Ann Lydon moved, her choice, from the security of a permanent job  with pension seniority and a morbid dysfunctional management to agency work and survived. Here are some ingredients of that shift.
 
Management desperate to hang on to its seductive role as benefactor on whom its dependants depend asked how she would manage? 

Such management sees loyalty as being due to itself and has no idea  
of the commitment to and the emotional feedback from residents that the carer enjoys where ever she works. 

Such management cannot realise the whole system is diminished by  
losing a committed carer with the worry stress and fretting, anxiety  
and argument, the aches and pains and psychosomatic illness which residents will suffer and unwittingly unload on to the system; which burden cannot, or dare not be identified or understood.  

Non identifiable staff sickness and wasteage and willing commitment are casualties of morbid management but there are, as it often said, plenty of job applicants when ever a vacancy is advertised.
 
A morbid management cannot see that its own nitpicking attitude is more debilitating to a carer than the work itself.
 
Yet leaving an apparently secure job is stressful, like leaving home  
and family, like weaning oneself and going into adolescence; for this move to make sense we need real friends. 
 
A morbid and dysfunctional management see staff and clients as 
within their sphere of influence, to be sorted out, a responsibility or 
an asset or a liability to be ridiculed, criticised, abused manipulated, bullied, blackmailed, trivialised, organised, confused and kept in our place with rumours, lies, half truths and management proceedures. 

Such management is self perpetuating, appointing supervisory staff made in its own image whose commitment is to management rather than to the quality of service delivered to residents. 

Features of working in such an environment include being subject to 

1. a management driven by received wisdom 

2. overwhelming inhibitory fear experienced by staff and residents 

3. looking for preferrment by fawning over the chief executive. 

4. management expectation of getting more for no more, of squeezing the lemon until it is dry and runs out screaming, or lies down to die. 
 
Residents only access to reality is through their body contact with shop floor staff; reciprocally carers realise the potential of their fundamental needs through their constant encounter with residents.
 
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Going freelance we become responsible and bring greater willing commitment to the work itself as we realise the potential of our fundamental needs in new dimensions; so we enhance our sense  
of purpose and self esteem. 

Going freelance we escape the apparent security and the phoney management benefaction and promise of greater things, but it is stressful so look before you leap.  
 
Ann will search until she finds a full time job in which she can make  
a proper contribution as a craftsman without the morbid notion that  
to do so she must be part of the management chain of command.  

In such a situation we can come clean and are free to respond as we deem we can best realise the potential of our fundamental needs;  
else we are inhibited, emotionally constipated.