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如何遏制职场暴力

Eleanor Bloxham 2013年04月26日

职场上的排挤、欺凌和敌对会严重影响创造力。而这种情形在许多公司内普遍存在。如何遏制职场暴力?承认问题是第一步,文化建设则是关键。

    职场围攻是否会针对特定的人群?达夫表示,截至目前的调查结果显示,这种行为并没有特定目标,任何人都可能会遭到围攻。

    不过,她也表示,与公司主流截然不同的群体更有可能成为被围攻的对象。通常情况下,最出类拔萃的人往往会成为目标。有时候,人们会攻击有不同交流风格(直接 vs. 间接)的人,或经常直言不讳,敢于说出问题的人。而受害者可能具有不同性取向、性别、种族或国家背景。此外,她还表示,高敏感性也是一种差异。

    那么,管理者和同事们又该如何避免职场围攻呢?达夫认为,第一步是要承认,围攻行为通常都是得到了公司心照不宣的或明确的允许。领导层和个人必须宣扬礼仪,解决公司内任何负面的交流圈。达夫认为,在充满关爱的环境中,人们更多关注交流的质量,进而可以避免围攻行为的发生。

    公司还可以培养一种“无流言”文化。达夫说道,许多公司都已经制定了无流言规定,要求员工在相互交流时关注公司的使命、任务和目标。达夫建议,公司制定反围攻和反欺凌政策,同时不断对管理者和员工进行教育。

    根据笔者的经验,围攻不仅仅会发生在公司的一线岗位。在许多公司的董事会,60岁左右的成年人之间也会发生围攻行为,特别出色的、敢于直言的董事可能会受到排斥、甚至被排挤出董事会。而人们对这方面的认识并不明确。不论是在哪个层面,公司都应该注意许多重要的迹象,例如高效的、富有创造力的员工流失等。

    达夫表示,最近,越来越多的员工就精神虐待、欺凌和围攻提起诉讼。而且,有人已经获得了巨额赔偿。去年,梅瑞迪斯•鲍彻起诉沃尔玛(Wal-Mart)精神虐待,最后法院判决沃尔玛向其支付150万美元。

    达夫说:“工作场所应该是在精神上安全的地方。这是工作者最基本的权利。”(财富中文网)

    埃莉诺•布洛克斯汉姆为董事会咨询机构价值联盟及公司治理联盟的CEO。

    译者:刘进龙/汪皓

    Does mobbing tend to get directed at certain kinds of individuals? Duffy says that, so far, findings on this are all over the map, and that it appears any personality profile can be mobbed.

    But groups are more likely to mob those who are different from the organization's norm, she says, and often, the best and brightest are targeted. Sometimes, the person attacked has a different communication style (direct vs. indirect) compared to others or is outspoken and willing to call out a problem. The person may have a different sexual orientation, gender, ethnicity, or national background from the others in the group. High sensitivity would be another a difference, she says.

    What can managers and coworkers do to prevent mobbing? The first step, Duffy says, is to recognize that mobbing always involves the organization's consent, tacitly or explicity. Leadership and individuals must promote civility and address any negative communication loops in the organization. Caring environments, where individuals pay attention to the quality of communication, prevent mobbing, she says.

    Organizations can also promote a no-gossip culture. Some firms have instituted no-gossip rules, Duffy says, and ask employees to focus instead on their company's mission, tasks, and goals when they communicate with each other. Duffy suggests companies develop anti-mobbing and bullying policies, and educate managers and staff on an ongoing basis on these issues.

    Based on my experience, mobbing doesn't just occur in the corporate trenches. Adults in their 60s engage in mobbing in some boardrooms, where a particularly bright, outspoken

    director may be ostracized or pushed off the board. And awareness is low. At all levels, organizations need to pay attention to indicators like turnover of highly productive and creative people.

    But more employees are suing for emotional abuse, bullying, and mobbing, these days, Duffy says. Some are winning large awards. Meredith Boucher sued Wal-Mart (WMT) for emotional abuse and won a $1.5 million verdict in court last year.

    "Workplaces should be emotionally safe places," Duffy says. "It's a basic worker's right."

    Eleanor Bloxham is CEO of The Value Alliance and Corporate Governance Alliance (http://thevaluealliance.com/), a board advisory firm.

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