Impacts through the projects run by Manitoba Hydro

Manitoba Hydro project

Manitoba Hydro refers to a Crown Company located in Manitoba, serving as the primary energy corporation in the province governed by the Manitoba Hydro-Electric board. The mostly approach adopted by the region regarding energy has been dependent on establishing projects of hydro-electric such as stations and building dams. The majority of these projects are built right in the land occupied by indigenous people, thereby incredibly affecting the way of life of the indigenous community.

The aboriginal people comprise typically individuals who may have long-claim of the land which they are occupying. The kind of damage that is inflicted on the territory of indigenous individuals is a crucial thing that they have presented it as a significant disappointment. The impacts that are due to the projects by Manitoba Hydro have mostly been wide-ranging and adverse historically as they include effects like environmental damage, interruption of social life, physical health problems, dislocation, and issues of mental health like community trauma. This paper will provide an analysis of these impacts through the projects run by Manitoba Hydro to aboriginal people.

The Grand Rapids project of building a generating station is an example of a project of Manitoba Hydro, which helps in the understanding of the impacts of Manitoba Hydro on aboriginal individuals. The project began with a construction of a dam that changed Cedar Lake. Since the lake assumed the form of being a giant reservoir, it led to the relocation of aboriginal Chemawawin Cree as they were moved away from the area. The dislocated indigenous individuals settled in a new place created at Easterville. The community became greatly affected by the relocation.

It is essential to, first of all, understand how the internal culture of Manitoba Hydro influences its process of decision-making and how leaders influence changes. Manitoba Hydro uses leadership in bringing change to the corporation. Manitoba Hydro recognizes the notion that change involving the organization is constant. Therefore, the corporation insists that leading change means the most critical burdens of the command from its leaders. Manitoba Hydro leads organization change by always beginning with an inevitable transformation of mindset since the corporation requires puling time, resources, budget from an essential sector for investing. The Manitoba Corporation is involved in efforts to invest in the development of its leadership (Loney, 1995). This is possible following the utilization of information, which would create programs that are accountable as they remain designed explicitly for meeting specific needs. Therefore, responsible leaders are running Manitoba Hydro look forward to evolving for them to actively handle the particular obstacles which are associated with leading significant changes. As a result, everyone is included on the company’s board. The company’s leadership is not effective as it fails in maintaining the trust of the company by the aboriginal individuals. This is because the leadership of the company fails in providing feedback regarding the concerns raised by the indigenous community connected to the problems they are facing due to the dislocation caused by the company’s projects.

The internal environment of Manitoba Hydro greatly influences its decision making. The corporation embraces the notion that it has to understand the need for the connection between the company and aboriginal people for it to respond to the concerns by its stakeholders correctly. The primary stakeholders are the ones who attempt and make significant influence regarding the decision making process of the corporation and its behavior. The stakeholders considerably supply specific resources and result in exercising some control over them, which is an approach that affects the decision making processes. The internal environment in Manitoba Hydro influences the process of deciding as there are set programs for development and training for leaders (Loney, 1987). All the leaders managing the internal environment are adequately trained in a manner that they can effectively embrace diversity in the process of decision making. The leaders are highly sensitive to the cultural differences as they attempt fairly treating everyone. Being well versed with workplace programs helps the leaders to become aware of unacceptable or acceptable behaviors resulting from decision making.

The first Grand Rapids came having no agreements, which made no one interested in observing the needs of the Cree community, which became devastated through the building. During 1991, a compensation package was agreed upon. However, they have not yet been given any piece of monetary compensation that would cater to the disruption of their livelihood. The agreement became signed with individuals from Grand Rapids at the times when they established a firm voice for themselves where they felt the urge to hurry the efforts involving a legal war with the Manitoba Hydro, which would slow their projects. This agreement discourages the aboriginal individuals from taking of any legal action via this clause: “The First Nation shall terminate existing legal action initiated by the First Nation against Hydro and Manitoba by way of Statement of Claim in the Court of Queen’s Bench of Manitoba, in Winnipeg, on April 29, 1980” (“Manitoba–Minnesota Transmission Project.” 2020).

The Canadian Center for Policy Alternatives led to the release of research that exposed negative information regarding the entire operation of Manitoba Hydro in Grand Rapids. These are the words extracted from report explaining the severe indictment involving the impacts which Manitoba Hydro has on Grand Rapids as it describes the mentality associated with the effects when it comes to the kind of treatment that aboriginal people received: “The mindset treats local peoples, mostly First Nations and Metis, as obstacles whose support should be purchased with the minimum possible expenditures. The mentality is not concerned about the ultimate impact both environmentally or socially but sees these in standard economic terms as ‘externalities’ to be minimized where affordable” (Kulchyski, Neckoway, & Buck, 2006).

Among the most explicable impacts were seen in the manner the society became disintegrated as well as the social life led by the aboriginal people, which resulted in the experience of community trauma. Already, people from the indigenous community were having an intact economic, social, and cultural cohesion because of extreme resources as well as the prevalent level of poverty. The impacts that are due to the projects by Manitoba Hydro have mostly been wide-ranging and adverse historically. Therefore, the effect brought by relocation is always felt by aboriginal people. Additionally, the pressure experienced from the settler community is immensely felt by individuals, and being driven away from the ancestral lands has always created a psychological impact that may lead to trauma. The kind of damage that is inflicted on the territory of aboriginal individuals is a crucial thing that they have presented it as a significant disappointment. The discovering of mercury elements from the consumed fish significantly presents a major spiritual issue. The perspective that the aboriginal individuals concerning their land were that it was considered being pure, and they were obligated to take care of it. This has changed following their dislocation, which makes them lose trust regarding nature, which is being polluted by the actions of man. The increased insecurity by the aboriginal people creates stress among individuals who contribute significantly to the behavior of alcoholism, child neglect, drug abuse, and various ways used for deviation.

Community trauma was not only created by environmental damage, food insecurity, and relocation, but it was also caused by the intimidating methods used by Manitoba Hydro when driving aboriginal people away from their land. Canadian Center for Policy Alternatives released a report which highly makes it explicit to many people about the social chaos which was developed at the time Grand Rapids Project was being created. In this period, there were numerous fights, capturing of house and harassing of aboriginal people while they were forced to evacuate (Loney, 1987). Manitoba Hydro built a hospital in Grand Rapids when the project was being implemented. The hospital practiced discrimination as it only served the Hydro’s workers and no other individual. Therefore, the unfairness of the non-workers in Manitoba Hydro shows a way of defying the fundamental responsibilities of human rights.

In conclusion, it would be right postulating that Manitoba Hydro has an extended history that is characterized by negative impacts on aboriginal individuals. Most of the effects were felt at the time Manitoba Hydro was in its course of pursuing its projects. The significant results experienced due to the projects by Manitoba Hydro are effects like environmental damage, interruption of social life, physical health problems, dislocation, and issues of mental health like community trauma.

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