What Workplace Bullying Looks Like 
Bullying is harmful, targeted behavior that may be directed to one person, or a group of people. It might be spiteful, offensive, mocking, or intimidating. Bullying can range from being overtly obvious, such as yelling, to subtle, such as using condescending language. It is a repeated behavior that manifests from a real or perceived power imbalance and is often intended to control, embarrass, undermine, threaten, or otherwise harm the targeted person or group.

Examples of bullying include:

• Targeted practical jokes
• Being purposely misled about work duties, like incorrect deadlines or unclear directions
• Threats, humiliation, and other verbal abuse
• Excessive performance monitoring
• Overly harsh or unjust criticism
• Rejecting helpful suggestions without consideration
• Making belittling gestures
• Having rigid, inflexible responses to requests for assistance
• Patronizing or disrespectful behavior
• Unnecessary sarcasm or cynicism
• Deliberately ignoring a coworker
• Failing to respond to requests for consultation

Bullying affects the victim’s ability to think clearly. The stress, anger, and frustration resulting from even subtle bullying can interfere with working memory, which, in turn, adversely affects cognitive functions necessary for decision-making and procedural performance. It can also have significant, serious effects on the victim’s physical and mental health. 

Bullying also affects the workplace. Workplaces with high rates of bullying can experience negative consequences, such as:

• Financial loss resulting from legal costs or bullying investigations
• Decreased productivity and morale
• Increased employee absences
• High turnover rates
• Poor team dynamics
• Reduced trust, effort, and loyalty from employees

Minimizing Workplace Bullying

While holding bullies appropriately accountable for their behavior is vital to the success of an anti-bullying policy, many more processes must be in place to create an environment in which bullying is less likely to occur. Practice administrators should develop anti-bullying policies and procedures that send a message to the workforce that the administration and leadership are serious about affecting a culture of change.

Anti-bullying policies and procedures should include:

• A definition of bullying behavior that provides enough clarity for individuals to know what behavior is prohibited or reportable and includes examples of bullying behavior
• Specification that the policy is applicable to everyone on site
• Administration, professional, and staff roles and responsibilities
• Strategies for responding to bullying
• Clear and confidential grievance, investigation, and disciplinary procedures
• Requirements for documenting the process
• Protections for individuals who report bullying or cooperate in the investigatory processes (i.e., non-retaliation clauses)
• Training requirements, including recognizing bullying and complying with the bullying policy

Additional processes to implement to reduce bullying in the workplace:

• Enforce a “zero tolerance” bullying policy, without exemptions for well-connected or powerful members of the workforce.
• Focus on bullying prevention and a culture change instead of relying on reactionary processes.
• Ensure that everyone in the workplace understands what constitutes reasonable and competent interpersonal behavior. Work on team building to improve teamwork and team communication.
• Have a plan for managing bullies such as mentoring and coaching. Probation or termination may be necessary in certain cases. Document counseling, coaching, mentoring and other management of individuals who have been reported for bullying, including recommendations or requirements for behavior change.
• Emphasize the risks of bullying and the specific detrimental effects bullying has on victims, bystanders, and those who depend upon your services.
• Establish a confidential bullying reporting system.
• Become aware of subtle forms of bullying (e.g., passive aggressiveness and insidious intimidation) in day-to-day social interaction among members of the workplace team.
• When bullying is observed or reported, appropriately investigate, and intervene promptly.
• Review bullying incidents and determine whether overwork, stress, lack of control or input, or other work processes may be contributing to bullying, and make changes based on investigation findings.
• Ensure victims of bullying are adequately supported and encourage an environment in which anyone who needs help can ask for it.

It's important as a leader to ensure that workplace bullying does not occur at your practice, and if it does, to rectify the situation in the proper manner. We hope these guidelines are helpful.

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The information contained on the PICA Blog does not establish a standard of care, nor does it constitute legal advice. The information is for general informational purposes only. We encourage all blog visitors to consult with their personal attorneys for legal advice, as specific legal requirements may vary from state to state. Links or references to organizations, websites, or other information is for reference use only and do not constitute the rendering of legal, financial, or other professional advice or recommendations. All information contained on the blog is subject to change.