My name is Frank Duncan and I am a white male. During my nearly eighteen years working for a major state university I have terminated (fired) literally hundreds, maybe more than a thousand individuals. The vast majority of these terminations were admittedly from temporary staffing companies. I also terminated dozens of regular (formerly noted as permanent) employees and scores more of in house temporaries and term employees. There is nothing fun about the termination process. It is intense, personal, and in many cases truly in your face. In numerous instances temporaries are in desperate situations. If they lose the job they may be evicted from their weekly rented efficiency apartment. They may owe people. They may have an upcoming appointment with their parole officer and really need this job. Their wife/girlfriend has given him one last chance. They owe child support. Their car is broke down. And so it goes.

I have literally had grown men beg to keep their job. Others have actually cried. I have been cussed, insulted, and called a variety of names. While most regular employees were in much better financial positions than the temporaries, the termination event was almost universally emotional. Early in my conduction of terminations I was admittedly nervous and insecure in my inexperience. I hid behind my position and justified my actions as doing the right thing for the university (the Man). I had to distance my own feelings, concerns and compassion from my actions. That said, I must now admit to having become hard, cold and unfeeling.

I have decided to write this book discussing how the average worker can help protect him or herself from the “Man”. It is important for everyone to understand that there are only two kinds of workers: those who have been victims of capricious policies and erratic supervisors and those who will be. In the pages that follow I intend to share my experience to the advantage of the average worker. Please understand that I am not encouraging anyone to start a problem. But I have seen good people misused and abused by the system.

Now we have explored the functional structure of an organization. We have realized the organization is an assembly of individuals. We have shown that the individuals operate under different goals than those of the organization. We have shown that despite the structure and whatever the stated commitment to operating in an enlightened atmosphere that respects and empowers the worker; a single dysfunctional supervisor can totally undermine any chance at creating such an atmosphere. We realize that the scope of dysfunction may range from general incompetence to overt prejudice or even unwanted physical contact. We have demonstrated that organizations go to great lengths for self-preservation. We have discussed how the self-preservation process is a like a collusive secret cult. If the cult sees the employee (victim) as a challenge to their safety then it will start looking for a sacrifice. On one level this may be an impersonal game. Do nothing-by the numbers- case closed. But the strength of the employee’s case, how long the matter is not settled, and the number of people involved may make the matter personal by challenging the integrity, honesty, and commitment of the system. When a case must be reviewed by H.R.: the supervisor may be subject to H.R. hardening their position to – a good supervisor knows how to get the best from his/her workers. Meaning the current case reflects negatively on the supervisors ability. Likewise senior management may become disenchanted with individual’s with-in H.R. when they can’t make a situation go away. We have discussed how racism, preference, and prejudice may be disguised and even woven into the fabric of openness, and the celebration of diversity. We have painstakingly explored the major functions of the system and how these functions are supposed to work and where they fail. We have established that most employees are really just victims and that as victims they generally have two choices. They can endure the inequity and mistreatment or they can quit. With this understanding we can now get into the nuts and bolts of Messing With The MAN.

I have said it before and I say it again: as an employee you are either a victim or a potential victim. This is true whether you are at the lowest level or the highest. Certainly the higher the position the more sacrificial layers are available for protection. But preservation of the organization will not be denied! It is my sincere hope that everyone who has read this far understands this fact. And then from whatever position you currently find yourself in you prepare to protect yourself from the inevitable role of victim that you are almost certain to find yourself in at some point during your career. This is true if you are a current victim working for a racial tyrant in the most menial position in the organization, it is true if you are established- respected long term employee with a wonderful boss- it is true if you are a golden child, or a raising star and heir apparent. It is true if you are the president, if you are a racial tyrant of a supervisor, and even if you are a master player. The bottom-line is that everyone is vulnerable.

Despite your current situation, opportunities that may have passed, fear, your background or education, or anything else- you are the only one that will actively take steps to protect you. The safety of your career and livelihood are in your hands. You cannot count on, believe in, or trust the people that the institution is paying to “protect” you. In fact you should consider yourself isolated and surrounded. Your friends and coworkers will not be there for you. Think about it. Have you stood up when one of your coworkers was mistreated? Think about it. You are alone. The time to start is now!