Workplace Safety and Well-being Lunch and Learn Event Overview

disruptive and bullying
behaviors:
a threat to workplace safety and employee well-being
Lunch and Learn |June 2, 2021
presented by:   k. darrow brown, licsw
                 program director, washington state employee assistance program
objectives
some good news
89% of those who work with others describing
their place of employment as very or somewhat civil.
Source: Civility in American 2019 – Solutions for Tomorrow, Weber Shandwick
some challenges
disruptive behaviors
Any negative behavior that has the potential to distract, undermine, or
physically/psychologically damage team members. (ctileadership.com)
Disruptive behavior is inappropriate behavior that interferes with the
functioning and flow of the workplace (stonybrook.edu)
A behavior that has a negative impact on the emotional or physical well-
being of persons in the workplace.
domestic/intimate
partner violence
disruptive behaviors continuum
inappropriate
disrespectful,
rude,
discourteous
mild bullying
moderate to
severe
bullying
stalking
Stated threats
Physical
violence
serious injury,
death
inappropriate behaviors
making rude remarks
displaying personal effects in the work space that could be
perceived as strange or threatening
 demeaning or degrading statements
 inappropriate jokes or pranks
 swearing in public
 oversharing of personal life or professional life details
disrespectful behaviors
Public humiliation
Criticizing, ridiculing, or dismissing achievements
Shouting
Degrading an employee/coworker in front of other
people
Inappropriate sarcasm
Speaking in a condescending or belittling way
Swearing at another person
Dismissive or negative gesturing when someone else is
speaking
Talking over another person; poor behavior in
meetings
Refusing to speak to another person for work purposes
Discounting the person’s thoughts or feelings (“Oh,
that’s silly”) in meetings
Stealing credit for work done by others
bullying
a persistent pattern of mistreatment from others
in the workplace that causes either physical or
emotional harm.
repetitive and systematic engagement of
interpersonally abusive behaviors that
negatively affect both the targeted individual
and the work organization
repeated, health-harming mistreatment of one
or more persons (the targets) by one or more
perpetrators
bullying myths
If you are bullied, you are weak.
Only men bully.
Most bullies are managers.
Bullies work alone.
Ignore the bully. The problem will go away.
It’s not bullying, it’s just tough management.
tough boss
Objective, fair, and professional.
Self-controlled and unemotional.
Performance-focused—insistent upon meeting high
standards and holding employees accountable for
meeting those expectations.
Organizationally oriented—consistently operating to
achieve the best interests of the organization.
bully boss
frequently misuses power and authority.
focuses on personal self-interest, as opposed to the good
of the organization.
has emotional outbursts.
treats their employees inconsistently and unfairly.
appears to operate with intent to cause his or her target
some kind of pain or personal distress.
bullying - mild
Ignoring someone by not responding to communications
or requests for information or assistance
Dismissive interpersonal communications
Assigning blame
Providing negative feedback in spite of successful
performance
Periodic “oversights” of leaving a person out of
communications (including email) or social situations
Delaying or not providing crucial information
bullying – moderate to severe
Dismissive public responses to communications
Dismissive interpersonal communications (shut down a
conversation and not allow the other person to
communicate his/her perspective)
Ongoing misinformation (“forgetting” to share need-to-
know information which makes the other person look
foolish or humiliated by “not knowing”)
Sabotage and/or creating a situation of impossible
demands whereby the other person is left out or will fail to
meet expectations
bullying – moderate to severe
Starting gossip campaigns
Publicly ridicule, insult, make jokes about person in his/her
presence
Routinely blaming and criticizing
Intimidation by glaring, acting forceful, interrupting,
shutting down another person (also includes
contradictions and silent treatment)
Pounding fist on desk, yelling, screaming, or throwing
tantrums in front of others to humiliate the person
Retaliation for the person reporting or asking for help
self-reflection
Have you exhibited any of the behaviors at work?
If so, which ones and how often?
Have you ever received feedback about negative
behaviors at work?
If so, do you have a plan to address the concerns and
make things right?
the impact
addressing
conduct a self-assessment
be direct, calm and professional while calling the
behavior out
document, document, document
know your workplace policies regarding harassment,
hostile work environments, etc.
speak to your supervisor or your supervisor’s supervisor
talk to HR
addressing
Find a quiet, private space
Arrange yourself so your access to exits are not blocked
Ask open-ended questions
Listen and let the employee explain in their own words
what’s happening
Provide clear feedback based on your own observations
Avoid language that blames or judges
Collaborate with the employee to develop a plan
Provide resources that align with the plan and with your
role as supervisor
addressing
create policies that specifically address disruptive
behavior, bullying and hostile work environments
design, develop and implement workplace culture
initiatives around civility, psychological safety and
diversity, equity and inclusion
cultivate culture
training opportunities
Inclusive Leadership: Building a Psychologically Safe Team Culture Workshop -
https://des.wa.gov/training/CourseDescription/2190
 - Workforce Learning and
Performance, Department Enterprise Services
Managing Job Stress 
- 
https://des.wa.gov/training/CourseDescription/195
 - Workforce
Learning and Performance, Department Enterprise Services
Violence in the Workplace
 - 
https://des.wa.gov/training/CourseDescription/198
 -
Workforce Learning and Performance, Department Enterprise Services
resources
Workplace Bullying Institute
www.workplacebullying.org
Civility in America Survey
– 2019 – Weber Shandwick -
https://www.webershandwick.com/wp-
content/uploads/2019/06/CivilityInAmerica2019SolutionsforTomorrow.pdf
American Psychological Assocation
, Center for Organizational Excellence -
https://www.apaexcellence.org/resources/special-topics/workplace-bullying
Workplace bullying: a tale of adverse consequences Innovations in Clinical
Neuroscience 
- (Sansone RA, Sansone LA. Innov Clin Neurosci. 2015 Jan-Feb;12(1-2):32-7.
PMID: 25852978; PMCID: PMC4382139.)
The Society for Human Resources Management toolkit
 - (The Society for Human
Resource Management - 
https://www.shrm.org/resourcesandtools/tools-and-
samples/toolkits/pages/managingdifficultemployeesa.aspx
)
resources
High Performing Teams Need Psychological Safety
 – Harvard Business Review -
https://hbr.org/2017/08/high-performing-teams-need-psychological-safety-heres-how-
to-create-it
How Do You Create Psychological Safety at Work – Amy Edmondson -
https://www.youtube.com/watch?v=U_35pAviSnI
Creating Psychological Safety in the Workplace
 – Harvarad Business Review -
https://hbr.org/podcast/2019/01/creating-psychological-safety-in-the-workplace
discussion and questions
the washington state eap
877 313 4455
eap.wa.gov
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This Lunch and Learn event held on June 2, 2021, addressed disruptive and bullying behaviors as threats to workplace safety and employee well-being. Key topics included identifying, addressing, and discussing such behaviors, along with statistics on civility in the workplace and challenges faced due to incivility. The event highlighted the continuum of disruptive behaviors, ranging from stalking to mild bullying, and discussed inappropriate behaviors that impact workplace harmony. Insights on the impact of incivility on job performance and employee turnover were shared, underscoring the importance of fostering a respectful work environment.

