Top 2017 reads

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Hello dear readers, here are the top posts published here during 2017, as measured by “hits” or page views. I’ve divided them into two categories, in recognition of the fact that the overwhelming share of online searches that lead to this blog are about workplace bullying and related topics.

Workplace bullying, mobbing, and abuse

  1. Gaslighting at work (March)
  2. Trauma-Informed Legal Perspectives on Workplace Bullying and Mobbing (June)
  3. Workplace bullying: HR to the rescue? (March)
  4. How insights on abusive relationships inform our understanding of workplace bullying and mobbing (April)
  5. Workplace bullying: Acknowledging grief (April)
  6. Male targets of workplace bullying (June)
  7. “Jerks at work” vs. workplace soul stalkers (November)
  8. Workplace bullying: Blitzkrieg edition (April)
  9. Workplace bullying and mobbing: Individual vs. organizational accountability (February)
  10. Addressing workplace bullying, mobbing, and incivility in higher education: The roles of law, cultures, codes, and coaching (July)
  11. When workplace predators silence and intimidate their targets (November)
  12. Bystander intervention in workplace bullying situations (January)
  13. Workplace bullying and mobbing: Resources for HR (May)
  14. Passing workplace anti-bullying laws during the Age of Trump (January)
  15. Ageism in the American workplace (and its continuing relevance to workplace bullying) (January)

Other Topics

  1. Can an employer fire a publicly-avowed white supremacist? (August)
  2. “First world” ethics of the Amtrak Quiet Car (March)
  3. Inauguration Week special: “Gaslighting” goes mainstream (January)
  4. Work, savings, retirement: Generation Jones is getting hammered (August)
  5. “The rules don’t apply to me” (February)

Bernard Law: A defining legacy of enabling widespread abuse

Here in Boston, holiday celebrations and observations have been harshly interrupted by news of the death of Cardinal Bernard Law, whose long-time leadership of the Archdiocese of Boston was defined by widespread cover-ups of sexual abuse of children committed by priests. As reported by Mark Feeney for the Boston Globe:

Cardinal Bernard F. Law, whose 19-year tenure as head of the Archdiocese of Boston ended in his resignation after it was revealed he had failed to remove sexually abusive priests from the ministry, setting off a scandal that reached around the world, died Tuesday. He was 86.

…The abuse scandal was “the greatest tragedy to befall children — ever” in the Commonwealth, the attorney general’s office said in 2003, and “as archbishop, and therefore chief executive of the archdiocese, Cardinal Bernard Law bears ultimate responsibility for the tragic treatment of children that occurred during his tenure. But by no means does he bear sole responsibility.”

Not surprisingly, Law’s death has reopened wounds (if they were healed at all) of many of the victims and their families. Especially due to Boston’s large Catholic population, the priest sexual abuse scandal is one of the most tragic and painful events in the city’s history.

On Wednesday, Globe columnist Kevin Cullen pulled no punches in describing Law’s true legacy:

Bernie Law — and that’s what I’ll call him, because he was no more special than you or I — was one of the greatest enablers of sexual abuse in the history of the world.

…And that’s how Bernie Law should be remembered. If only because it will serve as a grievous warning to others who may try to shroud themselves in good works and think their legacy will survive their complicity with nothing short of evil.

…Bernie Law presided over one of the worst networks of sexual abusers ever assembled. Thousands of children were raped and molested on his watch. Some of them killed themselves. Some were dead, in their souls, from the moment they were inappropriately touched by a priest. He sent the priests who raped and molested on to other parishes to do more of what they did, rather than call scandal to his church.

Bernard Law’s critical role in covering up the abuse and protecting both the archdiocese and the child predators on its payroll continues to raise profound moral and ethical questions about the social responsibilities of institutional leaders. By enabling, supporting, and protecting dozens of sexual abusers, with full knowledge of their behaviors, I posit that he was even more culpable than the individual predators. As such, his enormous failings remind us that interpersonal abuse within institutions rarely occurs in a vacuum. It is often made possible by organizational cultures stoked by those at the top.


