Workplace Incivility

Workplace Incivility- A Slient Epidemic

1. Workplace Incivility Workplace Incivility: A Silent Epidemic

2. Incivility Incivility is a general term for social behaviour lacking in civility or good manners , on a scale from rudeness or lack of respect for elders , to vandalism and hooliganism, through public drunkenness and threatening behaviour. The word "incivility" is derived from the Latin incivilis , meaning “not of a citizen”.

3. Incivility

4. Incivility

5. Workplace Incivility

6. Workplace Incivility Workplace incivility: defined as a form of organizational deviance characterized by low-intensity behaviours that violate respectful workplace norms, appearing vague as to intent to harm.”

7. Workplace Incivility

8. Workplace Incivility Incivility is distinct from violence Examples include:   Insulting comments   Not giving credit where due   Spreading false rumours   Social isolation   Bad manners

9. Workplace Incivility Insulting comments Not giving credit where due Spreading false rumours

10. Workplace Incivility Social Isolation Bad Manners

11. Uncivil Communication Civil behaviour requires that people communicate with respect, restraint, and responsibility, and uncivil communication occurs when people fail to do so.

12. Uncivil Communication Communication competence "involves the ability to communicate in such a way that: (1) the truth claim of an utterance is shared by both speaker and hearer; (2) the hearer is led to understand and accept the speaker’s intention; and (3) the speaker adapts to the hearer’s world view.” If people disagree about the truth or appropriateness of their interaction, conflict will occur.

13. Communication Competence

14. Uncivil Communication According to Habermas , we should establish communicative norms that lead to rational conversations by creating the social coordination needed for interactants to pursue their goals while recognizing the truth or appropriateness of their interaction.

15. Habermas , communicative norms

16. Uncivil Communication Such norms, or social rules , include: "all participants must be allowed to speak freely, all participants must be allowed to speak for themselves (to enable them to establish their own ethos or "selfhood"), and that communication should be equal, with no one participant commanding more attention from the others than is afforded to them on their turn."

17. all participants must be allowed to speak freely

18. Uncivil Communication Some examples of uncivil communication include rude gestures, vulgar language, interrupting, and loudly having private discussions in public spaces. Recent poll data suggests that uncivil communication is a serious problem, and believe it has led to an increase in physical violence.

19. Uncivil Communication Rude Gestures

20. Vulgar Language

21. Interrupting

22. Loudly Having Private Discussions In Public Spaces

23. Workplace Incivility Workplace incivility has been defined as low-intensity deviant behaviour with ambiguous intent to harm the target. Uncivil behaviours are characteristically rude and discourteous, displaying a lack of regard for others.

24. Workplace Incivility

25. Covert examples Examples at the more subtle end of the spectrum include: asking for input and then ignoring it "forgetting" to share credit for a collaborative work giving someone a "dirty look" interrupting others not listening

26. giving someone a "dirty look"

27. not listening

28. Covert examples side conversations during a formal business meeting/presentation speaking with a condescending tone waiting impatiently over someone's desk to gain their attention

29. waiting impatiently over someone's desk to gain their attention

30. Overt examples Somewhere between the extremes are numerous everyday examples of workplace rudeness and impropriety including: disrespecting workers by comments, gestures or proven behaviours (hostility) based on characteristics such as their race, religion, gender, etc. This is considered workplace discrimination. disrupting meetings

31. workplace discrimination

32. Disrupting Meetings

33. Overt examples emotional put-downs giving dirty looks or other negative eye contact (i.e. "hawk eyes" considered to be threatening in the culture of the United States) giving public reprimands

34. Emotional Put-downs

35. Giving Public Reprimands

36. Overt examples Giving The Silent Treatment Insulting Others Making Accusations About Professional Competence Not Giving Credit Where Credit Is Due Overruling Decisions Without Giving A Reason

37. Overt examples Sending A Nasty And Demeaning Note (Hate Mail) Talking About Someone Behind His Or Her Back Undermining Credibility In Front Of Others Other Overt Forms Of Incivility Might Include Emotional Tirades And Losing One's Temper

38. Overt examples Talking About Someone Behind His Or Her Back Emotional Tirades Losing One's Temper

39. Corporate symptoms of long term Incivility Higher than normal employee turnover. A large number of employee grievances and complaints. Lost work time by employees calling in sick . Increased consumer complaints. Diminished productivity in terms of quality and quantity of work .

