Empowering bystanders to deal with ‘stressed out’ workplace bullying

Research has long established that workplace bullying is a serious problem for employers and employees alike. The potential for bystanders to intervene on behalf of targets of workplace bullying is increasingly being investigated as a potential tool to help shift the dynamics in aggressive and ‘stressed-out’ work environments.

While much of the research has focused on the obligation to become a proactive bystander in defence of the victims of stressed-out workplace bullying, less attention has been focused on techniques and actions that may help the perpetrators of bullying to develop insight and gain better control over their own behaviours. Bystander approaches may have the potential to build insight and self-awareness among perpetrators and to enable them to take a crucial step towards becoming more emotionally self-regulated. (Samnani et al 2016)

Stressed-out bullying

The human stress response is complex, utilising the amygdala, cortisol and norepinephrine to shut down emotional self-regulation during an emergency or risky situation.

This can be particularly dangerous in the workplace, where individuals with high stress levels may engage in bullying behaviour without being aware of their own triggers. Bystander approaches may help to increase knowledge and awareness among parties in the workplace of the dynamics of stress and how it can manipulate behaviours in ways that cause harm to targets and witnesses, and ultimately create unacceptable risks for the employer.

Research shows that interventions focused on mental health and stress reduction may be effective in helping reduce episodes of aggression among instigators while helping them to build their insight and self-awareness. For example, studies have shown that interventions involving activities such as self-regulation and mindfulness, may be beneficial for the instigators of aggressions through improving their self-awareness and helping them to identify and address stressors before they lead to out of control behaviours. Taken together, the studies suggest that bystander approaches may offer a powerful tool for employers to constructively address workplace bullying, particularly by aiding emotional self-regulation.

Raising awareness about the powerful role of bystander interventions

Organisations need to provide education that raises awareness of bystander interventions that empower people to act in situations where aggressive behaviours are present, both in the workplace and the world outside of work.

It is necessary that such programs are culturally appropriate and create an audience-centred environment in which participants are given the opportunity to ask questions and critically engage with the material.

Finally, research suggests that the success of bystander intervention programs can be further increased by addressing structural issues that impede both the willingness and ability of bystanders to successfully intervene in such cases of inappropriate workplace behaviours. One potential solution that could address aggressive workplace behaviour could be having colleagues take on the role of active bystander for each other. This could be one of the most potent antidotes to a toxic work culture. (Relihan, T.  2019)

Practical steps for empowering and supporting bystanders

Here are eight tips for organisations to encourage bystander interventions, particularly focused on situations where the risks of stressed-out bullying are present.

1. Provide comprehensive training. Offer interactive and culture-sensitive training programs that provide an in-depth understanding of the dynamics of stress, mental health and bullying. Provide bystanders with the skills to interact and intervene when they notice bullying behaviour. (Cowie 2013)
2. Encourage dialogue. Encourage open communication among staff to help build trust, facilitate problem-solving dialogue, and provide a safe space for individuals to report concerns or bullying behaviour on behalf of themselves or co-workers. (Cowie 2013)
3. Develop or refresh your code of conduct. Establish a workplace code of conduct to set expectations for respectful behaviour and accountability for those who breach the code. The code should empower bystanders to speak up when they witness any behaviour that is contrary to the standard. This should also reference your relevant local laws and provide guidance on external avenues for support and complaints.
4. Promote active reporting. Put processes in place to make it easy and confidential for individuals to report incidences of bullying. Building a culture of reporting can empower bystanders to intervene in the early stages of bullying behaviours.
5. Foster respect and teamwork. Foster a culture of respect and teamwork by rewarding collaborative positive behaviour and disapproving of disruptive bullying behaviour. In workplace culture it is important to celebrate successes and encourage collaboration. This helps create a safer space for all parties involved.
6. Encourage self-care. Encourage and support self-care activities that can help individuals manage stress, build resilience and identify negative triggers. This can help reduce the likelihood of aggressive behaviour from elevated stress levels and may equip especially more senior bystanders with some additional conversation tools (“Jerry, you seem a bit stressed today. It’s not like you to raise your voice like that. Would it help if we talk about some self-care options?”)
7. Lead by example. Leaders can set the tone and expectations around the culture of workplace behaviour. Leaders can become role models for respectful communication, collaboration, and empathy in the workplace and importantly, for encouraging and rewarding bystander interventions. Leaders don’t have to name people or delicate situations in order to achieve this. Simply saying, “someone in our team, and you know who you are, did something very courageous this week and stood up to some incivility. I want to say thank you and well done – you are part of the solution”, can have an enormously positive and motivating impact for the whole team. (Relihan 2019)
8. Seek feedback. Encourage employees to report feedback on improvements made to workplace culture. This is a necessary step in increasing the positive impact of bystander intervention. Providing staff with ownership of organisational culture can improve the efficacy of management interventions, enhancing staff morale and productivity, and reducing bullying events.

By increasing knowledge and awareness surrounding the dynamics of stress and self-regulation, bystanders can help perpetrators recognise their triggers and regulate their emotions, leading to more productive and collaborative workspaces. (Keng 2011)

Additionally, interventions focused on mental health and stress reduction can further support the wellbeing of both victims and perpetrators. However, for bystander interventions to be effective, it is crucial that employers provide culturally appropriate educational initiatives and address structural issues that impede successful intervention. With these combined efforts, workplaces can foster safer and more respectful environments for all team members.

If you would like to discuss ways to nurture and leverage active bystander interventions in your organisation, contact Mark today.

References

1. Cowie H (2013). Understanding workplace bullying: Its nature, causes, and consequences. Journal of Social Issues, 69(2), 168-189. doi: 10.1111/josi.12012
2. Keng SL, Smoski MJ, Robins CJ (2011). Effects of mindfulness on psychological health: A review of empirical studies. Clinical Psychology Review, 31(6), 1041-1056. doi: 10.1016/j.cpr.2011.04.006
3. Mauno S, Kinnunen U, Ruokolainen M (2007). Job demands and resources as antecedents of work engagement: A longitudinal study. Journal of Vocational Behavior, 70(1), 149–171. doi: 10.1016/j.jvb.2006.09.002
4. Nielsen MB, Einarsen S (2012). Outcomes of exposure to workplace bullying: A meta-analytic review. Work & Stress, 26(4), 309-332. doi: 10.1080/02678373.2012.734709
5. Samnani AK, Singh P (2016). Workplace Bullying: Considering the Interaction Between Individual and Work Environment. Journal of Business Ethics, 139(3), 537–549. http://www.jstor.org/stable/44164241
6. Relihan T (2019, May 20). Fixing a toxic work culture: How to encourage active bystanders. MIT Sloan. https://mitsloan.mit.edu/ideas-made-to-matter/fixing-a-toxic-work-culture-how-to-encourage-active-bystanders