Approaches to Responding to Uncivil Behavior in CEHD

Framing interpersonal issues at work

Several frameworks are possible for viewing interpersonal issues at work. The framework establishes the course of action used to approach the issue. These frameworks are conflict, power, and “bad” person.

Conflict resolution framework

If we use the conflict framework, we locate the interpersonal issue in the relationship between persons. Any two or more people or groups of people can disagree on a variety of issues, from expected workload, allocation of resources, beliefs about the value of ideas or plans etc. Classic conflict management strategies include confrontation and avoidance. A lot has been written about conflict management strategies and their likely consequences.

Power framework

The power frame sees interpersonal issues in the context of social roles. Institutions tend to have hierarchical organizational structures with defined roles and responsibilities. These roles are accompanied by implicit rules about how to interact with members at different levels in the hierarchy. For example an administrative assistant’s role is to help administrators accomplish their tasks. There are both explicit and implicit rules for how the administrator delegates work to the assistant. Disagreements that arise between workers at different places in the hierarchy tend to be interpreted within the power framework. Solutions often require making roles and responsibilities explicit.

“Bad Person” framework

The “bad” or “uncivil” or “toxic” person frame identifies a person or persons in the organization as characteristically breaking rules about appropriate interpersonal behavior. Solutions to situations arising in this framework including making workplace rules more explicit (e.g., “you may not use sarcasm in giving feedback to subordinates”) and providing training or remediation. When the remediation framework is applied, the person may be required to attend training or coaching to improve their interpersonal skills or may be terminated.

Individual actions

• Write down a description of an interpersonal interaction that make you uncomfortable as soon as possible after the incident occurs. Include as many details as possible.

• Practice assertive behavior. Responding to an interpersonal behavior that makes you uncomfortable with “When you —- I feel — because—-“.   Tell the other person how you are responding to the behavior.

• Think about the behavior that makes you uncomfortable from all frameworks. Is this a conflict? Is this a situation that requires clarification of roles and responsibilities?  Or is this a situation that requires an individual to change his or her behavior?

• If resolve the situation are not effective continue to document and bring documentation to the person’s supervisor.

• If the person’s supervisor does not respond to a complaint about the interpersonal situation engage the U of M Office for Conflict Resolution and potentially file a grievance.