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[Audiobook] Workplace Essentials | Civility in the Workplace
How does incivility affect workplace productivity? Discover the vital role of civility in creating a harmonious and efficient work environment in this enlightening episode. We examine the various forms of uncivil behavior, from minor infractions like ignoring greetings to severe issues such as bullying and discrimination, and discuss their detrimental effects on organizations. Learn why recognizing and respecting social norms is essential for fostering a culture of respect and consideration.
We'll explore how civility boosts employee morale, productivity, and reduces stress and conflict. By fostering emotional intelligence and essential social skills, civility not only aids in personal growth but also effectively manages difficult personalities. Highlighting insights from Prime Minister Forney of the Johns Hopkins University Civility Project, the conversation delves into creating, enforcing, and educating about policies on civil behavior and promoting accountability in the workplace.
Lastly, we provide practical strategies for addressing workplace incivility and conflict, including various conflict resolution styles. Learn to conduct a thorough needs analysis, craft a comprehensive civility policy, and implement it effectively to establish a respectful and harmonious work environment. Whether it's through active listening, respecting co-workers' property and beliefs, or enhancing communication through nonverbal cues, this episode equips you with the tools to promote civility in your professional setting.
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
How does incivility affect workplace productivity? Discover the vital role of civility in creating a harmonious and efficient work environment in this enlightening episode. We examine the various forms of uncivil behavior, from minor infractions like ignoring greetings to severe issues such as bullying and discrimination, and discuss their detrimental effects on organizations. Learn why recognizing and respecting social norms is essential for fostering a culture of respect and consideration.
We'll explore how civility boosts employee morale, productivity, and reduces stress and conflict. By fostering emotional intelligence and essential social skills, civility not only aids in personal growth but also effectively manages difficult personalities. Highlighting insights from Prime Minister Forney of the Johns Hopkins University Civility Project, the conversation delves into creating, enforcing, and educating about policies on civil behavior and promoting accountability in the workplace.
Lastly, we provide practical strategies for addressing workplace incivility and conflict, including various conflict resolution styles. Learn to conduct a thorough needs analysis, craft a comprehensive civility policy, and implement it effectively to establish a respectful and harmonious work environment. Whether it's through active listening, respecting co-workers' property and beliefs, or enhancing communication through nonverbal cues, this episode equips you with the tools to promote civility in your professional setting.
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Civility in the Workplace. Module 1. Getting Started. Welcome to the Civility in the Workplace workshop. While a training program on workplace manners and courtesy may seem like overkill, the reality is rudeness is an epidemic costing industries millions a year. Indeed, what society seems to be gaining in terms of knowledge and technological advancement, it's losing on basic social values. Bosses freely intrude on subordinates' personal space, gossiping co-workers are the norm, and quality customer care has been forgotten. The result an environment not conducive to getting work done, dissatisfied clients aiming for the competition and, in some cases, blatant tolerance for abuse and harassment. To address the growing problem of incivility in the work setting, this workshop introduces the concept of civility, its importance to a company and typical causes and effects. Skills needed to effectively practice civil behavior, as well as different ways organizations can systematize civility in the workplace, will also be discussed. Module 2. Introduction. Module 2. Introduction.
Speaker 1:Failing to smile at co-workers or even just a tendency to smirk at a client's unusual request may not seem like much at first glance, but these seemingly innocuous behaviors can be costly in the long run. It's important, then, to be appraised of the nature of civility, its behavioral indicators and why its practice is imperative within an organization. In this module, you will be introduced to the concept of civility and the idea that even a little consideration can go a long, long way. Signs of uncivil behavior, its costs and rewards, as well as the case for promoting civility in the workplace, will also be discussed. Civility represents the social norms and rules that must be followed in order to positively and productively relate with others. When people hear the word civility, words that come to mind include respect, courtesy, tolerance, consideration and a rational approach to conflicts. Behaviors that threaten positive and productive relations with other people therefore constitute uncivil behaviors. You can be uncivil without meaning too. For instance, you simply assume that what's acceptable in one social context, say at your old workplace or at your home, is acceptable across all contexts. Or you can be uncivil intentionally. For example, you verbally attack a co-worker because you can't be bothered to provide reasonable accommodation. What behaviors can be considered uncivil? There are many. Here are just a few examples Failing to acknowledge another person's presence, ignoring other people's greetings and well-wishes, going past a coworker without so much as a nod or a greeting, using abusive language, being verbally abusive or using crude language, gossiping. It's uncivil behavior to both instigate and spread rumors against another person, regardless of whether the news seems accurate or relevant.
Speaker 1:Discounting employee contribution. Discounting means deliberately downplaying or ignoring the importance of another person's statement or work contribution. For instance, some members in a team may tend to cut off a person that they do not like during a brainstorming session. Taking credit, or, worse, compensation, for work that you did not do is also an example of discounting behavior. Bullying and intimidating co-workers. Threatening violence against co-workers who would report timesheet irregularities to management. Leveraging the power of clicks in order to ostracize particular individuals. Sabotaging individual and company efforts, intentionally not informing a co-worker of pertinent information. Discriminating against a particular individual or group. Attacking an individual based on intrinsic characteristics such as race, gender, age, mental ability and physical appearance. Practicing insensitivity against co-workers' needs, inability to pay attention to the feelings and needs of others, for example, not giving a grieving co-worker time off before demanding workplace attendance. Insensitivity may also come in the form of engaging in activities distracting to co-workers, for example, taking a cell phone call while in the middle of a meeting, not cleaning up the whiteboard as one leaves the training room and demanding attention from subordinates outside of the prescribed working hours. Practicing poor etiquette in dealing with correspondence, ignoring phone calls and emails, using company email to send private messages and discussing individuals in mailing lists as if they are not there. It's worth noting.
Speaker 1:Civility goes beyond mere good manners. Civility is about effective self-awareness and effective social awareness. You can't be an effective practitioner of civility until you recognize your place in the general scheme of things and learn to develop an appreciation for the unique contribution of everyone else. It's a delicate balance between pursuing self-interest and practicing self-control. For this reason, effective programs on civility must always be prefaced by a training workshop on attentiveness to self and others.
Speaker 1:The case against the stronger forms of uncivil behaviors, such as bullying and racial discrimination, is easy to build. After all, violence in the workplace can get an employee fired, if not arrested and sent to prison. But how about the softer, yet no less important acts of civility? Are there compelling reasons to give one's boss a warm hello every morning? Are there tangible benefits to making sure that you don't dump your folders in your neighbor's workstation? For the more subtle acts of consideration, the case for engaging in civil behavior seems harder to present, but not impossible.
Speaker 1:Consider the following three reasons why you should practice civil behavior 1. There's no escaping other people. Cliche as it may sound, no man is an island. You may be a self-starter and a person who takes pride in being able to work with minimal supervision. You may be blessed with innate talent that makes you indispensable in an organization, but you'd still need to rely on suppliers to create a product that will impress both stockholders and consumers alike. You still need the trust of your teammates in order to execute an idea and, whether you admit it or not, the positive regard of those who work with you will do a whole lot for your self-esteem. Unless you learn how to play nice, you'll never be able to make it very far, or at least your path towards success will be littered with landmines you could do without. In short, your survival in the modern world, a world where everyone is linked together, probably more so than in the past few decades, depends on civility.
Speaker 1:2. There are many benefits to practicing civil behavior. Civility is not lacking in the WIIFM factor or the what's-in-it-for-me factor. Some of the benefits of civility to an organization or an individual employee are even proven by empirical research. To begin with, civility helps create a positive working environment. Motivation theories support that happy and relaxed workers are productive workers and willing to go the extra mile for their company. On the flip side, disrespect and inconsideration on a job site is highly stressful and can contribute to workers' low morale. Indeed absenteeism and low employee retention is common in companies wherein civility is the norm. You can also expect that time better spent finding workable solutions to problems gets wasted in name-calling, scapegoating and face-saving.
Speaker 1:But, as importantly, the deliberate practice of civility can help a person grow as an individual. Civility teaches emotional intelligence. A person learns to control anger and frustration until an appropriate time comes to express them. They understand that there may be more important things at stake than a petty argument during a boardroom meeting. They reach goals set for self and others. Managing uncivil behavior also teaches social skills, such as conflict management and negotiation, skills which can be applied across many areas of life. 3. Lastly, it's the right thing to do. If anything else, civility is recommended because it's the right thing to do.
Speaker 1:Most of the world's accepted religion, philosophies and belief systems advocate consideration for one's fellow man. Indeed, isn't the golden rule? Do unto others as you would have done to you? To quote Richard Boyd, associate Professor of Government in Georgetown University. To fail to be civil to someone, to treat them harshly, rudely or condescendingly, is not only to be guilty of bad manners, it also, and more ominously, signals a disdain or contempt for them as moral beings. Violence and ill will against other people, regardless of degree, never brings anything positive to a work environment. Indeed, even the current political landscape advocates tolerance and equality, cooperation and mutual support. The world is already past the age where it's each man for himself, where self-interest in pursuit at all cost. We can afford to be more polite and above irrational reactions.
Speaker 1:A huge source of stress at work is the need to adjust to different personalities. Each person is unique and even when you're dealing with a responsible and emotionally mature coworker, friction is inevitable, simply because the other person will never be exactly like you. But the stress of interacting with coworkers is multiplied a hundredfold when the other person doesn't just have a different personality, but also a difficult one. What may be considered as a difficult personality? The answer is subjective. A difficult personality for one person need not be a difficult personality for another. But usually people perceived as difficult are those who manifest inflexible extremes of personality traits. For instance, while being controlling is a desirable trait in a manager after all, a manager's job is to control what is happening in a workplace being excessively controlling would just make the people under the manager's care feel stifled or even abused. Recognition of the need to consult co-workers about major company decisions is a good thing, but when an employee consults everyone else on almost everything, to the point that the constant consultation is already dependency in disguise, then the person becomes difficult to work with.
Speaker 1:When working with a difficult personality, most people's immediate response is an unhelpful one, a response aimed more at relieving personal stress than creating a more workable relationship. For instance, there is a tendency to avoid dominant personality types, lecture the overly dependent and exact vengeance on the passive-aggressive. The result is an endless cycle of dysfunctional relating that creates more problems than it solves. Civility is one of the best ways to deal with difficult personalities in the workplace. Civility sets the stage for effective communication.
