Forging India's Hard Power in the New Century

IDSA Issue Brief Forging India's Hard Power in the New Century is most relevant at this juncture. Such a research work could be of immense value to strategists. Could help shape our policies pragmatically based on scientific study.

The Researcher mentions various constituents of the Hard Power, one of it is ‘Civil-Military Relations’. It is a welcome thought. He postulates:

"Civil-Military Relations are at the core of any national security framework and the decision making process. While explicit political control over the military cannot be questioned, the need to involve the Indian armed forces as equal and responsible partners in the decision-making process is important.

Cross-pollination of national security bodies with defence expertise could contribute to better understanding on matters military and, consequently, the strategic thinking within the country.

In the short-to-medium term, it will entail the functional integration of the MoD and service headquarters, the creation of a chief of defence staff (CDS), representation of military staff in national security structures such as the NSC, leveraging military diplomacy in pursuit of India’s foreign policy objectives, consistency in military resourcing and expenditure, procedural reforms in the acquisition process and defence industry, and ensuring adequate operational preparedness levels to meet a range of military challenges and non-traditional threats."

SvipjaCMRChair

No Magic Bullet for Anyone

On 23 April 1961, Lt Gen. P.N. Thapar, the then Chief of Army Staff designate, wrote two TOP SECRET letters to the outgoing chief, Gen. K.S. Thimayya, and Eastern Army Commander Lt Gen. S.P.P. Thorat, as revealed by Mr Anit Mukherjee, an IDSA Scholar, in his article 'No Magic Bullet for Military'.

These letters indicate two issues of contemporary relevance. The first is the widely acknowledged civil-military discord that preceded the disastrous 1962 war with China. The second, less well known, is the deep division that existed among senior military officers at that time.

It is known that recent dispute over the Sixth Pay Commission’s recommendations has left a bitter legacy between civilian principals in the defence ministry and the military. The civil officials claim, the manner in which the dispute was aired, created a dangerous precedence and undermined civilian control. On the other hand, the Military portrayed the episode as one where devious bureaucrats conspired to ensure that the services got a raw deal.

The present state of affairs ‘smack’ of unsatisfactory leadership, civil and military. And also 'coloured advocacy' by some. All this hurts CMR. We therefore have titled this Post 'No Magic Bullet for Anyone'. Our Research and Analysis ought to be honest and directed towards the norms of upholding our Constitution, and hold sane lessons for civil and military leadership, both.

We all must recall the NDA’s prayer to be followed by all stakeholders: calling for the strength to “do the harder right than the easier wrong”. In hindsight, despite our non-existent and somewhat faulty declassification policy, we are now aware about how civil-military tensions and a divided officer class contributed to the disaster of 1962. To prevent another disaster, it is time for all the stakeholders to engage in an honest and dispassionate critical examination.

Click No Magic Bullet for Military

SvipjaCMRChair

CMR in India: Changing Face of the Indian Soldier

The Soldier and the State: The Theory and Politics of Civil-Military Relations was written by Samuel Huntington in the 1950s. In this book, Huntington referred to the role of a soldier vis-a-vis the State by drawing upon events and anecdotes that threw up challenges to a democracy whenever there was tension between the armed forces and the democratically elected leadership. Just as the Americans went through a critical phase of challenges thrown at the elected government by some military leaders, we too will have to learn to live with such episodes. It is often forgotten that India is a very young democracy and that both the government and the military would need to accommodate intrusions in each other’s limited space.

It is axiomatic that the soldier’s performance while practising the skills of management of violence is directly proportional to the support and aspirations of society. When military leaders are isolated from the decision-making structure of governance, the political leadership is bound to be isolated from the factors governing preparedness and morale of the forces. This in turn results in bureaucratic interpretations and increased isolation due to the trust deficit between the political leadership and the military. What are the symptoms of such isolation and what can be done to alleviate the situation?

There is evidence to show that the military is fast being identified with the police forces in the manner in which governments have tended to treat it.

By keeping the Service Chiefs out of the decision-making process, we have removed their accountability to the system, for, ipso facto, they are expected to deliver with what they have. What they should have is outside their prerogative. They follow the laws of Epictetus: “Do not be concerned with things that are beyond your power.”

Samuel Huntington also wrote about how society should treat a soldier.

CMR in India: Changing Face of the Indian Soldier

Maintain Civil-Military-Civil Maryada jealously.

SvipjaCMRChair
Author: Suresh Bangara, a former C-in-C of the Southern Naval Command.

