Military & Aerospace

Image of the Armed Forces
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Issue Vol 22.4 Oct-Dec2007 | Date : 27 Jun , 2014

Lack of Izzat, and Interaction In Cantonments. During the late 70s & 80s a wave of Zero Error Syndrome engulfed us. Bangladesh was born, borders were quiet, only Nagaland and Manipur had insurgency. Punjab and J&K were the best places to serve. Salaries of the Armed Forces were poor, the corporate world was still blossoming, Indira Gandhi was defeated, a bumbling coalition came to power and went, Indira returned, politics took a dive, institutions got corrupted. Militancy started in Punjab, and was defeated at great cost, Indira was assassinated, Rajiv’s circus took charge and produced militancy in J&K, matters went out of hand, or so it appeared.

Sexual harassment occurs in most organisations, and to expect the Forces to be absolutely purged of it is being naive.

VP Singh, Chandrashekhar, Deve Gowda, Gujral, four eminently unsuitable individuals adorned the office of the First Minister of Govt of India. Finally, Narsimha Rao came with Manmohan Singh, and India took that turn for the better.

Unfortunately during this two-decade period, Zero Error crept into the psyche of the Armed Forces which is unattainable, and contrary to all military teachings. The relative calm and impossibility of a shooting war permitted mismanagement of our human resources. Thankfully, this is being reversed. As said earlier, the ‘izzat’ of the ‘fauj’ is entirely in the hands of ‘faujis’.

One Tehelka does not destroy our ‘izzat’. A ‘Manorama devi’ does not demolish our integrity. One Promotion Board reversal does not mean the system is rotten. Sexual harassment occurs in most organisations, and to expect the Forces to be absolutely purged of it is being naive. Aberrations occur, unsuitable people slip through the net, be they military, corporate, govt, academic, hospitals.

Human nature will not permit a clean system to flourish. Many old timers brand Cantonments as anachronistic after having enjoyed a wonderful life in cantonments, hidden from civilian eyes and ears. The British left, ordinary Indians moved into cantonments, crowding began, friction developed, minor altercations happened, but this cannot be placed at the doorstep of young officers. The non-military population is equally responsible. The day India’s cantonments are merged with cities, a historical and cultural part of India will die, and along with it the relatively cleaner areas. If there are altercations between military and civilians, they are few and far between.

If Armed Forces are frequently given tasks of the police, para-military and judicial elements of the State, why cannot faujis teach a lesson to the boorish, uninvited?

The ‘fauji’ dislikes getting embroiled with civilians because he is not trained to be riotous and it takes much provocation to get a violent response from faujis. Arrogant behaviour by local ‘dadas’ is common, and if that behaviour is directed towards a fauji, he will react in the only way he has been trained, with full force and determination. It is inconceivable that any fauji will misbehave with civilians unless provoked.

When local political animals and Nuevo-riche act abrasively with faujis, a fitting reaction results and gets branded as unbecoming conduct by “experts” sitting hundreds of kilometres away. Sometimes it may be desirable to make an example of the uncouth that harass citizens in Cantonments. If Armed Forces are frequently given tasks of the police, para-military and judicial elements of the State, why cannot faujis teach a lesson to the boorish, uninvited?

Higher Judicial Authority and Premature Release

Higher Judicial Authority. Media and legal eagles say that faujis approaching High Courts is proof of a poor Military legal system. Incorrect conclusion. Armed Forces dislike Court Martials, it is cumbersome, involves too many people and impinges on operations. In civil courts everyone’s profession is litigation; in the Forces, Courts Martial are unrelated to the basic job. Whenever a Court Martial is ordered, it means that the offence is serious demanding severe punishment. When a Court Martial awards a punishment, in most cases, it is accepted by the accused. Many sceptics will immediately find flaws and say this is unacceptable. But the non-military reader should appreciate the inherent natural justice provided to a fauji who maybe blameworthy.

If a DRDO scientist resigns it is routine, if the District Collector resigns it is normal, if the General Manager of a MNC resigns it is in order, if a machine operator quits it is common, but if a colonel seeks premature release, then the image of the Armed Forces is crumbling.

