Revision summary
A pier crack from poor material requires demolition of at least three piers and a delay past the CM’s election-eve inauguration. Obeying the Chief Engineer, silent resignation, a leak without papers, or cosmetic watching all fail. Dilemmas are safety versus hierarchy, promotion and the contractor’s kinship. Professional answer is written stoppage, independent audit, and disaster-authority notice if overruled. Overlooking risks a Kolkata-style collapse, prosecutions and a ribbon on a future grave.
Model answer
Introduction
A ribbon before July is not a load-bearing member. A crack in a pier is. Overlooking it so the Chief Minister can inaugurate before elections is not an option. The 2016 Kolkata Vivekananda Road flyover collapse is the warning this file already contains. Lives outrank an election photograph.
Body
Stakeholders
- Future users of the corridor, including buses of schoolchildren.
- Construction workers who will stand under the deck.
- You as project manager, the inspecting team, and the Chief Engineer.
- The contractor related to the minister, the minister, and the Chief Minister’s inauguration calendar.
- The public exchequer that will pay twice if the pier fails, or pay in funerals if it is not rebuilt.
(a) Options
- Option 1: Obey the Chief Engineer, restart with the same material, and chase the 20 June 2021 date.
- Option 2: Resign the same evening without a written trail.
- Option 3: Quietly tell a journalist a half-story without the inspection report.
- Option 4: Keep work going on uncracked spans only, and “watch” the pier — a delay disguised as caution without demolition.
- Option 5: Keep the stop, refuse in writing, demand a third-party structural audit, inform government and the disaster authority if overruled, and accept that the CM may inaugurate a finished safe bridge later or not at all.
- Adopt Option 5. Option 1 is rejected. A minor crack that you assess as systemic poor material is not a cosmetic plaster job.
(b) Ethical dilemmas
- Duty of care to unknown commuters versus loyalty to the Chief Engineer’s order.
- Professional integrity versus a promotion as Additional Chief Engineer.
- Speed for an election calendar versus time for demolition and rebuild.
- Kinship of the contractor versus equal enforcement of specifications.
- Team harmony versus the inspecting team’s observation you already endorsed.
- The dilemma is not “development versus safety”. An unsafe corridor is not development. The dilemma is whether a photograph can buy a future collapse.
(c) Professional challenges and response
- Hierarchy: a junior project manager contradicting a Chief Engineer. Response: a speaking note, copies to the Secretary of the department, and a request for an independent IIT or agency audit — not a corridor argument.
- Political time: elections in the second week of July 2021. Response: a lawful inauguration of a safe stretch if any is truly independent; never a false “complete” certificate.
- Contractor pressure: Response: measurements, cube tests, and stop-work under the contract; no private meeting with the relative.
- Career threat: Response: recuse from treating promotion as a factor; the Whistle Blowers Protection Act, 2014 logic even if the exact statute’s door is imperfect — put victimisation on record.
- Technical uncertainty: “minor” versus “will kill”. Response: you already judged three piers. Do not self-downgrade under pressure. Let a third party confirm or rebut in writing.
- If still overruled: written dissent, alert the State disaster management authority and, where fit, a court or the National Green Tribunal is less apt than a structural-safety and criminal-negligence path; do not stay silent.
(d) Consequences of overlooking the observation
- Collapse under load, in rain, or at inauguration crowd density — the Kolkata flyover of 31 March 2016 killed people on a live urban work; that is the relevant Indian warning.
- Mass casualty, not a departmental embarrassment.
- Criminal negligence and possible culpable homicide inquiries against signatories; the minister’s relative will not be in the dock alone.
- Fiscal: demolition after failure costs more than demolition now.
- Professional: inspectors learn that reports are theatre; the next crack is hidden.
- Political: a CM cutting a ribbon on a doomed pier is not a win when the video of the fall arrives.
- Personal: the promotion will not survive the first funeral, and neither will sleep.
