Original Text(~55 words)
W18. 1. hen the Great Tao (Way or Method) ceased to be observed, benevolence and righteousness came into vogue. (Then) appeared wisdom and shrewdness, and there ensued great hypocrisy. 2. When harmony no longer prevailed throughout the six kinships, filial sons found their manifestation; when the states and clans fell into disorder, loyal ministers appeared.
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Summary
Lao Tzu presents a provocative idea: the very things we celebrate as virtues might actually be symptoms of a broken system. When the natural way of living (the Tao) was followed, people didn't need to talk about being good—they just were. But once that natural harmony disappeared, suddenly everyone started making rules about kindness and righteousness. It's like how you only notice you need to breathe when something's wrong with your lungs. The chapter points out a pattern we see everywhere: filial piety becomes a big deal only when families are dysfunctional, and loyal employees get praised only when companies are falling apart. Think about it—in a truly healthy family, kids don't get awards for loving their parents; they just do. In a well-run organization, loyalty isn't something you have to demand or reward; it flows naturally. Lao Tzu suggests that when we see a lot of talk about virtue and morality, it might mean the underlying system is sick. This doesn't mean virtue is bad, but rather that its necessity reveals an absence of something more fundamental. It's like how security cameras appear when trust disappears, or how detailed employee handbooks emerge when common sense and mutual respect break down. The wisdom here is learning to distinguish between genuine health and compensatory behaviors that mask deeper problems.
That's what happens. To understand what the author is really doing—and to discuss this chapter with confidence—keep reading.
Terms to Know
The Great Tao
The natural way of living where everything flows harmoniously without force or artificial rules. It's like when a family or workplace runs so smoothly that no one needs to make lists of how to behave - people just naturally do the right thing.
Modern Usage:
We see this in teams that work effortlessly together, or in communities where neighbors help each other without being asked.
Benevolence and Righteousness
Formal concepts of being good and doing right that emerge when natural goodness breaks down. These are the rules and moral codes people create when they can no longer trust each other to naturally do the right thing.
Modern Usage:
Like company ethics training that only exists because some employees were stealing, or family rules that only get written down after trust is broken.
Six Kinships
The traditional Chinese family relationships: father-son, elder brother-younger brother, husband-wife. When these relationships were in harmony, no one had to talk about family values - they just lived them naturally.
Modern Usage:
Similar to how healthy families don't need to constantly discuss respect and love - it's just there in their daily interactions.
Filial Piety
The formal virtue of children honoring and caring for their parents. Lao Tzu points out that this only becomes a 'virtue' worth praising when families are already broken and kids aren't naturally caring for their parents.
Modern Usage:
Like how we only give awards for 'employee loyalty' when companies have high turnover, or praise kids for 'respecting their elders' when that respect has disappeared.
Loyal Ministers
Government officials who stay faithful to their rulers during times of political chaos. The irony is that loyalty only becomes noteworthy when the system is so corrupt that most people are abandoning ship.
Modern Usage:
Think of employees who get praised for 'going above and beyond' - usually this happens when the workplace is toxic and most people do the bare minimum.
Great Hypocrisy
The fake virtue that appears when people start performing goodness rather than naturally being good. It's when moral behavior becomes a show rather than an authentic way of living.
Modern Usage:
Like social media posts about kindness from people who treat service workers badly, or companies with diversity slogans but discriminatory practices.
Characters in This Chapter
The Sage (Lao Tzu)
Philosophical observer
Acts as the voice pointing out the irony that our celebrated virtues often signal system failure. He's not condemning virtue itself, but questioning why we need to make such a big deal about basic human decency.
Modern Equivalent:
The wise coworker who points out that all the team-building exercises started right after morale tanked
Why This Matters
Connect literature to life
This chapter teaches how to distinguish between genuine organizational health and compensatory virtue signaling.
Practice This Today
This week, notice when workplaces, schools, or institutions loudly advertise their values—then observe whether their actual behavior matches the marketing.
You have the foundation. Now let's look closer.
Key Quotes & Analysis
"When the Great Tao ceased to be observed, benevolence and righteousness came into vogue."
Context: Opening observation about how formal morality emerges when natural harmony disappears
This reveals the paradox that our most celebrated virtues might actually be symptoms of a sick system. When things are truly healthy, you don't need rules about being good - people just are.
In Today's Words:
When things stopped working naturally, people had to start making rules about how to be decent human beings.
"When harmony no longer prevailed throughout the six kinships, filial sons found their manifestation."
Context: Explaining how family virtues only become noteworthy when families are dysfunctional
This shows how we only praise what's missing. Good kids taking care of parents becomes a 'virtue' only when most kids have stopped doing it naturally.
