1. Workplace Bullying- Myths & Misconceptions Building a Positive Work Environment in Schools
Jacinta Kitt

2. Organisational Responses to Bullying
Dismissive
Minimum Compliance
Reactive
Proactive

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 bullying
People 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, anger
Negative atmosphere
Poor productivity, high turnover
Minimum
compliance
Expectation of resolution
Disappointment, disillusionment, frustration
Escalation of problems
Reactive
Opportunities for resolution
Addressing symptoms
Potential for re-occurrence of problems
Proactive
High level of resolution
Addresses causes
Less likelihood of problems re-occurring

8. Workplace Bullying - The Facts
Bullying is a serious problem
It causes indescribable pain & suffering
It is psychological abuse and nothing less
Anyone can be targeted - irrespective of personality or ability
If 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 inadequate
Bullying is extremely detrimental to organisational effectiveness
Bullying 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 occurring
Step 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 bullying
Bad management is sometimes confused with bullying
Bullying is never about managing it is all about destroying

13. Positive / effective work environment
Definition
A 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 atmosphere
Assertive communication
Appropriate inter-personal behaviour
Collaboration & Team –Work
( minimal internal competition)
Warm friendly climate
Appropriate manager behaviour
Open discussion & resolution of conflict

15. Characteristics of a Positive/Effective Work Environment
continued
Recognition, feedback and praise
All allowed to reach their potential
Respectful & fair treatment of all staff
No cliques
Fair system of selection & promotion based on
competence
Effective procedures for dealing with problems
Laughter and fun!

16. Anti-Bullying & Harassment Policy
1 Stated intolerance of bullying & harassment
2 Definition & manifestations of workplace bullying & harassment
3 Senior management commitment
4 Rights & responsibilities of all parties
5 Procedures for addressing allegations:
5a informal
5b formal
6 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”
Effort
Legitimacy & Integrity
Competence
Personal Power
Interpersonal Leadership Skills
Self-awareness
Managing
Change
Motivating
Empowering
Managing Conflict
Problem
Solving
Assertiveness
Perceptiveness
Building
Teams

19. Consultation with Contact Officer
Formal
Complaint
Informal Approach
Contact Officer:
Assists individual to clarify their own situation
Provides information about range of options available
Presents recognised strategies for dealing with
bullying situations
Individual makes decision on how to proceed.
Self-initiated attempts
at resolution
Individual attempts to resolve the
situation – using learned strategies for dealing with & challenging behaviour.
Assisted attempts at resolution
Individual approaches:
manager
HR manager
employee representative
designated resolution facilitator
to 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:
manager
HR manager
employee representative
designated 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 stage
They have access to supportive/effective procedures
Bullying 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 bullying
All 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 work
They want peace in their lives .