<p>If you thought bullying was limited to playgrounds and classrooms of school-going children, think again. Though the taunts and teasing may be less overt, bullying can also dog adults in workplaces.</p>.<p>In an article in Harvard Business Review, Ludmila Praslova, Ron Carucci, and Caroline Stokes report that a staggering 46 to 55% of the workforce in India experience bullying at work. In contrast, around 30% of the workforce in the United States and 17% in Germany report being bullied at work. The authors argue that companies need to both recognise and curb bullying.</p>.<p><strong>Types of bullying</strong></p>.<p>As bullying may manifest in various guises, the authors detail some of its forms. Overt bullying includes shouting, throwing objects, hitting, humiliating and usurping a colleague’s office space or resources. Subtler forms entail spreading malicious rumours, lying to jeopardize someone, not sharing essential information and deliberately not responding to messages and requests.</p>.<p>Though top-down bullying of a boss harassing subordinates is the most prevalent, bullying can occur across all levels. Colleagues, coworkers and peers can also be tormenters, and in a few cases, juniors can harry their bosses. Praslova and her co-authors point out that bullies tend to be “mediocre performers” who appear stellar as they often “take credit for the work of others.” In an article on the website VerywellMind, Sherri Gordon notes that even remote workers aren’t necessarily shielded from bullying. </p>.<p><strong>What companies can do</strong></p>.<p>Bullies are toxic to an organisation’s culture as they put their own interests over and above the needs of their team or the company. Because bullying exacts costs at multiple levels, including physical, psychological, and financial, to both individuals and companies, it is imperative that we do everything in our power to stem it. Praslova and colleagues aver that a preventive approach is preferable to a reactive one.</p>.<p>Further, we need to ensure that we don’t simply address overt forms of bullying but the stealthier, covert ones. Employees may undergo training on how to communicate negative feedback without hostility. Telling a subordinate that their report is “garbage” and you want to shred it will qualify as bullying. Instead, you may convey in a civil tone that the report is “disappointing” and that you cannot share it with clients unless they make changes that you specify clearly. </p>.<p>Additionally, to mitigate the covert forms of bullying, a company must foster a transparency culture where employees are rewarded for their work fairly based on “accurately measured performance outcomes,” write Praslova and her co-authors. They also advocate for having an independent committee to address grievances impartially. There is a need for a 360-degree evaluation to find underlying patterns behind workplace bullying. If many employees are evasive or hesitant to give feedback regarding a particular employee, it might warrant a deeper look. </p>.<p>Gordon adds that employers must have proactive policies to prevent and confront bullying when it occurs. Having explicit “rules and procedures” that strictly forbid bullying and providing support and assistance when it does occur can go a long way in helping employees feel safe.</p>.<p><strong>What If you are getting bullied</strong></p>.<p>If you are at the receiving end, how can you stop the bullying before it worsens? In The Muse, Stav Ziv offers tips for what individuals can do. Speak up early and call out the bully by name without being offensive. For example, you may say, “Deepak, I hear you, but when you interrupt, it disturbs the flow of conversation.” Or, “Sona, I know you’re enthusiastic about this project, but we need to hear from all team members before making a decision.” </p>.<p>If you notice a repeating pattern of bullying, document the details. For example, note down the date and time if a co-worker used your cubicle when you needed it. If a colleague made disparaging remarks during a meeting, record what was said and who else was present. At a later point, if you need to report the bullying, you will have the necessary evidence to back up your assertions.</p>.<p>If the bullying escalates despite your attempts to stem it, report it to a higher-up or Human Resources if your boss is doing it. You may also ensure that you are attending to your mental health needs by confiding in a friend or even seeing a therapist if required. And look for an alternative job if the bullying persists, no matter what.</p>.<p><em>(The author is a psychologist)</em></p>
<p>If you thought bullying was limited to playgrounds and classrooms of school-going children, think again. Though the taunts and teasing may be less overt, bullying can also dog adults in workplaces.</p>.<p>In an article in Harvard Business Review, Ludmila Praslova, Ron Carucci, and Caroline Stokes report that a staggering 46 to 55% of the workforce in India experience bullying at work. In contrast, around 30% of the workforce in the United States and 17% in Germany report being bullied at work. The authors argue that companies need to both recognise and curb bullying.</p>.<p><strong>Types of bullying</strong></p>.<p>As bullying may manifest in various guises, the authors detail some of its forms. Overt bullying includes shouting, throwing objects, hitting, humiliating and usurping a colleague’s office space or resources. Subtler forms entail spreading malicious rumours, lying to jeopardize someone, not sharing essential information and deliberately not responding to messages and requests.</p>.<p>Though top-down bullying of a boss harassing subordinates is the most prevalent, bullying can occur across all levels. Colleagues, coworkers and peers can also be tormenters, and in a few cases, juniors can harry their bosses. Praslova and her co-authors point out that bullies tend to be “mediocre performers” who appear stellar as they often “take credit for the work of others.” In an article on the website VerywellMind, Sherri Gordon notes that even remote workers aren’t necessarily shielded from bullying. </p>.<p><strong>What companies can do</strong></p>.<p>Bullies are toxic to an organisation’s culture as they put their own interests over and above the needs of their team or the company. Because bullying exacts costs at multiple levels, including physical, psychological, and financial, to both individuals and companies, it is imperative that we do everything in our power to stem it. Praslova and colleagues aver that a preventive approach is preferable to a reactive one.</p>.<p>Further, we need to ensure that we don’t simply address overt forms of bullying but the stealthier, covert ones. Employees may undergo training on how to communicate negative feedback without hostility. Telling a subordinate that their report is “garbage” and you want to shred it will qualify as bullying. Instead, you may convey in a civil tone that the report is “disappointing” and that you cannot share it with clients unless they make changes that you specify clearly. </p>.<p>Additionally, to mitigate the covert forms of bullying, a company must foster a transparency culture where employees are rewarded for their work fairly based on “accurately measured performance outcomes,” write Praslova and her co-authors. They also advocate for having an independent committee to address grievances impartially. There is a need for a 360-degree evaluation to find underlying patterns behind workplace bullying. If many employees are evasive or hesitant to give feedback regarding a particular employee, it might warrant a deeper look. </p>.<p>Gordon adds that employers must have proactive policies to prevent and confront bullying when it occurs. Having explicit “rules and procedures” that strictly forbid bullying and providing support and assistance when it does occur can go a long way in helping employees feel safe.</p>.<p><strong>What If you are getting bullied</strong></p>.<p>If you are at the receiving end, how can you stop the bullying before it worsens? In The Muse, Stav Ziv offers tips for what individuals can do. Speak up early and call out the bully by name without being offensive. For example, you may say, “Deepak, I hear you, but when you interrupt, it disturbs the flow of conversation.” Or, “Sona, I know you’re enthusiastic about this project, but we need to hear from all team members before making a decision.” </p>.<p>If you notice a repeating pattern of bullying, document the details. For example, note down the date and time if a co-worker used your cubicle when you needed it. If a colleague made disparaging remarks during a meeting, record what was said and who else was present. At a later point, if you need to report the bullying, you will have the necessary evidence to back up your assertions.</p>.<p>If the bullying escalates despite your attempts to stem it, report it to a higher-up or Human Resources if your boss is doing it. You may also ensure that you are attending to your mental health needs by confiding in a friend or even seeing a therapist if required. And look for an alternative job if the bullying persists, no matter what.</p>.<p><em>(The author is a psychologist)</em></p>