{"id":759643,"date":"2026-08-18T21:34:14","date_gmt":"2026-08-18T19:34:14","guid":{"rendered":"https:\/\/www.dynseo.com\/risques-psychosociaux-rps-10-situations-difficiles-du-quotidien-et-comment-y-repondre-2\/"},"modified":"2026-08-18T21:37:14","modified_gmt":"2026-08-18T19:37:14","slug":"psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond","status":"publish","type":"post","link":"https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/","title":{"rendered":"Psychosocial Risks (PSR): 10 Difficult Everyday Situations and How to Respond"},"content":{"rendered":"<p>[et_pb_section fb_built=&#8221;1&#8243; admin_label=&#8221;Article HTML&#8221; _builder_version=&#8221;4.16&#8243; custom_padding=&#8221;0px||0px||false|false&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_row admin_label=&#8221;Contenu&#8221; _builder_version=&#8221;4.16&#8243; width=&#8221;100%&#8221; max_width=&#8221;100%&#8221; custom_padding=&#8221;0px||0px||false|false&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.16&#8243; global_colors_info=&#8221;{}&#8221;][et_pb_code admin_label=&#8221;HTML import\u00e9&#8221; _builder_version=&#8221;4.16&#8243; global_colors_info=&#8221;{}&#8221;]<\/p>\n<style type=\"text\/css\">\n.dbi-art-30338f .dyn-article {\n  --dyn-bleu:#5e5ed7;\n  --dyn-bleu-fonce:#5268c9;\n  --dyn-vert:#a9e2e4;\n  --dyn-jaune:#ffeca7;\n  --dyn-rose:#e73469;\n  --dyn-encre:#1d1d2e;\n  --dyn-gris:#5c5c72;\n  --dyn-fond:#f6f6fd;\n  --dyn-ombre:0 6px 24px rgba(29,29,46,.08);\n  --dyn-ombre-forte:0 12px 34px rgba(94,94,215,.22);\n  --dyn-radius:18px;\n  font-family:\"Inter\",\"Segoe UI\",system-ui,-apple-system,\"Helvetica Neue\",Arial,sans-serif;\n  color:var(--dyn-encre);\n  line-height:1.68;\n  font-size:clamp(16px,1.05vw + 13px,18px);\n  max-width:860px;\n  margin:0 auto;\n  padding:0 4px;\n  -webkit-font-smoothing:antialiased;\n}\n.dbi-art-30338f .dyn-article * {box-sizing:border-box;}\n.dbi-art-30338f .dyn-article h1, .dbi-art-30338f .dyn-article h2, .dbi-art-30338f .dyn-article h3, .dbi-art-30338f .dyn-article h4 {\n  color:var(--dyn-encre);line-height:1.22;margin:0 0 .5em;font-weight:800;letter-spacing:-.015em;\n}\n.dbi-art-30338f .dyn-article h1 {font-size:clamp(1.65rem,3.4vw,2.35rem);margin-top:.4em;}\n.dbi-art-30338f .dyn-article h2 {font-size:clamp(1.35rem,2.4vw,1.75rem);margin-top:2.1em;padding-top:.2em;}\n.dbi-art-30338f .dyn-article h3 {font-size:clamp(1.1rem,1.7vw,1.28rem);margin-top:1.5em;font-weight:700;}\n.dbi-art-30338f .dyn-article p {margin:0 0 1.05em;}\n.dbi-art-30338f .dyn-article a {color:var(--dyn-bleu-fonce);text-decoration:underline;text-underline-offset:3px;}\n.dbi-art-30338f .dyn-article a:hover {color:var(--dyn-rose);}\n.dbi-art-30338f .dyn-article a:focus-visible {outline:3px solid var(--dyn-bleu);outline-offset:2px;border-radius:4px;}\n.dbi-art-30338f .dyn-article ul, .dbi-art-30338f .dyn-article ol {margin:0 0 1.05em;padding-left:1.25em;}\n.dbi-art-30338f .dyn-article li {margin-bottom:.45em;}\n.dbi-art-30338f .dyn-article strong {font-weight:700;}\n.dbi-art-30338f .dyn-article img {max-width:100%;height:auto;display:block;}\n.dbi-art-30338f .dyn-pagehead {\n  position:relative;overflow:hidden;border-radius:var(--dyn-radius);\n  padding:30px 24px 28px;margin:0 0 1.5em;box-shadow:var(--dyn-ombre);\n}\n@media(min-width:720px) {\n.dbi-art-30338f .dyn-pagehead {padding:44px 44px 40px;}\n}\n.dbi-art-30338f .dyn-pagehead::after {\n  content:\"\";position:absolute;right:-80px;top:-80px;width:250px;height:250px;border-radius:50%;\n  background:rgba(255,255,255,.14);pointer-events:none;\n}\n.dbi-art-30338f .dyn-pagehead > * {position:relative;z-index:1;}\n.dbi-art-30338f .dyn-pagehead--bleu {background:linear-gradient(135deg,var(--dyn-bleu) 0%,var(--dyn-bleu-fonce) 100%);color:#fff;}\n.dbi-art-30338f .dyn-pagehead--bleu h1 {color:#fff;}\n.dbi-art-30338f .dyn-pagehead--bleu .dyn-pagehead__cat {color:var(--dyn-jaune);}\n.dbi-art-30338f .dyn-pagehead--bleu .dyn-pagehead__lead {color:rgba(255,255,255,.93);}\n.dbi-art-30338f .dyn-pagehead--bleu .dyn-pagehead__meta {color:#fff;}\n.dbi-art-30338f .dyn-pagehead--bleu .dyn-pagehead__meta li {background:rgba(255,255,255,.18);}\n.dbi-art-30338f .dyn-pagehead--eau {background:linear-gradient(135deg,var(--dyn-vert) 0%,#cfeff1 100%);color:var(--dyn-encre);}\n.dbi-art-30338f .dyn-pagehead--eau .dyn-pagehead__cat {color:var(--dyn-rose);}\n.dbi-art-30338f .dyn-pagehead--eau .dyn-pagehead__lead {color:#3b4a5c;}\n.dbi-art-30338f .dyn-pagehead--eau .dyn-pagehead__meta li {background:rgba(255,255,255,.62);}\n.dbi-art-30338f .dyn-pagehead--jaune {background:linear-gradient(135deg,var(--dyn-jaune) 0%,#fff7d6 100%);color:var(--dyn-encre);}\n.dbi-art-30338f .dyn-pagehead--jaune .dyn-pagehead__cat {color:var(--dyn-rose);}\n.dbi-art-30338f .dyn-pagehead--jaune .dyn-pagehead__lead {color:#5a5240;}\n.dbi-art-30338f .dyn-pagehead--jaune .dyn-pagehead__meta li {background:rgba(255,255,255,.68);}\n.dbi-art-30338f .dyn-pagehead__cat {\n  display:inline-block;font-size:.76rem;font-weight:800;letter-spacing:.12em;\n  text-transform:uppercase;margin-bottom:.9em;\n}\n.dbi-art-30338f .dyn-pagehead h1 {margin:0 0 .5em;}\n.dbi-art-30338f .dyn-pagehead__lead {font-size:clamp(1.02rem,1.4vw,1.16rem);margin:0 0 1.3em;}\n.dbi-art-30338f .dyn-pagehead__meta {\n  display:flex;flex-wrap:wrap;gap:8px;list-style:none;padding:0;margin:0;\n  font-size:.83rem;font-weight:600;\n}\n.dbi-art-30338f .dyn-pagehead__meta li {border-radius:999px;padding:5px 13px;}\n.dbi-art-30338f .dyn-hero {\n  background:linear-gradient(135deg,#ffffff 0%,var(--dyn-fond) 100%);\n  border-radius:var(--dyn-radius);\n  box-shadow:var(--dyn-ombre);\n  overflow:hidden;\n  margin:0 0 2.2em;\n}\n.dbi-art-30338f .dyn-hero__grid {display:grid;grid-template-columns:minmax(0,1fr);}\n@media(min-width:720px) {\n.dbi-art-30338f .dyn-hero__grid {grid-template-columns:42% minmax(0,1fr);}\n}\n.dbi-art-30338f .dyn-hero__media {position:relative;background:var(--dyn-vert);}\n.dbi-art-30338f .dyn-hero__media img {width:100%;height:100%;object-fit:cover;aspect-ratio:16\/9;}\n@media(min-width:720px) {\n.dbi-art-30338f .dyn-hero__media img {aspect-ratio:auto;min-height:100%;}\n}\n.dbi-art-30338f .dyn-hero__eyebrow {\n  display:inline-block;background:var(--dyn-rose);color:#fff;font-size:.72rem;font-weight:800;\n  letter-spacing:.09em;text-transform:uppercase;padding:6px 13px;border-radius:999px;margin-bottom:.7em;\n}\n.dbi-art-30338f .dyn-hero__body {padding:22px 22px 24px;}\n@media(min-width:720px) {\n.dbi-art-30338f .dyn-hero__body {padding:28px 30px;}\n}\n.dbi-art-30338f .dyn-hero__title {font-size:clamp(1.12rem,2vw,1.42rem);font-weight:800;margin:0 0 .55em;line-height:1.25;}\n.dbi-art-30338f .dyn-hero__title a {color:var(--dyn-encre);text-decoration:none;}\n.dbi-art-30338f .dyn-hero__title a:hover {color:var(--dyn-bleu);}\n.dbi-art-30338f .dyn-hero__pitch {font-size:.97rem;color:var(--dyn-gris);margin:0 0 1em;}\n.dbi-art-30338f .dyn-badges {display:flex;flex-wrap:wrap;gap:7px;margin:0 0 1.1em;padding:0;list-style:none;}\n.dbi-art-30338f .dyn-badges li {\n  background:#fff;border-radius:999px;padding:5px 12px;font-size:.79rem;font-weight:600;\n  color:var(--dyn-bleu-fonce);box-shadow:0 2px 8px rgba(29,29,46,.07);\n}\n.dbi-art-30338f .dyn-hero__actions {display:flex;flex-wrap:wrap;gap:10px;align-items:center;}\n.dbi-art-30338f .dyn-btn {\n  display:inline-block;background:var(--dyn-bleu);color:#fff !important;text-decoration:none !important;\n  font-weight:700;padding:13px 26px;border-radius:999px;box-shadow:var(--dyn-ombre-forte);\n  transition:transform .15s ease,background .15s ease;text-align:center;\n}\n.dbi-art-30338f .dyn-btn:hover {background:var(--dyn-bleu-fonce);transform:translateY(-2px);color:#fff !important;}\n.dbi-art-30338f .dyn-btn--ghost {\n  background:#fff;color:var(--dyn-bleu-fonce) !important;box-shadow:0 2px 10px rgba(29,29,46,.09);\n}\n.dbi-art-30338f .dyn-btn--ghost:hover {background:var(--dyn-jaune);color:var(--dyn-encre) !important;}\n.dbi-art-30338f .dyn-hero__price {font-weight:800;color:var(--dyn-rose);font-size:1.02rem;margin-left:2px;}\n.dbi-art-30338f .dyn-hero--pastel {background:var(--dom-fond);}\n.dbi-art-30338f .dyn-pastel {display:grid;grid-template-columns:auto minmax(0,1fr);gap:18px;align-items:start;padding:22px;}\n@media(min-width:720px) {\n.dbi-art-30338f .dyn-pastel {gap:24px;padding:30px 32px;}\n}\n.dbi-art-30338f .dyn-pastel__icone {\n  flex:0 0 auto;width:74px;height:74px;border-radius:22px;background:#fff;\n  display:flex;align-items:center;justify-content:center;font-size:34px;line-height:1;\n  box-shadow:0 4px 14px rgba(29,29,46,.10);\n}\n@media(min-width:720px) {\n.dbi-art-30338f .dyn-pastel__icone {width:88px;height:88px;font-size:40px;}\n}\n.dbi-art-30338f .dyn-pastel__domaine {\n  display:inline-block;background:#fff;border-radius:999px;padding:4px 12px;\n  font-size:.74rem;font-weight:800;letter-spacing:.08em;text-transform:uppercase;\n  color:var(--dom-texte);margin-bottom:.6em;\n}\n.dbi-art-30338f .dyn-hero--pastel .dyn-hero__eyebrow {background:var(--dom-texte);}\n.dbi-art-30338f .dyn-hero--pastel .dyn-btn {background:var(--dom-texte);}\n.dbi-art-30338f .dyn-hero--pastel .dyn-btn:hover {filter:brightness(.92);}\n.dbi-art-30338f .dyn-hero--pastel .dyn-btn--ghost {background:#fff;color:var(--dom-texte) !important;}\n.dbi-art-30338f .dyn-hero--pastel .dyn-badges li {color:var(--dom-texte);}\n.dbi-art-30338f .dyn-hero--pastel .dyn-hero__price {color:var(--dom-texte);}\n.dbi-art-30338f .dyn-dom--memoire {--dom-fond:#e9e9fb;--dom-texte:#5268c9;}\n.dbi-art-30338f .dyn-dom--attention {--dom-fond:#dcf2f4;--dom-texte:#1b7f86;}\n.dbi-art-30338f .dyn-dom--logique {--dom-fond:#ece9fb;--dom-texte:#5e5ed7;}\n.dbi-art-30338f .dyn-dom--langage {--dom-fond:#ffe8d9;--dom-texte:#b35a2a;}\n.dbi-art-30338f .dyn-dom--emotions {--dom-fond:#fdeaf1;--dom-texte:#c0295a;}\n.dbi-art-30338f .dyn-dom--apprentissage {--dom-fond:#fff3cd;--dom-texte:#8a6a13;}\n.dbi-art-30338f .dyn-dom--autonomie {--dom-fond:#e4f2ea;--dom-texte:#25795c;}\n.dbi-art-30338f .dyn-tldr {\n  background:var(--dyn-vert);border-radius:var(--dyn-radius);padding:22px 24px;margin:0 0 2em;\n}\n.dbi-art-30338f .dyn-tldr h2 {margin:0 0 .5em;font-size:1.1rem;text-transform:uppercase;letter-spacing:.06em;}\n.dbi-art-30338f .dyn-tldr p {margin-bottom:.8em;}\n.dbi-art-30338f .dyn-tldr ul {margin-bottom:0;padding-left:1.1em;}\n.dbi-art-30338f .dyn-toc {background:var(--dyn-fond);border-radius:var(--dyn-radius);padding:20px 24px;margin:0 0 2.2em;}\n.dbi-art-30338f .dyn-toc p {font-weight:800;margin:0 0 .6em;font-size:.9rem;text-transform:uppercase;letter-spacing:.07em;color:var(--dyn-bleu-fonce);}\n.dbi-art-30338f .dyn-toc ol {margin:0;padding-left:1.2em;}\n.dbi-art-30338f .dyn-toc li {margin-bottom:.3em;}\n.dbi-art-30338f .dyn-cards {display:grid;gap:14px;grid-template-columns:repeat(auto-fit,minmax(230px,1fr));margin:1.4em 0 1.8em;}\n.dbi-art-30338f .dyn-card {\n  background:#fff;border-radius:var(--dyn-radius);padding:20px 20px 18px;box-shadow:var(--dyn-ombre);\n}\n.dbi-art-30338f .dyn-card h3 {margin:0 0 .45em;font-size:1.03rem;}\n.dbi-art-30338f .dyn-card p {margin:0;font-size:.94rem;color:var(--dyn-gris);}\n.dbi-art-30338f .dyn-card__icon {font-size:1.5rem;display:block;margin-bottom:.35em;line-height:1;}\n.dbi-art-30338f .dyn-module {\n  background:#fff;border-radius:var(--dyn-radius);box-shadow:var(--dyn-ombre);\n  padding:20px 22px;margin:0 0 14px;\n}\n.dbi-art-30338f .dyn-module__head {display:flex;align-items:center;gap:12px;margin-bottom:.7em;}\n.dbi-art-30338f .dyn-module__num {\n  flex:0 0 auto;width:38px;height:38px;border-radius:12px;background:var(--dyn-bleu);color:#fff;\n  display:flex;align-items:center;justify-content:center;font-weight:800;font-size:1rem;\n}\n.dbi-art-30338f .dyn-module__title {margin:0;font-size:1.05rem;font-weight:800;}\n.dbi-art-30338f .dyn-module ul {margin:0;padding-left:1.15em;font-size:.95rem;}\n.dbi-art-30338f .dyn-module li::marker {color:var(--dyn-rose);}\n.dbi-art-30338f .dyn-tablewrap {overflow-x:auto;-webkit-overflow-scrolling:touch;margin:1.3em 0 1.9em;border-radius:var(--dyn-radius);box-shadow:var(--dyn-ombre);background:#fff;}\n.dbi-art-30338f .dyn-article table {width:100%;border-collapse:collapse;min-width:460px;font-size:.94rem;}\n.dbi-art-30338f .dyn-article thead th {\n  background:var(--dyn-bleu);color:#fff;text-align:left;padding:13px 16px;font-weight:700;font-size:.9rem;\n}\n.dbi-art-30338f .dyn-article tbody td {padding:12px 16px;vertical-align:top;border-top:1px solid #ececf7;}\n.dbi-art-30338f .dyn-article tbody tr:nth-child(even) td {background:#fbfbff;}\n.dbi-art-30338f .dyn-article th:first-child {border-top-left-radius:var(--dyn-radius);}\n.dbi-art-30338f .dyn-article th:last-child {border-top-right-radius:var(--dyn-radius);}\n.dbi-art-30338f .dyn-oui {color:#1a8f6b;font-weight:700;}\n.dbi-art-30338f .dyn-non {color:var(--dyn-rose);font-weight:700;}\n.dbi-art-30338f .dyn-note, .dbi-art-30338f .dyn-alerte {border-radius:var(--dyn-radius);padding:18px 22px;margin:1.5em 0;}\n.dbi-art-30338f .dyn-note {background:var(--dyn-jaune);}\n.dbi-art-30338f .dyn-alerte {background:#fdeef3;}\n.dbi-art-30338f .dyn-note p:last-child, .dbi-art-30338f .dyn-alerte p:last-child {margin-bottom:0;}\n.dbi-art-30338f .dyn-note strong, .dbi-art-30338f .dyn-alerte strong {display:block;margin-bottom:.3em;font-size:1rem;}\n.dbi-art-30338f .dyn-cta {\n  background:var(--dyn-bleu);border-radius:var(--dyn-radius);padding:26px 24px;margin:2.2em 0;\n  color:#fff;text-align:center;box-shadow:var(--dyn-ombre-forte);\n}\n.dbi-art-30338f .dyn-cta h3 {color:#fff;margin:0 0 .4em;font-size:clamp(1.1rem,2vw,1.35rem);}\n.dbi-art-30338f .dyn-cta p {color:rgba(255,255,255,.92);margin:0 0 1.1em;font-size:.97rem;}\n.dbi-art-30338f .dyn-cta .dyn-btn {background:#fff;color:var(--dyn-bleu) !important;box-shadow:none;}\n.dbi-art-30338f .dyn-cta .dyn-btn:hover {background:var(--dyn-jaune);color:var(--dyn-encre) !important;}\n.dbi-art-30338f .dyn-steps {list-style:none;counter-reset:dyn;padding:0;margin:1.4em 0 1.8em;display:grid;gap:12px;}\n.dbi-art-30338f .dyn-steps li {\n  counter-increment:dyn;background:#fff;border-radius:var(--dyn-radius);box-shadow:var(--dyn-ombre);\n  padding:16px 20px 16px 62px;position:relative;font-size:.96rem;\n}\n.dbi-art-30338f .dyn-steps li::before {\n  content:counter(dyn);position:absolute;left:18px;top:15px;width:30px;height:30px;border-radius:10px;\n  background:var(--dyn-jaune);color:var(--dyn-encre);display:flex;align-items:center;justify-content:center;\n  font-weight:800;font-size:.9rem;\n}\n.dbi-art-30338f .dyn-faq {background:var(--dyn-fond);border-radius:var(--dyn-radius);padding:6px 24px 20px;margin:1.4em 0 0;}\n.dbi-art-30338f .dyn-faq h3 {font-size:1.05rem;margin-top:1.4em;}\n.dbi-art-30338f .dyn-faq p {font-size:.96rem;}\n.dbi-art-30338f .dyn-serie {display:grid;gap:12px;margin:1.4em 0 1.8em;}\n.dbi-art-30338f .dyn-serie a {\n  display:block;background:#fff;border-radius:var(--dyn-radius);box-shadow:var(--dyn-ombre);\n  padding:15px 20px;text-decoration:none;color:var(--dyn-encre);font-weight:600;font-size:.96rem;\n  transition:transform .15s ease;\n}\n.dbi-art-30338f .dyn-serie a:hover {transform:translateX(4px);color:var(--dyn-bleu);}\n.dbi-art-30338f .dyn-serie span {display:block;font-size:.82rem;font-weight:600;color:var(--dyn-rose);text-transform:uppercase;letter-spacing:.06em;margin-bottom:2px;}\n@media(prefers-reduced-motion:reduce) {\n.dbi-art-30338f .dyn-article * {transition:none !important;}\n}<\/p>\n<\/style>\n<p><script type=\"application\/ld+json\">\n{\n  \"@context\": \"https:\/\/schema.org\",\n  \"@graph\": [\n    {\n      \"@type\": \"Article\",\n      \"headline\": \"Risques psychosociaux (RPS) : 10 situations difficiles du quotidien et comment y r\u00e9pondre\",\n      \"inLanguage\": \"fr\",\n      \"author\": {\n        \"@type\": \"Organization\",\n        \"name\": \"DYNSEO\",\n        \"url\": \"https:\/\/www.dynseo.com\/\"\n      },\n      \"publisher\": {\n        \"@type\": \"Organization\",\n        \"name\": \"DYNSEO\",\n        \"url\": \"https:\/\/www.dynseo.com\/\"\n      },\n      \"image\": \"https:\/\/www.dynseo.com\/wp-content\/uploads\/dynseo-images\/output\/course-729162-fr-1782764831.jpg\"\n    },\n    {\n      \"@type\": \"FAQPage\",\n      \"mainEntity\": [\n        {\n          \"@type\": \"Question\",\n          \"name\": \"Jusqu'o\u00f9 va le r\u00f4le du manager de proximit\u00e9 face aux RPS ?