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Definition What Does Incivility Look Like? Pop Quiz Workplace Implications Next Steps ◦ Creating A Policy ◦ Case Study ◦ Having A Conversation ◦ Leadership Strategies ◦ Best Practices Q & A
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Low intensity deviant behavior Ambiguous intent to harm target Unclear intentionality Violation of workplace norms for mutual respect & courtesy
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Employee says “hello” to coworker-receives no response Employee a victim of coworker? Coworker perpetrator of incivility? Unclear any harm was meant Perhaps the coworker didn’t hear employee say “hello Or maybe it’s an intentional slight
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Answering calls during meetings Openly mocking people- pointing out flaws or personality quirks Reminding subordinates of their “role” & “title” Taking credit for wins, but pointing finger at others when problems arise
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Door slamming Side conversations Exclusion Blatant disregard for people’s time
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Complaining Gossip Rumors Crude jokes Profanity
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Directions: On a scale of 1-7 (7 Always & 10 Never) answer the following questions: 1. My manager is disrespectful. 2. People I work with are disrespectful. 3. My colleagues fail to pass along information or resources. 4. My co-workers are uncivil in email. 5. Leadership doesn’t care how we treat one another. 6. Leadership doesn’t care how we treat one another. 7. People I work with put others down. 8. My colleagues don’t listen to one another. 9. The people I work with belittle others verbally or nonverbally. 10. My colleagues take too much credit. 11. People I work with pay little attention or show little interest in others. 12. My co-workers pass the blame when they’ve contributed to a mistake. 13. My colleagues neglect saying please or thank you.
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Scope Physical & Mental Health Performance Costs
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Rudeness at work-rampant & escalating 98% reported experiencing uncivil behavior 1/2 treated rudely at least weekly
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Wasted emotional energy Persistent vague sense of uneasiness Depressed, worried, or anxious Helpless & futile
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Increased migraines Difficulty sleeping Heart disease Increased heart rate & blood pressure Entire work group affected Sense of injustice & fear
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According to a recent survey of more than 4,500 doctors, nurses, & other hospital personnel: ◦ 71% tied disruptive behavior (e.g. abusive, condescending or insulting personal conduct) to medical errors ◦ 27% tied such behavior to patient deaths
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Information missed Efficiency decreases Innovation suffers Team spirit deteriorates
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Managing incidents is expensive Just one habitually offensive employee critically positioned in your organization can cost ◦ Lost employees ◦ Lost customers ◦ Lost productivity
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According to a study by Accountemps & reported in Fortune: ◦ 1,000 firms spend 13% of their work time- equivalent of seven weeks a year- mending employee relationships & otherwise dealing with aftermath of incivility ◦ Additional costs incurred when consultants or attorneys must be brought in to help settle a situation
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48% intentionally decreased their work effort 47% intentionally decreased time spent at work 38% intentionally decreased quality of their work 80% lost work time worrying about the incident 63% lost work time avoiding offender
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66% performance declined 78% commitment to organization declined 12% left their job because of uncivil treatment 25% took their frustration out on customers
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Customers behave same way Less likely to patronize your organization- regardless if rudeness is directed at them or other employees Disrespectful behavior makes people uncomfortable Witnessing a short negative interaction leads customers to generalize about other employees & organization
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State how important civility is to the organization Use easy ‐ to ‐ understand language, while still maintaining a firm & serious tone Company policy is basis for legal action
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Rodney is a 33 ‐ year ‐ old newly hired plant operations employee While generally competent in the technical aspects of his job, Rodney has difficulty interacting with his fellow employees- & his behavior changes from day to day Some of his behaviors include: ◦ Intermittently answering pages from nursing units- depending on who calls ◦ Lateness to meeting & work assignments ◦ Sometimes friendly in interactions & other times downright hostile ◦ Often reluctant to help out- unless the boss is around Phil – long term employee & co-worker of Rodney resigned from the job last week- he’s done with working in this type of tense environment.
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Would you consider Rodney’s behavior uncivil? Explain. What are effects of the Rodney’s behavior on department morale? What is impact of the situation on entire organization? If you were Rodney’s boss what would you do? In your experience & observation, is Rodney’s case typical in the workplace? Explain?
