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HEALTHCARE JOURNAL OF NEW ORLEANS  I  MAY / JUN 2022 55 Jan Kasofsky, PhD Senior Vice President of Behavioral Health & Human Services Access Health Louisiana other person’s seemingly negative behav- ior or comments and assume it’s directed at harming us. But we need to acknowledge that many behaviors commonly viewed as “uncivil” are inadvertent on the part of the “perpetrator”and may be construed differ- ently among observers versus targets of the behavior. For example, omitting some- one fromameeting invitation is a common mistake, which, when you’re the excluded one, you can interpret as intentional; but it’s equally likely that the organizer mis- spelled your name or contact information or simply didn’t know you should be invit- ed. Rationally framing the situation, your communication and approach to the “per- petrator” can lead to a more effective and harmonious outcome. Every employee has a role in support- ing civility in both virtual and physical workplaces. Managing your own behavior includes taking a pause, considering the context and situation, and not interrupt- ing; you can then respond rationally ver- sus emotionally to the behaviour or com- ments. Reflect on your response and tone. Oftentimes, we don’t know what burdens our co-workers carry, and it’s impossible to truly know their motivations. Strive for clarity, and don’t let minor or isolat- ed incivility lead to chronic interpersonal problems. If a co-worker shows consistent patterns of incivility, you could raise your concern with the “perpetrator”; ask for clarification or for the rationale behind a negative comment or behavior. If you’re anxious confronting a co-worker or someone in a position of power or control over your employment, consider seeking help from another par- ty. Employers realize the need to support employees in addressing inappropriate behavior at work. You may want to ask your manager for advice (presuming he/ she is not the “perpetrator”). Your human resources department can also be helpful, so make them aware of the problem. They can provide suggestions and support, the opportunity to file a complaint, if appro- priate, and may, if requested, refer you for emotional/practical support through an employee assistance program (EAP) or even mental health counseling. If you want to return to a civil work- place, don’t reacclimate to past problems; now is your time to self-check your ac- tions and words and hold others account- able to do the same. n REFERENCES 1 Andersson, L.M.; Pearson, C.M. “Tit for Tat? The Spiraling Effect of Incivility in the Workplace.” The Academy of Management Review, 24, 3 (July 1999): 452-471. Monica Donahue, MBA, SPHR, CCP, CHRE, is a hu- man resources professional and consultant based in Toronto, Canada, who has lead HR teams and projects in multiple industries across Canada and has also worked in HR in the healthcare industry in Louisiana. She’s had a career-long belief and inter- est in opportunities to improve business outcomes through practical support in improving workplace communication and dynamics. substance abuse and sleep disorders. And, let’s face it, problems at work rarely stay there: family members, and others, cannot help but be impacted by their loved ones’ ruminations caused by incivility at work. So as employees return to the worksite, it behooves leaders to set the tone of inclu- siveness and psychological safety. Leaders should model, proactively and respectfully articulate, and endorse positive behaviors, communication, and problem resolution norms. They must establish an environ- ment in which employees feel comfortable expressing concerns with each other or with their superiors; this may mean meet- ing individually and/or as teams. It’s crit- ical that they be aware of how employees are feeling, not just what they are produc- ing. And while surveys and focus groups can bring to light needed change, taking them seriously and facilitating needed change is crucial to job satisfaction, reten- tion, and productivity. In today’s world of heightened anxiety, it’s easy to misconstrue or misinterpret an- # articles 400 350 300 250 200 150 100 50 0 1990 - 1999 2000 - 2009 2010 - 2021 Fig. 1 JSTOR online Literature search using the term ‘workplace incivility’