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BANGLADESH ARMY JOURNAL 63RD ISSUE JUNE 2018

Chief Editor Brigadier General Sheikh Shariful Islam, PhD

Editors Lt Col Mohammad Monjur Morshed, psc, AEC Maj Md Tariqul Islam, AEC

The opinions expressed in the articles of this publication are those of the individual authors and do not necessarily reflect the policy and views, official or otherwise, of the Army Headquarters.

Contents

Editorial i

INTERPERSONAL RELATIONSHIP IN MILITARY: AN INTANGIBLE TOOL IN 1-10 ATTAINING ORGANIZATIONAL GOAL Lieutenant Colonel Dewan Mohammad Monzur Hossain, SUP, SPP, psc, Inf CASCADING THE PHILOSOPHY OF MISSION COMMAND 11-21 (AUFTRAGSTAKTIK) FROM PRUSSIAN ARMY DOWN TO BANGLADESH ARMY: EXPLORING THE FEASIBILITY Lieutenant Colonel K M Mehedi Hasan, psc, Engrs MILITARY HISTORY- KNOWING THE PAST TO MAKE A BETTER FUTURE 22-29 Maj Golam Mohammad Saiful Alam Khan, psc, sigs BALANCING SERVICE AND PERSONAL LIFE: A PRE-REQUISITE TO 30-43 MILITARY PROFESSIONALISM Lieutenant Colonel Muhammad Saifur Rahman, afwc, psc, Engrs IMPROVISE EXPLOSIVE DEVICE AND ITS COUNTER STRATEGY FOR 44-59 BANGLADESH ARMY Lieutenant Colonel Bhuiyan Mohammad Golam Kibria, psc, Engrs DIGITALIZING THE LIBRARIES: AN INITIATIVE TO ATTRACT THE 60-77 READERS IN BANGLADESH ARMY Major Md Jahangir Alam, AEC LEARNING THE ART OF RIVERINE WARFARE: A DISCOUNTED 78-88 INEVITABILITY FOR BANGLADESH ARMY Lieutenant Colonel Mohammad Reazul Kabir, afwc, psc, G, Arty NECESSITY OF PROGRESSIVE ADJUSTMENT OF MILITARY LEGAL 89-99 SYSTEM FOR BANGLADESH ARMY IN PRESENT PERSPECTIVE Brigadier General Muhammad Sajjad Siddique Major Md Mohshin Raja, AEC (JAG) A DOCTRINAL APPROACH TO PREPARE BANGLADESH ARMY FOR 100-111 FUTURE DISASTER MANAGEMENT Lieutenant Colonel Raju Ahmed, afwc, psc, E Bengal

Editorial

Bangladesh Army Journal is a forum for the Army writers in military outfit. The contributors of this journal are always enthusiastic to put forward their new ideas for the untrodden spheres of their professional life with a view to chasing the continuous progress of the organization. Like the previous issues, the 63rd issue is also condensed with a wide panorama of military professions like Improvise Explosive Devices (IEDs), Learning the Art of Riverine Warfare, Future Disaster Management, Interpersonal Relationship in Military, Philosophy of Mission Command, Balancing Service and Personal life, and Progressive Adjustment of Military Legal Systems, etc. With all these varied subject matters, it is expected that our esteemed readers will not only find this issue immensely interesting but also useful and thought provoking. The journal is a genuine outlet for those who pursue higher study. The contributors have toiled their best, putting forward their practical experience and ingenuity, which will certainly encourage the readers for their intellectual and emotional development.

At the end, we would like to thank all concerned for cooperating us in publishing the journal. We are really grateful to those who had contributed immensely for years together to make the journal rich in ideas and thoughts. We are sorry to utter that due to limited scale of pages we are unable to include more articles which are also rich in quality. We are optimistic that the fountains of ideas of prospective contributors would make the future issues ever better.

Bangladesh Army Journal  June 2018

INTERPERSONAL RELATIONSHIP IN MILITARY: AN INTANGIBLE TOOL IN ATTAINING ORGANIZATIONAL GOAL

Lieutenant Colonel Dewan Mohammad Monzur Hossain, SUP, SPP, psc

“To a degree that we seldom realize, we depend upon the participation of others in our lives, and upon our own participation in the lives of others. Our success and effectiveness as persons is based upon this participation, and upon an ability to maintain a controlling competence in communicating with others.” –Roy Wagner, the Invention of Culture

Abstract

In military, we constantly work with one another on a day to day basis including deployments to various parts of the world. As such, interpersonal relationship in military bears immense importance. Though, affected by socio-economic changes and revolution in Information Technology, significance of interpersonal relationship in the military in attaining the organizational goal never got dimmed. Traditions, customs and organizational culture, patriotism and common values, similar social, cultural and educational background, communication skill, flexibility, honesty and acceptance always remained as key factors of interpersonal relationship. It is no denying a fact that we need to strengthen our interpersonal relationship in order to attain our professional and organizational goals. And, to strengthen the interpersonal relationship, we should strengthen our regimental associations, enhance official and social interactions, reduce gap between the superiors and subordinates so on and so forth.

Introduction

An interpersonal relationship is the nature of interaction that occurs between two or more people. People in an interpersonal relationship may interact overtly, covertly, face-to-face or even anonymously. Interpersonal relationships occur between people who fill each other’s explicit or implicit physical or emotional needs in some way. In military, understanding interpersonal relationship is more important since it’s all about the leader and the led, and relationship between and within officers and men.

Military, the profession of arms has always been seen as a noble profession. It has always been viewed as one which is different from the others in contemporary society. The same is not only because it protects the national interests and is the last bastion of a nation; but also because of its traditions, ethics and values that have always been associated with this profession. A healthy interpersonal relationship amongst soldiers is one such virtue that has always been admired; within the organizations, as well as to those who have tried to understand the fabric of the military organizations. Interpersonal relationship is also important in contributing to other intangible virtues like unstinting patriotism, loyalty, camaraderie, and unquestioned adherence to

Interpersonal Relationship in Military... the word of command. Thus, the quality of interpersonal relationship is extremely vital in attaining the organizational goals.

The changing socio-economic dynamics have certainly affected this important virtue in the military. The ‘Information and Technology Revolution’ has also paradoxically affected the interpersonal relationship amongst the members of the organization, both in horizontal as well as vertical dimension. This is certainly a big challenge in any military organization and needs to be addressed on an urgent basis.

This paper analyses the significance of interpersonal relationship in the military, the factors affecting the relationship, and the effects of socio economic dynamics on the same. It also suggests some methods for overcoming these challenges and enhancing the degree of interpersonal relationship in military organizations.

SIGNIFICANCE OF INTERPERSONAL RELATIONSHIP

“From this day to the ending of the world, But we in it shall be remembered-We few, we happy few, we band of brothers; For he to-day that sheds his blood with me Shall be my brother; be he ne’er so vile….” –William Shakespeare

Attainment of Organizational Goal

The profession of arms often requires extra-ordinary measures to be adopted by its members. Being ready as well as willing to risk one’s life and making the supreme sacrifice to answer the of duty certainly cannot be expected merely by enactment of laws and rules. An excellent degree of interpersonal relationship between the leader and the led, as well as amongst peers certainly is an enabling factor for most soldiers while embarking on missions that are associated with a high degree of risk, thereby contributing towards attainment of the organizational goals.

Sense of Belongingness

Favourable degree of interpersonal relationship makes a person feel a part of organization. He finds it easier to associate with his superiors, peers and subordinates when there is a cordial relationship amongst them. This feeling of belongingness to the organization contributes significantly with identifying oneself with the organizational goals as well.1

Understanding One’s Superiors, Peers and Subordinates

A high level of interpersonal relationship also goes a long way in understanding the characteristics, strengths and weaknesses of other members in the organization. Thus it helps in various functions like assignment of various tasks and responsibilities, finding the right

1Lieutenant Colonel Robert M. Hill, EdD, U.S. Army, Retired, Interpersonal Engagement the Indispensable Warrior Skill, Military Review September-October 2015.

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man for the job and understanding the style of functioning of other members in the organization, thereby also contributing significantly to attainment of the organizational goals.

Enhancing Trust and Camaraderie

Leadership is not something one does alone. It is an expression of collective, community action-unified action of leaders and followers who trust enough to jointly achieve mutual goals. The task of creating a culture conducive to interactive trust is perhaps the preeminent leadership task. This practical guide identifies the key elements leaders need to manipulate to create such a trust culture in any work environment.2 By learning to shape culture to meet changing needs, by learning to be continually responsive to the organization's vision as well as to the needs of a changing follower core, the leader can create the situation necessary for any successful organization, one where followers can trust others and feel free to work together to gain mutually desired goals. Good interpersonal relationship contributes significantly in enhancing the levels of trust and camaraderie with ones leaders, peers and under command men. It also helps in understanding others problems and limitations which obviously helps in overcoming them.3 It also plays a vital role in a leader’s ability to motivate his troops to achieve the assigned goals.

Figure 1: Significance of Interpersonal Relationship

2Fairholm, Gilbert W, Leadership and the Culture of Trust, Westport: Praeger, 1994. 3Langford, R, Interpersonal Relationships and Military Trauma, DClinPsych Thesis, University of Warwick, May 2013.

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Effective Social Engagement

Interpersonal relationship is important for military not only within the organization but also with outside society where they need to operate. Interestingly, if we look for “interpersonal” or “social” engagement in Google or in any other open sources, the top results typically include topics on ways to enhance social engagement for those diagnosed with autism. One way to explain this outcome is that social engagement effectiveness is presumed innate among the general population. However, the practical experience of the Armed Forces reveals that such effectiveness is elusive for many.4These faulty assumptions have resulted in a glaring lack of initial and sustainment training for this increasingly essential skill set. The interpersonal relation is sine qua non for all members of the Armed Forces and must be taught, cultivated, practiced, and assessed continually throughout the career because soldiers’ lives, the lives of others, mission success, and above all organizational success will increasingly depend on it.

FACTORS AFFECTING INTERPERSONAL RELATIONSHIP

Traditions, Customs and Organizational Culture

Organizational traditions and culture are significant factors that contribute in building relationships with other members, especially in the formative years of one’s career. An encouraging organizational culture also strengthens the bands of belongingness to the organization, thereby aiding the development of interpersonal relationship with other members of the organization.

Patriotism and Common Values

Military men have a deep shared belief imbibed with patriotism. Respect to this common value helps one to admire his peers, understand his leaders/undercommand men, and thereby enhancing a personal relationship with them which goes way beyond the professional relationship. As they are trained together to sacrifice for common cause, it works as an enabler for a strong interpersonal relationship.

Similar Social, Cultural and Educational Background

Bangladesh being a homogenous country with similar social, cultural and educational background effortlessly allows the members of Armed Forces in building as well as developing personal relationships, especially with one’s peers. Thus, it helps to build up the relationships amongst the soldiers at one hand and within the officers’ community on the other. This also goes a long way in the soldiers’ developing trust and confidence in the ability of the officers, thereby aiding in acceptance of their ideas and policies, as the soldiers understand and appreciate the capabilities of their leaders.

4Hunt, James, George Dodge and Leonard Wong, Out-of–the-Box Leadership: Transforming the Twenty First Century Army and Other Top Performing Organizations, Stamford: JAI Press Inc, 1999.

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Figure 2: Factors Affecting Interpersonal Relationship

Communication Skill

The ability of a person to communicate freely and effectively with ones superiors, peers and subordinates is definitely an enabling factor in achieving a high degree of interpersonal relationship with them. This also goes hand in hand with the willingness of various members to communicate with others as an equally important virtue.

Flexibility, Honesty and Acceptance

Good interpersonal relationships are flexible and can adapt to change. Circumstances change and members of a unit or sub-unit cannot always carry through the plans they have made together. More so, honesty is very important for a healthy and long lasting interpersonal relationship between the leader and the led. Dishonesty leads to distrust which affects the efficiency at the work and hampers achieving organizational goal. On the other hand, over reacting on any issue disrupts a healthy relationship. It is necessary to stay calm and increase the level of acceptance at all level. Avoidance of ‘Zero Error Syndrome’ helps in the development of interpersonal relationship and thus solves several issues.5

EFFECTS OF CHANGING SOCIO-ECONOMIC DYNAMICS ON INTERPERSONAL RELATIONSHIP

Deterioration in Interpersonal Relationship

The changing socio-economic factors have, by and large, contributed to an adverse impact on interpersonal relationship in the Armed Forces. This threatens to have a cascading effect on the other intangible virtues like patriotism, loyalty, camaraderie, etc. Factors contributing to deteriorating interpersonal relationship in Armed Forces and their effects are discussed in subsequent paragraphs.

5Chief of Army Staff Training Directives 1/2013.

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Easy Access to Virtual World

The revolution in ‘Information and Communication Technology’ and ‘unprepared exposure’ to it in particular has had a negative impact.6 It is paradoxical that the technology that was to lift barriers amongst men has ended up weakening the bonds of personal relationship.7 It would not be an over-statement to say that many of us have started viewing the gadgets like laptop and cell phones as our ‘soul-mates’ and feel rather lifeless and virtually handicapped without one even for a short duration. We are content in living in a ‘virtual world’, and at most times the biggest casualty is our personal relationship with the other members in the organization. Socialising has definitely taken a back seat and there is a marked reluctance to take time off from our ‘newly found soul-mates’.

Rapid Urbanization, Nuclear Families and Serving Couples

Urbanization is taking place at a rapid pace. Nuclear families are now a norm rather than an exception, and double income couples definitely constitute a standard pattern today. All these factors have enhanced our feeling of vulnerability to the vagaries of modern day life. The resulting tension concern for the same is definitely having a negative effect on the frequency and quality of our social interaction with the other members of the ‘Armed Forces Fraternity’, thereby impacting interpersonal relationships adversely.

Growing Materialism and Sky Rocketing Ambitions

The growing consumerism and materialism has led us to become more ambitious in general. This has led to a dangerous situation where we are not able to draw a distinct line between ‘purely professional issues’ and social aspects related to our professional lives. This has led to our relationship with other members of the organization becoming increasingly mechanical, more superficial and a matter of formality, wherein the personal touch is totally absent. This has adverse impact on the interpersonal relationship.

Role of Media and Satellite Channels

Media, along with proliferation of modern day education has played a significant role in enhancing one’s awareness of his rights. This has also led to a definite reduction in tolerance levels of most individuals. The resulting trust deficit has significantly contributed in the reduction of the overall trust levels and the willingness to develop social relationship with the members of the organization. Easy access to satellite channels, even in rural areas, has negative impact on the social upbringing of the young generation who becomes part of military community one day. Deficit of social and moral values amongst officers and men are becoming frequent findings nowadays.8 As such, there lies a distinct generation gap between the members of the Armed Forces and interpersonal relationship is seriously hampered.

6Dr. A I Mahbub Uddin Ahmed, Supernumerary Professor, University of Dhaka. 7Ulmer, Walter, Military Leadership into the 21st Century: Another ‘Bridge Too Far?, Carlisle Barracks, PA, Spring 1998. 8AHQ Project Study Paper by 55 Infantry Division, October 2016.

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Deterioration in Ethical Values

There has been a marked deterioration in the ethical standards of our society as a whole which has infected the Armed Forces also to a certain extent. Though, the magnitude of the same is miniscule, it has a potential of burgeoning into a major way which would impact our interpersonal relationships in a significant way. Most people would not be comfortable in identifying with a person who has low ethical values and no respect for the traditional and organizational ethics of patriotism, honesty, trust, and camaraderie, thereby leading to an adverse effect on our interpersonal relations in the Armed Forces.

POSSIBLE MEASURES FOR STRENGTHENING THE INTERPERSONAL RELATIONSHIP

Strengthening Regimental Associations

The initial grooming of young officers as well as recruits during their regimentation helps them to understand the organizational culture, background of the other members and their characteristics. It also helps in learning to appreciate others beliefs, ideas and limitations, thereby aiding in development of personal relationship with others. Strengthening of regimental associations like Roll Call, Darbar, games and sports, etc. would not only enhance the interaction amongst soldiers but also provide enhanced opportunity to the officers to interact with the soldiers during ‘non-office’ hours, thereby acting as a catalyst in strengthening bonds amongst them. It would also provide an alternate platform to exchange views, thereby aiding the enhancement in personal relations. The time tested buddy system would go a long way in understanding problems of the peers’, thereby aiding development of an association with them. Also, the accountability of various appointments like Section Commanders, Platoon Sergeants, etc. would encourage them to be abreast and aware of various personal problems of other soldiers. This would not only help in keeping up their morale during adverse times but also in developing personal bonds with them.

Figure 3: Dynamics of Interpersonal Relationship

Interpersonal Relationship in Military...

Enhanced Official Interactions

There should be an enhancement in the frequency and improvement in the quality of official interaction with one’s undercommands during interviews, briefing and counselling, etc. During such occasions, officers must make their undercommands feel comfortable, share their concern and discuss personal issues commensurate with the comfort levels of the soldiers. These would go a long way not only in building and gaining their trust but also in strengthening the bonds with them.

Enhanced Frequency of Regimental Functions and Social Interactions

Social interactions with troops help a leader not only in his ability to identify with and understand his troops but also in winning their trust and their willingness to be associated with the leader. When one goes for these social functions, there should be a willing and meaningful interaction with them, and not merely a mechanical one, which in fact acts as a negative factor. The frequency and scale of celebration of regimental functions should be enhanced with an increase in other social interaction whenever possible. Needless to say, the quality of interaction during such occasions has to be such that it displays a genuine concern for one’s under commands.

Regimental functions like ‘Raising Day Celebrations’ and ‘Regimental Re-union’ are excellent opportunities to interact with one’s superiors, peers and subordinates on an informal and personal gesture. These not only go a long way in development of ‘Regimental Bonds’ but also in mutual respect and understanding, which is an important tool in enhancing one’s personal relations in the organization.

Reduction of Gap between the Superiors and Subordinates

A genuine concern for one’s subordinates is ‘seen through’ by them and is not required to be spoken about. Similarly, respect for superiors is different from obeying their orders and can be easily recognized as such. These two factors are definitely very effective tools in changing and developing vertical relationships’ in the organization. The changing socio-economic dynamics calls for a reduction in the huge gap amongst various ranks of officers; amongst officers, JCOs and soldiers; and amongst various ranks in JCOs and soldiers. We should get out of the strict hierarchies and start discarding such colonial legacies, slowly but surely. This would not only be in tune with the times but also result in enrichment and enhancement in personal bonds.

Socialising amongst Officers

Frequent and constructive socializing amongst officers during various functions like ‘Dining In’, ‘Dining Out’, ‘Calling On’, and birthday or anniversary parties help in building strong bonds amongst officers. Whenever the officers are able to interact with other officers on a totally personal front during such functions, the positive effect it has in developing a truly personal relationship with other officers and their family is certainly an exponential one. The willingness of the ladies and children to identify with the ‘Regimental Family’ is also a very positive enabler in strengthening such bonds.

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Accessibility to Senior Officers

The accessibility and approachability to senior officers in the organization should be enhanced following the laid down channels of command. However, at the same time, there must be a willingness to let an individual approach the Commanding Officer directly in case he so feels that the intermediary commanders may not be able to solve his problems. At the same time, the intermediary commanders should not feel that they haven’t been given their due. Such a trend would not only enhance strengthening of hands, but also enhance mutual trust. Innovative measures like utilization of ‘SMS’ services or a ‘Regimental Helpline’ may also be planned to help any soldier to overcome his problems.

High Degree of Transparency

A higher degree of transparency in all aspects of functioning should be encouraged. Functioning should not only be transparent but also fair, honest and systematic. This would definitely go a long way in winning the trust of the subordinates and create a conducing, healthy working environment. Needless to say, it would aid the development of more meaningful relationships based on mutual trust.

Separating Professional Events from Social Events

Officers at all levels should understand the importance of social functions and make sure that they are kept insulated from professional aspects. Traditional ‘Call On’, etc. should be encouraged and interactions amongst spouses and children should not be based on ranks and position of the officers. Such attitude and practices would definitely be a positive enabler to the development of personal bonds.

Innovative Measures

Innovative measures like presenting a gift to soldiers on their birthday/ anniversary, giving a day off for their children’s birthday, etc, would help in reduction of ‘rank gaps’ and strengthen interpersonal relationship. The same must, however, be in tune with organizational ethos and values.

Conclusion

The importance of interpersonal relationship in the Armed Forces is an enabling factor in the attainment of professional and organization goals. It also goes a long way in building up bonds that go way beyond our profession and continue for a lifetime. Strong interpersonal relations here always had been a hallmark of our Armed Forces.

The changing socio-economic dynamics in the present day scenario poses a challenge to the development and strengthening of interpersonal relationship in our organization. The same may be determined and pursued to achieve the organizational goals. We need to take necessary measures to ensure that the changing socio-economic dynamics do not impact our organization adversely. More so, we should be willing to accept the demands of the time and adopt innovative measures, not going beyond the organizational ethos, to achieve the same.

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BIBLIOGRAPHY

Books 1. Bennis, Warren, The Unconscious Conspiracy: Why Leaders Can’t Lead, San Francisco: Jossey-Bass Publishers, 1989. 2. Covey, Stephen, The 7 Habits of Highly Effective People. Powerful Lessons in Personal Change, New York: Simon & Shuster, 1989. 3. Fairholm, Gilbert W, Leadership and the Culture of Trust, Westport: Praeger, 1994. 4. Finzel, Hans, The Top Ten Mistakes Leaders Make, Colorado Springs, 2000. 5. Hunt, James, George Dodge and Leonard Wong, Out-of–the-Box Leadership: Transforming the Twenty First Century Army and Other Top Performing Organizations, Stamford: JAI Press Inc, 1999.

Publications 6. Langford, R, Interpersonal relationships and military trauma, DClinPsych Thesis, University of Warwick, May 2013. 7. Anne Westlund Harper, The Soldier 360° Program: Strengthening Combat-Exposed, Non- commissioned U.S. Army Officers’ Interpersonal Sensitivity, April 2017. 8. Anneliese M. Steele, Are The Relationships Between Junior and Senior Leaders In The U.S. Army Officer Corps Dysfunctional? April 2001. 9. Lieutenant Colonel Robert M. Hill, EdD, U.S. Army, Retired, Interpersonal Engagement the Indispensable Warrior Skill, Military Review September-October 2015. 10. Warren Bennis, Why Leaders Can’t Lead The Unconscious Conspiracy Continues, San Francisco, CA: Jossey-Bass Publishers, 1989. 11. Nick Kotz, Nancy Nathan, and Cathryn Donohoe, Where Have All The Warriors Gone?, Washington, D.C., The Washingtonian, July 1984. 12. James Bennet, So Many Officers, So Little to Do, The Washington Monthly, Washington D. C., February 1990. 13. Ulmer, Walter, Military Leadership into the 21st Centrury: Another ‘Bridge Too Far?,Carlisle Barracks, PA, Spring 1998.

Lieutenant Colonel Dewan Mohammad Monzur Hossain, SUP, SPP, psc was commissioned with 37th BMA Long Course on 11 December 1997 in the Corps of Infantry. He commanded 30 East Bengal Regiment and was the raising Commanding Officer of Adhoc 62 East Bengal Regiment. He has served as General Staff Officer-3 (Operations) in Headquarters 9 Infantry Division and as Brigade Major in Headquarters 46 Independent Infantry Brigade. He was Platoon Commander in Bangladesh Military Academy. He served as contingent member in UNOCI and as Staff Officer in UNAMID. He is a Graduate of Defence Services Command and Staff College, Mirpur and Defence Services Staff College, Wellington, India. He has passed the Masters in Defence Studies from Bangladesh University of Professionals and Masters in Defence and Strategic Studies from University of Madras, India. Presently, he is serving as Directing Staff in Defence Services Command and Staff College, Mirpur.

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CASCADING THE PHILOSOPHY OF MISSION COMMAND (AUFTRAGSTAKTIK) FROM PRUSSIAN ARMY DOWN TO BANGLADESH ARMY: EXPLORING THE FEASIBILITY

Lieutenant Colonel K M Mehedi Hasan, psc, Engineers

Abstract

Warfare against traditional and hybrid opponents in new century is creating circumstances which were never seen before. Today’s combat offers fleeting opportunities that disappears quickly if leaders, from general to subaltern, fail to grasp those. This necessity actually calls for ‘Mission Command’ or what Germans used to term as Auftragstaktik. This doctrine pushes decision authority to lower echelons of command with maximum flexibility. In contrary to that, direct or managerial approach is characterized by centralization, standardization and detailed order system. Bangladesh Army has long been operating using this traditional direct approach of C2 system. But, interestingly, it also advocates the necessity of decentralized C2 system through number of General Service Training Pamphlets. This doctrinal dilemma actually necessitated an in-depth study on this particular philosophy of command along with its suitability in the context of Bangladesh Army. This article is a pursuit of aforesaid statement. The findings and recommendations are expected to benefit the policy-makers of Bangladesh Army while formulating new doctrines to keep pace with ‘Vision 2030’.

Introduction

The Prussian, and, latterly, the German concept Auftragstaktik, often translated as mission command1, denotes decentralized leadership. It is a philosophy of command that requires and facilitates initiative at all levels of command directly involved with events on the battlefield. It allows and encourages subordinates to exploit opportunities and exercise personal judgment in pursuance of their mission while maintaining alignment through the concept of the commander’s intent. The approach presumes the existence of trust in the individual's ability to act wisely and creatively when faced with unexpected situations, independently from higher authority.

It is needless to mention that, many of the world’s leading armies and their allies are shifting their focus towards this concept. But unlike other armies, Mission Command is somehow a new concept for Bangladesh Army. Many military genius of our army has given the idea long back or expressed the concept informally, but it came into being officially after the introduction of a few new General Service Training Pamphlets. As opposed to other armies, Bangladesh Army officially did not indoctrinate Mission Command, though it encourages the concept.

1 Of the various translations offered for the term Auftragstaktik, Mission Command is the most common, and the one used in American Field Manuals (FMs).

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The problem of implementing the idea for Bangladesh Army is that it clashes with the existing legacy of direct or managerial approach to command. The direct or managerial approach is characterized by centralization, standardization and detailed planning (Shamir, 2010). It aspires for maximum efficiency and certainty. Bangladesh Army mostly has long been operating using this traditional authoritarian approach, requiring strict obedience to order for mission accomplishment. But, interestingly, according to the ‘Blending Concept’, troops will fight in smaller groups and columns in the entire length and breadth of the theatre of operation. In that situation, local commanders need to react to the fast-changing situation and take independent decisions basing on broad guidance and mission type orders. Thereby, it seems that Bangladesh Army is oscillating between the traditional Direct or Authoritarian Command and Control (C2) system and situational demand of Mission Command. Therefore, this paper aims to examine the feasibility of replacing Direct or Managerial Approach to Command with Directive or Mission Command.

Indicators of an Effective C2 System

C2, in a military organization, is the exercise of authority and direction by a properly designated commander over assigned and attached forces in the accomplishment of the mission (FM 5-0). Being intangible in nature, it is difficult to delineate the indicators of an effective C2 system. However, to compare the two different C2 systems, following criteria is treated as the indicators. The list is not exhaustive in any way. a. Speed in Decision Making Process (DMP). No degree of technological development or scientific calculations can diminish the human dimensions in war. Decision has to be taken by human being, machines are only the aids. Brilliance in decision making process largely depends on speed. Again, few scholars opine that the theory of kinetic energy (½ mv²) of physics hold good in military operations as well. An inferior force may be weak in mass (m), but it can easily overcome it with superior speed (v). That speed can be of speed in manoeuvre or speed in decision making process. Faster decision making process originates from effective C2 system. b. Response to Quickly Changing Situation. Today’s battlefield is more disorderly where ‘disorder’ is a weapon. Plans will not sustain with the fire of the first bullet; communications may fail due to enemy actions. In those circumstances, it is difficult to impose precise and positive control over everything; only general framework of order will influence general flow of action. There lies the necessity of an effective C2 system. The system, which cannot response to quickly changing situation will not sustain in the long run. c. Compatibility with All Styles of Warfare. Basically, there are two styles of warfare: Attrition and Manoeuvre. In attrition warfare, victory comes through cumulative destruction of enemy’s material assets by superior firepower, while manoeuver warfare seeks decision by incapacitating the enemy system. All warfare encompasses both attrition and manoeuver in some mix, but future battlefield will be more inclined towards manoeuvre approach. These two styles of warfare demand some changes in C2 system as well. Looking through the eyepiece of ‘Vision 2030’, Bangladesh Army is trying to adopt a C2 system which is compatible to all styles of warfare.

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d. Flexibility vs. Synchronization. Highly fluid, technologically-laden modern warfare systems call for flexible, yet synchronized responses to anomalous, unanticipated situations. A superior commander, acting as a remote supervisor oversees multiple subordinate commanders or actors, each controlling a local process. In those circumstances, success hinges on synchronized yet flexible C2 system.

