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The Respectful Workplace

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					The Respectful Workplace


         Presented to:
         Saulnierville Base

         Last revision: Sept. 2005
Purpose

 Our discussion today will focus
 on recognizing, understanding
 and identifying methods of
 dealing with behavior that is
 discriminatory
 or harassing.
What is a workplace?
   Anywhere you          Any place you
    conduct business       socialize on behalf
                           of your
                           Department

                          Any place you are
                           present as a result
                           of your
                           employment
How does it Happen?

                                    Incivility
                      Violence
                                    Harassment
               Harassment           Hostile Workplace
         Hostile                    Violence in the
 Incivility                          workplace
Workplace Incivility

   Most employees can spot workplace
    incivility when they see it but are
    mostly unaware of their own uncivil
    behavior.
Examples of Incivility in
the Workplace
 Loud talking, yelling, laughing in
  open areas where others are
  working.
 Taking others food from the fridge.
 Slamming phones, filing cabinets
 Rude remarks
 Interrupting others, not listening
Examples of Incivility in
the Workplace
 Forgetting to share credit on a
  project
 Not sharing information others need
  to do their job.
 Not acknowledging someone who
  has spoken to you
 Disrupting meetings (coming in late,
  other conversations, cell phones
  etc.)
       What is Workplace
          Incivility?
   It is rude or disrespectful behavior
    that demonstrates a lack of regard
    for others.

   Sometimes it is intentional but other
    times it is just thoughtlessness or
    insenstivity towards others
Effects on the Workplace
   Lowers morale
   Reduces team effectiveness
   Tardiness, absenteeism
   Decreased productivity
   Grievances
   Retaliatory behaviors


* Causes the same effects as harassment in a workplace.
Harassment is Prohibited
 It is the philosophy of the Province
 of Nova Scotia that harassment will
 not be tolerated. Individuals who
 engage in such behavior shall be
 subject to disciplinary actions up to
 and including
 termination.
What is Harassment?
 Harassment  is about power. It is
 cruel and destructive behavior
 that harms a person’s dignity
 and well being. It can create a
                hostile and unsafe
                workplace.
What is Harassment?
   By law, it is defined as behavior that
    the offender knows or ought
    reasonably know is offensive.

   Harassment is not always intentional
    but is does not have to be
    intentional to be unlawful.
What Harassment is not?

   We must be careful to avoid confusing
    labour relations issues with harassment.

   It is not considered harassment when a
    supervisor gives an employee a hard time
    if it is not on prohibited grounds. It is a
    labour/management issue that needs to
    be addressed using other methods.
Human Rights Code

   It has a formal legal definition that
    behavior must covered under
    prohibited grounds outlined in the
    Human Rights Code which include
    Race, Gender, Sexual Orientation,
    National or Ethnic origins, age,
    disability, political affiliation or
    religion.
Sexual Harassment
This can be defined as:
 unwanted sexual attention of a persistent
  or abusive nature
 Implied or expressed threat or reprisal
  for refusal to comply with a sexually
  oriented threat
 Sexually oriented remarks or behaviors
  which may reasonably be perceived to
  create a negative environment.
Racial or Ethnic
Harassment
This can be defined as:
 Words or actions which show disrespect
  or cause humiliation to another person
  because of race, colour, creed,
  ancestry, place of origin or ethnic
  origin.

   Racial harassment can be subtle or
    overt.
Harassment based on
Sexual Orientation
This can be defined as:
 any comment, gesture or action
  directed at an individual’s sexual
  preference or orientation.
 Harassment of Persons
 with Disabilities

This can be defined as:
 any action, whether verbal or
  physical, intended to limit
  accessibility or promote fear or
  hatred of persons with disabilities
  (including persons with HIV/AIDS)
Offensive Behavior

   This is defined by the Respectful
    Workplace Guidelines as a pattern of
    remarks or actions which creates a
    negative psychological and emotional
    environment in
    the workplace.
Harassing Behaviors

Harassing Behaviors include but are not limited to:
    Verbal Abuse               Purposeful ignoring of
    Unwelcome jokes or          individuals
     comments                   Inappropriate physical
                                 contact
    Displaying offensive
                                Practical jokes
     material
                                Refusal to work with
    Slurs, gestures,            someone on
     taunting or teasing         prohibited grounds.
    Threats, intimidation
     or physical force
Victimization/
Entitlement Syndrome

   When one person
    feels victimized by
    another, they
    then feel entitled
    to retaliate by any
    means they can.
Conflict in the Workplace


   Conflict can
    indicate a crisis
             or
   Conflict can be an
    opportunity
 What is Conflict?