  • Workplace Safety
  • Employee Well-being
  • Bullying Behaviors
  • Incivility
  • Workplace Environment

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  1. disruptive and bullying behaviors: a threat to workplace safety and employee well-being Lunch and Learn |June 2, 2021 presented by: k. darrow brown, licsw program director, washington state employee assistance program

  2. objectives identify place address discuss

  3. some good news 89% of those who work with others describing their place of employment as very or somewhat civil. Source: Civility in American 2019 Solutions for Tomorrow, Weber Shandwick

  4. Experienced Incivility at Past or Present Job 50% 45% 43% 40% 38% 37% 35% 34% 34% 33% 30% 29% 25% 23% 20% 15% 10% 5% 0% 2011 2012 2013 2014 2016 2017 2018 2019

  5. some challenges 30% managers had fired or threatened to fire someone due to incivility employees said they had quit a job due to an incivility in the workplace workers indicated that workplace incivility affected work performance 25% 87%

  6. disruptive behaviors Disruptive behavior is inappropriate behavior that interferes with the functioning and flow of the workplace (stonybrook.edu) A behavior that has a negative impact on the emotional or physical well- being of persons in the workplace. Any negative behavior that has the potential to distract, undermine, or physically/psychologically damage team members. (ctileadership.com)

  7. disruptive behaviors continuum stalking serious injury, death inappropriate moderate to severe bullying Stated threats disrespectful, rude, discourteous Physical violence domestic/intimate partner violence mild bullying

  8. inappropriate behaviors making rude remarks displaying personal effects in the work space that could be perceived as strange or threatening demeaning or degrading statements inappropriate jokes or pranks swearing in public oversharing of personal life or professional life details

  9. disrespectful behaviors Public humiliation Criticizing, ridiculing, or dismissing achievements Shouting Degrading an employee/coworker in front of other people Inappropriate sarcasm Speaking in a condescending or belittling way Swearing at another person Dismissive or negative gesturing when someone else is speaking Talking over another person; poor behavior in meetings Refusing to speak to another person for work purposes Discounting the person s thoughts or feelings ( Oh, that s silly ) in meetings Stealing credit for work done by others

  10. bullying a persistent pattern of mistreatment from others in the workplace that causes either physical or emotional harm. repetitive and systematic engagement of interpersonally abusive behaviors that negatively affect both the targeted individual and the work organization repeated, health-harming mistreatment of one or more persons (the targets) by one or more perpetrators

  11. bullying myths If you are bullied, you are weak. Only men bully. Most bullies are managers. Bullies work alone. Ignore the bully. The problem will go away. It s not bullying, it s just tough management.

