Running head: MOBBING BOOK REVIEW

Book Review: MOBBING: Emotional Abuse in the American Workplace

MOBBING IN THE AMERICAN WORKPLACE Introduction/Summary Davenport, Schwartz, & Elliot (2005) stated: This book came about because all three of us, in different organizations, experienced a workplace phenomenon that had profound effects on our wellbeing. Through humiliation, harassment, and unjustified accusations, we experienced emotional abuse that forced us out of the workplace. (p.14) Noa Davenports expertise are in international development and peacekeeping and teaching and training conflict resolution. Ruth Schwartzs background is a counselor and educator in the management, higher education, and the health care professions. Gail Elliotts background is a motivational speaker, author, and human relations and training consultant. Mobbing was first published in 1999, 2002, and in 2005. It is the first book in the United States to present over twenty years of research on mobbing. Mobbing is known as a household word thorughout Europe and is intended to stimulate public awareness in America. Davenport et al. (2005) found that mobbing is Ganging up by co-workers, subordinates or superiors, to force someone out of the workplace through rumor, innuendo, intimidation, humiliation, discrediting, and isolation. They refer the term mobbing as emotional abuse in the workplace. It is of a malicious, nonsexual, nonracial, and general harassment nature.

MOBBING IN THE AMERICAN WORKPLACE It also represents an emotional injury that impacts a persons mental and physical health, a workplace safety, and health issue. The major themes of the book are: Understand what mobbing is, why it occurs, how it affects a victim, how organizations are impacted, and what people can do; as a victim, a family member, a friend, or a manager. The major concepts of the reading are: Identify what the issue(s) is/are, when it is happening, who is involved, why it is an issue, and how to resolve it. Davenport et al. (2005) identified mobbing as measured stress factors or an extreme form of psychological pressure. It transforms over a period of time and eventually leads down a path that cannot be turned around. They discussed five phases distinguished in the mobbing process: (1) Conflict; (2) Aggressive Acts; (3) Management Involvement; (4) Branding as Difficult or Mentally Ill; and (5) Expulsion. Furthermore, they classified three degrees of mobbing consisting of factors in intensity, duration, and frequency. In addition to those factors, Davenport et al. (2005) stated, the psychology of the mobbed individuals, their upbringing, past experiences, and general circumstances are also considered. The 3 Degrees are: 1st Degree: The individual manages to resist, escapes at an early stage, or is fully rehabilitated in the same workplace or somewhere else.

MOBBING IN THE AMERICAN WORKPLACE 2nd Degree: The individual cannot resist, nor escape immediately, and suffers temporary or prolonged mental and/or physical disability, and has difficulty re-entering the workforce. 3rd Degree: The affected person is unable to re-enter the workforce. The physical and mental injuries are such that rehabilitation seems unlikely, unless a very specialized treatment protocol is being applied. (p.39) Davenport et al. (2005) discussed how mobbing can impact an organizations productivity, morale, human suffering, cost, and teamwork. They suggested an organization should address mobbing with behavior techniques in prevention, detection, and early warning. In a timely action these techniques can divert mobbings course of events. They agreed that an organizations internal and confidential obligation to inform, consult, educate, assist, and mediate will provide a support system in dealing with mobbing. They further stated that an organization should protect its workforce from mobbing by creating awareness, educating and training, and enforcing an anti-mobbing policy. Davenport et al. (2005) discussed the necessity for continued research on treatments, rehabilitation, and legal protection will remain topics for understanding and development in terms of addressing mobbing in organizational behavior.

MOBBING IN THE AMERICAN WORKPLACE Case Studies In a study conducted by Teresa A. Daniel, human resources (HR), practitioners are examined in regards to being targets of bullying or mobbing. The study provides a description of bullying behaviors which fell into three major categories: (1) verbal abuse, (2) offensive conduct, and (3) work interference or sabotage (Daniel, 2012). The most common bullying behaviors experienced by the HR professionals in the study included insults, yelling, screaming, cursing, in-your-face confrontations, and angry tirades (Daniel, 2012). Per the study, the vast majority of the participants (63.8 percent) indicated that the bullying occurred frequently, with more than 60 percent reporting that bullying behaviors were directed toward them on a daily or weekly basis (Daniel, 2012). Participants in the study gave statements in follow-up interviews which described the level of trauma experienced both at work and at home due to bullying behaviors (Daniel, 2012). One participant responded saying: I recently experienced workplace bullying, and it was the most difficult time of my life. home life. It affected my work and my

I never understood how serious depression was Most of the time, I was

until my job got unbearable.

consumed with grief, could not sleep, and my every thought was around my job. It caused me to lose control in my life.

MOBBING IN THE AMERICAN WORKPLACE Everything was spiraling out of control. If it were not for my friends, family, and a whole lot of prayer, I could have taken drastic measures to free myself from the pain (Daniel, 2012). The study found five major themes which suggested reasons for workplace bullying. The first theme is HR must often tell managers no, organizational role is not fully appreciated and/or understood, HR is perceived as lacking business knowledge, lack of professional credentials, education, or organizational fit, and last insecure managers may see competent HR professionals as a threat (Daniel, 2012). Micropolitical behavior, which occurs when bullies harass others in order to protect their perceived self-interest and improve their position within the organization, can often stimulate bullying behaviors (Daniel, 2012). The findings of the study suggest several important implications for HR practitioners. HR practitioners are strongly identified with their work and tend to protect others (Daniel, 2012). Targets of bullying are often individuals who love and identify strongly with their work (Daniel, 2012). HR practitioners should seek opportunities to enhance business knowledge and professional credibility (Daniel, 2012). It would be helpful for the HR professional to gain business knowledge in order to level the playing field with other employees and

