Publication Filter

China-Pakistan Nuclear Cooperation: Unclear Facts

There is a lot of inaccuracy and assumption in reporting Chasma 3 nuclear cooperation between China-Pakistan. It is not conceivable in engineering terms as to how a 300 MWe Chasma 3 can be transformed into a 1,000 MWe project.

G. Balachandran |
April 18, 2013 |
IDSA Comments

China consolidates claim in South China Sea

China continues to pursue its agenda on the South China Sea, employing its political, diplomatic and military departments in a well-coordinated and planned manner.

Mandip Singh |
April 17, 2013 |
IDSA Comments

BRICS and Stepping Stones: A New Global Pattern

A global vision based on sustainable resource use for global prosperity can also overcome trust deficit within the BRICS grouping.

Mukul Sanwal |
April 12, 2013 |
IDSA Comments

India abstains and exposes the Arms Trade Treaty

By abstaining from voting on the global arms trade treaty, India has exposed the treaty’s loopholes in not addressing concerns about illegal transfer of arms to terrorist organisations, insurgents groups and other non-state actors.

Gurmeet Kanwal |
April 08, 2013 |
IDSA Comments

China nurtures its nuclear nexus with Pakistan

China and Pakistan reached a formal agreement in February 2013 to construct a third nuclear reactor in Chashma. This has caused widespread nervousness while making the NSG look weak-kneed.

Rajiv Nayan |
April 05, 2013 |
IDSA Comments

Building Army’s Human Resource for Sub-Conventional Warfare by K.C. Dixit

The Indian Army today faces a very complex challenge. It is increasingly becoming clear that the kind of wars that were fought a few decades ago are not going to be fought in the future. The nature of warfare is changing from conventional warfare to one that is ‘sub-conventional’. Rivalries among nations continue to exist but the spheres of these rivalries now focus on economic capabilities and strengths.

Restructuring India’s Military: Out of Box Options by Rear Admiral (Retd.) A.P. Revi

This book, on a topical issue, is divided into nine chapters. The author has carried out extensive research and documented the process of the evolution of the existing models of higher defence organizations in the United States (US), Union of Soviet Socialist Republics (USSR)/Russia, the United Kingdom (UK) and China. Briefly, he has also touched upon the systems adopted by France and Germany. These are covered in the first four chapters, and supported by functional charts.

‘Strength One’ on the Moral Highway

The erosion in moral values in the armed forces over the past few decades has left India’s political and military leadership bewildered and befuddled. No amount of preventive or curative measures appear to be succeeding in arresting this fall, as day after day dawns with news of fresh instances of impropriety and indecorum. This article attempts to examine the issues of morals and ethics as relevant to the profession of soldiering across the time continuum. It dwells further on the probable causes of the erosion of moral values and ethics in the Army.

Ethics and Morals in the Armed Forces: A Framework for Positive Action

Value systems form the spine of modern society, religion and every individual’s conscience with moral codes defining ‘appropriate’ and ‘expected’ activity. Ethics refer to an individual’s actions that are consistent with such value systems. While the former constitutes a basic human marker of right behaviour and conduct, the latter are a set of guidelines that define acceptable behaviour and practices for a certain group of individuals or society.

Needed: A Better Appraisal System for Better Leaders

There has been a palpable decline in the standards of morals, ethics and values as observed by officers in the armed forces and the bond between officers and men has weakened. This could be because officers with the requisite qualities are not adequately groomed to rise to the level of battalion commanders. The present appraisal system is largely to blame, it being based on a single Annual Confidential Report. A further drawback is that only superior officers report on a ratee. Inputs for appraisal need to be drawn from multiple sources geared towards a ‘360 degree evaluation’.