13 February 2009

NEWS - Workplace to consult Union on Bully-Harassment Policy review



New staff policies for council

KEMPSEY Shire Council will implement new policies to ensure staff angst is appropriately dealt with.

At an Industrial Relations Commission hearing last week, council and the United Services Union (USU) discussed issues which had been affecting some staff members since last August.

General manager Allan Burgess said issues between staff and some areas of management had been resolved amicably.

“The commissioner, John Stanton, heard the six grievances and the matters were fully discussed,” he said.

“Council has undertaken to improve its internal communication process and introduce some new policies to ensure more clarity when dealing with staff issues.”

The USU, representing the six staff members, said it too was happy with the outcomes of the hearing.

I’m pleased our members had the opportunity to present their issues to the commissioner and have their concerns heard and be treated with compassion,” USU organiser Narelle Rich said.

“The commissioner provided both parties with some excellent opportunities to improve the consultative mechanisms available to the Union and council, in particular, allowing regular weekly access to its members in an effort to avoid this situation arising again.”

Council and the USU are currently investigating a joint initiative regarding bullying and harassment in the workplace.

Shire to look at Cittaslow concept

KEMPSEY could become one of the first towns in Australia to embrace the Cittaslow concept.

Cittaslow is an Italian concept developed through the slow food movement and encourages communities to take time out and think about the future direction of their town.

It aims to introduce policies that nurture the distinctive features of town and its surrounds.

Kempsey Shire Council has invited the mayor and chief executive of Alexandria Council in South Australia to address a public meeting on Cittaslows next Tuesday at 3pm.

Alexandria Council administers Goolwa, is the first town in Australia to embrace the Cittaslow concept.

The meeting will be held in the council chambers.

source

Slow Cities in Australia : After Goolwa, there are two other towns - Katoomba, City of Blue Mountains

12 February 2009

Famous Bully Moment for the world to see - Maybe this is a trend?



Is Christian Bale's Outburst Workplace Bullying?

VANCOUVER, BRITISH COLUMBIA - Actor Christian Bale's 3 1/2 minute tirade of profane, degrading insults is the type of behaviour that is often described as workplace bullying, a disrespectful behaviour that is costing Canadian Companies $20,000 per employee per year.

"Workplace bullying is the use of power through aggression. It can only happen when businesses don't set clear guidelines about how employees are expected to treat each other," says Erica Pinsky, a workplace Bullying and Harassment Expert and author of Road to Respect: Path to Profit.

Senior executives often make excuses for bullying behaviour particularly when the disrespectful employee has power - like in the case of Christian Bale. "That is a recipe for workplace disaster," says Erica. "Bullying creates a toxic workplace and bleeds away company profits."

Erica advises adopting respectful people practices to become an Employer of Choice. Studies show that those companies are faring a lot better through the recession than their less respectful competitors. Build a respectful environment that will weather the current storm and become a great workplace that attracts - and keeps - top employees.

Erica Pinsky, M.Sc, CHRP, is an engaging and inspirational speaker, author and consultant working with organizations to build respectful and inclusive workplace cultures that attract and retain quality employees. Her Canadian clients include: Washington Marine Group, City of Vancouver, Bell Mobility, Canfor and the BC Teachers Federation. Erica has been featured in Business In Vancouver and Workopolis.com. She has been on the Bill Good and Gary Doyle Shows, as well as Niagara-At-Noon. Erica's book, Road to Respect: Path to Profit will be available in February 2009.
source





IF YOU MISSED IT

RANT EFFECTS OTHERS thanks to BBC Radio
In further developments, the BBC Radio took it upon itself to air the tape of the 4min rant, naturally the outburst from Bale caused a fall out for BBC with complaints from listeners who were exposed to the volatile rant.


BBC airs unedited X-rated Christian Bale rant on breakfast show
'The BBC played an unedited clip of Christian Bale's expletive-strewn tirade on BBC Breakfast this morning, blaming a technical error.

Just before 7am, Breakfast presenters Charlie Stayt and Susanna Reid introduced the clip of Bale swearing at a film crew member. Producers cut the video short after a few seconds but only after the first "fuck" was broadcast to Breakfast viewers across the UK.

Viewers heard a shriek in the studio and the camera cut back to the presenters, who immediately apologised.

"An enormous apology. That was definitely supposed to be edited. We are very sorry. You won't hear that again. We do apologise," Reid said.

The BBC has received 54 complaints so far. Media watchdog Ofcom has also received a small number of complaints and is considering whether to investigate.'

Christian Bale rant:
Full TRANSCRIPT

Taped RECORDING


WHAT EVERY TARGET OF BULLYING WANTS TO HERE : 'I'm Sorry'

Christian Bale apologises 'unreservedly' for Terminator set rant

9 Feb 2009: 'I was out of order beyond belief,' says Dark Knight actor of his tirade at director of photography on set of Terminator Salvation....calling it "inexcusable" and admitting "I acted like a punk".


CHRISTIAN BALE SPEAKS ABOUT HIS 'MELTDOWN'
Saying it was a 'bad day', and the guy he targeted was a 'giant', and rejects any notion of 'bullying'.
Radio Talkback take on it - Live Radio interview with Christian Bale following the fall out explains his 'potty mouth'.


MY TAKE ON IT

Even in context of the type of work environment, and people involved, it was clearly rude, offensive and intimidating.

Bale was clearly running an angry rant.

He was angry, very angry, sounding frustrated, it becomes more heated as Bale gets so worked up and out of control, that he even threatens violence, and colleagues trying to step in and calm him down.