KEY CONCEPTS OF MISSION COMMAND

The Genesis of Mission Command. Helmuth Karl Bernhard Graf von Moltke (26 October 1800 – 24 April 1891) was a German General Field Marshall. Being the Chief of Staff of the Prussian Army for thirty years, he is regarded as one of the great strategists of the latter 19th century, and the creator of a new, more modern method of directing armies in the field. The very word Auftragstaktik was first used by Von Moltke. However, its origin can be found in the Prussian military reforms beginning in 1808, following Prussia's disastrous defeats by Napoleon. The idea was to develop a high degree of initiative and freedom of action within officers and soldiers. Such concept gave birth to ‘Auftragstaktik’ meaning ‘Mission Oriented Command and Control’ which was defined in the German Army Regulation (HDv) 100/900. Auftragstaktik was crucial in many German land campaigns, particularly on the Western Front and in North Africa during the World War-II.

The Philosophy of Mission Command. As per ADP 6-0 the exercise of mission command is based on mutual trust, shared understanding and purpose. Commanders must understand that some decisions must be made quickly at the point of action. Therefore, they concentrate on the objectives of an operation, not how to achieve it. Commanders provide subordinates with their intent, the purpose of the operation, the key tasks, the desired end state and resources. Subordinates then exercise disciplined initiative to respond to unanticipated problems. Every Soldier must be prepared to assume responsibility, maintain unity of effort, take prudent action, and act resourcefully within the commander’s intent. The six principles of mission command are (ADP 6-0): a. Build cohesive teams through mutual trust. b. Create shared understanding. c. Provide a clear commander’s intent. d. Exercise disciplined initiative. e. Use mission orders. f. Accept prudent risk.

Auftragstaktik vis-à-vis Detail Order System. The concept of Auftragstaktik can further be clarified when compared with Detail Order System. These two opposing concepts have been developed side by side throughout the history of warfare. Different armies of the world recognized them as they mingled and influenced their history, culture and tradition. Here both the concepts are compared from the following angles: a. Command and Control. Auftragstaktik capitalizes on decentralized system of command and control, whereas the Detail Order System is basically a centralized system. One

Cascading the Philosophy of Mission Command...

emphasizes command over control, and the other emphasizes control over command. Decentralized control offers more flexibility in handling critical battle situations, whereas centralized control allows adaptive flexibility in the use of limited resources and enables commanders to regroup or redeploy in the changing circumstances (Manjur, 1993).

MISSION COMMAND DETAIL COMMAND

• Probabilistic • Deterministic Assumes war is • Unpredictable • Predictable • Disorder • Order Accepts • Uncertainty • Certainty • Decentralization • Centralization • Spontaneity • Coercion • Informality • Formality • Loose rein • Tight rein • Self-discipline • Imposed discipline • Initiative Tends to lead to • Obedience • Cooperation • Compliance • Acceptable decisions faster • Optimal decisions, • Ability all echelons but later • Higher tempo • Ability focused at the Top • Implicit • Explicit Communication • Vertical and horizontal • Vertical types used • Interactive • Linear • Organic Organization • Hierarchic • Ad hoc types fostered • Bureaucratic • Delegating Leadership styles • Directing • Transformational encouraged • Transactional • Art of war • Science of war • Conduct of operations Appropriate to • Technical/procedural Tasks

Figure 1: Concepts of Detailed Command and Mission Command within a C2 spectrum (FM 6-0).

b. Initiative and Freedom of Action. Mission Command encourages exercise of initiative and freedom of action thus producing ‘thinking leaders’ to apply their own intelligence and judgment. On the other hand, in direct order type system, there is very limited scope of developing the junior leadership since they merely carry out their commander’s order. They

Bangladesh Army Journal  June 2018

act as reactor rather than initiator and hesitate to take appropriate action on the battlefield in the absence of specific order (Manjur, 1993). c. Decision Making and Execution. In Auftragstaktik, commanders give the concept of operation in a broad outline relying on subordinates to get the task accomplished within a broad charter of action. On contrary, the Detail Order System has the demerit of conveying a battle situation to the higher commander for obtaining decision. It compels the higher commander to know every detail of the battle scenario who may be away from the spot (Manjur, 1993). d. Training and Education. A higher standard of training and educational background is necessary for adopting Mission Command since it decentralizes responsibility up to the lowest level. It can quickly grow in an environment of discipline and free society. A long war upsets its value since adequate time and trainers are needed to get the new corners infused with the system. In a Detail Order System the problem is less complicated since the superior commanders share the maximum responsibility (Manjur, 1993). e. Management of Resources. In a Mission Oriented Command and Control System the use of allotted resources depends on the judgement of subordinate commanders. Shifting of resources from one front to another becomes inconvenient at a critical stage of battle. On contrary, the centralized management of resources proved to be more effective, especially when it is inadequate (Manjur, 1993).

POSSIBLE EFFECTS OF MISSION COMMAND ON C2 SYSTEM OF BANGLADESH ARMY

General. There is no doctrinal evidence of what type of C2 system exists in Bangladesh Army. It is a general perception that mostly a detail order based Direct C2 System (Befehlstaktik) is practised in Bangladesh Army. In direct or managerial approach to command in Bangladesh Army, orders are usually very detail and executions are centrally controlled. On faced with difficulty due to an unexpected event, subordinate commanders tend to seek decision from their superiors rather than trying to judge the situation and decide a course of action themselves that conforms to the overall organizational goal (Intekhab, 2010). But, an effective C2 system should be characterized by timely and effective decision making, shared understanding of commanders’ intent, subordinates’ responsibility to deliver that intent, decentralization of authority and most importantly mutual trust (Keith, 2006). Keeping that in mind, an effort was made to find out the possible effects of Mission Command on C2 system of Bangladesh Army in following paragraphs.

Early Response to Quickly Changing Situation. With the changing nature of modern warfare, blessed with technology and information warfare, future operations will be highly demanding on leaders/commanders to react to fast changing situations. Fluid situations, fleeting opportunities and chaotic conditions will require rapid decision making under conditions of uncertainty (Manjur, 1993). Mission Command can positively influence the C2 system of Bangladesh Army by providing the scope of early response in quickly changing situation.

Cascading the Philosophy of Mission Command...

Initiatives from Subordinates. The Table 01 shows that the battlefield dispersion is increased by almost 3000 times over the history of warfare. That actually necessitates the initiative from our local or junior commanders to act independently which can only be achieved through Mission Command.

Table 01: Battlefield Dispersion (Dispersion of 100,000 Personnel)

Period Area Sq km Depth Frontage Antiquity 1 0.15 6.5 Napoleonic Era 20 2.5 8 WW I 248 14 17 WW II 2,750 57 48 1973 Arab-Israel War 4,000 70 57

Source: T.N. Dupuy, 1980

Flexibility in Decision Making. Initial plan is likely to vary considerably during the course of combat. Therefore, the plan should be made flexible enough to permit variation by subordinate commanders in pursuing the higher commander’s intention. The Detail Order System of Bangladesh Army has the inherent limitation of conveying a battle situation to the higher commander for obtaining decisions. Mission Command will provide more flexibility in decision making for Bangladesh Army.

Exploiting the Fleeting Opportunity. When two belligerents interact, numerous fleeting opportunities are created for both the rivals. By exploiting opportunities, one creates more opportunities for exploitation. Mission command argues for ruthless exploitation of these opportunities to generate decisive results (MCDP-1, 1997). Mission Command can positively affect the C2 system of Bangladesh Army in regards to exploitation of fleeting opportunity.

Development of Organizational Leadership rather than Individual Leadership. “The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.”–Theodore Roosevelt. This actually defines the organizational leadership. In contrast to Direct C2 System, the Mission Command will nurture organizational leadership through vesting authority to the subunit commanders of Bangladesh Army.

CHALLENGES OF INDOCTRINATING MISSION COMMAND FOR BANGLADESH ARMY AND MEANS TO OVERCOME

General

After years of experimentation, the Prussians institutionalized Auftragstaktik in 1870, while the word itself did not appear until the Manual of 1888. Though the practice of Mission

Bangladesh Army Journal  June 2018

Command (Auftragstaktik) had evolved almost a hundred years earlier, institutionalizing of such a vast philosophy took almost a century by the Germans. Mission Command is not only about delegating authorities to subordinate commanders; it implies a whole set of measures that have to be developed during the implementation of this concept in any of the armies. Holistically, Mission Command encompasses many diverse aspects of the military profession. It includes the nature of war, the command climate, the educational process, the structure of the army and the society that the army serves.

Bangladesh Army was born through its War of Liberation. It has inherited the military tradition and culture from the British Army. The army retained much of the basic structure of Pakistan Army and thus the old Indian Army. Such transformation has distinctly moulded the C2 system, leadership environment, senior-subordinate relationship, application of tactics, training and education system of Bangladesh Army. Therefore, cascading the idea of Mission Command to Bangladesh Army with its socio-economic, political and educational background will certainly offer formidable challenges. In this backcloth, following paragraphs will deal with the likely challenges of indoctrinating Mission Command for Bangladesh Army with probable means to overcome those challenges.

Challenges to Adopt Mission Command

Inadequate Preparedness of the Junior Leaders to Act Independently. The characteristics of Mission Command demand a greater amount of attention during the training of junior leaders to quickly assess and judge the development of the battle. The uncompromising demand of Mission Command is to make each individual member of the army a person who is self-reliant, self-confident, dedicated and joyful in taking responsibility as a person and as a leader (Vandergriff, 2013). Bangladesh Army needs to focus on this aspect before adopting this concept since leaders are mostly oriented towards Direct C2 System.

Inadequate Allotment of Resources Preferring Centralized Control. Mission Command is costly. Adoption of this command approach is a question of economics; cost goes up with degree of decentralization. On the contrary, centralized control allows flexibility in use of limited resources and enables commanders to regroup in the changing circumstances. So, limited resource might appear as a challenge to indoctrinate Mission Command for Bangladesh Army.

Limited Initiative at Junior Level. Development of junior and mid-level officers of Bangladesh Army through providing freedom to take independent decision is sometimes neglected. This needs to be addressed properly. In German Army taking initiative during WW-II, whatever the result, was appreciated, but not taking the initiative was punished.

Employing Junior Commissioned Officers (JCO) as Platoon Commanders. In most of the advanced armies, platoon is commanded by an officer, may be a subaltern. In Bangladesh Army, it is a JCO for whom it might be difficult to apprehend the commander’s intent and act accordingly.

Legacy of Direct Command System. It is evident that Bangladesh Army practises through top down control. It is indeed in contrast with what is needed to practise Mission Command.

Cascading the Philosophy of Mission Command...

Grafting a new concept is not an overnight task; it will take a considerable time to come out from the mindset of Direct Command System.

Probable Means to Overcome the Challenges

Change in Cultural Mindset. Mission Command is not merely a method of delivering orders; rather, it is a cultural philosophy that can greatly enhance leaders’ ability to make rapid and sound decision without waiting for directives. That demands few intangible qualities of the organization e.g. trust, expertise, experience and above all the culture. Bangladesh Army needs to gradually change its cultural mindset from direct control to directive control, from zero defect syndromes to promoting initiative.

Institutional Training for all Level of Command. Leadership training curriculum in all training institutions and units should foster development of aggressive initiative, freedom of action, independent decision making, judgment, foresight and willingness to assume responsibility (Manjur, 1993). Junior leaders, that include JCOs and NCOs, require relentless schooling, training and encouragement in preparing to use that freedom under Mission Command wisely. A standard training doctrine should be formulated which would encompass training of all ranks on C2, leadership, application of tactics and education in the light of Mission Command. A model of simulation training for practicing Mission Command is given at Figure 09. Though the model is for Battalion level, it can be applied at any level of command (Source: Laurence & David, 2000).

Figure: 2. Sequence of Events for Tactical Simulation

Developing Mutual Understanding among Commanders and Subordinates. Unit and formation level training should pay more attention in developing mutual trust between senior and subordinate commanders. Complete comprehension of commanders’ intention should be achieved through field exercises (Manjur, 1993). Commanders should give power away to his subordinate, back them up when they stumble and convince them that they are all in same team.

Bangladesh Army Journal  June 2018

Creating Scopes for Taking Initiative. The fog and friction of war may invalidate the carefully wrought plans of higher authority, leaving the individual commander the best judge of the immediate tactical situation (Keithly and Ferris, 1999). Therefore, commanders at higher level of Bangladesh Army must provide considerable leeway to their juniors for initiative. A "zero defects" mindset must be eradicated from all level of command.

Developing Intellectual Domain of the Commanders through Civil Education. Apprehending commander’s intent and thereby translating it into action is not always very easy. Beside traditional military training, it demands intellectual maturity. One of the means to develop this intellectual domain is by pursuing civil education. Manjur (1993) identified the poor educational background of soldiers as an impediment to pursue Mission Command; probably it is partially applicable for Officers’ Corps of Bangladesh Army as well.

Conclusion

Warfare against traditional and hybrid opponents in new century is creating circumstances which were never seen before. Today’s combat offers fleeting opportunities that disappears quickly if leaders, from general to subaltern, fail to grasp those. This necessity actually calls for ‘Mission Command’ or what the Germans used to term as Auftragstaktik. This doctrine pushes decision authority to lower echelons of command with maximum flexibility. In contrary to that, direct or managerial approach is characterized by centralization, standardization and detailed order system. Bangladesh Army mostly has long been operating using this traditional direct approach of C2 system. But, interestingly, it also advocates the necessity of decentralized C2 system. This doctrinal dilemma actually necessitated an in-depth study on Mission Command along with its suitability in the context of Bangladesh Army. This paper was a pursuit of aforesaid statement.

Mission Command builds C2 relationships that have increased chances of success for any army in a high-tempo combat environment. Bangladesh Army is not an exception. Mission Command can positively affect the C2 system of Bangladesh Army, if preferred against the existing Direct or Detail Order System. It will provide better speed in decision making, it can respond to quickly changing situation, more suitable to all styles of warfare, and it will offer more flexibility and synchronization than the existing C2 system of Bangladesh Army.

But, the fragile route to Mission Command is quite long and arduous. Mission Command is a complex, elusive and multi-factorial phenomenon, not easily quantified, measured or institutionalized. It has both procedural and cultural dimensions. For perfect grafting of Mission Command what Bangladesh Army needs is the creativity, leadership capabilities and tactical finesse of the commanders who will command anything from section to division. Bangladesh Army should first concentrate on changing the cultural mindset from direct to directive control and then focus on the institutional training for all levels of command. No doubt that it will take considerable time to cascade down the idea up to the lowest subaltern, the sergeant.

Cascading the Philosophy of Mission Command...

Recommendations

Basing on the findings of the paper, following recommendations are made. a. To set the motion, a comprehensive doctrine on Mission Command should be formulated followed by an execution plan with detail time phase line. b. The present training system should be thoroughly reviewed in light of Mission Command.

BIBLIOGRAPHY Books 1. Dupuy T.N. (1980). The Evolution of Weapons and Warfare. Indianapolis, IN: Bobbs-Meril, p132.

Manuals 2. FM 6-0. (August 2003) Mission command: Command and Control of Army Forces. Headquarters, Department of Army, Washington, DC.

Official Publications 3. Army Doctrinal Publications (ADP 6-0). (10 September, 2012).C1, Headquarters, Department of Army. Washington, D.C. 4. Marine Corps Doctrinal Publications-1 (MCDP-1). (20 June, 1997) Warfighting. Department of the Navy Headquarters, United States Marine Corps. Washington D.C.

Articles 5. Intekhab, Major Haider Khan. (2010). Identify Root Causes Contributing to Dilemma in Decision- making for Bangladeshi Contingent Commanders in UNPSO Environment with a View to Suggest Possible Remedies. Unpublished Internal Document. Defence Services Command and Staff College. Mirpur. 6. Laurence G. Shattuk and David D. Woods.(2000). Communication of Intent in Military Command and Control System. Chapter 19 from the Book ‘The Human in Command: Exploring the Modern Military Experience’. New York: Kluwer Academic/Plenum Publishers, p 279-292. 7. Manjur, Major M. Kadir. (1993). Challenges for Auftragstaktik. Unpublished Internal Document. Defence Services Command and Staff College. Mirpur. 8. Shamir, Eitan. (2010). The Long and Winding Road: The US Army Managerial Approach to Command and the Adoption of Auftragstaktik (Mission Command).Journal of Strategic Studies. Volume 33, Issue 5.

Website Material 9. Keith G Stewart. (2006). Mission Command in the Networked Era. Retrieved on 26 October 2013 from http://www.dodccrp.org/events/11th_ICCRTS/html/papers/026 .pdf 10. Keithly David M and Stephen P. Ferris.(1999) Auftragstaktik, or Directive Control, in Joint and Combined Operations. Retrieved on 26 October 2013 from http://www.fs.fed.us.fire/doctrine/ philosophy/source_material/documentsandsettingsehollenslocalsettingstempparahome.htm

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Interview 11. Major General Ashraf Abdullah Yussuf, rcds, afwc, psc,Adjutant General, Bangladesh Army. Interviewed on 19 September, 2013 by Major K M Mehedi Hasan, Engineers.

Lieutenant Colonel K M Mehedi Hasan, psc, Engineers was commissioned on 7th June 2000 with 42nd BMA Long Course in the Corps of Engineers. He served in 8 Engineer Battalion, 18 Engineer Battalion, 4 Engineer Battalion and 17 Engineer Construction Battalion in various regimental appointments. He has also commanded an Engineer Construction Battalion. In staff appointment, he served as a Brigade Major of a Composite Brigade. He served as an Instructor Class ‘C’ at Engineers Centre and School of Military Engineering (ECSME). He was a Platoon Commander and Term Commander at Bangladesh Military Academy. Lieutenant Colonel Mehedi has graduated in Civil Engineering from Military Institute of Science and Technology (MIST). He is also a graduate from Defence Services Command and Staff College, Mirpur. He attended second staff course at Defence Services Command and Staff College, Sri Lanka. The writer had his tour of duty in United Nations Mission in Liberia. At present, he is commanding a demining contingent in Kuwait under Operation Kuwait Punorgatan (OKP).

Military History- Knowing the Past...

MILITARY HISTORY- KNOWING THE PAST TO MAKE A BETTER FUTURE

Maj Golam Mohammad Saiful Alam Khan, psc, signals

Abstract

War has no field training encompassing the fear, fog and friction in extreme difficult situation. Decision making on a gun point can’t be tested through a fictitious exercise. Studying military history thus becomes the most credible alternative to orient avid military leaders. Warfare has never been mere a physical involvement of two or more armies, rather it is the combination of physical fighting and human factors like morale, values and decisiveness. Unless there is a combination of these factors, decision making in battle field cannot be tested in true sense. The reader can see the entire gamut of the war from a high ground where he can visualize the intentions, difficulties and smart manoeuvres of both the forces. The more a military leader studies the military history, the more options he inculcates in his thought process. Officers are expected to enhance their learning as they grow matured in the units but there is no systematic schedule to enhance their knowledge on history. History reading confined within the senior imposed book reviews and presentation. Ultimately, unable to excel in learning military history. At mid-career level, officers remain focused to get through in the Staff College where they read some selected history and get a basic knowledge .The rest remain committed in organizing unit activities. DSCSC take the initiative to teach military history so that they can relate the operational planning with the historical perspective and compare the two. In Bangladesh Army with the progress in the profession, officers upgrade their knowledge of military history to make better decisions. After military academy, units can inculcate the habit of studying history. At this stage, officers should educate the soldiers on history as well. Bangladesh Army, not involved in an active war, needs to put more emphasis on the training of its officers basing on the history of potential adversaries. Bangladesh Army, as the largest peacekeeping force under Blue helmet, should consider the histories of conflict prone countries to remain better prepared.

Introduction

On 6 June 1944, as the allied forces began the invasion of Normandy, General George S. Patton wrote to his son, then a cadet at the United States Military Academy, that “to be a successful soldier you must know history”.1 Similar statements are endless in the military domain. The basic thinking lies in the simple understanding that, to know the future we need to study our pasts. Thucydides, the greatest of the military historians, declared that he had written the history of the Peloponnesian War to inform “those who want to understand clearly the events which happened in the past, and which will, at some time or other and in much the same ways, be repeated in future”.2 The chronology of human history over the centuries has confirmed his

1 John E Jessup, Jr. & Robert W. Coakle, A Guide to the Study and Use of Military History(Washington D.C. 2004). 2 Thucydides, History of the Peloponnesian War, trans.RexWarner(London,1954),p.48.

Bangladesh Army Journal  June 2018 prognosis and proven the idea of individual difference contributing different outcomes of the battle environment as wrong. In 1940 and 1941 none of the German generals spoke against Hitler’s plan of Barbarossa, the plan for the Russian invasion. None of them reminded him the outcome of Napoleon’s disastrous Russian campaign, but the cold winters in snowy Moscow, Rostov and Stalingrad repeated the history as it approached slow and silent in December 1941.

Considering the war as the most demanding and consequential of human endeavours, playing with life and death, only can be studied through the experience of others. War has no field training or demonstration encompassing the fear, fog and friction in extreme difficult situation. Decision making on a gun point can never be tested through a fictitious exercise setting. Thus the critical examination of one’s decision making ability in real situation cannot be grasped in military training in true sense. Studying military history thus becomes the most credible alternative to orient avid military leaders to the real war scenario. General James Mattis, commanding the 1st Marine Division in Baghdad replied to the officers who discount history as having little relevance or utility to their military careers “Ultimately a real understanding of history means that we face nothing new under the sun. For all the ‘Fourth Generation of War “intellectuals running around today saying the nature of war has changed, tactics are wholly new , etc., I must respectfully say: not really.” Alex the Great would not be in the least perplexed by the enemy that we face right now in Iraq, and our leaders going into this fight do their troops a disservice by not studying the men who have gone before us. We have been fighting in this planet for last 5000 years and should take advantages of their experience.”3

The study of military history plays an important role in the educational development of the future military leaders. Admiral Stanford Turner, former president of US Naval War College, noted, “war colleges should broaden the intellectual and military horizons of the officers who attend, so that they have a conception of the larger strategic and operational issues that confront our military and our nation”. Without studying the history, there is no scope of broadening of officers' horizon beyond their immediate scope of duties. Considering the fact that military history is a central aspect of officers’ intellectual and professional maturity, the main context of this paper is conceived as the importance of studying the past to make a better future. Thus, it seems necessary to ascertain the importance of military history as a tool to gain experience in military decision making, look into the current institutional and individual means available to impart military history lessons among the officers of Bangladesh Army and ways to inculcate the habit of studying military history in quest of professional excellence.

Military History as a Tool to Gain Experience in War Making

Warfare is not an assured phenomenon for every soldier’s life. Long training and hard work in a soldier’s life is a preparation for the upcoming war, which may not come in hundred years. Richard Hart Sinnreich, a renowned military historian said “Unlike other human enterprises in which constant repetition allows for a smooth learning curve, war generally occurs at intervals sufficiently great, and in circumstances so diverse and unrepeatable, that military organizations

3Murray, William; Hart Richard, The Past as Prologue The Importance of History to the Military Profession, Cambridge University Press,(New York 2006).

Military History- Knowing the Past... cannot take for granted the useful transfer of experience from one conflict to the next.”4 The case was different for the generations of two great wars where many people were born and died in war. They learned the war making as a way of life. They accumulated experience through the hard way, keeping the self on the line. For other military leaders, live war experience may not be available during their learning of war making. In true sense, unless involved in an active war the fog, friction and fear cannot have the real toll on the military decision making.

As Liddell Hart noted, “even the best of peacetime training is more ’theoretical’ than ‘practical’ exercise.”5 Every war has its element of shock, violence and fear factors. Warfare has never been mere a physical involvement of two or more armies, rather it is the combination of physical fighting and human factors like morale, values and decisiveness. Unless there is a combination of these factors, decision making in battle field cannot be tested in true sense. Therefore, the remaining alternative to test the decision making or to improve is the learning of the experiences of those who did it in the past. Polybius said “ there are two roads to the reformation of mankind- one through misfortunes of their own, the other through the misfortunes of others; the former is the most unmistakable, the latter the less painful…the knowledge gained from the study of true history is the best of all educations for practical life.”6They might have a different socio-political background, different armaments and tactics to wage the war, but the criticality of life and death and earning fame or gaining ground in expense of blood and sweat were same. Learning from their success or mistakes both can be benefiting to the making of a better decision on any given time. Ignoring or unknowing the past can only allow a military leader to repeat the old mistakes. Military history enables an avid reader to know and learn the context of the war and the array of forces to bring a result in the battle field. The reader can see the entire gamut of the war from a high ground where he can visualize the intentions, difficulties and smart manoeuvres of both the forces. As a neutral and dubious spectator, he is at liberty to criticize the flaws and praise the impact moves. The reader can accumulate situations and the aftermath to enrich his knowledge and to broaden his horizon in light of past evidences.

The more a military leader studies the military history the more options he inculcates in his thought process. A combination of many moves from the past offers him the newer tactics to fight his piece of the battle. Military exercises in the form of a field training exercise or command post exercise are devoid of the realism and actual human factors of war. Thus the decisions and tactical moves are planned in a comfortable and fear free environment, which is far from the reality in actual war. Studying the history offers, the battle decisions which are made in a chaotic condition of the battlefield. A reader, who can visualize that situation while reading, is likely to get the essence of criticality in decision making in an actual war. Young officers and soldiers take their lessons from their predecessors. In today’s context it is more essential that soldiers confront the future war situations with more vigor, firmness and greater understanding of war’s continuity, which they can accumulate from the well written military history.

4 Murray, William; Hart Richard, The Past as Prologue The Importance of History to the Military Profession, Cambridge University Press,(New York 2006). 5 Hart Liddell, Why Don’t We Learn from History, The Hreat Library Collection, R.P. Pryne. 6 Hart Liddell, Why Don’t We Learn from History, The Hreat Library Collection, R.P. Pryne.

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B. H. Liddle Hart in his infamous book ‘ Why We Don’t Learn from History’ noted Truth is the main object of the history. To him the object of the history is to find out what happened while trying to find out why it happened or in other words to seek the causal relations between events. History can show us what to avoid even it fails to show us what to accept. He said, “ a long historical view not only helps us to keep calm in a time of trouble, but reminds us that there is an end to the long tunnel. Even if we can see no good hope ahead, an historical interest as to what will happen will help in carrying on.”7

Another object of history is its practical value, the profit from others experience. Bismarck said, “Fool says they learn by experience. I prefer to profit by the other people’s experience.”8The Study of military history offers the opportunity to learn from others experience in the most vivid manner which surpasses individual experiences certainly. Polybius the soundest of ancient historians, according to Liddell Hart, began his history with the remark that “the most instructive, indeed the vicissitude of fortune, is to recall the catastrophes of others.”9 History is the best way to know how things went wrong in the past and avoiding repetition of those mistakes are the lessons.

Present State of Military History Education in Bangladesh Army

Although it is expected that officers of Bangladesh Army should be enriched with adequate knowledge of military history; however, reality is different. In Bangladesh Army, officers have limited exposure of reading books related to military history. Starting from the beginning of their career, military history gets focus oriented exposure. Amid all the scheduled lessons, in the military academy, exposure to military history becomes scanty and shallow. Learning is supposed follow a path of progressive voyage. Officers are expected to enhance their learning as they grow matured in the units. However, after commission, basing on the unit environment, officers get a varied scope of academic development. Besides, there is no systematic or progressive schedule for officers to enhance their knowledge on military history. Most of these study endeavours are oriented to the basic military course related studies. History reading is mostly confined within the senior imposed book reviews, presentations or in individual interest (very rare though).Number of commitments and many other priorities grade the military history studies at the bottom of the list. Ultimately, officers are unable to excel in learning military history.

Similar type of scenario is found at the mid-career level as well. At mid-career level, officers remain focused to get through in the Staff College entrance exam where they read some selected history and get a basic knowledge on how to analyze a history in the form of causes of defeat, reasons of victory or lessons learnt. Since the syllabus is fixed and time is limited, knowledge on military history also remains stereotype for those who appear staff college entrance examination. The rest of the mid-level officers remain committed in organizing unit activities, and in managing multidimensional administrative and other issues amid the shortage of officers in units and

7 Hart Liddell, Why Don’t We Learn from History, The Hreat Library Collection, R.P. Pryne. 8 Hart Liddell, Why Don’t We Learn from History, The Hreat Library Collection, R.P. Pryne. 9 Hart Liddell, Why Don’t We Learn from History, The Hreat Library Collection, R.P. Pryne.

Military History- Knowing the Past... headquarters. Therefore, learning military history remains achievable yet unmanageable for most of the officers of Bangladesh Army even at the mid-career level.

