OUR VISION: the Convergence of Tikanga Māori and Confucianism/Taoism for the purpose of equitable decision making for Māori trade with China.

--  Fostering Equity, Understanding, and Sustainable Outcomes 

 

Tikanga-Ā-Kaipakihi© Business Ethics

This marks a milestone for:

Indigenous IP Protection: Filed under the banner of TPDS(c) instead of iwi to ensure global enforceability in China.

Decolonise Trade: Embeds Tikanga Māori (kaitiakitanga, manaakitanga) with Confucianist/Taoist principles for equitable algorithms (AI)

Future-Proofing Māori Exports: A tool for Māori businesses to navigate China's $40B NZ trade landscape with cultural integrity.

Why this Matters?

As Māori, we don't just export products—we export values. This framework ensures China engages with our honey, seafood, and tech on our terms, blending:

Māori cosmovision (whanaungatanga= 关系 guanxi)
Chinese governance (harmony=和 hé)

Western IP law governance

Ko te pae tawhiti, whāia kia tata. Ko te pae tata, whakamaua kia tīna

 When and where did this journey begin?.  

    In the 1980s I was contracted as a computer systems engineer to a large IBM team assigned to a Confucianist and Taoist-based maritime conglomerate. We were tasked leadership roles to develop the IT Infrastructure, and to establish current best business practises, all required for economic growth in the age of globalisation.  The client was exceptional. They didn't just learn; for over the next few decades those early skills were perfected through relentless innovation and exceptional work practises, to become the world's leading economy, setting a new global standard. 

Daily,  I witnessed, and memorialised the guiding principles of Confucianism and Taoism for each was remarkably similar to our own tikanga.

 -- Ed Robson 2025--                              

Te Pūtahitanga Data Science (TPDS) is a think tank whose objectives are informed by a Professional Doctorate (a doctorate-level degree for experienced professionals that translates industry expertise into a high position of credibility, leadership, and influence in their profession) project that explored the potential trade interactions between China and Māori.

Raised in te reo Māori, its author/researcher has for three-decades studied the Chinese culture with the objective of strengthening ties and trade relations with Māori.

TPDS is an independent and business-oriented non-profit. 

The research revealed that Confucianism and Taoism provided a robust framework for international engagement and that our Māori traditional belief systems were primarily oriented towards domestic applications. Not quite readily adaptable for export or international trade purposes. 

We needed a new, comprehensive, and adaptive framework. The Post-doctoral project developed a novel canon, termed Tikanga-Ā-Kaipakihi© Māori Business Ethics (I'll expand later), specifically designed to facilitate full collaboration and trade with Confucianist and Taoist principles.

Those findings were presented to our sub-tribal elders and to the Chinese business communities.  A pathway forward was decided on converging (rather than merging) the distinct belief systems. 

Using cutting-edge technology the decision support systems (DSS) technology is planned to converge Sino-Māori traditional belief systems making it highly applicable to nations with strong Confucian foundations such as Singapore, Vietnam, Japan, China and Korea. TPDS has created the functional and technical specifications for a universal platform for equitable-decision making.  It's scope is far-reaching. 

Our think tank is focused on climate resilience, indigenous knowledge systems, agribusiness innovation, and South-South cooperation and that resonates with the BRICS' commitment to fostering collaboration among emerging economies and addressing global challenges. 

We're building a Tikanga Māori-informed chatbot to revolutionise due diligence for international businesses engaging with the Māori economy to foster ethical and sustainable partnerships.

Proposed Activities 

1. Leveraging existing relationships with China

.  Using China as a gateway. Since China is already a major customer of Māori agribusiness products, Māori can deepen its relationship with China and use it as a bridge to engage with other BRICS nations. For example, Chinese distributors and trade networks can help introduce Māori products to markets in Brazil, Russia, India, and South Africa. (By law, countries under embargo by Aotearoa are ineligible.)

