NEED TO DEVELOP ETHICAL

VALUES THROUGH TRAINING

CONTENTS
CHAPTER NO

CHAPTER HEADING

INTRODUCTION

II

AIM

III

ETHICS AND THE VALUE SYSTEM

WE INHERITED

IV

NEED TO DEVELOP ETHICAL VALUES IN

THE SITUATION PREVALENT TODAY

REASONS FOR DECLINE OF MILITARY ETHICS

VI

SUGGESTED MEASURES FOR IMPROVEMENT

VII

CONCLUSION

VIII

RECOMMENDATIONS

BIBLIOGRAPHY

PAGES

CHAPTER I
INTRODUCTION
Ethics
1.The word ethics has been derived from the Greek word Ethos, meaning
character. Ethics and character therefore, appear to be synonymous with
perceptual difference. The Oxford dictionary defines ethics as a set of moral
principles, especially as concerning human conduct. In Websters dictionary,
this term is defined as the discipline dealing with, what is good and bad, and
with moral duty and obligation.
2.
Ethics or ethical conduct thus includes, a set of generally accepted and
practised standards of behaviour, which go beyond complying rules and
regulations. It means, adhering to moral principles, being guided by particular
values and behaving in a manner in which people ought to act. [1]
Ethics and the Armed Forces
3.
Social Expectation:
A soldier is expected by society, to posses
sterling qualities of character such as patriotism, integrity, courage and selfsacrifice. It is felt that, while some lapses of character may be accepted
amongst civilians, they can never be forgiven for a man in uniform. By virtue of
being in uniform he is expected to have a higher sense of duty and moral
character than his civilian counterparts. If a soldier has to fight, and, in the
process be willing to die, he must have these very characteristics imbibed in
him. It can happen only, if he feels morally superior to his civilian friend and
he is recognized for his ethical values by virtue of his commitment to the people
of the country.
4.
Ethics in the Armed Forces:
These values ought to be so integrated
with the life of all personnel in the armed forces that they become a part of their
routine for lifelong. Only then, it will be possible for an officer to give orders,
which are legal, ethical and consequently binding without thinking twice. Only
then, an average airman will automatically react by obeying all lawful orders
and not obeying the unlawful ones. This, is the final test of maturity of ethics
and moral character in the armed forces. Ethical behaviour is, and must be, at
the very heart of everything that the services do.

5.
Relevance of Ethics to an Officer:
Ethical values and a strong
character are important to all members of the armed forces be it an officer or a
person below the officer rank. However, it assumes greater significance for an
officer because, he is the one on whom, the final responsibility rests in crisis.
His decisions and orders to his subordinates may be responsible for putting a
number of lives at stake. His decision alone may change the course of battle. It
needs to be appreciated that, he may delegate a part of his authority, but he can
never delegate his responsibility. He alone will be responsible for the
consequential outcome. Officers have both, the opportunity, as well as the
responsibility to instil in our forces, a moral code of conduct.
Specifics of Military Ethics
6.
Initially, it appears difficult to be able to precisely specify the qualities
that constitute military ethics. However, it would become easier after
considering the core values and mottoes accepted by various
services/institutions. Some of these are as follows
(a)

NDA, Khadakwasla Service before Self.

(b) IMA, Dehradun Veerta aur Vivek. A Hindi phrase meaning

valour and wisdom.
(c) Core value of the US Army The Acronym LDRSHIP which
stands for Loyalty, Duty, Respect, Selfless Service, Honour, Integrity,
Personal courage.
(d)

Motto of theUS Naval Academy Duty, Honour, Country.

(e)

Air Warrior Concept in IAF

(f)

Honour Code of Air Force Academy

(g) Some other key words used liberally by specialists in the field of
military ethics are [1](i)

The three Ps Principle, Purpose, People.

(ii)

The four Ms Mother, Mission, Man, Me.

(iii) The four

Commitment.

Cs

Courage,

Candour,

Competence,

7.
It emerges that, these qualities are the essence of military ethics. Hence,
military ethics may be considered, to encompass the qualities of loyalty,
competence, selfless service, respect, commitment, candour, courage and
honour. These qualities are not new to us. In fact, these are the qualities that
have been deliberated at length in our scriptures. These are the very qualities
our elders, parent, and teachers have endeavoured to instil in us, since our
formative years of early childhood.