40. Corporate symptoms of long term Incivility large number of employee grievances Higher than normal employee turnover

41. Corporate symptoms of long term Incivility Lost work time by employees calling in sick Diminished Productivity

42. Corporate Symptoms Of Long Term Incivility Cultural and communications barriers . Lack of confidence in leadership. Inability to adapt effectively to change. Lack of individual accountability . Lack of respect.

43. Corporate Symptoms Of Long Term Incivility Cultural And Communications Barriers Lack Of Confidence In Leadership Lack Of Individual Accountability

44. What is Incivility? You find yourself walking into work with your supervisor, and you hold the door open for her. She breezes through without saying thank you. When you get to the break room to have your morning cup of coffee, you find that the pot is empty—the last person did not refill the coffeemaker. Later, your co-workers all leave for lunch together while you are in the washroom . To top off your day, you receive an email from a co-worker, demanding that you finish a project—in the next two hours!

45. What is Incivility?

46. What is Incivility? All of these behaviours are examples of incivility , a low intensity deviant behaviour with ambiguous intent to harm the target , in violation of workplace norms for mutual respect and courtesy.

47. What is Incivility? At work, incivility can manifest in three major ways. First, incivility can be interpersonal in nature , where one person is directly uncivil toward another person. In the above example, your supervisor neglecting to thank you for holding the door is an example of interpersonal incivility (whether or not she actually intended to be uncivil).

48. Interpersonal Incivility

49. What is Incivility? Alternately, incivility can manifest as “ cyber incivility.” Cyber incivility is uncivil behaviour exhibited in computer-mediated interactions, including emails, texts, and social media communications. Examples of this behaviour would be sending time-sensitive information via email, sending blunt or terse emails, or not replying to emails sent by others.

50. Cyber Incivility

51. What is Incivility? Given the fast-paced, technology-focused nature of today’s workplace, as well as the large-scale adoption of smart phones, cyber incivility is increasingly becoming an important concern.

52. What is Incivility? Finally, incivility can be “victimless,” in that the rude behaviour does not immediately impact another person. For example, not refilling the office coffee machine or printer, or tossing trash next to the trash can without picking it up are examples of victimless incivility. It does not have an immediate impact on another person, but it violates norms for courtesy, nonetheless

53. Victimless Incivility

54. Why should we care? Workplace incivility may be low in intensity, but it is quite high in frequency. Over the past ten years, research investigating workplace incivility has estimated that prevalence rates may be between 75% and 100%, meaning that nearly all employees have experienced some level of incivility from their co-workers, supervisors, or customers/clients.

55. Why should we care? The exceptionally high frequency of occurrence for incivility is cause for concern because research has consistently demonstrated that the effects of incivility can compound over time.

56. Why should we care? As a result, incivility has been shown to lead to a host of deleterious effects on employee and organizational well-being. In terms of personal outcomes, co-worker incivility has been linked to higher levels of employee burnout, feelings of strain, and decreased psychological well-being. In terms of organizational outcomes, incivility has been related to employee withdrawal, decreased satisfaction, and decreased performance.

57. Incivility Has Been Shown To Lead To A Host Of Deleterious Effects

58. What can we do? It is clear that incivility—in its many forms—can be incredibly harmful to both individual employees and to their employing organizations. What, then, should be done to reduce incivility? Research investigating civility interventions is relatively new, but there are some recommendations that might be effective in building a respectful work environment.

59. What can we do? Perhaps one of the most important factors in maintaining a civil work environment is to have a strong example set by management. That is, managers should model civil behaviour, helping create a culture of civility and respect.