I doubt it was a PR stunt.

Bale says the 'situation' was immediately sorted out with everyone following.

RECORDING BULLYING ATTACKS : 'Smoking Gun'

I have met many victims who have said they wished they could have recorded the incidents, and some who have even pleaded with HR to have the workplace video recording device installed to capture the extreme bullying to no avail.

What I am interested in is the approach to capturing and outing Workplace Bullying and Harassment, can it be a new tool for victims-targets to capture and present to HR ? It may help speed up the investigation and obtain better outcomes for the victim. This is something I am keen to explore, the implications, privacy, protection of victims and offenders alike.

Today in the workplace there is video surveillance virtually everywhere, so what is the difference between the employer capturing video v's the employee? If we are living in an Orwellian world, why can't we all participate?

Recently I have come across an American who was being bullied who reverted to purchasing a Watch - Video Camera to record the attacks on him. There is also other equipment people can purchase to record 'outbursts' and bullying eg; video pen

I am interested in your feedback on following :
  • So is this an option for victims?
  • What would you do if you were HR and the victim came to you with a 'smoking gun'?
  • What privacy and legal implications are there?
  • Employer video surveillance v's employee surveillance.
  • What frame work could be implemented eg: Policy, legal?

09 February 2009

NEWS - CAMPAIGN : UK Employers must be able to manage stress in the workplace

In the UK they are taking Workplace Stress seriously.

Agency worker safety campaign launched

On 9th February the £1 million government campaign'KNOW YOUR RIGHTS' was launched to help employers know what their responsibilities involve regarding the health and safety of agency workers.

The scheme has also been launched to help employees hired through an agency know what they are entitled to and what rights they have in the workplace, the Department for Business, Enterprise and Regulatory Reform (BERR) reported.

A poster campaign will feature in public places, online and in local press, encouraging workers to be aware of their rights.


Over 13,000 employment agencies will be written to by Pat McFadden, business minister, to outline how they can make sure that their practices adhere to legislation.

Simon Garbett, chairman of the Employment Agents Movement, commented: "Enforcing minimum standards such as health and safety, minimum wages, holiday pay and ensuring workers pay is not reduced by illegal or unfair deductions is entirely appropriate."

In addition, Brendan Barber, general secretary of the Trades Union Congress, said agency employees are among the most vulnerable workers in the UK and said the campaign is "welcome" to help them, which may interest companies considering risk assessment training.


WHAT ONE HEALTH & SAFETY CONSULTANCY AGENCY IS SAYING ABOUT THIS:
NUR IS OFFERING A RANGE OF COURSES FOR EMPLOYERS

Norwich Union Risk Services is urging employers to be more vigilant of the signs of stress in the workplace and have procedures to manage it effectively.


According to Health and Safety Executive (HSE) figures, work-related stress accounts for over a third of all new incidents of ill health and each case of stress-related absence is likely to lead to an average of one month off work.

Helen Toll, health and safety consultant, Norwich Union Risk Services, says that the Samaritan's Stress Down Day on 6 February was an important reminder that stress remains a very real issue, particularly in the current economic climate.

"Stress doesn't just affect the individual; it can have a detrimental impact on a business as well. It can lead to high levels of sickness absence, increased staff turnover and poor morale, all of which can all have a knock on effect on a company's reputation and customer satisfaction."

There are some practical tips that employers need to take into consideration in relation to managing stress in the workplace, according to Toll:

"Employers should establish a clear policy on stress management and other issues such as dealing with workplace harassment and bullying and violence to staff, which can be significant workplace stressors."

"Stress should be treated like any other workplace hazard. A risk assessment should be carried out, both at organisational level and within each team. It is important to work closely with employees and their representatives to identify the main sources of workplace pressure and develop realistic and workable solutions that proactively tackle the underlying causes of stress."

"Key to the successes of stress management programmes are senior management commitment, employee participation and the competence of line managers. It is essential that managers are provided with guidance and training in how to recognise the signs and symptoms of stress and understand the causes.

"They need to be clear about their role in stress prevention and management, know how to assess the risks and deal sensitively and supportively with employees who are struggling to cope."

"Employers should provide additional support for employees experiencing stress. This could be through the business's HR department or occupational health professionals. Providing access to confidential counselling services is also recommended."

Norwich Union Risk Services has just launched a new one day training course for employers. It includes advice on legal responsibilities, approaches to stress risk management and strategies for preventing and managing workplace stress.

source

06 February 2009

HR - Alternatives to challenging workplace investigations

The standard of workplace investigation expected of employers is increasing. Further, employees are using alternative legal processes to challenge workplace investigations.

Many employers are aware of the case Nikolich Goldman Sachs JB Were Services Pty Ltd [2006] FCA 784, as it relates to company policies. It also highlights important lessons in investigating workplace grievances, and in particular, the requirement to resolve factual disputes, make clear findings and the importance of a formal framework.

Mr Nikolich worked as a client financial adviser for Goldman Sachs JB Were. In Canberra, advisers service a portfolio of clients, the success of which impacts on their remuneration. Mr Nikolich formed a team of advisers to improve the level of customer service.

When one of the team members left, Mr Nikolich understood that the departing employee’s clients would continue to be serviced by the remaining team members. However, Mr Nikolich’s manager, Mr Sutherland, reallocated the clients largely outside the team (partly to himself). Mr Nikolich lodged a formal complaint about the reallocation and alleged victimisation and intimidation by Mr Sutherland following the reallocation.

