Showing posts with label stonewall. Show all posts
Showing posts with label stonewall. Show all posts
Tuesday 2 April 2024
Monday 16 March 2020
How fighting an employer or becoming a whistleblower can lead to retaliation and undermining tactics
Alicia Clegg in The FT
Caroline Barlow felt little emotion when she settled with the BBC last May and withdrew her employment tribunal claims over unequal pay and constructive dismissal. Just a crushing tiredness that left her shaky and sick and so disoriented that for a while she stopped driving.
She now views her reaction as a kind of grieving, for her job and faith in an institution that she had revered. She entered the BBC’s pay review process suspecting that she was paid less than male heads of product doing jobs similar to her own, and received a 25 per cent rise, though with little explanation of how the figure was arrived at. So she used data protection law to view internal documents that indicated that even after the increase she would still be paid less. The assessors argued, without providing evidence, that she had skills she still needed to develop and the men had bigger roles.
“Publicly the BBC was saying it had introduced a transparent process. Yet, it was made very clear to me that I’d only get salary information on my peers at a final tribunal hearing by court order,” she says.
Like the journalist Carrie Gracie, who also challenged unequal pay at the BBC, Ms Barlow talks of her sense of entering a no-man’s-land of stonewalling and doublespeak, where evidence that she presented was watered down or selectively reported. She says that a strategic project described as “transforming” in a business case, for which she obtained executive committee sign-off, was trivialised as “a hygiene project” after she questioned her pay. She felt blocked by the slow progress of her grievance — she only received the outcome on her final day of employment − undermined in numerous small ways and made to feel unimportant. She became ill and was diagnosed with depression.
Lawrence Davies, director of Equal Justice Solicitors, who acted for Ms Barlow, says such experiences are common. Most employers try to quash internal complaints to avoid exposing themselves legally, should the employee sue. Yet while employers uphold only 1 per cent of grievances, he says, 65-70 per cent of complainants who persevere to an employment tribunal ultimately win, though the strain can be immense.
Kathy Ahern, a retired mental health nurse and academic, studied the psychological toll of challenging an employer after discovering that nurses who reported misconduct had strong beliefs about what it means to be a nurse. When they faced reprisals for putting patients before other loyalties they suffered overwhelming mental distress, not just because of what was done, but because the institutional reality gave the lie to everything that nursing codes of conduct teach. Another study, published in the journal Psychological Reports in 2019, found levels of anxiety and depression among whistleblowers are similar to those of cancer patients.
Ms Ahern likens retaliatory employers to domestic abusers who psychologically manipulate or “gaslight” a partner to destroy their self-confidence and credibility. Tell-tale patterns, which she documents in a review paper published in the Journal of Perinatal & Neonatal Nursing in 2018, run the gamut from maliciously finding fault, to sustained campaigns of petty slights and obstructions, to seeding rumours that the victim is unhinged.
Tom Mueller, author of Crisis of Conscience: Whistleblowing in an Age of Fraud, believes that while employers sometimes label whistleblowers as “crazy” simply to tarnish them, this may actually be how they see them. To “more negotiable” colleagues who know when to bend with the wind, they may come across as “unreasonable sticklers”, and end up friendless and questioning their own sanity.
Margaret Oliver, a former detective with Greater Manchester Police, says that senior officers dismissed her as “unreasonable” and “too emotionally involved” when she voiced concerns about the conduct of two investigations into child sexual exploitation, Operation Augusta (2004-2005) and Operation Span (2010-2012).
After returning from sick-leave, brought on by stress, she spotted an article in the staff newspaper in which GMP’s then chief constable urged officers to challenge police policies that their gut told them was wrong. She “took the scary step” of contacting him directly. But instead of meeting her, as she had suggested, she says he replied with a “bland email” promising that her concerns would be reviewed and passing her back down the command chain.
Having got nowhere, she resigned in 2012 and went public with her allegations, prompting the Mayor of Greater Manchester to commission an independent review. In January this year phase one, covering the period to 2005, concluded that Operation Augusta, had, as she always alleged, been closed down prematurely and children at risk of sexual exploitation had been failed. Ms Oliver recently launched the Maggie Oliver Foundation to support abuse survivors, and also whistleblowers who, like her, have nowhere to turn. “I asked myself: ‘Is there something obvious to others that I’m not seeing? Or is what I’m seeing wrong and making me ill?’ I felt isolated,” she says.
