Bullies, Bystanders, and Burnout… Oh My!
Beyond the Bully: Using Humanistic Behaviorism to Build Better Workplaces
Bullying.
It’s a word I didn’t expect to confront in my mid-to-late twenties—certainly not in professional spaces. But the prevalence is undeniable. In today’s workplace, bullying is more than interpersonal drama; it’s a systems-level issue that ripples far beyond hurt feelings. It disrupts morale, erodes trust, and—particularly in the field of ABA—impacts the quality of care our clients receive.
In a profession already battling high rates of burnout and turnover, we’re left to ask: what came first—the bully, or the burnout?
As I packed up my apartment this past week, I found myself reflecting on the full arc of my workplace experience—from RBT to Clinical Supervisor to BCBA. I’ve encountered bullies in every role. And, in full transparency, I’ve engaged in behaviors I now recognize fall under the same umbrella—particularly as a young, developing clinician navigating a high-stress, high-stakes field.
This post isn’t meant to shame. It’s meant to educate.
“Systems are perfectly designed to get the results they get.”
I want to explore a more humanistic behavioral approach—one that doesn’t just punish the “bad apples,” but asks: What systems enable these behaviors? How do we empower teams to do better? And how can leaders shape cultures that create psychological safety and accountability—not fear?
Let’s talk about what it really means to go beyond the bully.
What the Research Says: 20 Years of Workplace Bullying
According to Samnani & Singh (2012), workplace bullying is operationally defined as:
*Modified from Samnani & Singh, 2012
Einarsen, Hoel, Zapf, & Cooper, 2011
Lutgen-Sandvik, Tracy, & Alberts, 2007
Fox & Stallworth, 2005
“Harassing, offending, socially excluding someone, or negatively affecting someone's work tasks. In order for the label bullying (or mobbing) to be applied to a particular activity, interaction, or process, it has to occur repeatedly and regularly (e.g., weekly) and over a period of time (e.g., about six months). Bullying is an escalated process in the course of which the person confronted ends up in an inferior position and becomes the target of systematic negative social acts.”
(Einarsen, Hoel, Zapf, & Cooper, 2003, p. 15)
If you haven’t read “20 Years of Workplace Bullying Research: A Review of the Antecedents and Consequences of Bullying in the Workplace,” it’s an eye-opening and thought-provoking piece that breaks down the behavioral science behind bullying in professional settings.
To the right is a visual summary of some of the most impactful data from the report:
Even a 10% prevalence of reported bullying in the workplace warrants significant concern and intervention.
In the United States, rates of workplace bullying are reported as high as 50%, much higher than in many other countries.
Over five years, up to 95% of employees reported experiencing or witnessing some form of bullying behavior.
Ethnic minorities are disproportionately impacted:
4x more likely to experience workplace bullying than White colleagues.
14x more likely to be ignored by their line manager.
7x more likely to receive ongoing criticism from coworkers of equal rank.
9x more likely to be told to quit by peers.
This data is not just unsettling—it’s a call to action, especially in helping professions like ABA, where we serve vulnerable populations and depend on high-functioning collaborative teams.
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What’s at Stake
The ripple effects of these statistics are nothing short of alarming. The consequences of workplace bullying extend far beyond interpersonal discomfort—they affect the health of employees, the functionality of teams, and ultimately, the quality of care we provide to clients.
Victims of workplace bullying experience significant physical and psychological harm, including stress-related illnesses, anxiety, depression, and in the most severe cases, suicide (Hoel, Faragher, & Cooper, 2004; Rayner, Hoel, & Cooper, 2002). Organizations are impacted through increased absenteeism (Hoel & Cooper, 2000), turnover, and lost productivity.
In behavior-analytic settings—where staffing consistency is crucial—these outcomes directly affect client care. Absenteeism leads to disruptions in service, reductions in therapy hours, and frequent changes in providers. When morale is low and psychological safety is compromised, staff may become dysregulated, distracted, or disengaged from their work. The stress rolls off clinicians—whether intentional or not—and clients feel it.
Perhaps most disturbing is the way bullying spreads through social modeling:
Stress begets aggression: High-stress environments increase the likelihood of bullying behaviors, creating a self-perpetuating cycle (Baillien et al., 2011).
The bullied become bullies: Victims may replicate these behaviors under the same environmental conditions, further normalizing them (Baillien et al., 2011).
Fear-based mimicry: Witnesses of bullying may align with the bully to avoid becoming the next target (D'Cruz & Noronha, 2011).
Reinforced silence: When bystanders remain quiet—whether from fear, discomfort, or uncertainty—they inadvertently reinforce the bully’s behavior. Over time, silence becomes perceived as acceptance or even encouragement (Robinson & O’Leary-Kelly, 1998).
Without intervention, bullying doesn’t just persist—it escalates. As behavior analysts, we know that behavior that contacts reinforcement will continue. Culture is nothing more than behavior patterns across people and time. And if those patterns include intimidation, exclusion, and fear, we’re building cultures that hurt.