Defence Services Command and Staff College (DSCSC) of Bangladesh Army has a balanced training curriculum where relevant emphasis is given on learning military history. Staff College in Bangladesh Army preaches study of military history in the form of Group Study, Military History Presentation and Muktochinta. Officers, doing well in Staff College, take the initiative to know military history so that they can relate the operational planning of the given situation with the historical perspective and compare the two. Staff college academics infuse the habit of military history study among a few of the students and they continue to pursue it in their senior careers.

Learning military history needs synergistic approach combining individual and organizational care. Generally, reading habit in officers of Bangladesh Army is scarce. Those who grow a habit of reading, even they carefully sidestep reading military history. Being neglected, military history remains an unexplored chapter. On the contrary, in general, there is no formal curriculum in Bangladesh Army to impart military history lessons among the officers who will be the leaders in the war in the future. Despite all the warnings by numerous great scholars, military history teaching and learning is yet to be focused. Thus, the tactical understanding of junior military leaders in Bangladesh Army remains confined within the purview of doctrinal teaching. Tactical audacity, use of indirect approach and unconventional manoeuvres, therefore, remains a mere part of the tactical discussion on the map which is hardly visible in the tactical exercises on ground. Habitual preaching of military history teaching in Bangladesh Army could bring the instructors and students of junior level tactical courses in the common platform which could promote innovation in tactics as a whole.

Making the Habit of History Reading

To inculcate the habit of studying military history among the officers it needs careful planning and well laid systematic approach. Age and rank wise profiling needs to be thought out so that with the progress in the profession, officers upgrade their knowledge of military history to make better decisions basing on their level of command. Institutions should give a careful concern at this point, so that military students get the intellectual taste of learning and analyzing instead of reading to fulfil the need of high grading. Besides institutional teaching the individual will and penchant are very important to develop any habit. Thus, motivation and preaching of military history study should be a regular phenomenon in military officers’ upbringing.

At the early age, in the military academy, officers should mainly indulge themselves in developing the habit of reading history. Book reviews, group presentations on particular battle, essay writing based on the historical perspective can be the tools to develop the habit during the budding age of officers. The Context of these readings may be the biographic literature of the great captains, isolated battle studies to analyze the background and tactical decision making. Instead of difficult linguistic literature, at this age, simple, fluent and easy write up may be preferred so that the main idea of developing a reading habit remains in focus at all the times.

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Developing a particular habit requires careful thoughts. Since military academy transform a civilian into a military person, developing the habit of reading military history must be given due importance. Growing the habit should be the prime concern instead of imparting difficult knowledge which may curb the initiative of young minds.

After the military academy, units should take the lead role to maintain the habit of reading military history among the young officers. Despite all the usual commitments, units can inculcate the habit of studying military history. Careful planning can aide officers to have a smooth sail towards effective learning. Gradual development can achieve miracle in course of time. Commanding officers need to be forthcoming to educate the officers about history to mould as an effective military decision maker. Study periods, book reviews and weekly presentations in central tea break can be the tools utilized by the commanding officers to maintain the officers’ learning environment in the units. At this stage, officers should educate the soldiers on history as well. Their role as teachers will make them think of the past happenings. Thereby they will also be able to find alternative solutions, grasp the lessons out of the past tactical mistakes. Officers reading syllabus in unit level should include the other factors of war making beside the immediate tactics as well. Defense productions, material strength of the country to wage war, psychology analysis and human aspects of war should be the focus of the readers at this level. All these readings at the unit level will enable the officers to be better prepared for future assignments and help them do well in the mid-level and senior level courses ahead as well.

It is perceived that officers having knowledge on military history will be able to make better decision when the time is right. Decision making is better taught at DSCSC. Staff College may become the beacon of studying military history. If gradual development starting from military academy through unit service works according to the plan, officers can really excel their existing knowledge on military history during their study in Staff College. If planned carefully, within one year officers can be given with different exposure in regards to military history. In Staff College, the present curriculum of military history may continue with a bit greater purview so that students can grasp the analytical part of it. Students should learn to analyze a campaign or battle within its wider perspective. Politics, economy and diplomacy of war making should be the prime focus in the history education in higher defense institutions. Pursuance of knowledge on military history must continue even after completing Staff College. At the higher level, military history may get different exposure. Focus may shift towards strategic implication from tactical and operational arcana. Last but not the least, personal interest towards learning and enriching own knowledge on military history remains at the core. There is a necessity of carefully crafted organizational system for gradual development of officers; however, it is their personal interest, perseverance and consistent pursuance that will enable them to achieve required knowledge on military history.

Conclusion

“History offers no ‘lessons’ for military officers. It does, though, provide a rich context for understanding the terrible phenomenon that was, is, and will remain in war. The vicarious experiences provided through the study of the past enable practitioners of war to see familiar patterns of activity and to develop more quickly potential solutions to tactical and operational

Military History- Knowing the Past... problems,”10 said Paul K. Van Riper, former General in United States Marine Corps. To him the history should remain as the mainstay of all war related instructions. It enables the students to understand the significance of the past and its relevance to the present day.

“The absence of romance in my history will, I fear, detract somewhat from its interest; but if it be judged useful by those inquirers who desire an exact knowledge of the past as an aid to the interpretation of the future, which in the course of human things must resemble if it does not reflect it, I shall be content.”11The father of military history, Thucydides, penned those words in 431 BC. He became inquisitive regarding the practical use of the history which has remained as a question in present days as well. The question is especially acute for the professional soldiers, for whom the opportunity to practice his/her profession is episodic. Considering the utility of transforming experience in a difficult profession, military history needs a greater priority, especially in the countries where war is not a regular practice. Bangladesh Army, not involved in an active war, needs to put more emphasis on the training of its officers basing on the history of potential adversaries. Bangladesh Army, as the largest peacekeeping force under the United Nations framework, should consider the histories of conflict prone countries to remain better prepared. Socioeconomic gamut of the conflicting nations, including the factional relations would enable the peacekeepers to take most appropriate measures to maintain peace.

The great military philosopher San Tzu said in 500 BC in his Art of War “If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.”12 The maxim is equally true in the present days and will remain true in the future as well. One of the best ways to know the enemy is to know his history. Enemy’s strength, weakness and tactics are vividly outlined in his many years of past. The present battle may have changed in terms of weapons and equipment, but will never be devoid of its deep roots back to the past. In military operations planning, reasonable assumptions on enemy tactics and intend is a very significant aspect, which is firmly connected to the understanding of historical behaviour of the enemy. Thus the habit of studying military history makes the officers better operation planners. Bangladesh Army, at present does not have a very firm institutional system for military history study for its young officers. Scanty knowledge in the military academy and later, staff college has some scopes to impart military history knowledge among the officers. In the interim period the study endeavours are purely subjected to individual interest. Either the reader himself or the commanding officers are the main movers of military history education at this period. Taking the significance of military history a systematic approach may be developed so that officers get due exposure, and can inculcate the habit of learning the past to make a better future.

10 Murray, William; Hart Richard, The Past as Prologue The Importance of History to the Military Profession, Cambridge University Press,(New York 2006). 11 Thucydides, The Peloponnesian War, ed.T.E. Wick (New York, 1982). 12 Tzu San, The Art of War, Amber (London 2011), p. 21

Bangladesh Army Journal  June 2018

Maj Golam Mohammad Saiful Alam Khan, psc, sigs was commissioned in the Corps of Signals on 17 Jun 2001. He is a graduate from Defense Services Command and Staff College, Mirpur. He has also completed his graduation from the department of “Computer Science & Engineering” from Military Institute of Science and Technology, Dhaka. The officer has served in three signal Battalions and Commanded an Independent Brigade Signal Company in 17 Infantry Division, Sylhet. He has served twice under the “Blue helmet”. His first United Nations assignment was in “Ivory Coast” as Sector Communication Officer with BANSIG 4 and second UN Mission was in the “Republic of Mali” as detachment Commander in Sector North “Kidal”. At present, he is serving as Deputy Assistant Adjutant & Quarter Master General (DAA&QMG) at Headquarters 65 Infantry Brigade, Ramu Cantonment, Cox’s Bazar.

Balancing Service and Personal Life...

BALANCING SERVICE AND PERSONAL LIFE: A PRE-REQUISITE TO MILITARY PROFESSIONALISM

Lieutenant Colonel Muhammad Saifur Rahman, afwc, psc, Engineers

“It’s all about quality of life and finding a happy balance between work and family”. –Philip Green

Abstract

Military Profession stands unique as a ‘Way of Life’. Over the period, socio-economic changes taking place in the society have significant impacts on that philosophy of life for the officers of Bangladesh Army being the elements of the same society. In this study, it is revealed that two-prone demands of ‘Service’ and ‘Personal’ life create the dilemma in the mind of the officers to shape up their behaviour and attitude towards military profession in terms of commitments, time management and dedication. As a result, when an officer focuses more on personal issues than that of service requirements, it affects the professionalism adversely. In order to offset the adverse effects on professionalism, primarily approach should be taken to make a balance between ‘Service’ and ‘Personal’ life so that an officer remains happy and contended in his ‘Personal’ life and be more committed towards service as well. In this paper, a ‘Balancing Model for Professionalism’ and ‘A triad of responsibilities among Individual Officer, his Family and the Organization’ is suggested as a set of guidance for the military community to enhance and promote the professionalism as well as quality living of life.

Introduction

Military Profession is a way of life that demands committed service of its members round the clock. Traditionally a military man is inspired with a noble purpose of supreme sacrifice for the cause of motherland. Such purpose puts a heavy demand on the military professionals by the philosophy of ‘service before self’. It is also expected that officers will be able to maintain a descent lifestyle with moral uprightness. Therefore, a military person leads a life where the priority of personal issues always comes at the last. But the life has its own course; requirement multiplies when a military person gets married. In the passage of life, certain requirements of personal life shape up the attitude, behaviour and outlook of a married person. It is often noticed with great concern that too much focus on either ‘personal’ or ‘service’ life leads to a dilemma where military professionalism is seriously affected in military organization.

A military person leads a structured ‘Community life’ mostly within the perimeter of the cantonments. But this distinct seclusion of the Army community from the common society has been blurred significantly over the period through increased interaction among the members of the Army with the members of the civil society. Army community members now crave for replicating various aspects of common society in their way of living. Impacts of these changes are noticed in the social environment of Bangladesh Army in multifarious dimensions among the officers and men with the married persons predominantly. The most serious catalyst effect of

Bangladesh Army Journal  June 2018 socio-economic change is that it makes people obsessed for materialistic gain living in individual world. A cumulative effect of these impacts is affecting the typical army way of living and at the same time putting some inevitable changes in the requirement of personal life. In view of foregoing, it is quite evident that a married military person faces two prone requirements of ‘Service’ and ‘Personal’ life in his day to day living in the context of ongoing socio-economic changes in the society which affect the military profession to a great extent. At this milieu, it has become essential to identify the two-prone requirements of ‘service’ and ‘personal’ life of married officers and make a fine balance between these two for enhancing professionalism.

The paper is unfolded highlighting the significant factors of Socio-economic changes influencing ‘Service’ and ‘Personal’ life of the officers. Then, the effects of contentious requirements between ‘Service’ and ‘Personal’ life on military professionalism are explored elaborately. Finally, an endeavour is taken to suggest the probable ways and means to balance ‘Service’ and ‘Personal’ life of married officers for enduring military professionalism in Bangladesh Army. At the end, a set of recommendations is put forward for further implementation in Bangladesh Army. The analytical framework of the paper is appended below:

Figure 1: Analytical framework of the Study

Balancing Service and Personal Life...

MAJOR CONTENTIOUS ISSUES BETWEEN SERVICE AND PERSONAL LIFE OF THE OFFICERS DUE TO ONGOING SOCIO-ECONOMIC CHANGES IN THE SOCIETY

Significant Factors of Socio-economic Changes Influencing ‘Service’ and ‘Personal’ Life of Officers. a. General. Over last few decades, our society has witnessed considerable change in socio- economic functions like values, customs and ethics. Values are degraded; ethics are degenerated; customs are altered; and, social functioning pattern are changed. These changes are precursor to changing family values in the society. These changes have both positive and negative influences on military society as well as on soldiering. b. Individualism. Individualism opposite to selflessness is on the rise in our society. This doctrine had been prevalent in western world but today it has anchored firmly in our society too. It is caused by socio-economic realities, urbanization, modernization and ethical transformation of the society. Growing urge for more opportunities and self-centeredness are few of the individualistic symptoms of the society. Individualism degrades collectivism or the degree to which individuals are integrated into groups. The individualist does not lend credence to any philosophy that requires the sacrifice of the self-interest of the individual for any higher social or organizational causes (Macionis, John J,1997). c. Materialism. ‘Materialism refers to a doctrine that material success and progress are the highest values in life’. Materialism distracts people from spiritual or intellectual pursuits by material possessions. This social evil has accessed into our traditionally simple and less demanding society from the western world in recent past. Growing urge for more facilities, more gains or the urge for luxury and wealth are few of the materialistic symptoms of our society today. Thus a person from a society with materialistic attitude is likely to confront with core values and institutional system of military profession (Lauer, 2002). d. Degradation of Social and Family Values. In recent decades, Bangladesh has been witnessing a decline in social and moral values. Social Institutions like family, school and mosque had great influence in shaping our social values. Over the period of time, influences of these institutions have decreased by a great deal. Family elders, school teachers and religious guides like imams are less effective to influence social value system. In pursuit of modern life, traditional social institutions and norms like- literature club, writer’s forum, sports clubs, etc. are diminishing from youth’s likings. Mobile, internet, face book, television and multimedia assumed greater preference in day to day life. As a result, traditional values to lead a disciplined and healthy life are in declined state. Joint family concept that had traditionally been rendering a unique role in ethical development of family members are gradually fading away (Rokon, 2003). Immoral and unethical activities have been widely spreading like a serious epidemic and badly damaged the basic foundation stone of our society. People’s perception of right and wrong is fading away. Illegal income, wealth and

Bangladesh Army Journal  June 2018

property nowadays hardly face social criticism. Rather it has been widely accepted as an unavoidable evil. e. Cultural Aggression by Social Media. The rapid revolution in technology has affected the people’s lifestyle in Bangladesh drastically. Growing interest in other culture is changing the mind and psyche of young generation. Cultural aggression disintegrates people’s attachment to own culture, society and nation. This in turn declines the patriotic values amongst people. Youth even grown up people have grown addicted in using social network sites and many unwanted sites. f. Religious Beliefs and Sentiment. The religious customs have greater impact on society. It plays a vital role in developing the ethical values and behaviour of the society. On the other hand wrong understandings of religious practices develop extreme behaviour. Bangladeshi people are very sensitive to religious issues. Unfortunately, there are symptoms of purposeful exploitation of religious values and sentiments by various actors in the recent past that caused rigidity, stubbornness and non-tolerant attitude. It has affected our tradition of secular culture, social and communal harmony.

Contentious Requirements between ‘Service’ and ‘Personal’ Life. a. Expectation-Reality Conflict (ERC). Human being naturally expects to lead a life of honour and prestigious position in the society. When it is not fulfilled, expectation-reality conflict emerges causing depression in life. Officers today join army with an expectation of proud member of Bangladesh Army to lead a life with honour and dignity and serve the nation in true spirit. But in reality, an officer finds a different perception about his status in the society. The salary and life-style of his counterpart in the civil society also make an officer to compare and think about military profession in other dimension. Thus, military profession- ‘a way of life’ appears to be just a normal profession to an officer. As a result, an officer struggles everyday with reality of life. b. Perceived Relative Deprivation (PRD). When an individual believes he is deprived in comparison to others, whether or not reality supports this belief, is known as PRD. The concept of relative deprivation has important consequences for both behaviour and attitudes, including feelings of stress in life. This feeling arises in an individual when he thinks, what he should have relative to what others have or even compared with their own past or perceived future. Today, officers are coming from a society where individualism, materialistic attitude and pursuit for better living are on widespread. Therefore, present day officers are suffering from higher relative deprivation syndrome. c. Cognitive Dissonance. Cognitive Dissonance is the mental discomfort (psychological stress) experienced by a person who simultaneously holds two or more contradictory beliefs, ideas, or values and also occurs when confronted with new information that contradicts said beliefs, ideals, and values (Festinger, L, 1957). An officer starts his career with imbibed value of leading a life of honesty and integrity. But, with the passage of

Balancing Service and Personal Life...

time it often fades away due to induced effect of changes in the society. Today an officer suffers from cognitive dissonance when he finds his peers in other services, agencies or government organization are economically and socially well off than him. Dissonance grows stronger when he finds that his organization teaches him to be right, but in outside world he stumbles almost everywhere with his sense of rightness. d. Commitment towards Service or Self. The military profession always promote and pursue the interest of the country comes first, and then the interest of the organization will get priority over individual interest. On the other hand, the needs of personal life put the dilemma of self before service. Today married officers aspired for better living, better education, better treatment and above all secured future for their family. The post retirement second career remains as great concern for the officers to fulfil the requirements of the family. In the tug of war of these two opposite requirements, a married officer lives in a conflicting situation in his day to day life. Cumulative effect of ERC, Cognitive Dissonance and PRD, if not properly addressed, results in lack of involvement amongst present day officers which leads officers to pursue profession half-heartedly with no initiative and pride. e. Cultural Conflict. Bangladesh Army always propagates the theme that every member shall preserve the culture, heritage and traditions of the country and live in accordance with the values of the Army. On the other hand, the modern society fosters individualism, freedom and rights of the individual. Therefore, there is a direct conflict between these two sets of cultural values. An officer succumbs to the heavy weight of society’s cultural values ignoring his institutional values of Bangladesh Army.

Effects on Military Professionalism Owing to the Requirements of ‘Service’ Vis-a-Vis ‘Personal’ Life

General. The two opposite requirements between the professional life and personal life put the officers in dilemma in terms of managing time, efforts and commitments. At times, it becomes very crucial for the married officers even to make their minds in which sides should be given priority. As a result of these two-prone requirements of service and personal life, military professionalism is affected in many folds.

Degradation of ‘Pride in Uniform’. ‘Pride in uniform’ is the part of military life starting the journey from training academy till the end of military graveyard. The military profession appeals to lead a life in organizational ethos and values, norms, culture with a promise to sacrifice oneself for the nation. But the conflicting requirements in service and personal life as the cumulative impacts of socio-economic changes got adverse effect on soldierly attributes of officers with decline in honesty, belongingness, respect and honour. If the servicemen continue to lose the pride in uniform, the cohesion and credibility of Bangladesh Army would be getting lost. As such, reviving the declining ‘Pride in Uniform’ is now a priority requirement for Bangladesh Army.

Bangladesh Army Journal  June 2018

Decay in Military Culture & Tradition. Military is the institution that runs on culture and tradition. These shape up the basic attributes of soldering and professional attitudes. The present trend of decay in military culture and tradition is affecting the professionalism of the officers. The outcome is observed in reluctant attitude of the officers in turn-out bearing, saluting, respect towards senior, feeling for the comrades, interaction between leader and the led and respect towards military rules & customs.

Declining Job Efficiency. The declining state of job efficiency is the most common present day’s concern in the unit. It is expected that officers of better intake working in a more facilitated environment should be most efficient in performing their job. But the reality shows an opposite picture in the unit. The Commanding Officers are found to be dissatisfied about the sense of responsibility and performance of most the officers because of shifting of focus on personal related issues. Officers are found to be busy with personal gain and securing future of the family’s need. Officers are not interested in self-improvement in professional field. As a result, it has a cascading effect on professional outlook of officers in unit’s day to day affairs.

Lack of Effective Leadership. Effective leadership always comes from the professionalism and commitment of the leader. Since impact of social transformation affects the all strata of leadership traits of the officers, therefore application of leadership principles in practical field does not have significant bearing. In many cases, it is found that officers are not motivated by heart about the requirement of service. Thus, the expected professionalism out of the officers is not exhibited properly before the under command. As a result, under command develop wrong perception about the military service and gets demotivated.

Deterioration of Discipline. Military discipline obligates every serviceman to strict observance of the laws and precise fulfilment of the demands of the military oath, military regulations, orders and instructions of superiors. In view of the serious degradation of ethical values in the society, it also affects ethical and moral uprightness of officers. As such, decline of discipline can be considered as an unavoidable outcome of the gradually decreasing social values in fulfilling personal requirement of life.

CASE STUDY: ONE

Description: Major T is a female officer who joined Bangladesh Army in 2007. After completing training she was posted to the unit. Her father was an NCO of Bangladesh Army. She was the eldest among the three daughters of their family. She started her career in the unit as a most sensible and dedicated officer. CO used to sight her example before the other officers and men in the unit due to her commitment towards the service at early age of service length. She also did well in all the mandatory courses. Few years back, she got married to another officer of Bangladesh Army. But, suddenly her life took a turn when her father died after one year of her marriage. Soon after that her mother also found to be seriously ill due to kidney failure. Her

Balancing Service and Personal Life... immediate sister who was studying in BA (pass) course got into involved into an affair. So, it became an urgent issue in the family to settle her marriage ceremony. The younger sister who was reading in the college started doing bad in her study. In this situation, she was really in great crisis to discharge her duties towards the family. She was also badly in need of money to support her family as well stay close to her family at Dhaka. On compassionate ground she was posted to Dhaka in a unit. But, her husband was posted to another cantonment away from Dhaka. So, they were separated just after one year of their marital life. Her husband supported her in initial days of the family problem. But, the more she entangled herself in solving family problem; her husband started keeping him aloof from her showing lots of causes of his parent’s desires. In the unit, she was made Adjutant by CO as there was acute shortage of officers. At this stage of her life, she had fallen into deep trouble to manage her personal and service life. Gradually, she involved herself more in meeting her family requirement. As a result, she started exhibiting very poor performance in her service. Despite repeated motivation followed by warning by CO, there was less improvement noticed in her service towards the unit. One evening, she was found in the officers’ mess senseless as she took good numbers of sleeping pills. Then she was evacuated to CMH and got back her life due to prompt medical treatment. Doctors referred her to psychiatric department and there she undergone treatment for about two months. She was back to unit with low medical category. In the unit she remained distressful mode as she neither devote herself fully in professional job nor enjoy her personal life.

Implication: In the study, it can be revealed that conflicting demand of life may influence the officers in shaping up their mind set, behaviour and attitude towards military profession. So, Military professionalism can be revived among the officers by addressing the requirements of service and personal life in a balanced ratio.

Approach to Balance ‘Service’ and ‘Personal’ Life for Military Professionalism

Reviving ‘Pride in Uniform’ amongst the Officers. Serving in uniform is always a pride for any member of the army. As such, Instilling true sense of ‘Pride in Uniform’ among the officers is likely to be the most powerful motivating tool. This will contribute in enhancing sense of belongingness to the organization which will definitely make the officers more committed in balancing the requirement of both service and personal life. Fostering the noble cause of serving the nation through proper training and motivation can improve the positive attitude towards profession. Few of the effective method of instilling ‘Pride in Uniform’ are suggested below:

Bangladesh Army Journal  June 2018

Leadership Approach for Fostering Ethical Command Climate. A strong and ethical command climate is the ultimate guard against the development of unethical practices emerging from adverse socio-economic dynamics. Most importantly, the leaders of the organization are solely responsible for the organization’s command climate. A command climate is set by what the leader believes, says and does by setting examples. An ethical and effective command climate prevails when action confirms the words and ethics, mutual trust exists in vertical and horizontal relationship and finally people feel secured and work in a tension free organizational environment.

Fostering Ethos & Values. The values and ethos are the binding force of an organization. Military ethos and values must be displayed and upheld at any cost. It requires motivated, committed and involved leadership to implement the same. For effective implementation COs/OCs need required time and space to conduct professional and regimental activities. It can be achieved by respecting the command channel by all echelons. Therefore, promoting and upholding the social and moral values in the army will enhance the basic leadership qualities like selflessness, honesty & integrity and loyalty as well as soldierly attributes.

Reinvigorating Culture &Traditions. Culture and traditions are the reflections of the time- honoured values and practices of the Army. If members of Bangladesh Army are properly accustomed to its values and ethos, traditions and beliefs, no other external force can disintegrate them. Military traditions and customs also have significant influence on the shaping of attitude of army personnel. Therefore, unit commanders should constantly pursue and enforce practice of traditions and customs to allow value building. Darbars, Roll-Calls, practice of unit tradition and constant supervision should be used as means to revive the practice of military traditions and

Balancing Service and Personal Life... values. Upholding unit tradition will enhance the soldierly qualities like patriotism, courage, selflessness and personal discipline.

Revising Means of Motivation & Counselling. Motivation means and technique in vogue at present should be revised. Spiritual values and beliefs had always proved to be an effective motivating tool against materialism, individualistic attitude, adultery and corruption. A strong sense of religious value can provide strength to fight bad menaces. Religious approach towards motivation should get highest priority. Dedicated session of counselling by expert during the period of mental stress is very effective way to improve basic soldierly attributes like patriotism, dedication, loyalty, selflessness and moral and ethical values. Periodical interactive sessions like workshop, seminar on family values at formation level with participation of family members should be arranged at regular basis. Eminent psychologists of the country may be invited to impart lessons to officers along with their families.

Congenial Working Atmosphere. Good working environment will boost up the level of performances. As long as the team has developed the cohesiveness, it will always come up with better result. The synergy of the individual effort will contribute to the team effort. This will also positively contribute maintain professionalism among the officers of Bangladesh Army. On the other hand, the officers suffer from work stress regularly. As a result, the officers and men expose irregular behaviour. To avoid such behaviour, commanders at all tiers must recognize the signs of excessive stress and take appropriate care to reduce it.

Ensuring Needs of Life. Fostering aspiration towards betterment enables human being to pursue excellence. Thus this unique aspiration of officers about life should be meshed and integrated in his career progression. If guided and motivated properly, this will help them to pursue professionalism in true sense. To ensure commitment of the officers in their missions, it has to make sure that they are free from anxieties and apprehension about his family back home. Officers and their families sometimes become the victims of social crimes and injustice. Organizational support on legal and social problems may be extended to them in that crisis moment. This will boost up the morale and motivation of officers to discharge their duties.

Human Resource Development (HRD) Programs for Capacity Building. Excellence of an army largely depends on the quality of the human resources and psychological development of the serving members. As such, training on HRD especially psychological training is imperative for an officer to develop the sense of patriotism, loyalty, dedication, courage, selflessness and personal discipline. Therefore, a HRD packages may be included in all training institutions curriculum. Officers may be sent to other professional institutes outside. At the same time, it may be arranged in the formations by a panel of expertise in regular basis.

CASE STUDY: TWO

Description: Major Z is an officer from East Bengal Regiment, serving in Bangladesh Army for last 27 years. He was well known as upright officer from early age of service. He could not do well in the military courses but always committed himself towards the service. He was not promoted to the next rank due to his low medical category on account of committing a road

Bangladesh Army Journal  June 2018 accident. He is from a humble family. In his entire life, he has to bear expense for his younger sisters and brother. Three years back, his father falls seriously sick due to cancer. He took him aboard for treatment and thereby spent huge money he earned from UN mission. As a result, His father could survive for next 02 years. His old mother stays with him. Major Z has one son and one daughter. He got his son admitted in the cadet college. His son passed out from college with very good result and got chance to study in Armed Forces Medical College. His daughter is also very active and intelligent. He always encourages her to join Bangladesh Army. As a whole, he is a contented and happy man in his family life with the blessing of his parents. Though Major Z was not promoted but he is well respected in his service life due to his sincere and dedicated professionalism. Despite his appointment and position, he was assigned by GOC for a challenging job. He took keen interest about the assignment, organize the team for the job and accomplish the task well in time. GOC was very pleased with his performance. In the officers’ forum, GOC praised about him and said, “Major Z is a soul of Pride in Uniform, an example of balanced human being both in his service and personal life. All the officers should follow him to be successful in your life”. GOC also recommended him to be awarded with Sena Uthkarsho Padak (SUP) for his outstanding service in Bangladesh Army.

Implication: A balanced approach between Service and Personal requirements can minimize the adverse effect on professionalism. Living a life in pride of uniform with correct guidance of ethos and values can enhance the commitment towards service as well as happiness in personal life.

Conclusion

The military culture accentuates around a faith and conviction that soldier’s life is destined for a cause greater than his personal one. Resulting from corrosive effect of globalization, digitization and technology; socio-economic dynamics of Bangladesh marked distinct changes in our society covering the whole spectrum of social and cultural aspects. The important socio- economic factors are individualism, materialism, degradation of social and family values, cultural aggression by social media and religious beliefs and sentiments. These have deep impacts on the psyche of the servicemen as well.

Accentuated by changing socio-economic dynamics, there are impacts on both service and personal life of married officers. As a result, a married serviceman faces dilemma due to resultant effect of these two prone requirements emanating from service and personal life. These conflicting requirements put the officers in dilemma to shape up their mind set and attitude towards service in terms of commitments, time management and dedication.