Speaker 1:In many ways, dealing with difficult personalities is simply a matter of setting and negotiating boundaries. After all, difficult personalities are not bad people. They just have a fixed way of relating and may need feedback from peers in order to adjust. As importantly, civility creates a positive atmosphere which allows people to see beyond the obvious implications of people's behavior. For instance, many supposedly difficult personalities are simply people who have needs that are not being functionally addressed. You may see your co-worker as annoying when they simply crave attention and recognition. It's also possible that your difficult co-worker is merely channeling anger and frustration from their personal life into their workplace. When you engage in civil behavior with your co-worker, you provide more opportunities for supportive interaction and empathy, which opens the door to fixing your problematic interaction with one another.
Speaker 1:While incivility can be perceived as innocuous behaviors, they can significantly affect the company's bottom line. Incivility has direct impact on company productivity, sales and customer retention. Civility, on the other hand, can improve all these areas considered as relevant in the running of a successful organization. This section is a mere introduction to the idea that incivility in the workplace has negative consequences, while civility has more to offer than simply peaceful working conditions consequences, while civility has more to offer than simply peaceful working conditions.
Speaker 1:Jane, a new hire in a consultation firm, is competent at her job but often has trouble keeping her appearance in order. Her boss berates her for this, often in full view and hearing of other staff members. Jane has even heard her boss refer to her as a hag. She hears other employees calling her names behind her back and she feels ostracized from her peers. Jane has made several attempts to meet her boss's expectations for dress, but never succeeds because her boss never explained exactly what was expected. His tendency to demean and berate Jane leaves her extremely unhappy and erodes her self-confidence. Jane ended up leaving her job after less than seven months.
Speaker 1:Module 3. Effective Work Etiquette. Promotion of civility within the workplace starts with at least promotion of basic workplace etiquette. Workplace etiquette refers to unwritten rules or norms of acceptable conduct within a professional environment. Violations of workplace etiquette are not always punishable by company law, but ignoring etiquette guidelines has considerable consequences for an employee or a business entity. In this module you will be introduced to some tips for practicing workplace etiquette. In particular, tips related to proper greeting, respect, involvement and political correctness will be discussed. Respect, involvement and political correctness will be discussed. The seeds of civility can be planted in an organization by encouraging every employee to greet their co-workers, as is befitting the professional nature of the work environment. What rules of greeting etiquette are worth remembering? Consider the following Formal greetings Always give a formal acknowledgement of another person's presence, regardless of that person's rank.
Speaker 1:Starting an interaction with greetings is a way of establishing rapport with new acquaintances and maintaining rapport with old ones. A good morning, afternoon, evening is an excellent way to initiate and maintain a positive relationship with a co-worker, client or business partner. In the same vein, greetings are best followed by expression of sincere interest in the person that you saw or met. For example, you can reply to an exchange of good morning with how do you do, or how are you doing today. When used as a greeting, questions like how do you do Are not meant to be answered in great detail. You can consider them as a polite way of asking about what is going on with people's lives. An appropriate reply can be as short as I am doing. Very well, my son graduated from high school yesterday and the family is thrilled how about you? How are things at your end? You and your co-worker can always schedule a longer chat at a more appropriate time.
Speaker 1:Informal greetings Informal greetings can also be a great way of developing civility in a workplace. If familiarity is already established among co-workers or when expressly invited to, informal greetings can set up positive working relationships in an organization. The use of hi and hello can put co-workers more at ease with each other and set the foundation for social awareness. Non-verbal greetings such as smiles, taps on the back, a handshake, a high-five, are also ways to develop civility within the workplace. Note, though, that it is not recommended to assume any familiarity, unless expressly invited to Other etiquette rules worth considering when it comes to greeting.
Speaker 1:Greeting etiquette can be a seminar workshop on its own. The topic can't be comprehensively covered in one module. It helps, however, to remember a few simple rules when sending and receiving greetings. Give greetings the attention that they deserve. Saying good morning to an entering staff member while you remain busily sorting folders on your desk can actually come across as uncivil instead of civil behavior. Instead, pause whatever it is you're doing, even for a few seconds to offer your pleasantries. Establish eye contact. Stand up when greeting a superior or a client. Even step from behind your desk to offer a handshake, if necessary. Make the other person feel that you're greeting them because you want to, not because you have to Remember that greetings are not limited to face-to-face conversations.
Speaker 1:Even when sending and receiving written correspondence, including electronic communication such as email or an instant message, it is recommended that you begin and end your letter with a greeting. Dear name is the traditional greeting for written and electronic correspondence. The word dear is acceptable for both formal and informal communication. Greetings hope all is well at your end are also acceptable. Salutations. Letter closings can include greetings like best regards in appreciation of your end are also acceptable salutations. Letter closings can include greetings like best regards in appreciation of your message and cheers.
Speaker 1:In business settings, rank and professionalism matters. Make sure that you're always sensitive to the power dynamics in an organization when offering greetings. For example, avoid addressing your boss using their first name or nickname, unless given permission to. The questions of who should initiate a greeting and when to offer a greeting Are often debated, but a good rule of thumb is to always initiate a greeting as soon as you see another person, regardless of rank. After all, you can't go wrong with courtesy. The exception is when the other person is otherwise engaged and will likely construe your greeting as an interruption instead of a pleasantry. Greetings must also be appropriate to the context. You can't offer a cheery greeting when the mood is grim or solemn, such as during the aftermath of a workplace accident.
Speaker 1:It may be said that the foundation of civility is respect. Respect refers to positive esteem for another person, one that demands both deferential and considerate behavior. Respect is commonly perceived as something persons of higher rank demand from their subordinates. In reality, though, respect is something every person, regardless of rank, should offer those they interact with. In many ways, respect can be summarized in terms of attitudes. When you respect another person, you understand that they are a person of worth, which in turn demands that you treat them ethically. A co-worker's worthiness of respect has little to do with their job performance. All people are deserving of respect, regardless of their contribution to an organization. Respect may also be conceptualized in terms of boundaries.
Speaker 1:Every individual requires work space in order to perform their task effectively. Intruding on this workplace for instance, speaking loudly when you know someone is conducting a task that requires mental concentration, can be a sign of disrespect. What are the ways you can show respect for your co-workers? The following are just a few ways to consider Practice active listening. Every person deserves to be given attention when they're communicating. In fact, it's recommended that employees make a habit of encouraging their peers and contributing more to the discussion. More importantly, give each person's message fair consideration. Just because a suggestion came from someone not considered as a subject matter expert doesn't mean that the suggestion is automatically without merit. Active listening will be discussed in more detail in a later module.
Speaker 1:Respect your co-worker's property. Disrespect in the workplace plays itself not just through face-to-face interactions, but also through lack of consideration for co-workers' belongings and workspace and privacy. For instance, it's not uncommon in offices to have issues regarding missing lunches from the kitchen or missing pens and staplers from a desk. Clarify from the onset what is to be considered office property and personal property. Better yet, establish rules and guidelines when it comes to using any and all equipment and materials from the office. For instance, should reservations be first made before using a meeting room. These rules and guidelines can go a long way in maintaining civility in the workplace.
Speaker 1:Respect the right to own beliefs. Most companies advocate diversity in the workplace. Diversity means that you'll have people of different religions, political beliefs, abilities, traditions and values working in the same organization. For as long as a person's faith and beliefs do not interfere in their work performance, there's no reason for said faith and beliefs to be an issue in the company. And definitely no manager or co-worker has cause to compel a person to convert religion and abandon belief systems. A healthy debate is okay, but only for social purposes and not as a way to discriminate or bully.
Speaker 1:Use your co-worker's time wisely. A little known way you can practice respect in the workplace is by respecting your co-workers' time wisely. A little-known way you can practice respect in the workplace is by respecting your co-workers' time On the job site. Time is an important commodity, especially when there is much to be done and employees are paid on an hourly basis. Don't waste your co-workers' time with idle gossip or unimportant concerns. Keep meetings short and to the point and schedule appointments instead of ambushing. These little acts of courtesy may not look like much at first glance, but they will surely be appreciated by those with lots to do and think about.
Speaker 1:Involvement refers to an active participation in the activities of an organization and its community of people. For instance, employees who practice involvement make it a point to get to know what programs their HR department is doing for them and participate actively in these programs. There is a feeling of personal investment in how the company is doing. Great sales are a source of personal pride because you know you have helped make the company's success happen. Involvement also demands that you don't just content yourself with getting the tasks in your job description done. Instead, you're on the constant lookout for ways to make yourself an active part of the system. When the system is experiencing problems, you don't view yourself as merely caught in the crossfire or a victim. Instead, you see yourself as a potential agent of change. You jump at opportunities to better your group as soon as the opportunity presents itself and you don't wait to be told what must be done, you take the initiative to inquire how you can be of help.
Speaker 1:Political correctness, commonly abbreviated as PC, is a way of addressing and, at times, behaving towards other people that takes special care to not be offensive toward others. Political correctness is based on the idea that language captures attitudes and potentially insulting language, even if delivered unintentionally by a speaker, can communicate and perpetuate prevailing negative attitudes against people commonly discriminated against. An example of political correctness is the use of the term persons with disabilities instead of disabled person. This is to ensure that the premium when addressing persons with hearing, visual, mobility, impairment and any other disability is their personhood instead of their limitations. In fact, the word challenged is preferred in some social circles as opposed to impaired, for example, vertically challenged instead of height impaired, in order to communicate the idea that a disability need not mean lack of capability. Another example of political correctness is the use of gender sensitive language Titles that specify a particular gender, when a position can be held competently by any gender, need to be reframed in order to be gender-neutral. For example, the chairperson is preferred to chairman and cleaner is more acceptable than cleaning lady.
Speaker 1:Contrary to popular belief, political correctness is not lying. Neither is it sugarcoating the harsh truth for people concerned or patronizing individuals who could otherwise defend themselves. Instead, it's a way of positively reframing statements that box some members of the population into negative stereotypes. It is, however, possible to overdo political correctness to the extent that the positive spirit behind it becomes an object of ridiculous Note. Political correctness doesn't just cover language, but behavior and other non-verbal communication as well. For example, it is considered as politically correct to take away activities that favor one belief system or religion when conducting activities aimed for the general public. Using Jesus or Allah in community prayers designed for an audience composed of more than Christians and Muslims is politically incorrect behavior.
