The Conservative Government’s Misery Business


The Conservative Government’s Misery Business

The government has for eight years now been successfully building national factories which produces millions of sick, depressed and hopeless people. The recently retired CEO and Chairman, George Osborne and David Cameron, can sit back with great satisfaction at the success of their enterprise: The Austerity Brexit Company.

They have brilliantly cornered the market in misery. The cunning strategy is threefold:

  1. Broaden the customer base by policies that punish those in greatest need and those who have vocations to alleviate suffering, e.g. carers, nurses, doctors, and create anxiety, uncertainty and fear, especially as regards employment, by insisting on a Brexit that is unworkable. The latter is a brilliant marketing ploy, of which Richard Branson himself must be envious.
  2. Enact legislation and policies that supports private enterprise in the public realm (NHS, public transport, etc.) and take money from municipalities to give the Treasury, and social care.
  3. Employ as directors of the great departments of state the “children of Douglas Haig”, who will carry out any neoliberal strategy they have devised, no matter what the cost to the people. In a really fair monarchy Grayling, Duncan Smith and, the recently retired Jeremy Hunt would have been awarded knighthoods for the successful obliteration of the wellbeing of both the employees in these departments and their “customers

Jeremy Hunt, who comes from a military background, would doubtless be proud to be associated with Field Marshal Haig on this day, as we commemorate the centenary of the turning of the tide of World War 1. To quote B.H. Liddell-Hart, a distinguished military historian who had been wounded on the Western Front, from his diary: He [Haig] was a man of supreme egoism and utter lack of scruple—who, to his overweening ambition, sacrificed hundreds of thousands of men. A man who betrayed even his most devoted assistants as well as the Government which he served. A man who gained his ends by trickery of a kind that was not merely immoral but criminal.

To examine the parallels just look at the nurses, who, like the Tommies in the war, are the backbone of the NHS, and whose ratio to patients is the main determinant of good patient care.

NURSES (with grateful acknowledgement to NHS FOR SALE?)

The NHS is spending almost £1.5bn a year on agency nurses while its own staff are leaving in droves, a new report suggests.

The vast outlay on temp workers would be enough to pay the wages of 66,000 full-time positions for a year, according to the study by The Open University.

The RCN branded the situation dangerous, but ministers said steps were being taken to recruit more nurses. Hunt was warned in mid-2017 of the coming crisis: NHS faces staff crisis as student nurse applications plummet after Tories scrapped their grants (The Mirror: 13th July 2017)

The number applying to be student nurses has dropped from 65,620 to 53,010 – a fall of 12,610 on last year. The fall comes after the Government axed student bursaries for trainee nurses and midwives.]

Stressed nurses are leaving the NHS in increasing numbers after 160,000 quit in five years. Long hours and poor pay have been blamed for the numbers leaving increasing by a fifth.

An unprecedented NHS staffing crisis has left at least 40,000 unfilled nursing posts in England alone and wards having to close due to dangerous understaffing. Data released by Government shows 33,530 quit the profession in the year up to September 2017.

This is a 17% increase on the 28,547 who quit in 2012/13 after year-on-year increases for the last four years. In total 159,134 nurses have quit the NHS in the last five years.

The number of nurses and health visitors across the NHS in England has dropped by over 400 people. Sector leaders feel this decline reflects how frontline nursing has become an “easy target for cuts”.

At a time when the government is actively trying to boost workforce numbers to tackle high rates of vacancies across the country, the latest figures from NHS Digital show that the opposite has been happening. Since 2016, the nursing and health visitor workforce has shrunk to 284,000 FTE, a drop of 435 people.

There was also a decrease of 0.2% across the nursing workforce within GP practices, with 27 less staff working in the NHS now than in 2016

Janet Davies, chief executive and general secretary of the Royal College of Nursing, argued the latest statistics are a worrying sign that the number of nurses continues to slide – and they have also come just a day after a major survey revealed public satisfaction with the NHS is dwindling due to staffing worries. This must be a major achievement for the Sickness Business. Well done!

Almost two-thirds of healthcare assistants (HCAs) are performing roles usually undertaken by nurses, such as giving patients drugs and dressing their wounds, in the latest illustration of the NHS’s staffing crisis. The apparently growing trend of assistants acting as “nurse substitutes” has sparked concern that patients may receive inferior or potentially unsafe care because they do not have the same skills.

Of the 376,000 assistants in the NHS in England, 74% are taking on extra tasks, according to findings by the union Unison.

This is the equivalent of Haig’s attrition rate exactly 100 years ago. In Churchill’s chilling phrase, “driving to the shambles by stern laws the remaining manhood of the nation. Lads of 18 and 19, elderly men up to 45, the last surviving brother, the only son of his mother (and she a widow), the father, the sole support of the family, the weak, the consumptive, the thrice wounded—all must now prepare themselves for the scythe.”

We have had our warning for years. Now let us turn on the government and turn the tide of their war against the public sector.

John Carlisle

July 18 2018. This day, 100 years ago the tide turned against Germany for the first and final time


Brexit: Negotiation Disaster


A formidable negotiation challenge with economic consequences now

In order to best understand the whole process Brexit needs to be looked at through the lens of negotiation. This is what drew me into my work at understanding organisations nearly 40 years ago, and was the basis of my successful book, Beyond Negotiation.

When I emigrated to England in 1970 I had recently emerged from the life-changing experience of having become a powerless white man in a new black-run republic, Zambia, where previously I had led the unthinkingly superior existence of a colonial. I was made to realise that I could not always get my own way anymore just because I was white. This is known in Business School jargon as a paradigm shift. Actually it was more like falling off a cliff, scrabbling for handholds all the way down – very, very humbling. Luckily, I had two very wise and kind black colleagues, who showed me the ropes, i.e. how to engage properly with the now empowered black population. I then had the two happiest years of my life in Africa, able to share in the vibrant Zambian social and mining life.   


Our research revealed two very important behaviours that skilled negotiators use that no-one had identified before. The first was to determine the extent of Common Ground, without which the negotiation will not be successful. The second was to be able to disagree on important issues, but never to personally attack the other party. Threats, in particular were a No-No.

When I took the research into the field of industry in 1981 to analyse the economic benefits of win/win negotiations it became clear that there was a correlation with profitability. For example, Xerox in Japan (a country that really understands cooperation) made 7 cents more on each dollar net than Xerox USA (a country that emphasises competition).

Here is the key message: We must build trust, and there is only one way to do so – by negotiating successful implementations step by arduous step – not by clever agreements that turn out to be impossible to implement. Nothing destroys trust as quickly as implementations that fail.

(A negotiation is not a debate – with a winner and a loser, so I suggest we keep Oxbridge- educated politicians out of it.)

Strategically, it is vital to start building trust early. This requires a great planning team to back you up and to identify the Common Ground. Not surprisingly our data showed that 80% of the negotiation failures were a result of poor planning. The best negotiator in the world cannot get a win/win if the planning and preparation is bad. There has not been little evidence of intelligent planning in Brexit so far. That has to be our biggest concern.

Where does that leave the UK with Brexit? I am not optimistic. In the first place, British politicians have a history of poor negotiations. They have two bad habits. The first very bad habit they (and other English people) have is to behave as though they are not taking the other party seriously. The Falklands were as much a result of the Argentinians being offended by the UK not acknowledging their history and taking their claims seriously, as it was by their bellicosity.

The other is taking a win/lose stance from the beginning. This is what Teresa May has already done, saying the EU would find her a “bloody difficult woman”! She has already used threats, i.e. the tit-for-tat of security against economic issues, and treatment of EU nationals in the UK versus the British in Europe. Hopeless, absolutely hopeless! She appears to suffer from an utter lack of (social) imagination. The very thing she fired George Osborn for!

Pity the civil servants who have to unravel this Gordian knot knitted by politicians who demonstrate no understanding of the reality of good negotiations. where the first impulse has always to be to look for Common Ground, which in Brexit is: how do we resolve this huge problem for the UK and EU together? It then becomes a joint problem-solving exercise where everyone must collaborate.

What makes this opening gambit particularly unhelpful is that the UK is in the weakest of weak positions, politically, economically, ethically. We are the ones who have walked away from a union of 27 other neighbours because our previous PM was too incompetent and arrogant to play the long game. It took the USA and Vietnam 5 years to negotiate a peace treaty on just one issue, peaceful co-existence. What will it cost the UK to “demerge” when there are literally hundreds of clauses, and how much uncertainty will that create for businesses and the economy and loss of productivity?

Maybe, as the Quakers would say: “Let us pause for reflection.” – then plan properly for a win/win agreement.