INTRODUCTION

Unwelcome behavior in professional settings can create discomfort, harm

relationships, and negatively impact workplace dynamics. Recognizing and
addressing such behavior is crucial to fostering a respectful and inclusive
environment.

This resource explores how individuals can identify unwelcome

behavior—whether in themselves or others—and provides actionable
strategies for addressing it, including how bystanders can help defuse
situations.

SELF IDENTIFICATION:
RECOGNIZING YOUR OWN
UNACCEPTABLE BEHAVIOUR

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Sometimes, people may engage in unwelcome behavior without realizing it,
often due to lack of awareness or sensitivity. Here are key cues to help
identify if your behavior may be crossing boundaries:

Watch for Non-Verbal Cues: If someone avoids eye contact, steps back, or
seems tense, it could indicate they are uncomfortable with your words or
actions. A slight shift in body language, a hesitant tone, or a forced smile can
be significant indicators of discomfort.

Listen: Ask yourself - Are my actions being met with silence, delay or being
ignored? It's crucial to understand that silence is not consent and the onus of
appropriate behavior lies with the harasser, not the victim. Just because
someone doesn't immediately object to a behavior doesn't mean they approve
of it. There can be numerous reasons for this silence: fear of retaliation,
cultural norms that discourage direct confrontation, uncertainty about
whether the behavior was intentional, or simply shock and discomfort in the
moment.

Reflect on Your language and actions: Ask yourself:

Am I making personal comments unrelated to work (e.g., about someone’s

appearance, marital status, socioeconomic status, age, or personal
preferences)?

Am I interrupting others or dominating conversations?

Am I joking about sensitive topics, like someone's appearance, gender, culture

or language proficiency?

Am I standing too close or making physical contact (like a pat on the back)
without being sure if it's welcome?

Am I responding to cues by saying, “I was just joking” or “People are too

sensitive these days”?

Consider the Context: Even a well-intentioned comment or action may be

inappropriate in certain situations. For example, a joke among friends may
not be acceptable in a formal meeting.

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Seek Feedback: If you’re unsure, ask trusted colleagues for honest
feedback. Statements like, "Did I come across as dismissive?" show a
willingness to improve.

Respect Boundaries: Pay attention when someone sets limits. If a colleague

asks you not to use certain phrases or to maintain personal space, honor
their request without questioning their reasoning.

Taking the time to self-reflect and adapt your behavior helps build trust and
ensures professional interactions remain respectful.

REDUCING CONFUSION
WHEN FACING
UNWELCOME BEHAVIOUR

For individuals experiencing unwelcome behavior, it can sometimes be

confusing to determine whether to act or stay silent. Here are ways to clarify
and address such situations:

Trust Your Instincts: If something feels uncomfortable or inappropriate, it

likely is. Don’t dismiss your feelings or assume you’re overreacting.

Assess the Behavior: While trusting your instincts is important, it's also wise
to consider the specific context. Ask yourself:

Is this a one-time incident, or is it part of a pattern of behavior?

Is this behavior affecting my ability to work?

Is it repetitive or severe enough to make me feel uncomfortable or unsafe?

Would I feel okay if this behavior happened to someone else in my position?

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Document Incidents: Maintain a record of unwelcome behavior, including
dates, times, and specific actions. This can help you identify patterns and
provide clarity when deciding to report or address the issue.

Seek a Second Opinion: Speak to a trusted colleague, mentor, or HR

representative to share your experience. Sharing your experience can be
validating and helpful in deciding what to do next. They can provide
perspective and guidance on next steps.

Learn About Workplace Policies: Familiarize yourself with your

organization’s service rules and policies on harassment and unwelcome
behavior. Understanding your rights can reduce confusion and empower you
to act.

TIPS FOR BYSTANDERS TO

DEFUSE UNWELCOME
SITUATION

Bystanders play a powerful role in addressing unwelcome behavior. Here’s

how you can intervene effectively:

Recognize the Signs:

Be alert to situations where someone appears uncomfortable, such as:

A colleague being interrupted repeatedly in meetings.

Someone withdrawing or appearing tense in response to another’s comments or

actions.

Inappropriate jokes or comments directed at an individual.

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 Intervene Subtly:

Redirect the conversation: For example, if someone is making inappropriate

jokes, shift the discussion back to a neutral or professional topic.

Include the person: If someone is being excluded or ignored, actively invite their
input by saying, "What do you think about this?"

Use humor tactfully: Deflect tension by lightly saying, "Let’s keep it professional,"
or, "That’s not quite appropriate here, is it?"

Support Privately: If you’re unable to intervene in the moment, approach the

individual later and offer support. Let them know you noticed what happened
and ask if they’re okay or if they’d like help addressing the situation.

Address the Behavior Directly: If you feel comfortable, politely but firmly call
out the unwelcome behavior.

