Across sectors, from hospitals to media outlets, workplace bullying continues to capture headlines as employees face unprofessional behaviour from colleagues and supervisors alike.
Recent insights from law firm Wright Hassall have revealed widespread workplace bullying issues, with 50 per cent of employees citing it as a cause of resignation. Women are particularly impacted according to the survey, with 60% reporting experiencing bullying.
Of course, it goes without saying that there are people who have suffered huge emotional and mental torment at the hands of a genuine workplace bully. There should be no hiding places for these ‘bad actors’, who cause enormous harm and distress to those around them. Organisations need to root them out rapidly and, where a process of driving deep behavioural change doesn’t work, show them the door.
Yet, a closer look suggests that “bullying” often arises from deeper, unaddressed conflicts. In our 30+ years of conflict resolution work, we at TCM have found that many situations labeled as “bullying” actually begin as misunderstandings, communication breakdowns, or missteps in management style. Without the right cultural framework for early conflict resolution, these issues can escalate quickly, becoming serious complaints rather than minor disagreements.
Language around bullying
The problem starts with the language we use around bullying. We use the word “bully” liberally to describe the complex interactions we have with each other at work. We don’t have the lexicon to verbalise the shades of grey that exist in nearly all situations where relationships with colleagues or managers have broken down.
In the absence of the behavioural frameworks and boundaries that are lacking in so many organisations, people quickly fall into a victim/perpetrator mindset when a difficult work issue arises, and communication becomes terse and irritable
Beyond “No Tolerance”: Building a Real Anti-Bullying Culture
Truly addressing workplace bullying means going beyond a simple “no tolerance” policy. For organisations to support their people effectively, they need a holistic approach that resolves low-level conflicts before they grow toxic.
Not only does this safeguard employees’ mental health, but it also builds trust and psychological safety across teams. And remember: bullying doesn’t always come from the top down; it can occur at any level, even in the form of misguided accusations.
Below are some tips to foster a positive workplace culture that supports proactive, people-centered conflict resolution:
- Foster a Supportive Culture with Clear Behaviour Frameworks
Create clear, organisation-wide guidelines that outline acceptable behaviour and establish boundaries. Reinforce values of openness, fairness, inclusion, and respect, so employees understand what is expected of them and feel confident in reporting issues. - Address Issues Early Through Restorative Resolution Frameworks
Avoid adversarial HR processes by implementing an over-arching Resolution Framework that encourages dialogue and early issue resolution. This people-centered approach emphasises collaboration, coaching, and mediation, allowing minor conflicts to be addressed before they escalate into formal complaints. - Develop a cross functional resolution centre
The resolution centre brings together managers, people professionals, leaders, unions and others to help shape and define the system for resolving issues at work. It also acts as a governance and compliance centre. It scrutinises and evaluates the various interactions for tacking conflicts, concerns and bullying at work. - Train Managers in Effective Communication and Feedback
Equip managers with the skills to give constructive, empathetic feedback. Many bullying accusations arise from poor communication. Empowering managers with training in compassionate communication and feedback techniques helps create an environment where performance issues are addressed collaboratively. - Encourage Open Dialogue and Psychological Safety
Build a culture of psychological safety, where employees feel secure discussing concerns without fear of retaliation. Encourage regular check-ins and feedback loops to ensure any misunderstandings or misperceptions are openly discussed and resolved. - Shift Away from a Binary View of Bullying
Recognise that workplace conflicts are often complex and nuanced. Avoid labeling conflicts in binary terms of “bully” and “victim.” Instead, adopt an approach that seeks to understand the root causes of disagreements and focuses on resolving them constructively. - Avoid Formal HR Grievance Procedures as the First Response
Traditional grievance and harassment procedures can be traumatic and counterproductive. Instead of defaulting to these processes, opt for mediated conversations or coaching sessions to address interpersonal issues in a more supportive, non-confrontational manner. - Triage Serious Cases Appropriately
While some cases may require formal action, many can be resolved through dialogue. Use a triage system to assess each situation’s severity and direct it toward the appropriate resolution path, which could range from facilitated conversations to, as a last resort, formal disciplinary action. - Empower HR to Take Proactive, Not Reactive, Action
HR and People and Culture departments should champion initiatives that cultivate healthy, inclusive, and respectful workplaces. Rather than relying on legislation or policy frameworks alone, HR can lead by actively shaping and supporting a workplace culture that prevents bullying from occurring in the first place. - Commit to Continuous Improvement and Reflection
Regularly review and refine your organisation’s approach to workplace interactions. Learn from cases and feedback, making adjustments to ensure your systems evolve to meet the needs of a modern, collaborative workplace.
David Liddle
David Liddle is CEO and chief consultant at The TCM Group and author of Managing Conflict | Kogan Page 2nd Editon. He is the founding President of the People and Culture Association (PCA), author and speaker.
