Preventing psychosocial risks

Beyond compliance with Law 27: What defines your culture today?

A policy can set expectations. Culture is built through what we experience every day.

Law 27 calls for greater attention to the prevention of psychosocial risks, particularly harassment, violence, and interpersonal relationships at work.

But beyond legal obligations, one question is worth asking:

What are people experiencing in your organization?

What lies beneath the surface when an employee feels pressured or uncomfortable because feedback is given in public is often at the root of psychosocial risks.

Behaviours that undermine the work environment certainly do not always take the form of harassment. They can quietly creep into everyday interactions: a disparaging remark, aggressive communication, disrespect, passive-aggressive behaviours, or a manager reacting under pressure in a way that is excused because “that’s just how they are” when they lose patience.

Viewed in isolation, some of these behaviours may seem harmless.

But what happens when they become the norm and persist?

Civility is shaped in ordinary moments.

Preventing psychosocial risks does not rest solely on policies, complaint processes, or training.

It is also reflected in how people speak to and treat one another and carry out their roles each day.

And it starts with leaders.

A manager who demands respect but regularly raises their voice.
An organization that champions collaboration but tolerates self-serving behaviour.
A leadership team that values listening but allows certain people to monopolize discussions.
A workplace that says inappropriate behaviour is unacceptable but hesitates to intervene when a high performer is involved.

Employees pay far more attention to what their leaders do than to what they say.

What we tolerate becomes an insidious cultural signal

Every time problematic behaviour goes unaddressed, the organization implicitly sends a message: this behaviour is acceptable here.

Conversely, when leaders intervene consistently and respectfully, they clarify expectations and help create an environment where everyone knows what is and is not expected.

Civility is therefore not merely a matter of etiquette.

It is an organizational responsibility and a tool for prevention.

A prevention approach can begin with a few simple but sometimes uncomfortable questions:

• What behaviours would we like to see more often in our organization?
• What behaviours do we say are unacceptable yet still tolerate in practice?
• Do our managers model the behaviours expected of their teams?
• Are we consistent when we address behaviours that undermine the work environment?
• Have we created enough space for relationship issues to be raised before they become more serious?

Make civility a practice, not just a value.

At Iceberg Management, we believe prevention comes to life when it is embedded in daily management practices and behaviours.

We support organizations that want to go beyond mere compliance by clarifying expected behaviours, building awareness among their teams, equipping managers, and creating mechanisms that foster healthy, respectful workplace relationships.

Because a culture of respect cannot be created through policy alone.

It is built one behaviour at a time