Civility In The Workplace Course in Singapore

Civility in the Workplace is a skill necessary for maintaining fairness and respect in treating other co-workers. Business professionals maintain job satisfaction and motivation through the absence of rude behaviour in the workplace, yet often managers forget the importance of preventing unruly behaviour from affecting the overall motivation of employees.

Understanding Civility in the Workplace is needed for retaining motivated and hard-working employees.  The absence of respect causes a decline in performance for employees; hence, civility must always be maintained in the workplace.

In this Civility in the Workplace course, participants will learn the importance of maintaining civility in the workplace. This course shall discuss the negative impact of rude behaviour in the performance of employees as well as the benefit of avoiding discriminating acts in the workplace.

This Civility In The Workplace workshop is ideal for anyone who would like to gain a strong grasp and improve their Civility In The Workplace.

The ideal group size for this Civility In The Workplace course is:

The duration of this Civility In The Workplace workshop is 1 full day. Knowles Training Institute will also be able to contextualised this workshop according to different durations; 2 full days, half day, 90 minutes and 60 minutes.

Below is the list of course benefits of our Civility In The Workplace course

Below is the list of course objectives of our Civility In The Workplace course

Below is the list of course content of our Civility In The Workplace training course

• What is Uncivil Behaviour?
  • Civility embodies the social norms and rules that must be followed to positively and productively associate with others. When people hear the word “civility,” terms that come to mind include respect, courtesy, tolerance, consideration, and a rational approach to conflicts. Practices that threaten positive and productive relations with other people, therefore, constitute uncivil behaviours.
• Three Reasons Why You Should be Civil
  • The case against the stronger forms of uncivil behaviours, such as bullying and racial discrimination, is easy to build. After all, brutality in the workplace can get an employee fired, if not arrested and sent to prison.
• Dealing with Difficult Personalities
  • A significant source of stress at work is the necessity to adjust to different personalities. Each person is unique, and even when you’re dealing with a responsible and emotionally mature co-worker, conflict is inevitable simply because the other person will never be 100% similar to you. But the stress of interacting with co-workers gets multiplied a hundredfold when the other person doesn’t just have a different character, but also a challenging one.
• Cost and Rewards
  • While incivility can be regarded as innocuous behaviours, they can significantly impact the company’s bottom line. Incivility has a direct consequence on company productivity, sales, and customer retention, among others. Civility, on the other hand, can improve all these areas considered as relevant in the running of a successful organisation.
• Greetings
  • The seeds of civility can be planted in an organisation by encouraging every employee to give their co-workers greetings befitting the professional nature of the work environment.
• Respect
  • It may be stated that the foundation of civility is respect. Respect refers to positive esteem for another person, one that demands both respectful and considerate behaviour. Respect is commonly perceived as something persons of higher rank demand from their subordinates.
• Involvement
  • Involvement refers to active participation in the activities of an organization and its community of people. For instance, employees who practice engagement make it a point to get to know what programs their HR Department is doing for them and participate actively in these programs. There is a feeling of personal investment in how the company is performing; high sales are a source of personal pride because you know you have helped make the company’s success happen.
• Being Politically Correct
  • Political Correctness, commonly abbreviated as PC, is a way of addressing, and at times behaving towards, other people that take special care in not creating offence against others, especially toward potential victims of discrimination. Political correctness is based on the idea that language captures attitudes, and potentially insulting language, even if delivered unintentionally by a speaker, can communicate and perpetuate prevailing negative attitudes against people commonly discriminated against.
• Incivility and the Costs
  • As mentioned previously, uncivil behaviour seems harmless, with its cost limited to probably a petty argument now and then, or the disgruntlement of a boss, peer, or subordinate. But experience and research reveal that the influence of incivility in an organisation is more severe than what meets the eye.
• Civility and Rewards
  • Incivility in the workplace can cost companies a lot of money. On the flip side, though, civility can also save organizations on costs. In fact, civility can help companies earn more significant revenue and survive in the cutthroat world of competitive business.
• Fous Causes of Incivility
  • There are many possible causes of incivility. P.M. Forni, the co-founder of Johns Hopkins University Civility Project, describes four causes of incivility. Incivility, in any context, can be easily avoided, or at least controlled, if individuals will actively practice self-restraint.
• How to Overcome It
  • Mastering civility in the workplace can be a significant hurdle, especially in companies where blatant tolerance for explicit and implicit acts of defiance is already the norm. But this doesn’t indicate it’s impossible to produce a civil workplace.
• Collaborating