Flow diagram
flowchart TD CRACK[Pier crack poor material] --> STOP[Stop and dissent] STOP --> AUD[Third-party structural audit] STOP --> DEM[Demolish three piers] OV[Overlook for CM photo] --> FALL[Collapse Kolkata warning] PROM[Promotion hint] --> COI[Conflict of interest]
Conclusion
Stop the work. Write the dissent. Get a third-party audit. Whistle to disaster and government channels if the Chief Engineer still orders speed. The CM can wait. The dead cannot be inaugurated back. Kolkata 2016 is the cost of a ‘minor crack’ story.
Quick related
Students also ask
-
Case study. The coronavirus disease (CoVID-19) pandemic has quickly spread to various countries. As on May 8th, 2020, in India 56342 positive cases of corona had been reported. India with a population of more than 1-35 billion had difficulty in controlling the transmission of coronavirus among its population. Multiple strategies became necessary to handle this outbreak. The Ministry of Health and Family Welfare of India raised awareness about this outbreak and to take all necessary actions to control the spread of COVID-19. Indian Government implemented a 55-day lockdown throughout the country to reduce the transmission of the virus. Schools and colleges had shifted to alternative mode of teaching- learning-evaluation and certification. Online mode became popular during these days. India was not prepared fora sudden onslaught of such a crisis due to limited infrastructure in terms of human resource, money and other facilities needed for taking care of this situation. This disease did not spare anybody irrespective of caste, creed, religion on the one hand and have and have not' on the other. Deficiencies in hospital beds, oxygen cylinders, ambulances, hospital staff and crematorium were the most crucial aspects You are a hospital administrator in a public hospital at the time when coronavirus had attacked large number of people and patients were pouring into hospital day in and day out. - What are your criteria and justification for putting your clinical and non-clinical staff to attend to the patients knowing fully well that it is highly infectious disease and resources and infrastructure are limited? - If yours is a private hospital, whether your justification and decision would remain same as that of a public hospital?
Next question in the 2021 paper (Q10). View answer →
-
If the Chief Engineer takes written responsibility, are you safe to proceed?
No. You still sign the site. Record dissent and stop unsafe work. His letter is evidence, not a moral insurance policy for a funeral.
-
Can a plaster or carbon wrap replace demolition?
Only if a genuine independent structural opinion says so in writing. Your present assessment is three piers down. Do not bargain that away for June 20.
PYQ trend
When UPSC asked this
Related PYQs from other years, newest first. Open a question to read it.
-
2021 · Q7 · GS IV · 20 marks
Case study. Sunil is a young civil servant and has a reputation for his competence, integrity, dedication, and relentless pursuit of difficult and onerous jobs. Considering his profile, he was picked up by his bosses to handle a very challenging and sensitive assignment. He was posted in a tribal-dominated district notorious for illegal sand mining. Excavating sand from river belts and transporting it through trucks and selling them in the black market was rampant. This illegal sand mining mafia was operating with the support of local functionaries and tribal musclemen who in turn were bribing selected poor tribals and had kept the tribals under fear and intimidation. Sunil being a sharp and energetic officer immediately grasped the ground realities and the modus operandi followed by the mafia through their devious and dubious mechanism. On making inquiries, he gathered that some of their own office employees are in hand and glove with them and have developed close unholy nexus. Sunil initiated stringent action against them and started conducting raids on their illegal operations of the movement of trucks filled with sand. The mafia got rattled as not many officers in the past had taken such steps against the mafia. Some of the office employees who were allegedly close to mafia informed them that the officer is determined to clean up the mafia's illegal sand mining operations in that the district and may cause them irreparable damage. The mafia turned hostile and launched a counter-offensive. The tribal musclemen and mafia started threatening him with dire consequences. His family (wife and old mother) were stalked and were under virtual surveillance and thus causing mental torture, agony, and stress to all of them. The matter assumed serious proportions when a muscleman came to his office and threatened him to stop raids, etc., otherwise, his fate will not be different than some of his predecessors (ten years back one officer was killed by the mafia). - Identify the different options available to Sunil in attending to this situation. - Critically evaluate each of the options listed by you. - Which of the above, do you think, would be the most appropriate for Sunil to adopt and why? -
2021 · Q8 · GS IV · 20 marks
