Workplace incivility is behavior that violates norms of mutual respect, reducing cooperation and motivation. It is often ambiguous and difficult to detect. Studies show incivility leads to decreased work efforts, calling in sick, reduced productivity and commitment, and employees quitting. Incivility is often not reported due to fears of reprisal. Left unaddressed, incivility can escalate into an ongoing cycle. Both men and women can be instigators. Factors include blurred behavioral lines, stress, and protected positions. Creating a culture of civility through clear expectations, leadership, and addressing uncivil behavior can improve cooperation, productivity and teamwork.

1. Incivility The Quiet Workplace Crisis

2. What is Workplace Incivility? Behavior that violates workplace norms for mutual respect in such a way that cooperation and motivation are reduced Behavior can be “under the radar” and difficult to detect

3. “ Assessing and Attacking Workplace Incivility,” Organizational Dynamics 29, no.2, 2000 , Lynne Anderson, Christine Pearson and Christine Porath. Affects of Incivility 22% of employees had intentionally decreased work efforts 10% had called in sick to avoid the instigator 28% lost productivity because they spent time at work avoiding the instigator 37% reduced their commitment to the organization 12% had actually quit organizations

4. Incivility Is Often Ambiguous The intent to harm may not be clear The instigator often pretends innocence or claims that the injured party misunderstood or is too sensitive

5. Incivility Is Often Not Reported Employees fear reprisals or damage to their careers In exit interviews, incivility may not be mentioned by departing employees because they don’t want to affect future references or may blame themselves for not being able to “take it”

6. Sometimes, of course, it’s obvious!

7. “ An eye for an eye makes the whole world blind.” — Mahatma Gandhi — The Incivility Spiral (adapted from Andersson & Pearson, 1999) Uncivil Behavior Perception of Unfairness Negative Feelings Desire for reciprocation or revenge

8. Incivility Escalation

9. Who Are The Instigators? Male or female: coworkers, supervisors, managers Tend to be rude to coworkers, disrespectful of subordinates Generally difficult to get along with Often emotionally reactive to problems and stressful situations. Some are particularly skilled at “kissing up and kicking down”

10. Factors Causing Incivility Blurred lines for appropriate behavior Absentee parenting Long hours/overwork Workplace stress Hurt feelings Passive aggression Intolerance of individual differences Being in a protected position or position of authority

11. Why Be Civil? 83% of people report that it is “very important” to work in a civil environment (Baltimore Workplace Study, 2003) What you give is what you get One person can have a positive impact on the work environment — Improved cooperation — Improved productivity — Improved teamwork

12. Create a Culture of Civility Clearly define expectations for how employees treat each other Organization culture and values Employee orientation Leaders model civility

13. Create a Culture of Civility Leaders identify and address incivility Reward/reinforce civil behavior Offenders face consequences Encourage stress management, active listening, conflict resolution skills

14. Define Civil Behavior Avoid sarcasm, put downs, offensive humor Listen attentively with eye contact Watch body language/personal space Apologize when in the wrong Respect coworkers’ “stuff” (e.g., workspace, tools, food in the refrigerator) Give each other positive reinforcement Engage employees in creating the definition. Here are some items employee groups have suggested:

15. Remember pleasantries Don’t interrupt, ask if the person has time Be open-minded Say what you mean Talk to people, not about people Be aware of tone and volume Be respectful, even in disagreement Communicate With Civility

16. Avoid Words That Promote Conflict “ You should/you must…” “ You lied…” “ This is so typical of you…” “ You always/you never…” “ The problem is you…” “ If you don’t do this, then I’ll…” “ You’ll never change…” “ You’re being hysterical/ unreasonable…”

17. Active Listening Listen with the same basic courtesies you want to receive: — No interrupting — Reflect back understanding of views — Ask clarifying questions — Really listen, don’t respond until you have truly HEARD the other person — Use “I” messages

18. Email Is the message more effectively communicated in person? Review before sending Don’t forget pleasantries Be aware of tone

19. Responding to Incivility Have healthy boundaries Know your conflict style Express your point of view Avoid escalation Stay away from the low road

20. Being Civil Does Not Mean… Not speaking up for yourself Being someone you are not Avoiding conflict when it is necessary Pretending to be nice, then stabbing someone in the back Giving up your rights to seek assistance in dealing with difficult people at work

21. A Systemic Approach Clear values and standards of conduct Strong orientation programs Training in communication and related skills Engaging employees in positive workplace efforts Getting supervisors and managers on board and equipping them with needed skills Creating a culture that rejects incivility and supports reporting and addressing it

22. Resources Rude Awakenings: Overcoming the Civility Crisis in the Workplace (2002) by Giovinella Gonthier Choosing Civility: The Twenty-Five Rules of Considerate Conduct (2002) by P.M. Forni Conflict Resolution (2001) by Daniel Dana People Styles at Work (1996) by Robert Bolton & Dorothy Grover Bolton Resolving Conflicts at Work (2005) by Kenneth Cloke & Joan Goldsmith Workplace Wars and How to End Them (1994) by Kenneth Kaye

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