QUIZZES

-- a work luncheon, which of the following is an example of proper courtesy?

Feedback
The correct answer is: Thanking your server when he fills your water glass

Question 2
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Professionalism includes all of the following EXCEPT:

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The correct answer is: compromising values.

Question 3
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Employers desire professionals who do which of the following?

Feedback
The correct answer is: Listen actively, honor commitments, and seek help when needed

Font choices, facial expressions, symbols, timing, and body language are all examples of
what type of communication?

Feedback
The correct answer is: Nonverbal communication

Question 2
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Why is eye contact an important factor in communication?

Feedback
The correct answer is: All of the above

Question 3
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How has the introduction of technology in the workplace created challenges for
supervisors?

Feedback
The correct answer is: Employees have additional distractions to lower productivity.

How does cultural diversity affect the workplace?

Feedback
The correct answer is: All of the above
Question 2
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Which of the following is an example of a common cultural value in the workplace?

The correct answer is: Believing that you should provide your clients with fast and accurate
service

Question 3
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Intercultural communication involves which of the following?

Feedback
The correct answer is: Both A and B

FINAL EXAM

Question 2
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How can employees foster a positive work environment by being collegial?

Select one:

a.
By refraining from using social media

b.
By striving to be agreeable team members

c.
By developing a more competitive atmosphere

d.
By trusting and having confidence in co-workers

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Which of the following should you do when you want to figure out what attire is
appropriate at work?

Select one:

a.
Try to dress like your boss and your boss's boss

b.
Assume the company dress code requires business attire

c.
Dress more formally than your coworkers so you will be noticed

d.
Dress in business attire at all business events away from the workplace

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Companies write a code of conduct to protect their business and to encourage their
employees to make ethical decisions. One topic in the code of conduct that blends legal
compliance with ethical considerations relates to sexual harassment. To ensure ethical and
appropriate behavior in the workplace, what should employees know about sexual
harassment?

Select one:

a.
Staring or leering is not sexual harassment

b.
A harasser cannot be a consultant or an intern

c.
A victim of sexual harassment can be a man or a woman

d.
Off-color jokes in a predominately male workplace are not sexual harassment

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Joan has a 15-minute presentation to give, but her notes take up 45 minutes. She knows she
needs to narrow the focus of her speech to 15 minutes, but it is hard to decide what key
points to make. What skill of a responsible communicator does Joan need to tap into to be
successful?

Select one:

a.
Clarity

b.
Conciseness

c.
Organization

d.
Preparedness

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Mary just attended a large event, and she needs to write a thank you note to her hostess.
Which of the following should she do to demonstrate an appropriate tone in her thank you
note?

Select one:

a.
She should be precise in her choice of words

b.
She should ask to be invited to the next event

c.
She should read her thank you note out loud before mailing it

d.
She should make sure she uses proper grammar and spelling

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John is giving his class a lecture on the history of tadpoles. Several students begin to tap
their pencils and chew on them. What should John infer from this observation?

Select one:

a.
Students are discouraging interaction with one another

b.
Students are ignoring his presentation by focusing on an object

c.
Students are adapting something about themselves for another purpose

d.
Students are substituting more appropriate displays for less appropriate displays

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Jean pretends to pay attention to her professor's lecture, but instead texts her friend while
hiding her phone in her lap. How does this behavior demonstrate that she is being
disrespectful?

Select one:

a.
She is too sensitive to her friend's needs

b.
She is snubbing her professor by focusing on her phone

c.
She is not taking advantage of her professor's knowledge

d.
She is multi-tasking, which is less effective than focusing on one thing

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What is a benefit automating social media posts for a small business?

Select one:

a.
It enables consistency in digital marketing

b.
It provides backups for documents, files, and other data

c.
It helps protect private and valuable information on potential businesses
d.
It allows businesses to send targeted emails and newsletters to designated customers

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In what circumstance is it appropriate to send an email?

Select one:

a.
When your message is highly confidential

b.
When you prefer not to say something face-to-face

c.
When you need a written record of the communication

d.
When your message requires more than a yes or no answer

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If you make assumptions about your audience's expectations when you send an email, what
can happen?

Select one:

a.
Your message will more likely be perceived as professional

b.
Your use of email shows you care about effective use of time
c.
Your tone may be misinterpreted as angry rather than concerned

d.
Your casual tone in email creates a perception that you are friendly

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You signal to your partner that you have three points to cover. What purpose might this
serve in a conversation?

Select one:

a.
To reduce uncertainty by taking the direct approach

b.
To outline the parameters to keep conversation on track

c.
To make sure the information exchange is successful the first time

d.
To demonstrate a willingness to engage in conversation and a purpose

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What advice do experts give millennials for obtaining job satisfaction and strong
relationships?

Select one:

a.
Multi-task more often
b.
Avoid small talk at work

c.
Develop more technological skills

d.
Have patience with others and yourself

Question 17
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Managing a diverse workforce is challenging. Which of the following statements about
diversity is true?

Select one:

a.
An affirmative action program ensures equal treatment of all employees

b.
Employees are more likely to associate initially with those who are similar to them

c.
A diverse workforce helps eliminate discrimination among employees and managers

d.
Managers who are evaluated and rewarded based on diversity management tend to show
less commitment

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Susan has tried to strike up a conversation with her new co-worker, Jane, but has been
unsuccessful. Jane appears shy and does not often make eye contact with those around her.
Susan is learning that Jane may be reflecting the customs of her native country. What
personal strength should Susan seek to use to allow her to approach Jane again in a more
sensitive way?

Select one:

a.
Empathy

b.
Knowledge

c.
Self-confidence

d.
Cultural competence

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Which of the following is a way that managers can align their mission to address equity
issues in the community they serve?

Select one:

a.
Build personal competencies for inclusive leadership

b.
Review services, outreach, or programs through the lens of inclusion

c.
Train for key behaviors for inclusion, and hold all leaders accountable

d.
Set milestones and track progress for hiring, retention, and advancement
 1. Why is being civil and respectful, and treating others in the way you want to be
treated an important part of being courteous and other-centered in the workplace?

