Posts Tagged ‘David Yamada’


An American Employer Awakening?

Saturday, May 19th, 2018

Shoemaker Nike landed in the news for a good reason. CEO Mark Parker suddenly started listening to employees. The Board heard from departing female executives that Nike had a toxic work environment, at least for women. There was an internal anonymous survey about misconduct. It listened to other women acting as an internal #MeToo task force who called out the corporation for years of treating sexual harassment and coercion complaints with indifference. They outed their own version of Harvey Weinstein, Trevor Edwards, a man being groomed to succeed Parker. He was branded an undesirable sexual predator like so many other high-profile men. Despite having been shamed into expulsion, Nike gave Edwards a soft economic landing — $525,000 payout and almost $9 million worth of stock.

Edwards was allegedly responsible for “behavior occurring within our organization that do not reflect our core values of inclusivity, respect and empowerment,” Parker wrote to employees. He saluted the “strong and courageous employees” who had come forward. The reporting attached below found that Nike has an anti-bullying policy that addresses misconduct in addition to legally mandated protections for special status group members. Hence, the negativity associated with disrespect.

Following the breaking news about the ejection of Edwards, a rarity in American business, Nike announced the termination of five others — including one woman executive. To WBI this meant that the MeToo complainants had reached beyond the narrow bounds of illegal sexual harassment. The primarily women complainants had had it with abusive practices by more people than Edwards, including the woman, Gina. By firing a woman on the advice of women employees, same gender abuse must have been practiced. That’s workplace bullying.

We hope for two outcomes: (1) that the Nike awakening to the much more prevalent and damaging practice of generalized workplace abuse in addition to sexual harassment is real and sustainable, and (2) that American employers see the challenge posed by early adopter Nike and start to replicate the corrections in their own C-suites.

Purging high-level bullies will never likely be a fad, but it is certainly time that major corporations (and stagnant government agencies at all levels) discover bullying and choose to eradicate it for the psychological safety of the vast majority of its workers. Stop protecting and defending abusers.

Could this be an American employer awakening? We wait to see.

###

The Bloomberg News and France 24 reports about Nike …

Bloomberg

Companies Have an Aha! Moment: Bullies Don’t Make the Best Managers
by Matthew Townsend and Esmé E Deprez, Bloomberg, May 9, 2018

Nike’s ouster of a top executive casts new light on the hard-knuckled behavior common in many offices.

After Nike Inc. ousted a handful of male executives for behavior issues over the past few months, some media reports tied the departures to the #MeToo movement and its revelations of sexual harassment and assault. Interviews with more than a dozen former Nike employees, including senior executives, however, paint a picture of a workplace contaminated by a different behavior: corporate bullying. The workers say the sneaker giant could be a bruising place for both men and women, and that females did bullying, too. On May 8, Nike signaled as much when it confirmed four more exits stemming from an internal misconduct inquiry, including the departure of a woman with more than 20 years at the company.

The surprise announcement in March that 55-year-old Nike brand president Trevor Edwards—who had a reputation for humiliating subordinates in meetings—would leave following an internal investigation about workplace behavior issues suggests the coddling of tough guys may have come to an end. “Some companies are realizing that a bullying boss isn’t the best way to manage a company,” says David Yamada, a professor at Suffolk University Law School in Boston who’s authored antibullying legislation. “Maybe we’re starting to see a tipping point.”

Gary Namie, co-founder of the Workplace Bullying Institute, who consults with businesses on workplace issues, says one reason some companies have long tolerated or even encouraged such behavior is that many American managers believe the workplace is by nature rough around the edges. “Bullying is inextricably interwoven with capitalism,” he says. “It creates a zero-sum, competitive work environment where people feel they need to obliterate their competitors.”

Some former employees say that was the case at Nike, particularly among managers who used abusive tactics to safeguard their own position or authority. “There are a lot of very talented people deeper in the organization who have been marginalized both by senior and middle management trying to protect their domain,” says Shaz Kahng, who was a senior executive at Nike for six years through 2010. “People are often promoted based on relationships, not on results.”

In response to complaints, including from departing female executives, Nike ousted Edwards, who’d been a favorite to become the company’s next chief executive officer. Edwards, according to some of the former employees, at times bullied workers through insults and disparaging comments. More important, once he set the tone, other people mirrored his behavior, they say. A handful of executives who worked for Edwards have since left Nike.

