Almost thirty years since Scandinavian researchers began studying the phenomenon of psychological abuse in the workplace, the field is in flux. As I return from The 8th International Conference on Workplace Bullying in Copenhagen, Denmark (what a gorgeous city!), it appears that the research community across the globe is struggling with very fundamental questions. Following are a few of highlights of these questions, ‘lifted’ from an article I wrote for the Canadian HR Reporter magazine, to be published shortly:
- What is bullying, anyway? Currently, there’s no consensus regarding the exact meaning of this term. All experts agree that bullying is characterized by a repeated pattern of behaviour that undermines a person’s credibility, social standing or work performance. However, beyond that, definitions and measuring methods vary greatly. Does bullying have to be intentional? Contrary to widespread misconception, most experts agree that bullying does not require proof of intention by the perpetrator. In reality, bullying has to be intentional only if the jurisdiction in which your business operates defines it as such.
- What is the true prevalence of workplace bullying? Well, the answer depends on the type of questions you pose. Studies that employ a strict definition of bullying point to prevalence as low as 3%, whereas studies that use broader definitions demonstrate a prevalence as high as 69% (yes, you read correctly!).
- Bullying has many faces. For many years, bullying was perceived to comprise of a person or a group targeting another person. However now, with more information coming in from practitioners who are working with real people solving real problems, it’s becoming clearer that often what is referred to as bullying is really an escalated conflict between two people, with one person gaining the strategic advantage of being recognized as ‘the target’ by filing a bullying complaint.
- We lack quality data about the bully. Our current understanding of workplace bullying is based almost exclusively on the experiences of targets. Researchers have not studied the inner world of perpetrators, who are often perceived as evil predators. And yet, as someone specializing in coaching abrasive leaders, I know that once you engage with these so-called bullies, it becomes clear that they do not consciously set out to harm others, nor are they aware of the impact of their behaviour. Once they become aware of the negative impact of their conduct and obtain new skills, they tend to make significant changes.
Let me know if you have any questions or comments about the above, I’d love to discuss the conference with you!
