Metavalues as the Fundamental Essence of All SIVHs and CVAs
When constructing Structured Internal Value Hierarchies (SIVHs) and Corporate Value Architectures (CVAs), one of the most fundamental questions we encounter is the issue of universality. Can there be universal values that should be present in all effective value hierarchies, whether for an individual (SIVH) or an organization (CVA)? Is it possible to identify core values that are non-negotiable for long-term success?
The question of universal values is not new — it has been a central theme in philosophy, ethics, and psychology for thousands of years. Thinkers from Immanuel Kant to Friedrich Nietzsche have debated the nature of moral values, whether they are intrinsic or constructed, and how they shape human action and decision-making. At SelfFusion, our Deep Mind team has developed a systematic framework for analyzing and structuring values, aligning them with human psychology, evolutionary realities, and corporate leadership models. In this article, we will outline our findings, framed against Nietzsche’s and Kant’s perspectives — two thinkers who have arguably explored value evaluation more thoroughly than anyone else in Western philosophy.
Quantifiability of Values (The "Value of Values")
When discussing values and their hierarchical structures, one of the most critical challenges is developing a quantifiableapproach to evaluating values. At SelfFusion, we have already established a formula that allows us to compare the relative importance of different values:
VV = (Reduction in unnecessary + involuntary suffering) × (Number of people affected)
This equation provides a practical framework for assessing how valuable a given value is in relation to others. The greater the reduction of unnecessary suffering, and the larger the number of individuals impacted, the higher the value's moral weight. This aligns with research in utilitarian ethics (Mill, 1861) and moral psychology (Greene, 2014), where the minimization of suffering is often used as a foundational principle for ethical evaluation.
Beyond Quantification: The Need for Universality
However, while this formula provides a comparative tool, it does not by itself allow us to determine whether certain values are truly universal—i.e., values that must exist in all well-structured SIVHs and CVAs.
To establish universality, we must go deeper and examine intrinsically essential values—those that are:
Necessary for human flourishing (both at an individual and collective level).
Cross-cultural and historically persistent (values that have been present across different civilizations and time periods).
Non-contradictory within hierarchical structures (values that can consistently sit at the top of functional SIVHs and CVAs without leading to existential contradictions).
The following sections will explain how SelfFusion’s research has led to identifying these fundamental values, and how they relate to the philosophical insights of Kant and Nietzsche.
The Insufficiency of the Golden Rule
At first glance, it may seem intuitively plausible to assume that the Golden Rule—often considered a universal ethical maxim—could serve as an essential meta-value applicable to all Structured Internal Value Hierarchies (SIVHs) and Corporate Value Architectures (CVAs). Many highly intelligent individuals assume that treating others as one wishes to be treated is self-evidently the best guiding principle for moral decision-making.
At SelfFusion, we do not refute the Golden Rule; rather, we argue that it is insufficient as a standalone moral framework, particularly when applied without a deeper understanding of hierarchical value structures.
The Golden Rule and Its Structural Weakness
The Golden Rule, derived from the Gospel of Matthew (7:12), states:
“In everything, do to others what you would have them do to you.”
While this principle is highly effective in moral systems based on reciprocal altruism, it has critical philosophical weaknesses when examined through the lens of SIVHs and CVAs.
The Golden Rule Does Not Account for True Evil
The assumption behind the Golden Rule is that individuals inherently desire good for themselves and will extend that same good to others.
However, there exist outlier cases — situations where individuals willingly endure self-inflicted suffering in order to inflict suffering on others.
Some individuals derive satisfaction from causing harm, even if it results in their own destruction (i.e., self-sacrificing malevolence).
In such cases, the Golden Rule becomes paradoxical, as these individuals can justify harming others by their own willingness to endure suffering.
The Problem of Nihilism
The Golden Rule presupposes that individuals value their own well-being.
However, in cases of nihilism or existential despair, an individual may not care about their own suffering or survival.
