The Greek Secret

 "Hence, we will not say that Greeks fight like heroes, but that heroes fight like Greeks."

Winston Churchill

Today, 28 October, is a Greek National day of remembrance known as OXI Day. Oxi (pronounced Ohi) means NO. The video of multiple Greek American leaders explains what this historic event was, going back to WWII, as part of the Greek secret known as Philotimo (a friendship and love of honour seen in action, especially heroic action). 

I had warned the institutional offenders in governance that they did not want to be on the wrong side of this issue regarding psychologically safe work environments. I warned them to honour their contracts with staff, the policies, regulations, mission, values, ethos and social justice principles of the institution. Governance continued to be arrogant and continued to refuse to listen. Governance continued to offend. They chose to be on the wrong side of this global workplace safety issue. 

All my work to bring the truth to light is with the inquiry into "complaints handling" by the State Insurance Regulatory Authority of NSW. I had warned the former CEO, Adam Dent, that he did not want to be on the wrong side of this issue either. I warned the member for Kogarah, Chris Minns. 

Reread the premise of my blog: https://mystory-myvoice.blogspot.com/p/the-premise-of-this-blog.html

Perhaps it's in my Greek DNA to be on the right side of this issue. Perhaps even more specifically, in my Peloponnesian DNA to stand up and fight for human rights, for truth and justice, for accountability and integrity, despite the sacrifices and costs and risks I had to take. But it was not a fair fight in a country like Australia, where workplace safety, conditions and entitlements are generally protected by legislation and regulations. The expectation to honour our agreement, governing bodies and the public citizens in the workforce, has not been honoured on the side of governing bodies. It is against Philotimo and a disgrace from those politicians and other leaders, who arrogantly chose to be on the wrong side of "history". Primary records are evidence of truth and who displayed Philotimo and who did not.

What I have provided for the inquiry is truth of institutional abuse. It is history repeating itself again and again in different ways. It is time for workers and families to say OXI to dishonour, breach of contracts, institutional and systemic abuse, safety violations, human and employee rights violations, disrespect and indignity of the human person. It is time for the truth for the common good.

Regarding our government, I am yet to truly witness one current political leader display, in action, their love of honour, their Philotimo to the public they serve, in the public office each one holds. I and I'm sure many constituents, are expecting to witness who, in Parliament, truly displays Philotimo.

This is my last post for the year. I need a break. It's been years of fighting an unjust battle all alone. It was not a fair fight. It was very cowardly on the side of the offenders, of those who chose to be on the wrong side of history. 

Happy OXI Day.

Workplace bullying, psychological violence and trauma references - Part 3

Shallcross, L., Ramsay, S., & Barker, M. (2008). ‘Workplace mobbing: Expulsion, exclusion, and transformation’. In Wilson, M (Ed.) Managing in the Pacific Century: Proceedings of the 22nd Australian and New Zealand Academy of Management Annual Conference. Australian and New Zealand Academy of Management, Australia, pp. 1-22. [Online e-print]: https://eprints.qut.edu.au/43896/

Shallcross, L., Ramsay, S., & Barker, M. (2011) ‘The power of malicious gossip’. Australian Journal of Communication, 38(1), pp. 45-68. [Online e-print]: https://eprints.qut.edu.au/50755/

Shallcross, L., Ramsay, S., & Barker, M. (2013) ‘Severe workplace conflict : The experience of mobbing’. Negotiation and Conflict Management Research, 6(3), pp. 191-213. [Online e-print]: https://eprints.qut.edu.au/50754/

Tye-Williams, S. & Krone, K.J. (2017) ‘Identifying and re-imagining the paradox of workplace bullying advice.’Journal of Applied Communication Research. 45(2). 218-235, DOI: 10.1080/00909882.2017.1288291 [Online approved version] : https://www.researchgate.net/publication/315535995_Identifying_and_re-imagining_the_paradox_of_workplace_bullying_advice

Valentine, S.R., Meglich, P.A. & Giacalone, R.A. (2022). ‘Filling a theoretical “Black Box” between workplace bullying and poor attitudes : Psychological contract violation, work injustice, and negative environmental contagion’. Employee Responsibilities and Rights Journal. 35(2). 51–76. https://doi.org/10.1007/s10672-021-09399-7 [Online approved version] : https://www.researchgate.net/publication/358784424  

Vaxevani, V., Tagarakis, A.I., Tsokali, F., Daskalopoulos, M., Papamitsou T., & Tagarakis, I.G. (2021). ‘Mobbing in the workplace : A literature review.’ Journal of Social Science Research. 17. 172-177. [Online open access] : https://doi.org/10.24297/jssr.v17i.9152

Ostracism as adverse action - 2019

 Then Jesus said to the crowds and to his disciples, “The scribes and the Pharisees sit on Moses’ seat; therefore, do whatever they teach you and follow it; but do not do as they do, for they do not practice what they teach. They tie up heavy burdens, hard to bear, and lay them on the shoulders of others; but they themselves are unwilling to lift a finger to move them. They do all their deeds to be seen by others; for they make their phylacteries broad and their fringes long. They love to have the place of honour at banquets and the best seats in the synagogues, and to be greeted with respect in the marketplaces, and to have people call them rabbi.” 

(Matthew 23:1-7). 

On 20 October, 2019, in between preparing to send the particulars of repeated bullying, discrimination and harassment, I requested to attend the staff spiritual retreat, organised by the Directorate of Mission and Identity. It was taking place at The Hermitage in Mittagong in November. The OT advised I obtain a supporting letter from my GP, which I found odd. 

But I did it just to appease these people in HR, employed not to follow policies, procedures, nor the laws of God and country. So, I informed my GP about needing a written document regarding attending the staff spiritual retreat. It was important for my well-being. 

