
- LEADR Workshop 25 November: Mediating workplace bullying complaints
- LEADR Presentation: Mediation – is it suitable for workplace bullying complaints?
- Moira Jenkins to speak at LEADR Conference in Brisbane 7 - 9 September 2011
- Introducing a new model of mediation for addressing complaints of workplace bullying.
- Is Brodie’s law effective in preventing bullying or a case of closing the gate after the horse has bolted?
FAQ Employees
Q: What is bullying?
Bullying is different from ordinary conflict in that it is repeated (usually at least weekly) inappropriate behaviour that is directed at someone over a period of time (often for longer than 6 months) and the target is in a position where they can not escape from the behaviour, because the person behaving badly is in a more powerful position (by virtue of their place in the organisation, their personality, their knowledge, popularity or position of power).
Normal conflict, can escalate into bullying if it is not addressed promptly. A person can also be bullied because they might represent a threat to the culture of the work group (for example a person with a disability who is a bit slower than the majority of other workers, or a woman working in a male dominated industry, or a young worker working with a group of older workers or vice versa). Bullying, because of its longevity and seriousness can lead to psychological and physical health problems. That is why it is considered a psychological hazard in OHSW laws.
Q: What is Not Bullying?
Bullying is not conflict between two people of equal power. Bullying is not a one off altercation or argument - no matter how aggrieved you feel. A one off yelling match is not bullying - it is inappropriate and disrespectful behaviour. It is conflict. A physical altercation is assult.
Managers are allowed to counsel their employees, critique their work and performance, and discipline them if it is reasonable to do so, and they do it in a respectful way. Managers sometimes make unpopular decisions, implement unpopular policies, transfer someone, deny a staff members requests. However, if this behaviour is reasonable and can be justified, and is carried out respectfully it is not bullying.
A manager that yells at you in front of everyone each time you make a mistake may be exhibiting bullying behaviour. However, if they counsel you in a respectful manner it is not bullying. It is part of their job.
Q: What do I do if I think I am being bullied?
Have a look if your organisation has a bullying and harassment policy and complaint procedure. Talk to one of your 'contact officers'. Talk to your manager, or someone in the organisation whom you trust. Often there is a Human Resource consultant (HR) in larger organisations that you can go to for help. If there is no-one in the organisation that you trust, talk to a friend, your parents, someone in your union, or ring up the Equal Opportunity or Anti Discrimination Commission in your state, or the state based OHSW regulator. Or talk to your GP.
If you don't feel safe don't approach the person who is behaving badly towards you, but if you are able, ask them to stop the behaviour and document that you have asked them to stop. If you can, talk to them about how their behaviour is making you feel. Most people don't want to hurt another person. However, some people (and this is rare), don't care how they make someone feel, and if this is the case you need to avoid them as much as you can and get help from a senior person in your organisation.
Don't behave badly yourself, as that may only give them ammunition to say that you are behaving badly.
If possible, mediation is a good option to help you approach the person in a safe environment with a trained mediator and talk about the problems to work out a way to stop them from reoccurring.
Q: What if it is not yet bullying, but it is really disrespectful behaviour and I don't like it?
This is a really good opportunity to have a mediation and talk through the problems with a third party present, helping both of you to express yourselves, and explore options to resolve the conflict. Once again, talk to someone from your organisation that you trust. Can you talk to someone from HR?
Focus on the specific behaviour (i.e "when you yelled at me in the team meeting") rather than the person, or labels (i.e "you are a bully").