\",\n          \"acceptedAnswer\": {\n            \"@type\": \"Answer\",\n            \"text\": \"Le manager de proximit\u00e9 est en premi\u00e8re ligne pour rep\u00e9rer les signaux, ouvrir un espace de parole et orienter vers les bons interlocuteurs. Il n'est ni m\u00e9decin, ni psychologue, ni enqu\u00eateur : son r\u00f4le n'est pas de diagnostiquer une souffrance ni de qualifier des faits de harc\u00e8lement. Confondre ces r\u00f4les est risqu\u00e9 pour la personne accompagn\u00e9e comme pour le manager. La bonne posture consiste \u00e0 observer des faits concrets, \u00e0 \u00e9couter sans interpr\u00e9ter, \u00e0 agir sur ce qui rel\u00e8ve de l'organisation du travail, et \u00e0 relayer sans d\u00e9lai vers la m\u00e9decine du travail, les RH ou une cellule d'\u00e9coute d\u00e8s que la situation d\u00e9passe son p\u00e9rim\u00e8tre.\"\n          }\n        },\n        {\n          \"@type\": \"Question\",\n          \"name\": \"Comment aborder quelqu'un sans \u00eatre intrusif ?\",\n          \"acceptedAnswer\": {\n            \"@type\": \"Answer\",\n            \"text\": \"En partant d'un fait observable et non d'une interpr\u00e9tation. Dire \u00ab j'ai remarqu\u00e9 que tu interviens moins depuis quelques semaines \u00bb ouvre la porte ; dire \u00ab tu as l'air d\u00e9prim\u00e9 \u00bb la referme, car cela pose un jugement que rien ne vous autorise \u00e0 poser. Choisissez un moment et un lieu \u00e0 l'abri des regards, posez une question ouverte, puis laissez le silence faire son travail. Pr\u00e9cisez d'embl\u00e9e votre intention : prendre des nouvelles, pas contr\u00f4ler. Et acceptez qu'une personne ne soit pas pr\u00eate \u00e0 parler : le simple fait d'avoir montr\u00e9 votre disponibilit\u00e9 compte, et la porte reste ouverte pour plus tard.\"\n          }\n        },\n        {\n          \"@type\": \"Question\",\n          \"name\": \"Que faire si la personne refuse d'en parler ?\",\n          \"acceptedAnswer\": {\n            \"@type\": \"Answer\",\n            \"text\": \"On respecte ce refus, sans le forcer. Vous pouvez dire : \u00ab Je comprends, il n'y a pas d'obligation. Sache simplement que ma porte reste ouverte, et que la m\u00e9decine du travail est l\u00e0, en toute confidentialit\u00e9. \u00bb Continuez \u00e0 observer, notez les faits, et restez attentif \u00e0 toute aggravation. Un refus n'annule pas votre vigilance : il change seulement le canal. Si les signaux se renforcent ou que la situation vous inqui\u00e8te s\u00e9rieusement, vous pouvez, sans trahir de confidence, alerter la m\u00e9decine du travail sur des \u00e9l\u00e9ments objectifs. Face \u00e0 un danger imm\u00e9diat, en revanche, l'accord de la personne n'est plus la priorit\u00e9 : on prot\u00e8ge et on alerte.\"\n          }\n        },\n        {\n          \"@type\": \"Question\",\n          \"name\": \"Peut-on garder une confidence totalement secr\u00e8te ?\",\n          \"acceptedAnswer\": {\n            \"@type\": \"Answer\",\n            \"text\": \"Non, il ne faut pas promettre un secret absolu, car certaines situations imposent de relayer l'information. Vous pouvez en revanche garantir la discr\u00e9tion et expliquer clairement le cadre : \u00ab Ce que tu me dis reste entre nous, sauf s'il y a un danger pour toi ou pour quelqu'un d'autre \u2014 dans ce cas, je devrai en parler pour te prot\u00e9ger. \u00bb Cette honn\u00eatet\u00e9 pr\u00e9serve la confiance sur la dur\u00e9e, alors qu'une promesse de secret intenable la d\u00e9truit d\u00e8s qu'elle est rompue. Pour les faits pouvant relever du harc\u00e8lement, le manager a par ailleurs une obligation de transmission : la confidentialit\u00e9 prot\u00e8ge la personne, elle n'autorise pas l'inaction.\"\n          }\n        },\n        {\n          \"@type\": \"Question\",\n          \"name\": \"Quels signes imposent de r\u00e9agir en urgence ?\",\n          \"acceptedAnswer\": {\n            \"@type\": \"Answer\",\n            \"text\": \"Tout propos \u00e9voquant des id\u00e9es suicidaires, un d\u00e9sespoir profond, ou l'expression d'un danger pour soi ou pour autrui impose une r\u00e9action imm\u00e9diate : on ne laisse pas la personne seule et on alerte sans d\u00e9lai les secours et les services d'urgence de votre pays. En France, le 3114 (num\u00e9ro national de pr\u00e9vention du suicide) est accessible gratuitement \u00e0 toute heure. Une d\u00e9compensation brutale, une d\u00e9sorientation soudaine ou un comportement tr\u00e8s inhabituel doivent aussi conduire \u00e0 solliciter un professionnel de sant\u00e9 rapidement. Dans tous ces cas, le rep\u00e9rage par le manager ne remplace jamais l'\u00e9valuation m\u00e9dicale : son r\u00f4le est de prot\u00e9ger dans l'instant et de faire le lien avec les bons intervenants.\"\n          }\n        }\n      ]\n    }\n  ]\n}\n<\/script><\/p>\n<div class=\"dbi-art-30338f\">\n<!--\n\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\nDYNSEO \u2014 SEO\/GEO ARTICLE TEMPLATE  \u00b7  v1.0\nDo not modify class names: the script generer-articles.py\nand all already published articles depend on it.\n\nThe script generer-articles.py injects, in order: the colored header,\nthe training or tool box, the written body, then the structured data.\n\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\n--><\/p>\n<div class=\"dyn-article\">\n<header class=\"dyn-pagehead dyn-pagehead--eau\">\n  <span class=\"dyn-pagehead__cat\">Professionals \u00b7 Work, HR &amp; neurodiversity<\/span><\/p>\n<h1>Psychosocial risks (PSR): 10 difficult everyday situations and how to respond<\/h1>\n<pee class=\"dyn-pagehead__lead\">The difficulties related to <strong>psychosocial risks (PSR)<\/strong> almost never take the form of a spectacular crisis. They slip into the daily life of the nearby manager: a colleague who is silent in a meeting, tears in a hallway, a \u201cthat\u2019s fine\u201d that sounds false, a delay too many, a confidence at the end of the day. The real question is not \u201cwhat are <strong>psychosocial risks (PSR)<\/strong>: what to do?\u201d in absolute terms, but \u201cwhat to do, here, now, in front of this person.\u201d<\/pee>\n<ul class=\"dyn-pagehead__meta\">\n<li>\u23f1\ufe0f 19 min read<\/li>\n<li>\ud83d\udc65 For professionals<\/li>\n<li>\ud83d\udd04 Updated in August 2026<\/li>\n<\/ul>\n<\/header>\n<aside class=\"dyn-hero\" aria-label=\"Training presented in this article\">\n<div class=\"dyn-hero__grid\">\n<div class=\"dyn-hero__media\"><a href=\"https:\/\/www.dynseo.com\/en\/courses\/psychosocial-risks-psr-the-role-of-the-frontline-manager-en\/\"><img decoding=\"async\" src=\"https:\/\/www.dynseo.com\/wp-content\/uploads\/dynseo-images\/output\/course-729162-fr-1782764831.jpg\" alt=\"DYNSEO Training 'Psychosocial risks (PSR) \u2014 the role of the nearby manager'\" width=\"1920\" height=\"1080\" loading=\"lazy\"><\/a><\/div>\n<div class=\"dyn-hero__body\">\n      <span class=\"dyn-hero__eyebrow\">The training related to this article<\/span>\n      <pee class=\"dyn-hero__title\"><a href=\"https:\/\/www.dynseo.com\/en\/courses\/psychosocial-risks-psr-the-role-of-the-frontline-manager-en\/\">Psychosocial risks (PSR) \u2014 the role of the nearby manager<\/a><\/pee>\n      <pee class=\"dyn-hero__pitch\">Everything this article explains, put into practice.<\/pee>\n<ul class=\"dyn-badges\">\n<li>\ud83c\udfa5 4 modules \u00b7 16 lessons<\/li>\n<li>\ud83d\udcbb 100 % online<\/li>\n<li>\u23f1\ufe0f At your own pace<\/li>\n<li>\ud83c\udfc5 Qualiopi organization<\/li>\n<li>\ud83c\udf0d 9 languages<\/li>\n<\/ul>\n<div class=\"dyn-hero__actions\">\n        <a class=\"dyn-btn\" href=\"https:\/\/www.dynseo.com\/en\/courses\/psychosocial-risks-psr-the-role-of-the-frontline-manager-en\/\">See the training<\/a><br \/>\n        <span class=\"dyn-hero__price\">150.0 \u20ac<\/span>\n      <\/div>\n<\/p><\/div>\n<\/p><\/div>\n<\/aside>\n<pee>Here are ten of these ordinary scenes, described as they occur. For each: what is really happening behind the behavior, the spontaneous reaction that worsens the situation, and the course of action to take \u2014 with the exact words to say, the posture to adopt, and what to put in place to prevent it from happening again. The goal is not to make you a therapist, but to make you useful at the right moment, in your role and within its limits.<\/pee>\n<p><!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 SHORT RESPONSE (GEO) \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 --><\/p>\n<section class=\"dyn-tldr\">\n<h2>The essentials in 30 seconds<\/h2>\n<pee>Most RPS situations that land with the nearby manager require neither diagnosis nor lengthy speeches: they require <strong>to observe a fact, to open a space for dialogue, and to direct to the right place<\/strong>.<\/pee>\n<ul>\n<li><strong>Describe an observable fact<\/strong>, never a label (\u201cdemotivated\u201d, \u201cfragile\u201d): this is what makes the exchange possible and legitimate.<\/li>\n<li><strong>The manager is not a caregiver<\/strong>: their role is to identify, listen without interpreting, and relay to the right interlocutors (occupational health, HR, listening line).<\/li>\n<li><strong>Acting early costs infinitely less<\/strong> than managing a degraded situation or a long absence.<\/li>\n<li><strong>What is not recorded disappears<\/strong>: a written and factual report protects the person, the team, and yourself.<\/li>\n<li><strong>In the face of a vital risk or acute distress<\/strong>, we do not seek to understand: we protect and alert the emergency services in your country.<\/li>\n<\/ul>\n<\/section>\n<nav class=\"dyn-toc\" aria-label=\"Table of contents\">\n  <pee>The 10 situations<\/pee>\n<ol>\n<li><a href=\"#dyn-s1\">He no longer says anything in meetings<\/a><\/li>\n<li><a href=\"#dyn-s2\">She cracks and bursts into tears<\/a><\/li>\n<li><a href=\"#dyn-s3\">\u201cIt&#8217;s fine, I can handle it\u201d \u2014 signs of exhaustion<\/a><\/li>\n<li><a href=\"#dyn-s4\">Two colleagues no longer speak to each other<\/a><\/li>\n<li><a href=\"#dyn-s5\">Recurring delays and absences<\/a><\/li>\n<li><a href=\"#dyn-s6\">He lost his temper in front of everyone<\/a><\/li>\n<li><a href=\"#dyn-s7\">\u201cCan I talk to you?\u201d \u2014 the confidence<\/a><\/li>\n<li><a href=\"#dyn-s8\">She never takes her vacation<\/a><\/li>\n<li><a href=\"#dyn-s9\">You are reported inappropriate remarks<\/a><\/li>\n<li><a href=\"#dyn-s10\">The return after a long absence<\/a><\/li>\n<li><a href=\"#dyn-recap\">Psychosocial risks (RPS): what to do, the summary<\/a><\/li>\n<li><a href=\"#dyn-faq\">Frequently asked questions<\/a><\/li>\n<\/ol>\n<\/nav>\n<p><!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 1 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 --><\/p>\n<h2 id=\"dyn-s1\">1. He no longer says anything in meetings<\/h2>\n<pee><em>Monday team meeting. A usually proactive collaborator has not said anything for a few weeks. He arrives, sits at the back, looks at his screen, and no longer speaks. When you ask him, he responds with \u201cI&#8217;m fine with that\u201d, and nothing more. No one has reported anything.<\/em><\/pee>\n<pee>What is happening: social withdrawal is one of the earliest and most underestimated warning signs of RPS. According to the National Institute for Research and Safety (INRS), withdrawal and decreased involvement are among the possible manifestations of suffering at work. It is not necessarily disengagement: it can indicate overload, a latent conflict, a feeling of no longer being heard, or a personal difficulty. Interpreted as demotivation, this silence leads to reproaches that accelerate the withdrawal. The classic trap is to wait: one thinks that the person will eventually come back on their own, or that insisting would be intrusive. However, the longer the withdrawal lasts, the more it solidifies, and the harder it becomes to talk about it without the conversation taking on the appearance of a summons.<\/pee>\n<ol class=\"dyn-steps\">\n<li><strong>Name the fact, not the intention.<\/strong> In a one-on-one, never in front of the team: \u201cI noticed that you are speaking less these past few weeks. I wanted to check in on you.\u201d<\/li>\n<li><strong>Open up, then let silence do its work.<\/strong> Ask an open question \u2014 \u201cHow are you doing at work these days?\u201d \u2014 and be silent. Count to five before rephrasing.<\/li>\n<li><strong>Don&#8217;t try to solve everything in the exchange.<\/strong> Your role is to open the door, not to diagnose. \u201cWhat would help you, concretely?\u201d is better than ten pieces of advice.<\/li>\n<li><strong>Propose a dated follow-up point.<\/strong> \u201cShall we check in again on Friday?\u201d shows that the attention was not just a one-off.<\/li>\n<\/ol>\n<pee><strong>To prevent this from happening again:<\/strong> establish regular, short, and predictable individual check-ins, even when everything is going well. A collaborator who is used to a space for exchange does not wait until they are unwell to speak, and the withdrawal becomes noticeable much earlier.<\/pee>\n<pee><strong>\u274c To avoid:<\/strong> \u201cYou don&#8217;t seem motivated right now\u201d \u2014 a judgment that puts the person on the defensive and closes the conversation before it starts.<\/pee>\n<p><!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 2 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 --><\/p>\n<h2 id=\"dyn-s2\">2. She cracks and bursts into tears<\/h2>\n<pee><em>End of the day, your office. You approach a delayed file in a normal tone, and your interlocutor starts to cry, without you having seen it coming. She immediately apologizes: \u201csorry, it&#8217;s silly, it will pass.\u201d You don&#8217;t know what to do with your hands.<\/em><\/pee>\n<pee>What is happening: tears are a release, rarely related to the file itself. They often signal an accumulated overflow \u2014 workload, tensions, personal difficulties spilling over into work. The reflex to minimize (\u201cit&#8217;s nothing\u201d) or to want to resolve the file at all costs adds pressure at the moment when it is least needed. Crying in front of your manager is often experienced as a shameful loss of control: how you welcome this moment will determine whether the person will dare to come back to talk to you later before reaching that point.<\/pee>\n<ol class=\"dyn-steps\">\n<li><strong>Immediately suspend the subject.<\/strong> \u201cLet&#8217;s put the file aside, it can wait. Right now, we&#8217;re talking about you.\u201d<\/li>\n<li><strong>Allow the emotion.<\/strong> \u201cTake the time you need, there is no problem.\u201d Offer a tissue, remain calm, do not dramatize.<\/li>\n<li><strong>Don&#8217;t ask why too quickly.<\/strong> Wait for calm to return, then: \u201cWould you like to tell me about it, or would you prefer to talk about it later?\u201d<\/li>\n<li><strong>Guide if necessary.<\/strong> Remind them of the existence of occupational health, the listening unit, or the HR service: \u201cYou are not obliged to carry this alone, there are people whose job it is.\u201d<\/li>\n<\/ol>\n<pee><strong>To prevent this from happening again:<\/strong> once calm has returned, seek what caused the overflow \u2014 often an accumulation, rarely the current file. Addressing the cause upstream (workload, deadlines, recognition) is better than waiting for the next overflow.<\/pee>\n<pee><strong>\u274c To avoid:<\/strong> \u201cCome on, it&#8217;s not that serious\u201d or \u201cyou need to put it into perspective\u201d \u2014 phrases that invalidate the feeling and teach the person not to show anything.<\/pee>\n<p><!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 3 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 --><\/p>\n<h2 id=\"dyn-s3\">3. \u201cIt&#8217;s fine, I can handle it\u201d \u2014 signs of exhaustion<\/h2>\n<pee><em>For weeks, he arrives early, leaves late, responds to emails in the evening and on weekends. He seems irritable, forgets things, says he is \u201coverwhelmed but it&#8217;s fine.