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RUNNING HEAD: PARABLE OF THE SADHU CASE STUDY ANALYSIS

ETH 600 - Cycle 08 Business Ethics

Individual Assignment
Parable of the Sadhu Case study Analysis
Date for Submission: November 29th 2012
Name: Christopher Jones, PMP
ID Number:

University College of the Caribbean (UCC)

COMMONWEALTH EXECUTIVE MASTER OF
BUSINESS ADMINISTRATION

Christopher Jones, PMP

ID#:

RUNNING HEAD: PARABLE OF THE SADHU CASE STUDY ANALYSIS

Parable of the Sadhu Case study Analysis

Conduct a brief analysis of the case "Parable of the Sadhu" this should be
no more than two concise paragraphs, a page the most.
Having done this, please document your own account of a 'Sadhu' in your life's
journey and how you have approached the issues involved and what motivated
your actions.

Case Analysis Parable of the Sadhu

The parable of the Sadhu is a Business case that is based on the real life
event of Bowen H. McCoy. At the time, McCoy was a Managing Director at
Morgan Stanley, and was in the process of participating in a sabbatical program.
His interaction with the Sadhu happened while McCoy was half way into a 60 day
trip over the Himalaya. At approximately 15,500 feet and at one of the most
difficult summits of their hike, McCoy and his anthropologist friend Stephen,
encountered an ethical dilemma; when presented with a Indian Holy Man near
death, McCoy and company must decide if the goal of many is worth more than
the life of one. On this once in a life time journey with McCoy was his friend,
their porters and Sherpas. While on the hire they also encountered three other
climbing parties of Japanese, Swiss and some New Zealanders.
All four parties were focused on their goal, to make it across this summit,
particularly since this feat had proven to be unsuccessful in previous years.
During this valiant attempt, one of the New Zealanders presented an India holy
man to McCoy and his group. The man was naked, suffering from hypothermia
and barely alive at the time.

Christopher Jones, PMP

ID#:

RUNNING HEAD: PARABLE OF THE SADHU CASE STUDY ANALYSIS

When presented with the Sadhu, each group did just enough to help him
but none of the groups or persons took full responsibility for ensuring his safety.
Their priority was not about getting him help in the village below, but on climbing
the mountain. Even though the climatic conditions did not allow for either of the
groups to take the Sadhu 2 days journey down the hill and return to complete the
summit, this did not stop McCoy from contemplating what he and the others
could have done differently to ensure that the man was alive.

My Personal Sadhu experience

Some years ago while working for an organization I found myself in a
situation that I did not think much of at the time, but now on further reflection like
McCoy I see the ethical dilemma.

A few years ago I was employed to a

company, at the time there was only one other technical resource within the MIS
department, this was their System Administrator, Morris, to whom I reported to at
the time. I worked with Morris for about a month, and during that period I noticed
that on a number of occasions Managers and Directors from other departments
would make requests to him without proper accompanying documentation. Morris
would always accommodate them.
On one occasion, a Director from the Civil engineering department came
to the office and asked him to sign-off on the purchase of 4 laptops for his
department which he stated he had already received. He added that he had
received verbal approval for the purchase from the Executive Director who was
travelling on business. Morris signed off on the laptops and that was that, or so
he thought.

The following month we were both called into the Executive

Directors office. When we entered the office we saw the Civil Engineering

Christopher Jones, PMP

ID#:

RUNNING HEAD: PARABLE OF THE SADHU CASE STUDY ANALYSIS

Director and 4 laptops. The ED asked Morris why he had gone against his
instructions and purchased laptops that were 3 times more than the approved
Budget. Morris tried to defend himself by indicating that he had nothing to do the
procurement of the equipment and that he had only signed based on the
Directors wishes and instructions. While Morris never asked me to confirm his
story, I made no attempt to assist him, even though I sat in the office and
remembered the request very clearly. As I sat there, I was of two minds, speak
up for what was right and let the ED know that Morris had actually just signed
what was brought to him or sit quietly knowing that speaking up could mean that
the Director would target me.

Needless to say, given the implications of

circumventing the procurement guidelines and being seen as being insubordinate

to not only the Director but the Executive Director, Morris was asked to resign.

Personal and McCoys Sadhu - Comparison

When looking at McCoys Sadhu and my own, I see a number of parallels
between both situations. Even though there was no imminent danger to the life
of my Sadhu, my actions or lack thereof had an effect on his life and mine. As
with McCoy I stood on the cusp of a once in a life time opportunity. As I stood
in that room listening to Morris trial, two things came to me in that moment. One,
ensure that going forward in my professional life I get everything in writing before
putting my signature to it, and two this could be the perfect opportunity for me to
advance my career (which had really just started). So as McCoy did, I did what
was necessary to ensure that my goal was met. Looking back at my situation, I
know that had I stepped up and indicated that I was in the room when the
Director asked Morris to sign off on the document, the outcome may have been

Christopher Jones, PMP

ID#:

RUNNING HEAD: PARABLE OF THE SADHU CASE STUDY ANALYSIS

different, but as with McCoy I believe a sense of fear and ambition prevented me
from taking any more action than was necessary. Like McCoy, I did not want to
hurt my chances of personal success.
In the case of McCoy it can be said that Utilitarianism could be used as
the concluding thought, in that the success of the teams (the greater part) was
seen as the main goal as opposed to attending to the needs of the Sadhu. In my
case however, it was more a matter of Individualism, where I felt the need to look
out for myself, my future and my goals as opposed to helping my fellow man. In
the end, as with McCoy I did achieve my goal, I was left as the only member of
the MIS department for about 3 months, in which time I made my name and
established myself, so much so that I was allowed to interview and hire an
additional technical and Administrative resource for the team, and became a
trusted technical advisor to the ED. So I guess you could say this is a good
example of Consequentialism that states, The ends justify the means.

An Ethical persons view

Auguste Comte, sums up ethics in one phrase: Live for others. Therefore
if I was to consider myself to be an ethical person, in reviewing both situations
my decision would be based on me living for others, which means exercising
Ethical Altruism. That means in McCoys case they would have ensured that the
Sadhu was taken to the village, that he was placed in the care of someone that
would ensure that he was given the best medical treatment he would receive and
even if they were not able to complete their journey, they would be satisfied with
the choice they made.

Christopher Jones, PMP

ID#:

RUNNING HEAD: PARABLE OF THE SADHU CASE STUDY ANALYSIS

In my case I would not have thought about the benefit I would have
derived from Morris situation, I would not have considered the victimisation that
could come from the Engineering Director. The only thing that I would have
considered was doing what was right, doing what would have been in the best
interest of my brother and ensuring that he was not unjustly treated. That is what
the actions of an Ethical person would have been.
.

Christopher Jones, PMP

ID#:

RUNNING HEAD: PARABLE OF THE SADHU CASE STUDY ANALYSIS

References
Tom Beauchamp, Norman E. Bowie. (2008). Ethical Theory and Business. (8th Edition).
Pearson/Prentice Hall Publishing.
BBC Ethics Guide. (2012). About consequentialism, Retrieved November 27, 2012, from

http://www.bbc.co.uk/ethics/introduction/consequentialism_1.shtml
Bowen H. McCoy. (1983). The Parable of the Sadhu. Harvard Business Review
(September - October, pp. 103 108)

Christopher Jones, PMP

ID#: