Preventing Re-Traumatization

Worry Free Rest Needed

Medical Whistleblowers are usually workers

who have attained professional competence in

their field. Medical Whistleblowers have ac-

cess to information at a high enough level to be

able to detect medical fraud, abuse and ne-

glect but also brave enough to alert others to

the problem. Because they often are in the

healing profession, Medical Whistleblowers

often provided comfort to others and were the

strength that others rely on. Most Medical

Whistleblower’s are originally of a very strong

constitution. They are usually self confident

adults who have good self esteem and were

fully capable of handling difficulties in their

own lives. Therefore Medical Whistleblowers

have many coping mechanisms to hide the

emotional damage the retaliation has caused

them and just try harder. But under extreme or

prolonged stress even very emotionally strong

people often undergo an apparent personality

change. It is inappropriate and even danger-

ous to make long term assumptions about a

person by observing their reactions under

stress. It is also important to remember that

there needs to be intervention from outside to

protect the whistleblower and prevent further

retaliatory abuse.

Supporting the Emotional Health of All Whistleblowers and their Friends, Supporters and Families.

Tel: 360-809-3058

P.O. Box C Lawrence, KS 66044

Phone: 360-809-3058 Fax: None E-mail: MedicalWhistleblower@gmail.com

MED I CAL WH I S TLEBLOWER

MEDICAL WHISTLEBLOWER

“I discovered long ago that among the most

effective advocates

I have seen are the survivors, those who

have channeled

their pain and anger into activism to achieve

lasting reforms.”

Attorney General, Janet Reno,

August 15, 1996

# 19

retaliated against usually feel ashamed of what is hap-

pening to them, and by the time they seek help are

likely to be already showing signs of stress breakdown.

At the point these competent Whistleblowers finally

admit they need help, they are likely to present as over

-emotional. In these circumstances it is all too easy

believe the person's account of workplace psychologi-

cal violence or bullying as over-reacting when in fact

the symptoms of emotional stress should be recognized

as actually corroborating what they are saying.

Secondary Traumatization

The persons whose misdeeds the Whistleblower is re-

porting, often retaliate by fabricating complaints

against the Whistleblower. These fabricated com-

plaints do not need to even have the appearance of

truth in order for the bully to be protected by the Good

Samaritan Laws and their false allegations protected by

governmental immunity under Peer Review standards.

People may also disbelieve the Whistleblower, and

side instead with those in power or authority. Co-

workers may ridicule him/her, abandon, blame, ostra-

cize, sabotage, threaten, and betray him/her. These

painful and dangerous reactions can come from family,

friends, and authorities as well as from people associ-

ated with the perpetrator. Co-workers may fault the

Whistleblower for the hostility in the workplace. The

Whistleblower may be unable to recover until they

leave the stressful position, but may be unable to find a

new position until they have recovered. Employers,

therefore, need to be aware of the potential for com-

pounding the problems of stressed/bullied Whistle-

blowers by unjustly disciplining them. Where the stress

has been caused by workplace bullying, it also allows

Psychological violence can eventually lead to Post

-Traumatic Stress Disorder (PTSD) which is a nor-

mal reaction to abnormal circumstances. PTSD is

not usually an indication of long term or underly-

ing problems in those who suffer from it. Whistle-

blowers who are being bullied should be encour-

aged to seek support sooner, rather than later,

and should be able to do so with the assurance

that they will be believed and effectively sup-

ported, rather than be treated as if they them-

selves were the problem.

These competent whistleblowers under the ef-

fects of workplace bullying and whistleblower

retaliation may become unassertive, over-

anxious, compliant and even unable to cope with

even the most trivial of stressors. The symptoms

of stress breakdown and PTSD are frequently mis-

understood (by family, friends, co-workers and

employers) as those of inadequacy or inefficiency.

There is a danger that stressed and/or bullied

Whistleblower could find themselves facing disci-

plinary proceedings when what they really need

is rest and support. Some typical human reactions

to severe and persistent stress are the loss of

emotional control, apparent over-reactions to

seemingly trivial stimuli, showing hyper-

vigilance, and being on constant alert for further

abuse. Being targeted for Whistleblower Retalia-

tion almost always leads to feelings of powerless-

ness in those targeted. Those who are being

the perpetrators to switch the focus of attention

away from their own abusive behavior by inferring,

(usually under the guise of sympathy and support),

that the person they are targeting is mentally ill, and

that it is their "mental illness" which is responsible

for the current problems. Whistleblowers need on-

going reassurance that they are not to blame for

what has happened. Referring stressed people for

work-based counseling helps perpetuate the myth

that it is the person who is the problem, rather than

the working environment. It is important that em-

ployers and service providers take stress reactions

seriously and remove the Whistleblower from the

stress before the damage becomes more serious or

permanent. Medical professionals, who are gener-

ally highly committed people, are particularly likely

to ignore their own symptoms and struggle on,

since seeking help is too often regarded as an ad-

mission of weakness or professional inadequacy. It

is crucially important that those providing help and

support to the Medical Whistleblower, do not mimic

the effects of the trauma and inadvertently cause

secondary trauma to the victim of retaliation. If the

support offered is too directive and/or controlling,

however well-intentioned, there is a danger that it

will be perceived as replicating the whistleblower

retaliation or bullying, so reinforcing feelings of

powerlessness and causing further stress and dis-

tress. Do not put stressed/bullied whistleblower

back into the same stressful/bullying situation and

expect them to "prove" themselves. Long term solu-

tions require the full involvement of the stressed

person, but should wait until he/she is first rested

and reassured.

Post Traumatic Stress