Transgressive behaviour: from vague catch-all term to clear definitions

Despite its vagueness, using the term can have major consequences. A report of transgressive behaviour may cause tension or even panic within an organisation. Those accused are sometimes suspended without clear understanding by either them or the management of the exact nature of the accusation.

To make the term more concrete, we start with a general definition commonly found online. Transgressive behaviour refers to actions or conduct that cross another person’s personal boundaries and are experienced as unwanted or inappropriate. This includes physical, emotional, sexual, verbal, or social behaviour and can vary in severity and impact. Still, this is rather abstract. To translate this into practice, we need more specific descriptions.

Definitions

We use the framework from the Nationale Enquête Arbeidsomstandigheden (National Working Conditions Survey), conducted annually by CBS (Dutch government institute for statistics) and TNO (independent research institute). It distinguishes the most frequent forms of transgressive behaviour: intimidation, bullying, sexual harassment or violence, and physical aggression. Discrimination is categorised separately.

We define each behaviour in the following and indicate the proportion of the Dutch workforce affected, using the results from 2024:

• Intimidation (11.9%)
  Definition: the use of language to belittle, threaten, or cause psychological or emotional harm.
  Examples: shouting, swearing, humiliating remarks, constant criticism, threats (e.g., of dismissal).
• Bullying (5.5%)
  Definition: repeated, intentional behaviour—physical, verbal, social, or digital—meant to hurt, humiliate, or exclude someone.
  Examples: gossiping, name-calling, mocking, exclusion, defamation, ignoring, practical jokes, sabotage, threats, physical aggression, cyberbullying.
• Sexual misconduct (4.5%)
  Definition: any form of unwanted sexual behaviour, advance, or remark.
  Examples: sexually suggestive comments, unwanted touching, unsolicited sexting, sexual intimidation, assault, rape.
• Physical aggression (2.8%)
  Definition: any form of unwanted physical contact or violence.
  Examples: hitting, kicking, grabbing, pushing, or any other act of physical force. Also includes less violent but unwanted actions such as an unsolicited hug or touch.
• Discrimination (11%)
  Definition: unequal treatment or exclusion based on personal or group characteristics such as religion, belief, race, skin colour, nationality, gender, age, sexual orientation, or disability.
  Examples: jokes, insults, exclusion from opportunities, refusal to collaborate, unequal pay for equal work.

Recently emerged or deeply embedded

It is important to be specific, not only about what constitutes transgressive behaviour, but also about its scope and frequency. There’s a significant difference between transgressive behaviour being confined to a specific group and it having spread throughout the entire organisation. It may be a recent development, or it may be ingrained in the organisation’s daily practices.

Transgressive behaviour can occur as a one-off incident or as part of a recurring pattern. For instance, a manager shouting at an employee once is an isolated case. If it happens frequently, it becomes a pattern. This pattern escalates if the behaviour affects multiple employees. Colleagues who witness or hear about such incidents may start responding by tolerating, copying, or avoiding the behaviour. Repetitive actions can deeply impact organisational culture by normalising what was once considered unacceptable.

Hard and soft limits

The term transgressive behaviour suggests a clear boundary but this is not always the case. Some behaviours, such as assault, rape, and specific forms of discrimination, are legally defined and criminalised. These constitute hard boundaries with little room for interpretation.

However, many instances of inappropriate or transgressive behaviour fall under shifting societal norms. What was once seen as acceptable may now be deemed inappropriate or even harmful. Where do we draw the line? When does joking become bullying? Can you still compliment someone’s appearance? Is it acceptable to say a dress looks sexy or is that overstepping? What if the term ‘sexy’ is replaced with something vulgar? Is it normal to hug a colleague after achieving a milestone? And does it matter if the manager initiates the hug? And what if the hugging is replaced by kissing? Changing social standards directly affect how organisations must operate. Behaviours previously brushed aside as ‘just a joke’ are now often considered inappropriate or transgressive.

Establishing a clear baseline

In a diverse society, views on acceptable conduct may vary. This makes it even more important for organisations to define and share clear behavioural expectations. Doing so turns grey areas into firm, internal boundaries. The key question is: What is no longer acceptable in our organisation? Because these interpretations may differ greatly between individuals and groups, it is essential to define standards collectively, involving leadership, staff, and employee councils. These norms cannot be imposed top-down alone.

To tackle inappropriate and transgressive behaviour effectively, clarity is needed at several levels:

1. Clear research practices: integrate the topic of transgressive behaviour into employee satisfaction surveys or performance cycles. Use unambiguous definitions to determine its nature and scope.

2. Concrete behavioural standards: clearly state what constitutes both inappropriate and transgressive behaviour and what the consequences are.

3. Team dialogue: encourage open conversations using real-world examples. What is acceptable? What is not?

4. Regular review: behavioural codes and policies should be reassessed regularly and updated to reflect evolving societal standards.

Conclusion

Transgressive behaviour is too important to be left as a vague umbrella term. Clear definitions, concrete standards, and shared agreements help to ensure a safe and respectful workplace. By drawing clear boundaries together and remaining alert, organisations can prevent and respond to both inappropriate and transgressive behaviour more effectively.