
Ask a room of MBA students to rank people according to moral maturity, and they will probably arrive at something resembling Lawrence Kohlberg’s famous theory of moral development, even if they have never heard of him. At the bottom is the person who behaves well to avoid punishment or secure a reward. Further along is the person who follows the rules, respects social expectations, and wants to be seen as good. At the highest level is the person who has developed the capacity to reason from universal ethical principles, even when these conflict with prevailing conventions. It is an appealing picture of moral progress. We move from self-interest to conformity, and eventually towards autonomous moral judgment. The mature individual no longer simply follows the crowd but has learned to think independently about what is right.
But is sophisticated moral reasoning the highest form of human maturity? Can a person become thoroughly ethical and still remain inwardly insecure, anxious, and unfree?
The Advaita Vedānta tradition, as unfolded by my teacher Swami Dayananda Saraswati, invites us to examine a different dimension of human development. It does not dismiss moral reasoning or the importance of ethical maturity. Instead, it asks us to look beyond them. The question is no longer simply, “How does a person come to know and choose what is right?” It is also, “What is the person’s relationship with action, its results, and ultimately with the very sense of being the doer?” To explore this distinction, we can think of human growth in four broad stages. They are not simply higher levels of ethical reasoning. They trace a movement from indifference to dharma, to a conscious commitment to living ethically, to the maturity cultivated through karma yoga, and finally to freedom through self-knowledge.
Stage one: the person who gives little importance to dharma
This is not necessarily the villain who knowingly sets out to harm others. More often, it is the familiar human tendency to let personal likes and dislikes, rāga-dveṣa, determine our choices without seriously considering what is right. We pursue what attracts us, avoid what we dislike, and justify what serves our interests. Consider the manager who sees nothing particularly wrong with manipulating a performance figure to secure a bonus. The immediate benefit is clear, while the ethical implications are conveniently pushed aside. The question is not “Is this right?” but “Can I get away with it?”
Here Vedānta makes an important observation. In many situations, the problem is not that we lack knowledge of basic ethical values. We already understand the universal values, sāmānya-dharma, at least in their essential form. We do not want others to lie to us, cheat us, steal from us, or cause us harm. We readily recognise the importance of these values when we are on the receiving end. What we struggle with is extending the same consideration to others when doing so conflicts with our own interests. We know that dishonesty is wrong, yet we may find ourselves constructing remarkably sophisticated arguments for why our particular dishonesty is justified. The issue is not always ignorance of the value. Often, it is the strength of our desires and aversions overwhelming our willingness to follow it.
The Bhagavad Gītā describes the extreme form of this disposition in Chapter 16. Kṛṣṇa speaks of those with an āsurī disposition who fail to discern what ought to be done and what ought to be avoided (16.7). Their relationship with dharma has become so distorted that personal desire and self-interest dominate their understanding of appropriate action. Duryodhana provides a powerful illustration. A well-known verse traditionally attributed to him expresses the predicament with unsettling clarity: “I know dharma, but I have no inclination to follow it. I know adharma, but I cannot turn away from it.” This is the uncomfortable truth that ethical education alone cannot resolve. Knowing what is right does not guarantee that we will choose it. We may understand a value perfectly well and still allow our preferences to override it. The movement beyond this stage therefore begins when dharma becomes a genuine consideration in our choices, when we are prepared to do what is right even when it does not coincide with what we want.
Stage two: the person committed to dharma, but struggling with its complexity
This is already a significant achievement, and perhaps where many conscientious people find themselves. Dharma has become a value one consciously seeks to live by. We try to be truthful, fair, considerate, and responsible. We recognise that our personal preferences cannot be the sole basis of our actions. Yet this stage presents two distinct problems.
The first is familiar to anyone who has faced a difficult ethical decision. Universal values may be clear, but their application to particular situations is not always straightforward. Truthfulness is a value, certainly. But what if telling the truth would reveal the hiding place of someone fleeing a murderer? Loyalty matters, but what happens when loyalty to a colleague conflicts with fairness to others? Respect for authority is important, but what if the person in authority is acting against dharma? These are not merely intellectual puzzles invented for ethics classrooms. They are woven into the very fabric of the Mahābhārata, where individuals repeatedly confront situations in which legitimate obligations appear to conflict.
