Workplace

Workplace Bullying Survey results announced

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Read the full article here:  2010 WBI U.S. Workplace Bullying Survey, the National Poll

Check out these findings on work place bullying in America.  There is no place for bullying in todays society whether it be in the school yard, online social networking sites or in the workplace.  It is important people are given support and help when they speak up and out the bullies.

Key Findings

* 35% of workers have experienced bullying firsthand (37% in 2007, given the MOE, essentially equivalent)
* 62% of bullies are men; 58% of targets are women
* Women bullies target women in 80% of cases
* Bullying is 4X more prevalent than illegal harassment (2007)
* The majority (68%) of bullying is same-gender harassment

Prevalence of Workplace Bullying

35% of the U.S. workforce (an est. 53.5 million Americans) report being bullied at work; an additional 15% witness it. Half of all Americans have directly experienced it. Simultaneously, 50% report neither experiencing nor witnessing bullying. Hence, a “silent epidemic.”

Gender and Workplace Bullying

Both men and women bully, but the majority of bullying is same-gender harassment, which is mostly legal according to anti-discrimination laws and workplace policies. Women target women.
WPB Prevalence

Recommended Reading


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Is Gossiping Bullying

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Cover of Nasty People

ONE of Wall Street’s most feared traders declares that employees who gossip about co-workers will be fired for behaving like “slimy weasels”.

Self-made billionaire Ray Dalio’s list of rules to his 1000 employees detailing behaviour that he would not tolerate at his firm, Bridgewater Associates, was leaked onto the internet.

Mr Dalio, who is estimated to be worth $4.75 billion, said any staff members who were overhead gossiping maliciously about a colleague three times would be fired, The Australian reports.

“Never say anything about a person you wouldn’t say to him directly,” he wrote in the document, called ‘Dalio rules’.

“If you do, you are a slimy weasel.”

The rule cuts both ways, with company meetings stored in a “transparency library” so staff can find out what their managers are saying about them. In turn, bosses can hear any nasty nicknames they have acquired.

Mr Dalio said that his workers loved his anti-gossip rules which he claimed promoted honesty within the workplace.

Gossip is passive bullying

Gossip is considered a passive form of bullying, where the victim is undermined behind their back, experts say.

There are no exact figures on the level of workplace bullying in Australia but research shows that around one in five people have experienced bullying in the workplace.

One New York life coach, Beth Weissenberger, teaches executives to find the source of gossip and punish the rumour-monger.

“Everyone draws up their own definition of what makes harmful gossip,” Ms Weissenberger said.

“I am not talking about the silly stuff – celebrities are fair game – but the toxic spite and resentment which kills camaraderie and gets in the way of running a business.

“(However) I have not heard of people being fired for gossip: that is new.”

Article Source and to Read more: http://www.news.com.au/business/business-smarts/slimy-office-weasels-face-the-boot-says-billionaire-ray-dalio/story-e6frfm9r-1225887845362#ixzz0t2606Cm7

I read the above article with interest.  I am impressed with the stance thatelf-made billionaire Ray Dalio’s has taken however with 1000 employees this will be one company policy which will be hard to regulate.  Much will depend on whistle blowing by staff which in can can unsettle relationships between team members.  Sadly gossiping is something encountered amongs peers and colleagues, often playground behavour that has continued uncheck into adulthood and the workplace.  I will be interested to see how this is handled in practice and what the results are.


…………………………

Recommended Reading

Bullying at Work: How to Confront and Overcome it

Fighting Back: How to Fight Bullying In the Workplace by David Graves

Nasty People by Jay Carter

Gossip Again and You’re Fired | Sterling Performance | BNET

One person’s ‘gossip‘ is another person’s way of networking, relationship building, sharing ideas and talking through technical problems. As an intravert, I love the idea of a peaceful office where I have more control over interruptions …

Publish Date: 07/06/2010 17:09

http://blogs.bnet.co.uk/sterling-performance/2010/07/06/gossip-again-and-youre-fired/

How to Deal With Office Gossip

There’s an office gossip in every company. The only employee who thinks gardening means tending the office grapevine. The person who knows so much you’d swear s/he is bugging your office, and filling in the blanks with National Inquirer …

Publish Date: 06/30/2010 8:44

http://www.stompy.us/66

Office Coffee Politics

The market for coffee machines are better than ever … and without these consumer devices, where we were to hold the meeting Office gossip … there really is no place better suited to office gossip and office gossip “coffee … but do …

