Anti-bullying petitions

If you're a US citizen please sign the Anti-bullying Healthy Workplace Bill petition .

If you're a UK citizen please sign the 08Bullying petition.

Inevitable similarities...

Should the portrayal of certain workplace practices bear similarities with the practices of some educational institutions, then these similarities are neither intentional nor accidental, but inevitable.

The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't

In a landmark article published in the esteemed Harvard Business Review, Stanford University professor Robert I. Sutton addressed a taboo topic that affects every workplace: employees who are insensitive to their colleagues... corporate bullies... bosses who just don’t get it- the kind of people who make you exclaim in exasperation, “What an asshole!”

Now in a definitive book that addresses this growing problem, Sutton shows you how you can work with unsavoury people- without becoming one of them yourself...

My two cents worth:

Please excuse my language but I’m kinda enjoying writing this review.

Let’s start with the correct definition of Asshole in this context: It’s not fair to call every person that pisses you off in the office an Asshole. A person who deserves such a grand title has to have a habit of aiming his/her venom at people who are less powerful and leaving the victim feeling oppressed, humiliated, de-energized and belittled, basically making them feel worst about him or herself. I bet you have someone in mind already right? (I do and I’ll definitely tell you about my experience later)

In The No Asshole Rule, Sutton provides recommendations on how the rule can be implemented successfully into an organization that is serious about changing its culture for the better. Allow me to state this clearly again, this book is suitable for organizations or top influential decision makers that are serious about changing its culture but if you are happy with the ‘pro Asshole’ rule in your organization then don’t bother but the book may give you some useful insights on the pro’s and con’s of keeping to this rule.

Included in the book are case studies and research on the effects of allowing Assholes to run wild in an organization. It de-motivates employees, diminishes productivity, causes low self-esteem, increases turnover and lo and behold: IT WILL AFFECT YOUR COST and in some cases PROFITS. (You don’t really need a book to tell you that do you? The increase in turnover alone is a waste of resources because you would constantly need to interview new people to come on board)

Victims of Assholism (he he... there is no such word of course just bear with me here) will also find this book useful as it provides tips on how to survive these nasty people. If you have worked in an organization, chances are you’ll be lucky enough to come across an Asshole at least once in your lifetime so the tips are quite handy. It also provides a self test to see if you yourself are a certified Asshole. (Phew! My results say that I’m not an Asshole but I do admit that I can be a ‘temporary Asshole’ at times... I’m only human)

I found this book’s content based on common sense but what makes the book insightful is the case studies and research presented on how a ‘pro Asshole’ rule can effect an organization and its employees. The No Asshole Rule is not one of those business books that can put you to sleep within minutes. It’s definitely a good read and I definitely had a trill saying the word Asshole so many times in a day. (I don’t swear a lot so I take this opportunity with open arms)

For more information visit Bob Sutton’s blog on other useful organizational tips.

My story:

I’m writing to share my experience of what working with an Asshole can do to your overall well being. I once had a boss that was so vile that I nick named my tormentor '666'. I was hired by the company because of my strategic abilities and my career achievements in the past. But when I came on board I became a runner; ‘fax this’, ‘pick this up’,’ do that’, ‘send this’ type of work scope.

Additionally, my comments were constantly ignored during meetings, when in rare occasion my opinion was sought I would be shot down for giving such a stupid idea (only for the idea to be presented again at an opportune moment for 666 to take credit). 666 constantly berated me and as if it was not enough to torture me from 9-5 Mondays to Friday’s, 666 would call me up over the weekends just to taunt me on matters that were not even under my portfolio and always made sure to point out that I was the most incompetent and dumbest person in the world before hanging up. In other words 666 was CRAZY!

I’m described by my closest friends to be a person who has a strong will, seldom do I bother to take notice of comments from idiots. But even the strongest person can fall prey to breakdown if the psychological abuse is provided in little doses consistently. Most of my other colleagues suffer the same torment but they all mentioned that I was her favourite subject of abuse.