  12. tough boss Objective, fair, and professional. Self-controlled and unemotional. Performance-focused insistent upon meeting high standards and holding employees accountable for meeting those expectations. Organizationally oriented consistently operating to achieve the best interests of the organization.

  13. bully boss frequently misuses power and authority. focuses on personal self-interest, as opposed to the good of the organization. has emotional outbursts. treats their employees inconsistently and unfairly. appears to operate with intent to cause his or her target some kind of pain or personal distress.

  14. bullying - mild Ignoring someone by not responding to communications or requests for information or assistance Dismissive interpersonal communications Assigning blame Providing negative feedback in spite of successful performance Periodic oversights of leaving a person out of communications (including email) or social situations Delaying or not providing crucial information

  15. bullying moderate to severe Dismissive public responses to communications Dismissive interpersonal communications (shut down a conversation and not allow the other person to communicate his/her perspective) Ongoing misinformation ( forgetting to share need-to- know information which makes the other person look foolish or humiliated by not knowing ) Sabotage and/or creating a situation of impossible demands whereby the other person is left out or will fail to meet expectations

  16. bullying moderate to severe Starting gossip campaigns Publicly ridicule, insult, make jokes about person in his/her presence Routinely blaming and criticizing Intimidation by glaring, acting forceful, interrupting, shutting down another person (also includes contradictions and silent treatment) Pounding fist on desk, yelling, screaming, or throwing tantrums in front of others to humiliate the person Retaliation for the person reporting or asking for help

  17. self-reflection Have you exhibited any of the behaviors at work? If so, which ones and how often? Have you ever received feedback about negative behaviors at work? If so, do you have a plan to address the concerns and make things right?

  18. the impact physical health mental health on the job high blood pressure digestive issues headaches difficulty sleeping decreased appetite fatigue chronic worry about work anxiety depression hopelessness suicidal thoughts self doubt decline in job performance work avoidance difficulty focusing difficulty making decisions increase in mistakes/errors

  19. addressing conduct a self-assessment be direct, calm and professional while calling the behavior out document, document, document know your workplace policies regarding harassment, hostile work environments, etc. speak to your supervisor or your supervisor s supervisor talk to HR

  20. addressing Find a quiet, private space Arrange yourself so your access to exits are not blocked Ask open-ended questions Listen and let the employee explain in their own words what s happening Provide clear feedback based on your own observations Avoid language that blames or judges Collaborate with the employee to develop a plan Provide resources that align with the plan and with your role as supervisor

  21. addressing create policies that specifically address disruptive behavior, bullying and hostile work environments design, develop and implement workplace culture initiatives around civility, psychological safety and diversity, equity and inclusion cultivate culture

  22. training opportunities Inclusive Leadership: Building a Psychologically Safe Team Culture Workshop - https://des.wa.gov/training/CourseDescription/2190 - Workforce Learning and Performance, Department Enterprise Services Managing Job Stress - https://des.wa.gov/training/CourseDescription/195 - Workforce Learning and Performance, Department Enterprise Services Violence in the Workplace - https://des.wa.gov/training/CourseDescription/198 - Workforce Learning and Performance, Department Enterprise Services

  23. resources Workplace Bullying Institute www.workplacebullying.org Civility in America Survey 2019 Weber Shandwick - https://www.webershandwick.com/wp- content/uploads/2019/06/CivilityInAmerica2019SolutionsforTomorrow.pdf American Psychological Assocation, Center for Organizational Excellence - https://www.apaexcellence.org/resources/special-topics/workplace-bullying Workplace bullying: a tale of adverse consequences Innovations in Clinical Neuroscience - (Sansone RA, Sansone LA. Innov Clin Neurosci. 2015 Jan-Feb;12(1-2):32-7. PMID: 25852978; PMCID: PMC4382139.) The Society for Human Resources Management toolkit - (The Society for Human Resource Management - https://www.shrm.org/resourcesandtools/tools-and- samples/toolkits/pages/managingdifficultemployeesa.aspx)

  24. resources High Performing Teams Need Psychological Safety Harvard Business Review - https://hbr.org/2017/08/high-performing-teams-need-psychological-safety-heres-how- to-create-it How Do You Create Psychological Safety at Work Amy Edmondson - https://www.youtube.com/watch?v=U_35pAviSnI Creating Psychological Safety in the Workplace Harvarad Business Review - https://hbr.org/podcast/2019/01/creating-psychological-safety-in-the-workplace

  25. discussion and questions

  26. the washington state eap 877 313 4455 eap.wa.gov

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