Comments on: Long-Standing Conflict and Bullying http://www.changingorganisations.com/2009/10/long-standing-conflict-and-bullying/ Provocative thinking about organisational change Mon, 09 Jan 2012 18:50:17 -0600 http://wordpress.org/?v=2.8.4 hourly 1 By: Michele Andrew http://www.changingorganisations.com/2009/10/long-standing-conflict-and-bullying/comment-page-1/#comment-2752 Michele Andrew Wed, 14 Oct 2009 13:30:07 +0000 http://www.changingorganisations.com/?p=479#comment-2752 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. 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.

]]> By: Leonard Nolt http://www.changingorganisations.com/2009/10/long-standing-conflict-and-bullying/comment-page-1/#comment-2694 Leonard Nolt Fri, 09 Oct 2009 17:24:15 +0000 http://www.changingorganisations.com/?p=479#comment-2694 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 www.leonardnolt.blogspot.com Sincerely, Leonard Nolt Boise, Idaho 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

]]> By: Stephen http://www.changingorganisations.com/2009/10/long-standing-conflict-and-bullying/comment-page-1/#comment-2676 Stephen Thu, 08 Oct 2009 02:14:06 +0000 http://www.changingorganisations.com/?p=479#comment-2676 Thanks Kathleen. I am curious to know, what is the difference between strategic bullying and non-strategic? I think all bullying involves power. Thanks Kathleen. I am curious to know, what is the difference between strategic bullying and non-strategic? I think all bullying involves power.

]]> By: Kathleen Schulweis http://www.changingorganisations.com/2009/10/long-standing-conflict-and-bullying/comment-page-1/#comment-2674 Kathleen Schulweis Wed, 07 Oct 2009 21:23:27 +0000 http://www.changingorganisations.com/?p=479#comment-2674 I call the power bullying 'Strategic Bullying' (tm) 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 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

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