Saturday, February 28, 2026

The cop has dirty hands

 

What happens when the cop has dirty hands? 

What I’m talking about is not physical grime but situations of ethical dilemma. It’s very easy to tell people and to police trainees to “be good, do good,” “do the right thing, always,” “do the right thing, even when no one is looking,” and so on. Problem is, many times, the cop is faced with choices where whatever alternative is chosen, it has unethical implications but the cop has to choose one. These are called the Wrong-vs-Wrong choices. Whatever alternative is chosen leaves the cop’s hands dirty. That is why this set of problems are collectively called “the problem of the dirty hands.” 

Let’s take a hypothetical example, some variation of which is all too common in a cop’s life. 

There is information that a few devastating bombs have been planted in a crowded locality and, on suspicion, a hardened terrorist with a high probability of having committed the crime has been arrested. He is denying it and the bombs are likely to go off in short order. What does the cop do? 

What are his options? If he takes the terrorist at face value and the bombs go off, many innocents would die and he would have serious blood on his hands. On the other hand, he might try to extract information from the terrorist. He doesn’t have time for sustained enquiry hence some amount of what is euphemistically called “enhanced interrogation” may be required. That is serious violation of human rights of the person apprehended on suspicion. Since the accused is a hardened terrorist, the interrogation needs to be harsh and might just result in his death. Finally, there may not be any information elicited or he might be innocent of this particular crime, despite his antecedents. Thus, whatever option the cop chooses will be a grossly unethical option and he would come out of it with his hands dirty. This is a classic “dirty hands dilemma.” 

There is a third option which is that he might be so wracked with indecision and the ethical dilemma that he would up and quit. This would mean his abdicating the role he has signed up for and this is no option at all. 

So, what will the cop do? 

Most probably, what he would do is indulge in severe third degree, try to extract the exact location of the bombs and go and diffuse them. Will that be “A GOOD THING?” May be but, may be not. A large no. of lives may be saved. Or, may be not. The terrorist may confess. Or, he may not. He might die in the process. Assume that all the rest is yes and the terrorist confesses and doesn’t die. What next? 

The cop would be a hero. He’d be feted by the media, the populace; even the PM or CM might congratulate him. He’d feel pretty pumped up. Next time, there is a less dire situation but still a heinous crime like rape-cum-murder, he won’t think twice before indulging in severe third degree. Gradually, he’d earn a reputation as an encounter specialist or something so that violation of human rights and acting as judge-jury-executioner would be his default option even for petty thefts. He’d go further and further down that “slippery slope” until he’d lose his ability to distinguish between right and wrong. 

Look at what’d happen to the organisation. The cop who cracks the terrorist case becomes a hero. The other officers would emulate him. They may or may not be as successful but the entire ethos of the organisation would get vitiated. Policing would be associated with brutality and lawlessness. 

So, what’s the way out? Given that the cop would have to get his hands dirty whatever option he chooses, how does he avoid the “slippery slope?” There is actually a way out. 

First of all, he should examine whether he is actually faced with a “dirty hands” situation or there are other alternatives available to him. For example, he could arrange speedy evacuation of the area. Or, he could summon helicopters, etc. and arrange for water spraying the area which would diffuse the bombs. And, so on. 

If, even after careful examination and consideration of the circumstances, he comes to the conclusion that it is in fact a dirty hands situation, he should realise that it’s a once-off and he is perforce exploiting a “moral opportunism” because he just doesn’t have any other option and that this is not to be replicated. After having taken the decision and got his hands dirty, he must feel guilty, i.e., he must have the “moral residue” because an unethical thing is an unethical thing, regardless of the circumstances. If he doesn’t jump to defending his action, if he takes it as a once-off and if he feels guilty, there’s a good chance that he wouldn’t fall into the slippery slope, wouldn’t be taken in by all that adulation and would retain his moral bearings. 

Following are the questions to ask in a situation of dirty hands: 

1.     Are the conflicting reasons for action so compelling, so morally urgent? Or can priorities be set? Can some less urgent acts be undertaken at a later time, while other more urgent acts are engaged?

