Summary
This chapter presents Confucius grappling with the messy realities of leadership and character through a series of conversations and observations. He explores the tension between idealistic virtue and practical effectiveness, particularly through discussions about historical leaders like Kwan Chung, who served a duke despite moral compromises but ultimately brought peace and prosperity to the kingdom. Confucius argues that sometimes the greater good requires accepting imperfect people in positions of power, as long as they deliver real benefits to society. The chapter also examines what makes a 'complete person' - not just moral purity, but the practical wisdom to know when to speak, when to act, and how to balance competing demands. Confucius distinguishes between learning for self-improvement versus learning to impress others, noting how ancient people focused on genuine growth while modern people often study just for social approval. Throughout these teachings, he emphasizes that true character shows itself not in perfect adherence to rules, but in the ability to navigate complex situations while maintaining core principles. The chapter reveals Confucius as less of a rigid moralist and more of a practical philosopher who understands that real-world leadership requires both ethical grounding and strategic thinking. His discussions about poverty, wealth, loyalty, and service all point toward a mature understanding that virtue must be lived in the world as it is, not as we wish it were.
Coming Up in Chapter 15
The next chapter follows Duke Ling of Wei, exploring how even flawed rulers can maintain power through strategic appointments and the delicate balance between moral idealism and political reality.
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An excerpt from the original text.(~500 words)
BOOK XIV. HSIEN WAN. CHAP. I. Hsien asked what was shameful. The Master said, 'When good government prevails in a state, to be thinking only of salary; and, when bad government prevails, to be thinking, in the same way, only of salary;-- this is shameful.' CHAP. II. 1. 'When the love of superiority, boasting, resentments, and covetousness are repressed, this may be deemed perfect virtue.' 2. The Master said, 'This may be regarded as the achievement of what is difficult. But I do not know that it is to be deemed perfect virtue.' CHAP. III. The Master said, 'The scholar who cherishes the love of comfort is not fit to be deemed a scholar.' CHAP. IV. The Master said, 'When good government prevails in a state, language may be lofty and bold, and actions the same. When bad government prevails, the actions may be lofty and bold, but the language may be with some reserve.' CHAP. V. The Master said, 'The virtuous will be sure to speak correctly, but those whose speech is good may not always be virtuous. Men of principle are sure to be bold, but those who are bold may not always be men of principle.' CHAP. VI. Nan-kung Kwo, submitting an inquiry to Confucius, said, 'I was skillful at archery, and Ao could move a boat along upon the land, but neither of them died a natural death. Yu and Chi personally wrought at the toils of husbandry, and they became possessors of the kingdom.' The Master made no reply; but when Nan-kung Kwo went out, he said, 'A superior man indeed is this! An esteemer of virtue indeed is this!' CHAP. VII. The Master said, 'Superior men, and yet not always virtuous, there have been, alas! But there never has been a mean man, and, at the same time, virtuous.' CHAP. VIII. The Master said, 'Can there be love which does not lead to strictness with its object? Can there be loyalty which does not lead to the instruction of its object?' CHAP. IX. The Master said, 'In preparing the governmental notifications, P'i Shan first made the rough draft; Shi-shu examined and discussed its contents; Tsze-yu, the manager of Foreign intercourse, then polished the style; and, finally, Tsze-ch'an of Tung-li gave it the proper elegance and finish.' CHAP. X. 1. Some one asked about Tsze-ch'an. The Master said, 'He was a kind man.' 2. He asked about Tsze-hsi. The Master said, 'That man! That man!' 3. He asked about Kwan Chung. 'For him,' said the Master, 'the city of Pien, with three hundred families, was taken from the chief of the Po family, who did not utter a murmuring word, though, to the end of his life, he had only coarse rice to eat.' CHAP. XI. The Master said, 'To be poor without murmuring is difficult. To be rich without being proud is easy.' CHAP. XII. The Master said, 'Mang Kung-ch'o is more than fit to be chief officer in the families of Chao and...
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Intelligence Amplifier™ Analysis
The Road of Imperfect Allies - Working with Flawed People Who Get Things Done
The tension between working with morally pure but ineffective people versus flawed but capable allies who can actually create change.
Why This Matters
Connect literature to life
This chapter teaches how to distinguish between people who have real influence and those who just appear virtuous on the surface.
Practice This Today
This week, notice when someone at work gets things done despite having a messy reputation—ask yourself what skills they have that pure-hearted colleagues might lack.
Now let's explore the literary elements.
Terms to Know
Shameful conduct
According to Confucius, behavior that prioritizes personal gain over serving the greater good, regardless of whether times are good or bad. It's about being motivated purely by self-interest rather than duty or principle.
Modern Usage:
We see this when politicians flip-flop based on what's popular, or when employees only work hard when the boss is watching.
Perfect virtue
An idealized state where someone has completely overcome negative impulses like pride, resentment, and greed. Confucius questions whether this theoretical perfection actually exists in real people.
Modern Usage:
Like when we expect leaders or role models to be flawless, then get disappointed when they turn out to be human.
Scholar
In Confucius's view, someone committed to learning and growth who doesn't seek comfort or easy paths. True scholars embrace difficulty because it leads to genuine understanding.
Modern Usage:
The difference between students who want easy A's versus those who actually want to learn something challenging.
Good government vs. bad government
Confucius distinguishes between times when leadership is effective and moral versus corrupt or incompetent. He argues that how you behave should adapt to these different conditions.
Modern Usage:
Like knowing when to speak up at work versus when to keep your head down, depending on whether management is reasonable or toxic.
Complete person
Confucius's concept of someone who combines moral character with practical wisdom, courage, and social skills. Not just good intentions, but the ability to actually get things done effectively.