A person who is utterly indifferent to their own fate cannot be guided by a principle that assumes self-interest as a basis for ethical action.
Manipulation Through the Golden Rule
The Golden Rule can be exploited in cases of deception and manipulation.
For example, an individual could claim, “I would want others to lie to me if it spared my feelings, so I will lie to others.”
This reasoning is structurally flawed, as it assumes subjective preference as an objective moral principle, rather than assessing truth as a universal meta-value.
A More Robust Framework: Hierarchical Moral Structures
Given these structural weaknesses, SelfFusion proposes that moral guidance must be based on a structured hierarchy of values, rather than a single ethical rule.
Instead of relying on reciprocity-based ethics, moral action must be judged within a larger system of ranked values (e.g., truth, responsibility, justice).
The hierarchical nature of values allows for more precise moral decision-making, where lower-level moral rules (e.g., reciprocity) must always be subordinated to higher-order ethical imperatives (e.g., truth and justice).
For instance, in Kantian ethics, moral duty is not based on preference or reciprocity but on the universalizability of moral principles (Categorical Imperatives). Kant argues that moral law must be binding in all circumstancesregardless of subjective personal desires (Kant, Groundwork for the Metaphysics of Morals, 1785).
Similarly, Nietzsche’s critique of moral systems (Beyond Good and Evil, 1886) suggests that higher-order values emerge through structured hierarchies, rather than abstract universal rules.
Thus, we at SelfFusion argue that the Golden Rule, while useful, must be subordinated within a hierarchical value system that prioritizes higher meta-values (e.g., truth and moral responsibility) over mere reciprocity.
Kant and the Universality of Values: A Framework for Essential Meta-Values
Immanuel Kant's moral philosophy provides one of the most structured and logically rigorous approaches to identifying universal values. His Categorical Imperative, articulated in three primary formulations, offers a systematic method for determining which moral principles should be considered fundamental and universally binding.
At SelfFusion, we recognize Kant’s approach as one of the strongest historical attempts to define meta-values, as it is not contingent upon individual preferences, empirical consequences, or external conditions — but rather on pure reason and moral duty.
Below, we refine Kant’s three formulations of the Categorical Imperative and clarify their direct applicability to the structuring of SIVHs and CVAs.
First Formulation: Universalization of Moral Maxims
“Act only according to that maxim whereby you can at the same time will that it should become a universal law.”(Groundwork of the Metaphysics of Morals, 1785)
This principle requires that an individual should only act in ways that could be willed as a universal law applicable to everyone.
Basis of Application in SelfFusion Models
Beyond the Golden Rule
While the Golden Rule prescribes reciprocal behavior (“treat others as you wish to be treated”), Kant's formulation is stricter—it demands that every action be universally sustainable.
It eliminates cases where individuals act with malicious intent but are willing to accept suffering themselves, a loophole that undermines the Golden Rule.
In practical terms, this means that a corporate leader, policymaker, or employee must ensure that their moral actions could be consistently followed by all without leading to societal breakdown.
Moral Stability in CVA and SIVH Construction
The first formulation ensures that a company’s Corporate Value Architecture (CVA) is not based on temporary interests or arbitrary preferences but long-term sustainability.
For example, a business strategy based on deceitful advertising or manipulation may provide short-term profit, but it could not be a universal law—if all companies acted similarly, trust in markets would collapse.
Similarly, in SIVHs, an individual must structure their life’s value hierarchy in a way that could theoretically apply to all rational beings.
Second Formulation: Human Dignity and the Intrinsic Value of Individuals
“Act in such a way that you treat humanity, whether in your own person or in the person of another, always at the same time as an end, never merely as a means.”
This principle emphasizes that human beings must always be treated as ends in themselves, never as mere instruments for another goal.
Basis of Application in SelfFusion Models
Moral Responsibility in Leadership
Many corporate leaders, managers, and decision-makers treat employees as disposable resources, prioritizing profit over human dignity.
