Terror Attack in Bombay

 Mumbai (Bombay) came under terrorist attack on 11/26/2008; the attack was planned and executed by Pakistani military. The Islamic terrorists killed 173 unarmed civillians. There were reports that female hostages were raped before being tortured and executed by Islamic terrorists.

While the terror was underway, Pakistani terrorists contacted their handlers in Pakistan several times to receive orders. The conversation between Pakistani terrorists and their handlers in Pakistan was intercepted by Indian intelligence agency RAW (Research & Analysis Wing).

Here is the audio clip of the conversation:

http://s8.photobucket.com/albums/a11/cybersurg/brf/?action=view&current=26-11-aud.flv

Please see the  English translation of the conversation as translated by Bharat Rakshak Forum members below. T stands for terrorist and C stands for controller.

0:00
C: You will be successful if you get shot by a bullet. Allah and heaven are waiting for you.
T: Inshalla Inshalla (God willing God willing)

0:07
C: Yes do it, Make them sit up, facing forwards, and shoot them on the back of the head.

0:16
C: Your work must be such that the whole world will get scared. (whole world will fear you)

0:23
C: OK, did you kill the man who was with you in the boat?
T: Yes yes?
C: The man who was on the boat, on the launch, did you kill him?
T: Yes yes, we killed him.
C: How did you kill him?
T: We slit his throat. (The exact words refer to an Islamic ritual slitting of the throat)

0:39
C: I mean that this is a fight between Islam and the non-believers, I mean, we are the people whom allah has chosen to protect our religion from the non-believers.

0:51 Taj Palace Hotel
C: In Bombay, many people are injured, many are dead, and they are saying that approximately fifty people are in the city. There is firing going on in the entire city (Laughing in the background), the whole city is on fire, people are dying.
So, by the grace of Allah, Allah has given you a very important job, OK?

T: Alhamdulillah (Praise to god)
C: So my dear, at this time…

1:15
C: God willing, allah has brought heaven very close to you, god willing.
T: God willing
C: In reality, the whole world is watching you and will not forget you.

1:25
C: Your work must be such that the whole world will get scared. (whole world will fear you)

1:38 (Nariman House)
C: But, as I was telling you, every one person that you kill here is equal to 50 that they kill there.

1:42 Nariman House
C: Don’t worry Jayna, just sit back and relax and, don’t worry and just wait for them to contact, OK?
Hostage: Yes sir.
C: And save your energy for good days yes? If they, if they contact right now, maybe you gonna, ah ah, you know, celebrate your Sabbath with your family.

1:59 Oberoi Trident

Fahadulla
Image

T (Fahadulla): As-Salāmu ‘Alaykum (Peace be upon you)
C: Wa `Alaykum Salaam (and peace be upon you too), sir, how are you Fahadulla dear, is everything good?
T (Fahadulla): Alhamdulillah (Praise to god), Brother Abdul Rehman has departed to god.
C: Really? Is he near you?
T (Fahadulla): Yes he’s close by.
C: May god accept his martyrdom.
T (Fahadulla): The room is on fire, if the media is transmitting this. I can see them through the bathroom windows.
— (Fahadullah was hiding in the bathroom of one of the rooms of the Oberoi Trident hotel) —

— grenade explosion —

2:25 Oberoi Trident
C: My dear, make sure that you do not get in a situation where you are arrested. (My dear, make sure that you are not arrested)
T (Fahadulla): Insha’Allah Insha’Allah. (God willing god willing)

2:35 Oberoi Trident
C: Fahadulla, dear. Is there any possibility of fighting, that you could come out, get in front, throw a grenade, and try to get out of there. So that you can go forward.
T (Fahadulla): I’ve already thrown both my grenades.

–Gunshot—

C: Be brave my dear, don’t be afraid, Insha’Allah (God willing) if you get shot by a bullet, you will only be successful.
T (Fahadulla): Yes sir.
C: Allah and heaven are waiting for you.
T (Fahadulla): Insha’Allah
C: May allah protect you. Be brave my son.

C: And please keep the phone in your pocket.

–Grenade explosion – – beeping sound – Gunshots—

C: Hey

— Gunshots —

C: Hello, Fahadulla? Fahadulla?

