SERVICE BEFORE SELF OR MENTAL HEALTH BEFORE SERVICE?

 

The heading above may raise many eyebrows. But considering the numbers below, it is only fair to raise this question. ‘Service before Self’ or ‘Mental Health Before Service’?

 An article published in 2021 quotes that in the last decade, the Indian Army has witnessed about 1,100 suicides. The numbers are tragic. 90 per cent of personnel who committed suicide were below officer ranks. And alarming since about 62 per cent of the personnel ending their life are between 25-30 years of age!  According to a recent study by the tri-service think tank, United Services Institution (USI), over half of the 1.3 million Army personnel are under severe psychological stress. In the past, the Ministry of Defence in their study, claimed that the personnel committing suicides have personal issues such as land related disputes back home and apathy shown by civil authorities towards such problems.

The Indian Armed Forces is the third largest military force in the world. In our days of rigorous training and preparation, each cadet internalizes the motto “Service before self” which translates to ‘My Nation before me’. We are groomed to adopt this as our life motto and this does promote a sense of belonging and camaraderie within the troops. But as each soldier leaves home to serve the nation, they are accompanied by many expectations-of the society, their seniors, their batchmates, their families, and their own. Carrying these expectations can become heavy, and that too carrying them with a smile on their face and courage in their hearts; It is not something that anybody can do! But well, that’s what they signed up for, right? 

Yes, absolutely, they did! But is it fair to expect them to do so while neglecting their mental health? While service before self is what the soldiers live by, the construct of ‘self’ may often get lost in the many roles they have to adorn. Putting themselves first, or more precisely, their mental health first, may be looked down upon, possibly seen as selfish. There is a notion attached to being weak, not “man enough”, “damaged”, or “unfit”. But is any of that true? 

 The screening of cadets is thorough enough, to only choose the best of the best, the strongest of all, both physically and psychologically. However, the screening happens before they are enrolled, and the stress starts soon after. Following a unique method of training, the cadets are broken down only to build them back up, stronger and more resilient than ever. However, when faced with the circumstances and situations that they are in, any person could break, emotionally speaking, and the fact that our soldiers have to face it for prolonged periods, severely affects their mental health. Research findings have stated that soldiers often report issues of trauma, anxiety, depression, night terrors, lifetime use of alcohol and even risk of suicide.

The current trend of mental wellbeing is taking over all workplaces, education institutes, and more, but the Army is still relying on building resilience and grit in their soldiers. What they need is a lot more. Having internalized putting everyone before themselves, the men and women in uniform, often forget to even think about their own needs and fears, and this continues even after they have retired from the forces. In a study conducted on army personnel, it was found that some of the threats and weaknesses reported by the personnel were reduced help-seeking behaviour, sense of isolation (from family), and increased susceptibility to mental health and physical disorders. The causes of their distress are not limited only to their job role, but organisational factors have a major part to play including poor leadership, excessive commitments, insufficient resources, frequent relocations, a lack of fairness and transparency in postings and promotions, inadequate housing, and non-grant of leaves (Chandani, 2021). 

Another USI report suggests prolonged exposure of Indian Army personnel to Counter Insurgency (CI) / Counter Terrorism (CT) has been one of the major contributory factors for increased stress levels. However, a soldier once trained well for combat and combat related roles, with resolute leadership can withstand pressures of tasks given at regular frequencies at different geographies. It is also part of man management to ensure that soldiers are not moved from one field posting to another with little time for recuperating. Resolute leadership or command of troops assumes critical dimensions in such a volatile, uncertain, complex, and ambiguous times. The officers must be more intimately involved in the daily routine of the men under their command. The adage, ‘know your men’ cannot be truer today and more complicated.

Quoted in an article, Colonel K. C. Dixit (Retd), a researcher at the Manohar Parrikar Institute of Defence Studies and Analysis (MP-IDSA) explains that the suicides and fratricides are not a sudden scenario but has several warning signals such as poor motivation after returning from home, sudden mood changes, high irritability and at times drug addiction or alcohol dependency. “Such signs are accompanied by sleep disorders and growing pessimism. These lead to problems with spouses or superiors and then total dysfunction. Depression then worsens into panic, anger, and rage.”

Armed Forces personnel are our Bravehearts, they are our heroes, but they are humans too! Emotions and feelings are experienced by them as much as they are by everyone else. While the country expresses appreciation and gratitude for all that the Armed Forces do, there is a dire need to identify what can be done for them. A few broad pointers that come to the mind are: -

• Enhancing mental health awareness within the organization.
• Removing the stigma from mental health issues and reduce discrimination in treatment.
• Identifying early signs of stress and trauma. 
• Providing intervention where necessary. 
• Solutions to administrative issues like delay in granting leaves and promotions.
• Workload management. 

All the above are functions of command at various levels and need to be understood with all sincerity and commitment. Mental health issues must be accorded their rightful place, acknowledged and addressed in the right earnest in the Armed Forces since it has an impact on the operational efficiency.

I am grateful to my daughter Anoushka who is a licensed Clinical Psychologist for her insights and helping me put my thoughts on paper. The tone of the article may appear to be from my point of view, since it is from my point of view based on my experience, observations and anecdotal. Therefore, open to interpretations, differences and bashing.

 

 

Any Takers for Responsibility? Accountability?

 

ANY TAKERS FOR RESPONSIBILITY? ACCOUNTABILITY?

Two very unfortunate events, over two consecutive days in different parts of the world involving heavy loss of life have starkly highlighted the general attitude of the government towards public safety and loss of life.

