Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 12, Issue 40;   October 3, 2012: See No Bully, Hear No Bully

See No Bully, Hear No Bully

by

Supervisors of bullies sometimes are unaware of bullying activity in their organizations. Here's a collection of indicators for supervisors who suspect bullying but who haven't witnessed it directly.
A vervet monkey (Chlorocebus pygerythrus) in Tanzania

A vervet monkey (Chlorocebus pygerythrus) in Tanzania. There are five distinct subspecies of vervets, all known for their alarm calls. They issue different calls for different kinds of predators, including leopards, snakes, and eagles. Naturally, they focus on predators of particular interest to them, but forest travelers who hear and understand the calls can determine which kind of predator is nearby.

Supervisors can be similarly attuned to the changes in behavior of the people they supervise. They can become adept at detecting bullying indirectly, and beyond that, they can even tell what kind of bullying is happening and how intense it is.

Photo of Vervet taken in Dar es Salaam, Tanzania by Alexander Landfair, and available at Wikipedia.

When we discover bullying at work we sometimes ask supervisors, "Why did you let this go on for so long?" In their own defense, those we question sometimes respond, "I had no idea," or "How could I have known?" Unless these supervisors witnessed bullying incidents, we sometimes regard such responses as reasonable.

But that standard — first-person eye witnessing of bullying incidents — is a low bar when measuring supervisors' performance. Supervisors have many possible ways to detect bullying. Here are just a few examples of indicators of bullying.

Complaints about bullying
A complaint about bullying is perhaps the most glaring, flashing-red-light indicator of bullying. Yet some managers deal with complaints by placing the burden of proof on the complainant. Certainly a complaint isn't proof, but a complaint or a pattern of complaints ought to trigger a thorough, impartial investigation.
Expressed reluctance to interact
When one individual expresses or manifests a reluctance to interact with another, distaste is one possible explanation. Bullying of the first individual by the second is another.
Degraded work performance
Sudden declines in someone's work performance can arise from many factors. Being bullied is one possibility. If the person in question has also been newly isolated socially, bullying is more likely. When several people are affected, all could be targets, or some could be upset bystanders.
Elevated incidence of leave days
Targets of bullies sometimes seek temporary respite from abuse by calling in sick or taking vacation or unpaid leave. Sudden changes in patterns of leave taking can indicate bullying.
Changes of schedule
Targets of bullies can Desire for travel isn't unusual,
but when someone suddenly starts
volunteering for undesirable travel,
bullying is a possible explanation
sometimes avoid their bullies by changing their work schedules. Bullies can respond by adjusting theirs to match. Watch for these adjustments.
Desire for undesirable travel
Desire for travel isn't unusual, but when someone suddenly starts volunteering for undesirable travel, bullying is a possible explanation. If the volunteer is the bully, the target might be resident at the remote site. If the volunteer is the target, the bully might be co-resident with the target, and the target might be fleeing by traveling.
Requests for reassignment
Reassignment can involve internal transfer at the same site, or even more drastically, relocation. Either can be motivated by factors other than being bullied. But bullying can be a motivator too.
Voluntary termination or early retirement
Beyond travel or reassignment, there is always quitting altogether. The more depressed the job market is, the more likely is being bullied a possible reason for voluntary termination or early retirement.
Affect
Another significant change one can observe in targets of bullies is a change of affect, which is the psychologist's word for manner or demeanor. Targets of bullies often display withdrawal, low energy, loss of initiative, and most of all, absence of joy.

These observations don't provide dead-certain, solid proof of bullying. But they are possible indicators. Managers who see them would do well to investigate what's happening. Go to top Top  Next issue: Impasses in Group Decision-Making: I  Next Issue

101 Tips for Targets of Workplace BulliesAre you being targeted by a workplace bully? Do you know what to do to end the bullying? Workplace bullying is so widespread that a 2014 survey indicated that 27% of American workers have experienced bullying firsthand, that 21% have witnessed it, and that 72% are aware that bullying happens. Yet, there are few laws to protect workers from bullies, and bullying is not a crime in most jurisdictions. 101 Tips for Targets of Workplace Bullies is filled with the insights targets of bullying need to find a way to survive, and then to finally end the bullying. Also available at Apple's iTunes store! Just USD 9.99. Order Now!

Your comments are welcome

Would you like to see your comments posted here? rbrentLJeaTcCxYKYdaCIner@ChacUBodkDVvDXJnyrLfoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Bullying:

A thiefLooking the Other Way
Sometimes when we notice wrongdoing, and we aren't directly involved, we don't report it, and we don't intervene. We look the other way. Typically, we do this to avoid the risks of making a report. But looking the other way is also risky. What are the risks of looking the other way?
Tornado in a mature stage of development (Photo #3 of a series of classic photographs)Responding to Threats: II
When an exchange between individuals, or between an individual and a group, goes wrong, threats often are either the cause or part of the results. If we know how to deal with threats — and how to avoid and prevent them — we can help keep communications creative and constructive.
A U.S. Marine sniper wearing sniper camouflage gear known as a "ghillie" suitHow Targets of Bullies Can Use OODA: II
To make the bullying stop, many targets of bullies try to defend themselves. But defense alone is not sufficient — someone must make the bully stop. That's why counterattack is much more likely to work.
Comparision of brain scans before and after a concussionMeeting Bullies: Advice for Chairs
Bullying in meetings is difficult to address, because intervention in the moment is inherently public. When bullying happens in meetings, what can you do?
Gen. Robert E. Lee's traveling chess setSo You Want the Bullying to End: II
If you're the target of a workplace bully, ending the bullying can be an elusive goal. Here are some guidelines for tactics to bring it to a close.

See also Workplace Bullying and Conflict Management for more related articles.

Forthcoming issues of Point Lookout

Mistletoe growing in abundance in the Wye Valley, WalesComing April 25: Narcissistic Behavior at Work: VI
Narcissistic behavior at work distorts decisions, disrupts relationships, and generates toxic conflict. These consequences limit the ability of the organization to achieve its goals. In this part of our series we examine the effects of exploiting others for personal ends. Available here and by RSS on April 25.
A shark of unspecified speciesAnd on May 2: Narcissistic Behavior at Work: VII
Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenPYeEBjfnRhcyYBWnner@ChactDxnTvSdwziyFUHgoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.