UPSC Mains 2023 GS4 Q11: model answer
You have just been appointed as Additional Director General of Central Public Works Department. The Chief Architect of your division, who is to retire in six months, is passionately working on a very important project, the successful completion of which would earn him a lasting reputation for the rest of his life.
A new lady architect, Seema, trained at Manchester School of Architecture, UK joined as Senior Architect in your division. During the briefing about the project, Seema made some suggestions which would not only add value to the project, but would also reduce completion time. This has made the Chief Architect insecure and he is constantly worried that all the credit will go to her. Subsequently, he adopted a passive and aggressive behaviour towards her and has become disrespectful to her. Seema felt it embarrassing as the Chief Architect left no chance of humiliating her. He would very often correct her in front of other colleagues and raise his voice while speaking to her. This continuous harassment has resulted in her losing confidence and self-esteem. She felt perpetually tensed, anxious and stressed. She appeared to be in awe of him since he has had a long tenure in the office and has vast experience in the area of her work.
You are aware of her outstanding academic credentials and career record in her previous organisations. However, you fear that this harassment may result in compromising her much needed contribution in this important project and may adversely impact her emotional well-being. You have also come to know from her peers that she is contemplating tendering her resignation.
(a) What are the ethical issues involved in the above case ?
(b) What are the options available to you in order to complete the project as well as to retain Seema in the organization ?
(c) What would be your response to Seema’s predicament ? What measures would you institute to prevent such occurrences from happening in your organization ?
What the question wants
Issues of workplace harassment, options to finish the project and retain Seema, and preventive measures.
How to structure it
Intro: insecurity of a senior threatening a talented junior and an important project. Body: (a) Issues: workplace harassment and dignity, ego and insecurity, gender dimension, organisational efficiency and public interest, duty of care of the ADG, fairness in credit, mental health; (b) Options: (1) ignore: loss; (2) remove Chief Architect: disruptive; (3) transfer Seema: unfair; (4) mediated solution: talk to both, define roles, shared credit, ADG oversight. Best 4; (c) Response to Seema: reassurance, counselling, formal complaint option, warn the Chief Architect, recognise his legacy; Preventive: code of conduct, grievance cell, POSH IC where relevant, mentorship, training on respectful workplace, 360-degree feedback. Conclusion: leadership through empathy and fairness.
- 1(a) Issues: workplace harassment and dignity, ego and insecurity, gender dimension, organisational efficiency and public interest, duty of care of the ADG, fairness in credit, mental health
- 2(b) Options: (1) ignore: loss
- 3(2) remove Chief Architect: disruptive
- 4(3) transfer Seema: unfair
- 5(4) mediated solution: talk to both, define roles, shared credit, ADG oversight
- 6Best 4
- 7(c) Response to Seema: reassurance, counselling, formal complaint option, warn the Chief Architect, recognise his legacy
- 8Preventive: code of conduct, grievance cell, POSH IC where relevant, mentorship, training on respectful workplace, 360-degree feedback
Model answer
A senior's insecurity is turning into harassment that threatens both a talented officer and a public project.
(a) Ethical issues
- Dignity at work: public humiliation and shouting amount to harassment.
- Ego and insecurity overriding public interest.
- Fairness in credit for contributions.
- Gender dimension: a woman newcomer facing hostility from a senior man.
- Organisational efficiency: losing talent and delaying the project.
(b) Options
- Ignore it: Seema resigns, project suffers. Unacceptable.
- Remove the Chief Architect from the project: stops harassment but loses his experience and humiliates him before retirement.
- Shift Seema to another project: rewards the harasser and wastes her ideas.
- Mediated solution (best): speak separately to both; clearly assign Seema responsibility for specific parts; have the Chief Architect lead the project with shared credit; hold review meetings myself so contributions are recorded; make clear that disrespect will not be tolerated.
(c) My response to Seema's predicament
- Meet her, acknowledge her distress and value; ask her not to resign.
- Offer counselling support and inform her of formal complaint options.
- Counsel the Chief Architect firmly, appreciating his legacy but warning that harassment may lead to action under conduct rules.
Preventive measures
- A clear code on respectful behaviour and a grievance redress cell; an Internal Committee under the POSH Act for gender-based harassment.
- Training on teamwork, emotional intelligence and inclusive leadership.
- Recognition systems that credit team contributions.
- Mentoring of newcomers and structured succession planning before retirements.
A good leader protects both people and purpose.
Keywords, cases and data to drop in
workplace harassment dignity mediation shared credit succession planning
Where most answers lose marks
- Taking only punitive action.
- Ignoring the project's completion.
Question text as printed in the official UPSC question paper: https://www.upsc.gov.in/sites/default/files/QP-CSM-23-GENERAL-STUDIES-PAPER-IV-180923.pdf The model answer is original Battle IAS work; use it to learn structure, not to memorise.