Positive ways to tackle bullying and problem behaviour in the workplace

All organisations promote and expect positive deeds, and contain negative problem behaviours. However, even if research has been done, e.g. on bullying and harassment, we usually ignore the negative side.

This has contributed to the limited progress in organisational culture and change. It is time to look at both to heal and be effective.

The first step is to name and look at the problem behaviours in use. And to learn more about what is positive and supportive.

Investigating one without the other will lead to an imbalance and continuation of the current situation.

Leaders and others in the organisation need to be prepared to look at both honestly. If there is sufficient trust, then we could utilise open meetings and surveys.

If there is some distrust, then we should find out what is first needed to build trust, so that staff become comfortable disclosing.

The areas for investigation include the use of positive and negative behaviours, leadership, self (emotions and cognitions), work practices, the role of values and purpose, wellbeing and mental health, relationship with the wider community, policies and procedures, available material resources and history.

Such a comprehensive approach will help us find out about the golden (positive) and shadow(negative) in all aspects of the organisation.

Then we need to consider all the findings and take responsibility for enacting the changes. The actions that follow need to be practical and aimed at the people using these behaviours, those who are the target and the organisation.

People who use problem behaviours are unlikely to let go of them, willingly, and change. They will need help to acknowledge that these behaviours are detrimental to others, to themselves and the organisation.

Once there is evidence, you can do this by having a series of meetings to help them first accept the impact of their behaviours and then alter it. This will take time.

People who have been the target of problem behaviours will need support to recover from their deleterious effects. They will need help to rebuild confidence and trust in themselves and their capabilities.

In extreme cases, they may need confidential and stigma-free support from mental health professionals.

We need a comprehensive organisational approach to tackle problem behaviours. This will ensure collective accountability and responsibility for promoting and using the positive while respectfully addressing the negative when it occurs (as it will).

This starts with leaders consistently using positive behaviours. Colleagues will then be more likely to follow suit.

We need clear internal justice mechanisms such as staff representatives, investigation units, ombudspersons and effective policies.

The existence of these is a sign that the organisation is serious about tackling adverse behaviours. If, however, there is little trust in these mechanisms, then staff will not use them.

Wellbeing, mental health and self-care for all, including leaders, is vital. When people feel well and looked after, they are unlikely to act negatively.

Wellbeing programmes and training can help, but steps need to be taken to encourage staff to use what they have learned.

For example, self-care could be part of each person’s goals for the year. Their manager should encourage them to create a personal self-care plan but not ask to see it.

Then, periodically, the manager should just ask the staff member to ensure they are following the plan and if they need any help.

Negative behaviour is less likely if there is honesty about the extent to which purpose and values matter and whether there is compromise. Leadership could start by admitting the true level of compromise.

Discussions could then follow about values and purpose by staff reviewing what they have said and done; and seeing whether there is a match or a disparity between purpose, values, and deeds.

If we enact the above, then we will create a safe culture and environment for leaders and staff. And there will be a greater chance for positivity. Isn’t it time we stopped wasting our human resources by tolerating the presence and use of problem behaviours?

Written by Anna Eliatamby

Anna Eliatamby is a clinical psychologist, workplace well-being expert and editor of Healthy Leadership and Organisations: Beyond The Shadow Side, out now: £14.99.