Workplace Bullying Prevention: Beyond ‘Bad Apples’
About 30% of employees in the US experience workplace bullying. This issue affects both individual well-being and organizational health. The standard narrative often points to ‘bad apples’ as the primary culprits, resulting in individual – level proposed “cures.” However, the root of the problem is often toxic organizational cultures.
A recent Labor and Employment Law Conference panel discussion in which I participated illustrated the challenges of the narrow, person-focused perspective on the role of law in preventing bullying.
The Misconception of Individual-Level Problems
The traditional view of workplace bullying frames it as a problem rooted in personal conflicts or specific ‘difficult’ individuals. This oversimplification overlooks the broader context in which such behaviors occur. Bullying in the workplace is seldom an isolated incident or a mere personality clash. It’s frequently a symptom of a more profound issue – an organizational culture that implicitly condones or even rewards such behavior.
The Role of Organizational Environment
A toxic work environment is the breeding ground for bullying. It’s in settings where aggressive behavior is overlooked, or worse, rewarded, that bullying thrives. In such climates, individuals who engage in bullying often feel empowered to do so, knowing that their actions are unlikely to have consequences. This not only perpetuates the cycle of bullying but also creates a work environment where fear and intimidation overshadow collaboration and respect.
Moving Beyond Punitive Measures
Currently, the US legislation offers few solutions to bullying. While Puerto Rico introduced strong anti-bullying legislation in 2020, most states rely on anti-discrimination legislation to curb bullying. However, this reliance fails to cover the most typical forms of bullying – men-on-men and women-on-women. It also fails to address the systemic nature of bullying, which means that even if people in “protected categories” are covered by anti-discrimination legislation, they still experience harm from working in toxic organizations and observing bullying behavior. The systemic nature of bullying means that the most effective way to prevent it is to compel employers to implement bullying prevention mechanisms and create healthier work environments.
Systemic bullying prevention requires a multi-faceted approach. It requires clear policies and procedures for handling such issues, regular training for employees and managers on recognizing and addressing bullying behavior, and creating channels for safe and confidential reporting.
Most importantly, it involves a deeper introspection into the organizational values and norms. Are competitive behaviors being rewarded to the extent that they undermine collegiality? Do performance reviews and promotions inadvertently favor aggressive behaviors over cooperative ones?
The goal is to cultivate an environment where every employee feels valued, respected, and safe. This means not only preventing bullying but also actively promoting positive behaviors. Recognition of collaborative efforts, support for employee well-being, and opportunities for professional growth in a supportive environment are all essential components. By creating a culture of respect and empathy, we can build safer, healthier, and more productive workplaces.
