Pratyaksha Pramaan – This is based on direct experience.

Example: My friend tells me that there is one place that has awesome Biryani. I will
not go because my friend said Biryani is good.. I will go and taste it myself and then
decide using – Pratyaksha Pramaan. i.e. believing by experiencing.

Operates only in Present

Anumaan Pramana –

If you are able to properly establish Causal relationship or Correlation then it is

Anumaan Pramana. This is not Guess work

Operates in Past-Present-Future

Anumāna (Inference) – A Step-by-Step Framework

When there is Smoke there is Fire – True
But does that mean when there is Fire there will be Smoke – NO

Anumāna is the Indian philosophical process of logical inference. It helps in drawing a conclusion based on
observation, reasoning, and evidence. It's widely used in Nyāya philosophy and offers a robust model for
decision-making.

🔍 The Five Components of Anumāna

Let’s take the classic example from the slide and map it to a real-life management scenario afterward.

1. Pratijñā (Proposition) – “The hill has fire”

 What it is: A statement that declares a claim.

 Real-Life Example: “Our project will face delays.”

2. Hetu (Reason/Marker) – “Because it has incessant smoke”

 What it is: The reasoning or evidence behind the claim. (REASON)

 Real-Life Example: “Because the client has not finalized the design documents.”

3. Udāharaṇa (Example) – “Whatever has incessant smoke has fire, e.g., hearth”

 What it is: A general EXAMPLE that supports your reasoning, showing a consistent relationship.
  Real-Life Example: “Whenever documentation is delayed in previous projects (like Project A or B),
project timelines were impacted.”

4. Upanaya (Application) – “This hill has incessant smoke that is invariably associated
with fire”

 What it is: Applying the general rule to the current case.

 Real-Life Example: “This project shows the same signs — delayed documents — that previously
led to project delays.”

5. Nigamana (Conclusion) – “Therefore, the hill has fire”

 What it is: The final inference or decision.

 Real-Life Example: “Therefore, this project is likely to face delays.”

✅ How You Can Use This in Management

This five-step reasoning model helps:

 Avoid impulsive decisions by using evidence-based logic

 Structure your reasoning in stakeholder meetings
 Predict project outcomes or team behaviors
 Defend strategic decisions with logical steps

🎯 Example in HR Decision-Making (Real-Life)

Scenario: Should we provide additional training to Team B?

1. Pratijñā: “Team B requires training.”

2. Hetu: “Because their error rate is consistently higher than others.”
3. Udāharaṇa: “Teams with higher error rates in the past improved after targeted training (e.g., Team
C).”
4. Upanaya: “Team B is showing a similar high error pattern as Team C before training.”
5. Nigamana: “Therefore, Team B will benefit from training.”

Great question! Understanding the difference between Pramāṇa and Anumāna is fundamental in Indian
philosophy, especially when you're applying these concepts to real-life decision-making and management.

🔑 Basic Definitions

Concept Meaning Role

Means of valid knowledge or the source of
Pramāṇa "How do we know something?"
knowing truth
"We know it by reasoning based on observed
Anumāna Inference, a specific type of Pramāṇa
signs."

🧠 Think of It Like This:

  Pramāṇa is the bigger umbrella — it's the method or source by which we gain correct knowledge.
 Anumāna is one of the tools inside that umbrella — it specifically refers to inferential knowledge
based on logic.

🧭 The Six Classical Pramāṇas (Means of Valid Knowledge)

Here are commonly accepted Pramāṇas in Indian philosophy:

1. Pratyakṣa – Direct perception

2. Anumāna – Inference
3. Upamāna – Comparison or analogy
4. Śabda – Verbal testimony
5. Arthāpatti – Postulation or presumption
6. Anupalabdhi – Non-perception or absence

So, Anumāna is one of these six.

🧳 Real-Life Management Example:

Let’s say you're a project manager trying to understand why productivity has dropped.

Pramāṇa (Source of Knowledge) Options:

Pramāṇa Example in Management

Pratyakṣa You see employees spending time on mobile during work hours
Anumāna You infer low morale from increased sick leaves
Śabda HR tells you in a report about workplace dissatisfaction
Upamāna You compare Team A’s behavior to Team B in a similar situation
Arthāpatti You assume poor leadership as a hidden cause
Anupalabdhi You notice the absence of feedback submissions

So here, Anumāna is just one way you could arrive at knowledge — via logical inference — whereas
Pramāṇa is the broader system that includes multiple ways of knowing.

🪄 Summary:

Aspect Pramāṇa Anumāna

Meaning Means or method of valid knowledge Inference – one type of Pramāṇa
Role Umbrella term Subset of Pramāṇa
Function in logic Categorizes how we acquire knowledge Helps deduce knowledge logically
Example Pratyakṣa, Anumāna, Śabda, etc. “There is fire because there is smoke”

Śabda Pramāṇa (Verbal/Testimonial Authority)

🌱 Meaning

Śabda Pramāṇa refers to knowledge gained through reliable verbal testimony — either from:

1. A trustworthy person (e.g., subject matter expert), or

2. A scripture or authority (like Vedas or documented organizational SOPs).

🔍 Key Characteristics from the Slide (Explained Simply)

1. Offers testimonial knowledge of general nature

 What it means: The knowledge you get is based on someone else’s credible words or documents
— not direct experience or reasoning.
 Workplace Example: A manager explains how a new compliance regulation works based on an HR
circular. You accept it as true because the manager is trusted and the circular is official.

