Case Study: Creative Approaches to Developing HR Policy (Anti-Bullying)
I was asked to join a company in helping to explore entrenched issues around bullying and harassment in order to develop a more respectful and safe work environment.
First, I held a series of short lunchtime workshops with key managers and stakeholders to discuss the results of an Employee Satisfaction Survey and increased Grievances alleging a culture of harassment, discrimination and tolerance for bullying.
There we explored how "valid" they felt these allegations were, what previous responses had been and what impact they felt this environment had on the organisation. We also had a lengthy discussion, as part of this, about where this might lead (positively and negatively) if it was pro-actively dealt with. Finally, there was also an exploration of why exactly people felt able to "speak" now. Was it a sign of increased trust (testing how "truth" would be received) or exasperation?
Before choosing a strategy for going forwards, I helped facilitate voluntary workshops open to all staff to discuss key topics around bullying. These were focussed on how and why bullying occurs generally rather than discussing specifics.
The employee sessions attempted to have in-depth conversations about why bullying may have happened in the first place and then sometimes been allowed to continue with the knowledge of many of the co-workers around them. Was it only the result of individuals, was it part of a wider pattern of collusion or discrimination, just a predictable result of politics...or was it something even more complex?
One "game-changing" conversation for all involved discussed by-standers and "neutral" witnesses. How were the colleagues that were not directly involved but certainly observed problematic behaviour complicit? At the next workshop, participants were supported in creating a short puppet show to helpe explore these themes and ideas at a deeper level.
The staff at those sessions, not surprisingly, had a strong consensus that they did not want to support people acting as bullies. Moreover, those conversations led to the conclusion that they did not want to support their colleagues acting as innocent bystanders either.
After that discussion, there was a final brainstorm session to explore new ways of interacting which could help support new policies and "no tolerance for bullying" culture.
This change shifted focus from individual experience to collective responsibility and envisioned all being part of the solution. This included further formal discussions for all around positive workplace culture and acting civilly and respectfully with one another as well as taking responsibility for what they all contribute to the world around them as much as possible.
At this stage it was important to explore how when harassment and toxic workplaces develop, bullies are not the only ones responsible. When bullying and abuse of power happens, it may remain hidden for awhile but usually there are others who know about it or suspect. It is everyone’s job in a workplace to ensure that people are safe from harassment, sabotage, persecution and unfair treatment.
A second key understanding from those sessions was that bullying increases when competition is high and/or recognition and reward is hard to get. This means that preventing bullying requires decreasing competition from being inappropriate within the workplace and having clear systems and a range of rewards.
Third, patterns and cycles of victimisation were discussed. An expert came in to explain how many people who have been abused in the past often become bullies (a problematic term that the company decided they would replace) themselves. They can also be bullies in some situations and bullied in others. Patterns of abuse can also mean that victims (another problematic term which was replaced) exhibit behaviours that invite or make them vulnerable to mistreatment despite often not consciously understanding this or "wanting" it to continue.
There was a further discussion at that session differentiating between the "obvious" bullies, those who are sometimes use it to fit in and "puppetmasters" who purposefully incite or manipulate people to act out against others. We ended talking about the types of bullying done by those who are especially good at performing niceness for a boss while sabotaging and undermining colleagues and getting other co-workers to accept, join in or even do their “dirty work” for them. We talked about how to identify it, explanations for why this happens as well as how to respond as an individual and company.
In order to continuously monitor and keep the Anti-Bullying as a priority, the following question is included in Annual Performance Reviews:
“How would you rate the company work culture in terms of being free from bullying, discrimination and harassment? Please explain the factors you think contributed to this. What is working or are solutions both as a company and you yourself could put in place to increase respect and safety in the future?”
If a case of bullying occurs that is “hidden” and not dealt with in an open manner, the entire team/workplace will be asked to deal with it and held accountable. Everybody is supported in understanding the policy and approach on this. It is also understood as a long-term, on-going process with regular future training, discussions and workshops to develop more healthy behaviours and cultures in order to become more aware and pro-active in choosing positive and supportive interactions.
