Janet Damiro’s Misstep Was Not a Crime—But It Was Still Wrong: A Call for Proportion, Not Punishment -By John Egbeazien Oshodi

The dismissal of Janet Olufunke Damiro, a 71-year-old Nigerian-born cleaner from the London School of Economics (LSE), has triggered a wave of international sympathy. Social media hashtags such as #JusticeForJanet and #RespectElderWorkers have framed her as a victim of institutional injustice, a hardworking woman discarded without compassion. As a psychologist who studies the intersection of ethics, behavior, and organizational environments, I believe this moment deserves deep reflection—one that holds space for emotion but also asks difficult questions about responsibility.

What Really Happened?

According to a statement released by her daughter, Aina Damiro, the incident occurred in February. During the final minutes of her cleaning shift, Janet found a bracelet on the floor. Rather than handing it over to the school’s security or lost-and-found office immediately, she placed it in her personal coin purse, which she left in her locker. She later forgot about it. When authorities inquired a few days later, Janet was forthcoming. She retrieved the bracelet without resistance, explained the situation clearly, and showed no signs of dishonesty or concealment.

There’s no evidence that the bracelet was used, hidden with malicious intent, or removed from the premises. In psychological terms, this appears to be a moment of human error, shaped perhaps by routine fatigue, mental distraction, or subconscious rationalization. But even so, it was still a misstep. In structured environments like universities, staff are expected to follow protocols precisely—especially when it involves someone else’s property.

A Human Mistake—But Still a Violation

Let us be candid: Janet Damiro made a mistake. It was not theft, and there is no sign of criminal intent. But she did violate basic workplace protocol. Finding an item and keeping it—even temporarily—in one’s personal possession, without reporting it to the appropriate office, is clearly outside professional standards. This isn’t about demonizing her character; it’s about acknowledging that ethics live in the small decisions, and sometimes those small decisions matter greatly.

From a psychological viewpoint, this wasn’t a malicious act—it was likely the result of ethical fading, where people unintentionally downplay the moral significance of their behavior in everyday settings. Still, in a professional context, such moments have consequences.

Was Dismissal the Only Option?

This brings us to the core question: Was dismissal necessary or proportionate? The answer is far from clear-cut. And here’s an important point to recognize:

We don’t know the full extent of her disciplinary history, if any, which limits our assessment.

But based on what has been made public, a suspension—possibly paired with counseling or ethics re-training—would have been a more balanced response. It would have acknowledged the mistake without erasing the years of loyalty and labor she gave to the institution.

Outright dismissal, especially for a woman of her age, with apparent long-standing service, sends a message that institutions are more interested in swift punishment than thoughtful resolution. It suggests a lack of emotional intelligence in policy enforcement—a failure to balance the values of accountability and compassion.

The Institutional Lens: Power and Disposability

The Damiro case also opens broader questions about how institutions treat their most vulnerable workers. Would this same punishment have applied to a professor, administrator, or mid-level manager who made a similar mistake? Or does it reflect a pattern in which low-wage, immigrant, elderly staff are easier to discard because they lack visibility, status, or union power?

This case seems to reflect what many describe as “quiet injustice”—the kind that doesn’t make front-page headlines until someone speaks up. These are the moments when individuals who give decades of quiet, underappreciated service are cast aside not because they can’t improve—but because it’s easier to remove them than to support them.

The Psychological View: Why Mistakes Like This Happen

In psychology, we understand that such lapses can be tied to what’s called “bounded ethicality”—where well-meaning individuals make poor decisions not because they are bad, but because their moral attention narrows under stress, routine, or perceived insignificance. In Janet’s case, her role, likely marked by repetition and invisibility, may have dulled her awareness of the broader ethical consequences. That’s not an excuse—it’s an explanation. And understanding the psychology behind such behavior is crucial if institutions truly want to be just and corrective, not merely punitive.

Final Thoughts: We Can Hold Accountability and Compassion Together

Janet Damiro made a mistake. But that mistake did not warrant the harshest possible consequence. She did not lie, she did not hide, and she did not run. She cooperated fully. Yet instead of being given a second chance, she was shown the door.

This case must push institutions to rethink how they respond to error—especially when it comes from people who have given years of quiet service. Compassion and accountability are not opposites. They must coexist if justice is to have meaning in a human-centered workplace.

Let us demand fairness. Let us call for discipline that heals, not just punishes. And let us remind every institution: you are only as ethical as the way you treat those with the least power.

#FairDiscipline

#RestoreNotErase

Psychologist John Egbeazien Oshodi

Professor John Egbeazien Oshodi is an American psychologist, educator, and author specializing in forensic, legal, and clinical psychology, cross-cultural psychology, police and prison sciences, and community justice. Born in Uromi, Edo State, Nigeria, he is the son of a 37-year veteran of the Nigeria Police Force—an experience that shaped his enduring commitment to justice, security, and psychological reform.

A pioneer in the field, he introduced state-of-the-art forensic psychology to Nigeria in 2011 through the National Universities Commission and Nasarawa State University, where he served as Associate Professor in the Department of Psychology. His contributions extend beyond academia through the Oshodi Foundation and the Center for Psychological and Forensic Services, advancing mental health, behavioral reform, and institutional transformation.

Professor Oshodi has held faculty positions at Florida Memorial University, Florida International University, Broward College, where he also served as Assistant Professor and Interim Associate Dean, Nova Southeastern University, and Lynn University. He is currently a contributing faculty member at Walden University and a virtual professor with Weldios University and ISCOM University.

In the United States, he serves as a government consultant in forensic-clinical psychology, offering expertise in mental health, behavioral analysis, and institutional evaluation. He is also the founder of Psychoafricalysis, a theoretical framework that integrates African sociocultural dynamics into modern psychology.

A proud Black Republican, Professor Oshodi advocates for individual empowerment, ethical leadership, and institutional integrity. His work focuses on promoting functional governance and sustainable development across Africa.