In order to offset the negative effects of these changes, primarily endeavour should be taken to instil pride in uniform among the officers of Bangladesh Army. Leadership approach should hinge on establishing superiority in terms of competence, character and courage. Traditions and values must be upheld and practiced to prevent ingress of negative trends. Ways and means of motivation currently in vogue in the units may be revisited with more interactive sessions. Administrative and welfare arrangements should be sound with respect to accommodation,

Balancing Service and Personal Life... transportation, medical and education for the children. Finally, every individual should be made accountable for their professional competence, sense of duty, behaviour and conduct towards the service.

Recommendations

In view of above discussion, the recommendations for better yielding and results on the subject are highlighted below: a. ‘Balancing Model’ for Professionalism. Professionalism in military life can be achieved only when equilibrium exists in between ‘Service’ and ‘Personal’ life. The priority of requirements of both ‘Service life’ and ‘Personal life’ is equally important for the married officers of Bangladesh Army. The right balance does not mean equal balance of time, commitment and energy for both service and personal life. The perfect balance would be focusing the requirement, prioritizing commitment and intelligent way of dedicating quality time for service and personal life. The four segments of life: Organization, Family, Community and Self should not be trade-off for each other rather all these segments of life should be integrated and complement each other for enduring professionalism. In order to achieve that leadership approach is very essential for an officer to promote and pursue professionalism in military service. The end state should be an officer should lead a contended personal life with dedicated professionalism in service. A model on Balancing Service and Personal Life towards Professionalism is proposed below:

Figure 2: A model on Balancing Service and Personal Life towards Professionalism

Bangladesh Army Journal  June 2018 b. Implementation Strategy. In order to make a balance between ‘Service life’ and ‘Personal life’ for enduring professionalism, there is a need to have a triad of responsibilities among Individual Officer, his Family and the Organization he belongs to. Each of these stakeholders need to perform their roles and responsibilities meticulously to achieve the common goal; professionalism. The illustrations are appended below:

MEANS AND ORGANIZATION INDIVIDUAL FAMILY WAYS OFFICER . Reviving ‘Pride  Instil‘Pride in  Leadership  Feeling in Uniform’ Uniform’by Approach Pride of . Leadership motivation & (Self-Respect Profession of approach for counselling and Self- family head fostering  Enforce Realization)  Maintain a Ethical Accountability  Instil values decent & Command  Ensure proper into family respected Climate scope & members by life . Fostering Ethos professional motivation &  Understand & Values environment of counselling own status . Reinvigorating work  Cut the Coat of life Culture&  Ensure Future according to  Promote and Traditions prospects of life the Cloth Pursue . Congenial  Ensure  Maintain better Working Capacity Religious life education Atmosphere Building of the  Self-  Provide . Ensuring Need members improvement mental of Life by Capacity support to . HRD Programs Building family head for Capacity Building

Figure 3: Implementation Strategy for fostering Professionalism

Balancing Service and Personal Life...

c. Scope of Further Research. Bangladesh Army should conduct more numbers of comprehensive research/study on social issues like ‘Reviving Pride in Uniform for Members of Bangladesh Army’. An effort may be taken by Army Headquarters, Personnel Secretariat Directorate to formulate and publish a separate policy guideline documents for the military community on Effects of Socio-economic Changes in Military Life of Officers and Men. At the same time, more numbers of articles/write-up on this social issues should be published in existing army periodicals /journals and ensure that it reaches to the family members as well.

BIBLIOGRAPHY

Books/ Publications 1. Festinger, L., 1957, A Theory of Cognitive Dissonance. California: Stanford University Press. USA. 2. Robert, O.B.J. 1972, The Family, The Free Press, New York. 3. Karsten, P. 1978, Soldiers and Society The Effects of Military Service and War on American Life, Greenwood Press Inc., Connecticut. 4. Moskos, C Charles and R Wood 1988, The Military More Than Just a Job, Pergamon - Brassey’s International Defence Publishers, Washington. 5. Jolly, Ruth. 1992, Military Man Family Man, London. 6. Cox, F.D. & Canada, C. 1994, Family Living, West Publishing Company, St. Paul, MN, USA. 7. Macionis, John J.1997, Sociology, 6thed, Prentice Hall: New York. 8. Huntington, Samuel P 1998. The Soldier and the State, 13th edition, London. 9. Martin, James A, Rosen Leora and Sparacino Linette R. 2000, The Military Family: A Practice Guide for Human Service Providers, West Port, USA 10. Lauer, Robert H. and Lauer Jeanette C. 2002, Social Problems & the Quality of Life, McGraw-Hill, New York. 11. Rokon Uddin, H R M 2003, A Study of Military Management, Adorn Publications, Dhaka.

Research/ Project Study Papers 12. Chakma, Anup K. Brigadier General, Influence of Changing Society on Soldiers and Soldiering: Bangladesh Perspective, Individual Research paper of National Defence Course 2003, Dhaka. 13. ‘Ethics, Values and Ethos of the Army and Ways to Instil those’- Army Headquarters Project Study paper by 19 Infantry Division, Ghatail Cantonment, June 2012. 14. ‘Customs and Etiquette: A Review of the Existing General Service Training Pamphlet and Ways to Instil the Appropriate Practice in the Army’ - Army Headquarters Project Study paper by 46 Independent Infantry Brigade, Dhaka Cantonment, 2012. 15. ‘The Impact of Socio-Economic Dynamics on Our Soldiers and Soldiering. How to Minimise Negative Effects and Maximise Positive Influences? Suggest a Way Forward’ - Army Headquarters Project Study paper by 24 Infantry Division, Chittagong Cantonment, March-June 2013.

Bangladesh Army Journal  June 2018

Internet Web Sites 16. http://en.wikipedia.org/wiki/Military 17. http://inat.editboard.com/t614-military-professionalism

News Papers Articles 18. ‘The New Media: The State of Culture and Values’ – Mr. Shahid Alam; The Daily Star, Thursday, March 21, 2013. 19. ‘Improving Military’s Ability to Relate with Civil Society in Bangladesh’ – Air Commodore (Retired) Ishfaq Ilahi Choudhury; The Daily Star June 07, 2015.

Lieutenant Colonel Muhammad Saifur Rahman, afwc, psc was commissioned in the Corps of Engineers of Bangladesh Army on 29 November 1995 with 33 BMA Long Course. He is a graduate of Defence Services Command and Staff College, Mirpur. He completed his B.Sc in Civil Engineering (CE) from MIST. He has obtained his M.Sc in Military Studies from the University of Professionals, Bangladesh as well as Masters of Business Administration (MBA) from Southeast University, Bangladesh. He is also an AFWC alumni of National Defence College. He has served in a good number of units and institutions of Bangladesh Army at different capacities. He commanded an Engineer Battalion. He has served as the GSO-3 (Ops), Brigade Major and GSO-2 (Coord) to the GOC, ARTDOC as well. He has also served as Instructor Class - B at Tactics Wings, SI&T. Presently, he is serving at AFD as GSO-1 (Admin).

Improvise Explosive Device...

IMPROVISE EXPLOSIVE DEVICE AND ITS COUNTER STRATEGY FOR BANGLADESH ARMY

Lieutenant Colonel Bhuiyan Mohammad Golam Kibria, psc, Engineers

“In the 20th century, artillery was the greatest producer of troop casualties. The IED is the artillery of the 21st century”. Lieutenant General Michael Barbero Director, Joint IED Defeat Organization

Abstract

Improvise Explosive Devices (IEDs) have proven to be an effective weapon system in asymmetric warfare. The casualties in Iraq and Afghanistan were more from IEDs than any other weapon used. Latest technologies blended with nebulous leadership structures formed by social media and internet will lead to dynamic techniques, tactics and procedures (TTPs) in future that will make the security situation more complicated for the security forces. The comprehensive and integrated approach by all stakeholders to mitigate IED threats are the Counter IED (C-IED) efforts. C-IED strategy delineates the lines of operation for all stakeholders including the military forces. Bangladesh Army is deployed in many countries with IED threats as peacekeepers and may be engaged in asymmetric warfare in future. In this paper, the IED system, C-IED specific tasks, strategy adopted by US led coalition forces in Iraq and Afghanistan, C-IED regulations formulated by UN and IED scenario in Bangladesh are analyzed to formulate a C-IED strategy for Bangladesh Army. Bangladesh Army may adopt the strategy to prepare the force in terms of training, equipment and develop specialized C-IED units as part of C-IED efforts. C-IED force compositions and their capabilities are proposed in this paper. This paper also suggests individual, situational and institutional training for Bangladesh Army. C-IED training may be included in the general military training (GMT) system so that every individual knows ‘what to do’ in a pre and post IED incident.

Introduction

Improvise Explosive Device (IED) incident occurs every single day somewhere in the world killing or injuring innocent civilians including women, children and makes news headlines. These devices are made in an improvised manner by explosives or other harmful chemicals to inflict causalities to the lives and damage to the properties. IEDs are responsible for 19,246 deaths in 2016 and 7,784 deaths in first half of 2017 around the world1. IEDs have become the most common and available weapons to perpetrators. They are very popular among the terrorist groups due to their inherent advantages. These weapons can cause huge damage by a single blast. IEDs can achieve the impacts like a precision guided weapon. The victims suffer trauma throughout their life. The mitigation measures like protection system, treatment of victims and repair of

1Action on Armed Violence (AOAV), Improvise Explosive Device (IED) Monitor 2017, p1

Bangladesh Army Journal  June 2018 damaged facilities are very costly. IED incidents undermine the creditability of the government and the security forces. IEDs impede freedom of movement in the conflict regions that damages economic development.

IEDs had been used in asymmetric warfare by the rebel and guerrilla forces since long. IEDs are responsible for 63% coalition deaths in Iraq till 2007 and 66% coalition casualties in Afghanistan till to date2. Islamic State (IS) and Al Qaeda have been using the IEDs in Somalia, Nigeria, Syria, Egypt, Iraq and Afghanistan. UN offices, properties, vehicles and personnel were also targeted by IEDs. There had been 38 direct IED attacks against UN personnel and peacekeepers in 20153.Action on Armed Violence (AOAV) recorded 7223 incidents from 2011 to 2016 resulting over 124,317 casualties, of which 81% were civilian4. The damage caused by IEDs out weighted any other weapons used from 2011 to 2017. Half of the world’s countries have suffered the impacts of IEDs. IED has become a global issue which needs to be addressed.

All measures, taken from strategic to tactical level to defeat and mitigate the IED incident, are Counter IED (C-IED) efforts. C-IED treats the IED as a systematic problem and aims to defeat the system. International community, the government, military forces and all law enforcing agencies have to work together. It involves a comprehensive approach of countering the threat networks, defeating the device and preparing the force by effective training. Counter-terrorism, counter-insurgency or other law enforcement efforts also contribute to C-IED efforts.

Bangladesh has been experiencing the IED attacks by extremist groups since last two decades. Recently, Bangladesh Army was deployed for counter terrorism operations at ‘Holy Artisan’ in Dhaka and ‘Atia Bhaban’ in Sylhet where army and law enforcing agencies encountered IEDs and suicide bombs. Bangladesh Army is deployed as peacekeepers in many countries where threats from IEDs are high. Bangladesh Army lost seven peacekeepers by IED attacks in Mali in 2017-18. So, Bangladesh needs to look into the IED threats that exists and may surface taking new dimensions in future whereas Bangladesh Army needs to prepare the outfit in terms of training and equipment to operate effectively under an IED threatened environment.

In this paper, an attempt has been made to discuss the IED system, C-IED strategies followed by US led coalition forces in Iraq and Afghanistan and the strategy adopted by UN to mitigate the threats. The strategies adopted by the coalition forces were studied as these forces are operating under a high IED threatened environment and have to undertake several C-IED mitigation measures. UN coordinates and implements C-IED measures taken by the member states. UN is also responsible to delineate the policies, mandates and strategies to ensure safety of peacekeepers, humanitarian workers and civilians from IED incidents. In this paper, C-IED

2https://en.wikipedia.org/wiki/Improvised_explosive_device accessed on 03 March 2018 3United Nations General Assembly (UNGA), Countering the Threat from Improvise Explosive Devices, Report of the Secretary General A/71/187 dated 25 July 2016,p6 4AOAV, Op Cit, p1

Improvise Explosive Device... strategy for Bangladesh Army has been proposed after analyzing the present and future threat scenario in Bangladesh and considering the strategies adopted by the coalition forces and UN.

THE IED SYSTEM

Use of IED in Warfare

The history of IEDs dates back to seventeenth century when a radical group wanted to blow up the British Parliament and kill King James in 1605. Afterwards, IEDs were used in several incidents to change the government in many countries. IEDs were used in the form of Booby Traps in World War I and II. Belarus guerrillas used large number of IEDs against the German Forces in Belarus Rail War during 1943-445. IEDs were used by the Irish Republican Army in Ireland, Viet Cong forces in Vietnam, Hezbollah in Palestine and by LTTE in Sri Lanka. Many Islamic jihadist groups in Pakistan and India are still using these devices against the security forces and civilians. Afghan guerrillas used IEDs, made by US supplied mines, against the Soviet invaders. The US led coalition forces suffered more casualties from IEDs than the normal conflict from 2003 to 2011 in Iraq and Afghanistan. The militants get the explosives from the stock piles of mines and other munitions as well as from the unexploded ordnance (UXO). Islamic State (IS), Al Qaeda, Al Shabab, Taliban (Afghanistan & Pakistan), Boko Haram and some other terrorists’ organizations launch frequent IED attack in Afghanistan, Iraq, Syria, Pakistan, Somalia, Mali, Nigeria, Yemen and Egypt targeting innocent civilians, Security forces and UN peacekeepers to achieve some political objectives. ISIS launched 207 IED attacks in Iraq and Syria in 2017 and was responsible for 5,703 casualties of which 85% were civilians. Taliban claimed responsibility for 268 IED attacks, causing 5,015 casualties6. The security situation in Iraq, Syria, Afghanistan and Pakistan are severely threatened by IED incidents.

IEDs have proven to be an effective weapon system in asymmetric warfare. Use of drones, suicide bombings and control of electromagnetic spectrum will lead to dynamic techniques, tactics and procedure (TTP). Latest communication technology and social media will lead to a nebulous leadership structure in the future who will attempt to build the capacity for more complex attacks. The extremist groups may launch coordinated IED attacks to destabilize the security environment as seen in Pakistan, Iraq and Syria.

IED Components

IED techniques are very simple and require very little labour to produce. The design can be varied so rapidly that by the time the law enforcing agencies identify the pattern and develop counter measures, the aggressors may shift to new technologies. Basic components of IEDs, like firing mechanism, initiator, main explosive, are same but the very construction depends on the intended use and desired effects. Most of the IEDs are made of locally available materials or converting military munitions like artillery and mortar shells, mines. The components used IEDs expose the level of knowledge, expertise by the aggressors and the probable network working behind it.

5https://en.wikipedia.org/wiki/Improvised_explosive_device accessed on 03 March 2018 6AOAV, Op Cit, pp 10-11

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Types of IED

IEDs are classified into three main categories basing on the method of initiation. Those are: a. Timed IED. These IEDs are initiated at a preset or preselected time. These fuzes are made by electrical, chemical or mechanical devices. b. Command IED. These IEDs are initiated by direct command. The command is given by physical connection (wire guided) or by non-physical connection like mobile phone, remote controlled or Infra-red devices. c. Victim Operated IED (VOIED). These IEDs are initiated by a victim upon a desired action. VOIEDs are initiated by giving a certain pressure on a pressure plate, completing a circuit by adding or removing something or disconnecting a trip wire etc.

The IED System

The IED incident is only a part of the entire IED system. The system requires inter connected nodes like personnel, resources and actions. The IED system is explained below. a. Resource and Plan. Firstly, the financial, technical and material support will have to be acquired to prepare and execute the IEDs. The aggressors and the non-state actors are inter- connected through a network for mutual support. The local networks may be supported by the global threat networks. b. Preparation and Execution. Secondly, an IED is prepared, placed and executed. The IEDs are prepared in remote or isolated places to avoid detection. The militants may survey the target area number of times before placing and executing IEDs. c. Follow Up. Finally, the results and impacts are thoroughly analyzed after the incident. The success may be measured, either by the shock it created or by the direct casualties. Sometimes, militants distribute photos of the victims and claim success. Media plays an important role in measuring the success.

Source: Developed by Author Figure 1: The IED System

Improvise Explosive Device...

STRATEGIES FOR DEFEATING IED SYSTEM

C-IED Efforts

C-IED efforts need a comprehensive and coordinated approach from strategic to tactical level to mitigate the threat. C-IED efforts at different levels are described below. a. C-IED at Strategic Level. C-IED at the strategic level begins with the formulation of C- IED strategy. The strategy is derived from the global environment, the threat continuum, the capacity of the government and the security forces. C-IED at strategic level integrates efforts from counter terrorism, counter insurgency and law enforcing actions that collectively target the materials, persons and actions. b. C-IED at Operational Level. C-IED at operational level deals with the force structuring, determining appropriate operational methods or procedures, preparing the forces and provisioning of C-IED equipment. C-IED awareness actions are also taken at operational level. c. C-IED at Tactical Level. At tactical level, it deals with the C-IED actions taken by the ground forces. Route clearance, route protection, base protection, search & detect, and IED Disposal (IEDD) are some of the tasks taken at tactical level. It includes mitigation actions to minimize the effects of IED incidents.

Formulation of Policy, Strategic Level Counter Terrorism, Counter Insurgency, Law Enforcing Actions

Force Structure, Provision Operational of Equipment & Material, C- C-IED Efforts Level IED awareness

C-IED Training, Protective Tactical Level Measures, Search &Detect, EOD/IEDD, Exploitation

Source: Developed by Author Figure 2: C-IED Efforts at Different Levels

C-IED Specific Tasks

C-IED efforts can also be broken up into six key operational activities: predict, prevent, detect, defeat the device, mitigate and exploit.

Bangladesh Army Journal  June 2018

a. Predict. There are lots of activities undertaken to reduce the effects of IED incidents as a proactive measure. Information actions are taken to identify possible IED threats including their time and space. The threat scenario is analyzed taking into account the adversaries, active and non-active non state actors, and demographic characteristics of the area. b. Prevent. Preventive measures and actions are taken to avoid or lower the likelihood of the IED incidents. The actions may include deploying surveillance system, route planning, base protection and security to ensure standoff distance. Preventive measures can be both defensive and offensive. Offensive measures may include search and detect operation, control of movement of the hazardous materials and isolating the suspected militants. c. Detect. This is a systematic approach to identify specific target in support of C-IED operation. The list of targets includes person, information and material. The military search operation can be extended to buildings, venues, routes, Vehicles, vessels and aircrafts. d. Neutralize the Device. It is a military response to detect and neutralize the device. Electronic Counter Measures (ECM) and Electronic Support Measure (ESM) are used to deny the electromagnetic spectrum as a proactive measure. Explosive Ordnance Disposal (EOD) or IEDD teams are deployed to neutralize and dispose of the IEDs. e. Mitigation. These measures are taken in response of an IED incident. If the IED is detected before execution, the safety of the people has to be ensured as quickly as possible. In a post blasts scenario, the victims need quick recovery and medical treatment. Protection of civilian and their property is important when the IED incident occurs in a populated area. The surrounding area need to be searched carefully for secondary IEDs. f. Exploitation. These measures include getting as much information as possible including the forensic investigation from the exploded or unexploded device to find the adversaries’ TTPs with a view to developing own TTPs to defeat future IEDs. This is a specialized task and trained personnel from EOD/IEDD teams carry out the detail investigation.

C-IED Capabilities

To carry out C-IED specific tasks the force must develop and maintain C-IED capabilities. The C-IED capabilities are comprised of three major capabilities: search, disposal and exploitation. a. Search. Specialized search team, Explosive dog Team, ECM and ESM are employed to search and detect IEDs. b. Disposal. EOD/IEDD teams are employed to carry out Rendering Safe Procedure (RSP) and dispose of IEDs found by the search team. c. Exploitation. It is important to collect the evidence and information from IEDs. The objective of the exploitation is to identify the threat TTPs and suggest or improve own TTPs.

Improvise Explosive Device...

Locate

Identification Search

Reporting

Render Safe Procedure

Disruption Neutralization C-IED Capability

Demolition

Initial Investigation

Exploitation

Detail Investigation

Source: Modified from UN Military and Police C-IED Handbook (2017)

Figure 3: C-IED Capabilities

C-IED Strategies in Iraq and Afghanistan

The casualties and damages to the coalition forces from IEDs were more than any other weapon used in Afghanistan and Iraq. US Army spent billions of dollars in redesigning the vehicles and equipment, and in developing surveillance system to mitigate the IED attacks. They focused more on protection from IED blasts rather than trying to prevent it from occurring. US Army deployed route protection parties, drones, radio jammers, helicopters and heavy mine clearing vehicles. But the number of IED incidents started reducing when C-IED strategy focused on population centric making the C-IED as a sub-set of counter insurgency rather than operation centric.

The C-IED approach taken by US led coalition forces were based on three mutually supported lines of operations. These are: attack the network, defeat the device, and prepare the force7.

7CIED Strategic Plan 2012-16, Joint IED Defeat Organization, p8

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Source: Data from AOAV Report 25 May 20178

Figure 4: Number of IED Attacks in Iraq and Afghanistan 2011-16

a. Attack the Network. The success started coming when the C-IED operations were nested within the counter insurgency strategy and doctrine. The coalition forces and the government convinced people of the adjacent villages to provide information about the insurgences and their activities. Iraqi and Afghanistan security forces were trained on C-IED to provide security to the local civilians. The sense of security of the local people encouraged them to provide information on possible IED attacks. b. Defeat the Device. The coalition forces deployed surveillance system, heavy mine/IED clearance vehicles, drones and ECM and & ESM to identify and neutralize the IEDs. c. Train the Force. C-IED training focused on the most up to date tactics and technologies to the troops at individual and unit level. Train the Force enables the deployed forces to combat IEDs by attacking the network, integrating equipment and systems for the individual and battle staffs. Besides, units and individuals were trained to develop C-IED awareness to operate effectively in an IED threatened environment.

8Action on Armed Conflict (AOAV), Understanding the regional and transnational networks that facilitate IED use – IED usage among non-state armed groups, AOAV report 25 May 2017

Improvise Explosive Device...

Source: CIED Strategic Plan 2012-16, Joint IED Defeat Organization

Figure 5: C-IED Lines of Operation

C-IED Strategies of UN

IED incident occurs taking the advantages of poor governance, economic condition and law and order situation which led to the emergence of insurgency and terrorism. UN focuses on building government capacity by bringing together policy stands for comprehensive actions. UN took initiatives to control and monitor the movement of the potential hazardous chemicals. UN Security Council (UNSC) resolutions 2160 (Taliban), 2161 (Al Qaeda and Affiliates) outlined the detail framework for the Monitoring Team of the Council’s 1267 Committee against Al Qaeda, Taliban and their affiliates9. Later, UNSC passed resolution 2178 that includes foreign terrorists. UNSC has recognized IEDs as a major threat and a “proxy” weapon. The resolutions have also mandated the monitoring team to assess IED threats and identify the illegal supply chain and target the facilitators. Lastly, UNSC have included IEDs and related components in two main sanctions; Arms embargoes and assets freeze10.

The Department of Peacekeeping Operations (DPKO) of the United Nations Secretariat has developed an EOD military unit manual and an IED Threat Mitigation Military and Police HQ Handbook (2017). This hand book provides necessary guidelines to support peacekeeping operations on IED threat mitigation measures and capacity building for the troops contributing countries. Internal IED Threat Mitigation in Mission Setting Guidelines, issued in 2016, put forward a set of planning and coordination items for consideration in the development of a coherent response by peace operations to reduce the impact of IEDs on UN personnel and assets.

9International Counter Improvised Explosive Device Leaders Forum Canberra, Thursday, 3 September 2015, p3 10Ibid

Bangladesh Army Journal  June 2018

These Guidelines codify UN operational best practices on IED threat mitigation and constitute the framework for a comprehensive UN Strategy11.

In line with the UN mandate of self-defence, the current C-IED strategy of UN is to manage the threat through prevention and mitigation12. The UN peace operations rely on force protection, safety on the personnel, effective implementation of the mandate and protection of civilian in appropriate cases. The UN does not directly engage in military counter-terrorism operations but it must be capable of operating in asymmetric environment with threats from IEDs. UN prescribes the training standard, identifies the capabilities and equipment required for the peacekeepers. It is the responsibility of the troops contributing countries to ensure that the military and police operating in high-risk environments are properly trained before deployment and have appropriate equipment combined with TTPs13.

C-IED STRATEGY FOR BANGLADESH ARMY

IED Threats and C-IED Strategy for Bangladesh Army

Bangladesh suffered IED attacks by many extremist and terrorist groups in the past. The incidents which drew national and international attention were Udichi Bomb Attack, (Jessore 1999), bomb attack in Bengali New Year celebration (Dhaka 2001), bomb blast in Catholic Church (Gopalgonj 2001) and serial bomb blast in four cinema halls (Mymensingh 2002). The militants used remote controlled system and time fuzes to activate the IEDs. There were some suicide attacks also. These IEDs were placed and executed to give a political message, create fear among the people and draw media attention. Law enforcing agencies, in many cases, had been successful to identify the terrorists and brought them to justice. Few extremist groups may have connections with the terrorist organizations of Iraq, Afghanistan, and Syria. Reports from newspapers indicate that new Jumaetul Mujahedin Bangladesh (New-JMB) and Harkat--ul-Jihad- al-Islam Bangladesh (Huji-B) recruit students from reputed institutions and train them on IEDs and suicide bombs14. Law enforcing agencies have arrested few members of New-JMB and Huji- B militants who have advanced training on IEDs and suicide bombs. Law enforcing agencies have encountered both IEDs and suicide bombs in all recent counter terrorism operations. Unable to control the situation, law enforcing agencies had to call the assistance from army. Bangladesh Army conducted ‘Operation Thunder Bolt’ at Holy Artisan in July 2016 and ‘Operation Twilight’ at Atia Mahal, Sylhet in March 2017. Army encountered IEDs and suicide bombs in both counter terrorism operations.

The active extremist groups may be organized and launch coordinated IED attacks in future on unexpected high value targets including the military forces and their bases as seen in Iraq, Syria, Afghanistan, and Pakistan and more recently in India. These types of actions will change

11UNGA, Op Cit, p16 12IED Threat Mitigation Military and Police Handbook January 2017, p 28 13UNGA, Op Cit, p15 14http://www.thedailystar.net/city/ied-expert-jmb-held-uttara-1396699 retrieved on 03 March 2018

Improvise Explosive Device... the future security scenario in Bangladesh. Identifying the threat networks and share their information are very important. Intelligence organizations should be able to identify the threat networks and update all stakeholders including military about their intension and capability. Proactive measures can be taken to destroy the networks and their IED capabilities. Protection of the civilian and their properties are important in this type of C-IED operation nested within the counter terrorism operation. In this type of operation, Bangladesh Army will have to operate in coordination with other law enforcing agencies. The role of C-IED will be defeating the device and mitigation measures. To operate smoothly and successfully, it is very important to delineate the responsibilities of all stake holders in form of a Standard Operating Procedure.

Bangladesh Army needs to develop and maintain the C-IED capabilities to fight effectively in asymmetric environment and may have to deploy a C-IED force if the threat demands. C-IED efforts will be employed as part of counter insurgency operations in asymmetric warfare. Bangladesh Army also needs C-IED capability for force protection, defeating the device and mitigation of IED incidents in conventional warfare. When deciding on peace operations mandates, the Security Council will consider situational IED threats and will take comprehensive IED threat mitigation measures15. Bangladesh Army bears the responsibility to train and equip the peacekeeping contingents on C-IED where the threat from IED exists.

Considering the present and future threat scenario in Bangladesh, probable deployment in UN Missions, Bangladesh Army may adopt the strategy to prepare the force in terms of training and equipment to operate effectively under an IED threatened environment.

C-IED Force Composition for Bangladesh Army

C-IED capability should be developed from individual to army level. Each individual should develop C-IED awareness by effective training. Combat and logistic units may have integral Search and Detection Team formed by the integral troops. These teams should have basic search and detection equipment like mine, metal and explosive detector, trip wire feeler, search mirror and electronic jammers. The trained personnel from EOD/IEDD team may train them on Search and Detection drills. Each formation may have an IEDD team formed by the EOD team members of the Division Engineer Battalion. Formation IEDD team should be able to support the formation to operate in an IED threatened environment in terms of search, detection and disposal of all types of IEDs. Bangladesh Army may develop a specialized C-IED unit. This unit should be capable of providing security to high value targets from all types of IED attacks. The specialized C-IED unit should have the capabilities to carry out detail investigation of the IEDs and suggest own TTPs to defeat those.