Select one:

a.
Practicing civility and respect ensures that people will respond well to you

b.
Social grace helps us to interpret nonverbal cues by others in the workplace

c.
Practicing social graces in the workplace leads to mutual likeability among co-workers

d.
Rudeness and aggression are negative behaviors toward others and lead to a toxic work
environment

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What responsibility do employees have regarding the cybersecurity of their workplaces?

Select one:

a.
They are responsible for using social media professionally

b.
They are responsible for avoiding unauthorized web surfing at work

c.
They are responsible for controlling the integrity of the computer system

d.
They are responsible for reporting gifts of appreciation from valued customers

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Jim has been working out- worker on worker

companies have #5

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When considering business etiquette, how should you prepare for a meeting in another
country?

Select one:

a.
Conduct yourself as you would when visiting a local firm

b.
Shake hands with all participants to position yourself as friendly

c.
Refrain from offering gifts, since they may be perceived as bribes

d.
Study the social preferences of your target country and defer to them

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As defined by the U.S. National Institute for Occupational Safety and Health (NIOSH), what
type of workplace violence occurs when the perpetrator has no legitimate relationship with
the business or its employees?

Select one:

a.
Personal relationship

b.
Worker against worker

c.
Violence by a customer

d.
Traditional criminal intent

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You are responsible for admonishing an employee who lied to you about missing an
important deadline. What approach should you use when responding to the employee to
ensure that you do so in an ethical manner?

Select one:

a.
Follow the principle of the Golden Rule

b.
Follow the by-laws of the company's Board of Directors

c.
Follow the supervisory guidance in the company's code of conduct

d.
Follow the lawful decisions in the company's policies and procedures

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An employee who has social intelligence often realizes when it's time to conclude a
conversation with their conversation partner. An employee who has emotional intelligence
will often invite new co-workers to join their lunch group. How does this demonstrate the
difference between social and emotional intelligence?
Select one:

a.
Social intelligence relies on feelings, while emotional intelligence relies on thoughts

b.
Social intelligence tells us how a person is reacting, while emotional intelligence tells us
when to speak and when not to

c.
Social intelligence lets us follow non-verbal cues effectively, while emotional
intelligence lets us distinguish different emotions and know what to do about them

d.
Social intelligence helps us behave respectfully toward everyone we interact with, while
emotional intelligence prevents conflict and a negative work environment

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Joan has a 15-minute presentation to give, but her notes take up 45 minutes. She knows she
needs to narrow the focus of her speech to 15 minutes, but it is hard to decide what key
points to make. What skill of a responsible communicator does Joan need to tap into to be
successful?

Select one:

a.
Clarity

b.
Conciseness

c.
Organization

d.
Preparedness
Question 9
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Mary is preparing a speech, and she wants to be sure that she is results-oriented while she
prepares. Which of the following should she do to remain focused on the results of her
speech?

Select one:

a.
She should include time for questions and answers

b.
She should ask someone to listen and offer feedback

c.
She should use terms that are familiar to her audience

d.
She should make sure her speech sounds friendly and agreeable

Question 10
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Which of the following statements about communication is true?

Select one:

a.
Nonverbal messages are easier to interpret than verbal messages

b.
People tend to believe nonverbal messages more than verbal ones

c.
People tend to believe verbal messages more than nonverbal ones
d.
Intentional motives are often assigned to verbal messages when they are unintentional

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Which of the following can you do to signal to a speaker that you understand their meaning
as they intended it?

Select one:

a.
Paraphrase the message

b.
Acknowledge the subtext

c.
Make adequate eye contact

d.
Follow your internal monologue

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How has technology helped small businesses benefit from connectivity?

Select one:

a.
Employees can work from remote locations

b.
Businesses only have to use social media to advertise
c.
Companies do not have to worry about breaches in security

d.
Businesses can better define roles and positions before expanding

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What should you do with the subject line of an email?

Select one:

a.
Be specific in your subject line

b.
Omit the subject line for personal emails

c.
Include your message in the subject line

d.
Limit the subject line to one or two words

Question 15
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What stage of a conversation verbally or nonverbally indicates the conversation topic?

Select one:

a.
Business stage
b.
Initiation stage

c.
Feedback stage

d.
Preview stage

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What is one disadvantage of multitasking while speaking with someone on the telephone?

Select one:

a.
You may respond inappropriately to an important question or statement

b.
You may need to call the person again to make sure your point got across

c.
You have to pretend to pay attention and may miss out on opportunities to learn new
information

d.
You may give the other speaker too much time to get their point across and rob you
of your chance to express yourself

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A potential benefit of having a diverse workforce is higher creativity in decision making.
Which of the following statements reflects this?

Select one:
a.
Individuals are more likely to consider alternatives

b.
Investors can judge how well the company is being managed

c.
Products or services may appeal to a broader customer base

d.
Companies with diversity management can avoid costly litigation

Question 18
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John manages a diverse workforce. He would like to become more knowledgeable about
the various languages and customs of his employees. What steps could John take to
become more culturally aware?

Select one:

a.
He could immerse himself with people from these cultures

b.
He could inform his employees that he will be an intercultural manager

c.
He could explain to the employees why they all needed to learn American customs

d.
He could learn to understand his own cultural identity and sympathize with the differences
of others

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 Question text
Jane likes to meet people from other cultures and learn about their customs. What
characteristic encourages Jane to interact with people from various backgrounds and learn
more about herself and others?

Select one:

a.
Cognitive flexibility

b.
Intrinsic motivation

c.
Extrinsic motivation

d.
Tolerance for uncertainty

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To reap the benefits of today's global workforce, companies must use diversity-alignment
strategies. What is one way a company can incorporate diversity initiatives into their
organization?

Select one:

a.
Use a diversity scorecard

b.
Have employees write their own handbook

c.
Pay bonuses to employees who learn English

d.
Offer more overtime hours to lower-level employees
Question 21
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Which of the following is a way that managers can align their mission to address equity
issues in the community they serve?

