Workplace relationships decide whether we head to work in the morning with energy or with a knot in our stomach. Good relationships are built on clear rules, respectful communication and dealing with conflict early; they are worn down by gossip, unclear roles and managers who do not see what is going on. When bad behaviour keeps repeating and is aimed at one person, it is no longer just a poor atmosphere but workplace bullying, which the law prohibits.
Why workplace relationships matter so much
We often spend more waking hours with colleagues than with our families. It is no surprise, then, that studies of job satisfaction – including many Slovenian theses on the subject – keep naming relationships with colleagues and managers among the most important factors, not just pay.
Where people trust each other, it is easier to admit a mistake, ask for help and share knowledge. Where mistrust prevails, energy goes into caution, self-protection and guessing what others really think. Tension in a team is also one of the common sources of stress that people take home with them.
What most often damages relationships at work
Bad relationships rarely come down to one “difficult” person. They are mostly driven by circumstances that can be changed:
- Unclear roles and tasks – when nobody knows who is responsible for what, the search for someone to blame starts quickly.
- Overload – tired and under time pressure, we are less patient and quicker to snap.
- Poor communication – information that travels through corridors instead of meetings breeds rumours.
- A sense of unfairness – unequal treatment when work, holidays or rewards are handed out.
- Gossip and cliques – leaving individuals out of conversations and decisions.
- Unresolved conflict – a dispute nobody talks about does not disappear; it builds up.
How to build good relationships at work
As a colleague
You do not have to like every colleague. It is enough to treat them fairly and predictably. Saying hello, saying thank you and keeping agreements may seem trivial, but this is exactly where trust comes from.
- Criticise the action, not the person: “The report came in a day late” rather than “You’re always late.”
- Raise a problem directly with the person first, not with third parties.
- Do not join in gossip – even silent nodding feeds it.
- Respect boundaries: not everyone wants to share their private life or socialise after work.
As a manager
Managers have the biggest influence on how a team gets along. People watch how they react to mistakes, who gets to speak and whether everyone is treated the same. Short regular one-to-ones, a clear division of tasks, praise in public and criticise in private, and a quick response when tension appears all help. A manager who “leaves it to time” usually just drags the conflict out.
Conflict or bullying: where is the line?
Disagreements are part of every team and can even be useful if they are handled openly. Workplace bullying (often called mobbing in Central Europe) is something else. Slovenia’s Employment Relationships Act (ZDR-1) defines it in Article 7 as repeated or systematic, reprehensible or clearly negative and offensive conduct directed at an individual employee. It is prohibited, and an employee who takes action against it must not suffer any adverse consequences.
| Ordinary conflict | Bullying | |
|---|---|---|
| Frequency | Occasional, one-off | Repeated, systematic, over a longer period |
| Target | An issue, a task, a decision | Always the same person |
| Aim | To resolve a disagreement | To humiliate, isolate, push out |
| Balance of power | Roughly equal | The target struggles to defend themselves |
Slovenian courts take this line seriously. In published cases, bullying was found, for example, where an employee was given no work for a long time and was ignored by colleagues. Individual outbursts, however crude, without a systematic pattern were generally not recognised as bullying.
Under Article 47 of ZDR-1, the employer must provide a working environment in which nobody is exposed to bullying or harassment and must take appropriate measures to protect employees. Article 24 of the Slovenian Occupational Safety and Health Act (ZVZD-1) adds that employers must take measures to prevent and manage violence, bullying, harassment and other psychosocial risks. An employer that breaches the ban is liable for damages under the general rules of civil law.
What to do when things go too far
- Talk – if possible, calmly and privately say what bothers you and what you expect.
- Your manager or HR – if talking does not help, report the problem to your line manager. Larger companies often have a designated person for bullying complaints and a policy with a clear procedure.
- Keep a log – write down dates, what happened, who was present and how it affected you. Keep emails and messages.
- See a doctor – if you develop insomnia, anxiety or physical symptoms, see your GP; the records can later serve as evidence.
- Outside help – a trade union, the labour inspectorate or a lawyer specialising in employment law.
You can read more about how employers manage stress and psychosocial risks on the website of the European Agency for Safety and Health at Work.
Frequently asked questions
Do I have to be friends with my colleagues?
No. Friendships at work are welcome, but they are not a condition for working well together. Fairness and keeping agreements are enough.
Is a manager shouting already bullying?
A single outburst usually is not, even though it is inappropriate. We speak of bullying when offensive conduct is repeated or systematic and aimed at the same employee.
Who has to act when two colleagues fall out?
First the colleagues themselves, then their manager. By law, the employer must ensure a working environment free of bullying and harassment.
Where can I turn if I am being bullied at work?
To your manager or the designated person at your employer, then to a trade union, the labour inspectorate or a lawyer. If your health suffers, see your doctor as well.
