The Need For Continuity in Policy Initiatives – Achilles Heel of India

When the British made architectures for governing India a land so vast of incredible variety in ethnicity and languages, the need to create a large and structured bureaucracy was a sine qua non. Our entire social milieu mired in caste was tailor made for this hierarachial rule based system and the much discussed Macaulay’s educational system churned out a steady number of recruits for creating this edifice with the Englishmen at the top. The days of the Raj were simpler, the prime motive was perpetuation of empire and economic benefits to Great Britain. The grand strategic thinking was by the English with the implementation by the natives.

The end of the Raj saw a large number of the native bureaucracy and the military brass getting rapid promotions as the English were eased out, the Indian members of the ICS were continued with after reaffirming their loyalty to the new nation. Saradar Vallabhai Patel the architect of the governing edifice envisaged and created the All India Services, which was famously called the ‘steel frame’ a phrase borrowed from Lloyd George’s speech of 1922 in the British Parliament. The license raj, socialist era PSU’s etc led to a rapid growth in the turf of the bureaucracy. The DNA inherited from the British ensured that control was centralised in all facets of life wherever the bureaucracy

David Wittenberg addressed the semantics of the question regarding the role of bureaucracies this way: “Likening effortful, reflective thinking to bureaucracy misses the mark. Bureaucracies are focused on decision rights, not decision making,” Wittenberg wrote. “They are not created to deliberate or think.”

Without memory– that is without checking and reflecting upon past records of institutions and activities – we will have no warnings about potential dangers… and no opportunity to gain a richer awareness of the repertoire of
possible remedies
(Misztal 2003: 14).
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“Rules, procedures, technologies, beliefs, and cultures are conserved through systems of socialization and control. They are retrieved through mechanisms of attention within a memory structure. Such organisational instruments not only record history but shape its future path, and the details of that path depend significantly on the processes by which the memory is maintained and consulted”
(Levitt and March
1988: 326).

 

Most honest bureaucrats have no risk taking ability and are therefore unable to take decisions. At least the top bureaucratic jobs (from Secretary to Director) should be contractual, performance linked, and there should be options to induct personnel from the
Top decision making positions should be held by persons who have the domain
expertise and experience

 

private sector

 

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