Bad behaviour in teams - a podcast with Liz Crowe from Tactical Trauma 24

Podcast – Bad Behaviour in Teams with Liz Crowe at Tactical Trauma 2024


As healthcare professionals, we often pride ourselves on being part of high-performing teams. We work under immense pressure, striving for excellence in environments where even the smallest misstep can have life-altering consequences. Yet, amidst the chaos, there’s a subtle, insidious force that can undermine our efforts: bad behaviour.

From an eye roll to a dismissive comment, these seemingly minor actions can ripple through a team, affecting morale, trust, and, ultimately, patient safety. In this post, we’ll explore what constitutes bad behaviour, its impacts, and practical steps we can take to create healthier team environments.


Listening Time – 18.14

What Is Bad Behaviour?

When we think of bad behaviour in the workplace, we often envision overt actions like shouting or blatant disrespect. However, bad behaviour can be far more subtle and pervasive. It can manifest as:

  • Physical actions: Throwing items, gesturing dismissively, or even a small shove in the hallway.
  • Material neglect: Ignoring a phone call, refusing to collaborate, or withholding opportunities from colleagues.
  • Verbal cues: Sarcasm, backhanded compliments, or openly expressing displeasure about working with someone.
  • Digital misconduct: Sending passive-aggressive emails or texting during meetings to gossip about others.
  • Discrimination: Racial, gendered, or prejudicial behaviours that create barriers to inclusion and safety.

These actions might feel trivial in the moment, but their effects can be profound.


The Impact of Bad Behaviour on Teams and Patients

Bad behaviour doesn’t just harm individuals—it corrodes the fabric of the team. Research shows that environments lacking psychological safety lead to:

  • Delays in escalation of care: Junior staff are less likely to raise concerns, potentially compromising patient safety. In fact, one study revealed that after experiencing dismissive behaviour, team members might wait up to 27 minutes before voicing a concern again.
  • Increased cognitive load: A hostile work environment forces individuals to focus more on avoiding conflict than on their actual tasks, increasing the risk of errors.
  • Decreased collaboration and creativity: When people don’t feel safe, they stop sharing ideas and seeking feedback.
  • Higher absenteeism and turnover: Toxic environments push good team members out the door.
  • Generational harm: Bad behaviour cascades down the hierarchy, perpetuating a cycle of mistreatment from consultants to registrars, junior doctors, and ultimately, patients.

In healthcare, where lives are at stake, we cannot afford the consequences of unchecked bad behaviour.


Psychological Safety: The Bedrock of Effective Teams

Psychological safety, a term popularized by Harvard professor Amy Edmondson, is the belief that a team is safe for interpersonal risk-taking. It’s what allows someone to admit they’ve made a mistake, ask for help, or offer a differing opinion without fear of ridicule or retribution.

To build psychological safety, teams need:

  1. Trust in competence: Colleagues must feel confident in each other’s skills.
  2. Consistency: Unpredictable behaviour undermines trust.
  3. Authenticity: Leaders and team members must genuinely care about their work and each other.
  4. Empathy: This doesn’t mean hand-holding, but rather a basic level of understanding and consideration for others.

Without these pillars, psychological safety collapses, leaving teams vulnerable to dysfunction.


Self-Awareness: The Rare Skill We All Need

Here’s a humbling statistic: fewer than 10% of people have high self-awareness. This means most of us aren’t as in tune with how our actions affect others as we’d like to believe.

For example, you might think you’re approachable and supportive, but if colleagues avoid you or hesitate to ask for help, it’s time to reassess. The truth is, being right or skilled isn’t enough—how we make others feel is just as important.

Simple Self-Awareness Exercises:

  1. Ask for feedback: Encourage colleagues and family members to share honest impressions of your behaviour. Questions like, “Do I have a face that shows frustration?” can be surprisingly illuminating.
  2. Observe reactions: Pay attention to how people respond to your words and actions. Are they comfortable opening up to you?
  3. Reflect on conflicts: In tense situations, consider your role. Are you a victim, rescuer, or perpetrator? Understanding your default stance can help you adapt and improve.

The Triangle of Trust: Competence, Authenticity, and Empathy

Effective teamwork relies on three key attributes:

  1. Competence: We all want to work with people who know their stuff. However, competence alone isn’t enough if paired with arrogance or dismissiveness.
  2. Authenticity: Being genuine fosters trust. But authenticity doesn’t mean excusing bad behaviour under the guise of “that’s just who I am.”
  3. Empathy: Empathy is about caring enough to listen, understand, and respond appropriately. Even a blunt acknowledgment like, “I heard you left your husband—are you okay?” can show empathy in its own way.

Balancing these traits creates a foundation for trust and collaboration.


Recognising and Addressing Bad Behaviour

So, how do we tackle bad behaviour in our teams? It starts with recognition and accountability.

Common Forms of Bad Behaviour:

  • Incivility: Eye rolling, sarcasm, or dismissive gestures.
  • Bullying: Persistent criticism or exclusion.
  • Cliques: Forming exclusive groups that alienate others.
  • Passive aggression: Deliberately delaying tasks or withholding information.

Strategies to Address It:

  1. Set clear expectations: Outline acceptable behaviours and consequences for violations.
  2. Lead by example: As a leader, your actions set the tone. If you’re approachable and respectful, your team is more likely to follow suit.
  3. Encourage open communication: Create an environment where feedback flows both ways. Team members should feel safe addressing issues without fear of retaliation.
  4. Focus on education: Provide training on emotional intelligence, conflict resolution, and effective communication.

Homework: Improving Team Dynamics

To cultivate better behaviour, consider these actionable steps:

  1. Identify your ‘face’: Ask colleagues or family members if you unconsciously display emotions like frustration or impatience. Work on maintaining a neutral or supportive expression, especially during stressful moments.
  2. Evaluate your listening skills: Ask yourself, “Am I really listening, or am I just waiting for my turn to speak?”
  3. Shift perspectives: In conflicts, try stepping out of your usual role. For example, if you’re a natural rescuer, let others solve their own problems. If you tend to critique, focus on offering constructive solutions instead.
  4. Foster inclusivity: Actively involve quieter team members in discussions and acknowledge everyone’s contributions.

Breaking the Cycle of Bad Behaviour

It’s easy to justify bad behaviour by pointing to stress, fatigue, or past experiences. But every time we allow our frustrations to spill over into our interactions, we chip away at our team’s cohesion and effectiveness.

Remember, high-performing teams aren’t just about technical excellence—they’re about how we treat each other. By addressing bad behaviour head-on, we can create workplaces where everyone feels valued, respected, and empowered to deliver their best.


Conclusion: Be the Change

Bad behaviour is like a toxin—it seeps into every corner of a team, affecting relationships, performance, and patient outcomes. But the good news is, we have the power to change. By fostering psychological safety, practicing self-awareness, and holding ourselves accountable, we can build healthier, more effective teams.

So, the next time you catch yourself rolling your eyes or dismissing a colleague’s concern, pause and reflect. Small changes in how we behave today can make a world of difference tomorrow—for our teams, our patients, and ourselves.



Podcast Transcription


Where to Listen

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Tactical Trauma

Huge thanks to Fredrik Granholm and all at Tactical Trauma 24 for their very warm welcome and for letting us record this series of podcasts. This is a fantastic conference, and we would highly recommend you check it out when they advertise their next event.



Cite this article as: Liz Crowe, "Podcast – Bad Behaviour in Teams with Liz Crowe at Tactical Trauma 2024," in St.Emlyn's, November 27, 2024, https://www.stemlynsblog.org/podcast-bad-behaviour-in-teams/.

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