It is no secret I am on several prescription medications. I take these under strict medical advice, and three of these prescriptions regard mental health improvements. However, my prescription reasons were subtly shifted because Phoenix’s last two primary care providers did not listen to the patient. Since the El Paso primary care physicians appear to be utterly incapable of even attempting to listen, I have now been without a mental health prescription for an entire week. This is called bureaucratic cold-turkey prescription stoppage!
Not the first time this has happened, especially for this particular medication, a serotonin blocker. Here’s the rub, the physical and mental withdrawal symptoms of cold turkeying the drug; includes, but is not limited to, the following symptoms, of which I have ALL of the problems!
-
-
- Nightmares
- Suicidal Ideation/Thoughts/Visions
- Headaches
- Heart Palpitations, radiating chest pain
- Anxiety
- Depressions
- Mood Swings
- Irritability
- Tinglings and Prickling sensations of the skin
- “Brain Saps”/”Brain Shivers”/Spaced-Out Zombie Spells
- Fatigue
- Dry Mouth
- Insomnia and Sleepiness – Which is a major whiplash feeling!
- Pain and neurological events in every part of my body!
- … and more… Much… Much… More!
-
I have been without this medication due to bureaucratic stupidity for several days in the past due to pharmacy issues. But, this is now the longest I have been without this medication since getting prescribed this medication. I wish, like anything, I had known some of these withdrawal symptoms before I went to the ER earlier this week for pain and neurological problems; I would have raised the refill issues as part of the ER visit. I went online looking for other people’s experiences; I want some medical advice before continuing this medication!!!
I am a root cause kind of person; why do I bring this up? I have had three primary care providers since arriving in the El Paso VAHCS in May 2021. None of them have gotten any of the medications correct due to a blatant refusal to LISTEN to the patient with the INTENT to understand! Nurses with VA-provided primary care providers are expected to communicate with patients between 24 and 72 hours post any ER visit. Since moving to Las Cruces, I have visited the ER twice and have not spoken to the nurse yet!
I have initiated the conversation with the nurse through phone and secure messaging, and the nurse has refused to engage. Through secure messaging, I am advised, “Secure messaging is not the place to triage a patient, and no question can be answered as this requires triage of a patient.” No direct phone contact is possible with the clinic. One must call, get routed to a call center, leave a message, and then hope the clinic calls you back sometime before you die! Don’t forget; I am the same patient told, “The clinic will not see you in person because you “WILL NOT” wear a mask.” Completely refusing to understand, accept, and believe that I cannot wear a mask due to medically documented (by the VA medical providers, which medical records they possess) reasons. Best of all, the veteran is then sent letters and marketing materials urging the veteran to use secure messaging through “MyHealtheVet as a safe and secure way to access your medical team and get your questions and concerns addressed by your PACT team!” If the VA were a mental health patient, they would have schizophrenia and at least a dual-personality.
Snide, rude, and disrespectful staff, all made possible by, supported through, and legally accepted under federal government fiat. Do you realize that the nurse not doing their job will have any number of valid and acceptable excuses, and these excuses are accepted because of designed intentional incompetence allowed under federal employment laws, regulations, and directives, established by and supported through Congressional oversight? In Disney’s “Princess Diaries 2: Royal Engagement,” Viscount Mayberry has a line,
“Your staff is incompetent and unreliable!”
The VA is incompetent and unreliable, and the victims are the veterans and their families. We are talking about dangerous drugs, forced addictions, and then the ineptitude of incompetent and irresponsible bureaucrats who refuse to do their jobs in a timely and responsible manner. But do not take my word for it. Let’s review what a watchdog organization, the Department of Veterans Affairs (VA) – Office of Inspector General (VA-OIG), has to say on this matter.
- Tracy McNeil, of Raeford, North Carolina, was sentenced to one year and one day in prison and ordered to pay $90,003 in restitution for committing wire fraud involving an elderly veteran in her care. From February 2015 to February 2017, McNeil fraudulently obtained benefits from the VA and the Office of Personnel Management by executing a power of attorney over a disabled veteran who served in the Army and worked for the US Postal Service. The investigation revealed that McNeill arranged for the victim, who had dementia, to move into her home in February 2015 and then directed the VA and OPM to deposit the veteran’s benefits into her bank account. Between April 2015 and December 2016, the VA deposited $11,151, and OPM deposited $61,318 into McNeil’s account. Further, OPM disbursed the veteran’s life insurance for $17,533 to McNeil. Financial analysis showed that most of the funds were spent on McNeill’s expenses, including rent, utilities, credit card payments, and personal purchases.
