Why David Cameron is the ultimate "seagull" manager

He flies in, makes a lot of noise, dumps on everyone from a great height, and then flies out again.

Back when I worked for a large organisation, we had a term: “seagull manager”. It described someone, usually a consultant, who flew in, made a lot of noise, dumped on everyone from a great height, then flew out again, leaving others to deal with the consequences.

Parachuted into action more than two years ago, Cameron squawked hysterically about difficult decisions, the mess he inherited, a new kind of politics and the big society (whatever happened to that?). Since then, he has proceeded to spend the majority of his term, so far, defending arrested pals, disgraced ministers, fiascos, scandals and u-turns.

This week sees another spate of threatened strikes and underlying unrest. To the growing list of greedy doctors taking industrial action for the first time in four decades, unyielding police officers demonstrating outside Parliament, uncivic protesters occupying shops and banks, dishevelled students disturbing the peace and politically motivated nurses and teachers picketing No 10, we can now add unreasonable dairy farmers and unpatriotic border control officers. At what point in this nexus of insubordination, do we begin to consider that the fault may lie with the country’s leadership?

Apologists have posited that Cameron is powerless, caught in the middle of a battle on two fronts; with his torysvestite coalition partners and his own backbenchers. The truth is those are mere political skirmishes. The real battle, the one which threatens to be his Waterloo, is entirely self-inflicted. It is a battle with the country’s public servants.

When a young David William Donald Cameron, son of a stockbroker, grandson of a Baronet and direct descendent of King William IV, was caught smoking pot at Eton College, his punishment was to copy 500 lines of Latin text. I wonder if they included Cicero’s “Ut sementem feceris, ita mete” - whatever you sow, you shall reap.

Last year, he announced that he was “taking on the enemies of enterprise; the bureaucrats in government departments…” Every nurse, every civil servant, every immigration officer, every policeman heard that declaration of hostility. In the midst of the severest programme of cuts, an economic downturn unseen since the Depression and a radical reorganisation of just about everything, he declared war on the very people on whom he depended for delivery.

You may have opinions on the individual policies, cuts, measures; on the rights and wrongs of each dispute. What is indisputably cack-handed, however, is alienating the entire administrative arm of the state at a time when you depend on their effort and good will to deliver your programme; at a time when you require their stiff-upper-lipped acquiescence to having their pensions and salaries looted. The most basic experience of management would teach one that the key ingredient, in securing the success of an organisation, is the staff’s support.

So, is it any wonder those unionised chickens are coming home to roost and choosing a time when they can cause him maximum embarrassment? The government’s reaction is an overwhelming sense of embarrassment that visitors to these shores might be confronted with dairy farmer boycotts, airport queues, terrible traffic, strikes, riots, homelessness and economic misery -  in short, the reality of what most of us experience every day. Instead of seeking resolution, they say “not in front of the neighbours”. Throw a doily over child poverty. Pop some flowers on top of the half-dismantled NHS. A few cushions scattered around unemployment. Make the place look nice.

They even went as far as to announce they were seeking a High Court injunction to prevent border staff from taking action, before the strike was called off at the eleventh hour. A course of action guaranteed to polarise rather than facilitate. Mark Serwotka specifically commented on “the vitriol and vilification” to which PCS members had been subjected by ministers. More evidence of poor management – engaging with staff only when a disagreement has snowballed into a vendetta and, even then, aggressively and destructively.

Cameron never misses an opportunity to mock Ed Miliband’s friendly relations with Trade Unions. But shouldn’t any PM or would-be PM aspire towards friendly relations with Unions? They represent ten million working people in the UK, not even counting their families. The belief that having a pathologically unhealthy relationship with such a large and productive part of UK society, is evidence of strong leadership is not only illogical, but dangerous in the extreme. In what other line of business would you see a CEO boasting that he has a dreadful relationship with his staff?

That indefensible approach has been characteristic of this administration – not only in its industrial relations, but across the spectrum. Unmeasured words keep falling out of this fuchsia, angry man’s mouth.

Attacking immigrants may give him a boost with one part of the demographic. Attacking pensioners may curry favour with another. But what is the long-term strategy? Eventually all those groups start to merge into one angry, explosive mass. The unemployed, the working, the disabled, the impoverished, students, charities, parents with too many children, parents with too few, those with cars, those with caravans, the small business who can’t borrow, the small business who sells pasties, the cleaner paid in cash – it all adds up to an entire country seething with anger.

The difference between good opposition and good government is that the former is judged primarily on the quality of the talking, while the latter on the quality of the doing. But there are no comforting results to which one can point. This week, the IMF predicted that, far from reducing national debt as a ratio to GDP, it will continue to rise and peak by 2015/16. In 2010 it was less than £1 trillion. By 2015 it will be more than £1.5 trillion.

An Austerity Programme is like an episode of The Biggest Loser. Inspirational rhetoric and sweaty montages cannot save the contestants when they step onto the scales. There is a pre-agreed goal – in stones and pounds, or pounds and pennies. And lately what has become painfully clear is that, despite starving the country, the coalition will fail to meet its key self-imposed targets. It seems that the economy stubbornly refuses to be orated up and the debt just won’t be sound-bitten down. Words are not enough.

