Tensions are rising in the lunchroom. The team seems jumpy and easily offended. Gossip is circulating about a certain staff member.

When workplace conflict heightens, some managers feel powerless to address the situation. Navigating through a swamp of he-said, she-said, bold accusations and severe distress can be a challenge to any leader.

How should leaders approach potential bullying situations?

1. Be in tune with your team

Being “in tune” means being aware of each individual’s needs and responsibilities, both in and outside the office. Knowing what makes each person tick helps managers pinpoint potential flashpoints before they arise.

For example, the team leader notices that Derek is generally friendly and cheerful but has become snappy at Karen, the new sales assistant.

It may be that Derek finds Karen’s personality grating and the two of them should be moved to different teams. Karen may be speaking rudely to Derek when no other team members are around. Derek may not have an issue with Karen but simply be irritable because his child is sick.

Taking fifteen minutes to talk to Derek about his feelings can prevent this situation from escalating into a bullying claim.

Moreover, this open communication sends a clear message that management cares about staff wellbeing.

2. Take complaints seriously

Employees who know that bullying complaints will be taken seriously are more likely to come forward early if a problem arises. Policies that protect complainants from being victimised or demoted help foster trust and honesty.

On the other hand, a policy that complaints will be thoroughly investigated gives those accused of bullying an assurance of fair and equal treatment.

Even where the bullying complaint seems purely vexatious or fabricated, the manager should at minimum listen to the story and speak to the involved parties. Dismissing a complaint out of hand is more likely to deepen a disgruntled worker’s dissatisfaction, leading to more complaints in future.

3. Decide whether mediation or informal settlement is appropriate

Some managers jump too quickly into a formal bullying investigation.

While bullying is prevalent in workplaces, some incidences labelled “bullying” may actually be misunderstandings or interpersonal conflict. It may be that both sides dislike one another, so that both feel victimised.

A degree of conflict is normal where people with different personalities work together. How this conflict is managed determines its impact on employee wellbeing.

Before leaping into a bullying investigation, a manager could suggest mediation between the two sides. Helping them understand one another’s viewpoint may resolve tension.

For example, Kevin may feel isolated when his colleagues Sue and Josh go out to lunch together and exclude him from conversations.

However, from Sue and Josh’s perspective, they have been friends for years and frequently meet up outside of work. They have no intention of excluding Kevin by talking about their mutual friends.

A discussion between the three parties may resolve the situation amicably. In contrast, a bullying investigation is likely to leave Sue and Josh feeling victimised and Kevin further isolated.

That said, if either party objects to mediation or informal discussion, the manager should respect this request. Mediation may also be inappropriate in some situations, particularly where the alleged behaviour was violent, threatening or intimidating.

Managers should conduct a preliminary assessment to determine whether an investigation is necessary, based on reports from other team members and other evidence readily available.

4. Investigate sensitively and fairly

If an investigation is necessary, fairness must be the organisation’s watchword. An independent, unbiased third party must be appointed to investigate the claims.

Every witness and piece of evidence would then be considered and evaluated. Taking extensive notes of all discussions helps managers support their decisions.

The rules of natural justice should apply to these investigations. This means:

• the process is transparent
• the investigator is unbiased
• the consequences are proportionate and consistent with other similar cases
• parties are innocent until proven guilty.

Investigations can be incredibly stressful for everyone in the workplace. Investigators must do their best not to heighten tensions or create deeper divides.

5. Implement a reasonable solution

In many cases, an approach focused on education rather than discipline may be appropriate. A non-disciplinary response involves:

• development options – e.g. coaching or mentoring, re-training, personal development or increased supervision;
• behavioural options – e.g. counselling, mediation or performance improvement plans and strategies; and
• employment options – e.g. changes in shift or duties or a transfer.

In some cases, a disciplinary approach may be most suitable. This could include a formal warning, added to the personnel file, or even termination.

On a broader scale, the entire team could benefit from exercises to re-build their dynamic. Managers may welcome additional training in managing an emerging situation.

6. Look at overall workplace culture for areas of improvement

Bullying may seem limited to a conflict between two people. However, often this conflict is merely a flashpoint for underlying tensions.

Bullying generally arises where the environment permits or condones bullying behaviour.

Organisational factors that contribute to bullying are not always immediately obvious. They may be as easily identifiable as a lack of consequences or as subtle as a fondness for jokes.

Identifying and addressing these factors helps management prevent bullying in the long-term by changing the organisational culture.

Factors that may encourage bullying can include:

• Organisational change such as restructuring, new procedures or change of leadership
• Leadership styles, in particular authoritarian (controlling too much) or laissez fair (managing too little)
• Lack of appropriate work systems resulting in uneven or unpredictable workloads
• Poor workplace relationships such as interpersonal conflict or lack of mutual respect
• Workforce characteristics, particularly groups of vulnerable workers such as casuals or minority groups

A management team prepared to ask hard questions about the workplace culture can create a happier, more cohesive workforce.

The State Services Authority investigation into workplace bullying established that workers are more likely to say their organisation does not tolerate bullying when the organisation offers:

• Avenues of redress – The organisation has fair procedures to resolve complaints which are consistently implemented to all staff equally
• Leadership – Leaders model behaviour that is respectful, understanding and co-operative and this behaviour is rewarded by the organisation
• Workgroup – People within workgroups treat one another with respect and value one another’s input
• Management – Managers are approachable, value their staff’s skills and treat each person with dignity
• Equal employment opportunity – The workforce is diverse in age, gender and cultural background

Ultimately, the best approach to bullying claims is prevention. A workplace with “in tune” managers, fair procedures and a positive culture is less likely to face bullying claims in the first place.