**Please note that although the above have been anonymised, permission was sought before publishing them.**
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Photos above "Planets Through The Looking Glass" Konstantin Kostov and Dylan Gillis at Unsplash
There we explored how "valid" they felt these allegations were, what previous responses had been and what impact they felt this environment had on the organisation. We also had a lengthy discussion, as part of this, about where this might lead (positively and negatively) if it was pro-actively dealt with. Finally, there was also an exploration of why exactly people felt able to "speak" now. Was it a sign of increased trust (testing how "truth" would be received) or exasperation?
Before choosing a strategy for going forwards, I helped facilitate voluntary workshops open to all staff to discuss key topics around bullying. These were focussed on how and why bullying occurs generally rather than discussing specifics.
Staff Sessions Outcomes on Bullying
Out of those sessions came the recognition that bullying arises in specific contexts. One is when there is a great deal of uncertainty. For this reason, staff fedback that they believed it is the employer responsibility to encourage transparency and share information as much as possible. They also agreed that is the employee responsibility to share when they feel there are too high levels of uncertainty in a specific situation and give clear, reasonable and actionable requests as to their preferred solution.The employee sessions attempted to have in-depth conversations about why bullying may have happened in the first place and then sometimes been allowed to continue with the knowledge of many of the co-workers around them. Was it only the result of individuals, was it part of a wider pattern of collusion or discrimination, just a predictable result of politics...or was it something even more complex?
One "game-changing" conversation for all involved discussed by-standers and "neutral" witnesses. How were the colleagues that were not directly involved but certainly observed problematic behaviour complicit? At the next workshop, participants were supported in creating a short puppet show to helpe explore these themes and ideas at a deeper level.
The staff at those sessions, not surprisingly, had a strong consensus that they did not want to support people acting as bullies. Moreover, those conversations led to the conclusion that they did not want to support their colleagues acting as innocent bystanders either.
After that discussion, there was a final brainstorm session to explore new ways of interacting which could help support new policies and "no tolerance for bullying" culture.
Moving Towards Respect
It was agreed that if there is a problem, all staff have a responsibility to respond pro-actively which includes confronting inappropriate behaviour directly, stating their discomfort when they see something problematic and reporting it in a professional manner through pre-agreed avenues.This change shifted focus from individual experience to collective responsibility and envisioned all being part of the solution. This included further formal discussions for all around positive workplace culture and acting civilly and respectfully with one another as well as taking responsibility for what they all contribute to the world around them as much as possible.
A second key understanding from those sessions was that bullying increases when competition is high and/or recognition and reward is hard to get. This means that preventing bullying requires decreasing competition from being inappropriate within the workplace and having clear systems and a range of rewards.
Third, patterns and cycles of victimisation were discussed. An expert came in to explain how many people who have been abused in the past often become bullies (a problematic term that the company decided they would replace) themselves. They can also be bullies in some situations and bullied in others. Patterns of abuse can also mean that victims (another problematic term which was replaced) exhibit behaviours that invite or make them vulnerable to mistreatment despite often not consciously understanding this or "wanting" it to continue.
There was a further discussion at that session differentiating between the "obvious" bullies, those who are sometimes use it to fit in and "puppetmasters" who purposefully incite or manipulate people to act out against others. We ended talking about the types of bullying done by those who are especially good at performing niceness for a boss while sabotaging and undermining colleagues and getting other co-workers to accept, join in or even do their “dirty work” for them. We talked about how to identify it, explanations for why this happens as well as how to respond as an individual and company.
On-going Monitoring
It is now part of formal company policy that creating a more respectful and safe work culture is everyone’s responsibility. This includes clearly understanding and identifying the different types of bullying and harassment that can occur, what may have caused it and the steps they are expected to take in response.In order to continuously monitor and keep the Anti-Bullying as a priority, the following question is included in Annual Performance Reviews:
“How would you rate the company work culture in terms of being free from bullying, discrimination and harassment? Please explain the factors you think contributed to this. What is working or are solutions both as a company and you yourself could put in place to increase respect and safety in the future?”
If a case of bullying occurs that is “hidden” and not dealt with in an open manner, the entire team/workplace will be asked to deal with it and held accountable. Everybody is supported in understanding the policy and approach on this. It is also understood as a long-term, on-going process with regular future training, discussions and workshops to develop more healthy behaviours and cultures in order to become more aware and pro-active in choosing positive and supportive interactions.
**Please note that although the above have been anonymised, permission was sought before publishing them.**
-
Photos above "Planets Through The Looking Glass" Konstantin Kostov and Dylan Gillis at Unsplash