2. More particular than Anumāna but less particular than Pratyakṣa

 Anumāna (inference) is general and based on logic.

 Pratyakṣa (direct perception) is very specific and first-hand.
 Śabda falls in between — it's more concrete than logic but not as detailed as direct experience.
 Example: An industry report stating that “employee engagement increases productivity” is more
specific than a guess (Anumāna) but less specific than measuring it firsthand (Pratyakṣa).

3. Strongest evidence on transcendent matters

 What it means: For abstract or non-empirical topics (like ethics, values, spirituality), verbal
testimony from respected sources is the most reliable.
 Management Example: When making value-based decisions (e.g., DEI policies, organizational
purpose, ethics training), leaders often quote industry visionaries, institutional policies, or leadership
guidelines — all fall under Śabda Pramāṇa.

🏢 Real-Life Management Applications of Śabda Pramāṇa

Situation Source of Knowledge (Śabda) Why It’s Valid
Creating a Code of Expert-backed and universally
Based on published best practices by SHRM
Conduct accepted
Deciding on Diversity Quoting Tata Group’s Diversity Charter or Testimonial authority of reputed
Targets WEF Reports institutions
Setting Vision Verbal wisdom of a credible
Citing past speeches of the founder or CEO
Statements authority
Referring to Government Notification or
Launching new policy Accepted legal authority
Audit Report
✅ Why It’s Important in Management:
 Builds credibility when citing proven sources.
 Helps in making value-driven decisions.
 Critical in strategy presentations, where referencing McKinsey, HBR, or industry experts lends
weight.
 Avoids reinventing the wheel — relies on tested knowledge.

🧘‍♀️Summary:

Śabda Pramāṇa is… In Management, it's like…

Knowledge from a credible speaker Advice from a trusted senior/consultant
Testimony from an authoritative document Quoting company policy or market report
Used for abstract or unseen topics Culture-building, ethics, vision setting

Comparison Table: Three Pramāṇas

Aspect Pratyakṣa (Perception) Anumāna (Inference) Śabda (Verbal Testimony)

Direct knowledge through Knowledge gained by logical Knowledge gained through
Meaning
senses reasoning trusted words or documents
Second-hand logic-based Third-party reliable
Nature First-hand experience
deduction communication
Observation + cause-effect Credible person, report, scripture,
Source Eyes, ears, touch, etc.
logic or leader
"Where there is smoke, there "The safety manual says don’t
Example "I see smoke coming out
is fire — so the chimney has touch this switch when red light
(Simple) of the chimney."
fire." is on."
Highly specific and Depends on correct logic and Depends on trust in the speaker
Accuracy
concrete assumptions or source
Referring to Gartner Report
Management Observing low attendance Inferring poor engagement
stating microlearning boosts
Example in a training session due to boring content
retention
Immediate problem-
Use in Diagnosing root causes, Policy-making, value-based
solving, audits, real-time
Management forecasting outcomes decisions, quoting expert insights
checks
Strength Immediate and clear Analytical and predictive Builds trust and credibility
Limited to present and Can be flawed if logic is Can be wrong if the source isn’t
Weakness
what is visible incorrect reliable

🏢 Quick Workplace Examples

Scenario Pratyakṣa Anumāna Śabda

You see tasks are pending on You infer delay due to too PMO head says delays are due to a
Project Delays
the dashboard many approval levels new policy
Employee You notice a team member You infer they are HR report says exit interviews cite
 Scenario Pratyakṣa Anumāna Śabda
Attrition stopped attending meetings disengaged toxic manager
Trainer refers to a study showing
Learning You see learners not You deduce the content is
outdated tools cause drop in
Outcomes participating in the session irrelevant
interest

🎯 In Summary:

Pramāṇa How You Use It in Management

Pratyakṣa For audits, observations, inspections, real-time data
Anumāna For root cause analysis, strategic forecasting
Śabda For training, policies, leadership communication, strategy decks

WE WILL BELIEVE THAT SHABDA PRAMANA IS VALID ONLY IF

THE FOLLOWING THREE CHARACTERISTICS ARE FULFILLED:

🌟 Who is an Āpta?
In Indian philosophy, an Āpta is a trustworthy authority or expert — someone whose words or
knowledge can be considered a valid source of truth (used in Śabda Pramāṇa).

But not everyone qualifies as an Āpta. They must meet certain ethical and cognitive qualities.

🧘‍♂️Characteristics of an Āpta – Explained.

