Compassion and diplomacy have their place even in the hardest situations of corporate life. Guided by Mahatma Gandhi’s principles, the art of negotiation assumes almost magical hues. To illustrate – we know that Gandhi boycotted foreign goods not only to defy the British, but also to boost to the local Indian economy by promoting the use of Khadi and other indigenous products. However, his philosophies shone through when he traveled to the affected Lancashire mills and spend time will the mill workers on his next British trip. True to his principles, he explained to them why he was doing what he was doing - and his gesture won the day.

By making himself accountable in this way, Gandhi practically demonstrated the very essence of corporate social responsibility. In fact, CSR in India saw its beginning in the Gandhian concept of holding companies through a trust instead of by individuals. Today, his concept of Ahimsa – or non-violence – still has the power to transform even the worst of boardroom conflicts into cooperation. Contrary to certain Western schools of thought, Ahimsa in business negotiation and conflict resolution is far from passive and submissive. In fact, it is a most courageous route. This baseline Gandhian concept of Ahimsa, from which all his philosophy sprang, requires one to be serious, to accept reality and to be ready to make sacrifices.

Gandhism is not an obsolete social concept – it remains a revolutionary tool in an increasingly mercenary business environment. Some of the best corporate institutions in India, such as Tata, were inspired by the Gandhian philosophy. All of us can adopt and harness its power. After all, when we speak of globalization, we are speaking of integration – not fragmentation. And integration is what Gandhi was all about.