Situational model of bullying in business communication

Baigazanova Roza ORCID: 0009-0001-2321-3362 Postgraduate student, Department of Media Linguistics, Institute "Higher School of Mass Communications and Media Journalism", St. Petersburg State University 199004, Russia, Saint Petersburg, line 1 V.O., 27 roza.baygazanova@gmail.com

Background of the issue

Bullying (or bullying) is consistently studied by psychologists, sociologists, lawyers in connection with the socially dangerous consequences of bullying in educational collectives, mainly as a process developing in any closed community (army unit, elite college, work collective) ^[1-3]. In modern sociological research, units of conscripts are defined as "multilevel status systems of organized violence." Violence acts as a consolidating factor (conscription, forced group formation) and a means of self-organization (hazing, bullying), often tacitly supported by teachers/officers (maintaining discipline).

In one of the recent studies, an international group of scientists conducted an in-depth analysis of workplace harassment among employees of hotels in Northern Cyprus from the point of view of the influence of the atmosphere of bullying on labor efficiency, studied the role of emotional intelligence and psychological stability ^[4].

After analyzing a number of works on the topic of bullying in the workplace (mobbing), in educational collectives (school bullying), scientists stopped at defining bullying as repeated (intentional or arbitrary) harm to persons with less force, mainly manifested through physical, psychological, social or emotional outbursts ^[5-11].

The communicative phenomenon of bullying

Bullying is aggressive destructive behavior deliberately aimed at causing harm or discomfort to another person. It can manifest itself physically, verbally or psychologically. The author previously identified the main components of the definition of "bullying": "repeated aggression on the part of a person or group of people towards a certain subject, based on coercion and intimidation, manifested in physical violence, threats, verbal aggression, humiliation, with the aim of intentionally causing harm or discomfort to a person, developing in the context of an imbalance of forces" ^{[12, p. 728]}.

Media texts with signs of information aggression against business structures, business projects, business owners, employees were used as material for the study. The research is carried out on the basis of a well-formed and constantly updated situational database with examples of bullying models from the Russian-speaking segment of several post-Soviet countries.

The study sample consisted of business discourse units of mass media with signs of aggression, including 1757 media texts at the verbal level, 136 visual contexts, 25,677 comments on social networks.

The communicative phenomenon of bullying lies in the specifics of the exchange of information, the impact on the human psyche and the perception of this information by the recipient. Therefore, it is possible to distinguish a number of basic parameters that make up the situation of bullying and which can be divided into four groups:

1.      Verbal parameters:

1) Linguistic means of aggression: insults, ridicule, gossip, dissemination of false information, etc.

2) Tone and intonation: an aggressive, dismissive or mocking tone of the speaker can be a tool of bullying, even if the words are, in principle, neutral.

2.      Nonverbal parameters:

1) Body movements and facial expressions: contemptuous glances, threatening gestures or deliberate ignoring can be forms of bullying.

2) Spatial strategies: isolation of the victim, for example, deliberate exclusion from group activities or communication.

3.      Psychological parameters:

1) The purpose of aggression: the main purpose of bullying is to strengthen one's dominance, destroy the victim's self—esteem, create a feeling of helplessness in her.

2) Emotional impact: the victim often experiences stress, anxiety, fear or depression due to the aggressor's actions.

4.      Sociocultural parameters:

1) Group dynamics: bullying can be intensified or supported by a group when other people witness bullying, but do not interfere or even join the aggressor.

2) Social norms: In some cultures or groups, aggressive behavior may be considered acceptable or even desirable.

Thus, the communicative phenomenon of bullying has many facets and is associated not only with linguistic means, but also with psychological, social and cultural aspects of interaction. Understanding this phenomenon requires a comprehensive approach to the analysis of many elements of human communication: from philosophical evaluation (post-truth, fake) to linguistic analysis in linguistic practice and machine learning algorithms ^[13-20].

Subject-object relations in the structure of business communication

The identification of a subject (a person or group committing bullying) and an object (a person or group being bullied) is an important stage for building a bullying model in business communication. Knowing who exactly is in the role of the subject and object determines strategies and tactics to identify, prevent and resolve such situations.