\u201d You hesitate: he is your most reliable team member, and he never complains.<\/em><\/pee>\n<pee>What is happening: it is often among the most invested that professional exhaustion settles most silently. The World Health Organization (WHO) describes burnout as a syndrome related to unmanaged chronic work stress, combining exhaustion, mental distance from work, and decreased effectiveness. This is not a diagnosis you make \u2014 that is for the doctor \u2014 but a set of signs you can identify and report.<\/pee>\n<ol class=\"dyn-steps\">\n<li><strong>Start with concrete observations, not a feeling.<\/strong> \u201cI\u2019ve seen emails from you at 11 PM several nights, and you mentioned two forgetfulness incidents this week. That concerns me.\u201d<\/li>\n<li><strong>Question the actual workload, not the willingness.<\/strong> \u201cLet&#8217;s look together at your workload: what can be postponed, delegated, or abandoned?\u201d The problem is organizational before it is individual.<\/li>\n<li><strong>Act on what depends on you.<\/strong> Prioritizing, removing a task, framing connection hours: these are managerial levers, not favors.<\/li>\n<li><strong>Guide towards occupational health<\/strong> without waiting for a complaint: \u201cI suggest you make an appointment with occupational health, it&#8217;s confidential and it can help clarify things.\u201d<\/li>\n<\/ol>\n<pee><strong>To prevent this from happening again:<\/strong> monitor discreet indicators \u2014 late emails, unused vacation, worked weekends \u2014 and set collective disconnection rules. What truly protects is not the individual vigilance of the manager, but a work organization that does not rely on constant overextension.<\/pee>\n<pee><strong>\u274c To avoid:<\/strong> praising the overload (\u201cthankfully I can count on you\u201d) \u2014 a reinforcement that pushes the person one step further towards exhaustion.<\/pee>\n<p><!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 4 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 --><\/p>\n<h2 id=\"dyn-s4\">4. Two colleagues no longer speak to each other<\/h2>\n<pee><em>Two team members are avoiding each other. Exchanges are happening via email, in visible copy, in a terse tone. Others are starting to choose sides. The atmosphere in the open space has cooled, and two meetings have been unnecessarily tense.<\/em><\/pee>\n<pee>What is happening: an untreated interpersonal conflict is a recognized psychosocial risk factor. The Gollac report (2011), a reference in France on RPS factors, identifies degraded social relations at work among the major families of risk factors. Left without intervention, a conflict between two people contaminates the entire team and transforms into collective suffering.<\/pee>\n<ol class=\"dyn-steps\">\n<li><strong>Meet each separately first.<\/strong> Objective: understand the facts, not to arbitrate. \u201cI\u2019ve sensed some tensions. I\u2019d like to hear how you are experiencing the situation.\u201d<\/li>\n<li><strong>Stay on the facts and the effects on work.<\/strong> This is not a tribunal of personalities: \u201cWhat, concretely, is blocking work between you?\u201d<\/li>\n<li><strong>Set a common framework, not a forced reconciliation.<\/strong> We do not ask to like each other, but to cooperate. Formalize clear operating rules.<\/li>\n<li><strong>Request a third party if the conflict exceeds your scope<\/strong>: HR, mediation. If you suspect harassment, the situation changes in nature (see situation 9).<\/li>\n<\/ol>\n<pee><strong>To prevent this from happening again:<\/strong> clarify in advance the roles, responsibilities, and operating rules of the team. Many conflicts arise from ambiguity \u2014 about who decides, who does what, who is accountable for what \u2014 much more than from incompatibility of characters.<\/pee>\n<pee><strong>\u274c To avoid:<\/strong> letting things happen hoping that \u201cit will settle down,\u201d or publicly siding with one \u2014 two mistakes that permanently establish camps.<\/pee>\n<p><!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 5 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 --><\/p>\n<h2 id=\"dyn-s5\">5. Recurring delays and absences<\/h2>\n<pee><em>A punctual collaborator for years is accumulating delays and short absences for two months. He provides justifications, apologizes, but the reason remains unclear. Some team members are starting to find it unfair.<\/em><\/pee>\n<pee>What is happening: a change in behavior in a reliable person is a signal, not an offense to be sanctioned outright. Delays and micro-absences can indicate a professional difficulty (loss of meaning, apprehension of a task, conflict) or personal (health, caregiving, family situation). The immediate disciplinary reflex closes the door to the only useful thing: understanding.<\/pee>\n<ol class=\"dyn-steps\">\n<li><strong>Observe without accusing.<\/strong> \u201cOver the last two months, I\u2019ve noted several delays, which is unlike you. Is something going on?\u201d<\/li>\n<li><strong>Distinguish the framework and the person.<\/strong> You can remind the rules while remaining attentive: the two do not oppose each other.<\/li>\n<li><strong>Look for a concrete and temporary solution<\/strong> if a need arises: schedule adjustments, revised priorities, referral to an appropriate interlocutor.<\/li>\n<li><strong>Document the exchange and the agreed follow-up.<\/strong> A factual report protects everyone and prevents the situation from drifting in one direction or another.<\/li>\n<\/ol>\n<pee><strong>To prevent this from happening again:<\/strong> address the issue as soon as the first deviations occur, without waiting for them to become a source of tension in the team. A kind and early exchange almost always defuses what a late and harsh reminder only exacerbates.<\/pee>\n<pee><strong>\u274c To avoid:<\/strong> the allusive collective reprimand in a meeting \u2014 humiliating, ineffective, and unfair to those who are not concerned.<\/pee>\n<p><!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 CTA MILIEU \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 --><\/p>\n<div class=\"dyn-cta\">\n<h3>Identify, listen, guide: this can be learned<\/h3>\n<pee>The training &#8220;Psychosocial Risks (PSR) \u2014 the role of the frontline manager&#8221; covers these mechanisms and provides action guidelines for each type of situation, without turning the manager into a caregiver. 16 lessons, 100% online, at your own pace, unlimited access. Certified organization Qualiopi (No. 11757351875), certificate of completion.<\/pee>\n  <a class=\"dyn-btn\" href=\"https:\/\/www.dynseo.com\/en\/courses\/psychosocial-risks-psr-the-role-of-the-frontline-manager-en\/\">Discover the training \u2014 150 \u20ac<\/a>\n<\/div>\n<p><!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 6 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 --><\/p>\n<h2 id=\"dyn-s6\">6. He lost his temper in front of everyone<\/h2>\n<pee><em>In a meeting, a colleague raises his voice, interrupts, slams a file on the table, and leaves. Silence falls. A few minutes later, he returns to sit down as if nothing happened. The team is waiting for your reaction.<\/em><\/pee>\n<pee>What is at stake: a sudden outburst from someone who does not usually behave this way is almost always an overflow, not malice. Irritability and loss of emotional control are among the possible manifestations of overwhelming stress described by the INRS. The behavior must be framed \u2014 it is not acceptable \u2014 but the person must be understood.<\/pee>\n<ol class=\"dyn-steps\">\n<li><strong>Do not address anything in the heat of the moment, nor in front of the team.<\/strong> Bring back calm: \u201cLet\u2019s take a ten-minute break and resume.\u201d<\/li>\n<li><strong>Meet the person one-on-one, a little later.<\/strong> \u201cWhat happened earlier is not like you. I wanted to understand.\u201d<\/li>\n<li><strong>Address the two aspects separately.<\/strong> The framework: \u201cThat tone, in front of the team, is not possible.\u201d The listening: \u201cAnd at the same time, I see that something is wrong.\u201d<\/li>\n<li><strong>Address the cause, not just the incident.<\/strong> An isolated overflow can be corrected; a repeated overflow must lead to exploring the workload, tensions, and, if necessary, directing to occupational health.<\/li>\n<\/ol>\n<pee><strong>To prevent this from happening again:<\/strong> an outburst in public is often the symptom of pressure that has been building for a long time. After addressing the incident, revisit the workload and daily irritants: this is where prevention takes place, not in reminding about the rules.<\/pee>\n<pee><strong>\u274c To avoid:<\/strong> responding with pure authority in front of witnesses (\u201ccalm down immediately\u201d) \u2014 this humiliates, escalates, and teaches nothing about the cause.<\/pee>\n<p><!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 7 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 --><\/p>\n<h2 id=\"dyn-s7\">7. \u201cCan I talk to you?\u201d \u2014 the confidence<\/h2>\n<pee><em>End of the day. A colleague closes the door, hesitates, then confides a heavy personal difficulty \u2014 separation, grief, health issue, a loved one in great difficulty. He ends with: \u201cI don\u2019t know why I\u2019m telling you this.\u201d<\/em><\/pee>\n<pee>What is at stake: when a person confides in their manager, it is not to obtain a solution, but to be heard and feel less alone. The danger is twofold: to evade (\u201cthat\u2019s not my role\u201d) or, conversely, to take on a therapist role that is not yours and for which you are not trained. The right positioning is to receive the words warmly while staying in your place: you do not have to solve the person&#8217;s private life, nor act as if it does not exist. What you can offer is real listening, work-related adjustments, and a bridge to those whose job it is.<\/pee>\n<ol class=\"dyn-steps\">\n<li><strong>Welcome the confidence.<\/strong> \u201cThank you for sharing this with me, I realize it\u2019s not easy to say.\u201d That\u2019s already a lot.<\/li>\n<li><strong>Listen without advising or judging.<\/strong> Reformulate to show you are following: \u201cIf I understand correctly, it\u2019s very heavy to carry right now.\u201d<\/li>\n<li><strong>Stay in your role: work.<\/strong> \u201cOn my side, I can see with you what we can adjust at work. For the rest, there are people whose job it is.\u201d<\/li>\n<li><strong>Direct concretely.<\/strong> Occupational health, psychological listening unit, workplace social worker. In case of acute distress or worrying statements, direct without delay (see the alert below).<\/li>\n<\/ol>\n<pee><strong>To prevent this from happening again:<\/strong> make known, in advance and to the whole team, the available support systems \u2014 occupational health, listening unit, social service. When these resources are visible and normalized, everyone knows where to turn without having to approach the manager as a last resort.<\/pee>\n<pee><strong>\u274c To avoid:<\/strong> promising absolute secrecy, or sharing your own story to \u201csympathize\u201d \u2014 this shifts the focus onto you and can put you in difficulty.<\/pee>\n<p><!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 8 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 --><\/p>\n<h2 id=\"dyn-s8\">8. She never takes her leave<\/h2>\n<pee><em>At the end of the year, you notice that a colleague has accumulated a balance of leave that she has not taken. She responds: \u201cI prefer to be here, otherwise it accumulates and it\u2019s worse when I return.\u201d She is always reachable, even in the evening.<\/em><\/pee>\n<pee>What is at stake: over-investment and presenteeism are warning signals, just like absenteeism. Never taking a break can indicate a fear \u2014 of not being up to par, of being replaceable, or of facing an unmanageable workload. Being pleased with this constant availability feeds the mechanism that leads to burnout.<\/pee>\n<ol class=\"dyn-steps\">\n<li><strong>Value rest, not presence.<\/strong> \u201cTaking a break is also a way to do your job well over the long term. I care about that for you.\u201d<\/li>\n<li><strong>Explore what the lack of rest protects.<\/strong> \u201cWhat worries you about the idea of being absent?\u201d The answer often reveals an overload or lack of support.<\/li>\n<li><strong>Organize continuity.<\/strong> A partner, clear handover, a real right to disconnect: remove the reason not to leave.<\/li>\n<li><strong>Lead by example.<\/strong> A manager who sends emails on Sunday implicitly allows the whole team to never disconnect.<\/li>\n<\/ol>\n<pee><strong>To prevent this from happening again:<\/strong> anticipate leave balances throughout the year rather than in December, and ensure that each position has a real backup. A team where one can be absent without feeling guilty is a team where presenteeism has no reason to exist.<\/pee>\n<pee><strong>\u274c To avoid:<\/strong> \u201cThank goodness you are always here\u201d \u2014 the phrase that turns a warning into a model to follow for everyone.<\/pee>\n<p><!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 9 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 --><\/p>\n<h2 id=\"dyn-s9\">9. You are reported inappropriate remarks<\/h2>\n<pee><em>A team member comes to see you, embarrassed: a colleague is making repeated, hurtful remarks towards another person \u2014 comments, mockery, exclusion. \u201cI don\u2019t know if I should tell you this, but it makes me uncomfortable.\u201d<\/em><\/pee>\n<pee>What is at stake: you are entering an area where the employer has a legal obligation to prevent and protect. In France, the Labor Code requires the employer to take necessary measures to prevent acts of moral and sexual harassment. Qualifying facts as \u201charassment\u201d is not your role; collecting, protecting, and transmitting is.<\/pee>\n<ol class=\"dyn-steps\">\n<li><strong>Take it seriously, without qualifying.<\/strong> \u201cThank you for telling me. It\u2019s important, and I won\u2019t overlook it.\u201d Do not use the word \u201charassment\u201d yourself at this stage.<\/li>\n<li><strong>Gather dated and precise facts<\/strong>, in writing: who, when, what, in front of whom. Avoid interpretations and judgments.<\/li>\n<li><strong>Alert the right contacts without delay.<\/strong> HR, harassment referent, management: handling such a situation is not solely the responsibility of the frontline manager.<\/li>\n<li><strong>Ensure the immediate protection<\/strong> of the targeted person and the one who reported, and maintain confidentiality for all.<\/li>\n<\/ol>\n<pee><strong>To prevent this from happening again:<\/strong> regularly remind the framework \u2014 respect, dignity, zero tolerance for repeated actions \u2014 and the existence of a referent and a reporting procedure. Preventing harassment primarily relies on a clear framework, known to all and reiterated before incidents occur.<\/pee>\n<pee><strong>\u274c To avoid:<\/strong> conducting a \u201cinvestigation\u201d alone, confronting the individuals yourself, or minimizing (\u201cit\u2019s humor, don\u2019t exaggerate\u201d) \u2014 three mistakes that worsen the situation and engage the organization\u2019s responsibility.<\/pee>\n<p><!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 10 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 --><\/p>\n<h2 id=\"dyn-s10\">10. The return after a long absence<\/h2>\n<pee><em>A colleague returns on Monday after several months of absence. You are not quite sure how to welcome him: act as if nothing happened? Talk about it? You fear saying the wrong thing, so you plan to say nothing special.<\/em><\/pee>\n<pee>What is at stake: the return after a long absence is a pivotal moment where the risk of relapse or new absence is real if the return is poorly prepared. Ignoring it out of clumsiness leaves the person alone; overdoing it stigmatizes them. The right posture is intermediate, prepared, and coordinated with occupational health.