Jain System of Knowledge for the Professional World / Mr Arun Jain / 19 5 2026

追加: 2026-05-20

[00:00:00]is not contradict.

[00:00:04]They look at always the new opportunities. All the companies from Silicon Valley are the new new age companies which is got created over the period of time. And this is a something so different from uh yeah Manju thank you very much. So make it happen. uh slideshow alo. Uh so then I look at it what is my personal learning site number two.

[00:00:31]So we look at it in this professional world we need to communicate.

[00:00:45]Professional life.

[00:01:17]When you are looking research team, you need a collaboration and is the best way to collaborate. Then we look at a ridge and risk takingaking in my entrepreneurship journey. Apritical role from 88 I decided that I born in a middle-ass family of 10 people and what are my needs? I define my needs as 10,000 rupees one scooter two mobile and one house to look at it. If that is my only need then I could take all the risk from nucleus to polaris to intellect. I could take all this risk during this journey and is another way to innovate and reduce interpersonal conflict. When you're doing a 1200 people research team we have a 1200 people research team at intellect. It's very difficult for keeping all the people with their views in research team to be aligned. Anikant was one thing which I used to look at it. Then sad the way we do the reasoning, the way do the judgment on the various concepts.

[00:02:17]Then dan designing a future for purpose, imagination, belief and empathy. How do you design a company and institution where we have a purpose purpose to serve the community? So if the prophet is coming from intellect can that be imply implemented for mission sid then knowledge what is the listening how you observe how you read how you dialogue how you question and then I understood six step of antap to me antatap is nothing but learning from phatapam to v to var to v to to dhan all are linked to the learning process which happens in human mind next then I try to today I want to connect with the architecture of gen system of knowledge to the human knowledge the way I see it so I break it down into 10 different elements in this architecture so I'm saying gen should not should not be explained like a ritual it should be explained to the youth more like a architecture or system of knowledge which is there now first is nature of existence which is The reality layer how the nature exist which is around jie karma universe interdependence which is a described in tatwasut or the va these are the two scriptures which are talking about nature of existence.

[00:03:43]Once you understand nature of existence you need to know the nature of self.

[00:03:49]Self is soul awareness detachment inner awakening distinguish to self from attachment and ego.

[00:03:59]I picked up from Samsar and Yamsar will get get me a nature of self.

[00:04:07]Then I move to what is a truth? Truth is multi-perspective truth which is a perception layer which is another important point which I described earlier. Anandwas sadwad contextual truth. This gives me a cognitive humility. Most of the people are not cognitive humble. They may physically humble but not cognitive humble. And it's a very different meaning of cognitive humility versus physical humility.

[00:04:34]And sad muri or smati tarka turk is able to make multi-perspective truth.

[00:04:44]Then I look at knowledge layer. Just go back which is about how you acquire the knowledge. What is the valid knowledge?

[00:04:53]What is the inquiry? What is the wisdom in the knowledge?

[00:04:58]Explain how human knows truth correctly.

[00:05:01]Knowledge is knowing the truth correctly.

[00:05:04]So permanut again takes care of the fourth layer which is a knowledge layer.

[00:05:13]Then I look at responsible behavior in a corporate world in a professional world which is ethics layer discipline shvakara or purhat siddhi up are the two element which is about responsible behavior.

[00:05:34]Then there's a psychology layer which is mind and emotion which is about anger, ego, attachment, desire, passion and this is a kashai pura or parachanasar are the input resources for looking at it.

[00:05:52]Then we come to decision layer. How human being takes a decision. What is the conscious behavior of taking decisions?

[00:05:59]What is karmic intention? Responsibility judgment. We all have a dilemas over there. Decision is almost everything is dilemma.

[00:06:08]How do you teaches conscious decision making and consequences?

[00:06:12]Again, mulachar is a very good guide for understanding this area. Then you come to systems layer. When you put systems in place in society and interdependence, we talk about coexistence. We talk about ecology. We talk about nonviolence. We talk about sustainability.

[00:06:31]How do you build awareness of interconnected life system? And this is very beautifully done by Achang Satsutra and Utra Dhana Sutra.

[00:06:43]Then you're practicing everything. So from nature of existence to nature of self to move to the six layers. Then you move to transformation method.

