Bullying in the Workplace - Learning Central · Workplace bullying is the repeated, unreasonable actions of individuals (or a group) directed towards an employee (or a group of employees),
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5/17/2017 1 May 8-12, 2017 Presented by OPM in honor of your dedication to your country Quick With A Whip: Bullying In The Workplace Michael Belcher, Faculty, FEI May 11, 2017
May 8-12, 2017 Presented by OPM in honor of your dedication to your country
Quick With A Whip: Bullying In The Workplace
Michael Belcher, Faculty, FEI May 11, 2017
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Teammate or Tormentor?
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Presentation Notes
[Pictured: Jonathan Martin & Richie Igncognito Jr.] Jonathan Martin, an offensive lineman, Stanford graduate, & second round draft pick (2012 NFL Draft) for the Miami Dolphins football team, was systematically targeted (“mobbed”) by several other players for over a year. Martin was constantly subjected to racial & homophobic slurs, called derogatory terms for the entire season by another player, & subjected to sexually graphic language & gestures about his sister & mother. These insults came in the form of physical & verbal abuse as well as text messages. When he could take it no more, he vowed to leave the team if he was subjected to more bullying behavior (by this time he was already on antidepressants & undergoing psychiatric consultation). Sadly the abuse continued unabated. He was mocked relentlessly. One the evening, after being told he was not welcome to dine with his teammates & having his meal tray thrown on the floor, Martin checked himself into a hospital for psychiatric care. An NFL-appointed investigator later found three team members had engaged in harassment for more than one year. "According to Martin, in middle school & high school he was the victim of bullying, which diminished his self-confidence & self-esteem & contributed to what he self-diagnosed as periodic bouts of depression during his teenage years," the report said. "Martin claims that the depression he experienced in high school recurred as a result of mistreatment by his teammates on the Dolphins & that on two occasions in 2013 he even contemplated suicide." After several transfers, Martin retired in 2015. He posted an epitaph to his career on Facebook, stating "Your job leads you to attempt to kill yourself on multiple occasions. Your self-perceived social inadequacy dominates your every waking moment & thought. You're petrified of going to work. You either sleep 12, 14, 16, hours a day when you can, or not at all. You drink too much, smoke weed constantly, have trouble focusing on doing your job, playing the sport that you grew up obsessed with."
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Poll Question: Bullying Background During your career, have you: A. Experienced bullying directly B. Seen or known of bullying happening to others C. Not experienced or witnessed bullying,
but been made aware it occurs D. No personal experience or
knowledge of bullying
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Please respond to the following poll question: During your career, have you: Experienced bullying directly Seen or known of bullying happening to others Not experienced or witnessed bullying, �but been made aware it occurs No personal experience or knowledge�of bullying
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National Statistics
Been Bullied
20%
Unaware 29% Aware
23%
Witness 21%
Currently Bullied
7%
Source: Workplace Bullying Institute (2014)
66 Million U.S. Workers
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27% of the US labor force (37M Americans) report being bullied at work (20% past; 7% currently); An additional 21% witness such acts, & 72% are aware work place bullying occurs; Approximately 65.6 million U.S. workers are affected by bullying (equivalent to the combined population of 15 Central & Mid-West states).
Workplace bullying is the repeated, unreasonable actions of individuals (or a group) directed towards an employee (or a group of employees), which are intended to intimidate, degrade, humiliate, or undermine; or which create a risk to the health or safety of the employee(s).
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Deliberate, Disrespectful & Repeated Workplace bullying is the repeated, unreasonable actions of individuals (or a group) directed towards an employee (or a group of employees), which are intended to intimidate, degrade, humiliate, or undermine; or which create a risk to the health or safety of the employee(s).
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Definition: Workplace bullying is the repeated, unreasonable actions of individuals (or a group) directed towards an employee (or a group of employees), which are intended to intimidate, degrade, humiliate, or undermine; or which create a risk to the health or safety of the employee(s). Features: -Repetition (occurs regularly, repeatedly) -Duration (is enduring) -Escalation (increasing aggression) -Power disparity (target lacks the power to successfully defend themselves) -Attributed intent (by the target to the perpetrator) AKA: Harassment, mistreatment, mobbing, abuse, incivility, intimidation, domination, coercion, discrimination Summary: Not a single bad act, but rather repeated & enduring aggressive behavior intended or perceived to be hostile.
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Chat: Toxic Tactics What bullying tactics you endured, observed or learn of
in your career? Please type in your response.
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Please type in various bullying tactics you have endured, observed or learn of in you career. Abusive conduct that takes one or more of the following forms: Verbal abuse, or Threatening, intimidating or humiliating behaviors (including nonverbal), or Work interference – sabotage – which prevents work from getting done, or Some combination of one or more.
