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The Importance of Civility in the Workplace by Priti Ramjee, eHow Contributor
If going to work gives you an ache in your gut, you could be working in a toxic environment that
is caused by untreated, uncivil behaviour. A workplace in which employees are demonstrating
anger, emotional frustration and intolerance to individual differences is uncivil. Employees
might not know appropriate behaviour for the workplace and might be relieved when supervisors
educate workers on the importance of civility and the effect of controlling actions and words.
After all, a healthy workplace means a healthy bottom line.
Effect of Civility on Morale
Heavy workload, long hours and incessant deadlines create stress and frustration in the work
environment. If tempers have a tendency to flare, it could result in low workplace morale. The
uncivil workplace could escalate to illnesses, anxiety and depression for an employee and
absenteeism for the company. The situation could worsen as staff members start looking for
work elsewhere because of poor morale. Civility in the workplace is important for employees to
work in a nontoxic environment that has a positive effect on morale.
Civility and Productivity
Bad manners, disrespect and isolating behaviour patterns are the building blocks of an uncivil
environment and cause possibly irreparable damage to the business. For this reason, it takes more
than managing operations to keep a business profitable. Focusing on civility in the workplace is
just as important as operations, or the business could find itself with loss of productivity as
employees focus on coping with workplace issues instead. Focusing on communication and
addressing misunderstandings and conflicts are important to avoid unproductive workplace
distractions.
Civility and Returning Customers
Some personalities excel at customer service and have a knack for using the right etiquette to
make customers feel warm and welcome. Impressing a customer with the etiquette of courtesy
and helpfulness has a stronger impact than a store's discounts, according to research conducted
by the consulting firm PublicVirtues.com. Workplaces that enforce and embrace civility through
their etiquette are likely to see returning customers.
Tips for Civility in the Workplace
Civility is important for workplace morale and productivity. To be in an emotionally draining
environment for at least seven hours a day takes a toll on an employee. As a supervisor becomes
aware of the effect it is having on the workplace, she can implement measures for a healthier
work environment. Employees must understand to attack problems, not people. "Why are you
late?" is more appropriate than, "You are lazy today." Every employee has his own strengths and
his own perspectives, which deserve attention. A positive attitude is contagious.
Ten Tips for Creating Respect and Civility in Your Workplace
Author: Barbara Richman, Organization: HR Mpact
If each employee develops an awareness of respectful behaviours and necessary skills, it is
anticipated that employees will serve as role models and that these behaviours will spread in the
workplace and beyond. The following are ten tips to assist you in accomplishing this objective:
Before acting, consider the impact of your words and actions on others.
Create an inclusive work environment. Only by recognizing and respecting individual
differences and qualities can your organization fully realize it’s potential.
Self-monitor the respect that you display in all areas of your communications, including
verbal, body language, and listening.
Understand your triggers: Knowing what makes you angry and frustrated enables you to
manage your reactions and respond in a more appropriate manner.
Take responsibility for your actions and practice self-restraint and anger management
skills in responding to potential conflicts.
Adopt a positive and solution-driven approach in resolving conflicts.
Rely on facts rather than assumptions. Gather relevant facts, especially before acting
on assumptions that can damage relationships.
Include others in your focus by considering their needs and avoiding the perception that
you view yourself as the centre of the universe.
View today’s difficult situations from a broader (big picture) and more realistic
perspective by considering what they mean in the overall scheme of things.
"Each one influence one by becoming a bridge builder and role model for civility and
respect. Act in a manner whereby you respect yourself, demonstrate respect for others,
and take advantage of every opportunity to be proactive in promoting civility and respect
in your workplace.
Reference
Greenberg, Jerald, 2010, "Insidious Workplace Behaviour"
http://www.ehow.com/print/info_8240379_importance-civility-workplace.html
What Causes Incivility in the Workplace?
By Kate McFarlin, Demand Media
Incivility in the workplace is a common issue for many companies and small businesses.
According to a study published in the "Journal of Occupational Health Psychology" in 2001, 71
percent of employees have reported incivility issues in the workplace. There are many causes for
rudeness and incivility within the workplace. Highlighting these causes can help managers and
company owners take steps to stop workplace incivility and encourage a congenial atmosphere.
Mismatched Team Members
Team members need to matched by several factors. First, their ability to do the tasks assigned to
them and second, their personalities and work drives should match other members of their team.
When you have a mismatch of personalities, or if there are team members who are simply
incompetent, you have a breeding ground for incivility. Take the time to match team members
correctly to avoid these issues and monitor teams for signs of stress and potential issues before
they get out of hand.
Low Employee Morale
Low employee morale is a large cause for incivility in the workplace. If employees are
dissatisfied with their jobs or feel that their work is going unappreciated, they are more likely to
exhibit signs of stress and hostility towards others, particularly if those employees are being
recognized. Maintain an attitude of fairness in the workplace and recognize employees
individually and equally. Keep an eye on low morale and do what you can to improve it.
Workplace Stress
Stress in the workplace is another large contributor to incivility. Looming deadlines, project
failures, long work days or long stretches without time off can wear on an employee and as a
result, they may display rude behaviour both to their fellow workers as well as customers. Some
stress cannot be avoided and is naturally a part of a job. However, workers can be educated on
stress management and managers can offer help to keep stress levels at a manageable level.
Bad Employees
At the other end of the spectrum there are people who are simply rude. They may not have
learned coping skills as young adults, and they may have issues with getting along with others.
Bad behaviour and incivility can spread faster than a cold in an office if left unchecked and even
normally polite employees may find themselves snapping at others. In this case, it is best to
monitor for signs of one employee causing problems with others and pull them aside to meet
about the issue. If their behaviour persists after the meeting or if they seem incapable of
changing, you may need to think about having them seek employment elsewhere.