.  Joint Ventures with Chinese Partners. Māori businesses could form joint ventures with Chinese companies that have established networks in other BRICS countries, facilitating entry into these markets. 

.  Engaging With BRICS Institutions.  Māori businesses and trusts could explore partnership with the banking and business councils to facilitate trade and investment among member countries. Moreover, Māori representatives could participate in as observers in events and fora to build connections and explore opportunities. 

.  Participation in BRICS Summits and Forums. While BRICS is primarily a grouping of nation-states, non-nation actors like Māori organisations could seek observer status or partnerships in BRICS-affiliated forums, such as the BRICS Civil Forum or BRICS Academic Forum.

.    Indigenous Representation. Māori leadership could advocate for the inclusion of indigenous perspectives in BRICS discussions on sustainable development, climate change, and cultural exchange. 

.    Trade Missions: Māori businesses can organise or participate in trade missions to BRICS countries, facilitated by trade agencies or Māori economic development organisations. 

Example Initiatives:

.    Māori-China Agribusiness Council: Could establish a dedicated council to oversee trade and investment between Māori business and China, with a focus on expanding to other BRICS markets.

.    BRICS Indigenous Trade Forum: Advocate for the creation of a platform within BRICS to promote trade and collaboration among indigenous communities. 

While direct negotiations with BRICS as a bloc may be challenging, Māori can strategically engage with BRICS nations through bilateral partnerships, BRICS-affiliated institutions, and collaboration with the New Zealand government. By leveraging their unique cultural and economic strengths, Māori can expand their presence in the BRICS markets and contribute to the growing economic ties between indigenous communities and emerging economies. 

OUR MOTIVATION 

The fundamental question posed by Māori exporters to the doctoral research was, 'How can we engage with China while integrating our Tikanga Māori as the core of our marketing strategy?'

In the spirit of reciprocity (whakawhanaungatanga) they also asked how that would work, with their clients' traditional beliefs systems. Here we answer that question. 

From Roots to Horizons--Learning from 40 years of Observation 

Our principal's earlier experiences developing IT infrastructure and Best Practises served to engage the client's ideas by adaption and not assimilation into their political structures. Since then, as a keen Sino student he's witnessed their phenomenal progress.

Their open-source generosity has underscored that progress need not erase cultural identity.

For Māori, the global landscape offers both opportunity and caution: the chance to harness external knowledge while centering on Tikanga and self-determination. Ultimately, mana motuhake is not isolation but sovereign interdependence--a vision where diverse civilisations, including Indigenous ones coexist and thrive through mutual respect and shared learning. We must also emphasise agency, adaption, and the decolonial potential of global knowledge exchange.

The Māori pursuit of mana motuhake resonates with many of the indigenous struggles: reclaiming agency of a world shaped by dominant powers. China's model--asserting technological and economic autonomy despite the Western hegemony offers a compelling narrative. Following their example the critical lesson lies not in replication but strategic adaption.   

Viewed through Māori lens, tau-iwi contentment and East Asia's dynamism are not oppositional but complementary. Each reflects unique historical and cultural contexts. For Māori and other indigenous peoples, the goal is not to 'choose sides' but to navigate a multipolar world with discernment. The goal being to achieve autonomy through selective collaboration and deep-rooted innovation.

This is a fundamental tenet of this think tank.

Why re-invent the wheel?  

Just as China once sought to develop its needs in the 1980's, Māori can also benefit from the same educational process through our training programs (displayed elsewhere).

By learning the skills, strategies, and Best Practises that China perfected over decades--such as navigating international trade regulations, building relationships with global financial centres, and understanding cross-cultural business dynamics--Māori business can position themselves for success in the global marketplace.

Our training programs (listed elsewhere) are essential to empower Māori exporters with the tools of the 4th Industrial Revolution (4IR) such as digital, physical, biological technologies, and the integration of systems. 

First there is a need to develop a Holistic Modernity.

