Building blocks for cultural change: how to break the cycle of transgressive behaviour

Increasingly, reports emerge about bullying, intimidation, sexual misconduct, discrimination, and physical violence in the workplace. The statistics are telling: the number of reports has risen sharply in recent years. However, behind many of these reports lies a deeply rooted problem, a workplace culture that enables such behaviour. How can such a culture be disrupted? That is the challenge facing these organisations.

Tailored approach

We have supported various organisations in achieving a cultural change towards a safer and more respectful working environment. From these experiences, we have distilled key lessons and practical insights. This article provides an overview of what we see as essential building blocks for effectively addressing cultural change in relation to transgressive behaviour.

Cultural change always requires a tailored approach. What works depends on the type of behaviour involved, how deeply it is embedded in the culture, and how widespread it is. It matters whether the behaviour is potentially criminal and to what extent managers or leaders are involved. It is therefore crucial to be as specific as possible about the behaviour in question and who it concerns. Systematically excluding people, as often happens with bullying, is fundamentally different from sexual misconduct, such as women being subjected to sexually suggestive remarks. This again differs from intimidation, where leaders may pressure employees into certain actions. Every organisation requires customised interventions. At the same time, valuable lessons can be drawn from our previous work, which can help shape an effective approach to cultural change.

1. Understand what’s happening

The first step towards change is a thorough and objective examination of what is happening within the organisation. It begins with taking signals seriously, even if they come from a small group of employees. An employee satisfaction survey can provide an initial indication of potential problems, as can the outcomes of exit interviews, but often more in-depth research is necessary. Avoid the pitfall of reacting too quickly and without substantiation.

The research should provide insight into the nature, extent, and causes of transgressive behaviour and the degree to which it is embedded in the organisational culture. This includes understanding how long the behaviour has existed and its prevalence within the organisation. The research can be quantitative or qualitative. It is crucial that these studies are confidential and not traceable to individuals. This creates the safety needed for employees to speak openly. Do not rely too heavily on formal reporting channels, as the fear of speaking out is a real obstacle for many victims.

2. The role of leadership

Employers in the Netherlands are legally obligated to ensure a safe working environment. This requires active involvement from leaders at all levels. They must understand their role in achieving social safety and how to identify and address misconduct. It is essential that management not only recognises the problem but is also genuinely willing to set a good example. Avoid ‘paper realities’: merely documenting policies, intentions, or agreements is insufficient. Change becomes tangible and credible only when it is visible in practice. A crucial question every leader should ask is: How do employees concretely notice that addressing misconduct is truly a priority?

Commitment must be evident not only in words but especially in actions—every day. Leaders demonstrate this by clearly speaking out against misconduct, being visibly present within the team, addressing employees on their behaviour, setting the standard for conduct themselves, and attaching consequences to violations.

At the same time, reciprocity is essential. Leaders must not only monitor the behaviour of others but also be open to feedback and reflection on their own actions. Do employees feel safe enough to share signals, even about their manager? This requires a culture of accountability where employees dare to speak up without fear of repercussions. We will delve deeper into this in point 7.

3. Clear standards and consequences

Any organisation serious about cultural change needs clear behavioural guidelines. Everyone should understand what is and is not acceptable. Define the minimum standards of behaviour together with employees, involving the Works Council. Then, establish clear consequences for not respecting these standards. Make it concrete with examples and case studies. Depending on the severity, this could mean a note in the personnel file, transferring an employee to another department, or, in extreme cases, dismissal.

Additionally, transparency is needed regarding how reports are handled, and consistent policies must be enforced concerning sanctions for violations. Do not make exceptions, not for managers, not for high-performing employees, not for members of the management team. The success of such an approach depends on equal treatment from the executive team to the shop floor.

4. Awareness and training

Raising awareness and offering training are fundamental to any successful approach. Information campaigns can help but are only a starting point. A crucial step in raising awareness is ensuring employees understand what transgressive behaviour entails, including concrete examples relevant to their daily practice. It is a pitfall to assume consensus exists on this topic. Especially in these polarised times, there are many differing opinions on what is acceptable. The goal is to develop a shared understanding within the organisation of desired and undesired interactions.

Training should go beyond recognising problematic behaviour and focus on developing skills. Managers must learn how to address misconduct effectively, give constructive feedback, and promote a safe and respectful team environment.

5. The power of group dynamics

Misconduct is closely tied to power dynamics. It indicates an imbalance in power relations, where certain (informal) leaders and groups dictate interpersonal interactions. To disrupt misconduct, leaders must address these dynamics within their teams, shifting the balance of influence. Depending on the severity, this can be achieved by separating certain groups or transferring informal leaders. In some cases, demotion or dismissal is necessary. However, it is crucial that victims are not relocated, as this reinforces the perpetrators’ position and deepens the existing culture. It can also further increase the sense of insecurity within the organisation.

Furthermore, reconsideration is needed regarding the size of the flexible workforce. Research by the trade union FNV titled Horen, zien en zwijgen. Omgangsvormen op de werkvloer (2023) (Hear, see, and remain silent. Interactions in the workplace) shows that employees with flexible contracts hold a vulnerable position within internal power structures, particularly young employees. They are more frequently confronted with misconduct and often hesitate to speak out for fear of losing their contracts. An important step in change is therefore limiting the flexible workforce to strengthen these employees’ positions. This does not mean eliminating flexible contracts entirely, but in recent years, the flexible workforce has often expanded significantly without sufficient attention to the adverse effects.

6. Trust and aftercare

A safe work culture requires an infrastructure where employees can easily seek help. Since January 2024, organisations with more than ten employees are required to appoint an confidential adviser. However, many employees are unaware of the role of confidential advisers and the procedures involved. This necessitates active communication and an accessible approach. Consider a well-accessible reporting line and adequate aftercare for victims. An external confidential adviser can provide additional safety in this regard.

7. A speak-up culture

A speak-up culture is the cornerstone of a safe workplace. This means employees must feel able to call out transgressive behaviour, including from leaders, without fear of repercussions. This is easier said than done. Social safety is key: employees must trust that speaking up will not result in negative consequences.

This requires leaders who are open to feedback, serve as role models, and actively encourage team members to speak out.

Regular team reflections can help. Discussing what’s going well and what could improve makes giving and receiving feedback more routine. Open dialogue, clear behavioural standards, and investment in training and coaching are all vital. Only through collective effort can a true speak-up culture be embedded.

8. Continuity and patience

Cultural change is not a sprint but a marathon. It requires perseverance and regular evaluations of progress. Only by continuously monitoring and adjusting can you ensure that changes are lasting.

Conclusion

Every organisation is unique and faces its own challenges. Nevertheless, common threads can be identified in addressing misconduct. It starts with a thorough, objective internal examination and requires choices and engaged leadership. By working consistently and patiently towards a safer work culture, an organisation can not only tackle the problem of transgressive behaviour but also lay the foundation for a sustainably safe working environment.