“I’ve been disturbed to hear from some employees of behavior inconsistent with our values,” CEO Mark Parker said in an emailed statement. “When we discover issues, we take action.”

Nike also provided Bloomberg with the transcript of a town hall Parker held on May 3, in which he vowed the environment will change. “We all have an obligation—and it’s non-negotiable—to create and cultivate an environment of respect and inclusion,” he told employees. “And that starts with me. I apologize to the people on our team who were excluded. … We’re going to move from a place where the loudest voices carry the conversation to [one where] every voice is heard.”

The company declined to make Edwards available for an interview. He’s acting as an adviser to Parker until he retires in August, when he’ll receive a $525,000 payout, according to public filings.

Nike says it’s reviewing how it deals with complaints, redesigning management training, and beginning unconscious bias awareness education for employees this year. It’s also vowed to promote more women and minorities into leadership roles. Currently, managers are 38 percent women and 23 percent nonwhite.

Workplace bullying is often defined as behavior—including verbal abuse, derogatory remarks, humiliation, and undermining work performance—that results in physical or mental harm. About 1 in 5 Americans say they’ve been the target of it, according to a 2017 survey by Zogby Analytics that was commissioned by the Workplace Bullying Institute. Men make up 70 percent of the perpetrators and 34 percent of the targets. “It’s a significant and still underreported problem,” Yamada says. Surveys have shown such behavior is four times more prevalent than legally actionable sexual harassment, he says. “Bullying looms large.”

Ironically, Nike is one of the minority of companies that has a formal antiharassment policy that calls out bullying behavior such as verbal abuse, intimidation, humiliation, and retaliation, according to a copy obtained by Bloomberg. It also notes that harassment not based on a legally protected characteristic, such as gender or race, can still violate company rules.

One reason few companies have specific antibullying policies is that there aren’t federal or state laws in the U.S. outlawing the behavior, which makes America a laggard when compared with Western Europe, Canada, and Australia.

“Some companies are realizing that a bullying boss isn’t the best way to manage a company”

A lack of legal protections greatly reduces the possibility of liability for employers. It’s difficult to bring a lawsuit based on bullying, and businesses have worked to keep it that way. Over the past decade, antibullying bills were introduced in about 30 states, but they’ve all been defeated after opposition from corporate lobbying groups, Yamada says. A workplace bullying bill is gaining sponsors in Massachusetts’ legislature, but its future is uncertain. If there were antibullying laws, companies would be liable and do more to deter the practice, according to Namie. “It’s the only form of abuse that hasn’t been addressed by law,” he says. “It goes beyond gender to ‘I’m powerful, I can do any damn thing I want.’ ”

When executives feel entitled or untouchable, that often leads to bullying and then to other inappropriate behavior, Yamada says. In many of the workplace environments that resulted in some of the high-profile #MeToo moments, such as that at Weinstein Co., an “undercurrent” of bullying created a belief that mistreatment would go unpunished, he says. “It’s that bullying atmosphere that helps to enable and empower sexual harassment.”

According to the former Nike employees, the lack of a fear of reprisal created an environment where male executives, many married, could pursue and have sexual relationships with subordinates and assistants—behavior Nike says it tries to prevent but doesn’t prohibit. Many times the careers of those involved were unaffected, which only normalized the behavior, they say. And when there were repercussions, the men received little if any punishment, while women often faced consequences. In one instance several years ago, they say, an executive was caught having sex with his assistant on a conference table. He wasn’t disciplined, some of the people say, but the woman was reassigned.

Several former female employees describe similar experiences of encountering several slights and offenses—not one egregious incident—that increased as they moved up the ladder. One woman says her boss, a senior director, had derogatory nicknames for female staffers and would overtly favor men on the team with better opportunities. A former female manager says a male colleague had multiple complaints of bullying made against him to human resources, but the only punishment meted out was a delayed promotion. Eventually, frustration with Nike’s handling of such incidents persuaded several women to leave the company, they say.

The situation was particularly galling to employees who’d been drawn to Nike because of its cool and progressive reputation, burnished by such advertising slogans as “If You Let Me Play” and its T-shirts adorned simply with the word “equality.” “We always wished the company would live up to its marketing,” says one former female executive. “But it didn’t.”

BOTTOM LINE – Nike’s marketing positioned the company as a promoter of self-expression and equality. But former employees say it allowed a culture of workplace bullying to flourish.

