What is a Trigger?

A trigger refers to an event, situation, or interaction that evokes a strong emotional response, often tied to a series of negative experiences or cumulative events leading to trauma. In the context of workplace bullying, triggers can stem from:

• Verbal comments: Insensitive remarks, criticisms, or the repeated use of offensive language.
• Non-verbal cues: An employee states their peer is repeatedly using an intimidating tone of voice, stern or glaring facial expressions, or that the peer’s body language conveys hostility, intimidation, or disapproval.
• Situational factors: Being in a stressful and hostile environment. If a person has worked in several hostile work environments, they may be additionally triggered if the pattern is repeating in their new work environment.

It is important to seek treatment for each event early rather than suffer silently, avoiding or denying the impact. By addressing each circumstance promptly, you prevent one negative experience from exacerbating another, ensuring you remain at your strongest and full capacity to handle any future challenges. It is better to be confident with tools and resources than to be repeatedly side-blindsided.

Examples of Triggers:

1. Verbal Comments: A supervisor repeatedly criticizes an employee’s work, ideas, comments, or questions in private and/or in front of others. A colleague continuously makes jokes about their peer using sensitive topics like making fun of their habits, clothing, voice, or features.
2. Non-Verbal Cues: A harmful coworker rolling their eyes or turning their back when a specific employee speaks or enters the room during a meeting. A manager repeatedly uses a harsh tone of voice towards one employee or a specific group of employees yet kind and respectful to others.
3. Situational Factors: Constantly being excluded from team activities, leading to social isolation. A pattern of extremely high-pressure deadlines, such as projects given at 3:30 pm on a Friday with expectations of completion by Monday morning, placing employees at risk of high stress, working weekends, lack of sleep, errors, and failure.

When a person states, ‘This is triggering me,’ they are expressing heightened stress, such as rising blood pressure, anxiety, panic, or an overwhelming sense of fear or dread. There are many skilled interventions that the triggered employee, supportive leader, or peer can consider. For instance, inviting or requesting a supportive conversation where leaders or peers listen and validate the employee’s experience or feelings, or suggesting they take some time for a brief mindfulness exercise. These actions help the individual feel supported and safe, decreasing or alleviating immediate reactions and providing a path towards managing the underlying issues.

Consequences of Misusing the Term “Trigger”:

Misusing the term “trigger” can have several negative consequences:

1. Dilution of Seriousness: Overusing the term for minor annoyances can trivialize genuine emotional reactions tied to experiences of repeated targeting by a workplace bully. It can lead to a lack of empathy and understanding from others.
2. Victim Blaming: Mislabeling normal workplace interactions (e.g., conflicts, differences of opinions, misunderstandings) as “triggers” can lead to false complaints, costly assessments or investigations, and harm. It may foster a culture where employees are expected to stay silent, become apathetic, or simply “toughen up” rather than addressing the root causes of distress.
3. Reduced Credibility: Frequent, inaccurate use of “trigger” can make it harder for those with legitimate concerns to be taken seriously. It may result in less support and resources for those in need of help.

Minor annoyances differ from being repeatedly targeted by a workplace bully; however, they can fester. It’s crucial to recognize the differences and address each appropriately to maintain your psychological and physical health, as well as a healthy work environment.

Solution: Importance of Proper Understanding and Use

Understanding the true nature of triggers and using the term appropriately is crucial for creating a supportive and empathetic workplace environment. It ensures that:

• Employees feel safe expressing their concerns without fear of being dismissed.
• Real issues are addressed, promoting a healthier and more inclusive workplace.
• Support systems are effective, providing necessary aid to those impacted by workplace bullying and other psychological hazards.

A trigger is not always a bad thing. When feelings are stirred, it is important to pay attention to them. What is your body trying to tell you? These signals indicate that something still needs attention and healing. Being self-accountable means recognizing these signals and finding the right solution for the pain that is surfacing. Only you can take this essential step for yourself.

This article only scratches the surface of this critical issue. I hope this will spark thoughtful discussions, foster significant support and understanding, and inspire solutions and positive change.

Linda Crockett MSW, RSW, SEP, CPPA

Founder of The Canadian Institute of Workplace Bullying Resources: A for-profit organization with over 14 years of experience specializing in trauma-informed comprehensive services for leaders, employees, and individuals. Our expertise encompasses all aspects of workforce-related services, ensuring psychological safety and well-being in the workplace.

www.instituteofworkplacebullyingresources.ca

Founder of The Canadian Institute of Workplace Harassment and Violence: A not-for-profit organization dedicated to raising funds for over 3 years to support injured workers who have exhausted their finances. For qualifying workers this fund helps them to obtain a legal consultation or attend healing services. Our mission is to help others advocate for their rights and recovery.

www.workplaceharassment.ca

Other words for triggers are activate, generate, provoke, prompt, spark, elicit, ignited, and fired up.