Understanding Bullying in
the Workplace
Bullies cause havoc within the workplace much more than is
reported or recognized by workers. Some bullies don’t even realize what they
are doing when they succumb to the intense desire to control and make life
miserable causing their targets to lose their jobs (Nami and Nami, 2009) because
they have the power to do so; and because they themselves are miserable. The
bully in this case was a co-worker who thought she was my boss. The true bosses
(the Police Jury) had not designed a full job description; therefore she
usurped authority without definition of that authority. Until recently, I had
no conception I had been the target of a bully; but during some research for a
newspaper article, I realized what bullying in the workplace was doing to
thousands, if not millions of people.
Since communication with a bully is more complicated than a casual
tag attached to the problem, interpersonal communication theories help to
untangle the difficulties in understanding; and answer several questions to
this complicated development in a relationship between two co-workers.
Uncertainty Reduction Theory, Social Penetration Theory, and Relational
Dialectics help us to understand the communication development, relationship
development and then the dissolution of the relationship due to control issues
of the bully and trauma of the target.
According to a newsletter for Purdue University
supervisors, “June 2005 edition of HRMagazine, the Workplace Bullying and Trauma
Institute defines bullying as repeated nonphysical, health-impairing
psychological mistreatment that falls outside discriminatory harassment.” After several years of
reflection, I realized I was working with a bully.
Uncertainty
Reduction – Information seeking
Due to many factors when starting a new job, one has a need to
communicate with workers to reduce uncertainty (Berger, 1979; Berger and
Bradac, 1982). The later study posits there are cognitive uncertainties and
behavioral uncertainties. “High uncertainty brings with it a concern to
reciprocate what the other does, such as exchange like information,” (Turner
and West, 2006) When two strangers come together in a work place environment,
they will exchange information quickly in order to get to know the other so as
to predict future behavior and reduce the uncertainties because there is a need
for balance in the environment. The Uncertainty Reduction Theory’s Axiom 5
gives the bully the ammunition he/she needs to begin the War. The axiom states:
High levels of uncertainty produce high
rates of reciprocity. Low levels of uncertainty produce low levels of reciprocity
(Griffin,
2012). The bully uses this tactic in the initial communication exchange to gain
deeper personal information in order to use it to his/her advantage by gaining
trust of the co-worker (Nami and Nami, 2006).
It seems that I trusted my co-workers
because of a commonality: She professed Jesus was in her heart. She prayed
every day over the police jury offices, and she had a good knowledge of the
Bible. I took her at face value and because of these deeply personal things, I
felt close to her and opened up to her. I didn’t recognize the bully nature
which I thought only happened on school grounds or play yards.
Social
Penetration Theory—Use of information
Any new relationship requires the exchange of information to
proceed to the next phase, and the information gathered will determine how
“deep” the relationship will go. According to Irwin Altman and Dalmas Taylor’s
Social Penetration Theory, a relationship will become more intimate the more
private the information exchanged. Religious convictions are close to the heart
of the onion layers (Griffin,
2012 p. 115). SPT also utilizes the reciprocity of self-disclosure as a key
element of the theory; and this factor is used by the bully to seek the trust
of the target.
When the inner layers of the self are exposed, the target is
vulnerable because the deep layers of self-disclosure have developed trust in
the bully. Later, when the bully is finally exposed for what he/she is, the
depenetration is quick and decisive for the target (which does not agree with
SPT), but the bully still has inside information which makes it easy to control
the target from a psychological standpoint (Nami and Nami, 2006), and the deep
desire to slow down the depenetration which does agree with SPT. There is a
dissonance created in the relationship. “Irwin
Altman came to the conclusion that privacy and self-disclosure operate in a
wavelike/cyclical fashion over time,” (Griffin,
2012, p. 159).
What could possibly explain the communication behavior of the
bully? The bully upholds the interpersonal
certainty of Berger and Calabrese’s theory (1975) in the relationship
because she is seeking to predict the future behavior of her target. The bully
uses the open-self posit of Altman
and Taylor’s
Social Penetration Theory because he is seeking more information to hold his
target hostage, so to speak.
