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Finding Your Way Through The Bullying Maze Presented on September 27 th , 2007 by. Marilyn Noble, BA, BFA, MEd (Adult Education) Co-chair, Research Team on Workplace Violence and Abuse, UNB Dr. Marvin Claybourn Advisory committee member, Research Team on Workplace Violence and Abuse, UNB.

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Finding your way through the bullying maze presented on september 27 th 2007 by

Finding Your Way Through The Bullying MazePresentedon September 27th, 2007 by

Marilyn Noble, BA, BFA, MEd (Adult Education)

Co-chair, Research Team on Workplace Violence and Abuse, UNB

Dr. Marvin Claybourn

Advisory committee member, Research Team on Workplace Violence and Abuse, UNB

© Marilyn Noble, BA, BFA, Med (Adult Education) and Marvin Claybourn, PhD (Clinical psychology)


Today s session
Today’s Session

Goal

  • Our goal is to share some of our findings, and to explore how they might fit with human resource practices

    Outline

  • Presentation (35 minutes)

  • Problem-solving activity (30 minutes)

  • Discussion of problem scenarios (10 minutes)

  • Question & answer period (15 minutes)

    Ground Rule: No identifying information leaves this room

  • We encourage you to talk about the kinds of situations that have been discussed, but you must not disclose names, names of organizations or other identifying details

© Marilyn Noble, BA, BFA, Med (Adult Education) and Marvin Claybourn, PhD (Clinical psychology)


Workplace bullying definition dynamics
Workplace Bullying: Definition & Dynamics

  • Simple Definition

    • Personal diminishment: being made to feel incompetent, ashamed, worthless, excluded, unsafe.

  • Workplace Bullying Dynamics

    • Between two individuals (serial bullies may have a string of individual victims)

    • One person bullying a group

    • A group targeting one person (mobbing)

    • A toxic work environment

  • Bystander Roles

© Marilyn Noble, BA, BFA, Med (Adult Education) and Marvin Claybourn, PhD (Clinical psychology)


Workplace climate attitudes toward mistakes conflicts negative events
Workplace Climate: Attitudes Toward Mistakes, Conflicts & Negative Events

  • Dealing with workplace bullying starts by being able to discuss it

  • How organizations deal with mistakes, conflict and negative events will influence how easily people are able to discuss workplace bullying

Mistakes, conflicts & negative events can be viewed as…

  • Natural occurrences

  • Learning opportunities

  • Opportunities for

    growth & development

  • Ways of assigning blame

  • Ways of deciding punishment

  • Ways of making others look

    bad

OR

© Marilyn Noble, BA, BFA, Med (Adult Education) and Marvin Claybourn, PhD (Clinical psychology)


Workplace climate making it safe to report
Workplace Climate: Making It Safe to Report Negative Events

  • Even the best policies and procedures will fail unless people believe that they’re safe, reliable, and effective.

  • Workplaces characterized by a climate of safety & trust have measures in place to ensure :

    • Confidentiality

    • Fairness

    • Protection from retaliation

    • Protection from unfounded complaints

    • Issues are dealt with in a timely, reasonable manner and there is consistent follow-through

© Marilyn Noble, BA, BFA, Med (Adult Education) and Marvin Claybourn, PhD (Clinical psychology)


Workplace bullying causes effects
Workplace Bullying: Causes & Effects Negative Events

PERCEIVED UNFAIR SYSTEM

OF REWARDS &

PUNISHMENTS

POWER AND CONTROL

CONTEMPT FOR

DIFFERENCE

COMMUNICATION

ISSUES

DISCRIMINATION

SUPERVISION

ISSUES

WORKPLACE

BULLYING

UNREALISTIC

WORKLOAD

VERBAL, EMOTIONAL, OR PSYCHOLOGICAL

ABUSE

STRESS AND

MENTAL HEALTH

UNHEALTHY

AND OFFENSIVE BEHAVIOURAL

NORMS

EXPECTED

BEHAVIOURS

NOT MADE

CLEAR

© Marilyn Noble, BA, BFA, Med (Adult Education) and Marvin Claybourn, PhD (Clinical psychology)


Workplace bullying diagnosing the problem
Workplace Bullying: Diagnosing the Problem Negative Events

General Steps for Problem-solving

One of the most common problems is trying to solve the problem before you’ve confirmed exactly what it is.

Identify the problem

Describe the ideal situation or outcome

Gather contextual information

  • Evaluate options, weighing:

    • Risks & benefits

    • Practicality

    • Consequences

Evaluate outcomes (both intended & unforeseen)

Brainstorm options

Implement preferred option

Revisit options, if necessary

© Marilyn Noble, BA, BFA, Med (Adult Education) and Marvin Claybourn, PhD (Clinical psychology)


Diagnostic flow chart
Diagnostic Flow Chart Negative Events

A SUSPECTED WORKPLACE BULLYING ISSUE COMES TO LIGHT (observed, rumoured, reported by third party, informal complaint, formal written complaint)

INITIAL SCREENING

INITIAL JUDGEMENT OF HOW TO PROCEED, BASED ON:

- Immediate risk or danger

- Criminal behaviour

- Violation of harassment policy

-Nature/extent of the perceived problem

- Stage of the problem

- Who is involved

DETERMINATION OF WHO IS BEST TO HANDLE THE SITUATION:

- Sufficient authority

- Appropriate skill set & experience

- Credibility with the parties

- No real or perceived conflict of interest

- Time available to take on the case

IN-DEPTH ASSESSMENT AND DIAGNOSIS:

Observation, interviews, bystander input, recent events, performance history, context

PROCESS IS EXPLAINED AND SUPPORT SERVICES ARE PROVIDED TO BOTH PARTIES

© Marilyn Noble, BA, BFA, Med (Adult Education) and Marvin Claybourn, PhD (Clinical psychology)


Intervention options
Intervention Options Negative Events

IN-DEPTH ASSESSMENT AND DIAGNOSIS:

Observation, interviews, bystander input, recent events, performance history, context

  • RESOLUTION OPTIONS:

  • - Training

  • - Coaching

  • - Counselling

  • - Facilitation

  • - Mediation

  • Investigation

  • - Group intervention

  • AIMED AT:

  • - Target(s)

  • - Perpetrator(s)

  • - Bystanders

  • - Work unit

  • - Overall workplace climate

HANDLED BY:

- Supervisor/Manager

- Human Resources Dept.

- Another internal resource

- An external expert

FOLLOW-UP MONITORING,

FINE-TUNING, AND, IF NEEDED, FURTHER INTERVENTION

DEBRIEFING AND POSTVENTION WITH THE STAKEHOLDERS

© Marilyn Noble, BA, BFA, Med (Adult Education) and Marvin Claybourn, PhD (Clinical psychology)


Umbrella role for human resources
Umbrella Role for Human Resources Negative Events

Umbrella Role for H.R. (assisted by a workplace-wide advisory committee

→ Monitoring patterns and trends over time

→ Identifying ongoing (unresolved) issues and trouble

spots

→ Pinpointing contributing systemic factors

→ Developing, implementing and evaluating workplace

policies and procedures

© Marilyn Noble, BA, BFA, Med (Adult Education) and Marvin Claybourn, PhD (Clinical psychology)


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