Wheeler’s CornerÓ
Connecting Citizens Who Care
"Broadcast every Thursday at 11.45am on Access 999AM"
Contact Peter at wheeler@inspire.net.nz
43 9th November 2006
This Week: 1. Is truth irrelevant: 2. Public Relations man new CEO? 3. Turitea friends bite back. 4. Letters to editor. 5. Message from Paul Wylie to Council Staff. 6. Attached: Paul Wylie’s heroic email to staff.
1.It is said that for the last few years our city management has followed a management style that is both negative and autocratic. Many writers on ‘Organizational development’ believe that this style can not support the principles of democracy in a community or citizens owned organisation.
The following numbered comments written in normal print is the common behaviour often shown by a new CE type person and the managers he/she appoints. The writers of this model suggest, this type of CE’s actually have major security of tenure problems and a lack of confidence profile: Bold Italics used are my additions. For more go to http://www.flatrock.org.nz/ and go to whistleblowers.
1. Corporations are in a constant state of upheaval. When a new executive takes over a post, he (or occasionally she) brings in a whole new crew of cronies. Bureaucracy is a set of networks of patronage. [PNCC has few management staff appointed into their positions before CE [Wylie] was appointed most have been newly appointed or restructured and are totally dependant on the present CE.
2. Corporations often respond to the whims and inclinations of the chief executive. Even an off-hand comment by the chief executive can trigger subordinates into intense activity to do what they think is being suggested. In many cases the result is ill advised or disastrous. [This is being clearly demonstrated by the type of reports submitted by staff on behalf of the CE [Wylie] closure of road, Pensioners Parking, Square Make over and various roading projects, Elmira Ave, bowling club,Turitea wind farm and the Linklater block stuff up]
3. Conformity is enforced to amazingly fine detail. Managers, to be successful, must continually adapt their personalities to adjust to the current situation. This is not just acting. They must become so natural at what they do that they "are" their act. Much of this adaptation enables them to fit in. Clothes must conform to expectations, as must speech, attitudes and personal style. [Some senior managers strut around at council meetings, going up to whisper in the CE’s ear, coming to a council meeting carrying every-file you can think off, taking strike action on behalf of the CE, and defending his aggressive public behaviour. And it’s not just managers, some councillors treat the CE not as staff but as their boss, especially those who have a poor relationship with the Mayor and need someone to feed their egos. The group known as the tight eight and their collective attitude is a good example]
4. Those who don't adapt don't get ahead. Managers don't want to act until a decision is generally accepted. [In the first two / three years of the CE’s rule a huge amount of rate payers money was paid out removing staff, especially in the corporate and community development area.]
They [Managers] experience a pervasive indecisiveness. Each one looks for signals on what decision will be favoured. Signals from the boss [CE] are especially important.
6. Responsibility is diffused and hard to pin down. Managers avoid taking responsibility. The key thing is to avoid being blamed for a failure. Morality is doing what seems appropriate in the situation to get things done or doing what the boss wants. Having absolute principles is a prescription for career stagnation or disaster.
The symbolic manipulation of reality is pervasive. For any decision, managers discuss various reasons in order to settle on a way to give legitimacy for what the corporation does. Public relations are simply a tool. Truth is irrelevant.
2.
Brian Green had a question and it was simple, even the CE could have answered it without seeking advice from legal firms or possibly six or seven other council staff. "If council put restrictions on his property development group project in Pacific Drive, which included a height restriction, then why doesn’t that same restriction apply to council regarding the height of Mighty River Power’s massive wind turbines? Now that’s a fair question, being asked by a fair person who is not a anti-progress stirrer as suggested by that highly intelligent [?] councillor Broad, who wouldn’t recognise a principle if he fell over one. The CEO decided after much deliberation with possibly, a dozen staff and a half a dozen supporting councillors to toss this difficult question into the eager lap of his public relations enforcer. His answer failed completely to answer the actual question because he said " Any wind farm proposal will be subject… to and determined by an independent commissioner [s] not by council". Does this mean that the council will be appealing against resource consent for Mighty River Power when and if it makes one? Surely the principle is the same in both cases [Don’t ask Cr. Broad to answer that sticky point] and that Brian Green and the Manawatu Standard make a good point. It would seem that our sole staff member adjusts operational principles according to ‘who you are, rather that what you do’. Wasn’t it a breath of fresh air when a council up Auckland way decided to prosecute itself because it broke its own bylaws regarding the building permit issuing processes… and its CE went public to announce the fact… An example for Cr. Broad and our sole staff member to consider, maybe, but don’t hold your breath.
3. The Friends of Turitea Reserve Society are challenging the PNCC as to the legality of changing the reserve’s management plan. Like diving off a 125 metres high Mighty River Power wind turbine into our defenseless drinking water, they are leaping into the world of the unknown. The High Court is well known to our ratepayer-funded council, our citizens latest spend up there was over the Elmira Ave cock-up where we lost, but are appealing the case, after all what does the high court know anyway!
4. Letter to Editor.
Councillor Naylor, in leading the charge to depose Peter Wheeler, demonstrates a rather charming prepubescent willingness to worship at the feet of a false idol. Peter evidences the very reason why the so-called Code of Conduct is nothing more than a shallow and hypocritical device designed to conceal the very real reasons for its existence. There is, in my view, more than sufficient evidence to question the integrity of some staff members when it comes to reports reviews and responses to legitimate questions. Councillors cannot hide behind such practices and claim immunity. Our CEO himself is not immune to ignoring the principles of good conduct or from making irrational decisions. Failings which, from the beginning of his tenure, have permeated downwards and infecting others. Councillors who support such a regime would do well to consider that without people like Peter Wheeler we might still believe. That Nixon knew nothing of Watergate. That Clinton did not have sex with Monica. An MP would not have been found guilty of fraud. Lawyers and Accountants would not be in jail for destroying lives, defrauding clients and friends. Air New Zealand might have got away with blaming the Erebus crash on pilot error and Mr. Justice Peter Mahon would not have been treated so shamefully. That Neil Pugmire would not be the catalyst for "The Protected Disclosures Act 2000 - colloquially known as the "Whistleblowers Act" or that an Auckland judge would not have pleaded guilty to inflating expenses. The Code of Conduct is all the more fraudulent being confined to a select few. E Constantine
5. CEO’s self-proclaimed heroic self-congratulation memo to staff: This attached document is worth a read. It confirms all the remarks made in item one, especially the remarks about insecurity and a clear lack of confidence, it must never be forgotten that we pay this guy almost three hundred thousand. One last point, no staff have complained, the only complainant has been the CEO’s… Once again he is using staff to hide behind. The Wylie diatribe was sent to me by post by a staff member… I wonder why? Does staff fear both the CEO and his erratic behaviour? Does a persecution complex grip him? I honestly don’t know the answers to these questions but I do know we have a public duty to ask the question. To all those staff who get Wheeler’s Corner legally or otherwise let me know what you think. Even if your one of those staff that has been brought out let me know what you think.
6. The Linklater sell off report has yet to see the light of day…council decided not to receive it on the grounds that the CEO failed to ensure that it was presented in the regulation time frame. This allowed the committee chair Cr. Wall to slip free from the overwhelming opposition present amongst both the councillors and the public present. The vote six all for the public being allowed speaking rights was over ridden by her casting vote. With the CEO being away for three weeks he dodged the humbling humiliation of being chastised for failing to do his job. Was this the first indication of strike action against another committee?
Peter J Wheeler
Wheeler@inspire.net.nz
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