Reference:
McFarlin, kate. (n.d). What Causes Incivility in the Workplace? Retrieved from
http://smallbusiness.chron.com/causes-incivility-workplace-10700.html
Pointers
Team members need to match by several factors. First, their ability to do the tasks
assigned to them and second, their personalities and work drives should match other
members of their team.
Maintain an attitude of fairness in the workplace and recognize employees individually
and equally.
Stress in the workplace is another large contributor to incivility.
At the other end of the spectrum there are people who are simply rude. They may not
have learned coping skills as young adults, and they may have issues with getting along
with others.
P.M. Forni: Why civility is necessary for society's survival
Published: 23 July 2010 05:49 AM
Updated: 18 January 2011 08:10 PM
In today's America, incivility is on prominent display: in the schools, where bullying is
pervasive; in the workplace, where an increasing number are more stressed out by co-workers
than their jobs; on the roads, where road rage maims and kills; in politics, where strident
intolerance takes the place of earnest dialogue; and on the Web, where many check their
inhibitions at the digital door.
In the last 10 years, the coarsening of life in the U.S. has become a high-profile concern, in part
because of the misbehaviour of high-profile people. In opinion surveys, Americans say incivility
is a national problem - one that has been getting worse. And the concern goes beyond simple
rude words and acts; incivility is known to escalate to physical violence, a fact of life confirmed
by the daily news.
Of course, not everyone has joined the chorus lamenting the decline of civility. Dissenting voices
point out that conflict is the life of democracy, that an excessive concern for the niceties of
language and demeanour can stifle political debate. And they worry that many pro-civility
measures adopted in the last 20 years by colleges and other organizations run afoul of the First
Amendment.
As the national conversation on civility gains momentum, the time has come to take a closer look
at what civility is, why it matters and whether it deserves all the attention it is generating. Are we
making too much of too little? After all, one of the dissenting voices could say, although life may
be littered with the nuisance of little incivilities, the world does go on. The problem, however, is
that the incivilities we confront every day are many - and some of them are not so little.
But let us begin at the beginning. From where did we first get "civility"? "Civitas" is a juridical
and political construct that Greco-Roman antiquity bequeathed to Western civilization. In Latin,
it meant "city," in the sense of city-state, the body politic, the commonwealth. Consequently,
"civilities" - which became "civility" in English - was the conduct becoming citizens in good
standing, willing to give of themselves for the good of the city.
Building on the notion of "civilities," here is a possible definition of civility for our times: The
civil person is someone who cares for his or her community and who looks at others with a
benevolent disposition rooted in the belief that their claim to wellbeing and happiness is as valid
as his or her own. More Americans are discerning with increasing clarity the connections
between civility and ethics, civility and health, and civility and quality of life. In fact a consensus
is developing around the notion that a vigorous civility is necessary for the survival of society as
we know it.
Civility and ethics: What gives true civility depth and importance is, first of all, its connection
with ethics. Just look at the Principle of Respect for Persons, a cornerstone of all ethical systems
known to history. It states that we are to treat others as ends in themselves rather than as means
for the furthering of our personal advantage. In other words, our behaviour must be informed by
empathy.
For example, say your spouse loses a big argument with you; you may be tempted to use your
victory to manipulate him into making concessions he would never make otherwise. But you
know the honourable thing to do is to spend a few conciliatory words to help him save face. This
is civility.
Civility is not trivial, because it allows us to be ethical agents in the most common of situations.
To put it more simply, civility does the everyday busy work of goodness.
Civility, health and quality of life: Imagine a supervisor harshly scolding a worker in the
presence of colleagues - and then the scolded worker retaliating by making the supervisor look
bad in front of the boss at the first opportunity. This kind of uncivil behavior happens all the
time. It is disruptive and stress-inducing - and can affect the health of employees and businesses.
Studies have shown that protracted exposure to stress caused by living in an uncivil environment
increases the chances of contracting cardiovascular disease, for example. And the American
Psychological Association has estimated that workplace stress (considering absenteeism, loss of
productivity, medical expenses and turnover) costs U.S. businesses about $300 billion a year.
On the other hand, when we engage in a civil and pleasant exchange with a friend, for instance,
our bodies release neurochemicals such as oxytocin and serotonin that lower our stress levels,
make us feel better and strengthen both our immune system and our bonds with that friend. The
bottom line: The harmonious relationships that civility helps foster have a positive impact on our
overall well-being.
Civility and the survival of society as we know it: History is rife with examples of deep thinkers
who understood the critical role civility plays in a well-ordered society.
The framers of the U.S. Constitution assumed that their fellow citizens' pursuit of personal
interest would be bound by self-regulation based on religious belief and ethical principles. John
Adams saw with particular clarity that without allegiance to those principles, no government
could survive.
"We have no government capable of contending with human passions unbridled by morality and
religion," he wrote in 1798. "Avarice, ambition, revenge or gallantry, would break the strongest
cords of our constitution as a whale goes through a net. Our constitution was made only for a
moral and religious people. It is wholly inadequate to the government of any other."
In Britain, judge and mathematician John Fletcher Moulton observed that between the realm of
the things we do with unrestricted freedom and those we do because they are prescribed by the
law, there exists a middle ground, the domain of Obedience to the Unenforceable. Here our
actions are influenced by our sense of what is the proper, responsible and decent thing to do.
They fall, that is, under the rule of an unofficial code of duty to goodness. Coaching a Little
League team is an example. Participating in a neighborhood watch program is another.
Civility and good manners belong to the realm of the unenforceable. For Lord Moulton, "the real
greatness of a nation, its true civilization, is measured by the extent of this land of obedience to
the unenforceable." The more a society relies on self-regulation - the more civil it is - the less
need it has to legislate and the less it will be plagued by coercion, conflict and litigation.
What Adams and Moulton recognized is that for any society to survive and thrive, the total
amount of goodness circulating at any given time needs to remain above a certain level. We are
the world's trustees - not just of the air we breathe and the water we drink, but of one another's
quality of life, contentment and happiness.
