New Column: Why Project Managers Should Be Active Bystanders

Have you ever heard the term “Active Bystander”?

At first glance, the words may seem somewhat contradictory. When we witness someone struggling, hear an inappropriate comment, or encounter behavior that could lead to harassment, we may be tempted to think, “It’s not my concern,” or “Someone else will say something.” This is what psychologists refer to as the “bystander effect.”

So, what does it mean to be an Active Bystander?

It does not mean being a hero. It simply means choosing not to look the other way. Nor does it mean loudly confronting or criticizing someone. It means taking a small step when something does not seem right.

Focus on the Behavior, Not the Person

One of the most important principles of being an Active Bystander is to focus on the behavior rather than attacking the person.

Imagine that someone says in a meeting, “How can you not understand something so simple?”

Rather than accusing the person by saying, “That’s harassment,” we might instead say, “That way of putting it may make some people hesitant to ask questions.”

The focus is on the behavior, not the person’s character.

This allows us to address what happened while respecting the dignity of the other person and encouraging better behavior.

Active Bystanders in Japanese TV Dramas

One example I particularly like can be found in the Japanese TV drama VIVANT.

Even when the characters have different positions or opinions, they do not simply say, “You’re wrong.” Instead, they ask questions such as, “What is the reasoning behind that decision?” or “What risks could result from that choice?”

Rather than rejecting the person, they focus on the actions and decisions involved.

We can see a similar approach in another Japanese drama, Shitamachi Rocket. Its main character, Kohei Tsukuda, does not tell an employee who has made a mistake, “You’re no good.”

Instead, he asks, “What happened?” and “What can we do differently next time?” and works through the problem together with the employee.

This is more than simply being kind. It is an approach that helps make an organization stronger.

Why PMs Should Be Active Bystanders

I believe that being a project manager is, in many ways, about being an Active Bystander.

Many things happen every day in a project.

Someone’s comment may be ignored in a meeting. A junior team member may hesitate to speak up. Unreasonable requests from a client may gradually become the norm. Departments may start blaming one another when problems arise.

In situations like these, it is always possible to think, “That’s not my responsibility,” and let the situation pass.

Good project managers, however, do not simply look the other way.

At the same time, they do not rush to blame or condemn someone.

Instead, they might say:

“Let’s take a moment to clarify the situation.”

“Could we also hear what ○○ thinks?”

“Are we sure this is the right way to proceed?”

These may seem like small interventions. But a single comment like this can protect the team—and ultimately protect the project itself.

Anyone Can Be an Active Bystander

Being an Active Bystander does not require a special talent. Nor is it something only people with a particularly strong sense of justice can do.

The first step is simply to notice what is happening. The next is to make a small intervention.

You might speak to someone after a meeting. Follow up with them in a chat message. Offer another perspective. Or connect them with someone who can provide support.

Even small actions like these can make a difference.

Our goal should not be to create a workplace that depends on “one brave person” to speak up.

It should be to create an organization where many people feel able to take a natural step forward when they see someone struggling or something that does not seem right.

I believe the work of a project manager is a continuous practice of doing exactly that.