3:29 Nariman House
Babar Imran
Image

Nasir @ Abu Umar
Image

Transcript between the Controller and Babar Imran. Babar Imran doesn’t understand Punjabi very well it seems, so the conversation is in Urdu. Also Babar Imran is a leader of sorts, and is instructing his companion on how to fight.
Mumbling in the background
C: Listen.
T (Babar Imran): yes yes.
C: Aah,
(Instructions at the background on the controller side)
C: Eliminate these people, get rid of them. The assault may begin at any time, and these people might be left behind.
T (Babar Imran): No, Insha’Allah (God willing), right now there is no movement on my side.
C: No No, don’t wait. You don’t know when the firing will start, what will be the situation, what the firing will be like, how intense.

Instead of waiting, keep these people in such a way that the bullet does not repel back onto you from the wall the in front.
T (Babar Imran): Insha’Allah Insha’Allah (God willing, god willing)
C: I am holding the line.
C: Do it do it, I am listening. Do it.
T (Babar Imran): Shall we fire?
C: Yes do it, Make them sit up, facing forwards, and shoot them on the back of the head.
T (Babar Imran): Actually I had sent Umar (Nasir @ Abu Umar) to sleep, I was thinking that I’ll also sleep for a while. Actually he wasn’t feeling well.
C: No No
T (Babar Imran): I’ll call you back in half an hour, then we will do it.

4:39 Nariman House
T (Babar Imran): As-Salāmu ‘Alaykum (Peace be upon you)
C: Alhamdulillah (Praise to god), Yes brother.
T (Babar Imran): Please don’t be angry, I’ve changed the layout, I was thinking of that for a while. Now in your presence
C: Have you done the job yet or not?
T (Babar Imran): Now in your presence. I was actually waiting for your call. Now in your presence by your orders.
C: Do it, come on. Do it. Bismi-llāh (In the name of God).
T (Babar Imran): Yes sir, and…
C: Do it. Bismi-llāh (In the name of God).

Mumbling in the background

T (Babar Imran): {whispering}

— Gunshot – –

T (Babar Imran): Hello
C: Yes sir, yes sir.
T (Babar Imran): OK
C: Yes, that was one?
T (Babar Imran): Both together.

5:18 Nariman House
Helicopter’s rotor noise
T (Babar Imran): I was also thinking that today is a Friday, that we should have the final fight today.

— Gunshot – –

C: Use all your might.

–Gunshot—
C: Shoot, shoot, shoot, shoot, get him shoot.

T (Babar Imran): The firing has started, the firing has started.
C: Do it, do it, do it.
T (Babar Imran): The firing has started from across us.
T (Babar Imran): Umar, take cover, take cover.

— Gunshots – –

T (Babar Imran): Ho-, Ha-, Ha-, They are firing into our room. In our room. They are firing into our room.

6:00 Nariman House
T (Babar Imran): As-Salāmu ‘Alaykum , As-Salāmu ‘Alaykum (Peace be upon you, Peace be upon you)
C: As-Salām, Wa `Alaykum as-Salaam, (And peace be upon you too) yes sir.
T (Babar Imran): I’ve been hit in the firing, pray for me.
C: Yes sir?
T (Babar Imran): I’ve been hit in the firing, pray for me. For my protection
C: Allah tala, Where have you been hit? Where have you been hit?
T (Babar Imran): I…
C: Where have you been hit?
T (Babar Imran): I’ve been hit on my arm, hit on my foot.
C: Allah, Allah tala, may allah tala protect you. Their people are also getting injured, they are being taken to the hospital
T (Babar Imran): We have killed a commando at the first entrance. Pray for me, so that I may attain martyrdom
C: Alhamdulillah, alhamdulillah (Praise to god, Praise to god),
T (Babar Imran): Khuda hafiz (Goodbye – May God be your Guardian)