Civility is the shape that care takes.
Humans are the most social of all earth's creatures. We constantly connect and relate. If life is a
relational experience, then its quality is, to a considerable extent, measured against the quality of
our relationships.
Receiving a good training in civility allows us to acquire an effective code of conduct for these
relationships that will serve us well throughout life. Thanks to these skills, we behave in ways
that make others want to keep us around them. We thus find ourselves embedded in circles of
connection and care, such as family and friends. Through the bonds we forge, we stave off
isolation, which - as studies conducted by researchers such as J.K. Kiecolt-Glaser and J.T.
Cacioppo - is a predictor of early onset illness and early death. Yes, at the cost of sounding
guruish, civility can be a matter of life and death.
And the nation is catching on. As the conversation about civility has grown louder over the last
decade, groups have taken notice. Many communities, schools, agencies and corporations have
launched pro-civility initiatives.
In Duluth, Minn., the "Speak Your Peace" campaign was conceived to bring civility to public
discourse so that more citizens would consider civic engagement. At NASA's Goddard Space
Flight Center in Maryland, workers have regular meetings to foster talks on civility and diversity.
Cedars-Sinai in Los Angeles, Johns Hopkins in Baltimore and George Washington in
Washington, D.C., are among the many hospitals that have opened an in-house conversation on
the impact of medical workers' disruptive behaviour on therapeutic outcomes. The initiatives are
in the hundreds, if not thousands, and few existed even 10 years ago.
It's safe to say that the first decade of the millennium was when America rediscovered why
civility matters. It will take the second decade to figure out what we do with that knowledge.
REFERENCE:
Forni, P.M. (2011, January 18). Why civility is necessary for society's survival. Retrieved from
http://www.dallasnews.com/opinion/sunday-commentary/20100723-p.m.-forni-why-civility-is-
necessary-for-society_s-survival.ece
Pointers
The civil person is someone who cares for his or her community and who looks at others
with a benevolent disposition rooted in the belief that their claim to wellbeing and
happiness is as valid as his or her own.
We are to treat others as ends in themselves rather than as means for the furthering of our
personal advantage. In other words, our behaviour must be informed by empathy.
The harmonious relationships that civility helps foster have a positive impact on our
overall well-being.
Why Is Respect Important in a Diverse Workplace?
By Ruth Mayhew, Demand Media
When the phrase "workplace diversity" became popular, around the time Title VII of the Civil
Rights Act was signed into law, diversity typically meant differences based on race, gender,
colour, national origin and religion. As the definition of diversity expanded, the concept of
workplace diversity also expanded. Consequently, the importance of respect in a diverse
workplace became an issue with which more and more employers were concerned.
Meaning of Workplace Diversity
Workplace diversity is no longer confined to distinguishable physical characteristics or
attributes. Diversity includes generational differences and variances in work styles, differences
between one employee's philosophy about work compared to the philosophy and values of
another employee.
To achieve a positive and collaborative workforce, employers should begin with training that
promotes mutual respect and alignment of professional goals, in spite of personal differences.
For example, an employee whose identity is defined by his position and status has a different
perspective on the meaning of work than an employee who views his job as a way to sustain his
lifestyle. However, they may have identical points of view concerning a commitment to
performing quality work, which makes mutual respect all that more important. The distance
between their philosophical views on work does not affect the manner in which they perform
their jobs.
Mutual Respect
Recognizing workers' talents and contributions regardless of diverse cultural or physical
characteristics is just one component of mutual respect. In the workplace, there is one common
goal: profitability. Employee diversity is a non-factor in assessing employee capabilities where
the quality of work is an issue. Mutual respect in the workplace is based, in large part, on respect
for colleagues' abilities and skills -- how well their expertise matches their job assignments.
Mutual respect acknowledges talent, not race, colour, gender or culture.
Respect Breeds Profitability
Respect for co-workers and their respective roles in the workplace encourage a collegial work
atmosphere. It also fosters collaboration, synergy and cooperation, which are essential
ingredients for creating a workforce that values productivity, performance and the quality of its
products or services. Assume a law firm's client is primarily served by attorneys whose specialty
is business litigation. When the client requires legal counsel in a matter involving labour law, his
litigation attorney can recommend the services of a labour lawyer within the same firm. The
confidence with which the lawyer recommends his colleagues' services demonstrates respect.
Knowledge Transfer
Employees who respect their co-workers are likely to also respect their colleagues' level of
expertise and breadth of knowledge. The effectiveness of workplace training, whether through
formal processes such as classroom instruction or informal methods such as mentor-mentee
relationships, depends on respect for the trainer's or mentor's expertise.
Workplace Conflict
Without respect among employees in a diverse workforce, the incidence of workplace conflict
may increase. Employees who have little or no respect for others engage in behaviour that
illustrates lack of respect for the person as well as the value of others' contributions to the
organization. Workplace conflict has a negative impact on productivity, employee morale and
overall job satisfaction, which ultimately affects the company's bottom line.
REFERENCE:
Mayhew, Ruth. , Why Is Respect Important in a Diverse Workplace? Retrieved from
http://smallbusiness.chron.com/respect-important-diverse-workplace-11475.html
Pointers
Workplace diversity is no longer confined to distinguishable physical characteristics or
attributes. Diversity includes generational differences and variances in work styles,
differences between one employee's philosophy about work compared to the philosophy
and values of another employee.
To achieve a positive and collaborative workforce, employers should begin with training
that promotes mutual respect and alignment of professional goals, in spite of personal
differences.
Mutual respect in the workplace is based, in large part, on respect for colleagues' abilities
and skills -- how well their expertise matches their job assignments. Mutual respect
acknowledges talent, not race, colour, gender or culture.
Respect for co-workers and their respective roles in the workplace encourage a collegial
work atmosphere.
It also fosters collaboration, synergy and cooperation, which are essential ingredients for
creating a workforce that values productivity, performance and the quality of its products
or services.
