Common ground: Why the Liberation Theology of Gandhi and Ambedkar is as vital as ever

Their ideas can help Leftist and Dalit groups find unity against ‘the usurpers of our democracy and our history’, writes filmmaker Anand Patwardhan.

With the fiery orange of Hindutva coming to dominate the tricolor, Narendra Modi’s rise to power has seen the rapid spread of the Rashtriya Swayamsevak Sangh and its student wing, the Akhil Bharatiya Vidyarthi Parishad. Pseudo-nationalism is invading every campus.

At Hyderabad Central University in 2015, the ABVP clashed with the Ambedkar Students Association. Initially both sides were reprimanded and the matter seemed to have been resolved. But after two Bharatiya Janata Party ministers put pressure on the university, five PhD scholars from the Ambedkar Students Association were suddenly expelled from their hostels in the middle of winter. One of them, Rohith Vemula, committed suicide by hanging himself in January 2016. It triggered a united student’s resistance against the ABVP, which soon spread to campuses around the country, including New Delhi’s Jawaharlal Nehru University.

Despite initial successes, the unity was short-lived. The fault lay as much with the Left (of all shades) for being unable to overhaul their own internal dynamics as with Ambedkarite groups that fell prey to red-baiting and exclusivist identity politics. On one side were Marxists brought up to believe that caste would wither away once the economic base became socialist. On the other were Ambedkarites who understandably did not trust upper caste-led formations. Sadly, the idea that individuals are indelibly marked by birth gained currency.

Identity politics is a double-edged weapon. As long as identifiable groups are oppressed, the oppressed must unite according to identity. “Black is Beautiful” was a necessary movement for African-Americans in the US, just as pride in Dalit or Buddhist identity is still necessary in India. The trouble begins when this turns into an exclusivist, separatist movement. African-American radical Malcolm X went through a Black Muslim phase when he described all white people as “devils”. But in the latter stages of his life, before he was assassinated, he completely rejected this for a much more inclusive critique of injustice and inequality.

Similarly, while a broad section of Ambedkarites is inclusive and understands the distinction BR Ambedkar made between the ideology of Brahminism and individuals who happen to be born “upper” caste, there is a tiny section today that sees birth as the sole determining factor. The fact that Western postmodern academia encourages such identity politics in preference to class analysis has given separatist politics international acceptance.

Narendra Dabholkar represented a politics of reason that this country desperately needs. Image via Flickr
Narendra Dabholkar represented a politics of reason that this country desperately needs. Image via Flickr

The Left and the Ambedkarites should have been natural allies. We saw the great potential of this unity in the mobilisation across campuses in the wake of Vemula’s death. Govind Pansare, the Communist Party of India leader who was murdered by communal forces in 2015; Kanhaiya Kumar, the former president of the Jawaharlal Nehru University Students Union; and Jignesh Mevani, the young Dalit leader from Gujarat who led protests against the assaults against four community members in Una in July 2016, have represented this alliance at various times. To these names, I would add progressive Gandhians like rationalist Narendra Dabholkar and Narmada Bachao Andolan leader Medha Patkar, the expressly non-violent champions of the causes of the oppressed. Together they represent a politics of reason that this country so desperately needs.

People across the spectrum of India’s freedom movement had struggled with the idea of violence. Even Bhagat Singh, who had killed a British officer, recognised non-violence as the best means for mass movements. According to British records, my uncle Achyut Patwardhan, along with Aruna Asaf Ali, was among the most wanted underground leaders of 1942. They blew up British property, taking care not to take lives. Achyutkaka ran the underground radio and was a master of disguise, among other things, but in later years ensured that history erased him. You hardly hear or read about him anywhere because soon after Independence he became disillusioned with mainstream politics. He did educational and social work but would never discuss the past, even with me. He felt it had all been mostly an illusion.

His elder brother Purshottam, Raukaka to me, was also a freedom fighter and spent over 10 years in British jails. In early January 1948, while he was making an anti-communal speech, a Hindu Mahasabha recruit named Madanlal Pahwa assaulted him. Pahwa was caught but Raukaka, being a Gandhian socialist, did not press charges and the attacker was let off. A few weeks later, Pahwa threw a bomb at Gandhi and was involved in the conspiracy that eventually led to his assassination.