CHAPTER II
METHODOLOGY
Statement of the Problem
1.
If solders weapon is destroyed, it can be replaced; if a battle is lost the
war can still be won; but, if his honour and character is tarnished, the Armed
Forces can no longer fight [2].
2.
There was a time, when every one regarded the soldier as truly an officer
and a gentleman. To receive a commission in the armed forces was one of the
highest honours that could be bestowed on a citizen. Once he received it, he
was accepted in the best circles of society and enjoyed the highest trust of the
nation. The whole picture now seems to have changed. The soldier is no more
kept on the same pedestal of trust that he once occupied, and, has undoubtedly
lost his past social standing and prestige.
Aim of the study
3.
The aim of this paper is, to study the decline in moral/ethical value
system prevalent in our services today, justify the need to develop ethical values
right from training institute and recommend measures to arrest the decline and
improve them, in keeping with the highest traditions of our services.

CHAPTER III
ETHICS AND THE VALUE SYSTEM WE INHERITED
1.
Value System of our Ancestors. India is the oldest surviving civilisation
with a glorious past. After relapse of a couple of centuries, the country is on the
rise again and, it is appropriate that we take a good look at the qualities our
forefathers cherished, which helped our civilisation to survive. A man of
character was supposed to be the one, with the following qualities: (a)

Honesty.

(b)

Truthfulness.

(c)

Sense of duty and obligation.

(d)

Considerate towards the weak.

(e)

Good judgement.

(f)

Loyalty.

(g)

Trustworthy.

2.
We have had great warriors who taught us to choose the harder right than
the easier wrong and, who always upheld the highest traditions of our country.
Prominent among those were Shivaji, Rani Laxmi Bai, Subhash Chandra Bose
etc.
3.
The Recent Past: During the late forties and the early fifties, the
services still retained certain degree of respect, dignity and moral standing. In
the words of Brig NB Grant, AVSM As a newly commissioned Second
Lieutenant, I opened an account in the Grindleys Bank in Lahore in
anticipation of my first pay being deposited there. When I was leaving, the
bank manager asked me whether I wanted some cash. I told him that as much
as I would like to have some, I had no money in the bank. I remember his exact
words, Lieutenant how much do you need? After all you are now an officer, as
such your cheques will always be honoured by us even if there is no deposit in
your account.

CHAPTER IV
NEED TO DEVELOP ETHICAL VALUES
IN THE SITUATION PREVALENT TODAY
1.
Up to a few years ago, it was believed that the armed forces personnel
mirrored the nations credo, and, they held the self-conception of standard
bearers and conservators of great traditions in the changing social environment.
Honour and integrity were fundamental values to our pre-fifties population.
They still form an important part of dimension of the self-image of armed forces
personnel. However, they have been somewhat strained.
2.
The majority of armed forces personnel still respects and believes in
traditional military standards and values, as can be seen in their daily dedication
to their duties. However, they soon get tired, careless and indifferent. They
start getting involved into the lapses of cheating and lying. This may not be of
much consequence in day-to-day concerns but may prove fatal in war.
3.
The instances of financial irregularities, dissatisfaction among various
sections of a service and even sexual offences have come to light. Articles in
national newspapers and magazines appear, alleging declining standards of
intake in the defence services. Magazines talk about exodus of officers from all
three services. Various periodicals have reported a sudden spurt in the number
of court cases by defence petitioners awaiting hearing in civil courts. Thus, it is
clearly evident that the situation is not very encouraging. Public articulation of
such issues indicates the onset of an alarming trend. The matter is by no means
trivial and needs to be dealt with effectively.
4.
This is not unique to our services alone. The problem is probably more
acute in the developed countries with comparatively open societies. The decline
in ethical values was observed in the USA to a comparatively greater extent and
various remedial measures have also been promptly initiated. Col Richard
Czafranski USAF had stated, I am concerned about the number of reported
ethical transgressions among officers, especially senior officer problems.
Some of these reports may be inaccurate or just malicious. Anyway it seems we
have a serious problem with ethics in the armed forces.

