciesareaboutlotsofplanningandeffort.

thatrightpoliciesareaboutlotsofplanningandeffort.Onehastoprepareforsurpriseswellinadvance.Intheplanningofthedurga

too,allpossibletypesofenemyattackswereplannedforandfactoredintothebuildingofthefort.Intoday’sworld,infrastructureisbothphysicalanddigital.Intheworkplace,

apartfromgoodoffices,digitalinfrastructure,whichincludescomputers,Internetconnectivityandmobilephones,isequallyimportant.Theleadersoftoday’snationsshouldplanforairports,roads,housing,transportationsystemsandmarketplacesfortheirpeople.Whileconstructingthese,weshouldconsiderthedivineaspectstoo.

Therefore,thetraditionalpracticeinIndiaistoperformapujaandinvokedivineblessingsbeforestartinganywork.LordGaneshaisinvokedasavighnaharta—theonewhoremovesallobstacles(humananddivine)onthepathtowardssuccess.WefindChanakyaalsousingthesedivineandevenoccultpracticeswith

fightingwiththeenemy.Hesays:Practicesaccompaniedbymantrasandmedicinesandthosethatarecausedbyillusion—withthemheshoulddestroytheenemiesandprotecthisownpeople.(14.3.88)

TherearemanywarritualsgivenintheArthashastra.Thesemantrasareusedtodestroytheenemy.Eveninthemoderndays,therearepanditsandpriestsonthepayrollofthearmy.Theirroleistoinvoketheblessingsofthedivinebeforeandduringthewar.Chanakyaalsousesvarioustypesofmedicinestotreathisinjuredsoldiers.

Someofthesemedicinesarealsodivineinnature,createdbyinvokingcertainmantras.InourAyurvedicliterature,wefindmentionofsuchmedicines,andalsohowtopreparethesemedicinesorfindthem.OneexampleistheSanjeevaniherbthatismentionedintheRamayana.When

Lakshmanawasfacingdeath,Hanumanwentandgottheherbtosavehislife.Thiskindofmedicine,givenattherighttime,cansavelivesofthewholegroup.

Finally,ResultsMatter

Wemayusehumanthinkingandalsodivinethinking.Butfinally,itistheresultsthatmatter.Chanakyawasaresult-focusedperson.Trythiswayorthatway—weshouldachievesuccess.

Therefore,topractiseaanvikshiki,healsogivesussomemethods.Thedefinitionofeffectivedeliberation(thinking)isgiveninbookone,chapterfifteenofverseforty-twointheArthashastra,

Themeansofstartingundertakings,theexcellenceofmenandmaterial,(suitable)apportionmentofplaceandtime,provisionagainstfailure(and)accomplishmentofwork—thisisdeliberation(reflection)initsfiveaspects.

Inthisoneline,Kautilyadefinesthefiveprinciplesofsoundthinking.Theseareskillsthatanamatyaneedstopossessordevelop.Alltheoriesandconceptsarebasedoncertainprinciples.Letustakealookatthesefiveprinciplesofrightthinkingdefinedby

Kautilya.

Themeansofstartingundertakings:Agoodminister,likeagoodking,alsotakesinitiativesandstartsnewprojects.Forinstance,therailwayminister(anamatyatotheprimeminister)wouldstartnewprojectslikeintroducingnewrailwayroutes,computerizedsystemsandsoon.StevenCovey,inhisbook,TheSevenHabitsofHighlyEffectivePeople,

describesthisasbeingproactive.Thisisanimportantqualityofagoodswamiandagoodamatyatoo.

Excellenceofmenandmaterials:Anamatyahasaccesstolotsofresources.Theseresourcesincludefunds,histeamofpeopleandeveninfrastructure.Howtoutilizethemfullyandeffectivelyisthechallengeoftheamatya.ShivajiasaleaderhadTanajiandotheramatyaswithhim.Theyinturnwerethesenapatisandledthesoldierstofighteffectively.

Suitableplaceandtime:Rightthinking(aanvikshiki)isaboutdecidingtherightplaceandtimetomakeyourmove.Inwarfare,forinstance,timingisverycrucial.Whentoattacktheenemyisnotaneasyquestiontoanswer.Itrequirescarefulplanning,analysisandalsopatience.Thissenseoftherighttimingcomesfromone’sownexperienceandknowledgeandguidancefromothersources.FieldMarshalManekshawwasanexceptionalstrategist.Underhiscommand,

IndianforcesconductedvictoriouscampaignsagainstPakistaninthewarof1971thatledtotheliberationofBangladeshinDecember1971.Hissenseoftimingonthebattlefieldwasadmiredbyoneandall,andwasoneofthequalities

thatledtohissuccess.