The spiritual retreat was separate from the work issue I was experiencing. I had asked my GP if there was a website for learning more about the workers compensation process. We had a teleconference with the OT regarding the stressor affecting my health, wellbeing and safety at work. Remove the stressor, and I was fine. 

Given the malicious letter of dangerous false statements, sent by HR on letterhead, they were merely options that were being discussed in that teleconference between myself, GP and the OT. It wasn’t a confirmation of what I was going to do, because I was confused and severely burnt out from years of serious unmanaged psychosocial hazards! I JUST NEEDED SOME AGREED BOUNDARIES! 

I emailed the letter to the OT, campus minister and the HR “associate director”. I wrote that I was in great need to still feel like a valued employee of the university, as a human being first and foremost. I also wrote that I would like to take up the option of spiritual direction while on the retreat. 

That HR monster (because there’s no humanity in this conduct), denied me this right, continuing the ostracism and social isolation, claiming I was “unfit” to attend. This was also undermining the authority of my very own GP of 35 years. 

Via the OT, I asked the associate director to elaborate on what she meant by “unfit”. She failed to clarify with a valid response.

Campus ministry were instructed not to provide the support I needed. I was isolated like a criminal. There was no one guiding me, supporting me, communicating with me. I was now bullied and victimised by HR too, AGAINST POLICIES, PROCEDURES AND LAWS! AND AGAINST THE MISSION WHICH IS THE IDENTITY OF THIS INSTITUTION! 

The reader can refer to the mission and values of respecting the person’s wellbeing holistically, including spiritual. I can’t go there myself at the moment, until SafeWork NSW and SIRA NSW start doing their jobs, and start practicing what they preach ad nauseum too. This was deliberate OSTRACISM AND ISOLATION! 

Also, the “particulars” I sent had no names mentioned other than the stressor. Where others were mentioned, I used their job title. This is important to note, given yet another serious privacy violation that happened several months later when I had no choice but to make a worker’s compensation claim, as advised by employment lawyer #3. The shocking part is that the claim wasn’t because of the initial bullying and injuries caused by the manager in my unit. The claim was because of the national manager of employment relations and SAFETY intentionally committing WHS offences and worse. Poached from another university for her immoral and diabolical behaviour (refer to the recommended reading in the previous post to understand the dark cloud that had settled over a once ethical and moral institution). 

HR exploited my family’s privacy, to cause harm to me. There was no regard for my wellbeing, and also no regard for my family’s safety and wellbeing either.

That defamatory and dangerous letter, sent via my GP, on 22 October 2019, proved the contravention of s.340, among other clauses, in the Fair Work Act 2009 (Cth). The HR associate director did not listen, mentioning in the letter that she was aware I was preparing to lodge a worker’s compensation claim. INCORRECT. At that time, I made every reasonable attempt to resolve a serious workplace issue of bullying, harassment and discrimination as per policies. HR and the WHS unit never contacted my GP (even when I finally did make a worker’s compensation claim). The only person who could have misinformed them was the OT.*

That HR associate director also contradicted herself by stating that it was my decision whether to pursue a staff complaint. Isn’t that what I did when I reported my complaint to the other associate director in my directorate, on 2 July 2019? And when I submitted what I could via that primitive useless online complaints form shoved in my direction without any communication and support to assist me with the “process”? Sorry, how much are associate directors paid? Because these individuals have proven to be very “unfit” in doing the inherent requirements stakeholders expect of them, in their jobs. 

*NOTE: I hadn’t yet read the entire letter, for emotional safety. So at this stage, I missed reading that they were apparently “aware” that I was going to make a workers compensation claim. It backfired. So many offences and desperate attempts to harm me, even unto death, backfired. They did harm me, but in the words of Nietzsche, “Out of life's school of war—what doesn't kill me, makes me stronger.”

This post is based on documents 18-20. It displays coercion, ostracism as adverse action for requesting generally protected workplace rights, discrimination and malicious and vexatious conduct that condones engaging in WHS breaches and creating psychosocial hazards, not managing the risks as the PCBU is reasonably expected to do so, BY LAW. 

Relevant legislation:

Anti-Discrimination Act 1977 (NSW)

https://legislation.nsw.gov.au/view/html/inforce/current/act-1977-048#sec.50

https://legislation.nsw.gov.au/view/html/inforce/current/act-1977-048#sec.52

https://legislation.nsw.gov.au/view/html/inforce/current/act-1977-048#sec.53

Fair Work Act 2009 (Cth)

http://www6.austlii.edu.au/cgi-bin/viewdoc/au/legis/cth/consol_act/fwa2009114/s340.html

Privacy Act 1988 (Cth)

http://www8.austlii.edu.au/cgi-bin/viewdoc/au/legis/cth/consol_act/pa1988108/s99a.html

Work Health and Safety Act 2011 (NSW)

Ostracism as adverse action is bullying

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#sec.19

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#sec.27

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#sec.28

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#sec.29

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#sec.31

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#sec.70

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#pt.6

Work Health and Safety Regulation 2017 (NSW)

https://legislation.nsw.gov.au/view/html/inforce/current/sl-2017-0404#ch.3-pt.3.2-div.11

Malicious intentions from senior executives - 2019

 “A really malicious letter should be read once only and destroyed, or best of all not read at all. These things lodge in the mind.”

Iris Murdoch

Anytime I post a part of my story that involves a malicious and vexatious letter, on company letterhead, sent by an organisation that violates privacy and WHS laws, I will repeat the above quote. Such letters of attempted intimidation, coercion and threats must not be read, for emotional safety and wellbeing.

