UdyamGita

Arjuna knows what is right and what is wrong. Even then, he feels that by reciprocating the Kauravas’ actions, he would be repeating their mistake by killing his own relatives and gurus. He says he does not want to fall to the level of the Kauravas.

Human beings tend to follow the path they practice day in and day out. That is why it is important to consciously choose the right path. As one continues on that path, they attract and get surrounded by like minded people. These actions slowly become habits, and habits are usually frictionless. Anything that contradicts these habits and the chosen path creates friction in the mind, leading to anxiety, unhappiness, and self doubt.

This is exactly what is happening to Arjuna. Being surrounded by good people and following Dharma has always been natural for him. But when he realizes that he may have to kill his own people, it creates inner friction because he believes it is Adharma. To avoid this friction, he is even ready to give up everything.

When people or systems betray founders, and if the founder has not practiced handling such tough situations, it becomes very difficult for them. The required actions do not come naturally. When confronted, they may choose the easy route and give up things that rightfully belong to them and their organization. They may avoid addressing gaps in the system, allowing others to take advantage. Over time, bad behaviour goes unchecked, bad elements grow stronger, and they may eventually take over the business.

Therefore, while fixing issues, never compare your actions with those of others to judge whether you are doing good or bad. Focus on doing what is right.

Arjuna clearly recognizes that the Kauravas are blinded by greed. They no longer see wrongdoing in killing relatives or betraying friends. Arjuna understands this difference very well.

Yet his conflict arises because he believes that responding to their wrongdoing in the same manner will make him no different from them. He fears that by killing his own people, even for Dharma, he may fall to the same moral level as the Kauravas.

Business Insight

People act according to the path they have practiced repeatedly.

Arjuna has lived a life of Dharma. Being surrounded by righteous people and doing the right thing has been natural and frictionless for him. Now, when circumstances demand an action that appears to contradict his lifelong practice, his mind resists it strongly.

In business, founders who have never practiced handling betrayal, confrontation, or firm correction find it extremely difficult when such situations arise. Since these actions are not habitual, they feel unnatural, uncomfortable, and even wrong — despite being necessary.

When tough situations come suddenly, leaders often freeze or take the easier route, not because it is right, but because the right action does not feel natural to them.

Leadership Lesson

Arjuna’s anxiety is rooted in habit-based friction, not lack of clarity.

He knows what Dharma is, but acting on it now contradicts his internal conditioning. This is exactly what happens when founders are betrayed by people or systems they trusted. If they have never practiced handling such moments, addressing them feels alien.

As a result:

• Gaps in the system remain unaddressed
• Wrong behavior goes unchecked
• Bad elements grow stronger
• The organization slowly slips away

Importantly, Arjuna is not comparing actions to decide right or wrong — he is trying to avoid inner friction. This is a trap leaders must recognize.

Leadership is not about avoiding discomfort. It is about training oneself to act rightly even when it feels uncomfortable.

Key Takeaways

• People act according to practiced habits: What you haven’t practiced feels wrong under pressure.
• Friction doesn’t mean the action is wrong: It often means the action is new.
• Unaddressed issues grow silently: Avoidance strengthens bad elements in the system.
• Founders must practice tough decisions early: So they don’t feel unnatural later.
• Do what is right, not what feels comfortable: Leadership is tested when habit and duty conflict.