When are actions, dismissed in the workplace as 'culturally acceptable behaviour', 'office politics', 'adjustment to culture', 'initiation to regime', and 'mentoring', really abuse of power in the workplace? Child abuse and marital abuse are out in the open, recognised as a problem within our society. In the workplace, legislation ensures that physical abuse and sexual harassment are seen as unacceptable, and perpetrators of this type of abuse face legal action. Yet, abuse in the workplace continues unrecognised, or at least justified as inevitable, in the world of corporate affairs and workplace politics. The level of abuse in the workplace is difficult to gauge. If the 'horror stories' surfacing at any mention of this subject indicate how widespread this problem is, then there is an urgent need to address this issue by documenting incidents, finding the source of the abuse and what and who perpetrates it, and developing a procedure to eliminate the abusive behaviour. What
form may psychological abuse take in the workplace?
This paper discusses one form of abuse in the workplace: sustained psychological abuse. This form of abuse systematically undermines self-esteem and destroys self-confidence through sustained undermining of the rights of another. Its subtlety is insidious; those people perpetrating the abuse are masters at disguising their action and the effect on the victim is difficult to detect or to isolate. Furthermore, those inflicting the damage do not see their behaviour as wrong or unjust because they can justify their actions as being for the good of the company or the workgroup. If challenged about the behaviour, the abuser twists blame away from themselves by crying victim of circumstances. The effect on the victim can be debilitating and long lasting. Why
do some people become perpetrators of abuse?
Research on psychological abuse within close relationships, such as between spouses, family members and child and adult, has shown that in many cases the abuser was once a victim. Abusers in domestic violence tend to have:
The same kind of abuse can happen in the workplace, with abusers believing they have a right to inflict their controls and expectations on others, perhaps because they have suffered at an earlier stage in their career. When
I started here 17 years ago, I
didn't get any help from anybody. I had to start at the bottom and do
all the difficult jobs. Nobody ever encouraged me. I had to fight for
everything I got.
Once they are in a position to dominate others, the take the opportunity to retaliate. Abusers devalue individuals' strengths, abilities, competencies, intelligence and integrity because to acknowledge these qualities as 'good' is to damage their own, already low, self-esteem. In a work situation, the abuser uses their position to exaggerate or fabricate weaknesses in others to cover up personal inadequacies and insecurities in the job. How
do abusers reduce a confident, skilled worker to a state of
helplessness, fear and panic, leading to complete compliance? The abuser systematically destroys self-confidence and self-esteem over a period of time. The abuser is not always in a position of legitimate power but has power over resources and 'in house' knowledge and, particularly, power by association due to alliances with people in positions of legitimate power. In order to identify the process of abuse leading to complete compliance, I use a model based on the severest form of abuse – that of physical and mental torture – developed by Biderman after studying the breakdown of the American soldiers, through emotional and physical torture techniques during the Korean War. His work is reported by Amnesty International in their Report on Torture (1975). Amnesty International suggests there is no precise and scientific definition of torture because 'it describes human behaviour, and each human being is unique, with his own pain threshold, his own psychological make-up, [and] his own cultural conditioning.' (Biderman, 1975:33). However, they suggest that the following elements give the term torture its meaning and should be incorporated in any comprehensive definition:
Elements of psychological abuse in the workplace correspond with elements of torture and the outcome of the torture process. The following chart parallels stages of psychological abuse in the workplace with those stages outlined in Biderman's Chart of Coercion. Stages of Psychological
Abuse
Developed from Biderman's Chart of Coercion in Amnesty International (1975) Report on Torture, London, Gerald Duckworth & Co. p51 How
can this happen in the work place?
Abusers work their way into situations where they still have influence over the vulnerable – appointees, newly promoted staff, and those in highly stressful working situation where deadlines and client satisfaction are crucial. People become victims of these abusers when they are isolated from the rest of their colleagues. Once they are without a support system that can put unreasonable behaviour into perspective, they are vulnerable to the stages of abuse that lead to complete coercion. If other members are aware of the danger of this abuser, but unaware of how people become a victim to the abuser, they may see this early alliance as threatening and so ostracise the victim, expediting the abuser's aim. As the victim becomes reliant on the abuser, the victim is overwhelmed by the perceived power this person has over others. Other members of staff keep their distance which means the victim has no way of substantiating any of these stories of power. Because of the constant drive to meet unreasonable demands and expectations in order to gain approval and stop the abuse, the victim becomes physically, and in turn emotionally weak which reinforces compliance rather than challenge the abusive behaviour. The victim knows that he or she is being treated unfairly, but feels powerless to do anything about it. Veiled threats and stories that climax with the demise of other members of staff at the hands of the abuser are further incentive to comply with the abuser's demands. The victim believes that compliance means that the abuse will abate. By this stage victims blame themselves for their low self-esteem. They think they are not worthy to hold the position and so should be grateful for any tolerance offered. Positive comments of actions, often displayed in public, offer the victim a chance of respite from the abuse – the chance to believe the worst is over. Yet in reality, the victim falls further into the coercive pattern of behaviour as the abuse returns. By this stage, the victim can see no way out of the situation. The victim is reduced to self-preservation tactics. Compliance with the requests and expectations seem the most reasonable . Once this pattern of compliance is established, it is difficult to break. Why
is this type of abuse so difficult
to detect and document?