15UNGA, Op Cit, p15

Bangladesh Army Journal  June 2018

AHQ Formation Combat & Logistics Group

Specialized C-IED EOD/IEDD Unit Search & Detect Unit Team

Source: Prepared by Author

Figure 6: C-IED Force Composition for Bangladesh Army

Components of C-IED Units

The C-IED units at different level will have different components and need special equipment. The components, functions and special equipment of C-IED units are given in Table-1.

TABLE-1 : FUNCTIONS AND EQUIPMENTS OF C-IED UNITS

Components Functions Special Serial Specialized EOD/EDD Search & Equipments C-IED Unit Team Detect (Army (Formation Team Level) Level) (Unit Level) 1. Search & Search & Search Systematic Search Mine, metal, Detect Team Detect Team & Detect and Identification of explosive detector, Team IED including trip wire feeler, reporting search mirror, robot, unmanned vehicle (UMV), X- Ray equipment etc. 2. Route RCT Identify IEDs and Mine & Explosive Clearance explosive hazards Detector, C-IED Team (RCT) along the route vehicle, robots, Reporting UMV 3. Explosive Explosive Search & Identify Trained Dog, Dog Dog Team Dog Team Explosive Reporting Handler (War increment) 4. ECM & ESM ECM & ECM and ESM Radio/Frequency Team ESM Team Tasks, Control Jammer Mobile

Improvise Explosive Device...

Components Functions Special Serial Specialized EOD/EDD Search & Equipments C-IED Unit Team Detect (Army (Formation Team Level) Level) (Unit Level) electro-magnetic Tracker spectrum 5. EOD/IEDD EOD/IEDD Detection, Bomb Disposal Team Team identification, Suit, Fuze evaluation, render Neutralization kit, safe, recovery, EOD equipment, neutralize and robots etc disposal of IEDs 6. ESI16-1,2,3 ESI-1,2 ESI-1 ESI-1: Initial Chemical, material Investigation & Mechanical ESI-2: Initial and Testing Equipment, detail investigation forensic laboratory ESI-3: Forensic and laboratory investigation

C-IED Training for Bangladesh Army

The emergence of IED brought a significant change in the overall tactical and security situation of the area of operations. C-IED community has developed various training activities in response to the threat from IEDs. The training prepares the force to operate in a high IED threatened environment. The C-IED training can be institutional, situational and individual.

Every soldier should have basic knowledge on IEDs and C-IEDs to develop awareness. Units may practice search, detection and reporting drills. Maneuvering and logistics units should be trained on 5 metre, 25 metre and vulnerable point check17. Though the peacekeeping contingents are trained on C-IED before deployment but this training should be conducted by all units. C-IED training can be included in the general military training (GMT) system of Bangladesh Army. Units may plan and conduct realistic training on a post IED incident scenario. Every soldier should know ‘What to Do’ in post IED incident scenario. Mitigation measures of post IED incident are very complex and need good staff procedures. A detail Staff Check should be prepared and protection, evacuation and medical treatment should be included in the staff check.

16 Explosive Scene Investigation 17 IED Training Lesson Package, ECSME

Bangladesh Army Journal  June 2018

Engineer Centre and School of Military Engineering (ECSME) conducts the specialized training on EOD and IEDD. Trained EOD/IEDD members can train others on basic search, detection and reporting procedures. It is very important to share the information and knowledge among the C-IED stakeholders. National and international seminars and workshops can be conducted on regular intervals on C-IED to share information and experience.

Conclusion

The threats from IEDs will remain in both asymmetric and conventional warfare in future. Failing to develop an appropriate C-IED strategy will cause severe damage to the interest of the nation and the security forces. Different strategic approaches may be adopted basing on the threat and conflict scenario. The US led coalition forces suffered huge casualties from IEDs in Iraq and Afghanistan, Initially, the focused on protection from IED blasts and spent billions of dollars in developing the surveillance and protection system. But this strategy failed to reduce the attack as the militants changed their TTPs. Later, they adopted population centric approach where C-IED was a sub-set of counter insurgency. The C-IED efforts were based on three lines of operations: attack the network, defeat the device and train the force. The number of IED attacks started reducing after adopting the new strategy. There are transnational threat networks responsible for IED attacks in many countries. UN took several initiatives and passed resolutions to control the movement of the resource, and materials which can be used in IEDs. UN adopted to manage the threat through prevention and mitigation as C-IED strategy. UN focuses on forces protection, safety and security of the UN personnel.

Bangladesh is experiencing IED and suicide bomb attacks by several extremist groups. The threat scenario may deteriorate in future and Bangladesh Army may have to be deployed to control the situation. Bangladeshi peacekeeping contingents are also operating under IED threatened environment in some of the countries. Bangladesh Army needs to develop C-IED capability from unit to army level. C-IED training can be included in the GMT of the army. Units should be trained and equipped to operate effectively under IED threatened environment.

Recommendations

The recommends to develop the C-IED capability of Bangladesh Army are as follows: a. C-IED capabilities may be developed from unit to army level. Formations may have dedicated IEDD team. Bangladesh Army may have a Specialized C-IED unit and it should be capable to investigate the IEDs in detail and suggest own TTPs. b. C-IED training may be included in GMT system of Bangladesh Army. All manoeuvre and logistics units may be trained on basic search, detection and reporting drills as part of C- IED training. c. Seminars and workshops, at national and international level, may be organized to share information and expertise among all stakeholders.

Improvise Explosive Device...

BIBLIOGRAPHY

1. David F. Eisler, Captain (2012), “Counter-IED Strategy in Modern War”, U.S. Army Military Review January-February 2012. 2. Zorya Gregg (2013), “How the IED Changed the U.S. Military”, USA Today 19 December, 2013. 3. Haidi Willmot, Scott Sheeran, and Lisa Sharland (2015), “Safety and Security Challenges in UN Peace Operation”, International Peace Institute, New York July, 2015. 4. John Moulton, Commander, U.S. Navy, (2009), “Rethinking IED Strategies: from Iraq to Afghanistan”, Article, United States Army, September 2, 2009 retrieved from https://www.army.mil/article/26877/rethinking_ied_strategies_from_iraq_to_afghanistan accessed 19/3/2018. 5. United Nations General Assembly (2015), “Countering Threat Posed by Improvised Explosive Devices”, report A/RES/70/46 date 11 December 2015. 6. United Nations General Assembly (2016), “Countering the Threat from Improvise Explosive Devices”, Report of the Secretary General A/71/187 dated 25 July 2016. 7. United Nations (2017), “IED Threat Mitigation Military and Police Handbook”, January 2017. 8. International Counter Improvised Explosive Device Leaders Forum (2015), “United Nations Overview of the Improvised Explosive Device Situation and Reflections of a Coherent Response”, Canberra, 3 September 2015. 9. Joint IED Defeat Organization (USA) (2012), “C-IED Defeat Strategic Plan 2012-16”, date 01 January 2012. 10. Joint IED Defeat Organization (USA) (2011), “VOID Recognition Guide” March 2011, retrieved from https://publicintelligence.net/victim-operated-improvised-explosive-device-voied-recognition-guide/ accessed on 19/3/ 2018. 11. Action on Armed Violence (2017), Improvise Explosive Device (IED) Monitor 2017, retrieved from https://reliefweb.int/sites/reliefweb.int/files/resources/IED-Monitor-Report-for-web-final.pdf/ accessed on 19/3/2018. 12. Action on Armed Violence (2017), “Understanding the Regional and Transnational Networks that Facilitate IED Use – Timings of IED Incidents”, AOAV 25 May 2017 retrieved from https://aoav.org.uk/2017/understanding-regional-transnational-networks-facilitate-ied-use-ied-usage- among-non-state-armed-groups/ accessed on 19/3/2018. 13. Action on Armed Violence (2017), “Understanding the Regional and Transnational Networks that Facilitate IED Use – IED Usage among Non-State Armed Groups”, AOAV report 23 May 2017 retrieved from https://aoav.org.uk/2017/understanding-regional-transnational-networks-facilitate-ied-use-ied-usage- among-non-state-armed-groups/ accessed on 19/3/2018. 14. https://en.wikipedia.org/wiki/Improvised_explosive_device accessed on 03 March 2018.

Bangladesh Army Journal  June 2018

Lieutenant Colonel Bhuiyan Mohammad Golam Kibria, psc was commissioned on 12 June 1997 in the Corps of Engineers. Apart from the compulsory courses, he did Junior Staff Course from Bangladesh Navy. He did Bomb Disposal course from School of Military Engineering, Quadirabad and Post Graduate Diploma on Controlled Demolition from PLA University, China. He is graduated from Military Institute of Science and Technology (MIST), Bangladesh University of Engineering and Technology (BUET) and American International University, Bangladesh (AIUB). He is also a graduate from Defence Services Command and Staff College, Mirpur. Along with the regimental appointments, he served as Grade-3 and Grade-2 staff officer. He was a faculty member in MIST. He was the pioneer Commanding officer of a Division Engineer Battalion. He did UN Mission as a contingent member in UNMIL, Liberia and served as a Staff Officer in UNAMID, Sudan. He participated in US-Bangladesh joint ‘Exercise Tiger Lightning’ as C-IED specialist. Presently, he is serving as AA&QMG of an Infantry Division.

Digitalizing the Libraries: an Initiative...

DIGITALIZING THE LIBRARIES: AN INITIATIVE TO ATTRACT THE READERS IN BANGLADESH ARMY

Major Md Jahangir Alam, AEC

“If you tell I will forget, If you show I will understand, if you engage me I will learn”1 A Chinese proverb.

Abstract

Digital Library aims at providing users the organized books, journals, electronic resources, access to repositories of information and services. Professional staffs of libraries organize, store and disseminate all resources, even redesigns rendering services to keep abreast its users with global trends. Military station libraries were established to foster correct reading habits and to provide right information to right users at right time among army officers. Military profession demands to pursue the study of warfare, national and international affairs, military history, economics, geo-politics, general science and biographies, etc. With the advancement of information and communication Technology (ICT), the demand for knowledge and information of varied users has increased in manifolds. In the 21st century the existing physical libraries are being digitalized in the world. Existing libraries of Bangladesh army need to provide up to-date information and resources in line with the growing demand and expansion of users. Its best possible services are imperative for the professional and personal development of officers, junior commissioned officers, other ranks and their families as well as wards. In this perspective, Army Central Library (ACL) can be digitalized and other classified libraries can also be inter- connected gradually. It is a time-worthy demand for creating ICT and knowledge based army society and community where modern IT facilities and congenial atmosphere exists. In this context, this paper aims to justify the requirement of establishing a Bangladesh Army Digital Library with high quality content.

Introduction

Library was established to collect and preserve study materials as well as to record experience of mankind and help knowledge seekers to gather updated information. Realization for establishment of libraries grew among librarians and historians. A library grows and develops like human body and that is why it is considered a growing organism.2 For freedom of knowledge and growing academic leadership, library plays a vital role. Libraries are dynamic and grow along with human civilization. Resources of the both physical and digital libraries have great impact on our life and provide improved access facilities, facilities for widely access, improved information

1 Rahman, Mohammad Jillur, Grontho O Gronthagar: Proripakit-Bangladesh (edited), Digital Bangladesh- Sopno Puruner Ovijatra, Asit Kumar Sarker, first publish, Oct 2009, Dhaka, p 369. 2 Sultan Uddin Ahmad, Librarianship and the State of Libraries in Bangladesh, Luthfun Nessah Begum(Printech Limited), Dhaka, 1994, p 9.

Bangladesh Army Journal  June 2018 sharing and preservation, retrieval of information, and promote efficient delivery of information economically to all users. Libraries in any forms assist in this regard by supplying world class study materials. After World War II, libraries on research facilities have increased in both government and private research libraries and centers.

There is a need for libraries as members of any organization could not rent or purchase study materials or information as they need. When the number of personnel increases, cost goes beyond individual’s capability, the authorities are forced to establish libraries. Subsequently, the number of libraries has increased in Bangladesh. The aim of the current government is to make a digital Bangladesh through information and communication technological development. Modern digital technologies are being applied in all sectors to materialize ‘Vision 2030’. With the advent of free and fee based digital library software packages, the creation and sharing information through digital library collections has been attractive for library information seekers and professionals around the globe. The world is experiencing the proliferation of digital libraries initiatives in many information providers’ institutions like libraries, museum and archives. Information seekers have access to collections through the computerized library catalogue such as Online Public Access Catalogue (OPAC). World Wide Web (WWW) has paved the way for first resort information for thousands of millions of readers. Digital libraries could appear to be one use of the World Wide Web and also might be regarded as continuing a trend toward library automation.3

Most modern libraries across the world deal with digital contents and libraries are becoming digitalized. It can vary in size, scope and be maintained by individuals or organizations. Members of library or institution have easy access to the digital library e-resources through any internet enabled devices. In present context, military station libraries can be digitalized for distance education or learning, research or life-long learning in order to have access to information super- highway through library website by using electronic devices. Founder of Amazon.com Jeff Bezos thinks that one day paper book will not exist.4 L J Just says “Whenever there is the civilization, there must be books and whenever there are books, there are libraries.”5 Initially Army Central Library (ACL) can be digitalized. Later on, communication and collaboration between and among military station libraries will be setup and interlinked. Users will have full access to scholarly articles or e-books within the digital library interface. Library exists at any place they can access to it, for example: home, school, office, or in a car. In this paper, an endeavour has been made to discuss the digital library facilities in Bangladesh as well as around the world to establish the digital library in Bangladesh Army.

3 Verma Kusum, Digital Library Preservation Strategies, Akansha Publishing House, New Delhi, 2005, p 1. 4 Rahman, Mohammad Jillur, Grontho O Gronthagar: Proripakit-Bangladesh (edited), Digital Bangladesh O Omar Ekusey Grontho Mela, Ahmed, Mohiuddin, first publish, Oct 2009, Dhaka, p 54. 5 Saadat Ali, Muhammad, Adhunik Granthagar Proshason-O- Baybosthapona, Ahmed Publishing House, Dhaka, July 2006, p 19.

Digitalizing the Libraries: an Initiative...

Libraries Available in Bangladesh

There are generally four types of libraries in Bangladesh for learned societies and institutions, professional bodies, educational institutions and research organizations. These are National library and archive; Public library; Academic libraries; Special Libraries. Bangladesh has one national library named “National library and Archives” which is located in Agargaon, Dhaka. Under public library system, it has also 64 district, 2 Upozilla and 4 branch public libraries along with affiliation of enormous academic, administrative, institutional, medical, special and enlisted private public libraries. There are around 1200 enlisted private libraries throughout the country that get monetary allotment, books free of cost and service guidelines from Ministry of Cultural Affairs and Department of Public Library. The growth and development of special libraries in Bangladesh started in 1965.6 It is established for special readers, researchers and professionals for the sake of greater interest of the institutions or organizations. It is naturally located near or in the close proximity of institutions to adopt and complete the development works to keep pace with the constant changing world. Libraries are redesigning services and information products to add value to their services and to satisfy the changing information needs of the user community. Libraries run by Bangladesh Army fall under special library category. Proliferation of knowledge demands special libraries, documentation and information centers.

Library Automation and Digital Library

General. Library automation refers to the use of computers in library work including services. It was first engaged for working in library service in USA in 1950s in a very modest way.7 In regards to knowledge and flow of information, use of computers in the library is the need of time. Its application has increased the use and utility of libraries. No library can think of getting additional space every year, although collection will grow continuously. Library automation and digital library system have come forward to solve this. Library automation is now activated in Army libraries and physical library data that are scanned, digitized or translated and is put online (automation).

Digital Library. According to Digital Library Federation (DLF) “Digital Libraries are organization that provide the resources, including the specialized staff to select, structure, offer intellectual access to interpret, distribute, preserve the integrity of and ensure the persistence over time of collections of digital works so that they are readily and economically available for use by a defined community or set of economics.”8

Google Digital Library. Google opened digital library and invited publishers to participate voluntarily for book scanning programme because it ensured the limited access of databases. Links to websites are available in Google digital library where the chosen book can be ordered online. In Google digital library, technology based publication was 2 percent in 1992, it reached

6 Sultan Uddin, Op Cit, p 53. 7 Singh Prem and Khanna J.K: Information Technology in the Libraries, Pragati Publication, Delhi. 1994, p 129. 8 .https;//old.diglib.org/about/dldefinition.htm

Bangladesh Army Journal  June 2018 up to 25 percent in 1997 and it was 50 percent in 2002. At present, almost 100 percent technology based publications are available.9

The Library Information System and Networking. A library network is broadly described as a group of libraries coming together with some agreement of understanding to help each other with a view to satisfying the information needs of their clientele or users. The publishing chain begins with authors and ends with readers. It works as a series of intervening links and provides service like primary publishers-secondary publishers-database distributors-libraries-document delivery services and editing-indexing-distribution and access-archiving-delivery to end users.10

Digital Libraries/ Databases in Bangladesh and Around the Globe

General. Academic libraries are in the forefront of institutions that adopted digital library services for meeting information needs of users in the digital era. British library initiated the “Electronic Beowulf Project” in 1993 to capture, enhance and preserve cultural artifact in digital form which propelled other nations throughout the world to digitize the important documents and images of culture that include libraries, museums and archives.11 BAS from 2006 and UGC-DL from 2012 had been providing digital databases opportunities.

The United States of America (USA). Project Gutenberg was designed to provide a full text of documents mainly on literature to the University and the world in 1971 by University of IIIinois. The advent of WWW in 1990s facilitated access to database to different electronic collections. The USA took digital library projects in 1994 with the “Digital Library Research Initiatives.”

United Kingdom (UK). United Kingdom took Electronic Library Information Online Retrieval (ELINOR) project in 1992 by De Montfont University to provide network access to electronic materials within the University campus. It inaugurated the Electronic Library programme in 1995.

Research4 Life. Research4 life is a network that provides free or low-cost online access to the major journals on biomedical and related social sciences to local, non-profit making institutions or organizations in the developing countries. In the year of 2000 at the UN Millennium Summit former Secretary General Kofi Anan took this initiative which is called an umbrella of private-public partnership of four programmes largely i.e HINARI working on health, AGORA working on agriculture, OARE focusing on environment and ARDI focusing on innovation.12

9 The Daily Bangladesh Observer, Information Technology News, Dated 13 June, 2006. 10 Kocktanek, Thomas R; Mathews, Joseph R, “Library Information System” , Libraries Unlimited, This South Asian Edition Published in 2004, p 22. 11 Koganuramath, M.M and Angadi, Malikhajun, ‘Design and Development of Digital Library’ at https://www.researchgate.net/publication/28802123_Design_and_development_of_digital_library_an_initi ative_of_TISS 12 Dasgupta Sabuj, Moniruzzama Md, Dr Nazim Uddin Md, United Nations Library Networking in Bangladesh During 2002-2017: An Overview, ASA University Review, VOL. 11 No.2, July-December, 2017.

Digitalizing the Libraries: an Initiative...

Open Access. Open Access (OA) means online access without charge to readers or libraries. It promotes free exchange of scholarly publications wishing to cut down the costs for libraries which is free of copyright and licensing restrictions. Publishers of OA use all the traditional processes of commercially produced journals except for charging subscription for their journals.13 International centre for diarrheal Disease Research, Bangladesh (icddr,b) started movement in 1997 focusing on reducing the huge pressure of library budget for subscription to journals.14

Leading Publishers and Databases. Some leading databases such as Emerald, D-lib Magazine, Sage Pub, Science Direct, Willy and Springer. University Digital Library (UDL) mainly communicate with e-book providers. Those e-book providers are ACM Digital Library, Cambridge University Press, Emerald, IEEE (ASPP & POP All), JSTOR, McGraw-Hill, Oxford University Press, Pearson, Sage, Springer, Taylor & Francis, Wiley, and World Scientific, etc.

Digital Library Facilities in Bangladesh. Maximum public and private university’s academic libraries, research institute like medical, agricultural, industrial and nuclear have tended to include digital contents. Bangladesh University of Professionals and Military Institute of Science and Technology (MIST) have digitalized their libraries. As an affiliated institute National Defense college and Defence Services Command and Staff College are also trying to digitize its library. Among them 55% libraries are subscribing online journals yearly, 60% libraries preserve electronic literature on CD-ROMs and DVDs. A few of them have different ranges of e-Books. Majority of the libraries have free online journal subscription. Around 15% libraries do not have digital collection.15

Initiative of Present Government, BAS, UGC-DL, Research4 Life, Open Access and Bangladesh Journals Online

Central Public Library. Along with the central public library, 30 public libraries in Bangladesh will be digitalized and electronic library under the project of “Libraries Unlimited” will be financed by Bill & Melinda Gates Foundation. A Memorandum of Understanding was signed on 16 August 2016 with 5 years plan.16 In addition, Under Information and Communication Technology implementation project it has provided computers, modems, uninterrupted power supply, lesser printer to all those libraries. It has also scanned and digitized 9.25 million pages of old newspapers and 2.39 millions page of books for readers that can be read through online.

13. Suber, Peter, “Open Access Overview,” http//legacy.earlham.edu/peters/fos/overview. 14 Uddin,Md. Nazim; Koehlmoos, Tracey Lynn Perez; , Hossain, Shakil A Shahed, “Bangladesh: An Overview of Open Access (OA) Initiatives” (2014). Library Philosophy and Practice ( e-journal).1101. 15 Saiful Alam, Md. and Shariful Islam, Md. Digital Library Initiative in Bangladesh: Current Status and Future Challenges, International Seminar “Vision 2021”. 16 http://www.publiclibrary.gov.bd/site/page/02fed16d-b16d-4a54-8a3a-d529b4c2749f/Libraries-Unlimited

Bangladesh Army Journal  June 2018

Bangladesh Academy of Sciences (BAS). It was established in 1973 aiming to promote research in pure and applied science and their practical applications to problems of national welfare in Bangladesh. International Network for the Availability of Scientific Publications (INASP) is an UK based international development charity working with a global network of partners in Africa, Latin America and South Asia. It has projects in 28 countries, supporting all aspects of research and knowledge systems. This INASP and the Program for Enhancement of Research Information (PERI) started working in Bangladesh from 2006 to facilitate with network to public and private universities, research institutions and laboratories. At present, a good number of universities & research organizations has participated the network and they are subscribing on the basis of number of users. More than 30 organizations have joined the network and more organizations are showing interest to join because of the immense benefit received in a cost effective way.17 ACL joined with INAPS through BAS in 2012. BAS provided both of e- Books and especially e-journals from chosen 11 publishers mainly from Wiley, Sagepub, military book club publications, defence equipment microsite, defence industry microsite.18 ACL is not availing this services or facilities at present.

University Grant Commission Digital Library. Because of lack of awareness and high cost of electronic information resources, academic community had less scope to get access. UGC digital library was established in 2012 largely funded by the world’s Bank’s Higher Education Quality Enhancement Project (HEQEP) to subscribe to electronic resources to the member institutions at lower rate of subscription as a non-profit basis.19 It has around 90 renowned public and private Universities of Bangladesh. This noble initiative is trying to bring qualitative changes in teaching, learning and research in the country aiming at accessing to a repository of high quality electronic resources such as online full-text journals, e-books, bibliographic databases, datasets and reference resources at a substantially lower tariff of subscription

Bangladesh Journals Online (BanglaJoL). BanglaJoL was initiated in June 2007 in Bangladesh with support of INASP which is a database of journals published in Bangladesh managed by BAS. It provides open access to the research articles published in 142 different journals, 1749 Table of Contents listing 22,503 articles, 21,622 article are full text (PDF) out of it, from a wide range of academic discipline and genres which are free to view, search, browse, print and download. BanglaJoL is a member of Journals Online (JoL) project supported by the INASP ‘to maximize worldwide knowledge of indigenous scholarship and South to North knowledge sharing’. It is also managed by BAS since 2016 aiming at supporting individuals and institutions to produce, share and use research and knowledge that can transform lives.20

Measures to Take to Establish Digital Library in Bangladesh Army

17 http://www.bas.org.bd/about/inasp-peri-consortium.html 18 Army Central Library and Bangladesh Academy of Sciences (BAS). 19 http://udl-ugc.gov.bd/about-udl 20 https://www.banglajol.info

Digitalizing the Libraries: an Initiative...

Government and non-government organizations are investing on Digital Library projects with a view to meeting information needs of their communities. Bangladesh army has expanded in manifolds and requirements of knowledge and information have increased. Students, teachers, parents, scholars, professionals, government officials, scientists and researchers use library for their study and research. Many of them turn to library to satisfy a desire for knowledge that is provided by libraries. Following are the components and processes of establishing of a digital library:

Components of Digital Library. There will be certain common components for digital library such as collections, services, technologies, retrieval, transfer, dissemination, manipulation and management and lastly institution. These components jointly will provide services to users or clients in an efficient and satisfying manner.21 The following chart firstly describes the requirements for digital library and secondly shows the outcomes and activities of digital library and how the library and information services can be provided.

21 Magnussen, Amanda, CREATING DIGITAL LIBRARIES: A MODEL FOR DIGITAL LIBRARY DEVELOPMENT at http// http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.94.1091&rep=rep1&type=pdf

Bangladesh Army Journal  June 2018

Digitalizing the Libraries: an Initiative...

Other Important Components of Digital Library. There are few other components of digital libraries which are being used in libraries of many countries. They are Non Book Materials (NBM)22 and are as follows:

1 Books 15 Crest 29 DVD-player 43 Guide to Literature 2 Newspapers 16 Patents 30 CD-Player 44 Compact Discs(CDs) 3 Magazine 17 Standards 31 Headphones 45 Vinyl Records 4 Journal 18 Electronic 32 Opaque 46 Digital Video Journal Projectors Discs (DVDs) 5 Manuscripts 19 Electronic 33 Micro Film 47 VHS Tapes Books Reader 6 Booklet/ 20 Electronic 34 Micro-films 48 Ceiling Pamphlet Theses camera Projectors 7 Maps 21 Microfilm 35 Microfiche 49 Multi-media camera Projectors 8 Globe 22 Microfiche 36 Micro-film 50 Internet Printer 9 Chart 23 Radio 37 Microfiche 51 Computer Printer 10 Atlas 24 Tape Recorder 38 Documentary 52 Router 11 Calendar 25 Television 39 Almanacs 53 Local Area Network Connection 12 Gazette 26 Films 40 Dissertations 54 Metropolitan Area Network Connection 13 Brochures 27 Filmstrips 41 Yearbooks 55 World Wide Network Connection 14 Directories 28 Phonograph 42 Bibliographies Records

Subscription (Access to external e-contents). E-book, e-journal, e-database on different subjects, e-dictionary, articles/papers are available on internet but users have to pay for using these electronic resources (e-resources) as these resources are expensive. Institutions or library authorities provide its users access to these e-resources after being the subscribers of the same.

22 Sarkar, Asis Kumar, Bissurun Magazine (edited), Rahman, Mohammad Hmidur, “Ekbinsho Sotabdir Gronthgorseba o Gronthogarita”, Department of Public Libraries, Dhaka, June 2017, p 39.

Bangladesh Army Journal  June 2018

Free or Open Access (Local and external e-contents). There are many local and external e- contents provider like ‘Google Scholar’ which provides free access to its e-contents and users do not have to pay.

Agreement /Exchange (Local and external e-contents). Through inter -institutional collaboration institutions or digital library authorities may share its categorized information. Users can find desired data or information using ‘Quick Search or Advanced Search’ engine and putting Keyword(s)/ author/ISBN (International Standard Book Number)/ ISSN (International Standard Serial Number).

Army Central Library’s Website. Army digital library’s(central)website(badl.army.mil.bd) has been prepared and users can browse military publications, précis, books, journals and magazines, GSTPs, and e-contents, list of preserved books, notice, and message. Users demand page, issuing with books, renewal and recall of materials, comment/blog page are there. Audio- visual contents/multimedia can be listened to and downloaded. Journal section, research section, info regarding other military station libraries and link with other reputed libraries, administration section, online book reserve and issue, linkup (page) with native and foreign online and electronic publishers are connected. It will mediate certain kinds of interactions among people and computing system.23

End User Server

Connected PC

Real IP

Connected PC

Gateway PC

Connected PC Connected PC

23 Verma, Kusum, Digital library Preservation Strategies, Akansha Publishing house, New Delhi, 2005, p 11.

Digitalizing the Libraries: an Initiative...

The above chart indicates that International Protocol (IP) address is required to get access to databases and online publishers. Other computers will be connected through gateway PCs (computers) so that many readers can read at a time. Download of e-contents may be done and these downloaded e-contents can be stored in central server (central databases) and even it can be uploaded in Army Digital Library website maintaining the legal issues or copy right law.