Visual Comparison Charts
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While the term “bully” is commonly used, it’s important to remember that we are not labeling people—we are describing patterns of behavior. Aggressive workplace behavior may include persistent criticism, exclusion, intimidation, or manipulation. These behaviors may be overt or subtle, and they often arise within stressful or poorly structured systems that unintentionally reinforce them.
Recognizing bullying behavior should not lead to shaming the individual, but instead to understanding the variables influencing it, and holding people accountable with support, not punishment. Our goal is to foster a culture that responds with compassionate correction, clarity, and safety for everyone involved.
Accountability and empathy are not mutually exclusive. An effective workplace does not excuse harmful behavior, but it also doesn’t ignore the conditions that maintain it.
Ethics & Accountability: Why Organizations Must Care
This may seem simple at the surface—"just stop bullying”—but the reality is far more complex. These behaviors are often deeply embedded within organizational cultures, reinforced over time through silence, avoidance, or misdirected reinforcement.
As any behavior analyst knows, behaviors maintained on variable schedules of reinforcement are the most resistant to change. When leadership responds inconsistently to bullying—or worse, intermittently reinforces it (through laughter, silence, promotions, or a blind eye)—these behaviors persist and become harder to extinguish.
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Let’s Get Ethical: Why This Should Matter to All of Us:
The BACB Ethics Code for Behavior Analysts (2022) provides a clear framework for understanding the professional responsibilities tied to creating safer, more ethical workplaces:
1.09 Nonharassment
Behavior analysts do not engage in behavior that is harassing or hostile toward others.
→ This isn't optional. If bullying is happening under our watch—whether we are the direct actor, bystander, or supervisor—it is a violation of our code.1.10 Awareness of Personal Biases and Challenges
Behavior analysts actively work to recognize and address their own biases.
→ Ask yourself: What behaviors—bullying, bias, defensiveness—are interfering with your ability to see situations clearly? What messages have you internalized or tolerated that may be harming others?2.19 Addressing Conditions Interfering with Service Delivery
We are obligated to address environmental conditions that impact services.
→ A toxic work environment is an interfering condition. Failing to address these issues is not just a workplace misstep—it’s an ethical failure that can directly affect the well-being of clients.4.04 Accountability in Supervision
Supervisors are accountable for the professional behavior of their supervisees.
→ Bullying isn’t a one-way street. It can move up, down, or laterally within an organization. Are you creating environments that model and reinforce professionalism, collaboration, and compassion? Or are you unintentionally shaping coercive control?
The contingencies we shape as leaders become the culture. When we don’t act, when we minimize harm, or when we avoid difficult conversations, we allow the system to silently support bullying behavior. Inaction is not neutral. It’s reinforcement.
“The standard you walk past is the standard you accept.”
Enter Humanistic Behaviorism: A Model for Change
E. Scott Geller’s “Seven Life Lessons from Humanistic Behaviorism: How to Bring the Best Out of Yourself and Others” is a gem in the OBM literature—and one of my personal favorites. It captures a powerful truth about the human-centered side of our science:
“If practiced extensively, these life lessons would most assuredly improve overall quality of life by reducing interpersonal conflict and bullying; preventing the occurrence of unintentional injuries and fatalities; and enhancing work productivity, environmental sustainability, and life satisfaction.”
Now, doesn't that sound enticing?
In ABA, one of our ongoing "hot topics" is the shift away from outdated, compliance-driven models that don’t center the individual. But did you know that the very roots of this evolution may be grounded in humanistic psychology?
If you’re not sure what that means in practice, consider the following humanistic-behavioral principles:
Focusing on the individual, in the moment, every moment
Studying real-world issues through the lens of human experience
Leveraging environmental design to create meaningful, values-driven change
Using the scientific method to develop, evaluate, and refine behavioral strategies that truly improve lives (Thoresen, 1972)
If any of that resonates with you—or even piques your curiosity—I highly recommend checking out Geller’s full article. It bridges the gap between contemporary behaviorism and humanistic psychology in a way that’s both practical and empowering.
Understanding Behavior by Understanding the Person Behind It
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Remember: The core of humanistic behaviorism is the individual—their dignity, their potential, and their right to be understood and empowered. It’s about seeing the human behind the behavior, with a capacity for growth and self-determination.
That’s easier said than done when you’re the one in the hot seat, right?
Take a moment. Reflect on your own workplace experiences with bullying. Then revisit the table above and try to see the human side in yourself and the individuals involved. Whether you were the one harmed, the one who stood by, or the one whose behavior crossed a line.
Now ask yourself honestly:
What would it mean—for you and your organization—to move from failure avoidance to success seeking?
Disrupt the Loop. Rebuild the Culture.
Below is a table breaking down the 7 Life Lessons adapted from Geller’s Humanistic Behaviorism framework:
Feasible Action Steps Organizations Can Take
Now, let’s talk about how to move from insight to invaluable change—and why this matters more than ever in tackling the vicious cycle of bullying in behavior analytic settings.
Empower, don’t mandate.
Create an environment where employees are supported in recognizing their behavior—and the behavior of others—in connection with core values like client outcomes and ethical care. Misalignment doesn’t require punishment—it requires an invitation to commitment. Geller’s COACH and HELP frameworks are essential leadership tools in this process.Take data-driven action.