Gandhi’s reinvention

Gandhi and Ambedkar recognised that India was so steeped in the idiom of religion that atheism or pure rationality would not reach the masses. In my view, they were, each in his own way, liberation theologists.

Gandhi, unlike Ambedkar, did not choose his religion. He inherited it. But to this inheritance he applied post-Enlightenment ethical values that were essentially modern. When he began manual scavenging and advocated it to his followers, even forced it, he destroyed the basis of the pollution-purity dichotomy at the heart of the caste system. In theory, he infamously clung for a long time to the concept of Varnashrama dharma – the ancient four-fold division of Hindu society into priests, warriors, traders and workers – but in deed he destroyed it the day he began to clean his own toilet, a job hitherto reserved for so-called untouchables.

As time went on, Gandhi became even more radical. He clearly learned from Ambedkar, and from his own intuitive understanding of the world he saw. In later life, he refused to attend any marriage that was not inter-caste. He had fashioned out of his inherited Hinduism something entirely new. Only the idiom remained, not the original hierarchical Sanatan Dharma. Whether his reluctance to discard the idiom stemmed from a desire to speak to the masses in a language they could easily follow, or from his own deeply held belief system, is a matter of debate. What is unmistakable is that Gandhi’s ethical code bears little resemblance to the hierarchical, vengeful structure of traditional Hinduism.

Ambedkar fought for reason and justice without ever resorting to violence.
Ambedkar fought for reason and justice without ever resorting to violence.

Ambedkar was more fortunate than Gandhi in that he clearly saw how oppressive the religion of his birth was, being its direct victim. So he searched for the best alternative. And after examining many religions he finally chose the one closest to reason. Buddhism is the one world religion that does not posit an external, all-knowing God. However, it has a strong ethical core that Ambedkar highlighted. At the same time, he discarded irrational Buddhist tenets such as reincarnation that traditional Buddhists ardently follow.

This is why I see Gandhi and Ambedkar as liberation theologists. In much the same way that revolutionary leftist priests like Ernesto Cardenal of Nicaragua interpreted Jesus Christ as a revolutionary who fought and died for justice to the poor, Gandhi and Ambedkar gave new ethical meaning to the religions they adopted and adapted.

Make no mistake: I am not equating them. Their differences are obvious. One came from a privileged caste, the other from the most oppressed. One was steeped in traditional religion in his formative years, the other came from a caste denied the right to education but rose to become the best-read and greatest intellectual of modern India.

I am not blind to Gandhi’s paradoxes and irrationalities, not least his life-long demonisation of sexuality. His insistence on chastity puts him in the same patriarchal boat as the priests, monks and nuns of many world religions. Yet, this same sex-denying man, by introducing the charkha as a weapon of non-violent resistance, brought thousands of women into the mainstream of the freedom movement.

Egalitarian humanism

Can the Gandhian concept of Sarva Dharma Samabhava (all religions are equal) take the place of Ambedkar’s constitutionally guaranteed democratic rights? I think not. We need the Constitution more than we need holy books. Yet, as many in our country are still hooked to holy books and unholy pretenders, we need liberation theologists who can help people discard the worst features of their inherited religious cultures and replace them with ethical, non-exclusivist interpretations. Waiting for everyone to become a rationalist may take centuries. Ethics is the answer. Small wonder then that Ambedkar and Gandhi, each in turn, arrived at individual definitions of ahimsa – non-violence.
The affinities between Gandhi and Ambedkar are clearly greater than their differences. They were both egalitarian humanists at heart. Take “satyagraha”, a term coined by Gandhi. Ambedkar used this very term and form of resistance when he launched his Mahad satyagraha in 1927 to claim drinking water rights for the lower castes. There are many other examples of common ideas and action.