To engage 4IR, we need to update our thinking towards engaging other cultures. We frame it as a strategic approach that integrates cultural identity, economic development and technology advancement.

Post-doctoral research (2019-2024) at sub-tribal level has created Tikanga-Ā-Kaipakihi© Māori Business Ethics. With that integration, it blends ancient traditions with modernity to show its strength, not a barrier in global trade. As iwi exporters we need the infrastructure, to build supply chains, and most importantly, access to capital. (Take a look at how China state-led reforms into the Belt and Road initiative has demonstrated the importance of coordination to achieve large-scale development.)  In education and skills development our iwi entrepreneurs must have literacy, data analytics, AI and cross-cultural communication. A focus on STEM has been a key driver of technological advancement.

By adopting a holistic modernity we can achieve the following:

.    Preserve & promote our cultural identity while modernising.

.    Build sustainable and resilient economies towards inter-generational wealth.

.    Position ourselves as innovative and ethical partners in global trade.

China has demonstrated that modernity does not mean abandoning cultural heritage; rather it is about integrating tradition with innovation, our local values with globalisation. By adopting 4IR, we can begin the process of thriving in the global economy while staying rooted in our cultural values. That is what iwi asked for during the interviews; we will give it to you.

Case Studies were developed in the research along with the tools to accomplish the stated goals and approved by our hapū leadership.

Overseas Client Support--Our Planned Chatbot

Te Pūtahitanga Data Science's emphasis on the tikanga concept of kotahitanga (unity, togetherness, collective action) we will support prospective importers in their due diligence when planning to enter strategic negotiations with hapū or any others who wish to avail themselves of our services.

We will use the LLMs that engage on globalisation rules or, other traditional belief systems i.e. Confucianism, Taoism, or Buddhism.

Client Support Services 

Our Toolkit for Business includes 4IR support protocols to interact with Deep Seek(c) and/or other LLM services who uphold the concepts and principles of indigenous traditional belief systems.

We can train your company (or train your trainer) the skills needed to support your firm, using a thoughtful approach respecting cultural frameworks through reducing cultural distance, a key factor in today's international trade. 

Academics and business leaders in China and Aotearoa have discussed how to converge (not merge) IP for our mutual benefit.

Our Chief Researcher began this role in the 1980's in China and since with other emerging economies transitioning to globalisation.

Tikanga Māori 1.0  (Term created by us to differentiate from Tikanga-Ā-Kaipakihi© Māori Business Ethics) 

Today's societal lore (tikanga) is founded in Tikanga Māori: Living by Maori Values by Hirini Moko Mead (2003:2006) forming the basis of all laws, customs, and behavioural guidelines. It serves the whānau, marae, hapū and the iwi.

Mead's seminal work is deemed mandatory reading for every Kiwi (our editorial).

The Genesis of Tikanga-Ā-Kaipakihi© Māori Business Ethics

Exporting is markedly different requiring 'Innovation by technology" as the minimum, smart behaviours, critical decision-making timelines, working at a rapid pace over many time zones. All the while cultural appropriateness, integrity, mana, and the respect for our trading partners’ values system. 

Foundational Ideas and Belief Systems 

Let’s dig deep here. Tikanga Māori much like Confucianism and Taoism is believed to have origins that transcends human history, and emerged from the cosmos thousands of years ago.

These two profound system of thoughts and practises were not merely created by people, but were instead gifted by the universe itself, embodying the wisdom of the natural world, and the interconnectedness of all things. 

Tikanga Māori is a cosmic wisdom passed down through generations and preserved in oral traditions, rituals, and the collective memory of Māori. In 2003, this Māori cosmic wisdom was articulated and brought into written form by the esteemed Professor Sir Hirini Moko Mead, the renown academic and thinker. It has since played a pivotal role in translating the depth and richness of Tikanga Māori in words. Its principles and practises are now understood and appreciated by both Māori and non-Maori alike.  And, just like Confucianism and Taoism, tikanga offers harmony, ethics, and the relationship between humans and the cosmos, providing the framework for living in balance with the natural world, honouring ancestors, and maintaining the spiritual and social fabric of the community. These philosophies though originating in different parts of the world do share a common thread. Each has timeless teachings reminding us of our place within this vast and interconnected web of existence.

