Creating Precedents and Leadership

Pankaj Jalote,

Professor, Computer Science and Engineering

One of the most solid reasons for not taking an action is that “it will set a precedence”. This reason is invoked in a wide variety of contexts and in different forums. Most of us have used, sometime or the other, this reason to justify or support an action (or lack of it.) On the face of it, this is a sensible reason, one that stops all arguments.

A fear of creating a precedent implies that precedents are important in decision making. Fear of creating precedents and following established precedents are two sides of the same coin. Using precedents for decision making generally implies that “rules” get more codified and uniformity becomes the norm. And uniformity, almost by definition, does not support excellence. And without proper support and nurturing of excellence, no organization can aspire to be a leader.

Academic and research organizations in India frequently lament lack of leadership. Leadership by individuals and organizations fundamentally means changing established systems and norms and managing the change. There can be no leader who just maintains status quo. Change is fundamental for any organization that aspires to be a leader, and the leaders within that organization have to introduce and manage change, as change frequently is resisted by most. A leader always breaks from the past to sail in uncharted waters and creates new precedents.

Questioning and deviating from past traditions requires subjective evaluation of the situation, keeping the current and future in mind. It requires the wisdom to assess the situation and creatively change traditions to build new ones. More importantly, it requires that there is a clear articulation of the reasons for change. It is here that many organizations in India are unable to rise to the occasion – either subjectivity is eliminated, or is converted into opaque and discretionary power of some individuals.

It goes without saying that change does not mean a total disregard for tradition and precedents. It does, however, imply questioning traditions, and selectively discarding those that have outlived their usefulness, and leveraging others to implement the desired changes. These are essential for any organization to create the future – the basic role of leaders.

I will leave it for the readers to ponder on where our great Institute is in the balance between change and tradition. If we are not changing at the necessary pace then we should ask if we are perhaps living in past glory with leadership slipping away …