Unloading The Effects of Bullying

Unloading the Effects of Bullying
UNLOADING THE EFFECTS OF BULLYING

COURSE OBJECTIVES:
Defining Bullying. O O O The School Yard Bully vs. the Workplace Bully The Legal Ramifications of Bullying/Harassment Recognizing Bullying Behavior
Effects of Harassment. O O Effects of harassment on the individual Cost of workplace Harassment to organizations
Dealing with Harassment. O O Responsibilities of employers Actions managers and employees can take
COURSE DESCRIPTION
This workshop is designed for all staff, teaching employees to recognize bullying in the workplace. This is an interactive workshop that focuses on the effects of bullying in the workplace. Bullying in the workplace hurts morale & productivity. Everyone is at risk when bullying is allowed to exist. To maintain bully-free work environment employees must take proactive steps. Participants will learn how to identify the problem of workplace bullying, recognize bullying behavior in the workplace and walk away with tools for dealing with bullying in the work place.
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DEFINING BULLYING
The origin of Bullying comes from a school yard bully that uses verbal threats, physical intimidation and aggressiveness on someone else. More recently its definition has become broader and has taken more psychological attributes (nonphysical) of harassment. People still tend to associate Bullying with physical violence. Today perhaps due to an abundance of media attention people are becoming much more aware of its psychological attributes. The term Bullying then expanded to encompass groups in the sense that a group could unite to bully an individual.
SCHOOLYARD BULLYING
Schoolyard Bullying is more associated to physical violence and physical threats than Workplace Bullying. Schoolyard Bullying usually involves children trying to dominate each other through physical strength and threats of more physical violence. The actions are usually fighting, punching or hitting followed by threats of more of the same treatment or abuse. Verbal abuse is also common such as name calling. The psychological attributes usually include fear and the loss of self-esteem.
WORKPLACE BULLYING
In the past the term bully or Bullying had been applied in the workplace to describe a supervisor that was verbally aggressive and threatening towards employees or would use his/her power to abuse employees. Workplace Bullying continues to expand its definition and includes more psychological attributes that people might usually associate to terms such as psychological abuse, psychological harassment, psychological manipulation, or psychological warfare as more information is collected or published. Here Bullying is defined as direct or indirect verbal comments, actions, behavior, or tactics such as verbal abuse or psychological manipulations that are used to harm an individual or an attempt to harm an individual. The bullying acts do not need to be repetitive since a single act or event can have a serious or lasting effect. The use of threats or fear is common. The verbal abuse usually consists of threats or personal attacks. For example the targets means of support or career can be threatened or the individuals personal beliefs such as religion can be ridiculed.
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WORKPLACE BULLYING AND SCHOOLYARD BULLYING ARE NOT THE SAME.

Children will sometimes use Bullying to dominate or establish themselves in a hierarchy or simply because they have experienced or learned this behavior from other children or from an adult. Although their actions can be seen as an attempt to harm other children, they are not fully aware of the consequences of their actions and neither are some adults. Workplace Bullying falls into a different category. There are many different reasons why Workplace Bullying is sometimes used; the person wanting to dominate others, they feel threatened, because they wish to get rid of the other person, and in some cases even darker motives. Unlike Schoolyard Bullying, Workplace Bullying can include knowledge and tactics that are highly intentional and used to harm a person psychologically and physically (see Effects of Harassment on Individual).
PSYCHOLOGICAL MANIPULATION
The person doing the Bullying can try to induce as much stress as possible and use Psychological Manipulations that are aimed at destroying a persons self-esteem, self-worth, and self-image. The effects can range from stress, hypertension, or in some extreme cases depression that has a downward spiral which can lead to suicide or the victim can be pushed to or influenced to commit homicide. An example of Psychological Manipulation is to have an individual do a task that is below their capabilities for the simple intention of humiliating them in front of their peers or to give an individual a highly repetitive task that is deprived of purpose. Another example iswearing the individual out tactics that mainly consists of trying to induce as much stress on the person as possible. Its also sometimes the intent to make the target seem emotionally or psychologically unstable and try to confuse or make them paranoid and aggressive. Here are more examples: Constant threats of dismissal or intimidation False insinuations, attacks to the individuals dignity, integrity, or self -image Constant negative remarks or repeated criticism or sarcasm Attempts to destroy or harm the persons self-esteem or confidence Consistent over time, unrealistic work demands, or work overloading Spreading false information or rumors Isolating or systematically isolating the person
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LEAGAL RAMIFICATIONS OF BULLYING IN THE WORKPLACE