Publish Date: 07/05/2010 6:39

http://www.espressoequipment.org/366/office-coffee-politics.html/

Office Gossip

Founder of WORKS by Nicole Williams and author of best-selling career book Wildly Sophisiticated, Nicole Williams gives her unique perspective on what WORKS in the office. In this segment, Nicole Williams gives all the do’s and dont’s of office gossi…

Office Gossip

From the D-generation

Gossip In The Office And Workplace / Educational Video

Gossip In The Office And Workplace / Educational Video. Production Company: Calvin Company; Keywords: workplace politics. Gossip in the workplace is a form of social interaction between two or more co-workers in which speculation and opinion about ot…

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Bullying and Intimidation at work

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Source: 
Bully for you: Intimidation at work | Money | The Guardian

Bully for you: Intimidation at work

Personal intimidation in the workplace can be hard to define and doesn’t always come from above. Cath Janes looks at the grey area where bluntness ends and bullying begins

Bullying happens in many places, put is often hard to define in the workplace. Illustration: Simon Pemberton

The allegations levelled against Gordon Brown this week are a timely reminder that bullying is not ­simply the domain of the playground. Workplace bullying is on the rise, a by-product of the added pressure placed on workers and employers by the recession.

It can be hard to know where to draw the line between gruff management style and intimidation of a darker, more personal nature. Yet for some, the question of whether their boss is a bully needs no debate.

“Early in my career I had a boss so awful that I used to cry over the things he said,” says lawyer Julie English. “Nothing I did ever seemed good enough and he used to have tantrums and shout at people. Then two years later I found myself working with a boss who prided himself on his honesty. He was really brutal and I sometimes wondered if he too was deliberately trying to make me cry. Looking back, I was surrounded by dysfunctional people.”

It’s a familiar tale: tears, tantrums, the nagging feeling that you’re no good. So it may surprise you to know that English doesn’t believe this was bullying. “It never even occurred to me that this constituted bullying,” she says. “They were difficult colleagues but they made me raise my game and made me a better lawyer. I learned a lot of lessons from them that other, kinder bosses failed to teach me.”

Employers should have zero tolerance for intimidation or bullying, but does that mean there is no place for straight talking?

According to the Department of Trade and Industry, bullying is the intimidation of an employee by physical or verbal violence, abuse or humiliation. It includes being picked on, being unfairly treated or blamed for incidents, being routinely overworked and consistently denied career or training opportunities. It is behaviour that happens privately or in front of colleagues and in any form of communication.

It is an issue underpinned by startling statistics. A recent survey by the Unison union and Company magazine revealed one-third of young women claim to have been bullied, often by other women. The Chartered Management Institute (CMI) claims 70% of managers have witnessed bullying in the last three years and that bullying costs the UK £13.8bn per year.

Yet there is a danger in confusing bullying with straight talking. To assume that the latter is always the former could make us incapable of looking our colleagues in the eye for fear of unbalancing their delicate constitutions. So when is a bullying boss really only a gruff manager?

When their comments are connected to the work and not the person, says Mandy Rutter, clinical manager at Axa Icas, health and wellbeing specialist: “They won’t have personal criticisms about that person, won’t single them out and will be consistently straight talking with everybody. It may be difficult to hear comments connected to performance or behaviour but it is also adult-to-adult communication with evidence to back it up.”

Honesty can be warranted yet cruel and, according to Rutter, when we are under stress we respond emotionally.

There are occasions, though, when tough talking is needed. The recession has demonstrated this and redundancies, restructuring and bankruptcy have forced us to have the difficult conversations we’d rather avoid.

“We need to get better at having robust dialogue because difficult conversations about employee performance are one of the biggest challenges for managers and it’s too often avoided,” says Penny de Valk, chief executive of the Institute of Leadership and Management. “If there is not a performance culture in an organisation some employees will see this as bullying because they haven’t experienced it before. In fact it can be beneficial to have a frank approach and staff can thrive on that clarity. It is not bullying to address important issues, gain clarity or acknowledge what an employee has done to contribute to an issue. Softening the message too much means it can get lost.”

Nina Dar, founder of Cheeky Monkey, a change management consultancy, agrees. She admits she shocks clients’ employees because she is direct and honest, but believes this is the key to success.

“I’ve had grown men tell me that I’m scary. I’ve also seen people cry because of my comments. Yet increasingly we see employees who are happy to work with this style because they want to be treated like adults who can handle challenges,” she says.

