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Workplace bullying is a major problem in many industries, but it is frequently confused with harassment or violence. The lack of distinction between these issues can affect their identification, the assessment of their importance, and the ways in which they are controlled. Despite being closely related to harassment and violence, this article aims to outline the ways in which bullying is distinctly different, and goes on to suggest how recognition of this distinction can lead to improved risk management-based interventions. The article describes a risk management model that can be used to deal with the risk of workplace bullying, and reviews suggestions for "dignity at work" policies. By identifying the unique aspects of bullying and implementing appropriate strategies to address them, organisations will be better able to control the risk of bullying in their workplaces, leading to improved outcomes for employees and, in turn, significant positive effects on business performance.