What can I do at work to help someone when their reactions make sense to them but not to other people?

Short answer

A reaction may make sense from information or demand you cannot see.

What this can look like

A strong reaction may follow a sudden priority change, conflicting instructions or a day with no room to recover.

Why it can happen

Ask what happened, what changed and what would make the next situation more workable. Understanding context does not remove standards or boundaries; it makes them possible to meet fairly.

What might help

Pause, clarify facts and lower unnecessary heat. Discuss what happened after the immediate demand has passed.

What the research helps explain

A broad work pattern can be shaped by task demands, health, stress, recovery, environment and support. Public information can help leaders improve conditions and have better conversations; it cannot decide what label, if any, applies to a staff member.

What can vary

Do not diagnose, compare suffering, demand private information or assume that visible output tells you the full cost. New, severe or concerning changes may need appropriate professional advice.

For this situation

For you, seek clarification before making a character judgement.

More info and original sources

Poko summarises the relevance of public original sources and links out for anyone who wants to read more.

• About psychosocial hazards — Australian guidance on identifying and managing work conditions that can create psychosocial harm.
• Executive Functions — Explains attention, working memory and flexibility as distinct, context-sensitive processes.