www.1001TopWords.com |
Is Good Neighborliness Good Business?
[Note: This story is not a criticism of Buddhism. It is a story of neighborly love.] Introduction He was the least likely of neighbors to do this thing, a Buddhist turned Roman Catholic, patriarch of a California wine-growing clan. I was a Southern Baptist youth, only recently learned how to shave, and served in the new "Korean War" as a sailor. You know the rashness of youth. I wondered aloud, "How is it that you, a Japanese Buddhist, came to be sending your son to Mary Knoll Seminary to become a Catholic priest?" The lesson he taught me about the important business of being a good neighbor has not been lost for more than fifty years. Here's his story in his own words. The Patriarch's Story At the beginning of World War II, I was struggling whether to enlist in military service. My struggle was not because I was Nisei. It was because I had a wife. I had three small children. How might I best serve my country, care for my young family, and manage my new vineyards? Even at home, I was struggling to maintain them. What would happen if I left to join the service? I might well not have worried. At 10:00 a.m. one morning three Military Police arrived at my home in a covered truck. They pounded on my door. They entered my house without permission. "Pack one overnight bag for your family," the leader told me. "Be quick about it!" By 10:15 a.m. my family and I were in the back of the truck. We were on our way to what was called a "relocation center." It was far from my own neighborhood. I never had time to call a neighbor, Nor was I allowed to contact anyone to tell them what was happening. By evening we were in a fenced enclosure. It was to be our home until the end of the war. He sipped his wine. I was a teetotaler, but because I was a guest in his house, and didn't want to make a fuss, I had accepted a glass. I tentatively sipped a swallow and set the glass down. "The wine is not good?" he had asked. "Too good," I had answered. "If I get started, I might not be able to stop." He smiled and nodded knowingly. He continued his story. When we returned after the war?all Nisei returned to the area?we found our homes gone. Our businesses gone. Sold for taxes to our neighbors. The first year we were gone. I couldn't believe it. All the vines I had labored so arduously to plant, to nurture. All the contracts I had so carefully negotiated with the distillery. The home my wife and I had so lovingly remodeled. Evenings when it was too dark to work the vineyards. Gone! We could lay claim to no part of our former possessions?property, furniture, jewelry. Nothing. I walked the city streets in disbelief. I wondered how I could ever start over again. We were still despised as "Japs." By both the local population and former neighbors. Finding even the most menial work was unlikely, I was in tears. What would I tell my wife? But she knew. Surely she already knew. Something of this magnitude could not be hidden. Perhaps in another part of the country I could get a job as a gardener. "You know, lots of rich folks love to have a Japanese gardener," he said bitterly. I looked around. Invaluable appointments. Lovely brocaded furniture. Priceless wall hangings. Luxurious carpets. What did he mean by "rich folks." He sighed at the memory of his misery. He took another sip of wine. He continued. As I stood there, tears in my eyes, someone called my name. I turned to face the voice. It was my old neighbor. He was a vineyard owner on the land next to mine?next to the land that used to be mine. I had helped him irrigate his vines by hand one year when the drought threatened our crops. He had helped me choose the best stock to plant when I had first started. I thought we had been good neighbors. When I returned to the area, I found that it was he who had bought my property. For taxes. My own neighbor! I tried to hide my bitterness. "I didn't know you were back," my former neighbor told me. "Where's your family?" I told him. I explained there had been an addition since I left. He grinned and led me to his sedan. "Hop in," he said. I couldn't believe that this backstabbing neighbor could have the gall to act so friendly. I don't know why, but I climbed in. He babbled happily, as if to a long-lost friend, as he drove to where my family was. "Go get 'em. Get 'em all. I want to see the young'ns. And I have something I want to show you." We picked up my family and left. I recognized the route. Two of my boys were in the front seat with me. The oldest, the seminarian from Mary Knoll, suddenly cried out. "Father! This is the road to our house!" I thought the grin on my old neighbor's face was especially wicked. Why are you doing this? I wondered. Why are you torturing us this way? We drove up to our old home. It looked well kept. Even lovingly cared for. Who lives here now? I wondered. He jumped out and opened the car doors. He led us into the house and into this room where we are now sitting. Everything was as we had left it. My wife lovingly ran her hand over the back of that teakwood table. The dust of years had not settled in. The carpets had been faithfully vacuumed. The windows regularly washed. The furniture