ASIAN 230 Chapter Notes - Chapter 2: Afterimage, Kanthaka, Uddaka Ramaputta

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10 Oct 2016

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This begins by a bunch of monks asking ananada if he can get the buddha to come to their home and give a talk on dharma. He beings to give them a talk between the two searches: the noble search and the ignoble search. The the buddha begins to retell the story of how he became enlightened. His first teacher was alara kalama and quickly learned his dhamma. However, the buddha felt as though this did not lead him to nirvana so he left. His second teacher was uddaka ramaputta and he quickly learned this dhamma. Again, this dhamma did not lead him where he wanted to so he left again. Then he found a nice smooth ground to sit in in a city near a tree. There he found his own dhamma which he realized he would not be able to teach others because even for himself, it was hard to reach.

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Read or listen to Morals in Business: Walter Pavlo Share your thoughts and opinions regarding this real life situation. Be sure to include your ideas about what businesses can do to avoid similar problems.

https://spotlightenglish.com/listen/morals-in-business-walter-pavlo

Transcript Voice 1 Hello. Iâm Marina Santee. Voice 2 And Iâm Ruby Jones. Welcome to Spotlight. This programme uses a special English method of broadcasting. It is easier for people to understand, no matter where in the world they live. Voice 1 Would you consider stealing six million [6,000,000] dollars from a company, if you had the chance? Most people would immediately answer ânoâ to this question. The majority of people consider themselves to be good, honest citizens. Walter Pavlo used to describe himself like this. Walter was a young, successful business man. He studied hard. And he worked hard. In time, he got a good job at an international communications company called MCI. MCI managed billions of dollars each year. Walterâs office was a highly pressured working environment. Walter worked hard to meet targets and goals. If someone had asked him back then - would he steal six million dollars from the company? He would have answered, âNo way!â Yet only a few years later, Walter went to prison for stealing money from MCI. What made this good man turn to crime? Here is his story. Voice 2 Walter Pavlo was born into a good family. His parents taught him Christian values. He said; Voice 3 âI was taught, âdo not stealâ; âdo not cheatâ; âbe honestâ; âbe truthful in everything that you do.â Voice 2 Walter held these values for a long time. However, slowly, other values in the business world began to influence him. At the age of thirty-two, Walter was a senior manager at MCI. He managed millions of dollars. His job was very pressured - and difficult. Then, for the first time in his life, it looked like Walter would not meet his targets. He had to do something. He asked a co-worker for advice. His friend told Walter to cheat a little. He told him that everyone else was doing it. It was normal. Voice 1 Pavlo looked around him. It seemed that his friend was right. The world of business was full of successful cheats. Maybe a little dishonesty was not so bad. In his mind, Walter rationalised cheating. He made it seem reasonable. Voice 2 Pavlo learned how to hide customersâ debts. He made small changes in the companyâs financial books to make them look better. This meant that Walter kept his good record of achievement. And it meant that the companyâs records looked good to investors. Voice 1 However, this led Walter to a bigger temptation. Why not use the same method of dishonesty to enrich himself? Again, Walter rationalised his plan. He said later; Voice 3 âTo me it looked like everyone was cheating. And I joined in. It did not seem that bad. Customers were getting richer. And I wanted my share.â Voice 2 Something else was happening inside Walter. He was becoming hostile in his heart. All around him were lies and cheats. He saw that people only cared about themselves. He saw the company and customers making themselves richer. He said, Voice 3 âI hated the customers. I hated the company. And then, I hated myself. Then, nothing mattered anymore.â Voice 1 And so, Walter set up a secret bank account in the Cayman Islands. Customers with debts paid money directly into this bank account. Then, Walter made their debt disappear on MCIâs records. Over a six month period, Walter and a co-worker took six million dollars! Voice 2 However, as time passed, Walter became afraid. He lived in fear of getting caught and arrested. The lies and secrets created much pressure. Walter said he became emotionally unbalanced. He came to believe that he would surely be caught - it was only a question of when. Voice 1 After a few months, MCI noticed a series of payments going into a Cayman bank account. They questioned Walter about it. Walter remembers; Voice 3 âI just said I did not want to talk about it. In a way I could not avoid uncovering my secret, because I was no longer able to hide what I was doing.â Voice 1 Walter resigned from MCI. He hoped that the investigations would stop. But they did not. MCI called in the police. Voice 2 Pavlo admitted his crime. His punishment was a prison sentence of three years and five months. He would also have to sacrifice some of his future earnings - over the next twenty-seven [27] years. Voice 1 In prison, Pavlo learned a lot about himself. He looked at the process that resulted in such severe crime. He said; Voice 3 âI do not think of myself as a bad person. For me to do something bad, or illegal, I have to make myself believe it is not bad. I rationalised, reasoned, what I was doing. I did this so much that I became far removed from reality. I told myself things like - everyone else is doing it, I need to get by, my family deserves this - and so on. This is what happens to a lot of people. They will rationalise in order to do something wrong.â Voice 2 Walter finished serving his difficult sentence in 2003. Life outside of prison was not to be easy either. His wife had divorced him. His friends had disappeared. No one wanted to employ the man who had stolen millions. However, people did want to hear about it. Voice 1 Many businesses saw the power of telling such a story. It could prevent their employees making the same mistake. Business schools and universities wanted their students to hear Walterâs story. Voice 2 And so Walter decided on a new kind of work. Today, he goes into business schools, companies and universities. He tells his story. He warns people of the easy path that leads to crime. He gives this message to business students: Voice 3 âThe chance of you facing a difficult moral decision at some time in your business life is one hundred percent. It will happen. There is no way round it...â âYou will never know what your values are worth until the test. The things that your parents have taught you, the things that you learned in school. What about them? When you are tested, what will you do?â Voice 1 Walter Pavloâs values had not survived this test. However he hopes that his weaknesses may strengthen others. He hopes that his story will strengthen peopleâs values. And then, when they are tested they will not fall. Voice 2 The writer and producer of todayâs programme was Marina Santee. All quotes were adapted for the programme. The voices you heard were from the United Kingdom and the United States. Computer users can hear our programmes, read our scripts and see our word list on our website at http://www.radio.english.net. This programme is called, âMorals in Business: Walter Pavloâ Voice 1 You are welcome to comment or ask about todayâs programme. You can e-mail us at radio @ english . net. Thank you for joining us today. Until next time. Goodbye.