Employees who respect their co-workers are likely to also respect their colleagues' level
of expertise and breadth of knowledge.
Without respect among employees in a diverse workforce, the incidence of workplace
conflict may increase.
Social Competencies: Valuing Diversity by Susan J. Barkman and Hannah L. Speaker
Introduction
Diversity is defined in the dictionary as "the condition of being different." A crucial mistake
many people make is to equate diversity with "race" and "culture". They think diversity is about
"what Hispanics are like" or "what Europeans are like". This approach is inherently flawed
because it reinforces stereotypes and promotes an "us versus them" mentality. Diversity extends
far beyond race and culture to include a number of dimensions of differences. Loden and
Rosener (1991) describe two major dimensions of diversity: primary and secondary. Primary
dimensions are things that we cannot change. They include age, race, ethnicity, gender, physical
qualities and sexual orientation. Secondary dimensions include topics such as income, education,
religious beliefs, military experience, geographic location, parental status and marital status.
People are usually less sensitive about the secondary dimensions, because they are elements
which we have some power to change. This model vividly demonstrates that we are all similar
and different on an infinite number of dimensions. By positioning diversity as something that
applies to everyone, it becomes something that everyone can care about and support. Rasmussen
(1996).
Throughout history, America has been referred to as a "melting pot", "salad bowl" and a
"kaleidoscope." The melting pot metaphor emerged from the idea that customs and traditions of
people of different races and ethnicities would blend and lose their own distinctions after close
contact over time, just like ingredients mix in a pot. Later the salad bowl metaphor was used to
describe this blending of ethnic characteristics much like salad ingredients tossed in a bowl.
Salad ingredients do not change even when they are mixed together. Although popular, this
metaphor fails to acknowledge the tendency for cultural patterns to change through cultural
encounters. Currently the kaleidoscope metaphor seems to more accurately reflect what is
happening in a diverse society. When a kaleidoscope is in motion, new possibilities emerge at
every turn, just like the interaction between cultural groups. This metaphor acknowledges that
cultures keep changing through their interaction and yet maintain their basic characteristics.
REFERENCE:
Barkman, S. J, & Hanna L. Valuing Diversity. Retrieved from
http://ag.arizona.edu/sfcs/cyfernet/nowg/sc_valdiv.html
Pointers
Diversity is defined in the dictionary as "the condition of being different." A crucial
mistake many people make is to equate diversity with "race" and "culture".
Valuing diversity recognizes differences between people and acknowledges that these
differences are a valued asset.
Multicultural education is an important component of valuing diversity.
Just as infants are not born with prejudices, no one is born automatically knowing the
best way to communicate with people. We must learn to talk, read and communicate in
other ways by observing the people around us, who teach through their examples and
instruction. Incorporating the valuing of diversity as a central theme in education
programs is important.
Creating Workplace Civility: Why Courtesy is Critical for Businesses
Creating a culture of civility and respect among employees is critical for a business to be
successful, according to one workplace behaviour expert.
Deborah Renner, director of international protocol and corporate etiquette for Tero International,
said one simple act of rudeness can have a wide range of negative impacts in the workplace —
reaching far beyond the employees involved, costing a business time and money.
“It can be very damaging,” Rinner told Business News Daily. “It affects the bottom line, and can
actually force people to change jobs.”
Rinner cites statistics from the book "The Cost of Bad Behaviour: How Incivility Is Damaging
Your Business and What to Do about It" (Portfolio, 2009) by Christine Pearson and Christine
Porath, on how a single incident of incivility in the workplace can result in:
48 percent of affected employees intentionally decreasing their work effort.
47 percent intentionally decreasing their time at work.
80 percent losing work time worrying about the incident.
63 percent losing productivity avoiding the offender.
The research also showed that 78 percent of affected employees were less committed to their
organization after the incident, and 12 percent actually go so far as to change jobs.
It’s often small incidents — like complaining about someone to everyone else without telling the
person directly, or being short in conversation or rude in an email — that can do the most
damage and quickly spread throughout a business like a virus, Rinner said.
“There needs to be a consciousness of how we are affecting other people and our environment,”
she said. “Communication is at the root of it.”
Because they have fewer employees, Rinner said smaller businesses often can be affected more
drastically by incivility than a large corporation, where employees can be moved around to
different as a way of avoiding conflicts.
“In a small business, that is not an option, so those interactions are even more important,” Rinner
said.
It is up to the employer to clearly define what behaviours will and won’t be tolerated, and to
educate employees on how to communicate with others to avoid creating negative patterns, she
said.
“We need to be able to openly communicate things, as opposed to keeping it inside or being
passive-aggressive,” Rinner said.
Other tips for employers that are offered in Pearson and Porath’s book, Rinner said, include
listening to and understanding co-workers’ perspectives without interrupting, communicating
critical feedback with consideration, assuming everyone has the best motives and by maintain
objectivity during conflict.
REFERENCE:
Brooks, Chad. (2011, May 18). Creating Workplace Civility: Why Courtesy is Critical for
Businesses. Retrieved from http://www.businessnewsdaily.com/987-creating-workplace-civility-
why-courtesy-is-critical-for-businesses.html
Pointers
Creating a culture of civility and respect among employees is critical for a business to be
successful.
One simple act of rudeness can have a wide range of negative impacts in the workplace
— reaching far beyond the employees involved, costing a business time and money.
Smaller businesses often can be affected more drastically by incivility than a large
corporation, where employees can be moved around to different departments as a way of
avoiding conflicts. “In a small business, that is not an option, so those interactions are
even more important”.
It is up to the employer to clearly define what behaviours will and won’t be tolerated, and
to educate employees on how to communicate with others to avoid creating negative
patterns.
We must listen to and understanding co-workers’ perspectives without interrupting,
communicating critical feedback with consideration, assuming everyone has the best
motives and by maintain objectivity during conflict.