[00:06:53]Transformation method is meditation, fasting, silence, discipline, yogastra, dhan, shataka and liberation layer, ultimate freedom in mokshop. So I'm not in 10th layer, I am working six, seventh eighth layer. That's what my current journey is.

[00:07:14]So my perspective is gen shastras are making hijacked by the sadhus and mois not by intellectuals.

[00:07:23]And if you have to motivate Jan youth to follow it, I need to move from religion to knowledge system. I need to move from ritual to cognitive science. I need to move from morality to decision intelligence. From renunciation to sustainable living, I I'm not talking about renunciation. I'm talking about sustainable living and from ancient story to future elements. So Jan religion has to be put as a system of knowledge to be future relevant religion.

[00:07:53]Now this is section one. I talked about it what I connected 10 layers in my personal life and how each layer I progress over the period of time.

[00:08:05]Then in corporate world I look at it western thinking they start with the design thinking as a first thinking then they move to first principle thinking then they move to framework thinking then they move to system thinking. Now these are the four thinking models which is available in the western thinking process.

[00:08:28]Now my curiosity was that this four thinking process are well defined in dashan gyan charitra automatically. Let me find the let me search for it where these four thinking frames are available in my shastras because these are what we helped in intellect design arena when we were set up a product division an IP research unit and when we are writing a banking software for the largest bank like JP Morgan Chase or City Bank or Barclays Lloyds RBI I needed design thinking I needed to know about first principle thinking why bank require Why have bank exist? I ask a fundamental question. Why bank exist? Bank exist because event happen in the financial life of the individual. Financial event happen in the life of the individual.

[00:09:16]Then some bank provides services and they charge for the service. That's for the reason of banking existence.

[00:09:22]Then framework thinking and then system thinking. So I try to connect whether Janism has any connection between the two. I'm taking one by one, one by slide by slide. This four cognitive discipline in professional world any professional youth needs this four thinking.

[00:09:40]Now design thinking says who is the user? What pains are they experiencing?

[00:09:46]What hidden need is not being expressed?

[00:09:49]How do we prototype and learn? How do we improve through observation? These are five principles of design thinking.

[00:09:55]Janism asks deeper question. What does another living being experience? What harm does my action creates even if invisible? Can I reduce pain, fear, exploitation, waste? Can I experiment on myself before advising others? Can I build without damaging the web of life?

[00:10:13]These are more deeper question than design thinking ask.

[00:10:17]Design thinking, design thinking prototype products. It's designed for products. But Jan thinking prototype self self as individual as a professional.

[00:10:32]Next then I move to first principle thinking.

[00:10:37]Mah challenge assumptions that still dominate modern life.

[00:10:43]Mah challenge possession equal success.

[00:10:46]Speed equal progress. Winning means defeating others. Truth is always binary. Desire can be satisfied by more consumption.

[00:10:56]These are four five common assumption which Mahave challenged 2500 year back and is still relevant. All these five assumption Jan first principles are attachment create dependency.

[00:11:09]Uncontrolled desire is endless.

[00:11:12]Harm begin in intention speech and action. Reality is manysided. Freedom grows when inner compulsion reduce. Then only you become free when my inner convers compulsion reduces.

[00:11:26]So first principle make Jan feel intellectually sharp not merely devotional. Now this is a very important point uh between devotional and intellectually sharp. Jan Academy of Scholars which set up by Vipen G, Nandra G all of you have set up this institution is making Janism closer to intellectually sharp not only devotional.

[00:11:55]Then if I look at framework thinking Janism become easier to teach when shown as an architecture.

[00:12:03]The core framework of janism is three jewels. Dashan gan charit anandwat sadwad karma wows and practices which makes discipline. If these four frameworks are available in our behavior, it will help in better diagnosis, better conflict resolution, better culture building, better leadership under pressure.

[00:12:33]These are the core framework on the left side. It's a lead repeatable leadership behavior. If you want to create a leaders tomorrow, that is where we need to bring dashan, tanic, sadwat, karma and wows and practices of behavior which will make the leaders repeatable behavior.

[00:12:55]Now lens of system thinking. So once we apply design thinking then we come to first principle thinking then we come to framework thinking in the final stage is system thinking you apply in society you apply in a company how do you apply janism trains the mind to see consequences beyond the visible moment we are able to see that these are the consequences of our actions whether through karmic theory or through ainsa or through anandad we can see them much better than Many people can see modern system failures are climate damage from consumption habits, mental stress from attention, economic design, financial crisis from greed and leverage, polarization from one side narratives, AI is from intelligence without restraints.