Select one:

a.
Build personal competencies for inclusive leadership

b.
Review services, outreach, or programs through the lens of inclusion

c.
Train for key behaviors for inclusion, and hold all leaders accountable

d.
Set milestones and track progress for hiring, retention, and advancement

Question 2
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Which of the following is good advice for someone who wants to get along with their
coworkers?

Select one:

a.
Join in political discussions and defend your positions

b.
Stay away from difficult people to avoid potential conflict

c.
Refrain from using social media to share information about work
d.
Share anecdotes and stories you would share with friends and family

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When you are having a conversation, which of the following should you do to make a
favorable impression?

Select one:

a.
Copy the body language of the person you are speaking with

b.
Enter the other person's cubicle or office and ask for permission to sit

c.
Take any cell phone calls you receive, but speak at a considerate whisper

d.
Lean in to ensure the other person knows you are interested in what is being said

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The U.S. National Institute for Occupational Safety and Health (NIOSH) defines four
categories of violence in the workplace. Under which workplace violence category would a
patient fall who becomes violent on hospital premises after being turned down by a new
drug therapy?

Select one:

a.
Personal relationship
b.
Worker against worker

c.
Violence by a customer

d.
Traditional criminal intent

Question 5
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You are responsible for admonishing an employee who lied to you about missing an
important deadline. What approach should you use when responding to the employee to
ensure that you do so in an ethical manner?

Select one:

a.
Follow the principle of the Golden Rule

b.
Follow the by-laws of the company's Board of Directors

c.
Follow the supervisory guidance in the company's code of conduct

d.
Follow the lawful decisions in the company's policies and procedures

Question 6
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An employee who has social intelligence often realizes when it's time to conclude a
conversation with their conversation partner. An employee who has emotional intelligence
will often invite new co-workers to join their lunch group. How does this demonstrate the
difference between social and emotional intelligence?

Select one:

a.
Social intelligence relies on feelings, while emotional intelligence relies on thoughts

b.
Social intelligence tells us how a person is reacting, while emotional intelligence tells us
when to speak and when not to

c.
Social intelligence lets us follow non-verbal cues effectively, while emotional
intelligence lets us distinguish different emotions and know what to do about them

d.
Social intelligence helps us behave respectfully toward everyone we interact with, while
emotional intelligence prevents conflict and a negative work environment

Question 7
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What quality does a great leader represent when they love to learn, always strive to know
more, and try to be more effective?

Select one:

a.
Energy

b.
Enthusiasm

c.
Hope

d.
Kindness
What quality does a great leader represent when they mentor a student

Select one:

a.
Energy

b.
Enthusiasm

c.
Hope

d.
Kindness

Tom has been asked to draft a memo to all nurse

-being egalitarian

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To build a healthy relationship, an ethical communicator does not pretend to know
something when they do not. Which component of communication are you demonstrating
when you convince your audience that you are believable?

Select one:

a.
Egalitarianism

b.
Preparedness

c.
Respectfulness
d.
Trustworthiness

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How do socially intelligent people use nonverbal communication to inform their perceptions
of a situation?

Select one:

a.
They pick up on cues that help them get along with others

b.
They react to negative situations from a sympathetic point of view

c.
They use their formal education and experience to inform their reactions

d.
They make assumptions about anger or sadness and respond accordingly

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Which of the following can you do to signal to a speaker that you understand their meaning
as they intended it?

Select one:

a.
Paraphrase the message

b.
Acknowledge the subtext
c.
Make adequate eye contact

d.
Follow your internal monologue

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Which of the following is an example of how small and start-up businesses can use time-
management tools to increase productivity?

Select one:

a.
Using search engines to look up customers

b.
Using apps to create to-do lists and production schedules

c.
Using cybersecurity software to protect their customer records

d.
Using word processing software to create memos and business letters

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You work in the same building as your boss, and you want to ask for feedback on your job
performance. What is the best way to make this request?

Select one:

a.
Request feedback by email

b.
Call your boss to request feedback

c.
Ask your boss face-to-face for feedback

d.
Wait for your scheduled review to receive feedback

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Accepting feedback on both sides of the conversation often signals a transition to what
stage of conversation?

Select one:

a.
Business stage

b.
Closing stage

c.
Feedback stage

d.
Preview stage

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Today's managers and other stakeholders have high expectations for the quality of
conversation skills in the people with whom they interact. What is one recommendation for
employees who may lack required professional telephone and conversation skills ?

Select one:

a.
Keep phone and in-person conversations short for efficiency

b.
Teach others how most communication can be done through texting

c.
Practice conversing in person and on the telephone to gain social skills

d.
Limit texting primarily to others who are comfortable with this way of communicating

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What is one of the benefits of having an inclusive leader?

Select one:

a.
They encourage employees of similar cultures to work in teams

b.
They teach employees how to respond in an effective communication style

c.
They integrate learning opportunities at the lowest levels of the organization

d.
They look at routines or processes to make inclusion an integral part of the way they
work

Question 18
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To build and sustain an inclusive culture, managers must be held accountable. Which of the
following pieces of employee feedback would be associated with an inclusive workplace?

Select one:

a.
Equal treatment yields equal outcomes

b.
My manager acknowledges my contributions

c.
My manager trains us on unconscious bias awareness

d.
Our team inclusion advocate makes sure no member is ignored

Which of the following is an indicator of an inclusive workplace?

a. A robust mali

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What kind of steps can we take to be mindful and encourage better intercultural
communication?

Select one:

a.
Recognize the attitudes and uncertainty of others and limit our conversations with them

b.
Avoid talking about informal experiences and limit our conversation to topics everyone
agrees with

c.
Continually ask how the conversation is going and what our and others' reactions are
to avoid becoming overwhelmed

d.
Continually teach others from other cultural backgrounds about our culture to avoid
uninformative conversations

Mary plans to hire 25 employees

English. To successfully integrate- D. Cross cultural competence

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Which of the following is a way that managers can align their mission to address equity
issues in the community they serve?