Speaker 1:Carrie owns a coffee shop in a large city. Her employees are encouraged to be observant and to act on their observations. For instance, her employees volunteered to learn sign language after noticing a number of their customers were hearing impaired. They are also encouraged to report potential problems, along with proposals on how to fix them. Carrie is also always looking for advocacies and charities that she can promote and just recently teamed up with a local shelter that one of her employees volunteers at to raise money to keep it open. She wants both her employees and her customers to feel valued and cared for when they are at her shop.
Speaker 1:Module 4. Costs and Rewards. This module explains how subtle and blatant acts of rudeness and inconsideration in the workplace equate to lesser revenue, higher employee turnover and millions of funding spent responding to litigation. This module will also present how the opposite is true, that civility in the workplace means greater profits, higher employee engagement and harassment-free working conditions. As mentioned previously, uncivil behavior seems harmless, with its cost limited to probably a petty argument now and then or the disgruntlement of a boss, peer or subordinate. But experience and research reveal that the impact of incivility in an organization is more serious than what meets the eye. Consider the following negative effects of incivility in the workplace High employee turnover.
Speaker 1:Fact is, incivility in the workplace is a top reason for employee resignation. It has been reported that one in eight targets of incivility leave their jobs to escape the stressful situation. Even individuals who enjoy their company's compensation and are working a job they dreamed about would feel compelled to find another job when harassed, bullied and disrespected by their co-workers on a regular basis. A high attrition rate in a company is a costly situation for management. Not only will companies have to incur the extra expense of recruiting, screening and training replacements. But the investment of having trained the staff members who leave never gets recouped. Poor company productivity Even if employee turnover rate remains stable.
Speaker 1:Incivility creates roadblocks to the maximization of company resources, including manpower. Rudeness from co-workers creates stress in the workplace, which makes it difficult for employees to concentrate. Creativity suffers. Who can come up with great ideas when there's the anticipation that ideas will just be discounted or ridiculed? Stress at the workplace due to incivility can even spill over to an employee's personal life. A study revealed that 16.7% of a random sample of residents experience severe disruption of their lives from workplace aggression. More alarmingly, incivility can create a chain reaction that will ultimately lead to company loss.
Speaker 1:Consider the following quote from a study on incivility by Pearson and Porth in 2005. Our research shows that when targets believe that someone at work has treated them disrespectfully, half will lose work time worrying about future interactions with the instigator, and half will contemplate changing jobs to avoid a recurrence. One-fourth of research respondents who feel that they have been treated uncivilly will intentionally cut back their work efforts. A few will steal from their instigators or their organizations, some will sabotage equipment. Most will tell friends, family and colleagues about how badly they have been treated. In the worst case, some targets of incivility will exit Health costs.
Speaker 1:Health-related costs due to workplace stress mean financial losses for companies, and incivility in the workplace is a significant cause of workplace stress. The financial liability of a company for one employee who develops heart problems and or anxiety disorders due to workplace stress can run into thousands of dollars, depending on the gravity of the developed health issue. Low customer retention Incivility in the workplace doesn't occur in a vacuum, as employees don't just interact with one another, they also interact with customers and clients. The importance of quality customer care has been underscored in many writings. Quality customer care adds to the company brand and ensures that customers don't just feel engaged in patronizing a company, but also eager to come back for repeat business. In today's age, when a consumer has many options to choose from, it may just be civility from company employees that will serve as a business competitive advantage.
Speaker 1:Lawsuits and Settlements. Let us not forget incivility in the workplace can also result in critical incidents that can progress into a court case. Persons victimized in the job site are encouraged by many today to act on their situation and file a lawsuit in defense of their rights and when proven to be wronged, the resulting payoff in terms of damages can be quite high. And even if worker disputes don't appear in front of a judge, it can still cost a company. A Time magazine article, for example, reported that the average front of a judge. It can still cost a company. A Time magazine article, for example, reported that the average executive of a Fortune 1000 company spends as much as 13% of their time mediating worker disputes.
Speaker 1:A steady decline in company values and culture. Studies reveal that aggression begets aggression and that even low-intensity acts of aggression in the workplace can spiral into serious problems when left unaddressed. Hence, even mild interpersonal conflicts can progress to actual shouting matches that disrupt work. If unattended and over time, the repeated protection of instigators by management can erode the company culture and communicate that incivility is not just tolerated but also considered as a way to become part of the team. Incivility in the workplace can cost companies a lot of money. On the flip side, though, civility can also save organizations on costs. In fact, civility can help companies earn greater revenue and survive in the cutthroat world of competitive business.
Speaker 1:The following are just some of the rewards of civility in the workplace Employee satisfaction and engagement. A study of workplace civility examined numerous companies over a five-year period. The conclusion workers' strong positive emotions correlate reliably with corporate financial success, and workers' positive emotions include a sense of being treated with respect, civility. It is for this reason that many companies, including Costco, ikea and the container store, advocate positive relationships with employees. They have significant annual profits, pay valued quarterly dividends and monthly sales increases and because of those workplace packages their employees are loyal and the company is less likely to incur the turnover losses mentioned in the previous section.
Speaker 1:Increased customer return If incivility can turn a company's patrons sour, the opposite can guarantee a company a solid and loyal market base and, regardless of what product or service is being sold by a business, return customers are very important as they generally cost less to court, thus earning the company more Improved company branding. Civil behavior among employees can be a plus to a company's reputation and in the business world, a good name can be everything. A company known to have a pleasant working atmosphere within it will draw all the best names in the job pool and will even have professionals lining up to be of service. The company's good name is also an integral part in finding investors, suppliers and, as mentioned previously, loyal customers. In finding investors, suppliers and, as mentioned previously, loyal customers.
Speaker 1:There are many possible causes of incivility. Prime Minister Forney, the co-founder of Johns Hopkins University Civility Project, describes four causes of incivility. These four are lack of self-restraint. Incivility in any context can be easily avoided, or at least controlled, if individuals will actively practice self-restraint. For instance, annoying conduct by a co-worker need not be recognized. If you're dealing with an attention seeker, the move may actually be counterproductive. And even in situations when anger and frustration are warranted, self-restraint can spell the difference between assertive and aggressive communication. Emotional intelligence demands that one must be able to express one's feelings in such a way that is always cognizant of constructive goals. If you desire to fix problem behaviors in your co-worker, then stooping to their level will not to get the job done.
Speaker 1:Anonymity Studies have shown, and even casual observation will verify, that people have less inhibition when they know that they can't be made accountable for their actions. You're more likely to rudely address a waiter that you will never see again than your office's assistant who can still spike your coffee. People are more likely to say insulting things about a boss or a peer on an online community forum where one's identity can be hidden. In fact, it's questionable if a ranter on social networking sites such as Facebook, twitter and various blogs and personal sites would have the nerve to say the things they write about straight to the face of the object of their vitriol Stress.
Speaker 1:A considerable amount of incivility in the workplace can be traced to both personal and work-related stress. The workplace, after all, can be a pressure cooker In this day and age. Many workers endure the minimum standard of working conditions for compensation, disproportionate to work that they put it In light of the ongoing economic crisis. There's always threat of getting demoted, fired or laid off. Having to survive on a daily basis means less time for rest, recreation and self-care. It's not impossible, then, for workers to channel their fatigue, frustration and even depression on the individuals that they interact with on a daily basis. The ability to react to a provoking event may also be diminished by the experience of stress the pursuit of individualism in the society of equals.
Speaker 1:Forney also suggests a more philosophical route of incivility today the attitude that it has to be each man for his own and that expressing oneself in the most authentic way possible is a right and an entitlement. For instance, there are people who feel entitled to talk as loudly as they can in a restaurant because they're paying for the meal and the crew's service anyway. Some people believe that they have as much right as the other person to use the lavatory for as long as they can. There is also the attitude in some quarters that the workplace is survival of the fittest. If you can't deal with the pressure and fight back tooth and nail, then you should just get out or else be eaten by the system. Many reality TV shows, the plot lines of which revolve around contestants trying to gain the favor of an acerbic boss or judge, reinforces this way of thinking.
Speaker 1:Overcoming civility in the workplace can be a big challenge, especially in companies where blatant tolerance for explicit and implicit acts of rudeness is already the norm. But this doesn't mean it's impossible to create a civil workplace. The following are just some of the recommended interventions for creating greater civility in your company Create, communicate and enforce policies regarding civil behavior in the workplace. Organizations have the power to create the kind of culture they desire by making the practice of civil behavior part of company policy. The key is in being explicit from the very onset what is desired and expected behavior from managers and staff members alike. These policies should be included in the training program of each incoming employee. Predetermined consequences of uncivil behavior in the workplace must also be consistently enforced to ensure that civility ideals don't remain just words on paper. The creation of a company civility policy will be discussed in later modules.
Speaker 1:Screen job applicants for tendency towards uncivil behavior. Companies can create pleasant and ethical working environments by carefully choosing personalities who will make up the organization. It can only take one bully to create much distress in an organization, which is why it's important that persons with tendencies towards inconsideration, aggression and disrespect are filtered out from as early as the job interview. This may sound like common sense, but in reality, companies are willing to overlook personality traits that point to potential uncivil behavior when faced with an employee with impressive credentials and experience. Most instigators of incivility in the workplace are those in management, and competent managers are hard to find. It wouldn't be surprising if business owners and stockholders turn a blind eye to incivility just to keep top brass.
Speaker 1:Provide continuous education and training on civility. Civil behavior is a skill, and many cases of incivility are simply the result of lack of knowledge and or practice of skills needed to navigate the workplace in a respectful and considerate fashion. Companies are encouraged to regularly raise awareness on the costs of incivility, as well as keep employees trained in civility-related concepts such as gender sensitivity, harassment in the workplace, stress management, conflict management and workplace etiquette. Assigning advocates among management and staff members is also an excellent way to keep the momentum of civility training programs going. Practice regular self-assessment. If you want to create an environment that values civility, then you have to look no further than yourself. Make sure that you always look at your own behavior and identify the ways you contribute to workplace incivility. All people are guilty of uncivil behavior, some regularly, others on occasion. But this doesn't make it okay. Modeling civil behavior in your workplace can be the beginning of organizational change.
