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Creating A Civil Workplace: Hidden Harassment - Preventing Workplace Bullying

This document outlines a workshop on preventing workplace bullying. It discusses what bullying is, common bullying tactics, and the effects of bullying on victims, bullies, and organizations. Specific tactics discussed include blame, unreasonable demands, exclusion, and insults. The document notes bullying has negative impacts like increased turnover, decreased productivity, and health issues for victims. It advises speaking to supervisors, HR, or unions to report bullying and notes the Lethbridge Regional Police Service policy defines bullying as repeated inappropriate behavior undermining dignity.

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pitselp593
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31 views

Creating A Civil Workplace: Hidden Harassment - Preventing Workplace Bullying

This document outlines a workshop on preventing workplace bullying. It discusses what bullying is, common bullying tactics, and the effects of bullying on victims, bullies, and organizations. Specific tactics discussed include blame, unreasonable demands, exclusion, and insults. The document notes bullying has negative impacts like increased turnover, decreased productivity, and health issues for victims. It advises speaking to supervisors, HR, or unions to report bullying and notes the Lethbridge Regional Police Service policy defines bullying as repeated inappropriate behavior undermining dignity.

Uploaded by

pitselp593
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Creating a Civil Workplace

Hidden Harassment – Preventing


Workplace Bullying
Pitsel and Associates Ltd.
for

Lethbridge Regional Police Service

Pitsel & Associates Ltd.


Workshop Outline
1. Introduction
2. What is Bullying

3. Bullying Tactics

4. Effects of Bullying on the


Victim, Bully, Corporation

Pitsel & Associates Ltd.


5. Mobbing
6. What bullying is NOT
7. LRPS Policy

8. Cases

9. Action Plan

Pitsel & Associates Ltd.


Our Process Today

Pair

Share

Think

Pitsel & Associates Ltd.


T.P.S.#1
1. Incivility, Harassment, Lack of Respect,
Bullying, Mobbing

Are these the same or different?

Pitsel & Associates Ltd.


T.P.S.#2

2. How would you define workplace


bullying?

Pitsel & Associates Ltd.


Bullying Behavior
1) The behaviors are repetitive;
2) The behaviors are hostile and
unwanted;
3) The behaviors affect the person’s
dignity or psychological integrity;
4) The behaviors result in a harmful
work environment.

Pitsel & Associates Ltd.


Top Ten
1. Blame for errors
2. Unreasonable job demands
3. Criticism of ability
4. Inconsistent compliance with
rules
5. Threatened job loss

Pitsel & Associates Ltd.


6. Insults and put-downs
7. Discounting or denial of
accomplishments
8. Exclusion, icing-out

9. Yelling, screaming

10. Stealing credit

Pitsel & Associates Ltd.


Stand by Shooting -Mobbing

Bullies require an audience, and a


silent audience, for the bully, is
tacit approval of the behavior.
Those watching, without overt
involvement, are silently
applauding and cheering the
bully.
Pitsel & Associates Ltd.
Standby Shooting (continued)
While watching (and doing nothing) is a passive
form of involvement, it made lead to an active
group form of bullying called “Mobbing”
Mobbing is the “ganging up” by co-workers,
subordinates or superiors to fire someone in the
workplace through rumor, innuendo, intimidation,
humiliation, discrediting and isolation.
Is it serious? In Sweden it is estimated that 10% to
20% of suicides are a result of workplace
mobbing.

Pitsel & Associates Ltd.


Effect of Bullying on the
Target
Feelingof helplessness, covered
by denial
“Abused spouse syndrome”
Memory loss
Heart disease and stroke
Nightmares
Greater susceptibility to
alcoholism

Pitsel & Associates Ltd.


 Sleep disruption
 Loss of concentration
 Severe anxiety
 P.T.S.D.
 Just plain anger
 Insecurity
 Shattered self-esteem
 Anger to rage to murder

Pitsel & Associates Ltd.


Effect on the Bully
Having the reputation of a bully;
Lack of workplace cooperation;
May be seen as a liability in a team
orientated workplace;
Is avoided or shunned by
colleagues;
Deliberately isolated, affecting
career advancement;
Pitsel & Associates Ltd.
Reputation of having little or no
“people skills”;
Named as a defendant in a
harassment suit, and as such be
deemed a liability to the
corporation;
Viewed as a liability due to causing
a high staff turnover:
Target of “compliant sabotage”
Pitsel & Associates Ltd.
Effect of Bullying on the Corporation

The most obvious costs are with respect to


Turnover. Staff turnover costs can be as
much as 150% of a person’s annual
salary. These costs may or may not
include the following:
1) decreased productivity – anywhere
between 10% and 50%;
2) Lost investment in training;
3) Administrative set up;

Pitsel & Associates Ltd.


4) recruitment costs;
5) new employee’s induction into the
business culture;
6) management downtime in interviewing
candidates;
7) legal fees and severance commitments;
8) potential litigation over reasons for
leaving, e.g. bullying/mobbing
allegations, constructive dismissal
allegations.
Pitsel & Associates Ltd.
Intangible Costs
1) Organization’s reputation
tarnished;
2) Poor public relations as a result of
staff exodus;
3) Sabotage by fearful/resentful
employees who don’t receive
employer protection;

Pitsel & Associates Ltd.


4) Poor morale;
5) Loss of desirable “Corporate
culture;
6) A toxic fearful work environment
fueled by fear, not collaboration.
7) Staff resistance to organization
initiatives

Pitsel & Associates Ltd.


TPS # 3
What Bullying is NOT
What types of managerial actions or
behaviours should NOT be considered as
bullying?

Pitsel & Associates Ltd.


What is Not Bullying Behavior?

All employers have a legal right to


direct and control how work is
done, and managers have a
responsibility to monitor workflow
and give feedback on
performance.

Pitsel & Associates Ltd.


A manager/supervisor is generally not a
bully when:

1) Giving legitimate instructions and


expecting them to be carried out;
2) Setting high but attainable standards of
performance;
3) Criticizing work that is not up to agreed
standards, and;
4) Taking disciplinary action that conforms
to fair public sector policy.

Pitsel & Associates Ltd.


TPS #4

“What is the difference between


being a “strong” manager and
being a bully?

Pitsel & Associates Ltd.


TPS #5

What do you believe would be the


best way to increase civility and
reduce bullying within LRPS?

Pitsel & Associates Ltd.


LRPS Policy
Bullying in the workplace is repeated
inappropriate behaviour conduced by one
or more persons against another or others
at the place or work and/or in the course
of employment and which could
reasonably be regarded as undermining
the individual’s right to dignity at work.

Pitsel & Associates Ltd.


What to do
 Tell the individual to stop, or,
 Speak to your supervisor
 Speak to the LRPS Human Resources Manager
 Speak to the Professional Standards Unit
 Speak to the Human Resources Manager,
Corporate
 Your Union/association Shop
Stewart/Representative

Pitsel & Associates Ltd.


CASES

Pitsel & Associates Ltd.

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