“A fingertip question and the truth about preparing future administrators.”
A question arises from Mussoorie: Has our administrative education become merely textbook? 600 trainees in Mussoorie, and one question that got everyone thinking. The true goal of the Lal Bahadur Shastri National Academy of Administration: to create ‘thinking administrators.’ Training isn’t just about lessons.
A small question posed in the classrooms of Mussoorie, a big lesson. A mirror of administrative training: When a simple question at the Lal Bahadur Shastri National Academy of Administration delivered a big message. The 100th Foundation Course in Mussoorie, Uttarakhand, and a profound insight into the fundamentals of leadership.
Located in the serene, disciplined, and cultured environment of Uttarakhand, Mussoorie’s renowned administrative academy campus—the Lal Bahadur Shastri National Academy of Administration—is a focal point for the creation of the country’s top civil servants. Even today, more than 600 officer trainees are preparing to shape the future of Indian administration. Recently, the valedictory ceremony of the 100th Foundation Course was held, a moment of pride for any institution. The presence of Defense Minister Rajnath Singh on this occasion further enhanced the grandeur of the event.
During the ceremony, the Defense Minister asked a simple mathematical question—”A man had some money. He gave half to A, a third to B, and the remaining 100 rupees to C. What was the total amount?”
This simple question, often used in everyday life, proved unexpected for the trainees. Many trainee officers became confused, even though the solution was readily available. Later, Rajnath Singh himself explained it simply. While this incident may seem trivial, it offers a very important insight into the true direction of administrative training and leadership skills.
The essence of administrative work is not merely knowledge of laws and regulations, but rather the ability to quickly understand, apply logic, and find practical solutions. Sometimes, in the most difficult situations, the simplest solution is the best—but this requires open-mindedness and practical thinking. This quality is what sets a capable administrator apart from the crowd.
This incident also serves as a reminder that civil service is not merely an exercise in academic intellect; it also demands an understanding of human nature, social behavior, quick decision-making, and common sense. The most effective official in any system of governance is one who possesses the ability to solve complex problems with ease.
The goal of training is not just knowledge acquisition but also the development of practical intelligence. A simple question reminds trainees that real administration is what happens in fields, markets, police stations, panchayat buildings, and offices—where simplicity is more useful than complexity.
The question asked by Rajnath Singh highlights two important aspects of administrative thinking –
First, the officer’s attention should be directed to the root of the problem, not its superficial complexity.
Secondly, do not panic in any challenge; rather, divide it and solve it simply.
There are many occasions in the civil service when an officer must provide relief, direction, and security to the public based on impromptu decisions. If an officer is adept at maintaining common sense even under momentary pressure, he or she can become a better administrator.
This context also raises the broader question: Has modern training become too technical, theoretical, or formal? Are we losing sight of the fundamentals of administration—simplicity, sensitivity, and common sense?
The history of the civil service shows that the country’s best officers have been those who possessed high intelligence, combined with simple thinking, public relations skills, and intuitive decision-making. Today, as the country faces new challenges—technology, complex administrative systems, a growing population, and rapid change—the role of an administrator has become even more expansive and multifaceted.
At such a time, it is essential that training not be limited to examinations and bookish knowledge, but also include practical mathematics, reasoning, common sense, psychological balance, and situational analysis.
This casual question posed by Rajnath Singh sends a message to the administrative machinery that the true test of leadership sometimes lies in small moments. The basis for major decisions lies in the officer who does not lose sight of basic understanding.
This incident also makes it clear that such unexpected questions arising during training sharpen the mind of the officer, provide him the ability to think under pressure and prepare him mentally for the real administrative world.
Over time, it has become essential that civil service training academies further enhance these types of interactions, question-based tests, and practical exercises. This will not only better prepare officers for public service but also develop their ability to resolve administrative complexities with ease.
In conclusion, this small incident in Mussoorie symbolizes that the power of leadership lies not only in grand speeches or lofty wisdom, but also in simple logic and fundamental understanding. This is a memorable message for the trainees shaping the future of the civil service—the greatness of administration lies in simplicity, not complexity.
