Beyond the playground final draft3 (1)
- 1. The Playground Never Ends M2 Case #3 ORGL 504 Jay Bailey, Mary Clare Coghlan, Kent Dunbar, Wendy Gray
- 2. Bullying in the Workplace Bullying has been around since people began living and working together, but it seems to be more prevalent in recent years. Does this mean there are more incidents of bullying or more ways to bully or have we ignored it over the years and are now turning the microscope on the issue? The fast pace of the workplace nowadays can create some stress and anxiety within the typical employee. When that stress and anxiety are caused by actions taken towards us by our bosses, coworkers, or others, we may be victims of workplace bullying. Economic uncertainties add to the stresses employees feel. This can add to toxic work environments where people are able to bully and where victims may be found.
- 3. Workplace Bullying Definitions “Persistent, verbal and non-verbal aggression at work that includes personal attacks, social ostracism, and a multitude of other painful messages and hostile interactions, including insulting remarks, verbal threats, humiliation, and interference with one’s works.” (Poole book- p.263) "unwanted, offensive, humiliating, undermining behavior towards an individual or groups of employees. Such persistently malicious attacks on personal or professional performance are typically unpredictable, irrational, and unfair. This abuse of power or position can cause such chronic stress and anxiety that people gradually lose belief in themselves, suffering physical ill health and mental distress as a result" (Rayners, et al., 2002, p. xi) “Workplace Bullying is repeated, health-harming mistreatment of one or more persons (the targets) by one or more perpetrators that takes one or more of the following forms: Verbal abuse, offensive conduct/behaviors (including nonverbal) which are threatening, humiliating, or intimidating, work interference — sabotage — which prevents work from getting done” (http://www.workplacebullying.org/individuals/problem/definition/) There are two consistencies of most definitions: Persistence & Interference with Work
- 4. Workplace Bullying Under the Radar
- 5. Why do People Bully? Insecurity: put others down to build themselves up Envy and Jealousy of colleagues or superiors Power Trip: Cannot resist the urge Was Bullied Before: Victim acting out Mentor was a bully: First impressions are important They don’t realize it: Consider it funny or entertaining (http://www.overcomebullying.org/why-do-people-bully-in-the-workplace.html)
- 6. Who Are Bullies? Bullies are typically individuals and in the workplace they can be your: Bosses/leaders Peers However, there are occasions when bullying behavior can turn in to “Mobbing”, whereby a group of co-workers (possibly including your boss/leaders) can bully individuals and are led by one bully.
- 7. Bullies and Leaders “The tragedy in all of this is that the bullies I've encountered could be incredible leaders — they are smart, charismatic, even alluring. When narcissism trumps the collective good, you are dealing with a bully. A bully will always try to pull you down in order to push himself up. If you find yourself with a "friend" — a colleague, a manager, or boss — who consistently tells you "you can't," take a closer look at what's in it for him or her” (Johnson, 2012, p.2). “In my experience, bullies don't storm the fortress. Instead, we fling the castle gates wide open, inviting bullies to sup with us, perhaps even to sit at the head of the table. They tend to appear full of confidence, selling themselves as some kind of savior, so we let them in” (Johnson, 2012, p.1).
- 8. Demanding Boss or Bullying Boss? Anyone can have a bad day or be a jerk at times, which is not bullying. When this behavior is consistent, ongoing or singles out one person, bullying may be happening. Managers have the right and responsibility to direct employees in how & what work is required in order to meet organizational goals. Managers are expected to evaluate employee performance in relation to the required work duties. Receiving a poor performance evaluation or not receiving a promotion/raise is not bullying, if the decision is warranted. “Tough” or “demanding” bosses are not necessarily bullies as long as they are respectful and fair and their primary motivation is to obtain the best performance by setting high yet reasonable expectations for working safely. (http://www.lni.wa.gov/Safety/Research/Files/Bullying.pdf) When abuse of power, intimidation, and terrorism have become the manager’s standard mode of operation, then bullying is taking place. Bully bosses use aggressive and unreasonable tactics. Leaders may be assertive or aggressive, but their tactics will have reason to back them up.
- 9. A Fine Line… “In business, bullies are would-be leaders who, rather than use their talent for assessing strengths and weaknesses in the service of their team and their company, instead look to construct an uncontested fiefdom. There can be a very thin line between a bully and a leader” (Johnson, 2013, p.1).
