Dr. Barbara 'Bobbi' Lambert, Ph.D., is President of Confidante, Inc. (www.confidante.com), a San Francisco Bay Area-based consultancy with special experience in disruptive workplace behavior. In light of recent events in private workplaces and public schools, we thought it would useful to review the issue of monitoring employee behavior. Since 1980, Dr. Lambert has worked with employers interested in on-site management of stress, trauma, and violence. She is an expert in workplace mediation to resolve interpersonal and business conflicts. She has authored articles for Personnel Journal, Bureau of National Affairs, and Business Insurance. Her Ph.D. is in Human Behavior/Psychology.

SafeSpaces: Our readers are hands-on managers who are looking for practical ideas to better manage potentially disruptive behavior. This can come in many forms, among them sexual harassment, intimidation and threats, or any other inappropriate conduct. With that in mind, what are the basics of monitoring behavior?

Dr. Lambert: Think of it in these terms: policy, procedures, and practice make up the foundation of any successful program. We believe the three P's have to be in place first in order for all employees to play their parts in the diagnosis and prevention of disruptive incidents.

By policies, we mean the organizational and structural concepts and values that managers are provided as they are hired, that guide their decision making. By procedures, we mean steps that must be taken when incidents happen. By practice, we mean the training, communication, and reinforcement activities the company promotes in the area of employee development.

SafeSpaces: We understand the need for a solid foundation, plus an atmosphere of open communication. Beyond that, what are the practical steps people should take?

Dr. Lambert: One always hopes that the idea of open communication is actually practiced, but that's not always the case. We have found that providing multiple channels of communication that are safe, confidential, and do not result in retribution solves a lot of problems before they foment. Once an issue is communicated, follow-up action MUST be taken. If it isn't, you can pretty well forget about any future cooperation by employees.

These active, internal channels go both ways. Managers have to be able to reach out for this kind of information and ensure that it is welcome, that leaders really do want to hear it. When it is evident that managers really don't want to hear it, employees who have something to say often fear for their jobs. This fear can be avoided by a regular series of face-to-face meetings, or can be presented in written form, or it can be brought into the open through the work of third party specialists.

SafeSpaces: What should supervisors look for?

Dr. Lambert: Managers and supervisors should be aware of “triggering” events, such as a change in an employee's personal situation, which might be a divorce or financial mishap; or a less than stellar performance evaluation or work-related disciplinary action; or a loss or illness of a relative or loved on. Basically, this could be anything that causes tension or stress in an individual's life.

SafeSpaces: What kinds of specific changes should we look for?

Dr. Lambert: These could be increased sick time taken, increased tardiness or unexplained absence, outbursts of anger and strong emotion, or an apparent change in personality, such as withdrawal or depression. For example, one of our clients told me that a colleague responded to a mild “how are you?” greeting one morning with an outburst of tears. Sometimes these are normal emotions expressed as part of human life, and other times they are signals of deeper issues.

SafeSpaces: And how can we learn which is everyday life and which is more serious, without invading someone's privacy?

Dr. Lambert: When there are such doubts, some sort of non-threatening approach needs to be taken. It can be something as simple as a polite conversation in privacy, a phone call to a person's home in the evening, or one can choose to call in outside professionals to help intervene. What is important is to act on the problem when it is observed, and to keep a close eye on it for a period of time, noting any sudden changes in or escalation of the behavior being assessed.

SafeSpaces: Through our work we have observed the impact of domestic violence on workplace behavior, both from afar and when it occurs on work premises. How should we respond to these situations?

Dr. Lambert: Again, people in these situations have to feel safe to speak up. Often, co-workers of people with problems know precisely how serious these things can be, well before managers do, and those who know are already trying to be helpful. Employers can take steps to address the problems once they know what is happening. For example, if an employee is being harassed, a photograph of a suspect can be given to those working in reception areas. The work schedule of the person harassed can be altered, and he or she could receive an escort to and from work. Or, in the case of a severe problem, the company's legal counsel can notify law enforcement officials and pursue a temporary restraining order against the suspect.

SafeSpaces: When should managers and employees know when it's time to take serious action?

Dr. Lambert: This is always a gray area, but you want to err on the side of safety. When you start to hear humorous references to violent acts, you have to investigate. When co-workers begin to report erratic behavior, which can be as “harmless” as kicking a trash can or abusing other equipment, or joking about a desire to get even with someone, these are definitely harbingers of trouble ahead. Repeated and vociferous gripes about unfairness, especially if they increasing in intensity, are also signs of acute stress.

The point here is to be able to get the most candid information possible. This is often beyond the scope of skills of many managers working today, particularly in highly technical jobs in industries undergoing rapid change. Given that these work environments often place incredible pressures on people, we have found that the best way to get the highest quality information is through an outside practitioner.

SafeSpaces: What can these outside people do any better?

Dr. Lambert: Because of their neutrality, employees are often more candid with third parties. Specialists can help coordinate the business, legal, and psychological issues that confront the company. They have seen perhaps hundreds of these situations before, and can call upon an enormous reserve of experience and resources to apply to any situation. They can often convert what seems to be an impossible situation, in the minds of employees and leaders, into a much more manageable one, ending well instead of badly.