I was pleasantly shocked to read what Ambedkar had to say in 1932, immediately after concluding the now infamous Poona Pact, which abandoned the idea of separate electorates for Dalits in favour of reserved seats for them. Popular theory is that Ambedkar was blackmailed by Gandhi’s fast-unto-death into accepting a bitter compromise. But Ambedkar’s tone after signing the pact was totally different. He had high praise for Gandhi and stated that the “Mahatma” (yes, contrary to popular belief, Ambedkar referred to Gandhi as “Mahatma”at this point in time) offered a much better deal for the Dalits in terms of reserved seats than Ambedkar himself had asked or hoped for.

There is no denying that Ambedkar did get disgusted with the Congress in later years. How much of the blame for the failures of the Congress are attributable to Gandhi is a matter of debate. We know that Gandhi’s writ did not work to prevent Partition or the bloodshed that preceded and followed it, and that he did not attend the flag hoisting on Independence Day. He was busy fighting the communal inferno in the countryside.

Gandhi held a lot of obscurantist ideas to start with but he kept evolving. In the end, I see him as a great humanist who died for his belief in non-violence and universality. He was also an inventive anti-imperialist (swadeshi, charkha, Salt satyagraha) even though in earlier years he had supported the British empire, and an organic naturalist that today’s consumerist, globally warmed world desperately needs.

All his life, Ambedkar fought for reason and justice without resorting to violence. Today, his followers such as the Ambedkar Students Associationare leading the resistance against religious and caste hatred. Against all odds, Rohith Vemula’s mother, Radhika, and and his brother, Raja, are continuing the fight for justice.

As the spectre of intolerant authoritarianism rises, is it not time for all humanists, rationalists and fighters for social and economic justice to unite against the usurpers of our democracy and our history?

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What hospitals can do to drive entrepreneurship and enhance patient experience

Hospitals can perform better by partnering with entrepreneurs and encouraging a culture of intrapreneurship focused on customer centricity.

At the Emory University Hospital in Atlanta, visitors don’t have to worry about navigating their way across the complex hospital premises. All they need to do is download wayfinding tools from the installed digital signage onto their smartphone and get step by step directions. Other hospitals have digital signage in surgical waiting rooms that share surgery updates with the anxious families waiting outside, or offer general information to visitors in waiting rooms. Many others use digital registration tools to reduce check-in time or have Smart TVs in patient rooms that serve educational and anxiety alleviating content.

Most of these tech enabled solutions have emerged as hospitals look for better ways to enhance patient experience – one of the top criteria in evaluating hospital performance. Patient experience accounts for 25% of a hospital’s Value-Based Purchasing (VBP) score as per the US government’s Centres for Medicare and Mediaid Services (CMS) programme. As a Mckinsey report says, hospitals need to break down a patient’s journey into various aspects, clinical and non-clinical, and seek ways of improving every touch point in the journey. As hospitals also need to focus on delivering quality healthcare, they are increasingly collaborating with entrepreneurs who offer such patient centric solutions or encouraging innovative intrapreneurship within the organization.

At the Hospital Leadership Summit hosted by Abbott, some of the speakers from diverse industry backgrounds brought up the role of entrepreneurship in order to deliver on patient experience.

Getting the best from collaborations

Speakers such as Dr Naresh Trehan, Chairman and Managing Director - Medanta Hospitals, and Meena Ganesh, CEO and MD - Portea Medical, who spoke at the panel discussion on “Are we fit for the world of new consumers?”, highlighted the importance of collaborating with entrepreneurs to fill the gaps in the patient experience eco system. As Dr Trehan says, “As healthcare service providers we are too steeped in our own work. So even though we may realize there are gaps in customer experience delivery, we don’t want to get distracted from our core job, which is healthcare delivery. We would rather leave the job of filling those gaps to an outsider who can do it well.”

Meena Ganesh shares a similar view when she says that entrepreneurs offer an outsider’s fresh perspective on the existing gaps in healthcare. They are therefore better equipped to offer disruptive technology solutions that put the customer right at the center. Her own venture, Portea Medical, was born out of a need in the hitherto unaddressed area of patient experience – quality home care.