The HR associate director organised a useless meeting in October where, once again, policies were not followed. NO MINUTES WERE TAKEN. NO RECORD EXISTS OF SUCH “MEETINGS”. Policies clearly stated that minutes must be taken. The meeting was probably only organised, to say they did it, because I was a broken record in that one hour phone meeting, repeating, “I just need a face to face meting, human connection, to resolve this issue.” 

In this bullshit meeting where no record exists, the HR associate director attempted to put words in my mouth. Let the backfiring begin, because I know what she was trying to do. She said, “You don’t feel safe at the Strathfield campus,” to which I replied, “I never said that. I’m part of the fabric of the Strathfield campus. I don’t feel emotionally safe under that manager. That’s one person. Not an entire campus.” 

And let’s be honest. If anyone does not feel “safe” on the public grounds of a public university campus, then the VC and senior executive leaders have a serious duty of care and legal obligation to ensure safety of staff, students and community members on public property. That is their responsibility.

I refused, in that creepy meeting, to attend some bullshit IME that had nothing to do with the bullying, discrimination and harassment, WHS and complaints management policies. I had already provided reports to that incompetent library associate director (to my regret), based on malicious gossip and lies from that narcissistic manager (btw. count the creepy unsafe meetings I was subjected to, all alone, without my own right to support of my choice). Enough violation of my privacy and human rights! Piss off!

Of course, my “support person” was now this OT, paid for by the university, when I had chosen an advocate from my colleagues. I had plenty of people I could have chosen. But the isolation and ostracism had already started with a cunning snake of an associate director in HR. On one side of the table was this creepy individual and the library associate director, now a puppet on strings. On the other side was me and a person I didn’t know, forced onto me to be my “advocate.” I had informed the OT I would NOT be subjected to more privacy violations when there was NOTHING to disclose. The discrimination and harassment ENDS NOW!

Really, what was the role of the OT in all this? Where’s the use of an OT in the bullying, harassment and discrimination policies and procedures? What exactly was the OT paid by HR to do, how much was she paid and for what purpose? What was her hidden agenda and why did she agree to take on such an unethical request? She was evasive and elusive regarding her role and transparency. 

I also had a meeting with this OT at Rockdale library. I can’t remember if it was before or after that creepy HR meeting in October 2019. The only thing I remember from that meeting at Rockdale was her disrespectful comment about those who died by suicide being “selfish”, knowing I lost my dad in this way. 

Such a comment was not a surprise when it came from the ignorant Greek Orthodox Church community. But I expected better from allied health professionals like this “occupational therapist”. Given how unfit all these “professionals” were proving to be in their jobs, perhaps they should be coerced, under threat, to go to an IME “practitioner” like the very disturbed and dangerous individual at St. Vincent’s private, Darlinghurst. What was the motive behind the OT? Whatever it was, it was not in good faith. Removing the campus minister, who knew me well, as my right to an advocate of my choice, and HR paying for their own? I suspect even the OT they paid for, found herself in a moral and ethical crisis with what they were doing, as readers will find out. 

I told the relationships manager, on the phone, I refuse to agree to such suspicious actions. I heard her quietly say to cooperate, but it was obvious she was being coerced too. IT’S NOT COOPERATION. IT’S AN EXAMPLE OF ILLEGAL COERCION! Cooperation would be when there are competent and ethical leaders in this organisation complying with laws and regulations as part of authentic governance. Not appointing unethical leaders who have engaged in so much coercive control, the organisation is riddled with silent voices that scream institutional abuse!

Therefore on the 15 October 2019, a traumatic letter of malicious and vexatious lies and gaslighting tactics was sent from the creepy HR associate director. It constitutes discrimination, lack of credibility and truthfulness and false and misleading statements. It was much later (5 months later), that I had a serious privacy violation sprung onto me, that implicated my family and their privacy in this irrelevant WHS matter. It was from private and personal text message communication to my support, advocate and colleague, the campus minister, going back to August 2019, when I feared I would become a target of evil adverse action and yet another victim of this institutional abuse. Campus ministry comes under the directorate of Identity and Mission. One text message was singled and taken out of context to use against me in the lowest form of immoral, unethical and dangerous adverse action. 

Organisations like SANE need to be informed. Organisations that engage in such immoral behaviour should be named and shamed to deter anyone contemplating such traumatic and abusive adverse action. 

It was their legal obligation to resolve my grievance respectfully as per policies, and move forward with a fair resolution for everyone. It would ensure respect, dignity, safety, health and wellbeing for continuity of service excellence for the benefit of the university. 

I emailed that nasty HR associate director asking her to enlighten me as to which staff I allegedly threatened self-harm to, while also stating that I refused to be victimised anymore (again it was a private text from August 2019, deliberately taken out of context, that should never have been in their possession to use in evil adverse action - something long forgotten by 9 March 2020, when it was sprung onto me - they had NO RIGHT to implicate my family by violating their privacy, as their motive to harm me in reckless and wilful misconduct). 

The deceit, lack of transparency and true motive for a clause in the enterprise agreement to be used without any valid reason was now evident (or rather, their “reason” backfired, but instead of doing the right thing legally and ethically, more and more laws were breached, including committing offences, in desperate attempts to make me disappear, but also now targeting my family that they pissed off for violating their privacy - it just got worse - ultimately for them). 

Their excuse for this illegal coercion changed multiple times along the way. The only constant was HR repeatedly refusing to meet and communicate with me and answer my questions directly. Allegations were made that were not only false, but dangerous, exploiting and disrespecting tragedies and adversities in my life, that included the loss of my father to suicide. It was their attempt to trigger distress and trauma. What kind of corporate psychopathy was I dealing with?

Let’s not forget. The fish rots from the head down. 