The grievance was handled by an HR manager based in Sydney. She immediately contacted Mr Nikolich and arranged a telephone conference. Mr Nikolich was unsure what outcomes he sought, although he wanted something done and did not want his position jeopardised.

The HR manager checked the reallocation with senior management, who said it was appropriate for the branch manager to allocate clients. However, Mr Sutherland handled the reallocation poorly and morale was suffering as a result. Around August 2003, the HR manager sought a response from Mr Sutherland, who denied most allegations. Mr Nikolich subsequently raised a new complaint about Mr Sutherland allegedly transferring one of Mr Nikolich’s clients to himself.

In December 2003, the HR manager provided written outcomes of the investigation. She acknowledged a lack of transparency. However, she determined that: management’s decision to reallocate the clients was “appropriate”; there was no attempt by Mr Sutherland to intimidate or cause stress to Mr Nikolich; and Mr Sutherland had stepped down from his management role.

In relation to the second complaint about a client transfer, a finding was made that there was no evidence to support the claim.

Mr Nikolich suffered a depressive condition, which led to the termination of his employment. He brought a claim for breach of contract in the Federal Court. The Federal Court found that the handling of Mr Nikolich’s complaint was “extremely inept” because there was no recognition of the seriousness of the complaint (an alleged abuse of power), the HR manager should have travelled to Canberra to conduct interviews (if necessary, a venue should have been hired for interviews to ensure confidentiality) and no effort was made to resolve the factual conflict between Mr Nikolich and Mr Sutherland. In particular, key witnesses were not interviewed.

The process was found to be in breach of the company’s grievance handling procedure and the employee was awarded $515,869 in damages. The employer is currently appealing the decision.

Another case, DET v Sinclair No 2 [2006] NSWWCCPD 163, demonstrates the importance of making fair work arrangements during an investigation. Interestingly in this case, Mr Sinclair did not challenge the termination of his employment. Rather, he brought a stress claim about how the investigation was conducted.

Mr Sinclair was a school teacher. He was informed of an allegation of improper conduct towards a student, but no details were provided. He was immediately transferred away from teaching duties. He was directed to have no contact with any student from the school, even through an intermediary. No details of the allegations were provided for nine months. Mr Sinclair claimed psychological injuries arising from the investigation process. He successfully lodged a workers’ compensation claim.

Mr Sinclair was later dismissed when two charges of misconduct were proven. Upon termination, DET (Department of Education and Training) ceased paying workers’ compensation benefits, claiming that the stress was caused by reasonable action with respect to discipline and was thus exempt under section 11A of the Workers Compensation Act.

The Workers Compensation Commission found that there were two elements of DET’s investigation that were unreasonable, being the delay in providing details of the allegations and the ‘no contact’ direction. While no contact with the complainant and key witnesses was likely to be reasonable, a blanket rule was unreasonable, particularly without any details of the allegations being given. The Commission reinstated Mr Sinclair’s compensation benefits.

source: humanresourcesmagazine.com.au

05 February 2009

HR failing in Duty Of Care + Management failure in Duty of Care = Company fails Duty of Care


It is February Freeze in the Northern Hemisphere, whilst heating up for the usual February Frazzle in the south. Though this picture reminds me of the lengths one has to go to in alerting management and Human Resources to bullying, harassment and mobbing, all which violate OHS laws and company obligations.

It ceases to surprise me the complacent attitude and inept ability to immediately act by 'at least' putting into action their own company procedures - off the back of their own company policies that they themselves are meant to enforce.

Following on from the infamous Nikolich v Goldman Sachs J B Were case, though it seems there are still employers out there continuing to violate workplace agreements, company policies, floundering in failed process.

Seemling HR, Management and companies continue to show a frosty shoulder to it's valued employees.

The following are two recent cases (one settled, one in infancy) in Victoria and Queensland that demonstrate ongoing ineffectiveness of Management and HR to deal with Bullying and Harassment, and failing to protect the victim (aka Target), to the point that Workers Compensation and legal action is taken by the victim for respite and justice. All which can be avoided by understanding nature of Harassment and Bullying, and immediately taking action to nip it in the bud, and show clear protection and support to the victim.

VICTORIA

Compo payout for former Hepburn Shire Council receptionist

A FORMER Hepburn Shire Council receptionist who alleged she was the victim of workplace bullying will receive compensation including medical costs.

The compensation for an unknown amount follows a hearing in Ballarat Magistrates Court last December 2008.

In the case's recently published judgment Magistrate Brian Wright said he believed there had been a basis for criticism of Ms Haintz's work performance but the issues did not appear to have been properly handled by the shire.

"It is not for me to formally determine whether she was in fact harassed or bullied," he said.

The court had heard Ms Haintz had worked for the shire for 18 years, but experienced problems when she transferred jobs in 2006.

Ms Haintz said she was harassed and bullied by her two supervisors Katherine Atwood and Linda Campbell.

Mr Wright said Ms Haintz was issued with a "performance expectation" letter in November 24, 2006 and in response she lodged a grievance notice which the shire did not acknowledge.

"For whatever reason, the issues as to Ms Haintz's work performance and the grievance issue was allowed to fester for six months until about June 2007," Mr Wright said.

During 2007, Ms Haintz became distressed, feared going to work and would vomit with anxiety every morning, the court heard.

"Of all the evidence I have no doubt that Ms Haintz did suffer a work-related injury, being anxiety and depression, and that injury arose out of or in the course of her employment with the shire," Mr Wright said.

Mr Wright ordered that Ms Haintz be entitled to weekly payments at the "no current work" capacity rate from June 20 2007 to February 1 2008 and payments at the current work capacity thereafter.