[00:13:47]Professional use over here is reduces destructive externalities controls extraction and excesses.

[00:13:55]Anekantwad reduces cognitive violence.

[00:13:58]Karma clarifies feedback loops. Charis turns inner discipline into system stability.

[00:14:05]System fail when inner greed becomes institutional design. We need to look at inner greed in the institution. If that removes then institution is tend to prosper anyway.

[00:14:17]So these are the four lenses I looked at that how western thinking process, Silicon Valley thinking process or the most modern research scientists in healthcare is happening on this the decoding of gene which has happened where the noble laureates are done. Most of the noble laate work start from design thinking then it goes to simp first principle thinking then it goes to framework thinking and then it goes to system thinking that's the core value of any noble la research work goes when nandar was explaining me chandrian he used the same four principle intuitively he may not use the four vocabulary but he has used the four principle when he was narrating the story between 1996 to 2008 when ch he was working on chandria he He asked a fundamental question that water should exist on a moon. His question was for principal thinking because if these are the things right then water should exist and because water should exist then he designed the instrument based on that principles.

[00:15:19]Now I'll look at it. Can I connect Jan system of knowledge to professional leadership operating system? We talk about corporate leadership program Steven Kovi. We could talk about Peter saying we talk about all the professional leaders and leadership over there is anything available in gen shastras which gives a sustainable leadership at corporate level and that I call corporate leadership.

[00:15:50]So when I talk about leadership in my intellect when I teach leadership and I teach lectures on design thinking and take people the first thing of leadership is about identity layer understanding my own capabilities and my own gift which I born with that's my identity the second layer is cognitive layer capacity to think.

[00:16:17]Third layer is professional leadership layers. Capacity to act. I need to act on what I'm thinking. I need to make decision as a leader at a particular time which is to act. Then I'm I want to learn continuously based on my experiences. I'm embedding my learning and I that that I call conscious learning.

[00:16:39]And then framework leadership is taking better decisions consciously.

[00:16:45]How I take a better decision in any institution?

[00:16:50]Now I'll take layer by layer identity layer on professional leadership.

[00:16:57]Who am I beyond marks, money, cast, likes and salaries? This is a five measurement a youth is looking at it.

[00:17:05]How many marks he got in a high secondary school or how much money he makes? What cast he belongs to? What likes social likes are there? what salary he draws. This is what the youth identity is linked to in Jan inside perspective. Samic dashion begins with right scene.

[00:17:27]I must understand myself before I chase the world. This the first thing which is there about my own dash.

[00:17:34]If I'm self-aware, I have inner stability and confidence without constant external validation. So I don't look at external validation.

[00:17:44]That's a core leadership is all about if I'm aware about myself.

[00:17:50]Now we are talking about more youth wellness. Mental wellness. I don't know why these topics are coming today for the youth that there's a mental wellness is required. Mental wellness comes with a deficient of your self-awareness.

[00:18:06]Now practice if you want to design a practice from this I need to tell my youth what is driving me purpose fear comparison or ego is I'm driven by purpose or I'm driven by comparison if I'm driven by the purpose then my behavior will be very different I run a weekly identity journal what gave me real peace this week I write a journal every Today the journal when I'm right I'm writing this journal from last 25 years this give me the personal identity where I'm wrong or where I'm moving from my comparison purpose to comparison as a human being I sometime vibrate between purpose that intellect is a purpose mission some is purpose and our role is to make a software which is bestin-class that is my purpose But then I see the results of Google. I see the result of uh uh Nvidia.

[00:19:10]Suddenly somewhere my emotions comes in my mind of comparison. Then I have to bring it back my emotion to purpose.

[00:19:18]So weekly journal help me in bringing back me into the comparison that oh their market capitalization this much my marketation lower I'm working harder than them. All these things are comparison zone.

[00:19:33]So can I practice without external validation?

[00:19:38]And these are the some professional use.

[00:19:39]How do you do the various signal reach to the signal of maturity where you are moving from your ego without ego expansion otherwise we are keep moving on to ego expansion.

[00:19:59]Now if I have to apply this in a youth scenario comparison life design because comparison youth design is a fundamental issue and pressure my friend earn more so I left field behind my identity depends on college brand job title which company I'm working firm. I am from IIT. I am from Delhi College of Engineering.