There was little that we could do to overcome this challenge because despite being mean spirited, 666 was considered a treasure to the company. I hate to admit this but 666 produced results, was efficient and very hard working. The only flaw was that 666’s leadership qualities were based on fear. Because of 666’s leadership style, people feared making mistakes and even the nicest people were quick to point fingers to save their own skin...myself included; thus resulting in the lack of trust amongst peers.

The stresses of working with such a person can cause sleepless nights, I had nightmares related to work, I was constantly afraid of being humiliated, constantly questioning my abilities and worst I began to project the same attitude as 666. I was so stressed out that my relationship with my boyfriend and my parents were rocky. I was always snapping at them, imagine that, snapping at people I love the most. This was when I was also diagnosed with severe acid reflux and was rushed to the hospital at 5 am in the morning.

I could tell you countless stories of 666’s evil ways but what I’d rather do is concentrate on ways to keep your sanity intact while working with such a person. My suggestion for those who are suffering the same predicament; LEAVE- life is too short and you do not deserve the abuse no matter how incompetent you are. We all have our strengths that can be useful contribution to an organization and there are always ways to improve your weaknesses.

By the first month of employment, I made my decision to leave the company but couldn’t do so immediately as I wanted to be very careful with my next employment selection. If you’d like my recommendation on how to survive the torment, here’s what I did:

1. Avoid contact with the Asshole as much as possible. Use the email or phone rather than face to face contact.
2. Remind yourself everyday on your positive attributes. This kept my confidence intact whenever I question if 666’s baseless accusations were true. It helps if you remind yourself of the things you’ve achieved in life.
3. Make jokes of the horrors you have experience so that you don’t take the verbal abuse personally. For example, every time 666 said something nasty, I’d joke and tell myself that 666 was only doing this because I’m smarter or prettier or whatever that would tickle my funny bone.
   
4. Try not to get emotional- Always act professionally when a nasty comment is given. Don’t show them that their comments are getting to you. Just ignore them and trust me your indifference will annoy them more. All they want from the torment is to have a sense of power and they will only be satisfied if you show them your weaknesses.
5. If you need to talk it over, confide in a friend. Trust me, you’ll feel better once you’ve let it all out and you’ll realize that you’ve just wasted energy on a useless cause.
6. If your achievement at work is non-existent, find other ways to have a sense of accomplishment like re-decorating your house or take part in a book challenge. Even a simple thing like re-organizing your bank statements will give you a sense of achievement.
   
7. Keep yourself busy and don’t mull over the comments too much, take it with a pinch of salt but be realistic. If you’ve made a mistake, take the point constructively, learn from it then move on. One of my colleagues started going to the gym and he mentioned that running on the treadmill helped him shed all the pent up aggression he kept inside.
   
8. Don’t look at the experience negatively; you actually learn a lot from Assholes as they can be a benchmark of who you DO NOT want to be in life.
9. Finally, if you’ve done all the above and many more and still feel abused then my only advise is LEAVE. Seriously life is too short to spend it with people who generate negative energy.
   

From: http://ulatbukuinthecity.blogspot.com

Bullying: golden rules for employers

1. Policy

Implement a written anti-bullying and harassment policy. The policy should clearly set out what constitutes bullying and other forms of unacceptable behaviour and explain that disciplinary action will be taken against anyone found to have behaved in breach of the standards set out in the policy.

The policy should also contain guidance on what employees should do if they feel that they are being bullied. This will include formal means of resolution such as through the company grievance procedure. Also include other sources of support such as an internal helpline number, or external sources of advice such any of the bullying helplines that are available by telephone and online.

2. Training

Provide training to managers, or even to all levels of staff, about what constitutes bullying and how to deal with it. Managers in particular should be given the training and awareness to allow them to identify potential issues before they escalate into anything more serious, and tackle them in a way that is sensitive rather than inflammatory.