QUEENSLAND

Workmates put drugs in my car $345,000 claim for making work life 'hell'

FORMER manager Rochelle Yvette Jupp is suing Rockhampton Regional Council for $345,000, claiming a small number of staff went out of their way to make her life hell.

Her allegations include, among other things, someone conspiring to plant drugs in her vehicle for the authorities to find.

The former ranger services manager at Fitzroy Shire Council lodged a claim last week in the Supreme Court, Rockhampton, alleging her employer failed to protect her against the abuse and provide a safe workplace.

Outlining the level of degradation, she claims in the court document that between March 2005 and February 2006, she was subjected from fellow employees to open hostility, disrespect, disregard of her leadership, denigration to members of the public, false late-night call-outs, a conspiracy to sabotage a presentation she was to make, and a conspiracy to place illegal drugs in her vehicle that would be discovered by authorities.

She also said workers stared at her in an intimidating manner in a way she perceived as sexually harassing.

These all combined to cause her to suffer an adjustment disorder and anxiety which developed into a major depressive disorder.

Ms Jupp claims council ignored her pleas for help.

They failed “to provide any adequate response to complaints by the plaintiff from time to time of difficulties encountered in carrying out her duties”.

It was also alleged council failed on her appointment to devise and implement an adequate management change program when it should have been known staff were unprepared to support her.

Her claim says she has been unable to return to her former employer as a manager or continue in her chosen field of employment, in which she holds university level qualifications.

The $345,428.65 claim includes $200,000 for future economic loss and $60,000 for pain and suffering.

________________________________________________

After reading these stories what strikes you is the blantant obvious nature of the complaint, and in some instances you can read between the lines to see it is clear sometimes the situations and unacceptable behaviour is condoned, encouraged and left to fester.

As they say, it is easier to get rid of the victim than the psychopath. Let's all close our eyes and hope the victim goes away. This is unacceptable, and it is evident that victims are becoming stronger to take their cases to court, to excersice their rights and deal with it outside airing dirty laundry in public, presenting toxic workplaces for what they are,. finding logic, reason and most of all empathy from a Judge!

04 February 2009

BOOK - 'Getting Even' - The Truth About Workplace Revenge

Gossip in the workplace can be a powerfully destructive force.

Gossip spread by employees about their coworkers can be the result of passive participation or it can be triggered by a more affirmative attempt to cause harm to another. Office gossip is an effective method to exact workplace revenge.

What fuels efforts to engage in workplace revenge has a story all its own.

A new book, due out in March 2009, takes a close look at imagewhat it is that workplace revenge entails and why employees engage in such conduct.

In Getting Even: The Truth About Workplace Revenge - and How to Stop It, by Thomas M. Tripp and Robert J. Bies conclude that workplace revenge is the product of individuals who feel that they have been victimized and seek to avenge justice on their own behalf.

The book is the result of years of research and the various lessons learned from the nearly 500 managers and workers interviewed for the project. Pieces of the interviews are peppered throughout the book in the form of lively anecdotes.


02 February 2009

COMMENTARY - Relational Aggressor - Bully Behaviour


Relational Aggressor:

The New Bully On The Block

By Ken Cox

The following discussion of relational aggression proposes to illustrate a type of bullying behavior that pervades all of our relationships.

You and I, by reason of our common humanity, have had more than a casual experience with the bully and victim relationship. All of us have given audience to this cruel drama and many have played the victim's role. A very few of us have come to the victim's rescue and at least one of us, unenviably, has played the bully's part.

According to traditional definitions, we ascribe the word bully to anyone who uses a position of relative power to direct negative intent against another person. Relative power can take the form of physical, financial, social and other circumstantial advantages.

When we first think of aggression, the smirking masculine icon of physical advantage most often comes to the surface. Our memories provide us with obvious and indelibly dramatic prototypes from early schoolyard experiences. Operating out of those memories, we tend to see the relationship between bully and victim as physical, driven by the fear of physical injury and dependent on physical advantage.

Ironically, the most powerful advantage comes not from the bully but from the victim: the pro-social constraint of the victim, the universal yearning for relationship, provides all the advantage the bully ever needs.

This does not absolve the bully. The susceptibility of the victim may have its enticements, but the behavior belongs solely to the bully.

Once a potential victim exhibits social constraint, or responsibility, the bully knows he or she can safely maneuver the situation to the very brink of disgrace. Counting on the integrity of the victim's constraints to keep them both from tumbling over, the bully stands on the crumbling edges of socially acceptable behavior and demands that the victim either jump or submit.

This assumes that social, professional or familial circumstances force the victim into relationship with the bully. Otherwise, the victim would simply disengage. It also assumes the victim's world view and social skill level do not provide alternatives beyond submission or escalation.

Social scientists and psychologists have recently invented a new classification of bullying that reflects the above perspective on aggression. They call it relational aggression. Interpretations of current research attach the label of relational aggressor almost exclusively to women. However, I believe the label applies as well to men.

Socially and culturally, we vastly underestimate the type of aggressive behavior characterized as relational aggression because it has a more elusive and indirect outcome than the easily observed physical aggression normally associated with the behavior of men.

Relational aggression takes form as verbal threats and abuse. Relational bullies exercise their negative intent by directing hurtful statements to their victims and, of greater significance, talking about their victims to others.

This type of aggression uses the threat of social isolation to hurt the victim. The bully's advantage resides in the value the victim places on belonging to a family, school, workplace or other group.