Organizational Factors

This table is an excerpt from an article by D. Ramana. You can view the original article here:

http://www.bharat-rakshak.com/MONITOR/ISSUE2-6/ramana.html

Organizational Factors
Factor	Characteristic	Definition	Effect	Applicable	Comments
O-1	Organizational atrophy	Organizational phenomenon afflicting mostly large and established firms where such endogenous factors as sunk cost, the dynamics of polictical coalitions, and propensities for precedents become normative standards, places means prior to objectives	Structural ossification and conceptual rigidities; stunted communications; stalled feedback; resulting in two way obstruction of critical information flow. Threat – rigidity effects ensue, including restrictions imposed on information processing, adherence	X	The entire Kargil Report Commission illustrates the extent of this factor.
O-2	Politicking and heirarcy orientation	Dominance of bickering and manipulative parochail interests characterize corporate culture. Prevalent interpersonal and inter- group conflict. Decision criteria are predicated on percieved orientation and politics of the organization.	Prevents information sharing; impedes cooperation resulting in ineffective information processing. Critical inforamtion is withheld, obstructed or concealed, subject to power-sharing. Biased decision making.	X	IB director not sharing with colleagues.
O-3	Centralization of authorities	A tendency among managers to centralize powers, particularly under stress.	Elongating ones span of control, hence capacty to notice, let alone tackle, EWS is critically curtailed.	X	RAW chief doubling as JIC chairman.
O-4	Over-reliance on SOP	Reluctance to challenge, let alone alter, inefficient SOP, irrespective of fast changing circumustances	Adherence to SOP channels, mangerial perceptions and actions into automated and modular course, so that EWS that do not fit in are uncermoniously overlooked. This also results in managers seeking soutions closest to the problem, e.g. diminished creativty	X	The infiltration hypothesis is a symptom of this factor.
O-5	Compartmentation	Information sharing on the basis of ‘need to know’ principle.		X	IB director not sharing with colleagues.

Psychological Factors

This table is an excerpt from an article by D. Ramana. You can view the original article here:

http://www.bharat-rakshak.com/MONITOR/ISSUE2-6/ramana.html

Psychological Factors
Factor	Characteristic	Definition	Effect	Applicable	Comments
P-1	Fear of Superiors	The tendency to subject one’s ego to superiors regardless of inherent strengths. Reluctance to stand by one’s stances owing to superiors’ overarching charisma and/or elevated heirachial position.	Lack of openness; restriction of information and ideas intake; ‘One best way’ precludes additonal options	x
P-2	Dearth of suspicion	Over-confidence derived from proven past successes, innate proclivity to undertrate underlings’ or peers’ criticism.	Hinders modofocation of prevalent conception, regardless of the objective value of threats. Prevents counterintitutive boudary scanning, thus focusing solely on normal trends	x	Indian agencies repeatedly keep postulating the infiltration thesis.
P-3	Paranoid-megalomaniac leadership	Also dubbed the "Bull-Frog Syndrome," charcterized by a need for insatantaneous self-gratification, and selfishness. ‘In-charge’ rather than leadership perception of mangement.	Inconsistent policies mirroring a single paramount view, thus annuling capacity to identify problems incompatible with leaders’ decreed stance.		Could be effect of IAS/IPS cadre running the show
P-4	Cognitive Dissonance	The absence of consistency between the knowledge, ideas, and belifs which make up one’s cognitive system. The human tendency is to avoid dissonance by changing inforamtin about reality rather than by changing one’s beliefs according to information.	Tendency to reduce the value of incomig warning indicators when these contradict dominant preconception that surprise is unlikely. This propensity features prominently when other obstacles, such as slow rate of EWS, ambiguity of available warnings, or a l	x	Possible. Infiltration thesis promoted constantly.
P-5	Heuristic judgments	Individuals’ tendency to embark on mental shortcuts when confronting complex situations chiefly through mechanisms of availability and representativeness.	Misjudgement of complex realities.		Dogmatic adherence to infiltration evenafter the enquiry started.
P-6	Escalating commitment to a chosen course of action and the "Bridge on the River Kwai" syndrome	A decisionmaking process whereby individuals persist in their commitment to a previously chosen, though evidently unproductive, strategy in order to justify past investments. Psychologically, people cognitively distort the unpropitious results to make the	Preclusion of views challenging the pursued strategy knowingly obscures one’s capacity to sift through incoming EWS or prevents readiness to do so altogether.		N/A
P-7	Over-confidence: The Drowned and Boiled Frog Syndrome	Mangerial self-centeredness and arrogance predicated on true or asumed sucessess(Boiled Frog) or n one’s long standing postion as a major marketplace player (Drowned Frog)	Blindeness to internal weaknessess, disregard for environmental risks, and insufficient search for further explanations to incoming warnings.		Definte possibility. Combined with mirroring.
P-8	Managerial stress	A state of duress stemming from pressurized circumustances combining percieved threat, percieved opportunity, and time pressure.	Cognitive and judgemental faculties severly narrowed. Focus is placed on a narrower scope, therfore only seemingly ‘burning issues’ are attended to.		Possible. RAW chief doubling as JIC chairman. Also POK-2 tests reaction could have taxed resources.
P-9	Self- enactment	Managerial arrogance and ego-centric self-image. The tendency for managers to enact an environment constituting an extension of their preferences rather than ratioally assess threats and opportunities.	Advancement of self-interests, truncation of understanding of wider contexts, and surrendering the future to the way in which attendant conditions evolve.		Possible. Due to the cadre based nature of leadership.
P-10	Conflictual and introverted managerial style	A tendency to favor internal rather than external viewpoints. People who do not get along with others.	Emphasis on own postions and preferences. Ignoring of useful advice and failure in employing oppurtunities furnished by collabrations and exchange of views.	x	Single agency concentration and lack of independent scrutiny.
P-11	Aversion to discrepant information	Neagtive receptivity of bad news through ignorance, rejection, bolstering of prevalent attitudes.	Misperception of incoming threats, ineffective crisis mitigation.	x	See above.
P-12	Group-think	Dynamics within a small and cohesive group charcterized by conformity where the propensity to reach unanimous decisions overshadows critical judgement	Often an involuantary collective misperception of reality results in the pursuance of issues percieved important by the group, rather than grappling with individual stances, irrespective of their potential importance.	x	See above.