19 October 2019 is the date of my email to the HR associate director, notifying her that I was preparing the particulars of the complaint in writing, as I had reported on 5 August 2019 in a meeting, to the other associate director from the library, who fobbed me off rather than do her job to resolve locally. 

There is good reason why I emphasise that my email to the HR associate director about my upcoming email with written “particulars” attached, was dated 19 October 2019. My attention to detail has been brilliant, even in this distressed state I was put in caused by WHS breaches, as has my compilation of the volume of evidence to back it up. Not bad for someone apparently ALWAYS unfit to do her job as a qualified and high achieving information manager (that bullshit is coming up in later posts too, from an ACNC registered non-profit self-insurer called Catholic Church Insurance). 

I was notifying all parties involved of the “particulars” (including my GP). I sent this email to all relevant parties (including that OT) on 23 October 2019. All relevant parties were copied in. This is evidence that the HR associate director was well aware that I was sending the particulars, that a primitive online form hadn’t been designed to allow for uploading, at the time. The HR associate director then fast tracked the letter threatening disciplinary action including termination, if I did not attend an IME, dated 22 October 2019. The day before. By post, to my GP, as advised by the OT, for “support.”. Was she having a moral crisis with the reality of what these unconscionable people were capable of? The only thing they’re not capable of doing is their senior executive jobs, with ethical standards. 

Senior executives displayed (not) such respect and value for hardworking staff, who are truly aligned to the mission and values of this organisation. In my case, since August 2001. It is exploitation in addition to institutional abuse. But the WHS and RTW injury management regulators allowed it. The responsibility fell on me, one person, to prove the truth. Suicide prevention is dear to my heart. Our human and employee rights and entitlements is my passion too. You can’t depend on unions like the National Tertiary Education Union to serve its members ethically and with integrity either (at least not for the professional members).

Instead of respect, dignity and a safe work environment, a bunch of senior executive corporate psychopaths embroiled me in strategic war games. At this time, I still had no idea that it would become something bigger than Ben Hur. I wasn’t dragged into unfair strategic war games with one organisation. It became a network of unethical “strategic alliances” - a “gang” of corporate psychopaths. For me, it felt like a spiritual battle of good against evil. It is good that triumphs in the end.

To quote from a previous blog post of mine - This is not how I was raised to treat people. I was also not raised to be treated like this by others, no matter who they are. We are all born vulnerable with the same needs. Everyone has the same right to dignity of the human person. (See When we are born). 

This post is based on documents 13-16. It displays coercion, adverse action for requesting generally protected workplace rights, privacy violations and malicious and vexatious conduct. 

Recommended reading

Simmons, L. (2020, 30 April). ‘How narcissistic leaders destroy from within.’ Stanford Graduate School of Business. [Blog]: https://stanford.io/3f4169L

Relevant legislation:

Anti-Discrimination Act 1977 (NSW)

https://legislation.nsw.gov.au/view/html/inforce/current/act-1977-048#sec.50

https://legislation.nsw.gov.au/view/html/inforce/current/act-1977-048#sec.53

Fair Work Act 2009 (Cth)

http://www6.austlii.edu.au/cgi-bin/viewdoc/au/legis/cth/consol_act/fwa2009114/s340.html

http://www6.austlii.edu.au/cgi-bin/viewdoc/au/legis/cth/consol_act/fwa2009114/s343.html

Privacy Act 1988 (Cth)

http://www8.austlii.edu.au/cgi-bin/viewdoc/au/legis/cth/consol_act/pa1988108/s13.html

Work Health and Safety Act 2011 (NSW)

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#sec.19

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#sec.27

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#sec.31

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#pt.6

Work Health and Safety Regulation 2017 (NSW)

https://legislation.nsw.gov.au/view/html/inforce/current/sl-2017-0404#ch.3-pt.3.2-div.11

Workplace bullying, psychological violence and trauma references - Part 2

Fournier, E. (2023, 4 June). ‘Understanding workplace trauma and work-related PTSD.’ Workplace Options. [Blog]: https://www.workplaceoptions.com/blog/understanding-workplace-trauma-and-work-related-ptsd/

Hecker, T.E. (2007). ‘Workplace mobbing: A discussion for librarians’. Journal of Academic Librarianship. 33(4) 439-445. https://doi.org/10.1016/j.acalib.2007.03.003

Lewis, D., Sheehan, M.J. & Davies, C. (2008). ‘Uncovering workplace bullying.’ Journal of Workplace Rights. 13(3). 281-301. [Online version]: https://www.researchgate.net/publication/258206367_Uncovering_Workplace_Bullying

Leymann, H. (1990). ‘Mobbing and psychological terror at workplaces.’ Violence and Victims. 5(2): 119-126. doi: 10.1891/0886-6708.5.2.119. [Online]: https://typeset.io/papers/mobbing-and-psychological-terror-at-workplaces-54qso8157a

Lutgen-Sandvik, P. and Tracy, S.J. (2012) ‘Answering five key questions about workplace bullying : How communication scholarship provides thought leadership for transforming abuse at work’. Management Communication Quarterly. 12 (3) pp.3-47. DOI: 10.1177/0893318911414400. [Online version]: https://www.researchgate.net/publication/258170829_Answering_Five_Key_Questions_About_Workplace_Bullying_How_Communication_Scholarship_Provides_Thought_Leadership_for_Transforming_Abuse_at_Work

Mayhew, C., McCarthy, P., Chappell, D. et. al. (2004). ‘Measuring the extent of impact from occupational violence and bullying on traumatised workers.’ Employee Responsibilities and Rights Journal 16(3). 117-134. DOI:10.1023/B:ERRJ.0000038648.08568.46 [Online version]: https://www.researchgate.net/publication/29456758_Measuring_the_Extent_of_Impact_from_Occupational_Violence_and_Bullying_on_Traumatised_Workers

‘Upward bullying’. (2021, 1 May). Public Sector HR Association. [Blog]: https://pshra.org/the-boss-as-a-target-recognizing-and-stopping-upward-bullying/

Sansone, R.A. and Sansone, L.A. (2015). ‘Workplace bullying: A tale of adverse consequences.’ Innovations in Clinical Neuroscience. 12(1-2). 32-37. [Online]: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4382139/

Selinger-Morris, S. (2022, 4 September). ‘What does workplace bullying look like in 2022?’ The Sydney Morning Herald. 

