This section is set up to provide a ready-made Brown Bag Session for you to use with employees and/or managers. Use as Brown is, or adapt this information for a general employee group. You Bagger may reproduce as many copies as needed. Bullying in the Workplace: Addressing an Often Overlooked Problem movement is currently underway to 4 37% of the U.S. workforce have been bullied combat workplace bullying, a problem (representing 54 million Americans); Aroutinely encountered by employee assis- 4 72% of bullies are bosses; tance professionals. Workplace bullying – also 4 Bullied employees rarely complain – 40% do known as psychological violence at work – is nothing, only 15% file formal complaints with considered present when the mistreatment is their employer, only 4% file federal or state repeated, and when it harms the employee’s complaints, only 3% file lawsuits; health. This type of bullying is non-physical and 4 Bullying stops when targeted people quit psychological, but it’s “violence” nonetheless. Of (40%), get fired (24%) or transfer jobs (13%) workers identified as bullied, 41% are clinically – meaning that targets pay the price for bully- depressed, while 30% of women and 21% of men ing most of the time. suffer from Post-Traumatic Stress Disorder. Who is Typically Targeted? Bullying Movement Making Headway Adult targets of bullying are selected because Workplace bullying may be gaining legal of their refusal to be subservient (“insubordina- ground. The Indiana Supreme Court recently tion” is the most frequent complaint about affirmed the jury’s verdict in the so-called “bully- targets), their superior work or social skills ing trial” against Dan Raess, M.D., for his intimi- (which threaten the bully who lacks emotional dating assault of Joe Doescher, original plaintiff intelligence), or their ethical whistle blowing. in the case. In the Supreme Court’s reversal of an Women bullies primarily target women (71% of appellate court decision, justices commented that, cases), although 60% of bullies are men. Charges “workplace bullying could be considered a form of sexual or racial harassment apply in only about of intentional infliction of emotional distress.” one-fifth of bullying cases. There are no current laws in the U.S. against Response to workplace bullying increases workplace bullying, but that could be changing. when complainants enjoy protected status as The Workplace Bullying Institute-Legislative defined by federal or state anti-discrimination Campaign (WBI-LC) is responsible for legisla- laws. However, if the perpetrator and target of tion introduced in 13 states since 2003. Several harassment are protected, or the target is not a bills are currently active in New York state. And member of a protected group, these laws do not many states are expected to introduce some apply. version of the anti-bullying Healthy Workplace Even when bullying conduct is confirmed and Bill in 2009. EA professionals recognize the harm it’s creating “This legal opinion will certainly bolster the in the workplace, harassment that is not illegal workplace bullying movement,” states Gary may be ignored. Employers can either worsen or Namie, director of the WBI and the expert ignore bullying complaints in 62% of cases. As a witness in the Indiana case. He predicts that the result, current laws often do not address bullying, effect beyond litigation will be to “legitimize even though it is four times more prevalent than workers who are bullied but disbelieved.” illegal forms of harassment. The first scientific national survey of work- Most bullies adopt contradictory behaviors. place bullying was commissioned by WBI and They terrorize their prey while at the same time conducted by Zogby International in 2007. The ingratiating themselves with higher-ranking startling WBI-Zogby results included: workers. One federal agency executive, for September 2008 EA Report Brown Bagger 1 Brown Bagger Two-Headed Snake This bully has a “Jekyll-Hyde” way of dealing with people. “Friendliness” serves only to example, refused to terminate an acknowledged decrease resistance to supplying information that division chief bully because he was a great con- may later be used against you. This type of bully: versationalist and lunch buddy. Bullies’ targets, • Plays favorites; on the other hand, generally are not believed • Ensures that the target does not have the when they complain. They are referred to as resources (time, supplies, etc.) to do the “whiners” and accused of being “thin-skinned” or necessary work; “provocative” and thus deserving of their fate. • Assigns meaningless or “dirty” tasks as As a result, investigations nearly always con- punishment; clude that the problem is merely a clash in person- • Breaches confidentiality by sharing