Presentation on theme: "Workplace Bullying- Myths & Misconceptions Building a Positive Work Environment in Schools Jacinta Kitt."— Presentation transcript:
1 Workplace Bullying- Myths & Misconceptions Building a Positive Work Environment in Schools Jacinta Kitt
2 Organisational Responses to Bullying DismissiveMinimum ComplianceReactiveProactive
3 Organisational Beliefs & Attitudes The behaviours that constitute bullying are an inevitable part of working life.Bullying is not a form of abuse.Supervisors can’t manage without being accused of bullyingPeople may bully, but they get the job done.The people who complain of bullying are weak, timid, oversensitive &/or paranoid.Some people are “victims” & would be bullied irrespective of where they are or whom they are with.People who complain of bullying are at best nuisances, at worst troublemakers & should be silenced.Bullying is the flavour of the month…if we ignore it it will go away.People should put up, shut up or get out!Dismissive
4 Organisational Beliefs & Attitudes Bullying is a nuisance.We have to be seen to do something.If we do the required minimum we will be covered.Bullying behaviour in itself is not the problem, the complaints are the problem.This is a sufficient response…this is all we need to do.The organisation has no real role in resolving issues informally, people with complaints should put them in writing.Minimum Compliance
5 Organisational Beliefs & Attitudes Bullying is a problem.We have to do something.It is sufficient to deal with bullying problems on an individual, case by case basis, without reference to the organisational context in which the behaviour takes place.Having good policies & procedures is an effective & adequate response.Having sanctions for breaches of policies & procedures is an adequate deterrent for bullying.We can’t really prevent bullying, we can only deal with it.Reactive
6 Organisational Beliefs & Attitudes Bullying is a form of abuse, with serious individual & organisational effects.We have to do something.Creating a bullying free environment will have knock on beneficial effects on effectiveness & productivity.The organisation’s culture & climate can prevent or promote bullying.Bullying will not thrive in an organisation with a positive effective work environment.The organisation’s response must cover prevention, intervention & minimisation.Problems are more quickly resolved when aired & dealt with than when repressed or hidden.It is the organisation’s responsibility to provide a psychologically safe working environment.Proactive
7 When bullying occurs... Dismissive Minimum compliance Reactive High stress, resentment, frustration, angerNegative atmospherePoor productivity, high turnoverMinimumcomplianceExpectation of resolutionDisappointment, disillusionment, frustrationEscalation of problemsReactiveOpportunities for resolutionAddressing symptomsPotential for re-occurrence of problemsProactiveHigh level of resolutionAddresses causesLess likelihood of problems re-occurring
8 Workplace Bullying - The Facts Bullying is a serious problemIt causes indescribable pain & sufferingIt is psychological abuse and nothing lessAnyone can be targeted - irrespective of personality or abilityIf characteristics of timidity & weakness appear in victims - they are generally as a result of bullying
9 Workplace Bullying - The Facts continued Those exhibiting bullying behaviour are generally personally & professionally inadequateBullying is extremely detrimental to organisational effectivenessBullying would not thrive in organisations with respectful, open & collaborative cultures
10 Best Practice Organisational Response Audit / risk assessment of organisation
11 Bullying Risk Assessment Process Step 1: Identification Where are we now?Purpose:To systematically gather information on bullying in the organisation.Step 2: Assessment What does it mean?Purpose: To analyse information in order to prioritise areas for action.Step 3: Develop & implement control strategies What should we do?Purpose: To reduce the risk of bullying behaviour occurringStep 4: Evaluate & monitor Has it worked & how can we improve?Purpose: To determine effectiveness of process & strategies
12 Management vs. Bullying Good management is rarely confused with bullyingBad management is sometimes confused with bullyingBullying is never about managing it is all about destroying
13 Positive / effective work environment DefinitionA work environment that provides a high quality service/product in an atmosphere of respect, collaboration, openness & equality.
14 Characteristics of a Positive/Effective Work Environment A positive & supportive atmosphereAssertive communicationAppropriate inter-personal behaviourCollaboration & Team –Work( minimal internal competition)Warm friendly climateAppropriate manager behaviourOpen discussion & resolution of conflict
15 Characteristics of a Positive/Effective Work Environment continuedRecognition, feedback and praiseAll allowed to reach their potentialRespectful & fair treatment of all staffNo cliquesFair system of selection & promotion based oncompetenceEffective procedures for dealing with problemsLaughter and fun!
16 Anti-Bullying & Harassment Policy 1 Stated intolerance of bullying & harassment2 Definition & manifestations of workplace bullying & harassment3 Senior management commitment4 Rights & responsibilities of all parties5 Procedures for addressing allegations:5a informal5b formal6 List of contact officers
17 Training & awareness All staff Managers at all levels Specialist roles - contact officers- resolution facilitators- investigators
18 Interpersonal Leadership Skills Elements of Effective Management“Likeability”EffortLegitimacy & IntegrityCompetencePersonal PowerInterpersonal Leadership SkillsSelf-awarenessManagingChangeMotivatingEmpoweringManaging ConflictProblemSolvingAssertivenessPerceptivenessBuildingTeams
19 Consultation with Contact Officer FormalComplaintInformal ApproachContact Officer:Assists individual to clarify their own situationProvides information about range of options availablePresents recognised strategies for dealing withbullying situationsIndividual makes decision on how to proceed.Self-initiated attemptsat resolutionIndividual attempts to resolve thesituation – using learned strategies for dealing with & challenging behaviour.Assisted attempts at resolutionIndividual approaches:managerHR manageremployee representativedesignated resolution facilitatorto seek assistance to resolve the issue informally.Resolution facilitator informs alleged bully of concern & attempts to facilitate an informal resolution.Individual makes a formal written complaint to:managerHR manageremployee representativedesignated complaints officer (not involved in informal)Alleged bully is informed in writing of complaint.Appropriate course of action is determined.Investigation undertaken if required.Recommendations for action implemented.On-going relevant support from Contact Officer
20 People “deal with” bullying better When;they recognise the behaviour at an early stageThey have access to supportive/effective proceduresBullying is an aberration rather than the norm
21 The organisation understands bullying as destructive behaviour that can affect anyone The organisation has a genuine and demonstrated intolerance of bullyingAll inappropriate behaviour is considered a performance issue and challenged as such
22 Bullied victims generally do not want retribution or revenge. They want the bullying to stop.They want to get on with their workThey want peace in their lives.