Provisionagainstfailure:Everymovehastobeplannedtakingtwoalternativesintoconsideration;thebest-casescenarioofcompletesuccessandtheworst-casescenariooftotalfailure.Aback-upplanisrequiredforeachmove.Oneneedstobepreparedwithalternativesolutionsincaseoffailures.Aleaderwasonceaskedthereasonforhissuccess,towhichhereplied,‘I

takeintoconsiderationfailuresateachstage.IplanalternativemovesevenbeforeIstartaventure.’

Accomplishmentofwork:Finally,leadershipisaboutachievingresults.Itisveryimportanttohaveparameterstocheckwhetheryouhaveachievedwhatyousetouttodo.Everyprojectisstartedwithacertainobjectiveinmind.Theprocessmayevolveastheprojectisexecuted,butfinally,thegoalhastobeachieved,eveniftheroutetakenisdifferentfromwhatwasinitiallyplanned.OneofthemaindutiesoftheComptrollerandAuditorGeneralofIndiaisnot

onlytoperformfinancialauditsbutalso‘performanceaudits’.Everygovernmentinstitution,suchasuniversitiesandresearchinstitutions(theDefenceResearchandDevelopmentOrganizationortheBhabhaAtomicResearchCentre,amongothers),hasparametersonwhichitsresultsareevaluated.Basedontheseperformances,theirproductivityismeasured.Indiaasanationhasgonethroughvariouschangesinitspoliticalscene.

DuringthetimesofChanakyatheformofgovernancewasmonarchy,whiletodayitisademocracy,withelectedgovernments.However,somewonderifdemocracyisthebestformofgovernance.Somethinkershavealsoasked,ifdemocracyisnotthebestformof

governance,whichisthebetteralternative?Wehaveseenthatmonarchybyitselfdidnotleadtogoodgovernance.Somemonarchsalsobecamedictatorsandtyrants.Ifthewholeworldismovingtowardsdemocracyasagoodmodelofgovernance,thenisthereabetterversionofdemocracythantheexistingform?Thesequestionswereconsidered,debatedanddiscussedbythisresearch

scholarinternallyandexternallywithvariousexperts.Andinthatsearchforabettermodelof‘goodgovernance’,itwasimportanttostudythevariousaspectsofKautilianthoughts.TheArthashastraexploresgovernance,fromthevariousdimensionsofaleadertohisphilosophyonhowtogovern.Therefore,inthis

researchwehaveexploredvariousunknownphilosophicaldimensionsofleadership.Oneclearobservationwasthatfinally,anyformofgovernancedependson

theking/leaderwhoistheheadofthekingdomorthestate.Soclearly,Kautilyaindicatedthatcreatingagoodleader,whointurnhasanableteamofableministersrunningthegovernmentmachinery,providesgoodgovernanceforitspeople.Chanakyataughtaanvikshiki,alsocalledphilosophyandtherightwayof

thinking.Inchallengingsituations,howthekingcanapplyaanvikshikiwasunderstoodinthisbook.WealsodealtwithKautilya’s‘rajarishi’—anidealleader.TheArthashastra

doesnotjustexplorewhatakingshoulddo,butalsotwenty-onethingstobeavoidedbytheking.Buttobecomearajarishi,itisimportanttounderstandtheconceptofdharma,whichistheveryessenceofIndianphilosophy.Ifeveryoneinsocietyisclearabouthis/herrole,therewillbeharmonyand

peace.Therajarishioperatesoutoftheunderstandingofdharmafromalltheseaspects.Wealsounderstoodthesaptangaleadershipmodelofakingdom.Theseven

pillarsofakingdom—swami,amatya,janapada,durga,kosha,dandaandmitra—andwhattheArthashastrasaysabouttheiridealqualitieswereseen.Thesaptangamodelhasbeentestedbythisresearchscholarwithvariousleaders,organizationsandinstitutions.Welookedatthesuccessfulapplicationofeachangainourmoderndays.Oneshouldnotbehappyjustbyfindingsomethingafteryearsofresearch.