The subjects of bullying in business communications can be: 1) managers of the organization in relation to subordinate employees, for example, putting pressure on them or arranging moral violence; 2) employees and colleagues, attacking other employees, spreading rumors or participating in mobbing; 3) clients, partners, competitors or third-party participants in business communications, showing aggression against company representatives; 4) The media and the public, attacking the company or its management through negative publications and comments; 5) government representatives may declare the illegality of the company's actions to one degree or another.

Accordingly, the objects of bullying in business communications are: 1) employees of the company who may be bullied by management, colleagues, clients or third-party participants in business communication; 2) management and senior management, having been bullied by employees or third parties; 3) the company as a whole as an organization, faced with harassment from competitors, regulatory authorities, the public or media; 4) individual projects, products or services.

Depending on the type of subject-object relations, a communication model will be built. If the subject of bullying (buller) is internal, and the object of bullying (victim, target, target) is internal or external, then we can talk about the following communication models: 1) vertical communication model: aggression is directed from a superior employee/manager to a subordinate (insults, threats, pressure from above, horizontal, multidirectional and about the model of releasing aggression into the external circuit), S: superior employee, O: subordinate employee; 2) horizontal communication model: conflicts and aggressive interactions between colleagues (insults, threats, blackmail, rumors, gossip), S: equal employee, O: equal employee; 3) multidirectional communication model: conflicts and aggressive interactions between groups of employees (insults, threats, blackmail, rumors, gossip, business processes are disrupted, a tense atmosphere is created, orders are sabotaged), S: group employees, O: a group of employees; 4) the model of the release of aggression into the external circuit: aggression is directed against partners, customers, suppliers, competitors, can be explicit and implicit aggression, S: internal, O: external.

In relation to these models, it is advisable, in our opinion, to use the term "corporate bullying", internal to the subject.

Corporate bullying in the context of business is a systematic psychological pressure that one or more employees exert on another employee in order to destroy or oust him from the team. And here the following aspects are important: the mechanisms of bullying (how pressure mechanisms manifest and function in the business environment); the causes of bullying (socio-cultural, psychological and organizational factors that contribute to the emergence of bullying); the consequences of bullying (how bullying affects organizational culture, productivity, employee loyalty and other business parameters); opposition to bullying (measures and strategies that companies can use to prevent or reduce bullying).

Within the framework of this topic, it is important to understand how media linguistic mechanisms ^[21-25] are used or can be used to manifest or mask corporate bullying in business communication, especially in the modern digital environment. Thus, certain speech patterns or stereotypes can serve as instruments of pressure or discrimination.

Corporate bullying in the business environment, as in any other area, can have many causes and mechanisms leading to its emergence and development.

Reasons for corporate bullying: envy and jealousy (the professional success of some employees may cause envy in others, which may lead to bullying), competition (in conditions of fierce competition, companies or individual employees may use bullying as a tool to pressure competitors); corporate culture (in some companies, aggressive behavior may be the norm, perceived as acceptable the method of achieving goals); personal conflicts (individual conflicts between employees or management can result in systematic harassment or pressure); fear of change (resistance to change or fear of innovation can generate aggression towards those who initiate these changes); the desire for dominance (the desire to take a dominant position can cause bullying by management or colleagues).

The mechanisms of corporate bullying differ in a wide palette and can be represented by methods of verbal and nonverbal communication:

-          Changing the working conditions – the schedule or place of work – in order to create inconvenience for the victim.

-          Victim isolation: lack of support from the team or management enhances the effect of bullying, buller can isolate the victim by ignoring her, excluding her from work groups or not inviting her to important meetings and events.

-          Manipulation and psychological pressure: the use of psychological techniques to manipulate consciousness in order to control the behavior of the victim.

-          Moral pressure and psychological terror: constant criticism and the threat of dismissal, creating an atmosphere of fear and anxiety.

-          Increased workload: Buller can impose additional work or high expectations on the victim, which leads to overload and stress.

-          Undermining the victim's professional relationships with colleagues, clients, partners.

- Professional pressure: issuing tasks that cannot be completed, setting unreasonable deadlines, underloading or overloading work.

- Public humiliation: Buller can humiliate the victim in front of colleagues, superiors or subordinates, creating situations in which she feels helpless and humiliated.

-          Sexual harassment and comments that create an unacceptable work environment.

- Rumors, gossip and slander: spreading false information or distorting facts in order to undermine the reputation and status of the victim in the collective.

-          Concealment of information: prohibition of access to information or resources necessary for work, or destruction of documents and data related to the victim.

