Active U.S. fire service members participated in an academic research study that explored workplace behaviors earlier this year. The results established that workplace bullying exists within the fire service. The study stratified respondents’ experience with workplace bullying in the fire service into three categories: not exposed, at risk and exposed.
Overall, the study revealed that the fire service is at risk from workplace bullying. Alarmingly, respondents who fell into the exposed category experienced the abusive behaviors that are associated with bullying at a rate that is almost twice that of other workplaces in the United States (24.6 percent versus 13.3 percent). Additionally, respondents witnessed it happening to their fire service coworkers at a rate that was more than three times that of other U.S. workplaces (40.1 percent versus 12.8 percent).
Like domestic violence
Workplace bullying is shown in numerous studies from across the United States and around the world to have a variety of negative effects on employees, including post-traumatic stress disorder, suicidal ideation, and a number of other medical and psychological symptoms. Research also shows that the effect of workplace bullying is eerily similar to the effect on those who are exposed to domestic violence.
Being victimized by our fire service comrades very easily can trigger both acute and chronic emotional responses, such as anxiety, depression, and even a sense of fear and helplessness.
Research also found that workplace bullying can cause cognitive issues that impede the ability of a person who is bullied to concentrate and focus. Indeed, when combined with what we know about the harmful effects of workplace bullying and the nature of our work, the findings of “Workplace Bullying in the United States Fire Service” solidify workplace bullying as a clear and present danger to the health and safety of the U.S. fire service.
Retention
In addition to the negative health and safety effects, the study also produced alarming results concerning fire service personnel retention. First, 23.2 percent of respondents reported that someone left their organization within the past year because of having been bullied. The average witnessed behaviors scores of these respondents fell into the exposed category. Second, more than 30 percent of respondents reported that they considered leaving their fire service organization in the future because of the interpersonal behaviors of others, in general, and their officers, in particular.
When looking at these respondents through the lens of the stratified scores, the average scores of those who expressed consideration of leaving their fire service organization rose to the level of exposed to workplace bullying. In contrast, the average scores of those who indicated that they didn’t consider leaving barely crossed the line between not exposed and at risk.
Policies and training
With respect to policies and training that are specific to workplace bullying within departments, only 65.1 percent and 40.1 percent of respondents reported the existence of policies or training, respectively. That said, even in the organizations that are reported to have policies and training that are specific to workplace bullying, the mean scores of the respondents, while marginally better than those organizations that lack policies or training, still were at or above the at-risk stratification.
Further, only 73.5 percent of respondents who indicated that they witnessed workplace bullying said that action was taken to mitigate it. This indicates that the policies and the training that’s being conducted aren’t as effective as they could be. Indeed, we have some challenges when it comes to improving our workplace climate.
Immediate action
Workplace bullying in the U.S. fire service represents both a challenge and an opportunity. The risk is real, and the time for us to act is now. The findings of this study are just a starting point. The full report is available on firehouse.com/bullying and is provided as a catalyst for the further research, conversations and actions that are needed if we are to address workplace bullying.
We must understand why the prevalence is so much higher in the fire service than in other professions. Because there are so many intangibles at play, it will be as challenging as it is necessary to identify the cause(s) and create solutions. We have improved firefighter health and safety in many ways over recent decades. Apparatus have been designed to be safer and so has turnout gear. We have made great strides in cancer awareness and prevention and always made our fire stations safe enough for someone to drop off a helpless infant. Surely, we can figure out a way to make our interpersonal climate safe from workplace bullying for personnel. If we keep doing what we have done, we will keep being what we have been. The time is now to make the extinguishment of workplace bullying a priority.
John R. Brophy
Captain (Ret.) John R. Brophy, MSHS, FACPE has more than 39 years in the fire service as a firefighter, engineer, company officer and instructor. He has conducted training programs in local, regional, national and international venues on both fire and EMS topics. Brophy held administrative, operations and communications leadership positions in EMS. He is the author of numerous trade-journal articles and books on a variety of leadership topics. Brophy is the recipient of three firefighter of the year awards, a regional instructor of the year award, and a number of other meritorious and service awards in fire and EMS as well as in the military, where he served as a U.S. Navy Corpsman.
