STAGE 5: MANAGEMENT RESPONSE
A number of social events occurred.
First, there were some indications that all was not well in Head Office; Al Kupcis made a couple of very untypical mistakes. Second, Maurice Strong announced that he was reducing his workload from five days a week to one day a week for personal business reasons. This was quite a surprise, for a company in dire straits. There wasn’t any convincing reason for this, at least nothing that came down to our level, though everyone knew that Maurice Strong had major international interests and ambitions.
On September 16th, my spouse Sharon was diagnosed as having acute myologenous leukemia, in an advanced state, and life went straight downhill. We had known she had been ill for some time, but the doctors had failed to diagnose the problem, and I certainly wasn’t expecting this! "One of the worst forms of one of the worst diseases in the world" the specialist had said. We rushed Sharon into hospital and chemotherapy, but she died on October 15th. Life was a total disaster.
Fortunately Sharon had planned out our future lives for us, including buying us a puppy as a mummy substitute (phenomenal move), but even so times were extremely rough. For those interested, a family death easily outweighs warring with Management for impact. However, one can talk about deaths, whereas one can’t talk about secret wars… talking makes a big difference.
After about three weeks, I had recovered enough to know that I had two huge problems, and wanted to dump one … Hydro-gate. From my (briefly) detached perspective, it was blatantly obvious that Jim Brown was up to no good, and Management should act accordingly. I sent in a reminder. November 22, 1994
This reminder clashed with Larry Leonoff’s latest "get lost" memo, which was presented to me by Phil Wong in person. It was obvious as soon as I read the first few lines that Management had decided to ignore PII’s new evidence. documents/larry_leonoff_3_1.gif, documents/larry_leonoff_3_2.gif,
STAGE 6: POWER WORKERS UNION HELPS
