18. Work on What Has Been Spoiled

Judgment

蛊：元亨，利涉大川。先甲三日，后甲三日。

Supreme success. It furthers one to cross the great water. Before the starting point, three days; after the starting point, three days. Change needs foresight and review.

Image

山下有风，蛊；君子以振民育德。

The wind blows low on the mountain: the image of decay. The noble person stirs up the people and strengthens their spirit.

Lines

1. Line 1, yin (six)

   初六：干父之蛊，有子，考无咎，厉终吉。

   Setting right what has been spoiled by the father. If there is a son, no blame rests on the departed father. Danger; in the end good fortune. The successor dares to fix the predecessor's problems.

2. Line 2, yang (nine)

   九二：干母之蛊，不可贞。

   Setting right what has been spoiled by the mother. One must not be too persevering. Handle relational, emotional legacies gently.

3. Line 3, yang (nine)

   九三：干父之蛊，小有悔，无大咎。

   Setting right what has been spoiled by the father: a little remorse, no great blame. Slightly too forceful, but right in direction.

4. Line 4, yin (six)

   六四：裕父之蛊，往见吝。

   Tolerating what has been spoiled by the father: continuing, one sees humiliation. Delayed reform worsens the problem.

5. Line 5, yin (six)

   六五：干父之蛊，用誉。

   Setting right what has been spoiled by the father: one meets with praise. Reform from within the line of succession earns recognition.

6. Line 6, yang (nine)

   上九：不事王侯，高尚其事。

   He does not serve kings and princes; he sets himself higher goals. After the work is done, turn to a higher calling.

In the enterprise

The hexagram of organisational change, legacy problems and succession reform: restructuring, culture repair, a successor's reforms, modernising traditional businesses. 'Three days before, three days after' is a complete change loop: diagnose, implement, review.

Psychological lens

Resonates with research on path dependence and resistance to change; 'not too persevering with the mother's legacy' points to the role of emotional intelligence in change.

Related hexagrams

Situations in the library that use this hexagram

• New direction vs. the founder's original intent Enterprise, Line 5, yin (six)
• When to reorganise Enterprise, Judgment
• Legacy baggage blocking culture change Enterprise, Line 4, yin (six)
• An audit finds major deficiencies Enterprise, Line 3, yang (nine)
• Founder culture vs. professional management Enterprise, Line 2, yang (nine)
• Should the next generation take over? Enterprise, Line 1, yin (six)
• Corporate legacy Enterprise, Line 6, yang (nine)
• Repositioning in mid-life Individuals, Judgment
• Grandparents' role in raising children Individuals, Line 2, yang (nine)
• The influence of your family of origin Individuals, Line 1, yin (six)
• Clashing values with parents Individuals, Line 5, yin (six)
• Taking over the family business Individuals, Line 3, yang (nine)
• The transition to retirement Individuals, Line 6, yang (nine)

Situation readings are a reflective framework for discussion—not predictions and not a substitute for professional advice.