Zero complaints management “process” - Policies there for show only

The records from 8 August 2019 is evidence of the start of reckless organisational behaviour and poor process for managing complaints. The policies were there for show. They were never applied, never used, and it was the organisation’s legal obligation to do so. 

The subject to my email was “Obtaining information on the HR process”. The associate director had gone on personal leave. Her dad was unwell and she took a week carer’s leave to look after him. But when I needed to use carer’s leave because I too, as the next of kin, had to temporarily care for a family member, this associate director and that manager discriminated me in my right to do so. I was differentiated as though I signed a different employment contract. She took the entitlement of carers leave, but discriminated my right to do so.

The previous post quoted an email from this associate director who verified I had plenty of leave. I hardly took leave. In fact my long service leave (LSL) was so excessive, the university directed me to take a month of LSL in 2019, because it was a cost to the organisation. It was always for their benefit, but the policies and laws were not enforced when it was for the benefit of staff, regarding our entitlements. We are the people that work hard, ethically, aligned to the organisational mission and values. What about senior management? And what a double standard from this associate director. That email is in document 10. My email asking for information and I quote, “Is it possible to get information on the HR process? I’ve felt very isolated and alone and I don’t know what I’m waiting for…It would really help me to be more informed what HR’s involvement will be.” 

My question for information was forwarded to the director of libraries. She sent me a link to some type of complaints form. THE LINK WAS BROKEN. I WAS SENT A USELESS BROKEN LINK. 

I went to the website and found the HR page regarding workplace bullying complaints myself. I was going round in frustrating circles, a sign of worse to come. 

THE LINK TO THE STAFF COMPLAINTS FORM WAS BROKEN ON THE UNIVERSITY WEBSITE. IT COMMUNICATED “WE DON’T CARE ABOUT STAFF OR OUR WHS LEGAL DUTY OF CARE.” 

After wasting my time, in the frightened state I was already in, I emailed the “relationships” manager informing her the link was broken and could she please provide me with an active to link. She sent me the same link, in which I told her it was broken! 

Reader, what do you think this communicates, other than they don’t care about staff? Has no one made a complaint before? The answer must likely be no. We all know why now. (see https://mystory-myvoice.blogspot.com/2024/07/part-2-organisational-culture-cons.html). I was fobbed off to this shit of a “process” because of incompetent senior executives in the library directorate, who couldn’t be bothered doing this important part of their job, to look after their quality staff. All it required were a few agreed boundaries, and the issue would be resolved. LOCALLY. 

The relationships manager then provided a link to a primitive form that didn’t allow for particulars to be included. I think this form was updated in January 2021 to allow attachments, now under new leadership, but the toxic, non-compliant and abusive nature of executive leaders had not changed. They abuse community members, including their own alumni, too (coming up in later posts). Is this their definition of “community engagement” in action? 

My responses to the three questions in the primitive online form: 

1. What is the issue? 

From the moment I took the role of Senior Library Coordinator in January 2017, the expectations were unclear and there was no support structure to assist me. My manager has distressed me repeatedly on issues regarding wellbeing of staff that I deemed unethical, constant criticism that’s not constructive and very unfair, no matter how much I do, it’s not enough, vague feedback and expectations, violation of my personal boundaries, demeaned me in front of staff and undermined my authority as a supervisor. I’ve been labeled, judged, accused of things that were merely fabricated gossip, and I’ve burnt out. I was bullied by being called self-absorbed repeatedly in one meeting in her office until I’d finally had enough and told her I don’t want this role anymore, it’s not worth the money. My dignity and credibility have been damaged. I’m constantly exhausted, she’s killed my motivation, there’s reduced professional efficacy and I’ve become cynical. I loved my work and was passionate and good at what I did - serving others and supporting the academic and research achievements of staff and students, and supporting the goals and growth of the team I managed. I’ve been emotionally bullied and never had breathing space to do my job with dignity. 

2. How have you attempted to resolve this so far? 

I’ve tried to raise concerns with the manager. All I’ve heard is we’ve talked about this. No, she talked, but never listened. I co-operated with her and the associate director in going to North Sydney for two months as a senior librarian, I agreed to medical reports I regret now. The associate director had good intentions* but a lot was unfortunately based on information the manager provided. Totally misleading and inaccurate. 

[*NOTE: initially, but as I’ve said, she was incompetent and unfit in doing her job, and ultimately became a puppet to what was to come. I also regret giving people the benefit of the doubt - repeatedly. There’s no excuse]. 

I finally had enough and became so distressed because I felt my only answer was to resign. All my achievements, my hard work for the university for 18 years, feels like it was for nothing in the end. I’m broken and burnt out. 

3. What outcome would you like to see?

I expect clear and realistic expectations and workload, support, respect, to be trusted to do my job by giving me breathing space and flexibility. Mostly, to listen to what I have to communicate too. Anytime I feel demeaned, disrespected, and certain staff policies regarding wellbeing, work-life balance and health and safety are breached, I will start documenting. 

