The experience she relates reminds me a hell of a lot of the way my previous job ended, which amounted to a handful of offended people uninterested in (directly) talking, and (my direct) management largely uninterested in reconciliation / facilitating. All of the problems she relates are with people who are not directly communicating with her, usually after she's directly communicating with them. Whereas, according to the story she relates, everyone who
actually engages with her likes the experience.
Over all, it paints a picture of GH where the management (and many / some employee) are not fans of directly dealing with problems, which, IMHO, speaks to people who don't do it often enough. Most of the time, when I (or others who've related stories) "turn" to directly deal with a people problem, it turns out not to be much of a problem at all. It's only when you try to deal indirectly, or not all, that things go south and eventually explode.
Interestingly, all of the people at my last company that I had this issue with were in the Bay Area, and I didn't have this issue with folks in other remote offices.
Over all, it paints a picture of GH where the management (and many / some employee) are not fans of directly dealing with problems, which, IMHO, speaks to people who don't do it often enough. Most of the time, when I (or others who've related stories) "turn" to directly deal with a people problem, it turns out not to be much of a problem at all. It's only when you try to deal indirectly, or not all, that things go south and eventually explode.
Interestingly, all of the people at my last company that I had this issue with were in the Bay Area, and I didn't have this issue with folks in other remote offices.