Select one:

a.
Build personal competencies for inclusive leadership

b.
Review services, outreach, or programs through the lens of inclusion

c.
Train for key behaviors for inclusion, and hold all leaders accountable

d.
Set milestones and track progress for hiring, retention, and advancement

John is hosting- b. intrinsic mali

Why does acting unethically by manipulating, telling white lies, or stretching the truth lead
to a hostile work environment?

Select one:

a.

It creates mistrust in the workplace

b.

It shows aggression and disrespect toward others

c.

It exhibits hostility and a lack of tactful behavior toward others

d.

It is discriminatory and shows a lack of courtesy toward others

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Question text
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How do tact, timing, and trust contribute to emotional intelligence?

Select one:

a.

They give us a way to express our anger and frustration

b.

They help to ensure that our side of the conversation will have credibility

c.

They allow us to determine whether someone is listening carefully to what we say

d.

They allow us to express feelings through careful choice of words, at an appropriate

time, and in confidence

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Some argue that it is more important for a great leader to understand how people tick than
to be highly intelligent. Which of the following concepts does this reflect?

Select one:

a.

Empathy trumps sympathy

b.

Intelligence quotient trumps emotional quotient

c.

Emotional quotient trumps intelligence quotient

d.

Social intelligence trumps emotional intelligence

Question 11
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Which of the following strategies facilitates active listening?

Select one:

a.

Interrupt speakers sparingly

b.

Focus on your internal monologue

c.

Ask questions to clarify and show interest

d.

Respond to a comment with your side of the story

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John has finally found a new job and can happily leave his current company. He has decided
to email his current boss to resign and tell her what he did not like about his job. What
advice would you give John about this email message?

Select one:

a.

He should not resign by email

b.

He should follow the email up with a call to his boss

c.

He should give at least two weeks' notice in the email

d.

He should professionally cite the reasons he is leaving in the email

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What should you do when you are in doubt about how to address someone in your email
greeting?

Select one:
a.

Use a friendly, casual greeting

b.

Address someone more formally

c.

Omit the greeting and begin with the message

d.

Use a generic address such as "To Whom It May Concern"

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Three key and measurable statements about leaders that are most often associated with
inclusive workplaces include creating a culture of inclusion, setting clear expectations, and
aligning the mission to advance equity. What is one way to determine whether leaders are
demonstrating these behaviors?

Select one:

a.

Appoint an inclusion advocate

b.

Conduct 360 degree evaluations

c.

Link performance raises to retention

d.

Adopt a policy of equal treatment for equal outcomes

Professionalism, Etiquette, and Ethical Behavior

Professional etiquette is centered on others. Our attitudes and behaviors create an
impression of who we are and what we represent. The author discusses some behavioral
traits successful professionals share. Note the descriptions of social and emotional
intelligence. What role does empathy play in interaction with others, and how can you avoid
being tone-deaf in emotional situations?

Professional Behavior in the Workplace

We have said from the beginning that professional communication must always cater to the
audience. This is true especially in face-to-face interactions where, unlike with written
communication, you can assess audience reaction in real time and adjust your message
accordingly. This places the responsibility of behaving professionally in the workplace solely
on you. When we speak of professional behavior, we mean the following aspects that
generally fall under the banner of soft skills:

 Civility
 Social Intelligence
 Emotional Intelligence
 Social Graces

We will consider these aspects in more detail throughout this subsection, but first we will
spend some time on the personality traits of successful professionals.
We must be careful with how we define success when we speak of personality, however.
Those who lack the soft skills associated with the above aspects are difficult to work with
and are usually demoted or fired. In rare instances, cruel, selfish, arrogant, narcissistic, or
sociopathic people rise to positions of power through a combination of enablers tolerating
or even rewarding their anti-social behavior and their own lying, cheating, and bullying.

This is an unfortunate reality that is difficult to watch, but it is important that the rest of us
avoid being enablers. It is also important that we do not let their bad example lead us into
thinking that such behavior is right. It is not, and the proof is the suffering it spreads among
people in their sphere of influence. For every horrible person who moves up the corporate
ladder, there will be a trail of broken, bitter, and vengeful people in their wake. The loathing
most people feel towards such people proves the importance of conducting ourselves
otherwise.

The Five Qualities of a Successful Professional

A persistent idea within the field of psychology is that there are five basic personality traits,
often known as the "Big Five" or by the acronyms OCEAN or CANOE. Each trait contains
within it a sliding scale that describes how we behave in certain situations. The five are as
follows:

1. Openness to experience: curious and innovative vs. cautious and consistent.

2. Conscientiousness: goal-driven and detail-oriented vs. casual and careless.
3. Extroversion: outgoing and enthusiastic vs. solitary and guarded.
4. Agreeableness: cooperative and flexible vs. defiant and stubborn.
5. Neuroticism: anxious and volatile vs. confident and stable.

Except for neuroticism, most of the traits as named correlate with professional success.
Researchers have found that successful people are generally organized, innovative,
outgoing, cooperative, and stable, although extroverts do not do as well as introverts on
individual tasks and agreeableness does not necessarily lead to a high salary (Spurk &
Abele, 2010; Neal et al., 2011).

Blending these with Guffey, Loewy, and Almonte's six dimensions of professional behavior
in Essentials of Business Communication (2016) and putting our own spin on these ideas,
Table 10.2.1.1 below presents a guide for how generally to be successful in your job, how to
be well liked, and how to be happy. Consider it also a checklist for how to be a decent
human being.
Table 1: The Five Qualities of a Successful Professional

Quality Specific Behaviors

 Consistently do your best work in the time you have to do it.

 Be organized and efficient in your workflow and time management.
 Be realistic about what you can accomplish and follow through on
Conscientious commitments.
 Go the extra mile for anyone expecting quality work from you (while respecting
time, budget, or other constraints).
 Finish your work on time rather than leave loose ends for others.

 Speak and write clearly at a language level your audience understands.

 Be punctual: arrive at the workplace on time and deliver work by the deadline.
 Notify those expecting you when you are running late.
Courteous  Apologize for your own errors and misunderstandings.
 Practice active listening.
 Share your expertise with others and be a positive, encouraging mentor to
those entering the workplace.