ABA is rooted in data. If your organization has no meaningful data on workplace climate, if the data isn’t representative, or if it isn’t driving change. Empower teams to build sustainable, feedback-based systems. Use perception surveys, feedback loops, and recognition of emotional states to guide behavior-supportive culture shifts.Establish norms of care.
Set organizational expectations that care, compassion, and accountability are the baseline, not bonuses. This includes promoting prosocial behaviors, modeling psychological safety, and reinforcing uplifting behavior across all levels of staff.Support ≠ excuse.
Do not confuse understanding with acceptance. Support your team, but do not ignore or minimize harmful behavior. Silence in the face of bullying is a form of reinforcement—it communicates approval, whether intended or not. Say something. Immediately. Respectfully. Behaviorally.Use a behavioral lens.
Ask: What are the antecedents and consequences supporting this bullying behavior? What reinforcement is in place—intentional or otherwise? How is this impacting client outcomes, team dynamics, or individual well-being? Use real data to define the problem and assess whether change is occurring.Empower targets and bystanders.
Educate your team. Define bullying behavior with operational clarity. Train with behavior skills training (BST). Use modeling, rehearsal, and feedback so employees can respond with confidence and clarity—as targets, as bystanders, and as supporters.Seek feedback. Reflect. Improve.
Ask your team how you handled reports of bullying. Be open to the hard truth. Reflect on your leadership behavior. Then, change it if needed. Progress in behavior analysis is built on honest data and committed follow-through—why should our leadership behavior be any different?
Challenge Your Culture: Reflect & Take Action
The goal here is not to villainize individuals, but to understand the environmental variables that maintain bullying behavior, and to outline clear, compassionate, and effective interventions organizations can implement to support everyone involved. That includes both the individuals on the receiving end and those who have engaged in harmful behavior.
This is about empowerment over punishment, accountability with empathy, and building a culture where people come together under a shared mission of client care, psychological safety, and meaningful human connection. When we focus on building choice, competence, and community, we bring out the best in others—and ourselves.
Use these questions to promote deep self-reflection of your actions and the behaviors of your organization:
What would your workplace look like if it were built around choice, competence, and community?
(Would it change how people communicate? How teams handle mistakes? How leadership shows up?)
Of the seven action steps outlined above, how many are currently in place at your organization?
What role can you play—formally or informally—in inspiring that change?What parallels do you notice between the behaviors of workplace bullies and the characteristics of “failure avoiders” vs. “success seekers”?
(How might fear, control, or low perceived competence be driving harmful behavior?)What systems, habits, or leadership patterns might be unintentionally reinforcing bullying in your setting?
(Are there missed opportunities for feedback, inconsistent consequences, or unspoken norms that need to be redefined?)
✨ It starts with one conversation.
Bring these questions—and the COACH and HELP frameworks—to your next team meeting. You might be surprised what happens when accountability and empathy exist in the same room.
Use these resources (direct link to the article) and a CEU by E. Scott Gellar himself to learn how to incorporate these into your practice.
CEU at only $18! What a steal!
🌿 A Personal Note from the Author: Let the Little Foxes Go
I believe deeply that most people genuinely want to do good and make a positive impact in the world. But I also know the complexity of the human experience—how burnout, stress, and our personal circumstances can derail that intention. And how hard it is to hear negative things about yourself, especially when they touch your character.
Mental health matters. And while we can remind ourselves not to ruminate or personalize everything… it’s so much easier said than done.
The following section includes a reference to a Bible verse that has personally helped me find peace. If religious content isn’t for you, I completely understand—feel free to stop here. I hope the rest of this blog offered support, insight, and encouragement on your journey toward healthier workplace culture.
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Recently, I came across a verse that offered a surprising sense of peace:
“Catch for us the foxes, the little foxes that ruin the vineyards—our vineyards that are in bloom.”
— Song of Songs 2:15
It stuck with me. So I’ll share what it means to me:
Your vineyard might be your mental health, your purpose, your relationships—whatever is sacred to you.
And those foxes? They’re the thoughts, behaviors, and dynamics that creep in to damage that sacred space—gossip, burnout, shame, resentment. Even self-doubt.
Now, when I find myself ruminating on an experience or caught in negativity, I stop and ask:
Is this a little fox?
If it is, it doesn’t belong in my vineyard. And it doesn’t deserve more of my energy.
This has helped me rebuild resilience, reflect with compassion, and move forward with purpose.
To anyone navigating workplace bullying or healing from harm:
This is me wishing you peace, empowerment, and closure. You deserve to thrive in a place that honors your dignity, your growth, and your values.
Let those little foxes go.
💬 Have thoughts, questions, or your own story to share?
I’d love to hear from you. Whether you're navigating a tough workplace experience, building a better culture, or just reflecting on your journey, I’m here to connect. Fill out the form below, and let’s keep the conversation going. 💚
*Disclaimer: The views expressed in this blog are my own (Functionally Speaking ABA) and do not reflect the views of UNMC.
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