121. Bystander Effect in the Workplace

In 1968 two social psychologists demonstrated and popularized the idea of the Bystander Effect.

The Bystander Effect states that a person is less likely to offer help to a victim when there are other people present.

There are a variety of factors involved in this. Some people do nothing and hide under the assumption that other witnesses will take action. Other witnesses do nothing because they don’t want to be the first in a group to call for help.

Let’s be clear, there is no such thing as an innocent bystander. If you watch a horrendous act happening towards another and you do nothing, you are guilty by omission.

The thing is, the Bystander Effect also takes place at work.

Bystander Effect in the Workplace

The bystander effect is alive and well in the workplace and if you think hard enough I’m sure you can come up with a personal example of how it occurred in your life.

When there are problems or issues in a company that are shared by a number of employees, any individual employee is less likely to take the initiative to speak up about the shared thoughts of a group.

As a leader, this presents a dilemma. You’re more likely to hear a complaint that only one person has than you are to hear a complaint a group of employees have.

The more widespread the problem, the less likely any individual will bring it to your attention.

As we’ve discussed before, so-called “open door policies” are a bunch of malarkey and actually make it more challenging for an individual to break from the Bystander Effect. On top of the intimidation of “squealing” to your boss, there may be personal risk for any individual in voicing their concerns, including retaliation from their colleagues.

Sure, there are three ways to get honest employee feedback, but are they always the right ways?

So the big question then becomes, how are you getting people to be trusting enough to break free from the Bystander Effect and speak their mind?