Speaker 1:Increase accountability and transparency in the company. Incivility in the workplace may persist because company setup makes it easy for acts of incivility to go unnoticed. If there is nothing keeping an employee from posting derogatory emails to co-workers anonymously, then the company is providing instigators with opportunity. If performance review is based only on the opinion of the immediate supervisor, then it gives supervisors leverage to treat subordinates as they wish. But if there is a system for accountability and transparency in a company, then there is a deterrent against instigators of incivility.
Speaker 1:Tammy, a mid-level manager at a law firm, worked under the owner's uncle. He was extremely rude and had an explosive personality, referring to women by rude, sexist names, tammy often received the brunt of his abuse. One day, her boss snapped and threatened Tammy, throwing a stapler at her. She was so scared she locked herself in her office and phoned the police. Even after all of this, the owner of the firm still refused to fire his uncle. Tammy chose to bring the case to court, where it was decided that the firm would pay her six months' worth of salary and pay for the therapy she required after the horrible circumstances. She worked under Module 5.
Speaker 1:Conflict Resolution Conflicts in the workplace are inevitable. To begin with, each person is different and no two people will ever agree on everything. This is a good thing. Creativity and synergy in a team is often born from the ability to make the most of diversity. Second, the workplace can be a high-pressure environment where anger, frustration and disappointment can take hold. When deadlines are right around the corner, when profits are not coming in, when ideas are all subpar, you can expect clashes with workmates to rise, but more so. Some issues, by nature, are so complicated that debate and discussion is the only way to go. The best way to deal with conflicts is to manage them. In this module, you will be presented with the different styles of conflict management as enumerated by Thomas and Kilman in 1972. The pros and cons of each conflict management style and their impact on civility in the workplace will also be discussed.
Speaker 1:As the term implies, the objective of the collaborating style of conflict management is to work together in coming up with an integrative resolution equally satisfying to the parties in conflict. It is closely related to the concept of finding a win-win solution to a problem, that is, no one party gets away as winner, but instead all parties walk away with a concession favorable to their interest. In the collaborating style of conflict management, there is a high premium on cooperation, supportive dialogue, recognition of each person's point of view and the merging of ideas to come up with solutions. Responsibility in the execution of the resolution is also shared by the parties in conflict. According to the Search for Common Ground, a non-profit organization that aims to transform conflict into cooperative action, there are four steps to cooperative conflict management 1. Raise the issue with the other person in a way that invites cooperation. 2. Listen to each other to discover your interests. 3. Create options, possible ways to solve the problem. 4. Develop an agreement that meets as many as possible both of your interests.
Speaker 1:As a conflict resolution style, collaborating has many advantages. For one, it may be considered as the most respectful, as it takes great pains in making sure that each side is listened to and each point of view is carefully weighed and considered before coming up with a solution. It also promotes positive feelings among parties in conflict, a key element in improving relations among those engaged in a divisive issue. Most importantly, collaborating communicates the idea that a solution can be reached if people will simply put their heads together. The main disadvantage of the collaborating style is that it is time-consuming and presumes that the parties involved are willing to consider and are skilled in assessing their opponent's point of view. Unless those in conflict are open to investing not just time but also attitudes of open-mindedness and consideration, the collaborating style of conflict management will not work If collaborating involves the merging of two different points of view. Competing is the opposite. Instead of working together, competing promotes seeing the other party as an opponent that must be challenged, if not defeated. The objective is clearly to win and for the other party to lose.
Speaker 1:There are many functional ways of dealing with conflict through competing. For instance, you can argue your case to an arbitrator and show, through logic and emotional appeal, that you are on the right end or that yours is the aggrieved party. Healthy competition is also not bad in an organization. For instance, it's not unheard of for some companies to decide a promotion based on which employee can clock in the best sales. And during crisis situations, when immediate action is critical, the competing style may be the best way of producing timely intervention. Competing, however, is vulnerable to underhanded tactics and victimization. There are some people who are willing to cross many lines to get to the end goal of winning. For instance, bullying and intimidation can be offshoots of a competing conflict management style. The same goes with the use of personal attacks and manipulation Under the table. Campaigns such as the use of bribery can also come about because of competing.
Speaker 1:The winner of the conflict is not always the person who is on the right, rather simply the person who holds the most power. Compromising, also referred to as bargaining, is the middle ground between collaborating and competing. When you compromise, just like when you engage in collaboration, you're willing to see the other person's point of view, but, unlike in collaborating, you don't aim to go so far as to find that ultimate solution equally favorable to both sides. Instead, you're willing to find even just the minimum workable solution and allow the sacrifice of some interests. A compromise is recommended when two parties are in a deadlock and neither side has plans to back down from the stand that they have taken. It is also recommended during the search for temporary solutions to a problem, such as during the time when the immediate goal is to pacify aggressive individuals. Compromise is also first choice for times when there's need or desire to find a quick resolution to a conflict.
Speaker 1:The accommodating style of conflict management involves sacrificing most, if not all, of your interests in order to satisfy or gain the favor of the other party. Basically, accommodating is deliberately taking a loss on the bargaining table. Accommodating can come about because a person feels threatened or intimidated by the other person, or perhaps from a lack of skills in assertiveness and negotiation. If this is the case, frequent use of accommodation can do more harm than good in a working environment. It tolerates abusive behavior and prevents long-term and effective resolutions from being implemented. But accommodating can also be a strategic move. Some parties choose to take a loss for some other gain, including courting the goodwill of the other party for future negotiations, or to simply maintain peace in the workplace. Accommodating is also the most advisable approach to take when you have realized that you are in the wrong or that what you're fighting for is not that relevant in the general scheme of things.
Speaker 1:As the term implies, the avoiding style of conflict management involves actively finding ways to steer clear of a problem situation and or simply not acting on the issue in contention. At first glance, avoidance seems like an immature and ineffective approach to handling disagreements in the workplace, and there are many cases when this is true, for instance, if your choice to pretend that bribery handling disagreements in the workplace. And there are many cases when this is true, for instance, if your choice to pretend that bribery doesn't exist in the workplace means that a serious problem within the organization gets ignored. Not speaking to your boss simply because you're scared of getting reprimanded for your poor performance is also an example of avoiding that does more harm than good. But there are cases when avoidance is strategic and recommended. When the issue in contention is petty and lacks bearing in the general scheme of things, then perhaps avoidance is the better choice. For instance, if you know that your co-worker is snapping at you because you're all very tired and pulling in over time, then it's better to disengage from the conflict. After all, the rude behavior you're experiencing is just a symptom of the moment's stress. Avoidance is also recommended when the act of engaging an opponent will result to more harm than good. Lastly, avoidance is recommended when the issue in contention is best postponed and or when parties in conflict need time and space to cool down.
Speaker 1:When one is prone to using avoidance as a conflict management style, it's important to discern there are larger personal and systemic issues that must be addressed. Avoidance, for example, is common among people suffering from low self-esteem and lack of assertiveness. It may also be indicative of authoritarian management. Perhaps you tend towards avoidance because you feel stifled and dominated by those in power. If avoiding the conflict is not for strategic purposes, then perhaps avoidance is not the best conflict management style to use. A company security force composed of guards and admin staff were taking heat for tardiness in submitting incident reports, which involves both groups. To complete, the admin staff blames the security guards for not checking in with them and the guards blame the admin staff for not having effective information dissemination and for being rude to them. Due to stress, both parties sat down together and aired out complaints and suggested solutions. After the dialogue, the feeling of antagonism and frustration lessened and agreed that they both wanted timely incident reports. The guards agreed to find out first thing, every shift, what is required of them that day, and the administrators created an information dissemination system and took stress management training.
Speaker 1:Module 6. Getting to the cause. Cases of incivility in the workplace do not exist in a vacuum. Most of the time incivility is caused, or at least maintained, by a bigger problem, perhaps in the system, perhaps in the individuals, perhaps in the individuals involved. Going straight to the root cause of the problem is one of the best ways of managing incivility in the workplace. It has a better chance of preventing further incidences compared to merely addressing symptoms. It also helps staff members get a bigger picture of the problem behavior.
Speaker 1:In this module you will learn about the importance of getting to the cause of incivility and some tools that can help in understanding the elements behind incivility in your organization. One of the laws of physics is that an object doesn't move unless there is force acting upon it. In the same vein, incivility in the workplace is rarely ever an isolated event. There are factors that directly and indirectly cause the act of incivility, and if the incident is a recurring event, there are factors that maintain it. Analysis of the root cause of incivility in the workplace may even reveal systemic issues that the whole company must address immediately. It is recommended, therefore, that managers and staff members don't just address the symptoms of incivility, but instead start the hunt for its root cause. As mentioned in a previous module, managers from Fortune 1000 companies companies which you would expect have better programs on organizational development spend a significant amount of time attending to disputes and disagreements among their subordinates. By targeting the cause, managers can use their time for better things and employees are less likely to get stressed by an environment that lacks consideration.
Speaker 1:It's important to note, identifying the root cause of a problem is a science, and it demands knowledge, skill and experience. On many occasions, cases where the causes seem obvious are not really straightforward. For example, intimidation in the workplace may not only be about an employee with anger issues. It could be about a manager who exercises favoritism, a company culture of passivity and lack of systems in the company that will penalize disrespectful behavior. To better understand the root cause of incivility in your organization, you must apply scientific tools and techniques of analysis. You must also be willing to make tentative but intelligent hypotheses, subject to scrutiny and study. More importantly, you must understand that the cause of incivility in an organization is not always other people. In systems such as organizations, every person contributes to the status quo. You are part of the cause of any active incivility in your workplace, either by your action or your inaction.
