????正如某些物種和環(huán)境一樣，有的人在有害的氛圍內(nèi)會(huì)比其他人更容易受到傷害。心理學(xué)家、作家伊萊恩?阿倫曾描寫過高度敏感的人群。他們可以給職場(chǎng)帶來巨大的好處，但對(duì)于職場(chǎng)中的卑鄙行徑或超負(fù)荷感受來說，他們的承受力卻非常低。

????許多公司的董事會(huì)已經(jīng)清醒地意識(shí)到了公司文化的重要性（有的董事會(huì)將公司文化作為監(jiān)管職責(zé)的首要任務(wù)之一），但也有許多公司從來沒有考慮過這個(gè)問題——或者只是偶爾在他們的腦海中閃現(xiàn)，比如在進(jìn)行并購(gòu)之前和并購(gòu)過程中，需要對(duì)兩家公司文化進(jìn)行融合時(shí)。

????職場(chǎng)欺凌通常被視為一對(duì)一事件。而達(dá)夫認(rèn)為，將職場(chǎng)欺凌的責(zé)任歸因于個(gè)人所產(chǎn)生的問題在于，公司或其管理團(tuán)隊(duì)和董事會(huì)可以逃脫責(zé)任。

????管理者們對(duì)于職場(chǎng)欺凌的說法可能非常熟悉，但對(duì)于達(dá)夫及其合著者倫恩?斯伯里創(chuàng)造的“圍攻”這個(gè)詞，人們卻知之甚少。達(dá)夫說：“職場(chǎng)圍攻是一個(gè)群體對(duì)某一名同事不分性別的騷擾。”圍攻的目的是將一個(gè)人趕出某個(gè)部門或更大的組織，而所采取的方式通常是迫使其被解雇、休病假或辭職。不論圍攻的目的是否達(dá)成，“這種通常情況下持續(xù)時(shí)間較長(zhǎng)的、極具創(chuàng)傷性的經(jīng)歷”會(huì)使被圍攻者蒙受屈辱，遭到棄用，“并會(huì)在經(jīng)濟(jì)、職業(yè)、健康和社會(huì)心理等方面造成巨大損失，”達(dá)夫說道。

????雖然職場(chǎng)圍攻極少被人提及，但這種現(xiàn)象卻非常普遍。你或許親身見證或經(jīng)歷過一些最常見的圍攻：過度批評(píng)、人身攻擊或貶低；傳播未能得到糾正的虛假信息；來自一個(gè)交流圈的孤立或排擠等。

????《今日秀》（Today）節(jié)目主持安?克莉的遭遇便是一個(gè)典型的職場(chǎng)圍攻案例——而這種事件能進(jìn)入公眾視野實(shí)屬罕見。據(jù)《紐約時(shí)報(bào)》（New York Times）報(bào)道，“片場(chǎng)普遍存在的卑劣行徑”，“搭檔馬特?勞爾的日益冷淡”，無(wú)禮的同事，羞辱性的滑稽動(dòng)作，以及執(zhí)行制片人吉姆?貝爾的惡毒言語(yǔ)，都是造成克莉創(chuàng)傷性經(jīng)歷的罪魁禍?zhǔn)??！翱死蚋杏X，那些男人們?cè)凇督袢招恪纺缓笮纬傻木銟凡堪愕姆諊瑥囊婚_始就在傷害著她。她曾對(duì)自己的朋友們說，最后幾個(gè)月簡(jiǎn)直是在用‘專業(yè)的’手法對(duì)我進(jìn)行折磨?！?/p>

????達(dá)夫認(rèn)為：“職場(chǎng)圍攻非常具有破壞性，因?yàn)楹苌儆斜壬鐣?huì)排斥或排擠更嚴(yán)重的傷害。人們做出這種行為時(shí)，通常都以圍攻對(duì)象不需要知道為借口，所以看起來一切都很正常。”然而事實(shí)卻恰恰相反。遭到圍攻的對(duì)象正在被團(tuán)隊(duì)拋棄。

????更嚴(yán)重的是，其他同事雖然并未與作惡者同流合污，但為了避免自己成為下一個(gè)目標(biāo)，他們也可能會(huì)對(duì)被圍攻對(duì)象敬而遠(yuǎn)之。（在裁員狀況下，被裁撤的員工也可能經(jīng)歷這樣的狀況。）而這只會(huì)進(jìn)一步加劇被圍攻對(duì)象孤立無(wú)援的困境。

????Just as with certain species and the environment, some people are more vulnerable to toxic atmospheres than others. Pyschologist and author Elaine Aron has written powerfully about highly sensitive people, who can provide huge benefits to a workplace but have extra-low tolerance for meanness or sensory overload.

????While some boards of directors are acutely aware of the importance of corporate culture (some rank it in the top few categories of their oversight responsibility), some never consider the issue at all -- or only sporadically, like before and during a merger when two company cultures combine.

????Bullying in workplaces is often viewed as a one-on-one event. But the problem with placing the blame on just one individual is it that it lets organizations, their management teams, and boards off the hook, says Duffy.

????While managers are familiar with the idea of bullying, the concept of "mobbing," a term coined by Duffy and her co-author Len Sperry, is less understood. "Workplace mobbing," Duffy says, is "nonsexual harassment of a coworker by a group." The purpose is to remove the individual from a particular unit or from the larger organization, which may occur through termination, medical leave, or quitting. Whether or not the group is successful in removing the individual, "this typically protracted traumatizing experience" often results in humiliation and degradation "with significant financial, career, health, and psychosocial losses," Duffy says.

????Although it's not often discussed, workplace mobbing is common. You've probably witnessed or experienced some of the common attributes of mobbing yourself: excessive criticism, personal attacks, or devaluing; the spreading of false information that doesn't get corrected; isolation or removal from communication loops.

????What happened to Ann Curry at the Today show is a classic case of mobbing -- and it's rare to have such a public view. "General meanness on the set," "the growing indifference of her co-host Matt Lauer," disrespectful co-workers, humiliating antics, and the cruelty of Jim Bell, her executive producer, who himself has since been booted to another role, all contributed to Curry's traumatic experience, the New York Times reported. "Curry felt that the boys' club atmosphere behind the scenes at Today undermined her from the start, and she told friends that her final months were a form of professional torture."

????"Mobbing is devastating," Duffy says, because there are "few more basic injuries than social exclusion or ostracism. The behaviors are often done under the pretense the individual doesn't need to know, so it looks like business as usual." But the opposite is the case. The individual is being shunned.

????To add insult to injury, other coworkers who may be distinct from the perpetrators may also distance themselves because they don't want to be the next target. (This can also happen in layoff situations to individuals who are being let go.) This just adds to the level of isolation targeted individuals feel.