WORKPLACE HARASSMENT
I. What do we understand by harassment?
In general terms workplace harassment or bullying can be defined as repeated or habitual abusive behaviour - physical or verbal, in manner or in attitude - that constitutes an assault on a person's dignity or their mental or physical integrity. This may create a hostile working environment and even put their job at risk. A distinction must be made between a professional disagreement, which can be quickly resolved, and a series of actions that undermine an individual's personality and integrity. For the definition applied at UNOG, see ST/SGB/2008/5.
II. How does bullying start?
In many cases bullying originates with a refusal to accept that someone may be different or have a different view. This leads to behaviour bordering on discrimination. A situation of harassment often arises where a more aggressive person begins dominating another psychologically, and the other is cowed into submission - although there are also many cases where a strong person stands up to a bully and nevertheless becomes a victim of harassment. There may be denigration of the victim on any of various grounds, including sex, sexual orientation, lack of competence, position in the organization, etc. Bullying may also involve pointing out a person's weaknesses, mistakes or failings until they feel guilty and lose confidence. The more or less confident a person becomes, the lower the quality of their work.
III. Aspects of harassment (non-exhaustive)
If you witness behaviours similar to those described below directed against an individual in your work unit, you may be witnessing harassment and you have a duty to act under section 3 of ST/SGB/2008/5.
- Fear
Bullies and harassers are essentially driven by fear. Fear is what pushes a person to violent behaviour: "attack is the best form of defence". It's a defensive reflex. With mounting psychological pressure from new management techniques, budget cuts, staff shortages and fixed-term contracts, fear has become an important factor in the working environment. - Isolation
Refusing, in a myriad subtle ways, to give a conscientious colleague the wherewithal to do their work is an effective means of showing them they are incompetent. They can be isolated by being ignored and left out of the loop: colleagues are instructed not to speak to them, management will not entertain any request for a hearing. - Humiliation
Making derogatory comments about a person, belittling them. Gossiping, spreading rumours. Discrediting them with supervisors and colleagues. Criticizing their private life, making jokes about their background or nationality. Sexual innuendo. - Verbal, physical or sexual attacks
Threatening someone with physical violence. Shouting at them. Invading their privacy with phone calls or letters. Following them in the street. Inappropriate or aggressive remarks. Ignoring health issues. - Intention
We may be aware that we are hurting another person but be unable to accept such a negative image of ourselves, so we may well reject this realization or even just accept it as a fact of life. However, in many cases we may not even be aware that we are harassing someone or of the impact of our actions. - Manipulation in the pursuit of power
This may occur where team members are vying for promotion to the same post. - Undermining working conditions
Restricting a person's scope to use their own discretion; not providing the tools or information they need to do their job; calling in question every decision they make; being over-critical of their work; taking away tasks or giving them tasks for which they are over- or under-qualified, or which they should not be doing for health reasons; making it uncomfortable for them to request entitlements such as leave, overtime, sick leave, etc.; blocking promotion.
IV. Consequences of harassment
- Individual
- Shame, humiliation
Victims find it difficult to speak out, particularly if the bullying is one-on-one. The shame comes from the inability to react, the feeling of powerlessness. - Confusion, disorientation
Giving contradictory instructions, or saying one thing and doing another, is a technique used by bullies: they may complain that a person is not doing their job but refuse to give them the means to do it. Colleagues or a supervisor may sideline a person, or abuse or humiliate them, yet the person may have no idea what they have done wrong. - Personality change
Bullying or psychological harassment can destroy a person's sense of self and produce lasting changes in their character; psychosomatic conditions may arise. There is little or no truth in the old saying, "sticks and stones may break my bones but names can never hurt me". - Destabilization
A victim of harassment may become neurotically obsessed with what they are going through. - Heightened rigidity
Harassment victims may exhibit increasingly rigid personality traits and hypervigilant/paranoic tendencies. - Retreat into psychosis
Like any violent attack or persistent humiliation, psychological harassment may cause periods of mental dissociation. - Death
Workplace bullying is a form of violence so destructive that it can drive the victim to suicide.
- Shame, humiliation
- Organization
Harassment demoralizes staff, depresses productivity and encourages absenteeism. Prevention is better than cure, and protecting staff from harassment is essential to keep individuals and the workplace functioning properly.
If you think you are witnessing harassment, or you are inadvertently engaging in harassment, or you are a victim of harassment, consult ST/SGB/2008/5.
Also read article "Joint Harassment Prevention Board"