As we shall see later, bullies have no corresponding fear of social isolation. They do not value relationships and therefore perceive themselves as having nothing to lose: interdependent relationships signify weakness.

Relationships only expose one to the possibility of loss. Consumed by self-reliance and the need for control, relational aggressors project the source of their inadequacies and fears on to others.

Some have termed this projection as "hostile attributional bias" or paranoia. Accordingly, relational aggressors see provocation and, thereby, justification where it does not exist. Typically, they take inappropriate revenge for imagined offense and externally impose on others the solutions to problems arising from within.

Surprisingly, bullies see themselves in a positive light, probably because they have so little awareness of what others think of them. No one wants to suffer a bully's wrath by telling them the truth, and so the bully's confidence survives simply because they lack the feedback to perceive themselves correctly in social situations.

In fact, blindness to the feelings of others permeates the behavioral style and outlook of bullies. Lacking social awareness, they certainly don't see the impact of their own behavior on themselves and others. They abuse their spouses and children, creating a miserable family life and still another generation of bullies. In the end, bullies bring at least as much unhappiness upon themselves as upon their victims.

You may well ask, if relational aggression causes so much pain, why do bullies persist in it?

"It's a great strategy for getting what you want," says Illinois's Gary Ladd. "People have a need to control their environment, and perhaps some enter life with differences in that need, as occurs with other traits."

"The great psychological benefit to bullying," says Ladd, "is that bullies feel powerful, in control. They've picked a little microcosm in which to exert control. They think their behavior works because they only see the short term outcome."

Dr. Richard E. Tremblay believes the the first two years of childhood sets a mold for behavior. "Aggression is normal at that age. It builds up from nine months and reaches its highest frequency at age two, and then (hopefully) you learn that it hurts to be aggressed...(because)...adults intervene and indicate that it is the wrong behavior. Language skills increase, and aggression decreases. However, if you don't get it by age two, then you become aggressive."

Aggression seems to mimic adult behavior. Some studies indicate that children learn relational aggression from observing the mother punish or manipulate the father with aloofness and verbal abuse. I think with time we will discover the father can set the same example of abuse as the mother, and for both sons and daughters.

To psychobiologist Gary W. Kraemer, the early caregiver-infant attachment process, "the dance of mother and child," actually configures the developing nervous system and establishes the paradigm for all social behavior. The relationship between mother and infant sets the pattern, and perhaps even the desire or lack of desire for later relationships.

However, if an innate developmental need for relationship exists in infancy, and remains unmet, that unmet need in itself could create inappropriate behavior. Aloofness and other apparently counterproductive behavior such as "doing something in order to get attention", and the words "I won't let you ignore me" come to mind.

According to Kraemer, relational aggressors exhibit both aggressive and reclusive behavior without apparent cause. "They can't anticipate what is going to happen next in social interactions. Something will set them off and once in antagonistic relationships, they have a hard time stopping." They just don't get the give and take of relationships, possibly because their need to for control takes such overwhelming precedence.

We began this discussion with the obvious form of physical aggression traditionally evidenced by male schoolyard bullying and have built upon it by comparing it with relational aggression. Because awareness of relational aggression comes out of studies of female bullying it has led to an interesting and perhaps misleading conclusion regarding gender and behavior.

According to Dr. Nicki R. Crick, "Women are just as capable of being mean as men are. If you go back to the textbook definition of aggression, it's the intent to hurt or do harm," notes Crick. "We've identified a form of aggression unique to females, what we call relational aggression, hurting others by propagating rumors, forming intrigues and socially isolating the victim. If you want to hurt someone and you want it to be effective, shouldn't it involve something they really value?"

Relational bullies typically do not form deep friendships. When they do, they usually choose a very nonaggressive peer. "We think that intimacy is for them a medium of control, for gathering intelligence and achieving an end," says Crick. "Friendship with a relational bully can be a passage to psychopathology."

"If you have not observed such behaviors, it's because they are subtle and sophisticated, and far less visible than the bullying of males. While these behaviors may be harmful to society, relational bullies don't wind up in the criminal justice system," Crick concludes.

This brings us to the idea of complicit aggression. For example, you may not bully others nor suffer others to bully you, but perhaps you participate in aggression as an observer and use the passiveness of your role to rationalize your complicity.

"I no longer think of bullying as something that happens just between two people," says Toronto's Debra Pepler. "Peers are so often involved that it's really in some sense an interaction that unfolds in a context rather than in isolation."

Because this aspect of aggression involves little more than listening to rumors, the individual listener's portion of the responsibility seems to disappear. Nonetheless, someone has received an injury. Relationships have changed and a person's reputation has lost value because of words. Every single listener has amplified and perpetuated the injury.

Dr. Antonius Cillessen calls this effect on group dynamics "the hidden purpose" of relational aggression. He finds that peer groups fan the flames of aggression by conferring reputations that keep victims frozen in their roles.

"Once peers have negative expectations, no matter what victims do, even if they change their behavior, their peers filter observations of them through their negative expectations. As peers see them, they can't do anything right."

It all begins and ends with words. Bullies use words to create fear of loss and fear of injury. Bullies use words to persuade and coerce. Bullies use words to ally with some and isolate others. Bullies use words to hurt people.

When bullies go further than words we call it war, rape, assault and battery, domestic violence, child abuse and other names. We no longer call it bullying and we know how to deal with it.

Which brings us to a familiar childhood ditty, "Sticks and stones may break my bones but names will never hurt me." Does anyone believe that? As long as the bully directs the names, threats and lies at someone else, we act as if we do. We blame the victim.

