Lessons from Mythology: The Bell Curve and the Pandavas

Aren't Nakul and Sahadev important in every team?

Imagine if the Bell Curve was used to rate the performance of Pandavas in the epic battle of Mahabharata.

Scenario: In the aftermath of the epic battle of Mahabharata, the victorious Pandavas returned to Hastinapura to seek the blessings of their mother, Kunti. They were proud of their triumph, having defeated the Kauravas despite being significantly outnumbered—1.5 million soldiers against the Kauravas’ 2.4 million.

Kunti, acting as their manager, decided to review their performance:

Kunti: How many enemies did each of you kill in the battle?

Arjuna: Mother, I have killed over 10,000 enemies. I also defeated many notable warriors, including Bhishma, Karna, Susharma, and the Trigartas.

Bheema: Mother, I have killed over 1,000 enemies, including 99 Kauravas, with Duryodhana and Dushasana among them.

Yudhishthira: I killed over 100 enemies, including Shalya.

Sahadev: Mother, I killed 150+ enemies, including Shakuni and three of Karna’s sons.

Nakul: I killed around 50 enemies, including several of Karna’s sons.

Kunti then plotted their contributions on a normal distribution curve and delivered her judgment:

Kunti: Arjuna, you are rated as Outstanding. Good job, Bheema! You have exceeded expectations. Sahadev, you have barely met expectations, and we expect more from you. Yudhishthira and Nakul, you need to improve your performance and will be put on a Performance Improvement Plan to ensure you can contribute more meaningfully.

All Pandavas voiced in unison: “Mother, we all worked together as a group and supported each other. We won as a team; why are some of us being put on PIP if we all contributed to our victory?”

Kunti responded: “It's our tradition, and I have to follow our riti rivaz.” The discussion concluded.

Reflection on Modern Performance Management

Many may recognize such scenarios in their professional lives. If so, your organization might still be adhering to the Bell Curve for performance management—a method many leading companies have now abandoned. Don’t get me wrong. I am wholeheartedly in favour of implementing a performance management system for career progression and rewarding employees based on performance, but the Bell Curve's forced ranking often creates unnecessary competition within teams, where one member's success is another's loss.

Pioneers like General Electric, which once championed the Bell Curve, have shifted away from it, noting its more significant disadvantages compared to benefits. Companies like Google, Microsoft, Amazon, Deloitte, Adobe, KPMG, Accenture, Infosys, IBM, Wipro, and Cisco have also moved beyond the Bell Curve.

Proposed Solution

The most suitable performance appraisal method depends on an organization’s culture, goals, and the nature of the roles. Alternatives like 360-degree feedback and Management by Objectives (MBO)—which focus on absolute ratings based on individual goals—are gradually replacing the Bell Curve. These methods promote holistic evaluations and foster a more collaborative environment.

In essence, while traditional methods like the Bell Curve served their purpose in the past, evolving towards more inclusive and supportive performance management systems can significantly enhance team dynamics and overall organizational success.

Disclaimer: The objective of writing this article is to present a point of view by hypothetically creating a scene from a mythological epic. The author has no intention to invoke the religious sentiment of any community. It is stated that this is purely fictional and the author doesn’t claim any statements or numbers to be factually correct.