Bystanders and bullying

There are many reasons why colleagues at work fail to come to the aid of a fellow worker being bullied. These include:

* the bully has gone round the department and warned everybody off, often using implied threats of reorganisation (redundancy), restructuring (redundancy) or even disciplinary action against anyone who helps the target
* the bully creates a climate of fear where everybody is afraid to speak out or take action
* fear of reprisal
* very few people, when put to the test, have the integrity and moral courage to stand up against bullying, harassment, corruption etc; the target is selected often because they do have this moral courage; most people will pass by on the other side, only targets have the integrity to be a good Samaritan
* in the presence of an aggressor, particularly a devious, manipulative, charming one, many people prefer to act more like sheep than humans
* many bystanders are only mediocre at their jobs and their sense of vulnerability through fear of being targeted is thus greater
* understanding of bullying is low and many people still hold outdated views such as "why don't you stand up for yourself?" [answer - because the moment you assert your right not to be bullied the bully moves into phase two of the bullying process which is elimination and "if you can't stand the heat get out of the kitchen"
* work colleagues often have no understanding or experience of bullying, manipulation, psychological violence, etc
* some bystanders are able to employ the "I didn't know what to do" excuse to abdicate and deny their responsibility; bystanders who use this excuse make no effort to find out
* you'll be surprised to realise how many work colleagues have brown noses which you hadn't noticed before or which you'd put down to sunburn
* some of your workmates will turn out to be turncoats
* denial is everywhere
* in environments where the bullying is entrenched, it's regarded as "normal" behaviour
* work mates think that if they keep their heads down, their mouths shut and pretend nothing is happening then it won't happen to them [wrong - their turn will come eventually]
* work colleagues have their own share of problems and they're not going to risk losing their job for someone else
* your workmates are not people you have chosen to be with and they may not be friends - they just happen to be there
* work is an institution, not a family or community; your co-workers have no legal obligation towards you
* bullying goes on over a long period of time, the target eventually becomes obsessive about the bullying, work colleagues start to experience compassion fatigue and turn off; if the bullying continues, colleagues may become aggressive and actively join in with the mobbing, victimising and scapegoating as the pack mentality takes over
* unlike assault and harassment, bullying is subtle and comprises hundreds, perhaps thousands, of incidents which out of context and in isolation are trivial - thus bystanders can't see the full picture
* bullies exert power and control by a combination of selectively withholding information and spreading disinformation, therefore everyone has a distorted picture - of only what the bully wants them to see
* bullying often goes on behind closed doors so no-one sees it or recognises it
* bullying may be carried out in front of people who are unable to recognise the tactics of bullying, especially the use of guilt and sarcasm
* the bully goes to great lengths to undermine their target and portray them as a poor performer - work colleagues are encouraged to regard the target as a threat to the organisation
* the bully is a smooth, slimy, sycophantic individual who excels at deception using a combination of compulsive lying, Jekyll and Hyde nature, manipulation, mimicry of normal behaviour, self-assuredness and charm
* bullies, especially female bullies, are masters of manipulation, and are fond of manipulating people through their emotions (eg guilt); bullies see any form of vulnerability (eg the need to pay the mortgage) as an opportunity for manipulation and exploitation
* your colleagues at work have vulnerabilities too
* bullies are adept at manipulating peoples' perceptions with intent to engender a negative view of the target in the minds of work colleagues, management and personnel - this is achieved through undermining, including the creation of doubts and suspicions and the sharing of false concerns
* bullies poison the atmosphere and actively poison people's minds against the target
* when close to being outwitted and exposed, the bully feigns victimhood and turns the focus on themselves - another example of manipulating people through their emotion of guilt, eg sympathy, feeling sorry
* most bystanders are hoodwinked by the bully's ruses for abdicating responsibility and evading accountability, eg "that's all in the past, let's focus on the future", "what's in the past is no longer relevant", "you need to make a fresh start", and "forgive and forget, you've got to move on", etc.
* the bully encourages and manipulates bystanders to lie, act dishonourably and dishonestly, withhold information and spread misinformation
* the bully manipulates bystanders to punish the target for alleged infractions, ie the bystanders become instruments of harassment
* the bully is often able to bewitch one especially emotionally needy bystander into being their easily controlled spokesperson / advocate / supporter / denier
* the bully often forms an alliance with a colleague who has the same behaviour profile, thus increasing the levels of threat, fear and dysfunction
* the bully is able to charm and manipulate a number of bystanders to act as supporters, assistants, reinforcers, appeasers, deniers, apologists and minimisers
* in an environment where aggression is dominant, good people become disempowered and disenfranchised
* many people do not have the emotional intelligence or behavioural maturity to understand bullying, let alone deal with it
* when there's conflict in the air, most people want to be on the winning side, or the side they think will survive
* some people gain gratification (a perverse feeling of satisfaction) from seeing others in distress and thus become complicit in the bullying
* a few sad people think that bullying is funny
* some observers regard behavioural responses that are reasonable and civilised as a sign of weakness rather than maturity
* many people lack critical thinking skills and analytical abilities and thus cannot see through the facade or the bully's mask of deceit
* apathy is rampant
* many employers are interested only in creating a workforce of corporate clones and drones so this is what employees are programmed to be
* the bully grooms bystanders, and the target, to believe the target deserves the treatment they are receiving
* when the target of bullying is off sick, the bully labels them as having a "mental health problem" and forbids staff to contact the person
* the bystanders see only the Dr Jekyll side of the bully, but only the target sees the Mr/Ms Hyde side; Dr Jekyll is sweet and charming, Mr/Ms Hyde is evil; Mr/Ms Hyde is the real person, Dr Jekyll is an act
* many workplaces undergo reorganisation every six months (or more) therefore there's never sufficient time for employees to gain an accurate picture of the bully

