UdyamGita

The word Vayam here conveys that everyone is ready to kill each other for the kingdom, and Arjuna expresses his surprise at this. Arjuna feels that both sides are making the same mistake, the mistake of killing their own people, even though both sides are well educated and aware of Dharma.

This clearly shows that education alone does not necessarily make a person wise. For Duryodhana and his supporters, fighting against the Pandavas in support of Duryodhana appeared to be Dharma. Duryodhana identified the soft points and beliefs of each person and manipulated them into believing that they were following true Dharma. For example, Bhishma was made to support him by convincing him that serving the King of Hastinapura was his Dharma, regardless of who the king was or what deeds he had committed. When the foundation of wisdom is not strong, people can easily be manipulated by selectively using their learnings and beliefs.

Here, Arjuna fails to see the difference between the core principles under which the two sides are fighting. The Kauravas are fighting and ready to kill the Pandavas for materialistic gain, to possess the kingdom. The Pandavas, on the other hand, are fighting to restore Dharma in the world. They are prepared to fight against their own people, which appears as Adharma, to restore Dharma, because the two cannot coexist.

In business as well, many times well educated individuals may misguide teams or management in the name of business principles, culture, or beliefs for personal benefit. Founders must remain alert to such manipulation and continuously assess whether any action is harming the organization. Such issues should be addressed at the earliest stage.

Corrective actions are not taken against people, but for the benefit of the organization. When a founder is clear that their decisions are for the larger good of the organization, handling resentment and resistance toward these actions becomes much easier.

Expressing shock and disbelief, Arjuna exclaims that “we” are all ready to commit a great sin by killing our own people for the sake of kingdom and pleasure. The word “vayam” (we) is crucial here—it shows Arjuna’s astonishment that both sides, despite being educated and aware of Dharma, have reached the same destructive point.

To Arjuna, it appears that everyone involved is committing the same mistake.

Business Insight

This verse exposes a dangerous reality: education does not automatically translate into wisdom.

The Kauravas and their supporters were highly learned, yet they justified violence and injustice by selectively interpreting Dharma. Duryodhana expertly manipulated people by appealing to their beliefs and emotional soft spots, making wrongdoing appear righteous.

A powerful example is Bhishma, who was made to believe that supporting the king of Hastinapura—whoever he may be—was his Dharma, irrespective of the king’s actions. Weak foundational clarity made even great people vulnerable to manipulation.

In business too, well-educated individuals can misguide teams and leadership by selectively quoting principles, culture, or “best practices” to serve personal interests. When the foundation of wisdom is weak, knowledge becomes a tool for manipulation.

Leadership Lesson

Arjuna’s confusion here lies in equating the actions of both sides without examining intent.

Both sides may appear to be doing the same act—fighting and killing—but the underlying purpose is fundamentally different:

• The Kauravas are fighting for material gain and power.
• The Pandavas are fighting to restore Dharma, knowing that Adharma and Dharma cannot coexist.

In leadership and business, corrective actions may look harsh on the surface—terminations, restructuring, shutting down practices—but intent matters. Actions taken to protect the organization are not equivalent to actions taken for personal gain.

Founders must therefore stay alert:

• Question why decisions are being pushed
• Identify manipulation masked as “principle”
• Act early when steps hurt the organization

Corrective measures are not against people—they are for the organization. When founders are clear about intent, resentment from others can be managed.

Key Takeaways

• Education ≠ wisdom: Without strong foundational clarity, knowledge can be misused.
• Beliefs can be manipulated: Weak principles make people vulnerable to false narratives.
• Intent defines morality: Similar actions can have opposite meanings based on purpose.
• Founders must detect manipulation early: Principles should serve the organization, not individuals.
• Corrective action is organizational protection: Clarity of intent helps manage resistance.