![]() It finds that bullying tends to start at the top, trickling down through the ranks, and that bullying breeds more bullying, making it an entrenched cycle that's tough to stop.įerris now works in a Calgary, Alberta-based private practice where she counsels workers on how to deal with hostile verbal or nonverbal interactions at work. The research also suggests that pervasive workplace bullying has five to six times the lasting effect of positive workplace events (see page 74). ![]() Like many victims of workplace bullying, it was only later, after undergoing psychotherapy, that Ferris realized that her problems were the result of her company's "see no evil" mentality-a workplace culture that she defines in her research as allowing bullying to become the norm.Ī recent wave of research is finding that her experience-and her co-workers' and company's mentality-were anything but unique. "No matter what I did, it seemed like I was being set up to fail," she recalls. When she couldn't produce adequate results, they ignored her pleas for support.įerris logged more hours to challenge her colleagues' accusations and to keep her job. Rather than investigate why Ferris was omitting information, the managers decided she needed to "toughen up," so they withheld support, forcing her to use atypical and complicated means of procuring the information. Then Ferris overheard the colleague telling her managers that Ferris's errors were the result of ineptitude and laziness. Psychologist Pat Ferris, MSW, PhD, was working as an employee-assistance administrator when it first happened: A colleague withheld information from her about a project.Īt first she thought it was an innocent mistake.
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