In Today's Words:
Kids only get awards for loving their parents when most families are falling apart.
"When the states and clans fell into disorder, loyal ministers appeared."
Context: Final example of how loyalty becomes exceptional only during systemic breakdown
Loyalty gets noticed and rewarded only when disloyalty has become the norm. In healthy systems, loyalty isn't remarkable - it's just how things work.
In Today's Words:
Employees only get praised for sticking around when the workplace has become so toxic that everyone else is quitting.
Intelligence Amplifier™ Analysis
The Road of Virtue Signaling - When Good Behavior Reveals Bad Systems
When systems start loudly promoting basic decency, it usually means that decency has become scarce.
Thematic Threads
Social Expectations
In This Chapter
Society creates elaborate moral codes when natural goodness disappears
Development
Introduced here
In Your Life:
You might notice this when your workplace suddenly emphasizes values they've always ignored.
Identity
In This Chapter
People define themselves by proclaimed virtues rather than lived actions
Development
Introduced here
In Your Life:
You might catch yourself talking about being a good person instead of just being one.
Human Relationships
In This Chapter
Family loyalty becomes noteworthy only when families are broken
Development
Introduced here
In Your Life:
You might see relatives posting about family values while treating each other terribly.
Personal Growth
In This Chapter
Recognizing when virtue talk masks systemic problems
Development
Introduced here
In Your Life:
You might learn to trust quiet competence over loud moral proclamations.
Class
In This Chapter
Working people often see through virtue signaling faster than those who benefit from broken systems
Development
Introduced here
In Your Life:
You might notice how management's 'appreciation' campaigns coincide with benefit cuts.
Modern Adaptation
When the Promotion Goes Sideways
Following Lin's story...
Lin watches her former colleague Marcus get promoted to department head after the company's 'leadership crisis.' Suddenly, Marcus is all over social media posting about 'servant leadership' and 'putting people first.' He schedules daily team meetings about 'our values' and creates elaborate recognition programs for basic job performance. Lin remembers when their old supervisor ran things—nobody talked about leadership or values because the work just flowed. People helped each other without employee-of-the-month contests. Overtime was rare because projects were managed well. Now Marcus sends weekly emails about 'work-life balance' while scheduling mandatory weekend training sessions. Lin realizes the louder Marcus talks about being a great leader, the more obvious it becomes that he doesn't know how to actually lead. The department that once ran smoothly now needs constant motivation speeches and team-building exercises just to function.
The Road
The road ancient Chinese officials walked when virtue became performance, Lin walks today. The pattern is identical: when natural leadership breaks down, artificial leadership theater takes its place.
The Map
This chapter provides a diagnostic tool for organizational health. Lin can measure dysfunction by the volume of virtue signaling—the more a system talks about its values, the less it actually lives them.
Amplification
Before reading this, Lin might have been fooled by Marcus's leadership rhetoric or wondered why good workplaces felt different. Now they can NAME virtue theater, PREDICT which departments will struggle, and NAVIGATE toward leaders who work quietly rather than perform loudly.
You now have the context. Time to form your own thoughts.
Discussion Questions
- 1
According to Lao Tzu, why do people only start talking about kindness and righteousness after natural harmony breaks down?
analysis • surface - 2
What's the difference between a family that naturally helps each other and one that has to create rules about helping?
analysis • medium - 3
Where have you seen organizations or groups loudly promote values they seem to struggle with in practice?
application • medium - 4
How would you tell the difference between a workplace that's genuinely healthy versus one that's trying to fix problems with virtue campaigns?
application • deep - 5
What does this pattern reveal about the relationship between rules and trust in human relationships?
reflection • deep
Critical Thinking Exercise
Virtue Signal Detective
Think of three organizations you interact with regularly (workplace, school, healthcare, retail, etc.). For each one, identify what values they publicly promote versus how they actually behave. Look for gaps between their marketing messages and your real experience with them.
Consider:
- •Notice which organizations talk most about their values versus which ones just live them quietly
- •Pay attention to whether the promoted values address problems you've actually experienced there
- •Consider whether the virtue messaging feels genuine or like damage control
Journaling Prompt
Write about a time when you had to choose between an organization that talked a lot about their values and one that simply demonstrated good behavior without fanfare. What helped you make that decision, and how did it turn out?
Coming Up Next...
Chapter 19: The Wisdom of Letting Go
Moving forward, we'll examine overthinking and overplanning can create the problems you're trying to solve, and understand sometimes the smartest move is to stop trying to be smart. These insights bridge the gap between classic literature and modern experience.