A Morality Paradox
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A Morality Paradox
Dhawal Sharma was a senior office manager in a town planning department of a middle-tier town. He was a descendant of a very orthodox family. Dhawal loyally believed and followed the traditions. Dhawal’s father, a very old man, would conduct preaching sessions on Sundays for seekers and followers. Dhawal followed these sessions to enhance his understanding of strong religious roots and well-founded social practices.
After a few years into to life of Government employment, marriage, children and social life, Dhawal realized that there existed a big gap between the righteous life as defined by our elders, and reasonable living in the present society. He was continuously under pressure when he had to adjust his moral boundaries accordingly in the sub-systems of his life. At large the dynamics of the society would decide the borders and the limits of good and bad. Also, the dilemma of morality borders would continue to make the journey of life very rough for Dhawal.
When he visited the corporate hospital for his father’s treatment, he could experience differential treatment based on the status of the patient and had to contain the same. Another time he wanted a seat for his son in a good school, he could experience disproportionate financial stress and he learnt the art of moral compromise. He would try to redeem his breach of dharma by reciting several prayers and visiting as many temples as prescribed by his elders. But at every such transaction, Dhawal would struggle and fight and would plead with his conscience.
Another system of his life which tormented him was his office. The office was a world by itself with lots of rules and ethics. His office would handle a lot of approvals and permissions for citizens. Dhawal after joining, had to adapt to the long time established procedures and methods which he did in a very short time. Though he was the head, it was for the namesake. People respected him as he learnt quite early not to disturb the long-time practices of the file movement and conditions. He restrained himself in prescribing the morals he believed in the office.
A procedure was established for verification and approval with a variety of conditions and options. There was a help desk to guide the public to submit their applications and verify the progress of the approvals. There was an unwritten and unspecified procedure in practice. That was a service charge, payable as a percentage of the official amount for the services displayed at the entrance of the office. As the application was accepted, an obscure person would follow and give out tips for the smooth flow of the application. He would not be from office staff but self-employed and friend for all. He would be the most trusted person in the office. Even the staff would trust him and they would need him more than the citizens need him.
This obscure person would collect the service charge and he would be held responsible for hiding the identity of the beneficiaries. By evening the staff would get their share of the collection without any asking or doubt. The trust would play a major role and it was also referred to as ‘dharma’. All entities of the office would be happy to be in this adjusted moral framework.
The manager of the office, Dhawal, when he was new to the office, was hesitant and felt uneasy when his second in command offered and shared the details of the practice with his predecessor. His assistant explained the procedures with files and also told him that he would take the responsibility of collecting his share of the service charge. The collection percentage was also explained.
Dhawal in the early days never accepted this gift cash. After a lot of persuasion and insistence from his lieutenant, he had to yield and accept. It was substantial as he was offered lion’s share. He never counted and also he never related the files cleared to the amount he would get.
He termed office dharma as ‘Vyavaharika’ prudence and picked preaching from Bhagavadgita, “do your duty” as justification. He trained his inner self, which very often grumbled and questioned to change the reference plane for judging morals and Dharma.
After two years in the office, without asking he would know the collection for his share which was very proportional to the files he cleared. He never interfered with others’ collections and shares. His only contact, his assistant would hold a collection for a very long time and once in two months or three months he would deliver cash to whomever Dhawal would tell. His assistant said many times the cash would be in a secret cupboard stacked and Dhawal’s name was tagged to that stack as two other friends also confided in him.
Dhawal maintained this huge cash collection as a secret affair. This was not revealed to even his wife and family. Dhawal was clear that his office dharma and moral definition would be quite distinct from the personal Dharma. In his office, he was generously termed “Dharmatma” as he never questioned anyone or never demanded anything.
Dhawal, to use the money for a substantial purpose, asked his assistant to hold money for him, for more than a year. He had roughly the figure, he was supposed to get. Dhawal planned to purchase a plot and he had his financial adjustments which included his collected gift (graft) money. Dhawal told his assistant to get the money ready. He also confirmed the figures of cash that he was entitled to. Accordingly, he negotiated for the plot. He also decided not to get involved in this practice of extra money then after.
On that particular day, Dhawal entered the office and found the leave letter of his assistant for a week, on his table. Dhawal felt a little uneasy but could not express it to anyone. He called him and found that his phone was switched off throughout the day. By the evening he came to know that some tax officials went to the assistant’s house on some anonymous complaint. In addition to his real estate assets, huge cash was taken away from his house. The cash was tagged with “DWL”.
That evening was the worst time, Dhawal ever faced. The chain of thoughts was frightening and confusing. He rushed to his close philosophical friend Ramana, whom he considered his mirror conscience. He explained to him the situation and asked for his interpretation of his turmoil. More than losing money and fear of being exposed Dhawal felt a dilemma of his moral standing.
Ramana then explained to Dhawal “You are not only the person living in this society with these complications. But most of them do not relate everything to Morals or Dharma. It is your mental sickness which reminds you of morality and dharma at every instance. You are already deep in this new system of moral compromise.”
Dhawal pleaded “I was aware of morality compromise and the abyss I am in, but most of the time I am responding passively to the needs of the transactions in the system. But about the confiscated cash at my assistant’s place, I have to deliberately and decisively act which calibrates my moral standing. I am nervous and feeling an intense dilemma about the same. My dilemma looks paradoxical for you.”
Ramana felt pity for Dhawal and said,” Yes, it is a morality Paradox”.
Vallinath Mangalampalli