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Subject: AttitudeXPractical intelligence

  • Two different kinds of attitudes exhibited by public servants towards their work have been identified as the bureaucratic attitude and the democratic attitude. A) Distinguish between these two terms and write their merits and demerits. B) Is it possible to balance the two to create a better administration for the faster development of our country?

  • Wisdom lies in knowing what to reckon with and what to overlook. An officer being engrossed with the periphery, ignoring the core issues before him, is no rare in the bureaucracy. Do you agree that such preoccupation of an administrator leads to travesty of justice to the cause of effective service delivery and good governance? Critically evaluate.

    When a civil servant becomes a slave to periphery or “form,” administration becomes an end in itself, at the cost of the citizen it was meant to serve.
    Core Vs Periphery

    Preoccupation with periphery – travesty of justice

    Red-tapism over responsiveness- Eg- Munger-Ganga Bridge in Bihar was delayed by nearly 14 years due to inter-departmental disputes

    It is a “corruption of omission”– may be legally clean, but ethically bankrupt.

    Periphery breeds a “mechanical” mindset where officials lose empathy. Eg- denial of emergency care to critically ill patient without documentation

    Process compliance over public welfare. Eg- Eg- PDS exclusion of poor due to biometric authentication failures (Jharkhand case)

    Encourages moral abdication – Officials transfer moral responsibility to the rulebook (banality of evil). Eg- encroachment demolitions without rehabilitation plan.

    Facilitates coercive corruption. Eg- ‘speed money’ for faster file clearance

    It leads to Process becoming Punishment. Eg- complexity in environmental clearances

    “By-the-book” culture stifles innovation and creativity.

    Resource Wastage- Eg- cost and time overruns in PPP projects due to delays in land procurement

    Policy Paralysis- Fear of audit or the “3C” (CBI, CVC, CAG) leads to “Defensive Bureaucracy.”

    Adopting the “Karmayogi” Mindset- “solution-providers” rather than “file-pushers”.

    Institutionalizing Social Audits- Eg- Meghalaya social audit law

    Protection for Honest Discretion by amending Section 17A of the Prevention of Corruption Act.

    Promoting “Co-Production”- Involving NGOs and SHGs to deliver services. Eg- Kudumbashree

    Application of Gandhi’s Talisman in decision making

    The ultimate goal of an administrator is to ensure that the “True Intent” of the Constitution – Justice, Liberty, and Equality – is delivered.

  • The Rules and Regulations provided to all the civil servants are same, yet there is difference in the performance. Positive minded officers are able to interpret the Rules and Regulations in favour of the case and achieve success, whereas negative minded officers are unable to achieve goals by interpreting the same Rules and Regulations against the case. Discuss with illustrations.

    In the realm of public administration, the rulebook provides the “Letter of the Law,” but the officer’s mindset provides the “Spirit of the Law.”

    Positive-Minded Officers- Interpreting Rules for Success

    Invoking “Residual Powers” for Innovation. Eg- IAS Prashant Nair used crowdfunding for community kitchens under Project Compassion in Kozhikode.

    Flexible during Emergencies. Eg- procuring cylinders via “Spot Purchase” clause during COVID 19

    Promoting “Ease of Doing Business”. Eg- Interpreting licensing norms to encourage entrepreneurship.

    Utilizing “Spirit of the Law” to uphold justice Eg- Allowing free treatment under government hospitals for undocumented homeless.

    Adherence to utilitarian principle of “greatest happiness” by creative rule interpretation. Eg- using MNREGA funds to build school playgrounds

    Environmental Stewardship using the “Precautionary Principle.” Eg- Halting a project near a wetland by interpreting “Ecological Sensitivity” broadly

    Humanizing Service Rules- Dealing with subordinates with empathy. Eg- Granting “Child Care Leave” to a single father

    Inclusive urban planning. Eg- Designating specific “Vending Zones” for street hawkers

    Active Conflict Resolution- Eg- Using “Section 144” to create a “Protected Space” for a peaceful dialogue between administration and aggrieved public.