This principle rejects such a view, insisting that workers, clients, and stakeholders must be respected as autonomous individuals rather than as tools for financial gain.
Human Value as an A Priori Moral Fact
A common mistake in value hierarchy construction is assuming that individual worth is merely instrumental—i.e., that a person’s value depends on their productivity, intelligence, or usefulness to society.
Kant argues that each person has an intrinsic worth (dignity) that must be respected unconditionally.
At SelfFusion, we incorporate this insight into our CVA models, ensuring that long-term corporate success is built on ethical treatment of individuals rather than short-term exploitative gains.
Practical Application in Corporate Environments
Suppose a company is deciding whether to lay off employees to cut costs.
The second formulation would require that employees are not treated purely as financial liabilities, but as autonomous individuals with intrinsic value.
A CVA based on this principle would prioritize ethical transitions, such as retraining, severance support, and transparent communication.
Third Formulation: The Kingdom of Ends
“Act according to maxims of a universally legislating member of a merely possible kingdom of ends.”
This lesser-known but highly significant formulation elevates moral decision-making to the highest level of abstraction. It requires individuals to see themselves as both the lawmakers and the subjects in a universal moral society.
Basis of Application in SelfFusion Models
Seeing Beyond the Individual Perspective
This principle is more advanced than simple universalization—it demands that individuals not only think about their personal moral actions but view themselves as contributors to a larger moral structure.
In other words, every action should be considered in terms of its impact on the entire human community, not just the individual or their immediate surroundings.
Global Responsibility in Leadership
This principle forces corporate leaders and decision-makers to take a bigger-picture perspective when making long-term strategic choices.
They must act not just as corporate executives, but as contributors to the broader economic, social, and ethical ecosystem.
At SelfFusion, we integrate this into CVA construction, ensuring that companies operate not just for profit, but for broader ethical responsibility.
Elevating the Decision-Maker to Moral Legislator
Kant’s idea of moral self-legislation suggests that every person, regardless of position, must view their actions as contributing to a “moral world order.”
For KDMs (Key Decision Makers), this means that every corporate policy, hiring decision, or investment strategy must be framed in a way that reflects ethical responsibility.
Summary of Kantian Meta-Values in SelfFusion Models
Kant's three formulations of the Categorical Imperative provide a robust framework for defining meta-values that transcend individual preferences and situational ethics.
The first formulation ensures moral consistency by requiring that actions be universally applicable.
The second formulation protects human dignity, ensuring that individuals are never used as mere instruments.
The third formulation requires that decision-makers consider the full ethical implications of their actions on a global scale.
At SelfFusion, we apply these Kantian principles to CVA and SIVH development, ensuring that values are not only structured but also fundamentally aligned with universal moral laws.
Thus, in contrast to simplistic ethical models like the Golden Rule, Kantian ethics offers a deeper, more structured, and universally applicable foundation for both corporate and personal moral decision-making.
Nietzsche’s Influence on Essential Meta-Values in SelfFusion Models
When developing the concept of essential values (or meta-values) that should universally characterize Structured Internal Value Hierarchies (SIVHs) and Corporate Value Architectures (CVAs), we incorporated insights from Friedrich Nietzsche’s moral philosophy. Unlike Kant, who emphasized universality, duty, and rational moral law, Nietzsche approached morality with absolute realism, dissecting the psychological structures behind human values.
Below, we analyze three key Nietzschean statements and explain how we at SelfFusion have integrated these insights into our models for value structuring, moral resilience, and personal growth.
Slave Morality, Ressentiment, and the Pitfalls of Externalizing Responsibility
“The slave morality says ‘no’ from the very outset to what is ‘outside,’ ‘different,’ ‘not itself’; and this ‘no’ is its creative deed.” (On the Genealogy of Morality, 1887)
Nietzsche’s Perspective
Nietzsche distinguishes two fundamental types of morality:
Master Morality: Created by the strong, affirming life, power, and self-determination.