Conflict is the struggle
between opposing
principles, values and
viewpoints.
The Nature of Conflict

 Conflict is natural
 It can be dramatically different
  depending on what you do with it.
 Conflict is not a contest.
 Conflict is hard to resolve if concern
  is about who is “right”.
Myths about Conflict
 Withdrawing from conflict is a sign
  of weakness
 Every fight must be won
 Men are aggressive, never passive
 Women are passive or submissive
Sources of Conflict


        Needs Conflicting    Needs
        Styles               Styles
     Perceptions          Perceptions
        Goals                Goals
      Pressures            Pressures
        Roles                Roles
       Values Conflicting   Values
Your are standing at a bus stop with a handful of
other people. A man suddenly runs rapidly past you,
almost knocking you down. He has long hair and a
beard and is dressed in a dark, muddy overcoat,
jeans and sneakers. He is carrying a leather
briefcase.


A young well dressed business women runs close
behind him. Despite her high heels, she runs as fast
and she can go, her eyes wind and determined.
Next a large, angry-looking dog runs rapidly past
you, not far behind the man and woman. White foam
is visible on either side of his mouth and he is
barking ferociously.

Not seconds later, a van carrying television
cameras and a movie director drives past. Al man
holding a small megaphone leans out of the van
and yells after the fleeting man, woman and dog:
“Cut! Great work, folks”
Perception is Everything
 What others see/feel/experience is
  real and true to them.
 Perception is built on our personal
  experiences in life – we interpret
  present events based on past
  events.
 Most people initially perceive the
  same event at least somewhat
  differently
Conflict will get worse when...

    Other people become involved and act
     as cheerleaders.
    The dispute becomes personal
    Past hurts are brought into present
    Emotions escalate
    Little interest in relationship
    Important needs or interests are not
     identified
Conflicts get better when ….
 Focus is on the problem not the
  people
 Emotions are acknowledged
 Focus is on the current issue
 Keeping the relationship is important
 Needs and concerns are openly
  discussed
Why is it sometimes hard
to speak out?
          Embarrassment
          Labeled a
           troublemaker
          Not taken seriously
          “too sensitive”
          Not a team player
          Rumour mill
What to do if you feel
offended:
 Talk to the person explaining how
  you feel and what is making you
  feel uncomfortable.
 Write a letter - if you cannot talk
  in person, write them a letter.
 Keep records - Record the
  incidents, the dates & times and
  how they were handled.
DESC

D - Describe the behavior

E - Express your feelings

S - Specify what new behavior you expect

C - Consequences of no change in
behavior.
What to do if you are told
you have offended someone:
   Try to listen without interrupting
   Don’t try to excuse it, apologize
   Acknowledge the person’s feelings even
    it you do not understand them
   Do not continue the behavior
   If you still are confused, seek out
    someone you trust who can give you
    advise
LAST

L - Listen First

A - Apologize

S - Say what you will do

T - Thank the person for the feedback
General Strategies to
Resolve Conflict
 Assume you d’not know all the facts
 Ask questions to understand the
  other person’s perspective
 Be prepared to compromise
 Focus on the issue not the emotions
 Focus on solutions
 Be part of the solution
What is the value of
respect?
   Effective boundaries can be set
       You can work better with those you do
        (and don’t) respect
 You do your best work
 Everyone can achieve best results
 Your focus is where it should be
 You genuinely feel better about
  things
How do you know
respect exists?
   Boundaries              Resolving conflict
   Understanding           Fixing problems
   Valuing difference      Positive
   Fairness                 interactions
   Openness                Expressing
   Willingness              concerns
   Appreciation            Being heard
   Limits
Promoting a Respectful
Workplace
 Be aware of how your behavior
  affects others
 Learn to deal with everyday stresses
 Communication effectively
 Be assertive not aggressive
 Don’t be quick to take offense
 Appreciate other’s quirks
When Conflict Becomes
Harassment
   There is no simple definition and
    each situation must be assessed on
    it’s own

   Some conflicts are serious and must
    be addressed to improving working
    conditions but they may not meet
    the definition of harassment.
Complaint Resolution
Procedures
  When dealing direct with the conflict
  fails there are other methods of
  resolution:
 Informal Resolution Process
 Mediation
 Grievance Procedures
 Formal Complaint Procedures
Complaint’s Rights &
Responsibilities
 Rights                    Responsibilities
  To file a complaint
                            To advise the
  To have Union             person first unless
   Representation
                             it is unreasonable
  No copies in their
                             to do so.
   personnel file
  Receive a response to
                            Seek assistance
   their complain           Cooperate with the
  Fair treatment            investigation
Respondent’s Right &
Responsibilities
Rights                    Responsibilities
 To be informed of the
                           Cooperate with the
  complaint
                            investigation
 Opportunity to
  respond                  Seek assistance

 To have Union
  Representation
 Receive information
 Fair treatment
Confidentiality
   All participants in a complaint resolution
    including the compliant, the
    respondent, witnesses and union
    representative shall respect
    confidentiality.