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OPEN: State purpose of discussion CLARIFY: Clarify any inappropriate language or behavior DEVELOP: State expectations & appropriate behavior, language standards, & guidelines AGREE: Confirm commitment & consequences if things don’t change CLOSE: Thank for cooperation Seek advice & assistance at any time from your manager, Human Resources, or unions or associations
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Manage yourself Be aware of your actions, how you come across to others Take time to understand your triggers or “hot buttons” Focus on others’ needs & consider how your words & actions will impact others before you speak or act Approach each interaction with respect, regardless of whether you believe other person’s behaviors “earn” or even elicit that respect Rate yourself (On a scale of 1-10) to measure your success & to identify opportunities for improvement
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Model good behavior In one recent survey: 25% of managers who admitted to bad behavior said they were uncivil because their leaders- their own role models- were rude
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Ask for feedback. ◦ Reality check from subordinates ◦ Manager at Hanover Insurance asked his employees what they liked & didn’t like about his leadership style ◦ It really bothered them when he glanced at his phone or responded to e-mail during meetings ◦ He now refrains from those activities ◦ His team appreciates change
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Organizational management ◦ Monitoring & adjusting your own behavior is important Take action across the organization Become a bridge builder Create an inclusive work environment Look for various ways to have diverse work teams & committees as well as in individual associations
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Hire for civility ◦ Avoid bringing incivility into the workplace ◦ Southwest Airlines & Four Seasons place high value on civility during applicant interviews ◦ Give your team members a voice in new hires-they may pick up on behavior that would be suppressed in more formal interviews
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Teach civility ◦ ¼ of offenders- didn’t recognize their behavior as uncivil ◦ People can learn civility on the job ◦ Role-playing ◦ Video-observe facial expressions, posture, words, & tone of voice ◦ Offer civility classes cross generationally
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Create group norms ◦ Discuss team expectations ◦ Produce & take ownership of concrete norms-arriving on time & ignoring e-mail during meetings ◦ Use hand signals
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Reward good behavior ◦ Performance Reviews Individual-not team oriented Outcome driven- not collegiality
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Penalize bad behavior ◦ Identify & correct any troublesome behavior early on ◦ Avoid procrastination ◦ Take complaints seriously & follow up ◦ Rather than confronting offenders, leaders often opt for an easier solution- moving them to a different location ◦ Predictable results- behavior continues in a new setting ◦ Sometimes the best path- termination
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Conduct exit interviews ◦ Organizational memory fades quickly ◦ Gather information from & reflect on the experiences & reactions of employees who leave because of incivility ◦ If you ask targets during their exit interviews why they’re leaving- you’ll usually get only vague responses ◦ Interviews conducted six months later can give insights about violations of civility that prompted them to leave
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Cisco put together a detailed estimate of what incivility was costing the organization Factored in its reputation as a consistently great place to work Assumed an extremely low probability of rudeness among its employee Looked at only three potential costs Even in this exemplary workplace, it was estimated that incivility cost $12 million a year Creation of Cisco’s global workplace civility program
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mcgillorourkea@franklinpierce.edu mcgillorourkea@franklinpierce.edu (603) 899-4192
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http://www.nytimes.com/2015/06/21/opinion/sunday/is-your- boss-mean.html http://www.nytimes.com/2015/06/21/opinion/sunday/is-your- boss-mean.html https://hbr.org/2013/01/the-price-of-incivility https://hbr.org/2013/01/the-price-of-incivility http://www.businessnewsdaily.com/987-creating-workplace- civility-why-courtesy-is-critical-for-businesses.html http://www.businessnewsdaily.com/987-creating-workplace- civility-why-courtesy-is-critical-for-businesses.html http://www.ehow.com/info_8240379_importance-civility- workplace.html http://www.ehow.com/info_8240379_importance-civility- workplace.html http://legacycultures.com/10-actions-you-can-focus-on-to- influence-culture-of-respect-civility-in-your-workplace/ http://legacycultures.com/10-actions-you-can-focus-on-to- influence-culture-of-respect-civility-in-your-workplace/
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http://www.hrzone.com/perform/people/what-is-workplace- incivility-why-should-we-care-and-what-should-we-do http://www.hrzone.com/perform/people/what-is-workplace- incivility-why-should-we-care-and-what-should-we-do http://drjennifernewman.com/2008/05/incivility-at-work/ http://drjennifernewman.com/2008/05/incivility-at-work/ http://csr.cisco.com/pages/our-people http://csr.cisco.com/pages/our-people
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