  • As the term suggests, the purpose of the collaborating style of conflict management is to work together in coming up with an integrative resolution equally satisfying to the parties in conflict. It is closely related to the concept of finding a win-win solution to a problem; that is, no one party gets away as the winner, but instead, all parties walk away with a concession favourable to their interest.
• Competing
  • If collaborating involves the merging of two different points of view, competing is the opposite. Instead of working together, competing promotes seeing the other party as an opponent that must be challenged, if not defeated. The objective is certainly to win, and for the other party to lose.
• Compromising
  • Compromising, also referred to as bargaining is the middle ground between collaborating and competing. When you compromise, just like when you engage in collaboration, you’re willing to see the other person’s point of view. But unlike in collaborating, you don’t aim to go so far as find that ultimate solution equally favourable to both sides.
• Accommodating
  • The Accommodating Style of conflict management involves sacrificing most, if not all, of your interests to satisfy or gain the favour of the other party. Essentially, accommodating is deliberately taking a loss on the bargaining table.
• Avoiding
  • As the term implies, the avoiding style of conflict management involves actively unearthing ways to steer clear of a problem situation or merely not acting on the issue in contention. At first glance, avoidance seems like an immature and ineffective approach to handling disagreements in the workplace — and there are many cases when this is true! For instance, if you choose to pretend that bribery doesn’t exist in the workplace means that a severe problem within the organisation gets ignored.
• Examining the Root Cause
  • One of the laws of physics is that an object doesn’t move unless there is a force acting upon it. In the same vein, incivility in the workplace is rarely ever an isolated event. There are circumstances that directly and indirectly cause the act of incivility, and if the incident is a recurring event, there are factors that maintain it.
• Creating a Cause-and-Effect Diagram
  • A Cause-and-Effect diagram is a useful tool that you can use when trying to understand the potential causes of incivility in the workplace is. Also named the Ishikawa Diagram (after its inventor Kaoru Ishikawa) as well as the Fishbone Diagram because it resembles the bone of a fish, the Cause-and-Effect diagram is a graphic tool that aids users to identify, present and analyse the potential causes of a particular outcome.
• Forgiveness
  • Very rarely is forgiveness included in soft skills training for the workplace. Many dismiss it as a spiritual concept that has no place in the corporate environment. But the reality is, regardless of your religious beliefs or faith orientation, the capacity to both ask forgiveness and receive forgiveness can go a long way in creating a positive relationship among co-workers.
• Benefits of Resolution
  • Identifying the root cause of actions of incivility in the workplace, and resolving it competently, has the following benefits: It points to what needs adjusting. Analysing cause-and-effect is basically looking for feedback: you want to know what works in a company, and whatever needs to be eliminated or improved upon to make the workplace more conducive to productive and content employees. 
• Para-verbal Communication
  • Para-verbal communication applies to the messages that we send using our vocal intonation, pitch, volume, emphasis and pacing of words. Para-Verbal communication refers to how we say something, not the exact words we use. If you’ve ever heard someone tell you “well, you sounded sad”, or “the way you said that word, it’s as if you’re implying something”, then that person is likely referring to your para-verbal communication.
• Non-verbal Communication
  • Non-verbal communication refers to the messages that we send through our body language, e.g. our facial expression, gestures, and posture. Examples of non-verbal communication include eye contact, smiles, the way shoulders are hunched when standing up or sitting down, gestures of affection such as a touch on the back, mannerisms while speaking, e.g. continually looking at one’s watch, and the use of personal space through body language, e.g. taking in most of the room in a relatively spacious couch.
• Listening Skills
  • Active listening refers to the deliberate effort to attend to what a person is communicating, both verbally and non-verbally. Most of the time, all an enraged person requires is an opportunity to tell someone how they feel, and have their feelings acknowledged. Perceiving that you are genuinely listening to their grievance can help lessen the intensity of their angry reaction.
• Appreciative Inquiry
  • Appreciative Inquiry is a research technique generally used in organisational development and community building. Its principal distinction from other methods of inquiry is its premium on surfacing and affirming positive dynamics among groups of people, as opposed to looking for problems and dysfunction. Indeed, for practitioners of Appreciative Inquiry, every organisation has done something right — something worth doing all over again.
• Three Sides to Incivility
  • Whenever you’re in disagreement or conflict with another person, it always helps to remember that there are perpetually three sides to an issue: your side, the other person’s side and the truth. First off, it’s essential to recognize that you have a unique point of view of a situation, and the other person also has his or her own unique take.
• Mediation
  • Mediation is a way of conflict resolution wherein an objective third party, called the mediator, is invited to assist parties in conflict come to an accord. In some cases, the mediator is merely there to facilitate the process, e.g. get both sides to meet together and have a constructive dialogue regarding the area in contention. But in other cases, mediators are called for their expert opinion.
