Workplace Outbursts Can Become Bad For Business Unless They Are ‘Called Out’

If left unchecked, workplace outbursts or unbecoming behaviour by a belligerent protagonist can lead to a downward spiral, reputational damage and substantial direct and indirect costs for an organisation.

“If the proponent holds a position of authority, the effects can be confusing and devastating on subordinate productivity and workplace well-being. Toxic workplaces are bad for everyone involved,” says Dr Malcolm Johnson, a Senior lecturer in Business based at CQUniversity Cairns campus.

Dr Johnson says that, with the pressure of deadlines, there are times when people don’t bring the best of themselves to work.

“Is it a one-off occurrence or is this a trend that is becoming standard operating procedure verging on abusive or bullying behaviour? Those latter terms should send a shudder down the spine of even the least attentive manager. Ignorance of the behaviour by more senior managers is not an excuse  (at law) or in practical management. Silence suggests complicity.

“The loss of respect for a manager from aberrant behaviour will create downstream issues evidenced by withdrawal of discretionary effort, falling productivity and contagion effects as fractious behaviours are emulated, through to increased sick leave and staff turnover.”

Dr Johnson says the wisdom to discern the right approach in a timely fashion is critical for effective management.

“It starts with calling out the values-behaviour disconnect. Integrity and equity in action is what matters. Failing to take action is evidence to observers of the real or living values at play,” he says.

“Perhaps unsurprisingly, protagonists may not be aware of the unacceptability of their behaviour. They may also become frustrated as people respond in ways they don’t understand, accelerating the initial problem into a downward spiral.

“Calling out the behaviour requires information, discernment and a repertoire of interpersonal skills that can be brought to bear in an appropriate way. Defusing a situation early by utilising agreed protocols can also help to quickly resolve and make a sustainable difference for all parties.”

Dr Johnson says that ‘respect’ is a key motivator for people of all ages in the workplace and elsewhere. Disrespect shown to any person in the workplace can have significant repercussions on and in an organisation.

“If left unchecked, the cultural toxicity that emerges could and possibly should be a career death knell for the belligerent protagonist. Before a situation gets to this point, a range of practical steps can be taken. If the behaviour persists, the wisdom to part ways can serve to rebuild respect  within the team and larger organisation.

“In a knowledge economy, sustainability relies on retaining and developing intellectual capital. Respect matters. Ignore this and sustainable advantage will walk out the door to a competitor, or become a competitor!”

About Prof Janek Ratnatunga 1129 Articles
Professor Janek Ratnatunga is CEO of the Institute of Certified Management Accountants. He has held appointments at the University of Melbourne, Monash University and the Australian National University in Australia; and the Universities of Washington, Richmond and Rhode Island in the USA. Prior to his academic career he worked with KPMG.