Strategic Factors

This table is an excerpt from an article by D. Ramana. You can view the original article here:

http://www.bharat-rakshak.com/MONITOR/ISSUE2-6/ramana.html

Strategic Factors
Factor	Characteristic	Definition	Effect	Applicable	Comments
S-1	Cover	Using various means to conceal the true intentions and capablities of the initiator	Decreasing number of "signals" are available to the victim.	X	Pak resort to covert action
S-2	Deception	Employing deception ploys aimed at baffling the victim regarding the intiatior’s true intentions and capabilities.	Delibrate increase of the amount of ‘noise’ the victim is subject to.	X	Numerous chaotic signals emanating from POK.
S-3	"Cry Wolf" syndrome	Repeated warnings without effectuating the threat.	Erosion of policy-makers’ receptivity to warnings and of intelligence officers’ provision of additional warnings.	n/a
S-4	The time lag factor	A time lag effect between the initiators’ preparedness to surprise and the victim’s readiness to properly respond to the threat, owing to the time required to collect, estimate and implement decisions.	The victim’s inherent ability to respond in good time to threat is gravely impaired.	X	There was time lag. However Gen. Pal’s deployment of forces enabled localizing the intrusion.
S-5	The intiation factor	The initiator decides to take action or not.	The initiator takes action only when conditions are favorable (e.g. high likelihood of surprise)	X	Pak intiated the action in Jan. ’00.

Political Factors

This table is an excerpt from an article by D. Ramana. You can view the original article here:

