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 Another
month, another train accident. Sadly, almost routine. Each accident,
each tragedy evokes near-instantaneous explanations ranging from
terrorism to sabotage to natural disasters, and is then followed
by the announcement of setting up an independent enquiry commission.
In respectful emulation of our judicial system, these enquiries
take years and produce voluminous reports which, I suspect, are
read only by a handful. Invariably, the findings are ambiguous with
few definite conclusions and no fixing of responsibility. The recommendations
are hardly ever implemented. In terms of ensuring safety in future,
these enquiries contribute little or nothing.
The futility of these enquiry commissions and
judicial hearings is so well established in our collective psyche,
that no one expects any action or outcome from them. 'Riot investigations',
the extreme examples of the inability of these commissions to produce
any positive results, get politicised all right, but the investigative-judicial
system, after years of labour, remains consistent in maintaining
its record of near-zero convictions.
Earlier this year, the United States' National Aeronautics and Space
Administration's (NASA's) shuttle Columbia and its crew of seven,
including India's Kalpana Chawla, met a disastrous end. In less
than five months, an Accident Investigation Board released its findings
after a very thorough analysis. Half of the final report focuses
on NASA's management and work culture. Three top managers have already
been replaced, in anticipation of the report's conclusions. Thorough
professional investigation (apparently, none by retired or serving
judges), speed and accountability were the watchwords in the investigation.
Sceptics will, of course say, that this cannot
be done in India. They need to know that the Indian Space Research
Organisation (ISRO) has, for years, had similar boards to investigate
failures. These have, after thorough data-collection, simulation
and analysis, pin-pointed causes for failures, including systemic
or management problems. They have contributed, in no small way,
to the overall success of India's space programme.
Why do we not see such rational and efficient
investigation of regular railway accidents? And what about the even
more frequent highway tragedies that merit but a few column centimetres
on the inside page of newspapers? Apathy, lethargy and a political-bureaucratic
approach clearly are obviously to blame. Professionalism and accountability
are the antidotes to this-but who will bell the cat; who will administer
this medicine to those afflicted by corruption and politics?
Amartya Sen has written about the role of media
in preventing starvation. Is it possible that in a similar way,
the media can be the watchdog or at least a catalyst in bringing
the culprits to book? The record on this count is, unfortunately,
not very inspiring-but hope springs eternal.
There is also the unanswered question about
why our technological prowess cannot be put to use in devising fool-proof
safety measures. We need matchmakers who can bring about the marriage
of capability with need. Where special work is required, technologists
need to be challenged to create systems that meet needs. Barring
a few areas, we do not see our technical capabilities being made
use of for critical needs like safety.
Beyond technology-fixes, we also need to tap
our talent in management systems and organisation. Management systems
that demand accountability are of particular importance, as are
processes that ensure quality and safety standards. We need to counter
the culture that tolerates carelessness, overlooks problems and
uses corruption rather than expertise to solve problems. A sad example
of the effect of unaccountability is the Uphaar fire tragedy whose
victims still await justice. Our computer software industry is now
a recognised world-leader in quality and includes consistently repeatable
processes that can specifically identify the causes of problems.
Why cannot this technology be adapted by other sectors?
We urgently need a National Mission on Safety,
but we also need missionaries who will root out the chalta hai (anything
goes) attitude of our bureaucrats.
Kiran Karnik is President,
NASSCOM. The views expressed in this article are those of
the author and not necessarily of NASSCOM
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