———————-

I sent an enquiry to the relationships manager as to how long it would be before I received a response. I was taking leave in an ad hoc way, waiting to resolve this issue. It is in the relationship manager’s response that I’m told it’s a “formal complaint” and the response would come from the HR Director. I didn’t even know I was submitting a “formal” complaint and STILL NO EXPLANATION OR INFORMATION ABOUT THE PROCESS. WHAT EXACTLY IS IT THAT A “RELATIONSHIPS MANAGER” DOES?

The HR Director’s response on 23 August 2019, was negligent and dismissive. She referred me back to resolve the issue locally when it was the “local” library executive staff who had handed me over to HR in the first place! She also mentioned more “particulars” needed. THERE WAS NO FILE UPLOAD TO ATTACH THOSE “PARTICULARS”. Those “particulars” no one cared to review, very serious and repeated incidents of bullying, discrimination and harassment, have been published in a five-part blog post, de-identified. Does the reader think they should have been taken seriously in 2019 as per WHS legislation, which the policy of the organisation is based on? (See http://mystory-myvoice.blogspot.com/2024/07/bullying-discrimination-and-harassment.html).

There was no mention on the online complaint form about what particulars were required. I felt it was deliberately “designed” that way. 

After sending an email to the relationship manager (who proved to be another unfit and incompetent person in their job), demanding to know what all this means because I was confused and distressed, she organised a phone meeting with the HR associate director, a creepy and cunning individual that I never want contact with again. I suspected the looming adverse action after that one hour phone conversation with this HR associate director and the library relationships manager. But nothing prepared me for what was coming. 

I also emailed the campus minister that day, in sheer distress. She was my advocate, as per clauses in the bullying policy. But what the cunning associate director did, beggars belief. That’s coming in later posts. I had informed her in that useless one hour meeting, to speak with my advocate, the campus minister, who has been my support. 

For now, I quote what I emailed to my support person, the campus minister, that day of cruelty from unfit leaders in HR. I forwarded the emails and wrote, “if you call this caring about the dignity of the human person at [the university], then don’t blame me if I want to jump off a bridge right now**…Is anyone willing to help? Anyone willing to give me straightforward advice for a resolution? I feel more sick than ever right now.” 

**NOTE: I initially thought this flippant comment, in my moment of distress, was what was used against me in the most diabolical adverse action. Oh no. It was much much worse. 

This post is based on documents 8-12. It clearly displays mismanagement and poor communication regarding the use of leave entitlements and complaints process by the library senior executive staff and HR.

Reference:

AHRC. (2014). ‘Good practice guidelines for internal complaint processes’. Australian Human Rights Commission. Online [Pamphlet]: https://humanrights.gov.au/our-work/employers/good-practice-guidelines-internal-complaint-processes

SafeWork NSW. (2021). ‘Code of Practice for Managing psychosocial hazards at work (‘the Code’).’ Online:  https://www.safework.nsw.gov.au/resource-library/list-of-all-codes-of-practice/codes-of-practice/managing-psychosocial-hazards-at-work 

It is an approved Code of Practice under section 274 of the Work Health and Safety Act 2011 (WHS Act).

Relevant legislation:

Anti-Discrimination Act 1977 (NSW)

https://legislation.nsw.gov.au/view/html/inforce/current/act-1977-048#sec.49S

https://legislation.nsw.gov.au/view/html/inforce/current/act-1977-048#sec.49V

Work Health and Safety Act 2011 (NSW)

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#sec.19 

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#sec.28

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#sec.29

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#pt.6

Work Health and Safety Regulation 2017 (NSW)

https://legislation.nsw.gov.au/view/html/inforce/current/sl-2017-0404#ch.3-pt.3.2-div.11

Workplace bullying, psychological violence and trauma references - Part 1

Abdou, A. (2022, 1 November). Emotional Workplace Trauma is a Silent Epidemic – Here’s How To Spot It. Online [Blog]: https://hive.com/blog/emotional-workplace-trauma

Bulut, S. and Hihi, S. (2021). ‘Bullying in the workplace: The psychological causes and effects of bullying in the workplace.’ Clinical Research in Psychology. 4(1). Pp.1-5. [Online]: https://www.researchgate.net/publication/351739022_Bullying_in_the_Workplace_The_Psychological_Causes_and_Effects_of_Bullying_in_the_Workplace

Cannon, J. (2021, 15 June). ‘Stop asking trauma victims to play nice: There are ways to help people recover from trauma, but understanding is key’. Psychology Today. [Online]: https://www-psychologytoday-com.cdn.ampproject.org/c/s/www.psychologytoday.com/us/blog/stress-fracture/202106/stop-asking-trauma-victims-play-nice?amp

Davenport, N.Z., Schwartz, R.D. & Elliott, G.P. (1999). MobbIng: Emotional abuse in the American workplace. US: Civil Society Publishing.

Demirag, S. and Ciftci, S. (2017) ‘Psychological intimidation at workplace (Mobbing)’. Journal of Psychology & Psychotherapy 7(3). doi: 10.4172/2161-0487.1000305 [Online Open Access]: https://www.longdom.org/abstract/psychological-intimidation-at-workplace-mobbing-16153.html

Duffy, M. and Sperry, L. (2007). ‘Workplace mobbing: Individual and family health consequences’. The Family Journal: Counseling and therapy for couples and families. 15(4). 398-404. DOI: 10.1177/1066480707305069 [Online]: https://www.researchgate.net/publication/258193133_Workplace_Mobbing_Individual_and_Family_Health_Consequences

Hanson, L.L.  Pentti, J., Nordentoft, M., Xu, T., Rugulies, R., Madsen, I., et. al. (2023). ‘Association of workplace violence and bullying with later suicide risk: A multicohort study and meta-analysis of published data.’ The Lancet Public Health, 8(7). Pp. e494-e503 [Online Open Access]: https://www.sciencedirect.com/science/article/pii/S2468266723000968