- Threats and blackmail to force the victim to do what she does not want, or to subjugate herself.

-          Humiliation and neglect: understating the professional merits of an employee, ignoring his opinion or suggestions.

- Physical or verbal pressure: Aggressive behavior, threats or direct attacks can be used to dominate or destroy a competitor, although physical violence in the workplace is rare.

Corporate bullying is a form of interpersonal aggression and pressure in the work environment, which can lead to negative consequences for the victim (including physical and psychological problems, reduced professional efficiency and reduced quality of life) and the organization as a whole. Here are five speech models of corporate bullying: 1) the model of criticism and condemnation: "You constantly make mistakes and slow down our team"; "Your work is always terrible, and no one understands how you work here"; 2) a model of threats and blackmail: "If you don't do it by the end of the day, I'll tell the management about your shortcomings", "You better do what I do please, otherwise you will have serious problems"; 3) the model of isolation and ignoring: "We do not want you to participate in this project, so stay away", "We will make decisions without your participation, since you are not needed here"; 4) the model of humiliation and ridicule: "You look so stupid when you talk about your ideas", "Your suggestions are always useless and ridiculous"; 5) the model of imposing an unbearable load: "I know you have a lot to do, but you have to do this project today," "No matter how long it takes, you have to do it, otherwise there will be consequences."

These speech models are examples of how corporate bullying can manifest itself in workplace communication.

Bullying can be harmful to the health and well-being of employees, as well as to the productivity of the organization. To prevent and resolve situations of internal bullying, companies can apply the following measures: create a clear policy that prohibits bullying and establishes procedures for investigating and punishing violators; conduct training programs on conflict management, communication, and compliance with working standards; create conditions for open and honest communication between employees and management; provide access to psychological support and consulting for employees experiencing stress; organize regular monitoring of the situation within the company and investigation of complaints and incidents; implement mechanisms for prevention and recognition of corporate bullying situations based on media linguistic analysis of the company's open discussion digital platforms (forums, chats, conversations).

In a situation where the Subject is defined in an external contour in relation to the company, we can talk about three communication models: 1) the model of stuffing aggression from the external circuit: aggression from external communicators (partners, customers, suppliers, competitors, unknown persons, can take implicit and explicit forms, S: external, O: internal; 2) the model of network relations: spontaneous bullying spreads through various communication channels, S: external, O: internal; 3) a model of controlled corrupt aggression: a massive attack on business with the involvement of the media, bloggers, the state. structures, law enforcement agencies, S: external, O: internal. And in this case, when external aggression is directed at business, we suggest using the term "business bullying".

Business bullying against a company and its owner, shareholders can manifest itself in various forms. We will also list five speech models of business bullying aimed at the company and its management: 1) spreading false information about the company: "This company deceives its customers and works for criminal structures", "The owner of this company is involved in corruption and fraud"; 2) threats of legal actions: "If you do not pay me money, I will sue your company and the owner", "We will hire an army of lawyers to defeat you in court"; 3) attacks on the reputation of the owner: "The owner of this company is a scoundrel and a fraudster", "His past is full of scandals and unsuccessful business projects"; 4) public humiliation of the company's achievements: "Your company will never achieve anything significant, it fails in all endeavors", "Your success is just an accident"; 5) insinuations and gossip:"I have heard that the company and its owner are involved in illegal operations," "People say that the owner of this company violates the laws."

Business bullying can be directed not only against the company in general, but also against the head of the company in particular. Let's imagine five models of business bullying that can be used against the head of the organization: 1) investigation and public denunciation: malefactors can initiate an investigation of the activities of the head of the company, even without grounds, and then publicly denounce him of fraud, corruption or other crimes; 2) public condemnation and ridicule: the head of the company may become the object of ridicule and public condemnation from competitors, employees or the public, which may affect his reputation and self-esteem; 3) blackmail and threats: attackers can threaten to expose compromising information about the head of the company or his family in order to achieve their demands; 4) forming coalitions against the head: people can actively form groups or coalitions that work together to discredit the head of the company and weaken his influence; 5) sabotage and interference in business processes: attackers can actively sabotage the company's business processes, manipulate information or complicate the implementation of strategic decisions, making life more difficult for the manager.