###

France 24

Five More Executives Fired as Nike Confronts Workplace Harassment
by Agence France-Presse (AFP), May 10, 2028

Nike has dismissed additional executives as it moves to address a workplace culture marred by sexual harassment and bullying, embarrassing a brand that has self-defined around equality and empowerment.

The latest departures, confirmed Wednesday by a Nike spokeswoman, consist of five executives, including one woman, and raise the total departures to around a dozen. This includes former president Trevor Edwards, who had been seen as a CEO in waiting.

Since Edwards’ departure was announced in March, US media reports have chronicled myriad cases in which women were subjected to sexual harassment and often passed up for promotions in a boorish frat-like culture.

The revelations have come amid a broader rethink in US society over gender relations following the downfall of Hollywood mogul Harvey Weinstein and the ensuing #MeToo movement that has toppled numerous figures across business, politics and entertainment.

Remaining Nike brass have said little publicly about the staffing overhaul beyond chief executive Mark Parker’s remarks in March emphasizing the need to address “some behavioral issues” that clashed with Nike’s culture.

“I’m committed to ensure that we have an environment where every Nike employee can have a positive experience and reach their full potential,” Parker said on a March 22 earnings conference call.


“Shocking” revelations

The upheaval comes as Nike has experienced sales stagnation in North America, offset in the most recent quarter by a strong performance in China and other overseas markets.

CFRA Research analyst Victor Ahluwalia said it was too soon to know if the problems would further dent North Americans sales, but he predicted the company’s travails could trouble consumers.

Nike’s famous “Just Do It” slogan emphasizes empowerment, as do sponsorships of iconic athletes such as Michael Jordan and Serena Williams.

“The company was viewed as progressive and kind of millennial friendly, so for something like this to happen with a brand that comes with that kind of a message was shocking,” said Ahluwalia.

But Ahluwalia praised the company for “being proactive”, in contrast to other companies that responded to workplace scandals only after problems publicly surfaced, usually in media reports.

“Clearly work needs to be done and I think it will take time,” Ahluwalia said. “Being proactive does position the company much better for the future.”

“It is just cruelty”

Since Edwards’ departure was announced in March, others to leave have included top executives in digital marketing, diversity and inclusion and Nike basketball.

The housecleaning was spurred by a survey of frustrated female workers in Nike’s Oregon headquarters who polled their peers, finding widespread sexual harassment and discrimination and presenting the data to CEO Parker, according to a New York Times expose.

The Times article also cited women who reported problems ranging from being cursed at by an abusive male boss to excluded from key meetings, and passed up for promotions.

The staff dismissals follow an initial investigation into workplace conduct launched in March, according to a person familiar with the matter.

The latest group of outgoing executives includes Helen Kim, a vice president for North America, whose departure suggested to some experts that Nike’s focus was no longer strictly about addressing sexism but had broadened to countering the problem of bullying.

“The larger problem is the workplace bullying, or as we call it, abusive conduct in the workplace, because that ignores gender boundaries and it ignores race,” said Gary Namie of the Workplace Bullying Institute. “It is just cruelty.”

“Apparently Nike’s workplace culture is a very competitive, aggressive one that may sometimes deteriorate into bullying behaviors and sexual harassment and discrimination,” said David Yamada, a professor at Suffolk University Law School.

“Perhaps the departures signal a core shift in management philosophy and practice for the better, but it’s obviously premature to make that determination.”

Some analysts worry the problems will prevent Nike from reaching a target of $50 billion in annual revenues, compared with $34.4 billion in 2017.

“Any time you see a large group of senior people leave very quickly for any reason, you better hope they have a very strong bench that can step in quickly,” said Sam Poser, analyst at Susquehanna Financial Group.

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Washington State Hearing for Healthy Workplace Bill – Jan. 24, 2018

Thursday, January 25th, 2018

Jan. 24, 2018

WA State Senate Labor & Commerce Committee Hearing on SB 6435, the Healthy Workplace Bill.

It is the anti-workplace bullying legislation written by David Yamada, Law Professor, Suffolk University, Boston, for the Workplace Bullying Institute. The principal sponsor is Sen. Annette Cleveland with co-sponsoring Senators Karen Keiser, Patty Kuderer and Rebecca Saldana. Five supporters testified, including WBI Director Gary Namie by phone.

You might find the two business lobbyists who opposed the bill for its reference to “vicarious liability.” Had they known existing law since 1998, they would understand vicarious liability places responsibility on employers for misconduct of their agents — employees and managers.