Slave Morality: A reaction to powerlessness, defined by resentment (ressentiment) toward those who are stronger or more successful.
In slave morality, individuals do not act on their own power but justify their condition by reversing moral evaluation—equating their weakness and suffering with moral virtue while condemning strength, ambition, and dominance as evil.
The feeling of ressentiment leads to a self-imposed passivity: rather than striving for greatness, individuals channel frustration into moral superiority, victimhood, and social blame.
Application in SelfFusion Models
At SelfFusion, we reject value hierarchies built on externalized blame, weakness, or ressentiment.
Rejecting Victimhood as a Core Value
In organizational culture, when victimhood and entitlement become core values, they encourage dependency, lack of initiative, and resentment-based leadership.
SelfFusion models demand proactive engagement, where an individual or organization must own their limitations and work toward overcoming them, rather than blaming external forces for stagnation.
Intrinsic vs. Extrinsic Morality in Leadership
Many employees and leaders adopt pseudo-morality—they behave “ethically” not because they are principled, but because they lack the power or means to act otherwise.
True moral commitment arises when individuals have the power to act immorally but choose not to.
In CVA design, moral posturing must not replace actual ethical decision-making. A company’s commitment to integrity must be active, not circumstantial.
Moral High Ground as a Shield for Weakness
Nietzsche warns that people often adopt moral posturing as a strategy to avoid self-improvement.
This can be seen in employees who rationalize stagnation by claiming to be morally superior to those who strive aggressively.
In SelfFusion models, true moral strength must be accompanied by competence, power, and action.
Thus, any value hierarchy infected by ressentiment inevitably collapses—it is not a system of intrinsic self-improvement but rather an excuse for powerlessness.
The Eternal Return and the Weight of Every Action
"The question in each and every thing — ‘Do you want this once more, and innumerable times more?’ — would lie as the heaviest burden upon your actions!” (The Gay Science, 1882)
Nietzsche’s Perspective
The Eternal Return is a thought experiment:
If you had to relive this exact moment forever, would you be content with your actions?
It forces individuals to evaluate their choices as if they were permanent, irreversible, and recurring eternally.
This directly opposes hedonistic impulse or temporary gratification — only choices that can withstand eternityhave real moral weight.
Application in SelfFusion Models
At SelfFusion, we use this concept to emphasize long-term consistency in moral and strategic decision-making.
CVA Integrity Over Time
A CVA must be designed to withstand time, not just serve temporary market conditions.
A company must act in ways it would be proud to relive indefinitely.
Short-term manipulation, deception, or unethical profit maximization may yield temporary success but collapse under Nietzsche’s test of recurrence.
SIVH and Career Path Alignment
Employees should ask themselves:
“Would I be willing to live this career path over and over again?”If the answer is no, they must re-evaluate their SIVH and adjust their trajectory accordingly.
SelfFusion tools integrate this into long-term employee self-analysis, ensuring career growth is purpose-driven, not reactive.
Endurance Over Hedonism
Master morality demands consistency of values and action.
True fulfillment comes from meaningful struggle, not impulsive comfort-seeking.
This is directly opposed to modern corporate cultures that prioritize immediate well-being over long-term resilience.
Thus, the Eternal Return serves as a crucial filter in both personal and corporate decision-making.
Self-Overcoming and the Call to Excellence
“Become who you are.” (Thus Spoke Zarathustra, 1883)
Nietzsche’s Perspective
Nietzsche’s concept of self-overcoming insists that true freedom is found not in indulgence but in self-mastery.
The Übermensch (Overman) represents the highest ideal of humanity, transcending limitations, societal norms, and moral constraints to achieve true greatness.
This principle directly opposes nihilism, complacency, and resignation.
Application in SelfFusion Models
SIVH and Personal Growth as a Non-Negotiable Imperative
Self-overcoming is the core of personal development in SelfFusion models.