• Arbitration
  • Arbitration, like mediation, is a method of alternative dispute resolution. Like mediation, arbitration requires the presence of a third party to help them settle the conflict; this third party is called the arbiter. However, unlike mediators, who sometimes merely facilitate dialogue, arbitrators are required to make a judgment on the case, and their decision is final and binding.
• Creative Problem-Solving
  • There are occasions when the best way to manage conflict or disagreement in the workplace is by coming up with an original and out-of-the-box solution. Sticking to systems one is used to, and refusing to try out something new, is often the reason why a real and lasting change in a company doesn’t happen. This is why, as much as possible, organisations must utilise the Creative Problem Solving Process or CPS.
• Completing a Needs Analysis
  • If you want to design a program on civility that is customised to the unique needs of your workplace, the first thing that you need to do is to administer a Needs Analysis. What is a Needs Analysis? Needs Analysis is the process of gathering, interpreting and evaluating data related to the requirements of the company in terms of accomplishing a particular goal. 
• Focus Group
  • A Focus Group, also called focus group discussion (FGD), is a research method that aims to gather qualitative data through non-threatening semi-structured discussion of a specific topic or question. A focus group discussion is managed by a skilled facilitator who both attends to content and process.
• Observations
  • When it comes to data that may negatively reflect on one’s self or on other people, face-to-face interviews and written surveys may yield inaccurate results. If anything, these survey methods measure respondents’ attitudes — attitudes that don’t necessarily translate to actual behaviour! Second, there is also the factor of consciously or unconsciously wanting to appear socially acceptable.
• Anonymous Surveys
  • Anonymous Surveys, as the term suggests, are written surveys or face-to-face interviews where the researcher and perhaps the reader of the final report is kept blind as to who gave the particular responses. A study can be made anonymous by simply omitting space for the name of the respondent in the survey form. Anonymous surveys can also be conducted by asking a third-party consultant to conduct interviews.
• Designating the Core Group
  • When formulating a policy on civility, a recommended first step is organising a core group. A core group is a team of people who will take charge of conceptualising, writing, refining, and sometimes implementing the company’s policy on civility. Ideally, core group members represent the characteristics of the population; it’s recommended to persons from the different rungs of the company ladder, of all ages and gender, in the core group.
• Defining What is Unacceptable Behaviour
  • A civility policy must contain what it considers to be unacceptable behaviour in the workplace. While a generic, motherhood statement on the value of civility can be satisfactory, having incivility defined will make the policy more accessible for management to implement and for employees to follow. Declaring outright that the company has a zero-tolerance policy on incivility will emphasise that civility is being taken seriously, and company members are required to toe the line.
• Defining the Consequence
  • To give teeth to your civility policy, it’s essential to provide consequences for uncivil behaviour. After all, with repercussions, there is an incentive to obey the system. More importantly, implications communicate that you mean business, that incivility is something that the company will not tolerate under any circumstances.
• Writing the Policy
  • When writing a civility policy, begin by stating how important civility is to the organization. A civility policy can start with a statement of value, e.g. “Civility is valued here at Company ABC.” The value statement can be considered as part of the company’s mission and vision and can serve as an easy-to-recall battle cry when promoting the advocacy within the organisation.
• The First Steps
  • Every company policy, the policy on civility included, are only as good as the efforts toward its consistent implementation. After all, you can come up with a civility policy that looks good on paper, but if your core group is not even motivated to spread the word around, then all your hard work remains words on a manual. You need to strategically propose how you can go about making sure that civility policies translate to a culture of civil behaviour.
• Training
  • As mentioned in a previous module, continuous education and training are critical if you want to see concrete changes within a system like a company. There are various reasons why training is necessary. For one, awareness and attitude change needs to be supported by the ability.
• Addressing Complaints
  • So far, what we have discussed are suggestions on implementing a civility policy that is prevented in nature. But what must be done when an actual incident of incivility has already taken place, and particular organisation members have a complaint?
• Enforcing Violators
  • The way violators of company policy are dealt with differs from company to company. Instead of punishing a violator, you provide coaching and modelling of acceptable behaviour. Supervision is the best resort when the violation is mostly due to disregard of policies or lack of skills training.

Each participant will receive the following materials for the Civility In The Workplace course

Each course participant will receive a certification of training completion

There are 3 pricing options available for this Civility In The Workplace training course. Course participants not in Singapore may choose to sign up for our online Civility In The Workplace training course.

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