“Popular
accounts typically also frame bullying as a problem solely involving bullies
and their victims (referred to as targets in bullying research)… When bullying
involves others beyond the bully and target, and accomplices are part of the
mix, viewing bullying as a private two-person conflict oversimplifies how
collective voices magnify bully-target power disparity,” (Nami and Lutgen,
2009).
Relational
Dialectics – The dynamic knot of contradictions in personal relationships
The above conclusion reveals how the bully establishes the power
to control over the target. In Leslie Baxter and Barbara Montgomery’s theory
Relational Dialectics the unceasing interaction of opposing predispositions
exposes the “general messiness of close personal ties,” (Griffin, 2012). Baxter and Montgomery believe
the both/and underlying desires of each communicator will guarantee that
messiness. The bully uses these desires to his/her advantage. The external dialectic
need for inclusion and seclusion (Griffin, 2010, p. 156) is twisted by the
bully as he/she draws the work place community into the closed group while
pushing the target out driving a wedge between the workplace community and the
target. This removes any support the target may have. “The dialectical forces
for transparency and discretion are hard to juggle,” (p. 159) states Baxter and
Montgomery’s theory. They evaluate relationships by communication saying
“communication creates and sustains the relationship. If a pair’s communication
practices change, so does their relationship,” (p. 160). The bully enjoys this
struggle and juggle while playing a dangerous game of displacement by moving
his/her crime by switching methods of harassment from twisting truth to
complete fabrications in written form to back up his/her allegations against
the target. An apology can lull the target into false security, thus drawing
him/her into a dissonant state of being.
“Workplace bullying is a pattern of hostile messages and abusive
behaviors persistently targeted at one or more persons in work settings that
can involve work obstruction, public humiliation, verbal abuse, threatening
behavior, and multiple forms of intimidation (Namie, 2007a).” Here we see the
bully as the director of the workplace drama, feeding upon the target’s basic
helplessness. “Similar to whistle-blowing or reporting sexual harassment
(Rothschild & Miethe, 1999; Schneider, Fitgerald, & Swan, 1997), when
targets speak out, they can be stigmatized, subjected to escalated abuse, or
socially ostracized (Keashly, 2001; Namie, 2007a).” Therefore, the power the
bully exerts through utterance chains which Baxter regards as the “building
block of the construction project of creating meaning through dialogue,” (Griffin, 2012, p. 161) a
form of torture which usually ends with the target’s termination from his/her
job.
References
Dealing With
Workplace Bullies. (2011). Leading
Edition a newsletter for Purdue
University Supervisors. Retrieved
from http://www.purdue.edu/hr/LeadingEdition/LEdi_705_workplace_bullies.html
Griffin, Em (2012). A
First Look At Communication Theory. New
York, NY:
McGraw-Hill.
Nami, Gary (2009). Still
Bullying With Impunity: Labor Day Survey (Research Report. Workplace Bullying
Institute). Retrieved from http://www.workplacebullying.org/research/articles/N-N-2009D.pdf
Nami, G.
and Lutgen, P. E. (2009). Active and Passive Accomplices:
The Communal Character of Workplace Bullying. International
Journal of Communication 4 (2010), 343-373. Retrieved from http://www.workplacebullying.org/research/articles/N-PLS-2010.pdf
Nami, G. and Nami,
R. (2006) Workplace Bullying Institute, Retrieved from http://www.workplacebullying.org/wbiresearch/wbistudies/
2 comments:
Gina:
We have bullies in the workplace because a lot of them never grew up. Part of what I see in adults who always 'pick a scab' on another is the immaturity of the person doing the pushing around. Had I realized this a few years ago, I may have chosen when to leave my last job. Mainly, I left for reasons of health and the influence of a few of my coworkers caused me to get called down for something stupid.
Exactly. If I had known what it was that I was facing, I could have found another job and not suffered so much anguish!
Post a Comment