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LJ and the Sadhu
9th Oct 2015
LJ and the Sadhu1
Deepak Dhayanithy
‘The Parable of the Sadhu’ is a 1983 Harvard Business Review (HBR) article that is used quite often in the opening or closing classes of ethics courses in business schools. The ethical dilemma unfolds on a trek in the Himalayan range. In the article, we are introduced to the group. It consists of Bowen H McCoy, the author and protagonist, his friend Stephen an anthropologist, two Swiss couples, a Japanese hiking club, four Kiwi backpackers and Pasang, a Sherpa. Pasang is the leader of a team of Sherpa porters who typically form the backbone of any serious mountaineering expedition in the Himalayas. On the final assault of the 18,000 feet crest enroute to Muklinath, the holy shrine and their final destination, the group encounters a Sadhu. He is almost naked and clearly in no shape to survive the mountain if left to himself.
Yet that is what the group ends up leaving him to do. There are many formulations of the ethical dilemma faced and at least as many interpretations as well. Pasang’s primary objective is to get his clients to the destination and back safely. Each of the climbers has a mountaineering challenge to achieve. Each person has limited means in an individual capacity to care for the Sadhu. The story provides ample opportunity to introduce the nature of ethical dilemmas by trying to understand what haunts Bowen. My take on what haunts him is this. Bowen realizes that he was the first to go on his way after being of token help to the
Sadhu. This created a climate where it was perfectly legitimate for each climber to seek out personal gratification. Thereby, Bowen worries, that he had a direct role to play in the group not taking full responsibility for the Sadhu’s welfare.
My account here is neither set in the mountains nor does it pertain to any Sadhu. I met LJ when I

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