It's easy to see the parallels between the actions and inactions of workplace colleagues and how Hitler was able to co-opt so many of the German people into supporting him - those with the moral integrity to refuse were arrested, tortured and shot. Hitler was not the first dictator to eliminate anyone who objected. Rome created a great empire, not by having meetings, but by killing all those who opposed them. In the workplace, those who decline to support the bully are isolated, victimised, scapegoated, have undue constraints and excessive workloads imposed, and are then subjected to disciplinary proceedings on trumped-up charges as a prelude to losing their job (as well as their career, livelihood and health).

Bystanders can make a significant difference in the workplace (and in bullying situations in school); bullies are cowards and if they sense that someone other than their target is going to expose them, they may slink away with their tail between their legs. However, bullies are extremely vindictive and will do everything in their power to destroy anyone who can see through their mask of deceit. In very rare cases you may receive information from a bystander who wants to help but is afraid to do so publicly for fear of retribution - and fear of becoming the next target.

Fear of a bullying boss, or fear of someone in higher authority who can wreck your career, is a common reason for people refusing to speak out. Disaster and death can result. An article by Olivia Barker in USA Today on 8 December 1999 titled "4 studies aim to reduce, resolve medical mistakes" reports the USA Institute of Medicine's finding that 98,000 people die each year from medical mistakes caused by cultural and systemic problems. In many cases a junior member of staff saw the error being committed but was too afraid to speak up. Bullying by consultants is rife in health services, many of whom fit the Guru profile.

Unwillingness by co-pilots and engineers on the flight deck to speak out against the erroneous and potentially fatal actions of the pilot were a factor in several major air disasters including the BEA Trident which crashed in Staines, London on Sunday 18 June 1972 and in the world's worst airplane disaster at Los Rodeos airport in the Canary Islands on Sunday 27 March 1977. In the former, the abnormal heart condition of Captain Key and his autocratic overbearing manner (it is thought these two are connected) led to a series of errors during takeoff from London Heathrow which the flight crew were unable or unwilling to highlight or correct.

In the latter, two jumbo jets (KLM Boeing 747 PH-BUF and Pan American Boeing 747, N736PA) collided on the runway after KLM's most senior pilot Captain Jacob van Zanten commenced takeoff without proper clearance from air traffic control. Fog, confusing radio communication, Captain van Zanten's impatience to get airborne (and get home before he exceeded his duty time) plus the reluctance of the co-pilot and flight engineer to question and especially overrule the Captain, contributed to 583 deaths. Pilot training was subsequently altered with the introduction of CLR (Cockpit Leadership Resource) or Cockpit Resource Management (CRM) whereby the flight deck crew work as a team rather than an autocratic hierarchy.

Today the main issue in the airline industry (and elsewhere) is bullying from non-operational managers whose priority - and sometimes sole concern - is to achieve profits for their company. The views and needs of pilots - whose concerns are over safety or legal constraints - are ignored, downplayed or overruled. When profits and safety collide - especially in the transport industry - it's profits which may gain the upper hand, especially in times of an economic downturn. The
safety system may, in this way, become eroded. Pilots who raise legitimate issues are therefore likely to find themselves fighting the company they work for, and being threatened with dismissal for "bringing the company into disrepute".