“This is different to bullying, which means hurting someone, lashing out at them, being inconsistent and chipping away at their confidence. I recognise that if employees want to work as a team they have to talk to each other honestly. It’s about having adult conversations and enjoying the results.”

Yet tough talking can become bullying, an easy line to cross. Bullies erode an employee’s judgment, sometimes so subtly that it is hard to know what is unacceptable. The issue is further complicated by the stereotypes. We can be so busy scrutinising superiors for bullying behaviour we forget to scrutinise those alongside or below us.

“I took on a job with managerial responsibility and one colleague, to whom I was senior, caused me enormous problems,” says teacher Mike Durrant. “He was an awkward character and refused to co-­operate with the changes I was proposing. He’d deliberately miss meetings and refuse to share tasks. I complained to our line manager and was told to learn to deal with him.

“It got worse. He’d shout at me in classrooms or meetings and became determined to battle me. I also discovered that my predecessor had left because of him, as had someone more senior. I had no control over him and my managers did nothing either, so I had no one to turn to for help.”

Durrant developed such serious depression he had to be hospitalised and has been unable to work since 2008. He is in no doubt this bullying is responsible for his ill health.

According to a CMI survey, 63% of managers have witnessed bullying between peers and 30% have witnessed subordinates bullying their managers.

Yet while some behaviour, such as discrimination, threats or violence, is clearly defined legally, bullying is a grey area. Elin Pinnell, an employment law specialist at Capital Law LLP, says: “There should be zero tolerance of bullying in any workplace yet there is no rule book about what defines it. Take swearing. If you work on a building site and it is part of the daily banter, does this constitute bullying? You can debate it until you are blue in the face but it really does depend on the impact it has upon each employee.”

Also, those displaying this behaviour may be unaware of its impact. “I don’t know if he was being a bully,” says marketing manager Jim Davies of a former-colleague. “There were times when butter wouldn’t melt and he’d be upset to know he’d hurt you. But then his deviousness would be so transparent that he looked like a man who actually enjoyed bullying people.

“He was also very manipulative. He’d temper his comments with ‘I’m only being honest’, or ‘It’s not about you, it’s about the business’, which allowed him to say anything he liked. Work was one big guessing game and innocuous actions would cause him to explode. The shock meant you’d be incapable of responding to it.”

Remind you of anyone? There’s an argument that the management style of celebrities such as Gordon Ramsay, Sir Alan Sugar and Simon Cowell don’t help. Most people confronted by such an approach would feel humiliated yet we tune in to point and laugh at chefs, apprentices and singers who are clearly distressed. Is it any wonder that we struggle to distinguish tough talking from bullying?

“What works on TV just doesn’t work in reality,” says CMI chief executive Ruth Spellman. “You can recognise tough behaviour if you know how, though. Ask whether your colleague or boss is a tough listener as well as a tough talker. Can you have your say as much as they have theirs? And are you confident you can trust them, and that they are acting consistently? If so they’re not necessarily your enemy. That confidence, consistency and trust could benefit you in a way that a bully never could.”

Some names have been changed
What to do if you think you’re being bullied

First, talk it over with someone to establish whether the behaviour you are being subjected to really does constitute bullying. If you belong to a union, your rep should be able to help. DirectGov, Citizens Advice (0844 848 9600) and the Equality and Human Rights Commission (0845 604 6610) are also good contacts.

Acas, the Advisory, Conciliation and Arbitration Service (08457 474 747), offers advice and has a useful leaflet entitled Bullying and Harassment at Work, which is available by post or online. If you speak to an outside agency or charity, make sure it follows clear guidelines on maintaining confidentiality.

Once you are sure you are being bullied, take the following steps:

• Try to find out if anyone else you work with is suffering from or has ­witnessed bullying behaviour from the person concerned.

• Keep a diary of incidents, including dates, witnesses and your feelings at the time. Keep copies of emails you think form a wider pattern of bullying.

• Make the person aware of his or her behaviour and ask them to stop. You could ask a colleague or union official to act on your behalf.

• If you can’t confront the person, consider putting your objections to him or her in writing. Keep copies of any correspondence. Keep your tone unemotional, and stick to the facts.

• Employers are responsible for preventing bullying and harassment. If you decide to complain to your employer, ask for information on its grievance procedures.

• Instead of taking disciplinary action, your employer (or you) may wish to follow different ways of resolving the situation, such as mediation.