The differences between Schoolyard Bullying and Workplace Bullying become clearer when we look at the Legal Ramifications of Bullying in the workplace. The United States Equal Employment Opportunity Commissions website www.eeoc.gov uses the word Harassment to describe workplace bullying. Harassment is a form of employment discrimination that violates Title VII of the Civil Rights Act of 1964, the Age Discrimination in Employment Act of 1967, (ADEA), and the Americans with Disabilities Act of 1990, (ADA). Harassment is unwelcome conduct that is based on race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information. Harassment becomes unlawful where: 1. 2. Enduring the offensive conduct becomes a condition of continued employment or The conduct is severe or pervasive enough to create a work environment that a reasonable person
would consider intimidating, hostile, or abusive. Anti-discrimination laws also prohibit harassment against individuals in retaliation for filing a discrimination charge, testifying, or participating in any way in an investigation, proceeding, or lawsuit under these laws; or opposing employment practices that they reasonably believe discriminate against individuals, in violation of these laws (EEOC).
BULLYING AND HARASSMENT ARE THE SAME THING.

After reading the EEOCs definition of harassment one could safely assume that Workplace Bullying and Harassment are one in the same. Petty slights, annoyances, and isolated incidents (unless extremely serious) will not rise to the level of illegality. To be unlawful the conduct must create a work environment that would be intimidating, hostile, of offensive to reasonable people (EEOC) The website goes on to draw a very descriptive picture of Bullying in the workplace. Offensive conduct may include, but is not limited to, offensive jokes, slurs, epithets or name calling, physical assaults or threats, intimidation, ridicule or mockery, insults or put-downs, offensive objects or pictures, and interference with work performance (EEOC). Harassment can occur in a variety of circumstances, including, but not limited to the following: The bully can be the targets supervisor, a supervisor in another area, an agent of the employer, a co-worker, or a non-employee. The target does not have to be the person harassed, but can be anyone affected by the offensive conduct. Unlawful harassment may occur without economic injury to, or discharge of the target.
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RECOGNIZING BULLYING BEHAVIOR

When people work together, conflict is inevitable, but situations must not be allowed to escalate. Managers and employers should promote respectful working relationships and help deal with conflict constructively. While each case has to be assessed on its own merit and context here we have provided information and examples to help you recognize Bullying/Harassing behavior. The following are key questions that can guide you in determining whether the behavior (such as an act, comment or display) constitutes harassment. Is the behavior improper and unwelcome or offensive? Would a reasonable person have known that the conduct was not welcome or offensive? Did it demean, belittle or cause personal humiliation or embarrassment? Is it a serious incident? Is it a series of incidents over a period of time?
SOME EXAMPLES OF WHAT GENERALLY CONSTITUTES HARASSMENT

Serious or repeated rude, degrading, or offensive remarks such as teasing about a persons physical appearance, put-downs or insults Displaying sexist, racist or other offensive pictures, posters, or sending e-mails containing such Repeatedly singling out an employee for meaningless or dirty jobs that are not part of their normal duties; Threats, intimidation or retaliation against an employee, including one who has expressed concerns about perceived unethical or illegal workplace behaviors; Unwelcome social invitations, with sexual overtones or flirting, with subordinate; Unwelcome sexual advances
Managerial duties in themselves, such as coaching or counseling an employee, providing a performance review, dealing with staff relations matters and implementing disciplinary measures, are not harassment. However these actions might appear to qualify as harassment if they are carried out in a manner that is offensive, humiliating or embarrassing rather than in a constructive and sensitive manner. To determine whether the conduct is offensive, ask yourself, Would a reasonable person have known or thought that the conduct was offensive?
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WATCH OUT FOR CHARACTERISTICS OF AN UNHEALTHY WORK ENVIRONMENT

