Workplace Violence: The Bullying Factor

Written by Felix P. Nater

A lot has been written aboutrepparttar workplace bully and so my approach will deal withrepparttar 119496 assessment and analytical process of workplace violence. During my years as a Postal Inspector on a Workplace Violence Interdiction Team in New York, I quickly gained an appreciation forrepparttar 119497 value of determiningrepparttar 119498 "root causes" or "contributing factors" of incidents of Bullying and Bully Tactics. In all ofrepparttar 119499 assessments conducted involving bullying behavior "root causes" and "contributing factors" enabledrepparttar 119500 investigative process to determine that in all casesrepparttar 119501 victim retaliated escalatingrepparttar 119502 bullying to a physical altercation or threats of bodily harm. The bully created such an emotional response in his victim over time sufficiently enough to create a spontaneous response.

As such, I've come to define that Bullying is harassing, intimidating, offensive, degrading, demoralizing and humiliating torepparttar 119503 victims: employee, co-workers and supervisors alike. The behavior was patterned, unfavorable, unwarranted and reasonably inappropriate forrepparttar 119504 workplace setting. Whilerepparttar 119505 individual Bully was obviously at fault, management for its failure to curbrepparttar 119506 behavior contributed torepparttar 119507 hostility by creating a permissive environment that empoweredrepparttar 119508 Bully. Sensing that he would not be sanctioned he acted with impunity. The unfortunate reality is thatrepparttar 119509 Bully exist to fill a void; some thought his antics were funny; others relished inrepparttar 119510 abuse and banter; if it was racially or ethnically charged comments it had appeal torepparttar 119511 bigots. As uncanny is it sounds most victims and witnesses interviewed afterrepparttar 119512 fact were disgusted at knowing how long they were subjected torepparttar 119513 abuse and how much they tolerated without intervention untilrepparttar 119514 victim retaliated. It just happens over time likerepparttar 119515 diagnosis of cancer.


-An employee -Co-workers -Customers and employees -Employees and Clients -Employees and Vendors -Supervisors or manager

Duringrepparttar 119516 many threat assessments conducted, I learned that Bullying is a form of workplace entertainment by some and an accepted part ofrepparttar 119517 workplace culture by others. Yourepparttar 119518 victim must be willing to resistrepparttar 119519 victimization and confrontrepparttar 119520 individual to avoidrepparttar 119521 potential for escalation ultimately leading torepparttar 119522 unfortunate spontaneous and subsequent consequences for engaging in a fight. It's easy to be intimidated by this behavior, it is designed to control you. However, don’t blame yourself for beingrepparttar 119523 victim of Bullying. Reportrepparttar 119524 Bullying immediately! It should not be sanctioned and should be addressed under your company’s Workplace Violence Prevention Policy.


Because Bullying is a pattern of abuse it must be dealt with immediately. The permissive environment isrepparttar 119525 dwelling place of this type of behavior. That it might be part of an organization's culture is allrepparttar 119526 more reason for intervention. Left unabated, it createsrepparttar 119527 impression byrepparttar 119528 Bully thatrepparttar 119529 culture condones it. Because employees are fearful of reportingrepparttar 119530 bully out of fear of retaliation, incidents go unreported. The lack of appropriate intervention byrepparttar 119531 supervisor or manager is especiallyrepparttar 119532 case whenrepparttar 119533 employee is a good worker or a key individual inrepparttar 119534 business. The fact thatrepparttar 119535 Bully is a supervisor or manager invokes fear and distrust in management’s ability to curtailrepparttar 119536 threat sensing he would be sealing his fate if he makes a complaint. This sort of response is common and often came out duringrepparttar 119537 interviews of victims and witnesses.