Te Mura o te Ahi - 'The flickering of the Fire' metaphor

In 2017, with fellow NZSAS veteran of Malaya/Borneo conflicts (and also a PhD Student) our principal was tasked by Whangarei Mayor, Her Worship Sheryl Mai, to develop the Pōwhiri protocols for the City of Harbin's (population 11,000,000) Chamber of Commerce, visit to our fine city. 

Working a tight timeline a tri-cultural protocol was developed and executed in a way that was functional to the three philosophies--meaning the tapu, the key element was missing. Tapu was not considered for the very short-time that was allocated to the welcoming ceremony, so that the people could meet informally, and participate in the welcoming food and drink, thence directly into their serious negotiating sessions.

The question was asked should the assignment have been accepted?  Of course!  Would it have been done differently?  Definitely. This was precedent and approved by our distinguished hapu leader. It demonstrated an inherent characteristic of pragmatism, found in our own tikanga. Mead teaches (p17) that there is a pragmatic aspect to some tikanga." The hapu discretion was based on accumulated knowledge which stems from the observations of cause and effect."  Another prominent iwi leader also advanced the notion of 'organic tikanga', based on ritenga.   

An After-Action-Review (An SAS protocol) highlighted the collaboration with a te reo and tikanga Māori exponent based in China whose mita (was discernible) and whose understanding of mōteatea was a 'kua taka te kapa' moment, reflecting the growing importance of the relationship between China and Aotearoa.  While outside of Aotearoa they proved that while the rest of the world is sprinting ahead at breakneck speed, some are taking the beautifully deliberate detour of learning te reo Maori and tikanga Māori. Because why race to the future when you can waiata your way there?  Right!  

Holistic Modernity/Te Ao Hou Whakapakari Tikanga 

Step one: 

Future trade negotiators require fluency in te reo Māori (me ōna tikanga) and tikanga skills, when negotiating diverse cultures such as China to build credibility, trust, and relationships in this rapid evolving world. Those considering just translating or comparing words or concepts between us and other cultures will learn very quickly how misunderstandings or over simplication will occur. They must show deep respect for the other by delving deep into the cultural and linguistic foundations that shape our respective worldviews. (Te Kura Kaupapa Māori graduates should excel here, for they have a profound understanding of the basic linguistic skills and the other basic and essential pukenga.)  

Step Two:

We have adopted the key points of the China's modernisation model and global relevance in developing a trade philosophy with the world's leading economy in the following:

1. Capitalism and Scientific Rationalism: China has embraced market-oriented reforms and technological innovation since the late 1970s, which have been central to its economic rise. However, these reforms have been carefully managed by the state to align with broader socialist goals.

2. Cultural Assimilation: China has often framed its modernisation as a process of adapting foreign ideas to fit its own cultural and historical context, rather than simply imitating the West. This is evident in the concept of "socialism with Chinese characteristics," which emphasizes the integration of Marxist principles with China's unique conditions. 

3. Distinct Identity and Control: The Chinese government has maintained tight control over its development trajectory, ensuring that economic and technological advancements do not undermine its political system or cultural values. This has allowed China to modernize while preserving its socialist ideals and traditional values.

4. Model for Indigenous Peoples: The idea of China's development model as a potential example for other nations, particularly those seeking to maintain cultural and political sovereignty is a topic of interest in global discussions about development. However, the applicability of China's model to other contexts  is debated, as it relies heavily on China's specific historical, cultural, and political conditions. 

Comment: This section is expanded elsewhere and is a suggested model for us. 

Step Three:

Pounamu: Kete of Pukenga.