Resource Sharing in Libraries. A British librarian pointed out in 1960 that “No library can stand alone” because no library, howsoever, big and resourceful it may be, cannot meet all reading requirements of its own clientele not to speak of its area.24 Allen kent says that resource sharing in libraries is a derivative of the intractable or unsolvable problem of higher education”. Bangladesh Army library’s networking system is required because an individual library cannot procure full range of information resources due to exceptional information, increasing cost of information material and low level of financial support. Resource sharing first started in UK in 1915, India in 1950, USA in 1968. At present, Bangladesh Army is sharing its maximum resources through Army WAN.

Technical Support. To arrange and administer e-resources, solve trouble shooting of the network, digital library authority may contact AHQ, Information Technology Directorate (IT Dte), AHQ and technical support team, Bangladesh Internet Professional Community (BIPC), BAS, University Grant Commission Digital Library (UGC-DL). Library authority may place its demand regarding e-resources/e-contents before national coordination committee meeting of Bangladesh INASP-PERI Consortium (BIPC) and other e-contents provider institutions or organizations.

Administrative Planning and Decision Making. The library authority, librarian and its staffs may play a vital role for keeping the flow of information vibrant and active. All administrative activities, plan and decision taken will be implemented by library authority. As the basic role of librarian is changing with the transformation of library, librarian must have proper and adequate training on infrastructure, operating system, collection and purchasing e-contents and preserving in accordance with the requirements of users.

Creating Central Database. Digital electronic archiving can be set up for long term storage, preservation and access to digital information.25 United States of America, United Kingdom, European Union, Australia, and Canada have significant electronic records to prevent losing generation of culture. A central database for Bangladesh Army’s digital library and server may be set up by Army Headquarters, IT Directorate and will be maintained by its skilled manpower. Downloaded e-contents can be preserved and retrieval for future uses may be deleted or destroyed to avoid copyright violation.

24 Mittal, Dr. R. L, Advances in Library and Information Science: Library Resource Sharing, Moon Light Publishers and Distributors, Delhi, First Edition, July, 1979, p 122. 25 Verma, Op Cit, p, 206.

Bangladesh Army Journal  June 2018

Security Issues. When Army libraries will be digitized, security issues will be a serious concern for its organization, including a library. Because of the proliferation of security incidents or breach, including viruses and denial service attacks, any computer system that is accessible via internet must have the appropriate security of hardware and software to protect the library and its valuable databases. A security breach is silent venom that can infect and seriously damage the library’s ability to provide service.

Issues to be Addressed to Overcome the Challenges

Following issues may be addressed to overcome challenges for establishing and maintaining the digital library: a. Yearly adequate fund allocation. b. Application of hardware and software. c. High speed local network and internet connection. d. Database supports and variety of digital resources and formats. e. Resource preservation and discovery. f. Digitization of existing collections. g. Purchasing of digital contents and form up consortium. h. Getting access to external materials through subscriptions. i. Provide access to both physical and digital materials. j. Copyright and licensing, contracts and privacy. k. Interoperability between system and software. l. Training and development library staffs. m. User authentication for access to collections. n. Information organization. p. Excessive cost of building/maintaining storage and servers. q. User needs and attitudes. r. Need for new organizational structures, size.

The Role of Military Station Libraries and Facilities

The role of military station libraries is to provide selected literature of provisional and general interest to officers to enable and keep abreast of the latest developments, particularly in the mil field. Families and wards of officers, junior commissioned officers as well as other ranks had

Digitalizing the Libraries: an Initiative... been allowed to become the members of military station libraries from 2008.26 Most of the military station libraries have internet, photocopy, air condition, computer, printer facilities. Proper education is required in solving problems, developing skills, foster commitment, cultural and emotional intelligence and humility. Reading is the gateway to knowledge and wisdom and has the unique power of transforming the readers. For effective military diplomacy, building relationships on institutional and personal interactions both in military to military and civil- military phases, and to bring confidence in bilateral and multi-lateral relationships all of us have to study in-depth and earn relevant knowledge.27 Lack of reading which resists new ideas and communication gap with knowledge and information hinder the organizations goal, values and strategies.

Requirement of Digital Library in Bangladesh Army and Ways to Attract the Users to Visit Library

Men have imprinted their thoughts, consciousness, knowledge, science and experience in books for the use of next generations. Books are cheaper but extraordinary elements of men’s discover. Greek philosopher Socrates said “There is only one good, knowledge and one evil, ignorance.” Many men perhaps learn many things through experience without acquiring knowledge. But, obtaining knowledge for centuries and its well preservation becomes possible through books and library. Russian writer Leo Tolstoy says “Three things are essential for life and those are books, books and books”. Canadian educator and humorist Stephen Leacock of McGill University placed the library in realistic relation to the education processes by saying “If I were founding a university, I would found first a smoking room; then after that, or more probably with it, a decent reading room and library. After that, if I had still enough money that I could not use, I would hire a professor and get some textbooks.”28 It is well known that a good deal of general reading and studying is done in Army libraries, more in proportion to population than is done in civilian libraries for many obvious reasons.29

Those who realized and utilized books, they prospered and they built library for the preservation of books. Reading books will gradually deepen the depth of knowledge; make human being corrected, polished, polite, and responsible and dedicated for others. When books, journals are in digital form, the world is at our fingers end, we may read, listen, speak and exchange views and opinions. Mental desire is a factor to read books and visit library but not the time.

Bangladesh Army is growing and expanding with its manpower and resources rapidly and should not be kept beyond the purview of digital contents of study materials in the libraries. For the strong fabric and bondage of Army and Army command, its personnel need to be

26 Formation Commanders Conference, 15 October 2008. 27 Saifullah Md Khalid, “ An Essential Constituent of Foreign Policy,” Bangladesh Army Journal, 58th Issue, Dec-2015. 28 Kujoth, Jen Spealman, ‘Libraries, Readers and Book Selection,’ “Send Me a Man Who Reads”, The Scarecrow Press, Inc, Metuchen, N.J.1969, p 32. 29 Ibid, p 83.

Bangladesh Army Journal  June 2018 knowledgeable, skilled, motivated and dedicated towards organizational goals. Digital libraries with its digital contents would help us enormously to grow military and academic leadership.

Ways to Attract the Users to Visit Libraries

Following steps can be taken by both the users or readers and librarian or library authority to develop reading habit, visit library and attract users or readers: a. Consider Library as a Third Place. Beyond office work, family life and household activities, people may opt to visit library as a third place to enjoy. b. Enjoy Good Time. Studying and passing good time without spending money in library will refresh reader’s minds and hearts that provide imaginative ideas, an ideal realm of love and happiness, relaxation of mind and nerve. c. Family Library. Close and active involvement of family will ensure children’s relation with books from early stage of life. Family library is not only a center for making readers rather it presents the active reader from being inactive readers. d. E-books Corner. If a library provides e-resources to its readers, the link of actual book may be given to readers to access the books. e. Electronic Readers. Library can be an interesting place when few e-readers will be made because young users will feel at home in library. f. Reader’s Corner. A provision of reader’s corner in the library may attract readers to share views. To read and discuss on any topics, readers group may meet at regular interval in library. g. Blog Writer/Comments Page. Librarian or library staffs will assist readers to write comments after reading physical books or online. h. Event Alert. A message or notice may be circulated on the website or library notice board or online registration may be started on special event like book launch, author's talk, video conferencing/screening. j. Build Up Reading Society. UNSECO suggests building up reading society which is the only way for the development of books resulting in national development. Books will be the best company with whom people can converse day by day till death. k. Cultural Activities. Different cultural activities arranged by the library will allure readers to visit library. l. Inform Reader about New Collections. New arrival books can be displayed separately for browsing easily. Effective advertisement and accession list can attract readers. m. Books Display on Special Day. With prior intimation to the reader’s, books on specific subject or event can be displayed on the national day, special days, memorable day of writer’s, intellectual’s and famous personality’s birth day, and death anniversary, etc.

Digitalizing the Libraries: an Initiative...

n. Readers Councilors. Selection of good books from various types of books can be done with the help of expert library staffs. It facilitates the reader’s books search and readers feel at home. p. Librarian’s Help. Drawing attention of readers by the librarian to other books may help readers to consult. This proactive help and attitude inspire readers to read more books. q. Buy Books and Read Clean Books. Reading habit may develop through buying new books whenever it is possible and affordable and can be read amidst busy life and work schedule. Khalifa Harun purchased books by gold. Mahatma Gandhi said “It is good to read clean books, but it is better to learn into our lives that which we read in enabling literature.” Many officers select clean books for kids and help to buy and read books. r. Spare Time to Read. Time can be spared or kept an hour per day for reading. Even it may be divided into smaller units like 10 minutes, 20 minutes or 30 minutes in each reading session of a day. It may be a small start but one day it will make habit. s. Book Carry. Books can be carried and read wherever time is available, be in office area, bank, railway station or bus stop. Columnist Joe Queenan says, “I read anywhere and everywhere, except in the bathroom, as I find this unspeakably vulgar and disrespectful to the person whose work one is reading, unless one is reading something appalling”. t. Switching off Television/Social Media for Few Moments. Switching off television or other electronic devices can be one of the best methods to develop reading habits. Keeping aloof from using social media for a few minutes or hours will develop reading habit. u. Reader’s Comments. After visiting library and reading books, readers may express feelings/thoughts in black and white. Comments in favor of books must inspire others to read. One can spend hours enjoying reading. Plan to develop new habit which probably may take 21 days and thus becomes accustomed to visiting library.

Recommendations

Except professional reasons many people read books for getting pleasure, knowing the unknown, acquitting with different types of characters, applying writer’s experience into own life, relieving from daily haphazard. Reading habits develop with the help and assistance of teachers and family members, good library facilities and this habit one day will create great attractions towards books. In view of above discussions, few recommendations are given below: a. Expansion of the library building is required to accommodate more number of readers and it should be easily accessed and approached. ACL can be re-located with separate building and large space, good physical condition and bibliographical services, congenial environment and modern facilities, more floor space, reading room and study materials both physical and electronic. Daily newspapers can be scanned and made e-contents for future use. Even mobile military library can be introduced.

Bangladesh Army Journal  June 2018

b. Sufficient numbers of hardwires and software and other related instruments can be made available with high speed of internet. E-resources from UGC-DL, and BAS consortium with minimum subscriptions can be purchased as a full member or associate member or as a research organization. Adequate budget should be allotted in this regard. c. Different competitions like essay writing, poem recitation, drawing, books review and discussions can be arranged for officers, spouses and kids of all ranks on the occasion of different national days and rewards can be awarded. Training and study tour can be arranged for professionalism and capacity building of library staffs and members. d. Publishing sectors should be financed and patronized by government which may offer financial gain to the writers, encourage new writers and help maintain creativity and quality of the books. Honour and recognition would be shown to genuine and regular writers with honorarium to create and discover new ideas, thoughts and suggestions for future. Writers, readers and publishers forum can be created for developing reading culture. e. Individual author may submit his or her own papers into an institutional repository or ACL website/ archive for other’s study. A research can also be conducted whether existing library and facilities can generally supply the information, meet user’s needs, and solve problems faced by users. f. Reading club can be formed for children’s books browsing purposes and they can be brought to library one or two days a week like children club. Facilities can be kept and provided to physically challenged users as well.

Conclusion

Our society has transformed and undergone many changes. Technology has been evolved and expanded to provide mechanical and electrical devices to manage and control library and information system. Digital library management and system is increasingly becoming a basic requirement in the field of education and research. Success of electronic library will depend on user’s satisfaction that how smoothly and uninterruptedly electronic data can be used. To get the benefit and to go ahead with the changing world, digital library and information system should be introduced to support the end users. Library is also regarded as the heart of any institution or organization. A healthy institution or organization cannot be without a healthy library. To be a complete enlightened man, useful to the organization, society and the humanity one may have to study and visit library both in physical and digital forms because educated people can enormously contribute to raise the standard of living and elevate the value system of a nation.

BIBILOGRAPHY

Books 1. Thomas R. Kocktanek, Joseph R. Mtthewa, Library Information System:From Library Automation to Distributed Information, Access Solution, (South Asian Edition Published in 2004, Replika Press Pvt. Ltd, Kundli 131 028).

Digitalizing the Libraries: an Initiative...

2. Bansal, S.K, Library Automation, (A.P.H. Publishing Corporation, 2016, New Delhi-110002). 3. Sivadas, K.K, Library Management,(A.P.H. Publishing Corporation, 2010, New Delhi-110002). 4. Tiwari, Purushotham, Digital Libraries and Information Networks, (A.P.H. Publishing Corporation, 2014, New Delhi-110002). 5. Tiwari, Purushotham, Organization and Development of Libraries, (A.P.H. Publishing Corporation, 2014, New Delhi-110002). 6. Verma, Kusum, Digital Library Preservation Strategies, (Akansha Publishing House, 2005,New Delhi- 110002). 7. Sharma, S.K. Pandey, Fundamentals of Library Automation, (Ess Publications, 1995, New Delhi- 110002). 8. Awal, K. M. Abdul, Gronth O Gronthagar, (Community Development Library, February 2012). 9. Rahman, Muhammad Zillur, Bangladesher Gronto, Granthagar Onnano Probhanda, (Gawcuhhir Press & Publication, Dhaka 1204). 10. Monali Mitra (Paladhi), How to attract more users to the public library? Deputy Librarian,(The university of Burdwan, Rajbati, Bardhaman - 713 104, West Benga/INDIA). 11. Ahmad, Mohiuddin, In the stream of Light, (Community Development Library). 12. Sadaat Ali, Mohammad, Library in Education and Development, ( Nutun Dhara, February 2006). 13. The Role of Libraries In Modern Society, By Posted in Volume 03 Issue 01, 2012. 14. The Role of Libraries In Modern Society, Churanov, on June 13, 2011, Category: Business and Economics. 15. Gates, Jean/key, Guide to the use of Libraries and Information Sources, (Printed in Sigapore-1989). 16. Ahmad, Sultan Uddin, Librarianship and the State of Libraries in Bangladesh, (Printech limited, Dhaka -1994). 17. Mahapatra, P K and Thomas, V K, Public Libraries in Developing Countries: Status and Trends (Edited) (Hakkani Publishers, Dhaka-1998). 18. Miftal, R.L, Advances in Library & Information Science, (Moon Light publishers and Distributors, First edition, July-1979). 19. Singh, Prem and Khanna, J K, Information Technology in the Libraries, (Pragati publication, Delhi, 1994). 20. Sadat Ali, Mohammad, Adhunic Granthagar Proshason-O-Baybosthapona, (Ahmed Publishing House, Sceond Revised Edition, July-2006). 21. Sadat Ali, Mohammad, Granthagarbarsha Sharokgrontho, (Sucheepatra, Nayabazar, Dhaka, January, 2004).

Bangladesh Army Journal  June 2018

Article and Magazine 22. Saifullah Md Khalid, “An Essential Constituent of Foreign Policy,” Bangladesh Army Journal, 58th Issue, Dec-2015. 23. Bissurun Magazine, Department of Public Libraries, June 2017.

Websites 24. Magnussen, Amanda, CREATING DIGITAL LIBRARIES: A MODEL FOR DIGITAL LIBRARY, accessed on 07 February 2018. DEVELOPMENTathttp://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.94.1091&rep=rep1&type=p df, accessed on 08 Mar 2018. 25. http://udl-ugc.gov.bd/about-udl, accessed on 15 Mar 2018. 26. www.lisbdnet.com/types.libraries-academic-public-nationantl-special, accessed on 20 Mar 2018. 27. https;//old.diglib.org/about/dldefinition.htm accessed on 14 Mar 2018. 28. https://www.researchgate.net/publication/28802123_Design_and_development_of_digitallibrary_an_ initiative_of_ TISS, accessed on 10 February 2018. 29. http://www.publiclibrary.gov.bd/site/page/02fed16d-b16d-4a54-8a3a-d529b4c2749f/Libraries- Unlimited accessed on 12 February 2018. 30. http://www.bas.org.bd/about/inasp-peri-consortium.html, accessed on 23 March 2018. 31. Army Central Library and Bangladesh Academy of Sciences (BAS), accessed on 25 March 2018. 32. https://www.banglajol.info, accessed on 10 January 2018.

Daily Newspapers 33. Elibrary services in education and Research by Md Farooque Hossain Kamrul, The Independent, 26 May 2006.

Major Md Jahangir Alam, AEC was born in 1980. He was commissioned on 18 June, 2008 with 29 BMA Special Course in the Army Education Corps. He has obtained his Honours and Master’s degree in the discipline of Political Science from University of Dhaka. He has served as General Staff Officer 3 (Education) in an Infantry and Artillery Brigade Headquarters, Instructor class ‘C’ in Bangladesh Military Academy and Engineer Centre and School of Military Engineering. He has completed his United Mission with BANBAT-1/19 as a Civil Military Coordination Officer (CIMIC) in the Democratic Republic of Congo. Presently, he is serving as Grade- 2 Staff Officer, Education Directorate, Army Headquarters.

Learning the Art of Riverine Warfare...

LEARNING THE ART OF RIVERINE WARFARE: A DISCOUNTED INEVITABILITY FOR BANGLADESH ARMY

Lieutenant Colonel Mohammad Reazul Kabir, afwc, psc, G, Artillery

Abstract

Offensive spirit is intrinsic within our defensive posture. We need to learn the art of riverine warfare; exploit the fullest spectrum of our topographical advantage to maintain offensive spirit. We must utilize river systems to influence land operations: develop river hubs as logistic bases; apply them as regulatory nodes for movement and manoeuvre.

Terrain is an enduring aspect of war that dictates war fighting strategy. Rivers offer a wide range of operational activity contributable to both conventional and unconventional effort. Retaining control of terrain has got due significance in our doctrinal concept, however, there are unexplored areas in riverine warfare that need due attention. There exists capability gap in terms of structure, equipment, doctrinal and training aspects while challenges to attain joint capability. Therefore, while riverine threat persists, apropos riverine force may be of great significance to Bangladesh Army to develop operational capacity apt for fluvial or littoral environments.

A modern riverine force with organized logistic bases would be the logical extension of such doctrinal focus. A steadfast effort based on acquired standard in ship building capability likely to meet our operational requirements. The paper puts forward specific recommendations in order to discern possible model of riverine force structure for Bangladesh Army.

Introduction

Terrain is an enduring aspect of war that dictates the war fighting strategy. Bangladesh’s geographical position and shape do not offer sufficient operational depth. Moreover, physical and climatic characteristics of terrain staunched with time and force limitations significantly affect physical deployment of forces. On the contrary, combat power of potential adversary further shrink options available to us. Therefore, retaining control of terrain has got due significance in our doctrinal concept. Bangladesh is a riverine country. Its rivers have immense defence potential that need to be prudently used to the best of own advantage while denying same to the enemy.

There are unexplored areas in riverine warfare that need due attention in our context. As example, there are many river hubs that may be suitable as logistic bases. These may be used as regulatory nodes for movement of unconventional warfare forces or regular troops across theatre or even used for conducting large scale manoeuvre through inland waters. Our doctrine envisages that the forces operating in riverine terrain have to be joined. The principal role is played by the Army and Air Force while the Navy may play its due role by providing smaller riverine patrol

Bangladesh Army Journal  June 2018 craft in support of particular operation.1 However, the missing link of ‘what’ and ‘how’ of the interrelationship in planning and execution of such joint warfare pose some challenge to adopt the doctrine in practice.

This paper would firstly explore significance of riverine warfare for Bangladesh Army with a retrospect analysis. Subsequently, it would discuss our capability gap in conducting riverine warfare and the challenges in order to discern the possible model of a riverine force structure for Bangladesh Army.

Riverine Operations: A Retrospect Analysis

History has shown that riverine warfare is a persistent part of warfare. The French developed river flotillas during First Indochina War between 1945 and 1954. The flotillas, organized by French Army, comprised of a variety of types of landing craft manned by the French Navy. Later on, they developed the naval assault divisions called the Dinassaut for conducting search and destroy missions. Increased armament and jointness were the notable features; however, the striking limitation was the lack of its organic infantry.

During the war in the northern Mekong Delta in 1967 and 1968, the United States mirrored the French blueprint and established Mobile Riverine Force (MRF) on the bedrock of experience in South Vietnam. It was a joint venture between the Navy and the Army. Brown water river assault units under the command of Major General William Fulton and Naval Task Force 117 formed the MRF. They corrected the French mistake by including organically assigned landing force. The Army component included an Infantry Brigade, a Field Artillery Battalion, and support troops including engineers. Several types of small naval craft like fiberglass Patrol Boats and Swift Boats provided the mobility and firepower components. Mobile Riverine Bases, capable of moving upto 150 kilometers a day were used as support ships. The elements could launch operations just after 30 minutes at anchor.2

1 Army Head Quarters, Bangladesh, Operations of War, p. 8-7. 2 Rick Chersicla, ‘Heading Upriver: The Mobile Riverine Force as an Example for Riverine Operations in the 21st Century’ p.8

Learning the Art of Riverine Warfare...

Swift Boat in Vietnam River Patrol Boats

The presence of the MRF is credited with turning the tide of the war in the northern Mekong Delta in the favour of the United States and South Vietnam. Rivers could provide the mobility for interdicting enemy lines of communication, move supplies, and even move larger strike forces as evident with the MRF in Vietnam. Though they are sometimes criticized for their shortcoming in conducting dedicated riverine training; however, they developed the concept of floating Field Artillery Riverine Battalion which is considered as the single greatest contribution to riverine warfare during that time. 3

Significance of Riverine Warfare for Bangladesh Army

Diplomacy, deterrence and defeating hostile design form the three pillars of our defence policy. However, offensive spirit is intrinsic within our defensive posture. Integration of riverine warfare may offer flexibility in maintaining such offensive spirit through surgical strikes or raids at enemy rear, or project power at enemy’s flank, or concentrating troops at a decisive point to influence an ongoing operation. The potential benefits of such capability to influence land operations at a decisive point not overbearing the land communication structure, cannot be overstated.

Rivers offer a wide range of operational activity: from as simple as patrolling, guarding a bridge or formation boundary to movement of troops or unconventional forces from one sector to other, transportation of logistics, mobility to interdict enemy lines of communication or even move larger strike forces like part of operational reserve. If a strong riverine element can be developed, it may effectively be used to guard the vital river nodes, influence the area of operations, deter riverine threats as well as interdict any sort of “ship to shore” movement or river crossing operations by threat forces.

3 ibid.

Bangladesh Army Journal  June 2018

History of our Great War of Liberation 1971 bears the testimony of our ability to procrastinate the defensive war, success in striking at enemy’s rear areas with demoralizing effect, seizing enemy with surprise both through land and riverine operations. Considering the riverine nature of the country, analyzing the possibility of taking advantage of demographic depth, urbanization, communication infrastructure and fluvial system in our terrain configuration, effective integration of unconventional warfare concept demands due attention on riverine operations.

If we consider conventional warfare, there is undeniable need to integrate the river system into our operational plans. Our terrain is crisscrossed by hundreds of rivers that make our country the defenders paradise. The number of rivers we have, particularly in the south or south west region of the country, and the width of the major rivers and other fluvial features, offers us inimitable scope of conducting wide range riverine operations. The terrain configuration across border in the south east region also demands special attention for our offensive defence perception. Besides, a credible riverine capability may also help to tie down a sizeable enemy force to the defence of a large stretch of threat’s land, riverside or offshore installations that would restrict her achieving suitable offensive force ratio.

Rivers of Bangladesh

Learning the Art of Riverine Warfare...

Apposite question arises; how far realistic is the possibility of developing joint capabilities for fluvial or littoral warfare in our context? What is our threat perception? Do we presume any amphibious threat? Historically, amphibious landings were aimed at seizing an area of threat controlled coast that gives access to military operational objective inland; speeding the advance of landing forces; cutting off an enemy’s avenue of escape and so on.4 Our geography offers long unbroken coast line; however, the hydrographic reality offers us advantage. Moreover, a large scale amphibious landing in an enclosed or semi enclosed area is difficult to execute in the present day environment.

While the riverine threat perception persists, Bangladesh Navy may have the prescience to confine strictly to the “Blue Waters” due to its limited present resources and operational focus. Naval operations differ considerably from tactical actions with regards to the size of the area in which combat takes place, duration, size and mix of forces, intensity of combat, and logistics requirements.5 Taking realistic assessment into account of all the discussions above, conundrums remain; how naval force might be balancing a riverine focus vis-à-vis attaining three dimensional approaches to sea according to operational requirements. Similarly, many aspects of integrating air support for riverine operations remains unclear due to the lack of practiced procedures. As such, attaining joint capability for riverine operations could be challenging.

Considering both history of occurrence and the possibility of fluvial or littoral operations by potential adversary or our forces in future battle field scenario, it may be of great significance to Bangladesh Army to develop appropriate organizational capacity to dominate the “Brown Waters” and acquire required skillset for fluvial or littoral operational environments. A modern riverine force would be the logical extension of such focus and analysis of our capability gap.

Capability Gap

Doctrinal Aspects. Thorough understanding of the riverine environment is necessary to plan and conduct riverine operations. We have the doctrinal foundation but dearth of refined riverine doctrine. The concept of riverine warfare is to achieve and maintain control of a riverine area by using forces, trained and equipped to operate in that environment, supported as necessary by ground and air mobile forces.6 In Bangladesh, there are many inland waterways that provide established transport routes. During any campaign military planners shall need to focus on keeping these routes open for own use and deny them to enemy. Moreover, any riverine operation has to be conducted under the overall framework of any land operation. As such, the riverine force must be organized under any of the formation and need to operate under the specified operational plan. Therefore, our riverine tactics, techniques and procedures would have to be refined according to geographic realities and operational requirements.

4 Vego, Milan N, Operational Warfare, p. 399. 5 ibid, p. 397. 6 Army Head Quarters, Bangladesh, Operations of War, p. 8-7.

Bangladesh Army Journal  June 2018

Organizational Structure. A joint force under a unified command would permit extending influence beyond the riverine environment itself. However, we are yet to develop such functional force structures. We have Riverine Engineer Battalions that may be considered as the support elements or as best the replacement to the function of Navy, but, their limited bayonet strength and equipment do not provide meaningful capability to conduct riverine warfare.7 There are no dedicated forces like Riverine Infantry Battalion or Riverine Artillery that may be used to project power or influence the area of operation. Besides, other support elements are also unavailable. In true sense, we lack in the organizational illustration of the riverine force as mentioned in our doctrine.

Operational Platforms. An organized riverine force inevitably has to balance two distinct and contradictory requirements of the operational architecture: greater combat power vis-à-vis sufficient mobility and protection. Adequate security from ground and air threats has to be considered while undertaking riverine operations. This calls for firepower and heavy protective armaments. At the same time sufficient mobility requirements demand lighter platforms. A similar contradictory requirement exists between operational reach and logistics requirements. Again, the depth of the waterways varies according to the geography. As such, the operational requirements need to be carefully addressed while selecting the operational platforms. Similarly, the supporting crafts and equipment need to be selected with care basing on topographic reality. Bangladesh Army has made some effort in adjusting existing platforms of our Riverine Engineer Battalions basing on navigability considerations; however, acquiring the required equipment according to full spectrum of operational requirements is of great importance.

Training Aspect. Riverine operations merit vast dimension of training ranging from crew training to boat tactics, techniques and procedures in various operational and tactical employments. Moreover, marine repair recovery and various other riverine logistics operations demand integrated institutional training. Whatever types of operation may need to be conducted, that merits specialized skills to operate in a riverine environment. Therefore, dedicated training is a must requirement for the riverine forces corresponding to its mission requirements and capabilities. We are yet to develop adequate military institutional facilities for riverine training. There are Marine Courses available under arrangement of Bangladesh Inland Water Transport Authority. However, there are requirements to attain required instructional expertise to conduct such trainings, as such; training in this aspect remains an area of study. In that context, adequate joint training also needs cost benefit analysis in terms of time; resources mobilization and coordination requirements before we are trained and equipped for riverine warfare.

Logistic Bases. Due to the peculiar nature of the terrain, water borne supply system has to replace the land based supply organization.8 Carriage, resupply, evacuation, repair and recovery pose logistic challenges in riverine warfare. The fuel requirement is quite heavy for the river

7 Army Head Quarters, Bangladesh, Operations of War, p. 3-24. 8 ibid, p. 8-8.

Learning the Art of Riverine Warfare... crafts. Similarly, the marine repair and recovery requirements are also different than the usual military repair and recovery support provided by the established organizations. All these put additional challenge on sustenance issues unless there are specialized logistic support bases with in operational reach. Our existing facilities available are limited against requirements of Riverine Engineer Battalions in terms of logistic support, jetty or harbour facilities. Certainly the lack of adequate and organized supporting logistics bases across the country is a major capability gap that needs due attention for conducting riverine operations.

