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A state of collapse

Barack Obama was awarded the Nobel Peace Prize for his efforts to strengthen “co-operation between p

Since 2003, we have been told repeatedly that the principles of the "two-state solution" envisaged in the so-called road map will lead to a peaceful settlement in the Middle East; and since Barack Obama was inaugurated as US president ten months ago, we have been told that he is preparing to put them into practice. Yet far from leading to the fulfilment of the "two-state solution", Obama's presidency seems more likely to lead to its demise. The committee that awarded Obama the Nobel Peace Prize cited his "extraordinary efforts to strengthen international diplomacy and co-operation between peoples", but his attempts to force the Israelis and Palestinians into meaningful negotiations have only revealed the differences between them, and how empty the concept of the two-state solution has become.

On 4 November, the chief Palestinian negotiator, Saeb Erekat, said what is supposedly the unsayable - that unless settlement expansion stops, Palestinians may have to abandon the goal of an independent state. Even the compliant Mahmoud Abbas, president of the Palestinian Authority, was forced to acknowledge that the Israelis had put him in an impossible position: already gravely weakened by his hastily retracted decision to help defer a vote at the UN on the Goldstone report on human rights abuses during Israel's offensive in Gaza last December and January, he admitted that he can no longer justify his conciliatory stance as a means of winning concessions. He has since announced he will not stand for office in elections to be held in the Palestinian territories in January.

Yet the deadlock had been apparent for some time. The speech made by Israel's prime minister, Binyamin Netanyahu, on 14 June, in which he endorsed for the first time the notion of a Palestinian state alongside Israel, was reported as a "historic" breakthrough, but it fell far short of acknowledging Israel's internationally recognised obligations. The demilitarised entity that he envisaged in the West Bank barely merited being called a "state". Meanwhile, Hamas has attached similarly sweeping provisos to the idea of establishing a state within pre-1967 borders. "Hamas struggles for an end to occupation and for the restoration of our people's rights, including their right to return home," Khaled Meshal, the Hamas leader, said in an interview in the New Statesman two months ago.

There are now more than four million descendants of the Palestinians made homeless refugees by the Arab-Israeli war of 1948-49. Some would say their right to return is symbolic, others that it is a matter of personal conscience which no politician can barter away. Yet, given that its implementation in even a partial way would mean the end of Israel in its current form, insisting on such a condition is nothing more than a restatement of the cause of the original conflict. As Hussein Agha and Robert Malley put it in the New York Times earlier this year, "Acceptance of the two-state solution signals continuation of the Israeli-Palestinian struggle by other means".

Israel's determination to resist meaningful compromises is apparent in the way it confronted the Obama administration over the "natural growth" of settlements. Israel maintains that people who are born in a settlement in the occupied territories should be allowed to live there when they grow up, and that the settlements should be allowed to expand “naturally" to accommodate them. It is an absurd argument: research suggests that "natural growth" includes significant numbers of incomers with no previous connections to the settlements. And besides, it does not address the existence of the settlements themselves. Yet it has served Israel's purpose: "It has provided a smokescreen behind which Israel can pursue more significant and urgent construction that, when completed, will truly render the occupation irreversible," says Jeff Halper of the Israeli Committee Against House Demolitions.

The Jerusalem Light Rail, or JLR, is a case in point. The construction of Line 1, which is intended to run from the settlement-suburb of Pisgat Ze'ev in the north-east of the city to Mount Herzl in the west, is three years behind schedule, but in the past month or so the tracks have begun to climb the hill past the medieval walls of the Old City of Jerusalem. What used to be a four-lane road has been reduced to two, with inevitable effects.

One Sunday evening last month, I took a taxi back to my hotel in east Jerusalem. When we reached the north-west corner of the Old City, my driver gestured at the cars queuing down the hill towards Damascus Gate, just beyond the commonly accepted divide with the Palestinian quarters. He believed the JLR would not persuade drivers to leave their cars at home - in the long run, he said, it would generate more congestion and pollution. Others believe it will have even more profound implications for Jerusalem's future: the scheme's planners say it is intended to fulfil the vision of the father of modern Zionism, Theodore Herzl, of a city with "modern neighbourhoods with electric lines" and "tree-lined boulevards", but critics say it will fulfil another element of Herzl's Eurocentric vision. "The true objective," says Omar Barghouti, a founding member of the Boycott, Divestment, Sanctions (BDS) movement against Israel, "is to entrench irreversibly the 'Judaisation' of Jerusalem, and perpetuate its current reality as a unified city with a predominantly Jewish population under Israeli control." The international community does not recognise Israel's annexation of east Jerusalem after the Six Day War of 1967, which means that settlements such as Pisgat Ze'ev are built on illegally occupied land, yet the JLR will bind them closer to the Jewish districts in the western half of Jerusalem, and make the task of partitioning the city even harder.