Related post

Lessons from “Spotlight” for combating interpersonal abuse (2017)

The awful necessity of the “business case” against workplace harassment and abuse

The ongoing and very public torrent of stories and accusations of sexual harassment and abuse directed at Hollywood producer Harvey Weinstein has prompted an endless stream of commentaries about sexual harassment in the workplace. For example, the Economist magazine weighed in on the bottom-line business impacts of unchecked sexual harassment:

The victims often suffer depression, anger and humiliation. Firms where harassment happens are eventually harmed, too. Mr Weinstein’s studio may be sued…. The company could even be destroyed by the scandal. Even if one leaves aside all moral arguments—which one should not—failing to deal with harassment is usually bad for business. Firms that tolerate it will lose female talent to rivals that do not, and the market will punish them. The costs of decency are trivial; the rewards to shareholders are large.

This is yet another version of the so-called “business case” against work abuse, in this instance sexual harassment. For those of us who have been addressing workplace bullying and mobbing behaviors, this rap sounds familiar. We are continually urged to make the business case against psychological abuse at work, including articulating its cost impacts and, whenever possible, assigning estimated monetary figures.

I understand that whenever abusive behaviors are prevalent in the workplace, it makes sense to point out the costs to the organization. However, I do so with an underlying slow burn. It means that it’s not enough to show that bullying, mobbing, and harassment can wreak havoc on an individual’s health, livelihood, and overall well being. It means that all too many CEOs, senior executives, and managers won’t take work abuse seriously until they understand the monetary costs to their organizations. 

I’m a pragmatist. If it takes the “business case” against work abuse to get organizational leaders to care, I say let’s make it. But this sure doesn’t say much about the morals, ethics, and empathy of the executives who look the other way unless it hits them in their wallets and profit-and-loss statements. Human suffering alone is not enough for them; money, not decency, is what motivates them to act.

Harvey brings out the best and worst in business practices

Hurricane Harvey is proving once again that large-scale disasters bring out the best and the worst in people, and that includes those who run local businesses.

A shining exemplar of the best side is Houston furniture store owner Jim McIngvale, known locally as “Mattress Mack.” As the seemingly endless sheets of rain started to flood Houston, Mattress Mack put out the word that those who needed shelter could come to one of his stores and have a warm, dry place to sleep. As Heidi Glenn and Daniella Cheslow reported for National Public Radio’s “Morning Edition”:

Houstonian Jim McIngvale, known as “Mattress Mack,” has turned his two furniture stores into temporary shelters for Tropical Storm Harvey evacuees.

As the city started to flood, he posted a video online with a simple message: Come on over. He gave out his personal phone number. And hundreds of people streamed in.

“We sell home theater furniture that you watch TV in, they’re sleeping on that. They’re sleeping on recliners, sleeping on sofas and love seats. We have sleeper sofas, they pulled them out and slept on that,” McIngvale tells NPR’s Morning Edition. “They’re sleeping on hundreds of mattresses throughout the store. They’re sleeping on the couches — wherever they can find a place that’s comfortable, and God bless ’em.”

One station sold gas for a whopping $20 a gallon. A hotel reportedly charged guests more than twice the normal rate. One business sold bottles of  water for a staggering $99 per case — more than 10 times some of the prices seen online.

As people in southeastern Texas face the devastating floodwater left by Hurricane Harvey, they are also grappling with predatory businesses that are selling basic necessities at astronomical prices. As of Wednesday morning, the state attorney general’s office had received 684 consumer complaints, a majority of which involved price-gouging of bottled water, fuel, groceries and other necessities.

I’m betting that we’ll be hearing more stories of kindness, sharing, and courage during the days, weeks, and months to come. Hopefully those accounts will inspire the best in others and overcome some of the less wonderful practices that exploit people during the most trying of times.