Challenges in Riverine Warfare

Navigability Aspects. The river systems in Bangladesh are unpredictable and sometimes the conditions of the riverbanks are deceiving.9 We need to master the art of utilizing the characteristics of our rivers to the fullest to our advantage. At present, out of our 24000 kilometer waterways only approximately 7000 kilometers are navigable round the year. It needs detailed study of various hydrographic data, their periodical review, capital dredging facilities and other required engineering tools to achieve the capability of controlling and maintaining selected river routes navigable round the year, or enhance the obstacle values of the rivers as required. Only by attaining such capability to monitor and maintain the river routes, we would be able to ensure transportation of logistics or large scale manoeuvre as per operational requirements, while making the selected river lines impregnable for any invading force.

Acquiring Hardware. The biggest challenges may be acquiring the most appropriate watercrafts that could constitute our future riverine force. There are diversities in water crafts available with other countries. The easiest course of action could be to explore those, assess the suitability according to our fluvial environment and acquire the suitable watercrafts off the shelf from the world market or with government to government deal. However, Bangladesh has recently developed acceptable standard in ship building capability. Considering the development in this sector and the economic factor a steadfast effort may be taken to indigenously build specific water craft of section, platoon and company size according to our operational requirements.

Ways Forward

Organizational Reform. While the capability gap exists, considering existing organizational resources and shortfalls, challenges associated with raising new type of unit, and involved financial implications, Bangladesh Army may consider converting few Infantry Battalions of Composite/Infantry Brigades to constitute the nucleus of Riverine Infantry Brigade Groups for security of inland waters and defence of river hubs. Air Defence element, Artillery Regiment, Riverine Engineers Battalion with first line marine repair and recovery capability needs to be under the group. Riverine Engineer Battalions may be equipped with enhanced capacity of capital dredging and maintenance of inland waters. Considering the geographical requirements, Bangladesh Army may have required number of Riverine Brigade Groups and Coastal Riverine

9 op. cit.

Bangladesh Army Journal  June 2018

Brigade Group for South East Region. These may be suitably put under concerned formations. Efforts may be taken to indigenously build specific water crafts for section, platoon and company size utilizing local shipbuilding facilities according to our requirements. This shall be cost effective as well as facilitate developing capacity of our defence industry and ensure uninterrupted supply and maintenance opportunity. Waterways logistics system need to be developed through selected rivers and maintained during peace time. Appropriate logistics bases may be established at selected river hubs.

Probable logistic bases for riverine force

Doctrine and Training. Integrated doctrine and associated training modalities for riverine operations in shallow and deep fluvial system, as well as littoral environment need to be

Learning the Art of Riverine Warfare... developed for the riverine force. Necessary training institutions need to be built; develop required instructional expertise, and obviously, conduct exercise on regular basis in all seasons. The civilian institutions may be utilized to build on military institutional and instructional capacity. In order to orient with various water crafts as well as fluvial environments, the training concept could be: Riverine Brigade groups may rotate to specific designated place(s) round the year, familiarize with different types of watercrafts and train on various aspects of riverine warfare as needed.

Recommendations

Basing on above discussions in this paper, the recommendations are as follows: a. Considering the geographical requirements Bangladesh Army may have numbers of Riverine Brigade Groups and Coastal Riverine Brigade Group. A Board of Officers may be formed under Military Operations Directorate to assess and determine appropriate Riverine Force structure for Bangladesh. b. A Board of Officers may be formed under Supply and Transport Directorate to study the feasibility of logistic bases at probable sites. Beside the real estate management issue, they may be tasked to recommend a suitable waterway logistic system. c. A Board of Officers may be formed under Army Training and Doctrine Command so that riverine doctrine and tactics for riverine operations can be refined simultaneously with the development of an integrated training doctrine for application. Besides, suitable measures need to be taken to build on adequate number of instructors to develop military institutional training capability. d. Local Ship Building agencies may be explored in coordination with Bangladesh Machine Tools Factory to build appropriate watercrafts suitable for operating in our rivers and coastal areas. e. Once the Riverine Force Structure comes to reality, the Brigade Groups may rotate to suitable places to familiarize with different depth, salinity and other fluvial environments to train on different aspects of riverine warfare. Additionally, riverine training could be conducted utilizing the existing Coast Guard facilities during the interim period.

Conclusion

Rivers are not “simply obstacles to be crossed,” but terrain that can be controlled.10 We need to master the art of utilizing the characteristics of our rivers to the fullest to our advantage. History has shown that appropriate force structure has positively contributed to success in riverine warfare. If a strong riverine element can be developed, it may effectively contribute to our defensive framework by guarding the vital river nodes, as well as deter riverine threats.

10 Rick Chersicla, ‘Heading Upriver: The Mobile Riverine Force as an Example for Riverine Operations in the 21st Century’ p.8

Bangladesh Army Journal  June 2018

Integrating unexplored areas of riverine warfare we may be able to effectively influence the area of operations and maintain offensive spirit within our defensive posture.

Rivers offer a wide range of operational activity that can contribute to both conventional and unconventional effort. Bangladesh Navy may have the prescience to pursue its three dimensional approach to the “Blue Waters” due to its operational focus. There are other considerations like size of operational area, forces and logistics requirements that need attention in building a joint force structure. As such, there exists challenge regards to the possibility of developing a joint capability in our context. Therefore, while the riverine threat persists, it may be of great significance to Bangladesh Army to develop appropriate organizational capacity and acquire skillset for fluvial or littoral operational environments.

Bangladesh Army has capability gap in terms of doctrinal aspects, organizational structure, operational platforms, logistic bases and training aspects in riverine warfare. There are other challenges like navigability aspects and acquiring hardware. All these can be addressed by organizational reform basing on sound doctrinal focus. A modern riverine force with organized logistic bases would be the logical extension of such focus and analysis of our capability gap.

Bangladesh Army cannot offer an exploitable weakness to our potential adversary not attaining the capability of riverine warfare in terms of doctrine, force, equipment and training. Therefore, we need to have another look at riverine warfare and develop coherent doctrine for conducting operations in shallow and deep fluvial system as well as littoral environments. We must develop appropriate force structure and maximize the advantage that our rivers offer to us; learning the art of riverine warfare.

BIBLIOGRAPHY

Book: 1. Vego, Milan N, 2000. Operational Warfare, U.S. Naval War College. 2. Bangladesh, Army Head Quarters, Operations of War, Code Number GSTP-0032 (Dhaka: Army Head Quarters Printing Press, 2006)

Articles: 3. Chersicla, Rick, ‘Heading Upriver: The Mobile Riverine Force as an Example for Riverine Operations in the 21st Century’, Small Wars Journal, September 1, 2016, p.8 [Retrieved : 20 April 2018]

Websites: 4. https://en.wikipedia.org/wiki/Brown-water_navy#Indochina_War [Retrieved : 20 April 2018] 5. https://en.wikipedia.org/wiki/Patrol_Boat,_River [Retrieved : 20 April 2018]

Learning the Art of Riverine Warfare...

Lieutenant Colonel Mohammad Reazul Kabir, afwc, psc, G was commissioned on 11 June 1998 with 38th BMA Long Course in the Corps of Artillery. He has served in two Field Artillery Regiments, one Medium Artillery Regiment and one Locating Unit. He Commanded a Field Artillery Regiment. He has served as Instructor Gunnery in the School of Artillery. He has also served in two Cadet Colleges as Adjutant and Instructor Class B. He has served under the blue helmet as Contingent Member in United Nations Mission in Cote D’ Ivoire and as a Military Observer in the United Nations Organization Stabilization Mission in the Democratic Republic of the Congo. Apart from basic military courses, he also did mid-career course from Pakistan and Gunnery Staff course. He is a graduate of Defence Services Command and Staff College and alumni of Armed Forces War Course Wing at National Defence College. Presently, he is serving as General Staff Officer 1 in Headquarters, 19 Infantry Division.

Bangladesh Army Journal  June 2018

NECESSITY OF PROGRESSIVE ADJUSTMENT OF MILITARY LEGAL SYSTEM FOR BANGLADESH ARMY IN PRESENT PERSPECTIVE

Brigadier General Muhammad Sajjad Siddique Major Md Mohshin Raja, AEC (JAG)

Abstract

The archetypal discipline is the leading quality of Bangladesh Army which has given this organization a distinguished identity worldwide. To earn this identity the utmost exertion of the commanders to keep their troops disciplined has been the prime concern. A military commander for maintaining discipline, comply with the military legal system which draws a diverse line between the right and wrong and place a guideline before the commander. So, a progressive adjustment of military legal system has an ample importance to any military commander who is the eventual judge for his undercommands. More than six decades have been conceded, no notable amendment has been brought in Army Act 1952. Bangladesh Army is undergoing an immense transformation by nature of job, size and shape looking forward to the Forces Goal 2030. From the above viewpoint, the legal system of Bangladesh Army warrants a progressive adjustment by introducing administration friendly, easy accessible and understandable legal system. To meet the requirement of introducing such a legal system some steps are prescribed as immediate effort and long term effort.

Introduction

Bangladesh Army as a whole symbolizes a unique and incomparable institution of the country. Among all other significant qualities, the archetypal discipline stands above the rest which has given a distinguished identity to this force in the international podium. In this glorious journey through the terrain of sacrifice, the utmost exertion of the commanders to keep their undercommands in the discipline has been the prime concern. Hence, the Bangladeshi troops have been acknowledged with an admiration from the peace builders worldwide which resulted in becoming the highest troops contributing country. It is documented that a progressive commander is often guided by the military law in performing the guardianship of his under commands to be in order. It is evidently the legal system of any military which draws a diverse line between Do’s and Don’ts, between the right and wrong, and in conclusion places a guideline before the military commander. So, a progressive adjustment of military legal system has an ample importance to any military commander who is the eventual judge for his under command. The exceptional legal power of the military commanders to try the accused by the Court Martial and to punish even with rigorous imprisonment has made the military legal system more important than any other government organization, as no civil organization has such exclusive trial jurisdiction over their subjects.

Necessity of Progressive Adjustment of Military Legal System...

After a historical bloodshed in liberation war, national parliament of the independent Bangladesh, for obvious reason had adopted1 the Army Act 1952 which was enacted for the then Pakistan Army. However, more than six decades have been conceded, no notable amendment has been brought in.

In post independent era, in some occasions the Army Act, 1952 was amended which did not bring any substantial variation in the legal system of Bangladesh Army2. It is noteworthy that the beauty of any law lies in its flexible nature basing on the requirement of the situation. Bangladesh Army have gone through and still undergoing through immense transformation in nature of job, size and shape and looking forward to the Forces Goal 2030. From the above viewpoint inconvenience of the commanders in dealing with the legal issues warrants a progressive adjustment of military legal system and introducing an ‘Administration Friendly’ legal system for Bangladesh Army. It is notable that the existing Army Act is a proven one which has been an effective tool for the commanders since long, but it is the time to commensurate the legal system in accordance with the present days demand.

The Unique Nature of Military Legal System

The most accepted definition of ‘law’ has been set by a great jurist ‘Austin’. He said “Law is the aggregate of the rules set by men politically superior or sovereign to men as politically subject. It is the command of sovereign which imposes a duty and is backed by a sanction.”3 Austin is called the father of English jurisprudence which is the elementary source of legal system of Bangladesh. John Austin was born in 1790. He joined the Army at the age of sixteen and served as a lieutenant in Malta and Sicily upto 1812. He resigned his commission in Army and started studying law. When the World famous University of London was founded, Austin was appointed Professor of jurisprudence. An implied influence of the concept of military command is evident in his legal theory which is known as ‘‘Imperative Theory of Law’’ and the exceptional nature of military legal system is expressed through his legal theory. According to this theory, there are three features of law i.e. command (sovereign authority), enforcement (execution of law) and sanction (authority for penalty or punishment). Austin has emphasized on the provision of sanction. If there is no penalty for violation of any law, it is not a perfect law at all. On the other hand, while defining ‘Law’ Morris, a renowned jurist, told “to a zoologist, a horse suggests the genus mammalian quadruped, to a traveler a means of transportation, to an average man the sports of kings, to certain nations an article of food’’4. From this view a military law is a complete, independent and specialized law unlike any other enactment of the state which is indeed tough to understand for even a legal expert without knowledge on military jurisprudence, military activities, military norms and customs. Very significantly the Constitution

1 The Bangladesh(Adaptation of Existing Laws) Order 1972 2 Defence Services (Supreme Command) Ordinance, 1979 (Ordinance No. XXIII of 1979), The Army (Amendment) Act 2006, িতরা কম িবভাগ (কিতপয় আইন সংেশাধন) আইন, ২০১৬ (২০১৬ সেনর ১৫ নং আইন). 3 V.D. Mahajan, Jurisprudence & Legal Theory, Fifth Edition, Eastern Book Company,1998 p. 29 4 V.D. Mahajan, Jurisprudence & Legal Theory, Fifth Edition, Eastern Book Company,1998 p. 26

Bangladesh Army Journal  June 2018 of Bangladesh itself has recognized in its Article 45 the military legal system as unique and exceptional.

Significance of Amendment in Army Act, 1952

In general, each and every society tends to change in particular and as a whole, legal system of any state or any organization is not beyond the purview of this theory. In a state, the laws and order situation changes in course of time and that’s why the parliamentarians keep themselves busy with making new laws and amend the existing one. As the oldest institution, Bangladesh Army has developed upon its own legal system, accompanied by its own custom and tradition. As a professional legal advisor, it is the experience of most of the JAG officers that the military commanders need a one stop solution from a single codification of law and in a lucid language, so that the commander may choose an appropriate legal provision to take action accordingly. But, due to the existence of too many rules and regulations with number of amendments and the scattered provisions sometimes make the commanders puzzled and confused in taking decisions on disciplinary as well as administrative matters. So, a simplified and alternative based legal system may relief the commanders from those difficulties.

Over the decades, a number of offences, which were not known ever before, have been seen to be committed by the military persons. Therefore, the Army Act, 1952 needs to be amended for the purposes to meet the present days’ requirements of military command with a view to disposing of the legal issues as well as disciplinary matters. So it is almost a valid necessity to assess the field of requirements, find out the grounds, analyze the mode of changes and adjust the law accordingly.

Necessity of adjustment

The basic principle of legal theories says that flexibility is one of the qualities of a good law. This change of law is directly proportionate to the change of surrounding situations and the demand of the administration as a bi-product of the social changes. It is thus, a continuous process of law to be amended time to time. The necessity of adjustment of existing legal system of Bangladesh Army as felt from many corners basing on various needs of the present situation and definitely focusing on the easiness of the military leaders are discussed here as under: 1. Commanders’ Convenience. Commanders’ convenience in dealing with the legal matters is a great concern as the discipline of a military organization directly proportionate to the proper disposal of the cases to set example and create deterrence for the troops possessing malice in their mind. Commanding Officer of any unit has a caring relation with his under commands beside the relation as the leader and the led. But, as and when the question of organizational interest arises, the Commanding Officer is bound to go as per the rules. Now the rules which is the key instrument of the Commanding Officer to balance between the leaders, led and the organization must be a convenient one for the sake of the organizational betterment.

Necessity of Progressive Adjustment of Military Legal System...

2. Socioeconomic Changes. Over the period of six decades since the Army Act 1952 was enacted, our socioeconomic condition has developed incredibly. Social development has opened the door, thus, nowadays our undercommands are not treated as warrior only, but as a proud and motivated member of the organization who has a smallest share in the glorious journey of Bangladesh Army. The country is in a process of graduating to a developing country from a least developed country. Most probably the achievement of Bangladesh Army is no way less than any other sector of Bangladesh. Thereby, considering the factors of militarism and basic soldering, our legal system need to be modernized which will help the commanders to balance between the individuals’ right and organizational interest. 3. Interaction with the Mass Population. As an unavoidable impact and continuance of this development, numbers of non-operational responsibilities are imposed on Bangladesh Army as a landmark organization of the state. Beside operational activities like in aid to civil power, construction and consultancy of mega projects such as Padma Multipurpose Bridge, construction of highways, flyovers, National ID project, MRP and MRV project, Padma Bridge Railway project, Nuclear Security and humanitarian activities are notable responsibilities assigned to Bangladesh Army by the Government. All those responsibilities has in one hand broaden the intimacy between civil military relationship but on the other hand has opened much more possibilities of being intimated with the mass people, which in turn finds linkages to multidimensional offences never known to the soldiers ever before. 4. Misapplication of Information and Communication Technology: Technological development and availability of electronics and communication devices has brought a psychological change in military persons. Easiness to reach a mobile phone, personal computer, internet and other devices connected a military member to others. Therefore, a regulatory provision related to the handling of such devices and information needs to be introduced. Digitalization and information technology is inevitable and progressive, but, if there is no penal provision under law for misuse of digital content, offences may easily takes place, which is not expected from any member of Bangladesh Army. Many offences like sexual abuse, child abuse, rape, illicit relationship, early marriage, nuisance and cyber-crimes may even be committed through the misuse of mobile phone and internet. 5. Misuse of Drugs. Entrance and spread of drugs with the newest specification and having deadly effect on the society has strokes on our adventurist young generation. Some cases has expressed the danger tends to penetrate into youngsters which is alarming and needs a special care. Auspiciously the present command of Bangladesh Army has taken this issue very seriously with zero tolerance and whoever is found with an offence related to drug is dealt with severely. Now drug related offences need to be codified with specific description in addition to the existing provision of intoxication after due analysis of the existing state laws.

Expected Field of Amendment in Army Act

It is a tested fact that the existing Army Act and the rules, regulation thereunder are the lifeline of military justice system of our Army. The military tradition and custom also suggest a fewer changes in the system to remain disciplined. So, only necessary changes are expected to be

Bangladesh Army Journal  June 2018 carried out to make it convenient for the user end with a positive foresee towards the 2030 Goal which may include the following: 1. Need a Law Accessible and Understandable: Possibly it is the general conception of a good ratio of people that the laws are intentionally made difficult to make it detached from the laymen. Fortunately, it is not true and the fact is that, like any other professional aspect legal framework and terminology has a different fashion only to bring uniformity and remove confusion from the mind of the judges. No doubt that a law in mother language will surely be more accessible for easy understanding. On the other hand, an updated version of legal framework in a simplified legal instrument will always be helpful for the commanding officers in judging the accused as well for the accused in taking proper defense. 2. Expansion of Subjection: Section-2 of the Army Act 1952 is about the subjection of the Act, i.e. who all are the persons may be dealt or tried for committing an offence under this Act. This section basically covers the uniformed persons in peace and civilian persons for seducing any military person, spying or any offence under official Secret Act 1923 as well on active service5. In the present perspective it may be extended in some more aspect. It is worth revealing that as the highest troops contributing country a good number of civilians are also working with the military contingent. They are working in an operational area putting on military uniform. Moreover, they are working with the troops in close contact and staying within a sensitive military environment. Many a time secret information are revealed to them and any offensive communication of such information may create havoc among the contingent members. It is also notable that the commission of any such offence may affect the image of Bangladesh Army. It is the demand of the present situation to bring them under section-2 of the Army Act. Apart from this a civilian becomes the subject of Army Act if seduces or attempts to seduce any military person from his duty or allegiance to government, but some other crimes are left away or overlooked. It is also a matter of thought that if a civilian commits murder of a military person on duty is more harmful as it is to restrict a military person from his duty, which is not at present punishable under the Army act. The tragic experience of Pilkhana Carnage is a burning example of it where due to the shortcomings of the Army Act regarding the subjection, the accused could not be tried by the Court Martial, rather they were sent to regular criminal court. Another incident which took place in 2016 near Kachukhet Military Police check post where a civilian stabbed an on duty Military Police personnel with sharp cutting weapon. The Military Police man were severely injured and definitely obstructed from his duty for several months. Unfortunately, due to the limitation of the provision regarding subjection, the accused could not be tried for all his offences. Foreseeing the possibility of such incident in the future, this serious issue needs to be addressed right now. In this regard, in addition to the existing provisions offences of same nature against any military person may be inserted which would include the commission, conspiracy, abatement and provocation of any offences such as murder, attempt to murder, grievous hurt, simple hurt,

5 The Army Act 1952, Section-2(1)(d)

Necessity of Progressive Adjustment of Military Legal System...

illegal confinement by fear of death or grievous heart, committing theft or attempt to commit such, etc. 3. Establishment and Modality of the Force: The Constitution of the Republic which is the supreme law of Bangladesh has certain provisions regarding the raise and maintenance of the Armed forces. Specifically the provision of Article 62 of the Constitution is as below: “62. (1) Parliament shall by law provide for regulating (a) The raising and maintaining of the defence services of Bangladesh and of their reserves; (b) The grant of commissions therein; (c) The appointment of chiefs of staff of the defence services, and their salaries and allowances; and (d) The discipline and other matters relating to those services and reserves. (2) Until Parliament by law provides for the matters specified in clause (1) the President may, by order, provide for such of them as are not already subject to existing law.’’ There are two facts involved in this matter. Firstly, when the Army Act 1952 was enacted, our constitution was not in existence. Secondly, in post independent era, the Government could not take initiative to make law related to the Armed Forces focusing on the above mentioned constitutional obligation. As a prospective approach towards the Armed Forces the Parliament has in recent past passed a new law as per the obligation set out in Article 62(c) regarding the pay and allowances of the Chief of Staffs of Bangladesh Armed Forces6. Now, it’s the high time to think about bringing out the reform and amendment in the Army Act fulfilling the demand of the supreme law of the land. For complying with the constitutional obligation, the following provisions may be inserted, namely- (a) Organization and composition of Bangladesh Army. (b) Establishment and composition of regular force and the reserves. (c) Establishment of ‘Army Headquarters’ and its location. (d) Chief of Army Staff, command and control of Bangladesh Army. (e) Duties and responsibilities of Army, in particular, primary responsibilities and the additional functions. 4. Procedure of Administrative Action: The expression of relevant rules and regulations regarding the administrative action seem to be less, which sometimes creates discomfort for the commanders to take appropriate administrative actions. Though the military authority in many cases is kind enough to show cause or inquire the matter, but it is still an optional

6 িতরা বািহনীসমূেহর ধানদর (িনেয়াগ, বতন, ভাতা এবং অনান সুিবধা) আইন, ২০১৮

Bangladesh Army Journal  June 2018

procedure7 for taking an action administratively. A chronological procedure may be prescribed for taking administrative action. It is mention worthy that in case of Junior Commissioned Officers or other ranks the person against whom such an administrative order is issued, is intimated the ground of the termination of service by taking their sign or fingerprint on the form known as BAFD-1948A. But, for the officers there is no such format or mandatory procedure to inform the individual about the grounds of such action. On the other hand, there is no procedure for remedial measure or provision which is a discomfort for the commanders. Thus, there may be a legal provision regarding the remedial procedure for such administrative action. 5. Time Bar for Trial of an Offence: We know that for any criminal offence, there is no time bar for trial, but in the Army Act 1952, there is a bar for trial in case of exceeding 3 years from its commission.8 It has been experienced that there are many cases where the offender could not be tried due to the bar in Army Act Section 91. Moreover, the offences under Army Act Section 59(1) i.e. civil offences are often relates the court-martial with the criminal justice system of the country where there is no time bar in any other criminal or penal laws. To meet up this disparity, the time bar for the civil offences may be lifted and for other offences the time bar may be extended up to five years from three years. In this regard, the same provision of Indian Army Act may be considered where the time bar is counted from the “disclosure” or the time when it comes to the “knowledge” of the authority about the commission of offence. 6. Military Judge Court: The Military Judge Court is a special type of court martial established for limited and special purposes only. The court martial is a legal tool for the military commander for ensuring justice and also for keeping the undercommand disciplined. The existing court martial system of Bangladesh Army proved to be highly effective and efficient. Military Judge Court is basically an additional trial system and not at all the alternative to the other courts martial such as Field General Court Martial, General Court Martial & District Court Martial. The cases which are bought from the civil criminal court under concurrent jurisdiction has a less involvement of military bearing and having less effect on unit discipline. In a fit case like those where the formation commander considers that a case has less military necessity, he may completely upon his discretion, send the case to a Military Judge Court or send to any other Court Martial. Generally, the arrangement of a Court Martial is huge involvement of at least five officers. On the other hand, for any reason if any member is posted out, died or sick, the Court need to be dissolved mandatorily and a fresh court to be convened. When it is a matter of a case filed against a military person in civil criminal court, naturally is hampers his military life and the quick disposal of the case becomes the prime concern for the military authority. In those cases the Military Judge Court can be an alternative solution to avoid administrative difficulties. A Military Judge Court basically consists of one JAG officer having at least 12 years of service length. The power of recording the evidence and forming the charge remain in the hand of the Commanding

7 Army Regulations(Rules) 269A 8 The Army Act 1952, Section-91

Necessity of Progressive Adjustment of Military Legal System...

Officer. Moreover, the power of confirming the punishment awarded by the Military Judge Court will be vested upon the formation commander like any other courts martial. But, it is obvious that such provisions may be introduced basing on a detail study and assessment of their feasibility in present situation. 7. Imposing Fine under the Army Act: Beside other punishments in any penal law, the “Fine” has been proved as an effective measure. In the Penal Code of Bangladesh almost for every offence fine is an alternative as well as the additional penalty. Military legal system faces a number of offences where pecuniary matters are involved. Sometime we find military persons to commit offences like theft, criminal breach of trust, and misappropriation of government fund, fraud, destruction of government property or mischief and taking illegal gratification. Recovery of misappropriated or stolen money is a vital remedy of the trial process. But, as in Army Act section 60 (J)(IV)(1) it is told that “ A person shall not be sentenced to transportation or to be “fined” except in respect of an offence of which he is convicted under section 59 of this Act”. The provision of fine for some selected military offences may be inserted.

Amendments Required in the Penal Sections

Basing on the socioeconomic changes and present phenomena of crimes, some new penal sections may be inserted, some may be re-defined and the existing sections may be re-grouped as per the description and distinction of the offences. Following points may be considered in this regard: 1. Segregation of Penal Sections: Presently the penal sections are arranged in such a way that a particular offence is placed in different sections depending on gravity and situational factors which are sometimes appeared to be perplexing to the commanders. Thus, the existing penal provisions of the Army Act felt necessary to be segregated and separated as per the description and nature of the offence. 2. Offence Related to Sentry: Army Act Section 28 is related to the offence committed by or against the sentry where it is an offence to being asleep or quitting the post. Nowadays using mobile phone, engaged with social media, unauthorized shifting of duty time and many such offences are happening which may be addressed. 3. Offences Related to Superior Officers: Sometimes, it is seen that there are some offences related to superior officers which does not cover by section 32 of the Army Act. As an example a soldier may misbehave in terms of oral expression i.e. using indecent language or slang, it may not reach up to insolent behaviour and thus warrants a lenient punishment, sometimes charge is framed under Army Act Section 55 for violation of good order and military discipline due to the absence of specific section for such expression. There are many other offences for which specific section and proportionate punishment may be inserted. 4. Fraudulent Offence Regarding Property: Army Act section 40 covers a wide field of offences regarding theft, misappropriation, criminal breach of trust but all are in respect of the property either belonging to government or military person or any service property. Due to the socio-economic changes, a number of theft is committed in respect of the property of civilian or in a form of shoplifting from super shop. If the words “any other person

Bangladesh Army Journal  June 2018

whatsoever” added with the section 40 (a), then it may cover all the offences against the civilians also. 5. Offences Related to Illegal Remuneration: There are two grounds mentioned in Army Act section 42 where taking any illegal remuneration or attempting to obtain or agrees to obtain the same is declared as punishable. The grounds for chargeable offences related to illegal remuneration are “affair of the state” and “Service affair” only. But there may be other cases other than above mentioned existing grounds. So, for the purpose of facilitating the trial of such other cases, a word “or any other affair” may be inserted. 6. Offences Related to Document: It seems that Army Act section 47 has been incorporated basing on the offences committed by the custodian or signatory. The section though express a multiple offence related to documents, even though when those are committed by other people having no duty to preserve or produce or prepare the documents are not liable under this section. In this case, all persons may be included irrespective of the responsibility to preserve, produce, and prepare the document. 7. False Statement: False statement is a well-known and frequently committed offence. It is certain that such offence was in Army since long as it is committing now but over the years we are framing charge for false statement under section 55. A specific section for this offence may be inserted. 8. Insertion of New Provision Regarding Certain Offences: Since the Army Act, 1952 was enacted, a number of offences has been seen to be committed in our society as well as in the organization. In some cases we had to frame charges under section 55 which do not express the actual description of the offences. We need to introduce some more new sections in present contexts keeping the Army Act section 55 intact for flexibility of framing alternative charges. For example, indecent language (to other than superior officer), illicit relationship, debt failing to pay, fleeing from scene of accident, indecent act with women and child, nuisance, showing disrespect, exploit sex over mobile phone, watch or share indecent contents using technology, spreading rumours, stir up disturbance and spreading dissatisfaction are the worth mentioning offences which demand some specific sections to be incorporated in Army Act to decrease reasonless use of Army Act Section 55.

