Yelling, swearing, stomping, throwing objects, slamming doors, pounding tables, sending snarky emails . . . all behaviors that employees may reasonably describe as workplace “BULLYING.” Because of well-researched psychological phenomena, however, the “BULLIES” perpetrating these problematic behaviors always have a situational and rationalized reason for them:
- The employee made a critical, careless mistake;
- The team missed a deadline or lost a client;
- Sales projections are way off course; and,
- I was very angry and frustrated.
Once we humans have settled on a situational rationalization for our behavior, we seldom, if ever, perceive our own behavior as unjust, irrational or socially unacceptable like BULLYING; after all, the overwhelming majority of us consider ourselves kind and decent. Yet, as HR practitioners well know, toxic emotional outbursts at work BREED workplace BULLYING complaints, reduce leadership credibility and worse, fuel claims of HARASSMENT in violation of state and federal civil rights laws.
How can HR leaders and in-house counsel provide effective anti-bullying training when people seldom perceive their own behavior as bullying?
We confront this inconsistency directly, and help HR leaders and managers appreciate the disconnect between their intended message and the one conveyed by angry, emotional outbursts.
In this engaging program, participants will
- Learn basic psychology concepts that are relevant to the human workplace.
- Explore the risks of the “bullying” attribution, including risks of legal claims and the erosion of leadership credibility.
- Develop new tools they can use for addressing employee underperformance, infractions, and/or mistakes.