Querulants: When Complaining Becomes Problematic
Month: May 2025
In almost every organisation you will find people who express criticism or file a complaint. Not only is this normal, it can also be valuable. However, what if the complaining takes on obsessive forms? When someone completely immerses themselves in a conflict, wants to be right at all costs and in doing so causes harm to themselves and others? Then we speak of querulant behaviour.
What is querulant behaviour?
The term ‘querulant’ comes from the Latin word “querelare”, which means ‘to complain’. In scientific literature it is referred to as querulous paranoia:
“A pattern of behaviour in which someone continues to pursue a personal grievance in an unusually persistent manner, with serious damage to his or her economic, social, and personal interests, and with disruptive consequences for the authorities that try to deal with the complaint.”
Querulants differ from ‘normal’ complainants in their extreme persistence and the disproportionate amount of time and resources invested in their struggle. Their behaviour is experienced as increasingly intense, hostile, and coercive by those around them.
Types of Querulants
There are roughly three types:
- Unusually persistent complainants: this type is most often seen in organisations. This person feels seriously disadvantaged by a group or system.
- Vexatious litigants: they litigate persistently and often without proper or comprehensible substantiation.
- Unusually persistent petitioners: those who continue to submit petitions or requests.
The first group is the most relevant for organisations. What sets them apart is a deep-rooted sense of justice that is often accompanied by a desire for public recognition and satisfaction. They demand that ‘the truth’ be recognised – ideally publicly – and will continue to fight until they believe this happens. A settlement is almost never an option.
What drives and characterises this person?
- A strong sense of injustice that has been done to them.
- Rigidity.
- The firm belief that only they are right.
- Psychological factors such as narcissistic or paranoid personality traits.
- In some cases, paranoid delusions.
The querulant sees his complaints and pushy behaviour as morally right and socially very important. In their eyes, setbacks that come their way during the struggle only confirm that 'the system' is wrong and unfairly against them.
Characteristics of querulant behaviour?
- Repeated complaints, legal proceedings or objections, even if unfounded or illogical.
- Refusal to compromise or mediation or a reluctance to engage in conversation.
- An intimidating, hostile attitude.
- Very extensive, coercive communication, including irrelevant information.
- No receptiveness to arguments from the opposing party.
- Inability to self-reflect.
- No attention or interest in the emotional burden and damage to individual victims.
In practice, we often see that querulant behaviour coincides with stalking: in addition to procedures, a specific person is repeatedly and personally harassed.
What is the impact?
The impact and damage are huge. In addition to the emotional damage, which sometimes leads to traumatic experiences for employees, the querulant demands a great deal of time from those who must deal with the complaints. It regularly leads to employee absenteeism.
The trend seems to be that organisations are increasingly struggling with querulant behaviour, and in doing so, they often do not sufficiently realise that it is a psychologically complex phenomenon that cannot simply be stopped.
To limit further damage and prevent escalation, a thorough analysis, expert interpretation and a customised approach are required.
What can DANTES do for you?
We have expertise and years of experience in guiding organisations that deal with querulants. We offer:
- Psychological analysis and advice in individual cases.
- Guidance in setting up sustainable communication and complaints procedures.
- Support in conflict and risk management.
- Psychological support for employees and prevention of further traumatisation.
- Trainings for employees and managers on dealing professionally with complaints and complaining behaviour.
If your organisation is dealing with such issues or you want to be better prepared for these kinds of situations, please contact us.
Bram B. van der Meer
#psychologie #conflicthantering #socialeveiligheid #HR #juridischezaken #klachtenprocedures #querulanten #traumapreventie
Psychological Safety in Organisations: from Policy to Trust
Month: May 2025
Psychological safety has been a hot topic of discussion in many organisations in recent years. We now even hear that people are starting to get tired of it, because everyone is talking about it:
“Let's stop being so oversensitive and overreacting to how someone behaves. Do your job and accept that not everyone can live up to your expectations.”
There is some truth in this, after all, the focus should be on performing tasks and achieving goals. And yes, the statement 'I feel unsafe' is sometimes said too quickly. We also see this in practice.
At the same time, we need to take social safety seriously. There are many misunderstandings about what the concept actually means, and about the nature and extent of transgressive behaviour in the workplace. We regularly see serious and persistent insecurity, with major consequences for everyone involved.