3. Culture

Promote a culture of dignity and respect within your organisation, where everyone is clear that bullying will not be tolerated and know what the company's approach is to complaints. One of the greatest barriers in dealing with bullying effectively is removing the culture where 'victims' are afraid to come forward, or managers are reluctant to interfere.

4. Monitoring

Use some form of monitoring tool to assess current opinions on the issue of bullying within your organisation, and allow information to be gathered on a confidential basis, e.g. staff surveys or some form of discussion forum (in person or on the company intranet).

From: http://www.out-law.com

Teachers want principal out for alleged harassment

At least 20 teachers from Pitalo Elementary School in barangay Pitalo, San Fernando town, have asked the Department of Education to transfer their school principal for allegedly harassing them.

In a letter-complaint signed by the teachers addressed to Cebu Schools Division Superintendent Serena Uy, a copy of which was furnished to The FREEMAN, the teachers asked for the transfer of Doris Singson.

Aside from Uy, the teachers also asked San Fernando Mayor Lakambini Retuya to lobby to the DepEd provincial officials for the immediate transfer of Singson.

The teachers said that they are subjected to bullying and psychological harassment by Singson due to her alleged persistent aggressive and difficult to deal with behavior, humiliating them in front of their fellow teachers.

They also accused the principal of harassing the previous teachers who are assigned in the said school.

“She used profanity, threatening us of lawsuit and dismissal, constantly changing work guidelines, assigning unreasonable duties of workload which are unfavorable to a teacher, belittling her teacher’s opinions, tampering with a teacher’s personal belongings or work equipment, boorish comments, actions and gestures, retaliatory techniques, playing favoritism,” the teachers said in their letter.

Further, they said that the bullying repeated pattern of offensive behavior and psychological harassment by Singson “lowers their self-esteem and causes their torment, annoyance, behavior, feelings of frustration and helpless, increased sense of vulnerability, loss of confidence, inability to sleep, family tension and stress, inability to concentrate and low morale and productivity”.

They cited the case of their two co-teachers named Lissa Papas and Debbie Delgado who were diagnosed by their doctors to have suffered from severe anxiety due to work-related stress and were advised to rest.

Medical certificates issued by their respected doctors to both Papas and Delgado are also attached the letter-petition of the teachers.

“Since we all are suffering from the same workplace bullying and psychological harassment, we are worried that what happened to Papas and Delgado would also happen to all of us should the bully in our workplace remains. In that case we are contemplating of taking a mass leave of absence,” they further said in their complaint.

Retuya said that the teachers came to her office seeking assistance for the transfer of Singson.

The mayor said the teachers shared to her their individual traumatic experiences and symptoms of distress that are detrimental to the well-being of the teachers are evident.

In the interest of healthy and wholesome environment, Retuya recommends the immediate transfer of Singson to other school “to give both parties a breathing spell and to cool down boiling emotions.”

From: http://beta.philstar.com

Evil at work: bad bosses

They holler, throw things, scheme, connive, lie, cheat and generally make life miserable for untold millions of workers. They’re bad bosses. And by some estimates, half of all managers fall into that category. But what exactly is it that makes this scourge of the workplace so harmful? As it turns out, it’s in their nature.

For five years, Marilyn Haight, a business consultant in Arizona, studied scores of companies to see what makes lousy bosses tick. She found that truly bad bosses are not just incompetent—they purposefully set out to harm employees. With that in mind, she classified the men and women she studied into bad-boss “types” so employees would know what to look for, and realize who they’re dealing with. Using some of the classifications from Haight’s book, Who’s Afraid of the Big, Bad Boss?, we took a look at what makes both fictional and real-life managers so awful.