Oneshouldmakesuresocietybenefitsfromthediscoveries.Thebestwaytodothiswastospreadtheknowledgeofleadershiptoasmanypeopleaspossible.Ideasonhowtobuildandcontributetothepoolofknowledgeofthe

Arthashastrawereincludedinthisbook.OneshouldstudythefullArthashastra(6000sutras)ofKautilyaundertheguidanceofagoodteachertounderstandtheseconceptsbetter.Withtheblessingsofotherscholarsandteachers,onecancontributeinavery

significantandrelevantmannertothefieldofknowledge.WecanreconstructthewisdomoftheArthashastraforourgeneration.

AsSwamiChinmayanandaputit,‘WhatyouhaveisGod’sgifttoyou,whatyoudowithwhatyouhaveisyourgifttoGod.’Similarly,wehavethewisdomoftheArthashastrawithus,andwhatwedowiththatwisdomwillbeourgifttohim.Letusaimatcreatingidealleaders—rajarishisinourgeneration.TheleadershipideasgiveninKautilya’sArthashastrahascontemporary

relevance.Theseideaswhenappliedbyaleaderwillresultinextremelyefficientgovernmentmachineryandhappycitizens.Itcanalsobeappliedbypeoplewhoarenotleadersbypositioninordertodevelopleadershipqualities.Thus,onedayitwillnaturallyleadthemtoleadershippositionsintheirrespectivefields.Goodleaderscreategoodsocieties.Thus,itcanbeconcludedthattheleadershipideasgivenbyChanakyainthe

Arthashastraisalivingforceandrelevantinmoderntimesandforthefuture.Theresearchfindingsandphilosophyhavetobeappliedintherealworld.Theurgentneedforgood,ethicalandphilosophicalleadersforournation,

societyandtheworldatlargecanbefulfilledthroughtheseresearchfindings.Arajarishi,alongwiththedharmicprajafollowingtheirrespectiveduties,

createsanidealspiritualsociety—theultimateaimofanymodelof‘goodgovernance’.Thisisthemainworkandobjectiveofaanvikshiki—thescienceofthinking.

10InsideYourMind

Aswecometotheendofthisbook,letusrevisititsobjective.Thecentralideaofthisbookistobringtoyoutheconceptofaanvikshiki,whichisalmostlosttoourgeneration.However,throughthisbookwehavealsotriedtogo‘insideChanakya’smind’.ButbynowwearecertainthatChanakyahasenteredourmindsaswell.

Allowhimtoenteryourthoughts—andhewilltransformyoucompletely.Youwillbeatotallychangedperson—youwillbereborn.Sotheultimateobjectiveofthebookistousetheprinciplesofaanvikshiki

andalsotobringoutthe‘Chanakyainyou’.Inthisconcludingchapter,letustalkaboutyourunderstandingofChanakya

andofaanvikshiki.Thiswillbeanexerciseforyoutodoinyourmindsandseehowyouthinkdifferently.IwillbeaskingyouafewquestionsandyouneedtogiveanswersfromyourstudyofthisbookandthelifeofChanakya.IwillalsogiveyousometipsandsutrasofChanakyatohelpyouthinktheChanakyaway.Practisethismethodofthinkinginyourlifeonaregularbasis.Insideyour

mind,youwillseeChanakyaguidingyou.Andremember...Chanakyaneverfails.

1.Whataccordingtoyouisaanvikshiki?

Tip:WehavestudiedhowKautilya’sArthashastradefinesaanvikshikiinthefirstchapter.

Guidingsutra:Aanvikshikiiseverthoughtofasthelampofallsciences,asthemeansofallactionsandasthe

Aanvikshikiiseverthoughtofasthelampofallsciences,asthemeansofallactionsandasthesupportofalllawsandduties.(1.2.12)

Yournotes:

2.WhatisthesaptangamodeloftheArthashastra?

Tip:Itisincludedinchapterfour,‘TheSevenDimensionsofThinking’.

Guidingsutra:Swami,amatya,janapada,durga,kosha,dand,mitra—itiprakritaya.(6.1.1)

Theking,theminister,thecountry(people),thefortifiedcity,thetreasury,thearmyandtheally—aretheconstituentelements(ofthekingdom).(6.1.1)

Yournotes:

3.Whatistheimportanceofashatru(enemy),accordingtoChanakya?

Tip:Itisincludedinchapterfive,‘TheEighthDimensionofThinking’.

Tip:Itisincludedinchapterfive,‘TheEighthDimensionofThinking’.

Guidingsutra:Excludingtheenemy,thesesevenconstituentelementshavebeendescribedwitheachone’sexcellencesmanifest;those,whentheyoperate,becomesubordinatetotheexcellencesoftheking.(6.1.15)

Yournotes:

4.WhataretheguidingprinciplesofleadershipandmanagementasgivenintheArthashastra?

