A Short Manuscript
Author: Nelson Almeida
Raghav Menon is an officer known for one particular skill—his ability to draft clearly and precisely. Files that pass through his hands are structured, logical, and easy to understand. Colleagues often appreciate his clarity.
But drafting is not actually his job.
His role in the office is different. Drafting normally belongs to another section. Yet over time, people begin to rely on him whenever something complicated needs to be written.
One week, a particularly urgent matter arises. The competent authority who must examine and approve the file is on leave. Deadlines are approaching, and the senior officers grow anxious.
“Menon,” one of them says, “prepare the drafts so that when the competent authority returns, the file can move immediately.”
Raghav hesitates for a moment. It is not technically his responsibility. But the request comes from seniors, and the work is urgent.
He agrees.
Carefully he prepares the drafts—collecting the facts, arranging the arguments, and leaving the decision open for the competent authority to review. His intention is simple: to make the process easier when the officer returns.
When the competent authority, Sharma, resumes duty, the prepared drafts are placed before him. Sharma reviews the files, converts them into final notes, and signs them.
The decision moves forward.
Months later, an audit raises objections about the matter. Questions are asked and an inquiry begins.
Raghav explains exactly what happened. The competent authority was on leave. The matter was urgent. Seniors had asked him to prepare drafts only to facilitate quicker approval once the authority returned.
The inquiry studies the documents and records the statements.
Its conclusion is cautious: Inconclusive.
Responsibility cannot be fixed on one individual alone.
For a short while, Raghav believes the matter is over.
But the management is not satisfied. The case is reopened. This time, the focus shifts toward the preparation of drafts itself.
Sharma gives a simple statement:
“I signed what the other officer gave me.”
Slowly the narrative changes. Drafting begins to be described as initiating decisions. Initiating decisions becomes influencing authority.
Finally, the second report concludes: Charges proved.
Raghav is demoted and transferred to the Andaman and Nicobar Islands.
In Port Blair, far from the corridors where the decision was taken, he reflects on the chain of events.
He had not drafted for power.
He had not drafted for gain.
He had only drafted to help.
Yet one question remains with him.
Was helping colleagues in a moment of urgency his greatest mistake?
The sea outside his window moves quietly, indifferent to reports and signatures.
But Raghav knows something that the reports cannot erase.
He remembers why he wrote those drafts.
And he remembers that intention, unlike conclusions, does not change.