Workplace

Workplace Incivility
Incivility

Most employees can spot workplace

incivility when they see it in others,
but are mostly unaware of their own
uncivil behavior.

1
 What
WhatisisWorkplace
WorkplaceIncivility?
Incivility?

 It is rude or disrespectful behavior that

demonstrates a lack of regard for other employees

 Although it may be obvious, it is often hidden,

subtle, or only obvious in hindsight

 The instigator’s intent to harm is often ambiguous

or difficult to pin down or articulate

 Sometimes it is intentional, but sometimes it is just

plain thoughtlessness or insensitivity towards others

2
 So
SoWhat’s
What’sthe
theBig
BigDeal?
Deal?

Even small indignities (such as brushing one’s teeth in the water

fountain, changing the room temperature without asking, or not
refilling the office coffee pot) and minor cruelties (such as snubbing a
co-worker or not inviting someone to a function when everyone else
has been invited) take a toll on all employees - managers and
workers alike. They add to the burden of stress and fatigue that is
already present in the workplace and they have real consequences on
the everyday lives of people. This is especially true when incivilities
involve a fundamental lack of respect, such as eavesdropping, being
unnecessarily loud, not acknowledging colleagues in the hallway, and
gossiping with intent to harm.

3
 Examples
Examplesof
ofWorkplace
WorkplaceIncivility
Incivility
 “Forgetting” to share credit for collaborative work

 Making a final decision and then asking for input

 Not sharing or providing information that others need to

do their job (about telecons, meetings, web sites, etc.)

 Interrupting others and/or not listening

 Making rude remarks while on mute during telecon

 Not acknowledging someone in the hallway

4
 More
More Examples
Examples of
of Incivility
Incivility
 Disrupting meetings (coming in late, answering cell
phone/pager, sidebar conversations, etc.)

 Using the last of supplies/breaking equipment

 Loud talking, yelling, horseplay in open areas

 Taking food (not yours) from the break room

 Slamming down telephone receivers/headsets

5
 Effects
EffectsofofWorkplace
WorkplaceIncivility
Incivility
(same
(sameas
asharassment)
harassment)

 Lowered morale
 Reduced workplace citizenship behaviors (littering, carelessness with
equipment, etc.)
 Reduced team effectiveness
 Incivility to others in the facility as well as to external customers
 Sabotage, work slow-downs
 Tardiness, excessive absenteeism, sick leave abuse
 Increased frequency of confrontations
 Decreased productivity
 Grievances, complaints, and lawsuits
 Retaliatory behaviors, both at work and outside of the workplace

6
 What
Whatindividuals
individuals(you)
(you)can
cando
doabout
aboutincivility
incivility

Monitor yourself:
 be aware of how your behaviors may affect others adversely
 learn to how to reduce your stress so that you don’t take out
your frustrations or moods on others
 learn how to communicate more effectively
 take responsibility and hold yourself accountable
 learn to be assertive rather than aggressive
 don’t be quick to take offense; don’t look for a fight;
(consider developing a thicker skin)
 develop an appreciation for the quirks and eccentricities of
others.

7
What
WhatManagers
Managerscan
cando
doabout
aboutIncivility
Incivility

 Model civility and professional behavior

 Observe the workplace and intervene EARLY

when you notice incivility

 Listen to your employees. Don’t dismiss their

concerns because they seem trivial or because
they do not rise to the level of a HWE

 Understand that if you do not address incivility,

it will escalate and take a toll on the workplace

8
 Examples
Examplesof
ofinappropriate
inappropriateand
andunacceptable
unacceptable
behaviors
behaviors(go
(gobeyond
beyondincivility)
incivility)

 Demeaning, harassing, belittling others (name-calling)

 Emotional tirades, tantrums, and displays of anger
 Humiliating, intimidating, threatening others
 “Flaming” someone on e-mail or in public
 Being argumentative for the sole purpose of trying to
start a fight
 Swearing or using obscene language in public places
 Refusing to follow authority without very good
reasons (Insubordination)

9
 More
More examples
examples of
of inappropriate…
inappropriate…

 Writing graffiti in the bathroom, locker

room, break room, etc.
 Posting rude or obscene cartoons, jokes, etc.
 Defacing or destroying others’ property
 Using offensive humor that crosses the line
and hurts someone else
 Gossiping, spreading rumors, and damaging
a co-worker’s reputation

