Incivility in Academia: An Ombuds Perspective

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Incivility in Academia An Ombuds Perspective

• Mary Chavez Rudolph
• and Tom Sebok
• University of Colorado

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Ombuds Perspective

• Shaped by our role and our principles
• Role is to assist students, staff, and faculty
  manage and resolve conflict

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IOA PRINCIPLES

• Confidentiality
• Neutrality
• Informality
• Independence

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Ombuds Perspective about Incivility

• Casesincivility hurting relationships, health,
  job satisfaction, etc.
• Visitors want our assistance in getting it
  (incivility) to stop
• What is it?

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DEFINING INCIVILITY

• Civility concern, regard, and respect
• Behavior that helps to preserve the norms for
  mutual respect at work.
• Incivility rudeness, disregard, and
  mistreatment
• Andersson and Wegner (2001)

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Range of behaviors and labels that visitors use

• Incivility
• Harassment
• Bullying

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Impact of Incivility

• Norms for the organization erode
• Spiraling and Cascading
• Incivility goes unchecked and can escalate
  leading to a chain of more aggressive, coercive
  behaviors possibly leading to violence.
• Pearson, Andersson, and Porath, 2000

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Bullying Effects

• Health issues for targets
• anxiety, disrupted sleep, headaches, racing heart
  rate, etc.
• depression, substance use, obsessiveness
• turnover (targets and witnesses leave their
  employer)

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Perspective of Incivility andDiversity

• Norms for behavior can vary depending on the
  organization
• Gender, ethnicity, age, etc. can impact
  perceptions of incivility
• Conflict isnt automatically uncivil although
  some cultures think it is

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INCIVILITY IN ACADEMIA

• Unique Factors
• Culture of Critique
• Student Development
• Tenure and Rewards for Faculty
• Department Chair (Head) Role

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INCIVILITY IN ACADEMIA

• Unique Factors
• Funding
• Free Speech/Academic Freedom
• Free Speech/Right of Dissent
• Conflict Avoidant Culture

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INCIVILITY IN ACADEMIA

• Not So Unique Factors
• Physical Separation
• External and Internal Customer Service Challenges
• Evaluative Relationships
• Peer/Colleague Relationships

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Societal Factors

• Personality Disorders
• Jerry Springer ShowEntertainment
• Future Shock
• Micro-inequities and Racial Micro-aggression
• Technology
• Attitude I shouldnt have to . . .
• Incivility is Legal

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WHAT CAN INDIVIDUALS DO?

• Manage Your Emotions Using . . .
• Physical Techniques
• Visualization
• Improved Self-Talk

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WHAT CAN INDIVIDUALS DO?(continued)

• Begin at lowest level possible
• Attempt to work out with the person closest to
  the conflict. This person has the most power to
  give you what you want

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WHAT CAN INDIVIDUALS DO? (continued)

• In Customer Service Roles
• Improve knowledge and skills
• Talk with your supervisor
• Review success strategies with colleagues
• Observe experts
• Debrief disasters

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Strategies in Interpersonal Workplace Conflicts
(continued)

• Talk with the other person
• Write her/him a letter
• Third-party assistance (mediation, coaching, or
  shuttle diplomacy)
• Inform the persons supervisor and ask for help
• Grievance

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COMMUNICATION SKILLS

• Set the stage and ask to talk
• I language
• Anticipation
• Limit-Setting
• Open-ended questions
• Non-adversarial framing
• Issue Consequences

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WHAT ORGANIZATIONS CAN DO?

• Start with Orientation
• Recognize and reward civility
• Climate Survey
• Appreciative Inquiry
• Anticipate and prepare (ASU and MSU)
• Skills training for leaders (e.g., Chairs)
• Statements from the President

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WHAT ORGANIZATIONS CAN DO (continued)

• Deal with incivility
• Exit interviews and 360 Degree Evaluations
• HR Monitoring
• Include incivility in conflict management
  training

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WHAT ORGANIZATIONS CAN DO (continued)

• Encourage groups (e.g., departments) to develop
  norms and plan responses
• Provide multiple options (e.g., Restorative
  Justice)

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Suggested Readings

• The Argument Culture by Deborah Tannen
• Crucial Conversations or Crucial Confrontations
  by Patterson, Grenny, McMillan, and Switzler
• Assessing and attacking workplace incivility.
  Pearson, Andersson and Porath, Organizational
  Dynamics, Volume 29, Issue 2, November 2000, p.
  123-127
• Getting to Yes by Fisher and Ury

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Suggested Readings (continued)

• Calming Upset Customers by R.L. Morgan
• Toxic Coworkers How to Deal With Dysfunctional
  People on the Job by Alan Cavaiola and Neil
  Lavender
• Appreciative Inquiry Handbook by Cooperrider,
  Whitney, and Starvos