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Subject: Re: Levine - Responsibility of Management
From: Kiwi <[log in to unmask]>
Reply-To:Kiwi <[log in to unmask]>
Date:Wed, 6 Dec 2017 18:01:10 -0500

text/plain (51 lines)

Perhaps times to move on from the close focus on Mr. Levine and to discuss 
the responsibility of the Met management / board in either turning a blind 
eye or in picking up the pieces behind the conductor over a period that 
appears to span decades.

Do any of us believe that Peter Gelb and the current board were surprised 
when Levine's life choices became public knowledge?  And what does that say 
about Met Management that they allowed him to continue in spite of the 
potential harm he might cause both the victims and the institution?

What responsibility does a business have in such a case?

-----Original Message----- 
From: Brian T
Sent: Wednesday, December 06, 2017 5:04 PM
To: [log in to unmask]
Subject: Re: Levine

I don't think everything has been said, because this is not over.  I 
remarked earlier he still has not apologized publicly to the victims and 
their families.

And there is also more to come on this story.  If it's true he paid over a 
period of time $50,000 to the original victim who filed the police report, 
so how can a person who has psychological damage from being a child prodigy, 
come up with that kind of plan?  Unless he had help.  Either from the Met's 
coffers and/or from close friends?  But surely, that implicates them in all 
this.  Which means down the road, there will be lawsuits/criminal charges, 
etc.  So no, this story is not ended.

And if the Met knew about this all that time ago, why didn't they send Mr. 
Levine for psychological counselling etc. if he couldn't figure out he need 
it himself.  They didn't probably because he was too important at that time 
for the Met, for the orchestra, the singers, the box office.  Any 
psychological counselling could have taken him away from the spotlight. 
It's a mystery-- it should have been done, but it wasn't.   There are more 
stories to come from inside the Met.

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