Isolation dogged whistleblower Aaron Westrick throughout a 14-year US legal battle concerning alleged corruption in the body armour industry that concluded, in 2018, with all the defendants ultimately making settlement payments.
As research director at Second Chance Body Armor (since liquidated), Mr Westrick urged his employer to recall a line of defective bulletproof vests containing Zylon, a material manufactured by Japanese company Toyobo. Instead he says that he was frozen out, told by an HR officer accompanied by his employer’s attorney that he was “crazy,” sacked and maligned. “If there’s one word that describes being a whistleblower, it’s loneliness,” he says. “Even your friends don’t really get it.”
Georgina Halford-Hall, chief executive of WhistleblowersUK, says the stress of fighting a bad employer is all-consuming. But, however difficult, it is important to continue doing the everyday things you enjoy. Drawing on personal experience, she recommends finding an independent mental health professional to offload on. “Don’t make every conversation with your partner and friends about your concerns, because that only isolates you further, making it likelier that you’ll end up behaving irrationally.”
From a practical standpoint, the best way for society to support victims of retaliation is to pay their legal fees, says Peter van der Velden, senior researcher at CentERdata, a Dutch research institute, and lead investigator of the study published in Psychological Reports. “What we know from research is that financial problems are a main stressor, few people have money for a lawyer after losing their job.” Something organisations should consider doing, that might strengthen their culture, is to look for opportunities to hire former whistleblowers rather than giving them a wide berth, says Marianna Fotaki, professor of business ethics at the University of Warwick Business School.
Ms Barlow says she still has “bad days”, though increasingly less so. Finding people who have had similar experiences, she says, is helping her rebuild her shattered sense of self. “It keeps your feet grounded in reality, not the manipulated version of reality that your employer wants you to believe.”
The Choreography of Retaliation
When organisations retaliate against employees, they tend to do so through a gradual piling on of pressure that pushes the individual to the point where they mistrust their own judgment, says Kathy Ahern. They become anxious, hypersensitive to threats and easy to cast as “overreacting, or simply disgruntled”. Some warning signs of what she terms a “gaslighting” pattern of retaliation include:
▪Reassuring employees that their complaints are being investigated, while repeatedly stalling.
▪Using euphemisms that diminish the person’s experience, such as “grey area” or “personality clash” for victimisation.
▪Finding fault with a highly-regarded employee who makes a complaint. ▪Praising someone for reporting misconduct, while doing nothing to prevent reprisals.
▪ Encouraging an employee who has suffered retaliation to take sick leave or undergo a psychological evaluation, under the guise of offering support.
Caroline Barlow felt little emotion when she settled with the BBC last May and withdrew her employment tribunal claims over unequal pay and constructive dismissal. Just a crushing tiredness that left her shaky and sick and so disoriented that for a while she stopped driving.
She now views her reaction as a kind of grieving, for her job and faith in an institution that she had revered. She entered the BBC’s pay review process suspecting that she was paid less than male heads of product doing jobs similar to her own, and received a 25 per cent rise, though with little explanation of how the figure was arrived at. So she used data protection law to view internal documents that indicated that even after the increase she would still be paid less. The assessors argued, without providing evidence, that she had skills she still needed to develop and the men had bigger roles.
“Publicly the BBC was saying it had introduced a transparent process. Yet, it was made very clear to me that I’d only get salary information on my peers at a final tribunal hearing by court order,” she says.
Like the journalist Carrie Gracie, who also challenged unequal pay at the BBC, Ms Barlow talks of her sense of entering a no-man’s-land of stonewalling and doublespeak, where evidence that she presented was watered down or selectively reported. She says that a strategic project described as “transforming” in a business case, for which she obtained executive committee sign-off, was trivialised as “a hygiene project” after she questioned her pay. She felt blocked by the slow progress of her grievance — she only received the outcome on her final day of employment − undermined in numerous small ways and made to feel unimportant. She became ill and was diagnosed with depression.