The first instance happened in Itaewon district of Seoul the capital of South Korea on the 29^th of October. There was a stampede in a lane where revellers had gathered to celebrate. 156 people lost their lives and 152 have been reported to be injured. Within three days, the Prime Minister of South Korea had admitted lapses on part of the government and assured the citizens of preventive action. The Chief of Police of Seoul has very categorically accepted that the police failed to appreciate the consequences of the large crowd gathering in a narrow lane and hence did not take timely action for crowd control. The Chief of Police is owning responsibility for failing to take adequate and timely action.

The second disaster happened on 30^th October in Morbi, Gujarat. Nearly 135 people died in a suspension bridge collapse. A bridge which was designed to hold maximum 125 persons had over 500 persons at one time. That combined with lapses in maintenance led to this catastrophe. The government of Gujarat has issued routine statements and seven low level employees have been taken into custody. The sense of moral responsibility is singularly absent.

It is extremely unfortunate that the government agencies in our country seldom take responsibility for accidents in public spaces. Till the time we start taking institutional responsibility for such mishaps, accidents will continue to happen, and precious lives will continue to be lost.

As citizens of a free nation celebrating its 75 years of independence, is it too much to ask for the government machinery to start taking ownership in such instances. Notice the absolute apathy of the local administration in floods that besieged the streets of Bengaluru or portions of newly constructed highways collapsing near Mandideep in Bhopal or on the Bundelkhand Expressway during monsoons this year. The government officials responsible for monitoring the quality of work should be held accountable. Even the senior officers and people representatives heading the ministries should feel the accountability. One is reminded of Late Shri Lal Bahadur Shastri resigning as the railway minister taking moral responsibility when a train accident had taken place in his tenure.

It is indeed disheartening to see the wide gap between the responsiveness and sense of accountability of government officials in our country and South Korea. As the citizen of a nation with a glorious past, is it too much to expect government officials and people representatives to be true to the nation and the people who have put their faith in the system.

Chanakya Meets Sun Tzu

 

Chanakya Meets Sun Tzu: Exploring the Converging Principles of Strategy

The worlds of ancient India and China were homes to two great minds, Chanakya and Sun Tzu, whose profound insights into strategy and governance continue to influence leaders and thinkers across the globe. Although hailing from different times and places, the principles put forth by Chanakya in his treatise "Arthashastra" and Sun Tzu in "The Art of War" often converge, revealing a remarkable overlap in their strategic philosophies.

At first glance, Chanakya's "Arthashastra" and Sun Tzu's "The Art of War" might seem tailored to different contexts – the former focusing on statecraft, governance, and economics, while the latter revolves around military strategy. However, a deeper analysis reveals that the core principles advocated by both scholars extend far beyond their respective domains.

 One of the striking overlaps lies in the emphasis on understanding one's environment. Sun Tzu famously stated, "If you know the enemy and know yourself, you need not fear the result of a hundred battles." Similarly, Chanakya highlighted the importance of comprehending the political landscape, the capabilities of neighboring states, and the sentiments of the masses. Both philosophers recognized that a comprehensive and holistic understanding of the external and internal factors at play is crucial for making informed decisions.

Moreover, both Chanakya and Sun Tzu stressed the importance of adaptability. Chanakya's "Arthashastra" advocates for flexibility in policies and strategies to suit changing circumstances, while Sun Tzu's emphasis on being "formless" and adaptable aligns with this notion. Both scholars understood that rigidity could lead to failure, and success requires the ability to pivot when necessary. Be it the ability to display flexibility in execution of battle plans or a change in the foreign policy to maximize advantages in a dynamic geopolitical situation requires a mental orientation and the capability to envision the future. Leaders in all fields, be it the armed forces or political, must possess this capability.

A central theme in both works is the significance of planning and preparation. Chanakya's meticulous approach to governance includes detailed planning for various aspects of statecraft, while Sun Tzu's assertion that "victorious warriors win first and then go to war, while defeated warriors go to war first and then seek to win" underscores the importance of preparation. Both philosophers recognize that success is not a result of chance, but of careful planning and preparation. The 1971 war and the subsequent liberation of Bangladesh bears testimony to the aspect of detailed preparation at all levels. In fact in the early thirteenth century when the Mongol general Genghis Khan moved against the Chinese cities he faced difficulty in conducting his siege. He was not prepared to conduct a siege of the well-fortified and well provisioned Chinese cities. Genghis then bribed and obtained the services of Chinese masons and carpenters to design catapults and trebuchets which then changed the course of destruction of other Chinese cities by the Mongol forces.

 The concept of deception as a strategic tool is another point of convergence. Sun Tzu's concept of using deception to confuse and mislead the enemy finds an echo in Chanakya's teachings on covert operations and espionage. Both scholars acknowledge that information is a valuable weapon, and the strategic use of misinformation and secrecy can yield substantial advantages. Military campaigns over the ages are replete with examples of deception as a means to manoeuvre to a position of advantage or to place the enemy in an untenable position.

Ultimately, both Chanakya and Sun Tzu advocate for a holistic and balanced approach to strategy. Chanakya's emphasis on the welfare of the people and the ethical conduct of rulers aligns with Sun Tzu's emphasis on the moral character of leaders. Both scholars believed that a harmonious society and a principled leadership are essential for the long-term success of any endeavor.

In conclusion, the timeless wisdom of Chanakya and Sun Tzu transcends geographical and temporal boundaries, offering insights that remain relevant even in the modern world. Their principles, though originating from distinct contexts, overlap in various aspects, emphasizing the importance of understanding one's environment, adaptability, planning, deception, and ethical leadership. As leaders and thinkers continue to navigate complex challenges, the convergence of these two great minds' philosophies provides a rich source of guidance and inspiration.