CHAPTER V
REASONS FOR DECLINE OF MILITARY ETHICS
1.
Taking the whole country as a system, armed forces may be considered to
be its subsystem operating in a given environment. Environment means, all
factors external to and, beyond the control of the armed forces. The
environment is the sum total of influences of history, geography, culture,
sociology, politics, and economics of a nation. It has a direct bearing on the day
to day life of all citizens. Though, a person in the services remains relatively
immune to these changes, yet, he does not escape their total influence. Due to
interaction with friends, relatives and society in general, these influences
impinge on the character and moral code of our men in uniform. Various
factors effecting the moral or the core values of the armed forces personnel are
discussed in the succeeding paragraphs.
Socio-economic Environment
2.
The economic environment has undergone most dramatic changes in our
society in the recent past. Our economy has undergone cycles of recession,
stagnation and inflation. Despite the efforts of our five year plans to give a
specific direction to the economy, the present state is too well known and does
not need any elaboration. In the present economic environment, tensions and
frustrations of society are more directly connected with mutual needs, than in
the earlier days. Changing income and consumer expenditure pattern tend to
divide the society not only in have and have-nots, but create many more levels,
each trying to compete with the one at the higher pedestal, setting an unending
rat-race. This socio-economic frustration is contagious and gets transferred to
the armed forces too. This affects an individuals attitude and approach to the
norms of the society as well as his profession.
Socio-Political Environment
3.
Society is highly affected by any development in political environment of
the country. Since independence, the moral fibre of our nation itself has
undergone major changes, primarily because of the nature and character of the
Indian society and a sad, steep decline in political standards.
4.
The services generally operate in a clean and honest environment where a
soldier is ingrained to have faith in good values of life. When he sees a totally
different world all around him, he is left bewildered and totally confused. This
manifests disenchantment in him because, he feels helpless and agitated about

the entire system, which he finds completely uninspiring. All this is sufficient
to cause enough pain and anguish to the good citizen that a soldier is and, make
him totally frustrated with the happenings around him. This is enough to shake
his values and beliefs and hence, his ethics. His lack of confidence in the
system does show in his changed vision though fortunately, he still exercises
restraint and endeavours to stay scrupulously away from the undesirable
elements of society.
Socio-Cultural Environment
5.
People join the services due to something higher than the monetary gain
accruing from the job and are motivated by a purpose. The choice of profession
in a society has a direct relation with the ethical standards, which differ, from
country to country and from profession to profession. In a plural society like
ours, social customs, culture and heritage play a very important role. With fast
changing social values and attitudes, most of the age-old social institutions are
gradually fading away in our country. The western values of individualism
have caught up the imagination. This is evident from the changes in the general
attitude towards education, culture, women and the joint versus nucleus family
system.
6.
Some similar changes are clearly seen in the services too. The number of
personnel keeping their families with them thereby adopting to the concept of
nucleus family have increased. Most of their wives are employed. The
response from institutions like Central Schools, Military hospitals, CSD/INCS,
which were basically created for him as an attraction and motivation are no
more so attractive and appear to meet his aspirations. This leads to stagnation,
frustration, helplessness and a sense of insecurity. In addition, the bulk of our
officers leave after 20 years of service and men after 15 years when they are
about 42 and 32 years old respectively. This is the time, when their families are
most dependent on them for the education of growing children and for full
financial support. Consequently, post retirement prospects start worrying them
about 5 years in advance hence giving a severe jolt to their sense of discipline,
the taught concept of behaviour, code of conduct and ethical values.
Dilution in Adherence to the Moral Code
7.
Is the officer corps sincere about Duty, Honour, Country? Do we still
follow the moral interpretation of Lord Chetwodes famous lines? Do we
always follow the harder right than the easier wrong? The answer to all these
questions, from the bottom of our heart, is not an emphatic yes. Where did we
go wrong? The important factor, responsible for the present state of our
military honour and prestige is our tolerance of lack of integrity.