Recommendations

To meet the requirements as stated above with a view to introducing a legal system convenient for the administration as well as justified for Bangladesh Army, the following steps may be taken: 1. Immediate Effort (a) A single effort that can serve the purpose in order to bring a solution is to carry out amendments in the Army Act, 1952 which may be accomplished as per following steps: (1) To find out the pin point provisions of Army Act, 1952 basing on the matters discussed in this article.

Necessity of Progressive Adjustment of Military Legal System...

(2) To formulate a draft amendment basing on analysis and comparative study and comparing with relevant provisions of the Army Act of others developed Armies. (3) To produce the draft before the command echelon of Bangladesh Army for a comprehensive parameter. (4) To invite the opinion from formations to remove the distance with the ground reality of the user end. (5) To formulate a final draft and send it to the government through proper channel for carrying out further procedure to pass a new Army Act by the parliament. 2. Long Term effort (a) To take steps to amend other legal instrument i.e. Rules and Regulations made under the Army Act, 1952 basing on the amended Army Act. (b) A high level and competent “Military Law Amendment Committee” or “Standing Board” may be formed which may be comprised of serving as well retired military commanders and military law experts to recommend the further amendment or changes. (c) The above mentioned Board may have an automation software system to receive any recommendation from the commanders and commanding officers from the field as to how the legal system may be made more professional and user friendly.

Conclusion

Amendment of law is a continuous process. It is adequately effective for any organization when it is carried out with a progressive view to adjust with the situation and to make convenient for the administration of the organization. The reason for which a backdated weapon is declared obsolete, for the similar reason amendment of Army act is required. To conduct a trial of an accused is not only a matter of service responsibility, but from the religious point of view the judges are supposed to be judged by the almighty. Lord Denning has rightly said ‘‘I may be wrong, but I am always clear’’. As a human being we may not be clear in judging if the legal instrument is not clear. Thus, the adjustment of legal system has a multidimensional significance for the judicious administration of Bangladesh Army. Bangladesh Army is developing with an incredible style, thus the adjustment of its legal system should be such smart and reflexive to the success and glory of the organization. The Latin saying express many things for the community who lead, command and judge, that is “Fiat Justitia, ruat coelum” which means “Let Justice be done though the heavens may fall”. BIBLIOGRAPHY

Books 1. V.D. Mahajan, Jurisprudence & Legal Theory, Fifth Edition, Eastern Book Company, 1998 2. CK Takwani, Lectures on Administrative Law, Third Edition, reprint, Eastern Book Company, 2001 3. Manual of Bangladesh Military Law, Ministry of Defence, Bangladesh,1982 4. Manual of Bangladesh Navy Law, Ministry of Defence, Bangladesh,1982

Bangladesh Army Journal  June 2018

5. Manual of Bangladesh Air Force Law, Ministry of Defence, Bangladesh,1983 6. Wing Commander(Dr) U C Jha (Retd), South Asian Military Law Systems, KW Publishers, 2010 7. Indian Army Act, 1950 8. Pakistan Army Act, 1952

Websites 1. http://www.legalindia.in/the-army-act1980part-1 (Accessed 01 Feb 2016) 2. http://usmilitary.about.com/od/justicelawlegislation/blucmj.htm(Accessed 01 Feb 2016) 3. https://www.military.com/benefits/military-legal-matters/military-law-overview(Accessed 09 April 2018) 4. http://www.legislation.gov.uk/ukpga/Eliz2/3-4/18/contents(Accessed 09 April 2018) 5. https://indiankanoon.org/doc/165229/(Accessed 09 April 2018).

Brigadier General Muhmmad Sajjad Siddique was commissioned on 14 July in 1990. He obtained LL.B (Hons) degree from University of Dhaka and thereafter obtained MBA degree from AIUB, Dhaka. He is also a PhD Researcher under Bangladesh University of Professionals. He served in almost all the appointments of Judge Advocate General Department. Apart from that, he served as General Staff Officer-2 (legal) of Armed Forces Division and as the Judge Advocate General (JAG) of Border Guard Bangladesh (BGB). He served in the United Nations Peacekeeping Mission in PKF-HQ (UNTEAT), East Timor as Deputy Chief Legal Adviser. He attended many courses/training home and abroad. At present, he is the Judge Advocate General (JAG) of Bangladesh Army.

Major Md Mohshin Raja was commissioned on 17 January in 2006. He obtained LL.B (Hons) & LL.M degree from University of Rajshahi. He is an MPhil Researcher under Bangladesh University of Professionals. He served as Staff Captain (Administration) in Headquarters 55 and 24 Infantry Division. He served in UN Peacekeeping Mission at SHQ (West), (UNOCI) in Ivory Coast as Sector Legal Adviser. At present he is serving as Deputy Assistant Judge Advocate General (DAJAG) in the Judge Advocate General’s Department, Army Headquarters.

A Doctrinal Approach to Prepare Bangladesh Army...

A DOCTRINAL APPROACH TO PREPARE BANGLADESH ARMY FOR FUTURE DISASTER MANAGEMENT

Lieutenant Colonel Raju Ahmed, afwc, psc, E Bengal

“By failing to prepare, you are preparing to fail” –Benjamin Franklin

Abstract

Bangladesh is one of the most disaster prone countries in the world. Both natural and manmade disasters take place in almost every year. Bangladesh Army as part of Armed Forces plays a pivotal role in managing any kind of disaster. Since independence of the country, as per the desire of the government after being deployed, Army has proven their worth in managing any kind of disasters. Presently, Ministry of Disaster Management and Relief is reviewing their doctrine focusing all stake holders’ role and responsibilities including Army. Therefore, consideration of Army Doctrine in disaster management will allow Army to know the overall operational environment of disaster management at different levels. The doctrine will also provide opportunities for the international environment in which Army also very frequently participates abroad. In doing that, present modus operandi along with different structures of Army in disaster management has been analyzed, government and international structures have been discussed and finally suggestion for separate doctrine has been recommended for Army in disaster management. It is believed that availability of such doctrine by Bangladesh Army will allow working with all stake holders more synergistically in future.

General

Bangladesh stands as the seventh most risky natural disaster prone country in the world1 according to World Risk Index calculated by the United Nations University Institute for Environment and Human Security (UNU-EHS). Environmental disasters like tropical cyclones, storm surges, floods, tornadoes and droughts ravage the country almost every year. Since Independence, the country is devastated by severe cyclones of varying intensities. One of the worst cyclones attacked Bangladesh on 29 April 1991, that caused material damage of about 2.4 billion US dollars and human casualty of about 1,40,000 lives. On a previous occasion of a similar catastrophe in 1970, about half a million lives were lost. The Bangladesh flood of 1988 caused economic loss to the extent of about one billion US dollars2. Cyclone Sidr caused death toll of approximately 3,406, with 1,001 missing; and over 55,000 people sustained physical injuries3. Besides, Rana Plaza Tragedy, Bashundhara City Fire outbreak, Tampaco Factory Fire Incidents and Forcibly Displaced Myanmar Nationals in Bangladesh are significant examples of

1 https://en.wikipedia.org/wiki/List_of_countries_by_natural_disaster_risk 2 Research on Major disasters in Bangladesh and their impacts by Dr. A. M. Choudhury Former Chairman Bangladesh Space Research and Remote Sensing Organization (SPARRSO), 08 November 2001 3 https://reliefweb.int/report/bangladesh/cyclone-sidr-bangladesh-damage-loss-and-needs-assessment

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Bangladesh Army Journal  June 2018 manmade disasters in Bangladesh. Over the period, Bangladesh has proved to be a resilient nation in facing all these kind of disasters, especially natural disasters.

Bangladesh is one of the few countries in the world that has a dedicated ministry for disaster management. Ministry of Disaster Management and Relief (MoDMR) is the lead ministry of Government for disaster management. However, the resources and capabilities of this ministry are often found to be insufficient to fight large scale disasters. The ministry seeks assistance of Bangladesh Armed Forces on these occasions. Involvement of Bangladesh Armed Forces in the very recent disasters like Flood 2017 and Forcibly Displaced Myanmar Nationals in Bangladesh are burning examples. Of the Armed Forces Bangladesh Army has been performing the pivotal role where the organization always proved their competency in providing effective support to the Government.

Bangladesh Army like other professional armies in the world always seeks to enhance their proficiency in all related fields. In the field of disaster management, Bangladesh Army has been concentrating more on effectiveness of its forces on ground putting comparatively less emphasis on the issue of doctrinal development. In the holistic scenario of Disaster Management where Bangladesh Army is one of the many stakeholders the necessity of doctrinal method remains important. In this paper, an effort has been made to justify the necessity of doctrinal approach for disaster management by Bangladesh Army. While doing so, it reviewed the existing system, discussed national and international structures and identified concerns in the present approach of Bangladesh Army. Finally the paper suggested a suitable doctrinal approach for Disaster Management by Bangladesh Army.

Necessity of Reviewing Bangladesh Army’s Present Approach in Disaster Management

Apparently, necessity of reviewing existing disaster management approach of Bangladesh Army may look superfluous for outstanding performance in this field. However, after action review of Rana Plaza Incident, Cyclone Sidr, Tampaco Fire Incident, Forcibly Displaced Myanmar Nationals Crisis manifest necessity of a few more steps to perform better during any such disaster management in future. MoDMR with other ministries are reviewing their doctrine for better response during any disaster. They deeply recognize the role of Armed Forces in those doctrines. Though, Bangladesh Army’s existing arrangement of responding during any national disaster has been proven effective, there is a necessity to operate under structural competency and coordination arrangement. The national disaster management policy has specified the competency and skills necessary for different agencies to prepare them for Disaster Management. Once different agencies will be able to develop their core competency as per their defined classical role, Bangladesh Army may face difficulty for not emphasizing much on national disaster management structure. Besides, as per requirement of the Government, Bangladesh Army responds frequently in different international disaster management. There is a necessity to have adequate knowledge on those international practices as well. It will instill confidence among the members of Bangladesh Army to perform their duties more efficiently. Bangladesh Armed Forces Division in coordination with MoDMR and US Army Pacific (USARPAC) is conducting the largest disaster exercise named Disaster Response Exercise and Exchange (DREE) since 2010. Bangladesh Army

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Role of Army in Disaster Management of Bangladesh

Since independence, as per the desire of Government, Bangladesh Army has always acted appropriately to remain beside general mass in any kind of disaster. Overseas performance of Bangladesh Army, especially under UN Peacekeeping Mission and overall professionalism have accelerated people’s expectation for assistance of army in any emergency situation. Generally, Bangladesh Army provides unflagging support for the disaster management in following sectors: a. Search and Rescue Operation. Availability of different engineer equipment within inventory of Bangladesh Army along with training skills allows them to participate in search and rescue operation after any disaster. Addition of aviation assets has further complemented this capability. b. Relief Distribution. Relief distribution during any kind of disaster is a major challenge. Recently, during initial chaotic days of Forcibly Displaced Myanmar Nationals in Bangladesh, the country badly experienced absence of army in distributing relief goods. Distribution channel of any professional and discipline force is always desirable for this kind of situation. Bangladesh Army with strong command and control arrangement along with inadequate resources has always proved to be the best in performing these kinds of responsibilities. c. Medical Support. Bangladesh Army with limited capabilities provides medical support in far flung areas. Experience shows, there are many cases where conventional medical arrangement cannot reach, for varied reasons that remain within operational reach of Army. Seemingly, lack of mobility, absence of sincere intentions, remote possibility of media coverage, etc. are the primary reasons for concern agencies’ failures. However, Bangladesh Army can reach to those areas with available resources and utmost sincerity. d. Provision of Drinking Water. Drinking water is another very essential commodity during any disaster. Bangladesh Army with water purifier or purified water from cantonment, supplies drinking water to distressed people. In cases, it demands necessity of sinking of tubewell by military personnel. e. Providing Communication Facilities. Communication networks are likely to collapse during any mega natural disaster. Bangladesh Army is working with MoDMR on Disaster Response Emergency Communication System (DRECS) to provide necessary communication during disaster. Successful implementation of DRECS by Army will provide more reliability to the nation in providing effective signal communication during disaster. In case of road communication network, involvement of army is well demonstrated during landslide disaster in Rangamati and under construction 11 km road (Ukhia –Thangkhali) in Cox’s Bazar in 2017 and 2018 respectively.

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f. Assistance to Prepare Shelter. Host community is the first responder in any kind of disaster. However, in major disasters, it is often found that these respondents need to be assisted during preparation of their shelters. Bangladesh Army in many cases, once deployed need to provide such assistance too.

Concept of Bangladesh Army’s Preparation for Disaster Management

Bangladesh Army has Standing Operating Procedure (SOP) on disaster in line with national polices. As per SOP, every formation needs to have three kinds of Urban Search and Rescue (USAR) team i.e. Light, Medium and Heavy. The teams are given certain reaction time to respond to any particular situation. Types of suggested equipment are also mentioned in those teams. The teams are equipped adequately to handle any kind of disaster specially earthquake. However, Army will not be the first responder during any kind of disaster. As per worldwide concept, host community is the first responder during any disaster. Prior to involvement of Army, there will be many other national efforts dedicated for disaster. Upon receiving instructions from Government, once Army will deploy, they need to know existing structure functioning on the disaster site and fit their own structure into that. Present policies are yet to incorporate those functional coordinating issues. Therefore, those policies or guidelines may not be considered as substitute of a required doctrine for disaster management of Bangladesh Army.

National Doctrine for Disaster Management in Bangladesh

National structure of disaster management is guided by certain disaster management documents. Mention worthy of those are Disaster Management Act, Disaster Management Plan, Standing Order for Disaster (SOD), Draft concept paper on National Emergency Operations Centre (NEOC), etc. Out of all these, SOD is considered as one of the most important guidelines for Bangladesh which is planned to be reviewed after every 5 years. SOD describes the responsibilities of different ministries of Government. As per SOD, National Disaster Management Council (NDMC) is the highest decision-making body for Bangladesh. NDMC is headed by Hon’ble Prime Minister and three Services Chiefs are member along with other 28 members from different ministries and organizations. As per SOD, task of Bangladesh Army is mentioned during Risk Reduction and Emergency Response time. Emergency Response time has been divided into Normal Times, Alert and Warning Stage, Disaster Stage, and Early Recovery and Rehabilitation Stage. The task of Disaster Stage for what Army is mostly engaged are mentioned below4: a. Keep the disaster Control Room at the Army and relevant formations headquarters operational round the clock. b. Collect information regarding the levels of the preparedness and other activities from the disaster-prone areas and dispatch it to the coordination cell of the Prime Minister’s Secretariat and the Emergency Operations Centre (EOC) of the MoDMR for perusal of the NDMC. c. Deploy Task Force in consultation with Prime Ministers Secretariat and MoDMR, as requested.

4 SOD 2010-2015, MoDMR, 06 Apr 2010.

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d. Assist local administration by the provision of: (1) Emergency Evacuation (2) Collapse Structure Search and Rescue Operation (3) Removal of dead bodies and debris (4) Medical services including field hospital services, if necessary (5) Disease prevention (6) Temporary shelter (7) Damages, losses and need assessments. e. Dispatch reports regularly to the coordination cell of the Prime Minister’s Office and the EOC of the MoDMR in order to keep the NDMC informed about the latest situation. f. Take up any other activity considered indispensable from the humanitarian point of view. g. Undertake relief operations in all affected areas and assist local administration for implementing rescue operations.

Draft Concept of National Emergency Operations Centre (NEOC). Bangladesh Government is actively reviewing her approach from organizational to functional approach in managing disaster. Such change will necessitate close coordination amongst different organizations involved in disaster management. Proposed NEOC structure is presented below:

Figure: 1 Proposed concept of National Emergency Operations Centre (NEOC)5 The structure manifests Army not to operate in all the sectors but to have close coordination. However, once Army is deployed, it will operate independently under Hon’ble Prime Minister’s

5 Department of Disaster Management letter number 51.01.0000.031.98.003.18-37

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Office. Yet, Army needs to know other organizations’ capabilities on ground. Such knowledge will assist Army to have better coordination and work as part of one single team. It will also help to find out the sectors in which Bangladesh Army should grow expertise to manage disaster.

International Structure of Disaster Management

The United Nations Office for the Coordination of Humanitarian Affairs (OCHA) is a United Nations (UN) body which encompass the coordination of humanitarian response, policy development and humanitarian advocacy. The agency's activities include organization and monitoring of humanitarian funding, as well as information exchange, coordination and rapid- response teams for emergency relief6. All UN members while participating in any international disaster response try to follow the guidelines of UN OCHA. The Generic International Disaster Coordination Model of UN OCHA is as under7:

Figure: 2 Generic International Disaster Coordination Model by UN OCHA

Model at Figure 1 is likely to be adopted in any multinational disaster management in any affected country. Few of the terminologies as specified in the model are mentioned below8: a. On-Site Operations Coordination Centre (OSOCC). OSOCC concept was originally developed by OCHA and the International Search and Rescue Advisory Group (INSARAG) network. It was designed to assist affected countries in coordinating international search-and-

6 https://en.wikipedia.org/wiki/United_Nations_Office_for_the_Coordination_of_Humanitarian_Affairs 7 https://www.cfe-dmha.org/Admin/File Management/LinkClick.aspx ?fileticket=msvnzQUu9q8 %3D 8 http://www.unocha.org/sites/dms/ROAP/Civil%20Military%20Coordination/docs/APC-Guidelines- 20141001.pdf

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rescue efforts following an earthquake. However, OSOCC's emergency management principles make it a valuable tool in any sudden-onset disaster involving international relief resources. Over the last decade, the OSOCC concept has been used during numerous disasters including floods, hurricanes, tsunamis and complex emergencies. An OSOCC has three primary objectives: (1) To be a link between international responders and the Government of the affected country. (2) To provide a system for coordinating and facilitating the activities of international relief efforts at a disaster site, notably following an earthquake, where the coordination of many international Urban Search and Rescue (USAR) team is critical to ensure optimal rescue efforts. (3) To provide a platform for cooperation, coordination and information management among international humanitarian agencies. b. Reception/Departure Centre (RDC). In many disasters, there is a need to establish a RDC as a part of the OSOCC. The RDC should be located at the arrival point of international relief teams to facilitate and coordinate their arrival and further deployment. The RDC's primary responsibility is to register teams, provide an information briefing, direct teams to the OSOCC, and pass processed information of incoming teams to the OSOCC in order to facilitate its operational planning. The RDC functions as a coordinating body for international relief traffic. It is intended to support the airport authorities with these activities. As the RDC may be the first point of contact for relief teams when arriving in the affected country, it must be prepared to facilitate the same basic services as that expected of an OSOCC. Some of the services expected by any RDC include situational updates, operational information, logistical support, and the facilitation of immigration /customs procedures for staff, equipment and humanitarian aid. c. Humanitarian-Military Operations Coordination Centre (HuMOCC). The HuMOCC’s objective is to provide a predictable humanitarian-military coordination platform. Complementary to the OSOCC, the HuMOCC aims to provide the physical space dedicated to facilitating the interface between humanitarian and military actors present in country. This is the “space” where humanitarian capacity gaps during the critical period emanating from the OSOCC, Humanitarian Country Team (HCT) or clusters could be temporarily filled-up by available military capacity. The HuMOCC will also serve as a one- stop shop for information-sharing and update, task sharing and division, and shared/joint planning on humanitarian needs and gaps (actual, anticipated or projected) and available military capacity on the ground. The HuMOCC services are geared towards optimizing the use of available military assets to support humanitarian priorities in critically affected locations.

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d. Multinational Coordination Center (MNCC)9. MNCC facilitates coordination and cooperation of foreign military forces with the affected nation to support humanitarian assistance and disaster relief missions. MNCC organization and tasks should be tailored to the situation. Once the foreign military forces members have agreed upon specific MNCC tasks and organization, they can develop detailed procedures. It does not rely upon formal command relationships among military forces. e. Multinational Military Coordination Center (MNMCC). It is felt that within MNCC, there may be a requirement to form MNMCC when multiple forces are deployed. Same was experienced in Nepal Earthquake April 2015. Immediately after the earthquake, United Nations Disaster Assessment and Coordination (UNDAC) team was deployed to Kathmandu, with four United Nations Humanitarian Civil-Military Coordination (UN-CM Coord) officers. To support military to military and civil-military coordination, the Government of Nepal and Nepalese Army established a MNMCC. The MNMCC was chaired by the Nepalese Army with the participation at the beginning of the operation of foreign military liaison officers from Algeria, Bangladesh, Bhutan, Canada, China, Israel, India, Japan, Pakistan, Singapore, Spain, Sri Lanka, Thailand, UK and US10.

Weakness of Bangladesh Army’s Present Disaster Management Structure

Present disaster management structure of Bangladesh Army works very well within Army. However, Bangladesh Army in isolation will not operate in any disaster management environment. During or in the aftermath of any disaster host community will be the first responder followed by other volunteer’s organizations. Being not the first responder, Army needs to cope up with existing Government machineries in place to manage disaster. Besides, there may be situation, where Bangladesh Army may need to work with other foreign militaries. Considering the operating procedure of different national and international bodies, following aspects may be identified as weaknesses of Bangladesh Army Disaster Management Structure: a. Policy Guideline. Bangladesh Army like any other deployment operates following the guidelines of ‘In Aid to Civil Power’ for disaster management. In Aid to Civil Power describes modus operandi of working with civil administration. It acts as medium between army and civilian administration. However, policy guidelines highlighting different regularity framework, standing committee at various levels, lateral and vertical coordination within these committees do not exist at present. Such arrangements are organized on ad-hoc basis and managed through issuing different instructions. b. Coordination Architecture. SOD delineates representative from Army in different level of committees but same is not replicated in existing structure of Army. Likely coordination mechanism between army and civil is missing in present Army structure. For example, within area of responsibility of an infantry division, there will be City Corporation, District, Upazila, Pourashava and Union Disaster Management Committee. Besides, basing on recent cluster or function based approach, there will be different wings and cells operating from civil administration and humanitarian organizations during disaster. Appropriate coordination

9 Presentation by USPACOM J-712 10 Sep 2014 10 https://www.upeace.org/uploads/file/Ideas01.pdf

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mechanism between formation headquarters, brigade headquarters and units with corresponding civil administration need to be defined prior to the employment of Army in disaster management. The situation was badly experienced during Rana Plaza Tragedy. As per After Action Review of 9 Infantry Division,” It was very difficult for this Headquarters to bring all stakeholders in the same platform11 “. Therefore, well coordination architecture will allow more efficient management of resources and bring synergy in the overall effort. c. Roles and Responsibilities. Accepting the necessity of different committees by Army in disaster management will demand specific roles and responsibilities of the members of those committees. Such understanding will assist both civil and military to work as one team. Sharing of resources, optimum use of individual organizational capability will make it possible to manage any kind of disaster with the said committees. d. Inadequate Focus on Core Functions. Presently a board of officers comprising member from Armed Forces are working under MoDMR on Draft NEOC. The structure has scope for necessary modification. However, core functions as suggested in the structure for Armed Forces are Search and Rescue Cell, Debris Management Cell, Dead Body Management Cell, and Transportation and Support Cell. There are other areas in the NEOC concept like medical cell where presumably Armed Forces can also remain involved. If all these functions of Armed Forces are actively considered, in that case how far Army is trained to perform those duties may surface as a major concern. e. Working Procedure in Multinational Environment. Army does not have adequate literature on international tools and practices followed in disaster management. Devoid of those documents will make Army less confident in both domestic and international environment while working with international organizations for any disaster response. f. Incomplete Contingency Plan. Contingency plan for different areas of Bangladesh are very much essential as part of overall disaster management plan by Army. Few of the formations have prepared contingency plan on earthquake disaster. Every year during DREE, those are consulted. Most of those contingency plans are incomplete. Lack of appropriate understanding is observed in those documents too. Such understanding also hallmarks the absence of a separate doctrine on disaster management by Army. g. Recent Example of HADR Practice in Cox’s Bazar. On 19 May 2018, a coordinated exercise on landslide was organized by 10 Infantry Division in Cox’ Bazar. More than 40 different organizations participated in the exercise. Following structure as per national guidelines was suggested from AFD for the exercise in line with Standing Order on Disaster (SOD)12. Disaster Incident Management Team (DIMT) was practiced on ground where brigade size force from army remained involved from military side with almost 11 different types of cells of DIMT. All related Government and non Government organizations functioning in Cox’s Bazar were grouped within those cells. The exercise could be coordinated very successfully with all other agencies as the model is well known to them.

11 After Action Review – Building Collapse at Rana Plaza by Headquarters 9 Infantry Division dated October 2013 12 AFD Letter number 06.00.0000.002.072(DM).007.18/931

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Figure: 3 Suggested structure by AFD for HADR Exercise in Cox’s Bazar. Generally, Emergency Operation Centre (EOC) is established at City Corporation where required number of DIMT is established depending on the area of responsibility. Each DIMT is comprised of 11 different types of cell. Concept on such structure is missing in the existing documents of Army.

Suggested Approach to Overcome the Weakness of Bangladesh Army

Present weakness of Bangladesh Army demands a holistic approach. Formulation of a separate doctrine can be an effective way to overcome the present weakness. However, suggested doctrine will have to consider following issues to overcome the weakness: a. Issuance of policy at operational and tactical level. This policy has to be in consonance with national policy on disaster. These policies will set out the coordination mechanism both at inter-ministerial and within different organizations of Army. b. Formulation of different level committees from Army Headquarters to unit headquarters. Specific roles and responsibilities of those committees need to be spelt out. This will allow identifying appropriate team to coordinate with civilian counterpart. c. Insight of national doctrine on disaster, international tools and practices followed in disaster management should be focused in the proposed doctrine. Such description will allow Army in adopting either organization based approach or function based approach for any disaster management. d. Required guidelines should be given in the doctrine on how to prepare contingency plan. A deliberate and complete contingency plan will always contribute to act professionally with all other stake holders functioning on ground.

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e. Core functions of Army need to be highlighted in the proposed doctrine in consonance to national doctrine. This will allow better coordination amongst the functional groups of Army with their counterpart from Government agencies.

Recommendations

Global warming, geo political change, regional influence and other concerns are likely to increase number of disasters in future. Disasters are going to be more diversified in future. Age old solutions may somehow work today but may pose serious challenges on the performance and credibility of Bangladesh Army in future disaster management tasks. Numerous efforts are taken globally and nationally to prepare involved agencies better for disaster. Bangladesh Army being one of the professional armies needs to actively consider followings to uphold its expectation of the nation: a. More number of discussions may take place on the challenges of existing disaster management structure of Bangladesh Army. b. A separate committee may be formed to evaluate the necessity of formulating appropriate doctrine for Bangladesh Army on disaster management. c. Upon confirmation of the doctrine necessity for Bangladesh Army, content may be selected by same board of officers.

BIBLIOGRAPHY Books 1. Disaster Management Act 2012 (Amended 2016). 2. Standing Order on Disaster 2010-2015, MoDMR, 06 Apr 2010. 3. NEOC Procedures-07-12-15 Version 3.

Research Paper and Presentation 4. Major Disasters in Bangladesh and their Impacts by Dr. A. M. Choudhury, Former Chairman, SPARRSO. 5. Presentation by USPACOM J-712 10 Sep 2014. 6. After Action Review – Building Collapse at Rana Plaza by Headquarters 9 Infantry Division dated October 2013.

Website 7. https://en.wikipedia.org/wiki/List_of_countries_by_natural_disaster_risk 8. https://reliefweb.int/report/bangladesh/cyclone-sidr-bangladesh-damage-loss-and-needs- assessment 9. https://en.wikipedia.org/wiki/United_Nations_Office_for_the_Coordination_of_ Humanitarian_Affairs

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10. https://www.cfe-dmha.org/Admin/File Management/LinkClick.aspx ?fileticket=msvnzQUu9q8 %3D 11. http://www.unocha.org/sites/dms/ROAP/Civil%20Military%20Coordination/docs/APC- Guidelines-20141001.pdf 12. https://www.upeace.org/uploads/file/Ideas01.pdf

Lieutenant Colonel Raju Ahmed, afwc, psc, was commissioned on 28 November 1995 with 33rd BMA Long Course. He has commanded 12 East Bengal Regiment. Apart from serving as instructor at School of Infantry and Tactics, his important staff appointments include Brigade Major of an Infantry Brigade, Operations Officer in UN Contingent, and General Staff Officer -3 (Operations) of an Infantry Division. Presently, he is serving as General Staff Officer -1 (Joint Operations) at Armed Forces Division. He has a good experience in participating number of disaster related seminars, workshops, training both home and abroad. This article is the derivative of that experience in his present appointment.

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