Isolation in the workplace – we all need to play our part

Over the last three decades, I have worked with a wide range of organisations and encountered many people who feel isolated at work. At their best, workplaces should be a source of positive social relationships and support, but unfortunately this is not always the case, which can lead to isolation of employees.

Isolation at work has been found to be particularly damaging. In fact, Canadian researchers found that being isolated or ostracised at work may be more harmful than being harassed. Their research showed that the negative impact, particularly in terms of wellbeing and employee turnover, was more severe for those ostracised and isolated than for those experiencing direct harassment. They also found that feeling ostracised was more common than feeling harassed. Most worryingly of all, according to an academic study review conducted by Valtorta et al, feelings of isolation can be a health risk factor, and increase the likelihood of having a heart attack or stroke by around 30%.

Who is more vulnerable to feeling isolated at work?

If you have ever felt ignored at work or not part of the clique, you will recognise that it leaves you feeling that you don’t belong, or worse, that there is something wrong with you. If this treatment is deliberate I believe it is a form of bullying. Perhaps more frequently, it is something that happens because someone is seen as different and they are therefore gradually ignored and isolated.

Isolation at work can often happen to people who are already experiencing mental health problems. There can be a tendency to steer clear of people whom we think might be in a fragile state mentally. We are afraid we say something that exacerbates any problems they may be experiencing, or we don’t feel we know what to say.

If isolation occurs more frequently to individuals from minority groups in your organisation you have a diversity problem. This is quite likely to be born of ignorance, whether it is based on race, ethnicity, gender, sexuality or any other difference, and if this is the case there may be the need for broad diversity training or awareness raising, which can be beneficial when well designed and properly integrated into the organisational climate.

Are you guilty of “bystander apathy?”

If you believe that one of your colleagues might be feeling isolated, have you thought about intervening? Abbate’s research on the concept of “bystander apathy” might be relevant here. This suggests that the larger the organisation or office environment, the less likely it is that someone will intervene to support a troubled colleague.

How to reach out to the people who need it

A kind word to someone who you believe could be feeling isolated will almost certainly benefit them, but it is also likely to have a positive impact on you. There is growing evidence that those who undertake acts of kindness benefit in terms of their own emotional experience and wellbeing. Hopefully your reasons for checking on the wellbeing of a co-worker will be primarily altruistic, but it helps to know this is likely to be good for you as well as them!

So perhaps it’s a good time to lift your head and consider whether any of your co-workers might be feeling isolated or ostracised. Imagine yourself in their shoes and choose a moment when you can speak to them privately.

Just ask how they are doing and listen, you don’t need to tie yourself in knots preparing a speech! However, be ready to say that you are a bit worried about them and why. They may just say they are fine but not mean it, so stick with it until you are confident your concerns are misplaced. It’s also worth thinking about where you can suggest they get support from if they do indeed seem to be finding things difficult.

You might feel that you can offer to talk to someone on their behalf (e.g. their line manager or HR), if they don’t feel able to do this themselves. You don’t need to get too drawn in, but perhaps your intervention is the start of helping someone move into a much healthier and happier state. Why wouldn’t you do that?

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Author

Gordon Tinline

Business Psychologist

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Gordon is a very experienced occupational psychologist (Chartered and Registered) and works on a freelance basis (GT Work Psychology).  Gordon has broad cross-sector and multi-level experience.  He has worked extensively with the Police Service, in Defence, with the NHS, in Financial Services and with science and engineering companies, as well as a wide range of other businesses.

Gordon’s work is often focused on helping managers and leaders maximise the wellbeing, psychological resilience and performance of their teams.   As well as his Masters level qualification in occupational psychology he has an MBA from Warwick Business School.  He has recently co-authored a book with Professor Sir Cary Cooper on mid-level role pressures and development (The Outstanding Middle Manager).