Working Well Together Insights
Right or Wrong? When an organisation has to pay $367000 to a sacked “bully”
Dealing with bullying and harassment claims in the workplace can be complex. But what if you have investigated and substantiated through an external investigation, yet the court system says it’s still not good enough, you still have to pay $367000 for the decision...
Is ethical leadership the future of workplace bullying harm prevention?
Workplace aggression, of which workplace bullying is a type, continues to gain an increased profile in Australia. It is a recognised workplace psychosocial hazard that causes harm and injury. Employers, under health and safety legislation, are required to prevent all...
What factors protect employee well-being from workplace bullying harm?
It should come as no surprise that workplace bullying has serious implications for employee well-being. But what is it that keeps employees safe and well when it comes to those harmful behaviours that constitute bullying? A recent study examined 68 research papers...
Workplace bullying or interpersonal conflict – can you tell the difference?
Workplace bullying and interpersonal conflict are two very different concepts, but do you know how to tell the difference? Under Australian laws and guidelines, both Fair Work and health and safety, bullying in Australia has three key characteristics. Unreasonable...
Does sense making provide us with a pathway to help bullying perpetrators?
Why do employees who bully or use chronically abrasive behaviours perpetrate their behaviours? It’s a question that is often met with a roll off the tongue answer because organisations let them. And this to some extent is true. Yet, workplace bullying theory points us...
Does Human Resources need to take a stand on it’s role in workplace bullying claims?
For many targets of workplace bullying, Human Resources (HR) might present as a logical point to go to when they are confronted with the aggressive and harmful behaviours at work. Yet time and again we hear the words of warning; do not approach HR. They are there to...
Is workplace bullying prevention and psychological safety linked?
Workplace bullying and psychological safety. They are two separate concepts that could be inextricably linked. But are they? Direct research specifically linking the two concepts is rare and in this article we explore the research that does exist, particularly...
Are Human Resources Professionals biased when faced with workplace bullying claims?
Being a Human Resources Professional (HRP) is a challenging role. It is often contradictory and HRPs must walk the line between protecting and representing the needs of the employer or organisation, and management and employees. Their ability to act and influence can...
Should managers expect to be safe from upwards workplace bullying?
When we hear stories of workplace bullying, we often hear of evil deeds by power hungry and vindictive managers to their employees. It is rare to hear tales of the reverse, often referred to as upwards bullying. Within academic research, upwards bullying has been a...
What is the ironic failure highlighted by your workplace bullying policy?
Workplace bullying policies are an essential workplace tool. They can set understandings of bullying through definitions, and outline expectations and processes for when we uncover bullying in our workplaces work. However, what hasn’t escape me is the ironic failure...
About Michael
Michael Plowright is the founder of Working Well Together. Led by a profound belief that people should live happy, productive lives both in and out of the workplace, he supports companies and organisations that are resolute about preventing and managing workplace bullying.
Michael started Working Well Together because he saw that despite workplace bullying undoubtedly being a serious issue, many workplaces are ill-equipped to prevent or manage it. Managers and HR and OH&S staff often don’t have the time or skills, or find that the systems they have in place are too broad and generic to deal with what is a very particular issue.
Michael has over 15 years’ experience in leadership and management in the not-for-profit sector, successfully leading teams at both strategic and operational levels. He has experienced first-hand the challenges of managing staff with difficult behaviours like bullying, and knows what it’s like to be in the centre of a human storm. His extensive experience managing office behaviours, providing support to targets of workplace bullying, and rebuilding teams affected by it, forms the foundation of Working Well Together. This, together with his specialist, up-to-date knowledge of workplace bullying and legislation, allows him to help companies and organisations so they can focus on their core purpose and keeping their clients happy, and so that employees can go home safe and well at the end of each day.
Are you interested in learning more about Michael? Click here to get in touch, or connect on LinkedIn.
