Unsafe vs. Uncomfortable: A Vital Distinction for Workplace Conversations
In a recent Fair Work Commission (FWC) decision, a commissioner highlighted an increasingly blurred line between feeling “unsafe” and feeling “uncomfortable” in workplace conversations. This distinction isn’t just semantic; it’s essential for creating a balanced and healthy work environment.
In today’s workplace, psychosocial risks are rightfully at the forefront of discussions about employee well-being. But as the FWC observed, the appropriation of terms like “unsafe” can dilute their significance, particularly when they’re used to describe interactions or situations that may simply be uncomfortable rather than genuinely harmful.
This nuanced topic deserves our attention, especially as we navigate the complexities of fostering open, respectful communication while safeguarding against the misuse of legitimate psychosocial concerns.
What’s the Difference?
At its core, the distinction lies in the impact and intent of the situation:
- Unsafe: Indicates a genuine risk to an individual’s physical or psychological health, such as harassment, bullying, or threats. These situations demand immediate attention and intervention.
- Uncomfortable: Reflects moments of disagreement, challenge, or constructive feedback. While these interactions might feel awkward or difficult, they are often necessary for growth and progress.
Conflating these terms can have unintended consequences, such as undermining the importance of addressing truly unsafe situations or stifling necessary workplace conversations.
Why Does This Matter?
In the workplace, we need a culture that allows people to raise concerns and voice discomfort, but also one that encourages resilience and professional growth. When every uncomfortable conversation is labelled as “unsafe,” we risk:
- Diluting Genuine Safety Issues: Serious psychosocial hazards may be overshadowed by less critical concerns.
- Eroding Trust and Accountability: Misusing terms like “unsafe” can create a climate of defensiveness and suspicion.
- Stifling Honest Feedback: Leaders and colleagues may shy away from giving constructive feedback, fearing that their intentions could be misinterpreted.
How to Foster a Balanced Approach
- Encourage Clear Communication: Train leaders and employees to differentiate between discomfort and harm. Role-play scenarios to help navigate difficult conversations with care and respect.
- Provide Tools for Resilience: Equip teams with strategies for managing discomfort. This could include training in emotional intelligence, conflict resolution, and active listening.
- Take All Claims Seriously: While differentiating between unsafe and uncomfortable, ensure every concern is heard and addressed appropriately. Dismissing genuine discomfort can escalate into unsafe situations.
- Revisit Policies and Language: Update workplace policies to clearly define “unsafe” versus “uncomfortable” and align them with psychosocial safety standards.
This is a conversation we all need to have. Are we, as leaders and colleagues, prepared to differentiate between what makes us uncomfortable and what genuinely threatens our safety? And are we fostering environments where both can be addressed thoughtfully?
At Bloom HR, we’re here to help organisations navigate this complex but critical topic. Let’s ensure our workplaces remain both safe and resilient, encouraging the honest conversations that drive growth and collaboration.
If this resonates with you or your organisation, let’s talk. Contact us today for support in building workplace strategies that balance safety with productive discomfort. Together, we can foster a culture of accountability and trust.
This conversation isn’t easy, but it’s necessary. Let’s create workplaces where safety is paramount and growth thrives. What are your thoughts? Let us know in the comments or reach out directly on email to hello@bloomhr.com.au —we’d love to hear from you.