R U OK? Day: Start by Asking "AM I OK?"

Leveraging R U OK? Day to Address Complex Workplace Misconduct

R U OK? Day is more than just a day for asking a simple question; it represents a call to action for fostering environments where open, honest conversations about mental health and well-being are normalized. However, workplace bullying, and sexual harassment can significantly undermine these efforts by creating a culture of fear, silence, and distrust, where individuals feel unsafe to speak up.

Research, including my own, shows that 62% of incidents of workplace bullying and harassment occur between peers, not supervisors. The situation becomes even more complex when these peers have strong connections with those in power, creating a web of subtle collusion that makes addressing these issues challenging.

To fully support the objectives of R U OK? Day, we need to move beyond conventional narratives and delve into the nuanced dynamics that perpetuate workplace misconduct. This essay explores how bullying and sexual harassment function as tools of control, the ways in which gender shapes these behaviours across different industries, and how a deeper understanding of the emotional landscape at work can foster both self-awareness and collective responsibility. Ultimately, creating a culture where asking "AM I OK?" is just as essential as asking "Are you OK?" promotes a more comprehensive approach to well-being in the workplace.

The Paradox of Fear, Control, and Subtle Collusion

Bullying and sexual harassment are not just wrongful behaviours; they are deliberate tools for maintaining control. Perpetrators use these behaviours to create an atmosphere of fear, ensuring their victims remain silent. The dynamics become particularly insidious when these perpetrators are 'friends' or connected with supervisors, managers, or executives. This relationship creates a subtle, two-way collusion that further entrenches their power and influence, effectively shielding them from accountability.

How Subtle Collusion Happens:

1. Long-Term Relationships: Individuals who have worked together for years often form bonds that can lead to informal alliances. Even if one person rises higher in the hierarchy, this shared history can create a sense of loyalty or indebtedness, making it difficult for leaders—especially in HR—to view these individuals objectively or hold them accountable.
2. Connections Through External Networks: Perpetrators may have strong ties with leaders outside the workplace, such as through school, family, mutual friends, or professional groups. These connections can create an implicit bias, where leaders unconsciously favour those who reflect their own backgrounds or social circles.
3. Bias in Recruitment and Selection Processes: Hiring practices can lead to a concentration of similar people in leadership roles—those who share the same social backgrounds, perspectives, or networks. This homogeneity can reinforce collusion, leading to a lack of accountability for those involved in misconduct, regardless of gender, ethnicity, or race.

These dynamics create a feedback loop where both parties benefit: perpetrators feel emboldened to continue their behaviour without fear of consequences, while their allies in leadership gain loyalty and support. This subtle but powerful collusion fosters a culture of silence and fear, where employees are discouraged from speaking up or challenging the status quo. This culture is precisely what R U OK? Day seeks to change by promoting open dialogue and trust within organizations.

Gender Dynamics in Workplace Misconduct

Bullying and harassment manifest differently across industries. In male-dominated fields, such as Mining, Oil and Gas, Finance, Construction, and Transport, women are more likely to experience sexual harassment and bullying. Although men also face harassment and bullying, they are less likely to speak up due to social norms around masculinity and vulnerability. Such harassment often serves to reinforce and control traditional gender roles, maintaining male dominance in these industries. For example, women may face overt sexual advances or derogatory comments that undermine their professional credibility, often in subtle ways that perpetuate fear and intimidation.

In female-dominated industries, bullying behaviours can still be prevalent, but the dynamics may differ. Men in these environments might experience bullying to enforce conformity to existing norms. For example, a male nurse in a female workplace might face exclusion from social networks or passive-aggressive behaviour aimed at challenging his place in the organization. Women may encounter more covert forms of aggression, such as emotional abuse or social isolation from other women. Research indicates that women are more likely to perceive behaviours like social exclusion or emotional abuse as bullying compared to men, who often underreport such experiences due to societal expectations.

These gendered experiences of bullying and harassment highlight the need for tailored strategies to address misconduct. For example, a female-dominated workplace may require different interventions for covert forms of bullying compared to a male-dominated environment where overt harassment is more common.

Impact of Psychosocial Hazards and Risks

Psychosocial risks—such as bullying and harassment—pose significant threats to both individual well-being and organizational culture. These risks include job insecurity, poor interpersonal relationships, and lack of support from management. They also directly counter the goals of R U OK? Day by creating environments where individuals feel unsafe or unable to express their concerns.

Consequences for Individuals:

Exposure to bullying and sexual harassment can lead to severe mental health consequences, such as anxiety, depression, and burnout. Both men and women who report being bullied or harassed are likely to experience significant stress and related health issues, although the types of bullying and subsequent health impacts can differ by gender. For example, men may experience increased stress due to threats to their masculinity, while women may suffer more chronic stress from persistent exclusion or derogatory behaviour.

The consequences can be long-lasting. For instance, research by Einarsen and Nielsen (2015) found that men who reported being bullied had a fourfold risk of psychological distress even five years later. These mental health impacts not only affect individual wellbeing but also reduce productivity and engagement at work.

Impact on Workplace Culture:

Psychosocial risks like bullying and sexual harassment can undermine workplace culture by eroding trust, reducing morale, and fostering an environment of fear and silence. When employees perceive that such behaviours are tolerated or that perpetrators are protected due to their relationships or status, unethical behaviour becomes normalized, turning these behaviours into workplace norms. This can lead to increased turnover, decreased productivity, and a damaged organizational reputation, directly countering the inclusive and supportive culture that R U OK? Day promotes.