<\/pee>\n<ol class=\"dyn-steps\">\n<li><strong>Anticipate before D-day.<\/strong> A pre-return visit with occupational health allows for considering, in confidentiality, any possible adjustments. It\u2019s a right of the employee.<\/li>\n<li><strong>Welcome simply and sincerely.<\/strong> \u201cHappy to see you again. We will go at your pace, tell me what you need.\u201d<\/li>\n<li><strong>Resume gradually.<\/strong> Lighter priorities in the first days, regular check-ins, no massive catch-up of accumulated delays. Follow any medical recommendations.<\/li>\n<li><strong>Settle the collective narrative in advance.<\/strong> Agree with the person on what is said \u2014 or not \u2014 to the team. Respect for privacy comes first.<\/li>\n<\/ol>\n<pee><strong>To prevent this from happening again:<\/strong> do not view the return as a final point but as a process. Regular follow-up in the first weeks, coordinated with occupational health, allows for timely adjustments to workload and prevents relapse \u2014 much more effective than a grand return followed by silence.<\/pee>\n<pee><strong>\u274c To avoid:<\/strong> \u201cSo, feeling better? There\u2019s a backlog to catch up on!\u201d \u2014 a hallway phrase that, in ten words, nullifies weeks of convalescence.<\/pee>\n<p><!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 R\u00c9CAPITULATIF \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 --><\/p>\n<h2 id=\"dyn-recap\">Psychosocial Risks (PSR): what to do, the summary<\/h2>\n<pee>These ten scenarios are nothing exceptional: they make up the daily life of any frontline manager. What changes is not their frequency, but the way to respond. A common thread connects all the good practices: starting from an observable fact rather than a label, opening a space for dialogue without trying to solve everything, acting on what pertains to the organization of work, and directing to competent professionals as soon as the situation exceeds one\u2019s role. The table below summarizes, for each scenario, what is most often at stake and the reflex to adopt.<\/pee>\n<div class=\"dyn-tablewrap\">\n<table>\n<thead>\n<tr>\n<th>Situation<\/th>\n<th>What often happens<\/th>\n<th>\u2705 The reflex to have<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Withdrawal in meeting<\/td>\n<td>Early signal: overload, conflict, loss of meaning<\/td>\n<td>Check in one-on-one, open question, dated follow-up<\/td>\n<\/tr>\n<tr>\n<td>Teary eyes at the office<\/td>\n<td>Accumulated overflow<\/td>\n<td>Pause the topic, allow emotion, guide<\/td>\n<\/tr>\n<tr>\n<td>\u201cIt\u2019s fine, I\u2019m managing\u201d<\/td>\n<td>Silent exhaustion among the invested<\/td>\n<td>Start with facts, lighten the load, guide to occupational health<\/td>\n<\/tr>\n<tr>\n<td>Two colleagues avoiding each other<\/td>\n<td>Degraded social relations (conflict)<\/td>\n<td>Meet each one, stick to the facts, common framework, third party if needed<\/td>\n<\/tr>\n<tr>\n<td>Delays and absences<\/td>\n<td>Change = signal, not blame at first<\/td>\n<td>Observe without accusing, seek the cause, track follow-up<\/td>\n<\/tr>\n<tr>\n<td>Outburst in public<\/td>\n<td>Overflow, not malice<\/td>\n<td>Calm down immediately, meet later, frame and listen<\/td>\n<\/tr>\n<tr>\n<td>Personal confidence<\/td>\n<td>Need to be heard, not for a solution<\/td>\n<td>Welcome, listen without advising, stay in your role, guide<\/td>\n<\/tr>\n<tr>\n<td>Never taking leave<\/td>\n<td>Presenteeism, underlying fear<\/td>\n<td>Value rest, organize continuity, lead by example<\/td>\n<\/tr>\n<tr>\n<td>Reported inappropriate comments<\/td>\n<td>Possible harassment \u2014 legal obligation<\/td>\n<td>Take seriously, gather facts, alert HR without qualifying<\/td>\n<\/tr>\n<tr>\n<td>Return after long absence<\/td>\n<td>Turning point, risk of relapse<\/td>\n<td>Pre-return, simple welcome, gradual return, respect for privacy<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<div class=\"dyn-alerte\">\n  <strong>\u26a0\ufe0f The exception that overrides any analysis<\/strong>\n  <pee>In the face of acute distress, comments suggesting suicidal thoughts, or immediate danger to oneself or others, we do not seek to understand: we do not leave the person alone, and we alert emergency services in your country without delay. In France, 3114 (national suicide prevention number) is available free of charge, at any time. Detection and guidance by the manager never replace the assessment by a health professional.<\/pee>\n<\/div>\n<p><!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 SERIES \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 --><\/p>\n<h2>To go further<\/h2>\n<div class=\"dyn-serie\">\n  <a href=\"#\"><span>Understand<\/span>Psychosocial risks (PSR): the complete guide to understanding what is at stake<\/a><br \/>\n  <a href=\"#\"><span>Toolbox<\/span>PSR: activities, resources, and concrete arrangements to implement<\/a><br \/>\n  <a href=\"#\"><span>Professional posture<\/span>PSR: posture, teamwork, and skills development<\/a><br \/>\n  <a href=\"#\"><span>Training<\/span>Program, content, and who the training &#8220;PSR \u2014 the role of the frontline manager&#8221; is aimed at<\/a>\n<\/div>\n<pee>Beyond these situations, preventing PSR also requires maintaining a caring work environment. The <a href=\"https:\/\/www.dynseo.com\/en\/our-tools\/\">DYNSEO free tools catalog<\/a> and the <a href=\"https:\/\/www.dynseo.com\/en\/our-tests\/\">cognitive tests<\/a> can support team times around well-being; the application <a href=\"https:\/\/www.dynseo.com\/en\/brain-games-apps\/clint-brain-games-for-adults\/\">CLINT<\/a>, designed for adults and mental health, offers cognitive stimulation activities useful in remobilization pathways.<\/pee>\n<p><!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 FAQ \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 --><\/p>\n<h2 id=\"dyn-faq\">Frequently Asked Questions<\/h2>\n<div class=\"dyn-faq\">\n<h3>How far does the role of the proximity manager go in the face of RPS&nbsp;?<\/h3>\n<pee>The proximity manager is on the front line to spot signals, open a space for dialogue, and direct to the right interlocutors. They are neither a doctor, nor a psychologist, nor an investigator&nbsp;: their role is not to diagnose suffering or to qualify harassment facts. Confusing these roles is risky for the supported person as well as for the manager. The right posture consists of observing concrete facts, listening without interpreting, acting on what relates to the organization of work, and relaying without delay to occupational health, HR, or a listening unit as soon as the situation exceeds their scope.<\/pee>\n<h3>How to approach someone without being intrusive&nbsp;?<\/h3>\n<pee>Start from an observable fact and not from an interpretation. Saying \u201c&nbsp;I noticed that you have been intervening less for a few weeks&nbsp;\u201d opens the door&nbsp;; saying \u201c&nbsp;you seem depressed&nbsp;\u201d closes it, as it makes a judgment that nothing authorizes you to make. Choose a moment and a place out of sight, ask an open question, and then let silence do its work. Clearly state your intention from the outset&nbsp;: to check in, not to control. And accept that a person may not be ready to talk&nbsp;: the mere fact of having shown your availability matters, and the door remains open for later.<\/pee>\n<h3>What to do if the person refuses to talk about it&nbsp;?<\/h3>\n<pee>Respect this refusal, without forcing it. You can say&nbsp;: \u201c&nbsp;I understand, there is no obligation. Just know that my door remains open, and that occupational health is there, in complete confidentiality.&nbsp;\u201d Continue to observe, note the facts, and remain attentive to any aggravation. A refusal does not cancel your vigilance&nbsp;: it only changes the channel. If the signals strengthen or if the situation seriously worries you, you can, without betraying confidentiality, alert occupational health about objective elements. In the face of immediate danger, however, the person&#8217;s agreement is no longer the priority&nbsp;: you protect and alert.<\/pee>\n<h3>Can one keep a confidence completely secret&nbsp;?<\/h3>\n<pee>No, one should not promise absolute secrecy, as certain situations require relaying information. However, you can guarantee discretion and clearly explain the framework&nbsp;: \u201c&nbsp;What you tell me stays between us, unless there is a danger to you or someone else \u2014 in that case, I will have to talk about it to protect you.&nbsp;\u201d This honesty preserves trust over time, whereas a promise of secrecy that cannot be kept destroys it as soon as it is broken. For facts that may relate to harassment, the manager also has a transmission obligation&nbsp;: confidentiality protects the person, it does not allow inaction.<\/pee>\n<h3>What signs require urgent action&nbsp;?<\/h3>\n<pee>Any statement mentioning suicidal thoughts, deep despair, or the expression of danger to oneself or others requires an immediate reaction&nbsp;: do not leave the person alone and alert the emergency services in your country without delay. In France, 3114 (the national suicide prevention number) is available free of charge at any time. A sudden decompensation, sudden disorientation, or very unusual behavior should also lead to quickly consulting a health professional. In all these cases, the manager&#8217;s spotting never replaces medical evaluation&nbsp;: their role is to protect in the moment and to connect with the right interveners.<\/pee>\n<\/div>\n<div class=\"dyn-note\">\n  <strong>\u2139\ufe0f Information and not medical advice<\/strong>\n  <pee>This article provides general professional guidelines for frontline managers. It does not replace your organization&#8217;s internal procedures, nor the advice of occupational medicine, nor that of a healthcare professional. The manager identifies, listens, and guides: they do not make a diagnosis and do not substitute for existing prevention measures. In case of doubt about a specific situation, refer to your management and the competent contacts.<\/pee>\n<\/div>\n<p><!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 FINAL CTA \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 --><\/p>\n<div class=\"dyn-cta\">\n<h3>In the face of psychosocial risks (PSR), knowing what to do changes everything<\/h3>\n<pee>Moving from a reflex that worsens to an action that calms is exactly what the training &#8220;Psychosocial Risks (PSR) \u2014 the role of the frontline manager&#8221; offers: 16 concrete lessons, 100% online, at your own pace, with unlimited access. Certified organization Qualiopi (N\u00b0 11757351875), with a certificate of completion at the end.<\/pee>\n  <a class=\"dyn-btn\" href=\"https:\/\/www.dynseo.com\/en\/courses\/psychosocial-risks-psr-the-role-of-the-frontline-manager-en\/\">Discover the training \u2014 150&nbsp;\u20ac<\/a>\n<\/div>\n<p>[\/et_pb_code][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":4,"featured_media":150367,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"[et_pb_section fb_built=\"1\" admin_label=\"Article HTML\" _builder_version=\"4.16\" custom_padding=\"0px||0px||false|false\" global_colors_info=\"{}\"][et_pb_row admin_label=\"Contenu\" _builder_version=\"4.16\" width=\"100%\" max_width=\"100%\" custom_padding=\"0px||0px||false|false\" global_colors_info=\"{}\"][et_pb_column type=\"4_4\" _builder_version=\"4.16\" global_colors_info=\"{}\"][et_pb_code admin_label=\"HTML import\u00e9\" _builder_version=\"4.16\" global_colors_info=\"{}\"]<style type=\"text\/css\">\n.dbi-art-30338f .dyn-article {\n  --dyn-bleu:#5e5ed7;\n  --dyn-bleu-fonce:#5268c9;\n  --dyn-vert:#a9e2e4;\n  --dyn-jaune:#ffeca7;\n  --dyn-rose:#e73469;\n  --dyn-encre:#1d1d2e;\n  --dyn-gris:#5c5c72;\n  --dyn-fond:#f6f6fd;\n  --dyn-ombre:0 6px 24px rgba(29,29,46,.08);\n  --dyn-ombre-forte:0 12px 34px rgba(94,94,215,.22);\n  --dyn-radius:18px;\n  font-family:\"Inter\",\"Segoe UI\",system-ui,-apple-system,\"Helvetica Neue\",Arial,sans-serif;\n  color:var(--dyn-encre);\n  line-height:1.68;\n  font-size:clamp(16px,1.05vw + 13px,18px);\n  max-width:860px;\n  margin:0 auto;\n  padding:0 4px;\n  -webkit-font-smoothing:antialiased;\n}\n.dbi-art-30338f .dyn-article * {box-sizing:border-box;}\n.dbi-art-30338f .dyn-article h1, .dbi-art-30338f .dyn-article h2, .dbi-art-30338f .dyn-article h3, .dbi-art-30338f .dyn-article h4 {\n  color:var(--dyn-encre);line-height:1.22;margin:0 0 .5em;font-weight:800;letter-spacing:-.015em;\n}\n.dbi-art-30338f .dyn-article h1 {font-size:clamp(1.65rem,3.4vw,2.35rem);margin-top:.4em;}\n.dbi-art-30338f .dyn-article h2 {font-size:clamp(1.35rem,2.4vw,1.75rem);margin-top:2.1em;padding-top:.2em;}\n.dbi-art-30338f .dyn-article h3 {font-size:clamp(1.1rem,1.7vw,1.28rem);margin-top:1.5em;font-weight:700;}\n.dbi-art-30338f .dyn-article p {margin:0 0 1.05em;}\n.dbi-art-30338f .dyn-article a {color:var(--dyn-bleu-fonce);text-decoration:underline;text-underline-offset:3px;}\n.dbi-art-30338f .dyn-article a:hover {color:var(--dyn-rose);}\n.dbi-art-30338f .dyn-article a:focus-visible {outline:3px solid var(--dyn-bleu);outline-offset:2px;border-radius:4px;}\n.dbi-art-30338f .dyn-article ul, .dbi-art-30338f .dyn-article ol {margin:0 0 1.05em;padding-left:1.25em;}\n.dbi-art-30338f .dyn-article li {margin-bottom:.45em;}\n.dbi-art-30338f .dyn-article strong {font-weight:700;}\n.dbi-art-30338f .dyn-article img {max-width:100%;height:auto;display:block;}\n.dbi-art-30338f .dyn-pagehead {\n  position:relative;overflow:hidden;border-radius:var(--dyn-radius);\n  padding:30px 24px 28px;margin:0 0 1.5em;box-shadow:var(--dyn-ombre);\n}\n@media(min-width:720px) {\n.dbi-art-30338f .dyn-pagehead {padding:44px 44px 40px;}\n}\n.dbi-art-30338f .dyn-pagehead::after {\n  content:\"\";position:absolute;right:-80px;top:-80px;width:250px;height:250px;border-radius:50%;\n  background:rgba(255,255,255,.14);pointer-events:none;\n}\n.dbi-art-30338f .dyn-pagehead > * {position:relative;z-index:1;}\n.dbi-art-30338f .dyn-pagehead--bleu {background:linear-gradient(135deg,var(--dyn-bleu) 0%,var(--dyn-bleu-fonce) 100%);color:#fff;}\n.dbi-art-30338f .dyn-pagehead--bleu h1 {color:#fff;}\n.dbi-art-30338f .dyn-pagehead--bleu .dyn-pagehead__cat {color:var(--dyn-jaune);}\n.dbi-art-30338f .dyn-pagehead--bleu .dyn-pagehead__lead {color:rgba(255,255,255,.93);}\n.dbi-art-30338f .dyn-pagehead--bleu .dyn-pagehead__meta {color:#fff;}\n.dbi-art-30338f .dyn-pagehead--bleu .dyn-pagehead__meta li {background:rgba(255,255,255,.18);}\n.dbi-art-30338f .dyn-pagehead--eau {background:linear-gradient(135deg,var(--dyn-vert) 0%,#cfeff1 100%);color:var(--dyn-encre);}\n.dbi-art-30338f .dyn-pagehead--eau .dyn-pagehead__cat {color:var(--dyn-rose);}\n.dbi-art-30338f .dyn-pagehead--eau .dyn-pagehead__lead {color:#3b4a5c;}\n.dbi-art-30338f .dyn-pagehead--eau .dyn-pagehead__meta li {background:rgba(255,255,255,.62);}\n.dbi-art-30338f .dyn-pagehead--jaune {background:linear-gradient(135deg,var(--dyn-jaune) 0%,#fff7d6 100%);color:var(--dyn-encre);}\n.dbi-art-30338f .dyn-pagehead--jaune .dyn-pagehead__cat {color:var(--dyn-rose);}\n.dbi-art-30338f .dyn-pagehead--jaune .dyn-pagehead__lead {color:#5a5240;}\n.dbi-art-30338f .dyn-pagehead--jaune .dyn-pagehead__meta li {background:rgba(255,255,255,.68);}\n.dbi-art-30338f .dyn-pagehead__cat {\n  display:inline-block;font-size:.76rem;font-weight:800;letter-spacing:.12em;\n  text-transform:uppercase;margin-bottom:.9em;\n}\n.dbi-art-30338f .dyn-pagehead h1 {margin:0 0 .5em;}\n.dbi-art-30338f .dyn-pagehead__lead {font-size:clamp(1.02rem,1.4vw,1.16rem);margin:0 0 1.3em;}\n.dbi-art-30338f .dyn-pagehead__meta {\n  display:flex;flex-wrap:wrap;gap:8px;list-style:none;padding:0;margin:0;\n  font-size:.83rem;font-weight:600;\n}\n.dbi-art-30338f .dyn-pagehead__meta li {border-radius:999px;padding:5px 13px;}\n.dbi-art-30338f .dyn-hero {\n  background:linear-gradient(135deg,#ffffff 0%,var(--dyn-fond) 100%);\n  border-radius:var(--dyn-radius);\n  box-shadow:var(--dyn-ombre);\n  