Teacher's suicide stuns school, spurs colleagues to speak out

This story from the Chicago Tribune highlights the importance of making complaint procedures very clear to employees. It appears, of course based solely on the news report here, that Mary Thorson was frustrated, scared, and unhappy... but the district leaders had no idea. Perhaps if Mary had a stronger understanding of what avenues to take to express her feelings and to whom she should express them, she would have felt comfortable making her feelings known.

It's easy to say, "well she should just go to her immediate boss, or the principal!" But, in a culture of fear and intimidation, the answer's not that simple. School district leaders must focus on building a culture of civility and respect, and again, providing clear instructions on who to talk to when problems arise. If a teacher fears the principal, the teacher should have a list of other people to talk to.

Let's hope this school district explores implementing an anti- workplace bullying program.

 

By Becky Schlikerman, Chicago Tribune reporter

On Thanksgiving, a grade-school gym teacher parked on the shoulder of Interstate 80/94 in northwest Indiana, got out of her Mercury SUV and walked in front of a moving semi truck.

The 32-year-old's suicide shocked the tiny Ford Heights school district where she worked. In the days afterward, tension grew amid conversations by co-workers about what had happened and questions from the Army veteran's parents. The turmoil peaked during a crowded meeting in December, when some teachers and school board members clashed.

The suicide note that Mary Thorson left centered on frustrations at the school, and her death spurred some of her co-workers to speak out at the public meeting.

Teachers described an atmosphere of fear and intimidation in the two-school district, where little things snowballed over time.

"We don't feel like we can speak out because we have been intimidated," teacher Rose Jimerson said at the meeting. "We have signs all over the building about anti-bullying. … Our staff gets bullied."

Co-workers and friends said in interviews that Thorson was deeply upset by her job and was worried she was on the verge of being fired. She had been suspended in April after allegedly striking a student and again a week before her death, records show. The second suspension was for allegedly cursing at a student, a co-worker said.

Even some of those close to Thorson acknowledged that it's difficult to pinpoint why anyone commits suicide, but her death opened wounds in the district. School district officials have vowed to work on healing with new channels of communication.

School board members and the administration expressed sorrow over Thorson's death but also surprise at the way some teachers described the work atmosphere.

At the meeting, board members denied the allegations and asked why no one had come forward with such concerns.

"If you guys would have come and brought allegations and we didn't address it, then you would have every right to say what you need to say," Board President Joe Sherman said.

Thorson, known as Coach T, left behind a handwritten, six-page note in her SUV. Other than one paragraph in which she apologized to her parents for the hurt her death would cause, the rest of the note was exclusively about Ford Heights School District 169.

Thorson's parents agreed to share the note with the Tribune. In it, Thorson wrote, sometimes rambling, about the plight of children in the poor school district and the lack of resources and discipline. She also wrote about the school's leadership and said teachers were not taken seriously.

"We must speak up about what's going on!" The note concludes: "This life has been unbelievable."
Thorson had started her teaching career after an eight-year stint in the Army Reserve, where she attained the rank of specialist and served honorably, said Army spokesman Mark Edwards. She joined in 1998, just out of high school, to help pay for college, said her father, John Thorson.

Thorson was the first in her family to graduate from college, getting a diploma from Western Illinois University in 2005. She worked at schools in Chicago and Bellwood before taking a job in Ford Heights at Cottage Grove Upper Grade Center in 2008.

The students "loved her," said Walter Cunningham, who taught physical education with Thorson. "She treated them like a daughter or son. They all gravitated toward her."

Like many of the teachers there, Thorson used her own money to buy students school supplies or warm clothes if she saw a need, Cunningham said. More than 98 percent of the 520 students in the district are considered low-income, according to state records.

In April, Thorson was suspended for two days after allegedly hitting a child, though Thorson said it was a playful tap, according to personnel records provided by her family.

Thorson had complained about feeling targeted by school administrators, said her father. "She was worried about keeping her job there," he said.

Her parents said they urged her to find a job closer to her hometown of Moline, Ill., or to go to graduate school, but she was attached to the children of Ford Heights. In the note, she spoke of her love for the children and her pain at their daily trials.

"They were her life," said her mother, Shari Thorson. "She did not want to leave."

A week before her death, Mary Thorson suffered what she thought was a crushing blow to her career, Cunningham said. On Nov. 17, she was suspended with pay, records show. The suspension was for allegedly cursing at a student, Cunningham said. She was to have a meeting Nov. 22 to discuss the incident, according to records, but colleagues and family said Thorson skipped it.