- Strock Contracting, Inc., of Cheektowaga, New York, has agreed to enter into a consent judgment with the United States for $4.7 million to resolve claims that Strock violated the False Claims Act. The United States filed an action in federal court alleging that Strock Contracting profited financially after fraudulently obtaining federal contracts intended to benefit service-disabled veterans. The United States alleged the company, which was not owned or controlled by a veteran, recruited a service-disabled veteran to create a pass-through company, known as Veterans Enterprises Company, Inc. (VECO), which the Strock Contracting its owner, Lee Strock, controlled. The company allegedly directed VECO to submit false eligibility certifications to the government, obtaining substantial profits on numerous federal contracts.
-
-
- Where are the VA Employees who should know what “fake eligibility certificates” look like?
- Where are the supervisors who should have been providing training?
- Where are the Congressional oversight teams in holding the VA accountable?
-
-
-
- William Rich, of Windsor Mill, Maryland, was arrested for allegedly obtaining more than $1 million in veterans and Social Security Administration disability benefits by falsely claiming that he had paraplegia. Allegedly, Rich misrepresented his physical condition in VA disability compensation claims, in communications with the VA, and during medical examinations in pursuit of VA disability benefits. While serving in Iraq in 2005, Rich sustained injuries that resulted in the loss of use of both lower extremities. However, approximately six weeks after his injuries, he made substantial progress toward recovery and was no longer paralyzed. Later records show the VA rated him one hundred percent disabled following an examination in 2007. The examining physician noted that he did not have access to Rich’s complete claims file, so he did not review Rich’s medical history or observe the earlier report. In 2018, the VA OIG conducted an audit of specific claims and learned of conduct by Rich inconsistent with his purported condition. Over the next two years, VA OIG special agents conducted surveillance. They observed Rich walking, going up and downstairs, entering and exiting vehicles, lifting, bending, and carrying items—all without visible limitation or assistance of a medical device, including a wheelchair [emphasis mine].
-
- OK, let me be clear, I am glad this veteran got better; I do not in any way condone theft. But, where is the VA in being culpable for FAILURE to do their job correctly?
- Will the doctor who failed to do their job be held liable for the malpractice performed?
-
- William Rich, of Windsor Mill, Maryland, was arrested for allegedly obtaining more than $1 million in veterans and Social Security Administration disability benefits by falsely claiming that he had paraplegia. Allegedly, Rich misrepresented his physical condition in VA disability compensation claims, in communications with the VA, and during medical examinations in pursuit of VA disability benefits. While serving in Iraq in 2005, Rich sustained injuries that resulted in the loss of use of both lower extremities. However, approximately six weeks after his injuries, he made substantial progress toward recovery and was no longer paralyzed. Later records show the VA rated him one hundred percent disabled following an examination in 2007. The examining physician noted that he did not have access to Rich’s complete claims file, so he did not review Rich’s medical history or observe the earlier report. In 2018, the VA OIG conducted an audit of specific claims and learned of conduct by Rich inconsistent with his purported condition. Over the next two years, VA OIG special agents conducted surveillance. They observed Rich walking, going up and downstairs, entering and exiting vehicles, lifting, bending, and carrying items—all without visible limitation or assistance of a medical device, including a wheelchair [emphasis mine].
-
- William H. Precht, of Kent, Ohio, was sentenced to 37 months imprisonment and ordered to pay $1.25 million in restitution after pleading guilty to theft of government property and participating in a bribery and kickback scheme. In October 2010, Precht registered a purported vendor, a company he controlled, as a small disadvantaged business and veteran-owned small business in the VA vendor system. He then used his VA purchase card and other employee cards to purchase over $1 million in alleged medical supplies from the vendor. In addition, from May 2015 through January 2019, he conspired with Robert A. Vitale, a medical sales representative for multiple companies that conducted business with the medical center, to devise a scheme in which Precht would receive kickbacks and other items of value in exchange for steering VA business and other monetary awards to Vitale.
