{"id":27255,"date":"2026-10-05T17:48:13","date_gmt":"2026-10-05T17:48:13","guid":{"rendered":"https:\/\/icebergmanagement.ca\/?p=27255"},"modified":"2026-10-05T17:48:13","modified_gmt":"2026-10-05T17:48:13","slug":"preventing-psychosocial-risks","status":"publish","type":"post","link":"https:\/\/icebergmanagement.ca\/en\/legal-compliance\/preventing-psychosocial-risks\/","title":{"rendered":"Preventing psychosocial risks"},"content":{"rendered":"\n\n\n
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HR Management <\/span> <\/a><\/p>\n

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Beyond compliance with Law 27: What defines your culture today?<\/h2>\n

A policy can set expectations. Culture is built through what we experience every day.<\/p>\n

Law 27 calls for greater attention to the prevention of psychosocial risks, particularly harassment, violence, and interpersonal relationships at work.<\/p>\n

But beyond legal obligations, one question is worth asking:<\/p>\n

What are people experiencing in your organization?<\/h2>\n

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.<\/p>\n

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 \u201cthat\u2019s just how they are\u201d when they lose patience.<\/p>\n

Viewed in isolation, some of these behaviours may seem harmless.<\/p>\n

But what happens when they become the norm and persist?<\/h2>\n

Civility is shaped in ordinary moments.<\/p>\n

Preventing psychosocial risks does not rest solely on policies, complaint processes, or training.<\/p>\n

It is also reflected in how people speak to and treat one another and carry out their roles each day.<\/p>\n

And it starts with leaders.<\/p>\n

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

Employees pay far more attention to what their leaders do than to what they say.<\/p>\n

What we tolerate becomes an insidious cultural signal<\/h2>\n

Every time problematic behaviour goes unaddressed, the organization implicitly sends a message: this behaviour is acceptable here<\/em>.<\/p>\n

Conversely, when leaders intervene consistently and respectfully, they clarify expectations and help create an environment where everyone knows what is and is not expected.<\/p>\n

Civility is therefore not merely a matter of etiquette.<\/p>\n

It is an organizational responsibility and a tool for prevention.<\/p>\n

A prevention approach can begin with a few simple but sometimes uncomfortable questions:<\/p>\n