Workplace bullying is a persistent problem in the NHS (Quine, L. 1999; Carter M et al., 2013; Hoel H, Cooper CL, 2000) with significant negative implications for individuals, teams and organisations (Illing JC, Carter M, Thompson NJ et al. 2013; Salin D, 2009). Despite increasing awareness and recognition of the need for change, levels of bullying remain stubbornly high. The latest NHS staff survey results found that 23% of staff had been bullied or harassed by other staff members in the last 12 months – little change from the 22–23% reported between 2012 and 2014 (NHS England, 2015).
Using behavioural examples can help develop a shared understanding of what is, and what is not, bullying. For example, in bullying policies or during training sessions, it can be useful to state that feedback on performance should be expected, but it should be respectful, constructive and delivered in an appropriate environment. It
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