During the year-1, LLB degree at Te Piringa Law Faculty (University of Waikato) study this project's principal (raised in a te reo-only home) watched and listened in awe of the gifted fellow students and graduates of Te Kura Kaupapa Māori immersion-education stream. Their eloquence in articulating tikanga Māori concepts in moot court was with precision,  and nuance, and consistent with that wananga principles of professionalism, biculturalism, and the study of law in context. Each of these pounamu were lovingly nurtured and edified by kuia and kaumatua to carry the deep spiritual, cultural, with historical significance, our wairua as Māori, and a piece of the soul of Aotearoa.  

This Think Tank envisions each of them with tertiary degrees in either law,  commerce, and business as serving under Tikanga-Ā-Kaipakihi© Māori Business Ethics, in the following roles:

a)   Implementation of the PhD's deliverable called The Bargaining Solution; 

b)   Potential candidates for future Māori-specific diplomatic roles for negotiating and integrating trade talks under the auspices of Ko te Tuarua o Te Tiriti o Waitangi; and more importantly;

c)  Potential internship in governance and executive roles.

Our course of instruction titled 'The Thinking Way of Tikanga Māori and Confucianism in Trade' will prepare them for the roles. The course's key subjects range from: cultural distance, trade advantages, Chinese trade protocols, the Challenges, dispute resolution, political alignment, and balancing tradition with modernity, cultural mediation, and dispute Resolution. Don't be shy now, just ask about it!  

Is Tikanga-Ā-Kaipakihi© Māori Business Ethics necessary?

Iwi exporters told our researcher they needed to engage the foreign client with tikanga concepts and principles in their strategic plans.  The overseas-based business intelligence researchers declared that all they could possibly gain through a 'Google search' were countless papers on Tikanga (1.0), but none containing the keywords of business, trading, or as a negotiation strategy to reach the elusive 'equitable decision maker'.

That perceived gap was identified, articulated, resolved and formulated in the doctorate, called the 'Bargaining Solution'.

It was ratified by our hapū, to become a tikanga-a hapū, for our use, but we are willing to share with everybody.

You the reader convinced yet?  Then, think of it this way: the Māori economy is worth over a $100 billion, and employs over 100,000 workers.

Add to that, as a Treaty Partner, Māori has some say in the international treaties from the China NZ FTA,  NZ-EU, RCEP, DEPA, and CPTPP.   

Each agreement has been crafted and updated by some AI technology.  So what? You might be saying. Well, think of it this way: trade brings wealth and power to the people. That we call Mana Motuhake. Is that worth it?

At a highly successful iwi trader one of their prominent scholars in Māori enterprise demanded my research create new tikanga that define the notions of 'power' and 'wealth', that will support his runanga (governance) and executive decision-makers. These two always arose as contentious issues at their Annual General Meetings.

We Use AI,  and for this reason.

The esteemed Hirini Moko Mead's Tikanga Māori (2003) (P.11) makes reference to the Williams' Dictionary of the Māori Language (1971:416) providing a range of meanings of tikanga.

Viewed through the lens of a te reo speaking data scientist and digging deep, it seems that our esteemed elders with the aforementioned Williams translated tikanga to mean as a 'rule' or 'plan' or 'method'. These are keywords that are used daily in our craft that could, I repeat could, be associated with computer science (coding python/C++ to our own 'Front-End' to Deep Seek(c) ), and mathematics.

So, imagine if you will, the tikanga of the mind (hinengaro), as a set of rules and methods guiding the unseen forces of thought and decision, just as our ancestors devised plans to navigate the seas, or cultivate the land.

So too could they have envisioned of a system of logic and patterns to guide a machine's 'thoughts'. I'd like to believe that, said our leader Dr Sir Hekenukumai Puhipi.

At TPDS we think in terms of Tikanga and AI, being a sacred framework, a method to ensure balance and harmony in its actions, much like the balance we seek in life. It would not merely compute, but follow a plan of wisdom, ensuring its decisions align with the greater good.