Court Martial. The process begins with a Court of Inquiry during which if the Court feels that the person may be blameworthy, he can read all evidence and cross- examine all witnesses. Not permitted in civil courts. If offence is severe, demanding a Court Martial (CM), a Summary of Evidence is recorded where the accused is present and cross-examines all who give evidence. Not permitted in civil courts. The accused can object to an officer who is a member of the CM. Can any civilian object to the judge trying his case? Verdict of the CM needs concurrence by convening General/Admiral/Air Marshal. Does anyone concur a judge’s verdict? Yet after all this the fauji can appeal to High Courts. If appeals to High Courts, is proof of a bad judicial system then India’s judiciary is awful, because everyone appeals to High Courts. How come that appeals by civilians to High Courts proves the majesty of Indian law, but when a military man appeals to High Courts it is inadequacy of Military Law?

Premature Retirements. If changing ones job indicates unhappiness and poor image of the organisation, then the corporate world is a useless place. People are constantly moving out and in, and a national picture of this migration is in thousands every month. Release from civil service before ones tenure is considered normal. Why is premature release of military officers deduced as lowering of the image of the Forces? Chemical engineers become software developers, medical students end up as marketing executives, bureaucrats turn to politics, and MBAs become teachers. There are thousands who decide that what they were doing for ten years is not what they really wanted. Architects become com-munication trainers. Pharmacists become farmers, CAs become automobile dealers. Each of these examples is usual and natural, then why raised eyebrows for the ‘fauji’ who changes his profession?

Many officers leave for spouses to pursue a career, or because of a serious illness, infirmity or death in their family. Faujis also look for better prospects. If this last reason for premature retirement is acceptable for all Indians except the Armed Forces, there is something terribly wrong. Whether the release is granted or not is immaterial, the critic’s point is, an officer wants to leave for better salary and perks, ergo the image of the Armed Forces is poor. What perverted logic is this? If a DRDO scientist resigns it is routine, if the District Collector resigns it is normal, if the General Manager of a MNC resigns it is in order, if a machine operator quits it is common, but if a colonel seeks premature release, then the image of the Armed Forces is crumbling. Amazing deductions from ill informed commentators!

So What’s Wrong with the Image? So far, the author has defended the ‘image’ of the Armed Forces reiterating the positives, but there are shortcomings. Many are symptomatic of the times; others due to pressures of discipline and resistance to change. If the image of the Armed Forces glows outside the perimeter fence, then it must shine within. If it remains dull and lacklustre within the ‘fauji’s” house, then it becomes a native enemy.

Personalised Command, Responsibility, Disuse of Appointment

Personalised Command. Every commander’s personality, style, passions, preferences, triumphs, failures, predispositions, must impact on the unit. Be it a squadron, battalion, ship, Command HQs, or the Service in case of a Chief. Officers and men adjust to commanders and this has worked well over the last century with some exceptions. Then what is the catch? It is the misplaced belief that ‘personality’ is the same thing as personal likes, pet theories, social intervention, and so on. While the corporate world prepares its junior managers to become GMs, VPs, and MDs, we have no formal training for COs and senior commanders. This is a serious deficiency. But what is wrong with personalised command?

While the corporate world prepares its junior managers to become GMs, VPs, and MDs, we have no formal training for COs and senior commanders.

A fighting force functions best when the commander’s personality and not his preferences guide the unit. Additionally, the whims of the commander’s wife, if permitted to intervene, has a deleterious impact. When this trait is ignored and at times encouraged by higher formations, the characteristic is carried up the ladder, and then it is too late to change the man, or the woman. Personalised command is a violation of the trust placed in a commander. At its worst manifestation it is like Mohd Bin Tughlak’s leather currency, at its mildest, it may remain hidden nevertheless eroding the very vitals of that unit.

Reluctance to Carry the Can. With command comes responsibility. But many officers have mastered the art of wielding power without responsibility. This trend has been absorbed from our political masters over the last 60 years. With abundant examples of panchayats to prime ministers, from moffusil town judges to justices of the Supreme Court, section officers to senior civil servants, SHO to DG Police, exercising power without accountability, why not the Armed Forces? And yet, the ability to escape responsibility is complicated in the fauj. Commanders malingering during battle amounts to immoral dereliction of duty. Morale plummets when such conduct goes unpunished. Remedy is available in swift exemplary punishment, regrettably it does not happen. Officers with refutable character, indecorous conduct, financial impropriety, and cowardice continue in service, and worse, get promoted. Senior commanders accept gifts and participate in events they should avoid like the plague. Changes are initiated to erase achievements of predecessors.

The philosophy is “Do as I say, not as I do”. Whereas ‘command’ is for demonstrating ones character and integrity, it is used as One Giant Step for Upward Mobility. How many cases do we know where commanders got away with wilful blunders, and a junior took the blame. Take the scams in Ladakh. It is inconceivable that senior officers were not involved, yet how many seniors have been axed? Can the officer who commits such fraud look at his juniors in the eye, issue orders and demand obedience? This phenomenon today is responsible for many ills, including fratricide, suicide, insubordination, and premature release.