Jim, A 19-year-old college student, was rock climbing when he fell 30 feet to the ground. Paramedics arriving at the scene found him lying in the supine position, unable to move any extremities and complaining of neck pain. He was awake, alert, and oriented to his current location, the date and day of the week, and the details of his fall. His responses to questioning were appropriate. He complained that he could not feel his arms and legs. His pupils were equal and reactive to light. He showed no other signs of injury except for several scrapes on his arms. His vital signs revealed a blood pressure of 110 / 72, heart rate of 82 beats per minute, respirations of 18 per minute. The paramedics applied a cervical collar, placed him on a back board, immobilized his head, and transported him to the trauma center by helicopter. Upon examination at the hospital, Jim had minimal biceps brachii stretch reflexes, but no triceps or wrist extensor reflexes. All other muscle stretch reflexes in the upper and lower extremities were absent. His perception of sensory stimuli ended bilaterally at an imaginary line drawn across his chest about 3 inches above the nipples (i.e. everything below felt numb). He had some sensation in his arms, but could not localize touch or describe texture with any consistency there. He was able to raise his shoulders and tighten his biceps brachii slightly in each arm, but could not raise either arm against gravity. His lower extremities were flaccid, despite attempts to move them. Vital signs were taken again at the hospital and were as follows: blood pressure=94 / 55; heart rate=64; respiratory rate=24 (with shallow breathing). X-rays taken upon arrival revealed a fractured vertebra at a particular location. A chest X-ray showed a decreased lung expansion upon inhalation. The neurosurgeons immobilized his neck by inserting tongs into the skull above the ears to hold his neck in a position so that no further injury could occur. Jim was transferred to intensive care and his condition was stabilized. A physical examination four days later revealed normal vital signs and no change in his arm strength or sensation, but also marked spasms and exaggerated stretch reflexes of the lower extremities. He also had urinary incontinence which required the placement of a Foley catheter connected to a urine collection bag.

Questions:

1. Why did Jim's heart rate and blood pressure fall in this time of emergency (i.e. at a time when you'd expect just the opposite homeostatic responses)?

