Managing a Bully

An eye roll, a glare, a dismissive snort, a nasty remark, a joke at someone’s expense — these are some the subtle tactics of the workplace bully. Such behaviors may not sound like much by themselves, but that is precisely why they are so insidious and why workplace bullying is so much more common than many people realize.

Of course, workplace bullying is nothing new. It has always been a problem; however, it is only in recent years that we have come to speak about workplace bullying openly, to understand how rampant the problem is, and to explore the effects of bullying both in individuals and in organizations. Fortunately, with the lid blown off this problem, we have an opportunity to prevent and quash bullying when we encounter it, and to offer support and guidance to bullying targets and bystanders.

Workplace bullying is blatantly aggressive behavior and so much more. A skilled, clever bully displays an elaborate and complex set of behaviors to exploit others. Any habitual pattern of intentional, socially cruel behavior is bullying. This can include outright threats, barbs, and actions, but also the more subtle tactics of deceit, distortion, misrepresentation, and misdirection. Using this broad definition, it is fair to say that bullying has reached new heights in the American workplace.

Unfortunately, most targets of and bystanders to bullying lack the knowledge and skills they need to respond effectively. They may not understand the cause of their problems, or they may feel helpless and not realize that it is possible to take action, or what action to take. In this chapter, you will learn the skills and techniques to identify workplace bullying and to neutralize and overcome bullying behaviors when you encounter them. Share this information with your employees and commit to making your healthcare organization one that is bully-free.

WORKPLACE BULLYING VS. AGGRESSION AND HARASSMENT

Workplace bullying refers to the repeated, unreasonable actions of individuals or a group toward an employee or group of employees. According to the Washington State Department of Labor and Industries,(1) a bullying action is one that has the intention of intimidating, humiliating, or undermining, or that creates a health or safety risk to the employee(s). It also often involves an abuse or misuse of power. Bullying behavior creates a feeling of defenselessness and injustice in the target and undermines an individual’s right to dignity at work.

Bullying and aggression are similar, but there is one distinct difference; aggression involves a single act, whereas bullying involves repeated attacks against the target. Bullying, therefore, is an ongoing pattern of behavior. Bullying, furthermore, is not the same thing as having a tough or demanding boss, as long as the boss is respectful and fair and is motivated to obtain the best performance by setting high yet reasonable expectations. Behaviors become bullying when a boss endangers, belittles, intimidates, humiliates, or in other ways disrespects the individual.

Bullying is also different from harassment. Harassment is one type of illegal discrimination defined as offensive and unwelcome conduct that is serious enough to affect adversely the terms and conditions of a person’s employment, which occurs because of his or her protected class. (Protected classes in employment are race/color, creed [religion], national origin, sex, marital status, disability, HIV/AIDS or hepatitis C status, sexual orientation/gender identity, and honorably discharged veteran and military status.) Bullying is not limited to persons in protected classes. It can be directed at anyone the bully targets.

Bullying is also not incivility or garden-variety rudeness. It is not simply a conflict between two equally powered individuals who disagree over their ideas. As well, bullying is not the same as employer retaliation. Retaliation occurs, for example, if an employee makes a complaint of illegal discrimination or a safety violation and is then fired for making the complaint. Bullying must involve a pattern of behavior that intimidates, humiliates, or undermines, and/or that creates a health or safety risk.

EXAMPLES OF WORKPLACE BULLYING

Bullying behaviors can be blatant, or they can be subtle. When the behaviors are subtle, many people do not recognize that they are being bullied. Blatant bullying is often a shameful experience for the target. It is a stigmatizing act. For these reasons, it is important that everyone who works in your healthcare organization learn to recognize bullying in all its forms.

Below are some of the ways bullying can occur in a workplace. While the list below is not all-inclusive, it can help you become more sensitive to the variety of behaviors that constitute bullying. Remember that bullying is a pattern of behaviors. Multiple incidents or a combination of bullying behaviors should serve as a red flag that bullying may be occurring in your workplace.

The Canadian Centre for Occupational Health and Safety(2) suggests that examples of workplace bullying include:

• Being sworn at.

