Information

Information moves through relationships rather than through impersonal systems. To get information in Indian contexts, you need to know someone who has it; the information flows through the relationship connection. Relationship networks function as information infrastructure—family networks carry family information, professional networks carry professional information, community networks carry community information. Being positioned in relevant networks provides information access; being outside networks means being information-poor regardless of formal entitlement.

Build relationships with those who have information you need; cultivate networks relevant to your information requirements. Formal information systems (official channels, published sources, databases) may be less useful than relationship channels—the information through relationships is often more current, more complete, and more actionable. Information exchange also reinforces relationships: sharing valuable information demonstrates trust and builds connection.

Hierarchy affects what information you can access and share. Senior positions—by age, organizational level, or social status—typically have access to information that junior positions do not. This information asymmetry is part of how hierarchy functions; differential access marks differential position. Information flows downward selectively, with seniors deciding what those below need to know.

The full picture exists at higher levels; lower levels work with partial information. Upward information flow is constrained—sharing with superiors may be mandatory (required reports) or risky (bad news), creating managed upward flow.

If you are junior, recognize that you may not have complete information and that this is structural, not personal. If you are senior, recognize that you may receive incomplete or filtered information from below because of hierarchical dynamics. Gaining hierarchical position includes gaining information access; advancing means learning things your previous position did not allow.

Information has power value in Indian contexts—those who have it can use it to advantage; those who lack it are disadvantaged. This understanding shapes strategic information behavior. Gathering valuable information is investment; protecting what you have gathered maintains advantage; sharing strategically rather than freely preserves information’s value.

In competitive contexts, information asymmetry creates advantage—the negotiator who knows more gets better terms, the competitor with intelligence outmaneuvers rivals. Information hoarding is rational when information power is at stake; sharing freely may be seen as naive or weak. Control of information enables influence over those who need access. Be aware that others are also managing information strategically; what you are told may be selected to influence you. Develop capability to gather information through multiple channels and to protect information that gives you advantage.

Information access is structured in concentric circles based on relationship proximity. The innermost circle—nuclear family, closest confidants—accesses information that outer circles do not. Extended family may know family matters but not the most sensitive ones. Close friends know personal matters but not family secrets.

Acquaintances know what is socially visible. The general public knows only what is publicly presented. Each circle has appropriate information for that level of relationship. Understand your circle membership with different people—what information is appropriate for your relationship level.

Do not expect inner-circle information if you are in outer circles; do not share inner-circle information with outer circles. Boundary maintenance between circles matters; information that leaks from inner to outer circles violates norms and may damage relationships. When uncertain about circle placement, err toward caution—treating someone as more distant than they are offends less than inappropriately sharing sensitive information.

Timing of information sharing matters alongside content and recipient. Premature disclosure can create problems—unfair advantage, premature reactions, disruption of processes. Delayed disclosure can also cause harm—those who needed information feel betrayed when it comes too late. Some information has natural release timing (examination results after grading); some has strategic timing (business announcements for market effect); some has social timing (family news shared at gatherings).

Learn the appropriate timing for different information types. When sharing important information, consider not just who should know but when they should know. Strategic timing enables better outcomes—the right information at the right moment has different effect than the same information at wrong moment. If you receive information with timing constraints (“don’t share this until…”), respect those constraints; violating timing norms is form of information betrayal.

Certain information categories are treated as particularly sensitive: financial matters (income, debts, savings, property), health information (especially serious illness and mental health), family conflicts (marital difficulties, intergenerational disputes), and matters affecting honor or reputation (past failures, moral shortcomings, legal troubles). These categories require greater protection than ordinary information. Financial information affects both practical interests and social standing; health information affects marriage prospects, employment, and social status; family conflict information damages reputation and provides ammunition to rivals; honor-affecting information can cause severe social diminishment.

When handling information in sensitive categories, apply heightened protection. Do not share others’ sensitive information without clear permission. Recognize that others will be particularly protective about these categories; do not expect easy access to sensitive information even from those who share ordinary information freely.

What information behavior is appropriate depends on context—the same action may be appropriate in one context and inappropriate in another. Different domains have different norms: military contexts require strict confidentiality; social contexts allow more sharing; professional settings differ from family settings. Relationship context also matters: what is appropriate to share with close friend differs from acquaintance; what is appropriate within family differs from outside. Read context before deciding information behavior.

When entering new contexts, observe how information flows there before sharing or seeking information. Misjudging context—sharing too much in formal settings, too little in intimate relationships, wrong information for the situation—damages relationships and reputation. Develop contextual judgment about information appropriateness through observation and experience. When uncertain, err toward restraint until context is clearer.