- William H. Precht, of Kent, Ohio, was sentenced to 37 months imprisonment and ordered to pay $1.25 million in restitution after pleading guilty to theft of government property and participating in a bribery and kickback scheme. In October 2010, Precht registered a purported vendor, a company he controlled, as a small disadvantaged business and veteran-owned small business in the VA vendor system. He then used his VA purchase card and other employee cards to purchase over $1 million in alleged medical supplies from the vendor. In addition, from May 2015 through January 2019, he conspired with Robert A. Vitale, a medical sales representative for multiple companies that conducted business with the medical center, to devise a scheme in which Precht would receive kickbacks and other items of value in exchange for steering VA business and other monetary awards to Vitale.
Speaking of staff being “incompetent and unreliable,” did you know that the VBA is using “COVID-19” as an excuse for being backlogged in cases, AGAIN? Did you know that COVID-19 was so powerful that it caused the VA to fall 200,000+ cases behind, in an inventory of 600,000+ cases requiring decisioning, with 70,000+ needing additional review for entitlement, and needs to hire 2,000+ new employees to help correct the problem? Since the VBA continues to fail in staff training, exactly how will hiring new employees help? Honest question! With the current staff rated as incompetent and unreliable, not by me only, but by the VA-OIG who has regularly taken these issues and more to Congress asking for additional scrutiny and assistance in improving the VBA, VHA, and National Cemetery specifically and the VA collectively; what exactly can new employees do?
The VHA cannot plan construction projects and put planned maintenance into proper categories to execute maintenance tasks correctly. Congress refuses to scrutinize budgets and fiscal compliance for just maintenance of facilities. How in the world can anyone expect more when the VA cannot even hit the basics of planned maintenance tasks? I can; I do!
When the VA publishes marketing materials claiming they set standards for excellence and lead the industry, I want them to prove their competence and abilities! Right now, their failures scream louder than the voices in their own ears, and they refuse to listen to anyone, and I am not happy! You, the taxpayer, should not accept the performance of ANY government agency, including the entire legislative, judicial, and executive branches of government at the local, county, state, and federal levels, until they correct their behaviors! It is time to end the charade and put paid to this contemptible behavior and abuse!
© 2021 M. Dave Salisbury
All Rights Reserved
The images used herein were obtained in the public domain; this author holds no copyright to the images displayed.
I have several titles, want my business, know and use my titles. Pick one, and use it! How can a company claim they “know their customers” when that company cannot use the customer’s preferred name or title in addressing that customer? I have worked hard to earn a Ph.D.; I do not expect everyone to call me “Dr.,” but it sure as anything beats being called “mister” all the bloody time. Worse, I still hold several ranks and positions that come with titles. I could be addressed using them, but even with a preferred name on many company customer profiles, I get that lazy customer service representative that calls me Mr. Salisbury! Guess what company I am going to ditch at the first opportunity?
Business processes matter; honoring your word matters, displaying trust, integrity, and fulfilling a promise made all matters in the customer relationship long before the product or service is discussed. Yet, how often are these issues on shaky ground, before the ink is dry on the service contract or the receipt for goods? I have a cell phone provider I detest; I long for the day I can finally walk free of this provider and never look back. Because their customer attention is deplorable, I feel used and abused every time I interact with this company. I have the same problem with my current Internet provider. When your customer service is so deplorable, you have to climb to become terrible; there is a problem that colors, signage, marketing, and gimmicks cannot fix!
These are but three basics, fundamental points at the start of the customer relations journey. If you cannot get these three points right, the rest of the trip will be short, painful, and not fulfilling for you or your customers. Worse, the experiences will be remembered, and people have this nasty habit of not forgetting bad experiences. Why do the majority of people despise the DMV; because the majority of customers have experienced the most frustrating issues of their professional lives at the hands of the DMV agents. Governments abuse their customers, which is as bad as customer interactions get, and everyone feels betrayed when the government and bureaucrats use them.
Flexibility and Viability – Not just Terms, but Lifestyles
Erroneously called “Employee Engagement,” flexibility and viability are the continued efforts of all employees to participate in the business’ success. Appreciative inquiry is the sum of the efforts to flex and be viable in competition with other businesses, recognizing that the answers to your current problems are always found in listening to employees. Please note, you can think your business is flexible enough, but when the winds of change blow, will your business collapse or grow?
Hence, one must understand the principles of viability, flexibility, and appreciative inquiry as a lifestyle of daily choices where the leadership is engaged in and listening to employees. 
Except, the model was broken by HR, and the depth of available personnel dried up. Thus, the call center went to a universal agent model, where all agents were expected to know all the different departments and steps and act accordingly. The universal model was sold as a cost-saving measure. The employees did not like the new model as all the business processes were built on the old stepped agent model. The universal model failed, the company could not afford to return to the stepped model, and knowledge was walking out the door at an exceeding pace.