• Being shouted at.

• Being intentionally humiliated.

• Intimidation.

• Belittling a person’s opinions or contributions.

• Tampering with an individual’s personal belongings or work equipment.

• Making jokes that are obviously offensive.

• Physically abusing or threatening abuse.

• Spreading malicious rumors, gossip, or innuendo that is not true.

• Establishing impossible deadlines that will set up the individual to fail.

• Intruding upon a person’s privacy by stalking, spying, or pestering.

• Withholding necessary information or purposely giving wrong information.

• Underwork, creating a feeling of uselessness, removing areas of responsibility without cause or explanation.

• Blocking applications for training, leave, or promotions without legitimate cause.

• Unwarranted or undeserved punishment.

• Criticizing a person persistently or constantly.

• Assigning unreasonable duties and/or distributing a workload unfavorably to one person.

• Undermining or deliberately impeding a person’s work.

• Intentionally excluding or isolating an individual socially.

HOW BIG A PROBLEM IS WORKPLACE BULLYING?

Workplace bullying may be a more common and widespread problem than many people realize. According to Schat, Frone, and Kelloway(3), who studied U.S. workers, more than 41% of those studied reported that they experienced at least some incidence of psychological aggression in the workplace. Among those studied, roughly 13% reported psychological aggression on a weekly basis.

The Workplace Bullying Institute(4) reports that 35% of U.S. workers have experienced bullying firsthand as a target. Namie and Namie(5) report that half of bullying happens in front of witnesses. In the United States, Kohut(6) says, an estimated 23 million Americans will encounter bullying in the workplace, and one in six employees will experience workplace bullying in their lifetime. Even so, most bullying is never documented or reported. As Kohut suggests, “If it was reported, it was most often dismissed as the complaints of a ‘disgruntled employee.’” Fortunately, workplace bullying is no longer the silent epidemic it once was. Today, it is recognized as a serious problem.

If you think that the healthcare organization is immune to workplace bullying, think again. According to Parker-Pope,(7) a surprising number of bullying cases involve healthcare settings. The problem is so widespread, Parker-Pope says, that the problem is said to be “endemic.”

CHARACTERISTICS OF WORKPLACE BULLIES AND TARGETS

The Workplace Bullying Institute reports additional findings about workplace bullies and their targets that suggest that demographics play an important role. For one thing, gender seems to be a factor. Both men and women bully, but the majority (68%) of bullying is same sex targeted. Female bullies target women in 80% of the cases; however, overall, there are more male bullies than female bullies. Sixty-two percent of bullies are male, 38% are female. Still, the majority (58%) of bullying targets are women, the Workplace Bullying Institute says.

Anyone can be the target of bullying. Kohut suggests that four out of five minority employees will encounter workplace bullying. Hispanic individuals taking part in a survey conducted by the Workforce Bullying Institute reported the highest rates of bullying. African American respondents were the second highest group, while Asian respondents were the lowest. Interestingly, respondents with a college degree reported a higher rate of being bullied than those with less formal education. The Workforce Bullying Institute study also suggests that workplace bullying may increase during times of economic recession. It further reports that individuals in their study in the 30 to 49-years-old age group were the most frequently bullied group.

Targets of bullying are mostly individuals who pose a perceived threat to the bully. The perception of the threat is entirely the bully’s and may not be real. In many cases, bullying targets are highly skilled individuals. They are often better liked, have more social skills, and possess greater emotional intelligence than their bullies. They are usually ethical and honest people. In occasional cases, they are whistleblowers who expose fraudulent or illegal practices. Targets are usually not confrontational. They do not usually respond to aggression with aggression. According to Kohut, most targets of workplace bullying enjoy their jobs. Says Kohut, “Were it not for the constant emotional pain and stress that results from repeated bullying, their work lives would be pleasant and productive.”