Infusing good core values into a new organization

With a beta version of the TJ Society’s forthcoming website, at the International Congress on Law and Mental Health, Prague, in July

Readers of recent entries are likely aware that I’ve been hip deep in helping to create a new, non-profit organization, the International Society for Therapeutic Jurisprudence (“TJ Society”). From the most recent draft of our by-laws, here is what the group is about:

Therapeutic jurisprudence (TJ) is an interdisciplinary field of philosophy and practice that examines the therapeutic and anti-therapeutic properties of laws and public policies, legal and dispute resolution systems, and legal institutions. TJ values psychologically healthy outcomes in legal disputes and transactions, without claiming exclusivity in terms of policy objectives. The TJ Society shall advance these overall purposes by supporting legal and interdisciplinary scholarship; identifying and promoting best professional and judicial practices; sponsoring conferences, workshops, and seminars; engaging in continuing professional education and public education activities; and hosting and participating in print, electronic, social media platforms.

As I wrote earlier this month, I’m part of an all-volunteer board that is forming this organization, and I’m serving as its first chairperson. It’s a lot of work, but the broader purpose and the fellowship of a truly exceptional group of colleagues make it all worth it.

This also is an opportunity to put into practice many of the values that I have been advocating for via this blog. It means practicing inclusive, servant leadership dedicated to a cause greater than individual ambitions. It means treating others with respect and dignity. It means actually exhibiting transparency rather than simply touting it. It means avoiding unnecessary hierarchies. Above all, it means building a welcoming and difference making community. Fortunately, our board consists of individuals who walk this talk as a natural way of going about things. This is good: An organization devoted to psychologically healthy laws and legal systems should strive to operate in a psychologically healthy manner.

The TJ Society is a global organization, with a board and advisory council comprised of folks from around the world. This creates obvious communications challenges. It can mean maddening pile-ups of e-mails (many inflicted by yours truly) in attempting to work through topics that require group input, and very understandably patiences can grow weary among a group of very busy people. Additionally, available online meeting technologies such as Skype and Google hangout can’t change the scheduling realities of holding a board meeting with participants’ time zone differences ranging from six to fourteen hours! As I said, we’re fortunate to have such wonderful board members who can roll with the digital waves.

In terms of shaping my contributions to this fledgling learned society, I am fortunate to have other organizations and initiatives as role models. Over the years I have learned so much from the Human Dignity and Humiliation Studies network, especially the leadership of co-leaders Evelin Lindner and Linda Hartling. I’ve also been inspired by the inclusive culture of the biennial Work, Stress and Health conference, co-sponsored by the American Psychological Association, National Institute for Occupational Safety and Health, and Society for Occupational Health Psychology. I’m further grateful for the biennial International Congress on Law and Mental Health sponsored by the International Academy of Law and Mental Health, which, among many other good things, allows therapeutic jurisprudence scholars and practitioners to gather and learn from each other. I hope that the TJ Society will draw from the best characteristics exhibited by these entities.

It’s too early to say whether the TJ Society will build into its culture the values that make for healthy, inclusive organizations, but I’m betting that it will happen. Embracing and practicing these values at the beginning is an important start. Yup, as we grow we’ll make some mistakes, juggle differences of opinion, and probably deal with conflicts here and there. But if the foundation is strong, we’ll do things in the right way much more often than not.

Workplace abusers: A few “bad apples” or part of a terribly bad harvest?

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In recent weeks, I’ve encountered multiple variations on the “just a few bad apples” excuse/explanation/dodge, meant to assure others that corruption, violence, sexual harassment or assault, or bullying of employees or customers are the acts of a mere handful of miscreants within an organization, or perhaps even a sole rotten one. There’s always going to be a bad apple or two. He was just a bad apple. It’s hard to screen out every bad apple. It’s unfair to define us by a few bad apples. And blah blah blah.