The Bully. When most people think of bad bosses, this is what comes to mind, says Haight. They’re loud, insulting, and frequently threatening. There’s no shortage of candidates who qualify as bullies, but one stands out: Albert “Chainsaw Al” Dunlap became famous for axing tens of thousands of jobs as a corporate downsizer in the 1990s. He ruled by instilling fear in underlings, until he himself got the axe from appliance maker Sunbeam. When asked once if successful managers could be friendly, he reportedly replied, “You want a friend? Buy a dog.”

The Pilferer. Pilferer bosses, as the name implies, funnel company assets into their own pockets, and convince employees to turn a blind eye to their schemes. Dennis Kozlowski, the former CEO of Tyco, is a typical example. At one time, he was best-known for his $6,000 shower curtains and a life-sized ice statue of Michelangelo’s David that dispensed vodka at one of his parties. Now he’s serving an eight-year sentence for stealing millions from his own company. He reportedly got away with it for so long because he spread the bounty around to others in the executive suite through million-dollar “relocation perks” and “special bonuses.”

The Suppressor. Haight says this is the most common type of bad boss. “They constantly put down the achievements of other people and don’t want others to look better than them,” she says. These bosses are often ruthless, like Miranda Priestly, the magazine editor who terrorized her employees in the 2006 film The Devil Wears Prada (the character was ostensibly based on real-life Vogue editor Anna Wintour). Suppressor bosses demand reverence and subservience, says Haight, and working for one often makes you feel invisible.

The Pretender. Michael Scott, the boss played by Steve Carell on the popular TV show The Office, is clearly in over his head. In a recent episode, for example, he held a meeting with his employees to introduce a new office diet plan. He came in the room dressed in a “sumo suit” and proceeded to put up pictures of Jabba the Hutt in an effort to demonstrate the perils of overeating. But to be a truly bad boss, a pretender must also be evil. On that front, there’s no finer example than the Pointy Haired Boss from the Dilbert comic strip. Completely clueless, yet up to speed on the latest useless corporate buzzwords, he’s every employee’s worst nightmare. As Dilbert creator Scott Adams describes him, “He wasn’t born mean and unscrupulous, he worked hard at it.” It’s always a mystery how such bosses climb to their exalted posts, but Haight has a theory. “The more tenure you get, the less you keep your skills up, the less employable you are elsewhere, the more likely you are to be lord to the dark side,” she says.

The Cult Maker. Haight says this is the most insidious type of bad boss. These bosses want to be worshipped and surround themselves with fawning yes-men. Worse still, they gossip and gang up on dissenting employees to make their lives hellish. Think of the cult of personality that surrounded former Enron CEO Jeffrey Skilling. After Sherron Watkins, Enron’s vice-president of corporate development, wrote a scathing internal memo warning the company could implode, she was reportedly made to feel like an outcast.

Some say you can fight bad bosses by taking lots of notes and by keeping a record of everything your supervisor does. But that will likely only delay an inevitable choice: put up with your evil boss, or get out. Whatever you end up doing, it can be a deeply frustrating and lonely experience. “It’s often hard to get anyone, even your friends and family, to believe what you’re telling them about your boss because they can’t understand how someone could become a boss and do things that are bad for the organization,” says Haight. “For these people it can feel like they’re on a little island all by themselves.” But if it’s any consolation, Haight says there’s a surprising number of terrible bosses out there—so you’re definitely not alone.

From: http://blog.macleans.ca/2008/10/02/evil-at-work-bad-bosses/2/

The story begins...

...The story begins with a tenured Dr. PITA who had worked quietly for decades in a fractured department. A private sort of man, he kept to himself. He taught his classes, told jokes to passing colleagues, ran experiments in his lab, and went home to his family. He would later be described as "a dynamic teacher who appeals, particularly, to bright students who have a thirst for learning."

Dr. PITA was foreign-born and of recognizible ethnic origin. For this reason, professional jealousy, or who knows what, there was no love lost between Dr. PITA and his department chair. Mainly they stayed out of each other's way.

Then came the incident... A third accuser materialized, claiming Dr. PITA had trivialized her work and been unprofessional.

