There is an essential and irreducible ‘duality’ in the normative conceptualization of an individ ual person. We can see the person in terms of his or her ‘agency’, recognizing and respecting his or her ability to form goals, commitments, values, etc., and we can also see the person in terms of his or her ‘well-being’. This dichotomy is lost in a model of exclusively self-interested motivation, in which a person’s agency must be entirely geared to his or her own well-being. But once that straitjacket of self-interested motivation is removed, it becomes possible to rec ognize the indisputable fact that the person’s agency can well be geared to considerations not covered- or at least not fully covered- by his or her own well-being. Agency may be seen as important (not just instrumentally for the pursuit of well-being, but also intrinsically), but that still leaves open the question as to how that agency is to be evaluated and appraised.
Even though the use of one’s agency is a matter for oneself to judge, the need for careful assess ment of aims, objective, allegiances, etc., and the conception of the good, may be important and exacting. To recognize the distinction between the ‘agency aspect’ and the ‘well-being aspect’ of a person does not require us to take the view that the person’s success as an agent must be independent, or completely separable from, his or her success in terms of well-being. A person may well feel happier and better off as a result of achieving what he or she wanted to achieve- perhaps for his or her family, or community, or class, or party, or some other cause. Also it is quite possible that a person’s well-being will go down as a result of frustration if there is some failure to achieve what he or she wanted to achieve as an agent, even though those achievements are not directly concerned with his or her well-being.
There is really no sound basis for demanding that the agency aspect and the well-being aspect of a person should be independent of each other, and it is, I suppose, even possible that every change in one will affect the other as well. However, the point at issue is not the plausibility of their independence, but the sustainability and relevance of the distinction. The fact that two variables may be so related that one cannot change without the other, does not imply that they are the same variable, or that they will have the same values, or that the value of one can be obtained from the other on basis of some simple transformation. The importance of an agency achievement does not rest entirely on the enhancement of well-being that it may indirectly cause. The agency achievement and well-being achievement, both of which have some distinct importance, may be casually linked with each other, but this fact does not compromise the specific importance of either. In so far as utility-based welfare calculations concentrate only on the well-being of the person, ignoring the agency aspect, or actually fails to distinguish between the agency aspect and well-being aspect altogether, something of real importance is lost.


When people who are talking don’t share the same culture, knowledge, values, and assumptions, mutual understanding can be especially difficult. Such understanding is possible through the negotiation of meaning. To negotiate meaning with someone, you have to become aware of and respect both the differences in your backgrounds and when these differences are important. You need enough diversity of cultural and personal experience to be aware that divergent world views exist and what they might be like. You also need the flexibility in world view, and a generous tolerance for mistakes, as well as a talent for finding the right metaphor to communicate the relevant parts of unshared experiences or to highlight the shared experiences while demphasizing the others. Metaphorical imagination is a crucial skill in creating rapport and in communicating the nature of unshared experience. This skill consists, in large measure, of the ability to bend your world view and adjust the way you categorize your experiences. Problems of mutual understanding are not exotic; they arise in all extended conversations where understanding is important.
When it really counts, meaning is almost never communicated according to the CONDUIT metaphor, that is, where one person transmits a fixed, clear proposition to another by means of expressions in a common language, where both parties have all the relevant common knowledge, assumptions, values, etc. When the chips are down, meaning is negotiated: you slowly figure out what you have in common, what it is safe to talk about, how you can communicate unshared experience or create a shared vision. With enough flexibility in bending your world view and with luck and charity, you may achieve some mutual understanding.
Communication theories based on the CONDUIT metaphor turn from the pathetic to the evil when they are applied indiscriminately on a large scale, say, in government surveillance or computerized files. There, what is most crucial for real understanding is almost never included, and it is assumed that the words in the file have meaning in themselves—disembodied, objective, understandable meaning. When a society lives by the CONDUITmetaphor on a large scale, misunderstanding, persecution, and much worse are the likely products.