True, the bad apples analogy may sometimes fit the situation. Maybe an organization that tries to do everything right in terms of hiring, supervision, and review finds itself dealing with that rare bad employee who has mistreated others, and somehow the situation got out of hand.

I’ll concede that possibility.

But all too often, when I hear or read of an organizational leader or spokesperson invoking bad apple-speak, I feel like I’m being conned. Bad behaviors are typically enabled, endorsed, and/or empowered by bad organizations. Often it’s clear that the situation suggests a pattern and practice of abuse or wrongdoing. Even in situations where the key abusers are few, many other organizational actors looked the other way or tacitly enabled the mistreatment. And sometimes it’s simply a lie, a cover-up for a whole harvest of bad apples.

Where the bad apples analogy actually fits, frequently it is used to reduce the need for organizational and leadership accountability, as if to say that this unusual occurrence somehow makes the underlying misconduct less serious. Instead, a full-throated apology and promise to make things right would be the stand up thing to do.


Can institutions be caring servants for a greater good?

In the opening to his monograph The Institution as Servant (1972; rev. ed. 2009), the late Robert K. Greenleaf stated:

THIS IS MY THESIS: caring for persons, the more able and the less able serving each other, is the rock upon which a good society is built. Whereas, until recently, caring was largely person to person, now most of it is mediated through institutions — often large, complex, powerful, impersonal; not always competent; sometimes corrupt. If a better society is to be built, one that is more just and more loving, one that provides greater creative opportunity for its people, then the most open course is to raise both the capacity to serve and the very performance as servant of existing major institutions by new regenerative forces operating within them.

Greenleaf devoted much of his life to advancing the philosophy and practice of servant leadership. I was introduced to this concept by educator Steven James Lawrence, who tied it into the quest for greater dignity in our workplaces. This led me to the Robert K. Greenleaf Center for Servant Leadership in Atlanta, which describes servant leadership this way:

While servant leadership is a timeless concept, the phrase “servant leadership” was coined by Robert K. Greenleaf in The Servant as Leader, an essay that he first published in 1970. In that essay, Greenleaf said:

“The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.

“The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?“

A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. While traditional leadership generally involves the accumulation and exercise of power by one at the “top of the pyramid,” servant leadership is different. The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.

Linking institutions and individuals in a servant leadership mode

You can see the challenge, drawing heavily upon Greenleaf’s thinking:

  1. Organizations have become the conduits through which society does much of its “caring work.”
  2. Organizations are only as good as their citizens, especially their leaders.
  3. Thus, to foster better, more caring institutions, we have to create and empower more caring leaders eager and willing to serve in a servant leadership capacity.

Uh oh, this isn’t going to be easy, right? It runs smack dab into commonly-held notions of self-interested ambition and advancement that are drilled into the heads of high achievers early on. Think family expectations for success. Think the cultures of business schools, law schools, and elite colleges and universities. Many of us (myself included) are where we are because we bought into that achievement ethic, at least in part, and perhaps at times at the cost of conducting ourselves in a servant leadership mode.

Furthermore, changing existing institutions is hard work. Organizational cultures set in good and bad ways. Greenleaf wrote The Institution as Servant especially for trustees in businesses, universities, and religious institutions. However, stakeholders at all levels must be invited to play a role in positive transformation. Also, it may be easier to imbue new organizations with a spirit of servant leadership rather than trying to move existing ones that seem stuck in place.

Finally, as some protested when I first wrote about servant leadership over a year ago, some leaders claim to be operating in servant leadership mode when, in reality, they’re doing quite the opposite. Thus, servant leadership has been hijacked in some instances by individuals who tout themselves as being something they’re not. (I’ve seen folks like this in academic workplaces. They’re also fond of using terms such as “transparency” and “shared governance,” and the more they invoke them, the less they practice them.)

Still, this is all worth pursuing. To a large degree, our society is the product of the institutions that shape it. Better organizations and better leaders can only help us.

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