The moment everything changes

I’ll never forget watching a senior manager’s face during one of our active bystander training sessions last year.

This bloke had been dismissive beforehand – told me the whole thing seemed like “common sense” and questioned whether his team really needed formal training. But halfway through a role-play scenario about inappropriate workplace comments? He just froze. Completely. You could practically see the realisation hitting him that all those times he’d witnessed dodgy behaviour and done nothing about it – those moments weren’t just missed opportunities, they were active choices that shaped his workplace culture.

When we debriefed afterwards, he admitted something that honestly surprised me: “I realised I’ve witnessed situations like this dozens of times, and I’ve never once intervened effectively.”

Turns out his idea of intervention was waiting until after the meeting and having a quiet word. Well-intentioned, sure, but it rarely creates immediate safety or sends the clear message that inappropriate behaviour won’t be tolerated.

This moment perfectly captures why active bystander training has become so crucial in Australian workplaces. Most of us genuinely believe we’d naturally step in when witnessing harassment, discrimination, or bullying. The reality? Research consistently shows otherwise. Following the Australian Human Rights Commission’s National Inquiry into Sexual Harassment, which highlighted the critical role of bystanders in creating safe workplaces, we’ve seen a growing recognition that good intentions alone aren’t enough.

The statistics are sobering, frankly.

Studies suggest that whilst up to 75% of workplace harassment goes unreported through formal channels, it’s often witnessed by colleagues who struggle to respond effectively. That’s where active bystander training becomes genuinely transformative – it bridges the gap between wanting to help and knowing how to help safely and effectively.

Defining the active bystander: more than just watching

So what exactly is an active bystander?

It’s honestly more nuanced than most people initially think. I’ve had countless training participants tell me they thought being a good colleague meant keeping their eyes open and reporting serious issues to HR when necessary. That’s part of it, sure, but an active bystander is someone who’s developed specific skills and mindset to intervene appropriately across a range of workplace situations.

The term “active bystander” references back to a concept known as the “bystander effect”.  The image at the top of this page tells the story graphically.  The bystander effect is a social psychological phenomenon in which individuals are less likely to offer help to a victim when other people are present. The greater the number of bystanders, the less likely it is that any one of them will intervene.

In a workplace situation, let me explain it this way: a bystander is typically a co-worker who observes sexual harassment, bullying, discrimination or other inappropriate behaviour firsthand, or hears about it subsequently through workplace conversations. Here’s where it gets interesting though – active bystanders can be informal or formal, and understanding this distinction is crucial for effective intervention because it determines what options are actually available to them in any given moment.

Formal active bystanders are those who are authorised to receive reports of workplace harassment and have defined responsibilities for responding.

Think HR representatives, managers with direct reports, or designated contact persons under company policies. These individuals have clear protocols to follow and organisational backing for their interventions.

Informal bystanders, on the other hand, are everyday colleagues who witness or become aware of inappropriate behaviour but don’t have official authority to address it. This is where most employees find themselves, and frankly, where the greatest potential for cultural change exists. When informal bystanders become active, they create a web of accountability that makes inappropriate behaviour increasingly difficult to sustain (and honestly, that’s when you start seeing real cultural shifts rather than just policy compliance).

What transforms someone from a passive observer to an active bystander?

It’s the development of intervention skills, understanding of appropriate responses, and confidence to act safely. I’ve seen this transformation countless times in our training sessions – people who initially felt powerless in difficult situations gradually develop a toolkit of responses that match different scenarios and their own comfort levels.

The key difference is intentionality. An active bystander doesn’t just hope someone else will handle a situation – they’ve prepared themselves with practical strategies and understand their role in creating a respectful workplace culture.

The psychology behind bystander behaviour

Here’s what strikes me about bystander effect research: it explains so many of those uncomfortable silences I’ve witnessed in meeting rooms over the years.

You know the ones – where someone makes an inappropriate comment, everyone shifts uncomfortably, but nobody says anything? The psychology behind this isn’t about people being uncaring; it’s far more complex than that.

The classic bystander effect suggests that individuals are less likely to offer help when other people are present. In workplace contexts, this manifests in several fascinating ways – there’s diffusion of responsibility, which is basically the assumption that someone else will handle the situation, particularly someone with more authority or closer relationships to those involved.

Then there’s pluralistic ignorance.

Where people look to others for cues about how serious a situation is. If nobody else seems alarmed, we often conclude the situation isn’t as problematic as we initially thought. I’ve seen this play out repeatedly in workplace scenarios where inappropriate behaviour gets normalised simply because it’s not being challenged, and before you know it, what started as isolated incidents becomes “just the way things are around here.”

Social influence is another powerful factor – people tend to conform to what they perceive as group norms, even when those norms contradict their personal values. In toxic workplace cultures, the perceived norm might be that “this is just how things are done here” or “it’s not worth making a fuss.”

What’s particularly relevant for workplace bystanders is evaluation apprehension. The fear of being judged negatively for intervening. This might manifest as worries about being seen as oversensitive, causing workplace drama, or misreading the situation entirely.