60. Managers Should Model Civil Behaviour, Helping Create A Culture Of Civility And Respect

61. What can we do? If managers frequently violate social norms for courtesy and respect, employees might take this as a cue that doing so is acceptable, and begin to be uncivil to each other. Managers should realize that they are always “on,” and should be especially careful when interacting with employees, whether these interactions are in-person or via email. By setting the tone for the organization, managers can help create a culture of civility and respect at all levels of the organization.

62. What can we do? Aside from managers modelling behaviour, organizations can also make sure that norms for courtesy and respect are evident to employees from the recruitment stage. Recruiters should have the “people skills” necessary to embody the civility norms of the organization and set the stage for these expectations.

63. Recruiters should have the “people skills” necessary to embody the civility norms

64. What can we do? During the selection phase, employers can thoroughly check references for indications of consistent past rude behaviour , as well as select on personality traits that might be related to civil, respectful behaviour.

65. During the selection phase, employers can thoroughly check references for indications of consistent past rude behaviour

66. What can we do? Upon employees entering an organization, on boarding programs can make civility expectations clear, and issues related to interpersonal behaviour can be discussed. Emphasizing that employees should never be too busy to be nice should be a priority, and this should be reiterated throughout the course of an employee’s career.

67. On Boarding Programs Can Make Civility Expectations Clear

68. What can we do? Overall, organizational leadership should take whatever steps they can to maintain a civil climate, keeping in mind that promoting civility can both reduce negative employee outcomes and increase organizational effectiveness.

69. Promoting Civility Can Both Reduce Negative Employee Outcomes And Increase Organizational Effectiveness

70. What can we do? Maintaining a civil work environment is not necessarily easy, particularly due to the fast-paced, often interpersonally disconnected work environment , where communication is quick and emails are may be sent without a thought. However, previous research indicates that it can be done, and making efforts toward promoting civility will certainly pay off in the long-term.

71. Maintaining a civil work environment is not necessarily easy, particularly due to the fast-paced, often interpersonally disconnected work environment

72. How to Control Incivility at Workplace ? Have you considered the potential cost of workplace incivility at your business ? Workplace incivility has been defined as “ low intensity” behaviour that may be demonstrated through actions such as being mildly but consistently rude , discourteous or impolite – or violating workplace norms of behaviour.

73. How to Control Incivility at Workplace ? Incivility can be tough for a manager to spot because it tends to be more subtle than workplace bullying , yelling or physical violence. Incivility may present itself as eye-rolling, interrupting or talking over someone in a meeting, making dismissive comments , or speaking disrespectfully while not saying anything that could cause legal action.

74. Incivility can be tough for a manager to spot because it tends to be more subtle than workplace bullying

75. How to Control Incivility at Workplace ? eye-rolling Interrupt A Meeting Speaking Disrespectfully

76. How to Control Incivility at Workplace ? Further complicating matters, incivility means different things to different people, so it can be easy for a manager to overlook or miss. This conduct tends to be less of a black-or-white issue compared to more blatant forms of undesirable work conduct such as sexual harassment, stealing or lying.

77. How to Control Incivility at Workplace ? Nonetheless, incivility is just as disruptive to productivity as more extreme behaviours. In fact, it’s been described as the “gateway drug” to workplace harassment or creation of a hostile work environment which makes incivility worthy of every leader’s attention. Here’s what workplace incivility may be costing your company and what you can do to build a culture of respect and politeness.

78. Nonetheless, incivility is just as disruptive to productivity as more extreme behaviours

79. The Cost of Incivility Rudeness chips away at your bottom line if it goes unchecked. Remember, most employees fail to report incivility because they’re worried about retribution or being perceived as a complainer. Instead, they worry in silence and get less work done.

80. Remember, most employees fail to report incivility because they’re worried about retribution or being perceived as a complainer

81. The Cost of Incivility Studies show that an employee who feels disrespected becomes stressed and is more likely to: Avoid offering new ideas and solutions Deliberately decrease their productivity Lower the quality of their work Avoid offering help

82. Lower The Quality Of Their Work

83. The Cost of Incivility Steer clear of the offender, creating inefficiencies Take their frustrations out on customers Spend less time at work Leave the company Perhaps worst of all, when incivility spills into customer view, it reflects poorly on your company and makes customers uncomfortable (and more likely to take their business elsewhere).