2.     Is the good to be achieved by wrongdoing sufficiently clear not just to me but to others? Is the good outcome I have in view sufficiently certain to occur by the act of wrongdoing, or is the causal connection unclear and the outcome somewhat speculative?

3.     Is violation of moral principles really necessary? Have I thought with sufficient care and sufficient imagination about alternative courses of action?

4.     How great is the danger of the slippery slope? Will my act serve as a precedent, whether I like it or not, for the less good and perhaps even malevolent act of others?

5.     Will my action undermine the conditions of accountability?

6.     Did I get into this situation because I failed to anticipate it properly? Would dirty hands serve, primarily, to save me from my own blunders?

7.     Is my judgement of the above considerations self – serving, tainted by self – interest?

8.     Am I prepared to take responsibility for consequences, even unintended ones? 

Not easy, but then, navigating ethical dilemmas is never easy. Nor is a cop’s life. 




[Earlier published in “Saviours” on February 24, 2026: 

https://savioursmagazine.in/the-cop-has-dirty-hands/]

Saturday, February 7, 2026

Apex pettiness

 

Till very late in the IPS career, I didn’t know about the most important reason or purpose, the raison d'ĂȘtre for a civil servant’s existence, which is attaining the apex scale. This particular hallowed endowment is allowed only at the very top when one hits the level of Secretary to government of India, Chief Secretary in states and a few select DGPs in my service. 

When I was holding the post of a mere joint secretary in government of India and, by a set of fortuitous circumstances, managed to be assigned to hold the post of a DGP, I saw a file when previously another Joint Secretary level officer in the IAS had been similarly assigned (for a short while); he had moved the file to be given the same salary as that of the DGP whose post he was temporarily holding, and was granted the same. Lo and behold, the post carried that apex scale! So I moved the same file, with the same reasoning. 

The file went to my Ministry, then DoPT, then MHA and I was granted the coveted Apex scale. Then the file moved down to me through all those channels and I felt good. The Secretary retired. I was seeking to build a good, working relation with the new Secretary. Things were going well until I had to visit a foreign country on official work. For the political clearance, I had to fill up a form. It was a routine thing. However, when this Secretary saw the pay column and “Apex scale” written there, he saw red. 

He asked his colleagues how come a mere joint secretary level officer was getting the same scale which he had attained after long toil, asked my office for the file, went through the contents and went ballistic. His colleagues tried to inform him that it was all examined at various levels and in three different departments and was as per the rules. Despite this, the discomfort of the Secretary was so much that while allowing me to visit abroad, he erroneously ordered that all my perks would be as per my original scale. It didn’t make any difference but I thought that would make him happy. However, he continued to be agitated. I was told that he wrote a Demi Official letter to various authorities to cancel the “abominable” grant. Apparently, it took him 10 full days to draft that letter, crossing out a comma here, making a word bold there, and so on. Despite all this, the replies came back upholding the earlier decision. 

The Secretary called up many of his counterparts to annihilate this “anomaly” but didn’t get anywhere. It became so much the talk of the town that whenever I attended any party of civil servants and was introduced to anyone, the first response was, “Oh, B.B. Dash, you’re getting the apex scale?!” 

Probably, the Secretary felt “thwarted” or something but, try as I might, our relations never recovered after that. In all my Performance Appraisal Reports, I always used to fill in only quantified targets and achievements. I had exceeded all the various targets. The Secretary had to agree because they were hard facts. However, he wrote, “these were achieved because of close supervision by the ministry.” With that, he justified a sub-Outstanding grade, knowing fully well that that would kill my chances of promotion. However, the Minister saw this and overruled him and put me at the highest of the outstanding points. 

An Apex scale can create quite a heartburn. 

Guess what, that apex scale as of today is a basic pay of Rs. 2,25,000 and those days, it was just Rs. 80,000. That’s all. Considering the pay and perks I’d walked out on by quitting the corporate sector for the civil services, I was really amused by it all. The amount involved was paltry. The Secretary was petty. On an epic apex scale.