An excerpt from the original text.(complete · 1748 words)
oon after his admission to the Masonic Brotherhood, Pierre went to the
Kiev province, where he had the greatest number of serfs, taking with
him full directions which he had written down for his own guidance as to
what he should do on his estates.
When he reached Kiev he sent for all his stewards to the head office
and explained to them his intentions and wishes. He told them that steps
would be taken immediately to free his serfs—and that till then they
were not to be overburdened with labor, women while nursing their babies
were not to be sent to work, assistance was to be given to the serfs,
punishments were to be admonitory and not corporal, and hospitals,
asylums, and schools were to be established on all the estates. Some of
the stewards (there were semiliterate foremen among them) listened with
alarm, supposing these words to mean that the young count was displeased
with their management and embezzlement of money, some after their first
fright were amused by Pierre’s lisp and the new words they had not
heard before, others simply enjoyed hearing how the master talked, while
the cleverest among them, including the chief steward, understood from
this speech how they could best handle the master for their own ends.
The chief steward expressed great sympathy with Pierre’s intentions,
but remarked that besides these changes it would be necessary to go into
the general state of affairs which was far from satisfactory.
Despite Count Bezúkhov’s enormous wealth, since he had come into an
income which was said to amount to five hundred thousand rubles a year,
Pierre felt himself far poorer than when his father had made him
an allowance of ten thousand rubles. He had a dim perception of the
following budget:
About 80,000 went in payments on all the estates to the Land Bank, about
30,000 went for the upkeep of the estate near Moscow, the town house,
and the allowance to the three princesses; about 15,000 was given in
pensions and the same amount for asylums; 150,000 alimony was sent to
the countess; about 70,000 went for interest on debts. The building of a
new church, previously begun, had cost about 10,000 in each of the last
two years, and he did not know how the rest, about 100,000 rubles, was
spent, and almost every year he was obliged to borrow. Besides this the
chief steward wrote every year telling him of fires and bad harvests,
or of the necessity of rebuilding factories and workshops. So the first
task Pierre had to face was one for which he had very little aptitude or
inclination—practical business.
He discussed estate affairs every day with his chief steward. But
he felt that this did not forward matters at all. He felt that these
consultations were detached from real affairs and did not link up with
them or make them move. On the one hand, the chief steward put the state
of things to him in the very worst light, pointing out the necessity of
paying off the debts and undertaking new activities with serf labor,
to which Pierre did not agree. On the other hand, Pierre demanded that
steps should be taken to liberate the serfs, which the steward met by
showing the necessity of first paying off the loans from the Land Bank,
and the consequent impossibility of a speedy emancipation.
The steward did not say it was quite impossible, but suggested selling
the forests in the province of Kostromá, the land lower down the river,
and the Crimean estate, in order to make it possible: all of which
operations according to him were connected with such complicated
measures—the removal of injunctions, petitions, permits, and so
on—that Pierre became quite bewildered and only replied:
“Yes, yes, do so.”
Pierre had none of the practical persistence that would have enabled him
to attend to the business himself and so he disliked it and only tried
to pretend to the steward that he was attending to it. The steward
for his part tried to pretend to the count that he considered these
consultations very valuable for the proprietor and troublesome to
himself.
In Kiev Pierre found some people he knew, and strangers hastened to make
his acquaintance and joyfully welcomed the rich newcomer, the
largest landowner of the province. Temptations to Pierre’s greatest
weakness—the one to which he had confessed when admitted to the
Lodge—were so strong that he could not resist them. Again whole days,
weeks, and months of his life passed in as great a rush and were as much
occupied with evening parties, dinners, lunches, and balls, giving him
no time for reflection, as in Petersburg. Instead of the new life he had
hoped to lead he still lived the old life, only in new surroundings.
Of the three precepts of Freemasonry Pierre realized that he did not
fulfill the one which enjoined every Mason to set an example of moral
life, and that of the seven virtues he lacked two—morality and the
love of death. He consoled himself with the thought that he fulfilled
another of the precepts—that of reforming the human race—and had
other virtues—love of his neighbor, and especially generosity.