HOW BULLYING AFFECTS THE TARGET AND THE EMPLOYER

Targets of bullying experience significant physical and mental health problems. These can include stress and posttraumatic stress disorder, financial problems due to absence, reduced self-esteem, musculoskeletal problems, phobias, sleep and digestive disturbances, increased depression and self-blame, and family tension and stress. Namie and Namie(8) suggest that targets of bullying may experience ischemia (a restriction of blood supply), strokes, heart attack, and cardiac failure. Peyton(9) reports that bullying is responsible for 30% to 50% of all stress-related illness in the workplace. According to another Workplace Bullying Institute study,(10) 45% of targeted individuals suffer stress-related health problems. In extreme cases, some targets of bullying have committed suicide.

Bullying can be very costly to an employer. These costs generally fall into four categories:

1. Turnover: Costs of replacing staff members who leave because of bullying (such as recruiting and training new employees).

2. Productivity: Lost productivity and displaced work effort as the target and bystanders cope with bullying incidents. Peyton estimates that workplace bullying costs employers worldwide 80 million working days annually.

3. Goodwill: Lost goodwill, loyalty, and referrals when bullying incidents become known to those who are ultimately served by the organization (such as patients).

4. Follow Up: Costs associated with medical and mental health treatment and potential legal actions.

Bullying leads to higher turnover and absenteeism and lower morale. Stress, depression, and physical health problems result in time away from work and lower job performance. Employees tend not to do their best work in a bullying environment. They may become less creative and communicative, and they may be less likely to offer feedback and to help one another. They may make more mistakes or cause more workplace accidents. Working in a bullying environment may encourage employees to withdraw emotionally from their coworkers and patients.

WHAT SHOULD THE HEALTHCARE EXECUTIVE DO?

Commitment is the most important component of any anti-bullying program. In addition, here are eight practical suggestions for the healthcare executive to prevent and deal with workplace bullying:

1. Foster respect. Encourage everyone in your organization to communicate with one another respectfully. Lead by your own example.

2. Nip problems in the bud. Aggressively solve small problems. If something does not feel right to you, it probably isn’t. Do not ignore possible bullying or delay your response in the hopes that the situation will work itself out. Chances are that the bullying will continue or worsen.

3. Increase awareness. Teach your employees that bullying is a serious problem. Hold bullying awareness programs and campaigns so your employees learn what bullying is. Encourage reporting.

4. Establish an anti-bullying policy. Create and distribute a zero-tolerance anti-bullying policy for your healthcare organization. (See the sample policy at the end of this chapter.)

5. Make employee safety your priority. Address immediately bullying behavior reported to you or that you observe. Consider every instance of potential bullying to be a serious and urgent issue.

6. Investigate. Explore the extent and nature of the problem. Gather the facts from everyone involved.

7. Act. If you conclude that a complaint of workplace bullying is justified, take disciplinary action in accordance with your anti-bullying policy. Seek a resolution on your own if you believe that you can be effective and that you can do so without putting yourself or anyone else in danger. Involve the appropriate third parties when you need help with the resolution.

8. Improve your policy as needed. Update your policy to ensure that any breach of occupational safety is rectified and that the bullying stops.

WHAT SHOULD THE BULLIED EMPLOYEE DO?

As Kohut suggests, roughly 40% of bullying targets do not tell their employers. Below are the steps employees should take if they believe that they are the target of bullying. Share this information with your staff.

• Own what is going on. Recognize and admit to yourself that you are being bullied. Recognize that you do not deserve to be bullied. Recognize that you are not the source of the problem. Bullying is about control. You did not cause the bullying.

• Document. Keep detailed documentation to chronicle each bullying incident. List the date, time, place, exactly what happened or what was said by whom, and who was present. Keep copies of bullying notes, emails, text messages, and other documents. Take photographs of property or equipment that was destroyed or tampered with by the bully. Keep copies of time sheets, reports, and other documents that contradict the bully’s accusations against you.

• Speak up. Ignoring the problem allows the bully to continue to intimidate you. If you do not say something, the bullying will probably continue and may get worse. Report the bullying behavior to the appropriate person in your healthcare organization, either your supervisor or another designated individual. Present the facts and the documents you have collected, as well as a list of witnesses to the bullying.

• Act as instructed. Do not confront the bully by yourself. If the decision is made for you to confront the bully, ask your healthcare executive or another person to speak to the bully with you. Expect the bully to deny your accusations. Let the facts speak for you.