10
 For
Forunacceptable
unacceptablebehaviors,
behaviors,
managers
managersand
andsupervisors
supervisorsshould:
should:
 Be very clear about expectations regarding interpersonal interactions
and conduct

 Watch closely for patterns and trends; try to stop inappropriate and
unacceptable behavior as early as possible

 Document deviant incidents; reflect inappropriate behavior in

performance evaluations

 Understand that incidents of inappropriate and unacceptable behavior

breeds more of the same; unless stopped, the environment and incidents
will only get worse

 Understand that incidents of inappropriate and unacceptable behavior

can impact bystanders as well as the target

11
 What
WhatYou
Youcan
cando
doabout
aboutInappropriate
InappropriateBehavior
Behavior
Everyone has the responsibility to do something when they observe or are part
of inappropriate and unacceptable behavior

 When you see something inappropriate, be assertive and intervene. Saying

something as simple as “that’s not appropriate” in a non-aggressive way
can be very effective

 If you are a supervisor or manager and did not see the behavior
firsthand, conduct an investigation, determine the facts, and then take
action

 If you are unsure what to do or what you are doing is not working,
consider these resources:
-- Facility Management or Regional Office teams
-- Labor Relations team or other Human Resources Specialists
-- ADR Manager and the Civil Rights Office
-- Your Organization Development Specialist
-- Employee Assistance Program (EAP) office
-- Violence in the Workplace Team (VIWP)
12
 Hostile
Hostile Work
Work Environment
Environment

When does unacceptable and

inappropriate behavior constitute a
Hostile Work Environment?

13
 What
WhatisisaaHostile
HostileWork
WorkEnvironment?
Environment?

Hostile Work Environment (HWE) is a legal definition under

the EEO umbrella. HWE has these elements:

— is offensive behavior that is objectively intimidating,

threatening, abusive, humiliating, etc.

— is behavior that is either very severe or is repeated frequently

and / or is pervasive

— alters the working conditions and/or unreasonably interferes

with work performance; affects a term or condition of
employment

— was directed at the person’s gender, race, color, age, religion,

national origin, or disability (at least one of the EEO bases)
14
 An
An example
example of
of aa HWE
HWE

A female developmental in an Air Traffic facility is

constantly and publicly berated by her OJTI who screams
at her, “You are too stupid to be a controller. Women
don’t have what it takes. If you were a guy, you’d have
certified long ago, but instead I have to waste my time on
some stupid broad who won’t ever make it through
training. Not on my watch!”
The female trainee is so upset by this constant verbal
abuse that she is unable to successfully complete most of
the training sessions.
15
 What
Whatto
todo
doabout
aboutHostile
HostileWork
WorkEnvironment
Environment

If the behaviors are EEO-related, employees have several

avenues to pursue that include contacting their:

 Supervisor
 Manager
 Union Representative
 EEO Counselor
 Civil Rights Office
 Special Emphasis Program Managers
 Other facilitators in the system, e.g., EAP, OD Specialist, etc.

16
 The
TheRespectful
RespectfulWorkplace
Workplace
Conflict
Conflictas
asan
anOpportunity
Opportunity
The Chinese word for conflict is made up of two characters. One character
implies that conflict can be a crisis, while the other indicates that it can be an
opportunity.

Conflict is all-pervasive in our lives. It appears in our personal life, exists in our
communities and is present at work. It is 100 percent inevitable that a person will
have to deal with it.
Conflict is positive when it is about growth. This growth can be personal,
organizational or in the relationships of which we’re a part. It is in this growth that
we find opportunity. It is by seeing the opportunities that we grow.
17
 THE
THENATURE
NATUREOF
OFCONFLICT
CONFLICT

1. CONFLICT is natural, neither

positive nor negative, it just is.

2. CONFLICT is dramatically different

depending on what you do with it.

3. CONFLICT is used by nature as its

primary motivator for change.

18
 THE
THENATURE
NATUREOF
OFCONFLICT
CONFLICT
4. CONFLICT is not a contest. Winning or
losing are goals for games, not for conflicts.

5. CONFLICT is hard to resolve when it is

about who is “right.” It is easier to resolve
when it is about acknowledging and
appreciating differences.

