Hidden harrassment

BullyingIn the WorkplacePatricia Pitsel, Ph.D.Pitsel & Associates Ltd. 2013

Hidden Harassment

Definition

Bullying in the workplace is repeated inappropriate behaviour conduced by one or more persons against another or others at the place or work and/or in the course of employment and which could reasonably be regarded as undermining the individual’s right to dignity at work.

Patricia Pitsel, Ph.D.Pitsel & Associates Ltd. 2013

Repetitive behaviours

Hostile and unwanted

Affect the person’s dignity or psychological integrity

Result in a harmful work environment

KEYS


What bullying is NOT• Reasonable actions by an

employer to transfer, demote, discipline, counsel, retrench or dismiss an employee


• A decision, based on reasonable grounds, not to award or provide a promotion, transfer, or benefit in connection with an employee’s employment

Pitsel & Associates Ltd. 2013Patricia Pitsel, Ph.D.

• Occasional differences of opinion, and non-aggressive conflicts and problems in working relations

• Workplace counseling, managing under- performance and other action in accordance with policy and procedures.

Can beDirect or Indirect

Manager down, staff up, peer to peer

Harmful intention or merely a pervasive style

DirectPhysical Assault

(including hazing, or initiation rites)

Verbal Assault


Refusing reasonable requests when granted to others

Sabotage, unwarranted or undeserved punishment

Tampering with personal items, theft or destruction of property

IndirectConstant criticism with

proof of achievement being ignored or dismissed

Being ignored, isolated, left out of office activities

Given impossible deadlines, tasks, unmanageable workload

IntimidationSpying, stalking, calls at home

evenings or weekendsAssigning unpleasant tasks,

meaningless tasks outside of job description


Deliberately withholding required information

Spreading gossip, innuendo, untrue or malicious accusations

• Denying training opportunities given to others


Scope and Impact• Is Bullying a problem?

• Who does it impact?

• What is the impact?


One survey showed• 28% lost work time avoiding the instigator.• 53% lost work time worrying about the

incident or future interactions.• 37% believed that their commitment to the

organization declined.• 22% decreased their effort at work.

10% decreased the amount of time that they spent at work.

46% contemplated changing jobs to avoid the instigator.

12% actually changed jobs to avoid the instigator

Where does bullying happen?Everywhere and anywhere

especially when there is :

Major organizational change

The presence of minority employees

• A history of condoned bullying practices

• Poor interpersonal relationships

• High demand for results from Senior Management


• A very hierarchical management structure

• High pressure jobs where staff can be seen as fairly expendable

• In very small businesses which fall beneath the radar of union involvement and have no policies on bullying.

ScopeAs many as 10% of suicides

may be related to workplace traumatization (Harvey, 2002).

81% of bullies are in supervisory roles

58% of bullies are female (Namie, 2003)

84% of bullied employees are female

21% of all workers have been targeted by bullies(Brunner & Costello, 2003; Namie, 2003)

Targets endure bullying for almost two years before filing a complaint


40% of Western workers reported experiencing at least 1 of 45 specific acts indicative of psychological harassment or bullying on a weekly basis for at least 6 months.


• An additional 10% of the sample reported experiencing 5 or more such acts on a weekly basis for at least 6 months (Lee & Brotheridge, 2005).


Only 13% of bullies are ever punished or terminated

71% of bullies outrank their targets

The Workplace Bullying Institute states that around "37% of U.S. workers reported being bullied on the job, and 49% say they have witnessed a bully in action.


Results?• Some will cut back on work

• Some will contemplate leaving the job. Only 10% do

• Take it out on innocent family or pets

• Others will steal from the job, sabotage work, damage equipment, damage personal property of the bully or

• Contemplate a violent act and carry it out

Impact on TargetPsychological• Abused spouse syndrome• PTSD• Memory Loss• Panic attacks

Physical• Increased stress• Heart disease• Insomnia and sleep

disruption• Fatigue

Emotional• Loss of concentration• Memory problems• Anger to rage to murder or

suicide• Severe anxiety, shame, fear• Irritability

Social• Family conflict• Withdrawal from friends and

family• Isolation from colleagues at

work

High Turn Over

Productivity

Lawsuits

Reputation

Organizational Impact

BYSTANDER IMPACT

Fear they may be

next

May Contribute to

disaster

Lowered productivity

Copy

cat

Impact on BullyReputation

No cooperation

Shunned by colleagues

Corporate

Liability

Seen as poor manager

For the Target

For the Bystander(s)

For the Organization

For the Union

Strategies and Responsibilities

Strategies For TargetsRecognize that you are being

bullied .You may be a Target, but you

are not a Victim unless you choose to be.

Nobody is going to save you. Targets have a responsibility to alert Management about bullying behaviour.

Don’t take bullying personally.

Always focus on the unacceptable behaviour rather than on the bully him/herself.

Bullying actions follow a pattern. Identify patterns and how often these patterns reoccur.

Everything must be documented (not on your work computer)

Establish boundaries. Be clear about your boundaries by saying something like, “stop talking to me like that”, or “don’t call me names”. Be clear to the bully that the behaviour is unacceptable.