Information aggression in business communications can unfold according to different schemes, and it can have different stages and components. A typical scheme of information aggression deployment in this context consists of the following components:

1.      Target selection: Buller selects a target for information aggression (a specific company, brand, product, person, or even an individual employee).

2. Collecting information: Buller collects information about the chosen goal (research of business processes, reputation, activity in social networks, customer reviews and other data).

3. Formation of an aggressive message: based on the collected information, an aggressive message is created (fake news, slander, negative review, false information about a product or service, and so on).

4.      Choosing a distribution channel: The buller (or performer) selects channels for the distribution of an aggressive message (social networks, forums, blogs, public speeches, press releases and other means of communication).

5. Dissemination of information: An aggressive message is distributed among the target audience, buller can use different tactics to maximize its visibility and impact.

6. Reaction of the victim/ target/ target: the target reacts to information aggression (attempts to refute fake statements, reputation crisis management, legal actions and countering disinformation).

7.      Monitoring and analysis: it is important to monitor the dynamics of aggression and analyze its impact on business processes and reputation, which allows you to develop and adapt counteraction strategies to changing conditions.

8.      Counteraction and protection: A business organization takes measures to counter information aggression, including legal actions, public statements, monitoring of social media and strengthening cybersecurity.

The scheme may vary depending on the specific situation and the methods used by the attacker. Processes can be repeated and interrupted, go with different dynamics, density and efficiency. As a rule, buller enters the confrontation already prepared, the target reacts late and she does not have time to collect materials and analyze the situation. But a buller can have several targets, if the organizer of the bullying specializes in this. In very rare cases, the buller and the target can switch roles.

Case study analysis of #deloBipack

Since May 2020, the situation of business bullying in relation to the automobile holding "Bipek Auto - Asia Auto" has begun to unfold in the information field of Kazakhstan and Russia. Media activity coincides with the logic of the raider seizure and develops in parallel with the events unfolding both in the legal field and in the socio-economic life of the region, the country: in the case under consideration, 5,000 people in 16 regions of Kazakhstan were unemployed at the same time, which certainly created a number of tension points for local authorities, 8 topmanagers, one of the employees was killed during interrogation. Every step of the state bodies that have joined the company's bullying is widely covered by the official media, expert bloggers are connected, every corporate event (external and internal) becomes open for discussion. The information war, which started with the construction of the image of the enemy, develops into a confrontation on all fronts, where the strategic goal is destruction. An economic dispute between two subjects of economic relations (a creditor bank and a company) turns into criminal prosecution. And the holding, shareholders and employees find themselves in a situation of cyberbusiness bullying.

A chronological analysis of events and media activity indicates incessant attacks on business, with varying degrees of intensity. If in May 2020, when government agencies joined the confrontation, media monitoring shows 58 materials dedicated to the "Bipek case", then in September 2021, when top managers of the company were arrested and charged with fraud, 64 publications per month. And an open statement about the raider seizure of the company's owner in February 2022 was the trigger for the appearance of 125 publications. Another wave hit in May 2023, when the investigative authorities called the owner of the company for questioning through their telegram channel. And here we observe the whole spectrum of manipulative practices of bullers.

A new wave of publications started with the statement of the Financial Monitoring Agency (https://www.gov.kz/memleket/entities/afm/press/news/details/548359 ?lang=ru) (AFM) RK dated 05/03/2023: "The pre-trial investigation against the Chairman of the Board of Directors of Asia-Bipek AUTO Anatoly Balushkin, CEO of Asia AUTO JSC Erik Sagymbayev and top managers of the group of companies on the facts of embezzlement of more than 230 billion tenge continues by the Financial Monitoring Agency. The funds were stolen by Balushkin A.M. and Sagimbaev E.E. in order to evade repayment of bank loans and payment of taxes to the budget. The withdrawal of funds was carried out by reissuing goods in circulation, pledged in a bank, to controlled companies, as well as issuing fictitious bonuses to employees of the Asia-Bipek AUTO group of companies and concluding a fictitious contract with a company from the UAE. In order to participate in the announcement of the resolution and conduct the necessary investigative actions, suspects Balushkin and Sagymbayev must report to the administrative building of the Department of Economic Investigations in the East Kazakhstan region by May 5, 2023."