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Truthout: Workplace Bullying Affects Nearly Half of US Workers. It’s Time We Did Something About It

Monday, January 15th, 2018

Workplace Bullying Affects Nearly Half of US Workers. It’s Time We Did Something About It
By Micahel Arria, Truthout, Jan. 11, 2018

Many are hoping that 2017 represented a turning point in the fight against workplace harassment, as the #MeToo moment put a spotlight on sexual misconduct. Now some labor advocates are hoping that the momentum of #MeToo helps to fuel an additional campaign against a different and overlapping type of harassment: workplace bullying.

While there’s been increased attention paid to the bullying of children in recent years, there hasn’t been the same kind of focus on bullying among adults, but statistics indicate that it’s a major problem. According to one 2008 study, nearly 75 percent of participants have witnessed workplace bullying at their job and 47 percent have been bullied at some point in their career. Another 27 percent said they had been bullied within the last 12 months. In a 2014 survey by the Workplace Bullying Institute (WBI), 72 percent of the respondents said that their employer either condones or encourages the behavior.

There’s no universal definition of it, but the WBI defines it as repeated, health-harming mistreatment of one or more persons (the targets) by one or more perpetrators. It is abusive conduct that is:

– Threatening, humiliating, or intimidating, or

– Work interference — sabotage — which prevents work from getting done, or

– Verbal abuse.

WBI sprang from a campaign that was started by Ruth and Gary Namie, a husband-and-wife team of psychologists. In the late 1990s, Ruth worked in a psychiatric clinic and was bullied by her supervisor. To their surprise, the Namies discovered there was very little Ruth could do about the situation. Employment discrimination laws existed, but they didn’t cover things like your boss screaming at you daily or a co-worker trying to sabotage your imminent promotion. If you hadn’t been targeted for abuse because of your race, sex or national origin, or because you blew the whistle on something related to the company, there wasn’t a legal avenue for you to pursue.

The Namies also discovered that there were no organizations working on the issue in the United States, so they started the Work Doctor at the WBI website, where they wrote about the issue, drawing heavily on existing research from countries where it was taken seriously (such as Sweden, Belgium and France). They also created a toll-free hotline for workers to call, counseled thousands of people on the issue, and hosted the first US conference dedicated to the subject of workplace bullying.

At the end of 2001, the campaign moved from California to the state of Washington. At Western Washington University, Gary Namie taught the first US college course on workplace bullying, and the campaign evolved into WBI after a group of research students volunteered to do more survey research.
(more…)

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Posted in Healthy Workplace Bill (U.S. campaign), Media About Bullying, Print: News, Blogs, Magazines | 1 Archived Comment | Post A Comment () »



US News: Battling Bullying

Wednesday, December 13th, 2017

Battling Bullying in the Workplace
By Rebecca Koenig, U.S. News & World Report, Dec. 13, 2017

It’s Monday morning and you’re filled with dread. You have to present research at the office this afternoon, but the gnawing feeling in your stomach isn’t just performance anxiety. Whenever you speak in front of your team, your boss interrupts to mock what you say. He questions your judgment, calls you an “idiot” and even mimics your voice in an unflattering way. Worse, a few of your co-workers have started to follow his lead, criticizing your work behind your back, and, increasingly, to your face.

You know your contributions are excellent – at least, you used to know. Lately, you haven’t been so sure.

Welcome to the world of workplace bullying. That’s right, the same sort of name-calling, intimidation and ostracism some children experience on the playground can take root among adults in their offices. When constructive criticism crosses a line, or a co-worker undermines your efforts, or your boss starts spreading rumors about your personal life, those are all examples of workplace bullying.

The effects of this abusive behavior can be serious: decreased self-esteem, worsened health and career deterioration. Read on to learn more about the phenomenon and how to combat it.

Understanding the Workplace Bullying Definition

Office bullying is defined as “repeated, health-harming mistreatment” that involves verbal abuse, work sabotage and/or humiliation and intimidation, according to the Workplace Bullying Institute, a research and advocacy organization.

It may occur one-on-one (between two co-workers or a supervisor and subordinate) or in a group setting. The latter, in which multiple people gang up on one person, is known as “mobbing.”

Typically, a bully is “an aggressive person who strikes out at a particular person more than once over the course of months,” says Nathan Bowling, a psychology professor at Wright State University.

Workplace Bullying Statistics

One-fifth of American adults have directly experienced abusive conduct at work, according to a 2017 Workplace Bullying Institute survey of more than 1,000 people.