[00:20:32]I confuse visibility with the words.

[00:20:35]If I have more likes, I say yes to everything because I fear missing out. I change speed without asking question direction.

[00:20:44]Jan leadership response. This is the beautiful thing. See the self before the social mirror.

[00:20:54]Social mirror. A social mirror is too big for us.

[00:20:59]Reduce dependency and validation.

[00:21:02]Choose direction before acceleration.

[00:21:07]Create success without inner slavery.

[00:21:09]Major progress for by clarity, conduct and contribution.

[00:21:14]A leader who doesn't know self become a prisoner of applause.

[00:21:19]That's a message in 2001 when my company went public. Polaris went public and it become billiond dollar company. It become a unicorn of its own time. We are top 30 company out of India.

[00:21:32]Lot of applause happened. I got into trouble in 2001. I start acquiring multiple companies.

[00:21:41]There are some conflicts start happening in the industry which is economic times paper was filled with sometime when you become prisoner of laws. I have to come back in 2003 2004 back into reality check sometime at age of 39 when company gone went public and I was nowhere uh coming from 10 sibling family and they were I have not seen any money suddenly that prisoner of applause created the disillusionment so this is where identity layer has impacted me at that point of time.

[00:22:29]The second layer of identity layer in professional leadership is cognitive layer. When I'm hiring a CEO for the company, I'm hiring a business manager for the company.

[00:22:39]I'm I'm looking for cognitive layer. Now cognitive layer is told in a professional world as dot connect to me cognitive layer is about can I have a can I live with ambiguities can I live with multiple perspective can I coexist multiple perspective coexist in the same company or company has to always say this is the only way to do the things so to build the perspective with multiple businesses that's my learning I learned with a 100 people management team with multiple conflicts. Some are in US, some are in Germany, some are in UK, some are in UAE. Everybody comes with their different perspective. The message to everybody is yes, we need to learn from each other. This practice perspective what makes the intellect as intellect as a company. Initially people came from organization from other companies.

[00:23:59]We may slow making decisions. We take a pause. We observe. We reframe. We then we choose. Those are my inner processes.

[00:24:11]Then only the action with clarity emerge. We need to have restraint and responsibility. We invested close to 3,000 cr in last 10 years in intlex journey. All the money was generated internally. We had a loan of 250 cr in 2020. Today we have a cash of 1200 cr.

[00:24:31]That time we we didn't stop investment in R&D when we had a loan of 250 cr. So that was my choice we made that unless our product are right we will not go to market we will not oversell it next.

[00:24:51]So this is about capacity to see more before deciding better. This is the most important boardroom capability or management capability which Anikantwad brings it on the table. Anand Shadwad both brings on the table is a is a gift to the gift to the humanity.

[00:25:12]Nobody has ever talked about everybody says if you are leader you must make decision. You cannot live with a multi-perspective diagnosis.

[00:25:24]Conflict to me when I define conflict conflict conflict define conflict is a difference of opinion. Conflict is a difference of perspective. Conflict is a difference of expectation.

[00:25:40]Now if conflict has all the three differences. Now for creativity I need difference of opinion for creativity. I need difference of perspective for creativity. I need difference of expectation from creativity. Now conflict and creativity are the two sides of the same coin and that's what the cognitive layer is all about which we need to learn and all of us need to unlearn cognitive humility what I mentioned in the beginning physical humility to cognitive humility so truth become disciplined inquiry not a slogan so when we look at the selection the selection after kashai truth. Truth is a discipline inquiry, not a slogan.

[00:26:32]Once I covered my identity layer, my cognitive layer, I'm saying professional leadership layer.

[00:26:41]How do I succeed without losing ethics, peace, and relationship?

[00:26:46]There's a Patagonia, there's a company in US Patagonia 1973 they started.

[00:26:51]They're saying can we create a company or IKEA has there's a company Rolex which is run by the PE people or data trust is running these are the companies they've grown the companies without losing any ethics peace or relationships and that's what is professional leadership we define aparra is a misunderstood by the world does not reject wealth It rejects slavery to possessions, greed and status anxiety.

[00:27:28]Lot of time when you say upper, nonattachment, detachment, it's understood as renunciation.

[00:27:36]Renation is different from a upper.