overflow:hidden;\n  margin:0 0 2.2em;\n}\n.dbi-art-30338f .dyn-hero__grid {display:grid;grid-template-columns:minmax(0,1fr);}\n@media(min-width:720px) {\n.dbi-art-30338f .dyn-hero__grid {grid-template-columns:42% minmax(0,1fr);}\n}\n.dbi-art-30338f .dyn-hero__media {position:relative;background:var(--dyn-vert);}\n.dbi-art-30338f .dyn-hero__media img {width:100%;height:100%;object-fit:cover;aspect-ratio:16\/9;}\n@media(min-width:720px) {\n.dbi-art-30338f .dyn-hero__media img {aspect-ratio:auto;min-height:100%;}\n}\n.dbi-art-30338f .dyn-hero__eyebrow {\n  display:inline-block;background:var(--dyn-rose);color:#fff;font-size:.72rem;font-weight:800;\n  letter-spacing:.09em;text-transform:uppercase;padding:6px 13px;border-radius:999px;margin-bottom:.7em;\n}\n.dbi-art-30338f .dyn-hero__body {padding:22px 22px 24px;}\n@media(min-width:720px) {\n.dbi-art-30338f .dyn-hero__body {padding:28px 30px;}\n}\n.dbi-art-30338f .dyn-hero__title {font-size:clamp(1.12rem,2vw,1.42rem);font-weight:800;margin:0 0 .55em;line-height:1.25;}\n.dbi-art-30338f .dyn-hero__title a {color:var(--dyn-encre);text-decoration:none;}\n.dbi-art-30338f .dyn-hero__title a:hover {color:var(--dyn-bleu);}\n.dbi-art-30338f .dyn-hero__pitch {font-size:.97rem;color:var(--dyn-gris);margin:0 0 1em;}\n.dbi-art-30338f .dyn-badges {display:flex;flex-wrap:wrap;gap:7px;margin:0 0 1.1em;padding:0;list-style:none;}\n.dbi-art-30338f .dyn-badges li {\n  background:#fff;border-radius:999px;padding:5px 12px;font-size:.79rem;font-weight:600;\n  color:var(--dyn-bleu-fonce);box-shadow:0 2px 8px rgba(29,29,46,.07);\n}\n.dbi-art-30338f .dyn-hero__actions {display:flex;flex-wrap:wrap;gap:10px;align-items:center;}\n.dbi-art-30338f .dyn-btn {\n  display:inline-block;background:var(--dyn-bleu);color:#fff !important;text-decoration:none !important;\n  font-weight:700;padding:13px 26px;border-radius:999px;box-shadow:var(--dyn-ombre-forte);\n  transition:transform .15s ease,background .15s ease;text-align:center;\n}\n.dbi-art-30338f .dyn-btn:hover {background:var(--dyn-bleu-fonce);transform:translateY(-2px);color:#fff !important;}\n.dbi-art-30338f .dyn-btn--ghost {\n  background:#fff;color:var(--dyn-bleu-fonce) !important;box-shadow:0 2px 10px rgba(29,29,46,.09);\n}\n.dbi-art-30338f .dyn-btn--ghost:hover {background:var(--dyn-jaune);color:var(--dyn-encre) !important;}\n.dbi-art-30338f .dyn-hero__price {font-weight:800;color:var(--dyn-rose);font-size:1.02rem;margin-left:2px;}\n.dbi-art-30338f .dyn-hero--pastel {background:var(--dom-fond);}\n.dbi-art-30338f .dyn-pastel {display:grid;grid-template-columns:auto minmax(0,1fr);gap:18px;align-items:start;padding:22px;}\n@media(min-width:720px) {\n.dbi-art-30338f .dyn-pastel {gap:24px;padding:30px 32px;}\n}\n.dbi-art-30338f .dyn-pastel__icone {\n  flex:0 0 auto;width:74px;height:74px;border-radius:22px;background:#fff;\n  display:flex;align-items:center;justify-content:center;font-size:34px;line-height:1;\n  box-shadow:0 4px 14px rgba(29,29,46,.10);\n}\n@media(min-width:720px) {\n.dbi-art-30338f .dyn-pastel__icone {width:88px;height:88px;font-size:40px;}\n}\n.dbi-art-30338f .dyn-pastel__domaine {\n  display:inline-block;background:#fff;border-radius:999px;padding:4px 12px;\n  font-size:.74rem;font-weight:800;letter-spacing:.08em;text-transform:uppercase;\n  color:var(--dom-texte);margin-bottom:.6em;\n}\n.dbi-art-30338f .dyn-hero--pastel .dyn-hero__eyebrow {background:var(--dom-texte);}\n.dbi-art-30338f .dyn-hero--pastel .dyn-btn {background:var(--dom-texte);}\n.dbi-art-30338f .dyn-hero--pastel .dyn-btn:hover {filter:brightness(.92);}\n.dbi-art-30338f .dyn-hero--pastel .dyn-btn--ghost {background:#fff;color:var(--dom-texte) !important;}\n.dbi-art-30338f .dyn-hero--pastel .dyn-badges li {color:var(--dom-texte);}\n.dbi-art-30338f .dyn-hero--pastel .dyn-hero__price {color:var(--dom-texte);}\n.dbi-art-30338f .dyn-dom--memoire {--dom-fond:#e9e9fb;--dom-texte:#5268c9;}\n.dbi-art-30338f .dyn-dom--attention {--dom-fond:#dcf2f4;--dom-texte:#1b7f86;}\n.dbi-art-30338f .dyn-dom--logique {--dom-fond:#ece9fb;--dom-texte:#5e5ed7;}\n.dbi-art-30338f .dyn-dom--langage {--dom-fond:#ffe8d9;--dom-texte:#b35a2a;}\n.dbi-art-30338f .dyn-dom--emotions {--dom-fond:#fdeaf1;--dom-texte:#c0295a;}\n.dbi-art-30338f .dyn-dom--apprentissage {--dom-fond:#fff3cd;--dom-texte:#8a6a13;}\n.dbi-art-30338f .dyn-dom--autonomie {--dom-fond:#e4f2ea;--dom-texte:#25795c;}\n.dbi-art-30338f .dyn-tldr {\n  background:var(--dyn-vert);border-radius:var(--dyn-radius);padding:22px 24px;margin:0 0 2em;\n}\n.dbi-art-30338f .dyn-tldr h2 {margin:0 0 .5em;font-size:1.1rem;text-transform:uppercase;letter-spacing:.06em;}\n.dbi-art-30338f .dyn-tldr p {margin-bottom:.8em;}\n.dbi-art-30338f .dyn-tldr ul {margin-bottom:0;padding-left:1.1em;}\n.dbi-art-30338f .dyn-toc {background:var(--dyn-fond);border-radius:var(--dyn-radius);padding:20px 24px;margin:0 0 2.2em;}\n.dbi-art-30338f .dyn-toc p {font-weight:800;margin:0 0 .6em;font-size:.9rem;text-transform:uppercase;letter-spacing:.07em;color:var(--dyn-bleu-fonce);}\n.dbi-art-30338f .dyn-toc ol {margin:0;padding-left:1.2em;}\n.dbi-art-30338f .dyn-toc li {margin-bottom:.3em;}\n.dbi-art-30338f .dyn-cards {display:grid;gap:14px;grid-template-columns:repeat(auto-fit,minmax(230px,1fr));margin:1.4em 0 1.8em;}\n.dbi-art-30338f .dyn-card {\n  background:#fff;border-radius:var(--dyn-radius);padding:20px 20px 18px;box-shadow:var(--dyn-ombre);\n}\n.dbi-art-30338f .dyn-card h3 {margin:0 0 .45em;font-size:1.03rem;}\n.dbi-art-30338f .dyn-card p {margin:0;font-size:.94rem;color:var(--dyn-gris);}\n.dbi-art-30338f .dyn-card__icon {font-size:1.5rem;display:block;margin-bottom:.35em;line-height:1;}\n.dbi-art-30338f .dyn-module {\n  background:#fff;border-radius:var(--dyn-radius);box-shadow:var(--dyn-ombre);\n  padding:20px 22px;margin:0 0 14px;\n}\n.dbi-art-30338f .dyn-module__head {display:flex;align-items:center;gap:12px;margin-bottom:.7em;}\n.dbi-art-30338f .dyn-module__num {\n  flex:0 0 auto;width:38px;height:38px;border-radius:12px;background:var(--dyn-bleu);color:#fff;\n  display:flex;align-items:center;justify-content:center;font-weight:800;font-size:1rem;\n}\n.dbi-art-30338f .dyn-module__title {margin:0;font-size:1.05rem;font-weight:800;}\n.dbi-art-30338f .dyn-module ul {margin:0;padding-left:1.15em;font-size:.95rem;}\n.dbi-art-30338f .dyn-module li::marker {color:var(--dyn-rose);}\n.dbi-art-30338f .dyn-tablewrap {overflow-x:auto;-webkit-overflow-scrolling:touch;margin:1.3em 0 1.9em;border-radius:var(--dyn-radius);box-shadow:var(--dyn-ombre);background:#fff;}\n.dbi-art-30338f .dyn-article table {width:100%;border-collapse:collapse;min-width:460px;font-size:.94rem;}\n.dbi-art-30338f .dyn-article thead th {\n  background:var(--dyn-bleu);color:#fff;text-align:left;padding:13px 16px;font-weight:700;font-size:.9rem;\n}\n.dbi-art-30338f .dyn-article tbody td {padding:12px 16px;vertical-align:top;border-top:1px solid #ececf7;}\n.dbi-art-30338f .dyn-article tbody tr:nth-child(even) td {background:#fbfbff;}\n.dbi-art-30338f .dyn-article th:first-child {border-top-left-radius:var(--dyn-radius);}\n.dbi-art-30338f .dyn-article th:last-child {border-top-right-radius:var(--dyn-radius);}\n.dbi-art-30338f .dyn-oui {color:#1a8f6b;font-weight:700;}\n.dbi-art-30338f .dyn-non {color:var(--dyn-rose);font-weight:700;}\n.dbi-art-30338f .dyn-note, .dbi-art-30338f .dyn-alerte {border-radius:var(--dyn-radius);padding:18px 22px;margin:1.5em 0;}\n.dbi-art-30338f .dyn-note {background:var(--dyn-jaune);}\n.dbi-art-30338f .dyn-alerte {background:#fdeef3;}\n.dbi-art-30338f .dyn-note p:last-child, .dbi-art-30338f .dyn-alerte p:last-child {margin-bottom:0;}\n.dbi-art-30338f .dyn-note strong, .dbi-art-30338f .dyn-alerte strong {display:block;margin-bottom:.3em;font-size:1rem;}\n.dbi-art-30338f .dyn-cta {\n  background:var(--dyn-bleu);border-radius:var(--dyn-radius);padding:26px 24px;margin:2.2em 0;\n  color:#fff;text-align:center;box-shadow:var(--dyn-ombre-forte);\n}\n.dbi-art-30338f .dyn-cta h3 {color:#fff;margin:0 0 .4em;font-size:clamp(1.1rem,2vw,1.35rem);}\n.dbi-art-30338f .dyn-cta p {color:rgba(255,255,255,.92);margin:0 0 1.1em;font-size:.97rem;}\n.dbi-art-30338f .dyn-cta .dyn-btn {background:#fff;color:var(--dyn-bleu) !important;box-shadow:none;}\n.dbi-art-30338f .dyn-cta .dyn-btn:hover {background:var(--dyn-jaune);color:var(--dyn-encre) !important;}\n.dbi-art-30338f .dyn-steps {list-style:none;counter-reset:dyn;padding:0;margin:1.4em 0 1.8em;display:grid;gap:12px;}\n.dbi-art-30338f .dyn-steps li {\n  counter-increment:dyn;background:#fff;border-radius:var(--dyn-radius);box-shadow:var(--dyn-ombre);\n  padding:16px 20px 16px 62px;position:relative;font-size:.96rem;\n}\n.dbi-art-30338f .dyn-steps li::before {\n  content:counter(dyn);position:absolute;left:18px;top:15px;width:30px;height:30px;border-radius:10px;\n  background:var(--dyn-jaune);color:var(--dyn-encre);display:flex;align-items:center;justify-content:center;\n  font-weight:800;font-size:.9rem;\n}\n.dbi-art-30338f .dyn-faq {background:var(--dyn-fond);border-radius:var(--dyn-radius);padding:6px 24px 20px;margin:1.4em 0 0;}\n.dbi-art-30338f .dyn-faq h3 {font-size:1.05rem;margin-top:1.4em;}\n.dbi-art-30338f .dyn-faq p {font-size:.96rem;}\n.dbi-art-30338f .dyn-serie {display:grid;gap:12px;margin:1.4em 0 1.8em;}\n.dbi-art-30338f .dyn-serie a {\n  display:block;background:#fff;border-radius:var(--dyn-radius);box-shadow:var(--dyn-ombre);\n  padding:15px 20px;text-decoration:none;color:var(--dyn-encre);font-weight:600;font-size:.96rem;\n  transition:transform .15s ease;\n}\n.dbi-art-30338f .dyn-serie a:hover {transform:translateX(4px);color:var(--dyn-bleu);}\n.dbi-art-30338f .dyn-serie span {display:block;font-size:.82rem;font-weight:600;color:var(--dyn-rose);text-transform:uppercase;letter-spacing:.06em;margin-bottom:2px;}\n@media(prefers-reduced-motion:reduce) {\n.dbi-art-30338f .dyn-article * {transition:none !important;}\n}\n\n<\/style>\n<script type=\"application\/ld+json\">\n{\n  \"@context\": \"https:\/\/schema.org\",\n  \"@graph\": [\n    {\n      \"@type\": \"Article\",\n      \"headline\": \"Risques psychosociaux (RPS) : 10 situations difficiles du quotidien et comment y r\u00e9pondre\",\n      \"inLanguage\": \"fr\",\n      \"author\": {\n        \"@type\": \"Organization\",\n        \"name\": \"DYNSEO\",\n        \"url\": \"https:\/\/www.dynseo.com\/\"\n      },\n      \"publisher\": {\n        \"@type\": \"Organization\",\n        \"name\": \"DYNSEO\",\n        \"url\": \"https:\/\/www.dynseo.com\/\"\n      },\n      \"image\": \"https:\/\/www.dynseo.com\/wp-content\/uploads\/dynseo-images\/output\/course-729162-fr-1782764831.jpg\"\n    },\n    {\n      \"@type\": \"FAQPage\",\n      \"mainEntity\": [\n        {\n          \"@type\": \"Question\",\n          \"name\": \"Jusqu'o\u00f9 va le r\u00f4le du manager de proximit\u00e9 face aux RPS ?\",\n          \"acceptedAnswer\": {\n            \"@type\": \"Answer\",\n            \"text\": \"Le manager de proximit\u00e9 est en premi\u00e8re ligne pour rep\u00e9rer les signaux, ouvrir un espace de parole et orienter vers les bons interlocuteurs. Il n'est ni m\u00e9decin, ni psychologue, ni enqu\u00eateur : son r\u00f4le n'est pas de diagnostiquer une souffrance ni de qualifier des faits de harc\u00e8lement. Confondre ces r\u00f4les est risqu\u00e9 pour la personne accompagn\u00e9e comme pour le manager. La bonne posture consiste \u00e0 observer des faits concrets, \u00e0 \u00e9couter sans interpr\u00e9ter, \u00e0 agir sur ce qui rel\u00e8ve de l'organisation du travail, et \u00e0 relayer sans d\u00e9lai vers la m\u00e9decine du travail, les RH ou une cellule d'\u00e9coute d\u00e8s que la situation d\u00e9passe son p\u00e9rim\u00e8tre.\"\n          }\n        },\n        {\n          \"@type\": \"Question\",\n          \"name\": \"Comment aborder quelqu'un sans \u00eatre intrusif ?\",\n          \"acceptedAnswer\": {\n            \"@type\": \"Answer\",\n            \"text\": \"En partant d'un fait observable et non d'une interpr\u00e9tation. Dire \u00ab j'ai remarqu\u00e9 que tu interviens moins depuis quelques semaines \u00bb ouvre la porte ; dire \u00ab tu as l'air d\u00e9prim\u00e9 \u00bb la referme, car cela pose un jugement que rien ne vous autorise \u00e0 poser. Choisissez un moment et un lieu \u00e0 l'abri des regards, posez une question ouverte, puis laissez le silence faire son travail. Pr\u00e9cisez d'embl\u00e9e votre intention : prendre des nouvelles, pas contr\u00f4ler. Et acceptez qu'une personne ne soit pas pr\u00eate \u00e0 parler : le simple fait d'avoir montr\u00e9 votre disponibilit\u00e9 compte, et la porte reste ouverte pour plus tard.\"\n          }\n        },\n        {\n          \"@type\": \"Question\",\n          \"name\": \"Que faire si la personne refuse d'en parler ?\",\n          \"acceptedAnswer\": {\n            \"@type\": \"Answer\",\n            \"text\": \"On respecte ce refus, sans le forcer. Vous pouvez dire : \u00ab Je comprends, il n'y a pas d'obligation. Sache simplement que ma porte reste ouverte, et que la m\u00e9decine du travail est l\u00e0, en toute confidentialit\u00e9. \u00bb Continuez \u00e0 observer, notez les faits, et restez attentif \u00e0 toute aggravation. Un refus n'annule pas votre vigilance : il change seulement le canal. Si les signaux se renforcent ou que la situation vous inqui\u00e8te s\u00e9rieusement, vous pouvez, sans trahir de confidence, alerter la m\u00e9decine du travail sur des \u00e9l\u00e9ments objectifs. Face \u00e0 un danger imm\u00e9diat, en revanche, l'accord de la personne n'est plus la priorit\u00e9 : on prot\u00e8ge et on alerte.\"\n          }\n        },\n        {\n          \"@type\": \"Question\",\n          \"name\": \"Peut-on garder une confidence totalement secr\u00e8te ?\",\n          \"acceptedAnswer\": {\n            \"@type\": \"Answer\",\n            \"text\": \"Non, il ne faut pas promettre un secret absolu, car certaines situations imposent de relayer l'information. Vous pouvez en revanche garantir la discr\u00e9tion et expliquer clairement le cadre : \u00ab Ce que tu me dis reste entre nous, sauf s'il y a un danger pour toi ou pour quelqu'un d'autre \u2014 dans ce cas, je devrai en parler pour te prot\u00e9ger. \u00bb Cette honn\u00eatet\u00e9 pr\u00e9serve la confiance sur la dur\u00e9e, alors qu'une promesse de secret intenable la d\u00e9truit d\u00e8s qu'elle est rompue. Pour les faits pouvant relever du harc\u00e8lement, le manager a par ailleurs une obligation de transmission : la confidentialit\u00e9 prot\u00e8ge la personne, elle n'autorise pas l'inaction.\"\n          }\n        },\n        {\n          \"@type\": \"Question\",\n          \"name\": \"Quels signes imposent de r\u00e9agir en urgence ?\",\n          \"acceptedAnswer\": {\n            \"@type\": \"Answer\",\n            \"text\": \"Tout propos \u00e9voquant des id\u00e9es suicidaires, un d\u00e9sespoir profond, ou l'expression d'un danger pour soi ou pour autrui impose une r\u00e9action imm\u00e9diate : on ne laisse pas la personne seule et on alerte sans d\u00e9lai les secours et les services d'urgence de votre pays. En France, le 3114 (num\u00e9ro national de pr\u00e9vention du suicide) est accessible gratuitement \u00e0 toute heure. Une d\u00e9compensation brutale, une d\u00e9sorientation soudaine ou un comportement tr\u00e8s inhabituel doivent aussi conduire \u00e0 solliciter un professionnel de sant\u00e9 rapidement. Dans tous ces cas, le rep\u00e9rage par le manager ne remplace jamais l'\u00e9valuation m\u00e9dicale : son r\u00f4le est de prot\u00e9ger dans l'instant et de faire le lien avec les bons intervenants.\"\n          }\n        }\n      ]\n    }\n  ]\n}\n<\/script>\n<div class=\"dbi-art-30338f\">\n<!--\n\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\nDYNSEO \u2014 SEO\/GEO ARTICLE TEMPLATE  \u00b7  v1.0\nDo not modify class names: the script generer-articles.py\nand all already published articles depend on it.\n\nThe script generer-articles.py injects, in order: the colored header,\nthe training or tool box, the written body, then the structured data.