Civility: It’s the glue that holds society together
CHRIS HANNAY
The Globe and Mail
Published Friday, Jul. 12 2013
There is more to civility than simply saying hi to your neighbour or declining to discuss religion
at a dinner party. In the grand scheme of things, McGill University scholar John A. Hall
explains, civility is the glue that holds society together.
What is civility on a grand scale?
Civility is that moment when two groups who have been fighting for a very long time reach a
stalemate, so they decide to agree to stop trying to kill each other and live with each other. To
allow a certain measurement of disagreement, more than anything, it’s the idea of toleration.
What role can government play?
It’s totally important for government to behave in a civil way. If the state is very harsh to a
society, it breeds a reaction. And it was very noticeable in Turkey, and the sudden move on the
part of [Prime Minister Recep Tayyip] Erdogan to water-cannon and tear-gas protesters produced
a very, very strong reaction.
Talking is crucial because, if you talk, you make people more reasonable. Civility on the part of
government is absolutely vital. It’s always dangerous if states think they can ignore the people
because, if ignored, the people could turn against [the state] in a striking way.
How does a government encourage civility?
Normal politics. Not excluding people. Civil rights. Listening to people. Rule of law. Those
things make a society work more easily than trying to be very tough and harsh, which produces
harsh reactions. The rule is that, if you’re authoritarian and people can’t talk to you, you’ll get a
reaction from a group that is also tough and vicious. Viciousness breeds viciousness. Decent
behaviour breeds decent behaviour.
Is civility, then, at the heart of democracy?
Not necessarily. Democracy, in theory, could be the rule of 50 plus one. In those circumstances,
50 plus one could be very vicious to the 49 per cent. And that 49 per cent could start fighting
back in a serious way. An example of this is, say, Northern Ireland. Protestants in control were
very harsh. They controlled the state; they controlled the police force, so eventually this bred a
reaction that was very tough indeed. They had 20-odd years of killing and mayhem and horror.
At the end of it all, a perfect example of my thesis: Neither side could really win. They moved
toward a stalemate, where they decided to live with each other. At that moment, it felt like a
sour-grapes sort of deal, but what happens in that political situation is that sour grapes become
something people hopefully like and prefer.
Why is civility so fragile?
It rests upon toleration. Every now and again, you get groups who think that they can order a
world that is clearer and better. That is threatened by rising inequality, I think. An element of
civil society is the possibility to participate in society and, inside Anglo-Saxon societies, rising
inequality is stunning.
Why is rising income inequality a threat to civility?
Because it’s horrible; you’re left out. [Philosopher and economist] Adam Smith was an important
precursor of the idea of civility. He was always very firmly in favour of the view that the success
of capitalist societies depends on the ability to barter and exchange – to be in society, to
participate. The richness of society depends on high measures of human capital.
I think the Occupy Movement is longing to find a way to reduce inequality. I don’t think it’s
been very successful, but the desire to produce a more egalitarian capitalist world seems to me to
be admirable.
This inherently makes society more civil?
When people talk about civil society, they also imagine a movement from below is going to be a
good thing, and will increase the value, strength and depth of the civil society. That’s not the
case. There are movements from below sometimes that are deeply uncivil in their aims and
practices. Civility is something that is more complicated, more sophisticated, and more fragile.
It’s not perfect, in the sense that it doesn’t have a single moral code that everyone is going to
obey. It regards life as slightly ridiculous. It doesn’t warm your blood. But it’s the best we’ve
got.
REFERENCE:
Hannay, Chris. (2013, July 15). Civility: It’s the glue that holds society together.
Retrieved from http://www.theglobeandmail.com/news/world/civility-its-the-glue-that-holds-
society-together/article13205990/
Pointers
Civility is the glue that holds society together. Civility goes well beyond good manners; it
can save lives.
Civility is that moment when two groups who have been fighting for a very long time
reach a stalemate, so they decide to agree to stop trying to kill each other and live with
each other. To allow a certain measurement of disagreement. More than anything, it’s the
idea of toleration.
Talking is crucial because, if you talk, you make people more reasonable.
Civility on the part of government is absolutely vital. It’s always dangerous if states think
they can ignore the people because, if ignored, the people could turn against [the state] in
a striking way.
Normal politics. Not excluding people. Civil rights. Listening to people. Rule of law.
Those things make a society work more easily than trying to be very tough and harsh,
which produces harsh reactions. The rule is that, if you’re authoritarian and people can’t
talk to you, you’ll get a reaction from a group that is also tough and vicious. Viciousness
breeds viciousness. Decent behaviour breeds decent behaviour.
10 E-mail Etiquette Tips for the Workplace
1. Be concise. Longer messages are difficult to read, and most people will not read them
carefully . . . so be sure to bold or underline important action items.
2. Avoid sarcasm. It can come across as rude or abrupt because the recipient can't gauge
your body language.
3. Include a descriptive, concise subject line. Many people are inundated with emails, so
give them a clue as to your content so that they can prioritize.
4. Don't send an email when emotional or angry. Sit on it for 24 hours.
5. Use emoticons . . . sparsely. Sometimes it helps communicate the tone of your message
when you add an emoticon. However, only do so as necessary for it can end up being
annoying to readers if you have too many.
6. Think twice before hitting “reply all.” Ask yourself, "Do all these other people really
need to hear my reply?" If not, reply only to the original writer.
7. Respond within 24 hours. If you require more time, let the sender know you're
reviewing the email and when you'll get back to that person.
8. NEVER USE ALL CAPS or all lowercase.
9. Start with a greeting (hi, hello, good morning, etc.) and end with a closing (Thanks;
I appreciate your time; until then; best wishes, etc.)
10. Never try to resolve a conflict via email. Back and forth emailing is almost guaranteed
to make the situation worse. Pick up the phone, walk down the hall, or set up a time to
talk.