Speaker 1:A cause and effect diagram is an effective tool that you can use when trying to understand the potential causes of incivility in the workplaces. Also called the Ishikawa diagram after its inventor, kaoru Ishikawa, as well as the fishbone diagram, because it looks like the skeleton of a fish, the cause and effect diagram is a graphic tool that helps users identify, present and analyze the possible causes of a particular outcome. From a cause and effect diagram, you can see both basic causes of a situation or problem, as well as possible interactions among the different causes. Used correctly, the cause and effect diagram can also be a way to increase a group's awareness of the different factors surrounding a problematic event. How do you create a cause and effect diagram? The following are some simple guidelines to follow 1. Note that the diagram has two sides the cause side, which is on the left and occupies as much as 75% of the drawing space, and the effect side on the right. 2. Identify the consequence or effect that you want to understand. Place it on the effect box to the right. You may add a brief description so that the exact effect that you want to analyze would be immediately clear to the person looking at the diagram. Be as specific as possible when presenting the effect.
Speaker 1:3. Draw the spine of your diagram. The spine is a horizontal arrow pointing to the effect box. You can think of it as the vertebrae of your fishbone. 4. Identify as many possible main causes of the effect you are analyzing. The causes you will list may be an intelligent guess or may be born of empirical research. A problem in production, for example, may be caused by issues in the process of making the product, poor management of resources, inferior materials and faulty equipment. Here's a hint some researchers have ready categories that they use when coming up with the causes of particular situations. For instance, there are those who keep these six ready categories in mind Equipment, process, people, materials, environment and management. Others use easy-to-remember categories such as the four Ps policies, procedures, people and plant Five. Place all the causes you've identified inside boxes above or below the spine and create arrows directing from the cause to your diagram spine. If done correctly, your diagram will look like a fishbone with smaller bones branching out from the main vertebrae. 6. For each major branch, think of other specific factors which may have contributed to the cause. Attach them as sub-branches of the major branches. Add more detail as applicable. If smaller branches for the sub-branches are applicable, include them as well. For best results, challenge yourself or your group into a critical analysis of the problem situation by studying the problem from all angles.
Speaker 1:6. Now it's time to analyze your cause and effect diagram. Tips in analyzing your diagram include Is there a recurring cause, for example poor communication? Then perhaps it represents an area worth looking into. You may have stumbled upon the main cause which will account for most of the symptoms. Remember, in systems the cause and effect process is not linear but circular. Are there areas where you don't have much information? Then perhaps further investigation is needed in that area. Does there seem to be logical inconsistency in your diagram? Find out where the irregularity is coming from. You may have to challenge your assumptions. Keep on asking why questions. For example, if you've jot down no company policy as one of your causes, ask yourself why is there no company policy? Ask why again when you've come up with the answer. Very rarely is forgiveness included in soft skills training for the workplace. Many dismiss it as a spiritual concept that has no place in the corporate environment, but the reality is, regardless of your religious beliefs or faith orientation, the ability to both ask forgiveness and receive forgiveness can go a long way in creating a positive relationship among co-workers.
Speaker 1:What is forgiveness? Forgiveness is the process of closing anger, resentment and feelings of victimization that come after real or perceived offense. Many personal and interpersonal development gurus advocate what is called active forgiveness. Active forgiveness is the deliberate effort to start the forgiving process even though negative feelings from having been offended or victimized remain. It's basically saying, nope, I don't feel like bygones or bygones yet, but I'm going to make a decision to forgive and work on my feelings later. Note that forgiving doesn't mean that you condone the other person's negative behavior, nor is it an admission of weakness. Instead, forgiveness is saying that you are willing to move on to a less emotional state and find ways of rebuilding a relationship.
Speaker 1:Forgiveness is a healing exercise both for the person who forgives and the person who is forgiven. How can you start to forgive someone who has hurt and or wronged you? Consider the following tips Understand that holding on to a grudge is not healthy for you. You deserve to live a full life, free from emotional baggage and reactivity. Letting go of anger and resentment clears your mind and allows room for more positive thoughts and emotions. Not forgiving is tantamount to saying that the offense you've experienced is more powerful than your capacity to heal your life.
Speaker 1:Humanize the monster. What the other person did to you may seem like the act of the devil incarnate, but in most cases, people's motivations are less black than they seem. Perhaps your coworker has a tendency to gossip because they were a neglected child and crave attention from having a juicy tidbit to share. Maybe your co-worker is just not used to dealing with a personality like yours. Or it could be that they did what they did because they genuinely thought they were doing the right thing. Seeing the other person as a human being instead of a monster will make it easier for you to appreciate what prompted the behavior that offended you so much in the first place.
Speaker 1:Remember your own transgressions. You are not perfect. For sure you've hurt and offended other people as well, deliberately or by accident. Perhaps you may even be hoping for the forgiveness of another person yourself. When you can appreciate how every person can make a mistake, you'll be open to other people's mistakes. Know that you can choose to forgive even if the other person won't admit their fault. What if you never hear an admittance of guilt or an apology from the other person? Does this mean that forgiveness is impossible? Of course not. Forgiveness is not dependent on what the other person does. You can choose to let go of a grievance even if the other party chooses to hold on to their own. Lastly, if you want to work on your forgiveness of another person actively, find ways to get rid of your anger and resentment. You can use thought-stopping techniques to curb angry thoughts when they come unbidden. You can choose not to join in your co-workers' bashing. Better yet, you can go to the person who caused you pain and communicate that you have forgiven them. It's possible that your gesture will not be appreciated, and that's okay, but it's also possible that for the other person, your forgiveness means the world.
Speaker 1:Identifying the root cause of acts of incivility in the workplace and resolving it competently has the following benefits it points to what needs correcting. Analyzing cause and effect is basically looking for feedback. You want to know what works in a company and what needs to be eliminated or improved upon in order to make the workplace more conducive to productive and happy employees. When employees are skilled in troubleshooting issues early, the time lost from interpersonal skirmish can be lessened. It creates a culture open to change. It is company culture that is rigid and resistant to change that often gets into trouble, but when you are constantly analyzing root causes of uncivil behavior in your organization, you communicate a positive attitude towards implementing changes that is the best for everyone. Done correctly, it may even instill among employees the skill in thinking about issues in a systemic way, and hence problems may get addressed even without management telling the staff what to do. It prevents small issues from escalating into big conflicts. Research has consistently proven that small issues, when left unattended, can escalate into a bigger issue that will cost the company more and create more damage. This is called the glass window effect. Even small cracks in a glass window can result in the whole window breaking. Eventually. Getting to the root cause keeps things on a manageable level and ensures that little skirmishes do not progress to disasters. A non-profit organization that is staffed with people from several different organizations is having issues with their staff civility. Sometimes one group will take over the PR projects to advocate for themselves. Because of this, there is bickering and fighting. Stress also plays a part and the flare-ups usually happen after dealing with hundreds of clients every day. After creating a cause and effect diagram, the cause of the problem seems to be consistent a lack of pre-established procedures and protocols. The organization decides to create officer positions, to establish a definite chain of command and staffers will debate mission protocols with the understanding that hijacking the projects is not tolerated.
Speaker 1:Module 7. Communication Civility is not rocket science. To a large extent, civility is all about effective communication, sending messages clearly and completely and receiving messages accurately. But while many presume that communication occurs naturally, the reality is communication is a skill that must be studied, practiced and developed. There are many nuances to communication that would take time to understand. In this module we will discuss two kinds of communication that often result in misunderstandings in the workplace paraverbal communication and nonverbal communication. We will also present two skills that can help significantly improve communication in a company or organization. These two skills are listening and appreciative inquiry.
Speaker 1:Paraverbal communication refers to the messages that we send using our vocal intonation, pitch, volume, emphasis and pacing of words. Basically, paraverbal communication refers to how we say something, not the exact words we use. If you've ever heard someone tell you well, you sounded sad or the way you said that word, it's as if you're implying something then that person is likely referring to your paraverbal communication. Consider the way the sentence I didn't know that you wanted to buy that dress changes meaning if you change the word emphasized I didn't know that you wanted to buy that dress. I didn't know that you wanted to buy that dress. I didn't know that you wanted to buy that dress. I didn't know that you wanted to buy that dress. I didn't know that you wanted to buy that dress. I didn't know that you wanted to buy that dress. I didn't know that you wanted to buy that dress. Depending on the word you choose to emphasize, you can be chastising someone for failing to inform you of wanting to buy a certain dress, or expressing shock that a particular individual likes a particular outfit.
Speaker 1:Given the many possible variations in volume, intonation and other vocal elements possible during a conversation, it's not surprising that ineffective use of paraverbal communication can result in miscommunication and conflicts in the workplace. What must be asked from every member of an organization is to be conscious of how they speak. We are not always conscious of our paraverbal communication. When tired or stressed out, you may be speaking in a volume lower than your usual, hence the people you talk to may assume that you're disappointed or unenthusiastic. If you're used to being in a position of power for instance, you're the eldest in the family you may tend to constantly speak in an authoritative tone. Without awareness, you can't communicate deliberately. That is, intentionally creating the message that you want to send.
Speaker 1:Nonverbal communication refers to the messages that we send through our body language, for example, our facial expression, gestures and posture. Examples of nonverbal communication include eye contact, smiles, the way shoulders are hunched when standing up or sitting down, gestures of affection such as a touch on the back, mannerisms while speaking, for example, constantly looking at one's watch, and the use of personal space through body language, for example, taking up most of the room on a relatively spacious couch. Like paraverbal communication, nonverbal communication is separate and distinct from the actual words a person uses to convey a thought or idea. In fact, nonverbal communication can contradict verbal communication. A person can say they are happy, but the sad tilt in their lips will communicate that happiness is not what they are experiencing. Without eye contact, a claim of high self-confidence can be easily refuted. How important is non-verbal communication? The answer very important. Studies show that as much as 80% of the message people receive from others comes from their non-verbal behavior. This result implies that effective non-verbal communication may, in fact, be more important than effective verbal communication. Understandably, awareness and deliberation when it comes to non-verbal communication is critical in developing the value of civility in the workplace.
Speaker 1:Active listening refers to the deliberate effort to attend to what a person is communicating, both verbally and non-verbally. Most of the time, all an angry person needs is an opportunity to tell someone how they feel and have their feelings acknowledged. Seeing that you are genuinely listening to their grievance can help lessen the intensity of their angry reaction. The following are some helpful components of active listening Showing non-verbally that you are listening. Make sure that your posture shows openness. Establish eye contact. Speak in a soft, well-modulated, non-threatening tone of voice Reflecting verbal and non-verbal communication. Restate what you hear from the person. Example this is what I heard from you you are mad because the package did not arrive on time. Example this is what I heard from you you are mad because the package did not arrive on time. You can also mirror back their body language in a tentative but objective, non-judgmental fashion. Example I can see that you're really upset. You are clasping the desk very tightly. Clarify, help the person make sense of their garbled, confusing and or illogical statements. Could you help explain to me a bit more about what happened in the cafeteria? What do you mean by he bullied you?