In the words of Dan Olweus, "It is a basic democratic right to feel safe and to be spared the oppression and repeated, intentional humiliation implied in bullying."

What can you do to stop relational aggression?

  • You can begin by not making or listening to comments about another person's character.
  • You can improve the quality of your family life, workplace and world by discussing the behavior you want to see changed with the person who can change it.
  • You can increase your general awareness of relational aggression by contacting the International Society for General Semantics, P.O. Box 728, Concord, CA 94522. Ask them about E-Prime.
  • You and I can set an example for others. Yes, old habits die hard and it will take a lot of physical and moral courage to bring about the end of relational aggression, but a worthy goal calls for a worthy effort.

31 January 2009

NEWS - Bullying: Secret Women's Business


It's the corporate stereotype - the ruthless alpha male. But is the real bullying going on among the women in the office? Shelley Gare investigates in The Weekend Australian Magazine.

Here is an extract:


A few months ago, I heard a horrible story. A young features editor had been working in a magazine office where one of the higher-ups had taken a dislike to her. The superior deliberately started excluding her colleague from the information loop. She organised office drinks or lunches but didn’t include the young editor. Others would be invited with an admonishing shush: don’t tell you-know-who.

The young woman, whose desk was placed so that her back faced the office, used to sit at her computer and silently weep, thinking no one could see her. She sat there for another six months.

When I first heard this tale, I felt terribly sorry for this young woman. I was repelled by the cruelty and that it had happened in a workplace supposedly devoted to helping women enjoy being women.

But there was also a tiny bit of me that thought … well, she was an adult. It was a few women being immature, but she had her job. All she had to do was get through each weekday
until 6pm and then she’d have her real life waiting for her at home. How hard could it have been?

________________

FEW women can be as upfront in their bullying of their sisters as Queen Elizabeth I of England. Faced with a younger, more beautiful rival, Mary Queen of Scots, who also had a claim to the throne of England, Elizabeth simply had her cousin’s head chopped off. It was lethal. Direct.

By comparison, when adult women bully each other, they are mostly indirect. They use weapons that are hard to detect and that leave wounds invisible to the eye. The adjectives psychologists and bullying experts use to describe such shadowy methods are “covert”, “subtle” and “manipulative”.

The tactics are ostracism, exclusion, spreading rumours and playing favourites. Information is withheld; secrets are kept; a victim’s contributions – to either a conversation or a workplace – are ignored. It’s bullying by stealth.

“Aggression in men tends to be worn much more clearly,” says Dan Auerbach, a Sydney-based analytic psychotherapist. “But those subtle expressions of dislike between women make it much harder to fi ght back, and harder for other people to see what’s going on.”

But talking about the kind of bullying that can go on between adult women turns out to be secret women’s business, a no-go area, in spite of the fact that every woman to whom I spoke for this story knows it happens and knows how devastating it can be. It’s the last great taboo, as Anthea Paul, author of the best-selling Girlosophy series, puts it.

source: theaustralian.news.com.au


30 January 2009

Wise words and Quotes



"He who has a thousand friends has not a friend to spare, and he who has one enemy will meet him everywhere."
-Ali ibn Abi Talib, 4th caliph (602-661)

"Courage is fire, and bullying is smoke." - Benjamin Disraeli

The Following quotes are by Tim Field

Tim Field was a world authority on bullying and psychiatric injury, and author of the best-selling Bully in Sight (1997). His vision was for a bully-free world, and he campaigned in schools, further and higher education, and the workplace to achieve this.

In 1994, after nearly 20 years working in computing, he had himself been a victim of workplace bullying and suffered a breakdown. After recovering, he became passionate about understanding and dealing with the problem.

He set up the UK National Workplace Bullying Advice Line in 1996, and then an information website, Success Unlimited (later Bully Online), which was widely used. He formed a publishing house from which he released Bully in Sight.

Tim passed away in January 2006 from cancer, he was 53.


October 1999

"Most organisations have a serial bully. It never ceases to amaze me how one person's divisive dysfunctional behaviour can permeate the entire organisation like a cancer."

November 1999
"One would not expect a victim of rape to have to single-handedly identify, trace, catch, arrest, prosecute, convict and punish the person who raped her. Targets of bullying often find themselves doing all of these whilst those in positions of authority persistently abdicate and deny responsibility."

December 1999
"The serial bully, who in my estimation accounts for about one person in thirty in society, is the single most important threat to the effectiveness of organisations, the profitability of industry, the performance of the economy, and the prosperity of society."

"Bullying consists of the least competent most aggressive employee projecting their incompetence on to the least aggressive most competent employee and winning."

January 2000
"Nothing can prepare you for living or working with a sociopathic serial bully. It is the most devastating, draining, misunderstood, and ultimately futile experience imaginable."

February 2000
"The best indicator of a sociopathic serial bully is not a clinical diagnosis but the trail of devastation and destruction of lives and livelihoods surrounding this individual throughout their life."

March 2000
"I just want the bullying to stop. That is all I ever wanted. I used to love going to school. Now I hate it."
(9-year-old Verity Ward quoted in the Sunday Telegraph, 12 March 2000)

April 2000
"Being bullied by a serial bully is equivalent to being stalked or being battered by a partner or being abused as a child and should be accorded the same gravity."

May 2000
"The British education system is designed by and for physically strong, sports-oriented, academically-able, right-handed, heterosexual Caucasian males, supplemented recently by university-headed, academically-compliant, league-table-enhancing females. The only reason kids still get a good education is because of the many fine teachers who are unwilling to be subjugated by a procedurally-bound, Ofsted-straitjacketed, standards-limited, ticksheet-mentality education conveyor belt. Before they're half way through their career, this dedication results in the best teachers being stressed out, burnt out, or bullied out - often all three."

