Bullying in the Workplace - Key Factors

Prepared by: Rachel Schaming

May 18, 2011

Definitions:

Repeated, health-harming mistreatment of one or more persons (the targets) by one of more perpetrators that takes one or more of the following forms: verbal abuse; or offensive conduct/behaviors (including nonverbal) which are threatening, humiliating, or intimidating; or work interference — sabotage — which prevents work from getting done. [The Workplace Bullying Institute 2011]

Repeated and persistent attempts by one person to torment, wear down, frustrate, or get a reaction from another. It is treatment which consistently provokes, pressures, frightens, intimidates or otherwise discomforts another person. [The American Psychiatric Society, 2010]

. . . “emotional abuse” characterized by “hostile, verbal and nonverbal, non-physical behaviors directed at a person(s) such that the target’s sense of him/herself as a competent person and worker is negatively affected. [US Workplace Bullying Survey, 2007]

The following information is from the book: Stop Bullying at Work — Strategies and Tools for HR and Legal Professionals [2010; Teresa A. Daniel, JD, PhD]

Typical Actions of a Workplace Bully:

· Verbal abuse (shouting, swearing, name-calling, malicious sarcasm, threats to safety)

· Behaviors/actions (public or private that are threatening, intimidating, humiliating, hostile, offensive inappropriate cruel conduct etc.)

· Abuse of authority (undeserved evaluations, denial of advancement, stealing of credit, tarnished reputation, arbitrary instructions, etc.)

· Interference with work performance (sabotage, undermining, ensuring failure, etc.)

· Destruction of workplace relationships (among co-workers, bosses or customers)

Bullying as a Process:

During the early phases of the bullying cycle, targets are typically subjected to aggressive behavior that is difficult to identify as bullying because it is often indirect and discreet. More aggressive acts occur later in the cycle. The target becomes isolated and avoided, humiliated in public by excessive criticism or by being made a laughingstock. In the end, both physical and psychological means of violence may be used by the bully.

Four stages of development have been identified as typically occurring during the bullying process:

· Aggressive behaviors — may be characterized as indirect aggression, which is difficult to recognize because of it subtlety

· Bullying — may be characterized by a stage of more direct negative behaviors — often leaving the target humiliated, ridiculed and increasingly isolated

· Stigmatization — as a result of the negative acts directed towards them, the targets become stigmatized and find it more difficult to defend themselves

· Severe trauma — at this point in the process, the target may suffer from a wide range of stress symptoms (EX: withdrawn, reluctant to communicate for fear of further criticism, increase dependence on alcohol or other substances, poor concentration etc.)

Throughout this process cycle, the bully takes advantage of his or her more powerful position to intensify the aggression in an effort to ensure that the target is seen as “the problem” by the organization. As a result, the emotion and physical health of the target is affected — often dramatically.

The final phase of the bullying process is expulsion — the point when the target actually leaves the organization — either voluntarily or involuntarily or by forced resignation — or termination of employment. The trauma of this event can, additionally, trigger post-traumatic stress disorder (PTSD). After the target has left the organization, the emotional distress and the ensuing psychosomatic illnesses frequently continue — and often intensify.

A Systemic Perspective of Workplace Bullying — A Higher-Level View:

This view allows us to step back from the problem to see a more abstract and high level understanding of the particular “pivot points” that create a workplace situation that enables individuals to misuse and abuse their power at work.

HR practitioners look at five (5) key factors that are inextricably linked. These include the following:

1. The personality of the bully (e.g. is the bully so self-interested that he or she fails to follow corporate policies, etc.?)

2. The organizational culture (“how things are done around here,” including management style, work environment, stress, ethics, organizational structure, etc.)

3. The personality of the target (e.g. is he or she a “poor performer, dependent, defiant or too aggressive, ‘weak sister’ etc.?”)

4. External factors that may impact the organization (e.g. current economic conditions, state of the industry, downsizings, potential mergers and acquisitions, etc.)

5. The triggering event that begins the bullying behavior (did the organization fail to train its people about how to manage and resolve conflict — or, did the company avoid the issue, even before being notified that a problem was developing?)

Three prevalent types of bullies:

1. Conquerors — power, control & protecting their turf

2. Performers — suffer from low self-esteem yet belittle their targets

3. Manipulators — self-interested and vindictive, often taking credit for the work of others — never taking responsibility for their own mistakes

The Target:

Research shows the target typically endures 18 to 20 months of exposure to the bullying actions before saying or doing anything.

Typical feelings and actions of the target include:

· Feeling “I caused this” — self blame

· Anticipate the work day with a sense of dread or impending doom

· Not able to relax and focus on the job

· Constant anxiety about the next “attack”

· Privately share feelings of feeling “profoundly ashamed” for being victimized and/or perceived as unable to fight back and protect themselves

· May be blamed by others in the workplace who believe the target may have done something to “deserve” the treatment

· May be dependent on the abuser — pay, promotions, performance reviews

· Almost never directly confronts their abuser for fear of retaliation

The Organization:

Within an atmosphere of fear and mistrust, other employees who witness bullying (often called the “organizational bystanders”) may experience feelings of helplessness, frustration and a lack of control as well as anger at the organization for not dealing with the bully’s behavior. They may also spend time worrying about whether they will be the bully’s next target.

Researchers have found increased symptoms of anxiety, depression and psychosomatic complaints in those who were not the actual victims of abuse. Organizational bystanders report feeling fearful, emotional exhaustion, hyper-vigilance, stress and stronger intentions to leave the organization.

Most employees understand that challenging the status quo likely involves significant risk. As a result, instead of protesting the bullying behavior, employees on the sidelines may align with the bully out of fear of reprisal and for self-protection. This weakens the possibility of the target forming supportive coalitions with fellow co-workers.

In less than 1% of research studies did workplace groups band together to confront the bully.

Responding to Workplace Bullying:

· The target files an internal complaint with HR

· HR investigates and prepares the report of facts & findings

· HR provides the target with resources for support

· HR presents the case to senior management

· Senior management confronts the bully (always with more than one person)

· Notify the bully, in writing, of the consequences for continued abusive behavior

o Document the discussion points of the meeting

· HR follows up with the complainant

Additional Organizational Actions to Take:

1. Develop an anti-bullying policy including a monitoring mechanism

2. Senior management ‘s commitment to a bully-free environment - by word and deed

3. An HR system to investigate complaints and take immediate action to correct the situation — including discipline and/or termination of the bullying person regardless of organizational position

4. Annual training to set clear expectations about acceptable behavior at work and the consequences for failing to observe the expectations — at all levels in the organization

5. Consider a company-wide anonymous survey of all employees to determine level of inappropriate behavior

It takes work and commitment to build the kind of culture where professionalism and respect are the common, “normal” behaviors and bullying is the ugly exception. It is the right thing to do — prior to legislative mandate to do so. Twenty years ago, sexual harassment was the #1 workplace issue which lead to amendments to Title VII of the Civil Rights Act. Today, the #1 issue is workplace bullying. The Healthy Workplace Act is working its way through various Congressional committees. The heart of this legislation focuses on workplace respect and civility.