8.
When Robert McNamara first took over as the US Defence Secretary, he
called his entire Pentagon officers and told them, I trust you all one hundred
percent. I expect each one of you to take decision all the time; the worst
decision you can take is not taking any decision; If 51 percent of your decision
are correct, you can forget about the 49 percent that were not, provided that the
latter were taken in the best interest of the nation. However, even if one of your
decisions makes me believe that it was malafide, you will have to face
automatic dismissal. Today an individual if commits any mistake or offence, it
will be his endeavour to keep others busy in finding out facts against him to
prove him guilty which at times becomes the cause of complacence among the
superiors in initiating any corrective action. It means that moral code even if it
exists the accused as well as prosecution both are equally vulnerable to the
success of the code.
9.
Somehow, we have become slack in adhering to the moral code of
conduct. Dilution is seen in both aspect i.e. trusting subordinates and in taking
quick decisions, in the best interest of the organisation, service and the country.
Careerism
10.
Careerism may be defined as the overzealous pursuit of ones career, and
whereby competition for success turns into a blind ambition to succeed at all
costs. This attitude is in the increase. The rise of careerism may be attributed to
the management style in the business world, wherein a manager is rewarded by
specific professional career objectives. The individuals, who are influenced by
this approach, get ahead by Gaming the system in order to create a good
record for the promotion board, rather than earnestly trying to do a good job and
allowing the promotion to follow as a matter of course.
Occupational Fixation
11. Occupational fixation is the misconception, that the services are also
nine to five jobs rather than a 24-hour commitment and responsibility. This
problem is also directly attributable to the influence of the civilian environment
on the services. In a simplistic sense, many of our corporate civilian counterparts generally aspire to a profit ethic that is vested in self-service. When an
individual dons the uniform, his or her ethics must change to reflect the
allegiance to serve for the better cause and a higher order the nation.

Effect of Declining Moral Standards

12. Detrimental to Service Morale:
A service, where solders are
expected to excel in their core values, will gradually become hollow from
inside. Commitment to the core values like loyalty, duty, honour, courage needs
to be absolutely 100 percent. Failure to do this will lead to distrust,
dissatisfaction and drastic reduction in efficiency and motivation levels. It has
been sufficiently proved by behavioural scientists, that an average unmotivated
person operates at 30 percent of his full potential.
13. Dilution of Military Might:
The sophisticated hardware, weaponry
and the massive manpower we have in our army, navy, or air force is as good as
the level of moral/ethical values we cherish and follow. Even a slight
deterioration in this aspect needs to be addressed at the first available
opportunity at a war footing.
14. The Trust and Faith of Society:
The obligations warriors bear are
very big. If the services can not carry the light burden of day to day
uprightness, they would lose the nations trust in carrying the heavy burden of
its defense. How can all the countrymen trust the armed forces with their lives
in the hands of armed forces, if a solder cannot distinguish between right and
wrong; between honesty and dishonesty; and between the lawful exercises of
authority and the abuse of authority.
15. Equation with the Civilian World:
Such narrow and uncalled for traits
seem to be creeping gradually into the armed forces due to the self-indulgence
and self-promotion as discussed before. Somewhere down the line, duty
towards the country, to the service, to the unit and to the men seems to have
taken a back seat.
The standards of right and wrong, honour
and shame, virtue and vice have become merely what pleases an individual.
People joined the armed forces to serve the country; hence the term, the
service. Increasingly today military service is being seen as a career
opportunity and a business enterprise. The service is and must continue to be a
service a community of comrades-in-arms locked in common high purpose.

CHAPTER VI
MEASURES SUGGESTED FOR IMPROVEMENT
Screening at Intake Level
1.
The time-tested procedure of Services Selection Board is employed for
selecting potential officers of our armed forces. This is the only interview in the
country, which is spread over a week; where in a board of professional officers
and psychologist, observe the candidates for their suitability for selection.
Though the system may have certain inherent Shortcomings, this is the best
option available and not recommended to be tampered with. However, no such
screening is organised whilst recruiting soldiers, airmen, or sailors. A fullfledged SSB may not be required. However, a preliminary screening for basic
qualities of integrity and honesty by a board of officers spread over at least a
day is considered imperative. This will ensure that undesirable elements are
filtered out at the first available opportunity. The balance, that joins, would also
realise the paramount importance of values in the services.
Ethics as a Part of Military Training
2.

Indoctrination and further development of Ethical Values

(a) Once a person joins the services, he commences his professional
training. Indoctrination of military ethics must go on concurrently with
professional training. This must be a continuous process. In the case of
officers, indoctrination to military ethics must commence from the level
of NDA or the respective service academies. Adequate stress is being
accorded at the level of NDA. The formal acceptance of the Academy
Honour Code in Mar 1998 is a step in the right direction. The subject
needs to be continuously dealt with, at the various levels of subsequent
courses as the officers grow in service.

