Prudence L. Gourguechon, MD, is a clinical Psychiatrist and Psychoanalyst with over 35 years of in-depth experience diagnosing and treating patients with Trauma, Depression, and Anxiety Disorders. She is a nationally known leader and educator in the field and is frequently sought out by the media as an expert commentator on human behavior.
Dr. Gourguechon is Yale and Michigan-educated and Northwestern-trained. She is Past President of the American Psychoanalytic Association, former Northwestern Faculty, and former Dean of the Chicago Psychoanalytic Institute. Dr. Gourguechon has clinical expertise in trauma, post-traumatic stress disorder, moral injury and other types of emotional injury, and psychological damage due to trauma, discrimination, accidents, abuse (including the effect of childhood abuse in adulthood) and harassment.
Litigation Support - Dr. Gourguechon has over 10 years of experience as an expert witness and independent medical examiner, and has worked with both plaintiff and defense attorneys. As an expert in the Psychology of Leadership and Decision Making , she is interested in the conditions leading to and the consequences of executive malfeasance, or “Leadership Malpractice,” and its effects on victims and survivors, a particular kind of emotional damage known in psychiatry as “moral injury.”
Leadership malpractice is one way of describing the neglect by institutional bystanders who fail to act and protect when informed of abuse by their employees. The ideal client for her expertise is an individual who was subject to sexual abuse by a doctor or coach within the context of an institution that failed in its duty to protect, or covered up the abuse.
Leaders are entrusted with the fate of their stakeholders, their enterprises, their nations. Yet the process of choosing leaders, whether its by search committees, boards or voters rarely looks at the essential character traits and cognitive capacities that all effective and ethical leaders must have. This slim but sophisticated volume provides a unique model and practical tools for assessing leader capability, based on a five-point model of fundamental competence: empathy, self-discipline, trust, critical thinking and self-awareness. Without these five capacities, or at least sharp awareness of their deficiencies, no leader can build a strong and effective organization, secure loyalty and communicate effectively.
Smart investors need to know about inevitable psychological and emotional forces that will affect their decision making. This book helps investors understand the lesser known phenomena of regression and disavowal and how to stop them from leading to critical errors, why they will inevitably make mistakes, the importance of self-awareness and how to deal with anxiety.
Human Resource Business Performance Expert Witness RPG
Rose Porterfield Group (RPG) has over 30 years of experience providing Business Performance and Human Resource services. As experts in human behavior, we provide litigation support strategy and testimony for attorneys and corporations. Offering unbiased, detailed, and objective expert opinion on all aspects of human behavior in the workplace, we can help determine the facts, motivations, and human factors involved in the case. Forensic and Expert Testimony Cases Include:
Robyn W. Porterfield, PhD - Managing Principal at RPG, spent over ten years in sales and marketing prior to completing her PhD in Industrial Psychology. While completing her PhD, Dr. Porterfield served as Director of Client Services for a Texas-based on-line psychological testing firm, consulting to management on such issues as individual and team fit, conflict resolution, hiring, coaching, and management succession planning. As a consultant,
Dr. Porterfield has assessed executives in such diverse industries as financial management, food service, telecommunications and retail. For five years Robyn and Bob co-wrote a column for the Dallas Business Journal titled, C-Level Coach. Robyn is also a professional mediator and currently mediates for Dispute Resolution Services of Tarrant County, Texas.
Robert G. Rose, PhD, Principal at RPG, received his PhD from Florida State University. Since 1976 he has served as consultant to organizations in virtually every industry including health care, retail, IT services, manufacturing, construction, aviation, and many others. In his over 30 years as a consultant,
Dr. Rose has encountered virtually every problem that an organization can experience, and has seen that good teamwork - from hiring to development - always benefits both the individual and the company. Bob is the author of numerous articles on communication, crisis handling, and conceptualizing purpose and culture within organizations, and his books on consulting are required reading by major corporations.
In this article we are speaking primarily to men in business management roles. We are not saying you are a harasser. On the contrary, we’re aware that more than likely, you are not a harasser, but your position and gender put you in the position to come across as one
As an employment attorney, or perhaps as General Counsel for your organization, you have probably been fielding more and more questions about bullying in the workplace-we certainly have. While bullying isn't illegal - yet - you also probably know that it costs a lot in terms of its effect on production. Plus, you know it's not right-not really. So, what's the right approach? Our rule of thumb is not to overact to simple, appropriate work behavior, but you also can't put up with bullying either. We'll share some examples from our practice; see if any of these sound familiar.
If you are the CEO or General Counsel of your company, you should be preparing for a new challenge. The gaining momentum of the #metoo movement means there will likely be an increase in sexual harassment complaints. Raghu and Suriani certainly think it's already happening (#METOOWHATNEXT: Strengthening workplace sexual harassment protection and accountability, nwlc.org, 2017.), and our clients are certainly calling us more often to investigate claims. To better prepare, here are some suggestions we urge you to consider.
Let's say you have Bill who is a good guy in many ways but he can be a grouch. He is particularly likely to nag the young female accounting staff for inquiring about his expense reports. He looms over them and talks loudly sometimes shaking his finger, and using occasional mild profanity. You've talked to him and he always gives a half-hearted sheepish apology - and then does it again the following month.
Almost all of us have been to the yearly company football game, company barbeque, or happy hour. Organizations often think these events create closeness, trust, a sense of "teamwork", or even a sense of family. We love a good burger and a beer as much as anyone but in our experience the injuries, harassment and other complaints that can come from company social events may cause problems for employers. And we find that the defense that the events were "voluntary" may not hold up.