\n\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\n-->\n\n<div class=\"dyn-article\">\n\n\n\n<header class=\"dyn-pagehead dyn-pagehead--eau\">\n  <span class=\"dyn-pagehead__cat\">Professionals \u00b7 Work, HR &amp; neurodiversity<\/span>\n  <h1>Psychosocial risks (PSR): 10 difficult everyday situations and how to respond<\/h1>\n  <p class=\"dyn-pagehead__lead\">The difficulties related to <strong>psychosocial risks (PSR)<\/strong> almost never take the form of a spectacular crisis. They slip into the daily life of the nearby manager: a colleague who is silent in a meeting, tears in a hallway, a \u201cthat\u2019s fine\u201d that sounds false, a delay too many, a confidence at the end of the day. The real question is not \u201cwhat are <strong>psychosocial risks (PSR)<\/strong>: what to do?\u201d in absolute terms, but \u201cwhat to do, here, now, in front of this person.\u201d<\/p>\n  <ul class=\"dyn-pagehead__meta\">\n    <li>\u23f1\ufe0f 19 min read<\/li>\n    <li>\ud83d\udc65 For professionals<\/li>\n    <li>\ud83d\udd04 Updated in August 2026<\/li>\n  <\/ul>\n<\/header>\n\n<aside class=\"dyn-hero\" aria-label=\"Training presented in this article\">\n  <div class=\"dyn-hero__grid\">\n    <div class=\"dyn-hero__media\"><a href=\"https:\/\/www.dynseo.com\/courses\/risques-psychosociaux-manager\/\"><img src=\"https:\/\/www.dynseo.com\/wp-content\/uploads\/dynseo-images\/output\/course-729162-fr-1782764831.jpg\" alt=\"DYNSEO Training 'Psychosocial risks (PSR) \u2014 the role of the nearby manager'\" width=\"1920\" height=\"1080\" loading=\"lazy\"><\/a><\/div>\n    <div class=\"dyn-hero__body\">\n      <span class=\"dyn-hero__eyebrow\">The training related to this article<\/span>\n      <p class=\"dyn-hero__title\"><a href=\"https:\/\/www.dynseo.com\/courses\/risques-psychosociaux-manager\/\">Psychosocial risks (PSR) \u2014 the role of the nearby manager<\/a><\/p>\n      <p class=\"dyn-hero__pitch\">Everything this article explains, put into practice.<\/p>\n      <ul class=\"dyn-badges\">\n        <li>\ud83c\udfa5 4 modules \u00b7 16 lessons<\/li>\n        <li>\ud83d\udcbb 100 % online<\/li>\n        <li>\u23f1\ufe0f At your own pace<\/li>\n        <li>\ud83c\udfc5 Qualiopi organization<\/li>\n        <li>\ud83c\udf0d 9 languages<\/li>\n      <\/ul>\n<div class=\"dyn-hero__actions\">\n        <a class=\"dyn-btn\" href=\"https:\/\/www.dynseo.com\/courses\/risques-psychosociaux-manager\/\">See the training<\/a>\n        <span class=\"dyn-hero__price\">150.0 \u20ac<\/span>\n      <\/div>\n    <\/div>\n  <\/div>\n<\/aside>\n\n<p>Here are ten of these ordinary scenes, described as they occur. For each: what is really happening behind the behavior, the spontaneous reaction that worsens the situation, and the course of action to take \u2014 with the exact words to say, the posture to adopt, and what to put in place to prevent it from happening again. The goal is not to make you a therapist, but to make you useful at the right moment, in your role and within its limits.<\/p>\n\n<!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 SHORT RESPONSE (GEO) \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 -->\n<section class=\"dyn-tldr\">\n  <h2>The essentials in 30 seconds<\/h2>\n  <p>Most RPS situations that land with the nearby manager require neither diagnosis nor lengthy speeches: they require <strong>to observe a fact, to open a space for dialogue, and to direct to the right place<\/strong>.<\/p>\n  <ul>\n    <li><strong>Describe an observable fact<\/strong>, never a label (\u201cdemotivated\u201d, \u201cfragile\u201d): this is what makes the exchange possible and legitimate.<\/li>\n    <li><strong>The manager is not a caregiver<\/strong>: their role is to identify, listen without interpreting, and relay to the right interlocutors (occupational health, HR, listening line).<\/li>\n    <li><strong>Acting early costs infinitely less<\/strong> than managing a degraded situation or a long absence.<\/li>\n    <li><strong>What is not recorded disappears<\/strong>: a written and factual report protects the person, the team, and yourself.<\/li>\n    <li><strong>In the face of a vital risk or acute distress<\/strong>, we do not seek to understand: we protect and alert the emergency services in your country.<\/li>\n  <\/ul>\n<\/section>\n\n<nav class=\"dyn-toc\" aria-label=\"Table of contents\">\n  <p>The 10 situations<\/p>\n  <ol>\n    <li><a href=\"#dyn-s1\">He no longer says anything in meetings<\/a><\/li>\n    <li><a href=\"#dyn-s2\">She cracks and bursts into tears<\/a><\/li>\n    <li><a href=\"#dyn-s3\">\u201cIt's fine, I can handle it\u201d \u2014 signs of exhaustion<\/a><\/li>\n    <li><a href=\"#dyn-s4\">Two colleagues no longer speak to each other<\/a><\/li>\n    <li><a href=\"#dyn-s5\">Recurring delays and absences<\/a><\/li>\n    <li><a href=\"#dyn-s6\">He lost his temper in front of everyone<\/a><\/li>\n    <li><a href=\"#dyn-s7\">\u201cCan I talk to you?\u201d \u2014 the confidence<\/a><\/li>\n    <li><a href=\"#dyn-s8\">She never takes her vacation<\/a><\/li>\n    <li><a href=\"#dyn-s9\">You are reported inappropriate remarks<\/a><\/li>\n    <li><a href=\"#dyn-s10\">The return after a long absence<\/a><\/li>\n    <li><a href=\"#dyn-recap\">Psychosocial risks (RPS): what to do, the summary<\/a><\/li>\n    <li><a href=\"#dyn-faq\">Frequently asked questions<\/a><\/li>\n  <\/ol>\n<\/nav>\n\n<!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 1 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 -->\n<h2 id=\"dyn-s1\">1. He no longer says anything in meetings<\/h2>\n\n<p><em>Monday team meeting. A usually proactive collaborator has not said anything for a few weeks. He arrives, sits at the back, looks at his screen, and no longer speaks. When you ask him, he responds with \u201cI'm fine with that\u201d, and nothing more. No one has reported anything.<\/em><\/p>\n\n<p>What is happening: social withdrawal is one of the earliest and most underestimated warning signs of RPS. According to the National Institute for Research and Safety (INRS), withdrawal and decreased involvement are among the possible manifestations of suffering at work. It is not necessarily disengagement: it can indicate overload, a latent conflict, a feeling of no longer being heard, or a personal difficulty. Interpreted as demotivation, this silence leads to reproaches that accelerate the withdrawal. The classic trap is to wait: one thinks that the person will eventually come back on their own, or that insisting would be intrusive. However, the longer the withdrawal lasts, the more it solidifies, and the harder it becomes to talk about it without the conversation taking on the appearance of a summons.<\/p>\n\n<ol class=\"dyn-steps\">\n  <li><strong>Name the fact, not the intention.<\/strong> In a one-on-one, never in front of the team: \u201cI noticed that you are speaking less these past few weeks. I wanted to check in on you.\u201d<\/li>\n  <li><strong>Open up, then let silence do its work.<\/strong> Ask an open question \u2014 \u201cHow are you doing at work these days?\u201d \u2014 and be silent. Count to five before rephrasing.<\/li>\n  <li><strong>Don't try to solve everything in the exchange.<\/strong> Your role is to open the door, not to diagnose. \u201cWhat would help you, concretely?\u201d is better than ten pieces of advice.<\/li>\n  <li><strong>Propose a dated follow-up point.<\/strong> \u201cShall we check in again on Friday?\u201d shows that the attention was not just a one-off.<\/li>\n<\/ol>\n\n<p><strong>To prevent this from happening again:<\/strong> establish regular, short, and predictable individual check-ins, even when everything is going well. A collaborator who is used to a space for exchange does not wait until they are unwell to speak, and the withdrawal becomes noticeable much earlier.<\/p>\n\n<p><strong>\u274c To avoid:<\/strong> \u201cYou don't seem motivated right now\u201d \u2014 a judgment that puts the person on the defensive and closes the conversation before it starts.<\/p>\n\n<!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 2 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 -->\n<h2 id=\"dyn-s2\">2. She cracks and bursts into tears<\/h2>\n\n<p><em>End of the day, your office. You approach a delayed file in a normal tone, and your interlocutor starts to cry, without you having seen it coming. She immediately apologizes: \u201csorry, it's silly, it will pass.\u201d You don't know what to do with your hands.<\/em><\/p>\n\n<p>What is happening: tears are a release, rarely related to the file itself. They often signal an accumulated overflow \u2014 workload, tensions, personal difficulties spilling over into work. The reflex to minimize (\u201cit's nothing\u201d) or to want to resolve the file at all costs adds pressure at the moment when it is least needed. Crying in front of your manager is often experienced as a shameful loss of control: how you welcome this moment will determine whether the person will dare to come back to talk to you later before reaching that point.<\/p>\n\n<ol class=\"dyn-steps\">\n  <li><strong>Immediately suspend the subject.<\/strong> \u201cLet's put the file aside, it can wait. Right now, we're talking about you.\u201d<\/li>\n  <li><strong>Allow the emotion.<\/strong> \u201cTake the time you need, there is no problem.\u201d Offer a tissue, remain calm, do not dramatize.<\/li>\n  <li><strong>Don't ask why too quickly.<\/strong> Wait for calm to return, then: \u201cWould you like to tell me about it, or would you prefer to talk about it later?\u201d<\/li>\n  <li><strong>Guide if necessary.<\/strong> Remind them of the existence of occupational health, the listening unit, or the HR service: \u201cYou are not obliged to carry this alone, there are people whose job it is.\u201d<\/li>\n<\/ol>\n\n<p><strong>To prevent this from happening again:<\/strong> once calm has returned, seek what caused the overflow \u2014 often an accumulation, rarely the current file. Addressing the cause upstream (workload, deadlines, recognition) is better than waiting for the next overflow.<\/p>\n\n<p><strong>\u274c To avoid:<\/strong> \u201cCome on, it's not that serious\u201d or \u201cyou need to put it into perspective\u201d \u2014 phrases that invalidate the feeling and teach the person not to show anything.<\/p>\n\n<!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 3 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 -->\n<h2 id=\"dyn-s3\">3. \u201cIt's fine, I can handle it\u201d \u2014 signs of exhaustion<\/h2>\n\n<p><em>For weeks, he arrives early, leaves late, responds to emails in the evening and on weekends. He seems irritable, forgets things, says he is \u201coverwhelmed but it's fine.\u201d You hesitate: he is your most reliable team member, and he never complains.<\/em><\/p>\n\n<p>What is happening: it is often among the most invested that professional exhaustion settles most silently. The World Health Organization (WHO) describes burnout as a syndrome related to unmanaged chronic work stress, combining exhaustion, mental distance from work, and decreased effectiveness. This is not a diagnosis you make \u2014 that is for the doctor \u2014 but a set of signs you can identify and report.<\/p>\n\n<ol class=\"dyn-steps\">\n  <li><strong>Start with concrete observations, not a feeling.<\/strong> \u201cI\u2019ve seen emails from you at 11 PM several nights, and you mentioned two forgetfulness incidents this week. That concerns me.\u201d<\/li>\n  <li><strong>Question the actual workload, not the willingness.<\/strong> \u201cLet's look together at your workload: what can be postponed, delegated, or abandoned?\u201d The problem is organizational before it is individual.<\/li>\n  <li><strong>Act on what depends on you.<\/strong> Prioritizing, removing a task, framing connection hours: these are managerial levers, not favors.<\/li>\n  <li><strong>Guide towards occupational health<\/strong> without waiting for a complaint: \u201cI suggest you make an appointment with occupational health, it's confidential and it can help clarify things.\u201d<\/li>\n<\/ol>\n\n<p><strong>To prevent this from happening again:<\/strong> monitor discreet indicators \u2014 late emails, unused vacation, worked weekends \u2014 and set collective disconnection rules. What truly protects is not the individual vigilance of the manager, but a work organization that does not rely on constant overextension.<\/p>\n\n<p><strong>\u274c To avoid:<\/strong> praising the overload (\u201cthankfully I can count on you\u201d) \u2014 a reinforcement that pushes the person one step further towards exhaustion.<\/p>\n\n<!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 4 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 -->\n<h2 id=\"dyn-s4\">4. Two colleagues no longer speak to each other<\/h2>\n\n<p><em>Two team members are avoiding each other. Exchanges are happening via email, in visible copy, in a terse tone. Others are starting to choose sides. The atmosphere in the open space has cooled, and two meetings have been unnecessarily tense.<\/em><\/p>\n\n<p>What is happening: an untreated interpersonal conflict is a recognized psychosocial risk factor. The Gollac report (2011), a reference in France on RPS factors, identifies degraded social relations at work among the major families of risk factors. Left without intervention, a conflict between two people contaminates the entire team and transforms into collective suffering.<\/p>\n\n<ol class=\"dyn-steps\">\n  <li><strong>Meet each separately first.<\/strong> Objective: understand the facts, not to arbitrate. \u201cI\u2019ve sensed some tensions. I\u2019d like to hear how you are experiencing the situation.\u201d<\/li>\n  <li><strong>Stay on the facts and the effects on work.<\/strong> This is not a tribunal of personalities: \u201cWhat, concretely, is blocking work between you?\u201d<\/li>\n  <li><strong>Set a common framework, not a forced reconciliation.<\/strong> We do not ask to like each other, but to cooperate. Formalize clear operating rules.<\/li>\n  <li><strong>Request a third party if the conflict exceeds your scope<\/strong>: HR, mediation. If you suspect harassment, the situation changes in nature (see situation 9).<\/li>\n<\/ol>\n\n<p><strong>To prevent this from happening again:<\/strong> clarify in advance the roles, responsibilities, and operating rules of the team. Many conflicts arise from ambiguity \u2014 about who decides, who does what, who is accountable for what \u2014 much more than from incompatibility of characters.<\/p>\n\n<p><strong>\u274c To avoid:<\/strong> letting things happen hoping that \u201cit will settle down,\u201d or publicly siding with one \u2014 two mistakes that permanently establish camps.<\/p>\n\n<!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 5 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 -->\n<h2 id=\"dyn-s5\">5. Recurring delays and absences<\/h2>\n\n<p><em>A punctual collaborator for years is accumulating delays and short absences for two months. He provides justifications, apologizes, but the reason remains unclear. Some team members are starting to find it unfair.<\/em><\/p>\n\n<p>What is happening: a change in behavior in a reliable person is a signal, not an offense to be sanctioned outright. Delays and micro-absences can indicate a professional difficulty (loss of meaning, apprehension of a task, conflict) or personal (health, caregiving, family situation). The immediate disciplinary reflex closes the door to the only useful thing: understanding.<\/p>\n\n<ol class=\"dyn-steps\">\n  <li><strong>Observe without accusing.<\/strong> \u201cOver the last two months, I\u2019ve noted several delays, which is unlike you. Is something going on?\u201d<\/li>\n  <li><strong>Distinguish the framework and the person.<\/strong> You can remind the rules while remaining attentive: the two do not oppose each other.<\/li>\n  <li><strong>Look for a concrete and temporary solution<\/strong> if a need arises: schedule adjustments, revised priorities, referral to an appropriate interlocutor.<\/li>\n  <li><strong>Document the exchange and the agreed follow-up.<\/strong> A factual report protects everyone and prevents the situation from drifting in one direction or another.