Garda Commissioner Refuses to Go.

bubblypop wrote: »

Well the ones that will be responding to your call are ordinary decent guards so don't know why you dread it.

......... wrote: »

Noreen O'Sullivan - When she goes, who exactly are they going to get to replace her ? More of the exact same. The vey sad fact is our national Police force cannot be trusted at all, and the higher you go, the more rotten it gets. I hope I never have to ring the Guards for anything someday, I dread the day I have to deal with them. I feel very sorry for the ordinary decent Guards out there ( there are a few) who try their best every day regardless of the awful organisation they work for.

bubblypop wrote: »

I don't think any Gardai blackgarded mccabe, maybe you could point out exactly what they did?

20.5 It should be recorded here that the Byrne-McGinn report found that:
"No malice on the part of Sergeant McCabe is established in the
making of his various complaints."
20.6 The time I have spent with Sergeant McCabe in the course of extensive
interviews has led me to no different conclusion. That said, the better
view, in any event, is likely to be the testimony of the men and women who
worked with Sergeant McCabe in the years before he made the complaints
that have been examined in this report.
20.7 The Byrne-McGinn investigation received statements from all of the District
Officers who had responsibility for Bailieboro District between 2003 and
2010. Chief Superintendent Gabriel Mclntyre said:
"I found Sergeant McCabe to be very positive and energetic in his
position. He displayed a strong work ethic with a strong emphasis in
community policing and to providing a high standard of policing to
the community."
20.8 Detective Superintendent Eugene Corcoran said:
"I found Sergeant McCabe to be capable and enthusiastic in his
approach to his duties. At all times I found him to be efficient. . . . I
would assess his performance very positively. In my experience he
was hard working and efficient. He understood the need to keep the
District Officer advised of all matters requiring attention at
Superintendent Level. . . . I found him to be very interested in his
work and in ensuring that matters were attended to promptly."
I 20.9 Retired Superintendent Liam Hogan said:
"I considered Sergeant McCabe to be an excellent Sergeant and
member of An Garda Siochana. He offered 200% commitment and was
my one of my most reliable members in the District. I relied on him, I
trusted him implicitly and I listened to his advice. . . . He was full of
enthusiasm with a very positive attitude. I was aware that he worked Chapter 20 Conclusions and Recommendations
hard and long hours displaying absolute loyalty and commitment to
An Garda Siochana, to the management team in the District, to his
colleagues and to the people of Balieboro. He took a particular
interest in the work progress and welfare of junior members in the
District HQ."
20.10 Superintendent M Lernihan said:
"I found [Sergeant McCabe] to be efficient, flexible and committed.
He was diligent in the performance of his duties. He encouraged and
directed those under his supervision and had a good working
relationship with the other Sergeants."

What is Workplace Bullying?

The purpose of bullying is to hide inadequacy. It has nothing to do with managing: Management is managing; bullying is not managing. Anyone who chooses to bully implicitly admits their inadequacy.

Some people project their inadequacy onto others:

to avoid facing up to and doing something about it;
to avoid accepting responsibility for their behaviour and the effect it has; and
to dilute their fear of being seen as weak, inadequate and possibly incompetent; and
to divert attention away from the same: In badly run workplaces, bullying is the way that inadequate, incompetent and aggressive employees keep their jobs and obtain promotion.
Bullying destroys teams, causing disenchantment, demoralisation, demotivation, disaffection, and alienation. Bullies run dysfunctional and inefficient organisations; staff turnover and sickness absence are high whilst morale, productivity and profitability are low. Any perceived efficiency gains from bullying are a short term illusion: Long term prospects are always at serious risk.

Bullying behaviours are behind all forms of harassment, discrimination, prejudice, abuse, persecution, terrorism, conflict and violence. Understanding bullying gives a person the opportunity to understand that which underpins almost all forms of reprehensible behavior. Because of that, bullying remains the single most important social issue of today.

Workplace Bullying tends to happen in phases that can be called (1) Isolation, (2) Control and Subjugation and (3) Elimination. The terminology in the examples applies to workplaces but has parallels in other situations. Examples are loosely categorised under the "Phase" headings but in reality any of the example behaviours can occur in any phase.

Isolation

constant nit-picking, fault-finding and criticism of a trivial nature - the triviality, regularity and frequency betray bullying; often there is a grain of truth (but only a grain) in the criticism to fool the people (including the target) into believing the criticism has validity, which it does not; often, the criticism is based on distortion, misrepresentation or fabrication.
simultaneous with the criticism, a persistent refusal to acknowledge the target and his or her contributions and achievements or to recognise their existence and value;
constant attempts to undermine the target and his or her position, status, worth, value and potential where the target is in a group (eg at work),
being isolated and separated from colleagues, excluded from what's going on, marginalized, overruled, ignored, sidelined, frozen out, "sent to Coventry"
The above can be done with or without the cover of a formal disciplinary or capability procedure.

Control and Subjugation

being singled out and treated differently; for instance, everyone else can get away with murder but the moment the target puts a foot wrong - however trivial - action is taken against them;
being belittled, demeaned and patronised, especially in front of others;
being humiliated, shouted at and threatened, often in front of others being overloaded with work, or having all their work taken away and replaced with either menial tasks (filing, photocopying, minute taking) or with no work at all finding that their work, and the credit for it, is stolen and plagiarised;
having responsibility increased but authority removed;
having annual leave, sickness leave, and (especially) compassionate leave refused
being denied training necessary to fulfill duties
having unrealistic goals set, which change as they approach, also deadlines change at short notice, or no notice, and the target only finds out when its too late to do anything about it.
being the subject of gossip which has the effect of damaging one's reputation.
Elimination

the target finds that everything they say and do is twisted, distorted and misrepresented;
is subjected to disciplinary procedures with verbal or written warnings imposed for trivial or fabricated reasons and without proper investigation, or with a sham investigation;
is coerced into leaving through no fault of their own, constructive dismissal, early or ill-health retirement, etc
is dismissed following specious allegations of misconduct or incapability which have just a grain of truth, to give superficial legitimacy to the dismissal.
One way to conceal bullying is to have regular or even continuous "reorganisations", where:-

targets can be "organized out" - this applies to anyone whose face doesn't fit, i.e. anyone who has identified, complained about or challenged problems with the status quo;
they can have their roles "regraded" or "redefined", if not being organised out.
The bully's allies and political pawns can be promoted to positions of influence.
Where a re-organisation seems pointless or counter-productive, or if it involves a disproportionate amount of disruption in relation to the perceived benefit of the change, it could be a smokescreen to conceal (and be a vehicle of) bullying. People are so busy coping with the chaos that bullying goes unnoticed. At the same time, the person responsible can claim to be reorganising in the name of efficiency, thus earning him or her the respect of superiors.

Business stakeholders should note that bullying, and these forms of concealment, may be distracting attention from financial fraud, corruption, misappropriation of funds and so on.

Donal55 wrote: »

Thats it in a nutshell. Spot on.