More than two-thirds of office bullies are men, and both men and women bullies target women at higher rates. Hispanics report higher levels of bullying than members of any other race.

It’s not uncommon to have a bully boss: 61 percent of targets reported bullying from people in more senior positions.
(more…)

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Boston Globe: Dealing with bullies in the workplace

Tuesday, July 29th, 2014

Victims say the problem is tangled by workers’ fear of retribution, lack of legal protections, and concerns about what constitutes abusive behavior.

By Bella English – The Boston Globe – July 29, 2014

Carol Anne Geary is a veteran librarian who loved her profession and went back to school, while working, to earn a master’s degree in library science. But her passion turned into a nightmare when, she says, she was bullied on the job to such an extent that she was hospitalized with high blood pressure and other health issues.

Geary, who lives in Shrewsbury, was working at a library in another town where she says other staffers verbally abused and excluded her, spoke to library patrons about her in derogatory terms, and made disparaging remarks about gay issues, knowing that she has a gay son.

When Geary took a short leave, on her doctor’s orders, she was bombarded with phone calls, asking her why she couldn’t work from home. The truth was, she could hardly get out of bed. The library, she says, fought her workers’ compensation claim, and then fired her when she was too sick to return to work. “Workman’s comp — they understand if you hurt your leg on the job. But it’s almost impossible to prove that you’re sick because of bullying,” says Geary, who doesn’t want to identify the library because she fears her former co-workers. “We need to make the workplace safe and healthy.’’

In recent months, a spotlight has been turned on the issue of workplace bullying by some high-profile local cases, including Suffolk County Register of Probate Patricia Campatelli, who was suspended over allegations of punching a subordinate after a holiday party. A report by a court-appointed investigator said she “created a fearful atmosphere” in the office.

In July, Leslie Berlowitz resigned as head of the American Academy of Arts and Sciences in Cambridge following several accusations that included subjecting employees to frequent tirades, prompting some to quit in a matter of days or weeks. One former worker recalled that Berlowitz barred entry to the employee kitchen for weeks by posting yellow crime scene tape over the doorway because a worker left a dirty spoon in the sink.

Research suggests that the problem is widespread, with as many as one in four workers saying they have been subjected to abusive conduct on the job. And state legislators are considering a bill to combat it.

Given the apparent scope of the problem, why does it remain so shrouded?
(more…)

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Healthy Workplace Bill legislation: A 2014 perspective on distorted amendments

Monday, July 14th, 2014

The Healthy Workplace Campaign is WBI’s effort to enact anti-bullying legislation for the American workplace state by state. The model bill is called the Healthy Workplace Bill (HWB).


Features of the HWB

• Suffolk University Law Professor David C. Yamada, text author, used federal Title VII Civil Rights laws as basis

• Defines severe abusive conduct — does not use term workplace bullying

• Provides legal redress for anyone subjected to abusive conduct, whether or not the person is a member of a protected status group

• Requires that abusive conduct result in either demonstrable health or economic harm to plaintiff

• Plaintiffs who file lawsuits make public formerly hidden, confidential employer processes that hide and deny bullying

• Prohibits retaliation against any participant in procedures involved in dealing with the abusive conduct complaint

• Requires plaintiffs to hire private attorneys, no fiscal impact on state government

• Provides incentives (affirmative defenses) for employers who implement genuine corrective procedures

• Preserves managerial prerogative to discipline and terminate employees

• Does not interfere with state workers’ compensation laws or union CBAs

We named the HWB in 2002. All other uses of the name HWB are unauthorized by us. California first introduced the HWB in 2003. It has been carried in over half of states and two territories since. The Workplace Bullying Institute trains and provides support to a national network of volunteer Sate Coordinators who lobby their respective state legislators to sponsor the HWB. You can track its status at the HWB website.

Botched Amendments & Unanticipated Consequences

As authors of the HWB, we naturally want the full and original version of the bill enacted into law. And we realize compromises will be made during the process. It is “sausage making,” after all. We just wish all bill sponsors would refuse to allow major revisions that change the spirit of the bill from protecting abused workers to something else. Since the HWB was first introduced, different amendments have been proposed or made.

Often the well-intended sponsor, a pro-worker advocate, agrees to compromise adopting the belief that the law can be built in steps. Let’s get this version passed now and it will be revisited in the coming years and supplemented with the other desired provisions.