- 10. It is Not Limited to Men 60% are men, 40% female Females target other women 71% of the time Sabotage Women: 53.7% Men: 39.9% Abuse of Authority Women :50.2 % Men :is 44.7% Verbal Abuse Men: 57.5% Women: 47.1% (Dolan and Oliver, 2009, p.1)
- 11. Where Will Bullying Occur? Bullying may be more likely to occur, be ignored or tolerated in traditional organizational settings as they attempt to control employees and control information. There are many different forms of power in organizations, including sovereign (based on hierarchical position) & disciplinary (involving surveillance by supervisors). When there is an imbalance of power, abuse is more likely to occur. (Conrad & Poole, p245) Institutionalized bullying occurs when the behaviors are implicitly or explicitly condoned or encouraged. The behavior becomes a characteristic of the climate of the organization. “Mobbing” (bullying by a group of people) may be seen in these organizations. Organizations that have dysfunctional or unethical business practices may foster bullying atmosphere. Characteristics of these organizations include: overly restrictive management, capricious decision making, widespread hypocrisy in organization mission, policies and goals.
- 12. Bullying Tactics Overt Behaviors rude, foul and abusive language physical assault or coercion repeatedly threatening dismissal constant or unjustified criticism practical jokes humiliating and demanding conduct in front of other workers ridicule, sarcasm & taunts unexplained rages cyber bullying (via texts, IM, photos, emails, & social media) Covert Behaviors assigning meaningless tasks false accusations or spreading gossip confusing and contradictory instructions sabotage work performance or stealing credit for work blocking an employee's promotion overloading of work withholding information/resources setting impossible deadlines ongoing exclusion or social isolation misuse of power
- 13. Implications of Workplace Bullying Staff Lack of bullying policy sends a negative message to staff Chronic absenteeism Decline in performance and productivity Increased healthcare costs
- 14. Implications of Workplace Bullying Organization Increased HR involvement – e.g. Investigations and mediations Damage to reputation Legal fees Staff turnover Decreased staff morale Financial costs
- 15. Implications of Workplace Bullying Financial 40% loss of productivity 8-10% loss of yearly profits Increased healthcare costs Legal fees
- 16. Implications of Workplace Bullying Financial - continued Hiring costs Approximately 25 percent of targets and 20 percent of witnesses resign because of a workplace bully. Assuming an organization has 1,000 employees, if 25 percent are bullied and 15 percent of those quit as a result, their average “desk/replacement cost” is $20,000, which comes to an annual cost of $750,000. Add to those figures two witnesses per bullied employee, with 20 percent of affected employees quitting, and that analysis quickly subtracts $1.2 million from the bottom line. Thus, a single work-place bully can easily cost an organization approximately $2 million per year (Sutton, 2007).
- 17. Human Resources and Bullying Challenges to organizational enforcement Vague policies governing bullying in the workplace, lacking the use of the word ‘bully’ Bullying difficult to define due to ambiguous nature of abuse Tracy et al. contend workplace bullying is in a state of ‘‘denotative hesitancy’’ or the initial difficulty in naming something before a language or label exists to describe the phenomenon (2006). Patchwork of harassment, general behavior, and legal policy used to address bullying Low commitment by organization to commit to concrete bullying policies HR deferring to lower level managers to address accusations of bullying
- 18. How to Stop Workplace Bullying Senior Leadership Level Create, implement, and enforce a policy – Containing the following: Reason for policy Statement that policy applies to all staff Definition of bullying Examples of bullying What specific behavior is prohibited Consequences of not following policy Retaliation clause for those who report bullying CAPE – Confront, Analyze, Present, Expose (Hanson, 2011) Assess workplace culture
- 19. How to Stop Workplace Bullying Human Resources Level Refine hiring process to identify bullies Pay attention and investigate Training Sensitivity Training Utilize outside consultants Conduct exit interviews
- 20. How to Stop Workplace Bullying Co-worker Level Identify bullying behaviors Stand up for others/Make a choice Stop it at the source/intervene Address the bully in private Appeal to the bully’s self interests Document your experiences Follow the system Consult other resources Consult an attorney
- 21. How to Stop Workplace Bullying Co-worker Level Act Quickly Victims think it is their own fault; check with colleagues to see if there are other victims If it’s happening to others, it may boost your confidence to confront the bully If you are the only one, it may be a relationship issue 10% of bully’s are psychopathic – no way to resolve this situation Most bully’s are struggling with coping with their job Offer help Be understanding Go to leadership
- 22. How to Stop Workplace Bullying Legal Level Suggestions for writing grievance letters Be parsimonious with words, sentences, and overall length. Quote conversations and written communications whenever possible Follow guidelines of argumentative writing Consult reviewers not involved in the situation Letter should stand up in court – fact based, be unequivocal Compose quickly, so as not to forget facts of the events Be sure that there is a specific "ask" in the letter, something that requires action by the parties involved Revise until the letter is as effective as possible Proofread extremely carefully
- 23. Conclusions Workplace bullying may take many forms and may not be overt and obvious. Whatever form bullying takes, it is detrimental to the victim, the organization and even to the bully. Victims may experience physical or emotional injuries, increased absenteeism, effects of stress impacting all aspects of work and home life. Bullies, once discovered or dealt with may face disciplinary action, retribution or loss of employment. Organizations may experience high employee turnover, adding to increased hiring & training costs; loss of productivity by both the victim and the bully; loss of profits as work is neglected or poor quality; potential for lawsuits. Workplace bullying can be addressed by recognizing when it is occurring, speak up, do not tolerate bullying, adopt clear HR policies, create a respectful culture, file a grievance or contact an outside expert for support.