2. Upon admission to the hospital, Jim's breathing was rapid and shallow. Can you explain why?

3. Why did he lose some sensation in his arms and all sensation from the upper trunk down?

4. What is the primary muscle of respiration? Which spinal nerves contribute to innervate this muscle? (Itâs almost like this question is reviewâ¦)

5. Based upon the physical exam findings, which vertebral bone do you think was fractured? Give reasons for your answer. (Lifeâs anatomy knowledge is cumulativeâ¦)

6. By four days after the injury, some of Jim's signs and symptoms had changed. His arm muscles were still flaccid, yet his leg muscles had become spastic and exhibited exaggerated stretch reflexes. How would you explain these findings?

Present and justify your own view as to how Robert Wallaceshould resolve the dilemma in which he finds himself. (750 WORDESSAY QUESTION)

Robert Wallace graduated from Indiana University in 2002 with aBA in history and certification to teach high school socialstudies. He went right to work as a teacher, but after a few yearshe found himself increasingly frustrated with his work from thestandpoint both of professional fulfillment and financial reward.With his wifeâs encouragement, he returned to school to seek anaccounting degree. Karen Wallace is an RN, and she and Robert feltthat her earnings as a nurse would suffice for themselves and theirtwo children until he was ready to return to the workforce.

Robert finished his MBA in 2010, but his search for a positionwent slowly, partly because of the recession but also because, atage 35, he was a good deal older than those he was competingagainst. After a succession of part-time bookkeeping jobs, hefinally landed a solid position with the accounting firm of CharlesCaldwell and Company. He was assigned to the Caldwell office inHamilton, Indiana (population 35,000). Besides Robert there is justone other accountant in the office: Jerry Bragg, who is a partnerin the company and thus Robertâs boss.

Charles Caldwell and Company is a long-established firm, whichis still run by its 74-year-old founder. It has traditionally beenstrong throughout Indiana but in recent years has faced toughcompetition from the big national accounting firms. Just lastspring Mr. Caldwell summoned all of the partners to a meeting inwhich he reviewed the situation. His words were relayed down toRobert and all of the other employees. âThe only way we can beatthis competition,â said Mr. Caldwell, âis to provide morepersonalized and diligent service. This will be appreciated,especially in the smaller towns. Our survival depends on the localofficesâ keeping their customers happy.â

All these events provide the background to the painful dilemmain which Robert Wallace now finds himself. Several months ago heconducted an audit of the local bank. Because this was his firstmajor project, he was especially meticulous. Rather than justreview randomly selected loan files, he went through all the bankâsloans in order to gauge any financial vulnerability. No seriousproblems were found. More recently, Robert audited a local tractordealership. The dealership is owned by one Oliver Bigelow, who isalso the president and chief shareholder in the bank. Mr. Bigelow,a lawyer, has an interest in several other businesses as well. Byany reckoning he is the richest and most powerful man in town.

The audit of the tractor dealership is what disclosed theproblem. In the files for Robert to examine, the managerinadvertently left the record of a sizable loan from the bank.This, as Robert immediately understood, presented three majorproblems. First, because business at the dealership was poor, theloan was likely to be in default quite soon. Next, and far moreimportantly, the circumstances of the loan were highly irregular.Mr. Bigelow was, in effect, loaning money to himself. The normalprocess by which any prospective loan would be evaluated couldhardly occur, since Mr. Bigelow could see to it that the loan wentthrough. Finally, there was the fact, seemingly connected with thepreceding, that the record of the loan had been removed from thebankâs audit file. Robert had examined every loan in that file. Heknew the tractor loan was not in there. He now wondered what otherloans to businesses of Mr. Bigelowâs might have been concealed.

Robert brought this disturbing news to Jerry Bragg. Hissuperiorâs reaction shocked him. He was ordered to drop the matter.âI will take over the audit of the dealership,â said Bragg. âI willtalk to Bigelow and see to it that the loan is taken care of. Ithas to be handled discreetly. We cannot afford to alienate Bigelow,or we will be out of business in this town.â

Robert protested that it is not an accountantâs job to âfixâthings but rather to certify financial soundness or (as in thiscase) the lack of it. But Bragg cut him short: âIâm in charge ofthis office. Itâs my responsibility, not yours. If you intend tokeep working for this company, then you stay out of this matter,starting right now.â

Without saying anything more, Robert left Braggâs office. He hadno idea what he should do. He hated the thought of losing this job.Should he âblow the whistleâ? If so, to whom? How far was heobliged to carry it?

ASIAN 230 Chapter Notes - Chapter 2: Afterimage, Kanthaka, Uddaka Ramaputta

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