Is the lack of training for GMs and DRMs experience finally taking a toll on IR?

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मदहोश बॉसेज पर एक युवा अधिकारी का दृष्टिकोण

संपादकीय टिप्पणी:

चेयरमैन की नौ अक्टूबर की वीडियो कांफ्रेंस (वीसी) के बारे में हमने एक वीडियो बनाया था—उसका लिंक यहाँ दिया है—जो रेल सिस्टम में लेवल 12-13 के अधिकारियों के इनपुट पर आधारित था। इस वीडियो की प्रतिक्रिया में कई वरिष्ठ सेवारत और सेवानिवृत्त अधिकारियों के मेसेज और फोन आए।

उनके फीडबैक पर हमने, 12 अक्टूबर को, “कुछ बेहोश हैं, तो कुछ मदहोश!” शीर्षक से एक और लेख प्रकाशित किया।

इस लेख के बारे में कई अधिकारियों और कर्मचारियों की प्रतिक्रियाएँ आईं। सिविल सर्विस के एक युवा अधिकारी की प्रतिक्रिया काफी गहरी लगी। इस युवा अधिकारी के पास मैनेजमेंट के सिद्धांतों की अच्छी जानकारी है। उनकी प्रतिक्रिया को हम यहाँ कुछ संशोधन-संपादन के बाद प्रकाशित कर रहे हैं। आशा है युवा अधिकारियों की बात बड़े अधिकारी सुनेंगे!

Respected Tripathi ji,

I always keep reminding myself of what you once tweeted:

मूर्खस्य पञ्च चिन्हानि गर्वो दुर्वचनं तथा।
क्रोधश्च दृढवादश्च परवाक्येष्वनादरः॥

There are five signs of fools – Pride, abusive language, anger, stubborn arguments and disrespect for other people’s opinion.

I always use this principle to check my behaviour and conduct.

I want to add to your article: “कुछ बेहोश हैं, तो कुछ मदहोश!” https://railwhispers.com/?p=12141.

In 1986, a very serious accident occurred at Chernobyl, in what is now Ukraine. At the time, it was one of the largest reactor complexes in the world. Soviet Russia was very comfortable operating this design of reactor.

What went wrong then?

Numerous publications and documentaries have explored the events of the fateful night on 26 April 1986, when the mighty Soviet Union failed to manage a reactor they were well-acquainted with.

It is now understood that while Soviet engineers were highly knowledgeable about RBMK reactor design, mismanagement and incompetence pushed the reactor to the brink of catastrophe. The Deputy Chief Engineer’s bluster, the operators and supervisors’ lack of experience and courage, and the system’s weakness were all factors. Having pushed the reactor to the brink, situation was further compounded by a refusal to face the facts, a focus on playing to the gallery, and a desire to curry favour with superiors in Kyiv and Moscow.

The article and your video highlight how out of touch the bosses are? Public admonition and humiliation are the only ways bosses make up for their lack of basic courtesy and management training. Instead of a safety-first culture, a “save your back first” culture has developed.

Perhaps it’s because Chairman Sir didn’t receive training as a general manager. Many bosses believe that shouting down or making employees feel small in open meetings can get the job done. It’s unclear how to overcome the system’s ‘I did this’ syndrome, the arrogance and ego that stem from sheer ineptitude and incompetence to even comprehend what IR is supposed to deliver. Management jargon like ‘Why-Why’ and ‘War Room’ blinds people to the basics. Recently, a chairman suggested going back to basics, but can we? Is the lack of training for general managers and divisional management experience finally taking a toll on IR?

Chernobyl occurred while testing a #Safety response system. The officer was not ready to listen, and the power distance involved meant no one had the courage to speak out. However, why was the response so tardy? Because the bosses were afraid of their bosses. This system simply failed to respond, and when it did, it was too late.

Does today’s IR not resemble Chernobyl? The Delhi stampede to Balasore is a stark example of this. Lessons are not being learned, and the people who caused the problem are now given extensions to lead. Essentially, as you wrote, the system has become passive, acting inexplicably. Inebriated leaders flaunt their lack of knowledge shamelessly, running the system on fear.