Elements of Workplace Mobbing

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Mobbing happens when conflicts in a workplace (1) escalate out of control, (2) begin to involve increasing numbers of people, (3) are left without effective intervention by management, (4) result in the targeting of a victim for blame (otherwise known as scapegoating) who is then held responsible for both starting and stopping the conflict and who, ultimately, is eliminated from the organization.

Overcoming Mobbing: A Recovery Guide for Workplace Aggression and Bullying by Maureen Duffy Ph.D., Len Sperry Ph.D.

October is national bullying prevention month!

Bad Management, Company Culture and Workplace Mobbing

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Unhealthy and toxic organizational culture and leadership combine to create mobbing-prone organizations. Singling out an individual “bully” to blame and purge from the organization is generally a poor and wrong-headed solution to what is an organizational and not an individual problem.

In addition to multiple acts of proactive unethical communication, the ganging up and mobbing process also includes a form of unethical communication characterized by failure to act or silence in the face of worker mistreatment. These kinds of aggressive acts against a victim include acts of omission that involve failure to take action when action is called for. Such aggressive acts of omission are frequently committed by management and administration in their efforts to appear uninvolved in an escalating conflict that results in the mobbing of a victim.

Overcoming Mobbing: A Recovery Guide for Workplace Aggression and Bullying by Maureen Duffy Ph.D., Len Sperry Ph.D.

October is national bullying prevention month!

Insider Threat Program – Basic Structure

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Governance of an Insider Threat Program

A mature governance structure is essential to effectively develop, deploy, and manage an insider threat program. The CERT Insider Threat Center recommends that the organization implement a governance structure that enables the insider threat program to

  •  Maintain an updated knowledge base related to insider threats including staying current with the latest research and capturing lessons learned.
  • · Provide support to the insider threat program stakeholders to ensure the groups are meeting their objectives, providing the appropriate inputs to the insider threat program manager and appropriately communicating results and decisions to other insider threat program stakeholders.
  • · Monitor governance practices to ensure that governing bodies are meeting insider threat program needs, to make recommendations for improvement, and to refine the measures as needed.
  • · Capture and communicate insider threat program success stories to internal and external stakeholders to increase program support.
  • · Execute a comprehensive program-risk-management approach and required procedures for insider threat program stakeholders.
  • · Perform processes including budgetary review, the development of future technical requirements, continuous operation procedures, and risk management.
  • · When applicable, facilitate both formal and informal Continuous Diagnostic Monitoring (CDM) governance training for the CDM program staff, departments and/or agencies (D/As), partners, and stakeholders.
  • · Maintain and execute the program schedule for updating charter guidance, procedures, and policies based on ongoing lessons learned (both internally and externally), best practices, and stakeholder input.

Common Sense Guide to Mitigating Insider Threats, Fifth Edition, The CERT Insider Threat Center, Software Engineering Institute at Carnegie Mellon University ( http://www.sei.cmu.edu), December 2016
TECHNICAL NOTE: CMU/SEI-2015-TR-010

Devastating Group Dynamics

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For mobbing victims, the huge disappointment is that the choice a bystander is most likely to make is the choice to not get involved and do nothing. From the perspective of the mobbing victim that choice represents betrayal. The mobbing victim is likely to think that coworkers will come to his or her aid and defense. That they usually do not is devastating to the victim, who valued his or her relationships with coworkers and who no longer feels able to trust them. From the perspective of the bystanders, trying to keep their distance is about fear and self-preservation. Bystanders do not want to have happen to them what happened to their mobbed coworker. The fear and avoidance of the social exclusion at the heart of workplace mobbing is deeply ingrained if not primal.

Overcoming Mobbing: A Recovery Guide for Workplace Aggression and Bullying by Maureen Duffy Ph.D., Len Sperry Ph.D.

Work and the Aftermath of Abuse

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For most people, work is central to their survival—it’s how they make a living for themselves and those they care about and how they pay their way in the world. Work is also about belonging to something larger than oneself, and the relationships that are part of the workplace support that sense of belonging. When work is recognized as central to survival and belonging, it’s a lot less surprising that many victims don’t easily get over workplace mobbing and go on to develop symptoms of PTSD and/or depression.

Overcoming Mobbing: A Recovery Guide for Workplace Aggression and Bullying by Maureen Duffy Ph.D., Len Sperry Ph.D.

Planning and Human Nature

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Amazon.com

The only thing that one really knows about human nature is that it changes.  Change is the one quality we can predicate of it.  The systems that fail are those that rely on the permanency of human nature, and not on its growth and development.

The Soul of Man Under Socialism by Oscar Wilde (Oscar Fingal O’Flahertie Wills Wild)

No Rest For The Creative

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Amazon.com

“When you’re a creative person, you have to create. Retirement isn’t part of that mentality. The mentality is, What is inspiring you next?

The Glitter Plan: How We Started Juicy Couture for $200 and Turned It into a Global Brand by Pamela Skaist-Levy, Gela Nash-Taylor, Booth Moore

From the first chapter:

We just wanted to create something people loved and a work environment that made us happy. That’s our version of the American Dream. That’s the glitter plan.

Prison Industrial Complex

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This article has a lot of good things to say: Masked Racism: Reflections on the Prison Industrial Complex, Color Lines by Angela Y. Davis (09/10/1998)

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Prisons thus perform a feat of magic. Or rather the people who continually vote in new prison bonds and tacitly assent to a proliferating network of prisons and jails have been tricked into believing in the magic of imprisonment. But prisons do not disappear problems, they disappear human beings. And the practice of disappearing vast numbers of people from poor, immigrant, and racially marginalized communities has literally become big business.

Many corporations whose products we consume on a daily basis have learned that prison labor power can be as profitable as third world labor power exploited by U.S.-based global corporations. Both relegate formerly unionized workers to joblessness and many even wind up in prison. Some of the companies that use prison labor are IBM, Motorola, Compaq, Texas Instruments, Honeywell, Microsoft, and Boeing. But it is not only the hi-tech industries that reap the profits of prison labor. Nordstrom department stores sell jeans that are marketed as “Prison Blues,” as well as t-shirts and jackets made in Oregon prisons. The advertising slogan for these clothes is “made on the inside to be worn on the outside.” Maryland prisoners inspect glass bottles and jars used by Revlon and Pierre Cardin, and schools throughout the world buy graduation caps and gowns made by South Carolina prisoners.

Can’t Have It All

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Amazon.com

“The age-old question about women and the workplace is, Can you have it all? The answer is no. When you’re driven, something in your life does always suffer.”

The Glitter Plan: How We Started Juicy Couture for $200 and Turned It into a Global Brand by Pamela Skaist-Levy, Gela Nash-Taylor, Booth Moore

From the first chapter:

We just wanted to create something people loved and a work environment that made us happy. That’s our version of the American Dream. That’s the glitter plan.

Passion and Success

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Amazon.com

“The trick to our success—and any success—is passion; you can’t manufacture that.

The Glitter Plan: How We Started Juicy Couture for $200 and Turned It into a Global Brand by Pamela Skaist-Levy, Gela Nash-Taylor, Booth Moore

From the first chapter:

We just wanted to create something people loved and a work environment that made us happy. That’s our version of the American Dream. That’s the glitter plan.