It is easy to deal with an ‘Unlawful Order’. How do you deal with a ‘Lawful but an Awful Order’? This book builds a powerful narrative that constructive dissent, constructive disobedience, and positive defiance are positive tools for the long-term sustenance of an organisation. They are an extension of integrity, moral courage and value-based leadership. Covered in sixteen chapters, the book critically examines the theme in all its dimensions. Interesting case studies on the ‘My Lai Massacre’, General Mark Milley, Chairman of the Joint Chiefs of Staff, in dealing with a reckless US President in 20-21 and the India-China conflict highlight the complexities and the challenges involved. A critical analysis of the Indian bureaucracy compels serious introspection for overhaul. The wars in the last 100 years, mostly of choice and not necessity, meet the definition of ‘Folly’ and the ‘Law of Stupidity’. The outcome was clear from the beginning, there were alternatives and warnings, and finally, they devastated humanity without bringing any good to the perpetrator. When civil institutional oversight fails or gets compromised, a country’s military and civil society have a critical role to play. They must prevent descent into chaos. It was not the greed of a few corporate honchos but the compliance of many that destroyed flourishing corporates. It was not the obedience of millions of African Americans but the defiance of one black woman that ended racial segregation. It was the defiance of one Indian soldier in the 1857 mutiny that laid the foundation of the Indian freedom movement. Organisations have a natural affinity with oligarchy and exploitation. Constructive dissent and constructive disobedience ensure the long-term good of all stakeholders by preempting fatal decisions. An engrossing food for thought for an intellectual mind.

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