6. CONFLICT resolution begins within.

Adjusting belief systems can heighten our
awareness and understanding.

19
THE
THECONSEQUENCES
CONSEQUENCESOF
OFCONFLICT
CONFLICT
1. Increases the motivation and energy available to
do tasks.

2. Increases the innovativeness of individuals and

the organization because of the diversity of
viewpoints and a heightened sense of necessity
being presented.

3. Helps each person develop an

increased understanding of
his or her own interests in
light of opposing interests.
20
 THE
THECONSEQUENCES
CONSEQUENCESOF
OFCONFLICT
CONFLICT

4. Helps each party involved in the conflict

achieve a greater awareness of self and
how we impact others.

5. Gives the individual involved in

managing the conflict an opportunity to
examine and resolve his or her own
internal conflicts.

21
 DIFFUSING
DIFFUSINGHOSTILE
HOSTILESITUATIONS
SITUATIONS

 Acknowledge all individuals

respectfully

 Listen to a person’s concerns as

you expect others to listen to yours

 Don’t try to impose your values

and world views on others

22
DIFFUSING
DIFFUSINGHOSTILE
HOSTILESITUATIONS
SITUATIONS

 Paraphrase and reflect on statements

that are confusing to you or which you
don’t understand

 Acknowledge your own feelings honestly

 Verbalize your concerns and let the

other person know your boundaries

23
DIFFUSING
DIFFUSINGHOSTILE
HOSTILESITUATIONS
SITUATIONS

 Don’t get involved in an abusive situation. Step

away

 Don’t tolerate racism, sexism, homophobia, or

any other “ism.” State how uncomfortable it
makes you feel and how inappropriate it is

 Get help in a situation when you feel you don’t

know what to do, or you feel threatened

24
THE
THERESPECTFUL
RESPECTFULWORKPLACE
WORKPLACE
VALUES
Values are the
goals or standards
we live by

BEHAVIORS
Behaviors are ways
of acting

SKILLS
Skills are abilities that
help us do things
25
 MANAGING
MANAGINGHARMONY
HARMONY

Continuous education and training in the areas of

conflict resolution, communication, and human
relations skills
Zero tolerance for discrimination, harassment, and
prejudicial acts of any kind
Zero tolerance for any volatile, hostile, or violent act
against others, their property, or the property of the
organization
Concise, clear organizational values that respect and
acknowledge the dignity of every employee

26
 MANAGING
MANAGINGHARMONY
HARMONY

Written policies, investigative format and follow-up

procedures for any act of violence committed by one
employee against another
Negotiations and dialogue processes that allow for human
mistakes, misjudgments, and errors
Avenues for dispute resolution that are valued and trusted
by all employees
Provisions for allowing time to mourn and heal in the
unfortunate event that an act of violence occurs in the
workplace

27
 Active
Active Listening
Listening
Engaging the Reasoning and Thinking Processes

ATTENDING: Being physically attentive to the person

communicating with you, not being distracted

COMPREHENDING: The act or process of

understanding what is being heard or said

REMEMBERING: The task of recalling to mind specific

facts or main points of a lecture or even a message

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 CAUTION
HUMAN BEINGS
HANDLE WITH
CARE

29
 Examples
Examplesof
ofWorkplace
WorkplaceIncivility
Incivility
 “Forgetting” to share credit for collaborative work
 Always taking credit; never taking blame
 Asking for input and opinion and then discounting or
ignoring it
 Hindering access to information that others need to do
their job (not sharing or providing incomplete
information about telecons, meetings, web sites, etc.)
 Failure to attempt or build consensus when needed
 Being condescending or patronizing
 Interrupting others and/or not listening
 Disrupting meetings (coming in late, answering cell
phone or pager, sidebar conversations, constantly going
off-topic, etc.)
continued on next slide

30
 More
Moreexamples
examplesof
ofWorkplace
WorkplaceIncivility
Incivility
 Interrupting or being a pest; trying to get someone’s undivided
attention when they’re otherwise occupied or busy
 Using the last of the supplies without telling anyone you’ve done
so (and worse, putting back an empty container so that it’s not
obvious that the item is not available)
 Breaking equipment and then not asking for help or notifying
anyone that the equipment is broken and not in service
 Being self-serving, egocentric, paying attention only to your own
needs and wants
 Constantly being negative - it’s always someone else’s fault; this is
a horrible place to work; management / union is always wrong
 Loud talking, yelling, horseplay in relatively open spaces,
operations floor, or in the cubicles area
 Taking food that’s not yours from the break room
 Slamming down telephone receivers, headsets, etc.
 Making rude remarks while on mute during a telecon or on
speaker phone, or while keyed off on your microphone