Supportive publications followed immediately, on May 3-4: the main theses of the AFM statement were posted, almost verbatim, without additional conclusions and comments, but under different headings, most of the official media of the Republic of Kazakhstan (inbusiness.kz; forbes.kz; zakon.kz; nur.kz; nomad.su; dknews.kz; baigenews.kz, etc.) with reprints in the local and regional media, in public social networks: "Corruption scandal in Asia-Bipek AUTO: details of the investigation"; "Fictitious contracts and money withdrawal – what the fugitive oligarch Anatoly Balushkin is suspected of"; "Bipek AUTO executives are suspected of stealing 230 billion tenge"; "AFM told what the owner of BIPEK Auto Kazakhstan is accused of; "AFM they want to find out from the oligarch Balushkin about the fate of 230 billion tenge"; "Funds were stolen by Balushkin A.M. and Sagymbaev E.E.".

Two weeks later, the media again turn to the AFM statement, which is unusual for the media space as a whole. The second wave promotes manipulative trends through dubious telegram channels created relatively recently, periodically throwing in information about "corrupt officials" and criminal offenses. And this is no longer a retelling of the AFM statement, but unprincipled cynical narratives describing Balushkin's "monster".

In the telegram channel "Free Press of Kazakhstan" (created on October 14, 2022; 4.5 thousand subscribers) On May 17, the publication "The Collapse of the empire of the "great combinator" appears (https://t.me/freekzt/425 ). A number of labels that should be fixed in the reader's mind are expanded already from the title: "the great combinator" in the text turns into "the king of the East" (There is a parallel with the "beer king of Shymkent", previously convicted by T. Tuleshev, can also be considered as an intersex reference to the early material on the "Bipek case" – "Pitfalls the owner of the "East" ("Pitfalls of the owner of the East", Ergali Nurgaliyev, https://time.kz/articles/strana/2020/11/25/podvodnye-kamni-hozyaina-vostoka ), "fugitive oligarch", "fugitive oligarch-combinator".

This is followed by a chain of statements that should "outrage" the reader (spelling, punctuation and font highlighting are copyright preserved): "a fugitive oligarch who made a fortune in state-subsidized screwdriver car manufacturing is very close to one of the Kremlin towers, which carefully protects him from Kazakhstani law enforcement officers. In return, Uncle Tolya sponsors Russian PMCs in Ukraine and sends his employees there to repair military equipment."

It seemed that the bottom had already been broken, but there was a knock from below (the death of a colleague, a friend was transformed into a common chain of falsifications "Thanks to such a "roof", it was possible to hide the fact of the tragic death of ... Anton Nenakhov, who was found hanged in the woods along the highway in Ust-Kamenogorsk. Knowledgeable people say that the intractable Nenakhov worked for only a month and had a personal conflict with Balushkin, as a result of which he paid with his life"

The authors conclude with which, according to their idea, everyone should agree: "the collapse of the empire of the combinator called the Car Assembly Plant, which has been screwing wheels to foreign cars with the sticker "made in Kazakhstan" for 20 years is nearing completion"; "There are still some successes. Last year, one of the top managers of Asia Auto - BIPEK Auto was detained and delivered (wishful thinking) to Kazakhstan from Prague. Given the difficult geopolitical situation of our neighbors, it is most likely that WE (an unexpected transition to a first-person narrative) will soon be given Balushkin, who lives either in Sochi or in St. Petersburg. The fugitive oligarch is a combinator, he drove himself into a zugzwang, from which, alas, he is not destined to get out."

The next telegram channel "Official" was created on August 15, 2019, but the first publication dates back to October 16, 2020 (32.5 thousand subscribers). For two years (20th and 21st) there were occasional publications with long breaks, in 22-23 the publication schedule has become tighter, now it is a daily posting of several materials a day. In all likelihood, there was a sleeping channel, which was then activated and used to their advantage. This channel publishes on May 17, 2023 a three-part voluminous material "Balushkin: Persona grata for Justice" (part 1, URL: https://t.me/chinovnik_kz/3344 ), part 2 (URL: https://t.me/chinovnik_kz/3345 ), part 3 (URL: https://t.me/chinovnik_kz/3346 ). And the authors went all-in here, showing a good awareness of the company's affairs, sticking not only labels, but also dubious definitions. At the same time, the technique of formatting the text with highlighting some points in bold is similar to the previous material and echoes the design of internal documents of the company, with the design of abstracts of speeches by government officials.