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Bullying Behaviors 1. Threats to Personal Standing Yelling, name-calling, mocking, insulting or ridiculing Spreading rumors, hurtful gossip or innuendo Invalid or baseless criticism Accusatory or threatening statements Faultfinding or unwarranted blaming Unwanted physical contact or physical gestures that threaten Displaying offensive photos or objects Temper tantrums, mood swings, shouting Humiliation, public reprimands or obscene language Aggressive posturing
2. Threats to Professional Standing Denying access to resources, assignments,
projects or opportunities Stealing or taking credit for another’s work Interfering with someone’s work performance Failing to return phone calls or messages Little or no feedback on performance Withholding information essential to perform one’s job Toxic e-mails Flaunting status
3. Control or Manipulation Tactics Threatening job loss Interference or sabotage Failing to invite someone to an essential meeting Excessive monitoring or micro-management Ignoring a coworker with the intent to harm or control Ostracism, isolation, dissociation or exclusion from others Excessive, impossible, conflicting work expectations or demands Objectionable behavior designed to torment, isolate, pester or abuse
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Target’s subjective assessment determines whether WPB has occurred; perceived as intentional; not based on perpetrator’s intent; not all negative behaviors are perceived as WPB. Tactics span from obvious to subtle, from brutal to insidious, often building from subtle to severe Threats to Personal Standing Yelling, name-calling, mocking, insulting or ridiculing Spreading rumors, hurtful gossip or innuendo Invalid or baseless criticism Accusatory or threatening statements Faultfinding or unwarranted blaming Unwanted physical contact or physical gestures that threaten Displaying offensive photos or objects Temper tantrums, mood swings, shouting Humiliation, public reprimands or obscene language Aggressive posturing Threats to Professional Standing Denying access to resources, assignments, projects or opportunities Stealing or taking credit for another’s work Interfering with someone’s work performance Failing to return phone calls or messages Little or no feedback on performance Withholding information essential to perform one’s job Toxic e-mails Flaunting status (AKA rankism) Control or Manipulation Tactics Failing to invite someone to an essential meeting Threatening job loss Excessive monitoring or micro-management Setting unrealistic goals Interference or sabotage Ignoring a coworker with the intent to harm or control Ostracism, isolation, dissociation or exclusion from others Excessive, impossible, conflicting work expectations or demands Inequitable & harsh treatment Objectionable behavior designed to torment, isolate, pester or abuse
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Targets
Male Target 40% Female
Target 60%
Shock Anger
Frustration Sense of vulnerability
Loss of confidence Inability to sleep Loss of appetite
Stomach pains & headaches Panic or anxiety
Family tension & stress Inability to concentrate
Low morale & productivity
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Targets are the other; those that are different, member(s) of the out-group – both low & high performers, popular as well as peculiar. Often: -Perceived threats -Independent -More knowledgeable -Popular -Ethical -Non-confrontational Targets are primarily women; 60% vs. 40% Women are more likely to be bullied by coworkers; men are more likely to be accosted by immediate supervisor. Individual consequences: Targets of bullying may experience a range of effects. These reactions include: Shock. Anger. Feelings of frustration and/or helplessness. Increased sense of vulnerability. Loss of confidence. Physical symptoms such inability to sleep & loss of appetite. Psychosomatic symptoms such as stomach pains & headaches. Panic or anxiety, especially about going to work. Family tension & stress. Inability to concentrate. Low morale & productivity. Bystander consequences: Emotional contagion (mood congruence): witnesses internalize the bullying they witness; negative outcomes include fear, guilt & shame Rationalization: Bystanders come to perceive the target deserved the treatment
Bullying is a breach of the psychological/ social contract between the employee & the organization Organizational costs: Increased absenteeism Increased turnover (1 in 4) Decreased trust & morale Increased stress Increased costs for employee assistance programs (EAPs), recruitment, etc. Increased risk for accidents / incidents Increased workers compensation & disability claims; Increased litigation & settlementsDecreased productivity & motivation Reduced corporate image & customer confidence Poor customer service
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Perpetrators
39%
30%
21%
10%
Male Bully -Female Target
Male Bully -Male Target
Female Bully -Female Target
Female Bully -Male Target Source: Workplace Bullying Institute (2014)
Supervisors, 56%
Co-Workers,
33%
Subordinates, 11%
Position
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Perpetrators of bullying: -69% male who targets are 57% female & 43% male -31% female who targets are 68% female & 32% male -56% are supervisors; 33% are coworkers & 11% subordinates. Yes, bosses can be both bullies & bullied. Bullying in a conflict between opponents of equal power. Coerce targets to further their own goals: exercise social control, maintain self-identity & achieve justice as defined by the bully (values conflict); feelings of inadequacy – jealous of other’s competency, sociability, intelligence & success. ------------------------------------ ------------------------------------ Bullying is a learned behavior (childhood or workplace), responses to stress, or social norms; a strong predictor is having been bullied. Women use social manipulation whereas men more directly target victims Perpetrators do not consider themselves bullies. Bullies rationalize their actions (based on their values). Often seen by supervisors as socially-skilled, high performers (valuable employees) “Due to their social competence, they are able to strategically abuse coworkers & yet be evaluated positively by their supervisor.” (Treadway, Shaughnessy, Breland, Yang, & Reeves) More likely to retain their job than the target: In so many cases, the person most likely to remain in his or her job was the bully” (Maxfield)� So is it surprising that employer responses are as follow:
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Employer Responses
0% 5% 10% 15% 20% 25%
Denial
Discount
Rationalize
Eliminate
Defend
Acknowledge
Condemn
Encourage
25%
16%
15%
12%
11%
10%
6%
5%
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Spectrum of employer responses: both ends of the spectrum are frightening & telling – from encouragement to denial Bad News: Targets lose their jobs at a much higher rate than perpetrators (82% vs. 18%)
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Chat: Systemic Bullying What organizational, cultural or societal
beliefs, biases or practices promote workplace bullying? Please type in your response.
