Make Bullying A Crime totally agrees with the comments made in Tim Field’s
interview – we have always found Tim to be an enormous inspiration for all those people defending themselves against bullies everywhere. Please let us know what you think of this interview.
In 1994 Tim Field was bullied out of his job as a Customer Services Manager which resulted in a stress breakdown. Turning his experience to good use he set up the UK National Workplace Bullying Advice Line in 1996 and his web site Bully Online in 1997 since which time he has worked on over 5000 cases worldwide. He now lectures widely as well as writing and publishing
books on bullying and psychiatric injury. He holds two honorary doctorates for
his work on identifying and dealing with bullying. He is the Webmaster of Bully Online.
Question: What is workplace bullying?
Workplace bullying is persistent, unwelcome, intrusive behaviour of one or
more individuals whose actions prevent others from fulfilling their duties.
Question: How is it different to adopting disciplinarian measures, maintaining strict supervision, or oversight?
The purpose of bullying is to hide the inadequacy of the bully and has nothing to do with management” or the achievement of tasks. Bullies project their
inadequacies onto others to distract and divert attention away from the
inadequacies. In most cases of workplace bullying reported to the UK National
Workplace Bullying Advice Line, the bully is a serial bully who has a history
of conflict with staff. The bullying that one sees is often also the tip of an
iceberg of wrongdoing which may include misappropriation of budgets,
harassment, discrimination, as well as breaches of rules, regulations,
professional codes of conduct and health and safety practices.
Question: Should it be distinguished from harassment (including sexual harassment), or stalking?
Bullying is, I believe, the underlying behaviour and thus the common
denominator of harassment, discrimination, stalking and abuse. What varies
is the focus for expression of the behaviour. For instance, a harasser or
discriminator focuses on race or gender or disability.
Bullies focus on competence and popularity which at present are not covered by
Bullies seethe with resentment and anger and the conduits for release of this inner anger are jealousy and envy which explains why bullies pick on employees who are good at their job and popular with people. Being emotionally immature, bullies crave attention and become resentful when others get more attention for their competence and achievements than themselves.
Question: What is the profile of the typical bully?
Over 90% of the cases reported to the UK National Workplace Bullying Advice
Line involve a serial bully who can be recognised by their behaviour profile
which includes compulsive lying, a Jekyll and Hyde nature, an unusually
high verbal facility, charm and a considerable capacity to deceive, an arrested
level of emotional development, and a compulsive need to control. The serial
bully rarely commits a physical assault or an arrestable offence, preferring instead to remain within the realms of psychological violence and non-arrestable offences.
Question: What are bullying’s typical outcomes?
In the majority of cases, the target of bullying is eliminated through forced
resignation, unfair dismissal, or early or ill- health retirement whilst the
bully is promoted. After a short interval of between 2-14 days, the bully
selects another target and the cycle restarts. Sometimes another target is
selected before the current target is eliminated.
Question: Can you provide us with some statistics? How often does bullying occur? How many people are affected?
Surveys of bullying in the UK indicate that between 12-50% of the workforce
experience bullying. Statistics from the UK National Workplace Bullying Advice
Line reveal that around 20% of cases are from the education sector, 12% are from healthcare, 10% are from social services, and around 6% from the voluntary / charity / not-for-profit sector.
After that, calls come from all sectors both public and private, with finance,
media, police, postal workers and other government employees featuring
Enquiries from outside the UK (notably USA, Canada, Australia and Ireland) how similar patterns with the caring professions topping the list of bullied workers.
Question: Could you estimate the economic effects of workplace bullying – costs to employers (firms), employees, law enforcement agencies, the courts, the government, etc.?
Bullying is one of the major causes of stress, and the cost of stress to UK plc
is thought to be between £5-12 billion. When all the direct, indirect and consequential costs of bullying are taken into account, the cost to UK plc (taxpayers and shareholders) could be in excess of £30 billion equivalent to around £1,000 hidden tax per working adult per year.
Employers do not account for the cost of bullying and its consequences, therefore the figures never appear on balance sheets.
Employees have to work twice as hard to overcome the serial bully’s inefficiency and dysfunction which can spread through an organisation like a cancer.
Because of its subtle nature, bullying can be difficult to recognise, but the
consequences are easy to spot: excessive workloads, lack of support, a
climate of fear, and high levels of insecurity.
The effects on health include, amongst other things, chronic fatigue, damage to
the immune system, reactive depression, and suicide.
The indirect costs of bullying include higher-than average staff turnover and
sickness absence. Each of these incur consequential costs of staff cover,
administration, loss of production and reduced productivity which are rarely recognised and even more rarely attributed to their cause. Absenteeism alone
costs UK plc over £10 billion a year and stress is now officially the number
one cause of sickness absence having taken over from the common cold.
However, surveys suggest that at least 20% of employers still do not regard stress as a health and safety issue, instead preferring to see it as skiving and malingering.
The Bristol Stress and Health at Work Study published by the HSE in June 2000 revealed that 1 in 5 UK workers (around 5.5m) reported feeling extremely
stressed at work. The main stress factors were having too much work and not
being supported by managers. In November 2001 a study by Proudfoot
Consulting revealed the cost of bad management, low employee morale and poorly-trained staff to British business at 117 lost working days a year. At 65%, bad management (often a euphemism for bullying) accounted for the biggest slice of unproductive days with low morale accounting for 17%. The study also suggested that in the UK 52% of all working time is spent unproductively compared to the European average of 43%.
The results of a three-year survey of British workers by the Gallup Organization published in October 2001 revealed that many employers are not getting the best from their employees. The most common response to questions such as “how engaged are your employees?” and “how effective is your leadership and management style?” and “how well are you capitalising on the talents, skills and knowledge of your people?” was an overwhelming “not very
much”. The survey also found that the longer an employee stayed, the less
engaged they became. The cost to UK plc of lost work days due to lack of
engagement was estimated to be between £39-48 billion a year.
Question: What can be done to reduce workplace bullying? Are firms, the government, law enforcement agencies, the courts – aware of the problem and its magnitude? Are educational campaigns effective? Did anti-bullying laws prove effective?
Most bullying is hierarchical and can be traced to the top or near the top. As
bullying is often the visible tip of an iceberg of wrongdoing, denial is the most common strategy employed by toxic managements. Only Sweden has a law
which specifically addresses bullying. Where no law exists, bullies feel free to
bully. Whilst the law is not a solution, the presence of a law is an indication
that society has made a judgement that the behaviour is no longer acceptable.
Awareness of bullying, and especially its seriousness, is still low throughout
society. Bullying is not just “something children do in the playground”, it’s
a lifetime behaviour on the same level as domestic violence, sexual harassment, and rape.
Bullying is a form of psychological and emotional rape because of its intrusive and violational nature.