Incivility in the Workplace

Half-way through my career as a government manager I met Dr W. Edwards Deming and found the work done by Dr Tom Gordon ("LeaderEffectiveness Training"). Deming, in championing the benefits of continuous improvement based on sound statistical data, always trumpeted that we need to "drive fear out of the workplace." Gordon opened my eyes about the folly of using coercive force as a management tool. Instead, they both argued that the role of a leader was to improve things and unleash the growth of the people a leader was privileged to lead. Thirty years later, I still hear Deming's teaching to drive out fear and Gordon's observation that when leaders use coercion to get the job done they cut off needed information that workers possess that can make their job better and when it's "my way or the highway" leaders are then stuck with having to constantly check on the work that is force upon workers rather than buying them into the process.

And then, let's just face the fact that workplace incivility is bullying!

Fast forward: This year's January-February issue of the "Harvard Business Review" takes up this issue again in Christine Porath's and Christine Pearson's article, "The Price of Incivility." 

"Rudeness at work is rampant, and it’s on the rise. Over the past 14 years we’ve polled thousands of workers about how they’re treated on the job, and 98% have reported experiencing uncivil behavior. In 2011 half said they were treated rudely at least once a week—up from a quarter in 1998.

"The costs chip away at the bottom line. Nearly everybody who experiences workplace incivility responds in a negative way, in some cases overtly retaliating. Employees are less creative when they feel disrespected, and many get fed up and leave. About half deliberately decrease their effort or lower the quality of their work. And incivility damages customer relationships. Our research shows that people are less likely to buy from a company with an employee they perceive as rude, whether the rudeness is directed at them or at other employees. Witnessing just a single unpleasant interaction leads customers to generalize about other employees, the organization, and even the brand... We know two things for certain: Incivility is expensive, and few organizations recognize or take action to curtail it."

The point they are making is not only is incivility wrong, it costs the bottom line of a business which does not support civility from all its workers -- including bosses! While many managers say incivility is wrong, not all recognize its tangible costs. Through a poll of 800 managers and employees in 17 industries, Porath and Pearson found this effect on workers:

• Lost work time by worrying about the incident -- 80%
• Declined organizational commitment -- 78%
• Declined work performance -- 66%
• Lost work time avoiding the offender -- 63%
• Decreased their work effort -- 48%
• Decreased time spent at work -- 47%
• Took their frustration out on customers -- 25% 
• Decreased their work quality -- 38%
• Left their job -- 12%

[To read the entire article along with recommendations for organizations, see "The Price of Incivility"]

What does this have to do with spirituality? Everything. Incivility disrespects the human person and is not something that should be practiced or tolerated at home or at work. Period. It is a form of bullying and bullies need to be contained, restrained and dealt with.

After all, is not the practice of civility necessary in a world trying to become more peaceful and more respectful of the dignity each one of us possess?