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Civility in the workplace and the strategies for its promotion is the topic that has attracted my particular attention this week. It was determined by the case of unacceptable behavior of my classmate who was sometimes aggressive with others, showed no respect by interrupting those who were talking, and provided rude comments behind people’s backs. All these behaviors may be classified as incivility or “low-intensity deviant behavior with ambiguous intent to harm the target” (Di Fabio & Duradoni, 2019, para. 3). It goes without saying that I felt extremely dissatisfied and upset facing it, and in the future, my self-esteem and even the quality of lime may be negatively impacted. In the workplace, the phenomenon of incivility is common as in the present day, the work environment is associated with high stress levels (Di Fabio & Duradoni, 2019). That is why it is essential to develop and apply strategies in order to improve civility as employees’ satisfaction leads to their productivity and retention.
From a personal perspective, there are two major strategies for this improvement – the intolerance to unacceptable behaviors and the development of the right patterns by all members. Thus, any case of incivility should be addressed by the majority of employees, and in severe cases, incivility should be reported to management for responsive measures. At the same time, every worker should be aware of his or her own behavior to avoid incivility as well. For instance, it is essential to acknowledge others, pay attention to them, respect their needs, time, and opinions, and be inclusive. It is prohibited to label people according to their age, race, or appearance. If people see the best in others avoiding misunderstanding and misinterpretation, consider their body language and words, and rely on facts, workplace civility will be substantially improved.
Reference
Di Fabio, A., & Duradoni, M. (2019). Fighting incivility in the workplace for women and for all workers: The challenge of primary prevention.Frontiers in Psychology, 10(1805), 1-6. Web.
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