By now, there's a good chance that you've read Michael Lewis's book titled, Moneyball: The art of winning an unfair game. [Lewis 2004] And an even better chance that you've seen the film, Moneyball, with Brad Pitt and Jonah Hill. Quick summary: In 2002, Billy Beane, general manager of the Oakland A's baseball team, and his assistant, Peter Brand, assemble a surprisingly successful team on a shoestring budget. True story. They do it by attending to, among other things, statistics that were designed to focus not on what makes a star player, but on what matters when it comes to winning games. And the stats that matter for winning games turn out to be a bit different from what other baseball general managers were using.
The lesson: in management decision-making, statistics aren't everything, but using the right stats can be a critical success factor. In other words, focusing on what makes for success can be a key to success. In one sense, it's a brilliant insight. In another sense, well duh.
So I shouldn't have been surprised when I ran into the lessons of moneyball in a podcast/public-radio-show called "This American Life," in an episode titled, "A City Walks Into an Investigation." [Calhoun 2022] Here the application of moneyball thinking was early detection of abusive police officers. As reported in the podcast, a group at the University of Chicago is "moneyballing" the detection of abusive police officers. They discovered two important lessons in their data [Fassbender 2021]
- Collect the right data. For example, in policing, it isn't enough to have data about use of force. A more useful metric is the use of disproportionate force.
- Officers who are outliers in one metric are usually outliers in several metrics.
Listening Focusing on what makes for success can
be a key to success. In one sense, it's
a brilliant insight. In another, well duh.to this podcast, I couldn't help asking myself, "Can we apply moneyball thinking to workplace bullying?" And of course, it turns out we can. The field is called HR Analytics. In analogy to what was learned with respect to baseball, we can expect that we need to take a fresh approach to data collection for workplace bullying. In baseball, this practice is called sabermetrics. Applied to workplace bullying, it consists of a set of results-oriented data practices. Examples of these practices are below.
- Data management and analysis aren't free
- Data collection, management, and analysis require resources. We must design the metrics, determine how to collect and analyze the data, and maintain its integrity after collection. All that activity requires investment.
- Any patterns present in the data might not emerge for many quarters. So we must commit resources to these efforts for a period of time before we receive much of value from the investment.
- The data must relate to a specific business purpose
- Unless the effort advances the organizational mission, the necessary investment will be difficult to sustain over a period of time long enough to achieve useful results.
- Find ways to demonstrate how the results of the effort directly advance the organizational mission. Specifically, for most organizations, reducing the incidence of bullying inside the organization isn't explicitly part of the organizational mission. That's why it's necessary to state explicitly how such reduction relates to the mission. For example, if the fictional corporation BooksByKids, Inc., advocates for public-library-centered creative writing experiences for children, media reports about bullying inside BBKI could prove catastrophic. At BBKI, an effective approach to workplace bullying actually does advance the organizational mission.
- The data must be role-specific
- Almost every significant organizational effort is subject to pressures to reduce costs. In response to these pressures, there arises a strong temptation to collect one-size-fits-all data across diverse organizational roles. This happens because such an approach seems to be more cost-efficient. Cost-efficient it may be, but the data collected that way is unlikely to yield real value.
- It's necessary to collect data that can signal abusive behavior in the roles studied. And that data differs from role to role, because the resources available to abusers vary from role to role. A project sponsor and the VP of Human Resources can both abuse subordinates, but they can do so in very different ways. Two examples: The project sponsor can overrule the project manager, and gamble that a certain kind of risk won't materialize, while the VP of Human Resources can suppress (or misdirect) an investigation of the organizational incidence of bullying.
Examples of role-specific abuse data
Below are examples of role-specific data that could prove valuable for identifying individuals who use bullying or intimidation as methods for carrying out their roles. The role used in these examples is Project Sponsor. None of these items fall within the common understanding of bullying. But they might be useful indicators of an inclination toward bullying or other abusive behavior.
- Rejected risks
- When the Project Manager or the project team flags a risk to the project, the Project Sponsor rejects the notion. A basis often cited is that the risk is unlikely to materialize, or that mitigating it is too costly: "If it happens, we'll deal with it then." The Project Manager's assessment of the likelihood of the risk materializing is ignored, but when the risk does materialize, the Project Manager is usually held accountable for faulty planning.
- Scope expansion that leads to delays and overtime
- Some Project Sponsors expand the project's scope to include "pet" objectives that cannot be realized within the budget and schedule provided. Project Sponsors who expand scope against the advice of the Project Manager or the project team are taking steps that are especially provocative. They expect the project team to "get it done" anyway.
- Decisions that lead to avoidable technical debt formation
- Avoiding all technical debt formation is impossible. But some can be avoided. Taking steps that lead to unnecessary formation of technical debt could indicate an excessive focus on personal success at the expense of the organization. A pattern of such events could indicate a level of disregard for others that might be correlated with bullying behavior.
Incidents that meet the descriptions above don't fit the conventional definitions of bullying. But they are consistent with a level of disrespect for the expertise of others. It's reasonable to suppose that they could have predictive value in assessing the likelihood of future incidents that do meet the definition of bullying. Tracking such incidents could be illuminating. Top Next Issue
Is a workplace bully targeting you? 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 . Order Now!
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About Point Lookout
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More articles on Workplace Bullying:
- Deniable Intimidation
- Some people achieve or maintain power by intimidating others in deniable ways. Too often, when intimidators
succeed, their success rests in part on our unwillingness to resist, or on our lack of skill. By understanding
their tactics, and by preparing responses, we can deter intimidators.
- Responding to Threats: III
- Workplace threats come in a variety of flavors. One class of threats is indirect. Threateners who use
the indirect threats aim to evoke fear of consequences brought about not by the threatener, but by other
parties. Indirect threats are indeed warnings, but not in the way you might think.
- How Workplace Bullies Use OODA: I
- Workplace bullies who succeed in carrying on their activities over a long period of time rely on more
than mere intimidation to escape prosecution. They proactively shape their environments to make them
safe for bullying. The OODA model gives us insights into how they accomplish this.
- Workplace Bullying and Workplace Conflict: I
- Bullying is unlike other forms of toxic conflict. That's why the tools we use to address toxic conflict
simply do not work for bullying. In this Part I, we contrast bullying and ordinary toxic conflict.
- Shame and Bullying
- Targets of bullies sometimes experience intense feelings of shame. Here are some insights that might
restore the ability to think, and maybe end the bullying.
Forthcoming issues of Point Lookout
- Coming February 28: Checklists: Conventional or Auditable
- Checklists help us remember the steps of complex procedures, and the order in which we must execute them. The simplest form is the conventional checklist. But when we need a record of what we've done, we need an auditable checklist. Available here and by RSS on February 28.
- And on March 6: Six More Insights About Workplace Bullying
- Some of the lore about dealing with bullies at work isn't just wrong — it's harmful. It's harmful in the sense that applying it intensifies the bullying. Here are six insights that might help when devising strategies for dealing with bullies at work. Example: Letting yourself be bullied is not a thing. Available here and by RSS on March 6.
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