Certain characteristics could indicate the presence of unresolved conflict, which may stem from, or result in, harassment complaints. Lack of communication :employees come to you for information or clarification rather than talking to a colleague Increase in communication through e-mail in place of verbal communication Significant increase in small problems that are brought to the managers attention Employees that exhibit undue concern regarding policy matters or changes in the workplace Cliques (social groupings) form and exclude others. (ex. Lunch, co ffee, smoke break groups Increaase in negativism about colleagues or about the workplace Increase in competitiveness among colleagues or about the workplace Increased competitiveness among colleagues in a time of change (such as job promotions, introduction of new manager, downsizing or expansion). Increase in bickering, nitpicking or blaming at meetings Turf issues arise: for example, a lack of clarity in roles, responsibilities and job descriptions results in employees not doing what they should of doing things that are someone elses responsibility If you identify any behavior that seems problematic, you need to look into it further and decide on the best course of action
SOME EXAMPLES OF WHAT DOES NOT GENERALLY CONSTITUTE HARASSMENT

Allocating work; Following up on work absences; Requiring performance to job standards; Taking disciplinary measures; A single or isolated incident such as an inappropriate remark or abrupt manner; Exclusion of individuals from a particular job based on specific occupational requirements necessary to accomplish the safe and efficient performance of the job; Measures taken against someone who is careless in his or her work, such as in the handling of confidential documents; A social relationship welcomed by both individuals; Friendly gestures among co-workers such as a pat on the back;
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EFFECTS OF HARASSMENT
Stressors, aspects of the work environment and the behavior of people working there can generate stress. Stress is a biological human response. It is physiological and real, not just imagined. Low-level stress may be necessary to compel people to act. However, severe stress, which prevents rational, controlled action, has overwhelmingly negative consequences. In 2001 Maarit A-L Vartia wrote a journal article titled Consequences of workplace bullying with respect to the well-being of its targets and the observers of bullying. This article reports the results of a survey taken by 1037 employees from different levels within organizations and from a variety of organizations. Maarits findings after performing this study were as follows. The present study confirmed the results of earlier studies showing that being bullied at work is a threat to the psychological well-being of bullied employees; the respondents who were subjected to bullying experienced all the measured stress reactions more than the others. It is important, however, to note that bullying at work appears to not only have negative effects on the wellbeing of the victims, but also on the observers of bullying, who reported more general stress and mental stress reactions than those from the workplaces without bullying. (Vartia) Physical health problems from stress include: Cardiovascular problems: Hypertension, Strokes, Heart Attacks Adverse Neurological changes: Neurotransmitter Disruption, Immuni-logical impairment: More frequent infections in greater severity Fibromyalgia, Chronic Fatigue Syndrome Diabetes Skin Disorders Nausea Tremors of the lips, hands, etc. Feeling uncoordinated Chills Profuse sweating Rapid Heartbeat Rapid breathing Elevated blood pressure Chest Pain Uncontrollable crying Headaches Page 7
Some physical indications of the above stress might include

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PSYCHOLOGICAL-EMOTIONAL-MENTAL EFFECTS
Bullying is often called psychological harassment. What makes it psychological is bullyings effect on the persons mental health and sense of well -being. The personalized, focused nature of the assault destabilizes the targets identity, ego strength and ability to rebound from the assaults. The longer the exposure to stressors like bullying the more sever the psychological impact. When stress goes unabated, it compromises both a targets physical and mental health. Please note that depression starts in bullied workers who never experienced depression before. For the person who was previously depressed and successfully managing it, bullying exacerbates the condition. Bullying causes injuries, albeit psychological in nature and unseen, as surely as one can be injured from physically unsafe conditions at work.
SOCIAL HARM
Humans are social animals. We routinely rely on others to make us feel human and connected. Bullying disrupts groups of co-workers. Sometimes bullies play divide n conquer games ordering colleagues to not help or communicate with the target. More common is the groups tendency to informally separate themselves from the target. Resentment for exposing peers to the targets misery evolves into estrangement and eventual abandonment. Co-workers dont want to be near the target lest they become the next prey. Vartias article Consequences of workplace bullying with respect to the well-being of its targets and the observers of bullying also shows that witnesses suffer from bullying, as well. When the bully is a co-worker, the principal weapon is to withhold approval of human contact and validation. Targets begin to doubt their sanity. Family and friends remain supportive for targets longer than co-workers. If the bullying does not stop, and the target does not stop obsessing, spouses can tire of the vicarious misery and leave the emotionally draining relationship.
BULLYING-ECONOMIC CRISIS
In these times of pandemic unemployment and loss of health insurance, many people are stressed as much as bullied workers have always been. Without insurance, mental health treatment is often unaffordable. The raging economic crisis takes a significant toll on individuals, couples, families, and children. Financial strain is linked to increased incidence of domestic violence, substance abuse, divorce, and disruption of normal childhood development.
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COST OF WORKPLACE BULLYING TO THE ORGANIZATION