carefully polished. Whoever lived here now must love the house as much as we did. Seeing how carefully everything had been maintained, I couldn't be too angry with my neighbor. After all, purchase of my property had been a business deal for him. I'm sure it wasn't anything personal. The old man took another sip of wine. He pointed at an elaborately carved, small desk with a drop down front that stood against a wall. He went on with his story. My neighbor took me to that desk and opened a drawer. He took out a handful of papers and handed them to me. They were the deeds and ownership documents for my house and business. I glanced at them, wondering how any one human being could be so heartless as to gloat before a family that had fallen to the depths I had reached. "Look at them, read them," he said when he noticed I simply stood there, stupidly holding them in my hand. When I did, my heart stopped. My name was on the first paper I looked at. With trembling hand I looked at another. My name. And another. And another. On every document. My name. Just my name. Not his, not even as co-owner. He unlocked the drop down front and opened a drawer inside. He took out a bankbook and handed it to me. I scanned it. I could not believe my eyes. The balance had increased significantly each year while I was gone. "Business was good during the war," he told me. "My only problem was finding labor to do the work. But I managed." "But- - -but these are your profits," I told him. I shoved the bank book toward him. "Here. Take it. It's your money." He laughed. "Naw. Your farm helped me. When we added our properties together, I got more ration coupons for gas. Negotiated better contracts with the distillery. Generally did better business. You won't believe this. When I broke down the tax bill, even that was less. Naw. I got my pay. This is all yours." I couldn't believe my ears. I wept openly. My wife and I hugged each other and cried. Finally, I looked at my old friend. The old patriarch looked at me and said, "You want to know why I'm sending my son to seminary to become a Christian priest? Well, here's why. I asked my neighbor, 'Why did you do all this for me? After all, we were only neighbors'. That's where you're wrong," he told me. "You see, in my faith we are all God's children. We are brothers, you and me. Dr. Larry Winebrenner is a well-known, well-received public speaker. He has extensive background in business practices seminars, genealogical research, producing training materials, marketing consulting, nutrition studies, and religious studies. This article is located at http://www.home-bible-study.com/ Other sites maintained are located at http://www.cookin-good.com.
|
RELATED ARTICLES
Ethics in Business - Please Have Some Is your business ethical? Private Carrier Pepsi Embraces Diversity Amongst Employees Many companies claim to be committed to diversity, but private carrier Pepsico has proven their desire for a diverse employee base. With the progression of globalization in the world, Pepsi continues to embrace and value diversity in customers, suppliers and employees. If you are interested in driving in a private fleet that respects a diverse work force, Pepsico is the private carrier company for you. The Collapse of Enron: Managerial Aspects Executive summary Business Ethics There is much talk today about ethics in business - as there should be, but there should be more than talk; there should be a high moral code for all executives who are responsible to both their customers and their shareholders. The Need to Survive; A Death Knell For Organizations Changing the driving force upon which business decisions are based is crucial in order to not only restore ethics in business but to truly improve the lives of those whom they were meant to benefit: executives, employees and consumers. After all, weren't business activities meant to improve the state of existence of human beings on this planet? Work Ethics ? A Paradigm Shift Work ethics is a hot topic in today's business and educational worlds. Yet, how do we define this hybrid phrase with the word work meaning more than a specific outcome and the word ethics being more than the values that enhance that outcome? Diversity I know that diversity has been a big topic of conversation ever since the early 1990s when research supported the demographics that by the year 2000, 85% of the entering workforce would be female, African-American, Asian-American, Latino, or new immigrants. The fact that white males would be a minority entering the workplace was a wake up call for corporate America. Enron?s Ultimate Victim: Ethics FROM the 'MORAL HIGH GROUND', where we imagine ourselves, the Enron fiasco should have come as no surprise. Enron is simply a quintessential example of the degradation of principles such as trust, loyalty and ethical standards. Are You Selling Out Your Integrity? Integrity in business is a quality that is highly under-rated by executives these days. Many executives are so "pushed and pulled" by a not so hidden force called the "profit motive" that they often find themselves compromising something that without which they could lose all credibility and trust from those they are