Psychological abuse is very difficult to document and even more difficult to prove. No tangible evidence exists. When the abused comments on concerns and is asked: Well, what is happening to cause such stress? The answers are difficult to express. Each answer seems trivial and pathetic:
The abuser always has an explanation to cover any query about the abused:
What
is being lost if this is allowed to continue?
The cost to any organisation whose workers are suffering this type of abuse is substantial. Individual workers are not performing anywhere near their potential. Their enthusiasm, creativity, vision, participation in decision making, and productivity is curtailed. Employees with high potential for developing the organisation are lost through unnecessary staff turnover. The symptoms of the abuse lead to increased demand on sick leave and eventually superannuation. Abuse affects the morale of all workers. If this type of abuse is rewarded in any way, it leads to more workers adopting abusive forms of behaviour to attract attention and gain what ever spoils are in the offering. The spiral abuse must be stopped. What
can the aware manager do?
Those in positions of legitimate power can make change. In the first place, model appropriate leadership behaviour and make it know that you do not condone or tolerate coercive leadership practices. In identifying the source of the abuse, it is necessary to ask if psychological abuse is ingrained in the culture of the company or if it has been imported through individuals. Be aware an sensitive to instances where people are using their power in an abusive way. Relegate the myths and stereotypes in the workplace that perpetuate abusive behaviour continuing to the past. Acknowledge that abuse of power exists and is not acceptable behaviour. The following clichés indicate tolerance of abuse: That's
the way we have always done it around here.
I had to put up with it and I'm still here. If they don't like it they can leave. It's good for them. About
the abuser
If the abuse can be isolated to an individual or small group, then the power and opportunity to abuse can be reduced. Where possible change the job role of the abuser. Remove them from any activity where they can have influence over workers who could be vulnerable. Induction programs, mentoring programs, leaders of small task groups and controlling the work schedules of individuals are not the places for these people. Do not reward any outcome that has been completed at the expense of someone else's health. Identify specific behaviours and, where ever possible, document the abusive behaviours. Challenge the behaviour at very opportunity. Back up the challenge with documented evidence. Challenge the abuser's explanation with clarifying questions and insist on specific answers to questions. Unless the abuser takes responsibility for abusive behaviour, no change can occur. For example violence is the responsibility of he abuser. Professional help would benefit abusers once they come to the stage of taking responsibilty for their actions and wanting to change. For
the victims
The most productive action in these abusive situations is to intervene to release the victim from the cycle of abuse. Even though these strategies may not address the cause of the abuse, the victim must not be neglected in the interim. Remove the victim from under the control of the abuser. Set up a support system of colleagues. To begin to restore self-esteem, set tasks that ensure success and respect from a wider group of the workers. Then provide opportunities for the abused to take control of their tasks and responsibilities free of ridicule, doubt and innuendo. Support the victim by acknowledging that abusive behaviour is not condoned. What they experienced was real: they did not imagine it. Help the victim to reassess the power base of the abuser from the new perspective. Continue to support the victim as he or she develops coping strategies for dealing with psychological abuse. Conclusion
Psychological abuse exists in the workplace. Workers suffer sustained degenerative abuse that undermine their self-confidence and leads to debilitating life changes. The abusers affect workers above and below them and are usually well-known for their behaviour. Abuse of others in the workplace is not acceptable. The abuse needs to be recognised in all its ugliness, documented and brought out from behind the 'respectable' roles and actions that disguise it. Effective policies must be guided by research. Policy makers need far more information than is presently available on such issues as:
Finally,
we need to learn more about organisational policies and practices
towards abuse, to identify the types of responses available to
targets of abuse and the effectiveness of these policies and
practices in curtailing and preventing abuse.
They offer policy makers the following challenge: Given
this uncharted territory, organisations should be open to management
researchers who wish to investigate abusive managerial behaviours.
This requires executives to admit that managerial abuse can occur,
and acknowledge that learning abut abuse and taking corrective and
preventative actions are needed.
REFERENCES
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This paper is provided with permission from the author, Robyn Mann This article appeared earlier in Bullying—from Backyard to Boardroom. (Sydney, Millenium books) An alternative version of this paper is on the website of the University of Adelaide http://www.adelaide.edu.au/hr/ohs/indiv/occstress/psychabuse/ (thr biography shown below is from that site) Robyn Mann (Writer and Researcher) PO Box 50 TOOWONG QLD 4066 Brief biography of Robyn Mann Robyn researches psychological abuse in the workplace. Psychologists, psychiatrists and counsellors throughout Australia use her work to help targets of psychological abuse at work understand what happened to them and why they experienced such a debilitation reaction. Her work is influenced by her experiences as a manager with a psychological abuser on staff, the counsellor of a manager suffering psychological abuse at work and finally being the target of psychological abuse at work herself. Since her first paper in 1994, hundreds of targets of abuse who have contacted her after conferences, radio interviews and publication of work have driven the focus of her research. Their questions and need for further information have created each new stage. Robyn holds a Master of Business Administration (Human Resources) and has lectured in Business Communication to Masters Level at Queensland University of Technology. She is presently enrolled in PhD programme at Deakin University in Melbourne. |
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