Every SIVH must be structured in a way that continuously challenges the individual to improve, evolve, and strive for excellence.
If a value hierarchy does not push an individual beyond their current limits, it is not viable.
CVA as a Catalyst for Corporate Evolution
Companies that embrace self-overcoming consistently reinvent themselves, outpacing competitors.
A CVA that is stagnant or designed for comfort will eventually collapse under market pressures.
Key Decision Makers (KDMs) must ensure that the organizational value hierarchy pushes the company beyond its limits rather than preserving stability.
Breaking Free from Herd Morality
Nietzsche warns that most people conform to herd instincts instead of striving for greatness.
In corporate environments, this manifests in employees settling for mediocrity instead of striving for innovation and leadership.
SelfFusion models structure CVAs in a way that discourages complacency and herd mentality—every individual must work toward becoming the highest version of themselves.
Thus, SIVHs and CVAs must be designed as tools of self-overcoming, forcing individuals and organizations to constantly break their limits rather than conform to comfortable stagnation.
Conclusion: Integrating Nietzschean Values into SelfFusion Models
Nietzsche’s moral philosophy provides powerful insights into the mechanics of value structures, particularly in rejecting resentment-based morality, emphasizing long-term decision-making, and insisting on self-overcoming.
Any value hierarchy infected by ressentiment is doomed to failure.
Decisions should be made with the test of eternal recurrence—only actions worth repeating indefinitely hold moral weight.
Self-overcoming is the foundation of all progress—values that do not challenge the individual or company are inherently weak.
At SelfFusion, we integrate these Nietzschean insights into our models, ensuring that SIVHs and CVAs are structured for resilience, power, and long-term ethical success.
SelfFusion’s Concept of Meta-Values
After extensive theoretical analysis and practical experience working with various companies, SelfFusion has identified three fundamental meta-values that form the foundation of all Structured Internal Value Hierarchies (SIVHs) and Corporate Value Architectures (CVAs).
These meta-values are not individual values within a hierarchy, nor are they subject to prioritization like traditional values. Instead, they are intrinsic principles that permeate the entire value structure, ensuring that the hierarchy itself remains coherent, functional, and meaningful.
Without these meta-values, SIVHs and CVAs collapse into empty, theoretical frameworks that lack practical application. A value hierarchy without these core principles is like an image of a vehicle without an engine—it may appear structured, but it lacks the force to function in the real world.
First Meta-Value: Truthfulness
Among all values, truthfulness is the most controversial yet foundational, as it directly influences moral integrity, accountability, and decision-making clarity. Truth, in philosophical discourse, has been debated for centuries. However, SelfFusion’s model defines truthfulness in an operational sense — as the deliberate avoidance of deception, misrepresentation, or distortion of known facts.
Defining Truthfulness in SelfFusion’s Model
Truthfulness is not merely about honesty in intention; it requires active avoidance of falsehood, including concealment of truth or intentional omission of facts.
It applies not only to individuals but also to corporate leadership and governance—a CVA must explicitly reject deception as a tool, even when it appears to yield short-term benefits.
In practical terms, truthfulness means that a company’s stated values must align with actual behaviors and decision-making.
Truthfulness in Corporate Leadership (CVA Application)
Consider a scenario where a corporation reduces employee benefits but frames it as a necessary restructuring to “enhance employee well-being.” If the true motivation behind the decision is profit maximization, then corporate leadership faces a choice:
Align the decision with the CVA — If profit maximization is the monotheistic top value of the hierarchy, then there is no need to obscure the truth. The leadership should state openly that profits are prioritized over employee welfare, making it consistent with the CVA.
Reject dishonesty as a principle — If employee well-being is a core value, then reducing benefits directly contradicts the CVA, making the decision ethically incoherent and functionally unsustainable.
Thus, SelfFusion posits that truthfulness is not just an ethical preference — it is a functional necessity for sustainable leadership and decision-making.
