Workplace Civility

We can’t PREVENT misbehavior or incivility in the workplace; it is a given. On occasion, it WILL happen between colleagues or between managers and team members, especially when we disagree. When our ideas are threatened, we can become defensive and offensive, resulting in angry or uncivil behavior. We can, however, tackle this behavior rather than trying to put up with it or ignore it.

I could write reams of quotes on the adverse effects that incivility has on teams in organizations. Suffice it for me to say that it is significant and is still neglected in many organizations.

The solution we are proposing for our organization is called Civility123. Without going into too much detail here, I will give you a brief outline. It consists of 3 phases of accountability for our incivility or misbehavior.

  1. Object123
    That is, we OBJECT to misbehavior during a disagreement in 3 phases and in real-time, rather than complaining about the person later, thus nipping any potential for long-term disputes in the bud.
    1. Caution – A verbal warning that requires a simple acknowledgment, or escalate to…
    2. Object – A written email objection that requires a simple apology or escalate to…
    3. Stop – A post on our dispute peer review platform and requires an acceptable apology from either or both participants to resolve it.

  2. Disputz
    Once the offended person has posted their dispute on the Disputz.com site, it would consist of all their correspondence. Anyone in the organization can then offer feedback on their dispute. At this point, whoever is deemed to have misbehaved would need to provide an acceptable apology consisting of:
    1. What was said
    2. Why it was said and
    3. What he or she would do next time

  3. Civility Live
    The third and final phase of their dispute would be to zoom the dispute on our Civility.live video platform. Each person could nominate up to 4 team members in the organization to adjudicate their dispute. Failure to resolve the dispute at this stage without an acceptable apology from either or both would mean a vote is taken by the team members and they would recommend someone for dismissal.

Of course, all participants in an organization would need to agree to use the Civility123 toolkit beforehand, and it would apply to every member of the organization, from the Janitor to the CEO.

Looking for Objectivity? Object!

Explainer: what is peer review?
Independent Peer Review Process Takes Us Closer To Objectivity

The scientific process of an independent peer review has been responsible for getting us to the scientific progress level that we all can benefit from today. What is missing is a similar process applied to our social discourse to achieve such levels of objectivity.

Could it be that by simply objecting to any misbehavior during a disagreement or discussion that we can find objectivity or get closer to it? Well, I think so, and I think that I can prove it.

I believe that by objecting to any misbehavior in real-time during a disagreement, we begin to activate a transparent process for dealing with more subjective viewpoints that, cause misbehavior.

Being subjective seems to leave us believing that we are oh-so-right which can and has resulted in some terrible deeds in the past and also just general misbehavior and incivility during disagreements. Such incivility as the use of absolute and dogmatic language and thinking where you are wrong and I am right. Along with tone, shouting, swearing, sarcasm, steamrolling, ignoring, sulking, nagging, blaming, threatening, etc., etc, we have all been there!

It seems to me that when we are angry we are at our most subjective. By beginning the objecting process during a disagreement in real-time, it allows for an open discussion on our behavior itself rather than just on the content of the discussion. Effectively it enables us to split the conversation into two parts:

A: The scope or content for whatever disagreement we may have  

B: The behavior in how we deliver this content.

Also having the option of a final democratic process whereby we use a panel of our peers to openly and independently scrutinize and adjudicate any objections raised, ensures we are always putting out high-quality behavior and information, taking us that much closer to objectivity.

Object123 is my proposal to begin the objectivity process to reduce our subjectivity and the misbehavior it can cause.

Victim Blaming

When it comes to the abuse of a victim, the politically correct squad has set up what seems to me to be a barrier or no-touch zone for looking at the victim’s role in the abuse. I know this is very controversial, but I am willing to broach this subject here, at the risk of becoming a victim myself…ha!

So, we have the abuser and the abused and a framework that allows this behavior to exist. Let’s identify all three components here.

The Abuser

The abuser is offensive in their behavior, which usually has a measure of anger attached to it and results in the following misbehaviors:

The behavior of the abuser usually stems from anger and results in the above misbehaviors.

The Abused

The abused person is usually submissive in their behavior, stemming from many well worn sayings that seem to be designed to keep the abused from speaking up to stop abusive behavior.

Submissive behavior encouraged by these cliches.

The framework

Putting it all together with implicit intimidation and implicit submission, and we have what seems to be an ideal co-dependent framework that sustains the misbehavior of the abuser and the submissiveness of the abused. That does not mean we are only one or the other. We can go from one to the other on different occasions during the day. For example, I might come from a framework that allows my boss to abuse me and then go home to a similar framework that allows me to abuse my wife or kids.

The goal here is to change these behaviors by adapting a new framework designed for us to object to misbehavior as it occurs. Object123 is our proposed FRAMEWORK we use to object to misbehavior that leads to abusive and submissive behavior.

