You've probably heard about bullying lately — both in school and at work. Perhaps your company or organization has a policy about bullying, or maybe one is being created. Maybe you fear someone, or someone makes you feel uncomfortable. Maybe you think some people are bullies. And maybe they are.
Bullying is a tragic but real part of work life. To defend yourself, or just to survive, you must know what bullying is. There is no universally accepted definition yet. For now, you must pick a definition that works for you. Here's mine:
Workplace bullying is any aggressive behavior, associated with work, and primarily intended to cause physical or psychological harm to others.
This definition encompasses a wider range of behavior than most definitions. Let's explore it.
Workplace bullying need not occur in the workplace, though it can. It need not involve abuse of power, though it can. It doesn't have to be part of a repeated pattern, though it can be. It doesn't even have to actually cause physical or psychological harm to others, though it can. All that's required is that it be aggressive, associated with work, and that it be primarily intended to cause harm, physically or psychologically.
For example, suppose Rita falsely accuses you of making mistakes in the accounting system. That might be bullying, if her primary goal is to harm you. For instance, Rita might consider you a rival. To sabotage your career, she accuses you of incompetence. Her primary goal is to harm you. That's bullying.
But if Rita lodges her complaint out of concern for accuracy generally, and if she is simply mistaken about your role in the alleged inaccuracies, the behavior might be oafish, destructive, rude, and disrespectful, but it isn't bullying. Causing you harm would not have been her primary objective.
Jake manages an IT group. He tells himself that he wants his group to be the most productive in the company. He constantly hovers over the people he manages, setting near-impossible goals. Workplace bullying need not
occur in the workplace, though
it can. It need not involve
abuse of power, though it can.People who question him about his demanding style — or worse, people who don't meet the goals he sets — are either terminated whenever there are layoffs, or assigned to remote locations involving 100% travel. That's why his people regularly work killing hours. Jake believes productivity is high because he runs a tight ship, but he seems to get some kind of perverse pleasure from the distress his policies cause.
Jake is a bully. He might be achieving high productivity, but since there are many more effective ways to accomplish that, his choice to employ such draconian measures suggests that his primary objective is the psychological pain his approach produces.
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 2014 survey indicated that 27% of American workers have experienced bullying firsthand, that 21% have witnessed it, and that 72% are aware that bullying happens. 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. Also available at Apple's iTunes store! Just USD 9.99. Order Now!
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More articles on Workplace Bullying:
- Responding to Threats: II
- When an exchange between individuals, or between an individual and a group, goes wrong, threats often
are either the cause or part of the results. If we know how to deal with threats — and how to
avoid and prevent them — we can help keep communications creative and constructive.
- Responding to Threats: III
- Workplace threats come in a variety of flavors. One class of threats is indirect. Threateners who use
the indirect threats aim to evoke fear of consequences brought about not by the threatener, but by other
parties. Indirect threats are indeed warnings, but not in the way you might think.
- How Workplace Bullies Use OODA: I
- Workplace bullies who succeed in carrying on their activities over a long period of time rely on more
than mere intimidation to escape prosecution. They proactively shape their environments to make them
safe for bullying. The OODA model gives us insights into how they accomplish this.
- Workplace Bullying and Workplace Conflict: 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.
- Shame and Bullying
- Targets of bullies sometimes experience intense feelings of shame. Here are some insights that might
restore the ability to think, and maybe end the bullying.
Forthcoming issues of Point Lookout
- Coming October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
- And on November 1: Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
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Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.