In the spring of 1807 he decided to return to Petersburg. On the way he
intended to visit all his estates and see for himself how far his orders
had been carried out and in what state were the serfs whom God had
entrusted to his care and whom he intended to benefit.
The chief steward, who considered the young count’s attempts almost
insane—unprofitable to himself, to the count, and to the serfs—made
some concessions. Continuing to represent the liberation of the serfs
as impracticable, he arranged for the erection of large
buildings—schools, hospitals, and asylums—on all the estates
before the master arrived. Everywhere preparations were made not for
ceremonious welcomes (which he knew Pierre would not like), but for just
such gratefully religious ones, with offerings of icons and the bread
and salt of hospitality, as, according to his understanding of his
master, would touch and delude him.
The southern spring, the comfortable rapid traveling in a Vienna
carriage, and the solitude of the road, all had a gladdening effect on
Pierre. The estates he had not before visited were each more picturesque
than the other; the serfs everywhere seemed thriving and touchingly
grateful for the benefits conferred on them. Everywhere were receptions,
which though they embarrassed Pierre awakened a joyful feeling in the
depth of his heart. In one place the peasants presented him with bread
and salt and an icon of Saint Peter and Saint Paul, asking permission,
as a mark of their gratitude for the benefits he had conferred on them,
to build a new chantry to the church at their own expense in honor
of Peter and Paul, his patron saints. In another place the women with
infants in arms met him to thank him for releasing them from hard
work. On a third estate the priest, bearing a cross, came to meet
him surrounded by children whom, by the count’s generosity, he was
instructing in reading, writing, and religion. On all his estates Pierre
saw with his own eyes brick buildings erected or in course of erection,
all on one plan, for hospitals, schools, and almshouses, which were soon
to be opened. Everywhere he saw the stewards’ accounts, according to
which the serfs’ manorial labor had been diminished, and heard the
touching thanks of deputations of serfs in their full-skirted blue
coats.
What Pierre did not know was that the place where they presented him
with bread and salt and wished to build a chantry in honor of Peter and
Paul was a market village where a fair was held on St. Peter’s day,
and that the richest peasants (who formed the deputation) had begun
the chantry long before, but that nine tenths of the peasants in that
villages were in a state of the greatest poverty. He did not know that
since the nursing mothers were no longer sent to work on his land, they
did still harder work on their own land. He did not know that the priest
who met him with the cross oppressed the peasants by his exactions, and
that the pupils’ parents wept at having to let him take their children
and secured their release by heavy payments. He did not know that the
brick buildings, built to plan, were being built by serfs whose manorial
labor was thus increased, though lessened on paper. He did not know
that where the steward had shown him in the accounts that the serfs’
payments had been diminished by a third, their obligatory manorial work
had been increased by a half. And so Pierre was delighted with his visit
to his estates and quite recovered the philanthropic mood in which
he had left Petersburg, and wrote enthusiastic letters to his
“brother-instructor” as he called the Grand Master.
“How easy it is, how little effort it needs, to do so much good,”
thought Pierre, “and how little attention we pay to it!”
He was pleased at the gratitude he received, but felt abashed at
receiving it. This gratitude reminded him of how much more he might do
for these simple, kindly people.
The chief steward, a very stupid but cunning man who saw perfectly
through the naïve and intelligent count and played with him as with
a toy, seeing the effect these prearranged receptions had on Pierre,
pressed him still harder with proofs of the impossibility and above all
the uselessness of freeing the serfs, who were quite happy as it was.
Pierre in his secret soul agreed with the steward that it would be
difficult to imagine happier people, and that God only knew what would
happen to them when they were free, but he insisted, though reluctantly,
on what he thought right. The steward promised to do all in his power to
carry out the count’s wishes, seeing clearly that not only would the
count never be able to find out whether all measures had been taken for
the sale of the land and forests and to release them from the Land Bank,
but would probably never even inquire and would never know that the
newly erected buildings were standing empty and that the serfs continued
to give in money and work all that other people’s serfs gave—that is
to say, all that could be got out of them.
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Let's Analyse the Pattern
Well-meaning reformers without practical knowledge become easy targets for manipulation by those who benefit from the status quo.