Workplace bullying, by definition, happens at work. It interferes with the targets confidence that her/his livelihood is assured. Broad societal economic crisis threaten millions of workers at the same time but bullying is a laser-focused, personalized economic crisis affecting the target and his/her family. When bullies have control over the targets livelihood, they have tremendous leverage to cause financial pain. Bullies can block transfers to a safe job, can make targets so miserable that they quit, or to impair the targets health to the extent they have to quit to stop the stress from a campaign of interpersonal destruction.
EMPLOYER LIABILITY FOR HARASSMENT

According to the EEOC website The employer is automatically liable for harassment by a supervisor that results in a negative employment action such as termination, failure to promote or hire, and loss of wages. If the supervisors harassment results in a hostile work environment, the employer can avoid liability only if it can prove: 1) it reasonably tried to prevent and promptly correct the harassing behavior; and 2) the employee unreasonably failed to take advantage of any preventive or corrective opportunities provided by the employer(EEOC). Please note that the employer will be liable for harassment by nonsupervisory employees or non-employees over whom it has control(e.g., independent contractors or customers on the premises), if it knew, or should have known about the harassment and failed to take prompt and appropriate corrective action.
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DEALING WITH HARASSMENT

Part of the role of a 21st century leader is to cultivate a working environment in which harassment is unlikely to occur. All individuals working under that leaders responsibility have the right to be treated with respect and dignity. This means that anyone working for a 21st Century Leader, be it employees, students, contractors, casual employees, voluteers, service providers or others, have the right to a harassment-free workplace.
PREVENTION/RAISE AWARENESS
Managers should speak to their staff about the key organizational and human values the organization wants to promote in the workplace and emphasize that harassment can seriously undermine these values. Employees should find out about the training their department or organization offers on raising awareness, conflict and dispute resolution and eliminating harassment. Managers should encourage employees to attend such sessions and attend the training with them. Employees providing front-line services to clients must know what to do should an incident or a conflict areise with the client. It is strongly recommended that these emplloyees receive this training before they start providing srvices to the public. Managers should discuss the Diversity, Non-Discrimination and Respectful Workplace policy with their staff, either individually or at meetings. This will help ensure that employees know what attitudes and behaviors could lead to perceptions of harassment. Managers should clarify what constitutes acceptable behavior in the workplace, or at any place or event related to work. These standard includes an employees behavior toward all persons in the workplace, including coworkers, other employees, contractors, students, casual employees, agency personnel, volunteers, service providers and clients. Managers should explain the consequences of harassment in the workplace. 21st Century Managers will Coach or counsel individual staff where necessary. Managers should ensure staff know that regardless of the source of harassment, wheter it be from co-workers, supervisors, managers, other employees, contractors, students, casual employees, agency personnel, volunteers, clients or service providers, it is not acceptable and they must inform you if it happens.
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PREVENTION/BE A ROLE MODEL

Managers should behave ethically and responsibly at all times, thereby setting an example for staff. Treat all persons in the workplace with respect. Do not take part in or be silent about behavior that qualifies as harassment or inappropriate behavior. Managers should notsay there is nothing I can do. Managers should exercise authority fairly and wisely. 21st Century Managers are sensitive ti individual needs. Their operational requirements are important but must never be detrimental to the well being of their staff. Make use of conflict resolution techniques and effective communication. Keep yourself informed and up to date on how to deal with harassment
MONITOR THE ATMOSPHERE IN YOUR WORKPLACE

1. 2. 3. 4. 5. 6. Managers can inquire about morale, and take note of how their staff members interact Watch out for insults or derogatory jokes, even those that appear to be friendly teasing Be alert to certain elements of interactions, such as the tone and volume of conversations involving employees, contractors, volunteers, clients or service providers Managers can ask whether employees are facing situations that make them feel unfairly treated or harassed and if so, invite them to come and talk to a supervisor Managers should try to determine if there is any truth to rumors of inappropriate behavior Managers can also check into increased absenteeism and turnovers
MANAGERS COMMUNICTE OPENLY AND RESPECTFULLY