Speaker 1:Appreciative inquiry is a research technique commonly used in organizational development and community building. Its main distinction from other methods of inquiry is its premium on surfacing and affirming positive dynamics among groups of people, as opposed to looking for problems and or dysfunction. Indeed, for practitioners of appreciative inquiry, every organization has done something right, something worth doing all over again. So instead of asking what is wrong with us Facilitators practicing appreciative inquiry, ask what have we been doing well? For the process of appreciative inquiry to work best, it's important that researchers solicit the input of all members of the organization, from the highest ranking of management to the person sitting on the bottom rung of the company structure. Each opinion must be given equal weight in the development of company policy. Two basic assumptions form the bedrock of appreciative inquiry. These assumptions are 1. Organizations always move towards the direction that their members ask and the things they talk about. 2. Energy for positive change is created when organizations engage in continually remembering and analyzing circumstances when they are at their best, rather than focusing on problems and how they can be solved.
Speaker 1:Appreciative inquiry works using the 4D cycle Discovery People often talk to one another, often via structured interviews, to discover the times when their organization is at their best. These stories are told as richly as possible. Dream the dream phase is commonly run as a large group conference with the help of facilitators. People are encouraged to envision the organization as though the peak moments identified in the discovery phase were the norm instead of the exception. Design A team is empowered to go away and design ways to create the organization dreamed of in the large group conference. Delivery the final phase, delivers the dream and the new design. It is one of experimentation and improvisation. Teams are formed to follow up on the design elements and to continue the appreciative process.
Speaker 1:John Smith, a retired military officer, is used to hierarchical organizations and expects his staff members to defer without question to his judgment as supervisor. The team's previous supervisor, however, had used participative approaches. Hence John's directive style is causing resentment among his team. John decides to be flexible. He starts a group discussion to company discourse and even researched how to encourage his staff. Despite all of this, his employees still lack enthusiasm and seem fearful in his presence. John decided to get help from a communication coach who tells John that his non-verbal and para-verbal communication still looks aggressive like a general barking orders. John started changing this behavior and soon had solid rapport with his staff.
Speaker 1:Module 8. Negotiation. In an ideal world, it's easy to come up with a solution that would 100% satisfy the interests and needs of parties in conflict, but in reality, few issues are cut and dried. Each party will have a valid point to be acknowledged and some sacrifices must be made. But in order to ensure that the positions of parties in conflict are communicated clearly and argued persuasively, each person must have negotiation skills in their arsenal. In this module, you will be presented with ways you can manage conflicts which are a common source of uncivil behavior in your workplace mediation, arbitration and creative problem solving.
Speaker 1:Whenever you're in disagreement or conflict with another person, it always helps to remember that there are always three sides to an issue your side, the other person's side, the truth, your side versus the other person's side. First, it your side versus the other person's side. First, it's important to recognize that you have a unique point of view of a situation and the other person also has their own unique take. What is true for you is not necessarily true for the other person. This is because we all have different life experiences, personalities and ways of interpreting and valuing what is happening around us. For instance, you may not be accusing your work partner of slacking off by joking about his extended lunch break, but your office mate may have felt insulted by what he perceives as a dig at his work ethics. No one is all-knowing. There'll always be information that you may have missed.
Speaker 1:That there are at least two sides to a story makes dialogue critical when managing workplace incivility. You can't make an informed judgment about a situation unless you've heard the other party present their case and you're able to make yours. As with the example raised in the previous paragraph, dialogue could clarify that no offense was intended with the joke you made. Remember what's funny to you is not necessarily funny to others. The truth it's not enough to just listen to the sides of the individuals or groups in conflict. You should also consider the possibility that what actually happened is more, less or even totally different than what you both think.
Speaker 1:How come a third side? The truth is possible. There are many reasons For one. Parties in conflict are not always objective when it comes to perceiving situations where they are affected. Anger, frustration and biases can color one's view of the situation that it's no longer accurate. An example might be when you vilify a co-worker who has hurt you because you perceive their offense as graver than what was actually intended. Second, because there are at least two sides to a story. Each person's account is just a piece of the puzzle. There is a need to integrate your side and the other person's side to get a more complete idea of what is really happening. And lastly, all organizations are systems and in systems, realities are influenced by every person in the organization. Thus, conflicts between two people don't exist in a vacuum. Bad management decisions, co-workers who aggravate the situation with unfounded gossip and even the silence of the people who should speak up all contribute to the perception of the persons in conflict. Even environmental elements such as a cramped working space and extreme weather conditions can be a factor in the emergence of an act of incivility. Knowing that there are three sides to incivility helps parties in conflict appreciate win-win situations With a third side the truth. No one person is completely right, nor another completely wrong.
Speaker 1:Mediation is a way of dispute resolution wherein an objective third party called the mediator is invited to assist the parties in conflict with reaching an agreement. In some cases, the mediator is merely there to facilitate process, for example, get both sides to sit together and have a constructive dialogue regarding the area and contention, but in other cases, mediators are called for their expert opinion. At the end of the day, however, a mediator's opinion is only suggestive in nature and doesn't carry legal weight unless the parties in conflict concede that the mediator can create or suggest legally enforceable actions. Regardless, decisions reached through mediation can still be contested in court. Done correctly, mediation can create a collaborating style of managing conflict between parties in disagreement.
Speaker 1:Mediation is an excellent way of addressing cases of incivility in the workplace. For one, it is relatively inexpensive compared to litigation. It can also keep sensitive disputes in a company private. A court case runs the risk of damaging the organization's reputation. Mediation also has room for atypical solutions to a conflict. As in a court case, the judgment is limited to the bounds of law. Mediators can come from within the company or you can hire professional consultants for the job. There are mediators who specialize in work-related disputes and can provide insight on not just the issue and contention, but also related concerns, such as legalities based on labor laws, effective techniques for solving the problem as experienced by other companies with similar problems, and industry-specific considerations.
Speaker 1:Arbitration, like mediation, is a form of alternative dispute resolution. Like mediation, arbitration requires the presence of a third party to help settle the conflict. This third party is called the arbiter. However, unlike mediators, who sometimes merely facilitate dialogue, arbiters are required to make a judgment on the case, and their judgment is final and binding. Because of this, arbiters must have expertise of law, adjudication and, when applicable, company policy. In order to have a constructive conflict resolution procedure through arbitration, it's important that many key issues regarding the process are settled before the arbitration proper. For instance, it must be decided and agreed upon how the arbiter is going to judge the matter. Are they going to weigh interests? Would the arbiter be using a particular contract or policy for reference? Making this information clear from the onset can help ensure fairness and prevent allegations of being placed at a disadvantage. Like mediation, arbitration is a less costly alternative to going to court. It also tends to be speedier and more private. There is a big risk in arbitration, however. In an ideal world, parties in conflict must volunteer for the process. However, in actual practice, there is the possibility of persons in power, bullying the disadvantaged to sit in an arbitration procedure and passively accept its results.
Speaker 1:There are occasions when the best way to handle conflict or disagreement in the workplace is by coming up with an original and or out-of-the-box solution. Sticking to systems one is used too, and refusing to try something new is often the reason. Real and lasting change in a company doesn't happen. This is why, as much as possible, organizations must utilize the Creative Problem Solving Process, or CPS. The Creative Problem Solving Process, also called the Osborne-Parnes process based on the names of its developers, is a structured method for coming up with novel and yet effective solutions to problems. As the term implies, the process is a marriage of using one's imagination to come up with something novel and getting the issue resolved. Like many other scientific techniques of problem-solving, CPS relies on the process of careful analysis of the problem, development of potential solutions, selection of a workable solution, testing and implementation.
Speaker 1:An example of a creative problem solving technique is Synecdox. It was developed by William Gordon and it is an approach to generating ideas that involves the use of analogies and metaphors. Here's an example Synecdox has a procedure called transfer of analogy the analysis of two seemingly unrelated processes to check if they are comparable in some respect. You can compare, for example, fighting cancer to fighting gossip. A manager can tell his staff members if gossip is a cancer and we are oncologists, how will we approach the situation? Transfer of analogies help groups come up with solutions they otherwise wouldn't have come up with.
Speaker 1:Laura was attending happy hour with some co-workers. Everyone had quite a few drinks and decided to call it a night. Laura and her co-worker, tim, decided to share a cab. Tim made a sexual advance towards her and Laura told him to get out of the cab. The next morning Tim went to Laura's office and apologized immediately. Laura decided to let the situation go. For the next three months, tim apologized whenever he was alone with Laura. This was annoying to Laura, who just wanted to let the situation go. Laura decided to take an interest-based approach to resolve this conflict. An ombudsman helped them understand the other's position and helped to facilitate conversation and a solution.
Speaker 1:Module 9. Identifying your need. Creating a civil working environment begins with knowing what exactly the needs are of the organization and its employees. While general principles about civility can always be created, different companies have different needs. In this module, you will be presented with tools you can use to identify the need for civility in your organization. These tools are observation, focus groups and anonymous surveys.
Speaker 1:If you want to design a program on civility that is customized to the unique needs of your workplace, the first thing that you need to do is to conduct a needs analysis. What is a needs analysis? Needs analysis is the process of gathering, interpreting and evaluating data related to the requirements of the company in terms of accomplishing a certain goal. Needs analysis is typically associated with the development of training and coaching programs. Consider the following illustration. To address the high rate of absenteeism in the accounts department of a company, a needs analysis can be conducted. Perhaps the company can interview the top absentees to find out if they have something in common, a problem that has to be addressed. If, for example, low motivation due to low compensation is the most common reason for employees failing to turn up at work, then perhaps it's time that management comes up with a much more attractive compensation package.
Speaker 1:There are many techniques that you can use to conduct needs analysis, and three of them will be discussed in greater detail later in this module. Among the most common techniques for data gathering that is being used in needs analysis are survey, questionnaires, interviews, focus group discussion, observation. Consultation with team leaders and supervisors. Standardized examinations, case reports, project debriefings. Standardized examinations, case reports, project debriefings. Review of related literature.