Workplace Violence
The concept of ‘psychological safety’ often suggests sexual misconduct; suggestive comments, inappropriate jokes and touching. While these should most definitely be taken seriously, sexually inappropriate behaviour is only part of the problem.
Also consider:
- stalking,
- persistent bullying or exclusion,
- filing persistent complaints,
- intimidation,
- or false accusations.
You can imagine that such behaviour – especially if it does not stop and becomes increasingly intense – is very damaging. Not only for the direct victim, but also for colleagues, family members and other bystanders. In some cases, it even damages the reputation of the organisation.
What is important here is that only 15 to 20% of such incidents are known to managers or authorities. The willingness to report is low - a theme we published about previously. The article can be found on this page.
Lessons from ten years of practical experience
Higher education institutions in the Netherlands were leaders in actively tackling unsafe behaviour on campus. At the time, I was actively involved in setting up programs to address violence on campus.
We are now more than ten years further. In other organisations – both public and private – attention for a socially safe working environment is also growing.
What have I learned?
Social safety is often reduced to protocols and reporting procedures. But the core of the problem and the solution lies in:
- human relationships,
- trust in each other,
- and a healthy culture.
Real progress occurs when organisations:
- respond promptly and proactively to incidents and reports,
- make real personal contact with all involved,
- and create an organisational culture in which people feel safe to speak out.
From repression to prevention
The classic approach to social safety focuses on combating undesirable behaviour: reporting points, complaints procedures and sanctions. That is necessary – but not sufficient.
What is much more effective: a proactive approach, with a well-connected network of experts.
Such a team recognises risk signals in time, can act quickly and prevents damage – for victims, perpetrators and the organisation. Where this is lacking, serious matters remain unaddressed. Ignorance and lack of decisiveness ensure that risks are not recognised or are ignored.
This requires leadership. More than just rules. It requires a profound change in how we work together and support each other.
You don't organise safety from behind your desk.
- speak to people personally,
- have conversation skills,
- and take the time to understand the situation.
Victims often find it difficult to express what has happened to them. That is why personal contact in a safe setting, with sincere attention, is so important – not only for victims, but also for perpetrators and witnesses.
Unfortunately, what we often see:
- those involved must tell their story time and time again,
- are sent from counter to expert,
- lack of coordination and willingness,
- trust decreases – reporters drop out.
The director of psychological safety plays a key role in this. This individual has:
- strong social and communications skills,
- a relevant network within and outside the organisation,
- and the ability to take the lead and coordinate professionally
Proactivity, empathy and neutrality are crucial. The director knows how to act carefully, both individually and as part of a team, and keeps an eye on everyone involved in the situation.
Trust and independence
One of the biggest stumbling blocks in psychological safety is distrust in the organisation.
If reports lead to bureaucracy or people fear repercussions, they stay silent. That is why independence is essential. People only dare to speak out when a neutral, expert party is available to listen and think alongside them without judgement.
An accessible, personally approachable network of experts – who quickly make time for conversations – lowers the barrier to reporting and accelerates the path to solutions.
Psychological safety as organisational culture
Many organisations treat social safety as an obligation, something that is “part of it”. But real change only occurs when safety is embedded in the culture.
- leaders who make the topic open for discussion,
- teams that reflect on behaviour,
- and constructive feedback that is encouraged.
Sharing knowledge is crucial. E-learning and training help employees and managers to recognise signals, identify risks and actively work on a safe culture.
That makes the difference. Not a checklist or protocol, but an organisation in which people really feel heard, supported and safe.
DANTES helps to build strong safety teams
Does your organisation want to work on social safety not only on paper, but also in practice? At DANTES we support organisations in building professional and proactive threat assessment teams: Implementatie van Threat Assessment & Management Teams – DANTES
Get contact with us. We're happy to think along with you.
Rob Pel
Rob Pel has over 40 years of experience in the safety sector, 26 of which in higher education. He has done pioneering work in the field of social safety within higher education. At the Vrije Universiteit Amsterdam he developed and implemented the first 'expert team social safety & concerning behaviour' in Dutch higher education.
#socialeveiligheid #organisatieontwikkeling #vertrouwen #teamontwikkeling #Dantes