Lawrence Davies, director of Equal Justice Solicitors, who acted for Ms Barlow, says such experiences are common. Most employers try to quash internal complaints to avoid exposing themselves legally, should the employee sue. Yet while employers uphold only 1 per cent of grievances, he says, 65-70 per cent of complainants who persevere to an employment tribunal ultimately win, though the strain can be immense.
Kathy Ahern, a retired mental health nurse and academic, studied the psychological toll of challenging an employer after discovering that nurses who reported misconduct had strong beliefs about what it means to be a nurse. When they faced reprisals for putting patients before other loyalties they suffered overwhelming mental distress, not just because of what was done, but because the institutional reality gave the lie to everything that nursing codes of conduct teach. Another study, published in the journal Psychological Reports in 2019, found levels of anxiety and depression among whistleblowers are similar to those of cancer patients.
Ms Ahern likens retaliatory employers to domestic abusers who psychologically manipulate or “gaslight” a partner to destroy their self-confidence and credibility. Tell-tale patterns, which she documents in a review paper published in the Journal of Perinatal & Neonatal Nursing in 2018, run the gamut from maliciously finding fault, to sustained campaigns of petty slights and obstructions, to seeding rumours that the victim is unhinged.
Tom Mueller, author of Crisis of Conscience: Whistleblowing in an Age of Fraud, believes that while employers sometimes label whistleblowers as “crazy” simply to tarnish them, this may actually be how they see them. To “more negotiable” colleagues who know when to bend with the wind, they may come across as “unreasonable sticklers”, and end up friendless and questioning their own sanity.
Margaret Oliver, a former detective with Greater Manchester Police, says that senior officers dismissed her as “unreasonable” and “too emotionally involved” when she voiced concerns about the conduct of two investigations into child sexual exploitation, Operation Augusta (2004-2005) and Operation Span (2010-2012).
After returning from sick-leave, brought on by stress, she spotted an article in the staff newspaper in which GMP’s then chief constable urged officers to challenge police policies that their gut told them was wrong. She “took the scary step” of contacting him directly. But instead of meeting her, as she had suggested, she says he replied with a “bland email” promising that her concerns would be reviewed and passing her back down the command chain.
Having got nowhere, she resigned in 2012 and went public with her allegations, prompting the Mayor of Greater Manchester to commission an independent review. In January this year phase one, covering the period to 2005, concluded that Operation Augusta, had, as she always alleged, been closed down prematurely and children at risk of sexual exploitation had been failed. Ms Oliver recently launched the Maggie Oliver Foundation to support abuse survivors, and also whistleblowers who, like her, have nowhere to turn. “I asked myself: ‘Is there something obvious to others that I’m not seeing? Or is what I’m seeing wrong and making me ill?’ I felt isolated,” she says.
Isolation dogged whistleblower Aaron Westrick throughout a 14-year US legal battle concerning alleged corruption in the body armour industry that concluded, in 2018, with all the defendants ultimately making settlement payments.
As research director at Second Chance Body Armor (since liquidated), Mr Westrick urged his employer to recall a line of defective bulletproof vests containing Zylon, a material manufactured by Japanese company Toyobo. Instead he says that he was frozen out, told by an HR officer accompanied by his employer’s attorney that he was “crazy,” sacked and maligned. “If there’s one word that describes being a whistleblower, it’s loneliness,” he says. “Even your friends don’t really get it.”
Georgina Halford-Hall, chief executive of WhistleblowersUK, says the stress of fighting a bad employer is all-consuming. But, however difficult, it is important to continue doing the everyday things you enjoy. Drawing on personal experience, she recommends finding an independent mental health professional to offload on. “Don’t make every conversation with your partner and friends about your concerns, because that only isolates you further, making it likelier that you’ll end up behaving irrationally.”
From a practical standpoint, the best way for society to support victims of retaliation is to pay their legal fees, says Peter van der Velden, senior researcher at CentERdata, a Dutch research institute, and lead investigator of the study published in Psychological Reports. “What we know from research is that financial problems are a main stressor, few people have money for a lawyer after losing their job.” Something organisations should consider doing, that might strengthen their culture, is to look for opportunities to hire former whistleblowers rather than giving them a wide berth, says Marianna Fotaki, professor of business ethics at the University of Warwick Business School.