June 2000
Three points to remember if you're considering legal action:
1. The legal system has more in common with The National Lottery than a system of justice.
2. The legal system has more in common with The National Theatre than a system of justice.
3. In some countries, the legal system has more in common with The National Guard than a system of justice.

July 2000
"Many children leave school with a hatred of an education system which breeds and sustains bullying and which isolates, ridicules, and excludes those who are in any way "different". The government's obsession with "standards" is a form of political institutionalised bullying which makes teachers as likely as their pupils to be bullied. Academic exam results devalue achievement and are one of the poorest indicators of potential [ More | More] rather than inspire individual achievement are more likely to sentence individuals to a life of middle-class mediocrity."

January 2002
"Until there's a public commitment, and action to back that commitment, a policy is only words on paper."

January 2002
"Recently there's been a trend to apply the term "bullying" to any kind of conflict at work, for example overwork and long hours. Although some bullying behaviours may be present in these issues, in my view this dilutes and devalues the term "workplace bullying" which should be used only for the more serious cases of conflict involving a serial bully. If there isn't a serial bully involved, it's probably not bullying you're dealing with."

February 2002
"When bullying results in suicide (bullycide), the coroner usually records an open verdict. Unlike a physical injury or physical cause of death, a psychiatric injury cannot be studied and recorded after death. All the coroner has is (sometimes) the suicide letter and (always) the denial of everyone who contributed to the bullycide: the bullies, the witnesses of bullying, and those in authority who should have acted but didn’t. Invariably greater weight is attached to these denials than to the written and reported testimony of the deceased who has been tormented to death and to the deceased’s family who have lived through (and continue to live) the nightmare. An open verdict, which may be legally correct, is not going to relieve the suffering of the family or enable the perpetrators to be held accountable for their sins of commission and omission."

March 2002
"The challenge of being a manager is to get the best out of everybody, not just the few who are clones of yourself."

April 2002
"It is the lack of knowledge of, or the unwillingness to recognise, or the deliberate denial of the existence of the serial bully which is the most common reason for an unsatisfactory outcome for both employee and employer."

May 2002
"Only the best are bullied."

June 2002
"The vehemence with which a person denies the existence of the serial bully is directly proportional to the congruence of the person's behaviour with that of the serial bully"

July 2002
"Bullies thrive wherever authority is weak"

November 2002
"Why does the UK government ignore workplace bullying? Our system of democracy - government and law - is based on the adversarial model. To be successful in these fields, bullying behaviour is almost a prerequisite."

February 2003
"The vehemence with which anyone opposes the Dignity at Work Bill is likely to be proportional to the extent to which that person's behaviour is congruent with the profile of the serial bully."

March 2003
"Each Act of Parliament intended to address harassment and discrimination has faced objections on the basis of 'you'll never be able to prove...' and 'there's too much legislation already...'. In no case has this line of reasoning ever been sustained."

May 2003
"Today’s workplace has become heartless and soulless. Employees are seen as units of labour, automatons, functionaries, objects for achieving designated tasks, and as costs to be minimised."

March 2004
"Whilst accidents and assaults injure and kill people quickly and spectacularly, bullying and consequent prolonged negative stress injure and kill people slowly and secretively. The outcome, though, is the same."

May 2004
"Any anti-bullying scheme, initiative or policy which fails to mention accountability for the bullies is likely to meet with little, and often no, success"

June 2004
"There is a light at the end of the tunnel but first you'll have to find the light switch and change the bulb before switching it on yourself. No problem, as targets of bullying are picked on for their competence and abilities."




27 January 2009

NEWS - Employers 'fail to stop bullying' - Has anything changed?


I was just looking through the BBC articles online, as they seem to cover quite a few stories over the years on Bullying and Harassment.

I came across this one from 2004; 'Employers 'fail to stop bullying' along with valuable readers comments sharing their experiences at the end.

It reported that;

'Few employers take steps to safeguard against bullying in the work place, research by the Chartered Institute of Personnel and Development suggests.

More than 1,000 employers took part in the survey and most admitted they did not do enough to tackle the problem.

Most admitted they left the causes of the bullying unchallenged and that some managers were ill-equipped to stop it.'

So, I ask myself....has much changed in the four years? Or infact seeing that it is 2009, has there been any change in your workplace where it is visable that management have implemented programmes, training, regular reviews (interview, questionnaires, think tanks) on Bullying, Harassment, Mobbing? Anything?

Bullies aren't monsters that exist in a vacuum, and if you ignore, punish or isolate them the problem isn't going to go away

- Imogen Haslam, Chartered Institute of Personnel and Development


I would be interested to know how your workplace STOPS BULLYING?

______________________________________________________________

Article continues;

High-profile support

Legal and General, BT and Royal Mail are among the high-profile companies which have signed up to the plan.

Trade union Amicus is taking part in the anti-bullying project, which includes making work place victimisation unlawful among its aims.

Amicus aims to help firms tackle the problem and is working with some of Britain's biggest employers to draw up guidance to help them.

The employers surveyed came from a range of fields, from manufacturing to hotels.
And experience is not necessarily the crucial factor where bullying is concerned.
Junior members of staff are equally capable of victimising senior colleagues, according to the findings.

Workplace culture

Imogen Haslam, one of the CIPD report's authors, told BBC Radio 4's Today programme that bullying behaviour could cover a whole range of actions.