   Breach of Confidentiality may constitute
    an act of retaliation and shall be treated
    as such.
Who Can you turn to:
 Your Supervisor
 Human Resources
 OHS Committee
 EAP
 Shop Steward for your Union
 Human Rights Commission
 Law Enforcement
Informal Resolution
   Informal Resolutions are optional and do
    not take away the right for a formal
    complaint.
   The purpose is to stop the behavior and is
    not subject to disciplinary action unless
    involves unusual circumstances.
   Support is available from your Supervisor,
    your Human Resources Consultant or your
    Union Representative.
Mediation

   Either party can request mediation
   The mediator will be appointed by the
    Director of Human Resources and must
    be acceptable to both parties.
   Both parties are entitled to Union
    representation.
   If mediation fails, either party may
    decide to pursue a formal complaint
    procedure.
 Grievance
If a grievance is filed on the same issue as a
formal complaint, there are two options:
 Deal with the complaint while holding the
   grievance in abeyance. (Requires
   agreement of all parties)
 Deal only with the grievance.
 In circumstances where the time lines for
   grievance have lapsed, a formal complaint
   may be initiated not later than six months
   after the most recent conduct.
Formal Complaint
   Can be requested at any time during
    the pursuit of other methods by written
    request to the Director of Human
    Resources.

   If sufficient ground exist the compliant
    will be advised.

   The respondent will be advised and so
    will the union (at their discretion)
Formal Complaint cont’d
 The Director, Human Resources will
  appoint one to three people to
  investigate within 10 days. They will
  provide a detailed investigation
  report.
 The Deputy Minister will determine
  any remedies or remedial actions
  due to findings (including any
  disciplinary actions)
Important Points to be
aware of:
   Any case where a criminal act has
    occurred, the compliant should be
    forwarded to the proper police
    detachment.

   When a complaint has been forwarded to
    the RCMP, local Police or the Human
    Rights Commission, an individual has no
    obligation to forward such a complaint to
    the Department or the union.
What you Need to Know about
  Workplace Harassment
     Everyone deserves to work in an
      environment free from harassment
     We should all be aware of the impact of
      our behavior not just the intent.
     Employees should attempt to deal with
      conflict and ask the harasser to stop.
     If it does not work, there is help and
      procedures available to help.
    The Respectful
    Workplace
   Acknowledge all people with respect
   Listen to others as you expect them to
    listen to you
   Don’t try to impose your values or views on
    others
   Acknowledge feelings honestly
   Don’t get involved in an abusive situation,
    step away.
   Don’t tolerate “ism’s” (racism, sexism, etc.)
Lessons from Geese
Next fall when you see
geese heading south for
the winter…. Flying in V
formation you might
consider what science
has discovered as to
why they fly that way:
As each bird flaps its wings, it creates an uplift for the bird
immediately following. By flying in V formation the whole
flock adds at least 71% greater flying range than if each
bird flew on its own.
People who share a common direction and sense of
community can get where they are going more quickly and
easily because they are traveling on the thrust of one
another.
When a goose falls out of
formation, it suddenly feels
the drag and resistance of
trying to go it alone … and
quickly gets back into formation to take advantage of
the lifting power of the bird in front.
If we have as much sense as a goose, we will stay in
formation with those who are headed in the same
direction we are.
When the leading goose gets
tired it rotates back in the wing
formation and another goose
flies point.


It is sensible to take turns doing
demanding jobs … with people
or with geese flying south.
Geese honk from behind to encourage those up front to
keep up their speed.
What do we say when we honk from behind?
                           Finally… and this is important…
                           when a goose gets sick or is
                           wounded by gunshots, and falls
                           out of formation, two other geese
                           fall out with that goose and
                           follow it down to lend help and
                           protection.

They stay with the fallen goose until it is unable to fly or
until it dies, and only then do they launch out on their own
or with another formation to catch up with their group.
  If we have the sense of a goose
We will stand by each other like that

				
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