- 24. Questions to Consider Does your organization have a written policy against bullying? After viewing this presentation, will you contact your Human Resource department to encourage adoption of a written policy? Have you ever experienced a bullying work environment? How will you prevent bullying in your organization?
- 25. Resources for Future Action Healthy Workplace Bill: http://www.healthyworkplacebill.org/ McCulloch, B. (2010), Dealing with Bullying Behaviours in the Workplace: What Works-A Practitioner’s View. Journal of the International Ombudsman Association, (3), 2, p. 39-51. No Workplace Bullies: http://noworkplacebullies.com Time Magazine: http://business.time.com/2012/07/12/workplace-bullying-the-problem-and-its- costs-are-worse-than-we-thought/ U.S. Department of Health & Human Services: http://www.stopbullying.gov/laws/index.html Workplace Bullying Institute: http://www.workplacebullying.org/front-page/
- 26. References Bullying News and Psychological Harassment Information Association YouTube Channel Workplace Bullying Under the Radar, retrieved 11/14/12 Conrad, C. & Poole, M.S. (2012). Strategic Organizational Communication In a Global Economy. The Playground Never Ends, Case Study 7.2 (pp. 263-266). West Sussex, UK: Wiley-Blackwell. Cowan, R. L. (2011). 'Yes, We Have an Anti-bullying Policy, But ... :' HR Professionals' Understandings and Experiences with Workplace Bullying Policy. Communication Studies, 62(3), 307-327. doi:10.1080/10510974.2011.553763 Dolan, C. (2010). How to confront an office bully. Retrieved from http://blogs.hbr.org/cs/2010/04/are_bullies_in_your_workplace.html Einarsen, 1999; p17 as cited in Jennifer, D., Cowie, H., and Ananiadou, K. (2003) Perceptions and Experience of Workplace Bullying in Five Different Working Populations. Aggressive Behavior (29), pp 489–496. H. (2012). Call It What It Is: Confronting the Teacher-on-Teacher Bully Down the Hall. English Journal, 101(6), 64-69. Hanson, B.C. (2011). Diagnose and eliminate workplace bullying. Retrieved from http://blogs.hbr.org/cs/2011/07/diagnose_and_eliminate_workplace.html Johnson, W. (2012). Bullying is a confidence game. Retrieved from http://blogs.hbr.org/johnson/2012/07/bullying-is-a-confidence-game.html Koonin, M., & Green, T. M. (2004). The Emotionally Abusive Workplace. Journal Of Emotional Abuse, 4(3/4), 71-79. doi:10.1300/J135v04n03_05 Lieber, L. D. (2010). How workplace bullying affects the bottom line. Employment Relations Today (Wiley), 37(3), 91-101. doi:10.1002/ert.20314
- 27. References Continued Noworkplaceviolence. (2012, July 19). Re: Financial impact of workplace bullying. Retrieved from http://noworkplaceviolence.com/2012/07/19/financial-impacts-of- workplace-bullying/ Rayner, C , H. Hoel and C. L. Cooper: 2002. 'Workplace Bullying: What We Know, Who is to Blame, and What Can We Do? Taylor & Francis, London. Sutton, R. I. (2007). The no asshole rule—Building a civilized workplace and surviving one that isn’t. New York: Warner Business Books (citing researchers Charlotte Rayner and Loraleigh Keashly). Tracy, S., Lutgen-Sandvik, P., & Alberts, J. (2006). Nightmares, demons, and slaves: Exploring the painful metaphors of workplace bullying. Management Communication Quarterly, 20,148–185. Vega, G. and Comer, D (2005) Sticks and Stones may Break Your Bones, but Words can Break Your Spirit: Bullying in the Workplace. Journal of Business Ethics (58), 101-109 Washington State Department of Labor & Industries: http://www.lni.wa.gov/Safety/Research/Files/Bullying.pdf Whittaker, M. (2002). Don't let the bullies get to you. Times Educational Supplement, (4473), N.