decision making

More than thirty years have passed since the dramatic cling of arm in the remote Himalayan region of the Sino-Indian border. This Time gap seems to be appropriate for a correct reexamination of the conflict. The account of India’s attempt to find balance with China, ever since the Kongska Pass incident in 1959 until the attack of 1962, is not merely a fact sheet that we can brows and toss away. In stead we have to link each idea to the event and causes that might have played a role in the conflict.
Ever since 1959 the border problem between Asia’s biggest two nation states has been picking up speed at a threatening speed. The year 1962 was the unfortunate year for India, which knocked out any possibility of understanding between China and India. Of course, such an act of terror could have not started without some kind of the reason, whatever it may be. The chronological order of
pre-crisis decisions taken India’s authorities are that the latter helped Nehru convey his thought and policies to the outside world in a forceful and organized manner (Brecher, 1959). But as Rajani Palme Dutt said in his book “The problem of India,” foreign policy was exercised “more behind the scenes than in meetings of the committee.” Both Menon and Nehru acted to the desire of Nehru. It was often when the Foreign secretary would take to Pant drafts of diplomatic correspondence and get the reaction which was usually at Nehru’s request (Hoffmann, 1990).
Foreign policy makers Nehru, Menon and Pant shared a common worldview which clearly showed their psychological predisposition, drawn from the sources of their personality, idiosyncrasy, ideology, tradition, culture and history. As we shall see further down, in the mainstream of common ideas and beliefs, they indeed had some differences. But all these men used the “attitudinal prism” (Hoffmann, 1990), the lens through which they filtered and structured the information thus perceiving the worl…

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