Ms Barlow says she still has “bad days”, though increasingly less so. Finding people who have had similar experiences, she says, is helping her rebuild her shattered sense of self. “It keeps your feet grounded in reality, not the manipulated version of reality that your employer wants you to believe.”
The Choreography of Retaliation
When organisations retaliate against employees, they tend to do so through a gradual piling on of pressure that pushes the individual to the point where they mistrust their own judgment, says Kathy Ahern. They become anxious, hypersensitive to threats and easy to cast as “overreacting, or simply disgruntled”. Some warning signs of what she terms a “gaslighting” pattern of retaliation include:
▪Reassuring employees that their complaints are being investigated, while repeatedly stalling.
▪Using euphemisms that diminish the person’s experience, such as “grey area” or “personality clash” for victimisation.
▪Finding fault with a highly-regarded employee who makes a complaint. ▪Praising someone for reporting misconduct, while doing nothing to prevent reprisals.
▪ Encouraging an employee who has suffered retaliation to take sick leave or undergo a psychological evaluation, under the guise of offering support.
Saturday 26 November 2016
7 ways to tell if you’re heading for divorce
Krystal Woodbridge in The Guardian
‘When one person is stonewalling, the person being stonewalled may try to trigger a row in order to get a reaction’ (photograph posed by models). Photograph: JackF/Getty Images/iStockphoto
Problems such as stresses brought on by circumstances (new job, moving, living somewhere too small, a new addition to the family, etc) are often fairly easy to address and work on. They are usually a blip unless they are ignored and turn into some of the bigger things below. None of the things listed mean your relationship is heading for divorce unless one, or both of you, are not prepared to work on it, either because one of you no longer wants the relationship to work, or can’t admit anything is wrong. While you are both still committed to making it work, there is always hope.
My wife keeps saying 'No sex tonight': the spreadsheet that lays it all bare
Not having enough sex. This does not mean you need to head to the divorce courts. It’s the mismatch that matters. If you want more, or less, sex than your partner, that can cause problems. Otherwise, it doesn’t matter what anyone else does or doesn’t do, it’s what works for you as a couple. Unless there’s an underlying psychosexual or medical reason, a lack of sex is usually a symptom of a deeper relationship problem rather than the issue itself.
Spending time together. Date nights are not necessary unless you want them to be. But not having them does not mean your relationship is doomed. However, if we replace “date nights” with “spending time together”, that is important. It can be going for a walk, watching a film or cooking together. What it does is say “I’m making you a priority”. Otherwise there is a risk of disconnection. If you don’t make time for each other, you can’t know what’s going on with your partner and without that there will eventually be a loss of intimacy. What make you a romantic, rather than a purely functional couple, is being emotionally intimate.
Appreciation and gratitude. These are really important and if they go (or were never there in the first place) this can start to lead to one of the four bigger warning signs below. It’s not about the grand gesture, but small, everyday signs of appreciation. Saying, “I really appreciate how hard you are working for the family,” or even just doing things like making someone a cup of tea. However, in couples therapy there are the Gottman Institute’s “four horsemen of the apocalypse” signs, which are good to know about and look for. These are warning signs that we would look for in therapy that may signal a relationship where the problems go a little deeper and is in trouble, unless the couple are prepared to recognise and work on these areas.
Criticism. If you or your partner criticise each other habitually, you are attacking their personality. Over time, this will breed resentment. If one person is constantly criticising the other partner this can become a huge problem.
Contempt. This is the hardest to work with but not impossible as long as it’s named, recognised and both of you are prepared to work on it. But if one consistently looks down on their partner, is dismissive, constantly rolling their eyes at what the other says, mocks them, is sarcastic (and not in jest) or sneers at their partner, then they are seeing them as “less than”. Contempt can closely follow behind loss of respect.
Defensiveness. If you can’t talk to one another because one or both of you are defensive, this can be a problem because you won’t be listening to one another’s point of view and, over time, you will switch off. Communication is key to working on any relationship problem – without that you can’t get anywhere. Defensiveness can lead to “blame tennis” where each person is just lashing out in defence: “You did this.” “Yes, but you did this.” You’re indignant and everything is a battle. You’re so busy defending yourself that nothing gets resolved. If you can stop, get some perspective and give each other space and time to talk and listen, you have a hope of sorting this out.
