Roundup on workplace bullying and organizational culture

That includes the academic workplace. Nor are the cultures of our organizations immune. We can blame much of the first on power imbalances. Pogo called it for the second. Ourselves.

Minding the Workplace

I and others have written frequently about the critical linkages between organizational culture and the presence of bullying behaviors. I’ve gathered a short collection of previous posts on this subject for your consideration:

When superficial civility supports workplace abusers (and their enablers) (2014) — “But at times, the organizational embrace of a superficial brand of civility can advantage those who engage in bullying, harassment, or discrimination at work. It often starts with mistreatment masked by a steady, calm demeanor. This may include behaviors that are calculated to be plausibly deniable, such as bullying by omission (e.g., exclusion and ostracism), “lighter” forms of harassment, or indirect discrimination.”

Duffy & Sperry on the organizational life cycle: When the wheels are coming off, do bullying/mobbing behaviors follow? (2014) — “Over the years, I’ve heard many descriptions of workplace cultures associated with bullying & mobbing that seem to correlate with the Early and Late…

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About @NatM4Equity

The National Mobilization for Equity is a coalition of organizations committed to alleviating the present staffing crisis in higher education: three-quarters of the teaching jobs in American colleges are held by underpaid, precarious and poorly-supported contingent faculty. Our long-term goal is to end contingency as the norm. The current untenable situation not only adversely affects all faculty members, both contingent and tenure-track, it also negatively impacts our profession, our students and the quality of their education.

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