private alities between bully and target. Some managers information about the target with co-workers or supervisors will state that, “That’s why they or other people; and call it ‘work’,” or, “It’s just tough management.” • Steals credit for work done by the target. But workplace bullying is not “tough” manage- ment – it is illegitimate behavior; it interferes with Gatekeeper an employee’s productivity and the employer’s The gatekeeper is a control freak. This person business interest. Remarkably, the targets bear the needs to establish that he or she is “one up” on effects of their unsolicited misery. In 64% of bul- you, to order you around or to control your cir- lying cases, targets either quit their job to stop the cumstances. This type of bully: bullying, or they were constructively discharged. • Deliberately cuts the target out of the commu- nication loop (stops email, distribution of Bullying Types and Tactics memos, etc.); The following are some types and tactics of • Does not follow internal policies and proce- bullying – but bear in mind that a worker who dures that protect employees from various bullies may adopt any tactic at any time to accom- actions or behaviors; and plish his or her goal of controlling the target. • Makes up new rules on a whim that the target is expected to follow, while the bully is exempt. Constant Critic The constant critic is extremely negative. This Screaming Mimi individual is loved by senior management This person is the stereotypical bully – con- because of an ability to “get those people to trolling through fear and intimidation. This type produce.” The constant critic aims to destroy of bully: confidence and encourages self-doubt. This type • Is overbearing, self-centered, and insensitive to of bully: the needs of others; • Uses insults, put-downs, and belittling com- • Poisons the workplace with angry outbursts; ments; • Yells, screams, or curses; and • Discusses the target’s “incompetence”; • Intimidates through gestures, finger pointing, • Makes unreasonable demands with impossible etc. deadlines, disproportionate pressure, and expectation of perfection; According to the WBI, bullying actions qualify • Demonstrates disrespect by hovering over the as bullying only if they harm the health of the target, overusing memos, emails, and other target. Therefore, it’s safe to say that all bullying messages to bury the target in correspondence; is cruelty inflicted on targets. Cruelty comes in and the form of one or more of the following tactics: • Criticizes aspects of the target’s life that are • Deliberate actions to humiliate, intimidate, irrelevant to work – appearance, family, undermine, or destroy the target; or friends, etc. • The withholding of resources (time, informa- tion, supplies, support) necessary for the target to succeed. 2 EA Report Brown Bagger September 2008 Brown Bullying can be Hazardous to Your Health Bagger If you are a victim of bullying, seek help. You owe it to yourself and the people who love you. EAP can Play a Key Role They want the pain you endure from bullying to The EAP can play a major role in alleviating stop. Effects may include: the distress of bullied individuals. EA profession- als are uniquely able to work with targeted 1. Physical health workers to restore their health and productivity, 3 Headaches and excess stress; which are at the core of employee assistance. 3 High blood pressure; Gaining employees’ trust depends on consis- 3 Weight swings; tently demonstrating impartiality as well as main- 3 Peptic ulcers; taining clinical confidentiality. Programs that 3 Reduced immunity – more colds, etc.; and allow sharing of clinical information in supervi- 3 Indigestion or irritable bowel syndrome. sory-referred cases become tools for manage- ment. 2. Emotional/psychological health EA professionals can lobby to stop all work- 3 Loss of sleep, fatigue; place bullying. The rationale for this strategy is 3 Poor concentration, forgetfulness; twofold: 3 Clinical depression; 3 Suicidal thoughts; Bullying affects the fiscal bottom line by 3 Mood swings, bursts of anger; and increasing turnover, hurting recruitment and 3 Violence against self or others. retention, encouraging litigation, and imposing a host of intangible employer costs. Human 3. Damage to social relationships Resources and work specialists may gather data 3 Co-worker isolation or resentment; that illustrate these reactions, but such informa- 3 Wavering support from family; and tion rarely surfaces at the executive level. EAPs 3 Abandonment by friends outside work. could be the conduit for such information. EA professionals can educate executives 4. Damage to finances that an abused, injured, fearful workforce is not 3 Sick leave depleted, switch to short-term productive and instead