SHABDA PRAMANA WILL BE VALID ONLY IF THESE CHARACTERISTICS ARE

SATISFIED/ FULFILLED.

Application in
Sanskrit Term Meaning Simple Explanation Real-Life Example
Management
The person has A leader who has Trusting such a
Sākṣātkṛtadharmatā
Direct cognition experienced or hands-on leader’s advice
(साक्षात्कारधर्मता
of truth deeply understood experience in crisis during a business
)
the truth management crisis
An HR head who Choosing them as a
Deep empathy and
Compassion for listens and improves mentor or policy-
Bhūtadayā (भूतदया) genuine intent to
others employee mental maker for people-
reduce suffering
health policies centric initiatives
Willingness to speak A compliance Relying on such
Yathābhūtārtha
Desire to only the truth, officer who gives individuals when
Cikhyāpayiṣā
communicate without honest legal advice, framing ethical
(यथाभूतार्थ
real facts exaggeration or even if it’s not guidelines or
चिख्यापयिषा)
sugar-coating popular contracts
🏢 Management Relevance of an Āpta

In leadership and decision-making:

 Choose your sources wisely – True mentors, guides, or data sources should be like Āpta.
 Not all experience = wisdom – Unless a person has the intent to help and the habit of speaking
truthfully, their testimony may not be reliable.
 Credibility + Compassion + Clarity → = Āpta

✅ Practical Use Cases

Situation Who qualifies as Āpta How it helps

Choosing a DEI Someone who has lived/worked in diverse Ensures policies are grounded in
consultant environments, and advocates inclusion truthfully real, not cosmetic, change
Following a Encourages authentic leadership
Speaker who shares both failures and learnings
leadership podcast development
Adopting a new HR Vendor who clearly shows pros/cons, not just Helps in making honest, informed
tech tool sales talk decisions

🪄 Summary

An Āpta is not just a person with knowledge, but one who:

 Has seen or experienced the truth

 Wants to reduce suffering or help
 Always speaks truthfully, with no hidden agenda

Such people are trusted sources of verbal testimony (Śabda Pramāṇa) — especially valuable in
management for ethics, values, leadership, and people practices.

This slide highlights an important philosophical point in Indian epistemology — particularly in the context
of Śabda Pramāṇa (verbal testimony as a means of valid knowledge).

🧭 Slide Insight: "Śabda Pramāṇa Cannot Be Self-Contradictory"

⚖️Core Idea

For any verbal testimony (śabda) to be accepted as a valid source of knowledge, it must come from an
Āpta — a reliable source — and most importantly, it must be:

 Logically consistent
 Free from contradiction
 In harmony with other pramāṇas (perception, inference, etc.)
💡 What the Slide Shows

The table displays contradictory statements from different religious texts regarding a theological question:
"Does God have a son?"

Bible (John I.14 & I.18) Quran (XIX.35 & IX.30, trans. Maududi)
States that God has a begotten son (Jesus) Strongly refutes the idea that God has a son
Refers to direct incarnation Emphasizes God’s transcendence and uniqueness

📚 Indian Philosophical View:

From a Nyāya perspective, this contradiction implies:

 Both sources cannot simultaneously be accepted as valid śabda pramāṇa on this specific matter.
 If a source is internally contradictory or inconsistent with perception/inference, it cannot be held
as an absolute authority in philosophy.

🧠 Application in Management
Let’s now make this practical — applying the principle of non-contradiction in verbal testimony to your
workplace or management decisions:

Scenario Contradictory Śabda (Verbal Inputs) How to Apply This Principle

One report says "Remote work boosts Check the source's credibility, data backing,
Market
productivity"; another says "Remote work and context. Accept the one that’s evidence-
Research
leads to disengagement." based and consistent.
One leader says "Be transparent always"; Evaluate the consistency of each philosophy
Leadership
another says "Don’t reveal too much to with organizational values and long-term
Advice
employees." goals.
Consultant A says "Microlearning is the Look at case studies, ROI data, and actual
Training
future"; Consultant B says "Microlearning has learner feedback — don’t just go by
Strategy
no impact." name/fame.

📏 Decision-Making Rule
Never accept any testimony blindly.
→ If two authorities contradict, you must:

1. Check consistency across contexts.

2. Evaluate alignment with evidence or direct experience.
3. Rely only on the non-contradictory, rational, and helpful source — the true Āpta.

🪄 Summary Line for Study Notes:

"Śabda pramāṇa is valid only when it is free from contradictions and aligns with rational inquiry — both in
scriptures and in management decisions."
I avoid risk I do my duty, come what may
I want quick results I focus on right effort
I control outcomes I control only actions
I blame others I introspect and improve

📚 Suggested Daily Practice

 🌄 Reflect each morning: “What is my karma for today?”
 📔 Journal in the evening: “Did I act with the right intent today?”
 💭 Remind yourself: “I am not the result-maker. I am the duty-doer.”

🧠 Memory Aid for Presentation or Exams

Remember this acronym:
K-A-R-M-A

Know your role (svadharma)

Act with pure intent