[00:27:43]Once you have upper, you can take I can take much better decisions and I can take more risk. So risk- taking capability of Jan I I look at it why Jans are more prosperous because they can take more clear decision because they define they have heard a pri they may follow at some point of time in their life their possessions are limited they define and that's why the wealth get accumulated over the period of time in this professional use define your non-negotiable somebody is earning a salary of 13 lakh Somebody offer him 35 lakh rupees he will jump out just because five lakh is more at intellect we have people from last 30 years they never negotiated any salary they look for the purpose so when we say people work for the money it's a misnomer people work for the purpose it's the environment which needs to be given to them to say this environment is a peaceful environment And it's a purposeled environment. Personally, I never bought any Mercedes or any BMW. I kept a car which is equivalent to any professional executive will be there. My house will be threebedroom apartment. I house will not be a bungalow or something which intimidate other people. If it's not that I cannot afford it but if I these are the symbols which I'm communicating as a professional leadership that this is what I want to live with and this is what my needs are.

[00:29:26]This can be used as a career design.

[00:29:28]Today there's so much anxiety in youth on career design. They keep changing the job every 3 years.

[00:29:36]If they respect a good knowledge system and career dilemmas are should I take a shortcut if everyone else is doing it I'll just follow somebody else my friend has changed three jobs I should also change the three jobs how much money is enough can I be ambitious without becoming arrogant so these are the five questions which is there Jan leadership response is wealth is a tool attachment is a trap trust is a form of capital that compounds silently Shortcuts create karmic debt in culture and reputation.

[00:30:10]Lot of startups do a shortcuts.

[00:30:15]Those are my karmic debts. Restraints protect protects freedom. Conduct under pressure is the real leadership test.

[00:30:24]So reputation compounds faster than valuation when trust is repeatedly visible.

[00:30:33]Layer four is experience layer. First I identify then I cognitive layer and third is my professional layer which is capacity to act. So first is my self-awareness. Second is my capacity to think. Third is my capacity to act.

[00:30:50]Fourth is my capacity to experience.

[00:30:55]So can I experience Jan wisdom rather than only listen to it?

[00:30:59]Jan practice is experiential learning.

[00:31:02]Observe the mind, control impulses, refine, conduct through experiments.

[00:31:07]That is what Jan insight is all about.

[00:31:09]It's not about teaching. It's about experiential learning.

[00:31:14]This leads to selfmastery, emotional regulation, discipline, silence, and habit redesign. Habit redesign happens by reflection, by experiences, by telling somebody nobody changed the habit.

[00:31:29]And this is required for everything from managing your diet, managing your athletics, high performers.

[00:31:39]Now these are the various practice design. These are some professional use of pause, observe, reframe, choose. I will not go through it later on. We can go through it. I'm saying experience makes Zenism real for youth. It's not a lecture only learning. It's experience-based learning.

[00:31:57]Learner in lecture based learning learner agrees intellectually but does not change lecture learning you are back into the same track which you are doing. So lecture only learning remains in the memory. Wisdom remains everybody knows the wisdom what is to be done in the world. But is the right thing everybody knows. If you want to have a lecture among 10 people, every leader will say this is what should do.

[00:32:32]Experience based learning is learner observes their own mind directly. Small experiments create insights. Discipline becomes personal discovery. Practice becomes selfmastery not punishment.

[00:32:46]Reflection converts experience into wisdom. In last 20 years I don't I personally Sunday morning is with me. I don't attend any family events. I don't attend any friendly event on Sunday morning. That's private event for private day for me. That's a reflection day for me. That's experiential day for me to reflect on weekly activities which I perform. Those reflection is convert experiences into wisdom.

[00:33:18]Janism becomes respected when youth feels it effect on their own mind. When mind become calmer, they can take a better decision. They can do a better research.

[00:33:29]And finally, the fifth layer is how do I create an institution? How do I did a framework leadership to create a institution?

[00:33:40]Jan thought provides decision framework perception, contextual reasoning, non harm and consequence awareness.

[00:33:49]When I was designing AI, we have written a best platform to this audience. Purple fabric is our AI platform. In last 10 years, we are doing a research on AI.

[00:34:02]When when I'm stuck in the AI problem, where I go, I go to scriptures.