Tackling Misbehavior in Real-time

Sports Academy: Teaching the lost art of the tackle
We Tackle Misbehavior in Real-time

If a soccer player gave away a free-kick during a tackle, you wouldn’t wait until the end of the game to blow the whistle. You wouldn’t wait until the end of the first half to blow the whistle. Of course, you would blow the whistle instantly in real-time to penalize the offending player.

Why is it that we delay dealing with misbehavior in the workplace? Because we are so unsure of the right way to approach it, I believe. I bet you could ask any two people in any organization how they should tackle misbehavior from a colleague, and they would not have the same two answers. Try it in your organization. My bet is that they would more likely reply “it depends”.

This lack of consistent procedure in organizations creates uncertainty in teams and results in us walking around on eggshells, afraid of offending each other and afraid of being accused of misbehavior.

Object123 is our solution to this uncertainty, by agreeing to tackle misbehavior in real-time and holding anyone that fouls to account.

Why Have Rules of Engagement?

Burgas Municipality News : Prestigious free wrestling tournament "Olympic  glory" will be held tomorow in hall "Mladost"

I suggest that it works like this:

  1. Negotiations
    Being in a relationship or partnership of any sort means we will have to negotiate, propose, and agree to a countless number of issues; that crop up from day to day for the life of the relationship.
  2. Free and Fair
    If we want a free and fair negotiation, we will also have to agree to some rules of engagement. E.g., no spitting, biting, or scratching 🙂
  3. Breaking the Rules
    A violation of these rules is considered an offense, resulting in a caution, penalty, or disqualification by a referee/or each other. Ultimately we are accountable. We are responsible if we break or bend these rules.
  4. Rules Revised When Needed
    We can revise the rules when needed if we both agree to the changes. The better the rules, the better our negotiations, which leads to even better rules.
  5. In Contempt of Our Agreed Rules
    Failure to continue endorsing our agreed rules of engagement would result in contempt and would be grounds to end any agreements formed in the relationship or partnership.
    Basically, it would be time to say goodbye.

Let the negotiations and agreements for the first rules of engagement begin! I just happen to have a few that I have prepared earlier, I call them Object123 .

Accountability Will Outshine Any Ego

How do we deal with John’s misbehavior and ego?

Imagine we are in a company design meeting. You are new to the company but speak up with your suggested solution for a long standing problem on the company’s website? John, a leading Tech Designer stands up shouts out;
“Yecch! That won’t work!”
What happens next could well decide the fate of you, your idea and possibly the fate of the company, depending how big the problem is.

This scenario, I believe would happen countless number of times, in millionions of organisations, all around the world with no real standard way to deal with such disagreements. So, if this was you being browbeaten by John how do you go about dealing with this now apparent disagreement?

If we were an organisation using Object123 we would have a simple process for you to apply. You could instantly Caution John on his tone and volume and use of absolute language.
“I would like to Caution you John on your use of tone, volume and absolute language!”
At this point John could simply retract his statement and acknowledge his misbehavior reiterating in a more acceptable way;
“Okay. Can I more accurately say that, in my view, your idea will not work because of …..”
And so the disagreement can start on an even footing and if you can counter his argument, (now, without having to deal with his emotional browbeating) then we can have a meaningful and fair discussion.

However if John did not receive your Caution well and made another gafuffel sound;
“Hugh!”
And refused to give an adequate explanation for his outburst, then you could escalate your Caution to an Objection;
“I object!”
And then you can expect a simple apology from John for his obvious use of tone, volume and absolute language. But, if still no contriteness from John other than continuing to disagree vehemently with your suggested idea, then…..

You could now escalate it one more time to a Stop in real-time, during the meeting and now, unless John gave a definitive explanation for his behavior or an acceptable apology to you the meeting would now be called to a pause or conclusion in order for you and John to deal with the alleged misbehavior. Where by you would both front up to a team of peers to adjudicate your behavioral dispute and their decision would be final.

Now you might think this John guy has some serious behavior and ego issues or you may even side with him, who knows? But either way this process will sort out the sheep from the goats. But somehow I doubt any such scenario will get to a Stop because the ramifications of such high standards of accountability will outshine any ego, in my view.

Welcome to Object123 – it’s how we behave!

Stop-the-Line Conversation

Stop-the-Line Conversation, using Object123

“Stop-the-Line manufacturing is a technique introduced by Taiichi Ohno (of Toyota Production System fame) in which every employee on the assembly line has a responsibility to push a big red button that stops everything whenever they notice a defect on the assembly line.”

Initially, people did not understand the idea as the dogma at the time was to keep the line moving at all costs. Taiichi’s idea was by stopping the line and fixing inefficiencies you were proactively building a better process.

Some managers took up his idea and some did not. The managers that took up the idea their productivity dropped by a shocking amount. They were spending so much time actually fixing defects on the line rather than just using Stop-gaps to keep the line moving. The managers that did not take up his idea thought they were vindicated for taking their stance.

Before long though, something strange started to happen. The managers that took up Taiichi’s ideas and fixed the defects on the line as they went, started producing their goods faster, cheaper, and more reliably than stubborn conservative Stop-gap managers. To the point where they caught up and out performed them. This went on to make Toyota one of the leading car manufacturers in the world.

