Fostering Constructive Action by Peers and Bystanders in Organizations and Communities

• Published in: Negotiation journal 2018-04, Vol.34 (2), p.137-163
• Main Author: Rowe, Mary
• Format: Article
• Language: English
• Subjects: Behavior; Bullying; bystander effect; Bystanders; Community; Conflict management; conflict management systems; Cyberbullying; Drunk driving; Ethics; Fraud; harassment; Industrial safety; Intimidation; Job performance; management training; Mandatory reporting; National security; Negligence; Organization development; organizational ombudsman; Peers; Power; Racial harassment; Retaliation; Roles; Sabotage; School safety; Sex crimes; Sexual harassment; Supervisors; Teenagers; Theft; Violations; Violence; workplace safety
• ISSN: 0748-4526; 1571-9979
• DOI: 10.1111/nejo.12221

Peers and bystanders play important roles in organizational and community conflict management. Bystanders often learn relevant information and have opportunities to act in ways that can affect three of the basic functions of a conflict management system (CMS.) They can help (or not help) to identify, assess, and manage behaviors that the organization or community deems to be “unacceptable.” Examples in which bystanders play important roles include sexual and racial harassment, safety violations, unethical research, national security violations and insider threats, cyber‐bullying and cyber‐sabotage, violence, fraud, theft, intimidation and retaliation, and gross negligence. Bystanders often are a missing link in conflict systems. For the purposes of this article, I define peers and bystanders as people who observe or learn about unacceptable behavior by others, but who are not the relevant supervisors, or who knowingly engage in planning or executing that behavior. I define CMS managers as all those people, including line managers, who have responsibility for managing conflicts. Conflict managers face many challenges in fostering constructive behavior from bystanders. The interests of bystanders may or may not coincide with the interests of conflict systems managers in an organization or community. Bystanders often have multiple, idiosyncratic, and conflicting interests, and experience painful dilemmas. In addition, peers and bystanders, and their contexts – often differ greatly from each other. Blanket rules about how all bystanders should behave, such as requirements for mandatory reporting, are often ineffective or lead to perverse results. Bystanders are regularly equated with “do‐nothings,” in the popular press. In real life, however, helpful bystander actions are common. Many bystanders report a wide variety of constructive initiatives, including private, informal interventions. In this article, I report on forty‐five years of observations on bystanders in many milieus. I present what bystanders have said are the reasons that they did not – or did – take action, and what can be learned to help organizations and communities to support bystanders to be more effective when faced with unacceptable behavior.