Disuse of Appointment. Normally one talks of misuse of authority. This is well known, but what is not looked at is reluctance of seniors to forestall misuse and disuse of juniors. When seniors wilfully ignore shameful acts of omission and commission, faith and izzat melts, juniors get disenchanted. We concentrate on the ‘misuse’ of power and neglect “disuse” of authority. Seniors vacillate, hoping the problem would disappear, and leave a legacy for the next man to clean up. Thus, if a commander will not remedy matters and display leadership in peace, what will he do in combat? Can I follow such a man into battle? Should I follow such a man at all? The recent fake encounters is a result of “disuse” of ones command. Here is a story of Adamapur air base in late the 70s. An Air Marshal was urging officers to be honest about errors, which would be pardoned, but misleading inputs will be punished.

The Flt Lt asked, “ Sir, for four years every visiting Air Marshal has promised that accommodation will be built within one year. Not one additional room or house has been built. This is wilful misleading. What punishment will be meted out?” Silence. The current harassment tales of women officers is a direct result of overlooking known weaknesses of middle and senior commanders, and are best illustrations of ‘disuse’ of authority. If the dictum, ‘lead by personal example’ is adhered to, most, if not all our woes will disappear. A flawless organisation cannot exist; it becomes near flawless, with obvious efforts of leaders who “ do it right, when no one is looking”.

One Missing Element About Salaries

While Infosys, Wipro, L&T, Tatas, Microsoft, Boeing, ONGC, Booze Allen, declare annual ‘compensation’ as many lakhs of rupees, we show standard salaries for each rank. Then we mention humble details about, messing, housing, education, canteen, medical, leave, and so on. The youngster, his parents and public are unimpressed. On the other hand if we convert these privileges into rupees per annum, it would overwhelm any MNC offer. If we are fighting against MNCs for recruitment, then lets fight with their weapon. The total assured perks over 25 years of service cannot be matched by any one else. The fauj has not used this unassailable piece of artillery for recruitment, its impact cannot but, be sensational.

Conclusion

There is much pessimism about the image of the Armed Forces. Multi-optional avenues with financial security are attractive to youngsters. The surety of a Govt job cannot win against the mammoth corporate salaries. Officers are no less honourable today than those of the 40s to70s. If those who profited from their days in the Forces, recklessly denigrate the present generation, it displays their shallow minds. Getting free facilities from civilian establishments is no benchmark for ‘izzat’.

The image of the Armed Forces outside the barbed wire is strong and shining. It is the picture we have of ourselves that needs attention, and the media reflects that image.

Most certainly there are inadequacies within the ‘fauj’. Many are administrative impediments, involving the Govt of India, others are intrinsic and rectifiable. The philosophy “bullshit baffles brains” has been obliterated by the information revolution. Officers and other Ranks cannot be insulated from unsavoury realities about inefficiency and wilful neglect. The non-military population need not be in awe of the Armed Forces, but they do, and will continue to hold the ‘fauji’ in great regard.

The author retired in Dec 1993,and has interacted with a wide spectrum of people from CMDs, shop floor supervisors, software engineers, and financial wizards. The more honest I was about defects in the Armed Forces, the more they understood and accepted them. I have yet to meet a civilian who says that ‘faujis’ are a waste of time. The image of the Armed Forces outside the barbed wire is strong and shining. It is the picture we have of ourselves that needs attention, and the media reflects that image.

If the calibre of today’s young officers were indeed bad, the Armed Forces edifice would crumble in front of us. We must redesign our recruitment campaign and proudly declare the whole ‘cost to company’, our real salaries dwarf those of our competitors. That IAF pilots join airlines for higher pay is not dismaying. If they are disenchanted, it is alarming. What are they un-happy about? Unhappiness can be resolved; the trick is to display leadership with integrity. If commanders can be upright, brave and just, that’s enough. Our image is what our leaders display.

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The views expressed are of the author and do not necessarily represent the opinions or policies of the Indian Defence Review.

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One thought on “Image of the Armed Forces

  1. Every time war should not be required to know the importance of Armed forces. Flood relief is not required to know that our army is helpful and heroic.
    It should be understood in society and then in polity that a nation’s armed forces have a very special place.
    Their decisions and actions should be valued and respected. And if this would have been the case, surely the forces would not have had to fight for defense procurements, Pension.

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