This document discusses workplace bullying, defining it as repeated unreasonable actions intended to intimidate, degrade or undermine an employee. It notes bullying is more common than harassment. The document outlines types of bullying behaviors and notes certain groups are more likely to be targets. It also discusses characteristics of bullies and targets. The document concludes with recommendations for targets on documenting bullying, addressing it with employers, and potential next steps if the issue isn't resolved.

1. Kathleen Deery, PhD, CRC
Dept of Rehabilitation and Counseling
UW-Stout

2. Repeated, unreasonable actions of
individuals (or a group) directed
towards an employee, which are
intended to intimidate, degrade,
humiliate, or undermine
(source: Workplace Bullying Institute)

3. Verbal abuse
Threatening,
humiliating, or
intimidating behaviors
Work interference
(sabotage)
Ostracizing behaviors
Destructive, persistent
gossip
Exploitation of a known
psychological or
physical vulnerability

4. Are We Talking About…

5. Social mistakes/rudeness,
not expressly done to affect
another person
• Not targeted toward an individual
• Rarely trigger stress in the person who experiences
it

6.  A form of discrimination
 Physical or verbal conduct demonstrating hostility
toward a person because of a “legally protected
status”
Age, Gender, Race,
Color, Religion,
Sexual Orientation,
National Origin, or
Disability

7.  Repeated, intentional mistreatment of an individual
by others that prevents getting work done
 4x more common than harassment

8. Persistence
RepetitionDuration
Occurs
Frequently
(weekly, daily)
Extends Over Long
Periods Of Time
(> 6mos)

9.  Unwarranted or invalid criticism
 Blame without factual justification
 Treated differently than the rest of work peers
 Exclusion or social isolation
 Being shouted or sworn at
 Public humiliation, often under the guises of ‘teasing’
 Excessive monitoring or micro-managing
 Being given work with unrealistic deadlines

10. 35% of all adult Americans reported either being
bullied now or at some time in their careers
Targets
 58% Women
 48% Persons with Disabilities*
 40% Hispanics and African Americans
Source: US Workplace Bullying Survey (Namie, 2010)
* British Survey of Workplace Bullying (Lewis, 2008)

11. Gender Differences

12.  They feel threatened
 They lack a sense of control
 It is tacitly accepted in the workplace culture

13. Age
Parental status
Probationary work status
Family/external obligations
Being ‘different' from majority group

14.  Clever, Poised & Articulate
 Methods are very subtle, disguised with all the right
behaviors
 Believe the ends always justifies the means
 Business Savvy
 Provide the appearance of success
 Look like super-performers to superiors (not peers)
 Outwardly Successful
 Promoted in environments that value productivity over
creativity

15.  Experienced & Independent
 Technically Skilled
 Better liked, more social skills, and greater emotional
intelligence
 They have empathy (even for their bullies)
 Ethical & Honest
 The most easily exploited targets are people with a desire
to help, heal, teach, develop, nurture others
 Non-Confrontational
 Refuses To Be Subservient
 When targets take steps to preserve their dignity, bullies
escalate their campaigns to regain control

16. Two Headed Snake
• Suck up to superiors while bullying subordinates
Constant Critic
• Always finds fault with someone
Screaming Mimi
• Angry, inconsistent mood
• Intimidates through public shaming
Gatekeeper
• Micromanager
• Feels need to document every little problem
CommonBullyingStyles

17. 1. Organizational Change
 Major internal restructuring
 Technological change
2. Workplace Relationships
 Inadequate information flow between org. levels
 Lack of employee participation in decision-making

18. 3. Work Systems
 High rate & intensity of work
 Staff shortages
 Interpersonal conflict
 Role ambiguity
 Lack of policies about behavior

19. “An employee has a 66%
chance of losing their job
once targeted”

20. Steps and Solutions for Positive Change

21.  Acknowledge the problem & label it
 Promote resiliency through support
 Focus on enhancing mental and physical health
 Re-energize and regroup
 Take time off if necessary

22.  Research legal options
 Discrimination plays a role in 25% of cases
 Document everything (no matter how small)
 Gather data on impact of bullying
 Economic and social losses
 Begin search for a new job

23.  Talk to your supervisor (or their supervisor) and share
documentation
 File a formal complaint with HR
 Stick to the facts
 Establish a timeline for investigation and response
 Give the employer one chance to effect change

24.  Establish a workplace anti-bullying policy
 Enforce the policy
 Educate and Train Staff
 Provide restorative interventions for employees
 Reassurance
 Counseling

25.  Don’t confide in coworkers unless you are absolutely sure of
their loyalty
 Only share documentation with HR or person you’re reporting
the complaint to
 Be wary of EAP counselors’ level of confidentiality (varies by
organization)
 Be prepared to walk away if issues aren’t resolved
 Do you really want to work in that environment anyway?

26.  Workplace Bullying Institute
www.workplacebullying.org
 Overcoming Workplace Bullying
www.overcomebullying.org
 Kick Bully http://www.kickbully.com/