Case study. You are Vice Principal of a degree college in one of the middle-class towns. The principal has recently retired and management is looking for his replacement. There are also feelers that the management may promote you as Principal. In the meantime, during annual examination, the flying squad came from the university caught two students red-handeld involving in unfair means. A senior lecturer of the college was personally helping these student in this act. This senior lecturer also happens to be close to the management. One of the students was son of a local politician who was responsible in getting college affiliated to the present reputed university. The second student was son of a local businessman who has donated maximum funds for running of the college. You immealately informed the management regarding this unfortunate incident. The management told you to resolve the issue with flying squad at any cost. They further said that such incident will not only tarnish the image of the college but also the politician and businessman are very important personalities for the functioning of the college. You were also given hint that your further promotion to Principal depends on your capability in resolving this issue with flying squad. In the meantime, you were intimated by your administrative officer that certain members of the student union are protesting outside the college gate against the senior lecturer and the students involved in this incident and demanding strict action against defaulters. - Discuss the ethical issues involved in the case. - Critically examine the options available with you as Vice Principal. What option will you adopt and why? -
2021 · Q10 · GS IV · 20 marks
Case study. The coronavirus disease (CoVID-19) pandemic has quickly spread to various countries. As on May 8th, 2020, in India 56342 positive cases of corona had been reported. India with a population of more than 1-35 billion had difficulty in controlling the transmission of coronavirus among its population. Multiple strategies became necessary to handle this outbreak. The Ministry of Health and Family Welfare of India raised awareness about this outbreak and to take all necessary actions to control the spread of COVID-19. Indian Government implemented a 55-day lockdown throughout the country to reduce the transmission of the virus. Schools and colleges had shifted to alternative mode of teaching- learning-evaluation and certification. Online mode became popular during these days. India was not prepared fora sudden onslaught of such a crisis due to limited infrastructure in terms of human resource, money and other facilities needed for taking care of this situation. This disease did not spare anybody irrespective of caste, creed, religion on the one hand and have and have not' on the other. Deficiencies in hospital beds, oxygen cylinders, ambulances, hospital staff and crematorium were the most crucial aspects You are a hospital administrator in a public hospital at the time when coronavirus had attacked large number of people and patients were pouring into hospital day in and day out. - What are your criteria and justification for putting your clinical and non-clinical staff to attend to the patients knowing fully well that it is highly infectious disease and resources and infrastructure are limited? - If yours is a private hospital, whether your justification and decision would remain same as that of a public hospital? -
2021 · Q11 · GS IV · 20 marks
Case study. A Reputed food product company based in India developed a food product for the international market and started exporting the same after getting necessary approvals. The company announced this achievement and also indicated that soon the product will be made available for domestic consumers with almost sane quality and health benefits. Accordingly, the company got its product approved by the domestic competent authority and launched the product in the Indian market. The company could increase its market share over a period of time and earned substantial profit both domestically and internationally. However, the random sample test conducted by the inspecting team found the product being sold domestically in variance with the approval obtained from the competent authority. On further investigation, it was also discovered that the food company was not only selling products that were not meeting the health standard of the country but also selling the rejected export products in the domestic market. This episode adversely affected the reputation and profitability of the food company. - What action do you visualize should be taken by the competent authority against the food company for violating the laid down domestic food standard and selling rejected export products in domestic market? - What course of action is available with the food company to resolve the crisis and bring back its lost reputation? - Examine the ethical dilemma involved in the case. -
2021 · Q12 · GS IV · 20 marks