"She was so distraught," Cunningham said. "She was convinced they were going to fire her."
Sherman said the board had no intention of firing Thorson.

Study finds most paramedics are victims of abuse in the workplace

More than two-thirds of paramedics surveyed have experienced verbal, physical or sexual abuse on the job

TORONTO, Ont., Dec. 29, 2011 –More than two-thirds of paramedics surveyed have experienced verbal, physical or sexual abuse on the job, new research has found.

Verbal abuse by patients and their friends or relatives, Emergency Medical Service (EMS) co-workers or bystanders, was the most commonly reported, followed by intimidation and physical abuse, the study found.

"EMS providers can experience violence in the workplace as they perform their jobs in unpredictable environments and near people in crisis," said Blair Bigham, the lead investigator.

"Anecdotal reports and workplace safety records have highlighted cases of verbal, physical and sexual abuse, yet until now, there has been little scientific research. More research is needed to understand the impact of this workplace violence."

Bigham is an advanced care flight paramedic for York Region EMS and Ornge, and an associate scientist at Rescu, based at S. Michael's Hospital. Rescu is part of the Resuscitations Outcomes Consortium, a large, multinational research collaboration of 10 sites across the United States and Canada, studying how promising new tools and treatments can improve survival rates among people who suffer cardiac arrest or life-threatening traumatic injury outside of hospitals.

The study, published in the January issue of Prehospital Emergency Care, found:

• Verbal abuse was reported by 67.4 per cent of EMS workers surveyed, perpetrated by patients (62.9 per cent), patient family or friends (36.4 per cent), colleagues (20.8 per cent), and bystanders (5.8 per cent).
• Intimidation was reported by 41.5 per cent, perpetrated by patients (37.8 per cent), patient family or friends (27 per cent), colleagues (45.3 per cent), and bystanders (3.4 per cent).
• Physical abuse was reported by 26.1 per cent, perpetrated by patients (92.3 per cent), patient family or friends (11.1 per cent), colleagues (3.8 per cent), and bystanders (2.3 per cent).
• Sexual harassment was reported by 13.6 per cent, perpetrated by patients (64.7 per cent), patient family or friends (18.4 per cent), colleagues (41.2 per cent), and bystanders (8.8 per cent).
• Sexual assault was reported by 2.7 per cent, perpetrated by patients (88.9 per cent), patient family or friends (7.4 per cent), colleagues (14.8 per cent), and bystanders (2.7per cent).

EMS workers in Ontario and Nova Scotia were invited to participate in this study while attending a continuing education seminar in 2011 and 90 per cent responded. They were asked if they had directly been the victims of various forms of violence within the previous 12 months. Of the 1,381 paramedics surveyed, 70 per cent were male with a median age of 34 and 10 years experience in EMS.

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About St. Michael's Hospital

St. Michael's Hospital provides compassionate care to all who enter its doors. The hospital also provides outstanding medical education to future health care professionals in more than 23 academic disciplines. Critical care and trauma, heart disease, neurosurgery, diabetes, cancer care, and care of the homeless are among the Hospital's recognized areas of expertise. Through the Keenan Research Centre and the Li Ka Shing International Healthcare Education Center, which make up the Li Ka Shing Knowledge Institute, research and education at St. Michael's Hospital are recognized and make an impact around the world. Founded in 1892, the hospital is fully affiliated with the University of Toronto.

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Physician, Heel Thyself

New York Times
By Teresa Brown, Op-Ed Contributor
Published May 7, 2011

It was morning rounds in the hospital and the entire medical team stood in the patient’s room. A test result was late, and the patient, a friendly, middle-aged man, jokingly asked his doctor whom he should yell at.

Turning and pointing at the patient’s nurse, the doctor replied, “If you want to scream at anyone, scream at her.”

This vignette is not a scene from the medical drama “House,” nor did it take place 30 years ago, when nurses were considered subservient to doctors. Rather, it happened just a few months ago, at my hospital, to me.

As we walked out of the patient’s room I asked the doctor if I could quote him in an article. “Sure,” he answered. “It’s a time-honored tradition — blame the nurse whenever anything goes wrong.”

I felt stunned and insulted. But my own feelings are one thing; more important is the problem such attitudes pose to patient health. They reinforce the stereotype of nurses as little more than candy stripers, creating a hostile and even dangerous environment in a setting where close cooperation can make the difference between life and death. And while many hospitals have anti-bullying policies on the books, too few see it as a serious issue.