 Exercise self-control with regard to conversational topics and jokes.

 Avoid contentious public and office politics, especially in writing.
 Control your biases by being vigilant in your diction (e.g., word choices
involving gendered pronouns).
Tactful  Accept constructive criticism gracefully.
 Provide helpful, improvement-focused feedback mixed with praise.
 Keep negative opinions of people to yourself.
 Be patient, understanding, and helpful towards struggling colleagues.

 Avoid even small white lies and truth-stretching logical fallacies.

 Avoid conflicts of interest or even the perception of them.
 Pay for products and services as soon as possible if not right away.
 Respect the confidentiality of private information and decisions.
Ethical
 Focus on what you and your company do well rather than criticize competitors
to customers and others.
 Follow proper grievance procedures rather than take vengeance.
 Be charitable whenever possible.
  Be positive and friendly, especially in introductions, as well as generous with
your smile.
Presentable  Present yourself according to expectations in grooming and attire.
 Practice proper hygiene (showering, dental care, deodorant, etc.).
 Follow general rules of dining etiquette.

Source: Guffey, Loewy, & Almonte (2016, p. 309: Figure 10.1)

Civility

Civility simply means behaving respectfully towards everyone you interact with. Being
civilized means following the golden rule: treat others as you expect to be treated yourself.
The opposite of civility is being rude and aggressive, which creates conflict and negatively
affects productivity in the workplace because it creates a so-called chilly climate or a toxic
work environment. Such a workplace makes people uncomfortable, miserable, or angry –
not emotions normally conducive to people doing their best work.

Social Intelligence

In the decades you have been immersed in the various cultures you have passed through,
you have come to understand the (often unspoken) rules of decent social interaction.
Having social intelligence means following those rules to cooperate and get along with
others, especially in conversation.

This includes reading nonverbal cues so that you know:

 How and when to initiate conversation.

 When it's your turn to speak and when to listen in order to keep a conversation
going.
 What to say and what not say.
 How to say what you mean in a manner that will be understood by your audience.
 When and how to use humor effectively and when not to.
 How and when to end conversation gracefully.

People who lack social intelligence, perhaps because they missed opportunities to develop
conversational skills in their formative school years, come off as awkward in face-to-face
conversation. They typically fail to interpret correctly nonverbal cues that say "Now it is your
turn to speak" or "Okay, I am done with this conversation; let's wrap it up".

It is difficult to interact with such people either because they make you do all the work
keeping the conversation going or do not let you speak and keep going long after you
wanted it to stop, forcing you to be slightly rude in ending it abruptly. Like any other type of
intelligence, however, social intelligence can be developed through an understanding of the
principles of good conversation (see above) and practice.

Emotional Intelligence

Like social intelligence, emotional intelligence (EI) involves being a good reader of people in
social contexts, being able to distinguish different emotions, and knowing what to do about
them with regard to others and yourself. Strong EI means knowing how a person is likely to
react to what you are about to say and adjusting your message accordingly, and then
adjusting again according to how they actually react.

Though we often hide our inner emotional state – smiling and looking happy when we are
feeling down, or wearing a neutral "poker face" to mask our excitement – in professional
situations, EI enables us to get a sense of what others are actually feeling despite how they
appear. It involves reading subtle nonverbal signals such as eye movements, facial
expressions and fleeting micro-expressions (Ekman, 2017), posture, hands, and body
movements for how they betray inner feelings different from the outward show.

Beyond merely reading people, however, EI also requires knowing how to act, such as
empathizing when someone is upset – even if they are trying to hide it and show strength –
because you recognize that you would be upset yourself if you were in their position (see
below for more on empathy).

Every interaction you have is colored by emotion – both yours and the person or people you
interact with. Though most routine interactions in the workplace are on the neutral-to-
positive end of the emotional spectrum, some dip into the red – anywhere from slightly
upset and a little sad to downright furious or suicidal. Whether you keep those emotions
below the surface or let them erupt like a volcano depends on your self-control and the
situation. Expressing such emotions in the workplace requires the good judgment
represented by the 3 T's:

 Tact: Recognizing that what you say has a meaningful impact, tact involves the
careful choice of words to achieve intended effects. In a sensitive situation where
your audience is likely to be upset, for instance, tact requires that you use calming
 and positive words to reduce your message's harmful impact (see above on negative
messages). When you are upset, tact likewise involves self-restraint so that you do
not unleash the full fury of what you are feeling if it would be inappropriate. When
emotions are running high, it is important to recognize that they are just thoughts
that come and go, and that you may need some additional time to process
information when you are in a different emotional state before communicating about
it.

 Timing: There is a time and place for expressing your emotions. Expressing your
anger when you are at the height of your fury might be a bad move if it moves you
to say things you will later regret. Waiting to cool down so that you can tactfully
express your disappointment will get the best results if it's an important matter. If it
is a trivial matter, however, waiting to realize that it is not worth the effort can save
you the trouble of dealing with the fallout of a strong and regrettable reaction.

 Trust: You must trust that the person you share your feelings with will respect your
privacy and keep whatever you say confidential or at least not use it against you.

By considering these 3 T's, you can better manage the expression of your own emotions and
those of the people you work with and for in the workplace (Business Communication for
Success, 2015, 14.6).

Like those who lack social intelligence, those who lack emotional intelligence can often be
difficult to work with and offensive, often without meaning to be. When someone fails to
understand the emotional "vibe" of their audience (fails to "read the room"), we say that
they are "tone deaf". This can be a sign of immaturity because it takes years to develop EI
through extensive socialization in your school years and beyond, including learning how and
why people take offense to what you say.

Someone who jokes openly about another's appearance in front of them and an audience,
for instance, either fails to understand the hurt feelings of the person who is the butt of the
joke or does not care. Either way, people like this are a liability in the workplace because
their offense establishes an environment dominated by insecurity – where employees are
afraid that they will be picked on as if this were the elementary school playground. They will
not do their best work in such a "chilly climate" or toxic environment.

