“The Silent Epidemic”: Workplace Bullying

Described as “the silent epidemic” (McAvoy & Murtagh, 2003), workplace bullying in the UK accounts for 18 million working days lost each year (Rayner et al., 2002).

FINDINGS:

• 1 in 10 were bullied

• Negative impact on:

  • Engagement

  • Performance

  • Resilience

5000 employees surveyed from diverse organisations and industries reported that 1 in 10 were bullied during the last six months prior to taking the survey (Hoel & Cooper 2000; Rayner et al., 2002).

Emotional and Psychological Consequences

Effects on workers’ health and emotional well-being include low self-worth, chronic fatigue, depression and anxiety (Douglas, 2001), and these symptoms are associated with lower engagement, performance, and obsessive-compulsive behaviours such as endlessly questioning and verifying of one’s work. Cases of work-related suicide have also been reported (Routley VH et al, 2012).

Sexual Harassment Cases

By bringing the problem of bullying and harassment in the entertainment industry out into the light, there is an opportunity to begin to change this demoralising culture. Bullying is another form of exclusion. A familiar phenomenon, prevalent across many industries and communities: from the micro level of a family, among children at school, to the macro level of the workplace, communities, countries or in governments.

This is one of the manifestations of living in a diverse society. Even when communities profess to be inclusive and open-minded there is evidence of exclusion and a culture of discrimination that protects and consolidates the power at the top of the hierarchy or the inner circle. It is an enormous problem much broader than we imagine and one that creates division, anger, hostility and even terror.

All vulnerable groups including children, the elderly, mentally ill, prisoners or ethnic groups are at risk, not only women. Maybe the answer is body cameras or AI?

Build Resilience

Whether on a micro or macro level, the principles from which unity can be cultivated in a diverse environment are similar. Unity can only exist around one group identity which is our common humanity. This does not mean we agree on everything it just means that we are prepared to challenge our behaviours and stand behind decisions for the common good. “The Silent Epidemic” can only be overpowered by inclusion and humanity, which builds resilience and a strong spirit.

Labelling Breeds Exclusion

In a multicultural society, where the order of the day is diversity, one of the fundamental elements that prevents a spirit of unity is labelling groups of people. The reasoning behind labelling is to ensure people are treated fairly. On a micro level, no one cares to be labelled, neither do they want their children to be. Putting people in confined categories with the intent to protect the vulnerable only serve to control and exclude them. Behind the labels meant to promote inclusion are attached unconscious rules that exclude and alienate. Moreover, labels also demoralise and cause tension. This creates a cycle of fight and flight where people are even more vulnerable to being bullied and put down.

Examine Your Behaviours and Motives

Everything is an illusion depending on where you stand. Being on the outside looking in, feeling invisible and excluded is sometimes how it feels when you are being treated unfairly. When someone is ignored or treated with scorn, rebuked or the distant butt of jokes, this is another sort of exclusion. When you don’t have a voice, you feel worthless and panicked.

Each of us can make a difference. Indifference is no longer an option. Acknowledge people’s existence, and challenge unfair treatment because to remain silent is to agree and tacitly approve the behaviour. It starts with treating people the way you want to be treated, and how you would want your parent or child to be treated; not with contempt but with understanding and dignity. No one wants to feel that they are being tolerated either. They want to know that they belong and have a place at the table.

It starts by asking ourselves the question, “How do I treat people who do not have a voice whose paths I cross each day?”. If the honest answer is not, “I treat everyone with dignity and respect”, then change your attitude.

Broadening our perspective by going up one level, as it were, where we accept our common humanity, makes us aware of what is at stake. Only when we internalise this view can we have a truly fair and inclusive society. This means adopting the same outlook as when we experience a crisis and everyone must work together to survive. What matters is not whether you are male, female, black yellow, green or white; only what you can do and letting you get on with it.

Dynamic Multidimensional and Multipronged Solution

In business and even in social situations exclusion or bullying have become very subversive and subtle so that it is difficult to pinpoint. However, the effects are just as destructive and pervasive; often reinforcing a perpetual cycle of negative behaviour patterns from one generation to the next. To achieve harmony within a diverse society requires a multidimensional and multipronged solution. The strategy must start at the core to determine the underlying problem and achieve any long-term sustainable outcomes.

When addressing the diversity gaps at Oxford and Cambridge, the problem is not simply one of discriminating against black applicants. It stems from having too few black student applicants to Oxbridge because most believe they are unlikely to be accepted. Minority students need to be encouraged to apply to Oxbridge early on by teachers in the secondary education system in England and Wales.

Self-Awareness Is Key

When people’s minds are closed so are their hearts. Nothing will break their intransigence. Appealing to people’s higher nature may not be enough as behaviours happen under the scope of consciousness. Self-awareness of leaders is thus essential because their automatic biased behaviours may even be in direct conflict with their own intentions. Simulating the real event with a holistic view by taking each section of the exchange apart empowers and builds resilience in your workforce, and, also exposes unconscious biases.

Preparing for every possible situation is impossible. Nevertheless, working through different scenarios and experiencing the different parts of the journey will enable you to embed new learnings, make better choices, but also, adapt behaviours. Discuss and address the bad things that could happen to be prepared if they occur. Adopting an attitude of, “that could never happen”, is too risky.

Empathy not Sympathy

General Sir Nicholas Ralph “Nick” Parker KCB, CBE, a former British Army officer who served as Commander Land Forces (formerly Commander-in-Chief, Land Forces) until December 2012, pointed out that to attract more people to the armed forces empathy, not sympathy is what our soldiers need. Empathy is what creates solidarity and standing side by side. While sympathy makes you weak, empathy makes you strong. Sympathy even with good intentions is misguided or misplaced because it keeps people small and empathy elevates and empowers.

Conclusion

Bringing in diverse people is fundamental for generating new ideas, new ways of thinking, diverse perspectives, and to achieve long-term goals aligned with customer expectations. In startup organisations, everyone is involved in bringing new members on board because it is so important to keep the balance right. Integrating new staff and keeping the right balance is also crucial when the business expands.

Successful implementation is possible only when leaders and members of staff support, and understand what the change will mean for them. To adopt new practices, structures or thinking processes people must feel that their opinion matters, and that they are valued and acknowledged. Transparency and trust are critical. Moreover, a Towers Watson study points out that “a key factor is a work environment that more fully energises employees”.

This is a first step toward changing ingrained behaviours and attitudes. The challenge, still, is to maintain this level of energy and commitment to curtail this “Silent Epidemic” and keep the process going in good times and bad. Once this issue is no longer making headlines it can too easily be forgotten and things go back to “how we do things around here”, where

nothing ever changes and the epidemic silently rages.

Culture will not change overnight. Making it ok to discuss or challenge counterproductive behaviour and keeping it front of mind to avoid falling into complacency can only be achieved by embedding the right behaviours and attitudes in the culture framework, and integrating in leadership development and induction programmes.

About the Author:

Florence Mackay, MSc, Business Psychologist and MD of AWP Performance Solutions. AWP supports companies to build resilient and engaged workforces. With our IDEAWIZ design thinking tool, we prepare leaders and their teams to develop problem-solving and critical thinking skills to boost innovation and thrive in disruptive environments.

Please contact Florence to organise motivational talks or skill building workshops to develop more resilient workforces, fmackay@awp.uk.com – 01985 850665 / 07974267227

Follow Florence on LinkedIn: https://www.linkedin.com/in/florence-mackay-industrial-and-organisational-psychologist-96806a1/