84. Take their frustrations out on customers

85. Costs of Incivility Among workers on the receiving end of incivility:

86. Costs of Incivility Many managers would say that incivility is wrong, but not all recognize that it has tangible costs. Employee feedback that 48% intentionally decreased their work effort. 47% intentionally decreased the time spent at work. 38% intentionally decreased the quality of their work. 80% lost work time worrying about the incident. 63% lost work time avoiding the offender. 66% said that their performance declined. 78% said that their commitment to the organization declined. 12% said that they left their job because of the uncivil treatment. 25% admitted to taking their frustration out on customers

87. Costs of Incivility

88. Costs of Incivility Creativity suffers Less Creative and have fewer new ideas if treat rudely Performance and team spirit deteriorate Negative consequences, less likely than others to help Customers turn away Criticizing colleagues, disrespectful behaviour makes customer uncomfortable Regardless of the circumstances, people don’t like to see others treated badly, Managing incidents is expensive One incident can soak up weeks of attention and effort, waste of manpower

89. Costs of Incivility Creativity Suffers Team Spirit Deteriorate Customers turn away

90. Steps to encourage civility in the workplace If you’ve noticed a general malaise among your workers, or tensions that seem to be brewing just beneath the surface, consider whether incivility among your staff could be the culprit. Hoping the problem will go away isn’t a solution. Without intervention, productivity is sure to suffer. Turnover will also likely increase. Instead, you must proactively address your workplace culture and take steps to minimize the instances of rudeness and reinforce respectful, acceptable behaviour.

91. Steps to encourage civility in the workplace Leaders set the tone, be aware of your actions Model good behaviour Role model, leader is rude Create a culture of respect and express your appreciation. Ask for feedback Leadership style Managing Yourself Pay attention to your progress Self awareness and set good example and alert people when rude .

92. Steps To Encourage Civility In The Workplace

93. 1. Model Good Behaviour You’ve heard it before: Leaders must exhibit the behaviour they want to see in their employees. When it comes to creating a culture of civility in the workplace, this means you must police yourself and always speak politely and respectfully to everyone. No raised voices, no cutting remarks, no door slamming, no talking over people, no sideways glances that stop employees in their tracks, no teasing remarks that sting.

94. Model Good Behaviour

95. 2. Don’t Make Excuses If an employee tells you they have a problem with the way another worker speaks to them, don’t dismiss their concerns because you don’t agree with their perception. If an employee feels disrespected, it doesn’t matter what you think. It matters what they think because it’s bothering them enough to step up and talk to you. And it’s a sign that there’s a problem that’s likely to harm productivity.

96. Don’t Make Excuses

97. 3. Hold everyone accountable all day, every day Just as with any human habit or trait, people tend to continue conduct that doesn’t cause them discomfort or pain. That’s why it’s so important to address disrespectful behaviour as soon as you notice it or it’s brought to your attention. If you notice Sam interrupting Dana repeatedly in meetings, it’s time to take him aside, point out what he’s doing, explain that it’s disrespectful, and encourage him to be more aware of his meeting conduct. Likewise, if Margie excludes a teammate from important conversations, you must immediately talk to her privately about how such actions undermine teamwork and productivity.

98. Hold Everyone Accountable All Day, Every Day

99. 3. Hold everyone accountable all day, every day When it comes to corrective actions, assume the perpetrator isn’t deliberately being rude. Incivility is often the result of thoughtlessness, stress, unconscious bias or misjudgement of group norms, and often can be corrected with a mild reminder.

100. Hold everyone accountable all day, every day

101. 4. Define Acceptable Conduct Because different departments may have their own norms of behaviour, it can be helpful to let your team create a list of what’s acceptable conduct and what’s not. For instance, a hard-charging team of lawyers may be accustomed to arguing loudly and talking over one another, while your HR department is more comfortable when every person takes a turn speaking.