Stonewalling. This is when one person retreats, won’t talk, and will block the other person. It usually happens if the person stonewalling doesn’t want to hear what’s being said, either because they are afraid of it or can’t deal with it, or both. This can result in the person being stonewalled desperately trying to talk to the other; they may even try to trigger a row to get the stonewaller to react and talk. It results in an awful atmosphere and can eventually make the person being stonewalled too afraid to have any sort of discussion because they are afraid of the silent treatment. This then shuts down any hope of communication and reconciliation.
‘When one person is stonewalling, the person being stonewalled may try to trigger a row in order to get a reaction’ (photograph posed by models). Photograph: JackF/Getty Images/iStockphotoProblems such as stresses brought on by circumstances (new job, moving, living somewhere too small, a new addition to the family, etc) are often fairly easy to address and work on. They are usually a blip unless they are ignored and turn into some of the bigger things below. None of the things listed mean your relationship is heading for divorce unless one, or both of you, are not prepared to work on it, either because one of you no longer wants the relationship to work, or can’t admit anything is wrong. While you are both still committed to making it work, there is always hope.
My wife keeps saying 'No sex tonight': the spreadsheet that lays it all bare
Not having enough sex. This does not mean you need to head to the divorce courts. It’s the mismatch that matters. If you want more, or less, sex than your partner, that can cause problems. Otherwise, it doesn’t matter what anyone else does or doesn’t do, it’s what works for you as a couple. Unless there’s an underlying psychosexual or medical reason, a lack of sex is usually a symptom of a deeper relationship problem rather than the issue itself.
Spending time together. Date nights are not necessary unless you want them to be. But not having them does not mean your relationship is doomed. However, if we replace “date nights” with “spending time together”, that is important. It can be going for a walk, watching a film or cooking together. What it does is say “I’m making you a priority”. Otherwise there is a risk of disconnection. If you don’t make time for each other, you can’t know what’s going on with your partner and without that there will eventually be a loss of intimacy. What make you a romantic, rather than a purely functional couple, is being emotionally intimate.
Appreciation and gratitude. These are really important and if they go (or were never there in the first place) this can start to lead to one of the four bigger warning signs below. It’s not about the grand gesture, but small, everyday signs of appreciation. Saying, “I really appreciate how hard you are working for the family,” or even just doing things like making someone a cup of tea. However, in couples therapy there are the Gottman Institute’s “four horsemen of the apocalypse” signs, which are good to know about and look for. These are warning signs that we would look for in therapy that may signal a relationship where the problems go a little deeper and is in trouble, unless the couple are prepared to recognise and work on these areas.
Criticism. If you or your partner criticise each other habitually, you are attacking their personality. Over time, this will breed resentment. If one person is constantly criticising the other partner this can become a huge problem.
Contempt. This is the hardest to work with but not impossible as long as it’s named, recognised and both of you are prepared to work on it. But if one consistently looks down on their partner, is dismissive, constantly rolling their eyes at what the other says, mocks them, is sarcastic (and not in jest) or sneers at their partner, then they are seeing them as “less than”. Contempt can closely follow behind loss of respect.
Defensiveness. If you can’t talk to one another because one or both of you are defensive, this can be a problem because you won’t be listening to one another’s point of view and, over time, you will switch off. Communication is key to working on any relationship problem – without that you can’t get anywhere. Defensiveness can lead to “blame tennis” where each person is just lashing out in defence: “You did this.” “Yes, but you did this.” You’re indignant and everything is a battle. You’re so busy defending yourself that nothing gets resolved. If you can stop, get some perspective and give each other space and time to talk and listen, you have a hope of sorting this out.
Stonewalling. This is when one person retreats, won’t talk, and will block the other person. It usually happens if the person stonewalling doesn’t want to hear what’s being said, either because they are afraid of it or can’t deal with it, or both. This can result in the person being stonewalled desperately trying to talk to the other; they may even try to trigger a row to get the stonewaller to react and talk. It results in an awful atmosphere and can eventually make the person being stonewalled too afraid to have any sort of discussion because they are afraid of the silent treatment. This then shuts down any hope of communication and reconciliation.
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