Other events in the summer, such as the eviction of Palestinian families from the Sheikh Jarrah neighbourhood, and a series of announcements about planned building projects, provide further evidence of Israel's intention to preclude meaningful negotiations about the city's future. In September, it said it was beginning work on 500 new apartments in Pisgat Ze'ev, and in August it vowed to build on the important “E-1" site, which lies between Jerusalem and the settlement of Ma'ale Adumim, and drives a wedge through the heart of the West Bank.

Elsewhere, Israel has been building bypasses in an attempt to redraw the map of the West Bank, continuing the construction of the hated "separation fence" and forcing thousands of people off their land by appropriating water required for irrigation. As Halper sees it, these actions were Israel's way of telling Obama to "go to hell" while he was preparing a peace plan to present at a UN summit in September.

Two states or one?

In the event, Obama failed to produce a plan of any kind. It was all that he could do to force Netanyahu and Abbas to shake hands in public. Abbas had always insisted that the resumption of negotiations would be dependent on a complete freeze in settlement building, and his position was officially endorsed by the US - in May, Hillary Clinton, the Secretary of State, said that the US "wants to see a stop to settlements - not some settlements, not outposts, not 'natural growth' exceptions". And yet, at the end of last month, she made the extraordinary statement that Netanyahu had made "unprecedented" concessions on "the specifics of a restraint on the policy of settlements".

It isn't clear whether this pronouncement was a consequence of the undiminished influence of the American Israel Public Affairs Committee, a reflection of Obama's wavering will in the face of Israeli intransigence, or evidence of hidden tensions within the US administration, yet Clinton's distorted language suggests that even she was embarrassed to be mouthing such nonsense: the only "restraint" that Netanyahu has offered is to restrict settlement construction in the West Bank to 3,000 homes that have been approved already by the Israeli authorities, and he has not considered any halt to construction in east Jerusalem.

It was Clinton's announcement that prompt­ed Erekat to break diplomatic cover. He said that Netanyahu had issued the Palestinians with an absurd list of preconditions to restarting talks, insisting, among other things, that Jerusalem would remain the "eternal and united capital of Israel", that the issue of refugees would not be discussed, and that Israel would not withdraw to the pre-1967 borders. "This is dictation, and not negotiations," Erekat said.

Such tactics serve only to entrench the paradox at the heart of Israeli policy: by humiliating its so-called "partners for peace" in the Palestinian Authority, and hastening the demise of the two-state solution, it seems determined to bring about what the majority of its citizens fear most - the prospect of Jewish Israelis becoming a minority in a single, bi-national state. Barghouti opposes the colonisation of Palestinian land represented by projects such as the JLR, yet he is glad that it is rendering the two-state solution practically impossible. "For over 25 years, I've supported the unitary, secular, democratic state solution for historic Palestine, because I regard it as the most ethical solution to all involved. It reconciles the inalienable rights of the indigenous Palestinian Arabs with the acquired rights of Jewish Israelis," he says.

It may not be as simple as that. Israel's ultra-nationalists are preparing for the day when the Jews find themselves in a minority in historic Palestine by proposing legislation designed to shore up the Zionist vision of a Jewish state. The Netanyahu government has adopted a bill brought forward by the radical ultra-nationalist Yisrael Beiteinu party of the foreign minister, Avigdor Lieberman, which sanctions three years' imprisonment for anyone who mourns the nakba - the Palestinian name for the events of 1947-48, when hundreds of thousands of Arabs were driven from their homes, and the state of Israel was created. And earlier this year, the Israeli Knesset passed the preliminary reading of another bill proposed by Yisrael Beiteinu: an amendment to the citizenship law that includes an oath of allegiance and stipulates a year's imprisonment for anyone who publishes a "call that negates the existence of the state of Israel as a Jewish and democratic state".

Neither Israel's 1.5 million Arab citizens nor the even greater number of Palestinians in the West Bank who would become part of a putative "Greater Israel" could be expected to recognise the contradictory notion of a "Jewish and democratic" state. If the day came when a Jewish minority found itself presiding over an Arab majority, then the focus of both the domestic struggle and the diplomatic and international effort would have to change: instead of attempting to create two separate states, the emphasis would be on securing equal rights for all the new country's citizens. It is a situation with an obvious precedent: Israel is already accused of running an apartheid regime in the West Bank, and the BDS movement targeting Israel for boycott, divestment and sanctions is beginning to assume the dimensions of the one directed against South Africa in the 1980s.