"It's not just the stereotype of a manager, usually male, screaming at a team," she said.

"For example, we found 12% of bullies are subordinates, so doing things like not passing on phone messages from your boss's boss, or withholding information from your manager until you're in a meeting... is another much more subtle way of bullying."

She said that employers needed to look at their workplace culture when seeking to tackle a bullying problem.

"If you have a culture where you're constantly overloading people with work, where you have a blame culture, where you tolerate or even promote aggressive behaviour it's not going to be a surprise if you have problems with bullies.

"Bullies aren't monsters that exist in a vacuum, and if you ignore, punish or isolate them the problem isn't going to go away ."


Tell us your experiences:

Have you been a victim of bullying in the workplace?
If so, what form did the bullying take?

Before I moved to the UK, I worked for a major corporation in the United States. In my particular office, there was a manager who was renowned for her temper tantrums and completely hostile behaviour if she was in a "bad mood."

She would purposely withhold information from her fellow managers, and if a decision was made that was not of her liking, she would punish those who supported the decision by simply not talking to them and by rallying other managers against them. She was extremely petty, resorting to childish acts like simply not responding to any requests for help or information from people she didn't like or agree with and by blatantly excluding individuals on both a business level and person level. It felt more like I was back in high school than being part of a management team. Our senior manager was repeatedly made aware of the situation by various members of the management staff, and while he tried to set examples for the manager in question and tried to speak with her on occasion, it never made any difference. It was extremely difficult for me to deal with this pettiness and childishness on a daily basis and resulted in even more stress for me, when my job was already stressful enough. This environment was extremely unhealthy and depressing. I was overjoyed when I was finally able to resign and move on from that company, and it was due in large part to the bully of a manager with whom I had to work.
Christie, Swindon, GB

I worked for the local council and when my 'temporary' manager came in she found it difficult to grasp the job. Consequently she didn't deal very well with any information I gave her and used to shout at me and slam her fists into the desk. Unfortunately, she only did this when other people were not around. I ended up sick with stress which is something I have never, ever had in all my working life.

I had enough and went to her boss with the information (I had kept a log of the information and emails etc). He told me to go to personnel and make a complaint which I did. Personnel did nothing except inform her that I had made a complaint against her for bullying and harassment, she countered this with a complaint against me for bullying and harassment! Personnel told me 'off the record' that basically whatever I did I would lose my job as no good could come of it and my only hope was to withdraw the complaint and hope that she leaves at the end of her contract!

I carried on for another month but finally decided to leave as it was my only option.
Deborah, UK

Don't talk to me about bullying in the workplace! I've had to put up with it all my working life! Some examples: being verbally abused, sworn at and ridiculed about my personal life (employer = Civil Service); physically assaulted, made redundant on trumped-up grounds, told to break the speed limit when driving "or else", being told to lie to the customer: but if you don't "get away with it", you're fired!" (employer = IT industry, 4 employers) . . . and there are many, many more. There has never been anyone / never will be anything (in reality) that you can do about this - if you expect to stay in employment / & pay the bills, that is. And employers know this. Don't doubt this! That's why they let it happen - or even encourage it! You just have to put up with it and "soldier on".
Anon, Evesham, UK

When a new boss came in, bringing her own cronies with her, she made no secret of the fact that she intended to drive almost everyone else out. A four year campaign then started in which she gradually picked off her victims one by one. The organisation (public sector)has an anti-bullying policy which it's always crowing about, but it would appear, from my experience of trying to use it, that it's really just there to impress the government inspectors. Repeated complaints to the HR department fell on seemingly deaf ears, and eventually they tried to prove I was either mad, dangerous, or possibly even both. They even tried to refer me to a Psychiatrist! It seemed to me that the actual role of the HR department was to seek out and remove anyone who deviated from the view that we worked in some kind of paradise. It wrecked my life and I lost all my self confidence. What annoys me most though is that this all happened at the tax-payers expense.
Mark , Oxford, England!

I was working for a very large American software company. My manager asked me to lie to a senior director stating that a piece of work had been done. He also said if I did not do this it would affect my future promotion prospect. I complained to his manager and HR, but nothing was done. I ended up having to resign as I could not work for my manager. I have been advised that I could sue the company for constructive dismissal. Other staff also had issue with this individual and have also resigned. The company in question was looking to reduce headcount and I suspect that ignoring these incidents was one way of reducing redundancy costs rather than address the matter.
Name withheld , Billericay Essex

I work for a local authority housing department. A senior manager attempted to change working conditions without consultation with staff. I was part of a group of employees in an office who took action to prevent this. Subsequently several of the employees were moved to other offices. This was perceived as an attempt to "split up", to intimidate. I was to move to the same office as the senior manager. Before moving to that office I organised a meeting with that manager where I spelt out exactly where I thought he was coming from, how I perceived him as using apparently professional "reasons" to facilitate his own attempts at bullying. I told him that while I would deal with him professionally that he was not to approach me in any way in relation to anything unrelated to the job, that I would diarise every single contact or encounter no matter how minuscule or trivial.
Since then, not a peep. Confront bullies where at all possible, and keep a diary!
Tom, Kent, UK

I was bullied by my former boss after two other people in the department had been bullied and left. When I complained to the head of the organisation, I was advised the best thing I could do was to leave as they were aware of my bosses bullying, but were not prepared to sack them. I am now under a gagging agreement from my former employers in return for severance pay and a good reference. My former Boss is still there with an unbullished record !!!
Anon, London, UK

source: news.bbc.co.uk