Bullying is a Significant Problem Across all Age Spans

Dr. Debra Stewart

Bullying is a significant problem across all age spans. Bully-type behavior can range from the simplest playground skirmishes to sophisticated misinterpretation or dismissal of personal responsibility toward protecting humankind. Callous-unemotional traits primarily consist of a lack of empathy or guilt, which could be caused by a variety of developmental disability, environmental factors such as unmet needs, and other inherited conduct problems. According to the American Psychiatric Association's DSM-5 diagnostic manual, bullying is a diagnostic criterion for Conduct Disorder for children and teens, and according to research, if left untreated, it may emerge later as psychopathy in adults. Therefore, bullying is a mental health concern that should be taken seriously by healthcare professionals at every stage of development. -Dr. Stewart

An Organizational Approach to Workplace Bullying

 

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Lasting Unquestionable Forgiveness

An Organizational Approach to Workplace Bullying is a book that offers various assessment methods to change organizational culture and to begin the healing process. Examining unmet needs and promoting the removal of certain unhealthy norms that may exist will help reduce the longevity of future workplace bullying and ease the distress of victims and bystanders. More importantly, change will bring about forgiveness, so that the very same employees who battled against one another or were fearful of one another may find the peace to work under a single organizational mission again. -Dr. Stewart

An Organizational Approach to Workplace Bullying

 

The Expert and the Novice

The expert and the novice may breed a bullying-type situation, primarily when there is insufficient time for teaching and learning. Often, the expert is required to mentor a new student or employee in addition to their duties, which creates tension and a sense of urgency to advance the novice to the next level. Through both verbal and nonverbal communication, the beginner begins to feel performance anxiety and is too intimidated to ask questions for fear of prolonging this frazzled link to support. -Dr. Stewart

An Organizational Approach to Workplace Bullying 

 

Bullying and the Five Fears

Why are bullying behaviors and events so devastating and tend to be repeated without intervention? Bullies initiate their inappropriate behavior, and victims and bystanders endure bullying because of five fears. Dr. Karl Albrecht classified fear into five types to better understand and manage the fears all humans experience.

Fear Types:
(1) fear of extinction,
(2) fear of body mutilation or invasion,
(3) loss of autonomy,
(4) fear of separation, abandonment, or rejection,
(5) ego-death or fear of humiliation, shame, or worthlessness.

Organizations and individuals can benefit from understanding the fear types so that responses to bullying become conscious and rational decisions with greater control over the extent and scope of bullying, rather than reflexive and cyclic.

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Bully Management and Prevention Certification

Bully Management and Prevention is a Dynamic Process

Dr. Debra Stewart

Being bullied and preforming bully acts are viewed differently depending on culture, socioeconomic standing, industry, education, gender, political forces, religion, and geographic region and so much more. Cross-culturally experiencing a bully act causes pain and discomfort; however, the degree of insult may vary depending upon these factors. The same is true for defining and labeling a bully event. Therefore, global policies for bully management and prevention are not practical, and a situational approach must be taken to define and manage the effect of a bully event and bully triad interactions. Bully management and prevention is a dynamic process and requires active management and preventative programs to promote growth and development and benevolent human interaction throughout the life course.

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Bully Management and Prevention Certification

Situational Bullying

Bullying can be situational, especially when the event is out of character or a response to environmental stressors. Usually, when this happens, the victim is asked to understand the situation or dismiss the incident, which may not be the best advice for all parties involved. For example, while waiting in line at school, a little boy from the third grade suddenly pushed a little girl down and stood on her chest. She could not breathe well as the boy was much more prominent in size, and she began to panic. Bystanders, including teachers and students, ignored the bullying in the crowded hall. Fortunately, a teacher finally intervened, and according to the story, the teacher explained to the little girl that the boy's mother had just passed away, which was an effort to explain the little boy's sudden act of violence. As the little girl remembers, she understood what the teacher was saying and felt empathy for the boy, and the event was dismissed as if it never happened. The little boy moved to another school without anyone acknowledging his grief or coaching him on how to manage his anger. The little girl continued her usual pursuits, and the incident was not remembered until a similar feeling of helplessness occurred when the girl was much older, and the panic attack returned.   The bystanders in the crowded hall accommodated the event by raising their absolute threshold of detection to ignore another bullying incident. -Dr. Stewart

An Organizational Approach to Workplace Bullying

Missing the Symptoms

Bullies often described as someone being different or a bit odd in their childhood, adolescence, or early adulthood have an enduring pattern of identity crises, chaotic self-direction, lack of empathy, hypersensitivity to criticism, and intimacy. These fragmented artifacts of various personality disorders confuse school administrators, educators, and workplace leaders because the bully can also be charismatic individuals waiting to save the day on their terms. School-related acts of violence or mass school or workplace shootings involve individuals who exhibited these warning signs in a consistent and enduring pattern. However, leaders and administrators dismissed the symptoms under the labels of someone being different or a bit odd.

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