The Toxic Culture of Power: A Medical College in Crisis
What happens when a prestigious institution, tasked with shaping the future of healthcare, becomes mired in its own dysfunction? The recent suspension of Dr. Sharmila Chandran, president-elect of the Royal Australasian College of Physicians (RACP), is more than just a leadership scandal—it’s a stark reminder of how power struggles can erode trust, compromise safety, and overshadow an organization’s mission. Personally, I think this story is a microcosm of a broader issue: the toxic culture that often festers in institutions where accountability is weak and egos run unchecked.
A Leadership Limbo with High Stakes
The RACP, representing over 32,000 physicians across Australia and New Zealand, is no ordinary organization. Its members pay thousands in annual fees, and its role in accrediting specialists is critical to the healthcare system. Yet, the college now finds itself in leadership limbo after Chandran’s suspension. What makes this particularly fascinating is the timing—Chandran was set to take over as president and board chair just weeks from now. Instead, she’s been sidelined over allegations of breaching workplace health and safety directives.
From my perspective, this isn’t just about one individual’s actions. It’s about a systemic failure of governance. SafeWork NSW’s prohibition notice, which Chandran allegedly ignored, highlights a deeper issue: the psychological toll of toxic workplace dynamics. The fact that staff were deemed at “immediate and serious risk” to their mental health is a damning indictment of the RACP’s internal culture. What many people don’t realize is that such environments don’t emerge overnight—they’re the result of years of unchecked behavior and a lack of accountability.
The Infighting That Shook a College
The conflict between Chandran and outgoing president Dr. Jennifer Martin is a case study in how personal disputes can hijack an organization’s purpose. Martin’s push to separate the roles of president and board chair—a move aligned with other medical colleges—was met with resistance from Chandran. This disagreement escalated into a full-blown power struggle, culminating in a tumultuous April vote where Chandran’s husband called the police. If you take a step back and think about it, this isn’t just petty infighting—it’s a symptom of a leadership vacuum where personal agendas trump collective responsibility.
One thing that immediately stands out is the role of the Australian Charities and Not-for-profits Commission (ACNC) in this saga. The regulator’s decision to suspend Chandran is unprecedented, but it’s also a necessary intervention. The ACNC’s statement that Chandran’s actions exposed staff to psychological risks underscores the gravity of the situation. In my opinion, this should serve as a wake-up call for other organizations: when leaders prioritize their own interests over the well-being of their teams, regulators will step in.
A Culture of Fear and Retaliation
What this really suggests is that the RACP’s problems go beyond individual leaders. Last August, the board passed a vote of no confidence in Chandran, accusing her of fostering a “toxic culture.” Her response? Lodging an anti-bullying order against Martin and the RACP, which she later dropped, claiming the system was unfair. A detail that I find especially interesting is her comment that “Fair Work isn’t very fair”—it hints at a deeper frustration with systemic issues, but it also deflects from her own role in the chaos.
The broader implication here is that toxic cultures often thrive in environments where accountability is blurred. The RACP’s failure to “adequately manage the risk of harmful behavior” isn’t just a regulatory breach—it’s a moral one. For an organization tasked with training the next generation of specialists, this is a profound betrayal of trust.
What’s Next for the RACP?
With Chandran suspended until September, the college is now under the interim leadership of Adjunct Prof Susan Pascoe, a seasoned governance expert. While this move brings stability, it’s only a temporary fix. The ACNC’s warning that further regulatory action could follow if the RACP fails to meet governance standards is a looming threat.
Personally, I think the college needs more than just a leadership change—it needs a cultural reset. The infighting, the allegations, the regulatory interventions—all of these point to a deeper malaise. If the RACP is to regain its credibility, it must address the root causes of its dysfunction. This means not just replacing leaders but rethinking how power is wielded and accountability is enforced.
A Broader Lesson for Institutions
This raises a deeper question: How many other organizations are teetering on the edge of similar crises? The RACP’s story is a cautionary tale about what happens when leadership fails to prioritize the well-being of its people. In a world where mental health is increasingly recognized as a priority, institutions cannot afford to ignore the psychological toll of toxic cultures.
From my perspective, the RACP’s crisis is a call to action for all organizations. It’s a reminder that leadership isn’t just about authority—it’s about responsibility. And when leaders fail in that responsibility, the consequences can be far-reaching.
Final Thoughts
As I reflect on this saga, one thing is clear: the RACP’s troubles are about more than just one leader or one dispute. They’re a symptom of a deeper issue—the erosion of trust and accountability in institutions. What makes this story particularly tragic is that it’s happening in an organization dedicated to healing. If the RACP can’t heal itself, what hope is there for the rest of us?
In my opinion, this crisis is an opportunity for transformation. It’s a chance for the RACP to rebuild not just its leadership but its culture. And for the rest of us, it’s a reminder that power, when misused, can destroy even the most noble of institutions. The question now is whether the RACP will rise to the challenge—or become a cautionary tale for the ages.