REFERENCE:
University of Missouri. (2014). 10 E-mail Etiquette Tips for the Workplace. Retrieved
fromhttp://civility.missouri.edu/email-etiquette.php
Professionalism
According to the Merriam-Webster dictionary, professionalism is defined as the good skill, good
judgment, and polite behaviour that are expected from a person who is trained to do a job.
Professionalism in the workplace is based on many factors including the way you attire yourself,
your demeanour and how you interact with others. It refers to a person doing his / her job with
sincerity, and maintaining professional etiquette and ethics in the workplace.
Characteristics of professionalism in the workplace
Standby commitments – a professional person always live up to their responsibilities.
Realize the sensitivity of the work that you represent - Make sure not to jeopardize the
confidentiality of your organization or misuse it any way. This will help make you
trustworthy. They should always act with integrity.
Respect – A professional person should be respectful at all times.
Demonstrate the values of professionalism - appropriate attire, etiquette, punctuality and
considerate.
Keep your personal affairs at home – don’t use the company’s time to do personal issues.
Display competence- professionals should display possession of adequate skill,
knowledge, experience or capacity of whatever area they are hired to perform.
Characteristics that undermines professionalism
Gossiping – it is a “no-no” for professionals to gossip in the workplace.
Negative attitude – a professional should always display positive attitude while on the
job.
Poor attendance, tardiness, and lateness – a professional person must always ensure that
he/she is on time, should display enthusiasm towards their work and have a good work
attendance
Unprofessional body language – sitting inappropriately, belching loudly, drawing ones
feet while walking and yawning without covering ones mouth.
Excessive fragrance or not so fresh body odours – it is important to keep smell fresh at all
times, but equally important to keep fragrances to a minimum.
Why professionalism is important to the workplace
It ensures good work performance by all employees- If everyone demonstrates
professionalism in the workplace, the performance of the firm will be more efficient.
The employees will be more motivated
It ensures good team spirit within the organization
Professionalism in the workplace also leads to the free flow of communication across
departments and across all levels of command.
Professionalism is the axis around which any organization should revolve. A company that
chooses not to develop or enforce policies may end up with a workplace that suffers from
low productivity, low employee morale and poor customer service.
Civility
Workplace incivility is the low-intensity deviant behaviour with ambiguous intent to harm
others. Civility is the opposite of incivility. According to the Merriam-Webster’s dictionary
“civility is treating others with dignity and respect, and acting with regard to other's feelings”.
Guidelines in acting civilized in the workplace
Before speaking or acting, think about your words or actions before you respond
Be respectful- learn to accept others opinion, individual differences and qualities to fully
realize the organization potential.
Understand and adopt a positive approach in solving conflict whenever they arise.
Take full responsibility for your actions even when there are drastic penalties to be paid.
Rely on facts rather than assumptions
‘’Each one influence one” by becoming a bridge builder and a role model for civility and
respect.
Take advantage of every opportunity to be proactive in promoting civility within the
workplace.
If employee demonstrates respectful behaviours and the necessary skills required within the
workplace, they will serve as role models to other workers of that same organization. It is
expected that these behaviours will spread throughout the firm, and eventually impacting other
business entities who may try to emulate this positive movement.
References
Barbara Richman's Organization -HR Mpac. http://www.lorman.com/newsletters/article.php?
article_id=694&newsletter_id=150
Khilawala, Rashida (2012)
http://www.buzzle.com/articles/professionalism-in-the-workplace.html
Shelvy L.Compbell, Ms. Eds, ABD Dedriell, D. Taylor ,Ms Eds, Professionalism in the
workplace
INTRODUCTION
The Guide to Civility provides recommended practices to promote civility in the workplace and
processes to deal with incivility, in accordance with Ryerson’s Workplace Civility and Respect
Policy, which states: “All managers, faculty and staff have a responsibility to act in good faith
and be active participants in contributing to the creation and enhancement of a community
culture of respect, inclusion, civility, dignity and understanding for the people with whom they
work. This requires taking action to deal with incidents of incivility.”
WHAT DOES IT MEAN TO BE CIVIL?
Civility is about more than merely being polite, although being polite is an excellent start.
Civility is about being aware of other people’s feelings, and listening and seeking common
ground as an initial point for dialogue when differences occur, while at the same time
recognizing that differences are enriching. Through positive, respectful communication, one
person has the power to improve morale, productivity and teamwork
HOW DOES IN CIVILITY AFFECT THE WORKPLACE?
Incivility and disrespect in the workplace can be a barrier to effective communication, coaching,
and performance. Incivility deals with a broad range of unacceptable behaviour which
compromise and devalues the individual, and there may be severe psychological and physical
impacts. For example, violence in the workplace may have origins in minor acts of incivility
long before the physical violence occurs. At a basic level, incivility can be in the form of: rude
comments; insensitive actions; unintentional slights; complaining; gossip; rumours; crude jokes;
profanity; or displaying offensive or pornographic material that is visible to others in the
workplace. As issues escalate, incivility can become more verbally aggressive and can include
yelling, belittling comments, intimidation and discriminatory comments, and can lead to the
creation of a poisoned work environment. At its most extreme, incivility can take the form of
violence or threats of violence. Incivility can be subtle or overt. It may be a single event or may
involve a continuing series of incidents, and may involve the abuse of authority or position.
Uncivil behaviour may be unintended or deliberately directed at another individual. In any case,
the impact on that individual is what must be addressed.
BEING PROACTIVE TO CREATE A CIVIL WORK ENVIRONMENT
Managers
A manager is the person to whom an employee directly reports concerning matters related to
their employment. Examples include, Dean, Chair, Director, Supervisor, Supervising Instructor
etc.
Managers and supervisors regularly comment and offer advice on the work performance or work
-related behaviour of their employees. Legitimate comment and/or advice is not a sign of
disrespect. It differs from incivility or harassment in that feedback is intended to assist
employees to improve work performance or the standard of their behaviour. However, civility
does require that even the most critical feedback be delivered respectfully, privately and
courteously. The following tips can help managers be proactive in creating a pleasant and team
orientated work environment.