<\/li>\n<\/ol>\n\n<p><strong>To prevent this from happening again:<\/strong> address the issue as soon as the first deviations occur, without waiting for them to become a source of tension in the team. A kind and early exchange almost always defuses what a late and harsh reminder only exacerbates.<\/p>\n\n<p><strong>\u274c To avoid:<\/strong> the allusive collective reprimand in a meeting \u2014 humiliating, ineffective, and unfair to those who are not concerned.<\/p>\n\n<!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 CTA MILIEU \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 -->\n<div class=\"dyn-cta\">\n  <h3>Identify, listen, guide: this can be learned<\/h3>\n  <p>The training \"Psychosocial Risks (PSR) \u2014 the role of the frontline manager\" covers these mechanisms and provides action guidelines for each type of situation, without turning the manager into a caregiver. 16 lessons, 100% online, at your own pace, unlimited access. Certified organization Qualiopi (No. 11757351875), certificate of completion.<\/p>\n  <a class=\"dyn-btn\" href=\"https:\/\/www.dynseo.com\/courses\/risques-psychosociaux-manager\/\">Discover the training \u2014 150 \u20ac<\/a>\n<\/div>\n\n<!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 6 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 -->\n<h2 id=\"dyn-s6\">6. He lost his temper in front of everyone<\/h2>\n\n<p><em>In a meeting, a colleague raises his voice, interrupts, slams a file on the table, and leaves. Silence falls. A few minutes later, he returns to sit down as if nothing happened. The team is waiting for your reaction.<\/em><\/p>\n\n<p>What is at stake: a sudden outburst from someone who does not usually behave this way is almost always an overflow, not malice. Irritability and loss of emotional control are among the possible manifestations of overwhelming stress described by the INRS. The behavior must be framed \u2014 it is not acceptable \u2014 but the person must be understood.<\/p>\n\n<ol class=\"dyn-steps\">\n  <li><strong>Do not address anything in the heat of the moment, nor in front of the team.<\/strong> Bring back calm: \u201cLet\u2019s take a ten-minute break and resume.\u201d<\/li>\n  <li><strong>Meet the person one-on-one, a little later.<\/strong> \u201cWhat happened earlier is not like you. I wanted to understand.\u201d<\/li>\n  <li><strong>Address the two aspects separately.<\/strong> The framework: \u201cThat tone, in front of the team, is not possible.\u201d The listening: \u201cAnd at the same time, I see that something is wrong.\u201d<\/li>\n  <li><strong>Address the cause, not just the incident.<\/strong> An isolated overflow can be corrected; a repeated overflow must lead to exploring the workload, tensions, and, if necessary, directing to occupational health.<\/li>\n<\/ol>\n\n<p><strong>To prevent this from happening again:<\/strong> an outburst in public is often the symptom of pressure that has been building for a long time. After addressing the incident, revisit the workload and daily irritants: this is where prevention takes place, not in reminding about the rules.<\/p>\n\n<p><strong>\u274c To avoid:<\/strong> responding with pure authority in front of witnesses (\u201ccalm down immediately\u201d) \u2014 this humiliates, escalates, and teaches nothing about the cause.<\/p>\n\n<!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 7 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 -->\n<h2 id=\"dyn-s7\">7. \u201cCan I talk to you?\u201d \u2014 the confidence<\/h2>\n\n<p><em>End of the day. A colleague closes the door, hesitates, then confides a heavy personal difficulty \u2014 separation, grief, health issue, a loved one in great difficulty. He ends with: \u201cI don\u2019t know why I\u2019m telling you this.\u201d<\/em><\/p>\n\n<p>What is at stake: when a person confides in their manager, it is not to obtain a solution, but to be heard and feel less alone. The danger is twofold: to evade (\u201cthat\u2019s not my role\u201d) or, conversely, to take on a therapist role that is not yours and for which you are not trained. The right positioning is to receive the words warmly while staying in your place: you do not have to solve the person's private life, nor act as if it does not exist. What you can offer is real listening, work-related adjustments, and a bridge to those whose job it is.<\/p>\n\n<ol class=\"dyn-steps\">\n  <li><strong>Welcome the confidence.<\/strong> \u201cThank you for sharing this with me, I realize it\u2019s not easy to say.\u201d That\u2019s already a lot.<\/li>\n  <li><strong>Listen without advising or judging.<\/strong> Reformulate to show you are following: \u201cIf I understand correctly, it\u2019s very heavy to carry right now.\u201d<\/li>\n  <li><strong>Stay in your role: work.<\/strong> \u201cOn my side, I can see with you what we can adjust at work. For the rest, there are people whose job it is.\u201d<\/li>\n  <li><strong>Direct concretely.<\/strong> Occupational health, psychological listening unit, workplace social worker. In case of acute distress or worrying statements, direct without delay (see the alert below).<\/li>\n<\/ol>\n\n<p><strong>To prevent this from happening again:<\/strong> make known, in advance and to the whole team, the available support systems \u2014 occupational health, listening unit, social service. When these resources are visible and normalized, everyone knows where to turn without having to approach the manager as a last resort.<\/p>\n\n<p><strong>\u274c To avoid:<\/strong> promising absolute secrecy, or sharing your own story to \u201csympathize\u201d \u2014 this shifts the focus onto you and can put you in difficulty.<\/p>\n\n<!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 8 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 -->\n<h2 id=\"dyn-s8\">8. She never takes her leave<\/h2>\n\n<p><em>At the end of the year, you notice that a colleague has accumulated a balance of leave that she has not taken. She responds: \u201cI prefer to be here, otherwise it accumulates and it\u2019s worse when I return.\u201d She is always reachable, even in the evening.<\/em><\/p>\n\n<p>What is at stake: over-investment and presenteeism are warning signals, just like absenteeism. Never taking a break can indicate a fear \u2014 of not being up to par, of being replaceable, or of facing an unmanageable workload. Being pleased with this constant availability feeds the mechanism that leads to burnout.<\/p>\n\n<ol class=\"dyn-steps\">\n  <li><strong>Value rest, not presence.<\/strong> \u201cTaking a break is also a way to do your job well over the long term. I care about that for you.\u201d<\/li>\n  <li><strong>Explore what the lack of rest protects.<\/strong> \u201cWhat worries you about the idea of being absent?\u201d The answer often reveals an overload or lack of support.<\/li>\n  <li><strong>Organize continuity.<\/strong> A partner, clear handover, a real right to disconnect: remove the reason not to leave.<\/li>\n  <li><strong>Lead by example.<\/strong> A manager who sends emails on Sunday implicitly allows the whole team to never disconnect.<\/li>\n<\/ol>\n\n<p><strong>To prevent this from happening again:<\/strong> anticipate leave balances throughout the year rather than in December, and ensure that each position has a real backup. A team where one can be absent without feeling guilty is a team where presenteeism has no reason to exist.<\/p>\n\n<p><strong>\u274c To avoid:<\/strong> \u201cThank goodness you are always here\u201d \u2014 the phrase that turns a warning into a model to follow for everyone.<\/p>\n\n<!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 9 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 -->\n<h2 id=\"dyn-s9\">9. You are reported inappropriate remarks<\/h2>\n\n<p><em>A team member comes to see you, embarrassed: a colleague is making repeated, hurtful remarks towards another person \u2014 comments, mockery, exclusion. \u201cI don\u2019t know if I should tell you this, but it makes me uncomfortable.\u201d<\/em><\/p>\n\n<p>What is at stake: you are entering an area where the employer has a legal obligation to prevent and protect. In France, the Labor Code requires the employer to take necessary measures to prevent acts of moral and sexual harassment. Qualifying facts as \u201charassment\u201d is not your role; collecting, protecting, and transmitting is.<\/p>\n\n<ol class=\"dyn-steps\">\n  <li><strong>Take it seriously, without qualifying.<\/strong> \u201cThank you for telling me. It\u2019s important, and I won\u2019t overlook it.\u201d Do not use the word \u201charassment\u201d yourself at this stage.<\/li>\n  <li><strong>Gather dated and precise facts<\/strong>, in writing: who, when, what, in front of whom. Avoid interpretations and judgments.<\/li>\n  <li><strong>Alert the right contacts without delay.<\/strong> HR, harassment referent, management: handling such a situation is not solely the responsibility of the frontline manager.<\/li>\n  <li><strong>Ensure the immediate protection<\/strong> of the targeted person and the one who reported, and maintain confidentiality for all.<\/li>\n<\/ol>\n\n<p><strong>To prevent this from happening again:<\/strong> regularly remind the framework \u2014 respect, dignity, zero tolerance for repeated actions \u2014 and the existence of a referent and a reporting procedure. Preventing harassment primarily relies on a clear framework, known to all and reiterated before incidents occur.<\/p>\n\n<p><strong>\u274c To avoid:<\/strong> conducting a \u201cinvestigation\u201d alone, confronting the individuals yourself, or minimizing (\u201cit\u2019s humor, don\u2019t exaggerate\u201d) \u2014 three mistakes that worsen the situation and engage the organization\u2019s responsibility.<\/p>\n\n<!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 10 \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 -->\n<h2 id=\"dyn-s10\">10. The return after a long absence<\/h2>\n\n<p><em>A colleague returns on Monday after several months of absence. You are not quite sure how to welcome him: act as if nothing happened? Talk about it? You fear saying the wrong thing, so you plan to say nothing special.<\/em><\/p>\n\n<p>What is at stake: the return after a long absence is a pivotal moment where the risk of relapse or new absence is real if the return is poorly prepared. Ignoring it out of clumsiness leaves the person alone; overdoing it stigmatizes them. The right posture is intermediate, prepared, and coordinated with occupational health.<\/p>\n\n<ol class=\"dyn-steps\">\n  <li><strong>Anticipate before D-day.<\/strong> A pre-return visit with occupational health allows for considering, in confidentiality, any possible adjustments. It\u2019s a right of the employee.<\/li>\n  <li><strong>Welcome simply and sincerely.<\/strong> \u201cHappy to see you again. We will go at your pace, tell me what you need.\u201d<\/li>\n  <li><strong>Resume gradually.<\/strong> Lighter priorities in the first days, regular check-ins, no massive catch-up of accumulated delays. Follow any medical recommendations.<\/li>\n  <li><strong>Settle the collective narrative in advance.<\/strong> Agree with the person on what is said \u2014 or not \u2014 to the team. Respect for privacy comes first.<\/li>\n<\/ol>\n\n<p><strong>To prevent this from happening again:<\/strong> do not view the return as a final point but as a process. Regular follow-up in the first weeks, coordinated with occupational health, allows for timely adjustments to workload and prevents relapse \u2014 much more effective than a grand return followed by silence.<\/p>\n\n<p><strong>\u274c To avoid:<\/strong> \u201cSo, feeling better? There\u2019s a backlog to catch up on!\u201d \u2014 a hallway phrase that, in ten words, nullifies weeks of convalescence.<\/p>\n\n<!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 R\u00c9CAPITULATIF \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 -->\n<h2 id=\"dyn-recap\">Psychosocial Risks (PSR): what to do, the summary<\/h2>\n\n<p>These ten scenarios are nothing exceptional: they make up the daily life of any frontline manager. What changes is not their frequency, but the way to respond. A common thread connects all the good practices: starting from an observable fact rather than a label, opening a space for dialogue without trying to solve everything, acting on what pertains to the organization of work, and directing to competent professionals as soon as the situation exceeds one\u2019s role. The table below summarizes, for each scenario, what is most often at stake and the reflex to adopt.<\/p>\n<div class=\"dyn-tablewrap\">\n<table>\n  <thead>\n    <tr><th>Situation<\/th><th>What often happens<\/th><th>\u2705 The reflex to have<\/th><\/tr>\n  <\/thead>\n  <tbody>\n    <tr><td>Withdrawal in meeting<\/td><td>Early signal: overload, conflict, loss of meaning<\/td><td>Check in one-on-one, open question, dated follow-up<\/td><\/tr>\n    <tr><td>Teary eyes at the office<\/td><td>Accumulated overflow<\/td><td>Pause the topic, allow emotion, guide<\/td><\/tr>\n    <tr><td>\u201cIt\u2019s fine, I\u2019m managing\u201d<\/td><td>Silent exhaustion among the invested<\/td><td>Start with facts, lighten the load, guide to occupational health<\/td><\/tr>\n    <tr><td>Two colleagues avoiding each other<\/td><td>Degraded social relations (conflict)<\/td><td>Meet each one, stick to the facts, common framework, third party if needed<\/td><\/tr>\n    <tr><td>Delays and absences<\/td><td>Change = signal, not blame at first<\/td><td>Observe without accusing, seek the cause, track follow-up<\/td><\/tr>\n    <tr><td>Outburst in public<\/td><td>Overflow, not malice<\/td><td>Calm down immediately, meet later, frame and listen<\/td><\/tr>\n    <tr><td>Personal confidence<\/td><td>Need to be heard, not for a solution<\/td><td>Welcome, listen without advising, stay in your role, guide<\/td><\/tr>\n    <tr><td>Never taking leave<\/td><td>Presenteeism, underlying fear<\/td><td>Value rest, organize continuity, lead by example<\/td><\/tr>\n    <tr><td>Reported inappropriate comments<\/td><td>Possible harassment \u2014 legal obligation<\/td><td>Take seriously, gather facts, alert HR without qualifying<\/td><\/tr>\n    <tr><td>Return after long absence<\/td><td>Turning point, risk of relapse<\/td><td>Pre-return, simple welcome, gradual return, respect for privacy<\/td><\/tr>\n  <\/tbody>\n<\/table>\n<\/div>\n\n<div class=\"dyn-alerte\">\n  <strong>\u26a0\ufe0f The exception that overrides any analysis<\/strong>\n  <p>In the face of acute distress, comments suggesting suicidal thoughts, or immediate danger to oneself or others, we do not seek to understand: we do not leave the person alone, and we alert emergency services in your country without delay. In France, 3114 (national suicide prevention number) is available free of charge, at any time. Detection and guidance by the manager never replace the assessment by a health professional.<\/p>\n<\/div>\n\n<!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 SERIES \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 -->\n<h2>To go further<\/h2>\n\n<div class=\"dyn-serie\">\n  <a href=\"#\"><span>Understand<\/span>Psychosocial risks (PSR): the complete guide to understanding what is at stake<\/a>\n  <a href=\"#\"><span>Toolbox<\/span>PSR: activities, resources, and concrete arrangements to implement<\/a>\n  <a href=\"#\"><span>Professional posture<\/span>PSR: posture, teamwork, and skills development<\/a>\n  <a href=\"#\"><span>Training<\/span>Program, content, and who the training \"PSR \u2014 the role of the frontline manager\" is aimed at<\/a>\n<\/div>\n\n<p>Beyond these situations, preventing PSR also requires maintaining a caring work environment. The <a href=\"https:\/\/www.dynseo.com\/nos-outils\/\">DYNSEO free tools catalog<\/a> and the <a href=\"https:\/\/www.dynseo.com\/nos-tests\/\">cognitive tests<\/a> can support team times around well-being; the application <a href=\"https:\/\/www.dynseo.com\/en\/brain-games-apps\/clint-brain-games-for-adults\/\">CLINT<\/a>, designed for adults and mental health, offers cognitive stimulation activities useful in remobilization pathways.<\/p>\n\n<!