Describe at least three strategies for managing workplace bullying

What will be an ideal response?

Answer:

The text provides the following strategies:

Put a name to it. People who experience traumatic events tend to deny their impact. By putting a name to the behavior you are experiencing, whether you call it bullying, harassment or some other inappropriate behavior, you are putting responsibility for the situation squarely on the shoulders of the bully and not blaming yourself. You are also taking back control of the situation and a step toward finding concrete solutions.

See yourself as a target, not a victim. The Namies' use of the term "target" is intentional. When someone adopts a victim mentality, she often second-guesses herself, wondering if there is something she has done or could have avoided doing that would have kept her out of harm's way. She may also make excuses for the bully's behavior and become sympathetic toward her abuser. Rather, the target is simply in the wrong place at the wrong time and is the unfortunate recipient of the bully's venom. Rejecting the victim mentality is another means of taking control of the situation.

Avoid or minimize exposure to the bully. Whenever possible, favor email or phone communication over face-to-face interaction. When you must interact directly, consider the boundaries you will establish, whether physical such a having desk or table between you and the bully or personal such as topics of conversation which are off limits for discussion. Seek to schedule necessary meetings so they are short in duration. Meet in locations that are more public and in which you have pre-determined seating and proximity to the door. Discourage drop-in visits, limit talk time if you must engage, and remain standing or, if seated, stand and prepare to exit when the bully approaches.

Utilize support systems. Bullies thrive when their targets remain isolated. Targets who view themselves as victims may tend to keep quiet. Instead, the target can take advantage of the natural support systems around her to talk through concerns, remain grounded and realize she's "okay," and strategize ways to address the situation. This would include friends and family, as well as co-workers who may be experiencing similar treatment or are at least aware of the treatment she is experiencing. The target may also need to consider pursuing professional help, whether counseling to deal with psychological issues or a lawyer to consider legal options. Note that "bullying" per se is not unlawful in most jurisdictions, but the nature of the bully's behavior may implicate other unlawful conduct, such as unlawful harassment under Title VII, slander, defamation of character, and intentional infliction of emotional distress.7

Do good work. One reason bullies bully is because the target represents a threat by virtue of her productivity, ability to work well with others, superior knowledge or ability, or similar traits reflecting positively on her competence and citizenship within the organization. Bullying behavior is often the outcome of feelings of inadequacy or insecurity and the bully responds accordingly when he perceives a threat based on another's success or acceptance within the organization. As a target, take solace in the fact that you are doing good work for which the bully is in an odd sense complimenting you! Don't retaliate with the same kinds of unprofessional behaviors to which you have been subjected. Maintain your integrity and continue to be a model. By doing so, you avoid supplying credible evidence to the bully on which he can criticize you or undermine your efforts before others.

Prepare yourself to expose or confront the bully. If you do decide to confront the situation, the Namies advise that targets must first prepare themselves psychologically. They must assess whether they "have enough stamina to see the fight through to the end."8 They must assess the reasons for fighting and for not fighting back. Reasons for fighting back include the need to satisfy the need for fairness and equity for oneself and others and the need to move on with dignity. Reasons against include the physical and emotional toll on the target's health, the toll of dealing with a defensive employer, and potential economic (job) loss.9 The Namies note that because HR is part of management, targets should not automatically expect HR to be supportive or responsive.10

Expose the bully. If you decide to expose the bully, the Namie's recommend the "rule of 2," which means bringing your complaint to an individual who is at least two levels above the bully in rank, such as a high level executive. The Namies suggest making a business case for dealing with the bully or even removing the bully because of the costs of the bully's action on the bottom line. Such a case should present an objective view of the bully's behavior and a case for the bottom-line costs and adverse impacts on the organization.11 It should also be dispassionate. The Namies note "[i]f you drift into tales about the emotional impact of the bully's harassment, you will be discounted and discredited."12 As you prepare t