• Follow procedures if informal efforts are not effective. Make a detailed written complaint to your organization as per its grievance policy.

WHAT SHOULD THE BYSTANDER TO BULLYING DO?

Workplace bullying is under-reported, and not only by targets. Those who witness bullying often look the other way; therefore, share with your employees these three steps that they should take if they become bystanders to bullying.

1. Take the matter seriously. Do not brush off the bullying you witness as a conflict, a difference in personality styles, or just someone having a little fun at another person’s expense. Do not attribute bullying behavior to “that’s just the way he or she is.” Treat the matter seriously because bullying is serious.

2. Do not participate. Refuse firmly if the bully tries to draw you into the action. Do not reinforce the bully by laughing at his or her jokes or antics. Do not shun or ignore the target because a bully wants or expects you to.

3. Speak up. Do not allow the bullying to continue. Doing nothing makes you part of the problem. Come forward and report what you have observed, even if you are not 100% certain that what you are observing is bullying. Note the facts such as where and when the incident occurred, who was involved, and exactly what transpired.

MORE STRATEGIES TO PREVENT AND STOP BULLYING

As the Workplace Bullying Institute suggests, “Work shouldn’t hurt.” It is up to you to do whatever you can to provide a safe work environment for your employees and to protect them from harm. To that end, here are 10 additional strategies healthcare executives can use to prevent and put a stop to bullying in their organizations.

1. Keep your eyes peeled and your ears open. Workplace bullying rarely begins with a bang. According to Kohut, “It tends to be a subtle process of intimidation and criticism rather than erupting in a single event. The target doesn’t realize what is happening or what lies ahead.” Notice even the smallest bullying jabs.

2. Be proactive. Ignoring workplace bullying is dangerous to the health of the organization. As Namie and Namie state, “Unchecked bullying quickly escalates into an abusive, toxic workplace where everyone suffers. If ignored long enough, the entire organization is placed at risk.”

3. Focus on bullying, not the bully. As Namie and Namie suggest, “Trying to change bullies is a fool’s errand. However, if you concentrate on stopping the practice of bullying, your leadership quotient will skyrocket, thanks to the gratitude of so many (currently silent) employees.”

4. Think of bullying as your business. According to Daniel(11), organizations that fail to stop bullying often do so out of fear, or they do not get involved because they view the matter as a private, interpersonal conflict that the parties should work out between themselves. However, stopping a bully is most definitely your job. Do not expect or ask targets to put up with bullying or to confront their bullies alone.

5. Do not create an environment for bullying. According to Namie and Namie,(8) “The work environment is a stronger and better predictor of how workers perform than personalities alone.” An organization that has laissez-faire management or that looks the other way when bullying occurs is setting the stage for bullies to operate unfettered, Namie and Namie warn. A workplace culture that includes put-down jokes, practical jokes, sarcasm, and other negative humor can become a fertile ground for bullying.

6. Model respectful workplace behaviors. Peyton suggests that bullying cultures are unlikely to be led by a management team that sets a good example or that is conscious of the importance of being good role models. According to Peyton, “In the main, bullying is modeled from the top down, and what is seen lower down reflects what is happening above.”

7. Do not think less of an individual who has become a bully’s target. Daniel warns, “It often appears too easy and socially acceptable to denigrate bullied individuals. Disparaging comments like, ‘they are such whiners’ or ‘wimps’ or ‘babies’ are all too common.” Remember, the target is not at fault and did not cause the bullying. Even the meekest, most submissive, and most mild-mannered employee does not deserve to be bullied.

8. Look for allies. The bully-target relationship is almost always one-on-one. Workplace bullies generally work alone and will not target a unified group of people; however, it is possible that two or more employees will gang up on a single target. A bully may target more than one individual. These are dangerous situations that need immediate attention.

9. Do not argue with a bully. Bullies create conflicts to upset others. Do not fight back and give them ammunition. Do not say anything that will escalate the bullying.

10. If a bully threatens to put a target in danger, report it to the proper authorities. Do not keep a confidence that may result in physical or psychological harm to the bully’s target.

