Standing by or stepping in: Bystander behaviour in customer aggression
Part 3 of a 3-part series on managing customer and client aggression
Imagine a situation in a store where a customer at the counter starts raising their voice.
The language turns sharp, then gets personal. A colleague nearby keeps their head down. A supervisor near the back of the store finds a distraction and steps away. Another customer in the queue looks at their phone. And the worker being targeted is left to manage the customer on their own.
What’s happening here with all onlookers present is known as the bystander effect. And in the context of customer and client aggression, it is one of the most unrecognised dynamics in workplace safety.
Why we don’t step in
The concept of the bystander effect emerged in the 1960s from the research of John Darley and Bibb Latané, who observed that individuals are less likely to help a person in distress when others are present. This comes from an innate sense that “someone else will step in” – and if others don’t see the need to help, the problem isn’t serious enough to intervene. We are influenced by the actions of those around us.
In a workplace situation like the one described above, anyone present is a bystander – but there are real barriers that may prevent people from intervening:
- a colleague may be junior and unsure how to act
- a supervisor may not be appropriately trained
- other customers may not see it as their responsibility
- managers or leaders who fail to respond appropriately can themselves become subject to bystander behaviour.
Uncertainty and fear of consequences are major barriers to intervention, along with cultural norms that normalise aggressive behaviour. Where workers have been involved in similar situations and the employer has minimised or dismissed the incident, workers lose confidence and see no point in stepping in.
Without appropriate training, many workers simply lack the skills required to support a colleague and help de-escalate the situation.
What effective intervention looks like
There are numerous ways a bystander can intervene effectively without escalation or confrontation. Interventions can be direct, take the form of a distraction, or occur at a later time.
For example:
- a direct intervention might be where the supervisor, rather than stepping away, steps in and takes over the interaction
- a distraction could be where a colleague interrupts and asks the targeted worker to help them with something, creating space for someone else to step in
- a delayed response might be where the manager validates the distress felt by the worker afterward and provides appropriate debriefing and support.
These actions may be small, but they can be highly effective – both in protecting the targeted worker and in de-escalating the customer’s behaviour.
Building a culture where intervention is the norm
Organisations have a responsibility to everyone present in these situations. The most effective approach is to ensure all employees have been trained in bystander intervention and have the skills to manage these moments as they arise.
Those in supervisor and manager roles must be clear on their duty to protect their team members and what the business expects of them. Effective bystander intervention training should go beyond technique – it should provide tools for supporting colleagues, and address what a respectful, safe workplace culture looks like in practice.
An essential part of that culture is the message that those who actively intervene to support a colleague will be valued and recognised. The organisational response needs to be consistent, and it needs to signal clearly to employees that the business and its leaders can be trusted to back them up in the moment and continue to support them through difficult interactions.
The goal is a workplace where a culture of silence is eliminated – where intervention and protection of workers becomes the norm, and everyone present feels safe and supported.
Enmasse offers a number of bystander intervention training programs along with 1-hour workshops on Managing customers for better mental health and Managing client expectations. Contact us today to discuss some options.
References
Bowes-Sperry L, O’Leary-Kelly AM. To act or not to act: the dilemma faced by sexual harassment observers. Acad Manage Rev. 2005;30(2):288–306.
Darley JM, Latané B. Bystander intervention in emergencies: diffusion of responsibility. J Pers Soc Psychol. 1968;8(4):377–83.
Vranjes I, Baillien E, Vandenberghe C, De Witte H. Understanding perpetrator reactions to bystander intervention in interpersonal workplace aggression. Acad Manage Rev. 2023;48(4):1–26.