Recently this topic was raised in a town hall style meeting, and the comments from the leadership raised several concerns. It appears that employee engagement is attempting to become a “buzzword” instead of an action item, and this bothers me greatly. Worse, many people lead teams with vague ideas about what employee engagement means and then shape their own biases into the employee engagement program, making a pogrom of inanity and suffering out of a tool for benefiting and improving employee relations.
According to several online sources, the definition of employee engagement is, “Employee engagement is a fundamental concept in the effort to understand and describe, both qualitatively and quantitatively, the nature of the relationship between an organization and its employees.” If you believe this definition, you will miss the forest for the bark you are fixated upon! Employee engagement is fundamental; it is not a concept, a theory, or a buzzword. Employee engagement is a relationship between organizational leaders and the employees, but employee engagement is not about collecting qualitative or quantitative data for decision-making policy-based relationship guidance. At the most basic level, employee engagement is the impetus an employee chooses to onboard because of the motivational actions of the manager they report to.
Inactive and selective listening can be heard through phone lines, instant messaging, text messaging, and easily observed during face-to-face communication. Worse, active listening launches trust, and when faked, destroys credibility, ruining relationships. Reflective listening can only achieve mutual understanding when both parties are choosing to listen intently and with the purpose of reaching mutual understanding. The most powerful tool in an organizational leader’s toolbox for quickly rectifying employee engagement is reflectively listening.
Follow the instructions on a shampoo bottle, “Wash, Rinse, Repeat.” The appreciative inquiry model can be scaled, repeated, implemented into small or large teams, and produce motivated members who become the force to create change. Allow yourself and your team to learn, this takes time, but through building motivation for excellence, time can be captured to perform.
Employee engagement requires structural changes to the organizational design. Employee engagement is going to bring immediate change to the organization. If the leaders, directors, managers, supervisors, team leaders, etc., are not prepared for and willing to change, employee engagement will die as an unpitied sacrifice in a contemptible struggle. As a business consultant, I have witnessed the death of employee engagement, and the death is long, protracted, and disastrous to the entire business. Worse, individuals refusing to change stand out like red dots on a white cloth as employee engagement dies.
The second step in employee engagement is training the organization to accept change and failure as tools for learning, growing, and developing. A toddler learning to walk will fall more than they stay up before they can run. The same is true when initiating employee engagement. Guess what; you are going to fail; can you as an organizational leader accept failing? Are you willing to admit you failed, made a mistake, and publicly acknowledge the blame and consequences? Are you willing to allow others to accept the praise for doing the right thing? Will you as an organizational leader accept change? How you answer these questions also speaks volumes to the employees you are trying to engage. Depending upon how you individually and collectively as a team answer these leadership questions will decide if you fall back to step one or advance to step three.
Engaging with employees should be fun, it should be an enjoyable experience, and it should bring out the best in you! All because you want to see others engage, grow professionally, learn, develop, and become. Your efforts to teach engagement lead you to learn how to engage better. Seize these learning opportunities, choose to grow, but never forget to have fun. My best tool for engaging with employees, dad jokes! Really, really, really, bad dad jokes! For example, when Forrest Gump came to Amazon, what was his computer password?
In several previous professional positions, especially those in call centers, there has been considerable time spent training people to actively listen. The problem; active listening can be faked, and fake active listening is as useful as a shower without soap or shampoo. You might get wet, but you do not feel clean.
Consider the press conferences at the White House. A room is full of people who would claim they are professional listeners, who then report what is being said. Yet, how many times do you see questions asked with an agenda, personal opinions warping what is said into what they desired to hear, and then reporting what they erroneously heard to satisfy their desires politically; every single time. Hence, the problems with active listening and how active listening can be faked. Desire and attitude of service are not being applied to improve customer service focus.
Not listening is probably the largest social problem in the world today. Everywhere fake active listening is observed, along with copious amounts of observable inactive, selective, and active refusals to listen. Some of the problems in improving listening are policies and procedures that do not allow for individual adaptation or situational understanding. However, too often, the individual choices to grab power, exercise authority, and pass along inconvenience are the real problems in not listening. Harvey Mackay is reported to have said, “Easy listening is a style of music, not an attribute of communication.” Proving again that listening is a choice, a personal choice, borne from desire, bred on attitude and reflected in verbal and non-verbal patterns of communication.
DNC-Consulting 