• If you have to resign due to bullying, take legal advice. You cannot make a legal claim directly about bullying, but you may be able to make a constructive dismissal claim against your employer on the grounds that it is neglecting its “duty of care”. You will have a better chance of success if you can show the tribunal you have followed the steps above and complied with any attempt by your employer to resolve the situation.

• Complaints can also sometimes be made under laws covering discrimination and harassment if, for example, you think you are being bullied on the grounds of age, sex, race, disability, religion, sexual orientation, nationality or any personal characteristic. Graham Snowdon

Workplace bullying – a problem for employer and employee alike

To minimise the risk of bullying, employers should encourage appropriate behaviour from all employees in the workplace. They should not tolerate unacceptable conduct, should address complaints promptly and appropriately, …

City lawyer seeking £19m over workplace bullying claim settles for …

A City lawyer who had claimed £19m in compensation over workplace bullying has settled for an undisclosed multi-million-pound sum. Gill Switalski, 54,

There is No Excuse for Bullies at Work (or Anywhere Else)

If you are a manager it is your responsibility to prevent workplace bullying. If you are a recipient of bullying, you are not alone, take action. If you are a witness to workplace bullying, you can do something about it. …

Further reading

Fighting Back: How to Fight Bullying In the Workplace by David Graves

The Importance Of Business Coaching To Conflict Resolution

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The Importance Of Business Coaching To Conflict Resolution

Do you have a business management degree or years of experience running a money-making small to medium sized business? If you are looking for a new career path or if you want to increase your moneymaking opportunities, business coaching is the way to go. Both a degree and on the job experience deems you qualified enough to teach others.

When offering your services as a business coach, there are many areas of business you need to consider. Marketing is the most common. Marketing enables the public to know about a company and the products or services they sell. Your step-by-step guide to running a successful and profitable business should include marketing, but don’t forget the smaller aspects. For example, conflict resolution.

Conflict is common in the workplace and it comes in many various formats. Coworkers have conflict with each other. Supervisors have conflict with their employees. Business owners and workers have conflicts with clients. Honestly, the list goes on and on. Although conflict is common in the workplace, it is unhealthy. It is your job to teach small business owners and their employees how to avoid workplace conflict and how to resolve it quickly and peacefully.

One of the best ways to teach your clients about conflict resolution is with role-playing. If hosting a seminar retraining employees, pick a couple from the group. Begin with two employees playing themselves. This is vital. A disruptive workplace starts a chain reaction. Make the scenario where the two coworkers are supposed to be working together on a project, but only one is carrying their weight. Allow the two to attempt to resolve the problem themselves. Then, step in. Highlight the good choices and the bad. Then, coach these coworkers through a positive resolution. This involves calm voices, friendly tones, and no finger pointing.

Next, work on the conflict amid supervisors and employees. If the business owner or manager is present you can use them for the exercise, but you may find little volunteers. If that is the case, select one or, once again, use two employees. Create the scenario that the boss is unhappy with the employee constantly showing up for work. Begin with the supervisor. They need to coolly approach their employee and utter their dissatisfaction. Do not blame or accuse. Next, the late arriving worker needs to explain him or herself. In this condition, it is best just to say sorry for the delay and state it will not happen again. Excuses may lead to conflict.

Finally, role-play with a client and an employee. All businesses strive to please their clients, but no one is ever 100% happy. If the company you are working with is a retail store, use the example that a customer was double charged for a product. They arrive in the store the next day. There is little proof that they were overcharged. In this situation, many employees and managers try to get out of refunds. No business desires to lose or handout money, but think of the consequences. A happy customer tells their friends, but an unhappy customer tells anyone who will listen. Think long-term and about the company’s and employee’s repute. Offer a refund or let the customer to grab another of the product.

As previously stated, the best way to apply conflict resolution is with role-playing. Unfortunately, not all business coaches are able to meet with their clients face-to-face. In these cases, create literature for the business owner, supervisors, and workers to read. Make it clear, short, and easy to read.

Despite of how you teach your clients about conflict resolution, always emphasize the important points in the end. These include the consequences of conflict. They are an unhappy client or disruptions in the workplace that can start a chain reaction. Then restate the ways to avoid conflict, such as not placing blame, talking in a friendly tone, and addressing all issues as they arise and not later down the road.