The sanction solution

Some maintain that targeting Israel for sanctions has grave consequences for the fragile Palestinian economy, though its proponents say it is the only effective way to force Israel to comply with international law. Either way, the movement is gathering pace. In the past few months, it has scored some notable successes, including one in the fight against the JLR. The French company Veolia, which owns 5 per cent of the City Pass consortium contracted to operate the line after completion, has come under concerted pressure to withdraw from the project. In 2006, the Dutch ASN bank broke off financial relations with it because of its involvement in JLR, and earlier this year a French court heard a lawsuit by a pro-Palestinian group demanding the project be halted on the grounds that it violates international law. Barghouti claims Veolia has lost billion-dollar contracts around the world as a result, and in September the company said it intends to sell its stake in City Pass to the Israeli Dan Bus Company.

If, or when, it does so, the focus of the campaign will switch to another part of the consortium - the French power generation and urban transport group Alstom. "In the coming weeks, Alstom will feel the heat, particularly in Arab states where it has won lucrative contracts," says Barghouti. The BDS campaign also claims credit for precipitating the financial collapse of one of Israel's most high-profile businessmen, Lev Leviev, whose company, Africa-Israel, built settlements in the West Bank.

Yet it was the British TUC's decision in September to mount a partial boycott of Israeli goods that convinced Barghouti the Palestinians' "South African movement" had arrived: he believes the endorsement of BDS "will reverberate across the world". It may even prove more significant than the best efforts of the Nobel peace laureate and his team of negotiators.

Edward Platt is a contributing writer of the New Statesman. He is writing a book about the West Bank city of Hebron.

This article first appeared in the 16 November 2009 issue of the New Statesman, Dead End

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“I felt so frantic I couldn’t see my screen”: why aren’t we taking mental health sick days?

Some employees with mental health problems fake reasons for taking days off, or struggle in regardless. What should companies be doing differently?

“I would go to the loo and just cry my eyes out. And sometimes colleagues could hear me. Then I would just go back to my desk as if nothing had happened. And, of course, no one would say anything because I would hide it as well as I could.”

How many times have you heard sobbing through a work toilet door – or been the person in the cubicle?

Jaabir Ramlugon is a 31-year-old living in north London. He worked in IT for four years, and began having to take time off for depressive episodes after starting at his company in 2012. He was eventually diagnosed with borderline personality disorder last January.

At first, he would not tell his employers or colleagues why he was taking time off.

“I was at the point where I was in tears going to work on the train, and in tears coming back,” he recalls. “Some days, I just felt such a feeling of dread about going into work that I just physically couldn’t get up ... I wouldn’t mention my mental health; I would just say that my asthma was flaring up initially.”

It wasn’t until Ramlugon was signed off for a couple of months after a suicide attempt that he told his company what he was going through. Before that, a “culture of presenteeism” at his work – and his feeling that he was “bunking off” because there was “nothing physically wrong” – made him reluctant to tell the truth about his condition.

“I already felt pretty low in my self-esteem; the way they treated me amplified that”

Eventually, he was dismissed by his company via a letter describing him as a “huge burden” and accusing him of “affecting” its business. He was given a dismissal package, but feels an alternative role or working hours – a plan for a gradual return to work – would have been more supportive.

“I already felt pretty low in my self-esteem. The way they treated me definitely amplified that, especially with the language that they used. The letter was quite nasty because it talked about me being a huge burden to the company.”

Ramlugon is not alone. Over three in ten employees say they have experienced mental health problems while in employment, according to the Chartered Institute of Personnel and Development. Under half (43 per cent) disclose their problem to their employer, and under half (46 per cent) say their organisation supports staff with mental health problems well.

I’ve spoken to a number of employees in different workplaces who have had varying experiences of suffering from mental ill health at work.

***

Taking mental health days off sick hit the headlines after an encouraging message from a CEO to his employee went viral. Madalyn Parker, a web developer, informed her colleagues in an out-of-office message that she would be taking “today and tomorrow to focus on my mental health – hopefully I’ll be back next week refreshed and back to 100 per cent”.

Her boss Ben Congleton’s reply, which was shared tens of thousands of times, personally thanked her – saying it’s “an example to us all” to “cut through the stigma so we can bring our whole selves to work”.

“Thank you for sending emails like this,” he wrote. “Every time you do, I use it as a reminder of the importance of using sick days for mental health – I can’t believe this is not standard practice at all organisations.”


Congleton went on to to write an article entitled “It’s 2017 and Mental Health is still an issue in the workplace”, arguing that organisations need to catch up:

“It’s 2017. We are in a knowledge economy. Our jobs require us to execute at peak mental performance. When an athlete is injured they sit on the bench and recover. Let’s get rid of the idea that somehow the brain is different.”

But not all companies are as understanding.

In an investigation published last week, Channel 5 News found that the number of police officers taking sick days for poor mental health has doubled in six years. “When I did disclose that I was unwell, I had some dreadful experiences,” one retired detective constable said in the report. “On one occasion, I was told, ‘When you’re feeling down, just think of your daughters’. My colleagues were brilliant; the force was not.”