Treat your employees, peers and superiors with respect.
Tap your employees’ hidden talents and bring them to the front.
It is not wise to play favourites and show bias when dealing with your employees.
Trust your employees to do their jobs effectively.
Praise in public. Pointing out an employee’s mistake in public has the worst kind of
demoralizing effect. On the other hand, complimenting them on a job well done in the
presence of others serves to motivate them to perform better. Of course, sometimes
constructive criticism and feedback, e.g. of a proposal, is the purpose of a meeting or
group discussion. Managers should depersonalize the discussion.
Do not over react to mistakes that happen inadvertently. Instead, help employees
understand the error so they do not repeat it. A loud, condescending or rude tone of voice
will only make your employees tune out the message you are trying to convey.
Make them feel they count. Every employee likes to know that he/she is making a
positive contribution. The fact that they make a difference will drive them to be more
productive.
Constructive criticism works. If you feel that an employee has the potential to do much
better at their job, take him or her aside to discuss. Sometimes, the belief that a superior
has in you pushes you to achieve more.
Do not flaunt your authority; "You have to do it because I say so" is not the way to get
employees' respect. You may get the job done but lose your employees’ loyalty in the
process, and may eventually lose them to another employer.
Employees
The following tips can help employees be proactive in creating a pleasant and team orientated
work environment.
Treat your co-workers, peers and superiors with respect.
Before speaking or acting, consider the impact of your words and actions on others.
When there is an issue, try talking to the other person directly and not to co-workers
behind their back.
Don’t take feedback, suggestions or constructive criticism of your work as a personal
attack. See it as a positive contribution and inspiration to excel.
Be careful about making assumptions about other people’s behaviour and intent based on
your values, beliefs and customs. Specific actions that are considered polite or rude can
vary dramatically by place, time and context. Differences, including but not limited to,
social role, gender, social class, religion and cultural identity may all affect the perception
of a given behaviour. Consequently, a behaviour that is considered perfectly acceptable
by some people, and in some cultures, may be considered rude by others.
Acknowledge the contributions of other employees.
Understand your triggers or “hot buttons. “Knowing what makes you angry and frustrated
enables you to manage your reactions and respond in a more appropriate manner.
Be willing to apologize sincerely to people if you said or did something that may have
offended them.
Use active listening when discussing issues with others.
Active Listening
When applied in appropriate situations, active listening is one of the most important skills people
can have in dealing with and avoiding issues of incivility. How well you listen has a major
impact on your job effectiveness and on the quality of your relationships with others. There are
five key elements of active listening. They all help ensure that you really hear the other person,
and that the other person knows you are hearing what they are saying.
Pay attention. Give the speaker your undivided attention, and acknowledge the message.
Show that you are listening. Use your own body language and gestures to convey your
attention. Recognize that non-verbal communication also "speaks" loudly.
Provide feedback. Our personal filters, assumptions, judgments, and beliefs can distort
what we hear. As a listener, your role is to understand what is being said. This may
require you to reflect what is being said and ask questions.
Defer judgment. Interrupting is a waste of time. It frustrates the speaker and limits full
understanding of the message.
Respond Appropriately. Active listening is a model for respect and understanding. You
are gaining information and perspective. Even if you don’t agree with another person’s
perspective, you should respect and acknowledge their feelings.
DEALING WITH INCIVILITY
In order to create and maintain a civil culture and environment it is important to identify
incidents of incivility, such as harassment, and to deal with these incidents quickly and
appropriately. Addressing incidents of incivility as soon as possible is an important preventative
measure to reduce the risk of escalating severity of behaviour and the potential for workplace
violence. The following guidelines apply to all employers and employees, as well as other
individuals subject to the policy under terms of contracts or agreements.
COURSES OF ACTION
Whenever feasible, the following steps should be followed in addressing civility related concerns
and complaints:
Peer to peer communication: The parties involved should attempt to resolve issues in the
moment or as soon as possible from when the uncivil actions occurred.
If the parties involved cannot effectively resolve the issue on their own, the
complainant(s) should notify their manager(s). The manager(s) will make inquiries into
the issue, and will attempt to remedy the situation within a reasonable time period.
In the event that the matter is still not resolved, the complainant(s) may exercise their
right to lodge a formal complaint with their manager(s), which must be submitted in
writing.
The procedures outlined below are to be used to deal with all incidents of incivility involving
employees as well as other community members. However, they may be superseded by
applicable collective agreements or other policies or procedures.
INCIVILITY INVESTIGATION
Managers are accountable for identifying and addressing issues, such as harassment, in an
appropriate manner. Managers may seek advice and assistance at any time from their manager or
Human Resources Management Consultant. Managers must act in a confidential manner, and
involve only those who need to know, either to respond or to effectively address complaints.
Managers must determine whether or not the employee’s concerns should be addressed under the
Workplace Civility and Respect Policy and guide, or whether another policy or procedure is
appropriate, e.g. Discrimination and Harassment Prevention. If the concerns do not fall under
this guide, employees must be informed regarding how the matter should or will be addressed.
Following is an outline of steps to be taken to deal with cases of incivility involving employees.
Where more than one manager is involved this is a joint responsibility.
Step 1: Intake
1. Speak with the complainant to understand his or her perspective.
2. Determine whether the complaint involves the kind of behaviour that can be dealt
with by a simple intervention between the parties. Consider the seriousness of the
allegation and the complainant’s feelings. If the allegation is serious, relates to
prolonged behaviour or if the complainant expresses serious concern, the complaint
should be formally investigated.
3. Assess whether the matter should be investigated under another policy.
4. Assess whether any behaviours that may indicate a risk of workplace violence must
be reported. Managers must report such behaviours and seek assistance in managing
the risk of violence from a Human Resources Management Consultant (regarding
employees whose behaviours may indicate a risk of workplace violence).