If you are asked to cross a boundary that violates your personal space, you will need to assess whether or not this is a healthy place for you to work.


Verbal StrategiesAsk the bully to stop the

specific unacceptable behaviour.

a. “Stop yelling”.b. “Stop using profanity

when you are talking to me”

c. “Take your hand away from my face”

Use the “Do Want-Don’t Want” format. “I do want to get the job done. I don’t want to be yelled at.”

“I do want to get the job done right. I don’t want to put in 75 hours a week in order to get it done.”

“I do want to meet project deadlines. I don’t want to have to keep changing priorities”.

Identify a possible positive intent but set personal boundaries. E.g.“I know you believe it is important to produce high quality work. Criticizing my work in front of the rest of the team members is unacceptable. In future, if you have concerns about my work I want you to talk to me first, privately. I will be willing to make any changes you think necessary.”

“I know you are upset about our missing the deadline. I want to make sure as well that this does not happen in the future. However, yelling at me in the hallway because you are upset is inappropriate. I would rather take time to see how this we can meet all future deadlines.”


“I know that you believe that the comment you just made is harmless teasing, and just helps everyone in the group to bond. I find the term X offensive and I do not want to be referred to as X “

“I know that you think saying X is just funny. I don’t. Don’t refer to me like that again.”

Agree with the bully’s major point (if there is any validity in it at all) E.g.:

“You’re absolutely right. I should have checked this with you first. Next time I’ll make sure you know first before I make a decision.”

• “I understand that you are upset about the number of errors in this report. I’ll see that they are fixed right away.”

Non-Verbal StrategiesMaintain eye contact, especially when the bully

becomes more aggressive. Do not look at the ground.

Stand tall and straight and square your shoulders. Look to occupy more rather than less space.

Stand facing the bully rather than facing sideways, or on an angle.

If sitting in a chair, keep your back straight, and feet firmly on the floor. Do not wrap your legs around the chair rungs.

If the bully comes and begins abusive behaviour when you are sitting, immediately stand up and face him/her.

Keep your hands away from your face; do not cover your mouth or nose.

Do not let the other person violate your personal space. Don’t back up, tell them to move back. “You’re standing too close to me. Please move back.”

Outward signs of fear, or intimidation.

Becoming “overly” emotional.

Taking stress leave or other medical leave unless you have reported the bullying behaviour

What to Avoid

• Being oversensitive to normal teasing or “team bonding” behaviour.

•

Taking things “personally”.

ADDITIONAL STRATEGIESUse official internal company

channels – HR; shop steward. Start this after the first instance of bullying behaviour

Prepare your case against the bully

Present your case – Rule of 2 – go 2 levels above the bully .

Obtain witness statements

Confront the Bully – difficult for many targets because they tend to be non-confrontational types of individuals

Consult an outside physician or therapist

Hire a lawyer

Get support from family and friends. Let them know what kind of support you are looking for e.g. listening)


Responsibilities of the TargetTell the bully to stop the behaviour

Document the unacceptable behaviour

Demonstrate that this follows a pattern and is not a once in a year event

You have a range of choices: You can passively accept it, overtly encourage it, or denounce a bully's actions and provide support to the victims.

The "bystander effect"

STRATEGIES For

BYSTANDERS

Recognize that a problem exists and assistance is needed

Redirect the bully’s attention

Defend the Target

Report the bully’s activities to another level of authority or to the Union

Bystander ResponsibilitiesTake notes

Testify (grievance process, including arbitration or mediation)

Don’t leave the target alone with the bully

“If you are neutral in situations of injustice, you have chosen the side of the oppressor. If an elephant has its foot on the tail of a mouse, and you say that you are neutral, the mouse will not appreciate your neutrality.”

― Desmond Tutu

“Our lives begin to end the day we become silent about things that matter”

M. L. King

Strategies FOR ORGANIZATIONS

Train Managers and Supervisors

Have a code of conduct which applies to EVERYONE

Provide skill training for staff in the area of conflict resolution

Include questions about possible occurrence on staff engagement surveys that are conducted.

• Be aware of typical hazing or initiation rites

•

Conduct exit interviews for all staff

• Support the Target by investigating ALL complaints.

•

Encourage reporting of bullying behaviour.

Organization ResponsibilitiesNon-retaliation clauseProvide training for

EVERYONETake complaints

seriouslySubject to just cause,

take disciplinary actionMonitor

Union StrategiesInitiate anti-bullying training

if none existsEnsure Shop Stewards are

trained and awareStress that all bullying

behaviour is unacceptable whether it is manager to employee or peer to peer

Union ResponsibilitiesSupport members who are

being bulliedNegotiate anti-bullying

policies with managementOrganize union action over

bullying if necessaryProvide advice and guidance

to members

• Contract language• Confidential and effective

process for reporting bullying behaviour

• Clean up your own house and do not allow members to bully one another

“When people hurt you over and over, think of them like sandpaper. They may scratch and hurt you a bit, but in the end, you end up polished and they end up useless.”

― Anonymous

“One's dignity may be assaulted, vandalized and cruelly mocked, but it can never be taken away unless it is surrendered.” Michael J. Fox

Career

Hidden harrassment