bullying in project management: a global challengeharassment within most policies ! bullying may...
TRANSCRIPT
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Bullying in Project
Management: A Global Challenge
Paul Pelletier LL.B., PMP
Paul Pelletier Consulting -Copyright 2015
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Why Are You Here Today?
Play video clip of Devil Wears Prada – highlighting many examples of unacceptable, disrespectful behavior
“Does this look familiar to your project environments?”
“Have you been treated like this on a project by a boss, project leader, client or colleague?”
“How many of you think the boss is just getting results”?
Paul Pelletier Consulting -Copyright 2015
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Prevalence Rates of Bullying
Paul Pelletier Consulting -Copyright 2015
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Stats on Workplace & Project Bullying
S Computer Weekly – “…project work is taking toll on IT workers across the UK, with nearly two-thirds claiming to have been bullied.”
S 2013 Harvard Business Review – “the number of people… targeted by workplace bullying has increased drastically.”
S 2014 Guardian - bullying costs New Zealand “hundreds of millions.” Australia reports losses in the billions. United States bullying costs estimated > $200 billion.
Paul Pelletier Consulting -Copyright 2015
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Learning Objectives
S Define project bullying
S Tools for identifying bullies
S Impacts of bullying on projects
S Anti-bullying action plan for PMPs
Paul Pelletier Consulting -Copyright 2015
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Where do we start?
“If you are neutral in situations of injustice, you have chosen the side of the oppressor. If an elephant has its foot on the tail of a mouse, and you say that you are neutral, the mouse will not appreciate your neutrality”.
Desmond Tutu, Retired Archbishop, South Africa
Neutrality isn’t an option
Paul Pelletier Consulting -Copyright 2015
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Workplace/Project Bullying - Definition
1. Repeated health-harming mistreatment or verbal abuse;
2. Threatening, humiliating, intimidating conduct;
3. Sabotage that interferes with work; or
4. Some combination of the three
Paul Pelletier Consulting -Copyright 2015
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Bullying is not…
S Expressing differences of opinion
S Offering constructive feedback, guidance, or advice about work‐related behavior
S Reasonable action taken by an employer or supervisor relating to the management and direction of workers (e.g., managing performance, taking reasonable disciplinary actions, assigning work)
Paul Pelletier Consulting -Copyright 2015
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Bullying Behaviors
Paul Pelletier Consulting -Copyright 2015
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Bullying Behaviors (cont.)
Aggressive Communication Ø Insults, shouting, dirty looks, finger points, angry emails, staring down,
invasion of space, humiliation, starting rumours, social media taunting, harsh practical jokes
Manipulation of work Ø Removing/changing tasks, giving unmanageable workloads, impossible
deadlines, excessive micromanagement, preventing access to promotion/raises/training
Sabotaging work
Ø Withholding pertinent information, leaving employees out of communication, failing to give credit or stealing credit, constantly pointing out mistakes
Paul Pelletier Consulting -Copyright 2015
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Bullying is not Leadership
Paul Pelletier Consulting -Copyright 2015
LEADERS BULLIES
S Encourage Demotivate/Dictate
S Set Good Example Disrupt/Aggressive
S Integrity Lack integrity/ Avoid responsibility
S Build Destroy
S Resolve Conflict Create Conflict
S Fair/Mature Unfair/Immature
S Value/Reward Devalue/ Take credit/Sabotage
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What Motivates Bullies?
S Bullying is about power & control (win/loss)
S Bullies generally target someone who poses a "threat”. Envy/jealousy motivate
S Bullies seek to control and dominate (militaristic approach)
S Bullies are egotistical, often narcissistic
Paul Pelletier Consulting -Copyright 2015
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Unacceptable Workplace Behaviour (UWB)
Ø Most organizations have Respectful Workplace Policies that outline behavioral expectations
Ø UWB - “systematic, annoying, and continued actions which include threats and demands; creating a hostile work situation by uninvited and unwelcome verbal or physical conduct.”
Ø May be referred to as “UWB” or “workplace harassment”
Paul Pelletier Consulting -Copyright 2015
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Where does bullying fit?