Step 2: Making Inquiries and Fact Finding
1. Investigate to understand complainant’s perspective on the situation.
2. Investigate to understand respondent’s perspective on the situation.
a) If the respondent is a member of a union or association, inform them they
may have a steward present.
b) If the employee declines union representation, have them sign a waiver.
3. Understand any witness’ perspective on the situation (if applicable).
4. Make notes of conversations, including specific details of what was discussed:
who, what, when, where, why.
5. Assess whether you have gathered all relevant information (including emails,
etc.). Before concluding the investigation, assess whether the respondent or
complainant have been given fair chance to consider and give input on the other
party’s position and evidence.
Step 3: Review & Analysis
1. Review all information gathered (including emails, etc.)
2. Seek advice from an HR Management Consultant on the validity of your
conclusions.
3. Draw conclusions about what happened and how it happened. Draw conclusions
about whether the complaint is substantiated i.e., whether the respondent was
uncivil and/or whether the respondent engaged in harassment.
Step 4: Develop Response
1. Review relevant collective agreement provisions and disciplinary history. Decide how the
complaint will be resolved.
2. In situations involving employees from more than one area, managers from each of the
areas should discuss the situation and collectively determine appropriate action.
3. Generally, if a complaint is found to be substantiated it will result in some level of
corrective action involving the respondent. The type of corrective action taken will
depend on all the circumstances, including what happened and how, the respondent’s job
responsibilities and disciplinary history and the respondent’s reaction to the investigation.
4. The usual practice is to deal with instances of inappropriate and unacceptable behaviour
through progressive action. Therefore, you need to determine appropriate options for
addressing the situation which may include but are not limited to:
a) Communication of standards and expectations concerning performance, conduct
and/or behaviour.
b) Coaching
c) Letter of counsel (written documentation of above);
d) Verbal reprimand, if appropriate;
e) Written reprimand, if appropriate;
f) Suspension(s) without pay or other financial sanctions;
g) Termination
5. Managers need to communicate to the respondent that if expectations are not met,
progressive action will be taken up to and including dismissal. They also need to let the
complainant know about the expectations placed on the respondent and action(s) they
have taken.
6. Managers will monitor the situation, and follow up with the complainant to ensure that
uncivil behaviours have ceased, and to ensure there is no escalation.
STRUCTURING A CONVERSATION ABOUT INCIVILITY
The workplace civility and respect policy states that the first step is to approach the person
whose conduct is at issue. That person may not be aware of how his/her behaviour is affecting
you or others and should be given an early opportunity to change their behaviour. Approaching
someone regarding a civility issue can be difficult. Employees may seek advice and assistance at
any time from their manager, Human Resources Management Consultant, their unions or
associations. The following model outlines a basic coaching model, and can be used as a tool to
help you structure a conversation about incivility in a positive and productive manner that
respects both parties, and helps you to come to a resolution.
Step 1: Open - State purpose of discussion.
I’ve asked for this meeting to talk about...
I appreciate you giving me the opportunity to discuss this problem with you.
Can I see you for a minute? I’d like to talk about...
Step 2: Clarify – Identify issues and concerns; clarify any language or behaviour that is
inappropriate.
What exactly was said or done?
Has this behaviour happened before?
Who else has been affected?
Can you tell me more about what happened?
Do you think what you said or did is consistent with our Workplace Civility and Respect
Policy?
Step 3: Develop - Explore needs and discuss ideas; state expectations.
How can we resolve this situation?
Are you comfortable addressing the person directly?
You may not think it’s serious, but it’s important to be respectful of each other.
What can I do to help?
What can you do to help?
What would you like to see done differently?
Step 4: Agree - Discuss and agree on specific actions. State appropriate behaviour; language
standards and guidelines. Sometimes, you may have to go back and re-clarify specific details or
courses of action, to ensure both parties have a clear understanding.
In the future I need you to...
Here’s what we talked about...
Here are the next steps we agreed on, including my role...
Regardless of ___, we need to act with civility and respect towards each other.
Step 5: Close – Confirm commitment. Confirm consequences if things don’t change; thank for
cooperation.
Thanks for bringing this to my attention.
Thanks for having this discussion with me.
Tips for Talking about Your Own Behaviour
We know that civility can often be unintentional, and there may be times when you may not have
intended to offend another person. These conversations may be difficult, especially if you feel
you have done nothing wrong. The following are some tips you can follow to help ensure the
conversation remains positive and productive. Remember, at the end of the day, you are trying to
have productive, cooperative and collaborative relationships with the people you work with.
Try not to become defensive.
Listen without interrupting.
Really listen – do not plan your response until the person is finished talking.
Reflect back what you are hearing.
Ask clarifying questions.
If you do not understand what they would like you to change, ask.
Try to imagine their perspective, and how it is affecting their work and life.
Remember, if they have come to you, it is serious to them.
If you feel your behaviour has been misunderstood, explain.
Try to agree on future interactions.
INCIVILITY BY OTHERS TOWARDS EMPLOYEES
In cases where an employee makes a formal complaint about incivility by someone who is not an
employee, e.g. volunteer, visitor, contractor, etc., the manager of the complainant must
investigate and determine appropriate action in consultation with the appropriate representative.
For example, in cases involving incivility by students at a University, this would normally be the
Student Conduct Officer. In cases involving incivility by contractors, consultation would take
place with the University representative responsible for the contract. Depending on the
circumstances, appropriate actions may include banning an individual from the campus,
establishing agreements where the complainant and respondent do not contact each other, or
terminating a contract or volunteer assignment.
Ryerson University, 2013, GUIDE TO CIVILITY: Creating a culture of respect at Ryerson &Dealing with incivility in the workplace
http://www.ryerson.ca/content/dam/hr/worklife/Guide-to-Civility.pdf