Dealing with—or Reporting—‘Unacceptable’ Behavior
People in organizations often see behavior that they think is unacceptable, unsafe, illegal—even criminal. Why do people who observe such behavior hesitate to act on their own, or to come forward promptly—even when affected by that behavior? Why do they not immediately report those whom they see to...
| Main Authors: | , , |
|---|---|
| Format: | Article |
| Language: | en_US |
| Published: |
Journal of the International Ombudsman Association
2024
|
| Subjects: | |
| Online Access: | https://hdl.handle.net/1721.1/156663 |
| _version_ | 1826194449907056640 |
|---|---|
| author | Rowe, Mary Wilcox, Linda Gadlin, Howard |
| author_facet | Rowe, Mary Wilcox, Linda Gadlin, Howard |
| author_sort | Rowe, Mary |
| collection | MIT |
| description | People in organizations often see behavior that they think is unacceptable, unsafe, illegal—even criminal. Why do people who observe such behavior hesitate to act on their own, or to come forward promptly—even when affected by that behavior? Why do they not immediately report those whom they see to be acting in an intolerable fashion?
Hesitation of this kind has been recognized for years; for example, there is a controversial literature about
the “bystander effect.” In real life hesitation is not confined just to bystanders. People in all roles may hesitate to act. Why do some people—including many managers—waver, rather than acting effectively to stop behavior they find to be unacceptable? The most common reasons for hesitation are: fear of loss of relationships, and loss of privacy, fear of
unspecified “bad consequences” or retaliation, and insufficient evidence. There are many other barriers and they are often complex. Perceptions of the organization and of supervisors are important, as is a complaint system that is seen to be safe, accessible and credible. Some people do act on the spot or come forward when they see unacceptable behavior. Reviewing the reasoning of people with whom we have talked may provide ideas for employers designing or reviewing a conflict management system. |
| first_indexed | 2024-09-23T09:56:17Z |
| format | Article |
| id | mit-1721.1/156663 |
| institution | Massachusetts Institute of Technology |
| language | en_US |
| last_indexed | 2024-09-23T09:56:17Z |
| publishDate | 2024 |
| publisher | Journal of the International Ombudsman Association |
| record_format | dspace |
| spelling | mit-1721.1/1566632024-09-04T03:50:41Z Dealing with—or Reporting—‘Unacceptable’ Behavior Rowe, Mary Wilcox, Linda Gadlin, Howard bystander effect, retaliation, whistleblower, conflict systems, complaint options, organizational ombudsman, workplace trust, workplace fear, procedural justice People in organizations often see behavior that they think is unacceptable, unsafe, illegal—even criminal. Why do people who observe such behavior hesitate to act on their own, or to come forward promptly—even when affected by that behavior? Why do they not immediately report those whom they see to be acting in an intolerable fashion? Hesitation of this kind has been recognized for years; for example, there is a controversial literature about the “bystander effect.” In real life hesitation is not confined just to bystanders. People in all roles may hesitate to act. Why do some people—including many managers—waver, rather than acting effectively to stop behavior they find to be unacceptable? The most common reasons for hesitation are: fear of loss of relationships, and loss of privacy, fear of unspecified “bad consequences” or retaliation, and insufficient evidence. There are many other barriers and they are often complex. Perceptions of the organization and of supervisors are important, as is a complaint system that is seen to be safe, accessible and credible. Some people do act on the spot or come forward when they see unacceptable behavior. Reviewing the reasoning of people with whom we have talked may provide ideas for employers designing or reviewing a conflict management system. 2024-09-03T22:19:33Z 2024-09-03T22:19:33Z 2009 Article https://hdl.handle.net/1721.1/156663 Mary Rowe, Linda Wilcox, and Howard Gadlin, “Dealing with—or Reporting—‘Unacceptable’ Behavior,” Journal of the International Ombudsman Association Vol. 2, No. 1 (Winter 2009): 52-64. en_US application/pdf Journal of the International Ombudsman Association |
| spellingShingle | bystander effect, retaliation, whistleblower, conflict systems, complaint options, organizational ombudsman, workplace trust, workplace fear, procedural justice Rowe, Mary Wilcox, Linda Gadlin, Howard Dealing with—or Reporting—‘Unacceptable’ Behavior |
| title | Dealing with—or Reporting—‘Unacceptable’ Behavior |
| title_full | Dealing with—or Reporting—‘Unacceptable’ Behavior |
| title_fullStr | Dealing with—or Reporting—‘Unacceptable’ Behavior |
| title_full_unstemmed | Dealing with—or Reporting—‘Unacceptable’ Behavior |
| title_short | Dealing with—or Reporting—‘Unacceptable’ Behavior |
| title_sort | dealing with or reporting unacceptable behavior |
| topic | bystander effect, retaliation, whistleblower, conflict systems, complaint options, organizational ombudsman, workplace trust, workplace fear, procedural justice |
| url | https://hdl.handle.net/1721.1/156663 |
| work_keys_str_mv | AT rowemary dealingwithorreportingunacceptablebehavior AT wilcoxlinda dealingwithorreportingunacceptablebehavior AT gadlinhoward dealingwithorreportingunacceptablebehavior |