[00:34:08]when I'm not getting accuracy in AI, I use tatwasut to understand what is the knowledge gap in AI, what is the dash gap in AI. So when I say human intelligence first then AI come I said human intelligence is threedimensional intelligence it has a dion it has a gan it has a charit that's a human intelligence all about now if I have to make artificial intelligence works then I have to make my agentic AI I have to embed perspective into it.

[00:34:43]Perspective is nothing but my purpose, my imagination, my belief, my empathy, my experiences that constitute my perspective that constitute my dion.

[00:34:55]Knowledge is all about my skills, my traits are my charitra.

[00:35:00]And as soon as I did it, my outcome of AI has improved substantially.

[00:35:07]I use some of the nay shastra of opishad also. So I'm not relating only to the gen limiting only to gen. I'm going to other uh system of knowledge. So I written a book I just compiled a book on 20 different system of knowledge of every religion that how various religion and system of knowledge are connected.

[00:35:29]So over here in framework leadership layer the professional use is I need to understand the situation better I need to understand why what is the pressure what is the ambition what is the emotion in a process of pause observe reframe and chose in sales process we say in design thinking we say reframe the problem that's what is all about output is action with clarity, restraint and responsibility.

[00:36:01]Signal of maturity impact improves without ego expansion.

[00:36:10]I just decompose a part. I use two vocabulary. This are one decomposition.

[00:36:16]P A U S pause before reaction.

[00:36:21]So response versus reaction. Ask what is true from more than one side.

[00:36:28]Understand intention, ego and desire.

[00:36:32]See harm and long-term consequences.

[00:36:35]Execute with restraint, clarity and courage.

[00:36:39]Second framework I use lord cube.

[00:36:43]Listen, observe, read, dialogue, question everything.

[00:36:51]cause is a birthplace of conscious leadership. So when we talking about conscious capitalism which is required which is a future relevance is a conscious capitalism that start from a pause.

[00:37:06]Next this is a five question Jan decision deck.

[00:37:14]Is it true or only my version of truth?

[00:37:18]Is it necessary or only my impulse?

[00:37:22]Does it create harm in thought, speech or action? Am I attached to outcome, status or approval? What happens if everyone behave this way? If these five question we ask or any teenager ask this question, lot of anxiety gets solved in in the environment.

[00:37:45]This is I'll skip it faster because I think we have 8:20 right now. How much time? Around 8:30 or 8:35.

[00:37:56]>> Yes. Yes. Please go ahead.

[00:37:58]>> Okay.

[00:38:03]So, I'm saying you can apply in mental wellness. It's a hot topic of the industry is mental wellness.

[00:38:10]What is the youth t youth tension? High achievement with inner anxiety, social comparison, fear of failure, pressure to look okay. There are four youth tension which is there.

[00:38:22]Jan principle observe the self reduce attachment to validation. Practice silence and reflection. Build inner stability. Now these are the I'm saying what is the story anchors deepun and mental health awareness Virat Kohli talks about pressure student so we need to relate to the stories which is prevalent and connect to the Zan principle they are only doing partial Jan principle they're not Virat Kohli is not Jan all other he's arrogant and other things but in some area he's talking about mental wellness because all the sports is about mental wellness entrepreneurship we're talking about Jan entrepreneurship lot of issues are there on Jan entrepreneurship you have to add professional leadership plus system thinking youth tension is growth versus values you are willing to compromise value on the growth oh me I have to grow 50% I have to grow 40% short-term valuation versus long-term trust company become unicorn. So much anxiety is there. After unicorn it falls back on 110 cr nobody bothers about it. Investor pressure speed versus responsibility.

[00:39:45]Jan principle ambition without slavery. You have ambition you keep the ambition but without slavery you reduce harm in business model.

[00:39:55]Nobody should be harmed. No employee should be harmed. We need to take care of everybody whom we are making a commitment to them. It's not that today you hire 20 people and tomorrow you say I am I I don't want you after 6 months karma culture compounds story anchor we have purposeled companies I is a purpose company there are many companies purpose data is a purposeled company we need governanceled founders startup failures caused by the shortcuts the best business models create value without creating hidden violence sometime hidden violence happens in the company which makes a company down. Silicon Valley, mental violence, discrimination is a hidden violence. Sometime it's not come on paper but there's a hidden violence happening and inside the core principle there to make the company sustainable. company doesn't become sustainable and there's a news items comes in that suddenly the reputation of the company will fall down in AI ethics lot of question on AI ethics are happening this is about cognitive leadership and civilization leadership AI can answer fast but maybe wrong bias can scale invisibly automation can remove accountability engagement can manipulate attention there four things which is the tension on AI. We saying oh AI will solve everything.