    Negative-Minded Officers- Interpreting Rules Against the Case

    Suffers from “Bureaucratic Apathy” or “Status Quo Bias.” Eg- resistance to “E-Office” by citing vague “Data Privacy” concerns.

    Red Tapism- Eg- denying ration under PDS due to biometric error (Jharkhand case)

    “Passing the Buck”- Interpreting jurisdiction rules to avoid taking responsibility. Eg- delay in medical aid in inter-state border accidents

    Avoid transparency and accountability. Eg- invoking “National Security” clause to deny RTI

    Strict “Hierarchy” interpretation- Example- Refusing to meet a citizen delegation because they did not have a “Prior Appointment”.

    Focus on Punitive Action- Interpreting discipline rules solely for punishment.

    Obstructive Auditing- Using “Post-Facto” criticism to stall future initiatives.

    Resource Hoarding- Refusing to spend funds to avoid “Audit Objections.” Eg- consisting lapsing of Tribe Sub-plan funds

    There is need to shift from a “Command and Control” mindset to “Collaborate and Care” attitude for transforming civil services from “rusted” steel frame to “trusted steel frame”

    Emotional Intelligence

  • Mindless addiction to Form, ignoring the Substance of the matter, results in rendering of injustice. A perceptive civil servant is one who ignores such literalness and carries out true intent. Examine the above statement with suitable illustrations.

    In public administration, there is tension between procedural formalism and substantive justice. When it becomes a slave to “Form,” it becomes an end in itself, at the cost of the citizen it was meant to serve.

    Mindless Addiction to Form- Rendering Injustice

    Institutionalization of Red Tapism- Eg- Munger-Ganga Bridge in Bihar was delayed by nearly 14 years due to inter-departmental disputes

    Literalness breeds a “mechanical” mindset where officials lose empathy. Eg- denial of emergency care to critically ill patient without documentation

    Inefficiency in crisis management- Eg- migrant labour sufferings during COVID.

    Undermining Rights of the Vulnerable- Eg- PDS exclusion of poor due to biometric authentication failures (Jharkhand case)

    Encourages moral abdication – Officials transfer moral responsibility to the rulebook (banality of evil). Eg- encroachment demolitions without rehabilitation plan.

    Facilitates coercive corruption. Eg- ‘speed money’ for faster file clearance

    Complexity of the “Form” leads to Process becoming Punishment. Eg- complexity in environmental clearances

    “By-the-book” culture stifles innovation and creativity.

    Resource Wastage- Eg- cost and time overruns in PPP projects due to delays in land procurement

    Policy Paralysis- Fear of audit or the “3C” (CBI, CVC, CAG) leads to “Defensive Bureaucracy.”

    The Perceptive Civil Servant- Carrying Out True Intent

    Proactive Problem-Solving in emergencies- Eg- Dr. Rajendra Bharud (IAS) setting up an oxygen plant in tribal Nandurbar before the second COVID wave

    Empowering through Informal Networks- Eg- Armstrong Pame (IAS) built a 100km road via crowdfunding.

    Administrative Empathy for the Marginalized- Eg- In the “Project Sulaimani” model (Kozhikode), the “Substance” of dignity was prioritized.

    Reforming through Discretion- Eg- Kiran Bedi (IPS) turned Tihar Jail into a reformatory.

    Streamlining Processes for the Citizen- Perceptive officers redesign the “Form” itself. DM of Ganjam (Vijay Kulange) institutionalized “Doorstep Delivery” of pensions for the disabled

    Innovative problem solving- Eg- Rahul Kumar (IAS) converted abandoned buildings into libraries using maintenance funds.

    Defending the Rights of the Voiceless- Eg- S. Sankaran (IAS) provided instant subsistence relief to rescued bonded laborers.

    Rules are meant to serve justice and when they fail to do so, conscience must guide discretion.