Social Graces

Social graces include all the subtle behavioral niceties that make you likable. They include
manners such as being polite, etiquette (e.g., dining etiquette), and your style of dress and
accessories. We will explore most of these in the following section, but for now we can list
some of the behaviors associated with social graces:

 Saying please when asking someone to do something.

 Saying  thank you when given something you accept.
 Saying no, thank you, but thanks for the offer when offered something you refuse.
 Complimenting someone for a something they have done well.
 Speaking positively about others and refraining from negative comments.
 Smiling often.
 Being a good listener.

Of course, there is much more to social graces, but let's focus now on specific situations in
which social graces are expressed.

Business Etiquette

Etiquette is a code of behavior that extends to many aspects of how we present ourselves in
social situations. We have examined this throughout this guide in specific written
applications (e.g., using a well-mannered, courteous style of writing, such as saying please
when asking someone to do something). Though we will examine specific applications of
etiquette associated with various channels (e.g., telephone) throughout this chapter, we will
focus on dining etiquette and dress.

Dining Etiquette

If you are invited out for a lunch by a manager, it is probably not just a lunch. They will
assess how refined you are in your manners so that they know whether they can put you in
front of clients doing the same and not embarrass the company. Though it may not be
obvious, they will observe whether you use your utensils correctly, chew with your mouth
closed, wait till your mouth is empty before speaking or cover your mouth with your hand if
you must speak while chewing, and how you position your cutlery when you are done. Why
does any of this matter?

Though all of this seems like it has nothing to do with the quality of work, it shows the
extent to which you developed fastidious habits and self-awareness. Someone who chews
with their mouth open, for instance, either lacks the self-awareness to know that people
tend to be disgusted by the sight of food being chewed, or does not care what people
think. Either way, that lack of self-awareness can lead to behaviors that will ruin their
reputation, as well as that of the company they represent.

Dressing Appropriately for the Workplace

When we hear the word uniform, we often think of a very specific style such as what a police
officer or nurse wears. In a general sense, however, we all wear uniforms of various styles in
whatever professional or institutional environment we participate in. Dressing appropriately
in those situations and in the workplace specifically has everything to do with meeting
expectations. In an office environment, clients, coworkers, and managers expect to see
employees in either suits or a business-casual style of dress depending on the workplace. In
such situations, conformity is the order of the day, and breaking the dress code can be a
serious infraction.

Though some infractions are becoming less serious in many places because the general
culture is becoming more accepting of tattoos, piercings, and dyed hair as more and more
people use these to express themselves, you might need to be careful. Consider the
following points:

 Tattoos: Though a significant proportion of the population has tattoos and therefore

they are more acceptable across the board, overly conspicuous tattoos are still
considered taboo. Tattoos on the face, neck, or hands, for instance, are considered
risky because of their association with prison and gang branding. Tattoos that can be
covered by a long-sleeved shirt with a collar and slacks are a safe bet. However, if
you have tattoos on your forearms depicting scenes of explicit sex or violence,
consider either getting them removed or never rolling up your sleeves if you want to
get hired and keep your job.

 Piercings: Of course, earrings are de rigueur for women and acceptable on men as

well. However, earlobe stretching and piercings on the nasal septum or lips are still
generally frowned upon in professional settings. Any serious body modification
along these lines is acceptable in certain subcultures, but not in most workplaces.

 Dyed hair: As with tattoos and piercings, hair dye is becoming more acceptable
generally, but extreme expression is inadvisable in any traditional workplace. Where
customer expectations are rigid (e.g., in a medical office), seeing someone with
bright pink hair will give the impression of an amateur operation rather than a
legitimate health care facility.

Because conformity is the determining factor of acceptability in proper attire in any

particular workplace, the best guide for how to dress when you are not given a specific
uniform is what everyone else wears. Observe closely their style and build a wardrobe along
those lines. If the fashion is slacks with a belt that matches the color of your shoes and a
long-sleeve, button-up, collared shirt for men and a full-length skirt and blouse for women,
do the same (Feloni, Lee, & Cain, 2018).

Respectful Workplaces in the #MeToo Era

Most of what we have been saying in this chapter and throughout this guide focuses on
how we should behave to be effective, respected professionals in our respective
workplaces. Unfortunately, this is not what we always see in actual workplaces. Misbehavior
is rampant and is especially harmful when it's harassment of a sexual nature. The broader
culture took a hopeful step forward toward more respectful workplaces in 2017–2018 with
the rise of the #MeToo and Time's Up movements.

Though initially a response to high-profile sexual assault cases in the entertainment industry
where perpetrators often went unpunished for decades, #MeToo activists successfully
brought the movement to the broader culture via social media. After the outrage of the
former CBC Radio host Jian Ghomeshi's acquittal for sexual assault charges (Gollom, 2016),
Canada was ripe for a cultural shift against its own issues with rape culture generally and
toleration of sexual harassment in the workplace.

Encouraged by a series of public accusations, firings, and resignations of prominent men in

the entertainment, media, and political arenas throughout North America, women
everywhere were encouraged to challenge widespread toleration of common sexual
harassment and assault by reporting incidents to their employers and speaking out to
shame everyday offenders in social media. For those who were unaware, it revealed the
troubling extent of sexual harassment even in supposedly "nice" Canadian workplaces.

The Prevalence of Sexual Harassment in the Workplace

According to  Doing Our Duty: Preventing Sexual Harassment in the Workplace by the
Human Resources Professionals Association (HRPA, 2018a), "sexual harassment in the
workplace is an epidemic that has been allowed to persist" for too long (p. 5). In a survey of
nearly a thousand HRPA members in Ontario, 43% of women said they have been sexually
harassed in the workplace, and about four-fifths said they did not report it to their
employers (p. 12). In a separate online survey of 2000 Canadians nationwide, 34% of women
reported experiencing sexual harassment in the workplace and 12% of men, and nearly 40%
of those say it involved someone who had a direct influence over their career
success (Navigator, 2018, p. 5).

