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.
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)
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
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)
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”
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?