Despite preventive measures, harassment might still occur. Managers should not wait until an employee files a complaint or informs them that he/she feels harassed by someone. If a manger doesnt deal with harassment when it first arises, they can be held responsible and be subject to disciplinary measures, as management is ultimately responsible for providing a workplace free of harassment and ensuring the well-being of its employees. Managers should: Let their staff know that the manager is willing to hear honest opinions and constructive criticism ask their staff for ideas on how to improve morale, office interaction and productivity Keep in mind that their staff may have issues about the way they mange,so they should be open, not defensive Encourage their employees to talk to each other to resolve issues as the come up
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PROBLEM SOLVING
If prevention has not worked, take steps to end harassment. The first step is to talk to the staff member(s) experiencing the problem. Manages should fing out if the involved parties have talked to each other about the matter and what was the out come of their discussion. Tips for sensitive interviewing should help with this.
TIPS FOR SENSITIVE INTERVIEWING

1. 2. 3. 4. 5. 6. Interview in a quiet location, without interruptions Treat the issue seriously Keep in mind how vulnerable the complainant feels Listen carefully and patiently; be non-judgemental Dont let your own emotions, past experience or he reputation of any party influence your objectivity Resist the temptation to solve the problem impulsively or to make rash decisions
INTEREST-BASED APPROACHES
Using an interst based approach means looking for solutions that are satisfactory to all parties, such as looking for a win-win solution rather than a win-lose solution. Some of these approaches presented in this guide include facilitated discussion, coaching, group development and mediation. You may want to discuss the situation with your supervisor and/or your human resources specialist to determine the best course of action.
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FACILITATED DISCUSSION
If the persons involved refuse to meet or cannot resolve their differnces, the manager must take a more active role. The manager should offer to facilitate a discussion between them, and if necessary, contact the departments or ther organizations human resources specialist for assistance. A facilitated discussion is an informal process that allows for expedited and efficient resolution of low level disputes that are relatively new and that have not escalated to significant polarization between the parties. 1. 2. 3. Follow the tips for sensitive interviewing Do not judge what the persons say Obtain all the pertinent facts and keep a record. Your notes may come in handy if the situation persists and you have to consider disciplinary measures. It may also be useful to keep a record of the actions that you took to resove the issue 4. 5. Suggest remedial actions or other potential solutions Take all reasonable steps to ensure that the matter does not become an item of office gossip; advice the persons involved mot to discuss the issue except with those who need to know Here are some indicators where it is appropriate to use a facilitated discussion Level of Communication: Parties are still willing and able to talk together about the situation. They may be more comfortable with another trusted party present for that discussion Trust Level: Each party is focused on solving the problem and acknowledges that the other party has the same focus. In this regard there is a relatively high level of trust between parties. Neither party is, for example. Assuming that the other has ulterior motives or will intentionally sabotage the process. Commitment toResolve the Situation: All involved parties are committed to resolving the situation and have expressed some openness to considering the options that differ from their current position. In other words, they are open to potential compromise
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COACHING
Once the manager sits down with the individuals in the conflict, the manager may realize there are underlying issues. It may be that one or more of the parties needs more guidance or specific directions from management either in what is appropriate behavior or about spevific tasks they are assigned. Oneon-one discussions may bring openness and sharing of information that would not otherwise happen. Identify the area that requires improvement and the consequences this area has on the organization Describe the behaviors or tasks expected of staff Determine the changes that are required Follow up closely for improvement Coaching is a one-on-one process that is designed to help parties deal with conflicts, disputes and harassment situations. Coaching encourages parties to recognize the impact of their behavior and actions on others and how others might perceive such behavior and actions. Mirroring of behavior and giving feedback on the effect of behavior can facilitate resolution. Here are some indicators where it is appropriate to use coaching: Level of Communication: Parties may be willing to communicate with each other but one or both parties experiences extreme frustration with the communication process. They may say things such as, he/she doesnt hear/listen/understand anything I say. Trust Level: The trust level between the parties may not be particulary high. Nevertheless, the party or parties receiving coaching are committed to rebuilding trust with the other person. Commitment to Resolve the Situation: There is a high level of commitment to resolve the situation. Individuals being coached are willing to explore their individual role in the situation. They are open to taking personal responsibility for their behaviors and actions and are committed to improving or building skills and making changes that will allow them to resolve the situation.