Add to that, we at TPDS have taken the giant leap to create a much needed new canon of hapū-centred  Tikanga-Ā-Kaipakihi, along with its three algorithms (methods), that interfaces the best of LLMs. Four other components including a list of parameters for AI and deemed hapū-proprietary will ensure confidentiality of the esoteric.  

As WAI 3248, we will argue before the Waitangi Tribunal to test its validity.  We will also test Te Tuarua o Te Tiriti o Waitangi to negotiate foreign trade.    

We honour the depth of tikanga and the ingenuity of our own hapu iwi tupuna, while nodding to the modern marvels of AI. It certainly bridges between worlds, past and present, serious and light heartedness.  

Our Business Intelligence Research team has internships at masterate levels of business administration and public policy and global affairs.

We use internationally rated LLMs to support our kaupapa.  

So while some 'woolly' thinkers working in the nation's capital are wanting to subtract any gains we as Māori have made in the last two-hundred years, our project sees better futures with those newer markets who want to buy our high-quality goods and services. 

Tikanga-Ā-Kaipakihi© Māori Business Ethics: A Dynamic Algorithmic Framework
"He puna māramatanga te Tikanga MāavKo te tikanga he puna whakāro, ehara I te rārangi kupu mohio." – Robson 2025

Developed by Te Pūtahitanga Data Science (TPDS) for exporters, Tikanga-Ā-Kaipakihi© shifts from static Tikanga keywords to a dynamic "Tikanga way of thinking." This algorithm blends core Māori values with context-specific business needs, balancing the Rule of Law and Rule of Man to avoid whakamā (shame/disgrace). It operates within legal frameworks while respecting cultural imperatives (e.g., hapū-based time restrictions, rāhui).

Core Innovation:

Upgrades Tikanga from a "single-function tool" to a contextual "multi-tool" for global business.

Uses foundational Tikanga as language, adding grammar/syntax for strategic decision-making.

Algorithms: (2 of 12)

1.Contextual Tikanga Application
Input: Decision scenario, Tikanga-Ā-Kaipakihi© principles, context.
Output: Context-justified decision (contrasts with rigid rule-of-law).

2. Mātauranga Māori Integration
Input: Texts, Tikanga-Ā-Kaipakihi© concepts, keywords.
Processing: Proprietary API/LLM analysis (Python/C++).
Output: Concept-matched passages (confidence-scored) + report (CSV/JSON).

Key Differentiator:
C++ addresses the ineffability of Mātauranga Māori—where some knowledge transcends language based on narratives received during the PhD research project. e.g. The five categories of Mōteatea.

TPDS Commitment: To Māori business and diplomatic leadership this platform reflects the most up-to-date and accurate representation of Tikanga Māori within our API and Front-End LLM data. Other sources (LLMs) may modify or withdraw Māori knowledge at their whim. We remain responsive, ensuring TPDS aligns with evolving voices of Te Ao Māori. The kaupapa is dynamic, able to pivot to BRICS partnerships.

Project Collaborators: Led by the astute leadership of the Pukepoto rangatira, Dr Sir Hekenukumai Puhipi (Te Uri o Hina, Ngati Kahu), other iwi business leaders, and with substantial input from Te Kura Kaupapa Maori tertiary graduates, to SME and LME enterprises. Importers in China, Singapore, and Malaysia where Confucianism and Taoism is central to their trade, welcomed long-term business relations with Maori.    

A Caveat: Tribal knowledge of the metaphysical and cosmological ideas like karakia, and kai maro (esoteric lore) while held in the Knowledge Base, is not shared openly. It passes through generations under strict protocols of whare kura and whare takiura.   

Governance & Executive Training: We offer excellent one-on-one, bi-lingual training, to your team members of market researchers the subjects of consumer insights, data analytics, supply-chain optimisation, cultural alignment/branding, and especially cultural intelligence. 

Our corporate key values are Mana Motuhake, Matauranga Maori,  Environmental Sustainability, Intergenerational Wealth, and, Te Kotahitanga for the benefit of the mokopuna.