The chair, dean, vice-president and president all agreed that Dr. PITA had to be dismissed. He was suspended with pay pending an arbitrator's hearing of appeal. His research money was returned to the funder/ His lab was dismantled. Stories appeared in the press of an unidentified professor dismissed on a morals charge, but without details.

On account of the customary delays in scheduling, the arbitration did not commence until 16 months after Dr. PITA was suspended...

From: 'Eliminating Professors. A Guide to the Dismissal Process', by Kenneth Westhues

Mob, v t, to kill by pack

May I clarify that this is no attempt at scholarly lucubration but rather a personal story of why an Argentinian emigrated to the United States by way of Venezuela; chose an academic career hoping to realize his main values through it; emigrated later to Canada (there is hardly any place farther north to go); found university life – especially in recent years – rather different from what he expected; experienced bias in his profession (mostly from being in a minority of one, as sometimes we all are); was mobbed when he interrupted his quiet research as a highly successful, tenured full professor with an international reputation in his field when he saw it as his moral duty to speak up against a major administrative blunder that hurt thousands of students; had to persist for five months with emails until the university president finally acknowledged, through clenched teeth, that a problem had existed at all; had to endure repeated tricks, attempts at humiliation, and false accusations, including secret lies in court; spent an eye-opening night in jail; saw the phoney story about his “mental instability” and his “tendency to violence” planted by the Administration on the front page of Vancouver newspapers destroy his public reputation; experienced a mixture of redress and personal compassion when the university president had to resign his position because of mental illness (most of his blunders resulted from an obsession with sexual harassment, whether real or in his mind, a crime for which he proudly announced a policy of zero tolerance, always seeing the females as victims in these juicy sex stories, even in cases where the women made false claims and the men were clearly innocent); enjoyed the satisfaction of seeing his biography included in the University of Toronto’s Canadian Who’s Who beginning in 1998 (one year after being forced to retire four years early from his university); had to spend five very stressful years and a fortune in lawyers in vain attempts to wipe out the mud and worse thrown at him by the vice-president who then sued him for defamation; developed a limp when given an overdose of medication for his court-related stress; survived quite well through spiritual resources and by immediately going into the second career that should have been his from the start; yet had to endure the ultimate humiliation of being held in contempt of court because a reporter wrote a story with recent events – which he didn’t learn from the defendant and were supposed to be kept under wraps. (Sorry, that was indeed a long sentence. Former professors of linguistics occasionally write like that.)

...The undoubtedly bright university administrators who mobbed me were not lacking in foresight; they obtained a court injunction forbidding me from making any comments about “anything mentioned in the mediation,” an illegal phrase as wide as a Mack truck which I objected to, for in the mediation a great many things, old and new, and without relevance to this particular case, had been mentioned. Any lawyer worth his or her salt would have objected strenuously to this encompassing phrase, but mine accepted it.

... Academic life can be very stressful, especially for those who think differently from the crowd. Long before my mobbing, I remember that for some time, almost every morning, as I approached my campus building from the parking lot, I suffered from nausea. (The section of the department where I did most of my teaching was controlled by four people with political and religious views very different from those of three others, including myself. The interference with the minority’s careers was such that one gave up his promising academic career to run a motel, another died young of a stroke, and I was the only one to survive till retirement age – well, almost). Life has never been fair, but if academic life were even a little fairer, only incompetent deadwood – which I never was – should have to get sick when coming to work.

...At about the same time, the Administration succeeded in having their disingenuous side of the story published on the front page of the two largest newspapers in our province, complete with the smiling face of the “miscreant,” which the adjoining text defamed as emotionally unstable and dangerous.

Evidently the worst “sin” a professor can commit on a campus is to become a dissident against his university administration, even though that has long come under the rubric of “academic freedom.” Again, many colleagues protested for weeks the suspension of my email and other things being done to me, but gradually – as often happens with campus crises – things quieted down, I being the only one indulging in forced quietness.

