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Dr Eliza Ahmed and Professor John Braithwaite

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Dr Eliza Ahmed and Professor John Braithwaite. Regulatory ... NOT feeling others' rejection for a mishap contributes to desistance from victimisation ... – PowerPoint PPT presentation

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Title: Dr Eliza Ahmed and Professor John Braithwaite


1
Bullying and victimisation Evidence based
interventions
  • Dr Eliza Ahmed and Professor John Braithwaite
  • Regulatory Institutions Network
  • Australian National University

Advanced workshop organised by the Australian
Public Service Commission and Comcare National
Museum of Australia April 26 2005
2
(No Transcript)
3
Data sources
  • Organisational Culture Project (1999, 2002, 2003)
  • Life at School Project (1996 - )
  • Teachers Views and Experiences Project (2001)
  • Cross-national School Behaviour Research Project
    (2002)

4
Chains of reaction in bullying and victimisation
BULLY VICTIM BULLY VICTIM
5
(No Transcript)
6
Table 1. Grouping people according to their
bullying involvements
7
Table 2. Percentages of people involved/not
involved in bullying/victimisation
8
Table 3. Actions undertaken by victims when
bullying takes place in the workplace
9
Continuity story of bullying and victimisation
  • Workplace bullies have little turnover
  • Workplace bullies use authoritarian and
    stigmatising shaming
  • The highest risk of workplace bullying is for
    those who were hard-core bullies at school
    followed by those who were only victims
  • The highest risk of workplace victimisation is
    for those who were bully/victims at school
  • Parents who bully in the workplace are more
    likely to have children who are hard-core bullies
    at school
  • Parents who bully in the workplace are also
    likely to have children who are victims at school

10
Turning point story of bullying and victimisation
  • Acknowledging shame/guilt and taking
    responsibility for hurting others contributes to
    desistance from bullying
  • NOT feeling others rejection for a mishap
    contributes to desistance from victimisation
  • NOT engaging in withdrawal behaviours contributes
    to desistance from victimisation
  • Disapproval in a respectful manner can facilitate
    acknowledging shame/guilt among staff
  • Workplaces where there is LESS of a
    command-and-control approach encourage shame
    acknowledgment and discourage blame and anger
    among staff

11
Figure 2. Results from a regression analysis
predicting workplace bullying
12
Figure 2A. Results in relation to
socio-demographic variables in predicting
workplace bullying
Summary Bullying is more likely to be carried
out by male staff in senior positions with high
salaries.
13
Figure 2B. Results in relation to organisational
variables in predicting workplace bullying
Summary Bullies perceive that management will
not intervene.
14
Figure 2C. Results in relation to interpersonal
variables in predicting workplace bullying
Summary Bullies do not acknowledge shame,
rather displace shame and anger to others.
Humility and modesty have no place in their daily
routine. They show arrogance and narcissism. They
have less social integration and connectedness.
15
Figure 3. Results from a regression analysis
predicting workplace victimisation
16
Figure 3A. Results in relation to
socio-demographic variables in predicting
workplace victimisation
Summary Victimisation is more likely to occur
among male staff in junior positions with low
salaries.
17
Figure 3B. Results in relation to organisational
variables in predicting workplace victimisation
Summary Victims perceive that management can
not be relied on. They also perceive their
organisation as unfair and unjust.
18
Figure 3C. Results in relation to interpersonal
variables in predicting workplace victimisation
Summary Victims internalise shame with feelings
of others rejection. They also displace shame
and anger to others. They show arrogance by
proxy. They have less social integration and
connectedness.
19
Table 4. A model of building relationships
Shame, pride and justice
20
Table 5. A model of social alienation and social
integration in the workplace
 
21
Where to from here?
  • What needs to change?
  • Rewarding leadership which builds trust
  • Implementing workplace practices that are
    respectful
  • of staff
  • Training staff in managing each others shame
    displacement and appreciating each others
    shame acknowledgment
  • Implementing an organisational regulatory pyramid
    for dealing with bullying problems that are
    persistent

22
Contact details
  • Professor John Braithwaite
  • Phone (02) 6125 2332
  • E-mail John.Braithwaite_at_anu.edu.au

Dr Eliza Ahmed Phone (02) 6125 0119 E-mail
Eliza.Ahmed_at_anu.edu.au
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