Hoel, H., Sheehan, M.J., Cooper, C.L. & Einarsen, S.V.  (2010). ‘Organisational effects of workplace bullying’.  In S. Einarsen, H. Hoel, D. Zapf & C.L. Cooper (Eds). Bullying and Harassment in the Workplace : Developments in Theory, Research, and Practice. (2nd Ed). [Online] Author accepted version : https://www.researchgate.net/publication/285327925_Organisational_Effects_of_Workplace_Bullying

Joao, A.L.S and Portelada, A.F.S. (2019). ‘Mobbing and its impact on interpersonal relationships at the workplace.’ Journal of Interpersonal Violence. 34(13). 2797-2812. https://doi.org/10.1177/0886260516662850 [Online]: https://www.researchgate.net/publication/306089003_Mobbing_and_Its_Impact_on_Interpersonal_Relationships_at_the_Workplace

Gaslighting and unfit executives - 2019

“Gaslighting is an attempt to change the truth.”

Tracy Malone.

What I’m about to share, over too many months, is traumatic. In attempt to be kind to myself as I write what happened, bit by bit, I’m going to use the detailed chronology of events I’ve already written. It’s aligned to the volume of evidence and records I’ve compiled. No one took me seriously. No regulator, local electorate MP and any relevant ministerial office, the NTEU, HSRs, discrimination and harassment advisors, law enforcement agencies and legal professionals, took me seriously. No one bothered to view the volume of evidence either. What I’m going to share is shocking, but not surprising. It was one woman against incompetent leaders at best, a network of unethical power abusers at worst. And it’s all documented. Around 700 documents. 

After I was fobbed off to a HR “relationships manager” by that newly appointed associate director, I started compiling the records that tells the story. I knew what was coming because of the associate director’s incompetence to directly resolve this serious bullying, discrimination and harassment issue, as per policies and procedures. Everything will be understood as I tell my story. 

All of what I write regarding gross negligence in the workplace, is aligned to the compilation of documents that are numbered. For example, the previous post titled Organisational Culture: the Cons, Part 1 and the 5 parts of the detailed bullying, discrimination and harassment complaint, that was completely ignored and dismissed by the associate director (who features in this post) and then HR (who she fobbed me off to) and shockingly, the WHS unit (who became intentionally reckless to cause harm), came from documents 1, 2 and 17. 

This post covers documents 3-7, consisting of medical reports and email communication, still from within my work email account. It’s all there with my professional email signature, as the professional I have been for years, from date of employment in August 2001. I still tried to be, under these abusive conditions, as senior library coordinator, from January 2017. It was impossible and unsustainable. It was a serious lack of duty of care and breach of several policies, including WHS, Work-life Balance, and of course, bullying, discrimination and harassment and the injury management policy. 

It’s a huge WHS risk, and organisations must start being held accountable by SafeWork NSW, to comply and legitimately manage the risk, as their legal obligation requires. Not like what happened to me, and my family, which is a breach of S.31 of the WHS Act 2011 (NSW). But no one in public office, took me seriously. There are plenty of posts to come regarding our state and nation’s failed “public services” that our tax pays for. 

Where’s the Return on Investment in our workplace rights and safety, despite regulators, commissions, legislation, etc? 

In early 2019, after a couple of years of a narcissist’s bullying and gaslighting (and a hypertension diagnosis caused by all this shit), the manager goes even further in her gaslighting behaviour. Through the associate director, she requests a medical report from my GP. WTF! 

However, the manager wasn’t happy with the report from my GP because, to use her words, “It sounds a lot like you.” Is this where I say, deeeerrrrrr? It was about me! What exactly was this irrational, gaslighting, harassing, suffocating, violating narcissist looking for? (Yes, I’m angry, but it’s the systemic abuse and trauma I was forced to experience these last several years, caused initially by this person). So she went further in her intrusion and violation by requesting a report from the psychologist I started seeing for grief and trauma, seven years after my dad’s suicide. Remember my reaction to the Greek Orthodox Church insults and releasing suppressed grief and trauma from all this, and then HER TEXT, “I can see you’re in a dark place right now,” which I yelled aloud, “Oh fuck off!”? I really did want her to fuck off and mind her own business. That report was even more in my favour. I needed support, clarity and the resources to do my job. I also needed boundaries regarding the manager’s behaviour.

The reader might ask, why didn’t I say no to this? It’s easy now, especially by those who haven’t been through this covert bullying, to say to someone like me, “you should’ve said no”. Apart from cognitive overload, exhaustion, depletion, which made it really difficult to think and ask such a good question, I wonder what would have happened if I did say no? 

The answer lay in the newly appointed associate director. I may have said, “you’re my problem”, to the manager that Tuesday morning on 2 July, 2019, at 7:30am, but the bigger problem turned out to be the new associate director of client services. I have three words to describe this person: incompetent, incapable and unfit to be an associate director.

Later in April / May 2019, when I was on secondment at North Sydney, I  finally asked the associate director what exactly was she looking for, such a violation of my privacy? The way she responded made me stare at her, aghast, that this was the best the organisation could find, for an executive role. “I just wanted to know that you are fit to do the inherent duties of your role and now I know you can.” 

Readers of my blog, I’ve been doing the inherent duties of my job, since 2001! For the same narcissistic manager! What made this new recruit think I couldn’t? Perhaps the fact that she planted herself in my manager’s office every second Monday, all day, listening to malicious rumours and gossip, about all of the staff at this campus library and beyond? And she was so foolish to believe all this? I was getting more pissed off in such serious psychosocial hazards, by the day. On the one hand, the manager depended on my excellent service and work ethic for twenty years, yet constantly violated my personal boundaries and privacy, ultimately trying to find evidence of a disability that does not exist. It was she who required advice for help regarding irrational behaviour and thoughts. But I finally couldn’t tolerate the bullying, discrimination and harassment anymore. 