Speaker 1:A focus group, also called focus group discussion, fgd, is a research method that aims to gather qualitative data through non-threatening, semi-structured discussion of a specific topic or question. A focus group discussion is managed by a skilled facilitator who attends to content and process. The latter is particularly important as the quality of data gathered can be heavily influenced by group dynamics, such as the monopoly of the floor by dominant group members. The average focus group discussion lasts for about one hour to one and a half hours. What's good about this technique is that it helps surface answers that can only come about through a discussion. This is as opposed to data gathered through structured interviews and surveys, which is limited only to the answers to the questions asked or as much as space will allow. Focus groups can also be a cost-effective way of gathering the opinion of the majority. If you choose your participants randomly, you don't need to ask every employee's take on the situation. For a focus group discussion to be effective, it's best to limit the number of participants to less than 10 people Anything more, and you sacrifice the fertilization of ideas that is the process of ideas building upon each other without straying from the topic Anything less, and you don't get a healthy debate or diverse points of view. It's also important to carefully choose the focus group question. That is the topic the group will discuss. That is the topic the group will discuss and define from the very onset the parameters of the discussion, so that the talks will never go outside of topic.
Speaker 1:Focus group discussions can be an effective method to gather data about critical incidents in the workplace, such as harassment and bullying. The relaxed and non-threatening atmosphere during focus group discussions helps establish the rapport needed to approach sensitive topics. If controversial personalities are taken out of the group, then perhaps group members will feel freer in discussing their grievance. Note that data gathered during focus group discussions are still tentative and must not be considered as fact without further research and analysis. When it comes to data that may negatively reflect on one's self or on other people, face-to-face interviews and written surveys may yield inaccurate results. If anything, these survey methods measure respondents' attitudes, attitudes that don't necessarily translate to actual behavior. Second, there is also the element of consciously or unconsciously wanting to appear socially acceptable. Responses may skew to the side of consistent civil behavior when in reality, the opposite is true. And lastly, there are actions that people are just not aware of or considerations that survey respondents may not find relevant to mention. For example, an employee may be answering a customer's query wrongly all the time. Said employee thinks their answer is right.
Speaker 1:To best gather data about the actual behaviors of persons in a workplace, observation as a research technique is recommended. You can observe various areas in the organization incognito and see how employees react when they think no one is watching. Or you can pretend to be a customer or visitor and see how you'll be treated. There are two ways you can go about observation as a research methodology. One, you can immerse yourself in the company culture and observe behaviors without any preconceived notions of what you're looking for or a working hypothesis to direct your study. This may actually lead you to a finding that you are not expecting or a more complete picture of the situation. Two, you can conduct observational research with an idea as to what you are looking for. You may even summarize your observations using checklists and other structured ways of organizing data.
Speaker 1:As mentioned, observation is an excellent way of gathering data about the practice of civility in a workplace. With observation, you can observe a culture in vivo. But note that there are also limitations to observation as well. For one, you need an observer that is not only vigilant and capable, but also free from any perceptual bias. Second, you have to take caution in generalizing your observations. What you saw may just be an isolated event and doesn't represent the norm For best results. Apply the scientific method when making observations. For example, choose several times at random to make observations. Triangulate every data you gather with other sources of information.
Speaker 1:Anonymous surveys, as the term implies, are written surveys or face-to-face interviews where the researcher and perhaps the reader of the final report is kept blind as to who gave the particular responses. A survey can be made anonymous by simply omitting space for the name of the respondent in the survey form. Anonymous surveys can also be conducted by asking a third-party consultant to conduct interviews. Anonymous surveys are highly recommended when gathering data about uncivil behavior in the workplace. Respondents are not always willing to volunteer information about uncivil behavior in a company for fear that instigators will get back at them for reporting their transgressions. Given that most instigators are persons in authority, being identified as a whistleblower can result in being fired or receiving a scathing performance review.
Speaker 1:Anonymity can also encourage a respondent to provide responses that represent socially unacceptable behavior. For instance, asking an employee whether or not they have ever delivered obscenities to a client can be tricky business Anonymity will make it more likely that a respondent will say yes. Note, though, that anonymous surveys can be a double-edged sword. Anonymous anonymity can also increase the likelihood of respondents lying or exaggerating certain accounts. If an answer can't be traced back to you, then you basically can get away with anything. Surveys also make it difficult to follow up with people based on their responses. For instance, anonymous surveys can tell you if a person in the company has ever received sexual innuendo from a supervisor, but you'll be out of luck if you want to invite this person for an interview in order to get more information.
Speaker 1:A stress management consultant was brought in because a company had an unusual number of stress-related illnesses. He asked every employee to keep a stress log for four weeks where they would record their symptoms, the place and time of the incident and their surroundings. He also consulted with the company physician. A significant number of stress reports showed that Jim, a supervisor, was a big trigger. He had a tendency to shout orders at his employees. He also berated people for small mistakes, even going so far as to insult their intelligence and aptitude in front of co-workers. Jim was told to take a management course and the employees took stress management courses as well.
Speaker 1:Module 10. Writing a Civility Policy. Company management can talk about the importance of civility in their organization and then assume that everyone will take the hint, or management can include civility as part of company policy when an organization is serious about creating culture deeply rooted in civil behavior. The latter is the better option to take. When expected behavior from staff members is explicitly stated in the company manual, there is little room for second-guessing. In this module you will be introduced to civility policy as a tool in institutionalizing civil behavior in the workplace.
Speaker 1:When creating a policy on civility, a recommended first step is organizing a core group. A core group is a team of people who will take charge of conceptualizing, writing, refining and sometimes implementing the company's policy on civility. Ideally, core group members represent the characteristics of the population. It's recommended that persons from the different rungs of the company ladder, of all ages and gender, create the core group. This eclectic group will guarantee that the opinions of the different sectors in the company will be represented. There's no standard number of core group members. Core groups can start very small but can grow over time. Ideally, the group should be small enough to facilitate a productive discussion, but big enough to serve a critical mass geared organizational change. Core group members can be volunteers, elected by their peers or assigned by a company supervisor. The task of the core group goes beyond merely preparing a document. Core group members are intended to be advocates and change agents, which is why they must strongly believe in the importance of civility in the workplace and are known to be models of civil behavior. They usually serve as trainers who also train other trainers. Aside from participating in campaigns to increase the awareness of all about the new civility policy, core group members must be able to influence people by example.
Speaker 1:To be effective, a civility policy must contain what it considers to be unacceptable behavior in the workplace. While a generic motherhood statement on the value of civility can be satisfactory, having incivility defined will make the policy easier for management to implement and for employees to follow. Stating outright that the company has a zero-tolerance policy on incivility will emphasize that civility is being taken seriously and company members are required to toe the line. When defining incivility in company policy, it's important to describe the unacceptable behavior in specific, measurable and observable terms. Specific Civility policies must describe the unwanted behavior in explicit and particular terms. For example, it's not just enough to say that the company will not tolerate rude behavior. What constitutes rude behavior? Does it include not answering a customer's question? How about the use of someone else's working area without permission? Getting these behaviors on paper can help in making sure that a civility policy does not get misinterpreted.
Speaker 1:Measurable Civility policy must be able to say how much of an uncivil behavior is unacceptable. For instance, there are company policies that explicitly state that a single instance of racist remarks is grounds for disciplinary action Observable. Lastly, a civility policy must present in civility and behavioral terms, that is, can be seen by people instead of merely inferred Thinking. Hostile thoughts is not recommended to be part of a civility policy, as you can't observe what goes on in a person's mind. Here is an example of unacceptable behavior explicitly stated in the civility policy. The excerpt is from the civility policy of Oak Park Unified School Any individual who disrupts or threatens to disrupt school and office operations, threatens the health and safety of students or staff willfully causes property damage, uses loud and or offensive language which could provoke a violent reaction, harasses staff with frequent and abusive emails or who has otherwise established a continued pattern of unauthorized entry on school district property will be directed to leave school or school district property promptly by the superintendent, principal or designee.
Speaker 1:How can the core group define what is unacceptable behavior in the workplace? There are many ways of going about it. The core group starts by creating basic principles they want followed and from these principles come up with unwanted behaviors in violation of the principle. For example, core group members can agree that they want to promote the respect of a co-worker's property in their organization. The next step then is to identify particular behaviors that violate another employee's property. The core group can begin by listing all the uncivil behavior that they don't want to see in their organization, include the behaviors that they feel must be added to the policy and weed out those that represent grayer areas of assessment. Note that culture plays a role in what may be considered as civil or uncivil behavior, and the core group must exert effort to create a policy that is culture fair.
Speaker 1:In order to make your civility policy effective, it's important to provide consequences for uncivil behavior. After all, with repercussions, there is incentive to obey the policy. More importantly, consequences communicate that you mean business, that incivility is something that the company will not tolerate under any circumstances. When defining consequences for incivility in company policy, there are three main things that you must consider. One the consequence must fit the offense. Core group members tasked with writing a civility policy must always remember that civility exists in a spectrum. There are, of course, softer offenses and offenses that demand a strong response. Offenses that belong more to the latter category include those that relate to verbal, physical or sexual harassment and discrimination.
Speaker 1:2. There must be a ladder of escalation. Like consequences for other work-related violations, it's very important that consequences for acts of incivility follow a ladder of escalation, that is, policymakers must consider the possibility that there are mitigating circumstances that make first offenses more understandable than second or third or even fourth ones. Perhaps the first instance of, say, using expletives when speaking to a co-worker would warrant a verbal warning, while the second instance a written warning explaining that similar behavior in the future could result in possible termination. This way, companies don't just give their employees an opportunity to change, but also provides room to study a situation before any irreversible action is taken. 3. Consequences must conform to national and state law. Lastly, when crafting consequences for incivility in the workplace, it's important to remember that every consequence must conform to national and state law. It's important, for example, to consider labor laws so that the right of employees against wrongful termination will be respected. The same goes with the employees' union's collective bargaining agreement with the company. Similarly, since acts of harassment and discrimination are covered by state legislation, it's important that there are mechanisms that would support the immediate action of a company when these acts are found in their workplace.