 

"Ehara te Tikanga ii te ture titaha, engari he arotau moo te noho a te tangata." 

[Tikanga is not a slanted law, but a compass for how people live.] Anon.  

 

Mauri Ora!

 

 

    

 

 

The Professional Doctoral interviews were conducted with businesspeople and the academics in China, Malaysia, Singapore, and in Aotearoa New Zealand. The research questions posed were:

   (a) How do you view Tikanga Māori?

   (b) Is it important to you in developing a negotiating strategy to transact business with iwi or SME in Aotearoa New Zealand?

The comparisons and contrasts are listed here:

CULTURAL AND HISTORICAL CONTEXT: Tikanga Māori (Mead) is a system of customs, values, and practises evolved over centuries within the Māori worldview. Confucianism developed around 500 BCE focuses on moral integrity, social harmony, and hierarchical relationships, and has profoundly influenced East Asian cultures.

Discrepancy: Tikanga is inherently tied to Māori relationships with their land and ancestors, while Confucianism is more universal philosophical system that transcends geographic or ethnic ties.  

SPIRITUAL AND RELIGIOUS FOUNDATIONS: Tikanga Māori  is deeply spiritual. It incorporates beliefs in the interconnectedness of all things, the presence of ancestors, and sacredness of nature. Confucianism. Also has spiritual elements but is primarily a secular ethical system. Emphasises moral behaviour, social duty, and the cultivation of virtue (ren, or humaneness) rather than worship of deities, or spirits. 

Discrepancy: Tikanga is more explicitly spiritual and animistic, whereas Confucianism is more focused on ethical and social conduct.

Comment: We note Qi (气) in Traditional Chinese Medicine, Feng Shui, and mauri (Life Force)  to connect with whenua and karakia in the acknowledgements in animism. We have integrated QI into this think tank's framework for it symbolises the flow of energy, balance, and the inter-connectedness in economic, and cultural systems that align well with Tikanga principles of harmony and sustainability.

CONCEPT OF TIME: In Tikanga time is viewed cyclically with strong connections to the past (ancestors) and future (mokopuna). That the past is seen as living and present in our daily life. Whereas Confucianism tends to view time more linearly with an emphasis on learning from the past to improve the present and future. So if there is any discrepancy then Māori has a cyclical view of time that contrasts with Confucianism's more linear perspective. 

INDIVIDUAL vs. COLLECTIVE FOCUS:  Confucianism values social harmony but it also emphasises individual moral development and most importantly, the cultivation of personal virtues like Ren (humaness) and Li (proper conduct). Whereas tikanga stresses the collective well-being of the group (family, tribe or sub-tribe) over individual interests. Tikanga identity is deeply tied to the community. 

Commentary: While this aspect of Tikanga remains true to the family grouping, the corporate Māori stance as articulated in our Tikanga 2.0. proposes a number of options as remedy to the new definitions of 'Power' and 'Wealth' requested by the strategic (governance) and operational (iwi owned business entities).

Speaking with business leadership in Aotearoa and China there was a 'school of thought' that in the interests and spirit of pragmatism, the creation of 'organic' tikanga, and the new term of 'A Confucius for the Day' taught by modern-day Confucianists. Those definitions are up to those leaders to decide. Our principal's experiences within a multi-billion-dollar Confucianist-driven shipping conglomerate showed where discretion was exercised to enable 'smart' and informed decision making. Business does require a whole different mindset.  

Conclusion: so while both traditional belief systems emphasise respect, relationships, and social harmony, they do differ significantly in their spiritual foundations, social structures, and approaches to the natural world, and knowledge.  Tikanga is deeply rooted in their worldview with a strong connection to the land, ancestors and community whereas Confucianism is a more universal ethical system focused on moral conduct, hierarchy, and individual self-cultivation. These differences reflect the unique cultural and historical contexts from which each system emerged.