Modern Usage:
That rare person who's both genuinely good and actually competent - like a nurse who's both caring and clinically excellent.
Learning for others vs. learning for self
The distinction between studying to impress people or gain status versus learning for genuine personal growth and understanding. Ancient people focused on self-improvement; modern people often study for show.
Modern Usage:
The difference between posting about books on social media versus actually reading to understand yourself better.
Characters in This Chapter
Hsien
Student/questioner
Opens the chapter by asking Confucius what constitutes shameful behavior. His question leads to important discussions about integrity and motivation in different circumstances.
Modern Equivalent:
The thoughtful coworker who asks the tough questions everyone's thinking
Nan-kung Kwo
Student/inquirer
Poses a complex question about why skilled but morally questionable leaders sometimes fail while humble, hardworking people succeed. His inquiry prompts deeper discussion about character versus talent.
Modern Equivalent:
The person who wonders why jerks sometimes get promoted while good people get overlooked
Kwan Chung
Historical example of pragmatic leadership
A minister who served a morally compromised ruler but brought peace and prosperity to the kingdom. Confucius uses him to explore whether practical good outcomes justify moral compromises.
Modern Equivalent:
The effective but imperfect boss who gets results despite personal flaws
Yu and Chi
Historical examples of humble virtue
Ancient leaders who personally worked the land and earned their kingdoms through honest labor rather than force or manipulation. They represent the ideal of earning leadership through service.
Modern Equivalent:
The manager who started on the factory floor and still remembers what real work feels like
Key Quotes & Analysis
"When good government prevails in a state, to be thinking only of salary; and, when bad government prevails, to be thinking, in the same way, only of salary;-- this is shameful."
Context: Answering Hsien's question about what constitutes shameful behavior
This reveals Confucius's belief that our motivations should change based on circumstances. When things are going well, we should focus on service; when they're going badly, we should focus on improvement, not just personal gain.
In Today's Words:
It's shameful to only care about your paycheck whether your workplace is thriving or falling apart.
"The scholar who cherishes the love of comfort is not fit to be deemed a scholar."
Context: Teaching about what it means to truly pursue learning and growth
Confucius argues that real learning requires embracing difficulty and discomfort. Those who seek easy paths aren't genuinely committed to understanding or improvement.
In Today's Words:
If you just want the easy way out, you're not really trying to learn anything.
"The virtuous will be sure to speak correctly, but those whose speech is good may not always be virtuous."
Context: Discussing the relationship between character and communication
This warns against judging people solely by how well they speak. Good character usually produces good speech, but smooth talkers aren't necessarily good people.
In Today's Words:
Good people usually say the right things, but people who say the right things aren't always good.
Thematic Threads
Class
In This Chapter
Confucius acknowledges that effective leaders often come from messy backgrounds, not just privileged positions
Development
Builds on earlier discussions about merit versus birth status
In Your Life:
You might find the best advice comes from coworkers who've worked their way up, not those born into management
Identity
In This Chapter
The 'complete person' isn't morally perfect but balances multiple qualities including practical wisdom
Development
Expands previous ideas about self-cultivation to include real-world effectiveness
In Your Life:
Your identity might include contradictions—being both principled and pragmatic when the situation demands it
Social Expectations
In This Chapter
Learning for genuine growth versus learning to impress others reflects different motivations
Development
Continues theme of authentic versus performative behavior
In Your Life:
You might catch yourself studying or improving skills to look good rather than actually get better
Personal Growth
In This Chapter
True development means knowing when to speak, when to stay quiet, and how to navigate complex situations
Development
Deepens earlier teachings about self-improvement to include strategic thinking
In Your Life:
Your growth might mean learning to pick your battles rather than always speaking your mind
Human Relationships
In This Chapter
Loyalty and service require working with imperfect people while maintaining core principles
Development
Builds on relationship dynamics to include working partnerships
In Your Life:
Your relationships might require accepting that good people sometimes make questionable choices
You now have the context. Time to form your own thoughts.
Discussion Questions
- 1
Confucius talks about Kwan Chung, a leader who served a morally questionable duke but brought peace and prosperity to the kingdom. What was Confucius's verdict on this complicated figure?
analysis • surface - 2
Why does Confucius seem to value practical results over moral purity when evaluating leaders? What does this tell us about his approach to real-world problems?
analysis • medium - 3
Think about your workplace, community, or family. Can you identify someone who gets things done despite having a complicated past or questionable methods? How do people react to them?
application • medium - 4
When faced with choosing between working with someone who has the right values but no influence, versus someone with questionable ethics but real power to help, how would you decide? What factors would matter most?
application • deep - 5
Confucius distinguishes between learning for self-improvement versus learning to impress others. What does this reveal about how we should measure our own growth and the growth of people around us?
reflection • deep
Critical Thinking Exercise
Map the Compromise Spectrum
Think of a current situation where you need help achieving something important—at work, in your family, or in your community. List three people who could potentially help you, ranging from the most ethically pure to the most practically effective. For each person, write down what they could offer and what working with them might cost you in terms of your values or reputation.
Consider:
- •Consider both immediate results and long-term consequences of each alliance
- •Think about which compromises you could live with and which would cross your personal red lines
- •Remember that sometimes refusing to work with imperfect allies means the problem never gets solved
Journaling Prompt
Write about a time when you had to choose between moral purity and practical effectiveness. What did you choose and why? Looking back, would you make the same decision today?
Coming Up Next...
Chapter 15: Practical Wisdom for Daily Life
In the next chapter, you'll discover to build genuine character that works everywhere, and learn focusing on your own growth beats seeking approval. These insights reveal timeless patterns that resonate in our own lives and relationships.