Changes at workplace as antecedents of bullying

Bullying is a complex and multi-causal phenomenon that cannot be explained by one single factor, but rather by an interaction of different factors; it is a process that typically begins with indirect actions and degenerate in direct and aggressive behaviours (Einarsen et al., 2003). Usually the victims are not immediately aware of the real nature of the situation but, after a variable amount of time, the very moment of the onset is recognised. The aim of the study, currently in progress, is to identify the main antecedents of bullying as reported by a sample of patients victims of bullying examined at the Medical Centre for Occupational Stress and Harassment of “Clinica del Lavoro Luigi Devoto” (Milan) for work-related psychiatric disorders. The patients (N=77) were subjected to a three-day protocol. Qualitative analysis of occupational history, as collected by an occupational physician and a psychologist, was conducted. The results show that the most frequent antecedents of bullying are restructuring (23.4%) (new management, new bosses, new colleagues and proprietor) and the change of one or more superiors (23.4%), without restructuring. 14.3% of the subjects stated that problems began when they requested the respect for their rights or posed other demands (a promotion, a transfer etc.). 10.4% of the subjects reported that their problem began soon after their employment in a new workplace. 9.1% said that problems occurred when they were moved to a new office. Only 5.2% affirmed having been discriminated after refusing sexual proposals or when they reported being affected by a disease. These results show that the change, of different type, at the workplace is a critical factor and that, although per se insufficient, can trigger the bullying process. This is the reason why the management of change seems to be a very important intervention for preventing bullying.