A speaking vote of confidence

Backstage

The Opposition boycotted the Upper House for almost a week, not because of moves made by the government or the ruling party, not even in anger at the lack of preparation by ministers while answering questions (this was in depressing evidence as the session wore on but that's another story); but in protest against the way the presiding officer had handled the situation.

But a similar ruling on the same issue by Speaker of the Lok Sabha, Manohar Joshi, created neither ire nor anger. The Central Vigilance Commission (CVC) report came up for discussion before the Speaker. Joshi studied the matter thoroughly, going back in history to get precedents.

When leaders of parties met him, he calmly explained to them that a discussion on a CVC report was neither feasible nor desirable, placing before them the results of his research spanning more than 25 years of rulings by successive Speakers.

As a result, when the leader of the Opposition, Sonia Gandhi moved a motion of no confidence against the government, it was with a sense of calm fatalism "" the Opposition knew it could not win the motion. But the crucial difference between the Lok Sabha and the Rajya Sabha was that at no point did the Opposition say in the Lok Sabha that it would not get a fair hearing.

Students of management could learn a great deal from Manohar Joshi on the art of managing a fractious boardroom. Joshi's formula for managing a brawling House is simple: always get things factually and legally accurate; be friends with everyone but never associate yourself with any one group because then your impartiality will be called in question; and always be logical.

Impartiality is the most important attribute of the leader of a group, the Joshi Geometric states. Every party, no matter how small or big, no matter how critical or supportive of the government, got a chance to speak during the no-confidence motion.

As a result, India got to see and hear how the Vajpayee government had let down sub-ethnic groups in the north-east by succumbing to the diktat of realpolitik and supporting majority ethnic groups (Jayanta Rongpi, CPI ML).

It also heard some truly outlandish charges from Mulayam Singh Yadav (Samajwadi Party) against the BSP on how the International Cricket Council (ICC) CEO, Malcolm Speed, had in collaboration with BSP ministers, destroyed cricket in UP.

When things seemed to be getting out of hand, Joshi reminded the House that it was on TV and that the entire country was watching the performance of its elected representatives. This had the effect cold water has when it comes into contact with skin.

When the Opposition announced that it was moving a no-confidence motion, Joshi realised the time the House would be losing in terms of actual business. But he agreed instantly. The discussion was scheduled for 24 hours later. This proved to be good tactics. He conveyed to the Opposition that having rejected on demand "" of discussing the CVC report "" he was not going to shilly-shally and save the government's bacon for it.

When the no-confidence idea was mooted, Joshi's staff was put to work instantly. Their research proved that out of the 25-odd no-confidence motions moved in India so far, in 22 the debate had started instantly.

So why did the 66-year-old Manohar Joshi, a former chief minister, get public kudos from none other than the prime minister for the way he had handled the House; and Bhairon Singh Shekhawat, another former chief minister, have to suffer the Opposition's protest absence from the Rajya Sabha? It is hard to say. Maybe the answer is, in group leadership situations, it's always worthwhile to do your homework.