October 3, 2012	Volume 12, Issue 40
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See No Bully, Hear No Bully

by Rick Brenner

Supervisors of bullies sometimes are unaware of bullying activity in their organizations. Here's a collection of indicators for supervisors who suspect bullying but who haven't witnessed it directly.

When we discover bullying at work we sometimes ask supervisors, "Why did you let this go on for so long?" In their own defense, those we question sometimes respond, "I had no idea," or "How could I have known?" Unless these supervisors witnessed bullying incidents, we sometimes regard such responses as reasonable.

But that standard — first-person eye witnessing of bullying incidents — is a low bar when measuring supervisors' performance. Supervisors have many possible ways to detect bullying. Here are just a few examples of indicators of bullying.

Complaints about bullying

A complaint about bullying is perhaps the most glaring, flashing-red-light indicator of bullying. Yet some managers deal with complaints by placing the burden of proof on the complainant. Certainly a complaint isn't proof, but a complaint or a pattern of complaints ought to trigger a thorough, impartial investigation.

Expressed reluctance to interact

When one individual expresses or manifests a reluctance to interact with another, distaste is one possible explanation. Bullying of the first individual by the second is another.

Degraded work performance

Sudden declines in someone's work performance can arise from many factors. Being bullied is one possibility. If the person in question has also been newly isolated socially, bullying is more likely. When several people are affected, all could be targets, or some could be upset bystanders.

Elevated incidence of leave days

Targets of bullies sometimes seek temporary respite from abuse by calling in sick or taking vacation or unpaid leave. Sudden changes in patterns of leave taking can indicate bullying.

Changes of schedule

Targets of bullies can Desire for travel isn't unusual,
but when someone suddenly starts
volunteering for undesirable travel,
bullying is a possible explanationsometimes avoid their bullies by changing their work schedules. Bullies can respond by adjusting theirs to match. Watch for these adjustments.

Desire for undesirable travel

Desire for travel isn't unusual, but when someone suddenly starts volunteering for undesirable travel, bullying is a possible explanation. If the volunteer is the bully, the target might be resident at the remote site. If the volunteer is the target, the bully might be co-resident with the target, and the target might be fleeing by traveling.

Requests for reassignment

Reassignment can involve internal transfer at the same site, or even more drastically, relocation. Either can be motivated by factors other than being bullied. But bullying can be a motivator too.

Voluntary termination or early retirement

Beyond travel or reassignment, there is always quitting altogether. The more depressed the job market is, the more likely is being bullied a possible reason for voluntary termination or early retirement.

Affect

Another significant change one can observe in targets of bullies is a change of affect, which is the psychologist's word for manner or demeanor. Targets of bullies often display withdrawal, low energy, loss of initiative, and most of all, absence of joy.

These observations don't provide dead-certain, solid proof of bullying. But they are possible indicators. Managers who see them would do well to investigate what's happening.  Top    Next Issue

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Are you being targeted by a workplace bully? Do you know what to do to end the bullying? Workplace bullying is so widespread that a 2010 survey indicated that 35% of workers have experienced bullying firsthand, and that bullying is about four times more prevalent than all other forms of illegal harassment combined. Yet, there are few laws to protect workers from bullies, and bullying is not a crime in most jurisdictions. 101 Tips for Targets of Workplace Bullies is filled with the insights targets of bullying need to find a way to survive, and then to finally end the bullying. Now available at Apple's iTunes store! Just USD 9.99, Order Now!

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More articles on Conflict Management:

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Workplace Bullying and Workplace Conflict: Part I

Bullying is unlike other forms of toxic conflict. That's why the tools we use to address toxic conflict simply do not work for bullying. In this Part I, we contrast bullying and ordinary toxic conflict.

When the Chair Is a Bully: Part III

When the Chair of the meeting is so dominant that attendees withhold comments or slant contributions to please the Chair, meeting output is at risk of corruption. Because Chairs usually can retaliate against attendees who aren't "cooperative," this problem is difficult to address. Here's Part III of our exploration of the problem of bully chairs.

Devious Political Tactics: More from the Field Manual

Careful observation of workplace politics reveals an assortment of devious tactics that the ruthless use to gain advantage. Here are some of their techniques, with suggestions for effective responses.

See also Conflict Management and Emotions at Work for more related articles.

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