Addressing Emotional Dynamics Without Using "Emotional Intelligence"

To fully understand workplace misconduct, we must move beyond the term "emotional intelligence" and focus on how specific emotions—like fear, anger, love, and joy—shape workplace behaviour and culture.

• Fear is often used by perpetrators to control and silence their victims. In a workplace dominated by fear, employees are less likely to speak up about wrongdoing, which reinforces a toxic environment.
• Anger and Contempt fuel aggressive behaviours such as bullying and harassment, while sadness and depression often result from prolonged exposure to hostility.
• Joy and Happiness can foster collaboration and creativity but may also be manipulated to mask underlying tensions.

By shifting away from the ambiguous term "emotional intelligence" and examining the specific emotions at play, organizations can better understand the complex dynamics that affect employee behaviour and workplace culture.

What Can Organizations Do to Address Emotional Dynamics and Psychosocial Risks?

1. Assess Emotions and Their Intensity at Work: Use tools like the Feelings and Behaviour Survey to identify emotions felt and their intensity, creating an emotional catalogue that informs targeted organizational development interventions.

About the Feelings and Behaviour Survey: The Feelings and Behaviour Survey is a quantitative tool designed to measure the range and intensity of emotions experienced by employees in the workplace. It uses a series of targeted questions to assess how employees feel about their work environment, colleagues, management, and their own roles. This data is then analysed to identify patterns, such as whether certain emotions like fear or frustration are prevalent in specific teams or departments. By understanding these emotional patterns, organizations can pinpoint areas of concern, such as a toxic work culture or problematic behaviours that may require intervention.

Benefits of the Survey:

1. Early Detection of Emotional Hotspots: Identifies areas within the organization where negative emotions are concentrated, allowing for early intervention before issues escalate.
2. Informs Organizational Development Strategies: Provides data to help tailor training programs, leadership development, and team-building activities that directly address identified emotional challenges.
3. Promotes Employee Engagement: Shows employees that their emotional well-being is valued, fostering a more engaged and motivated workforce.
4. Supports a Culture of Openness: Encourages open communication about emotions, helping to normalize discussions around mental health and well-being, aligning with the goals of R U OK? Day.
5. Leverage the Emotional Catalogue: Understand how identified emotions influence organizational culture, environment, and operations. Use qualitative methods such as observations, focus groups, and interviews to gain deeper insights.
6. Redesign the Code of Conduct and Ethics: Align these with the emotional catalogue, providing clear guidelines on what behaviours are considered acceptable or unacceptable based on the organization’s values.
7. Promote a Culture of Psychological Safety: Foster an environment where employees feel safe to express emotions and report wrongdoing without fear of retaliation. This includes offering anonymous reporting mechanisms and regular mental health check-ins.
8. Train Leadership to Recognize Psychosocial Hazards: Equip leaders with the skills to identify both overt and subtle signs of bullying, harassment, and emotional manipulation.
9. Improve Recruitment and Selection Practices: Incorporate simulations instead of traditional interviews to better assess candidates' behavioural responses and emotional dynamics in real-life scenarios. Use structured interviews at the end of the probation period to evaluate their fit within the organization’s culture and adherence to its values. This approach can help reduce biases in hiring and ensure that new hires align with the organization's standards of behaviour.
10. Support Affected Employees: Provide resources such as counselling, mental health support, and safe spaces for employees affected by bullying or harassment. Ensure robust systems are in place to support recovery and re-engagement.
11. Monitor and Mitigate Psychosocial Risks Regularly: Conduct regular assessments of workplace culture to identify signs of psychosocial risks and implement necessary interventions.

What Can Individuals Do to Address Emotional Dynamics and Psychosocial Risks?

1. Cultivate Continuous Self-Awareness by Asking "Am I OK?": Rather than waiting for someone else to ask, individuals should regularly check in with themselves by asking, "Am I OK?" This practice helps in identifying and acknowledging subtle emotions, behaviours, or signs of distress early on. By fostering self-awareness, individuals can develop the confidence to speak up, seek support, and take necessary actions to maintain their mental health and well-being, even in challenging environments.
2. Speak Up Immediately: It is essential to speak up as soon as an individual experiences bullying or sexual harassment. This could involve reporting to an immediate supervisor, a health and safety representative, a well-being officer, HR, or a union representative if applicable. Addressing the issue early can prevent it from escalating.
3. Document Incidents Thoroughly: Keeping a detailed record of any bullying or harassment incidents, including dates, times, witnesses, and specific actions, is vital. Inform relevant parties, such as HR or a supervisor, that the documentation exists. This documentation can be crucial for any future investigations or legal actions.
4. Follow Regulatory Guidelines: Be aware of and adhere to the guidelines provided by federal and state regulators, such as Safe Work Australia or state-specific authorities. These guidelines often provide a framework for addressing workplace bullying and harassment and offer resources for support and reporting.
5. Plan an Exit Strategy if Necessary: If the organization’s culture or management style is not supportive in addressing bullying or harassment, consider planning an exit strategy. Having a plan to leave can provide peace of mind and protect mental health if the workplace remains toxic.

Conclusion: The Need for a Comprehensive Approach

To truly address workplace bullying and harassment, especially in the context of R U OK? Day, organizations must move beyond traditional frameworks and understand the complex emotional and relational dynamics at play. At the same time, individuals must take personal responsibility for their mental health by regularly asking themselves, "Am I OK?" rather than waiting for others to inquire. This dual approach helps create environments that are safe, fair, and supportive for everyone.

By combining organizational efforts to foster a culture of trust and safety with individual practices of self-awareness and self-care, we align more closely with the spirit of R U OK? Day. This proactive engagement encourages both organizations and individuals to play a role in making the workplace a more supportive and emotionally healthy space.

?