Fortunately, there are many steps healthcare executives can take to prevent and address bullying. However, if a conflict between employees involves illegal activity, threats, violence, or similar issues with potential safety and legal ramifications, do not try to handle the matter on your own. Go directly to your human resources office, supervisor, and/or your organization’s legal department for their help and support.

SAMPLE HEALTHCARE ORGANIZATION ANTI-BULLYING POLICY

Every healthcare organization needs a strong anti-bullying policy. The policy below, adapted from the Commission of Occupational Safety and Health,(12)can serve as a good starting point for developing your own anti-bullying policy.

• Workplace bullying is defined as any behavior that harms, intimidates, offends, degrades, or humiliates an employee both in private and in front of other employees, patients, or other individuals.

• We consider workplace bullying to be unacceptable. We will not tolerate bullying under any circumstances.

• We believe that all employees should be able to work in an environment free of bullying, not only for their sake but for the sake of our organization and the patients we serve. Workplace bullying may cost the loss of trained and talented employees, reduce productivity and morale, harm our good name, and create safety and legal risks.

• We have grievance and investigation procedures to deal with accusations of workplace bullying. Any reports of workplace bullying will be treated seriously and investigated promptly, confidentially, and impartially.

• We encourage our employees to report workplace bullying, whether they be the targets of the bullying or witnesses to it. We will do everything within our power to ensure that employees who make complaints of bullying or who report that they have witnessed bullying are not victimized.

• Disciplinary action will be taken against any employee who bullies a coworker. Discipline may involve warning, transfer, demotion, or dismissal, depending upon the circumstances.

• The person to whom employees should report bullying is [name of person].

Excerpted from The Problem Employee: How to Manage the Employees No One Wants to Manage by Laura Hills, DA.

References

1. Washington State Department of Labor and Industries. Workplace Bullying and Disruptive Behavior: What Everyone Needs to Know. Report #87-2-2011, April 2011. www.academia.edu/27377082/Workplace_Bullying_and_Disruptive_Behavior_What_Everyone_Needs_to_Know .

2. Canadian Centre for Occupational Health and Safety. Bullying in the Workplace, 2011. www.ccohs.ca/oshanswers/psychosocial/bullying.html#_1_3 .

3. Schat ACH, Frone MR, Kelloway EK. Prevalence of workplace aggression in the U.S. workforce: Findings from a national study. In Kelloway EK, Barling J, Hurrell J (Eds). Handbook of Workplace Violence. Thousand Oaks, CA: Sage, 2006: 47-89.

4. Workplace Bullying Institute. Results of the 2010 WBI U.S. Workplace Bullying Survey, 2011. https://workplacebullying.org/download/2010-wbi/ .

5. Namie G, Namie R. The Bully at work: What you can do to stop the hurt and reclaim your dignity on the job (2nd ed). Naperville, IL: Sourcebooks, 2009.

6. Kohut MR. The complete guide to understanding, controlling, and stopping bullies & bullying at work: A complete guide for managers, supervisors, and co-workers. Ocala, FL: Atlantic Publishing Group, 2007.

7. Parker-Pope T. When the bully sits in the next cubicle. The New York Times, March 25, 2008: F5. www.nytimes.com/2008/03/25/health/25well.html .

8. Namie G, Namie R. The bully-free workplace: Stop jerks, weasels, and snakes from killing your organization. Hoboken, NJ: John Wiley & Sons, 2011.

9. Peyton PR. Dignity at work: Eliminate bullying and create a positive work environment. New York: Brunner-Routledge, 2003.

10. Workplace Bullying Institute. Results of the 2007 WBI U.S. Workplace Bullying Survey, 2007. https://workplacebullying.org/download/2007-wbi/ .

11. Daniel TA. Stop bullying at work: Strategies and tools for HR and legal professionals. Alexandria, VA: Society for Human Resource Management, 2009.

12. Commission for Occupational Safety and Health. Dealing with bullying at work: A guide for workers. Government of Western Australia, 2011. www.commerce.wa.gov.au/sites/default/files/atoms/files/dealing_with_bullying_english.pdf .