(b) The Navy had established a School for Leadership and Behavioural
Studies (CLABS) at Kochi in the early nineties. This is a right beginning.
Officers undergoing courses at Kochi are being attached with CLABS for
a capsule in leadership and military ethics. On the similar lines the Air
Force has also Established a Faculty of Leadership and Instructional
Training at Tambaram however it has a very little to do with military
ethics. At AFA formulation of Academy Honour Code is also an effort in

the same direction however a lot more needs to be done in this field,
particularly in Training Institutes for PBORs. Also to start with, studies
of military ethics needs to be included in the syllabi for officers as well as
Airmen in all promotion related courses.
Written Code of Ethics
3.
Mr. Louis Caldera, secretary of the US Army, while addressing the Joint
Services Conference on Professional Ethics on 28 Jan 99 had this to say I
want to start right up front by telling you that I am a strong believer in character
development and the military core value movement that we have, going on in
the army. I have my army values written down right on the value card, that I
carry on my key chain. I dont need to remind me what they are; I know what
they are. We have the seven values arranged in an acronym that spell
LDRSHIP- Loyalty, Duty, Respect, Selfless Service, Honour, Integrity and
Personal Courage. I carry this card on my key chain because I think they are
important to everything I do.[3]
4.
Are any values formally laid down for our services? No, they are not. It
is important that, the values be formulated and formally promulgated. The
ethics of an army officer commanding a battalion in the field will not be
different from an Air Officer Commanding of a Wing or a Naval Officer
Commanding a Warship. Hence, a single written code of ethics applicable to all
the three services is an emergent need of the hour. It may be subsequently put
down in a value card to be possessed by all service personnel.
5.
The Air Force has already implemented a concept of Air Warriors by
formulating an IAF code for the Air Warrior. The Ten Commandments
enumerated at the IAF Code for the Air Warrior constitute the frame work of
the suggested code of conduct to be lived by the Air Warrior.
6.
Proposed Code of Ethics. The points, which merit inclusion in the code
of ethics for services are as follows (a) Loyalty:
All members of the Indian armed forces are expected
to be loyal to their respective service and its fundamental role of
providing service to the nation, a commitment that is much larger than
any individual.
(b) Competence:
The performance of duty by all should
demonstrate standards of excellence for others to emulate. All service
personnel have a moral requirement to maintain professional competence
in their respective speciality.

(c) Selfless Service: The armed forces are characterised by

teamwork. All service personnel need to subordinate their personal
advancement to the training, welfare and discipline of the organisation.
(d) Respect:
Every member of the armed forces joins the services
to serve the country. They all have something to contribute. Their
contribution needs to be honoured. The senior lot has to recognise and
support what their subordinates want to do and help them develop and use
their talents to serve the country to the best of their ability.
(e) Commitment:
The duty of a man/woman in uniform is to
support and defend the constitution. To this end, dedication to the armed
forces allows no compromise. All should be prepared to accept any risk
and endure any sacrifice that is expected of their subordinates.
(f)
Candour: All service personnel are expected to make ethical
judgements and accept responsibility for them. They need to be always
open and frank with their superiors. They need to realise the importance
of telling the truth, no matter how unpleasant and regardless of the
potential cost to their respective career.
(g) Courage: All personnel need to possess the moral courage to,
not obey any order that they deem to be morally wrong. They should also
not allow the concealment of any act that violates the services code of
ethics.
(h) Honour:
It should be the endeavour of all, to live up to the
highest ideals of the services. The honour of the country and welfare of
subordinates should always take precedence over self.
Leadership Conferences
7.
Leadership Conferences should be organised at regular intervals annually
to discuss leadership crisis and ethical issues. It is recommended that such
conferences are organised at the joint services level. Senior serving and retired
officers may be invited to share their experiences, their views and to deliberate
on live issues. This will ensure that we remain constantly in touch with the
subject of military ethics. It also sends a message around, that the services are
paying due attention to these values.