trying to retain business from. Six Reasons to Give If you run a business, you undoubtedly feel many pressures on your time and money. Why would you want to add "giving to the community" to your "to do" list? Here are six reasons ..... Laws and Ethics?. Who?s Kidding Who? Years ago I read an article by a renowned psychologist wherein he wrote his studies found one percent of all human beings would never lie, cheat or steal. One percent would always lie, cheat or steal and given the right set of circumstances, the rest of us would likely lie, cheat and/or steal. Minding Your Global Manners To say that today's business environment is becoming increasingly more global is to state the obvious. Meetings, phone calls and conferences are held all over the world and attendees can come from any point on the globe. On any given business day you can find yourself dealing face-to-face, over the phone, by e-mail and, on rare occasions, by postal letter with people whose customs and cultures differ your own. You may never have to leave home to interact on an international level. Tales from the Corporate Frontlines: Shifting Culture and Climate in Todays Corporate World This articles relates to the AlphaMeasure core competency Culture and Climate. AlphaMeasure defines climate as the effect an organization has on the employees, while culture refers more to the acceptable behaviors, attitudes, and habits of the organization as a whole. Knowing and understanding workplace culture and climate leads to a better understanding of what factors are influencing employees. In relation, the level of service your customers receive is almost always influenced by the culture and climate of your organization. This competency can be especially insightful if your organization is experiencing customer service related issues or problems working together internally. Communicable Corporate Diseases Hurting Business Sexcess! Enron Executive goes to prison for 10 years, Martha Stewart is under house arrest, and Bill Clinton averages $150,000 per speaking engagement. Tales from the Corporate Frontlines: Diversity And Success, In The Workplace This article relates to the Diversity in the Workplace Competency, commonly evaluated in employee satisfaction surveys. This competency explores whether your organization provides understanding and supports interaction among diverse population groups while respecting individuals' personal values and ideas. Research shows that by fostering a climate where equity and mutual respect are intrinsic, an organization can create a success-oriented, cooperative and caring work environment that draws intellectual strength and produces innovative solutions from the synergy of its people. Ethics in Business...A Lost Art While watching Face the Nation one Sunday earlier this year, Bob Schiffer discussed the airline industry, his mother and ethics in business. Like Bob, I think it is a sad commentary today, that we have to police businesses. Whatever happened to going into business to provide a needed service, being loyal to employees, and keeping promises. No Credit is Due: Bad Telemarketing Just a few minutes ago I was debating what to write about this week -- something interesting, perhaps, or maybe it was about time to give some credit to snails, I thought. Then, by some random stroke of luck, fate or writer's lightning (a term I created just now), I received a phone call from a credit card company... The Deception Perception: Pay No Attention to the Man Behind the Curtain The Deception Perception Business Ethics: An Oxymoron? Why do I believe good PR and business ethics are inextricably linked? It comes down to definitions. Ethics is learning what is right and what is wrong and then doing the "right thing." PR involves providing counsel on the "right thing" to do and then helping the organization get credit for it. Vice of Buggery at FTC At the Federal Trade Commission we have seen attorneys who suffer from the vice of buggery get promoted to higher and more important international divisions. Now then, are these attorneys who have personal sexual problems and are breaking the laws of sodomy not wanted in the main group of Federal Trade Commission Employees? Is the FTC worried about sexual harassment laws? Are they worried about on-the-clock Men's Restroom "Quickies" and the possibility of the need for an unflattering in-house employee investigation becoming public? Is the Federal Trade Commission afraid to fire these buggerists, for some employee unlawful termination suit? Is buggery so pervasive that the FTC has to invent new titles for these guys so they can be moved up in rank to other divisions? If so why doesn't the FTC adopt a "Don't Ask, Don't Tell Policy" to prevent special treatment of those who suffer from buggery? Can't the FTC get psychological help for these men who thrust their penis up another man's rectum? Obviously these human organs were not set up to do that. We know that the FTC continually screw with the natural order of competition and evolutionary progress of efficient competition and survival of the fittest businesses. But why are they now trying to modify humankind's evolution? |
© Athifea Distribution LLC - 2013 |