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GROUP DEVELOPMENT
Group or team development is a proactive approach that works at identifying underlying issues and potential conflicts within a group that, left unchecked, have resulted in and may continue to result in harassment situations. With a facilitator, the group or team identifies issues and conflicts that are negatively affecting the group. The group clarifies roles and expectations within the group. It also sets mutual goals for the group and develops a plan of action for future behavior and interaction. Here are some indicators where it is appropriate to use group development: Level of Communication: Parties are communicating little if at all or are communicating with some members of the group and not others. The communication process is not effective. Parties are preoccupied with the situation and find that it is affecting their ability to communicate with each other. Level of Trust: Parties may express some trust in each other but will frequently question the motivation for other parties actions and words. Commitment to resolve the situation: The parties may not initially express a commitment to resolve the situation but there is recognition that the productivity and effectiveness of the group have decreased and that the group cannot continue as it is. Use of ths method should be discussed with the delegated manager if it is to be used as a means to restoring work relationships following a harassment complaint process.
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MEDIATION
Mediation involves an impartial thired party that hears both sides of the situation and helps the parties reach a satisfactory decision about the issue at hand. The mediator provides a forum where the parties can construct their own mutual agreement. The mediator can work directly and in-depth with the disputants and encourage discussion. The mediator tries to help disputants reach their own agreement but does not decide what the solution should be. The mediator helps disputants achieve lasting decisions but cannot enforce agreements once they have been reached. Here are some indicators where it is appropriate to use mediation: Level of Communication: Communication between the two parties has broken down. Parties are not speaking to each other at all or, at the very least, are not speaking to each other about the situation. They are, howeve. Willing to talk to each other with a neutral party present. Trust Level: There is moderateto low levels of trust between the parties. This lack of trust is often a result of confusion about the other partys actions and/or words. Issues, actions and even ts will need to be discussed and explored in the mediation process to increase trust. Commitment to Resolve the Situation: the parties express a moderate to high level of commitment to resolve the situation although they may not see a possible solution. Prior to mediation, one should consider other interest-based approaches such as facilitated discussions or coaching. If it involves a group of employees, see Group Development.
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KNOW WHEN TO ACT
Depending on the situation, you may need to intervene and inform one of the indiviuals that his or her behavior is unacceptable and should dtop, whether the individual is your employee, colleague, another person working for you, an employee from another division, a client, a customer or a service provider. Recognize a situation that is serious enough to warrant disciplinary action, whether or not the employee files a complaint. Contact your departments or your organizations human resources person for assistance. If a contractors behavior is unacceptable, inform t hat person that everyone in the workplace is to be treated with respect. Talk to the owner of the company to report the incident. Depending on the severity of the misconduct, consider putting your concerns in writing and presenting them to the individual and to the owner of the company. If warrented, consider ending the contract. The company is responsible for theconduct of its staff and for the application of disciplinary measures. If the improper behavior comes from a client or a customer, apply your departments or your organizations guidelines on providing service to the public. If you do not have any guidelines, inform the individual about acceptable behavior and the consequences of his/her actions. If unacceptable behavior persist, have a meeting or discussion with the client to try to resolve the issue. Should these steps not be successful, inform the client in writing as to how you will proceed with future provision of your services. If the situation involves threats, stalking or violence, seek help immediately from your security division or depending on the situation, you may meed to call the police immediately. Work closely with your human resouces specialists so they sufficienty understand the situation and the views of the various parties to be able to provide advice. WHEN A COMPLAINT IS FILED The above problem resolution mechanisms may not work and a complaint may be filed. Your policy should outline the process and list the senior manager(s) delegated to apply the established steps in the complaint process. Familiarize yourself with the Diversity, Non-Discrimination and Respectful Workplace Policy, and find out what responsibilities are yours and which ones are the delegated managers. If you reveive a complaint of harassment, refer the complaint to the delegated manager. APPROPRIATE COURSE OF ACTION The delegated manager will determine the appropriate course of action to deal with the complaint. For example he/she might decide that a grievance or another problem resolution mechanism is more appropriate. The delegated manager may contact you for additional information or for your collaboration. Unloading the Effects of Bullying Page 17