MOBBING IN THE AMERICAN WORKPLACE perception that the HR professional does not have any business knowledge. HR practitioners should increase communication to address the inherent tension between HR and other managers (Daniel, 212). Shift from role as internal police to strategic business partner/compliance coach. Frequent tensions also arise between HR practitioners and managers due to HRs role in many organizations as the rule enforcer (Daniel, 2012). If the HR professional becomes a business partner to the organization, the perceived internal police will be less likely. Summary of Pier Review This book is very important. It sheds light on great suffering and proposes ideas to reduce this suffering. Here are some of the reviews highlighting the book: I highly recommend mobbing to managers and employees alike. I have seen employees mobbed by managers and the system, and I have seen managers mobbed by their employees. Until recently, the syndrome did not have a name. Now, with this insightful and extremely helpful book there is a resource for both managers and employees. Every business school should have mugging on the reading list, and every HR department should have it in the library. (James A. Autry, Author, Love and Profit: the Art of Caring Leadership) Until evil is named, it cannot be addressed. This book names mobbing, a common and bloodless form or workplace

MOBBING IN THE AMERICAN WORKPLACE mayhem, and proceeds with brilliance to show its roots and possible cures. (Daniel Maguire, Professor of Ethics, Marquette University) Mobbing should help to raise our consciousness about generic harassment and perhaps lead to worthwhile legislative and policy reforms. At the moment, the U.S. public is focused on physical violence and tends to overlook workplace psychological abuse, so your book will be a much needed corrective. (Richard V. Denenberg, Author of the Violence-Prone Workplace) Mobbing is excellent! I have seen numerous examples of mobbing in the workplace over the years and agree that it is devastating. Group craziness and lots of projections. What a mess. Great topic and great book! You are serving an important need. (Tom Golden, Author of Swallowed by a Snake) Analysis of the Major Concepts Mobbing is aggression against anyone rather than specific discrimination against someone based on age, gender, race, creed, nationality, disability or pregnancy using harassing, abusive and often terrorizing behaviors. It is done intentionally to force the person out of the workplace. The psychological consequences of mobbing should be termed an injury not an illness, thus attributing the cause of the suffering to the persons who intentionally inflicted the harm. Davenport et al. (2005) identify 45 behaviors and group them into five

MOBBING IN THE AMERICAN WORKPLACE different categories, depending on the nature of the behavior. The five categories are (a) impact on self-expression and the way communication happens, (b) attacks on ones social relations, (c) attacks on your reputation, (d) attack on the quality of ones professional and life situation, and (e) direct attack on a persons health. Davenport et al. (2005) state two different types of such malevolent conduct can be identified as active aggression, and passive aggression. They vary according to the subtlety of the aggressor. Since passive aggressive can wrap the malevolent in acts of occasional kindness and politeness, they are a special problem. Davenport et al. (2005) identify five phases in the mobbing process. The phases are (a) conflict, (b) aggressive acts, (c) management involvement, (d) branding as difficult or mentally ill, and (e) expulsion. A conflict in itself is not mobbing. It can develop into mobbing behavior. Aggressive acts can set the mobbing dynamics into motion. Management involvement plays a part in the negative cycle by misjudging the situation. This phase may begin isolation and lead to expulsion. When victims are branded as difficult or mentally ill this reinforces the negative cycle. This leads to forced resignation or expulsion. The emotional distress and ensuing psychosomatic illnesses continue and often intensify in the expulsion phase.

MOBBING IN THE AMERICAN WORKPLACE Mobbing is too complex to blame it on one cause. Davenport et al. (2005) suggest mobbing comes about through the

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interaction of five elements that all play their part, relate to each other, and reinforce each other. These elements constitute a system. Davenport et al. (2005) identify the elements as (a) the psychology and the circumstances of the mobbers, (b) the organizational culture and structure, (c) the psychology, personality, and circumstances of the mobbers, (d) a triggered event, a conflict, and (e) factors outside the organization, i.e., values and norms in the U.S. culture. Conclusion The Dalai Lama states, The purpose of our existence is to help other human beings. If we cannot do that, the least we can do is not to hurt them (as cited in Davenport et al., 2005). Organizations now must create a nourishing environment within the workplace that encourages creativity, cooperation, teamwork, trust, problem solving, open and honest communications, and conflict management (Davenport et al., 2005). If organizations are not aware that mobbing is taking place, then a nourishing environment is not possible and are not able to thrive. It is important for managers to empower, affirm, and appreciate their employees, as well as provide personal development opportunities (Davenport et al., 2005). A manager

MOBBING IN THE AMERICAN WORKPLACE that empowers their employees, creates an emotionally healthy

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and psychologically safe workplace. If mobbing is present in the workplace, the impact on employees can be destructive causing great pain, distress, illness, misery, and social costs (Davenport et al., 2005). Organizations need to build awareness amongst managers and employees on what mobbing is, early warning signs, and the people that get caught up in the dynamics of mobbing to ensure they understand what is happening and will not be willing to accept demeaning behaviors as a normal part of any job (Davenport et al., 2005). Organizations also need to consider mobbing as severe misconduct to deter individuals from participating in the behavior. Davenport et al. (2005) feel that this book raises awareness of the mobbing syndrome as a serious workplace issue dealing with emotional mistreatment of employees, most often leading to voluntary or involuntary resignation or dismissal (p. 27).

MOBBING IN THE AMERICAN WORKPLACE References

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Daniel, T. A., (2012). Caught in the cross fire whe HR proactitioners become targets of bullying. Employment Relations Today (Wiley), 39(1), 9-16. Davenport, N., Schwartz, R. D., & Elliot, G. P. (2005). MOBBING emotional abuse in the American workplace. Ames, IA: Civil Society.