Organizations say that they want to enhance employee engagement and desire employees to have a strong sense of belonging. We know that a focus on these aspects results in more optimal organizational outcomes. However, organizations sometimes do not align their actions with their words as they fail to address some of the more ambiguous and subtle behaviors that threaten employee engagement and belonging.
Workplace incivility occurs when one exhibits deviant or rude behavior that has ambiguous intent to harm the other. Offenders may or may not have full awareness of their actions, but it does not change the adverse impact. Due to its ambiguous nature, it is often underreported and overlooked in the workplace, receiving gaslighting responses such as “it isn’t a big deal” or “that’s just how XYZ talks” or “you shouldn’t be so sensitive; they are like that with everyone.”
Women and BIPOC employees who encounter workplace incivility may underreport the incidences because they have grown used to the treatment due to the high rate that they experience the behavior in their careers. Women and BIPOC employees may develop coping mechanisms such as avoiding the offender, rejecting opportunities that involve the offender, minimizing the impacts of the behavior, rationalizing the behavior, or leaving the institution.
Employees affected by the behavior may experience feelings of depression, anxiety, fear, decreased employee engagement, and eroded psychological safety. When this behavior is left unaddressed, organizations will encounter lower productivity, project sabotage, higher employee attrition rates, toxic cultures, and incivility spirals (bad behavior is ingrained in the organizational culture and adopted by more staff members).
Workplace incivility is a barrier to creating an inclusive culture. When organizations allow this toxic behavior to persist it communicates that the existence of a safe, respectful, and inclusive space for all employees is not a priority. Organizations must learn how workplace incivility shows up so that they can quickly and effectively address the issue.
Examples of workplace incivility:
Use of a condescending tone of voice
Not returning phone calls or emails
Eye rolling at others
Demeaning the contributions of others
Disrespect of others’ time (e.g., routinely showing up late to meetings, not showing up to meetings at all, canceling meetings at the last minute)
Overruling decisions without explanation
Belittling others
Ignoring or interrupting others
Publicly embarrassing, undermining, or scolding others
Refusing to make eye contact
Circumventing the task owner and consulting others
Excluding staff from discussions/meetings in which they should be involved
Mitigating Workplace Incivility
Increase Awareness:
Provide training that addresses unconscious biases, details what behaviors constitute workplace incivility, and describes how biases may unknowingly lead towards workplace incivility behaviors.
Be Observant:
Take note of shifts in demeanor or behavior by staff. Workplace incivility is often underreported due to its ambiguous nature; some staff may display lower quality performance or cope by avoiding the offender. It is vital for leaders to reach out to staff and actively listen so that workplace incivility may be unearthed and fully addressed.
Hire for Civility:
Monitor for incivility and civility during the hiring process. Inquire with all involved in the hiring process about how a candidate treats others. It is better to avoid hiring someone who engages in incivility than working to correct their behavior.
Develop Feedback Channels:
Develop anonymous feedback mechanisms designed to receive information on the organization’s handling of incivility. Engaging a third-party to collect data may increase feelings of safety in the feedback process.
Create small discussion groups where staff can share their experiences and questions around workplace incivility. Having an external moderator may increase feelings of safety in this space.
Accountability:
Call-in or Call-out when incivility is observed. Calling-in occurs when you address poor behavior in private and in a way that provides for exploration and learning. Calling-out occurs when you address poor behavior when it happens and make a clear statement that you will not tolerate it.
Make an organizational stance against this behavior and incorporate it into performance evaluation, reward, and punishment systems. While bad behavior should be corrected and admonished, it is also important to celebrate and reward good behavior to reinforce it.
Avoid Gaslighting & Excuses:
When you are made aware of someone’s experience with workplace incivility, understand that their feelings and perception are what matter, not yours. We need to center others, exercise empathy, and identify ways we can be helpful.
Avoid statements like the following:
“I wouldn’t be offended by that”
“Oh, they just have a temper in general”
“You should just avoid them when they are like that; it’s what I’d do”
“Yeah, we put up with how they are because they are so good at their job, you’ll get used to it”
“Are you sure you aren’t being sensitive?”
“It isn’t just you; she treats everyone that way”
Instead, try responses like:
“I’m sorry you experienced that”
“No one should be made to feel that way in the workplace”
“Please tell me more about your experience”
“How can I be helpful?”
“Your feelings are valid”
Establish Behavioral Norms:
Work with your team to develop a set of shared behaviors that you will operate under and those you and your team will not tolerate.
Develop individualized work style manuals that allow each employee to detail their preferred work style and what behaviors they will not tolerate. Sharing and discussing the manuals will build shared understanding and permit for a more cohesive team.
Model Civil Behavior:
Ensuring that leadership consistently models civil behavior will enhance the organization’s likelihood of embracing a culture that condemns and interrupts workplace incivility.
Acknowledge External Factors:
Incidents that occur outside of the work context may influence workplace incivility. Maintain awareness of current events that may cause employees stress, anxiety, or strong feelings. When these events occur, make safe spaces for staff to discuss. Identifying specialized staff or external parties with relevant subject matter expertise to lead these discussions will help improve outcomes and mitigate workplace incivility.
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