Why small behaviours can become workplace hazards

Healthy workplaces aren’t defined by an absence of conflict, but by the presence of connection, writes Amanda Gordon.

With Victoria set to become the second state in Australia (after NSW) to introduce new rules around managing psychosocial hazards in the workplace, it’s no surprise that behaviours once dismissed as petty personality clashes or office politics are being recognised as genuine risks.

Gossip, exclusion, cliques, passive-aggression, and low-level conflict might not lead to formal complaints in their early stages, but they can slowly erode psychological safety and make employees and workplaces vulnerable.

Over time, these seemingly small behaviours create environments where people are cautious rather than confident, vigilant rather than collaborative, and workplaces become more vulnerable than leaders realise.

Most organisations can identify overt misconduct. What’s harder to spot, and easier to minimise, are the subtle behavioural patterns that gradually destabilise team culture long before a major incident occurs.

When small behaviours become big problems

The most harmful workplace issues rarely emerge overnight. Instead, they tend to build slowly and quietly. From a psychological standpoint, early warning signs are almost always subtle because human beings naturally try to adapt to discomfort before they draw attention to it. Employees may contribute less in meetings. Someone who used to speak freely might hesitate before offering ideas. They might avoid certain colleagues, or choose their words more carefully, not out of professionalism but out of caution. Even rising tension over minor issues, or meetings dominated by just a few voices while others stay silent, can indicate that relationships are fraying.

These aren’t dramatic shifts, but they are meaningful ones. In my clinical and organisational work, silence is very often the first sign that something is wrong. If left unaddressed, ideas shrink, motivation weakens, and confidence fades. It is in these early moments, long before conflict escalates, that leaders have the best opportunity to intervene, repair and reset.

The cultural blind spots that allow harmful dynamics to grow

Most problematic behaviours persist because organisations are busy, stretched or inadvertently tolerant of the things they don’t explicitly call out.

Interpersonal tension can be easy to dismiss as “normal workplace friction” or “just a personality difference”. Yet a culture that normalises low-level negativity creates conditions in which more serious issues can take hold.

When this becomes the norm, gossip replaces honest communication, cliques override collaboration, and exclusion becomes habitual rather than occasional. Tension is managed informally through avoidance rather than addressing it constructively.

Over time, employees work around one another instead of with one another.

These patterns aren’t trivial irritations. They’re indicators that psychological safety is declining. This negative shift is not rare. According to Indeed’s Work Wellbeing data, only 23 per cent of Australian workers feel their company genuinely cares about their wellbeing. When employees believe raising concerns won’t lead to meaningful action, they retreat, disengage, or emotionally check out.

Low-level negativity also compounds existing pressures. Indeed’s data shows 83 per cent of workers do not consistently feel energised at work, with declining company culture named as a major drain. This makes early, preventative cultural care even more crucial. Subtle conflicts may seem insignificant, but in an already overstretched environment, they can quickly tip teams into chronic stress.

Why gossip and cliques are more damaging than they seem

Humans are wired for belonging. When someone feels shut out, even subtly, their stress responses activate. These reactions are often invisible to managers but real for employees who may experience increased vigilance, second-guessing, social withdrawal, and reduced trust. These reactions directly undermine psychological safety, which in turn undermines performance. Over time, psychological safety deteriorates, and performance follows.

Clear and transparent communication is a powerful antidote. Nearly half (46 per cent) of employees say better communication and transparency improve their experience at work. This reinforces a core truth from psychology: naming a problem reduces its power.

When leaders make it safe to speak up, and demonstrate that concerns will be taken seriously, employees are far more likely to engage rather than retreat.

What leaders can do now

The psychosocial regulations in Victoria and NSW don’t require leaders to eliminate conflict. Nor should they. Conflict is normal. It is avoidance, silence and unchecked micro-behaviours that create genuine risk. What the regulations require, and what psychologically healthy workplaces need, is awareness, consistency, and early intervention

Leaders can begin by naming unhelpful behaviours early, not to assign blame, but to create clarity. Setting strong expectations about conduct and checking in with employees during quieter moments reinforces that respectful collaboration is the norm. Modelling calm and direct communication helps teams mirror healthier behaviour. And, rather than targeting individuals, leaders should look at the underlying dynamics shaping team tension.

Creating pathways for open dialogue also strengthens cultural resilience. Short, regular check-ins, facilitated conversations and explicit norms around feedback all help teams address minor issues before they harden into more damaging patterns.

A healthier, safer path forward

Ultimately, day-to-day conduct and incidental interactions matter profoundly in the workplace. They shape cultural norms, influence how people show up and determine whether teams feel secure or unsupported. As psychosocial hazards move into the regulatory spotlight, now is the time for leaders to attune themselves to the quieter signals.

Healthy workplaces aren’t defined by an absence of conflict, but by the presence of connection. When people feel heard, valued, and supported, teams become stronger, more resilient, and far better equipped to thrive. And when leaders attend to the small behaviours early, they rarely need to deal with big problems later.

Amanda Gordon is a workplace psychologist at Indeed.