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On the morning of November 14, 1991, recently fired letter carrier Thomas McIlvane entered the post office facility in Royal Oak, Michigan, walked to the area where management sits, and shot his former bosses. He killed four people, wounded four others, and then killed himself. It was not the first nor the last time a postal worker murdered his coworkers, nor was it the deadliest. But it was one of the most illustrative events of the "going postal" phenomenon.By now, Americans are all too familiar with the pattern of media coverage after a mass shooting, much more so than they were in 1991. A common feature has always been the news interviews with coworkers, neighbors, and acquaintances of the shooter in an attempt to create some kind of profile of why this person committed such an atrocity.
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As I talked to some of my coworkers about this week's edition—who doesn't love someone slacking them about 30-year-old mass shootings?—I learned not everyone knows the term "going postal" refers to actual events. In the late 80s and early 90s, a spate of shootings by disgruntled postal workers became the primary way most Americans thought of the post office. Until Columbine, any outburst of violence was framed through the lens of "going postal." But if you grew up in a post-Columbine world, "going postal" generally means "going berserk" regardless of whether a violent act took place. Gradually, it even became a joke.In the meantime, a series of investigations into the post office's workplace uncovered a culture that not only contributed to those shootings but many viewed as the main culprit. There were more than a dozen General Accounting Office (GAO) reports on labor-management relations at the post office and a full House investigation and hearings (the USPS Inspector General's office, whose reports I have frequently cited in this newsletter, wasn't created until 1996).
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On August 20, 1986, USPS employee Patrick Sherrill killed 14 co-workers and wounded six before killing himself at the Edmond, Oklahoma post office. While there had been shootings at other post offices earlier in the decade, the scale of this one—it was one of America's worst mass shootings in history at the time—brought unprecedented attention to the USPS. The Edmond shooting is widely regarded as the beginning of the "going postal" era.
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One particularly problematic division, the GAO found, was Indianapolis. After a structural reorganization which installed new management, disciplinary cases doubled. According to the GAO, there were 2,700 disciplinary actions against 4,000 workers over a two-year period, about five times the national average. But because a spot-check of these punishments were found to generally be within USPS's broad guidelines, at least technically speaking, the GAO concluded in 1990 there was "no basis for employee concerns about widespread mistreatment of employees."As a reward for his performance in Indianapolis, supervisor Dan Presilla was promoted to Postmaster in Royal Oak, Michigan.One of the managers Presilla brought with him to Royal Oak was Chris Carlisle. Through subsequent investigations, a clear portrait of Carlisle emerges as a workplace bully who used the shield of USPS disciplinary procedures to pick on subordinates. In Indianapolis, Carlisle and an employee got into a shouting match which led to Carlisle jabbing his finger into the employee's chest, attempting to provoke him into a fireable offense (an arbitrator later ruled against Carlisle and the USPS). Carlisle would "stand behind an employee and berate him or her hoping to provoke a response from this employee. If the employee then accosted Carlisle, he would discipline the employee." Carlisle was also heard telling people he didn't care if his decision to fire employees ultimately got overturned by an arbitrator, because the grievance process took so long during which time "the employee might lose his house or his family during the waiting period."
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In Royal Oak, Presilla and his crew picked up right where they left off, according to a detailed 1992 House investigation into the shooting. Local union officials noticed it immediately, telling investigators "management became especially 'authoritarian' beginning in 1990," when the management change occurred. The most egregious incident occurred when "one female carrier, who was 6 weeks pregnant, was given a Letter of Warning for falling down on the cement which resulted in her losing the baby." It was apparently not the only time a worker accidentally injured themselves on the job only to receive a formal reprimand.Upper management received complaints about Royal Oak, but they didn't do anything. One theory was because Royal Oak was hitting its numbers. In the USPS, managers are not given dollar budgets, but work-hour budgets. In 1991, Royal Oak was 1.4 percent below its work-hour budget (nationally, the USPS was .4 percent above budget). They were hitting these numbers, investigators later found, by intimidating workers and gutting service, reducing the number of window hours at the post office and rushing workers to deliver mail faster, leading to more errors and undelivered mail. Many of the complaints the USPS received about Royal Oak were not from workers, but from customers complaining about the deteriorating service. Nevertheless, it was only after new management came in did these trends change.
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The bullying by Royal Oak management very much included the eventual shooter, McIlvane. It's impossible to say with any certainty what the exact relationship between McIlvane and management was like (partly because USPS re-used Carlisle's work computer and wiped all the files rather than preserving it as evidence). The House report includes hundreds of pages of exhibits including official grievances, rulings, witness statements, and arbitrator findings in the year leading up to the shooting. Several managers attest to McIlvane's crude and abusive language, including calling his female manager a "cunt" and "bitch" and Carlisle an "asshole." In one incident, he allegedly reversed his vehicle aggressively towards his managers, although the record is unclear—and one-sided—about why he did this. There are 21 documented cases of McIlvane threatening to kill his managers after the termination process began.
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In the second part of this series, we'll dive into what has changed since then, and the legacy of "going postal." Again, if you work for the post office and have thoughts for the second part after reading this issue, email me. I'd love to hear from you.