Later, I realized that reviewing the history of nuclear physics served another purpose as well: It gave the lie to the naive belief that the physicists could have come together when nuclear fission was discovered (in Nazi Germany!) and agreed to keep the discovery a secret, thereby sparing humanity such a burden. No. Given the development of nuclear physics up to 1938, development that physicists throughout the world pursued in all innocence of any intention of finding the engine of a new weapon of mass destruction—only one of them, the remarkable Hungarian physicist Leo Szilard, took that possibility seriously—the discovery of nuclear fission was inevitable. To stop it, you would have had to stop physics. If German scientists hadn’t made the discovery when they did, French, American, Russian, Italian, or Danish scientists would have done so, almost certainly within days or weeks. They were all working at the same cutting edge, trying to understand the strange results of a simple experiment bombarding uranium with neutrons. Here was no Faustian bargain, as movie directors and other naifs still find it intellectually challenging to imagine. Here was no evil machinery that the noble scientists might hide from the problems and the generals. To the contrary, there was a high insight into how the world works, an energetic reaction, older than the earth, that science had finally devised the instruments and arrangements to coart forth. “Make it seem inevitable,” Louis Pasteur used to advise his students when they prepared to write up their discoveries. But it was. To wish that it might have been ignored or suppressed is barbarous. “Knowledge,” Niels Bohr once noted, “is itself the basis for civilization.” You cannot have the one without the other; the one depends upon the other. Nor can you have only benevolent knowledge; the scientific method doesn’t filter for benevolence. Knowledge has consequences, not always intended, not always comfortable, but always welcome. The earth revolves around the sun, not the sun around the earth. “It is a profound and necessary truth,” Robert Oppenheimer would say, “that the deep things in science are not found because they are useful; they are found because it was possible to find them.”
...Bohr proposed once that the goal of science is not universal truth. Rather, he argued, the modest but relentless goal of science is “the gradual removal of prejudices.” The discovery that the earth revolves around the sun has gradually removed the prejudice that the earth is the center of the universe. The discovery of microbes is gradually removing the prejudice that disease is a punishment from God. The discovery of evolution is gradually removing the prejudice that Homo sapiens is a separate and special creation.
Light Chemicals is an industrial paint supplier with presence in three locations: Mumbai, Hyderabad and Bengaluru. The sunburst chart below shows the distribution of the number of employees of different departments of Light Chemicals. There are four departments: Finance, IT, HR and Sales. The employees are deployed in four ranks: junior, mid, senior and executive. The chart shows four levels: location, department, rank and gender (M: male, F: female). At every level, the number of employees at a location/department/rank/gender are proportional to the corresponding area of the region represented in the chart.
Due to some issues with the software, the data on junior female employees have gone missing. Notice that there are junior female employees in Mumbai HR, Sales and IT departments, Hyderabad HR department, and Bengaluru IT and Finance departments. The corresponding missing numbers are marked u, v, w, x, y and z in the diagram, respectively.
It is also known that:
a) Light Chemicals has a total of 210 junior employees.
b) Light Chemicals has a total of 146 employees in the IT department.
c) Light Chemicals has a total of 777 employees in the Hyderabad office.
d) In the Mumbai office, the number of female employees is 55.

An investment company, Win Lose, recruit's employees to trade in the share market. For newcomers, they have a one-year probation period. During this period, the employees are given Rs. 1 lakh per month to invest the way they see fit. They are evaluated at the end of every month, using the following criteria:
1. If the total loss in any span of three consecutive months exceeds Rs. 20,000, their services are terminated at the end of that 3-month period,
2. If the total loss in any span of six consecutive months exceeds Rs. 10,000, their services are terminated at the end of that 6-month period.
Further, at the end of the 12-month probation period, if there are losses on their overall investment, their services are terminated.
Ratan, Shri, Tamal and Upanshu started working for Win Lose in January. Ratan was terminated after 4 months, Shri was terminated after 7 months, Tamal was terminated after 10 months, while Upanshu was not terminated even after 12 months. The table below, partially, lists their monthly profits (in Rs. ‘000’) over the 12-month period, where x, y and z are masked information.
Note:
• A negative profit value indicates a loss.
• The value in any cell is an integer.
Illustration: As Upanshu is continuing after March, that means his total profit during January-March (2z +2z +0) ≥
Rs.20,000. Similarly, as he is continuing after June, his total profit during January − June ≥
Rs.10,000, as well as his total profit during April-June ≥ Rs.10,000.