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Tuesday, September 09, 2008
>> Dealing With Workplace Violence in Your Business - Part 1
• Threats, verbal or written - which includes any expression where there is an intent to harm the recipient.
• Harassment - acts which embarrass, demean, humiliate, annoy, abuse, or alarm the recipient, where these acts are known to be unwelcome and undesired. These acts may include gestures, words, intimidation, bullying, and any other inappropriate behaviors.
• Verbal abuse - swearing, cursing, insulting, or using language that is condescending.
• Threatening behavior - this includes pounding furniture or walls, shaking fists, throwing objects, or destroying property.
• Physical attacks - including pushing, shoving, hitting, kicking.
Workplace violence doesn't necessarily need to occur at the workplace itself. It can happen at any business-related functions that occur off-site, such as conferences, social events, and trade shows, or away from work altogether, such as in the case of threatening phone calls.
There are many elements of a workplace - such as its processes and interaction styles - that can place employees at greater risk of workplace violence. Such elements may include:
• Working directly with the public
• Performing inspections or enforcement duties
• Handling or transporting money, prescription medications, or valuables
• Providing services, advice, education, or health care
• Working directly with volatile or unstable people
• Working where alcohol is sold or served
• Working directly with communities
• Working alone or in very small groups, or in isolated areas
• Working overnight hours
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>> Steps to solve bullying
- Understand the bully
- Chronic bullies – people who identify that bullying is a part of their nature, and do not perceive a need to change their actions
- Opportunist bullies – competitive people who are interested in making career gains even though it may involve stepping on other people
- Accidental bullies – bullying caused by social ineptness and lack of awareness.
- Substance abusing bullies – people whose social interactions are impaired by their dependence on artificial stimulants
- Identify the type of bullying
- Unrealistic job demands
- Unreasonable criticism
- Creating an inconsistent or unfair work environment
- Not giving credit where it is due
- Insults, putdowns, yelling, screaming, and other abusive behavior
- Document the instances of bullying in detail
- Document specifics, time and date
- Identify allies
- Determine code violations
- Determine a plan to resolve the bullying
- Request a meeting time where you can confront the bully in a professional setting
- Seek assistance from senior management.
- Seek third party mediation
- Seek legal advice
- Get medical attention
- Establish and protect boundaries
- Do not blame yourself
- Solicit witness statements
- Follow internal complaint processes
- Communicate the problems with the bully or two levels of management higher than the bully
- Taking the bully on directly at work may have undesired or unpredictable consequences for the target
- In many cases, the bully may be seen by management as “getting the job done”
- complaining about the bullying may draw repercussions against the target rather than the bully.
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>> Workplace Bullying
Definition of Workplace Bullying
Bullying at work is the repeated, health or career endangering mistreatment of one employee, by one or more employees. The mistreatment is a form of psychological violence and is often a mix of verbal and strategic insults preventing the target from performing work well.
The problems of Workplace Bullying
- Litigation is not effective
- Few laws regarding it
- Difficulty in building the case
- Some bullies have the attitudes of “so sue me” due to the difficulties in building a case
- Employers can outspend and outlast lone plaintiffs
- Financial jeopardy for the target due to the high legal costs
- The payoff due to bulling wins are relatively low and often do not justify the costs of litigation
- Poor support for the targets
- It is up to the person being bullied to address it on their own
- Many companies look for bulling amongst the workers, but most bullying actually comes from management
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>> Criticism From Others
Consider the source. Is this a person whose opinion you respect? Is the intent to help you improve, or just to make you feel like a bum? Is the critic knowledgeable about the topic he or she is criticizing you on?
Take a deep breath (close your mouth, breath through your nose, and relax your throat and neck muscles). Until you get control of yourself, you can't even hear what the person is saying.
Step out of the situation and act as an observer. Think, "Hmmm, this is interesting. I wonder what's motivating this person."
Listen. It's hard to listen well when someone makes a critical comment, but try. Ask questions that ensure you understand what the person is saying.
If you think the criticism has at least some value, decide what action you need to take now or the next time the situation arises.
Try not to take it too personally: consider the action required, not the actor.
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>> Poor or No Direction from Person Assigning Task
All too often bosses assign work to employees with little or no direction on what's expected or how to complete the job. Just as commonly, workers are ordered to report to another boss without clear guidelines. The results are frustration and incomplete or incorrectly completed jobs. The problems take many forms; bosses may:
| Withhold information the employee needs, either intentionally or unintentionally. | |
| Deliberately offer misleading information. | |
| Use a third person to communicate information; this person may lack a clear grasp of the task, not understand how to pass on the assignment to the person being assigned the task, or both. |
When the lack of direction is inadvertent, participants recommend that you:
| Ask for clarification. | |
| Document all steps, to allow for learning from any missteps. | |
| Restate understanding so the boss or other person assigning the task can clear up any confusion. |
When the poor communication seems intended, you have the dual responsibilities of trying to complete the task while protecting yourself from repercussions. Participants recommend:
| Document everything, including instructions and steps you've taken to complete the task. | |
| Double-check sources of information. If the person assigning the task seems unclear on the purpose of the action or how to complete it, you should ask to talk with the original source. | |
| Follow up frequently via e-mail or other written communication. It may be the boss or other individual who delegated the work was distracted and the misdirection was unintentional. However, the situation will never become clearer until you share your misunderstanding as well as understanding. |
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>> Dealing with Incompetence in Others
OK, so you've asked that person in another department to send you a simple update on a project...but nothing happens. So, you call again and follow up with an e-mail. Still no results. You're going to be in that area, so you decide to stop by and the result is..."What was that you needed again?" Does it ever seem like people have to work at it to be this stupid?
Participants agree that this can be one of the most frustrating experiences they have; unfortunately, they seem to be getting more common. Here are a few ways to begin getting a handle on these situations:
| Take a deep breath, repeat your request, and try to keep your irritation from showing. Becoming upset usually only makes the situation worse. Ask a few questions to ensure the other person knows what you want. Quite often the problem is not incompetence but overwork, lead staffing, poor training, or lack of information. Often, it's a combination of several of these. Being understanding will go further in getting you what you want--and may help the other person better meet the next challenge. | |
| If the person works for you, find out if he or she has the proper training to do the job right. Or, does the person need better written instructions? Once you identify the source of the problem, take steps to correct it. | |
| Ask yourself whether the person is motivated to do a good job. Most people will do more when they have a reason to do so. |
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>> People Who Take Up More Time
People Who Take Up More Time Than Necessary with Gossip or Other Time-Wasting Activities During MeetingsRemind participants that making effective use of time at meetings results in fewer meetings. | |||||||||||||||||
Agree on a few ground rules for effective meetings and post them prominently. Ideas include:
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| Hold meetings only when they are necessary. Avoid meetings when an e-mail or phone call will do. | |||||||||||||||||
| Avoid engaging in side-talks yourself. If other attendees start a side conversation when you are speaking, stop and wait for them to finish and rejoin the group. |
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>> People Who Fail to Deliver What They Promise
It's frustrating when co-workers promise to help us with a project and then leave us high and dry. How to ensure that people do what they promise? Try to:
| Ensure that you and the other person agree on what he or she should do. | |||||||||||||||||||||||||
| Establish a deadline you both agree on. | |||||||||||||||||||||||||
| Set milestones that involve some type of output and follow up. | |||||||||||||||||||||||||
If necessary, involve management either to clear the other person's schedule or to enforce the agreement.
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