Much research has been undertaken into the causes of workplace bullying but to date, in the UK at least, no-one has been able to define what is meant by bullying.  Almost every piece of research defines it in a slightly different way.

This is where the difficulty in tackling bullying starts.  By defining bullying we tend towards trying just to identify an answer to a question without looking at the systemic problem; bullying is wider than just two individuals. Much of the focus of organisations lay in identifying those who are ‘bullies’ and essentially bullying them into changing their behaviour.  I would argue strongly that this is ineffective.

In my own research, undertaken in a diverse range of organisational settings from NHS trusts, universities and private businesses the meaning of the word bullying is mythologised, highly emotional and memory evoking; however, people do not have a single view of what it is; their own past experiences bring a unique perspective to the phenomenon, to the point where a definition actually becomes useless.

Understanding the systemic issues affecting communication, and understanding of relationships begins to develop a non-judgmental, trust driven framework for workplace behaviours.

My approach is unique; it has been developed over a number of years within an academic (MSc and PhD reserach) and practical framework (within universities, charities, private businesses and NHS Trusts); it draws upon worK by key thinkers in conflict resolution arena particularly in areas such as systems thinking, theology, philosophy and education.