There is a limit to the credibility with which one can say “I’m not being nasty. Times are nasty.” The evidence disproves the flannel: Privatising public assets, mass outsourcing, protecting The City, lowering taxes for the wealthy and corporations, handing out contracts to friendly donors, cutting services to the bone – when has a Tory government ever done any different, in good times or bad?

There is a limit to the rhetoric of “difficult decisions”. Difficult decisions are made harder to deliver and less likely to succeed when they are meted out in an arrogant, mean-spirited, ill-tempered manner. The progressive voter understands this and will condemn Cameron for his character. The conservative voter understands this and will condemn Cameron for his failure to deliver.

Flashy but incompetent, clueless but obdurate – Cameron is the ultimate seagull manager. Whether judged on attitude or aptitude, he is truly, hopelessly bad at his job.


David Cameron: scary seagull. Artwork: Dan Murrell/New Statesman

Greek-born, Alex Andreou has a background in law and economics. He runs the Sturdy Beggars Theatre Company and blogs here You can find him on twitter @sturdyalex

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Tetris and sleep deprivation: how we can help emergency workers cope with trauma

First responders are at serious risk of developing PTSD during events like the Paris attacks. 

Some people seem able to deal with anything. They save a stranger from bleeding out in a bombed restaurant, protect passers-by from heavily armed gunmen, pull dead and dying people out of collapsed buildings, and they keep going because it is their job. These people are first responders.

When trauma goes on for days, as it has recently in Paris, however, the odds of them bouncing back from the violence, death and injury they are witnessing rapidly diminishes. They are at greater risk of developing a severe stress reaction known as post-traumatic stress disorder (PTSD). One study found that the worldwide rate of PTSD among first responders is 10 per cent, much higher than the 3.5 per cent rate among those not involved in rescue work.

Tetris to the rescue

So how best to address the problem? Research is in its infancy, but there are some promising studies. Emily Holmes’ group at the University of Cambridge has been looking at the benefits of playing Tetris, a video game, after a traumatic experience. The idea is that this could block the consolidation of traumatic memories so they don’t “flash back” later on.

For the study, her team first traumatised people by showing them distressing footage from public safety videos. The next day they invited them back into the lab to reactivate the memories with still images taken from the videos. One group then played Tetris for 12 minutes while the other sat quietly. Over the following week, the group who played Tetris had about 50 per cent fewer unwanted memories from the films compared to the group who didn’t.

The team concluded that playing Tetris helped individuals because it soaks up their visual processing capacity, making it harder for the brain to consolidate the visual parts of a traumatic memory.

Since it takes about six hours for the brain to cement a memory, the key is to play the game soon after trauma or within six hours of re-activating the traumatic memory. How long the helpful effects of playing Tetris will last and whether it will translate into helping people after real-life trauma is still unknown.

Talking it through

Other techniques, such as “updating”, taken from a highly-effective talking treatment for PTSD, may be more practical and easier to implement.

Like a detective, updating is a technique that focuses on finding new information and linking it to the case, the past memory. This is necessary because when the brain and body are in survival mode during trauma, the mind finds it difficult to encode all the relevant facts. Often key pieces of information that could make the memory less traumatic are lost. Updating links new information to someone’s memory of their trauma to make it less upsetting.

But can updating help to reduce unwanted memories after trauma?

We carried out a study, published in PLOS ONE, in which we traumatised people by showing them terrifying films of humans and animals in distress. We then divided our participants into three groups. One group watched the films again but were given new information about how long people suffered and whether or not they lived or died – essentially, they were updated. The second group watched the same films again but without the new information. And the third group watched films of humans and animals who were not in distress. The updated group had fewer traumatic memories and PTSD symptoms than the other two groups.

Updating is now being used by some UK emergency services. First responders will gather after critical incidents and update their memories of what happened before they go home.

Sleep deprivation

There are other techniques that may be helpful. One study found that depriving people of sleep may be useful in the aftermath of trauma.

But the same study found that a week after the trauma, people who had been deprived of sleep had the same number of unwanted memories as people who had slept well afterwards. Consequently, it remains unclear whether there would be any long-lasting benefits using this method. There are, however, certainly health risks linked to lack of sleep.

Still looking for a solution

To develop preventative interventions, we need to study newly-recruited emergency workers who haven’t yet suffered on-the-job trauma and follow them over time, spotting which “coping styles”, present before trauma, may predict their reactions afterwards.

For example, some people naturally react to stressful life events by dwelling on them, thinking about why they happened for hours on end. This strategy, called rumination, has been linked to PTSD in people who survived car crashes.

If rumination predicts PTSD in first responders, then preventative interventions could train people to spot when they are dwelling on an event and refocus their attention to the task at hand.

When we have identified which factors heighten emergency workers’ risk of developing PTSD, programmes can be developed to target those vulnerabilities. Only then can an intervention, directed at first responders most at risk of developing PTSD, properly protect them in their line of work.

The Conversation

Jennifer Wild is a Senior Research Fellow in Clinical Psychology at the University of Oxford

This article was originally published on The Conversation. Read the original article.