Bully-Free Workplace

According to the Bureau of National Affairs, businesses in America spend $5 to $10 million per year in related costs associated with workplace bullying. This is probably a low estimate. Well over half of the working population have, at some point, been subjected to this kind of behavior from co-workers.  Long before there is stark evidence of workplace violence, it is highly likely that there has existed evidence of bullying, bullies and some level of report from victims.  Prevention of workplace violence needs to begin with the creation of a psychologically healthy workplace.

What is bullying? There are multiple definitions but most include descriptions related to recurring negative interpersonal behaviors, usually connected to a power imbalance where the “perpetrator” is more securely established in the organization relative to the “victim” who may feel the need to tolerate the abuse in order to retain employment. Where there is no power imbalance, bullying behavior might also occur as “wolf pack” behavior where an individual is subjected to multiple perpetrators, who might actually be peers. Also, witnesses to bullying are affected in anticipation of what might be possible for themselves, as well as the sense of losing faith in management.  Learn more at: www.workplacebullying.org

Using the GEMA™-Lead360 model, bullying behaviors can be classified on the "Self Above Service" domain with some examples below:

An organizational culture that allows, or even encourages, bullying fosters the most extreme examples of abuse and is most often characterized as a psychologically unhealthy workplace.

It is tempting to think that increased communication would reduce conflict and improve organizational conflict management. However, with "psychologically entitled" and abusive workers, such efforts to increase communications will often result in increased frustration and a hardening of positions.

Mediation most often fails because the conflicting "positions" are not equitable from the beginning. Can you "mediate" abuse without justifying it? There is no substitute for leadership that is fair, open and honest while willing to enforce stated policy regarding abuse.

GEMA™-Lead360, along with a quality personality assessment tool, will create the data needed to functionally and effectively confront the abuser ina professional manner. Then, depending upon the quality of the relationship that is established with the professional, real progress, in the form of behavior change, can be created and maintained. This progress, in the form of "movement," can be measured by GEMA™-Lead360.

Personal and organizational effects of bullying might include:

• Stress disorders
• Reduced performance
• Poor decision making
• Sleep disturbance
• Digestive problems
• Phobias and anxiety disorders
• Increased replacement costs
• Derails careers
• Increased legal actions

Organizational specific norms are created from the “Pre” assessment, using GEMA™-Lead360. Most instruments use “national norms” which are insensitive to specific organizations. Basically, using norms that apply to everyone means the norms really apply to no one.

How can GEMA™-Lead360 help?

GEMA™-Lead360 Special Characteristics:

• Individual assessment and feedback
• Multi-respondent 360 degree feedback
• Multiple dimensions assessed
• Five separate scoring analyses
• Behaviorally based and reliable items
• Concurrent validity studies indicate validity
• Values based theoretical structure
• Can create organizationally specific norms
• Is a repeated measures device
• Positives and negatives assessed
• Detects individual and group “movement”
• Is completed in about 20 to 30 minutes (86 items)
• Useful in creating and maintaining teamwork
• Encourages positive leadership behavior
  

What will GEMA™-Lead360 do?

• Build, maintain and grow a connected, cooperative, and contributing teamwork synergy
• Energize all associates to make visible contributions beyond the boundaries of their immediate assignments
• Provide associates feedback that is difficult to give and provide a follow-up measurement of interpersonal leadership development
• Harness the "collective genius of the group" by helping team members create unique teamwork products
• Inspire increased interaction and leadership behavior in those who tend to be more withdrawn and inexpressive
• Identify entitled and uncooperative attitudes while encouraging all associates to connect, cooperate and contribute
  
  

Encourages Positive Leadership:

• Discourage the striving toward individualistic entitlement over team members as a source of success
• Discourage disrespectful domination and control used for the purpose of demonstrating power over others
• Discourage isolation, distrust and withdrawal as team member behaviors
• Encourage useful contribution in line with organizational visions as a source of individual success
• Encourage interpersonal cooperation and mutual respect at all levels of the organization
• Encourage interpersonal expression, connection and trust at all levels of the organization
  

Advantages of 360 Degree Instruments:

• Maximizes each associate’s contribution to organizational success by directing specific behaviors to be in line with organizational visions
• Detects those with advanced leadership potential allowing the developmental process to begin sooner
• Enhances the credibility, validity, fairness and accuracy of competency based teamwork performance information
• Helps individuals understand how his or her behavior affects others and directly addresses the need to change specific behaviors.

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Special features of GEMA™-Lead360