One of my favorite classes in undergrad was Social Psychology. I have always been fascinated by why people behave the way they do, and how that impacts those around them. That is a huge contributing factor to why I now enjoy coaching leaders and their teams so much.
Learning about the horrific 1964 murder of Kitty Genovese in Social Psychology was powerful for me. Not only was it a chilling story involving an innocent woman getting attacked and killed on the street while people watched and did nothing, it introduced me to the phenomenon of diffusion of responsibility and the bystander effect.
While more recent investigations have revealed many errors in the reporting of actual events in the Genovese case, the two aforementioned phenomena have been extensively studied in many real-life examples and continue to exist today.
The diffusion of responsibility occurs when individuals feel less accountable for their actions or inaction when others are present. This can lead to a decreased likelihood of intervention in emergencies or situations where help is needed.
The bystander effect refers to the tendency for individuals to be less likely to help a victim when others are present, assuming that someone else will take action.
While some cases of diffusion of responsibility and the bystander effect involve life or death scenarios, many other examples can show up in everyday life. It may not be life threatening, but not taking responsibility or not speaking up when it’s needed can greatly decrease your leadership effectiveness.
How may this be showing up in your leadership?
I was coaching the new Director of Radiology of a healthcare system in the eastern United States.
She loved her work, was an excellent radiologist, happened to be an Enneagram 9 and hired me to help her with developing her leadership skills in her new role.
Even though she was new in her role, she knew that there were many recurring unfair practices in place with her fellow physicians, particularly with scheduling. She also saw an opportunity for improvement in one of the patient care processes that would be mutually beneficial for both the patient and efficiency of systems.
As an Enneagram 9, she was aware of her pattern of avoiding conflict and not wanting to rock the boat. In one of our coaching sessions, she shared her disappointment with herself during a physicians’ meeting when the scheduling process was being discussed. The meeting was being run by one of her more seasoned colleagues, so she didn’t feel like it was her place to speak up about the unfairness of the process since she was a newer member of the team. She knew that some of her other colleagues who were attending the meeting also felt the current process was unfair and could use some revamping. She was hoping that one of them would speak up. They didn’t.
Regarding the opportunity for improvement in one of the patient care processes, it didn’t take her long to see a flaw in the process that took away from providing excellent care for the patient and overall system efficiency.
During a check-in meeting with the first-year residents and their mentors, one of the first-year residents brought up that specific process and suggested that it be improved. Of course my client agreed and was glad that this first-year resident had also noticed the problem. She secretly admired his courage to speak up.
However, one of the more experienced mentors shut down his idea saying that practice has been in place for years. The mentor spoke in a harsh tone that seemed to reprimand the young resident for speaking up. My client recalled shooting a glance at another mentor. They met each other’s gaze with the mutual unspoken look of “one of us should say something.” They didn’t.
I brought up the phenomena of diffusion of responsibility and the bystander effect to the Director of Radiology in our coaching sessions. It became evident that the diffusion of responsibility and the bystander effect were playing significant roles in the dynamics of her leadership challenges at both the individual level and at the team level.
Reflecting on her leadership journey, it’s evident that her experiences are a testament to the intricate interplay between personal mindset and team dynamics. As an Enneagram 9, she grappled with her default pattern to avoid conflict and prioritize harmony, traits that both fueled her empathy and hindered her assertiveness in challenging situations.
The incidents involving recurring unfair practices and opportunities for improvement in patient care processes shed light on the widespread influence of responsibility diffusion and bystander passivity within her professional sphere. These instances underscore the significant impact of these psychological phenomena on her leadership effectiveness.
As we continued our work together, she focused on being more assertive in addressing instances where the diffusion of responsibility and bystander effect manifested. Recognizing the importance of her voice in advocating for improved patient care and team dynamics, she committed to speaking up even if it risked causing discomfort.
Have you experienced diffusion of responsibility and the bystander effect?
How do you want your relationship with these phenomena to be?
Here are some strategies for effectively handling diffusion of responsibility and the bystander effect:
- Lead by example
Model proactive behavior by taking responsibility and initiative in challenging situations. When others see you stepping up, they are more likely to follow suit. If you feel or witness that diffusion of responsibility or the bystander effect is happening, call it out.
- Create a culture of accountability
Foster an environment where team members feel empowered to speak up and take ownership of their actions. Encourage open communication and emphasize the importance of individual accountability as well as creating systems of accountability for each other.
- Set clear expectations
Clearly define roles, responsibilities, and expectations within the team. When everyone understands their duties and obligations, there is less room for diffusion of responsibility. Identify specific areas where roles and responsibilities are not clearly defined, and work together to make it less ambiguous moving forward.
- Promote collaboration
Encourage teamwork and collaboration by emphasizing the collective responsibility of the group. When individuals feel connected to the team and its goals, they are less likely to succumb to bystander passivity. For the specific areas where roles and responsibilities are not clearly defined, encourage a collaborative approach to defining those roles.
- Encourage assertiveness
Empower team members to speak up and voice their concerns, even if it means challenging the status quo. Acknowledge that it takes courage and vulnerability to speak up against the status, particularly if it’s in a group. Provide support and validation for those who take initiative and advocate for positive change.
How might acknowledging and addressing these psychological phenomena transform your leadership approach in your life, business, and career?
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