The epic expresses the difficulty through the striking phrase dharmasya tattvaṃ nihitaṃ guhāyām — the truth of dharma is hidden in a cave. What is appropriate is not always immediately obvious. It requires discernment, sensitivity to context, and an appreciation of the different values and responsibilities involved. This is the challenge of viśeṣa-dharma: determining how universal values are to be applied in a particular situation.
Arjuna’s predicament at the beginning of the Bhagavad Gītā illustrates this difficulty. Here is a fundamentally conscientious person who finds himself unable to act. As a warrior, he has a responsibility to fight a war against adharma. Yet standing before him are his teachers, relatives, and loved ones, people towards whom he also has genuine obligations. Two sets of responsibilities appear irreconcilable. Arjuna cannot see how to fulfil one without violating the other. His confusion is not evidence that he lacks moral concern. On the contrary, he is deeply troubled precisely because dharma matters to him. Yet his reasoning is also influenced by grief, attachment, and his inability to see the situation in its entirety. He needs more than a list of ethical rules. He needs clarity.
But this is only the visible problem. The second is deeper, and easier to overlook. Even when a good person knows what is right and acts accordingly, that person may remain inwardly bound by action and its results. Consider a conscientious professional who acts with integrity, fulfils responsibilities, and refuses to compromise ethical principles. Yet peace of mind remains closely tied to outcomes. A successful deal brings elation; a failed one produces disappointment and self-doubt. Praise confirms one’s worth; criticism threatens it. Recognition brings satisfaction; being overlooked leaves a lingering sense of resentment. The person is ethical, responsible, perhaps even admirable. And yet, inwardly, there is little freedom.
The problem is not a failure of morality. It is the dependence of one’s sense of adequacy on what one does, achieves, and receives. Underlying this dependence is the deeply ingrained identification with oneself as the doer, kartṛtva-abhimāna, together with attachment to particular results. “I must succeed. I must be recognised. Things must turn out as I expect. Otherwise, what does that say about me?” Even good actions can become entangled with this sense of personal limitation. Success provides temporary reassurance, failure revives insecurity, and the individual remains caught in the constant effort to establish a sense of worth through achievement. You can be a thoroughly moral person and still be a thoroughly restless one.
This is the distinction that conventional discussions of moral development can easily overlook. They ask whether our judgments are sound, whether our actions are right, and whether our principles are sufficiently developed. These are important questions. But they do not, by themselves, address the more fundamental problem of the person who acts rightly while remaining inwardly dependent on the results of action. And here lies one of Vedānta’s most radical insights: being a good person and being a free person are not the same thing.
Imagine a society in which everyone has developed sophisticated moral reasoning, respects universal values, and acts with integrity. That would unquestionably be a remarkable achievement. Yet such a society could still be populated by people who are anxious about success, threatened by failure, dependent on recognition, and uncertain of their own worth. Ethical development has not failed. It has simply addressed a different problem. The limitation is not that we have failed to climb high enough on the ladder of moral development. It is that the ladder itself cannot take us all the way to freedom.
Vedānta therefore asks us to consider a further question: Can we remain fully committed to doing what is right without making our peace of mind dependent on what our actions produce?
This is where karma yoga enters the picture. Karma yoga is not an instruction to become a better person simply by trying harder to do good. Nor does it require abandoning ambition, responsibility, or engagement with the world. It introduces a fundamental transformation in our relationship with action and its results. And this transformation has consequences for both problems we have identified. It helps free ethical judgment from the distorting influence of personal likes and dislikes, while gradually reducing our psychological dependence on success, failure, and recognition.
But karma yoga is not yet freedom itself. It prepares the mind for the knowledge that frees.
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Surya Tahora is a professor in the area of general management at SPJIMR. He teaches Spirituality and Leadership to around six hundred MBA and Executive MBA students annually and conducts workshops for various organisations in India, Europe, and Asia.
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