Now, imagine if we did that for all our conversations? Where we all could push an imaginary BIG RED button during our conversations when ever we felt offended by someone’s behavior. Where we could adjust and fix each other’s offensive behavior, in real-time rather than using the Stop-gap method we all use during conversation today, that results in inefficiencies and defects in communication?

I am suggesting that Object123.com is that BIG RED BUTTON for Stop-the-Line Conversation.
Where we could stamp out Stop-gap misbehavior such as the following by Cautioning, Objecting & ultimately Stopping, in real-time when needed:

We Object to the OFFENDER’S use of STOP-GAPS
We Object to the OFFENDED’S use of STOP-GAPS





Integrity is Not Blind

I prefer all leaders and followers, for that matter, to qualify their thoughts as opinions rather than dress them up as facts. For example, I used “I prefer” but I could have said what “I think” or “in my opinion”, etc etc.

This would open us all up to be more easily challenged, I believe, as unfortunately there are far too many charlatans out their trying to seduce people to endorse their dogma, ie the blind leading the blind.

I don’t think anyone should take the risk of being either. That is, the blind leader or blind follower, and that, to me is integrity.

The Radical Principle of Object123

I will try explain the simple but radical principle of Object123.

Instead of drawing up hundreds of dot points on what to do, what not to do and basically how to behave in your organisation, you simply start with Object123 and that is it. Basically it becomes your very own AI for describing how to behave one objection at a time.

For example, when someone is simply offended by a team member’s behavior they can challenge the offence and if the offender cannot adequately justify their behavior in the offended person’s eyes, then the offended person can escalate the objection to the next level and if necessary, eventually have the perceived offence tried in the court of public opinion using their peers.

In effect, we have an ongoing process of drawing up the principles of the organisation that the team defines. This is wonderfully simple and as each new offence is documented and ratified we build up a landscape of how we should behave towards each other.

At the same time, poor behavior can be nipped at the bud before it becomes a disruptive, ongoing dispute between team members where other members get drawn in through gossip rumor and innuendo.

Well this is the principle but ultimately it needs to be fully tested.

We Object to Misbehavior in Real-time

The Civility123 toolkit to tackle aggressive and submissive misbehavior

Prevent Vs Object IN REAL-TIME
We can’t PREVENT misbehavior; it is a given. It WILL happen, on occasion between people, especially when we disagree. When our ideas are threatened, we can become defensive and offensive, resulting in angry, and uncivil behavior. We can, however, OBJECT to this misbehavior in real-time, as it occurs rather than complaining about the person later. For this reason, we have designed Object123. A simple toolkit to tackle misbehavior, in real-time, thus nipping any potential for long-term disputes in the bud.

Disagreeing VS how we disagree
Firstly, we understand the difference between disagreeing versus HOW we disagree during a disagreement.

  • We DISAGREE with the idea or content as per usual
  • But we OBJECT, in real-time to HOW someone disagrees (misbehaves).

In effect, we are having two conversations simultaneously. If you take offense to how the other is behaving during the conversation or in a meeting, you can switch (alt-tab) to Object123, and use 1.CAUTION to slow, 2.OBJECT to prepare, or ultimately 3.STOP to get the dispute reviewed by your peers in the organization.

What object123 looks like

To CAUTION! the offender you simply say “I would like to caution you” and on what grounds. You should receive an acceptable acknowledgment of the offender’s misbehavior or a satisfactory explanation that justifies their behavior. If you are not satisfied, you can escalate to an objection by informing the offender that they will receive a written objection by email shortly.

To OBJECT! to the offender’s misbehavior you would go to the Object Page after verbally cautioning the offender and expect to receive a written reply of either an acceptable simple apology or a satisfactory explanation for their misbehavior. If you are still not satisfied, the you can escalate to a stop where you can post your dispute on the Disputz Review Network.

To STOP! the offender you simply send your last reply to the offender informing them of your dissatisfaction and that you are posting the dispute on the Disputz Review Network site, where both your versions of the dispute will be on display to be reviewed by your work colleagues within the organization. From the feedback you both receive either one of you will owe the other a 3 step acceptable apology of: 

1. What was said/done, 

2. Why it was said and 

3. What the offender will do next time.

The Disputz Review Social Network Platform (Coming soon)

CIVILITY LIVE CONFERENCING & ADJUDICATION

Final live conferencing with peers to adjudicate

FINAL LIVE VIDEO CONFERENCE
Both the accuser and the accused would have a video conferencing meeting with up to 8 peers within the organisation to participate and adjudicate.
Failure to resolve the dispute at this stage would require the one deemed the offender, by your peers to resign. This is done by tallying up the votes using the democratic process to ultimately resolve the dispute.

Of course, all participants would need to agree to use the Civility123 toolkit beforehand, and it would apply to every member of the organization, from the Janitor to the CEO.

Civility123 – a workplace behavior toolkit