‘WHEN NO ONE IS LOOKING, THEY ATTACK YOU’: EXPERT
Bullying and targeted harassment happen all too often, but even more insidious is psychological harassment, often from management
The City of Edmonton’s problems with bullying and targeted harassment are not unique.
The reason it can go on so long is because people can’t believe such insidious “psychological violence” is possible from people who act so nice, said Linda Crockett, founder of Alberta Bullying.
“They’re really well-liked. But when no one is looking, they attack you ... and no one believes you,” she said, describing patterns she’s seen from counselling an estimated 1,000 victims over the past five years, including some city employees.
“It’s very similar to domestic violence and sexual assault,” she said. “Because it is so hard to believe, the target is blamed.”
Crockett commented on what she sees as a widespread and damaging phenomenon Wednesday, after Postmedia outlined how a broken workplace complaints process seems to be supporting specific pockets of toxic work culture for some city employees.
She hears the same stories from employees for the government of Alberta, Alberta Health Services and other organizations.
She’ll be speaking to city council’s audit committee Monday, urging them to get a third party involved. Q In general, what kind of bullying are you seeing in your practice? A In the trades, it’s usually extreme verbal assaults, often in front of others, said Crockett. That happens in an office, too. But more insidious are campaigns of psychological harassment, often from someone in management.
A supervisor accuses an employee of things they haven’t done, spreads lies to ruin relationships with colleagues, deletes work, sabotages it or takes credit.
The employee is given incorrect deadlines or meeting times, then berated for showing up late, said Crockett. It’s a targeted effort to drive a person out.
“When you get to the end of the spectrum where it becomes a campaign against that person, it is psychological violence,” added Crockett. “That person is experiencing severe anxiety, they’re breaking down, they’re becoming unhealthy. The person knows they’re harming you and the tactics increase? That’s violence.”
Q Why would someone do that to someone else?
A Often because the aggressor is insecure, under high stress themselves or trying to hide a mental health issue, addiction or even an affair, said Crockett, who has counselled 15 offenders sent through mandatory referrals.
The problem often starts with flawed hiring and promotion practices, she said: “Are we hiring for merit or is there nepotism?”
Someone not qualified is more likely to feel insecure and threatened by the most qualified of their staff, she said.
Or stress from higher workloads or secrets they’ve been told to keep is a factor, she said: “Bullies don’t bully because they’re happy people.”
Q What can a victim do?
A “You want to start documenting immediately, as if you are preparing a report for the police,” Crockett said. Facts only, including the names, dates and times.
“Keep that documentation off site,” she added, warning it will likely be used against the person if found by the aggressor.
Bystanders play an important role, but not everyone can help, she said.
They might be on probation, bullied in the past themselves or have a sick child at home and can’t afford the risk to their jobs.
They can still document just in case and reach out. “(A victim is) at a high risk of isolation,” said Crockett. Even a coffee or a walk without discussing the issue will likely help.
Alberta Bullying (abrc.ca) has counselling, advocacy and investigators available.
Q What does she recommend for the City of Edmonton?
A The city can’t deal with this on its own, said Crockett: “I know this has been going on for years. Many good employees have left or been forced out.”
“When a organization this size has been having such long-term issues, many complaints, it’s impossible for restoration with internal processes. There is no trust,” she added, recommending two Calgary-based former police officers with experience in the area.
External investigators should look at cases currently before the city, she said.
To refine the policy, the city manager should set up a panel with a mix of external experts and staff.
They should hold a survey, run by a third party and shared transparently, to let employees comment on the changes.
“It’s critical employee voices are heard,” said Crockett.
“Give them back some power.”
When you get to the end of the spectrum where it becomes a campaign against that person, it is psychological violence.