18 SEPARATING THE PARTIES Management has a discretionary authority to separate employees if it is deemed necessary. There may be circumstances where the manager may belive that the parties should be separated during the complaint process, either physically or hierarchically. As this has consequences on the parties, the delegated manager and the human resources specialists. It could be sufficient to temporarily remove the reporting relationship or to have the parties working from separatelocations, or it may be necessary to separate them both hierarchically and physically. The delegated manager has the final authority in this matter. INVESTIGATING It is the delegating managers responsibility to determine if an investigation will take place. Yopu should be prepared to cooperate with the delegated manager, both when he/she requires additional information from you when you have to implement whatever measures that the delegated manager deems necessary to resolve the harassment complaint. RESTORING RELATIONSHIPS A complaint of harassment may damage relationships in the workplace. Whether the complaint was founded or not, the employees involved may feel hurt or uncomfortable around each other and other employees. The employees involved will most likely still have to work together. Those who worked alongside them will also have opinions about what happened. Everyone will be watching the measures taken to create a healthier workplace. It may be necessary to rebuild the work relationships within the team or the group and/or to re-establish how the team or group will work together, so that issues and concerns can be addressed and a neew set of ground rules for the group can be established. There are a few key areas to consider: Communication Lines of communication must be re-established. While the privacy of parties involved in the harassment complaint must be respected, it is not possible to simply act as if nothing ever happened. Develop a model of open and respectful communication. Support: Employees may need continued support, especially if a change in attitude or behavior is expected. This may take the form of training, use of the Employee Assistance Program, or simply monitoring the work environment to ensure that the situation does not recur.
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19 Conflict Resolution: you must promptly resolve any future conflict situations. In a workplace that has been affected by a harassment complaint, conflicts can quickly escalate out of control. Always addressing conflict quickly and effectively is very important to the process of rebuilding a healthy work environment. It may be necessary to utilize previously mentioned early-problem resolution processes to address concerns and to ensure that working relationships are re-established.
WORK PLACE ASSESSMENT

Frequently, harassment complaints indicate problems that may be greater than one particular situation between two individuals. Harassment complaints may be a symptom of larger issues that affect a group, team, department, or an entire organization. There are a variety of reasons why, in some groups or organizations, conflicts escalate, intensify and become increasingly complicated. This can result in an increase in harassment complaints. In order to avoid continued escalation of conflict and to increase the staffs ability to do its job productively and efficiently, the issues and conflicts at play in this workplace must be assessed and analyzed. Through a workplace assessment, the issues (both real and perceived) can be articulated. An assessment and analysis of these issues will clarify patterns and point to possible solutions. A trained third party conducts a workplace assessment. The goal is not to find out whether or not someone is guilty of harassment. The purpose of a workplace assessment is to determine what needs to be done to restore a healthy work environment and to prevent harassment from continuing.
IF YOU ARE ACCUSED OF HARASSMENT

Unfortunately, it is possible that as a supervisor, manager, or employee, you could be accused of harassment. Others may see harassment in activites that may apperar to you to be ways of carrying out your day-to-day responsibilities. If someone informs you that your conduct is offensive, be receptive Find out what, in the offended parties view, is offensive and attempt to resolve the situation with that person Review the tips in this guide under Be a Role Model and decide for yourself whether you are satisfied that your behavior was reasonable, and if not, sincerely apologize to the person. Seek advice from the person designated by your department or organization to provide information on harassment Ensure that your side of the story is taken into consideration. Cooperate. If you and the offended person are unable to resolve the issue on your own, seriously consider assistance from a third party.
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MAKE USE OF YOUR RESOURCES

If you are managing conflict or dealing with harassment you are not alone. Contact your departments or organizations human resources specialist or coordinator responsible for harassment issues to obtain information about guidance Read Hennepin Counties Diversity, Non-Discrimination and Respectful Workplace policy Enroll in a harassment awareness session and in training on prevention and conflict resolution. For more information about workplace bullying/harassment check out these websites: www.psychologicalharassment.com/bullying.htm www.eeoc.gov//laws/practices/harassment www.tbs-sct.gc.ca/gui/hars
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