Today nurses are highly trained professionals, and in the best situations we form a team with the hospital’s doctors. If doctors are generals, nurses are a combination of infantry and aides-de-camp.

After all, patients are admitted to hospitals because they need round-the-clock nursing care. We administer medications, prep patients for tests, interpret medical jargon for family members and double-check treatment decisions with the patient’s primary team. Nurses are also the hospital’s front line: we sound the alert if a patient takes a serious turn for the worse.

But while most doctors clearly respect their colleagues on the nursing staff, every nurse knows at least one, if not many, who don’t.

Indeed, every nurse has a story like mine, and most of us have several. A nurse I know, attempting to clarify an order, was told, “When you have ‘M.D.’ after your name, then you can talk to me.” A doctor dismissed another’s complaint by simply saying, “I’m important.”

When a doctor thoughtlessly dresses down a nurse in front of patients or their families, it’s not just a personal affront, it’s an incredible distraction, taking our minds away from our patients, focusing them instead on how powerless we are.

That said, the most damaging bullying is not flagrant and does not fit the stereotype of a surgeon having a tantrum in the operating room. It is passive, like not answering pages or phone calls, and tends toward the subtle: condescension rather than outright abuse, and aggressive or sarcastic remarks rather than straightforward insults.

And because doctors are at the top of the food chain, the bad behavior of even a few of them can set a corrosive tone for the whole organization. Nurses in turn bully other nurses, attending physicians bully doctors-in-training, and experienced nurses sometimes bully the newest doctors.

Such an uncomfortable workplace can have a chilling effect on communication among staff. A 2004 survey by the Institute for Safe Medication Practices found that workplace bullying posed a critical problem for patient safety: rather than bring their questions about medication orders to a difficult doctor, almost half the health care personnel surveyed said they would rather keep silent. Furthermore, 7 percent of the respondents said that in the past year they had been involved in a medication error in which intimidation was at least partly responsible.

The result, not surprisingly, is a rise in avoidable medical errors, the cause of perhaps 200,000 deaths a year.

Concerned about the role of bullying in medical errors, the Joint Commission, the primary accrediting body for American health care organizations, has warned of a distressing decline in trust among hospital employees and, with it, a decline in the quality of medical outcomes.

What can be done to counter hospital bullying? For one thing, hospitals should adopt standards of professional behavior and apply them uniformly, from the housekeepers to nurses to the president of the hospital. And nurses and other employees need to know they can report incidents confidentially.

Offending parties, whether doctors or nurses, would be required to undergo civility training, and particularly intransigent doctors might even have their hospital privileges — that is, their right to admit patients — revoked.
But to be truly effective, such change can’t be simply imposed bureaucratically. It has to start at the top. Because hospitals tend to be extremely hierarchical, even well-meaning doctors tend to respond much better to suggestions and criticisms from people they consider their equals or superiors. I’ve noticed that doctors otherwise prone to bullying will tend to become models of civility when other doctors are around.

In other words, alongside uniform, well-enforced rules, doctors themselves need to set a new tone in the hospital corridors, policing their colleagues and letting new doctors know what kind of behavior is expected of them.

This shouldn’t be hard: most doctors are kind, well-intentioned professionals, and I rarely have a problem talking openly with them. But unless we can change the overall tone of the workplace, doctors like the one who insulted me in front of my patient will continue to act with impunity.

I wish I could say otherwise, but after being publicly slapped down, I will think twice before speaking up around him again. Whether that was his intention, or whether he was just being thoughtlessly callous, it’s definitely not in my patients’ best interest.

Theresa Brown, an oncology nurse, is a contributor to The Times’s Well blog and the author of “Critical Care: A New Nurse Faces Death, Life and Everything in Between.”

Bullying and Adult EMS Education Podcast

Listen as I discuss workplace bullying in the context of EMS education with the hosts of EMS EdUCast, Greg Friese, Rob Theriault, and Bill Toon.

Click here.

 

Corporate Integrity = Organizational Performance

Companies that encourage employees to speak up about misbehavior and to communicate openly average shareholder returns 5% higher than competitors who do not encourage these behaviors, according to a Corporate Executive Board (CEB) survey cited in the January issue of T+D Magazine. The survey included 500,000 employees from 150 global companies in 85 countries.

The survey also showed that high integrity cultures are 67% less likely to see major incidences of violations of law or company policy, including harassment, finance fraud, and regulatory violations. On the other hand, in companies with a culture not focused on integrity these (mis)behaviors are 10 times more prevalent.