Case study. Pawan is working as an officer in the State Government for the last ten years. As a part of the routine transfer, he was posted to another department. He joined in a new office along with five other colleagues. The head of the office was a senior officer conversant with the functioning of the office. As a part of general inquiry, Pawan gathered that his senior officer carries the reputation of being a difficult and insensitive person having his own disturbed family life. Initially, all seem to go well. However, after some time Pawan felt that the senior officer was belittling him and at times unreasonable. Whatever suggestions given or views expressed by Pawan in the meetings were summarily rejected and the senior officer would express displeasure in the presence of others. It became a pattern of the boss's style of functioning to show him in bad light highlighting his shortcomings and humiliating him publically. It became apparent that though there are no serious work-related problems/shortcomings, the senior officer was always on one pretext or the other and would scold and shout at him. The continuous harassment and public criticism of Pawan resulted in loss of confidence, self-esteem, and equanimity. Pawan realized that his relations with his senior officer are becoming more toxic and due to this, he felt perpetually tensed, anxious and stressed. His mind was occupied with negativity and caused him mental torture, anguish and agony. Eventually, it badly affected his personal and family life. He was no longer joyous, happy and contented even t home. Rather without any reason he would loose his temper with his wife and other family members. The family environment was no longer pleasant and congenial. His wife who was always supportive to him also became a victim of his negativity and hostile behaviour. Due to harassment and humiliation suffered by him in the office, comfort and happiness virtually vanished from his life. Thus it damaged his physical and mental health. - What are the options available with Pawan to cope with the situation? - What approach Pawan should adopt for bringing peace, tranquillity and congenial environment in the office and home? - As an outsider, what are your Suggestions for both boss and subordinate to overcome this situation and for improving the work performance, mental and emotional hygiene? - In the above scenario, what type of training would you suggest for at various levels in the government offices? -
2020 · Q7 · GS IV · 20 marks
Case study. Rajesh Kumar is a senior public servant, with a reputation of honesty and forthrightness, currently posted in the Finance Ministry as Head of the Budget Division. His department is presently busy in organising the budgetary support to the states, four of which are due to go to the polls within the financial year. This year's annual budget had allotted Rs 8300 crores for National Housing Scheme (NHS), a centrally sponsored social housing scheme for the weaker sections of society. Rs 775 crores have been drawn for NHS till June. The Ministry of Commerce had long been pursuing a case for setting up a Special Economic Zone (SEZ) in a southern state to boost exports. After two years of detailed discussions between the centre and state, the Union Cabinet approved the project in August. Process was initiated to acquire the necessary land. Eighteen months ago, a leading Public Sector Unit (PSU) had projected the need for setting up a large natural gas processing plant in a northern state for the regional gas grid. The required land is already in possession of the PSU. The gas grid is an essential component of the national energy security strategy. After three rounds of global bidding the project was allotted to an MNC, M/s XYZ Hydrocarbons. The first tranche of payment to the MNC is scheduled to be made in December. Finance Ministry was asked for a timely allocation of an additional Rs 6000 crores for these two developmental projects. It was decided to recommend re-appropriation of this entire amount from the NHS allocation. The file was forwarded to Budget Department for their comments and further processing. On studying the case file, Rajesh Kumar realized that this re-appropriation may cause inordinate delay in the execution of NHS, a project much publicized in the rallies of senior politicians. Correspondingly, non-availability of finances would cause financial loss in the SEZ and national embarrassment due to delayed payment in an international project. Rajesh Kumar discussed the matter with his seniors. He was conveyed that this politically sensitive situation needs to be processed immediately. Rajesh Kumar realized that diversion of funds from NHS could raise difficult questions for the government in the Parliament. Discuss the following with reference to this case: (a) Ethical issues involved in re-appropriation of funds from a welfare project to the developmental projects. (b) Given the need for proper utilization of public funds, discuss the options available to Rajesh Kumar. Is resigning a worthy option? -
2020 · Q8 · GS IV · 20 marks