For example:

"I don’t think those comments are appropriate in this setting."

"I noticed [Name] looked uncomfortable. Let’s refocus on work."

Lead by Example: Demonstrate inclusive and respectful behavior in your

interactions. When others see you modeling professional conduct, it sets a
standard for the team.

It's crucial to understand that bystander inaction can be just as harmful as

actively participating in harassment.

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SENIOR OFFICERS OR
REPORTING MANAGERS AS
BYSTANDERS

Senior officers play a crucial role in fostering a respectful and

harassment-free workplace. Their authority and responsibility make them
key figures in preventing and addressing inappropriate behavior. Prevention
is paramount – early intervention saves individuals from distress and the
organization from legal and reputational risks.

Key Strategies:

Proactive Observation and Early Identification: Seniors should be vigilant for

subtle signs of discomfort, exclusion, or boundary violations. This includes:

Observing interpersonal dynamics for sudden changes, cold interactions, or

avoidance.

Identifying patterns of offensive jokes, personal remarks, or favoritism.

Addressing seemingly minor but inappropriate behavior promptly and discreetly.

A gentle nudge or reminder of professional boundaries can often prevent
escalation.

Examples:

A Functional Lead overhears a sexist remark in a meeting and responds "Let's

keep personal biases out of workplace discussions. Professionalism is key."

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A Department In Charge notices a senior employee making comments about a
junior employee's attire: "I've noticed your comments on their attire. Please be
mindful that such remarks can make others uncomfortable and there is no need
for such comments in a work setting."

A Functional Lead observes an officer showing excessive attention to a research

associate: (To the associate) "Everything going well? Let me know if anything
makes you uncomfortable." (To the officer, privately) "Please be mindful of
professional boundaries."

A Functional Head addresses a manager who uses terms of endearment with

colleagues like “dear”: "While your intentions are good, these terms can be
misinterpreted in a professional setting. Let's stick to using names or titles."

Discreet Intervention: For mild but inappropriate incidents, a private and

low-key intervention is often most effective. This avoids public embarrassment
and allows for course correction without escalation.

Example:

At a team lunch, an employee makes repeated jokes about a colleague's personal

life. The Department Head intervenes: "Let's keep the conversation professional."

Addressing Social Ignorance through Awareness: Many PoSH-related issues

stem from a lack of awareness rather than malicious intent. Seniors should
proactively educate employees, particularly those from diverse backgrounds or
with differing social norms, on workplace boundaries.

Open Door Policy and Informal Feedback Channels: Managers and leaders
should foster a safe environment where employees feel comfortable sharing

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 concerns informally. This can prevent minor discomforts from escalating into
formal complaints.

Acting as a bridge: On receiving a concern of sexual harassment, the senior

should immediately bring it to the attention of the Internal Commitee and act as
a bridge for the impacted person to be able to connect with the Internal
Commitee. Steps to confront the harasser, collect evidence, judge who is right or
wrong should be avoided to ensure confidentiality and avoid retaliation.

Conclusion
Identifying and addressing unwelcome behavior in professional settings is a
shared responsibility. By reflecting on your own actions, supporting
colleagues who face such behavior, and intervening as a bystander, you can
contribute to a healthier workplace culture. Small actions—whether speaking
up, redirecting conversations, or simply offering support—can have a
significant impact in defusing unwelcome situations and fostering respect for
everyone.

By staying mindful and committed to these principles, we can ensure that

professional spaces remain places of growth, collaboration, and trust. The
real shift happens when employees move beyond merely complying with
policies and start reflecting on their own behaviors, recognizing when others
might feel uncomfortable, and actively contributing to a workplace where
respect is the norm.

This learning resource is the copyrighted property of Cohere Consultants LLP and is intended solely for
educational and professional use. Unauthorized reproduction, distribution, or modification of this
material without proper attribution is strictly prohibited. Any use beyond personal reference requires
explicit written permission from Cohere Consultants LLP. This is an educational resource and should
not be construed as legal advice. Any resemblance to actual persons, living or dead, or real events is
purely coincidental.
It is important to recognize that not every situation discussed in this document constitutes sexual
harassment. Each case should be assessed based on its specific circumstances and in accordance with

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 relevant laws and guidelines. Conscious that any sex may be sexually harassed, as this training
material is created on Indian law which is sex specific, the examples relate largely to women. The
perspective of the aggrieved woman is central when addressing concerns related to sexual
harassment. Her experience and perception of the situation are critical in understanding the impact of
the behavior and must be acknowledged with sensitivity and respect. Every case is evaluated on its
facts and circumstances by the Internal Committee, following the safeguards in law. This material is
designed to encourage awareness, promote respectful interactions, and support a safe and inclusive
environment for all individuals.
For more information, email [email protected] or visit www.cohereconsultants.com.
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