...My legal ordeal – which lasted almost five years because of my determination to “clear my name” – was very expensive and a source of almost continuous stress, with negative effects on both my physical and emotional health. As for “clearing” anyone’s name, the great majority of people, including many professors, are far more likely to remember an adverse front-page story than to notice any small, neutrally worded announcement that may appear years later somewhere in the back of the same publication. One of the tragedies of mobbing is that once a reputation has been destroyed, a person can never recover it fully...

By Hector Hammerly, Late Professor of Linguistics, Simon Fraser University

From: http://arts.uwaterloo.ca/~kwesthue/hhammerly-ess.htm

Management briefing: bullying in the workplace

Workplace bullying is on the rise and the public sector is the worst offender, a report has found.

The Government estimates that bullying costs the UK economy £13.7 billion, with 100 million days in productivity lost every year.

In Bullying at Work: the Experience of Managers, 70 per cent of managers polled by the Chartered Management Institute (CMI) said that they had witnessed bullying in the past three years and 42 per cent had been bullied themselves, with unfair treatment, verbal insults, unwanted sexual advances, blocked promotion opportunities and physical intimidation among examples named.

When asked about their experiences, managers said that instances of bullying were not only top down. Some 55 per cent had witnessed bullying among peers, and one in three had seen subordinates bullying their managers.

When bullying did occur, it often went unchecked. Almost half the respondents (47 per cent) said no action was taken by their organisation.

There appear to be multiple reasons for the trend. Root causes named include a lack of management skills, cited by 71 per cent of respondents, 59 per cent said that personality clashes were the problem and 44 per cent blamed authoritarian management styles.

The CMI report compared the results with the same survey conducted three years ago and found that bullying appeared to be on the rise across all organisations. On a 5-point scale, individuals gave their employer a score of 2.37 to show the extent of bullying in their workplace, up from 2.25 in 2005. The public sector received an average 2.60.

Gill Trevelyan, the head of good practice services at Acas, the arbitration service, said that high levels of stress associated with professions such as teaching or healthcare were a big factor.

“One of the main reasons for managers to adopt bullying behaviour is when they are under pressure or stress themselves,” she said. However, the figures could also owe to greater awareness of bullying in the public sector, making employees more likely to report incidents.

“In other workplaces that have a more aggressive culture, such as a financial trading floor, these practices may be seen as normal - although not necessarily right,” Ms Trevelyan said. It pays for organisations to be vigilant. Bullying contributes to ill-health, and organisations that tolerate it can be held to account under the Health and Safety at Work Act 1974.

A ruling by the law lords in 2006 made it clear that the principle of vicarious liability under the Protection From Harassment Act 1997 applies in the workplace, so employers may be held liable even if they have not acted negligently or were unaware of the problem.

The best course of action is to have clear policies to define what constitutes bullying and to make employees aware of procedures, Ms Trevelyan said. Effective management is crucial. “Managers who take a more consultative, consensual approach rather than ‘command and control' are less likely to be seen as bullies,” she said.

From: http://business.timesonline.co.uk

Apology following Elimination

We do therefor hereby signify to all in general (and to the surviving sufferers in especial) our deep sense of and sorrow for our errors in acting on such evidence to the condemning of any person, and do hereby declare that we justly fear we were sadly deluded and mistaken, for which we are much disquieted and distressed in our minds, and do therefore humbly beg forgiveness, first of God for Christ's sake for this our error, and pray that God would not impute the guilt of it to ourselves not others. And we so pray that we may be considered candidly and aright by the living sufferers as being then under the power of a strong and general delusion, utterly unacquainted with and not experienced in matters of that nature.

From the statement of the jurors for the witch trials in Salem, Massachusetts, made in 1697, five years after their conviction of 150 men and women for various forms of witchcraft.

From: 'Eliminating Professors. A guide to the dismissal process', by Kenneth Westhues