WORKPLACE: Derailing the career train – Resolution Mediation

… poor communication skills; inability to think strategically; unnecessary aggression towards others; poor conflict resolution; inability to adapt or manage changing situations and; an overly narrow outlook or orientation. …

Further Reading

Contemporary Conflict Resolution 2nd edition: The Prevention, Management and Transformation of Deadly Conflicts by Oliver Ramsbotham, Tom Woodhouse, and Hugh Miall

The Eight Essential Steps to Conflict Resolution: Preserving Relationships at Work, at Home and in the Community by Dudley Weeks

The Dynamics of Conflict Resolution: A Practitioner’s Guide by Bernard Mayer

Conflict Resolution: Mediation Tools for Everyday Worklife (Briefcase Books Series) by Daniel Dana



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Workplace Bullying: Applying Psychological Torture at Work

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Workplace Bullying: Applying Psychological Torture at Work

Have you been the victim of a workplace bully?

What happens when a schoolyard bully grows up and enters the workforce? Or worse, what if that bully becomes your boss? The result can be outright aggressive behavior or a subtle psychological torture that can make the workplace a living hell.

Someone close to me is experiencing a horrible case of psychological bullying at work. In her case, the main bully is a supervisor, but the supervisor has created an “inner circle” that helps in applying the bullying tactics. Her story caused me to look back on other cases of bullying at work that I have encountered. Unfortunately, there have been far too many.

Workplace bullying is more common than you might expect. A 2007 Zogby survey found that 37% of workers – representing 54 million people — reported that they had been bullied at work. Some researchers have reported that workplace bullying is a greater problem than sexual harassment.

What are the effects of bullying? Targeted employees can experience fear and anxiety, depression, and can develop a kind of post-traumatic stress disorder – leading to psychological harm and actual physical illness. This leads to absenteeism and turnover as bullied employees avoid or flee the torturous workplace.

What are some of the tactics bullies use in the workplace?

Threats.
Most commonly, bullies threaten the employment or career status of the employee. Threats of being fired, or in my friend’s case, a threat of “I will dock your pay!” can be particularly troubling (even though my friend is a union employee so her pay cannot actually be affected).

The Silent Treatment. Often a bully and his or her “inner circle” will ostracize victims to the extent of completely ignoring them – refusing to even acknowledge their presence. In other instances, the bullies will stop talking when the victim enters the room, but perhaps continue talking in hushed tones with furtive looks at the victim, giggling and/or making disapproving grunts. You know, the same kind of tactics used in the schoolyard.

Rumors and Gossip. Bullies love to spread lies and rumors about their victims, and these can sometimes be quite vicious. Although untrue, rumors and gossip can filter throughout the organization and actually tarnish an individual’s reputation. I’ve known many insidious cases where a bullied victim sought to fight back, and the bullies spread rumors that the victim was merely a “complainer” and a “problem employee.”

Sabotage. Bullies may go so far as sabotaging the victim’s work. This can be outright (e.g., destroying or stealing a work product, or more subtle (e.g., altering someone’s powerpoint presentation or omitting a page from a report).

What can you do if you are a victim of bullies? There is a very useful website, kickbully.com that discusses the causes and consequences of bullying and suggests how to fight back.

Let’s hear some of your stories of workplace bullies and how you fought back!

Article Source: http://www.psychologytoday.com/blog/cutting-edge-leadership/201002/workplace-bullying-applying-psychological-torture-work

Further Reading

Fighting Back: How to Fight Bullying In the Workplace by David Graves

Bully in Sight: How to Predict, Resist, Challenge and Combat Workplace Bullying – Overcoming the Silence and Denial by Which Abuse Thrives by Tim Field

The Essential Guide to Workplace Mediation and Conflict Resolution: Rebuilding Working Relationships by Nora Doherty and Marcelas Guyler

Bullying at Work: How to Confront and Overcome it by Andrea Adams

Bullied: A Survivor’s Handbook for People Affected by Domestic Violence, School Bullying and Work Place Bullying by Neville Evans

Employee Well-being Support: A Workplace Resource by Andrew Kinder, Rick Hughes, and Cary L. Cooper

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On the Threshold of Eternity
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Workplace bullying on the rise

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Culture of cuts is fertile ground for bullies – Scotsman.com News

Published Date: 16 January 2010
WORKPLACE bullying has increased because of the recession, costing British industry billions of pounds to sort out, according to a new study.

Psychologists have urged companies to be vigilant about “negative employee behaviour” before a problem escalates into a case of bullying, leading to legal action taken by victims.

The recession had led to understaffing, increased job demands and worries about cash, so that workers’ feelings were the last thing on a boss’s mind.

This produced a “fertile environment” for bullying, according to a paper discussed yesterday at a British Psychological Society conference in Brighton.