“One day I felt so frantic I couldn’t see my screen”

One twenty-something who works at a newspaper echoes this frustration at the lack of support from the top. “There is absolutely no mental health provision here,” they tell me. “HR are worse than useless. It all depends on your personal relationships with colleagues.”

“I was friends with my boss so I felt I could tell him,” they add. “I took a day off because of anxiety and explained what it was to my boss afterwards. But that wouldn’t be my blanket approach to it – I don’t think I’d tell my new boss [at the same company], for instance. I have definitely been to work feeling awful because if I didn’t, it wouldn’t get done.”

Presenteeism is a rising problem in the UK. Last year, British workers took an average of 4.3 days off work due to illness – the lowest number since records began. I hear from many interviewees that they feel guilty taking a day off for a physical illness, which makes it much harder to take a mental health day off.

“I felt a definite pressure to be always keen as a young high-flyer and there were a lot of big personalities and a lot of bitchiness about colleagues,” one woman in her twenties who works in media tells me. “We were only a small team and my colleague was always being reprimanded for being workshy and late, so I didn’t want to drag the side down.”

Diagnosed with borderline personality disorder, which was then changed to anxiety and depression, she didn’t tell her work about her illness. “Sometimes I struggled to go to work when I was really sick. And my performance was fine. I remember constantly sitting there sort of eyeballing everyone in mild amusement that I was hiding in plain sight. This was, at the time, vaguely funny for me. Not much else was.

“One day I just felt so frantic I couldn’t see my screen so I locked myself in the bathroom for a bit then went home, telling everyone I had a stomach bug so had to miss half the day,” she tells me. “I didn’t go in the next day either and concocted some elaborate story when I came back.”

Although she has had treatment and moved jobs successfully since, she has never told her work the real reason for her time off.

“In a small company you don’t have a confidential person to turn to; everyone knows everyone.”

“We want employers to treat physical and mental health problems as equally valid reasons for time off sick,” says Emma Mamo, head of workplace wellbeing at the mental health charity Mind. “Staff who need to take time off work because of stress and depression should be treated the same as those who take days off for physical health problems, such as back or neck pain.”

She says that categorising a day off as a “mental health sick day” is unhelpful, because it could “undermine the severity and impact a mental health problem can have on someone’s day-to-day activities, and creates an artificial separation between mental and physical health.”

Instead, employers should take advice from charities like Mind on how to make the mental health of their employees an organisational priority. They can offer workplace initiatives like Employee Assistance Programmes (which help staff with personal and work-related problems affecting their wellbeing), flexible working hours, and clear and supportive line management.

“I returned to work gradually, under the guidance of my head of department, doctors and HR,” one journalist from Hertfordshire, who had to take three months off for her second anorexia inpatient admission, tells me. “I was immensely lucky in that my line manager, head of department and HR department were extremely understanding and told me to take as much time as I needed.”

“They didnt make me feel embarrassed or ashamed – such feelings came from myself”

“They knew that mental health – along with my anorexia I had severe depression – was the real reason I was off work ... I felt that my workplace handled my case in an exemplary manner. It was organised and professional and I wasn’t made to feel embarrassed or ashamed from them – such feelings came from myself.”

But she still at times felt “flaky”, “pathetic” and “inefficient”, despite her organisation’s good attitude. Indeed, many I speak to say general attitudes have to change in order for people to feel comfortable about disclosing conditions to even the closest friends and family, let alone a boss.

“There are levels of pride,” says one man in his thirties who hid his addiction while at work. “You know you’re a mess, but society dictates you should be functioning.” He says this makes it hard to have “the mental courage” to broach this with your employer. “Especially in a small company – you don’t have a confidential person to turn to. Everyone knows everyone.”

“But you can’t expect companies to deal with it properly when it’s dealt with so poorly in society as it is,” he adds. “It’s massively stigmatised, so of course it’s going to be within companies as well. I think there has to be a lot more done generally to make it not seem like it’s such a big personal failing to become mentally ill. Companies need direction; it’s not an easy thing to deal with.”

Until we live in a society where it feels as natural taking a day off for feeling mentally unwell as it does for the flu, companies will have to step up. It is, after all, in their interest to have their staff performing well. When around one in four people in Britain experience mental ill health each year, it’s not a problem they can afford to ignore.

If your manager doesn’t create the space for you to be able to talk about wellbeing, it can be more difficult to start this dialogue. It depends on the relationship you have with your manager, but if you have a good relationship and trust them, then you could meet them one-to-one to discuss what’s going on.

Having someone from HR present will make the meeting more formal, and normally wouldn’t be necessary in the first instance. But if you didn’t get anywhere with the first meeting then it might be a sensible next step.

If you still feel as though you’re not getting the support you need, contact Acas or Mind's legal line on 0300 466 6463.

Anoosh Chakelian is senior writer at the New Statesman.

This article first appeared in the 16 November 2009 issue of the New Statesman, Dead End