I’ve had participants describe almost paralysing concern about making things worse rather than better.

Understanding these psychological barriers is crucial because it helps explain why simply telling people to “speak up” or “do the right thing” isn’t effective. These responses aren’t failures of character – they’re predictable human responses to complex social situations that require specific skills to navigate effectively.

 

Barriers that stop us from acting

I remember one particularly honest participant telling me about watching their boss make persistently inappropriate comments to a junior colleague and feeling completely powerless to intervene.

“I knew it was wrong,” they said, “but I also knew I needed this job, and I had no idea what to say that wouldn’t make everything worse.”

This captures several key barriers that prevent people from becoming active bystanders. The most significant is often fear of consequences and retaliation. In hierarchical workplace structures, challenging inappropriate behaviour can feel professionally risky, particularly when the perpetrator holds positional power. People worry about being labelled as troublemakers, facing subtle retaliation, or damaging important working relationships (and let’s be honest, in some organisations, these fears are completely justified).

Power dynamics create particularly complex challenges.

When inappropriate behaviour comes from senior colleagues, clients, or key stakeholders, the perceived risk of intervention escalates dramatically. I’ve facilitated discussions where employees described feeling caught between their values and their professional survival – which is honestly a terrible position to be in.

Another significant barrier is uncertainty about appropriate responses. Many people genuinely want to help but lack confidence in their ability to intervene effectively. They might worry about escalating the situation, saying the wrong thing, or misunderstanding what they’ve witnessed. This uncertainty often leads to inaction, even when the intent to help is strong.

There’s also what I call the “not my role” barrier.

Some people believe that addressing inappropriate behaviour is exclusively the responsibility of HR, management, or those directly involved. Whilst formal processes are certainly important, this mindset can create workplace cultures where inappropriate behaviour flourishes simply because “someone else” is expected to handle it.

Image concerns represent another significant obstacle – people worry about how intervening might affect their professional reputation or relationships. There’s often concern about being perceived as overly sensitive, politically correct, or unable to handle workplace banter. These worries can be particularly acute in male-dominated industries or organisations with established cultures that resist change.

Finally, there’s the complexity of recognising when intervention is actually needed.

Not all inappropriate behaviour is obvious or dramatic. Microaggressions, subtle discrimination, and low-level harassment can be difficult to identify and address, particularly when they’re normalised within existing workplace culture.

What active bystander training actually looks like

Honestly, I’ve seen too many box-ticking training sessions that change absolutely nothing.

You know the type – mandatory e-learning modules that employees click through whilst checking emails, or lecture-style presentations that cover policy requirements without developing actual skills. This approach is different, and the difference matters enormously.

Effective active bystander training follows best practice principles established by organisations like UN Women and adapted for Australian workplace contexts, incorporating findings from the Respect@Work report. The foundation is compulsory training for all workers, led by instructors with genuine expertise in harassment, inequality, and discrimination, plus the facilitation skills to engage with complex workplace dynamics.

The focus is fundamentally on developing behavioural skills rather than just transferring knowledge.

Think about it this way: knowing that harassment is wrong doesn’t automatically equip someone to intervene effectively. The training needs to bridge the gap between awareness and action by providing practical tools and building confidence through practice.

What makes this approach genuinely effective is its emphasis on immersive and active participation. Participants engage in realistic scenario-based exercises that reflect their actual workplace contexts. There’s space for debate, discussion, and honest exploration of resistance to intervention. I’ve found that people need opportunities to voice their concerns and work through their hesitations rather than being told simply to overcome them.

The training creates explicit links between intervention skills and fundamental principles of safety, trust, and respect.

This isn’t about teaching people to be workplace police – it’s about building capability to contribute to cultures where everyone can perform at their best without fear of harassment or discrimination.

Scenario-based learning is particularly powerful because it allows people to practice different intervention approaches in safe environments. Participants might work through situations involving inappropriate comments in meetings, exclusionary behaviour toward colleagues, or harassment by clients or customers. Each scenario builds different skills and confidence levels, and honestly, watching people discover they actually can respond effectively is one of the most rewarding parts of this work.

Role-playing exercises help people understand how their interventions might be received and how to adjust their approaches based on different workplace relationships and power dynamics.

It’s fascinating to watch participants discover that effective intervention often looks quite different from what they initially imagined.

The training also addresses the reality that conventional e-learning modules, whilst cost-efficient and logistically easier to administer, have limited effectiveness in achieving the cultural and behavioural changes necessary to prevent workplace harassment. Real change requires human interaction, practice, and ongoing reinforcement.

Practical intervention strategies for the workplace

The thing about intervention is, it doesn’t always look dramatic.

Sometimes it’s just a well-timed “Can I have a word?” or “I don’t think that’s quite right.” Active bystanders need a toolkit of response options that consider safety, appropriateness, and effectiveness across different workplace situations.

