Bullying happens because we allow it to happen and the main culprits are the management types. When we stand up we are told we are wrong. Bullying is no longer a physical proposition alone. It is cognitive, affective, and spiritual. It sucks us dry.
"Leaders don’t matter until they do what matters. Intrinsic human worth and the value of a leader are separate issues. You don't matter when you do what doesn't matter. The more value you bring the more valuable you are..."
Guest article written by Dr. Susan Foster Faculty Member, M.Ed. in School Counseling at American Public University The Centers for Disease Control and Prevention has classified bullying as a public health crisis.
This is a big question, and one I was asked this week by a friend, and I thought I’d share my answer with you. Firstly let’s explore happiness and what most people think happiness is and how they feel happiness. In the modern day happiness is perceived as excitement, jumping up and down shouting “wooohoo” perhaps, or being out at a bar or club drinking and dancing and laughing with friends. When a person becomes excited a friend will often say, “why are you so happy”. And, if you aren’t smiling, a friend will often say, “why are you so miserable”. If you aren’t excited or displaying physicals signs of enjoyment it may be perceived that you aren’t happy. Happiness is therefore misperceived as a heightened state of mind, one where the mind is overly stimulated, adrenaline is rushing; a natural buzz if you like. If a person is happy in this state, does that mean they aren’t happy when not in this state? And what of introvert personalities, those who naturally don’t overtly display emotion, are they to be classified as not happy? Of course not, because this definition of happiness is wrong.
For decades, the workplace learning-and-performance field has found itself swamped with fads and misconceptions that harm learners and depress learning results. One of the most important sources of improvement is research. Unfortunately, research on learning is tucked away in academic journals that are essentially indecipherable to most practitioners. For research to be useful, it must be translated into clear, concise, and potent recommendations. Instead of focusing on hundreds or thousands of recommendations, practitioners need a short list of key factors to target for improvement. After 15 years of research, a dozen learning factors have been uncovered that—if implemented—can improve learning results dramatically. These “Decisive Dozen” will be detailed in a forthcoming book. This paper shares an abridged version of the research support.
Research suggests that a default brain mechanism may cause us to lose empathy when we gain power. So promotions really do make us mean.
In one of the first studies to make this claim, scientists now say a default brain mechanism may cause us to lose empathy when we gain power...
Obhi and his team found feelings of increased powerfulness shut down our mirroring system -- and potentially our empathy -- through a default mechanism in our brains.
Liza Aziz-Zadeh, assistant professor at the University of Southern California, studies empathy from a neuroscience perspective and says the findings are interesting. "People who activate their mirroring system more, also score higher on empathy."
"Recognize employees who question the status quo. When employees take the risk of creating a productive disruption, give them positive reinforcement. If someone pushes back or raises an uncomfortable question in a meeting, back them up rather than shut them down. If possible, use it as a teachable moment to encourage others to do the same.
Set ground rules for conflict. Since everyone struggles with conflict to some degree, develop a few standards for how your team can manage it constructively. For example in one company’s review sessions, participants need to begin with at least two positive comments before anyone is allowed to throw in a criticism. Although it feels a little awkward at times, this practice forces everyone to take a more balanced view of other people’s work, which reduces the tension and allows for more productive discussions. In another firm, every meeting ends with five minutes of what’s called a “plus/delta” critique of the meeting – with quick comments about what was good about it and what should be changed the next time. Again, this more structured practice makes it easy and acceptable to openly and constructively criticize."
Not everything can be structured, but the creation of a healthy environment where questions are welcome is essential.