Ethos of Military Leadership

The COAS is accountable for the functioning of the entire Army. It is a tradition that is ingrained in his psyche. All commissioned army officers study at the Indian Military Academy (IMA), Dehradun, where, engraved at the entrance to Chetwode Hall - named after the then Commander-in-Chief, Field Marshal PW Chetwode, who inaugurated the IMA on December 10, 1932, are the words,

"The safety, honour and welfare of your country come first, always and every time. The honour, welfare and comfort of the men you command come second, always and every time. Your own ease, comfort and safety come last, always and every time."

These words, from the speech Chetwode delivered while inaugurating the IMA 78 years ago, have inspired generations of officer-cadets who have passed out of the IMA.

Is it possible for civil leadership - political, bureaucratic, executive, etc - to walk through the Portals of the Chetwode Hall at the IMA, somehow, to imbibe the military ethos which may greatly help to preserve, protect and defend the Indian Constitution in line of their duties?

Chairperson, SvipjaCMRChair
This Posting is inspired by The Economic Times, 03 Jan 2011 .

'The Last Post'

We have all heard the Armed Forces Buglers rendering 'The Last Post'. It's the song that gives us the lump in our throats and usually tears in our eyes. Here is the story behind it.

Reportedly, it all began in 1862 during the American Civil War, when Union Army Captain Robert Ellicombe was with his men near Harrison's Landing in Virginia. The Confederate Army was on the other side of the narrow strip of land.

During the night, Captain Ellicombe heard the moans of a soldier who lay severely wounded on the field. Not knowing if it was a Union or Confederate soldier, the Captain decided to risk his life and bring the stricken man back for medical attention. Crawling on his stomach through the gunfire, the Captain reached the stricken soldier and began pulling him toward his encampment.

When the Captain finally reached his own lines, he discovered it was actually a Confederate soldier, but the soldier was dead.

The Captain lit a lantern and suddenly caught his breath and went numb with shock. In the dim light, he saw the face of the soldier. It was his own son. The boy had been studying music in the South when the war broke out. Without telling his father, the boy enlisted in the Confederate Army.

The following morning, heartbroken, the father asked permission of his superiors to give his son a full military burial, despite his enemy status.

The Captain had asked if he could have a group of Army band members play a funeral dirge for his son at the funeral. The request was turned down since the soldier was a Confederate. But, out of respect for the father, they gave him only one musician. The Captain chose a bugler. He asked the bugler to play a series of musical notes he had found on a piece of paper in the pocket of the dead youth's uniform.

The haunting melody, we now know as 'The Last Post' used at military funerals was born.

The words are:-

Day is done.
Gone the sun.
From the lakes
From the hills.
From the sky.
All is well.
Safely rest.
God is nigh.
-------
Fading light.
Dims the sight.
And a star.
Gems the sky.
Gleaming bright.
From afar.
Drawing nigh.
Falls the night.
-------
Thanks and praise.
For our days.
Neath the sun
Neath the stars.
Neath the sky .
As we go.
This we know.
God is nigh.

Courtesy: Mr GS Sahni, ex-Secretary, IAS(SSNT20.

PS: Remember those lost and harmed while serving their country. Also remember those who have served and returned; and those presently serving in the Armed Forces.

Proactive Role of all the Stakeholders in CMR

CMR are dynamic and must remain so in a vibrant democracy like India. ‘Its Operation’ is to be articulated wisely and honestly. CMR in a democracy is a product of two different set of minds and ethos,civil and military,with a common objective - well-being of the nation.

Politicians should play an active role in routine management of civil and military bureaucracies. Both the streams are well-endowed with ‘field’ and ‘desk’ experiences with reasonably sound ‘sense’, and ‘task-orientation’. They tend to create aberrations and vitiate working environments only when over-jealous in protecting their turfs. One can’t work effectively without the other, their roles are fairly complementary.

In a democracy, it is the onerous task of 'higher leadership' to retain the right balance in the CMR. Needs all round training and maturity of purpose in governance system to effect the ‘right CMR’ at all levels. Govts and Defence Services the world over learn CMR in the backdrop of environments prevailing in their country regularly, may be sometimes at a heavy cost.

Ministers, National-Level Politicians, Bureaucrats and Other stakeholders should remain proactive and be on the field routinely to build ‘right CMR’. Relevant protocols be honoured. It is important to be with each other on ‘right’ occasions.

We need special efforts in India to build effective CMR where civil and military both continue to be in the ‘Raj Hangover’, quoting still from the past practices without realizing that we all are part of Independent India now and have equal stakes in the well-being of our nation, India.

Do not deliberately pull down each other. Maintain Civil-Military-Civil Maryada.

Chairperson,SvipjaCMRChair