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 FAQ \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 -->\n<h2 id=\"dyn-faq\">Frequently Asked Questions<\/h2>\n<div class=\"dyn-faq\">\n\n  <h3>How far does the role of the proximity manager go in the face of RPS&nbsp;?<\/h3>\n  <p>The proximity manager is on the front line to spot signals, open a space for dialogue, and direct to the right interlocutors. They are neither a doctor, nor a psychologist, nor an investigator&nbsp;: their role is not to diagnose suffering or to qualify harassment facts. Confusing these roles is risky for the supported person as well as for the manager. The right posture consists of observing concrete facts, listening without interpreting, acting on what relates to the organization of work, and relaying without delay to occupational health, HR, or a listening unit as soon as the situation exceeds their scope.<\/p>\n\n  <h3>How to approach someone without being intrusive&nbsp;?<\/h3>\n  <p>Start from an observable fact and not from an interpretation. Saying \u201c&nbsp;I noticed that you have been intervening less for a few weeks&nbsp;\u201d opens the door&nbsp;; saying \u201c&nbsp;you seem depressed&nbsp;\u201d closes it, as it makes a judgment that nothing authorizes you to make. Choose a moment and a place out of sight, ask an open question, and then let silence do its work. Clearly state your intention from the outset&nbsp;: to check in, not to control. And accept that a person may not be ready to talk&nbsp;: the mere fact of having shown your availability matters, and the door remains open for later.<\/p>\n\n  <h3>What to do if the person refuses to talk about it&nbsp;?<\/h3>\n  <p>Respect this refusal, without forcing it. You can say&nbsp;: \u201c&nbsp;I understand, there is no obligation. Just know that my door remains open, and that occupational health is there, in complete confidentiality.&nbsp;\u201d Continue to observe, note the facts, and remain attentive to any aggravation. A refusal does not cancel your vigilance&nbsp;: it only changes the channel. If the signals strengthen or if the situation seriously worries you, you can, without betraying confidentiality, alert occupational health about objective elements. In the face of immediate danger, however, the person's agreement is no longer the priority&nbsp;: you protect and alert.<\/p>\n\n  <h3>Can one keep a confidence completely secret&nbsp;?<\/h3>\n  <p>No, one should not promise absolute secrecy, as certain situations require relaying information. However, you can guarantee discretion and clearly explain the framework&nbsp;: \u201c&nbsp;What you tell me stays between us, unless there is a danger to you or someone else \u2014 in that case, I will have to talk about it to protect you.&nbsp;\u201d This honesty preserves trust over time, whereas a promise of secrecy that cannot be kept destroys it as soon as it is broken. For facts that may relate to harassment, the manager also has a transmission obligation&nbsp;: confidentiality protects the person, it does not allow inaction.<\/p>\n\n  <h3>What signs require urgent action&nbsp;?<\/h3>\n  <p>Any statement mentioning suicidal thoughts, deep despair, or the expression of danger to oneself or others requires an immediate reaction&nbsp;: do not leave the person alone and alert the emergency services in your country without delay. In France, 3114 (the national suicide prevention number) is available free of charge at any time. A sudden decompensation, sudden disorientation, or very unusual behavior should also lead to quickly consulting a health professional. In all these cases, the manager's spotting never replaces medical evaluation&nbsp;: their role is to protect in the moment and to connect with the right interveners.<\/p>\n\n<\/div>\n<div class=\"dyn-note\">\n  <strong>\u2139\ufe0f Information and not medical advice<\/strong>\n  <p>This article provides general professional guidelines for frontline managers. It does not replace your organization's internal procedures, nor the advice of occupational medicine, nor that of a healthcare professional. The manager identifies, listens, and guides: they do not make a diagnosis and do not substitute for existing prevention measures. In case of doubt about a specific situation, refer to your management and the competent contacts.<\/p>\n<\/div>\n\n<!-- \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 FINAL CTA \u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550\u2550 -->\n<div class=\"dyn-cta\">\n  <h3>In the face of psychosocial risks (PSR), knowing what to do changes everything<\/h3>\n  <p>Moving from a reflex that worsens to an action that calms is exactly what the training \"Psychosocial Risks (PSR) \u2014 the role of the frontline manager\" offers: 16 concrete lessons, 100% online, at your own pace, with unlimited access. Certified organization Qualiopi (N\u00b0 11757351875), with a certificate of completion at the end.<\/p>\n  <a class=\"dyn-btn\" href=\"https:\/\/www.dynseo.com\/courses\/risques-psychosociaux-manager\/\">Discover the training \u2014 150&nbsp;\u20ac<\/a>\n<\/div>[\/et_pb_code][\/et_pb_column][\/et_pb_row][\/et_pb_section]","_et_gb_content_width":"","footnotes":""},"categories":[3582],"tags":[],"class_list":["post-759643","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-advice-from-our-coaches"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.1 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Psychosocial Risks (PSR): 10 Difficult Everyday Situations and How to Respond - DYNSEO - Educational apps &amp; brain training apps for all<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Psychosocial Risks (PSR): 10 Difficult Everyday Situations and How to Respond - DYNSEO - Educational apps &amp; brain training apps for all\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/\" \/>\n<meta property=\"og:site_name\" content=\"DYNSEO - Educational apps &amp; brain training apps for all\" \/>\n<meta property=\"article:published_time\" content=\"2026-08-18T19:34:14+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2026-08-18T19:37:14+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.dynseo.com\/wp-content\/uploads\/2025\/04\/DYNSEO-demande-de-PCH-avec-nos-programme-de-jeux-de-memoire4.png\" \/>\n\t<meta property=\"og:image:width\" content=\"1080\" \/>\n\t<meta property=\"og:image:height\" content=\"540\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"author\" content=\"DYNSEO\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"DYNSEO\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"23 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\\\/\"},\"author\":{\"name\":\"DYNSEO\",\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/#\\\/schema\\\/person\\\/78ef63df2ee64e0989bc68f8401b38d6\"},\"headline\":\"Psychosocial Risks (PSR): 10 Difficult Everyday Situations and How to Respond\",\"datePublished\":\"2026-08-18T19:34:14+00:00\",\"dateModified\":\"2026-08-18T19:37:14+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\\\/\"},\"wordCount\":4557,\"publisher\":{\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.dynseo.com\\\/wp-content\\\/uploads\\\/2025\\\/04\\\/DYNSEO-demande-de-PCH-avec-nos-programme-de-jeux-de-memoire4.png\",\"articleSection\":[\"Advice from our coaches\"],\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\\\/\",\"url\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\\\/\",\"name\":\"Psychosocial Risks (PSR): 10 Difficult Everyday Situations and How to Respond - DYNSEO - Educational apps &amp; brain training apps for all\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\\\/#primaryimage\"},\"image\":{\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.dynseo.com\\\/wp-content\\\/uploads\\\/2025\\\/04\\\/DYNSEO-demande-de-PCH-avec-nos-programme-de-jeux-de-memoire4.png\",\"datePublished\":\"2026-08-18T19:34:14+00:00\",\"dateModified\":\"2026-08-18T19:37:14+00:00\",\"breadcrumb\":{\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\\\/#breadcrumb\"},\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\\\/\\\/www.dynseo.com\\\/en\\\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\\\/\"]}]},{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\\\/#primaryimage\",\"url\":\"https:\\\/\\\/www.dynseo.com\\\/wp-content\\\/uploads\\\/2025\\\/04\\\/DYNSEO-demande-de-PCH-avec-nos-programme-de-jeux-de-memoire4.png\",\"contentUrl\":\"https:\\\/\\\/www.dynseo.com\\\/wp-content\\\/uploads\\\/2025\\\/04\\\/DYNSEO-demande-de-PCH-avec-nos-programme-de-jeux-de-memoire4.png\",\"width\":1080,\"height\":540,\"caption\":\"Keep your brain in shape with our fun applications\"},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\\\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Accueil\",\"item\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Psychosocial Risks (PSR): 10 Difficult Everyday Situations and How to Respond\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/#website\",\"url\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/\",\"name\":\"Jeux de m\u00e9moire et stimulation cognitive\",\"description\":\"DYNSEO, and your brain is a new hero!\",\"publisher\":{\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/#organization\"},\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"en-US\"},{\"@type\":\"Organization\",\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/#organization\",\"name\":\"DYNSEO\",\"url\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/\",\"logo\":{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/#\\\/schema\\\/logo\\\/image\\\/\",\"url\":\"https:\\\/\\\/www.dynseo.com\\\/wp-content\\\/uploads\\\/2022\\\/05\\\/logo-dynseo-new.png\",\"contentUrl\":\"https:\\\/\\\/www.dynseo.com\\\/wp-content\\\/uploads\\\/2022\\\/05\\\/logo-dynseo-new.png\",\"width\":5073,\"height\":1397,\"caption\":\"DYNSEO\"},\"image\":{\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/#\\\/schema\\\/logo\\\/image\\\/\"}},{\"@type\":\"Person\",\"@id\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/#\\\/schema\\\/person\\\/78ef63df2ee64e0989bc68f8401b38d6\",\"name\":\"DYNSEO\",\"url\":\"https:\\\/\\\/www.dynseo.com\\\/en\\\/author\\\/justine\\\/\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"Psychosocial Risks (PSR): 10 Difficult Everyday Situations and How to Respond - DYNSEO - Educational apps &amp; brain training apps for all","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/","og_locale":"en_US","og_type":"article","og_title":"Psychosocial Risks (PSR): 10 Difficult Everyday Situations and How to Respond - DYNSEO - Educational apps &amp; brain training apps for all","og_url":"https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/","og_site_name":"DYNSEO - Educational apps &amp; brain training apps for all","article_published_time":"2026-08-18T19:34:14+00:00","article_modified_time":"2026-08-18T19:37:14+00:00","og_image":[{"width":1080,"height":540,"url":"https:\/\/www.dynseo.com\/wp-content\/uploads\/2025\/04\/DYNSEO-demande-de-PCH-avec-nos-programme-de-jeux-de-memoire4.png","type":"image\/png"}],"author":"DYNSEO","twitter_misc":{"Written by":"DYNSEO","Est. reading time":"23 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"Article","@id":"https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/#article","isPartOf":{"@id":"https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/"},"author":{"name":"DYNSEO","@id":"https:\/\/www.dynseo.com\/en\/#\/schema\/person\/78ef63df2ee64e0989bc68f8401b38d6"},"headline":"Psychosocial Risks (PSR): 10 Difficult Everyday Situations and How to Respond","datePublished":"2026-08-18T19:34:14+00:00","dateModified":"2026-08-18T19:37:14+00:00","mainEntityOfPage":{"@id":"https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/"},"wordCount":4557,"publisher":{"@id":"https:\/\/www.dynseo.com\/en\/#organization"},"image":{"@id":"https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/#primaryimage"},"thumbnailUrl":"https:\/\/www.dynseo.com\/wp-content\/uploads\/2025\/04\/DYNSEO-demande-de-PCH-avec-nos-programme-de-jeux-de-memoire4.png","articleSection":["Advice from our coaches"],"inLanguage":"en-US"},{"@type":"WebPage","@id":"https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/","url":"https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/","name":"Psychosocial Risks (PSR): 10 Difficult Everyday Situations and How to Respond - DYNSEO - Educational apps &amp; brain training apps for all","isPartOf":{"@id":"https:\/\/www.dynseo.com\/en\/#website"},"primaryImageOfPage":{"@id":"https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/#primaryimage"},"image":{"@id":"https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/#primaryimage"},"thumbnailUrl":"https:\/\/www.dynseo.com\/wp-content\/uploads\/2025\/04\/DYNSEO-demande-de-PCH-avec-nos-programme-de-jeux-de-memoire4.png","datePublished":"2026-08-18T19:34:14+00:00","dateModified":"2026-08-18T19:37:14+00:00","breadcrumb":{"@id":"https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/#breadcrumb"},"inLanguage":"en-US","potentialAction":[{"@type":"ReadAction","target":["https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/"]}]},{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/#primaryimage","url":"https:\/\/www.dynseo.com\/wp-content\/uploads\/2025\/04\/DYNSEO-demande-de-PCH-avec-nos-programme-de-jeux-de-memoire4.png","contentUrl":"https:\/\/www.dynseo.com\/wp-content\/uploads\/2025\/04\/DYNSEO-demande-de-PCH-avec-nos-programme-de-jeux-de-memoire4.png","width":1080,"height":540,"caption":"Keep your brain in shape with our fun applications"},{"@type":"BreadcrumbList","@id":"https:\/\/www.dynseo.com\/en\/psychosocial-risks-psr-10-difficult-everyday-situations-and-how-to-respond\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Accueil","item":"https:\/\/www.dynseo.com\/en\/"},{"@type":"ListItem","position":2,"name":"Psychosocial Risks (PSR): 10 Difficult Everyday Situations and How to Respond"}]},{"@type":"WebSite","@id":"https:\/\/www.dynseo.com\/en\/#website","url":"https:\/\/www.dynseo.com\/en\/","name":"Jeux de m\u00e9moire et stimulation cognitive","description":"DYNSEO, and your brain is a new hero!","publisher":{"@id":"https:\/\/www.dynseo.com\/en\/#organization"},"potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/www.dynseo.com\/en\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"en-US"},{"@type":"Organization","@id":"https:\/\/www.dynseo.com\/en\/#organization","name":"DYNSEO","url":"https:\/\/www.dynseo.com\/en\/","logo":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/www.dynseo.com\/en\/#\/schema\/logo\/image\/","url":"https:\/\/www.dynseo.com\/wp-content\/uploads\/2022\/05\/logo-dynseo-new.png","contentUrl":"https:\/\/www.dynseo.com\/wp-content\/uploads\/2022\/05\/logo-dynseo-new.png","width":5073,"height":1397,"caption":"DYNSEO"},"image":{"@id":"https:\/\/www.dynseo.com\/en\/#\/schema\/logo\/image\/"}},{"@type":"Person","@id":"https:\/\/www.dynseo.com\/en\/#\/schema\/person\/78ef63df2ee64e0989bc68f8401b38d6","name":"DYNSEO","url":"https:\/\/www.dynseo.com\/en\/author\/justine\/"}]}},"_links":{"self":[{"href":"https:\/\/www.dynseo.com\/en\/wp-json\/wp\/v2\/posts\/759643","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.dynseo.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.dynseo.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.dynseo.com\/en\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/www.dynseo.com\/en\/wp-json\/wp\/v2\/comments?post=759643"}],"version-history":[{"count":7,"href":"https:\/\/www.dynseo.com\/en\/wp-json\/wp\/v2\/posts\/759643\/revisions"}],"predecessor-version":[{"id":759662,"href":"https:\/\/www.dynseo.com\/en\/wp-json\/wp\/v2\/posts\/759643\/revisions\/759662"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.dynseo.com\/en\/wp-json\/wp\/v2\/media\/150367"}],"wp:attachment":[{"href":"https:\/\/www.dynseo.com\/en\/wp-json\/wp\/v2\/media?parent=759643"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.dynseo.com\/en\/wp-json\/wp\/v2\/categories?post=759643"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.dynseo.com\/en\/wp-json\/wp\/v2\/tags?post=759643"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}