She was arrested and spent 49 days in jail before being granted bai
Tamara Lich’s imprisonment highlights how stakeholder power and legitimacy can shift when activism crosses into perceived disruption, challenging governance boundaries between civil liberty and public order. Her case underscores the need for leaders to manage high-salience stakeholders through dialogue and transparency before conflict escalates into legal or ethical crises.
In response to the imposition of a vaccine mandate on cross-border truckers, a large group of truckers from across Canadaconverged on Ottawa to protest the vaccine mandate and, moregenerally, COVID measures. The convoy that started on January22, attracted thousands of people that occupied the downtowncore streets opposite the Parliament buildings. The convoy protestreceived significant media coverage around the world andbecame an important symbol of resistance to COVID measures inCanada and in many other countries.
This event illustrates how a single stakeholder group, when feeling unheard, can evolve into a powerful collective actor influencing national policy and public perception. It reminds leaders that in stakeholder management, silenced voices don’t disappear; they organize, and effective governance must engage early, transparently, and empathetically to prevent polarization.
Some mainstream media appeared to go out of their way to belittle or shame those opposed to the measures,or to suppress/not report on studies or evidence that contradicted the mainstream narrative. For example,on August 26, 2021, the Toronto Star, one of the major newspapers in Ontario, included the followingcontroversial quote from social media on their front page: “I have no empathy for the wilfully unvaccinated.Let them die.
This passage reveals how stakeholder influence can lead to bias when power and visibility overshadow ethical responsibility. The media, an essential stakeholder in any governance ecosystem, holds the power to shape narratives and public opinion; however, with that power comes a duty to uphold fairness, empathy, and transparency. When media discourse becomes punitive or moralizing, it silences legitimate concerns and narrows the scope of democratic dialogue. In stakeholder management, a balanced approach recognizes that even dissenting groups deserve representation and respect. Excluding or shaming them undermines both legitimacy and trust: two pillars of ethical governance. From my perspective, governance must never frame disagreement as defiance. Instead, it should protect freedom of choice and expression as part of the stakeholder landscape, ensuring that communication, even when tense, remains grounded in dignity and respect.
The student trustee, Tabarak Al-Delaimi noted that her brother has autism spectrum disorder and is “non-verbal,” and so the way he communicates, makes sense of the world around him and understands histeachers is through their facial expressions and through reading their faces”, and so special needs studentsand educators know that masking is a problem, and thus is a mask exemption in these cases fair? Samson’sresponse was to “turn it around” and simply repeat that because some people cannot wear masks, anybodywho can should wear a mask.
This passage touched me deeply because it reminds us that behind every policy are individuals with unique needs that can easily be overlooked. In stakeholder management, we often focus on groups with high power or urgency; however, this scenario reminds us that legitimacy and vulnerability also demand attention. Students with special needs are stakeholders whose voices are seldom heard directly; yet, the consequences of decisions profoundly affect them. Mitchell et al.’s salience theory encourages managers and leaders to evaluate who matters, and this must include those who may lack voice but not value. In governance, sensitivity toward small or marginalized groups is not an act of charity; it’s a matter of justice and ethical accountability. When decisions involve health, accessibility, or education, equity necessitates more nuanced solutions than one-size-fits-all approaches. Effective governance notices the quiet stakeholders, those whose well-being depends on thoughtful exemptions, flexibility, and empathy.
I really do not want to start evicting people from this meeting but if you insist on causing a ruckusI will have to. Please keep you voices down while people are speaking.”
Reading this moment, I felt both the weight and vulnerability of leadership. When emotions take over reason, leaders must carry not only the decision but also the temperature of the room. Chair Evans’s calm firmness demonstrates how emotional intelligence can become a governance tool. It’s not about silencing opposition but protecting the integrity of the process. In any stakeholder environment, whether a public board or a community meeting, trust grows when leaders manage disagreement with empathy and restraint. I’ve seen how a composed tone, a deep breath, or even a respectful pause can shift an entire discussion. In crisis moments, the most effective authority is not control; it’s a steady presence.
The key trustees in favour of the mask mandates were Dr. Nili Kaplan-Myrth, Lyra Evans (the Chair) andJustine Bell. The opposition was led by trustees Donna Blackburn and Lynn Scott, and student trusteesTabarak Al-Delaimi and Antong Hou
From experience, I’ve learned that the goal of governance isn’t perfect agreement; it is a shared understanding. When people feel their perspective has been heard, they become more open to compromise. Even during polarized moments, creating structured space for every stakeholder builds trust that lasts long after the vote is done.
Both student trustees voted against the motion(their votes do not count).
This small detail says a great deal about inclusion. Student voices were heard but not counted. In stakeholder terms, they had legitimacy but no power. I’ve seen similar imbalances, with younger or less experienced members being invited for diversity optics rather than genuine influence. Meaningful participation means ensuring that every voice has weight in shaping outcomes, not just being present in the room.
he meeting restarted without the audience, as the audience was escorted out of the room under a policepresence
When governance collapses into shouting, it’s a sign that the process has lost legitimacy. I recall that, in our school’s committee, before reaching a consensus on the mask policy, we first agreed on the rules of discussion: respect, turn-taking, and focusing on shared goals (protecting students). Once stakeholders feel respected, they are more likely to listen. It’s never just about the decision; it’s about how it is made.
Many members of the audience were skeptical of the arguments made by these delegations. The claim ofno harm was in contradiction to the lived experience described by the parents—as such, these parents feltgaslighted by the “experts.”
This passage captures a deep clash of epistemic worlds: lived experience versus data. As someone who worked on decisions where evidence confronted beliefs, I’ve learned that truth doesn’t speak for itself; it must be translated. Stakeholder management here means listening with empathy, not superiority. It’s not about who is right, but about how to rebuild trust across different forms of “knowing.”
While the lockdown measuresthat were announced on March 17, 2020 in Ontario were marketed as intended to last for only a few weeks,most of the measures remained in place for more than 10 weeks.
Promises that stretch beyond their limits create long-term distrust. In any governance structure, whether a school, a regulatory body, or a government, credibility is fragile. Once people feel deceived, they stop listening, even when the science is solid. In stakeholder terms, legitimacy erodes faster than it can be rebuilt. I’ve seen how transparency, even about uncertainty, is the only way to maintain engagement in times of crisis.
The wearing or the refraining fromwearing of masks was an indicator of how the Trustees were going to vote on the Motion.
It's striking how a simple public health tool turned into a symbol of identity. During the COVID-19 pandemic, I observed the same polarization within my kids' Catholic French school committee in Lebanon. Masks weren't just medical; they represented belief, trust, and even belonging. In moments like this, stakeholder management becomes emotional negotiation. It is crucial to understand that each position is rooted in fairness, religious beliefs, and personal values. I learned that leadership in polarized spaces isn't about convincing; it's about creating space for dialogue without judgment.