One framework that works particularly well in corporate environments is an adaptation of the 5Ds approach: Direct, Distract, Delegate, Delay, and Document. Each strategy serves different purposes and matches different comfort levels and workplace relationships.

Direct intervention involves addressing inappropriate behaviour immediately and explicitly.

This might sound like “That comment isn’t appropriate” or “I don’t think that’s funny.” Direct intervention can be highly effective but requires careful assessment of safety and relationship dynamics. It works best when the bystander has comparable or higher organisational status to the person behaving inappropriately.

Distraction offers a subtler approach that can be equally effective. This might involve redirecting conversation, asking a question that changes the focus, or creating an interruption that allows the targeted person to extract themselves from the situation. I’ve seen people successfully use everything from “Sorry to interrupt, but I need to grab you for a quick chat” to “Can anyone help me understand this spreadsheet?” (and the beauty of distraction is that it often doesn’t even register with the person behaving inappropriately that they’ve been challenged).

Delegation involves enlisting someone else who might be better positioned to address the situation effectively.

This could mean alerting a supervisor, connecting the affected person with HR resources, or asking a colleague with a stronger relationship to step in. Delegation isn’t about avoiding responsibility – it’s about ensuring the most effective response.

Delay recognises that immediate intervention isn’t always possible or appropriate, but follow-up action remains important. This might involve checking in with the affected person privately, offering support and resources, or addressing the behaviour when circumstances are more suitable for intervention.

Documentation serves multiple purposes in workplace contexts.

It creates records that can support formal processes if needed, helps identify patterns of behaviour, and provides evidence if situations escalate. However, documentation should always be done thoughtfully, considering privacy and consent of those involved.

Each strategy requires different skills and judgment calls. Effective active bystanders learn to assess situations quickly and choose approaches that maximise positive impact whilst minimising risk to themselves and others.

Creating a culture that supports active bystanders

I’ve watched organisations where bystander training thrived and others where it died quietly after the initial implementation.

The difference is always leadership commitment and organisational support systems that make intervention feel safe and valued rather than risky and futile.

Leadership modelling is absolutely crucial. When senior leaders demonstrate active bystander behaviour and publicly value intervention, it creates psychological safety for others to act similarly. Conversely, when leaders remain silent during inappropriate behaviour or dismiss concerns raised by bystanders? It sends clear messages about what’s actually valued versus what’s stated in policy documents.

Psychological safety represents the foundation for effective bystander action.

Employees need confidence that appropriate intervention will be supported rather than punished, and that raising concerns will be taken seriously rather than dismissed or minimised. This requires consistent leadership messaging and follow-through on commitment to respectful workplace cultures.

Policy frameworks need to explicitly protect and support bystander action. This includes clear procedures for reporting concerns, protection from retaliation for those who speak up, and recognition that intervention is part of everyone’s job rather than just HR’s responsibility. Policies should also acknowledge that intervention takes many forms and that informal responses can be as valuable as formal reporting.

Training programs need ongoing reinforcement rather than one-off implementation.

Regular refresher sessions, integration into performance discussions, and connection to broader diversity and inclusion initiatives help maintain focus and skill development. I’ve seen the best results in organisations that treat bystander capability as an ongoing professional development area rather than a compliance requirement.

Measuring and reinforcing bystander behaviour helps demonstrate organisational commitment. This might involve including bystander action in performance reviews, recognising effective intervention in team meetings, or tracking cultural indicators that suggest increased intervention. The key is making bystander action visible and valued rather than invisible and optional.

Clear escalation pathways ensure that bystanders understand when and how to involve formal processes.

Not every intervention requires HR involvement, but bystanders need confidence that formal support is available when situations exceed their ability to address informally.

Your next steps to becoming an active bystander

After years of delivering this training, I’m convinced that everyone can develop these skills – it just takes the right approach and ongoing support.

The path from bystander to active bystander requires intentional skill development, practice, and reinforcement within supportive organisational contexts.

The capability requirements aren’t complicated, but they do need deliberate development. Effective active bystanders understand how to assess situations quickly, choose appropriate intervention strategies, and follow up effectively. They’re comfortable with a range of response options and understand when to escalate situations beyond their own intervention capability.

Most importantly, they understand that creating respectful workplace cultures is everyone’s responsibility. Not just HR’s or management’s.

This mindset shift – from “someone else will handle it” to “I can contribute to the solution” – represents the foundation of effective bystander action.

The skills involved can be learned and improved with practice. Like any professional capability, bystander intervention gets easier and more effective with experience and feedback. The key is starting with appropriate training that builds confidence alongside skills.

If you’re ready to develop active bystander capabilities in your organisation, there are practical steps you can take immediately. View our online training here to access comprehensive skill development that can be completed at your own pace, or contact us for information about live training that provides the interactive practice and discussion that makes this training genuinely transformative. 

 

Remember, every workplace culture is created through countless individual interactions.

Active bystanders understand that they have the power to influence those interactions positively, creating environments where everyone can thrive without fear of harassment or discrimination.