Second Meta-Value: Responsibility and Diligence
The second meta-value is responsibility, which directly correlates with self-discipline, diligence, and self-governance. Many leadership frameworks attempt to quantify responsibility using task completion rates, follow-through consistency, and peer evaluations. However, SelfFusion’s model approaches responsibility more fundamentally, linking it to the concept of free will.
Responsibility as a Function of Free Will
At SelfFusion, we align with Kant’s moral philosophy, arguing that responsibility is the highest expression of free will.
A person who truly exercises free will must acknowledge full responsibility for their actions, regardless of external conditions.
Responsibility is not contingent on external validation—it is an intrinsic moral duty, and its absence renders any value hierarchy vague, unstable, and ineffective.
Responsibility vs. Hedonism: The Freedom Paradox
A common misconception is that freedom means lack of structure or discipline.
Many employees and leaders associate freedom with self-indulgence, flexibility, or unregulated autonomy.
True freedom, according to SelfFusion’s model, is the ability to self-govern and commit to responsibilities willingly, rather than being enslaved by impulse and comfort.
Practical Example of Responsibility in the Workplace (SIVH Application)
Consider an employee who romanticizes “creative freedom” but:
Struggles with deadlines
Lacks self-discipline
Fails to commit to long-term projects
This individual believes they are exercising freedom, yet in reality, they are a slave to their own impulsive desires, unable to control their habits or direct their energy toward meaningful goals.
In contrast, a truly responsible individual understands that responsibility is not a limitation—it is the very mechanism that allows long-term success and self-determination.
Thus, in SelfFusion’s model, responsibility is not merely a practical virtue but a meta-value that permeates the entire SIVH and CVA. If responsibility is absent, the entire value hierarchy collapses into subjective rationalization and inefficacy.
Third Meta-Value: Realization of Personal Potential
This meta-value is the culmination of truthfulness and responsibility—it measures the extent to which an individual or organization expands their capabilities within their natural cognitive and environmental limits.
The Horizontal Expansion of Potential
While IQ and General Mental Ability (GMA) are largely fixed, an individual’s practical competence and skillset expansion are not.
A person may not be able to increase their raw intelligence, but they can maximize their ability to apply intelligence across multiple domains.
The failure to do so constitutes a fundamental moral failure, as it represents a willing rejection of one’s own potential.
Elon Musk as an Example of Realized Potential
Elon Musk is not exceptional solely due to raw intelligence — many people possess similar IQ levels.
His uniqueness stems from his relentless horizontal expansion, applying intelligence across multiple disciplines (engineering, business, physics, AI, energy, aerospace, etc.).
Thus, SelfFusion’s model suggests that individuals with high GMA have a duty to maximize their potential across multiple fields, rather than hyper-focusing on a single domain.
Moral Obligation to Realize Potential (SIVH & CVA Application)
Every individual is ethically required to develop their potential to the fullest extent possible.
This is not a competitive directive — it is a fundamental requirement for living a meaningful life.
Companies must foster environments where employees continuously expand their skillsets, rather than stagnating in narrow job functions.
Avoiding the Excuse of Unrealized Potential
Just as high-GMA individuals must expand horizontally, individuals with lower cognitive ability are equally obligated to fully develop within their range.
The failure to do so is not a matter of ability but of moral negligence.
Practical Example in Corporate Settings
A highly intelligent employee who refuses to learn new skills is no different from an average employee refusing to do basic tasks.
A company that does not actively encourage employee growth and expansion is structurally flawed, as it wastes human potential.
Thus, SelfFusion models position “realization of potential” as a non-negotiable meta-value. A CVA or SIVH that lacks this component is inherently dysfunctional — it prioritizes comfort over progress, leading to long-term stagnation.
Conclusion: Meta-Values as the Structural Foundation of All Value Hierarchies
Truthfulness ensures moral clarity, integrity, and resistance against deception or rationalization.
Responsibility and diligence ensure discipline, ownership, and commitment to action.