These perceptions are completely out of step with what top executives believe, with 95% of
153 surveyed Canadian CEOs and CFOs confirming that sexual harassment is not a problem
in their workplaces (Gandalf Group, 2017, p. 9). Clearly there are differences of opinion
between those who experience sexual harassment on the floor and those in the executive
suites who are responsible for the safety of their employees, and much of the confusion
may have to do with how sexual harassment is defined.

What is Sexual Harassment?

The Canada Labour Code's definition of sexual harassment is quite broad, but oriented more
toward the perception of the person offended than the intentions of the offender. Though
there is nothing wrong with discrete flirtation between two consenting adults on break at
work, a line is crossed as soon as one of them – or third-party observers – feels
uncomfortable with actions or talk of sexual nature. According to Provision 241.1 of
the Code, sexual harassment means any conduct, comment, gesture or contact of a sexual
nature that is likely to cause offense or humiliation to any employee, or that might, on
reasonable grounds, be perceived by that employee as placing a condition of a sexual
nature on employment or on any opportunity for training or promotion. (Government of
Canada, 1985, p. 214)

The Code clarifies that all employees have a right to conduct their work without being
harassed (241.2), but what does that look like in practice?
For help with understanding what specific behaviors constitute sexual harassment, the City
of Toronto's Human Rights Office's 2017 "Sexual Harassment in the Workplace" guide lists
the following 21 examples of offenses that have had their day in court:

 Making unnecessary physical contact, including unwanted touching (e.g., stroking

hair, demanding hugs, or rubbing a person's back).
 Invading personal space.
 Using language that puts someone down because of their sex, sexual orientation,
gender identity, or gender expression.
 Using sex-specific derogatory names, homophobic or transphobic epithets, slurs, or
jokes.
 Leering or inappropriate staring.
 Gender related comments about a person's physical characteristics or mannerisms,
comments that police or reinforce traditional heterosexual gender norms.
 Targeting someone for not following sex-role stereotypes (e.g., comments made to a
female for being in a position of authority).
 Showing or sending pornography, sexual images, etc. (e.g., pinning up an image of a
naked man in the bathroom).
 Making sexual jokes, including forwarding sexual jokes by email.
 Rough or vulgar language related to gender (e.g., "locker-room talk").
 Spreading sexual rumors, "outing" or threatening to out someone who is LGBTQ2S
(e.g., sending an email to colleagues about an affair between a supervisor and
another employee).
 Making suggestive or offensive comments about members of a specific gender.
 Sexually propositioning a person.
 Bragging about sexual prowess.
 Asking questions about sexual preferences, fantasies, or activities.
 Demanding dates or sexual favors.
 Verbally abusing, threatening, or taunting someone based on gender.
 Threatening to penalize or punish a person who refuses to comply with sexual
advances.
 Intrusive comments, questions or insults about a person's body, physical
characteristics, gender-related medical procedures, clothing, mannerisms, or other
forms of gender expression.
 Refusing to refer to a person by their self-identified name or proper personal
pronoun, or requiring a person to prove their gender.
 Circulating or posting of homophobic, transphobic, derogatory or offensive signs,
caricatures, graffiti, pictures, or other materials.

The guide explains that any such behaviors involving professional colleagues in the physical
or online workspace, as well as offsite outside of normal hours (e.g., work parties or
community events), should be reported without fear of reprisal (City of Toronto, 2017, pp. 2-
3).

How to Make the Workplace More Respectful

Though the Canada Labour Code places the responsibility of ensuring a harassment-free

workplace squarely on the employer (Provision 247.3), all employees must do their part to
uphold one another's right to work free of harassment. At the very least, everyone should
avoid any of the 21 specific examples of sexual harassment listed above, even in the context
of lighthearted banter. Employees everywhere should be held to a higher standard,
however, which the HRPA advocates in the following recommendations:

 All companies must have a stand-alone sexual harassment and assault policy, as
required by the Labour Code.
 All employees must familiarize themselves with their company's sexual harassment
policy, which should include guidance on how to report instances of harassment.
 All companies must conduct training sessions on their sexual harassment policy,
including instruction on what to do when harassed or witnessing harassment, and all
employees must participate.

Of course, experiencing harassment places the victim in a difficult position with regard to
their job security, as does witnessing it and the duty to report. The situation is even more
complicated if the perpetrator has the power to promote, demote, or terminate the victim's
or witness's employment. If you find yourself in such a situation, seeking the confidential
advice of an ombudsperson or person in a similar counseling role should be your first
recourse. Absent these internal protections, consider seeking legal counsel.

If you witness sexual or other types of harassment, what should you do? The following
guide may help:

1. If it is safe for you to do so, try recording video the incident on your smartphone. The
mere presence of the phone may act as a deterrent to further harassment. If not,
however, a record of the incident will be valuable in the post-incident pursuit of
justice.
2. If you can play any additional role in stopping the harassment before it continues, try
to get the attention of the person being harassed and ask them if they want support
and what exactly you can do.
3. If it is welcome from the victim and safe for both you and them, try to place yourself
between them and the attacker. If the victim is handling the attack in their own way,
respect their choice.
 4. If the harassment continues, try to de-escalate the situation non-violently by
explaining to the offender that the one being harassed has a right to work in peace.
Only resort to violence if it's defensive.
5. After a safe resolution, follow up with the person being harassed about what you can
do for them (American Friends Service Committee, 2016).

Of course, every harassment situation is different and requires quick-thinking action that
maintains the safety of all involved. The important thing, however, is to be act as an ally to
the person being harassed. The biggest takeaway from the development of the #MeToo
and Time's Up movements is that a workplace culture that permits sexual harassment will
only end if we all do our part to ensure that offenses no longer go unreported and
unpunished.

Speaking Ethically and Avoiding Fallacies

When we discussed persuasive messages earlier, we focused on best practices without

veering much into what's considered offside in the art of persuasion. When we consider
ethical behavior in the workplace, it's worth revisiting the topic of persuasion so that we can
address how not to persuade. In other words, how can we avoid manipulating someone in
professional situations so that they don't later feel like they were taken advantage of.