102. Define Acceptable Conduct

103. 4. Define Acceptable Conduct To establish rules of behaviour within your team, hold a meeting and have everyone agree on 5 to 10 rules of conduct . This will provide the foundation for how you all interact. Then, encourage co-workers to enforce the rules they’ve established for themselves. Each department may be slightly different and that’s okay, just as long as each team is productive and contributing to the organization’s mission.

104. 5. Hire and Train for Civility One way to build a culture of civility in your office is to deliberately hire people who show signs of good manners. As you interview candidates, pay attention to how they treat everyone they encounter, from the receptionist to potential teammates. Ask yourself: Does the candidate seem to listen to questions fully before beginning to answer? Does she interrupt or talk over people? Does he make cutting remarks about former co-workers or workplaces?

105. Hire and Train for Civility

106. 5. Hire and Train for Civility If a candidate exhibits such negative behaviour during the interview, just imagine what their conduct might be once they’re hired and have settled in and gotten comfortable. Also consider using your personal network to find out how a job candidate is regarded by former co-workers. Toxic employees tend to leave a wake of badly treated co-workers and subordinates that you can uncover, but you have to dig past their résumé to find the information you need to hire for civility.

107. Hire and Train for Civility

108. 5. Hire and Train for Civility It’s also a good idea to incorporate civility training into your employee development curriculum. That way, you consistently reinforce the positive behaviours you expect from employees throughout their tenure with your company.

109. Hire and Train for Civility

110. 5. Hire and Train for Civility Create Group Norms Work in the group to discuss what should and should not do e.g. Hospital, smile, greet customer to gain customer satisfaction Reward good behaviour & Penalize bad behaviour Motivate the staff with incentives, e.g. bonus and TPM   Warning, punishing action   Conduct post-departure interviews   Interview with resigned staff to find out Root cause

111. Hire and Train for Civility

112. 6. Pay Attention to the Larger World Current events impact workplace behaviour. For instance, when rudeness is displayed by public figures on television, social media and at public events, it becomes normalized . Three to six months later, that incivility tends to bubble up at work, too. You can prevent such negative behaviours from infecting your business by talking to employees who seem stressed by a news event, the economy, overwork or personal situations.

113. 6. Pay Attention to the Larger World If you don’t address workplace incivility swiftly, you’ll likely end up dealing with its after-effects through turnover, low morale and productivity gaps. Is that a price you’re willing to pay?

114. If you don’t address workplace incivility swiftly, you’ll likely end up dealing with its after-effects through turnover

115. Global Approach Take civility global. i.e. behaviour and to react respectfully across cultures Global Approach Before you go:   Know who you are   Know where you are going   Be open-minded

116. Take Civility Global

117. Global Approach Once you’re there:   Show respect   Be agreeable   Show patience with others and yourself   Pay sharp attention   Break out of your comfort zone   Be adaptable   Accept and learn from mistakes

118. Global Approach

119. A Culture Of Civility Have a cooperative approach Be aware of underlying needs Recognize individual differences Be open to adapting to positions Start from leaders Clearly define expectations for how employees treat each other Reward civilized behaviour Encourage stress management

120. A Culture Of Civility

121. Conclusion In order to minimize the workplace incivility, it requires the efforts from both leaders and employees Organizations need to promote the cultures for civility Civility can be enhanced by building competencies in skills such as listening, conflict resolution, negotiation, dealing with difficult people, and stress management

122. In order to minimize the workplace incivility, it requires the efforts from both leaders and employees

123. Terminology Abusive Supervision Abusive supervision is defined as the "subordinates' perceptions of the extent to which their supervisors engage in the sustained display of hostile verbal and nonverbal behaviours". This could be when supervisors ridicule their employees, give them the silent treatment, remind them of past failures, fail to give proper credit, wrongfully assign blame or blow up in fits of temper. It may seem like employees who are abused by their supervisor will either directly retaliate or withdraw by quitting the job but in reality many strike out against their employer by engaging in organizational deviant behaviours.