[00:41:23]AI can do something. AI cannot solve all the things. We need to understand what are the multiple standpoints AI can take. We need to look at context. We need to look at non-harm by design. We say AI is depend on knowledge accuracy into reasoning accuracy into context accuracy. Now context accuracy comes from Sadwar. Knowledge accuracy comes from our theatas.

[00:41:51]What? What gan is ganigan or gan or context accuracy and reasoning accuracy is the best way of building the intelligence accuracy AI can build and that's where AI ethics comes into picture. So in purple fabric I used everything in this purple fabric design.

[00:42:20]I use uh knowledge accuracy, reasoning accuracy and context accuracy not based on western principle. Till now no AI company in western world has solved this problem of accuracy. They still struggling to solve this problem. We solve this problem. We have a 12 patents we have filed for this knowledge accuracy, context accuracy and reasoning accuracy.

[00:42:49]Next then we talk about sustainability, fashion cycles, food waste, device upgrades. You have iPhone 3 years, you change the iPhone, travel and lifestyle carbon.

[00:43:05]These are all possible to handle with a Jan. Conscious consumption is leadership at the level of daily choice. Next, digital behavior.

[00:43:17]Digital behavior on social media. The youth is going through the social behavior.

[00:43:24]Anger spreads faster than reflection.

[00:43:26]One post can damage reputation. Dopamine loops reduce attention. Online identity replace inner identity.

[00:43:35]Jan principle inside speech. Ananda before judgment. Pause before reaction.

[00:43:40]A paragraph before from digital addiction.

[00:43:45]The cancel culture, WhatsApp misinformation, social media comparison, digital detox experiments. These are the my story anchor to look at to youth to tell or to tell the youth.

[00:43:55]Nonviolence now includes how we use words, images, data and attention. In digital behavior earlier it used to be only man. Now it's a move for manat and kai to images, data, attention which you are sharing complete leadership architecture what each layer finally contributes inner foundation I know myself I see many sides I observe and train myself decision foundation I succeed responsibly framework I choose consciously the story I learn through dilemas future foundation I build for more than myself. I see system. I see consequences. Leadership.

[00:44:41]I reduce harm while creating value.

[00:44:45]Let's go back.

[00:44:48]So these three areas inner foundation, identity, cognitive and experience, decision foundation, professional framework and story and future foundation, civilization, systems and leadership. This future foundation is what Janism what can be explained to the people can create a future foundation of the humanity. It's a core of future foundation of humanity. When I see the consequences I reduce harm while creating value Dr. I'll just finish right now. I'll just take the question.

[00:45:23]Jan leadership is about inner clarity translated into outer responsibility.

[00:45:28]It comes inner clarity come first translate into auto responsibility.

[00:45:34]Next gen knowledge become powerful for the youth when it's understood experience and practice as a conscious leadership.

[00:45:44]Next, it's not merely about what to believe but how to think, how to decide, how to lead and live consciously.

[00:45:53]Next the final slide. It's ancient wisdom, modern relevance, future responsibility and that's this group of Jan Academy of Scholars are doing. I conglate everybody in Jan Academy of Scholars to connect these dots from the ancient wisdom to modern relevance so that we can live with a future responsibility.

[00:46:20]Thank you very much.

[00:46:24]>> Thank you very much Arun. Your presentation was excellent. In fact, you have given so many things, so many ideas. I think it should be given in four, five talks. It is really you have come. Yes, I I'm not joking. You have given many good ideas. You explained how janis can be applied to our lives including business. This is precisely how we should convey the message of janis to youth. Nowadays it is required.

[00:46:56]You also spoke about ethics in business.

[00:46:59]Really it is great. Yourself did the exactly what you said. I understand that you are example to others. Really great.

[00:47:09]And you demonstrated that we can conduct business with integrity and live in peace. Uh with this famous how much land does a man need?

[00:47:23]You shown that also in fact it is a trusty ship. How much money we need for our life? Rest it is not belonging to us. We should be trusty of that. Really your ideas are great and you are applying that. It is real. See wonderful really it is also important to understand that's why hidden violence in mental state.