Speaker 1:Here is an example of consequences for uncivil behavior explicitly defined in a civility policy. The excerpt is from the Civility Policy of Oak Park Unified School. If any member of the public uses obscenities or speaks in a demanding, loud, insulting and or demeaning manner, the administrator or employee to whom the remarks are directed will calmly and politely admonish the speaker to communicate civilly. If corrective action is not taken by the abusing party, the district employee will verbally notify the abusing party that their participation in the meeting, conference or telephone conversation is terminated, and if the meeting or conference is on district premises, the offending person will be directed to leave promptly. When an individual is directed to leave under the above circumstances, the superintendent, principal or designee, shall inform the person that they will be guilty of a misdemeanor in accordance with Californian Education Code 44811 and Penal Codes 415.5 and 626.7 if they re-enter any district facility within 30 days after being directed to leave, or within 7 days if the person is a parent or guardian of a student attending that school. If an individual refuses to leave upon request or returns before the applicable period of time, the superintendent, principal or designee may notify law enforcement officials. Notify law enforcement officials.
Speaker 1:The following are additional tips to consider when writing a civility policy in the workplace. When writing a civility policy, begin by stating how important civility is to the organization. A civility policy can begin with a statement of value. For example, civility is valued here at company ABC. The value statement can be considered as part of the company's mission and vision and can serve as an easy-to-recall battle cry when promoting the advocacy within the organization. Use language that is easy to understand while still maintaining a firm and serious tone. The language of a company policy must be layperson-friendly enough that it can be readily understood by both management and staff members, regardless of rank and educational background. For instance, writing a statement that simply says a company will not tolerate vulgar words and gestures is as effective as writing a more complex statement that means that same thing.
Speaker 1:What's important is that the unacceptable behavior is defined clearly, following our guideline of being presented in a specific, measurable and observable form, and that there is no doubt that the company has a very firm stance against said unacceptable behaviors. Remember that company policy is basis for legal action. Company policy is like a contract that doesn't just prescribe behavior. It also serves as reference when action is needed. So take seriously the process of writing the civility policy of your company, carefully discern the appropriateness of every word and justness of every regulation and corresponding effect, as well as the feasibility of the consequence that you outline on the text. For example, ask does your list of unacceptable behavior discriminate against particular people? For example, some conservative Muslim sectors do not allow men and women to shake hands. It's not a matter of civility, it's a matter of religious belief. Is mandatory counseling a legal course of action for individuals who practice uncivil behavior? More importantly, can your company consistently implement the consequences you promised? If your company policy promised to protect an individual against unwanted sexual advances by immediate arbitration, failing to provide arbitration when it's called for can be a cause for legal action against a company. For best results, always have your draft reviewed by lawyers and organizational development consultants. Make sure as well that it is approved by management and employees alike.
Speaker 1:Before being marked as official, paul was discussing the office civility policy with a new clerk of court, jerry. He explained the civility as a core value and that, as a clerk of the court, part of the job was maintain a civil environment. Jerry was tasked with settling disagreements, either through open discussion or direct intervention. Paul continued saying that any employee must recognize their responsibility as a public servant and must treat colleagues, co-workers, internal and external customers and the public with respect. Paul also told them that courteous and positive communication is expected and that belittling, rude, hostile and volatile behavior will not be tolerated. Paul concluded telling Jerry that no employee shall act in a manner that disturbs the morale of other employees.
Speaker 1:Module 11. Implementing the Policy. You've recognized the great value that civility can bring to your company. You've crafted a well-written civility policy. You have a core group that is enthusiastic and raring to go when it comes to spreading the advocacy. What next? Implementing the policy, of course. This module discusses how companies and individual employees can go about putting all the positive valuing, planning and policymaking around civility into action, the initial steps in implementing a civility policy, tips on training employees and managing complaints, as well as suggestions to deal with violators, will be presented.
Speaker 1:Every company policy, the policy on civility included, is only as good as the efforts toward its consistent implementation. After all, you can come up with a civility policy that looks good on paper, but if your core group is not even motivated to spread the word around, then all your hard work remains words in a manual. You need to strategically plan how you can go about making sure that civility policies translate to a culture of civil behavior. So what to do? First, consider the following Launch an awareness campaign.
Speaker 1:The first step in any campaign is to increase the awareness of persons concerned regarding the existence of a program. After all, you can't develop a positive attitude towards what you are unaware of, much less put it into action. You have to spread the word around. Develop a positive attitude towards what you are unaware of, much less put it into action. You have to spread the word around. There are many possible ways you can raise awareness about civility within your company. You can schedule a presentation of the new company policy, set a date for the launch of the policy and make sure everyone is in attendance. You can put up posters, distribute flyers and create a website or an e-learning course. You can spread the information via word of mouth, for instance, task your core group with making sure that at least one new person every day from their social circle gets to know about the policy, or you can designate a spokesperson or champion for civility. It would also be helpful if, as soon as possible, the civility policy is included in the training and continuous education program of new and old employees alike.
Speaker 1:Change people's attitudes about civility. Many experts in personal and organizational development believe that the next critical prerequisite for change after knowledge is a change of attitude. People may already know what civility is and what it can do, but unless they have a positive attitude towards its practice, the knowledge will remain mere knowledge. Companies are recommended to campaign towards a positive attitude towards civility. This campaign can include highlighting the WIIFM what's in it for me factor of civility, and even create rewards for those who actively practice civility. Companies must also surface what are the common causes of resistance towards civil behavior and find ways to meet these causes head-on.
Speaker 1:Set systems in place. Civility is not just people voluntarily practicing civility. It can also be a result of having the right systems in place. It's therefore important to look at the company's ways of doing things and see if there is anything in its practices that provide breeding ground for incivility. Improving systems is actually an effective way of significantly lessening violations of any regulation in the workplace. For instance, given that anonymity is one of the main causes of incivility, management must eliminate any procedure that encourages acting without any sort of accountability. A grievance desk must also be set up for employee complaints to make sure that there is a venue to report violations and that the reporting process is a non-threatening experience.
Speaker 1:As mentioned in a previous module, continuous education and training is critical if you want to see concrete changes within a company. There are many reasons training is important, for one awareness and attitude change have to be supported by a person's ability. You can wholeheartedly believe the idea that offering greetings is important in developing great working relationships, but if you have no skills on how to greet properly, you will not be able to immediately implement those changes. Second, there are skills that need to be built upon the successful practice of other skills, making training on those prerequisites imperative. For example, a workshop on effective communication is recommended to go hand-in-hand with sensitivity training if the issue being addressed is communicating effectively with members of ethnic minorities. The section on needs analysis has a list of training topics that can help in building civility in the workplace. So far, what we have discussed are tips on implementing a civility policy that are preventative in nature. But what must be done when an actual incident of incivility has already taken place and particular organization members have a complaint? Consider the following tips on how to address complaints about incivility in the workplace Actively create a culture where there is a healthy respect for the process of filing a complaint.
Speaker 1:Staff members must not be made to fear filing a complaint. After all, protecting yourself, your reputation and your ability to work is your right. The complaint process should be straightforward so as not to place further stress on the employee. Communicate clearly that all complaints will be given the attention they deserve, but at the same time, ensure that all staff members understand that complaints are serious accusations and that a person must not file a complaint on a whim. A person's good name or even their job or their freedom can be at risk. File a complaint only when certain you are in the right, unless the subject of the complaint is on the more serious spectrum of incivility, for example harassment, bullying.
Speaker 1:Opt to encourage workers to settle their dispute on their own. Settling a dispute without involving company administration can come in the form of a dialogue or even through counseling or mediation. Complaints can be an opportunity to teach employees what they can do to settle disputes peacefully without infecting the work environment. If there is significant hesitation from the parties in disagreement to settle the matter, at least provide a referral to coping resources or a personal or professional counselor or coach who can help the complainant navigate their issues effectively. If the issue has reached the point when company administration has to interfere, then encourage the complainant to put their grievance on paper.
Speaker 1:A formal complaint in writing ensures that due process can be followed when handling complaints. This due process includes an investigation as to the accuracy of the complaint, an analysis of possible mitigating factors and an opportunity for the other party to air their side of the story. Only after the prescribed process is followed can decisions be made. Take the appropriate action based on the results of the investigation. Consistently follow the consequences laid down on the company's written civility policy. For example, first offense for a minor act of incivility may deserve a memo and a written warning, while a reported case of harassment may mean mandatory participation in arbitration. Lastly, regularly review the systems for managing the complaints. No system is perfect and one that is already working at its optimum still needs to respond to changes within the company and outside it. In order to be able to fine-tune the complaint process and serve the employee's interest better, make sure that you evaluate the system after every case managed.
Speaker 1:The way violators of company policy are dealt with differs from company to company. The following, however, are some ways you can handle violations in your company Supervision Instead of punishing a violator, you provide coaching and modeling of acceptable behavior. Supervision is the best resort when the violation is mostly due to ignorance of policies or lack of skills training. Implementation of predetermined consequence If investigation has proven that a complaint does have merit, it's important to implement the predetermined consequence to a particular behavior. It is in the consistency of the implementation of consequences, as well as in the swift delivery of the consequences once judgment is made, that a rule gains credibility and therefore becomes effective in managing behavior. Systemic change If the incident reveals problems in procedures, communication, power, hierarchies and other systemic factors, then the incident must be taken as opportunity to improve the system.
Speaker 1:In order to address the rampant cases of shouting behavior, laced with name-calling and insults during city council and county commission meetings, a group of people, including Paula, launched a program to educate both elected officials and the general public on the tools of civility. They covered topics including listening skills, responsibility and respect. Paula's group produced information materials in print, electronic and broadcast medium. They even produced a song for the campaign. The campaign was supported by local media and reached a considerable number of the program's target audience. Soon enough, the atmosphere at public meetings became much more conducive to discussion and everyone was happier and more informed than before. Module 12. Wrapping Up Although this workshop is coming to a close, we hope that your journey to improve civility in the workplace is just beginning. We wish you the best of luck on the rest of your travels. Words from the wise Yogi Berra In theory, there is no difference between theory and practice. In practice, there is Dwight Eisenhower Plans are nothing, planning is everything. Jonas Salk the reward for work well done is the opportunity to do more.