This is an excerpt from the book – Aparna Pande. From Chanakya to Modi: The Evolution of India’s Foreign Policy.
Details:-
Soon after the election in 2014, a plethora of books appeared in the Indian market that purported to present his worldview and governance priorities to the public.
Shifting through the pile of tomes on Modi’s statecraft, a certain trend became clear. Most of these books portrayed Modi’s foreign policy as sui generis, a signal departure from the past. This proliferation of superlatives reinforced the newist mood in Indian politics that spin-masters, in turn, have exploited to the government’s advantage.
The problem with this convenient narrative is that it ignores the subterranean currents that have shaped how India engages with the world: the core unchanging assumptions of the strategic elite, the plodding caution of key institutions and their gatekeepers, and the unspoken consensus inside the political class on India’s national interests.
Aparna Pande’s new book From Chanakya to Modi: The Evolution of India’s Foreign Policy seeks to lay bare these currents.
Pande takes as her intellectual guide the American scholar Walter Russell Mead whose typology of American strategic thought forms the basis of her own for Indian foreign policy. In this typology, Indian thinking on foreign policy is categorised into four schools: the imperial/Curzonian, the idealist, the realist and the isolationist.
Pande rightly avers that Indian foreign policy since independence has been a combination of all four, the difference between governments being in their relative emphasis of one over the other three. In her telling, Nehru occupies a singular position among leaders who have sought to navigate India’s world. She accurately writes: “[m]ost of Nehru’s successors held on to his tradition, with minor changes, as a guarantee of India’s stability in dealing with the rest of the world.”

While it has become fashionable in certain quarters to advance a revisionist view of Nehru as a misguided idealist, the fact of the matter is that his foreign policy was a complex mix of idealism (drawing on Indian exceptionalism) and realpolitik. The historian Srinath Raghavan, in his classic study of foreign policy of the Nehru years, describes him as a “liberal realist”, deeply influenced by the American theologian Reinhold Niebuhr, patron-saint of classical realists. (Niebuhr continues to exercise tremendous influence over American politicians: Barack Obama once called him one of his favourite philosophers.)
From India’s nascent nuclear programme to how it sought to exert primacy in the subcontinent, Nehru’s realism shaped as much of Indian foreign policy as his high idealism around Afro-Asian solidarity and global disarmament. For example, when contemporary India seeks to shape Nepal’s foreign-policy preferences, there is a shade of Nehru who once famously said: “[M]uch as we appreciate the independence of Nepal, we cannot risk our own security by any happenings in Nepal which permit that barrier being crossed or which otherwise weaken our frontiers.”
Indeed the pursuit of national interest without sacrificing autonomy of action is what led Nehru to the grand strategy of non-alignment, on the one hand, and the pursuit of economic autarky on the other. It is hard to overestimate how efficacious the former was, as India leveraged Cold War schisms for its own benefit.
Pande quotes the late eminent strategist K Subhramanyam on non-alignment: “[I]t was a sound strategy in realpolitik sense and in terms of balance of power.” One can argue that India’s continued quest for a multipolar world also follows from its preference for a balance-of-power system, which – as classical realists like Kissinger would argue – is one way to keep revisionist powers in check.
Realism has also continued to shape India’s stance in multilateral institutions. Critics argue that it is indeed not a surfeit of idealism that drives India’s position in such institutions; it has been the Indian state’s innately Hobbesian view of the world that posits the ever-present possibility of these institutions becoming vehicles of great-power play.
As Pande writes, “Indians […] would argue that India fully supports multilateralism but seeks to keep in check the prospect of global institutions becoming instruments of renewed dominance of major powers.”
India’s conflicted view of international institutions such as the United Nations Security Council comes in sharp focus, for example, in former Indian diplomat (and now a minister in the central government) Hardeep Singh Puri’s recent book on the geopolitics of humanitarian interventions.
It is with India’s integration with the global economy and the end of autarky at home, following the reforms of 1991, that the Indian establishment’s realism began to be tempered with faith in interdependence as a strategic instrument. The reforms of 1991 saw Indian foreign policy starting to place a premium on economic and trade diplomacy.
