Differential Diagnosis: Distinguishing Harassment from other Labor Conflicts

Harassment vs. Ordinary Labor Conflict

In order to intervene appropriately, it is crucial not to pathologize any labor friction.The fundamental difference lies in symmetry and objective.

In an ordinary conflict, the parties usually have similar power (symmetry), they argue about specific work issues, the roles are interchangeable (both attack and defend) and the objective is to impose a position, not to harm the person.

In bullying, there is an asymmetry of power (hierarchical or psychological), the aggression is unilateral and the ultimate goal is the moral destruction of the other.

If two colleagues argue heatedly about how to make a report, it is conflict. If one systematically insults the other to get him to leave the company, it is harassment.

Harassment vs. Burnout Syndrome

It is common to confuse being "burned out" with being harassed. Burnout is a professional burnout resulting from task overload, lack of resources or time pressure; it is a stress related to the "content" of the job.

Workplace Harassment, on the other hand, is a stress related to hostile interpersonal "relationships".

A person with Burnout may be burned out but still have good relationships with bosses and co-workers.

A victim of bullying may love his technical work, but become ill because of the humane treatment he receives.

While Burnout is cured with rest and task reorganization, harassment only stops when the aggressor is stopped.

Harassment vs. Exercise of Disciplinary Power

Bullies often hide behind the fact that they are only "demanding compliance". It is vital to differentiate between legitimate demands and mistreatment.

A boss has the right to supervise, correct mistakes and evaluate performance, as long as this is done respectfully, objectively and constructively.

The line is crossed when correction becomes public humiliation, when supervision becomes persecutory surveillance, or when goals are deliberately set unattainable to justify sanctions.

The exercise of command seeks business improvement; harassment seeks employee detriment through abuse of authority diverted from corporate purposes.

Summary

Harassment is distinguished from ordinary conflict by the asymmetry of power and the intent to harm, whereas conflict seeks to impose a technical position.

Unlike Burnout, which is stress from task overload, harassment is stress from hostile relationships; the former is cured by resting, the latter by stopping the aggressor.

Disciplinary power is legitimate to correct mistakes, but it becomes harassment when supervision becomes public humiliation or when unattainable goals are set to punish.