The text is compiled as a discussion with materials on the web (The Path of Anatoly Balushkin. Denis Danilevsky. URL: https://16news.kz/news/economics/Put-Anatoliya-Balushkina-4989 ), confirming the dialogic nature of the media discourse, its intertextuality and polyphony, as a response to pain points in Balushkin's official interviews. A large volume has been worked out, with deep immersion, it can be assumed that the people providing the materials and providing the "logical" bundles themselves know the history of the company well with all the details, it is possible that they were at the origins.

-          Labeling: "subjects of the Russian Federation", "Balushkin and Co.", "businessman from the plough", "enterprising businessman", "new Russian with gangster habits".

-          Denigration of current activities: "Balushkin and Sagymbayev, wanted in Kazakhstan, quietly continue their business in Russia, whose subjects they managed to become in time. Now they are promoting a dubious quality all-terrain vehicle "Plastun", assembled from VAZ units. And even somehow managed to get an order from the Ministry of Defense of the Russian Federation."

-          Devaluation of the project that caused the most powerful emotions in people, a project that generated a large amount of grateful content on the web (photos and video materials from residents of the city) #9MAYASBIPEKAVTO: "A native of Ust-Kamenogorsk showed his devotion to the Soviet past and present of the Russian Federation in his characteristic shocking manner. So, for several years in a row, Balushkin arranged performances on Victory Day, forcing the company's employees to change into military uniforms. And in 2019, he staged a demonstration of homemade "military" equipment, among which was an armored car BA-10, ZIS-6 Katyusha, as well as a T-34 tank."

- Playing on the feelings of Kazakhstani readers, most of the opponents of ITS, among the former employees of the company, some do not share and do not understand this initiative: "Last fall, the "businessman from the plough", as he is represented in the commissioned materials that flooded the Internet, distinguished himself again. Balushkin appealed to the employees of BIPEK AUTO and ASIA AUTO with a proposal to conduct a "voluntary internal mobilization of the company and form an engineering and repair company." Presumably, in this way he wanted to show his devotion to his new homeland and help her with "HER" in Ukraine."

-          Devaluation of support: "By the way, the entrepreneur is doing well to use the masses of the people. The letter he organized to the president of our country gained thousands of signatures, but did not help him to whitewash himself in front of the law enforcement agencies of Kazakhstan."

- Sarcasm: "Balushkin and Sagymbayev received citizenship of the Russian Federation, which does not issue its citizens to other countries. Therefore, our law enforcement officers can only limit themselves to publishing official invitations to the country for investigative actions..."

-          Creating an image of a "manipulative manager" and an "unreliable partner" in order to break off relations: "Balushkin's statements about caring for the team, protecting the rights of employees, etc. sounded especially cynical against the background of the fact that in an interview he called them alcoholics"; "By the way, Balushkin behaved mildly towards Russian partners saying "incorrect". For example, in 2015, he called the team of AvtoVAZ dealerships, whose assets were bought out by BIPEK AUTO, non-professionals who ruined the economy."

- The destruction of the "legend": even the few materials published in support of the company do not give rest to customers, so there is a reference to the dashing 90s, "bulldozer in kindergarten", the story of the "disappeared" Klemantovich is brought to light.

- Hyperbolization of the actions of the "oligarch" in order to oppose the people, who should feel how they "profited" on him, in fact, a complete retelling of the old material: "Balushkin began to prepare a springboard for retreat ahead of time, to withdraw assets from the parent structures in Kazakhstan, the process of merging these companies in Russia was accompanied by their withdrawal from the structure of "BIPEK"".

Such a timely analysis of the media field, comparison with extralinguistic business events allows you to understand the current agenda of bullers and respond adequately (correct the actions of lawyers, lawyers, public defenders, build communication strategies, get out of the role of the bullying object).

Conclusion

Business bullying is a complex sociocommunicative phenomenon characterized by a system of negative communications and aggressive destructive impact on the participants of business processes.

Business bullying is based on subject-object relations, the type of communication is determined by the corresponding model.

Depending on the resources of the buller and the victim, public and interpersonal communication within the same bullying situation can unfold into a single super-media text, which will differ in length in time (up to several years) and space (for several states), audience involvement.

The communication of business bullying participants has certain features that allow building communicative strategies for assessing bullying risks and overcoming the consequences of bullying on the basis of media linguistic analysis.

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