Looking for an Answer

8.
There are more good people, than the errant ones, and, none of us is
perfect. But, if the dominant social ethic is sick, the problem is just beginning.
Like a real epidemic, it can run its course of total devastation. The morally and
ethically ill in the military profession must die, or, the profession will die
because of them. If the disease runs its course it will be hazardous for the
nation, which our warriors are expected to protect. This disease needs to be
arrested and cured. It warrants an effective vaccine.
The Way Ahead
9.
There is, apparently, no single vaccine that will get rid of this malaise in
the services. However, certain measures may be implemented and corrective
actions initiated at various levels, so as to arrest the decline of core values. We
could go one step ahead by nurturing them with endeavours to make them a way
of life for each and every one of us in the services. Some of these points are
deliberated upon, in the succeeding paragraphs.
Officers Responsibility
10. About 45 years ago Gilbert Highet wrote a book called The Art of
Teaching, in which he stated that all of us are or must become teachers. To
be more precise, any one who holds a commission, which means with mission,
is in fact a teacher. If one encounters a minor abuse of protocol (for example
not saluting a senior) one has the responsibility to make a correction. All
officers must realise their responsibility and must understand that they have to
set the standards for their subordinates. Officers don't teach ethics. They live
ethics. All officers need to understand this sacred responsibility and enforce it
rigidly.
The Commanding Officers Responsibility
11. The service bestows tremendous powers and responsibilities on the
commanding officer. On him rests the responsibility of running his unit. He
needs to make it abundantly clear to all his officers and men, that going against
the core values or ethical conduct will just not be acceptable. His own conduct
and day-to-day functioning must further make this fact amply clear to them.
12. During performance appraisal, adequate stress needs to be accorded to the
moral values. It will be a severe injustice to the service, if a person with loose
morals or doubtful integrity is not identified by the commanding officer, well in
time. Once identified, he may be counselled so as to give him a chance for

improvement. However, if the commanding officer is convinced, that the

improvement is not substantial, he is ethically bound to initiate actions, for such
officers to leave, in the best interest of the service.

CHAPTER VII
CONCLUSION
1.
The social and political stability of any nation hinges on the military
establishment, which is a reflection of the civilian social structure. From time
immemorial, it was always the armed forces that mirrored the nations credo.
Civilian society was, therefore, prepared to maintain the soldiers code of
honour and prestige by placing him on a higher pedestal than the rest of its
citizens. However, in the recent past, there has been a perceptible decline in the
ethical standards in the armed forces. These may be attributed to the following
reasons: (a)

Changing socio-economic environment.

(b)

Changing socio-political environment.

(c)

Changing socio-cultural environment.

(d)

Dilution in adherence to ethical values by officers.

(e)

Careerism.

(f)

Occupational fixation.

2.
The decline in the ethical values of armed forces personnel has a direct
bearing on the morale of the total armed forces and in turn would adversely
affect its war fighting capability. Hence, it needs to be remedied urgently. On
subsequent analysis, various measures have emerged, which have been
deliberated in the paper and need to be incorporated in the services. The
pertinent recommendations are listed below.

CHAPTER VIII
RECOMMENDATIONS
1.
In order to arrest the decline and to give a boost to the core values/ethics
in the armed forces in general, the following measures are recommended: (a) Due consideration should be accorded at the national level, for
inclusion of ethical studies in school curriculum to ensure higher ethical
awareness in society in general and to have an improved ethical
threshold at the intake level, not only for the services but for all walks of
life.
(b) Methods be formulated at the Joint Services level, for screening of
personnel, prior to recruitment, for basic qualities like honesty and
integrity.
(c) Inclusion of military ethics in all the service institutions and at all
levels of promotion related courses for officers and men be considered at
the service Head Quarters level.
(d) A written code of military ethics, common to all the three services
be formulated and promulgated at the Joint Services level.
(e) All commanding officers, key appointment holders to ensure that
ethics and moral values are held in highest esteem in their respective
organisation/unit. The fact must be clearly evident by their personal
example.
(f)
Leadership conferences be planned and organised annually at the
joint services level to discuss and learn from the experiences of renowned
present and past leaders of eminence in all the three services.

BIBLIOGRAPHY
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Military Officers and Ethics by Lt Cdr DB Khattri
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[1] Col. Richard Czafranski, USAF (et al), Military Ethics. Air Power
Journal. Winter 94. P22
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