Human Weaknesses also Overcome

Human Weaknesses also Overcome

It is widely recognized that the Space Program of India has succeeded magnificently in upgrading the basic infra structure of India in the upliftment related vital fields of telecommunication, TV broadcasting, weather observation, and monitoring of land use, crops, floods, drought, marine wealth, forests and a large variety of other national natural resources. In the prevailing debilitating environment, specially in institutions under government, this would not have been possible without overcoming certain inherent human weaknesses. ISRO has grown indigenously the required knowledge, skills, and manufacturing capabilities. So, ISRO possesses the capability to upgrade continuously these services to the contemporary levels prevailing in the world arena, in terms of quality , affordability and accessibility. ISRO utilizes these capabilities imaginatively and tirelessly. Consequently, India is no longer backward regarding these services.

What is not so widely recognized is that in the process a plethora of human weaknesses in the Indian psyche have also been overcome. A whole new mantra in human resource managemnt has been presented to the country, which merits scholarly studies and emulation.

Those with familiarity know that implementation of the Program demanded ab initio development of a vast array of multi-disciplinary and esoteric technologies, which were indeed already developed by advanced countries but were denied to India, under the pretext that they were of dual use - military as well as peaceful. Without overcoming the inherent weaknesses, success would not have been possible.

Generic Human Weaknesses in India and the approach of ISRO

1. We are loners, unwilling to collaborate in generating new knowledge, and sharing rare facilities. So, our mind set is inimical to team work. As an unfortunate result, our capabilities remain dispersed and sub critical while pursuing a challenging goal. We do not realise that by synergistic pooling, critical enhancement of capabilities can happen without significant incremental investment of time and costs. While there are a number of separate laboratories with distinct areas of strength, within a major research and development organization in the country, there is hardly any significant common project between them.
   
   In contrast, ISRO made team work between individuals, groups and institutions as its corner stone. While individuals and groups in ISRO were expected to grow expertise in their specialized area, concurrently, they participated in developing a multi-disciplinary system requiring inputs from many experts. For example, individuals reporting to specialised groups in propellants, propulsion, aerodynamics, structures, materials, mechanical fabrication, instrumentation, and electronics, as well as program management participated in developing, in a time bound manner, a sounding rocket. Interestingly, they did not possess ready made skills and facilities and were in the process of developing concurrently, and many times from scratch, the needed technologies and setting up corresponding test facilities. Also, ISRO made concerted efforts to locate, outside itself, individuals and facilities possessing direct or even adjoining expertise and get them involved. For example, ISRO utilized the ready made expertise and capacity in wind tunnel testing at the National Aerospace Laboratory. Similarly, ISRO used chemicals and materials produced in Indian industry, even though they needed upgrading to meet the exacting requirements of rocketry.
   
   Quite a few academics came forward to undertake studies in hitherto fore esoteric areas. Also, ISRO sought their independent review of the scientific foundations of rocketry presumed in ISRO. Interestingly, they began to cite examples from the work in ISRO during their teaching. So, to some extent the fresh graduates were conversant with the scientific and technical issues involved in rocketry.
   
   Thus, ISRO 'demolished' effectively the solo acting mind set in our country.
   
   
2. Another of our debilitating characteristics is our deep routed subservience to hierarchy. While, it perpetuates our traditions, good or bad, as do fossils, it inhibits free wheeling debates and disagreements, which are essential for growing robust professionals. In ISRO, indeed, there is hierarchy but with a very limited role. Only missions and goals are explained to juniors, but, how to achieve them is left to them. Juniors prepare the detailed blue prints of the tasks to be accomplished, and the road maps to execute them. Of course, subsequently, there are free wheeling periodic discussions and reviews, in which l members from various specialities participate, irrespective of their hierarchy, rank or level of responsibility. In such review meetings, not only the status of progress is discussed, but various scientific, technical and administrative problems holding up the progress are also brought out. Nobody feels blamed. Everybody participates in the expositions of all possible aspects of the problems and their possible solutions. Thus, solid progress takes place, individual competence is nurtured and team spirit is fostered. Every body looks forward to the next review meeting and getting a chance to make a mark. There is hardly ever any necessity to cajole anybody to put in ones effort.
   
   A complementary aspect of the nurturing process, described above, is the care ISRO gives to the career growth of its scientific and technical staff. Every body gets fixed periodic opportunity for claiming promotion to the next higher grade of pay. Only the contributions to the development of various technologies and system development projects and ability to envisage future requirements are the basis for promotion and not the number of vacancies in the next higher grade. Composite teams of various relevant experts, both internal and external from outside ISRO, arrive at the recommendations for promotion. Thus, the chances of any bias are minimised. Also, as already mentioned, the promotion is not dependent on a fixed organizational structure, which permits vacancies only on attrition. A very significant benefit of this 'flexible complementation' system is total elimination of rivalry and cut throat competition among members of a team.
   
   Another fall out of the nurturing process is the absence of brain drain in ISRO. Out of nearly 1200 scientific and technical staff that joined ISRO to develop its first satellite launch vehicle, SLV-3, during early 1970s, most have stayed with ISRO. The present top layer of ISRO comes from this population. They have led the highly successful developments of the subsequent series of satellite launch vehicles, ASLV, PSLV and GSLV, as also the remote sensing and communication satellites of the IRS and INSAT series. They have managed brilliantly their maiden mission to Moon, Chandrayan-1. They pursued higher studies and other modes of professional growth while working for ISRO. They faced stiff competition to win prestigious foreign fellowships for higher education. Surely, they were offered irresistible opportunities else where, but they did not leave ISRO, instead continued with ISRO and eventually became its pillars of strength in crucial fields of Space Technology.
   
   Thus, ISRO gave them dignity, career growth, challenging tasks involved in achieving missions of national significance, and implied power to change the destiny of their country.
   
   
3. 1. Another weakness plaguing our country is the reluctance to take risks of failure in any new endeavour. Coupled with this is our insensitivity to loss of time due to indecision, and loss of credibility by overlooking lapses in quality and reliability. In contrast, ISRO took the path of research and development, instead of relying on ' buying and operating' modern systems or on licensed production and know-how. Indeed, ISRO encountered failures, but treated them as learning opportunities and stepping stones to the ultimate goals. Scenario was the same in respect of new technologies, systems, and services. Despite the failures, ISRO has not looked back and lagged behind the developed countries.
      
      
   The importance of the proper management of human resources in government institutions in India is as crucial as management of financial resources in business and industry. It is the duty of seniors at all levels to nurture human resources sensitively and imaginatively. Indeed, all those aspiring to play roles of leadership must possess the requisite competence in human resource enhancement.