The Systematic Approach model - how to prevent and overcome undesirable interaction
Author(s):  Adrienne Hubert                                                                       Country:   Netherlands
Is the intervention sector specific?	No
Is the intervention usable with different enterprise sizes?	Yes
Is the intervention equally applicable to both genders?	Yes
Is the intervention based on theory?	Yes
Can the intervention approach be adapted/ tailored?	Yes
Does the intervention promote CSR and how?	The intervention was not explicitly linked to responsible business practices although it does promote employee well-being.
Does the intervention promote social dialogue and how?	The model was first developed in cooperation with different social partners and then further discussed with representatives of umbrella organisations: including employers' organisations, trade unions, occupational health and safety professionals, occupational welfare workers, Labour Inspection and the national organisation for confidential counsellors.
Overview (including risk assessment and law – legal requirements etc.): The Systematic Approach Model was designed to prevent and manage undesirable behaviour (bullying/harassment) at work. It is a Dutch intervention but can be modified to policies and other national contexts. The Model is a five phase approach, which seeks to provide advice and guidance to organisations on how to build and develop a systematic and comprehensive programme to address undesirable behaviour (bullying and harassment) at work effectively.
Implementation:   The phases of the programme are as follows:   1) Prevention, setting up a preventive policy for the company (including a policy statement), developing knowledge and raising manager awareness on bullying and harassment at work, on their financial consequences, and on the organisation’s legal obligations. Subsequently, developing a code of conduct, as a more profound policy; whereby procedures for reporting undesirable behaviour are outlined, responsibility is assigned, and the developed and existing procedures are continuously evaluated. 2) Uncovering, developing knowledge about the nature of bullying and harassment, making the phenomena visible. 3) Support, for the victim, mainly social and psychological help: for example, confidential counsellors in the organisation can provide support, occupational health care and psychological support. 4) Intervention can be: a) informal solution (victim talks directly to the perpetrator, and mediation or mediation/correction is provided by the supervisor), b) formal complaint or c) transfer to another department or outplacement. 5) After-care, should match the chosen intervention strategy. After-care can take many forms: for example, in cases of undesirable group behaviour it means that the supervisor remains alert to signals of objectionable behaviour. In the case of mediation, after-care means that the counsellor remains in contact with the victim and continues to provide him/her with support.
Practical applications: Parts of the model have been implemented in more than 350 organisations. The method is suitable for medium and large organisations; and more recently, has been trailed in small-sized enterprises. This method has implemented in a variety of occupational sectors: namely, government and public administration, health care and the hotel and catering industry
Innovative aspects:   The Model was developed through a process of social dialogue where a series of discussion were held with staff representatives and representatives of institutions (e.g. managers, works councils, human resources department, confidential counsellors, labour inspection and labour unions).   The model tackles a large variety of undesired behaviour and takes into consideration different stages, from prevention to management and support.
Evaluation (including process issues, outcomes and sustainability):   Four times a year, ‘a day of return’ including feedback and counselling is organised. During these days a lot has been learned about the functioning of the model in practice.     The effectiveness of the model has not, however, been systematically evaluated.
Benefits (including cost effectiveness): Due to the comprehensive nature of the Model, this approach promotes deeper change in the workplace in relation to undesirable behaviour, bullying and harassment. The goal of the method is to create a lasting solution.
References: Hubert, A.B. (2003). To prevent and overcome undesirable interaction: A systematic approach mode. In S. Einarsen, H. Hoel, D. Zapf and C.L. Cooper (Eds.) Bullying and Emotional Abuse in the Workplace. International perspectives in research and practice (pp.299-311). London & New York: Taylor & Francis.
Comments:   It is important that that the Model is developed in cooperation with all the relevant stakeholders in the organisation/enterprise. The Model is a comprehensive intervention; despite being labelled a primary intervention, it includes a variety of methods and strategies commonly observed in secondary and tertiary level programmes.