ary·work cultureRonald Reagan Presidential Foundation Director: Civility can be your edge in this polarized time, when people have forgotten how to coexistBy Frederick J. Ryan, Jr.By Frederick J.
Ryan, Jr. Frederick J. Ryan, Jr. is the director of the Ronald Reagan Center on Civility and Democracy.Frederick J.
Ryan, Jr.Courtesy of the Ronald Reagan CenterWe in an especially polarized time, one clouded by political violence, family estrangement and relationships started or based on political affiliations.
Many have forgotten how to coexist with people un themselves.
Incivility dominates too many aspects of American life, but one place still stands out as a training ground for respectful discourse: the workplace.
According to a recent survey conducted by the Ronald Reagan Presidential Foundation and Institute, 46% of Americans say they’ve learned civility skills at work, more than any other place.
These skills include the ability to disagree ductively and respectfully, consider opposing viewpoints, listen without interrupting and collaborate toward d goals despite personal differences.
Civility is a critical skill both within and outside of the workplace, and one that needs to be continually cultivated through all stages of life.
Companies that consciously nurture civility build cultures of trust, creativity and resilience — and set their employees, es and the nation as a whole up for success.
The civic role of the workplace Today, with fewer Americans participating in civic and community life through institutions, organizations, grams, social s, groups, activities, and even close friendships, we rely more heavily on the workplace to forge connections with people who are different than us.
The workplace is now one of the last places where people from diverse backgrounds, experiences and ideologies regularly interact and find themselves working together in pursuit of a d goal.
Thomas Jefferson once argued that democracy depends not just on voting, but on the daily practice of collaborative blem solving and respectful disagreement.
At its best, the workplace can hone these same skills, teaching people to present ideas and speak publicly, disagree respectfully for the common good and make decisions collaboratively.
In a fractured world, the office has become an unexpected civic incubator. Forward-thinking leaders should treat it as both a civic responsibility and a opportunity.
The case for civility Civility isn’t just healthy for democracy and our work relationships. It’s good for the bottom line. According to a study from SHRM, incivility costs U.S.
employers $2 billion a day in lost ductivity and absenteeism. When employees feel disrespected, they disengage and their ductivity suffers. Teams fracture. Innovations stalls. And es suffer.
By contrast, workplaces built on trust and mutual respect perform better across the board. These environments benefit from stronger retention, higher morale and more innovation.
It also fosters psychological safety, which encourages bold, creative thinking and effective decision-making. In short, civility supports innovation, and innovation drives success.
How civility is practiced and taught Civility isn’t avoiding disagreement.
It’s disagreeing well and keeping the difficult moments, whether in a work meeting or at the dinner table, ductive and meaningful. Leaders can set this tone.
The way you handle conflict, invite dissent and model respect s through your entire organization. There are three steps that can take your leadership and organization to the next level.
First, practice and model civility. Invite input from colleagues, listen to their ideas with curiosity and regulate your own reactions, especially under pressure.
Second, design your workspace for it: Create space for constructive dialogue and back. Encourage participatory decision-making, which builds critical thinking, persuasion and buy-in.
Third, always reward positive behavior. In order to see civility repeated, you have to reinforce it.
Recognize employees who collaborate across lines of difference and contribute to a respectful culture. These behaviors can be learned and taught. Workplaces that invest in them are stronger for it.
The key takeaway In an age of social fragmentation, the workplace is the most consistent place where Americans from all walks come together.
leaders are responsible for making these environments ductive and constructive.
While the workplace is not a replacement for democratic institutions, it can help revive the habits that keep them strong.
If we want healthier organizations and a healthier democracy, leaders must champion civility as a core company value.
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