<b>Aakar Patel:</b> Mr Modi's unique style

Here's a closer look at how the prime minister reviews official files

The prime minister is the most talented politician of our time. He is the best communicator in politics, in India and farther afield. These things are manifest because they are on display. How this brilliance shows itself in his functioning is not as easy to glean. Fortunately for us, a few days before the 2014 election, Narendra Modi was interviewed at length by activist Madhu Kishwar. The conversation turned to how he operates, and the material was revealing. I was intrigued by the style but ignorant of what it specifically meant, given that I have no knowledge of how ministers function. So I sent the verbatim translation to some individuals with experience of high office and asked them four questions. All that is appended below.

First, here is the translation:

“Three or four days after I took office, the chief secretary (CS) came to me. He brought a heap of files this tall (gesturing about three feet high). They must have weighed 15 or 20 kilos. The peon left them on my table. The chief secretary sat and said to me: ‘This is the file for Narmada’ — I can remember Narmada but there were three other files also. The CS said: ‘These are on Gujarat’s vital and sensitive issues. Take the time out to read them. You may need to speak on, and take a position on, at any time and address all these issues.’

I kept looking up and down the height of the stack three or four times. I said to him: ‘You leave these here and we shall meet in a few days.’

I did not even open these files. They stayed where they were. A voice came to me that I could not work through academics study (sic). I can’t do that. That voice came from within. I said to the three officers who were working with me that ‘the CS has given these to me. I will not be able to read so much. First, you people make me understand what masala (sic) the files contain. If I begin reading all this material, there’s no end to it. It is not in my nature (prakruti) to read files.’

Three or four days later the CS returned. I said to him: ‘Tell me what the important things are in these files.’ He did so and I said: ‘This much is sufficient for me, you can take the files back.’

After that I have never had to be briefed on these issues, and it’s been 13 years since.

I had such ability that I was able to grasp the granularity of the issues. Such things left an impact on the officers. I don’t argue. I am a good listener. Don’t go by my reputation outside: I listen a lot. I can say today that if in my development reading played a 30 per cent role then listening had a 70 per cent role. What I hear, I analyse, and classify the ‘maal’ (sic) in different boxes in my mind. This takes me no time and when needed I can retrieve it. This extra method (vidha) I have been able to develop.

Even today if my officers show me some paper, I say: ‘Tell me what’s in it in two minutes. For me two minutes is sufficient for a 10-page document. This skill is something I have developed.’”

The questions I sent were:
 

1: Is this manner of functioning common in high office in your experience?

2: Could you explain what is meant here by the word “files”?

3: Is it always possible to compress the material in them to short oral briefings?

4: What are the advantages and disadvantages, if any, of this way of functioning?

One individual answered:

Illustration by Binay Sinha

“A file contains note sheets on one side and the correspondence/reports/documents on the other side. The note sheets contain the analysis and recommendations of the officers. A minister must read the note sheets. He can begin from where he last saw the file. A good note will summarise the issues for decision and the recommendations/options. Routine matters can be explained in an oral briefing. But if the matter is routine, the minister does not need an oral briefing! He could save a lot of time by quickly perusing the file and making his decision. Complex matters — especially technical matters — require a careful reading and analysis. After the minister has read such a file, he will usually ask for a discussion, which may take anywhere between 15 minutes to two hours. It is in such discussions that complex matters are resolved and decisions taken or the course of action chalked out. What you have described is unusual and certainly not the way decisions are made where matters of great moment are involved. Was ‘demonetisation’ decided in this manner?!”

Another answered:

“1. Not at all common. This betrays complete disdain for the complexities of policymaking and governance and a complete impatience to understand facts, and the historical background. 

2. Files are all relevant materials on a particular subject.

3. You can certainly compress material — Rajiv Gandhi wanted them compressed too. But a good minister will at least eyeball the entire file to understand the subject and not have such an exalted opinion of himself or herself to think that a few paras will suffice. 

4. You lose the nuances and the shades of grey. This is I think what CEOs typically demand.”

Readers in the corporate world who have experience or knowledge of leadership positions may also be able to form an opinion of this style independently. But government is different because it does not function on the profit motive and the constituency is so diverse and on a scale so vast that it cannot be compared to corporate work. 

Modi says his development of this style is his own. He is at the height of his powers, with a full majority, unencumbered and unrestrained, within his party and without. He is positioned to show us the full effects of his unique style.