31
 Managers
Managersand
andsupervisors
supervisorsshould:
should:
 Be very clear about expectations regarding interpersonal interactions and conduct
 Watch closely for patterns and trends; try to stop inappropriate and unacceptable
behavior as early as possible
 Document deviant incidents; reflect inappropriate behavior in performance
evaluations
 Deny the instigator further influence over people
 Understand that incidents of inappropriate and unacceptable behavior breeds
more of the same; unless stopped, the environment and incidents will get worse
 Understand that incidents of inappropriate and unacceptable behavior can impact
bystanders as well as the target
 Not punish the messenger who tries to tell you about the environment
 Not make excuses or look the other way for powerful people
 Not look the other way or ignore a bully
 Not make excuses in order to avoid a sticky problem or difficult situation
 Seek help if you don’t know what to do or if what you do isn’t working
 Refer employees to EAP (Employee Assistance Program)
32
 DEFINITIONS
DEFINITIONS
Workplace Incivility comprises simple teasing, offhand comments, isolated
incidents of rudeness, petty slights, trivial annoyances, minor cruelties,
occasional moodiness or acting out, etc.

Unacceptable behaviors that go beyond incivility, but do not meet the legal
definition of a Hostile Work Environment (HWE). These behaviors include
tantrums, loud and obscene language or cursing, making threats, being abusive
and intimidating, sabotaging others’ work, humiliating or intimidating others,
etc.

Hostile Work Environment (HWE):

-- offensive behavior that is objectively intimidating, threatening, abusive,

humiliating etc.
-- behavior that is either very severe or is repeated frequently and / or is pervasive
-- alters the working conditions and/or unreasonably interferes with work
performance; affects a term or condition of employment
-- directed at the person’s gender, race, color, age, religion, national origin, or
disability

33
De fining Vio le nc e

Te rm

Effe c t
1

34
 QUESTIONS
QUESTIONSFOR
FORREFLECTION
REFLECTION

What have you seen or heard at

work that sets people off?
(Triggers them?)

35
 QUESTIONS
QUESTIONSFOR
FORREFLECTION
REFLECTION

What are your hot buttons?

What happens when you are set off?

36
 QUESTIONS
QUESTIONSFOR
FORREFLECTION
REFLECTION

Is your work environment

ever intimidating?
If so, how?

37
Q
QU
UE
ES
ST
TII
OON
NS
SFO
FOR
RRE
RF
EL
FLE
EC
CT
TII
OON
N

Inyourestim ation, what

areactionsthat occurat
theworkplacethat can
leadtointim idationora
physical displayof
violence?

10

38
 Q
U
Q
UE
S
ET
S
TI
O
ION
S
N
SF
FO
R
O
RR
RE
F
E
FL
LE
C
E
CT
TI
O
ION
N

H
owdoa
ct
s o
fi
n t
imida
tio
n
an
d a
nge
rm a
ke yo
u f
eel?
Wh
atd
oyoudow he
n s
uch
ac
tsoc
cur?

1
1

39
QUESTIONS
QUESTIONSFOR
FORREFLECTION
REFLECTION

In your estimation, how and

why do some acts of violence
bring us back to feeling like
a child or adolescent?

12

40
 Q
QU
UEST
S
E TIO
ST ION
NSSF
FOR
ORR
RE
EFFL
LEEC
CT
TION
ION

What is the difference

between professional
criticismand personal
attacks?

13

41
 Characteristics
Characteristicsof
ofEffective
EffectiveFeedback
Feedback

• Specific and the right amount, rather than general and excessive.

• Concerns what or how a task is performed, not why.

• Focuses on behavior rather than the person (Non-Judgmental).

• Considers the needs of the receiver of feedback.

• Directed toward behavior which receiver can manage.

• It is better received when solicited rather than imposed.

• It involves the sharing of info rather than giving advice.

• It is timely.

• It’s about improvement rather than destructive.

• It is checked for clear communication. 42