Why This Matters
Connect literature to life
This chapter teaches how to recognize when bureaucrats stage performances to maintain profitable status quos while appearing supportive of change.
Practice This Today
This week, notice when organizations show you exactly what you want to see—ask to speak with the actual workers, not just supervisors, and visit during off-peak hours.
Now let's explore the literary elements.
Key Quotes & Analysis
"Some after their first fright were amused by Pierre's lisp and the new words they had not heard before, others simply enjoyed hearing how the master talked"
Context: Describing how the stewards react to Pierre's reform speech
This reveals how Pierre's privilege and education create distance between him and the people he's trying to help. They see him as entertainment rather than a serious leader, which makes his reforms easier to undermine.
In Today's Words:
Some thought his fancy talk was funny, others just liked listening to the rich guy ramble
"The cleverest among them, including the chief steward, understood from this speech how they could best handle the master for their own ends"
Context: After Pierre explains his humanitarian plans to his estate managers
This shows how Pierre's good intentions immediately become tools for others to manipulate him. His transparency about his values gives the steward a roadmap for deception.
In Today's Words:
The smart ones figured out exactly how to play him
"The chief steward expressed great sympathy with Pierre's intentions, but remarked that besides these changes it would be necessary to go into the general state of affairs"
Context: The steward's response to Pierre's reform plans
This is masterful manipulation - appearing supportive while immediately creating complications and delays. The steward uses bureaucratic language to sound responsible while actually stalling any real change.
In Today's Words:
The manager said 'Great idea, boss, but first we need to review everything else' - classic stall tactic
Thematic Threads
Class
In This Chapter
Pierre's wealth and noble status blind him to the reality of serf life—he sees what his position allows him to see
Development
Evolved from earlier social observations to show how class privilege creates dangerous blind spots
In Your Life:
Your position at work or in your community might prevent you from seeing problems that affect others daily
Deception
In This Chapter
The steward creates elaborate theater to convince Pierre that reforms are working while maintaining profitable exploitation
Development
Introduced here as systematic manipulation disguised as cooperation
In Your Life:
People will often appear to support your ideas while actively undermining them behind the scenes
Identity
In This Chapter
Pierre needs to see himself as a good person helping others, making him vulnerable to manipulation that feeds this self-image
Development
Builds on Pierre's ongoing struggle to find meaningful purpose and moral identity
In Your Life:
Your desire to feel good about yourself can be used against you by those who understand your values
Power
In This Chapter
Real power lies with those who control daily operations, not those who own resources but lack practical knowledge
Development
Introduced here as the gap between theoretical authority and practical control
In Your Life:
The person with the title isn't always the person making the actual decisions that affect your life
You now have the context. Time to form your own thoughts.
Discussion Questions
- 1
What did Pierre want to accomplish on his estates, and what actually happened behind the scenes?
analysis • surface - 2
How did the steward manipulate Pierre while appearing to support his reforms?
analysis • medium - 3
Where do you see this pattern today - someone with good intentions being manipulated by people who control the day-to-day operations?
application • medium - 4
If you were Pierre, what specific steps would you take to ensure your reforms actually happened?
application • deep - 5
Why do people with resources often fail to create real change, even when they genuinely want to help?
reflection • deep
Critical Thinking Exercise
Design Your Reform Strategy
Think of a situation where you want to create positive change but depend on others to implement it - maybe at work, in your family, or in your community. Using Pierre's experience as a warning, design a specific plan to avoid his mistakes. What would you do differently to ensure real change happens?
Consider:
- •Who actually controls the day-to-day operations in your situation?
- •How would you verify that changes are really happening, not just on paper?
- •What relationships would you need to build with people doing the actual work?
Journaling Prompt
Write about a time when you tried to help or improve something but later discovered your efforts were undermined or redirected. What warning signs did you miss, and how would you handle it differently now?
Coming Up Next...
Chapter 95: When Old Friends Become Strangers
Pierre returns to Petersburg feeling like a successful reformer, but bigger challenges await. His personal life and the broader political situation are about to collide in ways that will test everything he thinks he knows about himself.