S Bullying takes place in a disrespectful workplace and looks like harassment within most policies
S Bullying may represent both a violation of organizational policy and, if bullying or human rights legislation exists, a violation of these laws
S Respectful Workplace Policy violation is an internal matter
S Legal violation is an external matter
S Conclusion: In absence of legislation, 80% of bullying is completely legal
Paul Pelletier Consulting -Copyright 2015
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Most Common Bullying Scenarios
Paul Pelletier Consulting -Copyright 2015
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Who Gets Targeted?
S Targets usually are: S “Go-to" veteran workers
S More technically skilled than the bully
S Better liked than the bully S Ethical and honest
S People with nurturing and social orientation -- a desire to help, heal, teach
Paul Pelletier Consulting -Copyright 2015
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Why are Project Managers Targets?
S PMs are a perceived threat because: - they are bringing about change
- they are more skilled
- they are more liked/popular
- they draw resources toward their project – likely away from bully
- their project is high profile and gets them a lot of attention
Paul Pelletier Consulting -Copyright 2015
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How does Bullying Feel?
It feels as bad as it looks
It feels as bad as the project does
Paul Pelletier Consulting -Copyright 2015
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Health Impacts of Bullying
Bullying causes physical and mental health impacts, the most serious of which include:
S Cardiovascular (hypertension, strokes, heart attacks)
S Gastrointestinal issues
S Immunological impairment (infections, colds, flus)
S Auto-immune disorders (chronic fatigue, fibromyalgia)
S Debilitating Anxiety/ Panic Attacks
S Clinical Depression / Post-traumatic Stress
Paul Pelletier Consulting -Copyright 2015
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Project Impacts of Bullies
S Bullies have direct project impact
S Bullying prevents work from being finished
S Project team and individual creativity suffers
S Performance and team spirit deteriorate
S Customers turn away (project dies)
S Employee turnover
Paul Pelletier Consulting -Copyright 2015
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Project Team Member Impacts
According to a WBI poll “Among workers who’ve been on the receiving end of bullying:
S 48% intentionally decreased work effort.
S 80% lost work time worrying about the incident.
S 66% said that their performance declined.
S 78% said that their commitment to the organization declined.
S 12% said that they left their job
S 25% admitted to taking their frustration out on customers”.
Paul Pelletier Consulting -Copyright 2015
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Organizational Impacts
S Financial (projects fail/delayed, lost clients, lost staff, lost time)
S Human Resources (sick leave, replacing staff, complaints, conflicts)
S Legal (lawyer’s fees, conflict resolution, severance costs)
S Reputation (organization perceived as toxic, gossip, PR issues)
S Share Value (if it becomes a big issue, could decrease share value)
Paul Pelletier Consulting -Copyright 2015
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Personal Anti-bullying Action Plan
Start with you
Project managers can keep their own behaviour in check and foster civility among others
S Manage yourself
S Model good behaviour
S Ask for feedback
S Teach civility
S Create group norms
S Reward good behaviour
Paul Pelletier Consulting -Copyright 2015
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Paul Pelletier Consulting -Copyright 2015
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Take Away Points
S Bullying in PM is very prevalent
S Bullying has large negative impacts on people, projects and organizations
S As PMPs, we must act
S Increased awareness is having positive impacts
S Share information about negative impacts of bullying
S The goal - zero tolerance for bullying
Paul Pelletier Consulting -Copyright 2015
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Motivation to be a Change Leader
“You have enemies? Good. That means you’ve stood up for something, sometime in your life.”
Winston Churchill,
Former Prime Minister of the United Kingdom
Paul Pelletier Consulting -Copyright 2015
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Questions & Comments
S Bullying in Project Management: A Global Challenge
Paul Pelletier Consulting -Copyright 2015
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• Paul Pelletier LL.B., PMP
– (011) (604) 240-6460
– www.paulpelletierconsulting.com
– Linked in: ca.linkedin.com/in/paulapelletier
• PMI Ethics MAG
Contact Information
Paul Pelletier Consulting -Copyright 2015
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Thank you!
Paul Pelletier Consulting -Copyright 2015