In situations of long-standing conflict, accusations of bullying can be a sign that relationships have broken down to such an extent that one or both of the parties can see no possibility of carrying on working together.
I have noticed when I have been asked to help organisations where people are in deep seated conflict, that the situations are often characterised by each party accusing the other of bullying them. When I mention to a new or potential new client these accusations of bullying in other conflict situations, I am struck by how they say "that happens here as well."
Chris Mowles writes an interesting post in Violence in Organisations on his blog Reflexive Practice that shed light on this for me.
He says that organisational politics consists of the daily exercise of power, involving people negotiating, discussing, being polite or impolite to each other, revealing, concealing, pulling rank, delegating and so on. Drawing on Hannah Arendt, he describes this political process as the proper exercise of power in the public space; as something that leads to the greatest of human civilising achievements.
Then he goes on to make the most interesting observation, as far as these bullying accusations go. When this daily political process breaks down, when we get to the point where there is no longer a potential for negotiating how we might go on together, then we can experience this as violence.
The key aspects of bullying seem to be that it is repetition of behaviours over time, intending to control others, with a focused target, and ends up pitting people in the workplace against each other. It seems to me that these key factors are also involved when there is long standing conflict between groups of people that has never been resolved. I would expect in any long term conflict situation that there would be repeated behaviours, intentions to control others, focus on particular individuals and general taking of sides.
In the workplace you often did not and cannot choose those you are working with. Some workmates are people you develop a rapport with, and others are not. You have to work out or negotiate ways of going on together with people in both groups – this is the political process mentioned above.
When conflict reaches a no-return point and there seems to be no way of negotiating a way forward together, this can be experienced as violence. And when you reach this point of no possibility of negotiating how to go on working with the other person time after time, then this repeated experience of violence is very similar to the experience of being bullied.
So, from the perspective of those involved in the long standing conflict, they feel they are being bullied, and hence these claims arise, sometimes from both parties, of workplace bullying.
So, accusations of workplace bullying are, at the very least, a sign that a working relationship(s) has broken down to such a degree that one or both parties cannot see any possibility of carrying on together.
Admonishments to attempt to rise above the politics of daily life, or to "manage" it, are missing the target. We are all in situations where we are working with others, some of whom we have chosen to work with and others we did not choose. Some of these we find a rapport with, and others not. Daily politics are what allow conflict to be negotiated and for people in both groups to carry on together.
As Chris says, “Daily politics allows organisational life to flourish.” Without daily politics there is no avenue for conflict to be negotiated and this can be experienced as violence, as bullying.
If you are in a situation where there is long-standing conflict and accompanying accusations of bullying, then you have to attempt to address the situation with the aim of finding a way for the parties to go on together, i.e. through political processes of negotiation and so on. Ignoring or attempting to rise above the political aspects will get you nowhere.
Photography by Ruby Cumming
I call the power bullying ‘Strategic Bullying’ ™ because there’s a systematic consolidation of power, an destruction of the target. I’m writing about it now and my thesis is based on 30 years in the field of confidence building in academia and industry. This is a good post, very insightful.
K
Comment by Kathleen Schulweis — October 8, 2009 @ 9:23 am
Thanks Kathleen. I am curious to know, what is the difference between strategic bullying and non-strategic? I think all bullying involves power.
Comment by Stephen — October 8, 2009 @ 2:14 pm
Greetings;
Just a note to let you know that I appreciate this column, especially the point that when we reach a place where we cannot negotiate a resolution to a problem or conflict, the ongoing and unresolvable problem is experienced as violence. I experienced this firsthand at my previous employer, St. Alphonsus Regional Medical Center in Boise, Idaho. I was the target of a workplace bully, a co-worker who kept trying to undermine my ability to do my job by engaging in bullying tactics such as refusing to communicate with me, withholding information I needed to do my job, slandering me, etc. I requested that management facilitate a professionally mediated resolution to the problem, but the bully refused to participate. Management including human resources not only failed to address the problem. They actually responded in a manner that was intentionally malicious and hostile. Before I met with a manager from HR the first time to discuss the problem, he indicated in an e-mail that he was not interested in hearing my side of the story. After a year of being bullied I was diagnosed with Post Traumatic Stress Disorder (PTSD). When I reported the PTSD injury to him in July of 2005, the manager from HR threatened to terminate me for reporting the problem. Later he ordered me to lie about the injury if asked, and threatened to terminate me if I talked about the conflict with others or if I reported any more problems with the bully. He also conducted investigations which were clearly manipulated to obtain pre-determined results. The manager of the respiratory care department, where I worked, told me in writing and verbally that my injuries were “petty.” It’s clear that some companies have a “kill the messenger” policy if anyone reports a problem they do not want to address. I can not overemphasize the overwhelming hopelessness, fear, and despair one experiences if subjected to a conflict at work that management refuses to responsibly address. At the time this happened to me I was in my late 50s and studies have shown that those who are most likely to suffer from PTSD from a bullying in the workplace are males over the age of 40. Also males are more likely than females to experience sleep problems from bullying co-workers. It’s a very serious problem. I had to leave that employer aftr working there 30 years and with an excellent work record. After I left the bully was promoted as was the department manager, in spite of their extremely destructive behavior. Thanks for you information. I appreciate it. If interested you can read more about my experience under the heading “Workplace Psychological Abuse” on my blog “The Cambium Level,” at http://www.leonardnolt.blogspot.com
Sincerely,
Leonard Nolt
Boise, Idaho
Comment by Leonard Nolt — October 10, 2009 @ 5:24 am
I was the victim of workplace abuse and bullying for 6 months at St. Alphonsus RMC. I addressed the problem early on with my supervisor who thought I was just “bitching” but the patients and the staff of other departments saw what was happening. People even wrote leetters to administration and to my manager. I finally came to work one day and had an anxiety attack. All I was told was to go to Employee Assistance. Of course I couldn’t get an appointment for a week. The EAP person agreed I was being bullied and suggested meeting with HR. They, instead had my manager and the two of us meet to work out our differences. The situation was beyond help at that time. HR cancelled my appointment with them since “it was being handled”. I finally took early retirement as I couldn’t work under those conditions. The other staff member was promoted. I know they figured my leaving was just part of natural attrition and downsizing. No one learned anything except me -never trust HR pr your manager.
Comment by Michele Andrew — October 15, 2009 @ 1:30 am