New stakeholders such as business houses interested in transacting abroad started asserting themselves in Indian foreign-policy discourses – until then an exclusive preserve of trained diplomats and a few non-governmental experts. Resolution of the border dispute with China was put on the back burner as it emerged as a valuable economic partner of India’s. In other words, the key conditions for complex interdependence (a theory advanced by American academics Robert Keohane and Joseph Nye as a rival to realism) were put in place.
Twenty-five years later, interdependence as a strategy looks woefully inadequate in dealing with a resurgent China aspiring for hegemony in Asia. Realism as the guiding principle of Indian foreign policy is poised to make a comeback with vehemence; we only have to thank Xi Jinping for it.
Pande’s book is an excellent primer on how India has engaged with the world and will continue to do so – through realism with imperial hues, tempered by its civilisational responsibilities and grace. As such, it will be widely read by those who want to understand the neural roots of contemporary India’s strategic intent.
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[wptelegram-join-channel link=”https://t.me/s/upsctree” text=”Join @upsctree on Telegram”]2021 WEF Global Gender Gap report, which confirmed its 2016 finding of a decline in worldwide progress towards gender parity.
Over 2.8 billion women are legally restricted from having the same choice of jobs as men. As many as 104 countries still have laws preventing women from working in specific jobs, 59 countries have no laws on sexual harassment in the workplace, and it is astonishing that a handful of countries still allow husbands to legally stop their wives from working.
Globally, women’s participation in the labour force is estimated at 63% (as against 94% of men who participate), but India’s is at a dismal 25% or so currently. Most women are in informal and vulnerable employment—domestic help, agriculture, etc—and are always paid less than men.
Recent reports from Assam suggest that women workers in plantations are paid much less than men and never promoted to supervisory roles. The gender wage gap is about 24% globally, and women have lost far more jobs than men during lockdowns.
The problem of gender disparity is compounded by hurdles put up by governments, society and businesses: unequal access to social security schemes, banking services, education, digital services and so on, even as a glass ceiling has kept leadership roles out of women’s reach.
Yes, many governments and businesses had been working on parity before the pandemic struck. But the global gender gap, defined by differences reflected in the social, political, intellectual, cultural and economic attainments or attitudes of men and women, will not narrow in the near future without all major stakeholders working together on a clear agenda—that of economic growth by inclusion.
The WEF report estimates 135 years to close the gap at our current rate of progress based on four pillars: educational attainment, health, economic participation and political empowerment.
India has slipped from rank 112 to 140 in a single year, confirming how hard women were hit by the pandemic. Pakistan and Afghanistan are the only two Asian countries that fared worse.
Here are a few things we must do:
One, frame policies for equal-opportunity employment. Use technology and artificial intelligence to eliminate biases of gender, caste, etc, and select candidates at all levels on merit. Numerous surveys indicate that women in general have a better chance of landing jobs if their gender is not known to recruiters.
Two, foster a culture of gender sensitivity. Take a review of current policies and move from gender-neutral to gender-sensitive. Encourage and insist on diversity and inclusion at all levels, and promote more women internally to leadership roles. Demolish silos to let women grab potential opportunities in hitherto male-dominant roles. Work-from-home has taught us how efficiently women can manage flex-timings and productivity.
Three, deploy corporate social responsibility (CSR) funds for the education and skilling of women and girls at the bottom of the pyramid. CSR allocations to toilet building, the PM-Cares fund and firms’ own trusts could be re-channelled for this.
Four, get more women into research and development (R&D) roles. A study of over 4,000 companies found that more women in R&D jobs resulted in radical innovation. It appears women score far higher than men in championing change. If you seek growth from affordable products and services for low-income groups, women often have the best ideas.
Five, break barriers to allow progress. Cultural and structural issues must be fixed. Unconscious biases and discrimination are rampant even in highly-esteemed organizations. Establish fair and transparent human resource policies.
Six, get involved in local communities to engage them. As Michael Porter said, it is not possible for businesses to sustain long-term shareholder value without ensuring the welfare of the communities they exist in. It is in the best interest of enterprises to engage with local communities to understand and work towards lowering cultural and other barriers in society. It will also help connect with potential customers, employees and special interest groups driving the gender-equity agenda and achieve better diversity.