Many a Congressman was a communalist under his national cloak. But the Congress leadership stood firm and, on the whole, refused to side with either communal party, or rather with any communal group. Long ago, right at the commencement of non-co-operation or even earlier, Gandhiji had laid down his formula for solving the communal problem. According to him, it could only be solved by goodwill and the generosity of the majority group, and so he was prepared to agree to everything that the Muslims might demand. He wanted to win them over, not to bargain with them. With foresight and a true sense of values he grasped at the reality that was worthwhile; but others who thought they knew the market price of everything, and were ignorant of the true value of anything, stuck to the methods of the market-place. They saw the cost of purchase with painful clearness, but they had no appreciation of the worth of the article they might have bought.
Jawaharlal NehruRelated topics
anything article bargain bought clearness cloak commencement congress congressman cost early everything generosity ignorant lay market might national party problem right saw sense side solving stand stuck thought under value worth othersRelated quotes
... in economic political discussions there is a nearly infinite number of specific questions that may be asked. Besides the ones mentioned in section 3 consider for instance these: "Should we build a road between points A and B in the country?", "Should we promote investments that will give employment to many people, or should we on the contrary promote such investment which will save labour?"... "Should we put more emphasis on things that have up to now not been included in the statistical concept of the gross national product? For instance, should we try to avoid air-pollution and all the kinds of intoxications that may be caused by refuse and waste (a problem that must be studied in its totality as a problem of circulation of matter in society, much in the same way as we study interindustry relations in an input-output table)?", "Should we assess economic value to an undisturbed nature?”.
Ragnar Frisch
The first stable conclusion I reached ... was that the only thing brains could do was to approximate the responsivity to meanings that we presuppose in our everyday mentalistic discourse. When mechanical push comes to shove, a brain was always going to do what it was caused to do by current, local, mechanical circumstances, whatever it ought to do, whatever a God's-eye view might reveal about the actual meaning of its current states. But over the long haul, brains could be designed – by evolutionary processes – to do the right thing (from the point of view of meaning) with high reliability. ... [B]rains are syntactic engines that can mimic the competence of semantic engines. ... The appreciation of meanings – their discrimination and delectation – is central to our vision of consciousness, but this conviction that I, on the inside, deal directly with meanings turns out to be something rather like a benign "user-illusion".
Daniel Dennett
Take a moment to remember the times on your own spiritual quest when you felt most enthusiastic. We want to pinpoint the times in which we felt more God conscious and devotional than ever before. Conversely, look at the times when you felt unenthused and do a similar analysis. These questions might help stimulate your thought process: Are you enthusiastic about your existence as a servant of the Lord? Are you enthusiastic to follow the basic principles that will help elevate your consciousness? Are you enthusiastic in the association of saintly people? Are you enthusiastic about what you can experience in your purest state? We must examine our spiritual life on a daily, weekly, and even yearly basis. This examination will help us recognize how various activities and thoughts affect us. We should note how the quality of our experiences varies according to our absorption in the process of bhakti.
Bhakti Tirtha Swami
Starting in 1918 at General Motors I found to my surprise] that if I followed the prevailing practice of intercorporate relations I would no longer be able to determine the rate of return on investment for these accessory divisions individually or as a group. This would necessarily mean that I would lose some degree of managerial control over my area of operations. At that time, material within General Motors was passing from one operating division to another at cost, or at cost plus some predetermined percentage. My divisions in the United Motors Corporation had sold both to outside customers and to their allied divisions at the market price. I knew that I operated a profit-making group, and I wished to continue to be able to demonstrate this performance to the general management, rather than to have my operating results on interdivisional business swallowed up in the extra bookkeeping profits of some other division. It was a case of keeping the information clear.
Alfred P. Sloan
From what can "ought" be derived. The most compelling answer is this: ethics must be somehow based on an appreciation of human nature - on a sense of what a human being is or might be, and on what a human being might want to have or want to be. If that is naturalism, then naturalism is no fallacy. No one could seriously deny that ethics is responsive to such facts about human nature. We may just disagree about where to look for the most compelling facts about human nature -n novels, in religious texts, in psychological experiments, in biological or anthropological investigations. The fallacy is not naturalism but, rather, any simple-minded attempt to rush from facts to values. In other words, the fallacy is greedy reductionism of values to facts, rather than reductionism considered more circumspectly, as the attempt to unify our world-view so that out ethical principles don't clash irrationally with the way the world is.
Daniel Dennett