In the context of communication, manipulation is the management of facts, ideas or points

of view to play upon people's insecurities or to use emotional appeals to one's own
advantage. Though emotional appeals were part of the rhetorical triangle discussed earlier,
they cross the line into manipulation when motivated by an attempt to do something
against the best interests of the audience, which expects that you treat them with respect.
Deliberately manipulating them by inciting fear or guilt is unethical. Likewise, deception is
unethical because it uses lies, partial truths, or the omission of relevant information to
deceive. No one likes to be lied to or led to believe something that isn't true. Deception can
involve intentional bias or the selection of information to support your position while
negatively framing any information that might challenge your audience's belief.

Other unethical behaviors with respect to an audience such as a workplace team include
coercion and bribery.

Coercion is the use of power to make someone do something they would not choose to do
freely. It usually involves threats of punishment, which get results at least while the "stick" is
present, but results in hatred towards the coercing person or group and hence a toxic work
environment.
Bribery, which is offering something in return for an expected favor, is similarly unethical
because it sidesteps normal, fair protocol for personal gain at the audience's expense. When
the rest of the team finds out that they lost out on opportunities because someone received
favors for favors, an atmosphere of mistrust and animosity – hallmarks of a toxic work
environment – hangs over the workplace.

Eleven Unethical Persuasive Techniques

Though you may be tempted to do anything to achieve the result of convincing someone to
act in a way that benefits you and your company or organization, certain techniques are
inherently unethical. The danger in using them is that they will be seen for what they are –
dishonest manipulation – and you will lose all credibility rather than achieve your goal. Just
as we have a set of DOs for how to convince someone effectively in a decent way, we also
have a set of DON'Ts for what not to do.

In Ethics in Human Communication, Richard Johannesen (1996) offers eleven points to

consider when speaking persuasively.

Do not:

 Use false, fabricated, misrepresented, distorted or irrelevant evidence to support

arguments or claims.
 Intentionally use unsupported, misleading, or illogical reasoning.
 Represent yourself as an "expert" (or even informed) on a subject when you are not,
as in the case of "mansplaining" (McClintock, 2016).
 Use irrelevant appeals to divert attention from the issue at hand.
 Ask your audience to link your idea or proposal to emotion-driven values, motives, or
goals to which it is unrelated.
 Deceive your audience by concealing your real purpose, your self-interest, the group
you represent, or your position as an advocate of a viewpoint.
 Distort, hide, or misrepresent the number, scope, intensity, or undesirable features of
consequences or effects.
 Use "emotional appeals" that lack a supporting basis of evidence or reasoning.
 Oversimplify complex, multi-layered, nuanced situations into simplistic, two-valued,
either/or, polar views or choices.
 Pretend certainty where tentativeness and degrees of probability would be more
accurate.
 Advocate for something that you yourself do not believe in.
If you tried any of the above tricks and were found out by a critical-thinking audience, you
risk irreparable damage to your reputation personally and that of your company.

Though you might think that the above guidelines wipe out most of a marketer's available
techniques, in fact they leave plenty of room for creative argument following the model for
persuasive argument outlined above. After all, the goal of any such argument in a
professional situation is to achieve a mutually beneficial result, one where both you and
your audience benefit by getting something you both want or need in a free and honest
exchange. Your audience will appreciate your fair dealing as you build your credibility
(or ethos in the rhetorical triangle terminology).

Avoiding Fallacies

Logicians (experts on logic) have long pointed out a set of rhetorical tricks, called fallacies,
that charlatans use to convince others of an argument that has no merit on its own. Though
these fallacies are typically deceptive in nature, they still manage to convince many people
in ways that undermine their own interests. Whenever you see anyone resorting to these
tricks, you should probably be suspicious of what they're selling or getting you to support.
To be ethical in the way you present arguments in professional situations and steer clear of
being held under suspicion by a critical audience yourself, avoid the eight fallacies explored
below in Table 2.

Table 2: Logical Fallacies to Avoid

Fallacy Definition Example

Any diversion intended to distract So-called "safe" injection sites in our

attention from the main issue, neighborhood will mean that more dealers
1. Red Herring
particularly by relating the issue to a will set up shop, too, leading to more
common fear. crime.

2. Straw Man A weak argument set up to be easily Safe injection sites will increase illegal drug
refuted, distracting attention from use because it'll make those drugs easier
stronger arguments to access, defeating the purpose of "harm
 reduction".

Claiming the truth of the very matter Safe injection sites will not save anybody
3. Begging the
in question, as if it were already an because addicts will continue to overdose
Question
obvious conclusion. with or without them.

A proposition is used to prove itself,

Once a junkie, always a junkie. No "harm
4. Circular assuming the very thing it aims to
reduction" approach will solve the opioid
Argument prove (related to begging the
crisis.
question).

No one wants a safe injection site in their

5. Bandwagon Appeals to a common belief of some
neighborhood because they do not care
(a.k.a. Ad people, often prejudicial, and states
that much about the welfare of junkie
Populum) everyone holds this belief.
criminals.

Stating that someone's argument is
wrong solely because of something
6. Ad Hominem
about them rather than about the
argument itself.
The safe injection site advocate is a junkie
himself. How can we trust him on issues of
safety when every junkie lies as a matter of
habit?

Since this whole obsession with being

The conclusion does not follow from politically correct began 30 years ago,
7. Non Sequitur
the premises. people now think that even addicts are
worthy of respect.

Establish a cause-and-effect The rise of liberal attitudes since the 1960s

8. Post Hoc Ergo
relationship where only a correlation has led to higher rates of incarceration
Propter Hoc
exists. across the country.

Source: Business Communication for Success, 2015, 14.6

Avoiding such false logic helps strengthen your own argument by compelling you to stay
within the bounds of sound argumentative strategies such as those covered above.
Key Takeaway

The quality of any workplace culture depends on the ethical conduct of its leadership and
employees, with everyone treating one another with respect and speaking responsibly.