In Indian contexts, feedback is not merely permitted for those with appropriate standing—it is expected as responsibility. Elders have a duty to guide the young; teachers have a duty to correct students; managers have a duty to develop subordinates; masters have a duty to shape apprentices; gurus have a sacred duty to transform disciples. This duty orientation means that withholding feedback when you have standing to give it represents a failure of responsibility, not restraint or respect for autonomy.
The parent who does not correct, the teacher who does not critique, the boss who avoids difficult conversations—these are shirking duty, not honoring boundaries. This creates feedback environments where those with standing provide input whether asked or not, because giving feedback is their obligation. Receiving such unsolicited feedback gracefully acknowledges the giver’s fulfillment of their role responsibility.
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