There are enough examples of hospitals that have gained significantly by partnering with or investing in such ventures. For example, the Children’s Medical Centre in Dallas actively invests in tech startups to offer better care to its patients. One such startup produces sensors smaller than a grain of sand, that can be embedded in pills to alert caregivers if a medication has been taken or not. Another app delivers care givers at customers’ door step for check-ups. Providence St Joseph’s Health, that has medical centres across the U.S., has invested in a range of startups that address different patient needs – from patient feedback and wearable monitoring devices to remote video interpretation and surgical blood loss monitoring. UNC Hospital in North Carolina uses a change management platform developed by a startup in order to improve patient experience at its Emergency and Dermatology departments. The platform essentially comes with a friendly and non-intrusive way to gather patient feedback.

When intrapreneurship can lead to patient centric innovation

Hospitals can also encourage a culture of intrapreneurship within the organization. According to Meena Ganesh, this would mean building a ‘listening organization’ because as she says, listening and being open to new ideas leads to innovation. Santosh Desai, MD& CEO - Future Brands Ltd, who was also part of the panel discussion, feels that most innovations are a result of looking at “large cultural shifts, outside the frame of narrow business”. So hospitals will need to encourage enterprising professionals in the organization to observe behavior trends as part of the ideation process. Also, as Dr Ram Narain, Executive Director, Kokilaben Dhirubhai Ambani Hospital, points out, they will need to tell the employees who have the potential to drive innovative initiatives, “Do not fail, but if you fail, we still back you.” Innovative companies such as Google actively follow this practice, allowing employees to pick projects they are passionate about and work on them to deliver fresh solutions.

Realizing the need to encourage new ideas among employees to enhance patient experience, many healthcare enterprises are instituting innovative strategies. Henry Ford System, for example, began a system of rewarding great employee ideas. One internal contest was around clinical applications for wearable technology. The incentive was particularly attractive – a cash prize of $ 10,000 to the winners. Not surprisingly, the employees came up with some very innovative ideas that included: a system to record mobility of acute care patients through wearable trackers, health reminder system for elderly patients and mobile game interface with activity trackers to encourage children towards exercising. The employees admitted later that the exercise was so interesting that they would have participated in it even without a cash prize incentive.

Another example is Penn Medicine in Philadelphia which launched an ‘innovation tournament’ across the organization as part of its efforts to improve patient care. Participants worked with professors from Wharton Business School to prepare for the ideas challenge. More than 1,750 ideas were submitted by 1,400 participants, out of which 10 were selected. The focus was on getting ideas around the front end and some of the submitted ideas included:

  • Check-out management: Exclusive waiting rooms with TV, Internet and other facilities for patients waiting to be discharged so as to reduce space congestion and make their waiting time more comfortable.
  • Space for emotional privacy: An exclusive and friendly space for individuals and families to mourn the loss of dear ones in private.
  • Online patient organizer: A web based app that helps first time patients prepare better for their appointment by providing check lists for documents, medicines, etc to be carried and giving information regarding the hospital navigation, the consulting doctor etc.
  • Help for non-English speakers: Iconography cards to help non-English speaking patients express themselves and seek help in case of emergencies or other situations.

As Arlen Meyers, MD, President and CEO of the Society of Physician Entrepreneurs, says in a report, although many good ideas come from the front line, physicians must also be encouraged to think innovatively about patient experience. An academic study also builds a strong case to encourage intrapreneurship among nurses. Given they comprise a large part of the front-line staff for healthcare delivery, nurses should also be given the freedom to create and design innovative systems for improving patient experience.

According to a Harvard Business Review article quoted in a university study, employees who have the potential to be intrapreneurs, show some marked characteristics. These include a sense of ownership, perseverance, emotional intelligence and the ability to look at the big picture along with the desire, and ideas, to improve it. But trust and support of the management is essential to bringing out and taking the ideas forward.

Creating an environment conducive to innovation is the first step to bringing about innovation-driven outcomes. These were just some of the insights on healthcare management gleaned from the Hospital Leadership Summit hosted by Abbott. In over 150 countries, Abbott, which is among the top 100 global innovator companies, is working with hospitals and healthcare professionals to improve the quality of health services.

To read more content on best practices for hospital leaders, visit Abbott’s Bringing Health to Life portal here.

This article was produced on behalf of Abbott by the Scroll.in marketing team and not by the Scroll.in editorial staff.