Case study. The Chairman of Bharat Missiles Ltd (BML) was watching a program on TV wherein the Prime Minister was addressing the nation on the necessity of developing a self-reliant India. He subconsciously nodded in agreement and smiled to himself as he mentally reviewed BML's journey in the past two decades. BML had admirably progressed from producing first generation anti-tank guided missiles (ATGMS) to designing and producing state of the art ATGM weapon systems that would be the envy of any army. He sighed in reconciliation with his assumptions that the government would probably not alter the status quo of a ban on export of military weaponry. To his surprise, the very next day he got a telephone call from the Director General, Ministry of Defence, asking him to discuss the modalities of increasing BML production of ATGMS as there is a possibility of exporting the same to a friendly foreign country. The Director General wanted the Chairman to discuss the details with his staff at Delhi next week. Two days later, at a press conference, the Defence Minister stated that he aims to double the current weapons export levels within five years. This would give an impetus to financing the development and manufacture of indigenous weapons in the country. He also stated that all indigenous arms manufacturing nations have a very good record of international arms trade. As Chairman of BML, what are your views on the following points? (a) As an arms exporter of a responsible nation like India, what are the ethical issues involved in arms trade? (b) List five ethical factors that would influence the decision to sell arms to foreign governments. -
2020 · Q9 · GS IV · 20 marks
Case study. Rampura, a remote district inhabited by a tribal population, is marked by extreme backwardness and abject poverty. Agriculture is the mainstay of the local population, though it is primarily subsistence due to the very small land holdings. There is insignificant industrial or mining activity. Even the targeted welfare programs have inadequately benefited the tribal population. In this restrictive scenario, the youth has begun to migrate to other states to supplement the family income. Plight of minor girls is that their parents are persuaded by labour contractors to send them to work in the Bt Cotton farms of a nearby state. The soft fingers of the minor girls are well suited for plucking the cotton. The inadequate living and working conditions in these farms have caused serious health issues for the minor girls. NGOs in the districts of domicile and the cotton farms appear to be compromised and have not effectively espoused the twin issues of child labour and development of the area. You are appointed as the District Collector of Rampura. Identify the ethical issues involved. Which specific steps will you initiate to ameliorate the conditions of minor girls of your district and to improve the over-all economic scenario in the district?
More from this paper
Q1 · UPSC Mains 2021 · GS IV · 10 marks
(a) Identify five ethical traits on which one can plot the performance of a civil servant. Justify their inclusion in the matrix. (b) Identify ten essential values that are needed to be an effective public servant. Describe the ways and means to prevent non-ethical behaviour in public servants.
Ethics and Human Interface
Five plottable traits are integrity, impartiality, empathy, moral courage and accountability. They belong on the matrix because delivery without them is theatre or bias. Ten essential values include honesty, objectivity, compassion, non-partisanship, dedication and humility before facts. Prevention needs conduct rules, the Prevention of Corruption Act, 1988, RTI, Lokpal, CVC, social audit and whistle-blower protection. Culture and rotation matter as much as a poster of values.
Q2 · UPSC Mains 2021 · GS IV · 10 marks
(a) Impact of digital technology as a reliable source of input for rational decision making is a debatable issue. Critically evaluate with a suitable example. (b) Besides domain knowledge, a public official needs innovativeness and creativity of a high order as well, while resolving ethical dilemmas. Discuss with a suitable example.
Ethics in Public Administration
Digital technology can cut ghosts, map floods and widen tenders, which aids rational decisions. It fails when data are wrong, the poor are off the dashboard, algorithms bias, or a click replaces a reason. It is a necessary input, not a sufficient one. Domain knowledge is the statute; innovativeness invents a lawful means when two harms collide. COVID kitchens, camps for certificates, sequenced pollution closure and privacy-limited tracing are examples.
Q3 · UPSC Mains 2021 · GS IV · 10 marks
What does each of the following quotations mean to you? (a) "Every work has got to pass through hundreds of difficulties before succeeding. Those that persevere will see the light, sooner or later" - Swami Vivekananda (b) "We can never obtain peace in the outer world until and unless we obtain peace within ourselves" - Dalai Lama (c) "Life doesn't make any sense without interdependence. We need each other, and the sooner we learn that it is better for us all" - Erik Erikson.
Moral Thinkers and Philosophers
Vivekananda means stamina through lawful difficulty until a real public good appears, with correction when facts change. Quitting after the first nexus threat is not wisdom. The Dalai Lama means inner restraint so outer peace is not a lathi serving panic or greed. Inner calm is for better action, not for ignoring a fire. Erikson means we complete one another; administration is a chain, and a hero-complex or a hiding “we” both fail.
Toppers' copies
Toppers' copies for this question will be uploaded soon.