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Bullying is not only psychological, but sociological – the result of organizational development, not individual deviance For bullying to thrive there must be a climate that condones, permits, & directly or indirectly rewards it Please type in your response to the question “what organizational, cultural or society beliefs, biases or practices promote workplace bullying in your organization?”
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Culture • Rooted in organizational systems & structures • Antecedents:
– Competitive & socially unsupportive environment – Hierarchal rank structure – Task-oriented, oppressive & non-interventionist managers – High workload with insufficient resources – Poor communication mechanisms – No formal behavior policy – Role conflict – Ambiguity
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May be rooted in organizational history; socialization through indoctrination or initiation of new employees; individuals form judgements about the bullying threshold to be tolerated. Example: Drill Instructors, Fraternity or College hazing Antecedents: 1) competitive & socially unsupportive environment, 2) task-oriented, oppressive & non-interventionist management styles (laissez-faire), 3) organizational change, 4) poor communications mechanisms, & 5) no formal behavior policy; Also: hierarchal rank structure, authoritarian leadership, & power imbalance Bad News: Bullying increases when organizations & jobs are perceived negatively; role conflict or ambiguity, high workloads with insufficient time or resources to complete the task “A lot of bullies are mid-level managers (who) are feeling the squeeze from higher ups to do more with less.” (Yamada) Tolerated & considered functional to achieve workforce control.
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Presenter
Presentation Notes
William “Bill” Lucas at the National Aeronautics & Space Administration (NASA), a strict taskmaster who in his pursuit to outperform rival projects placed immense pressure on his employees, deriding them even as he demanded increased performance. Joining the NASA in 1960, Lucas served as the deputy director of the Marshall Space Flight Center for three-years prior to becoming the director in 1974. Responsible for managing the Space Shuttle's propulsion system, he was an autocratic administrator, known for publically berating government employees & intimidating contractors. His demanding, data-driven approach established the management model his managers followed – or else. So too, did his insistence on loyalty to the Marshall Center before all other interests. To showcase the Center’s performance while shielding its prestige, he required all problems identified at Marshall to remain in-house; forbidding the disclosure of adverse information to external organizations, even other elements of NASA. His authoritarian style produced results & protected the Center’s reputation until January 28, 1986 when 73-seconds into its mission the Space Shuttle Challenger disintegrated, killing seven crew members. In the aftermath President Ronald Reagan formed a board of inquiry, the Rogers Commission, to determine the cause of the accident. The investigation revealed that not only had Lucas known of the potentially catastrophic design flaw in the solid rocket boosters years before, he had also ordered his managers to not raise any Center-related issues during the "Flight Readiness Review" that could delay the launch. As a result, lower-level managers did not report evidence of severe O-ring erosion during the second space shuttle mission flown by Columbia. Violating NASA regulations, managers failed to notify NASA’s senior management, opting instead to keep the issue within other reporting channels. Fear of Marshall’s senior management persisted even after the accident. Journalists visiting the Center reported meeting a workforce displaying “pervasive suspicion, frequent anger & widespread reluctance to talk, either because people fear their comments will be distorted or they fear reprisals from top management if they speak their minds.” “There is widespread fear of management among the employees,” confirmed Jerry Cox, Marshall engineer & head of the council of unions that represent NASA scientists & engineers. “That fear,” he continued “permits management to do almost anything it wants to do.” The context for such distress was later exposed in a letter written by a senior Marshall Center manager, identified only as "Apocalypse." In the letter, the anonymous author described Lucas' management style as “feudalistic” & detailed the ultra-competitive, “can-do at any cost” climate it fostered. The manager attributed to Lucas “a classic godfather mentality” backed by a “good old boy mafia.” “The only criteria for career advancement is total loyalty to this man,” he explained. “Many a highly skilled manager, scientist, or engineer has been ‘buried’ in the organization because they underestimated the man’s psychopathic reaction to dissent… We have learned that we must tell him he is right even though he is wrong in order to survive.” Identifying a persistent pattern of abuse & dishonesty, the author also accused Lucas of engineering a two-phased plot to delay & divert inquiry into the incident. The scathing letter eventually reached the Rogers Commission which strongly criticized Lucas for his role in the disaster.
