UdyamGita

Arjuna starts seeing all negative shakunas and begins questioning the very purpose of the war.

When the mind is not made up about achieving something, or is leaning towards not doing it, one starts noticing only negative signs and assumes they are signals from the universe. In reality, blocks on the path often indicate that the universe is nudging you to move forward, but in a better way or through a different path.

A classic example from my own experience is when I wanted to start writing UdyamGita. I was looking for a particular book but could not find it in any well known bookstore. I then thought of checking a public library, and surprisingly the library was closed for two days. At that moment, I decided to visit a small nearby bookstore. Although I found the book I was originally looking for, I felt it would not help me in writing UdyamGita. However, another book caught my attention, and that book turned out to be a game changer.

If my mind had not been made up to write the book, I would have interpreted these incidents as signals not to write it. In reality, the universe was guiding me toward the right book. When the mind is made up, you convert every incident into a step toward making it happen. When it is not, you start attracting and noticing only negative traits.

In the next line, Arjuna questions the act of killing his own people. Every goal comes with its own sacrifices. When your mind is not made up, the sacrifices appear huge, and you start questioning the intent of achieving the goal itself.

Consider a business example. Suppose the industry your business operates in has moved to a next generation solution. You have a team that is loyal, has put in immense effort for the growth of the company, but is unable to upgrade themselves even after being given sufficient time, support, and direction. To survive, the company must move to the next generation solution, but it is not possible with the existing team. You are then forced to let them go to ensure survival.

If your mind is not made up, letting go of this team feels like a very big sacrifice, and you may avoid taking the decision. Eventually, this hesitation can lead to shutting down the business itself. If you look at the bigger picture and understand that by letting a small team go you can completely transform the business, you accept the pain, take the tough call, and move forward. In doing so, you may end up benefiting hundreds or even thousands of others.

During tough times, always ask yourself whether you should accept small losses for a big win, or protect small wins and risk losing everything.

In his weakened state, Arjuna looks upon the battlefield and interprets everything through a lens of doubt. He sees only inauspicious omens and concludes that no good can arise from killing his own kinsmen. Addressing Krishna as the slayer of Keshi, Arjuna questions not just the outcome of the war, but its very purpose.

This marks a shift—from emotional pain to meaning-making. Arjuna is now trying to justify inaction by reading signals from the environment.

Business Insight

When the mind is undecided, everything looks like a warning.

In moments of inner conflict, leaders tend to interpret obstacles as signs from the universe not to proceed. The same events, when the mind is committed, are seen as prompts to adjust the path—not abandon the goal.

Obstacles do not always mean stop. Often, they mean pause, rethink, and proceed differently.

When conviction is absent, the mind selectively notices negative cues and labels them as destiny. When conviction is present, the same cues become inputs for refinement.

Leadership Lesson

Arjuna’s second concern cuts deeper: Is it worth achieving the goal if it requires harming one’s own people?

Every meaningful goal carries a cost. When the mind is not resolved, sacrifices appear unbearable and unjustifiable. Leaders then begin to question the intent of the goal itself.

In business, this often shows up during transitions—technology shifts, market pivots, restructuring. Loyal teams may no longer fit the future direction, despite time, support, and opportunity to adapt. The choice becomes painful but unavoidable.

Avoiding the decision may feel compassionate in the short term—but it can destroy the organization in the long run. Courageous leaders learn to ask the harder question:

Is it better to absorb a small loss now to enable a large win later—or to avoid pain today and lose everything tomorrow?

Seeing the bigger picture does not eliminate pain, but it gives pain a purpose.

Key Takeaways

• An undecided mind sees only bad omens: Inner conflict distorts interpretation of events.
• Obstacles are signals, not verdicts: They often call for better execution, not abandonment.
• Every goal demands sacrifice: Avoiding cost can sabotage long-term survival.
• Small losses can enable large wins: Strategic pain today may protect the future.
• Conviction shapes perception: What you believe determines what you notice.