(more…)

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Posted in Employers Gone Wild: Doing Bad Things, Fairness & Social Justice Denied, Healthy Workplace Bill (U.S. campaign), Tutorials About Bullying, Unions, WBI Education, Workplace Bullying Laws | 1 Archived Comment | Post A Comment () »



NPR: Workplace bullying and the Healthy Workplace Bill

Tuesday, May 27th, 2014

States Consider Bills To Crack Down On Workplace Bullies
By Yuki Noguchi, National Public Radio (NPR), May 27, 2014

Listen to the NPR audio segment

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Bullying is a behavioral problem often associated with children in grade school, but according to the Workplace Bullying Institute more than a quarter of American workers say they’ve experienced abusive conduct at work.

Now, many states are considering laws that would give workers legal protections against workplace abuse.

Lisa-Marie Mulkern says her boss — the commandant of a retirement home for veterans in New Hampshire — turned on her after she expressed concerns about what she calls wasteful financial management. Mulkern was working as a public-relations manager and fundraiser at the home.

“Even though residents and their families had nothing but praise for my work, and the home’s publicity continued to increase, the commandant started to make my work situation a living hell,” she says.

Mulkern says she was repeatedly excluded from meetings and denied credit for her work and access to critical information. Colleagues took notice but treated her like she was contagious. “And I was told point blank, ‘You’re on your own with that one, Lisa-Marie,’ ” she says.

Mulkern says she lost weight and sleep from the stress.

“I didn’t realize how much of a toll it was taking on me. I was the public face of the home, and I was trying to look the part of the PR person and not let people know that personally, I was being pummeled at work,” she says.

In 2006, after four years working at the retirement home, Mulkern tangled with her boss over a bad evaluation, and lost her job. The current commandant of the home declined to discuss Mulkern’s case, citing state privacy laws. But Mulkern has since testified several times before the New Hampshire legislature, which is one of 15 states, including, and,that are considering bills giving legal protection to workers harmed in abusive work environments.

(more…)

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Announcing the U.S. Academy on Workplace Bullying, Mobbing, and Abuse

Tuesday, April 1st, 2014

U.S. Academy on Workplace Bullying, Mobbing and Abuse

The Workplace Bullying Institute and the New Workplace Institute are happy to announce the launch of a joint initiative, the U.S. Academy on Workplace Bullying, Mobbing, and Abuse, which will support and promote the multi-disciplinary work of leading and emerging educators, researchers, practitioners, writers, and advocates who are dedicated to understanding, preventing, stopping, and responding to workplace bullying and related forms of interpersonal mistreatment.

“For over a year, we’ve been contemplating how to bring together an American network of leading and emerging experts on workplace bullying and related topics. The Academy is our conduit for doing so. We look forward to highlighting the good works of these incredible people,” says David Yamada, Suffolk University law professor and New Workplace Institute director.

The Academy has over 50 Fellows including leading psychological researchers, physicians, attorneys, occupational health experts, professors of management, nursing, and communications, counselors, union trainers, military leaders, advocates, and consultants. The complete list of Fellows can be seen at workplacebullyingacademy.com.

“When we started WBI there was one trade unionist and a couple of academic researchers with the courage to focus on workplace bullying. Since then the field exploded exponentially,” says Gary Namie, PhD, Co-founder of the Workplace Bullying Institute, established in 1997. “We recognize the universality of these destructive behaviors, and this network focuses on the unique challenges posed by American employee relations, mental health, and legal systems.”

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Posted in Bullying-Related Research, Good News, Healthy Workplace Bill (U.S. campaign), Hear Ye! Hear Ye! 2, Products & Services, Social/Mgmt/Epid Sciences, Tutorials About Bullying, Unions, WBI Education | 4 Archived Comments | Post A Comment () »



WBI Podcast: David Yamada

Friday, March 7th, 2014

Another piece of older audio from a radio program featuring Dr. Namie. Law Professor David Yamada joins the podcast with a history lesson to share. The topic is the origins of employment law in the U.S. that governs the workplace. Unfortunately, the relationship between Master and Servant is the starting point. And not much has changed since. The question for Prof. Yamada is whether assurances of dignity and equality for workers is possible given current laws. Yamada is the author of the anti-bullying Healthy Workplace Bill.

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Professor David Yamada on Greater Boston-TV

Thursday, January 30th, 2014

Hear opponents of our anti-bullying Healthy Workplace Bill, then supporters, including Suffolk University Law Professor, WBI Affiliate and HWB author, David Yamada.

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