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Cures • Legal
– Title VI of the Civil Rights Act of 1964 – Healthy Workplace legislation introduced
Legal Recourse: Title VI of the Civil Rights Act of 1964, outlaws discrimination or harassment on the basis of race, color, disability, age, religion, gender, or sexual orientation Organization’s Equal Opportunity Office or the Equal Employment Opportunity Commission Office of Special Counsel for violations of civil service laws, rules & regulations Agency-specific prohibitions against discrimination based on based on race, color, religion, sex (including gender identity and pregnancy), national origin, age, disability, genetic information, sexual orientation, or parental status. 32 Legislatures (30 States & 2 Territories) have Healthy Workplace (“Dignity at Work”) bills under consideration; but no law has been passed Individual Actions: Don’t retaliate! Document the behaviors (times, dates, places, what was said & done, & by whom) Notify the perpetrator of the impact of their words & actions Notify leaders of the incident(s) and circumstances Mediation is not effective because of the power imbalance; instead use dispute resolution (to allow targets to participate in the choice of the process & thus restore a sense of control & empowerment Seek counseling & training Bystander Intervention: Educated & empowered to intervene to deescalate Provide counsel & support as well
Cures • Leadership – Model appropriate behavior – Increase group cohesion – Intervene early – Communicate intent
• Organizational support
– Anti-bullying policy – Training – Intervention
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Presentation Notes
Leaders are often slow to respond because they have never experienced bullying & therefore do not perceive its dire consequences. Constructive leadership (FRLM) Modeling appropriate behavior (e.g. not bullying, correcting inappropriate behavior –“silence condones”) Increase in-group cohesion; team-building; continuous opportunities for social networking & internal communications Formal & informal interventions; best: proactive, informal approaches earlier before bullying escalates Disciplinary action: 1) admonishment, 2) reprimand, 3) suspension, or 4) removal. Provide targets with assertiveness skills, counselling support, & redress Explain intent so behaviors are not misperceived as bullying. Process: 1) Assess, 2) Explain, 3) Challenge & 4) Support Organizational support: Anti-bullying policies (“Dignity at Work” policy) with associated training & development program; “zero tolerance” Interventions: Employee Assistance Program Organizational “ombudsman Human Resources Office Workers Union Veterans Healthcare Administration’s Civility, Respect & Engagement in the Workplace (C.R.E.W.) program – encourages positive behavior by reducing the acceptance of inappropriate behaviors --------------------------------------------------- A workplace violence prevention program must: Be developed by management & employee representatives. Apply to management, employee's, clients, independent contractors & anyone who has a relationship with your company. Define what you mean by workplace bullying (or harassment or violence) in precise, concrete language. Provide clear examples of unacceptable behavior & working conditions. State in clear terms your organization's view toward workplace bullying & its commitment to the prevention of workplace bullying. Precisely state the consequences of making threats or committing acts. Outline the process by which preventive measures will be developed. Encourage reporting of all incidents of bullying or other forms of workplace violence. Outline the confidential process by which employees can report incidents & to whom. Assure no reprisals will be made against reporting employees. Outline the procedures for investigating & resolving complaints. Describe how information about potential risks of bullying/violence will be communicated to employees. Make a commitment to provide support services to victims. Offer a confidential Employee Assistance Program (EAP) to allow employees with personal problems to seek help. Make a commitment to fulfill the prevention training needs of different levels of personnel within the organization. Make a commitment to monitor & regularly review the policy. State applicable regulatory requirements, where possible.
Does your organization – knowingly or unknowingly –
tolerate bullying in the workplace?
Thank your for your participation
& service to our nation!
Presenter
Presentation Notes
Conclusion: Workplace bullying is detrimental to our organizations, based on the antecedents identified earlier it can be anticipate to increase over the tumultuous times ahead, redress after the bullying is insufficient to repair the damage, so leadership is the solution, Questions? Consider: Does your organization –knowingly or unknowingly –tolerate bullying in the workplace? Final thoughts? Thank you for your attendance, attention & enthusiasm.
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Contact Info Michael Belcher, Faculty, FEI [email protected] 434.980.6360 Leadership.opm.gov