Tip:Itisincludedinchapterseven,‘Chanakya’sThoughtsonManagement’.

Guidingsutra:PrajasukheSukhamRaja,PrajachaHiteHitam...(1.19.34)

Inthehappinessofthesubjectsliesthebenefitofthekingandinwhatisbeneficialtothesubjectsishisownbenefit.(1.19.34)

Yournotes:

5.WhatareyourviewsonChanakyabeingacunningandshrewdperson?

Tip:Itisincludedinchaptersix,‘TheOtherSideofChanakya’.

Guidingsutra:Heshouldestablishcontactswithforestchieftains,frontier-chiefsandchiefofficialsinthecitiesandthecountryside.(1.16.7)

Yournotes:

6.Howmanyhoursisaking(leader)supposedtosleepinday?

Tip:Itisincludedinchaptersix,‘TheOtherSideofChanakya’.

Guidingsutra:Ashadowmeasuringthreepaurusas,onepaurusa(and)fourangulas,andthemiddaywhentheshadowdisappears,thesearethefourearliereighthpartoftheday.Similarlyareexplainedthelaterfourparts.(1.19)

Yournotes:

7.Howtotakeadvicefromothers?

Tip:Itisincludedinchapternine,‘HumanThinkingandDivineThinking’.

Guidingsutra:Rulershipcanbesuccessfullycarriedoutonlywiththehelpofassociates.Onewheelalonedoesnotturn.Therefore,he(theruler)shouldappointministersandlistentotheiropinion.(1.7.9)

Yournotes:

8.Howtotakedivinehelpinsolvingproblems?

Tip:Itisincludedinchapternine,‘HumanThinkingandDivineThinking’.

Guidingsutra:Acalamityofaconstituent,ofadivineorhumanorigin,springsfromillluckorwrongpolicy.(8.1.2)

Yournotes:

9.Whatarethedifferentmodelsofthinkinginthisbook?

Tip:Itisincludedinchapternine,‘DifferentModelsofThinking’.

Guidingsutra:Fromthecapacityfordoingworkistheabilityofapersonjudged.Andinaccordancewiththeirability,bysuitablydistributingrankamongministersandassigningtheplace,timeandwork(tothem),heshouldappointtheseministers.(1.8.28–29)

Yournotes:

10.Whatwillyoudowheneveryouarefacedwithaproblemhenceforth?

Tip:Thiswholebookisaguideforyou.

Guidingsutra:Noguidancefromanyone...

YouarenowyourownChanakya...

Yournotes:

Acknowledgements

Thisbookwouldnothavehappenedwithoutoneperson:MileeAshwarya.WhenthediscussionaboutwritingabookbeganwithPenguinRandomHouse

almostthreeyearsago,thefirstanswerwasnotsopositivefrommysideduetomyhecticschedules.ButMilee’spatienceandpersistencefinallymadethisbookhappen.Thankyou,Milee.ThankstothewholeteamatPenguinRandomHousefortheirefforts.ThetopicofmybookisveryclosetomyheartasAanvikshikiisthenameof

mydaughter.Thisisanewwordformostofus.WhenIfoundthisword(andthescienceofthinkingintheArthashastra),Iwasthrilled.IcouldnotresistnamingmydaughterAanvikshiki.Noteveryonelikedthisuniquename,butmyfamilymembersletmehavemyway.Myparents,C.K.K.andSushilaPillai,myparents-in-law,ShekarandDhanavathiShetty,mysister-in-laws,ChandrikaandSarikha,(andSarikha’shusband,Ajay)—thankstoallofyouandmyfriendsasIlistentothesoundofthewordagainandagaineverydaywhenyoucallhername.MysincerethankstomyteachersDrShubhadaJoshiandDrGangdharanNair

whohelpedmyresearchandPhDontheArthashastrabecomeapartofmydailythinking.AndtoSwamiTejomayanandaandSwamiAdvayanandaoftheChinmayaMission,whohelpedmetostudyandunderstandaanvikshikiinitsdeeprootsofspirituality.

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Thisbookissoldsubjecttotheconditionthatitshallnot,bywayoftradeorotherwise,belent,resold,hiredout,orotherwisecirculatedwithoutthepublisher’spriorconsentinanyformofbindingorcoverotherthanthatinwhichitispublishedandwithoutasimilarconditionincludingthisconditionbeingimposedonthesubsequentpurchaser.