http://www.bharat-rakshak.com/MONITOR/ISSUE2-6/ramana.html

Political Factors
Factor	Characteristic	Definition	Effect	Applicable	Comments
Pol-1	Politicking of information processing	Intentional use of scarce information to gain political power	Prevents information sharing, impedes cooperation.	X	IB director passing on information to higher-ups instead of sharing with JIC.
Pol-2	Policymakers act as their own intelligence officers	Rejection of professional assessment	Prevalence of non-professional estimations and viewpoints.	n/a
Pol-3	Instinctive acceptance of intelligence estimate	Ineffective quality-control of evaluation; lack of political ‘second opinion’	Dogmatic, monolithic, and often inappropriate concepts.	X	Possible. NDA ministers did not have sufficient governance experience.
Pol-4	Intelligence intervention in policy making	Bypassing policymakers’ evaluations, policy delineation and implementation by unauthorized parties.	Emergence of dogmatic and monolithic concepts, usually on the basis of insufficient information; communication and policymaking hindrances.	n/a
Pol-5	Politicization of professional product	Use of professional estimates to advance parochial political interests.	Distortion of professional estimates; distrust between professional and political echelons.	n/a
Pol-6	Commitment to political agenda	Policymakers’ adherence to political agenda.	Hampers receptivity to professional estimates inconsistent with the agenda.	X	Possible. Lahore euphoria might have influenced some policy makers. May not be key ones. KRC is emphatic that it did not influence the GOI or the agencies.
Pol-7	Political intervention in the intelligence process	Delibrate political interference with professional intelligence processes aimed at matching the final product with policymakers’ interests.	Subjective intakeof interests into the seemingly objective intelligence estimate.	n/a

Daoud Gilani / David Headley Case

This table gives a time line with respect to special events in Pakistan, David Coleman Headley and special events in US.

If you are not familiar with David Coleman Headley, please read this information:

http://en.wikipedia.org/wiki/David_Headley

Date	Special Events in Pakistan	Headley	Special Events in US	Comments
1958	Gen. Ayub Khan takes over			Praetorization of Pak politics
30 June 1960		Headley born in US to Serrill Headley and Pak Diplomat		High elite in Pak society
1965-69	Indo Pak war-’65. Stalemate. Gen Yahaya Khan takes over 69			Military takeover from another military leader
1971	Indo-Pak war results in surrender of Pak Army. Formation of Bangla Desh
1972	ZA Bhutto			Return of civilians
1974	Nazariya –e- Pakistan announced	Joins Hasan Abdal Cadet College. Befriends Rana		Military prep school
1977	Gen. Zia takes over	Serrill brings Headley back to Philadelphia, US. Runs Khyber Pass bar and restaurant.		Mother’s life style in extreme contrast to Islamic life in Pakistan.
1978	Soviet Takeover of Afghanistan		US supports the mujhadeen against the FSU Pakistan becomes the frontline state
1988		Headley arrested in FKT, with 2kg heroin. Agrees to become approver for DEA.	End of Cold War	Major drug courier.
1989		Convicted and sentenced to 4 yrs and released in 1992		Light sentence due to approver for DEA
1989-1995		Repeated parole violations		Disturbed individual.
1995		Arrested again and sentenced to six months for drug habits
1997		Arrested in NYC, for smuggling drugs from Pakistan		Repeat offender
1998	Pakistan explodes nukes after India	Sentenced for 15 months and 5 yrs probation for helping DEA.
1999	Kargil War and gamble	Headley granted parole to visit Pakistan and eventually released		Headley becomes devout. Grows beard and attends mosques etc. most likely beginning of his change.
2000		Headley visits Pakistan as undercover agent/informant of DEA		See above.
2001	Taleban Afghanistan attacked by US – 9/11	Headley probation terminated. Should have been till 2004	9/11 attack on USA	Start of Headley’s work for US
Feb. 2002		Headley joins L-e-T
Aug. 2002		Headley attends L-e-T camp
April 2003 Dec 2003		Headley attends L-e-T camp		Shows rigor in his training
Feb 2006		Headley changes name and moves to Chicago with Pak wife and four children		Change of mission from his regular drug smuggling and DEA work.
June 2006		Applies and gets visa from Indian consul		Headley opens a branch for Rana’s business in India.
Sep. 2006		Headley visits Mumbai(1st Mission)		Headley meets Bhatt around this time. Bhatt earns Headley’s respect for his role in movie, The Suicide Bomber.
Feb. 2007		Headley visits Mumbai(2nd Mission)
Sep 2007		Headley visits Mumbai(3rd Mission)
April 2008		Headley visits Mumbai(4th Mission)		Headley takes boat trip around Mumbai’s coastal areas.
July 2008		Headley visits Mumbai(5th Mission)		Shows increasing recce
26 Nov 2008				Mumbai attacked