As for the associate director, it is she who proved unfit to do the inherent duties of her job. Those on the interview panel, having seriously selected this individual as the “best” candidate, were unfit at the inherent duties of their jobs. Or more likely, she was the perfect fit for becoming a puppet to HR, a “yes” executive leader to unethical conduct. Had she resolved the issue locally, based on the existing policies and procedures, given the salary scale she was on, I and my family would never have been subjected to psychological abuse beyond anything I expected. For me, this associate director is the greatest cause for the severe abuse I’m still going through. But so many quality staff, good staff, have paid a huge price because of such “unfit” people in executive and senior executive roles in this organisation. I know what I’m writing resonates with too many people. 

Those medical reports backfired, also regarding the offenders in HR, who became desperate to succeed in their diabolical and criminal adverse action. 

On 2 July 2019, at 2:45am in the morning, I emailed that associate director. I wrote, “In one phrase, I feel emotionally unsafe in my own workplace. I can no longer work under those conditions.”

Later that July morning, when I finally snapped back in tears at the manager with, “you’re my problem,” completely burnt out and psychologically abused for years, I wrote another email to the associate director. I quote: “I’m taking sick leave. I’m very distressed and I can’t tolerate this anymore…I've tried to reason as diplomatically as I could in the past. I'm supposed to take it from everyone and never speak up. How much emotional bullying do I have to tolerate? Is it fair that I have to continuously be silenced and take it? Have I not worked hard? Why do you think HOS of both Education & Theology ask where I’ve been and if I’m ok to other staff? Is the fact that they trust and respect me more than my very own colleagues, my fault?.. I’m very distressed and I feel psychologically manipulated and bullied. My face is red and swollen from tears. Please take this seriously…I won’t be treated like that again.” 

This was on the 2 July 2019. I had no idea of what kind of systemic abuse was yet to come. 

On 3 July 2019 I had a reply from a still respectful and civil associate director, “Please take care of yourself and take the time you need to sort through this. (I just did a quick check of your leave balances and you have plenty of leave that you can use.)…If I do not get a chance to talk to you this afternoon, take care of yourself and I want to let you know that you are in my thoughts and prayers. We will talk again when I am back from leave.”

My reply, “I need to share with you my feelings that have led to the trauma I now feel with work and why I said I feel "emotionally unsafe". The campus minister, luckily, has listened to me share my story these last few years. She’s been a support. My story helped her when D. took his life and … the importance of support for the family. But beyond this, she knows my strength, my pain, and what is truly important for every human person. To be heard…

At work I feel under “attack” all the time…I’ve had to put up with so much. Why is that ok?…The more I'm pushed with everything, the less I can function in my work…I burnt out by the time I got on a plane to Italy in June 2017. I was on the other side of the world and still having disturbing nightmares about work that I still couldn't sleep… I do appreciate and value you listening and understanding what I'm going through and what I need, which I think is reasonable. I want to feel safe at work, respected and valued. Only then can I do that for my team in my role.

Enjoy your holiday. Goodness knows, in this life, we all need time out to reflect on what's truly important. And shooshing someone (not quite true, but I'll go with that) so I can do my work, is so ridiculous in the grand scheme of things. Not to mention I've had to listen to all things I've done wrong, over and over (NOTE: deflection tactic of a narcissistic personality). You witnessed it yourself…This is two weeks into my new role that I kept being told: you knew what you signed up for. I signed up for what I read in the Position Description. Not this.”

When I met with the associate director at North Sydney in early August, to raise the issues, a verbal complaint I had hand written in point form at that time, her response was a poor and pre-planned solution. She didn’t listen and dismissed serious psychosocial hazards. It was more degrading and humiliating behaviour that was a further example of bullying and discrimination. I couldn’t believe how she dismissed and trivialised a serious list of repeated incidents of bullying, discrimination and harassment. 

That day at North Sydney, I had email correspondence from an Educational Doctorate student, informing me the examiners passed his thesis without any amendments and he wanted to thank me for my support. A good man, a valuable asset to the Education sector. There was also an email from an Education academic, that reminded me how much I was respected by my clients. At the same time, I was in tears, trying to be discreet in my feelings, at how I was being treated by the very managers and executives of the library directorate, as they reaped the benefits from my work, and getting paid at a higher salary scale -  even though they were unfit to do the inherent duties of their jobs as leaders in an organisation committed to the dignity of the human person in its mission, also included in the staff code of conduct. 

On 6 August 2019, the day after that shocking meeting with the associate director and her degrading pre-planned solution, I sent another email: “Given I’m someone who needs to be given time to process information, I thought about this whole set up carefully last night. For the sake of my dignity, I have decided I would rather take annual leave than be here feeling even more demeaned and unhappy. I’ll only be at work for the meetings with [relationships manager] from HR, or anything that will move us forward to a fair and sustainable resolution for me now too. I’ve cooperated with everything that was asked of me to this point, but now I need to do what feels right in my heart. Thanks for understanding.”

—————————

Relevant legislation:

Anti-Discrimination Act 1977 (NSW)

https://legislation.nsw.gov.au/view/html/inforce/current/act-1977-048#sec.49A

Work Health and Safety Act 2011 (NSW)

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#sec.19 

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#sec.28

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#sec.29

https://legislation.nsw.gov.au/view/html/inforce/current/act-2011-010#pt.6

Work Health and Safety Regulation 2017 (NSW)

https://legislation.nsw.gov.au/view/html/inforce/current/sl-2017-0404#ch.3-pt.3.2-div.11