Using Confidence and Responsibility to Disrupt Workplace Bullying Tolerance
In today's business landscape, fostering a culture of psychological safety has become paramount. It's not just a lofty ideal; it's a necessity for businesses aiming to thrive. However, achieving this shift requires a deliberate and systematic approach—one that demands acceptance of responsibility and confidence from both business owners and employees.
Firstly, awareness is key. Acknowledging the need for change becomes challenging when the true extent of workplace bullying remains obscured by fragmented and outdated statistical reporting. However, alarming figures, like the $47 billion national cost of bullying, affecting 1 in 10 workers, and a 46% increase in workplace bullying since 2016, underscore the urgency for action. These statistics translate into tangible concerns, impacting businesses through increased compensation premiums, sick leave, and compliance costs.
The second step involves a sense of responsibility to respond. New regulations, such as the Psychosocial Hazard Code of Practice under WHS laws, now hold directors and business owners personally accountable for workplace health and safety fines and imprisonment. Workers, too, have a duty of care towards their colleagues, supported by enforceable WHS obligations. Understanding the risks of mental health issues like anxiety, depression, PTSD, and suicide is crucial to driving individual change.
Confidence is the third stage. Recognising positive behaviour isn't difficult, but believing in the effectiveness of addressing the issue through action is vital. Encouragement, examples, and personal achievements contribute to building confidence. Organisational commitment is pivotal here, as seen in success stories from prominent businesses like Walmart, Starbucks, and Google, where innovative yet standardised approaches like strategic human resource management and authentic leadership have spurred change.
The fourth stage involves arousing a sense of responsibility to respond. Businesses must acknowledge that poor job design and the protection of oppressors contribute to bullying, while individuals may possess unique skills or receive direct appeals for help.
Assessing the expected outcomes is the fifth step. Understanding how taking action might impact social, physical, psychological, or moral aspects is crucial for both organisations and individuals.
Finally, the assessment stage confronts the denial of responsibility to act. This denial could stem from beliefs that victims can easily leave or receive compensation, fear of victimisation, or doubts about one's own skills or causal responsibility. Overcoming these denials hinges on confidence and responsibility, enabling personal norms to override negative social norms and fostering a psychological safety culture.
Employing a trusted third party for education, skills, training, and agreements offers an unbiased approach toward achieving the best social outcome. Creating a psychologically safe workplace isn't just a responsibility; it's an investment in the well-being and success of businesses and individuals alike. Embracing change with responsibility and confidence lays the foundation for a culture where everyone thrives.
Kevin Gilmore-Burrell, a seasoned business lawyer with over 20 years of experience, is actively researching workplace bullying to develop Empathyse® web-based solutions for organizations of all sizes. His commitment extends to pursuing a PhD at the University of Newcastle, focusing on creating safer work environments.
https://www.empathyse.com.au