 Bismillahir Rahmanir Raheem and As-Salaam-e-Alaikum everyone. Sayyid-u-Sahin Haider again back with corporate governance. Good to see all of you. We are moving forward trying to understand the different dimensions, the different modalities, the different perspectives and the different factors which tend to affect corporate governance. So, in this particular course, we are not only looking at the nitty-gritties and at the legalities and the frameworks but we are also looking behind the frameworks. What is the psychological context of good governance, of corporate governance, of morality, of doing something which should not be done and then why do we do it? Are we compelled to do it? Is it that we presume that we have to do it and what are the different reasons? So, in the previous sessions, we have been looking at the different factors of obedience, conformity and the bystander effect. Now, let us look at it a little bit more in detail and we will be referring to the milligram obedience experiment. Now, when we look at this Milgram Stanley, Milgram obedience experiment, then what we see is that based upon this globally acclaimed experiment, we tend to understand the importance of obedience and why is it that morally astute, scrupulous, principled people would do something which they should not be doing. Now, the important thing is, ladies and gentlemen, boys and girls, is that you have to look at the video. So, the video is available. Now, when you look at the video, there are certain things that I would like to add for food for thought and secondly, I would like to give you some questions, some takeaway questions which you are going to take with you and then you are going to look at the video again with those questions in mind and then think about the answers because they are available in the video. And the most important thing that I would like all of you to do is that I would like you to interconnect what you see in the video, the questions that I give to you and what is happening in the real world in your own community, in your own institutions, where you are working, these things are happening and that would enable you to understand why is it that sometime the best of people can do the worst of things and this is all psychological and that's why psychology is a very important aspect of the implementation of corporate governance because without it, then we won't have the foundation upon which we can train, we can moderate and we can assimilate people towards doing what is correct, what is right, what is principled and what is stipulated by corporate governance. So, moving a little bit ahead, ladies and gentlemen, explain what you observed in the Milgram experiment. Now that's very important. What did you learn? What did you observe? The Milgram experiment shows that there is a strong tendency among humans to follow the dictates of authority figures even if following the instructions of authority figure can be extremely harmful, even lethal. So, this is what we see that we have this tendency to be obedient. We have this tendency to do things the way we are told. We have this tendency to follow rules and regulations without looking at implications and consequences and that is extremely important. Milgram's conclusion is not that people tend to be morally bankrupt, rather his conclusion is that obedience can lead perfectly good people to do bad things. So, this, ladies and gentlemen, is the crux of this experiment. When you see the experiment in detail and I would advise all of you to watch the video maybe two or three times, then you would see how different respondents are responding or are not responding or doing or not doing and why is it that they are taking the voltage in excess of 400 volts and the victim is screaming and maybe it could be due to psychological distancing, but again that is what happens in the real world. We are not in contact, we are not frontline managers all the time, we are sitting far away and because we don't know of the consequences sometimes we would be doing something which is extremely detrimental to the people, the stakeholders and to the organization as a whole. But rightly said that people are not morally bankrupt but they are compelled and environment is created in such a way that they are doing things which could be lethal. And another question which comes to our mind in this experiment is that what would you do if you were the teacher, if you were the person over there regulating everything, the supervisor who is sitting behind the respondent, the person who is pressing the voltages. So what would your response be? What can we do to make sure that the pull to follow the orders of authority because does not undermine our ability to act in accordance with our better judgment. So again I would like all of you to immerse yourself into this situation that okay if we were in such a situation practically speaking how would we extricate ourselves? How would we save ourselves from doing something which we actually know is wrong? You think of circumstances in your own lives in which insights drawn from the Milgram experiment play themselves out. So look at it from your own life perspective and very importantly you should have you ever passed responsibility for your actions to a group or authority figure illustrate with examples. So try to talk about different examples, write them down, try to understand the concept. It would enable you to understand that why despite corporate governance frameworks, despite securities and exchange commission regulations, despite company laws and acts and despite the fact that we have so many frameworks which would reprimand negative or lethal behavior but still in the modern world in the most modern economies we see these deviations taking place and it's extremely important to understand them. Some more questions. What do you think would happen if the learners were in the same room as the teacher? What would happen if shocks were administered by hand rather than indirectly through a switchboard? So would you be able to administer a shock? Would you allude to the mechanism of psychological distancing? What can you do to avoid the pull of authority when the authority figure is demanding something of you that you believe is wrong? So this is a natural circumstance, a natural situation which occurs around the world that how are you going to say no to your boss? When your boss is expecting you to perform. So these are very big real life challenges which have been reflected meticulously and again multi-perspectively to the Milgram experiment and that would enable you to understand the phenomena of diffusion of responsibility relating to ashes, conformity experiment and the good Samaritan experiment. And again consider in particular cases in which conformity is being punctured. So these are the different questions that I would like you to basically run through your minds while you are watching the Milgram video at least two or three times. What does the Milgram experiment say about our capacity to take responsibility of our own lives? An extremely important question that you should be able to understand that can we take responsibility or are we always going to be throwing it off onto someone else? Remember that not everyone reacts the same to pressure of external circumstances. Consider those who reached a point at which they refused to follow the instructions of the authoritative figure. Do you think this experiment is ethically dubious? So again many questions coming your way and the best way is to watch the video two, three or four times and look up these questions and then think about them. Think about your own answers in all of this. So what happens is that a very important aspect is that despite the fact that we have been groom, nurtured, developed, mentored, taught very well in our life we understand what is right and wrong. We know that we should not damage someone, we should not be lethal to someone, we should not be debilitating to someone, we should not be insulting to someone. But situations arise in which we are to an implied context made to do things which we know are wrong but yet we do it. And this is the question of the Stanley Milgram experiment and the answers have to be found out by you. Thank you so much.