124. Abusive Supervision

125. Counterproductive Work Behaviour ( CWB ) Counterproductive Work Behaviour Counterproductive work behaviour ( CWB ) is employee behaviour that goes against the legitimate interests of an organization. These behaviours can harm organizations or people in organizations including employees and clients, customers, or patients. It has been proposed that a person-by-environment interaction can be utilized to explain a variety of counterproductive behaviours

126. Counterproductive Work Behaviour

127. Kiss Up Kick Down Kiss up kick down (or suck up kick down ) is a neologism used to describe the situation where middle level employees in an organization are polite and flattering to superiors but abusive to subordinates

128. Toxic Workplace A toxic workplace is a workplace that is marked by significant drama and infighting, where personal battles often harm productivity. Toxic workplaces are often considered the result of toxic employers and/or toxic employees who are motivated by personal gain (power, money, fame or special status), use unethical, mean-spirited and sometimes illegal means to manipulate and annoy those around them; and whose motives are to maintain or increase power, money or special status or divert attention away from their performance shortfalls and misdeeds.

129. Toxic Workplace

130. Workplace Bullying Workplace bullying is a persistent pattern of mistreatment from others in the workplace that causes either physical or emotional harm. It can include such tactics as verbal, nonverbal, psychological, physical abuse and humiliation . This type of workplace aggression is particularly difficult because, unlike the typical school bully, workplace bullies often operate within the established rules and policies of their organization and their society

131. Workplace Bullying

132. Civic Virtue Civic virtue is the harvesting of habits important for the success of the community . Closely linked to the concept of citizenship, civic virtue is often conceived as the dedication of citizens to the common welfare of their community even at the cost of their individual interests.

133. Civic Virtue

134. Folk Devil Folk devil is a person or group of people who are portrayed in folklore or the media as outsiders and deviant, and who are blamed for crimes or other sorts of social problems;

135. Social Undermining Social undermining is the expression of negative emotions directed towards a particular person or negative evaluations of the person as a way to prevent the person from achieving their goals.

136. Social Undermining

137. Yobbo (slang) Yob is slang in the United Kingdom for a loutish, uncultured person. In Australia and New Zealand, the word yobbo is more frequently used, with a similar although slightly less negative meaning.

138. Political Incivility Political incivility is different from the everyday incivility. According to face negotiation theory, politeness norms require us to avoid challenging others, but political incivility is different because, since it is specific to the political sphere, contestation of views and confrontation are required for a democracy to occur. According to Thomas Benson, "Where there is disagreement, there is a risk of incivility; in many cases, incivility is itself a tactic in political discourse, employed as an indicator of sincerity, as the marker of the high stakes in a disagreement."

139. Political Incivility

140. Academic Incivility In an academic context, incivility can be broadly defined as student behaviours that negatively affect the learning environment .

141. Inappropriate Corporation – Supporting mental wellbeing in the workplace https:// www.inappropriatecorp.com.au ( Mis )behave with Dave The series centres around the team at the fictional Inappropriate Corporation, a sometimes dysfunctional workplace with some big workplace mental health issues that needed addressing. Episode 1 – Incivility https:// youtu.be/AchPlm92qqs

142. References Incivility https:// en.wikipedia.org/wiki/Incivility Stopping The Downward Spiral Of Workplace Incivility https://www.forbes.com/sites/audreymurrell/2018/07/16/stopping-the-downward-spiral-of-workplace-incivility/# 4f1842ef54ef The Price of Incivility - Harvard Business Review https:// hbr.org/2013/01/the-price-of-incivility What Causes Incivility in the Workplace? https:// smallbusiness.chron.com/causes-incivility-workplace-10700.html Workplace incivility - Wikipedia https:// en.wikipedia.org/wiki/Workplace_incivility Workplace Incivility and Rudeness Needs to Stop. Here's Why. https://hbrascend.org/topics/workplace-incivility-and-rudeness-needs-to-stop-heres-why / 6 ways to combat workplace incivility https://www.insperity.com/blog/workplace-incivility /

143. “Incivility is the social equivalent of CO 2 and leads to a sort of cultural climate change that is very difficult to reverse. Anger, confusion, and a willingness to engage in bullying to get one's way; these are all results of the current hot house climate we find ourselves in.” ― Diane Kalen-Sukra ,

144. Thanks…