Realization of potential ensures that individuals maximize their abilities, rather than settling for stagnation.
These meta-values are not hierarchical elements — they are the very foundation upon which all other values rest. Without these principles, SIVHs and CVAs become functionally useless, leading to decision-making paralysis, moral inconsistency, and long-term instability.
At SelfFusion, these principles guide personal development, corporate governance, and leadership training, ensuring that value structures remain resilient, effective, and purpose-driven.
Some of the Resources used for this Article
Immanuel Kant, "Groundwork for the Metaphysics of Morals" (1785)
This foundational text introduces Kant's moral philosophy, including the Categorical Imperative and the concept of duty.
Available online: Groundwork for the Metaphysics of Morals
Friedrich Nietzsche, "On the Genealogy of Morality" (1887)
In this work, Nietzsche explores the origins and development of moral concepts, introducing ideas such as "slave morality" and "ressentiment."
Available online: The Genealogy of Morals
Friedrich Nietzsche, "Thus Spoke Zarathustra" (1883-1891)
This philosophical novel presents Nietzsche's ideas on the "Übermensch" (Overman) and the concept of self-overcoming.
Available online: Thus Spoke Zarathustra
Friedrich Nietzsche, "The Gay Science" (1882)
In this work, Nietzsche introduces the concept of the "Eternal Return," prompting reflection on the significance of one's actions.
Available online: The Gay Science
John Stuart Mill, "Utilitarianism" (1861)
Mill's essay outlines the ethical theory of utilitarianism, focusing on actions that maximize happiness and reduce suffering.
Available online: Utilitarianism
Joshua Greene, "Moral Tribes: Emotion, Reason, and the Gap Between Us and Them" (2014)
Greene examines the interplay between emotion and reason in moral decision-making, discussing how different "tribes" navigate moral dilemmas.
Available online: Moral Tribes
Paul Rée, "The Origin of the Moral Sensations" (1877)
Rée's work offers a naturalistic explanation of moral feelings, which Nietzsche critiques in his own genealogical analysis.
Available online: The Origin of the Moral Sensations
Immanuel Kant, "Critique of Practical Reason" (1788)
This work delves deeper into Kant's moral philosophy, discussing the nature of practical reason and the concept of moral law.
Available online: Critique of Practical Reason
Immanuel Kant, "The Metaphysics of Morals" (1797)
Kant elaborates on the principles of rights and virtues, providing a comprehensive account of his applied moral philosophy.
Available online: The Metaphysics of Morals
Friedrich Nietzsche, "Beyond Good and Evil" (1886)
Nietzsche critiques traditional moral values and introduces the concept of "master-slave morality."
Available online: Beyond Good and Evil
Immanuel Kant, "Religion within the Bounds of Bare Reason" (1793)
Kant explores the role of religion in moral life, discussing the concept of radical evil and the human propensity toward moral failure.
Available online: Religion within the Bounds of Bare Reason
Friedrich Nietzsche, "Ecce Homo" (1888)
In this autobiographical work, Nietzsche reflects on his life and philosophy, providing insights into his critique of morality.
Available online: Ecce Homo
Immanuel Kant, "Critique of Pure Reason" (1781)
Kant's seminal work addresses the limits and scope of human understanding, laying the groundwork for his moral philosophy.
Available online: Critique of Pure Reason
Friedrich Nietzsche, "Human, All Too Human" (1878)
This work marks Nietzsche's departure from Wagnerian romanticism, offering a collection of aphorisms on various philosophical topics, including morality.
Available online: Human, All Too Human
Immanuel Kant, "Prolegomena to Any Future Metaphysics" (1783)
Kant provides a concise introduction to his critical philosophy, addressing the possibility of metaphysics as a science.
Available online: Prolegomena to Any Future Metaphysics
These references encompass the primary philosophical works and thinkers discussed in the article, providing foundational insights into the development of SelfFusion's meta-values.
