The Bully In The Workplace

 

The U.S. Department of Labor defines "workplace violence" as "any threat or act of physical violence, harassment, intimidation, or other threatening disruptive behavior that occurs at [a] worksite." This is a broad definition, as well it should be. There are actually many behaviors that fit into this definition that have often been labeled differently over time. In different situations and in different environments, terms such as "bullying", "harassment", "hostile work environment", and so forth could be easily used to describe these behaviors.

 

Let's look specifically at what we traditionally refer to as "bullying." To meet the definition of bullying, and what renders it a subcategory separate from other aggressive behavior, is that the activity has to occur repeatedly and regularly, and while not a requirement for its definition, it also typically escalates.

 

Compared to other aggressive behaviors, bullying is also more frequently subtle, as opposed to overt. The individual may be engaging in a variety of behaviors that are sustained, with the intent of intimidation and creating a climate of fear. This all has the effect of relaying a message to others: "you may not be safe around me .. but you never know."

 

Over time, the victims have learned to respond to cues from the bully that are designed to invoke fear and obedience, but yet may not be as noticeable by others, to the point that the victims were reluctant to report, for fear that others would not believe them or would not understand the subtle, historical meanings behind the bully's actions.

 

The bully engages in this kind of behavior simply to get his or her own way, and to effectively get others to "back off!" Over time, bullies become better and better at disguising their threatening behaviors, and those around them become better and better at avoiding the bully. This avoidance both allows the bully to get his or her way more easily, and further reduces the possibility that his or her behavior will come to anyone's attention. By the time management does become aware of this behavior, we now have an individual who has been reinforced and feels entitled, with a history of getting whatever he or she wants, further complicating any kind of disciplinary or employment action.

 

As we have learned from some of the school shootings, while bullying is certainly an aggressive act by itself, it can also result in a tipping point, where a victim actually becomes the aggressor. The victim finally has been pushed to a point that he or she engages in an act of retaliation, sometimes in a very explosive manner. Sometimes, the victim's target becomes not just a designated bully, but also the entire system that had allowed the bullying to occur.

 

The research on bullying has grown, due to the increased interest in this behavior in certain parts of the world. A national U.S. survey found that 54 million Americans report being bullied at work, with an estimated 43,800 acts of harassment, bullying and other threatening behavior in the workplace every day. Some studies have revealed that nearly 95% of employees have had some exposure to general bullying behavior in the workplace over a 5-year period, with 35% of workers having experienced bullying firsthand.

 

The problem is receiving increasing attention worldwide. In the U.S., most states have some kind of law or policy regarding bullying within their schools, and since 2003, approximately 25 states have introduced bills within their legislatures to address the problem of workplace bullying. In a 2012 SHRM survey, 3% of companies surveyed reported that they had a written policy on bullying, while 40% believed that they had that covered within other policies, such as those covering hostile work environments.

 

There are many reasons for organizations to address this kind of behavior and address it early. Damages to the bully's victims, both direct and indirect, are extensive. Those around them are often distracted and feel unsafe at work, leading to lowered productivity, reduced motivation and absenteeism. The victims will take more sick days and experience more stress-induced psychological and physical illnesses - and many will just quit. If not addressed, the system becomes more dysfunctional, with reduced internal cohesion, motivation, commitment and job satisfaction. Management spends more time dealing with the issues related to both the direct and indirect effects of this behavior. And employees spend more time looking out for themselves, as opposed to focusing on the company's goals. In short, this all affects the company's bottom line.

 

The ultimate benefit of addressing workplace bullying early is that it allows the company to become aware of this kind of high-risk behavior before it escalates into something even worse. Those with a history of chronic and escalating aggressive behavior commit a significant percentage of workplace violence incidents.

 

To be effective, any employee Workplace Violence training or awareness program has to provide your employees with the knowledge that they can and should report all such behavior. Even more importantly, it must instill the confidence that the company will actually address the issue in a responsible and confidential manner that does not put the employee further at risk.