I am reminded of an article I read entitled: “The Disruptive Clinician andrepparttar 119538 Impact on Patient Care”, Lee G. Shanley, B.S., Director of Safety and Security Services at Nassau County Medical Center which appeared inrepparttar 119539 NCMC Proceedings Journal, fall 1996. He emphasizesrepparttar 119540 manipulative and controlling power superiors wield onrepparttar 119541 subordinates. He wrote, “Medical staff who continually act out in a disruptive manner towards visitors, patients and other staff members underminerepparttar 119542 very fabric ofrepparttar 119543 healthcare facility. When an individual displays verbal abuse, open or veiled hostility, or threatening actions towards associates,repparttar 119544 result more often than not is compromised patient care…this abuse if not addressed, and allowed to continue unchecked, will more than likely lead to a major patient care error. As a result ofrepparttar 119545 stress caused byrepparttar 119546 situation, associates and other healthcare providers may tend to avoid contact withrepparttar 119547 offending individual whenever possible.”

Five Secrets to Gaining Credibility with Your Team for Outstanding Results

Written by Ed Sykes

Towers Perrin,repparttar corporate benefits consulting firm, surveyed over 1000 American workers and foundrepparttar 119495 following:

* Only 51 percent of all workers trust their organizations to tellrepparttar 119496 truth in employee communications * Only 48 percent of all workers with more than five years of tenure believe their companies are honest in their employee communications * Only 44 percent of all workers over age 50 trust their organizations to tell themrepparttar 119497 truth in employee communications

Organizations then wonder why worker productivity decreases, employee loyalty is at an all time low, and human resource situations increase. Your employees see everyday, at least in their eyes,repparttar 119498 following:

* Record profits, yet massive layoffs * Hearing how important they are, yet having their jobs outsourced * Experiencing changes to their jobs, yet not being asked for their ideas * Being told how they are doing a great job, yet being yelled at for mistakes in front of colleagues

No wonder there is tension inrepparttar 119499 workplace. When I work with organizations,repparttar 119500 following three concerns arerepparttar 119501 ones usually express:

“My supervisor, manager, etc., doesn’t know how to communicate with me.” “I amrepparttar 119502 last to hear about bad news.” “He/she never asks me for my ideas.”

Because of these concerns, there is a divide, professionally, emotionally, mentally, and physically betweenrepparttar 119503 employees and their supervisor/manager, etc., which leads to lost productivity.

The following are five secrets that will increase your credibility with employees and produce outstanding results for your organization:

1. Be Honest You owe it to your employees and to colleagues to be honest. Tell your employees exactly where they stand withinrepparttar 119504 organization. Be positive, yet don’t sugar coat it. Once your employees know where they stand, use this as a stepping stone for improvements and solutions you can work on together.

2. Be Consistent Be consistent with your communication among employees. You will lose credibility with employees if they see you communicate differently with different employees concerningrepparttar 119505 same situations. For example, if you berate an employee (which I’m sure you would never do) for a mistake, yet say nothing to another employee forrepparttar 119506 same mistake, you will lose credibility. Also, be consistent withrepparttar 119507 way you communicate your moods. Remember, if you project a professional manner, no matterrepparttar 119508 situation, your employees will emulate your behavior. 3. Communicate Bad News ASAP There is nothing worse for employees than hearing bad news from human resources, shareholders,repparttar 119509 news, friends, family, and even their religious leader, but not from you, their manager. The biggest reasons I hear for not telling employees arerepparttar 119510 following: “Management asked me to keep it secret.” “I don’t have allrepparttar 119511 facts yet.” “I don’t thinkrepparttar 119512 employees can handlerepparttar 119513 bad news.” Well, guess what: * Employees always find out about bad news (sometimes before their supervisors/managers, etc.). * Employees always appreciate when you share whatever information you have with them as long as you are honest with them. * Employees can take more than you think if you are sensitive to their concerns and express these concerns with them. Will some of them be unhappy inrepparttar 119514 short run? Some employees may not be happy; however, they will respect you as a manager that respects them and keeps them informed of all news, good or bad. 4. Give and Receive Constant Feedback Employees want feedback on, “How am I doing?” By giving constant feedback, you are developing a bond of trust that improvesrepparttar 119515 performance of your employees.

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