Further, and even more interesting, the survey indicated that when managers exhibit integrity their employees actually perform better - there was a 12% difference in employee performance between employees with integrity-driven managers and those without.

According CEB, seven specific characteristics drive corporate integrity:

1. comfort in speaking up
2. trust in colleagues
3. strong relationship with direct manager
4. tone from the top
5. clarity of expectations around compliance
6. openness of communication
7. organizational justice

In other words, organizations that focus on these seven values will see better performance, less misbehavior, better internal communication, increased shareholder returns, and a better bottom line.

Simply put, when employees trust their managers and each other they are more engaged. It's no secret that engagement means performance.

Ethics Resource Center Study: Whistleblowing and Workplace Bullying

Last month the Ethics Resource Center released a survey report regarding whistleblowing and retaliation (aka workplace bullying).

The survey found that 15% of employees who reported misconduct perceived that they were retaliated against. According to the report:

60% reported another employees gave them a cold shoulder
62% reported management excluded them from decisions and work activity
55% were verbally abused by a manager
48% almost lost their job
42% were verbally abused by other employees
43% were not given a promotion or raise
27% were relocated or reassigned
18% were demoted

In other words 15% of the survey respondents reported that they were bullied as a result of their actions.

The report also discusses the value organizational culture plays in an employee's decision to report. Not surprisingly, if ethics and the value of ethical behavior comes across as a strong message from the top, employees are more likely to report misconduct. In these strong ethical cultures employees felt comfortable reporting misconduct directly to their immediate supervisor because they felt confident the report would be handled immediately and with professionalism. In climates with weak ethical cultures employees felt they could not report the behavior to their immediate supervisor and often went "up the chain" to someone believed to be more reliable in handling the issue.

Retaliation against whistleblowers is certainly nothing new. If it were, Congress would not have enacted laws against it and businesses would not have corporate policies forbidding it. As with anything, circumstances can prevail and although retaliation is illegal in many instances, it doesn't prevent it from happening.

Unfortunately, as with bullying, psychological repercussions of being retaliated against are pervasive. According to an article published in Current Sociology in 2008 by Rothschild, whistleblowers say they have suffered severe depression, decline in physical health, severe financial decline, and harmed family relationships at home. Many also begin to lose trust in the people around them - distrust becomes a way of life.

The bottom line: Retaliation for whistleblowing IS bullying. As we know, bullying is difficult to prove, especially when managers and human resources professionals everywhere disagree that bullying even exists in the first place. Sigh.

Workplace bullying, stress, and fibromyalgia

From: Minding the Workplace, The New Workplace Institute Blog hosted by David Yamada

Over the past few weeks I’ve had conversations, in person and online, with three women who have been diagnosed with fibromyalgia, and each has experienced severe bullying and heavy-duty stress at work. If you’re unfamiliar with fibromyalgia, here’s a chance to learn something about it.

Fibromyalgia is a chronic, disabling medical condition marked by widespread pain and fatigue that afflicts women far more often than men. Compared to many other serious maladies, research on fibromyalgia is an early work in progress, but we’re learning a lot about it. According to the Mayo Clinic:

Fibromyalgia is a chronic condition characterized by widespread pain in your muscles, ligaments and tendons, as well as fatigue and multiple tender points — places on your body where slight pressure causes pain.

Fibromyalgia occurs in about 2 percent of the population in the United States. Women are much more likely to develop the disorder than are men, and the risk of fibromyalgia increases with age. Fibromyalgia symptoms often begin after a physical or emotional trauma, but in many cases there appears to be no triggering event.

In other words, we’re talking about severe, ongoing pain and the power of a knockout punch.

Gender implications

The gender implications of fibromyalgia are significant. Let’s juxtapose some numbers: If the Mayo Clinic is correct in stating that fibromyalgia will occur in 2 percent of the population, and if studies such as this one suggesting that 9 in 10 sufferers are female are even close to hitting the mark, then we have a hidden epidemic among women.

Bullying connection

The Workplace Bullying Institute recognizes that fibromyalgia can be a consequence of workplace bullying (link here). Research is making the link: For example, a 2008 study led by Canadian researcher Sandy Hershcovis (news coverage, here) found that workplace bullying targets were more likely to develop fibromyalgia. A 2004 study led by Finnish researcher Mika Kivimaki (abstract, here), found that stress at work “seems to be a contributing factor in the development of fibromyalgia.”

Read the rest of this article by David Yamada at his blog by clicking here.